Elnusa 2021 Annual Report Dibawah 10 MB

2021 Laporan Tahunan
Annual Report
UNITE
TOWARDS
EXCELLENCE
Bersama Membangun Keunggulan
PT ELNUSA Tbk IDX: ELSA www.elnusa.co.id Elnusa PT Elnusa Tbk

UNITE
TOWARDS
EXCELLENCE
Bersama Membangun Keunggulan
Di tengah tantangan triple shock, semangat

pantang menyerah dengan terus maju bersama.
Menyatukan Tekad & Tujuan untuk Satu Elnusa.
Dengan penerapan nilai AKHLAK sebagai
fondasi utama & untuk mencapai kinerja
terbaik menjadi perusahaan yang unggul.
In the middle of the triple shock challenges, spirit to never
give up by moving forward together. Unifying Determination
and Purpose for One Elnusa. With the implementation of the
AKHLAK value as the main foundation and to achieve the best
performance to be superior company.
Daftar Isi
Table of Contents
114 Teknologi Informasi
Kilas Kinerja 2021 Information Technology
6 117
2021 Performance Highlights Struktur dan Komposisi Pemegang Saham
Structure and Composition of Shareholders
123 Struktur Grup Perseroan
8 Ikhtisar Data Keuangan Penting Company Group Structure
Key Financial Highlights
124 Daftar Entitas Anak dan Entitas Asosiasi, Ventura Bersama/Kerja Sama
11 Ikhtisar Saham Operasi
Share Highlights List of Subsidiaries and Associates, Joint Ventures/Joint Operations
15 Informasi tentang Aksi Korporasi 132 Alamat Entitas Anak dan/atau Kantor Cabang atau Kantor Perwakilan
Information on Corporate Action Addresses of Subsidiaries and/or Branch Offices or Representative
Offices
15 Informasi tentang Obligasi, Sukuk, atau Obligasi Konversi
Information on Bonds, Sukuk, or Convertible Bonds 134 Wilayah Operasional
Operational Area
15 Penghentian Sementara Perdagangan Saham/Penghapusan
Pencatatan Saham 140 Daftar Lembaga dan Profesi Penunjang Perusahaan
Temporary Station of Share Trading/Removal of Share Listing List of Supporting Institutions and Professionals of the Company
16 Peristiwa Penting 140 Daftar Penting Lainnya

Event Highlights Other Important List
20 Penghargaan dan Sertifikasi 141 Informasi Website Perusahaan

Awards and Certifications Company Website Information
143 Pendidikan dan/atau Pelatihan
Education and/or Training
Laporan Manajemen 22 Analisis dan Pembahasan
Management Report
Manajemen 146
24 Laporan Dewan Komisaris Management Discussion and
Board of Commissioners Report
Analysis
38 Laporan Direksi
Board of Directors Report
148 Tinjauan Perekonomian dan Industri
54 Lembar Pernyataan Anggota Dewan Komisaris tentang Tanggung Economic and Industry Overview
Jawab atas Laporan Tahunan 2021 PT Elnusa Tbk
Statement of the Board of Commissioners of Responsibility 155 Tinjauan Operasi per Segmen Usaha
for the 2021 Annual Report of PT Elnusa Tbk Operating Overview per Business Segment
55 Lembar Pernyataan Anggota Dewan Komisaris tentang Tanggung 179 Tinjauan Keuangan
Jawab atas Laporan Tahunan 2021 PT Elnusa Tbk Financial Review
Statement of the Board of Directors of Responsibility 195 Kinerja Rasio Keuangan, Kolektibilitas Piutang, dan Kemampuan
for the 2021 Annual Report of PT Elnusa Tbk Membayar Utang
Financial Performance Ratio, Receivables Collectibility, and Ability to
Repay Loans
Profil Perusahaan 56 197 Struktur Modal dan Kebijakan Manajemen atas Struktur Modal
Company Profile Capital Structure and Management Policy on Capital Structure
199 Ikatan yang Material untuk Investasi Barang Modal
Material Capital Commitments
58 Informasi Umum Perusahaan
200 Realisasi Investasi Barang Modal 2021
Company General Information Realization of Capital Commitments in 2021
60 Jejak Langkah
201 Realisasi Penggunaan Dana Penawaran Umum
Milestones Realization of Proceeds from Public Offering
62 Riwayat Singkat Perusahaan
202 Informasi Material Mengenai Investasi, Ekspansi, Divestasi,
Brief History of the Company Penggabungan Usaha, Akuisisi, dan/atau Restrukturisasi Utang/Modal
63 Bidang Usaha Material Information Regarding Investment, Expansion, Divestment,
Business Fields Business Merger, Acquisition, and/or Debt/Capital Restructuring
68 Struktur Organisasi 202 Perbandingan antara Target Anggaran dengan Realisasi, dan Proyeksi
Organizational Structure Usaha
Comparison between Budget Targets with Realization, and Business
70 Visi, Misi, Nilai, dan Budaya Perusahaan
Projections
Corporate Vision, Mission, Values, and Culture
77 Makna Logo Perusahaan 204 Informasi dan Fakta Material yang Terjadi setelah Tanggal Laporan
The Meaning of Company Logo Akuntan
Material Information and Facts Occurring after the Accountant’s
78 Profil Dewan Komisaris Report Date
Board of Commissioners Profile
205 Dampak Nilai Tukar Mata Uang Asing
82 Profil Direksi Impact of Foreign Exchange Rates
Board of Directors Profile
205 Prospek Usaha
87 Profil Pejabat Eksekutif Business Prospect
Executive Officers Profile
207 Aspek Pemasaran
93 Sumber Daya Manusia Marketing Aspect
Human Resources
2 PT ELNUSA Tbk Laporan Tahunan 2021 Annual Report

208 Kebijakan Dividen dan Pembagiannya 343 Manajemen Risiko
Dividend Policy and Its Distribution Risk Management
210 Kontribusi terhadap Negara 350 Sistem Pengendalian Internal
Contribution to State Revenue Internal Control System
210 Informasi Transaksi Material yang Mengandung Benturan 351 Informasi tentang Program Kepemilikan Saham oleh Karyawan dan/
Kepentingan dan/atau Transaksi dengan Pihak Afiliasi/Pihak Berelasi atau Manajemen (ESOP/MSOP)
Material Transaction with Potential Conflict of Interest and/or Information about Employee and/or Management Share Ownership
Transactions with Affiliated/Related Parties Programs (ESOP/MSOP)
213 Informasi Keuangan yang Mengandung Kejadian yang Bersifat Luar 353 Perkara Penting
Biasa dan Jarang Terjadi Important Cases
Extraordinary and Rare Events
356 Akses Informasi dan Data Perusahaan
213 Perubahan Peraturan Perundang-undangan yang Berpengaruh Acces for Data and Information about the Company
Signifikan terhadap Perusahaan
Changes to Laws and Regulations with Significant Influence on the 357 Kode Etik
Code of Conduct
Company
360 Pengendalian Gratifikasi
214 Perubahan Kebijakan Akuntansi dan Dampaknya terhadap Gratification Control
Perusahaan
Changes in Accounting Standards and Their Impact on the Company 361 Sistem Manajemen Anti Penyuapan
Anti-Bribery Management System
215 Informasi Kelangsungan Usaha
Business Sustainability 362 Kebijakan Anti Korupsi
Anti-Corruption Policy
216 Tingkat Kesehatan Perusahaan
Company Health Level 364 Whistleblowing System
Whistleblowing System
367 Kebijakan Pengadaan Barang dan Jasa
Tata Kelola Perusahaan Policy Goods and Services Procurement
218 370 Transparansi Praktik Review
Corporate Governance Transparency in the Practice
373 Kesesuaian Penerapan Tata Kelola Perusahaan Terhadap ASEAN
Corporate Governance Scorecard (ACGS)
221 Prinsip Dasar Tata Kelola Perusahaan yang Baik
Kesesuaian Penerapan Tata Kelola Perusahaan Terhadap Asean
Basic Principles of Good Corporate Governance
222 Perkembangan Penerapan GCG di Lingkup Perseroan
Development of GCG Implementation within the Company
227 Infrastruktur dan Softstructure GCG Elnusa Tanggung Jawab Sosial
Elnusa GCG Infrastructure and Softstructure
Perusahaan 378
231 Penilaian atau Evaluasi atas Penerapan Tata Kelola Perusahaan yang
Corporate Social Responsibility
Baik
Assessment or Evaluation of the Implementation of Good Corporate
Governance 380 Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility Governance
232 Struktur Organ Tata Kelola Perusahaan yang Baik
Organizational Structure of Good Corporate Governance 387 Tanggung Jawab Sosial Terkait Operasi yang Adil
Social Responsibility Related to Fair Operations
233 Penerapan Aspek dan Prinsip Tata Kelola Perusahaan Sesuai
Ketentuan Otoritas Jasa Keuangan 392 Tanggung Jawab Sosial Terkait Hak Asasi Manusia (HAM)
Implementation of Corporate Governance Aspects and Principles Social Responsibility towards Human Rights
According to Provisions by Financial Services Authority
395 Tanggung Jawab Sosial Perusahaan Bidang Lingkungan Hidup
237 Rapat Umum Pemegang Saham (RUPS) Corporate Social Responsibility towards the Environemnt
General Meeting of Shareholders (GMS)
399 Tanggung Jawab Sosial Perusahaan Bidang Ketenagakerjaan,
251 Dewan Komisaris Kesehatan, dan Keselamatan Kerja
Board of Commissioners Social Responsibility towards Employment and Occupational Health
and Safety
269 Direksi
Board of Directors 404 Program serta Kegiatan Terkait Kesehatan dan Keselamatan Kerja (K3)
Program and Activities Related to Occupational Health and Safety
282 Transparansi Informasi Dewan Komisaris dan Direksi
(OHS)
Information Transparency on the Board of Commissioners and the
Board Directors 413 Tanggung Jawab Sosial Perusahaan Bidang Pengembangan Sosial dan
Kemasyarakatan
283 Hubungan Afiliasi antar Anggota Dewan Komisaris, Direksi dan/atau
Social Responsibility in Social and Community Development
Pemegang Saham Pengendali
Affiliation among Members of the Board of Commissioners, 421 Tanggung Jawab terhadap Konsumen
the Board of Directors and/or Controlling Shareholders Responsibility to Customers
284 Rapat Dewan Komisaris dan Direksi
Board of Commissioners and Board of Directors Meeting
294 Lampiran
Keberagaman Komposisi Dewan Komisaris dan Direksi
425
Diversity in the Composition of the Board of Commissioners and the
Board of Directors
Appendix
295 Assessment/Penilaian Kinerja terhadap Dewan Komisaris dan Direksi
Performance Assessment for the Board of Commissioners and 426 Glosarium
the Board of Directors Glossary
298 Nominasi Dewan Komisaris dan Direksi 428 Referensi SEOJK No. 16/SEOJK.04/2021: Laporan Tahunan Emiten
Nomination for Board of Commissioners and Board of Directors atau Perusahaan Publik
SEOJK No. 16/SEOJK.04/2021: Annual Report of Public Company
299 Remunerasi Dewan Komisaris dan Direksi
Remuneration for the Board of Commissioners and the Board of 451 Laporan Keuangan
Directors Financial Report
302 Organ Pendukung Dewan Komisaris

Supporting Organs of the Board of Commissioners
328 Organ Pendukung Direksi
Supporting Organs of the Board of Directors
Laporan Tahunan 2021 Annual Report PT ELNUSA Tbk 3

Kesinambungan Tema
Theme Continuity
2017 2018 2019

Menstabilkan dan Mengembangkan Metode, Langkah untuk Mewujudkan
Menyeimbangkan Kinerja Memperkuat Keseimbangan Kapasitas Nasional
Lima dasawarsa perjalanan PT Elnusa Tbk telah
Operasional Portofolio dilalui hingga menjadi Perusahaan jasa energi
Perseroan mengakselerasi kinerja operasional dan Mencatatkan pendapatan tertinggi sepanjang
nasional yang mampu memberikan solusi total
memfokuskan jasa berbasis non aset pada lini sejarah berdiri melalui penguatan diversifikasi
seperti sekarang. Beragam krisis dan dinamika
jasa hulu migas, serta menggenjot pertumbuhan portofolio. Kinerja jasa distribusi dan logistik energi
industri berhasil dilewati. Tidak sedikit pula ragam
pangsa pasar melalui diversifikasi portofolio. Pada digenjot, selaras dengan penyesuaian aktivitas jasa
kreativitas dan inovasi sudah dihasilkan. Melewati 50
akhir tahun, Perseroan berhasil menyeimbangkan hulu migas di tengah peralihan ekuilibrium.
tahun ini, transformasi Elnusa tentu belum berhenti.
komposisi pendapatan di antara jasa hulu migas
Perusahaan ini akan terus menggeliat mengikuti
dengan distribusi dan logistik energi. Developing Method, Strenghtening the perubahan jaman. Bukan sekedar untuk hidup, tetapi
Portfolio Equilibrium tetap kokoh di atas jalur yang dipilih untuk menjadi
Stabilazing and Equalizing the Operational Record the highest revenue since established through jalannya.
Performance the reinforcement in portfolio diversification. in the
The Company accelerates its operational midst of equilibrium transition, the performance of
performance and focusing on non-asset-based
Journey to Bring National Capacity
energy distribution and logistic services has been
Five decades of the journey of PT Elnusa Tbk have
services of the field of upstream oil and gas as well optimized in conformance with the adjustment in the
been passed to become a national energy service
as optimizing its market share through portfolio upstream oil and gas services activities.
company that is able to provide a total solution like
diversification. At the end of the year, the Company
now. Various crises and dynamics of the industry
has succeeded in equalizing the revenue composition
successfully passed. Not a little variety of creativity
between the upstream oil and gas with the energy
and innovation have been produced. Over the past
distribution and logistic services.
50 years, Elnusa’s transformation has certainly not
stopped. This company will continue to stretch
following the changing times. Not just for life, but still
firm above the path chosen to be the way.

2020 2021
Ketangguhan Menuju Keunggulan Bersama Membangun Keunggulan
Tekanan bertubi menghantam industri migas bahkan Di tengah tantangan triple shock, semangat pantang menyerah dengan terus
berdampak pada perekonomian nasional dan maju bersama. Menyatukan Tekad & Tujuan untuk Satu Elnusa. Dengan
dunia. Doa dan daya upaya yang dibarengi dengan penerapan nilai AKHLAK sebagai fondasi utama & untuk mencapai kinerja terbaik
inovasi dan strategi portofolio telah menyelamatkan menjadi perusahaan yang unggul.
perusahaan. Ketangguhan yang menunjukkan
keunggulan perusahaan untuk terus berkontribusi Unite Toward Excellence
bagi negeri. In the middle of the triple shock challenges, spirit to never give up by moving
forward together. Unifying Determination and Purpose for One Elnusa. With the
Resilience to be Excellence implementation of the AKHLAK value as the main foundation and to achieve the
The pressure has repeatedly hit the oil and gas best performance to be superior company.
industry and has impacted the national and
global economies. Prayers and efforts following
by innovation and portfolio strategy has saved the
Company. Resilience that shows the excellence of the
Company to continue contributing to the Country.

Kilas
Kinerja 2021
2021 Performance Highlights
8 Ikhtisar Data Keuangan Penting

11 Ikhtisar Saham
Share Highlights
15 Informasi tentang Aksi Korporasi
Information on Corporate Action
15 Informasi tentang Obligasi, Sukuk, atau Obligasi Konversi
Information on Bonds, Sukuk, or Convertible Bonds
15 Penghentian Sementara Perdagangan Saham/Penghapusan
Pencatatan Saham
Temporary Station of Share Trading/Removal of Share Listing
16 Peristiwa Penting
Event Highlights
20 Penghargaan dan Sertifikasi
Awards and Certifications
Kilas Kinerja 2021
Ikhtisar Data
Keuangan Penting
LABA (RUGI) DAN PENGHASILAN KOMPREHENSIF LAIN KONSOLIDASIAN

Consolidated Profit (Loss) and Other Comprehensive Income
Dalam jutaan rupiah, kecuali dinyatakan lain | in million rupiah, unless otherwise stated
Pertumbuhan
Growth
Uraian 2021 2020 2019 2018 2017 Description
2020-2021
(%)
Pendapatan 8.136.563 7.726.945 8.385.122 6.624.774 4.978.986 5 Revenue
Jasa Distribusi dan Logistik Energi 4.744.166 3.786.529 4.364.090 3.695.856 2.504.832 25 Energy Distribution and Logistic
Services
Jasa Hulu Migas Terintegrasi 2.981.764 3.760.935 3.847.015 2.636.121 2.267.287 (21) Integrated Upstream Oil and
Gas Servics
Jasa Penunjang Migas 1.285.491 1.409.031 988.663 292.797 206.867 (9) Oil and Gas Support Services
Beban Pokok Pendapatan (7.491.069) (6.984.472) (7.514.040) (5.972.680) (4.400.484) 7 Cost of Revenue
Laba Bruto 645.494 742.473 871.082 652.094 578.502 (13) Gross Profit
Laba (Rugi) Operasi 315.228 437.247 533.681 380.775 344.540 (28) Profit (Loss) of Operation
EBITDA 984.669 1.166.593 970.666 767.220 712.473 (15) EBITDA
Beban Keuangan* (121.341) (132.200) (40.490) (90.092) (19.852) (8) Financial Costs*
Laba (Rugi) Tahun Berjalan 108.852 249.086 356.477 276.316 250.754 (56) Profit (Loss) for the Year
Laba (Rugi) Komprehensif Tahun 111.924 253.049 345.625 288.075 238.473 (56) Comprehensive Profit (Loss) for
Berjalan the Year
Laba (Rugi) Tahun Berjalan yang Profit (Loss) for the Year
Dapat Diatribusikan kepada: Attributable to:
– Pemilik Entitas Induk 108.740 249.083 356.474 276.314 247.140 (56) Owner of Parent Entity –
– Kepentingan Non Pengendali 112 3 3 2 3.614 3633 Non-controlling Interest –
Jumlah 108.852 249.086 356.477 276.316 250.754 (56) Total
Laba (Rugi) Komprehensif yang Dapat Diatribusikan kepada: Comprehensive Profit (Loss) Attributable to:
– Pemilik Entitas Induk 111.812 253.045 345.622 288.073 234.865 (56) Owner of Parent Entity –
– Kepentingan Non Pengendali 112 3 3 2 3.608 3.633 Non-controlling Interest –
Jumlah 111.924 253.048 345.625 288.075 238.473 (56) Total
Laba (Rugi) Bersih per Saham 15 34 49 38 34 (56) Net Profit (Loss) per Share (Full
Dasar (Nilai Penuh) Amount)
* Beban keuangan yang tercantum dalam Laporan ini tanpa (rugi) selisih kurs atas pinjaman.
The financial costs stated in this report are excluded (loss) the foreign exchange difference on loans.
PENDAPATAN LABA BERSIH

Revenue Net Profit
dalam miliar rupiah | in billion rupiah dalam miliar rupiah | in billion rupiah
356
8.385 8.137
7.727
6.625 276
247 249
4.979
109
2017 2018 2019 2020 2021 2017 2018 2019 2020 2021

POSISI KEUANGAN KONSOLIDASIAN
Consolidated Financial Position
Pertumbuhan
Growth
2020-2021
(%)
Aset Lancar 4.446.784 4.217.325 3.698.370 3.158.507 2.379.465 5 Current Assets
Aset Tetap dan Properti Investasi 1.877.948 1.872.101 1.884.942 1.806.114 1.621.184 0 Fixed Assets and Investment
– Neto Property – Net
Jumlah Aset 7.234.857 7.562.822 6.805.037 5.657.327 4.855.369 (4) Total Assets
Liabilitas Jangka Pendek 2.561.234 2.573.467 2.504.335 2.116.898 1.757.781 0 Current Liabilities
Liabilitas Jangka Panjang 895.489 1.248.409 724.004 240.229 45.668 (28) Non-current Liabilities
Jumlah Liabilitas 3.456.723 3.821.876 3.228.339 2.357.127 1.803.449 (10) Total Liabilities
Utang Berbunga 333.197 739.326 1.127.040 821.415 697.268 (55) Interest Bearing Debt
Ekuitas 3.778.134 3.740.946 3.576.698 3.300.200 3.051.920 1 Equity
Modal Kerja – Neto 1.885.550 1.643.858 1.194.035 1.041.609 621.684 15 Working Capital – Net
JUMLAH ASET JUMLAH LIABILITAS

Total Assets Total Liabilities
dalam miliar rupiah | in billion rupiah dalam miliar rupiah | in billion rupiah
7.563 3.822
7.235 3.457
6.805 3.228
5.657
4.855 2.357
1.803
2017 2018 2019 2020 2021 2017 2018 2019 2020 2021
ARUS KAS KONSOLIDASIAN

Consolidated Statements of Cash Flow
Pertumbuhan
Growth
2020-2021
(%)
Kas Bersih yang Diperoleh dari 1.004.197 928.178 575.797 344.756 395.459 8 Net Cash Provided by Operating
Aktivitas Operasi Activities
Kas Bersih yang Diperoleh dari (361.321) (483.159) (671.113) (586.671) (358.506) (25) Net Cash Provided by (Used in)
(Digunakan untuk) Aktivitas Investing Activities
Investasi
Kas Bersih yang Diperoleh dari (732.681) (70.996) 239.286 37.374 119.698 932 Net Cash Provided by (Used in)
(Digunakan untuk) Aktivitas Financing Activities
Pendanaan
Kas dan Setara Kas pada akhir 1.144.769 1.231.867 856.122 719.457 902.563 (7) Cash and Cash Equivalent at the
tahun End of the Year

Kilas Kinerja 2021
RASIO-RASIO KEUANGAN
Financial Ratios
Pertumbuhan
Growth
2020-2021
(%)
Margin Laba Bruto 7,93% 9,61% 10,44% 9,84% 11,62% (8) Gross Profit Margin
Margin Laba Operasi 3,87% 5,66% 6,36% 5,75% 6,92% (11) Operating Profit Margin
Margin Laba Bersih* 1,34% 3,22% 4,35% 4,17% 4,96% (26) Net Profit Margin*
Margin Laba Bersih Tanpa Laba 1,50% 3,29% 4,35% 4,19% 4,98% (24) Net Profit Margin Excluded Gain
(Rugi) Penjualan Aset Tetap** (Loss) Sale of Fixed Assets**
Margin EBITDA 12,10% 15,07% 11,58% 11,58% 14,31% 30 EBITDA Margin
Rasio Lancar 1,74 1,64 1,48 1,49 1,35 11 Current Ratio
Perputaran Total Aset 117,43% 105,05% 126,81% 118,92% 102,55% (17) Total Asset Turnover
Imbal Hasil Aset 1,50% 3,29% 5,24% 4,88% 5,09% (37) Return on Assets
Imbal Hasil Ekuitas 2,88% 6,66% 9,97% 8,37% 8,10% (33) Return on Equity
Utang Berbunga/Ekuitas 0,09 0,20 0,32 0,25 0,23 (37) Interest Bearing Debt/Equity
Utang Berbunga/Jumlah Aset 0,05 0,10 0,17 0,15 0,14 (41) Interest Bearing Debt/Total Assets
Utang Berbunga/EBITDA 0,34 0,63 1,16 1,07 0,98 (45) Interest Bearing Debt/EBITDA
EBITDA/ Beban Keuangan 8,11 8,81 23,97 8,52 35,89 (63) EBITDA/Interest Expense
Jumlah Liabilitas/Ekuitas 0,9 1,0 0,9 0,7 0,6 13 Total Liabilities/Equity
Jumlah Liabilitas/Aset 0,48 0,51 0,47 0,42 0,37 7 Total Liabilities/Assets
Kas Neto yang Diperoleh dari 8,98 3,67 1,67 1,20 1,68 120 Net Cash Provided by Operating
Aktivitas Operasi/Laba Bersih Activities/Net Income
Kas Neto yang Diperoleh dari 0,88 0,75 0,67 0,48 0,44 12 Net Cash Provided by Operating
Aktivitas Operasi/Kas dan Setara Activities/Cash and Cash
Kas akhir tahun Equivalents at the End of the Year
Kas dan Setara Kas pada akhir 3,44 1,67 0,76 0,88 1,29 119 Cash and Cash Equivalent at the
tahun/Utang Berbunga End of the Year/Interest Bearing
Debt
Laba Bersih/Jumlah Karyawan 92,94 106,72 214,44 156,64 139,55 (50) Net Profit/Number of Employees
*
Perhitungan margin laba bersih yang tercantum dalam laporan ini menggunakan Laba Tahun yang Berjalan yang Dapat Diatribusikan kepada Pemilik Entitas Induk.
Net profit margin in this reports is calculated using the Profit for the Current Year Attributable to Owners of the Parent Entity.
**
Perhitungan Margin Laba Bersih Tanpa Laba (Rugi) Penjualan Aset Tetap yang tercantum dalam laporan ini menggunakan Laba Tahun Berjalan yang dapat Diatribusikan kepada Pemilik Entitas
Induk - Tanpa Laba (Rugi) Penjualan Aset Tetap.
Net Profit Margin Excluded Gain (Loss) on Sale of Fixed Assets in this reports is calculated using the Profit for the Current Year Attributable to Owners of the Parent Entity Excluded Gain (Loss)
on Sale of Fixed Assets.

Ikhtisar Saham
Share Highlights
Kuartal Open Highest Lowest Closing Volume Valuasi Market Cap Quarter
Kuartal 1 2020 306 338 124 151 30.669.456 4.631.087.789 1.102.073.500.000 Quarterly 1 2020
HARGA PENUTUPAN DAN VOLUME PERDAGANGAN ELSA 2019-2020

ELSA Closing Prices and Trading Volume in 2019-2020
Harga Penutupan Volume Perdagangan
Bulan Month
Closing Price Trading Volume
2020 2020
Januari 272 15.398.600 January
Februari 226 27.082.100 February
Maret 151 22.454.400 March
April 196 107.052.700 April
Mei 197 40.767.400 May
Juni 220 27.969.100 June
Juli 228 22.598.300 July
Agustus 244 82.785.600 August
September 194 31.221.900 September
Oktober 212 11.531.600 October
November 294 408.404.600 November
Desember 352 52.600.000 December
2021 2021
Januari 358 344.066.600 January
Februari 402 166.712.700 February
Maret 344 85.282.700 March
April 356 169.521.500 April
Mei 304 13.615.700 May
Juni 266 29.187.200 June
Juli 262 43.790.100 July
Agustus 260 11.386.500 August
September 306 103.442.000 September
Oktober 304 36.650.400 October
November 278 27.192.300 November
Desember 276 10.086.300 December

Kilas Kinerja 2021
GRAFIK HARGA PENUTUPAN DAN VOLUME PERDAGANGAN ELSA 2020-2021

Closing Price & Trading Volume Chart ELSA 2020-2021
500 50.000.000
400 40.000.000
300 30.000.000
200 20.000.000
100 10.000.000
0 0
Jan Feb Mar Apr Mei Jun Jul Agu Sep Okt Nov Des Jan Feb Mar Apr Mei Jun Jul Agu Sep Okt Nov Des
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
2020 2021
Volume Perdagangan Harga Penutupan

Trading Volume Closing Price
INFORMASI TENTANG KINERJA SAHAM INFORMATION ABOUT STOCK PERFORMANCE

Sepanjang tahun 2021, pandemi COVID-19 yang mulai membaik Throughout 2021, the COVID-19 pandemic has begun to ease resulting
berdampak pada pemulihan ekonomi yang optimis di berbagai negara in an optimistic economic recovery in various countries and regions. This
dan regional. Hal ini terlihat pada penguatan ekonomi AS memberikan is evidenced by the strengthening of the US economy which provides
dukungan bagi bursa saham Wall Street, yang juga berpengaruh support to the Wall Street stock market leading to the strengthening of
memberikan penguatan bursa saham global. the global stock markets.
Pasar saham AS telah mengalami beberapa rekor sepanjang masa pada The US stock market has experienced numbers of all-time records on
indeks utama acuannya. Indeks saham acuan Amerika Serikat (AS) yaitu its major benchmark indexes. The benchmark stock index of the United
Dow Jones Industrial Average (DJIA) dan S&P 500 mengalami kenaikan States (US), namely the Dow Jones Industrial Average (DJIA) and the S&P
yang cukup signifikan di bursa. DJIA berhasil naik 18,73% dan S&P 500 experienced a significant increase in the stock exchange. At the end
500 mengalami kenaikan 26,89% pada akhir tahun 2021. Peningkatan of 2021, the DJIA managed to rise 18.73% and the S&P 500 experienced
indeks global tersebut didukung dengan penguatan ekonomi AS seperti an increase of 26.89% The increase in the global index was supported by
penanganan pandemi COVID-19 yang membaik dan tingkat vaksinasi the strengthening of the US economy through the improvement on the
terus meningkat. COVID-19 handling and the steady increase on vaccination rates
Perekonomian nasional termasuk pasar keuangan juga mendapatkan The national economy, including the financial market, received almost
sentimen dan pergerakan yang hampir sama dengan situasi global. the same sentiments and movements as the global situation. In the
Membuka tahun 2021, Indeks Harga Saham Gabungan (IHSG) dibuka di start of 2021, the Jakarta Composite Index (JCI) opened at 6,104.74.
level 6.104,74. Awal Januari, indeks mampu melompat tinggi, meski saat In early January, the index managed to climb high, despite recorded to
itu kasus penyebaran COVID-19 tercatat kembali mengalami kenaikan experience another rapid increase in the spread of COVID-19 compared
pesat dibandingkan bulan-bulan sebelumnya. to the previous month.
1.200 8.000
1.000 7.500
800 7.000
600 6.500
400 6.000
200 5.500
0 5.000
Jan Feb Mar Apr Mei Jun Jul Agu Sep Okt Nov Des
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
ELSA IDXEnergy JKSE

(sumbu kiri) (sumbu kiri) (sumbu kanan)
(left axis) (left axis) (right axis)

Tahun 2021, IHSG sempat bergerak ke level tertinggi sepanjang sejarah In 2021, the JCI had eventually reaching the highest level in history (an
(all-time high) ketika menyentuh level 6.723,39 pada 22 November all-time high) when it touched the level of 6,723.39 on November 22,
2021. Sebaliknya, pada tahun 2021, IHSG terbilang berada di masa kelam 2021. In 2021, conversely, the JCI was in a gloomy period due to the
karena sempat merosot tajam ke level 3.937,63 pada 24 Maret 2021. drastic fall to the level of 3,937.63 in March 24, 2021. At the closing of
IHSG mencapai level 6.600,68 pada penutupan 2021 atau meningkat 2021, JCI reached the level of 6,600.68, an increase of 10.4% from the
10,4% dari posisi Desember 2021. December 2021 position.
Sementara itu, kapitalisasi pasar pada 29 Desember 2021 mencapai Meanwhile, market capitalization on December 29, 2021 reached
Rp8.277 triliun atau naik hampir 18% dibandingkan posisi akhir tahun Rp8,277 trillion, an increase of nearly 18% compared to the position at
2021 yakni Rp6.970 triliun. the end of 2021, which was Rp6,970 trillion.
Kondisi berbeda dialami oleh indeks saham Energi (IDX) di sepanjang Throughout 2021, The Energi stock index (IDX) has experienced a
tahun 2021. Di awal tahun Jakmine memiliki sentimen yang sama dengan different condition. At the beginning of the year Jakmine had the same
IHSG namun pada akhirnya mampu rebound jauh lebih baik hingga akhir sentiment as the JCI but finally managed to rebound much better as of
tahun. Baiknya momentum IDXENERGY ini tidak lepas dari membaiknya the end of the year. The good momentum of IDXENERGY is due to the
harga komoditas global khususnya harga minyak dunia yang berdampak improvement in global commodity prices, especially world oil prices,
pada naiknya saham-saham energi. Indeks Energi ditutup pada level which has an impact on the rise of energy stocks. The Energy Index was
1,146 atau tumbuh 49% dibanding awal tahun 2021. closed at 1.146 or grew 49% compared to the beginning of 2021.
Pada Maret 2021 (Q1) Elnusa membukukan pendapatan Rp1,8 triliun In March 2021 (Q1) Elnusa recorded Rp1.8 trillion of revenue with a net
dengan laba bersih Rp1,8 miliar. Kinerja saham ELSA ditutup Rp338 profit of Rp1.8 billion. The performance of ELSA’s shares was closed at
dengan volume 85 juta bersamaan dengan harga minyak mentah (WTI) Rp338 with a volume of 85 million and concurrently USD61.45 range
pada saat itu dikisaran USD61,45 per barel. with the crude oil price (WTI) per barrel.
Memasuki kuartal II 2021, pendapatan Elnusa naik 106% dari kuartal I Entering the second quarter of 2021, Elnusa’s revenue rose 106% from
menjadi Rp3,7 triliun dan laba bersih naik 2.399% menjadi Rp40 miliar. the first quarter to Rp3.7 trillion and net profit rose 2,399% to Rp40
Kinerja saham ELSA Q2 ditutup Rp266, volume 29 juta dengan harga billion. ELSA’s Q2 stock performance closed at Rp266, with a volume of
minyak mentah pada USD75 per barel. 29 million with crude oil price at USD75 per barrel.
Elnusa per kuartal III 2021 mengantongi pendapatan Rp5,71 triliun In the third quarter of 2021, Elnusa recorded Rp5.71 trillion of revenue,
atau turun 0,71% dan laba bersih sebesar Rp38 miliar atau terkoreksi a decrease of 0.71% and a net profit of Rp38 billion, or a correction of
80% year on year (yoy) dibandingkan pada periode yang sama di tahun 80% year on year (yoy) compared to the same period in the year before.
sebelumnya. Pada kuartal III 2020 lalu, Elnusa membukukan pendapatan In the third quarter of 2020, Elnusa recorded a revenue of Rp5.76 trillion
Rp5,76 triliun dan laba bersih Rp187 miliar. Pendapatan usaha konsolidasi and a net profit of Rp187 billion. The consolidated operating revenues
tersebut dikontribusikan melalui segmen jasa hulu migas sebesar 37%, were contributed by the upstream oil and gas services segment by 37%,
jasa distribusi dan logistik energi 54% dan jasa penunjang migas 9%. energy distribution and logistics services 54% and oil and gas support
services 9%.
Penutupan kuartal III 2021, sentimen kenaikan harga minyak menguat At the closing of the third quarter of 2021, the oil price increase
menjadi USD75 per barel dari USD69 pada bulan sebelumnya. Hal ini sentiment has strengthened from USD69 the month before to USD75 per
menjadi salah satu katalis positif yang mendukung kenaikan harga barrel. Concurrently, it became one of the positive catalysts supporting
saham ELSA dari bulan sebelumnya yang berada pada level Rp280 per the 9% increase of ELSA’s share price from the level of Rp280 per share
lembar, naik 9% menjadi Rp306 per saham dengan volume di kisaran on previous month to Rp306 per share with a volume in the range of
Rp100 juta lembar. Rp100 million shares.
500 12.000.000
10.000.000
400
8.000.000
300
6.000.000
200
4.000.000
100
2.000.000
0 0
ELSA Volume

Kilas Kinerja 2021
Lanjut pada kuartal IV 2021, Elnusa berhasil mencatatkan pendapatan Furthermore, in the fourth quarter of 2021, Elnusa managed to record
(unaudited) sebesar Rp8,1 triliun naik 42% dari pendapatan kuartal (unaudited) Rp8.1 trillion worth of revenue, a 42% increase from the
III dan laba bersih Rp102 miliar. Adapun penutupan saham ELSA pada third quarter revenue and a net profit of Rp102 billion. The closing of
Desember 2021 berada pada Rp276 dengan volume tren menurun ELSA shares in December 2021 was at Rp276 with 10 million shares of
sebesar 10 juta lembar. declining trend volume.
Menilik bagan kinerja saham ELSA sepanjang 2021, harga saham Referring to ELSA’s stock performance chart throughout 2021, ELSA’s
tertinggi ELSA naik 38% dibandingkan harga saham tertinggi pada highest stock price rose 38% compared to the previous year highest. In
tahun sebelumnya. Pada Januari 2021 saham ELSA berada di level January 2021, ELSA shares were at the highest level of Rp525 per share
tertinggi Rp525 per lembar saham dan Rp380 per lembar saham untuk compared to the previous year highest of Rp380 per share. The soaring
level tertinggi pada tahun sebelumnya. Melesatnya harga saham ELSA price of ELSA’s shares was supported by the momentum the current
tersebut didukung oleh momentum posisi harga minyak mentah yang upward trend of the crude oil prices position.
mengalami tren kenaikan sampai saat ini.
Secara keseluruhan kinerja saham ELSA pada penutupan perdagangan In overall, the performance of ELSA shares at the close of trading in
tahun 2021 mengalami penurunan sebesar 30% sehingga ditutup pada 2021 experienced a decrease of 30% and closed at the price of Rp276
harga Rp276 di banding pembukaan awal tahun yang sebesar Rp360. compared to the start of the beginning year which was Rp360. ELSA’s
Kapitalisasi pasar ELSA pada akhir tahun 2021 sebesar Rp27 triliun market capitalization at the end of 2021 was Rp27 trillion compared to
dibanding Rp2,5 triliun tahun sebelumnya. Rp2.5 trillion in the previous year.
Secara valuasi multiple harga, di akhir tahun 2021 dengan Earnings per In terms of multiple price valuations, ELSA shares have a P/E value of 18
Share sebesar Rp15 per lembar maka saham ELSA memiliki nilai P/E times and a P/B of 0.53 times with Earnings Per Share of Rp15 per share
sebesar 18 kali dan P/B sebesar 0,53 kali. Nilai yang sebetulnya sangat at the end of 2021. A very attractive value and actually is undervalued
menarik dan merupakan nilai yang undervalue bagi investor mengingat for investors considering ELSA as the main energy service company
ELSA merupakan Perusahaan jasa energi utama di Indonesia yang masih in Indonesia with growth potential that other similar companies in
memiliki potensi pertumbuhan yang tidak dimiliki Perusahaan lain Indonesia do not.
sejenis di Indonesia.
INFORMASI TENTANG AKSI KORPORASI INFORMATION ABOUT CORPORATE ACTION

Tidak terdapat aksi korporasi seperti aksi pemecahan saham (stock split), There were no corporate actions such as stock splits, reverse stock,
penggabungan saham (reverse stock), saham bonus, maupun penurunan bonus shares, or a decrease in the nominal value of shares in the last
nilai nominal saham, dalam dua tahun terakhir. two years.
INFORMASI TENTANG OBLIGASI, SUKUK, ATAU INFORMATION ABOUT BONDS, SUKUK, OR

OBLIGASI KONVERSI CONVERTION BONDS
Perseroan tidak mengeluarkan obligasi/sukuk/obligasi konversi Throughout 2021, the Company did not issue bonds/sukuk/convertible
sepanjang tahun 2021. Namun, pada Agustus 2020 Perseroan bonds. However, in August 2020 the Company took a corporate action
telah melakukan aksi korporasi dengan menerbitkan Sukuk Ijarah by issuing the Phase I Sustainable Sukuk Ijarah (Sukuk) worth of Rp700
Berkelanjutan I Tahap Kesatu (Sukuk) senilai Rp700 miliar untuk jangka billion for a period of 5 (five) years, all of which have been realized
waktu 5 (lima) tahun yang seluruhnya telah direalisasikan di tahun 2021. in 2021.
PENGHENTIAN SEMENTARA PERDAGANGAN SUSPENSION OF SHARE TRADING/DELISTING

SAHAM/PENGHAPUSAN PENCATATAN SAHAM
Sepanjang tahun 2021, Perseroan tidak pernah dikenakan sanksi saham, Throughout 2021, the Company has never been subjected to share
baik berupa penghentian sementara perdagangan saham (suspension) sanctions, either in the form of a temporary suspension of share trading
maupun penghapusan pencatatan saham (delisting) di Bursa Saham nor delisting of shares on the Indonesia Stock Exchange.
Indonesia.

Kilas Kinerja 2021
Peristiwa Penting
Event Highlights
11
Januari | January
11
Januari | January
10
Februari | February
11
Februari | February
Perseroan melakukan Inovasi HWU Perseroan memperkenalkan karya Perseroan salurkan bantuan bencana Perseroan melanjutkan kerja
Drilling 12 Elnusa, untuk mendukung inovasi Perusahaannya melalui motor alam nasional. sama layanan hulu migas dengan
Pengeboran Sumur Baru di Blok listrik ELBIKE. Schlumberger.
Mahakam. The Company distribute national
The Company introduced its natural disaster relief. The Company extend the upstream
The Company carries out the HWU innovative creation through the oil and gas services collaboration with
Drilling 12 Elnusa Innovation, to ELBIKE electric motorcycle. Schlunberger.
support the Drilling of New Wells in
the Mahakam Block.
Perseroan catatkan kinerja positif Perseroan mendapatkan peringkat Perseroan melalui anak usahanya Perseroan melalui anak usahanya,
dengan membukukan pendapatan “idAA-” dengan prospek “Stabil” dari PT Elnusa Petrofin, menggelar PT Elnusa Trans Samudera,
usaha konsolidasi sebesar Rp7,7 Pefindo. Groundbreaking Fuel Terminal meluncurkan Go Live Accomodation
triliun untuk tahun buku 2020. Indragiri (Inhil) di Tembilahan Riau. Work Barge Fiore.
The Company is rated “idAA-” with
The Company recorded a positive “Stable” outlook from Pefindo. The Company through its subsidiary The Company through its subsidiary
performance by posting consolidated PT Elnusa Petrofin, held a PT Elnusa Trans Samudera, launched
14
operating revenues of Rp7.7 trillion Groundbreaking for the Indragiri Fuel Go Live Accommodation Work Barge
for the 2020 financial year. Terminal (Inhil) in Tembilahan Riau. Fiore.
2 14 19
April | April
Maret | March April | April April | April

3
Juni | June
8
Juni | June
10
Juni | June
11
Juni | June
Perseroan bersinergi dengan Perseroan melalui anak usahanya, Perseroan berhasil menyelesaikan Perseroan mengimplementasikan
Pertamina Geothermal Energy (PGE) PT Elnusa Petrofin, mengembangkan pencarian cadangan Migas di Kutai Sistem Manajemen Anti Penyuapan
dalam meningkatkan kerja sama kegiatan CSR di Bali dengan Timur lebih cepat dari waktu yang (SMAP) untuk pekerja.
pengembangan teknologi panas meluncurkan Mesari Premium Virgin telah ditargetkan dan sukses bekerja
bumi. Coconut Oil (VCO). dengan zero accident. The Company implements an Anti-
Bribery Management System (SMAP)
The Company synergizes with The Company through its subsidiary The Company succeeded in for employees.
Pertamina Geothermal Energy PT Elnusa Petrofin is developing CSR completing the search for oil and
(PGE) in increasing cooperation activities in Bali by launching Mesari gas reserves in East Kutai faster than
in Geothermal Technology Premium Virgin Coconut Oil (VCO). the targeted time and successfully
Development. worked with zero accidents.
RUPS
Tahunan
ke 2
Perseroan menggelar RUPS Tahunan Perseroan serta anak usahanya Perseroan menggelar RUPS Tahunan Perseroan gelar acara donor
dan membagikan deviden senilai bantu penanganan COVID-19 dengan ke-2. darah sebagai aksi kemanusiaan
Rp74 miliar. menyalurkan tabung oksigen dan 24 dalam rangka menyambut Hari
ton oksigen cair ke berbagai rumah The Company held the 2nd Annual Kemerdekaan.
The Company held an Annual sakit di Jabodetabek. GMS.
GMS and distributed dividends of The Company holds a blood donation
10
Rp74 billion. The company and its subsidiaries event as a humanitarian action to
help with the handling of COVID-19 celebrate Independence Day.
21
by distributing oxygen cylinders and
18
24 tons of liquid oxygen to various
Agustus | August
hospitals in Greater Jakarta.
Juli | July
23
Agustus | August
Juli | July

Kilas Kinerja 2021
Pengalihan
Saham
Perseroan
30
Agustus | August
31
Agustus | August
1
September | September
4
Perseroan melakukan program Perseroan melakukan kegiatan CSR PT Pertamina (Persero) mengalihkan Perseroan melalui anak usahanya
vaksinasi untuk pekerja dan dalam bidang pendidikan melalui saham Perseroan sebesar 41,1% PT Elnusa Petrofin, lakukan hibah
masyarakat lokal. kegiatan Elnusa Leader Sharing and secara penuh kepada anak usahanya head truck untuk dinas pendidikan.
Action (ELSA) di berbagai perguruan PT Pertamina Hulu Energi (PHE)
The Company carries out a tinggi selama tahun 2021. sebagai nahkoda Subholding The Company through its subsidiary
vaccination program for workers and Upstream. PT Elnusa Petrofin, conducts a Head
local communities. The Company carries out CSR Truck Grant for the education office.
activities in the education sector PT Pertamina (Persero) transferred
through Elnusa Leader Sharing and the Company’s shares of 41.1% in full
Action (ELSA) activities at various to its subsidiary PT Pertamina Hulu
universities during 2021. Energi (PHE) as the captain of the
Upstream Subholding.
Perseroan merayakan HUT ke-52 Perseroan gelar Forum CIP 2021 Perseroan melakukan Perseroan meraih beberapa kontrak
dengan mengusung tema “Unite dengan melibatkan 1.345 pekerja. penandatanganan MoU bersama baru untuk layanan survei seismik.
Towards Excellence.” Samin MTS di Korea-Indonesia
The Company holds the 2021 CIP Offshore Congress 2021. The Company wins several new
The Company celebrates its 52nd Forum involving 1,345 workers. contracts for seismic survey services.
Anniversary with the theme “Unite The Company signed the MoU with
5 13
Towards Excellence.” Samin MTS at the Korea-Indonesia
Offshore Congress 2021.
9
Oktober | October
13
Oktober | October
Oktober | October

2
November |November
2
November |November
4
November |November
19
November |November
Perseroan kenalkan teknologi Smart Perseroan bersama Pertamina Hulu Perseroan secara intensif melakukan Perseroan gelar Elnusa Contractors
Retrofit untuk layanan PERUMDA Air Energi (PHE) mulai lakukan studi internalisasi Tata Nilai AKHLAK hingga HSSE Meeting (ENCORE) 2021.
Minum Tirta Pakuan Bogor. kebumian di area sub vulkanik Jawa ke Anak Perusahaan.
Barat. The Company holds Elnusa
The company introduces Smart The Company intensively internalizes Contractors HSSE Meeting (ENCORE)
Retrofit technology for the PERUMDA The company together with the AKHLAK Values to the 2021.
Water Drinking Service Tirta Pakuan Pertamina Hulu Energi (PHE) have Subsidiaries.
Bogor. started to conduct a geological study
in the sub-volcanic area of West Java.
Perseroan melalui Anak Usahanya Pertamina Hulu Energi (PHE) resmi Perseroan bersama Pertamina Hulu Perseroan melakukan RUPSLB dan
PT Elnusa Petrofin, lakukan Ground menguasai 51% saham Perseroan. Mahakam (PHM) melakukan inovasi RUPS Tahunan ketiga tahun 2021.
Breaking di Terminal LPG Kolaka- teknologi combo unit untuk Well
Sulawesi Tenggara. Pertamina Hulu Energi (PHE) officially Intervention. The Company held the EGMS and the
controls 51% of the Company’s third Annual GMS in 2021.
The Company through its subsidiary shares. The Company together with
31
PT Elnusa Petrofin conducts Ground Pertamina Hulu Mahakam (PHM)
3
Breaking at the Kolaka LPG Terminal- carried out a combo unit technology
Southeast Sulawesi. innovation for Well Intervention.
Desember | December
26 23
Desember | December
November |November Desember | December

Kilas Kinerja 2021
Penghargaan dan Sertifikasi

Awards and Certifications
Penghargaan
Awards
Anugerah BUMN 2021 sebagai Role Model dalam Penerapan

Peringkat II dalam Strategi Contractor Safety Management
Bertahan dan Tumbuh untuk System (CSMS), tahun 2020/2021
Kategori Perusahaan Tbk (BUMN dengan kategori High Risk dari
dan AP BUMN) dari BUMN Track/ Pertamina Hulu Energi Zona 10
BUMN Award pada tanggal 9 April pada tanggal 17 Juni 2021
2021
Role Model in the
BUMN Award 2021 as Rank II in Implementation of the Contractor
the Survival and Growth Strategy Safety Management System
for the Tbk Company Category (CSMS), 2020/2021 with the High
(BUMN and AP BUMN) from Risk category from Pertamina
BUMN Track/BUMN Award on Hulu Energi Zona 10 on June 17,
April 9, 2021 2021
Excellent Well Testing Services in

Saka Indonesia Pangkah dari PGN
Saka pada tanggal 9 September
2021
BEST HSSE Performance 2021 BEST HSSE Performance 2021
dari Pertamina EP/Regional from Pertamina EP/Regional 2 Excellent Well Testing Services in
2 Zona 7 pada tanggal 7 Zone 7 on September 7, 2021 Saka Indonesia Pangkah from PGN
September 2021 Saka on September 9, 2021
GATRA Apresiasi Energi (GAE)

2021 ‘Perusahaan dan Lembaga Apresiasi Perusahaan dalam
yang Resilien dan Transformatif negeri yang mengembangkan
dalam Mendukung Pelaku Usaha produk melalui penelitian/ujicoba
Energi selama Pandemi’ dari dari Forum Kapasitas Nasional
GATRA pada tanggal 30 September 2021 pada tanggal 22 Oktober
2021 2021
GATRA Appreciation of Energy Appreciation for domestic

(GAE) 2021 ‘Resilient and companies that develop products
Transformative Companies through research/trials from
and Institutions in Supporting National Capacity Forum 2021 on
Energy Business Actors during October 22, 2021
a Pandemic’ from GATRA on
September 30, 2021

BEST Press Release Kinerja Keselamatan Terbaik (Hi-Risk) (Zona
Services Oil & Gas 9) dan kategori Pengelolaan Lingkungan
Company dari Energy Terbaik (Hi-Risk) (Zona 8) dari Forum
& Mining Editor Penghargaan Kinerja HSSE MItra Kerja Region
Society pada tanggal 8 3 Kalimantan - PT Pertamina Hulu Indonesia
Desember 2021 (PHI) pada tanggal 28 Desember 2021
BEST Press Release Best Safety Performance (Hi-Risk) (Zone

Services Oil & Gas 9) and Best Environmental Management
Company from Energy (Hi-Risk) category (Zone 8) from HSSE
& Mining Editor Partner Performance Award Forum Region 3
Society on December Kalimantan – PT Pertamina Hulu Indonesia
8, 2021 (PHI) on December 28, 2021
Diberikan atas pekerjaan selama 1.461 hari The award for achieving 1,461 days without
tanpa Lost Time Incident (LTI). Penghargaan Lost Time Incident (LTI), was given to Barge ASL
diberikan kepada Barge ASL Offshore-1, ELSA Offshore-1, ELSA 1, ELSA 3, ELSA 4, ELSA 7, ELSA
1, ELSA 3, ELSA 4, ELSA 7, ELSA 8, Naga Biru & 8, Naga Biru & Others Services from Pertamina
Others Services dari Pertamina Hulu Mahakam Hulu Mahakam (PHM) on December 31, 2021.
(PHM) pada tanggal 31 Desember 2021
Sertifikasi
Certifications
ISO 9001:2015 Sistem Manajemen ISO 14001:2015 Sistem Manajemen
Mutu Lingkungan
dari SGS Indonesia. Masa berlaku dari SGS Indonesia. Masa berlaku
18 Januari 2022-1 Maret 2024 19 Januari 2022-18 Februari 2024
ISO 9001:2015 Quality Management ISO 14001:2015 Environmental

System Management System
from SGS Indonesia. Validity period from SGS Indonesia. Validity period
January 18, 2022-March 1, 2024 January 19, 2022-February 18, 2024
ISO 37001:2016 Sistem Manajemen ISO 45001:2018 Sistem Manajemen

Anti Penyuapan (SMAP) Kesehatan dan Keselamatan Kerja
dari SGS Indonesia. Masa berlaku dari SGS Indonesia. Masa berlaku
5 November 2021-12 Agustus 2023 30 Desember 2021-26 Maret 2024
ISO 37001:2016 Anti-Bribery ISO 45001:2018 Occupational Health

Management System (SMAP) and Safety Management System
from SGS Indonesia. Validity period from SGS Indonesia. Validity period
November 5, 2021-August 12, 2023 December 30, 2021-March 26, 2024
ISO 55001:2014 Sistem Manajemen

Aset
dari SGS Indonesia. Masa berlaku
18 Januari 2021-18 Januari 2024
ISO 55001:2014 Asset Management

System
from SGS Indonesia. Validity period
January 18, 2021-January 18, 2024

Laporan
Manajemen
Management Report
24 Laporan Dewan Komisaris

38 Laporan Direksi
54 Lembar Pernyataan Anggota Dewan Komisaris tentang Tanggung
Statement of the Board of Commissioners of Responsibility
for the 2021 Annual Report of PT Elnusa Tbk
55 Lembar Pernyataan Anggota Dewan Komisaris tentang Tanggung
Statement of the Board of Directors of Responsibility
Laporan Manajemen
Management Report
Laporan Dewan Komisaris

Dua tahun sejak pandemi COVID-19 menerpa

dan tantangan berat baik internal maupun
eksternal dalam menjalankan kegiatan usaha
dalam industri migas, Perseroan masih dapat
mencatatkan kinerja konsolidasi yang
cukup baik di tahun 2021. Kendati
demikian, strategi yang terarah,
eksekusi yang tangkas dan
perjuangan tanpa lelah dari
semua pihak tetap mutlak
diperlukan guna memberikan
value added yang lebih optimal
bagi seluruh pemegang saham
maupun para pemangku
kepentingan lainnya.
Two years since the COVID-19

pandemic hit and though internal and
external challenges in carrying out
business activities in the oil and gas
industry, the Company was still able
to record a fairly good consolidated
performance in 2021. Nevertheless,
directed strategies, nimble executions,
and tireless struggles from all parties are
still absolutely required to provide more
optimal value-added for all shareholders
and other stakeholders.
Agus Prabowo
Komisaris Utama
President Commissioner

Para Pemegang Saham dan Pemangku Kepentingan yang Kami Dear valued shareholders and stakeholders,
Hormati,
Perkenankanlah kami menyampaikan rasa syukur kehadiran Tuhan yang Please allow us to extend our gratitude in the presence of the God
Maha Esa, atas kinerja PT Elnusa Tbk (“Perseroan”) yang telah melalui the Almighty, for PT Elnusa Tbk’s (“the Company”) accomplishment
tantangan berat dalam menjalankan kegiatan usaha dalam industri in conducting business in the oil and gas industry despite enormous
migas. Selama tahun 2021, Dewan Komisaris telah menjalankan fungsi challenges. The Board of Commissioners carried out its supervisory
dan tugas pengawasan serta memberikan nasihat terhadap strategi dan functions and duties in 2021, as mandated by the company’s Articles
kebijakan yang dilakukan oleh Direksi dalam menjalankan bisnis dengan of Association and applicable laws and regulations, as well as providing
penuh tanggung jawab, sebagaimana diamanahkan dalam Anggaran advice on strategies and policies implemented by the Board of Directors
Dasar Perusahaan dan peraturan perundangan yang berlaku. in running the business with due responsibility.
Dalam menjalankan tugasnya, Dewan Komisaris juga telah memastikan In performing its duties, the Board of Commissioners guaranteed
bahwa dalam pelaksanaan kegiatan operasionalnya, Perseroan mengacu that the company follows the stipulated work plan and complies with
kepada Rencana Kerja yang telah ditetapkan serta memastikan all applicable laws and regulations. A constant effort is put in place
kepatuhan terhadap seluruh peraturan dan perundang-undangan to ensure that the business is managed professionally and in the
yang berlaku. Kami juga senantiasa berupaya untuk memastikan best interests of its shareholders and other stakeholders. The work
bahwa Perseroan telah dikelola secara profesional, sesuai dengan of the Board of Commissioners is conducted with objectivity and
kepentingan pemegang saham dan pemangku kepentingan lainnya. independence. Therefore, the Board of Commissioners is not involved
Dalam menjalankan perannya, Dewan Komisaris menjaga obyektivitas in making operational decisions for the company, with the exception of
dan independensi. Karena itu, Dewan Komisaris tidak terlibat dalam subjects controlled and defined by the company’s Articles of Association
pengambilan keputusan operasional Perusahaan, kecuali hal-hal yang and laws and regulations.
diatur dan ditetapkan dalam Anggaran Dasar Perusahaan dan peraturan
perundang-undangan.
Melalui laporan ini, kami akan melaporkan penilaian terhadap kinerja Through this report, we will present an assessment of the Board
Direksi, pengawasan terhadap implementasi strategi, pandangan atas of Directors’ performance, oversight of strategy implementation,
prospek usaha yang disusun oleh Direksi serta penerapan tata kelola perspectives on business prospects prepared by the Board of Directors,
perusahaan yang baik yang dijalankan Perseroan selama tahun 2021. and the Company’s application of good corporate governance
during 2021.
KONDISI EKSTERNAL 2021 EXTERNAL CONDITION 2021

Pertumbuhan ekonomi Indonesia pada kuartal I 2021 mengalami Indonesia’s economy contracted by 0.71 percent in the first quarter
kontraksi 0,71%, kemudian kembali ke level positif sebesar 7,07% di of 2021, before rebounding to a positive level of 7.07 percent in the
kuartal II. Sementara itu pada kuartal III menurun namun masih positif second. In the third quarter, it fell to 3.51 percent, but it was still positive.
yakni 3,51%. Kondisi perekonomian pun berangsur membaik di kuartal In the fourth quarter of 2021, economic conditions also improved
IV-2021. Tren pemulihan ekonomi yang kuat tersebut diperkirakan gradually. The national economy is expected to grow as a result of the
mampu membuat pertumbuhan ekonomi nasional. Pemerintah melalui current robust economic recovery trend. Indonesia’s GDP is expected to
Kementerian Keuangan memperkirakan ekonomi Indonesia pada 2021 increase by 3.7 percent in 2021, according to the government’s Ministry
tumbuh 3,7%. Penanganan tepat Pemerintah terhadap COVID-19 varian of Finance. The government’s effective handling of COVID-19’s delta
delta telah memberikan dampak positif bagi perekonomian nasional. variation has benefited the country’s economy. Indonesia’s expansion in
Faktor pendorong lainnya adalah pertumbuhan ekspor-impor Indonesia exports and imports, as well as increased investment, are further driving
maupun investasi yang meningkat. factors.
Sementara untuk kondisi industri migas bahwa harga minyak mentah Meanwhile, the Indonesian Crude Price (ICP) would rise to US$68.5 per
Indonesia (Indonesia Crude Price/ICP) selama 2021 meningkat menjadi barrel in 2021 from US$40.4 per barrel in 2020, reflecting the state of the
USD68,5 per barel dari US$40,4 per barel pada 2020 lalu. Realisasi oil and gas industry. The realization of the ICP in 2021 is also much higher
ICP pada 2021 ini juga jauh lebih tinggi dibandingkan asumsi dalam than the assumption in the State Revenue and Expenditure Budget

Laporan Manajemen
Management Report
Anggaran Pendapatan dan Belanja Negara (APBN) yang tercatat sebesar (APBN), which was recorded at US$45 per barrel, so state revenues are
US$45 per barel, sehingga pada akhir 2021 diproyeksikan penerimaan expected to reach US$13.92 billion, equivalent to Rp202 trillion, by the
negara akan mencapai US$13,92 miliar setara Rp202 triliun atau hampir end of 2021, almost double the APBN’s target.
dua kali lipat dari target APBN.
Bertolak belakang dengan kenaikan harga, produksi terangkut (lifting) Despite price rises, national oil and gas lifting production has fallen short
minyak dan gas bumi nasional turun dibandingkan realisasi tahun 2020 of expectations for 2020, and is substantially lower than the government’s
dan bahkan lebih rendah dari target yang ditetapkan Pemerintah. Lifting aim. Oil lifting in 2021 is expected to be 662 thousand barrels per day
minyak pada 2021 diproyeksikan sebesar 662 ribu barel per hari (bph), (bpd), down from 707 thousand bpd in 2020 and significantly lower
lebih rendah dari realisasi 2020 yang tercatat mencapai 707 ribu bph, than the State Budget estimate of 705 thousand bpd for 2021. Similarly,
dan bahkan lebih rendah dari target APBN 2021 yang sebesar 705 ribu gas lifting in 2021 is expected to be about 982 thousand barrels of oil
bph. Begitu juga dengan lifting gas 2021 hanya sekitar 982 ribu barel equivalent per day (BOEPD), down from 983 thousand BOEPD in 2020
setara minyak per hari (BOEPD), lebih rendah dari 2020 yang sebesar and much lower than the 1.007 million BOEPD objective set in the State
983 ribu BOEPD dan bahkan lebih rendah dari target di APBN 2021 Budget for 2021. A natural decline in well productivity, the occurrence
sebesar 1,007 juta BOEPD. Penurunan lifting migas di bawah target of unplanned shutdowns in several oil and gas working areas, and delays
dipengaruhi oleh antara lain penurunan alamiah produktivitas sumur, in the implementation of several oil and gas projects, among others,
kejadian unplanned shutdown di beberapa wilayah kerja migas dan caused by COVID-19, which caused an outbreak of upstream oil and gas
keterlambatan pelaksanaan beberapa proyek migas yang di antaranya projects, all contributed to the decline in oil and gas lifting below the
disebabkan oleh COVID-19 yang membuat proyek hulu migas mengalami target.
outbreak.
FUNGSI PENGAWASAN DEWAN KOMISARIS THE SUPERVISORY ROLE OF THE BOARD

DAN HUBUNGAN KERJA DENGAN DIREKSI OF COMMISSIONERS AND ITS WORKING
RELATIONSHIPS WITH THE BOARD OF
DIRECTORS
Pembentukan organ Dewan Komisaris dan Direksi sebagai organ The appointment of the Board of Commissioners and the Board of
utama dalam Perusahaan merupakan bagian dari kepatuhan terhadap Directors as the company’s major organs is in accordance with applicable
peraturan dan perundang-undangan yang berlaku, khususnya Undang- laws and regulations, particularly Law No. 40 of 2007 on Limited Liability
undang No. 40 Tahun 2007 tentang Perseroan Terbatas. Direksi berperan Companies. The Board of Directors is responsible for managing the
mengelola operasi dan bisnis Perusahaan, sedangkan Dewan Komisaris company’s operations and business, while the Board of Commissioners
memiliki peran untuk mengawasi pengelolaan operasi dan bisnis yang is responsible for overseeing the management of the Board of Directors’
dijalankan Direksi. operations and companies.
Hubungan kerja antara kedua organ ini dibangun dengan saling Mutual respect is the foundation of the functional connection between
menghormati antar keduanya. Terdapat batasan dari tanggung the two organs. Both the Board of Commissioners and the Board of
jawab dan peran yang dijalankan baik oleh Dewan Komisaris maupun Directors have responsibilities and roles that are limited. The Board of
Direksi. Dewan Komisaris bertugas melakukan pengawasan atas Commissioners is responsible for overseeing the Board of Directors’
jalannya pengurusan Perusahaan dan kelompok usaha oleh Direksi, administration of the company and business groups, providing
memberi nasihat kepada Direksi, serta memastikan bahwa Perusahaan recommendations to the Board of Directors, and ensuring that the
melaksanakan Tata Kelola Perusahaan yang Baik, atau Good Corporate organization follows Good Corporate Governance practices (GCG).
Governance (GCG).
Fungsi pengawasan Dewan Komisaris yakni pemberian nasihat dan saran The Board of Commissioners’ supervisory function is to provide advice
dari Dewan Komisaris kepada Direksi melalui pelaksanaan rapat Dewan and suggestions to the Board of Directors through the implementation
Komisaris, rapat komite-komite di bawah Dewan Komisaris, arahan dan of Board of Commissioners meetings, committee meetings under the
pendapat tertulis, serta kunjungan kerja Dewan Komisaris. Board of Commissioners, written directions and opinions, and working
1. Pelaksanaan Rapat Dewan Komisaris visits from the Board of Commissioners.
Pelaksanaan rapat Dewan Komisaris dilakukan secara internal Dewan 1. Implementation of the Meeting of the Board of Commissioners
Komisaris atau dengan mengundang Direksi atau Manajemen yang Internal meetings of the Board of Commissioners, as well as regular
terkait dengan agenda rapat, serta rapat Dewan Komisaris bersama meetings between the Board of Commissioners and the Board
Direksi secara rutin. of Directors, are convened by the Board of Commissioners or by
inviting the Board of Directors or Management to the meeting
agenda.
2. Rapat Komite-Komite di bawah Dewan Komisaris 2. Committee meetings under the direction of the Board of
Commissioners.
Peran aktif komite-komite di bawah Dewan Komisaris dalam The Board of Commissioners’ committees play an active part
membantu dan mendukung kelancaran tugas Dewan Komisaris in assisting and supporting the smooth running of the Board’s

antara lain melalui pelaksanaan rapat-rapat komite serta evaluasi, activities, among other things, by holding committee meetings and
kajian atau penelahaan terhadap hal-hal yang menjadi tugas Dewan conducting assessments, studies, or reviews of subjects that are the
Komisaris. Board’s responsibilities.
3. Arahan dan Pendapat Tertulis 3. Written feedback and guidance
Pemberian arahan dan pendapat Dewan Komisaris secara tertulis Providing written feedback and guidance from the Board of
kepada Direksi sebagai tanggapan terhadap laporan pelaksanaan Commissioners to the Board of Directors in response to reports on
tugas Direksi, permohonan persetujuan atau konsultasi yang the Board of Directors’ performance of their duties, requests for
disampaikan oleh Direksi serta terhadap informasi mengenai approval or consultation submitted by the Board of Directors, and
permasalahan-permasalahan yang bersifat strategis dan signifikan, information on strategic and significant issues, based on the results
berdasarkan hasil evaluasi dan penalaahan Dewan Komisaris of the Board of Commissioners’ evaluation and review of written
terhadap laporan tertulis laporan pelaksanaan tugas Direksi kepada reports of the execution of the Board of Directors’ Duties to the
Dewan Komisaris. Board of Commissioners.
4. Kunjungan Kerja Dewan Komisaris 4. The Board of Commissioners’ Work Visitation
Pelaksanaan kunjungan kerja Dewan Komisaris ke lingkungan unit Implementation of the Board of Commissioners’ work visitation
kerja Perusahaan serta pemberian arahan dan pendapat Dewan to the company’s work units, as well as presenting guidance and
Komisaris kepada Direksi berdasarkan hasil kunjungan kerja Dewan opinion to the Board of Directors based on the findings of the stated
Komisaris dimaksud. working visit.
Sepanjang tahun 2021, Dewan Komisaris telah menyelenggarakan Throughout 2021, the Board of Commissioners held 14 (fourteen) internal
rapat secara internal sebanyak 14 (empat belas) kali. Sedangkan rapat meetings. Meanwhile, there have been 13 (thirteen) joint meetings
gabungan Dewan Komisaris dengan Direksi telah dilaksanakan sebanyak between the Board of Commissioners and the Board of Directors. The
13 (tiga belas) kali. Seluruh rapat telah dilaksanakan dengan efektif, Board of Commissioners and Board of Directors have conducted all
dengan frekuensi dan tingkat kehadiran Dewan Komisaris dan Direksi meetings efficiently, with a high frequency and attendance rate.
yang tinggi.
PENILAIAN TERHADAP KINERJA DIREKSI ASSESSMENT OF THE BOARD OF DIRECTORS’

MENGENAI PENGELOLAAN PERUSAHAAN COMPANY MANAGEMENT PERFORMANCE
Di tengah tekanan ekonomi dan pandemi COVID-19, kami menilai kinerja Despite economic pressures and the COVID-19 pandemic, we believe
Direksi dalam pengelolaan dan pengurusan Perusahaan sepanjang the Board of Directors’ performance in controlling and managing
tahun 2021 telah menunjukkan kinerja yang baik. Dewan Komisaris the company during 2021 has been outstanding. The Board of
memberikan apresiasi dan dukungan terhadap upaya yang dilakukan Commissioners recognizes and applauds the Board of Directors’
Direksi untuk mempertahankan serta menumbuhkan kinerja Perusahaan efforts to preserve and improve the company’s performance in 2021.
di tahun 2021. Penilaian Dewan Komisaris tersebut didasarkan atas The Board of Commissioners’ evaluation is based on a number of
pertimbangan beberapa faktor di antaranya pencapaian kinerja operasi, elements, including the attainment of operational, financial, and other
keuangan dan kinerja lainnya yang berkaitan erat bagi keberlanjutan performance indicators that are intimately tied to the company’s
kegiatan usaha Perseroan serta berbagai penghargaan yang diterima business activities’ long-term viability, as well as numerous awards.
Perseroan sepanjang tahun buku 2021. Tentunya penilaian tersebut received by the company during the fiscal year 2021. Certainly, this
tidak terlepas dari tingkat keberhasilan Direksi dalam merealisir Key evaluation is inextricably linked to the Board of Directors’ success in
Performance Indicator. achieving key performance indicator.
Kinerja safety pada tahun 2021 relatif lebih baik dari kinerja tahun Better safety indicators such as NOA (Number of Accidents) and LTIR
2020, diperlihatkan oleh indicator safety yang lebih baik antara lain NOA (Lost Time Incident Rate), which are in accordance with the aim of zero
(Number of Accident) dan LTIR (Lost Time Incident Rate) yang sesuai (zero), and TRIR (Total Recordable Incident Rate), which is kept below
target nol (0) serta TRIR (Total Recordable Incident Rate) yang tetap the tolerance limit, show that safety performance in 2021 is relatively
terjaga di bawah batas toleransi. Pada tahun 2021, jumlah manhour yang better than in 2020. The total number of manhours worked by the group
dicapai oleh Perseroan Group mencapai 40 juta manhours dengan Zero firm in 2021 was 40 million, with no fatalities or lost time injuries. The
Fatality dan Zero Lost Time Injury. Dewan Komisaris selalu mendorong Board of Commissioners is continually pushing towards the goal of zero
untuk mencapai target Zero Fatality. Concern Dewan Komisaris dalam fatalities. The Board of Commissioners’ concern about this safety issue
masalah safety ini diwujudkan dengan menetapkan kinerja safety yang is addressed by integrating safety performance an inherent aspect of
merupakan bagian tidak terpisahkan dari kinerja operasi. Pencapaian operating performance. Employers have recognized the achievement of
kinerja safety yang excellence mendapat pengakuan dari para pemberi safety performance excellence, including PT Pertamina EP’s Best HSSE
kerja antara lain penghargaan Best HSSE Performance 2021 dari Performance 2021 award and PT Pertamina Hulu Energi’s Role Model
PT Pertamina EP dan penghargaan Role Model dalam penerapan award in the implementation of the Contractor Safety Management
Contractor Safety Management System Tahun 2020/2021 dengan System for 2020/2021 in the high-risk category.
kategori high risk dari PT Pertamina Hulu Energi.

Laporan Manajemen
Management Report
Pencapaian kinerja keuangan terlihat dengan tercapainya pertumbuhan The achievement of positive revenue, EBITDA, and net profit growth
positif pada pendapatan, EBITDA dan laba bersih Perusahaan di tahun for the company in 2021 demonstrates the company’s financial
2021. Pendapatan konsolidasi Perseroan mencapai Rp8,1 triliun atau performance. The company’s consolidated revenue was Rp8.1 trillion,
tumbuh 5% dibanding tahun lalu dan tumbuh 7% dari target revisi up 5% from the previous year and 7% higher than the revised objective
RKAP 2021. Pencapaian ini merupakan catatan tersendiri di tengah of RKAP 2021. In the midst of the ongoing COVID-19 pandemic in 2021,
masih tingginya pandemi COVID-19 pada tahun 2021. Begitupun this accomplishment stands out. EBITDA was Rp984 billion, and net
untuk pencapaian konsolidasian Perseroan di mana EBITDA mencapai profit was Rp108.8 billion, according to the company’s consolidated
sebesar Rp984 miliar dan laba bersih berhasil membukukan sebesar performance.
Rp108,8 miliar.
Untuk kinerja operasi di Bisnis Jasa Hulu Migas Elnusa meskipun Despite facing some pretty though challenges, Elnusa was able to finish
menghadapi berbagai tantangan yang cukup berat, namun di sisi lain the 1,800 km 2D seismic survey project, normalize drilling work, and
dapat menyelesaikan tepat waktu proyek survei seismik 2D Komitmen acquire mechanical, electrical, and instrument maintenance work in
sepanjang 1.800 km, normalisasi pekerjaan drilling serta perolehan Papua in the Upstream Oil and Gas Service Business. Almost all business
pekerjaan maintenance mechanical, electrical and instrument di units in the Energy Distribution and Logistics Services division are
Papua. Untuk Bisnis Jasa Distribusi dan Logistik Energi tetap mampu profitable, and asset-based initiatives are being developed. Fabricating
mempertahankan profitabilitas hampir di seluruh unit bisnis dan and upgrading the Hydraulic Workover Unit, providing Swamp Work
pengembangan proyek asset based. Sedangkan untuk kinerja Bisnis Jasa Barges for the HWU Drilling Project, and obtaining 100% occupancy
Penunjang Migas pekerjaan yang diraih di antaranya melakukan fabrikasi for document storage warehouses and general assets were among the
dan upgrade Hydraulic Workover Unit, penyediaan Swamp Work Barge accomplishments of the Oil and Gas Support Services Business.
untuk Proyek HWU Drilling serta okupansi yang mencapai 100% untuk
warehouse penyimpanan dokumen dan general asset.
Sebagaimana diketahui bahwa tahun 2021 masih dibalut dalam situasi The COVID-19 pandemic is still wreaking havoc in the year 2021. The
pandemi COVID-19. Menghadapi hal tersebut, Direksi juga telah Board of Directors has also created a thorough company sustainability
menerapkan strategi keberlanjutan bisnisnya secara menyeluruh. strategy to address this issue. The Board of Directors acts decisively
Sebagai prinsip kehati-hatian, Direksi bertindak tegas dan cermat untuk and meticulously to preserve the health and safety of employees as
melindungi kesehatan dan keselamatan karyawan. Protokol kesehatan a precautionary principle. According to government guidelines, tight
ketat diberlakukan secara konsisten di seluruh area sesuai rekomendasi health procedures are continuously followed in all areas, including
pemerintah, termasuk pembatasan interaksi fisik dan penerapan skema prohibitions on physical interaction and the introduction of a work-
bekerja dari rumah (work from home). Transformasi digital juga telah from-home program. Digital transformation has also played a role in
menjadi faktor dalam merespons situasi ini dengan cepat dan sangat promptly responding to this problem and ensuring the company’s long-
membantu keberlanjutan Perusahaan. Seluruh komponen Perusahaan term viability. Across a broad and complicated spectrum of value chains,
telah membuktikan kemampuan menanggapi perubahan cepat secara all components of the organization have demonstrated the ability to
bersamaan di seluruh spektrum rantai nilai yang luas dan kompleks. respond to quick changes concurrently.
Dalam pandangan Dewan Komisaris, Direksi telah berupaya optimal The Board of Commissioners believes that the Board of Directors has
untuk melaksanakan tugasnya dengan baik. Untuk itu Dewan Komisaris made every attempt to carry out their responsibilities correctly. As a
menyampaikan rasa terima kasih kepada Direksi yang telah bekerja result, the Board of Commissioners expresses its thanks to the Board
keras di tengah situasi yang tidak menguntungkan ataupun volatilitas of Directors, who have worked tirelessly in the face of adversity and
akibat pandemi COVID-19 yang berkepanjangan. Karenanya, merupakan unpredictability as a result of the ongoing COVID-19 pandemic. As a
hal yang patut disyukuri Perseroan berhasil melewati tantangan dan result, it is something to be thankful for that the company has managed
dinamika bisnis sehingga mewujudkan kinerja yang cukup bagus di to overcome hurdles and business dynamics to achieve a respectable
tahun 2021. performance in 2021.
PENGAWASAN TERHADAP IMPLEMENTASI SUPERVISION OF CORPORATE STRATEGY

STRATEGI PERUSAHAAN IMPLEMENTATION
Situasi luar biasa seperti yang telah ditimbulkan oleh pandemi yang Extraordinary circumstances, such as those generated by a long-term
berkepanjangan mengharuskan kerja cerdas yang tetap menghasilkan pandemic, necessitate innovative work that still yields maximum
produktivitas secara optimal. Dewan Komisaris dan Direksi secara output. The Board of Commissioners and the Board of Directors hold
intensif mengadakan rapat baik yang terjadwal maupun rapat tambahan frequent meetings, both scheduled and unscheduled, to discuss
untuk membahas dan mencari solusi atas masalah yang dihadapi. and resolve the issues they confront. The Board of Commissioners
Terlepas dari jarak fisik, Dewan Komisaris menggunakan perangkat employs collaborative tools to carry out its supervisory job and provide
kolaborasi untuk menjalankan fungsi pengawasan dan pemberitan excellent advice, regardless of geographic distance. This is in line with
nasihat yang efektif. Hal ini sejalan dengan peran Dewan Komisaris untuk the Board of Commissioners’ function of ensuring that the company’s
memastikan bahwa pelaksanaan strategi Perseroan berada di jalur yang strategy is implemented correctly without jeopardizing compliance with
tepat tanpa mengesampingkan kepatuhan terhadap peraturan yang current legislation. The Act, the Articles of Association, the GCG Code

berlaku. Kewenangan Dewan Komisaris dalam melakukan pengawasan of Conduct, and the company’s work guidelines all provide the Board
atas aktivitas operasional Perseroan didasarkan pada Undang-Undang, of Commissioners the authority to oversee the company’s operational
Anggaran Dasar, Code of Conduct GCG, serta pedoman kerja yang activities.
dimiliki Perseroan.
Hampir dua tahun sejak pandemi COVID-19 menerpa, meski demikian Despite the fact that the COVID-19 pandemic had been in effect for nearly
Perseroan masih dapat mencatatkan kinerja konsolidasi yang cukup two years, the company was still able to post a fairly good consolidated
baik. Direksi tetap fokus pada strategi dan kebijakan untuk melakukan performance. The Board of Directors remains focused on strategies
inovasi-inovasi dan upaya-upaya efisiensi di segala lini usaha juga and policies to carry out innovations and efficiency efforts in all lines of
sekaligus tetap berupaya untuk menciptakan dan menerapkan strategi business, while also striving to create and implement superior strategies
unggulan untuk memanfaatkan kesempatan bertumbuh walaupun to capitalize on growth opportunities even in difficult conditions, such
dalam kondisi yang sulit, di antaranya strategi diversifikasi portofolio, as portfolio diversification strategies, operations excellence strategies
strategi operation excellence dengan menjadikan aspek HSSE sebagai that make the HSSE aspect a competitive advantage, and value creation
keunggulan kompetitif dan strategi value creation dengan melakukan strategies that leverage synergies, as well as conducting improvement
sinergi di antara Pertamina Group, serta melakukan upaya pembenahan effort in the Company’s internal to provide more optimal value-added
di internal Perseroan guna memberikan nilai tambah yang lebih optimal for all shareholders. The Board of Commissioners will continue to
bagi seluruh pemegang saham. Secara berkelanjutan, Dewan Komisaris pay attention to and focus on overseeing the implementation of the
terus memperhatikan serta fokus mengawasi penerapan strategi dan company’s strategies and policies throughout 2021 in order to meet the
kebijakan Perusahaan sepanjang tahun 2021 dalam rangka menghadapi challenges of the industry, economy, and the COVID-19 pandemic. The
tantangan industri, ekonomi dan pandemi COVID-19. Implementasi implementation of these strategies and policies can lead to the company
strategi dan kebijakan tersebut dapat membawa Perusahaan maintaining a reasonable level of performance.
mempertahankan kinerja yang cukup baik.
Dewan Komisaris secara konsisten mengarahkan, memantau dan The Board of Commissioners consistently directs, monitors, and
mengevaluasi pelaksanaan kebijakan strategis Perusahaan tahun evaluates the implementation of the company’s strategic policies in 2021,
2021, antara lain melalui evaluasi terhadap RJPP dan RKAP tahun 2021 including through monthly RJPP and RKAP 2021 evaluations. The Board
setiap bulan. Dewan Komisaris juga senantiasa mengoptimalkan fungsi of Commissioners also constantly optimizes its supervisory function,
pengawasannya yang dilaksanakan melalui mekanisme rapat Dewan which is carried out through the mechanism of board of commissioner’s
Komisaris, rapat Dewan Komisaris dan Direksi, rapat komite-komite di meetings, board of commissioners and directors’ meetings, and
bawah Dewan Komisaris; pemberian arahan, pendapat atau keputusan meetings of committees under the Board of Commissioners; giving
Dewan Komisaris; serta pelaksanaan kunjungan kerja Dewan Komisaris. direction, opinion, or decision of the Board of Commissioners; and
carrying out the Board of Commissioners’ business trip.
PEMBERIAN ARAHAN KEPADA DIREKSI GIVING DIRECTION TO THE BOARD OF

DIRECTORS
Selain menjalankan peran pengawasan, Dewan Komisaris maupun In addition to their supervisory role, the Board of Commissioners and its
Komite Penunjang Dewan Komisaris berkewajiban menyelenggarakan supporting committees are required to hold regular meetings in order
rapat rutin untuk memberikan saran kepada Direksi terkait implementasi to provide advice to the Board of Directors on the implementation of
bisnis dan strategi Perseroan. Mekanisme untuk memberikan saran di the company’s business and strategy. Joint meetings of the Board of
antaranya melalui penyelenggaraan rapat gabungan Dewan Komisaris Commissioners and the Board of Directors, which are held on a regular
bersama Direksi yang diselenggarakan secara berkala. Sedangkan secara basis, are one mechanism for providing advice. While, functionally,
fungsional, Dewan Komisaris melalui Komite Penunjang Dewan Komisaris the Board of Commissioners, through the Supporting Committee of
bersama-sama Manajemen menyelenggarakan rapat rutin untuk the Board of Commissioners, and management meet on a regular
melakukan monitoring, membahas temuan dan mencapai kesimpulan basis to monitor, discuss findings, and reach conclusions in the form
dalam bentuk saran yang kemudian disampaikan kepada Direksi. of suggestions, which are then presented to the Board of Directors.
Selain itu, Dewan Komisaris juga melakukan diskusi informal dengan Furthermore, the Board of Commissioners held informal discussions
Direksi di mana Dewan Komisaris meminta Direksi untuk memberikan with the Board of Directors, during which the Board of Commissioners
penjelasan terkait segala isu yang memerlukan perhatian khusus. Dewan requested that the Board of Directors provide explanations for all issues
Komisaris kemudian memberikan saran secara langsung kepada Direksi requiring special attention. The Board of Commissioners then directly
atas isu tersebut, serta meminta Direksi untuk menindaklanjuti dan advises the Board of Directors on the issue and requests that the Board
mengimplementasikan dari saran yang diberikan. of Directors follow up and implement the recommendations made.
Sepanjang tahun 2021, Dewan Komisaris memberikan nasihat dan The Board of Commissioners advised and directed the Board of Directors
arahan kepada Direksi antara lain: throughout 2021, including:
1. Health, Safety, Security, and Environment merupakan aspek 1. The company’s operations are fundamentally concerned with Health,
mendasar dalam operasional Perseroan. Seluruh entitas Perseroan Safety, Security, and Environment. All company entities, from field

Laporan Manajemen
Management Report
dari mulai pekerja di lapangan hingga pihak manajemen, serta workers to management, as well as third-party contractors involved
kontraktor pihak ketiga yang terlibat dengan kegiatan Perseroan in the company’s activities, must adhere to HSSE implementation.
diwajibkan mematuhi implementasi HSSE.
2. Perseroan sebagai perusahaan terbuka dalam menjalankan 2. The Company operates as a public company in accordance
Perusahaan agar sesuai dengan peraturan dan perundang- with applicable laws and regulations, as well as good corporate
undangan yang berlaku serta tata kelola perusahaan yang baik (Good governance principles based on Transparency, Accountability,
Corporate Governance) didasari oleh prinsip-prinsip Transparency, Responsibility, Independence, and Fairness (TARIF).
Accountability, Responsibility, Independency, dan Fairness (TARIF).
3. Direksi mengambil langkah cepat untuk menyusun dan melaksanakan 3. The Board of Directors moves quickly to develop and implement
corrective action atas kinerja upstream yang belum optimal antara corrective actions for subpar upstream performance, such as
lain melakukan telaah atas proses bisnis dan prosedur kerja. reviewing business processes and work procedures.
PANDANGAN ATAS PROSPEK USAHA THE BOARD OF DIRECTORS’ PERSPECTIVES

YANG DISUSUN OLEH DIREKSI DAN DASAR ON BUSINESS PROSPECTS AND THEIR
PERTIMBANGANNYA CONSIDERATION
Kondisi perekonomian di tahun 2022 akan dipengaruhi oleh berbagai Economic conditions in 2022 will be influenced by a variety of factors,
faktor antara lain keberhasilan penanganan COVID-19, pulihnya including the successful handling of COVID-19, public consumption,
konsumsi masyarakat, implementasi reformasi struktural dan prospek structural reforms, and global economic growth prospects. Policies for
pertumbuhan ekonomi global. Kebijakan penanganan COVID-19 yang dealing with COVID-19 that are implemented comprehensively and
dilakukan secara komprehensif dan masif disertai akselerasi program massively, along with the acceleration of vaccination programs and
vaksinasi maupun sosialisasi dalam menjaga protokol kesehatan socialization in maintaining health protocols at the same time, can
secara simultan mampu meningkatkan kepercayaan masyarakat increase public trust in carrying out socioeconomic activities. This is
untuk melakukan aktivitas sosial ekonomi. Hal tersebut diharapkan expected to boost household consumption performance, in tandem
akan mendorong kinerja konsumsi rumah tangga yang disertai upaya with efforts by the government and monetary authorities to maintain
Pemerintah bersama otoritas moneter dalam menjaga tingkat inflasi a stable inflation rate, particularly for people’s basic needs. According
yang stabil terutama untuk kebutuhan pokok masyarakat. Sebagaimana to the Ministry of Finance’s State Revenue and Expenditure Budget
dilansir dari Kementerian Keuangan untuk Anggaran Pendapatan dan for 2022, domestic economic growth will improve by 5.2 percent, with
Belanja Negara Tahun 2022 bahwa diproyeksikan pertumbuhan ekonomi inflation of 3.0 percent and the Rupiah’s exchange rate against the US
domestik membaik berada pada kisaran angka 5,2% dengan inflasi 3,0% dollar at Rp14,350/US$.
dan nilai tukar Rupiah terhadap US Dollar sebesar Rp14.350/US$.
Melihat perkembangan positif pemulihan ekonomi global dan semakin Given the positive developments in global economic recovery and
meningkatnya mobilitas, harga minyak mentah diperkirakan masih akan increasing mobility, crude oil prices are expected to rise further in 2022,
menguat pada tahun 2022 yang berpotensi menjadi stimulus bagi KKKS potentially stimulating KKKS to expand its activities in the upstream oil
dalam meningkatkan aktivitas di sektor hulu migas. Hal ini diharapkan and gas sector. This is expected to be able to withstand a deeper decline
dapat menahan penurunan lifting migas yang lebih dalam di tengah in oil and gas lifting in the face of the high risk of a COVID-19 pandemic,
masih tingginya risiko akibat pandemi COVID-19 dan juga tantangan as well as the fundamental challenges confronting the national
fundamental yang dihadapi sektor hulu migas nasional. Sebagaimana upstream oil and gas sector. According to the 2022 APBN and the
tertuang dalam APBN Tahun 2022 maupun penjelasan yang disampaikan explanation provided by the Ministry of Energy and Mineral Resources,
oleh Kementerian Energi dan Sumber Daya Mineral c.q. Direktorat the Directorate General of Oil and Gas stated that oil and gas business
Jenderal Minyak dan Gas Bumi bahwa kegiatan usaha migas dapat terus activities can continue to improve, thus targeting oil and gas investment
membaik sehingga menargetkan investasi migas tahun 2022 sebesar of US $22.59 billion in 2022, an oil lifting target of 703 MBOPD, and
US$22,59 miliar, target lifting minyak sebesar 703 MBOPD dan lifting natural gas lifting of 1,038 MBOEPD with an average ICP of US$63.
gas bumi sebesar 1.038 MBOEPD dengan ICP rata-rata sebesar US$63
per barel.
Dilansir dari APBN tahun 2022 bahwa berbagai upaya dalam rangka According to the 2022 State Budget, various efforts to increase national
peningkatan lifting migas nasional akan terus dilakukan di antaranya oil and gas lifting will continue, including continuously monitoring and
dengan terus memonitor dan mendorong percepatan proyek-proyek encouraging the acceleration of new oil and gas projects that can come
migas baru yang dapat onstream. Pelaksanaan program rutin KKKS online. The implementation of routine KKKS programs will also be
juga akan terus dilakukan antara lain melalui peningkatan aktivitas carried out, among other things, by increasing drilling activities in the
pengeboran dalam WP&B, serta pengerjaan ulang dan perawatan WP & B, as well as rework and well maintenance, in order to maintain
sumur dalam rangka menjaga level produksi di lapangan eksisting tidak and not decrease the level of production in the existing field. Efforts to
mengalami penurunan. Lebih lanjut, upaya pemanfaatan teknologi use production technology such as enhanced oil recovery (EOR) will also
produksi seperti Enhanced Oil Recovery (EOR) juga akan terus didorong be encouraged in order to prevent the natural decline of the nation’s oil
guna menahan tingkat penurunan alamiah lapangan migas nasional. and gas fields.

Kami berpandangan bahwa prospek usaha Perusahaan ke depan We believe that the company’s future business prospects, particularly in
terutama untuk core business upstream akan tetap baik. Hal ini its upstream core business, will remain favorable. This is supported by
didukung oleh kapasitas, kapabiltas maupun pengalaman yang dimiliki the company’s capacity, capability, and experience. The company also
Perseroan. Perseroan juga terus melakukan selective investment untuk continues to make strategic investments in order to anticipate future
mengantisipasi bertambahnya kebutuhan seiring masih terbuka luas needs, as there are still numerous market opportunities for the company
peluang pasar untuk Perseroan maupun Anak Perusahaan sekaligus and its subsidiaries to grow sustainably in the future. In addition to the
dalam rangka untuk terus bertumbuh secara berkelanjutan di masa foregoing, the Board of Commissioners supports the Board of Directors’
yang akan datang. Selain hal-hal tersebut di atas, Dewan Komisaris efforts to explore other opportunities to increase the company’s value,
juga mendukung upaya Direksi untuk mengeksplorasi peluang-peluang such as carrying out inorganic activities selectively and prudently,
lain dalam rangka meningkatkan value Perusahaan, di antaranya untuk unlocking assets that have not been evaluated optimally, and developing
melakukan aktivitas inorganik secara selektif dan prudent, meng- a business portfolio for adjacent energy businesses.
unlock aset-aset yang selama ini belum tervaluasi secara optimal dan
mengembangkan portofolio bisnis kepada adjacent energy business.
Ditambahkan bahwa secara internal Perseroan, PT Pertamina Hulu It is also noted that the company’s internal controlling shareholder,
Energi saat ini merupakan pemegang saham pengendali Perseroan PT Pertamina Hulu Energi, currently holds 51.10 percent of the stock,
sebesar 51,10% yang diharapkan dapat menjadi peluang lebih bagi implying that there will be more opportunities for the company to
Perseroan untuk meningkatkan kinerja upstream. Untuk itu secara garis improve upstream performance. As a result, we believe that the
besar kami menilai prospek usaha Perusahaan yang telah disusun Direksi company’s business prospects, as outlined in the RJPP 2021–2026 by
sebagaimana yang tertuang dalam RJPP Tahun 2021-2026 sudah baik the Board of Directors, are good and promising, in line with direction
dan menjanjikan, selaras dengan arah dan tujuan Perusahaan baik dalam and objectives of the company in the short and long run the business
jangka pendek maupun jangka panjang. Prospek usaha tersebut, telah prospects were developed by taking into account future assumptions in
disusun dengan memperhatikan asumsi-asumsi dalam makroekonomi global and national macroeconomics, as well as the oil and gas industry.
global dan nasional maupun industri migas pada masa mendatang.
Dewan Komisaris Perseroan memandang bahwa tahun 2022 akan The company’s Board of Commissioners believes that 2022 will be an
menjadi tahun yang penuh optimisme bagi Perseroan meskipun harus optimistic year for the company, despite the fact that it must always be
selalu siap dengan segala tantangan yang ada. Karenanya, tidak hentinya prepared for all of the challenges that exist. As a result, the Board of
Dewan Komisaris selalu mengingatkan Direksi untuk terus berupaya Commissioners constantly reminds the Board of Directors to continue
memberikan hasil terbaik bagi para stakeholders. Dengan inovasi striving to provide the best possible results for stakeholders. With
berkelanjutan dan perbaikan metode kerja yang lebih efektif dan efisien continuous innovation and improvement of more effective and efficient
serta kompetensi sumber daya manusia yang mumpuni, kami optimis work methods, as well as competent human resources, we are confident
Perseroan memiliki prospek usaha jangka panjang yang menjanjikan that the company has promising long-term business prospects and can
serta mampu memberikan imbal jasa yang memuaskan bagi Pemegang provide satisfactory returns to shareholders and other stakeholders.
Saham dan Para Pemangku Kepentingan lainnya.
PANDANGAN ATAS PENERAPAN TATA KELOLA VIEWS ON CORPORATE GOVERNANCE

PERUSAHAAN IMPLEMENTATION
Tata kelola perusahaan menjadi salah satu fokus pengawasan Dewan Corporate governance is one of the Board of Commissioners’ supervisory
Komisaris. Kami berkomitmen untuk memastikan bahwa pelaksanaan priorities. We are committed to ensuring that corporate governance is
tata kelola di Perusahaan memiliki standar tinggi sesuai dengan implemented in accordance with the principles and best practices of
prinsip dan praktik terbaik Good Corporate Governance (GCG). Dewan Good Corporate Governance in the company (GCG). As the company’s
Komisaris secara aktif melakukan pengawasan dan memberikan saran business grows and becomes more complex, the Board of Commissioners
dan rekomendasi terkait berbagai aspek tata kelola serta manajemen actively supervises and provides advice and recommendations on
risiko seiring semakin berkembang dan kompleksnya bisnis Perusahaan. various aspects of governance and risk management. In accordance
Penerapan tata kelola ini juga termasuk didalamnya mengenai teknologi with applicable regulations, the implementation of this governance also
informasi sesuai dengan ketentuan yang berlaku. Elnusa terus melakukan includes information technology. Elnusa continues to make significant
improvement principal sistem teknologi informasi baik dari sisi kebijakan, improvements to the information technology system in terms of
standar dan prosedur serta aspek keamanan informasinya. Perubahan policies, standards, and procedures, as well as aspects of information
pola kerja sebagai dampak dari disrupsi pandemi COVID-19 menjadi hal security. Changes in work patterns as a result of the COVID-19 pandemic
yang fundamental bagi Perseroan untuk terus berupaya meningkatan are critical for the company’s continued efforts to improve reliable
information security yang andal. information security.
Sejak September tahun 2021, seiring dengan kehadiran PT Pertamina Since September 2021, the company has had a close relationship with
Hulu Energi sebagai pemegang saham pengendali Perseroan memiliki the company’s activities due to the presence of PT Pertamina Hulu
keterkaitan erat akan aktivitas Perusahaan. Perseroan sebagai bagian Energi as the controlling shareholder. As part of the Pertamina Group,
dari Pertamina Group mendapatkan penguatan berupa sosialisasi dan the company has received reinforcement in the form of socialization and

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Management Report
penerapan nilai-nilai utama (core values) Sumber Daya Manusia BUMN application of BUMN Human Resources’ core values, namely AKHLAK
yaitu AKHLAK (Amanah, Kompeten, Harmonis, Loyal, Adaptif dan (Trust, Competent, Harmonious, Loyal, Adaptive, and Collaborative).
Kolaboratif). Sebagai pemegang saham pengendali, PT Pertamina Hulu PT Pertamina Hulu Energi is a closed company because it is the controlling
Energi merupakan perusahaan yang tertutup, sedangkan Perseroan shareholder. However, because the company is a public company,
merupakan Perusahaan Terbuka dimana tata kelola perusahaan (GCG) corporate governance (GCG) must refer to capital market regulations
selain mengacu pada UU Perusahaan Terbatas No. 40 Tahun 2007, such as the Financial Services Authority Regulation in addition to the
juga harus mengacu kepada peraturan pasar modal seperti Peraturan Limited Liability Company Law Number 40 of 2007.
Otoritas Jasa Keuangan.
Dewan Komisaris terus berupaya untuk menerapkan prinsip-prinsip The Board of Commissioners continues to strive to apply GCG principles
GCG dalam pelaksanaan fungsi pengawasan dan pemberian nasihat in carrying out its supervisory function and advising the Board of
kepada Direksi. Dalam pandangan Dewan Komisaris, Direksi berhasil Directors. The Board of Commissioners believes that the Board of
melaksanakan GCG secara efektif dan konsisten di sepanjang tahun 2021. Directors has been successful in implementing GCG effectively and
Sesuai Peraturan OJK (POJK) No. 21/POJK.04/2015 tentang Pedoman consistently throughout 2021. According to OJK Regulation (POJK) No.
Tata Kelola Perusahaan Terbuka, Perseroan sebagai perusahaan terbuka 21/POJK.04/2015 concerning Guidelines for the Governance of Public
wajib untuk melakukan pengukuran terhadap penerapan GCG yang Companies, the company, as a public company, is required to assess GCG
dilakukan melalui penilaian (assessment). Perseroan pada kuartal I implementation. In the first quarter of 2022, the company conducted an
tahun 2022 melalui asesor independen telah melakukan assessment assessment for the implementation of GCG through an assessment of
untuk implementasi GCG melalui penilaian atas penerapan ASEAN CG the implementation of the ASEAN CG Scorecard for the 2021 fiscal year,
Scorecard tahun buku 2021 dengan nilai 93,45 atau kategori Sangat Baik. receiving a score of 93.45, or the Very Good category, from independent
assessors.
Penilaian tersebut menunjukkan bahwa penerapan prinsip-prinsip GCG The evaluation shows that the implementation of GCG principles in
di Perseroan menunjukkan bahwa mekanisme yang mengatur hubungan the company demonstrates that the mechanism that regulates the
antara Perusahaan dan para pemangku kepentingan telah dilakukan relationship between the company and its stakeholders has been carried
secara transparan, akuntabel, bertanggung jawab, independen dan out in a transparent, accountable, responsible, independent, and fair
wajar. Kami tetap mengamanatkan kepada Direksi untuk memperhatikan manner. We will continue to direct the Board of Directors to focus on the
komponen kunci penerapan GCG. Terlebih Elnusa sebagai perusahaan critical components of GCG implementation. Furthermore, Elnusa, as a
terbuka dengan kepemilikan saham publik sebesar 48,90%, karakter public company with a public share ownership of 48.90 percent, must
keterbukaan harus melekat pada Perseroan termasuk keterbukaan atas have an open character, including openness to business operations that
jalannya usaha yang diawasi oleh publik. are supervised by the public.
PANDANGAN ATAS PENGELOLAAN A VIEW ON SYSTEM MANAGEMENT OF

WHISTLEBLOWING SYSTEM WHISTLEBLOWERS.
Penerapan Whistleblowing System (WBS) bertujuan untuk mendeteksi The Whistleblowing System (WBS) application aims to detect and
dini dan mencegah terhadap terjadinya penyimpangan ataupun prevent the occurrence of irregularities or violations in all aspects of the
pelanggaran dalam setiap aspek kegiatan bisnis Perseroan. WBS company’s business activities. WBS is a component of the company’s
merupakan salah satu bagian dari penerapan Sistem Manajemen Anti implementation of the Anti-Bribery Management System based on ISO
Penyuapan (Anti Bribery Management System) berbasis ISO 37001:2016 37001:2016. In our view, WBS can create an open, sincere, honest and
yang diterapkan di Perseroan. Dalam pandangan kami, WBS dapat responsible work climate within the Company. WBS is a form of the
menciptakan iklim kerja yang terbuka, tulus, jujur dan bertanggung Company’s active participation in reporting violations that occur within
jawab di lingkungan Perseroan. WBS merupakan bentuk partisipasi aktif the Company.
Perseroan untuk melaporkan pelanggaran yang terjadi di lingkungan
Perusahaan.
Untuk itu, Perseroan memiliki dan menerapkan WBS sebagai salah To that end, the company has and uses work breakdown structures (WBS)
satu mekanisme deteksi dini pada implementasi WBS atas terjadinya as one of the early detection mechanisms in WBS implementation for
suatu tindak pelanggaran yang dapat menimbulkan kerugian finansial the occurrence of a violation that can result in financial losses, including
termasuk hal-hal yang dapat merusak citra dan reputasi Perusahaan. things that can harm the company’s image and reputation. Thereby, the
Dengan demikian, tujuan WBS untuk mewujudkan lingkungan kerja yang goal of WBS is to create a clean, honest work environment that is more
bersih dan berintegritas menjadi lebih efektif dan independen. WBS juga effective and self-sufficient. WBS is also the company’s commitment to
merupakan komitmen Perseroan untuk mewujudkan lingkungan kerja creating a clean and integrity-filled work environment, as evidenced by
yang bersih dan berintegritas dalam bentuk partisipasi aktif Perseroan the company’s active participation in reporting internal violations.
untuk melaporkan pelanggaran yang terjadi di lingkungan Perusahaan.
Pada tahun 2021, laporan tindak pelanggaran yang diterima melalui In 2021, 6 (six) reports of violations received via WBS were followed up
WBS adalah sebanyak 6 (enam) laporan dan telah ditindaklanjuti on with an investigation process. Based on the findings of FUKAPEG and

dengan proses investigasi. Berdasarkan hasil pemeriksaan FUKAPEG IA’s examination of WBS reporting, four (four) reports were determined
dan IA terhadap pelaporan WBS, terdapat 4 (empat) laporan yang to have committed violations and were sanctioned in accordance with
dinyatakan terbukti melakukan pelanggaran dan telah diberikan sanksi applicable policies. Corrective actions have been taken in this regard,
sesuai dengan kebijakan yang berlaku. Sehubungan dengan hal tersebut, with the involvement of the Audit Committee and the Company’s
telah dilakukan langkah-langkah korektif yang melibatkan Komite Audit Internal Audit Unit.
maupun Unit Audit Internal Perseroan.
Dewan Komisaris menilai, sejauh ini para fungsi yang menangani WBS The Board of Commissioners believes that, so far, the functions that
semakin penting keberadaannya oleh stakeholder sebagai bagian handle WBS are becoming increasingly important to stakeholders as part
dari pengendalian internal dan sejauh ini Organ Dewan Komisaris dan of internal control, and that the organs of the Board of Commissioners
Organ Direksi sangat responsif menanggapi pengaduan tersebut. Dalam and the organs of the Board of Directors have been very responsive in
memastikan kebenaran laporan pengaduan, Dewan Komisaris menilai responding to these complaints. The Board of Commissioners believes
bahwa Tim WBS cukup berhati-hati dengan melibatkan Auditor Internal that the WBS Team takes great care in ensuring the veracity of the
atau dengan melakukan audit khusus, jika memang diperlukan. Kendati complaint report by involving the Internal Auditor or conducting a
demikian, Dewan Komisaris memberikan arahan kepada Direksi agar special audit, if necessary. Nonetheless, the Board of Commissioners
sosialisasi penerapan WBS dilakukan secara berkesinambungan untuk directs the Board of Directors to socialize WBS implementation on an
meningkatkan pemahaman dan kepedulian pegawai dalam melaporkan ongoing basis in order to increase employee understanding and concern
tindak pelanggaran, sehingga dapat mewujudkan lingkungan kerja yang in reporting violations in order to create a clean and integrity-filled work
bersih dan berintegritas. environment.
Untuk lebih mendekatkan WBS kepada karyawan ELNUSA Group, To bring GCG and WBS closer to ELNUSA Group employees, socialization
sosialisasi GCG dan WBS dikenalkan melalui WBS Campaign (BroadCast/ of GCG and WBS was introduced through the WBS Campaign (BroadCast/
E-mail blast), sosialisasi dalam Vendor Annual Meeting, WBS Center E-mail blast), socialization at the Vendor Annual Meeting, and the WBS
dengan link https://whistleblower.elnusa.co.id/ atau melalui surat Center with the link https://whistleblower.elnusa.co.id/ or by letter
yang ditujukan ke kantor ELNUSA. ELNUSA selalu mengedepankan sent addressed to the ELNUSA office. ELNUSA always prioritizes the
kerahasiaan Pelapor. whistleblower’s confidentiality.
PENILAIAN KINERJA KOMITE DI BAWAH DEWAN EVALUATION OF THE PERFORMANCE OF

KOMISARIS COMMITTEES REPORTING TO THE BOARD OF
COMMISSIONERS
Sepanjang tahun 2021, Dewan Komisaris dibantu oleh komite-komite Throughout 2021, committees under the Board of Commissioners, such
di bawah Dewan Komisaris dalam menjalankan tugas dan tanggung as the Audit Committee, Nomination and Remuneration Committee,
jawabnya meliputi Komite Audit, Komite Nominasi dan Remunerasi serta and Risk Monitoring Committee, assist the Board of Commissioners in
Komite Pemantau Risiko. Dalam pandangan Dewan Komisaris, komite- carrying out their duties and responsibilities. These committees, in the
komite tersebut telah menjalankan fungsi, tugas dan tanggung jawab opinion of the Board of Commissioners, have carried out their functions,
dengan baik yang tercermin dari pelaksanaan seluruh program/rencana duties, and responsibilities well, as evidenced by the implementation of
kerja masing-masing yang telah ditetapkan pada akhir tahun sebelum all respective programs/work plans that were determined at the end of
tahun buku yang baru berjalan. the fiscal year prior to the start of the new fiscal year.
Pelaksanana program/rencana kerja komite-komite tersebut dilakukan The committees’ programs/work plans are carried out through the
melalui mekanisme rapat komite termasuk dalam mengundang mechanism of committee meetings, which includes inviting the
Direktorat atau divisi-divisi/satuan kerja terkait serta penelaahan/ relevant directorate or divisions/work units, as well as in-depth review,
evaluasi/review secara mendalam oleh masing-masing komite di luar evaluation, and review by each committee outside the meeting forum,
forum rapat yang hasilnya disampaikan kepada Dewan Komisaris. Di the results of which are submitted to the Board of Commissioners.
tahun 2021, berdasarkan realisasi penyelesaian seluruh program/ Based on the completion of all work programs and plans, as well as the
rencana kerja serta pelaksanaan tugasnya komite-komite di bawah implementation of their duties for the committees under the Board of
Dewan Komisaris yang ditetapkan pada akhir tahun sebelum tahun buku Commissioners set at the end of the year before the new fiscal year
yang baru berjalan, dapat dilihat bahwa frekuensi dan tingkat kehadiran begins, it can be seen in 2021 that the frequency and level of attendance
rapat dan laporan pelaksanaan kegiatan Komite Audit, Komite Nominasi of meetings and reports on the implementation of the activities of the
dan Remunerasi serta Komite Pemantau Risiko menunjukkan bahwa Audit Committee, the Nomination and Remuneration Committee, and
tiap-tiap komite telah menjalankan tugasnya dengan baik. the Risk Monitoring Committees will increase.
Komite Audit telah melaksanakan fungsi, tugas dan tanggung jawabnya The Audit Committee fulfilled its functions, duties, and responsibilities,
diantaranya melakukan penelaahan atas informasi keuangan yang akan which included reviewing financial information to be released by the
dikeluarkan Perusahaan kepada publik dan/atau pihak Otoritas. Komite company to the public and/or authorities. The Audit Committee also
Audit juga melakukan penelaahan atas ketaatan terhadap peraturan examines the company’s compliance with laws and regulations, as well
perundang-undangan yang berhubungan dengan kegiatan Perusahaan, as the effectiveness of the audit and services provided by the public

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Management Report
serta mengevaluasi efektivitas pelaksanaan audit/jasa yang diberikan accounting firm (KAP), including KAP’s independence and objectivity.
Kantor Akutan Publik (KAP), termasuk menelaah independensi dan Furthermore, the Nomination and Remuneration Committee has also
objektivitas KAP. Kemudian, Komite Nominasi dan Remunerasi juga carried out its supervisory functions, duties and responsibilities on the
telah melaksanakan fungsi, tugas dan tanggung jawab pengawasannya implementation of the nomination and remuneration policies for the
terhadap pelaksanaan kebijakan nominasi dan remunerasi Dewan Board of Commissioners and the Board of Directors. The Risk Monitoring
Komisaris dan Direksi. Komite Pemantau Risiko telah memberikan Committee has provided support to the Board of Commissioners
dukungan kepada Dewan Komisaris terkait pelaksanaan tugas dan regarding the implementation of the duties and responsibilities of
tanggung jawab penerapan manajemen risiko di Perusahaan. implementing risk management in the Company.
PERUBAHAN KOMPOSISI DEWAN KOMISARIS CHANGES IN THE COMPOSITION OF THE BOARD

OF COMMISSIONERS
Selama tahun 2021, komposisi anggota Dewan Komisaris Perseroan The composition of the members of the Company’s Board of
mengalami perubahan yang dilakukan atas dasar kebutuhan Perseroan Commissioners changed in 2021, based on the Company’s needs and
dan antisipasi dalam pengembangan usaha di masa yang akan datang. anticipated future business development. The following information
Informasi perubahan komposisi anggota Dewan Komisaris sebagai is provided regarding changes in the composition of the Board of
berikut: Commissioners:
Periode 1 Januari 2021-21 Juli 2021 For the period January 1, 2021 to July 21, 2021
Pada periode ini, Dewan Komisaris berjumlah 4 (empat) orang terdiri During this time, the Board of Commissioners was made up of four (four)
dari 1 (satu) orang Komisaris Utama, 2 (dua) orang Komisaris Independen people: one (one) President Commissioner, two (two) Independent
dan 1 (satu) orang Komisaris. Commissioners, and one (one) Commissioner.
Nama Jabatan
Tanggal Efektif
Name Position
Agus Prabowo Komisaris Utama | President Commissioner 8 Juli 2020 | July 8, 2021
Lusiaga Levi Susila Komisaris Independen | Independent Commissioner 14 Mei 2018 | May 14, 2018
Anis Baridwan Komisaris Independen | Independent Commissioner 11 April 2019 | April 11, 2019
Antonius Ratdomopurbo Komisaris | Commissioner 11 April 2019 | April 11, 2019
Periode 21 Juli 2021-31 Desember 2021 For the period July 21, 2021–December 31, 2021
Pada periode ini, komposisi Dewan Komisaris tetap berjumlah 4 The Board of Commissioners’ composition remains at 4 (four) people
(empat) orang terdiri dari 1 (satu) orang Komisaris Utama, 2 (dua) orang in this period, consisting of 1 (one) President Commissioner, 2 (two)
Komisaris Independen dan 1 (satu) orang Komisaris, dimana Bapak Independent Commissioners, and 1 (one) Commissioner, with Mr.
Lusiaga Levi Susila diangkat kembali sebagai Komisaris Independen Lusiaga Levi Susila reappointed as Independent Commissioner for
untuk periode kedua dan pergantian 1 (satu) orang Komisaris, Bapak the second period and the replacement of 1 (one) Commissioner, Mr.
Antonius Ratdomopurbo yang digantikan oleh Bapak Wakhid Hasyim. Antonius Ratdomopurbo, who was replaced by Mr. Wakhid Hasyim.
Nama Jabatan
Tanggal Efektif
Name Position
Agus Prabowo Komisaris Utama | President Commissioner 8 Juli 2020 | July 8, 2021
Lusiaga Levi Susila Komisaris Independen | Independent Commissioner 21 Juli 2021 | July 21, 2021
Anis Baridwan Komisaris Independen | Independent Commissioner 11 April 2019 | April 11, 2019
Wakhid Hasyim Komisaris | Commissioner 21 Juli 2021 | July 21, 2021
APRESIASI DAN PENUTUP CLOSING AND APPRECIATION

Dewan Komisaris senantiasa optimis bahwa Perusahaan di bawah The Board of Commissioners is always optimistic that the company
pengurusan dan pengelolaan Direksi akan terus mampu untuk will be able to improve performance through the implementation
meningkatkan kinerja melalui penerapan kebijakan strategis yang tepat of appropriate strategic policies and the consistent application of the
serta menjalankan prinsip-prinsip Tata Kelola Perusahaan yang baik principles of good corporate governance under the management and
secara konsisten. Tiada henti, Dewan Komisaris tetap mengamanatkan management of the Board of Directors. The Board of Commissioners
agar manajemen serta seluruh pegawai dapat bekerja sama dan continues to insist that management and all employees collaborate and
bersinergi dengan segenap pemangku kepentingan lainnya, untuk synergize with all other stakeholders in order to achieve operational
menghasilkan operation excellence. excellence.

Kami mengucapkan apresiasi yang sebesar-besarnya kepada para We would like to express our heartfelt gratitude to the shareholders,
pemegang saham, mitra usaha maupun pemangku kepentingan lainnya business partners, and other stakeholders who have placed their trust
yang telah memberikan kepercayaan kepada Perseroan di tengah in us in the midst of a difficult and challenging situation. The Board of
situasi yang masih berat dan penuh tantangan. Dewan Komisaris juga Commissioners also appreciates and thanks the Board of Directors and
sangat menghargai dan berterima kasih atas komitmen serta etos kerja all Elnusa officers for their dedication and hard work. We hope that the
yang telah ditunjukkan oleh Direksi dan seluruh Perwira Elnusa. Kami high morale will be maintained indefinitely. Hopefully, the year 2021 will
berharap semangat kerja yang tinggi akan selalu terjaga. Semoga tahun be a valuable lesson and experience for future generations.
2021 ini dapat menjadi pelajaran dan pengalaman berharga untuk
menjadi lebih baik di masa yang akan datang.
Akhir kata, teruntuk jajaran Direksi sesuai hasil RUPS Luar Biasa Finally, we wish you well and welcome to work on behalf of the Board of
Perseroan tanggal 31 Desember 2021, kami mengucapkan selamat Directors, in accordance with the results of the Company’s Extraordinary
datang dan selamat bekerja. Dewan Komisaris berharap Direksi mampu GMS on December 31, 2021. The Board of Commissioners hopes
memberi optimisme melalui kinerja Perusahaan yang cemerlang dan that the Board of Directors will be able to provide optimism through
mampu membangun harapan melalui karir yang berkembang bagi the company’s stellar performance and build hope for Elnusa Officers
Perwira Elnusa. through a developing career.
Jakarta, 23 Mei | May 23, 2022

Atas Nama Dewan Komisaris
On behalf of the Board of the Commissioners
Agus Prabowo
Komisaris Utama

Laporan Manajemen
Management Report
Dewan Komisaris
Board of Commissioners

01 Wakhid Hasyim
Komisaris
Commissioner
02 Agus Prabowo
Komisaris Utama
01 02
03
03 Anis Baridwan
04 Komisaris Independen
Independent Commissioner
04 Lusiaga Levia Susila

Komisaris Independen

Laporan Manajemen
Management Report
Laporan Direksi
Laba Bersih Konsolidasi Elnusa pada tahun

2021 tercatat sebesar Rp108,8 miliar.
Bersyukur atas pencapaian ini, meski perlu
pembenahan besar dalam
beberapa kinerja segmen
bisnis.
Elnusa’s Consolidated Net

Profit was Rp108.8 billion
in 2021. Gratitude for this
accomplishment, despite
the need for severe
restructuring in a number
of business segments.
John Hisar Simamora

Direktur Utama
President Director

Pemegang Saham dan Pemangku Kepentingan yang Terhormat, Dear Shareholders and Stakeholders,
Merupakan kehormatan bagi saya yang mewakili seluruh anggota Direksi In the face of the prolonged COVID-19 pandemic challenges that have
Elnusa untuk menyampaikan bahwa tahun 2021 merupakan tahun yang affected all industrial sectors, including the oil and gas industry, it is an
tidak mudah dilewati untuk tetap tumbuh dan menorehkan pencapaian honor for me to convey, on behalf of the entire Elnusa Board of Directors
positif bagi keseluruhan kinerja Perusahaan secara konsolidasi di members, that 2021 was not an easy year to pass in order to continue
tengah tantangan pandemi COVID-19 yang berkepanjangan yang cukup to grow and achieve positive achievement for the company’s overall
mempengaruhi seluruh sektor industri termasuk di dalamnya industri performance on a consolidated basis. Elnusa has adaptively mitigated,
minyak dan gas. Dengan penerapan strategi bisnis yang berkelanjutan, determined strategies, and taken appropriate and comprehensive
Elnusa secara adaptif telah melakukan mitigasi, menentukan strategi strategic steps to minimize risks that would arise in the company’s
serta mengambil langkah strategis yang tepat serta komprehensif dalam voyage to maintain business sustainability in the midst of the COVID-19
meminimalisir risiko yang akan muncul dalam perjalanan Perseroan pandemic through the implementation of a sustainable business
untuk menjaga keberlanjutan bisnis di tengah kondisi pandemi COVID-19. strategy.
Perkenankan kami memanjatkan puji syukur kehadirat Tuhan yang Maha Please allow us to express our gratitude in the presence of God the
Pengasih dan Penyayang, atas keberkahan dan penjagaannya kepada Most Compassionate and Merciful, for His blessings and protection.
Elnusa, kami dapat menutup tahun yang penuh dengan tantangan di Elnusa was able to complete a year full of challenges both internally and
internal maupun eksternal dengan baik, meski apa yang dihasilkan externally, even if the outcome was not entirely as expected.
seutuhnya masih belum sesuai harapan.
Pada 2021, Manajemen Elnusa terus berupaya untuk mengedepankan In 2021, Elnusa Management continued to prioritize occupational health
aspek kesehatan kerja melalui protokol kesehatan yang tepat dan aspects in the field operation area as well as in the head office in order
konsisten di area operasi lapangan juga kantor pusat guna menjaga to keep workers healthy while working in the midst of the COVID-19
kesehatan pekerja dalam beraktivitas selama bekerja di tengah pandemi pandemic. The strict health protocol’s implementation is consistent with
COVID-19. Penerapan protokol kesehatan yang ketat tersebut sejalan the company’s efforts to maintain continuity in the areas of business
dengan upaya Perusahaan dalam menjaga keberlanjutan usaha di operation and development.
wilayah operasi, serta pengembangan Perusahaan.
Dalam upaya serta langkah Perusahaan untuk menjaga daya saing usaha, Elnusa focuses on strategy and prioritizes policies to implement cost
Elnusa fokus melakukan strategi dan mengendepankan kebijakan unntuk efficiency in every job with appropriate and optimal cost efficiency,
menerapkan cost efficiency dalam setiap pekerjaan dengan efisiensi conduct project selection by prioritizing the company’s financial
biaya yang tepat serta optimal, melakukan seleksi proyek dengan profitability, and provide the best services through the total solutions
mengutamakan profitabilitas keuangan Perusahaan serta memberikan provided by Elnusa, starting with the upstream service segment,
jasa terbaik melalui total solusi yang diberikan Elnusa mulai dari segmen energy distribution and logistics service segment, and oil and gas
jasa hulu, segmen jasa distribusi dan logistik energi dan segmen jasa support segment, in order to maintain business competitiveness.
penunjang migas. Tidak hanya itu, Direksi juga selalu mendorong pekerja Furthermore, the Board of Directors encourages employees to actively
untuk aktif melakukan inovasi guna menjaga posisi biaya yang rendah innovate in order to protect a low-cost position and gain income from
untuk meningkatkan pendapatan Perusahaan dari setiap peluang yang any opportunity that arises, all while maintaining a high priority on
ada dapat dilaksanakan dengan terus mengedepankan penerapan compliance and sound corporate governance principles.
prinsip-prinsip kepatuhan serta tata kelola Perusahaan yang baik.

Laporan Manajemen
Management Report
Sepanjang tahun 2021, Direksi mengukur capaian positif atas The Board of Directors measured positive operating revenue growth
pertumbuhan pada pendapatan usaha, adapun terkoreksinya laba throughout 2021. While the company’s profits were significantly lower
Perseroan yang cukup signifikan dari pencapaian tahun 2020 berimbas than in 2020, causing changes in the priority proportion of several
pada perubahan proporsi prioritas beberapa pekerjaan jasa hulu upstream oil and gas services, the company was still able to record
migas, kendati demikian secara konsolidasi Perseroan masih mampu growth on a consolidated basis.
mencatatkan pertumbuhan.
Sepanjang tahun 2021, Elnusa merealisasikan belanja modal sebasar Elnusa spent Rp500 billion on capital expenditures in 2021 to support
Rp500 miliar dengan pemanfaatan untuk berbagai investasi yang company growth and sustainability through a variety of projects. Some
mendukung pertumbuhan dan keberlangsungan bisnis. Beberapa of the investments is being used to build upstream services and oil and
diantaranya untuk pengembangan jasa hulu serta jasa penunjang gas support services. The capital expenditure absorption in 2021 has
migas. Penyerapan belanja modal pada tahun 2021 kami sesuaikan been adjusted to reflect ongoing business and market conditions. As a
dengan kondisi bisnis dan pasar di tahun berjalan. Untuk itu, di tahun result, we’ve budgeted a greater capital expenditure for 2022, almost
2022 ke depan, kami menganggarkan nilai belanja modal lebih tinggi Rp700 billion higher than the RKAP capex for 2021. In order to boost
dibandingkan tahun 2021, sekitar Rp700 miliar dari capex RKAP 2021. financial performance in 2022, the utilization of the capital expenditure
Pemanfaatan dari belanja modal tersebut rencananya dialokasikan is planned to be allocated to strengthen the core business in optimizing a
untuk memperkuat bisnis inti dalam mengoptimalkan stategi bisnis yang sustainable business strategy through Portfolio Diversification.
berkelanjutan melalui Diversifikasi Portofolio demi menggenjot kinerja
keuangan di tahun 2022.
Pencapaian usaha Perseroan di tahun 2021, seperti yang tertuang The company’s business performance was generated from extraordinary
dalam Laporan Tahunan ini, merupakan hasil kerja dan karya kolaboratif work and joint effort in overcoming internal and external problems,
menghadapi permasalahan internal dan eksternal. Termasuk di dalamnya according to the 2021 annual report. This includes any strategic
inisiasi strategis yang telah dilakukan manajemen. Segenap manajemen objectives that management has implemented. Elnusa’s complete
dan seluruh karyawan bahu membahu berusaha semaksimal mungkin management team is putting in their best effort, working hand in hand
agar mampu memberikan dampak yang positif terhadap kinerja Elnusa with all employees, to ensure a long-term good impact on the company’s
secara berkelanjutan. performance.
Sepanjang tahun 2021, Elnusa berupaya untuk melakukan optimalisasi Elnusa strives to optimize performance supported by Elnusa Officers
kinerja yang didukung oleh Perwira Elnusa melalui produktivitas kerja throughout 2021 through work productivity and various innovations
serta berbagai inovasi yang dihasilkan guna mendukung pencapaian generated to support the achievement of work in each business segment
pekerjaan di setiap segmen usaha secara positif pada pendapatan that has a positive impact on business income and the company’s
usaha serta profitabilitas bisnis Perusahaan pada tahun 2021. Kinerja business profitability. Elnusa’s strong financial performance is reflected
keuangan Elnusa yang solid tecermin dari keberhasilan Elnusa dalam in the company’s ability to keep its “idAA-” corporate rating and Elnusa’s
mempertahankan peringkat perusahaan “idAA-“ untuk korporasi Sustainable Sukuk Ijarah I Phase I Year 2020 with a “stable” outlook from
maupun instrumen Sukuk Ijarah berkelanjutan I Elnusa tahap I Tahun Pefindo, a well-known national rating agency in Indonesia.
2020 dengan outlook “stabil” dari Pefindo, lembaga pemeringkat
nasional ternama di Indonesia.
Penetapan tersebut berlaku untuk periode pemeringkatan 8 April 2021 This resolution is valid for the rating period of April 8, 2021 to April 1,
hingga 1 April 2022. Terkait dengan Kinerja Saham Perseroan, menilik 2022. In terms of the company’s stock performance, looking at ELSA’s
bagan kinerja saham ELSA sepanjang 2021, harga saham tertinggi ELSA stock performance chart for the year 2021, the company’s highest share
naik 38% dibandingkan harga saham tertinggi pada tahun sebelumnya. price rose 38% over the previous year’s highest share price. ELSA’s shares
Pada bulan Januari 2021, saham ELSA sempat berada di level tertinggi reached its peak level of Rp525 per share in January 2021, and Rp380
Rp525 per lembar saham dan Rp380 per lembar saham untuk level per share the prior year. The rise in the price of ELSA’s stock was aided
tertinggi pada tahun sebelumnya. Melesatnya harga saham ELSA by the current rising trend in crude oil prices. As of December 31, 2021,
tersebut didukung oleh momentum posisi harga minyak mentah yang Elnusa had a revenue of Rp8.1 trillion and a net profit of Rp108 billion.
mengalami tren kenaikan sampai saat ini. Per 31 Desember 2021, ELSA shares closed at Rp276 in December 2021, with a downward trend
Elnusa berhasil mencatatkan pendapatan sebesar Rp8,1 triliun dan laba volume of 10 million shares.
bersih Rp108 miliar. Adapun penutupan saham ELSA pada Desember
2021 berada pada Rp276 dengan volume tren menurun sebesar 10
juta lembar.

Pencapaian kinerja tahun 2021 menjadi landasan Perseroan untuk dapat Through sustainable business strategies in operation excellence,
meningkatkan kinerja pada tahun 2022 mendatang melalui upaya strategi asset optimization, business development in exploring new block
bisnis yang berkelanjutan pada Operation Excellence, optimalisasi aset, opportunities, value creation through synergy opportunities from
pengembangan bisnis dalam menjajaki peluang blok baru, Value Creation the formation of Pertamina Subholding, and strengthening culture
melalui peluang sinergi dari pembentukan Subholding Pertamina serta and organization, the company’s performance in 2021 will serve as
penguatan budaya dan organisasi. Dari strategi yang telah dirancang the foundation for improving performance in 2022. The Board of
oleh Direksi ini bertujuan guna menciptakan nilai tambah yang positif Directors’ strategy aims to create positive added value for shareholders
bagi pemegang saham dan pemangku kepentingan serta sebagai upaya and stakeholders, as well as an effort to improve profitability in the
perbaikan atas peningkatan profitabilitas di tahun medatang. coming year.
PERSPEKTIF MAKRO EKONOMI DAN KEBIJAKAN MACROECONOMIC PERSPECTIVE AND

STRATEGIS MANAJEMEN STRATEGIC MANAGEMENT POLICY
Goncangan dahsyat akibat pandemi COVID-19 belum berakhir dan The COVID-19 pandemic’s tremendous shock, as well as its influence on
masih dirasakan dampaknya bagi industri jasa layanan energi. Salah satu the energy service business, is still ongoing. The prevalence of limits on
indikasinya adalah masih adanya Pemberlakuan Pembatasan Kegiatan community activities indicates this. The work-from-home option, which
Masyarakat. Beberapa kali juga dilakukan mekanisme bekerja dari has been deployed several times, has an impact on the quantity and
rumah (Work from Home) yang sedikit banyak mempengaruhi kuantitas quality of client interactions.
dan kualitas interaksi dengan pelanggan.
Upaya pengendalian pandemi COVID-19 yang dilakukan Pemerintah In 2021, the government’s effort to contain the COVID-19 epidemic,
bersama seluruh pemangku kepentingan termasuk semua masyarakat which involved all stakeholders, including all Indonesians, resulted in a
Indonesia, telah berhasil mendongkrak pertumbuhan perekonomian 3.69% increase in national economic growth. As a result of this growth
nasional sebesar 3,69% di tahun 2021. Dengan angka pertumbuhan rate, Indonesia’s GDP per capita climbed to Rp62.2 million (US$4,349.5),
tersebut, PDB per kapita Indonesia meningkat menjadi Rp62,2 juta (atau which is greater than the Rp59.3 million pre-pandemic GDP per capita
setara dengan US$4.349,5), lebih tinggi dari PDB per kapita sebelum in 2019.
pandemi yang sebesar Rp59,3 juta di tahun 2019.
Pencapaian tersebut juga akan membawa Indonesia masuk kembali Indonesia will be reclassified as an upper-middle-income country as a
dalam klasifikasi negara berpenghasilan menengah atas (upper middle- result of this achievement. This position provides an ideal platform for
income country). Posisi ini merupakan fondasi awal yang sangat baik advocating for economic recovery and structural reforms in order to
untuk mendorong pemulihan ekonomi dan reformasi struktural agar break free from the middle-income trap.
mampu keluar dari jebakan kelas menengah (middle-income trap).
Perjalanan Perseroan sepanjang tahun 2021 masih dihadapkan The company’s voyage in 2021 was beset by unforeseen circumstances
kondisi yang di luar dugaan dan penuh tantangan. Patut kita syukuri, and several hurdles. Fortunately, a varied business portfolio that
pemilihan portofolio bisnis yang beragam, yaitu ada bisnis hulu, hilir covered upstream, downstream, and supporting industries had rescued
dan pendukung masih dapat menyelamatkan Perseroan. Setidaknya the corporation. Elnusa’s management has devised strategic strategies
ada 4 (empat) tantangan besar yang telah dan masih akan dihadapi to handle at least 4 (four) significant issues that the company has
oleh Elnusa, namun Manajemen telah merancang kebijakan strategis experienced and continues to face:
menyikapi hal tersebut, sebagai berikut:
1. Penjualan BBM 1. Fuel Sales

Penjualan BBM menjadi salah satu indikator penting pencapaian Fuel sales have become one of the most important markers of the
kinerja Perseroan secara konsolidasi. Hal ini karena Perseroan company’s overall performance. Because the firm is involved in the
memiliki segmen bisnis jasa distribusi dan logistik energi. energy distribution and logistical services industry. Fortunately,
Patut disyukuri, di tengah Pemberlakuan Pembatasan Kegiatan despite the imposition of limits on community activities, gasoline
Masyarakat, distribusi BBM meningkat sebesar 11% dibandingkan distribution has increased by 11% since 2020. On the other hand,
dengan tahun 2020. Di sisi lain, Perseroan mampu meningkatkan the Company was able to improve the management of oil and gas
pengelolaan depo bahan bakar migas serta perdagangan produk fuel depots, as well as the rapidly expanding chemical product trade.
kimia yang mampu tumbuh dengan baik. Terlebih adanya Client expectations for the development and management of oil
aspirasi pelanggan yang memberikan peluang pembangunan and gas distribution facilities and infrastructure are also created by
dan pengelolaan sarana dan prasarana distribusi migas dengan the BOT (build operate transfer) system. This boosts the expansion
sistem Build Operate Transfer (BOT). Pembangunan ini memicu of supporting businesses like fabrication and construction.
perkembangan segmen bisnis penunjang utamanya fabrikasi dan
konstruksi.

Laporan Manajemen
Management Report
2. Kenaikan Harga Minyak Menjadi Tantangan 2. Rising Oil Prices Have Become a Problem
Harga minyak mentah global sangat fluktuatif akibat anjloknya Due to declining demand, global crude oil prices are particularly
permintaan di tengah pandemi COVID-19. Meski, harga minyak volatile during COVID-19. However, once OPEC+ curtailed output,
mentah global berangsur membaik setelah OPEC+ memangkas global crude oil prices progressively improved, and demand began
produksinya dan permintaan mulai naik seiring aktivitas masyarakat to climb as people’s activities began to move. ICP (Indonesia Crude
yang mulai bergerak. Harga Indonesia Crude Price (ICP) pernah Price) has reached a high of US$73 per barrel. However, the price rise
menyentuh US$73 per barel. Namun, kenaikan harga tersebut had no effect on the price of oil and gas services, which had already
tidak serta mengerek harga jasa layanan migas yang sebelumnya been reduced as a result of the price increase. Especially in the
dipangkas. Terlebih pada sektor ekplorasi yang masih belum terlihat exploration sector, where there is still room for development. Some
membaik. Beberapa proyek juga masih ditunda. Kondisi tersebut initiatives have been put on hold as well. The oil and gas service
adalah tantangan sebagai perusahaan jasa migas, sehingga harus company was forced to adjust to changing consumer demands as a
terus beradptasi terhadap kebutuhan pelanggan. Meski, hanya result of this situation. In truth, just a handful seismic studies were
beberapa survei seismik yang berhasil diselesaikan tanpa kendala. done correctly and without issues. Some, such as seismic with the
Sebagian masih akan berlanjut hingga awal tahun 2022, termasuk vibroseis method using a vibrator device, will continue until early
seismik dengan metoda vibroseis dengan alat penggetar. Ini adalah 2022. This demonstrates how they have adapted by implementing
sebagai bukti adaptasi, karena inovasi baru yang sangat mendukung new innovations to assist their major activities in highly populated
operasional utamanya di daerah padat penduduk dan tentunya areas that require less staff. As a result, the Company’s equipment
membutuhkan lebih sedikit tenaga kerja. Perseroan juga melakukan in national oil and gas blocks, such as the Hydraulic Workover Unit
peningkatan produktivitas peralatan yang dimilikinya, seperti (HWU) and Electric Wireline Logging, becomes more productive
Hydraulic Workover Unit (HWU) dan Electric Wireline Logging (EWL) (EWL). This is aided by owning production equipment, which raises
pada blok-blok migas nasional. Hal ini berbekal dengan peralatan the TKDN level of domestic components. When compared to other
hasil produksi mandiri yang secara langsung meningkatkan TKDN. companies in the same industry, this is one of the Company’s
Hal ini menjadi salah satu keunggulan Perseroan dibandingkan competitive advantages.
perusahaan sejenis.
3. Digitalisasi 3. Digitalization
Inisiasi digitalisasi terus dipercepat sebagai upaya adaptasi dengan The pace of digitalization continues to go up in an effort to adapt to
kondisi yang ada. Beberapa proses internal dilakukan secara digital. the current situation. Internal processes are carried out digitally in
Hal ini banyak membantu dan tetap menunjukkan produktivitasnya, some cases. This is very useful and productive when using the work-
terlebih saat penerapan bekerja dari rumah (Work from Home). from-home strategy.
4. Kebutuhan Pelanggan dan Cost Leadership 4. Customer Needs and Cost Leadership
Program efisiensi yang diterapkan pelanggan, membawa dampak Customers’ efficiency programs have an impact on the revenue
pada revenue Perseroan. Karena biaya pelanggan adalah harga of the organization. Because the price supplied by the oil and
yang ditawarkan perusahaan jasa layanan migas. Sedangkan jumlah gas service firm is the client expense. Meanwhile, the number
proyek yang dikerjakan tidak naik bahkan cenderung menurun. of projects completed has remained stable, if not declining. The
Perseroan masih berupaya menaikkan net profit margin. Hal ini firm is still attempting to boost its net profit margin. For the past
masih menjadi pekerjaan rumah selama 3 (tiga) tahun belakangan 3 (three) years, this has been a chore. The firm has began to be
ini. Perseroan juga mulai selektif dalam memilih proyek. Perseroan more selective in its project selection. Through a consolidation
juga berusaha mendapatkan kontrak konsolidasi dari beberapa contract, the company is also attempting to serialize a number of
pekerjaan paralel menjadi serial. Sehingga optimalisasi sumber daya concurrent works. This will allow for resource efficiency as well as a
dan juga biaya pelaksanaan proyek dapat dicapai. Di samping itu, reduction in project implementation costs. There are other efforts
ada upaya menurunkan cost of revenue, biaya pokok penjualan. Oleh to lower the cost of revenue, or the cost of goods sold. As a result,
karenanya, upaya pengurangan impor peralatan dengan melakukan attempts to limit equipment imports are carried out through in-
fabrikasi secara mandiri juga dilakukan. Melakukan review pada house fabrication. Conducting audits on projects that involve other
proyek yang masih melibatkan pihak ketiga yang sebenarnya bisa parties but can be managed independently. This includes leased
dikelola mandiri. Termasuk di dalamnya peralatan yang masih sewa, equipment, which can be met by financial resources. Implementing
dapat diupayakan dipenuhi dengan kemampuan investasi. Strategi strategic procurement also revitalizes the procurement approach.
pengadaan juga revitalisasi dengan melaksanakan pengadaan Opening up new primary suppliers’ chances for producers or at least
strategis. Strategic sourcing termasuk membuka peluang pemasok the first tier to become a partner company or approved vendor list is
baru utamanya produsen atau setidaknya tangan pertama untuk part of strategic sourcing. Unavoidably, the corporation was pushed
dapat menjadi perusahaan rekanan atau approved vendor list. to improve its human resource efficiency.
Perseroan juga terpaksa melakukan efisiensi terhadap sumber daya
manusia, sebagai upaya yang tak dapat dihindari.

Semua tantangan di atas telah berhasil dilalui Elnusa dengan Elnusa has gratefully overcome all of the aforementioned obstacles.
pencapaian yang patut disyukuri. Tentu saja, strategi diversifikasi The portfolio diversification technique will undoubtedly continue
portofolio masih akan tetap dijalankan. Karena strategi ini yang to be adopted. This is because the strategy has become the most
menjadi kunci utama mempertahankan kinerja sejak tiga tahun important factor in sustaining performance over the last three
terakhir. Strategi ini juga berhasil menguatkan Elnusa kembali years. Elnusa’s position as a Pertamina Hulu Energi Group company
sebagai entitas dan juga sebagai perusahaan yang menjadi bagian has been strengthened as a result of this strategy. The energy
dari Pertamina Hulu Energi Group. Kinerja segmen jasa distribusi distribution and logistics services area continues to operate well,
dan logistik energi tetap kokoh, terus berkembang dan menjadi grow, and become the company’s mainstay. Upstream oil and gas
tumpuan Perseroan. Jasa hulu migas dan jasa penunjang membuat services, and supporting services have transformed Elnusa into a
Elnusa utuh sebagai perusahaan jasa energi yang memberikan full-service energy provider.
solusi total.
KINERJA USAHA DAN PEMENUHAN TARGET BUSINESS PERFORMANCE AND FULFILLMENT

RKAP OF RKAP TARGETS
Pencapaian kinerja Perseroan pada tahun 2021 ini menjadi catatan The Company’s performance success in 2021 marked an important
penting bagi perjalanan panjang Perseroan berkontribusi kepada negeri milestone in the Company’s long journey of service and assistance to
sebagai salah satu bagian pelayanan dan dukungan terhadap ketahanan the country as part of the national energy sustainability.
energi nasional.
Perseroan membukukan pendapatan usaha konsolidasi sebesar Rp8,1 The Company reported consolidated operating revenues of Rp8.1
triliun, tumbuh 5% (year on year/yoy) dibandingkan perolehan tahun lalu trillion, up 5% (year on year/yoy) from Rp7.7 trillion the previous year.
sebesar Rp7,7 triliun. Pendapatan usaha konsolidasi ini dikontribusikan The energy distribution and logistics services segment contributed
melalui segmen jasa distribusi dan logistik energi sebesar 53%, jasa 53% of the consolidated operating income, upstream oil and gas
hulu migas 36%, dan jasa penunjang 11%. Perseroan masih mampu services contributed 36%, and supporting services contributed 11%.
mencatatkan laba bruto Rp645 miliar, laba operasi Rp315 miliar dan laba Nevertheless, the company managed to post a gross profit of Rp645
bersih Rp108 miliar dengan total kas dan setara kas mencapai Rp1,11 billion, an operating profit of Rp315 billion, and a net profit of Rp108
triliun. Atas pencapaian di tengah kondisi pandemi COVID-19 ini, kami billion, with total cash and cash equivalents reaching Rp1.11 trillion. We
tetap mengucap puji syukur kehadirat Tuhan yang Maha Kuasa. strive to express praise and gratitude in the presence of God the Almighty
for this accomplishment in the midst of the COVID-19 pandemic.
PERBANDINGAN ANTARA HASIL YANG DICAPAI COMPARISON OF ACHIEVED RESULTS AND

DENGAN YANG DITARGETKAN TARGETS
Tahun 2021, Perseroan mencatatkan pendapatan usaha yang positif, In 2021, the company recorded positive operating income, although in
meskipun dari sisi laba bersih, nilai ini cukup tergerus jika dibandingkan terms of net profit, this value was significantly reduced when compared
dengan capaian laba bersih tahun sebelumnya. to the previous year’s net profit.
Dari sisi kinerja operasi, secara umum target yang direncanakan In terms of operational performance, the planned targets are relatively
relative on track. Hanya saja dari sisi waktu terutama pada segmen on track in general. However, due to time constraints, some work projects
hulu migas mengalami mundurnya jadwal beberapa proyek pekerjaan. have been postponed, particularly in the upstream oil and gas industry.
Selain itu terkoreksinya laba perusahaan di tahun 2021 dikarenakan Furthermore, the company’s profit in 2021 was reduced due to a shift
adanya perubahan proporsi prioritas beberapa pekerjaan jasa hulu in the priority proportion of certain upstream oil and gas service works,
migas, kendati demikian secara konsolidasi Perseroan masih mampu but the company was still able to record growth on a consolidated basis.
mencatatkan pertumbuhan.
Dari segmen jasa hulu migas, pada pekerjaan di Geoscience & Reservoir Elnusa performed 1,800 km of 2D Marine PSG ESDM seismic surveys
Services, Elnusa menyelesaikan pekerjaan dengan tepat waktu atas and 963 km of Batu Utak PEP 2D seismic surveys on time for work at
1.800 km survey seismic 2D Marine PSG ESDM dan 963 km survey Geoscience & Reservoir Services in the upstream oil and gas service
seismic 2D PEP Batu Utak. Pada pekerjaan EPC-OM Services, Elnusa juga segment. Elnusa has completed the Mechanical, Electrical, and
telah menyelesaikan pekerjaan Maintenance Mechanical Electrical & Instrument Maintenance work at the BP Tangguh LNG Plant in addition to
Instrument di BP Tangguh LNG Plant. Selain itu Elnusa juga mengerjakan the EPC-OM Services work. Additionally, Elnusa also performs Operation
pekerjaan Operation & Maintenance penyaluran minyak jalur Talang & Maintenance on the Talang Akar Pendopo and South Prabu District
Akar Pendopo dan South Prabu District PT Pertamina EP Asset 2 serta oil distribution lines at PT Pertamina EP Asset 2, as well as Operation
Operation & Maintenance dan penanggulangan keadaan darurat di & Maintenance and emergency response at Pertamina Gas Operation
Pertamina Gas Operation Rokan. Pada pekerjaan jasa oilfield, Elnusa Rokan. In the EMR-01 Pertamina Hulu Sanga Sanga project, Elnusa is

Laporan Manajemen
Management Report
mulai kembali normal dalam mendukung jasa drilling fluid services yang beginning to return to normal in terms of providing increasingly optimal
semakin optimum di proyek EMR 01 Pertamina Hulu Sanga Sanga. Selain drilling fluid services. Moreover, Elnusa also conducted workover
itu Elnusa juga mengerjakan pekerjaan workover termasuk di dalamnya work, including, workover drilling and hydraulic workover drilling and
workover drilling dan hydraulic workover drilling di Pertamina Hulu intervention work at Pertamina Hulu Mahakam.
Mahakam serta pekerjaan well intervention.
Pada segmen Jasa Distribusi & Logistik Energi, Elnusa memberikan jasa Elnusa provides transportation services in the Energy Distribution
transportasi di antaranya dengan mengelola 75 terminal BBM, 1.712 & Logistics Services segment, including the management of 75 fuel
mobil tangki kelola, 11 SPBB/APMS serta 829 pengelolaan Pertashop di terminals, 1,712 tank cars, 11 SPBB/APMS, and 829 Pertashops across
berbagai wilayah. Tidak hanya itu, Elnusa juga memberikan jasa depo various regions. Consequently, Elnusa manages depot services for 20
dengan mengelola 20 VHS, 19 Franco, 7 DPPU Aviasi/Aviasi, 2 KSO untuk VHS, 19 Franco, 7 DPPU Aviation/Aviation, 2 KSO for Adaro, and TBBM
Adaro, TBBM Tanjung Pandan. Mengelola TLPG Amurang, 3 LTSA ATG, Tanjung Pandan as well as manage TLPG Amurang, 3 LTSA ATG, 1 gas
Inline Blending Adari serta 1 SPBU, dan 2 SPPBE. station, and 2 SPPBE.
Pada segmen jasa Penunjang Migas, Elnusa memberikan Jasa Fabrikasi & Fabrication and maintenance services are provided under Elnusa’s Oil
Maintenance di antaranya fabrikasi dan upgrade hydraulic workover unit. and Gas Support Services business, which includes the fabrication and
Elnusa juga memberikan jasa perbaikan pompa di Blok Rokan, pekerjaan upgrading of hydraulic workover units. Moreover, Elnusa provides pump
intelligent pinging di Pertagas serta jasa fabrikasi dan konstruksi lainnya. repair services at the Rokan Block, as well as intelligent pinging services
Elnusa juga memberikan dukungan pada jasa marine di antaranya at Pertagas and other fabrication and construction services. Elnusa also
dreging services untuk Blok Mahakam, mengoperasikan 20 unit small provides marine services, including dredging for the Mahakam Block,
marine services serta sukses menyediakan Swamp Work Barge untuk the operation of 20 small marine service units, and the successful
HWU Drilling Project. Pada jasa Warehouse, Data Management & ICT, deployment of a swamp work barge for the HWU Drilling Project. In
Warehouse yang ada 100% tersewa secara penuh untuk penyimpanan Warehouse, Data Management & ICT Services, the existing Warehouse
dokumen dan aset umum. Elnusa juga memberikan jasa untuk is 100% fully leased for the storage of documents and general assets.
manajemen data migas terintegrasi untuk PUDC, media penyimpanan Elnusa consequently provides integrated oil and gas data management
Data Nasional Pusdatin Kementerian ESDM serta Intergrated Port for PUDC, data storage media for the Ministry of Energy and Mineral
Management Monitoring System PT Pertamina International Shipping. Resources’ National Data Center, and the Integrated Port Management
Monitoring System of PT Pertamina International Shipping.
KENDALA-KENDALA YANG DIHADAPI DAN OBSTACLES ENCOUNTERED AND STEPS TAKEN

LANGKAH-LANGKAH PENYELESAIANNYA TO OVERCOME THEM
Pandemi COVID-19 yang berkepanjangan membuat hampir seluruh The prolonged COVID-19 pandemic has put tremendous strain on
sektor mengalami tekanan hebat. Sebagai perusahaan jasa migas, salah practically all industries. The delay in various work project schedules by
satu dampak yang Perseroan rasakan yakni mundurnya beberapa jadwal KKKS, which clouded the business’s performance throughout 2021, is
proyek pekerjaan oleh KKKS cukup membayangi kinerja Perseroan one of the repercussions that the company feels as an oil and gas service
sepanjang tahun 2021. Dalam upaya menghadapi kendala-kendala yang company. The company continually utilizes cost leadership to enhance
ada, Perseroan secara konsisten menerapkan cost leadership untuk efficiency in dealing with existing obstacles.
menekan efisiensi dalam menghadapi kendala yang ada.
PENJAJAKAN PELUANG USAHA EXAMINING BUSINESS PROSPECTS

Dalam upaya perbaikan dari kinerja di tahun 2021, kami melakukan In order to increase performance in 2021, we are looking into new
penjajakan peluang-peluang usaha baru, beberapa peluang yang sedang business prospects, some of which are presently being pursued and
dan telah berhasil direalisasikan adalah sebagai berikut: have been successful, as follows:
1. Jasa Hulu Migas 1. Oil and Gas Upstream Services
• Upaya penguatan kompetensi, kapabilitas serta kapasitas pun • There have also been efforts to improve competence,
telah pula diinisiasi. Bersama Schlumberger, Elnusa melakukan capability, and capacity. For mutual reinforcement, Elnusa
berbagai Master Services Agreement untuk saling memperkuat and Schlumberger agreed into a number of Master Services
satu sama lain. Agreements.
• Peningkatan produktivitas Hydraulic Workover Unit (HWU), • Hydraulic Workover Unit (HWU), Electric Wireline Logging
Electric Wireline Logging (EWL), dan peralatan yang mendukung (EWL), and equipment that aids Artificial Lift Services (ALS)
Artificial Lift Services (ALS) pada blok-blok migas nasional. productivity have all improved in national oil and gas blocks.
2. Jasa Distribusi dan Logistik Energi 2. Energy Distribution and Logistics Services
• Menjawab kepercayaan yang diberikan oleh PT Pertamina Patra • Responding to PT. Pertamina Patra Niaga’s trust by completing
Niaga, saat ini sedang diselesaikan beberapa pembangunan the building of multiple fuel oil terminals with a BOT (build

terminal bahan bakar minyak di Tembilahan, Kolaka, dan operate transfer) system in Tembilahan, Kolaka, and Labuan
Labuan Bajo dengan sistem build operate transfer (BOT) untuk Bajo to enhance energy distribution in the archipelago.
mendukung distribusi energi di Nusantara ini.
• Memperoleh keagenan pada bisnis chemical untuk mendukung • Purchasing a chemical agency to assist with EOR in the Sumatra
EOR di daerah Sumatera. region.
3. Jasa Penunjang 3. Support Services
• Penguatan kompetensi fabrikasi beberapa peralatan maupun • Elnusa’s expertise has been bolstered by the development of
fasilitas migas telah mendukung penguatan kompetensi Elnusa fabrication capabilities for a variety of oil and gas equipment
and facilities.
• Data dan arsip management dalam proses digitalisasi. • In the digitalization process, data and archive management are
important.
• Proses pembuatan utility vessel telah memasuki proses • The procurement process for making utility vessels has started.
pengadaan. Utility vessel ini akan memperkuat kapasitas dan This utility vessel will improve the capacity and capabilities of
kapabilitas jasa penunjang di bidang kelautan. maritime sector support services.
KINERJA HSSE HSSE PERFORMANCE

Safety merupakan salah satu prioritas utama dan merupakan urat nadi One of the top concerns and the Company’s cornerstone is safety. HSSE
Perseroan. Kinerja Health Safety Security & Environment (HSSE), tahun (Health, Safety, Security, and Environment) performance in 2021 was
2021 berhasil dicatat juga tahun dengan Zero Fatality dan Zero Lost Time successfully recognized as the year with Zero Fatality and Zero Lost Time
Injury (LTI). Injury (LTI).
PENGAKUAN DARI PIHAK EKSTERNAL RECOGNITION FROM OUTSIDE SOURCES

Pada situasi dan kondisi industri utamanya hulu migas yang belum Under the current circumstances and condition of the main upstream oil
berangsur pulih, manajemen dan karyawan perseroan tidak henti untuk and gas industry, which has yet to recover, the company’s management
memberikan layanan sesuai harapan pelanggan. Perseroan meraih and staff continue to deliver services in accordance with client
pengakuan pihak-pihak eksternal atas daya upaya tersebut. Beberapa di expectations. For the scale of these efforts, the Company has received
antaranya terdapat pada sub Bab Penghargaan dan Sertifikasi pada Bab external recognition. Some of them can be found in the Performance
Kilas Kinerja Review chapter’s subchapter Awards and Certification.
Pencapaian ini adalah kerja bersama semua komponen seperti Dewan This accomplishment is the result of a collaborative effort between
Komisaris, Direksi dan keluarga besar Elnusa, disertai dukungan tim all stakeholders, including the Board of Commissioners, the Board
office services maupun support. Keberhasilan ini juga atas berkat rahmat of Directors, and Elnusa’s extended family, with the help of the office
Tuhan yang Maha Kuasa. and support team. This prosperity is due to the Almighty God’s gift
and mercy.
PROSPEK, TANTANGAN, DAN PELUANG PROSPECT, CHALLANGES, AND OPPORTUNITIES

Perekonomian Indonesia mulai pulih dari pandemi COVID-19. Sejumlah After the COVID-19 outbreak, the Indonesian economy is beginning
lembaga pun memproyeksikan ekonomi Indonesia pada tahun 2022. to recover. The Indonesian economy in 2022 has been forecasted by a
Kondisi perekonomian Indonesia mulai pulih meski di beberapa number of institutions. Despite the fact that some regions continue to
wilayah masih ada pembatasan mobilitas masyarakat. Pemerintah pun restrict people’s mobility, Indonesia’s economic situation is improving.
menargetkan ekonomi Indonesia bisa tumbuh lebih baik pada tahun The Indonesian economy is expected to grow faster this year, according
ini. Berdasarkan perkiraan Kementerian Keuangan, ekonomi Indonesia to the government. According to the Ministry of Finance’s projections,
bisa naik dalam kisaran 5,0%-5,5% sepanjang 2022. Bank Indonesia pun Indonesia’s GDP will grow at a rate of 5.0% to 5.5% until 2022. Indonesia’s
memproyeksikan pertumbuhan ekonomi Indonesia berada di kisaran economic growth in 2022 is expected to be in the range of 4.7% to 5.5%,
yang tak jauh berbeda, yakni 4,7%-5,5% pada 2022. Menurut Gubernur according to Bank Indonesia. According to BI Governor Perry Warjiyo,
BI, Perry Warjiyo, kondisi itu dapat terjadi sejalan dengan pulihnya this circumstance may emerge concurrently with the global economy’s
ekonomi dunia. Permintaan dan konsumsi pun telah membaik. Tak revival. In addition, demand and consumption have improved. In
hanya itu, sejumlah lembaga pun memproyeksikan ekonomi Indonesia addition, a lot of organisations predict that the Indonesian economy
bakal tumbuh positif pada tahun 2022. Bahkan, pertumbuhan ekonomi would expand in 2022. In reality, Indonesia’s economic development
Indonesia digadang menjadi salah satu yang terbaik dibandingkan is expected to be among the best in the world this year, compared to
negara lainnya di dunia pada tahun ini. Sinyal positif ini adalah harapan other countries. Expectation and opportunity for the organization are
dan peluang bagi perseroan. conveyed by this favorable signal.

Laporan Manajemen
Management Report
Satuan Kerja Khusus Pelaksana Kegiatan Usaha Hulu Minyak dan Gas The Special Task Force for Upstream Oil and Gas Business Activities (SKK
Bumi (SKK Migas) melalui Kepala SKK Migas, memasang target 12 proyek Migas) has identified 12 oil and gas projects for implementation in 2022,
minyak dan gas bumi (migas) yang akan dilaksanakan pada tahun 2022. according to the head of SKK Migas. This supports the oil and gas lifting
Hal ini untuk mendukung target lifting untuk tahun 2022 sebesar 703 targets set by the Government for 2022 of 703 thousand BOPD and
ribu BOPD dan 5.800 MMSCFD yang telah ditetapkan oleh Pemerintah. 5,800 MMSCFD, respectively.
Keduabelas proyek tersebut akan menaikkan produksi minyak sebesar These twelve initiatives are expected to boost oil production by 19
19 ribu barel oil per day (BOPD). Sedangkan gas bumi diperkirakan thousand barrels per day (BOPD). Meanwhile, natural gas production is
akan naik sebesar 567 MMSCFD. Proyek tersebut memerlukan investasi expected to rise by 567 MMSCFD. The project will cost US$1.35 billion,
sebesar US$1,35 miliar atau setara dengan Rp19,6 triliun. or Rp19.6 trillion in Indonesian currency.
Kepala SKK Migas menyebutkan proyek-proyek tersebut adalah Hiu According to the Head of SKK Migas, the projects are Medco E&P
Phase 2 dan Belida Extension oleh Medco E&P Natuna, Tanjung Natuna’s Hiu Phase 2 and Belida Extension, Pertamina EP’s Tanjung
Waterflood oleh Pertamina EP, serta OPL South Sembakung oleh JOB Waterflood, and JOB PMEPS’ OPL South Sembakung. Jumelai, North Sisi-
PMEPS. Pertamina Hulu Mahakam (PHM) menggarap Jumelai, North North Nubi, and Bekapai 3 are all being worked on by Pertamina Hulu
Sisi-North Nubi dan Bekapai 3. Mahakam (PHM).
Termasuk di dalamnya, Barru Gas Plant Modif to Tenayan PLN oleh EMP This comprises EMP Bentu Ltd’s Barru Gas Plant Modif to Tenayan PLN,
Bentu Ltd, Proyek YY (Lanjutan) oleh PHE ONWJ. Proyek MDA-MBH dan PHE ONWJ’s Project YY (Continued), MDA-MBH, and Husky CNOOC
MAC oleh Husky CNOOC Madura Ltd. Proyek Bukit Tua Phase 2B oleh Madura Ltd’s MAC Project. Petronas Carigali Ketapang’s Bukit Tua
Petronas Carigali Ketapang II Ltd. Project Phase 2B.
Kondisi perekonomian pada tahun 2022 tentunya dengan optimisme Economic conditions in 2022 are certainly hopeful, with risk mitigation
dan tentunya dengan mitigasi risiko masih terjadinya penyebaran varian for the COVID-19 variant’s still-existing spread. The pandemic, on the
COVID-19. Bagaimana pun, Perseroan yang bergerak di bidang layanan other hand, has a substantial influence on a corporation that provides
energi, pandemi berdampak signifikan. energy services.
Elnusa akan tetap berupaya berkontribusi mendukung ketahanan energi Elnusa will continue to work hard to promote the country’s energy
nasional. Fokus dan disiplin, konsisten serta gigih secara terus menerus sustainability. In every field, they are focused and disciplined, consistent
dalam setiap bidangnya memberikan yang terbaik dari yang dimiliki. and tenacious in giving the best of what they have. Only Elnusa’s
Karena hanya dengan kemauan dan kemampuan meningkatkan diri willingness and ability to continue self-improvement will allow the
secara terus menerus, Elnusa akan menjadi lebih baik lagi. company to develop.
Beberapa tantangan yang akan dihadapi ke depan adalah: The following are some of the future challenges that will be faced:
1. Meningkatkan Profitability 1. Boost Profitability
Kondisi perekonomian yang masih belum membaik seperti 2 (dua) Customers must be cost-effective because the economy has not
tahun lalu, mengharuskan pelanggan melakukan efisiensi biaya. Hal recovered to the level it was two years ago. This has a direct impact
ini jelas berdampak pada penghasilan Perseroan. Namun, kita harus on the company’s revenue. However, we must present them with
memberikan solusi kepada pelanggan dengan variasi yang berbeda solutions in a variety of forms and add value to their experience.
dan memberikan nilai lebih kepada pelanggan. Peningkatan tingkat Increasing the percentage of domestic content by maximizing
kandungan dalam negeri dengan melakukan fabrikasi peralatan the capacity and capability of subsidiaries to fabricate oil and gas
pendukung migas dengan mengoptimalkan kapasitas dan kapabilitas support equipment. Chemical goods that assist drilling services
anak usaha. Termasuk produk kimia penunjang jasa pemboran dan and well maintenance will be produced separately. Some of the
perawatan sumur juga diprosuksi secara mandiri. Beberapa hasilnya outcomes have resulted in cost savings and customer appreciation.
telah mendapatkan pengakuan dari pelanggan dan memangkas
biaya.
Cost leadership juga terus diterapkan hingga micro management. Cost leadership must be maintained all the way down to
Analisis terhadap pemilihan opsi sewa atau beli, sewa atau micromanagement. In order to deliver benefits to the organization,
fabrikasi mandiri terus dilakukan, sehingga membawa keuntungan the analysis of lease vs. purchase, lease vs. independent fabrication
bagi Perseroan. Bagaimana pengalokasian sumber daya untuk choices is still being carried out. It’s time to figure out how to
melaksanakan proyek juga harus dilakukan. Proyek harus selalu allocate resources for project implementation. Projects must
on time, on budget, on scope, dan on return (OTOBOSOR). Karena always be completed on time, on budget, on scope, and on return
proyek yang molor adalah biaya tambahan. (OTOBOSOR). Because a project that is delayed incurs more costs.

2. Sinergi dan Penyelarasan Bisnis Anak Usaha Pertamina dan juga 2. Elnusa’s Subsidiaries and Pertamina’s Subsidiaries’ Synergy and
Anak Usaha Elnusa Business Alignment
Perseroan telah menjadi bagian dari Sub Holding Upstream, The company has joined PT Pertamina Upstream Energy’s Upstream
PT Pertamina Hulu Energi. Saham PHE yang 51,1% adalah Sub Holding. The 51.1% equity held by PHE is both an opportunity
peluang sekaligus tantangan. Tantangan karena Perseroan harus and a challenge. In terms of the difficulty, the organization must be
dapat memberikan jasa layanan yang lebih baik secara kualitas able to give higher-quality service at a lower cost. Through direct
dan harga yang lebih kompetitif. Peluang karena akan semakin appointments, there will be opportunity for greater involvement
besar keterlibatan dalam pelaksanaan proyek lebih dini melalui in project implementation earlier, especially for those using the
penunjukan langsung, terutama yang menggunakan mekanisme Gross Split technique. This is the opportunity to demonstrate the
gross split. Tantangan ini merupakan momen pembuktian untuk superiority of Elnusa’s comprehensive solution. This encompasses
menunjukkan keunggulan solusi total yang Elnusa miliki. Baik technology, equipment, and human resources.
Teknologi, peralatan dan tentunya sumber daya manusia.
3. Memperkuat Kapabilitas serta Kapasitas. 3. Capabilities and capacity are being strengthened.
Investasi terpilih akan tetap kita jalankan untuk meningkatkan In addition to selective investment, Elnusa will collaborate with a
kapabilitas dan kapasitas Elnusa namun hal penting lain yang akan variety of other parties, particularly superior technology providers,
dilakukan adalah melakukan kolaborasi dengan berbagai pihak lain as a short-term solution for essential clients to strengthen the
terlebih lagi dengan penyedia teknologi unggul sebagai jawaban company’s capabilities and capacity. Elnusa’s key skill is the
jangka waktu pendek bagi para klien utama. Memperkuat bisnis strengthening of businesses. To address client needs, carry out
yang menjadi kompetensi inti dari Elnusa. Melakukan inovasi innovation through developing information technology and
dengan mengembangkan teknologi informasi dan digitalisasi untuk digitalization. Infrastructure development in the downstream oil
menjawab kebutuhan pelanggan. Termasuk di dalamnya dalam and gas industry falls under this category.
pembangunan infrastruktur pada segmen bisnis hilir migas.
4. Keunggulan Human Capital. 4. Excellence in Human Capital.

Seluruh rencana kerja besar tersebut akan menjadi sia-sia tanpa Without the availability of exceptional human resources who are
tersedianya manusia bersumber daya unggul yang bisa dan mau biased and willing to adapt, all of the wonderful work ideas outlined
melakukan perubahan. Untuk itu kesempatan ini sangat terbuka above will be ineffective. As a result, all Elnusa Officers have a
bagi semua Perwira Elnusa untuk secara aktif meningkatkan tremendous opportunity to actively enhance their talents through
kemampuannya baik melalui pendidikan akademis maupun keahlian academic and skill education, which the company has made widely
yang dibuka lebar oleh perusahaan serta tentunya melakukan available in order to meet market demands. In partnership with
pemenuhan dari pasar. Program menyiapkan talenta leader baru Elnusa Petroleum School, the effort to prepare Elnusa’s new talent
Elnusa dilakukan dengan penyelenggaraan program pelatihan dan leaders is carried out through organizing training and certification
sertifikasi yang dikolaborasikan oleh Elnusa Petroleum School. programs.
PERKEMBANGAN PENERAPAN TATA KELOLA IN 2021, WHAT WILL BE NEW IN THE

PERUSAHAAN DI TAHUN 2021 IMPLEMENTATION OF GOOD CORPORATE
GOVERNANCE?
Good Corporate Governance adalah salah satu komitmen Perseroan As a public business listed on the Indonesia Stock Exchange, one of the
sebagai perusahaan yang tercatat pada Bursa Efek Indonesia. Penerapan Company’s commitments is to practice good corporate governance.
ini tentunya sebagai landasan dalam menciptakan nilai tambah yang In the medium and long term, the application will undoubtedly serve
berkelanjutan bagi kepentingan para pemegang saham, masyarakat as the foundation for long-term value generation in the interests of
secara luas, dan berbagai pemangku kepentingan lainnya (pegawai, shareholders, the general public, and numerous other stakeholders
konsumen, regulator, mitra kerja, dan lain-lain) baik dalam jangka (workers, consumers, regulators, business partners, and others).
pendek maupun jangka panjang.
Tata Kelola yang dijalankan Perseroan didasari oleh prinsip-prinsip In order to sustain and increase business value, the corporation
Transparency, Accountability, Responsibility, Independency, dan Fairness implemented governance based on the principles of Transparency,
(TARIF) untuk selalu menjaga dan meningkatkan nilai Perusahaan Accountability, Responsibility, Independence, and Fairness (TARIF).
(Corporate Value). Hal ini dapat mendorong pengelolaan Perusahaan This may encourage competent, transparent, and efficient corporate
yang profesional, transparan dan efisien sehingga fundamental dan governance, allowing the Company’s fundamentals and competitiveness
daya saing Perseroan semakin kuat dan terjaga dengan baik. Kami juga to improve and be better maintained. The company is also being
mendapatkan penguatan berupa sosialisasi dan penerapan Tata Nilai reinforced on a regular basis through socializing and the execution of
AKHLAK (Amanah, Kompeten, Harmonis, Loyal, Adaptif, dan Kolaboratif) AKHLAK Values (Many, Competent, Harmonious, Loyal, Adaptive, and
secara berkesinambungan. Collaborative).

Laporan Manajemen
Management Report
Perseroan memiliki komitmen untuk selalu menerapkan standar Through different efforts, the Company is committed to continuing to
tata kelola yang terbaik dengan selalu berusaha menerapkan praktik apply the highest governance standards. Administrative Governance
tata kelola yang baik melalui berbagai usaha. Pedoman Tata Kelola Guidelines have also been created and disseminated, allowing
Administrasi juga telah dikembangkan dan disosialisasikan agar administrative and archive management to assist in the implementation
pengelolaan keadministrasian dan kearsipan dapat mendukung of good corporate governance.
penerapan tata kelola perusahaan yang baik.
Sesuai Peraturan OJK (POJK) No. 21/POJK.04/2015 tentang Pedoman As a public business, Elnusa is required by OJK Regulation (POJK) No. 21/
Tata Kelola Perusahaan Terbuka, Perseroan sebagai perusahaan POJK.04/2015 concerning Guidelines for the Governance of Public
terbuka wajib untuk melakukan pengukuran terhadap penerapan GCG Companies to take measurements toward the adoption of GCG through
yang dilakukan melalui penilaian (assessment). Perseroan melakukan an assessment. Every year, the Company evaluates GCG implementation
penilaian penerapan GCG secara konsisten setiap tahunnya untuk to determine the level of appropriateness within the organization.
mengetahui tingkat kecukupan penerapan GCG di lingkungan Perseroan. The evaluation is carried out utilizing a variety of appropriate best
Penilaian yang dilakukan oleh Perseroan menggunakan berbagai practice standards as benchmarks. The organization assessed GCG
acuan standar praktik terbaik (best practices) yang berlaku. Perseroan implementation using the ASEAN Corporate Governance Scorecard,
melakukan penilaian penerapan GCG dengan menggunakan standar which is a set of best practice criteria applicable both in Indonesia and
praktik terbaik yang berlaku di Indonesia maupun di luar negeri, yaitu internationally.
ASEAN Corporate Governance Scorecard.
Perseroan berkomitmen untuk terus berupaya meningkatkan penerapan The Company is committed to consistently seeking to improve the
praktik Tata Kelola Perusahaan yang baik ke level yang lebih tinggi implementation of Good Corporate Governance standards at a higher
dengan menerapkan ASEAN CG Scorecard. Seperti tahun sebelumnya, level by using the ASEAN CG Scorecard. The assessment of the application
penilaian atas penerapan ASEAN CG Scorecard dilakukan oleh pihak of the ASEAN CG Scorecard was carried out by an independent party, the
independen, Indonesian Institute for Corporate Directorship (IICD). Indonesian Institute for Corporate Directorship, as it was the previous
Peningkatan kualitas penerapan praktik terbaik GCG dilakukan dengan year (IICD). Socialization and direct application in the field are both used
sosialisasi dan juga penerapan langsung di lapangan. Dalam hal ini, kami to improve the quality of the implementation of GCG best practices.
juga melibatkan tim Agent of Change (AoC) sebagai agen perubahan The company has enlisted the help of the Agent of Change (AoC) team
dalam penerapan tata nilai AKHLAK. Perseroan juga melakukan as change agents in the implementation of the AKHLAK values. In
pemutakhiran berbagai kebijakan, standar, pedoman, prosedur yang addition, the Company is upgrading its policies, standards, guidelines,
disesuaikan dengan perubahan peraturan perundang-undangan yang and procedures to reflect changes in applicable laws and regulations,
berlaku, keadaan lingkungan bisnis, dan juga perkembangan usaha dan the state of the business environment, and the Company’s commercial
kinerja Perseroan. development and performance.
Whistleblowing System (Sistem Pengaduan) salah satu bagian The Whistle Blowing System (Complaint System) is a component of
dari penerapan Sistem Manajemen Anti Penyuapan (Anti-bribery the Anti-Bribery Management System that has been and is being
Management System) berbasis ISO 37001:2016 telah dan sedang implemented in accordance with ISO 37001:2016. The company’s staff
diterapkan. Awareness karyawan perseroan terhadap penerapan GCG are sufficiently informed of GCG implementation and deserve to be
juga memadai dan patut diapresiasi. Terdapat 6 (enam) laporan dan commended. The Anti-Bribery, Ethics, and GCG Compliance Function
ditindaklanjuti oleh Fungsi Kepatuhan Anti Penyuapan, Etika dan GCG. is investigating six (six) reports. Consequences have also been applied
Konsekuensi terhadap laporan yang telah tuntas diselesaikan juga telah to the completed reports. There were also 100 reports of gratification
diberlakukan. Di samping itu, terdapat 100 laporan pemberian hadiah offers and 1 (one) report of verified gratification receipts.
dan terdapat 1 (satu) laporan penerimaan hadiah yang telah diverifikasi.
PERAN DIREKSI DALAM PERUMUSAN STRATEGI THE BOARD OF DIRECTORS’ ROLE IN

DAN KEBIJAKAN STRATEGIS PERUSAHAAN DEVELOPING THE COMPANY’S STRATEGY AND
STRATEGIC POLICY
Dalam melakukan perumusan strategi dan kebijakan strategi Perseroan The Board of Directors plays an active role in the company’s strategy
secara konsolidasi, Direksi berperan aktif pada setiap kebijakan unit and strategic policy formulation on a consolidated basis, including the
bisnis dan portofolio meliputi rencana kerja anggaran perusahaan (RKAP) company’s budget work plan (RKAP) in the business unit, business
di unit bisnis, target usaha, belanja modal, rencana investasi dan juga targets, capital expenditures, investment and expansion, information
ekspansi, teknologi informasi, sumber daya manusia serta strategi dan technology, and human resources, as well as plans and frameworks
kerangka kerja yang telah di turunkan dari induk perusahaan dan regulasi developed from the parent company’s policies and regulations, as well
serta penyesuaian dengan kondisi bisnis dan pasar ditahun berjalan. as adaptations to ongoing business and market conditions

Direksi melakukan pertemuan rutin di luar agenda rapat Direksi yaitu The Board of Directors held frequent meetings outside of the agenda
rapat manajemen secara rutin guna memastikan keselarasan kebijakan of the Board of Directors’ Meeting, namely the Management Meeting,
serta strategi yang di tentukan terakselerasi dengan baik untuk seluruh to ensure that the alignment of policies and strategies that have been
segmen bisnis Perseroan hingga ke entitas anak Perseroan. Selain itu, set is well accelerated for all of the company’s business segments and
untuk pemantauan secara berkala, Direksi melakukan rapat monitoring subsidiaries. In addition, the Board of Directors held performance
kinerja dengan manajemen dengan agenda pertumbuhan bisnis dan monitoring meetings with management on a regular basis, with an
kinerja keuangan, kinerja HSSE, Kinerja operasi hingga kontrak kerja. agenda focused on business growth and financial performance, HSSE
performance, operational performance, and work contracts.
Adapun pada manajemen risiko, Direksi bertanggung jawab atas In terms of risk management, the Board of Directors is in charge of
penerapan manajemen risiko terintegrasi, memastikan struktur kerja implementing integrated risk management by ensuring an effective
dalam organisasi yang efektif, kebijakan, prosedur serta pedoman yang work structure within the organization, appropriate policies, procedures,
sesuai dan infrastruktur yang saat ini sudah dibuat melalui Elnusa Risk and guidelines, and the infrastructure created through the Elnusa Risk
Management System (ERMS) dapat mendorong setiap unit bisnis hingga Management System (ERMS) to encourage each business unit to function
fungsi di operasi maupun share service mampu melihat dan memitigasi in operations and share services in order to oversee and mitigate risks
risiko yang muncul secara berkala. that arise on a regular basis.
PROSES YANG DILAKUKAN DIREKSI UNTUK THE BOARD OF DIRECTORS OVERSEES THE
MEMASTIKAN IMPLEMENTASI STRATEGI PROCESS TO ENSURING THAT THE COMPANY’S
PERUSAHAAN STRATEGY IS CARRIED OUT
Direksi berperan aktif dalam melakukan pemantauan pelaksanaan On a regular basis, the Board of Directors actively monitors the
rencana kerja perusahaan secara berkala. Dari pertemuan rutin dengan implementation of the company’s work plan. The Board of Directors
manajemen yang dilakukan, Direksi memperoleh umpan balik serta receives feedback from management at frequent meetings and takes
mengambil langkah cepat dan tepat dalam menyelaraskan dengan prompt and appropriate action in line with current business and market
kondisi bisnis dan pasar di tahun berjalan. Tinjauan yang dilakukan conditions. As part of the evaluations, business success indicators such as
di antaranya secara rutin melakukan monitoring terhadap indikator financial success, HSSE performance, operating performance, corporate
pencapaian bisnis pada kinerja keuangan perusahaan, kinerja HSSE, productivity, human resources, work contracts, and operational risk
kinerja operasi, produktivitas perusahaan, sumber daya manusia, were all consistently monitored. Internal Audit and Risk Management
kontrak kerja, risiko operational. Fungsi Internal Audit dan Manajemen functions assist the Board of Directors by providing feedback on how to
Risiko membantu Direksi dalam memberikan masukan untuk follow up on audit findings and manage operational risks.
menindaklanjuti temuan audit yang muncul serta memitigasi dari risiko
dalam menjalankan operasi.
PENILAIAN ATAS KINERJA KOMITE-KOMITE ASSESSMENT OF THE PERFORMANCE OF THE

YANG BERADA DIBAWAH DIREKSI BOARD OF DIRECTORS’ COMMITTEES
Pada tahun 2021, Elnusa tidak memiliki komite yang berada di bawah Elnusa does not have a committee under the Board of Directors in 2021.
Direksi.
PERUBAHAN KOMPOSISI ANGGOTA DIREKSI DI CHANGES IN THE COMPOSITION OF MEMBERS

TAHUN 2021 OF THE BOARD OF DIRECTORS IN 2021
Pada tahun 2021, komposisi Direksi Elnusa mengalami perubahan Elnusa’s Board of Directors underwent changes in 2021 in order to
dalam rangka menciptakan iklim usaha yang lebih agresif. Pengangkatan foster a more combative corporate environment. Elnusa’s Extraordinary
komposisi anggota Direksi Elnusa yang baru dilakukan melalui RUPS General Meeting of Shareholders (GMS) is used to appoint new members
Luar Biasa. to the Board of Directors.
Berikut adalah komposisi Direksi per 31 Desember 2021 berdasarkan The following is the composition of the Board of Directors as of
hasil RUPS Luar Biasa: December 31, 2021 based on the results of EGMS:

Laporan Manajemen
Management Report
KOMPOSISI DIREKSI PER 31 DESEMBER 2021

Composition of the Board of Directors per December 31, 2021
Jabatan Nama | Name Position
Direktur Utama John Hisar Simamora President Director
Direktur Keuangan Bachtiar Soeria Atmadja Director of Finance
Direktur Operasi Charles Harianto Lumbantobing Director of Operation
Direktur Pengembangan Usaha Ratih Esti Prihatini Director of Business Development
Direktur SDM & Umum Tenny Elfrida Director of HR & General
Perubahan komposisi Direksi tersebut merupakan penyesuaian The change in the composition of the Board of Directors is both an
organisasi terkait masa purna tugas dan juga strategi menghadapi organizational adjustment relating to the retirement period and a
perubahan dan tantangan industri yang dihadapi Perseroan. strategy to deal with the Company’s changing circumstances and
industrial difficulties.
Segenap jajaran Direksi berkomitmen untuk menjalankan amanah ini The whole Board of Directors is dedicated to fulfilling this duty by
dengan senantiasa mengedepankan prinsip tata kelola perusahaan yang consistently emphasizing excellent corporate governance principles for
baik untuk kepentingan Para Pemegang Saham dan Para Pemangku the benefit of Shareholders and other Stakeholders.
Kepentingan Lainnya.
PENUTUP CLOSING
Pencapaian di tengah situasi perekonomian yang tidak mendukung The Board of Directors continues to express appreciation in the presence
pada tahun 2021, Direksi tak henti-hentinya memanjatkan rasa syukur of God Almighty despite the unfavorable economic circumstances in
kehadirat Tuhan yang Maha Kuasa. Karena hanya dengan rahmat dan 2021. Only through His grace and guidance have we been able to record
hidayah-Nya, kami masih dapat mencatatkan laba meski tidak sesuai profits, despite the fact that they are not as expected.
harapan.
Direksi menyampaikan rasa hormat dan terima kasih kepada Dewan The Board of Commissioners, as well as the shareholders of Elnusa,
Komisaris, serta pemegang saham Elnusa, PT Pertamina Hulu Energi. PT Pertamina Upstream Energy, have earned the respect and thanks of
Direksi juga mengucapkan terima kasih atas kepercayaan yang telah the Board of Directors. The Board of Directors also expresses gratitude
diberikan pemegang saham. Apresiasi dan terima kasih juga kami to the shareholders for their faith in the company. Appreciation and
haturkan kepada kepada regulator, pelanggan, pemasok, dan mitra gratitude for the regulators’, consumers’, suppliers’, and business
usaha, atas dukungan dan kerja sama yang telah tercipta. partners’ support and cooperation.

Kepada seluruh pekerja Perseroan, Direksi menyampaikan apresiasi The Board of Directors expresses its gratitude to all employees for their
setinggi-tingginya atas kerja keras dan kerja cerdas yang telah dedication and creativity in the holding and subsidiaries. Both in the
ditunjukkan, baik di holding maupun anak perusahaan. Baik yang berada corporate headquarters and in the field.
di kantor pusat maupun di daerah operasi.
Mari kita kembali meneguhkan semangat berkarya, bahu membahu, We reinforce the spirit of teamwork, allowing Elnusa to continue
agar Elnusa terus dapat berkontribusi dalam mendukung ketahanan contributing to national energy sustainability. Elnusa has established
energi nasional. Elnusa menjadi perusahaan bermartabat dan menjadi itself as a respectable corporation and the preferred option of investors.
perusahaan pilihan investor.
Semoga pencapaian ini akan membawa hikmah pembelajaran This accomplishment, perhaps, will provide insight and inspiration to
serta dapat menginspirasi seluruh pihak. Semoga kita semua dapat all parties involved. May we all be able to maximize our strengths and
mengoptimalkan kemampuan dan menggali peluang baru yang dapat discover new possibilities that will allow the Company to grow and thrive
menjadi pondasi bagi Perseroan untuk tumbuh dan berkembang di masa in the future.
yang akan datang.
Jakarta, 23 Mei | May 23, 2022

Atas Nama Direksi
On behalf of the Board of the Directors
John Hisar Simamora

Direktur Utama
President Director

Laporan Manajemen
Management Report
Direksi
Board of Directors

01 05
04
02 03
01 Charles Harianto Lumbantobing

Direktur Operasi
Director of Operations
02 Ratih Esti Prihatini

Direktur Pengembangan Usaha
Director of Business Development
03 John Hisar Simamora

Direktur Utama
President Director
04 Tenny Elfrida
Direktur SDM & Umum
Director of HR & General Affairs
04 Bachtiar Soeria Atmadja

Direktur Keuangan
Director of Finance

Laporan Manajemen
Management Report
Lembar Pernyataan Anggota Dewan Komisaris

tentang Tanggung Jawab atas Laporan Tahunan 2021
PT Elnusa Tbk
Statement of the Board of Commissioners of Responsibility
Kami yang bertanda tangan di bawah ini, menyatakan bahwa semua We the undersigned hereby declare that all the information contained
informasi dalam Laporan Tahunan PT Elnusa Tbk tahun 2021 telah within the 2021 Annual Report of PT Elnusa Tbk has been presented
dimuat secara lengkap dan bertanggung jawab penuh atas kebenaran completely. We are fully responsible for the truthfulness of the content
Laporan Tahunan Perseroan. of the Annual Report.
Demikian pernyataan ini dibuat dengan sebenarnya. This statement has been made truthfully.
Jakarta, 23 Mei 2022 Jakarta, May 23, 2022
Agus Prabowo
Komisaris Utama
Wakhid Hasyim Anis Baridwan

Komisaris Komisaris Independen
Commissioner Independent Commissioner
Lusiaga Levi Susila


Lembar Pernyataan Anggota Direksi
tentang Tanggung Jawab atas Laporan Tahunan 2021
PT Elnusa Tbk
Statement of the Board of Directors of Responsibility
Kami yang bertanda tangan di bawah ini, menyatakan bahwa semua We the undersigned hereby declare that all the information contained
informasi dalam Laporan Tahunan PT Elnusa Tbk tahun 2021 telah within the 2021 Annual Report of PT Elnusa Tbk has been presented
dimuat secara lengkap dan bertanggung jawab penuh atas kebenaran completely. We are fully responsible for the truthfulness of the content
Laporan Tahunan Perseroan. of the Annual Report.
Demikian pernyataan ini dibuat dengan sebenarnya. This statement has been made truthfully.
Jakarta, 23 Mei 2022 Jakarta, May 23, 2022
John Hisar Simamora

Direktur Utama
President Director
Bachtiar Soeria Atmadja Charles Harianto Lumbantobing

Direktur Keuangan Direktur Operasi
Director of Finance Director of Operations
Ratih Esti Prihatini Tenny Elfrida

Direktur Pengembangan Usaha Direktur SDM dan Umum
Director of Business Development Director of HR and General

Profil
Perusahaan
Company Profile
58 Informasi Umum Perusahaan 114 Teknologi Informasi

Company General Information Information Technology
60 Jejak Langkah 117 Struktur dan Komposisi Pemegang Saham

Milestones Structure and Composition of Shareholders
62 Riwayat Singkat Perusahaan 123 Struktur Grup Perseroan

Brief History of the Company Company Group Structure
63 Bidang Usaha 124 Daftar Entitas Anak dan Entitas Asosiasi, Ventura Bersama/Kerja Sama
Business Fields Operasi
List of Subsidiaries and Associates, Joint Ventures/Joint Operations
68 Struktur Organisasi
Organizational Structure 132 Alamat Entitas Anak dan/atau Kantor Cabang atau Kantor Perwakilan
Addresses of Subsidiaries and/or Branch Offices or Representative
70 Visi, Misi, Nilai, dan Budaya Perusahaan Offices
134 Wilayah Operasional
77 Makna Logo Perusahaan Operational Area
The Meaning of Company Logo
140 Daftar Lembaga dan Profesi Penunjang Perusahaan
78 Profil Dewan Komisaris List of Supporting Institutions and Professionals of the Company
140 Daftar Penting Lainnya
82 Profil Direksi Other Important List
141 Informasi Website Perusahaan
87 Profil Pejabat Eksekutif Company Website Information
143 Pendidikan dan/atau Pelatihan
93 Sumber Daya Manusia Education and/or Training
Human Resources
Profil Perusahaan
Company Profile
Informasi Umum Perusahaan

Company General Information
Nama Perusahaan
Company Name PT Elnusa Tbk
Keterangan Perubahan Nama Pada tahun 1984, nama Perseroan berubah dari PT Elektronika In 1984, the Company’s name was amended from
Information of Name Amandement Nusantara menjadi PT Elnusa berdasarkan Akta Notaris No PT Elektronika Nusantara to PT Elnusa based on Notarial Deed
18 tanggal 8 Juni 1984 yang di buat di hadapan Sinta Susikto, No. 18 dated June 8, 1984 made in the presence of Sinta
Notaris, di Jakarta. Perubahan tersebut memiliki landasan Susikto, Notary, in Jakarta. The Company has a firm foundation
yang kuat yaitu dengan nama Elnusa, Perseroan telah memiliki under the name of Elnusa. The Company has the competency
kemampuan yang tidak hanya menjadi perusahaan jasa di to become the largest oil and gas service company in
bidang migas terbesar di Indonesia, sumber daya manusia Indonesia with international standards human resources in
yang dimiliki pun telah memenuhi standar internasional di the respective field.
bidang yang digeluti.
Tanggal Pendirian 25 Januari 1969 January 25, 1969
Date of Establishment
Tanggal Peresmian 9 September 1969 September 9, 1969
Date of Inauguration
Lama Berdiri 52 tahun per 31 Desember 2021 52 years as of December 31, 2021
Age of Establishment
Dasar Hukum Pendirian Akta Pendirian No. 18 tanggal 25 Januari 1969 yang di buat Deed of Establishment No. 18 dated January 25, 1969 made in
Legal Basis of Establishment di hadapan Tan Thong Kie, Notaris, di Jakarta, sebagaimana the presence of Tan Thong Kie, Notary, in Jakarta, as amended
diubah melalui Akta No. 10 tanggal 13 Februari 1969 dari through Deed No. 10 dated February 13, 1969 from the same
notaris yang sama. Akta pendirian ini, telah mendapat notary. This deed of establishment has been approved by
pengesahan dari Menteri Kehakiman Republik Indonesia the Minister of Justice of the Republic of Indonesia through
melalui Surat Keputusan No. J.A.5/18/24 tanggal 19 Februari Decree No. J.A.5/18/24 dated February 19, 1969, and has
1969, serta telah diumumkan dalam Berita Negara Republik been announced in the State Gazette of the Republic of
Indonesia No. 35, Tambahan No. 58 tanggal 2 Mei 1969. Indonesia No. 35, Supplement No. 58 dated May 2, 1969.
Status Perusahaan Perusahaan Terbuka (Tbk) Public Listed Company
Status of Company
Maksud dan Tujuan Pendirian Berusaha dalam bidang Jasa (aktivitas profesional; informasi Running business in the field of services (professional
The Objective and Purpose of the dan komunikasi; real estat; aktivitas ketenagakerjaan, dan activities; information and communication; real estate;
Establishment usaha penunjang lainnya); perdagangan besar dan eceran; employment activities and other supporting businesses);
pertambangan dan penggalian; pembangunan (konstruksi); wholesale and retail trade; mining and excavation;
perindustrian; dan pengelolaan air; pengelolaan air limbah. development (construction); industry; and water
management; wastewater management.
Kegiatan Bisnis Utama Sesuai a. Bidang jasa (aktivitas profesional, informasi dan a. Services sector (professional activities, information and
Anggaran Dasar komunikasi, real estat, aktivitas ketenagakerjaan, dan communication, real estate, employment activities, and
Main Business Activities According to usaha penunjang lainnya). other supporting businesses).
the Articles of Association b. Bidang perdagangan besar dan eceran. b. Wholesale and retail trade.
c. Bidang pertambangan dan penggalian. c. Mining and quarrying.
d. Menjalankan usaha dalam bidang pembangunan d. Running a business in the field of development
(konstruksi). (construction).
e. Menjalankan usaha dalam bidang perindustrian. e. Running a business in the industrial sector.
Kegiatan Bisnis Penunjang sesuai a. Jasa (aktivitas penunjang pertambangan minyak bumi dan a. Services (oil and gas mining support activities)
Ketentuan Anggaran Dasar gas).
Supporting Business Activities in b. Pengelolaan air, pengelolaan air limbah (aktivitas b. Water management, waste water management (supporting
Accordance with the Articles of penunjang pengelolaan air, pengelolaan dan pembuangan activities for water management, non-hazardous waste
Association air limbah tidak berbahaya, pengelolaan dan pembuangan water management and disposal, hazardous waste water
air limbah berbahaya). management and disposal)
c. Perdagangan (perdagangan eceran bahan bakar kendaraan c. Trading (retail trade in vehicle fuel at public gas stations
di stasiun pengisian bahan bakar umum [SPBU]). [SPBU])
d. Pertambangan (aktivitas penunjang pertambangan dan d. Mining (mining and other excavation support activities)
penggalian lainnya).
e. Pembangunan (konstruksi bangunan pengolahan dan e. Construction (construction of oil and gas goods processing
penampungan barang minyak dan gas). and storage buildings)
f. Perindustrian lainnya (industri mesin penambangan, f. Other industries (mining, quarrying and construction
penggalian dan konstruksi). machinery industry)
Kepemilikan Saham Kepemilikan Saham Perseroan per 31 Desember 2021: Share Ownership of the Company as of December 31, 2021:
Shareholder Composition • PT Pertamina Hulu Energi (PHE) dengan kepemilikan 51,1% • PT Pertamina Hulu Energi (PHE) with 51.1% share
saham. ownership.
• Publik (< 5% Individu), dengan kepemilikan 48,9% saham. • Public (< 5% Individual), with 48.9% share ownership.
Modal Dasar Rp2.250.000.000.000 Rp2,250,000,000,000
Authorized Capital
Modal Ditempatkan dan Disetor Rp729.850.000.000 Rp729,850,000,000
Penuh
Issued Capital and Paid-up Capital

Pencatatan Saham di Bursa Saham Bursa Efek Indonesia (d/h Bursa Efek Jakarta dan Bursa Efek Indonesia Stock Exchange (formerly Jakarta Stock Exchange
Listing of Shares on the Stock Surabaya), 6 Februari 2008 and Surabaya Stock Exchange), February 6, 2008
Exchange
Kode Saham ELSA ELSA
Share Code
Jumlah Karyawan 1.170 orang (2021) 1,170 employees (2021)
Number of Employees
Alamat Perusahaan Graha Elnusa, Lantai 16 Graha Elnusa, 16th Floor
Company Address Jl. TB Simatupang Kav. 1B Jl. TB Simatupang Kav. 1B
Jakarta 12560, Indonesia Jakarta 12560, Indonesia
Telepon (+61 21) 7883 0850
Telephone
Faksimile (+62 21) 7883 0907
Facsimile
Surel corporate@elnusa.co.id
E-mail marketing@elnusa.co.id
Situs Perusahaan www.elnusa.co.id
Company Website
Media Sosial Linkedin: PT Elnusa Tbk
Social Media Instagram: @elnusaofficial
Youtube: Elnusa
Area Operasi 2021 Indonesia
2021 operational area
Keikutsertaan dalam Asosiasi • Himpunan Ahli Geofisika Indonesia (HAGI) • Indonesian Association of Gheophysicist
Participation in Association • World Safety Organization (WSO) • World Safety Organization (WSO)
• Indonesia Corporate Secretary Association (ICSA) • Indonesia Corporate Secretary Association (ICSA)
• Perhimpunan Hubungan Masyarakat Indonesia • Perhimpunan Hubungan Masyarakat Indonesia
(PERHUMAS) (PERHUMAS)
Untuk informasi lebih lanjut mengenai

Perseroan dapat menghubungi:
For further information about the Company
please contact:
Sekretaris Perusahaan
Corporate Secretary
ARI WIJAYA
Graha Elnusa Lt. 16 | 16th Fl.
Jl. TB Simatupang Kav. 1B
Jakarta 12560, Indonesia
(+62 21) 7883 0850

(+62 21) 7883 0907
corporate@elnusa.co.id

Profil Perusahaan
Company Profile
Jejak Langkah
Milestones
• Melakukan
Restrukturisasi
Permodalan.
• IPO & menjadi Public
Didirikan dengan nama Listed Company.
PT Elektronika Nusantara
yang bergerak di bidang • Conducted Capital
elektronika pelayaran sebagai Restructuring.
marine elektronika services. • Conducted IPO &
Pembentukan PT Elnusa became a Public Listed
Workover Services (EWS). Company.
Established under the name
of PT Elektronika Nusantara,
Mendirikan PT Elnusa
2008
Establishment of
engaged in marine electronic
PT Elnusa Workover Drillling Services (EDS).
service provider.
Services (EWS).
Established PT Elnusa
1969 1984
Drillling Services (EDS).
2004
2011
Melakukan program
Turnaround: “stop the
bleeding program”,
“re-financing program”,
dan “perubahan budaya
manusia” untuk perbaikan
2007
struktur biaya, struktur
pendanaan, model bisnis,
budaya perusahaan &
intervensi bisnis.
• Menetapkan fokus usaha.
• Melakukan restrukturisasi
1972 1996
Conducted Turnaround
bisnis dan portofolio program: “stop the bleeding
(Merger) serta menjadi program”, “re-financing
operating Holding. program”, and “change in
Membentuk Divisi Seismic Data Menjadi Investment Holding
Processing (Cikal bakal PT Elnusa human culture” to improve
dengan lebih dari 10 • Determined the business cost structure, funding
Geosains Services). Portofolio. focus. structure, business model,
• Conducted business and corporate culture & business
Established the Seismic Data Become an Investment portfolio restructuring
Processing Division (the intervention.
Holding with more than 10 (Merger) to became an
forerunner of PT Elnusa Geosains Portfolios. operating holding.
Services).

Mengembangkan Metode, Laba Bersih Konsolidasi Elnusa
Memperkuat Keseimbangan pada tahun 2020 tercatat sebesar
Portofolio. Mencatatkan Rp249 miliar, pencapaian yang
pendapatan tertinggi patut disyukuri dengan kondisi
sepanjang sejarah berdiri perekonomian yang terdampak
melalui penguatan diversifikasi triple shock.
Memantapkan penguatan portofolio.
Elnusa’s Consolidated Net Profit in
core business dan 2020 was recorded at Rp249 billion,
melakukan diversifikasi Developing the Methods,
• Mengubah visi menjadi Strengthened the Portfolio an achievement to be grateful of,
portofolio pada jasa given the unfavourable economic
Energy Services Balance. Recorded the highest
distribusi dan logistik conditions, as result of the triple
Company. revenue ever by strengthening
energi. shock.
• Perubahan Logo & portfolio diversification.
Corporate Identity
Strengthened the core
2018 2020
Perusahaan.
business and diversified
• Year of Human
the portfolio in energy
Resources.
distribution and logistics
services.
• Changed the vision
to become an Energy
Services Company.
• Changed the Company’s 2016
Logo & Corporate
Identity.
• Year of Human
Resources.
2013
2021
Meningkatkan kompetensi dan
kapabilitas melalui berbagai
aliansi strategi serta sinergi dan
2019 berkolaborasi untuk mendukung

kinerja operasional Subholding
Membuktikan Upstream Pertamina sebagai
Pemegang saham pengendali
2014 2017
kemampuannya untuk turut
membangun kapasitas
nasional sebagai perusahaan
jasa energi yang mengusung Improving competences
Menetapkan 2014 sebagai Penguatan posisi kompetitif Total Solution di usianya
Year of Development, bisnis inti sebagai prioritas yang telah menginjak 50
and capabilities through
memperkuat tatanan utama di samping pengkayaan tahun, Elnusa. strategic alliances, synergy and
operational organisasi dan portofolio bisnis dan
fungsi pengendalian internal pengembangan bisnis
collaboration, in order to support
Proving its capability to help
serta melakukan evaluasi dan baru yang selaras dengan building national capacity as the operational performance of
mendefinisikan ulang produk/ pengembangan zaman dan an energy service company Upstream Subholding Pertamina as
jasa Perseroan. kebutuhan klien. that carries Total Solution at
the age of 50, Elnusa. the controlling shareholder.
Established the year 2014 Strengthening the competitive
as the Year of Development, position of the core business
strengthening the operational as a top priority in addition
order of the organization and to enriching the business
internal control functions portfolio and developing new
as well as evaluating and businesses in line with the
redefining the Company’s progress and client needs.
products/services.

Profil Perusahaan
Company Profile
Riwayat Singkat Perusahaan

Brief History of the Company
PT Elnusa Tbk (“Perseroan”) didirikan dengan nama PT Electronika PT Elnusa Tbk (the “Company”) was established under the name
Nusantara berdasarkan Akta Notaris No. 18 tanggal 25 Januari 1969 dari PT Electronika Nusantara based on Notarial Deed No. 18 dated January
Tan Thong Kie, S.H., sebagaimana di ubah melalui Akta Notaris No. 10 25, 1969 from Tan Thong Kie, S.H., as amended through Notarial Deed
tanggal 13 Februari 1969 dari notaris yang sama. Akta pendirian ini, yang No. 10 dated February 13, 1969 from the same notary. This deed of
merupakan Anggaran Dasar Perseroan, telah mendapat pengesahan establishment, which forms the Company’s Articles of Association, has
dari Menteri Kehakiman Republik Indonesia melalui Surat Keputusan been approved by the Minister of Justice of the Republic of Indonesia
No. J.A.5/18/24 tanggal 19 Februari 1969, serta telah diumumkan dalam through Decree No. J.A.5/18/24 dated February 19, 1969, and has been
Berita Negara Republik Indonesia No. 35, Tambahan No. 58 tanggal 2 announced in the State Gazette of the Republic of Indonesia No. 35,
Mei 1969. Supplement No. 58 dated May 2, 1969.
Entitas induk Perseroan adalah PT Pertamina (Persero) dan entitas induk The parent business entity is PT Pertamina (Persero) and the major
terakhirnya adalah Pemerintah Republik Indonesia. Perseroan mengawali stakeholder entity is is the Government of the Republic of Indonesia. The
kiprahnya sebagai pendukung operasi PT Pertamina (Persero), terutama Company initiate the business as the operational support of PT Pertamina
dalam memberikan pelayanan termasuk pemeliharaan dan perbaikan, (Persero), especially in the provision of services including maintenance
di bidang peralatan komunikasi elektronik, peralatan navigasi, dan and repair, in the field of electronic communication equipment,
sistem radar yang digunakan oleh kapal-kapal milik Pertamina maupun navigation equipment and radar systems used by Pertamina’s vessels as
kapal-kapal minyak asing yang memiliki perjanjian kerja sama dengan well as foreign oil tanker vessels that have cooperation agreements with
Badan Usaha Milik Negara (BUMN) di bidang Migas. State-Owned Enterprises (BUMN) in the field of oil and gas.
Pada tahun 1984, nama Perseroan berubah menjadi PT Elnusa In 1984, the name of the Company was amended to PT Elnusa based on
berdasarkan Akta Notaris No. 23 tanggal 8 Juni 1984 yang dibuat Notarial Deed No. 23 dated June 8, 1984 made in the presence of Sinta
di hadapan Sinta Susikto, Notaris, di Jakarta. Hingga akhirnya pada Susikto, Notary, in Jakarta. In February 6, 2008, the Company is officially
tahun 2008, Perseroan secara resmi terdaftar di Bursa Efek Indonesia listed on the Indonesia Stock Exchange (stock code: ELSA), using the
(Kode saham: ELSA) pada 6 Februari 2008 dan menggunakan nama name of PT Elnusa Tbk. Besides oil and gas services, the Company now
PT Elnusa Tbk. Perseroan kini tidak hanya melayani jasa migas, namun provides energy services and is ready to become the trust of national
juga melayani jasa energi dan siap menjadi kepercayaan dari klien and international clients.
nasional maupun internasional.

Bidang Usaha
Business Fields
KEGIATAN USAHA BERDASARKAN ANGGARAN BUSINESS ACTIVITIES BASED ON THE LATEST

DASAR TERAKHIR ARTICLE OF ASSOCIATION
Berdasarkan Akta Perubahan terakhir Perseroan No. 84 tanggal 31 Based on the latest amendment Deed of the Company No. 84 dated
Desember 2021 dibuat di hadapan Aulia Taufani, S.H., Notaris di Jakarta December 31, 2021 made in the presence of Aulia Taufani, S.H., Notary
yang telah mendapat persetujuan Menteri Hukum dan Hak Asasi in Jakarta with the approval of the Minister of Law and Human Rights
Manusia RI dengan Surat Keputusan No. AHU-AH.01.03-0040300 Tahun of the Republic of Indonesia trough 2021 Decree No. AHU AH.01.03-
2021 tanggal 19 Januari 2022, terdapat penyusunan kembali Pasal 3 0040300 dated January 18, 2021, there was revision of Article 3 of the
Anggaran Dasar Perseroan yaitu: Company’s Articles of Association, namely:
1. Maksud dan tujuan Perseroan ini berusaha dalam bidang jasa 1. The goals and objectives of the Company are to carry out business
(aktivitas profesional; informasi dan komunikasi; real estat; aktivitas in the field of services (professional activities, information and
ketenagakerjaan dan usaha penunjang lainnya); perdagangan communication, real estate, Labor activities, and other supporting
besar dan eceran; pertambangan dan penggalian; pembangunan businesses), Wholesale and retail trade, Mining and excavation,
(konstruksi); perindustrian; dan pengelolaan air, pengelolaan air Building (construction), Industrial, and Water and Wastewater
limbah. Management.
2. Untuk mencapai maksud dan tujuan tersebut di atas, Perseroan 2. In order to achieve the above stated goals and objectives, the
dapat melaksanakan kegiatan usaha sebagai berikut: Company may carry out the following business activities:
a. Menjalankan usaha dalam bidang jasa (aktivitas profesional; a. Running a business in the field of Services (professional
ilmiah dan teknis; informasi dan komunikasi; real estat; aktivitas activities; information and communication; real estate; labor
ketenagakerjaan dan usaha penunjang lainnya), antara lain: activities, and other supporting businesses), such as:
- Reparasi kapal, perahu, dan bangunan terapung. - Ships, boats and floating structures repairment.
- Aktivitas keinsinyuran dan konsultasi teknis yang - Engineering and technical consulting activities related.
sehubungan dengan itu.
- Aktivitas pengolahan data. - Data processing activities.
- Aktivitas konsultasi komputer dan manajemen fasilitas - Computer consulting activities and other computer facility
komputer lainnya. management activities.
- Aktivitas teknologi informasi dan jasa komputer lainnya. - Information technology activities and other computer
services.
- Aktivitas konsultasi manajemen lainnya. - Other management consulting activities.
- Aktivitas penyeleksian dan penempatan tenaga kerja. - Workforce selection and placement activities.
- Real estat yang dimiliki sendiri atau disewa. - Self-owned or leased real estate.
- Aktivitas penyedia gabungan jasa penunjang fasilitas. - Facility support service provider activity.
b. Menjalankan usaha dalam perdagangan besar dan eceran, b. Running a business in the field of Wholesale and Retail Trade,
antara lain: such as:
- Perdagangan besar bahan bakar padat, cair, dan gas dan - Wholesale trade in solid, liquid, and gaseous fuels
produk yang berhubungan dengan itu. andrelated products.
- Perdagangan besar atau balas jasa (fee) atau kontrak. - Wholesale trade or fees or contracts.
- Perdagangan besar peralatan telekomunikasi. - Wholesale trade of telecommunication equipment.
c. Menjalankan usaha dalam bidang Pertambangan dan c. Running a business in the field of Mining and Excavation sector,
Penggalian antara lain: such as:
- Aktivitas penunjang pertambangan minyak bumi dan gas. - Supporting activities for oil and gas mining;
- Aktivitas penunjang pertambangan dan penggalian lainnya. - Supporting activities for other mining and Excavation
d. Menjalankan usaha dalam bidang Pembangunan (konstruksi), d. Running a business in the field of Building construction, such as:
antara lain:
- Konstruksi bangunan dan pengolahan dan penampungan - Building construction and processing, and storage of oil
barang minyak dan gas. and gas.
- Instalasi minyak dan gas. - Oil and gas installations.
- Konstruksi sentral telekomunikasi. - Telecommunication central construction.

Profil Perusahaan
Company Profile
e. Menjalankan usaha dalam bidang Perindustrian, antara lain: e. Running a business in the field of Industrial, such as:
- Industri mesin penambangan, penggalian, dan konstruksi. - Mining, excavation, and construction machinery industries.
- Industri bahan bakar dari pemurnian dan pengilangan - Fuel from petroleum refining industry.
minyak bumi.
- Industri produk dari hasil kilang minyak bumi. - Petroleum refineries industry.
- Pembangkitan tenaga listrik (termasuk juga energi - Electric power generation (including alternative energy).
alternatif).
- Industri kapal dan perahu. - Ship and boat industry.
3. Untuk mencapai maksud dan tujuan tersebut di atas serta 3. In order to achieve the above stated goals and objectives and to
menunjang kegiatan usaha utama Perseroan tersebut di atas, support the main business activities above, the Company also carry
Perseroan melaksanakan juga kegiatan usaha penunjang di bidang: out supporting business activities in the fields of:
a. Jasa (aktivitas penunjang pertambangan minyak bumi dan gas). a. Services (supporting activities for oil and gas mining).
b. Pengelolaan air, pengelolaan air limbah (aktivitas penunjang b. Water Management, Wastewater Management (supporting
pengelolaan air, pengelolaan dan pembuangan air limbah activities for water management, management and disposal
tidak berbahaya, pengelolaan dan pembuangan air limbah of non-hazardous waste water, management and disposal of
berbahaya). hazardous waste water).
c. Perdagangan (perdagangan eceran bahan bakar kendaraan di c. Trade (retail trade in vehicle fuel at public refueling stations
stasiun pengisian bahan bakar umum (SPBU)). (SPBU)).
d. Pertambangan (aktivitas penunjang pertambangan dan d. Mining (mining and other excavation support activities).
penggalian lainnya).
e. Pembangunan (konstruksi bangunan pengolahan dan e. Construction (construction of building for processing and
penampungan barang minyak dan gas). storing oil and gas goods).
f. Perindustrian lainnya (industri mesin penambangan, f. Other industries (mining, quarrying and construction machinery
penggalian, dan konstruksi) yang menunjang kegiatan usaha industry) which support the Company’s main business activities.
utama Perseroan.
KEGIATAN USAHA YANG DIJALANKAN THE CURRENT BUSINESS ACTIVITIES

Berdasarkan Pernyataan Standar Akuntansi Keuangan (PSAK) 5 Based on the Statement of Financial Accounting Standards (PSAK) 5
(Revisi 2009) tentang “Segmen Operasi”, segmen usaha Perseroan (Revised in 2009) concerning “Operating Segments”, the Company’s
dikelompokkan menurut kegiatan usaha yaitu, Jasa Hulu Migas, Jasa business segments are grouped according to business activities, namely,
Distribusi & Logistik Energi, serta Jasa Penunjang Migas, dengan Upstream Oil and Gas Services, Energy Distribution & Logistics Services,
keterangan sebagai berikut: and Oil and Gas Support Services, with the following information:
Segmen Usaha
Kegiatan Usaha Business Activities
Business Field
Jasa Hulu Migas Menyediakan jasa pengukuran data geofisika/seismik, Providing geophysical/seismic data measurement
Upstream Oil & Gas Services jasa pemboran migas, jasa oilfield dan jasa operation services, oil and gas drilling services, oilfield services,
& maintenance (O&M) dan engineering, procurement, and operation & maintenance (O&M) and engineering,
& construction (EPC). procurement, & construction (EPC) services.
Jasa Distribusi & Logistik Energi Menyediakan jasa penyimpanan, perdagangan, Providing storage, trading, distribution and marketing
Energy Distribution & Logistics pendistribusian, serta pemasaran produk minyak dan services for oil and gas products in Indonesia.
Services gas di Indonesia.
Jasa Penunjang Migas Menyediakan jasa penguliran, perdagangan pipa Open Providing rolling services, trading Open Cycle Gas
Oil and Gas SupportServices Cycle Gas Turbine (OCGT) dan fabrikasi, pembuatan Turbine (OCGT) pipelines and fabrication, thread
ulir (threading) untuk pemboran migas, jasa making (threading) for oil and gas drilling, data
pengelolaan data dan informasi energi dan sumber management services and information on energy
daya mineral (khususnya eksplorasi dan eksploitasi and mineral resources (especially exploration
minyak dan gas bumi), jasa pengelolaan data migas, and exploitation of oil and gas), oil and gas data
jasa pembangunan sistem teknologi informasi management services , integrated information
terpadu, jasa telekomunikasi, jasa penyediaan technology system development services,
jaringan, telekomunikasi satelit dan sistem komunikasi telecommunications services, network services
Very-Small-Aperture Terminal (VSAT). provider, satellite telecommunications and the
Very-Small-Aperture Terminal (VSAT) communication
system.

PRODUK/JASA PERSEROAN COMPANY PRODUCTS/SERVICES
Berdasarkan maksud dan tujuan serta kegiatan usaha yang dilakukan, Based on the goals and objectives as well as the business activities
Perseroan mengembangkan produk dan jasa melalui 3 (tiga) segmen carried out, the Company develops products and services through
usaha, yang juga dijalankan oleh kelompok usaha Perseroan, dengan 3 (three) business segments, which are also run by the Company’s
penjelasan sebagai berikut: business groups, with the following explanation:
Segmen Usaha Divisi/Entitas Anak Aktivitas Pokok Aktivitas Bisnis

Business Segment Division/Subsidiary Main Activities Business Activities
Jasa Hulu Migas Divisi: Jasa Akuisisi Data Geofisika/ 1. Seismic Data Acquisition (Land, Marine and
Upstream Oil and Gas Divisi Geoscience & Reservoir Survei Seismik Migas Transition Zone/TZ)
Services Services (GRS) 2. Non-Seismic Data Acquisition
Entitas Anak: 3. Seismic Data Processing
PT Elnusa Geosains Indonesia 4. Geology, Geophysics & Reservoir
(EGI)
Division: Geophysical Data Acquisition/Oil
Geoscience & Reservoir Services and Gas Seismic Survey Services
(GRS) Division
Subsidiary:
PT Elnusa Geosains Indonesia
(EGI)
Divisi: Jasa Pengeboran dan 1. Drilling Services
Divisi Oilfield Services (OFS) Pemeliharaan Lapangan Migas 2. Hydraulic Workover & Snubbing Services
Entitas Anak: 3. Coiled Tubbing Services
PT Elnusa Oilfield Services (EOS) 4. Electric Wireline Logging Services
Division: Oil and Gas Field Drilling and 5. Well Testing Services
Divisi Oilfield Services (OFS) Maintenance Services 6. Cementing & Pumping Services
Subsidiary: 7. Drilling Fluid Services
PT Elnusa Oilfield Services (EOS) 8. Surface Testing & Drill Steam Testing Services
9. Mud Logging & H2S Services
10. Enhance Oil Recovery
11. Well Plug & Abandonment
12. Artificial Lift
Divisi: Jasa Operation & Maintenance 1. Engineering, Procurement, & Construction
Divisi EPC-OM (Engineering, (O&M) dan Engineering, 2. Operation & Maintenance
Production and Cosntruction – Procurement, & Construction
Operation & Maintenance) (EPC)
Division: Operation & maintenance
EPC-OM (Engineering, (O&M) and Engineering
Production and Cosntruction – Services, Procurement, &
Operation & Maintenance) Construction (EPC)
Jasa Distribusi & Entitas Anak: Jasa penyimpanan BBM, 1. Manajemen depot BBM milik swasta, mulai
Logistik Energi PT Elnusa Petrofin (EPN) pendistribusian BBM, dari kegiatan administrasi pembelian BBM,
Energy Distribution & perdagangan BBM industri & pengangkutan BBM, penyimpanan BBM dan
Logistics Services marine, perdagangan chemicals, penyaluran BBM di lokasi pelanggan. EPN juga
perdagangan pelumas & aspal, memiliki depot BBM sendiri dengan kapasitas
serta pengelolaan SPBU & SPBE 4.400 KL di Plumpang-Semper, Jakarta Utara
Subsidiary: Fuel storage services, fuel untuk menyimpan Pertadex Pertamina.
PT Elnusa Petrofin (EPN) distribution, Industrial & Marine 2. Manajemen distribusi BBM, distribusi BBM
fuel trading, chemicals trading, dari depot Pertamina ke SPBU, Agen Premium
lubricants & asphalt trading, and Minyak Solar (APMS) dan stasiun pengisian
SPBU & SPBE management bahan bakar bunker (SPBB)
3. Pengelolaan SPBU dan SPBE
4. Perdagangan Bahan Kimia
5. Perdagangan BBM Industri – Marine
6. Perdagangan Pelumas dan Aspal
1. Management of privately-owned fuel JH
depots, starting from administration activities
for fuel purchases, fuel transportation, fuel
storage and fuel distribution at customer
locations. EPN also has its own fuel depot with
a capacity of 4,400 KL in Plumpang-Semper,
North Jakarta to store Pertamina’s Pertadex.
2. Fuel distribution management, fuel
distribution from Pertamina depots to gas
stations, Premium Solar Oil Agent (APMS) and
bunker refueling stations (SPBB)
3. Management of SPBU and SPBE
4. Chemical Trading
5. Industry-Marine fuel trade
6. Lubricants and Asphalt Trading

Profil Perusahaan
Company Profile

Jasa Penunjang Migas Entitas Anak: Jasa fabrikasi, penguliran dan 1. Pengolahan bahan mentah dan bahan baku.
Oil and Gas Support PT Elnusa Fabrikasi Konstruksi perdagangan pipa Oil Country 2. Pembuatan serta perbaikan alat-alat
Services (EFK) Tubular Goods (OCTG), proyek perminyakan.
EPC dan Maintenance Services 3. Perdagangan umum, termasuk ekspor, impor,
regional dan lokal.
4. Penyediaan jasa untuk bidang minyak dan
gas bumi, yaitu OCTG dan penguliran pipa.
Berperan sebagai agen dari perusahaan dari
dalam maupun luar negeri.
5. Jasa pemeliharaan mesin dan peralatan migas.
6. Layanan jasa desain, engineering,
pengawasan, dan pelaksanaan konstruksi.
Subsidiary: Fabrication, threading and 1. Processing of raw materials and raw materials.
PT Elnusa Fabrikasi Konstruksi trading services for Oil Country 2. Manufacture and repair of petroleum
(EFK) Tubular Goods (OCTG) pipes, equipment.
EPC projects and Maintenance 3. General trade, including export, import,
Services regional and local.
4. Provision of services for the oil and natural
gas sector, namely OCTG and pipelines. Acting
as an agent for companies from within and
outside the country.
5. Oil and gas machinery and equipment
maintenance services.
6. Design, engineering, supervision, and
construction implementation services.
Entitas Anak: Jasa Pengelolaan Data Migas 1. Pengelolaan data migas (fisik & digital)
PT Patra Nusa Data (PND) Meliputi, Data Fisik (Report/ nasional untuk menarik investasi migas
Paper, Media Simpan Data, nasional.
Fluida, Batuan) dan Data 2. Bisnis Farm in Farm Out.
Digital, Jasa Alih Media, Jasa 3. Bisnis pengelolaan data migas korporat
Remastering, Jasa Prospect (Corporate Data Repository).
Evaluation, Jasa Aplikasi IT 4. Bisnis pengelolaan data non migas
Data Management, Bisnis 5. Pembangunan System Digital Oilfield
Design & Implementasi Data Management.
Governance, Data Warehouse 6. Pembangunan, pengembangan dan
Digital, Advance Well Data pengelolaan Advance well data management
Management (Online Welldata monitoring).
7. Design & implementasi data governance.
8. Bisnis data warehouse digital dan Corporate
Dashboard System.
Subsidiary: Oil and Gas Data Management 1. National oil and gas data management
PT Patra Nusa Data (PND) Services Include, Physical (physical & digital) to attract national oil and
Data (Report/Paper, Data gas investment.
Storage Media, Fluid, Rocks) 2. Farm in Farm out Business
and Digital Data, Media 3. The business of managing corporate oil and
Transfer Services, Remastering gas data (Corporate Data Repository)
Services, Prospect Evaluation 4. Non-oil and gas data management business
Services, IT Data Management 5. Development of a Digital Oilfield Management
Application Services, Business System
Design & Implementation of 6. Development, development and management
Data Governance, Digital Data of Advance well data management (Online
Warehouse, Advance Well Data Welldata monitoring)
Management 7. Design & implementation of data governance
8. Digital warehouse data business and
Corporate Dashboard System

Entitas Anak: Jasa penyimpanan data fisik, 1. Penyimpanan dan pengelolaan berbagai jenis
PT Sigma Cipta Utama (SCU) pengelolaan data elektronik & dokumen meliputi Magnetic Tape Storage,
sistem informasi, penyimpanan Document Hardcopy Storage, Geological
contoh batuan migas, Sample Storage, General Warehousing,
telekomunikasi radio, jasa Geological Sample Maintenance Services, Data
aplikasi sistem IT Assesment, Data Storage & Library Servicing,
Magnetic Media Transferring, dan Hardcopy
Scanning.
2. Information & Communication Technology
(ICT), meliputi Data Center & Disaster Recovery
Services, IT Solution, IT Service Management
(ITSM), Knowledge Management System
(KMS), Radio (Trunking and Conventional)
Telecommunication Solution, Equipment
Monitoring Control, Vessel Tracking
Monitoring System, dan GPS Tracking.
3. Pembuatan duplikat data master dalam
berbagai media dan mengubah format data.
4. Proses perlindungan data untuk kepentingan
backup dan recovery data elektronik.
Subsidiary: Physical data storage services, 1. Storage and management of various types of
PT Sigma Cipta Utama (SCU) electronic data management & documents including Magnetic Tape Storage,
information systems, storage Document Hardcopy Storage, Geological
of oil and gas samples, radio Sample Storage, General Warehousing,
telecommunications, IT system Geological Sample Maintenance Services, Data
application services Assessment, Data Storage & Library Servicing,
Magnetic Media Transferring, Hardcopy
Scanning.
2. Information & Communication Technology
(ICT), including Data Center & Disaster
Recovery Services, IT Solution, IT Service
Management (ITSM), Knowledge Management
System (KMS), Radio (Trunking and
Conventional) Telecommunication Solution,
Equipment Monitoring Control, Vessel Tracking
Monitoring System, GPS Tracking.
3. Duplicate master data in various media and
change the data format.
4. Data protection process for the purposes of
electronic data backup and recovery.
Entitas Anak: Jasa pendukung layanan marine 1. Jasa penyewaan kapal untuk keperluan
PT Elnusa Trans Samudera migas operasional lapangan minyak, seperti
(ETSA) penyewaan tug boat, crew boat, AWB dan,
multipurpose barges.
2. Jasa penyewaan kapal untuk keperluan seismik
survei.
3. Jasa penyewaan kapal untuk keperluan
operasional bisnis lain selain migas.
Subsidiary: Supporting services for marine 1. Boat rental services for oil field operations,
PT Elnusa Trans Samudera oil and gas such as tug boat rental, crew boat, AWB and
(ETSA) multipurpose barges.
2. Ship charter services for seismic survey
purposes
3. Ship charter services for business operations
other than oil and gas

Profil Perusahaan
Company Profile
Struktur Organisasi
Organizational Structure
Charles Harianto Lumbantobing

Direktur Operasi
Director of Operation
Ratih Esti Prihatini

Direktur Pengembangan Usaha
John Hisar Simamora

Direktur Utama
President Director
Ari Wijaya Ganang Soegiyarso

Sekretaris Perusahaan Ketua Internal Audit
Corporate Secretary Chief of Internal Audit
Bachtiar Soeria Atmadja
Direktur Keuangan
Director of Finance
Ramon Arias Pili Asmal Salam

VP of HSSE Chief of Legal & Compliance
Tenny Elfrida
Direktur SDM & Umum

Muhlis Yadi (Vacant) (Vacant) Achmad Zaki
VP of Geoscience & VP of Asset Reliability &
VP of Oilfield Service VP of EPC & OM Services
Reservoir Services Productivity
Hera Handayani Yogi Faratodi Ferdiansyah

VP of Engineering Center &
VP of Business Development VP of Marketing
Quality Management
Meljevi Budia Yogi Firdaus Aditya Dewobroto Mira Puspitawati

VP of Strategic Planning & Senior Manager of Enterprise
VP of Controller VP of Treasury & Financing
Corporate Management Risk Management
Agung Wahidin Wibisana Edy Efendy Dian Indra Bintoro Adi Yatama Adi Guna Hanggara Hardiansyah
VP of Supply Chain Senior Manager of Property Senior Manager of Senior Manager of Elnusa
VP of Human Capital
Management Mgt. & General Affair Information System Petroleum School

Profil Perusahaan
Company Profile
Visi, Misi, Nilai, dan Budaya

Perusahaan
Visi, Misi, Nilai, dan Budaya Perusahaan senantiasa di kaji secara berkala The Company Vision, Mission, Values, and Culture are regularly reviewed
untuk memastikan kesesuaiannya dengan perkembangan lingkungan to ensure its suitability with the development of the Company’s business.
bisnis Perseroan. Perumusan Visi, Misi, Nilai, dan Budaya Perusahaan The formulation of the Company Vision, Mission, Values, and Culture is
dilakukan dengan melibatkan seluruh pihak yang terkait yaitu Dewan carried out by involving all related parties, among others, the Board of
Komisaris, Direksi, dan Karyawan, serta memperhatikan kepentingan Commissioners, Board of Directors, and Employees, and considering the
dari para Pemangku Kepentingan lainnya. Stakeholders and other Stakeholders’ interest.
Sejalan dengan perkembangan lingkungan bisnis dan tantangan yang In line with the development of the business environment and the
dihadapi, Perseroan mengubah visi-misi yang menjadi tujuan selama challenges faced, the Company has changed its vision and mission. The
ini. Perubahan visi, misi ini adalah untuk menguatkan keyakinan dalam changes were aims to strengthen confidence in facing future business
menghadapi dinamika dan tantangan bisnis ke depan. Perubahan visi dynamics and challenges. These has been approved by the Board of
dan misi ini telah disetujui oleh Dewan Komisaris dan Direksi serta Commissioners and the Board of Directors and ratified at the same time
disahkan bersamaan dengan pengesahan RJPP 2017-2021. Perubahan as the 2017-2021 RJPP. This change in vision and mission are presented
visi dan misi ini tersaji sebagai berikut: as follows:
VISI MISI
• Meningkatkan bisnis yang berkelanjutan dan menguntungkan
Perusahaan Jasa Energi dalam industri energi dalam negeri dan internasional untuk
memenuhi harapan pemegang saham.
Terkemuka yang Memberikan • Memenuhi dan menjaga kepuasan pelanggan dengan
memberikan solusi total melalui sinergi, operational excellence,
Solusi Total. HSSE, dan prinsip-prinsip GCG.
• Meningkatkan kesejahteraan dan kesempatan untuk
berkembang bagi karyawan.
VISION • Membangun hubungan yang harmonis dan saling
menguntungkan dengan pemerintah, mitra, dan masyarakat
Reputable Energy Services
Company by Providing Total MISSION
Solutions. • Improve business sustainability and profitability in local
and international energy industries to meet shareholders’
Expectations
• Fulfill and maintain customer satisfaction by providing Total
Solution through synergy, operational excellence, HSSE and GCG
principles
• Improve employees’ welfare and growth opportunities.
• Establish harmonious and mutually beneficial relationships with
governments, partners, and communities.

NILAI & BUDAYA PERUSAHAAN CORPORATE VALUES & CULTURE
Tata Nilai & Budaya Perusahaan Corporate Values & Culture

Elnusa mempunyai tata nilai dan budaya perilaku yang wajib dipatuhi Elnusa has a code of values and culture of behavior that must be
dan diterapkan dalam pelaksanaan kerja sehari-hari oleh segenap jajaran obeyed and applied in the implementation of daily work by all levels
di Perusahaan. Budaya Perusahaan memegang peranan penting dalam in the Company. Corporate culture plays an important role in managing
pengelolaan sumber daya manusia dalam upaya mewujudkan Visi, Misi, human resources in an effort to realize the Company’s Vision, Mission,
dan juga Target Perseroan. Perwira Elnusa diwajibkan untuk memahami and Targets. Elnusa officers are mandatory to comprehend and apply
dan menerapkan tata nilai serta budaya Elnusa sebagai pedoman dalam Elnusa’s values and culture as guidelines in their daily work.
bekerja keseharian.
Pada 1 Juli 2020, Kementerian BUMN mengeluarkan Surat Edaran On July 1, 2020, the Ministry of SOEs issued Circular No. SE-7/
No. SE-7/MBU/07/2020 tentang Nilai-Nilai Utama (Core Values) Sumber MBU/07/2020 concerning the Core Values of Human Resources (HR)
Daya Manusia (SDM) BUMN. Adapun tujuan dari diterbitkannya of SOEs. The purpose of the issuance of this Circular is ensuring every
Surat Edaran ini adalah agar setiap SDM BUMN mengetahui, SOE’s HR implements and internalizes the Core Values of SOE’s HR trully,
mengimplementasikan dan menginternalisasikan Nilai-nilai Utama (Core consistently and consequently, thus bring forth daily behavior and
Values) SDM BUMN secara sungguh-sungguh, konsisten, dan konsekuen, form a SOE work culture that is in line with its core values. Each SOE is
sehingga melahirkan perilaku keseharian dan membentuk budaya kerja mandatory to apply the Core Values of SOE’s HR into Corporate Culture
BUMN yang selaras dengan Nilai-nilai Utama (Core Values) tersebut. and become the basis to form the character of human resources within
Setiap BUMN wajib menerapkan Nilai-nilai Utama (Core Values) SDM SOE, Subsidiaries, and Consolidated Affiliated Companies.
BUMN menjadi Budaya Perusahaan (Corporate Culture) dan menjadi
dasar pembentukan karakter sumber daya manusia di lingkungan
BUMN, Anak Perusahaan, serta Perusahaan Afiliasi Terkonsolidasi.
Mengacu pada Surat Edaran Kementerian BUMN No SE-7/MBU/07/2020, Referring to the Circular Letter of the Ministry of SOE No SE-7/
Direktur Utama PT Pertamina (Persero) mengeluarkan Surat Keputusan MBU/07/2020, the President Director of PT Pertamina (Persero) issued a
Tanggal 8 September 2020 No. KPTS-33/C0000/2020-S0 tentang Decree dated September 8, 2020 No. KPTS-33/C0000/2020-S0 regarding
Penerapan Tata Nilai-nilai Utama (Core Value) AKHLAK di Pertamina, the Implementation of the Core Values of AKHLAK in Pertamina, its
Anak Perusahaan serta Afiliasi Terkonsolidasi serta Surat Perintah Subsidiaries and Consolidated Affiliates as well as an Order of the
Direktur SDM dan Penunjang Bisnis PT Pertamina Hulu Energi No. Prin- Director of HR and Business Support of PT Pertamina Hulu Energi
003/PHE50000/2020-S8 tentang Tim Implementasi Tata Nilai AKHLAK No.Prin-003/PHE5000/2020 -S8 on the Implementation Team of AKHLAK
dan Program Budaya Inti 135 Sub Holding Upstream tanggal 5 Oktober Values and the 135 Sub Holding Upstream Core Culture Program on
2020. Maksud dan tujuan Surat Keputusan dan Surat Perintah tersebut October 5, 2020; The purpose and objective of these Decrees and Orders
adalah untuk menyelaraskan proses Internalisasi Tata Nilai dan is to harmonize the Internalization process of Pertamina’s Values and
Budaya Pertamina dengan Nilai-nilai Utama AKHLAK beserta panduan Culture with the Core Values of AKHLAK and their behavioral guidelines
perilakunya sebagai Core Values Sumber Daya Manusia. as the Core Values of Human Resources.
Surat Keputusan dan Surat Perintah tersebut menetapkan penyelarasan These decrees and warrants stipulate the alignment of Pertamina’s
Transformasi Budaya Pertamina dengan Core Values Sumber Daya Cultural Transformation with the SOE’s Core Values of Human Resources,
Manusia BUMN yaitu AKHLAK beserta panduan perilakunya sehingga namely AKHLAK along with behavioral guidelines so that they can
dapat mendukung upaya internalisasi dan implementasinya di masing- support internalization and implementation efforts in each Pertamina
masing Perusahaan Pertamina Group. Group Company.
Setiap Perwira Perseroan wajib menerapkan Nilai-nilai Utama (Core Each Company Officer is required to apply the Core Values of SOE’s
Values) Sumber Daya Manusia BUMN, AKHLAK, beserta panduan Human Resources, AKHLAK, along with behavioral guidelines to become
perilakunya menjadi Budaya Perusahaan (Corporate Culture) dan Corporate Culture and become the basis for forming the character of
menjadi dasar pembentukan karakter sumber daya manusia di masing- human resources in each Company.
masing Perusahaan.
Proses Transformasi Tata Nilai dan Budaya di Elnusa dilaksanakan The process of Transforming Values and Culture at Elnusa is carried out
dengan menyelaraskan internalisasi penerapan Core Values Sumber by aligning the internalization of the implementation of the Core Values
Daya Manusia BUMN, AKHLAK, beserta panduan perilakunya yang of SOE’s Human Resources, AKHLAK, along with behavioral guidelines
terdiri dari 18 contoh panduan perilaku AKHLAK yang wajib diketahui which consist of 18 examples of AKHLAK behavior guidelines that must
dan diterapkan oleh seluruh Perwira. be known and applied by all officers.

Profil Perusahaan
Company Profile
Definisi Panduan Perilaku AKHLAK

Definition AKHLAK Behavioral Guidelines
Memegang teguh kepercayaan 1. Memenuhi janji dan komitmen.

yang diberikan Fulfilling promises and commitments.
Holding firm to the trust given 2. Bertanggung jawab atas tugas, keputusan dan tindakan yang
dilakukan.
Being responsible for duties, decisions, and actions performed.
3. Berpegang teguh kepada nilai moral dan etika.
Holding firm to moral and ethical values.
Terus belajar dan mengembangkan 1. Meningkatkan kompetensi diri untuk menjawab tantangan yang
kapabilitas selalu berubah.
Continuing to learn and develop Increasing self-competence to answer ever-changing challenges.
2. Membantu orang lain belajar.
capabilities Helping others to learn.
3. Menyelesaikan tugas dengan kualitas terbaik.
Completing tasks in the highest quality.
Saling peduli dan menghargai 1. Menghargai setiap orang apapun latar belakangnya.
perbedaan Respecting everyone regardless of background.
Caring for each other and 2. Suka menolong orang lain.
Like to help others.
appreciate differences 3. Membangun lingkungan kerja yang kondusif.
Building a conducive work environment.
AMANAH | TRUST
KOMPETEN | COMPETENT
HARMONIS | HARMONIOUS Berdedikasi dan mengutamakan 1. Menjaga nama baik sesama karyawan, pimpinan, BUMN, dan
LOYAL | LOYAL kepentingan bangsa dan negara Negara.
Dedicated and prioritizing the Maintaining the name of fellow employees, leaders, SOE, and the
ADAPTIF | ADAPTIVE State.
KOLABORATIF | COLLABORATIVE interests of the Nation and State 2. Rela berkorban untuk mencapai tujuan yang lebih besar.
Willing to sacrifice to achieve greater goals.
3. Patuh kepada pimpinan sepanjang tidak bertentangan dengan
hukum dan etika.
Obeying the leadership as long as it does not conflict with law and
ethics.
Terus berinovasi dan antusias 1. Cepat menyesuaikan diri untuk menjadi lebih baik.
dalam menggerakkan ataupun Quickly adapting to get better.
menghadapi perubahan 2. Constantly making improvements following technological
developments.
Willing to sacrifice to achieve Willing to sacrifice to achieve greater goals.
greater goals 3. Bertindak proaktif.
Acting proactively.
Membangun kerjasama yang 1. Memberi kesempatan kepada berbagai pihak untuk

sinergis berkontribusi.
Building synergistic cooperation Giving opportunities for different parties to contribute.
2. Terbuka dalam bekerja sama untuk menghasilkan nilai tambah.
Being transparent in working together to generate added values.
3. Menggerakkan pemanfaatan berbagai sumber daya untuk tujuan
bersama.
Driving the utilization of various resources for common.

Contoh-contoh Perilaku Spesifik di Elnusa & Grup
Examples of Specific Behavior in Elnusa & Group
Amanah Kompeten Harmonis

Trust Competent Harmonious
1. Tidak melakukan tindakan yang melanggar 1. Secara aktif mengikuti aktivitas 1. Menolong rekan kerja untuk menyelesaikan
etika Perusahaan seperti melakukan korupsi, pengembangan yang disediakan Perusahaan pekerjaan tanpa membeda-bedakan latar
menerima & memberi suap, dan lain-lain. (training/coaching/mentoring dan lain-lain) belakangnya.
Not talking actions that violate Company dalam upaya memenuhi gap competency. Helping colleagues to get works completed
ethics such as committing corruption and Actively participating in development without discriminating their background.
accepting bribes etc. activities provided by the Company (training, 2. Menghargai perbedaan pendapat dalam
2. Menyelesaikan komitmen pekerjaan yang coaching, mentoring/etc.) in the effort to forum diskusi/meeting.
sesuai kualitas dan deadline yang telah meet gap competency. Respect differences opinion in discussion
disepakati. 2. Berupaya untuk menyelesaikan pekerjaan forums/meetings.
Accomplish work commitments in accordance dengan kualitas terbaik.
with the agreed quality and deadline. Strive to accomplish the job with the best
quality.
Loyal Adaptif Kolaboratif

Loyal Adaptive Collaborative
1. Tidak Menjelek-jelekan program/kebijakan 1. Menggunakan aplikasi-aplikasi yang tersedia 1. Berkoordinasi secara baik dengan fungsi lain/
Elnusa & Grup Pertamina di Media Sosial. di Elnusa untuk mendukung pekerjaan mitra kerja sesuai dengan lingkup pekerjaan
Not vilifying the policy program of Elnusa & (equanta, ESS, dan lain-lain). yang dibutuhkan untuk penyelesaian pekerjaan.
Pertamina Group. Using the applications available in Elnusa to Coordinating well with other functions/work
2. Mengikuti arahan atasan dalam support employment (equanta, ESS, etc.). colleague following the scope of work needed
menyelesaikan tugas pekerjaan. 2. Secara proaktif mendukung program for the work completion.
Following direction by superior to complete transformasi yang ada sesuai lingkup 2. Menyediakan sumber daya yang dimiliki
the work tasks. jabatannya. untuk membantu rekan kerja dalam upaya
Proactively supporting the existing pemenuhan kebutuhan pelanggan.
transformation programs according to the Providing available resources to assist
position scope. colleagues in the effort to meet customers
needs.
SOSIALISASI DAN INTERNALISASI TATA NILAI SOCIALIZATION AND INTERNALIZATION OF

VALUES
Program Internalisasi Tata Nilai AKHLAK mulai digulirkan dengan In 2021, The AKHLAK Values Internalization Program started to roll out
massive khususnya di Elnusa Group pada tahun 2021 yang mengacu massively, especially in the Elnusa Group which refers to the Culture
pada framework Culture Internalization yang sudah dibuatkan oleh Sub Internalization framework that has been made by the Sub Holding
Holding Usptream Pertamina melalui program-program yang dilakukan Usptream Pertamina through the implementation of progams including:
di antaranya:
• Sosialisasi melalui TGIF, media campaign melalui owned media • Socialization through TGIF, media campaign through Elnusa’s owned
channel Elnusa seperti e-mail broadcast, Whatsapp broadcast, media channel such as e-mail broadcast, Whatsapp broadcast,
artefak di lantai-lantai Elnusa dan juga sosialisasi berjenjang. artifacts on Elnusa floors and also tiered socialization.
• Aktivasi program melalui video kompetisi yang digelar oleh SHU • Program activation through video competitions held by SHU and
dan Elnusa meraih dua penghargaan dalam kompetisi tersebut, Elnusa won two awards in the competition, Writing Essay Chapter 1
Penulisan Essay Chapter 1 mengenai Transformasi Elnusa yang regarding Elnusa’s Transformation related to AKHLAK and Chapter 2
berkaitan dengan AKHLAK dan Chapter 2 mengenai Perwira Elnusa regarding Elnusa Anti-Corruption Officers associated with AKHLAK,
Anti Korupsi yang dikaitkan dengan AKHLAK, serta kegiatan yang as well as activities that influence other AKHLAK.
meng-influence mengenai AKHLAK lainnya.
• Penerapan AKHLAK Moment dalam setiap pertemuan atau acara • Application of AKHLAK Moment in every meeting or corporate
corporate. event.
• Program Serum 135 sebagai program untuk meningkatkan • Serum 135 program as a program to increase the capability of
kapabilitas Leader sebagai Agent of Change. Leaders as Agents of Change.
• Pengukuran kuantitatif melalui culture measurement survey. • Quantitative measurement through culture measurement survey.
• Pengukuran kualitatif melalui culture assessment. • Qualitative measurement through culture assessment.
• Melaksanakan program-program Tata Nilai AKHLAK dari Pertamina • Implementing AKHLAK Values programs from Pertamina (Persero)
(Persero) dan SHU. and SHU.

Profil Perusahaan
Company Profile
Peserta | Participants
Tata Waktu
Uraian Dewan Pelaksanaan Keterangan
No Direksi
Description Komisaris Pekerja Implementation Information
Board of
Board of Employee Schedule
Directors
Commissioners
1 Sosialisasi dari Subholding Upstream (PHE) √ Januari Event
Socioalization by Subholding Upstream (PHE) January
2 Talk, Grow & Inspire on Friday (TGIF) √ √ √ Februari, Maret, April, Event
May, Juni
February, March,
April, May, June
3 Media Campaign (AKHLAK Corner News, √ √ √ Januari-Desember E-mail, WA Broadcast,
Sygo, Teaser Tata Nilai AKHLAK, BIMA) Presensi, Baner,
Spanduk, Artefak
Media Campaign (Ahlak Corner News, Sygo, January-December E-mail, WA, Broadcast,
Teaser Value of AKHLAK, BIMA) Precence, Banner,
Spanduk, Artefact
4 AKHLAK Moment √ √ √ Oktober-Desember Meeting, Event
October-December
5 Konten Bentuk Perilaku √ √ √ November-Desember External Media (IG &
Behavioural Content November-December Linkedlin)
6 Writing Competition √ Agustus-Desember E-mail, WA Broadcast
August-December
7 HUT Elnusa √ √ √ September Event
Elnusa Anniverssary September
8 Cascading Program √ √ Juli-Desember Meeting, Event
July-December
9 Video Competition √ Juli | July Event
10 E-Learning √ √ √ Juli | July Web
11 Survey (Employee Value Proposition/EVP) √ √ Agustus | August Web
12 Pelaksanaan Serum 135 Pertamina √ √ September & Oktober Event
Pertamina Serum 135 Implementation September & October
13 Culture Assessment (Kuantitatif & Kualitatif) √ √ Januari & September Event
Culture Assesment (Quantitaive & January & September
Qualitative)
CULTURE ALIGNMENT PERTAMINA

Inisiatif Strategis Implementasi Holding Migas untuk Mewujudkan Aspirasi Pertamina
Strategic Initiative Implementation of Oil and Gas Holding to Realize Pertamina’s Aspirations
ASPIRASI | ASPIRATION PERWIRA (Pertamina Wira)

Menjadi perusahaan global energi Perwira adalah sebutan pekerja Pertamina yang
terdepan dengan nilai pasar $100bn berdedikasi, siap menjadi penjaga Pertamina serta
memberikan kontribusi terbaik bagi kemajuan
Become a Global Energy Company pertamina.
Leading with a market value of $ 100bn Perwira are the name Pertamina workers who are
VISI | VISSION dedicated, ready to be Pertamina’s guard and make the
Menjadi perusahaan energi nasional best contribution to Pertamina’s progress.
kelas dunia
Become a world-class national energy AKHLAK
Setiap Perwira harus mengimplementasi dan
company menginternalisasi Nilai-Nilai Utama (Core Values)
serta Critical 5 Behaviro secara sungguh-sungguh dan
konsisten.
Each Perwira must implement and internalize the main
values (core values) and critical 5 Behaviro seriously
and consistently.
Strategi PERTAMINA CLEAN
Strategy Setiap Perwira harus mengelola perusahaan secara
profesional, menjunjung tinggi etika bisnis, bertanggung
jawab serta berpegang teguh pada prinsip-prinsip GCG
Strategi, budaya & prinsip 4 NO’s (No Bribery, No Kickback, No Gift, No
& model operasi Luxurious Hospitality).
sangat saling Every Perwira must manage the company
bergantung professionally, uphold business ethics, be responsible
and hold fast to the principles of GCG & Principles 4
Strategies, Culture No’s (No Bribery, No Kickback, No Gift, No Luxurious
Model & Operation Hospitality).
Models are very Budaya
Operasi interdependent
Culture Program Budaya Inti Pertamina 135
Operating Pertamina’s Core Cultural Program 135
Model 1 - (One) Pertamina
2 - Prinsip dalam Keseharian | Principles in everyday life
3 - Komitmen Perwira | Perwira Commitment

BUDAYA PERUSAHAAN CORPORATE CULTURE
Budaya Perusahaan merupakan kombinasi terintegrasi dan selaras Corporate Culture is an integrated and harmonious combination of
dari nilai Perusahaan (AKHLAK) serta semangat dan prinsip yang harus the Company’s values (clean, respectful, synergy) and the spirit and
dimiliki oleh Perwira Perseroan, yaitu: principles that the Company’s officers must have, namely
Personal Ethos Dijabarkan sebagai sifat yang harus dimiliki oleh Described as a trait that the employees must have as
seluruh pekerja sebagai individu meliputi: an individual including:
“Working with Passion, Working with Love & Working “Working with Passion, Working with Love & Working
Smart.” Smart.”
Operation Excellence Dijabarkan sebagai budaya yang harus dimiliki dalam Described as a culture that the employees must have
melakukan pekerjaan meliputi: in performing their job work including:
“HSE is My Culture, Equipment is My Life & Cost “HSE is My Culture, Equipment is My Life & Cost
Awareness is My Attitude.” Awareness is My Attitude.”
Management Style Dijabarkan sebagai sifat yang harus dimiliki oleh para Described as a trait that the management must have
manajemen di Perseroan meliputi: in the Company including:
“Manage with Knowledge, Manage with Speed, and “Manage with Knowledge, Manage with Speed, and
Manage with Gut.” Manage with Gut.”
Penguatan budaya Perusahaan bertujuan untuk membangun fondasi Reinforcement of the Company’s culture aims to build a strong
yang kuat bagi kelanjutan eksistensi bisnis Perusahaan menuju “The foundation for the continuation of the Company’s business existence
Living Company”. Budaya Perusahaan merupakan kombinasi terintegrasi towards “The Living Company”. Corporate Culture is an integrated and
dan selaras dari nilai Perusahaan (AKHLAK) serta semangat dan prinsip harmonious combination of corporate values (AKHLAK) as well as the
yang harus dimiliki oleh setiap Perwira ELNUSA, yaitu: spirit and principles that every ELNUSA officer must possess, namely:
1. Personal Ethos, yang dijabarkan sebagai sikap dan kepribadian 1. Personal Ethos, which is described as an attitude and personality
yang harus dimiliki oleh seluruh pekerja sebagai individu meliputi that must be possessed by all employees as individuals, includes
working with passion, working with love, dan working smart. working with passion, working with love, and working smart.
a. Working with Passion a. Working with Passion
Bekerja keras dengan motivasi dan antusiasme tinggi sekaligus Work hard with high motivation and enthusiasm while being
dapat menikmati pekerjaannya tanpa merasa terpaksa dalam able to enjoy work without feeling forced to work.
bekerja.
b. Working with Love b. Working with Love
Bekerja dengan tulus ikhlas dan rasa cinta untuk berusaha Work with sincerity and love to try to do the best and be better.
melakukan yang terbaik dan lebih baik lagi.
c. Working Smart c. Working Smart
Bekerja dengan ilmu dan pengetahuan terkini, bekerja secara Working with the latest science and knowledge, working
fokus dengan target yang terukur, memiliki skala prioritas, dapat in a focused manner with measurable targets, having a
memanfaatkan waktu seoptimal mungkin disertai kreativitas priority scale, being able to use time as optimally as possible
dan/atau inovasi dalam bekerja serta kemauan untuk terus mau accompanied by creativity and/or innovation at work and a
belajar. willingness to continue to learn.
2. Operation Excellence, yang dijabarkan sebagai budaya yang harus 2. Operation Excellence, which is described as a culture that must
dimiliki oleh seluruh pekerja dalam melakukan pekerjaan meliputi be possessed by all employees in carrying out their work, includes
HSE is my culture, Equipment is my life, dan Cost awareness is my HSE is my culture, Equipment is my life, and Cost awareness is my
attitude. attitude.
a. HSE is My Culture a. HSE is My Culture
Menjunjung tinggi dan menerapkan nilai-nilai Health, Safety, Uphold and apply the values of Health, Safety, Environment as
Environment sebagai budaya yang melekat pada diri setiap a culture that is inherent in each individual in carrying out his
individu dalam melakukan pekerjaannya. work.
b. Equipment is My Life b. Equipment is My Life
Menjaga, merawat dan menggunakan peralatan yang digunakan Maintain, care for and use the equipment that is used properly
secara baik dan benar, tepat guna disertai tanggung jawab dan and correctly, appropriately with responsibility and a sense of
rasa memiliki atas peralatan-peralatan tersebut. ownership of the equipment.
c. Cost Awareness is My Attitude c. Cost Awareness is My Attitude
Mengimplementasikan praktik-praktik pengoptimalan Implementing cost optimization practices, smart and careful as
biaya, cerdas dan cermat serta detail dalam menghitung well as detailed in calculating and spending every cost in every
dan membelanjakan setiap biaya dalam setiap pengeluaran company’s expense while keep considering the company’s
perusahaan dengan tetap mempertimbangkan keberlangsungan sustainability.
perusahaan.

Profil Perusahaan
Company Profile
3. Management Style, yang dijabarkan sebagai sikap dan kepribadian 3. Management Style, which is described as an attitude and personality
yang harus dimiliki oleh pada manajemen di Perseroan meliputi that must be possessed by management in the Company, includes
Manage with knowledge, Manage with speed, dan Manage Manage with knowledge, Manage with speed, and Manage with gut.
with gut.
a. Manage with Knowledge a. Manage with Knowledge
Manajemen harus memiliki pengetahuan yang luas dan Management must have broad and up-to-date knowledge,
mutakhir, mulai dari memahami budaya, visi dan misi ranging from understanding the culture, vision and mission of
perusahaan, perkembangan berbagai industri yang berkaitan the company, the development of various industries related
dengan bisnis perusahaan, business process, strategic to the company’s business, business processes, strategic
management, pengetahuan tentang tools & equipment, management, knowledge of tools & equipment, financial
manajemen keuangan dan SDM, serta pengembangan disiplin management and human resources, as well as the development
ilmu yang sesuai dengan fungsi kerjanya. of relevant disciplines. according to their function.
b. Manage with Speed b. Manage with Speed
Manajemen bekerja dengan tingkat akurasi waktu yang Management works with a fast and precise time accuracy level
cepat juga tepat, tidak menunda-nunda keputusan dan without procasinating decisions and utilizes momentum as
memanfaatkan momentum dengan seoptimal mungkin. optimum as possible.
c. Manage with Gut c. Manage with Gut
Manajemen harus memiliki keberanian dalam mengambil Management must have the courage to make decisions, dare to
keputusan, berani mengambil risiko, berani berkompetisi take risks, dare to compete in a healthy manner, dare to accept
secara sehat, berani menerima kritikan dan berani untuk criticism and dare to be a leader with a big heart who becomes
menjadi pemimpin berjiwa besar yang menjadi panutan (role a role model as well as leads by example.
model) sekaligus memimpin dengan memberi contoh (lead by
example).

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

Profil Perusahaan
Company Profile
Profil Dewan Komisaris

Selama tahun 2021, komposisi anggota Dewan Komisaris Perseroan During 2021, the composition of the members of the Board of
mengalami perubahan yang dilakukan atas dasar kebutuhan Perseroan Commissioners of the Company underwent changes which were made
dan antisipasi dalam pengembangan usaha di masa yang akan datang. based on the needs of the Company and anticipation of future business
Berikut adalah profil Dewan Komisaris untuk komposisi per 31 Desember development. The following is the profile of the Board of Commissioners
2021 sebagai berikut: for the composition as of December 31, 2021 as follows:
AGUS PRABOWO
Komisaris Utama | President Commissioner
Menjabat sebagai Komisaris Utama sejak 8 Juli 2020

Served as President Commissioner since July 8, 2020
Data Pribadi | Personal Data

Warga Negara Indonesia | Indonesian Citizen
Usia 63 tahun per 31 Desember 2021 | Age 63 years old as of December 31, 2021
Kelahiran Yogyakarta, 15 Oktober 1958 | Born Yogyakarta, October 15, 1958
Domisili Jakarta Selatan, DKI Jakarta | Domicile South Jakarta, DKI Jakarta
Pendidikan • S1 Arsitektur, Institut Teknologi Bandung, • Bachelor of Architecture, Bandung Institute of

Education Indonesia (1984) Technology, Indonesia (1984)
• Master of Engineering, Urban & Regional • Master of Engineering, Urban & Regional
Planning, Hokkaido University, Jepang (1993) Planning, Hokkaido University, Japan (1993)
• Doctor of Engineering, Urban Redevelopment, • Doctor of Engineering, Urban Redevelopment,
Hokkaido University, Jepang (1996) Hokkaido University, Japan (1996)
Dasar Hukum Ditunjuk pertama kali sebagai Komisaris Utama Appointed at first as the president commissioner of
Penunjukan Elnusa melalui Akta Pernyataan Keputusan Rapat Elnusa through Deed of GMS Minutes No. 15 dated
Legal Basis of RUPS Tahunan No. 15 tanggal 8 Juli 2020 July 8, 2020
Appointment
Pengalaman Kerja • Komisaris PT Surabaya Industrial Estate Rungkut • Commissioner of PT Surabaya Industrial Estate
Work Experience (2020-2021) Rungkut (2020-2021)
• Komite Audit PT Pertamina (Persero) (2020) • Audit Committee of PT Pertamina (Persero) (2020)
• Kepala Lembaga Kebijakan Pengadaan Barang/ • Head of the Government Procurement Policy
Jasa Pemerintah (2015-2018) Institution (2015-2018)
• Deputi Bidang Pengembangan dan Pembinaan • Deputy for Human Resources Development,
Sumber Daya Manusia, Lembaga Kebijakan Government Procurement Policy Institution
Pengadaan Barang/Jasa Pemerintah (2011-2015) (2011-2015)
Rangkap Jabatan • Staf Khusus Menteri PUPR Bidang Pengadaan • Special Staff of the Minister of PUPR for
Concurrent Position (2019-sekarang) Procurement (2019-present)
• Senior Management Advisor for Environment, • Senior Management Advisor for Environment,
United Nations Development Programme United Nations Development Program
(2019-sekarang) (2019-present)
Hubungan Afiliasi Tidak memiliki hubungan afiliasi dengan anggota Has no affiliation with other members of the Board
Affiliated Relationships Dewan Komisaris lainnya, Direksi, dan Pemegang of Commissioners, the Board of Directors, and
Saham Utama Major Shareholders
Kepemilikan Saham ELSA -
ELSA Share Ownership
Pelatihan Terlampir pada Bab 3 Profil Perusahaan pada Attached to Chapter 3 Company Profile in the
Training sub Bab Pendidikan dan/atau Pelatihan Dewan Education and/or Training sub-chapter of the Board
Komisaris, Direksi, Komite-Komite, Sekretaris of Commissioners, Board of Directors, Committees,
Perusahaan, dan Unit Audit Internal Corporate Secretary, and Internal Audit Unit

LUSIAGA LEVI SUSILA
Komisaris Independen | Independent Commissioner
Menjabat sebagai Komisaris Independen sejak 21 Juli 2021

Served as Independent Commissioner since July 21, 2021

Kelahiran Cianjur, 21 April 1956 | Born Cianjur, April 21, 1956
Domisili Tangerang Selatan, Banten | Domicile South Tangerang, Banten
Pendidikan S1 Fisika, Institut Teknologi Bandung, Indonesia Bachelor of Physics, Institute of Technology
Education (1976) Bandung, Indonesia (1976)
Dasar Hukum • Ditunjuk pertama kali sebagai Komisaris • Appointed at first as Independent Commissioner
Penunjukan Independen Elnusa melalui Akta Pernyataan of Elnusa through Deed of GMS Minutes No. 25
Legal Basis of Keputusan Rapat RUPS Tahunan No. 25 tanggal 14 dated May 14, 2018
Appointment Mei 2018
• Ditunjuk kedua kali sebagai komisaris Independen • Appointed for the second time as an Independent
Elnusa melalui Akta Pernyataan Keputusan Rapat Commissioner of Elnusa through the Deed of
RUPS Tahunan No. 4 tanggal 21 Juli 2021 Statement of Resolutions of the Annual General
Meeting of Shareholders No. 4 dated July 21, 2021
Surat Pernyataan independensi telah disampaikan The independence statement has been submitted
pada sub bab Uraian Dewan Komisaris dalam Bab 5 in the sub-chapter Description of the Board
(Tata Kelola Perusahaan) of Commissioners in Chapter 5 (Corporate
Governance)
Pengalaman Kerja • Direktur Operasi PT Elnusa Tbk (2013-2015) • Operation Director of PT Elnusa Tbk (2013-2015)
Work Experience • Direktur Operasi PT Pilar Anggaraksa (2010-2013) • Operation Director of PT Pilar Anggaraksa
(2010-2013)
• Direktur Operasi PT Permata Drilling International • Operation Director of PT Permata Drilling
(2008-2010) International (2008-2010)
• Direktur Operasi PT Saripari Pertiwi Abadi • Operation Director of PT Saripari Pertiwi Abadi
(2005-2008) (2005-2008)
• Field Engineer di Schlumberger (1981-2005) • Field Engineer of Schlumberger (1981-2005)
Rangkap Jabatan Tidak memiliki jabatan rangkap pada Perusahaan Does not have any concurrent position at other
Concurrent Position lain companies

Profil Perusahaan
Company Profile
ANIS BARIDWAN
Komisaris Independen | Independent Commissioner
Menjabat sebagai Komisaris Independen sejak 11 April 2019

Served as Independent Commissioner since April 11, 2019

Kelahiran Solo 21 Februari 1955 | Born Solo February 21, 1955
Domisili Jakarta Timur, DKI Jakarta | Domicile East Jakarta, DKI Jakarta
Pendidikan • S1 Ekonomi Akuntansi, Universitas Gadjah Mada, • Bachelor of Accounting Economics, Gadjah Mada
Education Yogyakarta, Indonesia (1976) University, Yogyakarta, Indonesia (1976)
• Master of Business Administration, Accounting & • Master of Business Administration, Accounting &
Finance, Saint Louis University, USA (1986) Finance, Saint Louis University, USA (1986)
Dasar Hukum Ditunjuk pertama kali sebagai Komisaris Elnusa Appointed at first as Commissioner of Elnusa
Penunjukan melalui Akta Pernyataan Keputusan Rapat RUPS through Deed of GMS Minutes No. 30 dated April
Legal Basis of Tahunan No. 30 tanggal 11 April 2019 11, 2019
Appointment
Surat Pernyataan independensi telah disampaikan Surat Pernyataan independensi telah disampaikan
pada sub bab Uraian Dewan Komisarin dalam Bab 5 pada sub bab Uraian Dewan Komisarin dalam Bab 5
(Tata Kelola Perusahaan) (Tata Kelola Perusahaan)
Pengalaman Kerja • Komite Audit PT Kustodian Sentral Efek Indonesia • Audit Committee of PT Kustodian Sentral Efek
Work Experience (2015-2021) Indonesia (2015-2021)
• Anggota Dewan Audit, Otoritas Jasa Keuangan • Member of the Audit Board, Financial Services
(2015-2017) Authority (2015-2017)
• Deputi Komisioner Audit Internal, Manajemen • Deputy Commissioner for Internal Audit, Risk
Risiko dan Pengendalian Kualitas, Otoritas Jasa Management and Quality Control, Financial
Keuangan (2013-2015) Services Authority (2013-2015)
Rangkap Jabatan • Komite Audit PT Bursa Efek Indonesia • Special Staff of the Minister of PUPR for
Concurrent Position (2021-sekarang) Procurement (2019-present)
• Komisaris Independen PT Nikko Sekuritas • Senior Management Advisor for Environment,
Indonesia (2018-sekarang) United Nations Development Program
• Dosen Magister Management Universitas Gadjah (2019-present)
Mada (2002-sekarang)

WAKHID HASYIM
Komisaris | Commissioner
Menjabat sebagai Komisaris sejak 21 Juli 2021

Served as Commissioner since July 21, 2021

Kelahiran Blora, 1 April 1967 | Born Blora, April 1, 1967
Domisili Blora, Jawa Tengah | Domicile Blora, Central Java
Pendidikan • S1 Teknik Kimia Universitas Gadjah Mada, • Bachelor of Chemical Engineering, Gadjah Mada
Education Yogyakarta, Indonesia (1991) University, Yogyakarta, Indonesia (1991)
• S2 Teknik Kimia Universitas Gadjah Mada, • Master of Chemical Engineering, Gadjah Mada
Yogyakarta, Indonesia (2005) University, Yogyakarta, Indonesia (2005)
Dasar Hukum Ditunjuk pertama kali sebagai Komisaris Elnusa Appointed at first as Commissioner of Elnusa
Penunjukan melalui Akta Pernyataan Keputusan Rapat RUPS through the Deed of Statement of Resolutions of
Legal Basis of Tahunan No. 4 tanggal 21 Juli 2021 the Annual General Meeting of Shareholders No. 4
Appointment dated 21 July 2021
Pengalaman Kerja • Kepala Pusat Pengembangan Sumber Daya • Head of Oil and Gas Human Resources
Work Experience Manusia Minyak dan Gas Bumi, Badan Development Center, Energy and Mineral
Pengembangan Sumber Daya Manusia Energi dan Resources Human Resources Development Agency
Sumber Daya Mineral (2016-2021) (2016-2021)
• Kepala Bagian Administrasi Akademik dan • Head of Academic and Student Administration
Kemahasiswaan, Sekolah Tinggi Energi dan Division, Akamigas College of Energy and Minerals
Mineral (STEM) Akamigas, Badan Pendidikan (STEM), Energy and Mineral Resources Education
dan Pelatihan Energi dan Sumber Daya Mineral, and Training Agency, Ministry of Energy and
Kementerian Energi dan Sumber Daya Mineral Mineral Resources (2015-2016)
(2015-2016)
• Kepala Bagian Tata Usaha Pusat Pendidikan dan • Head of Administration for Oil and Gas Education
Pelatihan Minyak dan Gas Bumi, Badan Pendidikan and Training Center, Energy and Mineral
dan Pelatihan Energi dan Sumber Daya Mineral, Resources Education and Training Agency, Ministry
Kementerian Energi dan Sumber Daya Mineral of Energy and Mineral Resources (2013-2015)
(2013-2015)
• Direktur Teknik dan Lingkungan Minyak dan Gas • Director of Oil and Gas Engineering and
Bumi, Direktorat Jenderal Minyak dan Gas Bumi, Environment, Directorate General of Oil and Gas,
Kementerian Energi dan Sumber Daya Mineral Ministry of Energy and Mineral Resources
(2021-2022) (2021-2022)
Rangkap Jabatan Sekretaris Jendral, Badan Pengembangan Secretary General of the Energy and Mineral
Concurrent Position Sumber Daya Manusia Energi dan Sumber Resources Human Resources Development
Daya Mineral, Kementerian Energi dan Agency, Ministry of Energy and Mineral
Sumber Daya Mineral (2022-sekarang) Resources (2022-present).

Profil Perusahaan
Company Profile
Profil Direksi
Selama tahun 2021, komposisi Anggota Direksi Perseroan mengalami During 2021, the composition of the Board of Directors of the
perubahan yang dilakukan atas dasar kebutuhan Perseroan dan Company underwent changes which were made based on the needs
antisipasi dalam pengembangan usaha di masa yang akan datang. of the Company and anticipation of future business development. The
Berikut adalah profil Anggota Direksi untuk komposisi per 31 Desember following is the profile of the members of the Board of Directors for the
2021 sebagai berikut: composition as of December 31, 2021 as follows:
JOHN HISAR SIMAMORA

Direktur Utama | President Director
Menjabat sebagai Direktur Utama sejak 31 Desember 2021

Served as President Director since December 31, 2021

Domisili DKI Jakarta | Domicile DKI Jakarta
Pendidikan • S1 Teknik Perminyakan, Institut Teknologi • Bachelor Degree in Petroleum Engineering,

Education Bandung, Bandung (1989) Institute of Technology Bandung, Bandung (1989)
• S2 Administrasi Bisnis, Universitas Gadjah Mada, • Master of Business Administration, Gadjah Mada
Yogjakarta (1998) University, Yogjakarta (1998)
• S2 Teknik Perminyakan, Institut Teknologi • Master of Petroleum Engineering, Institute of
Bandung, Bandung (2003) Technology Bandung, Bandung (2003)
Dasar Hukum Ditunjuk pertama kali sebagai Direktur Utama Appointed at first as President Director of Elnusa
Penunjukan Elnusa melalui Akta pernyataan keputusan rapat through the Deed of Decision of the Extraordinary
Legal Basis of RUPS Luar Biasa No. 84 tanggal 31 Desember 2021 GMS meeting No. 84 dated December 31, 2021
Appointment
Pengalaman Kerja • Direktur Perencanaan Stategis & Pengembangan • Director of Strategic Planning & Business
Work Experience Bisnis PT Pertamina Hulu Energi (2020-2021) Development PT Pertamina Hulu Energi
(2020-2021)
• Development Director Pertamina EP Jakarta • Development Director Pertamina EP Jakarta
(2017-2020) (2017-2020)
• Direktur PEPC ADK, Jakarta (2015-2017) • Director PEPC ADK, Jakarta (2015-2017)
• VP Production PT Pertamina EP Cepu (2013-2015) • VP Production PT Pertamina EP Cepu (2013-2015)
• VP Project & Planning di Kantor Pusat EP Cepu • VP Project & Planning EP Cepu Head Office (2013)
(2013)
Pelatihan Terlampir pada Bab 3 Profil Perusahaan pada sub Attached to Chapter 3 Company Profile in the
Training Bab Pendidikan dan/atau Pelatihan. Education and/or Training.

BACHTIAR SOERIA ATMADJA
Direktur Keuangan | Director of Finance
Menjabat sebagai Direktur Keuangan sejak 31 Desember 2021

Served as Director of Finance since December 31, 2021

Pendidikan • S1 Teknik Perminyakan, Universitas Trisakti, • Bachelor of Petroleum Engineering, Trisakti

Education Jakarta (1991) University, Jakarta (1991)
• S2 Teknik Perminyakan, University of Tulsa, • Master of Petroleum Engineering, University of
Oklahoma (1994) Tulsa, Oklahoma (1994)
Dasar Hukum Ditunjuk pertama kali sebagai Direktur Keuangan Appointed at first as Director of Finance of Elnusa
Appointment
Pengalaman Kerja • Senior Vice President, Greater China Business • Senior Vice President, Greater China Business
Work Experience Corporate Banking Bank ICBC Indonesia Corporate Banking Bank ICBC Indonesia
(2015-2021) (2015-2021)
• Vice President Corporate Banking BII Maybank • Vice President Corporate Banking BII Maybank
(2011-2015) (2011-2015)
• Finance Director PT Bina Rasano Engineering • Finance Director PT Bina Rasano Engineering
(2007-2011) (2007-2011)
• Finance Director PT Deka Petrindo (2006-2007) • Finance Director PT Deka Petrindo (2006-2007)
• Finance Director PT Telekomindo Nusantoro • Finance Director PT Telekomindo Nusantoro
(2005) (2005)
• Deputy Director Bank Persyarikatan Indonesia • Deputy Director Bank Persyarikatan Indonesia
(2002-2004) (2002-2004)

Profil Perusahaan
Company Profile
CHARLES HARIANTO LUMBANTOBING

Direktur Operasi | Director of Operation
Menjabat sebagai Direktur Utama sejak 31 Desember 2021

Served as President Director since December 31, 2021

Pendidikan • S1 Teknik Mesin, Universitas Sumatera Utara, • Bachelor of Mechanical Engineering, University of
Education Medan (1989) North Sumatra, Medan (1989)
• S2 Ekonomi (Magister Manajemen), Universitas • Master of Economics (Master of Management),
Sumatera Utara, Medan (2008) University of North Sumatra, Medan (2008)
Dasar Hukum Ditunjuk pertama kali sebagai Direktur Operasi Appointed at first as Director of Operation of Elnusa
Appointment
Pengalaman Kerja • General Manager Gas Project JTB (Jambaran Tiung • General Manager Gas Project JTB (Jambaran Tiung
Work Experience Biru) Pertamina EP Cepu Unititasi JTB (2020-2021) Biru) Pertamina EP Cepu Unititas JTB (2020-2021)
• Matindok Gas Development Project Manager • Matindok Gas Development Project Manager
Pertamina EP (2017-2019) Pertamina EP (2017-2019)
• Asset 5 Surface Facilities Manager Pertamina EP • Asset 5 Surface Facilities Manager Pertamina EP
(2013-2015) (2013-2015)
• Manager Teknik & Proses Fasilitas Region Kawasan • Facility Engineering & Process Manager Eastern
Timur Indonesia, Jakarta (2011-2013) Region of Indonesia, Jakarta (2011-2013)
• Kepala Pemeliharaan PT Pertamina EP Sumatera, • Head of Maintenance PT Pertamina EP Sumatra,
Pangkalan Susu (2006) Pangkalan Susu (2006)

RATIH ESTI PRIHATINI
Direktur Pengembangan Usaha | Director of Business Development
Menjabat sebagai Direktur Pengembangan Usaha sejak 31 Desember 2021

Served as Director of Business Development since December 31, 2021

Pendidikan • S1 Teknik Perminyakan, Universitas Trisakti , • Petroleum Engineering, Trisakti University, Jakarta
Education Jakarta (1991) (1991)
• Magister Management, IPMI Business School, • Master of Management, IPMI Business School,
Jakarta (2004) Jakarta (2004)
Dasar Hukum Ditunjuk pertama kali sebagai Direktur Appointed at first as Director of Business
Penunjukan Pengembangan Usaha Elnusa melalui Akta Development of Elnusa through the Deed of
Legal Basis of pernyataan keputusan rapat RUPS Luar Biasa No. 84 Decision of the Extraordinary GMS meeting No. 84
Appointment tanggal 31 Desember 2021 dated December 31, 2021
Pengalaman Kerja • Vice President Commercial and Monetization SHU • Vice President Commercial and Monetization SHU
Work Experience PT Pertamina Hulu Energi (2020-2021) PT Pertamina Hulu Energi (2020-2021)
• Vice President Commercial PT Pertamina Hulu • Vice President Commercial PT Pertamina Hulu
Energi (2019-2020) Energi (2019-2020)
• Commercial Project Manager PT Pertamina Hulu • Commercial Project Manager PT Pertamina Hulu
Energi (2018-2019) Energi (2018-2019)
• Oil and Gas lifting Manager PHE (2017-2018) • Oil and Gas lifting Manager PHE (2017-2018)
• Marketing Team Leader BP Indonesia, PHE, • Marketing Team Leader BP Indonesia, PHE,
Offshore North West Java (2007-2016) Offshore North West Java (2007-2016)
• HR Advisor for Shared Services Department • HR Advisor for Shared Services Department
and Downstream: PT Jasatama and Castrol BP and Downstream: PT Jasatama and Castrol BP
Indonesia (2005-2007) Indonesia (2005-2007)
• Memegang beberapa posisi di Operation • Holds several position in Operation Management
Management di BP Indonesia (2000-2005): of BP Indonesia (2000-2005):
a. Wireline Ops and Support Manager a. Wireline Ops and Support Manager
b. Field Planning and Support Manager b. Field Planning and Support Manager
c. Transportation and Support Manager c. Transportation and Support Manager
d. Java Operation Support Manager d. Java Operation Support Manager
• Shared Technical Services Coordinator and • Shared Technical Services Coordinator and
Assistant to FST Vice President ARCO (1998-2000) Assistant to FST Vice President ARCO (1998-2000)

Profil Perusahaan
Company Profile
TENNY ELFRIDA
Direktur SDM & Umum | Director of Human Resources & General Affairs
Menjabat sebagai Direktur SDM & Umum sejak 31 Desember 2021

Served as Director of Human Resources & General Affairs since December 31, 2021

Pendidikan S1 Akuntansi Universitas Indonesia (2002) Bachelor of Accounting, University of Indonesia

Education (2002)
Dasar Hukum Ditunjuk pertama kali sebagai Direktur SDM & Appointed at first as Director of Human Resources
Penunjukan Umum Elnusa melalui Akta pernyataan keputusan & General Affairs of Elnusa through the Deed of
Legal Basis of rapat RUPS Luar Biasa No. 84 tanggal 31 Desember Decision of the Extraordinary GMS meeting No. 84
Appointment 2021 dated December 31, 2021
Pengalaman Kerja • Vice President Human Capital Management • Vice President Human Capital Management
Work Experience Corporate PT Pertamina (Persero) (2018-2020) Corporate PT Pertamina (Persero) (2018-2020)
• Vice President HR Operation PT Pertamina • Vice President HR Operation PT Pertamina
(Persero) (2017) (Persero) (2017)
• Vice President of Human Resource PT Elnusa Tbk • Vice President of Human Resource PT Elnusa Tbk
(2012-2017) (2012-2017)
• Senior Manager of Quality Management PT Elnusa • Senior Manager of Quality Management PT Elnusa
Tbk (2010-2012) Tbk (2010-2012)
• Manager of System & Procedure PT Elnusa Tbk • Manager of System & Procedure PT Elnusa Tbk
(2009-2010) (2009-2010)
Rangkap Jabatan • Komisaris PT Elnusa Trans Samudera* • Commissioner of PT Elnusa Trans Samudera*
Concurrent Position • Komisaris PT Sigma Cipta Utama* • Commissioner of PT Sigma Cipta Utama*
• Komisaris PT Patra Nusa Data* • Commissioner of PT Patra Nusa Data*
*
Entitas Anak Perseroan dan bukan Perusahaan Publik *
Subsidiary of the Company and not a Public Company

Profil Pejabat Eksekutif
ARI WIJAYA
Corporate Secretary
Menjabat sebagai Corporate Secretary sejak 1 November 2019

Served as Corporate Secretary since November 1, 2019

Domisili Tangerang, Jawa Barat | Domicile Tangerang, West Java
Pendidikan M.M, Magister Managemen, Universitas Trisakti Jakarta, 2009 Master of Managemen, Universitas Trisakti Jakarta, 2009
Education
Pengalaman Kerja Sebelum menempati posisi sebagai Corporate Secretary, Prior to his position as Corporate Secretary, he served as VP of
Work Experience beliau menjabat sebagai VP of Property Management & Property Management & General Affairs. (2018-2019)
General Affair (2018-2019)
Dasar Hukum Penunjukan SK No. 016/EN/KPTS/000D/2019 Decree No. 016/EN/KPTS/000D/2019
Legal Basis for Appointment
GANANG SOEGIYARSO
Chief of Internal Audit
Menjabat sebagai Chief of Internal Audit sejak 1 November 2019

Served as Chief of Internal Audit since November 1, 2019

Pendidikan Akuntan STAN Jakarta (1995) Jakarta STAN Accountant (1995)

Education
Pengalaman Kerja Sebelum menempati posisi sebagai Chief of Internal Audit, Prior to his position as Chief of Internal Audit, he served as
Work Experience beliau menjabat sebagai Senior Auditor (2013-2019) Senior Auditors (2013-2019)
RAMON ARIAS PILI

VP of HSSE
Menjabat sebagai VP of HSSE sejak 1 November 2019

Served as VP of HSSE since November 1, 2019

Domisili Depok, Jawa Barat | Domicile Depok, West Java
Pendidikan S.E, Ekonomi Studi Pembangunan, Universitas Indonesia Bachelor of Economics Development Studies, University of
Education Jakarta, 2001 Indonesia Jakarta, 2001
Pengalaman Kerja Sebelum menempati posisi sebagai VP of HSSE, beliau Prior to his position as VP of HSSE, he served as VP Of Supply
Work Experience menjabat sebagai VP of Supply Chain Management Chain Management (2018-2019)
(2018-2019)

Profil Perusahaan
Company Profile
ASMAL SALAM
Chief of Legal & Compliance
Menjabat sebagai Chief of Legal & Compliance sejak 1 Oktober 2016

Served as Chief of Legal & Compliance since October 1, 2016

Pendidikan M.Kn, Kenotariatan, Universitas Indonesia Jakarta, 2014 M.Kn, Notary, University of Indonesia Jakarta, 2014
Education
Pengalaman Kerja Sebelum menempati posisi sebagai Chief of Legal & Prior to his position as Chief of Legal & Compliance, he served
Work Experience Compliance, beliau menjabat sebagai Chief of Legal & as Chief of Legal & Contract (2016-2019)
Contract (2016-2019)
MUHLIS YADI
VP of Geoscience & Reservoir Services
Menjabat sebagai VP of Geoscience & Reservoir Services sejak 1 April 2021

Served as VP of Geoscience & Reservoir Services since April 1, 2021

Pendidikan S.Si, Fisika, Universitas Indonesia Jakarta, 1992 Bachelor of Physics, The University of Indonesia, Jakarta, 1992
Education
Pengalaman Kerja Sebelum menempati posisi sebagai VP of Geoscience & Prior to his position as VP of Geoscience & Reservoir Services,
Work Experience Reservoir Services, beliau menjabat sebagai GM of Marketing he served as GM of Marketing GRS (2015-2021)
GRS (2015-2021)
ACHMAD ZAKI
VP of Asset Realibility & Productivity
Menjabat sebagai VP of Asset Realibility & Productivity sejak 1 November 2018

Served as VP of Asset Realibility & Productivity since November 1, 2018

Domisili Bekasi, Jawa Barat | Domicile Bekasi, West Java
Pendidikan M.M, Magister Management, Prasetya Mulya Business School Master of Management, Prasetya Mulya Business School
Education Jakarta, 2009 Jakarta, 2009
Pengalaman Kerja Sebelum menempati posisi sebagai VP of Asset Realibility & Prior to his position as VP of Asset Realibility & Productivity,
Work Experience Productivity, beliau menjabat sebagai Direktur Utama EFK he served as President Director of EFK (2013-2015)
(2013-2015)

HERA HANDAYANI
VP of Business Development
Menjabat sebagai VP of Business Development sejak 1 November 2019

Served as VP of Business Development since November 1, 2019

Pendidikan M.M, Magister Management, Universitas Indonesia Jakarta, Master of Management, The University of Indonesia, Jakarta,
Education 2005 2005
Pengalaman Kerja Sebelum menempati posisi sebagai VP of Business Prior to his position as VP of Business Development, he served
Work Experience Development, beliau menjabat sebagai SM of Quality as SM of Quality Management (2018-2019)
Management (2018-2019)
YOGI FARATODI
VP of Marketing
Menjabat sebagai VP of Marketing sejak 1 Mei 2020

Served as VP of Marketing since May 1, 2020

Pendidikan M.BA, Master Of Business Administration, Institut Teknologi Master of Business Administration, Bandung Institute of
Education Bandung, 2011 Technology, 2011
Pengalaman Kerja Sebelum menempati posisi sebagai VP of Marketing, beliau Prior to his position as VP of Marketing, he served as
Work Experience menjabat sebagai Marketing Expert (2017-2020) Marketing Expert (2017-2020)
FERDIANSYAH
VP of Engineering Center & Quality Management
Menjabat sebagai VP of Engineering Center & Quality Management sejak 1 Desember 2020
Served as VP of Engineering Center & Quality Management since December 1, 2020

Domisili Depok, Jawa Barat | Domicile Depok, West Java
Pendidikan S.Si, Fisika, Universitas Indonesia Jakarta, 2006 Master of Physics, University of Indonesia, Jakarta, 2006
Education
Pengalaman Kerja Sebelum menempati posisi sebagai VP of Engineering Center Prior to his position as VP of Engineering Center & Quality
Work Experience & Quality Management, beliau menjabat sebagai SM of Asset Management, he served as SM of Asset Reliability & Prod. GRS
Reliability & Prod. GRS (2017-2020) (2017-2020)

Profil Perusahaan
Company Profile
MELJEVI BUDIA
VP of Controller
Menjabat sebagai VP of Controller sejak 1 Mei 2019

Served as VP of Controller since May 1, 2019

Pendidikan M.M, Magister Management, Sekolah Tinggi Prasetya Mulya Master of Management, Prasetya Mulya Business School,
Pengalaman Kerja Sebelum menempati posisi sebagai VP of Controller, beliau Prior to his position as VP of Controller, he served as Director
Work Experience menjabat sebagai Direktur PT Elnusa Trans Samudera of PT Elnusa Trans Samudera (2018-2019)
(2018- 2019)
YOGI FIRDAUS
VP of Treasury & Financing
Menjabat sebagai VP of Treasury & Financing sejak 1 Juni 2019

Served as VP of Treasury & Financing since June 1, 2019

Pendidikan M.M, Magister Management, Universitas Bina Nusantara Master of Management, University of Bina Nusantara, Jakarta,
Education Jakarta, 2009 2009
Pengalaman Kerja Sebelum menempati posisi sebagai VP of Treasury & Prior to his position as VP of Treasury & Financing, he served
Work Experience Financing, beliau menjabat sebagai Senior Manager of as Senior Manager of Financing (2019)
Financing (2019)
ADITYA DEWOBROTO
VP of Strategic Planning & Corporate Management
Menjabat sebagai VP of Strategic Planning & Corporate Management sejak 1 Januari 2022
Served as VP of Strategic Planning & Corporate Management since January 1, 2022

Pendidikan M.M, Magister Management Keuangan, Universitas Indonesia Master of Financial Management, University of Indonesia,
Pengalaman Kerja Sebelum menempati posisi sebagai VP of Strategic Planning & Prior to his position as VP of Strategic Planning & Corporate
Work Experience Corporate Management, beliau menjabat sebagai Director of Management, he served as Director of Finance &
Finance & Administration di PT Elnusa Petrofin (2018-2021) Administration di PT Elnusa Petrofin (2018-2021)

MIRA PUSPITAWATI
Senior Manager of Enterprise Risk Management
Menjabat sebagai Senior Manager of Enterprise Risk Management sejak 1 Mei 2021
Served as Senior Manager of Enterprise Risk Management since May 1, 2021

Pendidikan S.E, Ekonomi Manajemen, Universitas Indonesia, Jakarta, 2002 Bachelor of Economic, University of Indonesia, Jakarta, 2002
Education
Pengalaman Kerja Sebelum menempati posisi sebagai Senior Manager of Prior to his position as Senior Manager of Enterprise Risk
Work Experience Enterprise Risk Management, beliau menjabat sebagai Senior Management, he served as Senior Manager of Financing
Manager of Financing (2019-2021) (2019-2021)
AGUNG WAHIDIN
VP of Human Capital
Menjabat sebagai VP of Human Capital sejak 6 Juli 2020

Served as VP of Human Capital since July 6, 2020

Pendidikan M.BA, Master of Business Administration, Sekolah Tinggi Master of Business Administration, Sekolah Tinggi Manajemen
Education Manajemen IPMI, 2021 IPMI, 2021
Pengalaman Kerja Sebelum menempati posisi sebagai VP of Human Capital, Prior to his position as VP of Human Capital, he served as SM
Work Experience beliau menjabat sebagai SM of Human Capital Business of Human Capital Business Partner (2016-2020)
Partner (2016-2020)
EDY EFENDI
VP of Supply Chain Management
Menjabat sebagai VP of Supply Chain Management sejak 1 Desember 2019

Served as VP of Supply Chain Management since December 1, 2019

Domisili Jakarta Barat, DKI Jakarta | Domicile West Jakarta, DKI Jakarta
Pendidikan S.T, Teknik Sipil, Institut Teknologi Bandung, 1990 Bachelor of Civil Engineering, Institute of Technology
Education Bandung, 1990
Pengalaman Kerja Sebelum menempati posisi sebagai VP of Supply Chain Prior to his position as VP of Supply Chain Management, he
Work Experience Management, beliau menjabat sebagai Staf Ahli Direktur served as Expert Staff to the President Director (2016-2019)
Utama (2016-2019)

Profil Perusahaan
Company Profile
ADI YATAMA ADI GUNA

Senior Manager of Information System
Menjabat sebagai Senior Manager of Information System sejak 1 September 2017

Served as Senior Manager of Information System since September 1, 2017

Domisili Bogor, Jawa Barat | Domicile Bogor, West Java
Pendidikan M.sc., Elektro Teknik, University of Applied Sciences Esslingen Master of Science, Electrical Engineering, University of Applied
Education Jerman, 2003 Sciences Esslingen Jerman, 2003
Pengalaman Kerja Sebelum menempati posisi sebagai Senior Manager of Prior to his position as Senior Manager of Information
Work Experience Information System, beliau menjabat sebagai Section Head of System, he served as Section Head of System Development
System Development (2015- 2017) (2015- 2017)
DIAN INDRA BINTORO

Senior Manager of Property Management & General Affair
Menjabat sebagai Senior Manager of Property Management & General Affair sejak 6 Juli 2020
Served as Senior Manager of Property Management & General Affair since July 6, 2020

Pendidikan M.M., Magister Manajemen SDM, PPM School of Master of HR Management, PPM School of Management,
Education Management Jakarta, 2016 Jakarta, 2016
Pengalaman Kerja Sebelum menempati posisi sebagai Senior Manager of Prior to his position as Senior Manager of Property
Work Experience Property Management & General Affair, beliau menjabat Management & General Affair, he served as SM of Strategic
sebagai SM of Strategic Human Capital (2018-2020) Human Capital (2018-2020)
HANGGARA HARDIANSYAH
Senior Manager of Elnusa Petroleum School
Menjabat sebagai Senior Manager of Elnusa Petroleum School sejak 1 Desember 2020
Served as Senior Manager of Elnusa Petroleum School since January 1, 2022

Domisili Tangerang Selatan, Jawa Barat | Domicile South Tangerang, West Java
Pendidikan M.Psi., Magister Psikologi, Universitas Airlangga Surabaya, Master of Phsycology, University of Airlangga Surabaya, 2011
Education 2011
Pengalaman Kerja Sebelum menempati posisi sebagai Senior Manager of Elnusa Prior to his position as Senior Manager of Elnusa Petroleum
Work Experience Petroleum School, beliau menjabat sebagai Team Member School, he served as Team Member Corp. Innovation
Corp. Innovation Incubator (AGNI) (2019-2020) Incubator (AGNI) (2019-2020)

Sumber Daya Manusia
Human Resources
Sumber Daya Manusia (SDM) merupakan salah satu faktor penting Human Resources (HR) is one of the important factors in supporting
dalam mendukung keberlanjutan Perseroan. Pengelolaan SDM yang the sustainability of the Company. The Company continues to carry
tepat dan berkesinambungan terus dilakukan Perseroan dalam out a proper and sustainable HR management in developing quality
mengembangkan talenta yang berkualitas di tengah persaingan industri talents amid increasingly fierce industrial competition. The Company
yang semakin ketat dan lingkungan bisnis yang semakin kompetitif. realizes that the strong and excellent human resources holds a very
Perseroan menyadari bahwa keberadaan SDM yang tangguh dan unggul significant role in realizing the Company’s vision and mission. Therefore,
memegang peranan yang sangat penting guna mewujudkan visi dan misi the Company continually prioritizes the human capital approach as its
Perseroan. Untuk itu, Perseroan senantiasa mengedepankan pendekatan valuable asset. The Company believes that HR is a strategic partner that
human capital dimana SDM merupakan aset yang sangat berharga bagi must be managed and developed to support the Company’s growth.
Perseroan. Perseroan memandang bahwa SDM merupakan partner
strategis yang harus dikelola dan dikembangkan dalam mendukung laju
pertumbuhan Perseroan.
Sesuai dengan arahan strategis jangka panjang Perseroan, Divisi Human Following the Company’s long-term strategic plan, the Human Capital
Capital telah menyusun konsep SDM Perseroan untuk menciptakan Division has formulated the Company’s HR concept to create Professional
Professional People yaitu SDM yang memiliki pengetahuan dan People, HR who have the adequate knowledge and skills to carry out
keterampilan untuk melakukan peran spesifik mereka dengan tujuan their specific roles with the objectives of the Company’s growth and
pertumbuhan dan keberlanjutan Perseroan yang selaras dengan visi dan sustainability in line with the Company’s vision and business goals.
tujuan bisnis Perseroan. Untuk mewujudkan hal tersebut, pada tahun Therefore, in 2021, the Company through the Human Capital Division
2021, Perseroan melalui Divisi Human Capital Perseroan telah menyusun of the Company has formulated an HR management strategy as follows:
strategi pengelolaan SDM sebagai berikut:
1. Optimalisasi Organisasi melalui implementasi Lean Organization. 1. Organization Optimization through Lean Organization
implementation
2. Digitalisasi dan integrasi sistem pengelolaan Human Capital. 2. Digitization and integration of Human Capital management system
3. Implementasi Corporation Management. 3. Implementation of Corporation Management
4. Akselerasi SDM multitalent, dengan Pengembangan kapabilitas SDM 4. Acceleration of multitalented human resources, with the
di bisnis eksisting maupun bisnis baru serta critical competencies. development of HR capabilities in existing and new businesses as
well as critical competencies
5. Internalisasi value AKHLAK. 5. Internalization of moral values
JUMLAH DAN PRODUKTIVITAS SDM NUMBER AND PRODUCTIVITY OF HR

Per 31 Desember 2021, jumlah SDM Perseroan tercatat mencapai 1.170 As of December 31, 2021, the total employees of the Company was
pekerja, atau mengalami penurunan 7,6% dari jumlah SDM Perseroan recorded at 1,170 employees, decreased by 7.6 % compared to the
per 31 Desember 2020 sejumlah 1.266 pekerja. Hal ini disebebkan total employees as of December 31, 2020, which amounted to 1,266
karena dinamika jumlah SDM mengikuti proyek yang dikelola oleh employees. The difference results from the dynamicity of the number
Perseroan, sehingga jumlah SDM dapat berfluktuasi sesuai dengan of human resources that follows the project managed by the Company,
kebutuhan proyek. thus the number of human resources can fluctuate in accordance with
the project needs.

Profil Perusahaan
Company Profile
PERGERAKAN JUMLAH SDM PERSEROAN DALAM 3 (TIGA) TAHUN TERAKHIR 2019-2021

Movement of the Company’s Human Resources in the Last 3 (Three) Years 2019-2021
pekerja | employee
1.349
1.266
1.170
2019 2020 2021
Sementara, total jumlah SDM Perseroan dan entitas anak Perseroan per Meanwhile, the total number of HR of the Company and its subsidiaries
31 Desember 2021 mencapai 2.032 orang, dengan jumlah SDM entitas as of December 31, 2021 reached 2,032 people, with the number of HR
anak Perseroan sebanyak 862 orang. Jumlah SDM Perseroan dan entitas of the Company’s subsidiaries as many as 862 people. The number of HR
anak di tahun 2021 tercatat menurun 12,9%, dibanding tahun 2020 yang of the Company and its subsidiaries in 2021 was recorded to decrease by
mencapai 2.334 orang. 12.9%, compared to 2020 which reached 2,334 people
PERGERAKAN JUMLAH SDM PERSEROAN DAN ENTITAS ANAK DALAM 3 (TIGA) TAHUN TERAKHIR 2019-2021
Movement of the Company’s Human Resources and its Subsidiaries in the Last 3 (Three) Years 2019-2021
pekerja | employee
2.291 2.334
2.032
942 1.068 862
1.349 1.266 1.170

AP
ENHO
2019 2020 2021
Adapun tingkat produktivitas SDM Perseroan yang dihitung berdasarkan The productivity level of the Company’s HR which is calculated based on
Revenue, Laba Operasi dan Laba Bersih dibandingkan dengan jumlah Revenue, Operating Profit and Net Profit compared to the consolidated
SDM secara konsolidasi (termasuk SDM entitas anak Perseroan) selama number of HR (including HR of the Company’s subsidiaries) for the last 3
3 (tiga) tahun terakhir adalah sebagaimana berikut ini. (three) years is as follows.
TINGKAT PRODUKTIVITAS SDM 2019-2021

Level of HR Productivity
Produktivitas (Rp juta) Pertumbuhan (%)
Uraian Productivity (Rp million) Growth (%) Description
2021 2020 2019 2021 2020 2019
Revenue per Jumlah SDM 3.999 3.313 3.950 20,7 -16,1 16,0 Revenue per Total of HR
Laba Operasi per Jumlah SDM 110 189 233 -42,0 -18,9 -3,6 Operating Profit per Total of HR
Laba Bersih per Jumlah SDM 51 104 168 -50,6 -38,2 5,2 Net Profit per Total of HR
Secara umum, produktivitas SDM Perseroan mengalami peningkatan In general, the productivity of the Company’s HR has increased over
selama 3 (tiga) tahun terakhir. Ditinjau dari sisi Revenue per Jumlah the last 3 (three) years. In terms of Revenue per number of HR, the
SDM, tingkat produktivitas Revenue per SDM Perseroan pada tahun productivity level of the Company’s Revenue Per HR in 2021 has

2021 meningkat, yaitu sebesar 20,7%. Sedangkan dari segi Laba Bersih increased by 20.7%. Meanwhile, in terms of Net Profit per Number of
per Jumlah SDM, tingkat produktivitas SDM Perseroan mengalami HR, the productivity level of the Company’s HR has decreased by 42.0%.
penurunan yaitu sebesar 42,0%.
PROFIL DAN KOMPOSISI SDM HR PROFILE AND COMPOSITION

Seiring dengan berbagai tantangan dan perkembangan bisnis saat ini, In line with the various challenges and current business developments,
Perseroan melakukan beberapa penguatan dalam pengelolaan SDM the Company has made several strengthening in HR management to
agar lebih efektif dan efisien guna menciptakan SDM unggul agar be more effective and efficient in order to create superior HR that able
dapat beradaptasi dengan perkembangan lingkungan bisnis yang kerap to adapt with the frequent change in the development of the business
berubah. Di mana Perseroan terus berupaya menjaga komposisi SDM environment. In which the Company continues to strive to maintain
sesuai dengan kebutuhan dan perkembangan bisnis saat ini. the composition of HR in accordance with current business needs and
developments.
Berikut uraian terkait profil komposisi SDM Perseroan dalam 3 (tiga) The following is a description regarding the profile of the composition
tahun terakhir, berdasarkan jenjang jabatan, core function, status of the Company’s HR in the last 3 (three) years, based on position level,
kepegawaian, tingkat pendidikan, rentang usia, generasi usia, dan core function, employment status, education level, age range, age
gender atau jenis kelamin. generation, and gender.
KOMPOSISI SDM BERDASARKAN JENJANG JABATAN

Composition of HR based on Position
(orang | person)
2021 2020 2019

No Jenjang Jabatan Persentase Persentase Persentase Position Level
Jumlah Jumlah Jumlah
Percentage Percentage Percentage
Total Total Total
(%) (%) (%)
1 Direktur 5 0,4 4 0,3 4 0,3 Director
2 Vice President & 14 1,2 15 1,2 18 1,3 Vice President &
Fungsional Setara Equivalent
3 Senior Manager & 29 2,5 28 2,2 29 2,1 Senior Manager &
Fungsional Setara Equivalent
4 Manager & Fungsional 145 12,4 138 10,9 122 9,0 Manager & Equvalent
Setara
5 Junior Manager & 226 19,3 228 18,0 236 17,5 Junior Manager &
Fungsional Setara Equvalent
6 Supervisor 289 24,7 333 26,3 348 25,8 Supervisor
7 Staf 462 39,5 520 41,1 592 43,9 Staff
Jumlah 1.170 100,0 1.266 100,0 1.349 100,0 Total
Perseroan dapat menjaga komposisi Pekerja secara jumlah di setiap The Company can maintain the composition of the employees in total at
jenjang jabatan, hal ini ditunjukan oleh mayoritas pekerja yang berada each level of position, this is shown by the majority of employees who
pada level staf dan supervisor atau dikatakan berbentuk piramida. are at the staff and supervisor level or are said to be in the form of a
Sehingga dalam hal ini Perseroan berhasil dalam menjaga efektivitas pyramid. Therefore, in this case the Company succeeded in maintaining
organisasi. organizational effectiveness.
KOMPOSISI SDM BERDASARKAN CORE FUNCTION

Composition of HR based on Core Function
(orang | person)
2021 2020 2019

No Core Function Persentase Persentase Persentase Core Function
Total Total Total
(%) (%) (%)
1 Operasi 959 82,0 1.054 83,3 1.140 84,5 Operational
2 Shared Service 211 18,0 212 16,7 209 15,5 Shared Service
Jumlah 1.170 100,0 1.266 100,0 1.349 100,0 Total
Perseroan memfokuskan kegiatan operasi untuk mendukung The Company focuses on operating activities to support the completion
penyelesaian proyek-proyek dari customer Perseroan dan mengatur of projects from the Company’s customers and optimally manage the
komposisi Pekerja support function secara optimal terhadap core composition of support function employees towards core functions
function melalui dukungan transformasi digital yang dilakukan secara through the support of digital transformation that is carried out on an

Profil Perusahaan
Company Profile
berkesinambungan. Keberhasilan Perseroan menjaga komposisi ini ongoing basis. The Company’s success in maintaining this composition
menunjukkan efektivitas pengembangan bisnis dan optimalisasi biaya shows the effectiveness of business development and optimization of
operasional Perseroan dari sisi biaya SDM. the Company’s operational costs in terms of HR costs.
KOMPOSISI SDM BERDASARKAN STATUS KEPEGAWAIAN

Composition of HR based on Employment Status
(orang | person)
2021 2020 2019

No Status Kepegawaian Persentase Persentase Persentase Employment Status
Total Total Total
(%) (%) (%)
1 Kontrak 237 20,3 317 25,0 382 28,3 Contract
2 Tetap 933 79,7 949 75,0 967 71,7 Permanent
Jumlah 1.170 100,0 1.266 100,0 1.349 100,0 Total
Komposisi SDM berdasarkan status kepegawaian tahun 2021, yaitu The composition of HR is based on employment status in 2021, namely
Pekerja tetap di angka 80% dan kontrak 20%. permanent workers at 80% and 20% contracts.
KOMPOSISI SDM BERDASARKAN TINGKAT PENDIDIKAN

Composition of HR based on Education Level
(orang | person)
2021 2020 2019

No TIngkat Pendidikan Persentase Persentase Persentase Education Level
Total Total Total
(%) (%) (%)
1 ≥ Strata 2 (S2) 95 8,1 99 7,8 103 7,6 ≥ Master
2 Strata 1 (S1) 749 64,0 801 63,3 836 62,0 Bachelor
3 Diploma 99 8,5 110 8,7 114 8,5 Diploma
4 ≤ SMA 227 19,4 256 20,2 296 21,9 ≤ Highschool
Jumlah 1.170 100,0 1.266 100,0 1.349 100,0 Total
Menjawab tuntutan bisnis dan operasi maka diperlukan SDM yang Responding to the demands of business and operations, it is necessary
memiliki skill yang matang berdasarkan tingkat pendidikannya, sehingga to have human resources who possesed mature skills based on their
di tahun 2021 Perseoran tidak banyak merekrut pekerja dengan latar level of education, therefore in 2021 the Company has recruited less
belakang Pendidikan SMA karena tuntutan bisnis dan operasi harus workers with a high school education background because the business
didukung oleh pekerja dengan kapabilitas minimal Diploma. Dengan and operations demands must be supported by workers with a minimum
komposisi SDM yang lebih tinggi di tingkat pendidikan S2 maupun S1, Diploma capability. With a higher composition of human resources at
menunjukan bahwa kompleksitas bisnis Perseroan terus mengalami the Postgraduate and Doctorate education levels, it shows that the
peningkatan. complexity of the Company’s business continues to increase.
KOMPOSISI SDM BERDASARKAN RENTANG USIA

Composition of HR based on Age Range
(orang | person)
2021 2020 2019
No Usia Persentase Persentase Persentase Age
Total Total Total
(%) (%) (%)
1 ≤ 20 tahun 0 0,0 0 0,0 0 0,0 ≤ 20 years old
2 21-25 tahun 19 1,6 41 3,2 52 3,9 21-25 years old
3 26-30 tahun 131 11,2 161 12,7 217 16,1 26-30 years old
4 31-35 tahun 264 22,6 299 23,6 312 23,1 31-35 years old
5 36-40 tahun 284 24,3 290 22,9 277 20,5 36-40 years old
6 41-45 tahun 178 15,2 185 14,6 191 14,2 41-40 years old
7 46-50 tahun 173 14,8 157 12,4 161 11,9 46-50 years old
8 51-55 tahun 119 10,2 126 10,0 120 8,9 51-55 years old
9 ≥ 55 tahun 2 0,2 7 0,6 19 1,4 ≥ 55 years old
Jumlah 1.170 100,0 1.266 100,0 1.349 100,0 Total

Ditinjau dari usia Pekerja, sampai dengan tahun 2021 mayoritas Pekerja In terms of the age of the workers, until 2021 the majority of the
berada pada usia produktif yaitu usia 26-45 tahun. Kondisi ini secara workers were in the productive age, namely the age of 26-45 years.
berkelanjutan diharapkan dapat menjadi pendorong produktivitas This condition is continuously expected to be a driving force for the
Perseroan. Company’s productivity.
KOMPOSISI SDM BERDASARKAN GENERASI USIA

Composition of HR based on Age Generation
(orang | person)
2021 2020 2019

No Generasi Usia Persentase Persentase Persentase Age Generation
Total Total Total
(%) (%) (%)
1 GEN Z (Lahir 1995-2012) 41 3,5 41 3,2 34 2,5 GEN Z (Born 1995-2012)
2 GEN Y (Lahir 1982-1995) 657 56,2 700 55,3 736 54,6 GEN Y (Born 1982-1995)
3 GEN X (Lahir 1965-1981) 471 40,3 518 40,9 542 40,2 GEN X (Born 1965-1981)
4 Baby Boomers 1 0,1 7 0,6 37 2,7 Baby Boomers
(Lahir 1946-1964) (Born 1946-1964)
Jumlah 1.170 100,0 1.266 100,0 1.349 100,0 Total
Komposisi SDM yang didominasi oleh Gen Y menjadikan tantangan bagi The composition of HR which is dominated by Gen Y becomes a
Perseroan untuk menciptakan budaya organisasi yang kuat, dengan challenge for the Company to create a strong organizational culture,
menyediakan Work Life Balance Program dan sarana aktualisasi diri through providing a Work Life Balance Program and other means of
lainnya untuk menumbuhkan kemampuan yang terkait teknologi, self-actualization to grow capabilities related to technology, ideas
ide dan inovasi secara optimal. Keberhasilan dalam pengelolaan SDM and innovation optimally. Success in HR management based on this
berdasarkan kelompok generasi ini dibuktikan dengan adanya pekerja generational group is evidenced by the presence of Gen Y workers
Gen Y sudah menduduki posisi kunci (3 dari 19 posisi BOD-1) di who have occupied key positions (3 out of 19 BOD-1) positions in the
Perseroan. Company.
KOMPOSISI SDM BERDASARKAN GENDER/JENIS KELAMIN

Composition of HR based on Gender
(orang | person)
2021 2020 2019

No Gender Persentase Persentase Persentase Gender
Total Total Total
(%) (%) (%)
1 Laki-laki 1.033 88,3 1.114 88,0 1.212 89,8 Male
2 Perempuan 137 11,7 152 12,0 137 10,2 Female
Jumlah 1.170 100,0 1.266 100,0 1.349 100,0 Total
Perseroan telah memiliki inisiatif untuk mengimplementasikan The Company has the initiatives to implement gender equality and
kesetaraan gender dan pemberdayaan perempuan di tempat kerja. Hal empower women in the workplace. It is realized by the increase in the
itu diwujudkan dengan adanya peningkatan komposisi perempuan di composition of women in the management ranks (3 out of 20 BOD-1). In
jajaran manajemen (3 dari 20 BOD-1). Selain itu, beberapa pekerjaan addition, some operational work can be done by women workers due to
operasional sudah dapat dilakukan oleh pekerja perempuan karena the support of technology development.
didukung oleh pengembangan teknologi.
STRATEGI PENGELOLAAN DAN HR MANAGEMENT AND DEVELOPMENT

PENGEMBANGAN SDM STRATEGY
HR Serviced Functional Strategic Transformed

Provider Expert Partner Human
Capital
Fokus pada Reliability dan Fokus pada Expertise Disiplin Terlibat dalam Penyusunan Fokus Solusi Bisnis
Efektivitas Layanan HR Services ke-HR-an Transformasi Bisnis
Focus on Reliability and Focus on HR Discipline Expertise Engage in Business Transformation Focus on Business Solutions
Effectiveness of HR Services Preparation
2017-2018 2019 2020 2021

Profil Perusahaan
Company Profile
Sehubungan dengan perubahan organisasi dan penurunan bisnis In connection with organizational changes and the decline in global
global akibat adanya pandemic COVID-19, yang menuntut Perseroan business due to the COVID-19 pandemic, which forced the Company to
untuk melakukan pembenahan dalam segala aspek kegiatan bisnis make improvements in all aspects of business activities and Company
dan kebijakan Perusahaan maka Pengelolaan SDM merupakan suatu policies, HR Management is one of the mandatory to be implemented
keharusan untuk dilaksanakan dengan sungguh-sungguh, konsisten seriously, consistently and continuously and is expected that Human
dan terus-menerus serta diharapkan fungsi Human Capital mampu Capital function can contribute significantly to the organizational
berkontribusi nyata pada kinerja organisasi. Untuk itu beberapa program performance. Therefore, some of the flagship program wihich become
unggulan yang menjadi program kerja di 2021 adalah: the work program in 2021 are as follows:
1. Peningkatan efektivitas organisasi 1. Increasing organizational effectiveness
2. Penguatan kompetensi 2. Strengthening competence
3. Percepatan talenta dan suksesi 3. Acceleration of talent and succession
4. Pemenuhan kebutuhan SDM bisnis baru dan eksisting 4. Meeting the HR needs of new and existing businesses
5. Digitalisasi dan otomatisasi proses HC 5. Digitization and automation of HC processes
6. Agile Performance Management 6. Agile Performance Management
7. Internalisasi budaya tata nilai AKHLAK 7. Internalization of the culture of moral values
Diharapkan dengan pelaksanaan strategi SDM tersebut, SDM Perseroan Through the implementation of the HR strategy the Company’s HR is
dapat menjadi penyokong utama atas keberhasilan Perseroan dalam expected to become the main support of the Company’s success in
mempertahankan dan meningkatkan bisnisnya di tahun-tahun yang maintaining and improving its business in years to come. Several HR
akan datang. Beberapa program pengelolaan SDM berdasarkan strategi management programs based on the 2021 HR strategy that have been
SDM 2021 yang telah diimplementasikan adalah sebagai berikut: implemented are as follows:
1. Organization & Development 1. Organization & Development

Proses-proses yang menjadi bagian yang tidak terpisahkan dari Processes that are an integral part of the organizational management
pengelolaan organisasi dan pengembangan SDM antara lain: and HR development includes:
1.1 Organization 1.1 Organization
Penyusunan dan perubahan organisasi di beberapa fungsi di The composition and organizational changes in several functions
Perseroan merupakan salah satu konsekuensi dari perubahan of the Company is one of the consequences of changes
yang dilakukan dalam mencapai kinerja Perusahaan yang made upon achieving optimum Company’s performance and
optimal dan mendukung strategi bisnis yang telah dicanangkan. supporting the initiated business strategy. These changes
Perubahan tersebut ditujukan agar organisasi mampu are intended to enable the organizations to adapt as quickly
menyesuaikan diri dengan cepat dan sefleksibel mungkin agar and flexibly as possible in order to effectively support the
efektif mendukung kebutuhan bisnis perusahaan saat ini dan company’s current and future business needs. In composing
yang akan datang. Dalam menyusun organsasi di beberapa the organization at several functions, the Company applies the
fungsi, Perseroan menerapkan prinsip lean organization, principle of lean organization, such as designing an efficient and
yaitu organisasi didesain dengan efisien dan efektif untuk effective organisation to produce optimal performance.
menghasilkan kinerja yang optimal.
1.2 Manpower Planning 1.2 Manpower Planning
Seiring dengan perkembangan bisnis global dan dalam usaha In line with the global business developments and as an effort to
membentuk Elnusa grup menjadi sebuah identitas korporasi, form the Elnusa group into a corporate identity, comprehensive
maka diperlukan langkah-langkah komprehensif pengelolaan HR management steps are needed, one of which is making an
SDM yang salah satunya adalah membuat perencanaan integrated workforce plan in the Company and its subsidiaries.
tenaga kerja terintegrasi di Perseroan dan anak Perseroan. Integrated workforce planning is expected to have an impact on
Perencanaan tenaga kerja secara terintegrasi diharapkan dapat optimizing the number of HR in the Company and its Subsidiaries
memberikan dampak optimalisasi jumlah SDM di Perseroan dan thus enable to support the achievement of corporate business
Anak Perseroan sehingga dapat mendukung pencapaian target targets. The manpower planning strategy used by the Company
bisnis korporasi. Strategi manpower planning yang digunakan is adjusted to the needs of the existing business (sustain) and
oleh Perseroan adalah disesuaikan dengan kebutuhan bisnis the business development plan (growth).
eksisting (sustain) maupun rencana pengembangan bisnis
(growth).
Manpower Planning 2021 2020 2019 Manpower Planning

Sustainability 25 18 15 Sustainability
Growth for New Business 50 99 85 Growth for New Business
Growth based on Project 211 598 544 Growth based on Project
Total 286 715 644 Total

Selain strategi Manpower Planning for Sustainability and In addition to the Manpower Planning for Sustainability and
Growth, Perseroan juga berusaha menjaga organisasi yang Growth strategy, the Company also strives to maintain a
lean, namun produktif melalui pengelolaan persentase vacant lean but productive organization by managing a maximum
organisasi maksimal sebesar 10%. organizational vacant percentage of 10%.
1.3 Recruitment Management 1.3 Recruitment Management
Dalam rangka menyediakan SDM yang dibutuhkan untuk In order to provide the human resources needed to support
menunjang opersaional dan pertumbuhan organisasi dalam operational and organizational growth toward achieving the
mencapai visi dan misi, Perseroan melakukan proses rekrutmen vision and mission, the Company conducts a recruitment process
sesuai prosedur seleksi Perseroan, serta dilakukan secara in accordance with the Company’s selection procedures, and is
independen, transparan dan objektif bagi masyarakat luas carried out independently, transparently and objectively for the
tanpa memandang unsur suku, agama, ras, gender, maupun wider community regardless of ethnicity, religion, race, gender.
jenis kelamin.
Sepanjang tahun 2021, Perseroan melakukan rekrutmen SDM Throughout 2021, the Company recruited 88 human resources.
sebanyak 88 orang. Angka tersebut menurun sebesar 36% di This figure decreased by 36% compared to 2020 of 138 people.
banding tahun 2020 sebesar 138 orang. Pada periode 2021, In the 2021 period, the Company will accept new HR to meet
Perseroan melakukan penerimaan SDM baru untuk memenuhi the needs of the Company’s business activities with the
kebutuhan kegiatan usaha Perseroan dengan rincian sebagai following details:
berikut:
Uraian Total Description

SDM 2020 1.266 HR in 2020
Pekerja yang direkrut di 2021 88 Recruited Employee in 2021
SDM yang Berakhir Hubungan Kerja: (184) HR Expiration of Work Relationship:
Pensiun/Meninggal 35 Retired/Passed Away
Atas Permintaan Sendiri 30 Resign
Berakhir Kontrak 119 Contract Expires
Total SDM Akhir Tahun 2021 1.170 Total HR at the end of 2021
2. Talent Management 2. Talent Management

Kebijakan pengelolaan Talent Perseroan diarahkan untuk The Company’s Talent management policy is directed toward
menyediakan SDM yang memiliki kemampuan di beberapa bidang providing human resources who have the ability in several fields
(multi skill). Upaya ini juga merupakan inisisasi Perseroan untuk (multi-skill). This effort is the initiative of the Company to prepare
mempersiapkan SDM unggul yang mampu beradaptasi dengan superior human resources who are able to adapt with the ever-
dinamika perkembangan bisnis yang kerap berubah. Sistem changing dynamicity of business developments. This Talent
pengembangan SDM berbasis Talent Management ini dilakukan Management-based HR development system is carried out in order to
agar dapat mendukung kegiatan operasi Perseroan sekaligus support the Company’s operations while maintaining the Company’s
menjaga kesinambungan bisnis Perseroan. Program pengembangan business continuity. The HR development program is carried out
SDM dilakukan dengan metode Blended Learning yaitu kombinasi using the Blended Learning method, which is a combination of
antara metode pembelajaran mandiri, coaching & mentoring, independent learning methods, coaching & mentoring, and learning
serta pembelajaran melalui penugasan. Beberapa program through assignments. Several HR development programs that have
pengembangan SDM yang telah dilakukan pada tahun 2021 adalah been implemented in 2021 are as follows:
sebagai berikut:
2.1 Successor Planning 2.1 Successor Planning
Strategi dan rencana untuk mendapatkan calon pemimpin Strategies and plans to obtain prospective leaders of the
Perseroan dilakukan secara komprehensif melalui Company are carried out comprehensively through developing
pengembangan potensi, talenta dan kemampuan yang dimiliki the potential, talents and abilities of employees who are
oleh pekerja yang termasuk dalam Talent Pool. Setiap posisi kunci included in the Talent Pool. Each key position must have at least
harus memiliki setidaknya 3 (tiga) Successor List yang dipilih 3 (three) Successor Lists selected through a comprehensive
melalui proses Talent Management yang komprehensif. Fungsi Talent Management process. The HR function is responsible
SDM bertanggung jawab untuk membantu memfasilitasi para to help facilitating every successor to develop all skills
successor untuk mengembangkan segala kemampuan terkait related to career success factors (Soft Competency, Technical
career success factor (Soft Competency, Technical Competency, Competency, Exposure and Character). In 2021, the availability
Exposure, dan Character). Tahun 2021, ketersediaan suksesor of successors for key positions reached 100% and all key
atas posisi kunci mencapai 100% dan seluruh posisi kunci diisi positions are filled by successors who have been determined

Profil Perusahaan
Company Profile
oleh successor yang telah ditetapkan berdasarkan persentase based on the percentage level of conformity with the projected
tingkat kesesuaiannya dengan career success factor jabatan career success factor position of the successor.
yang diproyeksikan bagi sucessor.
2.2 Pengelolaan Kompetensi 2.2 Competency Management
Sejalan dengan perkembangan dan tuntutan bisnis, Perseroan In line with business developments and demands, the Company
selalu berupaya memastikan pengelolaan dan pengembangan always strives to ensure that the management and development
Sumber Daya Manusia (SDM) didasarkan pada kompetensi yang of Human Resources (HR) is based on competencies that are in
sejalan dengan visi, misi, dan strategi Perseroan. line with the Company’s vision, mission, and strategy.
Pengelolaan SDM berbasis kompetensi di Perseroan tidak Competency-based HR management in the Company includes
hanya mencakup kompetensi teknis tetapi juga kompetensi not only technical competence but also behavioral competence,
perilaku, profil karekteristik kepribadian dan eksposur tugas profile of personality characteristics and job exposure aimed
yang ditujukan untuk memastikan tersedianya Sumber Daya at ensuring the availability of competitive Human Resources
Manusia (SDM) yang mampu bersaing. Dalam hal kompetensi (HR). In terms of technical competence, the Company has
teknis, Perseroan telah melakukan identifikasi kamus identified a technical competency dictionary, job competency
kompetensi teknis, kebutuhan kompetensi jabatan (KKJ), serta requirements (KKJ), and developed a technical competency
mengembangkan skema pengukuran kompetensi teknis pekerja measurement scheme for workers in 2021. Several technical
pada tahun 2021. Beberapa metode pengukuran technical competency measurement methods have been carried out
competency yang telah dilakukan seperti metode presentasi, such as presentation methods, behavior observation in the
pengamatan perilaku di tempat kerja, sertifikasi maupun jalur workplace, certification as well as further education pathways
pendidikan lanjutan (S2 dan S3). (Postgarduate and Doctorate).
Sedangkan dalam hal behavior competency, Perseroan juga Meanwhile, in terms of behavior competency, the Company
telah melakukan pengukuran kompetensi pekerja secara has also carried out employee competency measurements in
bertahap dengan menggunakan beberapa pendekatan antara stages using several approaches, including self-assessment,
lain self-assessment, panel assessment dan assessment center. panel assessment and assessment center. The results of the
Hasil pengukuran kompetensi akan digunakan sebagai bagian competency measurement will be used as part of the reference
dari acuan dalam pembinaan pekerja. Pengelolaan behaviour in the development of workers. The behavior competency
competency di Perseroan mengacu pada ketentuan behaviour management in the Company refers to the behavior competency
competency yang berlaku di Kementerian BUMN yang dibagi provisions applicable in the Ministry of SOEs which are divided
berdasarkan kategori level Pekerja: based on the category of Employee level:
a. Operational Leader Assessment Survey a. Operational Leader Assessment Survey
b. Strategic Leader Assessment Survey b. Strategic Leader Assessment Survey
Dari keseluruhan Pekerja di Perseroan yang telah melakukan In general, the overall result of the Company’s employee
pengukuran behaviour competency, hasil yang didapatkan behavior competency measurement has shown conformity
secara umum telah menunjukkan kesesuaian dengan level with the level of need in each position.
kebutuhan di masing-masing jabatan.
2.3 Talent Mapping 2.3 Talent Mapping
Pemetaan pekerja bertalenta dilakukan dengan The mapping of talented workers is carried out by identifying
mengidentifikasi Pekerja di Perseroan ke dalam Talent Matriks, employees in the Company into the Talent Matrix, which refers
yang mengacu pada kompetensi, kinerja, aspirasi serta karakter to the competence, performance, aspirations and character of
Pekerja. Pemetaan ini berguna untuk memastikan talent dapat the employees. This mapping is useful to ensure Talent can be
ditempatkan sesuai dengan strategi bisnis Perseroan, serta placed in accordance with the Company’s business strategy, as
memastikan program pengembangan sesuai dengan kebutuhan well as ensuring the development program is in accordance with
spesifik yang telah diidentifikasi, sehingga pengembangan the identified specific needs, thefore employee development
Pekerja menjadi lebih fokus dan efisien. Selama tahun 2021 becomes more focused and efficient. During 2021 the Human
fungsi Human Capital telah melakukan pemetaan Talent Capital function has mapped a Talent Pool of 433 employees
Pool sebanyak 433 pekerja dari 1.170 total pekerja, yang out of 1,170 total employees, which are grouped into the
dikelompokkan dalam kategori: following categories:
a. High Flyer 1. High Flyer
b. High Performer 2. High Performer
c. High Potential 3. High Potential
d. Key Performer 4. Key Performer
2.4 Elnusa Multitalent Development Program 2.4 Elnusa Multitalent Development Program
Kondisi eksternal bisnis Perseroan selama tahun 2021 yang During 2021, due to the triple economic shocks, the external
sangat berat karena triple shocks perekonomian, mengharuskan hard business conditions of the Company requiring the ability

kapasitas SDM PT Elnusa Tbk mampu menjawab tantangan of PT Elnusa Tbk’s HR capacity to respond to the challenges
yang terjadi, terlebih para leader perusahaan. Untuk menjawab that occurred, especially the company’s leaders. To answer
tantangan tersebut, maka PT Elnusa Tbk melakukan upaya these challenges, PT Elnusa Tbk makes efforts to prepare the
dalam mempersiapkan SDM perusahaan melalui suatu program company’s human resources through a comprehensive HR
pengembangan kapasitas SDM secara komprehensif, khususnya capacity development program, especially for companies with
bagi para perusahaan dengan tujuan sebagai berikut: the following objectives:
a. Mempersiapkan kapasitas leader Elnusa untuk menghadapi a. Prepare the capacity of Elnusa leaders to face the
tantangan ke depan. challenges ahead.
b. Menciptakan leader-leader multitalent baru untuk dapat b. Creating new multitalented leaders to be able to occupy
menduduki Critical Position dengan konsep DikDuk. the Critical Position with the DikDuk concept.
c. Mempercepat realisasi Strategic Initiatives yang c. Accelerate the realization of Strategic Initiatives that
men- support langsung strategi perusahaan. directly support the company’s strategy.
Elnusa Multitalent Development Program (EMDP) adalah Elnusa Multitalent Development Program (EMDP) is a
program pengembangan kompetensi pekerja menjadi Multi competency development program for employees to become
Talented People untuk menghadapi tantangan bisnis (VUCA) Multi Talented People to face business challenges (VUCA) in
dalam rangka mencapai visi perusahaan menjadi Perusahaan order to achieve the company’s vision to become a Leading
Jasa Energi Terkemuka yang Memberikan Solusi Total. Target Energy Service Company that Provides Total Solutions”. The
peserta dalam Program EMDP adalah Vice President, General target participants in the EMDP Program are Vice Presidents,
Manager/Senior Manager, Direktur Anak Perusahaan, Manager, General Managers/Senior Managers, Directors of Subsidiaries,
serta suksesor jabatan-jabatan kritikal di Perusahaan dengan Managers, and successors of critical positions in the Company
jumlah + 120 (seratus dua puluh) orang. Peserta program akan with a total of + 120 (one hundred and twenty) people.
dibagi dalam 2 (dua) level yaitu Advanced dan Intermediate Program participants will be divided into 2 (two) levels, namely
berdasarkan jenjang jabatan struktural dan level kompetensi Advanced and Intermediate based on the structural level and
yang akan dikembangkan. level of competence to be developed.
Metode pengembangan kompetensi dilakukan dengan The competency development method is carried out with
konsep blended learning (70:20:10). Aktivitas yang digunakan the concept of blended learning (70:20:10). The activities
antara lain workshop, individual & group coaching, sharing carried out including workshops, individual & group coaching,
session with successful leader, individual & group assignment. sharing sessions with successful leaders, individual & group
Pengembangan kompetensi yang menjadi fokus adalah assignments. Competency development with focus on aspects
pada aspek behaviour competency, business & technical of behavior competency, business & technical competencies
competencies, dan digital competencies. and digital competencies.
Tahun 2021, program ini dimulai berjalan selama 6 (enam) In 2021, this program started to run for 6 (six) months from
bulan sejak bulan Januari, yang terdiri dari fase in class dan January, which consists of in-class and coaching phases.
coaching.
2.5 Job Bidding Program 2.5 Job Bidding Program
Dalam rangka memberikan kesempatan yang terbuka bagi In 2021, In order to provide open opportunities for all
seluruh Pekerja untuk mencapai tujuan karirnya, pada tahun employees to achieve their career goals, the Company
2021 Perseroan tetap menjalankan program Job Bidding continued to run an integrated Job Bidding program with
secara terintegrasi dengan anak Perseroan. Job Bidding the Company’s subsidiaries. Job Bidding is a mechanism for
sendiri merupakan mekanisme pengisian posisi vacant dengan filling vacant positions by providing open and competitive
memberikan kesempatan terbuka dan kompetitif bagi pekerja opportunities for workers who have the required qualifications
yang memiliki kualifikasi yang dibutuhkan untuk mengikuti to participate in a transparent and objective selection process.
proses seleksi secara transparan dan objektif. Tujuan utama The main objectives of this program include:
program ini antara lain:
a. Mendapatkan New Leaders yang potensial. a. Get potential New Leaders
b. Memberikan kesempatan kepada seluruh Pekerja b. Provide opportunities for all employees of the Company to
Perseroan menjadi sucessor jabatan struktural yang vacant. become vacant structural position successors
c. Memacu akselerasi karier bagi pekerja berprestasi c. Stimulating career acceleration for outstanding workers
(Meritocracy over Seniority) (Meritocracy over Seniority)
Proses seleksi dalam program Job Bidding dilakukan melalui The selection process in the Job Bidding program is carried
3 (tiga) tahapan yaitu seleksi administrasi, seleksi kompetensi out through 3 (three) stages, namely administrative selection,
dan wawancara panel. Selanjutnya, bagi Pekerja yang berhasil competency selection and panel interview. Furthermore,

Profil Perusahaan
Company Profile
melalui seluruh tahapan dan menduduki jabatan yang dituju workers who successfully pass all stages and occupy the
akan diberikan masa pra jabatan selama 6 (enam) bulan intended position will be given a pre-service period of 6 (six)
sebelum ditetapkan sebagai pejabat definitive atau sebaliknya. months before being appointed as a definitive official or
vice versa.
2.6 Elnusa Academy 2.6 Elnusa Academy
Elnusa Academy adalah program pembelajaran komprehensif Elnusa Academy is a comprehensive learning program through
melalui metode blended learning (10% in class training, 20% the blended learning method (10% in class training, 20%
coaching mentoring, dan 70% assignment), yang bertujuan coaching mentoring, and 70% assignments), which aims to
untuk melakukan upskilling kompetensi teknis pekerja. Selama upskill the technical competence of workers. During 2021, the
tahun 2021, Perseroan menyelenggarakan 7 Program Elnusa Company held 7 Elnusa Academies Programs, namely:
Academies, yaitu:
a. Project Cost & Cash Leadership Academy a. Project Cost & Cash Leadership Academy
Sebuah program akademi yang ditujukan kepada pekerja An academy program aimed at employees with positions
dengan level jabatan setingkat Supervisor ke atas dan at Supervisor level and above and directly involved in
terlibat langsung dalam pengelolaan operasi proyek managing the Company’s project operations. This academy
Perseroan. Akademi ini bertujuan untuk memastikan aims to ensure that all project implementers of the
seluruh pelaksana proyek Perseroan mampu menerapkan Company are able to implement good and measurable
praktik Cashflow Management yang baik dan terukur, Cashflow Management practices, ensuring all of the
memastikan seluruh proyek Perseroan berjalan dengan Company’s projects run with the OTOBOSOR principle (On
prinsip OTOBOSOR (On Time, On Budget, On Scope, On Time, On Budget, On Scope, On Revenue), and increase
Revenue), dan meningkatkan profitabilitas dari proyek the profitability of the Company’s ongoing projects. This
Perseroan yang sedang berjalan. Kegiatan ini diikuti activity is attended by 185 workers from all functions of the
oleh 185 pekerja dari seluruh fungsi Operasi dan Anak Company’s Operations and Subsidiaries.
Perusahaan Perseroan.
b. Marketing & Sales Commercial Operation Academy b. Marketing & Sales Commercial Operation Academy
Sebuah program akademi yang ditujukan kepada pekerja An academic program aimed at employees in the
di Divisi Marketing & Sales dengan level jabatan setingkat Marketing & Sales Division with positions at Staff level
Staff ke atas. Akademi ini bertujuan untuk meningkatkan and above. This academy aims to improve the knowledge
pengetahuan tim Marketing & Sales terkait dengan proses of the Marketing & Sales team regarding the business
bisnis dan produk serta layanan lini bisnis Perseroan secara processes and products and services of the Company’s
komprehensif. Tujuan dari akademi ini adalah peningkatan business lines comprehensively. The aim of this academy
business acumen pekerja, pemahaman yang lebih is to increase the business acumen of employees, to have
mendalam terkait produk dan layanan Perseroan, sehingga a deeper understanding of the Company’s products and
mampu untuk melakukan aktivitas pemasaran dengan services, thus enable to carry out more optimum marketing
lebih optimal. Kegiatan ini diikuti oleh 15 pekerja dari Divisi activities. This activity is attended by 15 workers from the
Marketing & Sales. Marketing & Sales Division.
c. HSSE Academies, terdiri dari 3 Program utama, yaitu: c. HSSE Academies, consists of 3 main programs, namely:
i. HSSE 101 Academy adalah sebuah program akademi i. HSSE 101 Academy, an academy program for
untuk pekerja dengan level Manager ke atas di employees with Manager level and above in the
Perseroan dan Anak Usaha Perseroan. Program ini Company and its Subsidiaries. This program aims
bertujuan untuk memastikan bahwa setiap leader di to ensure that every leader in the Company and its
Perseroan dan Anak Usaha Perseroan mampu untuk Subsidiaries is able to implement all HSSE policies
mengimplementasikan seluruh kebijakan HSSE dengan properly and correctly. This program is implemented
baik dan benar. Program ini dilaksanakan dengan using a self-learning method, as well as assignments
metode pembelajaran mandiri (self-learning), serta (assignments), and is attended by 120 workers from all
pemberian penugasan (assignments), dan diikuti oleh functions in the Company and its Subsidiaries.
120 pekerja dari seluruh fungsi di Perseroan dan Anak
Usaha Perseroan.
ii. HSSE School Academy adalah sebuah program ii. HSSE School Academy, an academy program for
akademi untuk pekerja dengan jabatan HSE Officer employees with the position of HSE Officer in the
di Perseroan dan Anak Usaha Perseroan. Program Company and its Subsidiaries. This program aims to
ini bertujuan untuk memastikan seluruh HSE Officer ensure that all HSE Officers have the same standards
memiliki standar yang sama terkait implementasi nilai- regarding the implementation of HSE values in all of the
nilai HSE di seluruh lokasi kerja Perseroan. Program Company’s work locations. This program is carried out
ini dilakukan secara daring (online) dengan metode online using interactive discussion learning methods
pembelajaran diskusi interaktif bersama pakar-pakar with HSSE experts in Indonesia, and is attended by

HSSE di Indonesia, dan diikuti oleh lebih dari 200 more than 200 HSE Officers from all functions in the
HSE Officer dari seluruh fungsi di Perseroan dan Anak Company and its Subsidiaries.
Usaha Perseroan.
iii. HSSE Plus Academy adalah sebuah program akademi iii. HSSE Plus Academy, an academy program for
untuk pekerja dengan level jabatan Assistant Manager employees with Assistant Manager level and above
ke atas di fungsi HSSE Perseroan. Program ini bertujuan in the Company’s HSSE function. This program aims
untuk memberikan pemahaman terkait dengan proses to provide an understanding related to the business
bisnis, produk, serta layanan dari seluruh fungsi di processes, products, and services of all functions in
Perseroan. Program ini dilakukan secara daring (online) the Company. This program is carried out online using
dengan metode pembelajaran kuliah, diskusi interaktif, lecture learning methods, interactive discussions, and
dan presentasi peserta diakhir sesi. Program ini diikuti participant presentations at the end of the session.
oleh 17 Pekerja dari Divisi HSSE Perseroan. This program is attended by 17 employees from the
Company’s HSSE Division.
d. Incident Investigation Academy d. Incident Investigation Academy,

Sebuah program akademi yang ditujukan untuk pekerja An academy program aimed at employees in all functions of the
di seluruh fungsi Perseroan. Akademi ini bertujuan untuk Company. This academy aims to provide understanding in
memberikan pemahaman dalam mengidentifikasi sebuah identifying an incident, starting from the root cause of the
insiden, mulai dari root cause dari insiden tersebut, incident, the impact it caused, the loss to the company, as
dampak yang ditimbulkan, kerugiannya untuk perusahaan, well as the mitigation steps that can be taken to prevent
serta langkah mitigasi yang dapat diambil untuk mencegah the future occurrence of this incident. This academy
insiden tersebut terulang kembali di kemudian hari. is conducted in 8 batches online and is attended by 163
Akademi ini dilakukan sebanyak 8 batch secara daring representative workers from all functions of the Company
(online) dan diikuti oleh 163 pekerja perwakilan dari and its Subsidiaries.
seluruh fungsi Perseroan dan Anak Usaha Perseroan.
e. Geoscience Reservoir Services: Marine Site Survey e. Geoscience Reservoir Services: Marine Site Survey
Academy Academy
Sebuah program akademi yang ditujukan untuk pekerja An academic program aimed at workers in the Marine
di fungsi Marine Site Survey GRS. Akademi ini bertujuan Site Survey function of GRS. This academy aims to
untuk memberikan upskilling kompetensi teknis terkait provide upskilling of technical competencies related to
pengoperasian alat, software, dan pengolahan data di the operation of tools, software, and data processing in
bisnis Marine Site Survey, sehingga mampu meningkatkan the Marine Site Survey business, in order to increase the
daya saing Perseroan di bisnis tersebut. Akademi ini Company’s competitiveness in the business. This academy
dilakukan secara hybrid, daring dan luring, dengan metode is conducted in a hybrid, online and offline manner, with
pembelajaran kuliah, diskusi interaktif, serta praktik lecture learning methods, interactive discussions, and
langsung, dan diikuti oleh 23 pekerja dari Divisi Geoscience hands-on practice, and is attended by 23 workers from the
Reservoir Services. Geoscience Reservoir Services Division.
2.7. Learning Program 2.7 Learning Program

Mulai tahun 2021, Perseroan mencanangkan target rata-rata Starting in 2021, the Company has set the average learning hour
jam pembelajaran sebesar 250 jam untuk setiap Pekerja. target of 250 hours for each employee. The learning activities
Aktivitas pembelajaran yang dilakukan meliputi pelatihan, carried out include training, sharing sessions, coaching and
sharing session, coaching dan mentoring, self study, mobile mentoring, self study, mobile learning, leader forums, CIP
learning, leader forum, program CIP (Continous Improvement (Continous Improvement Program) and E-Learning programs.
Program) dan E-Learning. Penyelenggaraan pengembangan The implementation of competency development in the form of
kompetensi dalam bentuk pelatihan di lingkungan Perseroan training within the Company is carried out by Elnusa Petroleum
dilakukan oleh Elnusa Petroleum School (EPS). EPS bertanggung School (EPS). EPS is responsible for ensuring the implementation
jawab memastikan penyelenggaraan program pelatihan dan of training and learning programs, reviewing competencies after
pembelajaran, melakukan review terhadap kompetensi setelah the training process, and ensuring documentation and update
proses pelatihan, dan memastikan adanya dokumentasi serta of knowledge management materials in order to support the
pemutakhiran materi knowledge management dalam rangka improvement of the Company’s HR competencies. The number
mendukung peningkatan kompetensi SDM Perseroan. Adapun of hours of training and learning carried out during the last 3
jumlah jam pelatihan dan pembelajaran yang dilakukan selama (three) years can be seen in the following table:
periode 3 (tiga) tahun terakhir dapat dilihat dalam tabel berikut:

Profil Perusahaan
Company Profile
Jam Pelatihan dan Pembelajaran (jam) Pertumbuhan Man Hour Pelatihan (%)
Training and Learning Hour (hour) Man Hour Training Growth (%)
2021 2020 2019 2021 2020 2019
558.223 166.872 152.918 234,52 9,13 109
JAM PELATIHAN DAN PEMBELAJARAN

Training and Learning Hour
jam | hour
558.223
152.918 166.872
2019 2020 2021

Tabel di atas menunjukkan adanya peningkatan jam The table above shows a significant increase in worker learning
pembelajaran pekerja yang cukup signifikan, hal ini disebabkan hours, this is due to the addition of worker learning activities
karena adanya penambahan aktivitas pembelajaran pekerja which are quite diverse compared to the previous year.
yang cukup beragam dibandingkan dengan tahun sebelumnya.
Perseroan berkomitmen untuk terus meningkatkan kapabilitas The Company is committed to continuously improving the
Sumber Daya Manusia di perusahaan, hal ini dibuktikan dengan capabilities of Human Resources in the company, this is
komitmen untuk melaksanakan pengembangan SDM secara evidenced by the commitment to carry out HR development
berkelanjutan. Realisasi biaya pengembangan kompetensi SDM in a sustainable manner. The realization of HR competency
pada tahun 2021 tercatat sebesar Rp8,05 miliar, mengalami development costs in 2021 was recorded at Rp8.05 billion,
kenaikan 4,1% atau ekuivalen dengan Rp319 juta, jika an increase of 4.1% or equivalent to Rp319 million, when
dibandingkan dengan tahun 2020 yang tercatat sebesar Rp7,73 compared to 2020 which was recorded at Rp7.73 billion. The
miliar. Besaran Investasi biaya pelatihan Perseroan dalam 3 total investment in the Company’s training costs in the last 3
(tiga) tahun terakhir adalah sebagaimana tersaji pada tabel di (three) years is presented in the table below:
bawah ini:
Biaya Pelatihan (Rp miliar) Pertumbuhan Man Hour Pelatihan (%)

Training Cost (Rp billion) Man Hour Training Growth (%)
2021 2020 2019 2021 2020 2019
8.046 7.727 9.208 4,1 -16,1 -5,5
BIAYA PELATIHAN
Training Cost
Rp milliar | Rp billion
9.208
8.046
7.727
2019 2020 2021

Berdasarkan tabel di atas, terlihat bahwa biaya pelatihan tahun Based on the table above, it can be seen that the cost of training
2021 mengalami kenaikan sebesar 4,1% jika dibandingkan in 2021 has increased by 4.1% compared to the previous year.
dengan tahun sebelumnya. Kenaikan ini disebabkan oleh This increase was due to the increase in the learning activities of
bertambahnya aktivitas pembelajaran pekerja Perseroan, the Company’s employees, in line with the significant increase
seiring dengan meningkatnya target rerata jam pembelajaran in the target average learning hours per worker, from 100 hours
per pekerja yang cukup signifikan, dari 100 jam ke 250 jam. to 250 hours.
Pelatihan yang diselenggarakan oleh Perseroan, terbagi dalam The training organized by the Company is divided into several
beberapa jenis, yaitu sebagai berikut: types, namely as follows:
a. Sertifikasi (Certification), pelatihan dan uji kompetensi a. Certification, standardized technical competency test and
teknis terstandar yang menjadi persyaratan wajib training which is a mandatory requirement (mandatory)
(mandatory) dalam melakukan sebuah pekerjaan. in doing a job. The output of this activity is a document/
Output dari kegiatan ini adalah dokumen/sertifikat yang certificate stating that the worker is competent in a certain
menyatakan bahwa pekerja kompeten dalam bidang field.
tertentu.
b. Pelatihan Soft Skill adalah pelatihan yang dilakukan untuk b. Soft Skill Training, is training conducted to improve non-
meningkatkan kompetensi non teknis sesuai dengan technical competencies in accordance with the needs for
kebutuhan untuk level jabatan tertentu. certain level positions.
c. Pelatihan Technical Skill adalah pelatihan yang dilakukan c. Technical Skill Training, is training conducted to improve
untuk meningkatkan kompetensi teknis yang terkait technical competence related to the work performed by
dengan pekerjaan yang dilakukan oleh pekerja. workers.
d. Pelatihan Umum (General), adalah pelatihan yang d. General Training, is training provided in order to improve
diberikan dalam rangka meningkatkan kompetensi yang competence related to the oil and gas industry and other
berhubungan dengan industri migas maupun bidang general fields.
umum lainnya.
Data program pelatihan yang telah terselenggara dalam 3 (tiga) Data on training programs that have been held in the last 3
tahun terakhir adalah sebagai berikut: (three) years are as follows:
Jam Pelatihan dan Pembelajaran Persentase (%)

(jam)
Jenis Pelatihan Percentage (%) Type of Training
Man Hour (hour)
2021 2020 2019 2021 2020 2019
Certification 16.323 13.386 1.985 2,92 8,02 1,30 Certification
Soft Skill 2.323 5.229 4.708 0,42 3,13 3,08 Soft Skill
Technical 81.228 27.664 67.914 14,54 16,58 44,41 Technical
General 458.649 120.593 78.311 82,12 72,27 51,21 General
Jumlah 558.523 66.872 52.918 100,00 100,00 100,00 Total
Perseroan memberikan kesempatan yang sama bagi segenap The Company provides equal opportunities for all HR at
SDM di setiap level/jenjang jabatan untuk mendapatkan every level/level of position to receive learning programs.
program pembelajaran. Pengembangan kompetensi SDM The development of the Company’s HR competencies is not
Perseroan tidak hanya diberikan untuk level Staf yang bekerja only provided for the level of staff working on the Company’s
di proyek-proyek Perseroan, tetapi juga untuk seluruh SDM di projects, but also for all HR at every level of position. The
setiap jenjang jabatan. Komposisi jam pembelajaran atau man composition of learning hours or training man hours based on
hour pelatihan berdasarkan jenjang jabatan dalam 3 (tiga) position level in the last 3 (three) years is as follows:
tahun terakhir adalah sebagai berikut:
Jam Pelatihan dan Pembelajaran Persentase (%)

(jam)
Jenjang Jabatan Percentage (%) Position Level
Training and Learning Hour (hour)
2021 2020 2019 2021 2020 2019
Director 2.434 300 245 0,44 0,18 0,16 Director
Vice President 4.680 2.552 1.335 0,84 1,53 0,87 Vice President
Senior Manager 21.598 4.525 3.371 3,87 2,71 2,20 Senior Manager
Manager 49.237 14.658 9.378 8,82 8,78 6,13 Manager
Assistant Manager 87.068 6.530 5.387 15,59 3,91 3,52 Assistant Manager
Jumlah 558.523 166.872 152.918 100,00 100,00 100,00 Total

Profil Perusahaan
Company Profile
Secara umum, dari tabel di atas dapat disimpulkan bahwa In general, from the table above, it can be concluded that the
Perseroan memiliki fokus yang besar untuk pengembangan Company has a great focus on HR development for all levels of
SDM bagi semua level karyawan. Fokus pembelajaran employees. The focus of learning for employees at Manager
untuk karyawan level Manager ke atas adalah membangun level and above is to build Managerial competence, while the
kompetensi Manajerial sedangkan fokus untuk karyawan focus for employees at Junior Manager level and below is to
level Junior Manager ke bawah adalah untuk pemenuhan fulfill competencies in implementing projects.
kompetensi dalam melaksanakan proyek.
2.8 Coaching & Mentoring Program 2.8 Coaching & Mentoring Program
Perseroan terus menggalakkan program Coaching & The Company continues to promote the Coaching & Mentoring
Mentoring dalam rangka pengembangan kapabilitas pekerja. program in the context of developing employee capabilities.
Program Coaching & Mentoring pekerja dilakukan melalui The Employee Coaching & Mentoring program is carried out
platform digital Elnusa Coaching Mentoring Academy (ECMA). through the Elnusa Coaching Mentoring Academy (ECMA)
Aplikasi ini memudahkan pekerja untuk melakukan kegiatan digital platform. This application makes it easier for workers to
Coaching & Mentoring, karena bisa dilakukan di mana saja, carry out Coaching & Mentoring activities, because it can be
kapan saja, dan memastikan semua aset pengetahuan dapat done anywhere and anytime and ensures that all knowledge
terdokumentasi dengan baik. Pada tahun 2021, tercatat lebih assets can be well documented. In 2021, there are more
dari 200 user aktif ECMA, dengan 50 aktivitas Coaching, 81 than 200 active ECMA users, with 50 Coaching activities, 81
aktivitas Mentoring, dan lebih dari 250 expertise terkumpul Mentoring activities, and more than 250 expertise collected
dalam database sistem ECMA. in the ECMA system database.
2.9 Knowledge Management System 2.9 Knowledge Management System
Dalam rangka menghindari hilangnya aset pengetahuan Since 2017, continually, in order to avoid the loss of intellectual
intelektual ketika seorang pekerja meninggalkan suatu knowledge assets when an employee leaves a company, the
Perseroan, secara berkelanjutan sejak tahun 2017, Perseroan Company continue to strengthen the Knowledge Management
terus memperkuat Knowledge Management System untuk System to document knowledge assets (explicit and tacit
mendokumentasikan aset pengetahuan (explicit dan knowledge) owned by the Company’s HR. Knowledge assets
tacit knowledge) yang dimiliki oleh SDM Perseroan. Aset are contained in a knowledge management portal which
pengetahuan dimuat dalam portal knowledge management integrated with knowledge asset management managed
yang terintegrasi dengan pengelolaan aset pengetahuan by PT Pertamina (Persero). In addition to the komet portal
yang dikelola oleh PT Pertamina (Persero). Selain melalui (knowledge management), the Company has an EPS E-Library
portal komet (knowledge management), Perseroan juga platform, an electronic library with functions to store all
memiliki platform EPS E-Library, perpustakaan elektronik yang knowledge assets, as well as distribute the knowledge to
berfungsi untuk menyimpan seluruh aset pengetahuan, serta workers in need.
mendistribusikan pengetahuan tersebut kepada pekerja yang
membutuhkan.
2.10 Sharing Session 2.10 Sharing Session
Perseroan melalui fungsi Elnusa Petroleum School (EPS) The Company through the function of the Elnusa Petroleum
menyelenggarakan program sharing knowledge sebagai School (EPS) organizes a knowledge sharing program as a forum
wadah pertukaran ide, pengetahuan, dan informasi di antara for the exchange of ideas, knowledge, and information among
pekerja. Program ini diselenggarakan secara rutin setiap 2 employees. Regularly, this program is held 2 (two) times every
(dua) kali dalam seminggu, dengan topik bervariasi namun week, with varied topics that relevant to the Company’s core
tetap relevan dengan core business Perseroan. Narasumber business. The resource persons for the sharing session program
program sharing session diisi oleh pemateri internal, yaitu is internal speakers, which is the Company’s employees, and
pekerja Perseroan, dan pemateri eksternal, yaitu public figure external speakers, which is public figures and inspirational
dan sosok inspiratif yang mampu memberikan wawasan bagi figures who are able to provide insight to the Company’s
pekerja Perseroan. Pada tahun 2021, telah terselenggara 102 employees. In 2021, 102 sharing session events have been
event sharing session yang diikuti oleh pekerja Perseroan dan implemented which attended by the employees of the
Anak Usaha Perseroan. Perseroan juga mengadakan program Company and the Company’s Subsidiaries. The Company also
Elnusa Leader Sharing & Action (ELSA), sebuah program holds the Elnusa Leader Sharing & Action (ELSA) program, a
CSR Perseroan yang berfokus pada edukasi, dimana jajaran CSR program of the Company that focuses on education, where
Management Perseroan memberikan sharing knowledge the Company’s Management provides knowledge sharing to
kepada mahasiswa di sejumlah Universitas di Indonesia, students at a number of universities in Indonesia, this program
program ini terselenggara sebanyak 15 event di tahun 2021. was held as many as 15 events in 2021.
3. Performance Management System 3. Performance Management System

Dalam rangka menyelaraskan kinerja individu dengan visi, misi, In order to align individual performance with the vision, mission,
strategi serta proses bisnis, Perseroan menerapkan Sistem strategy and business processes, the Company implements a
Pengelolaan Kinerja (SPK) yang mampu menyelaraskan kinerja Performance Management System (SPK) which is able to align the

Perseroan. Pada tahun 2021 Perseroan telah berhasil melakukan Company’s performance. In 2021, the Company has succeeded in
cascading dan alignment KPI dari korporasi hingga ke level individu cascading and aligning KPIs from the corporation to the individual
Pekerja menggunakan aplikasi Performance Management Online level of workers using the Performance Management Online
yang juga dapat membantu memberikan gambaran pencapaian application which can also help provide a real time overview of
kinerja Pekerja dan Perseroan secara real time. Secara umum, the performance achievements of Employees and the Company. In
proses dalam Sistem Pengelolaan Kinerja (SPK) Perseroan adalah general, the processes in the Company’s Performance Management
sebagai berikut: System (SPK) are as follows:
3.1 Perencanaan Kinerja 3.1 Performance Planning

KPI Perseroan (level korporasi) ditetapkan dan ditandatangani The Company’s KPI (corporate level) is determined and signed
oleh seluruh Direksi, di awal tahun. KPI tersebut menjadi by the entire Board of Directors, at the beginning of the year.
dasar proses cascading KPI ke seluruh unit bisnis sampai level These KPIs are the basis for the cascading process of KPIs to all
individu, baik di Perseroan maupun di Anak Perseroan. business units to the individual level, both in the Company and
in the Subsidiaries.
3.2 Monitoring Kinerja 3.2 Performance Monitoring
Monitoring atas kinerja Perseroan di level korporasi dan Monitoring of the Company’s performance at the corporate
unit bisnis serta Anak Perseroan dilakukan menggunakan and business unit levels as well as the Company’s Subsidiaries
aplikasi Performance Management Online, yaitu suatu sistem is carried out using the Performance Management Online
monitoring pencapaian kinerja berbasis web dan apps yang application, which is a web-based and app-based performance
berisi KPI Perseroan. Update data pencapaian indikator kinerja monitoring system that contains the Company’s KPIs. Updates
pada Dashboard KPI dilakukan setiap saat sehingga dapat on performance indicator achievement data on the KPI
dimonitor secara real time. Dashboard are carried out at all time, thus can be monitored in
real time.
3.3 Penilaian Kinerja 3.3 Performance Assessment
Penilaian Kinerja Perseroan di level koporasi dan unit bisnis The Company’s Performance Assessment at the corporate
serta Anak Perseroan dilakukan menggunakan aplikasi and business unit levels as well as the Company’s Subsidiaries
Performance Management Online yang secara otomatis is carried out using the Performance Management Online
menampilkan hasil pencapaian KPI serta penilaian kompetensi application which automatically displays the results of KPI
pekerja yang dilakukan menggunakan metode 360 feedback. achievements and employee competency assessment which
Metode 360 feedback merupakan penilaian yang melibatkan is carried out using the 360-feedback method. The 360
pihak-pihak yang memiliki hubungan kerja langsung dengan Feedback method is an assessment that involves parties
Pekerja untuk memberikan penilaian antara lain yaitu: pekerja, who have a direct working relationship with employees to
atasan pekerja, bawahan pekerja, dan rekan kerja pekerja. provide assessments, including: workers, workers’ superiors,
Metode ini ditujukan untuk meningkatkan objektivitas penilaian employees’ subordinates, and workers’ co-workers. This
kompetensi, memberikan gambaran kebutuhan pengembangan method is intended to increase the objectivity of competency
kompetensi Pekerja yang lebih akurat, serta meningkatkan assessment, provide a more accurate description of the
kepedulian Pekerja dalam men-deliver hasil kerjanya kepada need for employee competency development, and increase
fungsi/bagian lain. employee awareness in delivering their work results to other
functions/departments.
Hasil penilaian kinerja selanjutnya digunakan dalam The results of the performance appraisal are then used in
pengembangan kompetensi, pengembangan karir SDM seperti competency development, HR career development such as
promosi dan rotasi, pengkajian pemberian kompensasi bagi promotions and rotations, assessment of compensation for HR
SDM serta penentuan reward kinerja. and determination of performance rewards.
4. Compensation & Benefit 4. Compensation & Benefits

Pemenuhan hak Pekerja berupa kompensasi dan benefit yang disusun Fulfillment of Employee rights in the form of compensation and
Perseroan bertujuan untuk dapat menarik, mempertahankan, benefits arranged by the Company aims to enable attract, retain,
memotivasi, dan meningkatkan keterikatan Pekerja sehingga secara motivate, and increase employee engagement so that they
terus menerus memberikan kinerja yang optimal, mendukung visi continuously provide optimal performance, support the vision
dan misi, serta strategi Perseroan. Untuk remunerasi atau imbalan and mission, as well as the Company’s strategy. As a form of the
kerja yang diberikan oleh Perseroan kepada Pekerja merupakan Company’s commitment towards remuneration or work benefits
bentuk komitmen imbal jasa kepada Pekerja, di mana Perseroan for employees, the Company has complied with the provisions of
telah memenuhi ketentuan Upah Minimum Provinsi/Kabupaten/ the Provincial/Regency/City Minimum Wage (UMP/UMK) for each
Kota (UMP/UMK) wilayah masing-masing unit kerja Perseroan of the Company’s work units set by the Government. Meanwhile,
yang ditetapkan oleh Pemerintah. Sementara kompensasi the compensation for the welfare program and employee facilities
program kesejahteraan dan fasilitas Pekerja Perseroan mengacu of the Company refers to the provisions and regulations of the

Profil Perusahaan
Company Profile
kepada Ketentuan dan Peraturan Kementerian Tenaga Kerja dan Ministry of Manpower and Transmigration, including the fulfillment
Transmigrasi, termasuk pemenuhan upah yang berlaku. of applicable wages.
Pada tahun 2021, Perseroan juga melakukan beberapa program yang In 2021, the Company carried out several programs related to
berkaitan dengan kompensasi dan benefit yaitu sebagai berikut: compensation and benefits, which are as follows:
4.1 Review Remunerasi 4.1 Remuneration Review

Secara berkala Perseroan melakukan benchmarking Salary The Company periodically conducts a benchmarking Salary
Survey untuk memastikan remunerasi yang diterima oleh Survey to ensure the remuneration received by employees is
pekerja dengan berdasarkan cost living adjustment dan market based on cost living adjustment and market competitiveness.
competitiveness. Hal ini perlu dilakukan untuk menjaga agar This needs to be done to keep Talents staying in the Company
Talent tetap bertahan di Perseroan dan termotivasi untuk and motivated to increase their productivity.
meningkatkan produktivitasnya.
4.2 Review Benefit 4.2 Benefit Review
Sejalan dengan penerapan aturan Pembatasan Sosial Berskala In line with the implementation of the Large-Scale Social
Besar yang dikeluarkan Pemerintah dengan tujuan memutus Restriction rules issued by the Government with the aim of
mata rantai penyebaran COVID-19, Perseroan memberlakukan breaking the chain of the spread of Covid-19, the Company
Work from Home (WFH) dan Self Quarantine bagi Pekerja yang enforces Work From Home (WFH) and Self Quarantine for
akan on duty ke lapangan. Untuk mendukung hal tersebut Workers who will be on duty to the field. The Company provide
Perseroan memberikan bantuan fasilitas paket data/internet its support through data/internet package facilities for Workers
bagi Pekerja yang bekerja dari rumah dan Tunjangan Karantina who work from home and Quarantine Allowance for field
bagi Pekerja lapangan yang melakukan isolasi diri/self- workers who self-isolatee/self-quarantine before workers on-
quarantine sebelum Pekerja on-duty di site/lokasi proyek. duty at the project site/location.
4.3 Program Kesejahteraan SDM 4.3 HR Welfare Program
Dalam rangka menciptakan lingkungan kerja yang baik bagi SDM In order to create a good working environment for HR,
Perseroan telah melakukan serangkaian program Elmpoyee the Company has conducted a series of Elmpoyee Welfare
Welfare di lingkungan Perseroan. Program-program tersebut programs within the Company. These programs are carried
dilakukan secara mingguan, bulanan maupun tahunan dalam out on a weekly, monthly or yearly basis in the form of sports
bentuk kegiatan olahraga dan keagamaan serta bentuk lainnya and religious activities as well as other forms such as providing
seperti pemberian bantuan kesejahteraan dalam bentuk: welfare assistance in the form of:
a. Penghargaan Masa Kerja/Ulang Tahun Dinas (UTD). a. Service Period/Anniversary Award (UTD).
b. Program Siap Pensiun (SiPP). b. Retirement Ready Program (SiPP).
c. Penghargaan Pekerja Masa Persiapan Pensiun (MPP) usia c. Retirement Preparation Period Worker Award (MPP) aged
55 tahun. 55 years.
d. Bantuan ibadah: Haji, Umrah, dan Jerusalem. d. Worship assistance: Hajj, Umrah, and Jerusalem.
e. MCU Massal. e. Mass MCU.
f. Pemberian vaksinasi. f. Vaccination.
g. Fasilitas kesehatan (klinik, dokter, dan ambulans). g. Health facilities (clinic, doctor, and ambulance).
h. Bantuan kacamata dan melahirkan. h. Glasses and childbirth assistance.
i. Bantuan pemakaman. i. Funeral assistance.
j. Beasiswa untuk anak Pekerja berprestasi. j. Scholarships for children of outstanding workers.
k. Bantuan anak yatim piatu dan dhuafa. k. Assistance for orphans and poor people.
l. Fasilitas tempat olahraga dengan 17 cabang olahraga dan 2 l. Sports venue facilities with 17 sports and 2 arts branches.
cabang kesenian.
m. Olahraga online. m. Sports online.
n. Program Ramadhan, Idul Qurban, pengajian bulanan, n. Ramadan Programs, Eid Al-Qurban, monthly recitations,
kajian muslimah, dan pendalaman iman. muslim studies, and deepening of faith.
o. Fasilitas ibadah (masjid dan musala disetiap lantai gedung) o. Worship facilities (mosque & musala on each floor of the
building)
p. Fasilitas untuk kegiatan keagamaan. p. Facilities for religious activities.
q. Perayaan Hari Ulang Tahun (HUT) PT Elnusa Tbk. q. PT Elnusa Tbk’s Birthday Celebration.
r. Bantuan kemanusiaan untuk bencana alam, meliputi r. Humanitarian Assistance for Natural Disasters, including
bantuan gempa dan banjir, dan bantuan sembako untuk earthquake and flood assistance, and basic food assistance
tenaga harian dan outsourcing. for daily workers and outsourcing.
s. Bantuan fasilitas paket data/internet. s. Assistance with data/internet package facilities.

5. Human Resource Management Services 5. Human Resource Management Services
Program Service Management dikelola untuk memastikan seluruh The Service Management program is managed to ensure that
layanan fungsi Human Capital dapat diterima oleh pekerja sesuai all services of the Human Capital function can be accepted by
dengan standar yang berlaku di Perseroan. Hal ini bertujuan untuk employees in accordance with the standards applicable in the
mewujudkan kondisi kerja yang nyaman, aman, produktif, dan Company. It aims to create comfortable, safe, productive, and
efisien melalui terjaminnya pelayanan HR kepada semua pekerja efficient working conditions through ensuring HR services to all
Perseroan. employees of the Company.
5.1 Employee Productivity Survey 5.1 Employee Productivity Survey

Sepanjang tahun 2021, Perseroan telah menerapkan pola kerja Troughout 2021, the Company has implemented a new work
baru yaitu perpaduan (hybrid) antara work from home (WFH) pattern, namely a hybrid between work from home (WFH) and
dan work from office (WFO). Dengan pola kerja ini Perseroan work from office (WFO). With this work pattern, the Company
menyusun aturan dan prosedur yang dijadikan sebagai panduan compiles rules and procedures that serve as guidelines for
untuk melaksanakan WFO dan WFH. Hampir sepanjang tahun implementing WFO and WFH. The WFH work pattern was
2021, pola kerja WFH dominan dijalankan oleh pekerja based dominantly carried out by based office workers for almost the
office, maka perlu dilakukan survei kepada pekerja office untuk entire of 2021. Thereore, it is necessary to conduct a survey of
melihat kondisi dan produktivitas pekerja. Para pertengahan office workers to see the condition and productivity of workers.
tahun 2021 survei produktivitas dilakukan, dan disimpulkan In mid-2021 a productivity survey was conducted, and it was
bahwa 61% pekerja office WFH sudah produktif dan 67% concluded that 61% of WFH office workers were productive and
merasa nyaman bekerja dengan pola kerja WFH. 67% felt comfortable working with WFH work patterns.
5.2 Service Level Agreement 5.2 Service Level Agreement
Perseroan mengatur mekanisme pembuatan, pelaksanaan, The Company regulates the mechanism for making,
pemantauan dan pelaporan kemajuan pelaksanaan Service implementing, monitoring and reporting the progress of the
Level Agreement (SLA) Fungsi Human Capital, agar terlaksana implementation of the Service Level Agreement (SLA) for the
secara terencana, terukur, efektif dan efisien sesuai dengan Human Capital Function, so that it is carried out in a planned,
ketetapan yang berlaku. Beberapa kegiatan fungsi Human measurable, effective and efficient manner in accordance
Capital yang dapat diukur SLA-nya adalah ketepatan with applicable regulations. Some of the activities of the
pemenuhan rekrutmen, administrasi payroll, administrasi Human Capital function that can be measured by SLA are the
benefit, contract management, outsourcing management, accuracy of fulfillment of recruitment, payroll administration,
administrasi perubahan pangkat, jabatan, dan remunerasi. benefits administration, contract management, outsourcing
management, administration of changes in rank, position, and
remuneration.
6. Human Resource Information System 6. Human Resource Information System

Selama tahun 2021, Perseroan terus melakukan improvement During 2021, the Company continued to make improvements to
terhadap sistem HRIS yang dimiliki, di tahun ini Perseroan its HRIS system, in this year the Company developed ELIPS (Elnusa
mengembangkan ELIPS (Elnusa Integrated People System), Integrated People System), a platform for managing processes in
sebuah platform pengelolaan proses-proses dalam Human Capital Human Capital Management, which consists of 3 (three) major
Management, yang terdiri dari 3 (tiga) pilar besar, antara lain pillars, including Online Recruitment, Elnusa Talent Management,
Recruitment Online, Elnusa Talent Management, dan HC Services & and HC Services & Administration. Details of the features contained
Administration. Detail fitur-fitur yang ada dalam 3 (tiga) pilar besar in these 3 (three) major pillars are as follows:
ini adalah sebagai berikut:
6.1 Proses Recruitment (Recruitment Online) 6.1 Recruitment Process (Online Recruitment)
Dengan adanya aplikasi Recruitment Online pengelolaan proses With the online recruitment application, the management of
rekrutmen dapat dilaksanakan secara komprehensif dan the recruitment process can be carried out in a comprehensive
terintegrasi. Sehingga memudahkan pekerja untuk mengakses and integrated manner. Making it easier for workers to access
dan melihat historical dari kebutuhan rekrutmen Pekerja, sub and see the history of the recruitment needs of workers, the
menu yang ada dalam Recruitment Online antara lain: sub menus in Recruitment online include:
a. Pengajuan dan Approval Perencanaan Manpower (MPP). a. Manpower Planning Submission and Approval (MPP).
b. Pengajuan dan Approval Permintaan tenaga Kerja (PTK). b. Submission and Approval of Manpower Request (PTK).
c. Pengajuan dan Approval Permintaan tenaga Kerja tanpa c. Submission and Approval of Manpower Requests without
MPP (PTK without MPP). MPP (PTK Without MPP).
d. Pengajuan dan Approval Permintaan tenaga Kerja (PTK). d. Submission and Approval of Manpower Request (PTK).
e. Job Posting & Proses Rekrutmen. e. Job Posting & Recruitment Process.
f. Pembuatan, Pengajuan, dan Approval Offering Letter. f. Preparation, Submission, and Approval Offering Letter.

Profil Perusahaan
Company Profile
g. Pembuatan dan Approval Dokumen Kontrak. g. Preparation and Approval of Contract Documents.
h. Pemenuhan fasilitas Pekerja Baru. h. Fulfillment of New Worker facilities.
i. Pemenuhan fasilitas Pekerja. i. Fulfillment of Worker facilities
6.2. Elnusa Talent Management 6.2. Elnusa Talent Management

Pengelolaan Talent dalam aplikasi dilakukan melalui fitur Elnusa Talent management in the application is carried out through
Talent Management. Dengan fitur ini kita dapat melakukan, the Elnusa Talent Management feature. With this feature
Pengelolaan organisasi, Pengelolaan Kinerja, Pengelolaan the Company can carried out Organizational management,
Pengembangan Kompetensi, dan Pengelolaan aspirasi Performance Management, Competency Development
karir Pekerja. Sub menu yang terdapat dalam Elnusa Talent Management, and Employee career aspirations management.
Management antara lain: The sub menus contained in Elnusa Talent Management include:
a. Jobdesc Online a. Jobdesc Online
Menu ini berfungsi untuk pengelolaan data job description This menu functions to manage job description data for all
jabatan semua Pekerja, dari mulai pembuatan hingga employees, from creation to approval. Accordingly, besides
approval. Dan juga Pekerja bisa melihat secara online data allowing the employees to view jobdesc data online from
jobdesc dari jabatan mereka, selain itu Jobdesc Online ini their positions, this online Jobdesc also serves as the main
berfungsi sebagai data utama untuk kepentingan di aplikasi data for the interest of other applications in Elnusa Talent
lain yang ada di Elnusa Talent Management. Management.
b. Competence Management b. Competence Management
Menu ini berfungsi untuk memasukan penilaian This menu functions to enter the assessment of technical
kompetensi teknis dan kompetensi perilaku. Yang berfungsi competence and behavioral competence. Which serves to
untuk mengukur kemampuan Pekerja berdasarkan target measure the ability of workers based on the targets that
yang telah di tetapkan pada data Jobdesc. have been set on the Jobdesc data.
c. Career Aspiration c. Career Aspiration
Menu ini berfungsi untuk pengajuan dan approval aspirasi This menu functions to submit and approve the career
karir Pekerja. Menu career aspiration dibagi menjadi 3 aspirations of employees. The career aspiration menu is
(tiga), yaitu: pengembangan di posisi eksisting, aspirasi divided into 3 (three), namely: development in existing
karir di satu skill group, dan aspirasi karir antar lintas skill positions, career aspirations in one skill group, and career
group. aspirations across skill groups.
d. Elsyst (Elnusa Learning System) d. Elsyst (Elnusa Learning System)
Menu ini berfungsi untuk pengelolaan data training This menu functions to manage training data (training
(penjadwalan training, approval training, dan monitoring scheduling, training approval and training data monitoring),
data training), berdasarkan pengajuan dari Pekerja dari based on submissions from employees from the career
menu career aspiration, training mandatory Pekerja, dan aspiration menu, employee mandatory training, as well as
juga training ad-hoc untuk Pekerja. ad-hoc training for employees.
e. Career Success Factor e. Career Success Factors
Menu ini berfungsi untuk melakukan perhitungan seberapa This menu functions to calculate how well the employee
kecocokan data Pekerja terhadap jabatan tujuannya. Ini data matches the target position. This is calculated based
dihitung berdasarkan knowlodge, behaviour competency, on Knowlodge, Behavior Competency, Exposure, and
exposure, dan personal attribute. Personal attributes.
f. Succession List f. Succession List
Menu ini berfungsi untuk melihat long list kandidat yang This menu functions to see a long list of suitable candidates
cocok dari jabatan yang ingin dilakukan pemenuhan, from the position that you want to fulfill, then in this
kemudian di menu ini kita juga bisa memilih siapa yang menu we can also choose who is the short list for further
menjadi short list untuk kemudian dilakukan proses lebih processing to be able to fill the vacant position.
lanjut untuk bisa mengisi jabatan yang sedang kosong.
6.3 HC Services & Administration Application 6.3 HC Services & Administration Application
HC Services & Administration Application merupakan fitur HC Services & Administration Application is a one stop service
one stop services untuk pengelolaan administrasi kebutuhan feature for managing the administrative needs of Workers,
Pekerja, terdiri dari: consisting of:
a. Employee self service (equanta) a. Employee self service (equanta)
Di dalam equanta Pekerja bisa merequest atau mengajukan In equanta, employees can request or submit their
kebutuhannya terkait proses administrasi human capital needs related to the process of administering human
secara mandiri. Fitur-fiturnya terdiri dari pengajuan cuti, capital independently. Its features consist of requesting
izin, update personal data, pengajuan surat-menyurat yang leave, permits, updating personal data, submitting
berhubungan dengan divisi Human Capital. correspondence related to the Human Capital division.

b. Presensi Online b. Online Presence
Karena adanya Pandemi COVID-19, Pekerja diminta untuk Due to the Covid-19 Pandemic, Employees were ordered
bekerja di rumah (WFH), maka untuk memudahkan Pekerja to work from home (WFH), in order to make it easier for
tetap bisa melakukan presensi dan atasan bisa memantau, Employees to be presence and monitoring by supervisors,
maka Divisi Human Capital menyediakan aplikasi presensi the Human Capital Division provides attendance applications
yang bisa dilakukan secara online yaitu dengan menggunakan that can be done online, namely by using Synergo Apps and
Apps Synergo dan Apps Dirumahaja. Dan untuk reporting- Apps at Home. . And for reporting, the Human Capital Division
nya Divisi Human Capital merekap data presensi tersebut recaps the attendance data and makes an Online Monitoring
dan membuatkan Dashboard Monitoring Online (ELMO) yang Dashboard (ELMO) based on Power BI which can be opened via
berbasis Power BI yang bisa dibuka melalui web. the web.
c. Mutasi Online c. Online Mutation
Menu ini berfungsi untuk melakukan Pengajuan & Approval This menu functions to make Submissions & Approval for the
untuk form Mutasi Pekerja. Worker Mutation form.
d. Promosi Kepangkatan d. Rank Promotion
Menu ini berfungsi untuk pembuatan form promosi This menu functions to create rank promotion forms, starting
kepangkatan, mulai dari pengajuan, approval promosi sampai from submissions, promotion approvals to individual letter
pembuatan individual letter. creation.
e. Promosi Jabatan dan Surat Pjs e. Position Promotion and Acting Letter
Menu ini berfungsi untuk pembuatan surat penetapan jabatan, This menu is used for making appointment letters, and
dan surat Pejabat sementara, mulai pengajuan dan juga proses temporary official letters, starting with the submission and also
approval-nya. the approval process.
6.4 HC Dashboard 6.4 HC Dashboard

HC Dashboard merupakan sebuah portal yang berisi informasi HC dashboard is a portal that contains general employee
demografi pekerja yang sifatnya umum dan dapat diakses oleh demographic information and can be accessed by all sections
seluruh bagian di Fungsi Human Capital dan level manajemen. of the Human Capital Function and management level.
Demografi yang tersedia di portal ini antara lain: Demographics available on this portal include:
a. Data Demografi Pekerja (Usia, Strata, Gender, Generasi, a. Demographic Data of Workers (Age, Strata, Gender,
Jabatan, Pensiun, dan lain-lain). Generation, Position, Retirement, etc.).
b. Data Productivity. b. Productivity Data.
c. Data Talent. c. Talent Data.
HC Dashboard ini berbasis Power BI dan bisa di akses melalui This HC Dashboard is based on Power BI and can be accessed
web, HC Dashboard berisi informasi dan analisis data dalam via the web, this HC dashboard functions as information and
rangka pengambilan keputusan yang terkait dengan Sumber data analysis for decision making related to Human Resources.
Daya Manusia.
7. Industrial Relation 7. Industrial Relations

Perseroan selalu berupaya untuk menciptakan suasana kerja yang The Company always strives to create an open and positive
terbuka dan positif dalam rangka meningkatkan hubungan industrial working atmosphere in order to improve industrial relations that
yang harmonis, dinamis, dan adil. Perseroan berupaya membangun are harmonious, dynamic and fair. The Company strives to build
hubungan ketenagakerjaan yang menjamin kebebasan semua employment relations that guarantee the freedom of all Workers
Pekerja untuk masuk dalam organisasi pekerja (Serikat Pekerja) to join professionally managed workers’ organizations (Labour
yang dikelola secara profesional sebagai sarana penghubung antara Unions) as a means of liaison between Workers and the Company,
Pekerja dan Perseroan, sebagaimana diatur dalam Undang-Undang as regulated in Law No. 13 of 2003 and the Job Creation Act No. 11
No. 13 Tahun 2003 dan Undang-Undang Cipta Kerja No. 11 Tahun of 2020 concerning Employment.
2020 tentang Ketenagakerjaan.
Serikat pekerja Elnusa bernama SP Elnusa (SPE) juga memberikan The Elnusa labor union named SP Elnusa (SPE) also provides
konsultasi kepada Perseroan dalam penyusunan Peraturan consultation to the Company in the preparation of Company
Perusahaan (PP) tahun 2021-2023 yang mengatur hak dan kewajiban Regulations (PP) for 2021-2023 which regulates the rights and
Pekerja kepada Perseroan dan sebaliknya. Dokumen Peraturan obligations of Workers to the Company and vice versa. The
Perusahaan (PP) yang mengikat pihak Manajemen Perseroan dan Company Regulation (PP) document that binds the Company’s
SP Elnusa terakhir disahkan melalui Keputusan Direktur Jenderal Management and SP Elnusa was last ratified through the Decree
Pembinaan Hubungan Industrial dan Jaminan Sosial Tenaga Kerja of the Director General of Industrial Relations and Labor Social
No. KEP.411/ PHIJSK-PKKAD/PP/IV/2015 pada tanggal 17 April 2015. Security No. KEP.411/PHIJSK-PKKAD/PP/IV/2015 on April 17, 2015.

Profil Perusahaan
Company Profile
Sepanjang tahun 2021, Perseroan terbilang cukup berhasil dalam Throughout 2021, the Company was quite successful in carrying
melakukan pengelolaan Industrial yang kondusif dengan Pekerja, out conducive industrial management with employees, so that
sehingga sepanjang tahun tersebut tidak terjadi labor strike yang throughout the year there were no labor strikes involving employees
melibatkan Pekerja dan Perseroan. and the company.
7.1 Peraturan Perusahaan 7.1 Company regulations

Peraturan Perusahaan merupakan kaidah tatanan organisasi Company Regulations are the rules of organizational structure
yang dijadikan landasan untuk bersikap dan bertingkah laku di that are used as the basis for behaving and behaving in the
lingkungan Perseroan agar sesuai dengan norma dan nilai yang Company’s environment so that they are in accordance with
berbudi luhur. virtuous norms and values.
Pada tahun 2021 Perseroan telah melakukan perpanjangan dan In 2021, the Company has extended, disseminated and
sosialisasi serta membagikan buku Peraturan Perusahaan 2021- distributed the 2021-2023 Company Regulations book
2023 yang telah disahkan melalui Surat Keputusan Direktur which has been ratified through the Decree of the Director
Jendral Pembinaan Hubungan Industrial dan Jaminan Sosial General of Industrial Relations and Workers’ Social Security
Tenaga Kerja Kementerian Ketenagakerjaan Republik Indonesia of the Ministry of Manpower of the Republic of Indonesia
No. Kep. 4/HI.00.00/00.0000.201729004/B/XII/2021 pada No. 4/HI.00.00/00.0000.201729004/B/XII/2021 on December
31 Desember 2021. 31, 2021.
7.2 Sanksi Disiplin 7.2 Disciplinary Sanctions
Dalam rangka menerapkan prinsip keadilan bagi seluruh Insan In order to apply the principle of fairness to all employees, the
Perseroan, selain memberikan apresiasi kepada Pekerja yang Company also has a policy related to imposing sanctions on
berkinerja baik, Perseroan juga memiliki kebijakan terkait employees who commit violations as a form of implementing
dengan pemberian sanksi kepada Pekerja yang melakukan Good Corporate Governance apart from giving appreciation to
pelanggaran sebagai bentuk penerapan Good Corporate employees who perform well. The types of sanctions that apply
Governance. Jenis sanksi yang berlaku di Perseroan didasarkan to the Company are based on the type of violation committed,
pada jenis pelanggaran yang dilakukan, unsur perbuatan, serta the elements of the act, as well as the impacts, including: 1st,
dampak yang ditimbulkan meliputi: Surat Peringatan 1, 2, 3, & 2nd, 3rd, & Final Warning Letters and suspension. The imposition
Terakhir serta skorsing. Pemberian sanksi selama 3 (tiga) tahun of sanctions for the last 3 (three) years in the Company has
terakhir di Perseroan menunjukkan penurunan sebagaimana shown a decline as shown in the following table:
tabel berikut:
Jenis Surat Tindakan Disiplin/Sanksi 2021 2020 2019 Type of Disciplanary Action Letter/Sanction
Surat Peringatan 1 (Pertama) 2 5 2 Warning Letter 1 (First)
Surat Peringatan 2 (Kedua) 1 0 0 Warning Letter 2 (Second)
Surat Peringatan 3 (Ketiga) & Terakhir 0 3 0 3 (Third) & Last Warning Letter
Surat Pembebasan Sementara (Skorsing) 2 0 2 Temporary Exemption Letter (Suspension)
Jumlah 5 8 4 Total
8. Culture 8. Culture
Pentingnya mempertahankan budaya Perseroan adalah untuk The importance of maintaining the Company’s culture is to ensure
memastikan identitas Perseroan dengan budaya yang kuat dan the Company’s identity with a strong culture and character. In
berkarakter. Selain itu penciptaan budaya yang kuat penting untuk addition, the creation of a strong culture is important to ensure the
memastikan image Perseroan di lingkungan internal maupun Company’s image in the internal and external environment.
eksternal.
8.1 Core Values Tata Nilai AKHLAK 8.1 Core Values AKHLAK
Berdasarkan Surat Keputusan Direktur Utama PT Pertamina Based on the Decree of the President Director of PT Pertamina
(Persero) No. KPTS-33/C0000/2020-S0 tentang Penerapan Tata (Persero) No. KPTS-33/C0000/2020-S0 regarding the
Nilai-nilai Utama (Core Values) AKHLAK di Pertamina, Anak Implementation of Core Values of AKHLAK in Pertamina, its
Perusahaan serta Afiliasi Terkonsolidasi tanggal 8 September Subsidiaries and Consolidated Affiliates dated September 8,
2020, dan Surat Perintah Direktur SDM dan Penunjang Bisnis 2020, and the Order of the Director of Human Resources and
PT Pertamina Hulu Energi No. Prin-003/PHE50000/2020-S8 Business Support of PT Pertamina Hulu Energi No. Prin-003/
tentang Tim Implementasi Tata Nilai AKHLAK dan Program PHE5000/2020-S8 regarding the Implementation Team of
Budaya Inti 135 Sub Holding Upstream tanggal 5 Oktober 2020, AKHLAK Values and the 135 Sub Holding Upstream Core Culture
maka pada tahun 2021 Perseroan mulai menerapkan nilai-nilai Program dated October 5, 2020, then in 2021 the Company
dasar (core values) tata nilai AKHLAK (Amanah, Kompeten, will begin to implement the core values of the AKHLAK values
Harmonis, Loyal, Adaptif, Kolaboratif) yang menjadi bagian dari (Trust, Competent, Harmonious, Loyal, Adaptive, Collaborative)

Budaya Perusahaan. Tata nilai AKHLAK merupakan identitas which is part of the Corporate Culture. The AKHLAK values are
dan perekat budaya kerja yang mendukung peningkatan kinerja the identity and unifier of the work culture that supports the
karyawan dan Perseroan secara berkelanjutan. Perseroan continuous improvement of the performance of employees
menjalalan program internalisasi tata nilai akhlak yang sudah and the Company. The Company carries out an internalization
diformulasikan oleh Sub Holding Upstream sebagai parent program of moral values that has been formulated by Sub
company, maupun program yang dijalankan secara mandiri di Holding Upstream as a parent company, as well as programs that
lingkungan Perseoran. Program internalisasi tata nilai AKHLAK are run independently in the retail environment. This AKHLAK
ini berupa sosialisasi, event, “AKHLAK Moment”, campaign value internalization program is in the form of socialization,
secara masif melalui broadcast e-mail, WA, media cetak events, “AKHLAK Moment”, massive campaigns through email
(spanduk, baner, poster), serta media-media dan bentuk event broadcasts, WA, print media (banners, banners, posters), as
lainnya. well as other media and events.
Berikut adalah beberapa program internalisasi tata nilai AKHLAK The following are several AKHLAK value internalization
yang dijalankan Perseroan selama tahun 2021: programs carried out by the Company during 2021:
a. Program Pertamina Persero dan Sub Holding Uptream a. Pertamina Persero Program and Sub Holding Upstream
i. Program sosialisasi TGIF (Talk, Grow, & Inspire on i. TGIF socialization program (Talk, Grow, & Inspire on
Friday). Friday).
ii. Program Budaya Serum 135. ii. Serum Culture Program 135.
iii. E-learning Tata Nilai AKHLAK. iii. E-learning Moral Values.
iv. Employee Value Proposition (EVP) Survey & Survei iv. Employee Value Proposition (EVP) Survey &
Internalisasi. Internalization Survey.
v. Assessment Tata Nilai AKHLAK. v. Assessment of Moral Values
b. Program Internal Perseoran dan Anak Perusahaan b. Internal Program of the Company and Subsidiaries
i. Penyelarasan Tata Nilai Clean-Respectful-Synergy i. Alignment of Clean-Respectful-Synergy Values with
dengan Tata Nilai AKHLAK. Moral Values.
ii. Sosialisasi AKHLAK sebagai Tata Nilai Elnusa Group. ii. Socialization of AKHLAK as Elnusa Group Values.
iii. Pembentukan tim Internalisasi dan tim Agent of iii. Formation of Internalization team and Agent of Change
Change. team.
iv. Program Campaign Internalisasi Tata Nilai dan iv. Campaign Program Internalization of Values and
Panduan Perilaku AKHLAK. AKHLAK Behavior Guidelines.
v. AKHLAK Moment & AKHLAK Corner. v. AKHLAK Moment & AKHLAK Corner.
vi. Analisis Hasil Survei AKHLAK. vi. Analysis of the results of the AKHLAK Survey.
vii. Persiapan & Pembekalan Asesmen Tata Nilai AKHLAK. vii. Preparation & Debriefing of Moral Values Assessment
8.2 Code of Conduct 8.2 Code of Conduct

Sebagai entitas bisnis yang berstatus Perseroan Terbuka, As a business entity with the status of a Public Company, the
penerapan standar etika usaha perlu menjadi perhatian application of business ethics standards needs to be a concern
untuk memastikan Perseroan memenuhi hak dan kewajiban to ensure that the Company fulfills the rights and obligations
Perseroan terhadap para pemangku kepentingan. Code of of the Company towards stakeholders. The Code of Conduct
Conduct harus bersumber dari nilai-nilai yang dianut Perseroan, must be sourced from the values adopted by the Company,
dan penerapannya berlaku bagi semua pekerja dan manajemen and its application applies to all employees and management
(termasuk Dewan Komisaris dan Direksi) tanpa terkecuali, serta (including the Board of Commissioners and Directors) without
secara berkala di-review dan disosialisasikan kembali kepada exception, and is periodically reviewed and re-socialized to
seluruh elemen Perseroan. Sejak tahun 2020 Perseroan telah all elements of the Company. Since 2020 the Company has
memperoleh sertifikat Anti Bribery Management System obtained the Anti Bribery Management System ISO 37001:2016
ISO 37001:2016 atau Sistem Manajemen Anti Penyuapan, certificate or Anti Bribery Management System, as a system
sebagai sistem yang membantu Perseroan untuk tetap that helps the Company to maintain the Code of Conduct.
mempertahankan Code of Conduct.
8.3 Work Life Balance 8.3 Work Life Balance
Perseroan telah memberlakukan beberapa program demi The Company has implemented several programs to achieve a
mencapai keseimbangan antara pekerjaan dengan kehidupan balance between work and personal/family life thus employees
pribadi/keluarga sehingga pekerja dapat mengatur waktu can manage a good (balanced) time between the job at the
yang baik (seimbang) antara pekerjaan di tempat kerja dengan work place and their personal needs. Through the Work Life
kebutuhan pribadinya. Melalui program Work Life Balance, Balance program the life at work and personal supports the
diharapkan pekerja semakin produktif, berkinerja tinggi, lebih productivity of workers, hence workers are expected to be
bahagia dan kreatif karena kehidupan di pekerjaan maupun more productive, perform higher, happier and creative. Various
pribadi mendukung produktivitasnya. Berbagai program Work Work Life Balance programs managed by the Company include
Life Balance yang dikelola oleh Perseroan antara lain kegiatan sports, arts, religious and personal/family matters.
olahraga, kesenian, keagamaan dan personal/family matters.

Profil Perusahaan
Company Profile
Teknologi Informasi
Information Technology
KEBIJAKAN PEMANFAATAN DAN PENGELOLAAN POLICY ON THE USE AND CONTROL OF

TEKNOLOGI INFORMASI INFORMATION TECHNOLOGY
Information System Department bertugas mengelola dan melayani The Information System Department is responsible for managing and
Elnusa dan Anak perusahaan dalam memberikan layanan Teknologi serving Elnusa and its subsidiaries in delivering Information Technology
Informasi sehingga dapat meningkatkan efisiensi dan meningkatkan services in order to improve efficiency and commercial value.
value business Perusahaan.
Selain menjalankan fungsi pelayanan dan tata Kelola TI sebagai bagian In addition to performing service and IT governance functions as
dari Direktorat SDM & Umum, Departemen IS juga mengerjakan part of the HR & General Directorate, the Department of Information
beberapa project yang menghasilkan revenue untuk perusahaan dan Systems is also working on several projects that generate revenue for
juga bersama fungsi Bisnis Development mengembangkan potensi bisnis the company, as well as developing new business potential with the
baru khususnya di bidang IoT. Business Development function, particularly in the IoT field.
Dengan perubahan kondisi kebutuhan perusahaan, baik dikarenakan The IS Department is obliged to have an Agile way of working due to
pandemi maupun tuntutan perubahan bisnis perusahaan, Departemen changing conditions for company needs, both due to the pandemic
IS dituntut untuk mempunyai cara kerja yang agile. Hal ini bertahap telah and demands for changes in the company’s business. Since 2018, the
dijalankan oleh Departemen IS sejak 2018 sehingga telah terbentuk IS Department has been gradually implementing this to ensure that the
sistem, proses, dan culture yang sesuai sehingga dapat dengan right system, process, and culture are in place so that they can quickly
cepat mengikuti kebutuhan perusahaan maupun pelanggan dengan respond to the needs of the company and customers while preserving
tetap menjaga kualitas dan sesuai dengan SLA yang telah ditetapkan quality and adhering to the firm’s SLA. The use of low-touch technology
perusahaan. Low Touch Technology menjadi priortias. Security, is a top priority. The number of people who work remotely and are
layanan, infrastruktur, dan monitoring kondisi karyawan memerlukan scattered across places necessitates improvements to security, services,
penyesuaian dengan banyaknya pekerja yang bekerja secara remote dan infrastructure, and monitoring of employee circumstances.
tersebar secara lokasi.
TATA KELOLA TEKNOLOGI INFORMASI 2021 GOVERNANCE OF INFORMATION TECHNOLOGY

IN 2021
Departemen IS melayani kebutuhan ERP, pengelolaan aset IT, The IS Department provides ERP, IT Asset Management, Application
pengembangan aplikasi, penyediaan alat kerja TI, pengelolaan server Development, Provision of IT Work Tools, Server and Data Center
dan data center, infrastruktur TI, dan juga mendukung operasi khususnya Management, IT Infrastructure, and Operations Support, particularly in
dalam kebutuhan infrastruktur IT, tracking, dan monitoring pengeboran. the areas of IT Infrastructure, Tracking and Monitoring Drilling.
Dalam menjalankan fungsi layanannya, tim IT menggunakan software The IT team employs software that can be monitored online in real time
yang dapat di monitor secara online sehingga terpantau secara realtime to ensure that it is meeting the agreed-upon KPI and SLA targets when
sehingga sesuai dengan target KPI dan SLA yang telah disepakati. performing its service functions.
Standardisasi pengembangan aplikasi yang terintegrasi menggunakan Standardization Integrated application development employing Agile
Agile Methodology (SCRUM, Kanban) dan DevOps yang setiap proses Methodology (SCRUM, Kanban) and DevOps, in which each stage of
tahapannya tercatat dalam sistem sehingga dapat termonitor secara the process is documented in the system and monitored in real time to
realtime dan mengikuti standar yang ditetapkan. ensure that it adheres to the defined standards.
Pemanfaatan Cloud, penggunaan Scrum, Kanban, DevOps, Versioning, Cloud adoption, Scrum adoption, Kanban adoption, DevOps adoption,
Micro Service Architecture, BigData dan Virtualisasi menjadi fundamental Versioning adoption, Micro Service Architecture adoption, BigData
dalam proses tata kelola IT dengan didukung oleh tim yang mempunyai adoption, and Virtualization adoption are all critical in the IT governance
pengetahuan dan budaya yang agile. process, which is aided by a team with experience and an Agile culture.

PROGRAM KERJA TEKNOLOGI INFORMASI 2021 WORK PROGRAM FOR INFORMATION
TECHNOLOGY IN 2021
Di tahun 2021 selain melakukan pengingkatan pelayanan dalam Apart from increasing services to aid business process efficiency, the IS
membantu efisiensi proses bisnis, Departemen IS juga melakukan Department would also develop ICT products in 2021. Throughout 2021,
improvement diproduk ICT. Dalam pengembangan aplikasi proses bisnis, the IT function developed 25 new business apps and modules in the area
sepanjang tahun 2021 fungsi IT berhasil mengembangkan 25 aplikasi of business process applications.
bisnis dan modul baru.
Hal ini meningkatkan penggunaan aplikasi sebanyak 17% dan This results in a 17% increase in app utilization and a 63% increase in
meningkatkan kecepatan proses bisnis setidaknya sebanyak 63%. business process speed. Meanwhile, there was a 9.4% decline in ICT
Sedangkan dari sisi support ICT, terjadi penurunan YoY support sebanyak support year over year, owing to an increase in the maturity of apps
9,4%, hal ini dikarenakan adanya peningkatan kematangan dari aplikasi and users.
maupun pengguna.
Program eQuanta Elnusa merupakan program digitalisasi lintas fungsi The Elnusa eQuanta program is a cross-functional and continuous
dan berkesinambungan dalam pengembangan aplikasi bisnis proses digitalization effort at the Elnusa Group that produces business process
di Elnusa Group yang berkembang mengikuti perkembangan dan applications in accordance with the company’s growth and demands.
kebutuhan perusahaan.
Program eQuanta mengatur standar pengembangan aplikasi proses The eQuanta program enforces business process application
bisnis dan mewajibkan semua system terintegrasi sehingga pada development standards and demands all systems to be integrated in
akhirnya dapat menjaga konsistensi proses, data dan informasi. Dengan order to preserve process, data, and information consistency in the
adanya standar ini, ditahun 2021 terjadi peningkatan penggunaan end. With this standard in place, the use of BigData for analysis and
BigData untuk kebutuhan analisis maupun dashboard monitoring. monitoring dashboards will rise in 2021.
Sinergi dalam tata kelola IT juga berhasil dilakukan dengan pemanfaatan By employing and creating ERP modules and business applications
dan pengembangan modul ERP maupun aplikasi bisnis di lingkungan within the Elnusa subsidiary, which is carried out separately by the
entitas anak perusahaan Elnusa yang dilakukan secara mandiri oleh IS Department, synergy in IT governance has also been successfully
Departemen IS. achieved.
PENGEMBANGAN PRODUK TEKNOLOGI PRODUCT DEVELOPMENT IN THE 2021

INFORMASI 2021 INFORMATION TECHNOLOGY
Dalam rangka mendukung diversifikasi bisnis perusahaan dan The IS Department, in collaboration with the business development
peningkatan kompetensi teknologi, Departemen IS bersama fungsi bisnis function, develops end-to-end ICT products, particularly in the IoT field,
development melakukan pengembangan produk ICT khususnya di bidang starting with the development of devices, infrastructure (LoRaWAN),
IoT secara end to end, dimulai dari pengembangan device, infrastruktur platforms, and applications supported by real-time analysis, in order
(LoRaWAN), platform sampai dengan aplikasi yang didukung dengan to support the company’s business diversification and increase
analisis secara realtime. technological competence.
Elnusa sebagai salah satu dewan pengurus ISIOTI (Asosiasi IoT Indonesia Elnusa continues to establish an ecosystem in the field of IoT in
- https://asioti.id/) juga terus mengembangkan ekosistem di bidang IoT Indonesia as a member of the board of directors of ISIOTI (Indonesian
di Indonesia. Dengan keberhasilan beberapa POC (Proof of Concept) IoT Association - https://asioti.id/). Elnusa is increasingly ready to build
Smart Water Meter dan Smart Gas Meter menunjukkan semakin siapnya its IoT business, despite the world semiconductor crisis, as seen by the
Elnusa dalam mengembangkan bisnis IoT walau di tengah kondisi krisis success of various POCs (Proof of Concept) Smart Water Meters and
semiconductor dunia. Smart Gas Meters.
Beberapa Produk Teknologi yang masih terus dikembangkan oleh Several Technology Products are still being developed by the Department
Departemen IS sepanjang tahun 2021 adalah: of Information Systems through 2021:
1. RETINA, Realtime Online Monitoring System for Drilling Parameter 1. RETINA is a real-time online drilling parameter and activity
and Activity. monitoring system.
2. SMART RETROFIT FOR UTILITY, A Smart Retrofit Online System for 2. A Smart Retrofit Online System for Residential Water and Gas Utility
Residential Water and Gas Utility Meter. Meters, SMART RETROFIT FOR UTILITY.
3. TWO-PHASE FLOW METER MEASUREMENT SYSTEM, A Realtime 3. A Realtime Calculation and Online Monitoring of Two-Phase Mass
Calculation and Online Monitoring of Two-Phase Mass Flow and Flow and Enthalpy in Geothermal Production Well using the TWO-
Enthalpy in Geothermal Production Well. PHASE FLOW METER MEASUREMENT SYSTEM.
4. Smart PJU (PENERANGAN JALAN UMUM), A Smart Retrofit Online 4. A Smart Retrofit Online System for Smart PJU (GENERAL STREET
System for Smart PJU for optimizing maintenance and energy usage. LIGHTING) for optimizing maintenance and energy usage.

Profil Perusahaan
Company Profile
RENCANA KE DEPAN PLAN FOR THE FUTURE

Dalam menjalankan tata kelola IT dan pengembangan bisnis baru The IS Department will continue to create the essential people,
khususnya di bidang ICT, Departemen IS akan terus mengembangkan expertise, system, and ecosystem in order to carry out IT governance
talent, knowledge, system, dan ecosystem yang dibutuhkan. and new business development, particularly in the field of ICT.
Pengembangan aplikasi bisnis proses yang terintegrasi akan terus Integrated business process applications will continue to be developed,
dilanjutkan dengan lebih fokus ke improvement existing aplikasi, utilisasi with a stronger emphasis on upgrading current applications, application
aplikasi, analytical, dan budaya digital. utilization, analytics, and digital culture.
Pengembangan solusi baru yang dapat menambah potensi bisnis The creation of new solutions that can boost commercial potential and
maupun nilai jual existing bisnis akan terus dikembangkan khususnya di sellability of existing firms will continue, particularly in the IoT sphere,
bidang IoT yang ke depannya akan menjadi salah satu core kompetensi which will become one of Elnusa’s major ICT competences in the future.
ICT Elnusa. Salah satu produk dengan fokus utama di tahun 2022 adalah The Smart Water Meter Solution is one of the key emphasis products
Solusi Smart Water Meter untuk menjadi bisnis baru Elnusa dengan in 2022, and it will become Elnusa’s new business with complete
kompetensi penuh, sehingga dapat memberikan solusi digital kepada competency, allowing it to give digital solutions to water supply
perusahaan penyedia air maupun pelanggan di Indonesia. businesses and customers in Indonesia.
Peran Departemen IS dalam Pengelolaan TI di ruang lingkup Elnusa The role of the IS Dept. in IT Management within the scope of Elnusa
Group akan lebih diperkuat dan di standardisasi untuk mendapatkan Group will be further strengthened and standardized to obtain the best
efisiensi, kecepatan layanan, keamanan, integrasi maupun kualitas efficiency, speed of service, security, integration and quality as a group.
terbaik secara Group.

Struktur dan Komposisi
Pemegang Saham
Structure and Composition of Shareholders
STRUKTUR PEMEGANG SAHAM PERSEROAN THE SHAREHOLDERS STRUCTURE OF THE

COMPANY
Berikut skema komposisi pemegang saham Perseroan, termasuk The scheme for the composition of the Company’s shareholders,
pemegang saham utama dan/atau pengendali, adalah sebagai berikut: including the main and/or controlling shareholders, is as follows:
99,9%
Publik | Public
48,9%
51,1%
INFORMASI TENTANG PEMEGANG SAHAM INFORMATION CONCERNING MAIN

UTAMA/ PENGENDALI HINGGA NAMA PEMILIK SHAREHOLDERS/CONTROLLERS UP TO
AKHIR PERSEROAN THE NAME OF THE FINAL OWNERS OF THE
COMPANY
PT Pertamina Hulu Energi merupakan pemegang saham utama dan PT Pertamina Hulu Energi is the main and controlling shareholder of
pengendali Elnusa dengan kepemilikan sebesar 51,1%. Pertamina Hulu Elnusa with 51.1% ownership. Pertamina Hulu Energi is a subsidiary
Energi adalah anak usaha PT Pertamina (Persero) yang merupakan of PT Pertamina (Persero) which is a national energy company with
perusahaan energi nasional dengan kepemilikan sahamnya 100% dimiliki 100% share ownership owned by the Government of the Republic of
oleh Pemerintah Republik Indonesia, melalui Kementerian Negara Badan Indonesia, through the Ministry of State-Owned Enterprises (BUMN)
Usaha Milik Negara (BUMN) selaku Kuasa Pemegang Saham. Dengan as the Shareholder’s Proxy. Thus, the ultimate parent entity of the
demikian, entitas induk tertinggi, atau ultimate parent entity Perseroan Company is the Government of the Republic of Indonesia, because it is
adalah Pemerintah Republik Indonesia, karena merupakan pemegang the main/controlling shareholder of Pertamina Hulu Energi as the main/
saham utama/pengendali dari Pertamina Hulu Energi selaku pemegang controlling shareholder of the Company.
saham utama/pengendali Perseroan.
Alamat Kantor Pusat Pertamina Hulu Energi | Pertamina Hulu Energi Head Office Address
Jl. TB Simatupang Kav. 99, RT1/RW1, Kebagusan, Kec. Ps. Minggu, Jakarta Selatan, DKI Jakarta 12520
Tel: (021) 29547000
Web: www.phe.pertamina.com

Profil Perusahaan
Company Profile
KOMPOSISI KEPEMILIKAN SAHAM PERSEROAN COMPOSITION OF THE COMPANY’S SHARE

OWNERSHIP
Berikut skema komposisi kepemilikan saham Perseroan, termasuk The following is the composition scheme for the Company’s share
kepemilikan saham 5% atau lebih dan/atau kepemilikan di bawah 5%, ownership, including ownership of 5% or more and/or ownership of less
adalah sebagai berikut: than 5%, as follows:
KEPEMILIKAN SAHAM ELNUSA PER 31 DESEMBER 2021

Elnusa Share Ownership as of December 31, 2021
Persentase
Jumlah Pemegang Jumlah Kepemilikan
Saham Nilai Saham
Pemegang Saham Kepemilikan Ownership Shareholder
Number of Share Value
Total Ownership Percentage
Shareholder (%)
Kepemilikan Saham 5% atau Lebih Share Ownership of 5% or More
PT Pertamina Hulu Energi 1 3.729.781.000 372.978.100.000 51,1 PT Pertamina Hulu Energi
Kepemilikan Saham di Bawah 5% Share Ownership Below 5%
Dewan Komisaris dan Direksi 0 – – 0,0 Board of Commissioners and
Board of Directors
Publik <5% 52.626 3.568.719.000 356.871.900.000 48,9 Public <5%
Jumlah 52.627 7.298.500.000 729.850.000.000 100,0 Total
Publik | Public Pertamina Hulu Energi

48,9% 51,1%
KOMPOSISI KEPEMILIKAN SAHAM BERDASARKAN JENIS 2019-2021

Composition of Share Ownership by Type 2019-2021
Uraian 2021 2020 2019 Description
Badan Usaha Domestik 56,8% 63,1% 69,6% Domestic Institutional Investor
Perseorangan Domestik 38,9% 28,6% 18,8% Domestic Individual Investor
Badan Usaha Asing 4,2% 8,2% ,3% Foreign Institutional Investor
Perseorangan Asing 0,1% 0,1% 0,2% Foreign Individual Investor
0,2% 0,1% 0,1%

8,2% 4,2%
11,3%
18,8% 28,6% 38,9%
Perseorangan Asing
Foreign Individual Investor
Badan Usaha Asing
Foreign Institutional Investor
Perseorangan Domestik
69,6% 63,1% 56,8% Domestic Individual Investor
Badan Usaha Domestik
Domestic Institutional Investor
2019 2020 2021

KEPEMILIKAN SAHAM PERSEROAN OLEH DEWAN KOMISARIS DAN DIREKSI
Share Ownership of the Company by the Board of Commissioners and the Board of Directors
2021 2020
Persentase Persentase
Nama Jabatan Kepemilikan Kepemilikan
Name Position Jumlah Saham Jumlah Saham
Ownership Ownership
Number of Share Number of Share
Percentage Percentage
(%) (%)
Dewan Komisaris | Board of Commissioners
Agus Prabowo Komisaris Utama Nihil Nihil Nihil Nihil
President Commissioner Nil Nil Nil Nil
Wakhid Hasyim Komisaris Nihil Nihil Nihil Nihil
Commissioner Nil Nil Nil Nil
Lusiaga Levi Susila Komisaris Independen Nihil Nihil Nihil Nihil
Independent Commissioner Nil Nil Nil Nil
Anis Baridwan Komisaris Independen Nihil Nihil Nihil Nihil
Independent Commissioner Nil Nil Nil Nil
Direksi | Board of Directors
John Hisar Simamora Direktur Utama Nihil Nihil Nihil Nihil
President Director Nil Nil Nil Nil
Bachtiar Soeria Atmadja Direktur Keuangan Nihil Nihil Nihil Nihil
Director of Finance Nil Nil Nil Nil
Charles Harianto Direktur Operasi Nihil Nihil Nihil Nihil
Lumban Tobing Director of Operation Nil Nil Nil Nil
Tenny Elfrida Direktur SDM & Umum Nihil Nihil Nihil Nihil
Director of HR & General Affairs Nil Nil Nil Nil
Ratih Esti Prihatini Direktur Pengembangan Usaha Nihil Nihil Nihil Nihil
Director of Business Development Nil Nil Nil Nil
JUMLAH PEMEGANG SAHAM DENGAN KEPEMILIKAN <5% SEPANJANG TAHUN 2021

Number of Shareholders with Ownership of <5% Throughout 2021
Jumlah Pemegang Saham
Bulan Month
Number of Shareholder
Januari 49.446 January
Februari 58.679 February
Maret 58.363 March
April 55.395 April
Mei 54.908 May
Juni 54.800 June
Juli 57.473 July
Agustus 55.056 August
September 55.318 September
Oktober 53.053 October
November 52.692 November
Desember 52.626 December
60.000
58.679 58.363 57.473
54.908 55.318
55.000
55.395 54.800 55.056
53.053 52.692 52.626

50.000
49.446
45.000
40.000

Profil Perusahaan
Company Profile
KOMPOSISI PEMEGANG SAHAM < 5% PER 31 DESEMBER 2021

Shareholders Composition <5% as of December 31, 2021
Domestik | Domestic Asing | Foreign
Jumlah Jumlah
Kelompok Pemegang Saham Pemegang Jumlah Saham Pemegang Jumlah Saham Shareholders Group
Saham Number of Saham Number of
Number of Shares Number of Shares
Shareholders Shareholders
Ritel 52.375 2.833.555.784 38 9.771.900 Retail
Institusi 138 418.921.944 75 306.469.372 Institution
Jumlah 52.513 3.252.477.728 136 316.241.272 Total
KAPITALISASI PASAR 2017-2021

Market Capitalization in 2017-2021
Rp miliar | Rp billion
2.715
2.511 2.569
2.233
2.014
2017 2018 2019 2020 2021
KEPEMILIKAN SAHAM PERSEROAN OLEH OWNERSHIP OF COMPANY SHARE BY

KARYAWAN EMPLOYEES
Sampai dengan akhir tahun buku 2021, jumlah saham ELSA yang As of the end of the 2021 financial year, the total number of ELSA
dimiliki oleh karyawan 4.955.000 atau 0,07% dari saham keseluruhan. shares owned by employees is 4,955,000 or 0.07% of the total shares.
Sementara pada tingkat level manajemen senior (satu level di bawah Meanwhile, at the senior management level (one level below the Board
Direksi) berjumlah 92.500 atau 0,001% dari keseluruhan. of Directors) it was 92,500 or 0.001% of the total.
20 PEMEGANG SAHAM TERBESAR PERSEROAN 20 OF THE COMPANY’S BIGGEST

SHAREHOLDERS
Nama Pemegang Saham Jumlah

No Status (%)
Shareholder Name Total
1 Manulife Dana Ekuitas Asuransi 83.497.100 1,14
Insurance
2 PT Asuransi Jiwa Adisarana Wanaartha - D Asuransi 34.880.600 0,48
Insurance
3 PT Panin Sekuritas Perseroan Terbatas 31.140.700 0,43
Limited Company
4 NT TST Co S/A LSV Emerging Markets Small Badan Usaha Asing 30.566.200 0,42
Foreign Corporation
5 State Street Bank-VFM Emerging Markets T Badan Usaha Asing 30.499.200 0,42
Foreign Corporation
6 CSL-Link Ekuitas-201984024 Asuransi | Insurance 29.575.700 0,41
7 Djufri Gono Perorangan Indonesia 28.185.300 0,39
Indonesian Individual Investor
8 Citibank New York S/A Emerging Markets C Badan Usaha Asing 26.813.400 0,37
Foreign Corporation
9 PT Yulie Sekuritas Indonesia Tbk Perseroan Terbatas 26.304.900 0,36
Limited Company
10 Phoa, Budianto Poaler Perorangan Indonesia 23.222.200 0,32

Nama Pemegang Saham Jumlah
No Status (%)
Shareholder Name Total
11 Emi Wiranto Perorangan Indonesia 22.360.000 0,31
12 BNYM Re Ensign Peak Adv, Inc.-2039925380 Badan Usaha Asing 21.900.300 0,30
Foreign Corporation
13 Citibank New York S/A Dimensional Emergi Badan Usaha Asing 21.143.600 0,29
Foreign Corporation
14 PT Asuransi Jiwa Taspen Asuransi 20.739.900 0,28
Insurance
15 SLFI Aggressive Fund-857124000 Asuransi 20.365.600 0,28
Insurance
16 Ir. Rahadi Santoso Perorangan Indonesia 19.714.500 0,27
17 Lim Kok Po, Susanto Salim Perorangan Indonesia 18.500.000 0,25
18 BNYM Re Acadian Emerging Markets Micro-C Badan Usaha Asing 18.331.300 0,25
Foreign Corporation
19 Hendry Tanasal Perorangan Indonesia 17.000.500 0,23
20 Panji Sanjaya Perorangan Indonesia 16.329.200 0,22
KRONOLOGIS PENERBITAN DAN PENCATATAN SHARELISTING AND ISSUANCE CHRONOLOGY

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

Profil Perusahaan
Company Profile
Modal
Ditempatkan Nilai Nominal
Modal Dasar dan Disetor Saham Jumlah Lembar
(Rp miliar)
Aksi Korporasi Tanggal Peristiwa Penuh (Rp per lembar Saham yang
Authorized
Corporate Action Date of Event (Rp miliar) saham) Dikeluarkan
Capital Issued and Nominal Value Total Share Issued
(Rp billion) Fully Paid Capital (Rp per share)
(Rp billion)
Menerbitkan Keterbukaan Informasi, 28 Juni 2013 2.250 729,85 100 7.298.500.000
Perseroan Telah Melakukan Pengalihan/ June 28, 2013
Penjualan atas Seluruh Saham Hasil
Pembelian Kembali
Published an Information Disclosure
Regarding Sell Back of the Company on
the Buy Back Program
KRONOLOGIS PENAWARAN UMUM PERDANA CHRONOLOGY OF INITIAL PUBLIC OFFERING

SAHAM
Sebelum melakukan Penawaran Umum Perdana Saham, jumlah Prior to conducting the Initial Public Offering, the number of shares of
saham Perseroan adalah 5.838.500.000 lembar, setelah pada tanggal the Company was 5,838,5000 shares, after the October 9, 2007, the
9 Oktober 2007, Perseroan melakukan Peningkatan Modal Dasar dan Company increased its Authorized Capital and Split Nominal Value of
Pemecahan Nilai Nominal Saham 1:5, dari jumlah saham Perseroan Shares 1:5, from the number of shares of the Company prior to the
sebelum melakukan aksi korporasi yang sebesar 1.167.700.000 lembar corporate action which amounted to 1,167,700,000. shares. On January
saham. Pada tanggal 25 Januari 2008, Badan Pengawas Pasar Modal dan 25, 2008, the Capital Market and Financial Institution Supervisory
Lembaga Keuangan (“Bapepam-LK”) menerbitkan Surat Pemberitahuan Agency (“Bapepam-LK”) issued an Effective Notification of Registration
Efektif Pernyataan Pendaftaran sehubungan dengan Penawaran Umum Statement in connection with the Company’s Initial Public Offering of
Saham Perdana Perseroan sebanyak 1.460.000.000 saham. Pada tanggal 1,460,000,000 shares. On February 6, 2008, the Company’s shares began
6 Februari 2008, saham Perseroan mulai diperdagangkan di Bursa Efek to be traded on the Indonesia Stock Exchange (IDX) at an initial offering
Indonesia (BEI) dengan harga penawaran perdana sebesar Rp400 (nilai price of Rp400 (full amount) per share. As of December 31, 2020, the
penuh) per saham. Per 31 Desember 2020, komposisi Pemegang Saham composition of the Company’s Shareholders is PT Pertamina (Persero)
Perseroan adalah PT Pertamina (Persero) 41,10% (selaku pemegang 41.10% (as the main and controlling shareholder of the Company),
saham utama dan pengendali Perseroan), Dana Pensiun Pertamina Pertamina Pension Fund 14.90%, and the Public (each ownership is
14,90%, dan Publik (masing-masing kepemilikan kurang dari 5%) 44,00%, less than 5%) 44 0.00%, as can be seen in the Shareholder Composition
seperti yang dapat dilihat pada bagian Komposisi Pemegang Saham yang section that was previously reviewed.
telah di ulas sebelumnya.
KRONOLOGIS PENERBITAN DAN PENCATATAN CHRONOLOGY OF PUBLISHING AND OTHER

EFEK LAINNYA SECURITIES LISTING
Hingga 31 Desember 2021, Perseroan tidak menerbitkan efek lainnya, Until December 31, 2021, the Company did not issue other securities,
sehingga informasi pencatatan lainnya, perubahan jumlah efek lainnya, thus other listing information, changes in the number of other securities,
tindakan korporasi (corporate action) yang menyebabkan perubahan corporate actions that cause changes in the number of other securities,
jumlah efek lainnya, nama bursa di mana efek lainnya dicatatkan, dan the name of the stock exchange where other securities are listed, and
diperingkat efek lainnya tidak disajikan dalam Laporan Tahunan ini. the rating of other securities are not presented in this Annual Report.

Struktur Grup Perseroan
Company Group Structure
Pemerintah Republik Indonesia

Indonesian Government
100,0%
99,9%
Publik | Public
<5%
51,1% 48,9%
99,99% 99,99% 99,93% 99,98% 99,50% 99,99% 99,58%
PT Elnusa PT Elnusa PT Elnusa PT Elnusa

PT Elnusa PT Patra Nusa PT Sigma Cipta
Oilfield Geosains Fabrikasi Trans
Petrofin Data Utama
Services Indonesia Konstruksi Samudera
99,99%
Entitas Induk Tertinggi

Ultimate Parent Entity PT Elnusa Daya
Kreatif
Entitas Induk/Pemegang Saham Utama
Main Shareholder
Entitas Anak
Subsidiary
Entitas Anak Tidak Langsung
Indirect Subsidiary

Profil Perusahaan
Company Profile
Daftar Entitas Anak dan Entitas

Asosiasi, Ventura Bersama/
Kerja Sama Operasi
List of Subsidiaries and Associates, Joint Ventures/Joint
Operations
Hingga akhir tahun 2021, Elnusa tidak memiliki Entitas Asosiasi dan Until the end of 2021, Elnusa does not have an Associated Entity and
hanya memiliki Entitas Anak serta Ventura Bersama/Kerja Sama Operasi. only has Subsidiaries and Joint Ventures/Joint Operations.
DAFTAR ENTITAS ANAK

List of Subsidiaries
Kepemilikan oleh
Tahun Tahun Jumlah Aset
Elnusa Status
Tahun Berdiri Beroperasi Penyertaan (Rp juta)
Nama Bidang Usaha Domisili Ownership by Operasional
Year of Komersial Modal Total Asset
Name Business Segment Domicile Elnusa Operational
Establishment Year Year of (Rp million)
(%) Status
Launched Participation
2021 2020 2021 2020
Entitas Anak Kepemilikan Langsung | Direct Ownership Subsidiaries
PT Elnusa Oilfield Jasa Pengeboran dan Jakarta 2014 – 2014 99,99 99,99 41.080 37.648 Belum
Services Pemeliharaan Lapangan Beroperasi
Migas Not Working
Oil and Gas Field Drilling
and Maintenance Services
PT Elnusa Jasa Akuisisi Data Jakarta 2014 – 2014 99,99 99,99 11.696 11.508 Belum
Geosains Geofisika/Survei Seismik Beroperasi
Indonesia Migas Not Working
Geophysical Data
Acquisition Services/Oil
and Gas Seismic Survey
PT Elnusa Jasa penyimpanan BBM, Jakarta 1996 1997 1996 99,93 99,93 2.495.953 2.287.297 Beroperasi
Petrofin pendistribusian BBM, Working
perdagangan BBM Industri
& Marine, perdagangan
chemicals, perdagangan
pelumas & aspal, serta
pengelolaan SPBU & SPBE
Fuel storage service, fuel
distribution, fuel trade
for Industry & Marine,
chemical trading, lubricant
and asphalt trade, and
the management of gas
stations (SPBU) and LPG
filling stations (SPBE)
PT Elnusa Jasa fabrikasi, penguliran Batam 1982 1982 1982 99,98 99,98 284.884 225.504 Beroperasi
Fabrikasi dan perdagangan pipa Oil Working
Konstruksi Country Tubular Goods
(OCTG), proyek EPC dan
Maintenance Services
Oil Country Tubular
Goods (OCTG) fabrication,
threading and trading
services (OCTG), EPC
projects, and Maintenance
Services

Kepemilikan oleh
Tahun Tahun Jumlah Aset
Elnusa Status
Tahun Berdiri Beroperasi Penyertaan (Rp juta)
Nama Bidang Usaha Domisili Ownership by Operasional
Year of Komersial Modal Total Asset
Name Business Segment Domicile Elnusa Operational
Establishment Year Year of (Rp million)
(%) Status
Launched Participation
2021 2020 2021 2020
PT Patra Nusa Jasa pengelolaan data Jakarta 1997 1998 1997 99,50 99,50 134.113 148.288 Beroperasi
Data migas, dan penyimpanan Working
data fisik migas,
jasa aplikasi IT data
management, bisnis
desain & implementasi
data governance, data
warehouse digital,
advance well data
management
Oil and gas data
management services,
as well as physical
data storage, IT data
management application
services, business design
& implementation of data
governance, digital data
warehouse, advance well
data management
PT Sigma Cipta Jasa penyimpanan data Jakarta 1980 1980 1980 99,99 99,99 275.643 208.030 Beroperasi
Utama fisik, pengelolaan data Working
elektronik & sistem
informasi, penyimpanan
contoh batuan migas,
telekomunikasi radio, jasa
aplikasi sistem IT
Physical data storage
services, electronic
data management and
information systems,
storage of geological
samples, radio
telecommunications,
IT system application
services
PT Elnusa Trans Jasa pendukung layanan Jakarta 2013 2013 2013 99,58 99,58 551.581 522.343 Beroperasi
Samudera marine migas Working
Marine oil and gas support
services
Entitas Anak Kepemilikan Tidak Langsung (Kepemilikan melalui PT Elnusa Fabrikasi Konstruksi)
Indirect Subsidiary Entity (Ownership through PT Elnusa Fabrikasi Konstruksi)
PT Elnusa Daya Jasa konsultasi bidang Jakarta 2015 – 2015 99,99 99,99 10.001 10.001 Belum
Kreatif manajemen sumber daya Beroperasi
manusia konsultasi bidang Not Working
listrik, & perdagangan
Consulting Services in the
Field of Human Resources
Management in the Field
of Electricity & Trade
Consultation
DAFTAR VENTURA BERSAMA/KERJA SAMA OPERASI (KSO)

Joint Venture List/Joint Operations (KSO)
Nama Kepemilikan oleh Kepemilikan oleh Jumlah Aset
Perusahaan Elnusa WAS
Tahun Kerja (Rp juta) Status
yang Bekerja Ownership by Ownership by
Nama Bidang Usaha Sama Total Asset Operasional
Sama Elnusa WAS
Name Business Segment Partnership (Rp million) Operational
Name of (%) (%)
Year Status
Collaborating
Company 2021 2020 2021 2020 2021 2020
KSO Elnusa-WAS Jasa pemeliharaan 2016 PT Waskita 51,00 51,00 49,00 49,00 67.759 66.759 Beroperasi
elektrikal dan instrumentasi Adhi Working
dari BP Berau Ltd Sejahtera
Electrical and instrumentation (WAS)
maintenance services from
BP Berau Ltd

Profil Perusahaan
Company Profile
ENTITAS ANAK SUBSIDIARIES
PT ELNUSA OILFIELD SERVICES PT ELNUSA OILFIELD SERVICES

Perusahaan didirikan pada tahun 2014, dengan bidang usaha Jasa Established in 2014, with a business field in Oil and Gas Field Drilling and
Pengeboran dan Pemeliharaan Lapangan Migas. Maintenance Services.
Komposisi Kepemilikan Saham per 31 Desember 2021 Share Ownership Composition as of December 31, 2021
Kepemilikan saham PT Elnusa terhadap PT Elnusa Oilfield Services PT Elnusa’s Share Ownership in PT Elnusa Oilfield Services 99.99%
99,99%.
MANAJEMEN KUNCI PER 31 DESEMBER 2021

Key Management as of December 31, 2021
Dewan Komisaris Rony Hartanto Board of Commissioners
Direksi Dian Sri Santoso Board of Directors
KINERJA KEUANGAN 2020-2021

Financial Performance 2020-2021
Pertumbuhan
2021 2020 2021-2020
Uraian (Rp juta) (Rp juta) Description
Growth 2021-2020
(Rp billion) (Rp billion) (%)
Pendapatan 4.046 4.046 0,01 Income
Beban Usaha 1.307 3.611 -5,30 Operating Expenses
Laba Bersih 2.738 1.462 -22,37 Net Profit
Aset 41.080 36.512 3,11 Asset
Liabilitas 286 43 -0,21 Liability
Ekuitas 37.605 36.469 3,11 Equity
PT ELNUSA GEOSAINS INDONESIA PT ELNUSA GEOSAINS INDONESIA

Perusahaan didirikan pada tahun 2014, dengan bidang usaha Jasa Established in 2014, with a business field in Geophysical Data Acquisition
Akuisisi Data Geofisika/Survei Seismik Migas. Services/Oil and Gas Seismic Survey Services.
Komposisi Kepemilikan Saham per 31 Desember 2021 Share Ownership Composition as of December 31, 2021
Kepemilikan saham PT Elnusa terhadap PT Elnusa Geosains Indonesia PT Elnusa’s Share Ownership in PT Elnusa Geosains Indonesia 99.99%
99,99%.

Direksi Muhlis Yadi Board of Directors

Pertumbuhan
2021 2020 2021-2020
Growth 2021-2020
Pendapatan – – Income
Beban Usaha – 330 -100,00 Operating Expenses
Laba Bersih – (93) -100,00 Net Profit
Aset 11.696 11.508 1,63 Asset
Liabilitas – – Liability
Ekuitas 11.696 11.600 0,82 Equity

PT ELNUSA PETROFIN PT ELNUSA PETROFIN
PT Elnusa Petrofin (“Perusahaan”) didirikan berdasarkan Akta Notaris PT Elnusa Petrofin (the “Company”) was established based on the
Ny. Pudji Redjeki Irawati, S.H., No. 57 tanggal 5 Juli 1996. Akta pendirian Notarial Deed of Ny. Pudji Redjeki Irawati, S.H., No. 57 dated July 5,
ini disahkan oleh Menteri Kehakiman Republik Indonesia berdasarkan 1996. This deed of establishment was ratified by the Minister of Justice
Surat Keputusan No. C2-4.559.HT.01.01.TH.97 tanggal 3 Juni 1997. of the Republic of Indonesia based on Decree No. C2-4, 559.HT.01.01.
Anggaran Dasar Perusahaan telah mengalami beberapa kali perubahan, TH.97 dated June 3, 1997. The last amendment was based on Notarial
terakhir berdasarkan Akta Notaris No. 10 tanggal 30 September2019 Deed No. 10, September 30, 2019 by Notary Ulia Azhar, SH., Mkn. The
oleh Notaris Ulia Azhar, S.H., Mkn. Akta tersebut telah diberitahukan deed has been notified to the Minister of Law and Human Rights of the
kepada Menteri Hukum dan Hak Asasi Manusia Republik Indonesia Republic of Indonesia and received notification letter No. AHU-00773.
dan memperoleh surat penerimaan pemberitahuan No. AHU-00773. AH.01.02 dated October 3, 2019.
AH.01.02 tahun 2019 tanggal 3 Oktober 2019.
Saat ini, Perusahaan melakukan aktivitas usaha meliputi pengelolaan The management of public fuel filling stations (“SPBU”) and depots,
stasiun pengisian bahan bakar umum (“SPBU”) dan Depo, jasa transportation services, tank truck management, and the trading of
transportasi dan pengelolaan truk tangki serta perdagangan Bahan fuel oil (“BBM”), lubricants, and chemicals are currently among the
Bakar Minyak (“BBM”), pelumas dan bahan kimia. company’s business activities.
KOMPOSISI KEPEMILIKAN SAHAM PER 31 DESEMBER 2021

Share Ownership Composition as of December 31, 2021
Jumlah Saham
Ditempatkan dan Disetor Persentase Kepemilikan
Pemegang Saham Jumlah
Penuh Percentage of Ownership
Shareholders Total
Number of Share Issued and (%)
Fully Paid
PT Elnusa Tbk 207.350 99,93 20.735.000
PT Elnusa Trans Samudra 150 00,07 15.000
Total 207.500 100,00 20.750.000

Dewan Komisaris Hery Setiawan Board of Commissioners
Agus Maulana
Direksi Aditya Budi Prabowo Board of Directors
Hanny Retno Hapsari
Nurkholis

Pertumbuhan
2021 2020 2021-2020
Growth 2021-2020
Pendapatan 4.744.166 3.786.529 25,29 Income
Beban Usaha 4.372.139 3.496.908 25,03 Operating Expenses
Laba Bersih 267.393 222.676 20,08 Net Profit
Aset 2.495.953 2.294.156 8,80 Asset
Liabilitas 1.361.521 1.339.900 1,61 Liability
Ekuitas 1.134.432 954.257 18,88 Equity
PT ELNUSA FABRIKASI KONSTRUKSI PT ELNUSA FABRIKASI KONSTRUKSI

PT Elnusa Fabrikasi Konstruksi (EFK) didirikan berdasarkan Akta No. 15 PT Elnusa Fabrication Construction (EFK) was established based on
oleh Notaris Sinta Susikto, S.H. tanggal 7 Mei 1982. Pendirian EFK telah Deed No. 15 by Notary Sinta Susikto, S.H. dated May 7, 1982. The
memperoleh pengesahan dari Menteri Kehakiman Republik Indonesia establishment of EFK has been approved by the Minister of Justice of the
melalui Surat Keputusan No. C2-5406 HT.01.01 TH 83 Tanggal 6 Agustus Republic of Indonesia through Decree No. C2-5406 HT.01.01 TH 83 dated
1983. Anggaran Dasar Perusahaan terakhir berdasarkan Akta Notaris August 6, 1983. The last amendment was based on Notarial deed No. 43
No. 43 tanggal 26 Juni 2018 dari Aulia Taufani, S.H. Terkait peningkatan dated June 26, 2018 from Aulia Taufani, S.H., regarding the increase in
modal ditempatkan dan disetor Perusahaan. Perubahan ini telah the issued and paid-up capital of the Company. This amendment has

Profil Perusahaan
Company Profile
diterima oleh Menteri Hukum dan Hak Asasi Manusia Republik Indonesia been accepted by the Minister of Law and Human Rights of the Republic
melalui Surat Penerimaan Pemberitahuan Perubahan Anggaran Dadar of Indonesia through the Letter of Acceptance of Notification of Changes
Perusahaan No. AHU-AH.01.03-0216838 tanggal 29 Juni 2018. Saat ini to the Company’s Articles of Association No. AHU-AH.01.03-0216838
Perusahaan bergerak dalam bidang jasa penguliran pipa dan penjualan dated June 29, 2018. Currently, the company provides pipe threading
pipa. Pembuatan connector, coupling, dan peralatan lainnya yang services and pipe sales, as well as manufactures connectors, couplings,
digunakan untuk pengeboran minyak dan gas bumi. and other oil and gas drilling equipment.

Jumlah Saham
Shareholders Total
Fully Paid
PT Elnusa Tbk 443.851 99,98 44.385.100.000
Annas Mappe Siri 68 0,02 6.800.000
Total 443.919 100,00 44.391.900.000

Direksi Estadi Budiatman Board of Directors
Dani Zaenal Mutaqin

Pertumbuhan
2021 2020 2021-2020
Growth 2021-2020
Beban Usaha 441.079 349.073 26,36 Operating Expenses
Laba Bersih (8.868) 7.726 -214,78 Net Profit
Aset 284.884 225.504 26,33 Asset
Liabilitas 225.966 157.075 43,86 Liability
Ekuitas 58.918 68.429 -13,90 Equity
PT PATRA NUSA DATA PT PATRA NUSA DATA

PT Patra Nusa Data (“Perusahaan”) didirikan pada tanggal 4 November PT Patra Nusa Data (“Company”) was established on November 4, 1997
1997 berdasarkan Akta Pendirian No. 5 dari Notaris Pudji Redjeki based on the Deed of Establishment No. 5 from Notary Pudji Redjeki
Irawati, S.H., yang kemudian diubah dan diperbaiki dengan Akta Notaris Irawati, S.H., which was later amended and corrected by Notary Deed
No. 15 tanggal 12 Mei 1999 dari notaris yang sama. Perubahan akta No. 15 dated May 12, 1999 from the same notary. The amendment to
pendirian Perusahaan tersebut telah mendapat pengesahan dari the deed of establishment of the Company has been approved by the
Menteri Kehakiman Republik Indonesia melalui Surat Keputusan No. Minister of Justice of the Republic of Indonesia through Decree No. C2-
C2-15964 HT.01.01 tanggal 3 Desember 1999 dan telah diumumkan 15964 HT.01.01 dated December 3, 1999 and has been published in the
dalam Berita Negara Republik Indonesia No. 96 dan Tambahan State Gazette of the Republic of Indonesia No. 96 and Supplement to
Lembaran Negara No. 8044 tanggal 30 November 1999. Anggaran Dasar the State Gazette No. 8044 dated November 30, 1999. The Company’s
Perusahaan telah mengalami beberapa kali perubahan. Perubahan Articles of Association have been amended several times. The latest
Anggaran Dasar terakhir berdasarkan keputusan pemegang saham amendment to the Articles of Association was based on the shareholders’
yang dinyatakan dalam Akta Notaris Pudji Redjeki Irawati, S.H. No. 66 decision stated in the Notary Deed of Pudji Redjeki Irawati, S.H. No. 66
tanggal 23 Maret 2009 mengenai tempat kedudukan Perusahaan yang dated March 23, 2009, regarding the change of domicile of the Company
semula berkedudukan di Jakarta Utara berubah menjadi Jakarta Selatan. from North Jakarta to South Jakarta. This amendment to the Articles of
Perubahan Anggaran Dasar ini telah disetujui oleh Menteri Hukum Association has been approved by the Minister of Law and Human Rights
dan Hak Asasi Manusia berdasarkan Surat Keputusan No. AHU-32475. based on Decree No. AHU-32475.AH.01.02 dated July 13, 2009.
AH.01.02 tanggal 13 Juli 2009.

Ruang lingkup kegiatan Perusahaan meliputi usaha dalam bidang jasa The scope of the company’s activities includes planning and feasibility
perolehan dan pengelolaan data minyak dan gas bumi yang mencakup studies, developing information systems and data management
studi perencanaan dan kelayakan, pembuatan sistem informasi processes, consulting on data management, and obtaining spatial data
dan proses pengelolaan data, konsultasi pengelolaan data serta through aerial photography and satellite imagery activities.
mendapatkan data spatial melalui kegiatan foto udara/citra satelit.

Jumlah Saham
Shareholders Total
Fully Paid
PT Elnusa Tbk 19.900 99,5 597.000
PT Elnusa Trans Samudra 100 0,5 3.000
Total 20.000 100,00 600.000

Dewan Komisaris Tenny Elfrida Board of Commissioners
Direksi Estadi Budiatman Board of Directors

Pertumbuhan
2021 2020 2021-2020
Growth 2021-2020
Pendapatan 30.888 63.166 -51,10 Income
Laba Bersih (6.622) 3.992 -265,88 Net Profit
Aset 134.113 148.288 -9,56 Asset
Liabilitas 9.731 13.470 -27,76 Liability
Ekuitas 124.382 134.818 -7,74 Equity
PT SIGMA CIPTA UTAMA PT SIGMA CIPTA UTAMA

PT Sigma Cipta Utama (SCU) yang merupakan anak perusahaan dari PT Sigma Cipta Utama (SCU), a subsidiary of PT Elnusa Tbk, was
PT Elnusa Tbk telah didirikan sejak 8 April 1980. Perusahaan bisnis established on April 8, 1980. The company’s first venture was into data
dimulai dengan manajemen data di industri minyak dan gas. Konsisten management in the oil and gas industry. In accordance with Elnusa
dengan Kebijakan Holding Company Elnusa, SCU ditunjuk sebagai Holding Company Policy, SCU has been designated as the Elnusa Group’s
satu-satunya anak tunggal yang bertanggung jawab atas Manajemen sole subsidiary in charge of data management. PT. Elnusa Telematika,
Data di Elnusa Group. Sejak November 2007 PT Elnusa Telematika with experience in telematics (since 1984) and PT Elnusa Rentrakom,
berpengalaman dalam bidang telematika (sejak 1984) dan PT Elnusa with experience in telecommunications (since 1997), joined SCU in
Rentrakom berpengalaman dalam bidang telekomunikasi (sejak 1997), November 2007 to strengthen and complement competencies and
bergabung dengan SCU untuk memperkuat dan melengkapi kompetensi business companies in the field of data management services.
dan perusahaan bisnis di bidang Jasa Mananjemen Data.

Jumlah Saham
Shareholders Total
Fully Paid
PT Elnusa Tbk 1.155.450 99,99 115.545.000.000
Ir. Sakti Tamat 150 0,01 15.000.000
Total 1.155.600 100,00 115.560.000.000

Profil Perusahaan
Company Profile

Direksi Dian Nugrahaningsih Board of Directors

Pertumbuhan
2021 2020 2021-2020
Growth 2021-2020
Beban Usaha 226.625 109.839 106,32 Operating Expenses
Laba Bersih 21.800 14.515 50,19 Net Profit
Aset 275.644 208.030 32,50 Asset
Ekuitas 157.145 138.914 13,12 Equity
PT ELNUSA TRANS SAMUDERA PT ELNUSA TRANS SAMUDERA

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

Jumlah Saham
Shareholders Total
Fully Paid
PT Elnusa Tbk 273.630 99,58 273.630.000
PT Elnusa Fabrikasi Konstruksi 1.143 0,42 1.143.000
Total 274.773 100,00 274.773.000

Direksi Didik Purwanto Board of Directors

Pertumbuhan
2021 2020 2021-2020
Growth 2021-2020
Pendapatan 401.502 682.835 -41,20 Income
Laba Bersih 20.264 45.550 -55,51 Net Profit
Aset 551.581 522.343 5,60 Asset
Ekuitas 415.284 406.407 2,18 Equity
PT ELNUSA DAYA KREATIF PT ELNUSA DAYA KREATIF

PT Elnusa Daya Kreatif (EDK) yang merupakan anak perusahaan dari PT Elnusa Daya Kreatif (EDK), a subsidiary of PT Elnusa Fabrication and
PT Elnusa Fabrikasi dan Konstruksi telah didirikan sejak 6 Maret 2015. Construction, has been established since March 6, 2015 and is currently
Saat ini belum beroperasi. not in operation.

Profil Perusahaan
Company Profile
Alamat Entitas Anak dan/atau

Kantor Cabang atau Kantor
Perwakilan
Addresses of Subsidiaries and/or Branch Offices or
Representative Offices
KANTOR PUSAT
Head Office
PT ELNUSA TBK Tel.: +62 21-7883 0850 (Hunting)

Fax.: +62 21-7883 0907
Graha Elnusa 16th Floor
E-mail: corporate@elnusa.co.id;
Jl. TB Simatupang Kav. 1B marketing@elnusa.co.id
Jakarta 12560 - Indonesia Web: www.elnusa.co.id
LINI BISNIS ALAMAT ENTITAS ANAK PERUSAHAAN

Line of Business Address of Subsidiaries
GEOSCIENCE & RESERVOIR SERVICES PT ELNUSA GEOSAINS INDONESIA
Graha Elnusa 15th Floor Graha Elnusa 15th floor
Jl. TB Simatupang Kav. 1B Jl. TB Simatupang Kav. 1B
Jakarta 12560 - Indonesia Jakarta 12560 - Indonesia
Tel.: +62 21-7883 0850 (Hunting) Tel.: +62 21-7883 0850 (Hunting)
Fax.: +62 21-7883 1072 Fax.: +62 21-7883 1072
PRODUCTION, OPERATION & MAINTENANCE SERVICES PT ELNUSA OILFIELD SERVICES

Graha Elnusa 15th Floor Graha Elnusa 15th floor
Jl. TB Simatupang Kav. 1B Jl. TB Simatupang Kav. 1B
Jakarta 12560 - Indonesia Jakarta 12560 - Indonesia
Tel.: +62 21-7883 0850 (Hunting) Tel.: +62 21-7883 0850 (Hunting)
Fax.: +62 21-7884 5507 Fax.: +62 21-7883 5507
PT ELNUSA FABRIKASI KONSTRUKSI

Head Office
KANTOR CABANG ATAU KANTOR Graha Elnusa 2nd Floor
PERWAKILAN Jl. TB Simatupang Kav. 1B
Branch Office or Representative Office Jakarta 12560 - Indonesia
BALIKPAPAN REPRESENTATIVE OFFICE Tel.: +62 21-7884 5519
Jl. Mulawarman No. 91, Batakan Fax.: +62 21-7884 5528
Balikpapan 76116 - Indonesia
Tel.: +62 542-770 139; 770 169 PT ELNUSA PETROFIN
Fax.: +62 542-770 230 Graha Elnusa 14th floor
Jakarta 12560 - Indonesia
CIREBON REPRESENTATIVE OFFICE Tel.: +62 21-7883 0860 (Hunting)
Jl. Moh. Toha No. 59, Kebon Baru, Kejaksaan Fax.: +62 21-7883 0853
Cirebon 45124 - Indonesia E-mail: marketing-epn@elnusa.co.id;
Tel.: +62 231-246 157 epn.corporate@elnusa.co.id
Web: www.elnusapetrofin.co.id
Fax.: +62 231-207 258

PT SIGMA CIPTA UTAMA VENTURA BERSAMA/KERJA SAMA OPERASI
Graha Elnusa 2nd floor (KSO)
Jl. TB Simatupang Kav. 1B Joint Venture/Joint Operation
Jakarta 12560 - Indonesia KSO ELNUSA-WAS
Tel.: +62 21-7883 0856 (Hunting) Graha Elnusa 2nd floor
Fax.: +62 21-7883 0857 Jl. TB Simatupang Kav. 1B
E-mail: marketing-scu@elnusa.co.id Jakarta 12560 - Indonesia
Web: www.scu.co.id Tel.: +62 21-7883 0850 (Hunting)
Head Office KSO ELNUSA-RAGA

Taman Tekno BSD Graha Elnusa 2nd floor
Tekno I Blok B5-B7 Sektor XI Jl. TB Simatupang Kav. 1B
Tangerang 15314 - Indonesia Jakarta 12560 - Indonesia
Tel.: +62 21-7587 1955 Tel.: +62 21-7883 0850 (Hunting)
Fax.: +62 21-7587 1933; 7587 1755
PT PATRA NUSA DATA

Graha Elnusa 2nd floor
Tel.: +62 21-7816 770
Fax.: +62 21-7816 775
E-mail: marketing@patranusa.com; pnd@patranusa.com
Web: www.patranusa.co.id
Head Office
Taman Tekno BSD XI Blok G2/1
Tangerang 15314 - Indonesia
Tel.: +62 21-7588 2510
Fax.: +62 21-7588 2511
PT ELNUSA TRANS SAMUDERA

Graha ETSA (Ex. Dana Pensiun Elnusa)
Tel.: +62 21-7884 6667
Fax.: +62 21-7884 6669
Web: www.etsa.co.id

Profil Perusahaan
Company Profile
Wilayah Operasional
Operational Area
Wilayah Operasi Jasa Hulu Migas

Operational Area of Upstream Oil & Gas Services
PRODUCTION, OPERATION, &

MAINTENANCES SERVICES
Aceh
Wilayah | Area
• Sumatera Selatan | South Sumatra
• Sumatera Utara | North Sumatra
• Sumatera Barat | West Sumatra
• Aceh
• Jambi
• Riau Kalimantan Timur
East Borneo
Klien | Client
• Pertamina Geothermal Energy
Sumatera Utara
North Sumatra • Pertamina Eksplorasi Sumatera
• Hexindo/Mandala Energy
• PT Pertamina EP
• Hexindo
• Star Energy
• Ramba Energy
• Pertagas
Sumatera Barat
West Sumatra Jambi
Kalimantan Tengah
Central Borneo
Sumatera Selatan
South Sumatra
GEOSCIENCE & RESERVOIR

SERVICES
DKI Jakarta
Wilayah | Area
• Sumatera Selatan | South Sumatra
• Aceh
• Jambi
Jawa Barat
Klien | Client West Java Jawa Tengah
• PT Pertamina EP Central Java Jawa Timur
• Mandala Energy East Java

SERVICES
Wilayah | Area
• DKI Jakarta
• Jawa Tengah | Central Java
• Jawa Barat | West Java
Klien | Client
• PT Pertamina EP
• PT Pertamina Hulu Energi
• PT Patra Nusa Data
• Saka Indonesia
• Premier Oil
• Kementerian Energi dan Sumber
Daya Mineral | Ministry of Energy
and Mineral Resources
• Conoco Phillips
• Mandala Energy
• Repsol
• Pratama Widya
• Wijaya Karya

Wilayah | Area
• Kalimantan Timur | East Kalimantan
• Sulawesi Tengah | Central Sulawesi
• Papua Barat | West Papua
Klien | Client
• PT Pertamina EP
• NYT
• PT Vico Indonesia
• Total E&P Indonesia
• Total E&P Indonesie
• PHSS
• PHKT
• Pertamina Hulu Mahakam
• BP Berau
• Petrogas
Sorong
Sulawesi Tengah
Cetral Sulawesi
Papua Barat
West Papua
SERVICES
Wilayah | Area
• Kalimantan Tengah | Central
Borneo
• Papua Barat | West Papua
Klien | Client
• PT Pertamina EP
• Conoco Phillips

Wilayah | Area
• DKI Jakarta
• Jawa Tengah | Centra Java
• Jawa Barat | West Java
• Jawa Timur | East Java
Klien | Client
• PT Pertamina Hulu Energi
• PT Pertamina EP
• Pertamina Petrochina East Java
• PGE Saka Energy
• PT Pertamina Gas
• PT Pertamina Hulu Mahakam
• PT Pertamina Geothermal Energy

Profil Perusahaan
Company Profile
Wilayah Operasi Jasa Distribusi & Logistik Energi

Operational Area of Energy Distribution & Logistics Services
Aceh
Sumatera Utara
North Sumatra
Riau Kalimantan Timur
Kepulauan Riau East Borneo
Riau Islands
Kalimantan Barat
West Borneo
Sumatera Barat
West Sumatra Jambi
Kalimantan Tengah
Central Borneo
Bangka Belitung
Bengkulu
Kalimantan Selatan
Sumatera Selatan South Borneo
South Sumatra
Lampung
DKI Jakarta
Jawa Barat
West Java
Jawa Timur
East Java
Bali
Nusa Tenggara Barat
West Nusa Tenggara
TRANSPORTASI BBM PENGELOLAAN DEPOT

Fuel Fleet Management Depot Management
Sumatera Sumatera
1. Aceh 1. Aceh
2. Sumatera Utara | North Sumatra 2. Jambi
3. Riau 3. Sumatera Selatan | South Sumatra
4. Jambi
5. Bangka Belitung Jawa
6. Sumatera Selatan | South Sumatra 1. DKI Jakarta
7. Bengkulu
8. Sumatera Barat | West Sumatra Kalimantan
1. Kalimantan Tengah | Central Borneo
Sulawesi 2. Kalimantan Timur | East Borneo
1. Sulawesi Utara | North Sulawesi 3. Kalimantan Selatan | South Borneo
2. Sulawesi Tengah | Central Sulawesi
3. Sulawesi Tenggara | Southeast Sulawesi Papua
4. Sulawesi Selatan | South Sulawesi 1. Papua
5. Gorontalo
Kalimantan
1. Kalimantan Barat | West Borneo
2. Kalimantan Timur | East Borneo
3. Kalimantan Selatan | South Borneo
PENGELOLAAN DPPU
Bali
1. Bali DPPU Management
Nusa Tenggara Sumatera

1. Nusa Tenggara Barat | West Nusa Tenggara 1. Sumatera Utara | North Sumatra
1. Nusa Tenggara Timur| East Nusa Tenggara 2. Lampung
Papua & Maluku Jawa

1. Papua 1. Jawa Timur | East Java
2. Maluku

Sulawesi Utara
North Sulawesi
Gorontalo
Sulawesi Tengah
Cetral Sulawesi
Maluku
Jayapura
Sulawesi Tenggara
Southeast Sulawesi
Sulawesi Selatan
South Sulawesi
Nusa Tenggara Timur

East Nusa Tenggara
PERDAGANGAN CHEMICAL PERDAGANGAN BBM INMAR

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

Profil Perusahaan
Company Profile
Wilayah Operasi Jasa Penunjang

Operational Area of Support Services
Aceh
Kalimantan Utara
North Borneo
Sumatera Utara
North Sumatra
Kepulauan Riau Kalimantan Timur

Riau Islands East Borneo
Jambi
Bangka Belitung
Bengkulu
Kalimantan Selatan
Sumatera Selatan South Borneo
South Sumatra
Lampung Laut Jawa

Java Sea
DKI Jakarta
Banten
Jawa Tengah
Jawa Barat Central Java
West Java
Jawa Timur
East Java Denpasar
Nusa Tenggara Barat

West Nusa Tenggara
DATA MANAGEMENT PHYSICAL & DIGITAL DATA
MANAGEMENT BUSINESS
Geo IT Business
1. Jambi Digital Data Management
2. Sumatera Selatan | South Sumatra
3. DKI Jakarta Sumatera
1. Sumatera Utara | North Sumatra
Geodata Business 2. Kepulauan Riau | Riau Islands
3. Bangka Belitung
Sumatera 4. Bengkulu
1. Aceh 5. Sumatera Selatan | South Sumatra
2. Sumatera Utara | North Sumatra
3. Kepulauan Riau | Riau Islands Jawa | Java
4. Sumatera Selatan | South Sumatra 1. DKI Jakarta
5. Lampung 2. Banten
6. Sumatera Barat | West Sumatra 3. Jawa Barat | West Java
4. Jawa Tengah | Central Java
Kalimantan 5. Jawa Timur | East Java
1. Kalimantan Utara | North Borneo
2. Kalimantan Timur | East Borneo Bali & Nusa Tenggara Barat
3. Kalimantan Selatan | South Borneo Bali & West Nusa Tenggara
1. Bali
Jawa & Bali | Java & Bali 2. Nusa Tenggara Barat | West Nusa Tenggara
1. Jawa Barat | West Java
2. Jawa Tengah | Central Java Kalimantan
3. Jawa Timur | East Java 1. Kalimantan Timur | East Borneo
4. Bali
5. Banten Sulawesi
1. Sulawesi Tenggara | Southeast Sulawesi
Sulawesi
1. Sulawesi Selatan | South Sulawesi Papua & Maluku
1. Papua Barat | West Papua
Nusa Tenggara 2. Maluku
1. Nusa Tenggara Barat | West Nusa Tenggara
1. Nusa Tenggara Timur| East Nusa Tenggara Physical Data Management
1. Jambi
Papua & Maluku 2. Sumatera Selatan | South Sumatra
1. Papua 3. Banten
2. Maluku 4. DKI Jakarta

Papua Barat
West Papua
Sulawesi Tengah
Cetral Sulawesi
Maluku
Jayapura
Sulawesi Tenggara
Southeast Sulawesi
Sulawesi Selatan
South Sulawesi
Nusa Tenggara Timur

East Nusa Tenggara
Kupang
Sumatera Sumatera
1. Aceh 1. Aceh
2. Sumatera Selatan | South Sumatra 2. Sumatera Selatan | South Sumatra
3. Riau
4. Sumatera Utara | North Sumatra Jawa | Java
Jawa | Java 2. Jawa Timur | East Java
1. DKI Jakarta
2. Banten Kalimantan, Sulawedi, & Maluku
3. Jawa Barat | West Java 1. Kalimantan Timur | East Borneo
4. Jawa Tengah | Central Java 2. Kalimantan Barat | West Kalimantan
5. Jawa Timur | East Java 3. Sulawesi Tengah | Cental Sulawesi
4. Sulawesi Tenggara | Southeast Sulawesi
Kalimantan & Sulawesi 5. Maluku Utara | North Maluku
1. Kalimantan Timur | East Borneo
2. Sulawesi Selatan | South Sulawesi

Profil Perusahaan
Company Profile
Daftar Lembaga dan Profesi

Penunjang Perusahaan
List of Supporting Institutions and Professionals of the
Company
Biaya
Lembaga Nama Alamat Jenis Jasa Cost
Institutions Name Address Service Type (Rp)
Biro Administrasi Efek PT Datindo Entrycom Jl. Hayam Wuruk No.28 Pencatatan Daftar Pemegang Saham 44.000.000
Securities Jakarta 10210, Indonesia (DPS) atau jasa administrasi saham
Administration Bureau Tel.: (021) 350 8077 di Pasar Sekunder yang terdaftar di
Fax.: (021) 350 8078 Bursa Efek Indonesia
www.datindo.com Listing of Shareholders Register (DPS)
or stock administration services
in the Secondary Market which
are listed on the Indonesia Stock
Exchange
Kustodian PT Kustodian Sentral Gedung Bursa Efek Indonesia, Jasa Kustodian Sentral 11.000.000
Custodian Efek Indonesia Tower I, 5th floor Central Custodian Service
Jl. Jendral Sudirman Kav. 52-53
Tel.: (021) 5299 1099
Fax.: (021) 5299 1199
www.ksei.co.id
Pemeringkat Efek PT Pemeringkat Efek Panin Tower-Senayan City Pemeringkatan Perusahaan periode 135.000.000
Securities Rating Indonesia (PEFINDO) 17th floor Desember 2020
Jl. Asia Afrika Lot. 19 Rating the Company for December
Jakarta 10270, Indonesia 2020 period
Tel.: (021) 7278 2380
Fax.: (021) 7278 2370
www.Pefindo.com
Kantor Akuntan Publik KAP Purwantono, Indonesia Stock Exchange Audit Laporan Keuangan 2.250.000.000
Public Accounting Firm Sungkoro & Surja Building, Tower II, 7th floor Konsolidasian PT Elnusa Tbk dan
(anggota firma Ernst & Jl. Jend. Sudirman Kav. 52-53 Anak Perusahaan Tahun Buku 2020
Young Global Limited) Jakarta 12190, Indonesia Audit of Consolidated Financial
Tel.: (021) 5289 5000 Statements of PT Elnusa Tbk and
Fax.: (021) 5289 4100 Subsidiaries for Fiscal Year 2020
www.ey.com/ID/EN
Konsultan Hukum Tidak Ada Tidak Ada Tidak Ada Tidak Ada
Law Consultant None None None None
Notaris Tidak Ada Tidak Ada Tidak Ada Tidak Ada
Notary None None None None
Daftar Penting Lainnya

Other Important List
Informasi Perdagangan dan Pencatatan Saham BURSA EFEK INDONESIA | INDONESIA STOCK EXCHANGE
Trading and Stock Listing Information Gedung Bursa Efek Indonesia
Jl. Jend. Sudirman Kav. 52-53
Tel.: (021) 515 0515
E-mail: callcenter@idx.co.id
www.idx.co.id

Informasi Website Perusahaan
Company Website Information
Peraturan OJK No. 8/POJK.04/2015 tentang Situs Web Emiten atau OJK Regulation No. 8/POJK.04/2015 concerning Websites of Issuers
Perusahaan Publik mendorong transparansi informasi pada situs web or Public Companies encourages transparency of information on the
dari emiten atau perusahaan publik di Indonesia. Perseroan berupaya websites of issuers or public companies in Indonesia. The Company
untuk meningkatkan keandalan dalam penyediaan informasi secara strives to improve reliability in providing integrated information through
terintegrasi melalui situs Perseroan yakni www.elnusa.co.id. Perseroan the Company’s website, namely www.elnusa.co.id. The Company
senantiasa memberikan kemudahan kepada para pemegang saham always provides convenience to shareholders and other stakeholders
dan pemangku kepentingan lainnya dalam mengakses informasi in accessing Company information in an accurate, precise, and
Perseroan secara akurat, tepat, dan transparan. Situs resmi Perseroan transparent manner. The Company’s official website has complied with
telah memenuhi informasi yang wajib di muat sesuai dengan Peraturan the information that must be uploaded in accordance with the Financial
Otoritas Jasa Keuangan (POJK) No. 8/POJK.4/2015 tentang Situs Web Services Authority Regulation (POJK) No. 8/POJK.4/2015 concerning
Emiten atau Perusahaan Publik yang telah ditetapkan pada tanggal 25 Websites of Issuers or Public Companies that have been stipulated on
Juni 2015, seperti: June 25, 2015, such as:
1. Informasi Umum Emiten atau Perusahaan Publik. 1. General Information of Issuers or Public Companies.
2. Informasi bagi Pemodal atau Investor. 2. Information for Investors or Investors.
3. Informasi Tata Kelola Perusahaan. 3. Corporate Governance Information.
4. Informasi Tanggung Jawab Sosial Perusahaan. 4. Corporate Social Responsibility Information.
Situs web Perseroan menjadi portal digital resmi korporasi yang The Company’s website is the official corporate digital portal that can be
dapat diakses secara terbuka, dengan tujuan memberikan informasi accessed openly, with the aim of providing comprehensive information
yang komprehensif tentang Perseroan kepada khalayak luas. Berikut about the Company to a wide audience. The following describes the
disampaikan kesesuaian situs web Perseroan dengan kebutuhan suitability of the Company’s website with the information needs of the
informasi kepada publik, khususnya kepada pemegang saham, dan public, in particular to shareholders and stakeholders.
pemangku kepentingan.
Tautan
Uraian Description Gambar
Link
Struktur grup perusahaan dan informasi Company group structure and
https://www.elnusa.co.id/profil-
pemegang saham sampai dengan pemilik information from shareholders to the 1a
perusahaan
akhir ultimate shareholder
Isi Kode Etik https://www.elnusa.co.id/kebijakan- Code of Conduct
2b
perusahaan
Informasi Rapat Umum Pemegang Information on the General Meeting of
Saham (RUPS) paling kurang meliputi Shareholders (GMS) at least includes the
bahan mata acara yang dibahas material for the agenda discussed in the
dalam RUPS, ringkasan risalah RUPS, GMS, summary of the minutes of the
dan informasi tanggal penting yaitu https://www.elnusa.co.id/rapat-umum- GMS, and important date information,
3c
tanggal pengumuman RUPS, tanggal pemegang-saham namely the date of the announcement
pemanggilan RUPS, tanggal RUPS, tanggal of the GMS, the date of the summons for
ringkasan risalah RUPS diumumkan the GMS, the date of the GMS, the date
of the summary of the GMS minutes was
announced
Laporan keuangan tahunan (5 tahun https://www.elnusa.co.id/laporan- Annual financial reports (last 5 years)
4d
terakhir) keuangan
Profil Dewan Komisaris dan Direks https://www.elnusa.co.id/dewan- Profile of the Board of Commissioners
komisaris dan https://www.elnusa.co.id/ and Board of Directors 5e
direksi
Piagam/Charter Dewan Komisaris, Charter of the Board of Commissioners,
https://www.elnusa.co.id/kebijakan-
Direksi, Komite-komite, dan Unit Audit Board of Directors, Committees, and the 6f
perusahaan
Internal Internal Audit Unit
√ Tersedia pada situs web Perseroan | Available on the Company’s website
x Belum tersedia pada situs web Perseroan | Not available on the Company’s website

Profil Perusahaan
Company Profile
1a
2a
3a
4a
5a
6a

Pendidikan dan/atau Pelatihan
Education and/or Training
Sesuai dengan Peraturan Otoritas Jasa Keuangan No. 034/ In accordance with the Financial Services Authority Regulation No. 034/
POJK.04/2014 tentang Komite Nominasi dan Remunerasi Emiten atau POJK.04/2014 concerning the Nomination and Remuneration Committee
Perusahaan Publik, pasal 8 yang antara lain menyampaikan bahwa for Issuers or Public Companies, article 8 which states namely providiing
memberikan rekomendasi kepada Dewan Komisaris mengenai program recommendations to the Board of Commissioners regarding the capacity
pengembangan kemampuan anggota Direksi dan/atau anggota Dewan building program for members of the Board of Directors and/or members
Komisaris. of the Board of Commissioners.
Nama Pelatihan dan Pengembangan Tempat dan Tanggal Penyelenggara

Name Training and Development Place and Date Organizer
• Agus Prabowo PRIME – Corporate Long Term Strategy Online, 5 Februari 2021 PT Pertamina (Persero)
Komisaris Utama Online, February 5, 2021
President Commissioner PRIME – Corporate Governance Rules Online, 6 Februari 2021 PT Pertamina (Persero)
• Lusiaga Levi Susila Online, February 6, 2021
Independent Commissioner PRIME – Business Wisdom of BOC Online, 10 Februari 2021 PT Pertamina (Persero)
• Anis Baridwan Online, February 10, 2021
Wakhid Hasyim Leadership Development Program Batch III Bandung, 5 Maret 2021 KESDM
Komisaris Bandung, March 5, 2021
Commissioner Sistem Jaminan Kuantitas Online, 1-2 September 2021 KESDM
Quantity Assurance System Online, September 1-2, 2021
Cross Cultural Communication Skill Online, 6-7 November 2021 KESDM
Online, November 6-7, 2021
Komite Audit Yang Non Komisaris | Non-Commissioner Audit Committee
• Adil Nusyirwan Mekanisme Hubungan Direksi & Dewan Komisaris Online, 21 April 2021 Lembaga Komisaris dan
Anggota | Member Entitas Induk dengan Entitas Anak Online, April 21, 2021 Direktur Indonesia
• Serena Karlita Ferdinandus Mechanism of Relationship between the Board Indonesian Board of
Anggota | Member of Directors & Board of Commissioners of Parent Commissioners and
Entity and Subsidiaries Directors
Tanggung Jawab Komite Audit Saat Perseroan Online, 23 September 2021 Ikatan Komite Audit
Tersangkut Masalah Hukum Terkait Laporan Online, September 22, 2021 Indonesia (IKAI)
Keuangan Indonesian Audit
Responsibilities of the Audit Committee When Committee Association
the Company is Involved in Legal Issues Related to (IKAI)
Financial Statements
2021 IIA Indonesia National Conference Online, 27-29 Oktober 2021 Institute Of Internal
Online, October 27-29, 2021 Auditors (IIA) Indonesia
Serena Karlita Ferdinandus Multifinance 2021-Bertumbuh di tengah Pandemi Online, 23 Februari 2021 Asosiasi Perusahaan
Anggota | Member Multifinance 2021-Growing in the Midst of a Online, February 23, 2021 Pembiayaan Indonesia
Pandemic (APPI)
Association of
Indonesian Financing
Companies (APPI)
CIMB Forum: Sustainability Training Program for Online, 24 Juni 2021 CIMB Niaga, SMI, PFAN,
Leaders Online, June 24, 2021 PwC
Komite Nominasi dan Remunerasi Yang Non Komisaris | Non-Commissioner Nomination and Remuneration Committee
Agung Wahidin Wibisana Leadership Development Program : Elnusa Multi Jakarta, Januari-Juni 2021 PT Elnusa Tbk -
Anggota | Member Development Program Jakarta, January-June, 2021 Transforma
Final Term for master program (S2) majoring in Juli-November 2021 IPMI Business School
Master in Business Administration July-November, 2021

Profil Perusahaan
Company Profile

Komite Pemantau Risiko Yang Non Komisaris | Non-Commissioner Risk Monitoring Committee
Reynold M. Batubara ERM & Audit Integration Online, 15-16 November 2021 CRMS Indonesia
Anggota | Member Online, November 15-16, 2021
2021 IIA Indonesia National Conference Online, 27-29 Oktober 2021 Institute Of Internal
Online, October 27-29, 2021 Auditors (IIA) Indonesia
Eddy Rachmadi ERM & Audit Integration Online, 15-16 November 2021 CRMS Indonesia
Anggota | Member Online, November 15-16, 2021
Ali Mundakir Unleashing The Power of Diversity Through Online, 3 Februari 2021 Pertamina Hulu Energi
Direktur Utama Inclusive Leadership Online, February 3, 2021
President Director
Aspek Hukum Penawaran Umum Perdana Saham Online, 30 April 2021 HHP Law Firm
& Pencatatan Saham dalam Perusahaan Terbuka Online, April 30, 2021
Legal Aspects of Initial Public Offering & Listing of
Shares in a Public Company
Management Workshop: Business Simulation Jakarta, 21 Mei 2021 PT Pertamina (Persero)
Jakarta, May 21, 2021
Awareness SMAP (Sistem Manajemen Anti Online, 16 Juni 2021 PT Elnusa Tbk
Penyuapan) Onlinbe, June 16, 2021
SMAP Awareness (Anti-Bribery Management
System)
Champion through Collaboration: Together Lead Online, 30 November 2021 PT Pertamina (Persero)
Change Online, November 30, 2021
Rony Hartanto Unleashing the Power of Diversity through Online, 3 Februari 2021 Pertamina Hulu Energi
Direktur Operasi Inclusive Leadership Online, February 3, 2021
Director of Operation
Catalyser - Global Transformation Online, 20 Mei 2021 PT Pertamina (Persero)
Online, May 20, 2021
Integrity Matters Online, 20 Mei 2021 CISI
Online, May 20, 2021
Management Workshop: Business Simulation Jakarta, 21 Mei 2021 PT Pertamina (Persero)
Jakarta, May 21, 2021
System)
Tenny Elfrida Awareness SMAP (Sistem Manajemen Anti Online, 16 Juni 2021 PT Elnusa Tbk
Direktur SDM & Umum Penyuapan) Onlinbe, June 16, 2021
Director of HR & General SMAP Awareness (Anti-Bribery Management
System)
Leader Forum Online, 10 September 2021 PT Pertamina (Persero)
Online, September 10, 2021
Dua Sisi Mata Uang: Cost Leadership Online, 22 November 2021 PT Pertamina (Persero)
Two Sides of a Coin: Cost Leadership Online, November 22, 2021

Sekretaris Perusahaan | Corporate Secretary
Ari Wijaya Leadership Development Program: Elnusa Multi Jakarta, Januari-Juni 2021 PT Elnusa Tbk -
Sekretaris Perusahaan Development Program Jakarta, January-June 2021 Transforma
Corporate Secretary
Unleashing the Power of Diversity through Online, 3 Februari 2021 Pertamina Hulu Energi
Inclusive Leadership Online, February 3, 2021
System)
Peraturan Pengadaan & Kontrak Jasa Konstruksi Online, 24 Desember 2021 PT Elnusa Tbk
di Indonesia Online, December 24, 2021
Procurement Regulations & Construction Services
Contracts in Indonesia
Unit Audit Internal | Internal Audit Unit
Ganang Sugiyarso Leadership Development Program: Elnusa Multi Jakarta, Januari-Juni 2021 PT Elnusa Tbk -
Internal Audit Development Program Jakarta, January-June 2021 Transforma
Training Anti Korupsi Online, 15 Februari 2021 PT Elnusa Tbk
Anti-Corruption training Online, February 15, 2021
System)

Analisis dan
Pembahasan
Manajemen
Management Discussion and Analysis
148 Tinjauan Perekonomian dan Industri 205 Prospek Usaha

Economic and Industry Overview Business Prospect
155 Tinjauan Operasi per Segmen Usaha 207 Aspek Pemasaran

Operating Overview per Business Segment Marketing Aspect
179 Tinjauan Keuangan 208 Kebijakan Dividen dan Pembagiannya

Financial Review Dividend Policy and Its Distribution
195 Kinerja Rasio Keuangan, Kolektibilitas Piutang, dan Kemampuan 210 Kontribusi terhadap Negara
Membayar Utang Contribution to State Revenue
Financial Performance Ratio, Receivables Collectibility, and Ability to 210 Informasi Transaksi Material yang Mengandung Benturan
Repay Loans Kepentingan dan/atau Transaksi dengan Pihak Afiliasi/Pihak Berelasi
Material Transaction with Potential Conflict of Interest and/or
197 Struktur Modal dan Kebijakan Manajemen atas Struktur Modal
Transactions with Affiliated/Related Parties
Capital Structure and Management Policy on Capital Structure
199 Ikatan yang Material untuk Investasi Barang Modal 213 Informasi Keuangan yang Mengandung Kejadian yang Bersifat Luar
Material Capital Commitments Biasa dan Jarang Terjadi
200 Realisasi Investasi Barang Modal 2021
Realization of Capital Commitments in 2021 213 Perubahan Peraturan Perundang-undangan yang Berpengaruh
201 Realisasi Penggunaan Dana Penawaran Umum Changes to Laws and Regulations with Significant Influence on the
Realization of Proceeds from Public Offering Company
202 Informasi Material Mengenai Investasi, Ekspansi, Divestasi,
214 Perubahan Kebijakan Akuntansi dan Dampaknya terhadap
Penggabungan Usaha, Akuisisi, dan/atau Restrukturisasi Utang/Modal Perusahaan
Material Information Regarding Investment, Expansion, Divestment, Changes in Accounting Standards and Their Impact on the Company
Business Merger, Acquisition, and/or Debt/Capital Restructuring
215 Informasi Kelangsungan Usaha
202 Perbandingan antara Target Anggaran dengan Realisasi, dan Proyeksi Business Sustainability
Usaha
Comparison between Budget Targets with Realization, and Business 216 Tingkat Kesehatan Perusahaan
Projections Company Health Level
204 Informasi dan Fakta Material yang Terjadi setelah Tanggal Laporan
Akuntan
Report Date
205 Dampak Nilai Tukar Mata Uang Asing
Impact of Foreign Exchange Rates
Analisis dan Pembahasan Manajemen
Tinjauan Perekonomian
dan Industri
Economic and Industry Overview
PENDEKATAN MANAJEMEN MANAGEMENT APPROACH

Analisis dan Pembahasan Manajemen ini disusun dalam rangka This Management Discussion and Analysis is prepared for the purpose of
membantu pemegang saham dan pemangku kepentingan untuk assisting shareholders and stakeholders to obtain a more comprehensive
mendapatkan gambaran yang lebih komprehensif dalam bentuk narasi picture in a narrative format regarding the Company’s business and
mengenai kinerja bisnis dan keuangan Perseroan serta faktor-faktor lain financial performance as well as other factors that affect the Company’s
yang mempengaruhi kinerja Perseroan sepanjang tahun 2021 maupun performance throughout 2021 and the Company’s future business
prospek usaha Perseroan pada masa yang akan datang. prospects.
PERTUMBUHAN EKONOMI ECONOMIC GROWTH

Pertumbuhan global melonjak menjadi 5,5% pada tahun 2021 yang Global growth sharply increased to 5.5% in 2021 which reflected the
merupakan pertumbuhan tercepat pasca resesi dalam 80 tahun. Hal ini fastest growth after experiencing recession in 80 years. This is as a
sebagai dampak dari relaksasi kebijakan lockdown pandemi COVID-19 result of the relaxation of the COVID-19 pandemic lockdown policies
di banyak negara sehingga membantu peningkatan demand. Terlepas in a number of countries, triggering the increase in demand. Despite
dari peningkatan tahunan ini, munculnya kembali pandemi COVID-19 this annual increase, the re-emergence of the COVID-19 pandemic and
dan supply bottlenecks yang meluas membebani aktivitas global di widespread supply bottlenecks weighed on global activity in the second
paruh kedua tahun 2020. Selain itu, emerging market and developing half of 2020. In addition, emerging market and developing economies
economies (EMDEs) lebih lemah dan rapuh dalam pemulihan ekonomi (EMDEs) are weaker and more vulnerable to economic recovery than
dibandingkan advanced economies sebagai hasil dari tingkat vaksinasi advanced economies as a result of low vaccination rates, tighter fiscal
yang rendah, kebijakan fiskal dan moneter yang lebih ketat serta efek and monetary policies as well as the adverse effects of the COVID-19
buruk dari pandemi COVID-19 yang berdampak pada physical dan pandemic that have an impact on the physical and human capital of
human capital EMDEs (World Bank, Januari 2022). EMDEs (World Bank, January 2022).
Ekonomi Indonesia juga diproyeksikan akan pulih sebesar 3,7% pada Indonesian economy is also projected to recover by 3.7% in 2021
tahun 2021 dan diperkirakan akan meningkat menjadi 5,2% pada tahun and is expected to increase to 5.2% in 2022 provided that no severe
2022 jika Indonesia tidak menghadapi gelombang COVID-19 yang parah. wave of COVID-19 is experienced by Indonesia. This is in line with the
Hal ini seiring dengan kebijakan percepatan pelaksanaan vaksinasi serta policy of accelerating the vaccination process as well as remaining to
kebijakan moneter dan fiskal yang tetap akomodatif. Begitu pula dengan provide accommodative monetary and fiscal policies. Likewise, export
aktivitas ekspor dan manufaktur yang relatif masih tinggi meskipun and manufacturing activities are still relatively high despite lower
konsumsi dan investasi lebih rendah. Namun, risiko dan ketidakpastian consumption and investment. However, risks and uncertainties remain
tetap sangat tinggi, termasuk kemungkinan varian baru COVID-19 yang very high, including the possibility that a new, infectious and severe
menular dan parah dapat menyebar. variant of COVID-19 could potentially spread.
PERTUMBUHAN EKONOMI INDONESIA, REGIONAL DAN DUNIA

Economic Growth in Indonesia, Region and the World
dalam % | in %
8,0 8,3
5,5 5,6 5,2 5,3

3,7 3,3 2,9 2,6
1,7 2,2
1,0
-2,1
-3,4 -3,4
-4,5 2020
-5,6 -6,1
-6,4
-7,3 2021e
-9,6
World United States Euro Area Japan China India Indonesia Malaysia Philippines Thailand Vietnam
Sumber: World Bank, Januari 2022 | Source: World Bank, January 2022

NILAI TUKAR RUPIAH TERHADAP DOLAR AS RUPIAH EXCHANGE RATE AGAINST US DOLLAR
Perusahaan yang menggunakan mata uang asing dalam kegiatan bisnisnya Companies that conduct their business activities denominated in foreign
dan terlibat dalam perdagangan internasional akan mempertimbangkan currencies and participate in international trade will consider the rates
penentuan kurs valuta asing karena dapat berpengaruh pada biaya dan of foreign exchanges since such rates can affect the incurred costs in
perdagangan internasional yang dilakukan. international trade.
Nilai tukar rupiah mengalami penguatan hingga mencapai titik tertinggi Rupiah exchange rate strengthened until it reached the highest point
Rp13.875/USD pada bulan Februari 2021 dan mencapai titik terendah of Rp13,875/USD in February 2021 and reached the lowest point of
Rp14.648/USD di bulan April 2021. Jika dibandingkan dengan nilai Rp14,648/USD in April 2021. When compared to the rate in 2020, Rupiah
tukar rupiah tahun 2020, nilai tukar rupiah tahun 2021 lebih stabil exchange rate in 2021 is more stable than the previous ones which
dibandingkan tahun sebelumnya yang cenderung berfluktuatif. tended to be more volatile. Throughout 2021, Rupiah only weakened
Sepanjang tahun 2021, rupiah hanya melemah 1,36% terhadap dolar AS 1.36% against the US dollar and closed at the rate of Rp14,250/USD.
dan ditutup pada level Rp14.250/USD.
Rupiah mampu bertahan di tengah kondisi tahun 2021 yang tidak Rupiah was able to survive in the midst of difficult condition in 2021
mudah sebagai dampak dari pandemi COVID-19. Hal ini disebabkan as a result of the COVID-19 pandemic. This is due to Indonesia’s higher
oleh cadangan devisa Indonesia yang semakin tinggi, bahkan sempat foreign exchange reserves, which even touched an all-time high in
menyentuh rekor tertinggi sepanjang masa pada bulan September 2021 September 2021, reaching USD145.86 billion. Solid forex reserve
yaitu mencapai USD145,86 miliar. Cadangan devisa yang mempuni ini became a foundation for Bank Indonesia (BI) to maintain Rupiah stability.
menjadi bekal bagi Bank Indonesia (BI) untuk menjaga stabilitas rupiah. If required, the central bank maintains more than enough reserve to
Jika dibutuhkan, bank sentral memiliki amunisi yang lebih dari cukup intervene in the spot market, Domestic Non-Deliverable Forwards
untuk melakukan intervensi di pasar spot, Domestic Non-Deliverable (DNDF), and government bonds.
Forwards (DNDF), dan obligasi pemerintah.
Percepatan ekspansi sektor manufaktur Cina juga memberikan sentimen The accelerated expansion of China’s manufacturing sector also created
positif pada nilai tukar rupiah. Hal ini dikarenakan Cina sebagai mitra positive sentiment to Rupiah exchange rate. This is due to the position
dagang utama Indonesia. Perekonomian Cina yang berputar lebih cepat of China as Indonesia’s main trading partner. China’s economy, which
akan meningkatkan impor dari Indonesia di samping Cina merupakan rotates in a faster rate, will increase the import volume from Indonesia
salah satu konsumen terbesar komoditas ekspor andalan Indonesia, in addition to its position as being one of the largest consumers of
yakni minyak sawit mentah (crude palm oil/CPO) dan batu bara. Indonesia’s major export commodities, namely crude palm oil (CPO) and
Kenaikan kedua komoditas tersebut membuat neraca dagang Indonesia coal. Such increase in these two commodities has resulted in Indonesia’s
mencatat surplus selama 19 bulan beruntun. trade balance recording a 19-month surplus in a row.
NILAI TUKAR RUPIAH TERHADAP USD

Rupiah Exchange Rate against USD
dalam rupiah | in rupiah
17.000
16.000
15.000
14.000
13.000
12.000
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
2020 2021
Sumber | Source: Bank Indonesia
INFLASI INFLATION
Inflasi Indonesia tahun 2021 sebesar 1,87%, meningkat dibandingkan Indonesia’s inflation in 2021 is 1.87%, which is an increase compared to
dengan inflasi tahun sebelumnya sebesar 1,68%. Hal ini dipengaruhi prior year’s inflation of 1.68%. This is influenced by domestic demand in
oleh permintaan domestik seiring dengan kebijakan pembatasan line with the mobility restriction policies that must be implemented to
mobilitas yang harus ditempuh untuk mencegah penyebaran COVID-19 prevent further spread of COVID-19 amidst the minimal global influence
di tengah pengaruh tekanan harga global ke domestik yang minimal. Di to domestic price pressures. On the other hand, Bank Indonesia’s policy
sisi lain, kebijakan Bank Indonesia tetap konsisten menjaga ekspektasi remains consistent in maintaining anchored inflation expectations in line
inflasi terjangkar sesuai sasaran dan stabilitas nilai tukar sesuai dengan with the target and exchange rate stability in line with its fundamentals.
fundamentalnya. Di tahun 2022, Bank Indonesia akan tetap konsisten In 2022, Bank Indonesia will remain consistent in maintaining price

dalam menjaga stabilitas harga dan memperkuat koordinasi kebijakan stability and strengthening policy coordination with the Government,
dengan Pemerintah, baik di tingkat pusat maupun daerah untuk menjaga both at the central and regional levels to maintain inflation within the
inflasi sesuai kisaran targetnya 3,0±1%. target range of 3.0±1%.
NILAI INFLASI DI INDONESIA

Inflation Rate in Indonesia
dalam % | in %
1,87
1,68 1,52 1,66 1,75
1,59 1,60
1,55
1,38 1,37 1,42 1,33
2021
2020
Jan Feb Mar Apr Mei Jun Jul Aug Sep Okt Nov Dec
Sumber | Source: Bank Indonesia
REGULASI REGULATION
1. Keputusan Menteri ESDM No. 199.K/HK.02/MEM.M/2021: 1. Decree of the Ministry of Energy and Mineral Resources No.
Pedoman Pemberian Insentif Kegiatan Usaha Hulu Minyak dan 199.K/HK.02/MEM.M/2021 concerning Guidelines for Providing
Gas Bumi. Incentives for Upstream Oil and Gas Business Activities.
Kepmen ditetapkan dengan pertimbangan bahwa dalam rangka The Ministerial Decree was stipulated with the consideration that in
lebih mengoptimalkan kegiatan usaha hulu migas dibutuhkan order to further optimize upstream oil and gas business activities,
pemberian insentif untuk pengembangan wilayah kerja. Selain incentives were required for the development of working areas.
itu, dalam rangka pemberian insentif yang wajar, konsisten dan In addition, in the context of providing reasonable, consistent and
memadai untuk mendorong kegiatan pengembangan wilayah kerja adequate incentives to encourage development activities in the
dibutuhkan suatu pedoman pemberian insentif. working area, a guideline for providing incentives is required.
2. Peraturan Menteri Energi dan Sumber Daya Mineral No. 18 Tahun 2. Regulation of the Ministry of Energy and Mineral Resources No.
2021: Prioritas Pemanfaatan Minyak Bumi Untuk Pemenuhan 18 of 2021 concerning Priority for Utilization of Petroleum to Meet
Kebutuhan Dalam Negeri. Domestic Needs.
Mengatur tentang pemenuhan kebutuhan minyak bumi dalam The regulation governs the fulfillment of domestic petroleum needs
negeri, PT Pertamina (Persero) dan Badan Usaha Pemegang Izin whereby PT Pertamina (Persero) and Business Entities holding
Usaha Pengolahan Minyak Bumi memprioritaskan pasokan minyak Petroleum Processing Business Permits shall prioritize the supply of
bumi yang berasal dari dalam negeri. domestically sourced petroleum.
HARGA MINYAK DUNIA WORLD OIL PRICES

Harga minyak dunia tahun 2021 mulai meningkat dibandingkan tahun World oil prices in 2021 began to increase compared to 2020 which
2020 yang sempat merosot tajam. Hal ini disebabkan oleh meningkatnya experienced a sharp decrease. This is due to increasing number of
tingkat vaksinasi COVID-19, pelonggaran pembatasan terkait pandemi, COVID-19 vaccinations, less restrictions related to the pandemic, and
dan pertumbuhan ekonomi mengakibatkan permintaan minyak bumi economic growth as well resulting in global oil demand increasing faster
global meningkat lebih cepat daripada pasokan minyak bumi. Harga than petroleum supply. The spot price of Brent crude oil at the beginning
spot minyak mentah Brent di awal tahun adalah USD55 per barel dan of the year was USD55 per barrel and continued to increase to its highest
terus meningkat hingga level tertinggi senilai USD84 per barel di bulan level of USD84 per barrel in October 2021 before then falling in the last
Oktober 2021 sebelum kemudian turun di bulan-bulan terakhir tahun months of 2021. Similar condition was noted in the price of West Texas
2021. Hal yang sama juga terjadi pada harga minyak mentah West Texas Intermediate crude oil (WTI) with an average price of USD68 per barrel
Intermediate (WTI) dengan harga rata-rata USD68 per barel pada tahun in 2021 or USD3 per barrel below the average price of Brent crude oil.
2021 atau USD3 per barel di bawah harga rata-rata minyak mentah Brent.

Peningkatan harga minyak di tahun 2021 sebagai imbas dari peningkatan The increase in oil prices in 2021 is due to the increase in global oil
produksi minyak bumi global yang lebih lambat daripada permintaan. production which is slower than demand. Such increase was largely due
Peningkatan ini sebagian besar disebabkan oleh pengurangan produksi to OPEC+ crude production cuts starting in late 2020. OPEC and other
minyak mentah OPEC+ yang dimulai pada akhir 2020. OPEC dan negara- countries, such as Russia, which coordinates production with OPEC
negara lain, seperti Rusia, yang mengkoordinasikan produksi dengan (referred to as OPEC+) announced in December 2020 that they would
OPEC (disebut sebagai OPEC+) mengumumkan pada Desember 2020 continue to limit production increases throughout the year of 2021 to
bahwa mereka akan terus membatasi peningkatan produksi sepanjang support higher crude oil prices.
tahun 2021 untuk mendukung harga minyak mentah yang lebih tinggi.
Pasokan minyak mentah yang lebih rendah dan peningkatan permintaan Lower crude oil supply and increasing demand resulted in a consistent
mengakibatkan penarikan persediaan minyak bumi dan bahan bakar drawdown of global crude oil and liquid fuel inventories from February
cair global yang konsisten dari bulan Februari hingga Desember 2021 to December 2021 which resulted in an increase in crude oil prices.
yang berdampak pada peningkatan harga minyak mentah. Penarikan The biggest drawdown of inventories was noted in February, when
persediaan terbesar terjadi pada bulan Februari, ketika Arab Saudi Saudi Arabia imposed a 1.0 million bpd cut in its production, and the
memberlakukan pemotongan 1,0 juta barel per hari pada produksinya, United States experienced frostbite that led to freezing of wells and a
dan Amerika Serikat mengalami cuaca yang sangat dingin yang 1.3 million bpd drop in crude production. Drawdowns were also high
menyebabkan pembekuan sumur dan penurunan 1,3 juta barel per hari in June, one month before OPEC+ announced it would start increasing
pada produksi minyak mentah. Penarikan juga tinggi pada bulan Juni, crude production on a monthly basis.
satu bulan sebelum OPEC+ mengumumkan akan mulai meningkatkan
produksi minyak mentah setiap bulan.
Harga minyak mentah Indonesia juga mengalami peningkatan dengan harga The price of Indonesian crude oil also increased with the highest price in
tertinggi di bulan Oktober sebesar USD81,11/bbl dengan rata-rata ICP pada October of USD81.11/bbl with an average ICP in 2021 of USD68.46/bbl.
tahun 2021 adalah USD68,46/bbl. Kenaikan harga ini juga didorong oleh This price increase was also driven by an external trend similar to the
tren eksternal yang sama dengan tren eksternal harga minyak global. external trend of global oil prices.
HARGA MINYAK MENTAH DUNIA

World Crude Oil Prices
dalam USD/bbl | in USD/bbl
90
80
70
60
50
40
30
20
10
0
Jan Mar May Jul Sep Nov Jan Mar May Jul Sep Nov Jan Mar May Jul Sep Nov Jan Mar May Jul Sep Nov
2018 2019 2020 2021
WTI Brent ICP
Sumber | Source: EIA. ESDM
INDUSTRI ENERGI 2021 ENERGY INDUSTRY 2021

Realisasi bauran Energi Baru Terbarukan (EBT) tahun 2021 sebesar The realization of the New Renewable Energy (EBT) mix in 2021 was
13,5%, di atas target sebesar 12,9%. Penyebab kenaikan bauran EBT 13.5%, above the target of 12.9%. The reason for the increase in the NRE
pada akhir tahun 2021 disebabkan oleh beberapa hal seperti kenaikan mix at the end of 2021 was due to several things, such as the increase in
pemanfaatan biofuel dan kenaikan kapasitas pembangkit listrik EBT yang the use of biofuels and the increase in the capacity of NRE power plants
sudah on grid dengan sistem PLN. that are already on grid with the PLN system.
Realisasi kapasitas pembangkit listrik energi baru terbarukan (EBT) The realization of new and renewable energy power plant capacity (EBT)
hingga tahun 2021 mencapai 11.152 MW. Tambahan pembangkit EBT di until 2021 reaches 11,152 MW. Additional NRE plants include the Poso
antaranya dari PLTA Poso Peaker sebesar 260 MW, 3 unit PLTP sebesar Peaker PLTA of 260 MW, 3 units of PLTP of 146.2 MW, Malea’s PLTA of
146,2 MW, PLTA Malea sebesar 90 MW, PLT Bioenergi sebesar 16,5 90 MW, Bioenergy PLT of 16.5 MW, 18 units of PLTM of 111.25 MW, and
MW, 18 unit PLTM sebesar 111,25 MW, serta PLTS sebesar 26,08 MW. PLTS of 26.08 MW. Meanwhile, the realization of biodiesel utilization in
Sedangkan realisasi pemanfaatan biodiesel selama tahun 2021 sebesar 2021 is 9.3 million KL.
9,3 juta KL.

Besarnya biaya pokok produksi (BPP) tenaga listrik sangat dipengaruhi The amount of the cost of production (BPP) of electric power is strongly
oleh energy mix di mana bahan bakar minyak merupakan energi influenced by the energy mix in which fuel oil is the most expensive
primer pembangkit yang paling mahal sedangkan batu bara relatif lebih primary energy generator while coal is relatively cheaper. Based on this,
murah. Berdasarkan hal tersebut, maka setiap tahun diupayakan terjadi efforts are made in every year to reduce the use of oil and gas as fuel for
penurunan penggunaan minyak maupun gas sebagai bahan bakar power generation and to increase the use of coal.
pembangkit listrik dan meningkatkan penggunaan batu bara.
BAURAN ENERGI PRIMER PEMBANGKIT LISTRIK

Primary Energy Mix for Power Plants
dalam % | in %
13,0 13,1 12,4 12,0 14,0 12,9 13,5 12,8
54,7 58,4 60,3 63,0 66,3 62,9 65,9 68,7
BBM | Oil
Gas
25,9 22,9 21,7 21,4 16,8 21,9 17,5 16,7 Batu Bara | Coal
6,5 5,6 5,6 3,6 2,9 2,3 3,1 1,8 EBT

2016 2017 2018 2019 2020 2021 2021 2022
Target Realisasi Rencana
Realization Plan
Sumber: Capaian Kinerja ESDM, Januari 2022

Source: ESDM Performance Achievements, January 2022
Capaian produksi minyak dan gas bumi tahun 2021 mengalami The achievement of oil and gas production in 2021 decreased compared
penurunan dibandingkan tahun 2020. Realisasi produksi minyak to 2020. The realization of oil production in 2021 of 660,000 BOPD was
bumi tahun 2021 sebesar 660.000 BOPD juga masih di bawah target also still below the 2021 APBN target of 705,000 BOPD. The decline in
APBN 2021 yaitu sebesar 705.000 BOPD. Penurunan produksi migas oil and gas production was influenced by the imposition of restrictions
dipengaruhi oleh pemberlakuan pembatasan kegiatan masyarakat on community activities in the context of managing COVID-19 pandemic,
dalam rangka penanggulangan pandemi COVID-19, penurunan alamiah a natural decline in well productivity and delays in onstream projects.
produktivitas sumur serta tertundanya proyek onstream.
PRODUK MINYAK DAN GAS BUMI INDONESIA

Indonesian Oil and Gas Products
dalam BOPD (Minyak) dan BOEPD (Gas) | in BOPD (Oil) and BOEPD (Gas)
1.138 1.114
1.060
975 982
801 772 746

706
660
Minyak | Oil
Gas
2017 2018 2019 2020 2021
Sumber | Source: SKK Migas

Investasi Hulu Migas Indonesia Indonesia’s Upstream Oil and Gas Investment
Realisasi investasi hulu migas selama tahun 2021 sebesar USD10,7 miliar The realization of upstream oil and gas investment during 2021
mengalami peningkatan 2% dari tahun sebelumnya. Jika dibandingkan amounted to USD10.7 billion, an increase of 2% from prior year. When
dengan investasi sebelumnya, investasi yang meningkat adalah compared to the previous investment, the investment that experienced
Production dengan peningkatan sebesar 4% menjadi USD7,9 miliar an increase includes Production with an increase of 4% to USD7.9
dan Administration sebesar 14% menjadi USD0,8 miliar. Peningkatan billion and Administration by 14% to USD0.8 billion. Such increase in
investasi ini berimbas pada peningkatan kegiatan eksploitasi yaitu pada investment has an impact on increasing exploitation activities, namely in
Development Drilling. Sedangkan penurunan realisasi terjadi hampir di Development Drilling. Meanwhile, the decline in realization is noted in
semua aktivitas produksi meliputi seismic 2D maupun 3D, pemboran almost all production activities including 2D and 3D seismic, exploration
eksplorasi, workover, dan well services. drilling, workovers, and well services.
REALISASI SURVEI SEISMIK, PENGEBORAN, DAN OILFIELD SERVICES

Realization of Seismic Surveys, Drilling, and Oilfield Services
Ukuran Detail
Uraian Detail 2021 2020 Detailed Description
Detailed Size
Seismik 2D km 2.635 28.350 2D Seismic
Seismik 3D sq km 1.190 1.251 3D Seismic
Pemboran Eksplorasi sumur | well 28 36 Exploration Drilling
Development Drilling sumur | well 480 240 Development Drilling
Workover aktivitas | activity 566 585 Workover
Well Service aktivitas | activity 22.790 24.180 Well Service
INVESTASI HULU MIGAS INDONESIA

Indonesia’s Upstream Oil and Gas Investment
dalam USD miliar | in USD billion
11,7
10,5 10,7
0,7
0,7 0,8
Administration
8,7 8,6 7,9
Production
Development
Exploration
1,7 1,7 1,5
0,6 0,5 0,5 Total
2019 2020 2021
Sumber | Source: SKK Migas, Januari 2022
KONSUMSI BBM INDONESIA INDONESIA’S FUEL CONSUMPTION

Konsumsi BBM Indonesia tahun 2021 mengalami peningkatan di Indonesia’s BBM consumption in 2021 increased compared to 2020
banding tahun 2020 yang dipengaruhi oleh peningkatan konsumsi which was influenced by an increase in public fuel consumption which
BBM masyarakat yang cenderung meningkat paska penurunan level tends to increase after the decreasing level of the Implementation of
Pemberlakuan Pembatasan Kegiatan Masyarakat (PPKM). Permintaan Restrictions on Community Activities (PPKM). The demand for fuel for
BBM untuk sektor industri juga ikut naik seiring mulai pulihnya kegiatan the industrial sector also rose as business activities began to recover,
bisnis, termasuk di sektor pertambangan. Selain itu konsumsi BBM including in the mining sector. In addition, fuel consumption in Indonesia
di Indonesia juga dapat tergambarkan melalui penjualan kendaraan can also be illustrated by the increase in motor vehicle sales in 2021.
bermotor di tahun 2021 yang mengalami peningkatan. Penjualan motor Motorcycle sales increased by around 53% compared to sales data in
meningkat sekitar 53% dibandingkan dengan data penjualan tahun 2020. The realization of sales during January-December 2021 reached
2020. Realisasi penjualan sepanjang Januari-Desember 2021 mencapai 5,057,516 units.
5.057.516 unit.

Hal yang sama dialami pada jumlah penjualan mobil tahun 2021 yang Similar condition was also noted in the volume of car sales in 2021,
mengalami peningkatan penjualan wholesales hingga 67% dari tahun which experienced an increase in wholesale sales of up to 67% from
sebelumnya, sedangkan untuk ritel mengalami peningkatan sebesar prior year, while for retail it increased by 49%. In 2021, total wholesale
49%. Tahun 2021, jumlah penjualan wholesales mencapai 887.202 unit sales reached 887,202 units and total retail sales reached 863,348 units.
dan jumlah penjualan ritel mencapai 863.348 unit. Program insentif The fiscal incentive program in the form of a reduction in the Sales Tax
fiskal berupa penurunan Pajak Penjualan atas Barang Mewah (PPnBM) on Luxury Goods (PPnBM) for motorized vehicles, which was launched in
untuk kendaraan bermotor yang mulai dicanangkan awal tahun 2021 dan early 2021 and ended at the end of the year, also served as the triggering
berakhir penghujung tahun menjadi salah satu penyebab meningkatnya factor for the the increase in car sales.
penjualan mobil.
PENJUALAN KENDARAAN BERMOTOR INDONESIA

Indonesian Motor Vehicle Sales
dalam unit | in unit
1.152.642
1.067.397 1.043.017
6.383.108 6.487.460
5.886.103 887.202
5.057.516
3.660.616 578.327
2017 2018 2019 2020 2021 2017 2018 2019 2020 2021
MOTOR | Motorcycle MOBIL | Car
Sumber | Source: AISI, Gaikindo
RENCANA STRATEGIS 2021 STRATEGIC PLAN IN 2021

Ketidakpastian harga minyak mentah sebagai dampak pandemi The uncertainty of crude oil prices as a result of the COVID-19 pandemic
COVID-19 tahun ini menjadi tantangan besar bagi Perseroan untuk tetap this year has served as a major challenge for the Company to maintain
mempertahankan profitabilitasnya. Dampak dari ketidakpastian harga its profitability. The impact of the uncertainty of oil prices in 2021 still
minyak yang pada tahun 2021 masih membawa dampak penurunan created an impact on a large decline in the oil and gas services market
pasar jasa migas yang besar yang ditandai dengan penurunan tajam which is marked by a sharp decline in the realization of upstream oil and
pada realisasi investasi hulu migas khususnya dengan pengurangan gas investments, particularly by reducing the work program of upstream
program kerja kegiatan hulu migas khususnya yang ada di market share oil and gas activities with specific focus on the Company’s market share.
Perseroan.
Di sisi lain, Jasa Distribusi dan Logistik Energi dengan sudah menurunnya On the other hand, Energy Distribution and Logistics Services, with the
dampak pandemi COVID-19 berakibat pada peningkatan kebutuhan decreasing impact of the COVID-19 pandemic, have been impacted with
bahan bakar minyak khususnya di sisi masyarakat, terkait dengan the increasing need for fuel oil particularly for public, due to the growth
pertumbuhan konsumsi BBM, khususnya Indonesia. Peningkatan of fuel consumption particularly in Indonesia. The increase in sales of
penjualan kenderaan bermotor dan kebutuhan BBM industri sebagai motor vehicles and the need for industrial fuel as a result of the PSBB
dampak PSBB yang diberlakukan pada hampir seluruh wilayah Indonesia being enforced in almost all parts of Indonesia has an impact on sales
berdampak pada penjualan BBM dan jasa terkait seperti jasa transportasi of fuel and related services such as oil and gas transportation services,
migas, pengelolaan depo, penjualan BBM Inmar, dan lain sebagainya. depot management, sales of Inmar fuel and others.
Selain itu kenaikan bunga pinjaman juga turut memberi dampak yang In addition, the increase in loan interest also has a significant impact
signifikan pada kinerja Perseroan. Untuk menghadapi ketidakpastian on the Company’s performance. To address the uncertainties in external
kondisi eksternal yang berpotensi menimbulkan ancaman, Perseroan conditions potentially posing a threat to the Company, the Company’s
melakukan rencana strategis tahun 2021, yang mencakup: strategic plans to address such challenges in 2021 include:

Kondisi/Tantangan Program/Rencana Strategis
Conditions/Challenges Strategic Program/Plan
Operation Excellent, Pencapaian Profitability, dan Mempertahankan – Aliansi strategis/partnership
Kinerja HSE – Sinergi anak perusahaan dan Pertamina Group
– Penguatan kompetensi bisnis dan kapabilitas
– Program efisiensi di semua lini
– Peningkatan efektifitas organisasi
Operation Excellence, Profitability Achievement, and Maintaining HSE – Strategic alliance/Partnership
performance – Synergy of subsidiaries and Pertamina Group
– Strengthening of business competencies and capabilities
– Efficiency program on all lines
– Organizational effectiveness improvement
Utilisasi dan Optimalisasi Alat – Optimasi aset non produktif
– Pengembangan aplikasi dan percepatan integrasi sistem
Tool Optimization and Optimization – Optimization of non-productive assets
– Application development and acceleration of system integration
Pengembangan Bisnis Baru – Selektif pengembangan bisnis baru
– Pengembangan EOR dan market baru di Pertamina Group
– Selective investment
New Business Development – Selective new business development
– EOR development and new market in Pertamina Group
– Selective investment
Penguatan Budaya dan Organisasi – Implementasi supreme dan survei budaya
– Peningkatan budaya inovasi dan internalisasi AKHLAK
Cultural and Organizational Strengthening – Supreme implementation and culture survey
– Improvements in the culture of innovation and internalization of
AKHLAK
Tinjauan Operasi per Segmen

Usaha
Operating Overview per Business Segment
Perseroan terus berupaya untuk mengoptimalkan setiap segmen operasi The Company continues to strive to optimize each operating segment in
dalam mendorong kinerja Perseroan untuk meningkatkan nilai bagi para driving the Company’s performance to increase value for shareholders
Pemegang Saham dan pemangku kepentingan lainnya. Berdasarkan and other stakeholders. Based on Statement of Financial Accounting
Pernyataan Standar Akuntansi Keuangan (PSAK) 5 (Revisi 2009) tentang Standards (PSAK) 5 (Revised 2009) regarding “Operational Segments”,
“Segmen Operasi,” segmen usaha Perseroan dikelompokkan menurut the Company’s business segments are grouped according to business
kegiatan usaha yaitu, Jasa Hulu Migas, Jasa Distribusi & Logistik Energi, activities, namely Upstream Oil and Gas Services, Energy Distribution &
serta Jasa Penunjang Migas. Logistics Services, and Oil and Gas Support Services.
ANALISIS SEGMEN USAHA BERDASARKAN BUSINESS SEGMENT ANALYSIS BASED ON

PRODUK DAN JASA YANG DIHASILKAN PRODUCTS AND SERVICES PRODUCED
Berdasarkan produk dan jasa yang dihasilkan, Perseroan mengembangkan Based its products and services, the Company develops products and
produk dan jasa melalui 3 (tiga) segmen usaha, yang juga dijalankan services through 3 (three) business segments, which are also managed
oleh kelompok usaha Perseroan, yaitu Jasa Hulu Migas, Jasa Distribusi by the Company’s business groups, namely Upstream Oil and Gas
& Logistik Energi, serta Jasa Penunjang Migas. Berikut sekilas penjelasan Services, Energy Distribution & Logistics Services, and Oil and Gas
operasi masing-masing segmen dalam pelaporan segmen. Support Services. The following is a brief explanation of the operations
of each segment in segment reporting.

• Jasa Hulu Migas Terintegrasi • Integrated Upstream Oil and Gas Services
Jasa hulu migas terintegrasi menyediakan jasa pengukuran data Integrated upstream oil and gas services provide geophysical/
geofisika/seismik, jasa pemboran migas dan, jasa oilfield dan EPC seismic data measurement services, oil and gas drilling services,
OM. oilfield services and EPC OM.
• Jasa Distribusi & Logistik Energi • Energy Distribution & Logistics Services
Jasa distribusi dan logistik energi menyediakan jasa penyimpanan, Energy distribution and logistics services provide storage, trading,
perdagangan, pendistribusian dan pemasaran produk minyak dan distribution and marketing services for oil and gas products in
gas di Indonesia. Indonesia.
• Jasa Penunjang Migas • Oil and Gas Support Services
Jasa penunjang migas menyediakan jasa penguliran, perdagangan Oil and gas support services provide threading services, Open Cycle
pipa Open Cycle Gas Turbine (OCGT) dan fabrikasi, pembuatan ulir Gas Turbine (OCGT) pipe trading and fabrication, threading for oil
(threading) untuk pemboran migas, jasa pengelolaan data dan and gas drilling, data management services and information on
informasi energi dan sumber daya mineral (khususnya eksplorasi energy and mineral resources (particularly oil and gas exploration
dan eksploitasi minyak dan gas bumi), jasa pengelolaan data and exploitation), services oil and gas data management,
migas, jasa pembangunan sistem teknologi informasi terpadu, jasa integrated information technology system development services,
telekomunikasi, jasa penyediaan jaringan, telekomunikasi satelit telecommunications services, network provision services, satellite
dan sistem komunikasi Very-Small-Aperture Terminal (VSAT). telecommunications and Very-Small-Aperture Terminal (VSAT)
communication systems.
Sekilas tentang profitabilitas dan kontribusi segmen operasi terhadap An overview of the profitability and contribution of operating segments
kinerja keuangan Perusahaan dapat dilihat pada tabel-tabel di bawah ini. to the Company’s financial performance is available in the tables below.
JUMLAH DAN KONTRIBUSI SEGMEN OPERASI TERHADAP PENDAPATAN

Total and Contribution of Operating Segments to Revenue
Kenaikan (Penurunan)
2021 2020
Increase (Decrease)
Kontribusi Kontribusi Persentase
Segmen Operasi Jumlah Jumlah Selisih Operating Segment
Contribution Contribution Percentage
Total Total Difference
(%) (%) (%)
(1) (2) (3=1-2) (3:2)
Jasa Distribusi & Logistik 4.744.166 52,5 3.786.529 44,2 957.637 25,3 Energy Distribution &
Energi Logistics Services
Jasa Hulu Migas 2.981.764 36,2 3.760.935 48,2 (779.171) (20,7) Integrated Upstream Oil
Terintegrasi and Gas Services
Jasa Penunjang Migas 1.285.491 11,3 1.409.031 7,6 (123.540) (8,8) Oil and Gas Support
Services
Rekonsiliasi (874.858) (1.229.549) 354.691 (28,8) Reconciliation
Jumlah Pendapatan 8.136.563 100,0 7.726.946 100,0 409.617 5,3 Total Income
KONTRIBUSI TERHADAP PENDAPATAN

Contribution to Revenue
7,6% 11,3%
Jasa Distribusi & Logistik Energi
2020 2021
Energy Distribution & Logistics Services
48,2% 44,2% 36,2% 52,5%
Jasa Hulu Migas Terintegrasi
Integrated Upstream Oil and Gas Services
Jasa Penunjang Migas
Oil and Gas Support Services

JUMLAH DAN KONTRIBUSI SEGMEN OPERASI TERHADAP BEBAN POKOK PENDAPATAN
Total and Contribution of Operating Segments to Cost of Revenue
2021 2020
Increase (Decrease)
(%) (%) (%)
(1) (2) (3=1-2) (3:2)
Jasa Penunjang Migas 1.105.660 8,7 1.205.987 5,7 (100.327) (8,3) Oil and Gas Support
Services
Rekonsiliasi (872.547) (1.224.718) 352.171 (28,8) Reconciliation
Jumlah Beban Pokok 7.491.069 100,0 6.984.472 100,0 506.597 7,25 Total Cost of Revenue
Pendapatan
KONTRIBUSI TERHADAP BEBAN POKOK PENDAPATAN

Contribution to Cost of Revenue
5,7% 8,7%
2020 2021
50,8%
43,5%
39,2 %
52,1 %

JUMLAH DAN KONTRIBUSI SEGMEN OPERASI TERHADAP LABA TAHUN BERJALAN

Total and Contribution of Operating Segments to Current Year Profit
2021 2020
Increase (Decrease)
(%) (%) (%)
(1) (2) (3=1-2) (3:2)
Jasa Distribusi & Logistik 267.393 245,9 222.050 89,1 45.343 20,4 Energy Distribution &
Jasa Hulu Migas (240.237) (220,9) (55.396) (22,2) (184.841) 333,7 Integrated Upstream Oil
Jasa Penunjang Migas 74.726 75,0 87.440 33,1 (12.714) (14,5) Oil and Gas Support
Services
Rekonsiliasi 6.858 (5.011) 11.869 (236,9) Reconciliation
Jumlah Laba Tahun 108.740 100,0 249.083 100,0 (140.343) (56,34) Total Profit for the Year
Berjalan

KONTRIBUSI TERHADAP LABA TAHUN BERJALAN

Contribution to Current Year Profit
dalam % | in %
248,9
89,1 74,7
33,1
-22,2
-223,6
2020 2021
JUMLAH DAN KONTRIBUSI SEGMEN OPERASI TERHADAP ASET

Total and Contribution of Operating Segments to Assets
2021 2020
Increase (Decrease)
(%) (%) (%)
(1) (2) (3=1-2) (3:2)
Jasa Hulu Migas 5.931.004 81,7 4.907.865 64,6 1.023.139 20,8 Integrated Upstream Oil
Jasa Penunjang Migas 1.366.289 (16,2) 1.220.049 5,1 146.240 12,0 Oil and Gas Support
Services
Rekonsiliasi (2.558.389) (852.392) (1.705.997) 200,1 Reconciliation
Jumlah Aset 7.234.857 100,0 7.562.819 100,0 327.962 (4,34) Total Assets
KONTRIBUSI TERHADAP ASET

Contribution to Assets
5,1% 5,2%
2020 2021
64,6% 30,2% 60,3% 34,5%

JUMLAH DAN KONTRIBUSI SEGMEN OPERASI TERHADAP LIABILITAS
Total and Contribution of Operating Segments to Liabilities
2021 2020
Increase (Decrease)
(%) (%) (%)
(1) (2) (3=1-2) (3:2)
Jasa Penunjang Migas 504.846 0,8 374.255 4,4 130.591 35,0 Oil and Gas Support
Services
Rekonsiliasi (527.462) (257.799) (269.663) 105,0 Reconciliation
Jumlah Liabilitas 3.456.723 100,0 3.821.875 100,0 365.152 (10,0) Total Liabilities
KONTRIBUSI TERHADAP LIABILITAS

Contribution to Liabilities
4,4% 0,8%
2020 2021
61,5% 34,1% 60,7% 38,5%
SEGMEN JASA DISTRIBUSI DAN LOGISTIK ENERGY DISTRIBUTION AND LOGISTICS

ENERGI SERVICES
Kegiatan Operasi Segmen Jasa Distribusi dan Logistik Energy Distribution and Logistics Services
Energi To support the Company’s main business in the field of upstream oil and
Untuk mendukung bisnis utama Perseroan di bidang jasa hulu Migas, gas services, the Company manages its downstream oil and gas service
Perseroan menjalankan usaha jasa hilir migas yang dilakukan oleh business conducted by a subsidiary through PT Elnusa Petrofin (EPN).
anak perusahaan melalui PT Elnusa Petrofin (EPN). Dalam menjalankan In carrying out downstream oil and gas service business activities, the
kegiatan usaha jasa hilir migas, Perseroan berfokus pada kegiatan Company focuses on operating activities in the form of:
operasi berupa:
1. Pengelolaan angkutan Bahan Bakar Minyak (BBM) dari Terminal 1. Management of transportation of fuel oil (BBM) from Pertamina’s
BBM Pertamina ke Stasiun Pengisian Bahan Bakar Umum (SPBU) BBM Terminal to General Fuel Filling Stations (SPBU) and Premium
dan Agen Premium Minyak Solar (APMS) serta Stasiun Pengisian Diesel Oil Agents (APMS) and Bunker Fuel Filling Stations (SPBB).
Bahan Bakar Bunker (SPBB).
2. Pengelolaan Depo BBM milik swasta, mulai dari kegiatan 2. Management of privately owned BBM depots, starting from
administrasi pembelian BBM, pengangkutan BBM, penyimpanan administrative activities for fuel purchases, transportation of fuel,
BBM dan penyaluran BBM di lokasi pelanggan. storage of fuel and distribution of fuel at customer locations.
3. Pengelolaan Depo LPG milik sendiri (Amurang). 3. LPG Depot Management (Amurang) owned by the Company
4. Penjualan BBM keekonomian (non subsidi) kepada pelanggan 4. Sales of economic fuel (non-subsidized) to Industrial & Marine
Industri & Marine. customers.
5. Penjualan specialty chemical dan commodity chemical untuk 5. Sales of specialty chemicals and commodity chemicals for the oil
industri migas. and gas industry.

6. Penjualan pelumas Pertamina kepada pelanggan swasta. 6. Sales of Pertamina lubricants to private customers.
7. Pengelolaan operasional SPBU dan SPBE milik sendiri dan milik 7. Operational management of self-owned and privately owned gas
swasta dengan metode profit sharing, yang menjual produk BBM stations and SPBEs using the profit sharing method, which sells
dan BBK serta pengisian produk LPG bersubsidi produksi Pertamina. BBM and BBK products as well as filling up subsidized LPG products
produced by Pertamina.
Proses Kegiatan usaha jasa hilir migas dapat digambarkan sebagai The process of downstream oil and gas service business activities can be
berikut: described as follows:
Industri
Transportasi Industri & Pengapalan
Industrial Industrial
Transportation & Shipping
KILANG MINYAK
Oil Refinery
Transportasi Mobil Pangkalan Mobil

Tangki Tangki
Tank Car Tank Car Base
Transportation
DEPOT KONSUMEN
Depot Consumer
Transportasi Mobil Pribadi

Premium & Solar Private Car
Premium & Solar SPBU
Transportation
IMPOR
Import
Kendaraan Umum
Public Transportation
Proses Kegiatan perdagangan bahan kimia khusus digambarkan sebagai Process Special chemicals trading activities are described as follows:
berikut:
BAHAN BAKU KIMIA PABRIK PRODUK KIMIA KONSUMEN

Raw Material Blending Plant Chemical Product • Perusahaan Migas
Chemical • Perusahaan Kilang Minyak
Consumer
• Oil and Gas Company
• Oil Refinery Company
Sebagai sebuah negara yang terus bertumbuh, Indonesia memiliki As a country that continues to grow, Indonesia demands energy,
kebutuhan energi, khususnya BBM yang kian meningkat dari waktu ke particularly fuel demand which is increasing from time to time. It similar
waktu. Seperti halnya bisnis hilir migas yang masih dapat bertahan dan to the downstream oil and gas business which can still survive and
cukup menjanjikan di tengah kelesuan bisnis migas pada umumnya. relatively possesses promising future amidst the sluggishness of the
Kinerja PT Elnusa Petrofin (EPN) yang bergerak di bisnis hilir migas oil and gas business in general. The performance of PT Elnusa Petrofin
menunjukkan hasil yang sangat baik. (EPN), which is engaged in the downstream oil and gas business, shows
excellent results.
Sepanjang tahun 2021, EPN dapat mempertahankan performa Throughout 2021, EPN was able to maintain its sales performance and
penjualan maupun profitabilitasnya meskipun masih di tengah pandemi, profitability regardless of the pandemic. The Company even recorded
bahkan terjadi pertumbuhan yang sangat baik pada beberapa unit bisnis very good growth in several Business Units such as Transportation,

seperti transportasi, pengelolaan depo, dan chemical. Peningkatan ini Depot management and Chemical. Such increase is in line with the start
seiring dengan mulai meningkatnya aktivitas masyarakat meskipun of increasing community activities even though the COVID-19 Pandemic
pandemi COVID-19 belum berakhir. Tahun 2021, EPN terus mendukung has not ended yet. In 2021, EPN continued to support Government
program-program Pemerintah dalam pendistribusian energi sampai ke programs in the distribution of Energy to remote areas, including
pelosok daerah, antara lain dengan pengelolaan Pertashop pada kurang the management of Pertashop, which as of the end of 2021, already
lebih sampai akhir tahun 2021 mencapai sekitar 1.000 titik. Pertashop reached approximately 1,000 points. Pertashop represents Pertamina’s
merupakan bentuk komitmen Pertamina dalam menyalurkan energi commitment in distributing energy to areas that are located quite far
hingga ke daerah-daerah yang cukup jauh dari Stasiun Pengisian Bahan from Public Fuel Filling Stations (SPBU).
Bakar Umum (SPBU).
Di samping itu, beberapa pengembangan project asset based terus Asset-based project developments continued in 2021 and there were
berlanjut di tahun 2021 dan juga ada penambahan yang ditandai dengan also additions marked by the groundbreaking of the Tembilahan Fuel
pelaksanaan groundbreaking fuel terminal Tembilahan dan TLPG Kolaka. Terminal and TLPG Kolaka. In addition, throughout 2021, EPN managed
Selain itu, sepanjang tahun 2021, EPN memperoleh sekitar 16 proyek approximately 16 new projects from all business units and also
baru dari semua unit bisnis dan juga berhasil merealisasikan sinergi succeeded in realizing synergies among business units. The synergies
antar unit bisnis. Sinergi antar unit bisnis tersebut antara lain adalah between these business units include Inmar Kodal BBM Transportation
Angkutan BBM Inmar Kodal (Fleet Management dengan BBM Inmar), (Fleet Management with Inmar BBM), Medan Aviation Transport
Angkutan Aviasi Medan (Fleet Management dengan Depo KSO) dan (Fleet Management with KSO Depot) and PWP MHU Transport (Fleet
Angkutan PWP MHU (Fleet Management dengan Depo VHS Franco), Management with Franco VHS Depot) which continue to grow and
sehingga diharapkan sinergi antar unit binis ini terus berkembang dan create new business for EPN in the future.
mencetak bisnis baru bagi EPN ke depannya.
EPN juga memiliki Chemical Integrated Supply & Services yang EPN also maintains Chemical Integrated Supply & Services which
menawarkan cakupan jasa mulai dari upstream sampai downstream oil offers a range of services from upstream to downstream oil and gas
and gas industry, antara lain meliputi Drilling Fluid Chemicals, Upstream industry, including Drilling Fluid Chemicals, Upstream & Refinery
& Refinery Specialty Chemicals, Chemicals for Enhanced Oil Recovery Specialty Chemicals, Chemicals for Enhanced Oil Recovery (C-EOR), and
(C-EOR), dan Fuel Additives for Downstream/Retail Business. Selain itu, Fuel Additives for Downstream/Retail Business. In addition, EPN has
EPN berhasil menciptakan dua produk unggulan yang merupakan hasil succeeded in creating two superior products produced by independent
karya mandiri insan EPN dan telah digunakan diberbagai perusahaan EPN personnel and have been utilized in various oil and gas companies,
migas yaitu FIN OSD & FIN HIB. namely FIN OSD & FIN HIB.
Revenue EPN 2021 sebesar Rp4,74 triliun atau mengalami pertumbuhan EPN 2021 revenue is amounting to Rp4.74 trillion or experienced a very
yang sangat baik yaitu 25% dari tahun lalu. Di mana peningkatan good growth of 25% compared to prior year. Sales increase is noted
penjualan terjadi pada hampir semua unit bisnis yaitu masing-masing in almost all business units, whereby Transportation grew 25%, Depo
transportasi tumbuh 25%, depo tumbuh 16%, BBM Inmar tumbuh 22% grew 16%, Inmar BBM grew 22% and Chemical grew significantly 56%
dan chemical tumbuh signifikan 56% dari tahun lalu. Hal ini dipengaruhi from prior year. This is influenced by increasing community activities
oleh mulai meningkatnya aktivitas masyarakat sehingga meningkatkan which increase fuel consumption, regardless of several levels of the
konsumsi BBM, meskipun di sisi lain sempat terjadi beberapa kali implementation of restrictions on community activities (PPKM) in
pemberlakuan pembatasan kegiatan masyarakat (PPKM) disemua all regions in Indonesia due to the soaring case of COVID-19. The
daerah di Indonesia karena melonjaknya kasus COVID-19. Adapun contribution of each business unit to the business income of each EPN
kontribusi setiap unit bisnis terhadap pendapatan usaha EPN masing- is as follows:
masing adalah sebagai berikut:
KAPASITAS USAHA EPN

EPN Business Capacity
Produksi/Kapasitas
Unit Bisnis Production/Capacity
Business Unit
2021 2020
Transportasi Kelola mobil tangki BBM PSO dengan pola All in Plus 1.712 unit 1.632 unit
Transport Manage PSO fuel tank car with the All-In Plus method
Kelola angkutan BBMK sistem tarif (Rp/KL/KM) 40 unit 40 Unit
Manage BBMK transportation tariff system (Rp/KL/KM)

Produksi/Kapasitas
Business Unit
2021 2020
Menyewakan mobil tangki milik sendiri ke Pertamina 540 unit mobil tangki BBM 480 unit mobil tangki BBM
(sewa mobil tangki) 24 unit mobil tangki LPG 24 unit mobil tangki LPG
4 unit MT avtur 4 unit MT avtur
Angkutan non BBM Angkutan non BBM
Lease own tank car to Pertamina (tank car rental) 540 units of fuel tank vehicles 480 units of fuel tank vehicles
24 units of LPG tank vehicles 24 units of LPG tank vehicles
4 units of MT avtur 4 units of MT avtur
Non-fuel transportation Non-fuel transportation
Distribusi BBM subsidi ke APMS Jumlah transportir: 87 Jumlah transportir: 105
Jumlah APMS: 184 Jumlah APMS: 153
Distribute subsidized fuel to APMS Total transporters: 87 Total transporters: 105
Total APMS: 184 Total APMS: 153
Pengelolaan angkutan SPBB Jumlah transportir: 17 Jumlah transportir: 18
Jumlah APMS: 19 Jumlah APMS: 17
SPBB transportation management Total transporters: 17 Total transporters: 18
Total APMS: 19 Total APMS: 17
Kelola angkutan Industri Pama Persada 8 unit 8 unit
Manage Pama Persada Industrial transportation
Pengelolaan angkutan Pertashop Jumlah transportir: 67
Jumlah titik: 1.799
Pertashop transport management Total transporters: 67
Total points: 1,799
Angkutan pola tarif dengan sistem Jumlah transportir: 31
Tariff method transportation with system Total transporters: 31
Angkutan pola tarif avtur Jumlah transportir: 13
Avtur tariff method transport Total transporters: 13
Depot Kelola depo milik swasta dengan sistem Vendor Held Kelola VHS di depo: 20 klien Kelola VHS di depo: 23 klien
Stock (VHS)
Manage privately owned depots with Vendor Held Stock VHS management at depots: 20 VHS management at depots: 23
(VHS) system clients clients
Handling marine dengan sistem Franco Pelanggan: 19 klien Pelanggan: 18 klien
Marine management with Franco system Customers: 19 clients Customers: 18 clients
KSO (Kerja Sama Operasi) Kelola 7 DPPU Kelola 7 DPPU
Depo LPG Amurang Depo LPG Amurang
Jobber Tj. Pandan Jobber Tj. Pandan
KSO (Cooperation Operations) Management of 7 DPPU Management of 7 DPPU
Amurang LPG Depo Amurang LPG Depo
Jobber Tj. Pandan Jobber Tj. Pandan
Pemeliharaan LTSA MOR IV, Wayame, ATG LTSA MOR III, MOR IV, Wayame,
Bitung, ATG Normalisasi, NGS ATG Bitung, ATG LPG Bosowa,
ATG Normalisasi
Maintenance LTSA MOR IV, Wayame, ATG LTSA MOR III, MOR IV, Wayame,
Bitung, ATG Normalization, NGS ATG Bitung, ATG LPG Bosowa,
ATG Normalization
Ritel Bahan Jasa pengelolaan SPBU,SPBE 1 SPBU, 2 SPBE, 1 SPPBE 1 SPBU, 2 SPBE, 1 SPPBE
Bakar (RBB) Gas station management services, SPBE
Kelola SPBU milik sendiri 1 SPBU 1 SPBU
Gas station management services, SPBE
Perdagangan Specialty Chemical Pelanggan: Pertamina Group Pelanggan: Pertamina Group
dan swasta dan swasta
Trading Specialty Chemical Customers: Pertamina Group Customers: Pertamina Group
and private and private
Commodity Chemical Pelanggan: Pertamina Group Pelanggan: Pertamina Group
Commodity Chemical Customer: Pertamina Group Customer: Pertamina Group
BBM industri Pelanggan: Industri Pelanggan: Industri
pertambangan, manufaktur dan pertambangan, manufaktur dan
marine marine
Industrial fuel Customers: Mining, Customers: Mining,
manufacturing and marine manufacturing and marine
industries industries

Produksi/Kapasitas
Business Unit
2021 2020
Pelumas • Pelanggan pelumas: Own use • Pelanggan pelumas: Own use
mobil tangki EPN, swasta mobil tangki EPN, swasta
• Pelanggan aspalth: swasta • Pelanggan aspalth: swasta
Lubricants • Lubricant Customer: Own use • Lubricant customer: Own use
EPN tank vehicle, private EPN tank vehicle, private
• Asphalt customer: private • Asphalt customer: private
REALISASI PRODUKSI
Production Realization
Satuan Produksi | Production

Volume per Unit Bisnis Volume per Business Unit
Unit 2021 2020
Volume throughout Transportasi KL 17.368.987 15.665.918 Volume throughout Transport
Volume Penyaluran BBM–Depo KL 2.484.112 2.257.614 Fuel–Depo Distribution Volume
Volume Ritel Bahan Bakar SPBU KL 9.908 9.221 Gasoline Fuel Retail Volume
Volume Ritel Bahan Bakar SPBE/SPPBE Ton 37.807 27.123 SPBE Fuel Retail Volume
Volume Depo LPG Amurang Ton 83.173 82.413 Amurang LPG Depot Volume
Volume BBM Inmar KL 193.148 219.924 Inmar Gasoline Volume
Trading Specialty & Mud Chemical Drum 356.614 233.195 Specialty & Mud Chemical Trading
Trading Pelumas KL 3.129 3.254 Lubricant Trading
Volume penjualan EPN di tahun 2021 rata-rata Kembali mengalami The average sales volume of EPN in 2021 has increased again in almost
peningkatan pada hampir semua unit bisnis yang berasal baik dari all business units, both from the increase in public fuel consumption and
peningkatan konsumsi BBM Masyarakat maupun dari penambahan from additional projects. Regardless of the implementation of PPKM
proyek. Meskipun di sisi lain pemberlakuan PPKM dengan berbagai at various levels for several times throughout 2021 due to the surge in
level terjadi beberapa kali sepanjang tahun 2021 akibat lonjakan kasus Covid 19 cases, the majority of operational areas managed by EPN were
COVID-19, tetapi mayoritas area operasi yang dikelola EPN tidak terlalu not heavily affected since the implementation of PPKM was quite strict
terdampak karena pemberlakuan PPKM yang cukup ketat berlaku di in DKI and Java.
wilayah DKI dan Jawa.
Dari sisi trading, volume penjualan BBM Inmar tahun 2021 ada In terms of trading, Inmar’s fuel sales volume in 2021 decreased by
penurunan ±27.000 KL yang dipengaruhi oleh kenaikan harga dasar BBM ±27,000 KL which was influenced by the increase in the basic fuel price
sehingga terdapat beberapa area penjualan yang mengalami penurunan resulting to sales decrease in several sales areas, such as the Sumatra,
seperti area Sumatra, DKI Jakarta, dan Kalimantan jika dibandingkan DKI Jakarta and Kalimantan areas compared to prior year.
dengan tahun lalu.
Sepanjang tahun 2021, EPN menambah beberapa proyek baru antara Throughout 2021, EPN added several new projects, including:
lain:
1. VHS Antam Pomalaa 1. VHS Antam Pomalaa
2. Franco Antang Gunung Meratus (AGM) 2. France Antang Mount Meratus (AGM)
3. Franco Petra Arun Gas 3. Franco Petra Arun Gas
4. Franco PWP BIB 4. Franco PWP BIB
5. Franco RSUD Sardjito 5. Franco Sardjito Hospital
6. Pola Tarif Sistem Sumbagut 6. North Sumatra System Tariff Method
7. Pola Tarif Jobber Berau 7. Berau Jobber Tariff Method
8. Pertashop 8. Pertashop
9. Angkutan Logistik (Pangkal Balam, MOR VI, PTPL) 9. Logistics Transportation (Pangkal Balam, MOR VI, PTPL)
10. Angkutan Aviasi Medan (sinergi Transportasi & Depo KSO) 10. Medan Aviation Transport (Synergy of Transport & KSO Depot)
11. Angkutan Inmar Kodal (sinergi Transportasi & BBM Inmar) 11. Inmar Kodal Transportation (Inmar Transportation & Fuel Synergy)
12. Angkutan PWP MHU (sinergi Transporatsi & Depo VHS) 12. PWP MHU transportation (Synergy of Transport & VHS Depot)
13. Water treatment PHR Zona 4 Ramba & Limau 13. Water treatment PHR Zone 4 Ramba & Limau

Berikut disampaikan kinerja keuangan dan profitabilitas segmen Jasa The following presents the financial performance and profitability of the
Distribusi dan Logistik Energi. Energy Distribution and Logistics Services segment.
KINERJA KEUANGAN DAN PROFITABILITAS SEGMEN JASA DISTRIBUSI DAN LOGISTIK ENERGI
Financial Performance and Profitability of the Energy Distribution and Logistics Services Segment
Increase (Decrease)
2021 2020 Persentase
Jasa Distribusi dan Logistik Energi Selisih Energy Distribution and Logistics Services
Percentage
Difference
(%)
(1) (2) (3=1-2) (3:2)
Laba (Rugi) Bersih Net Profit (Loss)

Pendapatan 4.744.166 3.786.529 957.637 25 Revenue
Pendapatan Eksternal 4.272.299 3.415.564 856.735 25 External Revenue
Pendapatan Antarsegmen 471.867 370.965 100.902 27 Intersegment Revenue
Beban Pokok Pendapatan (4.273.776) (3.408.866) (864.910) 25 Cost of Revenue
Laba Kotor 470.390 377.663 92.727 25 Gross profit
Beban Penjualan (866) (460) (406) 88 Selling expenses
Beban Umum dan Administrasi 97.497 (81.028) 178.525 (220) General and Administrative Expenses
Penghasilan Bunga 5.217 6.826 (1.609) (24) Interest Income
Beban Keuangan (27.196) (47.121) 19.925 (42) Financial Costs
Lain-lain-Neto (3.776) 32.598 (36.374) (112) Others-Net
Laba sebelum Pajak Final dan Pajak 541.266 288.478 252.788 88 Profit before Final Tax and Income Tax
Penghasilan
Beban Pajak Final (4.794) (2.847) (1.947) 68 Final Tax Expense
Laba sebelum Pajak Penghasilan 341.478 285.631 55.847 20 Profit before Income Tax
Beban Pajak Penghasilan (74.084) (63.583) (10.501) 17 Income Tax Expense
Laba Tahun Berjalan 267.394 222.048 45.346 20 Current Year Profit
Penghasilan Komprehensif Lain 1.852 1.564 288 18 Other Comprehensive Income
Total Laba Komprehensif Tahun Berjalan 269.246 223.612 45.634 20 Total Comprehensive Income for the Year
Total Aset 2.495.953 2.287.297 208.656 9 Total Assets
Total Liabilitas 1.361.521 1.333.553 27.698 2 Total Liability
Ekuitas-Neto 1.134.432 953.743 180.689 19 Equity-Net
Penyusutan dan Amortisasi 279.757 269.726 10.031 4 Depreciation and Amortization
Penambahan Aset Tetap 129.997 108.571 (21.426) 20 Addition to Fixed Assets
Kegiatan Operasi Segmen Jasa Hulu Migas Terintegrasi Operational Activities of the Integrated Upstream Oil
and Gas Service Segment
Kegiatan Operasi Segmen Jasa Hulu Migas Terintegrasi terdiri dari Operational Activities of the Integrated Upstream Oil and Gas Service
tiga Divisi, terdiri dari Divisi Oilfield Services (OFS), Divisi EPC-OM Segment consists of three Divisions which include Oilfield Services
(Engineering, Production and Cosntruction-Operation & Maintenance) (OFS) Division, the EPC-OM Division (Engineering, Production and
dan Divisi Geoscience and Reservoir Services (GRS). Construction-Operation & Maintenance) and the Geoscience and
Reservoir Services (GRS) Division.
Divisi Oilfield Services memiliki dua kelompok bisnis utama: Well The Oilfield Services Division maintains two main business groups
Intervention (WLI), Drilling Workover(DWO). Kedua bisnis tersebut including Well Intervention (WLI) and Drilling Workover (DWO).
bergerak dalam bidang jasa pemeliharaan sumur (well services) dan Both businesses are engaged in well services and oil and gas fields,
lapangan migas, jasa pengerjaan operasi serta perawatan produksi operation and maintenance services for production and its supporting
beserta kegiatan penunjangnya (oilfield services). Selain itu Perseroan activities (oilfield services). In addition, the Company is also developing
juga sedang mengembangkan kompetensi di bidang teknik peningkatan competence in the engineering field to increase the production of Well

produksi Well Integrity Services. Proses kegiatan usaha jasa produksi Integrity Services. The process of this Oil and Gas production service
Migas ini secara umum terbagi menjadi: business activity is generally divided into:
1. WLI: Jasa Perawatan sumur-sumur yang sudah beroperasi yang 1. WLI: Maintenance services for wells that are already in operation
bertujuan untuk memonitor performa sumur dan meningkatkan with the aim of monitoring well performance and increasing
produktivitas sumur (terutama yang sudah turun produktivitasnya). the productivity of wells (particularly those with decreasing
Dengan memadukan jasa utama Coiled & Pumping Services, Slickline productivity) by combining the main services of Coiled & Pumping
Services, Welltest Processing Services dan Electric Wireline Logging Services, Slickline Services, Well Testing Processing Services and
Electric Wireline Logging
2. DWO: Jasa Pengeboran berintegrasi dari Drilling Services, Drilling 2. DWO: Integrated Drilling Services from Drilling Services, Drilling
Support Services serta Jasa Perawatan sumur-sumur yang sudah Support Services and Maintenance Services for wells that are
beroperasi yang bertujuan meningkatkan produktivitas sumur yang already operating with the aim of increasing the productivity of
ada. Perpaduan ini menghasilkan solusi menyeluruh bagi konsumen existing wells. This combination produces a comprehensive solution
yang memiliki permasalahan dengan sumur tua dan proses for consumers who have problems with old wells and the process of
pembuatan sumur baru. Serta juga memiliki lini bisnis pengolahan making new wells. It also includes a business line for processing well
gas sumur menjadi tenaga listrik. gas into electric power.
Konsep bisnis bidang ini melalui pendekatan product line yang terdiri The business concept of this area adopts product line approach which
dari: consists of:
No Group Services Product Line

1. Drilling & Workover Services Drilling Services (DRS)
Hydraulic Workover & Snubbing Group Services (HWS)
Drilling Support Services (DSS)
Artificial Lift Services & Power (ALS & P)
Well Complation Services (WCS)
2. Well Intervention Services Coiled Tubing (CTU), Cementing & Pumping Services (CPS)
Electric Wireline Logging (EWL)
Slickline Services (SLS)
Welltesting & Procesing Services (WPS)
KONTRIBUSI PENDAPATAN PER BISNIS – JASA PENELIHARAAN DAN PENGELOLAAN LAPANGAN MIGAS
Revenue Contribution per Business – Oil and Gas Field Maintenance and Management Services
3,3% 4,6%
HWU
16,2% CTU
27,4
%
29,2% 28,3 %
PMS
SL
WT
17,5%
2020 2021 GGR
WCS
8,4% DRS
13,8% EWL
3,9% 6,3%
DFS
12,2%
1,8% MLU & H2S
5,5% 4,2% 2,9%
6,3% 2,3% 5,3%
0,0
%
0,4% 0,0%
A. Jasa Pengeboran & Jasa Kerja Ulang Sumur (DWO) A. Well Drilling & Workover Services (DWO)
DWO memberikan jasa layanan di bidang drilling & workover DWO provides services in the field of drilling & workover services
services dimana saat ini fokus pada on-shore drilling sesuai dengan which currently focuses on on-shore drilling in accordance with
kompetensi dan alat yang dimiliki, namun tetap melakukan its competencies and tools, but continues to explore and develop
penjajakan dan pengembangan potensi pada offshore drilling dan potentials in offshore drilling and geothermal by considering the
panas bumi mengingat masih besarnya potensi pertumbuhan pada large growth potentials in the sector. As for supporting drilling
sektor tersebut. Sementara itu pada jasa supporting drilling, mud services, mud engineering services, mud logging, cementing, H2S

engineering services, mud logging, cementing, H2S dan lainnya. and others, the workover service provides services in the field of
Pada jasa workover memberikan jasa layanan di bidang kerja ulang rework oil and gas wells, both offshore and onshore. The services
sumur minyak dan gas baik offshore maupun onshore. Jasa yang offered include Hydraulic Workover Services, Artificial Lift Service,
ditawarkan adalah Hyraulic Workover Services, Artificial Lift Service, Well Completion, and Power.
Well Complation, dan Power.
Berikut ini adalah penjelasan masing-masing unit usaha dari jasa The following is the description of each business unit of drilling
pengeboran: services:
1. Integrated Drilling Management: Jasa manajemen untuk 1. Integrated Drilling Management: Management services to
mengintegrasikan seluruh pelaksanaan pemboran, melalui integrate all drilling operations, through drilling rigs and drilling
drilling rig dan drilling supporting. supports.
2. Drilling rig: Jasa pelaksanaan aktivitas utama pemboran. 2. Drilling rig: Services for conducting the main activities of
drilling.
3. Drilling Supporting: Jasa pendukung kegiatan pemboran yang 3. Drilling Supporting: Drilling support services which include:
meliputi:
– Mud Logging: Jasa untuk mengetahui parameter – Mud Logging: Services to determine drilling parameters,
pemboran, termasuk jasa untuk mendeteksi kandungan including services to detect H2S content around wells.
H2S disekitar sumur.
– Mud Engineering: Jasa untuk menyediakan material dan – Mud Engineering: Services for providing materials and
lumpur. mud.
– Hydrogen Sulphide Services H2S: Jasa penyediaan – Hydrogen Sulfide Services H2S: Services for providing
keamanan pengeboran dari gas dan kondisi berbahaya di drilling safety from gas and hazardous conditions in the
area operasi pengeboran. drilling operation area.
4. Hydraulic Workover Services: Jasa pekerjaan ulang sumur 4. Hydraulic Workover Services: Well rework services with Rig
dengan Rig Snubbing yang dengan tujuan menjaga performance Snubbing with the aim of maintaining the performance of oil
sumur minyak dan gas sehingga berproduksi sesuai dengan and gas wells so as to enable production according to client
harapan klien. expectations.
5. Artificial Lift Services: Seperangkat jasa yang dapat memberikan 5. Artificial Lift Services: A set of services that can be provided
dengan cara menjaga produksi sumur dengan menggunakan by maintaining well production by using man-made tools. The
alat bantu buatan manusia. Adapun alat yang digunakan tool used is an Electric Submersible Pump (ESP), which assists
adalah Electric Submersible Pump (ESP), yang membantu to increase production by inserting a pump into the well. In
meningkatkan produksi dengan mamasukan pompa kedalam addition to ESP, ALS also maintains a generator that utilizes well
sumur. Selain ESP, ALS juga memiliki genset yang berbahan exhaust gas so that it can be used as electricity.
bakar gas buang sumur sehingga dapat dimanfaatkan menjadi
tenaga listrik.
Peralatan yang digunakan memiliki variasi Hydraulic Workver Unit, The equipment used has a variety of Hydraulic Workover Units,
Drilling Rig, MLU, H2S serta tangki peralatan Mud Plant. Utilisasi Drilling Rigs, MLU, H2S and Mud Plant equipment tanks. Equipment
peralatan di banding tahun 2019 dapat dijabarkan sebagai berikut: utilization compared to 2019 can be described as follows:
2021 2020
Capacity Utility Capacity Utility
Hydraulic Workover 12 Hydraulic Rig 100% 12 Hydraulic Rig 100%
Drilling Rig Services 1 Unit Drilling Rig 50% 1 Unit Drilling Rig 100%
Mud Logging Services 11 Unit Mud Logging 94% 9 Unit Mud Logging 100%
H2S Remover Services 9 Unit H2S Remover 100% 9 Unit H2S Remover 89%
Drilling Fluid Services 15 Liquid Mud Plant 100% 15 Liquid Mud Plant 100%
B. Jasa Intervensi Sumur (WLI) B. Well Intervention Services (WLI)

WLI pada Divisi POMS menawarkan jasa perawatan sumur migas WLI in the POMS Division offers oil and gas well maintenance
dengan memiliki empat bisnis utama: electric wireline logging services by maintaining four main businesses: electric wireline
services, coiled & pumping services, slickline services, dan welltesting logging services, coiled & pumping services, slickline services, and
& processing services. Kompetensi peralatan pada area offshore dan well testing & processing services. The competence and distribution

onshore area serta sebarannya mulai dari Sumatra, Jawa hingga of the equipment in the offshore and onshore areas cover Sumatra,
Kalimantan. Java to Kalimantan.

Berikut penjelasan dari masing-masing bisnis yang mendukung WLI: The following is the description of each business that supports WLI:
1. Electric Wireline Services: Jasa pelayanan perforasi, evaporasi 1. Electric Wireline Services: Perforation services, evaporation
logging sumur migas dan panas bumi dengan menggunakan logging of oil and gas wells and geothermal wells which
peralatan logging. Proses perforasi dan evaporasi menggunakan use logging equipment. The perforation and evaporation
melakukan pengambilan data sumur yang digunakan untuk processes utilize data collection from the well which is used
mengetahui kondisi dan keadaan sumur sebagai bahan to determine the condition and state of the well to arrive at a
pengambil keputusan treatment sumur yang perlu dikerjakan. conclusion regarding the types of well treatment that need to
be conducted.
2. Coiled & Pumping Services: Jasa pelayanan intervensi Sumur 2. Coiled & Pumping Services: Well intervention services using
dengan mengguanakan peralatan coiled tubing yang dibantu coiled tubing equipment assisted by pumps that can pump
peralatan pompa-pompa yang dapat memompakan fluida dan fluids and chemicals to restore the condition of the well based
chemical untuk mengembalikan kondisi sumur sesuai dengan on the client’s program.
program klien.
3. Slickline Services: Jasa pelayanan intervensi sumur dengan 3. Slickline Services: Well intervention services using the Slickline
mengguanakan peralatan Slikcline Unit dengan menggunakan Unit equipment by using well auxiliary equipment that is used
peralatan bantu sumur yang digunakan untuk membersihkan to clean scale in oil and gas production wells.
scale pada sumur produksi minyak dan gas bumi.
4. Welltesting & Processing Services: Jasa pelayanan sumur 4. Well testing & Processing Services: Production well services
produksi dengan menggunakan peralatan dan pemisahan which use equipment and oil separation so as to obtain data
minyak bumi sehingga dapat didapat data kondisi minyak dan on the condition of oil and gas produced by the well. The oil
gas yang diproduksi oleh sumur. Minyak dan gas bumi tersebut and gas are evaluated and manipulated above ground so as to
dilakukan evaluasi serta dimanipulasi di atas tanah sehingga maintain and increase their production.
menjaga dan meningkatkan produksinya.
Dari table berikut didapat jenis Peralatan yang digunakan WLI serta Based on the following table, the types of equipment used by WLI
tingkat utilisasi selama tahun 2021 di banding dengan tahun 2020 and the level of utilization during 2021 compared to 2020 to support
untuk mendukung kegiatan operasinya adalah sebagai berikut: its operational activities are as follows:
2021 2020
Capacity Utility Capacity Utility
Coiled Tubing 5 Coil Tubing Unit 100% 5 Coil Tubing Unit 100%
Cementing 5 Cementing Unit 75% 5 Cementing Unit 40%
Slickline 11 Portable Slick Line 71% 11 Portable Slick Line 95%
Testing Barge 3 Testing Barge 67% 3 Testing Barge 100%
Surface Testing 4 Surface Testing 100% 4 Surface Testing 100%
Drill Steam 4 DST 21% 4 DST 0%
Wireline Logging Services 21 Unit Wireline Logging 96% 21 Unit Wireline Logging 96%
3 Unit Wireline Combo 31%
C. Engineering Procurement & Construction and Operation C. Engineering Procurement & Construction and Operation
Maintenance Maintenance
Divisi EPC-OM: Jasa perawatan lapangan yang sudah berproduksi EPC-OM Division: Field maintenance services that are already in
diantaranya dengan melakukan operation & maintenance (O&M) production, including conducting operation & maintenance (O&M)
terhadap jaringan pipa yang sudah ada atau bahkan membangun on existing pipelines or even building new pipes and maintaining
pipa-pipa baru dan merawatnya Engineering, Procurement, & them.
Construction (EPC): Tangki, Pipeline, Platfon Offshore dan Onshore.
Pencapaian revenue unit binis EPC OM tahun 2021 mengalami Engineering, Procurement, & Construction (EPC): Tanks, Pipelines,
penurunan 17% dari tahun 2020, selama tahun 2021 adanya serapan Plates Offshore and Onshore. The revenue generated by EPC OM

kontrak untuk pekerjaan di fasilitas penyaluran minyak Jalur TAP business unit in 2021 decreased by 17% from 2020. During 2021
SPD, pemeliharaan elektrik dan pemeliharaan mekanik ONWJ & BP, there was an absorption of contracts for work at TAP SPD Line
Anjungan X Ray Jatibarang dan Static. Sedangkan untuk pekerjaan di oil distribution facility, electrical maintenance and mechanical
EPC, antara lain yakni pekerjaan kompresi gas LP Betung, WTIP Jirak maintenance of ONWJ & BP, X Ray Jatibarang and Static platforms.
Waterflood, EPC Beringin, SPM, dan lain-lain. As for the work at the EPC, they include among others the work of
gas compression at LP Betung, WTIP Jirak Waterflood, EPC Beringin,
SPM and others.
Berikut pencapaian revenue unit bisnis OM EPC tahun 2018-2021: The following represents the revenue generated by OM EPC
business unit from 2018-2021:
PENCAPAIAN REVENUE UNIT BISNIS OM EPC TAHUN 2018-2021

revenue generated by OM EPC business unit 2018-2021
dalam miliar rupiah | in billion rupiah
875 30%
775
687
616
2018 2019 2020 2021
D. Jasa Penyelidikan dan Pengolahan Jasa Seismik D. Service Investigation and Processing Services
Layanan perseroan dalam kegiatan usaha ini merupakan satu The Company’s services in this business activity include integrated
kesatuan yang terpadu dan terintegrasi dalam ekplorasi sumur- and integrated unit in the exploration of oil and gas wells covering
sumur migas yang mencakup semua tahap yang dibutuhkan dalam all stages required in geophysical (seismic) research. The process
penelitian geofisika (seismic). Proses dimulai dari pengumpulan starts from conducting data collection and field surveys, processing
data dan survei lapangan, pemprosesan data hasil survei, hingga survey data, and performing data interpretation for taking the next
intrepretasi data untuk pengambilan langkah selanjutnya dalam steps in the exploration of oil and gas wells. However, these services
ekplorasi sumur-sumur migas. Namun layanan tersebut juga dapat can also be tailored to the needs of the Company’s customers.
disesuaikan dengan kebutuhan pelanggan jasa perseroan.
Para pelanggan memerlukan data geologi bawah permukaan (sub- Customers need sub-surface geological data to determine the
surface) untuk mengetahui keberadaan migas serta ukuran besarnya presence of oil and gas and the size of the oil and gas content in
kandungan migas di perut bumi, di lokasi perusahaan-perusahaan the earth’s crust, at the location where these companies operate,
tersebut beroperasi, yaitu di wilayah kerja masing-masing, baik di namely in their respective working areas, both on land, offshore
daratan, lepas pantai (marine) maupun transisi antara daratan dan (marine) and transition between land and coast.
pesisir pantai.
Jasa Penyelidikan dan Pengolahan Jasa Seismik dilakukan oleh Seismic Service Investigation and Processing Services are conducted
Division of Geoscience and Reservoir Services (GRS) yang by the Division of Geoscience and Reservoir Services (GRS) which
memberikan jasa: provides the following services:
1. Geo Data Acquisition Land (GDL): Seismic Data Acquisition Land 1. Geo Data Acquisition Land (GDL): Seismic Data Acquisition Land
Survey, 3D and 2D, dan Seismic Design. survey, 3D and 2D, and Seismic Design.
2. Geo Data Acquisition TZ & Marine (GDM): Seismic Data 2. Geo Data Acquisition TZ & Marine (GDM): Seismic Data
Acquisition Transition Zone and Marine survey, Seismic Design, Acquisition Transition Zone and Marine survey, Seismic Design,
Marine Survey, Geodetic Control Point, Rig and Wellsite Marine Survey, Geodetic Control Point, Rig and Wellsite
Positioning, Road and Pipeline Routing, Magnetotelluric, Positioning, Road and Pipeline Routing, Magnetotelluric,
Microgravity. Microgravity.

3. Geo Data Processing (GDP): Seismic Data Processing 2D/3D 3. Geo Data Processing (GDP): Seismic Data Processing 2D/3D
(land, marine, TZ), quantify seismic amplitude information, (land, marine, TZ), quantify seismic amplitude information,
lithology, Petrophysical properties of reservoirs, Geology lithology, Petrophysical properties of reservoirs, Geology
Geophysics & Reservoir (Seismic Interpretation and Geological Geophysics & Reservoir (Seismic Interpretation and Geological
Modelling, 2D/3D Depth Imaging, AVO, Petrophysics Analysis, Modelling, 2D/3D Depth Imaging, AVO, Petrophysics Analysis,
Reservoir Simulation), Navigation and Non Seismic (Land Reservoir Simulation), Navigation and Non Seismic (Land
Survey, Geodetic Control Point, Rig and Wellsite Positioning, Survey, Geodetic Control Point, Rig and Wellsite Positioning,
Road and Pipeline Routing, Magnetotelluric, Microgravity. Road and Pipeline Routing, Magnetotelluric, Microgravity.
Secara umum proses jasa ini digambarkan sebagai berikut: In general, the service process is depicted as follows:
STUDI GEOLOGI STUDI SEISMIK PROSES AKUISISI DATA PENGOLAHAN INTERPRESTASI

Geological Studies Seismic Studies Data Acquisition Process Processing Interpretation
DESAIN SEISMIK
Seismic Design
OPERASIONAL
KAPAL INTERPRESTASI
TOPOGRAFI & Vessel Operation SEISMIK & PROSES
STUDI GEOLOGI DESAIN SEISMIK NAVIGASI PENGOLAHAN DATA
GGR
Geological Studies Seismic Design Topography & Data Processing
Seismic Interpretation
Navigation NON SEISMIK & GGR Process
Non Seismic
SEISMIK PASIF
Passive Seismic
STUDI & DESAIN GEOLOGI PERALATAN GEOFISIKA

Geological Studies & Design Geophysical Equipment
PERANGKAT LUNAK
Software

Di jasa akuisisi seismik darat, sebanyak 1 (satu) proyek merupakan In land seismic acquisition services, the Company had 1 (one)
carried over dari tahun 2020 dan berhasil diselesaikan pada tahun project carried over from 2020 and successfully completed in 2021,
2021, dengan lokasi proyek di pulau Sumatera. Selain itu ada with the project location on the island of Sumatra. In addition, there
pekerjaan baru di wilayah Pulau Jawa dan Pulau Kalimantan. are new jobs in the areas of Java and Kalimantan.
Pekerjaan akusisi seismik laut di tahun 2020 yakni pekerjaan di The marine seismic acquisition work in 2020 is the 2D Seismic
2D Seismic Marine Komitmen Kerja Pasti (KKP) PHE Jambi Merang Marine Commitment Work for PHE Jambi Merang and the 2D West
dan pekerjaan 2D West Yamdena. Sehingga secara umum adanya Yamdena work. So that in general the Company noted a decrease in
penurunan di tahun 2021 atas volume pekerjaan seismik khususnya the volume of seismic work, particularly in 2D acquisitions due to
di akuisisi 2D yang disebabkan karena pergeseran program kerja shifts in the work program as a result of the priority of upstream oil
sebagai dampak dari prioritas aktivitas hulu migas. and gas activities.

KONTRIBUSI PENDAPATAN PER BISNIS – JASA PENYELIDIKAN DAN PENGOLAHAN DATA SEISMIK
Revenue Contribution per Business – Seismic Data Processing and Investigation Services
8,8% 11,5%
25,7%
2020 30,3%
2021 58,2%
GDL
GDM
65,6% GDP

Berikut kapasitas dan volume produksi: The following is the production capacity and volume:
Produksi/Kapasitas
Alat Penyelidikan Seismik Satuan Production/Capacity Alat Penyelidikan Seismik
Seismic Acquisition Equipment Unit Seismic Acquisition Equipment
2021 2020
Seismic Data Capacity Seismic Data Capacity
Seismic Data Acquisition Land Crew 5 5 Seismic Data Acquisition Land
Seismic Data Acquisition TZ Crew 1 1 Seismic Data Acquisition TZ
Seismic Data Acquisition Marine Crew 1 1 Seismic Data Acquisition Marine
Seismic Data Acquisition Seismic Data Acquisition
2D Data Collection Km 9.741 25.837 2D Data Collection
3D Data Collection Kmsq 2.230 245 3D Data Collection
2D Data Processing Km 9.273 42.703 2D Data Processing
3D Data Processing Kmsq 1.563 1.653 3D Data Processing

Berikut disampaikan kinerja keuangan dan profitabilitas segmen The following describes the financial performance and profitability
Jasa Hulu Migas Terintegrasi. of the Integrated Upstream Oil and Gas Services segment.
KINERJA KEUANGAN DAN PROFITABILITAS SEGMEN JASA HULU MIGAS TERINTEGRASI

Financial Performance and Profitability of the Integrated Upstream Oil and Gas Services Segment
dalam jutaan rupiah, kecuali dinyatakan lain | in million rupiah, unless otherwise stated
Increase (Decrease)
2021 2020 Persentase Integrated Upstream Oil and Gas
Jasa Hulu Migas Terintegrasi Selisih
Percentage Services
Difference
(%)
(1) (2) (3=1-2) (3:2)

Pendapatan 2.981.764 3.760.935 (779.171) (21) Revenue
Pendapatan Eksternal 2.946.830 3.725.948 (779.118) (21) External Revenue
Pendapatan Antarsegmen 34.934 34.987 (53) 0 Intersegment Revenue
Beban Pokok Pendapatan (2.984.180) (3.594.337) 610.157 (17) Cost of Revenue
Laba Kotor (2.416) 166.598 (169.014) (101) Gross Profit
Beban Penjualan (757) (1.923) 1.166 (61) Selling Expenses
Beban Umum dan Administrasi (163.155) (156.512) (6.643) 4 General and Administrative Expenses
Penghasilan Bunga 17.374 13.971 3.403 24 Interest Income
Beban Keuangan (83.086) (80.028) (3.058) 4 Financial Costs
Lain-lain – Neto 16.501 15.019 1.482 10 Others – Net

Increase (Decrease)
2021 2020 Persentase Integrated Upstream Oil and Gas
Jasa Hulu Migas Terintegrasi Selisih
Percentage Services
Difference
(%)
(1) (2) (3=1-2) (3:2)
Laba sebelum Pajak Final dan Pajak (215.539) (42.875) (172.664) 403 Profit Before Final Tax and Income Tax
Penghasilan
Beban Pajak Final (17.099) (24.565) 7.466 (30) Final Tax Expense
Laba sebelum Pajak Penghasilan (232.638) (67.440) (165.198) 245 Profit before Income Tax
Beban Pajak Penghasilan (7.598) 12.044 (19.642) (163) Income Tax Expense
Laba Tahun Berjalan (240.236) (55.396) (184.840) 334 Current Year Profit
Penghasilan Komprehensif Lain 3.072 3.963 (891) (22) Other Comprehensive Income
Total Laba Komprehensif Tahun Berjalan (237.164) (51.433) (185.731) 361 Total Comprehensive Income for the
Year
Informasi-informasi Lain Other Information
Total Aset 5.931.004 4.907.865 1.023.139 21 Total Assets
Total Liabilitas 2.117.818 2.371.866 (254.048) (11) Total Liability
Ekuitas – Neto 3.813.186 2.536.000 1.277.186 50 Equity – Net
Penyusutan dan Amortisasi 311.683 309.572 2.111 1 Depreciation and Amortization
Penambahan Aset Tetap 194.693 230.834 (36.141) (16) Addition to Fixed Assets
KEGIATAN OPERASI SEGMEN JASA PENUNJANG OPERATIONAL ACTIVITIES FOR OIL AND GAS
MIGAS SUPPORTING SERVICES
PT Sigma Cipta Utama (SCU) PT Sigma Cipta Utama (SCU)

PT Sigma Cipta Utama sebagai perusahaan penyedia jasa bidang PT Sigma Cipta Utama as a service provider company in the field of
pengelolaan data mempunyai peluang pasar yang masih terbuka luas data management possesses market opportunities that are still highly
untuk berkembang. Untuk dapat menjadi perusahaan penyedia jasa open for development. To become a reliable data management service
pengelolaan data yang andal, seperti yang tertuang dalam visi dan misi, provider company, as stated in its vision and mission, the Company must
maka perusahaan harus memiliki keunggulan daya saing atas produk have a competitive advantage over the products and services offered
dan jasa yang ditawarkan ke pasar, termasuk dalam merencanakan to the market, including in planning a targeted and effective prospect
strategi pengembangan prospek yang terarah dan efektif. development strategy.
Proses Usaha Manajemen Data Data Management Business Process

Dalam konteks penunjang industri migas, Perseroan memegang peranan In the context of supporting the oil and gas industry, the Company plays
penting dalam pengelolaan dan pelestarian hasil ekplorasi dan produksi an important role in the management and preservation of the results of
sumur-sumur perminyakan dan gas bumi. Bahkan data-data lama yang exploration and production of oil and gas wells. Even old data recorded in
terekam ke dalam bentuk dokumen kertas, dapat ditransfer ke dalam the form of paper documents can be transferred into digital form so that
bentuk digital sehingga dapat diolah kembali, karena salah satu produk they can be reprocessed, since one of the Company’s service products
jasa Perseroan dari kegiatan usaha ini adalah jasa pemindaian dokumen. from this business activity includes document scanning services. The
Perseroan juga memiliki kemampuan dan fasilitas untuk melakukan Company also has the capability and facilities to perform maintenance,
pemeliharaan, pelestarian, dan identifikasi kembali Geological Sample. preservation and re-identification of Geological Samples.
Perseroan juga berperan penting pada dunia Teknologi Informasi dan The Company also plays an important role in the area of Information
Komunikasi (Information Communication Technology) sektor industri Communication Technology within the oil and gas industry sector. Oil
migas. Kegiatan eksplorasi dan eksploitasi migas memerlukan sarana and gas exploration and exploitation activities require Information
Teknologi Informasi dan Komunikasi, baik untuk komunikasi personel, and Communication Technology facilities, both for personnel
komunikasi data, maupun pelacakan (tracking) aset dan personel, communication, data communication, as well as asset and personal
Radio Frequency Identification (RFiD). Di wilayah terpencil dan remote tracking, Radio Frequency Identification (RFiD). In remote areas and
area, komunikasi radio menjadi pilihan terbaik; dan Perseroan sanggup secluded areas, radio communication provides the best choice and
memberikan jasa penyediaan dan pelayanan komunikasi dengan the Company is able to provide communication services with radio
frekuensi gelombang radio (Radio Trunking, Broadband Communication, frequency (Radio Trunking, Broadband Communication, Wireless Data

Wireless Data Communication), jasa penyediaan perangkat IT dan Communication), IT equipment and automation services, sensors and
automation, sensor dan pelacak/tracking baik untuk aset maupun tracking for both assets and human/personnel, as well as building
human/personel, termasuk juga jasa membangun/kastemisasi perangkat services/Customization of software related to these needs (Control
lunak yang terkait dengan keperluan tersebut (Control Equipment Equipment Monitoring, Vessel Tracking Monitoring System, Fuel
Monitoring, Vessel Tracking Monitoring System, Fuel Monitoring, GPS Monitoring, GPS Tracking, Inventory and Tagging with RFID). In addition,
Tracking, Inventory, dan Tagging dengan RFID). Selain itu, SCU juga SCU also provides other ICT (Information Communication Technology)
memberikan jasa layanan Information Communication Technology (ICT) services including Data Center & Disaster Recovery Services, IT Solutions,
lainnya meliputi Data Center & Disaster Recovery Services, IT Solution, IT Service Management (ITSM), Knowledge Management System (KMS),
IT Service Management (ITSM), Knowledge Management System (KMS), HWU (Hydraulic Workover Unit) Monitoring System, Smart Buildings and
Hydroulic Workover Unit (HWU) Monitoring System, Smart Building, dan others.
sebagainya.
PROSES USAHA ICT

ICT Business Process
DEFINISI DESAIN PEMROGRAMAN UJI DELIVERY PEMELIHARAAN

KEBUTUHAN SISTEM Programming KELAYAKAN KEPADA Maintenance
PENGGUNA Design System Feasibility Test KONSUMEN
User Delivery to
Requirement Consumer
Definition
UMPAN BALIK
Feedback
PROSES USAHA AUTOMATION

Automation Business Process
Local Wellhead Control System
Wireless Telco
Network
Central Cotrol
GPRS/3G Room
UNO 1150GH Base Station
FPM-8151H DIN-rail PC
Industrial Stainless with 2 x LAN,
Monitor 3 x COM
ADAM-4117
8 ch Analog Input
GPRS Modem GPRS Modem
Oil FIeld Drilling Monitoring System
Voltage Regulator Current Sensor Total Automation System

Tahun 2020 SCU secara umum, terjadi peningkatan pertumbuhan In 2020, in general SCU recorded an increase in revenue growth of 38%
pendapatan SCU sebesar 38% dari Rp103,5 miliar tahun 2019 menjadi from Rp103.5 billion in 2019 to Rp143 billion in 2020. The warehouse/
Rp143 miliar tahun 2020. Bisnis warehouse/jasa pengelolaan data fisik physical data management service business experienced an increase
mengalami peningkatan pendapatan dari tahun 2019 sebesar Rp70,2 in revenue from 2019 of Rp70.2 billion to Rp79.2 billion in 2020. Such
miliar menjadi Rp79,2 miliar tahun 2020. Penambahan pendapatan ini increase in revenue is mostly noted in the Services sub business, Archive
banyak terjadi di sub bisnis Jasa Pengolahan Sistem Management Arsip, Management System Processing, Media Transfer and Document Addition
Alih Media dan Pertambahan atau Pertumbuhan Dokumen, General or Growth, General Warehousing, and supported by the Pertamina
Warehousing, serta di tunjang oleh adanya Sinergy Pertamina Grup. Group Synergy. Likewise, the ICT business experienced an increase in
Begitu juga halnya dengan bisnis ICT mengalami kenaikan pendapatan revenue from Rp33.2 billion in 2019 to Rp54 billion in 2020, with major
dari Rp33,2 miliar pada tahun 2019 menjadi Rp54 miliar pada tahun addition of income from IT & Automation sub-business, and with the
2020, penambahan pendapatan banyak terjadi pada sub bisnis IT & addition of contributions from the Geo Data and Geo IT Business Units
Automation. Serta dengan adanya penambahan kontribusi dari Business which just joined the SCU (merger), it represents an added value to
Unit Geo Data dan Geo IT yang baru bergabung masuk ke SCU (merger) increase SCU revenue in 2020. Geo-Data Business generated revenue
menjadi nilai tambah untuk peningkatan pendapatan revenue SCU di amounting to Rp4.5 billion and Geo-IT Rp5.3 billion in 2020.
tahun 2020. Di mana Bisnis Geo-Data memiliki pendapatan sebesar
Rp4,5 miliar dan Geo-IT sebesar Rp5,3 miliar tahun 2020.
Pada tahun 2021, pendapatan SCU mengalami peningkatan yang cukup In 2021, SCU’s revenue experienced a significant increase compared to
signifikan dibanding tahun sebelumnya yaitu mencatat Rp273 miliar prior year, which amounted to Rp273 billion (2020 revenue of Rp206
(pendapatan tahun 2020 senilai Rp206 miliar) atau naik 33% terhadap billion) or an increase of 33% compared to 2020.
tahun 2020.
Pencapaian ini ditopang oleh 4 Strategic Business Unit (SBU) yang secara Such achievement is supported by 4 Strategic Business Units (SBU)
kontinyu memberikan kontribusi maksimalnya. Adapun kontribusi which continuously provide their maximum contribution. The revenue
pendapatan masing-masing SBU pada Bisnis Unit Warehouse sebesar contribution of each SBU to the Warehouse Business Unit is Rp77
Rp77 miliar, ICT sebesar Rp87 miliar, Geodata sebesar Rp74 miliar, IMS billion, ICT is Rp87 billion, Geodata is Rp74 billion, IMS (Information
(Information Management Solution: penamaan baru untuk SBU GeoIT) Management Solution which is the new name for SBU GeoIT) is Rp36
sebesar Rp36 miliar. Hampir semua SBU mencatatkan pertumbuhan billion. Almost all SBUs recorded very good growth due to the increase
yang sangat baik karena peningkatan jumlah proyek dan kapasitas in the number of projects and service capacity which continued to
layanan yang terus mengalami pertumbuhan yang positif. experience positive growth.
KONTRIBUSI PENDAPATAN PER BISNIS UNIT

Revenue Contribution per Unit Business
13%
28%
27%
Warehouse
ICT
GeoData
32% IMS

Okupansi produksi jasa layanan warehouse adalah sebagai berikut: Warehouse service production occupancy is as follows:
Pengelolaan Data Fisik Kapasitas | Capacity Okupansi | Occupancy

Satuan Unit
Physical Data Management 2021 2020 2021 2020
Tape Storage M2 414 1.361 414 1.361
Reel 210.000 293.998 151.846 293.998
Catridge Room M2 427 132 427 132
Catridge 340.154 189.642 330.154 189.642
Document Storage M2 6.530 18.950 6.530 18.950
Box 484.190 341.104 434.236 341.104
Core Storage M2 1.797 4.498 1.797 4.498
Box 98.965 98.965 98.965 98.965
General Storage M3 38.843 21.529 28.330 21.529
M2 15.837 2.500 11.878 2.500
Volume penjualan jasa pengelolaan alih media (remastering) pada jasa The sales volume of media transfer management services (remastering)
layanan warehouse adalah sebagai berikut: in Warehouse services are as follows:
Warehouse Volume Penjualan

Alih Media (Data Remastering) Satuan Unit
2021 2020
Scanner Sheet 5.200.000 9.040.137
Tape Magnetic Drive Reel 12.300 34.387
Kapasitas Jasa layanan Information Communication Technology (ICT) The capacity of Information Communication Technology (ICT) services
adalah sebagai berikut: is as follows:
ICT Kapasitas
Radio Trunking & IT Solution Satuan Unit
2021 2020
Radio Telecommunication Unit 3.098 1.848
Vessel Tracking Management System Vessel 95 49
GPS Unit 505 1.366
PT Elnusa Fabrikasi dan Konstruksi (EFK) PT Elnusa Fabrication and Construction (EFK)
Perseroan melalui anak perusahaan PT Elnusa Fabrikasi dan Konstruksi The Company through its subsidiary PT Elnusa Fabrication and
(EFK) melakukan kegiatan usaha sebagai berikut: Construction (EFK) conducts the following business activities:
1. Fabrikasi dan pengadaan peralatan migas. 1. Manufacturing and procurement of oil and gas equipment.
2. Niaga OCTG sebagai penyedia pipa OCTG selaku pabrikan (trading). 2. Niaga OCTG as a provider of OCTG pipes as a manufacturer (trading).
3. Penguliran pipa OCTG (threading). 3. OCTG pipe threading (threading).
4. Jasa konstruksi besar (EPC). 4. Major construction services (EPC).
5. Jasa perbaikan peralatan pigas (maintenance services) 5. Oil and gas equipment repair services (maintenance services).
6. Layanan jasa desain, engineering, pengawasan, dan pelaksanaan 6. Design, engineering, supervision, and construction services.
konstruksi.

Proses kegiatan usaha jasa OCTG dapat digambarkan sebagai berikut: OCTG service business activities can be described as follows:
IMPOR PIPA CASING PROSES PENGULIRAN PENJUALAN

OCTG Threading Process (PERDAGANGAN PIPA)
Import OCTG Casing Pipe Trading
Pipe
Pencapaian revenue tahun 2021 mengalami peningkatan yang sangat Revenue in 2021 experienced a very significant increase of 24% from
signifikan sebesar 24% dari tahun 2020. Kenaikan revenue yang 2020. The significant increase in revenue was due to several projects
signifikan dikarenakan beberapa proyek pada unit bisnis OCTG dan unit in the OCTG business unit and the Fabrication & Construction business
bisnis Fabrikasi & Konstruksi. unit.
Dari sisi produksi jasa ulir, perbandingan kinerja operasi tahun 2021 dan For the production of threading services, the comparison of operating
2020 dapat disajikan sebagai berikut: performance in 2021 and 2020 is presented as follows:
PRODUKSI JASA ULIR

Threading Service Production
Jenis Pekerjaan Satuan Produksi | Production
Type of Work Unit 2021 2020
Threading OCTG MT 3.681 2.889
Trading OCTG MT 2.369 2.323
PT Patra Nusa Data (PND) PT Patra Nusa Data (PND)

PND sebagai partner utama dari Pertamina Upstream Data Center PND serves as the main partner of Pertamina Upstream Data Center
(PUDC) - UTC dalam mengelola data Migas milik negara dengan cakupan (PUDC) - UTC in managing state-owned oil and gas data whose scope of
lingkup kerja yaitu mengumpulkan, mengelola, menyimpan dan work includes collecting, managing, storing and socializing data related
memasyarakatkan data terkait wilayah kerja migas. to oil and gas working areas.
Merujuk kepada berakhirnya kontrak pengelolaan data Migas antara By referring to the expiry of the oil and gas data management contract
Pusdatin ESDM dan PND yang berakhir pada Maret 2018, terjadi between the ESDM Center for Data Management and PND which ended
perubahan pola bisnis yang cukup mendasar, semula perusahaan in March 2018, the Company noted a fairly basic change in its business
mendapatkan pendapatan dari lisensi data, namun sejak kontrak model. Initially the Company received revenue from data licenses;
pengelolaan data beralih ke Pertamina Upstream Data Center (PUDC) however, since the data management contract has shifted to Pertamina
- UTC maka pendapatan perusahaan menjadi fixed income berdasarkan Upstream Data Center (PUDC) - UTC, the Company’s income has now
kontrak services dengan Pertamina Upstream Data Center (PUDC) - UTC. become fixed income based on the services contract with Pertamina
Upstream Data Center (PUDC) - UTC.
Jasa yang disediakan PND secara garis besar dikelompokkan ke dalam The services provided by PND are broadly categorized into two service
dua kategori jasa: categories:
1. Jasa Geo Data sebagai partner utama dari Pertamina Upstream 1. Geo Data Services as the main partner of Pertamina Upstream
Data Center (PUDC) - UTC untuk melakukan pengelolaan data migas Data Center (PUDC) - UTC to manage oil and gas data and socialize
dan pemasyarakatan data baik migas konvensional maupun non data both conventional and non-conventional oil and gas (Coal Bed
konvensional (Coal Bed Methane-CBM dan Shale Gas). Methane-CBM and Shale Gas).
2. Jasa Geo IT yang meliputi IT Data Management untuk solusi 2. Geo IT services which include IT Data Management for subsurface
Pengelolaan Data subsurface berupa data Fisik, Alih Media (scan, Data Management solutions in the form of Physical data, Media
digitasi, vektorisasi, re-drawing, re-mapping) dan Penataan Data Transfer (scan, digitization, vectorization, re-drawing, re-mapping)
Digital (dengan menggunakan perangkat lunak utama INAMETA and Digital Data Arrangement (using the main software INAMETA
Plus/Enterprise dan INAMETA Platinum). Plus/Enterprise and INAMETA Platinum).

REALISASI PRODUKSI
Table of Production Realization
Jenis Pekerjaan
Unit 2021 2020
Type of work
Data Collecting (kumulatif) Seismic 2D (Post Stack) Line 50.696 44.263
Data Collecting (cumulative) Seismic 2D (Field Data) Line 20.702 20.611
Seismic 3D Area 125 111
Well Well 17.029 14.085
Data Remastering (kumulatif) Seismic Vektorisasi Sheet – 57.905
Data Remastering (cumulative) Master Log Well – 2.882
GGR Report 12.527 12.297
Map Sheet 38.072 37.940
Supporting Document 2.497 2.002
Prospect Evaluation & Data Post Stack Km – 958.798
Enhancement (kumulatif) Pre Stack Km – 117.547
Prospect Evaluation & Data
Enhancement (cumulative) 3D Repro Km2 – 2.521
Product Development Pengembangan Advance Well Data Persen | Percent 95 85

Management | Advance Well Data
Management Development
Catatan | Remarks:
• Jumlah Data Collecting, Data Remastering Prospect Evaluation & Data Enhancement, disajikan adalah kumulatif dari tahun ke tahun.
The amount of Data Collecting, Data Remastering Prospect Evaluation & Data Enhancement, presented is cumulative from year to year.
• Merujuk pada lingkup pengelolaan data antara PUDC dengan PND, maka kegiatan pekerjaan Prospect Evaluation, Study, dan Data Enhancement sudah tidak dilakukan.
Referring to the scope of data management between PUDC and PND, the Prospect Evaluation, Study, and Data Enhancement work activities have not been carried out.
• Pekerjaan Master Log tidak dilakukan lagi karena tidak termasuk dalam lingkup kontrak dengan Pertamina.
Master Log work is no longer carried out because it is not included in the scope of the contract with Pertamina.
• Prioritas pekerjaan Remastering adalah update Metadata untuk aplikasi MDT (Manajemen Data terintegrasi, milik PUDC), QC & Perbaikan Data untuk pelayanan, dan Input Data Remastering
Remastering work priority is Metadata update for MDT application (Integrated Data Management, owned by PUDC), QC & Data Repair for service, & Data Remastering Input.
Dari sisi pelayanan data kepada pelanggan, perbandingan kinerja In terms of data service to customers, the comparison of operating
operasi tahun 2020 dan 2021 untuk bisnis Geo Data dapat disajikan performance in 2020 and 2021 for the Geo Data business is presented
sebagai berikut: below:
Jenis Data
Unit 2021 2020
Type of Data
3D Poststack Data Files 95 195
3D Angle Stack Data Files 31 25
2D Poststack Data Files 34.980 9361
2D Angle Stack Data Files 3 1
Well Log Files 614 1594
Well Report Files 475 812
Report Files 341 316
2D Field Data Files 1.386 8047
2D Navigation Files 7.679 772
Velocity Files 148 8
Inversi Files – 1
Bundle All Data Files 14.216 93.322
Supp Doc Files 5.433 2140
Sample Well Bags 98 281

Volume produksi jasa Geo IT tahun 2021 dan 2020 dapat disajikan The production volume of Geo IT services in 2021 and 2020 is presented
sebagai berikut: as follows:
JenisPekerjaan Kapasitas/Volume
Unit
Type of Work 2021 2020
Layanan INAMETA Plus Proyek | Project 1 2
Layanan INAMETA Platinum Lisensi | License 1* 1*
Layanan Pay per Use/Olivia Klien | Client 1* 1*
Technical Oil & Gas Data Management Services Proyek | Project 1 1
Advance Well Data Management Solution Proyek | Project 1 1
Data Governance for Upstream Data Proyek | Project 1 1
Digital Data Warehouse for Corporate Dashboard Proyek | Project 1 1
* as a government support (SKK Migas)
as a government support (SKK Migas)
PT Elnusa Trans Samudera PT Elnusa Trans Samudera

PT Elnusa Trans Samudera (ETSA) adalah entitas anak perusahaan yang PT Elnusa Trans Samudera (ETSA) is a subsidiary that provides Marine
menyediakan Jasa Marine Support yang didirikan pada 8 November Support Services which was established on November 8, 2013.
2013. Saat ini ETSA memberikan jasa pendukung operasional bagi Currently ETSA provides operational support services for the activities of
kegiatan perusahaan yang bergerak di bidang energi lepas pantai companies engaged in offshore energy, including oil and gas companies
termasuk di dalamnya adalah perusahaan-perusahaan di bidang minyak and also companies not engaged in oil and gas business.
dan gas maupun perusahaan di luar minyak dan gas.
JASA PENYEWAAN KAPAL JASA PENYEWAAN KAPAL

JASA PENYEWAAN KAPAL JASA SUBSEA DAN
OPERASIONAL LAPANGAN OPERASIONAL BISNIS LAIN
SEISMIK SURVEI INFRASTRUKTUR MARINE
MINYAK Jasa Penyewaan Kapal Seismik SELAIN MIGAS SURVEI Jasa Subsea dan Infrastruktur
Jasa Penyewaan Kapal Operasional Jasa Penyewaan Kapal Operasional
Survei Marine
Lapangan minyak Bisnis Lain Selain Migas Survei
Sebagai penunjang jasa tersebut, Perseroan memiliki 10 unit kapal yang To support these services, the Company maintains 10 units of ships,
terdiri dari 1 unit Landing Craft Tank (LCT), 5 unit Work Barge (WB), 2 which consist of 1 unit of Landing Craft Tank (LCT), 5 units of Work Barge
unit Accomodation Work Barges (AWB), 1 unit kapal dredging barge dan (WB), 2 units of Accommodation Work Barges (AWB), 1 unit of dredging
1 unit kapal survei seismik yang kemudian diberi nama MV Elsa Regent. barge and 1 unit of ship seismic survey which was later named MV Elsa
Regent.
Revenue ETSA tahun 2021 sebesar Rp401 miliar atau turun sebesar 41% ETSA revenue in 2021 is amounting to Rp401 billion or decreased by
dibanding tahun 2020 sebesar Rp281 miliar. Hal ini disebabkan karena 41% compared to Rp281 billion in 2020. This is due to reduced seismic
berkurangnya aktivitas seismik sehingga utilisasi Jasa penyewaan kapal activity resulting to non-optimal utilization of survey seismic vessel
seismik survei tidak otimal, walaupun di sisi lain adanya aktivitas pada rental services, regardless of activities in dredging and support vessels
dredging dan support vessel for non aset based. for non-asset based activities.
Dengan didapatkannya Sertifikat Surat Izin Pengerukan dan Reklamasi By obtaining the Dredging and Reclamation Permit Certificate (SIUPR)
(SIUPR) tahun 2020, ETSA melakukan pengembangan bisnisnya dan in 2020, ETSA has developed its business and obtained 2 dredging
mendapatkan 2 proyek pekerjaan dredging di wilayah Delta Mahakam. work projects in the Delta Mahakam area. In addition, ETSA is also
Selain itu ETSA juga semakin memantapkan bisnisnya di Accommodation strengthening its business in Accommodation Work Barge by obtaining 2
Work Barge dengan mendapatkan 2 proyek baru untuk Accommodation new Projects for Accommodation Work Barge Offshore. ETSA also plays a
Work Barge Offshore. ETSA juga berperan di pasar jasa marine offshore role in the marine offshore services market and marine infrastructure for

dan marine infrastruktur bisnis hulu migas seperti refurbishment single the Upstream Oil and Gas business such as the refurbishment of Single
point mooring. Di penghujung tahun 2021, ETSA juga mendapatkan Point Mooring. At the end of 2021, ETSA also created a new portfolio of
portofolio baru berupa pengalaman pekerjaan di bidang saturation work experience in the field of saturation diving. The development of
diving. Pengembangan ETSA ke depannya akan ikut bersaing di pasar ETSA in the future will compete in the marine offshore services market
jasa marine offshore dan industri hilir yang lain, seperti supply vessel, and other downstream industries, such as supply vessels, self propellers
self propeler and oil barge (SPOB). and oil barges (SPOB).
Berikut disampaikan kinerja keuangan dan profitabilitas segmen Jasa The following describes the financial performance and profitability of
Penunjang Migas. the Oil and Gas Supporting Services segment.
KINERJA KEUANGAN DAN PROFITABILITAS SEGMEN JASA PENUNJANG MIGAS

Financial Performance and Profitability of Oil and Gas Supporting Services
Segment
Increase (Decrease)
Jasa Penunjang Migas Selisih Oil and Gas Supporting Services
Percentage
Difference
(%)
(1) (2) (3=1-2) (3:2)

Pendapatan 1.285.491 1.409.031 (123.540) (9) Revenue
Pendapatan Eksternal 921.173 585.434 335.739 57 External Revenue
Pendapatan Antarsegmen 364.318 823.597 (459.279) (56) Intersegment Revenue
Beban Pokok Pendapatan (1.105.660) (1.205.987) 100.327 (8) Cost of Revenue
Laba Kotor 179.831 203.044 (23.213) (11) Gross Profit
Beban Penjualan (441) (76) (365) 480 Selling Expenses
Beban Umum dan Administrasi (76.808) (70.861) (5.947) 8 General and Administrative Expenses
Penghasilan Bunga 9.028 8.684 344 4 Interest Income
Beban Keuangan (8.007) (4.496) (3.511) 78 Financial Costs
Lain-lain - Neto (10.554) 4.120 (14.674) (356) Others - Net
Laba sebelum Pajak Final dan Pajak 93.049 140.415 (47.366) (34) Profit before Final Tax and Income Tax
Penghasilan
Beban Pajak Final (6.139) (8.720) 2.581 (30) Final Tax Expense
Laba sebelum Pajak Penghasilan 86.910 131.695 (44.785) (34) Profit before Income Tax
Beban Pajak Penghasilan (12.186) (44.254) 32.068 (72) Income Tax Expense
Laba Tahun Berjalan 74.724 87.441 (12.717) (15) Current Year Profit
Penghasilan Komprehensif Lain 132 (325) 457 (141) Other Comprehensive Income
Total Laba Komprehensif Tahun Berjalan 74.856 87.116 (12.260) (14) Total Comprehensive Income for the Year
Total Aset 1.366.289 1.220.049 146.240 12 Total Assets

Total Liabilitas 504.846 374.255 130.591 35 Total Liability
Ekuitas - Neto 861.442 845.794 15.648 2 Equity - Net
Penyusutan dan Amortisasi 87.384 97.702 10.318 (11) Depreciation and Amortization
Penambahan Aset Tetap 33.792 51.691 (17.899) (35) Addition to Fixed Assets

Tinjauan Keuangan
Financial Review
STANDAR PENYAJIAN INFORMASI DAN INFORMATION REPORTING STANDARDS AND

KESESUAIAN TERHADAP STANDAR AKUNTANSI COMPLIANCE WITH FINANCIAL ACCOUNTING
KEUANGAN STANDARDS
Analisa dan pembahasan kinerja keuangan pada laporan tahunan ini The analysis and discussion of financial performance in this annual
mengacu pada Laporan Keuangan untuk tahun-tahun yang berakhir report refers to the Financial Statements for the years ended December
pada 31 Desember 2021 dan 31 Desember 2020 yang telah di audit oleh 31, 2021 and December 31, 2020 which have been audited by
Kantor Akuntan Publik Purwantono, Sungkoro & Surja (EY) yang dalam Purwantono, Sungkoro & Surja (EY) Public Accounting Firm in its audit
laporan No. 00119/2.1032.AU.1/02/0697-1/1/II/2022 dengan pendapat report No. 00119/2.1032.AU.1/02/0697-1/1/II/2022 with the opinion
bahwa laporan keuangan konsolidasian Elnusa menyajikan secara wajar that Elnusa’s consolidated financial statements present fairly in all
dalam semua hal yang material, sesuai dengan Standar Akuntansi material respects, in accordance with Indonesian Financial Accounting
Keuangan (“SAK”) di Indonesia, yang mencakup Pernyataan Standar Standards (“SAK”), which includes Statements of Accounting Standards
Akuntansi Keuangan (“PSAK”) dan Interpretasi Standar Akuntansi Financial Accounting Standards (“PSAK”) and Interpretation of Financial
Keuangan (“ISAK”) yang dikeluarkan oleh Dewan Standar Akuntansi Accounting Standards (“ISAK”) issued by the Financial Accounting
Keuangan Ikatan Akuntan Indonesia, serta Peraturan Otoritas Jasa Standards Board of the Indonesian Institute of Accountants, as well
Keuangan (OJK) No. 29/POJK.04/2016 tentang Laporan Tahunan Emiten as Financial Services Authority (OJK) Regulation No. 29/POJK.04/2016
atau Perusahaan Publik. concerning the Annual Report of Issuers or Public Companies.
POSISI KEUANGAN KONSOLIDASIAN

CONSOLIDATED FINANCIAL POSITION
Increase (Decrease)
Uraian Selisih Description
Percentage
Difference
(%)
(1) (2) (3=1-2) (3:2)
ASET ASSETS
Aset Lancar 4.446.784 4.217.325 229.459 5 Current Assets
Aset Tidak Lancar 2.788.073 3.345.497 (557.424) (17) Non-Current Assets
Jumlah Aset 7.234.857 7.562.822 (327.965) (4) Total Assets
LIABILITAS LIABILITIES
Liabilitas Jangka Pendek 2.561.234 2.573.467 (12.233) 0 Short-term Liabilities
Liabilitas Jangka Panjang 895.489 1.248.409 (352.920) (28) Long-term Liabilities
Jumlah Liabilitas 3.456.723 3.821.876 (365.153) (10) Total Liabilities
Utang Berbunga 333.197 739.326 (406.129) (55) Interest-Bearing Debt
EKUITAS 3.778.134 3.740.946 37.188 1 EQUITY
Modal Kerja - Neto 1.885.550 1.643.858 241.692 15 Working Capital - Net
Per 31 Desember 2021, Total Aset Perseroan mengalami penurunan 4% dibanding tahun sebelumnya,
dan Total Liabilitas turun sebesar 10% dan Ekuitas mengalami kenaikan 1%.
As of December 31, 2021, the Company’s Total Assets have decreased by 4% compared to prior year,
and Total Liabilities decreased by 10% and Equity increased 1%.

ASET ASSETS
Penurunan aset sebesar 4% didorong dari adanya penurunan pada aset The decline in Assets by 4% was driven by a decrease in right-of-use
hak guna, dikarenakan adanya pertumbuhan fixed asset dan aset hak assets, due to the relatively insignificant growth in fixed assets and right-
guna yang relatif tidak signifikan yang didorong dari program selective of-use assets due to the selective investment program while waiting for
investment karena menunggu kepastian market dan dimulainya market certainty and commencement of work.
pekerjaan.
ASET LANCAR
Current Assets
Increase (Decrease)
Percentage
Difference
(%)
(1) (2) (3=1-2) (3:2)
Kas dan Setara Kas 1.144.769 1.231.867 (87.098) (7) Cash and Cash Equivalents
Piutang Usaha – Neto 2.287.925 2.150.154 137.771 6 Accounts Receivable – Net
Aset Keuangan Lancar Lainnya – Neto 64.791 48.327 16.464 34 Other Current Financial Assets – Net
Persediaan – Neto 322.656 273.488 49.168 18 Inventory – Net
Uang Muka 80.994 56.988 24.006 42 Advance Payment
Pajak Dibayar di Muka 525.112 429.502 95.610 22 Prepaid Taxes
Beban Dibayar di Muka 20.537 26.999 (6.462) (24) Prepaid Expenses
Jumlah Aset Lancar 4.446.784 4.217.325 229.459 5 Total Current Assets
Kenaikan sebesar 5% atau Rp229,4 miliar, didominasi dari kenaikan The increase of 5% or Rp229.4 billion Rupiah was dominated by the
piutang usaha, hal ini didorong dengan peningkatan revenue dibanding increase in trade receivables driven by an increase in revenue compared
tahun lalu. to prior year.
KAS DAN SETARA KAS

Cash and Cash Equivalents
Increase (Decrease)
Percentage
Difference
(%)
(1) (2) (3=1-2) (3:2)
Kas 1.341 1.958 (617) (32) Cash

Bank   Bank
Rupiah 876.449 583.564 292.885 50 Rupiah
Dolar Amerika Serikat 210.978 241.345 (30.367) (13) United States Dollar
Dolar Singapura Singapore Dollar
Jumlah Kas pada Bank 1.087.427 824.909 262.518 32 Total Cash in Bank
Call Deposit dan Deposito Berjangka Call Deposits and Time Deposits
Rupiah 56.000 405.000 (349.000) (86) Rupiah
Jumlah Call Deposit dan Deposito 56.000 405.000 (349.000) (86) Total Call Deposits and Time Deposits
Berjangka
Jumlah Kas dan Setara Kas 1.144.768 1.231.867 (87.099) (7) Total Cash and Cash Equivalents

PIUTANG USAHA
Account Receivable
Increase (Decrease)
Percentage
Difference
(%)
(1) (2) (3=1-2) (3:2)
Difakturkan 727.554 560.722 166.832 30 Billed

Belum Difakturkan 1.749.810 1.757.071 (7.261) 0 Unbilled
Jumlah Piutang Usaha 2.477.364 2.317.793 159.571 7 Total Trade Receivables
Cadangan Kerugian Penurunan Nilai (189.439) (167.639) (21.800) 13 Allowance for Impairment
Jumlah Piutang Usaha Neto 2.287.925 2.150.154 137.771 6 Total Accounts Receivable - Net
ASET TIDAK LANCAR

Non-current Assets
Increase (Decrease)
Percentage
Difference
(%)
(1) (2) (3=1-2) (3:2)
Aset Keuangan Tidak Lancar Lainnya 459.646 467.885 (8.239) (2) Other Non-Current Financial Assets
Pajak Dibayar di Muka – Bagian Tidak 168.238 465.961 (297.723) (64) Prepaid Taxes – Non-Current Portion
Lancar
Aset Pajak Tangguhan 112.660 117.631 (4.971) (4) Deferred Tax Assets
Penyertaan Saham - Neto 22.366 19.622 2.744 14 Share Subscription - Net
Uang Muka Bagian Tidak Lancar 34.641 12.031 22.610 188 Advances for Non-current Portion
Aset Tetap - Neto 1.811.518 1.811.979 (461) 0 Fixed Assets - Net
Aset Hak Guna - Neto 83.365 331.639 (248.274) (75) Right of Use Assets - Net
Aset Tak Berwujud 15.292 8.363 6.929 83 Intangible Assets
Properti Investasi - Neto 51.137 51.759 (622) (1) Investment Properties - Net
Aset Lain-Lain 29.210 58.627 (29.417) (50) Other Assets
Jumlah Aset Tidak Lancar 2.788.073 3.345.497 (557.424) (17) Total Non-current Assets
ASET TETAP
Fixed Assets
Increase (Decrease)
Percentage
Difference
(%)
(1) (2) (3=1-2) (3:2)
Tanah 263.488 259.491 3.997 2 Land

Bangunan, Prasarana, dan Instalasi 139.129 151.616 (12.487) (8) Building, Improvements and Installations
Mesin dan Peralatan 383.338 391.345 (8.007) (2) Machinery and Equipment
Perabotan dan Perlengkapan Kantor 15.348 6.093 9.255 152 Office Furniture, Fixtures, and Equipment
Alat Transportasi 218.275 236.166 (17.891) (8) Transportation
Konstruksi Baja 538.900 595.771 (56.871) (10) Steel Construction
Aset dalam Penyelesaian (Mesin dan 283.214 179.601 103.613 58 Construction in Progress (Machinery and
Peralatan) Equipment)
Provisi Penurunan Nilai (20.173) (8.104) (12.069) 149 Allowance for Impairment
Nilai Buku Neto 1.821.519 1.811.979 9.540 1 Net Book Value

Total aset tanggal 31 Desember 2021 tidak mengalami kenaikan dari Total assets as of December 31, 2021 displayed no increase from 2020
tahun 2020 hingga tahun 2021, hal di sesuai dengan strategi Perseoan to 2021. This is in accordance with the Company’s strategy to perform
untuk melakukan selective investment di mana realisasi investasi di selective investment where investment realization in 2021 is based on
tahun 2021 di dasari oleh kepastian market dan rencana operasional. market certainty and operational plans.
Penurunan sebesar 10% atau sebesar Rp365 miliar dari liabilitas di A decrease of 10% or Rp365 billion in liabilities is dominated by bank
dominasi dari atas pembayaran pinjaman bank yang dilakukan tahun loan payments made in 2021.
2021 ini.
LIABILITAS JANGKA PENDEK

Short-term liabilities
Increase (Decrease)
Percentage
Difference
(%)
(1) (2) (3=1-2) (3:2)
Pinjaman Bank Jangka Pendek 167.975 110.714 57.261 52 Short-term Bank Loans
Utang Usaha 656.771 685.105 (28.334) (4) Accounts Payable
Liabilitas Keuangan Lainnya – Jangka 70.322 100.648 (30.326) (30) Other Current Financial Liabilities
Pendek
Liabilitas Imbalan Kerja Jangka Pendek – 60.494 (60.494) (100) Short-term Employee Benefits Liabilities
Utang Pajak 62.784 26.876 35.908 134 Taxes Payable
Akrual 1.388.343 1.047.200 341.143 33 Accrual
Utang Jangka Panjang yang Jatuh tempo Long-term Loan Due Within One Year:
dalam waktu satu tahun:
Utang Bank 144.032 290.237 (146.205) (50) Bank Payable
Liabilitas Sewa 71.007 252.193 (181.186) (72) Lease Liability
Jumlah Liabilitas Jangka Pendek 2.561.234 2.573.467 (12.233) 0 Total Short-term Liabilities
Liabilitas jangka pendek pada tanggal 31 Desember 2021 relatif sama Short-term liabilities as of December 31, 2021 relatively remain constant
dibanding posisi pada tanggal yang sama tahun 2020, dikarenakan compared to the position on similar date in 2020, due to the insignificant
dengan adanya penurunan liabilitas sewa tidak signifikannya pembelian decrease in lease liabilities, the purchase of leased assets and the
aset sewa guna dan penambahan akrual biaya yang diiringi dari addition of cost accruals accompanied by an increase in sales.
peningkatan penjualan.
LIABILITAS JANGKA PANJANG

Long-Term Liabilities
Increase (Decrease)
Percentage
Difference
(%)
(1) (2) (3=1-2) (3:2)
Pendapatan yang Ditangguhakan – Bagian 69.550 80.250 (10.700) (13) Deferred Income – Non-current Portion
Tidak Lancar
Utang Jangka Panjang – Setelah Dikurangi Long-term Loan – Net of Current Portion
Bagian yang Jatuh Tempo dalam Waktu
Satu Tahun
Utang Bank 21.190 338.375 (317.185) (94) Bank Payable
Liabilitas Sewa 30.090 64.918 (34.828) (54) Lease Liability
Utang Sukuk 697.669 697.019 650 0 Sukuk Debt
Liabilitas Imbalan Kerja 76.990 67.847 9.143 13 Employee Benefits Liability
Jumlah Liabilitas Jangka Panjang 895.489 1.248.409 (352.920) (28) Long-term Liabilities

Liabilitas jangka Panjang pada tanggal 31 Desember 2021 turun 28% Long-term liabilities as of December 31, 2021 decreased by 28%
dibanding posisi pada tanggal yang sama tahun 2020, mayoritas di compared to the position on similar date in 2020, mostly due to the
sebabkan adanya pembayaran pinjaman jangka panjang. payment of long-term loans.
Pada tanggal 3 Agustus 2020, Perusahaan telah mendapatkan On August 3, 2020, the Company has received an effective statement
pernyataan efektif dari Otoritas Jasa Keuangan (OJK) atas penerbitan from the Financial Services Authority (OJK) for the issuance of Sustainable
Sukuk Ijarah Berkelanjutan I Elnusa Tahap I Tahun 2020 dengan sisa Sukuk Ijarah I Elnusa Phase I Year 2020 with the remaining Ijarah fee of
imbalan Ijarah sebesar Rp700 miliar Sukuk Ijarah ini diterbitkan tanpa Rp700 billion. This sukuk is offered scripless and is guaranteed with full
warkat dan dijamin dengan kesanggupan penuh (full commitment) dan commitment and is offered at 100% value of the remaining amount of
ditawarkan dengan nilai 100% dari jumlah sisa imbalan sukuk ijarah, the sukuk ijarah fee, with a period of 5 (five) years from the issuance
dengan jangka waktu 5 (lima) tahun sejak tanggal emisi. Cicilan imbalan date. The installment repayment of the sukuk is Rp63 billion, or the
sukuk Ijarah adalah sebesar Rp63 miliar, atau ekuivalen sebesar 9% equivalent of 9% per annum which will be paid every 3 (three) months
per tahun yang akan dibayarkan setiap 3 (tiga) bulan, dan jatuh tempo and will mature on August 11, 2025. Based on the latest rating report
tanggal 11 Agustus 2025. Berdasarkan laporan pemeringkatan terakhir published by PT Pefindo, the rating for the company’s sukuk is idAA-
yang dipublikasikan oleh PT Pefindo, peringkat sukuk Perusahaan adalah (sy) (double A minus sharia) and the Company’s rating is idAA-/stable
idAA-(sy) (double A minus syariah) dan peringkat Perusahaan adalah (double A minus; stable outlook).
idAA-/stable (double A minus; stable outlook).
Total dana yang diterima Perusahaan pada tanggal 11 Agustus 2020 The total proceeds received by the Company on August 11, 2020 from
dari hasil penerbitan perdana sukuk Ijarah Berkelanjutan I Elnusa Tahap the issuance of the Initial Sustainable Sukuk Ijarah I Elnusa Phase I Year
I Tahun 2020 adalah sebesar Rp700 miliar sesuai dengan perjanjian 2020 amounted to Rp700 billion. In accordance with the Company’s
Perusahaan dengan PT Bank Rakyat Indonesia (Persero) Tbk selaku agreement with PT Bank Rakyat Indonesia (Persero) Tbk as the trustee
wali amanat dan prospektus penawaran sukuk ijarah Perusahaan, dana and prospectus for offering the Company’s sukuk ijarah, the proceeds
tersebut akan digunakan untuk investasi dan modal kerja. will be utilized for investment and working capital.
Sukuk ini mensyaratkan Perusahaan untuk, memelihara rasio total The sukuk requires the Company to maintain the total ratio of interest-
utang berbunga terhadap ekuitas maksimal sebesar 3:1,5 kali, serta bearing loan to equity at 3:1.5 times, and a minimum EBITDA-to-interest
rasio EBITDA terhadap bunga pinjaman minimal sebesar 1,5: 1 kali. ratio of 1.5 times. As of December 31, 2021, the Company has complied
Pada tanggal 31 Desember 2021, Perusahaan telah memenuhi seluruh with all the requirements stipulated in the sukuk agreement.
pembatasan yang diatur dalam perjanjian sukuk.
STATUS PINJAMAN BANK PERSEROAN

The Company’s Bank Loan Status
Increase (Decrease)
Percentage
Difference
(%)
(1) (2) (3=1-2) (3:2)
PT Bank BNI (Persero) Tbk – 1.063 (1.063) (100) PT Bank BNI (Persero) Tbk
PT Bank UOB Indonesia 96.352 109.651 (13.299) (12) PT Bank UOB Indonesia
Pinjaman Sindikasi 164.734 628.612 (463.878) (73) Pinjaman Sindikasi
PT Bank ICBC Indonesia 35.157 – 35.157 – PT Bank ICBC Indonesia
PT Bank Mandiri (Persero) Tbk 36.467 – 36.467 – PT Bank Mandiri (Persero) Tbk
Jumlah 332.710 739.326 (406.616) (55) Jumlah
Untuk Pinjaman Sindikasi, pada tanggal 22 Februari 2018, Perusahaan For syndicated loans, on February 22, 2018, the Company and its
dan entitas anak (EPN dan ETSA) memperoleh fasilitas kredit sindikasi subsidiaries (EPN and ETSA) obtained syndicated credit facilities from
dari PT Bank Sumitomo Mitsui Indonesia, The Bank of Tokyo-Mitsubishi PT Bank Sumitomo Mitsui Indonesia, The Bank of Tokyo-Mitsubishi UFJ
UFJ Ltd, Cabang Jakarta, PT Bank ICBC Indonesia dan PT Bank UOB Ltd, Jakarta Branch, PT Bank ICBC Indonesia and PT Bank UOB Indonesia.
Indonesia.

Pada tanggal 14 September 2020 terdapat Perjanjian Transfer mengenai On September 14, 2020 the Company entered into a Transfer Agreement
pengalihan pinjaman dari MUFG Bank Ltd, Jakarta Branch (The Bank of regarding the transfer of loans from MUFG Bank Ltd, Jakarta Branch (The
Tokyo-Mitsubishi UFJ Ltd, Cabang Jakarta) kepada PT Bank Danamon Bank of Tokyo-Mitsubishi UFJ Ltd, Jakarta Branch) to PT Bank Danamon
Indonesia Tbk. Maka dari itu, Pinjaman Sindikasi saat ini diperoleh dari Indonesia Tbk. Accordingly, the Syndicated Loan is currently obtained
PT Bank BTPN Tbk (Bank Sumitomo Mitsui Indonesia), PT Bank Danamon from PT Bank BTPN Tbk (Bank Sumitomo Mitsui Indonesia), PT Bank
Indonesia Tbk, PT Bank ICBC Indonesia dan PT Bank UOB Indonesia, yang Danamon Indonesia Tbk, PT Bank ICBC Indonesia and PT Bank UOB
terbagi dalam 3 (tiga) tranche, yaitu: Indonesia, which are divided into 3 (three) tranches, namely:
• Tranche A dengan batas maksimum sebesar USD30.000.000 dan • Tranche A with a maximum limit of USD30,000,000 and will mature
akan jatuh tempo dalam waktu 60 (enam puluh) bulan sejak tanggal within 60 (sixty) months from the date of agreement. This loan will
perjanjian. Pinjaman ini akan dibayarkan melalui cicilan bulanan be paid in 48 (forty eight) monthly installments starting after 13
sebanyak 48 (empat puluh delapan) kali dimulai setelah 13 (tiga (thirteen) months from the date of this agreement.
belas) bulan sejak tanggal perjanjian ini.
• Tranche B1 dalam mata uang dolar AS dengan batas maksimum • Tranche B1 is denominated in US dollars with a maximum limit
sebesar USD25.000.000 dan akan jatuh tempo dalam waktu 60 of USD25,000,000 and will mature within 60 (sixty) months from
(enam puluh) bulan sejak tanggal perjanjian. Pinjaman ini akan the date of the agreement. This loan will be paid in 36 (thirty six)
dibayarkan melalui cicilan bulanan sebanyak 36 (tiga puluh enam) monthly installments starting after 25 (twenty five) months from
kali dimulai setelah 25 (dua puluh lima) bulan sejak tanggal the date of this agreement.
perjanjian ini.
• Tranche B2 dalam mata uang rupiah dengan batas maksimum • Tranche B2 denominated in rupiah with a maximum limit of
setara dengan USD25.000.000 dan akan jatuh tempo dalam waktu USD25,000,000 and will mature within 60 (sixty) months from the
60 (enam puluh) bulan sejak tanggal perjanjian. Pinjaman ini date of agreement. This loan will be paid in 36 (thirty six) monthly
akan dibayarkan melalui cicilan bulanan sebanyak 36 (tiga puluh installments starting after 25 (twenty five) months from the date of
enam) kali dimulai setelah 25 (dua puluh lima) bulan sejak tanggal this agreement.
perjanjian ini.
EPN dan ETSA memperoleh fasilitas Tranche B1 dan Tranche B2 EPN and ETSA obtained Tranche B1 and Tranche B2 facilities with
dengan batas maksimum masing-masing sebesar USD20.000.000 dan maximum limits of USD20,000,000 and USD8,000,000, respectively.
USD8.000.000. Fasilitas-fasilitas tersebut diberikan untuk keperluan These facilities are provided for investment purposes and bear interest
investasi dan dikenakan bunga sebesar 1,68% per tahun ditambah at 1.68% per annum plus LIBOR for loans denominated in US dollars and
LIBOR untuk pinjaman dalam mata uang dolar AS dan 2,85% per tahun 2.85% per annum plus JIBOR for loans denominated in rupiah. If the
ditambah JIBOR untuk pinjaman dalam mata uang rupiah. Dalam hal JIBOR is below 4.65%, then the JIBOR is considered to be 4.65%.
JIBOR di bawah 4,65%, maka JIBOR dianggap 4,65%.
KOMPOSISI PINJAMAN BANK DALAM MATA UANG ASLI

Composition of Bank Loans Based on the Currency
Increase (Decrease)
Percentage
Difference
(%)
(1) (2) (3=1-2) (3:2)
Rupiah 71.379 237.168 (165.789) (70) Rupiah

Dolar AS 263.426 505.492 (242.066) (48) US Dollars
Biaya Pinjaman yang Belum Diamortisasi (2.095) (3.334) 1.239 (37) Unamortized Borrowing Costs
Total Pinjaman Bank 332.710 739.326 (406.616) (55) Total Bank Loan

EKUITAS
EQUITY
Increase (Decrease)
Percentage
Difference
(%)
(1) (2) (3=1-2) (3:2)
Modal Saham Ditempatkan dan Disetor 729.850 729.850 – 0 Issued and Fully Paid-up Capital
Penuh 7.298.500.000 Saham 7,298,500.000 Shares
Tambahan Modal Disetor 435.691 435.691 – 0 Additional Paid-in Capital
Saldo Laba 2.659.237 2.625.222 34.015 1 Retained Earnings
Penghasilan Komprehensif Lain (48.253) (51.325) 3.072 (6) Other Comprehensive Income
Jumlah Ekuitas yang Diatribusikan kepada 3.776.525 3.739.438 37.087 1 Total Equity Attributable to Owners of the
Pemilik Entitas Induk Parent
Kepentingan Non-pengendali 1.609 1.508 101 7 Non-controlling Interests
Jumlah Ekuitas 3.778.134 3.740.946 37.188 1 Total Equity
Jumlah ekuitas yang diatribusikan kepada pemilik entitas induk tumbuh Total equity attributable to owners of the parent company grew by
sebesar Rp37,1 Juta atau 1% di atas posisi ekuitas tahun lalu, berasal dari Rp37.1 million or 1% above prior year’s equity, derived from profit
perolehan laba tahun berjalan sebesar Rp108 miliar dikurangi dividen for the year of Rp108 billion less dividends paid in 2021 amounting to
yang dibayarkan dalam tahun 2021 sebesar Rp74,7 miliar. Rp74.7 billion.
LAPORAN PERUBAHAN EKUITAS KONSOLIDASI

Consolidated Report on Changes in Equity
Tambahan Saldo Laba Tidak Penghasilan Kepentingan
Modal Modal Saldo Laba Dicadangkan Komprehensif Non Jumlah
Uraian Saham Disetor Dicadangkan Unappropriated Lain Jumlah Pengendali Ekuitas
Description Share Capital Additional Retained Retained Other Amount Non- Total Equity
Paid-in Earnings Earnings Comprehensive controlling
Capital Income interests
Saldo Balance per 729.850 431.422 55.033 1.052.477 (36.419) 2.232.363 27.246 2.259.609
01/01/2014
Balance as of 01/01/2014
31/12/2014
31/12/2015
31/12/2016
31/12/2017
31/12/2018
31/12/2019
31/12/2020
31/12/2021

LABA (RUGI) DAN PENGHASILAN KOMPREHENSIF LAIN

PROFIT (LOSS) AND OTHER COMPREHENSIVE INCOME
Increase (Decrease)
Percentage
Difference
(%)
(1) (2) (3=1-2) (3:2)
Pendapatan 8.136.563 7.726.945 409.618 5,3 Revenue

Beban Pokok Pendapatan (7.491.069) (6.984.472) (506.597) 7,3 Cost of Revenue
Laba Bruto 645.494 742.473 (96.979) (13,1) Gross Profit
Beban Usaha (330.266) (305.226) (25.040) 8,2 Operating Expenses
Laba Usaha 315.228 437.247 (122.019) (27,9) Operating Profit
EBITDA* 984.669 1.166.593 (179.841) (15,4) EBITDA*
Penghasilan Bunga 26.970 29.482 (2.512) (8,5) Interest Income
Pendapatan Lain-lain - Neto 9.895 46.481 (36.586) (78,7) Other Income - Net
Beban Keuangan*** (121.341) (132.200) 10.859 (8,2) Finance Costs***
Laba sebelum Pajak Final dan Pajak 230.752 381.010 (150.258) (39,4) Profit before Final Tax and Income Tax
Penghasilan
Beban Pajak Final dan Pajak Penghasilan (121.900) (131.924) 10.024 (7,6) Final Tax Expense and Income Tax
Laba (Rugi) Tahun Berjalan 108.852 249.086 (140.234) (56,3) Profit (Loss) for the Year
Laba Komprehensif Tahun Berjalan 111.924 253.049 (141.125) (55,8) Comprehensive Income for the Year
Laba Tahun Berjalan yang Dapat 112 3 109 3633,3 Profit for the Year Attributable to Non-
Diatribusikan kepada Kepentingan Non Controlling Interests
Pengendali
Laba Tahun Berjalan yang Dapat 108.740 249.083 (140.343) (56,3) Profit for the Year Attributable to Owners
Diatribusikan kepada Pemilik Entitas Induk of the Parent
Laba Tahun Berjalan yang Dapat 110.466 248.142 (137.676) (55,5) Profit for the Year Attributable to Owners
Diatribusikan kepada Pemilik Entitas Induk of the Parent Excluding Gain (Loss) on
Tanpa Penjualan Aset Sales of Assets
Marjin Laba Bruto 8% 9,6% (0) (17,4) Gross Profit Margin
Marjin EBITDA 12% 15,1% (0) (19,7) EBITDA Margin
Marjin Laba Bersih** 1% 3,2% (0) (58,5) Net Profit Margin**
Marjin Laba Bersih Tanpa Penjualan Aset** 1,36% 3,21% (0) (57,7) Net Profit Margin Excluding Sales of
Assets**
*
EBITDA Perseroan dalam laporan ini dihitung dengan menambahkan laba usaha dengan beban amortisasi dan depresiasi, baik yang dicatat dalam beban pokok pendapatan maupun dalam beban
usaha Perseroan untuk tahun yang bersangkutan.
The Company’s EBITDA in this report is calculated by adding operating profit to amortization and depreciation expenses, both recorded in the cost of revenue and in the Company’s operating
expenses for the respective year.
**
Perhitungan marjin laba bersih yang tercantum dalam laporan ini menggunakan laba (rugi) yang diatribusikan kepada Pemilik Entitas Induk.
Calculation of net profit margin as stated in this report represents the profit (loss) attributable to Owners of the Parent Entity.
***
Beban keuangan yang tercantum dalam Laporan ini tanpa (rugi) selisih kurs atas pinjaman.
Sebagai tambahan informasi pada kinerja Laba Rugi dan Penghasilan Komprehensif lain yang telah disajikan pada tabel di atas, Perseroan juga mendistribusikan nilai ekonomi langsung berupa
dividen tahun buku 2020 yang dibagikan tahun 2021 senilai Rp74,7 miliar. Selain hal itu, Perseroan sebagai badan usaha tidak menerima bantuan dalam bentuk apapun dari Pemerintah.
Finance costs are reported forex loss differences on loans.
In addition to the information on the performance of Profit and Loss and other Comprehensive Income that has been presented in the table above, the Company also provides direct economic
value in the form of dividend payout for 2020 fiscal year distributed in 2021 amounting to Rp74.7 billion. In addition, the Company as a business entity received no assistance whatsoever in any
form from the Government.

PENDAPATAN
Income

Selisih
2021 Contribution 2020 Contribution Percentage
Uraian Difference Uraian
(%) (%) (%)
(1) (2) (3=1-2) (3:2)
Jasa Distribusi dan Logistik 4.744.166 53,0 3.786.529 44,0 957.637 25,3 Energy Distribution and
Jasa Penunjang Migas 1.206.627 11,0 1.409.031 8 ,0 (123.540) (8,8) Oil and Gas Support
Services
Rekonsiliasi (874.857) (1.229.549)   354.692 (28,8) Reconciliation
Jumlah Pendapatan 8.136.564 7.726.945 409.618 5,3 Total Income
KONTRIBUSI TERHADAP PENDAPATAN

Contribution to Revenue
7,6% 10,3%
2020 2021
48,2%
44,2%
37,2 %
52,5
%

Perseroan berhasil membukukan pendapatan sebesar Rp8,1 triliun naik The Company managed to record revenue of Rp8.1 trillion, increasing
5,3% atau Rp0,4 triliun pada tahun 2021. Jasa Distribusi dan Logistik by 5.3% or Rp0.4 trillion in 2021. Energy Distribution and Logistics
Energi mengalami peningkatan pendapatan sebesar Rp0,9 triliun atau Services experienced an increase in revenue by Rp0.9 trillion or 25.3%,
25,3%, dan Jasa Hulu Migas mengalami penurunan 18,6% yaitu sebesar and Upstream Oil and Gas Services decreased by 18.6% to Rp0.7 trillion,
Rp0,7 triliun, sedangkan Jasa Penunjang Migas mengalami penurunan while Oil and Gas Support Services decreased by Rp0.2 trillion or 14.,4%.
sebesar Rp0,2 triliun atau 14,4%.
Revenue PT Elnusa Petrofin (EPN) pada Desember 2021 sebesar Rp4,74 Revenue of PT Elnusa Petrofin (EPN) as of December 2021 amounted
triliun atau mengalami peningkatan 25,3% dari tahun lalu. Peningkatan to Rp4.74 trillion or an increase of 25.3% from prior year. This increase
tersebut didorong dari peningkatan permintaan bahan bakar minyak was driven by an increase in demand for fuel oil both from general
baik yang ada di masyarakat umum maupun dari industri seiring dengan public and from industry along with the lower scale of Large-Scale Social
berkurangnya pemberlakuan Pembatasan Sosial Berskala Besar (PPSBB) Restrictions (PPSBB) throughout the regions.
di seluruh wilayah.
Volume penjualan EPN di tahun 2021 rata-rata mengalami peningkatan The average sales volume of EPN in 2021 has increased in almost all
pada hampir semua unit bisnis, untuk Unit Bisnis Transportasi ada business units. For the Transportation Business Unit, the Company
peningkatan volume 11% dari tahun lalu serta Depo yang mengalami recorded an 11% increase in volume compared to prior year and Depots
peningkatan 10%. Peningkatan volume Depo terutama berasal dari experienced an increase of 10%. The increase in Depo volume is mainly
peningkatan volume DPPU (Aviasi) dari tahun lalu sebagai efek dari due to the increase in DPPU (Aviation) volume compared to prior year as
peningkatan aktivitas penerbangan, termasuk atas aktivitas dalam a result of increasing flight activities, including activities in managing the
pengelolaan Depo VHS dan Franco. VHS and Franco Depots.

Dari sisi trading, volume penjualan BBM Inmar di tahun 2021 masih In terms of trading, Inmar’s fuel sales volume in 2021 can still be
dapat dipertahankan bahkan ada peningkatan dibandingkan tahun lalu. maintained and the Company even noted an increase compared to prior
Hal ini merupakan salah satu strategi marketing yang diterapkan EPN year. This is one of the marketing strategies implemented by EPN by
dengan menawarkan harga jual yang kompetitif untuk meningkatkan offering competitive selling prices to increase sales volume in the midst
volume penjualan di tengah pandemi. Dengan peningkatan volume of a pandemic with the largest sales volume increase from Sulawesi area.
penjualan terbesar berasal dari area Sulawesi.
Jasa Hulu Migas dengan kontribusi pendapatannya sebesar 37,2%, Upstream Oil and Gas Services contributed 37.2% of revenue, supported
didukung sebagian besar dari Divisi Operasi GRS, OFS dan EOM yang mostly by the Operations Division of GRS, OFS and EOM which recorded
mencatatkan pendapatan sebesar Rp3,06 triliun. Penurunan pendapatan revenues of Rp3.06 trillion. The decrease in revenue represents -18.6%
sebesar -18,6% dari pencapaian tahun 2020, penurunan pendapatan compared to 2020. The decrease in revenue in GRS and EOM divisions
divisi GRS dan EOM disebabkan adanya penundaan kegiatan seismik is due to the delay in seismic activity which was originally planned to
yang awalnya direncanakan dilakukan tahun 2021 bergeser ke tahun be conducted in 2021 but shifted to the following year, in addition to
selanjutnya, selain itu adanya strategi selective prospect yang diadopsi the selective prospect strategy adopted in EOM business unit, whereby
dibisnis unit EOM, sehingga pemilihan atas pekerjaan didasari atas projects are selected based on the fulfillment of a more comprehensive
pemenuhan target margin yang lebih komprehensif. margin target.
Sementara itu pendapatan Jasa Penunjang mengalami penurunan Meanwhile, the revenue for Supporting Services decreased by 14.4%
pendapatan sebesar 14,4% dibandingkan tahun 2020. Penurunan compared to 2020. The decrease in revenue is mainly due to the
pendapatan terutama berasal dari penurunan pendapatan pada decreasing revenue from non-optimal utilization of Elsa Regent Ship due
penurunan utilisasi dari Kapal Elsa Regent yang tidak optimal karena to the shift in marine seismic activities in 2021.
bergesernya kegiatan seismik laut yang terjadi tahun 2021.
BEBAN POKOK PENDAPATAN

Cost of Revenue
Increase (Decrease)
Percentage
Difference
(%)
(1) (2) (3=1-2) (3:2)
Jasa Subkontraktor 1.629.472 1.798.095 (168.623) (9,4) Jasa Subkontraktor

Gaji, Upah, dan Kesejahteraan Karyawan 1.060.969 1.802.442 (741.473) (41,1) Salaries, Wages, and Employee Benefits
Sewa 462.025 544.748 (82.723) (15,2) Lease
Bahan Bakar 600.361 190.415 409.946 215,3 Gasoline
Penyusutan dan Amortisasi 324.358 723.183 (398.825) (55,1) Depreciation and Amortization
Bahan Pembantu yang Digunakan 373.776 355.057 18.719 5,3 Additional Materials Used
Biaya Lainnya 3.040.110 1.570.532 1.469.578 93,6 Other Costs
Total Beban Pokok Pendapatan 7.491.071 6.984.472 506.599 7,3 Total Cost of Revenue
Beban pokok pendapatan tahun 2021 naik 7,3% dibanding tahun 2020 The cost of revenue in 2021 increased by 7.3% compared to 2020,
lebih tinggi sejalan dengan peningkatan revenue. Untuk penurunan which was higher due to the increase in revenue. For the decreases in
biaya pada Jasa subkontraktor, gaji upah dan kesejahteraan karyawan, costs related to subcontractor services, wages and employee benefits,
sewa disebabkan karena penurunan aktivitas pada jasa hulu migas, and rent, they are due to decreasing activities in upstream oil and gas
dimana Adanya pergeseran prospek khususnya di seismik sehingga services, due to a shift in prospects particularly for seismic, resulting
biaya variable tersebut mengikuti aktivitas operasional yang berjalan di to variable costs which follow operational activities conducted in 2021.
tahun 2021. Untuk Kenaikan biaya bahan bakar dan biaya lainnya diiring For an increase in fuel costs and other costs, they are accompanied by
dengan peningkatan revenue pada segmen distribusi dan logistic energy increasing revenue in energy distribution and logistics, which is the cost
yang merupakan biaya bahan bakar untuk operasional mobil tanki pada of fuel for operating tank cars in the transportation business unit, the
unit bisnis transportasi, biaya bahan baku untuk penjualan BBM industri cost of raw materials for selling industrial fuel, and managing depots.
dan pengelolaan depo.

LABA BRUTO
Gross Profit
Increase (Decrease)
Percentage
Difference
(%)
(1) (2) (3=1-2) (3:2)
Jasa Distribusi dan Logistik Energi 470.390 377.663 92.727 24,6 Energy Distribution and Logistics Services
Jasa Hulu Migas Terintegrasi (2.416) 166.598 (169.014) (101,5) Integrated Upstream Oil and Gas Services
Jasa Penunjang Migas 179.831 203.044 (23.213) (11,4) Oil and Gas Support Services
Rekonsiliasi (2.311) (4.831) 2.520 (52,2) Reconciliation
Total Laba Bruto 645.494 742.474 (96.980) (13,06) Total Gross Profit
Dari kegiatan operasionalnya, Perseroan mencatat laba bruto sebesar From its operational activities, the Company recorded gross profit of
Rp645,4 miliar tahun 2021 atau mengalami penurunan sebesar 13% Rp645.4 billion in 2021, a decline of 13% from Rp96.9 billion recorded in
dibandingkan dengan tahun 2020 atas sebesar Rp96,9 miliar. Segmen 2020. The Upstream Oil & Gas Services segment experienced a decline in
Jasa Hulu Migas mengalami penurunan yang disebabkan aktivitas upstream oil & gas activities, especially in seismic works, which impacted
hulu migas khususnya pada pekerjaan seismik yang berdampak pada on profitability.
profitabilitas.
BEBAN USAHA
Operating Expenses
Increase (Decrease)
Percentage
Difference
(%)
(1) (2) (3=1-2) (3:2)
Beban Penjualan 3.346 2.744 602 22 Selling Expenses

Beban Umum dan Administrasi 326.920 302.482 24.438 8 General and Administrative Expenses
Total Beban Usaha 330.266 305.226 25.040 8 Total Operating Expenses
% Beban Usaha terhadap Penjualan 4 3,95 0,1 3 % of Operating Expenses to Sales
Beban usaha terdiri dari dua komponen utama, yaitu beban penjualan Operating expenses consist of two main components, namely selling
serta beban umum dan beban administrasi. Secara nominal, beban expenses, and general expenses and administrative expenses. In nominal
usaha konsolidasi mengalami penurunan 8% seiring dengan program terms, consolidated operating expenses decreased by 8% in line with the
efisiensi atas biaya overhead Perseroan. efficiency program for the Company’s overhead costs.

LABA SEBELUM BEBAN BUNGA, PAJAK, DEPRESIASI, DAN AMORTISASI (EBITDA)

Earnings before Interest, Tax, Depreciation, and Amortization (EBITDA)
Increase (Decrease)
Percentage
Difference
(%)
(1) (2) (3=1-2) (3:2)
Laba Operasional 315.228 437.247 (122.019) (28) Operating Profit

Beban Depresiasi 669.440 727.262 (57.822) (8) Depreciation Expenses
EBITDA 984.669 1.166.593 (179.841) (15) EBITDA
Persentase Depresiasi terhadap EBITDA 68,0% 62,5% (0) 9 Percentage of Depreciation to EBITDA
Persentase Laba Operasional terhadap 3,9% 5,7% (0) (32) Percentage of Operating Profit to Revenue
Pendapatan
Persentase EBITDA terhadap Pendapatan 12,1% 15,1% (0) (20) EBITDA Percentage to Revenue
EBITDA Perseroan turun sebesar 15% dari tahun 2020, hal ini disebabkan Company’s EBITDA decreased by 15% from 2020 due to delayed work
adanya penundaan pekerjaan di segmen jasa hulu migas. Di sisi lain, in the upstream oil and gas service. On the other hand, depreciation
beban depresiasi mengalami penurunan 8% sejalan dengan program expense decreased by 8% in line with the selective investment program
selective investment di mana rencana investasi didasari dari kepastian whereby investment plans are made based on market certainty and
market dan dimulainya pekerjaan atau operasional. Penurunan laba commencement of work or operations. The decline in operating profit
operasi dipicu dengan adanya penundaan kegiatan jasa hulu khususnya is triggered by a delay in upstream service activities, particularly in
di aktivitas seismik. seismic activity.
PENDAPATAN (BEBAN) LAIN-LAIN

Other Income (Expenses)
Increase (Decrease)
Percentage
Difference
(%)
(1) (2) (3=1-2) (3:2)
Laba (Rugi) Penjualan Aset Tetap (1.726) (1.521) (205) 13 Profit (Loss) on Sales of Fixed Assets
Penghasilan Bunga 26.968 29.482 (2.514) (9) Interest Income
Beban Bunga (113.473) (132.199) 18.726 (14) Interest Expense
Laba (Rugi) Selisih Kurs (10.526) 583 (11.109) (1.905) Profit (Loss) on Foreign Exchange
Lain-lain - Neto 14.281 47.417 (33.136) (70) Others - Net
Jumlah Pendapatan (Beban) Lain-lain (84.476) (56.238) (28.238) 50 Total Other Income (Expenses)
Pendapatan (Beban) Lain-lain terhadap (77,69%) (22,58%) (1) 244 Other Income (Expenses) to Net Profit
Laba Bersih
Pendapatan lain-lain tahun 2021 secara kumulatif masih mengalami Other cumulative income in 2021 still incurred loss amounting to Rp84.4
kerugian sebesar Rp84,4 miliar, lebih besar dibandingkan dengan tahun billion, higher than 2020. The largest component of these costs is
2020. Komponen terbesar dari biaya tersebut didominasi dari beban dominated by interest expense and foreign exchange gain (loss).
bunga dan laba (rugi) kurs.

LABA BERSIH DAN MARJIN LABA BERSIH
Net Profit and Net Profit Margin
Increase (Decrease)
Percentage
Difference
(%)
(1) (2) (3=1-2) (3:2)
Jasa Distribusi dan Logistik Energi 267.393 222.050 45.343 20,4 Energy Distribution and Logistics Services
Jasa Hulu Migas Terintegrasi (240.237) (82.230) (158.007) 192,2 Integrated Upstream Oil and Gas Services
Jasa Penunjang Migas 74.726 114.274 (39.548) (34,6) Oil and Gas Support Services
Rekonsiliasi 6.858 (5.011) 11.869 (236,9) Reconciliation
Jumlah Laba Bersih Tahun Berjalan 108.740 249.083 (140.343) (56,3) Total Net Profit for the Year
Net Profit Margin 1,3% 3,2% (2%) (58,5) Net profit margin
Laba bersih Perseroan mengalami penurunan sebesar 56% dari Rp249 The Company’s net profit decreased by 56% from Rp249 billion in 2020
miliar pada tahun 2020 menjadi Rp108 miliar pada tahun 2021. to Rp108 billion in 2021. The decrease in net profit is due to a decrease
Penurunan laba bersih ini disebabkan adanya penurunan aktivitas hulu in upstream oil and gas activities which had an impact on operational
migas yang berdampak pada kegiatan operasional yang ada dalam activities in the integrated upstream oil and gas service.
segmen jasa hulu migas terintegrasi.
ARUS KAS KONSOLIDASIAN CONSOLIDATED CASH FLOW

Saldo Kas dan Setara Kas akhir tahun 2021 tercatat sebesar Rp1,1 triliun, Cash and Cash Equivalents at the end of 2021 was recorded at Rp1.1
mengalami penurunan 7% dibandingkan tahun 2021 yang sebesar Rp1,2 trillion, a decrease of 7% compared to 2021 which was amounting to
triliun, tetapi mengalami kenaikan di aktivitas operasi, dan aktivitas Rp1.2 trillion, yet there was an increase in operating activities, and
pendanaan dibandingkan tahun lalu. financing activities compared to prior year.
Increase (Decrease)
Percentage
Difference
(%)
(1) (2) (3=1-2) (3:2)
Kas Neto yang Diperoleh dari Aktivitas 1.004.197 928.178 76.019 8 Net Cash from Operating Activities
Operasi
Kas Neto yang Digunakan dari Aktivitas (361.321) (483.159) 121.837 (25) Net Cash from Operating Activities
Investasi
Kas Neto yang Digunakan untuk Aktivitas (732.681) (70.996) (661.685) 932 Net Cash Used in Financing Activities
Pendanaan
Dampak Perubahan Selisih Kurs dan 2.707 1.722 986 57 The Impact of Changes in Foreign
Setara Kas Exchange on and Cash Equivalents
Kenaikan (Penurunan) Neto Kas dan (89.805) 374.024 (463.829) (124) Increase (Decrease) in Net Cash and Cash
Setara Kas Equivalents
Kas dan Setara Kas pada Awal Tahun 1.231.867 856.122 375.745 44 Cash and Cash Equivalents at the
Beginning of the Year
Kas dan Setara Kas pada Akhir Tahun 1.144.769 1.231.867 (87.098) (7) Cash and Cash Equivalents at the End of
the Year
Posisi kas dan setara kas pada akhir tahun 2021 mengalami penurunan Cash and cash equivalents at the end of 2021 decreased by 7% from
sebesar 7% dari tahun 2020 sebesar Rp1,231 triliun menjadi Rp1,144 Rp1,231 trillion in 2020 to Rp1,144 trillion in 2021. This decrease in cash
triliun di tahun 2021. Penurunan kas dan setara kas ini terutama and cash equivalents is mainly due to an increase in financing activities
kenaikan aktivitas pendanaan sebesar Rp661 miliar terdapat percepatan amounting to Rp661 billion which represents accelerated repayment of
pelunasan pinjaman bank perusahaan. Pada arus kas untuk aktivitas the Company’s bank loans. Cash flow for operating activities increased

operasi mengalami kenaikan 8% dari tahun 2020 sebesar Rp928,1 miliar by 8% from Rp928.1 billion in 2020 to Rp1 trillion in 2021. Meanwhile,
menjadi Rp1 triliun di tahun 2021. Sementara itu arus kas untuk aktivitas cash flow for investing activities decreased by 25% from Rp483.1
investasi mengalami penurunan sebesar 25% dari tahun 2020 Rp483,1 billion in 2020 to Rp361.3 billion in 2021 since the pandemic triggered
miliar menjadi Rp361,3 miliar di tahun 2021, karena di era pandemi a decrease in the Company’s productivity which led to a decrease in
mengakibatkan penurunan produktivitas perusahaan yang mendorong investment purchasing power, and the Company was also more selective
penurunan daya beli investasi, dan perseroan lebih selektif dalam in its investment realizations by considering the certainty of the timing
pemilihan realisasi investasi yang mempertimbangan kepastian tata for work implementation as well as the market in upstream oil and gas
waktu pelaksanaan pekerjaan dan market di aktivitas hulu migas. activities.
ARUS KAS DARI AKTIVITAS OPERASI

Cash Flow from Operating Activities
Increase (Decrease)
Percentage
Difference
(%)
(1) (2) (3=1-2) (3:2)
Penerimaan Kas dari Pelanggan 8.086.072 7.839.169 246.903 3 Cash Receipts from Customers
Pembayaran Kas kepada Pemasok, (7.425.355) (7.020.863) (404.492) 6 Cash Payments to Suppliers, Contractors,
Kontraktor, dan Karyawan and Employees
Penerimaan Penghasilan Bunga 26.521 29.373 (2.852) (10) Interest Income
Pembayaran Beban Keuangan (111.630) (100.730) (10.900) 11 Payment of Finance Cost
Penerimaan Restitusi Pajak 586.848 427.230 159.618 37 Receipt of Tax Refund
Pembayaran Pajak (182.084) (256.675) 74.591 (29) Payment of Taxes
Penerimaan atas Aktivitas Operasi Lainnya 23.826 10.675 13.151 123 Revenue from Other Operating Activities
- Bersih - Net
Kas Neto Diperoleh dari (Digunakan 1.004.197 928.178 76.019 8 Net Cash from (for) Operating Activities
untuk) Aktivitas Operasi
Kas bersih yang diperoleh dari kegiatan operasi mengalami kenaikan 8% Net cash from operating activities increased by 8% from Rp928.1 billion
dari Rp928,1 miliar di tahun 2020 menjadi Rp1,004 triliun pada tahun in 2020 to Rp1.004 trillion in 2021. This increase is mainly due to an
2021. Peningkatan ini terutama disebabkan oleh kenaikan penerimaan increase in cash receipts from customers by 3% from Rp7.8 trillion from
kas dari pelanggan sebesar 3% dari Rp7,8 trilliun dari tahun 2020 menjadi 2020 to Rp8. trillion in 2021 in line with the increase in operating income.
Rp8 triliun di tahun 2021 seiring dengan peningkatan pendapatan The Company also recorded the largest increase in receipts of tax
usaha. Dan juga peningkatan terbesar dari peneriman restitusi pajak refunds by 37% from Rp427 billion in 2020 to Rp586 billion in 2021. On
sebesar 37% dari Rp427 miliar di tahun 2020 menjadi Rp586 miliar pada the other hand, cash payments to suppliers, contractors, and employees
tahun 2021. Di sisi lain, pembayaran kas kepada pemasok, kontraktor, also increased by 6%, and finance costs also increased by 11%.
dan karyawan juga mengalami peningkatan sebesar 6%, dan juga
peningkatan beban keuangan juga meningkat sebesar 11%.

ARUS KAS DARI AKTIVITAS INVESTASI
Net Cash from (for) Operating Activities
Increase (Decrease)
Percentage
Difference
(%)
(1) (2) (3=1-2) (3:2)
Penerimaan dari Penjualan Aset Tetap 1.270 3.730 (2.460) (66) Revenue from Sales of Fixed Assets
Pembelian Aset Tetap (331.240) (440.804) 109.563 (25) Purchase of Fixed Assets
Pembelian Aset Tak Berwujud (12.162) (3.539) (8.623) 244 Purchase of Intangible Assets
Pembelian Barang Konsumsi Tahan Lama (20.230) (43.061) 22.830 (53) Purchase of Durable Consumer Goods
Penerimaan Dividen Kas dari Perusahaan 1.041 – 1.041 – Proceeds of Cash Dividends from
Asosiasi Associate Company
Penambahan Investasi di Entitas Anak – Additional Investment in Subsidiaries
Penerimaan (Penempatan) Aktivitas 514 514 – Acceptance (Placement) of Other
Investasi Lainnya Investment Activities
Kas Neto Diperoleh dari (Digunakan (361.321) (483.159) 121.837 (25) Net Cash Retrieved from (Used for)
untuk) Aktivitas Investasi Investing Activities
Arus kas bersih yang digunakan untuk aktivitas investasi mengalami Net cash flow used in investing activities decreased by 25% from negative
penurunan 25% dari negatif Rp483,1 miliar di tahun 2020 menjadi Rp483.1 billion in 2020 to negative Rp361.3 billion in 2021. Expenditures
negatif Rp361,3 miliar pada 2021. Pengeluaran untuk pembelian aset on the purchase of fixed assets decreased by 25% from 2021. This is
tetap mengalami penurunan sebesar 25% dari tahun 2021. Hal ini due to the Company’s selective investment by taking into account
disebabkan karena adanya realisasi investasi yang selektif dengan the certainty of the timing of work implementation and the market in
mempertimbangan kepastian tata waktu pelaksanaan pekerjaan dan upstream oil and gas activities. Purchase of assets in the upstream sector
market di aktivitas hulu migas. Pembelian aset di sektor hulu yaitu includes OFS investment consisting of an HER#03 upgrade of Rp47.7
investasi untuk investasi untuk OFS terdiri dari upgrade HER#03 sebesar billion, 3 units of slickline combo of Rp42 billion, and 2 units of Onshore
Rp47,7 miliar, 3 unit slickline combo sebesar Rp42 miliar, 2 unit EWL EWL of Rp33.9 billion. GRS investment is totaling Rp59 billion and other
Onshore sebesar Rp33,9 miliar. Untuk investasi GRS sebesar Rp59 investments are totaling Rp89 billion. Downstream sector includes radio
miliar dan investasi lainya sebesar Rp89 miliar. Pada sektor hilir yaitu trunking of Rp42 billion, and the manufacture of several Pertashop tank
radio trunking sebesar Rp42 miliar, dan pembuatan beberapa mobil cars, TBBM development, and other investments totaling Rp58 billion.
tanki Pertashop, pembangunan TBBM, dan investasi lainya sebesar
Rp58 miliar.
ARUS KAS DARI AKTIVITAS PENDANAAN

Cash Flow from Financing Activities
Increase (Decrease)
Percentage
Difference
(%)
(1) (2) (3=1-2) (3:2)
Penerimaan Pinjaman Bank 1.095.153 882.756 212.397 24 Proceeds from Bank Loans
Pembayaran Pinjaman Bank (1.510.875) (1.290.569) (220.306) 17 Payment of Bank Loans
Pembayaran Dividen Kas (74.725) (89.122) 14.397 (16) Payment of Cash Dividends
Penerimaan dari Penerbitan Sukuk – 698.902 698.902 – Proceeds from the issuance of Sukuk
Pembayaran Liabilitas Sewa (252.105) (267.853) 15.747 (6) Payment of Lease Liability
Penarikan Kas yang Dibatasi (9.871) (5.111) 14.983 (293) Restricted Cash Withdrawals – Net
Penggunaannya - Neto
Kas Neto Diperoleh dari (Digunakan (732.681) (70.996) (661.685) (932) Net Cash from (for) Financing Activities
untuk) Aktivitas Pendanaan

Arus kas bersih dari aktivitas pendanaan mengalami penurunan 932% Net cash flow from financing activities decreased by 932% from
dari negatif Rp70 miliar di tahun 2020 menjadi negatif Rp732 miliar negative Rp70 billion in 2020 to negative Rp732 billion in 2020. In 2021
pada tahun 2020. Pada tahun 2021, strategi pendanaan Perseroan the Company’s funding strategy focuses on financing by utilizing the
fokus kepada pembiayaan dengan utilisasi atas hasil dana sukuk ijarah proceeds of the sukuk ijarah funds obtained in 2020. The Company also
yang telah diperoleh tahun 2020 dan juga Perseroan terus melakukan continues its funding strategy by reducing loans and being more effective
strategi pendanaan dengan penurunan pinjaman dan lebih efektif dan and efficient in utilizing bank loans, particularly short-term bank loans.
efesien dalam pengambilan pinjaman bank terutama pinjaman bank
jangka pendek.
Pada tahun 2021, terjadi kenaikan penerimaan pinjaman bank sebesar In 2021 the Company noted an increase in bank loan receipts by 24%
24% dari Rp882 miliar pada tahun 2020 menjadi Rp1,095 triliun pada from Rp882 billion in 2020 to Rp1,095 trillion in 2021 and the increase
tahun 2021, kenaikan pinjaman bank hanya pada pinjaman jangka in bank lending is only noted in short-term loans. Bank loan payments
pendek. Kenaikan pembayaran pinjaman bank sebesar 17% dari 1,290 increased by 17% from 1,290 trillion to Rp1,510 trillion in 2021, which
trilliun menjadi Rp1,510 triliun pada tahun 2021, seiringan dengan aligns with the Company’s strategy to reduce bank loans.
strategi perseroan penurunan pinjaman bank.
Selain itu, pada tahun 2021, sesuai dengan keputusan Rapat Umum In addition, in 2021, based on the resolutions of General Meeting of
Pemegang Saham Tahun Buku 2020, Perusahaan mendistribusikan Shareholders for Fiscal Year 2020, the Company distributed 30% of the
sebesar 30% dari total laba tahun berjalan setelah pajak tahun buku total profit for the year after tax FY2020 which is equivalent to Rp74
2020 atau setara dengan Rp74 miliar untuk pembayaran dividen bagi billion for dividend payout to shareholders.
pemegang saham.

Kinerja Rasio Keuangan,
Kolektibilitas Piutang, dan
Kemampuan Membayar Utang
Financial Performance Ratio, Receivables Collectibility, and Ability
to Repay Loans
Increase (Decrease)
Uraian Unit Selisih Description
Percentage
Difference
(%)
(1) (2) (3=1-2) (3:2)
Rasio Profitabilitas Profitability Ratio

Marjin Laba Bruto % 7,9 9,6 (1,68) (17,4) Gross Profit Margin
Marjin Laba Operasi % 3,9 5,7 (1,78) (31,5) Operating Profit Margin
Marjin Laba Bersih % 1,3 3,2 (1,89) (58,5) Net Profit Margin
Rasio Laba Bersih terhadap Aset % 1,5 3,3 (1,79) (54,3) Return on Assets
Rasio Laba Bersih terhadap Ekuitas % 2,9 6,7 (3,78) (56,7) Return on Equity
Rasio Likuiditas Return on Equity
Rasio Kas kali | times 0,45 0,48 (0,03) (6,6) Cash Ratio
Rasio Lancar kali | times 1,74 1,64 0,10 5,9 Current Ratio
Rasio Solvabilitas Solvency Ratio
Rasio Liabilitas terhadap Ekuitas kali | times 0,09 0,20 (0,11) (55,4) Debt to Equity Ratio
Rasio Liabilitas terhadap Aset kali | times 0,05 0,10 (0,05) (52,9) Debt to Liabilities Ratio
Debt Services Coverage Ratio kali | times 2,92 2,68 0,24 9,0 Debt Services Coverage Ratio
Kolektibilitas Piutang Accounts Receivable
Periode Rata-rata Tertagihnya hari | days 103,4 101,6 1,80 1,8 Average Period of Receivable
Piutang Usaha Collectibility
Perputaran Persediaan Inventory Turnover
Periode Rata-rata Perputaran hari | days 14,9 12,90 2,00 15,5 Average Period of Inventory
Persediaan Turnover
Perputaran Aset Asset Turnover
Periode Rata-rata Perputaran Aset hari | days 117,4 105,1 12,30 11,7 Asset Turnover Period
Kinerja Perseroan berdasarkan marjin profitabilitas untuk mengukur The Company’s performance based on profitability margins in order
kemampuan Perseroan dalam menghasilkan laba menunjukkan to measure the Company’s ability to generate profits displayed a
penurunan baik secara nominal maupun marjin profitabilitas, hal ini decrease both in nominal amounts and profitability margins. This is
di sebabkan dari penurunan produktivitas pada operasi non-asset due to a decreasing productivity in non-asset based operations in the
based di segmen jasa hulu migas, dan bergesernya aktivitas hulu migas upstream oil and gas service, and also due to the shifts in upstream oil
yang menyebabkan utilisasi asset based di segmen jasa hulu migas and gas activities which led to non-optimal Asset Based utilization in the
tidak optimal. upstream oil and gas sector.
Perseroan berkomitmen untuk mengutamakan pemenuhan hak-hak The Company is committed to prioritizing the fulfillment of credit
kredit yang ditunjukan dengan pembayaran pinjaman dengan bunga rights as indicated by timely repayments of interest-bearing loans. The
yang tepat waktu. Perseroan terus berupaya untuk mengelola likuiditas Company continues to strive to manage its liquidity and monitor the
dan melakukan monitoring atas waktu jatuh tempo pembayaran pokok maturity of loan principal and interest payments. The Company’s ability
dan bunga pinjaman. Kemampuan Perseroan dalam memenuhi seluruh to meet all of its obligations, both long-term and short-term, is measured
kewajiban baik kewajiban jangka panjang maupun jangka pendek diukur by a number of ratios, including the liquidity ratio and solvency ratio.

melalui beberapa rasio antara lain rasio likuiditas dan rasio solvabilitas. The liquidity ratio is used to measure the ability to pay off short-term
Rasio likuiditas digunakan untuk mengukur kemampuan melunasi obligations, while the solvency ratio is used to measure the ability to
kewajiban jangka pendek, sedangkan rasio solvabilitas digunakan untuk meet all obligations.
mengukur kemampuan memenuhi seluruh kewajiban.
Rasio likuiditas berdasarkan data rasio kas dan rasio lancar relatif sama Liquidity ratios are made based on data on cash ratios and current ratios
dengan tahun sebelumnya, hal ini di dorong adanya peningkatan kas which are relatively similar to prior year. This is due to an increase in cash
dan setara kas dengan melakukan perbaikan di sisi pendanaan serta and cash equivalents with the improvements made on the financing
penerapan selektif dalam pemilihan realisasi investasi yang didasari dari activities and selective investment realization based on market certainty
kepastian market dan tata waktu pelaksanaan pekerjaan. and work execution timelines.
Tingkat kolektibilitas piutang dipengaruhi oleh kemampuan Perseroan The collectibility level is influenced by the Company’s ability to collect
dalam menagih piutangnya. Pada akhir tahun 2021, collection period its receivables. At the end of 2021, the collection period has increased
mengalami peningkatan menjadi 103,4 hari jika dibandingkan dengan to 103.4 days when compared to 2020 which reached 101.6 days. This
tahun 2020 yang mencapai 101,6 hari. Hal ini menunjukkan bahwa shows that the Company’s ability to convert its receivables into cash is
kemampuan Perseroan untuk mengkonversi piutangnya menjadi still manageable compared to prior year which results in the Company’s
kas tetap terjaga dibandingkan dengan tahun sebelumnya, sehingga better cash flow. To avoid the risk of uncollectible receivables, the
cashflow Perseroan menjadi lebih baik. Untuk menghindari risiko piutang Company has established an allowance for impairment and also
yang tidak tertagih, Perseroan membentuk pencadangan penurunan established a work team to accelerate the collection of receivables.
nilai, selain itu Perseroan juga membentuk tim kerja untuk melakukan
percepatan pencairan piutang
Rasio solvabilitas menunjukkan peningkatan utang jangka panjang Solvency Ratio shows an increase in long - term debt with the realization
dengan adanya realisasi atas penerbitan sukuk ijarah yang digunakan of the issuance of sukuk ijarah which is utilized for working capital and
pembiayaan modal kerja dan pembiayaan investasi jangka panjang. Di long-term investment financing. This ratio is still below the tolerance
mana rasio tersebut masih di bawah batas toleransi atau maksimal yang limit or the maximum level required by the bank.
disyaratkan oleh pihak bank.
Rasio solvabilitas bertujuan untuk menunjukkan kemampuan Perseroan The solvency ratio aims to identify the Company’s ability to repay its
dalam membayar kewajiban-kewajibannya, antara lain dapat diukur liabilities, which can be measured by among others the ratio of liabilities
melalui rasio liabilitas terhadap ekuitas yang dihitungkan dengan cara to equity which is calculated by comparing total liabilities to total equity,
membandingkan jumlah liabilitas dengan jumlah ekuitas, serta rasio and liabilities to assets ratio which can be calculated by comparing total
liabilitas terhadap aset yang dapat dihitung dengan cara membandingkan liabilities to total assets. Overall, the Company still displays its good
jumlah liabilitas dengan jumlah aset. Secara keseluruhan, kemampuan ability to settle its long-term debt as evidenced by the Company’s debt
Perseroan untuk menyelesaikan utang jangka panjangnya masih cukup which can still be covered by its assets.
baik dilihat dari utang Perseroan yang masih dapat ditutup dengan aset
dari Perseroan.

Struktur Modal dan Kebijakan
Manajemen atas Struktur Modal
Capital Structure and Management Policy on Capital Structure
STRUKTUR MODAL DAN KEBIJAKAN CAPITAL STRUCTURE AND MANAGEMENT

MANAJEMEN ATAS STRUKTUR MODAL POLICY ON CAPITAL STRUCTURE
Struktur Modal Perusahaan Company’s Capital Structure
STRUKTUR MODAL DAN PERUBAHANNYA

Capital Structure and Its Changes
2021 2020
Increase (Decrease)
Struktur Modal Jumlah Jumlah Selisih Capital Structure
(%) (%) (%)
(1) (2) (3=1-2) (3/2)
Total Liabilitas 3.456.723 47,78 3.821.876 50,54 (365.153) (10,0) Total Liabilities
Liabilitas Jangka Pendek 2.561.234 35,40 2.573.467 34,03 (12.233) 0,0 Short-term Liabilities
Liabilitas Jangka Panjang 895.489 12,38 1.248.409 16,51 (352.920) (28,0) Long-term Liabilities
Total Ekuitas 3.778.134 52,22 3.740.946 49,46 37.188 1,0 Total Equity
Ekuitas yang Dapat 3.776.525 52,20 3.739.438 49,45 37.087 1,0 Equity Attributable to
Diatribusikan kepada Owners of Parent
Pemilik Entitas Induk
Ekuitas yang Dapat 1.609 0,02 1.508 0,02 101 7,0 Equity Attributable to Non-
Diatribusikan kepada controlling Interests
Kepentingan Non
Pengendali
Jumlah Liabilitas dan 7.234.857 100,00 7.562.822 100,00 (327.965) (4,0) Total Liabilities and Equity
Ekuitas
Perseroan mengelola permodalan untuk melindungi kemampuannya The Company manages its capital to protect its ability to maintain
dalam mempertahankan kelangsungan usaha melalui struktur business sustainability through an optimal capital structure by reducing
permodalan yang optimal dengan mengurangi biaya modal. Modal terdiri the cost of capital. Capital consists of a number of equity components
dari sejumlah komponen ekuitas yang merupakan pertimbangan antara which represents the consideration between the use of own capital and
penggunaan modal sendiri dengan pinjaman atau utang perseroan. loans or debts.
Struktur modal Perseroan lebih didominasi oleh modal sendiri The Company’s capital structure is dominated by own capital compared
dibandingkan dengan liabilitas. Rasio interest bearing debt to equity to liabilities. The interest-bearing debt to equity ratio is calculated
dihitung terhadap total seluruh utang (pinjaman bank) terhadap total from the total debt (bank loans) to the total equity, while the interest
ekuitas, sementara itu rasio interest bearing debt to EBITDA dihitung bearing debt to EBITDA ratio is calculated to the total EBITDA. The ratio
terhadap total EBITDA. Rasio liabilitas terhadap ekuitas dihitung of liabilities to equity is calculated based on total liabilities compared to
berdasarkan total liabilitas dibandingkan dengan ekuitas neto. Rasio net equity. The payback ratio is calculated based on profit before tax,
pengembalian utang dihitung berdasarkan laba sebelum pajak, bunga, interest, depreciation and amortization less dividends against principal
penyusutan dan amortisasi dikurangi dividen terhadap pembayaran and interest payments, excluding early repayment.
pokok pinjaman dan bunga, namun tidak termasuk pelunasan yang
dipercepat.

Kebijakan Manajemen atas Struktur Modal Perusahaan Management Policy on the Company’s Capital Structure
Pengelolaan modal dimaksudkan untuk mempertahankan kelangsungan Capital management is aimed to maintain business sustainability and
usaha dan memberikan imbal hasil usaha yang maksimal kepada para provide maximum returns to stakeholders by maintaining an optimal
pemangku kepentingan dengan menjaga struktur modal yang optimal capital structure which includes debt and equity to reduce the cost of
yang meliputi utang dan ekuitas untuk mengurangi biaya modal. capital.
Perseroan memiliki kebijakan untuk mempertahankan basis modal yang kuat The Company adopts a policy of maintaining a strong capital base as
sebagai dasar pemilihan kebijakan manajemen atas struktur modal dengan the basis for selecting management policies on the capital structure
mempertimbangkan kondisi bisnis, tingkat pengembalian modal serta dividen by considering business conditions, the rate of return on capital and
yang dibagikan. Perseroan memonitor permodalan berdasarkan rasio jumlah dividends distributed. The Company monitors its capital based on the
liabilitas terhadap ekuitas pada kisaran 30%: 70%. ratio of total liabilities to equity in the range of 30%:70%.
Dasar Pemilihan Kebijakan Manajemen atas Struktur Basis for Management Policy on Capital Structure
Modal
Kebijakan struktur modal Perseroan juga mengikuti rasio yang disyaratkan The Company’s capital structure policy also conforms to the ratios
oleh kreditur. Kondisi industri migas juga menjadi pertimbangan required by creditors. The condition of the oil and gas industry also
Perseroan dalam menentukan kebijakan struktur modalnya. Kondisi serves as a consideration for the Company in determining its capital
industri migas yang sedang anjlok membuat manajemen lebih structure policy. The declining condition of the oil and gas industry has
mengutamakan permodalan Perseroan menggunakan ekuitas walaupun made management prioritize the Company’s capital using equity even
secara rasio keuangan Perseroan masih sangat baik dalam posisi net though the Company’s financial ratios are still very good in terms of its
cash. Penggunaan ekuitas ini sebagai merupakan strategi Perseroan net cash position. The utilization of this equity is a part of the Company’s
untuk mengurangi beban keuangan dan memanfaatkan likuiditas strategy to reduce the financial burden and take advantage of the
Perseroan. Company’s liquidity.
Grup disyaratkan oleh Undang-Undang No. 40 tahun 2007 tentang The Group is required under Law No. 40 of 2007 concerning Limited
Perseroan Terbatas untuk mengalokasikan dana cadangan yang tidak Liability Companies to allocate reserve funds that cannot be distributed
boleh didistribusikan sampai dengan 20% dari modal saham ditempatkan up to 20% of the issued and fully paid-up capital. The external capital
dan disetor penuh. Persayaratan permodalan eksternal tersebut requirement is considered by the Company in the General Meeting of
dipertimbangkan oleh Perseroan dalam Rapat Umum Pemegang Saham. Shareholders. The Company and its subsidiaries are required to maintain
Perseroan dan anak perusahaan dipersyaratkan untuk memelihara a certain level of capital by a bank loan agreement. The Company also
tingkat permodalan tertentu oleh perjanjian pinjaman bank. Perseroan maintains policies and strategies to maintain a maximum debt-to-equity
juga memiliki kebijakan dan strategi untuk mempertahankan rasio utang ratio of 3 times and a minimum debt-return ratio of 1.1 times.
terhadap ekuitas maksimal sebesar 3 kali dan rasio pengembalian utang
minimal sebesar 1,1 kali.

Ikatan yang Material untuk
Investasi Barang Modal
Material Capital Commitments
Selama tahun 2021, Perseroan mempunyai ikatan material untuk During 2021 the Company has material capital commitments for
investasi barang modal dalam rangka pendanaan barang modal yang the purpose of financing capital goods required for investment in
diperlukan untuk investasi peralatan operasi. Perseroan melakukan operating equipment. The Company entered into financing engagement
perjanjian perikatan pembiayaan terkait investasi barang modal dengan agreements related to capital goods investment with the following
para kreditur berikut: PT Bank ICBC Indonesia, PT Bank UOB Indonesia, creditors: PT Bank ICBC Indonesia, PT Bank UOB Indonesia, PT Bank
PT Bank Mandiri (Persero) Tbk, dan PT Bank BNI (Persero) Tbk yang Mandiri (Persero) Tbk, and PT Bank BNI (Persero) Tbk which provided
memberikan fasilitas Pinjaman Sindikasi kepada Perseroan. Syndicated Loan facilities to the Company.
TUJUAN IKATAN MATERIAL UNTUK INVESTASI PURPOSE OF MATERIAL CAPITAL COMMITMENTS

BARANG MODAL The purpose of material capital commitments and working capital made
Tujuan ikatan material untuk investasi barang modal dan modal kerja by the Company is, among others, to support the business needs of the
yang dilakukan oleh Perseroan antara lain untuk kebutuhan support Company’s operational activities.
kegiatan operasional Perseroan.
SUMBER DANA UNTUK MEMENUHI IKATAN FINANCING SOURCES TO MEET MATERIAL CAPITAL
MATERIAL INVESTASI BARANG MODAL COMMITMENTS
Tingkat leverage Perseroan sepanjang tahun 2021 berada dalam kondisi The Company’s leverage throughout 2021 displayed good condition
baik untuk mendanai belanja modal Perseroan. Perseroan memiliki in order to meet the Company’s capital expenditures. The Company
alternatif pendanaan lain yaitu menggunakan sumber dana internal dan has other financing alternatives, which include utilizing internal and
eksternal seperti pendanaan perbankan, instrumen utang, dan untuk external financing sources such as bank financing, debt instruments,
investasi barang modal sesuai dengan perencanaan bisnis yang telah and for capital goods investment in accordance with the established
ditetapkan business plan.
MATA UANG YANG MENJADI DENOMINASI DENOMINATED CURRENCIES FOR MATERIAL CAPITAL
DALAM IKATAN MATERIAL UNTUK INVESTASI COMMITMENTS
BARANG MODAL
Peseroan memiliki karakteristik tersendiri dalam melakukan investasi, The Company has its own characteristics in making its investments,
yaitu menggunakan beberapa denominasi mata uang dalam ikatan which include utilizing several currency denominations in material
material untuk investasi barang modal. Denominasi ini terdiri dari mata capital commitments. Such denominations include rupiah and several
uang rupiah dan beberapa mata uang asing seperti AS dolar. foreign currencies, namely US dollar.
MITIGASI RISIKO DARI MATA UANG ASING FOREX RISK MITIGATION IN MATERIAL CAPITAL
DALAM IKATAN MATERIAL UNTUK INVESTASI COMMITMENTS
BARANG MODAL Forex volatility could increase the risk of material capital commitments
Fluktuasi nilai tukar dapat meningkatkan risiko ikatan material barang denominated in foreign currencies. Therefore, the Company places its
modal yang menggunakan mata uang asing. Oleh sebab itu, Perseroan assets in foreign currencies such as time deposits denominated foreign
menempatkan aset dalam mata uang asing seperti deposito berjangka currencies. Under this policy, the Company is able to offset losses on
dalam mata uang asing. Dengan kebijakan tersebut, Perseroan dapat forex volatility with forex gains on time deposits and receivables, so as
mengimbangi kerugian fluktuasi nilai tukar dengan keuntungan kurs to minimize forex risks.
deposito berjangka dan piutang, sehingga risiko fluktuasi nilai tukar
dapat diminimalisir.

Realisasi Investasi Barang Modal

2021
Realization of Capital Commitments in 2021
Kenaikan
(Penurunan)
Nilai 2021 Nilai 2020
Investasi Barang Modal Increase Capital Goods Investment
Total 2021 Total 2020
(Decrease)
(%)
Upstream 248.148 256.135 (9,7) Upstream
Oilfield Services (OFS) 187.909 199.318 (5,7) Oilfield Services (OFS)
Geoscience & Reservoir Services (GRS) 59.405 55.995 6,1 Geoscience & Reservoir Services (GRS)
Engineering, Procurement & Construction 834 822 1,5 Engineering, Procurement & Construction
(EPC) (EPC)
Distribusi dan Logistik 100.572 153.163 (34,3) Distribution and Logistics
PT Elnusa Petrofin (EPN) 100.572 153.163 (34,3) PT Elnusa Petrofin (EPN)
Support 63.406 78.051 (18,8) Support
PT Patra Nusa Data (PND) 830 1.598 (48,1) PT Patra Nusa Data (PND)
PT Sigma Cipta Utama (SCU) 44.111 29.870 47,7 PT Sigma Cipta Utama (SCU)
PT Elnusa Trans Samudera (ETSA) 17.598 45.981 (61,7) PT Elnusa Trans Samudera (ETSA)
PT Elnusa Fabrikasi Konstrukdi (EFK) 867 602 44,0 PT Elnusa Fabrikasi Konstrukdi (EFK)
Shared Services 24.367 13.120 85,7 Shared Services
Konsolidasi 436.494 500.469 (12,8) Consolidation
Pada tahun 2021, pengeluaran Perseroan untuk investasi barang In 2021, the Company’s expenditures for capital commitments amounted
modal sebesar Rp436,5 miliar. Realisasi investasi ini turun sebesar 13% to Rp436.5 billion. The realization of such investment decreased by 13%
dibandingkan dengan tahun lalu sebesar Rp500,5 miliar. Pembelian compared to Rp500.5 billion in prior year. As for the purchases of capital
barang modal selama tahun 2021 sebesar 46% digunakan untuk goods during 2021, 46% of which was utilized for the development of the
pengembangan bisnis Perseroan, 54% digunakan untuk investasi yang Company’s business, 54% of which was utilized for routine investments
bersifat rutin guna mempertahankan kapasitas produksi, mengganti to maintain production capacity, to replace equipment that is no longer
peralatan yang sudah tidak produktif atau telah habis masa ekonomisnya productive or has expired and the remaining amount is utilized for
dan sisanya digunakan untuk pembenahan fasilitas gedung kantor. renovation of office building facilities.
Pembelian barang modal untuk pengembangan bisnis Perseroan selama Purchases of capital goods for the Company’s business development
tahun 2021 sebagian besar digunakan untuk pengembangan bisnis hulu during 2021 were mostly utilized for upstream and downstream
dan hilir yakni penambahan kapasitas Slickline Combo Unit, mobil tanki business development, which includes the addition of Slickline Combo
Pertashop, pembangunan TBBM, radio trunking, cekungan SCU, dan Unit Capacity, Pertashop tank cars, TBBM development, radio trunking,
braided slickline. Untuk mempertahankan kapasitas produksi, yakni SCU basin, and braided slickline. To maintain production capacity, they
upgrade Hydraulic Workover Unit, penggantian Smart Solo, cementing include upgrading Hydraulic Workover Units, replacing Smart Solo,
pump, dan penggantian Electric Wireline Logging Onshore. Selain untuk cementing pumps, and replacing Onshore Electric Wireline Logging. In
pengembangan bisnis Perseroan, investasi barang modal juga digunakan addition to developing the Company’s business, capital investment is
untuk revitalisasi dan penggantian peralatan yang sudah tidak produktif also utilized for revitalization and replacement of equipment that is no
atau telah habis masa ekonomisnya terutama pada Divisi OFS, GRS dan longer productive or whose useful life has expired, particularly in the
di bisnis hilir transportasi guna memenuhi kebutuhan pada beberapa OFS Division, GRS and in the downstream transportation business to
proyek besar yang dikerjakan selama tahun 2021. meet the needs of several large projects conducted during 2021.

Beberapa investasi barang modal dengan nilai signifikan yang dilakukan Capital commitments with significant amounts in 2021 include
Perseroan tahun 2021 antara lain: the following:
Nilai Investasi
Investasi Barang Modal
Tujuan Destination Investment Value
Capital Goods Investment
(Rp juta | Rp million)
Upgrade EHR#03 Mempertahankan Kapasitas Maintaining Capacity 47.729
Radio Trunking Peningkatan Kapasitas dan Ekspansi Bisnis Capacity Building and Business Expansion 42.000
3 Unit Slickline Combo Peningkatan Kapasitas dan Ekspansi Bisnis Capacity Building and Business Expansion 39.634
3 Unit EWL Onshore Mempertahankan Kapasitas Maintaining Capacity 33.945
Realisasi Penggunaan Dana

Penawaran Umum
Realization of Proceeds from Public Offering
Berikut adalah realisasi penggunaan dana Sukuk Ijarah Berkelanjutan The following is the realization of the use of the Company’s Phase I Shelf-
Tahap I Perseroan tahun 2021. Registration Sukuk Ijarah Funds in 2021.
Nilai Realisasi Hasil Penawaran Umum Rencana Pengunanaan Dana Realisasi Pengunanaan Dana
Realized Proceeds from Public Offering Financing Plan Realization of Utilization of Funds Sisa Hasil
Jenis
Biaya Penawaran
Penawaran Tanggal Jumlah Hasil
Penawaran Hasil Pembayaran Pembayaran Umum
Umum Efektif Penawaran Pembayaran Pembayaran
No Umum,& Bersih Modal Kerja Modal Kerja Remaining
Public Effective Umum Investasi Investasi
PPN Net Working Total Working Total Proceeds
Offering date Total Proceeds Investment Investment
Offering Proceeds Capital Capital from Public
Type of Public Payment Payment
Price, & Payment Payment Offering
Offering
VAT
1 Sukuk 11/08/2020 700.000 1.210 698.790 349.395 349.395 698.790 349.395 349.395 698.790 –
Ijarah l
Tahap I
Ijarah
Sukuk
Phase

Informasi Material Mengenai

Investasi, Ekspansi, Divestasi,
Penggabungan Usaha, Akuisisi,
dan/atau Restrukturisasi Utang/
Modal
Material Information Regarding Investment, Expansion, Divestment,
Business Merger, Acquisition, and/or Debt/Capital Restructuring
Perseroan tidak melakukan ekspansi, divestasi, pengabungan usaha, The Company did not perform any material expansion, divestment,
Akuisisi dan restrukturisasi utang/modal yang material selama merger, acquisition and debt/capital restructuring during 2021.
tahun 2021.
Perbandingan antara Target

Anggaran dengan Realisasi, dan
Proyeksi Usaha
Comparison between Budget Targets with Realization, and Business
Projections
Manajemen menentukan proyeksi pendapatan usaha menggunakan Management made the projection of its operating income by using
asumsi-asumsi internal dan makro yang digunakan pada penyusunan internal and macro assumptions used in the preparation of the 2021
anggaran tahun 2021, pergerakan harga minyak dunia diperkirakan budget, and world oil price movements are expected to improve in the
akan mengalami perbaikan pada rentang harga USD40-45/barel. Namun price range of USD40-45/barrel. However, on the other hand, there is
di sisi lain, adanya permintaan penurunan harga jual jasa hulu migas a demand for a decrease in the selling price of upstream oil and gas
dan tarif transportasi BBM berlanjut pada tahun 2021. Pendapatan services and fuel transportation tariffs which continued in 2021. The
Perseroan mengalami kenaikan sekitar 1% dibandingkan tahun 2020, Company’s revenue increased by approximately 1% compared to 2020,
dengan kontributor pendapatan dari segmen jasa hulu migas terintegrasi with revenue contributed by the integrated upstream oil and gas service
sebesar 44%, jasa Distribusi dan Logistik energi 48% dan sisanya dari of 44%, Distribution Services and Energy Logistics of 48% and the
segmen jasa Penunjang Migas. remaining amount from Oil and Gas Support Services.
Sementara itu, laba Perseroan ditargetkan meningkat walaupun dengan Meanwhile, the Company’s profit is targeted to increase regardless of
kondisi industri migas tahun 2021 belum menunjukan peningkatan the condition of the oil and gas industry in 2021 that had not shown
aktivitas yang signifikan dibandingkan tahun lalu, Elnusa menargetkan significant increasing activities compared to prior year. Elnusa targetted
margin laba bersih sebesar 3,8% pada tahun 2021, turun jika its net profit margin of 3.8% in 2021, decreasing from 3.2% in 2020. The
dibandingkan dengan tahun 2020 sebesar 3,2%. Upaya mempertahankan efforts to maintain profitability margins are expected to be performed
margin profitabilitas diharapkan terjadi pada bisnis seismik di mana in the seismic business whereby it is expected that the marine Seismic

diharapkan proyek seismik laut/marine akan membukukan kinerja project will record positive performance with the increasing utilization
positif dengan peningkatan utilisasi peralatan, begitu juga dengan Divisi of equipment, and the OFS Division is also expected to further increase
OFS diharapkan dapat lebih meningkatkan profitabilitas marginnya di its profit margin in 2021 with productivity improvements, particularly for
tahun 2021 dengan perbaikan produktivitas khususnya untuk unit bisnis the OM & EPC business unit.
OM & EPC.
Struktur modal seiring dengan rencana dan proyeksi pertumbuhan Capital structure aligns with growth plans and projections in 2021. The
tahun 2021. Perseroan membutuhkan investasi pada peralatan jasa Company requires investment in upstream and downstream oil and gas
hulu dan hilir migas yang sudah tentu memerlukan permodalan baik service equipment which certainly requires capital from both liability
dari sumber liabilitas berupa pinjaman dari lembaga perbankan maupun sources in the form of loans from banking institutions and internal funds
dana internal (ekuitas). Laju pertumbuhan dan rencana investasi (equity). The investment growth rate and plan are conducted while
tersebut dijalankan dengan tetap menjaga struktur modal yang optimal. maintaining an optimal capital structure.
LABA (RUGI) DAN PENGHASILAN KOMPREHENSIF LAIN

Profit (Loss) and Other Comprehensive Income
Proyeksi
2022 Proyeksi
Pencapaian
terhadap 2022
Realisasi
Realisasi terhadap
Realisasi terhadap Proyeksi
2021 Target 2021
2021 Target 2021 Target 2021 2022
2022 2022
Uraian 2021 2021 Targets Realization 2022 Description
Projection Projection
Realization towards Projection
towards towards
2021 Target
2021 2021 Target
(%)
Realization (%)
(%)
1 2 (1:2) 3 (3:1) (3:2)
Pendapatan 8.136.563 7.538.277 108 8.101.177 100 107 Income

Jasa Distribusi dan Logistik 4.744.166 4.400.004 108 4.546.568 96 103 Energy Distribution and
Jasa Hulu Migas 2.981.764 2.940.497 101 3.477.767 117 118 Integrated Upstream Oil
Jasa Penunjang Migas 1.285.491 1.034.202 124 1.251.726 97 121 Oil and Gas Support
Services
Laba Bruto 645.494 612.346 105 832.367 129 136 Gross Profit
Laba (Rugi) Operasi 315.228 237.702 133 426.744 135 180 Operating Profit (Loss)
Laba Rugi Lain-lain (84.476) (89.191) 95 (76.717) 91 86 Other Profit and Loss
Laba (Rugi) Tahun Berjalan 108.852 91.359 119 244.034 224 267 Income for the Year
Laba (Rugi) Komprehensif 108.740 91.359 119 244.034 224 267 Comprehensive Profit
Tahun Berjalan (Loss) for the Year

POSISI KEUANGAN KONSOLIDASIAN DAN STRUKTUR MODAL

Consolidated Financial Position and Capital Structure
Proyeksi
2022 Proyeksi
Pencapaian
terhadap 2022
Realisasi
Realisasi terhadap
Realisasi terhadap Proyeksi
2021 Target 2021
2021 Target 2021 Target 2021 2022
2022 2022
Uraian 2021 2021 Targets Realization 2022 Description
Projection Projection
Realization towards Projection
towards towards
2021 Target
2021 2021 Target
(%)
Realization (%)
(%)
1 2 (1:2) 3 (3:1) (3:2)
Aset Lancar 4.446.784 3.982.058 90 4.272.564 107% 107 Current Assets

Aset Tetap 1.910.175 1.903.739 100 2.271.894 119% 119 Fixed Assets
Aset Lain-lain 877.898 1.585.296 181 1.501.004 95% 95 Other Assets
Total Aset 7.234.857 7.471.093 103 8.162.310 109% 109 Total Assets
Liabilitas Lancar 2.561.234 2.254.081 88 2.588.959 115% 115 Current Liabilities
Liabilitas Tidak Lancar 895.489 790.592 88 1.265.200 160% 160 Non-current Liabilities
Total Liabilitas 3.456.723 3.044.673 88 3.854.158 127% 127 Total Liability
Ekuitas 3.778.134 4.426.420 117 4.308.152 97% 97 Equity
Total Liabilitas dan Ekuitas 7.234.857 7.471.093 103 8.162.310 109% 109 Total of Liabilities and
Equities
Informasi dan Fakta Material yang

Terjadi setelah Tanggal Laporan
Akuntan
Report Date
Tidak ada peristiwa/kejadian atau fakta yang terjadi dan tergolong There are no events or facts noted and categorized as material events
material setelah periode laporan keuangan Perseroan. after the audit report date of the Company’s financial statements.

Dampak Nilai Tukar Mata Uang
Asing
Impact of Foreign Exchange Rates
Mata uang fungsional Grup adalah rupiah. Grup dapat menghadapi The functional currency of the Group is rupiah. The Group may be
risiko nilai tukar mata uang asing karena pinjaman, pendapatan, dan exposed to foreign exchange risk due to the borrowings, revenues and
biaya beberapa pembelian utamanya dalam mata uang dolar AS atau expenses of some of its principal purchases which are denominated in
harganya secara signifikan dipengaruhi oleh perubahan tolak ukur US dollars or prices which are significantly affected by changes in their
harganya dalam mata uang asing (terutama dolar AS). benchmark prices in foreign currencies (mainly US dollars).
Grup tidak mempunyai kebijakan lindung nilai yang formal untuk laju The Group adopts no formal hedging policy for forex rates. However,
pertukaran mata uang asing. Bagaimanapun, terkait dengan hal-hal in relation to the matters discussed in the paragraphs above, volatility
yang telah didiskusikan pada paragraf di atas, fluktuasi dalam nilai tukar in the exchange rates of the rupiah and the US dollar provide a natural
rupiah dan dolar AS menghasilkan lindung nilai natural untuk laju nilai hedge for the Group’s exchange rate.
tukar Grup.
Prospek Usaha
Business Prospect
Meskipun masih terpengaruh pandemi COVID-19, sektor hulu migas Although still affected by the Covid-19 pandemic, Indonesia’s upstream
Indonesia berhasil melakukan investasi yang cukup masif di tahun 2021. oil and gas sector managed to make quite a massive investment in 2021.
Satuan Kerja Khusus Pelaksana Kegiatan Usaha Hulu Minyak dan Gas The Special Task Force for Upstream Oil and Gas Business Activities
Bumi (SKK Migas) mencatat realisasi investasi tahun 2021 mencapai (SKK Migas) recorded that investment realization in 2021 reached
USD10,7 miliar atau sekitar Rp155 triliun (pada kurs USD1 = Rp14.500). USD10.7 billion or approx. Rp155 trillion (at an exchange rate of
Jumlah ini meningkat dibanding realisasi investasi tahun 2020 yang USD$1 = Rp14,500). Such figure represents an increase compared to the
berada pada angka USD10,5 miliar. realization of investment in 2020 which was recorded at USD10.5 billion.
Kebutuhan akan investasi tersebut akan semakin meningkat ke The need for such investment will increase in the future to achieve
depannya untuk mencapai target besar industri hulu migas, yaitu the upstream oil and gas industry’s high targets, namely achieving the
pencapaian target produksi minyak sebesar 1 juta barel minyak per hari oil production target of 1 million barrels of oil per day (BOPD) and gas
(BOPD) dan produksi gas sebesar 12 miliar standar kaki kubik per hari production of 12 billion standard cubic feet per day (BSCFD) in 2030. Dwi
(BSCFD) di tahun 2030. Dwi mengatakan seluruh pemangku kepentingan said all stakeholders need to exert joint efforts to create an investment
perlu melakukan usaha bersama untuk menciptakan iklim investasi yang climate that supports the achievement of this high target. Fiscal
mendukung pencapaian target besar tersebut. Diperlukan perbaikan improvements are required to improve future oil and gas investment
fiskal untuk meningkatkan investasi migas ke depan dan mendukung and support the program of 1 Million BOPD of Oil and 12 BSCFD of Gas
program 1 Juta BOPD Minyak dan 12 BSCFD Gas tahun 2030. Dampak in 2030. The positive impact of increasing national oil and gas production
positif dari peningkatan produksi migas nasional akan mengurangi will reduce the current account deficit (CAD), maintain national energy
current account deficit (CAD), menjaga ketahanan energi nasional, security, create job opportunities and strengthen the capacity of national
menciptakan lapangan kerja dan penguatan kapasitas perusahaan companies supporting the upstream oil and gas industry.
nasional penunjang industri hulu migas.

Berikut gambaran aktivitas utama hulu migas tahun 2021: The following is an overview of the main activities of upstream oil and
gas 2021:
Ringkasan Capaian (per 31 Desember 2021)

Achievement Summary (as of December 31, 2021)
172 1.848 MBOEPD 480

Pengeboran Sumur
Jumlah WK Produksi Minyak dan Gas Bumi
Pengembangan
Number of WK Oil and Gas Production
Development Well Drilling
658,5 MBOPD US$10,7 Miliar | Billion 2.635 KM (completed)

Produksi Minyak Bumi Investasi Hulu Migas Seismik 2D
Oil Production Upstream Oil and Gas Investment 2D Seismic
6,662 MMSCFD 28 1.190 KM2

Produksi Gas Bumi Pengeboran Eksplorasi Seismik 3D
Oil and Gas Production Exploration Drilling 3D Seismic
Harga minyak mentah Indonesia (Indonesia Crude Price/ICP) selama The price of Indonesian crude oil (Indonesia Crude Price/ICP) during 2021
tahun 2021 meningkat menjadi USD68,5 per barel dari USD40,4 per increased to USD68.5 per barrel from USD40.4 per barrel in 2020. The
barel pada tahun 2020 lalu. Realisasi ICP pada tahun 2021 juga jauh lebih realization of the ICP in 2021 is also much higher than the assumption in
tinggi dibandingkan asumsi dalam Anggaran Pendapatan dan Belanja the State Budget (APBN) which was recorded at USD45 per barrel.
Negara (APBN) yang tercatat sebesar USD45 per barel.
Lifting minyak pada tahun 2021 sebesar 662 ribu barel per hari (bph), Oil lifting in 2021 will be 662 thousand barrels per day (bpd), lower than
lebih rendah dari realisasi tahun 2020 yang tercatat mencapai 707 ribu the 2020 realization which was recorded at 707 thousand bpd, and even
bph, dan bahkan lebih rendah dari target APBN 2021 yang sebesar 705 lower than the 2021 State Budget target of 705 thousand bpd.
ribu bph.
Begitu juga dengan lifting gas tahun 2021 hanya sekitar 982 ribu barel Likewise, gas lifting in 2021 is only around 982 thousand barrels of oil
setara minyak per hari (BOEPD), lebih rendah dari tahun 2020 yang equivalent per day (BOEPD), lower than 2020 which is 983 thousand
sebesar 983 ribu BOEPD dan bahkan lebih rendah dari target di APBN BOEPD and even lower than the target in the 2021 State Budget of 1.007
2021 sebesar 1,007 juta BOEPD. million BOEPD.
Lifting migas di bawah target dipengaruhi oleh penurunan alamiah The elevation of oil and gas below the target is affected by the natural
produktivitas sumur dan tertundanya proyek onstream (beroperasi). decline in well productivity and delays in onstream projects (operations).
Jasa Hulu Migas Terintegrasi terdiri dari 3 Divisi, yaitu Divisi Oilfield Integrated Upstream Oil and Gas Services which consists of 3 Divisions
Services (OFS), Divisi EPC-OM (Engineering, Production and Construction- namely Oilfield Services (OFS) Division, EPC-OM (Engineering, Production
Operation & Maintenance), dan Divisi GRS (Geoscience and Reservoir and Construction-Operation & Maintenance) Division (EPC OM) and
Services). Pada tahun 2021, meskipun di tengah dampak lesunya Geoscience and Reservoir Services (GRS) Division. In 2021, despite the
kegiatan seismik di Indonesia, pandemi COVID-19 dan persaingan impact of sluggish seismic activity in Indonesia, the COVID-19 pandemic
pasar, Perusahaan berhasil meningkatkan pendapatan usaha sebagian and market competition, the Company succeeded in increasing its
bisnisnya di antaranya adalah oilfield services. operating income of some of its businesses including oilfield services.
Pada Jasa Distribusi dan Logistik Energi, Perseroan melalui anak In Energy Distribution and Logistics Services, the Company through its
perusahaan PT Elnusa Petrofin (EPN) merupakan rekanan Pertamina subsidiary PT Elnusa Petrofin (EPN) serves as Pertamina’s partner in
dalam bisnis distribusi dan transportasi bahan bakar minyak. Jasa the distribution and transportation business of fuel oil. Such service
ini menjadi kontributor terbesar pendapatan Perseroan sebesar represents the largest contributor to the Company’s revenue by 53%. The
53%. Prospek jasa ini pada 2021 mengalami kenaikan seiring dengan prospect of this service in 2021 will increase in line with the improvement
perbaikan dari dampak COVID-19 sehingga kebutuhan bahan bakar of the impact of COVID-19 so that the demand for industrial fuel and the

industri dan kebutuhan bahan bakar untuk kendaraan bermotor need for fuel for motor vehicles will increase, which will also have an
mengalami kenaikan, hal ini juga berdampak pada kebutuhan BBM impact on the demand for industrial and retail fuel.
industri dan retail.
Aspek Pemasaran
Marketing Aspect
Memiliki cakupan produk dan jasa yang lengkap dari hulu hingga ke hilir Having a complete range of products and services from upstream to
membuat Elnusa mampu memberikan solusi terhadap setiap kebutuhan downstream enables Elnusa to provide solutions to the needs of every
pelanggan. Tahun 2021, efisiensi masih menjadi fokus para pelanggan customer. In 2021, efficiency will still serve as the focus of customers
ditambah dengan kondisi bisnis industri saat ini yang masih pasang plus the current industry business conditions that are still experiencing
surut, sehingga melakukan kajian dan memberikan perhatian yang lebih ups and downs. Accordingly, conducting studies and paying more
pada pertumbuhan pasar menjadi sangat penting untuk dilakukan. attention to market growth serve as highly important matters to do.
Berbagai strategi telah dilakukan untuk menaikan pangsa pasar sekaligus Various strategies have been adopted to increase market share as well
meningkatkan kapabilitas internal. as improve internal capabilities.
STRATEGI PEMASARAN MARKETING STRATEGY

Dalam rangka mewujudkan komitmen Perseroan sebagai perusahaan In order to realize the Company’s commitment as a leading service
jasa terkemuka yang memberikan total solution sehingga mampu company that provides total solutions to enable the Company to
menjangkau kebutuhan pelanggan lebih lengkap, lebih cepat, lebih baik, reach its customer needs in a more comprehensive, faster, better,
lebih terjangkau, dan lebih dekat maka Perusahaan melakukan beberapa affordable and closely manner, the company has taken several concrete
langkah nyata, salah satunya dengan adanya strategi optimalisasi measures, one of which is by optimizing Pertamina’s synergy strategy.
sinergi Pertamina. Sebagai penyedia jasa energi integrasi, Perusahaan As a provider of integrated energy services, the Company actively
berpatisipasi aktif dalam mendukung kinerja operasi Subholding participates in supporting the performance of Pertamina’s Upstream
Upstream Pertamina melalui penyediaan pelayanan jasa migas Subholding operations through the provision of integrated oil and
terintegrasi, penyediaan teknologi tepat guna, inovasi dan continuous gas services, provision of appropriate technology, innovation and
improvement. Salah satu wujud sinergi Perusahaan adalah dengan continuous improvements. One of the Company’s synergy strategies is
terlaksananya HWU drilling service yang di fabrikasi secara mandiri the implementation of the HWU drilling service which is independently
untuk kegiatan pengeboran sumur baru Pertamina Hulu Mahakam di fabricated for drilling activities for the new Pertamina Hulu Mahakam
Blok Mahakam. Sehingga dengan sinergi Pertamina ini, Perusahaan well in the Mahakam Block. With such Pertamina’s synergy, the Company
dapat berperan aktif dalam memberikan solusi efektivitas operasi dan can play an active role in providing solutions for the operational
efisiensi biaya Pertamina Group. effectiveness and cost efficiency of Pertamina Group.
Strategi pemasaran berikutnya adalah memperluas pangsa pasar pada The next marketing strategy is to expand market share in upstream oil
jasa hulu migas khususnya di bidang Oil Field Services. Dengan semangat and gas services, particularly in the field of Oil Field Services. With the
total solution, jasa yang diberikan tidak hanya mampu memenuhi spirit of Total Solution, the services provided are not only able to meet
kebutuhan pelanggan, namun berhasil menjadi bagian tumbuhnya customer needs but also become part of the growth for the Company. In
sebuah perusahaan. Selain fokus pada pelanggan yang sudah ada, addition to focusing on existing customers, the Company also continues
Perusahaan juga terus melakukan ekspansi untuk mendapatkan to expand to get new opportunities.
peluang baru.
Strategi ketiga yang tidak kalah penting adalah langkah Perusahaan The third strategy that is no less important is the measures taken by the
dalam menjangkau pasar luar negeri untuk dapat memperluas pangsa Company in reaching foreign markets in order to expand market share
pasar di luar negara Indonesia. Perusahaan bersinergi dengan Pertamina outside Indonesia. The Company synergizes with Pertamina International
International EP dalam menjajaki potensi pasar luar negeri, selain itu EP in exploring potential foreign markets, in addition to the Company’s
Perusahaan juga aktif dalam menjajaki pasar luar negeri non-Pertamina, active exploration for non-Pertamina foreign markets, including
di antaranya adalah beberapa negara Asia Tenggara seperti Vietnam several Southeast Asian countries such as Vietnam and countries in
dan negara-negara di area Timur Tengah seperti Kuwait dan sekitarnya. the Middle East area such as Kuwait and its neighboring countries. The
Terlaksananya strategi ini tidak lain adalah karena Perusahaan memiliki implementation of this strategy is solely due to the Company’s internal

kapabilitas internal dan juga bermitra dengan agen yang memiliki capabilities and partnership with agents having competence and good
kompetensi dan relasi yang baik di negara yang dituju. relations in the destination countries.
PANGSA PASAR MARKET SHARE

Pertamina Grup masih menjadi penyumbang pendapatan Perusahaan Pertamina Group is still the largest contributor to the Company’s
terbesar, dengan komposisi 79% dari total revenue Perseroan. Dengan revenue, with a composition of 79% of the Company’s total revenue.
sinergi Pertamina, Perusahaan optimis mampu memberikan service Under the synergy with Pertamina, the Company is optimistic that it will
terbaik dengan total solution dan tentunya hal tersebut juga dapat be able to provide the best service with a total solution and can also
membantu membuka peluang baru Perusahaan untuk mendapatkan definitely assist to open new opportunities for the Company to gain a
pangsa pasar yang lebih baik lagi. better market share.
Pada segmen jasa migas hulu, pangsa pasar perseroan naik menjadi In the upstream oil and gas service, the Company’s market share rose
2,6%. Berikut perbandingan estimasi pangsa pasar Perseroan. to 2.6%. The following is a comparison of the Company’s estimated
market share.
Uraian 2021 2020 2019 Description

Investasi Hulu Migas Indonesia (miliar 10,7 10,21 11,49 Indonesia’s Upstream Oil and Gas
dolar AS) Investment (billion US dollar)
Pendapatan Elnusa Segmen Hulu Migas 0,209 0,269 0,285 Elnusa Revenue from Integrated
Terintegrasi (miliar dolar AS) Upstream Oil and Gas (billion US dollars)
Estimasi Pangsa Pasar (%) 1,95 2,6 2,5 Estimated Market Share (%)
Kebijakan Dividen dan

Pembagiannya
Dividend Policy and Its Distribution
DASAR KEBIJAKAN PEMBAGIAN DIVIDEN DIVIDEND DISTRIBUTION POLICY

Sesuai dengan Prospektus Perseroan tahun 2008, Perseroan In accordance with the Company’s Prospectus in 2008, the Company
merencanakan dan berusaha untuk membagikan dividen dalam plans and strives to distribute dividends in cash at least once a year.
bentuk uang tunai sekurang-kurangnya sekali dalam setahun. Besarnya The dividend amount corresponds with the Company’s profits for
dividen dikaitkan dengan keuntungan Perseroan pada tahun buku yang the relevant fiscal year, without neglecting the soundness of the
bersangkutan, dengan tidak mengabaikan tingkat kesehatan Perseroan Company and without prejudice to the rights of the General Meeting
dan tanpa mengurangi hak dari Rapat Umum Pemegang Saham of Shareholders of the Company to determine otherwise in accordance
Perseroan untuk menentukan lain sesuai dengan ketentuan Anggaran with the provisions of the Company’s Articles of Association.
Dasar Perseroan.
Dengan mengindahkan ketentuan-ketentuan di atas, Perseroan By observing the above conditions, the Company strives to maintain
berusaha untuk mempertahankan rasio pembayaran dividen sekitar a dividend payout ratio of approximately 20% of the Company’s
20% dari laba bersih konsolidasi Perseroan untuk setiap tahunnya. consolidated net income for each year. The determination of the amount
Penentuan jumlah dan pembayaran dividen tersebut, akan bergantung and payment of such dividends will depend on the recommendation of
pada rekomendasi dari Direksi, namun tidak terdapat kepastian bahwa the Board of Directors, however, there is no certainty that the Company
Perseroan akan dapat membayarkan dividen pada tahun ini ataupun will be able to pay dividends this year or in the years to come. The
pada tahun-tahun mendatang. Keputusan Direksi dalam memberikan decision of the Board of Directors in providing recommendations for
rekomendasi pembayaran dividen tergantung pada: dividend payout depends on:

1. Rencana pengembangan Perseroan dan belanja modal. 1. The Company’s development plans and capital expenditures.
2. Pertimbangan kebijakan pada sektor industri yang sejenis. 2. Policy considerations in similar industrial sectors.
3. Kondisi arus kas dan kebutuhan modal kerja Perseroan. 3. Cash flow conditions and working capital requirements of the
Company.
4. Kebijakan struktur permodalan Perseroan. 4. The Company’s capital structure policy.
5. Laba bersih Perseroan. 5. Company’s net profit.
Pembagian dividen sepanjang tahun 2021 untuk hasil usaha tahun 2020 Dividend distribution throughout 2021 for operating results in 2020 is
adalah sebagai berikut: as follows:
Kebijakan Pembagian Dividen 20% Dividend Policy

Dividen Kas yang Dibagikan Rp74.724.600.000 Distributed Cash Dividend
Dividen per Lembar Saham Rp10,23835 Dividend per Share
Rasio Pembagian Dividen 30% Dividend Ratio
Tanggal Pengumuman 22 Juli 2021 | July 22, 2021 Announcement Date
Tanggal Pembayaran 20 Agustus 2021 | August 20, 2021 Payment Date
Pembagian dan pembayaran dividen tahun 2017 hingga tahun 2021: Distribution and payment of dividends in 2017 to 2021:
Tahun Pembagian Dividen 2021 2020 2019 2018 2017

Year of Dividend Payout
Tahun Buku 2020 2019 2018 2017 2016
Fiscal Year
Tanggal Pengumuman 22 Juli 2021 9 Juli 2020 11 April 2019 14 Mei 2018 23 Mei 2017
Announcement Date July 22, 2021 July 9, 2020 April 22, 2019 May 14, 2018 May 23, 2017
Tanggal Pembayaran 20 Agustus 2021 7 Agustus 2020 10 Mei 2019 8 Juni 2018 22 Juni 2017
Payment Date August 20, 2021 August 7, 2020 May 10, 2019 June 8, 2018 June 22, 2017
Kebijakan Pembagian Dividen (%) 20 20 20 20 20
Dividend Payout Policy (%)
Dividen Kas yang Dibagikan 74,725 89,119 69,08 37,1 31,1
(Rp miliar)
Distributed Cash Dividend
(Rp billion)
Dividen per Lembar Saham 10,23835 12,211 9,465 5,08 4,26
(Rp/lembar)
Dividend per Share (Rp/share)
Rasio Pembagian Dividen (%) 30 25 25 15 10
Dividend Ratio (%)

Kontribusi terhadap Negara

Contribution to State Revenue
Sebagai Perusahaan yang patuh terhadap semua peraturan yang As a company that complies with all prevailing regulations, the Company
berlaku, Perseroan telah melakukan pemenuhan terkait kewajiban has met its obligations in paying its tax payables which represents
dalam membayar pajak yang merupakan salah satu bentuk kontribusi the Company’s contribution to the state revenue. The details of the
Perseroan kepada negara. Adapun rincian kewajiban Perusahaan terkait Company’s tax liabilities in 2021 and 2020 are as follows:
kewajiban perpajakan di tahun 2021 dan 2020, adalah sebagai berikut:
Dalam jutaan rupiah | in million rupiah
Uraian 2021 2020 Description

Pajak Penghasilan Badan: Corporate Income Tax:
Tahun Berjalan 25.781 2.015 Current Year
Tahun-tahun Sebelumnya 1.444 – Prior Years
PPH 4(2) 2.407 662 PPH 4(2)
Pajak Final 15 910 711 Final Tax 15
PPH 21 11.268 7.642 PPH 21
PPH 22 620 382 PPH 22
PPH 23 3.350 2.748 PPH 23
PPH 25 (Badan) 201 57 PPH 25 (Body)
PPH 26 297 358 PPH 26
Pajak Pertambahan Nilai 16.506 12.258 Value-added Tax
Utang Pajak Lainnya – 43 Other Tax Payable
Jumlah 62.784 26.876 Total
Informasi Transaksi Material

yang Mengandung Benturan
Kepentingan dan/atau Transaksi
dengan Pihak Afiliasi/Pihak
Berelasi
Material Transaction with Potential Conflict of Interest
and/or Transactions with Affiliated/Related Parties
Sepanjang tahun 2021, Perseroan melakukan transaksi dengan pihak- Throughout the year of 2021, the Company conducted transactions with
pihak yang berafiliasi, namun transaksi tersebut dikecualikan dari affiliated parties, but these transactions were excluded from BAPEPAM-
peraturan BAPEPAM-LK No. IX.E.1 karena tidak mengandung benturan LK regulation No. IX.E.1 since it has no conflict of interest by considering
kepentingan mengingat transaksi tersebut merupakan transaksi that they are ongoing transactions and core and supporting business
berkelanjutan serta kegiatan usaha utama dan penunjang kegiatan activities of the Company and its Subsidiaries. An entity is considered

usaha Perseroan dan Anak Perusahaan. Entitas dianggap berelasi jika related if the entity, directly or indirectly, can control or jointly control
entitas tersebut baik secara langsung maupun tidak langsung, dapat or have significant influence over the group in making financial and
mengendalikan atau mengendalikan bersama atau memiliki pengaruh operational decisions. Entities are also considered related if they are
signifikan atas grup dalam pengambilan keputusan keuangan dan under common control with the Group.
operasional. Entitas juga dianggap berelasi jika entitas tersebut berada
dalam pengendalian bersama dengan Grup.
KEBIJAKAN MEKANISME REVIEW ATAS TRANSAKSI DAN REVIEW POLICY FOR TRANSACTIONS AND COMPLIANCE
PEMENUHAN PERATURAN DAN KETENTUAN TERKAIT WITH RELATED RULES AND CONDITIONS
Perseroan memiliki kebijakan mengenai transaksi yang mengandung The Company adopts a policy regarding transactions that contain
benturan kepentingan dan/atau transaksi dengan pihak berelasi. conflicts of interest and/or transactions with related parties.
Transaksi material yang dilakukan harus diputuskan oleh Dewan Material transactions conducted must be approved by the Board of
Komisaris dan senantiasa memperhatikan prinsip kehati-hatian, serta Commissioners, must always consider to the prudent principle, and
telah memenuhi ketentuan maupun peraturan perundang-undangan comply with the provisions and prevailing laws and regulations. In
yang berlaku. Di samping itu, transaksi material juga harus diputuskan addition, material transactions must also be approved by the Board of
oleh Dewan Komisaris secara independen. Selama tahun 2021, tidak Commissioners in an independent manner. During 2021, there were no
terdapat pelanggaran atas peraturan perundang-undangan terkait breaches of laws and regulations related to transactions with related
dengan transaksi dengan pihak berelasi serta tidak terdapat transaksi parties and there were no transactions containing conflicts of interest.
yang mengandung benturan kepentingan.
KEWAJARAN DAN ALASAN DILAKUKANNYA TRANSAKSI FAIRNESS AND REASONS FOR THE TRANSACTION
Seluruh transaksi yang dilakukan pada tahun 2021 dilakukan secara All transactions made in 2021 are conducted in a fair manner (at arm’s
wajar (Arm’s Length) dan sesuai dengan persyaratan komersial normal. Length) and in accordance with the normal commercial requirements.
Kewajaran transaksi dengan pihak terkait atau mengandung benturan The fairness of transactions with related parties or transactions
kepentingan telah dilakukan secara wajar sesuai peraturan perundang- containing conflicts of interest have been fairly conducted in accordance
undangan. Transaksi dilakukan atas dasar alasan kebutuhan Perseroan with the laws and regulations. Transactions are made based on the
dan bebas dari konflik kepentingan. Company’s needs and are free from conflicts of interest.
Dengan demikian, pengungkapan selanjutnya mengenai hal ini Accordingly, further disclosure regarding this matter is made with
disesuaikan dengan PSAK No. 7 tentang Pengungkapan atas Pihak-pihak reference to PSAK No. 7 concerning Disclosure of Related Parties. In
Berelasi. Secara rinci, informasi mengenai transaksi ini terdapat pada details, information regarding this transaction is available in Notes 32 to
Catatan atas Laporan Keuangan No. 32 tentang Informasi mengenai Financial Statements concerning Information regarding Related Parties.
Pihak-pihak Berelasi. Transaksi dan saldo dengan pihak-pihak berelasi Transactions and balances with related parties are as follows:
adalah sebagai berikut:
PENGUNGKAPAN PIHAK BERELASI

Related Party Disclosure
Alasan Dilakukannya
Sifat Transaksi Pihak yang Berelasi Sifat Hubungan
Transaksi
Transaction Nature Related Parties Nature of Relationship
Reason for Transaction
Kas dan Setara Kas dan Aset Bank Mandiri, BNI, BNI Syariah, BRI, BRI Syariah, Entitas berelasi dengan Transaksi perbankan
Keuangan BSM, BRI Agroniaga, BTN, Mandiri Taspen, Bank Pemerintah, swasta
Cash and Cash Equivalents Jawa Barat Government related entities, Banking transactions
and Financial Assets private
Piutang Usaha PT Pertamina EP, PT Pertamina (Persero), Entitas sepengendali Transaksi penjualan jasa dan
PT Pertamina Hulu Energi, PT Pertamina Hulu barang
Indonesia, PT Pertamina Hulu Rokan, PT PGN,
PT Pertamina Power Indonesia, PT Pertamina
Patra Niaga, dan lain-lain di bawah 0,5% dari
modal disetor
Accounts Receivable PT Pertamina EP, PT Pertamina (Persero), Entities under common control Transactions on the sales of
PT Pertamina Hulu Energi, PT Pertamina Hulu services and goods
Indonesia, PT Pertamina Hulu Rokan, PT PGN,
PT Pertamina Power Indonesia, PT Pertamina
Patra Niaga, and others below 0.5% of paid-in
capital

Alasan Dilakukannya
Sifat Transaksi Pihak yang Berelasi Sifat Hubungan
Transaksi
Transaction Nature Related Parties Nature of Relationship
Reason for Transaction
Aset Keuangan Lancar PT Asuransi Tugu Pratama Indonesia, Pertamina, Entitas sepengendali, Entitas Piutang sewa pembiayaan,
Lainnya PT Pertamina Patra Niaga, PT Pertamina EP, berelasi dengan Pemerintah, kas yang dibatasi
PT Pertamina Hulu Energi ONWJ swasta penggunaannya
Other Current Financial Entities under common control, Finance lease, restricted
Assets government-related entities, cash
private sector
Aset Keuangan Tidak Lancar PT Pertamina, PT Pertamina Patra Niaga, Entitas sepengendali, Entitas Piutang sewa pembiayaan
Lainnya PT Pertamina (Persero) berelasi dengan Pemerintah,
swasta
Other Non-Current Financial Entities under common control, Finance lease receivable
Assets Government-related entities,
private sector
Pinjaman Bank Jangka PT Bank Mandiri Entitas berelasi dengan Transaksi perbankan,
Pendek Pemerintah, swasta kebutuhan modal kerja
Short-term Bank Loans Government-related entities, Banking transactions,
private working capital loans
Utang Usaha PT Pertamina (Persero), PT Pertamina Retail, Entitas sepengendali Transaksi pembelian barang
PT Pertamina Patra Niaga, dan lain-lain di bawah dan jasa
0,5% dari modal disetor
Accounts Payable PT Pertamina (Persero), PT Pertamina Retail, Entities under common control Purchase of goods and
PT Pertamina Patra Commerce and Others below services
0.5% of paid-in capital
Kompensasi Personel Imbalan Kerja Jangka Pendek, Pesangon Entitas berelasi dengan Program iuran pension
Manajemen Kunci Pemutusan Kerja (DPLK BNI, BRI) Pemerintah
Compensation of Key Short-term Employee Benefits, Termination Government-related entities Pension contribution plan
Management Personnel Severance Pay (DPLK BNI, BRI)
Pendapatan Pertamina, PEP, PHE, PHI, Nusantara Regas, Entitas sepengendali Transaksi penjualan jasa dan
Perusahaan Gas Negara, PT Pertamina Lubricant, barang
PT Pertamina Power Indonesia, dan lain-lain di
bawah 0,5% dari modal disetor
Income Pertamina, PEP, PHE, PHI, Nusantara Regas, Entities under common control Transactions on the sales of
Perusahaan Gas Negara, PT Pertamina Lubricant, services and goods
PT Pertamina Power Indonesia, and others below
0.5% of paid-up capital
Pembelian Pertamina, KOPEN, PT Pertamina Patra Niaga, Entitas sepengendali Transaksi pembelian barang
PT Pertamina Lubricant, Pertamina Retail, TPI, dan jasa
PT Patra Jasa, PT Pertamina Bina Medika, dan lain-
lain di bawah 0,5% dari modal disetor
Purchase Pertamina, KOPEN, PT Pertamina Patra Niaga, Entities under common control Purchase of goods and
PT Pertamina Lubricant, Pertamina Retail, TPI, services
PT Patra Jasa, PT Pertamina Bina Medika, and
others below 0.5% of paid-in capital
Sejak terjadinya perubahan komposisi pemegang saham pada bulan Juni 2014, Grup mengakui adanya hubungan istimewa dengan entitas berelasi dengan Pemerintah.
Since the changes in shareholder composition in June 2014, the Group recognizes that there are special relationships with government-related entities.
REALISASI TRANSAKSI PIHAK BERELASI TAHUN REALIZATION OF RELATED PARTY

2021 TRANSACTIONS IN 2021
Berikut realisasi transaksi pihak berelasi per 31 Desember 2021. The following is the realization of related party transactions as of
December 31, 2021.

dalam jutaan rupiah | in million rupiah
Uraian 2021 2020 Description

Kas dan Setara Kas 667.275 999.188 Cash and Cash Equivalents
Piutang Usaha 2.068.541 1.906.509 Accounts Receivable
Aset Keuangan Lancar Lainnya 55.322 44.957 Other Current Financial Assets
Aset Keuangan Tidak Lancar Lainnya 327.261 325.629 Other Non-current Financial Assets
Utang Usaha 36.467 1.063 Accounts Payable
Pendapatan Ditangguhkan 191.299 223.775 Deferred Income
Kompensasi Personel Manajemen Kunci 80.250 90.950 Compensation of Key Management Personnel
Pendapatan 6.188.401 6.069.494 Income
Pembelian 2.388.129 1.927.398 Purchase
Informasi Keuangan yang

Mengandung Kejadian yang
Bersifat Luar Biasa dan Jarang
Terjadi
Sepanjang tahun 2021, tidak terdapat informasi keuangan yang During 2021, there was no financial information containing extraordinary
mengandung kejadian yang bersifat luar biasa dan jarang terjadi. and rare events.
Perubahan Peraturan Perundang-

undangan yang Berpengaruh
Changes to Laws and Regulations with Significant Influence on the
Company
Sepanjang tahun 2021, tidak terdapat perubahan peraturan perundang- During 2021, there were no changes to laws and regulations that
undangan yang berpengaruh signifikan terhadap Perusahaan baik dari had a significant impact on the Company, both from financial and
sisi keuangan maupun operasional. operational perspective.

Perubahan Kebijakan Akuntansi

dan Dampaknya terhadap
Perusahaan
Changes in Accounting Standards and Their Impact on the Company
Perubahan Kebijakan Akuntansi Penjelasan Dampaknya Terhadap Perseroan

Changes in Accounting Policies Explanation Impact on the Company
PSAK 71 PSAK 71 adalah standar akuntansi yang menggantikan Perseroan harus membukukan cadangan kerugian
PSAK 55. PSAK ini membuat perubahan signifikan atas: penurunan nilai meskipun belum ada pemicu
1. Klasifikasi dan pengukuran aset keuangan. peristiwa yang menyebabkan kerugian kredit
2. Perhitungan penurunan nilai atas aset laporan (expected loss).
keuangan yang diukur dengan menggunakan biaya
perolehan diamortisasi.
3. Akuntansi lindung nilai.
4. Pengungkapan laporan keuangan.
PSAK 71 is the accounting standard that replaces PSAK The Company is required to record allowance for
55. This PSAK makes significant changes to: impairment losses even though there is no trigger
1. Classification and measurement of financial assets. event that results in credit losses (expected loss).
2. Calculation of impairment of financial statement
assets at amortized cost.
3. Hedge accounting.
4. Disclosure of financial statements.
PSAK 72 PSAK 72 menggantikan beberapa standar akuntansi • Tidak memberikan dampak signifikan hanya perlu
(PSAK 23,34,44,dan ISAK 10), yaitu PSAK mengenai perubahan pengungkapan kebijakan akuntansi.
pengakuan pendapatan kontrak dari pelanggan. • Berdampak pada pengakuan pendapatan, sehingga
berpengaruh pada laba rugi periode lalu, sekarang
dan masa depan.
PSAK 72 replaces several accounting standards (PSAK • No significant impact, only requiring changes in the
23,34,44, and ISAK 10) as the standards for the disclosure of accounting policies.
recognition of contract revenue from customers. • Impact on revenue recognition, thus affecting profit
and loss for the past, present and future periods.
PSAK 73 PSAK ini menetapkan prinsip pengakuan, pengukuran, Dalam laporan keuangan perseroan harus mengakui
penyajian, dan pengungkapan atas sewa dengan aset dan liabilitas. Untuk laporan laba ruginya,
memperkenalkan model akuntansi tunggal dengan perseroan akan mengalami profit lebih rendah
mensyaratkan untuk mengakui aset hak guna (right of ditahun awal. sedangkan di laporan arus kasnya,
use assets) dan liabillitas sewa. arus kas operasi akan meningkat sedangkan arus kas
pendanaanya menurun.
This PSAK established the principles of recognition, In the financial statements, the Company is required
measurement, presentation and disclosure of leases to recognize its assets and liabilities. For the income
by introducing a single accounting model by requiring statement, the Company will experience lower
the recognition of right of use assets and lease profits in the early years, while in the statement of
liabilities. cash flows, operating cash flows will increase while
financing cash flows will decrease.
The description includes among others changes in accounting policies,

Uraian memuat antara lain: perubahan kebijakan akuntansi, alasan dan purpose and impacts on financial statements.
dampaknya terhadap laporan keuangan.

Informasi Kelangsungan Usaha
Business Sustainability
HAL-HAL YANG BERPOTENSI BERPENGARUH MATTERS WITH POTENTIAL SIGNIFICANT

SIGNIFIKAN TERHADAP KELANGSUNGAN INFLUENCE ON THE COMPANY’S BUSINESS
USAHA PERUSAHAAN PADA TAHUN 2021 SUSTAINABILITY IN 2021
Tidak terdapat hal-hal yang berpotensi berpengaruh signifikan terhadap There are no matters noted potentially having significant impact on
kelangsungan usaha Perseroan selama tahun 2021, mengingat tidak the Company’s business sustainability during 2021, by considering that
terdapat kecelakaan kerja berupa fatality yang berpotensi menyebabkan there are no work accidents in the form of fatalities potentially triggering
Perseroan mendapatkan sanksi keras. Sepanjang tahun 2021, Perseroan severe sanctions to be imposed on the Company. Throughout 2021, the
telah memperoleh beberapa kontrak/pekerjaan yang bersifat multiyear Company has obtained several contracts/works that are multi-year in
untuk tahun mendatang, selain itu posisi keuangan dan kas Perseroan nature for the coming years, in addition to that the Company’s financial
dalam kondisi yang kuat untuk kegiatan operasional dan memenuhi and cash position is in a strong condition for operational activities and
kewajiban jangka pendek dan jangka panjang Perseroan. the Company meets its short-term and long-term liabilities.
ASSESSMENT MANAJEMEN ATAS HAL-HAL ASSESSMENT ON MATTERS WITH POTENTIAL

YANG BERPOTENSI BERPENGARUH SIGNIFIKAN SIGNIFICANT IMPACT ON THE COMPANY’S
TERHADAP KELANGSUNGAN USAHA BUSINESS SUSTAINABILITY IN 2021
PERUSAHAAN PADA TAHUN 2021
Dalam mengukur serta menilai hal-hal yang berpotensi berpengaruh In measuring and assessing matters potentially having significant impact
signifikan terhadap kelangsungan usaha Perusahaan, Manajemen on the Company’s business sustainability, the Management adopts the
menggunakan Laporan Evaluasi Kinerja tahun 2021 yang telah diaudit 2021 Performance Evaluation Report which has been audited by the
oleh Kantor Akuntan Publik Purwantono, Sungkoro&Surja (E&Y) Purwantono Public Accounting Firm, Sungkoro &Surja (E&Y).
Asumsi dalam melakukan Asesmen Assumptions Made in the Conduct of the Assessment
Asusmsi yang digunakan Manajemen dalam melakukan pengukuran dan The assumptions used by Management in measuring and assessing the
penilaian meliputi beberapa hal sebagai berikut: performance include the following:
• Aspek Keuangan • Financial Aspect
– Membandingkan saldo-saldo realisasi tahun 2021 dengan – Comparing the realized balances for 2021 with the audited
Laporan Keuangan yang telah diaudit. Financial Statements.
– Menghitung kembali persentase fluktuasi yang dilaporkan – Recalculating the percentage of fluctuations reported by
oleh Manajemen antara saldo-saldo aktual tahun 2021 dengan Management between the actual balances in 2021 and the
target anggaran/RKAP tahun 2021 dan saldo-saldo aktual target budget/RKAP in 2021 and the actual balances in 2020.
tahun 2020.
• Penilaian Tingkat Kesehatan Perusahaan • Company Health Rating
– Melakukan perhitungan ulang dan membandingkan indikator – Recalculating and comparing financial performance indicators
kinerja keuangan antara realisasi tahun 2021 target anggaran/ between the realization of the 2021 budget target/RKAP in
RKAP tahun 2021 berdasarkan kriteria yang telah ditetapkan 2021 based on the criteria set out in the Guidelines for the
dalam Pedoman Penilaian Kinerja Anak Perusahaan Pertamina. Performance Assessment of Pertamina’s Subsidiaries.
– Melakukan perhitungan ulang dan membandingkan indikator – Recalculating and comparing operational performance
kinerja operasional antara realisasi tahun 2021 target anggaran/ indicators between the realization of 2021 budget targets/RKAP
RKAP tahun 2021 berdasarkan kriteria yang telah ditetapkan in 2021 based on the criteria set out in the Guidelines for the
dalam Pedoman Penilaian Kinerja Anak Perusahaan Pertamina. Performance Assessment of Pertamina’s Subsidiaries.
– Melakukan perhitungan ulang dan membandingkan indikator – Recalculating and comparing administrative performance
kinerja administrasi antara realisasi tahun 2021 target indicators between the realization of 2021 budget targets/RKAP
anggaran/RKAP tahun 2021 berdasarkan kriteria yang telah in 2021 based on the criteria set out in the Guidelines for the
ditetapkan dalam Pedoman Penilaian Kinerja Anak Perusahaan Performance Assessment of Pertamina’s Subsidiaries.
Pertamina.

– Melakukan perhitungan ulang dan membandingkan tingkat – Recalculating and comparing the Company’s health level
kesehatan Perusahaan antara realisasi tahun 2021 dengan between the realization in 2021 and the budget target/RKAP
target anggaran/RKAP tahun 2021 berdasarkan kriteria yang in 2021 based on the criteria set out in the Guidelines for the
telah ditetapkan dalam Pedoman Penilaian Kinerja Anak Performance Assessment of Pertamina’s Subsidiaries.
Perusahaan Pertamina.
• Perkembangan Usaha Perusahaan • Company Business Development
– Membandingkan informasi keuangan tahun 2021 dan 2020 – Comparing fiscal information for 2021 and 2020 with the
dengan Laporan Keuangan yang telah diaudit. audited Financial Statements.
– Melakukan perhitungan ulang dan membandingkan informasi – Recalculating and comparing financial ratio information in 2021
rasio keuangan tahun 2021 dan 2020. and 2020.
Tingkat Kesehatan Perusahaan

Company Health Level
Tingkat Kesehatan Perusahaan (TKP) mengacu pada ketentuan The Company’s Health Level (TKP) refers to the provisions of the
Pedoman Penilaian Anak Perusahaan PT Pertamina (Persero) No. A6- PT Pertamina (Persero) Subsidiary Assessment Guidelines No. A6-002/
002/H40000/2019-S9. Adapun Penilaian diukur dari Penilaian H40000/2019-S9. It is evaluated based on the Financial Performance
Kinerja Keuangan, Penilaian Kinerja Pertumbuhan, Penilaian Kinerja Assessment, Growth Performance Assessment, Operational
Operasional, dan Penilaian Kinerja Administrasi, dengan klasifikasi Performance Assessment and Administration Performance Assessment,
pada segmen Industri Jasa Penunjang Eksplorasi/Produksi. Berdasarkan with a classification in the Exploration/Production Support Services
Penilaian tersebut untuk Tahun Buku 2021 di hasilkan nilai 65. Industry segment. Based on this assessment for the 2021 Fiscal Year, the
score is 65.

Tata Kelola
Perusahaan
Corporate Governance
221 Prinsip Dasar Tata Kelola Perusahaan yang Baik 299 Remunerasi Dewan Komisaris dan Direksi
Basic Principles of Good Corporate Governance Remuneration for the Board of Commissioners and the Board of
Directors
222 Perkembangan Penerapan GCG di Lingkup Perseroan
Development of GCG Implementation within the Company 302 Organ Pendukung Dewan Komisaris
227 Infrastruktur dan Softstructure GCG Elnusa
Elnusa GCG Infrastructure and Softstructure 328 Organ Pendukung Direksi
231 Penilaian atau Evaluasi atas Penerapan Tata Kelola Perusahaan yang
Baik 343 Manajemen Risiko
Assessment or Evaluation of the Implementation of Good Corporate Risk Management
Governance
350 Sistem Pengendalian Internal
232 Struktur Organ Tata Kelola Perusahaan yang Baik Internal Control System
Organizational Structure of Good Corporate Governance
351 Informasi tentang Program Kepemilikan Saham oleh Karyawan dan/
233 Penerapan Aspek dan Prinsip Tata Kelola Perusahaan Sesuai atau Manajemen (ESOP/MSOP)
Ketentuan Otoritas Jasa Keuangan Information about Employee and/or Management Share Ownership
Implementation of Corporate Governance Aspects and Principles Programs (ESOP/MSOP)
353 Perkara Penting
237 Rapat Umum Pemegang Saham (RUPS) Important Cases
356 Akses Informasi dan Data Perusahaan
251 Dewan Komisaris Acces for Data and Information about the Company
357 Kode Etik
269 Direksi Code of Conduct
Board of Directors
360 Pengendalian Gratifikasi
282 Transparansi Informasi Dewan Komisaris dan Direksi Gratification Control
Information Transparency on the Board of Commissioners and the
Board Directors
361 Sistem Manajemen Anti Penyuapan
Anti-Bribery Management System
283 Hubungan Afiliasi antar Anggota Dewan Komisaris, Direksi dan/atau
362 Kebijakan Anti Korupsi
Pemegang Saham Pengendali Anti-Corruption Policy
Affiliation among Members of the Board of Commissioners,
the Board of Directors and/or Controlling Shareholders 364 Whistleblowing System
284 Rapat Dewan Komisaris dan Direksi
Board of Commissioners and Board of Directors Meeting 367 Kebijakan Pengadaan Barang dan Jasa
Policy Goods and Services Procurement
294 Keberagaman Komposisi Dewan Komisaris dan Direksi
Diversity in the Composition of the Board of Commissioners and the 370 Transparansi Praktik Review
Board of Directors Transparency in the Practice
295 Assessment/Penilaian Kinerja terhadap Dewan Komisaris dan Direksi 373 Kesesuaian Penerapan Tata Kelola Perusahaan Terhadap ASEAN
Performance Assessment for the Board of Commissioners and Corporate Governance Scorecard (ACGS)
the Board of Directors Kesesuaian Penerapan Tata Kelola Perusahaan Terhadap Asean
298 Nominasi Dewan Komisaris dan Direksi
Nomination for Board of Commissioners and Board of Directors
Tata Kelola Perusahaan
Penerapan tata kelola Perusahaan selaras

dengan komitmen dari Perusahaan
dalam menciptakan hubungan harmonis
untuk memberikan nilai tambah bagi
Para Pemangku Kepentingan sesuai
dengan prinsip-prinsip GCG. Hal ini
selaras dengan upaya dalam menghadapi
persaingan dan tantangan bisnis yang
cukup dinamis.
The implementation of corporate governance

is in line with the Company’s commitment to
creating harmonious relationships to provide
added value for stakeholders in accordance
with GCG principles. This is in line with the
Company’s efforts to face dynamic competition
and business challenges.

Prinsip Dasar Tata Kelola
Perusahaan yang Baik
Basic Principles of Good Corporate Governance
Tata Kelola Perusahaan yang Baik, atau Good Corporate Governance Good Corporate Governance (GCG) constitutes a set of systems
(GCG) secara definitif merupakan serangkaian sistem yang mengatur regulating and controlling business entities to create added values for
dan mengendalikan entitas usaha yang diharapkan mampu menciptakan all stakeholders, including the shareholders. There are 2 (two) points
nilai tambah untuk seluruh pemangku kepentingan; termasuk kepada of emphasis, namely the importance of the shareholders right and
pemegang saham. Terdapat 2 (dua) hal penekanan, yaitu pentingnya even minority shareholders to promptly obtain correct information,
hak pemegang saham untuk memperoleh informasi dengan benar as well as the obligation of business entities to make accurate, timely
dan tepat pada waktunya bahkan hingga pemegang saham minoritas, and transparent disclosures of information on all business entity
dan, kewajiban entitas usaha untuk melakukan pengungkapan secara performance, ownership and stakeholders. GCG presence is expected to
akurat, tepat waktu, transparan terhadap semua informasi kinerja provide a foundation for managing short-term and long-term business
entitas usaha, kepemilikan, dan pemangku kepentingan. Kehadiran GCG entities
diharapkan mampu memberikan fondasi atas pengelolaan entitas usaha
yang akuntabel.
Sejalan dengan perkembangan dunia usaha, prinsip GCG turut mengalami In line with business world development, GCG principles have also
perkembangan yang mencakup sistem pengawasan dan pengendalian evolved with a system of supervision and control that supports work
yang mendukung etika kerja dan pengambilan keputusan yang ethics and responsible decision making, supports integrity in financial
bertanggung jawab, mendukung integritas dalam pelaporan keuangan, reporting, proper risk management, and stakeholders relationship and
pengelolaan risiko yang layak, serta hubungan pemangku kepentingan the Company based on ethics. Assessment on GCG implementation
dan Perseroan yang berlandaskan etika. Di lingkup Perseroan, penilaian is carried out within the Company to ensure the realization of GCG
dilakukan atas penerapan GCG untuk memastikan terwujudnya prinsip principles comprehensively.
GCG secara komprehensif.
Pada perkembangannya, Regulator bersama-sama dengan berbagai In its development, the Regulator together with various parties paying
pihak yang menaruh perhatian terhadap perkembangan GCG di attention to GCG development in Indonesia resulted in strong affirmation
Indonesia memberikan penegasan yang kuat atas pentingnya hubungan of the importance of a harmonious relationship between business
yang harmonis antara entitas usaha dan pemangku kepentingan. Melalui entities and the stakeholders. Through this harmonious relationship, it is
hubungan yang harmonis ini, diharapkan akan terbentuk dunia usaha expected that business world will be established which avoids the ways
yang menghindari cara-cara menciptakan keuntungan sesaat, dan justru of creating instant profit, and can actually contribute to the surrounding
mampu berkontribusi bagi dimensi sosial dan lingkungan di sekitarnya. social and environmental dimensions.

Perkembangan Penerapan GCG

di Lingkup Perseroan
Development of GCG Implementation within the Company
Sebagai Perusahaan Publik yang tercatat di Bursa Efek Indonesia (BEI), As Public Company listed on the Indonesia Stock Exchange (IDX),
Perseroan berkomitmen secara penuh untuk menerapkan prinsip- the Company is fully committed to implementing GCG principles as
prinsip GCG sebagai landasan dalam menciptakan nilai tambah yang foundation for creating sustainable added values for the interests of
berkelanjutan bagi kepentingan para pemegang saham, masyarakat shareholders, the wider community, and various other stakeholders
secara luas, dan berbagai pemangku kepentingan lainnya (pegawai, (employees, consumers, regulators, business partners, etc.) both in the
konsumen, regulator, mitra kerja, dan lain-lain) baik dalam jangka short-term and long-term.
pendek maupun jangka panjang.
Tata Kelola yang dijalankan Perseroan didasari oleh prinsip-prinsip Good Corporate Governance is based on GCG principles, namely
GCG, yaitu Transparency, Accountability, Responsibility, Independency, Transparency, Accountability, Responsibility, Independence and
dan Fairness yang merupakan komitmen kuat bagi Perseroan untuk Fairness, which are strong commitment for the Company to always
selalu menjaga dan meningkatkan nilai Perusahaan (corporate value), maintain and enhance the corporate values, encourage the management
mendorong pengelolaan Perusahaan yang profesional, transparan dan of a professional, transparent and efficient company so that the
efisien sehingga fundamental dan daya saing Perseroan semakin kuat fundamentals and competitiveness of the Company are getting stronger
dan terjaga dengan baik. and better maintained.
Organ Perseroan masing-masing menjalankan fungsinya dengan baik, The Company’s organs perform their respective functions properly,
Dewan Komisaris melakukan fungsi pengawasannya atas kebijakan the Board of Commissioners carries out oversight function on the
pengurusan, jalannya pengurusan, baik mengenai Perseroan maupun management policies, the management and business of the Company
usaha Perseroan yang dilakukan oleh Direksi, serta memberi nasehat by the Board of Directors, as well as provides advice to the Board of
kepada Direksi. Direksi menjalankan tugasnya secara kolegial dalam Directors. The Board of Directors executes collegial duties in carrying
melaksanakan penguruan Perseroan dan bertanggung jawab kepada out the Company management and is accountable to the GMS as
RUPS sebagai bentuk perwujudan akuntabilitas pengeloaan Perusahaan manifestation of the Company management accountability in line with
sesuai dengan prinsip-prinsip tata kelola perusahaan. the principles of Corporate Governance.
Penerapan Tata Kelola Perusahaan selama tahun 2020 di antaranya Implementation of Corporate Governance during 2020 is as follows:
1. Pembaruan Pedoman Code of Conduct 1. Renewal of the Code of Conduct Guidelines
2. Pembenahan sistem Whistleblowing System 2. Revamping the Whistleblowing System
3. Pengkinan berbagai pedoman Kepatuhan terkait dengan Tata Kelola 3. Updating various Compliance guidelines related to Corporate
Perusahaan governance
TUJUAN PENERAPAN GCG OBJECTIVES OF GCG IMPLEMENTATION

Untuk memuwujudkan Perusahaan yang berdaya saing tinggi dan terus To create a highly competitive Company that continues to grow, the
tumbuh, Perseroan mengembangkan struktur dan sistem Tata Kelola Company develops the structure and system of Corporate Governance
Perusahaaan sesuai dengan prinsip-prinsip GCG, dengan tujuan: in line with GCG principles, with the following purposes:
1. Mengoptimalkan nilai Perusahaan untuk membangun daya saing 1. To optimizes the corporate values to build strong competitiveness
yang kuat baik secara nasional maupun internasional, dalam both nationally and internationally, in maintaining ethics and
menjaga etika dan integritas agar dapat menjaga eksistensi integrity in order to maintain existence and sustainable growth in
dan pertumbuhan secara berkelanjutan dalam menghadapi era facing of the free trade era of ASEAN Economic Community (AEC).
perdagangan bebas Masyarakat Ekonomi ASEAN (MEA).
2. Mendorong pengelolaan perusahaan secara profesional, efisien 2. To encourage professional, efficient and effective Company
serta efektif selain juga memberdayakan fungsi dan meningkatkan management as well as to empower functions and increase the
kemandirian organ-organ dalam perusahaan. organs independence in the Company.
3. Memberikan jaminan rasa aman sehingga akan menumbuhkan 3. To guarantee the security so that it will foster the trust by the
kepercayaan dari para investor maupun calon investor. investors and potential investors.

4. Mengarahkan serta mengendalikan hubungan kerja antara antara 4. To direct and control work relationships among the Company’s
organ Perseroan. organs.
5. Mendorong agar setiap pengambilan keputusan maupun 5. To encourage so that every decision-making and its implementation
pelaksanaannya harus dilandasi nilai moral yang tinggi dan sesuai must be based on high moral values and in accordance with
dengan peraturan perundang-undangan yang berlaku serta applicable laws and regulations and high social responsibility.
tanggung jawab sosial yang tinggi.
6. Menciptakan sumber daya manusia yang profesional. 6. To create professional human resources.
7. Meningkatkan kesejahteraan seluruh Insan Elnusa serta peningkatan 7. To improve welfare for the entire Elnusa Personnel and increase the
kemanfaatan bagi Stakeholders. benefits for the Stakeholders.
8. Mencegah terjadinya penyimpangan dalam pengelolaan Perseroan. 8. To prevent irregularities in the Company management.
9. Meningkatkan Budaya Kerja Perseroan. 9. To improve the Company’s Work Culture.
PRINSIP DASAR GCG DAN PENERAPANNYA BASIC PRINCIPLES OF GCG AND THE
IMPLEMENTATION
Perseroan memandang bahwa penerapan GCG merupakan sebuah The Company considers that GCG implementation is a strong pillar to
pilar kuat untuk memajukan pertumbuhan. Oleh sebab itu, Perseroan promote growth. Therefore, the Company strives to always apply GCG
berupaya untuk senantiasa menerapkan GCG terhadap seluruh to all stakeholders by complying with applicable laws and regulations.
pemangku kepentingan dengan mematuhi peraturan perundang- Continuously improving the quality of GCG implementation best
undangan yang berlaku. Peningkatan kualitas dari penerapan praktik practices by updating various policies, standards, guidelines, procedures
terbaik GCG dengan secara terus menerus dilakukan, melakukan that are adapted to changes in applicable laws and regulations, business
pemutakhiran berbagai kebijakan, standar, pedoman, prosedur yang environment, as well as business development and performance of the
disesuaikan dengan perubahan peraturan perundang-undangan yang Company.
berlaku, keadaan lingkungan bisnis, dan juga perkembangan usaha dan
kinerja Perseroan.
Dalam menerapkan prinsip-prisip GCG, Perseroan mengacu pada 5 In applying GCG principles, the Company refers to 5 (five) basic principles,
(lima) prinsip dasar yaitu: transparansi, akuntabilitas, responsibilitas, namely: transparency, accountability, responsibility, independence,
independensi, dan kewajaran, sebagaimana telah dirilis dalam Pedoman and fairness, as released in the General Guidelines for Good Corporate
Umum Good Corporate Governance yang dikeluarkan oleh Komite Governance issued by National Committee on Governance Policy (KNKG).
Nasional Kebijakan Governance (KNKG).
AZAS-AZAS TATA KELOLA PERUSAHAAN YANG BAIK

Good Corporate Governance Principles
Transparansi Akuntabilitas Responsibilitas Independensi Kewajaran

Transparency Accountability Responsibility Independency Fairness

Penjelasan prinsip-prinsip dasar di atas dan penerapannya secara umum Explanation of the basic principles above and general application within
di lingkup Perseroan adalah sebagai berikut: the Company is as follows:
Prinsip Dasar Penjelasan Sesuai Pedoman GCG Elnusa Penerapan di Lingkup Elnusa
Basic Principles Explanation According to Elnusa GCG Guidelines Application in Elnusa Scope
Keterbukaan • Tersedianya kebijakan secara tertulis pada sarana akses • Tersedianya situs web Perseroan.
Transparency informasi Perusahaan. • Tersedianya Laporan Tahunan dan Laporan Keberlanjutan.
• Informasi yang disajikan selalu akurat dan memadai bagi • Tersedianya siaran pers.
seluruh pemangku kepentingan. • Tersedianya berbagai pedoman secara tertulis dalam situs
• Kemudahan dalam mengakses informasi Perusahaan. web Perseroan.
• Availability of written policies on access to the Company’s • Availability of the Company’s website.
information. • Availability of Annual Report and Sustainability Report
• Information presented is always accurate and adequate for • Availability of press releases.
the entire stakeholders. • Availability of various written guidelines on the Company’s
• Convenience in accessing Company’s information. website.
Akuntabilitas • Penilaian kinerja secara berkala. • Perseroan secara berkala menyelenggarakan penilaian
Accountability • Proses check and balance system dalam pengelolaan kinerja Dewan Komisaris, Komite Dewan Komisaris, dan
Perseroan. Direksi.
• Melalui Rapat Umum Pemegang Saham Tahunan, Dewan
Komisaris dan Direksi mempertanggungjawabkan
kinerjanya kepada Pemegang Saham.
• Regular performance assessment. • The Company periodically conducts performance
• Process of check and balance system in the Company assessment for the Board of Commissioners, the
management. Committees of the Board of Commissioners and the Board
of Directors.
• Through the Annual General Meeting of Shareholders,
the Board of Commissioners and Board of Directors have
responsibility for their performance to the Shareholders.
Responsibilitas • Menjunjung tinggi integritas Perusahaan melalui Corporate • Penerapan standar etika Perusahaan.
Responsibility Value. • Tersedianya berbagai bisnis proses secara update.
• Melaksanakan praktik bisnis secara bertanggung jawab.
• Upholding the integrity of the Company through Corporate • Application of Company code of conduct.
Values. • Availability of various business processes in an update.
• Implementing business practices responsibly.
Independensi • Keputusan yang objektif untuk setiap proses bisnis yang Perseroan melaksanakan kegiatan usaha secara mandiri dan
Independency dilakukan. tidak mendapat intervensi dari Pemegang Saham Pengendali
• Menghindari adanya potensi benturan kepentingan. maupun pemangku kepentingan lainnya.
• Objective decisions for each implemented business The Company carries out business activities independently
process. without any intervention from the Controlling Shareholders or
• Avoiding potential conflicts of interests. other stakeholders.
Kewajaran • Perlakuan yang setara terhadap pemegang saham. • Pemanggilan RUPS dilakukan 21 hari sebelum pelaksanaan
Fairness • Perlakuan yang setara kepada para karyawan. RUPS dengan menggunakan bahasa Indonesia dan bahasa
Inggris.
• Penyampaian CV dari masing-masing calon pengurus
Perseroan dalam situs web Perseroan.
• Tersedianya akses yang memudahkan para pemegang
saham untuk memperoleh dokumen proxy pemegang
saham.
• Equal treatment for the shareholders. • GMS invititation is 21 days prior to the GMS, using
• Equal treatment for the employees. Indonesian and English.
• Submission of CV from each candidate for the Company
management on the Company’s website.
• Access availability for the shareholders to obtain
shareholders proxy documents.

DASAR HUKUM LEGAL BASIS
Penerapan GCG di Perseroan mengacu kepada beberapa ketentuan, GCG implementation in the Company refers to a number of applicable
peraturan, serta perundang-undangan yang berlaku, yaitu: rules, regulations and laws as follows:
• Undang-Undang Republik Indonesia. • Laws of the Republic Indonesia.
– Undang-Undang Republik Indonesia No. 40 Tahun 2007 tentang – Republic of Indonesia Law No. 40 of 2007 concerning Limited
Perseroan Terbatas. Liability Companies.
– Undang-Undang Republik Indonesia No. 8 Tahun 1995 tentang – Republic of Indonesia Law No. 8 of 1995 concerning Capital
Pasar Modal. Markets.
– Undang-Undang Republik Indonesia No. 28 Tahun 1999 tentang – Republic of Indonesia Law No. 28 of 1999 concerning State
Penyelenggara Negara yang Bersih dan Bebas dari Korupsi, Administrators who are Clean and Free of Corruption, Collusion
Kolusi, dan Nepotisme. and Nepotism.
– Undang-Undang Republik Indonesia No. 5 Tahun 1999 tentang – Republic of Indonesia Law No. 5 of 1999 concerning Prohibition
Larangan Praktik Monopoli dan Persaingan Usaha Tidak Sehat. of Monopolistic Practices and Unfair Business Competition.
– Undang-Undang Republik Indonesia No. 13 Tahun 2003 tentang – Republic of Indonesia Law No. 13 of 2003 concerning
Ketenagakerjaan. Manpower.
– Undang-Undang Republik Indonesia No. 20 Tahun 2001 tentang – Republic of Indonesia Law 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 Crimes.
– Undang-Undang Republik Indonesia No. 15 Tahun 2002 tentang – Republic of Indonesia Law No. 15 of 2002 concerning Criminal
Tindak Pidana Pencucian Uang sebagaimana telah diubah Acts of Money Laundering as amended by the Republic of
dengan Undang-Undang Republik Indonesia No. 25 Tahun 2003. Indonesia Law No. 25 of 2003.
– Undang Undang Republik Indonesia No. 11 Tahun 2008 tentang – Republic of Indonesia Law No. 11 of 2008 concerning Electronic
Informasi dan Transaksi Elektronik. Information and Transactions.
– Undang Undang Republik Indonesia No. 14 Tahun 2008 tentang – Republic of Indonesia Law No. 14 of 2008 concerning
Keterbukaan Informasi. Information Transparency.
• Peraturan Badan Pengawas Pasar Modal dan Lembaga Keuangan • Regulations by Capital Market and Financial Institution Supervisory
(Bapepam-LK) yang telah dialihfungsikan menjadi Otoritas Jasa Agency (Bapepam-LK) that have been converted into Financial
Keuangan (OJK), serta Peraturan Bursa Efek Indonesia (BEI). Services Authority (OJK), and Indonesian Stock Exchange
Regulations (IDX).
– Peraturan Bapepam-LK No. X.K.4, Lampiran Keputusan Ketua – Bapepam-LK Regulation No. X.K.4, Attachment to the Decree
Bapepam No. Kep-27/PM/2003 Tanggal 17 Juli 2003 tentang of Bapepam Chairman No. Kep-27/PM/2003 dated July 17,
Laporan Realisasi Penggunaan Dana Hasil Penawaran Umum. 2003 concerning Realization of the Use of Proceeds from
Public Offering.
– Peraturan Bapepam-LK No. IX.I.5, Lampiran Keputusan Ketua – Bapepam-LK Regulation No. IX.I.5, Attachment to the Decree of
Bapepam No. Kep-29/Pm/2004 Tanggal 24 September 2004 Bapepam Chairman No. Kep-29/PM/2004 dated 24 September
tentang Pembentukan dan Pedoman Pelaksanaan Kerja 2004 concerning the Formation and Guidelines for the
Komite Audit. Implementation of Audit Committee Work.
– Peraturan Bapepam-LK No. IX.J.1, Lampiran Ketua Bapepam – Bapepam-LK Regulation No. IX.J.1, Attachment of Chairman of
dan Lembaga Keuangan No. Kep-179/Bl/2008 Tanggal 14 Bapepam and Financial Institution No. Kep-179/Bl/2008 dated
Mei 2008, tentang Pokok-Pokok Anggaran Dasar Perusahaan May 14, 2008, concerning Principles of Articles of Association of
yang Melakukan Penawaran Umum Efek Bersifat Ekuitas dan Companies Conducting Public Offering of Equity-Type Securities
Perubahan Publik. and Public Changes.
– Peraturan Bapepam-LK No. X.K.2, Lampiran Keputusan Ketua – Bapepam-LK Regulation No. X.K.2, Attachment to Decree of
Bapepam dan Lembaga Keuangan No. Kep-346/Bl/2011 Tanggal Bapepam Chairman and Financial Institution No. Kep-346/
5 Juli 2011, tentang Penyampaian Laporan Keuangan Berkala Bl/2011 dated July 5, 2011, concerning Submission of Periodic
Emiten atau Perusahaan Publik. Financial Statements of Issuers or Public Company.
– Peraturan OJK No. 33/POJK.04/2014 tentang Direksi dan Dewan – FSA Regulation No. 33/POJK.04/2014 concerning Directors and
Komisaris Emiten atau Perusahaan Publik. Board of Commissioners of Issuers or Public Company.
– Peraturan OJK No. 34/POJK.04/2014 tentang Komite Nominasi – FSA Regulation No. 34/POJK.04/2014 concerning Nomination
dan Remunerasi Emiten atau Perusahaan Publik. and Remuneration Committee of Issuers or Public Company.
– Peraturan OJK No. 35/POJK.04/2014 tentang Sekretaris – FSA Regulation No. 35/POJK.04/2014 concerning Corporate
Perusahaan Emiten atau Perusahaan Publik. Secretary of Issuers or Public Company.
– Peraturan OJK No. 8/POJK.04/2015 tentang Situs Web Emiten – FSA Regulation No. 8/POJK.04/2015 concerning Issuers or
atau Perusahaan Publik. Public Company Websites.

– Peraturan OJK No. 21/POJK.04/2015 tentang Pedoman Tata – FSA Regulation No. 21/POJK.04/2015 concerning Guidelines for
Kelola Perusahaan Terbuka. Public Company Governance.
– Peraturan OJK No. 30/POJK.04/2015 tentang Laporan Realisasi – FSA Regulation No. 30/POJK.04/2015 concerning Realization
Penggunaan Dana Hasil Penawaran Umum. Report on the Use of Funds from Public Offering.
– Peraturan OJK No. 31/POJK.04/2015 tentang Keterbukaan – FSA Regulation No. 31/POJK.04/2015 concerning Transparency
atas Informasi atau Fakta Material oleh Emiten atau of Material Information or Facts by Issuers or Public Company
Perusahaan Publik.
– Peraturan OJK No. 55/POJK.04/2015 tentang Pembentukan dan – FSA Regulation No. 55/POJK.04/2015 concerning the Formation
Pedoman Pelaksanaan Kerja Komite Audit. and Guidelines for the Work Implementation of Audit
Committee.
– Peraturan OJK No. 56/POJK.04/2015 tentang Pembentukan dan – FSA Regulation No. 56/POJK.04/2015 concerning the Formation
Pedoman Penyusunan Piagam Unit Audit Internal. and Guidelines for the Preparation of Internal Audit Unit
Charter.
– Peraturan OJK No. 29/POJK.04/2016 tentang Laporan Tahunan – FSA Regulation No. 29/POJK.04/2016 concerning Annual
Emiten atau Perusahaan Publik. Reports of Issuers or Public Company.
– Surat Edaran OJK No. 32/SEOJK.04/2015 tentang Pedoman Tata – FSA Circular No. 32/SEOJK.04/2015 concerning Guidelines for
Kelola Perusahaan Terbuka. Open Corporate Governance.
– Surat Edaran OJK No. 30/SEOJK.04/2016 tentang Bentuk dan Isi – FSA Circular No. 30/SEOJK.04/2016 concerning the Form and
Laporan Tahunan Emiten atau Perusahaan Publik. Content of Issuers or Public Company’ Annual Reports.
– Peraturan OJK No. 11/POJK.04/2017 tentang Laporan – FSA Regulation No. 11/POJK.04/2017 concerning Ownership
Kepemilikan atau Setiap Perubahan Kepemilikan Saham Reports or Any Changes in Ownership of Public Company
Perusahaan Terbuka. Shares.
– Peraturan OJK No. 13/POJK.03/2017 tentang Penggunaan Jasa – FSA Regulation No. 13/POJK.03/2017 concerning Use of Public
Akuntan Publik dan Kantor Akuntan Publik dalam Kegiatan Jasa Accountant Services and Public Accountant Offices in Financial
Keuangan. Services Activities.
– Peraturan Otoritas Jasa Keuangan No. 15/POJK.04/2020 – Financial Services Authority Regulation No. 15/POJK.04/2020
tentang Rencana dan Penyelenggaraan Rapat Umum Pemegang concerning Planning and Implementation of General Meeting
Saham Perusahaan Terbuka. of Shareholders of Public Company.
– Peraturan Otoritas Jasa Keuangan No. 16/POJK.04/2020 tentang – Financial Services Authority Regulation No. 16/POJK.04/2020
Pelaksanaan Rapat Umum Pemegang Saham Perusahaan concerning the Implementation of the General Meeting of
Terbuka Secara Elektronik. Shareholders of Public Company Electronically
tentang Transaksi Material dan Perubahan Kegiatan Usaha. concerning Material Transactions and Changes in Business
Activities.
tentang Transaksi Afiliasi dan Transaksi Benturan Kepentingan. concerning Affiliated Transactions and Conflict of Interest
Transactions.
– Lampiran Keputusan Direksi BEI No. Kep-305/BEJ/07-2004 – Attachment to IDX Board of Directors Decree No. Kep-305/
tanggal 19 Juli 2004 tentang Peraturan No. I-A Pencatatan BEJ/07-2004 dated July 19, 2004 concerning Regulation No. I-A
Saham dan Efek Bersifat Ekuitas Selain Saham yang diterbitkan Listing of Shares and Equity Securities Other than Shares issued
oleh Perseroan tercatat. by the Company are listed.
• Pedoman Umum Good Corporate Governance Indonesia Tahun • 2006 General Guidelines for Good Corporate Governance in
2006 yang diterbitkan oleh Komite Nasional Kebijakan Governance Indonesia published by the National Committee on Governance on
tanggal 17 Oktober 2006 (“Pedoman Umum GCG Indonesia KNKG”). October 17, 2006 (“General Guidelines on Indonesian GCG KNKG”).
• Anggaran Dasar Perseroan terakhir, yang telah disahkan melalui • The latest Company’s Articles of Association, which was ratified
Nomor 84 tanggal 31 Desember 2021. through Deed No. 31 dated April 11, 2019.
• ISO 26000 tentang Panduan Tanggung Jawab Sosial. • ISO 26000 on Social Responsibility Guidelines.
• ISO 37001 tentang Sistem Manajemen Anti Penyuapan. • ISO 37001 on Anti-Bribery Management System.
• OECD 2004 Principles of Corporate Governance. • OECD 2004 Principles of Corporate Governance.

Infrastruktur dan Softstructure
GCG Elnusa
Elnusa GCG Infrastructure and Softstructure
INFRASTRUKTUR GCG GCG INFRASTRUCTURE

Berdasarkan Undang-Undang No. 40 Tahun 2007 tentang Perseroan Based on Law No. 40 of 2007 concerning Limited Liability Company,
Terbatas, infrastruktur keorganisasian sebuah Perseroan Terbatas organizational infrastructure of Limited Liability Company includes
mencakup kepentingan pemegang saham yang dituangkan melalui the interests of shareholders as outlined in the General Meeting of
Rapat Umum Pemegang Saham (RUPS); Direksi dengan tugasnya Shareholders (GMS); Board of Directors with their duties to manage;
untuk mengelola; serta Dewan Komisaris yang berfungsi melakukan and the Board of Commissioners whose function is to supervise. The
pengawasan. Sistem kepengurusan Persero menganut model 2 (dua) Company management system follows the model of two tier systems,
badan atau two tier system, yaitu Dewan Komisaris dan Direksi dengan namely the Board of Commissioners and the Board of Directors with
kewewenangan dan tanggung jawab yang jelas sesuai fungsinya masing- clear authority and responsibilities following their respective functions
masing sebagaimana diamanahkan dalam peraturan dan perundang- as mandated in regulations and laws and the Articles of Association.
undangan serta Anggaran Dasar.
Perseroan memiliki ketiga organ utama tersebut, baik RUPS, Dewan The Company has three main organs, the GMS, the Board of
Komisaris dan Direksi. Dewan Komisaris dan Direksi memiliki tanggung Commissioners and the Board of Directors. The Board of Commissioners
jawab untuk memelihara kesinambungan usaha Perseroan dalam jangka and Board of Directors have the responsibility for maintaining long-
panjang. Oleh karena itu, Dewan Komisaris dan Direksi harus memiliki term business sustainability of the Company. Therefore, the Board of
kesamaan persepsi terhadap visi, misi, dan nilai-nilai inti serta budaya Commissioners and the Board of Directors are required to have common
Perseroan. perception of the Company’s vision, mission and core values and culture.
Infrastruktur GCG Perseroan juga mengikutsertakan beberapa aspek The Company’s GCG infrastructure also includes several important
penting yang berperan untuk mendukung penguatan kontrol dan aspects taking role in supporting the strengthening the Company control
pengelolaan terhadap Perseroan, terdiri dari organ pendukung yang and management, consisting of supporting organs including Corporate
meliputi Sekretaris Perusahaan dan Unit Audit Internal yang berada di Secretary and Internal Audit Unit under the Board of Directors, as
bawah Direksi, serta Komite Audit, Komite Nominasi dan Remunerasi, well as Audit Committee, Nomination and Remuneration Committee,
dan Komite Manajemen Risiko yang berada di bawah Dewan Komisaris. and Risk Management Committee under the Board of Commissioners.
Selain itu, terdapat proses audit independen atas laporan keuangan Furthermore, there is an independent audit process for financial
dan laporan lainnya yang dilakukan oleh akuntan eksternal dalam statements and other reports by external accountants in strengthening
memperkuat kontrol khususnya terkait laporan kinerja Perseroan. control, especially related to the Company’s performance statements.
Struktur tersebut telah sesuai dengan ketentuan regulasi yang berlaku The structure is based on the applicable regulations in Indonesia.
di Indonesia.
SOFTSTRUCTURE GCG GCG SOFTSTRUCTURE

Softstructure atau perangkat lunak GCG merupakan sebuah mekanisme Softstructure or GCG software is mechanism for implementing GCG
penerapan prinsip GCG di lingkup sebuah entitas usaha. Softstructure principles within the business entity. GCG Soft Structure consists of
GCG terdiri dari berbagai peraturan dan kebijakan yang mengatur various regulations and policies governing the scope of responsibility of
lingkup tanggung jawab organ GCG, dan hubungan kerja antar the GCG organs, and working relationships among GCG organs; including
organ GCG; termasuk dengan pemangku kepentingan baik internal with internal and external stakeholders.
maupun eksternal.

Mekanisme penerapan prinsip GCG sendiri merupakan mekanisme Mechanism for implementing GCG principles is a mechanism for
atas implementasi tata kelola perusahaan yang tercermin dalam implementing corporate governance reflected in a strong system. This
sistem yang kuat. Hal ini menjadi penting, karena implementasi tata is important since the corporate governance implementation is not
kelola perusahaan tidak cukup hanya dengan mengandalkan pilar enough just to rely on the pillars of governance structure, but it needs
governance structure, melainkan dibutuhkan adanya aturan main yang clear rules in the form of mechanisms. Governance mechanism can be
jelas dalam bentuk mekanisme. Governance mechanism dapat diartikan interpreted as the rules of the game, procedures and clear relations
sebagai aturan main, prosedur dan hubungan yang jelas antara pihak among parties making decisions with parties controlling these decisions.
yang mengambil keputusan dengan pihak yang melakukan kontrol
(pengawasan) terhadap keputusan tersebut.
Perseroan telah menyusun, menerapkan dan memperbaharui The Company has compiled, implemented and updated GCG Softstructure
softstructure GCG yang terdiri dari Kebijakan dan Prosedur Operasional, consisting of Operational Policies and Procedures, including:
meliputi antara lain:
Softstructure GCG GCG Softstructure

Anggaran Dasar Perusahaan The Company’s Article of Association
Panduan Tata Kelola Perusahaan (GCG Code) Good Corporate Governance (GCG Code)
Panduan Perilaku (Code of Conduct) Code of Conduct
Board Manual (Buku Panduan Dewan Komisaris dan Direksi) Board Manual (Guidebook fro the Board of Commissioners and the Board of
Directors)
Piagam Komite Audit Audit Committee Charter
Piagam Komite Nominasi dan Remunerasi Nomination and Remuneration Committee Charter
Piagam Komite Manajemen Risiko Risk Management Committee Charter
Piagam Sekretaris Perusahaan Corporate Secretary Charter
Piagam Internal Audit Internal Audit Charter
Pedoman Etika Perilaku Manajemen Guidelines for Management Behavior Ethics
Pedoman pemberian dan penerimaan hadiah Guidelines for the giving and receiving of prizes
Pedoman Benturan Kepentingan Guidelines for Conflicts of Interests
Pedoman Whistleblowing system Guidelines for Whistleblowing System
Pedoman Anti-Fraud Anti-Fraud Guidelines
Pedoman Anti Suap dan Korupsi Guidelines for Anti Bribery and Corruption
Pedoman Kepemilikan dan Transaksi bagi Orang Dalam Guidelines for Ownership and Transactions for Insiders
Pedoman Perlindungan Hak Kreditur Guidelines for the Protection of Creditors’ Rights
Kebijakan SOP dan Instruksi Kerja SOP Policy and Work Instruction
Kebijakan Bisnis Proses Business Process Policy
Pedoman Manual Mutu Quality Manual Guidelines

HIRARKI KEBIJAKAN DAN PROSEDUR OPERASIONAL PERSEROAN
Company’s Hierarchy Policies and Operational Procedures
PRINSIP GCG
GCG Principles
TRANSPARANSI INDEPENDENSI
Transparency Independency
RESPONSIBILITAS
Responsibility
AKUNTABILITAS KEWAJARAN
Accountibaility Fairness
GCG CODE
PIAGAM KEBIJAKAN DAN PEDOMAN MANAJEMEN KODE ETIK

Charter Management Policies and Guidelines Code of Conduct
• Board Manual • SOP dan Intrusksi Kerja • Pedoman Etika Perilaku Manajemen
• Piagam Komite Audit SOP and Work Instructions Guidelines for Management Behaviour
Audit Committee Charter • Bisnis Proses Ethics
• Piagam Komite Nominasi dan Remunerasi Business Process • Pedoman Pemberian dan Penerimaan
Nomination and Remuneration Committee • Manual Mutu Hadiah
Charter Quality Manual Guidelines for the Giving and Receiving of
• Piagam Komite Manajemen Risiko Prizes
Risk Management Committee Charter • Pedoman Benturan Kepentingan
• Piagam Internal Audit Guidelines for Conflict of Interest
Internal Audit Charter • Pedoman Whistleblowing Systems
• Piagam Sekretaris Perusahaan Guidelines for Whistleblowing Systems
Corporate Secretary Charter • Anti Kecurangan
Anti-fraud
• Anti Suap dan Korupsi
Anti Bribery and Corruption
• Pedoman Kepemilikan dan Transaksi bagi
Orang Dalam
Guidelines for Ownership and Transactions
for Insiders
• Pedoman Perlindungan Hak Kreditur
Guidelines for the Protection of Creditors’
Rights
Kebijakan dan Prosedur Operasional terkait penerapan GCG di lingkup Operational policies and procedures related to the GCG implementation
Perseroan telah diterbitkan dalam situs web Perseroan dengan alamat within the Company have been published on the Company’s website at
www.elnusa.co.id, yang tersaji dalam Bahasa Indonesia dan Inggris dan www.elnusa.co.id, presented in Indonesian and English and are always
selalu dilakukan pemutakhiran secara berkala untuk disesuaikan dengan updated regularly following the conditions and best practices as well as
kondisi dan best practices serta perubahan peraturan perundang- changes in the applicable laws and regulations.
undangan yang berlaku.

ROADMAP PENGEMBANGAN TATA KELOLA PERUSAHAAN YANG BAIK

Good Corporate Governance Development Roadmap
GCG CITIZENSHIP
Belum terpenuhinya Tata
GCG AS A Kelola Perusahaan yang
CULTURE Baik, di mana kepentingan
GCG publik belum sebagai
Belum terpenuhinya Tata prioritas utama.
GOVERNANCE Kelola Perusahaan yang
GCG COMPLY COMPANY Baik, di mana kepentingan Parameter:
publik belum sebagai • Dominasi Kekuasaan
Belum terpenuhinya Tata prioritas utama.
BAD Belum terpenuhinya Tata
Kelola Perusahaan yang
• Birokrasi yang rumit
Kelola Perusahaan yang • Bisnis proses yang tidak
GOVERNANCE Baik, di mana kepentingan Baik, di mana kepentingan Parameter: jelas
publik belum sebagai publik belum sebagai • Dominasi Kekuasaan • Kurangnya pedoman
Belum terpenuhinya Tata prioritas utama. • Birokrasi yang rumit internal sebagai acuan
prioritas utama.
Kelola Perusahaan yang • Bisnis proses yang tidak Tata Kelola Perusahaan
Baik, di mana kepentingan Parameter: jelas
Parameter:
publik belum sebagai • Dominasi Kekuasaan • Kurangnya pedoman Good Corporate
• Dominasi Kekuasaan
prioritas utama. • Birokrasi yang rumit internal sebagai acuan Governance has not been
• Birokrasi yang rumit
• Bisnis proses yang tidak • Bisnis proses yang tidak Tata Kelola Perusahaan fulfilled, where the public
Parameter: jelas interest is not yet a top
jelas
• Dominasi Kekuasaan • Kurangnya pedoman Good Corporate priority.
• Kurangnya pedoman
• Birokrasi yang rumit internal sebagai acuan Governance has not been
internal sebagai acuan
• Bisnis proses yang tidak Tata Kelola Perusahaan fulfilled, where the public Parameter:
jelas interest is not yet a top • Power Domination
• Kurangnya pedoman Good Corporate priority. • Complicated
Good Corporate
internal sebagai acuan Governance has not been bureaucracy
Governance has not been
Tata Kelola Perusahaan fulfilled, where the public Parameter: • Unclear business
fulfilled, where the public
interest is not yet a top interest is not yet a top • Power Domination processes
Good Corporate priority. • Complicated • Lack of internal
priority.
Governance has not been bureaucracy guidelines as a
fulfilled, where the public Parameter: • Unclear business reference for Corporate
Parameter:
interest is not yet a top • Power Domination processes Governance
• Power Domination
priority. • Complicated • Lack of internal
• Complicated
bureaucracy bureaucracy guidelines as a
Parameter: • Unclear business reference for Corporate
• Unclear business
• Power Domination processes Governance
processes
• Complicated • Lack of internal
• Lack of internal
bureaucracy guidelines as a
guidelines as a
• Unclear business reference for Corporate
reference for Corporate
processes Governance
Governance
• Lack of internal
guidelines as a
reference for Corporate
Governance
POOR PRACTICES FOUNDATION EMERGING ESTABLISHED SUSTAINED

Penilaian atau Evaluasi
atas Penerapan Tata Kelola
Assessment or Evaluation of the Implementation of Good Corporate
Governance
DASAR PENILAIAN DAN METODE BASIC ASSESSMENT AND METHODS

Perseroan memiliki komitmen untuk selalu menerapkan standar tata The Company has commitment to always applying the best governance
kelola yang terbaik dengan selalu berusaha menerapkan praktik tata standards by always trying to apply good governance practices through
kelola yang baik melalui berbagai usaha perbaikan dan peningkatan, various improvements and upgrading efforts, as well as referring to the
serta merujuk pada standar minimal maupun rekomendasi yang minimum standards and recommendations that must be fulfilled.
harus dipenuhi.
Sesuai Peraturan OJK (POJK) No. 21/POJK.04/2015 tentang Pedoman Pursuant to FSA Regulation (POJK) No. 21/POJK.04/2015 concerning
Tata Kelola Perusahaan Terbuka, Perseroan sebagai perusahaan Guidelines for Public Company Governance, the Company as a public
terbuka wajib untuk melakukan pengukuran terhadap penerapan GCG company is required to take measurements of GCG implementation
yang dilakukan melalui penilaian (assessment). Perseroan melakukan through the assessment. The Company evaluates annual GCG practice of
penilaian penerapan GCG secara konsisten setiap tahunnya untuk GCG consistently to determine adequacy level of GCG implementation
mengetahui tingkat kecukupan penerapan GCG di lingkungan Perseroan. within the Company. Assessment by the Company uses various
Penilaian yang dilakukan oleh Perseroan menggunakan berbagai applicable best practice standards. The Company evaluates GCG
acuan standar praktik terbaik (best practices) yang berlaku. Perseroan implementation using best practice standards applicable in Indonesia
melakukan penilaian penerapan GCG dengan menggunakan standar and abroad, namely ASEAN Corporate Governance Scorecard.
praktik terbaik yang berlaku di Indonesia maupun di luar negeri, yaitu
ASEAN Corporate Governance Scorecard.
ASSESSMENT PENERAPAN GCG TAHUN BUKU ASSESSMENT OF GCG IMPLEMENTATION FOR

2021 2021 FISCAL YEAR
Pelaksanaan assessment penerapan GCG untuk tahun buku 2021, Asssessment of GCG application for 2021 fiscal year was carried out by
dilakukan oleh Indonesian Institute for Corporate Directorship (IICD) Indonesian Institute for Corporate Directorship (IICD) by applying ASEAN
dengan menerapkan ASEAN CG Scorecard. Adapun hasil penilaian CG Scorecard. The results of the ASEAN CG Scorecard assessment for
ASEAN CG Scorecard untuk tahun 2021 adalah sebagai berikut. 2021 are as follows:
CAPAIAN PENILAIAN ASEAN CG SCORECARD ELNUSA

ASEAN CG Scorecard Assessment Results of Elnusa
Total Nilai untuk Praktik GCG PT Elnusa Tbk Total Skor Total Value of PT Elnusa Tbk CF Practice
Komponen Penilaian Total Score Assessment Component
A Hak-hak Pemegang Saham 9,52 Shareholders Rights
B Perlakuan Setara terhadap Pemegang Saham 6,42 Equal Treatment for Shareholders
C Peran Pemangku Kepentingan 13,85 Stakeholders Role
D Keterbukaan dan Transparansi 22,58 Disclosure and Transparency
E Tanggung Jawab Dewan Komisaris 35,07 Board of Commissioners Responsibility
F Bonus 6 Bonus
G Penalti 0 Penalty
Total Skor Tertimbang 93,45 Total Score
Total nilai (overall score) praktik GCG yang diperoleh Perusahaan untuk Overall score of GCG practices obtained by the Company for the 2021
tahun buku 2021 (ASEAN Scorecard 2022) adalah sebesar 93,45 Secara fiscal year (2022 ASEAN Scorecard) reached 93,45 points. Overall, the
overall, hasil Assessment implementasi GCG ELSA mendapatkan predikat assessment results of ELSA GCG implementation received the title “VERY
“VERY GOOD”, artinya Perusahaan sudah mematuhi penuh standar GOOD”, meaning that the Company is fully compliant with international
internasional sebagaimana disyaratkan oleh ACGS. standards as required by ACGS.

Apabila dilihat dari nilai atau skor kasar (tidak tertimbang), dapat Considered from values or rough score (unweighted), it can be concluded
disimpulkan bahwa tingkat kepatuhan perusahaan untuk prinsip Bagian that the level of Company compliance with the principle of Part A (the
A (prinsip hak-hak pemegang saham) mencapai 95,24%, Bagian B principle of shareholder rights) reaches 95.24%, Part B (the principle of
(prinsip perlakuan setara terhadap pemegang saham) mencapai 64,29%, equal treatment of shareholders) reached 64.29%, Part C (the principle
Bagian C (prinsip peran para pemangku kepentingan) mencapai 92,31%, of stakeholder role) reached 92.31%, Part D (the principle of disclosure
Bagian D (prinsip pengungkapan dan tranparansi) mencapai 90,32%, and transparency) reached 90.32%, and Part E (principle of the board
serta Bagian E (prinsip tanggung jawab dewan) mencapai 87,69%. responsibility) reached 87.69%.
Struktur Organ Tata Kelola

Organizational Structure of Good Corporate Governance
Secara garis besar, struktur GCG di lingkup Perseroan mengacu kepada Overall, GCG structure within the Company refers to Law No. 40 of
Undang-undang No. 40 Tahun 2007 tentang Perseroan Terbatas, yang 2007 concerning Limited Liability Companies, consisting of 3 (three)
terdiri dari 3 (tiga) organ utama yaitu Rapat Umum Pemegang Saham main organs, namely General Meeting of Shareholders (GMS), Board
(RUPS), Direksi, dan Dewan Komisaris. Seperti yang telah diuraikan of Directors, and Board of Commissioners. As explained earlier, the
sebelumnya, sistem pengelolaan Perseroan Terbatas menganut Limited Liability Company management system adheres to two tier
model 2 (dua) badan atau two tier system, yaitu Dewan Komisaris dan system, namely the Board of Commissioners and the Board of Directors
Direksi dengan kewewenangan dan tanggung jawab yang jelas sesuai with clear authority and responsibilities in line with their respective
fungsinya masing-masing sebagaimana diamanahkan dalam peraturan functions as mandated in the rules and regulations as well as the Articles
dan perundang-undangan serta Anggaran Dasar. Sementara RUPS of Association. Meanwhile, GMS is forum for the shareholders to decide
merupakan forum bagi pemegang saham untuk memutuskan hal-hal on strategic matters.
yang bersifat strategis.
1. Rapat Umum Pemegang Saham, yang selanjutnya disebut RUPS 1. General Meeting of Shareholders, hereinafter referred to as GMS,
adalah Organ Perseroan yang mempunyai wewenang yang tidak is an the Company’s Organ with authority not given to the Board of
diberikan kepada Direksi atau Dewan Komisaris dalam batas yang Directors or the Board of Commissioners within the limits specified
ditentukan dalam Undang-Undang dan/atau Anggaran Dasar. in the Law and/or Articles of Association
2. Dewan Komisaris adalah Organ Perseroan yang bertugas melakukan 2. The Board of Commissioners is a Company’s Organ that is responsible
pengawasan secara umum dan/atau khusus sesuai dengan Anggaran for conducting general and/or specific supervision based on the
Dasar serta memberi nasihat kepada Direksi. Articles of Association and giving advice to the Board of Directors.
3. Direksi adalah Organ Perseroan yang berwenang dan bertanggung 3. The Board of Directors is a Company’s organ with the authority and
jawab penuh atas pengurusan Perseroan untuk kepentingan is fully responsible for the Company management for the Company’s
Perseroan, sesuai dengan maksud dan tujuan Perseroan serta interests, in accordance with the purposes and objectives of the
mewakili Perseroan, baik di dalam maupun di luar pengadilan sesuai Company and represents the Company, both inside and outside the
dengan ketentuan Anggaran Dasar. court in line with the provisions of the Articles of Association.
RAPAT UMUM PEMEGANG SAHAM

General Meeting of Shareholders
DEWAN KOMISARIS
DIREKSI
Board of Directors KOMITE-KOMITE DEWAN KOMISARIS
Board of Commissioners Committees
DIVISI 1. KOMITE AUDIT
Divisions Audit Committee
2. KOMITE NOMINASI & REMUNERASI
Nomination & Remuneration Committee
3. KOMITE PENGENDALIAN RISIKO
Risk Management Committee

Penerapan Aspek dan Prinsip
Tata Kelola Perusahaan Sesuai
Ketentuan Otoritas Jasa
Keuangan
Implementation of Corporate Governance Aspects and Principles
Pedoman tata kelola perusahaan terbuka diatur dalam Peraturan Governance guidelines for public company are regulated in Financial
Otoritas Jasa Keuangan No. 21/POJK.04/2015 tentang Penerapan Services Authority Regulation No. 21/POJK.04/2015 concerning the
Pedoman Tata Kelola Perusahaan Terbuka dan Surat Edaran Otoritas Implementation of Open Corporate Governance Guidelines and
Jasa Keuangan (SEOJK) terkait Pedoman tata Kelola Perusahaan Terbuka. Financial Services Authority Circular Letter (SEOJK) related to Corporate
Governance Guidelines for Public Company.
Peraturan tersebut mengatur tentang pedoman tata kelola perusahaan The regulation governs the guidelines for public company governance
terbuka yang mencakup 5 (lima) aspek, 8 (delapan) prinsip, serta 25 which includes 5 (five) aspects, 8 (eight) principles, and 25 (twenty-
(dua puluh lima) rekomendasi penerapan aspek dan prinsip tata kelola five) recommendations for the application of aspects and principles of
perusahaan yang baik berdasarkan pendekatan “comply or explain” good corporate governance based on the “comply or explain” approach
Prinsip Rekomendasi Implementasi

Principles Recommendation Implementation
Aspek 1: Hubungan Perusahaan Terbuka dengan Pemegang Saham dalam Menjamin Hak-Hak Pemegang Saham
Aspect 1: Public Company Relations with Shareholders in Guaranteeing the Rights of Shareholders
1. Meningkatkan nilai 1. Perusahaan terbuka memiliki cara atau 1. Terpenuhi
penyelenggaraan Rapat prosedur teknis pengumpulan (voting) Perseroan telah memiliki aturan terkait penyelenggaraan RUPS di mana
Umum Pemegang Saham baik secara terbuka maupun tertutup voting dilakukan secara terbuka dengan mengangkat tangan sesuai dengan
(RUPS). yang mengedepankan independensi dan aturan yang telah disampaikan oleh pemimpin rapat. Sedangkan voting
kepentingan pemegang saham. tertutup dilakukan melalui kartu suara yang dibagikan kepada setiap peserta
rapat. Hal ini disampaikan kepada pemegang saham dalam tata tertib RUPS.
2. Seluruh anggota Direksi dan anggota 2. Terpenuhi
Dewan Komisaris perusahaan terbuka Dalam RUPS Tahunan 2021 dan RUPS Luar Biasa dihadiri oleh seluruh
hadir dalam RUPS Tahunan dan RUPS anggota Dewan Komisaris serta dihadiri oleh seluruh anggota Direksi.
Luar Biasa Perseroan. 3. Terpenuhi
3. Ringkasan risalah RUPS tersedia dalam Ringkasan risalah RUPS selama 3 (tiga) tahun terakhir tersedia dalam web
situs web perusahaan terbuka paling Perseroan (www.elnusa.co.id).
sedikit selama 1 (satu) tahun.
1. Increasing the values of 1. Public company is required to have 1. Complied
holding General Meetings of technical means or procedures for voting The Company already has rules regarding GMS implementation. Voting
Shareholders (GMS). both openly and closed process. These is carried out openly by raising hands following the submitted rules by
procedures must prioritize independence the meeting leader. Closed voting is carried out through voting card that
and interests of shareholders. is distributed to each meeting participant. These rules were conveyed to
2. All the Board of Directors members and shareholders in the GMS rules.
the Board of Commissioners present at 2. Complied
the Annual GMS of Public Company. 2021 Annual General Meeting of Shareholders was attended by all the Board
3. Summary of GMS minutes has to be of Commissioners members and all the Board of Directors members.
available on Public Company’s website for 3. Complied
at least 1 (one) year. Summary of GMS minutes for the last 3 (three) years is available on the
Company’s website (www.elnusa. co.id).


2. Meningkatkan kualitas 1. Perusahaan terbuka memiliki suatu 1. Terpenuhi
komunikasi perusahaan kebijakan komunikasi dengan pemegang Perseroan telah memiliki kebijakan komunikasi dengan pemegang saham
terbuka dengan pemegang saham atau investor. atau investor melalui aktivitas Non Deal Roadshow, pertemuan analis,
saham atau investor. conference dan public expose.
2. Perusahaan terbuka mengungkapkan 2. Terpenuhi
kebijakan komunikasi perusahaan terbuka Materi dan Informasi yang dimiliki oleh Perseroan selalu disampaikan
dengan pemegang saham atau investor dalam web Perseroan (www.elnusa.co.id) untuk menjamin kesetaraan
dalam situs web. penyampaian informasi kepada para pemegang saham atau investor.
2. Increasing the 1. Public Company has communication 1. Complied
communication quality policy with the shareholders or investors. The Company already has communication policy with the shareholders
with the shareholders or or investors through its Non Deal Roadshow activities, its analysts, its
investors. 2. Public Company discloses communication conferences and its public expose meetings.
policies with the shareholders or 2. Complied
investors in the website. Materials and information held by the Company are always submitted to the
Company’s website (www. elnusa.co.id) to ensure equality of information
delivery to the shareholders or investors.
Aspek 2: Fungsi dan Peran Dewan Komisaris
Aspect 2: Function and Role of the Board of Commissioners
1. Memperkuat keanggotaan 1. Penentuan jumlah anggota Dewan 1. Terpenuhi
dan komposisi Dewan Komisaris mempertimbangkan kondisi Penentuan jumlah anggota Dewan Komisaris telah disesuaikan dengan
Komisaris. Perusahaan Terbuka. peraturan yang berlaku serta Anggaran Dasar Perseroan sesuai dengan
kondisi dan kebutuhan. Perseroan memiliki 5 (lima) anggota Dewan
Komisaris.
2. Penentuan komposisi anggota Dewan 2. Terpenuhi
Komisaris memperhatikan keberagaman Komposisi anggota Dewan Komisaris telah memenuhi aspek keberagaman
keahlian, pengetahuan, dan pengalaman keahlian, pengetahuan dan pengalaman serta kondisi dan kompleksitas
yang dibutuhkan. bisnis Perseroan.
1. Strengthening the 1. Stipulation of number of the Board of 1. Complied
membership and Commissioners members considers the The method of stipulating number of the Board of Commissioners members
composition of the Board of condition of Public Company. has been adjusted to applicable regulations and the Articles of Association
Commissioners. of the Company in accordance with the Company condition and needs. The
Company has 5 Board of Commissioners members.
2. Stipulation of composition of the Board 2. Complied
of Commissioners members considers Composition of the Board of Commissioners members has fulfilled the
the diversity requirements for expertise, Company’s diversity requirements of expertise, knowledge and experience
knowledge, and experience. as well as conditions and business complexity of the Company.
2. Meningkatkan kualitas 1. Dewan Komisaris mempunyai kebijakan 1. Terpenuhi
pelaksanaan tugas dan penilaian sendiri (self-assessment) untuk Perseroan telah memiliki kebijakan umum terkait dengan penilaian kinerja
tanggung jawab Dewan menilai kinerja Dewan Komisaris. Dewan Komisaris yang tertuang dalam Board Manual dan situs web
Komisaris. 2. Kebijakan penilaian Tahunan Perusahaan Perseroan.
Terbuka. 2. Terpenuhi
Perseroan menyampaikan kebijakan penilaian dalam laporan tahunan bagian
Tata Kelola Perusahaan sub bab Penilaian kinerja Dewan Komisaris.
3. Dewan Komisaris memiliki kebijakan 3. Terpenuhi
terkait dengan pengunduran diri anggota Perseroan memiliki kebijakan pengunduran diri secara umum yang tertuang
Dewan Komisaris apabila terlibat dalam dalam Anggaran Dasar dan Board Manual Perseroan.
kejahatan keuangan.
4. Dewan Komisaris atau Komite yang 4. Terpenuhi
menjalankan fungsi Nominasi dan Perseroan melalui komite Nominasi dan Remunerasi telah memiliki kebijakan
Remunerasi menyusun kebijakan suksesi dalam proses nominasi anggota Direksi sesuai dengan tujuan jangka panjang
dalam proses Nominasi anggota Direksi. Perusahaan. Kebijakan suksesi dicantumkan dalam situs web Perseroan.
2. Improving the quality of 1. The Board of Commissioners has 1. Complied
duties and responsibilities self-assessment policy to assess its The Company already has general policy related to assessments for
implementation of the performance. evaluating the Board of Commissioners performance. This policy is contained
Board of Commissioners. 2. Self-assessment policy to assess in the Board Manual and in the Company’s website.
the performance of the Board of 2. Complied
Commissioners is disclosed through the The Company submits assessment policy in its annual report. It is contained
Annual Report of the Public Company. in the Board of Commissioners performance assessment sub-section, which
is contained in the Corporate Governance section.
3. The Board of Commissioners has policies 3. Complied
related to the resignation of the Board of The Company has policy related to resignation for the Board of
Commissioners members in case involved Commissioners members. This policy is contained in the Company’s Articles
in financial crimes. of Association and Board Manual.
4. The Board of Commissioners or the
Committee performing Nomination and 4. Complied
Remuneration function drafts succession The Company, through its Nomination and Remuneration committee,
policy in the nomination process of Board already has policy of nominating process for the Board of Directors members
of Directors members. in accordance with the Company’s long-term goals. Succession policies are
included in the Company’s website.

Aspek 3: Fungsi dan Peran Direksi
Aspect 3: Function and Role of the Board of Directors
1. Memperkuat keanggotaan 1. Penentuan jumlah anggota Direksi 1. Terpenuhi
dan komposisi Direksi. mempertimbangkan kondisi Perusahaan Penentuan jumlah anggota Direksi telah disesuaikan dengan peraturan
Terbuka. yang berlaku serta Anggaran Dasar Perseroan sesuai dengan kondisi dan
kebutuhan Perseroan memiliki 5 (lima) anggota Direksi.
2. Terpenuhi
2. Penentuan komposisi anggota Direksi Komposisi anggota Direksi telah memenuhi aspek keberagaman keahlian,
memperhatikan keberagaman keahlian, pengetahuan dan pengalaman yang diperlukan oleh Perseroan.
pengetahuan, dan pengalaman yang 3. Terpenuhi
dibutuhkan. Direktur Keuangan Perseroan memiliki pengalaman kerja di bidang
3. Direksi yang membawahi bidang perbankan selama lebih dari 25 tahun.
akuntansi atau keuangan memiliki
keahlian dan/atau pengetahuan di bidang
akuntansi.
1. Strengthening membership 1. Stipulation of the number of the Board 1. Complied
and composition of the of Directors members considers the The method of determining the number of the Board of Directors members
Board of Directors. condition of the Public Company. has been adjusted to applicable regulations and the Articles of Association of
the Company. In accordance with the conditions and needs of the Company,
it has 4 (four) members for its Board of Directors.
2. Stipulation of the composition of the 2. Complied
Board of Directors members considers The composition of the Board of Directors members has fulfilled the
the diversity requirements for expertise, Company’s diversity requirements for of expertise, knowledge and
knowledge, and experience. experience.
3. The Board of Directors overseeing
accounting or finance has expertise and/ 3. Complied
or knowledge in accounting. The Finance Director of the Company has more than 25 years of working
experience in the banking sector.
2. Meningkatkan kualitas 1. Direksi mempunyai kebijakan penilaian 1. Terpenuhi
pelaksanaan tugas dan sendiri (self-assessment) untuk menilai Perseroan telah memiliki kebijakan umum terkait dengan penilaian untuk
tanggung jawab Direksi. kinerja Direksi. menilai kinerja Direksi yang tertuang dalam Board Manual dan situs web
Perseroan.
2. Kebijakan penilaian sendiri (self- 2. Terpenuhi
assessment) untuk menilai kinerja Direksi Perseroan telah menyampaikan kebijakan penilaian dalam laporan tahunan
diungkapkan melalui Laporan Tahunan bagian Tata Kelola Perusahaan sub bab Penilaian Kinerja Direksi.
Perusahaan Terbuka. 3. Terpenuhi
3. Direksi mempunyai kebijakan terkait Perseroan telah memiliki kebijakan terkait dengan pengunduran diri anggota
dengan pengunduran diri anggota Direksi yang tertuang dalam Board Manual Perseroan.
Direksi apabila terlibat dalam kejahatan
keuangan.
2. Improving the quality of 1. The Board of Directors has self- 1. Complied
duties and responsibilities assessment policy to assess its The Company has a general policy related to assessments for evaluating the
implementation of the performance. performance of the Board of Directors. This policy is contained in the Board
Board of Directors. Manual and in the Company’s website.
2. A self-assessment policy to assess the 2. Complied
performance of the Board of Directors The Company has submitted an assessment policy in its annual report. It
has to be disclosed through the Annual is contained in the Board of Directors performance appraisal sub-section,
Report of the Public Company. which is contained in the Corporate Governance section.
3. The Board of Directors has to have 3. Complied
policies related to the resignation of the The Company has a policy related to resigning the Board of Directors
Board of Directors members if involved in members. This policy is contained in the Company’s Board Manual.
financial crimes.


Aspek 4: Partisipasi Pemangku Kepentingan
Aspect 4: Stakeholders Participation
1. Meningkatkan aspek tata 1. Perusahaan terbuka memiliki kebijakan 1. Terpenuhi
kelola perusahaan melalui untuk mencegah terjadinya insider Perseroan telah memiliki kebijakan umum terkait dengan insider trading
partisipasi pemangku trading. yang tertuang dalam situs web Perseroan
kepentingan. 2. Perusahaan terbuka memiliki kebijakan 2. Terpenuhi
anti korupsi dan anti-fraud. Perseroan telah memiliki kebijakan umum terkait dengan anti korupsi dan
3. Perusahaan terbuka memiliki kebijakan anti-fraud yang tertuang dalam CoC Perseroan.
tentang seleksi dan peningkatan 3. Terpenuhi
kemampuan pemasok atau vendor. Perseroan telah memiliki SOP terkait dengan prosedur persiapan pengadaan
barang dan jasa serta syarat dan ketentuan umum pengadaan barang dan
jasa untuk meningkatkan kualitas pengadaan serta kualitas vendor. Hal
4. Perusahaan terbuka memiliki kebijakan tersebut tercantum dalam situs web Perseroan.
tentang pemenuhan hak-hak kreditur. 4. Terpenuhi
Perseroan telah memiliki kebijakan terkait dengan kewajiban untuk
memenuhi hak-hak kreditur sesuai dengan kebijakan dan ketentuan yang
berlaku yang tertuang dalam Perjanjian Kredit yang telah disepakati oleh
5. Perusahaan terbuka memiliki kebijakan kedua belah pihak. Hal tersebut tercantum dalam situs web Perseroan.
sistem whistleblowing. 5. Terpenuhi
Perseroan telah memiliki kebijakan terkait dengan whistleblowing system.
http://www.elnusa.co.id/idn/investor/inv estor-information/corporate-
6. Perusahaan terbuka memiliki kebijakan governance/mekanisme-pengaduan/.
pemberian insentif jangka panjang 6. Terpenuhi
kepada Direksi dan karyawan. Perseroan telah memiliki kebijakan pemberian penghargaan terhadap masa
kerja karyawan sebagai bentuk penghargaan atas loyalitas pekerja. Untuk
Direksi kebijakan insentif tersebut melekat pada kebijakan remunerasi
Perseroan
1. Improving aspects of 1. Public company has policies to prevent 1. Complied
corporate governance insider trading. The Company has general policy related to insider trading contained in the
through the stakeholders Company’s website.
participation. 2. Public company has anticorruption and 2. Complied
anti-fraud policies. The Company has general policy related to anti-corruption and anti-fraud as
stated in the Company’s CoC.
3. Public company has policies regarding the 3. Complied
selection and improvement of suppliers The Company has standard operating procedure related to procedures for
or vendors ability. preparing goods and services as well as general terms and conditions for
the procurement of goods and services to improve procurement quality and
vendor quality. This is stated on the Company’s website.
4. Public company has policies regarding 4. Complied
fulfillment of creditor rights. The Company has policy related to the obligation to fulfill the creditors
rights. This policy is based on applicable policies and conditions contained
in Credit Agreements agreed upon by both parties. This is stated on the
5. Public company has whistleblowing Company’s website.
system policy. 5. Complied
The Company has policies related to whistle-blowing systems. https://
6. Public company has policy of providing whistleblower.elnusa. co.id/#/home.
long-term incentives to the Board of 6. Complied
Directors and employees. The Company has policy of awarding employees with tenure as
manifestation of appreciation for employees loyalty. For the Board of
Directors, the incentive policy is inherent in the Company’s remuneration
policy.
Aspek 5: Keterbukaan Informasi
Aspect 5: Information Disclosure
1. Meningkatkan pelaksanaan 1. Perusahaan terbuka memanfaatkan 1. Terpenuhi
keterbukaan informasi. penggunaan teknologi informasi secara Perseroan telah secara rutin menyampaikan informasi tidak hanya terbatas
lebih luas selain situs web sebagai media pada keterbukaan informasi yang telah di atur dalam peraturan perundang-
keterbukaan informasi. undangan, namun juga informasi lain terkait Perseroan melalui portal
internal, media situs web, news flash, teasers, intranet, Elnusa news corner.
2. Laporan Tahunan Perseroan 2. Terpenuhi
mengungkapkan pemilik manfaat akhir Perseroan telah mengungkapkan pemilik manfaat akhir atas kepemilikan
dalam kepemilikan saham perusahaan saham Perseroan paling sedikit 5%, juga pengungkapkan pemilik dari
terbuka sedikit 5%, selain pengungkapan manfaat akhir dari kepemilikan saham oleh pemegang saham utama dan
pemilik manfaat akhir dalam kepemilikan pengendali dalam Laporan Tahunan Perseroan.
saham perusahaan terbuka melalui
pemegang saham utama dan pengendali.

1. Improving the 1. Public company uses Information 1. Complied
implementation of technology more broadly than just The Company has routinely conveyed information, not only limited to
information disclosure. websites as facility of information required information disclosure as per laws and regulations, but also
disclosure. other information related to the Company through internal portals, media
websites, flash news, teasers, intranets, and through Elnusa’s news corner.
2. The Company’s annual report discloses 2. Complied
the owner of final benefits in the The Company has revealed that the ultimate benefit owner of the
ownership of public company is 5%, apart Company’s share ownership is at least 5%, and has also disclosed of the
from disclosure of the final beneficial owner of the final benefit of share ownership by the major and controlling
owner in the share ownership of shareholders in the Company’s Annual Report.
public company through the Main and
Controlling Shareholders.
Rapat Umum Pemegang Saham

(RUPS)
Rapat Umum Pemegang Saham (RUPS) merupakan organ tertinggi General Meeting of Shareholders (GMS) is a Company organ with
Perusahaan yang mempunyai wewenang yang tidak diberikan kepada authorities not granted to the Board of Directors or the Board of
Direksi atau Dewan Komisaris dalam batas yang ditentukan oleh Undang- Commissioners within the limits specified in the Law and/or Articles of
Undang Perseroan terbatas dan/atau Anggaran Dasar Perseroan. Association. GMS is a forum for the shareholders to decide the direction
RUPS merupakan wadah bagi pemegang saham dalam memutuskan of the Company and is a forum for the Board of Commissioners and
arah Perseroan dan merupakan forum bagi Dewan Komisaris dan Directors to submit reports and accountability for the implementation of
Direksi untuk menyampaikan laporan dan pertanggungjawaban duties and the results of the Company performance to the Shareholders.
atas pelaksanaan tugas serta hasil kinerja Perusahaan kepada para The Company’s GMS consists of the Annual GMS (“AGMS”) which is held
Pemegang Saham. RUPS Perusahaan terdiri dari RUPS Tahunan (“RUPS 1 (one) time each year, and the Extraordinary GMS (“EGMS”) which can
Tahunan”) yang diselenggarakan 1 (satu) kali setiap tahun, dan RUPS be held at any time based on need.
Luar Biasa (“RUPSLB”) yang dapat diadakan sewaktu-waktu berdasarkan
kebutuhan.
PENYELENGGARAAN RUPS DI SEPANJANG THE IMPLEMENTATION OF GMS IN 2021

TAHUN 2021
Sepanjang tahun 2021, Perseroan mengadakan tiga kali RUPS Tahunan Throughout 2021, the Company held three Annual GMS and one EGMS
dan satu kali RUPSLB sebagai berikut: yang diadakan secara hybrid as follows: which was held in a hybrid manner at Udaya Room, Graha
bertempat di Ruang Udaya, Graha Elnusa Jl. TB. Simatupang Kav. 1B Elnusa Jl. TB. Simatupang Kav. 1B Jakarta 12560.
Jakarta 12560.
Tanggal
RUPS GMS
Date
RUPS Tahunan 21 Juli 2021 | July 21, 2021 Annual GMS
RUPS Tahunan Kedua 10 Agustus 2021 | August 10, 2021 Second Annual GMS
RUPS Tahunan Ketiga 31 Desember 2021 | December 31, 2021 Third Annual GMS
RUPS Luar Biasa 31 Desember 2021 | December 31, 2021 Extraordinary GMS
Proses penyelenggaraan Rapat Umum Pemegang Saham Tahunan dan Annual and Extraordinary General Meeting of Shareholders
Rapat Umum Pemegang Saham Luar Biasa dilaksanakan berdasarkan implementation process is following Financial Services Authority
Peraturan Otoritas Jasa Keuangan No. 15/POJK.04/2020 tentang Regulation No. 15/POJK.04/2020 concerning Planning and
Rencana dan Penyelenggaraan Rapat Umum Pemegang Saham Implementation of General Meeting of Shareholders of Public Company.
Perusahaan Terbuka.

Mengingat status keadaan tertentu darurat bencana wabah penyakit Considering emergency status set by the Government regarding disease
akibat Corona Virus Disease (COVID-19) yang ditetapkan Pemerintah, outbreak due to Corona Virus Disease (COVID-19), then based on the
maka berdasarkan Surat Otoritas Jasa Keuangan No. S-124/D.04/2020 Financial Services Authority Letter No. S-124/D.04/2020 dated April
tanggal 24 April 2020, penyelenggaraan RUPST dapat dilakukan secara 24, 2020, the AGMS can be held virtually by referring to the Financial
virtual dengan mengacu pada Peraturan Otoritas Jasa Keuangan No. 16/ Services Authority Regulation No. 16/POJK.04/2020 concerning the
POJK.04/2020 tentang Pelaksanaan Rapat Umum Pemegang Saham General Meeting of Shareholders of Public Company Electronically.
Perusahaan Terbuka secara Elektronik. Oleh sebab itu, pelaksanaan Therefore, Annual GMS implementation of the Company is carried out
RUPS Tahunan Perseroan dilakukan dengan dihadiri oleh pemegang in the presence of the shareholders both physically and online (online)
saham baik secara hadir fisik maupun secara online (daring) dengan by providing power of attorney electronically through the Electronic
memberikan kuasa secara elektronik melalui fasilitas Electronic General General Meeting System (eASY.KSEI) facility provided by PT Kustodian
Meeting System (eASY.KSEI) yang disediakan oleh PT Kustodian Sentral Sentral Efek Indonesia. In the event that the Shareholder grants power
Efek Indonesia. Dalam hal Pemegang Saham yang memberikan kuasa di of attorney outside the eASY.KSEI mechanism, the Shareholders may
luar mekanisme eASY.KSEI, maka Pemegang Saham dapat mengunduh download the power of attorney form on the Company’s website
formulir surat kuasa dalam situs web Perusahaan (www.elnusa.co.id). (www. elnusa.co.id).
Proses rencana dan pelaksanaan RUPS Perseroan telah tertuang dalam GMS planning and implementing process of the Company has been
surat Perseroan yang telah disampaikan kepada Otoritas Jasa keuangan stated in the Company’s letter which has been submitted to the Financial
(OJK) serta melakukan pengumuman melalui situs web Bursa Efek Services Authority (FSA) and made announcements through Indonesia
Indonesia, situs web eASY.KSEI dan situs web Perseroan. Stock Exchange website, eASY.KSEI website and the Company’s website.
Pada seluruh pelaksanaan RUPS, rapat dipimpin oleh Bapak Agus During the entire GMS implementation, the meeting was chaired by
Prabowo selaku Komisaris Utama dengan terlebih dahulu menyampaikan Mr. Agus Prabowo as the President Commissioner by first conveying
bahwa pelaksanaan RUPS mengacu pada tata tertib RUPS yang telah that the GMS implementation refers to the GMS rules that had been
disampaikan kepada Pemegang Saham melalui web Perseroan sebelum submitted to Shareholders through the Company’s website prior to the
Rapat dimulai. Pimpinan Rapat memberikan kesempatan kepada Meeting begin. The Chairperson of the Meeting provided opportunity
Pemegang Saham dan/atau kuasanya untuk mengajukan pertanyaan for the Shareholders and/or their proxies to ask questions and/or
dan/atau tanggapan secara tertulis atas setiap agenda Rapat yang respond in writing to every agenda discussed in the Meeting.
dibicarakan.
Pimpinan Rapat atau Direktur yang ditunjuk oleh Pimpinan Rapat Chairman of the Meeting or the Board of Director appointed by
menjawab pertanyaan dan/atau menanggapi pertanyaan, tanggapan the Chairman of the Meeting answers questions and/or responds
dan/atau usulan Pemegang Saham. Setelah semua pertanyaan dijawab to questions, responses and/or proposals of Shareholders. After all
dan ditanggapi selanjutnya dilakukan pemungutan suara dan hanya questions are answered and responded to, voting is conducted and only
pemegang saham dan/atau kuasanya yang sah yang berhak untuk shareholders and/or their legal power of attorney are entitled to vote.
mengeluarkan suara.
Berikut adalah tahapan tata waktu penyelenggaraan RUPS Perseroan The following are the timeline stages for holding the Company’s GMS
sepanjang 2021: throughout 2021:
Tanggal
No Aktivitas Activity
Date
RUPS Tahunan Tahun Buku 2020 Annual GMS for Fiscal Year 2020
1 Penyampaian rencana RUPS Tahunan kepada OJK 19 Mei 2020 | May 19, 2020 Submission of GMS plan to FSA was submitted by
written letter
2 Pengumuman RUPS Tahunan 10 Mei 2021 | May 10, 2021 Announcement of Annual GMS
3 Ralat pengumuman RUPS Tahunan 21 Mei 2021 | May 21, 2021 Changes to Announcement of Annual GMS
4 Pemanggilan RUPS Tahunan 29 Juni 2021 | June 29, 2021 Invitation to Annual GMS
5 Pelaksanaan RUPS Tahunan 21 Juli 2021 | July 21, 2021 Implementation of Annual GMS
6 Penyampaian ringkasan risalah RUPS Tahunan 22 Juli 2021 | July 22, 2021 Submission of Summary of Annual GMS Minutes
7 Penyampaian risalah RUPS Tahunan 20 Agustus 2021 | August 20, 2021 Submission of Minutes of Annual GMS
RUPS Tahunan Kedua Second Annual GMS
1 Pemanggilan RUPS Tahunan Kedua 3 Agustus 2021 | August 3, 2021 Invitation to the Second Annual GMS
2 Pelaksanaan RUPS Tahunan Kedua 10 Agustus 2021 | August 10, 2021 Implementation of the Second Annual GMS
3 Penyampaian ringkasan risalah 12 Agustus 2021 | August 12, 2021 Submission of Summary of Minutes
4 Penyampaian risalah RUPS 9 September 2021 | September 9, 2021 Submission of Minutes of GMS

Tanggal
No Aktivitas Activity
Date
RUPS Luar Biasa Extraordinary GMS
1 Penyampaian rencana RUPS Luar Biasa 19 Mei 2020 | May 19, 2020 Submission of the Extraordinary GMS plan to FSA
2 Pengumuman RUPS Luar Biasa 27 Oktober 2021 | October 27, 2021 Announcement of Extraordinary GMS
3 Ralat Pengumuman RUPS Luar Biasa 9 November 2021 | November 9, 2021 Changes to Announcement of Extraordinary GMS
4 Ralat ke-2 Pengumuman RUPS Luar Biasa 24 November 2021 | November 24, 2021 Second Changes to Extraordinary GMS
Announcement
5 Pemanggilan RUPS Luar Biasa 9 Desember 2021 | December 9, 2021 Invitation to Extraordinary GMS
6 Pelaksanaan RUPS Luar Biasa 31 Desember 2021 | December 31, 2021 Implementation of Extraordinary GMS
7 Penyampaian Ringkasan risalah RUPS Luar 3 Januari 2022 | January 3, 2022 Submission of Summary of Extraordinary GMS
Minutes
8 Penyampaian Risalah RUPS Luar Biasa 30 Januari 2022 | January 30, 2022 Submission of Minutes of Extraordinary GMS
RUPS Tahunan Ketiga Third Annual GMS
1 Pemanggilan RUPS Tahunan Ketiga 23 Desember 2021 | December 23, 2021 Invitation to the Third Annual GMS
2 Pelaksanaan RUPS Tahunan Ketiga 31 Desember 2021 | December 31, 2021 Implementation of the Third Annual GMS
3 Penyampaian Ringkasan Risalah Ketiga 3 Januari 2022 | January 3, 2022 Submission of the Summary of the Third Minutes
4 Penyampaian Risalah RUPS Ketiga 30 Januari 2022 | January 30, 2022 Submission of Minutes of the Third GMS
KETENTUAN KUORUM QUORUM PROVISIONS

Kuorum kehadiran dan kuorum keputusan RUPS untuk mata acara yang Quorum of attendance and quorum of GMS decisions for agenda items
harus diputuskan dalam RUPS dilakukan dengan mengikuti ketentuan that must be decided at the GMS are carried out by following the
berdasarkan Peraturan Otoritas Jasa Keuangan dan Anggaran Dasar provisions according to Financial Services Authority Regulations and the
Perseroan. Company’s Articles of Association.
PROSES PERHITUNGAN SUARA VOTING CALCULATION PROCESS

Perhitungan suara dan prosedur pemungutan suara dalam RUPS Voting calculation and procedures at the GMS are explained in the
dijelaskan dalam tata tertib RUPS yang disampaikan kepada Pemegang GMS rules and regulations which are submitted to Shareholders vithe
Saham melalui situs Perusahaan sebelum Rapat dimulai. Adapun Company’s website prior to the Meeting begin. Decision-making
mekanisme pengambilan keputusan Rapat yang diatur Tata Tertib Rapat mechanism for the Meeting is regulated by the Meeting Rules of
dengan memperhatikan ketentuan Anggaran Dasar Perseroan dan Conduct by taking into account the provisions of the Company’s Articles
peraturan yang berlaku. of Association and applicable regulations.
Perseroan juga telah menunjuk pihak independen dari Biro Administrasi The Company also already has appointed independent party from the
Efek PT Datindo Entrycom dan Notaris Aulia Taufany, S.H. untuk Securities Administration Bureau PT Datindo Entrycom and Notary Aulia
melakukan perhitungan suara dan/atau melakukan validasi dalam Rapat. Taufany, S.H. for voting calculation and/or validation in the Meeting.
KEHADIRAN DEWAN KOMISARIS, DIREKSI, ATTENDANCE OF THE BOARD OF

LEMBAGA & PROFESI PENUNJANG PASAR COMMISSIONERS, BOARD OF DIRECTORS,
MODAL DALAM RUPS CAPITAL MARKET SUPPORTING INSTITUTIONS
& PROFESSIONALS IN GMS
RUPS Tahunan dan RUPS Luar Biasa dihadiri seluruh anggota Dewan Annual GMS and Extraordinary GMS were attended by the entire the
Komisaris, Direksi, Pemegang Saham Mayoritas dan Pemegang Board of Commissioners members, the Board of Directors, Majority
saham lainnya dan atau kuasanya dengan kuorum kehadiran adalah Shareholders, and other shareholders and or their proxies with the
sebagai berikut: following quorum of attendance:
RUPS Tanggal Kuorum Kehadiran Persentase (%)

GMS Date Attendance Quorum Percentage (%)
RUPS Tahunan | Annual GMS 21 Juli 2021 | July 21, 2021 3.963.313.200 54,30
RUPS Tahun Kedua | Second Annual GMS 10 Agustus 2021 | August 10, 2021 3.904.231.100 53,49
RUPS Tahun Ketiga | Third Annual GMS 31 Desember 2021 | December 31, 2021 3.964.154.540 54,38
RUPS Luar Biasa | Extraordinary GMS 31 Desember 2021 | December 31, 2021 3.962.877.140 54,36

Kehadiran Lembaga dan Profesi Penunjang Pasar Modal Presence of Capital Market Supporting Institutions &
Professionals
Lembaga Penunjang Pasar Modal RUPS Tahunan

Capital Market Supporting Institutions Annual GSM
Notaris | Notary Kantor Notaris Aulia Taufani, S.H.
Kantor Akuntan Publik | Public Accounting Firm Publik Purwantono, Sungkoro & Surja (“Ernst & Young”)
Biro Administasi Efek | Securities Administration Bureau PT Datindo Entrycom
Lembaga Penunjang Pasar Modal RUPS Tahunan Kedua, Ketiga dan Luar Biasa
Capital Market Supporting Institutions Second, Third and Extraordinary GMS
Notaris | Notary Kantor Notaris Aulia Taufani, S.H.
Biro Administasi Efek | Securities Administration Bureau PT Datindo Entrycom
Kehadiran Dewan Komisaris dan Direksi dalam RUPS Attendance of the Board of Commissioners and the
Board of Directors at the GMS
Nama Jabatan Keanggotaan pada Komite Kehadiran

Name Position Committee Membership Attendance
RUPS Tahunan | Annual GMS
Agus Prabowo Komisaris Utama Hadir
(Pemimpin Rapat | Meeting Leader) President Commissioner Attendance
Lusiaga Levi Susila Komisaris Independen Ketua Komite Nominasi & Remunerasi Hadir
Independent Commissioner Chairman of the Nomination & Remuneration Committee Attendance
Anis Baridwan Komisaris Independen Ketua Komite Audit Hadir
Independent Commissioner Chairman of Audit Committee Attendance
Antonius Ratdomopurbo Komisaris Ketua Komite Pengendali Risiko Hadir
Commissioner Chairman of the Risk Management Committee Attendance
Ali Mundakir Direktur Utama Hadir
President Director Attendance
Hery Setiawan Direktur Keuangan Hadir
Director of Finance Attendance
Tenny Elfrida Direktur SDM & Umum Hadir
Director of HR & General Attendance
Arief Riyanto Direktur Pengembangan Usaha Hadir
merangkap Direktur Operasi Attendance
concurrently Director of Operations
RUPS Tahunan Kedua | Second Annual GMS
Wakhid Hasyim Komisaris Ketua Komite Pengendali Risiko Hadir
Hery Setiawan Direktur Keuangan Hadir
Arief Riyanto Direktur Pengembangan Usaha Hadir

Nama Jabatan Keanggotaan pada Komite Kehadiran
Name Position Committee Membership Attendance
RUPS Luar Biasa | Extraordinary GMS
Rony Hartanto Direktur Pengembangan Usaha Hadir
RUPS Tahunan Ketiga | Third Annual GMS
John Hisar Simamora Direktur Utama Hadir
Bachtiar Soeria Atmadja Direktur Keuangan Hadir
Charles Harianto Lumbantobing Direktur Operasi Hadir
Director of Operations Attendance
Ratih Esti Prihatini Direktur Pengembangan Usaha Hadir
Director of Business Development Attendance

HASIL KEPUTUSAN RUPS TAHUN BUKU 2021 RESOLUTION OF 2021 FISCAL YEAR GMS AND
DAN RUPS LUAR BIASA EXTRAORDINARY GMS
Hingga Laporan tahunan ini diterbitkan, seluruh keputusan RUPS As of the publication of this annual report, all resolution of the Company’s
Tahun Buku 2021 dan RUPS Luar Biasa Perseroan, telah seluruhnya 2021 Fiscal Year GMS and Extraordinary GMS has all been implemented.
dilaksanakan. Penjelasan atas setiap mata acara RUPS Tahun Buku 2021 The following is explanation of each agenda for 2021 Fiscal Year GMS
dan RUPS Luar Biasa tercantum dalam tabel di bawah ini. and Extraordinary GMS:
RUPS Tahunan 21 Juli 2021 Annual GMS on July 21, 2021

Mata Acara Keputusan Realisasi
No
Agenda Decision Realization
1 Persetujuan Laporan Tahunan 1. Menyetujui dan mengesahkan Laporan Tahunan Perseroan Tahun Buku 2020, Telah ditindaklanjuti
2020 termasuk di dalamnya termasuk Laporan Pengawasan Dewan Komisaris Perseroan Tahun Buku 2020.
Laporan Pengawasan Dewan 2. Mengesahkan Laporan Keuangan Konsolidasian Perseroan dan Entitas Anak untuk
Komisaris dan Pengesahan Tahun Buku yang berakhir pada tanggal 31 Desember 2020 beserta penjelasannya
Laporan Keuangan Perseroan yang telah diaudit oleh Kantor Akuntan Publik Purwantono, Sungkoro & Surja
yang berakhir pada tanggal 31 termuat dalam Laporan No. 00102/2.1032/AU.1/02/0701-3/1/II/2021 tertanggal 19
Desember 2020 Februari 2021 dengan pendapat “Wajar dalam semua hal yang material”. Dengan
demikian memberikan pelunasan dan pembebasan sepenuhnya dari tanggung jawab
(volledig acquit et de charge) kepada Direksi atas tindakan pengurusan dan kepada
Dewan Komisaris atas tindakan pengawasan yang dilakukan dalam Tahun Buku yang
berakhir 31 Desember 2020 sepanjang:
a. Tindakan-tindakan tersebut tecermin dalam Laporan Tahunan Perseroan
(termasuk laporan keuangan) Tahun Buku yang berakhir 31 Desember 2020.
b. Tindakan-tindakan tersebut bukan merupakan tindak pidana dan/atau perbuatan
melawan hukum.
Rapat menyetujui dengan total suara setuju berjumlah 3.958.928.100 saham atau
99,88% dari jumlah suara yang dikeluarkan secara sah dalam rapat.
1 Approval for 2020 Annual 1. Approved and ratified the Company’s Annual Report for 2020 Fiscal Year, including Followed-up
Report including Supervisory Supervisory Report by the Company’s Board of Commissioners for 2020 Fiscal Year.2.
Report by the Board of Ratified the Consolidated Financial Statements of the Company and Subsidiaries for
Commissioners and Ratification the Fiscal Year ended on December 31, 2020 along with the explanation audited
of the Company’s Financial by Purwantono, Sungkoro & Surja Public Accounting Firm as contained in Report
Statements ended on December No. 00102/2.1032/AU.1/02/0701-3 /1/II/2021 dated February 19, 2021 with the
31, 2020 opinion “Qualified in all material respects”. Thereby granted full discharge and
release from responsibility (Volledig Acquit et de charge) to the Board of Directors
for management actions and to the Board of Commissioners for supervisory actions
carried out in the Fiscal Year ended on December 31, 2020 as long as:
a. These actions are reflected in the Company’s Annual Report (including financial
statements) for the Fiscal Year ended on December 31, 2020.
b. These actions are not criminal acts and/or unlawful acts.
The meeting approved with a total of 3,958,928,100 shares or 99.88% of the total
voting issued at the meeting.
2 Penetapan penggunaan Laba Menetapkan penggunaan laba bersih Perseroan tahun buku 2020 yang diatribusikan • Tata Cara Pembayaran
Bersih Perseroan Tahun Buku kepada entitas induk sebesar Rp249.082.000.000,00 sebagai berikut: Dividen Tunai Tahun
2020 1. Sebesar Rp9.963.280.000,00 (sembilan miliar sembilan ratus enam puluh tujuh juta Buku 2020 tercantum
dua ratus delapan puluh ribu rupiah) atau sekitar 4% dari laba bersih Perseroan dalam Pengumuman Hasil
sebagai cadangan wajib. Keputusan RUPS Tahunan
2. Sebesar Rp74.724.600.000,00 (tujuh puluh empat miliar tujuh ratus dua puluh empat yang dipublikasikan IDXNet
juta juta enam ratus ribu rupiah) yaitu sekitar 30% dari laba bersih Perseroan sebagai dan situs web Perseroan
dividen tunai kepada Pemegang Saham. pada tanggal 22 Juli 2021.
3. Sisanya sebesar Rp164.394.120.000,00 (seratus enam puluh empat miliar tiga ratus • Pembayaran Dividen Tunai
Sembilan puluh empat juta setatus dua puluh ribu rupiah) yaitu sekitar 66% dari laba Tahun Buku 2020 telah
bersih Perseroan sebagai saldo laba atau retained earning Perseroan. dilakukan pada tanggal 20
4. Besarnya dividen yang menjadi hak Pemegang Saham wajib disetorkan kepada Agustus 2021.
Pemegang Saham selambat-lambatnya 30 (tiga puluh) hari setelah ditetapkan dalam
Rapat Umum Pemegang Saham.
Rapat menyetujui dengan jumlah suara setuju berjumlah 3.963.188.900 saham atau
99,996% dari total seluruh suara yang dikeluarkan dalam rapat.

No
2 Determination of the use of the Stipulated the use of the Company’s net profit for 2020 fiscal year attributable to the • Procedures for Payment of
Company’s Net Profit for 2020 parent entity of Rp249.082,000,000.00 as follows: Cash Dividends for 2020
Fiscal Year 1. Amounted to Rp9,963,2800,000.00 (nine billion nine hundred sixty-seven million Fiscal Year already listed in
two hundred and eighty thousand rupiah) or approximately 4% of the Company’s net the Announcement of Annual
profit as a mandatory reserve. GMS Resolution published by
2. Amounted to Rp74,724,600,000.00 (seventy four billion seven hundred twenty four IDXNet and the Company’s
million six hundred thousand rupiah) which is approximately 30% of the Company’s Website on July 22, 2021.
net profit as cash dividends to the Shareholders. • Payment of Cash Dividend
3. The remaining Rp164,394,120,000.00 (one hundred sixty four billion three hundred for 2020 Fiscal Year was on
ninety four million and twenty thousand rupiah) which is approximately 66% of the August 20, 2021.
Company’s net profit as retained earnings of the Company.
4. The amount of dividend as the Shareholders rights must be paid to the Shareholders
no later than 30 (thirty) days after being stipulated in the General Meeting of
Shareholders.
voting issued at the meeting.
3 Penetapan tantiem tahun 2020 1. Tantiem Telah ditindaklanjuti
dan remunerasi tahun 2021 Memberikan kuasa dan wewenang kepada Dewan Komisaris Perseroan dengan
bagi anggota Direksi dan Dewan terlebih dahulu mendapat persetujuan pemegang saham Perseroan yaitu PT
Komisaris Pertamina (Persero) untuk menetapkan tantiem bagi anggota Direksi dan Dewan
Komisaris Perseroan untuk Tahun Buku 2020.
2. Remunerasi
Memberikan kuasa dan wewenang kepada Dewan Komisaris Perseroan, dengan
terlebih dahulu mendapat persetujuan pemegang saham Perseroan yaitu PT
Pertamina (Persero) untuk menetapkan besaran remunerasi bagi anggota Direksi dan
Dewan Komisaris Perseroan untuk tahun 2021.
Rapat menyetujui dengan jumlah suara setuju berjumlah 3.959.739.000 saham atau
99,905% dari total seluruh suara yang dikeluarkan dalam Rapat.
3 Determination of tantiem in 1. Tantiem Followed-up
2020 and remuneration in Granted power and authority to the Company’s Board of Commissioners with
2021 for members the Board prior approval from the Company’s shareholder, namely PT Pertamina (Persero) to
of Directors and the Board of determine tantiem for members of the Company’s Board of Directors and the Board
Commissioner of Commissioners for 2020 Fiscal Year.
2. Remuneration
Granted power and authority to the Company’s Board of Commissioners, with
prior approval from the Company’s shareholder, namely PT Pertamina (Persero) to
determine the amount of remuneration for members of the Company’s Board of
Directors and the Board of Commissioners for 2021.
The Meeting approved with a total of 3,959,739,000 shares or 99.905% of the total
voting issued at the Meeting.


No
4 Penunjukan Akuntan Publik Memberikan pelimpahan kewenangan dan kuasa kepada Dewan Komisaris Perseroan Berdasarkan Surat Keputusan
untuk Mengaudit Perhitungan untuk menetapkan Akuntan Publik Independen dan/atau Kantor Akuntan Publik (KAP) Dewan Komisaris No.
Tahunan Perseroan Tahun Buku dalam melakukan pemeriksaan atas Laporan Keuangan Perseroan untuk tahun buku yang L8.014C-2021.030 tentang
2021 berakhir pada tanggal 31 Desember 2021 berikut besaran nilai jasanya, sesuai ketentuan Keputusan Dewan Komisaris
dan peraturan yang berlaku, termasuk menunjuk Akuntan Publik Independen dan/atau atas Penunjukan Kantor Akuntan
KAP pengganti bilamana karena sebab apapun juga berdasarkan ketentuan pasar modal Publik (KAP) dan/atau Akuntan
di Indonesia apabila Akuntan Publik Independen dan/atau KAP yang ditunjuk tidak dapat Publik (AP) untuk Jasa Audit atas
melakukan tugasnya, dengan kriteria bahwa: Jasa Laporan Keuangan Historis
1. KAP yang ditunjuk Perseroan dikonsultasikan/dikoordinasikan terlebih dahulu dengan Tahunan Posisi 31 Desember
PT Pertamina (Persero). 2021 PT Elnusa Tbk dan Entitas
2. KAP tersebut terdaftar di Otoritas Jasa Keuangan. Anaknya.
3. KAP tersebut termasuk dalam afiliasi KAP empat besar (Big Four) di dunia.
Dewan Komisaris memutuskan:
Sesuai dengan Pasal 59 ayat 3 huruf (a) POJK 15/2020 pelimpahan kewenangan dan • Menunjuk KAP Purwantono,
kuasa kepada Dewan Komisaris Perseroan dilakukan dengan alasan penunjukkan KAP Sungkoro dan Surja (anggota
akan dikonsultasikan/dikoordinasikan dengan Pemegang Saham Pengendali dikarenakan firma Ernst & Young) dengan
untuk kemudahan dan ketepatan waktu laporan konsolidasian PT Pertamina (Persero). AP Sdr. Moch. Dadang
Syachruna untuk melakukan
Rapat menyetujui dengan total suara setuju berjumlah 3.816.256.300 saham atau audit atas jasa informasi
96,289% dari total seluruh suara yang dikeluarkan dalam rapat. keuangan historis tahunan
posisi 31 Desember 2021
pada Elnusa dan Grup dengan
perkiraan imbalan jasa
sebesar Rp2.430.000.000.
• Direksi telah menyampaikan
Laporan Hasil Penunjukan AP/
KAP kepada OJK pada tanggal
30 Desember 2021.
4 Appointment of Public Delegated authority and power to the Company’s Board of Commissioners to determine Based on the Board of
Accountant to Audit the Independent Public Accountant and/or Public Accounting Firm (PAF) in auditing the Commissioners Decree No.
Company’s Annual Calculation Company’s Financial Statements for the fiscal year ended on December 31, 2021 along L8.014C-2021.030 concerning
for 2021 Fiscal Year with the amount of the services value following the applicable regulations and including the Decision of the Board
appointing substitute Independent Public Accountant and/or PAF if for any reason based of Commissioners on the
on the provisions of the capital market in Indonesia in case the appointed Independent Appointment of a Public
Public Accountant and/or PAF is unable to carry out duties, with the following criteria: Accountant Firm (PAF) and/or
1. PAF appointed by the Company shall be consulted/coordinated in advance with PT Public Accountant (PA) for Audit
Pertamina (Persero). Services for Annual Historical
2. PAF is registered with the Financial Services Authority. Financial Statement Services
3. PAF is included in the affiliation of the Big Four in the world. as of December 31, 2021, PT
Elnusa Tbk and its Subsidiaries.
Based on Article 59 paragraph 3 letter (a) FSA Regulation No. 15/2020, delegation of
authority and power to the Company’s Board of Commissioners carried out due to PAF The Board of Commissioners
appointment will be consulted/coordinated with the Controlling Shareholders due to the stipulated:
convenience and timeliness of the consolidated report of PT Pertamina (Persero). • Appoint KAP Purwantono,
Sungkoro and Surja
The Meeting approved with a total of 3,816,256,300 shares or 96.289% of the total (a member of Ernst & Young
voting issued at the meeting. firm) with PA Br. Moch.
Dadang Syachruna to audit
annual historical financial
information service for
the position of December
31, 2021 at Elnusa and the
Group with estimated fee of
Rp2,430,000,000.
• The Board of Directors has
submitted Report on PA/
PAF Appointment to FSA on
December 30, 2021.

No
5 Persetujuan Perubahan 1. Memberhentikan dengan hormat anggota Direksi dan Dewan Komisaris terhitung Telah ditindaklanjuti
Pengurus Perseroan efektif sejak penutupan Rapat Umum Pemegang Saham, dengan ucapan terima kasih
atas sumbangan tenaga dan pikiran yang diberikan selama menjabat sebagai anggota
Direksi dan Dewan Komisaris, sebagai berikut:
a. Tuan Antonius Ratdomopurbo selaku Komisaris, dengan alasan beralih ke jabatan
fungsional.
b. Tuan Herry Setiawan selaku Direktur Keuangan, dengan alasan berakhirnya masa
jabatan.
c. Tuan Arief Riyanto selaku Direktur Pengembangan Usaha merangkap Direktur
Operasi, dengan alasan berakhirnya masa jabatan.
2. Menyetujui pengangkatan anggota Direksi dan Dewan Komisaris Perseroan terhitung
efektif sejak penutupan Rapat Umum Pemegang Saham (RUPS) sampai dengan
penutupan RUPS Tahunan ke-3 (ketiga) dengan tidak mengurangi hak RUPS untuk
memberhentikan anggota Direksi dan Dewan Komisaris tersebut sewaktu-waktu
sebelum masa jabatannya berakhir, sebagai berikut:
1. Tuan Wakhid Hasyim sebagai Komisaris.
2. Tuan Lusiaga Levi Susila sebagai Komisaris Independen untuk periode kedua.
3. Tuan Rony Hartanto sebagai Direktur Operasi.
3. Mengusulkan rangkap jabatan untuk Direktur Keuangan dan Direktur Pengembangan
Usaha Perseroan dikarenakan saat ini dalam proses persetujuan penetapan pejabat
sebagai berikut:
1. Direktur SDM & Umum merangkap sebagai Direktur Keuangan.
2. Direktur Operasi merangkap sebagai Direktur Pengembangan Usaha.
3. Rangkap jabatan sebagaimana angka 1 dan 2 di atas berakhir pada saat
dilakukan RUPS Penetapan Pejabat Definitif.
4. Menyetujui Perubahan Susunan Pengurus Perseroan, sehingga susunan Direksi dan
Dewan Komisaris Perseroan menjadi sebagai berikut:
Direksi
Tuan Ali Mundakir: Direktur Utama
Tuan Rony Hartanto: Direktur Operasi merangkap Direktur Pengembangan
Usaha
Tuan Tenny Elfrida: Direktur SDM & Umum merangkap Direktur Keuangan
Dewan Komisaris
Tuan Agus Prabowo: Komisaris Utama
Tuan Wakhid Hasyim: Komisaris
Tuan Lusiaga Levi Susila: Komisaris Independen
Tuan Anis Baridwan: Komisaris Independen


No
5 Approval for Changes in 1. Honorably dismiss the Board of Directors members and the Board of Commissioners Followed-up
Company Management effective as of the closing of General Meeting of Shareholders, with gratitude for
the contribution of energy and thoughts given during their tenure as the Board of
Directors members and the Board of Commissioners, as follows:
a. Mr. Antonius Ratdomopurbo as Commissioner, by reason of switching to
functional position.
b. Mr. Herry Setiawan as Director of Finance, with the reason for the end of the
term of office.
c. Mr. Arief Riyanto as Director of Business Development concurrently Director of
Operations, with the reason for the end of the term of office.
2. Approved the appointment of the Company’s the Board of Directors members
and the Board of Commissioners effective as of the closing of General Meeting of
Shareholders (GMS) until the closing of the 3rd (third) Annual GMS without prejudice
to GMS right to dismiss the concerned the Board of Directors members and Board of
Commissioners at any time before the term of office ends, as follows:
1. Mr. Wakhid Hasyim as Commissioner.
2. Mr. Lusiaga Levi Susila as Independent Commissioner for the second period.
3. Mr. Rony Hartanto as Director of Operations.
3. Proposed concurrent positions for the Company’s Director of Finance and Director
of Business Development since currently in the approval process to the following
appointment:
a. Director of HR & General Affairs concurrently as Director of Finance.
b. Director of Operations concurrently as Director of Business development.
c. Concurrent position as referred to in numbers 1 and 2 above expire at the time of
the GMS of Definitive Officials Determination.
4. Approved the Changes in the Composition of the Company Management, so that the
composition of the Company’s Board of Directors and Board of Commissioners is as
follows:
Board of Directors
Mr. Ali Mundakir: President Director
Mr. Rony Hartanto: Director of Operations concurrently Director of Business
Development
Mr. Tenny Elfrida: Director of HR & General concurrently Director of
Finance
Mr. Agus Prabowo: President Commissioner
Mr. Wakhid Hasyim: Commissioner
Mr. Lusiaga Levi Susila: Independent Commissioner
Mr. Anis Baridwan: Independent Commissioner
6 Persetujuan Perubahan • Mata Acara keenam tidak dapat dilaksanakan. Dilakukan RUPS Tahunan Kedua
Anggaran Dasar Perseroan • Tidak memenuhi kuorum kehadiran sesuai yang disyaratkan dalam Anggaran Dasar sesuai dengan ketentuan POJK
Perseroan. 15 tahun 2020.
6 Approval of Amendment to • The sixth agenda item were unable to be carried out. The Second Annual GMS was
the Company’s Articles of • Did not meet the attendance quorum as required in the Company’s Articles of held in line with the provisions
Association Association. of FSA Regulation No. 15 of
2020.

RUPS Tahunan Kedua 10 Agustus 2021 Second Annual GMS on August 10, 2021
No
1 Persetujuan Perubahan Dalam RUPS Tahunan Kedua tersebut telah dihadiri Sesuai dengan ketentuan Pasal 12 ayat (5) Anggaran Dasar
Anggaran Dasar Perseroan oleh Pemegang Saham atau Kuasa Pemegang Saham Perseroan yang mensyaratkan kehadiran Rapat paling sedikit
Perseroan yang sah berjumlah 3.904.231.100 saham atau 3/5 (tiga per lima) bagian dari jumlah seluruh saham dengan hak
sebesar 53,4936097% dari jumlah saham dengan hak suara yang sah yang telah dikeluarkan oleh Perseroan.
suara yang sah yang telah dikeluarkan oleh Perseroan.
Oleh karenanya sesuai dengan Anggaran Dasar Perseroan, maka
kuorum untuk penyelenggaraan Rapat Tahunan Kedua ini tidak
terpenuhi dan Perseroan harus menyelenggarakan.
1 Approval for Amendment to Second Annual GMS was attended by the Shareholders Based on the provisions of Article 12 paragraph (5) of the
the Company’s Articles of or the Company’s authorized Shareholders amounted to Company’s Articles of Association which requires attendance at
Association 3,904,231,100 shares or 53.4936097% of the total shares the Meeting of at least 3/5 (three fifths) of the total number of
with valid voting rights issued by the Company. shares with valid voting rights issued by the Company.
Therefore, in line with the Company’s Articles of Association,

the quorum for holding the Second Annual Meeting was not
fulfilled and the Company had to hold the Third Annual General
Meeting of Shareholders.
RUPS Tahunan Ketiga 31 Desember 2021 Third Annual GMS on December 31, 2021
Rapat Ketiga ini diselenggarakan sehubungan dengan tidak tercapainya This Third Meeting was held in connection with the failure to achieve
kuorum yang disyaratkan untuk mata acara keenam RUPS Tahunan the required quorum for the sixth agenda of the Company’s 2020
Perseroan tahun buku 2020 yang diadakan pada tanggal 21 Juli 2021 Annual GMS which was held on July 21, 2021 and the Second Annual
dan RUPS Tahunan Kedua yang diadakan pada tanggal 10 Agustus GMS which was held on August 10, 2021 related to Amendment to
2021 terkait dengan Perubahan Anggaran Dasar Perseroan. Perubahan the Company’s Articles of Association. This amendment to the Articles
Anggaran Dasar ini adalah sebagai bentuk kewajiban Perseroan untuk of Association is manifestation of the Company’s obligation to make
melakukan penyesuaian Anggaran Dasar sesuai dengan POJK 15/ adjustments to the Articles of Association according to FSA Regulation
POJK.04/2020 tentang Rencana dan Penyelenggaraan Rapat Umum No. 15/POJK.04/2020 concerning the Plan and Organizing of the General
Pemegang Saham Perusahaan Terbuka. Meeting of Shareholders of Public Company.
Sesuai dengan ketentuan Pasal 57 POJK 15 tahun 2020, Perseroan Following the provisions of Article 57 of FSA Regulation No. 15 of 2020,
menyampaikan permohonan kepada Otoritas Jasa Keuangan melalui the Company submitted application to the Financial Services Authority
surat No. L9.000D.013C-2021.058 tanggal 23 Agustus 2021. Berdasarkan through letter No. L9,000D.013C-2021,058 dated August 23, 2021.
hal tersebut OJK menyampaikan surat jawaban kepada Perseroan Based on this, FSA submitted an answer letter to the Company through
melalui surat No. S-83/PM.2/2021 tanggal 18 November 2021 perihal letter No. S-83/PM. 2/2021 dated November 18, 2021 regarding Quorum
Penetapan Kuorum Rapat Umum Pemegang Saham Ketiga, yang Determination of the Third General Meeting of Shareholders, which
mensyaratkan kehadiran pemegang saham untuk RUPS Tahunan Ketiga requires the shareholders presence for the Third Annual GMS at least
paling sedikit 52% dari jumlah seluruh saham dengan hak suara yang sah 52% of the total shares with valid voting rights issued by the Company.
yang telah dikeluarkan oleh Perseroan.


No
1 Persetujuan Perubahan 1. Menyetujui perubahan Anggaran Dasar Perseroan dalam rangka penyesuaian Telah terealisasi
Anggaran Dasar Perseroan antara lain dengan Peraturan OJK No.15/POJK.04/2020 tentang Rencana dan
Penyelenggaraan Rapat Umum Pemegang Saham Perusahaan Terbuka.
2. Menyatakan untuk menyusun kembali seluruh ketentuan dalam Anggaran Dasar
Perseroan sehubungan dengan perubahan sebagaimana dimaksud dalam butir 1
keputusan rapat di atas.
3. Memberikan wewenang dan kuasa dengan hak substitusi kepada Direksi Perseroan
untuk melakukan segala tindakan yang berhubungan dengan keputusan Rapat,
termasuk namun tidak terbatas untuk menghadap pihak berwenang, mengadakan
pembicaraan, memberi dan/atau meminta keterangan, mengajukan permohonan
persetujuan dan/atau pemberitahuan atas perubahan Anggaran Dasar Perseroan
kepada Menteri Hukum dan Hak Asasi Manusia Republik Indonesia maupun instansi
berwenang terkait lainnya, membuat atau serta menandatangani akta-akta dan
surat-surat maupun dokumen-dokumen lainnya yang diperlukan atau dianggap perlu,
hadir di hadapan Notaris untu k dibuatkan dan menandatangani akta pernyataan
keputusan Rapat Perseroan dan melaksanakan hal-hal lain yang harus dan/atau dapat
dijalankan untuk dapat terealisasi/terwujudnya keputusan rapat.
1 Approval for Amendment to 1. Approved amendment to the Company’s Articles of Association in order to adjust, Realized
the Company’s Articles of among others, to FSA Regulation No.15/POJK.04/2020 concerning the Plan and
Association Organizing of the General Meeting of Shareholders of a Public Company.
2. Stated to rearrange all provisions in the Company’s Articles of Association in
connection with the amendment as referred to in point 1 of the above meeting
resolution.
3. Granted authority and power with substitution rights to the Company’s Board of
Directors to take all actions related to the Meeting resolution, including but not
limited to coming before the authorities, holding talks, giving and/or requesting
information, applying for approval and/or notification of changes to the Company’s
Article of Association to the Minister of Law and Human Rights of the Republic of
Indonesia or other relevant competent agencies, making or signing deeds and letters
or other documents that are needed or deemed necessary, presenting before a
Notary to make and sign deed of decisions statement of the Company’s Meetings and
carrying out other matters that must and/or can be carried out in order to realize the
meeting resolution.

RUPS Luar Biasa 31 Desember 2021 Extraordinary GMS on December 31, 2021
No
1 Persetujuan Perubahan Susunan 1. Memberhentikan dengan hormat anggota Direksi terhitung efektif sejak penutupan Telah terealisasi
Pengurus Perseroan Rapat Umum Pemegang Saham Luar Biasa ini, dengan ucapan terima kasih atas
sumbangan tenaga dan pikiran yang diberikan selama menjabat sebagai anggota
Direksi, sebagai berikut:
a. Sdr. Ali Mundakir selaku Direktur Utama, dengan alasan sebagaimana yang
disampaikan oleh Kementerian BUMN mengacu pada Berita Acara Konsultasi
Perwakilan Pertamina dengan Kementerian Badan Usaha Milik Negara (KBUMN)
No. BA-69/DSI.MBU.A/12/2021 tanggal 28 Desember 2021 perihal Usulan
Pengurus Cucu Perusahaan/Perusahaan Afiliasi Pertamina Group.
b. Sdr. Rony Hartanto selaku Direktur Operasi, dengan alasan sebagaimana yang
disampaikan oleh Kementerian BUMN mengacu pada Berita Acara Konsultasi
Perwakilan Pertamina dengan Kementerian Badan Usaha Milik Negara (KBUMN)
No. BA-69/DSI.MBU.A/12/2021 tanggal 28 Desember 2021 perihal Usulan
Pengurus Cucu Perusahaan/Perusahaan Afiliasi Pertamina Group.
c. Menyetujui pengangkatan anggota Direksi Perseroan terhitung efektif sejak
tanggal penutupan Rapat ini sampai dengan penutupan RUPS Tahunan ke-3
(ketiga) dengan tidak mengurangi hak RUPS untuk memberhentikan anggota
Direksi tersebut sewaktu-waktu sebelum masa jabatannya berakhir, sebagai
berikut:
– Sdr. John Hisar Simamora sebagai Direktur Utama.
– Sdr. Bachtiar Soeria Atmadja sebagai Direktur Keuangan.
– Sdr. Charles Hariyanto Lumban Tobing sebagai Direktur Operasi.
– Sdri. Ratih Esti Prihatini sebagai Direktur Pengembangan Usaha
3. Menyetujui Perubahan Susunan Pengurus Perseroan, sehingga susunan anggota
Direksi dan Dewan Komisaris Perseroan menjadi sebagai berikut:
Direksi
a. Sdr. John Hisar Simamora: Direktur Utama
b. Sdr. Bachtiar Soeria Atmadja: Direktur Keuangan
c. Sdr. Charles Hariyanto Lumbantobing: Direktur Operasi
d. Sdri. Tenny Elfrida: Direktur SDM & Umum
e. Sdri. Ratih Esti Prihatini: Direktur Pengembangan Usaha
Dewan Komisaris:
a. Sdr. Agus Prabowo: Komisaris Utama
b. Sdr. Wakhid Hasyim: Komisaris
c. Sdr. Lusiaga Levi Susila: Komisaris Independen
d. Sdr. Anis Baridwan: Komisaris Independen
4. Memberikan kuasa dengan hak substitusi kepada seluruh anggota Direksi Perseroan
untuk menyatakan kembali seluruh maupun sebagian keputusan Rapat ke dalam akta
notaris dan selanjutnya memberitahukan susunan anggota Direksi dan/atau Dewan
Komisaris Perseroan tersebut kepada Kementerian Hukum dan Hak Asasi Manusia
Republik Indonesia maupun instansi-instansi Pemerintah lainnya, serta melakukan
segala tindakan yang diperlukan sesuai dengan ketentuan peraturan perundang-


No
1 Approval for Changes in the 1. Honorably dismissed the Board of Directors members effective as of the closing Realized
Composition of the Company of this Extraordinary General Meeting of Shareholders, with gratitude for the
Management contribution of energy and thoughts given while serving as the Board of Directors
members, as follows:
a. Mr. Ali Mundakir as the President Director, with the reasons as presented by
the Ministry of SOE referring to the Minutes of Consultation of Pertamina
Representatives with the Ministry of State-Owned Enterprises (KBUMN) No.
BA-69/DSI.MBU.A/12/2021 dated December 28, 2021 regarding the Proposal for
the Management of the Second Tier Subsidiary of Pertamina Group/Affiliated
Company.
b. Mr. Rony Hartanto as Director of Operations, with the reasons given by
the Ministry of SOE referring to the Minutes of Consultation of Pertamina
Representatives with the Ministry of State-Owned Enterprises (KBUMN) No.
BA-69/DSI.MBU.A/12/2021 dated December 28, 2021 regarding the Proposal for
the Management of the Second Tier Subsidiary of Pertamina Group/Affiliated
Company.
2. Approved the appointment of the Company’s Board of Directors members effective
as of the closing date of this Meeting until the closing of the 3rd (third) Annual GMS
without prejudice to GMS rights to dismiss the Board of Directors members at any
time before the end of their term of office, as follows:
– Mr. John Hisar Simamora as President Director.
– Mr. Bachtiar Soeria Atmadja as Director of Finance.
– Mr. Charles Hariyanto Lumban Tobing as Director of Operations.
– Mrs. Ratih Esti Prihatini as Director of Business Development
3. Approved the Changes in the Composition of the Company Management, so that the
composition of the Board of Directors members and Board of Commissioners of the
Company is as follows:
Board of Directors
a. Mr. John Hisar Simamora: President Director
b. Mr. Bachtiar Soeria Atmadja: Director of Finance
c. Mr. Charles Hariyanto Lumbantobing: Director of Operations
d. Mrs. Tenny Elfrida: Director of HR & General
e. Mrs. Ratih Esti Prihatini: Director of Business Development
a. Mr. Agus Prabowo: President Commissioner
b. Mr. Wakhid Hasyim: Commissioner
c. Mr. Lusiaga Levi Susila: Commissioner Independent
d. Mr. Anis Baridwan: Independent Commissioner
4. Granted power of attorney with substitution rights to all Company’s the Board of
Directors members to restate all or part of Meeting resolution into notarial deed
and subsequently notify the composition of the Company’s the Board of Directors
members and/or Board of Commissioners to the Ministry of Law and Human
Rights of the Republic of Indonesia and other agencies or government, and take all
necessary actions following the provisions of applicable laws and regulations.
Sedangkan untuk RUPS Tahunan tahun buku 2020 yang dilaksanakan As for 2020 Annual GMS which was held on July 21, 2021, all decisions
pada tanggal 21 Juli 2021, seluruh keputusannya telah direalisasikan dan had been realized and implemented in 2021. Based on this, no GMS
dilaksanakan pada tahun 2021. Berdasarkan hal tersebut maka tidak ada resolutions in the previous fiscal year and this year that have not been
keputusan RUPS pada tahun buku sebelumnya dan tahun ini yang belum realized.
direalisasikan.

Dewan Komisaris
Dewan Komisaris merupakan organ Tata Kelola Perseroan yang memiliki The Board of Commissioners is a Corporate Governance organ in
tugas untuk melakukan pengawasan terhadap kebijakan pengurusan, charge of supervising management policies, general management both
jalanannya pengurusan pada umumnya baik mengenai Perusahaan regarding the Company and business activities of the Company by the
maupun kegiatan usaha Perusahaan yang dilakukan oleh Direksi dan Board of Directors and providing advice to the Board of Directors for the
memberikan nasihat kepada Direksi untuk kepentingan Perusahaan dan benefit of the Company and in line with the purposes and objectives of
sesuai dengan maksud dan tujuan Perusahaan. the Company.
DASAR HUKUM LEGAL BASIS

Dasar hukum yang menjadi referensi peraturan pembentukan dan Legal basis is reference for the regulations for the formation and
penunjukan Dewan Komisaris Perusahaan mengacu pada beberapa appointment of the Company’s Board of Commissioners refer to several
ketentuan, antara lain berpedoman pada Undang-undang Republik provisions, among others, based on the Law of the Republic of Indonesia
Indonesia No. 40 tahun 2007 tentang Perseroan Terbatas dan Peraturan No. 40 of 2007 concerning Limited Liability Company and Financial
Otoritas Jasa Keuangan No. 33/POJK.04/2014 tanggal 8 Desember 2014 Services Authority Regulations No. 33/POJK.04/2014 dated December 8,
tentang Direksi dan Dewan Komisaris Emiten atau Perusahaan Publik. 2014, concerning the Board of Directors and Board of Commissioners of
Issuers or Public Compan.
KRITERIA ANGGOTA DEWAN KOMISARIS CRITERIA FOR THE BOARD OF COMMISSIONERS

MEMBERS
Anggota Dewan Komisaris wajib mengikuti persyaratan dan ketentuan The Board of Commissioners members are required to comply with the
Undang-Undang tentang Perseroan Terbatas, peraturan perundang- requirements and provisions of the Law on Limited Liability Company,
undangan di bidang Pasar Modal serta Peraturan perundang-undangan the laws and regulations in the Capital Market sector as well as other
lain yang berlaku dan yang terkait dengan kegiatan usaha Perseroan. applicable laws and regulations related to business activities of the
Berdasarkan Anggaran Dasar Perseroan Pasal 17 ayat (2), yakni Anggota Company. Based on the Company’s Articles of Association Article 17
Dewan Komisaris Elnusa adalah orang perseorangan yang memenuhi paragraph (2), namely Elnusa’s Board of Commissioners members are
persyaratan sebagai berikut: individuals who meet the following requirements:
1. Mempunyai akhlak, moral, dan integritas yang baik; 1. Having good morals, ethics, and integrity;
2. Cakap melakukan perbuatan hukum; 2. Capable of carrying out legal actions;
3. Dalam 5 (lima) tahun sebelum pengangkatan dan selama menjabat: 3. Within 5 (five) years prior to appointment and while serving:
a. Tidak pernah dinyatakan pailit; a. Never been declared bankrupt;
b. Tidak pernah menjadi anggota Direksi dan/atau anggota Dewan b. Never been the Board of Directors member and/or the Board of
Komisaris yang dinyatakan bersalah menyebabkan suatu Commissioners who was found guilty of causing a company to
perusahaan dinyatakan pailit; be declared bankrupt;
c. Tidak pernah dihukum karena melakukan tindak pidana yang c. Never been convicted of a criminal act detrimental to state
merugikan keuangan negara dan/atau yang berkaitan dengan finances and/or related to the financial sector; and
sektor keuangan; dan
d. Tidak pernah menjadi anggota Direksi dan/atau anggota Dewan d. Never been the Board of Directors member and/or the Board of
Komisaris yang selama menjabat: Commissioners member who during his tenure:
i. Pernah tidak menyelenggarakan RUPS tahunan; i. Ever had not held the meeting the annual GMS;
ii. Pertanggungjawabannya sebagai anggota Direksi dan/ ii. His responsibilities as the Board of Directors members
atau anggota Dewan Komisaris pernah tidak diterima oleh and/or the Board of Commissioners members ever had not
RUPS atau pernah tidak memberikan pertanggungjawaban accepted by the GMS or had not provided accountability
sebagai anggota Direksi dan/atau anggota Dewan Komisaris as the Board of Directors members and/or the Board of
kepada RUPS; dan Commissioners to the GMS; and
iii. Pernah menyebabkan perusahaan yang memperoleh izin, iii. Had caused a company with permit, approval, or
persetujuan, atau pendaftaran dari OJK tidak memenuhi registration from FSA to fail to fulfill its obligation to submit
kewajiban menyampaikan laporan tahunan dan/atau annual report and/or financial statement to FSA.
laporan keuangan kepada OJK.

4. Memiliki komitmen untuk mematuhi peraturan perundang- 4. Having commitment to complying with the laws and regulations;
undangan;
5. Memiliki pengetahuan dan/atau keahlian di bidang yang dibutuhkan 5. Having knowledge and/or expertise in the fields required by the
Perseroan; dan Company; and
6. Memenuhi persyaratan lainnya sebagaimana ditentukan dalam 6. Fulfilling other requirements as stipulated in Law of Limited Liability
Undang-Undang Perseroan Terbatas, Peraturan Pasar Modal dan Company, Capital Market Regulations and other applicable laws and
Peraturan Perundang-Undangan lainnya yang berlaku. regulations.
Merujuk pada Pedoman Nominasi Direksi dan Dewan Komisaris, sumber Referring to Nomination Guidelines for the Board of Directors and the
nominasi anggota Dewan Komisaris dapat berasal dari: Board of Commissioners, the sources of nominations for the Board of
Commissioners members may originate from the following:
a. Anggota Direksi dari perusahaan pemegang saham Elnusa. a. The Board of Directors Member of Elnusa’s shareholders company.
b. Mantan anggota Direksi Perusahaan yang bersangkutan setelah b. Former the Board of Directors member of the company concerned
minimal 1 (satu) tahun tidak lagi menjabat sebagai anggota Direksi after at least 1 (one) year no longer serves as member of the
yang bersangkutan. relevant Board of Directors.
c. Sumber lain yang telah memiliki reputasi yang baik, relevan dan c. Other sources with good reputation are relevant and can be
dapat dipertanggungjawabkan. accounted for.
SUSUNAN DAN KOMPOSISI DEWAN KOMISARIS COMPOSITION OF THE BOARD OF

COMMISSIONERS
1. Struktur keanggotaan Dewan Komisaris Perseroan terdiri dari 1. Membership structure of the Company’s Board of Commissioners
Komisaris Utama dan Komisaris. consists of the President Commissioner and the Commissioner.
2. Komposisi Dewan Komisaris Perseroan terdiri dari Komisaris Non 2. Composition of the Company’s Board of Commissioners consists of
Independen dan Komisaris Independen. Non-Independent Commissioners and Independent Commissioners.
3. Dewan Komisaris merupakan majelis dan setiap anggota Dewan 3. The Board of Commissioners is an assembly and each member of
Komisaris tidak dapat bertindak sendiri-sendiri, melainkan the Board of Commissioners cannot independently take actions, but
berdasarkan keputusan Dewan Komisaris (kolektif kolegial). based on the Board of Commissioners decision (collegial collective).
Komposisi dan jumlah anggota Dewan Komisaris ditetapkan oleh The composition and number of the Board of Commissioners members
RUPS. Pada Tahun 2021 terjadi perubahan komposisi dalam Dewan are stipulated by GMS. In 2021, there was a change in the composition
Komisaris berdasarkan keputusan RUPS Tahunan tanggal 21 Juli 2021, of the Board of Commissioners based on the decision of Annual GMS
yakni diputuskan pemberhentian dengan hormat Bapak Antonius on July 21, 2021, which was the honorable dismissal of Mr. Antonius
Ratdomopurbo sebagai Komisaris Perseroan. Kemudian, mengangkat Ratdomopurbo as Commissioner of the Company. Then, appointed Mr.
Bapak Wakhid Hasyim sebagai Komisaris Perseroan terhitung sejak Wakhid Hasyim as Commissioner of the Company as of the closing of the
ditutupnya RUPS Tahunan tanggal 21 Juli 2021 sampai dengan penutupan Annual GMS on July 21, 2021 until the closing of the 3rd (third) Annual
RUPS Tahunan ke-3 (ketiga) setelah tanggal pengangkatannya, dengan GMS after the date of his appointment, without prejudice to the GMS
tidak mengurangi hak RUPS untuk memberhentikan anggota Dewan right to dismiss the Board of Commissioners members at any time.
Komisaris sewaktu-waktu.
PERIODE 1 JANUARI 2021-21 JULI 2021

Period January 1, 2021-July 21, 2021
Nama Jabatan Dasar Keputusan
Name Position Basis Appointment
Agus Prabowo Komisaris Utama | President Commissioner RUPS Tahunan 8 Juli 2020 | Annual GMS July 8, 2020
Lusiaga Levi Susila Komisaris Independen | Independent Commissioner RUPS Tahunan 14 Mei 2018| Annual GMS May 14, 2018
Anis Baridwan Komisaris Independen | Independent Commissioner RUPS Tahunan 11 April 2019 | Annual GMS April 11, 2019
Antonius Ratdomopurbo Komisaris | Commissioner RUPS Tahunan 11 April 2019 | Annual GMS April 11, 2019
Dengan demikian, komposisi Dewan Komisaris Perseroan per tanggal Therefore, the composition of the Company’s Board of Commissioners
31 Desember 2021 sebagai berikut: as of December 31, 2021 as follows:

PERIODE 21 JULI 2021-31 DESEMBER 2021
July 21, 2021-December 31, 2021
Nama Jabatan Dasar Keputusan
Name Position Basis Appointment
Agus Prabowo Komisaris Utama | President Commissioner RUPS Tahunan 8 Juli 2020 | Annual GMS July 8, 2020
Lusiaga Levi Susila Komisaris Independen | Independent Commissioner RUPS Tahunan 21 Juli 2021 | Annual GMS July 21, 2021
Anis Baridwan Komisaris Independen | Independent Commissioner RUPS Tahunan 11 April 2019 | Annual GMS April 11, 2019
Wakhid Hasyim Komisaris | Commissioner RUPS Tahunan 21 Juli 2021 | Annual GMS July 21, 2021
KOMISARIS INDEPENDEN INDEPENDENT COMMISSIONER

Komisaris Independen adalah anggota Dewan Komisaris yang berasal Independent Commissioner is the Board of Commissioners member
dari luar Emiten atau Perusahaan Publik dan memenuhi persyaratan coming from outside the Issuer or Public Company and meets the
sebagai Komisaris Independen sesuai dengan Peraturan OJK No. 33/ requirements as Independent Commissioner following FSA Regulation
POJK.04/2014 tentang Direksi dan Dewan Komisaris Emiten atau No. 33/POJK.04/2014 concerning the Board of Directors and Board of
Perusahaan Publik di antaranya: Commissioners of Issuers or Public Company, including:
KOMISARIS INDEPENDEN PERATURAN OJK NO. 33/POJK.04/2014

Independent Commissioner OJK Regulation No. 33/POJK.04/2014
Bukan merupakan orang yang bekerja atau Not a person who has authority and responsibility
mempunyai wewenang dan tanggung jawab untuk for planning, leading, controlling, or supervising the
merencanakan, memimpin, mengendalikan, atau Company’s activities during the last 6 (six) months,
mengawasi kegiatan Perusahaan dalam waktu 6 except for re-appointment as an Independent
(enam) bulan terakhir, kecuali untuk pengangkatan Commissioner.
kembali sebagai Komisaris Independen.
Tidak mempunyai saham baik langsung maupun Doesn’t have any shares in the Company, either
tidak langsung pada Perusahaan. directly or indirectly.
Tidak mempunyai hubungan usaha baik langsung Does not have any business relationship both direct
maupun tidak langsung yang berkaitan dengan or indirect that relates to the Company’s business
kegiatan usaha Perusahaan. activities.
Tidak mempunyai hubungan Afiliasi dengan Doesn’t have any affiliation to the Company,
Perusahaan, anggota Dewan Komisaris, anggota member of the Board of Commissioners, members
Direksi, atau Pemegang Saham Pengendali of the Board of Director or Controlling Shareholders
Perusahaan. of the Company.
Jumlah Komisaris Independen

ACGS
Number of Independent
Commissioners 30% 50%
4 Komisaris dengan 2 Komisaris 30% dari Keseluruhan Komisaris 50% dari Keseluruhan Komisaris
Independen adalah Komisaris Independen adalah Komisaris Independen
4 Commissioners with 2 30% of All Commissioners are 50% of All Commissioners are
Independent Commissioners Independent Commissioners Independent Commissioners

Perseroan memiliki Komisaris Independen yang telah memenuhi The Company has Independent Commissioners complied with the
ketentuan Peraturan Otoriotas Jasa Keuangan No. 33/POJK.04/2014 provisions of the Financial Services Authority Regulation No. 33/
tanggal 8 Desember 2014 tentang Direksi dan Dewan Komisaris POJK.04/2014 dated December 8, 2014 concerning the Board of
Emiten atau Perusahaan Publik. Dalam peraturan tersebut, Komisaris Directors and Board of Commissioners of Issuers or Public Company.
Independen wajib paling sedikit berjumlah 30% dari jumlah anggota In this regulation, Independent Commissioners must be at least 30%
Dewan Komisaris. Komposisi Komisaris Perseroan per 31 Desember of the total Board of Commissioners members. The composition of
2021 berjumlah 4 (empat) orang yang terdiri dari 1 (satu) orang the Company’s Board of Commissioners as of December 31, 2021 is 4
Komisaris Utama, 2 (dua) orang Komisaris Independen dan 1 (satu) (four) persons consisting of 1 (one) President Commissioner, 2 (two)
orang Komisaris. Dengan demikian komposisi Komisaris Independen Independent Commissioners, and 1 (one) Commissioner. Thus the
Perseroan lebih dari 30% dari seluruh jumlah Dewan Komisaris serta composition of the Company’s Independent Commissioners is more
telah memenuhi Peraturan Otoritas Jasa Keuangan maupun telah than 30% of the total number of the Board of Commissioners and has
memenuhi jumlah minimal Komisaris Independen yang diatur dalam complied with the Financial Services Authority Regulations and has
ASEAN Corporate Governance Scorecard yang mensyaratkan jumlah met the minimum number of Independent Commissioners regulated
Komisaris Independen berjumlah 50% dari jumlah seluruh anggota in the ASEAN Corporate Governance Scorecard which requires the
Dewan Komisaris. number of Independent Commissioners to be 50% of the total Board of
Commissioners members.
Kriteria Independensi Lusiaga Levi Susila Anis Baridwan Independence Criteria
Sebagai orang yang bekerja atau mempunyai x x As a person working or having the authority
wewenang dan tanggung jawab untuk and responsibility to plan, lead, control, or
merencanakan, memimpin, mengendalikan, supervise the Company’s activities within the
atau mengawasi kegiatan Perseroan dalam last 6 (six) months, unless for reappointment as
waktu 6 (enam) bulan terakhir, kecuali untuk the Company’s Independent Commissioner for
pengangkatan kembali sebagai Komisaris the next period
Independen Perseroan pada periode
berikutnya
Memiliki saham Perseroan baik langsung x x Owning the Company’s shares, either directly
maupun tidak langsung or indirectly
Memiliki hubungan afiliasi dengan Komisaris, x x Having affiliation with the Board of
Direksi dan Pemegang saham Utama Perseroan Commissioners, the Board of Directors, and
Major Shareholders of the Company
Memiliki hubungan usaha dengan Perseroan x x Haveing direct or indirect business relationship
baik langsung maupun tidak langsung with the Company
√ = ada √ = available
x = tidak ada x = unavailable
Adapun pernyataan independensi masing-masing Komisaris Independen Independence statement of each Independent Commissioner is as
sebagai berikut: follows:
Nama Jabatan Tanggal Pernyataan

No Status
Name Position Statement Date
1 Lusiaga Levi Susila Komisaris Independen 21 Juli 2021 Periode kedua sebagai Komisaris Independen
Independent Commissioner July 21, 2021 Second period as Independent Commissioner
2 Anis Baridwan Komisaris Independen 11 April 2019 Pertama kali sebagai Komisaris Independen
Independent Commissioner April 11, 2019 First time as Independent Commissioner
Dengan demikian, Komisaris Independen Perseroan telah memenuhi Thus, the Company’s Independent Commissioners have met the
kriteria sesuai dengan peraturan perundang-undangan yang berlaku. criteria following the prevailing laws and regulations. Attachment to
independence statement of each Independent Commissioner.
Lampiran surat pernyataan independensi masing-masing Komisaris Attachment to independence statement of each Independent
Independen: Commissioner:


PERIODE JABATAN ANGGOTA DEWAN TERM OF OFFICE FOR THE BOARD OF
KOMISARIS COMMISSIONERS MEMBERS
Periode jabatan Dewan komisaris paling banyak selama 2 (dua) periode Term of office for the Board of Commissioners is for a maximum of 2
berturut-turut kecuali untuk Komisaris Independen dengan ketentuan (two) consecutive periods unless for Independent Commissioners with
sebagai berikut: the following provisions:
• Para anggota Dewan Komisaris diangkat untuk jangka waktu • The Board of Commissioners members are appointed for a period
terhitung sejak tanggal yang ditetapkan oleh RUPS yang starting from the date determined by GMS that appointed them
mengangkatnya dan berakhir pada penutupan RUPS Tahunan yang and ends at the closing of the 3rd (third) Annual GMS after the date
ke-3 (ketiga) setelah tanggal pengangkatannya. Namun dengan of the appointment. However, without prejudice to GMS right to
tidak mengurangi hak dari RUPS untuk sewaktu-waktu dapat dismiss the Board of Commissioners members at any time before
memberhentikan para anggota Dewan Komisaris sebelum masa their term of office ends.
jabatannya berakhir.
• Setelah masa jabatannya berakhir, para anggota Dewan Komisaris • After their term of office ends, the Board of Commissioners
diangkat kembali oleh RUPS untuk 1 (satu) kali masa jabatan. members are reappointed by the GMS for 1 (one) term of office.
• Sesuai POJK No. 33/POJK.04/2014 tanggal 8 Desember 2014 tentang • According to FSA Regulation No. 33/POJK.04/2014 dated
Direksi dan Dewan Komisaris Emiten atau Perusahaan Publik bahwa December 8, 2014 concerning the Board of Directors and Board
Komisaris Independen dapat diangkat lebih dari 2 (dua) periode of Commissioners of Issuers or Public Company, Independent
sepanjang yang bersangkutan menyatakan dirinya independen. Commissioners can be appointed for more than 2 (two) terms as
long as the person concerned declares independence statement.
Mengacu pada Pasal 17 ayat (4) Anggaran Dasar Perseroan, jabatan Referring to Article 17 paragraph (4) of the Company’s Articles of
Dewan Komisaris berakhir apabila: Association, the position of the Board of Commissioners ends in terms
of the following:
a. Pengunduran dirinya telah efektif. a. The resignation has been effective.
b. Tidak lagi memenuhi persyaratan Peraturan OJK dan peraturan b. No longer fulfills the requirements of FSA Regulations and other
perundang-undangan lainnya. laws and regulations.
c. Meninggal dunia. c. Passed away.
d. Masa jabatannya berakhir. d. The term of office ends.
e. Diberhentikan berdasarkan RUPS. e. Dismissed based on the GMS
MEKANISME PEMBERHENTIAN DAN MECHANISM OF DISMISSAL AND RESIGNATION

PENGUNDURAN DIRI DEWAN KOMISARIS OF THE BOARD OF COMMISSIONERS
Berdasarkan Anggaran Dasar Perseroan, mekanisme pemberhentian Based on the Company’s Articles of Association, the mechanism for the
dan pengunduran diri anggota Dewan Komisaris adalah sebagai berikut: dismissal and resignation of the Board of Commissioners members is
1. Seorang anggota Dewan Komisaris berhak mengundurkan diri as follows:
dari jabatannya sebelum masa jabatannya berakhir dengan 1. The Board of Commissioners member has the right to resign from
memberitahukan secara tertulis mengenai maksudnya tersebut his/her position before the end of term of office by giving written
kepada Perseroan. notification regarding his/her intention to the Company.
2. Perseroan wajib menyelenggarakan RUPS untuk memutuskan 2. The Company is required to hold GMS to decide on the application
permohonan pengunduran diri anggota Dewan Komisaris dalam for the resignation by the Board of Commissioners members
jangka waktu paling lambat 90 (sembilan puluh) hari setelah within a period of no later than 90 (ninety) days after receiving the
diterimanya surat pengunduran diri. resignation letter.
3. Perseroan wajib melakukan keterbukaan informasi kepada 3. The Company is required to disclose information to the public and
masyarakat dan menyampaikan kepada OJK paling lambat 2 (dua) submit it to FSA no later than 2 (two) working days after receiving the
hari kerja setelah diterimanya permohonan pengunduran diri resignation application for the Board of Commissioners members.
anggota Dewan Komisaris.
4. Sebelum pengunduran diri berlaku efektif, anggota Dewan 4. Prior the resignation to be effective, the concerned member of
Komisaris yang bersangkutan tetap berkewajiban menyelesaikan the Board of Commissioners is still obliged to complete duties and
tugas dan tanggung jawabnya sesuai dengan Anggaran Dasar ini dan responsibilities in line with the Articles of Association as well as the
peraturan perundang-undangan yang berlaku. prevailing laws and regulations.
5. Terhadap anggota Dewan Komisaris yang mengundurkan 5. The Board of Commissioners member who resigns as mentioned
diri sebagaimana tersebut di atas tetap dapat dimintakan above can still be held accountable as the Board of Commissioners
pertanggungjawabannya sebagai anggota Dewan Komisaris sejak member since the appointment until the date of resignation
pengangkatan yang bersangkutan hingga tanggal disetujuinya approval at the GMS.
pengunduran dirinya dalam RUPS.

6. Pembebasan tanggung jawab anggota Dewan Komisaris 6. The resignation of the Board of Commissioners member who resigns
yang mengundurkan diri diberikan setelah RUPS Tahunan is given after the Annual GMS releases him.
membebaskannya.
7. Dalam hal anggota Dewan Komisaris mengundurkan diri sehingga 7. In the event that the Board of Commissioners member resigns
mengakibatkan jumlah anggota Dewan Komisaris menjadi kurang resulting in the number of the Board of Commissioners members
dari jumlah minimum Komisaris yang dipersyaratkan, harus being less than the required minimum number of Commissioners,
diselenggarakan RUPS untuk mengisi lowongan dalam jangka waktu GMS must be held to fill the vacancy within 90 (Ninety) days after
waktu 90 (sembilan puluh) hari setelah tanggal terjadinya lowongan. the date of the vacancy.
PEDOMAN DAN TATA TERTIB KERJA DEWAN BOARD MANUAL FOR THE BOARD OF
KOMISARIS COMMISSIONERS
Dalam menjalankan tugasnya Dewan Komisaris telah memiliki Pedoman In performing duties, the Board of Commissioners has Work Manual/
Kerja/Piagam Dewan Komisaris dan Direksi yang ditandatangani oleh Charter for the Board of Commissioners and the Board of Directors
Dewan Komisaris dan Direksi pada tanggal 2 Januari 2018. Pedoman which was signed by the Board of Commissioners and the Board of
Kerja tersebut ditinjau secara berkala dan dimutakhirkan apabila Directors on January 2, 2018. The Board Manual is reviewed periodically
dianggap perlu dengan memperhatikan ketentuan perundangan and updated if deemed necessary by considering the provisions of the
yang berlaku. Selengkapnya terdapat pada situs Perusahaan applicable laws. Further details are available on the Company’s website
www.elnusa.co.id. www.elnusa.co.id.
Cakupan 1. Fungsi Dewan Komisaris 1. Functions of the Board of Commissioners

2. Tugas dan Kewajiban Dewan 2. Duties and Obligations of the Board of
Pedoman dan Komisaris Commissioners
Tata Tertib Kerja 3. Hak dan Wewenang Dewan 3. Rights and Authorities of the Board of
Dewan Komisaris Komisaris Commissioners
Scope of Board 4. Pembagian Kerja Dewan Komisaris 4. Work Division for the Board of Commissioners
Manual for 5. Persyaratan Dewan Komisaris 5. Requirements for the Board of Commissioners
the Board of 6. Pengangkatan Dewan Komisaris 6. Appointment of the Board of Commissioners
7. Keanggotaan Dewan Komisaris 7. Membership of the Board of Commissioners
Commissioners 8. Rangkap Jabatan 8. Concurrent Position
9. Masa Jabatan Dewan Komisaris 9. Term of Office of the Board of Commissioners
10. Pemberhentian Anggota Dewan 10. Dismissal of The Board of Commissioners
Komisaris members
11. Pengunduran Diri Anggota Dewan 11. Resignation of the Board of Commissioners
Komisaris members
12. Pengisian Jabatan Lowong Anggota 12. Filling Vacancy of the Board of Commissioners
Dewan Komisaris. members.
13. Keadaan Seluruh Anggota Dewan 13. The condition of all the Board of Commissioners
Komisaris Lowong members is vacant
14. Komisaris Independen 14. Independent Commissioner
15. Pengungkapan Kepemilikan Saham 15. Disclosure of Share Ownership and Affiliation
dan Hubungan Afiliasi Relationship
16. Program Pengenalan dan 16. Induction and Competency Development
Peningkatan Kapabilitas Program
17. Waktu Kerja Dewan Komisaris 17. Working Hours of the Board of Commissioners
18. Etika Jabatan Dewan Komisaris 18. Ethics of the Board of Commissioners
19. Rapat Dewan Komisaris 19. Meeting of Board of Commissioners
20. Evaluasi Kinerja Dewan Komisaris 20. Performance Evaluation of the Board of
Commissioners
21. Pertanggungjawaban Dewan 21. Responsibilities of the Board of Commissioners
Komisaris
22. Organ Pendukung Dewan Komisaris 22. Supporting Organs for the Board of
Commissioners
23. Evaluasi Kinerja Komite Dewan 23. Performance Evaluation of the Committees under
Komisaris the Board of Commissioners

TUGAS DAN TANGGUNG JAWAB DEWAN DUTIES AND RESPONSIBILITIES OF THE BOARD
KOMISARIS OF COMMISSIONERS
Dewan Komisaris memiliki tugas dan tanggung jawab untuk melakukan The Board of Commissioners has the duties and responsibilities to
pengawasan atas kebijakan pengurusan, jalannya pengurusan pada supervise management policies, general management both regarding
umumnya baik mengenai Perseroan maupun usaha Perseroan yang the Company and its business by the Board of Directors as well as to
dilakukan oleh Direksi serta memberikan nasihat kepada Direksi, provide advice to the Board of Directors, including supervision of the
termasuk pengawasan terhadap pelaksanaan Rencana Jangka Panjang implementation of the Company’s Long Term Plan, Work Plan and
Perusahaan, Rencana Kerja dan Anggaran Perusahaan serta ketentuan Budget, provisions of Articles of Association, Resolutions of the General
Anggaran Dasar, Keputusan Rapat Umum Pemegang Saham (RUPS), Meeting of Shareholders (GMS), as well as the prevailing laws and
serta peraturan perundang-undangan yang berlaku untuk kepentingan regulations for the benefit of the Company and in line with the purposes
Perseroan dan sesuai dengan maksud dan tujuan Perseroan. Tugas and objectives of the Company. Duties of the Company’s Board of
Dewan Komisaris Perseroan telah sejalan dengan Undang-undang Commissioners are in line with the Law of the Republic of Indonesia No.
Republik Indonesia No. 40 tahun 2007 mengenai Perseroan Terbatas 40 of 2007 concerning Limited Liability Company and the Company’s
dan Anggaran Dasar Perusahaan serta Peraturan Otoritas Jasa Keuangan Articles of Association and Financial Services Authority Regulation
No. 33/POJK.04/2014 tanggal 8 Desember 2014 tentang Direksi dan No. 33/POJK.04/2014 dated December 8, 2014 concerning the Board
Dewan Komisaris Emiten atau Perusahaan Publik. of Directors and Board of Commissioners of Issuers or Public Company.
Dalam melaksanakan tugasnya setiap anggota Dewan Komisaris wajib: In carrying out duties, each member of the Board of Commissioners is
obliged to:
1. Mematuhi Anggaran Dasar dan peraturan perundang-undangan 1. Comply with the Articles of Association, laws and regulations as
serta prinsip-prinsip profesionalisme, efisiensi, transparansi, well as the principles of professionalism, efficiency, transparency,
kemandirian, akuntabilitas, pertanggungjawaban, serta kewajaran independence, accountability, responsibility, as well as fairness and
dan kesetaraan; equality;
2. Beritikad baik, penuh kehati-hatian dan bertanggungjawab dalam 2. Have good intentions, be careful and responsible in running
menjalankan tugas pengawasan dan pemberian nasihat kepada supervisory duties and providing advice to the Board of Directors
Direksi untuk kepentingan Perseroan dan sesuai dengan maksud for the benefit of the Company and in line with the purposes and
dan tujuan Perseroan. objectives of the Company.
Dalam rangka menjaga objektivitas dan independensi dalam melakukan In the event to maintain objectivity and independence in carrying
fungsi dan tugas pengawasan, sebagaimana diatur dalam Anggaran Dasar out supervisory functions and duties, as regulated in the Company’s
Perseroan, Dewan Komisaris dilarang ikut serta dalam pengambilan Articles of Association, the Board of Commissioners is prohibited from
keputusan kegiatan operasional Perseroan kecuali untuk hal-hal yang participating in making decisions on the Company’s operational activities
diatur dalam Anggaran Dasar Perseroan. unless for matters stipulated in the Company’s Articles of Association.
PEMBAGIAN PERAN DAN TANGGUNG JAWAB ROLE AND RESPONSIBILITY DIVISION

PENGAWASAN MASING-MASING ANGGOTA FOR SUPERVISION OF EACH BOARD OF
DEWAN KOMISARIS COMMISSIONERS MEMBER
Tugas Komisaris Utama antara lain: Duties of the President Commissioner include the following:
1. Koordinator pelaksanaan tugas-tugas Dewan Komisaris. 1. Coordinator for duties implementation of the Board of
Commissioners.
2. Memimpin Rapat Dewan Komisaris. 2. Presiding over the Board of Commissioners’ Meeting.
3. Mewakili Dewan Komisaris memimpin Rapat Umum Pemegang 3. Representing the Board of Commissioners presiding over the
Saham Perusahaan. General Meeting of Shareholders of the Company.
Selain tugas dan tanggung jawab sebagaimana dijelaskan di atas, Apart from duties and responsibilities as described above, each member
masing-masing anggota Dewan Komisaris memiliki pembagian peran of the Board of Commissioners has additional roles and responsibilities.
dan tanggung jawab tambahan. Pembagian kerja anggota Dewan The work division for the Board of Commissioners members is carried
Komisaris antara lain dilakukan dengan menetapkan pembagian anggota out, among others, by determining the Board of Commissioners
Dewan Komisaris sebagai anggota Komite-komite yang dibentuk Dewan members division as the committees members established by the
Komisaris untuk membantu kelancaran tugas Dewan Komisaris, yang Board of Commissioners to assist the smooth functions of the Board
terdiri dari Komite Audit, Komite Nominasi dan Remunerasi serta Komite of Commissioners, consisting of Audit Committee, Nomination
Pemantau Risiko. Penetapan masing-masing anggota Dewan Komisaris and Remuneration Committee and Risk Monitoring Committee.
sebagai anggota komite-komite dimaksud ditetapkan dalam Surat Determination of each Board of Commissioners member as a member
Keputusan Dewan Komisaris. of the committees is stipulated in the Board of Commissioners Decree.

Pembagian anggota Dewan Komisaris sebagai anggota komite-komite The division of the Board of Commissioners members as these committees
tersebut mengalami perubahan-perubahan sebagai penyesuaian members has several changes as an adjustment to condition needs and
terhadap kebutuhan dan perkembangan kondisi terkini termasuk adanya current development including changes in the Board of Commissioners
perubahan komposisi Dewan Komisaris, dimana perubahan terakhir composition, where the latest changes to the membership composition
susunan keanggotaan Dewan Komisaris sebagai anggota komite-komite of the Board of Commissioners as the committees members during 2021
selama tahun 2021 adalah sebagai berikut: are as follows:
Periode 1 Januari 2021-21 Juli 2021 January 1, 2021-July 21, 2021 Period
Nama Jabatan Periode Pembagian Bidang Tugas
Name Position Period Tasks Division
Lusiaga Levi Susila Komisaris Independen 1 Januari 2021-saat ini • Ketua Komite Nominasi dan Remunerasi
• Anggota Komite Pemantau Risiko
Independent Commissioner January 1, 2021-present • Chairman of Nomination and Remuneration Committee
• Member of Risk Monitoring Committee
Anis Baridwan Komisaris Independen 1 Januari 2021-saat ini Ketua Komite Audit
Independent Commissioner January 1, 2021-present Chairman of Audit Committee
Antonius Ratdomopurbo1) Komisaris 1 Januari 2021-21 Juli 2021 Ketua Komite Pemantau Risiko
Commissioner January 1, 2021-July 21, 2021 Chairman of Risk Monitoring Committee
Keterangan | Information:
1)
Berhenti menjabat sebagai Komisaris sejak tanggal 21 Juli 2021
No longer serving as Commissioner since July 21, 2021
Periode 21 Juli 2021-31 Desember 2021

Nama Jabatan July 21,
Periode 2021-December 31,Pembagian
2021 Period
Bidang Tugas
Name Position Period Tasks Division
Lusiaga Levi Susila Komisaris Independen 1 Januari 2021-saat ini • Ketua Komite Nominasi dan Remunerasi
• Anggota Komite Pemantau Risiko
Independent Commissioner January 1, 2021-present • Chairman of Nomination and Remuneration Committee
• Member of Risk Monitoring Committee
Anis Baridwan Komisaris Independen 1 Januari 2021-saat ini Ketua Komite Audit
Independent Commissioner January 1, 2021-present Chairman of Audit Committee
Wakhid Hasyim1) Komisaris 21 Juli 2021-saat ini Ketua Komite Pemantau Risiko
Commissioner July 21, 2021-present Chairman of Risk Monitoring Committee
Keterangan | Information:
1)
Menjabat sebagai Komisaris sejak tanggal 21 Juli 2021
Serving as Commissioner since July 21, 2021
Pendelegasian Wewenang Dewan Komisaris Authority Delegation by the Board of Commissioners

Pendelegasian wewenang oleh seorang anggota Dewan Komisaris Authority delegation by the Board of Commissioners member to another
kepada anggota Dewan Komisaris lainnya hanya dapat dilakukan melalui the Board of Commissioners member can only be carried out through
surat kuasa khusus untuk keperluan dimaksud dan pendelegasian special power of attorney for this purpose and authority delegation does
wewenang tersebut tidak melepaskan tanggung jawab Dewan Komisaris not release collective responsibility of the Board of Commissioners.
secara kolektif.
Praktiknya, pada tahun 2021 tidak terdapat pendelegasian wewenang In practice, there was no authority delegation to another Member of the
seorang Anggota Dewan Komisaris lainnya melalui surat kuasa khusus. Board of Commissioners through a special power of attorney in 2021.
Dengan demikian, kuorum Rapat Dewan Komisaris untuk pengambilan Thus, the quorum of the Board of Commissioners Meeting for decision
keputusan dapat terpenuhi. making can be fulfilled.
Fokus Pengawasan serta Realisasi Pelaksanaan Tugas Focus of Supervision and Realization on Duties and
dan Tanggung Jawab Dewan Komisaris Tahun 2021 Responsibilities Implementation of the Board of
Commissioners in 2021
Dengan memperhatikan isu-isu penting yang menjadi tantangan By considering important issues that challenge the Board of
pengawasan Dewan Komisaris, maka dengan dukungan Komite-Komite Commissioners supervision, with support by the Board of Commissioners
di bawah Dewan Komisaris, Dewan Komisaris konsisten melaksanakan Supporting Committees, the Board of Commissioners consistently
pengawasan di antaranya dengan: carries out supervision including:

Memperhatikan hal-hal yang sifatnya strategis, di Pay attention to strategic issues, besides routine and
samping hal-hal yang sifatnya rutin dan jangka pendek. short-term matters.
Memperhatikan penanganan GCG, isu sosial, Pay attention to the implementation of GCG, social
lingkungan dan berfungsinya IT Governance serta issues, the environment and IT Governance function
pengendalian internal yang berbasis manajemen and internal control-based risk management.
risiko.
Fokus, proaktif, intensif serta konsisten dalam Focus, proactive, intensive and consistent in
melakukan pengawasan. monitoring.
Meningkatkan kerja sama sinergi antar Komite dan Improving cooperation between the Committee and
Komite dengan Divisi mitra kerjanya dalam mencapai the synergy of the Committee with the Division of its
target Perusahaan. partners in achieving the Company’s target.
Selama Tahun Buku 2021, Dewan Komisaris telah melaksanakan tugas During 2021 Fiscal Year, the Board of Commissioners had carried out
pengawasan atas kegiatan operasional Perusahaan, di antaranya: supervisory duties over the Company’s operational activities, including:
1. Membuat Program Kerja dan Anggaran Dewan Komisaris Tahunan 1. Prepared the Work Program and Budget of the Board of
2022. Commissioners for 2022.
2. Membuat laporan pelaksanaan pengawasan Dewan Komisaris 2. Prepared report on supervision implementation by the Board of
Tahun Buku 2020. Commissioners for 2020 Fiscal Year.
3. Mengevaluasi usulan besaran tantiem Tahun Buku 2020 dan 3. Evaluated the proposed amount of bonus for 2020 Fiscal Year and
remunerasi Direksi Perseroan Tahun Buku 2021. the Remuneration for the Board of Directors of the Company for
2021 Fiscal Year.
4. Melakukan penilaian kinerja Direksi dan Dewan Komisaris Tahun 4. Assessed the performance of the Board of Directors and the
Buku 2020 dengan metode self-assessment. Board of Commissioners for 2020 Fiscal Year using self-assessment
5. Meneliti dan menelaah laporan-laporan dari Komite-komite di method.
bawah Dewan Komisaris yang menjadi perpanjangan tangan 5. Examined and analyzed reports from Supporting Committees
Dewan Komisaris dalam melaksanakan fungsi pengawasan Dewan under the Board of Commissioners as extension of the Board of
Komisaris. Commissioners in performing supervisory function of the Board of
6. Menyelenggarakan rapat internal Dewan Komisaris dan rapat yang Commissioners.
mengundang Direksi serta memberikan pandangan atas laporan 6. Organized internal meetings of the Board of Commissioners and
kinerja bulanan dan tahunan Direksi serta terhadap hal-hal lainnya meetings that invite the Board of Directors and provided views
yang diperlukan. on the monthly and annual performance reports of the Board of
7. Mengikuti perkembangan kegiatan Perseroan baik dari informasi- Directors and other necessary matters.
informasi internal yang disediakan oleh Perseroan maupun dari 7. Followed activities development of the Company, both from
informasi-informasi eksternal yang berasal dari media maupun dari internal information provided by the Company and from external
sumber-sumber lainnya dalam tahun 2021. information generating from media and other sources in 2021.
8. Melakukan kajian atas permintaan persetujuan tertulis dari Direksi 8. Reviewed requests for written approval from the Board of Directors
atas hal-hal sesuai ketentuan dalam Anggaran Dasar Perseroan dan/ on matters following the provisions of the Company’s Articles of
atau peraturan perundang-undangan. Association and/or laws and regulations.

MEKANISME PELAKSANAAN TUGAS MECHANISM FOR DUTIES IMPLEMENTATION OF

PENGAWASAN DEWAN KOMISARIS THE BOARD OF COMMISSIONERS
Dewan Komisaris melaksanakan fungsi, tugas, dan kewajibannya The Board of Commissioners carries out its functions, duties, and
dilakukan melalui mekanisme sebagai berikut: obligations through the following mechanisms:
1. Mekanisme Rapat Dewan Komisaris Rapat Dewan Komisaris baik 1. Mechanism of Board of Commissioners Meetings either internally
Rapat Dewan Komisaris yang dilakukan secara internal Dewan by the Board of Commissioners, or by inviting the Board of Directors
Komisaris, atau dengan mengundang Direkur atau Manajemen or Management regarding agenda for discussion and regular
terkait agenda pembahasan serta rapat Dewan Komisaris bersama meetings between the Board of Commissioners and the Board of
Direksi secara rutin. Directors.
2. Peran aktif Komite-komite di bawah Dewan komisaris dalam 2. Active role of Committees under the Board of Commissioners in
membantu dan mendukung kelancaran tugas Dewan Komisaris assisting and supporting the smooth duties running of the Board
antara lain melalui pelaksaan rapat-rapat Komite, serta pelaksanaan/ of Commissioners, among others, through the implementation
pembuatan evaluasi, kajian atau penelaahan terhadap hal-hal yang of Committee meetings, as well as the implementation/
menjadi tugas Dewan Komisaris. evaluation, studies or reviews on matters as duties of the Board of
Commissioners.
3. Pemberian arahan, pendapat atau keputusan Dewan Komisaris 3. Providing written direction, opinion or decision of the Board of
secara tertulis kepada Direksi sebagai: Commissioners to the Board of Directors as the following:
a. Tindak lanjut hasil Rapat Dewan Komisaris atau rapat Dewan a. Follow-up on resolution of the Board of Commissioners meeting
Komisaris bersama Direksi. or the meeting of the Board of Commissioners with the Board
of Directors.
b. Tanggapan terhadap permohonan persetujuan, konsultasi atau b. Responses to applications for approval, consultation or
usulan yang disampaikan oleh Direksi kepada Dewan Komisaris, proposals submitted by the Board of Directors to the Board
serta informasi mengenai permasalahan-permasalah yang of Commissioners, as well as information on strategic and
bersifat strategis dan signifikan berdasarkan hasil evaluasi dan significant issues based on results of evaluation and review of
penelaahan Dewan Komisaris. the Board of Commissioners
4. Pelaksanaan kunjungan kerja Dewan Komisaris ke lingkungan unit 4. Working visits of the Board of Commissioners to the work units
kerja maupun Anak Perusahaan Perseroan serta pemberian arahan and Subsidiaries of the Company as well as providing direction and
dan pendapat Dewan Komisaris kepada Direksi berdasarkan hasil opinion from the Board of Commissioners to the Board of Directors
kunjungan Kerja Dewan Komisaris dimaksud. based on working visit results by the Board of Commissioners.
Selama tahun 2021, transaksi atau tindakan yang dilakukan oleh Direksi During 2021, transactions or actions carried out by the Company’s Board
Perusahaan yang memerlukan persetujuan tertulis dari Dewan Komisaris of Directors requiring written approval from the Board of Commissioners
sesuai dengan Anggaran Dasar Perseroan Pasal 15 ayat (2) antara lain following the Company’s Articles of Association Article 15 paragraph (2)
sebagai berikut: are as follows:
1. Persetujuan atas investasi baik di Unit Bisnis Perusahaan maupun 1. Approval for investments in both Business Units of the Company
Anak Perusahaan. and Subsidiaries.
2. Persetujuan fasilitas pembiayaan. 2. Approval for financing facilities.
3. Persetujuan Rencana Kerja dan Anggaran Perusahaan Tahun 2022. 3. Approval for the Company’s 2022 Company Work Plan and Budget
Selain hal tersebut di atas, realisasi Rencana Kerja Dewan Komisaris Apart from the above, the realization of the Board of Commissioners
tahun 2021 antara lain: 2021 Work Plan includes the following:
1. Membuat Rencana Kerja dan Anggaran Dewan Komisaris Tahun 1. Prepared Work Plan and Budget for the Board of Commissioners for
Buku 2022. 2022 Fiscal Year.
2. Membuat laporan pelaksanaan pengawasan Dewan Komisaris 2. Prepared report on the implementation of supervision of the Board
Tahun Buku 2020. of Commissioners for 2020 Fiscal Year.
3. Melakukan kajian dan memonitor kinerja Perseroan setiap bulan. 3. Reviewed and monitored monthly performance of the Company.
4. Melakukan evaluasi terhadap kinerja KAP atas audit 31 4. Evaluated PAF performance for audit on December 31, 2020.
Desember 2020.
5. Menetapkan KAP untuk melakukan audit 31 Desember 2021. 5. Determined PAF for audits on December 31, 2021.
6. Kunjungan Kerja Dewan Komisaris. 6. Working Visit of the Board of Commissioners.
Lokasi Kunjungan Kerja Tanggal Peserta Kunjungan Kerja
Work Visit Locations Date Work Visit Participants
PT Elnusa Fabrikasi Konstruksi (Online) 3 Mei 2021 Dewan Komisaris, Komite di Bawah Dewan Komisaris
May 3, 2021 Board of Commissioners, Committees under the Board of Commissioners
Proyek Vibroseis Divisi GRS Perseroan 26-27 November 2021 Dewan Komisaris, Komite di Bawah Dewan Komisaris
The Company’s GRS Division Vibroseis Project November 26-27 2021 Board of Commissioners, Committees Below the Board of Commissioners

7. Rekomendasi Dewan Komisaris 7. Recommendation of the Board of Commissioners
• Perseroan sebagai perusahaan terbuka dalam menjalankan • As a public company, as far as possible the Company conducts its
Perusahaan sedapat mungkin sesuai dengan peraturan dan business in accordance with applicable laws and regulations as well
perundang-undangan yang beraku serta tata kelola perusahaan as good corporate governance.
yang baik (Good Corporate Governance)
• Health, Safety, Security and Environment merupakan aspek • Health, Safety, Security and Environment are fundamental aspects
mendasar dalam operasional Perseroan. Seluruh entitas Perseroan of the Company’s operations. All Company entities, from field
dari mulai pekerja di lapangan hingga pihak manajemen, serta workers to management, as well as third party contractors involved
kontraktor pihak ketiga yang terlibat dengan kegiatan Perseroan with the Company’s activities, are required to comply with HSSE
diwajibkan mematuhi implementasi HSSE. implementation.
PROGRAM ORIENTASI DAN PENGENALAN ORIENTATION AND INTRODUCTION PROGRAM

ANGGOTA KOMISARIS BARU FOR NEW BOARD OF COMMISSIONERS
Program orientasi dan pengenalan bagi anggota Dewan Komisaris baru Orientation and introduction program for new Board of Commissioners
disampaikan dengan cara penyampaian dokumen, pemaparan atau members is delivered by submitting documents, presentations or
penjelasan yang dapat dilakukan oleh Sekretaris Perusahaan, Divisi- explanations that may be conducted by Corporate Secretary, related
divisi atau unit-unit terkait, yang secara umum antara lain mencakup divisions or units, which generally include the following information/
informasi/hal-hal sebagai berikut: matters:
1. Visi, misi, struktur organisasi Perseroan, kegiatan usaha/bisnis dan 1. Vision, mission, organizational structure of the Company, business/
jaringan operasional. business activities and operational network.
2. Laporan Tahunan, Rencana Kerja dan Anggaran Perusahaan 2. Annual Report, Company Work Plan and Budget (RKAP) and
(RKAP) dan Rencana Jangka Panjang Perusahaan (RJPP), Kode Company Long Term Plan (RJPP), Company Code of Conducts,
Etik Perseroan, Budaya Kerja, Pedoman Tata Tertib Kerja Dewan Work Culture, Board Manual for the Board of Commissioners, and
Komisaris, dan Anggaran Dasar Perseroan. Company’s Articles of Association.
3. Good Corporate Governance (rangkap jabatan, kepemilikan saham 3. Good Corporate Governance (concurrent position, share ownership
dan komisaris independen). and Independent Commissioner).
4. Tugas, wewenang dan tanggung jawab Dewan Komisaris dan Direksi, 4. Duties, authorities and responsibilities of the Board of
pendelegasian kewenangan serta batasan kewenangan Dewan Commissioners and the Board of Directors, delegation of authority
Komisaris dalam melakukan tugas pengawasan terhadap perseroan and limits on the authority of the Board of Commissioners in
berdasarkan peraturan perundang-undangan yang berlaku. running supervisory duties to the Company based on the applicable
laws and regulations.
5. Komite-komite di bawah Dewan Komisaris yang dibentuk dan 5. Committees under the Board of Commissioners established and
bertanggung jawab langsung terhadap Dewan Komisaris, Sekretaris responsible directly to the Board of Commissioners, Secretary to
Dewan Komisaris dan Kesekretariatan Dewan Komisaris yang the Board of Commissioners and the Secretariat of the Board of
membantu kelancaran tugas Dewan Komisaris. Commissioners who assists the smooth functioning of the Board of
Commissioners.
6. Remunerasi dan fasilitas yang diberikan kepada anggota Dewan 6. Remuneration and facilities provided to the Board of Commissioners
Komisaris. members.
Pada tanggal 29 Juli 2021, telah dilakukan program pengenalan On July 29, 2021, Company introduction program was carried out for the
perusahaan untuk Dewan Komisaris yang baru diangkat berdasarkan newly appointed Board of Commissioners based on 2020 Annual GMS
Keputusan RUPS Tahunan Tahun Buku 2020 yakni kepada Bapak resolution, namely to Mr. Wakhid Hasyim.
Wakhid Hasyim.
INDEPENDENSI DAN KEPEMILIKAN SAHAM INDEPENDENCE & SHARE OWNERSHIP OF THE

ANGGOTA DEWAN KOMISARIS BOARD OF COMMISSIONERS MEMBERS
Setiap anggota Dewan Komisaris membuat pernyataan independensi Each member of the Board of Commissioners drafts independence
pada tiap akhir tahun untuk menyatakan status independensinya dan statement at the beginning of each year to state their independence
untuk menyatakan apakah selama tahun terakhir terdapat situasi status and at the end of each year to state whether during the latest
yang memiliki benturan kepentingan oleh Dewan Komisaris atas year there was situation with conflict of interests by the Board of
tindakan yang dilakukan. Anggota Dewan Komisaris juga berkewajiban Commissioners for the actions taken. The Board of Commissioners
untuk melapor apabila terjadi perubahan status yang mempengaruhi members are also obliged to report if there is status change affecting
independensinya termasuk apabila terdapat perubahan kepemilikan their independence, including if there is change in share ownership,
saham baik Pribadi ataupun keluarga di Perseroan dan atau Perusahaan either personal or family in Elnusa and/or other companies. The
lain. Sekretaris Dewan Komisaris bertugas memastikan apakah praktik Secretary to the Board of Commissioners is in charge of ensuring
ini telah dilaksanakan sesuai dengan prinsip GCG. whether this practice has been implemented following GCG principles.

Sepanjang tahun 2021, tidak terdapat situasi dengan potensi benturan Throughout 2021, there were no situations with potential conflict of
kepentingan yang dihadapi oleh anggota Dewan Komisaris dalam interests faced by the Board of Commissioners members in making
pengambilan keputusannya sebagaimana tercantum pada Surat decisions as stated in the Statement of Independent Actions in the
Pernyataan Bertindak Independen dalam Pengawasan Operasional Company’s Operational Supervision which has been published on the
Perusahaan yang telah dipublikasikan dalam situs Perusahaan. Company’s website.
PERNYATAAN INDEPENDEN ANGGOTA DEWAN KOMISARIS

Independence Statement of the Board of Commissioners Members
Agus Lusiaga Levi Anis Wakhid
No Pernyataan Statement
Prabowo Susila Baridwan Hasyim
1 Kepemilikan saham pribadi di Elnusa x x x x Private share ownership in Elnusa
2 Hubungan keluarga sedarah sampai derajat x x x x Family relationship up to the 3rd degree,
ke-3, baik menurut garis lurus maupun garis ke either vertically or horizontally or relationship
samping ataupun hubungan yang timbul karena arising from marriage with other the Board of
perkawinan dengan anggota Dewan Komisaris Commissioners members or with the Board of
lainnya atau dengan anggota Direksi Directors members
3 Aktivitas sebagai berikut: x x x x The following activities:
• Menjabat sebagai Direktur pada BUMN, BUMD • Serving as Director at SOE, ROE, or POE
atau BUMS yang dapat menimbulkan benturan that may cause conflict of interests related to
kepentingan terkait dengan jabatan di Elnusa. position at Elnusa.
• Menjabat sebagai pengurus politik dan/atau
calon/anggota legislative dan/atau merupakan • Serving as political committee and/or
calon atau menjabat sebagai kepala/wakil candidate/member of the legislature and/or is
kepala pemerintahan daerah candidate or serving as head/deputy head of
regional government.
4 Menghindari benturan kepentingan yang √ √ √ √ Avoiding conflict of interests that may affect
dapat berpengaruh pada pengawasan sebagai supervision as Elnusa’s Board of Commissioner
Komisaris Elnusa
5 Bertindak independen terutama dalam hal √ √ √ √ Acting independently, especially in terms of
proses pengambilan keputusan termasuk tetapi the decision-making process, including but not
tidak terbatas pada hal-hal yang tertulis di atas. limited to matters written above.
√ = ada √ = available
x = tidak ada x = unavailable
Setiap adanya perubahan portofolio kepemilikan saham Dewan Every time there is change in the portfolio of the Board of Commissioners
Komisaris di Elnusa, maka Dewan Komisaris wajib melaporkan kepada share ownership in Elnusa, the Board of Commissioners is required to
VP Corporate Secretary melalui penyerahan Daftar Khusus Kepemilikan report to VP Corporate Secretary by submitting Special List of Share
Saham untuk selanjutnya disampaikan kepada Otoritas Pasar Modal. Ownership to be submitted to the Capital Market Authority.
Berdasarkan ketentuan POJK No. 11/POJK.04/2017 tentang Laporan Following FSA provisions No. 11/POJK.04/2017 concerning Report of
Kepemilikan atau Setiap Perubahan Kepemilikan Saham Perusahaan Ownership or Any Change in Share Ownership of Public Company, the
Terbuka, Dewan Komisaris wajib melaporkan kepada Otoritas Jasa Board of Commissioners is required to report to the Financial Services
Keuangan atas kepemilikan dan setiap perubahan kepemilikan saham Authority on share ownership and any changes in shares ownership
Elnusa. Laporan tersebut wajib disampaikan paling lambat 10 (sepuluh) of Elnusa. The report must be submitted no later than 10 (ten) days
hari sejak terjadinya kepemilikan atau perubahan kepemilikan saham after the occurrence of ownership or change of share ownership of
Elnusa. Dewan Komisaris juga dapat memberikan kuasa tertulis kepada Elnusa. The Board of Commissioners may also grant written power to
VP Corporate Secretary untuk melaporkan kepemilikan dan perubahan VP Corporate Secretary to report share ownership and changes in share
kepemilikan sahamnya atas Elnusa dan disampaikan paling lambat 5 ownership in Elnusa and submitted it no later than 5 (five) days after the
(lima) hari sejak terjadinya perubahan kepemilikan atas saham Elnusa change in share ownership of Elnusa to FSA.
tersebut kepada OJK.
Selama tahun 2021 tidak terdapat perubahan kepemilikan saham During 2021, there was no change in share ownership held by the
yang dimiliki Dewan Komisaris di Perusahaan karena anggota Dewan Board of Commissioners in the Company since none of the Board of
Komisaris tidak ada yang memiliki salam di Elnusa. Commissioners members has share ownership in Elnusa.

KEBIJAKAN RANGKAP JABATAN DEWAN CONCURRENT POSITION POLICY FOR THE
KOMISARIS BOARD OF COMMISSIONERS
Ketentuan mengenai rangkap jabatan Dewan Komisaris Elnusa juga Provisions regarding concurrent position for ELNUSA’s Board of
tercantum dalam Peraturan Otoritas Jasa Keuangan No. 33/POJK.04/2014 Commissioners are also contained in the Financial Services Authority
tentang Direksi dan Dewan Komisaris Emiten atau Perusahaan Publik Regulation No. 33/POJK.04/2014 concerning the Board of Directors and
serta Peraturan Perundang-Undangan lainnya. Board of Commissioners of Issuers or Public Company as well as other
laws and regulations.
RANGKAP JABATAN DEWAN KOMISARIS PADA PERUSAHAAN/INSTANSI LAIN

Concurrent positions on the Board of Commissioners in Other Companies/Agencies
Nama Jabatan pada Perusahaan Lain Jabatan pada Instansi Lain
Name Position at Other Companies Position at Other Agencies
Agus Prabowo Komisaris PT Surabaya Industrial Estate Rungkut (2020-Juli • Staf Khusus Menteri PUPR (2019-sekarang)
2021) • Senior Management Advisor for Environment Unit
(2019-sekarang)
• Senior Management Advisor for Environment Unit
(2019-present)
Commissioner of PT Surabaya Industrial Estate Rungkut (2020- • Special Staff to the Minister of PUPR (2019-present)
July 2021) • Senior Management Advisor for Environment Unit
(2019-present)
• Senior Management Advisor for Environment Unit
(2019-present)
Lusiaga Levi Susila – –
Anis Baridwan • Komite Audit PT Bursa Efek Indonesia (2021-sekarang) Dosen Magister Management Universitas Gadjah Mada
• Komisaris Independen PT Nikko Sekuritas Indonesia (2002-sekarang)
(2018-sekarang)
• Audit Committee of PT Bursa Efek Indonesia (2015-present)
• Independent Commissioner of PT Nikko Sekuritas Indonesia Lecturer in Master of Management at Gadjah Mada University
(2018-present) (2002-present)
Wakhid Hasyim - Sekretaris Jendral, Badan Pengembangan Sumber Daya
Manusia Energi dan Sumber Daya Mineral, Kementerian
Energi dan Sumber Daya Mineral (2022-sekarang)
Secretary General of the Energy and Mineral Resources
Human Resources Development Agency, Ministry of Energy
and Mineral Resources (2022-present).
PENGELOLAAN BENTURAN KEPENTINGAN MANAGEMENT OF CONFLICTS OF INTERESTS OF

DEWAN KOMISARIS THE BOARD OF COMMISSIONERS
Benturan kepentingan merupakan suatu kondisi dimana kepentingan Conflict of interests is a condition where the Company’s economic
ekonomis Perusahaan berbenturan dengan kepentingan ekonomis interests conflict with personal economic interests. For this issue, the
pribadi. Atas hal tersebut maka Anggota Komisaris hendaknya Board of Commissioners member should always:
senantiasa harus:
1. Mengutamakan kepentingan Perseroan dan tidak mengurangi 1. Prioritizing the Company’s interests and not reducing the Company’s
keuangan Perseroan dalam hal terjadi benturan kepentingan; finances in the event of conflict of interests;
2. Menghindari diri dari pengambilan keputusan dalam situasi dan 2. Avoiding making decisions in situations and conditions where there
kondisi adanya benturan kepentingan; is a conflict of interests;
3. Melakukan pengungkapan hubungan kekeluargaan, hubungan 3. Disclosing family relationships, financial relationships, management
keuangan, hubungan kepengurusan, hubungan kepemilikan relationships, ownership relationships with other the Board of
dengan Anggota Komisaris lain dan/atau anggota Direksi dan/atau Commissioners members and/or the Board of Directors members
pemegang saham pengendali dan atau pihak lainnya dalam rangka and/or controlling shareholders and or other parties in the context
bisnis Perseroan; of the Company’s business;
4. Melakukan pengungkapan dalam hal pengambilan keputusan tetap 4. Disclosing in terms of decision making must still be taken in the
harus diambil pada kondisi adanya benturan kepentingan. conditions of a conflict of interests.

PENGEMBANGAN KOMPETENSI DEWAN COMPETENCY DEVELOPMENT FOR THE BOARD

KOMISARIS OF COMMISSIONERS
Pengembangan kompetensi Dewan Komisaris dapat dilihat pada bagian Competency development of the Board of Commissioners is available
pembahasan Profil Perusahaan dalam Laporan Tahunan ini. in the discussion section of the Company Profile in this Annual Report.
KELENGKAPAN ORGAN DEWAN KOMISARIS COMPLETENESS OF THE BOARD OF

COMMISSIONERS ORGANS
Dalam rangka mendukung kelancaran tugas, Dewan Komisaris dibantu In the context to support the smooth running of duties, the Board of
organ Dewan Komisaris yang terdiri dari Komite-komite di bawah Dewan Commissioners is assisted the Board of Commissioners organs consisting
Komisaris serta Sekretariat Dewan Komisaris. of committees under the Board of Commissioners and the Secretariat to
the Board of Commissioners.
Pembentukan dan pelaksanaan Sekretariat Dewan Komisaris The establishment and implementation of the Secretariat to the Board
dan Komite-komite di bawah Dewan Komisaris dilakukan dengan of Commissioners and Committees under the Board of Commissioners is
memperhatikan Peraturan perundang-undangan yang berlaku antara carried out by considering applicable laws and regulations, including the
lain Peraturan Otoritas Jasa Keuangan (POJK) serta Peraturan Menteri Financial Services Authority Regulation (POJK) and the Regulation of the
Badan Usaha Milik Negara (BUMN) khususnya Peraturan Menteri Negara Minister of State-Owned Enterprises (SOE), in particular the Regulation
Badan Usaha Milik Negara Peraturan Menteri Negara Badan Usaha of the Minister of State for State-Owned Enterprises Regulation of
Milik Negara No. PER-14/MBU/10/2021 tentang Perubahan Kedua Atas the Minister of State-Owned Enterprises No. PER-14/MBU/10/2021
Peraturan Menteri Badan Usaha Milik Negara No. PER-12/MBU/2012 concerning the Second Amendment to the Regulation of the Minister
tanggal 24 Agustus 2012 tentang Organ Pendukung Dewan Komisaris/ of State-Owned Enterprises No. PER-12/MBU/2012 dated August 24,
Dewan Pengawas Badan Usaha Milik Negara, organ Dewan Komisaris 2012 concerning Supporting Organs of the Board of Commissioners/
dapat terdiri dari Sekretariat Dewan Komisaris jika diperlukan, Komite Supervisory Board of State-Owned Enterprises, the organs of the
Audit dan komite lain jika diperlukan. Board of Commissioners may consist of the Secretariat to the Board of
Commissioners if necessary, Audit Committee and other committees if
necessary.
Komite-Komite di Bawah Dewan Komisaris Committees under the Board of Commissioners

Komite-komite di bawah Dewan Komisaris terdiri dari Komite Audit Committees under the Board of Commissioners consist of Audit
(KA), Komite Nominasi dan Remunerasi (KNR) serta Komite Pemantau Committee (AC), Nomination and Remuneration Committee (NRC)
Risiko (KPR). Setiap Komite memiliki suatu pedoman yang mengatur and Risk Monitoring Committee (RMC). Each Committee has guideline
tata cara pengangkatan, pemberhentian dan pengaturan tugas yang that regulates the procedures for appointment, dismissal and task
secara terus menerus disempurnakan dan diperbaharui sesuai dengan arrangements which are continuously refined and updated in linee
perkembangan/perubahan peraturan hukum yang berlaku serta kondisi with developments/changes in applicable legal regulations and current
terkini. conditions.
Mekanisme Kerja Komite-komite di Bawah Dewan Work Mechanism for Committees Under the Board of
Komisaris Commissioners
Dalam melaksanakan tugasnya, Komite-komite di bawah Dewan In running duties, Committees under the Board of Commissioners are
Komisaris berpedoman kepada Piagam Komite masing-masing Komite. guided by the Committee Charter of each Committee.
Komite-komite di bawah Dewan Komisaris melaksanakan tugasnya Committees under the Board of Commissioners carry out duties
sesuai Program Rencana Kerja masing-masing Komite yang ditetapkan following the established Work Plan Program of each Committee in
dalam rangka membantu pelaksanaan tugas Dewan Komisaris, dengan order to assist duties implementation of the Board of Commissioners, by
melakukan pemantauan, penelaahan/review serta pemberian saran monitoring, reviewing and providing suggestions or recommendations
atau rekomendasi kepada Dewan Komisaris terhadap hal-hal yang to the Board of Commissioners on matters related to the function of the
terkait dengan fungsi dan tugas komite-komite yang bersangkutan Board of Commissioners. and the duties of the committees concerned
melalui mekanisme sebagai berikut: through the following mechanism:

a. Komite melakukan rapat baik secara internal maupun dengan a. The Committee holds meetings both internally and by inviting the
mengundang Direktur terkait, satuan dan/atau divisi dan/atau unit relevant Directors, units and/or divisions and/or related units.
terkait.
b. Komite melakukan penelaahan/evaluasi/review serta diskusi/ b. The Committee reviews/evaluations as well as discusses outside
pembahasan di luar forum rapat yang apabila diperlukan dilakukan the meeting forum, if necessary, discusses with related units or
diskusi bersama satuan atau divisi-divisi/unit-unit terkait. divisions/units.
c. Hasil rapat atau evaluasi/review serta diskusi/pembahasan di c. Meeting resolution or evaluation/review as well as discussions
luar forum rapat disampaikan oleh Ketua Komite kepada Dewan outside the meeting forum are submitted by the Committee
Komisaris sebagai laporan baik secara tertulis atau dalam forum Chairman to the Board of Commissioners as report either in writing
Rapat Dewan Komisaris yang membahas agenda terkait. or in the Board of Commissioners Meeting forum which discusses
the related agenda.
Penjelasan dan paparan mengenai masing-masing Komite disampaikan Explanations and descriptions regarding each Committee are presented
dalam sub bab tersendiri. in separate sub-chapters.
Penilaian Kinerja Komite di Bawah Dewan Komisaris Performance Assessment of Committees under the
Dewan Komisaris dibantu oleh Komite-komite di bawah Dewan The Board of Commissioners is assisted by Committees under the Board
Komisaris dalam menjalankan tugas dan tanggung jawabnya meliputi of Commissioners in running duties and responsibilities including Audit
Komite Audit, Komite Nominasi dan Remunerasi serta Komite Pemantau Committee, Nomination and Remuneration Committee as well as Risk
Risiko. Di tahun 2021, Dewan Komisaris menilai bahwa komite-komite Monitoring Committee. In 2021, the Board of Commissioners considers
tersebut telah menjalankan fungsi, tugas, dan tanggung jawab dengan that these committees had carried out their functions, duties, and
baik yang terlihat dari: responsibilities well, which can be seen from the following:
• Tercapainya seluruh Rencana/Program Kerja Komite-komite yang • Achievement of all Committees Work Plans/Programs set by the end
ditetapkan pada akhir tahun 2021, serta of 2021, as well as
• Pelaksanaan Rapat Komite dan tingkat kehadiran anggota Komite. • Implementation of Committee Meetings and attendance level of
Committee members.
Pelaksanaan program/rencana kerja komite-komite dilakukan melalui The implementation of committees program/work plan is carried
mekanisme rapat komite termasuk dengan mengundang Direktorat out through committee meeting mechanism including by inviting
atau divisi-divisi/satuan kerja terkait serta penelaahan/evaluasi/review the relevant Directorate or divisions/work units as well as in-depth
secara mendalam oleh masing-masing komite di luar forum rapat yang review/evaluation by each committees outside the meeting forum, the
hasilnya disampaikan secara tertulis kepada Dewan Komisaris. resolutions are submitted in writing to the Board of Commissioners.
Komite Audit telah melaksanakan fungsi, tugas, dan tanggung jawabnya Audit Committee has carried out its functions, duties and responsibilities,
di antaranya melakukan penelaahan atas informasi keuangan yang including reviewing financial information to be issued by the Company
akan dikeluarkan Perusahaan kepada publik dan/atau pihak Otoritas. to the public and/or the authorities. Audit Committee also evaluates the
Komite Audit juga mengevaluasi efektivitas pelaksanaan audit/jasa effectiveness of audit/services provided by Public Accounting Firm (PAF),
yang diberikan Kantor Akuntan Publik (KAP), termasuk menelaah including examining PAF independency and objectivity.
independensi dan objektivitas KAP.
Kemudian, Komite Nominasi dan Remunerasi juga telah melaksanakan Furthermore, Nomination and Remuneration Committee has also
fungsi, tugas dan tanggung jawab pengawasannya terhadap pelaksanaan carried out its supervisory functions, duties and responsibilities on the
kebijakan nominasi dan remunerasi Dewan Komisaris dan Direksi. implementation of nomination and remuneration policies for the Board
of Commissioners and the Board of Directors.

Komite Pemantau Risiko telah memberikan dukungan kepada Dewan Risk Monitoring Committee has provided support to the Board of
Komisaris terkait review atas permohonan persetujuan Direksi kepada Commissioners regarding review on the application for approval from
Dewan Komisaris atas rencana corporate actions antara lain Investasi, the Board of Directors to the Board of Commissioners on corporate
Rencana Kerja dan Anggaran Perusahaan, Rencana Jangka Panjang action plans including Investment, Company Work Plan and Budget,
Perusahaan dan Pembiayaan (Financing). Company Long Term Plan and Financing.
Berdasarkan realisasi penyelesaian seluruh program/rencana kerja serta Based on the realization of all programs/work plans completion as well
pelaksanaan tugasnya komite-komite di bawah Dewan Komisaris yang as duties implementation of the designated committees under the
ditetapkan dapat dilihat bahwa frekuensi dan tingkat kehadiran rapat Board of Commissioners, it can be seen that attendance frequency and
dan laporan pelaksanaan kegiatan Komite Audit, Komite Nominasi dan level at the meetings and reports on the activities implementation of
Remunerasi serta Komite Pemantau Risiko menunjukkan bahwa tiap- Audit Committee, Nomination and Remuneration Committee as well
tiap komite telah menjalankan tugasnya dengan baik. as Risk Monitoring Committee show that each committee has run their
tasks well.
Penilaian Kinerja atau Evaluasi Anggota Komite Performance Assessment or Evaluation for Committee
Members
Evaluasi atau penilaian terhadap kinerja anggota komite meliputi Performance evaluation or assessment of committee members includes
Indikator Penilaian Kinerja yang antara lain namun tidak terbatas pada Performance Assessment Indicators which include but are not limited
kompetensi dan keahlian, kualitas output, kedisiplinan dan tingkat to competence and expertise, output quality, discipline and attendance
kehadiran anggota komite yang bersangkutan pada Perseroan, serta of the relevant committee members in the Company, as well as
pelaksanaan tugas dan kewajiban sesuai dengan piagam komite. implementation of duties and obligations in line with the committee
charter.
Hasil evaluasi dan penilaian sebagaimana dimaksud disampaikan The results of the evaluation and assessment referred to are submitted
sebagai rekomendasi kepada Dewan Komisaris untuk memperpanjang as recommendations to the Board of Commissioners to extend or
atau melanjutkan atau mengakhiri pengangkatan anggota komite yang continue or terminate the appointment of the relevant committee
bersangkutan pada perseroan. members in the Company.

Direksi
Board of Directors
Direksi adalah organ perusahaan yang bertugas dan bertanggung jawab The Board of Directors is a corporate organ in charege with and
secara kolektif untuk melakukan pengelolaan atas Perseroan untuk collectively responsible for managing the Company for the interests and
kepentingan dan tujuan Perseroan sesuai dengan ketentuan Anggaran objectives of the Company according to the provisions of the Articles of
Dasar serta melaksanakan GCG pada seluruh tingkatan atau jenjang Association and implementing GCG at all levels or organization levels.
organisasi. Dalam melaksanakan tugasnya Direksi bertanggung jawab In running duties, the Board of Directors is responsible to GMS as
kepada RUPS sebagi bentuk perwujudan akuntabilitas pengelolaan manifestation of accountability realization of the Company management
perusahaan sesuai dengan prinsip-prinsip tata kelola perusahaan. following the principles of corporate governance.
DASAR HUKUM PENGANGKATAN DIREKSI LEGAL BASIS FOR APPOINTMENT OF THE

BOARD OF DIRECTORS
a. Undang-Undang No. 40 Tahun 2007 tentang Perseroan Terbatas. a. Law No. 40 of 2007 concerning Limited Liability Company
b. Peraturan Otoritas Jasa Keuangan No. 33/POJK.04/2014 tentang b. Financial Services Authority Regulation No. 33/POJK.04/2014
Direksi dan Dewan Komisaris Emiten atau Perusahaan Publik. concerning Board of Directors and Board of Commissioners of
Issuers or Public Company.
c. Anggaran Dasar Perseroan sebagaimana telah diubah dengan Akta c. The Company’s Articles of Association as amended by Deed No. 83
No. 83 tanggal 31 Desember 2021. dated December 31, 2021.
MASA JABATAN DIREKSI TERM OF OFFICE OF THE BOARD OF DIRECTORS

Berdasarkan Anggaran Dasar Perseroan, anggota Direksi menjabat untuk Based on the Company’s Articles of Association, the Board of Directors
jangka waktu terhitung sejak tanggal ditetapkan oleh RUPS dan berakhir members serves for a period commencing from the date set by GMS and
pada penutupan RUPS Tahunan yang ke-3 setelah pengangkatannya. ending at the close of the 3rd Annual GMS after the appointment.
KOMPOSISI DAN SUSUNAN DIREKSI TAHUN THE BOARD OF DIRECTORS COMPOSITION IN

2021 2021
Komposisi Direksi Perseroan harus sedemikian rupa disesuaikan dengan Composition of the Company’s Board of Directors must be adjusted
besarnya kegiatan kompleksitas bisnis Perseroan dan struktur organisasi based on business complexity activities and organizational structure of
sehingga memungkinkan pengambilan putusan yang efektif, tepat dan the Company so as to enable effective, precise and fast decision making
cepat dalam rangka pencapaian tujuan-tujuan Perseroan. in order to achieve the Company objectives.
Berdasarkan Anggaran Dasar Perseroan dan Keputusan RUPS Luar Biasa Based on the Company’s Articles of Association and the Resolution of
yang dilaksanakan pada tanggal 31 Desember 2021 yang tertuang dalam Annual General Meeting of Shareholders held on December 31, 2021
Akta Notaris Nomor 83 tanggal 31 Desember 2021 yang dibuat oleh as stipulated in Notarial Deed No. 83 dated December 31, 2021 made
Notaris Aulia Taufani, S.H. ditetapkan 5 (lima) orang sebagai anggota by Notary Aulia Taufani, S.H., 5 (five) members were appointed as the
Direksi yang bertugas untuk melakukan pengurusan Perseroan. Board of Directors members in charge of managing the Company.
Adapun komposisi dan susunan Direksi per 31 Desember 2021 adalah The Board of Directors Composition as of December 31, 2021 is as
KOMPOSISI DAN SUSUNAN DIREKSI PER 31 DESEMBER 2021

The Board of Directors Composition as of December 31, 2021
Nama Dasar Penunjukan Jabatan Periode Jabatan
Name Basis of Appointmen Position Term of Office
John Hisar Simamora Akta Pernyataan Keputusan Rapat No. 83 tanggal 31 Desember 2021 Direktur Utama Pertama
yang dibuat dihadapan Aulia Taufani, S.H. Notaris di Kota Administrasi
Jakarta Selatan.
Deed of Resolutions No. 83 dated December 31, 2021 made before President Director First
Aulia Taufani, S.H. Notary in South Jakarta Administrative City.
Bachtiar Soeria Atmadja Akta Pernyataan Keputusan Rapat No. 83 tanggal 31 Desember 2021 Direktur Keuangan Pertama
Jakarta Selatan
Deed of Resolutions No. 83 dated December 31, 2021 which was made Director of Finance First
before Aulia Taufani, S.H. Notary in South Jakarta Administrative City

Nama Dasar Penunjukan Jabatan Periode Jabatan

Name Basis of Appointmen Position Term of Office
Tenny Elfrida Akta Pernyataan Keputusan Rapat No. 14 tanggal 8 Juli 2020 yang Direktur SDM & Umum Pertama
dibuat dihadapan Aulia Taufani, S.H. Notaris di Kota Administrasi Jakarta
Selatan
Deed of Resolutions No. 14 dated July 8, 2020 made before Aulia Director of HR & General Affairs First
Taufani, S.H. Notary in South Jakarta Administrative City
Charles Harianto Lumbantobing Akta Pernyataan Keputusan Rapat No. 83 tanggal 31 Desember 2021 Direktur Operasi Pertama
Jakarta Selatan
Deed of Resolutions No. 83 dated December 31, 2021 which was made Director of Operations First
Ratih Esti Prihatini Akta Pernyataan Keputusan Rapat No. 83 tanggal 31 Desember 2021 Direktur Pengembangan Usaha Pertama
Jakarta Selatan Director of Business
Deed of Resolutions No. 83 dated December 31, 2021 which was made Development First
Profil seluruh anggota Dewan Komisaris dapat dilihat pada bab Profil Profile of the entire Board of Directors members is available in the
Perusahaan pada Laporan Tahunan ini. Company Profile chapter in this Annual Report.
KRITERIA DAN PERSYARATAN DIREKSI CRITERIA AND REQUIREMENTS FOR THE BOARD
OF DIRECTORS
Seluruh anggota Direksi yang diangkat dan diberhentikan oleh RUPS All Board of Directors members who are appointed and dismissed by
telah sesuai dengan Anggaran Dasar Perseroan serta sesuai dengan GMS complied with the Company’s Articles of Association and the
persyaratan yang terdapat dalam Peraturan Otoritas Jasa Keuangan No. requirements contained in the Financial Services Authority Regulation
33/POJK.04/2014 tentang Direksi dan Dewan Komisaris Emiten atau No. 33/POJK.04/2014 concerning Board of Directors and Board of
Perusahaan Publik. Commissioners of Issuers or Public Company.
Direksi harus memenuhi syarat umum dan syarat khsusus yang juga The Board of Directors is obliged to meet general requirements and
tertuang dalam Board Manual Perseroan, yang mencakup antara lain: special requirements which are also stipulated in the Company’s Board
Manual, which include the following:
1. Persyaratan umum: 1. General requirements:
a. Orang perseorangan. a. An individual.
b. Memiliki akhlak, moral dan integritas yang baik. b. Having good character, morals and integrity.
c. Mampu melaksanakan perbuatan hukum. c. Able to carry out legal actions.
d. Tidak pernah dinyatakan pailit oleh pengadilan dalam waktu d. Never been declared bankruptcy in the last five years prior to
lima tahun terakhir sebelum pencalonan. the nomination.
e. Tidak pernah menjadi Direktur yang dinyatakan bersalah e. Never been a Director found guilty by the court in the past five
oleh pengadilan dalam waktu lima tahun terakhir sebelum years prior to nomination.
pencalonan.
f. Tidak boleh ada hubungan keluarga sedarah sampai dengan f. There must not be blood relations up to the third degree, either
derajat ketiga, baik menurut garis lurus maupun garis ke vertically or horizontally or in a relationship (son-in-law or
samping atau hubungan semenda (menantu atau ipar) dengan brother-in-law) with other Board of Directors and/or Board of
Direktur lain dan/atau Anggota Dewan Komisaris. Commissioners members.
g. Tidak boleh merangkap jabatan lain yang dapat menimbulkan g. May not concurrently hold another position that may cause
benturan kepentingan secara langsung atau tidak langsung direct or indirect conflict of interests with the Company and or
dengan Perseroan dan atau yang bertentangan dengan which is in conflict with the provisions of the applicable laws
ketentuan peraturan perundang-undangan yang berlaku. and regulations.
h. Memiliki integritas dan moral yang baik. h. Having integrity and good morals.
i. Berwatak baik dan mempunyai kemampuan untuk i. Having good character and having the ability to develop
mengembangkan usaha guna kemajuan Perseroan. business for the Company progress.
j. Memiliki kompetensi, yaitu kemampuan dan pengalaman j. Having competence, namely the ability and experience in fields
dalam bidang-bidang yang menunjang pelaksanaan tugas dan that support duties and obligations implementation of the
kewajiban Direksi. Board of Directors.
k. Memiliki komitmen untuk mematuhi peraturan perundang- k. Having commitment to complying with applicable laws and
undangan yang berlaku. regulations.
l. Bukan pengurus partai politik dan/atau calon anggota legislatif. l. Not a political party administrator and/or candidate of
legislative member.

2. Persyaratan khusus: 2. Special requirements:
a. Memiliki pengalaman menangani korporasi sebagai senior a. Having experience in handling corporations as senior
management dan dapat memberikan rekomendasi dan solusi management and being able to provide recommendations and
yang diperlukan. solutions as needed.
b. Memahami ketentuan-ketentuan terkait dengan perusahaan b. Comprehending provisions related to publicly listed company
terbuka dan pasar modal. and capital markets.
c. Berani dan cepat (less bureaucracy) dalam pengambilan c. Less bureaucracy in decision making.
keputusan.
d. Mempunyai rekam jejak yang bersih dari aspek integritas. d. Having a clean track record of integrity aspects.
e. Memiliki leadership, sense of enterpreneurship, dan e. Having leadership, sense of entrepreneurship, and experience;
pengalaman.
f. Networking yang memadai dan interpersonal skill. f. Adequate networking and interpersonal skills.
3. Pertimbangan lainnya: 3. Other considerations:
Keberagaman komposisi anggota Direksi dapat digunakan sebagai Composition diversity of the Board of Directors members can be
salah satu bahan pertimbangan dalam proses nominasi dan suksesi used as one of the considerations in the process of nomination
anggota Direksi dengan memperhatikan pengetahuan, keahlian dan and succession of the Board of Directors members by considering
pengalaman yang sesuai dengan kebutuhan dan kondisi perusahaan knowledge, expertise and experience pursuant to the Company
sehingga mendapatkan komposisi yang optimal serta efektifitas needs and conditions so as to obtain optimal composition and
dalam pengambilan keputusan. Direksi Perseroan diwajibkan untuk effectiveness in decision making. The Company’s Board of Directors
menandatangani surat pernyataan terkait dengan pemenuhan is obliged to sign statement regarding fulfillment of the above
persyaratan tersebut di atas dan didokumentasikan oleh Perseroan. requirements and is documented by the Company.
Pengangkatan Direksi Perseroan telah melalui proses fit & proper test The appointment of the Company’s Board of Directors has gone through
(uji kemampuan dan kepatutan) yang dilakukan oleh pemegang saham fit & proper test process by the controlling shareholder following
pengendali sesuai dengan peraturan perundangan-undangan yang applicable laws and regulations and corporate governance provisions,
berlaku dan ketentuan tata kelola perusahaan, untuk kemudian diajukan and then submitted to GMS for further processing.
kepada RUPS untuk dilakukan proses selanjutnya.
Berikut adalah status uji kemampuan dan kepatutan Direksi Perseroan The following is the status of fit and proper test of the Company’s Board
yang menjabat sampai dengan akhir Desember 2021: of Directors who had served until the end of December 2021:
Hasil Fit & Proper Test

Nama Jabatan Pelaksana
Fit & Proper Test
Name Position Test Implementator
Result
John Hisar Simamora Direktur Utama | President Director Lulus | Passed PT Pertamina (Persero)
selaku Pemegang Saham
Bachtiar Soeria Atmadja Direktur Keuangan | Director of Finance Lulus | Passed
Pengendali
Tenny Elfrida Direktur SDM & Umum | Director of HR & General Affairs Lulus | Passed PT Pertamina (Persero)
Charles Harianto Lumbantobing Direktur Operasi | Director of Operations Lulus | Passed as the Controlling
Shareholders
Ratih Esti Prihatini Direktur Pengembangan Usaha | Director of Business Development Lulus | Passed

Keterangan terkait dengan keberagaman dalam pendidikan, pengalaman Information related to diversity in education, work experience and age is
kerja dan usia dapat dilihat secara rinci pada Bab Profil Perusahaan, Sub available in detail in the Company Profile Chapter, Identity Sub-Chapter
Bab Identitas dan riwayat hidup singkat anggota Direksi. and a brief curriculum vitae of the Board of Directors members.
PEDOMAN DAN TATA TERTIB KERJA DIREKSI BOARD MANUAL OF THE BOARD OF DIRECTORS
Direksi Perseroan memiliki Pedoman Kerja (Board Manual) yang The Board of Directors of the Company has Work Manual (Board Manual)
digunakan sebagai acuan dalam menjalankan tugas, tanggung jawab used as reference in running duties, responsibilities and authorities.
dan wewenangnya, Direksi berpedoman pada Board Manual. Board Thus, the Board of Directors work is guided by the Board Manual.
Manual tersebut berisi tentang petunjuk tata laksana kerja Direksi The Board Manual contains guidelines for the work procedures of the
serta menjelaskan tahapan aktivitas secara terstruktur, sistematis, Directors and explains activities stages that are structured, systematic,
mudah dipahami dan dapat dijalankan dengan konsisten untuk menjadi easy to understand, and can be carried out consistently to be reference
acuan bagi Direksi dalam melaksanakan tugas sesuai dengan standar for the Board of Directors performing tasks following standards of
prinsip tata kelola perusahaan untuk mencapai visi misi Perusahaan. corporate governance principles to achieve the Company’s vision and

Board Manual tersebut senantiasa dilakukan evaluasi secara berkala mission. The Board Manual is regularly evaluated so as to be in line with
agar sejalan dengan perubahan peraturan perundang-undangan yang changes in applicable laws and best practices of corporate governance
berlaku dan praktik terbaik tata kelola Perusahaan yang disesuaikan adjusted the Company needs.
dengan kebutuhan Perseroan.
Board Manual disusun berdasarkan prinsip-prinsip hukum perusahaan, The Board Manual is prepared based on the principles of corporate law,
ketentuan anggaran dasar, peraturan perundang-undangan yang provisions of the articles of association, applicable laws and regulations,
berlaku, arahan dari pemegang saham serta best practices tata kelola directives from the shareholders and best practices of corporate
perusahaan. governance.
Ruang Lingkup 1. Fungsi Direksi 1. Function of the Board of Directors

2. Tugas dan Kewajiban Direksi 2. Duties and Obligations of the Board of Directors
Pedoman Kerja 3. Hak dan Wewenang Direksi 3. Rights and Powers of the Board of Directors
Direksi 4. Persyaratan Direksi 4. Requirements for the Board of Directors
Scope of the 5. Proses Pengangkatan Direksi 5. Process of Appointing the Board of Directors
Board of Directors’ 6. Keanggotaan Direksi 6. Membership of the Board of Directors
Work Guidelines 7. Rangkap Jabatan Direksi 7. Concurrent Position of the Board of Directors
8. Masa Jabatan Direksi 8. Term of Office of the Board of Directors
9. Pemberhentian Anggota Direksi 9. Dismissal of the Board of Directors members
10. Pengunduran Diri Anggota Direksi 10. Resignation of the Board of Directors members
11. Keadaan Anggota Direksi Lowong 11. Vacant Condition of the Board of Directors
members
12. Pengalihan Tugas Sementara 12. Temporary Duties Transfer of The Board of
Anggota Direksi Directors members
13. Rencana Pergantian atau 13. Replacement or Changes Plan of the Board of
Perubahan Direksi Directors
14. Independensi Direksi 14. Independence of the Board of Directors
15. Pengungkapan Kepemilikan Saham 15. Disclosure of Share Ownership and Affiliation
dan Hubungan Afiliasi Relationship
16. Program Pengenalan dan 16. Introduction and Competency Development
Peningkatan Kapabilitas Program
17. Waktu Kerja Anggota DIreksi 17. Working Hours of the Board of Directors
18. Etika Jabatan Direksi 18. Code of Conduct of the Board of Directors
19. Penetapan Kebijakan Pengurusan 19. Determination of Company Management Policies
Perusahaan oleh Direksi by the Board of Directors
20. Pendelegasian Wewenang Diantara 20. Authority Delegation Among Company’s Board of
Direktur Perusahaan Directors
21. Komposisi dan Pembagian Tugas 21. Composition and Duties Division of the Board of
Direksi Directors
22. Rapat Direksi 22. Meeting of the Board of Directors
23. Organ Pendukung Direksi 23. Supporting Organs of the Board of Directors
24. Hubungan Kerja antara Dewan 24. Work Relationship between the Board of
Komisaris dan Direksi Commissioners and the Board of Directors
25. Evaluasi Kinerja Direksi 25. Performance Evaluation of the Board of Directors
26. Pertanggungjawaban Direksi 26. Accountability of the Board of Directors
Tugas, Kewajiban dan Wewenang Direksi Duties, Obligations, and Authority of the Board of
Directors
Direksi menjalankan tugas dan kewenangan pengurusan Perseroan The Board of Directors carries out duties and authority in managing
untuk tujuan dan kepentingan Perseroan termasuk mewakili Perseroan the Company for the purposes and interests of the Company, including
baik di dalam maupun di luar pengadilan. representing the Company both inside and outside the court.
1. Prinsip dasar pelaksanaan tugas dan kewajiban Direksi Perseroan 1. Basic principles of carrying out duties and obligations of the
sebagai berikut: Company’s Board of Directors are as follows:
a. Bertanggungjawab penuh dalam melaksanakan tugasnya untuk a. Fully responsible for carrying out duties for the interests and
kepentingan dan usaha Perseroan dalam mencapai maksud dan efforts of the Company in achieving its goals and objectives.
tujuannya.
b. Memimpin dan mengurus Perseroan sesuai dengan maksud b. Leading and managing the Company based on purposes and
dan tujuan Perseroan dan senantiasa berusaha meningkatkan objectives of the Company and to always strive to improve
efisiensi dan efektivitas Perseroan. efficiency and effectiveness of the Company.
c. Menguasai, memelihara, dan mengurus kekayaan Perseroan. c. Controlling, maintaining, and managing the Company’s assets.
d. Dalam setiap pengambilan keputusan/tindakan, harus d. In every decision/action, business risks must be considered.
mempertimbangkan risiko usaha.

2. Dalam melaksanakan tugas dan kewajiban tersebut, Direksi 2. In running duties and obligations, the Company’s Board of Directors
Perseroan wajib memperhatikan kebijakan umum yang diatur must pay attention to the general policies stipulated in the
dalam pedoman kerja (board manual) Perseroan sebagai berikut: Company’s work guidelines (board manual) as follows:
a. Dengan itikad baik dan penuh tanggung jawab menjalankan a. In good faith and full responsibility for carrying out tasks for the
tugas untuk kepentingan Perseroan. benefit of the Company.
b. Tunduk pada ketentuan peraturan perundang-undangan yang b. Complying with provisions of the applicable laws and
berlaku, Anggaran Dasar dan keputusan RUPS serta memastikan regulations, the Articles of Association and GMS resolution
seluruh aktivitas Perseroan telah sesuai dengan ketentuan and ensuring that all of the Company activities are following
peraturan perundang-undangan yang berlaku, Anggaran Dasar provisions of the prevailing laws and regulations, the Articles of
dan keputusan RUPS. Association and GMS Resolution.
c. Menerapkan good corporate governance secara konsisten. c. Implementing Good Corporate Governance consistently.
d. Mematuhi peraturan internal Perseroan. d. Complying with the Company’s internal regulations.
e. Melaksanakan pengurusan Perseroan untuk kepentingan dan e. Carrying out the Company management for the interests and
tujuan Perseroan. objectives of the Company.
f. Menetapkan susunan organisasi Perseroan lengkap dengan f. Determining the Company’s organizational structure complete
pelaksanaan tugasnya. with the duties implementation.
g. Bertindak selaku pimpinan dalam pengurusan Perseroan. g. Acting as the leader in the Company management.
h. Memelihara dan mengurus kekayaan Perseroan. h. Maintaining and managing the Company’s assets.
i. Bertanggungjawab penuh dalam melaksanakan tugasnya i. Being fully responsible in performing duties for the benefit of
untuk kepentingan Perseroan dalam mencapai maksud dan the Company in achieving its goals and objectives.
tujuannya.
j. Mewakili Perseroan baik di dalam maupun di luar pengadilan. j. Representing the Company both inside and outside the court.
k. Memperhatikan masukan-masukan yang diberikan oleh Dewan k. Considering input provided by the Board of Commissioners.
Komisaris.
l. Melakukan segala tindakan dan perbuatan, baik mengenai l. Performing all actions, both regarding the management and
pengurusan maupun pemilikan kekayaan Perseroan serta ownership of the Company’s assets and binding the Company
mengikat Perseroan dengan pihak lain dengan pembatasan with other parties with certain restrictions.
tertentu.
m. Wajib menyelenggarakan dan menyimpan Daftar Khusus yang m. Obliged to hold and maintain Special Register containing
memuat keterangan mengenai kepemilikan saham Direktur information regarding share ownership of the Board of
dan Komisaris beserta keluarganya dalam Perusahaan dan/atau Directors and the Board of Commissioners and their families
pada perusahaan lain serta tanggal saham itu diperoleh. in the Company and/or in other companies and the date the
shares were acquired.
n. Bertanggung jawab penuh secara pribadi atas kerugian n. Being fully personally responsible for the Company loss if the
Perseroan apabila yang bersangkutan bersalah atau lalai person concerned is guilty or negligent in carrying out duties for
menjalankan tugasnya untuk kepentingan dan usaha Perseroan. the interests and business of the Company.
3. Tugas terkait Rapat Umum Pemegang Saham 3. Duties regarding General Meeting of Shareholders
a. Direksi wajib menyelenggarakan dan menyimpan Daftar a. The Board of Directors is required to hold and keep the list of
Pemegang Saham dan dokumen-dokumen terkait dengan RUPS Shareholders and documents related to GMS in accordance
sesuai ketentuan peraturan perundang-undangan. with statutory provisions.
b. Memberikan informasi material secara accurate, reliable, b. Providing material information in an accurate, reliable, timely,
timely, consistent, dan useful yang memungkinkan bagi consistent, and useful manner that allows the shareholders to
pemegang saham untuk membuat keputusan. make decisions.
c. Menyediakan bahan RUPS dan disampaikan kepada pemegang c. Providing GMS material and submitting it to the Company’s
saham Perseroan. shareholders.
d. Memberikan laporan berkala kepada pemegang saham d. Providing periodical reports to the shareholders according to
menurut cara dan waktu sesuai dengan ketentuan yang berlaku. the method and time in line with applicable regulations.
e. Memberikan pertanggungjawaban dan segala keterangan e. Providing accountability and all information regarding the
tentang keadaan dan jalannya Perseroan, terutama laporan Company condition and running, especially financial statement
keuangan baik dalam bentuk laporan tahunan maupun dalam both in the form of annual report and in the form of other
bentuk laporan berkala lainnya menurut cara dan waktu yang periodical report in the manner and time specified in the
ditentukan dalam Anggaran Dasar. Articles of Association.
f. Menandatangani Laporan Tahunan, dalam hal terdapat f. Signing the Annual Report, in the event that the Board of
Direktur yang tidak menandatangani Laporan Tahunan, maka Director does not sign the Annual Report, the person concerned
yang bersangkutan harus menyebutkan alasannya dalam surat must state the reason in a separate letter attached to Annual

tersendiri yang dilekatkan dalam Laporan Tahunan. Dalam Report. In the event that there is Director who does not sign
hal terdapat Direktur yang tidak menandatangani Laporan the Annual Report and does not give reasons in writing, the
Tahunan dan tidak memberikan alasan secara tertulis, maka relevant party shall be deemed to approve the annual report
yang bersangkutan dianggap menyetujui isi laporan tahunan contents.
tersebut.
g. Memanggil dan menyelenggarakan RUPS Tahunan dan/atau g. Inviting and holding Annual GMS and/or Extraordinary GMS.
RUPS Luar Biasa.
h. Membuat dan memelihara Risalah RUPS. h. Drafting and maintaining the GMS Minutes.
4. Tugas terkait dengan Anak Perusahaan. Menetapkan prosedur 4. Duties related to Subsidiaries. Establishing procedure for
pengangkatan anggota Direksi dan Dewan Komisaris Anak appointment of Subsidiaries Board of Directors and Board of
Perusahaan, sebagai berikut: Commissioners members, as follows:
a. Direksi membentuk Tim Evaluasi calon Anggota Direksi dan a. The Board of Directors establishes Evaluation Team for
Dewan Komisaris Anak Perusahaan yang diketuai oleh Direktur prospective members of the Board of Directors and the Board
SDM dan Umum. of Commissioners for the Subsidiary, chaired by Director of HR
and General Affairs.
b. Tim Evaluasi menunjuk tenaga ahli atau Lembaga Profesional b. Evaluation Team appoints experts or Professional Institutions
untuk melakukan penilaian (jika diperlukan), melakukan for assessments (if needed), selection of candidates and then
penjaringan calon kemudian diserahkan kepada Direksi untuk submission to the Board of Directors for approval.
memperoleh persetujuannya.
c. Tim Evaluasi melakukan penilaian terhadap calon-calon yang c. Evaluation Team evaluates candidates included in the list of
masuk dalam daftar bakal calon yang telah disetujui Direksi. prospective candidates who have been approved by the Board
of Directors.
d. Dalam hal penilaian dilakukan oleh ahli atau lembaga profesional d. In the event that the assessment is carried out by an expert or
yang ditunjuk, Tim Evaluasi mengevaluasi berdasarkan hasil appointed professional institution, Evaluation Team evaluates
penilaian oleh ahli atau lembaga profesional. based on assessment results by the expert or professional
institution.
e. Tim Evaluasi menyampaikan hasil penilaian tersebut kepada e. Evaluation Team submits the assessment results to the Board
Direksi untuk penetapan calon Anggota Direksi/Dewan of Directors to determine the candidates for the Board of
Komisaris anak Perusahaan terpilih. Directors/Board of Commissioners of the selected subsidiary.
f. Direksi melakukan evaluasi akhir atas hasil penilaian untuk f. The Board of Directors conducts final evaluation of
menetapkan Direksi dan Komisaris terpilih untuk masing- the assessment results to determine the Directors and
masing jabatan Anggota Direksi dan Dewan Komisaris Anak Commissioners elected for each position of the Members of
Perusahaan. the Board of Directors and the Board of Commissioners of the
Subsidiaries.
5. Tugas terkait dengan strategi dan rencana kerja 5. Duties related to strategies and work plans
a. Menyiapkan visi, misi, tujuan, strategi dan budaya Perseroan, a. Drafting the Company’s vision, mission, goals, strategies and
termasuk logo Perseroan. culture, including the Company’s logo.
b. Mengusahakan dan menjamin terlaksananya usaha dan b. Promoting and guaranteeing business and activities
kegiatan Perseroan sesuai dengan maksud dan tujuan serta implementation of the Company following the aims, objectives
kegiatan usahanya. and business activities.
c. Menyiapkan rencana pengembangan Perseroan tepat pada c. Drafting the Company’s development plans on time.
waktunya.
d. Mengupayakan tercapainya sasaran-sasaran jangka panjang d. Striving to achieve the long-term goals listed in the RJPP.
yang tercantum dalam RJPP.
e. Menyampaikan Rencana Kerja yang memuat juga anggaran e. Submitting the Work Plan which also contains the Company’s
tahunan Perseroan kepada Dewan Komisaris selambatnya 30 annual budget to the Board of Commissioners no later than 30
(tiga puluh) hari sebelum tahun buku berikutnya dimulai. (thirty) days before the next fiscal year begins.
f. Mengupayakan tercapainya target-target jangka pendek yang f. Striving to achieve short-term targets listed in the RKAP.
tercantum dalam RKAP.
6. Terkait dengan Manajemen Risiko 6. Related to Risk Management
a. Menyusun kebijakan dan strategi manajemen risiko secara a. Developing written and comprehensive risk management
tertulis dan komprehensif di tingkat korporat termasuk policies and strategies at the corporate level including the
penetapan dan persetujuan limit risiko secara keseluruhan, establishment and approval of overall risk limits, per type of risk
per jenis risiko dan per aktivitas fungsional (kegiatan usaha) and per functional activity (business activity) of the Company.
Perseroan.

b. Mengembangkan budaya manajemen risiko pada seluruh b. Developing risk management culture at all organization levels,
jenjang organisasi, antara lain meliputi komunikasi yang including adequate communication to all organization levels
memadai kepada seluruh jenjang organisasi tentang pentingnya concerning the importance of effective internal control.
pengendalian intern yang efektif.
c. Bertanggung jawab atas pelaksanaan kebijakan manajemen c. Being responsible for the implementation of risk management
risiko dan paparan risiko yang diambil oleh Perseroan secara policies and risk exposure taken by the Company as a
keseluruhan, termasuk mengevaluasi dan memberikan whole, including evaluating and providing direction for risk
arahan strategi manajemen risiko berdasarkan laporan yang management strategies based on reports submitted by the
disampaikan oleh pejabat Risk Management yang ditunjuk. appointed Risk Management officials.
d. Mengevaluasi dan memutuskan transaksi yang melampaui d. Evaluating and deciding on transactions that go beyond the
kewenangan pejabat satu level di bawah Direksi atau transaksi authority of officials one level below the Board of Directors or
yang memerlukan persetujuan sesuai dengan kebijakan dan transactions requiring approval in accordance with applicable
prosedur intern yang berlaku. internal policies and procedures.
e. Memastikan peningkatan kompetensi sumber daya manusia e. Ensuring the increase in human resource competencies related
yang terkait dengan penerapan manajemen risiko, antara to the application of risk management, among others by
lain dengan cara program pendidikan dan latihan secara continuous education and training programs especially those
berkesinambungan terutama yang berkaitan dengan sistem related to risk management systems and processes.
dan proses manajemen risiko.
f. Memastikan bahwa fungsi manajemen risiko telah diterapkan f. Ensuring that the risk management function has been
secara independen yang dicerminkan antara lain adanya implemented independently which is reflected by the
hubungan antara unit Manajemen Risiko yang melakukan relationship between the Risk Management unit conducting
identifikasi, pengukuran, pemantauan dan pengendalian risiko identification, measurement, monitoring, and risk control with
dengan Satuan Kerja yang melakukan dan menyelesaikan the Work Unit that carries out and completes transactions.
transaksi.
g. Melaksanakan kaji ulang secara berkala dengan frekuensi g. Periodically reviewing the frequency following the Company
sesuai dengan kebutuhan Perseroan untuk memastikan: needs to ensure:
i. Keakuratan metodologi manajemen risiko. i. The accuracy of the risk management methodology.
ii. Kecukupan implementasi sistem informasi manajemen ii. Adequacy of risk management information system
risiko. implementation.
iii. Ketepatan kebijakan, prosedur dan penetapan limit risiko. iii. Accuracy of policies, procedures and determination of risk
limits
7. Terkait dengan pemberantasan korupsi 7. Related to corruption eradication
Direksi dilarang untuk memberikan atau menawarkan atau The Board of Directors are prohibited from giving, offering or
menerima baik langsung ataupun tidak langsung sesuatu yang accepting directly or indirectly anything of value to government
berharga kepada pejabat pemerintah dan pihak-pihak lain officials and other parties that influence or as reward for what they
yang mempengaruhi atau sebagai imbalan atas apa yang telah have done and other actions in accordance with applicable laws and
dilakukannya dan tindakan lainnya sesuai peraturan perundang- regulations.
8. Terkait dengan sistem pengendalian internal 8. Related to internal control system
Sistem Pengendalian Intern yang efektif merupakan komponen An effective Internal Control System is an important component
penting dalam manajemen dan menjadi dasar bagi kegiatan in management and is the basis for operational activities of the
operasional Perseroan. Sistem Pengendalian Intern harus Company. Internal Control System must be able to ensure that all
dapat memastikan seluruh aktivitas bisnis mematuhi peraturan business activities comply with laws and regulations, good corporate
perundang-undangan, pedoman good corporate governance governance guidelines and Company policies.
maupun kebijakan Perseroan.
Sistem Pengendalian Internal harus dapat mendayagunakan Internal Control Systems must be able to utilize information that
informasi-informasi yang meliputi: includes:
a. Laporan manajemen. a. Management report.
b. Laporan auditor internal. b. Internal auditor report.
c. Opini dan laporan auditor eksternal. c. Opinions and reports by external auditors.
d. Laporan dan pendapat aktuaris mengenai tingkat risiko dan d. Actuary reports and opinions regarding risk and premium
premi. levels.
e. Hal-hal lain yang dianggap perlu. e. Other matters deemed necessary

9. Terkait dengan keterbukaan dan kerahasiaan informasi 9. Related to information transparency and confidentiality
a. Direksi wajib mengungkapkan informasi penting dalam Laporan a. The Board of Directors is required to disclose important
Tahunan dan Laporan Keuangan kepada pihak lain sesuai information in the Annual Report and Financial Statement to
peraturan perundang-undangan yang berlaku. other parties according to applicable laws and regulations.
b. Informasi yang disampaikan berupa: b. Information submitted in the form of
i. Informasi/data non publik yaitu informasi/data yang i. Non-public information/data, namely information/data
diberikan atau disampaikan untuk keperluan intern provided or submitted for internal corporate needs, both
Perseroan baik yang bersifat reguler maupun insidental. regular and incidental.
ii. Informasi/data publik yaitu informasi/data yang diberikan ii. Public information/data, namely information/data
atau disampaikan sebagai laporan kepada Pemegang provided or submitted as a report to the Shareholders
Saham dalam rangka memenuhi kewajiban rutin maupun in order to fulfill routine obligations and incidental
keterbukaan informasi yang bersifat insidental. information disclosure.
c. Direksi harus mengungkapkan pelaksanaan prinsip good c. The Board of Directors is required to disclose the
corporate governance yang telah dilaksanakan dalam Laporan implementation of good corporate governance principles that
Tahunan. have been implemented in the Annual Report.
d. Informasi rahasia yang diperoleh sewaktu menjabat sebagai d. Confidential information obtained while serving as the
Direksi Perseroan, termasuk rahasia Perseroan harus tetap Company’s Board of Directors, including the Company’s secrets,
dijaga sesuai dengan peraturan perundang-undangan yang must be kept based on applicable laws and regulations.
berlaku.
e. Dalam hal menjaga kerahasiaan informasi Perseroan, Direksi e. In terms of maintaining the confidentiality of Company
dituntut untuk mengutamakan kepentingan Perseroan daripada information, the Board of Directors is required to prioritize the
kepentingan individu atau kelompok. interests of the Company rather than the interests of individuals
or groups.
10. Terkait dengan hubungan dengan para Pemangku Kepentingan 10. Related to relationships with the Stakeholders
a. Memastikan terjaminnya hak-hak para pemangku kepentingan a. Ensuring the stakeholders rights arising based on applicable
(stakeholders) yang timbul berdasarkan peraturan perundang- laws and regulations or agreements made by the Company with
undangan yang berlaku dan atau perjanjian yang dibuat oleh employees, partners, partners, suppliers, customers and other
Perseroan dengan karyawan, rekanan, mitra kerja, pemasok, stakeholders.
pelanggan dan stakeholders lainnya.
b. Memastikan Perseroan melakukan tanggung jawab sosialnya b. Ensuring that the Company carries out corporate social
(corporate social responsilibility) secara konsisten dan responsibility consistently and continuously
berkesinambungan.
c. Memastikan Perseroan memperhatikan kepentingan c. Ensuring that the Company pays attention to the stakeholders
stakeholders. interests.
d. Memastikan bahwa aset-aset dan lokasi usaha serta fasilitas d. Ensuring that the Company’s assets and business location and
Perseroan lainnya memenuhi peraturan perundang-undangan other facilities meet the applicable laws and regulations related
yang berlaku berkenaan dengan pelestarian lingkungan hidup, to environmental preservation, health and work safety
kesehatan dan keselamatan kerja.
e. Dalam mempekerjakan, menetapkan besarnya gaji, e. In hiring, setting salary levels, providing training, setting
memberikan pelatihan, menetapkan jenjang karir, serta career paths, and determining other work requirements for
menentukan persyaratan kerja lainnya untuk karyawan, employees, the Company does not discriminate due to one
Perseroan tidak melakukan diskriminasi karena latar belakang ethnic background, religion, gender, age, disability of a person
etnik seseorang, agama, jenis kelamin, usia, cacat tubuh or other special circumstances that are protected by statutory
yang dipunyai seseorang atau keadaan khusus lainnya yang regulations
dilindungi oleh peraturan perundang-undangan.
f. Direksi wajib menyediakan lingkungan kerja yang bebas dari f. The Board of Directors is obliged to provide work environment
segala bentuk tekanan (pelecehan/harrasment). that is free from all harassment forms.
11. Terkait dengan teknologi informasi 11. Related to information technology
a. Menetapkan tata kelola informasi yang efektif. a. Establishing effective information governance.
b. Menyampaikan laporan pelaksanaan tata kelola teknologi b. Periodically submitting reports on the implementation
informasi secara periodik kepada Dewan Komisaris. of information technology governance to the Board of
Commissioners.
c. Menjaga dan mengevaluasi kualitas fungsi tata kelola informasi c. Maintaining and evaluating the quality of information
di Perseroan. governance function in the Company.
12. Terkait sistem akuntansi dan keuangan 12. Related to accounting and financial systems

a. Menyusun sistem akuntansi berdasarkan prinsip-prinsip a. Developing accounting system based on the principles of
standar akuntansi keuangan yang berlaku. applicable financial accounting standards.
b. Memastikan keandalan data yang mencakup kelengkapan, b. Ensuring the reliability of data covering the completeness,
akurasi, klasifikasi dan otorisasi yang memadai sehingga accuracy, classification and adequate authorization so that the
laporan keuangan yang dihasilkan tepat waktu, tepat guna dan resulting financial statements are timely, appropriate and free
bebas dari salah saji material. from material misstatements.
c. Mengadakan dan memelihara pembukuan dan administrasi c. Holding and maintain the books and administration of the
Perseroan untuk menghasilkan penyeleng garaan pembukuan Company to produce an orderly bookkeeping organizer,
yang tertib, kecukupan modal kerja dengan biaya modal yang adequate working capital with efficient capital costs, a good
efisien, struktur neraca yang baik dan kokoh. and strong balance sheet structure.
13. Terkait dengan tugas dan kewajiban lain 13. Related to other duties and obligations
Menjalankan kewajiban-kewajiban lainnya sesuai dengan Performing other obligations in line with the provisions stipulated in
ketentuan-ketentuan yang diatur dalam Anggaran Dasar dan yang the Articles of Association and those determined by GMS based on
ditetapkan oleh RUPS berdasarkan peraturan perundang-undangan the applicable laws and regulations.
yang berlaku.
Pembagian Tugas Direksi Duties Division for the Board of Directors

Rincian tugas dan tanggung jawab masing-masing anggota Direksi Details of the duties and responsibilities of each Board of Directors
sebagai berikut: member are as follows:
a. Direktur Utama a. President Director
Menentukan, memutuskan dan menetapkan strategi perencanaan Determining, deciding and establishing strategy of planning and
serta pelaksanaan seluruh kegiatan Perseroan di antaranya Internal implementation of all activities of the Company, including internal
Audit, Legal and Contract, HSSE dan Corporate Secretary di mana audit, legal and contract, HHSE and corporate secretary in which all
seluruh kegiatan tersebut dikaitkan dengan usaha pencapaian visi activities are associated with the effort to achieve the Company’s
dan misi Perusahaan. vision and mission.
b. Direktur Keuangan b. Director of Finance
Menentukan, memutuskan, menetapkan dan mengendalikan Determining, deciding, establishing and controlling the drafting of
pembuatan kebijakan dan strategi keuangan Perseroan untuk the Company’s financial policy and strategy to improve profitability
meningkatkan profitabilitas, likuiditas Perseroan guna mencapai and liquidity of the Company in order to achieve the Company’s
tujuan dan sasaran Perseroan secara efektif dan efisien. objectives and targets effectively and efficiently.
c. Direktur Operasi c. Director of Operations
Menentukan, memutuskan, menetapkan dan mengendalikan Determining, deciding, establishing and controlling the Company’s
pembuatan kebijakan operasi Perseroan meliputi Divisi Geoscience operation policies, including the Geoscience and Reservoir Divisions;
& Reservoir Services; Divisi Production, Operation & Maintenance Production, Operation and Maintenance Services Division; as well
Services; dan Divisi Asset Reliability & Productivity serta as Asset Reliability and Productivity Division, also evaluating and
mengevaluasi dan mengkaji kinerja operasi unit usaha dan Anak reviewing business unit operations performance of the Company
Perusahaan. and Subsidiaries.
d. Direktur Pengembangan Usaha d. Director of Business Development
Menentukan, memutuskan, menetapkan dan mengendalikan Determining, deciding, establishing and controling business
kebijakan kegiatan Pengembangan usaha Perseroan, melalui development policies of the Company through monitoring and
pemantauan dan evaluasi baik operasi di dalam Perseroan maupun evaluation both inside and outside the Company. This is conducted
di luar Perseroan, guna meningkatkan dan melakukan upaya-upaya to enhance and optimize business development activities in the oil
optimalisasi kegiatan pengembangan usaha di bidang migas dalam and gas sector so as to achieve the established targets.
rangka mencapai target yang telah ditetapkan.
e. Direktur SDM & Umum e. Director of HR & General Affairs
Menentukan, memutuskan, menetapkan dan mengendalikan Determining, deciding, establishing and controlling human
kegiatan sumber daya manusia & umum meliputi Human Capital, resources and general activities covering Human Capital, Supply
Supply Chain Management, Property Management & General Affair, Chain Management, Property Management and General Affair,
Information System dan Elnusa Petroleum School dalam rangka Information System and Elnusa Petroleum School in order to
menyiapkan sumber daya manusia yang handal mendukung kegiatan prepare reliable human resources to support routine operations on
operasi rutin secara tepat waktu, accountable dan auditable. time, in an accountable manner and auditable basis.

PROGRAM ORIENTASI BAGI DIREKSI ORIENTATION PROGRAM FOR THE BOARD OF

DIRECTORS
Perseroan memiliki dan menjalankan program pengenalan Perseroan The Company already has and runs Company introduction program for
bagi anggota Dewan Komisaris dan Direksi yang baru menjabat dengan new members of the Board of Commissioners and the Board of Directors
tujuan memberikan gambaran kondisi Perseroan secara umum. Program purposed at providing an overview of the Company’s general condition.
pengenalan disusun dan disampaikan oleh Corporate Secretary dalam The introduction program is prepared and delivered by Corporate
bentuk tampilan presentasi serta hard copy, meliputi: Secretary in the form of a presentation and hard copy, including:
1. Profil Perseroan 1. Company Profile
2. Update Kinerja Perseroan 2. Update on Company Performance
3. CoC 3. CoC
4. Board Manual 4. Board Manual
5. HSE 5. HSE
6. Rencana Kerja dan Anggaran (RKAP) 6. Work Plan and Budget (RKAP)
7. RJPP 7. RJPP
Tahun 2021 dilakukan Program Pengenalan Perseroan terhadap anggota In 2021, the Company’s Introduction Program was conducted for the
Dewan Komisaris dan Direksi yang baru diangkat pada RUPS Tahunan 21 newly appointed members of the Board of Commissioners and the Board
Juli 2021 dan RUPS Luar Biasa 31 Desember 2021. Program Pengenalan of Directors at the Annual GMS on July 21, 2021 and the Extraordinary
dilakukan secara bertahap oleh masing-masing fungsi sepanjang bulan GMS on December 31, 2021. A hybrid mechanism is used to carry out
januari tahun 2022 melalui mekanisme hybrid. the introduction program in stages by each function throughout January
2022.
PROGRAM PELATIHAN DAN PENGEMBANGAN COMPETENCY TRAINING AND DEVELOPMENT

KOMPETENSI DIREKSI PROGRAM FOR THE BOARD OF DIRECTORS
Perseroan juga merancang program untuk memberikan wawasan The Company also designed program to provide new insights for the
baru bagi Direksi untuk meningkatkan kapasitas Perseroan dalam Board of Directors to improve the Company’s capacity in a competitive
lingkungan usaha yang kompetitif, serta memberikan kesempatan untuk business environment, as well as provide opportunities to build networks
membangun jaringan dalam rangka memberdayakan sumber daya yang in order to empower existing resources in the organization so that the
ada dalam organisasi sehingga menjadikan Perseroan sebagai organisasi Company is a highperforming organization.
berkinerja tinggi.
Tentang kegiatan peningkatan kompetensi yang diikuti Direksi di Concerning competency development activities participated by the
sepanjang tahun 2021 dapat dilihat pada bab Profil Perusahaan dalam Board of Directors throughout 2021, it is available in the Company
laporan tahunan ini. Profile chapter in this annual report.
LAPORAN SINGKAT PELAKSANAAN TUGAS DAN BRIEF REPORT ON DUTIES AND

TANGGUNG JAWAB DIREKSI TAHUN 2021 RESPONSIBILITIES IMPLEMENTATION OF THE
BOARD OF DIRECTORS FOR 2021
Selama tahun 2021 Direksi telah mengeluarkan berbagai keputusan Through policy instruments such as Directors’ Decrees, Directors’
baik di bidang operasional, keuangan, maupun beberapa penunjang Regulations, Circular Letters, and Directors’ Instructions, the Board
usaha melalui perangkat kebijakan berupa Keputusan Direksi, Peraturan of Directors issued numerous decisions in the sectors of operations,
Direksi, Surat Edaran, dan Instruksi Direksi. finance, and several business supports during the year 2021.
SURAT KEPUTUSAN DIREKSI

Decree of the Board of Directors
Nomor SK Tanggal Perihal
Decree No Date Subject
001/EN/KPTS/000D/2021 12-Mar-21 SK Dirut Penetapan Tim Cost Optimization Untuk Pencapaian Target Laba RKAP Tahun 2021 PT Elnusa Tbk
March 21, 2021 PT Elnusa Tbk has issued a Decree of the President Director for Determining the Cost Optimization Team for
Achieving the RKAP Profit Target for 2021.
002/EN/KPTS/000D/2021 24-Mar-21 SK Dirut Tim IPO PHE
March 24, 2021 President Director’s Decree for the PHE IPO Team
003/EN/KPTS/000D/2021 15-Apr-21 SK Dirut Penghargaan Pemenang CIP dalam Forum CIP Elnusa dan Penghargaan Tambahan untuk Pemenang
April 15, 2021 dalam Forum UIIA dan APQA Tahun 2021
President Director’s Decree for the Elnusa CIP Winner Award and Additional Awards for Winners in the UIIA and
APQA Forums in 2021
004/EN/KPTS/000D/2021 24-May-21 SK Dirut Tim Penerapan Pelaporan Harta Kekayaan Penyelenggara Negara PT Elnusa Tbk
March 24, 2021 President Director’s Decree for the Application of PT Elnusa Tbk’s Reporting on Government Officials’ Wealth

005/EN/KPTS/000D/2021 24-May-21 SK Dirut Penerapan Wajib Lapor LKHPN
May 24, 2021 President Director’s Decree for the Implementation of the Mandatory Reporting of LKHPN
006/EN/KPTS/000D/2021 27-May-21 SK Dirut Tim AD HOC Contractor Safety Management System (CSMS)
May 27, 2021 President Director’s Decree for the AD HOC Safety Management Team (CSMS)
007/EN/KPTS/000D/2021 28-May-21 SK Dirut Tim Assessment SUPREME dan Survei Budaya HSSE 2020
May 28, 2021 President Director’s Decree for the 2020 SUPREME Assesment and HSSE Culture Survey
008/EN/KPTS/000D/2021 07-Jun-21 SK Dirut Dewan Mutu
June 7, 2021 President Director’s Decree for Quality Council
009/EN/KPTS/000D/2021 22-Jun-21 SK Dirut Pemberian Bantuan Uang Sekolah (BUS) tahun 2021
June 22, 2021 President Director’s Decree for the Provision of Tuition Assistance (BUS) in 2021
010/EN/KPTS/000D/2021 23-Jun-21 SK Dirut tentang Fungsi Kepatuhan Anti Penyuapan, Etika, dan GCG PT Elnusa Tbk
June 23, 2021 President Director’s Decree concerning the function of the Anti-Bribery, Ethics and GCG Compliance of PT
ELnusa Tbk
011/EN/KPTS/000D/2021 29-Jun-21 SK Tim QMA Berbasis KKEP SHU-OC 2021
June 29, 2021 Decree of QMA Team based on 2021 KKEP SHU-OC
012/EN/KPTS/000D/2021 26-Jul-21 SK Dirut Insentif Kinerja Final Tahun 2020
July 26, 2021 President Director’s Decree for the 2020 Final Performance Incentive
013/EN/KPTS/000D/2021 26-Jul-21 SK Dirut Insentif Kinerja Final Tahun 2020 Pekerja Outsourcing
July 26, 2021 President Director’s Decree for the 2020 Final Performance Incentive of Outsorcing Employee
014/EN/KPTS/000D/2021 07-Sep-21 SK Dirut KETENTUAN KERJA WORK FROM OFFICE (WFO) DAN WORK FROM HOME (WFH) BAGI PEKERJA DI
September 7, LINGKUNGAN PT ELNUSA TBK DAN GROUP
2021 President Director’s Decree for Work From Office and Work From Home Regulations for PT Elnusa Tbk and
Group Employees
015/EN/KPTS/000D/2021 27-Sep-21 SK Dirut tentang SUSUNAN ORGANISASI TIM INVESTGASI INSIDEN PT ELNUSA TBK
September 27, The President Director’s Decree regarding the Organizational Structure of the Investigation Team of PT Elnusa
2021 TBK
016/EN/KPTS/000D/2021 01-Oct-21 SK Organisasi SCM
October 1, 2021 Decree for SCM Organization
017/EN/KPTS/000D/2021 07-Oct-21 SK Komite HSSE PT Elnusa tbk
October 7, 2021 Decree for the HSSE Committee of PT Elnusa Tbk
018/EN/KPTS/000D/2021 12-Oct-21 SK Komite Sinergi
October 12, 2021 Decree for the Synergy Committee
019/EN/KPTS/000D/2021 01-Oct-21 Sk Dirut tentang Pelaksanaan Program Efisiensi Biaya SDM
October 1, 2021 President Director’s Decree regarding the Implementation of the HR Cost Efficiency Program
020/EN/KPTS/000D/2021 03-Nov-21 SK DIRUT
November 3, President Director’s Decree
2021
021/EN/KPTS/000D/2021 09-Dec-21 SK Pemberlakuan Pedoman Tata Tertib Administrasi
December 9, Decree of the Imposition of Administrative Rules of Procedure
2021
022/EN/KPTS/000D/2021 23-Dec-21 SK Pemberhentian Direktur keuangan dan administrasi PT Elnusa Petrofin dan Penujukan Staff Ahli direktur
December 23, Utama PT Elnusa Tbk
2021 Decree for Dismissal of Director of Finance and Administration of PT Elnusa Petrofin and Appointment of Expert
Staff of President Director of PT Elnusa Tbk
023/EN/KPTS/000D/2021 23-Dec-21 SK Pemberhentian Direktur Operasi dan Marketing PT Elnusa Petrofin dan Penujukan penujukan kembali
December 23, Direktur Operasi dan Marketing PT Elnusa Petrofin
2021 Decree for the Dismissal of the Director of Operations and Marketing of PT Elnusa Petrofin and the
reappointment of the Director of Operations and Marketing of PT Elnusa Petrofin
024/EN/KPTS/000D/2021 23-Dec-21 SK Penujukan Direktur Keuangan dan Administrasi PT Elnusa Petrofin
December 23, Decree for the appointment of the Director of Finance and Administration of PT Elnusa Petrofin
2021

SURAT EDARAN
Circular Letter
001/EN/EDR/000D.024H/2021 January 5, 2021 Dukungan PT Elnusa Tbk Terhadap Pemberlakuan Pembatasan Kegiatan Masyarakat (Ppkm) Periode Tanggal
January 5, 2021 11-25 Januari 2021
PT Elnusa Tbk Support for the Imposition of Community Activity Restrictions (PPKM) for the Period 11-25
January 2021
002/EN/EDR/000D.024H/2021 January 25, 2021 Perpanjangan Pemberlakuan Pembatasan Kegiatan Masyarakat (Ppkm) Dalam Upaya Pengendalian Penyebaran
January 25, 2021 Covid-19 Di Lingkungan PT Elnusa Tbk & Group
Extension of the Implementation of Restrictions on Community Activities (PPKM) in an Effort to Control the
Spread of COVID-19 in the PT Elnusa Tbk & Group Environment
003/EN/EDR/000D.024H/2021 February 10, 2021 Sanksi Indisipliner Pelanggaran Protokol Kesehatan Covid-19 Bagi Pekerja Di Lingkungan PT Elnusa Tbk & Group
February 10, 2021 Disciplinary Sanctions for Violation of the Covid-19 Health Protocol for Workers in PT Elnusa Tbk & Group
004/EN/EDR/000D.024H/2021 February 10, 2021 Larangan Berpergian Pada Tahun Baru Imlek 2021 Bagi Pekerja Di Lingkungan PT Elnusa Tbk & Group
February 10, 2021 Prohibition of Travel on the 2021 Chinese New Year for Workers In the Environment of PT Elnusa Tbk & Group
005/EN/EDR/000D.024H/2021 March 5, 2021 Program Hse 101
March 5, 2021 HSE 101 Program
006/EN/EDR/000D.024H/2021 March 9, 2021 Larangan Bepergian Pada Isra Mi’raj Nabi Muhammad Saw Dan Hari Raya Nyepi Bagi Pekerja Di Lingkungan
March 9, 2021 PT Elnusa Tbk & Group
Prohibition of Travel during Isra Mi’raj Prophet Muhammad SAW and the day Of Nyepi for Workers in the
Environment of PT Elnusa Tbk & Group
007/EN/EDR/000D.024H/2021 April 12, 2021 Waktu Kerja Puasa PT Elnusa Tbk & Group
April 12, 2021 Working hour of PT Elnusa Tbk & Group during Ramadhan
008/EN/EDR/005D.024H/2021 April 22, 2021 SE Larangan Mudik Idul Fittri 1442 H / Tahun 2021 Dan Mekanisme Perjalanan Dinas Bagi Pekerja Di Lingkungan
April 22, 2021 PT Elnusa Tbk & Group
Circular for the Prohibition of Homecoming for Eid Al-Fitr 1442 H / 2021 and the Mechanism of Official Travel
for Workers in PT Elnusa Tbk & Group
009/EN/EDR/005D.024H/2021 May 27, 2021 Protokol Covid-19 Kondisi New Normal Pekerja Dalam Pelaksanaan Kegiatan Pelatihan Dan Sertifikasi Secara
May 27, 2021 Tatap Muka
Covid-19 Protocol of New Normal Conditions for Workers in the Implementation of Face-to-Face Training and
Certification Activities
010/EN/EDR/005D.024H/2021 July 2, 2021 SE Direktur SDM & Umum Pemberlakuan Pembatasan Kegiatan Masyarakat (Ppkm) Darurat Corona Virus
July 2, 2021 Disease 2019 (Covid-19)
General Director’s Circular for the Imposition of Restrictions on Community Activities (PPKM) for Corona Virus
Disease 2019 (Covid-19) Emergency
011/EN/EDR/024H/2021 July 1, 2021 SE Program Asuransi Kesehatan Bagi Pekerja & Keluarga Pekerja PT. Elnusa Tbk Periode Tahun 2021 - 2022
July 1, 2021 Circular for Health Insurance Program of Workers & Workers’ Families of PT. Elnusa Tbk 2021 – 2022 Period
012/EN/EDR/005D.024H/2021 July 21, 2021 SE Direktur SDM & Umum Perpanjangan Pelaksanaan Wwfh Bagi Pekerja PT Elnusa Tbk & Group Di Lokasi Kerja
July 21, 2021 Yang Berada Pada Zona Merah-02Agustus 2021
General Director’s Circular for the extension of the WWFH Implementation of PT Elnusa Tbk & Group Workers
at Work Locations In the Red Zone August 2, 2021
013/EN/EDR/005D.024H/2021 July 30, 2021 SE Perubahan Hari Libur Nasional Dan Cuti Bersama Tahun 2021
July 30, 2021 Circular for Changes in National Holidays and Joint Leave in 2021
014/EN/EDR/005D.024H/2021 August 3, 2021 SE Perpanjangan Pelaksanaan Work From Home Bagi Pekerja PT Elnusa Tbk & Group Di Lokasi Kerja Yang
August 3, 2021 Berada Pada Zona Merah 09 Agustus
Circular for the Extension of Work From Home Implementation of PT Elnusa Tbk & Group Workers at Work
Locations Located in the Red Zone August 09
015/EN/EDR/000D.024H/2021 August 5, 2021 SE Penguatan Barrier Pencegahan Penyebaran Covid 19 Di Lingkungan PT Elnusa Tbk & Group
August 5, 2021 Circular for the Reinforcement of Barrier to Prevent the Spread of Covid 19 in PT Elnusa Tbk & Group
Environment
016/EN/EDR/005D.024H/2021 August 6, 2021 SE Pengendalian Biaya Tunjangan Supervisi Dan Tunjangan Scouting Di Divisi Grs
August 6, 2021 Circular for the Control of Supervision Allowance and Scouting Allowance Cost in Grs Division
017/EN/EDR/005D.024H/2021 August 10, 2021 SE Direktur SDM & Umum Perpanjangan Pelaksanaan Work From Home Bagi Pekerja PT Elnusa Tbk & Group Di
August 10, 2021 Lokasi Kerja Yang Berada Pada Zona Merah
General Director’s Circular for the extension of Work From Home Implementation of PT Elnusa Tbk & Group
Workers at Work Locations in The Red Zone
018/EN/EDR/005D.024H/2021 August 17, 2021 SE Direktur SDM & Umum Perpanjangan Pelaksanaan Work From Home Bagi Pekerja PT Elnusa Tbk & Group Di
August 17, 2021 Lokasi Kerja Yang Berada Pada Zona Merah
General Director’s Circular for the extension of Work From Home Implementation of PT Elnusa Tbk & Group
Workers at Work Locations in The Red Zone
019/EN/EDR/005D.024H/2021 August 24, 2021 SE Direktur SDM & Umum Tentang Perpanjangan Pelaksanaan Work From Home Bagi Pekerja PT Elnusa Tbk &
August 24, 2021 Group Di Lokasi Kerja Yang Berada Pada Level 3 Dan 4 Pemberlakuan Pembatasan Kegiatan Masyarakat
The Human Resources & General Affairs Director.s Regarding the Extension of Work From Home
Implementation of PT Elnusa Tbk & Group Workers At Work Locations At Levels 3 And 4 during the Imposition
of Restrictions on Community Activities
020/EN/EDR/005D.024H/2021 August 31, 2021 Perpanjangan Pelaksanaan Work From Home Bagi Pekerja PT Elnusa Tbk & Group Di Lokasi Kerja Yang Berada
August 31, 2021 Pada Level 3 Dan 4 Pemberlakuan Pembatasan Kegiatan Masyarakat-6 September
the Extension of Work From Home Implementation of PT Elnusa Tbk & Group Workers At Work Locations At
Levels 3 And 4 during the Imposition of Restrictions on Community Activities – September 6

021/EN/EDR/005D.024H/2021 September 7, Perpanjangan Pelaksanaan Wfh Bagi Pekerja PT Elnusa Tbk & Group Di Lokasi Kerja Yang Berada Pada Level 3 &
2021 4 Ppkm -13Sept 2021
September 7, The Extension of Work from Home Implementation of PT Elnusa Tbk & Group Workers At Work Locations At
2021 Levels 3 And 4 during the Imposition of Restrictions on Community Activities – September 13, 2021
022/EN/EDR/005D.024H/2021 September 14, Perpanjangan Pelaksanaan Wfh Bagi Pekerja PT Elnusa Tbk & Group Di Lokasi Kerja Yang Berada Pada Level 3 &
2021 4 Ppkm -20Sept 2021
September 14, The Extension of Work From Home Implementation of PT Elnusa Tbk & Group Workers At Work Locations At
2021 Levels 3 And 4 during the Imposition of Restrictions on Community Activities – September 20, 2021
023/EN/EDR/005D.024H/2021 September 21, SE Tentang Pelaksanaan Pekerjaan Bagi Pekerja PT Elnusa Tbk Kategori Wfo Flexibility Di Lokasi Kerja Yang
2021 Menerapkan Ppkm-4 Oktober 2021
September 21, Circular regarding Work Implementation for PT Elnusa Tbk Workers Category WFO Flexibility at Work Locations
2021 Implementing PPKM – October 4, 2021
024/EN/EDR/005D.024H/2021 October 4, 2021 SE Tentang Pelaksanaan Pekerjaan Bagi Pekerja PT Elnusa Tbk Kategori Wfo Flexibility Di Lokasi Kerja Yang
October 4, 2021 Menerapkan Ppkm-18 Oktober 2021
Circular regarding Work Implementation for PT Elnusa Tbk Workers Category WFO Flexibility at Work Locations
Implementing PPKM – October 18, 2021
025/EN/EDR/005D.024H/2021 October 19, 2021 SE tentang Pelaksanaan Pekerjaan Bagi Pekerja PT Elnusa Tbk Kategori WFO Flexibility di Lokasi Kerja yang
October 19, 2021 Menerapkan PPKM-1 November 2021
Implementing PPKM – November 1, 2021
026/EN/EDR/005D.024H/2021 November 2, 2021 SE tentang Pelaksanaan Pekerjaan Bagi Pekerja PT Elnusa Tbk Kategori WFO Flexibility di Lokasi Kerja yang
November 2, 2021 Menerapkan PPKM-15 November 2021
Implementing PPKM – November 15, 2021
027/EN/EDR/000D.024H/2021 November 12, SE Tingkatkan Kewaspadaan HSSE di Penghujung Th 2021
2021 Circular for the Improvement of HSSE Awareness at the End of 2021
November 12,
2021
028/EN/EDR/005D.024H/2021 December 15, SE_Implementasi Pelaksanaan Pekerjaan bagi Pekerja PT Elnusa Tbk & Group selama Periode Hari Raya Natal
2021 2021 dan Tahun Baru 2022 dalam Upaya Pengendalian Penyebaran COVID-19 di Lingkungan PT Elnusa Tbk &
December 15, Group
2021 Circular for the Implementation of Work of PT Elnusa Tbk & Group Employees during the 2021 Christmas and
New Year 2022 Period in Efforts to Control the Spread of COVID-19 in PT Elnusa Tbk & Group Environment
029/EN/EDR/005D.024H/2021 December 27, SE_Pelaksanaan Kegiatan Bepergian Ke Luar Daerah dan/atau Mudik, Istirahat Tahunan Selama Periode Hari
2021 Raya Natal Tahun 2021 dan Tahun Baru 2022
December 27, Circular for the Implementation of Activities for Traveling Outside the Region and/or Homecoming, Annual Rest
2021 During the 2021 Christmas and New Year 2022 Period
INFORMASI TENTANG KOMITE DI BAWAH COMMITTEES UNDER THE DIRECTORS

DIREKSI
Hingga akhir tahun 2021, Perseroan tidak memiliki komite yang berada Until the end of 2021, the Company has no committees under the
di bawah Direksi. Dengan demikian, tidak terdapat informasi terkait Board of Directors. Therefore, there is no information related to the
kinerja dan penilaian komite di bawah Direksi. Namun, pelaksanaan performance and evaluation of committees under the Board of Directors.
tugas dan tanggung jawab Direksi di dukung oleh Sekretaris Perusahaan, However, duties and responsibilities implementation of the Board of
serta Unit Audit Internal dan organ fungsional lainnya yang dipimpin Directors is supported by Corporate Secretary, as well as Internal Audit
oleh Vice president/Senior Manager. Penilaian kinerja terkait organ Unit and other functional organs led by the Vice President/Senior
pendukung dan organ fungsional lainnya yang berada di Bawah Direksi, Manager. Performance assessment related to supporting organs and
melekat pada hasil penilaian KPI Perseroan atau KPI masing-masing other functional organs under the Board of Directors is attached to
organ pendukung dan organ fungsional lainnya. assessment results of Corporate KPI or KPI of each supporting organ and
other functional organs.

Transparansi Informasi Dewan

Komisaris dan Direksi
Information Transparency on the Board of Commissioners
and the Board Directors
HUBUNGAN DEWAN KOMISARIS DAN DIREKSI RELATIONSHIP BETWEEN THE BOARD OF

COMMISSIONERS AND THE BOARD OF
DIRECTORS
Dalam mewujudkan fungsi check & balance di Perusahaan, Dewan In realizing check & balance function in the Company, the Board
Komisaris dan Direksi memiliki hubungan dalam pelaksanaan tugas dan of Commissioners and the Board of Directors have relationship in
tanggung jawabnya sebagaimana diamanahkan dalam Anggaran Dasar performing duties and responsibilities as mandated in the Company’s
Perseroan, Pedoman Kerja/Board Manual Dewan Komisaris dan Direksi Articles of Association, Work Guidelines/Board Manuals for the Board of
serta Peraturan Perundang-undangan yang berlaku. Hubungan Dewan Commissioners and the Board of Directors as well as applicable laws and
Komisaris dengan Direksi dapat mencakup tetapi tidak terbatas pada regulations. Relationship between the Board of Commissioners and the
hal-hal antara lain sebagai berikut: Board of Directors may include but is not limited to the following matters:
1. Dewan Komisaris menyetujui secara tertulis usulan Direksi 1. The Board of Commissioners approves the written Board of
mengenai RJPP, RKAP, Pengangkatan dan pemberhentian Kepala Directors proposal regarding RJPP, RKAP, Appointment and dismissal
Satuan Pengawasan Intern & Sekretaris Perusahaan serta hal-hal of the Head of Internal Audit Unit & Corporate Secretary as well as
lain sebagaimana tercantum dalam Anggaran Dasar Perseroan dan other matters as stated in the Company’s Articles of Association and
peraturan perundang-undangan yang berlaku; the applicable laws and regulations;
2. Direksi wajib menyampaikan laporan berkala kepada Dewan 2. The Board of Directors is required to submit periodic reports to the
Komisaris sebagai fungsi pengawasan Dewan Komisaris terhadap Board of Commissioners as supervisory function of the Board of
kebijakan pengurusan Perseroan serta bersama-sama dengan Commissioners on the Company management policies and together
Direksi menyampaikan Laporan tahunan kepada RUPS; with the Board of Directors submit annual report to the GMS;
3. Dewan Komisaris wajib mengadakan rapat bersama Direksi dalam 3. The Board of Commissioners is required to hold meeting with the
rangka mengikuti perkembangan kegiatan Perseroan, memberikan Board of Directors in order to follow activities development of the
pendapat, saran dan nasihat kepada Direksi dalam melakukan Company, provide opinions, suggestions and advice to the Board of
pengurusan Perseroan; Directors in managing the Company;
4. Dewan Komisaris bersama dengan Direksi melakukan kajian Visi dan 4. The Board of Commissioners together with the Board of Directors
Misi Perusahaan; review the Company’s Vision and Mission;
5. Apabila diperlukan, Dewan Komisaris dibantu Direksi dalam proses 5. If necessary, the Board of Commissioners is assisted by the Board of
penunjukan calon auditor eksternal sesuai dengan ketentuan Directors in the process of appointing candidate for external auditor
pengadaan barang & jasa, dan penunjukan penilai (assessor) according to provisions for the procurement of goods & services,
independen dalam proses asesmen penerapan GCG di Perseroan; and the appointment of independent assessor in the process of
assessing GCG implementation in the Company;
6. Dewan Komisaris berhak memperoleh akses atas informasi 6. The Board of Commissioners has the right to obtain access to
Perseroan secara tepat waktu, terukur, dan lengkap; Company information in a timely, measurable and complete
manner;
7. Dengan pemberitahuan terlebih dahulu sebelumnya, Dewan 7. With prior notification, the Board of Commissioners may attend the
Komisaris dapat menghadiri rapat Direksi dan memberikan meeting of the Board of Directors and provide views on the matters
pandangan-pandangan terhadap hal-hal yang dibicarakan; discussed;
8. Hal-hal lainnya sebagaimana tercantum dalam Pedoman Kerja/ 8. Other matters as stated in the Board Manual for the Board of
Board Manual Dewan Komisaris dan Direksi serta Anggaran Dasar Commissioners and the Board of Directors as well as the Company’s
Perseroan dan peraturan perundang-undangan yang berlaku. Articles of Association and the prevailing laws and regulations.
Tugas dan tanggung jawab yang terkait hubungan Dewan Komisaris dan Duties and responsibilities related to the relationship between the
Direksi tersebut telah dilaksanakan oleh Perseroan secara efektif dan Board of Commissioners and the Board of Directors have been carried
sesuai Anggaran Dasar, Pedoman Kerja/Board Manual Dewan Komisaris out by the Company effectively and in line with Articles of Association,
dan Direksi. Work Guidelines/Board Manual for the Board of Commissioners and the
Board of Directors.

Hubungan Afiliasi antar Anggota
Dewan Komisaris, Direksi
dan/atau Pemegang Saham
Pengendali
Affiliation among Members of the Board of Commissioners,
the Board of Directors and/or Controlling Shareholders
PEMEGANG SAHAM UTAMA, PEMEGANG MAJOR SHAREHOLDERS, CONTROLLING

SAHAM PENGENDALI, HINGGA NAMA PEMILIK SHAREHOLDERS, UNTIL THE NAME OF THE
AKHIR FINAL OWNER
Pemegang Saham Utama/Pengendali Perseroan adalah PT Pertamina The Company’s Main/Controlling Shareholder is PT Pertamina Hulu
Hulu Energi dengan kepemilikan sebesar 51,10%. PT Pertamina Hulu Energi with 51.10% ownership. PT Pertamina Hulu Energi (PHE) is
Energi (PHE) merupakan anak perusahaan PT Pertamina (Persero) a subsidiary of PT Pertamina (Persero) which manages portfolio of
yang mengelola portofolio blok-blok migas di dalam dan luar negeri, domestic and foreign oil and gas blocks, and is engaged in downstream
serta bergerak di kegiatan usaha hilir migas dan services. Sementara oil and gas business activities and services. Meanwhile, PT Pertamina
PT Pertamina (Persero) adalah perusahaan energi nasional yang 100% (Persero) is national energy company with 100% share ownership is
kepemilikan sahamnya dimiliki oleh Pemerintah Republik Indonesia, owned by the Government of the Republic of Indonesia, through the
melalui Kementerian Negara Badan Usaha Milik Negara (BUMN) selaku Ministry of State-Owned Enterprises (SOE) as the Shareholder’s Proxy.
Kuasa Pemegang Saham. Dengan demikian, entitas induk tertinggi, atau Thus, the ultimate parent entity of the Company is the Government of
ultimate parent entity Perseroan adalah Pemerintah Republik Indonesia. the Republic of Indonesia.
PENGUNGKAPAN HUBUNGAN AFILIASI ANTARA DISCLOSURE OF AFFILIATION AMONG THE

DIREKSI, DEWAN KOMISARIS, DAN PEMEGANG BOARD OF DIRECTORS, THE BOARD OF
SAHAM UTAMA/PENGENDALI COMMISSIONERS, AND MAJOR/CONTROLLING
SHAREHOLDERS
Pemegang Saham Pengendali, Dewan Komisaris dan Direksi saling The Controlling Shareholders, the Board of Commissioners and the
menghormati pelaksanaan tugas, tanggung jawab, dan wewenang Board of Directors respect each other in running respective duties,
masing-masing sesuai peraturan perundang-undangan dan Anggaran responsibilities and authorities in accordance with the laws and
Dasar. Dewan Komisaris dan Direksi Perseroan memiliki pedoman regulations and the Articles of Association. The Board of Commissioners
dan tata tertib kerja yang mencantumkan antara lain tanggung jawab, and Board of Directors of the Company have work guidelines
kewajiban, wewenang, dan hak masing-masing. and procedures which include, among others, their respective
responsibilities, obligations, authorities and rights.
Sesuai dengan Anggaran Dasar Perseroan dan Pedoman Kerja Dewan Based on the Company’s Articles of Association and the Board Manual,
Komisaris dan Direksi (Board Manual) setiap anggota Dewan Komisaris each member of the Board of Commissioners and Board of Directors is
dan Direksi dilarang untuk memiliki hubungan keluarga sedarah sampai prohibited from having family relationship up to the third degree, either
dengan derajat ketiga, baik menurut garis lurus maupun garis ke samping vertically or horizontally or in a marital relationship (child-in-law or in-
atau hubungan semenda (menantu atau ipar) dengan Anggota Dewan laws) with other members of the Board of Commissioners and/or the
Komisaris dan/atau Direktur lainnya. Board of Directors.
Setiap anggota Dewan Komisaris dan Direksi yang baru menjabat juga Every new member of the Board of Commissioners and Board of
diwajibkan untuk membuat surat pernyataan terkait dengan pemenuhan Directors is also required to make statement relating to requirements
persyaratan yang wajib dipenuhi oleh setiap anggota Dewan Komisaris fulfillment that must be fulfilled by each member of the Board of
dan Direksi, dimana diantaranya adalah menyatakan status hubungan Commissioners and the Board of Directors, which among others is to
afiliasi, dan hubungan kepengurusan di perusahaan lain. Hal ini untuk state the status of affiliation and management relationships in other
memastikan tidak adanya rangkap jabatan yang dapat menimbulkan companies. This is to ensure there are no concurrent positions that can
benturan kepentingan secara langsung atau tidak langsung dengan lead to direct or indirect conflict of interests with the Company or those
Perseroan atau yang bertentangan dengan ketentuan peraturan are in conflict with the provisions of the applicable laws and regulations
perundang-undangan yang berlaku dan Anggaran Dasar Perseroan. and the Company’s Articles of Association.

Hubungan Keluarga dengan Hubungan Keuangan dengan

Family Relationship with Family Relationship with
Pemegang Saham Pemegang Saham
Nama Utama/Pengendali Utama/Pengendali
Name Dewan Komisaris Dewan Komisaris
Direksi Perseroan Direksi Perseroan
Board of Board of
Board of Directors Major Shareholders/ Board of Directors Major Shareholders/
Commissioners Commissioners
Controller of the Controller of the
Company Company
Agus Prabowo x x x x x x
Lusiaga Levi Susila x x x x x x
Anis Baridwan x x x x x x
Wakhid Hasyim x x x x x x
John Hisar Simamora x x x x x x
Bachtiar Soeria Atmadja x x x x x x
Charles Harianto x x x x x x
Lumbantobing
Ratih Esti Prihatini x x x x x x
Tenny Elfrida x x x x x x
√ = ada hubungan | has affiliation
x = tidak ada hubungan | has no affiliation
Rapat Dewan Komisaris dan

Direksi
Board of Commissioners and Board of Directors Meeting
MEKANISME RAPAT DEWAN KOMISARIS DAN OF COMMISSIONERS AND MEETING OF THE

RAPAT DEWAN KOMISARIS BERSAMA DIREKSI BOARD OF COMMISSIONERS WITH THE BOARD
OF DIRECTORS
Pelaksanaan rapat Dewan Komisaris mengacu pada Anggaran Dasar Meeting of the Board of Commissioners refers to the Company’s Articles
Perseroan dan Peraturan Otoritas Jasa Keuangan No. 33/POJK.04/2014 of Association and Financial Services Authority Regulation No. 33/
tanggal 8 Desember 2014 mengenai Direksi dan Dewan Komisaris POJK.04/2014 dated December 8, 2014 regarding the Board of Directors
Emiten atau Perusahaan Publik. Dalam peraturan tersebut disebutkan and Board of Commissioners of Issuers or Public Company. The regulation
bahwa Dewan Komisaris wajib mengadakan Rapat paling kurang 1 (satu) states that the Board of Commissioners is obliged to hold meeting at
kali dalam 2 (dua) bulan dan mengadakan rapat bersama Direksi secara least 1 (one) time in 2 (two) months and hold regular meetings with
berkala paling kurang 1 (satu) kali dalam 4 (empat) bulan. Disamping the Board of Directors at least 1 (one) time in 4 (four) months. Also, the
itu Dewan Komisaris dapat mengadakan rapat sewaktu-waktu atas Board of Commissioners may hold meetings at any time at the request
permintaan 1 (satu) atau beberapa anggota Dewan Komisaris atau of 1 (one) or several the Board of Commissioners members or the Board
Direksi, dengan menyebutkan hal-hal yang akan dibicarakan. of Directors, by stating the matters to be discussed.
Dewan Komisaris dapat juga mengambil keputusan yang sah tanpa The Board of Commissioners may also make valid decisions without
mengadakan Rapat Dewan Komisaris dengan ketentuan semua anggota holding Board of Commissioners Meeting provided that all Board of
Dewan Komisaris telah diberitahu secara tertulis dan semua anggota Commissioners members have been notified in writing and all the Board
Dewan Komisaris memberikan persetujuan mengenai usul yang diajukan of Commissioners members have given their approval of the proposal
secara tertulis serta menandatangani persetujuan tersebut. submitted in writing and signed the agreement.
Rapat Dewan Komisaris terdiri atas: Meetings of the Board of Commissioners consist of:
1. Rapat Dewan Komisaris yang terdiri dari Rapat Internal Dewan 1. Board of Commissioners Meeting including Internal Meeting of the
Komisaris Board of Commissioners
2. Rapat Dewan Komisaris dengan mengundang Direktur terkait dan 2. Meeting of the Board of Commissioners by inviting relevant Board
manajemen. of Directors and management.

3. Rapat Dewan Komisaris bersama Direksi yaitu Rapat Dewan 3. Meeting of the Board of Commissioners with the Board of Directors,
Komisaris bersama Direksi yang dihadiri Corporate Secretary dan namely the Meeting of the Board of Commissioners with the Board
Sekretaris Dewan Komisaris. of Directors attended by Corporate Secretary and Secretary to the
Board of Commissioners.
RAPAT DEWAN KOMISARIS MEETING OF THE BOARD OF COMMISSIONERS

Sesuai Anggaran Dasar Perseroan, rapat Dewan Komisaris diadakan Based on the Company’s Articles of Associatio, meeting of the Board
sekurang-kurangnya sekali setiap 2 (dua) bulan. Pemanggilan rapat of Commissioners is held at least once every 2 (two) months. Meeting
dilakukan oleh Komisaris Utama dan disampaikan paling lambat 5 (lima) invitation is made by the President Commissioner and submitted no later
hari sebelum rapat diadakan, dengan tidak memperhitungkan tanggal than 5 (five) days prior to the meeting is held, excluding the date of the
pemanggilan dan tanggal rapat, atau dalam waktu yang lebih singkat invitation and the date of the meeting, or in a shorter time in case it is
jika dalam keadaan mendesak. Rapat Dewan Komisaris adalah sah in an urgent situation. Meetings of the Board of Commissioners are valid
dan berhak mengambil keputusan yang mengikat apabila dihadiri atau and have the right to make binding decisions if attended or represented
diwakili oleh paling kurang 2/3 (dua per tiga) dari jumlah anggota Dewan by more than 2/3 (two third) of the total Board of Commissioners
Komisaris. members.
Bahan rapat disampaikan kepada peserta rapat paling lambat 5 (lima) Meeting materials are submitted to meeting participants no later than
hari sebelum rapat diselenggarakan. Jika rapat yang diselenggarakan di 5 (five) days before the meeting is held. In the event meeting is held
luar jadwal yang telah disusun, bahan rapat disampaikan kepada peserta outside of the predetermined schedule, the meeting materials are
rapat paling lambat sebelum rapat diselenggarakan. submitted to the meeting participants no later than before the meeting
is held.
Rapat Internal Dewan Komisaris dipimpin oleh Komisaris Utama, dalam Internal Meeting of the Board of Commissioners is chaired by the
hal Komisaris Utama tidak dapat hadir atau berhalangan, rapat Dewan President Commissioner, in the event that the President Commissioner is
Komisaris dipimpin oleh seorang anggota Dewan Komisaris lainnya unable to attend, the meeting of the Board of Commissioners is chaired
yang ditunjuk oleh Komisaris Utama. Dalam hal Komisaris Utama tidak by another member of the Board of Commissioners appointed by the
melakukan penunjukan, maka anggota Dewan Komisaris yang paling President Commissioner. In the event that President Commissioner
lama menjabat sebagai anggota Dewan Komisaris bertindak sebagai makes no appointment, the Board of Commissioners member who has
pimpinan Rapat Dewan Komisaris. Dalam hal anggota Dewan Komisaris been longer serving as the Board of Commissioners member will act as
yang paling lama menjabat lebih dari satu orang, maka yang memimpin chairman of the Board of Commissioners Meeting. In the event that the
rapat adalah anggota Dewan Komisaris yang tertua dalam usia. longest serving member of the Board of Commissioners is more than
one person, the chairperson of the meeting is the oldest member of the
Pada tahun 2021, Rapat Internal Dewan Komisaris 2021 dipimpin oleh 2021 Internal Meeting of the Board of Commissioners was chaired by
Komisaris Utama. Rapat Dewan Komisaris 2021 telah diagendakan the President Commissioner. 2021 meeting Board of Commissioners had
sebelum tahun berjalan yang dituangkan di dalam program kerja Dewan been scheduled before the current year in the Board of Commissioners
Komisaris tahun 2021. Selama tahun 2021, Rapat Internal Dewan 2021 work program. During 2021, the Company held 14 (fourteen)
Komisaris telah dilakukan sebanyak 14 (empat belas) kali. Meetings of the Board of Commissioners.
AGENDA DAN KEHADIRAN DEWAN KOMISARIS DALAM RAPAT INTERNAL

Agenda and Attendance of the Board of Commissioners at Internal Meetings
Tanggal Agenda Rapat Agus Lusiaga Levi Anis Antonius Wakhid
No
Date Meeting Agenda Prabowo Susila Baridwan Ratdomopurbo1) Hasyim2)
1 6 Januari 2021 1. Agenda terbatas √ √ √ √
January 6, 2021 1. Limited agenda
2 25 Januari 2021 1. Tren model investasi √ √ √ √
January 25, 2021 2. Laporan kinerja bulanan
1. Investment model trends
2. Monthly performance report
3 24 Februari 2021 1. Tren model investasi √ √ √ √
February 24, 2021 2. Laporan kinerja bulanan
2. Monthly report
4 25 Maret 2021 1. Laporan kinerja bulanan √ √ √ √
March 25, 2021 2. Rencana investasi
2. Investment plan

Tanggal Agenda Rapat Agus Lusiaga Levi Anis Antonius Wakhid

No
Date Meeting Agenda Prabowo Susila Baridwan Ratdomopurbo1) Hasyim2)
5 3 Mei 2021 1. Rencana investasi √ √ √ √
May 3, 2021 2. Rencanan RUPS Tahunan Tahun Buku 2020
1. Investment plan
2. 2020 Fiscal Year General Meeting Plan
6 24 Mei 2021 1. Agenda terbatas √ √ √ √
May 24, 2021 1. Limited agenda
7 31 Mei 2021 1. Agenda terbatas √ √ √ √
May 31, 2021 1. Limited agenda
8 2 Juni 2021 1. Agenda terbatas √ √ √ √
June 2, 2021 1. Limited agenda
9 24 Juni 2021 1. Laporan kinerja bulanan √ √ √ √
June 24, 2021 2. Rencana RUPS Tahunan Tahun Buku 2020
3. Agenda terbatas
2. 2020 Fiscal Year General Meeting Plan
3. Limited agenda
10 29 Juli 2021 1. Laporan kinerja bulanan √ √ √ √
July 29, 2021 2. Komite-komite di bawah Dewan Komisaris
2. Committees under the Board of
Commissioners
11 27 Agustus 2021 1. Laporan kinerja bulanan √ √ √ √
August 27, 2021 2. Monitoring Manajemen Risiko
2. Risk Management Monitoring
12 2 September 2021 1. Agenda terbatas √ √ √ √
September 2, 2021 1. Limited agenda
13 2 November 2021 1. Agenda terbatas √ √ √ √
November 2, 2021 1. Limited agenda
14 21 Desember 2021 1. Laporan kinerja bulanan √ √ √ √
December 21, 2021 2. Strategic issues
2. Strategic issues
√ = hadir | present
x = tidak hadir | not present
1) Berhenti menjabat sebagai Komisaris sejak tanggal 21 Juli 2021

No longer serving as Commissioner since July 21, 2021
2) Menjabat sebagai Komisaris sejak tanggal 21 Juli 2021
Serving as Commissioner since July 21, 2021
RAPAT DIREKSI MEETING OF THE BOARD OF DIRECTORS

Sesuai dengan ketentuan pada Anggaran Dasar Perseroan dan Board In accordance with the provisions of the Company’s Articles of
Manual, Direksi wajib mengadakan rapat internal paling kurang 1 (satu) Association and the Board Manual, the Board of Directors is required
kali dalam setiap bulan. Rapat dilakukan untuk membicarakan mengenai to hold an internal meeting at least once a month. Meetings are held to
hal-hal strategis atau operasional. Strategis artinya adalah hal-hal yang discuss strategic or operational matters. Strategic means matters that
diputuskan dengan memerlukan diterbitkannya surat keputusan Direksi are decided by requiring the issuance of a decision letter from the Board
atau memo Direksi yang berdampak pada semua unit kerja. Sedangkan of Directors or a memo from the Board of Directors that has an impact
operasional, artinya hal-hal yang berkenaan dengan tindak lanjut yang on all work units. While operational, it means matters relating to the
diperlukan untuk pelaksanaan keputusan strategis. follow-up actions needed for the implementation of strategic decisions.
Materi rapat disiapkan oleh Sekretaris Perusahaan dan disampaikan Meeting materials are prepared by the Corporate Secretary and
paling lambat lima hari sebelum rapat diselenggarakan. Materi rapat submitted no later than five days prior to the meeting date. Meeting
disampaikan bersamaan dengan penyampaian undangan rapat. Semua materials are sent along with the meeting invitation. All decisions at the
keputusan dalam rapat Direksi diambil dengan musyawarah untuk Board of Directors meeting are taken by deliberation to reach consensus.
mufakat. Apabila tidak tercapai musyawarah mufakat, maka keputusan If the meeting of the Board of Directors cannot reach a consensus, then
diambil dengan pemutuan suara berdasarkan suara setuju paling sedikit the decision is taken by voting, based on the affirmative vote of at least
½ (satu per dua) dari jumlah suara yang dikeluarkan dalam rapat. (one half) of the total votes cast at the meeting.
Di sepanjang tahun 2021, Direksi melaksanakan rapat sebanyak 72 Throughout 2021, the Board of Directors held 72 meetings. Following are
kali. Berikut disampaikan agenda dan risalah rapat, kehadiran, serta the agenda and minutes of meetings, attendance, and a recapitulation
rekapitulasi tingkat kehadiran Direksi dalam rapat-rapat tersebut. of the level of attendance of the Board of Directors in these meetings.

RISALAH DAN KEHADIRAN RAPAT DIREKSI
Minutes and Attendance of Board of Directors Meeting
Tanggal
No Agenda
Date
1 Selasa, 5 Januari 2021 1. Pemaparan Proyek oleh tim EPC OM 1. Project Presentation by EPC OM team
Tuesday, January 5, 2021 2. Rapat terkait Safety 2. Safety related meeting
2 Rabu, 20 Januari 2021 1. Persetujuan Investasi 1. Investment Approval
Wednesday, January 20, 2021 2. Pemaparan Proyek oleh tim EPC OM 2. Project Presentation by EPC OM team
3. Persetujuan dan Rapat Terkait AGNI 3. Approval and Meetings Related to AGNI
4. Persiapa Materi Rapat Kinerja 4. Preparation of Performance Meeting Materials
3 Rabu, 27 Januari 2021 1. Pemaparan Pengembangan Bisnis oleh EPC OM 1. Business Development Presentation by EPC OM
Wednesday, January 27, 2021 2. Progress Report Investasi 2. Report of Investment Progress
3. Konsorsium Proyek oleh tim OFS dan EPC OM 3. Project Consortium by OFS and EPC OM team
4. Rapat Persetujuan KPI 4. KPI Approval Meeting
4 Selasa, 2 Februari 2021 1. Pengajuan Rekomendasi oleh Tim SPCM 1. Submission of Recommendations by the SPCM Team
Tuesday, February 2, 2021 2. Persetujuan KPI 2. KPI approval
3. Pemaparan arahan Dewan Komisaris 3. Presentation of the direction of the Board of
Commissioners
5 Rabu, 3 Februari 2021 1. Updated Progress Workshop 1. Updated Workshop Progress
Wednesday, February 3, 2021 2. Updated Progress Bisnis ICT dan Smart Water Meter 2. Updated ICT and Smart Water Meter Business Progress
3. Updated Progress MSA CTU 3. Updated MSA CTU Progress
6 Kamis, 4 Februari 2021 Pemaparan Proposal Kerja Sama Cooperation Proposal Presentation
7 Selasa, 9 Februari 2021 1. Pembahasan Kebijakan Pajak Karyawan 1. Discussion of Employee Tax Policy
2. Pembahasan Signature Authorization Matrix (SAM) 2. Discussion of Signature Authorization Matrix (SAM)
3. Pemaparan Proyek Pengembangan Usaha 3. Business Development Project Presentation
4. Updated SCU Project Progress
8 Rabu, 17 Februari 2021 Pembahasan Human Capital Human Capital Discussion
9 Kamis, 18 Februari 2021 1. Pembahasan Open Space Concept 1. Discussion of Open Space Concept
2. Pembahasan Pengalihan Asset 2. Discussion on Asset Transfer
10 Rabu, 3 Februari 2021 1. Updated progress Penilaian Kinerja 1. Updated progress of Performance Assessment
2. Pembahasan Pengalihan Aset EMR 2. Discussion on Transfer of EMR Assets
11 Selasa, 23 Februari 2021 1. Pembahasan Laporan HSSE 1. Discussion of the HSSE Report
2. Pengajuan Investasi 2. Investment Submission
3. Progress ARSR 2020 dan Proposal Jadwal RUPST 3. Progress of ARSR 2020 and Proposal of AGMS Schedule
12 Kamis, 25 Februari 2021 Pengajuan Investasi Investment Submission
13 Selasa, 2 Maret 2021 1. Updated Progress SCM 1. Updated SCM Progress
2. Pembahasan Investasi OFS 2. Discussion of OFS Investment
3. Pembahasan Pelaksanaan RUPS Tahunan 3. Discussion on the Implementation of the Annual GMS
14 Kamis, 4 Maret 2021 Pembahasan Investasi Investment Discussion
15 Selasa, 9 Maret 2021 1. Pembahasan KPI lanjutan 1. Further discussion of KPI
3. Pengajuan Proyek 3. Project Submission
16 Rabu, 10 Maret 2021 1. Pengajuan Investasi 1. Investment Submission
2. Pembahasan CoC 2. Discussion of CoC
17 Jumat, 12 Maret 2021 Pemaparan RJPP RJPP Presentation
18 Selasa, 16 Maret 2021 Pemaparan Kebijakan Human Capital Human Capital Policy Presentation
19 Rabu, 17 Maret 2021 Pemaparan Proyek oleh Tim EPC OM Project Presentation by OM EPC Team
20 Selasa, 23 Maret 2021 1. Pengajuan dan Pemaparan Proyek 1. Project Submission and Presentation
2. Pembahasan CoC 2. Discussion of CoC
21 Selasa, 30 Maret 2021 1. Pemaparan Proyek 1. Project Presentation
2. Pengajuan investasi untuk proyek 2. Submission of investment for the project
3. Pemaparan Kebijakan HSE 3. HSE Policy Presentation
22 Rabu, 7 Maret 2021 Pembahasan Kebijakan Karyawan Employee Policy Discussion
23 Kamis, 8 April 2021 Pengajuan Investasi Investment Submission
24 Selasa, 13 April 2021 1. Pengajuan Pengembangan Bisnis 1. Business Development Submission
3. Persetujuan RJPP 3. RJPP approval
25 Rabu, 14 April 2021 Rencana Investasi Investment Plan
26 Selasa, 20 April 2021 1. Rencana Investasi 1. Investment Plan
2. Pengajuan Penetapan Harga 2. Submission of Pricing
3. Progress Report Asset Management 3. Progress Report Asset Management
27 Kamis, 29 April 2021 1. Update Progress RJPP 1. Update RJPP Progress
2. Pemaparan Mekanisme Kontrak 2. Contract Mechanism Exposure
3. Pembahasan Kebijakan Karyawan 3. Employee Policy Discussion

Tanggal
No Agenda
Date
28 Selasa, 4 Mei 2021 1. Rencana Investasi 1. Investment Plan
2. Pembahasan Tata Kelola 2. Governance Discussion
29 Rabu, 5 Mei 2021 1. Pemaparan Proyek oleh tim GRS 1. Project Presentation by GRS team
2. Updated Investasi 2. Updated Investment
3. Proposal Investasi 3. Investment Proposal
30 Senin, 10 Mei 2021 Pengajuan Efisiensi Submission of Efficiency
31 Selasa, 11 Mei 2021 1. Pemaparan WBS 1. WBS Presentation
2. Pemaparan Program 2. Program Presentation
3. Rencana Investasi 3. Investment Plan
32 Selasa, 18 Mei 2021 1. Updated WBS 1. Updated WBS
2. Pembahasan Efisiensi 2. Efficiency Discussion
3. Pembahasan Karyawan 3. Employee Discussion
33 Jumat, 21 Mei 2021 Pembahasan Analisis Rent or Buy Discussion of Rent or Buy Analysis
34 Kamis, 27 Mei 2021 Penyampaian Isu Strategis Submission of Strategic Issues
35 Selasa, 8 Juni 2021 1. Pembahasan RUPS Anak Perusahaan 1. Discussion of Subsidiary GMS
2. Pembahasan Bisnis Keagenan 2. Agency Business Discussion
3. Persetujuan Perubahan CoC 3. Approval of Changes to CoC
4. Pembahasan Human Capital 4. Discussion of Human Capital
36 Senin, 14 Juni 2021 Pengajuan Bisnis Business Submission
37 Selasa, 15 Juni 2021 1. Pembahasan Utilitas Aset 1. Asset Utility Discussion
3. Pembahasan Proyek EPC OM 3. Discussion of the EPC OM Project
38 Rabu, 23 Juni 2021 1. Persiapan Materi Rakom 1. Preparation of Materials for BOC Meeting
2. Rencana Inveatasi 2. Investment Plan
3. Pengajuan Proyek oleh Tim OFS 3. Project Submission by OFS Team
39 Senin, 28 Juni 2021 1. Rencana Investasi 1. Investment Plan
2. Pemaparan Proyek 2. Project Presentation
3. Pengajuan Proyek 3. Project Submission
40 Selasa, 29 Juni 2021 1. Pengajuan Program oleh Tim Risk Management 1. Program Submission by the Risk Management Team
2. Pengajuan Proyek oleh Tim OFS 2. Project Submission by OFS . Team
4. Pembahasan Materi Kontrak 4. Discussion of Contract Material
41 Rabu, 30 Juni 2021 1. Rencana Investasi 1. Investment Plan
2. Updated Persiapan RUPS dan Penerapan LHKPN 2. Updated GMS Preparation and LHKPN Implementation
3. Pengajuan Kerjasama AGNI 3. Application for AGNI Cooperation
42 Jumat, 2 Juli 2021 1. Rencana Investasi Aset 1. Asset Investment Plan
2. Rencana Investasi Labolatorium 2. Laboratory Investment Plan
3. Pengajuan Kerjasama AGNI 3. Application for AGNI Cooperation
43 Selasa, 6 Juli 2021 1. Pembahasan WBS 1. WBS discussion
2. Pembahasan Risk Management 2. Risk Management Discussion
3. Pembahasan Pengajuan Proyek 3. Discussion on Project Submission
4. Updated Top Risk 4. Updated Top Risk
44 Selasa, 13 Juli 2021 1. Pembahasan Struktur Organisasi 1. Discussion of Organizational Structure
2. Update Progres WBS 2. WBS Progress Update
45 Jumat, 23 Juli 2021 1. Pembahasan Kontrak Aset 1. Asset Contract Discussion
2. Pembahasan Human Capital 2. Human Capital Discussion
46 Senin, 26 Juli 2021 1. Pembahasan Proyek oleh Tim EPC OM 1. Project Discussion by OM EPC Team
2. Pembahasan internal Direksi 2. Internal discussion of the Board of Directors
47 Rabu, 28 Juli 2021 Persiapan Proyek Project Preparation
48 Kamis, 29 Juli 2021 1. Pembahasan Aset Manamement 1. Discussion on Asset Management
3. Updated Inventory Value 3. Updated Inventory Value
49 Selasa, 3 Agustus 2021 1. Laporan Hasil WBS 1. WBS Results Report
2. Pembahasan Penanganan Covid 2. Discussion on Covid Handling
50 Rabu, 4 Agustus 2021 1. Pembahasan Pelakasanaan HUT 1. Discussion on the Implementation of the Anniversary
51 Jumat, 6 Agustus 2021 1. Pembahasan HSE 1. HSE discussion
52 Senin, 9 Agustus 2021 1. Pembahasan KPI 1. KPI discussion
2. Persiapan RUPS Kedua 2. Preparation for the Second GMS
53 Senin, 16 Agustus 2021 1. Pembahasan Aset 1. Asset Discussion
2. Analisis Kontrak 2. Contract Analysis
3. Progress Report Proyek oleh Tim EPC OM 3. Project Progress Report by OM EPC Team

Tanggal
No Agenda
Date
54 Senin, 23 Agustus 2021 Laporan Hasil Audit Audit Result Report
55 Selasa, 24 Agustus 2021 1. Pengajuan Proyek 1. Project Submission
3. Pemaparan Materi Rakom Kinerja 3. Presentation of Rakom Performance Materials
56 Kamis, 26 Agustus 2021 1. Progress Report Collection Progeam 1. Progress Report Collection Program
2. Pembahasan Safe Manhours & Safety Gifts 2. Discussion on Safe Manhours & Safety Gifts
57 Senin, 30 Agustus 2021 1. Pembahasan Proyek 1. Project Discussion
2. Pembahasan WBS 2. WBS discussion
58 Selasa, 31 Agustus 2021 1. Pemaparan Pemasok 1. Supplier Exposure
3. Pembahasan Proyek oleh tim ECQM 3. Project Discussion by ECQM Team
59 Selasa, 7 September 2021 Rencana Investasi Investment Plan
60 Rabu, 8 September 2021 Pembahasan HUT Elnusa Elnusa Anniversary Discussion
61 Selasa, 14 September 2021 1. Pembahasan RKAP 1. Discussion on RKAP
4. Updated Report Proyek oleh Tim EPC OM 4. Updated Project Report by OM EPC Team
62 Rabu, 15 September 2021 1. Pengajuan Investasi Aset 1. Asset Investment Submission
2. Pembahasan Rencana Strategis 2. Strategic Plan Discussion
63 Selasa, 21 September 2021 1. Pembahasan Perencanaan oleh Tim GRS, OFS dan PMGA 1. Planning Discussion by GRS, OFS and PMGA Team
2. Updated Proyek 2. Updated Project
64 Selasa, 5 Oktober 2021 Rencana Investasi Investment Plan
65 Selasa, 12 Oktober 2021 1. Perencanaan jadwal masuk Karyawan 1. Employee schedule planning
2. Pembahasan Sinergi 2. Synergy Discussion
3. Pembahasan Perencanaan oleh Tim EPC OM 3. Planning Discussion by OM EPC Team
66 Selasa, 19 Oktober 2021 1. Rencana Investasi 1. Investment Plan
2. Pengajuan Sewa 2. Lease Submission
67 Senin, 25 Oktober 2021 1. Pembahasan Tender dan Investasi 1. Tender and Investment Discussion
2. Progres Proyek EPC OM 2. OM EPC Project Progress
3. Pelaksanaan Rencana Strategis 3. Implementation of the Strategic Plan
68 Selasa, 2 November 2021 Persiapan Rapat Komisaris Khusus Preparation of the Special Board of Commissioner’s Meeting
69 Rabu, 3 November 2021 1. Pembahasan Prospek Pekerjaan 1. Discussion of Job Prospects
2. Updated Progress Proyek 2. Updated Project Progress
70 Selasa, 9 November 2021 1. Pembahasan Sistem Informasi Internal 1. Discussion of Internal Information System
2. Pengajuan Pembahasan RKAP 2. Submission of RKAP Discussion
71 Jumat, 19 November 2021 1. Progress Report AGNI 1. AGNI Progress Report
2. Pembahasan Proyek 2. Project Discussion
3. Pembahasan Penambahan Bidang Usaha Anak Perusahaan 3. Discussion on Expansion of Subsidiary Business Lines
72 Senin, 29 November 2021 1. Rencana Investasi 1. Investment Plan
2. Update Proyek 2. Project Updates
73 Kamis, 2 Desember 2021 1. Pembahasan Penyewaan Aset 1. Discussion on Asset Leasing
74 Kamis, 9 Desember 2021 1. Pembahasan Sistem PO 1. Discussion of the PO System
75 Jumat, 17 Desember 2021 1. Pembahasan Materi Dekom 1. Discussion of Board of Commissioners Materials
2. Pembahasan Tender 2. Tender Discussion
76 Rabu, 22 Desember 2021 1. Progress Report Pelaksanaan RUPS LB dan RUPST Ketiga 1. Progress Report on the Implementation of the EGM of
Shareholders and the Third AGMS
77 Selasa 28 Desember 2021 1. Pembahasan Asuransi Aset 1. Discussion on Asset Insurance
2. Pembahasan Aset 2. Asset Discussion
3. Pembahasan Investasi Aset 3. Discussion on Asset Investment
4. Project Progress Report by OM EPC Team

RAPAT DEWAN KOMISARIS BERSAMA DIREKSI MEETING OF THE BOARD OF COMMISSIONERS

WITH THE BOARD OF DIRECTORS
Sesuai Anggaran Dasar Perseroan, Rapat Dewan Komisaris bersama According to Company’s Articles of Association, the Board of
Direksi diselenggarakan secara berkala paling kurang 1 (satu) kali dalam Commissioners and Board of Directors Meetings are held regularly at
4 (empat) bulan, dengan agenda pembahasan di antaranya membahas least 1 (one) time in 4 (four) months, with discussion agenda including
progres kinerja Perusahaan, isu-isu strategis Perseroan atau corporate discussing the performance progress, strategic issues of the Company
action yang perlu diketahui/disetujui oleh Dewan Komisaris. or corporate actions that need to be known/approved by the Board of
Commissioners.
Rapat Dewan Komisaris bersama Direksi untuk tahun 2021 telah Meeting of the Board of Commissioners with the Board of Directors for
diagendakan sebelum tahun berjalan yang dituangkan di dalam program 2021 had been scheduled before the current year as outlined in the
kerja Dewan Komisaris tahun 2021, di mana Rapat Dewan Komisaris work program of the Board of Commissioners for 2021, where the Board
yang mengundang Direksi akan dilaksanakan 1 (satu) kali dalam sebulan. of Commissioners Meeting inviting the Board of Directors was held 1
Pada tahun 2021, Rapat Dewan Komisaris yang mengundang Direksi (one) time a month. In 2021, there were 13 (thirteen) Meetings of the
telah dilakukan sebanyak 13 (tiga belas) kali. Board of Commissioners inviting the Board of Directors.
AGENDA DAN KEHADIRAN DEWAN KOMISARIS DAN DIREKSI DALAM RAPAT DEWAN KOMISARIS BERSAMA
DIREKSI
Agenda and Attendance of the Board of Commissioners and the Board of Directors in the Meeting of the Board of Commissioners
with the Board of Directors
Dewan Komisaris Direksi
Tanggal Agenda Rapat Board of Commissioners Board of Directors
No
Date Meeting Agenda Agus Lusiaga Anis Antonius Wakhid Ali Hery Arief Tenny Rony
Prabowo Levi Susila Baridwan Ratdomopurbo1) Hasyim2) Mundakir Setiawan1) Riyanto1) Elfrida Hartanto3)
1 25 Januari 1. Laporan kinerja bulanan √ √ √ √ √ √ √ √
2021 1. Pengembangan usaha dan
January 25, investasi
2021 3. Tren model investasi
1. Monthly performance
report
2. Business development
and investment
2 27 Januari 1. Agenda terbatas √ √ √ √ √ √ √ √
2021 1. Limited agenda
January 27,
2021
3 24 Februari 1. Laporan kinerja bulanan √ √ √ √ √ √ √ √
2021 2. Usulan pembiayaan
February 24, 1. Monthly performance
2021 report
2. Financing proposal
4 25 Maret 1. Laporan kinerja bulanan √ √ √ √ √ √ √ √
2021 2. Peraturan OJK NO. 3
March 25, Tahun 2021
2021 3. Pengembangan usaha dan
investasi
report
2. FSA Regulation No. 3 of
2021
3. Business development
and investment
5 26 April 1. Laporan kinerja bulanan √ √ √ √ √ √ √ √
2021 2. Update penggunaan dana
April 26, sukuk
2021 3. Supply Chain
Management
report
2. Update on the use of
sukuk funds
3. Supply Chain
Management

Dewan Komisaris Direksi
Tanggal Agenda Rapat Board of Commissioners Board of Directors
No
Date Meeting Agenda Agus Lusiaga Anis Antonius Wakhid Ali Hery Arief Tenny Rony
Prabowo Levi Susila Baridwan Ratdomopurbo1) Hasyim2) Mundakir Setiawan1) Riyanto1) Elfrida Hartanto3)
6 24 Mei 2021 1. Laporan kinerja bulanan √ √ √ √ √ √ √ √
May 24, 2. Agenda terbatas
2021 1. Monthly performance
report
2. Limited agenda
7 24 Juni 2021 1. Laporan kinerja bulanan √ √ √ √ √ √ √ √
Juni 24, 2. Agenda terbatas
2021 3. Rencana RUPS Tahunan
Tahun Buku 2020
report
2. Limited agenda
3. 2020 Fiscal Year General
Meeting Plan
8 29 Juli 2021 1. Laporan kinerja bulanan √ √ √ √ √ √ √ √
July 29, 2. RKAP Tahun 2021 dan
2021 2022
report
2. 2021 and 2022 RKAP
9 27 Agustus 1. Laporan kinerja bulanan √ √ √ √ √ √ √ √
2021 2. Monitoring Manajemen
August 27, Risiko
report
2. Risk Management
Monitoring
10 27 1. Laporan kinerja bulanan √ √ √ √ √ √ √ √
September 1. Monthly performance
2021 report
September
27, 2021
11 26 Oktober 1. Laporan kinerja bulanan √ √ √ √ √ √ √ √
October 26, report
2021
November 1. Monthly performance
2021 report
November
27, 2021
Desember 2. Strategic issues
December report
21, 2021 2. Strategic issues
√ = hadir | present
x = tidak hadir | not present
1) Berhenti menjabat sejak tanggal 21 Juli 2021

No longer serving since July 21, 2021
2) Menjabat sejak tanggal 21 Juli 2021
Serving since July 21, 2021
3) Menjabat sejak tanggal 21 Juli 2021-31 Desember 2021
Serving since July 21, 2021-December 31, 2021

FREKUENSI RAPAT DEWAN KOMISARIS DAN RAPAT DEWAN KOMISARIS BERSAMA DIREKSI
Frequency of Meeting of the Board of Commissioners and Meeting of the Board of Commissioners with the Board of Directors
Rapat Dewan Komisaris Bersama Direksi
Rapat Dewan Komisaris
Board of Commissioners Meeting with
Meetings of the Board of Commissioners
Directors
Nama Jabatan
Name Position Jumlah Jumlah Jumlah Jumlah
Rapat Kehadiran Rapat Kehadiran
% %
Number of Number of Number of Number of
Meetings Attendance Meetings Attendance
Agus Prabowo Komisaris Utama 14 14 100 13 13 100
Lusiaga Levi Susila Komisaris Independen 14 14 100 13 13 100
Anis Baridwan Komisaris Independen 14 14 100 13 13 100
Antonius Ratdomopurbo1) Komisaris 9 9 100 7 7 100
Commissioner
Wakhid Hasyim2) Komisaris 5 5 100 6 6 100
Commissioner
Ali Mundakir Direktur Utama 13 13 100
President Director
Hery Setiawan1) Direktur Keuangan 7 7 100
Director of Finance
Arief Riyanto1) Direktur Pengembangan Usaha 7 6 86
merangkap Direktur Operasi
Rony Hartanto3) Direktur Operasi merangkap Direktur 6 6 100
Pengembangan Usaha
Director of Operations concurrently
Tenny Elfrida4) Direktur SDM & Umum merangkap 13 13 100
Direktur Keuangan
concurrently Director of Finance
1) Berhenti menjabat sejak tanggal 21 Juli 2021 3) Menjabat sejak tanggal 21 Juli 2021-31 Desember 2021
No longer serving since July 21, 2021 Serving since July 21, 2021-December 31, 2021
2) Menjabat sejak tanggal 21 Juli 2021 4) Merangkap sejak tanggal 21 Juli 2021-31 Desember 2021
Serving since July 21, 2021 Concurrently since July 21, 2021-December 31, 2021
KEHADIRAN DEWAN KOMISARIS DAN DIREKSI ATTENDANCE OF THE BOARD OF

DALAM RUPS COMMISSIONERS AND BOARD OF DIRECTORS
AT THE GMS
Pelaksanaan RUPS Tahun Buku 2020 maupun RUPS Luar Biasa dihadiri The implementation of 2020 Fiscal Year GMS and Extraordinary GMS
oleh seluruh anggota Dewan Komisaris dan Direksi. were attended by the entire members of the Board of Commissioners
and the Board of Directors.
RUPS Tahunan Tahun Buku 2020

Nama Jabatan Annual GMS for Fiscal Year 2020 RUPS Luar Biasa Keterangan
Name Position Pertama Kedua Ketiga Extraordinary GMS Information
First Second Third
Agus Prabowo Komisaris Utama √ √ √ √ Luring
President Commissioner Offline
Lusiaga Levi Susila Komisaris Independen √ √ √ √ RUPS ke-2 Daring
Independent Commissioner 2nd Online GMS
Anis Baridwan Komisaris Independen √ √ √ √ RUPS ke-1 dan ke-2
Independent Commissioner Daring
1st and 2nd Online
GMS
Wakhid Hasyim1) Komisaris √ √ √ √ Daring
Commissioner Online
Antonius Ratdomopurbo2) Komisaris √ Luring
Commissioner Offline

RUPS Tahunan Tahun Buku 2020
Nama Jabatan Annual GMS for Fiscal Year 2020 RUPS Luar Biasa Keterangan
Name Position Pertama Kedua Ketiga Extraordinary GMS Information
First Second Third
Ali Mundakir3) Direktur Utama √ √ √ √ Luring
President Director Offline
Hery Setiawan2) Direktur Keuangan √ Luring
Director of Finance Offline
Arief Riyanto2) Direktur Pengembangan Usaha √ Luring
merangkap Direktur Operasi Offline
Tenny Elfrida4) Direktur SDM & Umum merangkap √ √ √ √ Luring
Direktur Keuangan Offline
concurrently Director of Finance
Rony Hartanto4) Direktur Operasi merangkap Direktur √ √ √ √ Luring
Pengembangan Usaha Offline
Director of Operations concurrently
John Hisar Simamora5) Direktur Utama √ Luring
President Director Offline
Charles Harianto Direktur Operasi √ Luring
Lumbantobing5) Director of Operations Offline
Bachtiar Soeria Atmadja5) Direktur Keuangan √ Luring
Director of Finance Offline
Ratih Esti Prihatini5) Direktur Pengembangan Usaha Director of √ Luring
Business Development Offline
√ = hadir | present 1) Menjabat sejak tanggal 21 Juli 2021 4) Merangkap sejak tanggal 21 Juli 2021-31 Desember 2021
x = tidak hadir | not present Serving since July 21, 2021 Concurrently since July 21, 2021-December 31, 2021
2) Berhenti menjabat sejak tanggal 21 Juli 2021 5) Menjabat sejak tanggal 31 Desember 2021
No longer serving since July 21, 2021 Serving since December 31, 2021
3) Berhenti menjabat sejak tanggal 31 Desember 2021
No longer serving since December 31, 2021
RENCANA PELAKSANAAN RAPAT DEWAN THE BOARD OF COMMISSIONERS MEETING

KOMISARIS TAHUN 2022 PLAN FOR 2022
Dalam Anggaran Dasar Perseroan telah diatur ketentuan mengenai In the Company’s Articles of Association, provisions regarding meeting
pelaksanaan Rapat Dewan Komisaris dan Rapat Direksi, yakni bahwa implementation of the Board of Commissioners and Board of Directors
Rapat Dewan Komisaris dilaksanakan minimal sekali setiap 2 (dua) bulan, Meetings are regulated, that the Board of Commissioners Meeting is
Rapat Dewan Komisaris mengundang Direksi dilaksanakan minimal held at least once every 2 (two) months, the Board of Commissioners
sekali setiap 4 (empat) bulan, serta Rapat Direksi dilaksanakan minimal Meeting invites the Board of Directors to be held at least once every 4
sekali setiap 1 (satu) bulan. (four) months, and the Board of Directors Meeting is held at least once
every 1 (one) month.
Untuk lebih meningkatkan koordinasi dan pengambilan keputusan To further improve coordination and take more effective decisions,
yang lebih efektif, maka untuk tahun 2022, sesuai Program Kerja according to the Work Program of the Board of Commissioners, the
Dewan Komisaris, Rapat Internal Dewan Komisaris dan Rapat Dewan Internal Meeting of the Board of Commissioners and the Meeting of the
Komisaris yang mengundang Direksi akan dilaksanakan sekali dalam Board of Commissioners inviting the Board of Directors will be held once
1 (satu) bulan. Penyelenggaraan rapat Dewan Komisaris tersebut in 1 (one) month for 2022. Meeting of the Board of Commissioners is
direncanakan dilakukan setiap minggu ke-3 pada bulan berjalan dengan planned to be held every 3rd week of the current month with the meeting
agenda rapat diantaranya membahas tentang laporan bulanan kinerja, agenda including discussing the monthly performance report, evaluation
evaluasi terhadap pelaksanaan keputusan Rapat Dewan Komisaris of resolution implementation of the previous Board of Commissioners
sebelumnya serta tindak lanjut atas arahan dan/atau keputusan Dewan Meeting as well as follow-up on the direction and/or decision by the
Komisaris dan/atau tindak lanjut yang dilaksanakan oleh Direksi serta Board of Commissioners and/or follow-up actions taken by the Board of
hal-hal lain yang dianggap perlu sesuai tugas dan fungsi pengawasan Commissioners carried out by the Board of Directors and other matters
Dewan Komisaris. deemed necessary in line with the duties and supervisory functions of
the Board of Commissioners.
Untuk Rapat Direksi di tahun 2022 direncanakan untuk dilaksanakan The Board of Directors Meeting in 2022 is planned to be held at
minimal sekali setiap 1 (satu) bulan, dengan waktu pelaksanaan pada least once every 1 (one) month, with the implementation time being
setiap minggu ke-3 pada bulan berjalan. Agenda rapat di antaranya every 3rd week of the current month. The meeting agenda includes

membahas tentang laporan bulanan masing-masing Direktorat, discussing the monthly reports of each Directorate, the determination
penetapan kebijakan strategis Perusahaan, kinerja operasional, strategi of the Company’s strategic policies, operational performance, corporate
perusahaan serta hal-hal lain yang dianggap perlu sesuai tugas dan strategy and other matters deemed necessary following duties and
fungsi Direksi. functions of the Board of Directors.
Tahun Buku 2022 | Fiscal Year 2022

Rapat
No Jan Feb Mar Apr Mei Jun Jul Agu Sep Okt Nov Des
Meeting
1 Rapat Dewan Komisaris M-3 M-3 M-3 M-3 M-3 M-3 M-3 M-3 M-3 M-3 M-3 M-3
Board of Commissioners Meeting
2 Rapat Dewan Komisaris bersama M-3 M-3 M-3 M-3 M-3 M-3 M-3 M-3 M-3 M-3 M-3 M-3
Direksi
Board Commissioners Meeting with the
Board of Directors
3 Rapat Direksi M-2&4 M-2&4 M-2&4 M-2&4 M-2&4 M-2&4 M-2&4 M-2&4 M-2&4 M-2&4 M-2&4 M-2&4
Board of Directors Meeting
Keberagaman Komposisi
Dewan Komisaris dan Direksi
Diversity in the Composition of the Board of Commissioners
and the Board of Directors
Mekanisme pemilihan dan pengangkatan anggota Dewan Komisaris Mechanism for selecting and appointing members of the Company’s
Perseroan dilakukan melalui Rapat Umum Pemegang Saham (RUPS). Board of Commissioners is carried out through the General Meeting of
Secara umum calon anggota ditetapkan dengan memenuhi prinsip Shareholders (GMS). In general, prospective members are determined
fairness setelah memenuhi aspek terkait keberagaman, non-diskriminasi, by fulfilling the principle of fairness after fulfilling aspects related to
dan hak asasi manusia. Pengangkatan atau pemilihan Dewan Komisaris diversity, non-discrimination, and human rights. The appointment
mempertimbangkan kompetensi dan keahlian serta latar belakang yang or election of the Board of Commissioners takes into account the
dibutuhkan Perusahaan, juga penilaian atas integritas. Meski belum competencies and expertise as well as background required by the
ada kebijakan tertulis mengenai hal ini, Pemegang Saham Pengendali Company, as well as an integrity assessment. Event though written
Perseroan memperhatikan penerapan prinsip GCG dan UU No. 39 tahun policy regarding this matter is not available, the Company’s Controlling
1999 tentang Hak Asasi Manusia di dalam mekanisme tersebut. Shareholders pay attention to the implementation of GCG principles and
Law no. 39 of 1999 concerning Human Rights in the mechanism.
Perusahaan berupaya untuk menjaga bauran keahlian dan pengalaman The Company strives to maintain combination of expertise and
anggota Dewan Komisaris dan Direksi yang mencakup di antaranya experience of members of the Board of Commissioners and the Board
bidang supply chain management, keuangan, tata kelola, sumber daya of Directors, which includes supply chain management, finance,
manusia, perminyakan, komunikasi maupun energi. Identifikasi keahlian law, governance, human resources, oil, communications and energy.
Dewan Komisaris dan Direksi dilakukan berdasarkan latar belakang Expertise identification to the Board of Commissioners and the Board of
pendidikan, pengalaman kerja serta pelatihan yang pernah diikuti. Directors is according to educational background, work experience and
Elnusa juga berkomitmen untuk meningkatkan kompetensi Dewan training that had been attended. ELNUSA is also committed to improving
Komisaris dan Direksi, baik melalui training, workshop serta kegiatan the competence of the Board of Commissioners and Board of Directors
lainnya yang relevan bagi peningkatan kompetensi Dewan Komisaris through training, workshops and other activities relevant to improving
dan Direksi. the competence of the Board of Commissioners and Board of Directors .

KEBERAGAMAN KOMPOSISI DEWAN KOMISARIS DAN DIREKSI PER 31 DESEMBER 2021
Diversity in the Composition of the Board of Commissioners and the Board of Directors as of December 31, 2021
Nama Jabatan Latar Belakang Keahlian dan Kecakapan Tingkat Pendidikan
No Gender
Name Position Expertise Background and Skills Education Level
1 Agus Prabowo Komisaris Utama Pria Supply Chain Management, Lingkungan Hidup Doktor
President Commissioner Male Supply Chain Management, Environment Doctor
2 Lusiaga Levi Susila Komisaris Independen Pria Perminyakan Sarjana
Independent Commissioner Male Oil Industry Bachelor
3 Anis Baridwan Komisaris Independen Pria Manajemen Keuangan Magister
Independent Commissioner Male Financial Management Master
4 Wakhid Hasyim Komisaris Pria Teknik Kimia, Lingkungan, Sumber Daya Manusia Magister
Chemical Engineering, Environment, Human
Commissioner Male Resources Master
Assessment/Penilaian Kinerja
terhadap Dewan Komisaris dan
Direksi
Performance Assessment for the Board of Commissioners and
the Board of Directors
Sebagai organ utama dalam Perusahaan, Dewan Komisaris dan Direksi As the main organ in the Company, the Board of Commissioners and
memiliki peran sentral dalam gerak pertumbuhan Perusahaan. Penilaian the Board of Directors have central role in the growth movement of the
kinerja Dewan Komisaris dan Direksi dilakukan dengan menerapkan Company. Performance assessment for the Board of Commissioners
konsep Key Performance Indicator (KPI) yang disesuaikan dengan bisnis and the Board of Directors is carried out by applying the concept of Key
yang dijalankan oleh Perusahaan. Penilaian kinerja Dewan Komisaris Performance Indicators (KPI) which is adjusted to the business run by the
dan Direksi dilakukan secara rutin setiap tahun sebagai evaluasi Company. Performance assessment for the Board of Commissioners and
atas pelaksanaan tugas Dewan Komisaris dan Direksi. Pengukuran the Board of Directors is carried out regularly every year as an evaluation
keberhasilan kinerja Dewan Komisaris dan Direksi merupakan hasil kerja of duties implementation of the Board of Commissioners and the Board
kolegial dari masing-masing kedua organ utama Perusahaan tersebut. of Directors. Success measurement of the performance of the Board of
Commissioners and the Board of Directors is the result of the collegial
work of each of the two main organs of the Company.
PENILAIAN KINERJA DEWAN KOMISARIS PERFORMANCE ASSESSMENT FOR THE BOARD

OF COMMISSIONERS
Dewan Komisaris melakukan pengukuran dan penilaian terhadap kinerja The Board of Commissioners measures and evaluates the performance
Dewan Komisaris secara kolegial maupun individu melalui mekanisme of the Board of Commissioners both collegially and individually through
mandiri setiap tahunnya berdasarkan atas tingkat pencapaian Perseroan annual independent mechanism based on the achievement level of the
dibandingkan dengan target (Key Performance Indicator) yang telah Company compared to the agreed targets (Key Performance Indicator).
disepakati. Hal ini sebagaimana tertuang dalam Board Manual This is as stated in the Board Manual (Work Guidelines).
(Pedoman Kerja).
Penilaian kinerja Dewan Komisaris dilakukan secara rutin setiap tahun Performance assessment for the Board of Commissioners is carried out
sebagai evaluasi atas pelaksanaan tugas Dewan Komisaris. Selain regularly every year as an evaluation of duties implementation of the
berdasarkan Laporan Tugas Pengawasan, penilaian atau evaluasi atas Board of Commissioners. Apart from being based on the Supervisory
kinerja Dewan Komisaris juga dilaksanakan berdasarkan realisasi KPI, Report, performance assessment or evaluation for the Board of
yang merupakan pengukuran keberhasilan kinerja Dewan Komisaris atas Commissioners is also carried out based on the realization of KPI, which
hasil kerja kolegial dari seluruh Dewan Komisaris. is the success measurement of the Board of Commissioners performance
on the collegial work of all the Board of Commissioners

Proses Pelaksanaan Evaluasi Kinerja Process of Performance Evaluation Implementation

1. Evaluasi secara kolegial 1. Collegial evaluation
Evaluasi kinerja Dewan Komisaris secara kolegial dilakukan Collegial evaluation to the Board of Commissioners performance is
berdasarkan kriteria penilaian antara lain meliputi: based on the evaluation criteria, including:
a. Struktur dan komposisi Dewan Komisaris. a. Structure and composition of the Board of Commissioners.
Sesuai Peraturan Otoritas Jasa keuangan No. 33/POJK.04/2014 According to Financial Services Authority Regulation No. 33/
tentang Direksi dan Dewan Komisaris Emiten atau Perusahaan POJK.04/2014 concerning Board of Directors and Board of
Publik pada pasal 20 yakni Komisaris Independen wajib paling Commissioners of Issuers or Public Company in article 20,
kurang 30% dari jumlah seluruh anggota Dewan Komisaris, saat Independent Commissioners must be at least 30% of the total
ini jumlah Komisaris Independen Perusahaan mencapai 50%. Board of Commissioners members, currently the number of
Komposisi Dewan Komisaris juga memperhatikan keberagaman the Company’s Independent Commissioners reaches 50% .
keahlian, pengalaman dan latar belakang pendidikan. Composition of the Board of Commissioners also considers the
diversity of expertise, experience and educational background.
b. Pencapaian Key Performance Indicator (KPI) Perseroan sesuai b. Achievement of the Company’s Key Performance Indicator (KPI)
dengan target yang telah ditetapkan. is in line with the set targets. In 2021, the achievement of the
Tahun 2021 pencapaian KPI Perseroan menunjukkan hasil yang Company’s KPI showed good results, reaching 103.5% of the
baik yakni mencapai 103,5% dari target yang telah ditetapkan. established target.
c. Ketaatan terhadap peraturan perundang-undangan yang c. Compliance with applicable laws and regulations and Company
berlaku serta kebijakan Perseroan. policies.
Selama tahun 2021 Perseroan telah melakukan kewajibannya During 2021 the Company performed its obligations properly
secara baik dan telah melakukan sejumlah pemutakhiran and made several updates to the Company’s policies that are
atas kebijakan-kebijakan Perseroan yang disesuaikan dengan adjusted to the laws and regulations.
peraturan perundang-undangan.
d. Komitmen dalam memajukan kepentingan Perseroan. d. Commitment in bringing the interests of the Company forward.
Dewan Komisaris menunjukkan komitmen yang besar untuk The Board of Commissioners demonstrates great commitment
kemajuan dan kepentingan Perseroan melalui pengawasan to the progress and interests of the Company through
dan pemberian nasihat kepada Direksi yang rutin dilakukan supervision and advice provision to the Board of Directors
setiap bulannya. Untuk tahun 2021, Dewan Komisaris telah that is routinely conducted every month. For 2021, the Board
mengadakan 14 (empat belas) kali Rapat Dewan Komisaris of Commissioners held 14 (fourteen) meetings of the Board of
dan 13 (tiga belas) kali Rapat Gabungan Dewan Komisaris Commissioners and 13 (thirteen) joint meetings of the Board of
dan Direksi. Commissioners with the Board of Directors.
e. Penerapan good corporate governance di Perusahaan. e. Implementation of Good Corporate Governance in the
Sepanjang tahun 2021 pelaksanaan tata kelola Perseroan Company.
mengacu pada peraturan perundang-undangan antara lain Throughout 2021, corporate governance implementation refers
Peraturan OJK No. 21/POJK.04/2015 berikut Surat Edaran OJK to the laws and regulations, including FSA Regulation No. 21/
No. 32/SEOJK.04/2015 tentang Penerapan Pedoman Tata Kelola POJK.04/2015 following FSA Circular No. 32/SEOJK.04/2015
Perusahaan Terbuka dan Peraturan OJK No. 15/POJK.04/2020 concerning Implementation of Public Company Governance
yang mengatur mengenai Rencana dan Penyelenggaraan Guidelines and FSA Regulation No. 15/ POJK.04/2020 which
RUPS Perusahaan Terbuka serta Peraturan OJK No. 16/ regulates GMS Planning and Implementation of the Public
POJK.04/2020 tentang Pelaksanaan RUPS Perusahaan Terbuka Company and FSA Regulation No. 16/POJK.04/2020 concerning
secara Elektronik. Selain itu Perseroan juga mengadopsi secara Electronic GMS Implementation of the Public Company.
komprehensif standar terbaik tata kelola yang berlaku secara Additionally, the Company also comprehensively adopts the
Internasional yaitu ASEAN Corporate Governance Scorecard best internationally applicable governance standards, namely
sebagai acuan rekomendasi tata kelola yang harus dipenuhi. ASEAN Corporate Governance Scorecard as reference for
governance recommendations required to be met.
2. Evaluasi secara individu 2. Individual evaluation
Evaluasi dilakukan oleh masing-masing anggota Dewan Komisaris, The evaluation is carried out by each member of the Board of
dengan kriteria antara lain meliputi: Commissioners, with these criterias:
a. Tingkat kehadiran dalam masing-masing rapat internal maupun a. Attendance level at each internal meeting and joint meeting of
rapat gabungan Dewan Komisaris dengan Direksi beserta rapat the Board of Commissioners and the Board of Directors along
dengan Komite-Komite Penunjang di bawah Dewan Komisaris. with meetings with Supporting Committees under the Board of
Commissioners.

b. Kontribusi dalam proses pengawasan dan pemberian nasihat b. Contributing to the supervision process and providing advice to the
terhadap Jajaran Manajemen. Management.
Untuk tingkat kehadiran rata-rata sebesar 100% diyakini anggota For an average attendance rate of 100%, it is believed that the Board
Dewan Komisaris telah memberikan waktu yang lebih dari memadai of Commissioners members have given more than adequate time to
untuk menyelenggarakan rapat dan mendapatkan suatu putusan hold meetings and obtain the best comprehensive decision for the
yang komprehensif terbaik buat perusahaan serta memenuhi Company as well as comply with the applicable provisions and rules
ketentuan dan aturan yang berlaku dalam pengambilan keputusan. in making decisions.
Evaluasi kinerja Dewan Komisaris ini juga disampaikan secara umum Performance evaluation of the Board of Commissioners is also
sebagai bentuk pertanggungjawaban pelaksanaan tugas dan tanggung presented in general as manifestation of accountability in running
jawab pada saat RUPS Tahunan dan laporan tahunan Perseroan. duties and responsibilities during the Annual GMS and the Company’s
annual report.
PENILAIAN KINERJA DIREKSI PERFORMANCE ASSESSMENT FOR THE BOARD

OF DIRECTORS
Perseroan melakukan evaluasi kinerja Direksi baik secara kolegial The Company evaluates the Board of Directors performance both
maupun individu melalui mekanisme mandiri setiap tahunnya collegially and individually through independent mechanisms each year
berdasarkan atas tingkat pencapaian Perseroan dibandingkan dengan based on achievement level of the Company compared to the agreed
target (Key Performance Indicators) yang disepakati. Evaluasi kinerja targets (Key Performance Indicators). Performance evaluation of the
Direksi juga dilakukan dengan mempertimbangkan tugas dan tanggung Board of Directors is also carried out by considering the duties and
jawab Direksi sesuai dengan peraturan perundang-undangan dan/atau responsibilities of the Board of Directors based on laws and regulations
Anggaran Dasar Perseroan. or the Company’s Articles of Association.
Proses Pelaksanaan Evaluasi Kinerja Process of Performance Evaluation Implementation

1. Evaluasi secara kolegial 1. Collegial evaluation
Evaluasi kinerja Direksi secara kolegial dilakukan berdasarkan Collegial performance evaluation for the Board of Directors is
pencapaian secara keseluruhan, antara lain mencakup kriteria: based on overall achievements, including but not limited to the
following criteria:
a. Perspektif Finansial a. Financial Perspective
b. Perspektif Customer Focus b. Customer Focus Perspective
c. Perspektif Internal Process c. Internal Process Perspective
d. Perspektif Learning & Growth d. Learning & Growth Perspective
Hasil evaluasi kinerja Direksi untuk tahun buku 2021 mencapai The results of the Board of Directors’ performance evaluation for
103,5%. the 2021 financial year reached 103.5%.
2. Evaluasi secara individu 2. Individual evaluation

Penilaian kinerja dilakukan oleh masing-masing anggota Direksi, Performance assessment is carried out by each Board of Directors
dengan kriteria target kinerja yang dituangkan dalam kertas kerja member, with performance target criteria outlined in working paper
sesuai dengan tugas dan tanggung jawab masing-masing anggota in accordance with the duties and responsibilities of each Board of
Direksi. Evaluasi Direktur Utama telah tercermin dalam penilaian Directors member. The evaluation of the President Director has
kinerja Direksi secara kolegial yang telah disebutkan sebelumnya. been reflected in the collegial assessment of the Board of Directors
performance previously mentioned.
Selain itu, penilaian kinerja Direksi disampaikan secara umum sebagai In addition, performance assessment of the Board of Directors is
bentuk pertanggungjawaban pelaksanaan tugas dan tanggung jawab presented in general as manifestation of accountability in running duties
pada saat RUPS Tahunan dan laporan tahunan Perseroan. and responsibilities during the Annual GMS and the Company’s annual
report.
PIHAK YANG MELAKUKAN ASSESSMENT ASSESOR

Penilaian Dewan Komisaris dan Direksi berdasarkan Pedoman Tata Assessment for the Board of Commissioners and Board of Directors is
Kelola Perusahaan Terbuka dari OJK dilakukan melalui self-assessment. based on Public Company Governance Guideline by FSA and conducted
through self-assessment.

ASSESSMENT PENERAPAN GCG UNTUK ASPEK ASSESSMENT OF GCG IMPLEMENTATION FOR

DEWAN KOMISARIS DAN DIREKSI THE BOARD OF COMMISSIONERS AND THE
BOARD OF DIRECTORS ASPECTS
Hasil Assessment Dewan Komisaris dan Direksi sesuai Surat Edaran The Board of Commissioners and Board of Directors Assessment
Otoritas Jasa Keuangan Nomor 32/SEOJK.04/2015 tanggal 17 November Results based on Financial Services Authority Circular Letter No. 32/
2015 tentang Pedoman Tata Kelola Perusahaan Terbuka dan berdasarkan SEOJK.04/2015 dated November 17, 2015 concerning Guidelines for
ASEAN CG Scorecard dapat dilihat dalam Section Tata Kelola Perusahaan Open Corporate Governance and based on ASEAN CG Scorecard are
bagian Evaluasi Implementasi Tata Kelola Perusahaan. available in the Corporate Governance Section, Evaluation of Corporate
Governance Implementation Section.
Nominasi Dewan Komisaris

dan Direksi
Nomination for the Board of Commissioners
Anggota Dewan Komisaris diharapkan dapat memberikan keahliannya Members of the Board of Commissioners are expected to have
dalam melaksanakan pengawasan secara profesional dan senantiasa competence in carrying out supervision in a professional manner and to
memberikan yang terbaik selama melaksanakan tugas, tanggung constantly provide their best when performing their duties, obligations,
jawab dan kewenangannya. Nominasi anggota Dewan Komisaris and authorities. The Nomination and Remuneration Committee (KNR)
direkomendasikan oleh Komite Nominasi dan Remunerasi (KNR) kepada makes recommendations to the Board of Commissioners for members
Dewan Komisaris, berdasarkan kriteria nominasi dan kandidat sesuai of the Board of Commissioners based on nomination criteria and
dengan kualifikasi yang diperlukan dan peraturan pasar modal. KNR juga applicants who meet the required credentials and capital market laws.
menominasikan kandidat kepada Dewan Komisaris untuk menggantikan KNR also nominates candidates to the Board of Commissioners to fill
Komisaris yang telah habis masa jabatan atau menggantikan posisi vacancies left by commissioners whose mandates have expired or to
anggota Dewan Komisaris lainnya. Dewan Komisaris memilih kandidat replace other Board members. The Board of Commissioners chooses the
yang paling sesuai dengan kebutuhan Perusahaan dan mengajukan best applicant for the job and recommends to the GMS for approval.
pengangkatannya kepada RUPS untuk disetujui.
Begitupun dengan anggota Direksi, pengangkatan dan pemberhentian Similarly, the GMS is in charge of the appointment and removal
anggota Direksi dilakukan oleh RUPS. Proses nominasi dilakukan oleh KNR of members of the Board of Directors. The KNR is in charge of the
yang kemudian disampaikan kepada Dewan Komisaris. KNR mengkaji nomination procedure, which is then forwarded to the Board of
struktur dan komposisi Direksi, menetapkan kriteris pencalonan dan Commissioners. KNR examines the structure and makeup of the Board of
mencari kandidat dengan kualifikasi yang sesuai dengan kebutuhan Directors, establishes nomination criteria, and searches for people who
Perusahaan. KNR merekomendasikan kandidat untuk menggantikan meet the company’s requirements. KNR recommends candidates to fill
Direktur yang telah habis masa jabatan atau untuk mengisi jabatan vacancies on the Board of Directors or to replace directors whose terms
anggota Direksi yang lowong. of office have expired.

Remunerasi Dewan Komisaris
dan Direksi
Remuneration for the Board of Commissioners
Berdasarkan Anggaran Dasar Perseroan, anggota Dewan Komisaris dan Based on the Company’s Articles of Association, the members of
Direksi diberikan remunerasi yang jenis dan jumlahnya ditetapkan oleh the Board of Commissioners and the Board of Directors are given
RUPS dengan memperhatikan ketentuan perundang-undangan yang remuneration with the type and amount are determined by GMS with
berlaku. due observance of the prevailing laws and regulations.
Berdasarkan Keputusan RUPS Tahunan Perseroan Tahun Buku 2021 Based on the Company’s Annual GMS Resolution for 2021 Fiscal Year, the
RUPS memutuskan: GMS decided the following:
1. Memberikan kuasa dan wewenang kepada Dewan Komisaris 1. Granted power and authority to the Company’s Board of
Perseroan dengan terlebih dahulu mendapat persetujuan pemegang Commissioners with prior approval from the Company’s controlling
saham pengendali Perseroan yaitu PT Pertamina (Persero) untuk shareholder, namely PT Pertamina (Persero) to determine bonuses
menetapkan tantiem bagi anggota Direksi dan Dewan Komisaris for members of the Company’s Board of Directors and Board of
Perseroan untuk tahun buku 2020. Commissioners for 2020 fiscal year.
2. Memberikan kuasa dan wewenang kepada Dewan Komisaris 2. Granted power and authority to the Company’s Board of
Perseroan dengan terlebih dahulu mendapat persetujuan pemegang Commissioners with prior approval from the Company’s controlling
saham pengendali Perseroan yaitu PT Pertamina (Persero) untuk shareholder, namely PT Pertamina (Persero) to determine the
menetapkan besarnya gaji/honorarium, tunjangan dan fasilitas bagi amount of salary/honorarium, allowances and facilities for
anggota Direksi dan Dewan Komisaris Perseroan untuk tahun buku members of the Board of Directors and the Board of Commissioners
2021. of the Company for 2021 fiscal year.
PROSEDUR PENETAPAN REMUNERASI REMUNERATION DETERMINATION PROCEDURE

1. Secara garis besar prosedur penetapan remunerasi Dewan 1. In general, the procedure for determining remuneration for the
Komisaris dilakukan melalui tahapan berikut: Komite Nominasi dan Board of Commissioners is carried out through the following
Remunerasi melakukan evaluasi terhadap kebijakan remunerasi stages: Nomination and Remuneration Committee evaluates the
yang berlaku bagi Dewan Komisaris. remuneration policy applicable to the Board of Commissioners.
2. Selanjutnya Komite Nominasi dan Remunerasi akan memberikan 2. Furthermore, Nomination and Remuneration Committee will
rekomendasi kepada Dewan Komisaris mengenai kebijakan provide recommendations to the Board of Commissioners regarding
remunerasi bagi Dewan Komisaris. the remuneration policy for the Board of Commissioners.
3. Dewan Komisaris menyampaikan usulan rekomendasi remunerasi 3. The Board of Commissioners submits recommendation for
kepada Pemegang Saham Pengendali untuk mendapat persetujuan remuneration to the Controlling Shareholders for GMS approval.
RUPS.

PROSES PENETAPAN REMUNERASI DEWAN KOMISARIS

Process for Determining the Remuneration for the Board of Commissioners
Pengkajian Usulan Surat Dewan Komisaris Keputusan RUPS Surat Penetapan dari Surat Dewan Komisaris
Besaran Remunerasi kepada Pemegang Saham terkait pendelegasian Pemegang Saham kepada Direksi terkait
Dewan Komisaris dan Pengendali perihal wewenang kepada Pengendali atas Penetapan Remunerasi
Direksi oleh Komite usulan Remunerasi Dewan Komisaris remunerasi Dewan Dewan Komisaris dan
Nominasi dan Remunerasi Dewan Komisaris dan dengan mendapatkan Komisaris dan Direksi Direksi
disampaikan kepada Direksi persetujuan terlebih
Dewan Komisaris dahulu dari Pemegang
Saham Pengendali
Review of the proposed Letter from the Board GMS resolution Stipulation Letter The Board of
amount of remuneration of Commissioners to regarding authority from the Controlling Commissioners
for the Board of the Main Shareholders delegation to the Board Shareholder on the letter to the Board of
Commissioners and regarding the of Commissioners with remuneration for the Directors regarding
the Board of Directors remuneration proposal prior approval from the Board of Commissioners the Determination of
by Nomination and for the Board of Controlling Shareholders and the Board of Remuneration for the
Remuneration Committee Commissioners and the Directors Board of Commissioners
submitted to the Board of Board of Directors and the Board of
Commissioners Directors
STRUKTUR REMUNERASI ANGGOTA DEWAN REMUNERATION STRUCTURE OF THE BOARD

KOMISARIS DAN DIREKSI OF COMMISSIONERS AND THE BOARD OF
DIRECTORS
Berdasarkan surat dari Pemegang Saham Utama, struktur remunerasi Based on a letter from the Major Shareholders, the remuneration
Dewan Komisaris dan Direksi terdiri atas gaji/honorarium, tunjangan, structure of the Board of Commissioners and Directors consists of
fasilitas dan tantiem. salary/ honorarium, benefits, facilities and bonuses.
Struktur remunerasi dan komponennya bagi Dewan Komisaris dan Remuneration structure components for the Board of Commissioners
Direksi dapat disampaikan sebagai berikut: and the Directors are as follows:
Struktur Remunerasi Dewan Komisaris Struktur Remunerasi Direksi

Board of Commissioners Remuneration Structure Board of Directors Remuneration Structure
• Honorarium Dewan Komisaris • Gaji Direksi
Penghasilan tetap berupa uang yang diterima setiap bulan karena Penghasilan tetap berupa uang yang diterima setiap bulan karena
kedudukannya sebagai anggota Dewan Komisaris Perseroan, dengan ketentuan kedudukannya sebagai anggota Direksi Perseroan, dengan ketentuan sebagai
sebagai berikut: berikut:
– Honorarium Komisaris Utama adalah 45% dari gaji Direktur Utama – Gaji Direktur adalah 85% dari gaji Direktur Utama
– Honorarium Komisaris adalah 90% dari honorarium Komisaris Utama
• Honorarium of the Board of Commissioners
Fixed income in the form of money received each month due to position as • Salary of Directors
the Board of Commissioners member of the Company, with the following Fixed income in the form of money received every month due to position as
conditions: the Board of Directors member of the Company, with the following conditions:
– The honorarium of the President Commissioner is 45% of the salary of the – Salary of Director is 85% of salary of President Director
President Director
– Commissioner honorarium is 90% of the President Commissioner
Honorarium
• Tunjangan Dewan Komisaris • Tunjangan Direksi
Penghasilan berupa uang atau yang dapat dinilai dengan uang yang diterima Penghasilan berupa uang atau yang dapat dinilai dengan uang yang diterima
pada waktu tertentu oleh anggota Dewan Komisaris selain honorarium, yang pada waktu tertentu oleh anggota Direksi selain gaji, yang dapat berupa:
dapat berupa: – Tunjangan hari raya keagamaan
– Tunjangan hari raya keagamaan – Tunjangan perumahan
– Tunjangan transportasi – Asuransi purna jabatan
– Asuransi purna jabatan • The Board of Directors Allowances
• Board of Commissioners Allowances Income in the form of money or which can be valued with money received at a
Income in the form of money or which can be valued with money received at a certain time by the Board of Directors members other than salary, which can be
certain time by the Board of Commissioners members apart from honorarium, in the form of the following:
which can be in the form of the following: – Religious holiday allowance
– Religious holiday allowance – Housing allowance
– Transportation allowance – Full term insurance
– Full term insurance

Struktur Remunerasi Dewan Komisaris Struktur Remunerasi Direksi
Board of Commissioners Remuneration Structure Board of Directors Remuneration Structure
• Fasilitas Dewan Komisaris • Fasilitas Direksi
Penghasilan berupa sarana dan/atau kemanfaatan dan/atau penjaminan Penghasilan berupa sarana dan/atau kemanfaatan dan/atau penjaminan yang
yang digunakan/dimanfaatkan oleh anggota Dewan Komisaris dalam rangka digunakan/dimanfaatkan oleh anggota Direksi dalam rangka pelaksanaan tugas,
pelaksanaan tugas, wewenang, kewajiban dan tanggung jawab berdasarkan wewenang, kewajiban dan tanggung jawab berdasarkan peraturan perundang-
peraturan perundang-undangan, yang dapat berupa: undangan, yang dapat berupa:
– Fasilitas kesehatan – Fasilitas kesehatan
– Fasilitas bantuan hukum – Fasilitas kendaraan
– Fasilitas bantuan hukum
• Facilities for the Board of Commissioners • Facilities for the Board of Directors
Income in the form of facilities and/or benefits and/or guarantees used/utilized Income in the form of facilities and/or benefits and/or guarantees used/
by the Board of Commissioners members in the context of performing duties, utilized by the Board of Directors members in the context of performing duties,
authorities, obligations and responsibilities based on laws and regulations, authorities, obligations and responsibilities based on laws and regulations,
which can be in the form of the following: which can be in the form of the following:
– Medical facility – Medical facility
– Legal aid facilities – Vehicle facilities
– Legal aid facilities
• Tantiem Dewan Komisaris • Tantiem Direksi
Penghasilan yang merupakan penghargaan yang diberikan kepada anggota Penghasilan yang merupakan penghargaan yang diberikan kepada anggota
Dewan Komisaris apabila memperoleh laba dan tidak mengalami akumulasi Direksi apabila memperoleh laba dan tidak mengalami akumulasi kerugian.
kerugian. • Board of Directors Tantiem
• Board of Commissioners Tantiem Income which is an award given to the Board of Directors members if they
Income which is an award given to the Board of Commissioners members if receive profit and do not experience accumulated losses.
they receive profits and do not experience accumulated losses.
Struktur dan komponen remunerasi yang diterima oleh Dewan Komisaris tidak Struktur dan komponen remunerasi yang diterima oleh Direksi tidak terdapat
terdapat pemberian bonus non kinerja, dan/atau opsi saham bagi setiap anggota pemberian bonus non kinerja, dan/atau opsi saham bagi setiap anggota Direksi.
Dewan Komisaris. Remuneration structure and components received by the Directors do not include
Remuneration structure and components received by the Board of Commissioners non-performance bonuses, and/or share options for each member of the Board
do not include non-performance bonuses, and/or share options for each member of Directors.
of the Board of Commissioners.
INDIKATOR PENETAPAN REMUNERASI DEWAN INDICATOR OF REMUNERATION

KOMISARIS DAN DIREKSI DETERMINATION FOR THE BOARD OF
COMMISSIONERS AND THE BOARD OF
Dalam menetapkan indikator remunerasi yang diterima anggota DIRECTORS
Dewan Komisaris dan Direksi Perseroan mengacu kepada Peraturan In determining remuneration indicators received by members of the
Menteri BUMN No. PER-12/MBU/11/2020 tentang Perubahan Kelima Company’s Board of Commissioners and the Board Directors, it refers
Atas Peraturan Menteri BUMN No. PER-04/MBU/2014 tentang to the Regulation of the Minister of SOE No. PER-12/MBU/11/2020
Pedoman Penetapan Penghasilan Direksi, Dewan Komisaris dan Dewan concerning the Fifth Amendment to the Regulation of the Minister of
Pengawasan BUMN sebagai berikut: SOE No. PER-04/MBU/2014 concerning Guidelines for Determining the
Income for the Board of Directors, the Board of Commissioners and SOE
1. Faktor skala usaha Supervisory Board as follows:
2. Faktor kompleksitas usaha 1. Business scale factor
3. Tingkat inflasi 2. Business complexity factor
4. Kondisi dan kemampuan keuangan Perusahaan 3. Inflation rate
5. Faktor-faktor lain yang relevan, serta tidak boleh bertentangan 4. Company’s financial condition and capability
dengan peraturan perundang-undangan 5. Other relevant factors, and must not conflict with the laws and
regulations
TRANSPARANSI REMUNERASI DEWAN REMUNERATION TRANSPARENCY OF THE

KOMISARIS DAN DIREKSI TAHUN 2021 BOARD OF COMMISSIONERS AND DIRECTORS
IN 2021
Rincian jumlah nominal remunerasi bagi Dewan Komisaris dan Direksi Details of the nominal amount of remuneration for the Board of
berdasarkan struktur remunerasi adalah sebagai berikut: Commissioners and the Board of Directors based on the remuneration
structure are as follows:

JUMLAH NOMINAL REMUNERASI DEWAN KOMISARIS DAN DIREKSI TAHUN 2021

Amount of Nominal Remuneration for the Board of Commissioners and Directors in 2021
Jumlah Diterima | Amount Received
Komponen Dewan Komisaris Direksi Component
Board of Commissioners Board of Directors
Honorarium/Gaji, THR, Tantiem (termasuk 8.169.082.514 10.194.902.729 Honorarium/Salary, THR, Tantiem (including
pajak) tax)
Purna Jabatan 529.220.972 2.524.678.764 Full Incentive
Lain-lain (Iuran) 159.063.212 382.638.129 Others (Dues)
JUMLAH REMUNERASI DEWAN KOMISARIS DAN DIREKSI TAHUN 2021

Amount of Nominal Remuneration for the Board of Commissioners and Directors in 2021
Jumlah (Rp)
Uraian Component
Amount (Rp)
Jumlah Remunerasi Dewan Komisaris 8.857.366.698 Total Remuneration for the Board of Commissioners
Jumlah Remunerasi Direksi 13.102.219.622 Total Remuneration for the Board of Directors
Jumlah Remunerasi Dewan Komisaris dan Direksi Tahun 2021 21.959.586.320 Total Remuneration for the Board of Commissioners and the
Board of Directors in 2021
BONUS NON KINERJA DAN OPSI SAHAM NON-PERFORMANCE BONUSES AND STOCK
DEWAN KOMISARIS DAN DIREKSI OPTIONS OF THE BOARD OF COMMISSIONERS
AND THE BOARD OF DIRECTORS
Struktur dan komponen remunerasi yang diterima oleh Dewan Komisaris Remuneration structure and components received by the Board of
dan Direksi tidak terdapat pemberian bonus non kinerja, dan/atau opsi Commissioners and Directors do not include non-performance bonuses,
saham bagi setiap anggota Dewan Komisaris dan Direksi. and/or share options for each member of the Board of Commissioners
and Directors.
Organ Pendukung Dewan

Komisaris
KOMITE AUDIT AUDIT COMMITTEE

Komite Audit merupakan komite yang dibentuk oleh dan bertanggung Audit Committee is the committee established by and responsible to the
jawab kepada Dewan Komisaris dalam membantu melaksanakan tugas Board of Commissioners in assisting to carry out duties and functions of
dan fungsi Dewan Komisaris dalam rangka memastikan terselenggaranya the Board of Commissioners in order to ensure the implementation of
penerapan Tata Kelola Yang Baik dalam kegiatan usaha Perusahaan dan Good Governance in the Company’s business activities and supervising
pengawasan terhadap pelaksanaan tugas dan tanggung jawab Direksi. duties and responsibilities implementation of the Board of Directors.
Dasar Pembentukan Komite Audit Basic Establishment of Audit Committee

Pedoman dan Tata Tertib Kerja berupa Piagam Komite Audit Perseroan Work Guidelines and Procedures in the form of the Company’s Audit
secara terus menerus disempurnakan dan diperbaharui sesuai dengan Committee Charter are continuously improved and updated in
perkembangan/perubahan peraturan hukum yang berlaku serta kondisi accordance with the development/change in applicable legal regulation
terkini. Penyempurnaan/pembaharuan terhadap Piagam Komite Audit as well as the current condition. The latest improvement/update to the
Perseroan terakhir dilakukan pada tahun 2021 dengan dasar peraturan Company’s Audit Committee Charter was in 2021 with the following
sebagai berikut: basic regulations:
1. Peraturan Menteri Negara Badan Usaha Milik Negara No. PER-14/ 1. Regulation of the State Minister for State-Owned Enterprises No.
MBU/10/2021 tentang Perubahan Kedua atas Peraturan Menteri PER-14/MBU/10/2021 concerning the Second Amendment to
Badan Usaha Milik Negara No. PER-12/MBU/2012 tanggal 24 Regulation of the State Minister for State-Owned Enterprises No.
Agustus 2012 tentang Organ Pendukung Dewan Komisaris/Dewan PER-12/MBU/2012 dated August 24, 2012, concerning Supporting
Pengawas Badan Usaha Milik Negara. Organs for the Board of Commissioners/Supervisory Board of State-
Owned Enterprises.

2. Peraturan Otoritas Jasa Keuangan No. 55/POJK.04/2015 tanggal 23 2. Financial Services Authority Regulation No. 55/POJK.04/2015 dated
Desember 2015 tentang Pembentukan dan Pedoman Pelaksanaan December 23, 2015 concerning the Establishment and Guidelines
Kerja Komite Audit. for the Work Implementation of Audit Committee.
Maret 2017 tentang Penggunaan Jasa Akuntan Publik dan Kantor March 27, 2017, concerning the Use of Public Accountant and Public
Akuntan Publik dalam Kegiatan Jasa Keuangan. Accounting Firm Services in Financial Services Activities.
Piagam Komite Audit Audit Committee Charter

Komite Audit memiliki Piagam Komite yang secara terus menerus Audit Committee has Committee Charter which is continuously improved
disempurnakan dan diperbaharui sesuai dengan perkembangan and updated following development of applicable laws and regulations
peraturan perundang-undangan yang berlaku serta kondisi terkini. as well as the current condition. The latest improvement/update to the
Pembaharuan/penyempurnaan atas Piagam Komite Audit Perseroan Company’s Audit Committee Charter was conducted in 2021.
terakhir dilakukan pada tahun 2021.
Piagam Komite Audit tersebut memuat antara lain: Audit Committee Charter contains the following:
1. Landasan hukum. 1. Legal basis.
2. Struktur organisasi dan keanggotaan Komite Audit. 2. Organizational structure and membership of Audit Committee.
3. Persyaratan keanggotaan Komite Auditi. 3. Membership requirements for Audit Committee.
4. Tugas dan tanggung jawab Komite Audit. 4. Duties and responsibilities of Audit Committee.
5. Wewenang hak dan kewajiban Komite Audit. 5. Authorities, rights and obligations of Audit Committee.
6. Rapat Komite Audit. 6. Audit Committee meeting.
7. Masa jabatan anggota Komite Audit. 7. Term of office for Audit Committee members.
Kode Etik Komite Audit Audit Committee Code of Conduct

Setiap anggota Komite Audit berkomitmen memberikan kemampuan Each Audit Committee member is committed to providing the best
terbaiknya dan mematuhi kode etik yang berlaku, dengan ability and complying with the applicable code of conduct, by prioritizing
mengutamakan integritas, independensi, objektivitas, kejujuran, dan integrity, independence, objectivity, honesty, and commitment to GCG
komitmen terhadap prinsip-prinsip GCG. principles.
Tugas dan Tanggung Jawab Komite Audit Sekaligus Duties and Responsibilities of the Audit Committee and
Laporan Singkat Pelaksanaan Kegiatan Komite Audit Brief Report on the Activities of the Audit Committee in
Tahun 2021 2021
Dalam rangka melaksanakan pengelolaan Perseroan yang baik In order to implement good corporate governance, the Board of
(Good Corporate Governance), Dewan Komisaris telah membentuk Commissioners has established an Audit Committee based on the
Komite Audit dengan berpedoman kepada ketentuan yang berlaku. applicable regulations. To comply with OJK Regulation Number 55/
Untuk memenuhi Peraturan OJK Nomor 55/POJK.04/2015 tanggal POJK.04/2015 dated December 23, 2015, the Company has published the
23 Desember 2015, Perseroan telah memuat Piagam Komite Audit Audit Committee Charter which contains the duties and responsibilities
yang memuat tugas dan tanggung jawab Komite Audit serta informasi of the Audit Committee as well as other information required by the OJK
lainnya yang diwajibkan dalam Peraturan OJK tersebut pada Situs Web Regulation on the Company’s Website.
Perusahaan.
Dalam menjalankan fungsinya, Komite Audit memiliki tugas dan In carrying out its functions, the Audit Committee has duties and
tanggung jawab yang direfleksikan dalam pelaksanaan Kegiatan Komite responsibilities which are reflected in the implementation of the Audit
Audit dalam tahun buku 2021 sebagai berikut: Committee Activities in the 2021 financial year as follows:
a. Melakukan penelaahan atas informasi keuangan yang akan a. Reviewing the financial information to be issued by the Public
dikeluarkan Perseroan Publik kepada publik dan/atau pihak otoritas Company to the public and/or authorities, including financial
antara lain laporan keuangan, proyeksi, dan laporan lainnya terkait reports, projections, and other reports related to the Company’s
dengan informasi keuangan Perseroan. financial information.
• Laporan Keuangan Konsolidasian per triwulanan dan audited • The Consolidated Financial Statements quarterly and audited
akhir tahun 2021 telah dikaji bersama dengan auditor eksternal at the end of 2021 have been reviewed together with external
dan fungsi terkait di Perseroan untuk memastikan bahwa auditors and related functions in the Company to ensure that
Laporan Keuangan Perusahaan dan entitas anaknya telah sesuai the Financial Statements of the Company and its subsidiaries are
dengan Standar Akuntansi Keuangan di Indonesia berdasarkan in accordance with Financial Accounting Standards in Indonesia
Standar Audit yang ditetapkan oleh Institut Akuntan Publik based on the Auditing Standards set by the Indonesian Institute

Indonesia dengan opini audit wajar tanpa modifikasi of Certified Public Accountants with fair audit opinion without
sebagaimana disampaikan dalam Laporan Auditor Independen modification as submitted in the Independent Auditor Report
KAP Purwantono, Sungkoro & Surja (firma anggota Ernst & of KAP Purwantono, Sungkoro & Surja (a member firm of Ernst
Young Global Limited) nomor 00119/2.1032/AU.1/02/0697- & Young Global Limited) number 00119/2.1032/AU.1/02/0697-
1/1/II/2022 tanggal 25 Februari 2022. 1/1/II/2022 dated February 25, 2022 .
b. Melakukan penelaahan atas ketaatan terhadap peraturan b. Reviewing compliance with laws and regulations related to the
perundang-undangan yang berhubungan dengan kegiatan Company’s activities.
Perseroan. • To the best of its knowledge, the Audit Committee does not see
• Sepanjang pengetahuan terbaiknya, Komite Audit tidak melihat anything that violates the laws and regulations related to the
adanya hal yang menyalahi peraturan perundang-undangan Company’s activities.
yang berhubungan dengan kegiatan Perseroan.
c. Memberikan pendapat independen dalam hal terjadi perbedaan c. Provide an independent opinion in the event of a difference of
pendapat antara manajemen dan Akuntan atas jasa yang opinion between management and the accountant on the
diberikannya. services provided.
• Komite Audit dalam forum rapat-rapat baik dengan Manajemen • The Audit Committee in meetings with both Management
maupun Auditor Eksternal telah menyampaikan pandangan and External Auditors has expressed their views and opinions
serta pendapatnya terkait dengan Standar Akuntansi Keuangan regarding Financial Accounting Standards in Indonesia.
di Indonesia.
d. Memberikan evaluasi dan rekomendasi kepada Dewan Komisaris d. Provide evaluation and recommendation to the Board of
mengenai penunjukan Akuntan yang didasarkan pada independensi, Commissioners regarding the appointment of an Accountant based
ruang lingkup penugasan, dan imbalan jasa. on independence, scope of assignment, and service fee.
• Untuk Jasa Audit atas Informasi Keuangan Historis Tahunan • For Audit Services on Annual Historical Financial Information
Tahun Buku 2021, Komite Audit telah memberikan rekomendasi for the 2021 Fiscal Year, the Audit Committee has provided
Kantor Akuntan Publik kepada Dewan Komisaris beserta recommendations for the Public Accounting Firm to the Board of
imbalan jasa auditnya. Sesuai hasil keputusan RUPS Tahunan Commissioners along with fees for audit services. In accordance
Tahun Buku 2020 pada tanggal 21 Juli 2021 bahwa penunjukan with the decision of the 2020 Fiscal Year Annual GMS on July 21,
KAP dikonsultasikan/dikoordinasikan dengan Pemegang Saham 2021, the appointment of the KAP was consulted/coordinated
Pengendali Perseroan. Komite Audit juga telah melakukan with the Company’s Controlling Shareholders. The Audit
evaluasi kinerja KAP untuk tahun buku 2020 yang telah Committee has also evaluated the KAP performance for the
disampaikan kepada regulator pada bulan Agustus 2021. 2020 financial year which was submitted to the regulator in
Begitupun dengan laporan evaluasi kinerja KAP untuk tahun August 2021. Likewise, the KAP performance evaluation report
buku 2021 telah disusun oleh Komite Audit dan disampaikan for the 2021 financial year has been prepared by the Audit
kepada Dewan Komisaris. Committee and submitted to the Board of Commissioners.
e. Melakukan penelaahan atas pelaksanaan pemeriksaan oleh auditor e. Reviewing the implementation of the audit by the internal auditors
internal dan mengawasi pelaksanaan tindak lanjut oleh Direksi atas and supervising the implementation of follow-up actions by the
temuan auditor internal. Board of Directors on the findings of the internal auditors.
• Komite Audit melakukan penelaahan terhadap rencana audit • The Audit Committee reviews the annual internal audit plan,
internal tahunan, secara berkala memonitor pelaksanaan dan regularly monitors the implementation and results of the
hasil pemeriksaan, serta tindak lanjut penyelesaiannya oleh examination, as well as follow-up on its completion by the
Manajemen Perseroan. Namun demikian, menurut Komite Company’s Management. However, according to the Audit
Audit masih perlu adanya penguatan Unit Audit Internal agar Committee, it is still necessary to strengthen the Internal Audit
lebih efektif dan menghasilkan pelaporan yang lebih optimal. Unit to be more effective and produce more optimal reporting.
f. Melakukan penelaahan terhadap aktivitas pelaksanaan manajemen f. Reviewing the risk management implementation activities carried
risiko yang dilakukan oleh Direksi, jika Perseroan tidak memiliki out by the Board of Directors, if the Company does not have a risk
fungsi pemantau risiko di bawah Dewan Komisaris. monitoring function under the Board of Commissioners.
• Dewan Komisaris telah memiliki Komite Pemantau Risiko • The Board of Commissioners has established a Risk Monitoring
yang secara paralel berkoordinasi dengan Komite Audit dalam Committee which coordinates in parallel with the Audit
melakukan penelaahan aktivitas pelaksanaan manajemen risiko, Committee in reviewing risk management implementation
salah satunya adalah Komite Audit mengkaji dan menyetujui activities, one of which is the Audit Committee reviewing and
rencana audit internal tahun 2021 terkait kecukupannya dari approving the 2021 internal audit plan regarding its adequacy
perspekstif audit berbasis risiko. from a risk-based audit perspective.
g. Menelaah pengaduan yang berkaitan dengan proses akuntansi dan g. Reviewing complaints related to the Company’s accounting and
pelaporan keuangan Perseroan. financial reporting processes.
• Komite Audit ikut memantau terhadap adanya pengaduan • The Audit Committee participates in monitoring the existence
dalam whistleblowing system dan memonitor tindak lanjutnya. of complaints in the whistleblowing system and monitoring the
follow-up actions.

h. Menelaah dan memberikan saran kepada Dewan Komisaris terkait h. Reviewing and providing advice to the Board of Commissioners
dengan adanya potensi benturan kepentingan Perseroan. regarding potential conflicts of interest in the Company.
• Dalam forum rapat-rapat dengan Dewan Komisaris, Komite • In the forum of meetings with the Board of Commissioners,
Audit menyampaikan pandangannya atas jalannya aktivitas the Audit Committee conveys its views on the course of the
Perseroan termasuk jika ada potensi benturan kepentingan. Company’s activities, including if there is a potential conflict of
interest.
i. Menjaga kerahasiaan dokumen, data dan informasi Perseroan. i. Maintain the confidentiality of the Company’s documents, data and
information.
• Komite Audit maupun Komite Lainnya di bawah Dewan • The Audit Committee and other Committees under the Board of
Komisaris sebagaimana tertuang dalam Piagam Komite Commissioners as stated in the Committee Charter have a code
memiliki kode etik kerahasiaan. of ethics of confidentiality.
Pembagian Tugas dan Tanggung Jawab dalam Division of Duties and Responsibilities in the
Keanggotaan Komite Audit Membership of the Audit Committee
Anggota Komite Audit terdiri dari 3 (tiga) orang yang berlatar belakang Audit Committee consist of 3 (three) members with educational
pendidikan akuntasi dan keuangan serta mempunya pengalaman kerja backgrounds in accounting and finance and have various work
yang beragam. Sifat pekerjaan Komite Audit adalah kolektif kolegial. experiences. The nature of the work of the Audit Committee is
Dengan demikian, pelaksanaan tugas Komite Audit dapat dilakukan collegial collective. Thus, the implementation of the duties of the Audit
secara bersama-sama sesuai dengan latar belakang pendidikan dan Committee can be carried out jointly in accordance with the educational
kompetensi yang dimiliki dari masing-masing anggota Komite Audit. background and competence of each member of the Audit Committee.
Wewenang Komite Audit Authorities of Audit Committee

1. Dalam melaksanakan tugasnya Komite Audit mempunyai wewenang 1. In carrying out its duties, Audit Committee has the following
sebagai berikut: authorities:
a. Mengakses dokumen, data, dan informasi Perseroan tentang a. Accessing the Company’s documents, data, and information
karyawan, dana, aset, dan sumber daya perusahaan yang on employees, funds, assets, and resources needed of the
diperlukan; Company;
b. Berkomunikasi langsung dengan karyawan, termasuk Direksi b. Directly communicating with employees, including the Board
dan pihak yang menjalankan fungsi audit internal, manajemen of Directors and parties in charge of internal audit function,
risiko, dan Akuntan terkait tugas dan tanggung jawab Komite risk management; and Accountant related to duties and
Audit; responsibilities of Audit Committee;
c. Melibatkan pihak independen di luar anggota Komite Audit c. Involving independent party outside Audit Committee
yang diperlukan untuk membantu pelaksanaan tugasnya (jika member required to assist the implementation of its duties (if
diperlukan); dan needed); and
d. Melakukan kewenangan lain yang diberikan oleh Dewan d. Carrying out other authorities provided by the Board of
Komisaris. Commissioners.
2. Dalam melaksanakan wewenangnya, Komite Audit dapat 2. In carrying out its authorities, Audit Committee may cooperate with
bekerjasama dengan Unit Audit Internal. Internal Audit Unit.
Masa Jabatan Anggota Komite Audit Term of Office of Audit Committee Member
1. Masa jabatan anggota Dewan Komisaris yang merangkap 1. Term of office for the Board of Commissioners member who is
sebagai anggota Komite Audit adalah sama dengan masa jabatan concurrently as Audit Committee member is the same as their
penunjukannya sebagai anggota Dewan Komisaris yang ditentukan term of appointment as the Board of Commissioners member
oleh Rapat Umum Pemegang Saham. determined by the GMS.
2. Masa tugas anggota Komite Audit yang berasal dari pihak 2. Term of service for Audit Committee member from independent
independen tidak boleh lebih lama dari masa jabatan Dewan party can not be longer than the term of office for the Board of
Komisaris sebagaimana diatur dalam Anggaran Dasar dan Commissioners as regulated in the Articles of Association and can
dapat dipilih kembali hanya untuk 1 (satu) periode berikutnya, be re-selected for only 1 (one) next period, without prejudice to
dengan tidak mengurangi hak Dewan Komisaris untuk dapat the Board of Commissioners rights to dismiss Audit Committee
memberhentikan sewaktu-waktu para anggota komite sebelum members at any time prior to the expired of their appointment
jangka waktu pengangkatannya berakhir. period.
3. Apabila anggota Dewan Komisaris yang menjadi Ketua Komite Audit 3. In the event the Board of Commissioners member who becomes the
berhenti sebelum masa tugasnya sebagai Komisaris Perseroan, Chairman of Audit Committee resigns prior to their term of service
maka Ketua Komite Audit digantikan oleh Komisaris Independen as the Company’s Commissioner, the Chairman of Audit Committee
lainnya. will be replaced by other Independent Commissioners.

Struktur dan Keanggotaan Komite Audit Structure and Membership of Audit Committee
Sesuai Peraturan Otoritas Jasa Keuangan No. 55/POJK.04/2015 tentang According to Financial Services Authority Regulation No. 55/
Pembentukan dan Pedoman Pelaksanaan Kerja Komite Audit, struktur POJK.04/2015 concerning the Establishment and Guidelines for the
Komite Audit diatur dalam Piagam Komite Audit yang ditetapkan Dewan Work Implementation of Audit Committee, the structure of Audit
Komisaris, yaitu sebagai berikut: Committee is regulated in Audit Committee Charter determined by the
Board of Commissioners, as follows:
1. Komite Audit dibentuk oleh dan bertanggung jawab kepada Dewan 1. Audit Committee is established by and responsible to the Board of
2. Anggota Komite Audit diangkat dan diberhentikan oleh Dewan 2. Audit Committee members are appointed and dismissed by the
Komisaris. Board of Commissioners.
3. Anggota Komite Audit paling kurang terdiri dari: 3. Audit Committee members consist of at least:
a. Komite Audit paling kurang terdiri dari 3 (tiga) orang Anggota; a. Audit Committee consists of at least 3 (three) Members;
b. Ketua Komite Audit merangkap Anggota yang merupakan b. Chairman of Audit Committee concurrently as Member who is
Komisaris Independen; Independent Commissioner;
c. Anggota Komite Audit lainnya merupakan pihak yang berasal c. Other Audit Committee Members are the parties from outside
dari luar Perusahaan. the Company.
Dengan demikian, seluruh anggota Komite Audit merupakan pihak Thus, all Audit Committee members are Independent parties. This is also
Independen. Hal ini juga sejalan dengan ketentuan ASEAN Corporate in line with the provisions of ASEAN Corporate Governance Scorecard.
Governance Scorecard. Susunan Komite Audit Elnusa per 31 Desember The composition of Elnusa’s Audit Committee as of December 31, 2021
2021 adalah sebagai berikut: is as follows:
Nama Jabatan Dasar Pengangkatan Masa Jabatan Periode Jabatan

Name Position Basis of Appointment Term of Office Position Period
Anis Baridwan Ketua Komite/Komisaris Independen SK Dewan Komisaris No. 001 Tahun 2019 2019-2022 Pertama
Chairman of Committee/Independen Board of Commissioners Decree No. 001 Year First
Commissioner 2019
Adil Nusyirwan Anggota SK Dewan Komisaris No. 001 Tahun 2020 2020-2023 Pertama
Member Board of Commissioners Decree No. 001 Year First
2020
Serena Karlita Ferdinandus Anggota SK Dewan Komisaris No. 001 Tahun 2020 2020-2023 Pertama
2020
Untuk memenuhi Peraturan OJK No. 55/POJK.04/2015 tanggal 23 To comply with FSA Regulation No. 55/POJK.04/2015 dated December
Desember 2015 tentang Pembentukan dan Pedoman Pelaksanaan Kerja 23, 2015, concerning the Establishment and Guidelines for the Work
Komite Audit, informasi mengenai pengangkatan dan pemberhentian Implementation of Audit Committee, information on the appointment
Komite Audit telah disampaikan kepada Otoritas Jasa Keuangan dalam and dismissal of Audit Committee has been submitted to the Financial
jangka waktu paling lama 2 (dua) hari kerja setelah pengangkatan atau Services Authority within a maximum period of 2 (two) working days
pemberhentian, dan telah dimuat dalam situs web Bursa Efek dan/atau after the appointment or dismissal, and has been published in the Stock
situs web Perseroan. Exchange Website and/or the Company’s Website.

Profil Anggota Komite Audit yang Bukan Komisaris Profile of Audit Committee Members who are not
Commissioner
ADIL NUSYIRWAN Data Pribadi | Personal Data

Anggota | Member Warga Negara Indonesia | Indonesian Citizen
Usia 64 tahun | Age 64 years old
Periode Jabatan 2020-2023, Periode Pertama Kelahiran Jakarta, 31 Januari 1957| Born Jakarta, January 31, 1957
Service Period 2020-2023, First Period Domisili Jakarta Selatan, DKI Jakarta | Domicile South Jakarta, DKI Jakarta
Pendidikan • Sarjana Akuntansi, Jurusan Akuntansi, Universitas • Bachelor of Accounting, Department of

Education Sumatera Utara (1982) Accounting, University of North Sumatera (1982)
• Master Akuntansi, University of Illinois at Urbana • Master of Accounting, University of Illinois at
Champaign, USA (1994) Urbana Champaign, USA (1994)
Pengalaman Kerja Mengawali karir di PT Perkebunan VIII dan Starting his career at PT Perkebunan VIII and joined
Work Experience bergabung dengan Pertamina sejak 1987 dengan Pertamina since 1987 by holding various positions
menduduki berbagai macam posisi jabatan antara including Director of Finance & Administration at
lain Direktur Keuangan & Administrasi di PT Elnusa PT Elnusa Harapan (2003-2005) and at PT Patra
Harapan (2003-2005) dan di PT Patra Niaga (2005- Niaga (2005-2009) as well as Director of Finance at
2009) serta sebagai Direktur Keuangan di PT Patra PT Patra Jasa (2009-2013).
Jasa (2009-2013).
SERENA KARLITA FERDINANDUS Data Pribadi | Personal Data

Periode Jabatan 2020-2023, Periode Pertama Kelahiran Surabaya, 29 Februari 1960 | Born Surabaya, February 29, 1960
Service Period 2020-2023, First Period Domisili Tangerang Selatan, Banten | Domicile South Tangerang, Banten
Pendidikan Sarjana Akuntansi, Jurusan Akuntansi, Universitas Bachelor of Accounting, Department of Accounting,
Education Indonesia (1986) University of Indonesia (1986)
Pengalaman Kerja Beliau saat ini menduduki beberapa posisi jabatan She currently has several positions, among
Work Experience antara lain Komisaris Independen dan Ketua Komite others, Independent Commissioner and Head
Audit Independen PT CIMB Niaga Auto Finance of Audit Committee at PT CIMB Niaga Auto
(2012-sekarang), Ketua Komite Pengawasan Risiko Finance (2012-present), Head of the Risk
PT CIMB Niaga Auto Finance (2020-sekarang), Controlling Committee at PT CIMB Niaga Auto
Anggota Komite Tata Kelola Terintegrasi PT Bank Finance (2020-present), Member of Integrated
CIMB Niaga Tbk (2015-sekarang) Chief Audit Governance Committee at PT Bank CIMB Niaga
Executive PT Ithaca Resources (2009-sekarang). Tbk (2015-present), and Chief Audit Executive at
PT Ithaca Resources (2009-present).
Sebelumnya beliau pernah menduduki posisi Previously, she served as Commissioner at PT Anpa
sebagai Komisaris PT Anpa International (2012- International (2021-2018), Audit Committee
2018), Anggota Komite Audit PT Chandra Asri member at PT Chandra Asri Petrochemical Tbk
Petrochemical Tbk (2009-2015) dan PT Barito (2009-2015) and PT Barito Pacific Tbk (2009-2013),
Pacific Tbk (2009-2013), Senior Vice President Senior Vice President of Investment Banking Division
of Investment Banking Division PT NC Securities at PT NC Securities (2002-2009), Vice President
(2002-2009), Vice President of Investment Banking Investment Banking Division at PT Danareksa
Division PT Danareksa Persero, Vice President of Persero, Vice President of Direct Investment Division
Direct Investment Division PT Danareksa Finance at PT Danareksa Finance (1996-2001), and served
(1996-2001) dan pernah menjabat sebagai Manager as Manager of Audit Division at Ernst & Young
of Audit Division Ernst & Young Indonesia. Indonesia.
Kualifikasi Menjadi Anggota Komite Audit Qualifications to be Audit Committee Member

Secara umum, persyaratan keanggotaan Komite Audit Perseroan In general, membership requirements of the Company’s Audit
sebagai berikut: Committee are as follows:
1. Wajib memiliki integritas yang tinggi, akhlak dan moral yang baik, 1. Required to have high integrity, good character and morals, ability,
kemampuan, pengetahuan, pengalaman sesuai dengan bidang knowledge, experience according to field of work, as well as be able
pekerjaannya, serta mampu berkomunikasi dengan baik; to communicate well;
2. Bukan merupakan orang yang bekerja atau mempunyai 2. 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 Perseroan dalam waktu 6 last 6 (six) months, unless for Independent Commissioner;
(enam) bulan terakhir kecuali Komisaris Independen;
3. Bukan merupakan orang dalam Kantor Akuntan Publik, Kantor 3. Not a person in Public Accounting Firm, Legal Consulting Firm, Public
Konsultan Hukum, Kantor Jasa Penilai Publik atau pihak lain yang Assessment Service Office or other parties providing assurance,

memberi jasa asurans, jasa non-asuransi, jasa penilai dan/atau non-assurance, assessment and/or other consulting services to the
jasa konsultasi lain kepada Perseroan dalam waktu 6 (enam) Company within the last 6 (six) months;
bulan terakhir;
4. Wajib memahami laporan keuangan, bisnis perusahaan khususnya 4. Required to understand financial statements, the Company
yang terkait dengan layanan jasa atau kegiatan usaha Perseroan, business, especially those related to services or business activities
proses audit, manajemen risiko, dan peraturan perundang- of the Company, audit process, risk management, and laws and
undangan di bidang Pasar Modal serta peraturan perundang- regulations in the Capital Market sector and other related laws and
undangan terkait lainnya; regulations;
5. Wajib mematuhi kode etik Komite Audit yang ditetapkan oleh 5. Required to comply with Audit Committee code of conduct
Perseroan; determined by the Company;
6. Bersedia meningkatkan kompetensi secara terus menerus melalui 6. Willing to improve competence continuously through education
pendidikan dan pelatihan; and training;
7. Wajib memiliki paling kurang satu anggota yang berlatar belakang 7. Required to have at least one member with educational background
pendidikan dan keahlian di bidang akuntansi dan/atau keuangan; and expertise in accounting and/or finance;
8. Tidak mempunyai saham langsung maupun tidak langsung pada 8. Having no direct or indirect shares in the Company;
Perseroan;
9. Dalam hal anggota Komite Audit memperoleh saham Perseroan 9. In the event that Audit Committee member acquires the Company’s
baik langsung maupun tidak langsung akibat suatu peristiwa hukum, shares, either directly or indirectly as the result of the legal event,
maka saham tersebut wajib dialihkan kepada pihak lain dalam the shares must be transferred to another party within a maximum
jangka waktu paling lama 6 (enam) bulan setelah diperolehnya period of 6 (six) months after the shares were acquired;
saham tersebut;
10. Tidak mempunyai hubungan Afiliasi dengan anggota Dewan 10. Having no affiliation with the Board of Commissioners members,
Komisaris, anggota Direksi, atau Pemegang Saham Utama the Board of Directors members, or the Company’s Major
Perseroan; dan Shareholders; and
11. Tidak mempunyai hubungan usaha baik langsung maupun tidak 11. Having no business relationship, either directly or indirectly, related
langsung yang berkaitan dengan kegiatan usaha Perseroan. to the Company business activities.
Independensi Komite Audit Independency of Audit Committee

Anggota Komite Audit memberikan penilaian secara wajar dan seimbang Audit Committee Members provide fair and balanced assessment to all
terhadap seluruh kondisi yang relevan dan tidak terpengaruh oleh relevant conditions and are not affected by personal or other parties
kepentingan pribadi atau pihak lain dalam menyampaikan pendapatnya. interests in submitting opinion.
Berdasarkan Peraturan Otoritas Jasa Keuangan No. 55/POJK.04/2015 According to Financial Services Authority Regulation No. 55/
tentang Pembentukan dan Pedoman Pelaksanaan Kerja Komite Audit POJK.04/2015 concerning the Establishment and Guidelines for
Pasal 7 terkait Persyaratan dan Keanggotaan dan Masa Tugas Komite the Work Implementation of Audit Committee, Article 7 related to
Audit serta Charter Komite Audit, seluruh Anggota Komite Audit yang Requirements and Membership and Term of Service of Audit Committee
berasal dari pihak independen tidak memiliki hubungan keuangan, as well as Audit Committee Charter, all Audit Committee members
kepengurusan, kepemilikan saham dan/atau hubungan keluarga dengan from independent parties do not have financial, management, share
Dewan Komisaris, Direksi dan/atau Pemegang Saham Pengendali, yang ownership and/or family relations with the Board of Commissioners,
dapat mempengaruhi kemampuannya bertindak independen. Tidak ada Board of Directors and/or Controlling Shareholders, that may influence
Anggota Komite Audit yang merangkap menjadi anggota Komite lainnya. the ability to act independently. There is no Audit Committee member
who is concurrently as member of other Committees.
Anis Adil Serena Karlita

Aspek Independensi Independency Aspect
Baridwan Nusyirwan Ferdinandus
Bukan merupakan orang dalam Kantor Akuntan Publik, √ √ √ Not a person in Public Accounting Firm, Legal Consulting
Kantor Konsultan Hukum, Kantor Jasa Penilai Publik Firm, Public Appraisal Service Office or other parties
atau pihak lain yang memberi jasa assurance, jasa non- providing assurance, non-assurance, appraisal and/or
assurance, jasa penilai dan/atau jasa konsultasi lain kepada other consulting services to the Company within the last
Perusahaan dalam waktu 6 (enam) bulan terakhir. 6 (six) months
Bukan merupakan orang yang bekerja atau mempunyai √ √ √ Not a person who works or has the authority and
wewenang dan tanggung jawab untuk merencanakan, responsibility to plan, lead, control, or supervise the
memimpin, mengendalikan, atau mengawasi kegiatan Company’s activities within the last 6 (six) months, unless
Perusahaan dalam waktu 6 (enam) bulan terakhir kecuali for the Independent Commissioner.
Komisaris Independen.
Tidak mempunyai saham langsung maupun tidak langsung √ √ √ Have direct or indirect shares in the Company.
pada Perusahaan.

Anis Adil Serena Karlita
Aspek Independensi Independency Aspect
Baridwan Nusyirwan Ferdinandus
Tidak mempunyai hubungan Afiliasi dengan anggota Dewan √ √ √ Having no affiliation with the Company’s Board of
Komisaris, anggota Direksi, atau Pemegang Saham Utama Commissioners members, Board of Directors members, or
Perusahaan. Major Shareholders.
Tidak mempunyai hubungan usaha baik langsung maupun √ √ √ Having business relationship, either directly or indirectly,
tidak langsung yang berkaitan dengan kegiatan usaha related to the Company business activities.
Perusahaan.
√ = ada | available
x = tidak ada | unavailble
Pembagian Tugas dan Tanggung Jawab dalam Duties and Responsibilities Division in Audit Committee
Keanggotaan Komite Audit Membership
Anggota Komite Audit terdiri dari 3 (tiga) orang yang berlatar belakang Audit Committee Members consist of 3 (three) persons with educational
pendidikan akuntasi dan keuangan serta mempunya pengalaman kerja backgrounds in accounting and finance as well as have various work
yang beragam. Sifat pekerjaan Komite Audit adalah kolektif kolegial. experiences. The work nature of Audit Committee is a collegial collective.
Dengan demikian, pelaksanaan tugas Komite Audit dapat dilakukan Thus, duties implementation of Audit Committee can be carried out
secara bersama-sama sesuai dengan latar belakang pendidikan dan jointly according to educational background and competencies of each
kompetensi yang dimiliki dari masing-masing anggota Komite Audit. Audit Committee member.
Pelaporan Reporting
Piagam Komite Audit mengatur bahwa Komite Audit wajib menyampaikan Audit Committee Charter regulates that Audit Committee is obliged to
laporan berikut kepada Dewan Komisaris: submit the following reports to the Board of Commissioners:
1. Komite Audit wajib membuat laporan kepada Dewan Komisaris atas 1. Audit Committee is required to draft report to the Board of
setiap penugasan yang diberikan. Commissioners of each assignment provided.
2. Komite Audit wajib membuat laporan tahunan pelaksanaan 2. Audit Committee is required to draft annual report on the
kegiatan Komite Audit yang diungkapkan dalam Laporan Tahunan implementation of Audit Committee activities disclosed in the
Perusahaan. Company’s Annual Report.
HUBUNGAN KERJA KOMITE AUDIT

Audit Committee Work Relationship
HUBUNGAN KERJA KOMITE AUDIT

Audit Committee Work Relationships
HUBUNGAN KERJA KOMITE AUDIT DENGAN HUBUNGAN KERJA KOMITE AUDIT DENGAN HUBUNGAN KERJA KOMITE AUDIT DENGAN
AUDITOR INTERNAL AUDITOR EKSTERNAL ACCOUNTING
Work Relationships between the Audit Working Relationships between the Audit Working Relationships between the Audit
Committee and the Internal Auditor Committee and the External Auditor Committee and Accounting
1. Melakukan penelaahan atas pelaksanaan 1. Memberikan rekomendasi penunjukan 1. Melakukan penelaahan atas informasi
pemeriksaan oleh auditor internal dan Auditor Eksternal kepada Dewan keuangan yang akan dikeluarkan Emiten
mengawasi pelaksanaan tindak lanjut oleh Komisaris. atau Perusahaan publik dan/atau pihak
Direksi atas temuan Auditor Internal. Providing recommendation for External otoritas antara lain laporan keuangan,
Reviewing audit implementation by Auditor appointment to the Board of poroyeksi, dan laporan lainnya terkait
internal auditor and supervising the Commissioners. dengan informasi keuangan Emiten atau
implementation of follow-up by the Board 2. Melakukan evaluasi pelaksanaan Perusahaan Publik.
of Directors on the findings by Internal pemberian jasa audit. Reviewing the financial information to be
Auditor. Evaluating the implementation of audit issued by the Issuer or Public Company
2. Mengawasi pelaksanaan tindak lanjut services provision by the External Auditor. and/or the authorities, including financial
oleh Direksi atas temuan Auditor Internal. 3. Melakukan Penelaahan atas laporan reports, projections, and other reports
Supervising the implementation of follow- keuangan. related to the financial information of the
up by the Board of Directors on the Conducting a review of the financial Issuer or Public Company.
findings by Internal Auditor. statements 2. Melakukan penelahaan atas ketaatan
3. Melakukan komunikasi secara langsung terhadap peraturan perundang-undangan
dengan pihak yang menjalankan fungsi yang berhubungan dengan kegiatan
audit internal. Emiten atau Perusahaan publik.
Communicating directly with those in Reviewing compliance with laws and
charge of internal audit function. regulations relating to the activities of the
4. Mengadakan rapat secara berkala dan Issuer or Public Company.
insidentil dengan Auditor Internal.
Holding regular and incidental meetings
with Internal Auditor.

Penilaian Kinerja (KPI) Komite Audit Performance Assessment (KPI) of Audit Committee
Penilaian kinerja Komite Audit dilakukan setidaknya 1 (satu) tahun Performance assessment of Audit Committee is conducted at least once
sekali, dengan mempertimbangkan efektivitas Komite Audit dalam a year, by considering the effectiveness of Audit Committee in carrying
menjalankan fungsinya, tingkat kehadiran dalam rapat, dan tingkat out its functions, attendance level at meetings, and the understanding
pemahaman akan masalah yang dihadapi Perusahaan. level of the issues faced by the Company.
Remunerasi Komite Audit Remuneration for Audit Committee

Penentuan jumlah remunerasi Komite Audit ditetapkan dengan The amount of remuneration for Audit Committee is determined by
mengacu pada Peraturan Menteri BUMN No. PER-12/MBU/2012 referring to the Regulation of the Minister of SOE No. PER-12/MBU/2012
tentang Organ Pendukung Dewan Komisaris/Dewan Pengawas Badan concerning Supporting Organs of the Board of Commissioners/
Usaha Milik Negara yang mengatur bahwa penghasilan anggota Komite Supervisory Board for the State-Owned Enterprises which regulates that
Audit, yakni berupa honorarium maksimal sebesar 20% (dua puluh income of Audit Committee members is at maximum honorarium of 20%
persen) dari gaji Direktur Utama Perusahaan dengan ketentuan pajak (twenty percent) of the salary of the Company’s President Director with
ditanggung Perusahaan dan tidak diperkenankan menerima penghasilan the provisions of the tax is borne by the Company and is not allowed
lain selain honorarium tersebut. Anggota Dewan Komisaris yang menjadi to receive other income other than the honorarium. The Board of
Ketua/Anggota Komite Audit tidak diberikan penghasilan tambahan dari Commissioners members concurrently Chairman/Audit Committee
jabatan tersebut. members are not given additional income from that position.
Rapat Komite Audit Meeting of Audit Committee

1. Komite Audit mengadakan rapat secara berkala paling kurang satu 1. Audit Committee holds regular meeting at least once in 3 (three)
kali dalam 3 (tiga) bulan. months.
2. Rapat Komite Audit dapat mengambil keputusan apabila sekurang- 2. Meeting of Audit Committee is able to take decision if at least
kurangnya dihadiri oleh lebih dari 1/2 (satu per dua) dari jumlah attended by more than 1/2 (half) of total members, including the
anggota termasuk seorang Komisaris Independen. Independent Commissioner.
3. Keputusan rapat komite dilakukan berdasarkan musyawarah 3. The committee meeting resolution is conducted by deliberation to
mufakat. Dalam hal tidak terjadi musyawarah mufakat, pengambilan reach consensus. In the event that no consensus is reached, the
keputusan dilakukan dengan suara terbanyak. decision making is conducted by the most voting.
4. Rapat dipimpin oleh Ketua Komite Audit atau anggota Komite Audit 4. The meeting is led by the Chairman of Audit Committee or Audit
dari Komisaris Independen apabila Ketua Komite Audit berhalangan Committee member from Independent Commissioner in case the
hadir. Chairman of Audit Committee is unable to attend.
5. Setiap rapat Komite Audit harus dituangkan dalam risalah rapat 5. Every meeeting of Audit Committee must be stated in the minutes
yang ditandatangani oleh seluruh anggota Komite Audit yang of meeting signed by all Committee members present. Differences
hadir. Perbedaan pendapat yang terjadi dalam rapat komite wajib of opinion in the committee meeting must be included clearly in the
dicantumkan secara jelas dalam risalah rapat beserta alasan minutes of meeting with the reason of the differences.
perbedaan tersebut.
Selama tahun 2021, Komite Audit telah melaksanakan 14 (empat belas) During 2021, the Audit Committee has held 14 (fourteen) times, both
kali, baik rapat internal Komite maupun rapat bersama Direktur dan Divisi internal Committee meetings and meetings with the Directors and
terkait seperti fungsi Audit Internal dan Accounting/Controller . Komite related Divisions such as the Internal Audit and Accounting/Controller
Audit juga aktif hadir dan terlibat dalam Rapat Dewan Komisaris dengan functions. Audit Committee is also active to attend and involve in the
tujuan agar hal-hal yang bersifat substantif dapat segera dilaporkan Board of Commissioners Meeting so that the substantive matters can be
kepada Dewan Komisaris. Sehubungan dengan pandemi Virus Corona reported immediately to the Board of Commissioners. Related to Corona
(COVID-19) yang harus menerapkan protokol kesehatan, seluruh rapat Virus (COVID-19) which must implement health protocols, all meetings
Komite Audit dilaksanakan melalui video conference. of Audit Committee are carried out through video conference.
The following is the frequency and attendance rate of Audit Committee
Berikut frekuensi dan tingkat kehadiran Rapat Komite Audit: Meetings:
Nama Jabatan Jumlah Rapat Kehadiran Persentase (%)

Name Position Total Meetings Attendance Percentage (%)
Anis Baridwan Ketua Komite/Komisaris Independen 14 14 100
Chairman of the Committee/Independent
Commissioner
Adil Nusyirwan Anggota | Member 14 14 100
Serena Karlita Ferdinandus Anggota | Member 14 14 100

Agenda Rapat Komite Audit Audit Committee Meeting Agenda
Dengan total 14 (empat belas) kali rapat terkait agenda pembahasannya With a total of 14 (fourteen) meetings related to the agenda for
adalah mengenai evaluasi dan penunjukan Kantor Akuntan Publik dan/ discussion are regarding the evaluation and appointment of Public
atau Akuntan Publik, program kerja Komite Audit dan Fungsi Audit Accounting Firm and/or Public Accountant, Elnusa’s work program of
Internal Elnusa maupun temuan-temuan audit baik dari eksternal Audit Committee and Internal Audit Function and audit findings from
maupun internal serta agenda lainnya. both external and internal as well as other agendas.
Rencana Pelaksanaan Rapat Komite Audit dengan Plan for Implementation of Audit Committee Meeting
Fungsi Audit Internal Tahun 2022 with Internal Audit Function in 2022
Untuk lebih meningkatkan koordinasi yang lebih efektif, maka untuk To further improve coordination more effectively, for 2022, according to
tahun 2022, sesuai Program Kerja Komite Audit bahwa rapat dengan the Audit Committee Work Program, a meeting with Elnusa’s Internal
Fungsi Internal Audit Elnusa direncanakan dilakukan setiap minggu Audit Function is planned to be held every 2nd week at least every 2
ke-2 setidaknya setiap 2 (dua) bulan dengan agenda rapat diantaranya (two) months with a meeting agenda including discussing the progress of
membahas tentang progress penugasan audit termasuk tindak lanjutnya. audit assignments including follow-up actions. he continued. Unplanned
Rapat yang bersifat unplanned juga dapat dilaksanakan sewaktu-waktu meetings can also be held at any time as needed.
sesuai dengan kebutuhan.
Pengembangan Kompetensi Anggota Komite Audit Competency Development for Audit Committee
Members
Perseroan memfasilitasi pelaksanaan program pengembangan bagi The Company facilitates the implementation of development programs
Komite Audit dalam rangka meningkatkan kompetensi anggota Komite for Audit Committee to improve competence of Audit Committee
Audit. Program ini diharapkan mampu memberikan dampak positif members. This program is expected to result in positive impacts on the
terhadap produktivitas dan efektivitas kinerja Komite Audit. productivity and effectiveness of Audit Committee performance.
Tentang kegiatan peningkatan kompetensi yang diikuti Anggota Komite Competency development activities participated by Audit Committee
Audit di sepanjang tahun 2021 dapat dilihat pada Bab Profil Perusahaan members throughout 2021 are available in the Company Profile chapter
dalam laporan tahunan ini. of this annual report.
KOMITE NOMINASI DAN REMUNERASI NOMINATION AND REMUNERATION

COMMITTEE
Perseroan memiliki Komite Nominasi dan Remunerasi dengan fungsi dan The Company has Nomination and Remuneration Committee with the
tugas untuk membantu Dewan Komisaris terkait dengan implementasi functions and duties to assist the Board of Commissioners related to the
kebijakan nominasi dan remunerasi di tingkat Dewan Komisaris dan implementation of nomination and remuneration policies in the levels of
Direksi Perseroan. the Company’s Board of Commissioners and Board of Directors.
Dasar Pembentukan Komite Nominasi dan Remunerasi Basic Establishment of Nomination and Remuneration
Committee
Komite Nominasi dan Remunerasi dibentuk oleh Dewan Komisaris Nomination and Remuneration Committee is established by the Board
dan menjalankan tugasnya sesuai peraturan, di antaranya adalah of Commissioners and carrying out its duties according to the following
sebagai berikut: regulations:
1. Peraturan Menteri Negara Badan Usaha Milik Negara No. PER-14/ 1. Regulation of the State Minister for State-Owned Enterprises
MBU/10/2021 tentang Perubahan Kedua Atas Peraturan Menteri No. PER-14/MBU/10/2021 concerning the Second Amendment
Badan Usaha Milik Negara No. PER-12/MBU/2012 tanggal 24 to Regulation of the State Minister for State-Owned Enterprises
Agustus 2012 tentang Organ Pendukung Dewan Komisaris/Dewan No. PER-12/MBU/2012 dated August 24, 2012, concerning
Pengawas Badan Usaha Milik Negara. Supporting Organs for the Board of Commissioners/Supervisory
Board of State-Owned Enterprises.
Desember 2014 tentang Komite Nominasi dan Remunerasi Emiten December 8, 2014, concerning Nomination and Remuneration
atau Perusahaan Publik. Committee of Issuers or Public Company.
Piagam Komite Nominasi dan Remunerasi Nomination and Remuneration Committee Charter
Komite Nominasi dan Remunerasi memiliki Piagam Komite yang Nomination and Remuneration Committee has Committee Charter
secara terus menerus disempurnakan dan diperbaharui sesuai which is continuously improved and updated following development
dengan perkembangan peraturan perundang-undangan yang berlaku of applicable laws and regulations as well as the current condition.

serta kondisi terkini. Pembaharuan/penyempurnaan atas Piagam The latest improvement/update to the Company’s Nomination and
Komite Nominasi dan Remunerasi Perseroan terakhir dilakukan pada Remuneration Committee Charter was in 2020.
tahun 2020.
Piagam Komite Nominasi dan Remunerasi tersebut memuat: Nomination and Remuneration Committee Charter contains,
among others:
2. Struktur organisasi dan keanggotaan Komite Nominasi dan 2. Organizational structure and membership of Nomination and
Remunerasi. Remuneration Committee.
3. Persyaratan keanggotaan Komite Nominasi dan Remunerasi. 3. Membership requirements of Nomination and Remuneration
Committee.
4. Tanggung jawab Komite Nominasi dan Remunerasi. 4. Responsibilities of Nomination and Remuneration Committee.
5. Tugas Komite Nominasi dan Remunerasi. 5. Duties of the Nomination and Remuneration Committee.
6. Wewenang hak dan kewajiban Komite Nominasi dan Remunerasi. 6. Authorities, rights and obligations of Nomination and Remuneration
Committee.
7. Rapat Komite Nominasi dan Remunerasi. 6. Meeting of Nomination and Remuneration Committee.
8. Masa jabatan anggota Komite Remunerasi dan Nominasi. 8. Term of office for member of Nomination and Remuneration
Committee.
Kode Etik Komite Nominasi dan Remunerasi Nomination and Remuneration Committee Code of
Conduct
Setiap anggota Komite Nominasi dan Remunerasi berkomitmen Each member of Nomination and Remuneration Committee is
memberikan kemampuan terbaiknya dan mematuhi kode etik yang committed to providing the best ability and comply with the applicable
berlaku, dengan mengutamakan integritas, independensi, objektivitas, code of conduct, by prioritizing integrity, independence, objectivity,
kejujuran, dan komitmen terhadap prinsip-prinsip GCG. honesty, and commitment to GCG principles.
Tugas dan Tanggung Jawab Komite Nominasi dan Duties and Responsibilities of Nomination and
Remunerasi Remuneration Committee
Komite Nominasi dan Remunerasi melakukan evaluasi serta menyusun Nomination and Remuneration Committee evaluates as well as prepares
dan memberikan rekomendasi kepada Dewan Komisaris mengenai and provides recommendations to the Board of Commissioners
sistem/kebijakan nominasi dan remunerasi bagi Dewan Komisaris regarding nomination and remuneration systems/policies for the Board
dan Direksi: of Commissioners and Board of Directors:
1. Terkait dengan Fungsi Nominasi 1. Related to the Nomination Function
a. Memberikan rekomendasi kepada Dewan Komisaris mengenai: a. Providing recommendations to the Board of Commissioners
regarding the following:
• Komposisi jabatan anggota Direksi dan/atau anggota • Composition of position for the Board of Directors member
Dewan Komisaris; and/or the Board of Commissioners member;
• Kebijakan dan kriteria yang dibutuhkan dalam proses • Policies and criterias required in the Nomination process;
Nominasi; dan and
• Kebijakan evaluasi kinerja bagi anggota Direksi dan/atau • Performance evaluation policies for the Board of Directors
anggota Dewan Komisaris. member and/or the Board of Commissioners member.
b. Membantu Dewan Komisaris melakukan penilaian kinerja b. Assisting the Board of Commissioners in assessment on the
anggota Direksi dan/atau anggota Dewan Komisaris. performance of the Board of Directors member and/or the
c. Memberikan rekomendasi kepada Dewan Komisaris mengenai Board of Commissioners member.
program pengembangan kemampuan anggota Direksi dan/atau c. Providing recommendations to the Board of Commissioners
anggota Dewan Komisaris. on the ability development program for the Board of Directors
member and/or the Board of Commissioners member;
d. Memberikan usulan/rekomendasi calon anggota Direksi dan/ d. Providing proposals/recommendations of prospective the
atau calon anggota Dewan Komisaris yang memenuhi syarat Board of Directors member and/or prospective the Board
kepada Dewan Komisaris untuk disampaikan kepada Rapat of Commissioners member who meets the requirements to
Umum Pemegang Saham. the Board of Commissioners to be submitted to the General
Meeting of Shareholders;
e. Menyusun dan memberikan rekomendasi kepada Dewan e. Preparing and providing recommendations to the Board of
Komisaris mengenai sistem dan prosedur pemilihan dan/atau Commissioners on the systems and procedures for appointment
penggantian anggota Dewan Komisaris dan Direksi kepada and/or dismissal of the Board of Commissioners members

Dewan Komisaris untuk disampaikan kepada Rapat Umum and Board of Directors to the Board of Commissioners to be
Pemegang Saham. submitted to the General Meeting of Shareholders.
2. Terkait fungsi Remunerasi 2. Related to the Remuneration Function:
a. Melakukan evaluasi terhadap sistem/kebijakan remunerasi a. Evaluating remuneration systems/procedures based on the
yang didasarkan atas kinerja, risiko, kewajaran dengan peer performance, risk, fairness with the peer group, target, and
group, sasaran, dan strategi jangka panjang. long-term strategy.
b. Menyusun dan memberikan rekomendasi kepada Dewan b. Preparing and providing recommendations to the Board of
Komisaris mengenai: Commissioners regarding:
• Struktur remunerasi; • Remuneration structure;
• Kebijakan remunerasi; dan • Remuneration policy; and
• Besaran remunerasi. • The amount of remuneration.
Struktur, kebijakan dan besaran remunerasi bagi Dewan The aforementioned structure, policy, and amount of
Komisaris dan Direksi tersebut di atas dievaluasi oleh Komite remuneration for the Board of Commissioners and Board of
Nominasi dan Remunerasi sekurang-kurangnya satu kali dalam Directors are evaluated by Nomination and Remuneration
satu tahun. Committee at least once in a year.
c. Menyampaikan hasil evaluasi dan memberikan rekomendasi c. Submitting evaluation results and providing recommendations
kepada Dewan Komisaris mengenai kebijakan remunerasi bagi to the Board of Commissioners on remuneration policy for the
Direksi dan Dewan Komisaris untuk disampaikan kepada Rapat Board of Directors and Board of Commissioners to be submitted
Umum Pemegang Saham. to the General Meeting of Shareholders.
d. Memastikan bahwa kebijakan remunerasi telah sesuai dengan d. Ensuring that remuneration policy has been in line with the
ketentuan yang berlaku. applicable provisions.
e. Melakukan evaluasi secara berkala terhadap penerapan e. Regularly evaluating to the implementation of remuneration
kebijakan remunerasi. policy.
f. Membantu Dewan Komisaris melakukan penilaian kinerja f. Assisting the Board of Commissioners in the performance
dengan kesesuaian remunerasi yang diterima masing-masing assessment based on remuneration received by each member
anggota Direksi dan/atau anggota Dewan Komisaris. of the Board of Directors and/or the Board of Commissioners.
3. Melaksanakan tugas lainnya yang diberikan oleh Dewan Komisaris 3. Carrying out other duties by the Board of Commissioners related to
terkait fungsi nominasi dan remunerasi. nomination and remuneration functions.
Wewenang Komite Nominasi dan Remunerasi Authorities of Nomination and Remuneration

Committee
1. Komite Nominasi dan Remunerasi dapat mengakses catatan atau 1. Nomination and Remuneration Committee can access notes or
informasi tentang karyawan, dana, aset, serta sumber daya lainnya information on employees, funds, assets, and other resources of
milik Perusahaan yang berkaitan dengan pelaksanaan tugasnya. the Company related to duties implementation. The Committee
Komite wajib melaporkan secara tertulis hasil penugasan tersebut must report in written the assignment results to the Board of
kepada Dewan Komisaris. Commissioners.
2. Untuk melaksanakan tugasnya Komite Nominasi dan Remunerasi 2. To carry out its duties, Nomination and Remuneration Committee
dapat bekerja sama dengan Divisi Human Capital dan Divisi lainnya can cooperate with Human Capital Division and other related
yang terkait. Divisions.
3. Anggota Komite Nominasi dan Remunerasi wajib menjalankan 3. Members of Nomination and Remuneration Committee must
tugas dengan baik dan menjaga kerahasiaan seluruh dokumen, data carry out their duties well and maintain the confidentiality of all
dan informasi Perusahaan, baik dari pihak internal maupun pihak documents, datas, information of the Company, both from internal
eksternal dan hanya digunakan untuk kepentingan pelaksanaan and external parties, and only be used for the interests of the
tugas Komite. Committee duties implementation.
4. Komite Nominasi dan Remunerasi dalam menjalankan tugas 4. Nomination and Remuneration Committee is required to consider
dan tanggung jawab terkait dengan kebijakan remunerasi wajib financial performance, fairness with the peer group, long-term
memperhatikan antara lain kinerja keuangan, kewajaran dengan target and strategy considerations in carrying out its duties and
peer group, dan pertimbangan sasaran dan strategi jangka panjang. responsibilities related to the remuneration policy.
5. Komite Nominasi dan Remunerasi wajib membuat dan 5. Nomination and Remuneration Committee is oblidged to draft
menyampaikan laporan pelaksanaan tugas, tanggung jawab dan and submit reports on the implementation of nomination and
prosedur nominasi dan remunerasi yang dijalankan kepada Dewan remuneration duties, responsibilities and procedures carried out to
Komisaris. the Board of Commissioners.

Masa Jabatan Anggota Komite Nominasi dan Term of Office of Nomination and Remuneration
Remunerasi Committee Members
1. Masa jabatan anggota Dewan Komisaris yang merangkap sebagai 1. Term of office for the Board of Commissioners member who
anggota Komite Nominasi dan Remunerasi, sama dengan masa is concurrently as member of Nomination and Remuneration
jabatan penunjukannya sebagai anggota Dewan Komisaris yang Committee is the same as their term of appointment as the Board
ditentukan oleh Rapat Umum Pemegang Saham. of Commissioners member determined by the GMS.
2. Masa tugas anggota Komite Nominasi dan Remunerasi yang berasal 2. Term of service for member of Nomination and Remuneration
dari pihak independen tidak boleh lebih lama dari masa jabatan Committee from independent party can not be longer than the term
Dewan Komisaris sebagaimana diatur dalam Anggaran Dasar dan of office for the Board of Commissioners as regulated in the Articles
dapat dipilih kembali hanya untuk 1 (satu) periode berikutnya, of Association and can be re-selected for only 1 (one) next period,
dengan tidak mengurangi hak Dewan Komisaris untuk dapat without prejudice to the Board of Commissioners rights to dismiss
memberhentikan sewaktu-waktu para anggota komite sebelum Nomination and Remuneration Committee members at any time
jangka waktu pengangkatannya berakhir. prior to the expired of their appointment period.
3. Apabila anggota Dewan Komisaris yang menjadi Ketua Komite 3. In the event the Board of Commissioners member who becomes
Nominasi dan Remunerasi berhenti sebelum masa tugasnya sebagai the Chairman of Nomination and Remuneration Committee resigns
Komisaris Perseroan, maka Ketua Komite Nominasi dan Remunerasi prior to their term of service as the Company’s Commissioner, the
digantikan oleh Komisaris Independen lainnya. Chairman of Nomination and Remuneration Committee will be
replaced by other Independent Commissioners.
Struktur dan Keanggotaan Komite Nominasi dan Structure and Membership of Nomination and
Sesuai Peraturan Otoritas Jasa Keuangan No. 34/POJK.04/2014 tanggal According to Financial Services Authority Regulation No. 34/
8 Desember 2014 tentang Komite Nominasi dan Remunerasi Emiten POJK.04/2014 dated December 8, 2014, concerning Nomination and
atau Perusahaan Publik, struktur Komite Nominasi dan Remunerasi Remuneration Committee of Issuers or Public Company, the structure of
diatur dalam Piagam Komite yang ditetapkan Dewan Komisaris, yaitu Nomination and Remuneration Committee is regulated in the Committee
sebagai berikut: Charter determined by the Board of Commissioners, as follows:
1. Anggota Komite paling kurang terdiri dari 3 (tiga) orang 1. Committee Members shall consist of at least 3 (three)
Anggota yaitu: Members, namely:
a. Ketua Komite merangkap Anggota yang merupakan Komisaris a. Chairman of the Committee concurrently as Member who is
Independen maupun Anggota Komite yang merupakan pihak an Independent Commissioner or Committee Member who is
yang berasal dari luar Perusahan wajib memenuhi persyaratan the party from outside the Company must meet the following
sebagai berikut: requirements:
• Tidak memiliki saham baik langsung maupun tidak langsung • Having no shares, either directly or indirectly, in the
pada Perusahaan. Company.
• Tidak mempunyai hubungan usaha baik langsung maupun • Having no business relationship, either directly or indirectly,
tidak langsung yang berkaitan dengan kegiatan usaha related to the Company business activities.
Perusahaan.
• Bukan merupakan orang yang bekerja atau mempunyai • Not a person who works or has the authority and
wewenang dan tanggung jawab untuk merencanakan, responsibility to plan, lead, control, or supervise this
memimpin, mengendalikan atau mengawasi Perusahaan Company within the last 6 (six) months prior to being
ini dalam waktu 6 (enam) bulan sebelum diangkat oleh appointed by the Board of Commissioners.
Dewan Komisaris.
• Tidak mempunyai hubungan keluarga sedarah sampai • Having no blood family relationship up to the 3rd degree,
derajat ke-3, baik menurut garis lurus maupun garis either vertically or horizontally or relationship arising
ke samping ataupun hubungan yang timbul karena from marriage with other members of the Board of
perkawinan dengan Anggota Dewan Komisaris lainnya atau Commissioners or the Board of Directors.
dengan Anggota Direksi.

b. Anggota Komite lainnya dapat berasal dari: b. Other Committee members may come from the following:
• Anggota Dewan Komisaris. • The Board of Commissioners members
• Pihak yang berasal dari luar Perusahaan. • Parties from outside the Company
• Pihak yang menduduki jabatan manajerial di bawah Direksi • Parties holding managerial positions under the Board of
yang membidangi Sumber Daya Manusia. Directors in charge of Human Resources
2. Anggota Komite lainnya sebagaimana dimaksud pada angka 1 2. Other Committee members as referred to in number 1 letter b above
huruf b di atas sebagian besar tidak dapat berasal dari pihak yang can not mostly come from parties holding managerial positions
menduduki jabatan manajerial di bawah Direksi yang membidangi under the Board of Directors in charge of Human Resources.
Sumber Daya Manusia.
3. Anggota Direksi Perusahaan tidak dapat menjadi Anggota Komite. 3. Members of the Company’s Board of Directors can not become
Committee Members.
Per 31 Desember 2021, komposisi dan susunan Komite Nominasi dan As of December 31, 2021, the composition of Nomination and
Remunerasi terdiri dari 1 (satu) orang ketua dan 2 (dua) orang anggota. Remuneration Committee consisted of 1 (one) chairman and 2
Susunan Komite Nominasi dan Remunerasi per 31 Desember 2021 (two) members. The composition of Nomination and Remuneration
adalah sebagai berikut: Committee as of December 31, 2021 is as follows:

Lusiaga Levi Susila Ketua Komite/Komisaris Independen SK Dewan Komisaris No. 003 Tahun 2021 2021-2024 Kedua
Chairman of Committee/Independen Board of Commissioners Decree No. 003 Year Second
Commissioner 2021
Yudo Irianto Anggota SK Dewan Komisaris No. 010 Tahun 2020 2020-2023 Pertama
2020
Agung Wahidin Wibisana Anggota SK Dewan Komisaris No. 010 Tahun 2020 2020-2023 Pertama
2020
Profil Anggota Komite Nominasi dan Remunerasi yang Profile of Nomination and Remuneration Committee
Bukan Komisaris Members who are not Commissioner
YUDO IRIANTO Data Pribadi | Personal Data

Periode Jabatan 2020-2023, Periode Pertama Kelahiran Kebumen, 14 Oktober 1963| Born Kebumen, October 14, 1963
Service Period 2020-2023, First Period Domisili Bekasi, Jawa Barat | Domicile Bekasi, West Java
Pendidikan • Sarjana Ekonomi Akuntansi, Universitas • Bachelor of Accounting Economy, Diponegoro

Education Diponegoro, Semarang (1988) University, Semarang (1988)
• Magister Management, Human Resources • Master of Management, Human Resources
Management, Universitas Padjajaran, Bandung Management, Padjajaran University, Bandung,
dan College Business Administration, Kentucky and College Business Administration, Kentucky
University, USA (1996) University, USA (1996)
Pengalaman Kerja Mengawali karir di PT Pertamina (Persero) dengan Started his career at PT Pertamina (Persero)
Work Experience berbagai posisi antara lain SVP HRD (2017-2018), VP through various position among others, SVP HRD
People Management (2013-2017), VP HR Operation (2017-2018), VP of People Management (2013-
(2009-2013), VP HR Group Shared Services (2008- 2017), VP of HR Operation (2009-2013), VP of HR
2009). Selain jabatan struktural di Pertamina, juga Group Shared Services (2008-2009). Apart from
pernah menjabat sebagai Presiden Komisaris di structural position in Pertamina, he has been
PT Pertamina Pedeve Indonesia (2018) dan chaired as President Commissioners at PT Pertamina
PT Pertamina Dana Ventura (2013-2018), Komisaris Pedeve Indonesia (2018) and PT Pertamina Dana
di Perseroan (2017-2018) dan Dewan Pengawas Ventura (2013-2018), the Company Commissioner
di Dana Pensiun Pertamina (2009-2013). Saat (2017- 2018), and Supervisory Board at Dana
ini sebagai Komisaris Independen di PT Pertalife Pensiun Pertamina (2009-2013). Currently serving as
Insurance sejak 2021. Independent Commissioner at PT Pertalife Insurance
since 2021.

AGUNG WAHIDIN WIBISANA Data Pribadi | Personal Data

Periode Jabatan 2020-2023, Periode Pertama Kelahiran Jakarta, 20 Desember 1975| Born Jakarta, December 20, 1975
Service Period 2020-2023, First Period Domisili Bekasi, Jawa Barat | Domicile Bekasi, West Java
Pendidikan • Sarjana Hukum Bisnis, Universitas Parahyangan, • Bachelor of Business Law, Parahyangan University,
Education Bandung (1999) Bandung (1999)
• Diploma Human Capital Management, Singapore • Diploma of Human Capital Management,
Human Resources Institute (2009) Singapore Human Resources Institute (2009)
• Master in Business Administration, IPMI Business • Master Candidate of Business Administration,
School (2022) IPMI Business School (2021)
Pengalaman Kerja Mengawali karir di Perseroan sejak tahun 2010 dan Started his career in the Company since 2010
Work Experience saat ini sebagai VP Human Capital Perseroan sejak and currently serving as VP Human Capital of the
tahun 2020. Selama di Perseroan pernah menjabat Company since 2020. During his career in the
berbagai posisi di bidang Human Capital antara Company, he has been serving in various position
lain Senior Manager of Human Capital Business of Human Capital, among others, Senior Manager
Partner (2018-2020), Department Head of Human of Human Capital Business Partner (2018-2020),
Resources Drilling & Oilfield Services (2016-2018), Department Head of Human Resources Drilling &
Department Head of Organization Development Oilfield Services (2016-2018), Department Head of
& Talent Management (2012-2016). Sebelumnya Organization Development & Talent Management
pernah berkarir di PT Infomedia Nusantara dengan (2012-2016). Previously, he had career in PT
menjabat di berbagai posisi antara lain Human Infomedia Nusantara and has been served various
Resources Policy & System Manager (2010), Human position, such as Human Resources Policy & System
Resource Performance Manager (2008-2010) dan Manager (2010), Human Resource Performance
Human Resource Operation Manager (2006-2008) Manager (2008-2010) and Human Resource
serta sebagai Associate di Konsultan Hukum Operation Manager (2006-2008), and Associate in
(1999- 2002). Law Consultant (1999-2002).
Kualifikasi Menjadi Anggota Komite Nominasi dan Qualifications to Become Member of Nomination and
Secara umum, persyaratan anggota Komite Nominasi dan Remunerasi, In general, the requirements for Nomination and Remuneration
antara lain: Committee member are as follows:
1. Memiliki integritas, dedikasi, kemampuan, pendidikan, 1. Having integrity, dedication, ability, education, independency
independensi dan pengalaman sesuai dengan bidang pekerjaannya, dan experience following the field of work, as well as being able
serta mampu mengkomunikasikan secara lisan maupun tertulis to communicate verbally and in writing all results of their duties
semua hasil pelaksanaan tugasnya kepada Dewan Komisaris sesuai implementation to the Board of Commissioners according to
prosedur yang berlaku. applicable procedures.
2. Memiliki pengetahuan yang cukup untuk dapat memahami prinsip 2. Having sufficient knowledge to be able to understand the principle
dan proses penetapan Nominasi dan Remunerasi serta mampu and process of Nomination and Remuneration determination, as well
mengkomunikasikan pelaksanaan tugas dan fungsinya kepada as being able to communicate duties and functions implementation
Dewan Komisaris. to the Board of Commissioners.
3. Memiliki pengetahuan yang memadai tentang Anggaran Dasar 3. Having adequate knowledge on the Company’s Articles of
Perusahaan, peraturan perundang-undangan dan peraturan lainnya Association, laws and regulations, as well as other regulations
terkait penetapan Nominasi dan Remunerasi. related to the determination of Nomination and Remuneration.
4. Memiliki pengetahuan mengenai Nominasi dan Remunerasi yang 4. Having knowledge on applicable Nomination and Remuneration in
berlaku pada industri sesuai dengan kegiatan usaha Perusahaan the industry following business activities of similar Company and
sejenis dan skala usaha dari Perusahaan dalam industrinya. business scale from the Company within the industry.
5. Sekurang-kurangnya salah satu Anggota Komite harus memiliki latar 5. At least one of Committee Members must have educational
belakang dan kompetensi dalam pendidikan atau memiliki keahlian background and competency or have expertise in the Human
dalam bidang Sumber Daya Manusia. Resources sector.
6. Tidak memiliki saham baik langsung maupun tidak langsung pada 6. Having no shares, either directly or indirectly, in the Company.
Perusahaan.
langsung yang berkaitan dengan kegiatan usaha Perusahaan. to the Company business activities.
wewenang dan tanggung jawab untuk merencanakan, memimpin, plan, lead, control, or supervise this Company within the last 6 (six)
mengendalikan atau mengawasi Perusahaan ini dalam waktu 6 months before being appointed by the Board of Commissioners.
(enam) bulan sebelum diangkat oleh Dewan Komisaris.

9. Tidak mempunyai hubungan keluarga sedarah sampai derajat 9. Having no blood family relationship up to the 3rd degree, either
ke-3, baik menurut garis lurus maupun garis ke samping ataupun vertically or horizontally or relationship arising from marriage
hubungan yang timbul karena perkawinan dengan Anggota Dewan with other the Board of Commissioners members or the Board of
Komisaris lainnya atau dengan Anggota Direksi. Directors members.
Independensi Komite Nominasi dan Remunerasi Independency of Nomination and Remuneration

Committee
Sebagai upaya untuk dapat menjaga independensi setiap anggota As the effort to be able to maintain the independency of each member
Komite, setiap tahunnya masing-masing anggota Komite Penunjang of the Committee, each member of the Supporting Committee under
Dewan Komisaris memberikan pernyataan independensi. Pernyataan the Board of Commissioners provides the statement of independence
independensi Komite Nominasi dan Remunerasi disusun berdasarkan each year. The independency statement of Nomination and
Peraturan Otoritas Jasa Keuangan No. 34/POJK.04/2014 tentang Komite Remuneration Committee is prepared based on the Financial Services
Nominasi dan Remunerasi Emiten atau Perusahaan Publik. Authority Regulation No. 34/POJK.04/2014 concerning Nomination and
Remuneration Committee of Issuers or Public Company.
Ketua Komite merangkap Anggota yang merupakan Komisaris The Committee Chairman who is concurrently as Member who is the
Independen maupun Anggota Komite yang merupakan pihak yang Independent Commissioner and Committee Member who is the party
berasal dari luar Perusahan sebagai berikut: from outside the Company are as follows:
Agung
Lusiaga Levi
Aspek Independensi Yudo Irianto Wahidin Independency Aspect
Susila
Wibisana
Tidak berasal dari pihak yang menduduki jabatan manajerial √ √ Does not come from parties holding managerial positions
di bawah Direksi yang membidangi sumber daya manusia under the Board of Directors in charge of human resources
Tidak mempunyai saham langsung maupun tidak langsung √ √ Having no direct or indirect shares in Elnusa
di Elnusa
Tidak mempunyai hubungan Afiliasi dengan anggota Dewan √ √ Having no affiliation with the Board of Commissioners
Komisaris, anggota Direksi, atau Pemegang Saham Utama members, the Board of Directors members, or Major
Elnusa Shareholders of Elnusa
Tidak mempunyai hubungan usaha baik langsung maupun √ √ Having no business relationship, either directly or indirectly,
tidak langsung yang berkaitan dengan kegiatan usaha related to Elnusa business activities
Elnusa
Tidak menjabat sebagai pengurus partai politik dan/atau √ √ Not serving as administrators of political parties and/
calon/anggota legislatif dan/atau merupakan calon atau or candidates/members of the legislature and/or are
menjabat sebagai kepala/wakil kepala pemerintahan candidates or serving as head/deputy head of regional
daerah government
Tidak memiliki jabatan lain yang dapat menimbulkan √ √ Having no other position that could cause conflict of
benturan kepentingan terkait dengan jabatan di Elnusa interests related to the position at Elnusa
Laporan Singkat Pelaksanaan Kegiatan Komite Nominasi Brief Report on the Implementation of Activities of
dan Remunerasi Tahun 2021 Nomination and Remuneration Committee in 2021
Selama tahun 2021, Komite Nominasi dan Remunerasi telah During 2021, Nomination and Remuneration Committee (NRC) had
melaksanakan tugas dan tanggung jawabnya dalam rangka membantu carried out its duties and responsibilities in order to assist duties
pelaksanaan tugas Dewan Komisaris. Mekanisme pelaksanaan implementation of the Board of Commissioners. Mechanism for
kegiatan/tugas KNR dilakukan melalui pelaksanaan Rapat KNR NRC activities/duties implementation is conducted through NRC
maupun penelaahan/evaluasi/review di luar forum rapat yang hasilnya Meeting and review/evaluation outside the meeting forums, and the
disampaikan kepada Dewan Komisaris sebagai laporan dan rekomendasi results are submitted to the Board of Commissioners as reports and
baik secara tertulis maupun dalam forum Rapat Dewan Komisaris. recommendations, both in writing and in the meeting forums of the
Pelaksanaan kegiatan Komite Nominasi dan Remunerasi tersebut secara Activities implementation of Nomination and Remuneration Committee
umum meliputi hal-hal sebagai berikut: generally covers the following matters:
1. Pelaksanaan Tugas Nominasi 1. Implementation of Nomination Duties
a. Melakukan review/penelaahan terhadap calon pengurus a. Reviewing the prospective management coming from
yang berasal dari pihak internal Perseroan serta memberikan the Company’s internal party and providing proposals/
usulan/rekomendasi mengenai calon pengurus yang memenuhi recommendations on the prospective management who meets
persyaratan untuk diusulkan dalam RUPS. the requirements to be proposed in the GMS.

b. Melakukan review/penelaahan terhadap para calon pengurus b. Reviewing the prospective management of Subsidiary that will
Anak Perusahaan yang akan diusulkan kepada Subholding be proposed to the Upstream Subholding.
Upstream.
c. Membuat rekomendasi mengenai Program Pengembangan c. Preparing recommendations on the Ability Development
Kemampuan anggota Direksi dan anggota Dewan Komisaris. Program for the Board of Directors members and the Board of
Commissioners members.
d. Melakukan penilaian kinerja anggota Direksi dan anggota d. Assessing the performance of the Board of Directors members
Dewan Komisaris. and the Board of Commissioners members.
2. Pelaksanaan Tugas Remunerasi 2. Implementation of Remuneration Duties
a. Melakukan evaluasi atas sistem/kebijakan remunerasi bagi a. Evaluating the remuneration systems/policies for the Board of
anggota Direksi dan Dewan Komisaris. Directors members and Board of Commissioners.
b. Menelaah remunerasi Direksi dan Dewan Komisaris untuk b. Reviewing remuneration for the Board of Directors and Board
tahun 2021 dan tantiem tahun 2020. of Commissioners for 2021 and 2020 tantiem.
c. Melakukan evaluasi dan membuat rekomendasi mengenai c. Evaluating and preparing recommendations on remuneration
remunerasi bagi anggota Direksi dan Dewan Komisaris untuk for members of the Board of Directors and Board of
disampaikan kepada RUPS. Commissioners to be submitted to the GMS.
Pembagian Tugas dan Tanggung Jawab Dalam Duties and Responsibilities Division in Nomination and
Keanggotaan Komite Nominasi dan Remunerasi Remuneration Committee Membership
Sesuai dengan Piagam Komite Nominasi dan Remunerasi, tidak ada Based on Nomination and Remuneration Committee Charter, there is no
pembagian tugas antar anggota komite, seluruh anggota komite division of duties between committee members, all committee members
bekerja secara kolektif kolegial dengan independen dan profesional, work collectively and collegially independently and professionally, to
untuk membantu Dewan komisaris melaksanakan fungsi pengawasan, assist the Board of Commissioners in carrying out its supervisory function,
pemberian nasihat serta memastikan telah dilaksanakannya proses providing advice and ensuring that the nomination, remuneration and
nominasi, remunerasi serta pengembangan SDM. HR development process has been implemented.
Pelaporan Reporting
Piagam Komite Nominasi dan Remunerasi mengatur bahwa Komite Nomination and Remuneration Committee Charter regulates that
Nominasi dan Remunerasi wajib menyampaikan laporan berikut kepada Nomination and Remuneration Committee is required to submit the
Dewan Komisaris: following reports to the Board of Commissioners:
1. Komite Nominasi dan Remunerasi wajib membuat laporan kepada 1. Nomination and Remuneration Committee is required to draft
Dewan Komisaris atas setiap penugasan yang diberikan. report to the Board of Commissioners of each assignment provided.
2. Komite Nominasi dan Remunerasi wajib membuat laporan tahunan 2. Nomination and Remuneration Committee is required to draft
pelaksanaan kegiatan Komite Nominasi dan Remunerasi yang annual report on the implementation of Nomination and
diungkapkan dalam Laporan Tahunan Perusahaan. Remuneration Committee activities disclosed in the Company’s
Annual Report
Kebijakan Suksesi Direksi Board of Directors Succession Policy

Untuk menyiapkan pimpinan Perusahaan, khususnya anggota Direksi To prepare leadership of the Company, specifically the Board of Directors
yang profesional, berintegritas, berdedikasi dan memiliki kompetensi members who are professional, integrity, dedicated and competent in
dalam menjalankan kegiatan operasional Perusahaan, maka persyaratan carrying out the Company operational activities, the requirements for
pencalonan Direksi yang akan ditetapkan dalam RUPS mengacu pada nominating the Board of Directors to be stipulated in the GMS refer
Anggaran Dasar Perseroan, Peraturan Otoritas Jasa Keuangan (POJK) to the Company’s Articles of Association, Financial Services Authority
No. 33/POJK.04/2014 tentang Direksi dan Dewan Komisaris Emiten Regulation (POJK) No. 33/POJK. 04/2014 concerning the Board of
atau Perusahaan Publik dan Peraturan Perundang-undangan lainnya. Directors and Board of Commissioners of Issuers or Public Company
Sebagaimana tercantum dalam POJK No. 33/POJK.04/2014, usulan and other Laws and Regulations. As stated in FSA Regulation No. 33/
pengangkatan, pemberhentian, dan/atau penggantian anggota Direksi POJK.04/2014, proposals for the appointment, dismissal and/or
kepada RUPS harus memperhatikan rekomendasi dari Dewan Komisaris replacement of the Board of Directors members to the GMS must take
atau Komite yang menjalankan fungsi nominasi. Dalam hal ini Elnusa into account the recommendations of the Board of Commissioners or
memiliki Komite Nominasi dan Remunerasi yang memiliki peran dalam the Committee in charge of nomination function. In this case, ELNUSA
proses pencalonan Anggota Direksi Perseroan. has Nomination and Remuneration Committee with the role in the
process of nominating members of the Company’s Board of Directors.

Sebagaimana diatur lebih lanjut dalam peraturan internal sumber As further stipulated in the internal regulations, the source of nomination
nominasi anggota Direksi dapat berasal dari: for the Board of Directors members may come from:
1. Anggota Direksi Anak Perusahaan yang sedang menjabat. 1. Current Board of Directors member of the Subsidiary.
2. Pejabat internal Perusahaan setingkat di bawah Direksi. 2. Internal Company officials one level below the Board of Directors.
3. Sumber lain yang telah memiliki reputasi yang baik, relevan dan 3. Another source having good reputation, is relevant and can be
dapat dipertanggungjawabkan. accounted for.
Penilaian Kinerja (KPI) Komite Nominasi dan Performance Assessment (KPI) of Nomination and
Penilaian kinerja Komite Nominasi dan Remunerasi dilakukan setidaknya Performance assessment for Nomination and Remuneration Committee
1 (satu) tahun sekali, dengan mempertimbangkan efektivitas Komite is conducted at least once a year, by considering the effectiveness of
Nominasi dan Remunerasi dalam menjalankan fungsinya, tingkat Nomination and Remuneration Committee in carrying out functions,
kehadiran dalam rapat, dan tingkat pemahaman akan masalah yang attendance level at meetings, and understanding level of the issues
dihadapi Perusahaan. faced by the Company.
Remunerasi Komite Nominasi dan Remunerasi Remuneration for Nomination and Remuneration
Committee
Remunerasi Komite Nominasi dan Remunerasi ditetapkan dengan Remuneration for Nomination and Remuneration Committee is
mengacu pada Peraturan Menteri BUMN No. PER-12/MBU/2012 determined by referring to the Regulation by the Minister of SOE No.
tentang Organ Pendukung Dewan Komisaris/Dewan Pengawas Badan PER-12/MBU/2012 concerning the Supporting Organs of the Board of
Usaha Milik Negara mengatur terkait penghasilan anggota Komite yakni Commissioners/Supervisory Board for the State-Owned Enterprises
berupa honorarium maksimal sebesar 20% (dua puluh persen) dari which regulates related to the income of Committee members is
gaji Direktur Utama Perusahaan dengan ketentuan pajak ditanggung maximum honorarium of 20% (twenty percent) of the salary of the
Perusahaan dan tidak diperkenankan menerima penghasilan lain selain Company’s President Director with the provisions of the tax is borne
honorarium tersebut. Anggota Dewan Komisaris yang menjadi Ketua/ by the Company and is not allowed to receive other income other than
anggota Komite Nominasi dan Remunerasi tidak diberikan penghasilan the honorarium. The Board of Commissioners members who become
tambahan dari jabatan tersebut. Chairman/Members of Nomination and Remuneration Committee are
not given additional income from that position.
Rapat Komite Nominasi dan Remunerasi Meeting of Nomination and Remuneration Committee
1. Komite Nominasi dan Remunerasi mengadakan rapat secara berkala 1. Nomination and Remuneration Committee holds meetings
paling kurang satu kali dalam 4 (empat) bulan. periodically at least 1 (one) time in 4 (four) months.
2. Rapat Komite Nominasi dan Remunerasi dapat mengambil 2. Nomination and Remuneration Committee meeting is able to
keputusan apabila sekurang-kurangnya dihadiri oleh lebih dari 1/2 take decision if at least attended by more than 1/2 (half) of total
(satu per dua) dari jumlah anggota termasuk Ketua Komite. members, including the Chairman of the Committee.
keputusan dilakukan dengan suara terbanyak. decision making is conducted by the most voting.
4. Rapat dipimpin oleh Ketua Komite Nominasi dan Remunerasi yang 4. The meeting is led by the Chairman of Nomination and Remuneration
merupakan Komisaris Independen. Committee who is the Independent Commissioner.
5. Setiap rapat Komite Nominasi dan Remunerasi harus dituangkan 5. Every meeeting of Nomination and Remuneration Committee must
dalam risalah rapat yang ditandatangani oleh seluruh anggota be stated in the minutes of meeting which is signed by all members
Komite Nominasi dan Remunerasi yang hadir. Perbedaan pendapat of Nomination and Remuneration Committee who are present.
yang terjadi dalam rapat komite wajib dicantumkan secara jelas Differences of opinion in the committee meeting must be included
dalam risalah rapat beserta alasan perbedaan tersebut. clearly in the minutes of meeting with the reason of the differences.
Selama tahun 2021, Komite Nominasi dan Remunerasi telah During 2021, Nomination and Remuneration Committee held 9 (nine)
melaksanakan 9 (sembilan) kali rapat internal. Komite Nominasi dan internal meetings. Nomination and Remuneration Committee is also
Remunerasi juga aktif hadir dan terlibat dalam Rapat Dewan Komisaris active to attend and involve in the Board of Commissioners Meeting
dengan tujuan agar hal-hal yang bersifat substantif dapat segera so that the substantive matters can be reported immediately to the
dilaporkan kepada Dewan Komisaris. Sehubungan dengan pandemi Board of Commissioners. Related to Corona Virus (Covid-19) which
Virus Corona (COVID-19) yang harus menerapkan protokol kesehatan, must implement health protocols, all meetings of Nomination and
seluruh rapat Komite Nominasi dan Remunerasi dilaksanakan melalui Remuneration Committee are carried out via video conference.
video conference.

Berikut frekuensi dan tingkat kehadiran Rapat Komite Nominasi dan The following is the frequency and attendance rate of Nomination and
Remunerasi: Remuneration Committee Meetings:

Lusiaga Levi Susila Ketua Komite/Komisaris Independen 9 9 100
Commissioner
Yudo Irianto Anggota | Member 9 9 100
Agung Wahidin Wibisana Anggota | Member 9 9 100
Agenda Rapat Komite Nominasi dan Remunerasi Nomination and Remuneration Committee Meeting
Agenda
Dengan total 9 (sembilan) kali rapat terkait agenda pembahasan khusus With a total of 9 (nine) meetings related to a special discussion
mengenai Nominasi dan Remunerasi Anggota Dewan Komisaris dan agenda regarding the Nomination and Remuneration of The Board of
Direksi dilaksanakan dengan detail sebagai berikut: Commissioners members and the Board of Directors and the Supporting
Organs of the Board of Commissioners carried out in the following details:
1. Jumlah agenda rapat terkait Nominasi sebanyak 7 (tujuh) kali rapat. 1. Total agenda related to Nomination is 7 (seven) meetings.
2. Jumlah agenda rapat terkait Remunerasi sebanyak 2 (dua) kali rapat. 2. Total agenda related to Remuneration is 2 (two) meetings.
Pengembangan Kompetensi Komite Nominasi dan Competency Development for Nomination and
Perseroan mengikutsertakan Komite Nominasi dan Remunerasi dalam The Company includes Nomination and Remuneration Committee
kegiatan pengembangan kompetensi sebagai bentuk program untuk in competency development activities as program to gain insight and
menambah wawasan dan pengetahuan. Tentang daftar kegiatan knowledge. The list of training activities and competency improvement
pelatihan dan peningkatan kompetensi yang diikuti Komite Nominasi that Nomination and Remuneration Committee participated in
dan Remunerasi di sepanjang tahun 2021 dapat dilihat pada bab Profil throughout 2021 is available in the Company Profile chapter of this
Perusahaan dalam laporan tahunan ini. annual report.
KOMITE PEMANTAU RISIKO RISK MONITORING COMMITTEE

Komite Pemantau Risiko merupakan komite yang dibentuk oleh dan Risk Monitoring Committee is a committee established by and
bertanggung jawab kepada Dewan Komisaris dalam rangka mendukung responsible to the Board of Commissioners in order to support duties
pelaksanaan tugas dan tanggung jawab Dewan Komisaris yang and responsibilities implementation of the Board of Commissioners
berhubungan dengan penerapan Manajemen Risiko Perusahaan serta related to the implementation of the Company’s Risk Management and
penerapan prinsip-prinsip Good Corporate Governance. the principles of Good Corporate Governance.
Dasar Pembentukan Pemantau Risiko Basic Establishment of Risk Monitoring Committee

Komite Pemantau Risiko Perseroan dibentuk berdasarkan Surat The Company’s Risk Monitoring Committee is established based on the
Keputusan Dewan Komisaris dan menjalankan tugasnya sesuai Peraturan Board of Commissioners Decree and carrying out its duties according to
perundang-undangan, antara lain: the laws and regulations as follows:
1. Peraturan Menteri Negara Badan Usaha Milik Negara No. PER-14/ 1. Regulation of the State Minister for State-Owned Enterprises
MBU/10/2021 tentang Perubahan Kedua Atas Peraturan Menteri No. PER-14/MBU/10/2021 concerning Second Amendment to
Badan Usaha Milik Negara No. PER-12/MBU/2012 tanggal 24 Regulation of the State Minister for State-Owned Enterprises No.
Agustus 2012 tentang Organ Pendukung Dewan Komisaris/Dewan PER-12/MBU/2012 dated August 24, 2012, concerning Supporting
Pengawas Badan Usaha Milik Negara. Organs for the Board of Commissioners/Supervisory Board of State-
Owned Enterprises.
Desember 2014 tentang Direksi dan Dewan Komisaris Emiten atau December 8, 2014, concerning the Board of Directors and Board of
Perusahaan Publik. Commissioners of Issuers or Public Company as well as other Laws
and Regulations.
Piagam Komite Pemantau Risiko Risk Monitoring Committee Charter

Perseroan memiliki Piagam Komite Pemantau Risiko yang secara terus The Company has the Risk Monitoring Committee Charter which
menerus disempurnakan dan diperbarui sesuai dengan perkembangan/ is continuously improved and updated following the development
perubahan peraturan perundang-undangan yang berlaku serta kondisi of applicable laws and regulations as well as the current condition.

terkini. Pembaruan/penyempurnaan atas Piagam Komite Pemantau The latest improvement/update to the Company’s Risk Monitoring
Risiko terakhir dilakukan pada tahun 2021. Committee Charter was in 2021.
Piagam Komite Pemantau Risiko tersebut memuat antara lain: The Risk Monitoring Committee Charter contains, among others:
2. Struktur organisasi dan keanggotaan Komite Pemantau Risiko. 2. Organizational structure and membership of the Risk Monitoring
Committee.
3. Persyaratan keanggotaan Komite Pemantau Risiko. 3. Membership requirements of the Risk Monitoring Committee.
4. Tugas dan tanggung jawab Komite Pemantau Risiko. 4. Duties and responsibilities of the Risk Monitoring Committee.
5. Wewenang hak dan kewajiban Komite Pemantau Risiko. 5. Authorities, rights and obligations of the Risk Monitoring Committee.
6. Rapat Komite Pemantau Risiko. 6. Meeting of The Risk Monitoring Committee.
7. Masa jabatan anggota Komite Pemantau Risiko. 7. Term of office for member of the Risk Monitoring Committee.
Kode Etik Komite Pemantau Risiko Risk Monitoring Committee Code of Conduct
Setiap anggota Komite Pemantau Risiko berkomitmen memberikan Each member of the Risk Monitoring Committee is committed to
kemampuan terbaiknya dan mematuhi kode etik yang berlaku, dengan providing the best ability and complying with the applicable code of
mengutamakan integritas, independensi, objektivitas, kejujuran, dan conduct, by prioritizing integrity, independency, objectivity, honesty, and
komitmen terhadap prinsip-prinsip GCG. commitment to GCG principles.
Tugas dan Tanggung Jawab Komite Pemantau Risiko Duties and Responsibilities of the Risk Monitoring
Tugas dan Tanggung Jawab Komite Pemantau Risiko berpedoman pada Committee
Pedoman Kerja Komite Pemantau Risiko, di antaranya adalah: Duties and Responsibilities of the Risk Monitoring Committee are guided
by the Risk Monitoring Committee Charter, including:
1. Review dan memberikan rekomendasi atas efektivitas pelaksanaan 1. Reviewing and providing recommendations on the effectiveness
Pemantau risiko Perusahaan dan atas rencana investasi Perusahaan of the implementation of the Company’s risk monitoring and on
yang material yang dilakukan oleh Divisi Risk Management. the Company’s material investment plans carried out by the Risk
Management Division.
2. Pengawasan atas kegiatan dan pelaksanaan rekomendasi Komite 2. Overseeing the activities and implementation of the Risk Monitoring
Pemantau Risiko oleh Divisi Risk Management dalam memantau Committee’s recommendations by the Risk Management Division in
pelaksanaan mitigasi risiko oleh unit-unit kerja terkait. monitoring the implementation of risk mitigation by related work
units.
3. Analisis dan evaluasi atas RKAP serta review tahunan terhadap RJPP 3. RKAP analysis and evaluation as well as annual review on RJPP
yang diajukan oleh Direksi, termasuk usulan setoran modal dan proposed by the Board of Directors, including the proposed capital
rencana investasi di Anak Perusahaan. injection and investment plans in the Subsidiary.
4. Penelaahan melalui diskusi bersama Pemantau atas informasi risiko 4. Review through discussions with monitors of risk information and
dan Pemantau risiko Perusahaan. corporate risk monitors.
5. Pembahasan atas risiko-risiko penting Perusahaan, termasuk 5. Discussion on the Company’s significant risks, including risks in
risiko pada perjanjian dengan pihak ketiga yang dalam lingkup agreements with third parties within the supervisory authority
kewenangan pengawasan Dewan Komisaris. scope of the Board of Commissioners.
Wewenang Komite Pemantau Risiko Authorities of the Risk Monitoring Committee

Dalam melaksanakan tugasnya Komite Pemantau Risiko mempunyai In performing duties, the Risk Monitoring Committee has the following
wewenang sebagai berikut: authorities:
1. Mengakses dokumen, data, dan informasi Perusahaan tentang 1. Accessing the Company’s document, data, information on its
karyawan, dana, aset, dan sumber daya perusahaan yang diperlukan. employees, funds, assets, and resources needed.
2. Berkomunikasi langsung dengan karyawan, termasuk Direksi dan 2. Directly communicating with employees, including the Board
pihak yang menjalankan fungsi audit internal, manajemen risiko, of Directors and parties in charge of Internal Audit function,
dan Akuntan terkait tugas dan tanggung jawab Komite Pemantau risk management, as well as Accountant related to duties and
Risiko. responsibilities of the Risk Monitoring Committee.
3. Melibatkan pihak independen di luar anggota Komite Pemantau 3. Involving independent parties outside members of the Risk
Risiko yang diperlukan untuk membantu pelaksanaan tugasnya (jika Monitoring Committee needed to assist duties implementation (if
diperlukan). needed).
4. Melakukan kewenangan lain yang diberikan oleh Dewan Komisaris. 4. Carrying out other authorities provided by the Board of
Commissioners.

Masa Jabatan Anggota Komite Pemantau Risiko Term of Office of the Risk Monitoring Committee
Members
1. Masa jabatan anggota Dewan Komisaris yang merangkap sebagai 1. Term of office for the Board of Commissioners member concurrently
anggota Komite Pemantau Risiko adalah sama dengan masa jabatan as the Risk Monitoring Committee member is the same as their
penunjukannya sebagai anggota Dewan Komisaris yang ditentukan term of appointment as the Board of Commissioners member
oleh Rapat Umum Pemegang Saham. determined by the GMS.
2. Masa tugas anggota Komite Pemantau Risiko yang berasal dari 2. Term of service for member of the Risk Monitoring Committee
pihak independen tidak boleh lebih lama dari masa jabatan member from independent party can not be longer than the
Dewan Komisaris sebagaimana diatur dalam Anggaran Dasar dan term of office for the Board of Commissioners as regulated in the
dapat dipilih kembali hanya untuk 1 (satu) periode berikutnya, Articles of Association and can be re-selected for only 1 (one) next
dengan tidak mengurangi hak Dewan Komisaris untuk dapat period, without prejudice to the Board of Commissioners rights to
memberhentikan sewaktu-waktu para anggota komite sebelum dismiss Committee members at any time prior to the end of their
jangka waktu pengangkatannya berakhir. appointment period.
3. Apabila anggota Dewan Komisaris yang menjadi Ketua Komite 3. In case the Board of Commissioners member concurrently the
Pemantau Risiko berhenti sebelum masa tugasnya sebagai Komisaris Chairman of Risk Monitoring Committee resigns prior to their term
Perseroan, maka Ketua Komite Pemantau Risiko digantikan oleh of service as the Company’s Commissioner, the Chairman of the
Komisaris lainnya. Risk Monitoring Committee will be replaced by other Independent
Commissioners.
Struktur dan Keanggotaan Komite Pemantau Risiko Structure and Membership of the Risk Monitoring
Committee
1. Komite Pemantau Risiko dibentuk berdasarkan keputusan rapat 1. The Risk Monitoring Committee is established according to the
Dewan Komisaris dan didudukkan dalam suatu Surat Keputusan Board of Commissioners meeting resolutions and placed in the
Dewan Komisaris. Board of Commissioners Decree.
2. Komite Pemantau Risiko berada di bawah koordinasi Dewan 2. The Risk Monitoring Committee is under the coordination of the
Komisaris dan bertanggung jawab langsung kepada Dewan Board of Commissioners and directly responsible to the Board of
3. Anggota Komite Pemantau Risiko paling kurang terdiri dari: 3. The Risk Monitoring Committee Members at least consist of the
following:
a. Komite Pemantau Risiko paling kurang terdiri dari 3 (tiga) orang a. The Risk Monitoring Committee at least consists of 3 (three)
Anggota. Members.
b. Ketua Komite Pemantau Risiko merangkap Anggota yang b. The Chairman of the Risk Monitoring Committee who is
merupakan Anggota Komisaris. concurrently as Member who is the Board of Commissioners
Member.
c. Anggota Komite Pemantau Risiko lainnya merupakan Anggota c. Other Members of the Risk Monitoring Committee are the
Komisaris maupun Pihak yang berasal dari luar Perusahaan. Board of Commissioners Members and Parties outside the
Company.
Per 31 Desember 2021, komposisi dan susunan Komite Pemantau Risiko As of December 31, 2021, the composition of the Risk Monitoring
terdiri dari 1 (satu) orang ketua dan 3 (tiga) orang anggota dengan Committee consisted of 1 (one) chairman and 3 (three) members with
susunan Komite Pemantau Risiko sebagai berikut: the following composition of the Risk Monitoring Committee:

Wakhid Hasyim Ketua Komite/Komisaris SK Dewan Komisaris No. 002 Tahun 2021 2021-2024 Pertama
Chairman of Committee/Commissioner Board of Commissioners Decree No. 002 Year First
2021
Lusiaga Levi Susila Anggota/Komisaris Independen SK Dewan Komisaris No. 002 Tahun 2021 2021-2024 Pertama
Member/Independent Commissioner Board of Commissioners Decree No. 002 Year First
2021
Reynold M. Batubara Anggota SK Dewan Komisaris No. 002 Tahun 2021 2020-2023 Pertama
2021
Eddy Rachmadi Anggota SK Dewan Komisaris No. 002 Tahun 2021 2020-2023 Pertama
2021

Profil Anggota Komite Pemantau Risiko yang Bukan Profile of the Risk Monitoring Committee Members
Komisaris who are not the Board of Commissioners Members
REYNOLD M. BATUBARA Data Pribadi | Personal Data

Periode Jabatan 2020-2023, Periode Pertama Kelahiran Palembang, 4 Juni 1956| Born Palembang, June 4, 1956
Service Period 2020-2023, First Period Domisili Tangerang Selatan, Banten | Domicile South Tangerang, Banten
Pendidikan Sarjana Ekonomi, Jurusan Akuntansi, Universitas Bachelor of Economics, Department of Accounting,
Education Indonesia (1983) University of Indonesia (1983)
Pengalaman Kerja Memiliki pengalaman panjang sebagai auditor di He has long experience as an auditor in various
Work Experience berbagai perusahaan terkemuka. Beliau pernah leading companies. He joined Arthur Young
bergabung dengan Arthur Young International International (1980-1987) as Senior Auditor, then
(1980-1987) sebagai Senior Auditor, lalu dengan with Moret, Ernst & Young Netherland, Amsterdam
Moret, Ernst & Young Netherland, Amsterdam (1987-1990) as Senior Auditor, Audit Manager at
(1987-1990) sebagai Senior Auditor, Audit Manager Ernst & Young International (1990-1993), Head
di Ernst & Young Iternational (1990-1993), Head of Internal Audit at Standard Chartered Bank
of Internal Audit di Standard Chartered Bank (1993-1994), Country Head Group Audit at ABN
(1993-1994), Country Head Group Audit di ABN AMRO Bank NV Indonesia (1994-2007), Audit
AMRO Bank NV Indonesia (1994-2007), Komite & Risk Management Committee at PT Maybank
Audit & Manajemen Risiko PT Maybank Syariah Syariah Indonesia (2008-2019) and members of
Indonesia (2008-2019) dan anggota Komite the Integrated Corporate Governance Committee
Tatakelola Perusahaan Terpadu (Integrated (Integrated Corporate Governance) at BNP Paribas
Corporate Governance) di BNP Paribas (sejak (from 2016-March 2021).
2016-Maret 2021).
Beliau juga saat ini menduduki posisi sebagai He is also currently serving as Commissioner
Komisaris dan anggota Komite Audit di sejumlah and Audit Committee member in a number of
perusahaan, seperti PT Paramitra Alfa Sekuritas companies, such as PT Paramitra Alfa Sekuritas
(sejak Desember 2009), PT Atlas Resources Tbk (since December 2009), PT Atlas Resources Tbk
(sejak April 2012), PT Asuransi Etiqa International (since April 2012), PT Asuransi Etiga International
(sejak Oktober 2019) dan sebagai Anggota Komite (since October 2019) and as Audit Committee
Audit serta Komite Pemantau Risiko di Bank member and Risk Monitoring Committee at Bank
Sinarmas (sejak Oktober 2021). Sinarmas (since October 2021).
EDDY RACHMADI Data Pribadi | Personal Data

Periode Jabatan 2020-2023, Periode Kedua Kelahiran Jakarta, 26 Juli 1957 | Born Jakarta, July 26, 1957
Service Period 2020-2023, Second Period Domisili Jakarta Barat, DKI Jakarta | Domicile West Jakarta, DKI Jakarta
Pendidikan Sarjana Ekonomi, Jurusan Manajemen, Universitas Bachelor of Economics, Department of

Education UPN Veteran Jakarta (1997) Management, UPN Veteran University Jakarta
(1997)
Pengalaman Kerja Beliau saat ini menjabat sebagai Komite Audit di He currently serves as Audit Committee at PT
Work Experience PT Jamkrindo Syariah. Sebelumnya beliau juga Jamkrindo Syariah. Previously, he also served as
pernah menjabat sebagai Department Head Audit Department Head of Audit Distribution at PT Bank
Distribution di PT Bank Mandiri (Persero) Tbk Mandiri (Persero) Tbk (2013).
(2013).
Kualifikasi Menjadi Anggota Komite Pemantau Risiko Qualifications to Become the Risk Monitoring
Committee Member
Secara umum, persyaratan anggota Komite Pemantau Risiko, antara lain: In general, the requirements for the Risk Monitoring Committee
Members are as follows:
1. Wajib memiliki integritas yang tinggi, kemampuan, pengetahuan, 1. Required to have high integrity, ability, knowledge and experience in
pengalaman sesuai dengan bidang pekerjaannya, serta mampu line with the field of work, as well as being able to communicate well.
berkomunikasi dengan baik.
2. Wajib memahami bisnis perusahaan khususnya yang terkait 2. Required to understand the Company business, especially those
dengan layanan jasa atau kegiatan usaha Perusahaan, proses audit, related to services or business activities of the Company, audit

manajemen risiko, dan peraturan perundang-undangan di bidang process, risk management, and laws and regulations in the Capital
Pasar Modal serta peraturan perundang-undangan terkait lainnya. Market sector and other related laws and regulations.
3. Wajib mematuhi kode etik Komite Pemantau Risiko yang ditetapkan 3. Required to comply with Risk Monitoring Committee code of
oleh Perusahaan. conduct determined by the Company.
4. Bersedia meningkatkan kompetensi secara terus menerus melalui 4. Willing to improve competence continuously through education
pendidikan dan pelatihan. and training.
5. Wajib memiliki paling kurang satu anggota yang berlatar belakang 5. Required have at least one member with educational background
pendidikan dan keahlian di bidang manajemen risiko, akuntansi and expertise in risk management, accounting and/or finance.
dan/atau keuangan.
6. Bukan merupakan orang dalam Kantor Akuntan Publik, Kantor 6. Not a person in Public Accounting Firm, Legal Consulting Firm,
Konsultan Hukum, Kantor Jasa Penilai Publik atau pihak lain yang Public Appraisal Service Office or other parties providing assurance,
memberi jasa assurance, jasa non-assurance, jasa penilai dan/atau non-assurance, appraisal and/or other consulting services to the
jasa konsultasi lain kepada Perusahaan dalam waktu 6 (enam) bulan Company within the last 6 (six) months.
terakhir.
wewenang dan tanggung jawab untuk merencanakan, memimpin, plan, lead, control, or supervise the Company’s activities within the
mengendalikan, atau mengawasi kegiatan Perusahaan dalam waktu last 6 (six) months, unless for the Board of Commissioners members.
6 (enam) bulan terakhir kecuali Anggota Dewan Komisaris.
8. Tidak mempunyai saham langsung maupun tidak langsung pada 8. Having no direct or indirect shares in the Company.
Perusahaan.
9. Dalam hal anggota Komite Pemantau Risiko memperoleh saham 9. In the event that member of the Risk Monitoring Committee
Perusahaan baik langsung maupun tidak langsung akibat suatu acquires the Company’s shares, either directly or indirectly as the
peristiwa hukum, maka saham tersebut wajib dialihkan kepada result of the legal event, the shares must be transferred to another
pihak lain dalam jangka waktu paling lama 6 (enam) bulan setelah party within a maximum period of 6 (six) months after the shares
diperolehnya saham tersebut. were acquired.
10. Tidak mempunyai hubungan afiliasi dengan anggota Dewan 10. Having no affiliation with the Company’s Board of Commissioners
Komisaris, anggota Direksi, atau Pemegang Saham Utama members, Board of Directors members, or Major Shareholders.
Perusahaan.
langsung yang berkaitan dengan kegiatan usaha Perusahaan. to the Company business activities
Independensi Komite Pemantau Risiko Independency of the Risk Monitoring Committee

Seluruh anggota Komite Pemantau Risiko yang berasal dari pihak All members of the Risk Monitoring Committee from independent
independen tidak memiliki hubungan keuangan, kepengurusan, parties do not have financial, management, share ownership and/or
kepemilikan saham dan/atau hubungan keluarga dengan Dewan family relationships with the Board of Commissioners, Board of Directors
Komisaris, Direksi dan/atau Pemegang Saham pengendali, yang dapat and/or Controlling Shareholders, that may influence their ability to act
mempengaruhi kemampuannya bertindak independen independently.
Reynold
Wakhid Lusiaga Eddy
Aspek Independensi M. Independency Aspect
Hasyim Levi Susila Rachmadi
Batubara
Tidak mempunyai saham langsung maupun tidak √ √ √ √ Having no direct or indirect shares in Elnusa
langsung di Elnusa
Tidak mempunyai hubungan Afiliasi dengan anggota √ √ √ √ Having no affiliation with the Board of Commissioners
Dewan Komisaris, anggota Direksi, atau Pemegang members, the Board of Directors members, or Major
Saham Utama Elnusa Shareholders of Elnusa
Tidak mempunyai hubungan usaha baik langsung √ √ √ √ Having no business relationship, either directly or
maupun tidak langsung yang berkaitan dengan indirectly, related to Elnusa’s business activities
kegiatan usaha Elnusa
Tidak menjabat sebagai pengurus partai politik dan/ √ √ √ √ Not serving as administrators of political parties and/
atau calon/anggota legislatif dan/atau merupakan or candidates/members of the legislature and/or are
calon atau menjabat sebagai kepala/wakil kepala candidates or serve as head/deputy head of regional
pemerintahan daerah government
Tidak memiliki jabatan lain yang dapat menimbulkan √ √ √ Having no other position that could cause conflict of
benturan kepentingan terkait dengan jabatan di interests related to the position at Elnusa
Elnusa

Laporan Singkat Pelaksanaan Kegiatan Komite Brief Report on Activities Implementation of the Risk
Pemantau Risiko Tahun 2021 Monitoring Committee in 2021
Sepanjang tahun 2021, Komite Pemantau Risiko telah melaksanakan The Risk Monitoring Committee (RMC) had carried out duties and
tugas dan tanggung jawabnya dengan optimal dalam rangka membantu responsibilities optimally in order to assist the implementation of the
pelaksanaan tugas Dewan Komisaris. Mekanisme pelaksanaan kegiatan/ Board of Commissioners duties during 2021. The mechanism for RMC
tugas KPR melalui pelaksanaan Rapat KPR termasuk dengan mengundang activities/duties implementation through RMC Meeting implementation,
Direktur terkait, divisi-divisi/unit-unit terkait dan melaksanakan including by inviting the related Board of Directors, related divisions/
penelaahan/evaluasi/review di luar forum rapat mengenai hal-hal yang units and reviewing/evaluating outside the meeting forums regarding
bersifat strategis atau hal-hal terkait kewajiban yang harus dipenuhi strategic matters or matters related to the obligations that must be
Dewan Komisaris berdasarkan peraturan perundangundangan yang fulfilled by the Board of Commissioners based on applicable laws and
berlaku, atau hal-hal dan laporan yang disampaikan atau diusulkan oleh regulations, or matters and reports submitted or proposed by the Board
Direksi kepada Dewan Komisaris. of Directors to the Board of Commissioners.
Hasil Rapat KPR dan pemantauan, penelaahan/evaluasi/review KPR RMC Meeting resolution, supervision, and review/evaluation
tersebut disampaikan kepada Dewan Komisaris sebagai laporan dan are submitted to the Board of Commissioners as reports and
rekomendasi baik secara tertulis maupun dalam forum Rapat Dewan recommendations, both in writing and in the Board of Commissioners
Komisaris. Pelaksanaan kegiatan Komite Pemantau Risiko tersebut Meeting forums. Activities implementation of Nomination and
secara umum meliputi hal-hal sebagai berikut: Remuneration Committee generally covers the following matters:
1. Melakukan review atas permohonan persetujuan Direksi kepada 1. Reviewed the Board of Directors approval application to the
Dewan Komisaris atas rencana corporate actions antara lain Board of Commissioners of the corporate actions plan, among
investasi, pembentukan anak perusahaan, Rencana Kerja dan others, investment, establishment of subsidiary, Annual Budget
Anggaran Perusahaan (RKAP), Rencana Jangka Panjang Perusahaan and Operational Plan (RKAP), Company’s Long-Term Plan (RJPP),
(RJPP), pembiayaan (financing), kontrak kerja sama operasi, wilayah financing, joint operations contract, oil and gas working area, asset
kerja migas, pengelolaan aset, dan penjaminan aset. management, and asset guarantees.
2. Melakukan evaluasi kebijakan dan strategi manajemen risiko baik 2. Evaluated risk management policies and strategies, both the
operasional dan pengembangan usaha Perusahaan. Company’s operational and business development.
3. Memantau dan melakukan evaluasi penerapan manajemen risiko 3. Monitored and evaluated the implementation of risk management
dan mitigasinya atas rencana bisnis dan investasi Perusahaan serta and its mitigation of the Company business and investment plans,
pelaksanaan operasional ditinjau dari sisi keuangan dan legal. as well as the implementation of operational reviewed in terms of
finance and legal.
4. Melaporkan hasil pemantauan dan evaluasi serta memberikan 4. Reported the monitoring and evaluation results as well as provided
rekomendasi atas hal‐hal yang perlu mendapat perhatian Dewan recommendations of matters that need attention by the Board of
5. Melakukan review dan memberikan rekomendasi atas efektivitas 5. Reviewed and provided recommendations of the effectiveness
pelaksanaan manajemen risiko perusahaan yang dilakukan oleh of the Company’s risk management implementation by the Risk
Divisi Manajemen Risiko melalui pertemuan secara berkala maupun Management Division through regular meeting and other ways to
cara lainnya untuk membahas progress dari tahapan-tahapan tugas discuss the progress of duties and responsibilities stages carried out
dan tanggung jawab yang dilakukan oleh Divisi Manajemen Risiko. by the Risk Management Division.
6. Melakukan pengawasan atas kegiatan Divisi Manajemen Risiko 6. Supervised activities of the Risk Management Division as risk
selaku risk manager dalam memantau pelaksanaan mitigasi risiko manager in monitoring the implementation of risk mitigation by the
oleh unit-unit kerja terkait selaku risk owner. related work units as risk owner.
7. Melaksanakan tugas dan tanggung jawab lain yang diberikan oleh 7. Carried out other duties and responsibilities assigned by the Board
Dewan Komisaris dari waktu ke waktu. of Commissioners from time to time.
Pembagian Tugas dan Tanggung Jawab dalam Duties and Responsibilities Division in the Risk
Keanggotaan Komite Pemantau Risiko Monitoring Committee Membership
Anggota Komite Pemantau Risiko terdiri dari 4 (empat) orang yang The Risk Monitoring Committee consists of 4 (four) persons with
berlatar belakang pendidikan manajemen, akuntasi maupun teknik educational backgrounds in management, accounting and chemical
perminyakan dan teknik kimia serta mempunyai pengalaman kerja engineering and have various work experiences. The nature of the work
yang beragam. Sifat pekerjaan Komite Pemantau Risiko adalah kolektif of the Risk Monitoring Committee is a collegial collective. Thus, duties
kolegial. Dengan demikian, pelaksanaan tugas Komite Pemantau Risiko implementation of the Risk Monitoring Committee can be carried out
dapat dilakukan secara bersama-sama sesuai dengan latar belakang jointly according to the educational background and competencies of
pendidikan dan kompetensi yang dimiliki dari masing-masing anggota each member of the Risk Monitoring Committee.
Komite Pemantau Risiko.

Pelaporan Reporting
Piagam Komite Pemantau Risiko mengatur bahwa Komite Pemantau The Risk Monitoring Committee Charter regulates that the Risk
Risiko wajib menyampaikan laporan berikut kepada Dewan Komisaris: Monitoring Committee is required to submit the following reports to the
Board of Commissioners:
1. Komite menyampaikan laporan atas aktivitas Komite kepada Dewan 1. The Committee submits reports on Committee activities to the
Komisaris secara berkala sekurang-kurangnya 1 (satu) kali dalam Board of Commissioners periodically at least 1 (one) time a year or
setahun atau atas permintaan Dewan Komisaris dan melaporkan at the request of the Board of Commissioners to report the work
hasil kerjanya kepada Dewan Komisaris. results to the Board of Commissioners.
2. Laporan Komite tersebut merupakan bagian dari laporan 2. The Committee Report is part of the report on duties implementation
pelaksanaan tugas Dewan Komisaris dan disampaikan dalam Rapat of the Board of Commissioners and is submitted at the General
Umum Pemegang Saham. Meeting of Shareholders.
Penilaian Kinerja (KPI) Komite Pemantau Risiko Performance Assessment (KPI) of the Risk Monitoring
Committee
Penilaian kinerja Komite Pemantau Risiko dilakukan setidaknya 1 (satu) Performance assessment of the Risk Monitoring Committee is carried
tahun sekali, dengan mempertimbangkan efektivitas Komite Pemantau out at least once a year, by considering the effectiveness of the Risk
Risiko dalam menjalankan fungsinya, tingkat kehadiran dalam rapat, dan Monitoring Committee in performing functions, attendance level at
tingkat pemahaman akan masalah yang dihadapi Perusahaan. meetings, and understanding level of the issues faced by the Company.
Remunerasi Komite Pemantau Risiko Remuneration for the Risk Monitoring Committee
Penentuan jumlah remunerasi Komite Pemantau Risiko ditetapkan Remuneration for the Risk Monitoring Committee is determined by
dengan mengacu pada Peraturan Menteri BUMN No. PER-12/MBU/2012 referring to the Regulation of the Minister of SOE No. PER-12/MBU/2012
tentang Organ Pendukung Dewan Komisaris/Dewan Pengawas Badan concerning the Supporting Organs of the Board of Commissioners/
Usaha Milik Negara yang mengatur bahwa penghasilan anggota Komite, Supervisory Board for the State-Owned Enterprises which regulates
yakni berupa honorarium maksimal sebesar 20% (dua puluh persen) dari related to the income of Committee members, namely in the form of
gaji Direktur Utama Perusahaan dengan ketentuan pajak ditanggung a maximum honorarium of 20% (twenty percent) of the salary of the
Perusahaan dan tidak diperkenankan menerima penghasilan lain selain Company’s President Director with the provisions of the tax is borne by
honorarium tersebut. Anggota Dewan Komisaris yang menjadi Ketua/ the Company and is not allowed to receive other income other than the
anggota Komite Pemantau Risiko tidak diberikan penghasilan tambahan honorarium. The Board of Commissioners member who is Chairman/
dari jabatan tersebut. Members of the Risk Monitoring Committee are not given additional
income from that position.
Rapat Komite Pemantau Risiko Meeting of the Risk Monitoring Committee

1. Komite Pemantau Risiko mengadakan rapat secara berkala paling 1. The Risk Monitoring Committee holds meetings periodically at least
sedikit 1 (satu) kali dalam 3 (tiga) bulan. 1 (one) time in 3 (three) months.
2. Rapat Komite Pemantau Risiko dapat mengambil keputusan apabila 2. Meeting of the Risk Monitoring Committee is able to take decision if
sekurang-kurangnya dihadiri oleh lebih dari 1/2 (satu per dua) dari at least it is attended by more than 1/2 (one-half) of total members,
jumlah anggota termasuk seorang Komisaris Independen. including the Independent Commissioner.
keputusan dilakukan dengan suara terbanyak. decision making is conducted by the most votes.
4. Rapat dipimpin oleh Ketua Komite Pemantau Risiko atau anggota 4. The meeting is led by the Chairman of the Risk Monitoring
Komite Pemantau Risiko dari Anggota Komisaris apabila Ketua Committee or its member from Commissioner Members in case the
Komite Pemantau Risiko berhalangan hadir. Chairman of the Risk Monitoring Committee is unable to attend.
5. Setiap rapat Komite Pemantau Risiko harus dituangkan dalam risalah 5. Every meeeting of the Risk Monitoring Committee must be stated
rapat yang ditandatangani oleh seluruh anggota Komite Pemantau in the minutes of meeting, signed by all members of the Risk
Risiko yang hadir. Perbedaan pendapat yang terjadi dalam rapat Monitoring Committee who are present. Differences of opinion in
komite wajib dicantumkan secara jelas dalam risalah rapat beserta the committee meeting must be included clearly in the minutes of
alasan perbedaan tersebut. meeting with the reason of the differences.
Selama tahun 2021, Komite Pemantau Risiko telah melaksanakan 15 During 2021, the Risk Monitoring Committee carried out 15 (fifteen)
(lima belas) kali, baik rapat internal Komite maupun rapat bersama meetings, both the Committee internal meetings and joint meetings
Direktur dan Divisi terkait. Komite Pemantau Risiko juga aktif hadir dan with the related Board of Directors and Division. The Risk Monitoring
terlibat dalam Rapat Dewan Komisaris dengan tujuan agar hal-hal yang Committee is also active to attend and involved in the Board of
bersifat substantif dapat segera dilaporkan kepada Dewan Komisaris. Commissioners Meeting so that the substantive matters can be reported

Sehubungan dengan pandemi Virus Corona (COVID-19) yang harus immediately to the Board of Commissioners. Related to Corona Virus
menerapkan protokol kesehatan, seluruh rapat Komite Pemantau Risiko (COVID-19) which must implement health protocols, all meetings of the
dilaksanakan melalui video conference. Risk Monitoring Committee are carried out via video conference.
Berikut frekuensi dan tingkat kehadiran Rapat Komite Pemantau Risiko: The following is the frequency and attendance rate of the Risk Monitoring
Committee Meetings:

Wakhid Hasyim1) Ketua Komite/Komisaris Independen 6 6 100
Commissioner
Antonius Ratdomopurbo2) Ketua Komite/Komisaris Independen 6 6 100
Commissioner
Lusiaga Levi Susila Anggota/Komisaris Independen 15 15 100
Member/Independent Commissioner
Reynold M. Batubara Anggota | Member 15 15 100
Agung Wahidin Wibisana Anggota | Member 15 15 100
1) Efektif sejak Juli 2021 | Effective since July 2021
2) Tidak efektif sejak Juli 2021 | Ineffective since July 2021
Agenda Rapat Komite Pemantau Risiko Risk Monitoring Committee Meeting Agenda
Dengan total 15 (lima belas) kali rapat terkait agenda pembahasannya With the total of 15 (fifteen) meetings related to the discussion agenda,
adalah mengenai pengelolaan risiko, Revisi RKAP Tahun 2021 maupun namely regarding risk management, Revised 2021 RKAP and 2022 RKAP,
RKAP Tahun 2022, corporate action seperti investasi, pengembangan corporate actions such as investment, business development, credit
usaha, fasilitas kredit, program kerja Komite Pemantau Risiko dan Divisi facilities, work programs of the Risk Monitoring Committee and the Risk
Risk Management Elnusa serta agenda lainnya. Management Division of Elnusa as well as other agendas.
Pengembangan Kompetensi Anggota Komite Pemantau Competency Development for the Risk Monitoring
Risiko Committee Members
Komite Pemantau Risiko dalam rangka meningkatkan kompetensi for the Risk Monitoring Committee to improve the competence of
anggota Komite Pemantau Risiko. Program ini diharapkan mampu members of the Risk Monitoring Committee. This program is expected
memberikan dampak positif terhadap produktivitas dan efektivitas to have a positive impact on the productivity and effectiveness of the
kinerja Komite Pemantau Risiko. Risk Monitoring Committee’s performance.
Tentang kegiatan peningkatan kompetensi yang diikuti Anggota Komite Concerning the competency improvement activities participated by
Pemantau Risiko di sepanjang tahun 2021 dapat dilihat pada Bab Profil Members of the Risk Monitoring Committee throughout 2021 are
Perusahaan dalam laporan tahunan ini. available in the Company Profile chapter of this annual report.

Organ Pendukung Direksi

SEKRETARIS PERUSAHAAN CORPORATE SECRETARY

Sebagai perusahaan publik, Perseroan wajib memiliki fungsi Sekretaris As public company, the Company is required to have Corporate
Perusahaan sesuai dengan Peraturan Otoritas Jasa Keuangan No. 35/ Secretary function following Financial Services Authority Regulation No.
POJK.04/2014 tentang Sekretaris Perusahaan Emiten atau Perusahaan 35/POJK.04/2014 concerning Corporate Secretary of Issuers or Public
Publik. Sekretaris Perusahaan mempunyai tugas dan tanggung jawab Company. Corporate Secretary has duty and responsibility in facilitating
dalam memfasilitasi komunikasi antara organ Perseroan, bertanggung communication between the Company’s organs, is responsible for
jawab dalam penyusunan kebijakan, perencanaan serta memastikan formulating policies, planning and ensuring the effectiveness and
efektivitas dan transparansi komunikasi perusahaan, hubungan transparency of company communications, institutional relations,
kelembagaan, hubungan investor dan pelaku pasar modal lainnya investor relations and other capital market players while taking into
dengan tetap memperhatikan prinsip standar etika Perusahaan, prinsip account the principles of the Company’s ethical standards, Corporate
tata kelola Perusahaan, dan nilai-nilai Perusahaan. governance principles, and Company values.
Sekretaris Perusahaan bertanggung jawab langsung kepada Direksi serta Corporate Secretary is directly responsible to the Board of Directors as
diangkat dan diberhentikan berdasarkan Keputusan Direksi berdasarkan well as appointed and dismissed based on the Board of Directors’ Decree
mekanisme internal Perusahaan dengan persetujuan De wan Komisaris. according to the Company’s internal mechanism with approval by the
Pihak yang Mengangkat dan Memberhentikan The Party who Appoints and Dismisses Corporate
Sekretaris Perusahaan Secretary
Sekretaris Perusahaan merupakan pejabat senior Perseroan yang Corporate Secretary is senior official of the Company specifically
diangkat secara khusus untuk melaksanakan fungsi Sekretaris appointed to carry out Corporate Secretary Function as well as appointed
Perusahaan serta diangkat dan diberhentikan oleh Direktur Utama and dismissed by the President Director based on the Company’s
berdasarkan mekanisme internal Perseroan dengan persetujuan Dewan internal mechanism with approval by the Board of Commissioners.
Komisaris. Sekretaris Perusahaan bertanggung jawab dan melaporkan Corporate Secretary is directly responsible and reporting its activities
kegiatannya langsung kepada Direktur Utama. Sekretaris Perusahaan to the President Director. Corporate Secretary is prohibited to have any
dilarang merangkap jabatan apapun di emiten atau perusahaan concurrent positions in issuers or other public company.
publik lain.

STRUKTUR ORGANISASI SEKRETARIS PERUSAHAAN
Organizational Structure of Corporate Secretary
DIREKTUR UTAMA
President Director
SEKRETARIS PERUSAHAAN
Corporate Secretary
BOD Support Intitutional & Investor Relations
Manager of corporate Senior Manager of Corporate

communication Relations
Internal
External Corporate Social Responsibility
Communications & Brand Manager of Community Relation
Communications & Corporate event
Manager
Asst. Manager of Community Asst. Manager of Community

Relations GRS Relations OFS - EPCOM
Community Relations
Struktur organisasi Sekretaris Perusahaan ditetapkan sesuai Keputusan Organizational structure of Corporate Secretary is determined based on
Direksi No.041/EN/KPTS/005D/2021 tentang Struktur & Susunan the Board of Directors Decree No. 041/EN/KPTS/005D/2021 concerning
Organisasi Corporate Secretary. the Structure & Composition of Corporate Secretary Organization.
Pejabat Sekretaris Perusahaan Corporate Secretary Officials

Penetapan Pejabat Sekretaris Perusahaan sesuai dengan Keputusan The determination of Corporate Secretary Official is following the Board
Direksi SK No.016/EN/KPTS/000D/2019 yang mengangkat Ari Wijaya of Directors Decree No.016/EN/KPTS/000D/2019 which appoints Ari
sebagai Sekretaris Perusahaan dan telah mendapat persetujuan Dewan Wijaya as the Corporate Secretary and has received approval by the
Komisaris. Pengangkatan Sekretaris Perusahaan telah dipublikasikan Board of Commissioners. The appointment of Corporate Secretary has
di situs web Perseroan dan dilaporkan kepada OJK pada 2 November been published on the Company’s website and reported to FSA on
2019 untuk memenuhi Peraturan OJK No. 35/POJK.04/2014 tentang November 2, 2019, to comply with FSA Regulation No. 35/POJK.04/2014
Sekretaris Perusahaan Emiten atau Perusahaan Publik. concerning Corporate Secretary of Issuers or Public Company.

ARI WIJAYA Data Pribadi | Personal Data

Sekretaris Perusahaan | Corporate Secretary Warga Negara Indonesia | Indonesian Citizen
Menjabat sebagai Sekretaris Perusahaan per Kelahiran Malang, 23 Maret 1970 | Born Malang, March 23, 1970
1 November 2019 Domisili Tangerang Selatan, Banten | Domicile South Tangerang, Banten
Served as Corporate Secretary as of
November 1, 2019
Pendidikan • S1 Teknik Mesin/Produksi, Universitas Brawijaya • Bachelor Degree of Machine/Production

Education (1994) Engineering, Brawijaya University (1994)
• S2 Magister Manajemen/Produksi, Universitas • Master Degree of Management/Production,
Trisakti (2009) Trisakti University (2009)
• Accredited Supply Chain Analist, American • Accredited Supply Chain Analist, American
Academy (2017) Academy (2017)
Dasar Hukum SK No. 016/EN/KPTS/000D/2019 Decree No.016/EN/KPTS/000D/2019
Penunjukan
Legal Basis for
Appointment
Pengalaman Kerja • 1994-1996: Production Supervisor, PT Cipta Piranti • 1994-1996: Production Supervisor, PT Cipta Piranti
Work Experience Tehnik (Astra Group) Tehnik (Astra Group)
• 1996-2003: Supply Services Manager, PT Gillette • 1996-2003: Supply Services Manager, PT Gillette
Indonesia Indonesia
• 2003-2005: Supply Chain Manager, PT Nippon • 2003-2005: Supply Chain Manager, PT Nippon
Indosari Corpindo (Sari Roti) Indosari Corpindo (SariRoti)
• 2005-2007: Procurement Manager, PT Semen • 2005-2007: Procurement Manager, PT Semen
Andalas Indonesia (Lafarge Cement) Andalas Indonesia (Lafarge Cement)
• 2007-2009: Sourcing & Supplier Development • 2007-2009: Sourcing & Supplier Development
Manager, PT Danone Indonesia Manager, PT Danone Indonesia.
• 2009-2012: Strategic Sourcing & Performance • 2009-2012: Strategic Sourcing & Performance
Manager, PTElnusa Tbk Manager, PT Elnusa Tbk
• 2012-2013: Division Head of Procurement & Asset • 2012-2013: Division Head of Procurement & Asset
Management, PT Elnusa Tbk Management, PT Elnusa, Tbk.
• 2013-2015: Vice President of Procurement, • 2013-2015: Vice President of Procurement,
General Affairs and Property Management, General Affairs and Property Management,
PT Elnusa Tbk PT Elnusa Tbk
• 2015-2017: Presiden Direktur PT Elnusa Daya • 2015-2017: President Director of PT Elnusa Daya
Kreatif (Group of Elnusa) Kreatif (Group of Elnusa)
• 2017-2019: Vice President of Property • 2017-2019: Vice President of Property
Management & General Affairs, PT Elnusa Tbk Management & General Affiars, PT Elnusa Tbk
Rangkap Jabatan Tidak memiliki rangkap jabatan sesuai POJK No. 35/ Having no concurrent position based on FSA
Concurrent Position POJK.04/2014 Regulation No. 35/POJK.04/2014
*Ari Wijaya Resmi Menjabat Sebagai Sekretaris Perusahaan Per 1 November 2019 sampai dengan 10 Maret 2022
*Ari Wijaya Officially Serves as Corporate Secretary Per November 1, 2019 until March 10, 2022
Program Pengembangan Keahlian Sekretaris Expertise Developmet Program for Corporate Secretary
Perusahaan
Program Pengembangan keahlian yang diikuti Sekretaris Perusahaan Expertise Development Program participated by Corporate Secretary
selama tahun 2021, sebagai berikut: during 2021 are as follows:
Pelatihan/Workshop Tanggal Penyelenggara

No
Training/Workshop Date Organizer
1 Elnusa Management Development Program 6 Januari-1 Februari 2021 Transforma Consulting
January 6-February 1, 2021
2 Personal Branding-sebagai Trainer 3 Februari 2021 Elnusa (internal)
Personal Branding-as Trainer February 3, 2021
3 Ultra-Unleashing the Power of Diversity through Inclusive Leadership 3 Februari 2021 PT Pertamina Hulu Energi
February 3, 2021
4 We Did Great in 2020, It’s Time to Fly High in 2021 8 Februari 2021 PT Pertamina (Persero)
February 8, 2021
5 Sistem Manajemen K3 18 Juni 2021 Politeknik Jakarta Internasional
OHS Management System June 18, 2021
6 Manajemen Risiko 18 Juni 2021 Politeknik Jakarta Internasional
Risk Management June 18, 2021
7 Serum 135 28 Juni 2021 PT Pertamina Hulu Energi
June 28, 2021
8 Transformasi Pertamina menuju Energi Baru 9 Oktober 2021 Elnusa (internal)
Pertamina Transformation towards New Energy October 9, 2021

Tugas dan Tanggung Jawab Sekretaris Perusahaan Duties and Reponsibilities of Corporate Secretary
Tugas dan tanggung jawab Sekretaris Perusahaan tercantum dalam Duties and responsibilities of Corporate Secretary are listed in the Job
Uraian Jabatan tanggal 26 Mei 2015 di mana Sekretaris Perusahaan Description dated May 26, 2015, where Corporate Secretary has 5 (five)
memiliki 5 (lima) fungsi utama da lam mendukung hubungan Perusahaan main functions in supporting the Company’s relations with stakeholders,
dengan stakeholders, yaitu: namely:
1. Sebagai pejabat penghubung. 1. As liaison official.
2. Sebagai komunikator perusahaan. 2. As the Company’s communicator.
3. Sebagai pelaksana GCG. 3. As GCG implementer.
4. Sebagai penatausahaan dokumen perusahaan. 4. As the Company’s document administration.
5. Sebagai pusat informasi dan publikasi resmi perusahaan. 5. As the Company’s official information and publication center.
Tugas dan tanggung jawab Sekretaris Perusahaan telah disesuaikan Duties and responsibilities of Corporate Secretary have been adjusted
dengan Peraturan Otoritas Jasa Keuangan No. 35/POJK.04/2014, to the Financial Services Authority Regulation No. 35/POJK.04/2014, as
1. Persiapan, penyelenggaraan, penyediaan untuk Rapat Direksi, 1. Preparation, organization, provision for the Board of Directors
Rapat Dewan Komisaris, Rapat Umum Pemegang Saham (RUPS), Meetings, Board of Commissioners Meetings, General Meeting of
serta monitoring pelaksanaan keputusan dalam Rapat Direksi, rapat Shareholders (GMS), as well as monitoring the implementation
Dewan Komisaris dan RUPS dan mengelola dan mengkoordinasikan of decisions in the Board of Directors Meetings, Board of
sumber daya yang ada terkait hal tersebut. Commissioners meetings and GMS; managing and coordinating the
existing resources in this regard.
2. Menjadi gerbang informasi perusahaan dan pengelolaan berbagai 2. Being the gateway for corporate information and management of
communications channel (e-mail blast, internal magazine, website, various communications channels (e-mail blasts, internal magazines,
intranet, press release) baik untuk kepentingan internal maupun websites, intranets, press releases) for both internal and external
eksternal. purposes.
3. Penyusunan strategi untuk peningkatan citra (image) dan kinerja 3. Strategies formulation to improve the Company’s image and
perusahaan serta meredam isu negatif yang mungkin atau performance and reduce negative issues that may or have arisen
telah timbul dan memilliki dampak terhadap citra, dan kinerja with impacts on the Company’s image and performance.
perusahaan. 4. Ensuring that the Company complies with capital market regulations
4. Memastikan perusahaan melakukan kepatuhan terhadap peraturan and reviewing all information disclosures issued by the Company
pasar modal dan melakukan review terhadap seluruh keterbukaan related to the capital market regulations.
informasi yang dikeluarkan perusahaan terkait dengan ketentuan
pasar modal tersebut.
5. Penanggungjawab Good Corporate Governance (GCG) dengan 5. Being responsible for Good Corporate Governance (GCG) with
pengaturan terkait pengawalan terhadap penerapan GCG Code dan arrangements related to oversight of the implementation of the
Code of Conduct (CoC) Perusahaan. Company’s GCG Code and Code of Conduct (CoC).
6. Pendamping kegiatan Corporate Social Responsibility (CSR) untuk 6. Companion of Corporate Social Responsibility (CSR) activities for
komunitas internal maupun eksternal agar mendukung kegiatan internal and external communities in order to support operational
operasi maupun pembentukan/pengembangan citra positif activities and the formation/development of positive corporate
perusahaan. image.
7. Mengarahkan, mengelola, memonitor, dan mengevaluasi seluruh 7. Directing, managing, monitoring and evaluating all activities related
kegiatan yang terkait dengan corporate event khususnya yang akan to corporate events especially those that will affect the image of the
mempengaruhi citra Perusahaan sesuai kebutuhan Perusahaan. Company according to the Company needs.
8. Bertanggung jawab atas pelaksanaan program pengenalan 8. Being responsible for implementing the Company introduction
perusahaan bagi Dewan Komisaris dan Direksi yang baru diangkat. program for the newly appointed Board of Commissioners and
Board of Directors.
Pelaksanaan Tugas Sekretaris Perusahaan 2021 Duties Implementation of Corporate Secretary

1. Terkait Institutional Relations a. Related to Institutional Relations
Fungsi ini melaksanakan sejumlah aktivitas baik dalam hal This function carries out a number of activities, both in terms of
pemenuhan kewajiban kepatuhan sesuai dengan regulasi yang fulfilling compliance obligations in accordance with applicable
berlaku bagi Perseroan Terbuka maupun program lainnya yang regulations for Public Company and in terms of other programs
ditujukan untuk memperkuat implementasi tata kelola perseroan aimed to strengthen the implementation of corporate governance
serta penguatan budaya Perseroan khususnya terkait dengan as well as the Company’s culture strengthening, especially related
kepatuhan dalam bidang Pasar Modal. to compliance in the Capital Market sector.

Aktivitas kegiatan tersebut dilaksanakan baik secara mandiri Activities are carried out either independently by Corporate
oleh fungsi Corporate Secretary maupun dilakukan dalam rangka Secretary function or conducted in order to provide services to
memberikan layanan kepada fungsi lain dalam Perseroan. Dalam other function in the Company. In running business, the Company
menjalankan usahanya Perseroan secara konsiten menerapkan consistently implements GCG optimally by upholding five GCG
GCG secara optimal dengan menjunjung tinggi 5 (lima) prinsip GCG, principles, namely: transparency, accountability, responsibility,
yaitu: transparansi, akuntabilitas, tanggung jawab, independensi, independency and fairness. Focus of 2021 implementation was still
dan kewajaran. Fokus pelaksanaan di tahun 2021 adalah masih to fufill all regular and eventual Compliance reports required by the
tetap melakukan pemenuhan atas segala laporan kepatuhan yang Regulator.
diwajibkan oleh Regulator baik yang bersifat reguler maupun yang
bersifat eventual.
Selain itu Perseroan juga selalu berusaha memperkuat fundamental In addition, the Company also always strives to strengthen
tata kelola dengan melakukan update beberapa pedoman governance fundamental by updating several compliance guidelines
kepatuhan sesuai dengan kebutuhan Perseroan sebagai Perseroan in accordance with the Company needs as Public Company, as well
Terbuka serta pemenuhan rekomendasi atas hasil assessment GCG as recommendation fulfillment on the results of GCG assessment
berdasarkan ASEAN CG Scorecard. Berikut adalah ringkasan realisasi according to Asean CG Scorecard. The following is summary of
kegiatan Corporate Secretary yang terkait dengan Institutional activities realization of Corporate Secretary related to Institutional
Relation: Relation:
Aktivitas Keterangan
No
Activity Description
1 Kepatuhan kepada Peraturan Pasar Modal (laporan tahunan, laporan Bertujuan untuk memenuhi dan memastikan bahwa Perseroan mematuhi
keuangan, laporan terkait RUPS, laporan registrasi pemegang efek, dan peraturan yang berlaku untuk Perseroan sebagai public & listed company sesuai
lain-lain). dengan peraturan yang ditetapkan oleh OJK dan BEI.
Purposes to meet and ensure that the Company complies with the regulations
Compliance with Capital Market Regulations (annual report, financial that apply to the Company as public & listed company based on regulations set
statement, reports related to GMS, reports on registration of securities by FSA and IDX.
holders, etc.).
2 Manajemen registrasi pemegang saham. Melakukan manajemen registrasi pemegang saham dibantu dengan BAE
Perseroan.
Shareholders registration management. Carrying out shareholders registration management assisted by the Company’s
BAE.
3 Penyusunan program pengenalan Perusahaan kepada Dewan Komisaris Melaksanakan program pengenalan Perusahaan kepada Dewan Komisaris yang
baru. baru diangkat mengenai profil Perusahaan secara umum.
Carrying out the Company introduction program to the newly appointed Board
Drafting the Company introduction program to the new Board of of Commissioners regarding the Company Profile in general.
Commissioners.
4 Pelaksanaan RUPS. Selama tahun buku 2021, Perseroan menyelenggarakan 3 (tiga) kali RUPS
Tahunan dan 1 (satu) kali RUPS Luar Biasa.
GMS Implementation. During 2021 fiscal year, the Company held 3 (three) Annual GMS and 1 (one)
Extraordinary GMS.
5 Manajemen dan administrasi pembayaran dividen tahun buku 2021. Melakukan manajemen proses administrasi pembayaran dividen sesuai dengan
Management and dividend payments administration of 2021 fiscal year. peraturan yang berlaku.
Performing management of the dividend payment administration process
following the applicable regulations.
6 Memenuhi Audit ABC Capability Assessment. ABC Capability Assessment dari BP.
Fulfilling Audit on ABC Capability Assessment. ABC Capability Assessment from BP.
7 Melaksanakan Assessment Implementasi GCG Perseroan Tahun Buku Perseroan melaksanakan Assessment GCG dengan menggunakan parameter
2020. ASEAN CG Scorecard
Assessment on the Company’s 2020 Fiscal Year GCG Implementation. The Company carries out GCG Assessment by using ASEAN CG Scorecard
parameter.
8 Melakukan review dan pembaruan Corporate Governance Policy. Pada 2021 Perseroan melakukan sejumlah update atau pembaruan atas
beberapa prosedur terkait dengan Corporate Governance di antaranya:
prosedur whistleblowing system, prosedur penerimaan dan pemberian hadiah,
Reviewing and updating Corporate Governance Policy. prosedur anti suap, dan korupsi.
In 2021, the Company updated several procedures related to Corporate
Governance, including: whistleblowing system procedure, receiving and giving
gifts procedure, as well as anti-bribery and corruption procedure.
9 Melaksanakan pengelolaan upaya kepatuhan terkait anti korupsi, Perseroan secara berkala melakukan sosialisasi kepada karyawan mengenai
pengendalian gratifikasi dan penyampaian LHKPN, serta pelaksanaan kepatuhan khususnya terkait dengan anti korupsi dan penanganan gratifikasi.
sosialisasi The Company periodically conducts socialization to employees regarding
Carrying out compliance efforts management related to anti- compliance, especially related to anti-corruption and gratification handling.
corruption, gratification control and LHKPN submission as well as the
implementation of socialization

b. Terkait Investor Relations b. Related to Investor Relations
Investor Relations merupakan fungsi pada Corporate Secretary Investor relations is the function in Corporate Secretary who is in
yang bertugas melingkupi aspek keterbukaan, kinerja keuangan charge covering transparency aspect, financial performance and
serta strategi perseroan. Secara khusus Investor Relations bertugas the Company’s strategy. Specifically, Investor Relations is in charge
untuk memberikan informasi yang akurat, terpercaya dan tepat to provide an accurate, trusted and timely information to internal
waktu kepada pihak-pihak baik internal maupun eksternal termasuk and external parties including the shareholders, investors, analysts,
di antaranya pemegang saham, investor, analis, pemerintah, dan governments and regulators.
regulator.
Dalam melaksanakan fungsinya, Investor Relations bekerja sama In carrying out its function, Investor Relations cooperates with
dengan pihak Manajemen, Direktorat Keuangan, Sekretaris management parties, directorate of finance, corporate secretary
Perseroan, Corporate Communications dan pihak terkait lainnya. and corporate communications as well as other related parties.
Sepanjang tahun 2021, kegiatan Investor Relations adalah Throughout 2021, Investor Relations activities are as follows:
sebagai berikut:
Aktivitas Keterangan
No
Activity Description
1 Paparan Publik Melakukan 1 (satu) kali paparan publik pada tanggal 1 Oktober 2021, bertempat di Graha Elnusa secara
Public Expose daring untuk menyampaikan update kinerja Perseroan 2021, strategi, dan rencana kerja yang akan
datang.
Conducted 1 (one) time online public exposure on October 1, 2021, at Graha Elnusa to deliver updates
on the Company 2021 performance and future strategies and work plans.
2 Pertemuan tatap muka dan Pertemuan tatap muka dan conference call dengan Analis/Investor/Fund Manager, baik lokal maupun
conference call dengan Analis luar negeri, untuk memberikan informasi mengenai Perseroan. Tahun ini banyak dilakukan melalui
Face-to-face meeting and conference calls with media daring.
Analysts Face-to-face meetings and conference calls with analysts/investors/fund managers, both local and
overseas, to provide information on the Company. This year, it was mostly conducted through online
media.
3 Roadshow dan konferensi Partisipasi dalam berbagai deal dan non-deal roadshow serta konferensi yang diadakan oleh beberapa
Roadshow and conference perusahaan sekuritas ternama dengan tujuan memberikan informasi mengenai kinerja serta tantangan
dan strategi yang dilakukan Perseroan. Khusus tahun 2021, di mana aktivitas secara fisik masih sangat
dibatasi, Perseroan tidak melakukan aktivitas roadshow.
Participation in various deals and non-deal roadshows and conferences held by several well-known
securities companies with the aim of providing information concerning the performance as well as
challenges and strategies undertaken by the Company. The Company did not conduct roadshow
activities specifically in 2021, where phisical activities were still highly restricted.
4 External Research Report Aktif berupaya agar Analis pada sekuritas-sekuritas melakukan penulisan laporan ELSA secara berkala,
baik yang sifatnya coverage maupun daily notes.
Actively striving so that Analysts in the securities write the ELSA reports periodically, both coverage and
daily notes.
5 Internal Research Report Aktif melakukan penulisan dan update bulanan maupun insidentil terkait saham ELSA maupun kondisi
pasar modal kepada internal Perusahaan, manajemen, maupun pemegang saham. Selama tahun 2021
terdapat 4 (empat) laporan yang diterbitkan oleh Analis.
Actively writing and updating monthly and incidentally related to ELSA shares and capital market
conditions to the Company’s internal, management, and shareholders. During 2021, there were 4 (four)
reports issued by the Analyst.
c. Terkait Corporate Communication c. Related to Corporate Communication

Corporate Communications Elnusa (Corcom) memiliki tugas dalam Elnusa’s Corporate Communications (Corcom) has duty in ensuring
memastikan visi, misi, strategi maupun nilai perseroan dapat that the Company’s vision, mission, strategy and values can be
diterima dan dipahami oleh setiap stakeholders. Secara spesifik received and understood by every stakeholder. Specifically, Corcom
Corcom memiliki peran, yaitu internal communication, external has roles, namely internal and external communication, as well as
communication, dan brand management. Pengelolaan merek (brand brand management. Brand management in the Corcom function is
management) dalam fungsi Corcom adalah bukan pada pengelolaan not on the overall brand management, due to the main function
merek secara keseluruhan. Karena fungsi utama pengelolaan merek of brand management is the Marketing’s duty and responsibility.
menjadi tugas dan tanggung jawab fungsi Marketing. Pengelolaan Brand management in the scope of Corcomm is limited to the
merek dalam ruang lingkup Corcom terbatas pada standardisasi dan standardization and alignment of the use of the Company’s logo,
penyelarasan penggunaan logo perseroan, termasuk aplikasinya including its application in presentation material, promotion media
dalam materi presentasi, media promosi dan atau penggunaan and or other usage, both Online and physical.
lainnya baik secara on‐line maupun secara fisik.

Pelaksanaan fungsi Corcom tahun 2021 juga mengacu pada kinerja The implementation of the Corcom function in 2021 also referred to
Perseroan tahun 2020. Kinerja bisnis hulu migas yang belum sesuai the Company performance in 2020. The performance of upstream
harapan pemegang saham sehingga komunikasi lebih intensif oil and gas business that has not in linee with shareholders
dilakukan ke dalam atau internal, bagaimana menumbuhkan sense expectation, so that more incentive communications are conducted
of crisis dan mengedepankan cost leadership pada semua lini/ inside or internal communication, how to grow the sense of crisis
fungsi. Sedangkan komunikasi keluar atau external communication, and prioritize cost leadership in all lines/funtions. While outside
difokuskan pada pengembangan bisnis ke depan (investasi) dan communication or external communication is focused on future
juga proyek-proyek jangka panjang yang sedang dilaksanakan oleh business development (investment) and also long-term projects
Perseroan. Di samping itu, juga mengedepankan materi edukasi in progress carried out by the Company. Additionally, external
untuk konsumsi media internal, terlebih eksternal. Secara garis communication also prioritize education materials for internal
besar, pada tahun 2021, pemberitaan terkait Elnusa didominasi oleh media consumption, especially external media consumption. In
nada atau tone positif sebesar 94%. outline, in 2021, the reporting related to Elnusa was dominated with
a positive tone by 94%.
Secara rinci data terkait pencapaian fungsi Corcom sebagai berikut: In details, data related to the achievement of the Corporate
Communication function is as follows:
EXTERNAL CHANNEL MANAGEMENT

External Channel Management
Realisasi
No Kanal Channel
Realization
1 Website 9.335 Website
2 Mementos 1 Mementos
3 Suvenir 1 Souvenir
4 Press Release Production 41 Press Release Production
5 Media Meeting 11 Media Meeting
6 Iklan 2 Advetorial
7 Tonase Pemberitaan Positif 96% Positive News Tone
INTERNAL CHANNEL MANAGEMENT

Internal Channel Management
Realisasi
No Kanal Channel
Realization
1 E-mail Corporate 529 Corporate E-mail
2 E-mail News Update 231 News Update E-mail
3 E-mail Event Update 245 Event Update E-mail
4 Corporate WA Group 243 Corporate WA Group
5 Display Lift 14 Display Lift
6 TV Lobby 21 TV Lobby
SOCIAL MEDIA MANAGEMENT

Social Media Management
Realisasi
No Kanal Channel
Realization
1 Posting Content 296 Posting Content
2 Linkedin 130 Linkedin
3 Instragram 129 Instragram
4 YouTube 37 YouTube

FOLLOWERS PADA CHANNEL MEDIA SOSIAL
Followers on social media channel
Realisasi
No Kanal Channel
Realization
1 Linkedin 119.648 Linkedin
2 Instragram 12.035 Instragram
3 YouTube 1.002 YouTube
CORPORATE COMMUNICATION SUPPORT

Corporate Communication Support
Realisasi
No Kanal Channel
Realization
1 Video Services 20 Video Services
2 Photo Services 8 Photo Services
3 Design Services 28 Design Services
EVENT SUPPORT
Event Support
Realisasi
No Kanal Channel
Realization
1 Video Event 148 Video Event
2 Photo Event 17 Photo Event
3 Design Event 234 Design Event
d. Terkait Corporate Relations d. Related to Corporate Relations

Di dalam fungsi Corporate Relation terdiri dari dua sub fungsi, yaitu Within the Corporate Relations function, it consists of two sub-
Community Relation (Kehumasan Operasional) dan CSR & Event. functions, namely Community Relation (Operational Public Relation)
as well as CSR & Event.
1. Community Relation 1. Community Relation
Community relation atau lebih sering disebut kehumasan Community relation or mostly known as operational public
operasional, lebih melekat pada operasi eksplorasi (seismic), relation is more attached to exploration operation (seismic),
namun mengikuti perkembangan organisasi, fungsi ini juga but follows the development of organization, this function
menangani hal‐hal yang berhubungan dengan masyarakat pada also handles matters related to community on the Company’s
operasional proyek Perseroan. project operations.
Fungsi ini melakukan kegiatan pada sebelum proyek This function carries out activities on pre-project, while the
berjalan, saat proyek berlangsung, dan setelah proyek usai project is in progress, and post-project.
(pasca proyek).
Kegiatan pra‐proyek meliputi: The Pre-Project Activities consist of the following:

• Orientasi dan mapping/pemetaan sosial budaya termasuk • Orientation and mapping/social and culture mapping,
potensi gangguan kelancaran proyek. including the potential disruption on the smooth running
of project.
• Koordinasi dan sosialisasi kepada instansi, ormas, dan • Coordination and socialization to the institute, mass
tokoh masyarakat terkait. organization, and related public figure.
• Perizinan wilayah. • Area licensing.
• Pengurusan pedoman kompensasi pengganti kerugian • Management of compensation guidelines for offsets as the
sebagai dampak proyek (jika ada). result of the project (if any).
Kegiatan saat operasi berlangsung meliputi: Activities while the operation is in progress consist of the
following:
• Pengawalan dan pendampingan saat operasi berlangsung. • Supervision and assistance while the operation is on
progress.
• Pendataan kepemilikan aset yang mendapat dampak • Asset ownership data collection impacted by operations
operasi (sesuai hasil mapping). (based on the mapping results).

• Sosialisasi kepada masyarakat yang terdampak langsung • Socialization to the community directly affected by the
proyek. project.
• Pendampingan/asistensi kegiatan oleh instansi/ormas/ • Activities assistance by the institute, mass organization,
tokoh terkait. and related public figure.
• Pengamanan peralatan/aset perseroan. • The Company’s equipment/assets security.
Kegiatan pasca operasi meliputi: Post-Operation Activities consist of the following:

• Verifikasi dan persiapan data kompensasi lahan dan asset • Verification and preparation of the land and asset
yang terdampak proyek. compensation data affected by the project.
• Perbaikan fisik bangunan atau aset yang terdampak proyek. • Physical repair for buildings or assets affected by the
project.
• Kompensasi atas kerugian sebagai dampak proyek. • Compensation for losses as the impact of the project.
• Pendampingan/asistensi kegiatan oleh instansi/ormas/ • Activities assistance by the institute, mass organization,
tokoh terkait. and related public figure.
• Closing Agreement dengan masyarakat dan stakeholder • Closing Agreement wit the community and stakeholders
yang terlibat dalam proyek. involved in the project.
Fungsi Community Relation melakukan kolaborasi dengan The Community Relation function collaborates with several
beberapa fungsi, di antaranya menjadi jembatan permasalah di functions, including becomes the bridge to the issues in the field
lapangan yang dapat berpotensi memperlambat penyelesaian that may have potential to slow down the project completion.
proyek.
2. CSR & Event 2. CSR & Event

Fungsi CSR & Event adalah fungsi yang diberikan amanah untuk CSR & Corporate Event function is the function provided
mengembangkan dan menetapkan standar tata kelola dan with mandate to develop and determine the governance
tata laksana program tanggung jawab sosial dan lingkungan and management standards for the Company’s social &
perseroan. Dalam hal ini, Tanggung Jawab Sosial Lingkungan environmental responsibility program. In this matter, Social &
(TJSL) atau CSR Perseroan lebih mengarah kepada program Environmental Responsibility (TJSL) or CSR is more towards the
community involvement dan development. community involvement and development program.
Pada 2021 secara konsolidasi Perseroan telah memberikan In 2021, on a consolidated basis, the Company had provided
manfaat kepada 53.723 orang yang tersebar di seluruh benefits to 53,723 people throughout Indonesia. The funds that
Indonesia. Dana yang telah dikeluarkan perseroan secara had been disbursed by the Company on a consolidated basis
konsolidasi adalah sebesar Rp5.572.758.000 (lima miliar lima was Rp5,572,758,000 (five billion five hundred and seventy two
ratus tujuh puluh dua juta tujuh ratus ratus lima puluh delapan million seven hundred and fifty eight thousand rupiah).
ribu rupiah).
Kegiatan TJSL meliputi bidang lingkungan, pendidikan, TJSL activities cover the environment, education, health and
kesehatan, dan ekonomi. Sebaran data yang diperoleh economic sectors. Data distribution obtained throughout 2021
selanjang tahun 2021 adalah sebagai berikut: was as follows:
Jumlah Penerima Manfaat

(orang) Jumlah Dana (Rpjuta)
Bidang Sector
Total Beneficaries Total Funds (Rpmillion)
(persons)
Lingkungan 5.080 500,2 Environment
Pendidikan 15.240 1.948,8 Education
Kesehatan 15.878 887,5 Health
Ekonomi 17.525 2.236,3 Economy

UNIT AUDIT INTERNAL INTERNAL AUDIT UNIT
Internal audit merupakan bagian dari organisasi perusahaan yang Internal audit is part of the Company’s organization with important role
memiliki peranan penting dalam perkembangan perusahaan yaitu in the Company development, which is tasked with and responsible for
bertugas dan bertanggung jawab untuk memberikan pendapat providing professional and independent opinions and recommendations
profesional dan independen serta rekomendasi perbaikan kepada for improvement to the President Director and related management
Direktur Utama serta manajemen terkait mengenai kegiatan atau regarding activities or operations of the Company.
operasional perusahaan.
Kegiatan Internal Audit dilakukan mengacu kepada standar yang telah Internal Audit activities are carried out in reference to the established
ditetapkan secara nasional ataupun internasional dan menjadikan standards nationally or internationally and make these standards as
standar tersebut sebagai acuan atau pedoman dalam melaksanakan reference or guideline in carrying out audit activities.
aktivitas audit.
Internal Audit berdasarkan standar yang berlaku didefinisikan sebagai Internal Audit based on applicable standards is defined as assurance and
suatu kegiatan pemberian keyakinan (assurance) dan konsultansi yang consultation activity that is independent and objective, with the purpose
bersifat independen dan objektif, dengan tujuan untuk memberikan nilai to provide added values and improve the Company operations through
tambah dan memperbaiki operasional perusahaan, melalui pendekatan a systematic approach, by evaluating and increasing the effectiveness of
yang sistematis, dengan cara mengevaluasi dan meningkatkan efektivitas risk management, control, and corporate governance processes.
manajemen risiko, pengendalian, dan proses tata kelola perusahaan.
Pihak yang Mengangkat dan Memberhentikan Kepala The Party that Appoints and Dismisses the Chief of
Internal Audit (Chief of Internal Audit) Internal Audit
Internal Audit dipimpin oleh seorang Kepala Internal Audit atau Chief Internal Audit is led by the Chief of Internal Audit who is appointed and
of Internal Audit yang diangkat dan diberhentikan oleh Direksi dengan dismissed by the Board of Directors with the approval of the Board of
persetujuan Dewan Komisaris. Selanjutnya setiap pengangkatan atau Commissioners. Furthermore, every time the Chief of Internal Audit is
pemberhentian Chief of Internal Audit, perusahaan wajib menyampaikan appointed or dismissed, the Company is required to notify the Financial
pemberitahuan kepada Otoritas Jasa Keuangan (OJK). Services Authority (FSA).
Pertanggungjawaban Accountability
Secara struktural Chief of Internal Audit bertanggung jawab kepada Structurally, the Chief of Internal Audit is responsible to the President
Direktur Utama dan mempunyai hubungan fungsional dengan Komite Director and has functional relationship with Audit Committee. The
Audit. Chief of Internal Audit wajib menyampaikan Laporan Hasil Audit Chief of Internal Audit is obliged to submit Audit Report (LHA) to the
(LHA) kepada Direktur Utama, Komite Audit, dan Auditee. President Director, Audit Committee and Auditee.
Profil Kepala Internal Audit atau Chief of Internal Audit Profile of the Chief of Internal Audit
Berdasarkan Surat Keputusan Direksi SK No.016/EN/KPTS/000D/2019 Based on the Board of Directors Decree No. 016/EN/KPTS/000D/2019
tanggal 1 November 2019 tentang penetapan Mutasi Jabatan dated November 1, 2019, concerning the Determination of Management
Manajemen, Direktur Utama mengangkat Ganang Soegiyarso sebagai Position Mutation, the President Director appointed Ganang Soegiyarso
Kepala Internal Audit atau Chief of Internal Audit Perseroan. as the Company’s Chief of Internal Audit.

GANANG SOEGIYARSO Data Pribadi | Personal Data

Kepala Internal Audit | Chief of Internal Audit Warga Negara Indonesia | Indonesian Citizen
Menjabat sebagai Kepala Internal Audit sejak Kelahiran Solo, 12 Agustus 1967 | Born Solo, August 12, 1967
1 November 2019 Domisili Pondok Aren, Tangerang | Domicile Pondok Aren, Tangerang
Served as Chief of Internal Audit since
November 1, 2019
Pendidikan Akuntan STAN Jakarta (1995) Jakarta STAN Accountant (1995)

Education
Sertifikasi Profesi Sertifikasi Qualified Internal Auditor (QIA) Tahun Qulified Internal Auditor (QIA) Certification 2017,
Professional Certification 2017, Yayasan Pendidikan Internal Auditor (YPIA) Internal Auditor Education Foundation (YPIA)
Bergabung di Elnusa 2 Januari 2013 January 2, 2013
Start of Employment in
Elnusa
Pengalaman Kerja • Auditor pada Tim Gabungan Pemeriksaan Wajib • Auditor on the Joint Team for Examination
Work Experience Pajak Potensial BPKP-Ditjen Pajak di Jakarta of Potential Taxpayers of the Financial &
(1989-1992) Development Supervisory Agency (BPKP)-
Directorate General of Tax in Jakarta (1989-1992)
• Auditor pada Badan Pengawasan Keuangan dan • Auditor at the BPKP South Sumatera
Pembangunan (BPKP) Kantor Perwakilan Sumatera Representative Office in Palembang (1995-2000)
Selatan di Palembang (1995-2000)
• Auditor pada Deputi Pengawasan Instansi • Auditor at the Deputy of the Supervision of
Pemerintah Bidang Polsoskan BPKP Kantor Pusat Government Agencies of the BPKP Polsoskan Head
di Jakarta (2000-2005) Office in Jakarta (2000-2005)
• Anggota Tim Koordinasi Pemberantasan Tindak • Members of the Corruption Eradication
Pidana Korupsi (Timtastipikor) di Kejaksaan Agung Coordination Team (Timtastipikor) at the
Jakarta (2005-2007) Indonesian Attorney General’s Office in Jakarta
(2005-2007)
Pemerintah Bidang Polsoskan BPKP Kantor Pusat Government Agencies in the Polsoskam BPKP
di Jakarta (2007-2008) Head Office in Jakarta (2007-2008)
• Auditor pada Inspektorat Badan Narkotika • Auditor at the Jakarta National Narcotics Agency
Nasional (BNN) Jakarta (2008-2009) (BNN) Inspectorate (2008-2009)
Pemerintah Bidang Polsoskan BPKP Kantor Pusat Government Agencies at the BPKP Polsoskam
di Jakarta (2009-2012) Head Office in Jakarta (2009-2012)
• Internal Control Chief Officer pada PT Inti Karya • Internal Control Chief Officer at PT Inti Karya
Persada Teknik (IKPT) di Jakarta (2012) Persada Teknik (IKPT) in Jakarta (2012)
• Senior Auditor PT Elnusa Tbk (2013) • Senior Auditor at PT Elnusa Tbk (2013)
• Chief of Internal Audit PT Elnusa Tbk (November • Chief of Internal Audit of PT Elnusa Tbk
2019-sekarang) (November 2019-present)
Struktur Organisasi dan Kedudukan Internal Audit Organizational Structure and Position of Internal Audit
Internal Audit dipimpin oleh seorang kepala yang disebut Chief of Internal Audit is led by the head called the Chief of Internal Audit who is
Internal Audit yang diangkat dan diberhentikan oleh Direksi dengan appointed and dismissed by the Board of Directors with the approval by
persetujuan Dewan Komisaris. the Board of Commissioners.

STRUKTUR ORGANISASI INTERNAL AUDIT
Organizational Structure of Internal Audit
DIREKTUR UTAMA KOMITE AUDIT

President Director Audit Committee
KEPALA INTERNAL AUDIT

Chief of Internal Audit
Support Officer
Senior Auditor Operation Senior Auditor Support
AUDITOR
Hingga akhir tahun 2021, Divisi Internal Audit memiliki 8 karyawan As of the end of 2021, Internal Audit Division had 8 employees with the
dengan rincian penempatan dan pelaksanaan tugas sebagai berikut: details on duties placement and implementation as follows:
Jumlah Karyawan (orang)

No Jabatan/Fungsi Position/Function
Total Employee (person)
1 Kepala Internal Audit 1 Chief of Internal Audit
2 Senior Auditor Operation vacant Senior Auditor Operation
3 Senior Auditor Support 1 Senior Auditor Support
4 Auditor 2 Auditor
5 Junior Auditor 3 Junior Auditor
6 Support Officer 1 Support Officer
Jumlah 8 Total
RIWAYAT PENDIDIKAN PERSONIL UNIT INTERNAL AUDIT

Education History of Internal Audit Unit Personnels
Anggota
No Pendidikan Education
Member
1 Ardiyanto Sarjana Teknik Fisika dari Universitas Diponegoro (1991) Bachelor of Physics Engineering from Diponegoro
University (1991)
2 Irma Devianti Sarjana Ekonomi Jurusan Akuntansi dari Universitas Bachelor of Economics in Accounting Department from
Diponegoro (2005) Diponegoro University (2005)
3 Wirawan Moehammad Sarjana Ekonomi Jurusan Akuntansi dari Universitas Bachelor of Economics in Accounting Department from
Indonesia (2008) University of Indonesia (2008)
4 Raditya Arya Kusumah Sarjana Teknik Perminyakan dari Universitas Trisakti (2010) Bachelor of Oil Engineering from Trisakti University (2010)
5 Danang Swastiko Sarjana Teknik Fisika dari Universitas Indonesia (2013) Bachelor of Physics Engineering from University of
Indonesia (2013)
6 Erika Putri Dewi Sarjana Ekonomi Jurusan Akuntansi dari Universitas Trisakti Bachelor of Economics in Accounting Department from
(2014) Trisakti University (2014)
7 Shoffy Mulyanti Sarjana Teknik Arsitektur dari Universitas Trisakti (1997) Bachelor of Architecture Engineering from Trisakti
University (1997)
Sertifikasi Profesi Internal Audit Professional Certification of Internal Audit

Auditor Internal Audit memiliki kualifikasi dan kompetensi yang memadai Internal Audit Auditors have adequate qualifications and competence in
dalam melaksanakan fungsi dan tugasnya, hal ini ditandai dengan running functions and duties, signified by certification owned by most
sertifikasi yang dimiliki oleh sebagian besar Auditor dan akan diikuti oleh Auditors and will be followed by other auditors. Auditors are required
auditor lainnya. Auditor wajib memenuhi kualifikasi dan persyaratan to meet the qualifications and requirements, among others: (1) having
antara lain: (1) memiliki integritas dan perilaku yang profesional, integrity and professional behavior, as well as being objective in carrying

serta obyektif dalam pelaksanaan tugasnya, (2) memiliki pengetahuan out their duties, (2) having knowledge of the laws and regulations
tentang peraturan perundang-undangan yang terkait dengan proses relating to the oil and gas business process, (3) having experience in
bisnis migas, (3) memiliki pengalaman mengenai teknis audit dan technical audits and other disciplines relevant to their area of work, (4)
disiplin ilmu lain yang relevan dengan bidang tugasnya, (4) cakap dalam competent in interacting and communicating both verbally and in writing
berinteraksi dan berkomunikasi baik lisan maupun tertulis secara efektif, effectively, (5) adhering to professional standards and ethical codes
(5) mematuhi standar profesi dan kode etik yang dikeluarkan oleh issued by Internal Audit association, (6) maintaining confidentiality of
asosiasi Audit Internal, (6) menjaga kerahasiaan informasi dan/atau the Company’s information and/or data related to the implementation
data Perusahaan terkait pelaksanaan tugas dan tanggung jawabnya, of duties and responsibilities, and (7) understanding the principles
serta (7) memahami prinsip-prinsip tata kelola perusahaan yang baik of good corporate governance and has adequate risk management
dan memiliki pengetahuan manajemen risiko yang memadai. Untuk itu knowledge. For this reason, all auditors are equipped with knowledge
seluruh auditor dilengkapi dengan pengetahuan yang perlu ditingkatkan that needs to be improved on an ongoing basis. The following details the
secara berkelanjutan. Berikut rincian level sertifikasi masing-masing level of certification of each member of Internal Audit.
anggota Internal Audit:
Jumlah Karyawan (orang)

No Level Sertifikasi Certification Level
Total Employee (person)
1 Qualified Internal Auditor (QIA) 6 Qualified Internal Auditor (QIA)
2 Audit Internal Tingkat Dasar 2 Internal Audit Basic
Jumlah 8 Total
Piagam Internal Audit Internal Audit Charter

Piagam Audit Internal ditetapkan pertama kali oleh Direksi Elnusa Internal Audit Charter is determined for the first time by the Board of
dengan SK No. 053/EN/KPTS/000d/2009 tanggal 2 Januari 2009 dan Directors of Elnusa with Decree No. 053/EN/KPTS/000d/2009 dated
telah beberapa kali dilakukan revisi, terakhir diperbarui dengan Lembar January 2, 2009, and has been revised several times, the latest revision
Pengesahan No. 1/PPAI-EN/012A/II/2019 tanggal 28 Februari 2019 yang was updated with Ratification Sheet No.1/PPAI-EN/II/2019 dated
ditandatangani oleh Ketua Komite Audit dan Direktur Utama. Piagam February 28, 2019, signed by the Chairman of Audit Committee and
Internal Audit revisi terakhir telah diberlakukan secara efektif sejak President Director. The latest revised Internal Audit Charter was effective
tahun 2019. Perbaikan/Revisi Piagam Internal Audit mengacu pada since 2019. The improvement/revision of Internal Audit Charter refers to
Peraturan dan Perundang-undangan yang berlaku maupun International the applicable laws and regulations as well as International Standards for
Standards for the Professional Practice of Internal Auditing (Standards). Professional Practice of Internal Auditing.
Independensi Independence
Sebagai pemeriksa internal, Internal Audit dalam menjalankan tugas As the internal auditor, Internal Audit in carrying out its duties and
dan fungsinya memiliki kebebasan bertindak (independen) secara functions has the freedom to act (independently) objectively. Following
objektif. Sesuai dengan Standards, aktivitas internal audit harus bebas the Standards, internal audit activities must be free from interference
dari campur tangan dalam penentuan ruang lingkup audit internal, in determining the scope of internal audit, the implementation of
pelaksanaan penugasan, dan pelaporan hasilnya. Kepala Audit assignments, and reporting of results. The Chief of Internal Audit must
Internal harus mengungkapkan campur tangan itu kepada Dewan dan disclose the intervention to the Board and discuss its implications.
mendiskusikan implikasinya
Tugas dan Tanggung Jawab Duties and Responsibilities

Divisi Internal Audit bersifat independen dan mempunyai tugas dan Internal Audit Division is independent and has the following duties and
tanggung jawab sebagai berikut: responsibilities:
1. Menyusun dan melaksanakan rencana Audit Internal tahunan 1. Developing and carrying out the risk-based annual Internal Audit
berbasis risiko. plan.
2. Menguji dan mengevaluasi pelaksanaan pengendalian intern dan 2. Testing and evaluating the implementation of internal control and
sistem manajemen risiko sesuai dengan kebijakan perusahaan risk management systems in accordance with the Company’s policy
sebagaimana tertera dalam Program Kerja Audit Tahunan (PKAT). as stated in the Annual Audit Work Program (AAWP).
3. Melakukan pemeriksaan dan penilaian atas efisiensi dan efektivitas 3. Auditing and evaluating the efficiency and effectiveness in finance,
di bidang keuangan, akuntansi, operasional, sumber daya manusia, accounting, operations, human resources, marketing, information
pemasaran, teknologi informasi, dan kegiatan lainnya sebagaimana technology sectors, and other activities as stated in the Annual
tertera dalam Program Kerja Audit Tahunan (PKAT). Audit Work Program (AAWP).
4. Memberikan saran perbaikan dan informasi yang objektif tentang 4. Providing suggestions for improvements and objective information
kegiatan yang diperiksa pada semua tingkat manajemen. on the activities examined at all management levels.

5. Membuat laporan hasil audit dan menyampaikan laporan tersebut 5. Preparing audit report and submitting the report to the President
kepada Direktur Utama dan Komite Audit. Director and Audit Committee.
6. Memantau, menganalisis, dan melaporkan pelaksanaan tindak 6. Monitoring, analyzing and reporting the implementation of
lanjut perbaikan yang telah disarankan. improvement follow-up that have been suggested.
7. Bekerja sama dengan Komite Audit. 7. Cooperating with Audit Committee.
8. Menyusun program untuk mengevaluasi mutu kegiatan Internal 8. Arranging program to evaluate the quality of Internal Audit activities
Audit yang dilakukan. carried out.
9. Melakukan pemeriksaan khusus apabila diperlukan. 9. Conducting special audit if needed.
10. Melakukan pemeriksaan lebih lanjut atas laporan pengaduan yang 10. Conducting further audit on the incoming complaint reports
masuk melalui saluran Wistleblowing System (WBS) terkait dengan through the Whistle Blowing System (WBS) channel related to the
fraud. fraud.
Wewenang Internal Audit Authority of Internal Audit

Untuk mendukung kelancaran pelaksanaan tugasnya, Internal Audit To support the smooth running of duties implementation, Internal Audit
diberikan wewenang untuk: is authorized to the following:
1. Dapat memasuki seluruh area dalam organisasi dan mengakses 1. Being able to enter all areas in the organization and access
informasi, catatan, meminta keterangan dari setiap orang tanpa information, records, requesting information from everyone
dibatasi (unrestricted). without being restricted (unrestricted).
2. Auditor berwenang untuk berinteraksi langsung dengan Direktur 2. Auditor has authority to interact directly with the President
Utama, Dewan Komisaris, dan/atau Komite Audit serta anggota dari Director, the Board of Commissioners, and/or Audit Committee and
Dewan Direksi, Dewan Komisaris, dan/atau Komite Audit. members of the Board of Director, Board of Commissioners, and/or
Audit Committee.
3. Mengadakan rapat secara berkala ataupun insidentil dengan 3. Holding regular or incidental meetings with the President Director,
Direktur Utama, Dewan Komisaris, dan/atau Komite Audit. the Board of Commissioners, and/or Audit Committee.
4. Melakukan koordinasi kegiatannya dengan kegiatan auditor 4. Coordinating its activities with the external auditors activities.
eksternal.
5. Melakukan koordinasi dengan auditor eksternal terkait dengan 5. Coordinating with external auditors related to annual reports,
laporan tahunan, internal audit melakukan monitoring atas internal audits monitoring the implementation of Management
pelaksanaan tindak lanjut Management Letter yang diterbitkan Letter follow-up issued by the external auditor.
pihak auditor eksternal.
Pelaporan Reporting
Internal Audit menyampaikan dan menyediakan laporan kepada Direktur Internal Audit submits and provides reports to the President Director
Utama yang terdiri dari: consisting of the following:
1. Laporan Hasil Audit Reguler yang berisi penilaian atas kecukupan 1. Report on Regular Audit Results containing assessment of the
dan efektivitas proses organisasi dalam mengendalikan kegiatan adequacy and effectiveness of the organization processes in
operasinya serta menangani risiko di area-area hasil audit. controlling its operations and handling risks in the audit results
areas.
2. Laporan Interim yang berisi informasi penting dari hasil audit 2. The Interim Report containing important issues of the results of
regular yang perlu segera disampaikan untuk mendapatkan arahan regular audit that needs to be submitted immediately to get further
lebih lanjut dari Direktur Utama. direction from the President Director.
Laporan Singkat Pelaksanaan Kegiatan Internal Audit Brief Report on Activities Implementation of Internal
Tahun 2021 Audit in 2021
Dalam menjalankan tugasnya, Internal Audit memiliki Program Kerja In running duties, Internal Audit has the 2021 Annual Audit Work
Audit Tahunan (PKAT) Tahun 2021 yang disusun dengan menggunakan Program (AAWP) which is prepared using the risk-based audit approach.
pendekatan audit berbasis risiko (risk based audit). PKAT 2021 2021 AAWP is submitted to Audit Committee and the President Director
disampaikan kepada Komite Audit dan Direktur Utama untuk dimintakan for requesting their approval. In 2021, Internal Audit had conducted
persetujuannya. Pada Tahun 2021 Internal Audit telah melakukan Audit Regular Audits and Audits at special requests by Management. The
Reguler dan Audit atas permintaan khusus oleh Manajemen. Berikut following is an overview of Audit activities in 2021:
gambaran aktivitas Audit tahun 2021:

Tema Audit Ruang Lingkup Jumlah Laporan

No
Audit Theme Scope Number of Report
1 Operasional Audit pada Divisi Business Development 1
Operational Audit on Business Development Division
2 Operasional Audit pada Unit Bisnis Marine Site Survei 1
Operational Audit on Marine Site Survei Business Unit
3 Operasional Audit pada Anak Perusahaan PT SCU 1
Operational Audit on Subsidiary, PT SCU
4 Operasional Audit pada Divisi EPCOM atas Pelaksanaan Proyek Jasa Rekayasa Teknik, Konstruksi dan 1
Pemasangan Stasiun Kompresi Gas LP Betung
Operational Audit on EPCOM Division for the implementation of Engineering Services Project,
Construction and Gas Compression Station Installment of LP Betung
5 Operasional Audit pada Divisi EPCOM atas Pelaksanaan Proyek Upgrading SP-1, SP-3, SP-4, SP-5, dan 1
pembangunan Produced & Treated Water Tank di WTP Area Jirak Waterflood Project
Audit on EPCOM Division for the implementation of SP-1, SP-3, SP-4, SP-5 Upgrading
Operational Projects and construction of Produced & Treated Water Tank at WTP Area Jirak
Waterflood Project
6 Operasional Audit pada Departement of Information System 1
Operational Audit on Department of Information System
7 Konsultansi Konsultansi dan/atau pedampingan proses klaim perusahaan kepada pemberi kerja 3
Consultation and/or assistance in the process of company claims to the employer
Consultation
8 Penerapan Code of Conduct Audit atas pelaporan pelanggaran/pengaduan yang masuk melalui saluran 2
Wistleblowing System (WBS)
Application of the Code of Conduct Audit of incoming reporting violations/complaints through the Wistleblowing System
(WBS) channel
9 Quality Assurance Periodic Quality Assessment (PQA) Fungsi Internal Audit Pertamina Group Tahun 2021 1
Periodic Quality Assessment (PQA) by Internal Audit Function of Pertamina Group in
Quality Assurance 2021
10 Counterpart Audit atas pengelolaan Corporate Credit Card dan biaya representasi PT Elnusa Tbk 1
Counterpart Audit on Corporate Credit Card management and representation cost of PT Elnusa Tbk
TOTAL 13
Hasil Temuan Audit Tahun 2021 Audit Findings in 2021

Hasil pelaksanaan audit tertuang dalam Laporan Hasil Audit (LHA) yang The results of the audit are contained in the Audit Report (LHA)
antara lain memuat rekomendasi dari auditor atas temuan hasil audit. which includes the recommendation of the auditor on the findings
Rekomendasi tersebut harus ditindaklanjuti oleh auditee sesuai dengan by the audit. These recommendations must be followed up by the
waktu yang telah disepakati. Monitoring tindak lanjut rekomendasi hasil auditee following the agreed time. Monitoring the follow-up of audit
audit dilakukan setiap bulan. Apabila sampai dengan batas waktu yang results recommendation is conducted every month. In the event the
disepakati, rekomendasi tidak dilaksanakan, maka Manajemen dianggap recommendation was not carried out up to the agreed deadline,
menerima risiko atas hasil audit. Namun, apabila risiko tersebut dinilai Management is considered to accept the risk of audit results. However,
dapat mempengaruhi perusahaan, maka harus didiskusikan lebih lanjut in the event the risk is assessed to may influence the Company, it must
dan bila perlu akan dilaporkan kepada Pimpinan dan Dewan Pengawas. be discussed further and will be reported to the Leader and Supervisory
Board if needed.
Pengembangan Kompetensi Unit Audit Internal Competency Development of Internal Audit Unit
Internal Audit dalam rangka meningkatkan kompetensi karyawan. for Internal Audit in order to improve employee competencies. The
Program ini diharapkan mampu memberikan dampak positif terhadap program is expected to result in positive impacts on productivity and
produktivitas dan efektivitas kinerja Internal Audit. effectiveness of Internal Audit performance.
Tentang kegiatan peningkatan kompetensi yang diikuti Unit Internal Concerning competency improvement activities participated by Internal
Audit di sepanjang tahun 2021 dapat dilihat pada bab Profil Perusahaan Audit Unit throughout 2021, it is availablt in the Company Profile chapter
dalam laporan tahunan ini. of this annual report.
Kepatuhan Terhadap Perundangan Lainnya Compliance with Other Laws.

Internal Audit mengacu pada kepatuhan perundangan yang sudah Internal Audit refers to compliance with laws that have been written in
tertulis pada sub bab piagam audit internal the sub-chapter of the internal audit charter.

Pertanyaan Direksi atas kecukupan sistem pengendalian Questions from the Board of Directors on the adequacy
internal Direksi Perseroan sepanjang tahun buku 2021 of the company’s board of directors’ internal control
Elnusa secara berkala dan berkelanjutan terus mengembangkan system for the fiscal year 2021
dan meningkatkan struktur pengendalian internal yang terpadu, Elnusa develops and improves an integrated, comprehensive, and
komprehensif dan terintegrasi. Dapat terlihat dari kepatuhan integrated internal control framework on a regular basis. Compliance
dalam pelaksanaan evaluasi atas kecukupan efektivitas penerapan in the examination of the adequacy of the efficacy of internal
pengendalian internal yang salah satunya dilakukan melalui kegiatan controls, one of which is carried out through internal audit activities,
audit internal. Perusahaan selalu menindaklanjuti rekomendasi yang demonstrates this. As part of the firm’s ongoing endeavor to enhance
dihasilkan dari pelaksanaan audit internal, sebagai bentuk usaha the internal control system so that it can more effectively carry out the
manajemen perusahaan untuk selalu menyempurnakan sistem company’s operational activities, the company always follows up on
pengendalian internal agar bisa secara lebih efektif menjalankan recommendations coming from internal audits.
kegiatan operasional perusahaan.
Manajemen Risiko
Risk Management
Elnusa sebagai perusahaan (selanjutnya disebut “Perseroan”) yang Elnusa, as an oil and gas services firm (hence referred to as the “company”),
bergerak pada jasa minyak dan gas menghadapi sejumlah risiko dalam faces a number of operating risks that stem from both dynamic and
kegiatan operasional yang bersumber baik dari situasi lingkungan increasingly complicated external and internal environmental situations.
eksternal maupun internal yang dinamis dan semakin kompleks. As a result, solid corporate governance procedures in risk management
Untuk itu dibutuhkan praktik tata kelola perusahaan yang baik (Good are required, as is the improvement of risk identification, measurement,
Corporate Governance) dalam pengelolaan risiko serta peningkatan monitoring, and control functions.
fungsi identifikasi, pengukuran, pemantauan, dan pengendalian risiko.
Peningkatan fungsi identifikasi, pengukuran, pemantauan, dan The purpose of improving the functions of identification, measurement,
pengendalian risiko dimaksudkan agar kendala ataupun potensi kendala monitoring, and risk control is to ensure that the company’s obstacles
yang dihadapi Perseroan dalam melaksanakan aktivitas usaha tidak or potential obstacles in conducting business activities do not result in
menimbulkan kerugian yang melebihi kemampuan Perseroan atau losses that exceed the company’s capabilities or disrupt the company’s
mengganggu kelangsungan usaha Perseroan. Pengelolaan risiko pada business continuity. Risk management must be integrated into each of
setiap aktivitas fungsional Perseroan harus sedapat mungkin terintegrasi the company’s functional activities as much as possible into a precise
ke dalam suatu sistem dan proses pengelolaan risiko yang akurat dan and comprehensive risk management system and process.
komprehensif.
Perseroan juga melaksanakan pengelolaan risiko berdasarkan aspek The company also does risk management based on GCG principles,
GCG terutama transparansi yang merupakan salah satu aspek yang particularly openness, which is one of the most important parts of risk
kritikal dalam pengendalian risiko. management.
Overview Manajemen Risiko Tahun 2021 Overview of 2021 Risk Management

Selama tahun 2021 pengelolaan risiko telah ditangani dengan baik Risk management has been adequately managed in 2021, taking into
dengan tetap memperhatikan dampak sosial dan lingkungan. Fokus account social and environmental implications. Risk management is
manajemen risiko yang dilakukan oleh Unit Kerja Risk Management. the responsibility of the Risk Management Unit. The organization has
Perseroan telah berupaya untuk: worked hard to:
1. Mengelola serta mengambil langkah-langkah yang diperlukan 1. Manage and take the required steps to mitigate the risks discovered
dalam upaya memitigasi risiko yang teridentifikasi melalui proses throughout the risk assessment process:
Risk Assessment.
2. Mengadopsi prinsip dan pedoman ISO 31000:2009 sebagai kerangka 2. As a risk management framework, adopting ISO 31000:2009
kerja manajemen risiko. Perseroan telah melakukan penyesuaian concepts and guidelines The company has made adjustments to
dalam penerapan ISO 31000 dengan karakteristik bisnis, organisasi ISO 31000 implementation based on the business, organization, and
dan tata kelola Perusahaan sehingga dapat meningkatkan risk corporate governance features in order to promote risk awareness,
awareness yang membentuk suatu budaya sadar risiko dalam which has resulted in the formation of a risk awareness culture
Perusahaan. within the company.

3. Meningkatkan sistem pengelolaan risiko. Perseroan melakukan 3. Increase the effectiveness of the risk management system.
peningkatan sistem, infrastruktur dan proses manajemen risiko Through continuous management and enhancement of the risk
melalui pengelolaan dan perbaikan berkelanjutan atas kerangka, management framework, policies, and procedures, as well as
kebijakan dan prosedur serta instruksi kerja manajemen risiko. work instructions, the organization enhances the risk management
Peningkatan sistem yang dimaksud salah satunya adalah system, infrastructure, and processes. As stated in the Decree of the
manajemen risiko telah menjadi salah satu item Key Performance Board of Directors No. 070/EN/KPTS/000D/2020 concerning the
Indicator (KPI) di setiap fungsi operasi dan shared service Perseroan, Appointment of Risk Owners and Risk Champions for Functions and
seperti yang tertuang dalam Surat Keputusan Direksi No. 070/ Projects, risk management has become one of the key performance
EN/KPTS/000D/2020 tentang Penunjukan Risk Owner dan Risk indicator (KPI) items in every operational function and shared
Champion Fungsi dan Proyek. service of the company.
4. Dari segi infrastruktur, semakin pesatnya perkembangan era digital 4. In terms of infrastructure, the corporation has been motivated
mendorong Perseroan untuk melakukan digitalisasi termasuk dalam to digitalize, including in risk management, by the rapid rise of
pengelolaan risiko. Pada tahun 2020, Perseroan telah membangun the digital era. To manage the company’s risk, the organization
dan mengimplementasikan Enterprise Risk Management System will have created and deployed an Enterprise Risk Management
(ERMS) untuk pengelolaan risiko Perusahaan. Selanjutnya pada System (ERMS) by 2020. In addition, in 2021, ERMS development
tahun 2021 dilakukan pengembangan ERMS seusai dengan will be coordinated with the evolution of the company’s business
perkembangan proses bisnis Perseroan. operations.
Review/Evaluasi atas Efektivitas Sistem Manajemen Review/Evaluation of the Effectiveness of Risk

Risiko pada Tahun Buku Management Systems in the Fiscal Year
Penerapan Manajemen Risiko di Elnusa telah berjalan secara memadai Elnusa’s risk management implementation has been going well, and it
yang ditunjang dengan struktur dan infrastruktur, pengawasan is backed up by structure and infrastructure, management oversight,
manajemen, peran, tanggung jawab dan akuntabilitas organisasi untuk roles, responsibilities, and organizational accountability, all of which
mendorong pengembangan penerapan manajemen risiko berdasarkan encourage the development of risk management implementation based
prinsip berkelanjutan (going concern) yaitu pertumbuhan dan on going concern principles, such as growth and sustainability.
kelanggengan (growth and sustainability).
Tahun 2021, Elnusa memiliki program kerja untuk penyempurnaan Elnusa has a work plan in place to improve the risk management process
proses manajemen risiko. Tindakan penyempurnaan proses berperan by 2021. Process improvement activities help make corrections to stages
untuk melakukan koreksi terhadap langkah-langkah yang dinilai belum that aren’t as successful as they should be. Disseminating information
cukup efektif. Salah satu program penyempurnaan proses manajemen to the risk owner to conduct a compliance review in the risk assessment
adalah melakukan sosialisasi kepada Risk Owner untuk melakukan process and include an overview of the risk profile in the investment/
compliance review dalam proses risk assessment dan memasukkan project feasibility study document’s Risk Management Study section is
ikhtisar profil risiko ke dalam dokumen feasibility study investasi/proyek one of the management process improvement initiatives. The initiator
di bagian Kajian Manajemen Risiko. Fungsi Pengusul (Inisiator) “wajib” function is “mandatory” to request a review of the investment feasibility
memintakan kajian kepada Fungsi Risk Management atas dokumen study document from the Risk Management Function to ensure that the
feasibility study investasi yang telah disusun untuk memastikan aktivitas company’s activities are in compliance with the prudential principles
Perseroan telah sesuai dengan prinsip kehati-hatian praktik tata of sound risk governance practices, as outlined in the Project and
kelola risiko yang sehat, di mana hal ini telah diatur dalam Prosedur Investment Risk Management Procedures.
Pengelolaan Risiko Project dan Investasi.
Selain itu Elnusa juga memiliki program kerja untuk penyempurnaan Elnusa also has a development program to strengthen ERMS, one of which
ERMS salah satunya agar dapat memasukan risiko yang ada dalam is to incorporate risks that exist in the project management process into
proses Project Management dan membentuk integrated system yang an integrated system that risk owners can access in real time and register
dapat diakses secara realtime oleh Risk Owner dan mendaftarkan risiko as “Risk Bank Elnusa”. The company will also establish a roadmap for the
tersebut sebagai “Risk Bank Elnusa.” Sebagai realisasi komitmen dan long-term development of risk management implementation in order to
sasaran pengelolaan risiko, Perseroan juga akan menyusun roadmap ensure the company can achieve its long-term ambitions as a result of
pengembangan berkelanjutan implementasi manajemen risiko untuk achieving risk management commitments and targets. It is believed that
memastikan Perseroan dapat mencapai rencana jangka panjangnya. as this risk management system improves, the risk culture will grow and
Dengan peningkatan sistem pengelolaan risiko ini diharapkan budaya become ingrained in every employee of the organization.
risiko akan meningkat dan melekat di setiap insan Perseroan.

Jenis Risiko-Risiko yang Dihadapi Elnusa dan Cara Types of Risks Experienced by Elnusa and the Risk
Pengelolaan Risiko Management
Profil risiko Elnusa sebagai sebuah Perusahaan (corporate risks) dilihat Figure below depicts Elnusa’s risk profile (corporate risks) as a
dalam konteks hubungannya dengan lingkungan eksternal dan internal corporation in the context of its relationships with the external and
dijelaskan pada gambar di bawah ini. internal environment.
HUBUNGAN RISIKO ELNUSA DENGAN LINGKUNGAN EKSTERNAL DAN INTERNAL

The Relationship of Elnusa’s Risk with the External and Internal Environment
KEGAGALAN EKSTERNAL
External Failures
HUKUM/REGULASI
Law/Regulatory
POLITIK KEAMANAN
Politics Security
PEMASARAN TEKNOLOGI
Market Technology
Value Strategy Value Strategy
Nilai Strategi Nilai Strategi
MAKROEKONOMI PIHAK EKSTERNAL
Macroeconomic External Parties
ENTERPRISE
RISK MANAGEMENT
KEGAGALAN FUNGSI PENDUKUNG KEGAGALAN PENGIRIMAN PRODUK/
Support Function Failures Objektif Resources
LAYANAN
Objectives Sumber Daya
Products/Services Delivery Failure
• Keuangan | Finance • Rantai Pasokan | Supply Chain
• Kepatuhan | Compliance Organisasi • Penjualan & Pemasaran | Sales &
• Peralatan, Aset, & Infrastruktur | Organization Marketing
Equipment, Assets, & Infrastructure • Pengembangan Produk/Layanan |
• Hukum | Legal Product/Service Development
• Teknologi Informasi | Information • Kualitas | Quality
Technology
• Sumber Daya Manusia | Human Capital
• Kesehatan, Keselamatan, & Lingkungan |
Health, Safety, & Environment
Risiko-risiko utama Perseroan tahun 2021 dapat dilihat secara rinci The main risks of the Company in 2021 can be seen in detail in the
dalam tabel berikut: following table:
Konteks Risiko Bisnis Identifikasi Risiko Analisis Risiko

Business Risk Context Risk Identification Risk Analysis
No Objektif (KPI) Elnusa Fungsi Kejadian Risiko Penyebab Risiko Jenis Risiko Kategori Dampak
Objective of Elnusa Function Risk Event Risk Cause/Agent Risk Type Impact Category
(KPI)
1 Target net income Operasi, SCM, ECQM Proyek yang sudah 1. Kurangnya kompetensi dari personel. Risiko Kuantitatif
tidak tercapai & HC berjalan mengalami 2. Partner yang tidak perform. Operasional
kerugian 3. Dokumen detail engineering design yang
tidak tepat waktu.
The target for Operation, SCM, Projects that are 1. A lack of competency due to insufficient Operational Risk Quantitative
net income is not ECQM & HC already in progress employees.
achieved suffered losses. 2. ineffective partners.
3. Failure to submit detail engineering design
documentation on schedule.
2 Target revenue tidak Marketing & Operasi Ketidakpastian 1. Harga minyak dan market hulu migas Strategy Plan Kuantitatif
tercapai prospek proyek menurun.
2. Pengajuan usulan WP & B dan proses
perizinan suatu proyek tidak berhasil/
berubah/tertunda dari pihak klien.
3. Adanya perubahan kebijakan internal klien.
The target for Marketing & Uncertainty about 1. Oil prices and the upstream oil and gas Strategy Plan Quantitative
revenue is not Operational the project’s markets are falling.
achieved prospects 2. The client’s WP & B proposals, as well as
the licensing process for a project, are
unsuccessful, modified, or delayed.
3. The client’s internal policy changes.


(KPI)
3 Marketing, Operasi, Elnusa kalah bersaing 1. Costing masih belum optimal atau price Strategy Plan Kuantitatif
& Aset dalam tender more expensive than competitors/price
above OE.
2. Kompetensi/alat kerja tidak memenuhi
persyaratan yang diperlukan sehingga
membutuhkan partner.
Marketing, Operation Elnusa was 1. Costing is still inefficient, or the price is Strategy Plan Quantitative
& Asset eliminated from the more than competitors/beyond OE.
tender competition 2. Competence/work tools fall short of
the criteria, necessitating the search for
collaborators.
4 Operasi, Corsec, Keterlambatan 1. Iklim atau cuaca ekstrim. Risiko Kuantitatif
SCM, ARP pelaksanaan dan/ 2. Proyek tertunda karena kendala kehumasan. Operasional
atau penyelesaian 3. Proyek tertunda karena kendala izin
pekerjaan peralatan.
4. Sosialisasi banyak kendala.
5. Adanya hambatan operasi yang
menyebabkan proyek standby atau waktu
penyelesaian mundur dari target.
Operation, Corsec, Delay in execution 1. Climate or extreme weather. Operational Risk Quantitative
ARP, SCM, ARP and/or completion 2. Project delay due to public relations
of work problems.
3. Project delay due to equipment constraints
licensing is constrained.
4. Socialization has many obstacles.
5. There are operational obstacles that cause
project standby or completion time to be
behind the target.
5 Business Bisnis baru belum 1. Tidak mempunyai personel yang ahli dalam • Financial Kuantitatif
Development menghasilkan bisnis baru yang akan/sedang ditangani. Management
revenue sesuai target 2. Perubahan kebijakan Pemerintah. • Financial
3. Menerima proyek kontrak uncapped Strategy
liability. • Project
Financing
Business The new business 1. Lacks skilled personnel in the new business • Financial Quantitative
Development has yet to generate to be/is being managed. Management
revenue in 2. Changes in Government policy. • Financial
accordance with its 3. Accepting contract projects with uncapped Strategy
objectives liability. • Project
Financing
6 Target EBITDA tidak Operasi, Marketing, Biaya jasa dan 1. Adanya keputusan klaim, sanksi, pinalti/ Risiko Finansial Kuantitatif
tercapai Fincon, SCM & Legal material melebihi ganti kerugian. Operasi
anggaran yang 2. Meningkatnya biaya support services.
ditetapkan 3. Meningkatnya biaya Outsourcing (OS).
4. Kenaikan UMP tenaga subcont.
5. Kenaikan biaya utilities (air dan listrik).
6. Kenaikan tarif PBB.
The target for EBITDA Operation, Service and material 1. There is a claim, sanctions, penalties/ Financial Quantitative
is not achieved Marketing, Fincon, costs exceeding the compensation decision. Operational Risk
SCM & Legal stipulated budget 2. Increased cost of support services.
3. Increased Outsourcing (OS) costs.
4. Increase in the UMP for subcont workers.
5. Increase in utility costs (water and
electricity).
6. Increase in PBB tariffs.
7 Operasi Penurunan service 1. Penurunan service rate berdampak pada Risiko Finansial Kuantitatif
rate berdampak pada menurunnya margin.
menurunnya margin 2. Tidak ada kenaikan harga (service rate) dari
pemberi kerja.
Operation The decrease in 1. The decrease in the service rate led to the Financial Risk Quantitative
the service rate led decline in margin.
to the decline in 2. There is no price increase (service rate)
margin. from the employer.

(KPI)
8 Target rata-rata Operasi, Marketing, Produktivitas 1. Market hulu migas menurun. • Business Kuantitatif
produktivitas Busdev, ECQM upstream service 2. Optimalisasi serapan kontrak pada Strategy
upstream service- tidak mengalami kelompok non-asset based tidak tercapai. • Growth and
asset based tidak pertumbuhan sesuai Sustainability
tercapai yang diharapkan • Business
Continuity
The target for the Operation, Upstream service 1. The upstream oil and gas market are • Business Quantitative
average upstream Marketing, Busdev, productivity is not declining. Strategy
service-asset based ECQM growing as expected 2. Optimization of contract absorption in the • Growth and
productivity is not non-asset based group was not achieved Sustainability
achieved • Business
Continuity
9 Target HSSE Excellent HSSE & Operasi Terjadi fatality Unsafe Action & Unsafe Condition Operational- Kuantitatif
(Total Recordable incident HSSE-Safety
Incident Rate/TRIR)
tidak tercapai
The HSSE Excellent HSSE & Operasi Fatality incident Unsafe Action & Unsafe Condition Operational- Quantitative
target (Total occurrence HSSE-Safety
Recordable Incident
Rate/TRIR) is not
achieved
10 Pencapaian Target Operasi, SCM, Tidak tercapainya 1. Pemutusan kerja sama sebelum jangka Risiko Strategis Kuantitatif
Investasi tidak Marketing target pencapaian waktu berakhir.
tercapai investasi (Investasi 2. Perubahan ruang lingkup pekerjaan selama
perusahaan jangka waktu kerja sama.
semakin tidak pasti 3. Terdapat estimasi biaya yang tidak sesuai.
memperoleh imbal
balik)
The investment Operation, SCM, A failure to meet 1. Termination of collaboration before the Strategic Risk Quantitative
target is not achieved Marketing investment end of the contract.
objectives (company 2. Changes in the scope of work during the
investments course of the collaboration.
are increasingly 3. There is a cost estimate that is incorrect.
uncertain of getting
returns)
Atas risiko-risiko utama tersebut di atas telah dilakukan monitoring dan The top ten risks listed above have been assessed and published on a
pelaporan secara berkala untuk memantau pergerakan tingkat risiko regular basis to track the company’s risk status.
yang dihadapi Perseroan.
Pernyataan Direksi dan/atau Dewan Komisaris atau Statement on the Adequacy of the Risk Management
Komite Audit atas Kecukupan Sistem Manajemen Risiko System by the Board of Commissioners and/or the
Board of Commissioners or the Audit Committee
Kemampuan Elnusa dalam mencapai target bisnis dan bertahan dalam Elnusa’s ability to meet business objectives and survive in the
lingkungan bergantung pada bagaimana Elnusa menanggapi sejumlah environment is contingent on how it responds to a variety of risks.
risiko yang timbul. Secara internal, Elnusa memantau dan memitigasi Internally, Elnusa uses a risk register to better monitor and mitigate
risiko yang lebih komprehensif melalui risk register, yang akan terus risks, and it will continue to be an important instrument in the risk
menjadi perangkat penting dalam proses manajemen risiko. Selain itu management process. Elnusa will also continue to assess changes in
Elnusa akan tetap mempertimbangkan lingkungan eksternal dan internal competition and business models by looking at both the external and
untuk mengevaluasi perubahan dalam model kompetisi dan bisnis. internal environment.
Kecukupan Kebijakan, Prosedur, dan Penetapan Limit Adequacy of Risk Management Policies, Procedures,
Manajemen Risiko and Limitations
Perseroan telah memiliki kebijakan dan prosedur yang memadai untuk The company has adequate policies and procedures in place to
penerapan kerangka kerja manajemen risiko yang efektif, efisien, dan implement an effective, efficient, and professional risk management
profesional dalam mendukung pertumbuhan Perseroan secara prudent, framework that will support the company’s growth in a prudent,
konsisten dan berkelanjutan serta meningkatkan nilai tambah Perseroan consistent, and long-term manner while also increasing the company’s
di mata seluruh pemangku kepentingan. added value in the eyes of all stakeholders.

Kebijakan, prosedur dan penetapan limit risiko didokumentasikan Policies, procedures, and risk limit determinations are documented
dan ditinjau secara berkala serta disesuaikan dengan perkembangan and evaluated on a regular basis in order to keep up with internal and
internal maupun eksternal. Kecukupan proses identifikasi, pengukuran, external changes. The risk identification, measurement, monitoring, and
pemantauan dan pengendalian risiko serta sistem informasi manajemen control activities, as well as the risk management information system,
risiko juga dimonitor secara berkala. are all frequently assessed.
Perseroan telah memiliki infrastruktur untuk mengidentifikasi, The organization already has the infrastructure in place to identify,
mengukur, memantau, dan mengendalikan risiko yang didukung measure, monitor, and control risks, which is backed up by a management
dengan sistem informasi manajemen yang cukup memadai dan mampu information system that is competent and capable of supporting the risk
mendukung fungsi manajemen risiko secara menyeluruh. management function as a whole.
Untuk mengantisipasi potensi risiko di masa mendatang, secara forward To anticipate potential risks in the future, in a forward looking manner,
looking, Perseroan mengembangkan pendekatan emerging risk sebagai the Company develops an emerging risk approach as an early warning
mekanisme early warning untuk mengidentifikasi berbagai potensi risiko mechanism to identify various potential risks that may be faced by the
yang mungkin akan dihadapi oleh Perseroan dalam beberapa waktu Company in the future.
mendatang.
Melalui pendekatan emerging risk tersebut, Perseroan mampu The company can identify potential risks based on the profile of the
mengidentifikasi potensi risiko sesuai dengan profil karakteristik bisnis company’s business characteristics, both in terms of the magnitude of
Perseroan, baik berupa besaran dampak risiko (severity of material the risk impact (severity of material impact) and the estimated time of
impact) maupun perkiraan waktu terjadinya risiko tersebut (imminence), occurrence of the risk (imminence) in the future, using the emerging risk
sehingga Perseroan mampu melakukan berbagai tindakan yang approach, so that the company can take the necessary steps to mitigate
diperlukan untuk memitigasi dan mengendalikan potensi risiko tersebut. and control these potential risks.
Pengawasan Aktif Dewan Komisaris dan Direksi The Board of Commissioners and the Board of Directors
in Charge of Active Supervision
Dalam melaksanakan fungsi pengawasan atas penerapan manajemen The Board of Commissioners has clear duties and responsibilities in
risiko di Perseroan, Dewan Komisaris memiliki tugas dan tanggung jawab carrying out the supervisory function on the Company’s risk management
yang jelas, di antaranya mengawasi pelaksanaan fungsi manajemen implementation, including supervising the risk management function’s
risiko berlangsung sesuai kebijakan yang ditetapkan, memberikan implementation in accordance with established policies, providing
arahan strategis untuk meningkatkan kualitas dan efektivitas fungsi strategic direction to improve the quality and effectiveness of the risk
manajemen risiko, serta meninjau dan menyetujui rekomendasi dari management function, and reviewing and approving recommendations
Komite Manajemen Risiko dalam kaitannya dengan: from the Risk Management Committee in relation to:
1. Menciptakan konteks manajemen risiko, terutama dalam 1. Establishing a risk management context, particularly in terms of
merumuskan risk appetite dan risk tolerance. determining risk appetite and tolerance.
2. Mendesain struktur organisasi dan merumuskan tugas pokok serta 2. Creating the organizational structure and defining the primary
fungsi manajemen risiko Perusahaan. duties and activities of risk management for the company.
3. Persetujuan transaksi yang melampaui kewenangan pejabat satu 3. Approval of transactions that require approval in line with applicable
level di bawah Direksi atau transaksi yang memerlukan persetujuan internal policies and procedures or transactions that exceed the
sesuai dengan kebijakan dan prosedur intern yang berlaku. power of officials one level below the Board of Directors.
Dalam melaksanakan fungsi manajemen risiko, Direksi memiliki tugas The Board of Directors has specific obligations and responsibilities when
dan tanggung jawab yang jelas, di antaranya: it comes to risk management, including:
1. Menyusun kebijakan dan strategi manajemen risiko secara tertulis 1. Create written risk management policies and strategies that are
dan komprehensif. comprehensive.
2. Bertanggung jawab atas pelaksanaan kebijakan manajemen risiko 2. Responsible for the company’s overall risk exposures and the
dan eksposur risiko yang diambil oleh Perseroan secara keseluruhan. implementation of risk management strategies.
3. Mengevaluasi dan memutuskan transaksi yang memerlukan 3. Evaluate and make decisions on transactions that require the Board
persetujuan Direksi. of Directors’ approval.
4. Mengembangkan budaya manajemen risiko pada seluruh jenjang 4. Develop a risk management culture at all levels of the company’s
organisasi Perseroan. organization.
5. Memastikan kompetensi sumber daya manusia yang terkait dengan 5. Ensure that human resources are competent in risk management.
manajemen risiko.
6. Memastikan fungsi manajemen risiko telah beroperasi secara 6. Ensure that the risk management function is self-contained.
independen.

7. Melaksanakan kaji ulang secara berkala sesuai dengan kebutuhan 7. Carry out periodic reviews at a frequency according to the needs of
Perseroan untuk memastikan: the company to ensure:
i. keakuratan metodologi manajemen risiko; i. the risk management methodology’s accuracy;
ii. kecukupan implementasi sistem informasi manajemen ii. implementation of a risk management information system that
risiko; and is adequate; and
iii. ketepatan kebijakan, prosedur, dan penetapan limit risiko. iii. policy and procedure accuracy, as well as risk limit
determination.
Organisasi dan Tata Kelola Manajemen Risiko Risk Management Organization and Governance
Untuk mengelola berbagai jenis risiko yang melekat pada Perseroan The Company has a Risk Management work unit in the organizational
sesuai dengan kompleksitas kegiatan usaha yang dijalankan saat ini dan structure that is responsible for managing various types of risks inherent
produk/jasa, Perseroan telah memiliki unit kerja Manajemen Risiko pada in the Company in accordance with the complexity of current business
struktur organisasi yang bertanggung jawab sesuai dengan perannya. activities and the company’s products/services.
Selain bertanggung jawab dalam menjalankan fungsi tata kelola Risk Management is responsible for performing the risk management
manajemen risiko secara independen, Manajemen Risiko juga bekerja governance function independently, as well as collaborating and
sama dan bermitra dengan seluruh unit bisnis dan unit pendukung, partnering with all business units and support units, from the strategic
mulai dari level strategis sampai dengan level transaksi dalam to transactional levels, to develop processes for risk identification,
rangka membangun proses identifikasi, pengukuran, pemantauan, measurement, monitoring, risk control, and systems. information, as
pengendalian risiko, dan sistem informasi serta sistem pengendalian well as a thorough internal control mechanism.
intern yang menyeluruh.
Dalam melaksanakan manajemen risiko yang efektif, Direksi dan The Risk Monitoring Committee assists the Board of Directors and
Komisaris dibantu oleh Komite Pemantau Risiko. Sementara itu, Commissioners in carrying out effective risk management. Meanwhile,
pengawasan organisasi secara keseluruhan dilakukan oleh Dewan the Board of Commissioners, as illustrated in the organizational structure
Komisaris sebagaimana terlihat pada struktur organisasi di bawah ini. below, is in charge of general organizational control.
Fungsi Manajemen Risiko adalah unit kerja struktural yang memiliki The Risk Management function is a structural work unit with two
peran ganda, yakni peran koordinasi untuk pengelolaan risiko Perusahaan responsibilities: enterprise risk management coordination and project
(enterprise risk management) dan peran kepatuhan (compliance) risk management compliance. In both the Operations and Shared Services
untuk pengelolaan risiko proyek (project risk management). Pengelola functions, risk managers are risk owners (accountability holders) and risk
risiko adalah risk owners (pemegang akuntabilitas) dan risk champions champions (responsibility bearers). Risk owners and risk champions are
(pemegang responsibilitas) di Fungsi Operasi maupun Fungsi Shared chosen individually by decree of the board of directors of the company.
Services. Risk owners dan risk champions ditetapkan secara tersendiri
dalam suatu Surat Keputusan Direksi Perusahaan
DEWAN KOMISARIS
KOMITE PEMANTAU RISIKO

Risk Monitoring Committee
DIREKTUR KEUANGAN
Finance Director
UNIT KERJA MANAJEMEN RISIKO

Risk Management Unit

Sistem Pengendalian Internal

Internal Control System
Sistem pengendalian internal adalah salah satu sarana utama untuk Internal control system is one of the main facilities to be able to ensure
dapat memastikan bahwa pengelolaan perusahaan telah dilaksanakan that the Company management has been carried out based on GCG
sesuai dengan prinsip-prinsip GCG. Penerapan sistem pengendalian principles. The implementation of Internal Control System is directed to
internal diarahkan untuk memastikan bahwa Perseroan telah memiliki ensure that the Company has reliable system of compliance with laws
suatu sistem yang andal terhadap ketaatan atas peraturan perundang- and regulations, financial reporting, and asset security.
undangan, pelaporan keuangan, dan pengamanan aset.
SISTEM PENGENDALIAN KEUANGAN DAN FINANCIAL AND OPERATIONAL CONTROL

OPERASIONAL SYSTEMS
Penerapan Sistem Pengendalian Internal di lingkup Perseroan The implementation of Internal Control System within the Company
dilakukan baik oleh Dewan Komisaris maupun Direksi. Penerapan is carried out by both the Board of Commissioners and the Board of
pengendalian internal yang dilakukan oleh Dewan Komisaris dilakukan Directors. The implementation of internal control by the Board of
dengan melakukan pengawasan dan pemberian nasihat terkait proses Commissioners is carried out by supervising and providing advice related
kecukupan dan kewajaran dalam penyusunan laporan keuangan serta to the adequacy and fairness process in the preparation of financial
pengelolaan risiko dengan memperhatikan prinsip kehati-hatian yang statements and risk management by considering prudential principles
dibantu oleh Komite Audit dan Komite Manajemen Risiko. Sedangkan assisted by Audit Committee and Risk Management Committee.
Direksi menerapkan sistem pengendalian internal melalui kebijakan Whereas the Board of Directors implements an internal control system
dan prosedur Perseroan secara konsisten dan memenuhi kepatuhan through the Company’s policies and procedures consistently and meets
terhadap regulasi yang berlaku, antara lain terkait dengan kegiatan compliance with applicable regulations, among others related to the
operasional Perseroan dan manajemen risiko, rencana strategis, Company operational activities and risk management, strategic plans,
pembagian tugas, pendelegasian wewenang serta kebijakan akuntansi division of tasks, delegation of authority and adequate accounting
yang memadai. policies.
Direksi juga menetapkan suatu sistem pengendalian intern yang The Board of Directors also stipulated effective internal control system
efektif untuk mengamankan investasi dan aset Perseroan. Lingkungan to secure the Company’s investments and assets. Internal control
pengendalian intern dalam Perseroan dilaksanakan dengan disiplin environment within the Company is carried out with discipline and
dan terstruktur, integritas yang tinggi, nilai etika serta kompetensi structure, high integrity, ethical values and employees competence. To
karyawan. Untuk membantu Direksi dalam melakukan perencanaan, assist the Board of Directors in planning, controlling, coordinating in
pengendalian, koordinasi dalam pengawasan, penilaian atas sistem supervision, evaluating the management control system and carrying
pengendalian manajemen dan pelaksanaan seluruh kegiatan Perseroan out all activities of the Company as well as providing suggestions for
serta memberikan saran-saran perbaikan dibentuk Fungsi/Unit Audit improvement, Internal Audit Unit/Function is established and led by the
Internal yang dipimpin oleh Chief of Internal Audit dan bertanggung Chief of Internal Audit and responsible to the President Director.
jawab kepada Direktur Utama.
KESESUAIAN SISTEM PENGENDALIAN INTERN THE CONFORMITY OF THE COMPANY’S

PERUSAHAAN DENGAN KERANGKA YANG INTERNAL CONTROL SYSTEM WITH THE
DIAKUI SECARA INTERNASIONAL INTERNATIONALLY RECOGNIZED FRAMEWORK
Perseroan memiliki sistem pengendalian intern yang mengacu kepada The Company has an internal control system that is in line with an
kerangka kerja yang diakui secara internasional, yakni Committee of internationally recognized framework, namely Committee of Sponsoring
Sponsoring Organization of the Treadway Commission (COSO). Menurut Organizations of the Treadway Commission (COSO). According to
COSO sistem pengendalian intern merupakan proses yang melibatkan COSO, Internal Control System is the process that involves the Board
Dewan Komisaris, Direksi dan seluruh personil lainnya. Hal ini sejalan of Commissioners, the Board of Directors, and other entire personnels.
dengan sistem pengendalian intern yang ada di Perusahaan yang terus This is in line with the existing internal control system in the Company
berupaya meningkatkan sistem kontrol organisasi dengan melibatkan which continues to strive improving the organization’s control system by
seluruh sumber daya yang ada. involving all available resources.

EVALUASI EFEKTIVITAS SISTEM PENGENDALIAN EVALUATION OF THE EFFECTIVENESS OF
INTERNAL INTERNAL CONTROL SYSTEMS
Pengendalian internal merupakan bagian yang terintegrasi dalam sistem Internal control is the integrated part of the system and procedures in
dan prosedur di setiap kegiatan pada unit kerja sehingga apabila terjadi every activity in the work unit so that if deviations occur, they can be
penyimpangan maka dapat diketahui secara dini dan dilakukan langkah known early and corrective steps are taken by the relevant work unit. A
perbaikan oleh unit kerja yang bersangkutan. Review dan evaluasi review and evaluation of the effectiveness of Internal Control System is
terhadap efektivitas sistem pengendalian internal dilakukan pada tingkat carried out at the entity and operational level. Reviews and evaluations
entitas dan operasional. Review dan evaluasi atas efektivitas Sistem of the effectiveness of Internal Control System are conducted periodically
Pengendalian Internal dilakukan secara berkala oleh auditor Internal by internal and external auditors in accordance with applicable audit
maupun eksternal sesuai prosedur audit yang berlaku. procedures.
Perseroan melakukan evaluasi atau penilaian atas efektivitas The Company evaluates or assesses the effectiveness of internal control
pengendalian internal pada tingkat korporat maupun tingkat operasional at the corporate level and operational level by implementing and
dengan menerapkan dan memelihara sistem pengendalian internal dan maintaining an adequate internal control system and financial reporting
prosedur pelaporan keuangan yang memadai sesuai ketentuan berlaku procedures in accordance with applicable provisions through Internal
melalui fungsi Internal Audit dan Manajemen Risiko. Audit and Risk Management Functions.
Informasi tentang Program

Kepemilikan Saham oleh
Karyawan dan/atau Manajemen
(ESOP/MSOP)
Information about Employee and/or Management Share Ownership
Programs (ESOP/MSOP)
Program kepemilikan saham oleh karyawan dan/atau manajemen yang The company’s employee and/or management share ownership
dilaksanakan perusahaan (ESOP/MSOP) hanya ada pada tahun buku program (ESOP/MSOP) was only introduced in the 2008 fiscal year, when
2008 pada saat penerbitan saham perdana. Program kepemilikan saham the first shares were issued. Until present, no employee share ownership
oleh karyawan belum diadakan lagi hingga sekarang. scheme has been introduced.
KEBIJAKAN KEPEMILIKAN SAHAM DAN INSIDER TRADING POLICY AND SHARE

TRANSAKSI BAGI ORANG DALAM OWNERSHIP
Prinsip Dasar Kepemilikan Saham Basic Share Ownership Principles
1. Anggota Dewan Komisasaris, Direksi dan seluruh karyawan 1. Members of the Board of Commissioners, Directors, and all
Perseroan diperbolehkan untuk memiliki saham Perusahaan Company employees are permitted to own shares in the Company
maupun perusahaan lainnya; and other companies;
2. Kepemilikan saham tersebut dapat melalui mekanisme transaksi 2. Share ownership can occur through the sale and purchase of the
jual beli saham Perusahaan melalui pasar bursa maupun jual beli Company’s shares on the stock exchange market or through direct
langsung antar pihak. Kepemilikan juga dapat melalui program sales and purchases between parties. Ownership can also be
ESOP/MSOP yang diberikan oleh Perusahaan. obtained through the Company’s ESOP/MSOP scheme.
3. Anggota Dewan Komisaris dan Direksi yang memiliki saham 3. Members of the Board of Commissioners and Board of Directors
Perusahaan Terbuka wajib menyampaikannya kepada OJK dalam who own shares in a public company must report it to OJK within 10
waktu 10 (sepuluh) hari setelah terjadinya kepemilikan dan/atau (ten) days after acquiring them.
perubahan kepemilikan.
4. Anggota Dewan Komisaris dan Direksi juga wajib menyampaikan 4. Members of the Board of Commissioners and the Board of Directors
kepada Perseroan mengenai kepemilikan dan setiap perubahan must report the ownership of the public company’s shares, as well
kepemilikannya atas saham Perusahaan Terbuka. as any changes in ownership.

5. Penyampaian informasi kepada Perseroan tersebut wajib dilakukan 5. Information must be sent to the company no later than 3 (three)
paling lambat 3 (tiga) hari kerja setelah terjadinya kepemilikan atau working days after the ownership or change of ownership of the
perubahan kepemilikan atas saham Perusahaan Terbuka. public company’s shares occurs.
Prinsip Dasar Transaksi Bagi Orang Dalam Basic Principles of Insider Transactions
1. Perseroan melarang transaksi efek oleh “Orang Dalam” yang 1. The Company prohibits securities transactions by “Insiders” who
memiliki Informasi “Orang Dalam” sebagai berikut: have “Insider” Information as follows:
a. Mempengaruhi pihak lain untuk melakukan pembelian atau a. Persuade other parties to buy or sell the aforementioned
penjualan atas Efek dimaksud, atau securities, or
b. Memberi Informasi orang dalam kepada Pihak manapun yang b. Disclose inside information to any party who is reasonably
patut diduga dapat menggunakan Informasi dimaksud untuk suspected of being able to use the information to make a
melakukan pembelian atau penjualan atas efek. securities purchase or sale.
c. Seluruh Karyawan yang memiliki Informasi perdagangan orang c. Trading (buying or selling) securities is prohibited for all
dalam dilarang melakukan kegiatan perdagangan (membeli employees who have insider trading information.
atau menjual) atas efek.
d. Seluruh Karyawan atau Covered Person dilarang menghubungi d. It is illegal for any employee or covered person to contact
investor atau pemegang saham untuk mendapatkan Informasi investors or shareholders in order to get information for
yang bertujuan untuk kepentingan perdagangan secara pribadi. personal trading objectives.
e. Seluruh Karyawan atau Covered Person dapat melakukan e. If a person does not have inside information at the time
transaksi efek setiap waktu apabila orang tersebut tidak of trading, all employees or covered persons can conduct
mempunyai Informasi orang dalam pada saat perdagangannya. securities transactions at any time.
f. Sehubungan dengan kegiatan transaksi tersebut, Covered f. In connection with these transaction activities, the covered
Person tidak diperbolehkan melakukan kegiatan transaksi atas person is not allowed to conduct transactions on the company’s
efek Perseroan selama periode black out. Kebijakan ini juga securities during the blackout period. This policy also applies to
berlaku untuk mekanisme ESOP/MSOP. the ESOP/MSOP mechanism.
g. Periode Black Out diartikan sebagai berikut: g. The blackout period is defined as follows:
i. 10 (sepuluh) hari kerja sebelum Perseroan menyampaikan i. it commences 10 (ten) working days before the company
keterbukaan atas laporan keuangan Perseroan selama publishes its financial statements for the first three
tiga kuarter pertama atau satu bulan sebelum Perseroan quarters, or one month before the company submits its
menyampaikan keterbukaan mengenai hasil kinerja annual performance results, and ends two working days
tahunan dan berakhir dua hari kerja setelah keterbukaan after the disclosure is made.
tersebut disampaikan.
ii. Periode lainnya sebagaimana ditentukan oleh Direksi ii. Any other time periods designated by the Board of
sewaktu-waktu sehubungan dengan penyampaian Directors in conjunction with the submission of information
keterbukaan Informasi mengenai rencana tindakan aksi disclosure regarding the company’s corporate action plan.
Korporasi yang dilakukan Perseroan.
h. Bagi Suami atau istri dari Karyawan atau Covered Person h. If the employee’s or covered person’s husband or wife intends
yang akan melakukan perdagangan atas efek Perseroan atau to trade the company’s stocks or engage in other financial
transaksi keuangan lainnya dengan cara yang tidak diatur activities not covered by this policy, please contact the
dalam kebijakan ini, maka agar menghubungi fungsi Corporate Corporate Secretary function for guidance.
Secretary untuk memperoleh arahan.
i. Kegiatan perdagangan Karyawan atau Covered Person i. Employees’ or covered persons’ trading activities are not
diharapkan tidak mengganggu tanggung jawab pekerjaannya. expected to interfere with their job responsibilities.

Perkara Penting
Important Cases
PERMASALAHAN HUKUM LAW-RELATED ISSUES

Pada tahun 2021, terdapat perkara atau gugatan hukum oleh Perseroan There was legal issues or lawsuit faced by the Company in 2021 as
Posisi
Perkara Pengadilan Perseroan Materi Perkara Status Perkara Kuasa Hukum
No
Case Court Company’s Case Material Case Status Attorney
Position
1 Perkara gugatan Perseroan Pengadilan Pengugat Gugatan perbuatan Majelis Hakim Pengadilan Negeri Jakarta Selatan MR & Partners
terhadap PT Bank Mega Negeri Jakarta melawan hukum yang telah mengeluarkan Putusan No.284/ PDT.G/2011/
Tbk (“Tergugat”). No. Selatan ditujukan kepada Bank PN.JKT.SEL. tanggal 22 Maret 2012, dalam Putusan Address: Grand
Perkara: 284/ PDT.G/2011/ Mega sehubungan tersebut Majelis Hakim Pengadilan Negeri Jakarta Wijaya Centre
PN.JKT.SEL. Tanggal 18 Mei penempatan dana Selatan memutuskan dalam amar putusannya Blok B No. 8-9
2011. deposito berjangka antara lain sebagai berikut: Jl. Wijaya II,
milik Perseroan di 1. Menolak eksepsi Tergugat; Kebayoran Baru,
Bank Mega. Perseroan 2. Mengabulkan gugatan Penggugat untuk Jakarta Selatan -
menuntut ganti rugi sebagian; 12160
agar Bank Mega 3. Menyatakan Penggugat beritikad baik;
mengembalikan dana 4. Menyatakan penempatan deposito berjangka Contact Person:
deposito berjangka yang dilakukan oleh Penggugat sebesar DR. Dodi S.
Perseroan berikut Rp111.000.000.000,- pada tergugat adalah sah Abdulkadir, BSc,
bunganya. mempunyai kekuatan hukum; SE, S.H., MH T.
5. Menyatakan secara hukum bahwa Tergugat +62 21 726 8378
telah melakukan perbuatan melawan hukum;
6. Menyatakan sah dan berharga sita jaminan
terhadap benda tidak bergerak (Consenvatoir
Beslag) milik Tergugat yang dilakukan oleh
Pengadilan Negeri Jakarta Selatan pada tanggal
21 Juli 2011;
7. Menghukum Tergugat untuk membayar ganti
kerugian materiil kepada Penggugat secara
tunai yakni pencairan dana deposito pokok
sebesar Rp111.000.000.000,- dan bunga
6% per tahun terhadap Deposito Berjangka
tersebut terhitung sejak tanggal gugatan
perkara ini didaftarkan hingga Tergugat
melakukan penggantian kerugian;
8. Memerintahkan Tergugat untuk melaksanakan
putusan ini;
9. Menghukum Tergugat untuk membayar biaya
perkara.
Tergugat yakni Bank Mega mengajukan upaya

hukum Banding terhadap Putusan Pengadilan
Negeri Jakarta Selatan, kemudian pada tanggal
11 Mei 2012, Perseroan selaku Terbanding telah
mengajukan Kontra Memori Banding kepada
Pengadilan Tinggi DKI Jakarta. Pada tanggal 10
Januari 2013, Pengadilan Tinggi DKI Jakarta telah
memutuskan dengan putusan No. 237/Pdt/PT.DKI
jo. No. 284/ PDT.G/2011/ PN.JKT.SEL di mana
Pengadilan Tinggi DKI Jakarta menguatkan putusan
Pengadilan Negeri Jakarta Selatan No. 284/
PDT.G/2011/ PN.JKT.SEL tanggal 22 Maret 2012.

Posisi
No
Position
Atas putusan Pengadilan Tinggi tersebut, Tergugat
yakni Bank Mega mengajukan Kasasi ke Mahkamah
Agung dan telah mengajukan Memori Kasasi pada
tanggal 13 Maret 2013 dan pada tanggal 26 Maret
2013 Elnusa mengajukan Kontra Memori Kasasi
ke MA melalui Pengadilan Negeri Jakarta Selatan.
Pada tanggal 12 Februari 2014 Mahkamah Agung
telah memutuskan dengan Putusan No. 1111 K/
PDT/ 2013 dimana Mahkamah Agung menolak
permohonan kasasi Bank Mega.terhadap Putusan
Kasasi, pada tanggal 25 Maret 2015 Bank Mega
mengajukan upaya hukum Peninjauan Kembali ke
Mahkamah Agung dan telah mengajukan Memori
Peninjauan Kembali pada tanggal 25 Maret 2015
dan pada tanggal 25 Mei 2015 Elnusa mengajukan
Kontra Memori Peninjauan Kembali ke MA melalui
Pengadilan Negeri Jakarta Selatan
Pada tanggal 31 Maret 2016 Elnusa mengajukan

permohonan lelang eksekusi atas dua bidang
tanah milik Bank Mega berdasarkan Penetapan
Ketua Pengadilan Negeri Jakarta Selatan No. 10/
Eks.Pdt/2016 jo. No. 284/Pdt.G/2011/PN.Jkt.Sel.
tanggal 12 April 2016 dan saat ini masih dalam
proses di Pengadilan Negeri Jakarta Selatan.
Companylawsuit case South Jakarta Plaintiff Lawsuit against the South Jakarta District Court Panel of Judges issued MR & Partners
against PTBank Mega District Court law directed to Bank Decision No.284/PDT.G/2011/PN.JKT. SEL. dated
Tbk(“Defendant”). Case Mega in connection March 22, 2012, in this decision Panel of Judges of Address:
No: 284/PDT.G/2011/ with time deposit South Jakarta District Court decided in its ruling the Grand Wijaya
PN.JKT.SEL. dated May 18, funds placement following decisions: Centre Block B
2011. of the Company at 1. Refused the Defendant’s exception; No. 8-9
Bank Mega. The 2. Granted the Plaintiff claim in part; Jl. Wijaya II,
Company demands 3. Declared the Plaintiff in good faith; Kebayoran Baru,
compensation so that 4. Stated that time deposit placement by the South Jakarta
Bank Mega returns Plaintiff in the amount of Rp111,000,000,000, - 12160
the Company’s time to the defendant is legally valid;
deposit funds along 5. Declared legally that the Defendant has Contact Person:
with the interests. committed an illegal act; DR. Dodi S.
6. Stated the legal and valuable seizure of Abdulkadir, BSc,
Consenvatoir Beslag owned by the Defendant SE, S.H., MHT.
conducted by South Jakarta District Court on +62 21 7268378
July 21, 2011;
7. Sentenced the Defendant to pay material
damages to the Plaintiff in cash, namely the
disbursement of the principal deposit funds
in the amount of Rp111,000,000,000, and 6%
interest per year on the Time Deposit from
the date the lawsuit was registered until the
Defendant made compensation;
8. Ordered the Defendant to carryout this
decision;
9. Punished the Defendant to pay the court fee.
Defendant, namely Bank Mega filed an appeal

against the Decision of South Jakarta District Court,
then on May 11, 2012, the Company as the Appelle
has filed a Counter-Appeal Memory to DKI Jakarta
High Court. On January 10, 2013, DKI Jakarta High
Court has ruled with decision No. 237/Pdt/PT.DKI
jo. No. 284/PDT.G/2011/PN.JKT.SEL where DKI
Jakarta High Court upheld decision of South Jakarta
District Court No. 284/PDT.G/2011/PN.JKT.SEL on
March 22, 2012.

Posisi
No
Position
Based on the Court of Appeal decision, Bank
Mega as the Defendant submitted an appeal to
the Supreme Court and filed a Memorandum of
Cassation on March 13, 2013 and on March 26,
2013 Elnusa submitted an Appeal of Cassation
Memory to the Supreme Court through South
Jakarta District Court. On February 12, 2014, the
Supreme Court ruled with Decision No. 1111K/
PDT/2013 in which the Supreme Court rejected
appeal by Bank Mega. With regard to the Cassation
Decision, on March 25, 2015, Bank Mega submitted
a legal review effort to the Supreme Courtand
submitted a Judicial Review Memorandum on
March 25, 2015 and on May 25, 2015 Elnusa
submitted a Counter Judicial Review Memorandum
to the Supreme Court through South Jakarta
District Court.
On March 31, 2016 Elnusa submitted request for

an auction on the two plots execution of land
belonging to Bank Mega based on the Chairperson
of South Jakarta District Court Decree No. 10/Eks.
Pdt/2016 jo. No. 284/Pdt.G/2011/PN.Jkt.Sel dated
April 12,2016 and is currently in process at South
Jakarta District Court.
DAMPAK PERMASALAHAN HUKUM TERHADAP IMPACTS OF LEGAL ISSUES ON THE COMPANY

PERUSAHAAN
Bahwa terhadap perkara hukum yang dihadapi oleh Perseroan, oleh To the legal cases faced by the Company, since the Company is still
karena Perseroan masih melakukan upaya hukum maka perkara hukum taking legal action, legal cases mentioned above have not yet affected
tersebut di atas sampai saat ini belum mempengaruhi operasional the Company’s operations.
Perseroan.
PENGUNGKAPAN PERMASALAHAN HUKUM DISCLOSURE OF LEGAL ISSUES FACED BY THE

YANG SEDANG DIHADAPI DEWAN KOMISARIS BOARD OF COMMISSIONERS AND THE BOARD
DAN DIREKSI YANG SEDANG MENJABAT OF DIRECTORS IN SERVICE
Selama periode tahun 2021, tidak ada anggota Dewan Komisaris maupun During 2021, none of the Board of Commissioners members or Board of
Direksi Perseroan yang sedang menjabat, memiliki permasalahan Directors of the Company who are currently serving, have legal issues,
hukum, baik perdata maupun pidana. both civil and criminal.
PENGUNGKAPAN PERMASALAHAN HUKUM DISCLOSURE OF LEGAL ISSUES FACED BY

YANG SEDANG DIHADAPI ANAK PERUSAHAAN SUBSIDIARIES
Selama periode tahun 2021, tidak terdapat permasalahan hukum yang During 2021, there were no legal issues faced by Elnusa’s Subsidiaries,
dihadapi oleh Anak Perusahaan Elnusa baik perdata maupun pidana. both civil and criminal.

Akses Informasi dan Data

Perusahaan
Acces for Data and Information about the Company
Elnusa secara berkala melakukan pembaruan informasi dan memberikan Elnusa updates information on a regular basis and makes information
akses kemudahan terhadap informasi mengenai aktivitas dan kinerja about the company’s operations and performance available to
perusahaan kepada stakeholder agar mengetahui kondisi Perusahaan stakeholders so that they may understand the Company’s current state
secara jelas dan terbuka. Elnusa memiliki berbagai sarana yang berfungsi clearly and honestly. Elnusa has a number of facilities that serve as
sebagai saluran pengungkapan informasi, di antaranya: avenues for information dissemination, including:
1. Pengambilan keputusan tertinggi Perusahaan. 1. The company’s highest decision-making
2. Website: Elnusa melalui tautan www.elnusa.co.id melakukan 2. Website: Elnusa, through the link www.elnusa.co.id, publishes
publikasi informasi dalam website yang mengacu pada POJK No. 8/ information on the website referring to POJK No. 8/POJK04/2015.
POJK04/2015.
3. E-mail: Elnusa memiliki e-mail resmi perusahaan yaitu 3. E-mail: Elnusa has an official company e-mail address, namely
corporate@elnusa.co.id. corporate@elnusa.co.id.
4. Media Sosial: Elnusa memiliki akun resmi yang dikelola guna 4. Social Media: Elnusa has an official account that is used to
menyampaikan keterbukaan informasi terkait dengan perusahaan disseminate company information via multiple managed social
melalui beberapa media sosial yang dikelola di antaranya: LinkedIn media platforms, including LinkedIn (Elnusa) and Instagram
(Elnusa) dan Instagram (@elnusaofficial). (@ elnusaofficial).
5. Laporan Tahunan: Perseroan memberikan keterbukaan informasi 5. Annual Report: Through a book prepared in the presentation of
terkait dengan Kinerja Perusahaan dalam satu tahun melalui the Annual Report based on SEOJK 16/2021, the Company provides
buku yang disusun dalam sajian Laporan Tahunan berdasarkan information disclosure connected to the Company’s Performance
SEOJK 16/2021. over the course of a year.
Media Komunikasi Lainnya: Other Communication Media:

Sarana/media komunikasi lainnya yang digunakan Elnusa untuk Elnusa will use the following other communication facilities/media to
berhubungan dengan Pemegang Saham ataupun Stakeholders selama communicate with Shareholders or Stakeholders in 2021:
tahun 2021 antara lain:
• Investor Relation Meeting & Conference Call (5 kali). • (5 times) Investor Relations Meeting & Conference Call.
• Kegiatan Media Relation meliputi Press Conference (2 kali), News • Press Conferences (2 times), News Releases (41 times),
Release (41 kali), iklan yang terdiri dari advertorial, banner display, Advertisements (advertorials, banner displays), and Informal
informal activity dengan Media Energy (13 kali). Activity with Media Energy (13 times) are all examples of media
relations activities.
• Pameran (2 kali). • Two times as an exhibition.
• Penyampaian laporan kepada OJK dan Bursa Efek Indonesia • Submission of a report to the FSA and the Indonesia Stock Exchange
(68 kali). (68 times).

Kode Etik
Code of Conduct
Agar visi, misi dan nilai inti serta budaya perusahaan dapat diterapkan A tool that is articulate and has reward & punishment mechanism is
secara lebih nyata, diperlukan sebuah perangkat yang bersifat artikulatif needed so that the vision, mission and core values as well as corporate
serta memiliki mekanisme reward & punishment. Perseroan memiliki culture to be implemented more realistically. The Company has Code of
Standar Etika Perusahaan atau Code of Conduct (CoC) yang disusun Conduct (CoC) which was compiled since 2008 containing GCG principles,
sejak tahun 2008 memuat prinsip-prinsip GCG, yaitu transparansi, namely transparency, accountability, responsibility, independence and
akuntabilitas, responsibilitas, independensi dan kewajaran (fairness) fairness in managing business of the Company by prioritizing business
dalam pengelolaan bisnis Perusahaan dengan mengedepankan etika ethics and implementing work ethics within the Company so that each
bisnis serta pelaksanaan etika kerja di lingkungan Perusahaan agar Company personnel is able to behave, interact and carry out work
setiap individu Perusahaan mampu bersikap, berperilaku, berinteraksi processes both inside and outside the Company.
dan melakukan proses kerja baik di dalam dan di luar Perusahaan.
CoC Perusahaan senantiasa disesuaikan dengan perkembangan hukum, The Company’s CoC is always adjusted to developments in the law, social,
sosial, norma, peraturan dan perjalanan bisnis Perseroan. CoC terkini norms, regulations and the Company’s business journey. The latest CoC
yang telah ditandatangani oleh Komisaris Utama dan Direktur Utama which was signed by the President Commissioner and President Director
pada tahun 2019 merupakan bentuk pembaruan yang senantiasa in 2019 is manifestation of renewal that is always carried out following
dilakukan sesuai dengan perkembangan hukum, peraturan perundang- development of legal, legislation and best practices of the Company.
undangan serta praktik terbaik Perseroan.
POKOK-POKOK STANDAR ETIKA PERUSAHAAN PRINCIPLES OF COMPANY ETHICAL STANDARDS

Perseroan memegang komitmen pada standar etika dan perilaku bisnis The Company is committed to the highest ethical standard and business
tertinggi. Ini meliputi hubungan Perusahaan dengan para pelanggan, conduct. It includes the Company relationships with the customers,
para pemasok, para pemegang saham dan investor, komunitas suppliers, shareholders and investors, the communities in which the
masyarakat dimana Perusahaan beroperasi, serta antar pekerja di semua Company operates, as well as among employees at all organization levels
tingkatan organisasi Perseroan. Setiap unit kerja dan Anak Perusahaan of the Company. Each work unit and Subsidiary within the Company
dalam lingkup Grup Perseroan harus beroperasi sesuai dengan kebijakan Group is required to operate based on policies and procedures that are
dan prosedur yang konsisten dengan nilai-nilai dalam standar etika ini. consistent with the values in this ethical standard.
Perseroan tidak akan menolerir hal-hal terkait dengan integritas. The Company will not tolerate matters related to integrity. Several critical
Beberapa aspek kritikal dipandang perlu diatur dalam Standar Etika aspects are deemed necessary to be regulated in the Company’s Ethical
Perusahaan sebagai pedoman perilaku dalam berhubungan dengan Standards as behavioral guidelines in dealing with the stakeholders,
stakeholders, baik internal maupun eksternal. Oleh karena ini, Standar both internal and external. Therefore, the Company’s Ethical Standards
Etika Perusahaan memuat hal-hal sebagai berikut: contain the following:
Bab I: Pendahuluan Chapter I: Introduction
1. Latar belakang 1. Background
2. Visi, Misi, dan Nilai Perusahaan 2. Company’s Vision, Mission, and Values
3. Budaya Perusahaan 3. Corporate Culture
4. Tujuan CoC 4. CoC Purpose
5. Manfaat 5. Benefits
6. Prinsip-prinsip GCG 6. GCG Principles
7. Istilah-istilah yang digunakan 7. Terms Used
Bab II: Etika Kerja & Bisnis Elnusa Chapter II: Elnusa’s Work & Business Ethics
1. Pedoman Perilaku 1. Code of Conduct
2. Perilaku Integritas 2. Integrity Behavior
3. Patuh Hukum 3. Obey the Law
4. Benturan Kepentingan 4. Conflict of Interests
5. Hadiah, Jamuan, dan Hiburan 5. Gifts, Meals, and Entertainment
6. Hubungan dengan Petugas Pemerintahan atau Lembaga 6. Relations with Government Officials or Government
Pemerintahan Institutions
7. Sikap Profesional 7. Professional Attitude

Bab III: Whistleblowing System Chapter III: Whistleblowing System

Bab IV: Petunjuk Pelaksanaan Chapter IV: Implementation Instructions
1. Prinsip Dasar Pelaksanaan 1. Basic Principles of Implementation
2. Sosialisasi 2. Socialization
3. Pelaporan Pelanggaran 3. Reporting Violations
4. Sanksi atas Pelanggaran 4. Sanctions for Violations
Lampiran: Lembar pernyataan kepatuhan Appendix: Compliance statement sheet
PEMBERLAKUAN KODE ETIK BAGI SELURUH CODE OF CONDUCT ENFORCEMENT FOR ALL
LEVEL ORGANISASI ORGANIZATION LEVELS
Kode Etik Perseroan merupakan standar etika dilingkungan Perseroan The Company’s Code of Conduct is ethics standard within the Company
yang wajib dipatuhi dan dilaksanakan oleh: that must be complied with and implemented by the following:
1. Insan Elnusa, di semua level termasuk Dewan komisaris, Direksi, dan 1. Elnusa personnel, at all levels including the Board of Commissioners,
Organ Penunjang Dewan Komisaris. the Board of Directors, and Supporting Organs of the Board of
Commissioner.
2. Pihak Eksternal yang bertindak untuk dan atas nama Elnusa. 2. External parties acting for and on behalf of Elnusa.
3. Seluruh entitas Anak Perusahaan. 3. All Subsidiaries.
4. Mitra Kerja yang bekerja sama dengan Elnusa, seperti Konsultan, 4. Partners working with Elnusa, such as consultants, media partners,
Media partner, Lawyer serta rekanan kerja lainnya. lawyers and other work partners.
SOSIALISASI DAN INTERNALISASI KODE ETIK CODE OF CONDUCT DISSEMINATION AND

INTERNALIZATION
Guna memberikan pemahaman kepada seluruh Insan Perseroan, In order to provide understanding to all the Company personnel, the
Perseroan secara berkala melakukan sosialisasi standar etika ini kepada Company periodically disseminates this ethical standard to all employees
seluruh jajaran karyawan mulai dari jajaran Dewan Komisaris dan Direksi, levels, starting from the Board of Commissioners and the Board of
Manajemen, karyawan baik yang berada di kantor pusat maupun yang Directors, Management, employees both at the head office and in the
berada di wilayah operasi. Sosialisasi materi CoC dilanjutkan dengan operational area. CoC material socialization was continued by signing
melakukan penandatanganan pernyataan kepatuhan atas CoC dan compliance statement with the CoC and commitment to integrity.
komitmen integritas.
Perseroan juga menempatkan informasi mengenai standar etika melalui The Company also places information on ethical standards through the
website Perseroan dan portal internal. Jika terdapat hal-hal yang kurang Company’s website and internal portal. In case there are incomplete
lengkap, karyawan dapat sewaktu-waktu bertanya kepada atasan things, employees can at any time ask their respective direct superiors or
langsung masing-masing atau kepada Fungsi Kepatuhan Pengawas Etika Ethics Compliance Function and GCG Supervisors as the person in charge
dan GCG sebagai penanggung jawab atas implementasi Tata Kelola of the Good Corporate Governance implementation.
Perusahaan.
Penerapan standar etika merupakan salah satu bentuk penguatan Ethical standards application is manifestation of strengthening culture of
budaya Perusahaan yang bertujuan untuk membangun fondasi yang the Company purposed to build strong foundation for business existence
kuat bagi kelanjutan eksistensi bisnis Perusahaan. Budaya Perusahaan sustainability of the Company. Corporate Culture is combination that is
merupakan kombinasi yang terintegrasi dan selaras dengan Tata Nilai integrated and in harmony with AKHLAK Values which is derivative of the
AKHLAK yang merupakan turunan dari niai-nilai utama atau core value main values or core values of State-Owned Enterprises which are used
Badan Usaha Milik Negara yang dijadikan sebagai budaya perusahaan. as corporate culture.
UPAYA PENEGAKAN KODE ETIK DAN CODE OF CONDUCT ENFORCEMENT AND

PENGADUAN PELANGGARAN COMPLAINTS OF VIOLATION
Perseroan melakukan penegakan terhadap Pedoman Standar Perilaku The Company enforces the Company’s Standards of Conduct Guidelines
Perseroan yang dilakukan dengan melakukan pemantauan secara berkala by periodically monitoring the enforcement of the Company’s Code of
terhadap penegakan Pedoman Etika Perseroan dan menyediakan fasilitas Conduct and providing facilities for complaints against violations of the
bagi pengaduan terhadap pelanggaran Pedoman Standar Perilaku yang Code of Conduct applied within the Company. Mechanism for reporting
berlaku di lingkungan Perseroan. Mekanisme pelaporan pelanggaran violations to the Code of Conduct Standards is carried out as stipulated
Pedoman Standar Perilaku dilakukan sebagaimana termaktub dalam in the provisions of the developed Whistleblowing System (WBS).
ketentuan Sistem Pelaporan Pelanggaran atau Whistleblowing System
(WBS) yang telah dikembangkan Perseroan.

WBS merupakan sistem yang telah dikembangkan Perseroan dan WBS is a system that has been developed by the Company and is used
digunakan untuk menerima, mengelola, dan menindaklanjuti serta to receive, manage and follow up, and contain reports on information
memuat pelaporan atas informasi yang disampaikan oleh pelapor submitted by reporters regarding violations occurred within the
mengenai tindakan pelanggaran yang terjadi di lingkungan Perseroan, Company, namely acts that violate the Company’s Standards of Conduct
yaitu perbuatan melanggar Pedoman Standar Perilaku Perseroan yang Guidelines carried out either by employees or leaders that may harm
dilakukan baik oleh karyawan atau pimpinan yang dapat merugikan The Company and other stakeholders.
Perseroan maupun para pemangku kepentingan lainnya.
Bagi insan Perseroan yang terbukti melakukan pelanggaran terhadap Company’s personnel who is proven to have violated the applicable
Pedoman Standar Perilaku yang berlaku, akan diberikan sanksi sesuai Standards of Conduct Guidelines will be given sanctions following the
dengan kebijakan dan peraturan perundang-undangan yang berlaku. applicable policies and regulations. Actions take the form of giving
Bentuk penindakan berupa pemberian peringatan lisan maupun tertulis verbal and written warnings to employees who commit violations.
kepada karyawan yang melakukan pelanggaran.
SANKSI ATAS PELANGGARAN SANCTIONS FOR VIOLATIONS

Perseroan tidak akan mentolerir hal-hal terkait dengan itegritas. The Company will not tolerate matters related to integrity. That is why
Itu sebabnya beberapa aspek kritikal yang dipandang perlu diatur several critical aspects which are deemed necessary to be regulated in
dalam standar etika Perusahaan sebagai pedoman perilaku dalam the Company’s ethical standards as the code of conduct in dealing with
berhubungan dengan stakeholders, baik internal maupun eksternal the stakeholders, both internal and external include:
antara lain mencakup:
1. Sikap kerja profesional baik sebagai pimpinan maupun bawahan. 1. Professional work attitude both as leader and subordinate.
2. Selalu melakukan tes etika jika berhadapan dengan situasi 2. Always implementing ethics test when dealing with situations in
dilematika. dilemma.
3. Berani mengungkapkan masalah. 3. Dare to express problems.
4. Menghindari diskriminasi. 4. Avoiding discrimination.
5. Kesempatan karir yang sama. 5. Equal career opportunity.
6. Bebas narkotika dan obat-obatan terlarang. 6. Free of narcotics and illegal drugs.
7. Saling menghargai satu sama lain. 7. Respect each other.
8. Batasan dalam aktivitas politik. 8. Limitation in political activities.
9. Menjaga rahasia Perusahaan. 9. Keeping the Company’s secrets.
10. Menjaga citra Perusahaan. 10. Maintaining the Company’s image.
11. Pengambilan keputusan berdasarkan atas kepentingan Perusahaan. 11. Decision making is based on the Company’s interests.
JUMLAH PELANGGARAN KODE ETIK TOTAL CODE OF CONDUCT VIOLATION

Sebagai realisasi penegakan Pedoman Standar Perilaku Perseroan, As realization of Standards of Conduct Guidelines enforcement of the
berikut rincian sanksi yang dikenakan terkait penegakan Kode Etik Company, the following is details of sanctions imposed related to the
selama tahun 2021: Code of Conduct enforcement during 2021:
Jumlah Pelanggaran
Kategori Pelanggaran Jenis Sanksi Sanction Type Violation Category
Amount of Violation
Tidak Disiplin Presensi Surat Teguran 6 Warning Letter Indiscipline on Attendance
Tidak Kooperatif Surat Peringatan 1 1 1st Warning Letter Not Cooperative
Kelalaian Surat Peringatan 1 1 1st Warning Letter Negligence
Kelalaian Surat Peringatan 2 1 2nd Warning Letter Negligence
Diduga Ethics Skorsing 2 Suspension Ethics Suspected
Kelalaian PHK 1 Layoff Negligence
Ethics PHK 2 Layoff Ethic
Sebagai bagian dari transparansi yang dilakukan Perseroan, berikut As part of the transparency carried out by the Company, the following
disampaikan jumlah penyimpangan internal yang terjadi dan upaya is the number of internal irregularities that have occurred and the
penyelesaiannya. settlement.

Jumlah Kasus yang Dilakukan oleh | Number of Cases Committed by

Penyimpangan Internal
Manajemen Pegawai Tetap Pegawai Tidak Tetap
dalam 1 Tahun Internal Deviations in 1 Year
Management Permanent Employee Non-permanent Employee
Internal Deviations in 1 Year
2021 2020 2021 2020 2021 2020
Telah Diselesaikan 2 4 8 9 Settled
Dalam Proses Penyelesaian In internal Resolution
Internal Process
Belum Diupayakan Settlement has not yet been
Penyelesaiannya Sought
Telah Ditindaklanjuti melalui Has been Follwed-up
Proses Hukum through a Legal Process
Jumlah Penyimpangan 2 4 8 9 Total Deviations

KAJIAN DAN EVALUASI MANAJEMEN MANAGEMENT STUDY AND EVALUATION

Manajemen Perseroan secara konsisten melakukan kajian dalam rangka The Company management consistently studies in order to evaluate the
mengevaluasi kinerja Perseroan, termasuk keterkaitan antara visi, misi Company performance, including the relationship among the Company’s
dan budaya perusahaan serta kode etik dengan rencana jangka panjang vision, mission and culture as well as the code of ethics with the long-
dan profil risiko yang dihadapi Perseroan. Penerapan Pedoman Standar term plan and risk profile faced by the Company. The application of the
Perilaku juga menjadi kajian manajemen untuk menjadi salah satu Code of Conduct Standards is also a management review to become one
perangkat evaluasi keorganisasian. of the evaluation tools for Elnusa business group organization.
Pengendalian Gratifikasi
Gratification Control
Perseroan juga telah memiliki Pedoman Pengelolaan Gratifikasi di The corporation also has gratification management criteria within the
Lingkungan Perseroan dan Entitas Anak, sebagaimana diatur dalam company and its subsidiaries, which are governed by the guidelines
Pedoman penerimaan dan pemberian hadiah/hiburan. Tahun 2021, for receiving and distributing gifts and entertainment. In 2021, the
Perseroan secara reguler melakukan sosialisasi Kebijakan Anti Gratifikasi company’s employees and business partners will be informed about the
kepada insan Perseroan maupun mitra kerja Perseroan. anti-gratification policy on a regular basis.
INFORMASI PEMBERIAN DANA UNTUK INFORMATION ON THE SOURCES OF FUNDING

KEGIATAN POLITIK FOR POLITICAL ACTIVITIES
Perseroan memiliki kebijakan untuk melarang keterlibatan individu atas The company has a policy prohibiting employees from participating in
nama Perseroan dalam kegiatan politik, termasuk memberikan donasi political activities on behalf of the company, including making political
untuk kepentingan politik. Perseroan memiliki kebijakan untuk melarang donations. Elnusa employees are expressly prohibited from using
keterlibatan individu atas nama Perseroan dalam kegiatan politik, company facilities or resources for the purpose of political campaigns,
termasuk memberikan donasi untuk kepentingan politik. Secara tegas, political fundraising, or political participation. As stipulated in the
Perseroan tidak mengizinkan insan Elnusa menggunakan fasilitas atau Company’s Code of Conduct.
sumber daya apapun untuk tujuan kampanye politik, penggalangan dana
politik maupun untuk tujuan partisipasi politik. Sebagaimana yang telah
diatur dalam Pedoman Standar Perilaku (Code of Conduct) Perseroan.
Sebaliknya, kepedulian yang tinggi terhadap masalah sosial dan High concern for social and community concerns, on the other hand, is
kemasyarakatan merupakan bagian penting dari tugas dan tanggung an important aspect of the company’s duties and responsibilities, which
jawab perusahaan terhadap masyarakat, yang diwujudkan melalui is accomplished through Corporate Social Responsibility (CSR) programs.
program-program Corporate Social Responsibility (CSR). Penjelasan lebih The Corporate Social Responsibility Chapter of this Annual Report
rinci tentang kegiatan CSR yang telah dilakukan Perseroan sepanjang contains a more extensive explanation of the company’s CSR operations
tahun 2021, serta nilai nominalnya dapat dilihat pada Bab Tanggung during 2021, as well as the monetary value.
Jawab Sosial Perusahaan dalam Laporan Tahunan ini.

Sistem Manajemen Anti
Penyuapan
Anti-bribery Management System
Sebagai salah satu program penguatan implementasi Good Corporate As one of the programs to strengthen the implementation of Good
Governance (GCG) dan wujud komitmen Perusahaan dalam Corporate Governance (GCG) and manifestation of the Company’s
menjalankan operasional Perusahaan dengan lebih transparan, adil commitment to running operations in a more transparent, fair, and zero
dan zero tolerance terhadap fraud dan tindakan penyuapan baik oleh tolerance manner against fraud and bribery by the Board of Directors,
Direksi, Dewan Komisaris, pegawai maupun pihak eksternal, Perseroan Board of Commissioners, employees and external parties, the Company
telah memiliki Sistem Manajemen Anti Penyuapan (SMAP) untuk has Anti-Bribery (ABMS) Management System to complement policies
melengkapi kebijakan yang terkait dengan pencegahan penyuapan, yang related to bribery prevention, which are guided by international
berpedoman pada standar internasional yaitu SNI ISO 37001:2016 dan standards, namely SNI ISO 37001:2016 and are intended to help
dimaksudkan untuk membantu Perusahaan menerapkan SMAP yang companies implement an effective ABMS. The Company had established
efektif. Perusahaan telah menetapkan kebijakan, membuat dokumen, policies, created documents, socialized, implemented, documented,
melakukan sosialisasi, menerapkan, mendokumentasikan, memelihara, maintained, and improved continuously in line with the standard
dan menyempurnakannya secara berkesinambungan sejalan dengan requirements in SNI ISO 37001:2016.
persyaratan standar dalam SNI ISO 37001:2016.
DASAR PENERAPAN SMAP BASIS OF ABMS IMPLEMENTATION

Implementasi dan penerapan SMAP Perseroan dilaksanakan The implementation and application of the Company’s ABMS are carried
berdasarkan: out based on the following:
1. Instruksi Presiden No. 10 Tahun 2016 tentang Aksi Pencegahan dan 1. Presidential Instruction No. 10 of 2016 concerning Actions to
Pemberantasan Korupsi. Prevent and Eradicate Corruption.
2. Surat Menteri BUMN No. S-35/MBU/01/2020 tanggal 10 Januari 2. Letter of the Minister of SOE No. S-35/MBU/01/2020 dated
2020 perihal Implementasi Sistem Manajemen Anti Suap di BUMN January 10, 2020, regarding the Implementation of Anti-Bribery
sebagai Pelaksanaan Peraturan Presiden No. 54 tahun 2018 tentang Management Systems in SOE as the Implementation of Presidential
Strategi Nasional Pencegahan Korupsi. Regulation No. 54 of 2018 concerning the National Strategy for
Preventing Corruption.
3. Surat KBUMN No. S-17/S.MBU/02/2020 tanggal 17 Februari 2020 3. Minister of SOE Letter No. S-17/S.MBU/02/2020 dated February 17,
perihal Sertifikasi ISO 37001 Sistem Manajemen Anti Penyuapan di 2020, regarding ISO 37001 Certification of Anti-bribery Management
BUMN. System in SOE.
Penerapan SMAP di Perseroan yang tertuang dalam Management ABMS implementation in the Company as stated in the Management
Policy Standar Sistem Manajemen Anti Penyuapan ini memuat langkah- Policy of Anti- Bribery Management System Standard contains the steps
langkah yang diperlukan untuk mengelola anti penyuapan di Perusahaan needed to manage Anti-Bribery in the Company and is designed to
dan dirancang untuk menerapkan pengendalian yang tepat dalam implement appropriate controls in detecting, identifying, and reducing
mendeteksi, mengidentifikasi dan mengurangi potensi penyuapan sejak the potential for bribery from the start, developing and fostering anti-
awal, mengembangkan dan menumbuhkan budaya anti penyuapan bagi bribery culture for the entire Board of Directors, Board of Commissioners,
seluruh Direksi, Dewan Komisaris, karyawan maupun pihak eksternal employees, and related external parties as well as increasing compliance
terkait serta meningkatkan kepatuhan terhadap hukum dan peraturan with applicable laws and regulations. Anti-Bribery Management System
yang berlaku. Kebijakan/Management Policy Standar Sistem Manajemen Standard Policy/Management Policy has been implemented effectively
Anti Penyuapan telah dilaksanakan secara efektif di Perusahaan. in the Company.
SERTIFIKASI SMAP SMAP CERTIFICATION

Untuk mendukung SMAP yang telah diimplementasikan di Perusahaan, To support SMAP implementation, the Company has also realized its
maka Perseroan juga telah mewujudkan komitmen penerapan praktik commitment to best practice implementation of ABMS by obtaining the
terbaik atas SMAP tersebut dengan diperolehnya Sertifikasi SMAP ISO ISO 37001: 2016 SMAP Certification in August 2020.
37001:2016 pada Agustus 2020.

PENERAPAN BERKELANJUTAN SUSTAINABLE DEPLOYMENT

Perseroan senantiasa akan mengidentifikasi dan mengevaluasi The Company will always identify and evaluate the suitability, adequacy
kesesuaian, kecukupan dan keefektifan penerapan SMAP, menentukan and effectiveness of SMAP implementation, determine opportunities for
peluang untuk Tindakan perbaikan dan penerapan untuk memenuhi corrective actions and implementation to meet applicable requirements.
persyaratan yang berlaku. Perseroan senantiasa berupaya untuk The Company always strives to increase awareness of Elnusa Officers
meningkatkan kesadaran Perwira Elnusa untuk turut serta dalam to participate in preventing and avoiding bribery practices as the
mencegah dan menghindari praktik penyuapan sebagai budaya di Company culture, including by routinely conducting socialization on the
Perseroan, antara lain dengan rutin melakukan sosialiasi larangan prohibition of receiving or giving gratification and periodic anti-bribery
penerimaan atau pemberian gratifikasi dan anti suap secara berkala to employees, e-mail, campaigns on social media, WA broadcasts and the
kepada pegawai, e-mail, kampanye di media sosial, broadcast WA serta President Director appeal to the employees and also the stakeholders.
imbauan Direktur Utama kepada pegawai dan juga stakeholders.
Kebijakan Anti Korupsi

Anti-corruption Policy
Dewan Komisaris, Direksi, serta seluruh pegawai senantiasa menjunjung The Board of Commissioners, the Board of Directors, and all employees
tinggi persaingan yang fair, nilai sportivitas dan profesionalisme, serta always uphold fair competition, sportsmanship and professionalism, as
prinsip-prinsip GCG. Perseroan juga berkomitmen untuk menciptakan well as GCG principles. The Company is also committed to creating a
iklim usaha yang sehat, menghindari tindakan, perilaku ataupun healthy business climate, avoiding actions, behaviors or actions that can
perbuatan-perbuatan yang dapat menimbulkan konflik kepentingan, cause conflicts of interest, Corruption, Collusion and Nepotism (KKN) and
Korupsi, Kolusi dan Nepotisme (KKN) serta selalu mengutamakan always prioritize the Company above personal, family, group or group
kepentingan Perseroan di atas kepentingan pribadi, keluarga, kelompok interests. The Company also always pays attention to anti-corruption
ataupun golongan. Perseroan juga senantiasa memperhatikan kebijakan policies as written in Law No. 20 of 2001 concerning Amendments to
tentang anti korupsi seperti yang tertulis dalam Undang-Undang No. 20 Law No. 31 of 1999 concerning Eradication of Corruption Crimes.
Tahun 2001 tentang Perubahan atas Undang-Undang No. 31 Tahun 1999
tentang Pemberantasan Tindak Pidana Korupsi.
Perseroan memiliki prosedur anti suap dan korupsi yang disusun sejak The Company has anti bribery and corruption procedures that have
2018 dengan tujuan, antara lain: been drafted since 2018 with the purposes at the following:
1. Menetapkan tanggung jawab untuk seluruh Insan Elnusa dan 1. Assigning responsibilities for the entire Elnusa people and external
pihak eksternal yang bertindak untuk dan atas nama Elnusa dalam parties who act for on behalf of Elnusa in complying with and
mematuhi dan mendukung sikap anti terhadap penyuapan dan supporting its stance against bribery and corruption.
korupsi.
2. Meningkatkan perilaku yang baik sesuai dengan standar etika yang 2. Improving good behavior in line with ethical standards applicable to
berlaku bagi seluruh pekerja. all employees.
3. Mengimplementasikan perwujudan nilai‐nilai serta budaya 3. Implementing the embodiment of the Company’s values and culture
Perusahaan yang selaras dengan Visi dan Misi Perusahaan. in line with the Company’s Vision and Mission.
SOSIALISASI DAN INTERNALISASI KEBIJAKAN SOCIALIZATION AND INTERNALIZATION OF

ANTI KORUPSI ANTI-CORRUPTION POLICY
Guna memberikan pemahaman kepada seluruh Insan Perseroan, In order to provide understanding to the entire employees, the Company
Perseroan secara berkala melakukan sosialisasi terkait kebijakan anti periodically conducts socialization related to this anti-corruption policy
korupsi ini kepada seluruh jajaran karyawan mulai dari jajaran Dewan to all levels of employees starting from the ranks of the Board of
Komisaris dan Direksi, Manajemen, karyawan baik yang berada di kantor Commissioners and Board of Directors, Management, employees both
pusat maupun yang berada di wilayah operasi. Sosialisasi kebijakan ini at the head office and in the operational area. The socialization of this
melekat pada sosialiasasi dan internalisasi terkait dengan kode etik policy is attached to the socialization and internalization related to the
yang dilanjutkan dengan melakukan penandatanga nan pernyataan code of conduct which is continued by signing the compliance statement
kepatuhan atas Kode Etik dan komitmen integritas. with the Code of Conduct and commitment to integrity.
Perseroan juga menempatkan informasi mengenai kebijakan anti The Company also places information on anti-corruption policies
korupsi melalui website Perseroan dan portal internal. Jika terdapat through the Company’s website and internal portal. In the event

hal-hal yang kurang lengkap, karyawan dapat sewaktu-waktu bertanya there are incomplete matters, employees can at any time ask their
kepada atasan langsung masing-masing atau kepada Fungsi Kepatuhan respective direct supervisors or the Compliance Function of Ethics and
Pengawas Etika dan GCG sebagai penanggung jawab atas implementasi GCG Supervisors as the person in charge of the Corporate Governance
Tata Kelola Perusahaan. implementation.
Penerapan anti korupsi merupakan salah satu bentuk penguatan budaya Application of anti-corruption is manifestation of strengthening
Perusahaan yang bertujuan untuk membangun fondasi yang kuat bagi the Company’s culture purposed to build strong foundation for the
kelanjutan eksistensi bisnis Perusahaan. Budaya Perusahaan merupakan continuous business existence of the Company. Corporate Culture is
kombinasi yang terintegrasi dan selaras dengan Tata Nilai AKHLAK yang a combination that is integrated and in harmony with AKHLAK Values
merupakan turunan dari niai-nilai utama atau core value Badan Usaha which are derivatives of the main values or core values of State-Owned
Milik Negara yang dijadikan sebagai budaya perusahaan. Enterprises which are used as corporate culture
PENGELOLAAN BENTURAN KEPENTINGAN DAN MANAGEMENT OF CONFLICTS OF INTEREST

HUBUNGAN DENGAN PIHAK BERELASI AND RELATIONSHIPS WITH RELATED PARTIES
Benturan kepentingan adalah terjadinya konflik antara kepentingan A conflict of interest occurs when the Company’s economic interests
ekonomis Perseroan dengan kepentingan ekonomis pribadi, pemilik, clash with the personal economic interests of the Company’s owners,
anggota Dewan Komisaris, anggota Direksi, Pejabat Eksekutif, Pegawai members of the Board of Commissioners, members of the Board of
dan/atau pihak terafiliasi dengan Perseroan. Pencegahan dan mekanisme Directors, Executive Officers, Employees, and/or associated parties.
terkait dengan benturan kepentingan diatur dalam: Anggaran Dasar, Articles of Association, Board Manual, GCG Code, CoC, as well as special
Board Manual, GCG Code, CoC serta pedoman khusus mengenai konflik recommendations for conflicts of interest, control the prevention and
kepentingan. methods connected to conflicts of interest.
Prinsip dasar dari Benturan kepentingan adalah Seluruh Insan Elnusa The essential premise of a conflict of interest is that any Elnusa personnel
yang karena jabatannya, apabila menemui potensi atau kondisi/situasi who encounters a potential or condition/situation of a conflict of interest
konflik kepentingan, dilarang meneruskan kegiatan/melaksanakan as a result of their position is prohibited from continuing their activities
kewajiban terkait jabatannya tersebut. or completing their job requirements.
Implementasi atas pelaksanaan ketentuan terkait dengan benturan The provisions relating to conflicts of interest are implemented as
kepentingan adalah sebagai barikut: follows:
1. Mencantumkan ketentuan terkait konflik kepentingan sebagai 1. Include provisions related to conflicts of interest as part of the
bagian dari Code of Conduct Perusahaan. company’s code of conduct.
2. Menyampaikan informasi terkait ketentuan ini dalam sosialisasi 2. Regularly disseminating information regarding this socialization
kepada seluruh pekerja maupun pihak ketiga secara reguler. provision to all employees and third parties.
3. Anggota Dewan Komisaris dan Direksi wajib menyampaikan daftar 3. Members of the Board of Commissioners and the Board of Directors
khusus dan daftar hubungan afiliasi untuk dipublikasikan dalam must submit a special list as well as a list of affiliated relationship for
laporan tahunan dan website Perseroan. inclusion in the annual report and on the company’s website.
4. Jika terjadi kondisi Konflik Kepentingan, yang tidak terdapat/tidak 4. 4. Elnusa personnel are required to make a Conflict of Interest
diatur dalam ketentuan ini maka Insan Elnusa wajib membuat Surat Statement in the event of a conflict of interest condition that is not
Pernyataan Konflik Kepentingan terhadap kondisi tersebut disertai contained or regulated in this provision, along with an explanation
dengan disertai penjelasan yang disampaikan kepada atasan submitted to their immediate superior or local highest leadership,
langsung atau pimpinan tertinggi setempat dan pihak ketiga apabila as well as third parties if necessary.
diperlukan.
Apabila terjadi situasi konflik kepentingan, maka Insan Elnusa wajib In the event of a conflict of interest, Elnusa Personnel must disclose the
melaporkan hal tersebut melalui: situation to:
1. Atasan Langsung Pelaporan melalui atasan langsung dilakukan 1. Supervise directly If the reporting party is an Elnusa Person who
apabila pelapor adalah Insan Elnusa yang terlibat atau memiliki is directly involved or has the potential to be directly involved in a
potensi untuk terlibat secara langsung dalam situasi konflik conflict of interest situation, reporting through a direct superior is
kepentingan. Pelaporan dilaksanakan dengan menyampaikan Surat required. A Statement of Conflict of Interest must be submitted to
Pernyataan Konflik Kepentingan. report a conflict of interest.
2. Sistem Pelaporan Pelanggaran (Whistleblowing System) Pelaporan 2. The Whistleblowing System is carried out if the complainant is
melalui Sistem Pelaporan Pelanggaran (Whistleblowing System) an Elnusa person or other parties (customers, business partners,
dilakukan apabila pelapor adalah Insan Elnusa atau pihak-pihak and community) who do not have direct involvement, but are
lainnya (Pelanggan, Mitra Kerja dan Masyarakat) yang tidak aware of the existence or potential of any conflict of interest in
memiliki keterlibatan secara langsung, namun mengetahui adanya the company. The mechanisms and requirements indicated in the

atau potensi adanya konflik kepentingan di Perusahaan. Pelaporan Whistleblowing System rules are followed when reporting through
melalui Sistem Pelaporan Pelanggaran (Whistleblowing System) the Whistleblowing System.
dilaksanakan sesuai dengan mekanisme dan syaratsyarat yang
tercantum di dalam pedoman Sistem Pelaporan Pelanggaran
(Whistleblowing System).
Setiap Insan Elnusa yang terbukti melakukan tindakan Konflik Every Elnusa employee who is found to have engaged in a Conflict of
Kepentingan akan ditindaklanjuti berdasarkan peraturan dan ketentuan Interest action will be subjected to an investigation in accordance with
yang berlaku di Perusahaan. the company’s policies and procedures.
Pada tahun 2021, tidak terjadi peristiwa terkait benturan kepentingan There were no incidences of conflicts of interest by the company’s Board
yang dilakukan oleh Dewan Komisaris dan Direksi Perseroan. of Commissioners or Board of Directors in 2021.
Sebagai upaya untuk mendukung penerapan tata kelola perusahaan yang In an effort to support the implementation of good corporate governance,
baik, Perseroan mengimplementasikan Sistem Pelaporan Pelanggaran the Company implements a Whistleblowing System (WBS) in order to
atau Whistleblowing System (WBS) dalam rangka mencegah terjadinya prevent fraud by reporting incidents of violation behavior and fostering
tindak kecurangan dengan melaporkan kejadian perilaku pelanggaran a culture of honesty and openness. The application of WBS is beneficial
serta mendorong budaya kejujuran dan keterbukaan. Penerapan WBS for the development of a well-managed violation reporting system,
bermanfaat untuk pengembangan sistem pelaporan pelanggaran yang which can be the foundation for the Company to design the necessary
terkelola dengan baik, yang dapat menjadi fondasi bagi Perseroan evaluations and follow-up. WBS is also part of the early warning system
untuk merancang evaluasi dan tindak lanjut yang diperlukan. WBS juga for possible problems caused by a violation. For reporters, WBS provides
menjadi bagian dari mekanisme deteksi dini (early warning system) guaranteed protection and confidentiality of identity.
atas kemungkinan terjadinya masalah akibat sebuah pelanggaran. Bagi
pelapor, WBS memberikan jaminan perlindungan dan kerahasiaan
identitas.
PENETAPAN PEDOMAN SISTEM PELAPORAN ESTABLISHMENT OF ELNUSA VIOLATION

PELANGGARAN ELNUSA REPORTING SYSTEM GUIDELINES
Sistem pelaporan pelanggaran/Whistleblowing System (WBS) Perseroan Violation reporting system/Whistleblowing System (WBS) of the
adalah sistem yang mengelola pengaduan atas pelanggaran dan Company is a system that manages complaints of violations and or
atau penyimpangan kode etik, hukum, standar prosedur, kebijakan deviations of code of ethics, law, standard procedures, management
manajemen serta aturan lainnya yang dipandang perlu, dimana dapat policies and other rules deemed necessary, which can harm and/
merugikan dan/atau membahayakan Perseroan seperti kerugian or endanger the Company such as financial losses, the environment ,
finansial, lingkungan, kondisi kerja, reputasi organisasi, pemangku working conditions, organizational reputation, stakeholders and others.
kepentingan dan lainnya.
Informasi yang diperoleh dari WBS akan ditindaklanjuti baik dengan Information obtained from WBS will be followed up with the imposition
pengenaan sanksi yang tegas dan konsisten agar dapat menimbulkan of strict and consistent sanctions in order to have a deterrent effect for
efek jera bagi pelaku pelanggaran maupun bagi mereka yang berniat violators and for those who intend to do the same and can be input for
melakukan hal sama dan dapat menjadi masukan untuk perbaikan improving the system for the Company going forward.
sistem bagi Perusahaan kedepannya.
MEKANISME PENYAMPAIAN PELAPORAN REPORT SUBMISSION MECHANISM

Perseroan telah menyediakan berbagai media untuk mengakomodir para The Company has provided various media to accommodate stakeholders
pemangku kepentingan dalam menyampaikan laporannya jika diduga in submitting their reports if a violation is committed by the Company’s
telah terjadi pelanggaran yang dilakukan oleh karyawan Perseroan employees with the following mechanism:
dengan mekanisme sebagai berikut:

1. Website Perseroan: Whistleblower System Center 1. Company Website: Whistleblower System Center
(https://whistleblower.elnusa.co.id/). (https://whistleblower.elnusa.co.id/).
2. Telepon: (021) 7883 0850 ext 1623 2. Telephone: (021) 7883 0850 ext 1623
3. Menyampaikan surat resmi kepada: PT Elnusa Tbk up. Tim WBS 3. Delivering official letter to: PT Elnusa Tbk up. WBS Team Graha
Graha Elnusa Lantai 16, Jl. TB Simatupang Kav. 1B, Cilandak, Jakarta Elnusa Lantai 16, Jl. TB Simatupang Kav. 1B, Cilandak, South Jakarta
Selatan.
Berikut ini adalah ketentuan pelapor: The following are the conditions of the whistleblower:
1. Pelaporan dapat dilakukan secara anonim maupun dilengkapi 1. Reporting can be by anonymously or completed with the
dengan identitas pelapor dengan memberikan rekomendasi atau whistleblower identity by providing recommendations or
bukti awal dugaan sementara praktik pelanggaran. preliminary evidence of provisional allegations of violation practices.
2. Pelapor dapat membatasi identifikasi mengenai identitas yang 2. The whistleblower can limit identification regarding the identity of
bersangkutan dengan tetap menyertakan bukti yang berkaitan the person concerned by continuing to include evidence related to
dengan dugaan sementara praktik pelanggaran. the alleged temporary violation practice.
3. Tidak ada hukuman yang dijatuhkan kepada pihak pelapor 3. No penalty is given to the whistleblower if the violation is proven to
jika pelanggaran tersebut terbukti benar terjadi. Apabila yang occur. In case the concerned person also involved in the violation,
bersangkutan juga terlibat dalam pelanggaran, laporan yang the report submitted can be considered to reduce/eliminate the
disampaikan dapat dipertimbangkan untuk mengurangi/ penalty.
meniadakan hukuman.
4. Kerahasiaan pelapor akan dijaga kecuali apabila pengungkapan 4. Whistleblower confidentiality will be maintained unless the
tersebut diperlukan dalam kaitan dengan penyelidikan yang disclosure is required in connection with the investigation by the
dilakukan oleh pihak yang berwenang atau diperlukan untuk authorized party or is needed to maintain the Company position
mempertahankan posisi Perusahaan di depan hukum. before the law.
5. Mekanisme di atas tidak dimaksudkan untuk menyampaikan 5. The above mechanism is not intended to convey personal
keluhan pribadi. complaints.
PENGELOLA PELAPORAN PELANGGARAN WHISTLE BLOWING SYSTEM MANAGEMENT

Sistem pelaporan pelanggaran Perseroan dikelola oleh Tim WBS di The Company’s violation reporting system is managed by WBS Team
bawah koordinasi dari Fungsi Kepatuhan Pengawas Etika dan GCG under the coordination of Ethics and GCG Compliance Supervisory
(FUKAPEG) dengan mekanisme sebagai berikut: (FUKAPEG) with the following mechanism:
1. Tim WBS menerima laporan pelanggaran dan melakukan verifikasi 1. WBS Team receives reports of violations and verifies the incoming
atas laporan yang masuk. reports.
2. Tim WBS akan menentukan apakah masih diperlukan informasi atau 2. WBS TEam will determine whether further information or additional
bukti tambahan lebih lanjut. evidence is needed.
3. Laporan yang telah diverifikasi selanjutnya diserahkan kepada 3. The verified report is then submitted to the FUKAPEG.
FUKAPEG.
PENANGANAN PELAPORAN REPORT HANDLING

1. Tim FUKAPEG akan melakukan investigasi atas laporan pengaduan 1. FUKAPEG Team will investigate the complaint report that has
yang telah diverifikasi oleh Pengelola WBS dengan bekerja sama been verified by WBS Manager by cooperating with Internal Audit
dengan fungsi Audit Internal. function.
2. Jika pengaduan tidak terbukti benar, maka tidak dilakukan proses 2. If the complaint is not proven to be true, then no further process is
lebih lanjut. carried out.
3. Apabila laporan atas pelanggaran valid dan telah terbukti, maka 3. If the report on a violation is valid and has been proven, FUKAPEG
tim FUKAPEG akan memberikan laporan serta rekomendasi kepada Team will provide a report and recommendation to the appropriate
pihak yang berwenang (manajemen terkait atasan Terlapor untuk authorities (management related to the Reported Party’s superior)
melaksanakan tindakan koreksi. to carry out corrective actions.
PERLINDUNGAN PELAPOR WHISTLEBLOWER PROTECTION

1. Pelapor dapat dilakukan secara anonim maupun dilengkapi dengan 1. Reporting can be done anonymously or complemented by
identitas pelapor dengan memberikan rekomendasi atau bukti awal the identity of the reporter by providing recommendations or
dugaan sementara praktik pelanggaran. preliminary evidence of provisional allegations of violation practices.
2. Pelapor dapat membatasi identifikasi mengenai identitas yang 2. The whistleblower can limit identification regarding the identity of
bersangkutan dengan tetap menyertakan bukti yang berkaitan the person concerned by continuing to include evidence relating to
dengan dugaan sementara praktik pelanggaran. the alleged temporary violation practice.

3. Tidak ada hukuman yang dijatuhkan kepada pihak pelapor 3. No penalty is given to the reporting party if the violation is proven
jika pelanggaran tersebut terbukti benar terjadi. Apabila yang to occur. If the person involved is also involved in the violation,
bersangkutan juga terlibat dalam pelanggaran, laporan yang the report submitted can be considered to reduce/ eliminate the
disampaikan dapat dipertimbangkan untuk mengurangi/ penalty.
meniadakan hukuman.
4. Kerahasiaan pelapor akan dijaga kecuali apabila pengungkapan 4. Confidentiality of the whistleblower will be maintained unless the
tersebut diperlukan dalam kaitan dengan penyelidikan yang disclosure is required in connection with an investigation conducted
dilakukan oleh pihak yang berwenang atau diperlukan untuk by an authorized party or is needed to maintain the Company’s
mempertahankan posisi Perusahaan di depan hukum. position before the law.
SANKSI ATAS PELANGGARAN SANCTIONS FOR VIOLATIONS

1. Sanksi terdiri dari dua jenis, yaitu sanksi moral dan sanksi 1. Sanctions are of two types, namely moral sanctions and
administratif. administrative sanctions.
2. Bentuk sanksi moral meliputi: 2. Forms of moral sanctions include:
a. diumumkan secara terbuka; a. announced publicly;
b. meminta maaf secara terbatas dan/atau terbuka; b. apologize in a limited and/or open manner;
c. mengundurkan diri dari jabatannya. c. resign from his position.
3. Bentuk sanksi administratif adalah sebagaimana ditetapkan 3. The form of administrative sanctions is as stipulated in the Human
dalam Kebijakan Human Resources Management dan Peraturan Resources Management Policy and applicable Company Regulations.
Perusahaan yang berlaku.
4. Jika terdapat indikasi pelanggaran pidana, akan diteruskan sesuai 4. In the event there are indications of criminal violations, will be
dengan ketentuan hukum yang berlaku. continued according to applicable legal provisions.
PELAPORAN PELANGGARAN TAHUN 2021 DAN REPORTED VIOLATIONS IN 2021 AND

TINDAK LANJUT FOLLOW- UP
Sepanjang tahun 2021, terdapat 6 (enam) pengaduan pelanggaran Throughout 2021, there were 6 (six) incoming complaints of violations
yang masuk atau diterima Perseroan melalui kanal WBS. 4 (empat) dari that were received by the Company through WBS channel and 4 (four)
laporan tersebut telah selesai dilakukan proses pemeriksaan dan telah of these reports have completed the investigation process and followed-
ditindaklanjuti sesuai dengan kebijakan dan peraturan Perusahaan. up according to policies and regulations of the Company. Meanwhile 2
Untuk 2 (dua) laporan masih dalam tahap proses pemeriksaan (two) reports are still in the process of further investigation.
lebih lanjut.
SOSIALISASI SOCIALIZATION
Pada tahun 2021, Perusahaan telah melakukan sosialisasi kepada In 2021, the Company had carried out outreach to the stakeholders
pemangku kepentingan melalui portal internal, situs Perusahaan through internal portals, the Company’s website and direct outreach
dan sosialisasi langsung kepada pegawai termasuk Anak Perusahaan to employees including Subsidiaries, both at the Head office and in the
baik yang berada di kantor Pusat maupun yang berada di lapangan. field. The socialization purposes to provide an understanding of the
Pelaksanaan sosialisasi bertujuan untuk memberikan pemahaman Company’s violation reporting system as well as guarantee protection
tentang sistem pelaporan pelanggaran Perseroan serta jaminan for the stakeholders who report violations and increase the trust of
perlindungan bagi pelapor pelanggaran serta menambah kepercayaan stakeholders and shareholders.
stakeholders dan shareholders kepada Perusahaan.
Sosialisasi Whistleblowing System dilakukan bersamaan dengan Socialization on Whistleblowing System was carried out simultaneously
Sosialisasi Pemahaman GCG, Standar Etika Perusahaan, Pengendalian with the Socialization of GCG Understanding, Corporate Ethical
Gratifikasi, Laporan Harta Kekayaan Penyelenggara Negara (LHKPN), Standards, Gratification Control, State Organizers Wealth Reports
Anti Penyuapan sesuai Pedoman Pengendalian Gratifikasi dan Sistem (LHKPN), Anti-Bribery based on Gratification Control Guidelines and the
Manajemen Anti Penyuapan. Perusahaan melakukan Sosialisasi terkait Anti-Bribery Management System. The Company conducts socialization
WBS secara bertahap setiap tahunnya. related to the WBS in stages every year.

Kebijakan Pengadaan Barang dan
Jasa
Policy Goods and Services Procurement
Dalam rangka menjaga kinerja operasionalnya, Perseroan memberikan In order to maintain its operational performance, the Company pays
perhatian besar kepada seluruh mitra kerja pemasok agar dapat great attention to all supplier partners in order to provide the best
memberikan pelayanan terbaik untuk mendukung seluruh kegiatan service to support all of Elnusa’s operational activities. Beginning with
operasional Elnusa. Dimulai sejak proses pendaftaran untuk menjadi registration to become an Elnusa partner, the Company applies specific
mitra kerja Elnusa, Perseroan menerapkan kriteria khusus guna memilih criteria to select only quality companies that can partner with Elnusa.
mitra kerja yang berkualitas saja yang dapat bermitra dengan Elnusa. Also, in the context of transparency in the process of procuring goods
Selain itu, dalam rangka transparansi proses pengadaan barang dan and services and expanding sourcing, in 2021, Elnusa had placed Vendor
jasa dan memperluas sourcing, pada tahun 2021 ini Elnusa sudah Management System application registration portal in the main directory
menempatkan portal pendaftaran aplikasi Vendor Management of the Elnusa website with the address https://vms.elnusa.co.id/login.
System dalam direktori utama website Elnusa dengan alamat
https://vms.elnusa.co.id/login.
Setelah mendapatkan informasi yang cukup tentang profil suatu After getting sufficient information on the Company profile that will
perusahaan yang akan mendaftar sebagai rekanan Elnusa, tim Elnusa register as an Elnusa partner, Elnusa team visits the Company to ensure
melakukan verifikasi kepada perusahaan tersebut guna memastikan that their legality and competence are in accordance with the required
legalitas dan kompetensi yang dimiliki sesuai dengan standar yang standards. Furthermore, it also ensures that the supporting facilities it
dibutuhkan. Selain itu, juga memastikan fasilitas penunjang yang dimiliki has are in accordance with the business offered.
apakah sudah sesuai dengan bisnis yang ditawarkan.
Sebelum menjadi mitra Elnusa yang melakukan pekerjaan dengan risiko Prior to becoming Elnusa partner that carries out high-risk work, the
tinggi, perusahaan harus melalui tahapan prakualifikasi Contractor Safety Company must go through pre-qualification stages of the Contractor
Management System (CSMS) & Contractor Quality Management System Safety Management System (CSMS) & Contractor Quality Management
(CQMS) dan memiliki nilai cukup untuk tercatat mendapatkan nomor System (CQMS) and have enough value to be recorded to get an
identifikasi dan menjadi Approved Vendor List Elnusa. Prakualifikasi identification number and become an Elnusa Approved Vendor List. CSMS
CSMS adalah suatu sistem pengelolaan aspek keselamatan, kesehatan pre-qualification is a system for managing aspects of safety, occupational
kerja, dan lindungan lingkungan (K3LL) oleh mitra kerja/vendor dalam health and environmental protection (K3LL) by work partners/vendors
pelaksanaan pekerjaannya. Sedangkan Prakualifikasi CQMS adalah suatu in carrying out work. Whereas the CQMS Prequalification is a method
metode pengukuran bagaimana suatu perusahaan mengelola day to day of measuring how a company manages their operational day to day
operasional mereka sesuai dengan prinsip-prinsip kualitas kerja dan in accordance with the principles of work quality and meets the
memenuhi persyaratan kinerja yang diterapkan oleh Elnusa. performance requirements applied by Elnusa.
CSMS FULL CYCLE CSMS FULL CYCLE

Sejalan dengan kajian dan evaluasi yang telah dilakukan oleh Divisi HSSE In line with the studies and evaluations that have been carried out
terkait compliance atas ketentuan CSMS Perseroan, pada pertengahan by the HSSE Division regarding compliance with the provisions of the
tahun 2020 mulai dilakukan pengetatan kriteria pelaksanaan proses Company’s CSMS, in mid-2020 the criteria for implementing a full cycled
CSMS full cycle (siklus lengkap), khususnya untuk kegiatan operasional (complete cycle) CSMS process began to be tightened, specifically for
yang dikategorikan level medium dan high risk. Pemenuhan proses operational activities categorized as medium and high risk levels. The
CSMS full cycle dilakukan untuk memastikan para mitra kerja telah fulfillment of the full cycle CSMS process is carried out to ensure that
menjalankan tahapan proses CSMS secara lengkap satu siklus sebagai the partners have carried out the complete CSMS process stages one
bagian dari mitigasi risiko dan bahaya dalam mencegah terjadinya cycle as part of risk & hazard mitigation in preventing accidents, which
accident, yang kerap ditimbulkan dari kinerja HSE mitra kerja yang tidak are often caused by the work partners’ low HSE performance which
sesuai standar yang ditetapkan. Tahapan proses CSMS dimaksud adalah does not meet the established standards. The stages of CSMS process
1. Risk Assesment 1. Risk Assessment
Memastikan proses Identifikasi Bahaya dan Kaji Risiko (Hazard Ensure the Hazard Identification and Risk Assessment process
Identification and Risk Assessment/HIRA) telah dilakukan terhadap Assessment (HIRA) has been carried out on every stage of the work
setiap tahap pekerjaan yang akan dilakukan, baik yang bersifat to be carried out, either service or material. The deliverables from

jasa ataupun material. Deliverables dari proses HIRA ini berupa the HIRA process are in the form of stipulations category/level of
penetapan kategori/level risiko dari pekerjaan yang akan dilakukan. risk of the work to be performed.
2. Prakualifikasi 2. Prequalification
Memastikan proses Prakualifikasi sudah diterapkan kepada seluruh Ensure that the Prequalification process has been applied to all
mitra kerja sesuai dengan katagori/level risiko pekerjaannya. work partners in accordance with category/level of work risk.
Deliverables dari proses prakualifikasi ini adalah daftar rekomendasi The deliverables from this prequalification process are listed
vendor/mitra kerja terpilih yang memenuhi kriteria HSE. recommendation of selected vendors/partners who meet the HSE
3. Selection (HSE Plan) criteria.
Proses ini bertujuan untuk memilih calon mitra kerja terbaik 3. Selection (HSE Plan)
yang memenuhi persyaratan HSE yang telah ditetapkan oleh This process purposes to select the best potential partners who
PT Elnusa Tbk. Deliverables dari proses ini adalah dokumen HSE meet HSE requirements set by PT Elnusa Tbk. Deliverables from this
Plan yang berisi rincian kegiatan pengelolaan aspek HSE oleh calon process are HSE Plan document containing details of HSE aspect
mitra kerja. management activities by potential partners.
4. Pre Job Activity (PJA) 4. Pre Job Activity (PJA)
Memastikan proses Pre Job Activity (PJA) telah dilaksanakan kepada Ensuring that the Pre Job Activity (PJA) process has been implemented
seluruh mitra kerja sebelum pekerjaan dimulai. Deliverables dari for all work partners prior to start the work. Deliverables from this
proses PJA ini adalah kesiapan personel, peralatan dan elemen lain PJA process are the readiness of personnel, equipment and other
yang telah memenuhi standar HSE. elements that meet HSE standards.
5. Work in Progress (WIP) 5. Work in Progress (WIP)
Setelah melalui proses pengadaan dan mitra kerja mendapatkan After going through the procurement process and working partners
award untuk menjalankan suatu pekerjaan di lingkungan Elnusa, get an award for carrying out a job in the Elnusa environment,
dalam jangka waktu tertentu Elnusa melakukan review atas within a certain period of time Elnusa reviews the work done by
pekerjaan yang dilakukan perusahaan dengan melihat secara the Company by seeing firsthand the implementation of work in the
langsung pelaksanaan pekerjaan di lapangan. Review tersebut field. This review will ensure that the Company does work according
akan memastikan perusahaan melakukan pekerjaan sesuai prinsip- to the quality principles that have been determined by QCMS and
prinsip kualitas yang sudah di tentukan oleh QCMS dan K3 agar K3 so that work can be completed without accidents and get results
pekerjaan dapat selesai tanpa kecelakaan dan mendapatkan hasil in accordance with the operational plan. The WIP was attended by
yang sesuai dengan rencana operasional. Pelaksanaan WIP ini representatives from Operations, SCM and CQMS and HSSE.
dihadiri oleh perwakilan dari Operations, SCM dan CQMS dan HSSE.
6. Final Evaluation (FE) 6. Final Evaluation
Memasikan proses Final Evaluation/Penilaian Akhir terhadap mitra Ensuring that Final Evaluation (FE) process for work partners has
kerja telah dipenuhi segera setelah pekerjaan selesai. Deliverables been fulfilled as soon as the work is completed. Deliverables from
dari proses FE ini adalah penilaian atas kinerja dan kepatuhan the FE process are an assessment of performance and partner
HSE mitra kerja dari pekerjaan yang telah dilaksanakan, sebagai HSE compliance of the work that has been carried out, as a
rekomendasi kemitraan selanjutnya. recommendation next partnership.
CONTRACT REVIEW MEETING (CRM) CONTRACT REVIEW MEETING (CRM)

Contract Review Meeting (CRM) adalah pengawasan kinerja Mitra Contract Review Meeting (CRM) is monitoring the performance of
Kerja (Vendor/Subkontraktor) sesuai dengan ketentuan kontrak kerja Work Partners (Vendors/Subcontractors) following the provisions of
sama yang dilakukan secara berkala selama periode kontrak dengan the cooperation contract which is carried out periodically during the
melibatkan fungsi terkait seperti fungsi pengguna, aset, Quality, HSSE, contract period by involving related functions such as user functions,
Keuangan dan Legal. Aktivitas ini dilakukan dengan tujuan melakukan assets, Quality, HSSE, Finance and Legal. This activity is counducted a
review secara strategis terhadap kinerja mitra Elnusa dalam memenuhi maximum of 3 months based on work complexity, so that partners are
Service Level Agreement (SLA) yang disepakati sesuai kontrak yang sudah expected to do work according to quality principles so that the work can
didapatkan. CRM dapat dilakukan maksimum per 3 (tiga) bulan sesuai be completed on time and provide optimal performance according to
dengan kompleksitas pekerjaannya, sehingga diharapkan mitra kerja the contract.
melakukan pekerjaan sesuai prinsip-prinsip kualitas agar pekerjaan
dapat selesai tepat waktu dan memberikan kinerja yang optimal
sesuai kontrak.
DEMAND & SUPPLY ANALYSIS DEMAND & SUPPLY ANALYIS

Dari waktu ke waktu Elnusa selalu melakukan analisis terhadap demand From time to time Elnusa always analyzes the demand and supply
dan kinerja supply yang terjadi dalam operasionalnya. Analisis tersebut performance that occurs in its operations. The analysis is used to
digunakan untuk menentukan kebijakan pengadaan yang tepat untuk determine the right procurement policy for all of Elnusa’s operational

semua kebutuhan operasional Elnusa, sehingga tujuan kinerja SCM yang needs, so that SCM performance objectives that are getting better, faster,
semakin baik, cepat, murah, dan dekat (better, faster, cheaper, closer) cheaper, and closer (better, faster, cheaper, closer) can be achieved.
dapat tercapai.
LOGISTICS SERVICES LOGISTICS SERVICES

Kegiatan Logistics Services secara khusus memiliki peran sebagai Logistics Services activities in particular have a role as part of supply
bagian dari supply chain management yang merencanakan, chain management that plans, implements, and controls the flow and
mengimplementasikan, dan mengendalikan aliran dan penyimpanan storage of goods effectively and efficiently from the point of origin to
barang dengan efektif dan efisien sejak dari titik asal sampai dengan titik the point of consumption to meet customer needs. The complexity of
konsumsi untuk memenuhi kebutuhan pelanggan. Kompleksitas kegiatan logistics activities is modeled, analyzed, visualized, and optimized by
logistik dimodelkan, dianalisis, divisualisasikan, dan dioptimalkan using the Warehouse Management System (WMS) application which
dengan penggunaan aplikasi Warehouse Management System (WMS) was developed using internal IT competencies and the use of Enterprise
yang dibangun menggunakan kompetensi IT internal dan penggunaan Resource Planning (ERP) software applications. The logistics activities
aplikasi Enterprise Resource Planning (ERP) software. Kegiatan logistik carried out include:
yang dilakukan termasuk di antaranya adalah:
1. Pengelolaan jasa transportasi baik itu ekspor-impor, pengurusan 1. Transportation services management, both export-import and
custom clearance, dan jasa transportasi (mob/demob) lokal. handling custom clearance, local transportation services (car/
2. Pengelolaan persediaan mulai dari pengelolaan master data demob).
material, pengelolaan permintaan, penerimaan, penyimpanan, dan 2. Inventory management starts from managing material master data,
pengeluaran barang. managing demand, receiving, storing and releasing goods.
3. Pengelolaan warehouse mulai dari standardisasi spesifikasi, 3. Warehouse management starts from standardization of
optimalisasi layout dan fasilitas warehouse, kepatuhan terhadap specifications, optimization of warehouse layout and facilities,
peraturan pemerintah, dan memberikan jaminan kesehatan dan compliance with government regulations, and providing health and
keamanan untuk personel yang bekerja di dalamnya. security guarantees for personnel who work in it.
Elnusa juga menerapkan sistem Vendor Managed Inventory (VMI), Elnusa also implements Vendor Managed Inventory (VMI) system, where
di mana Perusahaan menyediakan tempat di gudang bagi para mitra the Company provides place in the warehouse for work partners to be
kerja untuk dapat mendekatkan stok persediaan mereka ke end user. able to bring their inventory stock closer to the end user. On December
Pada tanggal 31 Desember 2021, nilai inventory Elnusa turun menjadi 31, 2021, Elnusa’s inventory value decreased to Rp108.35 billion, when
Rp108.35 miliar, bila dibandingkan dengan inventory pada tahun 2020 compared to inventory in 2020, which was Rp121.12 billion.
yaitu Rp121.12 miliar.
SCM ONLINE SCM ONLINE

Salah satu program pengembangan dari SCM adalah sudah dibuatkan One of SCM development programs is that an integrated and paperless
sistem Source to Pay (S2P) terintegrasi dan paperless dalam satu platform Source to Pay (S2P) system has been created in one platform, namely
yaitu SCM Online. Di mana di dalam tools ini semua kegiatan pengadaan SCM Online. Where in this tool all goods and services procurement
barang dan jasa dari awal request sampai closing dapat dilakukan dalam activities from initial request to closing can be done in one door, namely
satu pintu saja, yaitu SCM Online. Dasboard di dalam SCM Online dapat SCM Online. The dashboard in SCM online can identify all activities in
mengidentifikasi segala kegiatan di dalam SCM. Sistem ini memberi SCM. This system provides procurement services with Service Level
layanan pengadaan dengan Service Level Agreement yang dapat diukur Agreement that can be measured and analyzed.
dan di analisis.
VENDOR PERFORMANCE EVALUATION VENDOR PERFORMANCE EVALUATION

Mitra Kerja di Elnusa di kelompokan menjadi 4 (empat) segmen Partners in Elnusa are grouped into 4 (four) segments according to
sesuai dengan kompetensinya yaitu Strategic (memiliki kontrak their competencies, namely Strategic (having a long-term contract),
jangka panjang), Preffered (digunakan untuk menunjang kegiatan Preffered (commonly used for operational activities), non core (non-
operasional inti Perusahaan), non core (digunakan untuk menunjang routine transactions or one time PO), and Transactional (non-routine
kegiatan operasional yang bukan kompetensi utama Perusahaan), transactions, one time PO, or works with low risk). Throughout its
dan Transactional (bersifat transaksi tidak rutin, one time PO, atau operational journey, Elnusa’s partners are always assessed their
pekerjaan-pekerjaan yang memiliki risiko rendah). Pengukuran kinerja performance. Performance measurement is carried out since the
dilakukan sejak perusahaan mendapatkan pekerjaan hingga selama Company gets a job up to when completing work from Elnusa.
menyelesaikan pekerjaan dari Elnusa.

VENDOR ANNUAL MEETING VENDOR ANNUAL MEETING

Dalam waktu sekali dalam satu tahun seluruh mitra kerja Elnusa Once a year, the entire Elnusa’s partners gather to get insights from
berkumpul untuk mendapatkan insight dari top management Elnusa Elnusa’s top management regarding performance and business strategy
mengenai kinerja perusahaan dan strategi bisnis Perusahaan ke depan. going forward of the Company. So it is expected that partners can
Sehingga diharapkan mitra kerja bisa menangkap potensi bisnis tersebut, capture business potential, provide the best services, and with Elnusa
memberikan pelayanan terbaik, dan bersama Elnusa meraih kesuksesan achieve success in the coming years. In this event, Elnusa also provides
di tahun-tahun mendatang. Pada even ini Elnusa juga memberikan awards to partners who had given the best performance, according to
award kepada mitra kerja yang sudah memberikan kinerja terbaik, the qualifications of their respective fields.
sesuai kualifikasi bidang masing-masing.
VENDOR SITE VISIT VENDOR SITE VISIT

Vendor Site Visit adalah salah satu program kerja yang dilakukan untuk Vendor Site Visit is one of work programs carried out to gain insight
mendapatkan wawasan terhadap mitra kerja, untuk meyakinkan Elnusa into work partners, to convince Elnusa that partners have the necessary
bahwa mitra kerja memiliki kompetensi dan kapabilitas yang diperlukan competencies and capabilities so that they will be able to fulfill
sehingga akan dapat memenuhi komitmen terhadap pekerjaan sesuai commitments to working as needed. This certainly will also reduce the
dengan kebutuhan. Tentunya hal ini juga akan dapat mengurangi risiko risk of supply failure and the emergence of unnecessary additional costs.
kegagalan suplai dan timbulnya tambahan cost yang tidak diperlukan. This visit can be carried out online or offline to partner facilities, whether
Kunjungan ini dapat dilakukan secara online maupun offline ke fasilitas in the form of offices, warehouses, or workshops.
mitra kerja, baik itu berupa kantor, warehouse, maupun workshop.
Transparansi Praktik Review

Transparency in the Practice
LAPORAN ATAS AKTIVITAS PERSEROAN YANG REVIEW ON COMPANY ACTIVITIES THAT

MENCEMARI LINGKUNGAN CONTAMINATED THE ENVIRONMENT REPORT
Sepanjang tahun 2020, tidak terdapat laporan dari pihak lain atas aktivitas There were no reports from external parties about the Company’s
Perseroan yang mencemari lingkungan. Dalam kegiatan operasionalnya, operations that polluted the environment throughout 2020. Elnusa’s
Elnusa senantiasa menjaga komitmennya terhadap lingkungan yang dedication to the environment is always maintained in its operating
berpedoman pada Analisis Mengenai Dampak Lingkungan (AMDAL). activities, based on the Environmental Impact Analysis (AMDAL).
PENGUNGKAPAN PEMENUHAN KEWAJIBAN DISCLOSURE FULFILMENT OF TAX

PERPAJAKAN RESPONSIBILITIES
Publikasi Kepatuhan Pajak Tax Compliance Publications

Sebagai salah satu perwujudan tata kelola perusahaan yang baik, Elnusa Elnusa manages tax rights and obligations in an obedient, transparent,
mengelola hak dan kewajiban perpajakan secara patuh, transparan dan and accountable manner in compliance with existing tax laws and
akuntabel sesuai dengan peraturan perundangundangan perpajakan regulations as an example of excellent corporate governance. There was
yang berlaku. Pada periode tahun 2021, tidak terdapat ketidakpatuhan no non-compliance with Elnusa’s requirement to pay taxes throughout
Elnusa dalam kewajiban membayar pajak. the 2021 period.
Publikasi Pembayaran Pajak Publication of Tax Payments.

Sebagai Perusahaan yang patuh terhadap semua peraturan yang The company has fulfilled its commitments by paying taxes, which is
berlaku, Perseroan telah melakukan pemenuhan terkait kewajiban one form of the company’s contribution to the state, as a company that
dalam membayar pajak yang merupakan salah satu bentuk kontribusi complies with all applicable legislation. In 2021, the company paid a
Perseroan kepada negara. Pembayaran pajak oleh Perseroan pada tahun total of Rp1,768,815,001,823 in taxes. The following are the details of
2021 tercatat sebesar Rp1.768.815.001.823. Adapun rincian kewajiban the company’s tax obligations in 2020 and 2021:
Perusahaan terkait kewajiban perpajakan tahun 2020 dan tahun 2021,

(dalam satuan rupiah penuh | in full nominal Rp)
Jenis Pajak Keterangan

2021 2020
Type of Taxes Desciption
Profit Taxes 92.581.254.609 162.590.474.894 PPH Badan
Corporate Income Tax
Property Taxes 82.700.187.627 78.434.988.626 PBB, PKB, BM, PBB-KB, Pajak Reklame, Pajak Air Tanah
Land & Building Tax, Motorized Vehicle Tax, Stamp Duty
People Taxes 20.342.022.234 15.338.562.958 BPJS Perusahaan
Corporate Social Health Insurance Body
Product Taxes 611.214.595.798 630.089.022.625 PPN Masukan
VAT Input
Planet Taxes – – Pajak Lingkungan
Green Tax
Total Taxes Borne 806.838.060.268 886..453.049.103
Profit Taxes 68.134.993.196 91.450.387.335 PPH Potong Pungut
Withholding Tax
Property Taxes – – –
People Taxes 73.876.485.576 109.414.225.647 PPH Karyawan, BPJS Karyawan
Employee Income Tax, Employee Social Health Insurance Body
Product Taxes 819.965.462.783 857.64.591.282 PPN Keluaran
VAT Output
Planet Taxes – – Pajak Lingkungan
Green Tax
Total Taxes Borne 961.976.941.555 1.058.510.204.264
Total Taxes Contributions 1.768.815.001.823 1.944.963.253.367 9,057%
KETIDAKSESUAIAN PENYAJIAN LAPORAN NON-COMPLIANCE WITH THE PRESENTATION OF

TAHUNAN DAN LAPORAN KEUANGAN DENGAN ANNUAL REPORTS AND FINANCIAL STATEMENTS
PERATURAN YANG BERLAKU DAN STANDAR WITH APPLICABLE REGULATIONS AND
AKUNTASI KEUANGAN (SAK) FINANCIAL ACCOUNTING STANDARDS (SAK)
Seluruh penyajian informasi dalam Laporan Tahunan ini, khususnya The entire presentation of information in this Annual Report,
terkait kinerja keuangan dan hal-hal lainnya, mengacu pada Laporan particularly related to financial performance and other matters,
Keuangan untuk tahun-tahun yang berakhir pada tanggal 31 Desember refers to the Financial Statements for the years ended December 31,
2020 dan 31 Desember 2021 yang telah diaudit oleh Kantor Akuntan 2020 and December 31, 2021, which have been audited by the public
Publik Purwantono, Sungkoro & Surja Penyajian dan pengungkapan accounting firm of Purwantono, Sungkoro & Surja. The presentation
laporan keuangan konsolidasian Perseroan disusun dan disajikan and disclosure of the company’s consolidated financial statements are
sesuai Standar Akuntansi Keuangan di Indonesia, yaitu Pernyataan prepared and presented in accordance with the Financial Accounting
Standar Akuntansi Keuangan (PSAK), yang diterbitkan oleh Ikatan Standards in Indonesia, namely the Statement of Financial Accounting
Akuntan Indonesia (IAI) dan Peraturan Badan Pengawas Pasar Modal Standards (PSAK), issued by the Indonesian Institute of Accountants
dan Lembaga Keuangan (Bapepam-LK) No. VIII.G.7 tentang Pedoman (IAI) and the Regulation of the Capital Market and Financial Institution
Penyajian Laporan Keuangan, dengan Surat Keputusan Ketua Bapepam- Supervisory Agency (Bapepam-LK) No. VIII.G.7 concerning Guidelines for
LK No. KEP-347/BL/2012 tentang Penyajian dan Pengungkapan Laporan the Presentation of Financial Statements, and with the Decree of the
Keuangan Emiten atau Perusahaan Publik. Chairman of Bapepam-LK No. KEP-347/BL/2012 concerning Presentation
and Disclosure of Financial Statements of Issuers or Public Companies.
KASUS TERKAIT DENGAN BURUH DAN CASES RELATING TO WORKERS AND

KARYAWAN EMPLOYEES
Sepanjang tahun 2021, tidak terdapat kasus yang bersifat material Throughout 2021, there were no material cases with employees or the
dengan karyawan maupun Serikat Pekerja Perusahaan. company’s labor union.
PENGUNGKAPAN SEGMEN OPERASI PADA OPERATING SEGMENT DISCLOSURE IN

LAPORAN KEUANGAN FINANCIAL STATEMENTS
Sebagaimana yang tercantum dalam PSAK No. 5 (Penyesuaian 2015) The company has presented according to the type of business grouping
tentang Segmen Operasi dan untuk kepentingan manajemen, Perseroan (segment) as a form of reporting on the primary segment and secondary
telah menyajikannya menurut pengelompokkan (segmen) jenis usaha segment, as stated in PSAK No. 5 (2015 Adjustment) regarding
sebagai bentuk pelaporan segmen primer dan segmen sekunder, seperti Operational Segments, and for the benefit of management, as stated in
yang telah disampaikan dalam Laporan Keuangan Teraudit tahun 2021 the 2021 Audited Financial Statement note 33.
catatan 33.

KESESUAIAN BUKU LAPORAN TAHUNAN DAN ANNUAL REPORT BOOK COMPLIANCE WITH
LAPORAN TAHUNAN DIGITAL DIGITAL ANNUAL REPORT
Laporan Tahunan digital Perseroan baik yang disampaikan kepada The Company’s digital Annual Report is in compliance with the Annual
pemegang saham, pemangku kepentingan, maupun yang telah diunggah Report book printed and published by the Company, whether it is
pada situs web resmi Perseroan telah sesuai dengan buku Laporan submitted to shareholders, stakeholders, or uploaded on the Company’s
Tahunan yang dicetak dan diterbitkan oleh Perseroan. official website.
Pengungkapan Segmen Operasi pada Laporan Keuangan Disclosure Of Operating Segments In Financial
Statements
Sebagaimana yang tercantum dalam PSAK No. 5 (Penyesuaian 2015) The Company has presented according to the type of business grouping
tentang Segmen Operasi dan untuk kepentingan manajemen, Perseroan (segment) as a form of reporting on the primary segment and secondary
telah menyajikannya menurut pengelompokkan (segmen) jenis usaha segment, as stated in PSAK No. 5 (2015 Adjustment) regarding
sebagai bentuk pelaporan segmen primer dan segmen sekunder, seperti Operational Segments and for the benefit of management, as stated in
yang telah disampaikan dalam Laporan Keuangan Teraudit tahun 2021 the 2021 Audited Financial Statement note 33.
catatan 33.
Kesesuaian Buku Laporan Tahunan Dan Laporan Annual Report Books Compliance With Digital Annual
Tahunan Digital Reports
Laporan Tahunan digital Perseroan baik yang disampaikan kepada The Company’s digital Annual Report is in compliance with the Annual
pemegang saham, pemangku kepentingan, maupun yang telah diunggah Report book printed and published by the Company, whether it is
pada situs web resmi Perseroan telah sesuai dengan buku Laporan submitted to shareholders, stakeholders, or uploaded on the Company’s
Tahunan yang dicetak dan diterbitkan oleh Perseroan. official website.
PERKARA PENTING DI LUAR ASPEK HUKUM IMPORTANT THINGS BEYOND THE LEGAL
ASPECTS
Di sepanjang tahun 2021, Perseroan tidak menemukan adanya perkara Throughout 2021, the Company did not find any important cases outside
penting di luar aspek hukum yang melibatkan Perseroan sebagai the legal aspect involving the Company as an organization, subsidiary,
organisasi, entitas anak, Dewan Komisaris maupun Direksi. Board of Commissioners or Board of Directors.
PENGUNGKAPAN SANKSI ADMINISTRASI OLEH DISCLOSURE OF ADMINISTRATIVE SANCTIONS

OTORITAS TERKAIT BY RELATED AUTHORITIES
Selama tahun 2021, tidak terdapat sanksi administratif material yang During 2021, there were no material administrative sanctions affecting
mempengaruhi kelangsungan usaha Perseroan dan juga tidak terdapat the continuity of the company’s business and there were also no
sanksi administratif yang dikenakan kepada Perseroan sebagai organisasi, administrative sanctions imposed on the company as an organization,
entitas anak, anggota Direksi maupun anggota Dewan Komisaris oleh subsidiary, members of the Board of Directors or members of the Board
Otoritas terkait. of Commissioners by the relevant authorities.

Kesesuaian Penerapan Tata Kelola
Perusahaan terhadap ASEAN
Corporate Governance Scorecard
(ACGS)
Corporate Governance Implementation Compliance with ASEAN
ASEAN Corporate Governance Scorecard (ACGS) adalah suatu alat The ASEAN Corporate Governance Scorecard (ACGS) Scorecard is a
kuantitatif untuk mengukur kepatuhan perusahaan-perusahaan terbuka quantitative tool to measure the compliance of public companies in
di ASEAN terhadap pedoman corporate governance menurut praktik- ASEAN with corporate governance guidelines according to exemplary
praktik keteladanan berbasis standar-standar internasional, khususnya practices based on international standards, particularly the principles
prinsip-prinsip corporate governance yang dikeluarkan oleh the of corporate governance issued by the Organization for Economic
Organization for Economic Cooperation and Development (OECD) yang Cooperation and Development (OECD). which is expressed as follows:
diungkapkan sebagai berikut:
a. Hak-hak para pemegang saham a. Shareholders’ rights
b. Perlakuan yang setara terhadap para pemegang saham b. Equal treatment of shareholders
c. Peran para pemangku kepentingan c. Role of stakeholders
d. Pengungkapan dan transparansi d. Disclosure and transparency
e. Tanggung jawab dewan e. Board responsibilities
Dalam rangka memperkuat prinsip-prinsip GCG yang terdapat dalam The organization took the initiative to build efforts to improve its
standar ACGS, perusahaan berinisiatif membangun upaya-upaya compliance level performance in a measurable and planned manner in
perbaikan terhadap kinerja tingkat kepatuhannya secara terukur dan order to reinforce the GCG principles contained in the ACGS standard.
terencana. Oleh karena itu, perusahaan memandang perlunya suatu As a result, the organization sees the need for a reference that can be
referensi yang dapat digunakan sebagai acuan dalam mempersiapkan used to prepare an effective strategy in order to make future attempts to
strategi yang efektif dalam rangka melakukan upaya perbaikan terhadap increase GCG practices’ performance.
kinerja praktik GCG ke depan.
Atas dasar tersebut, perusahaan memandang penting agar dilakukan On this basis, the company believes it is critical to conduct regular
penilaian rutin terhadap praktik GCG perusahaan berdasarkan standar assessments of its GCG practices using international standards derived
Internasional yang diadopsi dari prinsip-prinsip corporate governance from the OECD principles of corporate governance, as well as the GCG
yang dikeluarkan oleh OECD, dan tertuang dalam prinsip-prinsip GCG principles outlined in the ACGS.
yang diatur dalam ACGS.
Selanjutnya, hasil penilaian rutin terhadap praktik GCG tersebut Furthermore, the results of the routine assessment of GCG practices are
diharapkan dapat memberikan informasi kepada perusahaan mengenai expected to provide the company with information about the trend of
tren perbaikan kinerja tingkat kepatuhan yang telah dicapai perusahaan improving compliance level performance that the company has achieved
dibandingkan dengan kinerja yang telah dilakukan perusahaan pada compared to previous years’ performance, so that it can be determined
tahun-tahun sebelumnya, sehingga untuk ke depannya dapat diketahui in the future what steps or efforts are the only things that need to be
mengenai langkah-langkah atau upaya apa saja yang masih harus improved by the company so that its compliance level performance can
diperbaiki lagi oleh perusahaan agar kinerja tingkat kepatuhannya dapat be improved.
lebih dioptimalkan lagi pencapaiannya.
Untuk terus mempertahankan dan utamanya meningkatkan penerapan The company has made cross-references to the ACGS evaluation to
prinsip GCG, Perseroan telah membuat referensi silang terhadap enable data collecting in order to sustain and primarily improve the use
penilaian ACGS untuk mempermudah perolehan data, sebagai berikut: of GCG principles as follows:

PRINSIP A: HAK-HAK PEMEGANG SAHAM

Principle A: Shareholder Right
Skor CG untuk Prinsip Hak-hak Pemegang Saham
CG Score for Shareholder Rights Principle
Jumlah Kepatuhan
terhadap Pertanyaan
Parameter Penentu Skor per Komponen Decision Parameter
No pada Tiap Parameter
Jumlah Pertanyaan Score per
Number of
Number of Questions Component
Compliance with
(%)
Questions on
Each Parameter
1 Hak Dasar Pemegang Saham 1 1 100,00 Basic Rights of Shareholders
2 Hak berpatisipasi dalam keputusan- 3 3 100,00 The right to participate in decisions
keputusan terkait perubahan-perubahan regarding corporation fundamental
mendasar korporasi changes
3 Hak untuk berpartisipasi secara efektif dan 15 15 100,00 The right to participate effectively and
menggunakan suara dalam RUPS serta hak use votes in the GMS as well as the right
untuk mendapatkan informasi mengenai to obtain information regarding the
aturan-aturan yang berlaku dalam RUPS rules that apply in the General Meeting
(termasuk prosedur voting) of Shareholders GMS (including voting
procedures)
4 Pasar untuk pengendalian/kontrol 1 1 100,00 The market for corporate control and
perusahaan seharusnya dimungkinkan control should be able to function in an
berfungsi dengan cara yang efisien dan efficient and transparent way
transparan
5 Pelaksanaan hak kepemilikan pemegang 0 1 100,00 The implementation of the ownership
saham, termasuk investor institusi rights of shareholders, including
difasilitasi perusahaan institutional investors, is facilitated by the
company
Total Pertanyaan yang Comply dengan Prinsip 20 21 95,24 Total Questions in Compliance with
Hak-hak Pemegang Saham Shareholder Rights Principle
PRINSIP B: PERLAKUAN SETARA TERHADAP PEMEGANG SAHAM

Principle B: Equitable Treatment of Shareholders
Skor CG untuk Prinsip Perlakuan Setara Terhadap Pemegang Saham
CG Score for Equitable Treatment of Shareholders Principle
Jumlah Kepatuhan
terhadap Pertanyaan
Number of
Compliance with
(%)
Questions on
Each Parameter
1 Kepemilikan Saham dan Hak Suara 1 1 100,00 Share Ownership and Voting Right
2 Panggilan RUPST 2 5 40,00 AGMS Invitation
3 Perdagangan orang dalam dan self- 1 1 100,00 Insider trading and abusive self-dealing
dealing abusif seharusnya dilarang should be banned
4 Transaksi pihak berelasi yang dilakukan 3 4 75,00 Related party transactions carried out by
oleh anggota Dewan komisaris dan Direksi members of the Board of Commissioners
5 Perlindungan kepada para pemegang 1 2 50,00 Protection for minority shareholders from
saham minoritas dari tindakan-tindakan abusive acts
abusif
Perlakuan Setara terhadap Pemegang Saham Equitable Treatment of Shareholders
Principle
* Terdapat 1 item penilaian/pertanyaan yang tidak dinilai (N/A), sehingga jumlah item pertanyaan pada prinsip B bagian 1 terkait dengan Kepemilikan Saham dan Hak Suara yang dihitung hanya 1
pertanyaan saja dari sebelumnya 2 pertanyaan.
The number of question items in principle B part 1 relating to share ownership and voting rights is counted as one question from the previous two questions since one assessment item/question
is not assessed (N/A).

PRINSIP C: PERAN PEMANGKU KEPENTINGAN
Principle C: Stakeholder Role
Skor CG untuk Prinsip Peran Pemangku Kepentingan
CG Score for Stakeholder Role Principle
Jumlah Kepatuhan
terhadap Pertanyaan
Number of
Compliance with
(%)
Questions on
Each Parameter
1 Hak-hak para pemangku kepentingan 7 7 100,00 Stakeholders’ rights established by law or
yang ditetapkan oleh UU atau lewat through collective agreement should be
kesepakatan bersama seharusnya respected
dihormati
2 Para pemangku kepentingan seharusnya 1 1 100,00 Stakeholders should have the opportunity
memiliki peluang untuk mendapatkan to obtain effective compensation for
ganti rugi efektif untuk pelanggaran- violations of their rights
pelanggaran atas hak-hak mereka
3 Mekanisme-mekanisme meningkatkan 2 3 100,00 To grow performance-enhancing
kinerja untuk partisipasi karyawan mechanism that encourage employee
seharusnya dimungkinkan berkembang participation
4 Para pemangku kepentingan, termasuk 2 2 100,00 Individual employees and their
karyawan individu dan badan-badan representative bodies should be able to
perwakilan mereka, seharusnya dapat freely express their concerns to the board
secara bebas mengkomunikasikan about illegal and unethical conduct, and
keprihatinan mereka kepada Dewan atas their rights to do so should be protected
praktik-pratik pelanggaran hukum dan
tidak etis serta hak-hak mereka melakukan
ini seharusnya dilindungi
Peran Pemangku Kepentingan Stakeholder Role Principle
PRINSIP D: PENGUNGKAPAN DAN TRANSPARANSI

Principle D: Disclosure and Transparancy
Skor CG untuk Prinsip Pengungkapan dan Transparansi
CG Score for Disclosure and Transparancy Principle
Jumlah Kepatuhan
terhadap Pertanyaan
Number of
Compliance with
(%)
Questions on
Each Parameter
1 Transparansi struktur kepemilikan 5 5 100,00 Ownership structure transparancy
2 Kualitas Laporan Tahunan 7 8 88,00 Annual Report quality
3 Pengungkapan atas transaksi hubungan 1 2 50,00 Disclosure of special relationship
istimewa transactions
4 Pengungkapan atas transaksi saham – – 0,00 Disclosure of company stock transactions
perusahaan yang dilakukan oleh para carried out by members of the Board of
anggota Direksi atau Dewan Komisaris Directors or the Board of Commissioners
5 Eksternal Auditor dan Laporan Auditor 2 2 100,00 External Auditor and Auditor Report
6 Media Komunikasi Perusahaan 4 4 100,00 Corporate Communication Media
7 Penyampaian informasi laporan keuangan 3 3 100,00 Submission of information on financial
atau laporan tahunan secara tepat waktu statements or annual reports in a timely
manner
8 Website Perusahaan 5 6 83,33 Company Website
9 Keberadaan Investor Relations dalam 1 1 100,00 The existency of Investor Relations in the
Perusahaan Company
Total Pertanyaan yang Comply dengan Prinsip 29 31 90,32 Total Questions in Disclosure and
Pengungkapan dan Transparansi Transparancy Principle

PRINSIP E: TANGGUNG JAWAB DEWAN KOMISARIS

Principle E: Responsibilities of the Board of Commissioners
Skor CG untuk Prinsip Tanggung Jawab Dewan Komisaris
CG Score for Responsibilities of the Board of Commissioners Principle
Jumlah Kepatuhan
terhadap Pertanyaan
Number of
Compliance with
(%)
Questions on
Each Parameter
1 Tugas dan tanggung jawab Direksi dan 6 6 100,00 Roles and responsibilities of the Board of
Dewan Komisaris Directors and the Board of Commissioners
2 Struktur Dewan Komisaris 22 24 91,67 Board of Commissioners Structure
3 Proses Dewan Komisaris 19 22 86,36 Board of Commissioner Process
4 Individu dalam Susunan Dewan Komisaris 3 6 50,00 Individuals in the Composition of the
5 Kinerja Dewan Komisaris 7 7 100,00 Board of Commissioners Performance
Tanggung Jawab Dewan Komisaris Responsibilities of the Board of
Commissioners Principle

Tanggung
Jawab Sosial
Perusahaan
380 Tanggung Jawab Sosial Perusahaan

387 Tanggung Jawab Sosial Terkait Operasi yang Adil
392 Tanggung Jawab Sosial Terkait Hak Asasi Manusia (HAM)
Social Responsibility towards Human Rights
395 Tanggung Jawab Sosial Perusahaan Bidang Lingkungan Hidup
Corporate Social Responsibility towards the Environemnt
399 Tanggung Jawab Sosial Perusahaan Bidang Ketenagakerjaan,
Kesehatan, dan Keselamatan Kerja
Social Responsibility towards Employment and Occupational Health
and Safety
404 Program serta Kegiatan Terkait Kesehatan dan Keselamatan Kerja (K3)
(OHS)
413 Tanggung Jawab Sosial Perusahaan Bidang Pengembangan Sosial dan
Kemasyarakatan
421 Tanggung Jawab terhadap Konsumen
Responsibility to Customers
Tanggung Jawab Sosial Perusahaan
Tanggung Jawab Sosial

Perusahaan
Konsep pembangunan berkelanjutan yang telah berkembang di berbagai The concept of sustainable development that has developed in various
negara muncul sebagai bagian dari keinginan banyak pihak tentang countries emerged from the desire to have a balance between people,
keseimbangan antara people, planet, partnership, peace dan prosperity. planet, partnership, peace and prosperity. In Indonesia, regulators
Di Indonesia, regulator telah mendorong upaya harmonisasi ini melalui have encouraged this harmonization effort through Corporate Social
tanggung jawab sosial perusahaan, atau Corporate Social Responsibilty Responsibility (CSR). In CSR, companies as business entities are required
(CSR). Dalam CSR, perusahaan sebagai entitas usaha diwajibkan untuk to actively participate in sustainable development.
berperan serta dalam pembangunan berkelanjutan.
Perseroan menyadari bahwa pembangunan berkelanjutan ini harus The Company realizes that sustainable development must be supported.
didukung. Sebagai bagian dari corporate citizen yang juga merupakan Being a part of corporate citizen, who is also a public issuer, the
emiten publik, Perseroan berupaya untuk merealisasikan hal ini sesuai Company strives to adopt this based on its capabilities. In implementing
dengan kemampuan yang dimiliki. Dalam mengimplementasikan CSR, CSR, the Company adopted ISO 26000, which is a Guidance to Social
Perseroan mengadopsi ISO 26000 yang merupakan Panduan Tanggung Responsibility. This guidance is one of the references that has become a
Jawab Sosial (Guidance on Social Responsibility). Panduan ini merupakan standard in the international world. In Indonesia, ISO 26000 was ratified
salah satu referensi yang menjadi standar di dunia internasional. Di by the Government in 2010 and it became the National Standard (SNI)
Indonesia, ISO 26000 telah diratifikasi oleh Pemerintah pada tahun 2010 in 2012.
dan dijadikan Standar Nasional (SNI) pada tahun 2012.
Komitmen dan Kebijakan Pelaksanaan Tanggung Jawab Commitment and Policy on Corporate Social
Sosial Perusahaan Responsibility Implementation
Bagi Perseroan, tanggung jawab sosial merupakan bagian dari For the Company, social responsibility is part of a commitment that
komitmen yang perlu terus menerus diupayakan. Hal ini adalah di needs to be continuously pursued. The Company understands that each
karenakan Perseroan sangat memahami bahwa dalam setiap aktivitas of its operational activity has a positive or negative impact. Therefore, to
operasional yang dilakukan memiliki dampak positif maupun negatif. ensure sustainability, the Company tries to maximize the positive impact
Oleh karenanya, untuk memastikan keberlanjutan, Perseroan berupaya and minimize the negative impact of each operational activity.
penuh memaksimalkan dampak positif dan meminimalkan dampak
negatif dari setiap aktivitas operasional.
Pendekatan yang digunakan untuk memastikan keberlanjutan aktivitas The approach used to ensure sustainability of the Company’s activities is
Perseroan adalah menggunakan 7 (tujuh) subjek inti tanggung jawab to implement 7 (seven) core subjects of social responsibility laid out in
sosial yang ada dalam ISO 26000. Dalam hal ini, subjek ataupun lingkup ISO 26000. In this case, the subject or scope that becomes the focus of
yang menjadi fokus keberlanjutan bukan hanya kinerja ekonomi sustainability is not only economic performance. However, the Company
semata. Namun, Perseroan berupaya penuh agar dapat memastikan makes full efforts to ensure sustainability based on the subjects in ISO
keberlanjutan sesuai subjek dalam ISO 26000 yang meliputi: 26000, which include:
1. Tata kelola organisasi yang baik. 1. Good corporate governance.
2. Penegakkan hak asasi manusia. 2. Upholding human rights.
3. Praktik ketenagakerjaan yang manusiawi dan berkeadilan. 3. Humanitarian and fair labour practices.
4. Pengelolaan kegiatan perusahaan terhadap lingkungan. 4. Management of companies’ activities towards the environment.
5. Prosedur operasi yang wajar. 5. Fair operating procedures.
6. Tanggung jawab terhadap konsumen. 6. Responsibility towards consumers.
7. Pelibatan dan pengembangan masyarakat. 7. Community involvement and development.

Pelibatan dan
Pengembangan Hak Asasi
Masyarakat
Community
Manusia
Involvement and Human Rights
Development
Tata Kelola Organisasi

Organizational Governance
Isu Konsumen Organisasi Praktik

Consumer Issues Organization Ketenagakerjaan
Labour Practices
Governance
Praktik Operasi
Wajar Lingkungan
Fair Operating Environment
Practices
Dalam penerapan CSR pula, Perseroan berupaya penuh menerapkan In implementing CSR, the Company strives to fully implement the
prinsip yang terkandung dalam ISO 26000. Sebagai perusahaan yang principles in ISO 26000. As an energy services provider, the Company fully
bergerak dalam jasa energi, Perseroan sangat memahami bahwa kegiatan understands that its operations can have positive or negative impacts on
operasi yang dilakukan dapat menimbulkan dampak positif maupun the environment, economy and social. Therefore, the Company carries
negatif terhadap lingkungan, ekonomi maupun sosial. Oleh karena itu, out social responsibility as an effort to ensure business sustainability.
Perseroan melaksanakan tanggung jawab sosial sebagai upaya untuk The ISO 26000 principles such as accountability, transparency, ethical
memastikan keberlanjutan bisnis. Prinsip-prinsip ISO 26000 seperti behaviour, respecting stakeholders’ interests, complying with applicable
akuntabilitas, transparansi, berperilaku etis, menghormati kepentingan laws, respecting international norms, as well as respecting human rights,
para stakeholders, mematuhi hukum yang berlaku, menghormati norma are the principles that the Company adheres to.
yang berlaku internasional, serta menghormati hak asasi manusia,
merupakan prinsip-prinsip yang Perseroan anut.
Komitmen pelaksanaan CSR Perseroan terdapat pada pedoman The Company’s commitment to implement CSR is laid out in the
pengelolaan Corporate Relation No. A43-002/F01001/2020 dan diatur Corporate Relations management guidelines No. A43-002/F01001/2020
dalam Prosedur Community Involvement & Development Program and it is also regulated in the Community Involvement & Development
No. B43-003/F01001/2020. Komitmen ini berpedoman pada ISO Program Procedure No. B43-003/F01001/2020. This commitment is
26000 tentang Panduan Tanggung Jawab Sosial (Guidance on Social based on ISO 26000 on Guidance on Social Responsibility. In addition, the
Responsibility). Selain itu, pedoman pelaksanaan CSR Perseroan juga Company’s CSR implementation guidelines also refer to the applicable
mengacu pada regulasi yang berlaku di Indonesia. regulations in Indonesia.
Dalam hal pelaporan, Perseroan mengadopsi beberapa peraturan The Company also adopts several regulations and standards for
maupun standar pelaporan yang berlaku secara nasional serta reporting that are acceptable nationally and internationally. Some of
internasional. Beberapa standar pelaporan yang menjadi rujukan adalah the reporting standards that become the reference are the Financial
Peraturan Otoritas Jasa Keuangan, Global Reporting Initiative (GRI) Services Authority Regulations, the Global Reporting Initiative (GRI)
Standard, serta kriteria Annual Report Award. Aspek yang dilaporkan Standard, and the Annual Report Award criteria. The reported aspects
sesuai dengan peraturan maupun standar pelaporan yang ada dan are based on existing regulations or applicable reporting standards and
menyesuaikan sifat bisnis maupun topik material Perseroan. adjust to the nature of the business or the Company’s material topics.

Informasi yang disajikan dalam laporan ini merupakan ringkasan dari The information presented in this report is a summary of the Company’s
kinerja keberlanjutan Perseroan. Informasi yang lebih mendalam sesuai sustainability performance. A more in-depth information that is in
dengan Peraturan OJK maupun GRI Standard dapat dibaca pada Laporan accordance with OJK Regulations and GRI Standards can be read in the
Keberlanjutan yang disajikan secara terpisah. Sustainability Report, which is presented separately.
Dasar Hukum dan Referensi Penerapan Tanggung Jawab Legal Basis and Reference on the Implementation of
Sosial Perusahaan Corporate Social Responsibility
Dasar pelaksanaan program CSR Perseroan berlandaskan pada beberapa The implementation of the Company’s CSR programs is based on the
aspek hukum, di antaranya: following legal aspects:
1. Undang-undang No. 1 Tahun 1970 tentang Keselamatan Kerja. 1. Law No. 1 of 1970 concerning Work Safety.
2. Undang-undang No. 23 Tahun 1992 tentang Kesehatan. 2. Law No. 23 of 1992 concerning Health.
3. Undang-undang No. 8 Tahun 1999 tentang Perlindungan Konsumen. 3. Law No. 8 of 1999 concerning Consumer Protection.
4. Undang-undang No. 13 Tahun 2003 tentang Ketenagakerjaan. 4. Law No. 13 of 2003 concerning Labor and Employment.
5. Undang-undang No. 40 Tahun 2007 tentang Perseroan Terbatas. 5. Law No. 40 of 2007 concerning Limited Liability Companies.
6. Undang-undang No. 25 Tahun 2007 tentang Penanaman Modal. 6. Law No. 25 of 2007 concerning Capital Investment.
7. Undang-undang No. 32 Tahun 2009 tentang Perlindungan dan 7. Law No. 32 of 2009 concerning Environmental Protection and
Pengelolaan Lingkungan Hidup. Management.
8. Undang-undang No. 24 Tahun 2011 tentang Badan Penyelenggara 8. Law No. 24 of 2011 concerning Social Security Agency.
Jaminan Sosial.
9. Peraturan Pemerintah No. 22 Tahun 2021 tentang Penyelenggaraan 9. Government Regulation No. 22 of 2021 concerning the
Perlindungan dan Pengelolaan Lingkungan Hidup. Implementation of Environmental Protection and Management.
10. Peraturan Pemerintah No. 50 Tahun 2012 tentang Penerapan Sistem 10. Government Regulation No. 50 of 2012 concerning the
Manajemen Keselamatan dan Kesehatan Kerja. Implementation of Occupational Health and Safety Management
System.
11. Peraturan Pemerintah No. 47 Tahun 2012 tentang Tanggung Jawab 11. Government Regulation No. 47 of 2012 concerning Social and
Sosial dan Lingkungan Perseroan Terbatas. Environmental Responsibilities of Limited Liability Companies.
Di samping itu, sebagai perusahaan terbuka, Perseroan menekankan In addition, as a public company, the Company emphasizes the
pentingnya kepatuhan terhadap perkembangan peraturan dan importance of compliance with updates on current laws and regulations.
perundang-undangan yang ada. Dua di antaranya adalah Peraturan Two of them are OJK Regulation No. 29/POJK.04/2016 concerning the
OJK No. 29/POJK.04/2016 mengenai laporan tahunan Emiten atau annual report of Issuers or public companies, as well as OJK Regulation
perusahaan publik, serta Peraturan OJK No. 51/POJK.03/2017 tentang No. 51/POJK.03/2017 concerning the Implementation of Sustainable
Penerapan Keuangan Berkelanjutan bagi Lembaga Jasa Keuangan, Finance for Financial Service Institutions, Issuers, and Public Companies.
Emiten, dan Perusahaan Publik. Dua peraturan ini mengindikasikan Both regulations showcase the regulator’s objective to encourage
keinginan regulator untuk mendorong entitas usaha di Indonesia business entities in Indonesia to adopt sustainable development. Such
memberikan perhatian terhadap pembangunan berkelanjutan yang development can maintain economic stability and is inclusive and it is
mampu menjaga stabilitas ekonomi serta bersifat inklusif diperlukan needed in a national economic system that prioritizes a balance between
sistem perekonomian nasional yang mengedepankan keselarasan antara economic, social, and environmental aspects.
aspek ekonomi, sosial, dan lingkungan hidup.
Uji Tuntas terhadap Dampak Ekonomi, Lingkungan, dan Due Diligence on Economic, Environmental, and Social
Sosial dari Kegiatan Perusahaan Impact of the Company’s Activities
Uji tuntas kegiatan operasional Perseroan dan dampaknya terhadap Due diligence of the Company’s operational activities and their impacts
ekonomi, lingkungan maupun sosial dipetakan berdasarkan tingkatan on the economy, environment, and society are mapped based on
materialitas suatu subjek serta matriks risiko negatif yang mungkin the level of materiality of a subject as well as a matrix of negative
muncul. Berdasarkan matriks ini, Perseroan memetakan subjek risks that may arise. Based on this matrix, the Company maps out
maupun isu penting yang mempengaruhi Perseroan dan pembangunan important subjects or issues that affect the Company and its sustainable
berkelanjutan. Subjek maupun isu prioritas dirumuskan untuk kemudian development. Priority subjects and issues are formulated and designed
dirancang sebagai program yang dapat memastikan keberlanjutan bagi as a program that can ensure sustainability for stakeholders.
para pemangku kepentingan.
Dalam aspek ekonomi, sebagai entitas usaha Perseroan memiliki In the economic aspect, as a business entity, the Company has the
tanggung jawab untuk memastikan kinerja ekonomi yang berkelanjutan, responsibility to ensure economic performance that is sustainable, free
bersih dari praktik korupsi serta memiliki manfaat bagi pemangku from corrupt practices, and offers benefits for other stakeholders. In the
kepentingan yang lain. Pada aspek lingkungan, Perseroan melaksanakan environmental aspect, the Company carries out an environmental risk

kaji risiko lingkungan hidup Identifikasi Aspek dan Dampak Lingkungan assessment of the Identification of Environmental Aspects and Impacts,
Hidup (IADL), untuk menentukan risiko lingkungan dari kegiatan to determine environmental risks due to operational activities and their
operasional dan langkah pengendaliannya. Sementara pada aspek control measures. Meanwhile, on the social aspect, the Company’s
sosial, perhatian Perseroan tidak hanya pada pemangku kepentingan attention is not only on internal stakeholders, but also external
internal, melainkan juga eksternal. stakeholders.
Detail informasi aspek, topik maupun isu yang mempengaruhi Perseroan Detailed information on aspects, topics and issues that affect the
serta pembangunan berkelanjutan tersaji pada sub bab isu-isu penting Company and sustainable development is presented in the sub-chapters
ekonomi, lingkungan dan sosial terkait dampak kegiatan perusahaan. on important economic, environmental and social issues related to the
impact of the company’s activities.
Isu-isu Penting Ekonomi, Lingkungan, dan Sosial Terkait Important Economic, Environmental, and Social Issues
Dampak Kegiatan Perusahaan Related to the Impact of the Company’s Activities
Dalam menentukan isu sosial, ekonomi dan lingkungan terkait dampak In determining social, economic and environmental issues related to
dari kegiatan, Perseroan melakukan uji tuntas pada level operasional. Isu the impact of its activities, the Company conducts due diligence at the
ini kemudian dijadikan dasar bagi manajemen untuk memprioritaskan operational level. This issue is then used as the basis for management
penganggulangannya dengan melakukan berbagai pendekatan. to prioritize the mitigation efforts through various approaches. The risk
Pemetaan risiko dan pengelolaan dampak yang ditimbulkan dari kegiatan mapping and management of the impacts arising from the Company’s
usaha Perseroan terhadap aspek ekonomi, lingkungan dan sosial adalah business activities on the economic, environmental and social aspects
Aspek Tema Penjelasan

Aspects Theme Description
Ekonomi Kinerja Ekonomi Pertumbuhan kinerja keuangan Perseroan
Economy Economic Performance Growth in the Company’s financial performance
Anti korupsi Praktik anti korupsi yang telah dilakukan mengacu pada ISO 37001 (Sistem Manajemen Anti
Anti-corruption Penyuapan, SMAP)
Anti-corruption practices that refer to ISO 37001 (Anti-bribery system management, SMAP)
Dampak ekonomi tidak Langsung Keikutsertaan dalam pembangunan berkelanjutan
Indirect economic Impacts Participation in sustainable development
Lingkungan Kepatuhan lingkungan Kesesuaian praktik pengelolaan lingkungan dengan regulasi yang berlaku
Environment Environmental compliance Compatibility of environmental management practices with applicable regulations
Energi Pengelolaan penggunaan energi dan efisiensi
Energy Energy management and its efficiency
Air dan limbah cair Penggunaan sumber air dengan efisien, serta penanganan air buangan sesuai baku mutu
Water and liquid waste Efficient use of water sources and waste water treatment according to quality standards.
Sampah & limbah B3 Pengelolaan sampah dan limbah Bahan Berbahaya dan Beracun (B3) sesuai dengan standar industri
B3 garbage & waste dimulai penampungan, transportasi hingga proses lebih lanjut
Management of Hazardous and Toxic (B3) garbage and waste, in accordance with industrial
standards, starting from storage, transportation, and further processing.
Emisi Pengawasan dan pengelolaan atas buangan emisi yang dihasilkan
Emission Monitoring and management of its emissions.
Keanekaragaman hayati Minimalisasi dampak kegiatan terhadap keanekaragaman hayati wilayah kerja operasional dengan
Biodiversity melakukan program penghijauan
Minimize the impact of activities on biodiversity in the operational working areas by carrying out
reforestation programs
Sosial Kesehatan dan keselamatan kerja Pengelolaan kegiatan operasional berlandaskan kesehatan dan keselamatan kerja dengan mematuhi
Social Occupational health and safety protokol Kesehatan COVID-19
The management of operational activities based on occupational health and safety by complying
with the COVID-19 health protocols.
Kepegawaian Praktik ketenagakerjaan dan keberagaman
Employment Labor practices and diversity
Pelatihan dan pendidikan Peningkatan kompetensi karyawan
Training and education Improvement on employees’ competency
Penilaian sosial pemasok Seleksi mitra kerja operasional berdasarkan aspek kesehatan dan keselamatan kerja
Supplier social assessment Selection of operational partners based on the aspect of occupational health and safety

Strategi dan Program Kerja Perusahaan dalam The Company’s Strategy and Work Program in Dealing
Menangani Isu-isu Sosial, Ekonomi dan Lingkungan with Social, Economic, and Environmental Issues
Berdasarkan isu-isu prioritas hasil uji tuntas, Perseroan memfokuskan Based on priority issues of due diligence results, the Company focussed
pada fokus area sebagaimana tabel di bawah ini. Selanjutnya Perseroan on areas described in the table below. The Company elaborates strategies
mengelaborasi strategi maupun program kerja yang dapat mencapai or work programs that can achieve objectives of each focus area.
tujuan dari fokus area yang ada.
Aspek Fokus area Strategi Program Kerja

Aspect Focus Area Strategies Work Programs
Ekonomi Pengelolaan praktik bisnis berbasis tata Peningkatan tata kelola perusahaan • Sosialisasi dan monitoring ISO 37001 mengenai Sistem
kelola yang baik meliputi anti korupsi, berbasis regulasi dan standar Manajemen Anti penyuapan (SMAP)
persaingan sehat, penghormatan hak internasional. • Sosialisasi kode etik (code of conduct) dan pakta
dan kekayaan intelektual serta bebas integritas
politik. • Pengelolaan whistleblowing systems
Economy Management of business practices based Improved corporate governance • Socialization and monitoring of ISO 37001 regarding
on good governance, including anti- based on regulations and international Anti-Bribery Management System (ABMS)
corruption, healthy competition, respect standards. • Socialization of code of conduct and integrity pact
for intellectual property rights, as well as • Management of whistleblowing systems
political freedom.
Lingkungan Minimalisasi risiko dan dampak negatif Pengelolaan lingkungan sesuai regulasi, • Penggunaan material maupun sumber daya secara
kerusakan lingkungan akibat aktivitas persyaratan pelanggan dan standar efisien
operasional. industri yang berlaku. • Penanganan limbah
• Pengukuran kualitas lingkungan
• Inovasi berwawasan lingkungan
• Pengurangan emisi
• Program penghijauan
Environment Minimized risks and negative impacts Environmental management based on • Efficient use of materials and resources
of environmental damage due to regulations, customer requirements, • Waste management
operational activities. and applicable industrial standards. • Measurement of environmental quality
• Environmental innovation
• Emission reduction
• Reforestation program
Sosial Memberikan jaminan Hak Asasi Manusia Penerapan praktik HAM di lingkungan • Sosialisasi peraturan perusahaan serta code of conduct
karyawan. kerja sesuai regulasi yang berlaku. • Kebebasan mendirikan serikat pekerja
Social Provided Human Rights guarantee for Implementation of Human Rights • Socialization of company regulations and code of
employees. practices in the work environment conduct
based on applicable regulations. • Freedom to establish labor union
Pengelolaan ketenagakerjaan bebas Pengelolaan ketenagakerjaan, • Program Kesehatan
diskriminasi serta membudayakan kesehatan dan keselamatan kerja sesuai • Penyediaan fasilitas ruang menyusui khusus
kesehatan dan keselamatan kerja. regulasi, persyaratan pelanggan dan perempuan
standar industri yang berlaku. • Alokasi kesempatan dan fasilitas pekerja difabel
• Pengelolaan sistem kesehatan dan keselamatan kerja
berbasis regulasi dan standar industri yang berlaku
• Pengelolaan sarana maupun prasarana yang
mendukung kesehatan dan keselamatan kerja
Labor management that is free Labor management, occupational • Health Program
from discrimination and promotes health and safety in accordance with • Provision of nursery room facility for women
occupational health and safety. regulations, customer requirements, • Allocation of opportunities and work facilities for
and applicable industrial standards. disabled workers
• Management of occupational health and safety
system based on regulations and applicable industrial
standards.
• Management of facilities and infrastructure to support
occupational health and safety.
Pengelolaan kepuasan pelanggan. Pengelolaan program inovasi untuk • Program perbaikan yang berkelanjutan (Continuous
memberikan kepuasan lebih pelanggan. improvement program)
• Penanganan keluhan pelanggan
Customer satisfaction management. Management of innovation programs to • Continuous improvement program
give further satisfaction for customers. • Handling customer complaints
Melibatkan, mengembangkan komunitas, Pelibatan masyarakat sebagai bagian • Pemberdayaan tenaga kerja lokal dalam aktivitas
serta mendukung tujuan pembangunan dalam kegiatan operasional. operasi
berkelanjutan (SDG’s) • Pengembangan komunitas berkelanjutan
Involved and developed communities, Community involvement as part of • Empowerment of Local Workers in Operational
and supported sustainable development operational activities. Activities
goals (SDGs) • Sustainable community development

Lingkup Tanggung Jawab Sosial Perusahaan Baik Scope of Corporate Social Responsibility as a Mandatory
yang Merupakan Kewajiban Maupun yang Melebihi Obligation or Exceeding the Obligation
Kewajiban
Perseroan meyakini bahwa antara tanggung jawab perusahaan dengan The company believes that corporate responsibility and social
kepedulian sosial adalah dua hal yang berbeda. Oleh karenanya dalam awareness are two different things. Therefore, for social awareness,
hal kepedulian sosial, Perseroan membentuk Yayasan Baitul Hikmah the Company established Baitul Hikmah Elnusa Foundation and the
Elnusa serta Elnusa Emergency Response Team yang turut serta Elnusa Emergency Response Team, who participate in supporting social
mendukung aktivitas kepedulian sosial. Baik yayasan maupun tim awareness activities. Both the foundation and the team carried out
tersebut, melakukan berbagai misi kemanusiaan. Salah satunya adalah various humanitarian missions. One of them is during a national disaster
pada saat terjadi bencana nasional di Indonesia. in Indonesia.
Pemangku Kepentingan Signifikan yang Terdampak atau Important Stakeholders who Affect or are affected by
Berpengaruh atas Dampak dari Kegiatan Perusahaan the Company’s Activities
Untuk merealisasikan berbagai strategi maupun program, Perseroan To implement various strategies and programs, the Company realizes
menyadari perlunya berinteraksi dengan berbagai pemangku the need to interact with various stakeholders, who influence or affect
kepentingan baik secara langsung maupun tidak langsung berpengaruh business activities, whether it is directly or indirectly. The Company’s
atau terdampak dari kegiatan usaha. Pemangku kepentingan Perseroan stakeholders are identified based on their level of importance that
diidentifikasi berdasarkan tingkat kepentingan hubungan yang affects the Company’s performance, and vice versa. The Company
mempengaruhi kinerja Perseroan, demikian juga sebaliknya. Perseroan always strives to manage stakeholders’ engagement in order to increase
selalu berupaya untuk mengelola pelibatan para pemangku kepentingan the value of the Company. Stakeholders, who are influential or affected
guna meningkatkan nilai Perseroan. Pemangku kepentingan yang by the Company’s activities, can be described as follows:
berpengaruh atau terdampak dari kegiatan Perseroan dapat dijabarkan
sebagai berikut:
Pemangku Kepentingan Bentuk Pelibatan Pengaruh/Dampak dari Kegiatan Perusahaan

Stakeholders Form of Involvement Effect/Impact from the Company’s Activities
Pemegang Saham RUPS, Laporan Kinerja Peningkatan kinerja dan peningkatan nilai Perseroan serta dukungan pada
kepentingan Pemegang Saham.
Shareholders GMS, Performance Report Improvement on the Company’s performance and value, as well as support for
Shareholders’ interests.
Karyawan Keberadaan serikat pekerja, perumusan peraturan Terjaminnya kesejahteraan karyawan beserta keluarganya; suasana kerja
perusahaan bersama, pendidikan dan pelatihan, yang kondusif, sehat, dan aman; jenjang karir dan penilaian kinerja yang adil
dukungan sarana dan prasarana kesehatan dan dan transparan; pemenuhan hak-hak karyawan; meningkatkan efektivitas
keselamatan kerja hubungan manajemen dan karyawan, serta memberikan jaminan kesehatan
dan keselamatan kerja karyawan.
Employees The availability of labor union, the formation of Guaranteed welfare of employees and their families; a conducive, healthy and
joint company regulation, education and training, safe working environment; fair and transparent career path and performance
support for occupational health and safety facilities appraisal; fulfillment of employee rights; improving the effectiveness of
and infrastructure management and employee relations, as well as providing occupational health
and safety guarantees for employees.
Pemerintah Kepatuhan terhadap peraturan, kesehatan Kontribusi ekonomi pada Pemerintah (pajak maupun dukungan kegiatan
Perusahaan pembangunan daerah melalui pengembangan keterlibatan masyarakat).
Government Compliance towards regulations, the Company’s Economic contribution to the Government (taxes and support for regional
health development activities through community development and involvement).
Masyarakat dan Lingkungan Kegiatan pengembangan keterlibatan masyarakat Dapat meningkatkan perekonomian masyarakat seiring dengan pemberdayaan
(Community Involvement & Development), meliputi masyarakat secara berkelanjutan melalui berbagai program yang dilaksanakan
pelibatan masyarakat lokal sekitar operasi dan Perseroan baik fisik maupun non-fisik.
pengembangan komunitas berkelanjutan
Communities and Community Involvement & Development, Improve the community’s economy along with sustainable community
Environment including local community involvement around the empowerment through various programs implemented by the Company, both
operational work areas and the development of physical and non-physical
sustainable communities
Kepatuhan terhadap regulasi, persyaratan Pemantauan dan pengelolaan penggunaan energi dan air, limbah baik padat
pelanggan, dan standar industri yang berlaku, maupun Bahan Berbahaya dan Beracun (B3), buangan emisi yang dihasilkan,
penyediaan sarana dan prasarana yang mendukung serta meminimalisir dampak kegiatan terhadap keanekaragaman hayati
wilayah kerja operasional.
Compliance towards regulation, customer Monitoring and managing of the use of energy and water, solid waste as well
requirements, and applicable industrial standards, as Hazardous and Toxic Materials (B3), the resulting emissions, as well as
as well as provision of supporting facilities and minimizing the impact of activities on the biodiversity of the operational work
infrastructure areas.

Pemangku Kepentingan Bentuk Pelibatan Pengaruh/Dampak dari Kegiatan Perusahaan

Stakeholders Form of Involvement Effect/Impact from the Company’s Activities
Konsumen/Pelanggan Survei kepuasan pelanggan, dan program Peningkatan inovasi jasa maupun produk untuk memberikan kepuasan lebih
Consumers keterikatan lainnya pelanggan, serta peningkatan fasilitas atas produk-produk Perseroan yang
Consumers’ satisfaction survey and other dapat memberikan kenyamanan dan kualitas hidup lebih baik.
engagement programs Improved service and product innovation to provide more consumers’
satisfaction, as well as facilities upgrade for the Company’s products that can
provide comfort and a better quality of life.
Rekanan Kontrak dan perjanjian kerja sama, proses Proses pengadaan yang adil dan transparan, proses evaluasi yang objektif,
Partners operasional hubungan yang harmonis.
Contract and cooperation agreement, operational Fair and transparent procurement process, objective evaluation process, and
processes harmonious relationship.
Media Massa Siaran pers/keterbukaan informasi Memperoleh akses informasi yang akurat dan terkini.
Mass Media Press release/information disclosure Access to accurate and up-to-date information.
Organisasi Pengelolaan Pelaksanaan CSR di Lingkup Organization that Manages the CSR Implementation
Elnusa within Elnusa
Pengelolaan program CSR di lingkup Perseroan dilaksanakan secara The management of CSR programs within the Company is carried
kolaboratif dan koordinatif antar fungsi baik di Perseroan maupun out in a collaborative and coordinated manner between functions
Grup. Fungsi yang terlibat meliputi Divisi Operasi, Human Capital, HSSE, in the Company and the Group. The functions involved are the
Engineering Center & Quality Management, Corporate Secretary dan Operation Division, Human Capital, HSSE, Engineering Center &
fungsi terkait lain. Namun, tanggung jawab pengelolaan CSR terkait Quality Management, Corporate Secretary and other related functions.
pelibatan dan pengembangan masyarakat berada dalam koordinasi However, the responsibility for CSR management related to community
Divisi Corporate Secretary. involvement and development is held under the Corporate Secretary
Division.
Rencana dan Realisasi Anggaran Program Tanggung Budget Plan and Realization of Social Responsibility
Jawab Sosial Program
Perseroan telah mengalokasikan dana untuk program kegiatan CSR The company has allocated Rp5.6 billion of funds for the CSR activity
tahun 2021 secara Perseroan dan Grup sebesar Rp5,6 miliar. Sebagian program in 2021. Most of the CSR funds was used for CSR activities
besar dana CSR digunakan untuk kegiatan CSR di wilayah operasi yang in operational areas that focus on community involvement and
berfokus pada pelibatan dan pengembangan masyarakat. Sementara development. Meanwhile, for the aspects of human rights management,
untuk aspek pengelolaan hak asasi manusia, praktik ketenagakerjaan, labor practices, environmental management, fair operating procedures,
pengelolaan lingkungan, prosedur operasi yang wajar, serta tanggung as well as responsibilities to consumers, they all are under the Company’s
jawab terhadap konsumen, mengikat pada biaya operasional Perseroan. operational costs.

Tanggung Jawab Sosial Terkait
Operasi yang Adil
Komitmen dan Kebijakan Terkait Operasi yang Adil Commitment and Policy Related to Fair Operations
Perseroan berkomitmen untuk senantiasa menjalankan praktik-praktik The Company is committed to always implementing fair operating
operasi yang adil. Praktik ini didasari bahwa sebagai entitas bisnis practices. This practice is based on the fact that as a business entity,
Perseroan harus professional dalam menghasilkan produk dan jasanya, the Company must be professional in manufacturing its products and
menjunjung tinggi integritas dalam melaksanakan bisnisnya, memiliki offering its services, upholding integrity in conducting business, having
kesadaran untuk menciptakan iklim persaingan usaha yang sehat, the awareness to create a healthy business competition, respecting
menghargai hak cipta dan sadar untuk mematuhi peraturan perundang- copyrights and having the awareness to comply with applicable laws
undangan yang berlaku. Melalui langkah-langkah ini, Perseroan berupaya and regulations. Through these steps, the Company seeks to implement
menerapkan praktik operasi yang adil. Sebagai landasan dari praktik ini fair operating practices. The foundation of this practice is applicable
adalah peraturan perundang-undangan yang berlaku, kebijakan internal, laws and regulations, internal policies, as well as various industrial and
serta berbagai standar industri dan internasional. international standards.
Sebagai tindak lanjut dari komitmen, Perseroan mengembangan As a follow-up to this commitment, the Company has developed
berbagai kebijakan yang mendukung. Kebijakan ini tertera pada various supporting policies. These policies are stated in the Company’s
peraturan perusahaan, code of conduct, maupun dokumen lainnya. regulations, code of conduct, and other documents. In addition, the
Selain itu, Perseroan juga membangun whistleblowing systems untuk Company has also built a whistle blowing system to facilitate reports on
memudahkan pengaduan bila terdapat pelanggaran. violations.
Perseroan menjamin bahwa setiap pihak yang berkepentingan The Company guarantees that all parties get fair treatment in accordance
mendapatkan perlakuan yang adil sesuai dengan ketentuan peraturan with the provisions of applicable laws and regulations. The Company
perundang-undangan yang berlaku. Perseroan menerapkan kegiatan implements operational activities by taking into account the rights of
operasional dengan memperhatikan hak para pemangku kepentingan stakeholders to create a harmonious relation and a balance between the
sehingga menciptakan hubungan yang harmonis dan mewujudkan interests of all stakeholders.
keseimbangan atas kepentingan seluruh para pemangku kepentingan.
Lingkup dan Perumusan Terkait Operasi yang Adil The Scope and Formulation Related to Fair Operations
Perseroan berpandangan bahwa prinsip tata kelola perusahaan yang baik The Company views that the good corporate governance principles are
merupakan panduan bagi seluruh Insan Perseroan dalam menjalankan guidelines for all of the Company’s personnel in carrying out operational
kegiatan operasional, berinteraksi dengan sesama kolega, maupun activities, interacting with fellow colleagues, as well as external
dengan pemangku kepentingan eksternal serta menciptakan praktik stakeholders, and creating clean business practices and avoiding all
bisnis yang bersih dan menjauhi segala bentuk kecurangan. Berdasarkan forms of fraud. Based on these principles, the Company conducts risk
prinsip ini, Perseroan melakukan pemetaan risiko dari kegiatan bisnis mapping of its business activities. The risk mapping is aimed at ensuring
yang dilaksanakan. Tujuan pemetaan risiko ini adalah untuk memastikan that various negative risks that may occur and have an impact on the
bahwa berbagai risiko negatif yang mungkin terjadi dan berdampak company can be mitigated.
terhadap perusahaan dapat dimitigasi.
Berdasarkan hasil pemetaan risiko, lingkup praktik operasi yang adil Based on the risk mapping results, the scope of fair operations focused
dititikberatkan pada pencegahan korupsi, persaingan usaha, hak on preventing corruption, business competition, intellectual property
kekayaan intelektual, praktik politik praktis, serta kepatuhan regulasi rights, practical political practices, and general regulatory compliance.
secara umum. Pemetaan ini juga didasarkan atas review regulasi yang This mapping is also based on a review of prevailing regulations in
berlaku di Indonesia, serta berbagai standar internasional yang relevan Indonesia, as well as various relevant and applicable international
dan baik untuk diterapkan. standards.

Praktik anti korupsi merupakan perhatian utama Perseroan. Hal ini Anti-corruption practices are the Company’s main concern. The
didasarkan pengalaman terdahulu bahwa dampak penggelapan (fraud) Company has a first-hand experience that the impact of fraud greatly
sangat mempengaruhi budaya dan kinerja Perseroan. Oleh karenanya affects its culture and performance. Therefore, as a form of risk
sebagai bentuk mitigasi risiko, Perseroan menerapkan kebijakan untuk mitigation, the Company implements policies to build a system that
membangun sistem yang menutup celah pelanggaran serta menerapkan closes the gap for violations and imposes severe sanctions on them. The
sanksi berat atasnya. Pengembangan sistem ini juga merupakan development of this system is also a commitment to provide certainty
kesungguhan untuk memberikan jaminan kepastian penyelenggaraan for the implementation of good operations to all stakeholders.
praktik operasi yang baik kepada seluruh pemangku kepentingan.
Kebijakan Terkait Inisiatif Tanggung Jawab Sosial Terkait Policies on Social Responsibility Initiative Related to Fair
Operasi yang Adil Operations
Penerapan praktik operasi yang adil pada kegiatan usaha Perseroan The implementation of fair operating practices in the Company’s business
diwujudkan dalam inisiatif kebijakan strategis sebagai berikut: activities is manifested in the following strategic policy initiatives:
1. Kebijakan Terkait Anti Korupsi 1. Anti-corruption Policy
Meliputi regulasi anti korupsi, kebijakan pemberian dan penerimaan This initiative includes anti-corruption regulations, policies on giving
hadiah, jamuan, hiburan, sponsorship, donasi dan lainnya. Setiap and receiving gifts, entertainment, sponsorships, donations and
pemberian maupun penerimaan harus terlebih dahulu dilaporkan. others. All gifts and receipts must be reported beforehand. Each
Setiap pelaporan mendapatkan disposisi untuk ditindaklanjuti report gets a disposition for further follow-up.
selanjutnya.
2. Kebijakan Terkait Praktik Persaingan Usaha yang Adil 2. Policies Related to Fair Business Competition Practices
Meliputi regulasi pengadaaan barang dan jasa yang berlaku baik This initiative includes regulations for the procurement of goods
secara industri, bagian dari Badan Usaha Milik Negara, serta and services that are applicable for the industrial sector, part of
skema yang ditentukan oleh KKKS. Selain itu, sebagai kontraktor State-Owned Enterprises, and schemes determined by oil and
jasa, meliputi pula kebijakan internal pengadaan serta contractor gas contractors (KKKS). In addition, as a service contractor, the
safety management system. Setiap keikutsertaan pengadaan policy also includes internal procurement policies and contractor
barang dan jasa yang dilakukan oleh KKKS, Perseroan mengikuti safety management system. To participate in the procurement
ketentuan maupun skema wilayah kerja yang berlaku. Sementara of goods and services carried out by KKKS, the Company follows
saat melakukan pengadaan, Perseroan memastikan layanan jasa the provisions and the applicable scheme in the working areas.
terbaik dengan menerapkan praktik kesehatan dan keselamatan Meanwhile, during the procurement process, the Company ensures
kerja terhadap mitra. the best services by implementing occupational health and safety
practices for partners.
3. Komitmen Perseroan untuk Menghormati Hak Atas Kekayaan 3. The Company’s Commitment to Respect Intellectual Property
Intelektual Rights
Meliputi berbagai regulasi hak atas kekayaan intelektual yang This includes various applicable regulations on intellectual property
belaku, serta kebijakan internal dalam melakukan improvisasi rights, as well as internal policies in conducting improvisations
maupun inovasi. Hasil improvisasi maupun inovasi, didaftarkan and innovations. The results of improvisation and innovation are
kepada kementerian terkait untuk diverifikasi keabsahannya. registered to the relevant ministries to verify their validity.
4. Kebijakan Perseroan terhadap Lobi, Kontribusi Politik dan 4. The Company’s Policy on Lobbying, Political Contributions, and
Keterlibatan Politik Political Involvement
Meliputi kebijakan benturan kepentingan praktik proses bisnis This includes the policy of conflicts of interest in business
dengan kegiatan terkait politik, termasuk di dalamnya larangan processes with political-related activities, including prohibitions on
sponsor, donasi dan sebagainya. Sementara itu, hak-hak pekerja sponsorship, donations and so on. Meanwhile, the rights of workers
sebagai individu untuk ikut serta dalam kegiatan politik dipersilahkan as individuals to participate in political activities are welcome as
selama tidak ada benturan kepentingan. long as there is no conflict of interest.
5. Komitmen Perseroan dalam Rangka Patuh Hukum dan Regulasi 5. The Company’s Commitment to Comply with Laws and Regulations
Meliputi berbagai regulasi yang berlaku terhadap praktik bisnis This includes various regulations that apply to the Company’s
Perseroan. Tidak hanya sebagai perusahaan jasa energi melainkan business practices. Not only as an energy service company but also
pula sebagai perusahaan terbuka. Selain itu, Perseroan juga as a public company. In addition, the Company also adopts various
mengadopsi berbagai standar international maupun industri untuk international and industrial standards to provide the best service.
memberikan layanan terbaik.

Perencanaan Tanggung Jawab Sosial Terkait Operasi Social Responsibility Planning Related to Fair
yang Adil Operations
Perseroan senantiasa melakukan perencanaan untuk menjamin The Company always creates planning to ensure the implementation of
terlaksananya semua kebijakan praktik operasi yang adil. Proses ini all fair operating practice policies. This process is implemented by many
diterapkan oleh banyak fungsi relevan tergantung pada lingkup area. relevant functions, depending on the scope of the area. Anti-corruption
Praktik anti korupsi dan anti politik praktis merupakan ranah dari and anti-practical political activities are coordinated by the Corporate
Corporate Secretary. Praktik persaingan usaha yang sehat merupakan Secretary. The practice of fair business competition is the domain of
ranah dari Marketing dan Supply Chain Management. Sementara Marketing and Supply Chain Management. Meanwhile, respect for
penghormatan hak kekayaan intelektual merupakan ranah dari intellectual property rights is the domain of the Engineering Center &
Engineering Center & Quality Management beserta Legal & Contract. Quality Management and Legal & Contract.
Pelaksanaan dan Pencapaian Inisiatif Tanggung Jawab The Implementation and Achievement of Social
Sosial Terkait Operasi yang Adil Responsibility Related to Fair Operations
Perseroan berkomitmen untuk menerapkan menjalankan praktik The Company is committed to implementing business practices by
bisnis dengan mengedepankan prinsip-prinsip praktik operasi yang prioritizing the principles of fair operating practices. The implementation
adil. Penerapannya ini mengacu peraturan perundang-undangan yang refers to applicable laws and regulations, as well as internal policies. Fair
berlaku, serta kebijakan internal yang diimplementasikan. Praktik operating practices include anti-corruption practices, healthy business
operasi yang adil meliputi praktik anti korupsi, persaingan usaha secara competition, respect for intellectual property rights, freedom from
sehat, menghormati hak kekayaan intelektual, keterbebasan dari praktik political practices, and commitment to regulatory compliance in general.
politik, serta komitmen kepatuhan regulasi secara umum.
1. Praktik Usaha Anti Korupsi 1. Anti-Corruption Business Practice
Sebagai perusahaan jasa, integritas merupakan komitmen utama As a service company, integrity is the Company’s main commitment
Perseroan dalam memberikan pelayanan. Oleh karenanya dalam in providing services. Therefore, in terms of cultural values, the
nilai budaya, Perseroan memiliki nilai clean yang bermakna Company has a clean value, which means having integrity and high
memiliki integritas, komitmen tinggi dan dapat diandalkan dalam commitment, as well as being reliable in carrying out each of its
menjalankan setiap aktivitas bisnis perusahaan. business activity.

Komitmen ini sejalan dengan undang-undang anti korupsi, serta tak This commitment is in line with the anti-corruption law and
terpisahkan dengan impelementasi prinsip tata kelola perusahaan inseparable from the implementation of good corporate governance
yang baik. Tujuannya antara lain meningkatkan kepercayaan principles. The objectives are increasing the trust of consumers,
pelanggan, investor, pemegang saham serta publik secara umum. investors, shareholders, and the public.
Untuk itu, Perseroan berupaya menutup pintu-pintu yang membuka Hence, the Company seeks to refrain from opportunities for misuse
peluang terjadinya penyalahgunaan jabatan, praktik gratifikasi of positions, gratuity and bribery practices. This commitment is
maupun penyuapan. Komitmen ini tercantum dalam standar stated in the ethical standards of behavior and applies to all of
etika perilaku dan berlaku bagi seluruh karyawan Perseroan tanpa the Company’s employees without exception. Employees are
terkecuali. Karyawan diharuskan menandatangani pakta integritas required to sign an integrity pact that contains a commitment to
yang berisi komitmen anti korupsi, kolusi, dan nepotisme. Pakta anti-corruption, collusion and nepotism. This pact also requires
ini juga mengharuskan semua karyawan untuk bertindak jujur dan all employees to act honestly and avoid giving or receiving gifts or
menghindari memberi maupun menerima hadiah atau penyuapan. bribes.
Atas penerapan komitmen ini, pada 2021 tidak ada insiden korupsi Due this commitment, there were no proven corruption incidents in
yang terbukti dan tindakan yang diambil atas insiden tersebut. 2021, thus no action were taken on these incidents.
2. Persaingan Usaha Secara Sehat 2. Healthy Business Competition

Dalam melaksanakan bisnis, Perseroan senantiasa mengikuti In conducting business, the Company always follows the applicable
ketentuan bisnis yang diberlakukan dan bersaing secara sehat. business provisions and competes fairly. In general, there are two
Secara umum, ada dua mekanisme yang diberlakukan oleh klien mechanisms applied by clients to the Company, namely tenders
terhadap Perseroan, yaitu tender dan penunjukan langsung. and direct appointments. Generally, the determination of this
Umumnya penentuan mekanisme ini mengikuti skema wilayah mechanism follows the scheme of the work area chosen by the oil
kerja yang dipilih oleh KKKS sebagai klien. Pada skema cost recovery, and gas contractor (KKKS) as the client. In the cost-recovery scheme,
Perseroan mengikuti tender sebagaimana diberlakukan. Sebaliknya the Company participates in a tender. On the contrary, in the gross-
pada skema gross split, Perseroan mengikuti ketentuan klien, baik split scheme, the Company follows the client’s requirements,
ditunjuk langsung ataupun mengikuti tender. whether the Company is directly appointed or participating in a
tender.


Perseroan berupaya semaksimal mungkin merumuskan strategi- The Company makes every effort to formulate specific strategies
strategi khusus untuk memenangkan persaingan, dengan tetap to win the competition, while still upholding healthy business
menjunjung tinggi praktik usaha yang sehat. Pada 2021, tidak ada practices. In 2021, there were no reports and anti-competitive
laporan dan tindakan antipersaingan yang terkait dengan praktik actions related to the Company’s business practices.
bisnis Perseroan.
Selain hal itu, Perseroan juga memberikan kesempatan yang sama Additionally, the Company also provides equal opportunities to all
kepada semua pihak untuk menjadi mitra dalam proses pengadaan parties to become partners for the goods and services procurement.
barang dan jasa. Setiap perusahaan yang ingin menjadi mitra kerja Every company that wants to become a partner must first register
harus terlebih dahulu mendaftar sebagai rekanan Perseroan. Hal as a partner of the Company. This way, the Company can ensure the
ini dimaksudkan agar Perseroan dapat memastikan keberadaan existence and legality of the partners’ administrative requirements,
dan legalitas persyaratan administratif mitra telah sesuai dengan in accordance with applicable laws and regulations.
peraturan perundang-undangan yang berlaku.
Khusus untuk mitra yang memiliki risiko tinggi kecelakaan kerja, For partners that specifically have high risk of work incidents, the
Perseroan memiliki dan menerapkan contractor safety management Company implements a contractor safety management system.
system. Melalui sistem ini, Perseroan berupaya memastikan bahwa Through this system, the Company ensures that its partners also
mitra kerja juga menerapkan standar kesehatan dan keselamatan apply good occupational health and safety standards.
kerja yang baik pula.
Untuk proses pemilihan mitra kerja diterapkan dengan prinsip The process for selecting partners is implemented in accordance
transparan, terbuka, adil dan kompetitif. Mitra kerja diseleksi with several principles, including transparency, open, fair and
berdasarkan ketentuan yang diatur dalam ketentuan dan syarat competitive. Partners are selected based on the provisions stipulated
pengadaan. Ketentuan ini berlaku untuk seluruh mitra kerja baik in the procurement’s terms and conditions. These provisions apply
lokal maupun multinasional. Detail mengenai proses ini terdapat to all partners, both local and multinational. Details regarding this
pada Pedoman Tata Cara Pengadaan Barang dan Jasa. Sebagai process can be found in the Guidelines for the Procurement of
bentuk sosialisasi perkembangan Perseroan kepada mitra kerja, Goods and Services. As a form of the socialization of the Company’s
Perseroan menyelenggarakan vendor annual meeting setiap development to its partners, the Company holds vendor meetings
tahunnya. annually.
3. Penghormatan Hak Kekayaan Intelektual 3. Respect for Intellectual Property Rights

Perseroan sangat menjunjung originalitas dan hak kekayaan The Company highly respects originality and intellectual property
intelektual. Oleh karenanya, Perseroan terus mengembangkan rights. Therefore, the Company continues to develop various
berbagai inovasi dengan tetap memperhatikan unsur originalitas innovations while taking into account elements of originality and
serta aspek-aspek kekayaan intelektual yang ada. Dasar dari existing intellectual property aspects. The basis of respect for
penghormatan hak kekayaan intelektual yang diterapkan Perseroan intellectual property rights applied by the Company is the applicable
adalah peraturan maupun perundang-undangan Hak Kekayaan laws and regulations on Intellectual Property Rights in Indonesia.
Intelektual yang berlaku di Indonesia.
Sebagai bentuk penjagaan maupun verifikasi atas berbagai inovasi As a form of safeguarding and verification of various innovations
yang telah dikembangkan, Perseroan juga mendaftarkan berbagai that have been developed, the Company also registers various
produk maupun jasanya ke Kementrian Hukum dan HAM. Selama products and services with the Ministry of Law and Human Rights.
2021, tidak ada gugatan hukum yang dilayangkan ke Perseroan Throughout 2021, no lawsuits were filed against the Company with
dengan dugaan pengakuan terhadap hak kekayaan intelektual allegations of acknowledging the intellectual property rights of
badan maupun orang lain. other entities or persons.
4. Praktik Usaha Bebas Politik 4. Political-Free Business Practices

Perseroan menjamin hak berpolitik karyawan sebagaimana diatur The Company guarantees employees’ political rights as regulated
pada undang-undang dan selama bebas dari benturan kepentingan by law and as long as they are free from conflicts of interest that
yang merugikan perusahaan. Dalam menyelenggarakan usaha, could harm the company. In conducting business, the Company
Perseroan memiliki sejumlah kebijakan yang mengatur larangan has a number of policies that regulate the prohibition of business
praktik usaha yang berkaitan dengan politik praktis. Hal ini meliputi practices related to practical politics. This includes various activities
berbagai aktivitas pemberian sponsor, hadiah, donasi maupun of providing sponsorships, gifts, donations and others with practical
lainnya dengan tujuan politik praktis. Kebijakan ini disosialisasikan political purposes. These policies are continuously disseminated to
secara kontinyu kepada seluruh karyawan. Melalui upaya ini, all employees. Through this effort, the Company ensures political

Perseroan memastikan praktik usaha bebas politik. Sepanjang free business practices. Throughout 2021, there were no complaints
2021, tidak ada keluhan maupun teguran pihak ketiga tentang or warnings from third parties regarding the involvement of the
keterlibatan Dewan Komisaris, Direksi maupun karyawan mengenai Board of Commissioners, Directors and employees in practical
politik prastis. politics.
5. Komitmen Kepatuhan Regulasi Secara Umum 5. Commitment to Comply with Regulations

Sebagai bagian dari badan usaha di Indonesia, Perseroan As part of a business entity in Indonesia, the Company is committed
berkomitmen untuk mematuhi berbagai regulasi yang berlaku. to complying with various applicable regulations. This compliance is
Kepatuhan ini tidak hanya sebatas peraturan maupun perundang- not only limited to laws and regulations, but also various regulatory
undangan, melainkan berbagai kepatuhan regulasi yang diharapkan compliances expected by regulators who are authorized by the
oleh regulator yang diberi kewenangan oleh Pemerintah. Hal ini Government. This includes the Regulations of the Financial Services
meliputi Peraturan Otoritas Jasa Keuangan, maupun Bursa Efek Authority, as well as the Indonesia Stock Exchange. Throughout
Indonesia. Sepanjang 2021, tidak ada teguran yang diterima 2021, the Company received no warnings due to negligence in
Perseroan akibat kelalaian terhadap regulasi tertentu. certain regulations.
Selain itu, Perseroan menyadari bahwa standarisari perlu pula The Company also realizes that standardization also needs to be
dikembangkan. Oleh karenanya, secara mandiri Perseroan updated. Therefore, the Company independently takes the initiative
berinisiatif mengimplementasikan berbagai standar yang berlaku di to implement various standards that apply in the industry and
industri serta internasional. internationally.
Prosedur dan Mekanisme Penanganan Konflik Terkait Procedures and Mechanisms of Conflict Management
Operasi yang Adil Related to Fair Operations
Perseroan menjamin terlaksananya kebijakan dengan baik dan The Company ensures the proper implementation of policies and
meminimalisasi konflik yang terjadi terkait kegiatan operasi yang adil. minimizes conflicts that occur related to fair operations. Therefore, the
Oleh karenanya, Perseroan membuka akses whistleblowing system Company opens access to a whistle blowing system that can be accessed
yang terbuka luas untuk para pemangku kepentingan. Whistleblowing by all stakeholders. The Whistle blowing system can be accessed
system dapat diakses melalui alamat web whistleblower.elnusa.co.id through the web address whistleblower.elnusa.co.id. Any protests
Setiap keluhan maupun pengaduan yang sampai, akan ditindaklanjuti or complaints will be followed up independently and confidentially
secara independen dan rahasia oleh fungsi-fungsi terkait. Identitas by the related functions. The identity of the person who files the
pelapor dijamin kerahasiaannya, sehingga mekanisme ini aman bagi complaint is guaranteed confidentiality, so this mechanism is safe for
para pelapor. the whistleblower.
Pelaporan yang masuk akan ditelusuri fakta material yang terjadi. Bila Incoming reports will be traced to find the material facts. If there is a
memang terdapat pelanggaran, maka Perseroan akan memberikan violation, the Company will impose sanctions according to the level of
sanksi sesuai dengan tingkatan pelanggaran yang dilakukan. Sepanjang the violation committed. Throughout 2021, the Company has received
2021, Perseroan telah menerima informasi keluhan maupun pelaporan information on complaints and reports of violations from several parties.
pelanggaran dari beberapa pihak. Informasi ini kemudian ditindaklanjuti This information is then followed up and completed in accordance with
dan diselesaikan sesuai Peraturan Perusahaan yang berlaku. applicable Company Regulations.
Sertifikasi Terkait Operasi yang Adil Certification Related to Fair Operations

Perseroan belum memiliki sertifikasi atas praktik operasi yang adil. The Company does not have a certification for fair operating practices.
Namun demikian, Perseroan telah terserfikasi ISO 9001 Manajemen However, the Company has been certified ISO 9001 Quality Management
Mutu oleh lembaga sertifikasi eksternal. Sertifikasi ini merupakan salah by an external certification body. This certification is a form of verification
satu bentuk verifikasi atas keunggulan layanan yang Perseroan berikan, of the Company’s excellent services, including fair operating practices.
termasuk di dalamnya praktik operasi yang adil.
Penghargaan Terkait Operasi yang Adil Awards Related to Fair Operations

Perseroan mendapatkan banyak penghargaan dari klien atas jasa yang The Company achieves many awards from clients for its services. In
diberikan. Berbagai penghargaan yang diberikan ini secara umum dapat general, it can be assumed that these various awards were reflection
diasumsikan bahwa pelanggan mendapatkan kepuasan atas layanan of customers’ satisfaction with the Company’s services, including fair
Perseroan, termasuk di dalamnya praktik- praktik operasi yang adil yang operating activities carried out by the Company. One of them is regarding
dijalankan Perseroan. Salah satunya adalah mengenai praktik antikorupsi the implementation of anti-corruption practices.
yang diimplementasikan.

Tanggung Jawab Sosial Terkait

Hak Asasi Manusia (HAM)
Social Responsibility towards Human Rights
Komitmen dan Kebijakan Terkait Hak Asasi Manusia Commitment and Policies Related to Human Rights
Sebagai perusahaan jasa energi, sumber daya manusia merupakan aset As an energy service company, human resources are the main assets
utama yang dimiliki Perseroan. Oleh karenanya, Perseroan berupaya owned by the Company. Therefore, the Company exerts in managing
penuh dalam pengelolaan sumber daya manusia. Pengelolaan ini human resources. The management includes guarantees of human
termasuk jaminan hak asasi manusia yang merupakan hak dasar. rights, which are basic rights. The Company’s commitment is to make
Komitmen Perseroan adalah berupaya memastikan kesetaraan hak serta sure equality in rights and opportunities to participate and contribute to
kesempatan untuk berpartisipasi dan memberikan kontribusi dalam the Company’s business practices.
praktik bisnis yang dijalankan Perseroan.
Landasan dasar Perseroan sebagai kebijakan pengelolaan hak asasi The basic foundation used by the Company for the human rights
manusia mengacu pada ISO 26000 Tanggung Jawab Sosial. Hal ini management policy refers to ISO 26000 Social Responsibility. This
meliputi praktik nondiskriminasi dan perhatian pada kelompok rentan; includes the practice of non-discrimination and attention to vulnerable
termasuk di dalamnya masyarakat lokal, perempuan, orang dengan groups; including local communities, women, people with disabilities
disabilitas dan lain-lain. and others.
Cakupan definitif ini telah dilaksanakan oleh Perseroan, baik dalam This definitive scope has been carried out by the Company, both in
kegiatan operasional yang melibatkan karyawan, maupun kegiatan operational activities involving employees, as well as in managing
pengelolaan kegiatan usaha yang melibatkan masyarakat di sekitar business that involve the community around the business location.
lokasi usaha. Perseroan mendefinisikan hak asasi manusia sebagai The Company defines human rights as fundamental rights for every
hak mendasar bagi setiap individu yang terlibat maupun yang terkena individual involved and affected by the Company’s operational and
dampak dari kegiatan operasi dan usaha yang dilakukan Perseroan. business activities.
Lingkup dan Perumusan terhadap Hak Asasi Manusia The Scope and Formulation of Human Rights
Komitmen Perseroan dalam penegakan hak asasi manusia adalah The Company’s commitment to upholding human rights is to treat
memperlakukan semua karyawan, calon karyawan, mitra kerja dan all employees, potential employees, business partners and the local
masyarakat lokal secara setara tanpa membedakan jenis kelamin, community equally regardless of their gender, ethnicity, religion, race
suku, agama, ras dan pandangan politik. Perseroan memberikan pula and political views. The Company also provides opportunities and equal
kesempatan dan kesetaraan hak kepada penyandang disabilitas untuk rights to persons with disabilities to participate in and contribute to the
turut serta berkontribusi dalam kegiatan operasional yang dijalankan. Company’s operational activities. This commitment does not only apply
Perhatian ini tidak hanya melingkupi pelaksanaan di area kantor pusat, in the head office area, but also in the operational area, while taking into
melainkan pula di area operasi dengan tetap memperhatikan berbagai account potential risks that may arise.
risiko yang mungkin muncul.
Perseroan juga menjamin hak masyarakat lokal untuk turut berkontribusi The Company also guarantees the rights of local communities to
dan menjalani kehidupan dengan tenang tanpa terganggu atau terkena contribute and live peacefully without disturbances or experiencing
dampak negatif akibat kegiatan operasional Perseroan. Jika upaya negative impacts from the Company’s operational activities. If there are
penghormatan hak asasi manusia sudah ditegakkan, dan ternyata problems related to human rights despite efforts to uphold the value, the
masih terjadi masalah yang berkaitan dengan hak asasi manusia, maka Company will try to resolve the problem properly through deliberations
Perseroan berusaha untuk menyelesaikan masalah tersebut dengan baik, to reach consensus. With these considerations, the Company makes
melalui musyawarah untuk mufakat. Dengan berbagai pertimbangan ini, every effort to ensure that human rights are well-managed.
maka Perseroan berupaya semaksimal mungkin agar hak asasi manusia
dapat terkelola dengan baik.

Perencanaan Tanggung Jawab Sosial Bidang Hak Asasi Planning for Social Responsibility towards Human
Manusia Rights
Perseroan menargetkan untuk senantiasa menjalankan prinsip- prinsip The Company aims to continuously implement the human rights
hak asasi manusia yang ditujukan untuk membina hubungan industrial principles, which is intended to foster industrial relations proportionally
secara proporsional serta menciptakan hubungan yang sinergis and create a synergy between the Company and employees to increase
antara Perseroan dan karyawan untuk meningkatkan nilai. Program values. The social responsibility programs on human rights that are
tanggung jawab sosial terkait hak asasi manusia yang direncanakan planned by the Company include equality in employment opportunities
oleh Perseroan di antaranya adalah kesetaraan dalam kesempatan and competency development, fairness in wage and elimination of
kerja dan pengembangan kompetensi, keadilan dalam pengupahan discrimination, as well as protection for submitted aspirations and
dan penghapusan diskriminasi, serta perlindungan penyaluran aspirasi complaints. The social responsibility programs on human rights
dan pengaduan karyawan. Program kegiatan tanggung jawab terkait are expected to have a positive impact on the improvement of the
dengan hak asasi manusia ini, diharapkan membawa dampak positif Company’s productivity and performance. In the end, this will improve
bagi peningkatan produktivitas dan kinerja Perseroan, sehingga pada employees’ welfare that is in line with stakeholders’ expectations.
akhirnya dapat membawa pengaruh kepada peningkatan kesejahteraan
karyawan sesuai dengan harapan stakeholder.
Pelaksanaan dan Pencapaian Inisiatif Tanggung Jawab Implementation and Achievement of Social
Sosial Bidang Hak Asasi Manusia Responsibility Initiatives in Human Rights
Dalam upaya memenuhi tanggung jawab sosial di bidang Hak Asasi In an effort to fulfill social responsibility in the field of Human Rights, the
Manusia, Perseroran menerapkan berbagai upaya. Beberapa di Company has carried out various efforts. Some of them are as follows:
antaranya adalah sebagai berikut:
1. Kesetaraan dan Kesempatan Bekerja Penyandang Disabilitas 1. Equality and Work Opportunities for People with Disabilities
Perseroan mempraktikan praktik ketenagakerjaan secara The Company adopts labor practices professionally regardless of
professional tanpa membedakan suku, agama, ras, golongan, ethnicity, religion, race, class, gender, and physical conditions. This
gender, dan kondisi fisik. Hal ini termasuk kesempatan bagi includes opportunities for people with disabilities to work and
penyandang disabilitas untuk dapat berkarya dan berkontribusi contribute as Company Workers. In addition to obtaining the best
sebagai Pekerja Perseroan. Selain untuk memperoleh talenta available talent, this is also done to create a corporate culture that
terbaik yang ada, hal ini juga dilakukan untuk menciptakan budaya values diversity.
Perseroan yang menghargai keberagaman.
2. Pelibatan Masyarakat dalam Kegiatan Operasi 2. Community Involvement in Operations
Perseroan memberikan kesempatan dan kesetaraan yang sama The Company provides equal opportunities and equality to local
kepada masyarakat lokal untuk berkontribusi dalam berbagai communities to contribute to various activities in the area of
kegiatan di area operasi. Tentunya hal ini dengan mempertimbangkan operations. Of course, these opportunities will consider various
berbagai faktor, salah satunya adalah kesehatan dan keselamatan factors, one of which is occupational health and safety. Involvement
kerja. Pelibatan masyarakat lokal sebagai bagian dari proyek of local communities in the Company’s projects is generally as
perusahaan umumnya adalah sebagai tenaga teknis. Fungsi technical personnel. The work functions are local public relations,
kerja yang dilibatkan antara lain sebagai humas lokal, pekerja drilling workers, topography and so on in seismic surveys, to
pengeboran, topografi dan sebagainya dalam survei seismik, hingga administrators and other jobs. In this engagement, no local people
admin maupun pekerjaan lainnya. Dalam pelibatan ini, tidak ada are forced to work, nor are underage workers. Additionally, each
masyarakat lokal yang dipekerjakan secara paksa, maupun pekerja worker also receives honorarium in accordance with the initial
di bawah umur. Selain itu setiap pekerja juga mendapatkan honor agreement.
sesuai dengan kesepakatan awal.
3. Kebebasan Berserikat 3. Freedom of Association
Perseroan memberikan hak kepada karyawan untuk bergabung The Company grants the right to employees to join labor union
dalam organisasi serikat pekerja. Organisasi ini diakui sebagai organizations. This organization is recognized as a legitimate
organisasi sah mewakili kepentingan karyawan di perusahaan organization representing the interests of employees in the Company
serta dilibatkan dalam proses penyusunan Peraturan Perusahaan. and is involved in the process of drafting the Company’s Regulations.
Berbagai persoalan terkait ketenagakerjaan didiskusikan untuk Various labor-related issues were discussed for deliberation to reach
musyawarah mufakat secara bipartit maupun tripartit. consensus in bipartite and tripartite agreements.
4. Kegiatan Ibadah Keagamaan 4. Religious Worship Activities
Perseroan memberikan kesempatan serta keleluasan kepada The Company provides opportunities and flexibility for employees
karyawan untuk menjalankan kegiatan ibadah wajib, sesuai dengan to carry out compulsory worship activities, in accordance with
agama yang dianutnya. Perseroan juga menyediakan tempat dan their religions. The Company also provides a place of worship and
sarana ibadah, untuk dipergunakan sebagai tempat peribadatan facilities that can be used as a place of worship.
tersebut.

Inisiatif Tanggung Jawab Sosial Bidang Hak Asasi Initiatives of Social Responsibility towards Human
Manusia Rights
Perseroan berkomitmen untuk menjadi perusahaan terkemuka jasa The Company is committed to becoming a leading company in energy
energi melalui solusi total terbaik pada layanannya. Solusi total ini services by offering the best total solution services. This total solution
sangat di pengaruhi oleh implementasi budaya kerja produktif dan service is strongly influenced by the implementation of a planned and
terencana dalam organisasi. Maka Perseroan menetapkan sebagai productive work culture in the organization. Thus, the Company sets an
salah satu instrument untuk membentuk budaya kerja yang produktif instrument to ensure the establishment of productive and high-quality
dan berkualitas dengan mengatur hak-hak dan kewajibaan normatif work culture by regulating workers’ normative rights and obligations
pekerja yang meliputi syaratsyarat kerja, tata tertib, kondisi kerja that include work requirements, code of conduct, working conditions,
serta mewujudkan kepastian hukum bagi pekerja dalam pelaksanaan as well as ensures legal certainty for workers, especially on their work
hubungan kerjanya dengan Perseroan. Hal ini untuk mendorong kinerja relations with the Company. The objective is to improve performance
sebagaimana harapan bersama dan juga untuk meningkatkan motivasi as targeted and increase motivation and peace of mind at work and
dan ketenangan bekerja serta meningkatkan kesejahteraan pekerja. improve the welfare of workers.
Dalam membuat Peraturan Perusahaan yang mengatur tentang hak In creating the Company’s Regulations that regulate workers’ rights
dan kewajiban pekerja, Perseroan melakukan konsultasi dengan Serikat and obligations, the Company also consulted the Company’s Labor
Pekerja Perseroan. Dimana Peraturan Perusahaan ini wajib ditaati serta Union. The Company’s Regulations must be obeyed and fulfilled by the
di penuhi oleh Perseroan, Serikat Pekerja, dan seluruh pekerja. Company, Labor Union, and all workers.
Prosedur dan Mekanisme Penanganan Konflik Terkait Procedures and Mechanisms for Managing Conflict
Hak Asasi Manusia Related to Human Rights
Perseroan menjamin terlaksananya kebijakan dengan baik dan The Company guarantees proper implementation of policies and
meminimalisasi konflik yang terjadi terkait hak asasi manusia. Oleh minimizes human rights-related conflicts. Therefore, the Company
karenanya, Perseroan mempersilahkan setiap aduan permasalahan allows every complaint to be submitted to the union. Any complaints or
disampaikan kepada serikat pekerja. Setiap keluhan maupun pengaduan reports will be followed up independently. Labor unions can advocate or
yang sampai akan ditindaklanjuti secara independen. Serikat pekerja ask for a solution to a problem.
dapat melakukan advokasi maupun meminta ruang penyelesaian atas
suatu permasalahan.
Dampak Terkait Praktik Hak Asasi Manusia Impacts Regarding Human Rights
Atas pengelolaan ini, hubungan antara Perseroan dan serikat pekerja Due to this management, the relation between the Company and labor
sebagai organisasi karyawan yang sah berlangsung dengan baik. unions as a legitimate employee organization runs well. Throughout
Sepanjang 2021, tidak ada persoalan antara Perseroan dengan serikat 2021, there were no problems between the Company and labor unions
pekerja maupun karyawan. or employees.
Sertifikasi Terkait Praktik Hak Asasi Manusia Certification Related to Human Rights Practices
Perseroan menerapkan ISO 26000 sebagai panduan praktik hak asasi The Company applies ISO 26000 as a guide to human rights practices.
manusia. Penerapan ini meliputi kesempatan serta kesetaraan hak The implementation includes opportunities and equal rights of
individu untuk berkontribusi terhadap kemajuan perusahaan, praktik individuals to contribute to the Company’s progress, non-discrimination
nondiskriminasi terhadap pekerja pada gender, etnis maupun suku yang practice against workers of different genders, ethnicities, as well as
berbeda, serta dorongan untuk pekerja disabilitas. encouragement for workers with disabilities.

Perusahaan Bidang Lingkungan
Hidup
Corporate Social Responsibility towards the Environemnt
Komitmen dan Kebijakan Commitment and Policy

Perseroan menyadari bahwa aktivitas operasional yang dilakukan The Company realizes that its operational activities can have positive
dapat memberikan dampak positif maupun negatif bagi lingkungan or negative effects on the environment. Therefore, the Company is
hidup. Oleh karena itu, Perseroan berkomitmen untuk memaksimalkan committed to maximizing the positive impacts of operational activities,
dampak positif dari kegiatan operasional, serta meminimalkan dampak as well as minimizing the negative impacts on the environment. This
negatif yang dihasilkan terhadap lingkungan. Komitmen ini direalisasikan commitment is embodied by making the best possible environmental
dengan melakukan pengelolaan lingkungan sebaik mungkin. management.
Upaya untuk mengimplementasikan pengelolaan lingkungan hidup ini Efforts to implement the environmental management are outlined in the
dituangkan dalam kebijakan sebagai berikut: following policies:
1. Memastikan pengelolaan lingkungan sesuai dengan regulasi, 1. Ensure that environmental management is in line with the
persyaratan pelanggan dan memenuhi standar industri yang berlaku regulations, customer requirements, and applicable standards in
the industry.
2. Memitigasi risiko serta meminimalisasi dampak negatif dari aktivitas 2. Mitigate risks and minimize negative impacts from the Company’s
perusahaan dengan perbaikan berkelanjutan activities through continuous improvements.
3. Melaksanakan pengukuran dan pemantauan kualitas lingkungan 3. Implement the environmental quality measurement and monitoring
secara berkala periodically.
4. Menggunakan teknologi dan sarana-prasarana yang memenuhi 4. Use technologies, as well as infrastructures and facilities that meet
standar pengelolaan lingkungan. the environmental management standards.
5. Menyiapkan emergency response dan Sumber daya manusia yang 5. Prepare a competent emergency response program and human
kompeten resourcs.
Sebagai landasan dari penerapan pengelolaan lingkungan hidup yang The basis for implementation of the Company’s environmental
dilakukan Perseroan adalah Undang-Undang No. 32 Tahun 2009 tentang management are Law No. 32 of 2009 concerning Environmental
Perlindungan dan Pengelolaan Lingkungan Hidup, Undang-Undang No. Protection and Management, Law No. 18 of 2008 concerning Waste
18 Tahun 2008 mengenai Pengelolaan Sampah, Undang-Undang No. Management, Law No. 17 of 2019 concerning Water Resources,
17 Tahun 2019 tentang Sumber Daya Air, Peraturan Pemerintah No. 22 Government Regulations No. 22 of 2021 concerning the Implementation
Tahun 2021 tentang Penyelenggaraan Perlindungan dan Pengelolaan of Environmental Protection and Management.
Lingkungan Hidup.
Risiko dan Dampak Kegiatan Usaha Perusahaan Risks and Impacts of the Company’s Business Activities
terhadap Lingkungan on the Environment
Perseroan memiliki tiga jasa utama yang sifat layanannya berbeda- beda. The Company has three main services with different business nature.
Jasa hulu migas dengan lini jasa survei seismik umumnya berlokasi di Upstream oil and gas services with seismic survey services are generally
area pemukiman penduduk, hutan, hingga laut. Sementara lini jasa located in residential areas, forests, and the sea. Meanwhile, oil and
pengeboran dan pengelolaan lapangan migas umumnya berlokasi di gas field management and drilling services are generally located
area operasional yang lebih terbatas bagi penduduk. Jasa distribusi in operational areas that are more restricted to residents. Energy
dan logistik energi dengan kegiatan utama distribusi BBM beroperasi di distribution and logistics services, with fuel distribution as the main
berbagai wilayah padat penduduk. Jasa pendukung umumnya beroperasi activity, operate in various densely populated areas. Supporting services
di area fabrikasi ataupun warehouse. generally operate in the fabrication or warehouse area.

Perbedaaan sifat layanan yang berbeda-beda ini tentunya memiliki risiko The differences in business nature of each service certainly pose risks
dan menimbulkan dampak yang berbeda-beda terhadap lingkungan. and could cause different impacts on the environment. For the upstream
Pada jasa hulu migas lini jasa survei seimik, Perseroan menggunakan oil and gas with seismic survey services, the Company uses various
berbagai sumber getar dalam proses perekaman, memanfaatkan air sources of vibration in the recording process, utilizes the surrounding
sekitar untuk pengeboran, hingga melakukan pembukaan lintasan bila water for drilling, and opens the track if necessary. Negative risks that
diperlukan. Salah satu risiko negatif yang mungkin muncul dari berbagai may arise from these activities include changes in the underground and
aktivitas ini antara lain perubahan struktur bawah tanah maupun lautan, ocean structure, changes in the surrounding vegetation and the waste
berubahnya vegetasi sekitar hingga limbah yang dihasilkan. results.
Sementara pada jasa hulu migas lini jasa pengeboran dan pengelolaan Meanwhile, for drilling and oil and gas field management services, the
lapangan migas, Perseroan menggunakan alat pengeboran modular Company uses modular drilling equipments to reach oil sources. The
untuk mencapai sumber minyak. Kedalaman pengeboran dapat depth of drilling can reach thousands of meters below ground level.
mencapai ribuan meter di bawah permukaan tanah. Selain itu, perseroan In addition, the Company also uses various technologies to increase
juga menggunakan berbagai teknologi untuk meningkatkan produksi production, including the use of materials and chemical compounds.
termasuk penggunaan material maupun senyawa kimia. Risiko negatif Negative risks arising from these activities include environmental
yang muncul dari aktivitas ini antara lain pencemaran lingkungan karena pollution due to the use of material or chemical compounds, oil spills
material ataupun senyawa kimia yang digunakan, adanya tumpahan and hazard waste.
minyak hingga limbah B3 yang dihasilkan.
Pada jasa distribusi dan logistik energi, Perseroan mendistribusikan BBM In energy distribution and logistics services, the Company distributes fuel
dari suatu titik ke titik lainnya. Risiko negatif yang mungkin muncul adalah from one point to another. Negative risks that may arise are fuel spills
terjadinya tumpahan BBM hingga pencemaran udara yang dihasilkan to air pollution generated from motor vehicles. Meanwhile, supporting
dari kendaraan bermotor. Sementara jasa penunjang, memiliki risiko services have a negative risk such as hazardous waste pollution as a
negatif yaitu pencemaran limbah B3 sebagai hasil aktivitas fabrikasi. result of fabrication activities.
Berdasarkan berbagai risiko negatif ini, Perseroan berupaya sebaik Based on these negative risks, the Company makes full efforts to manage
mungkin melakukan pengelolaan lingkungan melalui berbagai kebijakan the environment through various policies or programs.
maupun program-program yang dilaksanakan.
Rencana dan Target Kegiatan di Sepanjang Tahun 2021 Plans and Target of Activities in 2021
Secara umum, Perseroan merencanakan berbagai program pengelolaan In general, the Company planned various environmental management
lingkungan baik di wilayah operasi, cabang, maupun kantor pusat. programs in the area of operations, branch offices, and head office. The
Program-program yang dilakukan meliputi upaya pengelolaan programs included efforts to manage energy, materials, water, or other
energi, material, air maupun sumber daya lain, pengukuran maupun resources, measurement and monitoring the quality of environment,
pemantauan kualitas lingkungan, memastikan tidak terjadinya tumpahan ensure the absence of oil spills, and so on.
minyak, dan sebagainya.
Sebagai target kinerja di tahun 2021, Perseroan menargetkan tidak For the performance target in 2021, the Company had targeted having
adanya tumpahan minyak maupun kerusakan lingkungan sebagai no oil spills or environmental damage as the main indicator. There was
indikator utama. Tentunya hal ini selain dari target umum bahwa hasil also a general target of having results of the quality of environment
kualitas lingkungan tetap berada di bawah ambang batas. remained below the threshold.
Program dan Kegiatan yang Dilakukan Implemented Programs and Activities

Perseroan melakukan program dan kegiatan tanggung jawab sosial The Company carried out social responsibility programs and activities
terkait lingkungan hidup dalam bentuk kepedulian Perseroan terhadap related to the environment as a manifestation of its concerns towards
kelestarian lingkungan dengan mencegah dampak pencemaran yang the environment sustainability by preventing pollution that may arise
mungkin ditimbulkan dari kegiatan operasional Perseroan. Adapun from the Company’s operational activities. The Company’s social
program dan kegiatan tanggung jawab sosial perusahaan bidang responsibility programs and activities related to the environment were:
lingkungan hidup yang dilakukan Perseroan adalah sebagai berikut:
1. Pembaruan Dokumen Pengelolaan Lingkungan 1. Renewal of Environmental Management Documents
erseroan melakukan pembaruan dokumen terkait pengelolaan The Company updated documents related to environmental
lingkungan di area operasional serta melakukan pelaporan kepada management in the areas of operations as well as submit reports
regulator terkait secara berkala. Tujuan dari pembaruan ini adalah to regulators periodically. The purpose of this update is to ensure
untuk memastikan bahwa praktik pengelolaan lingkungan yang that the Company’s environmental management practices are in
Perseroan jalankan telah sesuai dengan perkembangan standar accordance with the development of applicable industry standards
industri yang berlaku dan memenuhi komitmen dari manajemen. and fulfill the management’s commitment. One of the standards

Salah satu standar yang menjadi acuan standar adalah ISO 14001: used as a reference for document renewal is ISO 14001: 2015 on
2015 terkait Manajemen Pengelolaan Lingkungan. Environmental Management.
2. Pemanfaatan Material/Chemical secara Efektif 2. Effective Use of Material/Chemicals
Perseroan menggunakan berbagai material/ chemical dalam The Company uses various materials/chemicals in carrying out
melaksanakan berbagai layanan jasa energinya. Diversifikasi jasa various energy services. The diversified services provided affect
yang dilakukan mempengaruhi penggunaan jenis material/ chemical the use of this material/chemical, which can be varied each year.
ini berbeda-beda tiap tahunnya. Namun demikian, Perseroan selalu However, the Company always strives to use these materials/
berusaha melakukan penggunaan material/ chemical tersebut chemicals effectively and efficiently.
secara efektif dan efisien.
3. Pemanfaatan Sumber Energi 3. Utilization of Energy Sources
Perseroan menggunakan tiga jenis sumber energi dalam The Company uses three types of energy sources to support its
menunjang kegiatan operasional, yaitu solar, bensin dan listrik. operational activities, namely diesel, gasoline and electricity.
Upaya penghematan dilakukan dengan menerapkan kebijakan- Efforts to save the energy were carried out by implementing
kebijakan efisiensi energi, seperti kebijakan efisiensi pencahayaan energy efficiency policies, such as lighting efficiency in buildings
gedung pada area kurang produktif, pemanfaatan teknologi yang in less productive areas, utilizing a more environmentally-
lebih ramah lingkungan, melakukan upaya perbaikan bangunan friendly technology, renovating warehouse buildings to be more
warehouse agar lebih ramah lingkungan dan lain-lain. environmentally friendly, and others.
4. Pengukuran Kualitas Lingkungan Kerja 4. Measurement of the Quality of the Work Environment
Sesuai dengan regulasi dan standar industri serta pemenuhan In accordance with the industry’s regulations and standards, as well
standar ISO 14001:2015, komitmen Perseroan terhadap kualitas as compliance with ISO 14001:2015, the Company’s commitment to
lingkungan kerja diterapkan dalam bentuk pemantauan atas kualitas the quality of the work environment was implemented in the form of
lingkungan kerja, baik di kantor pusat, kantor cabang, maupun monitoring the quality of the work environment at the head office,
warehouse tempat perusahaan beroperasi. Melalui fungsi Property branch offices, and warehouses located in the Company’s areas of
Management, HSSE dan Asset Management menyelenggarakan operation. Through the Property Management function, HSSE and
pengukuran maupun evaluasi kualitas lingkungan kerja secara rutin. Asset Management carried out measurement and evaluation of the
quality of the work environment regularly.
5. Pengelolaan Limbah 5. Waste Management
Perseroan menerapkan standarisasi pengelolaan limbah meliputi The Company implemented waste management standards including
pengelolaan sampah biasa atau limbah padat non B3, pengelolaan the management of ordinary waste or non-B3 solid waste, B3 solid
limbah padat B3, serta pengelolaan limbah cair. Pengelolaan limbah waste, and liquid waste. Solid waste management was carried out
padat diimplementasikan melalui pemilahan organik, anorganik by grouping organic and inorganic waste, as well as through special
serta wadah khusus untuk limbah B3 baik di kantor pusat, kantor containers for B3 waste at the head office, branch offices and areas
cabang maupun area operasi. Perseroan bekerja sama dengan pihak of operation. The Company cooperated with third parties for the B3
ketiga untuk pengangkutan, pengelolaan limbah B3 hingga proses waste transportation and management to the final disposal process.
disposal akhir.
Untuk pengelolaan limbah cair, Perseroan mengolah limbah yang For liquid waste management, the Company treated the waste
dihasilkan di Kantor Pusat menggunakan sewage treatment plant generated at the Head Office using a sewage treatment plant so that it
sehingga memenuhi baku mutu dan menjadi layak buang. Limbah meets quality standards and can be disposed safely. Waste that has been
yang telah diolah, dapat dimanfaatkan kembali dan/atau dibuang pada processed can be reused and/or disposed of in public channels.
saluran umum.
Perseroan melakukan berbagai kampanye untuk terus The Company Conducts Various Campaigns to
meningkatkan budaya pengelolaan lingkungan. Continuosly Promote Environmental Management
Culture
Bentuk Pelaksanaan CSR Bidang Lingkungan terkait dampak terhadap The CSR Implementation in the Environmental Sector related to its
Perusahaan, Pemegang Saham dan Stakeholder lainnya. Kegiatan impact on the Company, Shareholders and other Stakeholders. The
pengelolaan lingkungan yang dilalukan Perseroan di tahun 2021, environmental management activities carried out by the Company
berdampak positif terhadap kelangsungan Perseroan. Dimana melalui in 2021 had positive impact on the Company’s sustainability. Good
pengelolaan yang tepat dan sesuai prosedur yang berlaku atas management that is in line with procedures applicable to the Company’s
operasional Perseroan, menghasilkan efisiensi biaya yang tentu saja operations has resulted in cost efficiency, which positively affected
berdampak positif terhadap kinerja keuangan Perseroan. Di samping itu, the Company’s financial performance. In addition, environmental
pengelolaan lingkungan terkait kegiatan operasional juga berdampak management related to operational activities also has positive impact on
positif terhadap kelancaran proses kegiatan usaha Perseroan, dimana the smooth process of the Company’s business activities, where there
hampir tidak ada pengaduan yang signifikan dari masyarakat sekitar were almost no significant complaints from the surrounding community

dan pihak-pihak yang berkepentingan terkait dampak kegiatan usaha and interested parties regarding the impact of the Company’s business
Perseroan yang mencemari lingkungan. activities that pollute the environment.
Sementara itu, proses identifikasi bahaya lingkungan sejak dini dan Meanwhile, the process of early identification of environmental hazards
pemantauan atas dampak dan risiko lingkungan yang secara berkala and monitoring of environmental impacts and risks, which were carried
dilakukan Perseroan, berdampak positif terhadap keberlanjutan usaha out by the Company periodically, had positive impact on the sustainability
Perseroan yang secara langsung maupun tidak langsung memperkuat of the Company’s business, which directly or indirectly, strengthened
serta meningkatkan kepercayaan pemegang saham terhadap Perseroan. and increased shareholders’ confidence in the Company. Until the end
Di mana hingga akhir tahun 2021, hampir tidak ada pengaduan terkait of 2021, there were almost no complaints related to environmental
masalah atau pencemaran lingkungan dari masyarakat sekitar atas setiap problems or pollution from the local community on every process of
proses kegiatan usaha Perseroan yang berdampak signifikan terhadap the Company’s business activities that have a significant impact on the
kelangsungan usaha Perseroan. Company’s business continuity.
Begitupun dengan pengelolaan limbah, yang dilakukan secara tepat Waste management, which was carried out properly and based on
dan berdasarkan kentetuan serta prosedur yang berlaku, sejauh ini applicable provisions and procedures, has been relatively safe and there
relatif aman dan tidak terdapat pengaduan dari masyarakat lingkungan were no complaints related to environmental pollution from the local
sekitar terkait pencemaran lingkungan. Hal ini tentu saja lebih community. This has further strengthened shareholders’ confidence and
memperkuat kepercayaan para pemegangan saham dalam mendukung trust in supporting the Company’s performance going forward, in order
kinerja Perseroan ke depannya, guna mencapai pertumbuhan yang to achieve sustainable growth.
berkelanjutan.
Prosedur dan Mekanisme Pengaduan Masalah Procedures and Mechanisms of Reporting for
Lingkungan Environmental Issues
Perseroan telah menyusun mekanisme pengaduan masalah lingkungan The Company has set up a mechanism to file complaints related to
terkait kegiatan usaha yang dilakukan Perseroan. Upaya ini dilakukan environmental issues following the Company’s business activities. This
untuk mengontrol tingkat kenyamanan masyarakat sekitar akibat effort was made to control the comfort level of the local community
kegiatan usaha yang dilakukan oleh Perseroan. Secara umum berbagai on the Company’s business activities. In general, various complaints
keluhan mengenai dampak kegiatan operasional terhadap lingkungan regarding the impact of operational activities on the environment can
dapat dibagi pada dua area, yaitu: be divided into two areas, namely:
1. Area operasi, keluhan dapat disampaikan langsung kepada pimpinan 1. Areas of operation, complaints can be submitted directly to the
yang bertanggung jawab dalam proyek. leader in charge of the projec,
2. Area kantor pusat, dapat disampaikan langsung kepada pengelola 2. Head office area, complaints can be submitted direcly to the building
gedung. manageer.
Penghargaan dan Sertifikasi di Bidang Lingkungan Hidup Awards and Certifications in Environment
Perseroan menerapkan ISO 14001: 2015 dalam hal pengelolaan The Company has acquired the ISO14001:2015 Environmental
lingkungan yang berlaku dari tanggal 18 Februari 2021 hingga 18 Management certification valid for the period from 18 February 2021 to
Februari 2024. Standarisasi ini merupakan inisiatif Perseroan untuk 18 February 2024. The certification reflects an initiative by the Company
melakukan evaluasi dan memastikan bahwa pengelolaan lingkungan to to evaluate and ensure the implementation of environmental
yang diterapkan telah sesuai standar eksternal. management according to best practice international standards.
Dampak Pengelolaan Lingkungan The Impact of Environmental Management

Sepanjang 2021, tidak ada keluhan yang disampaikan masyarakat Throughout 2021, there were no complaints filed by the community
maupun pihak ketiga atas pengelolaan limbah yang dilakukan Perseroan or the third parties on the Company’s waste management in areas of
baik di wilayah operasi maupun kantor pusat. Tidak ada pula tumpahan operation or head office. There was also no oil or chemical spills.
minyak dan bahan kimia yang terjadi.
Biaya dan/atau Investasi Kegiatan CSR Aspek Costs and/or Investment in CSR Activities Related to
Lingkungan Environment
Investasi Kegiatan CSR selama tahun 2021 senilai Rp441,008,165,-. Investment for CSR Activities during 2021 reached Rp441.008,165,.
Kegiatan ini terdiri dari kegiatan Penanaman Pohon, Pembuatan Sumur CSR activities in 2021, which consist of tree planting, drilling wells,
Bor hingga bantuan Bencana alam yang dilakukan di Berbagai daerah di and natural disaster assistance, are carried out in various regions in
Indonesia. Kegiatan CSR dalam aspek lingkungan juga dilakukan sejalan Indonesia. Environmental aspects of CSR activities are also carried out
dengan proyek yang sedang dilakukan, sehingga dampak lingkungan by the Company in line with ongoing projects, so that the environmental
yang ditimbulkan akibat proyek yang dilakukakn dapat diminimalisir. impacts caused by these projects can be minimized.

Perusahaan Bidang
Ketenagakerjaan, Kesehatan,
dan Keselamatan Kerja
Social Responsibility towards Employment and Occupational Health
and Safety

Hubungan industrial yang baik antara Perseroan dengan seluruh Good industrial relations between the Company and all employees are
karyawan merupakan kunci dalam menunjang pencapaian berbagai the key in supporting the achievement of the Company’s various targets.
target Perseroan. Implementasi kebijakan tanggung jawab sosial The implementation of corporate social responsibility policies related
perusahaan terkait praktik ketenagakerjaan adalah tanggung jawab to employment practices is the Company’s responsibility towards
Perseroan terhadap karyawan sebagai pemangku kepentingan employees as internal stakeholders. This policy implementation includes
internal. Implementasi ini meliputi praktik terbaik atas pengelolaan best practices on labor management, a balance between work and
ketenagakerjaan, keseimbangan antara pekerjaan dengan kehidupan personal life, as well as equal rights and employment opportunities.
pribadi, serta persamaan hak dan kesempatan kerja.
Untuk memastikan praktik ketenagakerjaan ini, Perseroan menerapkan To ensure this employment practice, the Company established various
berbagai kebijakan. Di antaranya melakukan berbagai pemenuhan atas policies, which include fulfilling employees’ rights, developing talent,
hak karyawan, melakukan pengembangan talenta, mengupayakan striving for competitive remuneration, giving appreciation, and creating
remunerasi yang kompetitif, memberikan apresiasi serta menciptakan conducive work environment.
lingkungan kerja yang kondusif.
Selain praktik ketenagakerjaan, Perseroan juga mengupayakan In addition to employment practices, the Company also strives for
praktik mitigas kesehatan dan keselamatan kerja terbaik untuk para the best occupational health and safety mitigation practices for its
pekerjanya. Komitmen ini meliputi mitigasi maupun minimalisasi atas employees. The objective is to mitigate and minimize the risks of
risiko kecelakaan, penyakit ataupun absensi kerja yang dapat terjadi accidents, illness or work absences that may happen to employees,
pada karyawan, pelanggan, mitra kerja ataupun pemangku kepentingan customers, work partners or other stakeholders.
lainnya.
Keberlangsungan bisnis jangka panjang Perseroan berfokus pada The Company’s long-term business continuity focuses on the ability
kemampuan untuk terus meningkatkan produk dan mutu layanan jasa to continuously improve product and quality of energy services by
energi dengan memprioritaskan aspek Kesehatan, Keselamatan Kerja, prioritizing aspects of Health, Work Safety, Security and Environment
Keamanan dan Lingkungan demi mencegah terjadinya kecelakaan, in order to prevent accidents, injury and/or illness to all employees,
gangguan kemanan cedera dan/atau sakit penyakit pada seluruh customers, partners and other stakeholders, as well as damage to the
karyawan, pelanggan, mitra kerja dan pemangku kepentingan lainnya, Company’s assets and the environment in all areas of operation.
serta kerusakan pada aset perusahaan dan lingkungan di seluruh area
operasional.
Oleh karena itu, Perseroan menyatakan aspek mutu, kesehatan, Therefore, the Company states that the aspects of quality, health, work
keselamatan kerja, keamanan dan lingkungan (QHSSE) sebagai: safety, security and environment (QHSSE) as:
a. Prioritas utama setiap melakukan kegiatan. a. The main priority in each activity.
b. Ukuran untuk menilai kualitas pekerjaan dan pekerja. b. A reference to assess the quality of work and workers.
c. Tanggung jawab Manajemen dan seluruh pekerja. c. Responsibilities of Management and all employees

Untuk memastikan hal itu, Perseroan akan menunjukan kepemimpinan To ensure its implementation, the Company will demonstrate active
yang aktif dan praktek kerja yang menjadikan QHSSE sebagai nilai-nilai leadership and work practices that make QHSSE as values and work
dan budaya kerja dengan cara: culture by:
1. Menerapkan standar QHSSE yang memenuhi peraturan 1. Implementing QHSSE standards that are in accordance with
perundangan, persyaratan pelanggan, dan standar industri yang applicable laws and regulations, customer requirements, and
berlaku sesuai dengan prinsip keberlanjutan; applicable industry standards that are in line with the sustainability
principles;
2. Menyiapkan organisasi dan sumber daya manusia yangkompeten 2. Preparing competent and professional organization and human
dan professional; resources;
3. Menggunakan teknologi dan sarana-prasarana kerja yangtepat dan 3. Adopting appropriate technology and work facilities that meet
memenuhi standar QHSSE; QHSSE standards;
4. Menetapkan, mengukur, mengaudit dan melaporkankinerja QHSSE 4. Establishing, measuring, auditing, and creating reports on QHSSE
untuk melakukan perbaikan secaraberkesinambungan; performance for continuous improvements;
5. Menghilangkan bahaya dan meminimalkan risiko keselamatan, 5. Eliminating hazards and minimizing risks in safety, health security,
kesehatan, keamanan dan lingkungan hingga ke tingkat ALARP; and environment to the ALARP level; housekeeping; preventing
melaksanakan housekeeping, mencegah pencemaran dan kerugian pollution and losses due to the Company’s activities; as well as
akibat aktifitas perusahaan; serta menjaga dan meningkatkan citra maintaining and improving the Company’s image by carrying out
perusahaan dengan melakukan perbaikan berkelanjutan; continuous improvements;
6. Menjaga komunikasi, partisipasi dan konsultasi dengan pekerja 6. Maintaining communication, participation and consultation with
dalam peningkatan sistim manajemen QHSSE. workers in improving the QHSSE management system.
Lingkup dan Perumusan Tanggung Jawab Sosial Aspek The Scope and Formulation of Social Responsibility in
Ketenagakerjaan, Kesehatan dan Keselamatan Kerja the Aspects of Employment, Health and Work Safety
Lingkup kegiatan tanggung jawab sosial perusahaan terkait The scope of corporate social responsibility activities related to
ketenagakerjaan, kesehatan dan keselamatan kerja terdiri dari pada employment, health and work safety consists of employment programs
program ketenagakerjaan yang meliputi kesetaraan gender, kesempatan that include gender equality, equal employment opportunities, equality
kerja yang sama, kesetaraan dalam program pengembangan kompetensi, in competency development programs, fulfillment of employees’ welfare
pemenuhan hak kesejahteraan karyawan, remunerasi, pembentukan rights, remuneration, establishment of a conducive work environment,
lingkungan kerja yang kondusif, rekrutmen dan turnover karyawan, employee recruitment and turnover, appreciation towards employees,
apresiasi terhadap karyawan, kebebasan berserikat, serta program freedom of association, and other programs.
lainnya.
Rencana dan Target Kegiatan di Sepanjang Tahun 2021 Plans and Targets Throughout 2021
Perseroan merencanakan dan menargetkan obyektif yang hendak dicapai The Company sets plans and objectives that it wants to achieve every
tiap tahunnya. Dalam lingkup tanggung jawab sosial ketenagakerjaan, year. For social responsibility in the aspect of employment, the Company
Perseroan menargetkan peningkatan kapabilitas SDM yang unggul had aimed to increase the capability of qualified HR through multi-
melalui program multi talented, membangun budaya kinerja tinggi talented programs, the establishment of high-performance culture
dan mengimplementasikan berbagai program otomasi proses bisnis and the implementation of various employment business process
ketenagakerjaan untuk meningkatkan layanan kepada pekerjanya. Selain automation programs to improve services to its employees. Additionally,
itu untuk memastikan peran strategisnya, Perseroan juga memastikan to ensure its strategic role, the Company also makes sure the availability
ketersediaan sumber daya yang kompeten untuk dapat memberikan of competent resources that will be able to provide the best service to
jasa terbaik kepada pelanggan. customers.
Dalam lingkup tanggung jawab sosial kesehatan dan keselamatan For social responsibility in the aspects of health and work safety, the
kerja, Perseroan menargetkan tidak adanya kecelakaan kerja yang Company had targeted zero work accidents that lead to death or loss of
menyebabkan kematian maupun hilangnya waktu kerja. Target ini working time. This target did not only apply to employees, but also work
berlaku bukan hanya kepada karyawan, melainkan mitra kerja yang turut partners, who participated in supporting the Company’s operations.
serta mendukung pekerjaan operasional perusahaan.
Program dan Kegiatan Terkait Ketenagakerjaan Programs and Activities related to Employment
1. Pemenuhan Hak Karyawan 1. Fulfillment of Employees’ Rights
Keseimbangan antara Pekerjaan dan Kehidupan Pribadi, Kesetaraan It is a balance between Work and Personal Life, Gender Equality,
Gender, Kesempatan Kerja yang Sama, dan Pengembangan Karir. Equal Employment Opportunities, and Career Development. The
Sistem rekrutmen Perseroan memberikan kesempatan yang sama Company’s recruitment system provides equal opportunities to all
kepada semua Warga Negara Republik Indonesia untuk dapat Indonesian Citizens to be accepted as employees. The Company

diterima menjadi karyawan Perseroan. Perseroan menjamin guarantees that there is no forced labor. Every worker, who is
tidak adanya pemaksaan kerja kepada karyawan. Setiap pekerja ordered to work overtime, will receive compensation. As for
yang mendapatkan perintah untuk bekerja lembur mendapatkan career development, the Company’s internal Human Resources
kompensasi sebagai timbal balik. Demikian juga halnya dalam (HR) development system provides equal opportunities for every
pengembangan karir, sistem pengembangan Sumber Daya Manusia employee to be promoted to a higher position. The Company
(SDM) yang berlaku di internal Perseroan memberikan kesempatan provides equal rights to every employee regardless of their identity
yang sama kepada setiap karyawan untuk dipromosikan ke jabatan background and gender, as stated in the Company’s Regulations.
yang lebih tinggi. Perseroan memberikan hak yang sama pada setiap
karyawan tanpa membedakan latar belakang identitas dan gender,
sebagaimana tercantum dalam Peraturan Perusahaan.
2. Pengembangan Talenta Tenaga Kerja 2. Talent Development
Sumber Daya Manusia merupakan penggerak utama dalam Human Resources are the main driver in the Company’s operations;
operasional Perseroan, karena itu potensi dan talenta yang therefore the HR potential and talents must be maintained,
dimiliki SDM harus dapat dipertahankan dan dikembangkan serta developed and utilized optimally. The Company is obliged to
dipergunakan secara optimal. Perseroan berkewajiban untuk carry out these efforts, one of which is in the form of education
melakukan upaya-upaya tersebut, salah satunya berbentuk and training. Education and training aims to improve employees’
pendidikan dan pelatihan. Pendidikan dan pelatihan bertujuan quality, expertise, abilities and skills, as well as professionalism. The
untuk meningkatkan mutu, keahlian, kemampuan dan keterampilan Company provides equal opportunities to employees to take part in
serta profesionalisme. Perseroan memberikan kesempatan yang the Education and Training Program on the Company’s expenses.
sama kepada karyawan untuk mengikuti Program Pendidikan dan
Pelatihan dengan biaya penuh dari Perseroan.
3. Apresiasi 3. Appreciation
Perseroan memberikan penghargaan internal dalam rangka The Company gives internal awards to motivate the effectiveness
memotivasi efektivitas kinerja karyawan, penghargaan ini of employees’ performance. This award is expected to set a
diharapkan dapat menjadi contoh baik bagi karyawan lainnya untuk good example for other employees to improve their standards in
dapat meningkatkan standarisasi yang sesuai dengan prosedur accordance with the Company’s procedures.
tetap yang dimiliki Perseroan.

Perseroan juga memberikan tanda penghargaan yang diberikan The Company also gives tokens of appreciation to employees, who
kepada karyawan yang telah berkontribusi dan memperlihatkan have contributed and shown their loyalty. A token of appreciation is
loyalitasnya kepada Perseroan. Tanda penghargaan yang diberikan given to employees, who have worked continuously, sincerely and
Perseroan kepada karyawan yang telah bekerja terus menerus faithfully, as well as showcased good behavior.
dengan sungguh-sungguh setia dan berkelakuan baik dalam jangka
waktu tertentu.
4. Pembentukan Lingkungan Kerja yang Kondusif 4. A Conducive Work Environment
Dalam rangka untuk menciptakan lingkungan kerja yang baik In order to create a good working environment for all employees, as
bagi seluruh pekerja, sekaligus menjalankan program community well as carry out a community development program for the local
development untuk lingkungan sekitar, Perseroan telah melakukan people, the Company has carried out a series of employee welfare
serangkaian program employee welfare di lingkungan Perseroan. programs. These programs are carried out on a weekly, monthly,
Program-program tersebut dilakukan secara mingguan, bulanan, or annual basis in the form of sports, religious activities and other
maupun tahunan dalam bentuk kegiatan olahraga, keagamaan facilities and events, such as providing welfare assistance:
dan fasilitas serta bentuk lainnya, seperti memberikan bantuan
kesejahteraan:
a. Penghargaan Masa Kerja/Ulang Tahun Dinas (UTD); a. Service Period/Anniversary Award;
b. Program Siap Pensiun (SiPP); b. Ready for Retirement Program;
c. Penghargaan Pekerja Masa Persiapan Pensiun (MPP) usia 55 c. Employee Award for Retirement Preparation Period aged 55
tahun; years;
d. Bantuan Ibadah: Haji, Umrah, dan Jerusalem; d. Worship Assistance: Hajjj, Umroh, and Jerusalem;
e. MCU Massal; e. Mass MCU;
f. Pemberian vaksinasi; f. Vaccination;
g. Fasilitas kesehatan (klinik, dokter, dan ambulance); g. Health facilities (clinic, doctors, and ambulance);
h. Bantuan Melahirkan; h. Childbirth assistance;
i. Bantuan Pemakaman; i. Funeral assistance;
j. Beasiswa untuk anak Pekerja berprestasi; j. Scholarship for workers’ children, who have outstanding
achievement;

k. Bantuan anak yatim piatu & dhuafa; k. Assistance for orphans & poor people;
l. Fasilitas tempat olahraga dengan 17 cabang olahraga dan 2 l. Sports facilities with 17 sports games and 2 arts;
cabang kesenian;
m. Olahraga Online; m. Online sports;
n. Fasilitas ibadah (Masjid & Musholla disetiap lantai Gedung) n. Prayer facilities (Mosque & prayer room on each floor of the
building)
o. Fasilitas untuk kegiatan keagamaan: Program Ramadhan, Idul o. Facilities for religious activities: Ramadan program, Eid al-Adha,
Qurban, Pengajian Bulanan, Kajian Muslimah dan Pendalaman Monthly Qur’an recitation, Muslim Women Study and Faith
Iman; Study;
p. Perayaan Hari Ulang Tahun (HUT) PT Elnusa Tbk; p. PT Elnusa Tbk’s Birthday Celebration;
q. Bantuan Kemanusiaan untuk Bencana Alam, meliputi bantuan q. Humanitarian assistance for Natural Disasters, such as
gempa dan banjir, dan bantuan sembako untuk tenaga harian earthquakes and flood, as well as basic needs assistance for
dan outsourcing; daily workers and outsourcing;
r. Bantuan pulsa. r. Phone credit assistance.
5. Turnover Pekerja 5. Employee Turnover
Turn Over Rate

1,354 1,349
1,266
1,144
1,086
373 386 382
217
160 147 163
138
103 87
2016 2017 2018 2019 2020
Pekerja Masuk | New Employees Pekerja Keluar | Resigned Employees Jumlah Pekerja | Total Employees

2021
Jumlah Pekerja | Jumlah Pekerja 1.170
Pekerja Masuk | Pekerja Masuk 88
Pekerja Keluar | Pekerja Keluar 184

Pada lima tahun terakhir, untuk beradaptasi terhadap fluktuasi Over the past five years, to adapt with fluctuations in global oil
harga minyak dunia, Perseroan mengalihkan fokus strategi menjadi prices, the Company shifted its strategic focus to a non asset-
bisnis berbasis non-aset. Contoh dari pekerjaan ini antara lain based business. Examples of this business include engineering,
engineering, procurement, construction, operation & maintenance. procurement, construction, operation & maintenance. Furthermore,
Selain hal tersebut, ditahun 2021, Perseroan juga berusaha during 2021, the Company strives to adapt to significant business
beradaptasi dengan perubahan bisnis yang cukup signifikan, di mana changes, with the occurrence of the so-called triple shock,
terjadi triple shock yang mengakibatkan penurunan pada indikator which resulted in a decline in the Company’s business indicators.
bisnis Perseroan. Perseroan menyikapinya dengan lebih selektif The Company responded by being more selective in personnel
dalam merekrut SDM baru yang lebih berfokus pada pemenuhan recruitment, focusing more on meeting the needs of existing
kebutuhan operasi dan bisnis eksisting. operations and businesses.
Turnover Rate selama beberapa tahun masih terjaga di kisaran Over the past few years, Turnover has always been maintained in
1,7%-2,6%, di mana pada tahun 2021, persentase turnover SDM the range of 1.7%-2.6%, where in 2021, the HR turnover percentage
adalah 2,56%. is 2.56%.

Turn Over Rate
2.53% 2.54%
1.72% 1.72% 1.81%
2016 2017 2018 2019 2020
6. Employee Productivity Survey 6. Employee Productivity Survey

Sepanjang 2021 Perseroan telah menerapkan pola kerja baru yaitu Throughout 2021 the Company has implemented a new work
perpaduan (hybrid) antara work from home (WFH) dan work from arrangement, namely a hybrid system between work from
office (WFO). Dengan pola kerja ini Perseroan menyusun aturan home (WFH) and work from office (WFO). Along with this work
dan prosedur yang dijadikan sebagai penduan untuk melaksanakan arrangement, the Company develops rules and procedures that
WFO dan WFH. Hampir sepanjajang 2021 pola kerja WFH dominan serve as guidelines for implementing WFO and WFH. For most of
dijalankan oleh pekerja based office, maka perlu dilakukan survei 2021, the dominant WFH work arrangement is carried out by office-
kepada pekerja office untuk melihat kondisi dan produktivitas based workers, thus requiring a survey of office workers to see
pekerja. Para pertengahan tahun 2021, survei produktivitas the condition and productivity of those workers. In mid-2021, a
dilakukan, dan disimpulkan bahwa 61% pekerja office WFH sudah productivity survey was conducted, and revealed that 61% of WFH
produktif dan 67% merasa nyaman bekerja dengan pola kerja WFH. office workers were productive, while 67% of all workers surveyed
felt comfortable with the WFH scheme.
7. Kebebasan Berserikat 7. Freedom of Association
Perseroan selalu berupaya membangun hubungan ketenagakerjaan The Company always strives to build a healthy employment
yang sehat sesuai dengan aturan yang berlaku sebagaimana relationship, in accordance with the applicable rules, as regulated
yang di atur dalam Undang-Undang No. 13 Tahun 2003 tentang in Law no. 13 of 2003 concerning Manpower, which guarantees
Ketenagakerjaan yang menjamin kebebasan berserikat bagi semua freedom of association for all employees. The Company already has
karyawan. Perseroan telah memiliki organisasi pekerja yang dikelola a professionally-managed worker organization as a liaison between
profesional sebagai sarana penghubung antara karyawan dan employees and the Company.
Perseroan.
Serikat pekerja Elnusa bernama SP Elnusa (SPE) juga memberikan Workers’ Union at Elnusa is named SP Elnusa (SPE) and it also
konsultasi kepada Perseroan dalam penyusunan Peraturan provides suggestions to the Company in drafting of the Company’s
Perusahaan (PP) yang mengatur hak dan kewajiban karyawan Regulations (PP), which regulates the rights and obligations of
kepada Perseroan dan sebaliknya. Dokumen Peraturan Perusahaan employees to the Company and vice versa. The Company Regulation
(PP) yang mengikat pihak Manajemen Perseroan dan SP Elnusa (PP) document that binds the Company’s Management and SP
terakhir disahkan melalui Keputusan Direktur Jenderal Pembinaan Elnusa was last ratified through the Decree of the Director General
Hubungan Industrial dan Jaminan Sosial Tenaga Kerja No. KEP.411/ of Industrial Relations and Labor Social Security No. KEP.411/PHIJSK-
PHIJSK-PKKAD/PP/IV/2015 pada tanggal 17 April 2015. Perseroan PKKAD/PP/IV/2015 dated April 17, 2015. The Company was quite
terbilang cukup berhasil dalam mengelola hubungan yang kondusif successful in managing a conducive relation with its employees, as
dengan karyawan, dimana di sepanjang tahun 2020, tidak terdapat there were no worker demonstrations happen throughout 2020.
demonstrasi yang dilakukan oleh para karyawan.

Program serta Kegiatan Terkait

Kesehatan dan Keselamatan Kerja
(K3)
(OHS)
1. ELNUSA Golden Rules 1. ELNUSA Golden Rules

Elnusa Golden Rules terkait dengan keselamatan merupakan Elnusa Golden Rules related to safety are the safety values
nilai keselamatan yang dimiliki oleh pekerja untuk menerapkan possessed by workers to ensure safety for themselves and people
keselamatan terhadap diri sendiri dan orang di sekitar kita, Elnusa around them. Elnusa Golden Rules are as follows:
Golden Rules sebagai berikut:
• Patuh: Anda dan saya patuh pada hukum, kebijakan, peraturan • Compliance: You and I comply with laws, policies, regulations
dan prosedur and procedures
• Intervensi: anda dan saya harus segera melakukan intervensi • Intervention: You and I must immediately intervene against
terhadap tindakan tidak aman dan yang menyalahi peraturan unsafe acts and acts that violate the rules
• Peduli: anda dan saya peduli pada setiap orang di sekitar kita • Care: You and I care about everyone around us
2. 15 Life Saving Rules 2. 15 Life-Saving Rules

Perseroan menerapkan alignment dengan Pertamina grup dan Sub The Company creates an alignment with Pertamina group and
Holding Upstream dalam penerapan Golden Rules Patuh Intervensi Upstream Sub Holding Upstream in the implementation of the
dan Peduli dan 15 Life Saving Rules (LSR). Baik aturan maupun Golden Rules Comply Intervention and Care and the 15 Life-Saving
Campaign LSR (PPE) Campaign LSR (Tools and Equipment) Campaign LSR (Safe Zone Position)

target ini adalah upaya meningkatkan implementasi dan budaya K3 Rules (LSR). Both rules and targets are part of the Company’s efforts
di lingkungan kerja. Keharusan untuk menerapkan program ini tidak to improve the implementation and the culture of OHS in the work
hanya berlaku untuk karyawan yang berada di lapangan, melainkan environment. The obligation to implement this program does not
berlaku untuk semua karyawan. only for employees who work in the field, but also applies to all
employees.
Untuk merealisasikan hal di atas, Perseroan melakukan berbagai To ensure the implementation, the Company carried out various
program dan mensosialisasikannya melalui berbagai media programs and promoted them through various communication media.
komunikasi. Agar semua pekerjaan dapat dilakukan secara benar, In order for work to be carried out properly, safely, and comply with
aman dan mematuhi standar yang berlaku, maka PT Elnusa applicable standards, PT Elnusa Tbk stipulates 15 Life-Saving Rules
Tbk menetapkan 15 Life Saving Rules sehingga dapat dilakukan to prevent incidents from happening and reduce potential risks of
pencegahan insiden dan potensi resiko kecelakaan fatal dapat fatal accidents. Life-Saving rules were arranged based on an analysis
dikurangi. Life Saving rules disusun berdasarkan analisa riwayat of accidents that have occurred in the Elnusa environment over the
kecelakaan yang terjadi di lingkungan Elnusa selama beberapa past several years. The rules were also a program alignment with the
tahun sebelumnya dan juga penyelarasan program dengan Sub Upstream Sub Holding.
Holding Upstream.
Sepanjang tahun 2021, Perseroan secara spesifik telah Throughout 2021, the Company has specifically carried out socialization
menggercarkan sosialisasi dan kampanye terkait 5 Life Saving Rules and campaigns related to the 15 Life-Saving Rules to all employees
kepada seluruh pekerja melalui kegiatan toolbox meeting, rapat through toolbox meetings, HSSE meetings, weekly meetings, monthly
HSSE, rapat mingguan, rapat bulanan dan dalam kegiatan lainnya, meetings and other activities, as well as campaign poster:
berikut dokumentasi poster campaign:
Campaign LSR (15 Life Saving Rules) Campaign LSR (Safety Driving) Campaign LSR (Energy Isalation)

3. Hazard Observation 3. Hazard Observation

Setiap pekerja Perseroan diwajibkan untuk melakukan observasi, Each of the Company’s employees is required to observe, record,
mencatat, melaporkan dan melakukan upaya perbaikan atas report and improve the unsafe conditions in work environment.
kondisi tidak aman yang didapati pada lingkungan kerja. Upaya ini This effort is part of promoting the OHS aspect by involving all
merupakan bagian dari pembudayaan aspek K3 dengan melibatkan employees. Employees’ participation in the HOC is one of the
seluruh karyawan. Partisipasi karyawan dalam HOC ini merupakan parameters in the individual KPIs that will determine individual
salah satu parameter dalam KPI individu yang menentukan penilaian performance assessment.
kerja individu.

Mengembangkan Sistem Pemantauan Kinerja K3 Perseroan The Company developed an OHS Performance Monitoring System.
mengembangkan sistem daring pemantauan kinerja operasi dan K3 It is an online system for monitoring operational performance and
secara terintegrasi. Pada sistem ini kinerja K3 Perseroan dan anak OHS in an integrated manner. In this system, the OHS performance
perusahaan telah dapat dipantau dengan baik melalui dashboard of the Company and its subsidiaries can be monitored properly
kinerja. through the performance dashboard.
4. Stop Work Authority 4. Stop Work Authority

Perseroan memberikan otorisasi untuk melakukan penghentian The Company authorizes the termination of work that has the
pekerjaan yang berpotensi kecelakaan kerja. Tujuan otorisasi potential for work accidents. The purpose of this authorization is
ini adalah untuk mengurangi atau memastikan tidak terjadinya to reduce or ensure zero accidents and that every worker is at the
kecelakaan serta memastikan bahwa setiap pekerja menjadi garda forefront of OHS. Every decision to stop the work was recorded,
terdepan K3. Setiap tindakan menghentikan pekerjaan dicatat, analyzed and used as a lesson for other workers so that similar
dianalisis dan dijadikan pembelajaran bagi pekerja lainnya agar incidents will not happen again. All workers, including employees,
kejadian serupa tidak terjadi lagi. Semua pekerja baik karyawan, partners, customers, or guests, can perform this SWA on work in
mitra kerja, pelanggan, maupun tamu dapat melakukan SWA ini progress.
pada pekerjaan yang sedang berlangsung.
5. Menyiapkan Organisasi dan SDM yang Kompeten dan Profesional 5. Prepare Competent and Professional Organization and HR
Pembudayaan K3 perlu didukung dengan tata kelola organisasi The OHS culture must be supported by good organizational
dan kompetensi individu yang baik. Oleh karena itu, untuk governance and individual competence. Therefore, to support
mendukung tujuan ini Perseroan membentuk tim task force HSSE this goal, the Company created an HSSE task force and made OHS
dan menjadikan pelatihan K3 sebagai kompetensi wajib yang harus training a mandatory competency that must be possessed by every
dimiliki oleh setiap pekerja. employee.
6. Pelatihan Kompetensi K3 6. OHS Competency Training

Perseroan menyelenggarakan pelatihan K3 untuk seluruh The Company organizes OHS training for all employees as an
karyawannya sebagai investasi dalam mendukung penerapan investment in supporting the implementation of OHS culture. In
budaya K3. Pada tahun 2021 PT Elnusa Tbk menyelenggarakan 2021, PT Elnusa Tbk held internal training, which was facilitated
pelatihan internal yang difasilitasi oleh Elnusa Petroleum School by Elnusa Petroleum School for all HSSE Officer (HSSE School) and
untuk seluruh personil HSSE Officer (HSSE School) dan juga Personil Manager-level Personnel to VP (HSSE 101) in supporting the creation
tingkat manager sampai VP (HSSE 101) dalam mendukung budaya of OHS culture in the work environment of PT Elnusa Tbk. Both

K3 tercipta dalam lingkungan kerja PT Elnusa Tbk. Kedua pelatihan trainings aimed to enhance and align knowledge related to HSSE to
ini juga bertujuan untuk menambah pengetahuan dan juga all personnel involved in the Company’s operations. There was also
menyelaraskan pengetahuan terkait HSSE kepada seluruh personil basic safety training, which was held virtually, and other trainings
yang terlibat dalam operasional Perseroan. Begitu juga dengan related to HSSE that can support productivity. In addition to basic
berjalannya basic safety training yang tetap dilakukan secara virtual safety training, Elnusa petroleum school also conducted sharing
dan juga pelatihan lainnya terkait HSSE yang dapat menunjang sessions related to HSE, either via email or virtual events, which
produktifitas. Selain basic safety training, Elnusa petroleum school were held every day. Other mandatory training is OHS management
juga melakukan sharing session terkait HSE baik melalui email based on ISO 9001, ISO 14001 and ISO 45001 management and
atau virtual event yang diselenggarakan setiap harinya. Pelatihan operational personnel levels.
mandatori lainnya adalah manajemen K3 berbasis ISO 9001, ISO
14001 serta ISO 45001 level manajemen dan personel operasi.
7. Mengevaluasi Kinerja K3 untuk Perbaikan Berkesinambungan 7. Evaluate OHS Performance for Sustainable Improvement
Perseroan selalu mengevaluasi kinerja K3 pada tataran strategis The Company always evaluates OHS performance at the strategic
dan operasional. Hal ini bertujuan sebagai bahan evaluasi untuk and operational levels. This is intended as an evaluation material
perbaikan kinerja K3 ke depannya. Evaluasi strategis dilakukan for improving OHS performance in the future. Strategic evaluation
dengan mengacu pada berbagai standar manajemen K3, sedangkan was carried out by referring to various OHS management standards,
operasional adalah dengan mengevaluasi piramida K3 dari waktu while operational evaluation was conducted by evaluating the OHS

ke waktu. Capaian hasil dalam tiga tahun terakhir dapat dilihat pyramid from time to time. The achievements in the last three
pada kinerja K3 yang dibagi persegmen bisnis. Beberapa parameter years can be seen in the performance of OHS based on business
yang masuk dalam pengukuran adalah catatan mengenai adanya segments. Some of the parameters included in the measurement
kecelakaan kerja yang menyebabkan kematian, kehilangan waktu were records of work accidents that cause death, lost work time,
kerja, penanganan medis, dan lain-lain. medical treatment, and others.
8. Audit Penerapan Sistem Manajemen K3 Terintegrasi 8. Audit on the Implementation of Integrated OHS Management
System
Untuk memastikan penerapan K3, Perseroan secara rutin To ensure the implementation of OHS, the Company regularly
melaksanakan audit terintegrasi. Audit ini bertujuan untuk melihat carries out integrated audits. The objective of this audit is to see
konsistensi penerapan, melakukan perbaikan serta peningkatan the consistency in implementation, make continuous improvements
yang berkesinamb ungan terhadap sistem yang ada diPerseroan. to existing systems in the Company. Below are some of the audits
Beberapa audit yang dilaksanakan di tahun 2021 di antaranya: carried out in 2021:
1. Audit Internal dan Eksternal ISO 9001:2015 1. Internal and External Audit ISO 9001:2015
2. Audit Internal dan Eksternal ISO 14001:2015 2. Internal and External Audit ISO 14001:2015
3. Audit Internal dan Eksternal ISO 45001:2018 3. Internal and External Audit l ISO 45001:2018
4. Audit Internal Terintegrasi SUPREME, Survei Budaya HSSE dan 4. SUPREME Integrated Internal Audit, HSSE Culture Survey and
Fit to Work Assessment Fit to Work Assessment
9. Virtual Management Walkthrough 9. Virtual Management Walkthrough

Kunjungan manajemen atau management walkthrough (MWT) Management visit or management walkthrough (MWT) is an
merupakan salah satu bentuk evaluasi dan komitmen manajemen evaluation and commitment of the Company’s management to
Perseroan dalam upaya meningkatkan kepedulian, tanggung jawab increase awareness, responsibility and OHS culture in the operating
dan budaya K3 di lingkungan operasi. Walaupun dalam kondisi environment. MWT activities continued to be carried out through
pandemi COVID-19, kegiatan MWT tetap dijalankan dengan media online media due to the COVID-19 pandemic condition. Thus, the
daring. Sehingga tujuan dari MWT untuk mencapai zero fatality goal of MWT to record zero fatality and create a healthy, safe and
serta mewujudkan lingkungan kerja yang sehat, aman dan nyaman comfortable work environment can be achieved. In MWT activities,
dapat dicapai. Dalam kegiatan MWT, manajemen melakukan the management evaluated the implementation of OHS policies and
evaluasi implementasi kebijakan dan program K3 serta berdiskusi programs and held discussions with employees in the field about
dengan karyawan di lapangan mengenai isu-isu yang terkait K3 issues related to OHS and operations. Then, the management can
dan operasional. Selanjutnya isu-isu ini diberikan solusi langsung give direct solutions to these issues or coordinated with other
ataupun dikoordinasikan dengan fungsi lain terkait untuk dapat related functions to find the best solution.
dicarikan solusi terbaiknya.
Pada waktu pandemi, pekerja melakukan pekerjaan di lapangan During a pandemic, workers worked in the field with a longer
dengan jadwal yang lebih lama, sehingga terdapat kemungkinan schedule, so there is a possibility of fatigue or boredom. Virtual
fatigue ataupun jenuh. Virtual Management Walkthrough selama Management Walkthroughs during the pandemic were carried out
pandemi dilakukan setiap minggu untuk lebih mendekatkan every week to bring management closer to workers and monitor the
manajemen dengan pekerja dan memantau isu-isu terkini yang ada latest issues in the field more intensively.
di lapangan lebih intensif.

Evaluasi MWT 2021
2021 MWT Evaluation
Realisasi Lokasi MWT 2021 Keterlibatan Pejabat dalam MWT Top 10 Pelaksana Visit MWT 2021
MWT Location in 2021 Official Involvement in MWT Top 10 Manager Involved in MWT 2021
22
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Location plan Actual Location MWT KPI Target MWT KPI Realization Jumlah Visit MWT
Number of Visits MWT
Evaluasi MWT 2021

2021 MWT Evaluation
Status Temuan MWT 2021

Realisasi Lokasi MWT 2021 MWT Findings Status 2021
MWT Location in 2021 0%
12
8 107
3 3
2 2 100%
1
Open Close
GRS EPC & OM OFS EPN EFK ETSA SCU-PND
10. Penerapan Sistem Manajemen Keselamatan Kerja Kontraktor 10. Implementation of Contractor Safety Management System
(CSMS) (CSMS)
Perseroan menerapkan Contractor Safety Management System The Company implements the Contractor Safety Management
(CSMS) dalam pengelolaan Kebijakan HSSE kontraktor/mitra kerja/ System (CSMS) in managing the policy of HSSE contractors/partners/
pihak ketiga, yang bekerja di lokasi operasi Perseroan. Dalam third parties, who work at the Company’s operational locations. In
CSMS, para kontraktor harus memenuhi persyaratan minimum the CSMS, contractors must meet the minimum requirements for
aspek health, safety, security, dan environment berdasarkan health, safety, security, and environment aspects based on job risk
risiko pekerjaan sebagai persyaratan mereka dalam mengikuti to participate in the auction process. The contractors must pass
proses lelang pekerjaan, di mana mereka harus melewati tahapan the pre-qualification and qualification stages of three levels of
prakualifikasi dan kualifikasi tiga tingkatan klasifikasi kontraktor, contractor classification: contractors who are able to manage high-
yaitu kontraktor yang mampu mengelola pekerjaan berisiko risk jobs, contractors managing medium-risk jobs, and contractors
tinggi, kontraktor yang mengelola pekerjaan risiko menengah, managing low-risk jobs. Only suppliers/contractors/partners/third
dan kontraktor yang mengelola pekerjaan risiko rendah. Hanya parties who have met the CSMS requirements can work at Elnusa
pemasok/kontraktor/mitra kerja/pihak ketiga yang telah memenuhi locations.
persyaratan CSMS yang dapat bekerja di lokasi Elnusa.
Status PQ Pre Job Activity Pre Job Activity Final Evaluation
0% 40%
PQ Active Sudah PJA 58% Sudah WIP 71% 29% Sudah FE

86 86 80 28
PQ Not Active Belum PJA 42% Belum WIP Belum FE
60%
100%

CSMS ini dilakukan secara kontinyu. Hal ini untuk mendorong mitra The CSMS is carried out continuously to encourage business partners
kerja agar terus melakukan perbaikan berkelanjutan sehingga to continue to make improvements, so it can minimize the risk of work
meminimalkan risiko kecelakaan kerja serta membudayakan bahwa accidents and ensure that K3 is a shared responsibility.
K3 merupakan tanggung jawab bersama.
11. Menggunakan Sarana dan Prasarana Kerja Sesuai Standar K3 11. The Use Work Infrastructure and Facilities based on OHS Standards
Komitmen Perseroan dalam membudayakan K3 juga diimbangi The Company’s commitment to adopt OHS culture is also balanced
dengan penyediaan fasilitas sarana dan prasana kerja K3. Hal with the provision of OHS work facilities and infrastructure. One
ini termasuk penggunaan alat pelindung diri standar yang yang of them is the use of standard personal protective equipment
harus dikenakan saat bekerja. Ketentuan mengenai hal ini ada that must be used while working. These provisions are stated in
pada kebijakan K3, Elnusa Golden Rules, Elnusa Life saving rules the OHS policy, Elnusa Golden Rules, Elnusa Life-Saving Rules and
dan Elnusa Zero Tolerance. Selain itu, Perseroan juga mendirikan Elnusa Zero Tolerance. In addition, the Company also established
Crisis Management Center (CMC) yang merupakan wadah untuk a Crisis Management Center (CMC), which is a forum for disaster
penanggulangan bencana. Aktivasi CMC dapat dilakukan secara management. CMC activation can be carried out in stages based
berjenjang berdasarkan tingkatan kondisi darurat atau krisis yang on the level of emergency or crisis. The levels are level 1, which is
terjadi. Terdiri dari level 1 yaitu keadaan darurat di lokasi operasi, an emergency at the operation site, and if this emergency cannot
yang jika tidak bisa ditangani akan naik ke level 2 yaitu keadaan be handled, the level will rise to level 2, which is an emergency at
darurat di level operasional/divisi dan yang paling darurat adalah the operational/divisional level. The highest level of emergency is
level 1 yang mebutuhkan penanganan dengan melibatkan bantuan level 1, which needs to be handled by involving cross-regional/area
lintas kawasan/area serta instansi pemerintah terkait di tingkat assistance as well as relevant central government agencies.
pusat.
12. Meminimalkan Risiko dan Bahaya Terkait Kesehatan 12. Minimize Risks and Hazards Related to Health
Komitmen Perseroan dalam meningkatkan kinerja K3 juga dilakukan The Company’s commitment to improving OHS performance was
dengan upaya meminimalkan risiko dan bahaya terkait kesehatan. also carried out by minimizing health-related risks and hazards.
Pada tahun 2020, kesehatan menjadi salah satu fokus utama utama In 2020, health was one of the main focuses in preventing and
dalam pencegahan dan antisipasi penyebaran Virus COVID-19 anticipating the spread of the COVID-19 Virus in the work area.
di area kerja. Melakukan prescreening on duty yang ketat dan Conducting strict pre-screening on duty and taking anticipatory
antisipasi melalui kebijakan dan peraturan 5M menjadi salah satu actions through 5M policies and regulations are some of the
dalam mencegah penyebaran virus Covid-19. Pemantauan dilakukan examples to prevent the spread of the COVID-19 virus. Monitoring
setiap hari melalui absensi yang harus menyertakan geotagging was carried out every day through attendance, which must include
dan konfirmasi status kesehatan pekerja setiap harinya. Elnusa geo-tagging and confirmation of the workers’ health status. Elnusa
berkomitmen untuk mencegah pekerjanya terkena COVID-19. is committed to preventing its workers from contracting COVID-19.
Dampak yang dapat ditimbulkan dalam suatu lokasi kerja apabila The virus spread on work locations can lead to operational shutdown
terdapat penyebaran virus bisa berdampak kepada shutdown or the death of workers.
operation atau kematian pekerja.

Adapun kegiatan dalam pelaksanaan Kesehatan yaitu adanya Activities related to health are the Online Sports program. In
program Olahraga Online. Dalam mendukung kesehatan setiap supporting the health of every employee, PT. Elnusa Tbk regularly
karyawan PT. Elnusa Tbk dengan rutin melaksanakan olahraga carried out joint exercise that are led by trainers in the respective
bersama yang dipandu oleh trainer yang sesuai dengan bidang sports field. However, as the pandemic is has not over yet, this
olahraga. Namun dengan kondisi pandemi yang belum usai, maka joint exercise was also carried out online and can be followed by all
olahraga bersama ini pun dilakukan secara online dan dapat diikuti Elnusa officers. The types of exercise carried out online in 2021 were
oleh seluruh perwira Elnusa. Jenis olahraga yang dilakukan secara cardio and yoga.
daring selama tahun 2021 ini adalah jenis olahraga kardio dan yoga.

Di samping itu semua, sebagai bentuk kuratif Perseroan In addition, the Company provides health services and a medical
menyediakan pelayanan kesehatan dan sistem evakuasi medis evacuation system to ensure the best treatment. The Company has
untuk memastikan penanganan terbaik. Perseroan menyediakan clinics and ambulances, partnering with medical workers, to provide
klinik beserta ambulans untuk memfasilitasi penanganan medis medical treatment for employees. This effort is the Company’s
karyawan yang bekerja sama dengan mitra kerja kedokteran. Upaya commitment to provide guarantees to all workers that they will get
ini merupakan komitmen Perseroan untuk memberikan jaminan the best treatment for health services and medical evacuation when
kepada seluruh pekerja dalam mendapatkan penanganan terbaik facing health problems at work. For emergency conditions in the
pelayanan kesehatan dan evakuasi medis ketika menghadapi field that require medical evacuation, the Company also cooperates

masalah kesehatan saat bekerja. Untuk kondisi darurat di lapangan with third parties. This system has been applied to all project
yang mebutuhkan evakuasi medis, Perseroan pun melakukan locations and integrated with the Elnusa Crisis Management Center.
kerjasama dengan pihak ketiga. Sistem ini telah diaplikasikan pada
semua lokasi projek dan terintegrasi dengan Crisis Management
Center Elnusa.
Dampak Kuantitatif atas Pelaksanaan Tanggung The Quantitative Impact on the Implementattion of
Jawab Sosial Bidang Ketenagakerjaan Kesehatan dan Social Responsibility in Employment, Occupational
Keselamatan Kerja Health and Safety
Dampak dari pelaksanaan kegiatan tanggung jawab sosial terkait The impact on implementing social responsibility activities related to
dengan ketenagakerjaan, kesehatan dan keselamatan kerja (K3) terlihat employment and occupational health and safety (OHS) can be seen from
dari susana yang kondusif dilingkungan Perseroan, di mana hingga a conducive atmosphere in the Company, where until the end of 2021,
akhir tahun 2021, tidak terdapat demo yang dilakukan karyawan, baik there were no demonstrations by employees, either at the head office or
di kantor pusat maupun di area operasi. Hal ini membuktikan bahwa in the areas of operation. This proved that social responsibility activities
kegiatan tanggung jawab sosial terkait ketenagakerjaan, kesehatan dan related to employment and occupational health and safety carried
keselamatan kerja yang dilakukan Perseroan terhadap seluruh karyawan out by the Company for all employees, both permanent and honorary
yang terlibat dalam kegiatan usaha Perusahaan, baik karyawan tetap employees, have run well and aligned with applicable regulations.
maupun karyawan honorer, telah berjalan dengan baik dan sesuai
peraturan yang berlaku.
Atas berbagai upaya yang telah dilakukan, Perseroan dan Grup Thanks to various efforts, the Company and the Group have a relatively
menghasilkan kinerja K3 yang cukup baik. Detail kinerja tersaji pada good OHS performance. Details on the performance are presented in
tabel di bawah: the table below:
2021 2020 2019

Fatality
0 0 0
Lost Time Injury 0 0 0
Restricted Work Case 1 2 2
Medical Treatment Case 2 4 6
First Aid Case 0 19 7
Near Miss 8 41 128
2021 2020 2019

Manhour 40,152,211 34,629,791 40,566,658
Lost Day Incident 0 0 0

0 0 0
LTIR
TRIR 0.07 0.17 0.19
Secara keseluruhan, jam kerja tahun 2021 bila dibandingkan dengan Overall, working hours in 2021 showed a downward trend when
pencapaian setahun terakhir menunjukkan tren penurunan. Hal ini compared to the achievement last year. This happened because the
di karenakan pandemic berdampak pada project yang berjalan di pandemic has affected projects in 2021 and there was also a decline in
tahun 2021, selain itu terdapat penurunan di bagian sektor hilir yang the downstream sector, which affected the Company’s man-hours.
berdampak kepada manhour secara persero.
Tingkat Total Kecelakaan Tercatat (TRIFR) merupakan indikator kinerja Total Recorded Accident Rate (TRIFR) is an OHS performance indicator
K3 yang mengukur jumlah kejadian kecelakaan kerja dibandingkan that measures the number of accidents at work compared to the number
dengan jumlah jam kerja dan konstanta denominator. Kejadian of working hours and the denominator constant. Accident that will be
kecelakaan yang dihitung adalah kecelakaan kerja yang menyebabkan taken into account are work accidents that cause death, lost working
kematian, kehilangan hari kerja, pelarangan karyawan untuk bekerja dan days, prohibition of employees from working and medical treatment. A
penanganan medis. Semakin kecil nilai TRIFR mengindikasikan bahwa smaller TRIFR value indicates that the OHS performance is getting better.
kinerja K3 semakin baik.

Pada tahun 2021, nilai TRIR Perseroan dan group sebesar 0,07. Nilai TRIR In 2021, the Company’s and group’s TRIR value was 0.07. This TRIR value
ini merupakan pencapaian terbaik selama 3 tahun terakhir karena masih is the best achievement for the last 3 years because it is exceeded the
jauh melampaui target. Perseroan diharapkan kedepannya akan tetap target. The company is expected to be able to maintain this performance
bisa mempertahankan performance ini dan akan lebih baik lagi di tahun in the future and will be even better in the coming year.
mendatang.
Selain TRIFR, indikator kinerja K3 juga dapat diketahui berdasarkan In addition to TRIFR, OHS performance indicators can also be identified
Tingkat Kehilangan Waktu Kecelakaan Kerja (LTIFR). Parameter ini based on the Lost Time Injury Frequency Rate (LTIFR). This parameter is
merupakan indikator untuk mengetahui tingkat hilangnya hari kerja an indicator to determine the rate of loss in working days compared to
dibandingkan jumlah jam kerja yang dihasilkan. Semakin kecil nilai the number of working hours. The smaller the LTIFR value, it indicates
LTIFR, mengindikasikan bahwa kinerja K3 semakin baik. Mengacu pada that the OHS performance is getting better. Based on this indicator, the
indikator ini, kinerja K3 2021 menunjukkan hasil yang lebih baik dimana performance of OHS 2021 showed better results since the Company can
persero dapat mempertahankan tidak adanya lost time injury selama 3 maintain zero lost time injury for 3 consecutive years.
tahun berturut turut.

Mekanisme Pengaduan Masalah Ketenagakerjaan dan K3 Mechanisms for Complaints on Employment aND OHS
Issues
Perseroan selalu berupaya untuk memenuhi peraturan perundangan The Company always strives to comply with applicable laws and
yang berlaku, salah satunya adalah Undang-Undang No. 13 Tahun 2003 regulations, one of which is Law no. 13 of 2003 concerning Manpower.
tentang Ketenagakerjaan, maka Perseroan menyusun suatu mekanisme Thus, the Company established a complaint mechanism for employment,
pengaduan masalah ketenagakerjaan, kesehatan dan keselamatan kerja. health and safety issues. The Company is always ready to take control
Perseroan setiap saat siap untuk melakukan tindakan pengendalian measures against activities, products, goods and services that may pose
terhadap kegiatan- kegiatan, produk barang dan jasa yang dapat risks, such as accidents and diseases due to work. The Company also
menimbulkan risiko kecelakaan dan penyakit akibat kerja. Perseroan continues to prevent unwanted occurrences that affect comfort, safety,
pun terus berupaya untuk mencegah terjadinya kejadian yang tidak health, order, security, environmental quality and work productivity due
diinginkan terhadap kenyamanan, keselamatan, kesehatan, ketertiban, to the use of tools, machines, and hazardous materials in the Company’s
keamanan, kualitas lingkungan dan produktivitas kerja akibat aktivitas operational activities.
kerja dari penggunaan alat, mesin, dan bahan berbahaya dalam kegiatan
operasional Perseroan.
Keluhan mengenai praktik ketenagakerjaan dapat disampaikan kepada Complaints regarding labor practices can be submitted to the Labor
Serikat Pekerja. Secara musyawarah, Serikat Pekerja dapat menjembatani Union. In deliberation, the Labor Union can bridge the submission
penyampaian keluhan tersebut dan memberikan advokasi kepada of these complaints and provide advocacy for workers. Complaints
pekerja. Keluhan mengenai praktik K3 dapat disampaikan melalui regarding OHS practices can be submitted through various safety
berbagai saluran keselamatan, seperti hazard observation card, stop channels, such as hazard observation cards, stop work authorities and
work authority dan lainnya. others.
Sertifikasi dan Penghargaan di Bidang Ketenagakerjaan, Certification and Awards in the Field of Manpower and
Kesehatan dan Keselamatan Kerja Occupational Health and Safety
Perseroan memiliki satu sertifikasi di bidang Ketenagakerjaan, kesehatan The Company has an existing ISO14001:2015 certification in Employment
dan Keselamatan Kerja di Tahun 2021 yang tercantum dalam ISO and Occupational Health & Safety issued by SGS Indonesia with a validity
14001:2015 dari SGS Indonesia yang berlaku mulai tanggal 22 Agustus period from August 22, 1918 to August 21, 2021.
2018 hingga 21 Agustus 2021.

Perusahaan Bidang
Pengembangan Sosial dan
Kemasyarakatan

Perseroan berkomitmen untuk melaksanakan program pengembangan The Company is committed to carrying out community involvement
sosial dan kemasyarakatan atau community involvement & development & development (CID) programs in order to provide benefits to the
(CID) dalam rangka memberikan manfaat bagi masyarakat sekitar. surrounding community. This commitment is based on the fact that CID
Komitmen ini didasari bahwa CID merupakan investasi sosial dan salah is a social investment and part of efforts to increase the capacity of the
satu upaya peningkatan kapasitas masyarakat di sekitar wilayah kerja. community living around the work area. This effort is part of our role
Upaya ini kami lakukan sebagai corporate citizenship yang tentunya as a corporate citizen, which is also in line with economic performance.
selaras dengan kinerja ekonomi.
Pergeseran aktivitas industri migas dari hilir ke hulu migas mempengaruhi The shift in activities of oil and gas industry, from downstream to
kinerja ekonomi Perseroan. Namun demikian ditengah pergeseran upstream, affects the Company’s economic performance. However, in
kondisi yang ada, Perseroan tetap berkomitmen bahwa CID merupakan the midst of changing conditions, the Company remains committed that
investasi sosial dan bagian terpadu dalam proses bisnis. Komitmen CID is a social investment and an integrated part of the business process.
pelaksanaan CID Perseroan tertuang pada pedoman pengelolaan The commitment to implementing the Company’s CID is stated in the
Corporate Relation No. A43-002/F01001/2020 yang mengacu pada ISO Corporate Relations management guideline No. A43-002/F01001/2020,
26000: Social Responsibility dalam pelaksanaannya dan merupakan which refers to ISO 26000: Social Responsibility in its implementation
bentuk kepatuhan Perseroan terhadap Undang-Undang No. 40 Tahun and as a form of the Company’s compliance with Law No. 40 of 2007
2007 tentang Perseroan Terbatas. concerning Limited Liability Companies.
Dalam melaksanakan komitmen CID, kebijakan yang dilaksanakan In carrying out the CID commitment, policies implemented by the
Perseroan adalah sebagai berikut: Company are as follows:
1. Kegiatan CID harus berlandaskan nilai-nilai dan standar etika 1. CID activities must be based on the Company’s ethical values and
Perseroan yang berlaku dengan berprinsip pada akuntabilitas, standards, adhering to several principles, such as accountability,
transparansi, berperilaku etis, menghormati kepentingan para transparent, ethical behavior, respecting the stakeholders’ interests,
stakeholders, mematuhi hukum yang berlaku, menghormati norma complying with applicable laws, as well as respecting norms and
yang berlaku, serta menghormati hak asasi manusia. human rights.
2. Strategi CID harus selaras dengan strategi korporasi baik jangka 2. The CID strategy must be in line with the corporate strategy in the
pendek maupun panjang short term and long term.
3. CID merupakan bagian dari investasi sosial serta strategi bisnis 3. CID is part of social investment and business strategies to ensure
untuk menjamin keberlanjutan pertumbuhan usaha. sustainable business growth.
Isu dan Risiko Sosial yang Dihadapi Perusahaan Social Issues and Risks Faced by the Company
Secara sifat bisnis, Perseroan memiliki tiga segmen yang karakteristik isu In terms of business nature, the Company has three business segments
sosialnya berbeda-beda. Lokasi kerja jasa hulu migas umumnya berada with different characteristics of social issues. The work locations of
di hutan, laut maupun pemukiman rendah penduduk. Jasa distribusi upstream oil and gas services are generally located in forests, seas
dan logistik energi pada segmen hilir berada pada area pemukiman and low-population residential areas. Energy distribution and logistics
ramai penduduk. Sementara jasa penunjang berlokasi di area fabrikasi. services in the downstream segment are located in densely-populated
Untuk durasi proyek, jasa hulu migas dan penunjang berkisar 6-15 residential areas. Meanwhile, supporting services are located in the
bulan, sedangkan jasa distribusi dan logistik energi memiliki durasi fabrication area. For the duration of the project, upstream oil and
kontrak yang lebih panjang. Selain wilayah operasi, Perseroan juga gas and supporting services range will take around 6-15 months,
mengembangkan kegiatan pelibatan dan pengembangan masyarakat while energy distribution and logistics services have a longer contract

di kantor pusat. Secara karakteristik, area kantor pusat berdampingan duration. In addition to the operational area, the Company also
dengan pemukiman padat penduduk serta perkantoran lain. develops community involvement and development activities at the
head office. Characteristically, the head office area is adjacent to dens
ely-populated residential areas and other offices.
Berdasarkan karakteristik ini, isu dan risiko sosial pelibatan dan Based on these characteristics, the Company faces various issues and
pengembangan masyarakat yang dihadapi Perseroan sangat bervariatif. social risks in community involvement and development program. In
Secara umum dapat dipetakan sebagai berikut: general, it can be mapped as follows:
1. Wilayah operasi. Isu yang sering muncul adalah permintaan 1. Area of operation. Issues that often emerge was demand from
masyarakat sekitar untuk dapat dilibatkan dalam kegiatan surrounding community to be involved in operational activities,
operasional, permohonan dukungan berbagai kegiatan requests for support for various community activities, general
kemasyarakatan, keluhan umum pelaksanaan kegiatan operasional complaints about the implementation of operational activities, and
dan sebagainya. so on.
2. Wilayah kantor pusat. Isu yang sering muncul adalah kepedulian 2. Head office area. The issue that often emerge was the company’s
sosial perusahaan. social concerns.
Sementara risiko yang dapat terjadi antara lain ketidaksepahaman Meanwhile, risks that can occur include disagreements between the
antara Perseroan dengan masyarakat. Umumnya di karenakan antara Company and the community. Generally, this happened because the
rencana Perseroan dan keinginan masyarakat tidak sejalan. Company’s plans are not in line with and the community’s expectations.
Lingkup dan Perumusan Tanggung Jawab Sosial The Scope and Formulation of Corporate Social
Perusahaan terhadap Pengembangan Sosial dan Responsibility towards Social and Community
Kemasyarakatan Development
Lingkup dan perumusan tanggung sosial perusahaan terhadap The scope and formulation of corporate social responsibility for social and
pengembangan sosial kemasyarakatan meliputi pelibatan masyarakat community development includes the involvement of local communities
lokal sebagai tenaga kerja operasi, serta program peningkatan kualitas as operational workers, as well as programs to improve the quality of
hidup masyarakat, seperti pemberdayaan masyarakat, perbaikan sarana life of the community, such as community empowerment, renovation
dan prasarana sosial, peningkatan pendidikan dan kesehatan serta of social facilities and infrastructure, improvement of education and
kepedulian sosial lainnya. health, as well as and other social concerns.
Mekanisme perumusan program didasarkan atas risiko negatif kegiatan The program formulation mechanism is based on the negative risks of the
operasional Perseroan dan dampak yang mungkin muncul terhadap Company’s operational activities and its impacts on the social conditions
kondisi sosial masyarakat. Berdasarkan risiko-risiko yang mungkin of the community. Considering the potential risks, the Company seeks
muncul ini, Perseroan berupaya meminimalisasi dampaknya melalui to minimize their impacts through various social responsibilities. In
berbagai tanggung jawab sosial. Selain itu, program juga dirumuskan addition, the program is also formulated based on the social conditions
berdasarkan kondisi sosial masyarakat serta rencana pengembangan of the community as well as the Company’s community development
komunitas Perseroan. plan.
Strategi Perseroan dalam tanggung jawab pengembangan sosial dan The Company’s strategies in social and community development
kemasyarakatan adalah: responsibilities are:
1. Melibatkan masyarakat maupun stakeholders terkait lain di area 1. Involving the community and other relevant stakeholders in the
kerja sebagai bagian dalam kegiatan operasional; work area as part of operational activities;
2. Berpartisipasi aktif dalam kepedulian sosial dengan menerapkan 2. Actively participating in social care program by implementing
pemberdayaan komunitas atau community involvement & community involvement & development through aspects of three
development melalui aspek three fundamentals for a better life; fundamentals for a better life;
3. Berorientasi terhadap Sustainable Development Goals dan delapan 3. Focusing on Sustainable Development Goals and eight categories of
kategori Asnaf. Asnaf (People who are entitled of receiving Zakat).
Rencana dan Target Kegiatan di Sepanjang Tahun 2021 Plans and Targets in 2021
Perseroan memiliki target bahwa dalam setiap pelaksanaan kegiatan In each of its operational activity, the Company’s target is to have zero
operasi yang dilaksanakan, tidak adanya dampak negatif, pelanggaran negative impacts and violations or complaints that occur in the head
maupun pengaduan yang terjadi baik di kantor pusat, cabang, office, branch offices, warehouses, or areas of operation. There were no
warehouse maupun di area operasi. Tidak ada sanksi moneter maupun monetary or non-monetary sanctions for any non-compliance towards
non-moneter yang diberikan atas ketidakpatuhan terhadap hukum serta applicable laws and regulations.
peraturan yang berlaku.

Selain itu, Perseroan menargetkan jumlah benefisiaris yang dilibatkan In addition, the Company also expects the number of beneficiaries
dan diberdayakan meningkat setiap tahunnya. Peningkatan benefisiaris (people who were involved and empowered) to increase each year.
ini merupakan salah satu indikator yang menjadi acuan kinerja pelibatan This increase is one of the indicators that become a reference for the
dan pemberdayaan masyarakat yang dilakukan Perseroan. performance of community involvement and empowerment carried out
by the Company.
Program dan Kegiatan yang Dilakukan dan Dampaknya Implemented Programs and Activities and Their Impacts
• Pemberdayaan Tenaga Kerja Lokal dalam Aktivitas Operasi • Empowerment of Local Workers in Operational Activities
Pelibatan masyarakat sebagai tenaga kerja lokal bertujuan untuk Community involvement as local workers aims to support the
mendukung kesejahteraan hidup masyarakat di sekitar daerah operasi. welfare of the people living around the area of operation.
Pelibatan diawali dengan pelatihan teknis hingga pelaksanaan Involvement begins with technical training to the implementation
pekerjaan dengan tetap memperhatikan aspek QHSSE. Upaya ini of work, which must be in accordance with the QHSSE aspect. This
merupakan bisnis inklusif yang dilakukan Perseroan di berbagai area effort is an inclusive business that is carried out by the Company in
operasional. Posisi yang dipekerjakan antara lain: asisten humas, tim various operational areas. The positions are: PR assistant, drilling
pengeboran, tim topografi, signal man, wakar personel, waterline team, topography team, signal man, wakar personnel, waterline
crew dan lain-lain untuk berbagai proyek Perseroan. crew and others for the Company’s various projects.
• Pengembangan Komunitas Berkelanjutan • Sustainable Community Development
Dalam pengembangan komunitas berkelanjutan, Perseroan terus To create sustainable community development, the Company
melanjutkan berbagai aktivitas pengembangan dengan mengacu continues to carry out various development activities by focusing
pada peningkatan kualitas pendidikan, pengembangan ekonomi on improving the quality of education, developing the local
lokal, serta peningkatan kualitas layanan kesehatan dan lingkungan. economy, as well as improving the quality of healthcare services and
Aktivitas pada berbagai bidang adalah sebagai berikut: environment. Activities in various fields are as follows:
a. Bidang Lingkungan a. Enviromental Aspects

a.1. Program penghijauan a.1. Reforestation Program
Tahun 2021 Perseroan masih terus mengetatkan protokol Kesehatan In 2021, the Company continued to tighten the Health protocol
dalam menghadapi pandemi Covid-19, akan tetapi kegiatan in dealing with the Covid-19 pandemic, however, environmental
kepedulian terhadap lingkungan tetap dilakukan salah satunya awareness activities also continued to be carried out, one of
yaitu program penghijauan. Program penghijauan ini dilaksanakan which is the reforestation program. This reforestation program is
sebagai upaya untuk menciptakan suatu areal yang asri dengan implemented as an effort to create a beautiful area with various
berbagai manfaat lingkungan seperti menjaga keseimbangan environmental benefits, such as maintaining the balance of the
sistem air di alam, mencegah terjadinya erosi dan pengikisan tanah. water system in nature, as well as preventing erosion and soil
Mengedepankan tata nilai kolaborasi dalam setiap personel yang erosion. By prioritizing the value of collaboration between every
terlibat di Perseroan pada program penghijauan ini, tercatat total personnel involved in the Company‘s reforestation program, a total
bibit pohon yang ditanam sejumlah 888. Adapun lokasi tanam bibit of 888 tree seedlings were planted. The locations were around the
tersebut dilakukan di sekitar area project Elnusa yaitu: Elnusa project area, namely:
I. Area Elnusa Petrofin unit Fuel Terminal Ende (EPN) I. Elnusa Petrofin unit Fuel Terminal Ende (EPN)
II. Area Elnusa Petrofin unit Fuel Terminal Sanggaran dan Elnusa II. Elnusa Petrofin unit Fuel Terminal Sanggaran and Elnusa
Petrofin unit Integrated Terminal Manggis (EPN) Petrofin unit Integrated Terminal Manggis (EPN)
III. Lahan Elnusa Fabrikasi - Workshop, Merak (EFK) III. Elnusa Fabrication Land - Workshop, Merak (EFK)
IV. Area Muara Angke, penanaman Mangroove (Elnusa Trans IV. Muara Angke, Mangroove planting (Elnusa Trans Samudera-
Samudera-ETSA) ETSA)
V. Area Patra Nusa Data (PND)/Sigma Cipta Utama (SCU) dan V. Patra Nusa Data (PND)/Sigma Cipta Utama (SCU) and its
sekitarnya, Taman Tekno BSD, Banten (SCU) surrounding area, BSD Techno Park, Banten (SCU)
VI. Area kantor Perwakilan Elnusa di Balikpapan, Batakan dan VI. Elnusa Representative Office in Balikpapan, Batakan and Handil
Handil (OFS) (OFS)
VII. Proyek EPC/OM Prabumulih, Sumatera Selatan (EPC OM) VII. EPC/OM Prabumulih Project, South Sumatera (EPC OM)
VIII. Area Warehouse di Kalitidu (kelola PMGA) VIII. Warehouse area in Kalitidu (PMGA management)
a.2. Elnusa Emergency Response Team (EER) a.2. Elnusa Emergency Response Team (EER)
Perseroan memiliki Emergency Response Team yang bersiap-siaga The Company has an Emergency Response Team for various
pada berbagai keadaan darurat. Atas bencana alam yang terjadi emergencies. The Company will send this team if there is a natural
di Indonesia, Perseroan langsung mengaktifkan tim ini untuk disaster, who will carry out various responsibilities and social care,
melakukan berbagai tanggung jawab maupun kepedulian sosial both post-disaster and during the recovery. In 2021, there was a
baik pascabencana, maupun saat pemulihan. Pada tahun 2021 flood at the beginning of the year where more than 13 thousand
terjadi bencana alam yaitu Banjir di awal tahun dimana lebih dari families received assistance from the Company’s activity. The areas

13 ribu keluarga mendapatkan bantuan dari kegiatan Perseroan that benefited from flood disaster assistance were Ring 1 (around
ini. Adapun wilayah yang mendapatkan kebermanfaatan bantuan the Graha Elnusa head office) with around 630 beneficiaries,
bencana banjir yaitu di Ring 1 (sekitar kantor pusat Graha Elnusa) Banjarmasin at the Fuel Terminal unit Ampenan, Fuel Terminal
dengan penerima manfaat sekitar 630, Banjarmasin di unit Fuel unit Pontianak Masamba (Palopo, South Sulawesi), basic food and
Terminal Ampenan, unit Fuel Terminal Pontianak Masamba (Palopo, necessities for victims of flash floods in Batu-Malang, East Nusa
Sulawesi Selatan), Bantuan sembako untuk korban banjir bandang Tenggara, Gorontalo, and West Lombok.
Batu-Malang, Nusa Tenggara Timur, Gorontalo, Lombok Barat.

Selain bencana banjir, EER ini bergerak pada musibah lain yaitu EER also helped with other disasters, such as earthquake in Mamuju,
bantuan gempa di Mamuju, Majene- Sulawesi Barat, pemberian Majene-West Sulawesi, provided basic necessities for earthquake
sembako kepada korban Gempa Malang, bantuan pada Erupsi victims in Malang, and assistance for the Semeru Eruption.
Semeru.

Pada lonjakan kasus Covid-19 di pertengahan tahun 2021 yang Due to a spike of Covid-19 cases in mid-2021, EER team immediately
meninggi, tim EER dengan tanggap Memberikan bantuan dengan responded by providing assistance such as oxygen cylinders to
memberikan tabung oksigen kepada karyawan Elnusa dan Elnusa employees and their families, who contracted the virus.
keluarganya yang terdampak dengan sigap dan tepat sasaran.
b. Bidang Pendidikan dan Sosial b. Education and Social Aspects

b.1. Beasiswa Tepadu (BEST) b.1. Integrated Scholarships (BEST)
Tahun 2021, Perseroan masih dengan konsisten dan berkomitmen In 2021, the Company is consistently committed to providing
memberikan Beasiswa Terpadu melalui beberapa kegiatan secara Integrated Scholarships by carrying out several activities on a
rutin berupa pendampingan prestasi pada bidang akademik, regular basis, such as achievement mentoring in the academic field,
pembangunan karakter kepemimpinan serta pembimbing spiritual building leadership character and providing spiritual guidance to
kepada siswa/ siswi penerima beasiswa ini. Peserta Beasiswa Terpadu students who receive this scholarship. Participants of this Integrated
ini berasal dari keluarga berpenghasilan dibawah rata-rata sebagai Scholarship come from low-income families as a form of the
bentuk kepedulian Perseroan terhadap dunia pendidikan. Selama Company’s concern for education. In 2021, the Company provided
tahun 2021, penerima manfaat program Beasiswa Terpadu sebanyak the Integrated Scholarship for 728 students.
728.
b.2. Taman Belajar Elnusa (TBE) b.2. Elnusa Learning Group (Taman Belajar Elnusa/TBE)
Kegiatan TBE merupakan pendidikan tanpa dipungut biaya yang TBE activities are free education facilitated by the Company by
difasilitasi oleh Perseroan dengan menerapkan sistem pembelajaran implementing a learning system based on a combination of several
berdasarkan gabungan dari beberapa kurikulum terakreditasi secara nationally-accredited curricula. This activity consists of PAUD
nasional. Kegiatan ini terdiri dari PAUD (Pendidikan Anak Usia Dini) (Early Childhood Education) in the form of TKIT (Integrated Islamic
dalam bentuk TKIT (Taman Kanak- Kanak Islam Terpadu), TK Umum Kindergarten), Baitul Hikmah Patra Kindergarten, and TPA (Al-Quran
Baitul Hikmah Patra, dan TPA (Taman Pendidikan Al-Quran). Pada Recitation). In 2021, there were 1,296 children joining this program.
tahun 2021, terdapat 1,296 anak menerima manfaat dari program
ini.
b.3. Beasiswa Operasi dan Berprestasi b.3. Operational and Achievement Scholarships
Program ini merupakan salah satu apresiasi yang diberikan kepada This program is an appreciation for high-achiever children of
putra/putri berprestasi dari karyawan maupun mitra kerja dalam employees and partners. This is a routine program. In 2021, the
lingkup Perseroan. Program bersifat rutin. Pada tahun 2021, Company gave scholarships for 72 students, in which 35 of them are
Perseroan memberikan sebanyak 72 putra/putri menerima manfaat in primary education level, 22 in junior high school and 15 in senior
dari program ini dengan jenjang pendidikan SD penerima manfaat high school. The Company held a ceremonial for the 72 scholarship
sebanyak 35, jenjang pendidikan SMP sebanyak 22 dan jenjang beneficiaries during at the 52nd Elnusa Anniversary event, both
pendidikan SMA sebanyak 15. Sebanyak 72 penerima manfaat online and offline.
beasiswa dilakukan seremonial saat acara HUT Elnusa ke 52 secara
dalam jaringan (daring) dan luar jaringan (luring).
b.4. Ramadan di Elnusa b.4. Ramadan at Elnusa

Kegiatan Ramadan di Elnusa merupakan salah satu kegiatan Ramadan activities at Elnusa are one of the preferred activities
preferensi karyawan muslim Perseroan yang diadakan selama of the Company’s Muslim employees, which are held for a
sebulan penuh pada bulan suci Ramadan. Melalui program ini full month during the holy month of Ramadan. Through this
Perseroan berupaya memperbaiki perilaku maupun kinerja program, the Company seeks to improve employees’ behavior

karyawan berdasarkan nilai-nilai agama islam. Kegiatan tersebut and performance based on Islamic values. In 2021, this activity
pada tahun 2021 terbatas dikarenakan adanya Pandemi COVID-19 was limited due to lingering COVID-19 Pandemic in Indonesia. The
yang masih menjamah wilayah Indonesia. Pelaksanaan kegiatan di activity implementation during Ramadan must comply with the 5M
bulan Ramadan ini harus sesuai dan mematuhi protokol kesehatan health protocol (Washing hands, Keeping Distance and Wearing
5M (Mencuci tangan, Menjaga Jarak dan Memakai Masker, Menjauhi Masks, Staying Away from the Crowds, Limiting Mobilization and
kerumunan, Membatasi Mobilisasi dan Interaksi), kegiatan yang Interaction). The activities were limited to Islamic education in the
dilakukan terbatas pada edukasi keislaman dalam bentuk pengajian form of Qur’an recitations and science assemblies, which were held
maupun majelis ilmu yang dilakukan secara daring, juga dengan online. There were also other activities such as breaking the fast
kegiatan lain seperti buka puasa bersama masyarakat di sekitar with the community around Graha Elnusa by giving rice box at the
Graha Elnusa yang dilakukan dengan pemberian nasi kotak di Masjid Baitul Hikmah Elnusa Mosque for residents around the ring 1 area
Baitul Hikmah Elnusa yang ditujukan ke warga sekitar area ring 1 of Graha Elnusa. The Company did not hold Tarawa prayer and I’tikaf
Graha Elnusa selama bulan Ramadhan. Sedangkan untuk Sholat in 2021 in a bid to tackle the spread of COVID-19. More than 350
tarawih berjamaah dan bahkan berdiam diri (I’tikaf) tahun 2021 people, both within the company and the surrounding community,
ini ditiadakan untuk memutus mata rantai penyebaran COVID-19. receive the benefits of this program every year.
Terhitung lebih dari 350 orang baik dalam lingkungan perusahaan
maupun masyarakat sekitar menerima manfaat program ini tiap
tahunnya.
Program Ramadan yang telah dilakukan di tahun 2021 ini antara Ramadan program conducted in 2021 were:
lain:
• IFTHOR (Ifthor Harian OTW Rumah) • IFTHOR (Daily Iftar At Home)
Untuk membantu kebutuhan masyarakat sekitar Graha Elnusa To help the needs of the community around Graha Elnusa,
yang termasuk dalam Ring 1 (kaum Dhuafa), Panitia Ramadan which is included in Ring 1 (the poor people), the Ramadan
1442 H menyediakan sajian berbuka puasa yang telah di paket 1442 H Committee provided iftar as many as ± 300 boxes every
sebanyak ± 300 box setiap harinya dengan cara memberikan day by giving them directly to their homes to avoid crowds.
langsung kerumah rumah untuk menghindari kerumunan.
• BBS (Bincang-bincang Spiritual) • BBS (Bincang-bincang Spiritual/Spiritual Discussion)

Dalam rangka peningkatan syiar Islam dan untuk mempertebal In order to improve understanding of Islam and to strengthen
keimanan, kami menyelenggarakan kegiatan secara daring faith, we held online activity called “Spiritual Discussion”
(online) “Bincang Spiritual” yang diselenggarakan setiap hari every Monday and Wednesday at 12.15-13.00 WIB through
Senin dan Rabu pukul 12.15-13.00 wib melalui Ms Teams. Ms Teams.
• NOBAR (Ngabuburit Online Bareng Rekan) • NOBAR (Ngabuburit Online Bareng Rekan/Hanging Out with
Program NOBAR pada kegiatan Ramadhan ini diisi oleh Friends)
Narasumber Internal Elnusa dengan moderator yang dapat The NOBAR program during Ramadan was filled by Elnusa’s
menghidupkan suasana. Acara ini dimulai dengan Pembacaan Internal Sources with a moderator that can lift up the
ayat Al-qur’an oleh 2-3 orang (tahsin) dengan memperhatikan atmosphere. The event began with reading the Qur’an verses
tanda baca panjang pendeknya. Ngabuburit ini diadakan setiap by 2-3 people. The event was held every Tuesday and started at
hari Selasa dan dimulai pukul 16.30-17.30 WIB secara daring. 16.30-17.30 WIB online.
• KAMUS (Kajian Muslimah)

Pada kajian muslimah ini didatangkan narasumber ustadzah • KAMUS (Kajian Muslimah/Muslim Women Studies)
yang menarik dan dapat memberikan cahaya Islam, acara ini The sources for this Muslim Women Studies were female ustaz,
dapat disaksikan tidak hanya oleh kaum wanita namun juga who teach interesting topics and improve understanding on
bisa disimak oleh bapak-bapak. Kajian muslimah ini setiap hari Islam. This program was not only for women, but also men. It
Kamis dan dimulai setelah sholat Zuhur yaitu pukul 12.15-13.00 was held every Thursday after the Dhuhr prayer at 12.15-13.00
WIB dengan moderator yang dapat menghidupkan acara secara WIB with a moderator, who can liven up the mood despite
daring. being held online.
• SAY Dhuafa (Santunan Anak Yatim & Dhuafa) • SAY Dhuafa (Donations for Orphans & Poor People)
Perseroan memberikan santunan dan bingkisan berupa paket The company gave donations and gifts, such as basic food
sembako untuk masyarakat sekitar Graha Elnusa dengan packages for orphans and poor people living around Graha
kategori Yatim & dhuafa guna memberikan kebahagiaan Elnusa to provide ease for them in the midst of the Covid-19
ditengah wabah Covid-19. pandemic.

• ZISWAF (Zakat, Infaq, Shodaqoh dan wakaf) • ZISWAF (Zakat, Infaq, Alms and Waqf)
Membantu menyelesaikan problematika masyarakat yang Provide assistance to the community in the form of Zakat, Infaq,
berkenaan dengan masalah Zakat, Infaq, Shodaqah dan Wakaf. Alms and Waqf.
b.5. Pengembangan Sekolah Mandiri b.5. Independent School Development

Perseroan dan Grup selalu berupaya untuk mendukung dan The Company and the Group always support and prioritize the
mengutamakan dunia pendidikan melalui pengembangan sekolah world of education through the development of independent
mandiri baik di lingkungan kantor pusat maupun area lokasi schools in the head office area and various locations in the regions.
berbagai daerah. Bentuk dari dukungan yang dilakukan adalah The development focuses on improving the quality and quantity of
pengembangan dengan peningkatan kualitas maupun kuantitas dari existing educational facilities and infrastructure. The following is
sarana dan prasarana pendidikan yang ada. Berikut adalah salah one of the independent school development programs carried out
satu program Pengembangan sekolah mandiri yang dilakukan di in 2021 through the Zoom Meeting application with a quota of more
tahun 2021 secara dalam jaringan (daring) melalui aplikasi zoom than 100 participants:
meeting dengan kuota peserta Lebih dari 100, yaitu:
Program Elnusa Leader’s Sharing & Action (ELSA) Elnusa Leader’s Sharing & Action (ELSA) Program
Perseroan ingin memfokuskan berbagi pengetahuan dengan nara The company’s objective is a knowledge sharing with Elnusa’s
sumber dari level leader yang mengemban tugas dan tanggung jawab leaders, who carries a lot of duties and responsibilities in the
di perusahaan dan memiliki pengetahuan mumpuni di bidangnya. Company and has good knowledge in their fields. It is hoped that
Diharapkan dengan berbagi pengetahuan dan pengalamannya, by sharing their knowledge and experiences, these leaders will
leader mendapatkan nilai tambah serta dapat memberikan gain added value and can provide insights and inspirations in the
insight dan inspirasi di lingkungan pendidikan khususnya dengan educational environment, especially by encouraging students to be
menggerakan mahasiswa ke arah positif yang lebih produktif dan more productive and beneficial for themselves, their universities,
bermanfaat baik bagi diri sendiri, lingkungan kampus, maupun and Elnusa. The theme of this knowledge-sharing was “Elnusa
Elnusa. Kegiatan dalam berbagi pengetahuan ini mengambil tema: Leaders and Sharing Action (ELSA)”.
“Elnusa Leaders and Sharing Action (ELSA)”.

Kegiatan “Elnusa Leaders and Sharing Action (ELSA)” dimulai The “Elnusa Leaders and Sharing Action (ELSA)” activity started on
tanggal 28 Agustus 2021 yang dilakukan setiap minggu satu kali 28 August 2021 and was held once a week through online meeting.
pertemuan daring. Total penyelenggaraan kegiatan ini sebanyak 16 The activity was held in 16 state and private universities with a total
di Perguruan Tinggi Negeri dan swasta, dengan penerima manfaat of 7,334 participants.
sebanyak 7,334.
c. Bidang Kesehatan c. Health Sector

c.1. Forum Posyandu c.1. Forum Posyandu (Posyandu Forum)
Perseroan mendukung peningkatan layanan Posyandu dengan The Company supports the improvement of integrated health
memfasilitasi forum pertemuan untuk 14 Posyandu di sekitar kantor services post (Posyandu) by facilitating meeting forums for 14
pusat. Kegiatan ini merupakan dukungan Perseroan terhadap SDG Posyandu around the head office. This activity is part of the
Nomor 3: Kesehatan yang baik dan kesejahteraan. Pada tahun 2021 Company’s support for SDG Number 3: Good health and welfare.
ini terjadi kenaikan signifikan untuk program ini dikarenakan individu There was a significant increase in this program in 2021 as people
pergi ke tempat pelayanan publik dengan tetap memperhatikan go to public service places while adhering to strict health protocols
protokol Kesehatan ketat dan dengan pertemuan terbatas dan with limited gatherings to avoid crowds due to lingering Covid-19
dibatasi untuk menghindari kerumunan dengan masih adanya pandemic. The number of people benefiting from the program in
pandemi Covid-19. Total penerima manfaat program ini pada 2021 stood at 9,482, including mothers, toddlers, and elder people
tahun 2021 mencapai sekitar 9,482 ribu jiwa meliputi ibu, balita in all work areas owned by the Company and the Group by paying
dan lansia di seluruh area lokasi kerja Perseroan dan grup dengan attention to the Covid-19 Health Protocol.
memperhatikan protokol Kesehatan Covid-19.
c.2. Pos Sehat c.2. Health Post

Selain adanya fasilitas layanan posyandu, Perseroan dan Grup juga In addition to the Posyandu facility, the Company and the Group
memfasilitasi layanan kesehatan kepada masyarakat di wilayah also facilitate health services to the community in the Ring 1 area
sekitar Ring 1 Perseroan maupun Grup dengan program Pos Sehat. of the Company and the Group. The program is called Health Post.
Adapun aktivitas dari Pos Sehat ini berbeda dengan Posyandu. The activities were different from Posyandu. Activities at the Health
Aktivitas di Pos Sehat ini berupa pemeriksaan, pengobatan, Post included examination, treatment, and other health education.
serta penyuluhan kesehatan lainnya. Pada tahun 2021 ini terjadi There was a significant increase in the Program in 2021 due to

kenaikan signifikan untuk program ini dikarenakan masyarakat higher demand for the services and they went to the post by keeping
merasa membutuhkan jasa pada program pos sehat ini sehingga their distance and avoiding crowds due to the COVID-19 pandemic.
pergi ke tempat pengobatan dengan tetap Menjaga jarak dan The Company recorded that there were 1,695 beneficiaries of this
menghindari kerumunan karena masih adanya pandemi COVID-19, program.
secara Perseroan mencatat ada sebanyak 1.695 penerima manfaat
program ini.
c.3. Donor Darah c.3. Blood Donation

Secara program Donor Darah Merupakan kegiatan rutin tiga Bulanan Blood donation is a routine program held once in three months, as a
dimana merupakan wujud preferensi dan kepedulian karyawan, form of concern from employees, tenants at Graha Elnusa building,
penyewa Gedung Graha Elnusa dan masyarakat umum di sekitar and the community around Graha Elnusa to donate their blood and
Graha Elnusa untuk turut serta berdonor darah dan membantu help others. The blood donations carried out throughout 2021:
sesama. Sepanjang tahun 2021 kegiatan donor darah ini dilakukan:
a. Area Ring 1 Graha Elnusa a. Graha Elnusa Ring 1 Area
Aksi donor darah yang diselenggarakan di gedung Graha Elnusa This was a three-day blood donation event held at Graha Elnusa
dibagi menjadi 3 (tiga) hari tanggal 13, 20 dan 21 Agustus building. It was held on August 13, 20, and 21. Total number
2021. Jumlah pendonor yang mendaftarkan diri secara total of donors registered at the event was 142 people, with 107
sebanyak 142 orang dengan kriteria 107 pendonor dinyatakan donors were declared FIT and 35 donors were declared UNFIT
FIT dan 35 pendonor UNFIT untuk menyumbangkan darahnya to donate their blood. The event was in collaboration with
bekerjasama dengan Palang Merah Indonesia (PMI). Indonesian Red Cross (PMI)

b. Kegiatan Sinergi Donor Darah bersama PMI Kab Belitung b. There were also Blood Donation activity with PMI at Belitung
Menjelang Ramadhan 1422 H dan Bantuan Sumbangan Dana Regency ahead of Ramadhan 1422 H and fund donation for
Kegiatan Festifal Kelurahan Pangkal Lalang 2021 Pangkal Lalang Village Festival in 2021.
c. Kegiatan Bazzar Murah UMKM dan Donor Darah di area TBBM c. Cheap Bazaar and Blood Donation in the area of TBMM Fuel
Fuel Terminal Bali Terminal in Bali.
c.4. Donasi Covid-19 & Vaksin Umum c.4. Covid-19 Donation & Vaccines
Perseroan masih harus berjuang dalam pandemi Covid-19 di tahun The company still struggled with the Covid-19 pandemic in 2021.
2021, terjadinya peningkatan kasus pasien virus Corona pada kuartal There was an increase in the number of Covid-19 cases in January,
pertama awal tahun 2021 tepatnya bulan Januari, diberlakukan which led to the reinforcement of working-from-home policy. The
kebijakan bekerja dari rumah (working from home) kembali. Company reset the hours for working from home (online) and at the
Pengaturan jam bekerja dari rumah maupun secara luar jaringan offce (offline), in accordance with the Government regulation. This
(offline) dilakukan menyesuaikan peraturan dari Pemerintah, has affected the Company’s business activities, which required the
dimana hal ini mempengaruhi kegiatan bisnis Perseroan sehingga Company to continue its operation by carrying out several strategies
dituntut tetap harus beroperasi dengan melakukan beberapa to keep working while strictly maintaining all Health protocols in the
strategi untuk tetap bekerja dengan mematuhi semua protokol office environment. , location areas and workshop/warehouse.
Kesehatan yang ditetapkan secara ketat baik di lingkungan kantor,
area lokasi maupun workshop/warehouse.
Kondisi pandemi ini membuat Perseroan secara aktif memberikan This pandemic has prompted the Company to actively donate to
donasi ke beberapa Rumah Sakit maupun yayasan baik di area several hospitals or foundations in the Greater Jakarta area and
Jabodetabek maupun di seluruh area lokasi Elnusa. Donasi yang in all areas where Elnusa is located. The donations included basic
diberikan berupa bantuan sembako, alat bantu pernafasan, maupun food assistance, respiratoty aids, as well as a complete medical
Alat Pelindung Diri (APD) medis lengkap (head cap, coverall, sarung Personal Protective Equipment (PPE) (head cap, overall, gloves, N95
tangan, N95 mask, safety goggles, faceshield, shoes cover) bagi masks, safety goggles, faceshield, shoes cover) for medical health
tenaga Kesehatan medis. Tidak hanya itu, donasi covid-19 dilakukan workers. The company and the Group also built Elnusa Vaccinatioan
Perseroan dan Grup dengan mewujudkan Elnusa Sentra Vaksin, Center, with the first and second batch of mandatory vaccines were
penyelenggaraan Vaksin pertama dan Kedua bekerjasama dengan held in collaboration with Publich Health Center (Puskesmas) in
Pusat Kesehatan Masyarakat (puskesmas) area terkait. Tujuan nearby area. Elnusa Vaccination Center is a mandate, synergy, and
Sentra Vaksin Elnusa ini merupakan bentuk melaksanakan amanah, collaboration between Elnusa and all stakeholders and an effort to
sinergi, dan juga kolaborasi Elnusa dengan seluruh stakeholder tackle the spread of Covid-19. This vaccination program is believed

selain itu sebagai salah satu cara untuk memutus penyebaran mata to be a global hope in controlling the Covid-19 pandemic and
rantai virus Covid-19. Program vaksinasi ini diyakini sebagai harapan achieving herd immunity.
global dalam mengendalikan pandemi Covid-19 dan sebagai sarana
agar tercapainya kekebalan komunitas (herd immunity).
Kegiatan Sentra Vaksin Elnusa dosis pertama dan dosis Kedua ini Activities at Elnusa Vaccination Center was conducted in the
dilakukan Perseroan di area kerja sebagai berikut: following work areas:
1. Area Ring 1, Graha Elnusa
• Kegiatan Vaksin Pertama di area kantin Graha Elnusa 1. Ring 1 Area, Graha Elnusa
dilakukan selama 2 hari yaitu tanggal 28 – 29 Agustus • The First Vaccine was held in canteen area of Graha Elnusa
2021. for 2 days on August 28-29, 2021.
• Kegiatan Vaksin Kedua di area kantin Graha Elnusa • The Second Vaccine was held in canteen area of Graha
dilakukan selama 1 hari yaitu tanggal 30 November 2021. Elnusa for 1 day on November 30, 2021.
2. Area kerja lokasi Mundu, Cirebon 2. Mundu work area, Cirebon

• Kegiatan Vaksin Pertama di area kerja Perseroan di Mundu, • The First Vaccine in the Company’s work area in Mundu,
Cirebon dilakukan selama 2 hari yaitu tanggal 25-26 Cirebon, was held for 2 days on September 25-26, 2021.
September 2021.
• Kegiatan Vaksin Kedua diselenggarakan di Balai Desa • The Second Vaccine was held at Mundu Village Hall,
Mundu, Kabupaten Indramayu yaitu Area kerja Perseroan Indramayu Regency, which is part of the Company’s work
di Mundu, Cirebon dengan waktu pelaksanaan dilakukan area in Mundu, Cirebon. The event was held for 2 days on
selama 2 hari yaitu tanggal 25-26 Oktober 2021. October 25-26, 2021.
d. Bidang Ekonomi d. Economic Sector

d.1. Tabungan Hikmah Mandiri (THM) d.1. Hikmah Mandiri Savings (Tabungan Hikmah Mandiri/THM)
Kegiatan ini merupakan salah satu bentuk pemberdayaan ekonomi This activity is a form of community economic empowerment by
masyarakat dengan mengadopsi prinsip lembaga keuangan mikro adopting the principles of sharia microfinance institution called
syariah Baitul Maal Wat Tamwil (BMT) untuk meningkatkan Baitul Maal Wat Tamwil (BMT) to improve the capabilities of
kemampuan para pelaku usaha mikro dan kecil di lingkungan micro and small business players living near the head office. This
sekitar kantor pusat. Program ini diwujudkan dengan memberikan program is carried out by providing business capital loans as well as
pinjaman modal usaha disertai dengan pendampingan serta assistance and guidance to created independent business players.
pembinaan guna menjadikan para pelaku usaha yang mandiri. Pada In 2021, as many as 156 business players received benefits from this
2021, sebanyak 156 pelaku usaha menerima manfaat dari program program, bringing total number of beneficiaries to 6,797.
bergulir ini dengan total 6,797 jumlah penerima manfaat.
d.2. Aksi Tebar Hewan Kurban d.2. Distribution of Sacrificial Animal

Program ini merupakan program rutin tahunan Perseroan yang This is the Company’s annual program, which is held during the
digelar setiap hari raya Islam Idul Adha. Perseroan dan Grup Islamic holiday of Eid al-Adha. The Company and the Group
melakukan aksi tebar hewan kurban di berbagai area kerja di seluruh distribute sacrificial animals in various work areas throughout
Indonesia. Pada Tahun 2021 ini aksi tebar kurban ini dilakukan Indonesia. In 2021, the animals were distributed in accordance
dengan tetap memperhatikan protokol Kesehatan melalui Rumah with the Health protocols through Slaughterhouses (RPH) where a
Potong Hewan (RPH) dimana total hewan qurban Sapi sebanyak 55 total of 55 cows and 136 goats were sacrificed. There were 16,606
ekor dan Kambing sebanyak 136 ekor. Jumlah penerima manfaat beneficiaries, who were spread over several areas.
secara Persero sebanyak 16,606 yang tersebar dibeberapa area
lokasi.
d.3. Elnusa Berbagi Kasih d.3. Elnusa Shares Love

Program dari kegiatan ini merupakan aktivitas kepedulian sosial The activity under this is a social care of the Company and the
Perseroan dan Grup yang dilakukan dengan membagikan paket Group through distribution of aid packages to underprivileged
bantuan kepada masyarakat kurang mampu di berbagai area kerja communities in the Company’s various work areas. This sharing
Perseroan. Momen berbagi ini marak dilakukan secara Persero moment was widely carried out to help people in the midst of the
dengan tema membantu Saudara kita di tengah Pandemi Covid-19 prolonged Covid-19 Pandemic in 2021. The activity was carried out
yang berkepanjangan di tahun 2021 dengan pelaksanaan menjelang ahead of Idul Fitri, the anniversary of the Company and the Group, as
Idul Fitri, HUT Perseroan maupun Grup, maupun momen lainnya well as other moments and this has become a habit of Elnusa Group
yang telah menjadi kebiasaan Elnusa Group di area lokasi untuk in the location where it presents to share love in the community

berbagi kasih di Panti Asuhan. Penerima manfaat kegiatan ini adalah and orphanage. The beneficiaries of this activity are those included
keluarga dalam kriteria delapan Asnaf. Pada tahun 2021, Perseroan in 8 Asnaf criteria, or people who are entitled to receive zakat. In
mencatat sebanyak 8,263 penerima manfaat dari program ini. 2021, the Company recorded as many as 8,263 beneficiaries of this
program.
Biaya Tanggung Jawab Sosial Bidang Pengembangan The Cost of Social Responsibility Related to Social and
Sosial dan Kemasyarakatan Community Development
Jumlah penyaluran program tanggung jawab sosial bidang Total costs for carrying out a social responsibility programs related to
pengembangan sosial dan kemasyarakatan dapat dilihat pada tabel di social and community development can be seen in the table below.
bawah ini.
2021 2020 2019
Nilai investasi sosial (Rp-miliar) 13,2 11,2 40,9
Sertifikasi dan Penghargaan Tanggung Jawab Sosial Certification and Awards of Social Responsibility
Bidang Pengembangan Sosial dan Kemasyarakatan Related to Social and Community Development
Pada tahun 2021 tidak terdapat sertifikat maupun penghargaan yang In 2021, Elnusa did nt receive awards or certifications.
berhasil Elnusa dapatkan.
Tanggung Jawab terhadap

Konsumen
Responsibility to Customers

Sebagai perusahaan jasa energi, Perseroan memiliki segmen bisnis yang As an energy service provider, the Company has a wide business
luas. Kompetensi ini meliputi segmen jasa hulu migas, jasa distribusi segment. These services include the upstream oil and gas service,
dan logistik energi, serta jasa penunjang. Sesuai sifat bisnis perusahaan energy distribution and logistics, as well as supporting services. Given
jasa, jenis servis maupun lokasi kerja berganti-ganti sepanjang waktu the nature of the service company’s business, the type of service and
menyesuaikan dengan wilayah kerja pelanggan. Durasi waktu pekerjaan work location change all the time according to the customers’ work
pun menyesuaikan dengan permintaan jasa yang diharapkan oleh area. The work duration also adjusts to the customers’ service demand.
pelanggan. Perseroan selalu diharapkan untuk memberikan jasa yang The Company is always expected to provide services that give faster,
memberikan solusi atas permasalahan pelanggan dengan lebih cepat, better, more competitive, up-to-date and safer solutions to customers’
lebih baik, lebih kompetitif, lebih terkini serta lebih aman. Untuk problems. To answer this challenge, the Company must be able to
menjawab tantangan ini, tentunya Perseroan harus dapat memberikan improve its service quality.
peningkatan kualitas jasa.
Kesungguhan untuk memberikan layanan terbaik kepada pelanggan The Company’s spirit is the determination to provide the best service
melalui peningkatan kualitas jasa ini merupakan semangat Perseroan. to its customers by improving the service quality. This is based on the
Hal ini didasari bahwa pelanggan adalah pemangku kepentingan yang fact that customers are stakeholders who have strategic role in ensuring
mempunyai peran strategis dalam menjamin keberlangsungan usaha. business continuity. Customers’ success is the Company’s success. The
Kesuksesan pelanggan merupakan kesuksesan Perseroan. Realisasi realization of this commitment is carried out by implementing the
komitmen ini dilaksanakan Perseroan dengan menerapkan kebijakan- following policies:
kebijakan sebagai berikut:
1. Mengadopsi standarisasi yang berlaku secara internasional dan 1. Adopting standards that are applicable internationally and updating
memperbaharuinya secara rutin & berkala these standards regularly and periodically
2. Memastikan inovasi berkelanjutan pada setiap fungsi Perseroan 2. Ensuring continuous innovations in each of the Company’s function
3. Mengimplementasikan sosialiasi, monitor dan evaluasi terhadap 3. Implementing socialization, monitoring and evaluation on the
mutu dari fungsi Perseroan quality of the Company’s functions.

Sebagai turunan dari kebijakan pengelolaan kualitas jasa, Perseroan As a follow up on the service quality management policy, the Company
terus melakukan berbagai upaya baik perbaikan pada lini servis yang continues to make various efforts by improving existing services, as well
telah ada, maupun penambahan value preposition baru dengan as adding new value propositions through digitalization.
digitalisasi.
Lingkup dan Perumusan Tanggung Jawab Sosial The Scope and Formulation of Corporate Social
Perusahaan terhadap Konsumen Responsibility towards Customers
Perseroan memiliki tiga segmen bisnis jasa energi yaitu 1) Jasa hulu The Company has three energy service business segments, namely
migas, 2) Jasa distribusi dan logistik energi, dan 3) Jasa penunjang. 1) upstream oil and gas services, 2) energy distribution and logistics
Detail informasi mengenai segmen bisnis ini dapat dibaca pada subbab services, and 3) supporting services. Detailed information regarding
bidang usaha, bab Profil Perusahaan. Komunikasi pemasaran atas jasa each business segment can be seen in the sub-section of business fields
melalui berbagai aktivitas maupun media pemasaran secara business to in the Company Profile chapter. Marketing communication for these
business kepada pelanggan. services is conducted through various activities or business-to-business
marketing media to customers.
Peran Perseroan dalam memberikan jasa dilakukan dengan menyediakan The Company’s role in delivering these services is carried out by
sumber daya profesional, peralatan maupun material yang diperlukan providing professional resources, equipment and materials needed to
untuk memberikan solusi atas permasalahan pelanggan. Proses provide solutions to customers’ problems. The Company’s appointment
penunjukkan Perseroan sebagai kontraktor jasa dilakukan sesuai dengan process as a service contractor is carried out in accordance with
prosedur yang berlaku di Indonesia. Tidak ada insiden ketidakpatuhan applicable procedures in Indonesia. There were no incidents of non-
terhadap peraturan dalam hal ini. compliance with regulations on this matter.
Dalam memberikan layanan jasa kepada para pelanggan, Perseroan In providing services to customers, the Company always ensures that
selalu memastikan bahwa pelanggan tidak hanya mendapatkan layanan customers will receive more than the best operating services. The
jasa operasi terbaik. Namun, bersungguh- sungguh mengupayakan Company is also determined to put its best efforts for customers’
praktik kesehatan dan keselamatan kerja pelanggan, praktik operasi yang occupational health and safety practices, operating practices that
bertanggung jawab terhadap lingkungan, serta praktik ketenagakerjaan are committed to environmental sustainability, and fair employment
yang adil. Upaya untuk merumuskan praktik-praktik ini ada dalam practices. The Company’s efforts to formulate these practices are stated
berbagai ketentuan yang ada pada Perseroan. in various provisions in the Company.
Rencana dan Target Kegiatan Activity Plans and Targets

Perseroan merencanakan berbagai program untuk meningkatkan The Company plans various programs to increase customer satisfaction.
kepuasan pelanggan. Target yang hendak dicapai antara lain tidak adanya The Company’s target is to have zero customer complaints, since
keluhan pelanggan yang menimbulkan adanya sanksi ataupun denda atas complaints could lead to sanctions or fines for the provision of services
penyediaan jasa yang dilakukan. Selain itu sebagai upaya peningkatan performed. In addition, as an effort to improve its services, the
penyediaan jasa, Pada tahun 2021 Perseroan mengumpulkan 246 hasil Company collected 246 innovation results in various business segments
inovasi pada berbagai segmen bisnis. throughout 2021.
Program dan Kegiatan yang Dilakukan Implemented Programs and Activities

1. Project Quality Plan (PQP) 1. Project Quality Plan (PQP)
Perseroan membuat PQP sebelum memulai suatu pekerjaan. The Company creates a PQP before starting any type of work. This
Perencanaan ini meliputi aspek sumber daya manusia, QHSSE, planning covers aspects of human resources, QHSSE, technology,
teknologi, target pelanggan dan lain-lain. Melalui PQP, Perseroan customers’ targets and others. Through PQP, the Company seeks to
berupaya memitigasi risiko yang mungkin terjadi, sehingga dapat mitigate risks that may occur and prevent things that have negative
mencegah hal-hal yang berdampak negatif dalam pelaksanaan impact on the implementation of work that can result in customer
pekerjaan yang dapat berakibat ketidakpuasan pelanggan terhadap dissatisfaction with the provided services.
jasa yang diberikan.
2. Continuous Improvement Program (CIP) 2. Continuous Improvement Program (CIP)
Perseroan menetapkan CIP sebagai Key Performance Indicator The Company has set CIP as the 2021 Key Performance Indicator
(KPI) 2021 untuk semua divisi dan anak perusahaan. Pada tahun ini (KPI) for all divisions and subsidiaries. In 2021, there were 246 CIP
terkumpul 246 risalah CIP melibatkan Perwira Elnusa dari berbagai summaries involving Elnusa officers from various functions. This
fungsi. Program CIP ini dikompetisikan dalam berbagai ajang baik CIP is competed in various events, including within the Company’s
internal Perseroan, Grup Pertamina maupun Internasional. Dari internal, Pertamina Group and International level. These innovations

inovasi yang dihasilkan, tercapai value creation senilai Rp582.16 resulted a value creation worth Rp582.16 billion with an actual
milyar dengan actual value creation sebesar Rp. 548.72 milyar (94 value creation of Rp548.72 billion (94%) of the total value creation.
%) dari total value creation.

Perseroan menerapkan audit terpadu secara internal dan eksternal The Company implemented an integrated internal and external
atas implementasi ISO 9001:2015, ISO 14001:2015, ISO 45001:2018, audit of the implementation of ISO 9001:2015, ISO 14001:2015, ISO
ISO 55001:2014 dan ISO 37001:2016. Perseroan tercatat baik dalam 45001:2018, ISO 55001:2014 and ISO 37001:2016. The Company
menerapkan sistem manajemen QHSSE terintegrasi di atas. was rated good in implementing the above integrated QHSSE
management system.
Berikut 5 inovasi unggulan di tahun 2021: Here are 5 leading innovations in 2021:
1. Inovasi Product Cementing “Slurry Merah Putih” Untuk Project 1. Product Cementing “Red and White Slurry” innovation for
Pemboran Sumur Shallow Gas Shallow Gas Well Drilling Project
2. Inovasi Portable Smart Nodal Deployment System untuk Survey 2. Portable Smart Nodal Deployment System innovation for
Seismik 3D Marine Marine 3D Seismic Survey
3. Inovasi Elnusa Smart Retrofit sebagai Sistem Smart Gas Meter 3. Elnusa Smart Retrofit innovation as Smart Gas Meter System for
untuk Analisa Data Konsumsi Pelanggan Gas di PGN Lampung Data Analysis on Gas Customer Consumption at PGN Lampung
4. Inovasi Elnusa Hidraulik Rig - 14 (HWU-EHR#14) dengan Desain 4. Elnusa Hidraulik Rig - 14 (HWU-EHR#14) innovation with
dan Profile yang Compact dan Canggih untuk Operasi Workover Compact and Sophisticated Design and Profile for Workover
Operations
5. Inovasi High Temperature Water Base Mud (HTWBM) Sebagai 5. High Temperature Water Base Mud (HTWBM) innovation as
Fluida Pemboran pada Sumur High Pressure High Temperature Drilling Fluid in High-Pressure High-Temperature Wells
3. Survei Kepuasan Pelanggan 3. Customer Satisfaction Survey

Tujuan dari survei kepuasan pelanggan adalah untuk mengukur The purpose of the customer satisfaction survey is to measure and
dan memantau kepuasan pelanggan terhadap produk dan layanan monitor customer satisfaction with the company’s products and
perusahaan serta mendapatkan umpan balik mengenai status services and obtain feedback on the satisfaction with current works.
kepuasan atas pekerjaan yang sedang berjalan. Hal ini meliputi This includes assessment and feedback on HSE Performance, Quality
penilaian dan feedback terhadap HSE Performance, Quality meliputi including products/services, equipment performance, timeliness,
produk/ jasa, kinerja peralatan, ketepatan waktu, keterampilan team skills including technical skills and non-technical skills,
tim meliputi keterampilan teknis dan keterampilan non-teknis, coordination and communication including ease of coordination,
koordinasi dan komunikasi meliputi kemudahan berkoordinasi, responsiveness in handling complaints and support from related
tanggap dalam menangani keluhan dan dukungan dari Manajemen Management.
terkait.

Survei dilakukan secara sampling dan periodik pada pelanggan The survey was conducted through periodic sampling to customers
melalui penyebaran kuesioner, wawancara ataupun observasi di by distributing questionnaires, interviews or field observations.
lapangan. Tingkat kepuasan pelanggan (customer satisfaction index/ The level of customer satisfaction (customer satisfaction index /
CSI) terhadap kinerja Elnusa di tahun 2021 adalah 4,82 dan ini sesuai CSI) on Elnusa’s performance in 2021 was 4.82 from a total of 56
dengan target Perseroan untuk target CSI adalah 4 (empat) dari respondents. The result was in line with the Company’s target for
skala 5 (lima) dengan jumlah responden di tahun 2021 sebanyak 56 the CSI target of 4 (four) out of 5 (five).
responden.
4. Quality Management Assessment 4. Quality Management Assessment

Sebagai bagian dari grup Pertamina, Perseroan juga menerapkan As part of the Pertamina group of companies, the Company also
Quality Management Assessment (QMA) berbasis Kriteria Kinerja implements a Quality Management Assessment (QMA) based on
Ekselen Pertamina (KKEP). KKEP berfokus pada aspek penilaian Pertamina’s Excellent Performance Criteria (KKEP). KKEP focuses on
kinerja dalam 4 (empat) Fokus Strategis, yaitu: performance appraisal in the 4 (four) Strategic Aspects, namely:
a. Kepemimpinan & keberlanjutan bisnis, a. Leadership & Business Sustainability,
b. Operasional ekselen, b. Excellent Operations,
c. Tenaga kerja c. Labor, and
d. Pelanggan. d. Customers.

5. Knowledge Management 5. Knowledge Management

Kegiatan ini bertujuan untuk berbagi pengetahuan terkait dengan This activity aims to share knowledge related to operational and
operasional dan nonoperasional untuk meningkatkan knowledge non-operational activities to enhance employees’ knowledge. The
karyawan. Sharing dilakukan dengan menyelenggarakan pertemuan sharing session is done through online meetings facilitated by EPS
yang difasilitasi oleh EPS secara dalam jaringan (daring) selama during the COVID-19 pandemic. Themeeting is held at least twice
masa pandemi COVID-19 setiap pekan minimal 2 (dua) kali every week through Microsoft Teams. Materials from sharing
pertemuan melalui Ms Teams. Materi dari sharing session di-upload sessions are uploaded at dms.elnusa.co.id. During 2021, there were
di dms.elnusa.co.id. Selama tahun 2021 tercatat dilakukan 3.144 3,144 training events, webinar, and sharing sessions with 13,948
event training, webinar, & sharing dengan jumlah jam pembelajaran learning hours.
13.948.
Pencapaian Kegiatan Tanggung Jawab Sosial Perusahaan Achievement of Corporate Social Responsibililty
Lingkup Tanggung Jawab terhadap Konsumen towards Customers
Bentuk pencapaian kegiatan tanggung jawab sosial perusahaan lingkup The form of achievement of corporate social responsibility activities
tanggung jawab terhadap konsumen dapat dilihat dari pencapaian related to responsibility to consumers can be seen from the achievement
kinerja mutu disepanjang tahun 2021 sebagaimana terlampir di in quality performance throughout 2021 as shown below.
bawah ini.
Indikator Pencapaian
Indicator Achievements
Risalah CIP | CIP Summaries 246 risalah | 246 documents
Value Creation Rp923.63 miliar | billion
Pengaduan Terkait Layanan serta Produk Perusahaan Complaints on the Company’s Services and Products
dan Penanganannya and its Handling Process
Agar dapat memberikan pelayanan terbaik kepada konsumen, Perseroan In order to provide the best service to customers, the Company is open
berupaya untuk memperoleh umpan balik dan masukan, baik dari to feedback and input, both from customers and stakeholders. The
konsumen maupun dari para pemangku kepentingan. Perseroan juga Company also has a mechanism in handling customers’ complaints,
telah memiliki mekanisme dalam menangani pengaduan konsumen whether it is directly or through the media, starting from the front
baik secara langsung maupun pengaduan melalui media, mulai dari line to the responsible unit. For Management, this complaint can be
lini depan hingga unit yang bertanggung jawab. Bagi Manajemen, used to improve the Company’s performance in the future. Customers
pengaduan ini dapat digunakan untuk memperbaiki kinerja Perseroan di and stakeholders can file complaints through various media that have
masa datang. Konsumen dan stakeholders dapat melakukan pengaduan been provided by the Company: the contact center and the Company’s
lewat berbagai media yang sudah disediakan, yaitu contact center dan website.
situs web Perseroan.
Sertifikasi dan Penghargaan Tanggung Jawab Certification and Awards for Corporate Responsibility to
Perusahaan terhadap Konsumen atau Pelanggan Customers
Berikut ini adalah sertifikat dan penghargaan yang berhasil Elnusa Below is the certifications and awards that Elnusa maintained and
pertahankan dan dapatkan selama tahun 2021. obtained throughout 2021.
Badan Sertifikasi Masa Berlaku

No. ISO Series
Certification Agency Validity Period
1 ISO 9001: 2015 SGS 1 Maret 2024 | March 1, 2024
2 ISO 14001: 2015 SGS 18 Februari 2024 | February 18, 2024
3 ISO 45001: 2018 SGS 26 Maret 2024 | March 26, 2024
4 ISO 55001: 2014 SGS 18 Januari 2024 | January 18, 2024
5 ISO 37001: 2016 SGS 12 Agustus 2023 | August 12, 2023

Lampiran
Appendix
Glosarium
Glossary
Singkatan Definisi Singkatan Definisi

Abbreviation Definition Abbreviation Definition
2D Dua Dimensi | Two Dimension EPS Elnusa Petroleum School
3D Tiga Dimensi | Three Dimension ERM Enterprise Risk Management
AGMS Annual General Meeting of Shareholders ESDM Kementerian Energi dan Sumber Daya Mineral
Ministry of Energy and Mineral Resources
APBN Anggaran Pendapatan dan Belanja Negara | State Budget
ESOP Employee Stock Option Plan
APMS Agen Premium Minyak Solar | Premium Diesel Fuel Agent
ETSA PT Elnusa Trans Samudera
ARA Annual Report Award
EWL Electric Wireline Logging
AS | US Amerika Serikat | United States
FAME Fatty Acid Methyl Ester
ASEAN Association of South East Asia Nation
GCG Good Corporate Governance
AVO Amplitude Versus Offset
GDL Geo Data Acquisition Land
AWB Accomodation Work Barge
GDM Geo Data Acquisition Transition Zone & Marine Zone &
B3 Bahan Berbahaya dan Beracun Marine
Hazardous and Toxic Materials
GDP Geo Data Processing
BAPEPAM Badan Pengawas Pasar Modal
Capital Market Supervisory Agency GGR Geology, Geophysics and Reservoir
Bapepam-LK Badan Pengawasan Pasar Modal – Lembaga Keuangan GPS Global Positioning System
Capital Market Supervisory Agency – Financial Institution
GRI Global Reporting Initiative
BBK Bahan Bakar Khusus | Special Fuels
GMS General Meeting of Shareholders
BBM Bahan Bakar Minyak | Oil Fuel
H2S Hydrogen Sulfide
BBMK Bahan Bakar Minyak Khusus | Special Fuels
HAGI Himpunan Ahli Geofisika Indonesia
BEI/IDX PT Bursa Efek Indonesia | Indonesia Stock Exchange Indonesia Association of Geophysicists
BEST Beasiswa Terpadu | Integrated Scholarship HRIS Human Resources Information System
BI Bank Indonesia HSSE Health, Safety, Security & Environment
BNI Syariah Bank Negara Indonesia Syariah HWU Hydraulic Workover Unit
Indonesian State Bank-Sharia
IAI Ikatan Akuntan Indonesia
BUMN | SOE Badan Usaha Milik Negara | State-Owned Enterprise Institute of Indonesia Chartered Accountants
CBM Coal Bed Methane IAGI Ikatan Ahli Geologi Indonesia

Indonesian Association of Geologist
CIP Continuous Improvement Program
ICBC Industrial and Commercial Bank of China
CMT Cementing Service
ICP Indonesia Crude Price
CoC Standar Etika | Code of Conduct
ICT Information Communication Technology
COSO Committee of Sponsoring Organizations
IFRS International Financial Reporting Standard
CSR Corporate Social Responsibility
IHSG Indeks Harga Saham Gabungan | IDX Composite
CTU Coiled Tubing Unit
IIA The Institute of Internal Auditor
DFS Drilling Fluid Services
IMF International Monetary Fund
DMS Document Management System
IPO Penawaran Umum Saham Perdana | Initial Public Offering
DPPU Depot Pengisian Pesawat Udara | Aircraft Filling Depot
ISO International Organization for Standardization
EBITDA Earning Before Interest, Tax, Depreciation and Amortization
LCT Landing Craft Tank
EER Elnusa Emergency Response
LHA Laporan Hasil Audit | Audit Report
EFK PT Elnusa Fabrikasi Konstruksi
LPG Liquefied Petroleum Gas
ELSA Kode Saham Elnusa | Elnusa Ticker Code
LTI Lost Time Injury
EPC Engineering, Procurement & Construction
MEA Masyarakat Ekonomi ASEAN | ASEAN Economic Community
EPN PT Elnusa Petrofin

Singkatan Definisi Singkatan Definisi
Abbreviation Definition Abbreviation Definition
Migas Minyak dan Gas | Oil and Gas RUPS Rapat Umum Pemegang Saham
General Meeting of Shareholder
MLU Mud Logging Unit
SAK Standar Akuntansi Keuangan | Financial Accounting Standards
MOR Marketing Operation Region
SCU PT Sigma Cipta Utama
MPP Masa Persiapan Pensiun | Retirement Preparation Period
SDM | HR Sumber Daya Manusia | Human Resources
MSOP Management Stock Option Pan
SEOJK Surat Edaran Otoritas Jasa Keuangan
NPM Net Profit Margin Circular Letter of the Financial Services Authority
O&M Operation & Maintenance SK Surat Keputusan | Decision Letter
OCTG Oil Country Tubular Goods SKK Migas Migas Satuan Kerja Khusus Pelaksana Kegiatan Usaha Hulu
OHS Occupational Health and Safety Minyak dan Gas Bumi
Special Unit Taskforce of Oil and Gas
OHSAS Occupational Health and Safety Assessment System
SPOB Self Propelled & Oil Barge
OJK Otoritas Jasa Keuangan | Financial Services Authority
SL Slickline Services
ONH Ongkos Naik Haji | Pilgrimage Cost Assistance
SMBCI Sumitomo Mitsui Banking Corp
OPEC NGLS Organizations of the Petroleum Exporting Countries Natural
Gas Liquid SOP Standard Operating Procedures
OPM Operating Profit Margin SPBB Stasiun Pengisian Bahan Bakar Bunker
Bunker Fuel Filling Stations
P/B Price to Book
SPBE Stasiun Pengisian Bulk LPG | Bulk LPG Filling Stations
P/E Price to EPS
SPBU Stasiun Pengisian Bahan Bakar Umum | Gas Station
Permen Peraturan Menteri | Ministerial Regulation
SPE Serikat Pekerja Elnusa | Labor Unions Elnusa
Perseroan PT Elnusa Tbk | The Company
SPK Sistem Pengelolaan Kerja | Performance Management System
Pertamina PT Pertamina (Persero)
TBBM Terminal Bahan Bakar Minyak | Fuel Terminal
PEP PT Pertamina EP
TBE Taman Belajar Elnusa | Elnusa Learning Park
PHE PT Pertamina Hulu Energi
THM Tabung Hikmah Mandiri | Hikah Mandiri Tube
PHE ONWJ PT Pertamina Hulu Energi Offshore North West Java
THR Tunjangan Hari Raya | Religious Holiday Allowance
PHE WMO PT Pertamina Hulu Energi West Madura Offshore
TZ Transition Zone
PHM Pertamina Hulu Mahakam
US$ United States Dollar | Dolar Amerika
POMS Production and Operation Maintenance Services
UU Undang-Undang | Law
PKAT Program Kerja Audit Tahunan | Annual Audit Work Program
UUPT Undang-Undang Perseroan Terbatas
PNBP Penerimaan Negara Bukan Pajak | Non-Tax Revenue Limited Liability Company Law
PP Peraturan Perusahaan | Company Regulations UTD Ulang Tahun Dinas | Service Anniversaries
PPh Pajak Penghasilan | Income Tax VHS Vendor Held Stock
PPN Pajak Pertambahan Nilai | Value Added Tax VICO PT Vico Indonesia
PSAK Pernyataan Standar Akuntansi Keuangan VTMS Vessel Traffic Management and Information System
Statement of Financial Accounting Standards
WBS Whistleblowing System
PUMP Pumping Services
WB Working Barge
RJPP Rencana Jangka Panjang Perusahaan
The Company’s Long-term Plan WK Wilayah Kerja | Working Area
RKAP Rencana Kerja dan Anggaran Perusahaan WP & B Work Program and Budget
Work Plan and Budget WT Well Testing Service
ROA Return on Assets WTI West Texas Intermediate
ROE Return on Equity

Referensi SEOJK No. 16/SEOJK.04/2021:
Laporan Tahunan Emiten atau Perusahaan Publik
SEOJK No. 16/SEOJK.04/2021: Annual Report of Public Company
Halaman
Keterangan Description
Page
I. Ketentuan Umum I. General Provision
1. Dalam Surat Edaran Otoritas Jasa Keuangan ini yang √ 1. In this Financial Services Authority Circular Letter
dimaksud dengan: what is meant by:
a. Laporan Tahunan adalah laporan √ a. The Annual Report is a report on the Board
pertanggungjawaban Direksi dan Dewan of Directors and Board of Commissioners
Komisaris dalam melakukan pengurusan dan accountability in managing and supervising
pengawasan terhadap emiten atau perusahaan issuers or public companies within a period
publik dalam kurun waktu 1 (satu) tahun of 1 (one) fiscal year to the general meeting
buku kepada rapat umum pemegang saham of shareholders prepared based on the
yang disusun berdasarkan ketentuan dalam provisions of the Financial Services Authority
Peraturan Otoritas Jasa Keuangan mengenai Regulation concerning the Annual Report of
Laporan Tahunan emiten atau perusahaan issuers or public companies.
publik.
b. Emiten adalah pihak yang melakukan √ b. Issuers are parties who make public offerings
penawaran umum.
c. Perusahaan Publik adalah perseroan yang √ c. A Public Company is a company whose shares
sahamnya telah dimiliki paling sedikit are owned by at least 300 (three hundred)
oleh 300 (tiga ratus) pemegang saham shareholders and has a paid-up capital of
dan memiliki modal disetor paling sedikit at least Rp3,000,000,000.00 (three billion
Rp3.000.000.000,00 (tiga miliar rupiah) atau rupiah) or a number of shareholders and
suatu jumlah pemegang saham dan modal paid-up capital as determined by the Financial
disetor yang ditetapkan oleh Otoritas Jasa Services Authority.
Keuangan.
d. Perusahaan Terbuka adalah Emiten yang telah √ d. A Public Company is an Issuer that has made
melakukan penawaran umum efek bersifat a public offering of equity securities or a
ekuitas atau Perusahaan Publik. Publically-listed Company
e. Laporan Keberlanjutan (Sustainability Report) √ e. A Sustainability Report is a report published
adalah laporan yang diumumkan kepada to the public that contains the economic,
masyarakat yang memuat kinerja ekonomi, financial, social, and environmental
keuangan, sosial, dan lingkungan hidup performance of a financial service institution,
suatu lembaga jasa keuangan, Emiten, dan Issuer, and Public Company in running a
Perusahaan Publik dalam menjalankan bisnis sustainable business
berkelanjutan.
f Direksi: f Board of Directors:
1) bagi Emiten atau Perusahaan Publik √ 1) For an Issuer or a Public Company in
berbentuk badan hukum perseroan the form of a limited liability company,
terbatas adalah Direksi sebagaimana it is the Board of Directors as referred
dimaksud dalam Peraturan Otoritas Jasa to in the Financial Services Authority
Keuangan mengenai Direksi dan Dewan Regulation concerning the Board of
Komisaris Emiten atau Perusahaan Publik; Directors and Board of Commissioners of
dan an Issuer or Public Company; and
berbentuk badan hukum selain perseroan the form of a legal entity other than a
terbatas adalah organ yang melaksanakan limited liability company, it is the body
pengurusan badan hukum tersebut that carries out the management of the
sebagaimana dimaksud dalam peraturan legal entity as referred to in the laws and
perundang-undangan mengenai badan regulations concerning the legal entity.
hukum tersebut.

Halaman
Page
g. Dewan Komisaris: g. Board of Commissioners:
berbentuk badan hukum perseroan the form of a limited liability company,
terbatas adalah Dewan Komisaris the Board of Commissioners as referred
sebagaimana dimaksud dalam Peraturan to in the Financial Services Authority
Otoritas Jasa Keuangan mengenai Direksi Regulation concerning the Board of
dan Dewan Komisaris Emiten atau Directors and Board of Commissioners of
Perusahaan Publik; dan an Issuer or Public Company; and
2) bagi Emiten atau Perusahaan Publik √ 2) For the Issuer or Public Company in the
berbentuk badan hukum selain perseroan form of a legal entity other than a limited
terbatas adalah organ yang melakukan liability company, it is the body that
pengawasan badan hukum tersebut supervises the legal entity as referred to
sebagaimana dimaksud dalam peraturan in the laws and regulations concerning
perundang-undangan mengenai badan the legal entity.
hukum tersebut.
h. Rapat Umum Pemegang Saham yang √ h. General Meeting of Shareholders hereinafter
selanjutnya disingkat RUPS: abbreviated as GMS:
1) bagi Emiten atau Perusahaan Publik √ 1) For an Issuer or a Public Company in the
berbentuk badan hukum perseroan form of a limited liability company, it is
terbatas adalah RUPS sebagaimana the GMS as referred to in the Financial
dimaksud dalam Peraturan Otoritas Services Authority Regulation concerning
Jasa Keuangan mengenai Rencana dan the Planning and Organizing of the
Penyelenggaraan Rapat Umum Pemegang General Meeting of Shareholders of a
Saham Perusahaan Terbuka; dan Public Company; and
2) bagi Emiten atau Perusahaan Publik √ 2) For an Issuer or Public Company in the
berbentuk badan hukum selain perseroan form of a legal entity other than a limited
terbatas adalah organ yang mempunyai liability company, it is the body that has
wewenang yang tidak diberikan kepada authority that is not given to any other
organ yang melaksanakan fungsi body that carries out management and
pengurusan dan fungsi pengawasan, dalam supervisory functions, within the limits
batas yang ditentukan dalam peraturan specified in the legislation and/or articles
perundang-undangan dan/atau anggaran of association governing the legal entity.
dasar yang mengatur badan hukum
tersebut.
2. Laporan Tahunan Emiten atau Perusahaan Publik √ 2. The Annual Report of Issuers or Public Companies
merupakan sumber informasi penting bagi investor is an important source of information for investors
atau pemegang saham sebagai salah satu dasar or shareholders as one of the basic considerations
pertimbangan dalam pengambilan keputusan in making investment decisions and a means of
investasi dan sarana pengawasan terhadap Emiten supervision of Issuers or Public Companies.
atau Perusahaan Publik.
3. Seiring dengan perkembangan pasar modal dan √ 3. Along with the development of the capital market
meningkatnya kebutuhan investor atau pemegang and the increasing need for information disclosure
saham atas keterbukaan informasi, Direksi dan by investors or shareholders, the Board of Directors
Dewan Komisaris dituntut untuk menyajikan and the Board of Commissioners are required
informasi yang berkualitas, akurat, dan akuntabel to present quality, accurate, and accountable
melalui Laporan Tahunan Emiten atau Perusahaan information through the Annual Reports of Issuers
Publik. or Public Companies.
4. Laporan Tahunan yang disusun secara teratur dan √ 4. Annual Reports that are prepared regularly and
informatif dapat memberikan kemudahan bagi informatively can provide convenience for investors
investor atau pemegang saham dan pemangku or shareholders and stakeholders in obtaining the
kepentingan dalam memperoleh informasi yang required information.
dibutuhkan.
5 Surat Edaran Otoritas Jasa Keuangan ini merupakan √ 5 This Financial Services Authority Circular is a
pedoman bagi Emiten atau Perusahaan Publik yang guideline for Issuers or Public Companies that
wajib diterapkan dalam menyusun Laporan Tahunan must be applied in preparing Annual Reports and
dan Laporan Keberlanjutan. Sustainability Reports.

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II. Bentuk Laporan Tahunan II. Format of Annual Report
1. Laporan Tahunan disajikan dalam bentuk dokumen √ 1. Annual Report should be presented in the printed
cetak dan salinan dokumen elektronik. format and in electronic document copy..
2. Laporan Tahunan yang disajikan dalam bentuk √ 2. The printed version of the Annual Report should be
dokumen cetak, dicetak pada kertas yang berwarna printed on light-colored paper of fine quality, in A4
terang, berkualitas baik, berukuran A4, dijilid, dan size, bound and can be reproduced in good quality.
dapat diperbanyak dengan kualitas yang baik.
3. Laporan Tahunan dapat menyajikan informasi √ 3. The Annual Report may present information in the
berupa gambar, grafik, tabel, dan/atau diagram form of pictures, graphs, tables, and/or diagrams
dengan mencantumkan judul dan/atau keterangan by including clear titles and/or descriptions, so that
yang jelas, sehingga mudah dibaca dan dipahami. they are easy to read and understand.
4. Laporan Tahunan yang disajikan dalam bentuk √ 4. The Annual Report presented in electronic
salinan dokumen elektronik merupakan Laporan document format is the Annual Report converted
Tahunan yang dikonversi dalam format pdf. into pdf format.
III. Isi Laporan Tahunan III. Content Of Annual Report
1. Laporan Tahunan paling sedikit memuat informasi 1. Annual Report should contain at least the following
mengenai: information:
a. Ikhtisar data keuangan penting; 8-10 a. Summary of key financial information;
b. Informasi saham (jika ada); 11-14 b. Stock information (if any);
c. Laporan Direksi; 24-35 c. The Board of Directors report;
d. Laporan Dewan Komisaris; 38-51 d. The Board of Commissioners report;
e. Profil Emiten atau Perusahaan Publik; 58-146 e. Profile of Issuer or Public Company;
f. Analisis dan pembahasan manajemen; 148-219 f. Management discussion and analysis;
g. Tata kelola Emiten atau Perusahaan Publik; 221-378 g. Corporate governance applied by the Issuer or
Public Company;
h. Tanggung jawab sosial dan lingkungan Emiten 380-425 h. Corporate social and environmental
atau Perusahaan Publik; responsibility of the Issuer or Public Company;
i. Laporan keuangan tahunan yang telah diaudit; 451 i. Audited annual report; and
dan
j. Surat pernyataan anggota Direksi dan anggota 54-55 j. Statement that the Board of Directors and the
Dewan Komisaris tentang tanggung jawab atas Board of Commissioners are fully responsible
Laporan Tahunan; for the Annual Report;
2. Uraian Isi Laporan Tahunan 2. Description of Content of Annual Report
a. Ikhtisar Data Keuangan Penting a. Summary of Key Financial Information
Ikhtisar Data Keuangan Penting memuat √ Summary of Key Financial Information contains
informasi keuangan yang disajikan dalam financial information presented in comparison
bentuk perbandingan selama 3 (tiga) tahun with previous 3 (three) fiscal years or since
buku atau sejak memulai usahanya jika Emiten commencement of business if the Issuers or the
atau Perusahaan Publik tersebut menjalankan Public Company commencing the business less
kegiatan usahanya kurang dari 3 (tiga) tahun, than 3 (three) years, at least contain:
paling sedikit memuat:
1) pendapatan/penjualan; 8 1) income/sales;
2) laba bruto; 8 2) gross profit;
3) laba (rugi); 8 3) profit (loss);
4) jumlah laba (rugi) yang dapat diatribusikan 8 4) total profit (loss) attributable to equity
kepada pemilik entitas induk dan holders of the parent entity and non-
kepentingan non pengendali; controlling interest;
5) total laba (rugi) komprehensif; 8 5) total comprehensive profit (loss);
6) jumlah laba (rugi) komprehensif yang 8 6) total comprehensive profit (loss)
dapat diatribusikan kepada pemilik entitas attributable to equity holders of the
induk dan kepentingan non pengendali; parent entity and non controlling interest;
7) laba (rugi) per saham; 8 7) earning (loss) per share;
8) jumlah aset; 9 8) total assets;
9) jumlah liabilitas; 9 9) total liabilities;
10) jumlah ekuitas; 9 10) total equities;

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11) rasio laba (rugi) terhadap jumlah aset; 10 11) profit (loss) to total assets ratio;
12) rasio laba (rugi) terhadap ekuitas; 10 12) profit (loss) to equities ratio;
13) rasio laba (rugi) terhadap pendapatan/ 10 13) profit (loss) to income ratio;
penjualan;
14) rasio lancar; 10 14) current ratio;
15) rasio liabilitas terhadap ekuitas; 10 15) liabilities to equities ratio;
16) rasio liabilitas terhadap jumlah aset; dan 10 16) liabilities to total assets ratio; and
17) informasi dan rasio keuangan lainnya yang 10 17) other information and financial ratios
relevan dengan Emiten atau Perusahaan relevant to the Issuer or Public Company
Publik dan jenis industrinya; and type of industry;
b. Informasi Saham b. Stock Information
Informasi Saham (jika ada) paling sedikit Stock Information (if any) at least contains:
memuat:
1) saham yang telah diterbitkan untuk setiap 1) shares issued for each three-month
masa triwulan (jika ada) yang disajikan period in the last 2 (two) fiscal years (if
dalam bentuk perbandingan selama 2 any), at least covering:
(dua) tahun buku terakhir, paling sedikit
meliputi:
a) jumlah saham yang beredar; 11 a) number of outstanding shares;
b) kapitalisasi pasar berdasarkan harga 11 b) market capitalization based on the
pada Bursa Efek tempat saham price at the Stock Exchange where
dicatatkan; the shares listed on;
c) harga saham tertinggi, terendah, dan 11-12 c) highest share price, lowest share
penutupan berdasarkan harga pada price, closing share price at the
Bursa Efek tempat saham dicatatkan; Stock Exchange where the shares
dan listed on; and
d) volume perdagangan pada Bursa Efek 12-14 d) share volume at the Stock Exchange
tempat saham dicatatkan; where the shares listed on;
Informasi pada huruf a) diungkap oleh √ Information in point a) should be
Emiten yang merupakan Perusahaan disclosed by the Issuer, the public
Terbuka yang sahamnya tercatat maupun company whose shares is listed or not
tidak tercatat di Bursa Efek; listed in the Stock Exchange;
Informasi pada huruf b), c), dan huruf d) √ Information in point b), point c), and
hanya diungkapkan jika Emiten merupakan point d) only be disclosed if the Issuer is a
Perusahaan Terbuka dan sahamnya public company whose shares is listed in
tercatat di Bursa Efek; the Stock Exchange;
2) dalam hal terjadi aksi korporasi, 14 2) in the event of corporate actions,
seperti pemecahan saham (stock split), including stock split, reverse stock,
penggabungan saham (reverse stock), dividend, bonus share, and change in
dividen saham, saham bonus, dan par value of shares, then the share price
perubahan nilai nominal saham, informasi referred to in point 1), should be added
saham sebagaimana dimaksud pada angka with explanation on:
1) ditambahkan penjelasan paling sedikit
mengenai:
a) tanggal pelaksanaan aksi korporasi; – a) date of corporate action;
b) rasio pemecahan saham (stock split), – b) stock split ratio, reverse stock,
penggabungan saham (reverse stock), dividend, bonus shares, and change
dividen saham, saham in par value of shares;
c) jumlah saham beredar sebelum dan – c) number of outstanding shares prior

sesudah aksi korporasi; dan to and after corporate action; and
d) jumlah efek konversi yang – d) The number of convertible
dilaksanakan (jika ada); dan securities exercised (if any); and
e) harga saham sebelum dan sesudah – e) share price prior to and after
aksi korporasi; corporate action;

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3) dalam hal terjadi penghentian sementara 14 3) in the event that the company’s shares
perdagangan saham (suspension), dan/ were suspended and/or delisted from
atau penghapusan pencatatan saham trading during the year under review,
(delisting) dalam tahun buku, Emiten atau then the Issuers or Public Company
Perusahaan Publik menjelaskan alasan should provide explanation on the reason
penghentian sementara perdagangan for the suspension and/or delisting; and
saham (suspension) dan/atau penghapusan
pencatatan saham (delisting) tersebut; dan
4) dalam hal penghentian sementara – 4) in the event that the suspension and/
perdagangan saham (suspension) dan/ or delisting as referred to in point 3)
atau penghapusan pencatatan saham was still in effect until the date of the
(delisting) sebagaimana dimaksud pada Annual Report, then the Issuer or the
angka 3) masih berlangsung hingga akhir Public Company should also explain the
periode Laporan Tahunan, Emiten atau corporate actions taken by the company
Perusahaan Publik menjelaskan tindakan in resolving the suspension and/or
yang dilakukan untuk menyelesaikan delisting;
penghentian sementara perdagangan
saham (suspension) dan/atau penghapusan
pencatatan saham (delisting) tersebut;
c. Laporan Direksi c. The Board of Directors Report

Laporan Direksi paling sedikit memuat: The Board of Directors Report should at least
contain the following items:
1) uraian singkat mengenai kinerja Emiten 1) the performance of the Issuer or Public
atau Perusahaan Publik, paling sedikit Company, at least covering:
meliputi:
a) strategi dan kebijakan strategis 41-43 a) strategy and strategic policies of the
Emiten atau Perusahaan Publik; Issuer or Public Company;
b) peranan Direksi dalam perumusan 48-49 b) Role of the Board of Directors
strategi dan kebijakan strategis in formulating strategies and
Emiten atau Perusahaan Publik; strategic policies of Issuers or Public
Companies;
c) proses yang dilakukan Direksi untuk 49 c) Process carried out by the
memastikan implementasi strategi Board of Directors to ensure the
Emiten atau Perusahaan Publik; implementation of the Issuer’s or
Public Company’s strategy;
d) perbandingan antara hasil yang 43-44 d) comparison between achievement
dicapai dengan yang ditargetkan; dan of results and targets; and
e) kendala yang dihadapi Emiten atau 44 e) challenges faced by the Issuer or

Perusahaan Publik; Public Company;
2) gambaran tentang prospek usaha; 45 2) description on business prospects;
3) penerapan tata kelola Emiten atau 47-48 3) implementation of good corporate
Perusahaan Publik; dan governance by Issuer or Public Company;
and
4) perubahan komposisi anggota Direksi dan 49-50 4) changes in the composition of the Board of
alasan perubahannya (jika ada); Directors and the reason behind (if any);
d. Laporan Dewan Komisaris d. The Board of Commissioners Report
Laporan Dewan Komisaris paling sedikit The Board of Commissioners Report should at
memuat: least contain the following items:
1) Penilaian terhadap kinerja Direksi 27-28 1) Assessment on the performance of the
mengenai pengelolaan Emiten atau Board of Directors in managing the Issuer
Perusahaan Publik; or the Public Company;
2) Pengawasan terhadap implementasi 28-29 2) Supervision on the implementation of the
strategi Emiten atau Perusahaan Publik; strategy of the Issuer or Public Company;
3) Pandangan atas prospek usaha Emiten 30-31 3) View on the business prospects of the
atau Perusahaan Publik yang disusun oleh Issuer or Public Company as established
Direksi; by the Board of Directors;

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4) Pandangan atas penerapan tata kelola 31-32 4) View on the implementation of the
Emiten atau Perusahaan Publik; corporate governance by the Issuer or
Public Company;
5) Perubahan komposisi anggota Dewan 34 5) Changes in the composition of the Board
Komisaris dan alasan perubahannya (jika of Commissioners and the reason behind
ada); dan (if any); and
e. Profil Emiten atau Perusahaan Publik e. Profile of the Issuer or Public Company
Profil Emiten atau Perusahaan Publik paling Profile of the Issuer or Public Company should
sedikit memuat: cover at least:
1) Nama Emiten atau Perusahaan Publik 58 1) Name of Issuer or Public Company,
termasuk apabila terdapat perubahan including change of name, reason of
nama, alasan perubahan, dan tanggal change, and the effective date of the
efektif perubahan nama pada tahun buku; change of name during the year under
review;
2) Akses terhadap Emiten atau Perusahaan 58-59 2) access to Issuer or Public Company,
Publik termasuk kantor cabang atau including branch office or representative
kantor perwakilan yang memungkinkan office, where public can have access
masyarakat dapat memperoleh informasi of information of the Issuer or Public
mengenai Emiten atau Perusahaan Publik, Company, which include:
meliputi:
a) Alamat; √ a) Address;
b) Nomor telepon; √ b) Telephone number;
c) Nomor faksimile; √ c) Facsimile number;
d) Alamat surat elektronik; dan √ d) E-mail address; and
e) Alamat Situs Web; √ e) Website address;
3) Riwayat singkat Emiten atau Perusahaan 74-77 3) Brief history of the Issuer or Public
Publik; Company;
4) Visi dan misi Emiten atau Perusahaan 84 4) Vision and mission of the Issuer or Public
Publik; Company;
5) Kegiatan usaha menurut anggaran dasar 60-62 5) Line of business according to the latest
terakhir, kegiatan usaha yang dijalankan Articles of Association, and types of
pada tahun buku, serta jenis barang dan/ products and/or services produced;
atau jasa yang dihasilkan;
6) Wilayah operasional Emiten atau 134-139 6) Operational area of the Issuer or Public
Perusahaan Publik; Company
7) Struktur organisasi Emiten atau Perusahaan 68-69 7) Structure of organization of the Issuer or
Publik dalam bentuk bagan, paling sedikit Public Company in chart form, at least 1
sampai dengan struktur 1 (satu) tingkat di (one) level below the Board of Directors,
bawah Direksi, disertai dengan nama dan with the names and titles;
jabatan;
8) daftar keanggotaan asosiasi industri baik – 8) List of industry association memberships
dalam skala nasional maupun internasional both on a national and international
yang berkaitan dengan penerapan scale related to the implementation of
keuangan berkelanjutan sustainable finance;
9) Profil Direksi, paling sedikit memuat: 82-86 9) The Board of Directors profiles include:
a) Nama dan jabatan yang sesuai dengan √ a) Name and short description of
tugas dan tanggung jawab; duties and functions;
b) Foto terbaru; √ b) Latest photograph;
c) Usia; √ c) Age;
d) Kewarganegaraan; √ d) Citizenship;
e) Riwayat pendidikan; √ e) Education;
f) Riwayat jabatan, meliputi informasi: √ f) history position, covering information
on:
(1) Dasar hukum penunjukan √ (1) Legal basis for appointment
sebagai anggota Direksi pada as member of the Board of
Emiten atau Perusahaan Publik Directors to the said Issuer or
yang bersangkutan; Public Company;

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(2) Rangkap jabatan, baik sebagai √ (2) Dual position, as member
anggota Direksi, anggota Dewan of the Board of Directors,
Komisaris, dan/atau anggota member of the Board of
komite serta jabatan lainnya (jika Commissioners, and/or
ada); dan member of committee, and
other position (if any); and
(3) Pengalaman kerja beserta √ (3) Working experience and
periode waktunya baik di dalam period in and outside the
maupun di luar Emiten atau Issuer or Public Company;
Perusahaan Publik;
g) hubungan afiliasi dengan anggota √ g) Affiliation with other members of the
Direksi lainnya, anggota Dewan Board of Directors, members of the
Komisaris, pemegang saham utama, Board of Commissioners, majority and
dan pengendali baik langsung controlling shareholders, either directly
maupun tidak langsung sampai or indirectly to individual owners,
kepada pemilik individu, meliputi including names of affiliated parties. In
nama pihak yang terafiliasi; the event that a member of the Board
of Directors has no affiliation, the Issuer
or Public Company shall disclose this
matter; and
h) perubahan komposisi anggota Direksi – h) Changes in the composition of the
dan alasan perubahannya. Dalam hal members of the Board of Directors
tidak terdapat perubahan komposisi and the reasons for the changes. In the
anggota Direksi, maka diungkapkan event that there is no change in the
mengenai hal tersebut; composition of the members of the
Board of Directors, this matter shall be
disclosed;
10) Profil Dewan Komisaris, paling sedikit 78-81 10) The Board of Commissioners profiles, at
memuat: least include:
a) Nama; √ a) Name;
b) Foto terbaru; √ b) Latest photograph;
c) Usia; √ c) Age;
d) Kewarganegaraan; √ d) Citizenship;
e) Riwayat pendidikan; √ e) Education;
f) Riwayat jabatan, meliputi informasi: f) History position, covering information
on:
(1) Dasar hukum penunjukan sebagai √ (1) Legal basis for the appointment
anggota Dewan Komisaris yang as member of the Board of
bukan merupakan Komisaris Commissioners who is not
Independen pada Emiten Independent Commissioner
atau Perusahaan Publik yang at the said Issuer or Public
bersangkutan; Company;
(2) Dasar hukum penunjukan √ (2) Legal bases for the first
pertama kali sebagai appointment as member of
anggota Dewan Komisaris the Board of Commissioners
yang merupakan Komisaris who also Independent
Independen pada Emiten Commissioner at the said
atau Perusahaan Publik yang Issuer or Public Company;
bersangkutan;
(3) Rangkap jabatan, baik sebagai √ (3) Dual position; as member of
anggota Dewan Komisaris, the Board of Commissioners,
anggota Direksi, dan/atau member of the Board of Directors,
anggota komite serta jabatan and/or member of committee
lainnya (jika ada); dan and other position (if any); and
Perusahaan Publik;

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g) Hubungan afiliasi dengan anggota √ g) Affiliation with other members of
Dewan Komisaris lainnya, pemegang the Board of Commissioners, major
saham utama, dan pengendali baik shareholders, and controllers either
langsung maupun tidak langsung directly or indirectly to individual
sampai kepada pemilik individu, owners, including names of affiliated
meliputi nama pihak yang terafilias parties; In the event that a member
of the Board of Commissioners has
no affiliation, the Issuer or Public
Company shall disclose this matter;
h) Pernyataan independensi Komisaris – h) Statement of independence of
Independen dalam hal Komisaris Independent Commissioner in
Independen telah menjabat lebih dari the event that the Independent
2 (dua) periode (jika ada); Commissioner has been appointed
more than 2 (two) periods (if any);
i) Perubahan komposisi anggota Dewan – i) Changes in the composition of
Komisaris dan alasan perubahannya. the members of the Board of
Dalam hal tidak terdapat perubahan Commissioners and the reasons for
komposisi anggota Dewan Komisaris, the changes. In the event that there
maka diungkapkan mengenai hal is no change in the composition
tersebut; of the members of the Board of
Commissioners, this matter shall be
disclosed;
11) Dalam hal terdapat perubahan susunan – 11) In the event that there were changes
anggota Direksi dan/atau anggota Dewan in the composition of the Board of
Komisaris yang terjadi setelah tahun buku Commissioners and/or the Board of
berakhir sampai dengan batas waktu Directors occurring between the period
penyampaian Laporan Tahunan, susunan after year-end until the date the Annual
yang dicantumkan dalam Laporan Tahunan Report submitted, then the last and
adalah susunan anggota Direksi dan/atau the previous composition of the Board
anggota Dewan Komisaris yang terakhir of Commissioners and/or the Board of
dan sebelumnya; Directors shall be stated in the Annual
Report;
12) Jumlah karyawan menurut jenis kelamin, 93-113 12) Number of employees by gender, position,
jabatan, usia, tingkat pendidikan, dan age, education level, and employment
status ketenagakerjaan (tetap/kontrak) status (permanent/contracted) in the fiscal
dalam tahun buku; year; Disclosure of information can be
presented in tabular form.
13) Nama pemegang saham dan persentase 117-122 13) Names of shareholders and ownership
kepemilikan pada akhir tahun buku, yang percentage at the end of the fiscal year,
terdiri dari: including:
a) Pemegang saham yang memiliki 120 a) Shareholders having 5% (five
5% (lima persen) atau lebih saham percent) or more shares of Issuer or
Emiten atau Perusahaan Publik; Public Company;
b) Anggota Direksi dan anggota Dewan 119 b) Commissioners and Directors who
Komisaris yang memiliki saham own shares of the Issuers or Public
Emiten atau Perusahaan Publik; dan Company; and
c) Kelompok pemegang saham 118 c) Groups of public shareholders,

masyarakat, yaitu kelompok or groups of shareholders, each
pemegang saham yang masing- with less than 5% (five percent)
masing memiliki kurang dari 5% ownership shares of the Issuers or
(lima persen) saham emiten atau Public Company;
perusahaan publik;
14) Persentase kepemilikan tidak langsung – 14) The percentage of indirect ownership of
atas saham Emiten atau Perusahaan Publik the shares of the Issuer or Public Company
oleh anggota Direksi dan anggota Dewan by members of the Board of Directors and
Komisaris pada awal dan akhir tahun buku, members of the Board of Commissioners
termasuk informasi mengenai pemegang at the beginning and end of the fiscal year,
saham yang terdaftar dalam daftar including information on shareholders
pemegang saham untuk kepentingan registered in the shareholder register
kepemilikan tidak langsung anggota Direksi for the benefit of indirect ownership of
dan anggota Dewan Komisaris; members of the Board of Directors and
members of the Board of Commissioners;

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15) Jumlah pemegang saham dan persentase 117-122 15) Number of shareholders and ownership
kepemilikan per akhir tahun buku percentage at the end of the fiscal year,
berdasarkan klasifikasi: based on:
a) Kepemilikan institusi lokal; √ a) Ownership of local institutions;
b) Kepemilikan institusi asing; √ b) Ownership of foreign institutions;
c) Kepemilikan individu lokal; dan √ c) Ownership of local individual; and
d) Kepemilikan individu asing; √ d) Ownership of foreign individual;
16) Informasi mengenai pemegang saham 117 16) Information on major shareholders and
utama dan pengendali Emiten atau controlling shareholders the Issuers of
Perusahaan Publik, baik langsung maupun Public Company, directly or indirectly, and
tidak langsung, sampai kepada pemilik also individual shareholder, presented in
individu, yang disajikan dalam bentuk the form of scheme or diagram;
skema atau bagan;
17) Nama entitas anak, perusahaan asosiasi, 124-125 17) Name of subsidiaries, associated
perusahaan ventura bersama dimana companies, joint venture controlled by
Emiten atau Perusahaan Publik memiliki Issuers or Public Company, with entity,
pengendalian bersama entitas, beserta percentage of stock ownership, line of
persentase kepemilikan saham, bidang business, total assets and operating
usaha, total aset, dan status operasi Emiten status of the Issuers of Public Company
atau Perusahaan Publik tersebut (jika ada); (if any);
Untuk entitas anak, ditambahkan informasi 132-133 For subsidiaries, include the addresses of
mengenai alamat entitas anak tersebut; the said subsidiaries;
18) Kronologi pencatatan saham, jumlah 122 18) Chronology of share listing, number of
saham, nilai nominal, dan harga penawaran shares, par value, and bid price from
dari awal pencatatan hingga akhir tahun the beginning of listing up to the end
buku serta nama Bursa Efek dimana saham of the financial year, and name of Stock
Emiten atau Perusahaan Publik dicatatkan Exchange where the Issuers of Public
(jika ada); Company shares are listed;
19) Informasi pencatatan efek lainnya selain 122 19) Other securities listing information other
efek sebagaimana dimaksud pada angka than the securities as referred to in
18), yang belum jatuh tempo pada tahun number 18), which have not yet matured
buku paling sedikit memuat nama efek, in the fiscal year, at least contain the name
tahun penerbitan, tingkat suku bunga/ of the securities, year of issue, interest
imbal hasil, tanggal jatuh tempo, nilai rate/yield, maturity date, offering value,
penawaran, dan peringkat efek (jika ada); and securities rating (if any);
20) Informasi penggunaan jasa akuntan 140 20) Information on the use of a Public
publik (AP) dan kantor akuntan publik Accountant (AP) and a Public Accounting
(KAP) beserta jaringan/asosiasi/aliansinya firm (KAP) services and their networks/
meliputi: associations/alliances include:
a) nama dan alamat; √ a) name and address;
b) periode penugasan; √ b) period of assignment;
c) informasi jasa audit dan/atau non √ c) informasi jasa audit dan/atau non
audit yang diberikan; audit yang diberikan;
d) biaya jasa (fee) audit dan/atau √ d) Audit and/or non-audit fees for
non audit untuk masing-masing each assignment given during the
penugasan yang diberikan selama fiscal year; and
tahun buku; dan
e) dalam hal AP dan KAP beserta √ e) In the event that AP and KAP and
jaringan/asosiasi/aliansinya, yang their network/association/alliance,
ditunjuk tidak memberikan jasa non which are appointed do not provide
audit, maka diungkapkan mengenai non-audit services, then the
informasi tersebut; dan information is disclosed; and
21) Nama dan alamat lembaga dan/atau 150 21) Name and address of capital market
profesi penunjang pasar modal selain AP supporting institutions and/or
dan KAP; professionals other than AP and KAP

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f. Analisis dan Pembahasan Manajemen f. Management Discussion and Analysis
Analisis dan pembahasan manajemen memuat Management Analysis and Discussion Annual
analisis dan pembahasan mengenai laporan should contain discussion and analysis on
keuangan dan informasi penting lainnya dengan financial statements and other material
penekanan pada perubahan material yang information emphasizing material changes that
terjadi dalam tahun buku, yaitu paling sedikit occurred during the year under review, at least
memuat: including:
1) Tinjauan operasi per segmen operasi 171-155 1) Operational review per business segment,
sesuai dengan jenis industri Emiten according to the type of industry of the
atau Perusahaan Publik, paling sedikit Issuer or Public Company including:
mengenai:
a) Produksi, yang meliputi proses, √ a) Production, including process,
kapasitas, dan perkembangannya; capacity, and growth;
b) Pendapatan/penjualan; dan √ b) Income/sales; and
c) Profitabilitas; √ c) Profitability;
2) Kinerja keuangan komprehensif yang 179-194 2) comprehensive financial performance
mencakup perbandingan kinerja keuangan analysis which includes a comparison
dalam 2 (dua) tahun buku terakhir, between the financial performance
penjelasan tentang penyebab adanya of the last 2 (two) fiscal years, and
perubahan dan dampak perubahan explanation on the causes and effects of
tersebut, paling sedikit mengenai: such changes, among others concerning:
a) Aset lancar, aset tidak lancar, dan √ a) Current assets, non-current assets,
total aset; and total assets;
b) Liabilitas jangka pendek, liabilitas √ b) Short term liabilities, long term
jangka panjang, dan total liabilitas; liabilities, total liabilities;
c) Ekuitas; √ c) Equities;
d) Pendapatan/penjualan, beban, laba √ d) Sales/operating revenues,
(rugi), penghasilan komprehensif lain, expenses and profit (loss), other
dan total laba (rugi) komprehensif; comprehensive revenues, and total
dan comprehensive profit (loss); and
e) Arus kas √ e) Cash flows
3) Kemampuan membayar utang dengan 195-196 3) The capacity to pay debts by including
menyajikan perhitungan rasio yang relevan; the computation of relevant ratios;
4) Tingkat kolektibilitas piutang emiten atau 195-196 4) Accounts receivable collectability of the
perusahaan publik dengan menyajikan Issuer or Public Company, including the
perhitungan rasio yang relevan; computation of the relevant ratios;
5) Struktur modal (capital structure) dan 212-214 5) Capital structure and management
kebijakan manajemen atas struktur modal policies concerning capital structure,
(capital structure) tersebut disertai dasar including the basis for determining the
penentuan kebijakan dimaksud; said policy;
6) Bahasan mengenai ikatan yang material 199 6) discussion on material ties for the
untuk investasi barang modal dengan investment of capital goods, including
penjelasan paling sedikit meliputi: the explanation on at least:
a) Tujuan dari ikatan tersebut; – a) The purpose of such ties;
b) Sumber dana yang diharapkan untuk – b) Source of funds expected to fulfill
memenuhi ikatan tersebut; the said ties;
c) Mata uang yang menjadi denominasi; – c) Currency of denomination; and
dan
d) Langkah yang direncanakan emiten – d) Steps taken by the Issuer of Public
atau perusahaan publik untuk Company to protect the position of
melindungi risiko dari posisi mata a related foreign currency against
uang asing yang terkait; risks;

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7) Bahasan mengenai investasi barang modal 200 7) Discussion on investment of capital
yang direalisasikan dalam tahun buku goods which was realized in the last fiscal
terakhir, paling sedikit meliputi: year, at least include:
a) Jenis investasi barang modal; √ a) Type of investment of capital goods;
b) Tujuan investasi barang modal; dan √ b) Objective of the investment of
capital goods; and
c) Nilai investasi barang modal yang √ c) Value of the investment of capital
dikeluarkan; goods;
8) Informasi dan fakta material yang terjadi 202 8) Material Information and facts
setelah tanggal laporan akuntan (jika ada); that occurring after the date of the
accountant’s report (if any);
9) Prospek usaha dari emiten atau 205-206 9) Information on the prospects of the
perusahaan publik dikaitkan dengan Issuer or the Company in connection
kondisi industri, ekonomi secara umum with industry,economy in general,
dan pasar internasional disertai data accompanied with supporting
pendukung kuantitatif dari sumber data quantitative data if there is a reliable data
yang layak dipercaya; source;
10) Perbandingan antara target/proyeksi pada 202-204 10) Comparison between target/projection at
awal tahun buku dengan hasil yang dicapai beginning of year and result (realization),
(realisasi), mengenai: concerning:
a) Pendapatan/penjualan; √ a) Income/sales;
b) Laba (rugi); √ b) Profit (loss);
c) Struktur modal (capital structure); √ c) Capital structure; or
d) Kebijakan dividen; atau √ d) Dividend policy; or
e) Hal lainnya yang dianggap penting √ e) Others that deemed necessary for
bagi Emiten atau Perusahaan Publik; the Issuer or Public Company;
11) Target/proyeksi yang ingin dicapai Emiten 218-219 11) Target/projection at most for the next
atau Perusahaan Publik untuk 1 (satu) one year of the Issuer or Public Company,
tahun mendatang, mengenai: concerning:
a) Pendapatan/penjualan; √ a) Income/sales;
b) Laba (rugi); √ b) Profit (loss);
c) Struktur modal (capital structure); √ c) Capital structure; or
d) Kebijakan dividen; atau √ d) Dividend policy;
e) Hal lainnya yang dianggap penting √ e) Or others that deemed necessary
bagi Emiten atau Perusahaan Publik; for the Issuer or Public Company;
12) Aspek pemasaran atas barang dan/atau 207-208 12) Marketing aspects of the company’s
jasa Emiten atau Perusahaan Publik, paling products and/or services the Issuer or
sedikit mengenai strategi pemasaran dan Public Company, among others marketing
pangsa pasar; strategy and market share;
13) Uraian mengenai dividen selama 2 (dua) 208-209 13) Description regarding the dividend policy
tahun buku terakhir (jika ada), paling during the last 2 (two) fiscal years, at
sedikit: least:
a) Kebijakan dividen; √ a) Dividend policy;
b) Tanggal pembayaran dividen kas dan/ √ b) The date of the payment of cash
atau tanggal distribusi dividen non dividend and/or date of distribution
kas; of non-cash dividend;
c) Jumlah dividen per saham (kas dan/ √ c) Amount of cash per share (cash
atau non kas); dan and/or non cash); and
d) Jumlah dividen per tahun yang √ d) Amount of dividend per year paid;
dibayar;
Dalam hal Emiten atau Perusahaan Publik √ Disclosure of information can be
tidak membagikan dividen dalam 2 presented in tabular form. In the event
(dua) tahun terakhir, maka diungkapkan that the Issuer or Public Company does
mengenai hal tersebut. not distribute dividends in the last 2 (two)
years, this matter shall be disclosed.

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14) Realisasi penggunaan dana hasil 201 14) Use of proceeds from Public Offerings,
Penawaran Umum, dengan ketentuan: under the condition of:
a) Dalam hal selama tahun buku, Emiten – a) during the year under review, on
memiliki kewajiban menyampaikan which the Issuer has the obligation
laporan realisasi penggunaan to report the realization of the use
dana, maka diungkapkan realisasi of proceeds, then the realization of
penggunaan dana hasil Penawaran the cumulative use of proceeds until
Umum secara kumulatif sampai the year end should be disclosed;
dengan akhir tahun buku; dan and
b) Dalam hal terdapat perubahan – b) In the event that there were

penggunaan dana sebagaimana changes in the use of proceeds as
diatur dalam Peraturan Otoritas Jasa stipulated in the Regulation of the
Keuangan tentang Laporan Realisasi Financial Services Authority on the
Penggunaan Dana Hasil Penawaran Report of the Utilization of Proceeds
Umum, maka Emiten menjelaskan from Public Offering, then Issuer
perubahan tersebut; should explain the said changes;
15) Informasi material (jika ada), antara lain 202 15) Material information (if any), among
mengenai investasi, ekspansi, divestasi, others concerning investment, expansion,
penggabungan/peleburan usaha, akuisisi, divestment, acquisition, debt/capital
restrukturisasi utang/modal, transaksi restructuring, transactions with related
Afiliasi, dan transaksi yang mengandung parties and transactions with conflict of
benturan kepentingan, yang terjadi pada interest that occurred during the year
tahun buku, antara lain memuat: under review, among others include:
a) Tanggal, nilai, dan objek transaksi; – a) Transaction date, value, and object;
b) Nama pihak yang melakukan – b) Name of transacting parties;
transaksi;
c) Sifat hubungan Afiliasi (jika ada); – c) Nature of related parties (if any);
d) Penjelasan mengenai kewajaran – d) Description of the fairness of the
transaksi; dan transaction; and
e) Pemenuhan ketentuan terkait; – e) Compliance with related rules and
regulations;
f) dalam hal terdapat hubungan afiliasi, – f) In the event that there is an
selain mengungkapkan informasi affiliation relationship, apart from
sebagaimana dimaksud dalam disclosing the information as
huruf a) sampai dengan huruf e), referred to in letter a) to letter e),
Emiten atau Perusahaan Publik juga the Issuer or Public Company also
mengungkapkan informasi: discloses information:
1) Pernyataan Direksi bahwa – 1) A statement from the Board

transaksi afiliasi telah melalui of Directors that the affiliate
prosedur yang memadai untuk transaction has gone through
memastikan bahwa transaksi adequate procedures to
afiliasi dilaksanakan sesuai ensure that the affiliate
dengan praktik bisnis yang transaction is carried out in
berlaku umum antara lain accordance with generally
dilakukan dengan memenuhi accepted business practices,
prinsip transaksi yang wajar by complying with the arms-
(arms-length principle); dan length principle; and
2) Peran Dewan Komisaris dan – 2) The role of the Board of

komite audit dalam melakukan Commissioners and the
prosedur yang memadai untuk audit committee in carrying
memastikan bahwa transaksi out adequate procedures
afiliasi dilaksanakan sesuai to ensure that affiliated
dengan praktik bisnis yang transactions are carried out
berlaku umum antara lain in accordance with generally
dilakukan dengan memenuhi accepted business practices,
prinsip transaksi yang wajar by complying with the arms-
(arms-length principle); length principle;

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g) Dalam hal transaksi afiliasi atau – g) For affiliated transactions or material
transaksi material dimaksud telah transactions which are business
diungkapkan dalam laporan keuangan activities carried out to generate
tahunan, ditambahkan informasi business income and are carried
mengenai rujukan pengungkapan out regularly, repeatedly, and/or
dalam laporan keuangan tahunan continuously, an explanation is added
tersebut. that the affiliated transactions or
material transactions are business
activities carried out to generate
operating income. and run regularly,
repeatedly, and/or continuously;
h) Untuk pengungkapan transaksi – h) For disclosure of affiliated
afiliasi dan/atau transaksi benturan transactions and/or conflict of
kepentingan yang merupakan hasil interest transactions resulting from
pelaksanaan transaksi afiliasi dan/ the implementation of affiliated
atau transaksi benturan kepentingan transactions and/or conflict of
yang telah disetujui pemegang saham interest transactions that have
independen, ditambahkan informasi been approved by independent
mengenai tanggal pelaksanaan RUPS shareholders, additional
yang menyetujui transaksi afiliasi dan/ information regarding the date
atau transaksi benturan kepentingan of the GMS which approved the
tersebut; affiliated transactions and/or
conflict of interest transactions is
added;
i) Dalam hal tidak terdapat transaksi – i) In the event that there is no
afiliasi dan/atau transaksi benturan affiliated transaction and/or conflict
kepentingan, maka diungkapkan of interest transaction, then this
mengenai hal tersebut; shall be disclosed;
16) Perubahan ketentuan peraturan 229 16) Changes in regulation which have a
perundang-undangan yang berpengaruh significant effect on the Issuer or Public
signifikan terhadap Emiten atau Company and impacts on the company (if
Perusahaan Publik dan dampaknya any); and
terhadap laporan keuangan (jika ada); dan
17) Perubahan kebijakan akuntansi, alasan dan 230 17) Changes in the accounting policy,
dampaknya terhadap laporan keuangan rationale and impact on the financial
(jika ada); statement (if any);
g. Tata Kelola Emiten atau Perusahaan Publik g. Corporate Governance of the Issuer or Public
Company
Tata kelola Emiten atau Perusahaan Publik paling Corporate Governance of the Issuer or Public
sedikit memuat uraian singkat mengenai: Company contains at least:
1) RUPS, paling sedikit memuat: 237-241 1) GMS, at least contains:

a) Informasi mengenai keputusan RUPS √ a) Information regarding the
pada tahun buku dan 1 (satu) tahun resolutions of the GMS in the fiscal
sebelum tahun buku meliputi: year and 1 (one) year prior to the
fiscal year include:
1) keputusan RUPS pada tahun √ 1) Resolutions of the GMS in the
buku dan 1 (satu) tahun sebelum fiscal year and 1 (one) year
tahun buku yang direalisasikan before the fiscal year realized
pada tahun buku; dan in the fiscal year; and
2) keputusan RUPS pada tahun √ 2) Resolutions of the GMS in the

buku dan 1 (satu) tahun fiscal year and 1 (one) year
sebelum tahun buku yang belum before the fiscal year that
direalisasikan beserta alasan have not been realized and the
belum direalisasikan; reasons for not realizing them;
b) dalam hal Emiten atau Perusahaan √ b) In the event that the Issuer or Public
Publik menggunakan pihak Company uses an independent
independen dalam pelaksanaan RUPS party in the conduct of the GMS to
untuk melakukan perhitungan suara, calculate the votes, then this matter
maka diungkapkan mengenai hal shall be disclosed;
tersebut;

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2) Direksi, mencakup antara lain: 269-281 2) The Board of Directors, covering:
a) Tugas dan tanggung jawab masing- √ a) The tasks and responsibilities of each
masing anggota Direksi; member of the Board of Directors;
b) Pernyataan bahwa Direksi memiliki √ b) Statement that the Board of
pedoman atau piagam (charter) Directors has already have board
Direksi; manual or charter;
c) Kebijakan dan pelaksanaan tentang √ c) Policies and implementation of
frekuensi rapat Direksi, termasuk the frequency of meetings of the
rapat bersama Dewan Komisaris, dan Board of Directors, meetings of the
tingkat kehadiran anggota Direksi Board of Directors with the Board
dalam rapat tersebut termasuk of Commissioners, and the level
tingkat kehadiran dalam RUPS; of attendance of members of the
Board of Directors in the meeting
including attendance at the GMS;
d) pelatihan dan/atau peningkatan √ d) Training and/or competency
kompetensi anggota Direksi: development of members of the
Board of Directors:
(1) kebijakan pelatihan dan/atau √ (1) Policies for training and/or
peningkatan kompetensi anggota improving the competence
Direksi, termasuk program of members of the Board
orientasi bagi anggota Direksi of Directors, including an
yang baru diangkat (jika ada); orientation program for newly
dan appointed members of the
Board of Directors (if any); and
(2) pelatihan dan/atau peningkatan √ (2) Training and/or competency
kompetensi yang diikuti anggota improvement attended by
Direksi dalam tahun buku (jika members of the Board of
ada); Directors in the fiscal year (if
any);
e) penilaian Direksi terhadap kinerja – e) The Board of Directors’ assessment
komite yang mendukung pelaksanaan of the performance of the
tugas Direksi pada tahun buku paling committees that support the
sedikit memuat: implementation of the Board of
Directors’ duties for the fiscal year
shall at least contain:
(1) prosedur penilaian kinerja; dan – (1) Performance appraisal
procedures; and
(2) kriteria yang digunakan seperti – (2) The criteria used are
capaian kinerja selama tahun performance achievements
buku, kompetensi dan kehadiran during the fiscal year, are
dalam rapat; dan competence and attendance
at meetings; and
f) dalam hal Emiten atau Perusahaan – f) In the event that the Issuer or
Publik tidak memiliki komite yang Public Company does not have
mendukung pelaksanaan tugas a committee that supports the
Direksi, maka diungkapkan mengenai implementation of the duties of the
hal tersebut. Board of Directors, this matter shall
be disclosed.
3) Dewan Komisaris, mencakup antara lain: 251-269 3) The Board of Commissioners, among
others include:
a) Tugas dan tanggung jawab Dewan √ a) Duties and responsibilities of the
Komisaris; Board of Commissioners;
b) Pernyataan bahwa Dewan Komisaris √ b) Statement that the Board of
memiliki pedoman atau piagam Commissioners has already have
(charter) Dewan Komisaris; the board manual or charter;

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c) Kebijakan dan pelaksanaan tentang √ c) Policies and implementation of the
frekuensi rapat Dewan Komisaris, frequency of meetings of the Board
termasuk rapat bersama Direksi, dan of Commissioners, meetings of the
tingkat kehadiran anggota Dewan Board of Commissioners with the
Komisaris dalam rapat tersebut Board of Directors and the level of
termasuk tingkat kehadiran dalam attendance of members of the Board
RUPS;; of Commissioners in these meetings
including attendance at the GMS;
d) pelatihan dan/atau peningkatan √ d) Training and/or competency
kompetensi anggota Dewan improvement of members of the
Komisaris: Board of Commissioners:
(1) kebijakan pelatihan dan/atau √ (1) Policy on competency training
peningkatan kompetensi anggota and/or development of members
Dewan Komisaris, termasuk of the Board of Commissioners,
program orientasi bagi anggota including orientation programs
Dewan Komisaris yang baru for newly appointed members
diangkat (jika ada); dan of the Board of Commissioners
(if any); and
(2) pelatihan dan/atau peningkatan √ (2) Competency training and/
kompetensi yang diikuti anggota or development attended
Dewan Komisaris dalam tahun by members of the Board of
buku (jika ada); Commissioners in the fiscal year
(if any);
e) penilaian terhadap kinerja anggota √ e) The assessment on the performance
Direksi dan anggota Dewan Komisaris of the Board of Directors and
dan pelaksanaannya, paling sedikit Board of Commissioners and the
memuat: implementation, at least covering:
(1) Prosedur pelaksanaan penilaian √ (1) procedure for the implementation
kinerja; of performance assessment;
(2) Kriteria yang digunakan seperti √ (2) Criteria used are performance
capaian kinerja selama tahun achievements during the
buku, kompetensi dan kehadiran fiscal year, competency and
dalam rapat; dan attendance at meetings; and
(3) Pihak yang melakukan penilaian; √ (3) Assessor;
f) penilaian Dewan Komisaris terhadap √ f) Board of Commissioners’

kinerja Komite yang mendukung assessment of the performance of
pelaksanaan tugas Dewan Komisaris the Committees that support the
pada tahun buku meliputi: implementation of the duties of the
Board of Commissioners in the fiscal
year includes:
(1) prosedur penilaian kinerja; dan √ (1) Performance appraisal
procedures; and
(2) kriteria yang digunakan seperti √ (2) The criteria used are performance
capaian kinerja selama tahun achievements during the
buku, kompetensi dan kehadiran fiscal year, competency and
dalam rapat; attendance at meetings;
4) Nominasi dan remunerasi Direksi dan √ 4) The nomination and remuneration of
Dewan Komisaris, paling sedikit memuat: the Board of Directors and the Board of
Commissioners shall at least contain:
a) prosedur nominasi, meliputi uraian √ a) Nomination procedure, including
singkat mengenai kebijakan dan a brief description of the policies
proses nominasi anggota Direksi dan/ and process for nomination of
atau anggota Dewan Komisaris; dan members of the Board of Directors
and/or members of the Board of
Commissioners; and
b) prosedur dan pelaksanaan √ b) Procedures and implementation
remunerasi Direksi dan Dewan of remuneration for the Board
Komisaris, antara lain: of Directors and the Board of
Commissioners, among others:

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(1) prosedur penetapan remunerasi √ (1) Procedures for determining
Direksi dan Dewan Komisaris; remuneration for the Board
of Directors and the Board of
Commissioners;
(2) struktur remunerasi Direksi dan √ (2) The remuneration structure of
Dewan Komisaris seperti, gaji, the Board of Directors and the
tunjangan, tantiem/bonus dan Board of Commissioners such
lainnya; dan as salary, allowances, tantiem/
bonus and others; and
(3) besarnya remunerasi masing- √ (3) The amount of remuneration
masing anggota Direksi dan for each member of the Board
anggota Dewan Komisaris; of Directors and member of
the Board of Commissioners
5) Dewan Pengawas Syariah, bagi Emiten – 5) Sharia Supervisory Board, for Issuer or
atau Perusahaan Publik yang menjalankan Public Company that conduct business
kegiatan usaha berdasarkan prinsip syariah based on sharia law, as stipulated in the
sebagaimana tertuang dalam anggaran articles of association, at least containing:
dasar, paling sedikit memuat:
a) nama; – a) name;
b) dasar hukum pengangkatan dewan – b) Legal basis for the appointment of
pengawas syariah; the sharia supervisory board;
c) periode penugasan dewan pengawas – c) Period of assignment of the sharia
syariah; supervisory board;
d) tugas dan tanggung jawab Dewan – d) duty and responsibility of Sharia
Pengawas Syariah; dan Supervisory Board; and
e) frekuensi dan cara pemberian – e) frequency and procedure in
nasihat dan saran serta pengawasan providing advice and suggestion,
pemenuhan Prinsip Syariah di as well as the compliance of Sharia
Pasar Modal terhadap Emiten atau Principles by the Issuer or Public
Perusahaan Publik; Company in the Capital Market;
6) Komite Audit, mencakup antara lain: 302-311 6) Audit Committee, among others covering:
a) Nama dan jabatannya dalam √ a) Name and position in the
keanggotaan komite; committee;
b) Usia; √ b) Age;
c) Kewarganegaraan; √ c) Citizenship;
d) Riwayat pendidikan; √ d) Education background;
e) Riwayat jabatan, meliputi informasi: √ e) History of position; including:
(1) Dasar hukum untuk pengangkatan √ (1) Legal basis for appointment as
sebagai anggota komite; committee member;
anggota Dewan Komisaris, of Board of Commissioners,
anggota Direksi, dan/atau member of Board of Directors,
anggota komite serta jabatan and/or member of committee,
(3) Pengalaman kerja beserta √ (3) working experience and period
periode waktunya baik di dalam in and outside the Issuer or
maupun di luar Emiten atau Public Company;
Perusahaan Publik;
f) Periode dan masa jabatan anggota √ f) Period and terms of office of the
Komite Audit; member of Audit Committee;
g) Pernyataan independensi Komite √ g) statement of independence of the
Audit; Audit Committee;
h) Pendidikan dan/atau pelatihan yang √ h) Training and/or competency
telah diikuti dalam tahun buku (jika improvement that have been
ada); dan followed in the fiscal year (if any);

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i) Kebijakan dan pelaksanaan tentang √ i) Policies and implementation of
frekuensi rapat Komite Audit dan the frequency of audit committee
tingkat kehadiran anggota Komite meetings and the level of
Audit dalam rapat tersebut; attendance of audit committee
members in those meetings; and
j) Pelaksanaan kegiatan Komite Audit √ j) the activities of the Audit
pada tahun buku sesuai dengan yang Committee in the year under
dicantumkan dalam pedoman atau review, in accordance with the Audit
piagam (charter) Komite Audit; Committee Charter;
7) Komite atau fungsi nominasi dan 311-320 7) The nomination and remuneration
remunerasi Emiten atau Perusahaan committee or function of the Issuer or
Publik, paling sedikit memuat: Public Company, at least containing:
a) Nama dan jabatannya dalam √ a) Name and position in committee
keanggotaan komite; membership;
c) Kewarganegaraan; √ c) Nationality;
d) Riwayat pendidikan; √ d) Educational history;
e) Riwayat jabatan, meliputi informasi: √ e) Position history, including
information on:
(1) Dasar hukum penunjukan √ (1) Legal basis for appointment as
sebagai anggota komite; committee member;
(2) Rangkap jabatan, baik sebagai √ (2) Concurrent positions, either
anggota Dewan Komisaris, as a member of the Board of
anggota Direksi, dan/atau Commissioners, member of
anggota komite serta jabatan the Board of Directors, and/or
lainnya (jika ada); dan committee member and other
positions (if any); and
(3) Pengalaman kerja beserta √ (3) Work experience and period of
periode waktunya baik di dalam time both inside and outside
maupun di luar Emiten atau the Issuer or Public Company;
Perusahaan Publik;
f) Periode dan masa jabatan anggota √ f) Period and term of office of the
komite; committee members;
g) Pernyataan independensi komite; √ g) Statement of committee independence;
i) Uraian tugas dan tanggung jawab; √ i) Description of duties and
responsibilities;
j) Pernyataan bahwa telah memiliki √ j) A statement that it has a guideline
pedoman atau piagam (charter) or charter;
komite;
k) Kebijakan dan pelaksanaan tentang 319 k) Policies and implementation of the
frekuensi rapat komite dan tingkat frequency of meetings and the level
kehadiran anggota komite dalam of attendance of members at the
rapat tersebut; meeting;
l) uraian singkat pelaksanaan kegiatan 282 l) Brief description of the
pada tahun buku; dan implementation of activities in the
fiscal year; and
m) dalam hal tidak dibentuk komite – m) In the event that no nomination
nominasi dan remunerasi, Emiten and remuneration committee
atau Perusahaan Publik cukup is formed, the Issuer or Public
mengungkapkan informasi Company is sufficient to disclose the
sebagaimana dimaksud dalam information as referred to in letter i)
huruf i) sampai dengan huruf l) dan to letter l) and disclose:
mengungkapkan:
(1) alasan tidak dibentuknya komite; – (1) Reasons for not forming the
dan committee; and

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(2) pihak yang melaksanakan fungsi – (2) The party carrying out the
nominasi dan remunerasi; nomination and remuneration
function;
8) Komite lain yang dimiliki Emiten atau 320-327 8) Other committees owned by Issuers or
Perusahaan Publik dalam rangka Public Companies in order to support the
mendukung fungsi dan tugas Direksi (jika functions and tasks of the Board of Directors
ada) dan/atau komite yang mendukung (if any) and/or committees that support
fungsi dan tugas Dewan Komisaris, paling the functions and duties of the Board of
sedikit memuat: Commissioners, the least contains:
a) Nama dan jabatannya dalam √ a) Name and position in the
keanggotaan komite; Committee;
c) Kewarganegaraan; √ c) Citizenship;
d) Riwayat pendidikan; √ d) Education background;
e) Riwayat jabatan, meliputi informasi: e) History of position, including:
(1) Dasar hukum penunjukan √ (1) Legal basis for the appointment
sebagai anggota komite; as member of the committee;
anggota Dewan Komisaris, of Board of Commissioners,
anggota Direksi, dan/atau member of Board of Directors,
anggota komite serta jabatan and/or member of committee,
Perusahaan Publik;
f) Periode dan masa jabatan anggota √ f) Period and terms of office of the
komite; member of Audit Committee;
g) Pernyataan independensi komite; √ g) Statement of committee independence;
and
i) Uraian tugas dan tanggung jawab; √ i) Description of duties and
responsibilities;
j) Pernyataan bahwa telah memiliki √ j) A statement that the committee has
pedoman atau piagam (charter) had guidelines or charters;
komite;
k) Kebijakan dan pelaksanaan tentang √ k) Policies and implementation of the
frekuensi rapat komite dan tingkat frequency of committee meetings
kehadiran anggota komite dalam and the level of attendance
rapat tersebut; of committee members at the
meeting; and
l) uraian singkat pelaksanaan kegiatan √ l) A brief description of the
pada tahun buku; dan committee’s activities for the fiscal
year;
9) Sekretaris Perusahaan, mencakup antara 328-336 9) Corporate Secretary, including:
lain:
a) nama; √ a) name;
b) domisili; √ b) domicile;
c) riwayat jabatan, meliputi informasi: c) history of position, including:
(1) dasar hukum penunjukan sebagai √ (1) legal basis for the appointment
Sekretaris Perusahaan; dan as Corporate Secretary; and
(2) pengalaman kerja beserta √ (2) working experience and period

periode waktunya baik di dalam in and outside the Issuer or
maupun di luar Emiten atau Public Company;
Perusahaan Publik;

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d) riwayat pendidikan; √ d) education background;
e) pendidikan dan/atau pelatihan yang √ e) education and/or training during
diikuti dalam tahun buku; dan the year under review; and
f) uraian singkat pelaksanaan tugas √ f) brief description on the
Sekretaris Perusahaan pada tahun implementation of duties of the
buku; Corporate Secretary in the year
under review;
10) Unit Audit Internal, mencakup antara lain: 337-343 10) Internal Audit Unit, among others
including:
a) Nama kepala Unit Audit Internal; √ a) Name of Head of Internal Audit Unit;
b) Riwayat jabatan, meliputi informasi: b) History of position, including:
(1) Dasar hukum penunjukan √ (1) Legal basis for the appointment
sebagai Kepala Audit Internal; as Head of Internal Audit Unit;
dan and
Perusahaan Publik;
c) Kualifikasi atau sertifikasi sebagai √ c) Qualification or certification as
profesi audit internal (jika ada); internal auditor (if any);
d) Pendidikan dan/atau pelatihan yang √ d) Education and/or training during
diikuti dalam tahun buku; the year under review;
e) Struktur dan kedudukan Unit Audit √ e) Structure and position of Internal
Internal; Audit Unit;
f) Uraian tugas dan tanggung jawab; √ f) Description of duties and
responsibilities;
g) Pernyataan bahwa telah memiliki √ g) Statement that the Internal Audit
pedoman atau piagam (charter) Unit Unit has already have Internal Audit
Audit Internal; dan Unit charter; and
h) Uraian singkat pelaksanaan tugas Unit √ h) Brief description on the implementation
Audit Internal pada tahun buku; of duty of Internal Audit Unit during the
year under review;
11) Uraian mengenai sistem pengendalian 350-351 11) Description on internal control system
internal (internal control) yang diterapkan adopted by the Issuer or Public Company,
oleh Emiten atau Perusahaan Publik, paling at least covering:
sedikit mengenai:
a) Pengendalian keuangan dan √ a) Financial and operational control,
operasional, serta kepatuhan and compliance to the other
terhadap peraturan perundang- prevailing rules; and
undangan lainnya; dan
b) Tinjauan atas efektivitas sistem √ b) Review on the effectiveness of
pengendalian internal; internal control systems;
c) Pernyataan Direksi dan/atau Dewan 345 c) Statement of the Board of Directors
Komisaris atas kecukupan sistem and/or Board of Commissioners on the
pengendalian internal; adequacy of the internal control system;
12) Sistem manajemen risiko yang diterapkan 343-349 12) Risk management system implemented
oleh Emiten atau Perusahaan Publik, paling by the company, at least includes:
sedikit mengenai:
a) Gambaran umum mengenai sistem √ a) General description about the
manajemen risiko Emiten atau company’s risk management system
Perusahaan Publik; the Issuer or Public Company;
b) Jenis risiko dan cara pengelolaannya; √ b) Types of risk and the management;
dan and
c) Tinjauan atas efektivitas sistem √ c) Review the effectiveness of the risk
manajemen risiko Emiten atau management system applied by the
Perusahaan Publik; Issuer or Public Company;

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d) Pernyataan Direksi dan/atau Dewan √ d) Statement of the Board of Directors
Komisaris atau komite audit atas and/or the Board of Commissioners or
kecukupan sistem manajemen risiko; the audit committee on the adequacy
of the risk management system;
13) Perkara hukum yang berdampak material 353-355 13) Legal cases that have a material impact
yang dihadapi oleh Emiten atau Perusahaan faced by Issuers or Public Companies,
Publik, entitas anak, anggota Direksi dan subsidiaries, members of the Board of
anggota Dewan Komisaris (jika ada), antara Directors and members of the Board of
lain meliputi: Commissioners (if any), at least contain:
a) Pokok perkara/gugatan; √ a) Substance of the case/claim;
b) Status penyelesaian perkara/gugatan; √ b) Status of settlement of case/claim;
dan and
c) Pengaruhnya terhadap kondisi Emiten √ c) Potential impacts on the condition
atau Perusahaan Publik; of the Issuer or Public Company;
14) Informasi tentang sanksi administratif yang – 14) information about administrative
dikenakan kepada Emiten atau Perusahaan sanctions imposed to Issuer or Public
Publik, anggota Dewan Komisaris dan Company, members of the Board
Direksi, oleh otoritas Pasar Modal dan of Commissioners and the Board
otoritas lainnya pada tahun buku (jika ada); of Directors, by the Capital Market
Authority and other authorities during
the last fiscal year (if any);
15) Informasi mengenai kode etik Emiten atau 357-360 15) information about codes of conduct of
Perusahaan Publik meliputi: the Issuer or Public Company, includes:
a) Pokok-pokok kode etik; √ a) Key points of the code of conduct;
b) Bentuk sosialisasi kode etik dan upaya √ b) Socialization of the code of conduct
penegakannya; dan and enforcement; and
c) Pernyataan bahwa kode etik berlaku √ c) Statement that the code of
bagi anggota Direksi, anggota Dewan conduct is applicable for the Board
Komisaris, dan karyawan Emiten atau of Commissioners, the Board of
Perusahaan Publik; Directors, and employees of the
Issuer of Public Company;
16) Uraian singkat mengenai kebijakan 351 16) A brief description of the policy of
pemberian kompensasi jangka panjang providing long-term performance-based
berbasis kinerja kepada manajemen compensation to management and/
dan/atau karyawan yang dimiliki oleh or employees owned by the Issuer or
Emiten atau Perusahaan Publik (jika ada), Public Company (if any), including the
antara lain berupa program kepemilikan management stock ownership program
saham oleh manajemen (management (MSOP) and/or program employee stock
stock ownership program/MSOP) dan/ ownership (ESOP);
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; √ a) Number of shares and/or options;

b) jangka waktu pelaksanaan; √ b) Implementation period;
c) persyaratan karyawan dan/atau √ c) Requirements for eligible employees
manajemen yang berhak; dan and/or management; and
d) harga pelaksanaan atau penentuan √ d) Exercise price or determination of
harga pelaksanaan; exercise price;

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17) Uraian singkat mengenai kebijakan 119 17) A brief description of the information
pengungkapan informasi mengenai: disclosure policy regarding:
a) Kepemilikan saham anggota Direksi – a) Share ownership of members of the
dan anggota Dewan Komisaris paling Board of Directors and members of
lambat 3 (tiga) hari kerja setelah the Board of Commissioners no later
terjadinya kepemilikan atau setiap than 3 (three) working days after
perubahan kepemilikan atas saham the occurrence of ownership or any
Perusahaan Terbuka; dan change in ownership of shares of a
Public Company; and
b) Pelaksanaan atas kebijakan dimaksud; – b) Implementation of the policy;
18) Uraian mengenai sistem pelaporan 346-366 18) Description of whistleblowing system at
pelanggaran (whistleblowing system) di the Issuer or Public Company (if any),
Emiten atau Perusahaan Publik (jika ada), among others include:
antara lain meliputi:
a) Cara penyampaian laporan √ a) Mechanism for violation reporting;
pelanggaran;
b) Perlindungan bagi pelapor; √ b) Protection for the whistleblower;
c) Penanganan pengaduan; √ c) Handling of violation reports;
d) Pihak yang mengelola pengaduan; √ d) Unit responsible for handling of
dan violation report; and
e) Hasil dari penanganan pengaduan, e) Results from violation report
paling sedikit meliputi: handling, at least includes:
(1) Jumlah pengaduan yang masuk √ (1) Number of complaints
dan diproses dalam tahun buku; received and processed during
dan the fiscal year; and
(2) Tindak lanjut pengaduan; √ (2) Follow up of complaints;
19) Uraian mengenai kebijakan anti korupsi 362-364 19) A description of the anti-corruption
Emiten atau Perusahaan Publik, paling policy of the Issuer or Public Company, at
sedikit memuat: least containing:
a) program dan prosedur yang dilakukan √ a) Programs and procedures
dalam mengatasi praktik korupsi, implemented in overcoming corrupt
balas jasa (kickbacks), fraud, suap practices, kickbacks, fraud, bribery
dan/atau gratifikasi dalam Emiten and/or gratification in Issuers or
atau Perusahaan Publik; dan Public Companies; and
b) pelatihan/sosialisasi anti korupsi √ b) Anti-corruption training/

kepada karyawan Emiten atau socialization to employees of Issuers
Perusahaan Publik; or Public Companies;
20) Penerapan atas Pedoman Tata Kelola 373-375 20) Implementation of the Guidelines
Perusahaan Terbuka bagi Emiten yang of Corporate Governance for Public
menerbitkan Efek Bersifat Ekuitas atau Companies for Issuer issuing Equity-
Perusahaan Publik, meliputi: based Securities or Public Company,
including:
a) pernyataan mengenai rekomendasi √ a) statement regarding recommendation
yang telah dilaksanakan; dan/atau that have been implemented; and/or
b) penjelasan atas rekomendasi yang √ b) description of recommendation that
belum dilaksanakan, disertai alasan have not been implemented, along
dan alternatif pelaksanaannya (jika with the reason and alternatives of
ada); implementation (if any);

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h. Tanggung Jawab Sosial dan Lingkungan Emiten 380-424 h. Social and Environmental Responsibility of the
atau Perusahaan Publik Issuer or Public Company
1) Informasi yang diungkapkan dalam bagian 1) The information disclosed in the social
tanggung jawab sosial dan lingkungan and environmental responsibility section
merupakan Laporan Keberlanjutan is a Sustainability Report as referred
(Sustainability Report) sebagaimana to in the Financial Services Authority
dimaksud dalam Peraturan Otoritas Jasa Regulation Number 51/POJK.03/2017
Keuangan Nomor 51/POJK.03/2017 tentang concerning the Implementation of
Penerapan Keuangan Berkelanjutan bagi Sustainable Finance for Financial
Lembaga Jasa Keuangan, Emiten, dan Services Institutions, Issuers, and Public
Perusahaan Publik, paling sedikit memuat: Companies, at at least includes:
a) penjelasan strategi keberlanjutan; √ a) Explanation of the sustainability

strategy;
b) ikhtisar aspek keberlanjutan √ b) Overview of sustainability
(ekonomi, sosial, dan lingkungan aspects (economic, social, and
hidup); environmental);
c) profil singkat Emiten atau Perusahaan √ c) Brief profile of the Issuer or Public
Publik; Company;
d) penjelasan Direksi; √ d) Explanation of the Board of Directors;
e) tata kelola keberlanjutan; √ e) Sustainability governance;
f) kinerja keberlanjutan; √ f) Sustainability performance;
g) verifikasi tertulis dari pihak √ g) Written verification from an
independen, jika ada; independent party, if any;
h) lembar umpan balik (feedback) untuk √ h) Feedback sheet for readers, if any;
pembaca, jika ada; dan and
i) anggapan Emiten atau Perusahaan √ i) The response of the Issuer or Public
Publik terhadap umpan balik laporan Company to the previous year’s
tahun sebelumnya; report feedback;
2) Laporan Keberlanjutan sebagaimana √ 2) The Sustainability Report as referred
dimaksud pada angka 1), harus disusun to in number 1) must be prepared in
sesuai Pedoman Teknis Penyusunan accordance with the Technical Guidelines
Laporan Keberlanjutan (Sustainability for the Preparation of a Sustainability
Report) Bagi Emiten dan Perusahaan Publik Report for Issuers and Public Companies
sebagaimana tercantum dalam Lampiran II as contained in Appendix II which is an
yang merupakan bagian tidak terpisahkan integral part of this Financial Services
dari Surat Edaran Otoritas Jasa Keuangan Authority Circular Letter;
ini;
3) Informasi Laporan Keberlanjutan √ 3) Information on the Sustainability Report
(Sustainability Report) pada angka 1) in number 1) can:
dapat:
a) diungkapkan pada bagian lain yang √ a) Disclosed in other relevant sections
relevan di luar bagian tanggung outside the Social and Environmental
jawab sosial dan lingkungan, seperti Responsibility section, such as the
penjelasan Direksi terkait Laporan Directors’ explanation regarding the
Keberlanjutan diungkapkan dalam Sustainability Report disclosed in
bagian terkait Laporan Direksi; dan/ the section related to the Directors’
atau Report; and/or
b) merujuk pada bagian lain di luar √ b) Refers to other sections outside
bagian tanggung jawab sosial dan the Social and Environmental
lingkungan dengan tetap mengacu Responsibility section by still
pada Pedoman Teknis Penyusunan referring to the Technical Guidelines
Laporan Keberlanjutan (Sustainability for the Preparation of Sustainability
Report) Bagi Emiten dan Perusahaan Reports for Issuers and Public
Publik sebagaimana tercantum dalam Companies as listed in Appendix
Lampiran II yang merupakan bagian II which is an integral part of this
tidak terpisahkan dari Surat Edaran Financial Services Authority Circular
Otoritas Jasa Keuangan ini, seperti Letter, such as the profile of the
profil Emiten atau Perusahaan Publik; Issuer or Public Company;

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4) Laporan Keberlanjutan (Sustainability √ 4) The Sustainability Report as referred to
Report) sebagaimana dimaksud pada in number 1) is an inseparable part of
angka 1) merupakan bagian yang tidak the Annual Report but can be presented
terpisahkan dari Laporan Tahunan namun separately from the Annual Report;
dapat disajikan secara terpisah dengan
Laporan Tahunan;
5) Dalam hal Laporan Keberlanjutan disajikan √ 5) In the event that the Sustainability
secara terpisah dengan Laporan Tahunan, Report is presented separately from the
informasi yang diungkapkan dalam Laporan Annual Report, the information disclosed
Keberlanjutan dimaksud harus: in the Sustainability Report must:
a) memuat seluruh informasi a) Contains all the information as
sebagaimana dimaksud pada angka referred to in number 1); and
1); dan
b) disusun sesuai Pedoman Teknis b) Prepared in accordance with
Penyusunan Laporan Keberlanjutan the Technical Guidelines for the
(Sustainability Report) Bagi Emiten Preparation of a Sustainability
dan Perusahaan Publik sebagaimana Report for Issuers and Public
tercantum dalam Lampiran II yang Companies as listed in Appendix
merupakan bagian tidak terpisahkan II which is an integral part of this
dari Surat Edaran Otoritas Jasa Financial Services Authority Circular
Keuangan ini; Letter;
6) Dalam hal Laporan Keberlanjutan disajikan √ 6) In the event that the Sustainability
secara terpisah dengan Laporan Tahunan, Report is presented separately from
maka dalam bagian tanggung jawab sosial the Annual Report, then the Social and
dan lingkungan memuat informasi bahwa Environmental Responsibility section
informasi mengenai tanggung jawab sosial contains information that information on
dan lingkungan telah diungkapkan dalam Social and Environmental Responsibility
Laporan Keberlanjutan yang disajikan has been disclosed in the Sustainability
secara terpisah dari Laporan Tahunan; dan Report which is presented separately
from the Annual Report; and
7) Penyampaian Laporan Keberlanjutan √ 7) Submission of the Sustainability Report

(Sustainability Report) yang disajikan which is presented separately from
secara terpisah dengan Laporan Tahunan the Annual Report must be submitted
harus disampaikan bersamaan dengan together with the Annual Report.
penyampaian Laporan Tahunan.
i Laporan Keuangan Tahunan yang Telah Diaudit 451 i Audited Annual Financial Statement
Laporan keuangan tahunan yang dimuat dalam Financial Statements included in Annual Report
Laporan Tahunan disusun sesuai dengan should be prepared in accordance with the
Standar Akuntansi Keuangan di Indonesia dan Financial Accounting Standards in Indonesia
telah diaudit oleh Akuntan. Laporan keuangan and audited by an Accountant. The said
dimaksud memuat pernyataan mengenai financial statement should be included with
pertanggungjawaban atas laporan keuangan statement of responsibility for financial report
sebagaimana diatur dalam peraturan perundang- as stipulated in the legislations in the Capital
undangan di sektor Pasar Modal yang mengatur Markets sector governing the responsibility of
mengenai tanggung jawab Direksi atas laporan the Board of Directors on the financial report
keuangan atau peraturan perundang-undangan or the legislations in the Capital Markets sector
di sektor Pasar Modal yang mengatur mengenai governing the periodic reports of securities
laporan berkala Perusahaan Efek dalam hal company in the event the Issuer is a Securities
Emiten merupakan Perusahaan Efek; dan Company; and
j Surat Pernyataan Anggota Direksi dan Anggota 54-55 j Letter of Statement of the Board of Directors
Dewan Komisaris tentang Tanggung Jawab atas and the Board of Commissioners regarding the
Laporan Tahunan Responsibility for Annual Reporting
Surat pernyataan anggota Direksi dan anggota Letter of statement of the Board of Directors
Dewan Komisaris tentang tanggung jawab atas and the Board of Commissioners regarding
Laporan Tahunan disusun sesuai dengan format the responsibility for Annual Reporting should
Surat Pernyataan Anggota Direksi dan Anggota be prepared according to the format of letter
Dewan Komisaris tentang Tanggung Jawab of statement of member of Board of Directors
atas Laporan Tahunan sebagaimana tercantum and the Board of Commissioners regarding the
dalam Lampiran yang merupakan bagian tidak responsibility for Annual Reporting as attached
terpisahkan dari Surat Edaran Otoritas Jasa in the Attachment, which is an integral part of
Keuangan ini. this Circulation Letter of the Financial Services
Authority.

Laporan
Keuangan
Financial Report
The original consolidated financial statements included herein
are in the Indonesian language.
PT ELNUSA Tbk DAN ENTITAS ANAKNYA PT ELNUSA Tbk AND ITS SUBSIDIARIES
LAPORAN POSISI KEUANGAN CONSOLIDATED STATEMENT OF
KONSOLIDASIAN FINANCIAL POSITION
Tanggal 31 Desember 2021 As of December 31, 2021
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
31 Desember/ 31 Desember/
December 31, Catatan/ December 31,
2021 Notes 2020
ASET ASSETS
ASET LANCAR 2g,2h CURRENT ASSETS

Kas dan setara kas 1.144.769 4,32a 1.231.867 Cash and cash equivalents
Piutang usaha - neto: 2h,5 Trade receivables - net:
Pihak ketiga 219.384 243.645 Third parties
Pihak berelasi 2.068.541 2j,32b 1.906.509 Related parties
Aset keuangan lancar lainnya - neto: 2h,6 Other current financial assets - net:
Pihak berelasi 55.322 2j,32c 44.957 Related parties
Persediaan - neto 322.656 2i,7 273.488 Inventories - net
Uang muka - lancar 80.994 8 56.988 Advances - current
Pajak dibayar di muka - bagian lancar 525.112 2u,19a 429.502 Prepaid taxes - current portion
Biaya dibayar di muka 20.537 9 26.999 Prepaid expenses
Total Aset Lancar 4.446.784 4.217.325 Total Current Assets
ASET TIDAK LANCAR NON-CURRENT ASSETS

Aset keuangan tidak lancar lainnya - neto: 2g,2h,3b,10 Other non-current financial assets - net:
Pihak berelasi 327.261 2j,32d 325.629 Related parties
Investasi pada saham - neto 22.366 11 19.622 Investments in shares - net
Uang muka 34.641 2h,8 12.031 Advances
Aset tetap - neto 1.811.519 2k,3b,12 1.811.979 Fixed assets - net
Aset takberwujud - neto 15.292 2l,2o,13 8.363 Intangible assets - net
Properti investasi - neto 51.137 2n,3b,14 51.759 Investment properties - net
Pajak dibayar di muka - Prepaid taxes - non-current
bagian tidak lancar 168.238 19a 465.961 portion
Aset hak guna - neto 83.365 2m,3b,15 331.639 Right of use assets - net
Aset pajak tangguhan 112.660 2u,3b,19d 117.631 Deferred tax assets
Aset lain-lain 29.209 58.627 Other assets
Total Aset Tidak Lancar 2.788.073 3.345.497 Total Non-current Assets
TOTAL ASET 7.234.857 7.562.822 TOTAL ASSETS
Catatan atas laporan keuangan konsolidasian terlampir The accompanying notes to the consolidated financial statements
merupakan bagian yang tidak terpisahkan dari laporan keuangan form an integral part of these consolidated financial statements
konsolidasian ini secara keseluruhan. taken as a whole.
1
LAPORAN POSISI KEUANGAN CONSOLIDATED STATEMENT OF
KONSOLIDASIAN (lanjutan) FINANCIAL POSITION (continued)
31 Desember/ Catatan/ 31 Desember/

December 31, Notes December 31,
2021 2020
LIABILITAS DAN EKUITAS LIABILITIES AND EQUITY
LIABILITAS JANGKA PENDEK CURRENT LIABILITIES

2h,16,
Pinjaman bank jangka pendek 167.975 32e,33d 110.714 Short-term bank loans
Utang usaha: 2h,17 Trade payables:
Pihak berelasi 191.299 2j,32f 223.775 Related parties
Liabilitas jangka pendek lainnya 59.622 2h,18 89.948 Other current liabilities
Liabilitas imbalan kerja Short-term employee
jangka pendek 72.048 24d 60.494 benefits liability
Beban akrual 1.301.728 3b,20 1.047.200 Accrued expenses
Utang pajak 62.784 2u,19b 26.876 Taxes payable
Pendapatan ditangguhkan - Deferred Income -
bagian lancar 10.700 23 10.700 current portion
Utang jangka panjang yang jatuh Current maturities of
tempo dalam waktu satu tahun long term debt
Utang bank 144.032 21 290.237 Bank loans
Liabilitas sewa 71.007 2m,15 252.193 Lease liabilities
Total Liabilitas Jangka Pendek 2.561.234 2.573.467 Total Current Liabilities
LIABILITAS JANGKA PANJANG NON-CURRENT LIABILITIES

Pendapatan ditangguhkan - Deferred Income -
bagian tidak lancar 69.550 23 80.250 net of current portion
Utang jangka panjang - setelah
dikurangi bagian yang jatuh Long-term debts -
tempo dalam waktu satu tahun net of current maturities
Utang bank 21.190 21 338.375 Bank loans
Liabilitas sewa 30.090 2m,15 64.918 Lease liabilities
Utang sukuk 697.669 22 697.019 Sukuk payable
Liabilitas imbalan kerja 76.990 2s,3b,24 67.847 Employee benefits liability
Total Liabilitas Jangka Panjang 895.489 1.248.409 Total Non-current Liabilities
TOTAL LIABILITAS 3.456.723 3.821.876 TOTAL LIABILITIES
EKUITAS EQUITY
Ekuitas yang dapat diatribusikan Equity attributable to

kepada pemilik entitas induk owners of the parent entity
Modal saham - nilai nominal Share capital - Rp100 (full amount)
Rp100 (nilai penuh) per saham par value per share
Modal dasar - 22.500.000.000 saham Authorized - 22,500,000,000 shares
Modal ditempatkan dan disetor penuh - Issued and fully paid -
7.298.500.000 saham 729.850 25a,37e 729.850 7,298,500,000 shares
Tambahan modal disetor 435.691 2f,2x,25b 435.691 Additional paid-in capital
Saldo laba: Retained earnings:
Dicadangkan 155.934 2b,25c 145.971 Appropriated
Tidak dicadangkan 2.503.303 2.479.251 Unappropriated
Penghasilan komprehensif lain (48.253) 2d,25d (51.325) Other comprehensive income
Ekuitas yang dapat diatribusikan Equity attributable to
kepada pemilik entitas induk - neto 3.776.525 3.739.438 owners of the parent entity - net
Kepentingan nonpengendali 1.609 2b,26 1.508 Non-controlling interests
EKUITAS - NETO 3.778.134 3.740.946 EQUITY - NET
TOTAL LIABILITAS DAN EKUITAS 7.234.857 7.562.822 TOTAL LIABILITIES AND EQUITY
2
LAPORAN LABA RUGI DAN PENGHASILAN CONSOLIDATED STATEMENT OF PROFIT OR LOSS
KOMPREHENSIF LAIN KONSOLIDASIAN AND OTHER COMPREHENSIVE INCOME
Untuk Tahun yang Berakhir pada For the Year Ended
Tanggal 31 Desember 2021 December 31, 2021
Tahun yang berakhir pada

tanggal 31 Desember/
Year ended December 31,
Catatan/
2021 Notes 2020
PENDAPATAN 8.136.563 2r,27,32i 7.726.945 REVENUES
BEBAN POKOK PENDAPATAN (7.491.069) 2r,28,32j (6.984.472) COST OF REVENUES
LABA BRUTO 645.494 742.473 GROSS PROFIT
Beban penjualan (2.064) (2.744) Selling expenses
Beban umum dan administrasi (328.202) 29 (302.482) General and administrative expenses
Pendapatan keuangan 26.970 29.482 Finance income
Beban keuangan (121.341) 30 (132.199) Finance expenses
Pendapatan (beban) lain-lain - neto 9.895 31 46.479 Other income (expenses) - net
LABA SEBELUM PAJAK FINAL PROFIT BEFORE FINAL TAX
DAN PAJAK PENGHASILAN 230.752 381.009 AND INCOME TAX
Beban pajak final (28.032) 2u (36.132) Final tax expense
LABA SEBELUM PAJAK PENGHASILAN 202.720 344.877 PROFIT BEFORE INCOME TAX
Beban pajak penghasilan (93.868) 2u,19c (95.792) Income tax expense
LABA TAHUN BERJALAN 108.852 249.085 PROFIT FOR THE YEAR
PENGHASILAN KOMPREHENSIF LAIN OTHER COMPREHENSIVE INCOME

Pos-pos yang tidak akan direklasifikasi Items that will not be reclassified to
ke laba rugi profit or loss
Pengukuran kembali program Remeasurements of defined
imbalan pasti 3.938 2s 5.084 benefit plans
Pajak tangguhan terkait (866) 2u,19d (1.121) Related deferred tax
SETELAH PAJAK 3.072 25d 3.963 AFTER TAX
TOTAL LABA KOMPREHENSIF TOTAL COMPREHENSIVE INCOME
TAHUN BERJALAN 111.924 253.048 FOR THE YEAR
LABA TAHUN BERJALAN YANG PROFIT FOR THE YEAR

DAPAT DIATRIBUSIKAN KEPADA: ATTRIBUTABLE TO:
Pemilik entitas induk 108.740 249.082 Owners of the parent entity
Kepentingan nonpengendali 112 3 Non-controlling interests
Total 108.852 249.085 Total

TAHUN BERJALAN YANG FOR THE YEAR
DAPAT DIATRIBUSIKAN KEPADA: ATTRIBUTABLE TO:
Pemilik entitas induk 111.812 253.045 Owners of the parent entity
Kepentingan nonpengendali 112 3 Non-controlling interests
Total 111.924 253.048 Total
LABA PER SAHAM EARNINGS PER SHARE

(NILAI PENUH) 14,90 2w,35 34,13 (FULL AMOUNT)
3
LAPORAN PERUBAHAN EKUITAS KONSOLIDASIAN CONSOLIDATED STATEMENT OF CHANGES IN EQUITY
Untuk Tahun yang Berakhir pada Tanggal 31 Desember 2021 For the Year Ended December 31, 2021
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
Ekuitas yang dapat diatribusikan kepada pemilik entitas induk/
Equity attributable to owners of the parent entity
Saldo laba/Retained earnings Penghasilan
Tambahan komprehensif Kepentingan
modal disetor/ Tidak lain/Other nonpengendali/ Ekuitas -
Catatan/ Modal saham/ Additional Dicadangkan/ dicadangkan/ comprehensive Neto/ Non-controlling neto/
Notes Share capital paid-in capital Appropriated Unappropriated income Net Interest Equity - net
Saldo 31 Desember 2019 729.850 435.691 135.229 2.329.556 (55.288) 3.575.038 1.660 3.576.698 Balance as of December 31, 2019
Penyesuaian saldo awal Beginning balance adjustment
atas penerapan PSAK 71, for implementation of
setelah pajak - - - 474 - 474 - 474 PSAK 71, net of tax
Balance as of January 1, 2020
Saldo per 1 Januari 2020, after the implementation of
setelah penerapan PSAK 71 729.850 435.691 135.229 2.330.030 (55.288) 3.575.512 1.660 3.577.172 PSAK 71
Laba komprehensif - - - 249.082 3.963 253.045 3 253.048 Comprehensive income
Cadangan umum 25c - - 10.742 (10.742) - - - - Appropriation for general reserve
Dividen kas 25c - - - (89.119) - (89.119) (155) (89.274) Cash dividend
Saldo 31 Desember 2020 729.850 435.691 145.971 2.479.251 (51.325) 3.739.438 1.508 3.740.946 Balance as of December 31, 2020
Laba komprehensif - - - 108.740 3.072 111.812 112 111.924 Comprehensive income
Cadangan umum 25c - - 9.963 (9.963) - - - - Appropriation for general reserve
Dividen kas 25c - - - (74.725) - (74.725) (11) (74.736) Cash dividend
Saldo 31 Desember 2021 729.850 435.691 155.934 2.503.303 (48.253) 3.776.525 1.609 3.778.134 Balance as of December 31,2021
Catatan atas laporan keuangan konsolidasian terlampir merupakan bagian yang tidak terpisahkan The accompanying notes to the consolidated financial statements form an integral part of
dari laporan keuangan konsolidasian ini secara keseluruhan. these consolidated financial statements taken as a whole.
4
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
LAPORAN ARUS KAS KONSOLIDASIAN CONSOLIDATED STATEMENT OF CASH FLOWS

Catatan/
2021 Notes 2020
ARUS KAS DARI CASH FLOWS FROM
AKTIVITAS OPERASI OPERATING ACTIVITIES
Penerimaan dari pelanggan 8.086.072 7.839.169 Receipts from customers
Pembayaran kepada pemasok Payments to suppliers
dan kontraktor (6.394.708) (5.931.748) and contractors
Pembayaran untuk karyawan (1.030.648) (1.089.116) Payments to employees
Kas yang dihasilkan dari operasi 660.716 818.305 Cash generated from operations
Penerimaan pendapatan keuangan 26.521 29.373 Receipts of finance income
Pembayaran beban keuangan (111.630) (100.730) Payments of finance expenses
Pembayaran pajak penghasilan (182.084) (256.675) Payments of income taxes
Penerimaan restitusi pajak 586.848 19e 427.230 Receipts of tax refunds
Penerimaan lainnya - neto 23.826 10.675 Other receipts - net
Kas neto diperoleh dari Net cash provided by
aktivitas operasi 1.004.197 928.178 operating activities
AKTIVITAS INVESTASI INVESTING ACTIVITIES
Penerimaan dividen kas dari Receipts of cash dividends from
perusahaan asosiasi 1.041 - associates
Pembelian aset tetap (306.963) (403.957) Purchases of fixed assets
Pembelian aset tetap untuk piutang Purchases of fixed assets
sewa pembiayaan (24.277) (25.095) for finance lease receivables
Pembayaran uang muka Payments for advances for
pembelian aset tetap - (11.751) fixed assets
Pembelian aset tak berwujud (14.409) (3.539) Purchases of intangible assets
Pembelian barang konsumsi Purchases of long- life
tahan lama (17.983) (43.061) consumable goods
Penerimaan dari penjualan aset tetap 1.270 12 3.730 Proceeds from sale of fixed assets
Penerimaan dari aktivitas Proceeds from other
investasi lainnya - 514 investing activities
Kas neto digunakan untuk Net cash used in
aktivitas investasi (361.321) (483.159) investing activities
AKTIVITAS PENDANAAN FINANCING ACTIVITIES
Penerimaan dari pinjaman bank 1.095.153 16,21 882.756 Proceeds from bank loans
Pembayaran pinjaman bank (1.510.875) 16,21 (1.290.569) Payments for bank loans
Pembayaran dividen kas (74.725) 25c (89.119) Payments of cash dividends
Pembayaran liabilitas sewa (252.105) (267.855) Payments of lease liabilities
Penerimaan dan penerbitan sukuk - 698.902 Proceeds from issuance of sukuk
Penempatan kas yang Placement of
dibatasi penggunaannya - neto 9.871 (5.111) restricted cash - net
aktivitas pendanaan (732.681) (70.996) financing activities
Dampak perubahan selisih kurs Effect of exchange rate changes
terhadap kas dan setara kas 2.707 1.722 on cash and cash equivalents
KENAIKAN (PENURUNAN) NETO NET INCREASE (DECREASE) IN
KAS DAN SETARA KAS (87.098) 375.745 CASH AND CASH EQUIVALENTS
KAS DAN SETARA KAS CASH AND CASH EQUIVALENTS

PADA AWAL TAHUN 1.231.867 4 856.122 AT THE BEGINNING OF THE YEAR
KAS DAN SETARA KAS PADA CASH AND CASH EQUIVALENTS
AKHIR TAHUN 1.144.769 4 1.231.867 AT THE END OF THE YEAR
5
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in millions of Rupiah,
(Disajikan dalam jutaan Rupiah, unless otherwise stated)
kecuali dinyatakan lain)
1. UMUM 1. GENERAL
a. Pendirian Perusahaan a. Establishment of the Company
PT Elnusa Tbk (“Perusahaan”) didirikan dengan PT Elnusa Tbk (the “Company”) was established
nama PT Electronika Nusantara berdasarkan under the name of PT Electronika Nusantara
Akta Notaris No. 18 tanggal 25 Januari 1969 based on Notarial Deed No. 18 dated January 25,
dari Tan Thong Kie, S.H., sebagaimana diubah 1969 of Tan Thong Kie, S.H., which was
melalui Akta Notaris No. 10 tanggal 13 Februari subsequently amended by Notarial Deed No. 10
1969 dari notaris yang sama. Akta pendirian ini, dated February 13, 1969 of the same notary. The
yang merupakan Anggaran Dasar Perusahaan, Deed of Establishment, which is the Company’s
telah mendapat pengesahan dari Menteri Articles of Association, was approved by the
Kehakiman Republik Indonesia melalui Surat Minister of Justice of the Republic of Indonesia in
Keputusan No. J.A.5/18/24 tanggal 19 Februari its Decision Letter No. J.A.5/18/24 dated February
1969, serta telah diumumkan dalam Berita 19, 1969, and was published in Supplement
Negara Republik Indonesia No. 35, Tambahan No. 58 of State Gazette of the Republic of
No. 58 tanggal 2 Mei 1969. Anggaran Dasar Indonesia No. 35 dated May 2, 1969. The
Perusahaan telah beberapa kali mengalami Company’s Articles of Association have been
perubahan. Perubahan terakhir adalah untuk amended several times. The latest amandment
menyesuaikan ruang lingkup kegiatan was made to adjust the scope of the Company’s
Perusahaan berdasarkan Akta Notaris activities, under Notarial Deed No. 31 dated April
No. 31 tanggal 11 April 2019 dari Aulia Taufani, 11, 2019 of Aulia Taufani, S.H., which has been
S.H., yang telah diberitahukan kepada reported to and approved by the Minister of Law
Menteri Hukum dan Hak Asasi and Human Rights of the Republic of Indonesia
Manusia Republik Indonesia dan telah through its Decision Letter
memperoleh persetujuan Menkumham sesuai No. AHU-0022730.AH.01.02 2019 dated April 26,
dengan Surat Keputusannya 2019 and has been registered in the Company
No. AHU-0022730.AH.01.02.Tahun 2019 Lists under No. AHU-0067954.AH.01.11 2019
tanggal 26 April 2019 serta telah didaftarkan dated April 26, 2019.
dalam Daftar Perusahaan di bawah No. AHU-
0067954.AH.01.11. Tahun 2019 tanggal
26 April 2019.
Berdasarkan Anggaran Dasar Perusahaan, In accordance with the Company’s Articles of

ruang lingkup kegiatan Perusahaan adalah Association, the scope of its activities is in the
bergerak di bidang jasa, pengelolaan air dan air business of services, water and wastewater
limbah, perdagangan, pertambangan, management, trading, mining, construction and
pembangunan dan perindustrian. Saat ini, industry. Currently, the Company is engaged in
Perusahaan beroperasi di bidang jasa hulu upstream oil and gas services and investing in
migas dan penyertaan saham pada entitas anak shares of stock of subsidiaries and joint ventures
serta ventura bersama yang bergerak dalam that are engaged in various businesses in oil and
berbagai bidang usaha jasa penunjang migas gas support services and energy distribution and
dan jasa distribusi dan logistik energi. logistics services. The Company also provides
Perusahaan juga beroperasi di bidang goods and services including providing and
penyediaan barang dan jasa termasuk managing office space for its subsidiaries, related
penyediaan dan pengelolaan ruang parties and third parties.
perkantoran kepada entitas anak, pihak berelasi
dan pihak ketiga.
Perusahaan berdomisili di Graha Elnusa, The Company is located at Graha Elnusa,

Lantai 16, Jl. T.B. Simatupang Kav. 1B, Jakarta 16th Floor, Jl. T.B. Simatupang Kav. 1B, South
Selatan, dan mulai beroperasi secara komersial Jakarta, and started its commercial operations in
pada bulan September 1969. September 1969.
Pada tanggal 31 Desember 2021, Entitas induk As of December 31, 2021, The Company’s parent
Perusahaan adalah PT Pertamina Hulu Energi. is PT Pertamina Hulu Energi. As of December 30,
Pada tanggal 31 Desember 2020, Entitas Induk 2020, The Company’s parent was PT Pertamina
Perusahaan adalah PT Pertamina (Persero). (Persero). The Company’s ultimate parent is the
Entitas induk terakhir Perusahaan adalah Government of the Republic of Indonesia.
Pemerintah Republik Indonesia.
6
1. UMUM (lanjutan) 1. GENERAL (continued)
b. Penawaran umum saham b. Public offering of shares
Pada tanggal 25 Januari 2008, Badan On January 25, 2008, the Capital Market and
Pengawas Pasar Modal dan Lembaga Financial Institutions Supervisory Agency
Keuangan (“Bapepam-LK”) menerbitkan Surat (“Bapepam-LK”) issued the Effective Statement
Pemberitahuan Efektif Pernyataan Pendaftaran Letter in accordance with the Company’s Initial
sehubungan dengan Penawaran Umum Saham Public Offering of 1,460,000,000 shares. On
Perdana Perusahaan sebanyak 1.460.000.000 February 6, 2008, the Company’s shares were
saham. Pada tanggal 6 Februari 2008, saham listed on the Indonesia Stock Exchange at an
Perusahaan mulai diperdagangkan di Bursa initial offering price of Rp400 (full amount) per
Efek Indonesia dengan harga penawaran share.
perdana sebesar Rp400 (nilai penuh) per
saham.
Ringkasan tindakan Perusahaan (corporate The summary of the Company’s corporate actions
actions) yang mempengaruhi saham yang affecting its capital stock from the date of its initial
diterbitkan sejak tanggal penawaran umum public offering up to December 31, 2021 and 2020
perdana sampai dengan tanggal 31 Desember is as follows:
2021 dan 2020, adalah sebagai berikut:
Jumlah saham Nilai nominal
ditempatkan per saham
dan disetor dalam Rupiah
penuh/ (angka penuh)/
Number of Par value per
Keterangan/ shares issued share in Rupiah
Tanggal/Date Description and fully paid (full amount)
29-31 Januari 2008/ Penawaran umum perdana sebanyak 20%

January 29-31, 2008 dari Modal Dasar atau sebanyak
1.460.000.000 saham/
Initial public offering amounting to 20% of
Authorized Capital or equivalent to
1,460,000,000 shares 7.298.500.000 100
6 Februari 2008/ Mencatatkan saham Perusahaan yang

February 6, 2008 beredar sebanyak 7.298.500.000 saham di
BEI dengan kode perdagangan “ELSA”/
Listed 7,298,500,000 shares issued at IDX
under “ELSA” ticker 7.298.500.000 100
13 Oktober 2008 - Pembelian kembali 99.738.000 saham dan

12 Januari 2009/ mencatatkannya sebagai saham treasury/
October 13, 2008 - Buy back of 99,738,000 shares and recorded
January 12, 2009 as treasury stocks 7.298.500.000 100
16 Desember 2011/ Menerbitkan Keterbukaan Informasi untuk

December 16, 2011 melakukan penjualan kembali atas saham
treasury efektif mulai 2 Januari 2012/
Published an information disclosure regarding
sell back program on the treasury stocks
effective on January 2, 2012 7.298.500.000 100
28 Juni 2013/ Menerbitkan Keterbukaan Informasi bahwa

June 28, 2013 Perusahaan telah melakukan pengalihan atau
penjualan atas seluruh saham hasil pembelian
kembali/
Published an information disclosure regarding
sell back of the Company’s shares on the buy
back program 7.298.500.000 100
7
b. Penawaran umum saham (lanjutan) b. Public offering of shares (continued)
Pada tanggal 31 Desember 2021 dan 2020, As of December 31, 2021 and 2020, all of the
seluruh saham Perusahaan tercatat di Bursa Company’s shares are listed on the Indonesia
Efek Indonesia. Stock Exchange.
c. Penawaran umum berkelanjutan Sukuk c. Public offering of sustainable Sukuk Ijarah 1

Ijarah Berkelanjutan 1 Tahap 1 Phase 1
Pada tanggal 3 Agustus 2020, Perusahaan On August 3, 2020, the Company has obtained an
telah mendapatkan pernyataan efektif dari effective statement from Otoritas Jasa Keuangan
Otoritas Jasa Keuangan (OJK) atas penerbitan (OJK) on the issuance of Sukuk Ijarah
Sukuk Ijarah Berkelanjutan 1 Elnusa Tahap 1 Berkelanjutan (sustainable Sukuk Ijarah) 1 Phase
Tahun 2020 dengan sisa imbalan Ijarah 1 Year 2020, with Residual Ijarah Benefits
sebesar Rp700.000. Sukuk Ijarah ini diterbitkan amounted to Rp700,000. The Sukuk Ijarah is
tanpa warkat dan dijamin dengan kesanggupan issued without notes and guaranteed with full
penuh (full commitment) dan ditawarkan commitments and offered with 100% value of
dengan nilai 100% dari jumlah sisa imbalan Residual Ijarah Benefits, with period of 5 (five)
ijarah, dengan jangka waktu 5 (lima) tahun sejak years from the issue date. The Ijarah Installments
tanggal emisi. Cicilan Imbalan Ijarah adalah amounted Rp63,000, or equivalent of 9%
sebesar Rp63.000, atau ekuivalen sebesar 9% annually, which will be paid every 3 (three)
per tahun yang akan dibayarkan setiap 3 (tiga) months and will be due on August 11, 2025.
bulan, dan jatuh tempo 11 Agustus 2025.
d. Dewan Komisaris, Direksi, Komite Audit dan d. Board of Commissioners, Directors, Audit
karyawan Committee and employees
Pada tanggal 31 Desember 2021 dan 2020, As of December 31, 2021 and 2020, the
susunan Dewan Komisaris dan Direksi composition of the Company’s Boards of
Perusahaan adalah sebagai berikut: Commissioners and Directors is as follows:
31 Desember 2021 December 31, 2021

Dewan Komisaris Board of Commissioners
Komisaris Utama Agus Prabowo President Commissioner
Komisaris Independen Lusiaga Levi Susila Independent Commissioner
Komisaris Independen Anis Baridwan Independent Commissioner
Komisaris Wakhid Hasyim Commissioner
Direksi Directors
Direktur Utama John Hisar Simamora President Director
Direktur Pengembangan Usaha Ratih Esti Prihatini Business Development Director
Direktur Operasi Charles Harianto Lumban Tobing Operations Director
Direktur Keuangan Bachtiar Soeria Atmadja Finance Director
Direktur Sumber Daya Manusia Human Resources
& Umum Tenny Elfrida & General Affair Director
8
d. Dewan Komisaris, Direksi, Komite Audit dan d. Board of Commissioners, Directors, Audit
karyawan (lanjutan) Committee and employees (continued)

Dewan Komisaris Board of Commissioners
Komisaris Utama Agus Prabowo President Commissioner
Komisaris Independen Lusiaga Levi Susila Independent Commissioner
Komisaris Independen Anis Baridwan Independent Commissioner
Komisaris Antonius Ratdomopurbo Commissioner
Direksi Directors
Direktur Utama Ali Mundakir President Director
Direktur Pengembangan Usaha Business Development Director
dan Direktur Operasi and Operations Director
(Direktur Independen) Arief Riyanto (Independent Director)
Direktur Keuangan Hery Setiawan Finance Director
Direktur Sumber Daya Manusia Human Resources &
& Umum Tenny Elfrida General Affair Director
Personil manajemen kunci Perusahaan adalah Key management personnel of the Company are
Dewan Komisaris dan Direksi sebagaimana the above mentioned Boards of Commissioners
disebutkan di atas (Catatan 32h). and Directors (Note 32h).
Pada tanggal dan 31 Desember 2021 dan 2020, As of December 31, 2021 and 2020, the
susunan Komite Audit Perusahaan adalah composition of the Company’s Audit Committee is

Ketua Anis Baridwan Chairman
Anggota Adil Nusyirwan Member
Anggota Serena Karlita Ferdinandus Member

Ketua Anis Baridwan Chairman
Anggota Adil Nusyirwan Member
Anggota Serena Karlita Ferdinandus Member
Perusahaan dan entitas anaknya memiliki 2.020 The Company and its subsidiaries have 2,020
karyawan (1.448 karyawan tetap dan 572 employees (1,448 permanent employees and 572
karyawan kontrak) dan 2.323 karyawan (1.440 contractual employees) and 2,323 employees
karyawan tetap dan 883 karyawan kontrak) (1,440 permanent employees and 883 contractual
masing-masing pada tanggal 31 Desember employees) as of December 31, 2021 and 2020,
2021 dan 2020. respectively.
9
e. Entitas Anak e. Subsidiaries
Laporan keuangan konsolidasian meliputi The consolidated financial statements include the
laporan keuangan Perusahaan dan entitas financial statements of the Company and its
anaknya (secara kolektif disebut sebagai subsidiaries (collectively referred to as the
“Grup”) sebagai berikut: “Group”) as follows:
Mulai Persentase kepemilikan Total aset sebelum
beroperasi efektif/ eliminasi/
secara Effective percentage of Total assets before
Tempat komersial/ ownership elimination
kedudukan/ Start of
Nama entitas anak/ Kegiatan usaha/ Place of commercial 31 Desember/31 December 31 Desember/31 December
Name of subsidiaries Business activities domicile operations 2021 2020 2021 2020
Kepemilikan langsung/
Direct ownership
PT Sigma Cipta Utama Manajemen data, teknologi Jakarta 1980 99,99 99,99 275.644 208.030
(“SCU”) informasi dan
telekomunikasi/
Data management,
information technology
and telecommunications
PT Elnusa Fabrikasi Jasa penguliran, perdagangan Batam 1983 99,97 99,97 284.884 225,504
Konstruksi (“EFK”) dan pabrikasi pipa/
Pipe threading, trading and
manufacturing services
PT Elnusa Petrofin SPBU, depo, transportasi dan Jakarta 1996 99,99 99,99 2.495.953 2.287.297
(“EPN”) perdagangan BBM dan
bahan kimia/
Retail gas station, fuel
storage, oil and chemicals
distribution and trading
PT Patra Nusa Data Jasa perolehan dan Jakarta 1998 99,50 99,50 134.113 148.257
(“PND”) dan produksi migas/
Oil and gas exploration and
production data acquisition
and management services
PT Elnusa Trans Samudera Jasa penyewaan kapal laut Jakarta 2014 99,99 99,99 551.581 522.343
(“ETSA”) dan agen perkapalan
perusahaan pelayaran/
Ship rental services and
shipping agent of
shipping company
PT Elnusa Geosains Belum beroperasi/ Jakarta - 99,99 99,99 11.696 11.508
Indonesia (“EGI”) Pre-operating
PT Elnusa Oilfield Services Belum beroperasi/ Jakarta - 99,99 99,99 41.080 37.648
(“EOS”) Pre-operating
KSO Elnusa - RAGA Jasa pemeliharaan mekanik/
Mechanical maintenance
service Jakarta 2016 100,00 100,00 67.290 66.760
Kepemilikan melalui EFK
(dahulu EPR)/
Ownership through EFK
(formerly EPR) *)
PT Elnusa Daya Kreatif Belum beroperasi/ Jakarta - 99,99 99,99 10.001 10.001
(“EDK”) Pre-operating
f. Penerbitan laporan keuangan konsolidasian f. Issuance of consolidated financial statements
Laporan keuangan konsolidasian ini These consolidated financial statements are

diselesaikan dan diotorisasi untuk terbit oleh completed and authorized for issuance by the
Direksi Perusahaan pada tanggal Company’s Directors on February 25, 2022. The
25 Februari 2022. Direksi Perusahaan yang Company’s Directors who signed the Directors’
menandatangani Surat Pernyataan Direksi Statement are responsible for the fair preparation
bertanggung jawab atas penyusunan dan and presentation of such consolidated financial
penyajian wajar laporan keuangan statements.
konsolidasian tersebut.
10
2. IKHTISAR KEBIJAKAN AKUNTANSI SIGNIFIKAN 2. SUMMARY OF SIGNIFICANT ACCOUNTING

POLICIES
Berikut ini adalah kebijakan akuntansi signifikan Presented below are the significant accounting
yang diterapkan dalam penyusunan laporan policies adopted in preparing the Group’s consolidated
keuangan konsolidasian Grup yang sesuai dengan financial statements, which are in conformity with
Standar Akuntansi Keuangan (“SAK”), yang Indonesian Financial Accounting Standards (“SAK”)
mencakup Pernyataan dan Interpretasi yang which comprised of Statements and Interpretations
dikeluarkan oleh Dewan Standar Akuntansi issued by the Board of Financial Accounting Standards
Keuangan Ikatan Akuntan Indonesia dan Peraturan of the Institute of Indonesia Chartered Accountants
No. VIII.G.7 sebagai lampiran dari Keputusan Ketua and Regulation No. VIII.G.7 as appendix of the Decree
OJK (dahulu Bapepam-LK) No. KEP-347/BL/2012 of the Chairman of OJK (formerly Bapepam-LK) No.
tertanggal 25 Juni 2012 tentang Penyajian dan KEP-347/BL/2012 dated June 25, 2012 regarding the
Pengungkapan Laporan Keuangan Emiten atau Presentation and Disclosure of Financial Statements
Perusahaan Publik. of an Issuer or a Public Company.
Kebijakan ini telah diterapkan secara konsisten These policies have been consistently applied to all
terhadap seluruh periode yang disajikan, kecuali jika periods presented, unless otherwise stated.
dinyatakan lain.
a. Dasar penyajian laporan keuangan a. Basis of preparation of the consolidated
konsolidasian financial statements
Laporan keuangan konsolidasian, kecuali The consolidated financial statements, except for
laporan arus kas konsolidasian, disusun the consolidated statement of cash flows, are
berdasarkan konsep akrual dan biaya prepared using the accrual basis and based on
perolehan historis, kecuali beberapa akun historical costs, except for certain accounts which
tertentu yang diukur dengan cara sebagaimana are measured on the basis described in the
yang diuraikan dalam kebijakan akuntansi di related accounting policies of those accounts.
akun yang bersangkutan.
Laporan arus kas konsolidasian disajikan The consolidated statement of cash flows is
dengan menggunakan metode langsung yang presented using the direct method by classifying
mengelompokkan penerimaan dan the receipts and disbursements of cash and cash
pengeluaran kas dan setara kas ke dalam equivalents into operating, investing and financing
aktivitas operasi, investasi dan pendanaan. activities.
Seluruh angka dalam laporan keuangan All figures in the consolidated financial statements
konsolidasian ini, dibulatkan dan disajikan are rounded to and expressed in millions of
dalam jutaan Rupiah (“Rp”), kecuali dinyatakan Rupiah (“Rp”), unless otherwise stated.
lain.
b. Prinsip-prinsip konsolidasi b. Principles of consolidation

Laporan keuangan konsolidasian meliputi The consolidated financial statements include the
laporan keuangan Perusahaan dan entitas financial statements of the Company and its
anaknya seperti yang diungkapkan dalam subsidiaries as disclosed in Note 1e. Subsidiaries
Catatan 1e. Entitas anak merupakan semua are all entities over which the Company is
entitas dimana Perusahaan terekspos atau exposed, or has rights, to variable returns from its
memiliki hak atas imbal hasil variabel dari involvement with the entities and has the ability to
keterlibatannya dengan entitas tersebut dan affect those returns through its power over the
memiliki kemampuan untuk mempengaruhi entities. Thus, an entity is considered a subsidiary
imbal hasil tersebut melalui kekuasaannya atas if and only if the Company has power over the
entitas tersebut. Dengan demikian, suatu entity, exposure or rights to variable returns from
entitas dianggap sebagai entitas anak jika dan its involvement with the entity and the ability to use
hanya jika Perusahaan memiliki kekuasaan its power over the investee to affect the amount of
atas entitas tersebut, eksposur atau hak atas the Company’s returns.
imbal hasil variabel dari keterlibatannya dengan
entitas tersebut dan kemampuan untuk
menggunakan kekuasaannya atas entitas
tersebut untuk mempengaruhi jumlah imbal
hasil Perusahaan.
11

(lanjutan) POLICIES (continued)
b. Prinsip-prinsip konsolidasi (lanjutan) b. Principles of consolidation (continued)
Semua saldo dan transaksi antar entitas yang All material intercompany accounts and
material, termasuk keuntungan atau kerugian transactions, including unrealized gains or losses,
yang belum direalisasi, jika ada, dieliminasi if any, are eliminated to reflect the financial
untuk mencerminkan posisi keuangan dan hasil position and the results of operations of the Group
operasi Grup sebagai satu kesatuan usaha. as a single business entity. Accounting policies of
Kebijakan akuntansi di entitas anak telah subsidiaries have been changed where necessary
diubah seperlunya agar konsisten dengan to ensure consistency with the policies adopted by
kebijakan akuntansi yang diterapkan oleh Grup. the Group.
Entitas anak dikonsolidasikan mulai dari tanggal Subsidiaries are fully consolidated from the date
pengendalian beralih kepada Perusahaan dan on which control is transferred to the Company.
tidak lagi dikonsolidasikan dari tanggal They are deconsolidated from the date on which
hilangnya pengendalian. that control ceases.
Kepentingan nonpengendali (“KNP”) Non-controlling interest (“NCI”) represents the
mencerminkan bagian atas laba rugi, portion of profit or loss, other comprehensive
penghasilan komprehensif lain dan aset neto income and net assets of the subsidiary not
dari entitas anak yang tidak dapat diatribusikan attributable directly or indirectly to the owners of
secara langsung maupun tidak langsung the parent entity, which are presented in the
kepada pemilik entitas induk, yang masing- consolidated statement of profit or loss and other
masing disajikan dalam laporan laba rugi dan comprehensive income and under the equity
penghasilan komprehensif lain konsolidasian section of the consolidated statement of financial
dan sebagai ekuitas dalam laporan posisi position, respectively, separately from the
keuangan konsolidasian, terpisah dari bagian corresponding portion attributable to the owners
yang dapat diatribusikan kepada pemilik entitas of the parent entity.
induk.
Rugi entitas anak yang tidak dimiliki secara Losses of a non-wholly owned subsidiary are
penuh diatribusikan kepada KNP, bahkan jika attributed to NCI even if such losses result in a
hal ini mengakibatkan KNP mempunyai saldo deficit balance for the NCI.
defisit.
Jika kehilangan pengendalian atas suatu entitas In case it loses control over a subsidiary, the
anak, maka Perusahaan: Company:
- menghentikan pengakuan aset (termasuk - derecognizes the assets (including goodwill)

goodwill) dan liabilitas entitas anak; and liabilities of the subsidiary;
- menghentikan pengakuan jumlah tercatat - derecognizes the carrying amount of any
setiap KNP; NCI;
- menghentikan pengakuan akumulasi - derecognizes the cumulative translation
selisih penjabaran, yang dicatat di ekuitas, differences, recorded in equity, if any;
bila ada;
- mengakui nilai wajar pembayaran yang - recognizes the fair value of the consideration
diterima; received;
- mengakui setiap sisa investasi pada nilai - recognizes the fair value of any investment
wajarnya; retained;
- mengakui setiap surplus dan defisit dalam - recognizes any surplus or deficit in profit or
laba rugi; loss;
- mereklasifikasi bagian Perusahaan atas - reclassifies the Company’s share of
komponen yang sebelumnya diakui components previously recognized in other
sebagai penghasilan komprehensif lain ke comprehensive income to profit or loss or
laba rugi atau saldo laba, mana yang retained earnings, as appropriate.
sesuai.
Perubahan dalam bagian kepemilikan Grup A change in the ownership interest of a subsidiary,
pada entitas anak yang tidak mengakibatkan without a loss of control, is accounted for as an
hilangnya pengendalian dicatat sebagai equity transaction.
transaksi ekuitas.
12

c. Perubahan kebijakan akuntansi c. Changes in accounting principles
Grup telah menerapkan sejumlah amandemen The Group has applied a number of amendments
dan penyesuaian standar akuntansi yang and improvements to accounting standards that
relevan dengan pelaporan keuangan dan efektif are relevant to its financial reporting and effective
untuk tahun periode yang dimulai pada atau for annual periods beginning on or after
setelah 1 Januari 2021 sebagai berikut: January 1, 2021 as follow:
- Amandemen PSAK 22: Kombinasi Bisnis - Amendments to PSAK 22: Definition of a
tentang Definisi Bisnis Business Combination
Amandemen PSAK 22 Kombinasi Bisnis The amendment to PSAK 22 Business
mengklarifikasi unsur bisnis bahwa untuk Combinations clarifies that to be considered
dipertimbangkan sebagai suatu bisnis, a business, an integrated set of activities
suatu rangkaian terintegrasi dari aktivitas and assets must include, at a minimum, an
dan aset yang diakuisi mencakup, input and a substantive process that,
minimum, input dan proses substantif together, significantly contribute to the
yang bersama-sama berkontribusi secara ability to create output. Furthermore, it
signifikan terhadap kemampuan untuk clarifies that a business can exist without
menghasilkan output. including all of the inputs and processes
needed to create outputs.
- Amendemen PSAK 71: Instrumen - Amendments to PSAK 71: Financial
Keuangan, Amendemen PSAK 55: Instruments, Amendments to PSAK 55:
Instrumen Keuangan: Pengakuan dan Financial Instruments: Recognition and
Pengukuran, Amendemen PSAK 60: Measurement, Amendments to PSAK 60:
Instrumen Keuangan: Pengungkapan, Financial Instruments: Disclosures,
Amendemen PSAK 62: Kontrak Asuransi Amendments to PSAK 62: Insurance
dan Amendemen PSAK 73: Sewa tentang Contracts and Amendments to PSAK 73:
Reformasi Acuan Suku Bunga - Tahap 2 Leases concerning Interest Rate Reference
diadopsi dari IFRS tentang Interest Rate Reform - Phase 2 were adopted from IFRS
Benchmark Reform - Phase 2. concerning Interest Rate Benchmark
Reform - Phase 2.
- Kontrak Asuransi dan PSAK 73: Sewa - Insurance Contracts and PSAK 73: Leases
yang terkait dengan: related to:
- perubahan dasar untuk menentukan - changes in the basis for determining the
arus kas kontraktual dari aset contractual cash flows of financial
keuangan, liabilitas keuangan dan assets, financial liabilities and lease
liabilitas sewa; liabilities;
- akuntansi lindung nilai; dan - hedge accounting; and
- pengungkapan. - disclosure
Reformasi Acuan Suku Bunga - Tahap 2 Interest Rate Reference Reform - Stage 2
hanya berlaku untuk perubahan yang applies only to changes required by the
disyaratkan oleh reformasi acuan suku benchmark interest rate reform for financial
bunga untuk instrumen keuangan dan instruments and hedge relationships.
hubungan lindung nilai.
d. Investasi pada ventura bersama d. Investment in joint ventures
Ventura bersama adalah semua entitas yang Joint ventures are all entities which are jointly
dikendalikan bersama oleh Grup bersama controlled by the Group and other venturers, in
dengan venturer lain dimana Grup memilik hak which the Group has rights to only the net assets
atas aset neto ventura bersama tersebut. of the joint ventures. Investments in joint ventures
Investasi pada ventura bersama dicatat dengan are accounted for using the equity method of
menggunakan metode ekuitas yang pada accounting and initially recognized at cost.
awalnya diakui pada harga perolehannya.
13

d. Investasi pada ventura bersama (lanjutan) d. Investment in joint ventures (continued)
Bagian Grup atas laba rugi ventura bersama The Group’s share of the joint ventures’ post-
pasca akuisisi diakui dalam laba rugi dan bagian acquisition profits or losses is recognized in profit
atas mutasi penghasilan komprehensif lain or loss, and its share of post-acquisition
pasca akuisisi diakui di dalam penghasilan movements in other comprehensive income is
komprehensif lain dan diikuti dengan recognized in other comprehensive income with a
penyesuaian pada jumlah tercatat investasi. corresponding adjustment to the carrying amount
Dividen yang akan diterima dari ventura of the investment. Dividends receivable from joint
bersama diakui sebagai pengurang jumlah ventures are recognized as reductions in the
tercatat investasi. Jika bagian Grup atas carrying amount of the investment. When the
kerugian ventura bersama sama dengan atau Group’s share of losses in a joint venture equals
melebihi nilai kepemilikannya di ventura or exceeds its interest in the joint venture, the
bersama, Grup menghentikan pengakuan Group does not recognize further losses, unless
bagian kerugiannya, kecuali Grup memiliki the Group has incurred legal or constructive
kewajiban hukum atau harus melakukan obligations or made payments on behalf of the
pembayaran tertentu atas nama ventura joint venture.
bersama tersebut.
Laba rugi yang dihasilkan dari transaksi antara Profits and losses resulting from transactions
Grup dengan ventura bersama diakui dalam between the Group and its joint ventures are
laporan keuangan konsolidasian Grup hanya recognized in the Group’s consolidated financial
sebesar bagian venturer lain yang tidak berelasi statements only to the extent of unrelated
dalam ventura bersama. Pada setiap tanggal venturer’s interest in the joint ventures. The Group
pelaporan, Grup menentukan apakah terdapat determines at each reporting date whether there
bukti obyektif bahwa telah terjadi penurunan is any objective evidence that the investment in
nilai pada investasi di ventura bersama. Jika the joint venture is impaired. If this is the case, the
demikian, maka Grup menghitung besarnya Group calculates the amount of impairment as the
penurunan nilai sebagai selisih antara jumlah difference between the recoverable amount of the
yang terpulihkan dan jumlah tercatat investasi joint venture and its carrying amount and
pada ventura bersama dan mengakui selisih recognizes the amount adjacent to “shares of
tersebut pada “bagian atas laba (rugi) ventura profit (loss) of joint ventures” in profit or loss.
bersama” dalam laba rugi.
e. Kombinasi bisnis e. Business combination
Kombinasi bisnis dicatat dengan menggunakan Business combinations are accounted for using
metode akuisisi. Biaya perolehan dari sebuah the acquisition method. The cost of an acquisition
akuisisi diukur pada nilai agregat imbalan yang is measured as the aggregate of the consideration
dialihkan, diukur pada nilai wajar pada tanggal transferred, measured at acquisition date fair
akuisisi dan jumlah setiap KNP pada pihak yang value and the amount of any NCI in the acquiree.
diakuisisi. Untuk setiap kombinasi bisnis, Grup For each business combination, the Group
mengukur KNP pada entitas yang diakuisisi, measures the NCI in the acquiree either at fair
baik pada nilai wajar ataupun pada proporsi value or at the proportionate share of the
kepemilikan KNP atas aset neto yang acquiree’s identifiable net assets. Acquisition
teridentifikasi dari entitas yang diakuisisi. Biaya- costs incurred are directly expensed and included
biaya akuisisi yang timbul dibebankan langsung in “general and administrative expenses”.
dan dimasukkan dalam “beban umum dan
administrasi”.
14

e. Kombinasi bisnis (lanjutan) e. Business combination (continued)
Ketika melakukan akuisisi atas sebuah bisnis, When the Group acquires a business, it assesses
Grup mengklasifikasikan dan menentukan aset the financial assets acquired and liabilities
keuangan yang diperoleh dan liabilitas assumed for appropriate classification and
keuangan yang diambil alih berdasarkan pada designation in accordance with the contractual
persyaratan kontraktual, kondisi ekonomi dan terms, economic circumstances and pertinent
kondisi terkait lain yang ada pada tanggal conditions as at the acquisition date. This includes
akuisisi. Hal ini termasuk pemisahan derivatif the separation of embedded derivatives in host
melekat dalam kontrak utama oleh pihak yang contracts by the acquiree.
diakuisisi.
Pada tanggal akuisisi, goodwill awalnya diukur At acquisition date, goodwill is initially measured
pada biaya perolehan yang merupakan selisih at cost being the excess of the aggregate of the
lebih nilai agregat dari imbalan yang dialihkan consideration transferred and the amount
dan jumlah setiap KNP atas selisih jumlah dari recognized for NCI over the net identifiable assets
aset neto teridentifikasi yang diperoleh dan acquired and liabilities assumed. If this
liabilitas yang diambil alih. Jika imbalan tersebut consideration is lower than the fair value of the net
kurang dari nilai wajar aset neto entitas yang assets of the acquiree, the difference is
diakuisisi, selisih tersebut diakui dalam laba rugi recognized in profit or loss as gain on bargain
sebagai keuntungan dari pembelian dengan purchase after revisiting the identification and fair
diskon setelah sebelumnya manajemen value measurement of the acquired assets and
meninjau kembali identifikasi dan nilai wajar dari the assumed liabilities.
aset yang diperoleh dan liabilitas yang diambil
alih.
Setelah pengakuan awal, goodwill diukur pada After initial recognition, goodwill is measured at
jumlah tercatat dikurangi akumulasi penyisihan cost less any accumulated allowance for
penurunan nilai. Untuk tujuan pengujian impairment. For the purpose of impairment
penurunan nilai, goodwill yang diperoleh dari testing, goodwill acquired in a business
suatu kombinasi bisnis, sejak tanggal akuisisi combination is, from the acquisition date,
dialokasikan kepada setiap unit penghasil kas allocated to each of the Group’s cash-generating
(“UPK”) dari Grup yang diharapkan akan units (“CGU”) that are expected to benefit from the
memberikan manfaat dari sinergi kombinasi combination, irrespective of whether other assets
tersebut, terlepas dari apakah aset atau or liabilities of the acquiree are assigned to those
liabilitas lain dari pihak yang diakuisisi CGUs.
ditetapkan atas UPK tersebut.
Jika goodwill telah dialokasikan pada suatu Where goodwill forms part of a CGU and part of
UPK dan operasi tertentu atas UPK tersebut the operation within that CGU is disposed of, the
dihentikan, maka goodwill yang diasosiasikan goodwill associated with the operation disposed of
dengan operasi yang dihentikan tersebut is included in the carrying amount of the operation
termasuk dalam jumlah tercatat operasi when determining the gain or loss on disposal of
tersebut ketika menentukan keuntungan atau the operation. Goodwill disposed of in this
kerugian dari pelepasan. Goodwill yang circumstance is measured based on the relative
dilepaskan tersebut diukur berdasarkan nilai values of the operation disposed of and the
relatif operasi yang dihentikan dan porsi UPK portion of the CGU retained.
yang ditahan.
15

f. Kombinasi bisnis entitas sepengendali f. Business combination of entities under

common control
Kombinasi bisnis entitas sepengendali, berupa Business combination of entities under common
pengalihan bisnis yang dilakukan dalam rangka control, represents the transfer of business which
reorganisasi entitas-entitas yang berada dalam is carried out within the framework of reorganizing
suatu kelompok usaha yang sama, bukan entities under the same group, does not constitute
merupakan perubahan kepemilikan dalam arti a change of ownership based on the economic
substansi ekonomi, sehingga transaksi tersebut substance of such transaction, hence it does not
tidak dapat menimbulkan laba atau rugi bagi result in gain or loss to the group as a whole or to
kelompok usaha secara keseluruhan ataupun the individual entity within the group. Hence, such
bagi entitas individual dalam kelompok usaha transaction is recognized at carrying amount
tersebut. Oleh karena itu, transaksi tersebut using the pooling-of-interests method. The
diakui pada jumlah tercatat berdasarkan financial statements of the combined entities are
metode penyatuan kepemilikan. Laporan presented as if they had been combined from the
keuangan entitas yang bergabung disajikan beginning of the period they were under common
sedemikian rupa seolah-olah penggabungan control.
tersebut telah terjadi sejak awal periode entitas
yang bergabung berada dalam sepengendalian.
Selisih antara imbalan yang diberikan/diterima Difference between the consideration

dan jumlah tercatat bisnis yang diterima/dilepas transferred/received and the carrying amount of
dalam kombinasi bisnis entitas sepengendali the acquired/disposed business in a business
dicatat pada akun tambahan modal disetor combination of entities under common control is
dalam laporan posisi keuangan konsolidasian. recorded in additional paid-in capital account in
the consolidated statement of financial position.
g. Kas dan setara kas g. Cash and cash equivalents
Kas dan setara kas terdiri dari kas, bank dan Cash and cash equivalents are cash on hand,
deposito berjangka yang jatuh tempo dalam cash in banks and time deposits with maturity
3 (tiga) bulan atau kurang dari tanggal periods of 3 (three) months or less at the time of
penempatannya dan tidak digunakan sebagai placement and which are not used as collateral or
jaminan atau dibatasi penggunaannya. not restricted.
Deposito berjangka dengan jangka waktu lebih Time deposits with maturities of more than
dari 3 (tiga) bulan tapi tidak melebihi 1 (satu) 3 (three) months but not exceeding 1 (one) year
tahun dari tanggal penempatannya disajikan at the time of placement are presented as part of
sebagai bagian dari “aset keuangan lancar “other current financial assets”.
lainnya”.
Kas dan setara kas yang dibatasi Cash and cash equivalents which are restricted
penggunaannya yang akan digunakan untuk for repayment of current maturing obligations are
membayar liabilitas yang akan jatuh tempo presented as “restricted cash” under “other
dalam waktu 1 (satu) tahun disajikan sebagai current financial assets”. Cash and cash
“kas yang dibatasi penggunaannya” sebagai equivalents which are restricted for repayment of
bagian dari ”aset keuangan lancar lainnya”. Kas obligations maturing after 1 (one) year are
dan setara kas yang dibatasi penggunaannya presented as part of “other non-current financial
untuk membayar liabilitas yang akan jatuh assets”.
tempo dalam waktu lebih dari 1 (satu) tahun
disajikan sebagai bagian dari “aset keuangan
tidak lancar lainnya”.
16

h. Instrumen keuangan h. Financial instruments
Instrumen keuangan adalah setiap kontrak A financial instrument is any contract that gives
yang memberikan aset keuangan bagi satu rise to a financial asset of one entity and a
entitas dan liabilitas keuangan atau ekuitas bagi financial liability or equity instrument of another
entitas lain. entity.
i. Aset keuangan i. Financial assets
Pengakuan dan pengukuran awal Initial recognition and measurement
Grup mengklasifikasikan aset The Group classifies its financial assets into
keuangannya dalam kategori (a) aset the following category: (a) financial assets
keuangan yang diukur pada nilai wajar measured at fair value through profit or loss,
melalui laba rugi, (b) aset keuangan yang (b) financial assets measured at fair value
diukur pada nilai wajar melalui penghasilan through other comprehensive income, and (c)
komprehensif lainnya, dan (c) aset financial assets measured at amortised cost.
keuangan yang diukur pada biaya
perolehan diamortisasi.
Aset keuangan Grup terdiri dari kas dan The Group’s financial assets consist of cash
setara kas, piutang usaha, aset keuangan and cash equivalents, trade receivables,
lancar lainnya dan aset keuangan tidak other currect financial assets and other non-
lancar lainnya yang diklasifikasikan current financial assets classified as financial
sebagai aset keuangan yang diukur assets measured at amortized cost.
dengan biaya diamortisasi. Aset keuangan Investments in shares classified as financial
berupa investasi pada saham assets measured at fair value through other
diklasifikasikan sebagai aset keuangan comprehensive income.
yang diukur pada nilai wajar melalui
penghasilan komprehensif lain.
Grup menggunakan 2 (dua) metode untuk The Group used 2 (two) methods to classify
mengklasifikasikan aset keuangan, yaitu its financial assets, based on the Group’s
model bisnis Grup dalam mengelola aset business model in managing the financial
keuangan dan karakteristik arus kas assets, and the contractual cash flow of the
kontraktual dari aset keuangan (“SPPI”). financial assets (“SPPI”).
Pengujian SPPI SPPI Test
Sebagai langkah pertama dari proses As a first step of its classification process, the
klasifikasi, Grup menilai persyaratan Group assesses the contractual terms of
kontraktual keuangan untuk financial to identify whether they meet the
mengidentifikasi apakah mereka SPPI test.
memenuhi pengujian SPPI.
Nilai pokok untuk tujuan pengujian ini Principal for the purpose of this test is defined
didefinisikan sebagai nilai wajar dari aset as the fair value of the financial asset at initial
keuangan pada pengakuan awal dan dapat recognition and may change over the life of
berubah selama umur aset keuangan the financial asset (for example, if there are
(misalnya, jika ada pembayaran pokok atau repayments of principal or amortisation of the
amortisasi premi/diskon). premium/discount).
17

h. Instrumen keuangan (lanjutan) h. Financial instruments (continued)
i. Aset keuangan (lanjutan) i. Financial assets (continued)
Pengujian SPPI (lanjutan) SPPI Test (continued)
Elemen bunga yang paling signifikan dalam The most significant elements of interest
perjanjian biasanya adalah pertimbangan within an arrangement are typically the
atas nilai waktu dari uang dan risiko kredit. consideration for the time value of money and
Untuk membuat penilaian SPPI, Grup credit risk. To make the SPPI assessment,
menerapkan pertimbangan dan the Group applies judgement and considers
memperhatikan faktor-faktor yang relevan relevant factors such as the currency in which
seperti mata uang dimana aset keuangan the financial asset is denominated, and the
didenominasikan dan periode pada saat period for which the interest rate is set.
suku bunga ditetapkan.
Sebaliknya, persyaratan kontraktual yang In contrast, contractual terms that introduce a
memberikan eksposur lebih dari more than de minimis exposure to risks or
de minimis atas risiko atau volatilitas dalam volatility in the contractual cash flows that are
arus kas kontraktual yang tidak terkait unrelated to a basic lending arrangement, do
dengan dasar pengaturan pinjaman, tidak not give rise to contractual cash flows that are
menimbulkan arus kas kontraktual SPPI solely payments of principal and interest on
atas jumlah saldo. Dalam kasus seperti itu, the amount outstanding. In such cases, the
aset keuangan diharuskan untuk diukur financial asset is required to be measured as
pada Fair Value through Profit or Loss Fair Value through Profit or Loss (“FVTPL”).
(“FVTPL”).
Penilaian model bisnis Business model assessment
Grup menentukan model bisnisnya The Group determines its business model at
berdasarkan tingkat yang paling the level that best reflects how it manages the
mencerminkan bagaimana Grup Group’s financial assets to achieve its
mengelola kelompok atas keuangannya business objective.
untuk mencapai tujuan bisnisnya.
Model bisnis Grup tidak dinilai berdasarkan The Group’s business model is not assessed
masing-masing instrumennya, tetapi pada on an instrument-by-instrument basis, but at
tingkat portofolio secara agregat yang lebih a higher level of aggregated portfolios and is
tinggi dan didasarkan pada faktor-faktor based on observable factors such as:
yang dapat diamati seperti:
- Bagaimana kinerja model bisnis dan - How the performance of the business
aset keuangan yang dimiliki dalam model and the financial assets held
model bisnis tersebut dievaluasi dan within that business model are evaluated
dilaporkan kepada personel and reported to the entity’s key
manajemen kunci; management personnel;
- Risiko yang mempengaruhi kinerja - The risks that affect the performance of
model bisnis (dan aset keuangan yang the business model (and the financial
dimiliki dalam model bisnis tersebut) assets held within that business model)
dan, khususnya, bagaimana cara and, in particular the way those risks are
risiko tersebut dikelola; managed;
- Bagaimana manajer bisnis - How business managers are

dikompensasi (misalnya, apakah compensated (for example, whether the
kompensasi didasarkan pada nilai compensation is based on the fair value
wajar dari aset yang dikelola atau pada of the assets managed or on the
arus kas kontraktual yang tertagih); contractual cash flows collected);
18

Penilaian model bisnis (lanjutan) Business model assessment (continued)
Model bisnis Grup tidak dinilai berdasarkan The Group’s business model is not assessed
masing-masing instrumennya, tetapi pada on an instrument-by-instrument basis, but at
tingkat portofolio secara agregat yang lebih a higher level of aggregated portfolios and is
tinggi dan didasarkan pada faktor-faktor based on observable factors such as:
yang dapat diamati seperti: (lanjutan) (continued)
- Frekuensi, nilai, dan waktu penjualan - The expected frequency, value, and
yang diharapkan, juga merupakan timing of sales are also important
aspek penting dari penilaian Grup. aspects of the Group’s assessment.
Penilaian model bisnis didasarkan pada The business model assessment is based on
skenario yang diharapkan secara wajar reasonably expected scenarios without
tanpa mempertimbangkan skenario “worst taking “worst case” or “stress case” scenarios
case” atau “stress case”. Jika arus kas into account. If cash flows after initial
setelah pengakuan awal direalisasikan recognition are realised in a way that is
dengan cara yang berbeda dari yang awal different from the Group’s original
diharapkan, Grup tidak mengubah expectations, the Group does not change the
klasifikasi aset keuangan dimiliki yang classification of the remaining financial
tersisa dalam model bisnis tersebut, tetapi assets held in that business model, but
memasukkan informasi tersebut dalam incorporates such information when
melakukan penilaian atas aset keuangan assessing newly originated or newly
yang baru atau yang baru dibeli purchased financial assets going forward.
selanjutnya.
Aset keuangan yang diukur pada biaya Financial assets are measured at amortized
perolehan diamortisasi jika aset keuangan cost if the financial asset is managed in a
dikelola dalam model bisnis yang bertujuan business model aimed at owning a financial
untuk memiliki aset keuangan dalam asset in order to obtain a contractual cash
rangka mendapatkan arus kas kontraktual flow and the contractual requirements of a
dan persyaratan kontraktual dari aset financial asset that on a given date increases
keuangan yang pada tanggal tertentu the cash flow solely from the principal and
meningkatkan arus kas yang semata dari interest payments (“SPPI”) of the amount
pembayaran pokok dan bunga (“SPPI”) owed.
dari jumlah pokok terutang.
Pada saat pengakuan awal, aset keuangan At initial recognition, the financial assets
yang diukur pada biaya perolehan measured at amortized cost are recognized
diamortisasi diakui pada nilai wajarnya at the fair value plus the transaction fee and
ditambah biaya transaksi dan selanjutnya subsequently measured at amortized cost by
diukur pada biaya perolehan diamortisasi using the effective interest rate.
dengan menggunakan suku bunga efektif.
Pendapatan bunga dari aset keuangan Interest income from financial assets
yang diukur pada biaya perolehan measured at amortized cost is recorded in the
diamortisasi dicatat dalam laporan laba rugi statements of profit and loss and other
dan penghasilan komprehensif lain dan comprehensive income and is recognized as
diakui sebagai “Pendapatan Keuangan”. "Finance Income". When a decline in value
Ketika penurunan nilai terjadi, kerugian occurs, the impairment loss is recognized as
penurunan nilai diakui sebagai pengurang a deduction of the recorded value of the
dari nilai tercatat aset keuangan dan diakui financial asset and is acknowledged in the
di dalam laporan keuangan sebagai financial statements as "Impairment loss".
“Kerugian penurunan nilai”.
19

Sebelum 1 Januari 2020, Grup Before January 1, 2020, the Group classified
mengklasifikasikan aset keuangannya its financial assets into these categories: (a)
dalam kategori (a) aset keuangan yang financial assets measured at fair value
diukur pada nilai wajar melalui laba rugi, (b) through profit or loss,
pinjaman yang diberikan dan piutang, (c) (b) loans and receivables, (c) financial assets
aset keuangan dimiliki hingga jatuh tempo held to maturity, and (d) financial assets
dan (d) aset keuangan tersedia untuk available for sale. This classification depends
dijual. Klasifikasi ini tergantung dari tujuan on the purpose of acquiring such financial
perolehan aset keuangan tersebut. assets. Management determines the
Manajemen menentukan klasifikasi aset classification of such financial assets at the
keuangan tersebut pada saat awal beginning of its recognition.
pengakuannya.
Pinjaman yang diberikan dan piutang Loans and receivables are non-derivative
adalah aset keuangan non-derivatif dengan financial assets with fixed or specified
pembayaran tetap atau telah ditentukan payments and have no quotes on the active
dan tidak mempunyai kuotasi di pasar aktif, market, except:
kecuali:
- yang dimaksudkan oleh Grup untuk - intended by the Group for sale in the
dijual dalam waktu dekat, yang near future, which is classified as held
diklasifikasikan dalam kelompok for trading, as well as which at the time
diperdagangkan, serta yang pada saat of initial recognition is determined to be
pengakuan awal ditetapkan diukur measured at fair value through profit or
pada nilai wajar melalui laba rugi; loss;
- yang pada saat pengakuan awal - which at the time of initial recognition is
ditetapkan dalam kelompok tersedia set as available for sale; or
untuk dijual; atau
- dalam hal Grup mungkin tidak akan - in the case of the Group may not obtain
memperoleh kembali investasi awal substantial initial investment unless
secara substansial kecuali yang caused by a decrease in the quality of
disebabkan oleh penurunan kualitas loans provided and receivables.
pinjaman yang diberikan dan piutang.
20

Pada saat pengakuan awal, pinjaman yang At the time of initial recognition, loans and
diberikan dan piutang diakui pada nilai receivables are recognized at their fair value
wajarnya ditambah biaya transaksi dan plus transaction fees and are further
selanjutnya diukur pada biaya perolehan measured on amortized acquisition costs
diamortisasi dengan menggunakan using the Effective Interest Rate (“EIR”)
metode Suku Bunga Efektif (“SBE”). method. Income from financial assets in the
Pendapatan dari aset keuangan dalam category of loans and receivables is recorded
kelompok pinjaman yang diberikan dan in the consolidated statements of income and
piutang dicatat di dalam laporan laba rugi other comprehensive income and is reported
dan penghasilan komprehensif lain as "Finance Income". In the event of
konsolidasian dan dilaporkan sebagai impairment, impairment losses are reported
“Pendapatan Keuangan”. Dalam hal terjadi as a deduction from the carrying value of the
penurunan nilai, kerugian penurunan nilai financial assets in loan and receivables and
dilaporkan sebagai pengurang dari nilai are recognized in the consolidated
tercatat dari aset keuangan dalam statements of profit and loss and other
kelompok pinjaman yang diberikan dan comprehensive income as "Impairment loss".
piutang dan diakui di dalam laporan laba
rugi dan penghasilan komprehensif lain
konsolidasian sebagai “Kerugian
penurunan nilai”.
Metode Suku Bunga Efektif (“SBE”) Effective Interest Method (“EIR”)
SBE adalah metode yang digunakan untuk EIR is a method of calculating the amortised
menghitung biaya perolehan diamortisasi cost of a financial asset and of allocating
dari instrumen keuangan dan metode untuk interest income over the relevant period. The
mengalokasikan pendapatan bunga EIR is the rate that exactly discounts
selama periode yang relevan. SBE adalah estimated future cash receipts (including all
suku bunga yang secara tepat fees and points paid or received that form an
mendiskontokan estimasi penerimaan kas integral part of the EIR, transaction costs and
di masa datang (mencakup seluruh komisi other premiums or discounts) through the
dan bentuk lain yang dibayarkan dan expected life of the financial instrument, or,
diterima yang merupakan bagian yang tak where appropriate, a shorter period to the net
terpisahkan dari SBE, biaya transaksi dan carrying amount of financial assets on initial
premium dan diskonto lainnya) selama recognition.
perkiraan umur instrumen keuangan, atau,
jika lebih tepat, digunakan periode yang
lebih singkat untuk memperoleh nilai
tercatat bersih aset keuangan pada saat
pengakuan awal.
Pendapatan diakui berdasarkan suku Income is recognized on an effective interest

bunga efektif untuk instrumen keuangan rate basis for financial instruments other than
selain dari aset keuangan FVTPL. those financial assets at FVTPL.
21

Penurunan nilai aset keuangan Impairment of financial assets
Aset keuangan, selain aset keuangan Financial assets, other than those at FVTPL,
FVTPL, dievaluasi terhadap indikator are assessed for indicators of impairment at
penurunan nilai pada setiap akhir periode the end of each reporting date. Financial
pelaporan. Aset keuangan diturunkan assets are considered to be impaired when
nilainya bila terdapat bukti objektif, sebagai there is objective evidence that, as a result of
akibat dari satu atau lebih peristiwa yang one or more events that occurred after the
terjadi setelah pengakuan awal aset initial recognition of the financial asset, the
keuangan, dan peristiwa yang merugikan estimated future cash flows of the investment
tersebut berdampak pada estimasi arus have been affected.
kas masa depan atas aset keuangan yang
dapat diestimasi secara andal.
Penerapan PSAK 71 “Instrumen The adoption of PSAK 71 “Financial

Keuangan” telah mengubah metode Instrument” changed the method of
perhitungan kerugian penurunan nilai dari calculating impairment from incurred loss in
pendekatan kerugian yang telah terjadi accordance with PSAK 55 “Financial
(incurred loss) sesuai PSAK 55 “Instrumen Instrument: Recognition and Measurement”
Keuangan Pengakuan dan Pengukuran” to Expected Credit Loss (“ECL”). The Group
dengan pendekatan Kerugian Kredit adopted the simplified expected credit loss
Ekspektasian (“ECL”). Grup menerapkan approach which is using lifetime expected
pendekatan yang disederhanakan credit loss.
(simplified) dalam menghitung kerugian
kredit ekspektasian yaitu kerugian kredit
ekspektasian sepanjang umur (lifetime).
Sebelum 1 Januari 2020, bukti objektif Before January 1, 2020, objective evidence
penurunan nilai aset keuangan termasuk of impairment of financial assets could
sebagai berikut: include:
- kesulitan keuangan signifikan yang - significant financial difficulty of the issuer

dialami penerbit atau pihak peminjam; or counterparty; or
atau
- pelanggaran kontrak, seperti - breach of contract, such as default or
terjadinya gagal bayar atau tunggakan delinquency in interest or principal
pembayaran pokok atau bunga; atau payments; or
- terdapat kemungkinan bahwa pihak - it becomes probable that the borrower
peminjam akan dinyatakan pailit atau will enter bankruptcy or financial re-
melakukan reorganisasi keuangan; organisation; or
atau
- hilangnya pasar aktif dari aset - the disappearance of an active market
keuangan akibat kesulitan keuangan. for that financial asset because of
financial difficulties.
22

Penurunan nilai aset keuangan (lanjutan) Impairment of financial assets (continued)
Untuk kelompok aset keuangan tertentu, For certain categories of financial assets,
seperti piutang, aset yang dinilai tidak akan such as receivables, assets that are
diturunkan secara individual akan assessed not to be impaired individually are,
dievaluasi penurunan nilainya secara in addition, assessed for impairment on a
kolektif. Bukti objektif dari penurunan nilai collective basis. Objective evidence of
portofolio piutang dapat termasuk impairment for a portfolio of receivables could
pengalaman Grup atas tertagihnya piutang include the Group’s past experience of
di masa lalu, peningkatan keterlambatan collecting payments, an increase in the
penerimaan pembayaran piutang dari rata- number of delayed payments in the portfolio
rata periode kredit, dan juga pengamatan past the average credit period, as well as
atas perubahan kondisi ekonomi nasional observable changes in national or local
atau lokal yang berkorelasi dengan gagal economic conditions that correlate with
bayar atas piutang. default on receivables.
Untuk aset keuangan yang diukur pada For financial assets carried at amortised cost,
biaya perolehan diamortisasi, jumlah the amount of the impairment loss is
kerugian penurunan nilai merupakan measured as the difference between the
selisih antara jumlah tercatat aset asset’s carrying amount and the present
keuangan dengan nilai kini dari estimasi value of estimated future cash flows,
arus kas masa depan yang didiskontokan discounted at the financial asset’s original
menggunakan suku bunga efektif awal dari effective interest rate.
aset keuangan.
Jumlah tercatat aset keuangan tersebut The carrying amount of the financial asset is
dikurangi dengan kerugian penurunan nilai reduced by the impairment loss directly for all
secara langsung atas seluruh aset financial assets with the exception of
keuangan, kecuali piutang yang jumlah receivables, where the carrying amount is
tercatatnya dikurangi melalui penggunaan reduced through the use of an allowance
akun cadangan piutang. Jika piutang tidak account. When a receivable is considered
tertagih, piutang tersebut dihapuskan uncollectible, it is written off against the
melalui akun cadangan piutang. Pemulihan allowance account. Subsequent recoveries of
kemudian dari jumlah yang sebelumnya amounts previously written off are credited
telah dihapuskan dikreditkan terhadap against the allowance account. Changes in
akun cadangan. Perubahan jumlah tercatat the carrying amount of the allowance account
akun cadangan piutang diakui dalam laba are recognized in profit or loss.
rugi.
ii. Liabilitas keuangan ii. Financial liabilities
Liabilitas keuangan diklasifikasikan Financial liabilities are classified as financial

sebagai liabilitas keuangan yang diukur liabilities at fair value through profit or loss or
pada nilai wajar melalui laba rugi atau financial liabilities at amortized cost. The
liabilitas keuangan pada biaya perolehan Group determines the classification of its
diamortisasi. Grup menentukan klasifikasi financial liabilities at initial recognition.
liabilitas keuangan mereka pada saat
pengakuan awal.
23

ii. Liabilitas keuangan (lanjutan) ii. Financial liabilities (continued)

(lanjutan) (continued)
Liabilitas keuangan awalnya diukur Financial liabilities are initially measured at

sebesar nilai wajarnya. Biaya transaksi fair value. Transaction costs that are directly
yang dapat diatribusikan secara langsung attributable to the acquisition of financial
dengan perolehan liabilitas keuangan liabilities (other than financial liabilities at fair
(selain liabilitas keuangan yang diukur value through profit or loss) are added to or
pada nilai wajar melalui laba rugi) deducted from the fair value of the financial
ditambahkan atau dikurangkan dari nilai liabilities, as appropriate, on initial
wajar liabilitas keuangan, yang sesuai, recognition. Transaction costs directly
pada pengakuan awal. Biaya transaksi attributable to the acquisition of financial
yang dapat diatribusikan secara langsung liabilities at fair value through profit or loss are
dengan perolehan liabilitas keuangan yang recognized immediately in profit or loss.
diukur pada nilai wajar melalui laba rugi
langsung diakui dalam laba rugi.
Liabilitas keuangan Grup terdiri dari The Group’s financial liabilities consist of
pinjaman bank jangka pendek, utang short-term bank loans, trade payables, other
usaha, liabilitas jangka pendek lainnya, current liabilities, short-term employee
liabilitas imbalan kerja jangka pendek, benefits liability, accrued expenses, long-
beban akrual, utang bank jangka panjang term bank loans and lease liabilities classified
dan liabilitas sewa diklasifikasikan sebagai as financial liabilities at amortized cost. The
liabilitas keuangan yang diukur dengan Group has no financial liabilities measured at
biaya diamortisasi. Grup tidak memiliki fair value through profit or loss.
liabilitas keuangan yang diukur pada nilai
wajar melalui laba rugi.
Biaya transaksi yang dapat diatribusikan Transaction costs directly attributable to the
secara langsung dengan perolehan acquisition of financial liabilities at fair value
liabilitas keuangan yang diukur pada nilai through profit or loss are recognized
wajar melalui laba rugi langsung diakui immediately in profit or loss.
dalam laba rugi.
Pengakuan selanjutnya Subsequent measurement
Setelah pengakuan awal, liabilitas After initial recognition, interest-bearing

keuangan yang dikenakan bunga diukur financial liabilities are subsequently
pada biaya perolehan diamortisasi dengan measured at amortized cost using the EIR
menggunakan metode SBE. method.
Pada tanggal pelaporan, akrual beban At the reporting dates, accrued interest
bunga dicatat secara terpisah dari pokok expenses is recorded separately from the
pinjaman terkait dalam bagian liabilitas associated borrowings within the current
jangka pendek. Keuntungan atau kerugian liabilities section. Gains and losses are
harus diakui dalam laba rugi ketika liabilitas recognized in profit or loss when the liabilities
tersebut dihentikan pengakuannya serta are derecognized as well as through the EIR
melalui proses amortisasi SBE. amortisation process.
24

ii. Liabilitas keuangan (lanjutan) ii. Financial liabilities (continued)
Pengakuan selanjutnya (lanjutan) Subsequent measurement (continued)
Biaya perolehan diamortisasi dihitung Amortized cost is calculated by taking into

dengan mempertimbangkan diskonto atau account any discount or premium on
premium atas perolehan dan komisi atau acquisition and fee or costs that are an
biaya yang merupakan bagian tidak integral part of the EIR. The EIR amortisation
terpisahkan dari SBE. Amortisasi SBE is included in “Finance Costs” in profit or loss.
dicatat sebagai “Beban Keuangan” dalam
laba rugi.
Penghentian pengakuan Derecognition
Suatu liabilitas keuangan dihentikan A financial liability is derecognized when it is

pengakuannya pada saat kewajiban yang extinguished, that is when the obligation
ditetapkan dalam kontrak dihentikan atau specified in the contract is discharged or
dibatalkan atau kadaluwarsa. cancelled or expired.
Ketika sebuah liabilitas keuangan ditukar When an existing financial liability is replaced
dengan liabilitas keuangan lain dari by another from the same lender on
pemberi pinjaman yang sama atas substantially different terms, or the terms of
persyaratan yang secara substansial an existing financial liability are substantially
berbeda, atau bila persyaratan dari modified, such an exchange or modification is
liabilitas keuangan tersebut secara treated as derecognition of the original
substansial dimodifikasi, pertukaran atau financial liability and recognition of a new
modifikasi persyaratan tersebut dicatat financial liability, and the difference in the
sebagai penghentian pengakuan liabilitas respective carrying amounts is recognized in
keuangan awal dan pengakuan liabilitas the profit or loss.
keuangan baru, dan selisih antara nilai
tercatat masing-masing liabilitas keuangan
tersebut diakui pada laba rugi.
iii. Reklasifikasi instrumen keuangan iii. Reclassification of financial instruments
Grup diperkenankan untuk melakukan The Group is allowed to reclassify the

reklasifikasi atas aset keuangan yang financial assets owned if the Group changes
dimiliki jika Grup mengubah model bisnis the business model for the management of
untuk pengelolaan aset keuangan dan financial assets and the Group is not allowed
Grup tidak diperkenankan untuk to reclassify the financial liabilities.
melakukan reklasifikasi atas liabilitas
keuangan.
Perubahan model bisnis sifatnya harus Changes in the business model should
berdampak secara signifikan terhadap significantly impact the Group's operational
kegiatan operasional Grup seperti activities such as acquiring, releasing or
memperoleh, melepaskan, atau ending a line of business. In addition, the
mengakhiri suatu lini bisnis. Selain itu, Group needs to prove the change to external
Grup perlu membuktikan adanya parties.
perubahan tersebut kepada pihak
eksternal.
25

iii. Reklasifikasi instrumen keuangan iii. Reclassification of financial instruments

Yang bukan merupakan perubahan model The following are not considered as change
bisnis adalah: (a) perubahan intensi in business model: (a) the change of intention
berkaitan dengan aset keuangan tertentu relates to certain financial assets (even in
(bahkan dalam situasi perubahan signifikan situations of significant changes in market
dalam kondisi pasar), (b) hilangnya conditions), (b) temporary loss of certain
sementara pasar tertentu untuk aset markets for financial assets, and (c) the
keuangan, dan (c) pengalihan aset transfer of financial assets between parts of
keuangan antara bagian dari Grup dengan the Group and different business models.
model bisnis berbeda.
iv. Saling hapus instrumen keuangan iv. Offsetting of financial instruments
Aset keuangan dan liabilitas keuangan Financial assets and financial liabilities are
disalinghapuskan dan nilai netonya offset and the net amount presented in the
disajikan dalam laporan posisi keuangan consolidated statement of financial position
konsolidasian jika Grup memiliki hak yang when the Group has a legally enforceable
dapat dipaksakan secara hukum untuk right to set off the recognized amounts; and
melakukan saling hapus atas jumlah yang intends either to settle on a net basis, or to
telah diakui; dan berintensi untuk realise the asset and settle the liability
menyelesaikan secara neto atau untuk simultaneously. A right to offset must be
merealisasikan aset dan menyelesaikan available today rather than being contingent
liabilitasnya secara simultan. Hak saling on a future event and must be exercisable by
hapus harus ada pada saat ini daripada any of the counterparties, both in the normal
bersifat kontinjen atas terjadinya suatu course of business and in the event of default,
peristiwa di masa depan dan harus insolvency, or bankruptcy.
dieksekusi oleh pihak lawan, baik dalam
situasi bisnis normal dan dalam peristiwa
gagal bayar, peristiwa kepailitan, atau
kebangkrutan.
v. Pengukuran nilai wajar v. Fair value measurement
Grup mengukur pada pengakuan awal The Group initially measures financial
instrumen keuangan pada nilai wajar, dan instruments at fair value, and assets and
aset dan liabilitas yang diakuisisi pada liabilities of the acquirees upon business
kombinasi bisnis. Grup juga mengukur combinations. It also measures certain
jumlah terpulihkan dari UPK tertentu recoverable amounts of the CGU using fair
berdasarkan nilai wajar dikurangi biaya value less cost of disposal (“FVLCD”).
pelepasan (“FVLCD”).
Nilai wajar adalah harga yang akan Fair value is the price that would be received
diterima dari menjual suatu aset atau harga to sell an asset or paid to transfer a liability in
yang akan dibayar untuk mengalihkan an orderly transaction between market
suatu liabilitas dalam transaksi teratur participants at the measurement date. The
antara pelaku pasar pada tanggal fair value measurement is based on the
pengukuran. Pengukuran nilai wajar presumption that the transaction to sell the
mengasumsikan bahwa transaksi untuk asset or transfer the liability takes place
menjual aset atau mengalihkan liabilitas either:
terjadi:
26

v. Pengukuran nilai wajar (lanjutan) v. Fair value measurement (continued)
i. di pasar utama untuk aset atau i. in the principal market for the asset or
liabilitas tersebut, atau liability, or
ii. jika tidak terdapat pasar utama, di ii. in the absence of a principal market, in
pasar yang paling menguntungkan the most advantageous market for the
untuk aset atau liabilitas tersebut. asset or liability.
Pasar utama atau pasar yang paling The principal or the most advantageous
menguntungkan tersebut harus dapat market must be accessible to by the Group.
diakses oleh Grup.
i. Persediaan i. Inventories
Persediaan dinyatakan sebesar nilai terendah Inventories are stated at the lower of cost or net
antara biaya perolehan atau nilai realisasi neto. realizable value. Cost is determined using the
Biaya perolehan ditentukan dengan metode weighted average cost method and includes
rata-rata tertimbang dan termasuk semua expenditure incurred in acquiring the inventories,
pengeluaran untuk memperoleh persediaan, production or conversion costs and other costs
biaya produksi atau konversi, dan biaya lainnya incurred in bringing the inventory to its existing
yang timbul untuk membawa persediaan ke location and condition. It excludes borrowing
tempat dan kondisi saat ini. Biaya tersebut tidak costs. Net realizable value is the estimated sales
termasuk biaya pinjaman. Nilai realisasi neto amount in the ordinary course of business less the
adalah estimasi harga penjualan dalam costs of completion and selling expenses.
kegiatan usaha normal dikurangi dengan biaya
penyelesaian dan penjualannya.
Penyisihan persediaan usang dibentuk untuk Allowance for inventory obsolescence is provided
mengurangi jumlah tercatat persediaan ke nilai to reduce the carrying amount of inventories to
realisasi netonya yang ditentukan melalui their net realizable value based on the periodic
pengujian berkala atas estimasi penggunaan review of the estimated future usage or sale of
atau penjualan masing-masing jenis persediaan individual inventory items.
di masa yang akan datang.
j. Transaksi dengan pihak-pihak berelasi j. Transactions with related parties
Grup mempunyai transaksi dengan pihak The Group has transactions with related parties
berelasi sebagaimana didefinisikan pada PSAK as defined in PSAK No. 7 (Improvement 2015),
No. 7 (Penyesuaian 2015) “Pengungkapan “Related Party Disclosures”.
Pihak-pihak Berelasi”.
Transaksi ini dilakukan berdasarkan The transactions are made based on terms
persyaratan yang disetujui oleh kedua belah agreed by the parties, in which such terms may
pihak, dimana persyaratan tersebut mungkin not be the same as those of the transactions
tidak sama dengan transaksi lain yang between unrelated parties.
dilakukan dengan pihak-pihak yang tidak
berelasi.
Saldo dan transaksi signifikan dengan pihak- All significant balances and transactions with
pihak berelasi diungkapkan dalam Catatan 32. related parties are disclosed in Note 32.
Kecuali diungkapkan khusus sebagai pihak- Unless specifically identified as related parties,
pihak berelasi, maka pihak-pihak lain yang the parties disclosed in the notes to the
disebutkan dalam catatan atas laporan consolidated financial statements are third
keuangan konsolidasian merupakan pihak parties.
ketiga.
27

k. Aset tetap k. Fixed assets
Seluruh aset tetap awalnya diakui sebesar All fixed assets are initially recognized at cost,
biaya perolehan, yang terdiri atas harga which comprises the purchase price and any
perolehan dan biaya-biaya tambahan yang costs directly attributable in bringing the assets to
dapat diatribusikan langsung untuk membawa the location and condition necessary for the
aset ke lokasi dan kondisi yang diinginkan assets to be capable of operating in the manner
supaya aset tersebut siap digunakan sesuai intended by management.
dengan maksud manajemen.
Aset tetap dinyatakan sebesar biaya perolehan Fixed assets are stated at cost less accumulated
dikurangi dengan akumulasi penyusutan dan depreciation and allowance for impairment. Land
penyisihan penurunan nilai. Tanah tidak is not depreciated. The cost includes the cost of
disusutkan. Termasuk juga ke dalam biaya replacing part of the fixed assets when that cost is
perolehan adalah biaya-biaya penggantian incurred, only when it is probable that future
bagian dari aset tetap jika biaya itu terjadi, dan economic benefits associated with the item will
apabila terdapat kemungkinan yang besar flow to the Group and the cost of the item can be
bahwa Grup akan mendapat manfaat ekonomis measured reliably. Likewise, when a major
di masa depan dari bagian aset tersebut serta inspection is performed, its cost is recognized in
biaya perolehannya dapat diukur secara andal. the carrying amount of the fixed assets as a
Demikian pula, pada saat inspeksi yang replacement if the recognition criteria are
signifikan dilakukan, biaya inspeksi itu diakui ke satisfied. All other repairs and maintenance costs
dalam jumlah tercatat (carrying amount) aset that do not meet the recognition criteria are
tetap sebagai suatu penggantian jika memenuhi recognized in profit or loss as incurred.
kriteria pengakuan. Semua biaya pemeliharaan
dan perbaikan yang tidak memenuhi kriteria
pengakuan diakui dalam laba rugi pada saat
terjadinya.
Biaya legal awal yang terjadi untuk memperoleh Initial legal costs incurred to obtain legal rights of
hak atas tanah diakui sebagai bagian dari biaya land are recognized as part of the acquisition
akuisisi. costs.
Penyusutan dihitung dengan menggunakan Depreciation is calculated using the straight-line
metode garis lurus selama estimasi masa method over the estimated useful lifes of the
manfaat aset tetap yang bersangkutan yaitu assets as follows:
sebagai berikut:
Tahun/Year
Bangunan, prasarana dan instalasi 4-20 Buildings, improvements, and installations

Mesin dan peralatan 2-15 Machinery and equipment
Perabotan dan perlengkapan kantor 2-5 Office furniture, fixtures, and equipment
Alat transportasi 2-5 Transportation equipment
Konstruksi baja 2-15 Steel constructions
Efektif 31 Juli 2021, Perusahaan melakukan Effective July 31, 2021, the Company changed
perubahan umur manfaat aset mesin dan the useful life for assets machinery and equipment
peralatan serta konstruksi baja dari 2 sampai 10 and steel constructions from 2 up to 10 years to 2
tahun menjadi 2 sampai 15 tahun. Dampak dari up to 15 years. The impact from such changes is
perubahan tersebut diungkapkan pada Catatan disclosed in Note 12.
12.
Aset dalam penyelesaian merupakan biaya- Construction in progress represents costs directly
biaya yang berhubungan langsung dengan attributable to the construction and acquisition of
pembangunan dan akuisisi aset tetap, termasuk fixed assets, including financial costs, if any.
biaya pendanaan, jika ada. Biaya-biaya These costs are transferred to the relevant asset
tersebut akan dipindahkan ke aset tetap yang account when the construction is complete.
bersangkutan pada saat pembangunannya Depreciation is charged from the date the assets
telah selesai. Penyusutan mulai dibebankan are ready for use.
pada saat aset tersebut siap digunakan.
28

k. Aset tetap (lanjutan) k. Fixed assets (lanjutan)
Jumlah tercatat aset tetap dihentikan An item of fixed asset is derecognized upon
pengakuannya pada saat dilepaskan atau saat disposal or when no future economic benefits are
tidak ada manfaat ekonomis di masa depan expected from its use or disposal. Any gain or loss
yang diharapkan dari penggunaan atau arising from derecognition of the asset, calculated
pelepasannya. Laba atau rugi yang timbul dari as the difference between the net disposal
penghentian pengakuan aset, yang merupakan proceeds and the carrying amount of the asset, is
perbedaan antara jumlah neto hasil pelepasan included in profit or loss.
dengan jumlah tercatatnya, disajikan dalam
laba rugi.
Nilai residu, umur manfaat dan metode The residual values, useful lifes and methods of
penyusutan ditinjau ulang dan, jika diperlukan, depreciation are reviewed, and adjusted
akan disesuaikan secara prospektif pada setiap prospectively, if appropriate, at each reporting
tanggal pelaporan. date.
l. Aset takberwujud l. Intangible assets
Biaya terkait dengan pembaruan hak atas tanah Cost related to renewal of land rights are
diakui sebagai aset takberwujud dan recognized as intangible assets and amortized
diamortisasi sepanjang umur hukum hak yang during the period of the land rights which are
berkisar antara 20 (dua puluh) sampai ranging from 20 (twenty) to 30 (thirty) years.
30 (tiga puluh) tahun.
Biaya yang terkait dengan pemeliharaan Costs associated with maintaining computer
program piranti lunak komputer diakui sebagai software programs are recognized as an expense
beban pada saat terjadinya. Biaya perolehan as incurred. Acquisition and development costs
atau pengembangan yang dapat secara that are directly attributable to the design and
langsung diatribusikan kepada desain dan testing of software products are recognized as
pengujian produk piranti lunak diakui sebagai intangible assets.
aset takberwujud.
Biaya-biaya yang dapat diatribusikan secara Directly attributable costs that are capitalized as
langsung dan dikapitalisasi sebagai bagian dari part of the software product include the software
produk piranti lunak mencakup beban pekerja development employee costs and an appropriate
pengembang piranti lunak dan overhead yang portion of the relevant overheads. The acquisition
relevan. Biaya perolehan dan pengembangan and development costs is amortized using the
piranti lunak diamortisasi dengan menggunakan straight-line method over 2 (two) years.
metode garis lurus selama 2 (dua) tahun.
Aset takberwujud dihentikan pengakuannya Intangible assets is derecognized either when it

pada saat pelepasan atau aset tersebut tidak has been disposed of or when the assets is
digunakan lagi secara permanen dan tidak permanently withdrawn from use and no future
memiliki manfaat ekonomis di masa depan benefit is expected from its disposal. Any gains or
yang dapat diharapkan pada saat losses on the derecognition or disposal of an
pelepasannya. Laba atau rugi yang timbul dari intangible assets are recognized in profit or loss
penghentian pengakuan atau pelepasan aset on the date of derecognition or disposal.
takberwujud diakui dalam laba rugi pada saat
terjadinya penghentian atau pelepasan
tersebut.
29

m. Sewa m. Lease
Mulai tanggal 1 Januari 2020, Grup From 1 January 2020, the Group has adopted
menerapkan PSAK 73 “Sewa”, yang PSAK 73 “Leases”, which sets the requirements
mensyaratkan pengakuan liabilitas sewa for recognition of lease liabilities in relation to
sehubungan dengan sewa yang sebelumnya leases which had previously been classified as
diklasifikasikan sebagai “sewa operasi”. “operating leases”. This policy is applied to
Kebijakan ini berlaku untuk kontrak yang contracts entered into or amended, on or after
disepakati atau diamendemen, pada atau January 1, 2020.
setelah 1 Januari 2020.
Pada tanggal insepsi suatu kontrak, Grup At inception of a contract, the Group assesses
menilai apakah suatu kontrak merupakan, atau whether a contract is, or contains, a lease. A
mengandung, sewa. Suatu kontrak merupakan, contract is, or contains, a lease if the contract
atau mengandung, sewa jika kontrak tersebut conveys the right to control the use of an identified
memberikan hak untuk mengendalikan asset for a period of time in exchange for
penggunaan suatu aset identifikasian selama consideration. To assess whether a contract
suatu jangka waktu untuk dipertukarkan dengan conveys the right to control the use of an identified
imbalan. Untuk menilai apakah suatu kontrak asset, the Group assesses whether:
memberikan hak untuk mengendalikan suatu
aset identifikasian, Grup menilai apakah:
a) Kontrak melibatkan penggunaan suatu a) The contract involves the use of an identified
aset identifikasian - ini dapat ditentukan asset - this may be specified explicitly or
secara eksplisit atau implisit dan secara implicitly and should be physically distinct or
fisik dapat dibedakan atau mewakili secara represent substantially all of the capacity of a
substansial seluruh kapasitas aset yang physically distinct asset. If the supplier has
secara fisik dapat dibedakan. Jika the substantive substitution right, then the
pemasok memiliki hak substitusi asset is not identified;
substantif, maka aset tersebut tidak
teridentifikasi;
b) Grup memiliki hak untuk memperoleh b) The Group has the right to obtain
secara substansial seluruh manfaat substantially all of the economic benefits
ekonomik dari penggunaan aset selama from use of the asset throughout the period
periode penggunaan; dan of use; and
c) Grup memiliki hak untuk mengarahkan c) The Group has the right to direct the use of
penggunaan aset identifikasian. Grup the identified asset. The Group has this right
memiliki hak ini ketika hak pengambilan when it has the decision-making rights that
keputusan yang paling relevan untuk are most relevant to changing how and for
mengubah bagaimana dan untuk tujuan what purpose the asset is used. In certain
apa aset tersebut digunakan. Dalam circumstances where all the decisions about
kondisi tertentu di mana semua keputusan how and for what purpose the asset is used
tentang bagaimana dan untuk tujuan apa are predetermined, the Group has the right to
aset digunakan telah ditentukan direct the use of the asset if either:
sebelumnya, Grup memiliki hak untuk
mengarahkan penggunaan aset tersebut
jika:
- Grup memiliki hak untuk - The Group has the right to operate
mengoperasikan aset; atau the asset; or
- Grup mendesain aset dengan cara - The Group designed the asset in a
menetapkan sebelumnya bagaimana way that predetermines how and for
dan untuk tujuan apa aset akan what purpose the asset will be used.
digunakan.
30

m. Sewa (lanjutan) m. Lease (continued)
Pada tanggal insepsi atau pada penilaian At the inception or on reassessment of a contract
kembali atas kontrak yang mengandung that contains a lease component, the Group
sebuah komponen sewa, Grup allocates the consideration in the contract to each
mengalokasikan imbalan dalam kontrak ke lease component on the basis of the relative
masing-masing komponen sewa berdasarkan stand-alone prices and the aggregate stand-alone
harga tersendiri relatif dari komponen sewa dan price of the non-lease components.
harga tersendiri agregat dari komponen
nonsewa.
Pada tanggal permulaan sewa, Grup mengakui The Group recognises a right-of-use assets and a
aset hak-guna dan liabilitas sewa. Aset hak lease liability at the lease commencement date.
guna diukur pada biaya perolehan, dimana The right-of-use assets is initially measured at
meliputi jumlah pengukuran awal liabilitas sewa cost, which comprises the initial amount of the
yang disesuaikan dengan pembayaran sewa lease liability adjusted for any lease payment
yang dilakukan pada atau sebelum tanggal made at or before the commencement date, plus
permulaan, ditambah dengan biaya langsung any initial direct cost incurred and an estimate of
awal yang dikeluarkan dan estimasi biaya yang costs to dismantle and remove the underlying
akan dikeluarkan untuk membongkar dan asset or to restore the underlying asset to the
memindahkan aset pendasar atau untuk condition required by the terms and conditions of
merestorasi aset pendasar ke kondisi yang the lease, less any lease incentives received.
disyaratkan dan ketentuan sewa, dikurangi
dengan insentif sewa yang diterima.
Aset hak-guna kemudian disusutkan The right-of-use assets is subsequently

menggunakan metode garis lurus dari tanggal depreciated using the straight-line method from
permulaan hingga tanggal yang lebih awal the commencement date to the earlier of the end
antara akhir umur manfaat aset hak-guna atau of the useful life of the right-of-use assets or the
akhir masa sewa. end of the lease term.
Liabilitas sewa diukur pada nilai kini The lease liability is initially measured at the
pembayaran sewa yang belum dibayar pada present value of the lease payments that are not
tanggal permulaan, didiskontokan dengan paid at the commencement date, discounted
menggunakan suku bunga implisit dalam sewa using the interest rate implicit in the lease or, if that
atau jika suku bunga tersebut tidak dapat rate cannot be readily determined, use the
ditentukan, maka menggunakan suku bunga incremental borrowing rate. Generally, the Group
pinjaman inkremental. Pada umumnya, Grup uses its incremental borrowing rate as the
menggunakan suku bunga pinjaman discount rate.
inkremental sebagai tingkat bunga diskonto.
Pembayaran sewa yang termasuk dalam Lease payments included in the measurement of
pengukuran liabilitas sewa meliputi the lease liability comprise fixed payments,
pembayaran tetap, termasuk pembayaran including in-substance fixed payments less any
tetap secara substansi dikurangi dengan lease incentive receivable.
piutang insentif sewa.
Setiap pembayaran sewa dialokasikan sebagai Each lease payment is allocated between finance
beban keuangan dan pengurangan liabilitas charges and reduction of the lease liability so as
sehingga menghasilkan tingkat suku bunga to achieve a constant interest rate on the
yang konstan atas saldo liabilitas yang tersisa. outstanding balance of the liabilities.
31

m. Sewa (lanjutan) m. Lease (continued)
Sewa jangka-pendek dan sewa aset bernilai- Short-term leases and leases of low-value
rendah assets
Grup memilih untuk tidak mengakui aset hak- The Group has elected not to recognize right-of-
guna dan liabilitas sewa untuk sewa jangka- use assets and lease liabilities for short-term
pendek yang memiliki masa sewa 12 bulan leases that have a lease term of 12 months or
atau kurang dan sewa atas aset bernilai- less and leases of low-value assets. The Group
rendah. Grup mengakui pembayaran sewa recognizes the lease payments associated with
terkait dengan sewa ini sebagai beban dengan these leases as an expense on a straight-line
dasar garis lurus selama masa sewa. basis over the lease term.
n. Properti investasi n. Investment property
Properti investasi terdiri dari tanah, bangunan Investment property consists of land, buildings,
prasarana dan instalasi, yang dikuasai Grup facilities and installations, which are held by the
untuk disewakan atau untuk mendapatkan Group to earn rentals or for capital appreciation or
keuntungan dari kenaikan nilai atau kedua- both, rather than for use in the production or
duanya dan tidak untuk digunakan dalam supply of goods or services or for administrative
produksi atau penyediaan barang atau jasa purposes or sale in the ordinary course of
atau untuk tujuan administratif atau dijual dalam business. Investment property is stated at cost,
kegiatan usaha normal. Properti investasi including expenditure that is directly attributable to
dinyatakan sebesar biaya perolehan termasuk acquisition of the investment property.
pengeluaran yang dapat diatribusikan secara
langsung untuk perolehan properti investasi.
Selanjutnya, properti investasi diukur Investment property is subsequently measured at

berdasarkan biaya perolehan dikurangi cost less accumulated depreciation (except for
akumulasi penyusutan (kecuali tanah yang land which is not depreciated) and allowance for
tidak disusutkan) dan penyisihan penurunan impairment. The carrying amount includes the
nilai. Jumlah tercatat termasuk bagian biaya cost of replacing part of an existing investment
penggantian properti investasi yang ada pada property at the time that cost is incurred if the
saat terjadinya biaya, jika kriteria pengakuan recognition criteria are met and excludes the costs
terpenuhi dan tidak termasuk biaya harian of day to day servicing of an investment property.
penggunaan properti investasi. Nilai wajar Fair value of the investment property is
properti investasi ditentukan berdasarkan determined with reference to market value for the
acuan harga pasar untuk properti sejenis. same type of property.
Penyusutan bangunan, prasarana dan instalasi Depreciation of buildings, facilities and

dihitung dengan menggunakan metode garis installations are calculated using the straight-line
lurus selama estimasi umur manfaat aset method based on the estimated useful lifes of the
antara 4 (empat) sampai 20 (dua puluh) tahun. assets between 4 (four) and 20 (twenty) years.
Properti investasi dihentikan pengakuannya Investment property is derecognized either when

pada saat pelepasan atau ketika properti it has been disposed of or when the investment
investasi tersebut tidak digunakan lagi secara property is permanently withdrawn from use and
permanen dan tidak memiliki manfaat ekonomis no future benefit is expected from its disposal. Any
di masa depan yang dapat diharapkan pada gains or losses on the derecognition or disposal
saat pelepasannya. Laba atau rugi yang timbul of an investment property are recognized in profit
dari penghentian pengakuan atau pelepasan or loss on the date of derecognition or disposal.
properti investasi diakui dalam laba rugi pada
saat terjadinya penghentian atau pelepasan
tersebut.
32

n. Properti investasi (lanjutan) n. Investment property (continued)
Transfer ke properti investasi dilakukan jika, Transfers to investment property are made when,
dan hanya jika, terdapat perubahan and only when, there is a change in use,
penggunaan yang ditunjukkan dengan evidenced by the end of owner occupation,
berakhirnya pemakaian oleh pemilik, commencement of an operating lease to another
dimulainya sewa operasi ke pihak lain atau party or completion of construction or
selesainya pembangunan atau development. Transfers from investment property
pengembangan. Transfer dari properti investasi are made when, and only when, there is a change
dilakukan jika dan hanya jika terdapat in use, evidenced by commencement of owner
perubahan penggunaan yang ditunjukkan occupation or commencement of development
dengan dimulainya penggunaan oleh pemilik with a view to sale.
atau dimulainya pengembangan yang bertujuan
untuk dijual.
Untuk transfer dari properti investasi ke aset For a transfer from investment property to an
yang digunakan dalam operasi, Grup asset used in operations, the Group uses the cost
menggunakan metode biaya pada tanggal method at the date of change in use. If the asset
perubahan penggunaan. Jika aset yang used by the Group becomes an investment
digunakan Grup menjadi properti investasi, property, the Group accounts for the asset in
Grup mencatat aset tersebut sesuai dengan accordance with the policy stated under fixed
kebijakan aset tetap sampai dengan tanggal assets up to the date of change in use.
terakhir perubahan penggunaannya.
o. Penurunan nilai aset nonkeuangan o. Impairment of non-financial assets
Aset yang memiliki umur manfaat tidak Assets that have an indefinite useful life - for
terbatas, sebagai contoh goodwill atau aset example, goodwill or intangible assets not ready
takberwujud yang belum siap digunakan, tidak for use - are not subject to amortization and are
diamortisasi dan dilakukan pengujian tested annually for impairment, or more frequently
penurunan nilai secara tahunan, atau lebih if events or changes in circumstances indicate
sering apabila terdapat peristiwa atau that they might be impaired.
perubahan pada kondisi yang mengindikasikan
kemungkinan penurunan nilai.
Aset yang diamortisasi atau disusutkan ditinjau Assets that are subject to amortization or
ulang ketika terdapat indikasi bahwa jumlah depreciation are reviewed for impairment
tercatatnya mungkin tidak dapat dipulihkan. whenever events or changes in circumstances
Penurunan nilai diakui jika jumlah tercatat aset indicate that the carrying amount may not be
melebihi jumlah terpulihkan. Jumlah terpulihkan recoverable. An impairment loss is recognized for
adalah nilai yang lebih tinggi antara nilai wajar the amount by which the asset’s carrying amount
aset dikurangi biaya untuk menjual dan nilai exceeds its recoverable amount. The recoverable
pakai aset. Dalam menentukan penurunan nilai, amount is the higher of an asset’s fair value less
aset dikelompokkan sampai tingkat yang paling costs to sell and value in use. For the purposes of
rendah dimana arus kasnya dapat diidentifikasi assessing impairment, assets are grouped at the
(“UPK”). Aset nonkeuangan selain goodwill lowest levels for which there are separately
yang mengalami penurunan nilai ditinjau ulang identifiable cash flows (“CGU”). Non-financial
pada setiap tanggal pelaporan untuk assets other than goodwill that suffer an
menentukan apakah terdapat kemungkinan impairment are reviewed for possible reversal of
pemulihan penurunan nilai. the impairment at each reporting date.
33

o. Penurunan nilai aset nonkeuangan o. Impairment of non-financial assets

Pemulihan kerugian penurunan nilai untuk aset Reversal on impairment loss for assets other than
selain goodwill, diakui jika, terdapat perubahan goodwill would be recognized if there had been a
estimasi yang digunakan dalam menentukan change in the estimates used to determine the
jumlah terpulihkan aset sejak peninjauan ulang asset’s recoverable amount since the last
penurunan nilai yang terakhir. Pembalikan impairment test was carried out. Reversal on
kerugian penurunan nilai tersebut diakui segera impairment loss will be immediately recognized in
dalam laba rugi, kecuali untuk aset yang profit or loss, except for assets measured using
disajikan pada jumlah revaluasian yang diatur the revaluation model as required by other PSAK.
PSAK lain. Kerugian penurunan nilai yang Impairment loss relating to goodwill would not be
diakui atas goodwill tidak dibalik kembali. reversed.
p. Biaya pinjaman p. Borrowing costs

Biaya pinjaman yang terjadi untuk konstruksi Borrowing cost for a qualifiying asset should be
aset kualifikasian, dikapitalisasi selama waktu capitalized over the asset construction years. For
yang dibutuhkan untuk menyelesaikan borrowings directly attributable to a qualifying
konstruksi. Untuk pinjaman yang dapat asset, the amount to be capitalized is determined
diatribusikan secara langsung pada suatu aset as the actual borrowing costs incurred during the
kualifikasian, jumlah yang dikapitalisasi adalah year, less any income earned on the temporary
sebesar biaya pinjaman yang terjadi selama investment of such borrowings. For borrowings
tahun berjalan dikurangi pendapatan investasi that are not directly attributable to a qualifying
jangka pendek dari pinjaman tersebut. Untuk asset, the amount to be capitalized is determined
pinjaman yang tidak dapat diatribusi secara by applying a capitalization rate to the amount
langsung pada suatu aset kualifikasian, jumlah expended on the qualifying asset. The
biaya pinjaman yang dikapitalisasi ditentukan capitalization rate is the weighted-average of the
dengan mengalikan tingkat kapitalisasi dengan borrowing costs applicable to the total borrowings
pengeluaran untuk aset kualifikasian. Tingkat outstanding during the year, excluding borrowings
kapitalisasi adalah rata-rata tertimbang biaya directly attributable to finance the qualifying asset.
pinjaman dibagi dengan jumlah pinjaman
selama tahun tertentu, tidak termasuk pinjaman
yang dapat diatribusikan secara langsung untuk
membiayai aset kualifikasian.
q. Provisi q. Provision
Provisi diakui jika, sebagai akibat peristiwa A provision is recognized if, as a result of a past
masa lalu, Grup memiliki kewajiban kini, baik event, the Group has a present legal or
bersifat hukum maupun bersifat konstruktif yang constructive obligation that can be estimated
dapat diukur secara andal dan kemungkinan reliably, and it is probable that an outflow of
besar penyelesaian kewajiban tersebut economic benefits will be required to settle the
mengakibatkan arus keluar sumber daya yang obligation. Where the time value of money is
mengandung manfaat ekonomi. Jika dampak material, provision is stated at the present value
nilai waktu uang cukup material, maka provisi of the expenditure expected to be required to
dinyatakan pada estimasi nilai kini dari jumlah settle the obligation.
kewajiban yang harus diselesaikan.
34

r. Pengakuan pendapatan dan beban r. Revenues and expenses recognition
Dalam menentukan pengakuan pendapatan, In determining revenue recognition, the Group

Grup melakukan analisa transaksi melalui lima perform analysis transaction through the following
langkah analisa berikut: five steps of assessment:
1. Mengindentifikasi kontrak dengan 1. Identify contracts with customers with certain

pelanggan, dengan kriteria sebagai berikut: criteria as follows:
- Kontrak telah disetujui oleh pihak- pihak - The contract has been agreed by the
terkait dalam kontrak; parties involved in the contract;
- Grup bisa mengidentifikasi hak dari - The Group can identify the rights of
pihak-pihak terkait dan jangka waktu relevant parties and the term of payment
pembayaran dari barang atau jasa yang for the goods or services to be transferred;
akan dialihkan; - The contract has commercial substance;
- Kontrak memiliki substansi komersial; and
dan - It is probable that the Group will receive
- Besar kemungkinan Grup akan benefits for the goods or services
menerima imbalan atas barang atau transferred.
jasa yang dialihkan
2. Mengidentifikasi kewajiban pelaksanaan 2. Identify the performance obligations in the

dalam kontrak, untuk menyerahkan barang contract, to transfer distinctive goods or
atau jasa yang memiliki karakteristik yang services to the customer.
berbeda ke pelanggan.
3. Menentukan harga transaksi, setelah 3. Determine the transaction price, net of

dikurangi diskon, retur, insentif penjualan, discounts, returns, sales incentives, luxury
pajak penjualan barang mewah, pajak sales tax, value added tax and export duty,
pertambahan nilai dan pungutan ekspor, which an entity expects to be entitled in
yang berhak diperoleh suatu entitas exchange for transferring promised goods or
sebagai kompensasi atas diserahkannya services to a customer.
barang atau jasa yang dijanjikan ke
pelanggan.
4. Mengalokasikan harga transaksi kepada 4. Allocate the transaction price to each

setiap kewajiban pelaksanaan dengan performance obligation on the basis of the
menggunakan dasar harga jual dari setiap selling prices of each goods or services
barang atau jasa yang dijanjikan di kontrak. promised in the contract.
5. Mengakui pendapatan ketika kewajiban 5. Recognise revenue when performance

pelaksanaan telah dipenuhi (sepanjang obligation is satisfied (over time or at a point
waktu atau pada suatu waktu tertentu). in time).
Pembayaran harga transaksi berbeda untuk Payment of the transaction price differs for each
setiap kontrak. Aset kontrak diakui apabila contracts. Contract asset is recognised when
kewajiban pelaksanaan yang telah dipenuhi performance obligation satisfied is more than the
melebihi pembayaran yang dilakukan oleh payments by customer. Contract liability is
pelanggan. Liabilitas kontrak diakui ketika recognised when the payments by customer is
pembayaran yang dilakukan oleh pelanggan more than the performance obligation satisfied.
melebihi kewajiban pelaksanaan yang telah Contract assets are presented under “Trade
dipenuhi. Aset kontrak disajikan dalam receivables” and contract liabilities are presented
“Piutang usaha” dan liabilitas kontrak disajikan under “Deferred Income”.
dalam “Pendapatan diterima dimuka”.
35


Kriteria tertentu juga harus terpenuhi untuk The specific criteria also must be met for each of
setiap aktivitas Grup seperti yang dijelaskan di the Group’s activities as described below.
bawah.
i. Penjualan barang i. Sales of goods
Pendapatan dari penjualan barang dalam Revenue from the sale of goods in the
kegiatan usaha normal Grup diukur pada ordinary course of the Group’s activities is
nilai wajar imbalan yang diterima atau akan measured at the fair value of the
diterima, setelah dikurangi Pajak consideration received or receivable, net of
Pertambahan Nilai, retur, diskon dan Value Added Tax, returns, discounts and
potongan harga. rebates.
Pendapatan penjualan barang diakui pada Revenue from sales of goods is recognized
saat terpenuhinya seluruh kondisi berikut: when all of the following conditions are met:
- Grup telah memindahkan risiko dan - the Group has transferred to the buyer
manfaat kepemilikan barang secara the significant risks and rewards of
signifikan kepada pembeli; ownership of the goods;
- Grup tidak lagi melanjutkan - the Group retains neither continuing
pengelolaan yang biasanya terkait managerial involvement to the degree
dengan kepemilikan atas barang usually associated with ownership nor
maupun melakukan pengendalian effective control over the goods sold;
efektif atas barang yang dijual;
- jumlah pendapatan dapat diukur - the amount of revenue can be measured
secara andal; reliably;
- kemungkinan besar manfaat ekonomi - it is probable that the economic benefits
yang terkait dengan transaksi tersebut associated with the transaction will flow
akan mengalir ke Grup; dan to the Group; and
- biaya yang terjadi atau akan terjadi - the costs incurred or to be incurred in
sehubungan transaksi penjualan relation to the sales transaction can be
tersebut dapat diukur secara andal. measured reliably.
ii. Penjualan jasa ii. Sales of services
Pendapatan dari penjualan jasa diakui Revenue from sales of services is recognized
dalam laba rugi pada saat jasa diberikan. in profit or loss when the services are
Untuk penjualan jasa yang mengacu pada rendered. For sales of services in which the
tingkat penyelesaian dari transaksi pada service are rendered by reference to the
tanggal pelaporan, tingkat penyelesaian stage of completion of the transaction at the
transaksi ditentukan dengan reporting date, the stage of completion is
memperhatikan survei pekerjaan yang assessed by reference to surveys of work
telah dilaksanakan. performed.
Pendapatan dari penjualan jasa diakui Revenue from rendering of services is
pada saat terpenuhinya seluruh kondisi recognized when all of the following
berikut: conditions are met:
- jumlah pendapatan dapat diukur - the amount of revenue can be measured
secara andal; reliably;
- besar kemungkinan manfaat ekonomi - it is probable that the economic benefits
sehubungan dengan transaksi associated with the transaction will flow
tersebut akan mengalir ke Grup; to the Group;
- tingkat penyelesaian dari suatu - the stage of completion of the
transaksi pada tanggal pelaporan transaction at the reporting date can be
dapat diukur secara andal; dan measured reliably; and
36


ii. Penjualan jasa (lanjutan) ii. Sales of service (continued)
Pendapatan dari penjualan jasa diakui pada Revenue from rendering of services is
saat terpenuhinya seluruh kondisi berikut: recognized when all of the following
(lanjutan) conditions are met: (continued)
- biaya yang timbul untuk transaksi dan biaya - the costs incurred for the transaction and
untuk menyelesaikan transaksi tersebut the costs to complete the transaction can
dapat diukur dengan andal. be measured reliably.
Bila hasil transaksi penjualan jasa tidak dapat When the outcome of a transaction involving
diestimasi dengan andal, pendapatan yang the rendering of services cannot be
diakui hanya sebesar beban yang telah diakui estimated reliably, revenue is recognized
yang dapat diperoleh kembali. Taksiran rugi only to the extent of the expenses recognized
pada jasa segera diakui dalam laba rugi. that are recoverable. An expected loss on a
service is recognized immediately in profit or
loss.
iii. Penghasilan sewa iii. Rental income
Penghasilan sewa dari properti investasi Rental income from investment property and
dan aset tertentu diakui dalam laba rugi certain assets is recognized in profit or loss
dengan dasar garis lurus selama jangka on a straight-line basis over the term of the
waktu sewa. lease.
iv. Beban iv. Expenses
Beban diakui pada saat terjadinya Expenses are recognized when incurred on
berdasarkan konsep akrual. an accrual basis.
s. Imbalan kerja s. Employee benefits

i. Program imbalan pasti i. Defined benefit plans
Liabilitas program pensiun imbalan pasti The liability recognized in the consolidated
yang diakui dalam laporan posisi keuangan statement of financial position in respect of
konsolidasian adalah nilai kini kewajiban defined benefit pension plans is the present
imbalan pasti pada tanggal pelaporan value of the defined benefit obligation at the
dikurangi nilai wajar aset program. reporting date less the fair value of plan
Perhitungan tersebut dilakukan oleh assets. The calculation is performed by an
aktuaris independen dengan independent actuary using the projected unit
menggunakan metode projected unit credit. credit method. The present value of the
Nilai kini kewajiban imbalan pasti defined benefit obligation is determined by
ditentukan dengan mendiskontokan discounting the estimated future cash
estimasi arus kas keluar di masa depan outflows using government bond interest
menggunakan tingkat bunga obligasi rates considering currently there is no deep
pemerintah dengan pertimbangan bahwa market for high quality corporate bonds that
pada saat ini tidak terdapat pasar aktif have terms to maturity approximating the
untuk obligasi korporasi yang berkualitas terms of the related liability.
tinggi yang memiliki periode jatuh
temponya berdekatan dengan periode
liabilitas tersebut.
Beban yang diakui di laba rugi termasuk Expense charged to profit or loss includes
biaya jasa kini, beban/pendapatan bunga, current service costs, interest
biaya jasa lalu dan keuntungan/kerugian expense/income, past-service cost and gains
penyelesaian. and losses on settlements.
37

s. Imbalan kerja (lanjutan) s. Employee benefits (continued)
i. Program imbalan pasti (lanjutan) i. Defined benefit plans (continued)
Pengukuran kembali program imbalan Remeasurements of defined benefit plans

pasti diakui dalam penghasilan are recognized in other comprehensive
komprehensif lain. Pengukuran kembali income. Remeasurements comprise
terdiri dari keuntungan dan kerugian actuarial gains and losses, the return on plan
aktuaria, imbal hasil aset program (diluar assets (excluding amounts included in net
pendapatan bunga yang sudah interest on the net defined benefit
diakumulasi dalam perhitungan bunga liability/asset) and any change in the effect of
neto/aset) dan setiap perubahan atas the asset ceiling (excluding amounts included
dampak batas atas aset (diluar pendapatan in net interest on the net defined benefit
bunga yang sudah diakumulasi dalam liability/asset).
perhitungan bunga neto/aset).
Biaya jasa lalu diakui segera dalam laba Past-service costs are recognized
rugi, kecuali perubahan pada program immediately in profit or loss, unless the
pensiun tergantung pada kondisi karyawan changes to the pension plan are conditional
memberikan jasanya selama periode on the employees remaining in service for a
tertentu (periode vesting). Dalam hal ini, specified period of time (the vesting period).
biaya jasa lalu diamortisasi dengan In this case, the past-service costs are
menggunakan metode garis lurus amortized on a straight-line basis over the
sepanjang periode vesting. vesting period.
Keuntungan dan kerugian atas kurtailmen Gains and losses on curtailment are
diakui ketika terdapat komitmen untuk recognized when there is a commitment to
mengurangi jumlah karyawan yang make a material reduction in the number of
tercakup dalam suatu program secara employees covered by a plan or when there
signifikan atau ketika terdapat perubahan is an amendment of defined benefit plan
ketentuan dalam program imbalan pasti terms such as that a material element of
yang menyebabkan bagian yang material future services to be provided by current
dari jasa masa depan, karyawan tidak lagi employees will no longer qualify for benefits,
memberikan imbalan atau memberikan or will qualify only for reduced benefits.
imbalan yang lebih rendah.
Program imbalan pasti yang The defined benefit plans provided by the
diselenggarakan oleh Grup meliputi Group cover defined benefit pension and
pensiun imbalan pasti dan kewajiban defined benefit obligation under Job Creation
imbalan pasti berdasarkan Undang- Act No. 11/2020 (“Labour Law”) or
Undang (“UU”) Cipta Kerja Government Regulation No 35/2021, as well
No. 11/2020 dan Peraturan Pemerintah No as Collective Labor Contracts.
35/2021, serta Kontrak Kerja Bersama.
ii. Program iuran pasti ii. Defined contribution plans
Program iuran pasti merupakan program A defined contribution plan is a post-

imbalan pasca kerja, dimana entitas employment benefit plan under which the
membayar iuran tetap kepada suatu entitas entity pays fixed contributions into a separate
terpisah dan tidak memiliki kewajiban entity and will have no legal or constructive
hukum ataupun konstruktif untuk obligation to pay further amounts. Obligations
membayar iuran lebih lanjut. Kewajiban for the regular contributions constitute
untuk membayar iuran secara reguler employee benefit costs for the year during
merupakan biaya imbalan kerja karyawan which services are rendered by employees.
untuk tahun dimana jasa diberikan oleh
karyawan.
38

s. Imbalan kerja (lanjutan) s. Employee benefits (continued)
iii. Imbalan kerja jangka panjang lainnya iii. Other long-term benefits
Karyawan Grup memiliki hak untuk Employees of the Group are entitled to
menerima penghargaan masa kerja untuk receive long service awards, namely Ulang
jangka waktu tertentu dalam bentuk kas Tahun Dinas (“UTD”) in the form of certain
dalam jumlah tertentu atau barang, yang cash awards or goods and long-service paid
disebut Ulang Tahun Dinas (“UTD”) atau leave (“LSL”) in the form of a certain number
cuti berimbalan jangka panjang (“cuti of days of leave benefits based on the length
besar”) dalam bentuk jumlah hari cuti of service requirements.
berdasarkan periode jasa yang
dipersyaratkan.
Kewajiban terkait dengan UTD dihitung The obligation with respect to UTD is
oleh aktuaris independen dengan calculated by an independent actuary using
menggunakan metode projected unit credit the projected unit credit method, and paid at
dan dibayarkan pada saat karyawan the time the employees reach certain
mencapai UTD tertentu selama masa anniversary dates during employment.
kerjanya.
Cuti besar merupakan imbalan sejumlah LSL is a certain number of days leave benefit,
hari cuti tertentu, yang tergantung pada subject to approval by management,
persetujuan manajemen, diberikan kepada provided to employees who have met the
karyawan yang telah memenuhi requisite number of years of service.
persyaratan jumlah tahun memberikan
jasa.
Biaya jasa lalu dan keuntungan atau Past service cost and actuarial gains or
kerugian aktuarial yang timbul dari losses arising from experience adjustments
penyesuaian akibat perbedaan antara and changes in actuarial assumptions are
asumsi aktuarial dan kenyataan dan charged immediately to profit or loss.
perubahan asumsi-asumsi aktuarial
dibebankan secara langsung ke laba rugi.
t. Mata uang t. Currency
i. Mata uang fungsional dan penyajian i. Functional and presentation currency
Pos-pos dalam laporan keuangan Items included in the consolidated financial

konsolidasian dari setiap entitas dalam statements of each of the Group’s entities are
Grup diukur dalam mata uang pada measured using the currency of the primary
lingkungan ekonomi utama dimana entitas economic environment in which the entity
beroperasi (“mata uang fungsional”). operates (the “functional currency”). The
Laporan keuangan konsolidasian disajikan consolidated financial statements are
dalam Rupiah, yang merupakan mata uang presented in Rupiah, which is the Group’s
fungsional dan penyajian Grup. functional and presentation currency.
ii. Transaksi dan saldo dalam mata uang ii. Transactions and balances in foreign
asing currencies
Transaksi dalam mata uang selain mata Transactions denominated in currencies

uang Rupiah dijabarkan menjadi mata other than Rupiah are converted into Rupiah
uang Rupiah dengan menggunakan kurs at the rates prevailing as of the date of the
yang berlaku pada tanggal transaksi. transaction.
39

t. Mata uang (lanjutan) t. Currency (continued)
ii. Transaksi dan saldo dalam mata uang ii. Transactions and balances in foreign
asing (lanjutan) currencies (continued)
Pada tanggal pelaporan, aset dan liabilitas At the reporting date, monetary assets and
moneter dalam mata uang asing dijabarkan monetary liabilities denominated in foreign
ke mata uang Rupiah dengan kurs JISDOR currencies are translated into Rupiah using
Bank Indonesia untuk mata uang Dolar AS JISDOR Bank of Indonesia for US Dollar and
dan menggunakan kurs tengah Bank using the Bank of Indonesia middle rate
Indonesia yang berlaku pada tanggal prevailing as of that date for other currencies.
tersebut untuk mata uang lainnya. Kurs The exchange rates of the major foreign
yang digunakan untuk mata uang asing currencies used are as follows (full amount):
utama adalah sebagai berikut (nilai penuh):
December 31, December 31,
2021 2020
Dolar AS (“$AS”) 14.278 14.105 US Dollar (“US$”)
Dolar Singapura (“$SG”) 10.534 10.644 Singapore Dollar (“SG$”)
Euro (“€”) 16.127 17.330 Euro (“€”)
Keuntungan atau kerugian dari selisih kurs, Realized or unrealized foreign exchange
yang sudah terealisasi maupun yang gains or losses arising from transactions in
belum, baik yang berasal dari transaksi foreign currency and from the translation of
dalam mata uang asing maupun foreign currency monetary assets and
penjabaran aset dan liabilitas moneter liabilities are recognized in profit or loss,
dibebankan dalam laba rugi, kecuali jika except when deferred in other
ditangguhkan dalam penghasilan comprehensive income as qualifying cash
komprehensif lain sebagai lindung nilai flow hedges and qualifying net investment
arus kas dan lindung nilai investasi neto hedges.
yang memenuhi syarat.
u. Perpajakan u. Taxation
Pajak final Final tax
Peraturan perpajakan di Indonesia mengatur Tax regulation in Indonesia determined that
beberapa jenis penghasilan dikenakan pajak certain income is subject to final tax. Final tax
yang bersifat final. Pajak final yang dikenakan applied to the gross value of transactions is
atas nilai bruto transaksi tetap dikenakan applied even when the parties carrying the
walaupun atas transaksi tersebut pelaku transaction are recognizing losses.
transaksi mengalami kerugian.
Grup menyajikan beban pajak final atas The Group presents final tax expense on
pendapatan dari jasa penyewaan ruangan revenues arising from rental of office space and
kantor dan tongkang serta penjualan bahan barges and sales of fuel as a separate line item,
bakar sebagai pos tersendiri, sementara beban while final tax expense on interest income is
pajak final atas penghasilan bunga disajikan presented as part of “others - net” in profit or loss.
sebagai bagian dari “lain-lain - neto” dalam laba
rugi.
Pajak kini Current tax
Aset dan liabilitas pajak kini untuk periode Current tax assets and liabilities for the current
berjalan diukur sebesar jumlah yang diharapkan period are measured at the amount expected to
dapat direstitusi dari atau dibayarkan kepada be recovered from or paid to the tax authority
otoritas perpajakan.
40

u. Perpajakan (lanjutan) u. Taxation (continued)
Pajak kini (lanjutan) Current tax (continued)
Beban pajak kini ditentukan berdasarkan Current tax expense is determined based on the
estimasi penghasilan kena pajak periode estimated taxable income for the period computed
berjalan yang dihitung berdasarkan tarif pajak using the prevailing tax rates.
yang berlaku.
Kekurangan pembayaran pajak penghasilan Underpayment of income tax are presented as

dicatat sebagai bagian dari beban pajak kini part of current tax expense in profit or loss. The
dalam laba rugi. Grup juga menyajikan Group also presented interest/penalty, if any, as
bunga/denda, jika ada, sebagai bagian dari part of current tax expense.
beban pajak kini.
Koreksi terhadap liabilitas perpajakan diakui Amendments to tax obligations are recorded
pada saat surat ketetapan pajak diterima atau, when a tax assessment letter is received or, if
jika diajukan keberatan, pada saat keputusan appealed against, when the result of the appeal is
atas keberatan ditetapkan. determined.
Pajak tangguhan Deferred tax
Aset dan liabilitas pajak tangguhan diakui Deferred tax assets and liabilities are recognized
menggunakan metode liabilitas atas using the liability method for the future tax
konsekuensi pajak pada masa mendatang yang consequences attributable to differences between
timbul dari perbedaan jumlah tercatat aset dan the carrying amounts of existing assets and
liabilitas menurut laporan keuangan liabilities in the consolidated financial statements
konsolidasian dengan dasar pengenaan pajak and their respective tax basis at each reporting
aset dan liabilitas pada setiap tanggal date. Deferred tax liabilities are recognized for all
pelaporan. Liabilitas pajak tangguhan diakui taxable temporary differences and deferred tax
untuk semua perbedaan temporer kena pajak assets are recognized for all deductible temporary
dan aset pajak tangguhan diakui untuk semua differences and accumulated fiscal losses to the
perbedaan temporer yang boleh dikurangkan extent that it is probable that taxable income will
dan akumulasi rugi fiskal, sepanjang besar be available in future years against which the
kemungkinan perbedaan temporer yang boleh deductible temporary differences and
dikurangkan dan akumulasi rugi fiskal tersebut accumulated fiscal losses can be utilized.
dapat dimanfaatkan untuk mengurangi
penghasilan kena pajak pada masa depan.
Jumlah tercatat aset pajak tangguhan ditelaah The carrying amount of a deferred tax asset is
ulang pada akhir setiap periode pelaporan dan reviewed at the end of each reporting period and
diturunkan apabila penghasilan kena pajak reduced to the extent that it is no longer probable
mungkin tidak memadai untuk that sufficient taxable income will be available to
mengkompensasi sebagian atau semua allow the benefit of part or all of that deferred tax
manfaat aset pajak tangguhan tersebut. Pada asset to be utilized. At the end of each reporting
akhir setiap periode pelaporan, Grup menilai period, the Group reassesses unrecognized
kembali aset pajak tangguhan yang tidak diakui. deferred tax assets. The Group recognizes a
Grup mengakui aset pajak tangguhan yang previously unrecognized deferred tax assets to
sebelumnya tidak diakui apabila besar the extent that it has become probable that future
kemungkinan bahwa penghasilan kena pajak taxable income will allow the deferred tax assets
pada masa depan akan tersedia untuk to be recovered.
pemulihannya.
41

u. Perpajakan (lanjutan) u. Taxation (continued)
Pajak tangguhan (lanjutan) Deferred tax (continued)
Pajak tangguhan dihitung dengan Deferred tax is calculated at the tax rates that
menggunakan tarif pajak yang berlaku atau have been enacted or substantively enacted at
secara substansial telah berlaku pada tanggal the reporting date. Changes in the carrying
pelaporan. Perubahan nilai tercatat aset dan amount of deferred tax assets and liabilities due
liabilitas pajak tangguhan yang disebabkan oleh to a change in tax rates are charged to current
perubahan tarif pajak dibebankan pada laba period profit or loss, except to the extent that they
rugi periode berjalan, kecuali untuk transaksi- relate to items previously charged or credited to
transaksi yang sebelumnya telah langsung equity.
dibebankan atau dikreditkan ke ekuitas.
Aset dan liabilitas pajak tangguhan disajikan Deferred tax assets and liabilities are offset in the
secara saling hapus dalam laporan posisi consolidated statement of financial position,
keuangan konsolidasian, kecuali aset dan except if they are for different legal entities,
liabilitas pajak tangguhan untuk entitas yang consistent with the presentation of current tax
berbeda, sesuai dengan penyajian aset dan assets and liabilities.
liabilitas pajak kini.
v. Segmen operasi v. Operating segments
Segmen operasi adalah suatu komponen dari An operating segment is a component of the
Grup yang melaksanakan aktivitas bisnis Group that engages in business activities from
dimana komponen tersebut memperoleh which it may earn revenues and incur expenses,
pendapatan dan menimbulkan beban, termasuk including revenues and expenses that relate to
pendapatan yang diperoleh dan beban yang transactions with other components within the
timbul dari transaksi dengan komponen lain Group.
dalam Grup yang sama.
Hasil operasi dari segmen operasi tersebut, The operating results of the operating segments,
dimana tersedia informasi keuangan terpisah for which discrete financial information is
untuk segmen tersebut, dikaji ulang secara available, are reviewed regularly by the Chief
reguler oleh Pengambil Keputusan Operasional Operating Decision Maker (“CODM”) to make
(“PKO”) untuk mengambil keputusan mengenai decisions about resource allocation and to assess
pengalokasian sumber daya dan untuk menilai performance. The Group’s CODM are the
kinerja segmen operasi. PKO Grup adalah Directors.
Direksi.
Kinerja segmen yang dilaporkan kepada Direksi Segment results that are reported to the Directors
meliputi unsur-unsur yang dapat diatribusikan include items directly attributable to a segment as
secara langsung kepada segmen operasi well as those that can be allocated on a
tersebut serta yang dapat dialokasikan secara reasonable basis.
andal.
Pelaporan segmen primer atas informasi The primary segment reporting of financial
keuangan disajikan berdasarkan bisnis utama information is presented based on the core
dari setiap segmen yang dilaporkan. Pelaporan business of each of the reporting segments. The
segmen sekunder ditentukan berdasarkan secondary segment reporting is defined based on
kelompok pelanggan. customer grouping.
42

w. Laba per saham w. Earnings per share
Laba per saham dihitung dengan membagi laba Earnings per share are calculated by dividing the
periode berjalan yang dapat diatribusikan profit for the period attributable to owners of the
kepada pemilik entitas induk dengan jumlah parent by the weighted average number of shares
rata-rata tertimbang saham yang beredar outstanding during the year.
sepanjang tahun berjalan.
x. Biaya emisi saham x. Shares issuance cost
Biaya langsung yang berkaitan dengan Costs directly attributable to the issuance of new
penerbitan saham baru disajikan dalam akun shares are shown in “additional paid-in-capital”
“tambahan modal disetor” sebagai pengurang, account as a deduction, net of tax, from the
setelah dikurangi pajak, dari jumlah yang proceeds.
diterima.
y. Standar akuntansi yang telah disahkan y. Accounting standards issued but not yet
namun belum berlaku efektif effective
Standar akuntansi dan interpretasi yang telah The standards and interpretations that are issued
disahkan oleh Dewan Standar Akuntansi by the Indonesian Financial Accounting
Keuangan (DSAK), tetapi belum berlaku efektif Standards Board (DSAK), but not yet effective for
untuk laporan keuangan periode berjalan current financial statements are disclosed below.
diungkapkan di bawah ini. Grup bermaksud The Group intends to adopt these standard, if
untuk menerapkan standar tersebut, jika applicable, when they become effective.
dipandang relevan, saat telah menjadi efektif.
- Amendemen PSAK No.57: Provisi, - Amendments to PSAK No.57: Provision,

Liabilitas Kontinjensi dan Aset Kontinjensi: Contingent Liabilities and Contingent Assets:
Kontrak Memberatkan - Biaya Pemenuhan Onerous Contract - Cost of Fulfiling the
Kontrak, berlaku efektif 1 Januari 2022. Contracts, effective January 1, 2022.
- Amendemen PSAK No.1: Penyajian - Amendments to PSAK No.1: Presentation of

Laporan Keuangan (Klasifikasi Liabilitas Financial Statements (Liabilities
sebagai Jangka Pendek atau Panjang), Classification as Short or Long Term),
berlaku efektif 1 Januari 2023. effective January 1, 2023.
3. PERTIMBANGAN, ESTIMASI DAN ASUMSI 3. SIGNIFICANT ACCOUNTING JUDGEMENTS,

AKUNTANSI SIGNIFIKAN ESTIMATES AND ASSUMPTIONS
Penyusunan laporan keuangan konsolidasian The preparation of consolidated financial statements,

sesuai dengan Standar Akuntansi Keuangan di in conformity with Indonesian Financial Accounting
Indonesia mewajibkan manajemen untuk membuat Standards, requires management to make judgements
estimasi dan asumsi yang mempengaruhi jumlah- of estimations and assumptions that affect the
jumlah yang dilaporkan dari pendapatan, beban, amounts reported on income, expenses, assets and
aset dan liabilitas, dan pengungkapan liabilitas liabilities and disclosures of contigent liabilities at the
kontinjensi pada tanggal pelaporan. Ketidakpastian reporting date. The estimation uncertainty may cause
mengenai asumsi dan estimasi tersebut dapat adjustment to the carrying amounts of assets and
mengakibatkan penyesuaian nilai tercatat aset dan liabilities within the next reporting period.
liabilitas dalam periode pelaporan berikutnya.
43

AKUNTANSI SIGNIFIKAN (lanjutan) ESTIMATES AND ASSUMPTIONS (continued)
Manajemen berkeyakinan bahwa pengungkapan Management believes that the following represent a
berikut telah mencakup ikhtisar pertimbangan, summary of the significant judgements, estimates and
estimasi dan asumsi signifikan yang dibuat oleh assumptions made that affected certain reported
manajemen, yang berpengaruh terhadap jumlah- amounts and disclosures in the consolidated financial
jumlah yang dilaporkan serta pengungkapan dalam statements.
laporan keuangan konsolidasian.
a. Pertimbangan a. Judgements
Pertimbangan-pertimbangan berikut dibuat oleh The following judgements, made by management

manajemen dalam proses penerapan kebijakan in the process of applying the Group’s accounting
akuntansi Grup yang memiliki dampak yang policies, have the most significant effects on the
paling signifikan terhadap jumlah-jumlah yang amounts recognized in the consolidated financial
diakui dalam laporan keuangan konsolidasian: statements:
Penentuan mata uang fungsional Determination of functional currency
Mata uang fungsional Perusahaan dan entitas The functional currency of the Company and its
anaknya adalah mata uang dari lingkungan subsidiaries is the currency of the primary
ekonomi utama dimana setiap entitas economic environment in which each entity
beroperasi. Mata uang tersebut adalah mata operates. It is the currency that mainly influences
uang yang terutama mempengaruhi the revenue and cost of rendering services.
pendapatan dan beban dari jasa yang
diberikan.
Klasifikasi aset keuangan dan liabilitas Classification of financial assets and financial
keuangan liabilities
Grup menetapkan klasifikasi atas aset dan The Group determines the classification of certain
liabilitas tertentu sebagai aset keuangan dan assets and liabilities as financial assets and
liabilitas keuangan dengan mempertimbangkan financial liabilities by judging if they meet the
apakah definisi yang ditetapkan PSAK No. 71 definition set forth in PSAK No. 71. Accordingly,
dipenuhi. Dengan demikian, aset keuangan dan the financial assets and financial liabilities are
liabilitas keuangan diakui sesuai dengan accounted for in accordance with the Group’s
kebijakan akuntansi Grup seperti diungkapkan accounting policies disclosed in Note 2h.
pada Catatan 2h.
Tagihan restitusi pajak dan keberatan atas hasil Claims for tax refund and tax assessments under
pemeriksaan pajak appeal
Berdasarkan peraturan perpajakan yang Based on tax regulations currently enacted, the
berlaku saat ini, manajemen management judges if the amounts of claims for
mempertimbangkan apakah jumlah tagihan tax refund recorded under prepaid taxes account
restitusi pajak yang dicatat dalam akun pajak are recoverable from and refundable by the Tax
dibayar di muka dapat dipulihkan dan direstitusi Office.
oleh Kantor Pajak.
44

b. Estimasi dan asumsi b. Estimates and assumptions
Asumsi utama mengenai masa depan dan The key assumptions concerning the future and
sumber utama lain dalam mengestimasi other key sources of estimation uncertainty at the
ketidakpastian pada tanggal pelaporan yang reporting date that have a significant risk of causing
mempunyai risiko signifikan yang dapat a material adjustment to the carrying amounts of
menyebabkan penyesuaian material terhadap assets and liabilities within the next reporting period
jumlah tercatat aset dan liabilitas dalam are disclosed below. The Group based its
periode pelaporan berikutnya diungkapkan di assumptions and estimates on parameters
bawah ini. Grup mendasarkan asumsi dan available when the consolidated financial
estimasi pada parameter yang tersedia saat statements were prepared. Existing circumstances
laporan keuangan konsolidasian disusun. and assumptions about future developments may
Kondisi yang ada dan asumsi mengenai change due to market changes on circumstances
perkembangan masa depan dapat berubah arising beyond the control of the Group. Such
karena perubahan situasi pasar yang berada changes are reflected in the assumptions when
di luar kendali Grup. Perubahan tersebut they occur.
tercermin dalam asumsi ketika keadaan
tersebut terjadi.
Penurunan nilai aset keuangan Impairment of financial assets
Grup menggunakan matriks provisi untuk The Group uses a provision matrix to calculate
menghitung ECL atas piutang usaha. Tarif ECLs for trade receivables. The provision rates
provisi didasarkan pada hari yang lewat jatuh are based on days past due for groupings of
tempo untuk mengelompokan pelanggan ke various customer segments that have similar
segmen yang memiliki pola kerugian serupa. loss patterns. The provision matrix is initially
Matriks provisi awalnya berdasarkan tarif based on the Group’s historical observed
default yang diamati Perusahaan secara default rates. The Group will calibrate the
historis. Grup akan mengkalibrasi matriks matrix to adjust the historical credit loss
tersebut untuk menyesuaikan pengalaman experience with forward-looking information.
kerugian kredit historis dengan informasi For instance, if forecast economic conditions
kedepan. Misalnya, jika prakiraan kondisi are expected to deteriorate over the next year
ekonomi diperkirakan memburuk selama which can lead to an increased number of
tahun depan yang dapat menyebabkan defaults in the Group’s industry sector, the
peningkatan jumlah default di sektor usaha historical default rates are adjusted. At every
Grup, tingkat default historis disesuaikan. reporting date, the historical observed default
Pada setiap tanggal pelaporan, tarif default rates are updated and changes in the forward-
yang diamati secara historis diperbarui dan looking estimates are analysed.
perubahan dalam estimasi ke depan dianalisa
kembali.
Penilaian korelasi antara tingkat default yang The assessment of the correlation between
dapat diamati secara historis, taksiran kondisi historical observed default rates, forecast
ekonomi dan ECL adalah estimasi yang economic conditions and ECLs is a significant
signifikan. Jumlah ECL sensitif terhadap estimate. The amount of ECLs is sensitive to
perubahan keadaan dan taksiran kondisi changes in circumstances and of forecast
ekonomi. Pengalaman kerugian kredit historis economic conditions. The Group’s historical
Grup dan perkiraan kondisi ekonomi mungkin credit loss experience and forecast of
juga tidak mewakili aktual default pelanggan economic conditions may also not be
yang sebenarnya di masa depan. representative of customer’s actual default in
the future.
45

b. Estimasi dan asumsi (lanjutan) b. Estimates and assumptions (continued)
Penyusutan, estimasi nilai sisa dan masa Depreciation, estimate of residual values and
manfaat aset tetap dan properti investasi useful lives of fixed assets and investment
properties
Masa manfaat aset tetap dan properti investasi The useful lifes of the Group’s fixed assets and
Grup diestimasi berdasarkan jangka waktu aset investment properties are estimated based on the
tersebut diperkirakan dapat digunakan. period over which the assets are expected to be
Estimasi tersebut didasarkan pada penilaian available for use. Such estimation is based on a
kolektif berdasarkan bidang usaha yang sama, collective assessment of similar businesses,
evaluasi teknis internal dan pengalaman internal technical evaluations and experience with
terhadap aset sejenis. Taksiran masa manfaat similar assets. The estimated useful life of each
setiap aset ditelaah secara berkala dan asset is reviewed periodically and updated if
diperbarui jika estimasi berbeda dari perkiraan expectations differ from previous estimates due to
sebelumnya yang disebabkan karena physical wear and tear, technical or commercial
pemakaian, usang secara teknis atau komersial obsolescence and legal or other limits on the use
serta keterbatasan hak atau pembatasan of the asset.
lainnya terhadap penggunaan aset.
Hasil operasi di masa mendatang mungkin It is possible, however, that future results of
dapat terpengaruh secara signifikan oleh operations could be materially affected by
perubahan dalam waktu dan biaya yang terjadi changes in the amounts and timing of recorded
karena perubahan yang disebabkan oleh faktor- expenses brought about by changes in the factors
faktor yang disebutkan di atas. Penurunan mentioned above. A reduction in the estimated
taksiran masa manfaat ekonomis setiap aset useful life of any item of fixed assets and
tetap dan properti investasi akan menyebabkan investment properties would increase the
kenaikan beban penyusutan dan penurunan recorded depreciation and decrease the carrying
nilai tercatat aset tetap dan properti investasi. values of fixed assets and investment properties.
Penyusutan aset hak-guna Depreciation of right-of-use assets
Biaya perolehan aset hak-guna disusutkan The costs of right-of-use assets are depreciated
dengan metode garis lurus berdasarkan on a straight-line basis over their estimated useful
taksiran masa manfaat ekonomisnya. lives. Management estimates the useful lives of
Manajemen mengestimasi masa manfaat these leased assets to be within 2 (two) to 10 (ten)
ekonomis aset hak-guna antara years. These are common life expectancies
2 (dua) sampai dengan 10 (sepuluh) tahun, applied in the industries where the Group
yang merupakan umur yang secara umum conducts its businesses. Changes in the expected
diharapkan dalam industri dimana Grup level of usage could impact the economic useful
menjalankan bisnisnya. Perubahan tingkat lives and the residual values of these assets, and
pemakaian dan perkembangan teknologi dapat therefore future depreciation charges could be
mempengaruhi masa manfaat ekonomis dan revised.
nilai sisa aset, dan karenanya biaya
penyusutan masa depan mungkin direvisi.
46

Beban akrual untuk bonus Accrued expense for bonuses
Beban akrual untuk bonus merupakan biaya Accrued expense for bonuses represents
untuk manfaat karyawan yang terdiri dari purna expenses from payment of employee benefits
jabatan, bonus kinerja dan insentif karyawan. which consist of post-employee bonuses,
Biaya yang masih harus dibayar tersebut performance bonuses and employee incentives.
didasarkan pada metode perhitungan yang The accrual is based on a formula that was
disetujui manajemen dimana tergantung agreed by management and which depends on
pengukuran kinerja keuangan maupun financial and non-financial performance
nonkeuangan. Manajemen mengestimasikan measurements. Management estimates the
jumlah yang harus diakui berdasarkan pada amount based on the existing supporting
informasi pendukung yang ada pada tanggal information at the reporting date. The amount may
pelaporan. Jumlahnya dapat berubah apabila change if the actual financial and non-financial
pengukuran kinerja keuangan dan measurements of performance are finalized.
nonkeuangan difinalisasi.
Imbalan kerja Employee benefits
Penentuan liabilitas imbalan kerja Grup The determination of the Group’s employee
bergantung pada pemilihan asumsi yang benefits liability is dependent on its selection of
digunakan oleh aktuaris independen dalam certain assumptions used by the independent
menghitung jumlah-jumlah tersebut. Asumsi actuaries in calculating such amounts. Those
tersebut termasuk antara lain, tingkat diskonto, assumptions include among others, discount
tingkat kenaikan gaji, tingkat kematian, usia rates, salary increase rate, mortality rate,
pensiun dan tingkat pengunduran diri. Hasil retirement age and resignation rate. Actual results
aktual yang berbeda dari asumsi yang that differ from the Group’s assumptions are
ditetapkan Grup diakui dalam penghasilan recognized in other comprehensive income. While
komprehensif lain. Sementara Grup the Group believes that its assumptions are
berkeyakinan bahwa asumsi tersebut adalah reasonable and appropriate, significant
wajar dan sesuai, perbedaan signifikan pada differences in the Group actual results or
hasil aktual atau perubahan signifikan dalam significant changes in the Group’s assumptions
asumsi yang ditetapkan Grup dapat may materially affect its estimated liabilities for
mempengaruhi secara material liabilitas employee benefits and net employee benefits
imbalan kerja dan beban imbalan kerja neto expense recognized in profit or loss and other
yang diakui dalam laba rugi dan penghasilan comprehensive income.
komprehensif lain.
Beban pajak kini Current tax expense
Grup mengakui beban pajak kini berdasarkan The Group recognizes current tax expense based
estimasi penghasilan kena pajak periode on the estimated taxable income for the period
berjalan yang dihitung berdasarkan tarif pajak computed using the prevailing tax rates.
yang berlaku.
47

Aset pajak tangguhan Deferred tax assets
Aset pajak tangguhan diakui untuk semua Deferred tax assets are recognized for all
perbedaan temporer yang boleh dikurangkan deductible temporary differences and
dan akumulasi rugi fiskal, sepanjang besar accumulated fiscal losses to the extent that it is
kemungkinan perbedaan temporer yang boleh probable that taxable income will be available in
dikurangkan dan akumulasi rugi fiskal tersebut future years against which the deductible
dapat dimanfaatkan untuk mengurangi temporary differences and accumulated fiscal
penghasilan kena pajak pada masa depan. losses can be utilized. Significant management
Estimasi signifikan oleh manajemen estimates are required to determine the amount of
disyaratkan dalam menentukan total aset pajak deferred tax assets that can be recognized, based
tangguhan yang dapat diakui, berdasarkan saat upon the likely timing and the level of the future
penggunaan dan tingkat penghasilan kena taxable income together with future tax planning
pajak serta strategi perencanaan pajak masa strategies.
depan.
4. KAS DAN SETARA KAS 4. CASH AND CASH EQUIVALENTS
Kas dan setara kas terdiri dari: Cash and cash equivalents consist of:
31 Desember/December 31,
2021 2020
Kas 1.341 1.958 Cash on hand
Bank Cash in banks
Rupiah Rupiah
Pihak ketiga Third parties
PT Bank Maybank Indonesia Tbk 251.242 29.087 PT Bank Maybank Indonesia Tbk
PT Bank Oke Indonesia Tbk 2.075 1.028 PT Bank Oke Indonesia Tbk
PT Bank Central Asia Tbk 2.064 889 PT Bank Central Asia Tbk
PT Bank UOB Indonesia 1.830 1.230 PT Bank UOB Indonesia
Lain-lain (masing-masing Others (each below
di bawah Rp1.000) 1.853 3.673 Rp1,000)
259.064 35.907
Pihak berelasi (Catatan 32a) Related parties (Note 32a)
PT Bank Mandiri (Persero) Tbk 467.693 260.923 PT Bank Mandiri (Persero) Tbk
PT Bank Rakyat Indonesia PT Bank Rakyat Indonesia
(Persero) Tbk 108.279 121.964 (Persero) Tbk
PT Bank Negara Indonesia PT Bank Negara Indonesia
PT Bank Syariah Indonesia Tbk 3.061 - PT Bank Syariah Indonesia Tbk
PT Bank BRI Syariah Tbk - 95.330 PT Bank BRI Syariah Tbk
PT Bank BNI Syariah - 3.393 PT Bank BNI Syariah
PT Bank Syariah Mandiri - 656 PT Bank Syariah Mandiri
617.385 547.657
Subtotal 876.449 583.564 Sub-total
48
4. KAS DAN SETARA KAS (lanjutan) 4. CASH AND CASH EQUIVALENTS (continued)
Kas dan setara kas terdiri dari: (lanjutan) Cash and cash equivalents consist of: (continued)
2021 2020
Bank (lanjutan) Cash in banks (continued)
Dolar AS US Dollar
PT Bank Maybank Indonesia Tbk 169.515 164.377 PT Bank Maybank Indonesia Tbk
The Bank of Tokyo-Mitsubishi UFJ Ltd 3.721 3.661 The Bank of Tokyo-Mitsubishi UFJ Ltd
PT Bank BTPN Tbk 3.543 1.564 PT Bank BTPN Tbk
PT Bank Central Asia Tbk 3.182 3.141 PT Bank Central Asia Tbk
PT Bank ICBC Indonesia 3.090 3.791 PT Bank ICBC Indonesia
PT Bank Mizuho Indonesia 1.843 1.822 PT Bank Mizuho Indonesia
Lain-lain (masing-masing Others (each below
di bawah Rp1.000) 700 4.671 Rp1,000)
187.089 184.814

PT Bank Mandiri (Persero) Tbk 13.446 32.303 PT Bank Mandiri (Persero) Tbk
Agroniaga Tbk - 1.745 Agroniaga Tbk
23.890 56.531
Subtotal 210.979 241.345 Sub-total
Total bank 1.087.428 824.909 Total cash in banks
Call deposit dan deposito berjangka Call deposits and time deposits
Rupiah Rupiah
PT Bank Woori Saudara 16.000 - PT Bank Woori Saudara
PT Bank BTPN Syariah 14.000 10.000 PT Bank BTPN Syariah
30.000 10.000
PT Bank Jawa Barat Tbk 10.000 10.000 PT Bank Jawa Barat Tbk
PT Bank Syariah Indonesia Tbk 10.000 - PT Bank Syariah Indonesia Tbk
PT Bank BRI Syariah Tbk - 355.000 PT Bank BRI Syariah Tbk
PT Bank BNI Syariah - 10.000 PT Bank BNI Syariah
PT Bank Mandiri Taspen 6.000 20.000 PT Bank Mandiri Taspen
26.000 395.000
Total call deposit dan deposito berjangka 56.000 405.000 Total call deposits and time deposits
Total 1.144.769 1.231.867 Total
Tingkat suku bunga tahunan call deposit dan Annual interest rates on call deposits and time
deposito berjangka sebesar 2,95% - 4,25% dan deposits are 2.95% - 4.25% and 3.30% - 6.17% for
3,30% - 6,17% masing-masing untuk tahun 2021 2021 and 2020, respectively.
dan 2020.
49
5. PIUTANG USAHA 5. TRADE RECEIVABLES
Rincian piutang usaha berdasarkan pelanggan The details of trade receivables based on customers
adalah sebagai berikut: are as follows:
2021 2020
Difakturkan 319.418 302.528 Billed
Belum difakturkan 77.110 96.472 Unbilled
396.528 399.000
Penyisihan penurunan nilai (177.144) (155.355) Allowance for impairment
Piutang usaha pihak ketiga - neto 219.384 243.645 Trade receivables third parties - net
Pihak berelasi (Catatan 32b) Related parties (Note 32b)

Difakturkan 408.136 258.194 Billed
Belum difakturkan 1.672.700 1.660.599 Unbilled
2.080.836 1.918.793
Piutang usaha pihak berelasi - neto 2.068.541 1.906.509 Trade receivables related parties - net
Rincian piutang usaha berdasarkan mata uang The details of trade receivables based on currencies
adalah sebagai berikut: are as follows:
2021 2020
Rupiah 1.590.076 1.812.618 Rupiah
Dolar AS 887.122 504.906 US Dollar
Dolar Singapura 166 269 Singapore Dollar
Total 2.477.364 2.317.793 Total
Neto 2.287.925 2.150.154 Net
Tabel berikut menyajikan analisis umur piutang The following table presents the aging analysis of trade
usaha. receivables.
2021 2020
Belum jatuh tempo 1.759.487 1.821.701 Not yet overdue

Lewat jatuh tempo Overdue
1-30 hari 239.733 221.685 1-30 days
31-60 hari 64.103 8.343 31-60 days
61-150 hari 5.236 36.619 61-150 days
Lebih dari 150 hari 408.805 229.445 Over 150 days
Total 2.477.364 2.317.793 Total
Neto 2.287.925 2.150.154 Net
50
5. PIUTANG USAHA (lanjutan) 5. TRADE RECEIVABLES (continued)
Piutang individual yang diturunkan nilainya The individually impaired receivables are mainly due
disebabkan karena faktor-faktor yang to factors that may affect collectability, such as
mempengaruhi kolektibilitas, antara lain probability of insolvency or significant financial
kemungkinan kesulitan likuiditas atau keuangan difficulties of the debtor or significant delay in
yang dialami oleh debitur atau penundaan payments.
pembayaran yang signifikan.
Mutasi penyisihan penurunan nilai adalah sebagai The movements in the allowance for impairment are
berikut: as follows:
2021 2020
Saldo awal 167.639 160.932 Beginning balances
Penyesuaian saldo awal Adjustments on beginning balance
atas penerapan PSAK 71 - (632) from the adoption of PSAK 71
Penyisihan 24.010 7.863 Allowance
Penghapusan (2.520) - Write-off
Selisih kurs 310 (524) Foreign exchange differences
Saldo akhir 189.439 167.639 Ending balances
Manajemen berkeyakinan bahwa penyisihan Management believes that the allowance for
penurunan nilai cukup untuk menutup kemungkinan impairment is adequate to cover possible losses that
kerugian yang timbul dari tidak tertagihnya piutang may arise from the uncollectability of trade receivables
usaha (Catatan 37c). (Note 37c).
Pada tanggal 31 Desember 2021, tidak terdapat As of December 31, 2021, there is no trade
piutang usaha yang digunakan sebagai jaminan. receivables used as collateral.
6. ASET KEUANGAN LANCAR LAINNYA 6. OTHER CURRENT FINANCIAL ASSETS
Aset keuangan lancar lainnya terdiri dari: Other current financial assets consist of:
2021 2020
Pihak ketiga : Third parties:
Piutang lain-lain 22.737 16.590 Other receivables
Neto 9.469 3.370 Net
Pihak berelasi (Catatan 32c): Related parties (Note 32c):
Piutang lain - lain 10.240 15.344 Other receivables
Piutang sewa pembiayaan - bagian lancar 45.082 29.613 Finance lease receivable - current portion
Neto 55.322 44.957 Net
Total 64.791 48.327 Total
51
6. ASET KEUANGAN LANCAR LAINNYA (lanjutan) 6. OTHER CURRENT FINANCIAL ASSETS

(continued)
Mutasi penyisihan penurunan nilai untuk tahun 2021 The movements in the allowance for impairment in
dan 2020 adalah sebagai berikut: 2021 and 2020 are as follows:
2021 2020

Selisih kurs 48 137 Foreign exchange differences
penurunan nilai cukup untuk menutup kemungkinan impairment is adequate to cover possible losses that
kerugian yang timbul dari tidak terpulihkannya aset may arise from the unrecoverability of other current
keuangan lancar lainnya. financial assets.
Penghasilan bunga dari sewa pembiayaan untuk Interest income from finance leases in 2021 and 2020
tahun 2021 dan 2020 masing-masing sebesar amounted to Rp55,277 and Rp38,663, respectively.
Rp55.277 dan Rp38.663.
7. PERSEDIAAN 7. INVENTORIES
Persediaan terdiri dari: Inventories consist of:
2021 2020
Barang kebutuhan proyek 154.861 148.008 Project materials
Barang dagangan 124.000 81.760 Merchandise inventories
Bahan baku 25.672 15 Raw materials
Barang dalam proses 23.124 49.817 Work in progress
Barang jadi 3.471 3.298 Finished goods
Total 331.128 282.898 Total
Penyisihan persediaan usang (8.472) (9.410) Allowance for inventory obsolescence
Neto 322.656 273.488 Net
Mutasi penyisihan persediaan usang adalah sebagai The movements in the allowance for inventory
berikut: obsolescence are as follows:
2021 2020

Provisi (pembalikan) tahun berjalan (938) 2.656 Provision (reversal) during the year
52
7. PERSEDIAAN (lanjutan) 7. INVENTORIES (continued)
Manajemen berkeyakinan bahwa penyisihan Management believes that the allowance for inventory
persediaan usang cukup untuk menutup obsolescence is adequate to cover possible losses
kemungkinan kerugian yang timbul dari penurunan that may arise from a decline in the realizable value of
nilai realisasi neto persediaan. inventories.
Biaya persediaan yang diakui sebagai beban dan The cost of inventories recognized as an expense and
termasuk dalam “beban pokok pendapatan” untuk included in “cost of revenues” for the years ended
tahun yang berakhir pada tanggal December 31, 2021 and 2020 amounted to
31 Desember 2021 dan 2020 masing-masing Rp2,028,739 and Rp1,558,259, respectively (Note
sebesar Rp2.028.739 dan Rp1.558.259 (Catatan 28).
28).
Pada tanggal 31 Desember 2021 dan 2020, As of December 31, 2021 and 2020, project materials
persediaan barang kebutuhan proyek telah are insured against all risks at a total insurance
diasuransikan terhadap semua risiko dengan nilai coverage amounting to Rp93,719 and Rp99,252,
pertanggungan masing-masing sebesar Rp93.719 respectively. Management believes that the insurance
dan Rp99.252. Manajemen berkeyakinan bahwa coverage is adequate to cover possible losses arising
asuransi tersebut telah memadai untuk menutup from the insured inventories.
kerugian yang mungkin timbul atas persediaan yang
dipertanggungkan.
Pada tanggal 31 Desember 2021 dan 2020, As of December 31, 2021 and 2020, finished goods,
persediaan barang jadi, barang dalam proses dan work in progress and raw materials are not covered by
bahan baku tidak diasuransikan karena manajemen insurance, as management has assessed the risk of
menilai risiko kerugian adalah minimal. loss as minimal.
Pada tanggal 31 Desember 2021 dan 2020, tidak As of December 31, 2021 and 2020, there is no
terdapat persediaan yang digunakan sebagai inventory used as collateral.
jaminan.
8. UANG MUKA 8. ADVANCES
Uang muka terdiri dari: Advances consist of:
2021 2020
Lancar Current
Uang muka operasi 72.412 52.365 Advances for operation
Lain-lain 8.582 4.623 Others
Tidak lancar Non-current

Uang muka pembelian aset tetap 34.641 12.031 Advances for purchase of fixed assets
Uang muka operasi merupakan uang muka untuk Advances for operation mainly represent advances for
sewa peralatan, pembelian suku cadang, bahan rental of equipment, purchases of spare parts, fuel and
bakar dan biaya operasi lainnya. other operating costs.
53
9. BIAYA DIBAYAR DI MUKA 9. PREPAID EXPENSES
Biaya dibayar di muka terdiri dari: Prepaid expenses consist of:
2021 2020
Asuransi 6.713 16.164 Insurance
Sewa 3.898 4.784 Rent
Lain-lain 9.926 6.051 Others
10. ASET KEUANGAN TIDAK LANCAR LAINNYA 10. OTHER NON-CURRENT FINANCIAL ASSETS
Aset keuangan tidak lancar lainnya terdiri dari: Other non-current financial assets consist of:
2021 2020
Pihak ketiga: Third parties:
Klaim atas deposito ke Bank Mega Claim of deposits to Bank Mega
(Catatan 33a) 111.000 111.000 (Note 33a)
Bank yang dibatasi penggunaannya 21.385 31.256 Restricted cash in banks
132.385 142.256
Penyisihan penurunan nilai - - Allowance for impairment
Neto 132.385 142.256 Net
Pihak berelasi (Catatan 32d): Related parties (Note 32d):

Piutang sewa pembiayaan - Finance lease receivables -
bagian tidak lancar 327.261 325.629 non-current portion
Total 459.646 467.885 Total
Mutasi penyisihan penurunan nilai adalah sebagai The movements in the allowance for impairment are
2021 2020
Saldo awal - 5.707 Beginning balance
Pemulihan - (5.707) Recovery
Saldo akhir - - Ending balance
Manajemen berkeyakinan bahwa tidak diperlukan Management believes that the allowance for
penyisihan penurunan nilai dengan impairment is not required considering the estimated
mempertimbangkan estimasi waktu pembayaran time of the claim payment and the potential for interest
klaim serta potensi perolehan bunga atas deposito on the deposits.
tersebut.
54
11. INVESTASI PADA SAHAM 11. INVESTMENTS IN SHARES
a. Investasi tersedia untuk dijual a. Available-for-sale investments

Rincian investasi tersedia untuk dijual adalah The details of available-for-sale investments are
Persentase kepemilikan/ Jumlah tercatat/
Percentage of ownership Carrying amount
31 Desember/December 31, 31 Desember/December 31,
2021 2020 2021 2020
PT Margaraya Jawa Tol 16,7% 16,7% 36.827 36.827 PT Margaraya Jawa Tol
PT Bhakti Patra Nusantara 10,0% 10,0% 960 960 PT Bhakti Patra Nusantara
Neto - - Net
Investasi tersedia untuk dijual diturunkan Available-for-sale investments are impaired

nilainya terutama terkait dengan ketidakpastian mainly due to uncertainty of return on investment.
atas pengembalian investasi.
b. Investasi pada ventura bersama b. Investment in joint venture
KSO Perusahaan dan PT Waskita Adhi KSO Perusahaan dan PT Waskita Adhi Sejahtera
Sejahtera (“KSO Elnusa-WAS”) (“KSO Elnusa-WAS”)
Pada tanggal 12 Desember 2016, Perusahaan On December 12, 2016, the Company and WAS
dan WAS menandatangani Perjanjian entered into Joint Operation (“JO”) agreement.
Kerjasama Operasi (“KSO”). KSO ini dibentuk The JO is established in order to perform electrical
untuk melakukan proyek jasa pemeliharaan and instrumentation maintenance services project
elektrikal dan instrumentasi dari BP Berau Ltd. from BP Berau Ltd. The composition of
Komposisi kepemilikan pada KSO adalah 51% ownerships in JO are 51% owned by the
oleh Perusahaan dan 49% oleh WAS. Pada Company and 49% owned by WAS. As of
tanggal 31 Desember 2021 dan 2020, jumlah December 31, 2021 and 2020, the carrying
tercatat investasi pada KSO Elnusa-WAS amount of investment in KSO Elnusa-WAS is
masing-masing sebesar Rp22.366 dan Rp22,366 and Rp19,622, respectively.
Rp19.622.
Untuk tahun yang berakhir pada tanggal For the years ended December 31, 2021 and
31 Desember 2021 dan 2020, Perusahaan 2020, the Company recorded equity income
mencatat bagian laba sebesar Rp3.785 dan amounted to Rp3,785 and Rp3,962 and are
Rp3.962 dan disajikan sebagai bagian dari akun presented as part of other income account in the
pendapatan lain-lain dalam laporan laba rugi consolidated statement of profit or loss and other
dan penghasilan komprehensif lain comprehensive income.
konsolidasian.
55
11. INVESTASI PADA SAHAM (lanjutan) 11. INVESTMENTS IN SHARES (continued)
b. Investasi pada ventura bersama (lanjutan) b. Investment in joint venture (continued)
Ringkasan informasi keuangan KSO Elnusa- The summary of KSO Elnusa-WAS’ financial
WAS adalah sebagai berikut: information is as follows:
2021 2020
Total aset 54.890 64.480 Total assets

Total liabilitas 12.233 26.979 Total liabilities
Total ekuitas 42.657 37.501 Total equity
Tahun yang berakhir pada tanggal

31 Desember/
2021 2020
Pendapatan 50.868 52.867 Revenue
Laba tahun berjalan 7.421 7.769 Profit for the year
12. ASET TETAP 12. FIXED ASSETS
Seluruh aset tetap dimiliki secara langsung oleh All fixed assets are directly owned by the Group. The
Grup. Mutasi aset tetap adalah sebagai berikut: movements in fixed assets are as follows:
Tahun yang berakhir pada tanggal 31 Desember 2021/

Year ended December 31, 2021
Saldo awal/ Saldo akhir/
Beginning Penambahan/ Pengurangan/ Reklasifikasi/ Ending
balance Additions Deductions Reclassifications balance
Biaya perolehan Cost
Tanah 259.491 3.997 - - 263.488 Land
Bangunan, prasarana Buildings, improvements
dan instalasi 502.500 3.905 (641) 6.373 512.137 and installations
Mesin dan peralatan 1.966.321 22.800 (48.974) 122.549 2.062.696 Machinery and equipment
Perabotan dan perlengkapan Office furniture, fixtures
kantor 71.787 3.070 (2.130) 910 73.637 and equipment
Alat transportasi 418.627 - (7.218) 30.262 441.671 Transportation equipment
Konstruksi baja 1.889.007 11.887 (25.682) 49.116 1.924.328 Steel constructions
Aset dalam penyelesaian 179.601 312.823 - (209.210) 283.214 Construction in progress
Total 5.287.334 358.482 (84.645) - 5.561.171 Total
Akumulasi penyusutan Accumulated depreciation
dan instalasi (350.884) (22.692) 568 - (373.008) and installations
Mesin dan peralatan (1.574.976) (152.192) 47.810 - (1.679.358) Machinery and equipment
kantor (65.694) (4.724) 2.129 - (68.289) and equipment
Alat transportasi (182.461) (47.308) 6.373 - (223.396) Transportation equipment
Konstruksi baja (1.293.236) (115.223) 23.031 - (1.385.428) Steel constructions
Total (3.467.251) (342.139) 79.911 - (3.729.479) Total
Penyisihan penurunan nilai (8.104) (12.469) 400 - (20.173) Allowance for impairment
Nilai buku neto 1.811.979 1.811.519 Net book value
56
12. ASET TETAP (lanjutan) 12. FIXED ASSETS (continued)
Seluruh aset tetap dimiliki secara langsung oleh All fixed assets are directly owned by the Group. The
Grup. Mutasi aset tetap adalah sebagai berikut: movements in fixed assets are as follows: (continued)
(lanjutan)

Tanah 254.210 - - 5.281 259.491 Land
dan instalasi 478.305 1.962 (525) 22.758 502.500 and installations
Mesin dan peralatan 1.937.494 54.201 (70.346) 44.972 1.966.321 Machinery and equipment
kantor 69.066 3.794 (6.581) 5.508 71.787 and equipment
Alat transportasi 337.609 - (1.262) 82.280 418.627 Transportation equipment
Konstruksi baja 1.732.758 22.038 (6.381) 140.592 1.889.007 Steel constructions
Aset dalam penyelesaian 179.082 301.910 - (301.391) 179.601 Construction in progress
Total 4.988.524 383.905 (85.095) - 5.287.334 Total
dan instalasi (329.272) (22.341) 729 - (350.884) and installations
Mesin dan peralatan (1.471.599) (169.598) 66.221 - (1.574.976) Machinery and equipment
kantor (67.770) (4.491) 6.567 - (65.694) and equipment
Alat transportasi (137.962) (45.761) 1.262 - (182.461) Transportation equipment
Konstruksi baja (1.154.496) (144.386) 5.646 - (1.293.236) Steel constructions
Total (3.161.099) (386.577) 80.425 - (3.467.251) Total
Penyisihan penurunan nilai (8.104) - - - (8.104) Allowance for impairment
Nilai buku neto 1.819.321 1.811.979 Net book value
Hak kepemilikan atas tanah Grup merupakan Hak Land rights of the land owned by the Group are in the
Guna Bangunan yang hak secara legalnya akan form of Building Rights Title (“Hak Guna Bangunan”)
berakhir antara tahun 2024 sampai dengan tahun which the terms will expire between 2024 up to 2045.
2045. Manajemen berkeyakinan bahwa hak tersebut Management believes that these land rights can be
akan dapat diperpanjang pada saat berakhirnya. extended upon their expiration.
penurunan nilai pada tanggal 31 Desember 2021 impairment as of December 31, 2021 and 2020 is
dan 2020 adalah cukup. adequate.
Penyusutan aset tetap dibebankan sebagai berikut: Fixed assets depreciation is charged as follows:

31 Desember/
2021 2020
Beban pokok pendapatan 337.618 381.459 Cost of revenues
Beban umum dan administrasi 4.521 5.118 General and administrative expenses
Total 342.139 386.577 Total
57
Efektif 31 Juli 2021, Perusahaan melakukan Effective on July 31, 2021, the Company changed the
perubahan umur manfaat aset atas mesin dan useful lifes of machinery and equipment and steel
peralatan dan konstruksi baja dari 2 sampai 10 tahun constructions from 2 until 10 years to 2 until 15 years.
menjadi 2 sampai 15 tahun. Dampak dari perubahan The impact of such changes is a reduction of
tersebut adalah pengurangan beban penyusutan depreciation expense for current year and the
untuk tahun berjalan dan tahun berikutnya sebagai following years are as follows:
berikut:
Pengurangan dalam
beban penyusutan/
Reduction of
depreciation expense
2021 41.959 2021
2022 41.319 2022
2023 37.139 2023
2024 - habis umur manfaat 139.333 2024 - end of useful life
Rincian aset dalam penyelesaian adalah sebagai The details of construction in progress are as follows:
berikut:
31 Desember/December 31, 2021
Persentase Akumulasi
penyelesaian/ biaya/
Percentage of Accumulated Estimasi penyelesaian/
completion costs Estimated completion
Depot bahan bakar minyak 46% 152.470 Desember/December 2024 Fuel depot
Hydraulic workover unit & coiled Hydraulic workover unit & coiled
tubing unit 66% 52.802 Maret/March 2022 tubing unit
Truk tangki 90% 35.451 Maret/March 2022 Fuel transportation vehicles
Gudang 89% 18.132 April/April 2022 Warehouse
Slickline 44% 11.187 Oktober/October 2022 Slickline
Lain-lain (masing-masing dibawah
Rp5.000) 62% 13.172 Desember/December 2022 Others (each below Rp5,000)
283.214

Persentase Akumulasi
penyelesaian/ biaya/
Percentage of Accumulated Estimasi penyelesaian/
completion costs Estimated completion
Depot bahan bakar minyak 80% 103.535 Februari/February 2021 Depot fuel
Hydraulic workover unit & coiled Hydraulic workover unit & coiled
tubing unit 65% 33.234 September/September 2021 tubing unit
Docking kapal 70% 13.042 September/September 2021 Vessel docking
Gudang 70% 9.355 April/April 2021 Warehouse
Truk tangki 70% 7.975 Maret/March 2021 Fuel transportation vehicles
Lain-lain (masing-masing dibawah
Rp5.000) 50% 12.460 Desember/December 2021 Others (each below Rp5,000)
179.601
Pada tanggal 31 Desember 2021 dan 2020, tidak As of December 31, 2021 and 2020, there are no fixed
terdapat aset tetap yang tidak dipakai sementara. assets temporarily not in use.
Pada tanggal 31 Desember 2021 dan 2020, jumlah As of December 31, 2021 and 2020, the gross carrying
tercatat bruto aset tetap yang telah disusutkan amounts of fixed assets which have been fully
penuh dan masih digunakan masing-masing depreciated and are still in use amounted to
sebesar Rp1.347.836 dan Rp1.178.287. Rp1,347,836 and Rp1,178,287, respectively.
Pada tanggal 31 Desember 2021 dan 2020, tidak As of December 31, 2021 and 2020, there are no fixed
terdapat aset tetap yang diklasifikasikan sebagai assets classified as held for sale or terminated from
tersedia untuk dijual atau yang dihentikan dari active use.
penggunaan aktif.
58
Rincian rugi penjualan/pelepasan aset tetap adalah Details of loss on sale/disposal of fixed assets are as

31 Desember/
2021 2020
Harga jual 1.270 3.730 Proceeds
Dikurangi: Nilai buku neto (4.734) (4.670) Less: Net book value
-
Rugi - neto (3.464) (940) Loss - net
Pada tanggal 31 Desember 2021 dan 2020, aset As of December 31, 2021 and 2020, fixed assets with
tetap dengan nilai buku masing-masing sebesar net book value of Rp1,044,735 and Rp1,094,368,
Rp1.044.735 dan Rp1.094.368 telah diasuransikan respectively, are covered by insurance against all risks
atas semua risiko dengan total nilai pertanggungan at a total coverage amounting to Rp4,507,872 and
masing-masing sebesar Rp4.507.872 dan US$20,000,000 (2021) and Rp3,119,926 and
$AS20.000.000 (2021) dan Rp3.119.926 dan US$1,023,849,999 (2020), respectively. Management
$AS1.023.849.999 (2020). Manajemen believes that the insurance coverage is adequate to
berkeyakinan bahwa jumlah tersebut telah memadai cover possible losses arising in relation to the insured
untuk menutup kerugian yang mungkin timbul terkait assets.
dengan aset yang diasuransikan.
Nilai wajar aset tetap dengan nilai buku The fair value of fixed assets with net book value of
sebesar Rp840.917 pada tanggal Rp840,917 as of December 31, 2021 based on
31 Desember 2021 berdasarkan laporan dari penilai independent appraisal reports amounted to
independen adalah sebesar Rp1.628.811. Jumlah Rp1,628,811. The net book value of fixed assets that
nilai buku aset tetap yang tidak dilakukan penilaian were not appraised by independent appraiser as of
pada tanggal 31 Desember 2021 sebesar December 31, 2021 amounted to Rp970,602.
Rp970.602. Manajemen berkeyakinan bahwa tidak Management believes that there is no significant
ada perbedaan signifikan antara nilai wajar dan difference between the fair value and carrying amount
jumlah tercatat aset tetap yang tidak dilakukan of these fixed assets.
penilaian tersebut.
Pada tanggal 31 Desember 2021 dan 2020, tidak As of December 31, 2021 and 2020, there is no fixed
terdapat aset tetap yang digunakan sebagai assets used as collateral.
jaminan.
13. ASET TAKBERWUJUD 13. INTANGIBLE ASSETS
Mutasi aset takberwujud adalah sebagai berikut: The movements in intangible assets are as follows:

Hak atas tanah 8.872 - - - 8.872 Land rights
Perangkat lunak dan lisensi 127.910 14.409 - - 142.319 Software and licenses
Total 136.782 14.409 - - 151.191 Total
Akumulasi amortisasi Accumulated amortization

Hak atas tanah (3.459) (406) - - (3.865) Land rights
Perangkat lunak dan lisensi (124.960) (7.074) - - (132.034) Software and licenses
Total (128.419) (7.480) - - (135.899) Total
Nilai buku neto 8.363 15.292 Net book value
59
13. ASET TAKBERWUJUD (lanjutan) 13. INTANGIBLE ASSETS (continued)

Hak atas tanah 8.872 - - - 8.872 Land rights
Perangkat lunak dan lisensi 124.371 3.539 - - 127.910 Software and licenses
Total 133.243 3.539 - - 136.782 Total
Akumulasi amortisasi Accumulated amortization

Hak atas tanah (3.053) (406) - - (3.459) Land rights
Perangkat lunak dan lisensi (116.445) (8.515) - - (124.960) Software and licenses
Total (119.498) (8.921) - - (128.419) Total
Amortisasi aset takberwujud dibebankan sebagai Intangible assets amortization is charged as follows:
berikut:

31 Desember/
2021 2020
Beban pokok pendapatan 6.511 7.993 Cost of revenues
Beban umum dan administrasi 969 928 General and administrative expenses
14. PROPERTI INVESTASI 14. INVESTMENT PROPERTIES
Mutasi properti investasi adalah sebagai berikut: The movements in investment properties are as
follows:
Tanah 50.586 - (534) - 50.052 Land
Bangunan, prasarana dan Buildings, improvement
instalasi 5.729 - - - 5.729 and installations
Total 56.315 - (534) - 55.781 Total
instalasi (4.556) (88) - - (4.644) and installations
60
14. PROPERTI INVESTASI (lanjutan) 14. INVESTMENT PROPERTIES (continued)

Tanah 50.586 - - - 50.586 Land
instalasi 14.105 - (8.376) - 5.729 and installations
Total 64.691 - (8.376) - 56.315 Total
instalasi (12.815) (117) 8.376 - (4.556) and installations
Untuk tahun 2021 dan 2020, beban penyusutan In 2021 and 2020, depreciation expenses amounting
masing-masing sebesar Rp88 dan Rp117 to Rp88 and Rp117, respectively, were charged to
seluruhnya dialokasikan ke “beban umum dan “general and administrative expenses” in profit or loss.
administrasi” dalam laba rugi.
Nilai wajar properti investasi pada tahun yang The fair value of investment properties for the years
berakhir pada tanggal 31 Desember 2021 dan 2020 ended December 31, 2021 and 2020 are calculated
dihitung berdasarkan Nilai Jual Objek Pajak based on taxable sale value (“NJOP”) amounted to
(“NJOP”) masing-masing sebesar Rp527.842 dan Rp527,842 and Rp500,146, respectively.
Rp500.146.
Penghasilan sewa dari properti investasi untuk Rental income from investment properties for the
tahun yang berakhir pada tanggal period ended December 31, 2021 and 2020 amounted
31 Desember 2021 dan 2020 masing-masing to Rp82,133 and Rp78,396, respectively.
sebesar Rp82.133 dan Rp78.396.
Pada tanggal 31 Desember 2021 dan 2020, As of December 31, 2021 and 2020, certain
beberapa properti investasi telah diasuransikan investment properties were covered by insurance
untuk semua risiko dengan nilai pertanggungan against all risks at a total coverage amounting to
masing-masing sebesar Rp25.342 dan Rp33.181. Rp25,342 and Rp33,181, respectively. Management
Manajemen berkeyakinan bahwa jumlah asuransi believes that the insurance coverage is adequate to
tersebut telah memadai untuk menutup kerugian cover possible losses.
yang mungkin timbul.
Berdasarkan penelaahan manajemen Grup, tidak Based on the review of the Group’s management,
terdapat kejadian-kejadian atau perubahan- there were no events or changes in circumstances
perubahan keadaan yang mengindikasikan adanya which indicate impairment in the value of investment
penurunan nilai properti investasi pada tanggal properties as of December 31, 2021 and 2020.
31 Desember 2021 dan 2020.
61
15. ASET HAK GUNA DAN LIABILITAS SEWA 15. RIGHTS OF USE ASSETS AND LEASE LIABILITIES
Mutasi aset hak guna adalah sebagai berikut: The movements in right of use assets are as follows:
Reklasifikasi
beban dibayar
Saldo awal/ Saldo transisi/ dimuka/ Saldo akhir/
Beginning Transition Penambahan/ Pengurangan/ Reclassifications Ending
Balance balance Additions Deductions prepaid rent balance

Tanah dan bangunan 58.470 - 2.896 (9.558) - 51.808 Land and buildings
Mesin dan peralatan 47.625 - 560 (8.334) - 39.851 Machinery and equipment
Alat transportasi 454.831 - 4.491 (7.423) - 451.899 Transportation equipment
Kapal 34.451 - 30.089 (39.856) - 24.684 Vessel
Total 595.377 - 38.036 (65.171) - 568.242 Total

Tanah dan bangunan (15.581) - (17.154) 9.558 - (23.177 ) Land and buildings
Mesin dan peralatan (19.428) - (16.623) 4.957 - (31.094 ) Machinery and equipment
Alat transportasi (207.925) - (215.119) 7.423 - (415.621 ) Transportation equipment
Kapal (20.804) - (21.726) 27.545 - (14.985 ) Vessel
Total (263.738) - (270.622) 49.483 - (484.877 ) Total

Reklasifikasi
beban dibayar
Saldo awal/ Saldo transisi/ dimuka/ Saldo akhir/
Beginning Transition Penambahan/ Pengurangan/ Reclassifications Ending
Balance balance Additions Deductions prepaid rent balance

Tanah dan bangunan - 30.719 15.417 - 12.334 58.470 Land and buildings
Mesin dan peralatan - 12.226 35.751 (352 ) - 47.625 Machinery and equipment
Alat transportasi - 441.157 24.683 (11.009 ) - 454.831 Transportation equipment
Kapal - 56.477 - (22.026 ) - 34.451 Vessel
Total - 540.579 75.851 (33.387 ) 12.334 595.377 Total

Tanah dan bangunan - - (15.581) - - (15.581 ) Land and buildings
Mesin dan peralatan - - (19.780) 352 - (19.428 ) Machinery and equipment
Alat transportasi - - (210.273) 2.348 - (207.925 ) Transportation equipment
Kapal - - (20.804) - - (20.804 ) Vessel
Total - - (266.438) 2.700 - (263.738 ) Total
Nilai buku neto - 331.639 Net book value
Liabilitas sewa terdiri dari: Lease liabilities consist of:

2021 2020
Bagian jatuh tempo
dalam waktu satu tahun 71.007 252.193 Current maturities
Bagian setelah dikurangi jatuh tempo 30.090 64.918 Net-off current maturities
Total 101.097 317.111 Total
Jumlah yang diakui dalam laporan laba rugi Amounts recognised in the consolidated statement of
komprehensif konsolidasian: comprehensive income:
31 Desember/
2021 2020
Bunga atas liabilitas sewa 16.887 33.659 Interest on lease liabilities
Beban penyusutan aset hak guna 270.622 266.438 Depreciation on right of use assets
Beban terkait liabilitas sewa Expense related to short-term liabilities
dengan nilai rendah atau jangka pendek 279.678 308.991 low-value assets
Total 567.187 609.088 Total
62
16. PINJAMAN BANK JANGKA PENDEK 16. SHORT-TERM BANK LOANS
Pinjaman bank jangka pendek terdiri dari: Short-term bank loans consist of:
2021 2020
Rupiah Rupiah
Pihak berelasi (Catatan 32e) Related parties (Note 32e)
PT Bank Mandiri (Persero) Tbk 36.467 - PT Bank Mandiri (Persero) Tbk
Pihak Ketiga Third parties
PT Bank ICBC Indonesia 11.505 - PT Bank ICBC Indonesia
Dolar AS US Dollar
Pihak berelasi (Catatan 32e) Related parties (Note 32e)
(Persero) Tbk - 1.063 (Persero) Tbk
PT Bank ICBC Indonesia 23.652 - PT Bank ICBC Indonesia
Total 167.975 110.714 Total
a. PT Bank UOB Indonesia a. PT Bank UOB Indonesia
Berdasarkan perjanjian kredit tanggal Based on a credit agreement dated

3 Desember 2015 yang terakhir kali diubah December 3, 2015 which was amended on
tanggal 22 Februari 2021, Perusahaan February 22, 2021, the Company obtained Multi
memperoleh fasilitas Multi Option Trade untuk Option Trade facilities for working capital
keperluan modal kerja yang terdiri dari purposes consisting of LC/SKBDN, TR, Clean
LC/SKBDN, TR, Clean Trust Receipt (“CTR”), Trust Receipt (“CTR”), Invoice Financing (“IF”)
Invoice Financing (“IF”) dan SBLC/BG dengan and SBLC/BG with a maximum combined limit of
batas maksimum gabungan sebesar US$20,000,000.
$AS20.000.000.
Fasilitas TR, CTR dan IF dikenakan bunga The TR, CTR and IF facilities bear interest at the
sebesar LIBOR ditambah marjin tertentu per rate of LIBOR plus certain margin per annum for
tahun untuk penarikan dalam Dolar AS dan withdrawal in US Dollar and JIBOR plus certain
JIBOR ditambah marjin tertentu per tahun untuk margin per annum for withdrawal in Rupiah.
penarikan dalam Rupiah. Fasilitas ini berjangka These facilities are available until February 3,
waktu sampai dengan tanggal 3 Februari 2022. 2022.
Fasilitas ini mengharuskan Perusahaan untuk These facilities require the Company to comply to
memenuhi beberapa persyaratan, diantaranya certain requirement, among others, financial
persyaratan rasio keuangan sebagaimana ratios as stipulated in the credit agreement. These
ditetapkan dalam perjanjian kredit. Fasilitas ini facilities are provided on a clean-basis.
diberikan tanpa jaminan (clean-basis).
Pada tanggal 31 Desember 2021 dan 2020, As of Desember 31, 2021 and 2020, the
saldo terutang fasilitas pinjaman ini masing- outstanding balances of these loan facilities
masing sebesar $AS5.108.875 (setara dengan amounted to US$5,108,875 (equivalent to
Rp72.945) dan Rp23.406 serta sebesar Rp72,945) and Rp23,406 and US$5,396,243
$AS5.396.243 (setara dengan Rp76.114) dan (equivalent to Rp76,114) and Rp33,537,
Rp33.537. respectively.
63
16. PINJAMAN BANK JANGKA PENDEK (lanjutan) 16. SHORT-TERM BANK LOANS (continued)
b. PT Bank ICBC Indonesia (“ICBC”) b. PT Bank ICBC Indonesia (“ICBC”)

21 Oktober 2015, Perusahaan memperoleh October 21, 2015, the Company obtained
fasilitas Omnibus Uncommitted untuk Uncommitted Ombinus facilities to finance the
membiayai keperluan Perusahaan yang terdiri Company’s expenditure consisting of on-demand
dari pinjaman tetap on-demand (“PTD”), LC, fixed loan (“PTD”), LC, SKBDN, TR and BG with
SKBDN, TR dan BG dengan batas maksimum a maximum combined limit of US$20,000,000.
gabungan sebesar $AS20.000.000.
Pada tanggal 21 September 2016 dilakukan As of September 21, 2016, the facilities have been
perpanjangan dan penambahan ETSA sebagai extended and amended with ETSA as Co-
Co-Borrower dengan maksimal penarikan Borrower with maximum amount of
sebesar $AS5.000.000. US$5,000,000.
Pada tanggal 10 Desember 2020 dilakukan As of December 10, 2020, the facilities have been
perpanjangan dan penambahan EFK sebagai extended and amended with EFK as Co-Borrower
Co-Borrower dengan maksimal penarikan with maximum amount of US$5,000,000.
sebesar $AS5.000.000.
Fasilitas PTD dikenakan bunga sebesar biaya The PTD facility bears interest at the rate of cost
pendanaan ICBC ditambah marjin tertentu per of fund of ICBC plus certain margin per annum for
tahun untuk penarikan dalam Dolar AS dan withdrawal in US Dollar and at certain fixed rate
sebesar suku bunga tetap tertentu per tahun per annum for withdrawal in Rupiah, while the
untuk penarikan dalam Rupiah, sementara UPAS/UFAM and TR facilities bear interest at the
fasilitas UPAS/UFAM dan TR dikenakan bunga rate of cost of fund of ICBC plus certain margin
sebesar biaya pendanaan ICBC ditambah per annum. These facilities will mature up to
marjin tertentu per tahun. Fasilitas ini akan jatuh October 31, 2022.
tempo sampai dengan tanggal
31 Oktober 2022.
Fasilitas ini mengharuskan Perusahaan untuk These facilities require the Company to comply to
memenuhi beberapa persyaratan, diantaranya certain requirement, among others, financial
persyaratan rasio keuangan sebagaimana ratios as stipulated in the credit agreement. These
ditetapkan dalam perjanjian kredit. Fasilitas ini facilities are provided on a clean-basis.
diberikan tanpa jaminan (clean-basis).
Pada tanggal 31 Desember 2021 dan 2020, As of December 31, 2021 and 2020, the
saldo terutang fasilitas pinjaman ini sebesar outstanding balance of these loan facilities
masing-masing $AS1.656.560 (setara dengan amounted to US$1,656,560 (equivalent to
Rp23.652) dan Rp11.505 dan RpNihil. Rp23,652) and Rp11,505 and RpNil, respectively.
c. PT Bank Mandiri (Persero) Tbk c. PT Bank Mandiri (Persero) Tbk

16 November 2018, Perusahaan memperoleh November 16, 2018, the Company obtained an
fasilitas non cash loan yang terdiri dari Standby non cash loan facility consisting of Standby Letter
Letter of Credit (“SBLC”)/Bank Garansi (“BG”), of Credit (“SBLC”)/Bank Guarantee (“BG”) and
dan Letter of Credit (“LC”)/Surat Kredit Letter of Credit (“LC”)/Surat Kredit Berdokumen
Berdokumen Dalam Negeri (“SKBDN”) dengan Dalam Negeri (“SKBDN”) with a maximum
batas maksimum gabungan sebesar combined limit of US$20,000,000 and Trust
$AS20.000.000 dan batas maksimum Trust Receipt (“TR”) with a maximum limit of
Receipt (“TR”) sebesar $AS12.000.000. US$12,000,000.
Fasilitas ini dikenakan bunga yang suku These facilities bear interest at the rate which will
bunganya akan ditetapkan secara negosiasi be determined through negotiation on withdrawal
pada saat realisasi dan fasilitas ini berjangka and these facilities are available until
waktu sampai dengan tanggal 15 November November 15, 2022.
2022.
64
16. PINJAMAN BANK JANGKA PENDEK (lanjutan) 16. SHORT-TERM BANK LOANS (continued)
c. PT Bank Mandiri (Persero) Tbk (lanjutan) c. PT Bank Mandiri (Persero) Tbk (continued)
Saldo terutang atas seluruh fasilitas pinjaman The outstanding balance of these loan facilities
ini sebesar Rp36.467 pada tanggal amounted to Rp36,467 as of December 31, 2021
31 Desember 2021 dan RpNihil pada tanggal and RpNil as of December 31, 2020.
31 Desember 2020.
d. PT Bank Negara Indonesia (Persero) Tbk d. PT Bank Negara Indonesia (Persero) Tbk
Berdasarkan perjanjian kredit tanggal Based on a credit agreement dated July 4, 2012,
4 Juli 2012 yang terakhir kali diubah pada with latest amandement on July 4, 2021, the
tanggal 4 Juli 2021, Perusahaan memperoleh Company obtained an Indirect Credit facility for
fasilitas Kredit Tidak Langsung untuk keperluan guarantee and working capital purposes
penjaminan dan modal kerja yang terdiri dari consisting of Standby Letter of Credit
Standby Letter of Credit (“SBLC”)/Bank Garansi (“SBLC”)/Bank Guarantee (“BG”), Letter of Credit
(“BG”), Letter of Credit (“LC”)/Surat Kredit (“LC”)/Surat Kredit Berdokumen Dalam Negeri
Berdokumen Dalam Negeri (“SKBDN”), Trust (“SKBDN”), Trust Receipt (“TR”), and post-
Receipt (“TR”), dan kredit modal kerja post- financing working capital credit with a maximum
financing dengan batas maksimum gabungan combined limit of US$50,000,000.The credit limit
sebesar $AS50.000.000. Batas kredit tersebut is eligible to be used by the Company’s
dapat digunakan oleh entitas anak. subsidiaries.
Fasilitas ini dikenakan bunga yang suku These facilities bear interest at the rate which will
bunganya akan ditetapkan secara negosiasi be determined through negotiation on withdrawal
pada saat realisasi dan fasilitas ini akan jatuh and these facilities will mature up to July 3, 2022.
tempo sampai dengan tanggal 3 Juli 2022.
Saldo terutang atas seluruh fasilitas pinjaman The outstanding balance of these loan facilities
ini sebesar $ASNihil (setara dengan amounted to US$Nil (equivalent to
RpNihil) pada tanggal 31 Desember 2021 dan RpNil) as of December 31, 2021 and US$75,368
$AS75.368 (setara dengan Rp1.063) pada (equivalent to Rp1,063) as of December 31, 2020.
tanggal 31 Desember 2020.
Pada tanggal 31 Desember 2021, Grup telah As of December 31, 2021, the Group has complied
memenuhi seluruh pembatasan yang diatur dalam with all covenants as required by the loan agreements.
perjanjian pinjaman.
Tingkat suku bunga kontraktual pinjaman bank Contractual interest rates on short-term bank loans are
jangka pendek adalah sebagai berikut: as follows:

31 Desember/
2021 2020
Rupiah Rupiah
Pinjaman pada suku bunga mengambang 6,00% - 7,50% 6,31% - 7,60% Loans at floating interest rate
Dolar AS US Dollar
Pinjaman pada suku bunga mengambang 0,51% - 2,90% 1,26% - 4,14% Loans at floating interest rate
65
17. UTANG USAHA 17. TRADE PAYABLES
Rincian utang usaha berdasarkan pemasok adalah The details of trade payables based on vendors are as
2021 2020
Pihak berelasi (Catatan 32f) 191.299 223.775 Related parties (Note 32f)
Total 671.338 685.105 Total
Rincian utang usaha berdasarkan mata uang adalah The details of trade payables based on currencies are as
2021 2020
Rupiah 656.502 602.484 Rupiah
Dolar AS 13.196 80.894 US Dollar
Dolar Singapura 1.167 1.219 Singapore Dollar
Euro 473 508 Euro
Total 671.338 685.105 Total
Saldo utang usaha pada tanggal 31 Desember 2021 Outstanding balances of trade payables as of
dan 2020 tidak memiliki jaminan. Tidak ada surat December 31, 2021 and 2020 are unsecured. There
jaminan yang diberikan maupun diterima untuk have been no guarantees provided or received for any
utang usaha. trade payables.
18. LIABILITAS JANGKA PENDEK LAINNYA 18. OTHER CURRENT LIABILITIES
Liabilitas jangka pendek lainnya terdiri dari: Other current liabilities consist of:
2021 2020
Titipan pelanggan 28.868 60.017 Customer deposits

Utang lain-lain 22.536 17.089 Other payables
Pendapatan diterima di muka 8.218 12.842 Unearned income
Utang lain-lain terutama merupakan utang pajak Other payables mainly represents regional tax for fuel
daerah atas penjualan bahan bakar serta setoran sales and non-tax state revenue (“PNBP”) for
Penerimaan Negara Bukan Pajak (“PNBP”) terkait downstream oil and gas activities.
aktivitas hilir migas.
66
19. PERPAJAKAN 19. TAXATION
a. Pajak dibayar di muka a. Prepaid taxes
Pajak dibayar di muka terdiri dari: Prepaid taxes consist of:

2021 2020
Pajak penghasilan badan: Corporate income tax:
Tahun berjalan 56.718 56.586 Current year
Tahun-tahun sebelumnya 66.782 41.029 Prior years
Pajak Pertambahan Nilai: Value Added Tax:
Tahun-tahun sebelumnya 256.247 332.162 Prior years
Total 693.350 895.463 Total
Bagian lancar 525.112 429.502 Current portion
Bagian tidak lancar 168.238 465.961 Non-current portion
Pada tahun 2021, Grup menerima sejumlah In 2021, the Group received several tax
surat ketetapan pajak terkait dengan restitusi assessment letters in relation to its claims for tax
pajak yang diajukan (Catatan 19e). refund (Note 19e).
b. Utang pajak b. Taxes payable
Utang pajak terdiri dari: Taxes payable consists of:
2021 2020
Pajak penghasilan badan: Corporate income tax:
Tahun-tahun sebelumnya 1.444 - Prior years
Pajak lain-lain: Other taxes:
Pajak final pasal 4 (2) 2.407 662 Final tax article 4 (2)
Pajak final pasal 15 910 711 Final tax article 15
Pajak penghasilan pasal 21 11.268 7.642 Income tax article 21
Pajak penghasilan pasal 22 620 382 Income tax article 22
Pajak penghasilan pasal 23 3.350 2.748 Income tax article 23
Pajak Pertambahan Nilai 16.506 12.258 Value Added Tax
Utang pajak lainnya - 43 Other tax payables
67
19. PERPAJAKAN (lanjutan) 19. TAXATION (continued)
b. Utang pajak (lanjutan) b. Taxes payable (continued)
Berdasarkan Peraturan Menteri Keuangan Based on the Finance Minister Regulation

No. 37/PMK.03/2015 tanggal 4 Maret 2015, No. 37/PMK.03/2015 dated March 4, 2015, the
Perusahaan ditunjuk sebagai pemungut Pajak Company was appointed as Value Added Tax
Pertambahan Nilai (“PPN”) efektif tanggal collector effective April 1, 2015. As such, the
1 April 2015. Dengan adanya peraturan ini, Company collects, pays and reports the VAT
Perusahaan memungut, menyetor dan arising from the sales of goods and services by
melaporkan PPN yang terutang atas other parties to the Company.
penyerahan barang dan jasa oleh pihak lain
kepada Perusahaan.
Berdasarkan Peraturan Menteri Keuangan Based on the Finance Minister Regulation

No. 107/PMK.10/2015 tanggal 8 Juni 2015, No. 107/PMK.10/2015 dated June 8, 2015, the
Perusahaan ditunjuk sebagai pemungut pajak Company was appointed as income tax article 22
penghasilan pasal 22 efektif tanggal collector effective August 8, 2015.
8 Agustus 2015.
Saldo utang pajak termasuk PPN dan pajak The balances of taxes payable include the VAT
penghasilan pasal 22 yang belum disetor ke kas and income tax article 22 which have not yet been
negara atas kewajiban ini. paid to the treasury fund arising from such
obligation.
c. Beban pajak penghasilan c. Income tax expense

Beban pajak penghasilan terdiri dari: Income tax expense consists of:
31 Desember/
2021 2020
Beban pajak kini: Current tax expenses:
Penyesuaian atas hasil surat
ketetapan pajak 153 5.178 Adjustment for tax assessment letter
89.763 87.104
Beban pajak tangguhan 4.105 8.688 Deferred tax expense
68
c. Beban pajak penghasilan (lanjutan) c. Income tax expense (continued)
Rekonsiliasi antara beban pajak penghasilan The reconciliation between income tax expense as
yang dihitung dengan menggunakan tarif pajak computed with the applicable tax rate from profit
yang berlaku dari laba sebelum beban pajak before income tax expense as shown in the
penghasilan sebagaimana tercantum pada consolidated statement of profit or loss and other
laporan laba rugi dan penghasilan comprehensive income and income tax expense is
komprehensif lain konsolidasian dan beban as follows:
pajak penghasilan adalah sebagai berikut:
31 Desember/
2021 2020
Laba sebelum pajak penghasilan
badan menurut laporan laba rugi Profit before corporate income tax
dan penghasilan komprehensif lain in consolidated statement of profit or loss
konsolidasian 202.720 344.877 and other comprehensive income
Dikurangi: Rugi (laba) dari pendapatan Less: Loss (profit) from revenue
yang dikenakan pajak final 13.306 (73.652) subject to final tax
Laba yang dikenakan pajak penghasilan 216.026 271.225 Profit subject to income tax
Pajak penghasilan dihitung dengan Income tax calculated at
tarif yang berlaku 41.045 51.533 applicable rate
Dampak perbedaan permanen: Effect of permanent differences:
Beban yang tidak dapat dikurangkan
untuk tujuan perpajakan 79.952 43.770 Non-deductible expenses
Rugi (laba) penjualan aset tetap (465) (286) Loss (gain) on sale of fixed asset
Pendapatan keuangan yang
dikenakan pajak final (4.608) (5.497) Finance income subject to final tax
Beban bunga yang tidak dapat
dikurangkan untuk tujuan
perpajakan 2.320 1.094 Non-deductible finance expenses
Hasil ketetapan pajak 153 5.178 Tax assessment letters
Effect on temporary differences
Rugi fiskal yang tidak diakui sebagai Tax loss not recognized as
aset pajak tangguhan (24.529) - deferred tax assets
Beban pajak penghasilan 93.868 95.792 Income tax expense
69
Rekonsiliasi antara laba sebelum pajak The reconciliation between the profit before
penghasilan seperti yang tercantum dalam income tax expense as shown in the consolidated
laporan laba rugi dan penghasilan statement of profit or loss and other
komprehensif lain konsolidasian dan estimasi comprehensive income (loss) and the current
laba (rugi) kena pajak Perusahaan periode period estimated taxable income of the Company
berjalan adalah sebagai berikut: is as follows:

31 Desember/
2021 2020
Laba sebelum pajak penghasilan -
konsolidasian 202.720 344.877 Profit before income tax - consolidated
Dikurangi: Laba sebelum pajak
penghasilan - entitas anak (390.229) (370.547) Less: Profit before income tax - subsidiaries
Rugi sebelum pajak penghasilan - Loss before income tax
Perusahaan (187.509) (25.670) - the Company
Ditambah (dikurangi): Laba dari
pendapatan yang dikenakan Add (less): Profit from revenue
pajak final - Perusahaan 40.201 18.367 subject to final tax - the Company
Rugi yang dikenakan pajak Loss subject
penghasilan - Perusahaan (147.308) (7.303) to income tax - the Company
Perbedaan temporer: Temporary differences:

Penyusutan aset tetap (13.884) 49.491 Fixed assets depreciation
Gaji, upah dan kesejahteraan
karyawan (33.585) (22.916) Salaries, wages and employee benefits
Liabilitas imbalan kerja 9.121 6.831 Employee benefits liability
Penyisihan penurunan nilai (334) (328) Allowance for impairment
Sewa 4.147 9.043 Lease
Perbedaan permanen: Permanent differences:
Beban yang tidak dapat dikurangkan
untuk tujuan perpajakan 54.064 24.117 Non-deductible expenses
Rugi penjualan aset tetap (2.450) (1.506) Loss on sale of fixed asset
Beban bunga yang tidak dapat
dikurangkan untuk tujuan perpajakan 12.212 5.755 Non-deductible Interest expenses
Pendapatan keuangan yang
dikenakan pajak final (12.724) (13.971) Finance income subject to final tax
Taksiran laba kena pajak Estimated taxable income
(rugi pajak) - Perusahaan (130.741) 49.213 (tax loss) - the Company
Beban pajak kini dengan Current income tax calculated at

tarif yang berlaku - Perusahaan - 9.350 applicable rate - the Company
70
Perhitungan beban pajak kini - periode/tahun The calculation of current tax expense - current
berjalan dan taksiran lebih bayar dan kurang period/year and estimated overpayment and
bayar pajak penghasilan badan adalah sebagai underpayment of corporate income tax is as
berikut: follows:

31 Desember/
2021 2020
Beban pajak kini - tahun berjalan: Current tax expenses - current year:
Perusahaan - 9.350 The Company
Entitas anak 89.610 72.576 Subsidiaries
89.610 81.926
Dikurangi: Pembayaran di muka Less: Prepayment of income

pajak penghasilan: taxes:
Perusahaan (51.356) (64.809) The Company
Entitas anak (69.191) (71.688) Subsidiaries
(120.547) (136.497)
Taksiran lebih bayar Estimated overpayment of

pajak penghasilan: income tax:
Perusahaan 51.356 55.459 The Company
Entitas anak 5.362 1.127 Subsidaries
56.718 56.586
Taksiran kurang bayar Estimated underpayment of

pajak penghasilan: income tax:
Entitas anak 25.781 2.015 Subsidaries
Pajak penghasilan badan dihitung untuk Corporate income tax is calculated for each
masing-masing perusahaan sebagai entitas individual company as a separate legal entity.
yang terpisah secara hukum.
Perhitungan taksiran penghasilan kena pajak The calculation of estimated taxable income at the
pada akhir tahun menjadi dasar dalam end of year is used as a basis in filling the annual
pengisian Surat Pemberitahuan Tahunan Pajak corporate income tax return.
Penghasilan Badan.
Berdasarkan undang-undang perpajakan yang Under the taxation laws of Indonesia, entities
berlaku di Indonesia, entitas-entitas di dalam within the Group calculate and pay tax on the
Grup menghitung dan membayar sendiri basis of self assessment. The Directorate General
besarnya jumlah pajak yang terutang. Direktorat of Tax may assess or amend tax liabilities within
Jenderal Pajak dapat menetapkan atau 5 (five) years of the time the tax becomes due.
mengubah liabilitas pajak dalam batas waktu 5
(lima) tahun sejak saat terutangnya pajak.
71

d. Aset pajak tangguhan d. Deferred tax assets
Mutasi aset pajak tangguhan adalah sebagai The movements in deferred tax assets are as
berikut: follows:
Dibebankan ke/Charged to
Saldo Saldo
awal/ akhir/
Beginning Laba (rugi)/ Ekuitas/ Ending
balance Profit (loss) Equity balance
Penyusutan aset tetap 61.164 (2.310) - 58.854 Fixed assets depreciation

Penyisihan penurunan nilai Allowance for impairment of
aset keuangan 34.466 1.882 - 36.348 financial assets
Beban akrual untuk bonus 7.385 (7.263) - 122 Accrued expense for bonuses
Liabilitas imbalan kerja 14.926 2.877 (866) 16.937 Employee benefits liability
Penyisihan persediaan Allowance for inventory
usang 2.071 (207) - 1.864 obsolescence
Lain-lain (masing-masing
di bawah Rp5.000) (2.381) 916 - (1.465) Others (each below Rp5,000)
Total 117.631 (4.105) (866) 112.660 Total

Dibebankan ke/Charged to
Saldo Saldo
awal/ akhir/
Beginning Laba (rugi)/ Ekuitas/ Ending
balance Profit (loss) Equity balance
Penyusutan aset tetap 58.769 2.395 - 61.164 Fixed assets depreciation

Penyisihan penurunan nilai Allowance for impairment of
aset keuangan 39.532 (5.066) - 34.466 financial assets
Beban akrual untuk bonus 14.123 (6.738) - 7.385 Accrued expense for bonuses
Liabilitas imbalan kerja 13.723 2.324 (1.121) 14.926 Employee benefits liability
Penyisihan persediaan Allowance for inventory
usang 1.689 382 - 2.071 obsolescence
di bawah Rp5.000) (238) (1.985) (158) (2.381) Others (each below Rp5,000)
Total 127.598 (8.688) (1.279) 117.631 Total
e. Hasil pemeriksaan pajak signifikan e. Significant tax assessment

Perusahaan The Company
Pada tahun 2021, Perusahaan menerima In 2021, the Company received refund on
pengembalian lebih bayar pajak atas PPN dan overpayment of VAT for fiscal year 2019 and
pajak penghasilan badan untuk tahun pajak 2020. After being compensated with
2019 dan 2020. Setelah dikompensasikan underpayment for the same tax periods, the net
dengan kurang bayar pajak untuk masa pajak refund received amounted to Rp490,118. The
yang sama, jumlah yang diterima sebesar Group recognized income amounted Rp5,836
Rp490.118. Grup mengakui pendapatan related to such refund in profit or loss for 2021. In
sebesar Rp5.836 sehubungan dengan restitusi addition, the Company also paid the notice of tax
tersebut dalam laba rugi 2021. Disamping itu, collection of VAT for fiscal year 2019 amounted to
Perusahaan juga melakukan pembayaran atas Rp8.
surat tagihan pajak PPN tahun pajak 2019
sebesar Rp8.
72
e. Hasil pemeriksaan pajak signifikan e. Significant tax assessment (continued)

(lanjutan)
Pada tahun 2020, Perusahaan menerima In 2020, the Company received refund on
pengembalian lebih bayar pajak atas PPN dan overpayment of VAT and corporate income tax for
pajak penghasilan badan untuk tahun pajak fiscal year 2018. After being compensated with
2018. Setelah dikompensasikan dengan kurang underpayment and notice of tax collection for the
bayar pajak serta surat tagihan pajak untuk same tax periods, the net refund received
masa yang sama, jumlah yang diterima sebesar amounted to Rp204,610. The Group recognized
Rp204.610. Grup mengakui pendapatan income amounted Rp2,192 related to such refund
sebesar Rp2.192 sehubungan dengan restitusi in profit or loss for 2020. Furthermore, the
tersebut dalam laba rugi tahun 2020. Disamping Company received refund on request for
itu, Perusahaan juga menerima pengembalian reduction or cancellation to the Tax Office on VAT
atas surat tagihan pajak terkait pengembalian for fiscal year 2017 amounted to Rp427.
pajak PPN tahun pajak 2017 sebesar Rp427.
EPN, PND, ETSA EPN, PND, ETSA
Pada tahun 2021, EPN, PND dan ETSA In 2021, EPN, PND and ETSA refund on
menerima pengembalian lebih bayar pajak atas overpayment of received refund on overpayment
PPN dan pajak penghasilan badan untuk tahun of VAT and corporate income tax for fiscal year
pajak 2019. Setelah dikompensasikan dengan 2019. After being compensated with
kurang bayar serta surat tagihan pajak underpayment of various taxes and notice of tax
beberapa jenis pajak untuk tahun pajak yang collection for the same fiscal year, the net refund
sama, jumlah yang diterima sebesar Rp96.730. received amounted to Rp96,730. The Group
Grup mengakui beban sebesar Rp153 recognized expenses amounting to Rp153 related
sehubungan dengan restitusi tersebut dalam to such refund in profit or loss for 2021.
laba rugi tahun 2021.
Pada tahun 2020, EPN dan ETSA menerima In 2020, EPN and ETSA refund on overpayment
pengembalian lebih bayar pajak atas PPN dan of received refund on overpayment of VAT and
pajak penghasilan badan untuk tahun pajak corporate income tax for fiscal year 2018. After
2018. Setelah dikompensasikan dengan kurang being compensated with underpayment of various
bayar serta surat tagihan pajak beberapa jenis taxes and notice of tax collection for the same
pajak untuk tahun pajak yang sama, jumlah fiscal year, the net refund received amounted to
yang diterima sebesar Rp222.193. Grup Rp222,193. The Group recognized expenses
mengakui beban sebesar Rp5.178 sehubungan amounting to Rp5,178 related to such refund in
dengan restitusi tersebut dalam laba rugi tahun profit or loss for 2020.
2020.
f. Beban pajak final f. Final tax expense
Beban pajak final timbul dari pajak final atas Final tax expense arises from final taxes on
pendapatan jasa penyewaan ruangan kantor revenue from rental of office space and barges,
dan tongkang, serta penjualan bahan bakar. and sales of fuel.
g. Tarif pajak g. Tax rates
Pada tanggal 29 Oktober 2021, Pemerintah On October 29, 2021, the Government issued the
menerbitkan Undang-Undang Republik Law of the Republic of Indonesia Number 7 Year
Indonesia Nomor 7 Tahun 2021 yang 2021 which stipulates, among others, addition to
menetapkan, antara lain, kenaikan tarif pajak the tax rates for corporate income taxpayers and
penghasilan wajib pajak badan dalam negeri permanent establishment entities from previously
dan bentuk usaha tetap dari semula 20% 20% to become 22% for fiscal year 2021 and
menjadi 22% untuk tahun pajak 2021 dan onwards for corporate income taxpayers that fulfill
seterusnya untuk wajib pajak dalam negeri yang certain criteria.
memenuhi persyaratan tertentu.
73
g. Tarif pajak (lanjutan) g. Tax rates (continued)
Perusahaan terbuka yang memenuhi syarat- Publicly listed entitties which comply with certain
syarat tertentu berhak memperoleh penurunan requirements are entitled to a tax rate reduction
tarif pajak penghasilan yang berlaku. Untuk from the applicable tax rates. For the fiscal year
tahun pajak 2021, Perusahaan memenuhi 2021, the Company complied with these
persyaratan syarat-syarat tersebut dan telah requirement and has therefore applicable the
menetapkan tarif pajak yang lebih rendah. lower tax rates.
20. BEBAN AKRUAL 20. ACCRUED EXPENSES
Beban akrual terdiri dari: Accrued expenses consist of:
2021 2020
Jasa subkontrak 547.028 364.077 Sub-contract services
Beban proyek 360.821 228.292 Project expenses
Pembelian persediaan 194.185 267.199 Purchase of inventories
Sewa dan fasilitas kantor 119.851 113.147 Rental and office facilities
Lain-lain (masing-masing di bawah Rp5.000) 79.843 74.485 Others (each below Rp5,000)
Total 1.301.728 1.047.200 Total
21. PINJAMAN BANK JANGKA PANJANG 21. LONG-TERM BANK LOANS
Pinjaman bank jangka panjang terdiri dari: Long-term bank loans consist of:
2021 2020
Dolar AS US Dollar
Pinjaman Sindikasi 166.829 428.315 Syndicated Loan
Rupiah Rupiah
Pinjaman Sindikasi - 203.631 Syndicated Loan
Total pinjaman bank 166.829 631.946 Total bank loans
Biaya pinjaman yang belum diamortisasi (1.607) (3.334) Unamortized costs of loan
Neto 165.222 628.612 Net
Bagian lancar Current portion

Pinjaman bank 144.997 291.667 Bank loans
Biaya pinjaman yang belum diamortisasi (965) (1.430) Unamortized costs of loans
Neto 144.032 290.237 Net
Bagian tidak lancar Non-current portion

Pinjaman bank 21.832 340.279 Bank loans
Biaya pinjaman yang belum diamortisasi (642) (1.904) Unamortized costs of loans
Neto 21.190 338.375 Net
74
21. PINJAMAN BANK JANGKA PANJANG (lanjutan) 21. LONG-TERM BANK LOANS (continued)
a. Pinjaman Sindikasi a. Syndicated Loans
Pada tanggal 22 Februari 2018, Perusahaan As of February 22, 2018, the Company and
dan entitas anak (EPN dan ETSA) memperoleh Subsidiaries (EPN and ETSA) obtained
fasilitas kredit sindikasi dari PT Bank Sumitomo Syndicated Loan facilities from PT Bank
Mitsui Indonesia, The Bank of Tokyo-Mitsubishi Sumitomo Mitsui Indonesia, The Bank of Tokyo-
UFJ Ltd., Cabang Jakarta, PT Bank ICBC Mitsubishi UFJ Ltd., Jakarta Branch, PT Bank
Indonesia dan PT Bank UOB Indonesia. ICBC Indonesia and PT Bank UOB Indonesia.
Pada tanggal 14 September 2020 terdapat As of September 14, 2020, Transfer Agreement is
Perjanjian Transfer mengenai pengalihan made by the MUFG Bank, Ltd., Jakarta Branch
pinjaman dari MUFG Bank, Ltd., Cabang (The Bank of Tokyo-Mitsubishi UFJ Ltd., Jakarta
Jakarta (The Bank of Tokyo-Mitsubishi UFJ Ltd., Branch) “Existing Lender” to PT Bank Danamon
Cabang Jakarta) kepada PT Bank Danamon Indonesia, Tbk “The New Lender”. Therefore, this
Indonesia, Tbk. Maka dari itu, Pinjaman syndicated loan obtained from PT Bank BTPN
Sindikasi saat ini diperoleh dari PT Bank BTPN Tbk. (Bank Sumitomo Mitsui), PT Bank Danamon
Tbk. (Bank Sumitomo Mitsui), PT Bank Indonesia, Tbk., PT Bank ICBC Indonesia dan PT
Danamon Indonesia, Tbk., PT Bank ICBC Bank UOB Indonesia, which are divided into 3
Indonesia dan PT Bank UOB Indonesia, yang (three) tranches as follows:
terbagi dalam 3 (tiga) tranche, yaitu:
Tranche A Tranche A
Tranche A dengan batas maksimum sebesar Tranche A with a maximum limit facility of
$AS30.000.000 dan akan jatuh tempo dalam US$30,000,000 and will mature in 60 (sixty)
waktu 60 (Enam puluh) bulan sejak tanggal months since the date of agreement. The loan will
perjanjian. Pinjaman ini akan dibayarkan be paid through 48 (forty eight) monthly
melalui cicilan bulanan sebanyak 48 (empat installment starting 13 (thirteen) months after the
puluh delapan) kali dimulai setelah 13 (tiga date of this agreement.
belas) bulan sejak tanggal perjanjian ini.
Tranche B1 Tranche B1
Tranche B1 dalam mata uang Dolar AS dengan Tranche B1 in US Dollar currency with maximum
batas maksimum sebesar $AS25.000.000 dan limit facilities of US$25,000,000 and will mature in
akan jatuh tempo dalam waktu 60 (enam puluh) 60 (sixty) months since the date of agreement.
bulan sejak tanggal perjanjian. Pinjaman ini The loan will be paid through 36 (thirty six)
akan dibayarkan melalui cicilan bulanan monthly installment starting 25 (twenty five)
sebanyak 36 (tiga puluh enam) kali dimulai months after the date of this agreement.
setelah 25 (dua puluh lima) bulan sejak tanggal
perjanjian ini.
Tranche B2 Tranche B2
Tranche B2 dalam mata uang Rupiah dengan Tranche B2 in Rupiah currency with maximum
batas maksimum setara dengan limit facility equivalent to US$25,000,000 and will
$AS25.000.000 dan akan jatuh tempo dalam mature in 60 (sixty) months since the date of
waktu 60 (enam puluh) bulan sejak tanggal agreement. The loan will be paid through 36 (thirty
perjanjian. Pinjaman ini akan dibayarkan six) monthly installment starting 25 (twenty five)
melalui cicilan bulanan sebanyak 36 (tiga puluh months after the date of this agreement.
enam) kali dimulai setelah 25 (dua puluh lima)
bulan sejak tanggal perjanjian ini.
EPN dan ETSA memperoleh fasilitas Tranche EPN and ETSA obtained Tranche B1 and Tranche
B1 dan Tranche B2 dengan batas maksimum B2 facility with maximum limit of US$20,000,000
masing-masing sebesar $AS20.000.000 dan and US$8,000,000, respectively.
$AS8.000.000.
75
a. Pinjaman Sindikasi (lanjutan) a. Syndicated Loans (continued)
Fasilitas-fasilitas tersebut juga mencakup These facilities contain certain restrictions for the
persyaratan yang membatasi hak Perusahaan, Company, EPN and ETSA such as, among
EPN dan ETSA antara lain untuk mengijinkan others, permit to subsist any security or quasi-
adanya jaminan dan atau kuasi-jaminan atas security for any of its assets except for permitted
salah satu asetnya kecuali untuk jaminan yang security, disposal of assets except for permitted
diperbolehkan, melepas aset-aset kecuali untuk disposal, conduct merger, consolidation or
pelepasan yang diperbolehkan, melangsungkan corporate reconstruction except with prior consent
merger, konsolidasi atau rekonstruksi korporasi, of the Syndicate, conduct substantial changes of
melakukan akuisisi atau investasi lainnya its business, enter into any derivative transaction,
kecuali dengan persetujuan dari Sindikasi, be a creditor of any financial indebtness or remain
melakukan perubahan kegiatan usaha yang outstanding any guarantee in respect of any
substansial, melangsungkan transaksi derivatif, obligations of any entity, and incur or permit to
menjadi kreditur sehubungan dengan suatu remain outstanding, any financial indebtness
utang keuangan atau membiarkan adanya except for permitted financial indebtness.
penanggungan sehubungan dengan kewajiban
pihak manapun, serta menimbulkan atau
mengijinkan adanya utang keuangan yang
tertunggak kecuali untuk utang keuangan yang
diperbolehkan.
Fasilitas-fasilitas tersebut juga mengharuskan These facilities also require the Company, EPN
Perusahaan, EPN dan ETSA untuk memenuhi and ETSA to maintain certain financial ratios as
persyaratan rasio keuangan sebagaimana stated in the credit facilities agreement.
disebutkan dalam perjanjian kredit.
Fasilitas-fasilitas tersebut diberikan tanpa These facilities were provided on a clean-basis.

jaminan (clean-basis).
Saldo terutang atas fasilitas-fasilitas pinjaman The outstanding balance of these loan facilities
ini masing-masing sebesar Tranche A: each amounted to Tranche A: US$1,962,121
$AS1.962.121 (setara dengan Rp28.015), (equivalent to Rp28,015), Tranche B1:
Tranche B1: $AS9.722.222 (setara dengan US$9,722,222 (equivalent to Rp138,814) and
Rp138.814) dan Tranche B2: RpNihil pada Tranche B2: RpNil as of December 31, 2021,
tanggal 31 Desember 2021, dan masing-masing respectively, and amounted to to Tranche A:
sebesar Tranche A: $AS12.310.606 (setara US$12,310,606 (equivalent to Rp173,641),
dengan Rp173.641), Tranche B1: Tranche B1: US$18,055,556 (equivalent to
$AS18.055.556 (setara dengan Rp254.674) Rp254,674) and Tranche B2: Rp203,631,
dan Tranche B2: Rp203.631 pada tanggal 31 respectively, as of December 31, 2020. For the
Desember 2020. Atas sisa saldo pinjaman remaining balance of Tranche B2 amounting
Tranche B2 sebesar Rp140.975 dilakukan Rp140,975, early repayment has been carried out
pelunasan dipercepat pada bulan September in September 2021.
2021.
Pada tanggal 31 Desember 2021 dan 2020, Grup As of December 31, 2021 and 2020, the Group has
telah memenuhi seluruh pembatasan yang diatur complied with all covenants as required by the loan
dalam perjanjian pinjaman. agreements.
76
Tingkat suku bunga kontraktual pinjaman bank Contractual interest rates on long-term bank loans are
jangka panjang adalah sebagai berikut: as follows:
31 Desember/
2021 2020
Rupiah Rupiah
Pinjaman pada suku bunga mengambang 7,50% 7,50% Loans at floating interest rate
Dolar AS US Dollar
Pinjaman pada suku bunga mengambang 1,77% 1,83% Loans at floating interest rate
22. UTANG SUKUK 22. SUKUK PAYABLE
Utang sukuk terdiri dari: Sukuk payable consist of:

2021 2020
Sukuk Ijarah Berkelanjutan 1 Sukuk Ijarah Sustainable 1
Tahap 1 Tahun 2020 700.000 700.000 Phase 1 Year 2020
Biaya penerbitan sukuk yang Unamortized issuance
belum diamortisasi (2.331) (2.981) costs of sukuk
Total 697.669 697.019 Total
Pada tanggal 3 Agustus 2020, Perusahaan telah On August 3, 2020, the Company has obtained an
mendapatkan pernyataan efektif dari Otoritas Jasa effective statement from Otoritas Jasa Keuangan
Keuangan (OJK) atas penerbitan Sukuk Ijarah (OJK) on the issuance of Sukuk Ijarah Berkelanjutan
Berkelanjutan 1 Elnusa Tahap 1 Tahun 2020 (sustainable Sukuk Ijarah) 1 Phase 1 Year 2020, with
dengan sisa imbalan Ijarah sebesar Rp700.000. residual Ijarah Benefits amounted to Rp700,000. The
Sukuk Ijarah ini diterbitkan tanpa warkat dan dijamin Sukuk Ijarah is issued without notes and guaranteed
dengan kesanggupan penuh (full commitment) dan with full commitments and offered with 100% value of
ditawarkan dengan nilai 100% dari jumlah sisa residual Ijarah benefits, with period of 5 (five) years
imbalan Ijarah, dengan jangka waktu 5 (lima) tahun from the issue date. The Ijarah Installments amounted
sejak tanggal emisi. Cicilan Imbalan Ijarah adalah Rp63,000, or equivalent of 9% annually, which will be
sebesar Rp63.000, atau ekuivalen sebesar 9% per paid every 3 (three) months and will be due on August
tahun yang akan dibayarkan setiap 3 (tiga) bulan, 11, 2025.
dan jatuh tempo 11 Agustus 2025.
Total dana yang diterima Perusahaan pada tanggal Total funds received by the Company on August 11,
11 Agustus 2020 dari hasil penerbitan Perdana 2020 from the first issuance of Sukuk Ijarah
Sukuk Ijarah Berkelanjutan 1 Elnusa Tahap 1 Tahun Berkelanjutan 1 Elnusa Tahap 1 Tahun 2020 was
2020 adalah sebesar Rp700.000. Sesuai dengan Rp700,000. Based on the agreement between the
perjanjian Perusahaan dengan PT Bank Rakyat Company and PT Bank Rakyat Indonesia (Persero)
Indonesia (Persero) Tbk selaku wali amanat dan Tbk. as Trustee and the Company’s prospectus, the
prospektus penawaran sukuk ijarah Perusahaan, fund will be used for investment and working capital.
dana tersebut akan digunakan untuk investasi dan
modal kerja.
Objek ijarah yang mendasari penerbitan sukuk Ijarah objects underlying the issuance of sukuk are the
adalah hak manfaat atas aset tetap tertentu berupa relevant beneficial interest of certain fixed assets of
tanah dan bangunan yang dimiliki oleh Perusahaan. land and building which owned by the company.
Sukuk ini megharuskan Perusahaan untuk The sukuk requires the Company to comply to certain
memenuhi beberapa persyaratan, diantaranya requirement, among others, financial ratios as
persyaratan rasio keuangan sebagaimana stipulated in the credit agreement.
ditetapkan dalam perjanjian kredit.
77
22. UTANG SUKUK (lanjutan) 22. SUKUK PAYABLE (continued)
Pada tanggal 31 Desember 2021, Perusahaan telah As of December 31, 2021, the Company has complied
memenuhi seluruh pembatasan yang diatur dalam with all the covenants as required by the sukuk
perjanjian sukuk. agreement.
Perusahaan dapat membeli kembali sebagian atau The company can buy back part or all of the sharia
seluruh sukuk pada harga pasar, setelah satu tahun bonds, after the first anniversary of the sharia bonds,
dari tanggal penerbitan. Berdasarkan laporan at market price. Based on the latest rating report
pemeringkatan terakhir yang dipublikasikan oleh PT issued by PT Pefindo, rating of the Company’s sharia
Pefindo, peringkat sukuk Perusahaan adalah idAA- bonds is idAA-(sy) (double A minus sharia) and the
(sy) (double A minus syariah) dan peringkat rating of the Company is idAA-/stable (double A minus;
Perusahaan adalah idAA-/stable (double A minus; stable outlook).
stable outlook).
Seluruh sukuk ini tidak dijamin dengan aset tertentu All sharia bonds are neither collateralized by any
yang dimiliki oleh Perusahaan maupun oleh pihak specific Company’s assets nor guaranteed by other
lain. Semua aset Perusahaan digunakan sebagai parties. All of the Company’s assets are used by
jaminan paripassu untuk semua kewajiban paripassu security to all of the Company’s other
Perusahaan termasuk sukuk. liabilities including the sharia bonds.
23. PENDAPATAN DITANGGUHKAN 23. DEFERRED INCOME
Pendapatan ditangguhkan merupakan selisih antara Deferred income is the difference between the book
nilai buku aset tetap sewa pembiayaan dengan value of fixed assets under finance lease with the
jumlah penerimaan minimum sewa pembiayaan. minimum amount received from finance lease.
2021 2020
Pendapatan tangguhan Deferred income

(Catatan 32g dan 33b) 80.250 90.950 (Note 32g and 33b)
Bagian lancar 10.700 10.700 Current portion

Total setelah dikurangi bagian lancar 69.550 80.250 Total net of current portion
24. IMBALAN KERJA 24. EMPLOYEE BENEFITS

Aset program imbalan pensiun (liabilitas imbalan Pension benefit plan assets (employee benefits
kerja) yang diakui dalam laporan posisi keuangan liability) recognized in the consolidated statement of
konsolidasian adalah sebagai berikut: financial position are as follows:
2021 2020
Liabilitas imbalan kerja Employee benefits liability

Program imbalan pensiun - Asuransi 44.982 38.521 Pension benefits - Insurance
Imbalan kerja jangka panjang lainnya 32.008 29.326 Other long-term employee benefits
Perhitungan aktuarial untuk tahun yang berakhir The actuarial calculations for the year ended
pada tanggal 31 Desember 2021 dan 31 Desember December 31, 2021 and December 31, 2020 was
2020 dilakukan oleh PT Sentra Jasa Aktuaria, performed by PT Sentra Jasa Aktuaria, using the
dengan menggunakan metode Projected Unit Projected Unit Credit method.
Credit.
78
24. IMBALAN KERJA (lanjutan) 24. EMPLOYEE BENEFITS (continued)
a. Program imbalan pensiun a. Pension benefits plan

Imbalan pensiun - Asuransi Pension benefits - Insurance
Grup menyelenggarakan program pensiun The Group has a defined benefit pension plan
imbalan pasti untuk semua karyawan tetap yang covering all permanent employees which is
dikelola oleh beberapa perusahaan asuransi. managed by several insurance companies.
Asumsi-asumsi penting yang digunakan oleh The significant assumptions used by the actuary
aktuaris dalam laporannya adalah sebagai in its reports are as follows:
berikut:
Tingkat diskonto : 3,40% - 7,55% pada tahun 2021 : Discount rate
dan 3,26% - 7,80% pada tahun 2020
3.40% - 7.55% per annum in 2021
3.26% - 7.80% per annum in 2020
Tingkat kenaikan gaji : 7% per tahun / 7% per annum : Salary increase rate
Tingkat kematian : Tabel Mortalita Indonesia 2019 pada tahun 2020 : Mortality rate
Indonesian Mortality Table 2019 in 2020
Usia pensiun Retirement age
Perusahaan, EFK, SCU, The Company, EFK, SCU,
PND, ETSA : 56 tahun / 56 years old : PND, ETSA
EPN : 57 tahun / 57 years old : EPN
Tingkat pengunduran diri Resignation rate
Perusahaan : 5% untuk karyawan yang berusia di bawah 30 tahun : The Company
dan akan menurun sampai 0% pada usia 46 tahun/
5% for employees younger than 30 years old which
will decrease to 0% at the age of 46 years old
EPN : 1% untuk karyawan yang berusia di bawah 30 tahun : EPN
SCU : 1% untuk karyawan yang berusia di bawah 30 tahun : SCU
PND : 1% untuk karyawan yang berusia di bawah 30 tahun : PND
EFK : 1% untuk karyawan yang berusia di bawah 30 tahun : EFK
ETSA : 5% untuk karyawan yang berusia di bawah 30 tahun : ETSA
Jumlah yang diakui dalam laporan posisi Amounts recognized in the consolidated
keuangan konsolidasian adalah sebagai statement of financial position are as follows:
berikut:
31 Desember/December 31, 2021 31 Desember/December 31, 2020
_
Entitas Entitas
Perusahaan/ anak/ Jumlah/ Perusahaan/ anak/ Jumlah/
Company Subsidiaries Total Company Subsidiaries Total
Nilai kini kewajiban (174.249) (54.077) (228.326) (176.945) (48.712) (225.657) Present value of obligation
Nilai wajar aset program 147.431 35.913 183.344 157.368 29.768 187.136 Fair value of plan assets
Surplus (Defisit) (26.818) (18.164) (44.982) (19.577) (18.944) (38.521) Surplus (Deficit)
Dampak batas atas aset - - - - - - Effect of asset ceiling
Surplus (liabilitas Surplus (employee

imbalan kerja) (26.818) (18.164) (44.982) (19.577) (18.944) (38.521) benefits liability)
79
a. Program imbalan pensiun (lanjutan) a. Pension benefits plan (continued)
Imbalan pensiun - Asuransi (lanjutan) Pension benefits - Insurance (continued)
Mutasi nilai kini kewajiban adalah sebagai The movements in present value of obligation are
2021 2020
Saldo awal (225.657) (199.756) Beginning balance
Biaya jasa kini (20.163) (19.413) Current service cost
Biaya bunga (10.405) (19.385) Interest cost
Keuntungan (kerugian) aktuarial 10.195 (7.198) Actuarial gains (losses)
Imbalan yang dibayarkan 17.704 20.095 Benefits paid
Saldo akhir (228.326) (225.657) Ending balance
Mutasi nilai wajar aset program adalah sebagai The movements in fair value of plan assets are as
berikut: follows:
2021 2020
Saldo awal 187.136 165.874 Beginning balance
Imbal hasil atas aset program 12.810 12.410 Return on plan assets
Keuntungan (kerugian) aktuarial (6.257) 12.282 Actuarial gains (losses)
Iuran pemberi kerja 5.603 15.127 Employer’s contributions
Imbalan yang dibayarkan (15.948) (18.557) Benefits paid
Saldo akhir 183.344 187.136 Ending balance
Rincian aset program adalah sebagai berikut: The details of plan assets are as follows:
2021 2020
Nilai wajar/ Nilai wajar/
Fair value % Fair value %
Instrumen pasar uang 69.729 38 78.531 42 Money market instruments
Instrumen pendapatan tetap 92.653 51 90.552 48 Fixed income instruments
Instrumen ekuitas 20.962 11 13.563 7 Equity instruments
Instrumen utang - - 4.490 3 Liability instruments
Total 183.344 100 187.136 100 Total
80
Jumlah yang diakui dalam beban pokok Amounts recognized in cost of revenues and
pendapatan dan beban umum dan administrasi general and administrative expenses are as
adalah sebagai berikut: follows:
2021 2020
Biaya jasa kini 20.163 19.413 Current service cost
Biaya bunga 10.405 19.385 Interest cost
Imbal hasil atas aset program (12.810) (12.410) Return on plan assets
Mutasi liabilitas imbalan kerja adalah sebagai The movements in employee benefits liability are
Perusahaan Company
2021 2020
Biaya diakui dalam laba rugi 10.064 15.396 Expense recognized in profit or loss
Biaya (penghasilan) diakui dalam Expense (income) in
penghasilan komprehensif lain (1.394) (3.495) recognized other comprehensive income
Iuran pemberi kerja (1.342) (13.510) Employer’s contributions
Imbalan yang dibayarkan (87) (482) Benefits paid
Entitas anak Subsidiaries
2021 2020
Biaya diakui dalam laba rugi 7.703 10.992 Expense recognized in profit or loss
Biaya (penghasilan) diakui dalam Expense (income) recognized
penghasilan komprehensif lain (2.544) (1.590) in other comprehensive income
Iuran pemberi kerja (4.260) (1.617) Employer’s contributions
Imbalan yang dibayarkan (1.678) (1.055) Benefits paid
Koreksi aset (1) - Asset correction
81
Jumlah yang diakui dalam penghasilan Amounts recognized in other comprehensive

komprehensif lain adalah sebagai berikut: income are as follows:
2021 2020
(Keuntungan) kerugian aktuarial (3.938) (5.084) Actuarial (gains) losses
Analisa sensitivitas atas perubahan asumsi Sensitivity analysis on the change of financial
keuangan adalah sebagai berikut: assumptions is as follows:
31 Desember / 31 Desember/
2021 2020
Kenaikan/ Penurunan/ Kenaikan/ Penurunan/
Increase of Decrease of Increase of Decrease of
1% 1% 1% 1%
Perubahan tingkat diskonto Change in discount rate
Dampak pada nilai kini Effect on present value of
kewajiban (20.982) 18.519 (18.563) 21.070 obligation
Dampak pada biaya jasa
kini (2.115) 1.890 (1.931) 2.244 Effect on current service cost
Perubahan tingkat kenaikan
gaji Change in salary increase rate
Dampak pada nilai kini Effect on present value of
kewajiban 23.209 (20.281) 22.621 (19.798) obligation
Dampak pada biaya jasa
kini 2.379 (2.015) 2.391 (2.054) Effect on current service cost
Profil jatuh tempo pembayaran imbalan adalah Maturity profile of benefit payments is as follows:
sebagai berikut:
2021 2020
Kurang dari 1 tahun 14.428 19.689 Less than 1 year
Antara 1-5 tahun 64.853 63.395 Between 1-5 years
Lebih dari 5 tahun 1.214.326 1.247.916 More than 5 years
b. Imbalan kerja jangka panjang lainnya b. Other long-term employee benefits
Imbalan kerja jangka panjang lainnya Other long-term employee benefits represent
merupakan penghargaan tertentu yang certain awards provided by the Company, EPN,
diberikan Perusahaan, EPN, SCU dan PND SCU and PND to their employees based on the
kepada para karyawannya berdasarkan employees’ length of service, namely Ulang
lamanya masa kerja karyawan, yang Tahun Dinas (“UTD”). The benefit is awarded in
dinamakan Ulang Tahun Dinas (“UTD”). the form of certain cash awards or goods which is
Imbalan ini dalam bentuk kas dalam jumlah paid at the time the employees reach certain
tertentu atau barang yang dibayarkan pada saat anniversary dates during employment.
karyawan mencapai UTD tertentu selama masa
kerjanya.
82
b. Imbalan kerja jangka panjang lainnya b. Other long-term employee benefits

Pada tanggal 31 Desember 2021 dan 2020, As of December 31, 2021 and 2020, liability
liabilitas yang diakui dalam laporan posisi recognized in the consolidated statement of
keuangan konsolidasian terkait dengan financial position with respect to the program
program ini masing-masing sebesar Rp32.008 amounted to Rp32,008 and Rp29,326,
dan Rp29.326. respectively.
c. Program pensiun iuran pasti c. Defined contribution pension plan
Perusahaan, EPN, SCU dan PND menyediakan The Company, EPN, SCU and PND provide a
program pensiun iuran pasti untuk karyawan defined contribution pension plan for employees
tetap yang dipekerjakan sejak 1 Oktober 2002. hired with permanent status since October 1,
Iuran program tersebut dikelola oleh Dana 2002. The contribution to the plan is managed by
Pensiun Lembaga Keuangan (”DPLK”) PT Bank Dana Pensiun Lembaga Keuangan (“DPLK”)
Negara Indonesia (Persero) Tbk dan DPLK PT Bank Negara Indonesia (Persero) Tbk and
PT Bank Rakyat Indonesia (Persero) Tbk. DPLK PT Bank Rakyat Indonesia (Persero) Tbk.
Untuk periode yang berakhir pada tanggal For the period ended December 31, 2021 and
31 Desember 2021 dan 2020, beban yang 2020, expenses recognized with respect to the
diakui terkait dengan program tersebut masing- plan amounted Rp3,905 and Rp3,912,
masing sebesar Rp3.905 dan Rp3.912. respectively.
d. Liabilitas imbalan kerja jangka pendek d. Short-term employee benefits liability
Akun ini merupakan liabilitas imbalan kerja This account represents short-term employee
jangka pendek yang terdiri dari akrual untuk benefits liability consisting of accounts for
gaji, iuran dana pensiun, jaminan sosial tenaga salaries, contributions for pension funds,
kerja dan imbalan kerja karyawan lainnya. employee social security and other employee
benefits.
25. EKUITAS YANG DAPAT DIATRIBUSIKAN 25. EQUITY ATTRIBUTABLE TO OWNERS OF THE
KEPADA PEMILIK ENTITAS INDUK PARENT ENTITY
a. Modal saham a. Share capital
Susunan pemegang saham Perusahaan adalah The composition of shareholders of the Company
sebagai berikut: is as follows:

Jumlah Persentase
saham/ kepemilikan/
Number of Percentage of
shares ownership Total
PT Pertamina Hulu Energi 3.729.781.000 51,10% 372.978 PT Pertamina Hulu Energi
dengan kepemilikan Others (ownership
kurang dari 5%) 3.568.719.000 48,90% 356.872 below 5% each)
Total 7.298.500.000 100,00% 729.850 Total
83
KEPADA PEMILIK ENTITAS INDUK (lanjutan) PARENT ENTITY (continued)
a. Modal saham (lanjutan) a. Share capital (continued)
Susunan pemegang saham Perusahaan adalah The composition of shareholders of the Company
sebagai berikut: is as follows:
Jumlah Persentase
saham/ kepemilikan/
Number of Percentage of
shares ownership Total
PT Pertamina (Persero) 3.000.000.000 41,10% 300.000 PT Pertamina (Persero)
Dana Pensiun Pertamina 1.087.407.500 14,90% 108.741 Dana Pensiun Pertamina
dengan kepemilikan Others (ownership
kurang dari 5%) 3.211.092.500 44,00% 321.109 below 5% each)
Total 7.298.500.000 100,00% 729.850 Total
Pada tanggal 1 September 2021, PT Pertamina On September 1, 2021, PT Pertamina Hulu Energi
Hulu Energi mengambil alih saham Perusahaan took over the Company's shares previously
yang sebelumnya dimiliki oleh PT Pertamina owned by PT Pertamina (Persero) amounting
(Persero) sebanyak 41,10%. 41.10%.
Pada tanggal 1 Desember 2021, PT Pertamina On December 1, 2021, PT Pertamina Hulu Energi
Hulu Energi mengambil alih seluruh saham took over all of the Company's shares owned by
Perusahaan yang dimiliki oleh Dana Pensiun Dana Pensiun Pertamina amounting 9.99%,
Pertamina sebanyak 9,99%, sehingga bringing the share ownership of PT Pertamina
kepemilikan saham Perusahaan oleh Hulu Energi to 51.10%.
PT Pertamina Hulu Energi menjadi sebanyak
51,10%.
Pada tanggal 31 Desember 2021 dan As of December 31, 2021 and December 31,
31 Desember 2020, seluruh saham Perusahaan 2020, the entire shares of the Company are listed
telah dicatat di Bursa Efek Indonesia. on the Indonesia Stock Exchange.
b. Tambahan modal disetor b. Additional paid-in capital
2021 2020
Agio saham 438.000 438.000 Share premium
Biaya emisi saham (18.042) (18.042) Shares issuance costs
Selisih nilai transaksi penjualan Difference in value from
saham treasuri 9.654 9.654 sale of treasury stock
Difference in value from
Selisih nilai transaksi restrukturisasi restructuring transaction of
entitas sepengendali 1.810 1.810 entities under common control
Selisih transaksi dengan Difference in transaction
pihak nonpengendali 4.269 4.269 with non-controlling interest
Total 435.691 435.691 Total
c. Dividen dan cadangan umum c. Dividend and general reserve

Dalam Rapat Umum Pemegang Saham In the Shareholders’ Annual General Meetings of
Tahunan Perusahaan yang berita acaranya the Company, the minutes of which was notarized
diaktakan dengan Akta Notaris No. 3 tanggal 21 under Notarial Deed No. 3 dated July 21, 2021 of
Juli 2021 dari Aulia Taufani, S.H., para Aulia Taufani, S.H., the shareholders agreed to
pemegang saham menyetujui untuk distribute cash dividends amounting to Rp74,725.
membagikan dividen kas sebesar Rp74.725.
84
KEPADA PEMILIK ENTITAS INDUK (lanjutan) PARENT ENTITY (continued)
c. Dividen dan cadangan umum (lanjutan) c. Dividend and general reserve (continued)
Dalam Rapat Umum Pemegang Saham In the above mentioned Shareholders’ Annual
Tahunan Perusahaan sebagaimana disebutkan General Meetings of the Company, the
di atas, para pemegang saham juga menyetujui shareholders also agreed to allocate
untuk membentuk cadangan umum sehingga appropriation for general reserve so that the
menjadi Rp155.934 pada tanggal 31 Desember balance becoming Rp155,934 as of December
2021. Cadangan umum tersebut ditetapkan 31, 2021. Such general reserve is appropriated to
untuk memenuhi ketentuan Undang-undang meet the requirement of the Limited Liability
No. 40 Tahun 2007 tentang Perusahaan Company Law No. 40 of 2007, the use of which is
Terbatas yang penggunaannya sesuai dengan in accordance with the Company’s Articles of
Anggaran Dasar Perusahaan. Association.
d. Penghasilan komprehensif lain d. Other comprehensive income
Mutasi penghasilan komprehensif lain (setelah The movements in other comprehensive income
pajak penghasilan) adalah sebagai berikut: (net of income tax) are as follows:
2021 2020
Saldo awal (51.325) (55.288) Beginning balance

Penghasilan komprehensif lain Other comprehensive income
tahun berjalan 3.072 3.963 for the year
Saldo akhir (48.253) (51.325) Ending balance
26. KEPENTINGAN NONPENGENDALI 26. NON-CONTROLLING INTERESTS
Kepentingan nonpengendali merupakan bagian Non-controlling interests represent the non-controlling

pemegang saham nonpengendali atas ekuitas shareholders’ portion on equity of the following
entitas anak sebagai berikut: subsidiaries:
2021 2020
PND 4.217 4.218 PND

EFK 1.056 1.057 EFK
SCU 16 17 SCU
ETSA 1 (85) ETSA
EPN (3.681) (3.699) EPN
85
27. PENDAPATAN 27. REVENUES
Rincian pendapatan adalah sebagai berikut: The details of revenues are as follows:
31 Desember/
2021 2020
Pihak ketiga: Third parties:
Jasa distribusi dan logistik energi 1.476.092 1.149.427 Energy distribution and logistics services
Jasa hulu migas terintegrasi 349.112 336.040 Integrated upstream oil and gas services
Jasa penunjang migas 122.958 171.984 Oil and gas support services
1.948.162 1.657.451
Pihak berelasi (Catatan 32i): Related parties (Note 32i):
Jasa distribusi dan logistik energi 2.796.206 2.266.137 Energy distribution and logistics services
Jasa hulu migas terintegrasi 2.676.582 3.447.980 Integrated upstream oil and gas services
Jasa penunjang migas 715.613 355.377 Oil and gas support services
6.188.401 6.069.494
Total 8.136.563 7.726.945 Total
Rincian penjualan kepada pelanggan dengan jumlah Details of sales to customers that make up more than
lebih besar dari 10% pendapatan adalah sebagai 10% of revenues are as follows:
berikut:
31 Desember/
Persentase dari total
pendapatan/Percentage
Pendapatan/Revenue of total revenue
2021 2020 2021 2020
PT Pertamina (Persero) 1.834.253 2.694.692 22,6% 34,9% PT Pertamina (Persero)
PT Pertamina EP 1.621.775 1.283.218 20,0% 16,6% PT Pertamina EP
PT Pertamina Patra Niaga 1.051.827 18.547 12,9% 0,2% PT Pertamina Patra Niaga
PT Pertamina Hulu Indonesia 938.434 949.585 11,5% 12,3% PT Pertamina Hulu Indonesia
Total 5.446.289 4.946.042 66,8% 64,0% Total
28. BEBAN POKOK PENDAPATAN 28. COST OF REVENUES
Rincian beban pokok pendapatan adalah sebagai The details of cost of revenues are as follows:
berikut:
31 Desember/
2021 2020
Jasa subkontrak 2.008.749 1.742.823 Sub-contract services
Gaji, upah, dan kesejahteraan karyawan 1.062.464 1.082.442 Salaries, wages, and employee benefits
Penyusutan dan amortisasi 663.863 723.183 Depreciation and amortization
Sewa 509.306 544.748 Rent
Bahan pembantu yang digunakan 327.728 355.057 Additional materials used
Bahan bakar 167.836 190.415 Fuel
Fasilitas kantor 125.891 126.452 Office facilities
Mobilisasi dan demobilisasi 105.501 112.123 Mobilization and demobilization
Perbaikan dan pemeliharaan 91.485 141.927 Repairs and maintenance
Utilitas 75.486 64.422 Utilities
Transportasi dan perjalanan 69.289 61.050 Transportation and travelling
86
28. BEBAN POKOK PENDAPATAN (lanjutan) 28. COST OF REVENUES (continued)
Rincian beban pokok pendapatan adalah sebagai The details of cost of revenues are as follows:
berikut: (lanjutan) (continued)

31 Desember/
2021 2020
Perizinan 55.215 54.996 Permit
Pajak 43.065 61.321 Taxes
Asuransi 37.951 29.169 Insurance
Perlengkapan workshop 33.924 44.375 Workshop supplies
Jasa profesional 33.461 38.434 Professional service
Representasi dan donasi 14.739 22.421 Representation and donation
Penalti project 13.240 2.394 Penalty project
Pelatihan 6.083 7.050 Training
Subtotal 5.462.330 5.426.213 Sub-total
Persediaan awal 144.589 90.666 Beginning inventories
Pembelian 2.086.122 1.612.182 Purchases
Persediaan akhir (201.972) (144.589) Ending inventories
Biaya persediaan 2.028.739 1.558.259 Inventory costs

Total 7.491.069 6.984.472 Total
Pembelian dari pemasok dengan jumlah lebih besar Purchases from vendor that make up more than 10%
dari 10% pendapatan adalah dari PT Pertamina of revenues are arising from PT Pertamina (Persero)
(Persero) masing-masing sebesar Rp1.107.290 dan amounting to Rp1,107,290 and Rp1,389,051 for the
Rp1.389.051 untuk tahun yang berakhir pada years ended December 31, 2021 and 2020,
tanggal 31 Desember 2021 dan 2020. respectively.
29. BEBAN UMUM DAN ADMINISTRASI 29. GENERAL AND ADMINISTRATIVE EXPENSES
Rincian beban umum dan administrasi adalah The details of general and administrative expenses are

31 Desember/
2021 2020
Gaji, upah, dan kesejahteraan karyawan 214.222 181.284 Salaries, wages, and employee benefits
Penyisihan penurunan nilai Allowance for impairment
aset keuangan 24.010 7.863 of financial assets
Jasa teknik dan profesional 22.764 21.694 Technical and professional services
Fasilitas kantor 18.170 21.504 Office facilities
Pajak 11.350 22.913 Taxes
Utilitas 9.438 10.841 Utilities
Transportasi dan perjalanan 7.128 6.952 Transportation and travelling
Office support 6.208 9.119 Office support
Penyusutan dan amortisasi 5.578 6.163 Depreciation and amortization
Sewa 4.733 5.551 Rent
Perizinan 2.562 2.893 Permit
Total 328.202 302.482 Total
87
30. BEBAN KEUANGAN 30. FINANCE EXPENSES
Rincian beban keuangan adalah sebagai berikut: The details of finance expenses are as follows:

31 Desember/
2021 2020
Bunga sukuk 65.100 24.325 Interest on sukuk
Bunga pinjaman 19.653 36.658 Interest on loan
Bunga liabilitas sewa 16.887 33.659 Interest lease liability
Biaya administrasi bank 10.362 12.659 Bank administration charges
Amortisasi biaya pinjaman 1.473 1.466 Amortization of costs of loan
Loss on foreign currency
Rugi selisih kurs atas pinjaman 7.866 23.432 Exchange of loan
Total 121.341 132.199 Total
31. PENDAPATAN (BEBAN) LAIN-LAIN 31. OTHER INCOME (EXPENSES)
Rincian akun ini adalah sebagai berikut: The details of this account is as follows:

31 Desember/
2021 2020
Klaim asuransi 8.979 28.871 Insurance claim
Penurunan nilai asset tetap (12.469) - Impairment of fixed assets
Bagian laba dari entitas asosiasi 3.785 3.962 Equity income from associates
Lain-lain - neto (masing-masing
di bawah Rp10.000) 9.600 13.646 Miscellaneous - net (each below Rp10,000)
Neto 9.895 46.479 Net
32. INFORMASI MENGENAI PIHAK-PIHAK 32. RELATED PARTIES INFORMATION

BERELASI
Dalam kegiatan usaha normal, Grup melakukan In the normal course of business, the Group enters into
transaksi dengan pihak-pihak berelasi. Entitas transactions with related parties. Entities are
dianggap berelasi jika entitas tersebut, baik secara considered to be related if the entity has the ability,
langsung maupun tidak langsung, dapat directly or indirectly, to control or jointly control or have
mengendalikan atau mengendalikan bersama, atau significant influence over the Group in making financial
memiliki pengaruh signifikan atas Grup dalam and operating decisions. Entities are also considered
pengambilan keputusan keuangan dan operasional. to be related if they are under common control with the
Entitas juga dianggap berelasi jika entitas tersebut Group. Since the Company’s ultimate parent is the
sepengendalian dengan Grup. Karena entitas induk Government of the Republic of Indonesia, the Group
terakhir Perusahaan adalah Pemerintah Republik recognized related party relationship with
Indonesia, Grup mengakui hubungan berelasi Government-related entities.
dengan entitas berelasi dengan Pemerintah.
88
32. INFORMASI MENGENAI PIHAK-PIHAK 32. RELATED PARTIES INFORMATION

BERELASI
Transaksi dan saldo dengan pihak-pihak berelasi Transactions and balances with related parties are as
a) Kas dan setara kas (Catatan 4) a) Cash and cash equivalents (Note 4)
Persentase terhadap
total aset/
Percentage to
total assets
(%)
2021 2020 2021 2020
Bank Cash in banks

PT Bank Mandiri PT Bank Mandiri
(Persero) Tbk 481.139 293.226 6,6 3,9 (Persero) Tbk
PT Bank Syariah Indonesia PT Bank Syariah Indonesia
Tbk 3.061 - 0,0 - Tbk
PT Bank BRI Syariah Tbk - 95.330 - 1,3 PT Bank BRI Syariah Tbk
PT Bank BNI Syariah - 3.393 - 0,0 PT Bank BNI Syariah
Agroniaga Tbk - 1.745 - 0,0 Agroniaga Tbk
PT Bank Syariah Mandiri - 656 - 0,0 PT Bank Syariah Mandiri
Subtotal 641.275 604.188 8,8 7,9 Sub-total
Call deposit dan deposito Call deposits and time

berjangka deposits
PT Bank Syariah Indonesia Tbk 10.000 - 0,1 - PT Bank Syariah Indonesia Tbk
PT Bank Jawa Barat Tbk 10.000 10.000 0,1 0,1 PT Bank Jawa Barat Tbk
PT Bank Mandiri Taspen 6.000 20.000 0,1 0,3 PT Bank Mandiri Taspen
PT Bank BNI Syariah - 10.000 - 0,1 PT Bank BNI Syariah
Syariah - 355.000 - 4,8 Syariah
Total 667.275 999.188 9,1 13,2 Total
89
32. INFORMASI MENGENAI PIHAK-PIHAK 32. RELATED PARTIES INFORMATION (continued)

BERELASI (lanjutan)
b) Piutang usaha (Catatan 5) b) Trade receivables (Note 5)
Persentase terhadap
total aset/Percentage to
total assets
(%)
2021 2020 2021 2020
Difakturkan Billed
PT Pertamina Patra Niaga 131.883 3.295 1,8 0,0 PT Pertamina Patra Niaga
PT Pertamina Hulu Indonesia 124.388 26.872 1,7 0,4 PT Pertamina Hulu Indonesia
PT Pertamina EP 90.959 90.478 1,3 1,2 PT Pertamina EP
PT Pertamina Hulu Energi 17.335 29.032 0,2 0,4 PT Pertamina Hulu Energi
PT Pertamina Hulu Rokan 10.103 - 0,1 - PT Pertamina Hulu Rokan
PT Perusahaan Gas Negara Tbk 6.317 25.983 0,1 0,3 PT Perusahaan Gas Negara Tbk
dibawah 0,5% dari Others (each below 0.5% of
modal disetor) 27.151 82.534 0,4 1,1 paid-in capital
Belum difakturkan Unbilled

PT Pertamina EP 654.644 625.872 9,0 8,3 PT Pertamina EP
PT Pertamina (Persero) 21.329 550.867 0,3 7,3 PT Pertamina (Persero)
PT Perusahaan Gas Negara Tbk 19.607 69.399 0,3 0,9 PT Perusahaan Gas Negara Tbk
PT Pertamina Power Indonesia 5.564 1.362 0,1 0,0 PT Pertamina Power Indonesia
PT Kilang Produksi International 4.521 - 0,1 - PT Kilang Produksi International
modal disetor) 8.808 18.957 0,1 0,3 paid-in capital)
Subtotal 1.672.700 1.660.599 23,1 22,0 Sub-total
Total 2.080.836 1.918.793 28,7 25,4 Total

Penyisihan penurunan nilai (12.295) (12.284) (0,2) (0,2) Allowance for impairment
Neto 2.068.541 1.906.509 28,5 25,2 Net
90

BERELASI (lanjutan)
c) Aset keuangan lancar lainnya (Catatan 6) c) Other current financial assets (Note 6)
Persentase terhadap
total assets
(%)
2021 2020 2021 2020
Piutang lain-lain Other receivables

PT Pertamina Patra Niaga 10.198 - 0,2 - PT Pertamina Patra Niaga
PT Asuransi Tugu Pratama PT Asuransi Tugu Pratama
Indonesia Tbk - 15.344 - 0,2 Indonesia Tbk
modal disetor 42 - 0,0 - paid-in capital)
Piutang sewa pembiayaan Finance lease receivables -
- bagian lancar current portion
PT Pertamina Hulu Energi PT Pertamina Hulu Energi
ONWJ 4.587 - 0,1 - ONWJ
PT Pertamina EP 1.549 - 0,0 - PT Pertamina EP
PT Pertamina (Persero) 351 23.457 0,0 0,3 PT Pertamina (Persero)
Total 55.322 44.957 0,8 0,6 Total
d) Aset keuangan tidak lancar lainnya d) Other non-current financial assets (Note 10)
(Catatan 10)
Persentase terhadap
total assets
(%)
2021 2020 2021 2020
Piutang sewa pembiayaan Finance lease receivables -

- bagian tidak lancar non-current portion
PT Pertamina Hulu Energi PT Pertamina Hulu Energi
ONWJ 17.969 - 0,3 - ONWJ
PT Pertamina EP - 6.549 - 0,1 PT Pertamina EP
Total 327.261 325.629 4,5 4,3 Total
e) Pinjaman bank jangka pendek (Catatan 16) e) Short-term bank loans (Note 16)
Persentase terhadap
total liabilitas/Percentage to
total liabilities
(%)

2021 2020 2021 2020
PT Bank Mandiri PT Bank Mandiri

(Persero) Tbk 36.467 - 1,1 - (Persero) Tbk
(Persero) Tbk - 1.063 - 0,0 (Persero) Tbk
Total 36.467 1.063 1,1 0,0 Total
91

BERELASI (lanjutan)
f) Utang usaha (Catatan 17) f) Trade payables (Note 17)
Persentase terhadap
total liabilities
(%)
2021 2020 2021 2020
PT Pertamina Retail 11.934 5.172 0,3 0,1 PT Pertamina Retail
PT Pertamina Lubricant 3.568 2.256 0,1 0,1 PT Pertamina Lubricant
di bawah 0,5% dari Others (each below 0.5% of
Total 191.299 223.775 5,5 5,8 Total
g) Pendapatan ditangguhkan (Catatan 23) g) Deferred income (Note 23)

Persentase terhadap
total liabilities
(%)
2021 2020 2021 2020
Total 80.250 90.950 2,3 2,4 Total
h) Kompensasi personil manajemen kunci h) Key management personnel compensation

31 Desember/
2021 2020
Imbalan kerja jangka pendek 18.906 30.272 Short-term employee benefits
Pesangon pemutusan kerja 3.054 2.719 Termination benefits
92

BERELASI (lanjutan)
i) Pendapatan (Catatan 27) i) Revenues (Note 27)

Persentase terhadap
total pendapatan/
Percentage to
total revenues
(%)
Tahun yang berakhir pada Tahun yang berakhir pada

tanggal 31 Desember/ tanggal 31 Desember/
Year ended December 31, Year ended December 31,
2021 2020 2021 2020
PT Pertamina (Persero) 1.834.253 2.694.692 22,6 34,9 PT Pertamina (Persero)

PT Pertamina EP 1.621.775 1.283.218 20,0 16,6 PT Pertamina EP
PT Pertamina Patra Niaga 1.051.827 18.547 12,9 0,2 PT Pertamina Patra Niaga
PT Perusahaan Gas PT Perusahaan Gas
Negara Tbk 113.267 174.183 1,4 2,2 Negara Tbk
PT Pertamina Power Indonesia 7.758 5.496 0,1 0,1 PT Pertamina Power Indonesia
Kilang Produksi International 5.873 - 0,1 - Kilang Produksi International
PT Pertamina Drilling Service PT Pertamina Drilling Service
Indonesia 4.794 11.889 0,0 0,2 Indonesia
Total 6.188.401 6.069.494 76,1 78,5 Total
j) Pembelian (Catatan 28) j) Purchases (Note 28)

Persentase terhadap total
beban pokok pendapatan/
Percentage to
total cost of revenues
(%)
Tahun yang berakhir pada Tahun yang berakhir pada

tanggal 31 Desember/ tanggal 31 Desember/
Year ended December 31, Year ended December 31,
2021 2020 2021 2020
PT Pertamina (Persero) 1.107.290 1.389.051 14,8 19,9 PT Pertamina (Persero)

Koperasi Karyawan Elnusa 438.279 407.868 5,9 5,8 Koperasi Karyawan Elnusa
PT Asuransi Tugu Pratama PT Asuransi Tugu Pratama
Indonesia Tbk 13.598 12.619 0,2 0,2 Indonesia Tbk
PT Pertamina Bina Medika 10.952 6.631 0,1 0,1 PT Pertamina Bina Medika
PT Pertamina Retail 9.375 8.097 0,1 0,1 PT Pertamina Retail
PT Patra Jasa 4.217 4.611 0,1 0,1 PT Patra Jasa
modal disetor) 814 6.090 0,0 0,1 paid-in capital)
Total 2.388.129 1.927.398 31,9 27,6 Total
93

BERELASI (lanjutan)
Ringkasan sifat hubungan dan transaksi yang Summary of the nature of the relationship and
signifikan dengan pihak-pihak berelasi adalah significant transactions with related parties is as
Sifat hubungan/ Pihak-pihak berelasi/ Sifat transaksi/

Nature of relationship Related parties Nature of transaction
Entitas induk/ PT Pertamina Hulu Energi Penjualan jasa/
Parent entity Sales of services
Entitas sepengendali/ PT Pertamina EP Penjualan jasa/

Entity under common control Sales of services
PT Pertamina Hulu Indonesia Penjualan jasa/

Sales of services
PT Pertamina Drilling Services Indonesia Penjualan jasa/

Sales of services
PT Pertamina EP Cepu Penjualan jasa/

Sales of services
PT Pertamina Hulu Rokan Penjualan jasa/

Sales of services
Entitas berelasi dengan pemerintah/ PT Pertamina (Persero) Penjualan barang dan jasa dan pembelian
Government-related entity barang dagangan/
Sales of goods and services and
purchases of merchandise
PT Pertamina Gas Penjualan barang dan jasa/

Sales of goods and services
PT Pertamina Geothermal Energy Penjualan jasa/

Sales of services
PT Pertamina Lubricant Penjualan barang dan jasa dan pembelian

barang dagangan/
Sales of goods and services and
PT Nusantara Regas Penjualan jasa/

Sales of services
PT Perusahaan Gas Negara Tbk Penjualan jasa/

Sales of services
PT Asuransi Tugu Pratama Indonesia Tbk Pembelian jasa asuransi/

Purchases of insurance
Services
PT Pertamina Retail Pembelian barang dagangan/

Purchases of merchandise
Inventories
PT Pertamina Patra Niaga Pembelian barang dagangan/

Purchases of merchandise
Inventories
PT Pertamina Trans Kontinental Pembelian jasa sewa/

Purchases of rental services
PT Patra Jasa Penjualan jasa/

Sales of services
PT Kilang Pertamina International Penjualan barang dan pembelian barang

dagangan/
Sales of goods and
94

BERELASI (lanjutan)
Ringkasan sifat hubungan dan transaksi yang Summary of the nature of the relationship and
signifikan dengan pihak-pihak berelasi adalah significant transactions with related parties is as
sebagai berikut: (lanjutan) follows: (continued)
Sifat hubungan/ Pihak-pihak berelasi/ Sifat transaksi/

Nature of relationship Related parties Nature of transaction
Entitas berelasi dengan pemerintah/ PT Bank Mandiri (Persero) Tbk Jasa perbankan/
Government-related entity Banking services
PT Bank Negara Indonesia (Persero) Tbk Jasa perbankan/

Banking services
PT Bank Rakyat Indonesia Jasa perbankan/

(Persero) Tbk Banking services
PT Bank Tabungan Negara Jasa perbankan/

(Persero) Tbk Banking services
PT Bank Syariah Indonesia Tbk Jasa perbankan/

Banking services
PT Bank Rakyat Indonesia Jasa perbankan/

Agroniaga Tbk Banking services
PT Bank Mandiri Taspen Jasa perbankan/

Banking services
PT Bank Jawa Barat Tbk Jasa perbankan/

Banking services
Manajemen kunci yang sama/ Koperasi Karyawan Elnusa Pembelian jasa sewa
Common key management dan alih daya/
Purchase of rental and outsourcing services
33. PERJANJIAN PENTING, KOMITMEN DAN 33. SIGNIFICANT AGREEMENTS, COMMITMENTS

KONTINJENSI AND CONTINGENCIES
a. Perkara hukum a. Legal case
PT Bank Mega Tbk PT Bank Mega Tbk
Pada tanggal 18 Mei 2011, Perusahaan On May 18, 2011, the Company filed a civil lawsuit
mengajukan gugatan perdata melalui with the South Jakarta District Court against
Pengadilan Negeri Jakarta Selatan kepada PT Bank Mega Tbk (“Bank Mega”) on liquidation
PT Bank Mega Tbk (“Bank Mega”) atas of deposits worth Rp111,000
pencairan deposito senilai Rp111.000 yang without the consent of the Company.
dilakukan tanpa persetujuan Perusahaan. The lawsuit was registered in Case
Gugatan ini terdaftar dalam Perkara No. 284/Pdt.G/2011/PN.Jkt.Sel. On
No. 284/Pdt.G/2011/PN.Jkt.Sel. Pada tanggal July 21, 2011, the Panel of Judges of the South
21 Juli 2011, Majelis Hakim Pengadilan Negeri Jakarta District Court issued an order of collateral
Jakarta Selatan mengeluarkan penetapan sita foreclosure on 2 (two) plots of land owned by
jaminan atas 2 (dua) bidang tanah milik Bank Bank Mega based on the following certificates:
Mega berdasarkan sertifikat sebagai berikut:
95

KONTINJENSI (lanjutan) AND CONTINGENCIES (continued)
a. Perkara hukum (lanjutan) a. Legal case (continued)
PT Bank Mega Tbk (lanjutan) PT Bank Mega Tbk (continued)
i. Sertifikat Hak Guna Bangunan (“HGB”) No. i. Building Rights Title (“HGB”) Certificate
95/Mampang Prapatan, Jakarta Selatan, No. 95/Mampang Prapatan, South Jakarta,
tercatat atas nama PT Bank Mega Tbk; registered under the name of PT Bank Mega
Tbk;
ii. Sertifikat HGB No. 97/Mampang Prapatan, ii. HGB Certificate No. 97/Mampang Prapatan,
Jakarta Selatan, tercatat atas nama South Jakarta, registered under the name of
PT Bank Mega Tbk. PT Bank Mega Tbk.
Pada tanggal 22 Maret 2012, Pengadilan On March 22, 2012, the South Jakarta
Negeri Jakarta Selatan mengeluarkan Putusan District Court issued Verdict
No. 284/Pdt.G/2011/PN.Jkt.Sel yang isinya, No. 284/Pdt.G/2011/PN.Jkt.Sel, the decision of
antara lain, mengabulkan gugatan Perusahaan which, among others, partially accepted the
untuk sebagian dan memerintahkan Bank Mega lawsuit filed by the Company and ordered Bank
untuk membayar dana deposito senilai Mega to pay the deposits fund amounting to
Rp111.000 dan bunga 6% per tahun kepada Rp111,000 and interest of 6% per annum to the
Perusahaan. Company.
Atas putusan tersebut, pada tanggal Responding to the verdict, on April 16, 2012, Bank
16 April 2012, Bank Mega mengajukan Memori Mega filed a Memorandum of Appeal to the
Banding kepada Pengadilan Tinggi DKI Jakarta. Jakarta High Court. On May 11, 2012, the
Pada tanggal 11 Mei 2012, Perusahaan Company submitted its Counter-Memorandum of
menyampaikan Kontra Memori Banding kepada Appeal to the Jakarta High Court.
Pengadilan Tinggi DKI Jakarta.
Pada tanggal 5 Februari 2013, Pengadilan On February 5, 2013, the Jakarta High Court
Tinggi DKI Jakarta mengeluarkan Putusan issued Verdict No. 237/Pdt/2012/PT.DKI dated
No. 237/Pdt/2012/PT.DKI tertanggal January 10, 2013, which reaffirmed the verdict
10 Januari 2013 yang isinya menguatkan issued by the South Jakarta District Court which
putusan Pengadilan Negeri Jakarta Selatan ordered Bank Mega to pay the deposits fund
yang memerintahkan Bank Mega untuk amounting to Rp111,000 and interest of 6% per
membayar dana deposito senilai Rp111.000 annum to the Company.
dan bunga 6% per tahun kepada Perusahaan.
Atas putusan banding tersebut, pada tanggal Responding to the appeal verdict, on
26 Februari 2013, Bank Mega mengajukan February 26, 2013, Bank Mega filed a
Memori Kasasi kepada Mahkamah Agung Memorandum of Cassation to the Supreme Court
Republik Indonesia (“MA”) yang of the Republic of Indonesia (the “Supreme
pemberitahuannya diterima oleh Perusahaan Court”) of which the notice was received by the
pada tanggal 13 Maret 2013. Pada tanggal Company on March 13, 2013. On March 26, 2013,
26 Maret 2013, Perusahaan menyampaikan the Company submitted its Counter-
Kontra Memori Kasasi kepada MA. Memorandum of Cassation to the Supreme Court.
Pada tanggal 8 Januari 2015, Perusahaan On January 8, 2015, the Company received the
menerima Surat Pemberitahuan Isi Putusan Verdict Notification Letter from the Supreme Court
Kasasi MA No. 1111 K/Pdt/2013 tertanggal No. 1111 K/Pdt/2013 dated February 12, 2014,
12 Februari 2014 yang isinya menolak which rejected the cassation filed by Bank Mega.
permohonan kasasi Bank Mega. Dengan As such, the Supreme Court has reaffirmed the
demikian, MA telah menguatkan putusan verdicts issued by the Jakarta High Court and the
Pengadilan Tinggi DKI Jakarta dan Pengadilan South Jakarta District Court which ordered Bank
Negeri Jakarta Selatan yang memerintahkan Mega to pay the deposits fund amounting to
Bank Mega untuk membayar dana deposito Rp111,000 and interest of 6% per annum to the
senilai Rp111.000 dan bunga 6% per tahun Company.
kepada Perusahaan.
96

Atas putusan kasasi tersebut, pada tanggal Responding to the cassation verdict, on
25 Maret 2015, Bank Mega mengajukan March 25, 2015, Bank Mega filed a Memorandum
Memori Peninjauan Kembali (“PK”) kepada MA. of Judicial Review to the Supreme Court. On
Pada tanggal 25 Mei 2015, Perusahaan May 25, 2015, the Company submitted its
menyampaikan Kontra Memori PK kepada MA. Counter-Memorandum of Judicial Review to the
Sampai dengan tanggal penyelesaian laporan Supreme Court. Up to the date of completion of
keuangan konsolidasian, Perusahaan belum the consolidated financial statements, the
menerima putusan atas PK tersebut dari MA. Company has not yet received the verdict on such
Judicial Review from the Supreme Court.
Sehubungan dengan adanya putusan kasasi In relation to the cassation verdict, the Company
tersebut, Perusahaan mengajukan permohonan filed a request for execution to the
eksekusi kepada Pengadilan Negeri Jakarta South Jakarta District Court through a letter dated
Selatan melalui surat tertanggal 13 April 2015. April 13, 2015. The Head of the South
Ketua Pengadilan Negeri Jakarta District Court then issued
Jakarta Selatan kemudian menerbitkan Order No. 10/Eks.Pdt/2016 jo.
Penetapan No. 10/Eks.Pdt/2016 jo. No. 284/Pdt.G/2011/PN.Jkt.Sel dated
No. 284/Pdt.G/2011/PN.Jkt.Sel tertanggal February 23, 2016 which ordered the issuance of
23 Februari 2016 yang memerintahkan a warning (Aanmaning) to Bank Mega to
pemberian teguran (Aanmaning) kepada Bank implement the courts verdicts. On
Mega agar melaksanakan putusan pengadilan March 23, 2016, the Head of the South Jakarta
tersebut. Pada tanggal 23 Maret 2016, Ketua District Court issued the warning (Aanmaning) to
Pengadilan Negeri Jakarta Selatan memberikan Bank Mega in which Bank Mega refused to pay on
teguran (Aanmaning) kepada Bank Mega the reason that it has filed a tierce opposition
dimana Bank Mega menolak melakukan which was registered in Case
pembayaran dengan alasan telah mengajukan No. 162/Pdt.G/2016/PN.Jkt.Sel.
gugatan perlawanan dalam Perkara
No. 162/Pdt.G/2016/PN.Jkt.Sel.
Pada tanggal 31 Maret 2016, Perusahaan On March 31, 2016, the Company filed a request
mengajukan permohonan lelang eksekusi atas for executionary auction on 2 (two) plots of land
2 (dua) bidang tanah milik Bank Mega yang owned by Bank Mega which have been
telah ditetapkan sebagai sita jaminan dalam determined as collateral foreclosure in this case to
perkara ini kepada Pengadilan Negeri Jakarta the South Jakarta District Court. The Head of
Selatan. Ketua Pengadilan Negeri South Jakarta District Court then issued
Jakarta Selatan kemudian menerbitkan Order No. 10/Eks.Pdt/2016 jo.
Penetapan No. 10/Eks.Pdt/2016 jo. No. 284/Pdt.G/2011/PN.Jkt.Sel dated
No. 284/Pdt.G/2011/PN.Jkt.Sel tertanggal April 12, 2016 which ordered the implementation
12 April 2016 yang memerintahkan of public executionary auction/sale on such
pelaksanaan eksekusi pelelangan/penjualan di collateral foreclosure assets.
muka umum atas aset-aset sita jaminan
tersebut.
97

Pada tanggal 6 Desember 2017, Perusahaan On December 6, 2017, the Company received the
menerima dari kuasa hukum Perusahaan Verdict Letter from South Jakarta District Court, in
Salinan Putusan Pengadilan Negeri Jakarta relation to the Bank Mega’s case
Selatan terkait gugatan Perlawanan Bank Mega No. 162/Pdt.G/2016/PN.Jkt.Sel dated
No. 162/Pdt.G/2016/PN.Jkt.Sel tertanggal October 25, 2017 from the Company legal
25 Oktober 2017, yang isinya antara lain counsels, whose contents include rejecting the
Menolak gugatan perlawanan Bank Mega untuk Bank Mega resistance lawsuit to the entirely.
seluruhnya. Selanjutnya pada tanggal Subsequently, on January 10, 2018, the Company
10 Januari 2018, Perusahaan telah menerima has received the letter of notification from South
relaas (surat) pemberitahuan dari Pengadilan Jakarta District Court on submission letter of Bank
Negeri Jakarta Selatan tentang penyerahan Mega memorandum appeal to the resolution’s
memori banding Bank Mega terhadap putusan decision.
perlawanan tersebut.
Terhadap Memori Banding Bank Mega, pada Responding to Bank Mega Memorandum Appeal,
tanggal 26 Maret 2018, kuasa hukum on March 26, 2018, the Company filed Counter –
Perusahaan mengajukan Kontra Memori Memorandum Appeal to Jakarta High Court,
Banding kepada Pengadilan Tinggi DKI Jakarta through South Jakarta District Court.
melalui Pengadilan Negeri Jakarta Selatan.
Sampai dengan tanggal penyelesaian laporan Until the completion date of the consolidated
keuangan konsolidasian, perkara ini masih financial statements, the case is still in process at
dalam proses di Pengadilan Tinggi DKI Jakarta. DKI Jakarta High Court.
Manajemen tetap mengupayakan Management is still strive for solution and

penyelesaiannya dan yakin bahwa perkara believes they will not have a material adverse
hukum di atas tidak akan berdampak material effect to financial position.
terhadap posisi keuangan .
b. Perjanjian kerja sama b. Cooperation agreement
Pusat Data dan Informasi Energi dan Sumber Pusat Data dan Informasi Energi dan Sumber
Daya Mineral (“PUSDATIN”) Daya Mineral (“PUSDATIN”)
Pada bulan Maret 1998, PND menandatangani In March 1998, PND entered into a Cooperation
Perjanjian Kerjasama dengan Direktur Jenderal Agreement with the Director General of Oil and
Minyak dan Gas (“Dirjen Migas”) No. Gas (“Dirjen Migas”) No. 242A/32/DJM/1998:
242A/32/DJM/1998: 012/PND/KTR/X100/98 012/PND/KTR/X100/98 to manage and socialise
untuk pengelolaan dan pemasyarakatan data the oil and gas data. This agreement
minyak dan gas bumi. Perjanjian ini was based on the Decision Letter
didasari atas Surat Keputusan No. 176.K/702/D.DJM/1997 dated
No. 176.K.702/D.DJM/1997 tanggal November 24, 1997, regarding the appointment
24 November 1997, tentang penunjukan PND of PND as the executor of oil and gas exploration
sebagai pelaksana pengelolaan dan and exploitation data management and
pemasyarakatan data eksplorasi dan socialization.
eksploitasi minyak dan gas bumi.
98

b. Perjanjian kerja sama (lanjutan) b. Cooperation agreement (continued)
Pusat Data dan Informasi Energi dan Sumber Pusat Data dan Informasi Energi dan Sumber
Daya Mineral (“PUSDATIN”) (lanjutan) Daya Mineral (“PUSDATIN”) (continued)
Selanjutnya pada tanggal 4 Januari 2007, PND Furthermore, on January 4, 2007, PND together
bersama dengan Dirjen Migas dan PUSDATIN with the Dirjen Migas and the PUSDATIN signed
menandatangani Amandemen Perjanjian the Amendment on the Cooperation Agreement.
Kerjasama. Dalam amendemen perjanjian The amended agreement stated that the Dirjen
tersebut disebutkan bahwa Dirjen Migas Migas transferred all of its rights and obligations
mengalihkan seluruh hak dan kewajibannya to PUSDATIN. PUSDATIN will receive a 5% to
kepada PUSDATIN. PUSDATIN akan 15% share from the proceeds of data
memperoleh 5% hingga 15% dari penghasilan management and socialization obtained by PND
PND yang diperoleh dari pengelolaan dan which shall be paid to the State Treasury as Non-
pemasyarakatan data dan disetorkan ke Kas tax State Revenues (“PNBP”). The amended
Negara dalam bentuk Penerimaan Negara Cooperation Agreement will be valid until
Bukan Pajak (“PNBP”). Amandemen Perjanjian March 10, 2018.
Kerja Sama ini akan berlaku sampai dengan
tanggal 10 Maret 2018.
Sejak tanggal 11 Maret 2018, PT Pertamina Since March 11, 2018, PT Pertamina (Persero)
(Persero) ditunjuk sebagai pelaksana has the right as the executor of oil and gas
pengelolaan dan permasyarakatan data exploration dan exploitation data management
eksplorasi dan eksploitasi minyak dan gas and socialization. PND received direct
bumi. PT Pertamina (Persero) menunjuk appointment from PT Pertamina (Persero) for
langsung PND untuk pengelolaan dan those data management and socialization valid
permasyarakatan data tersebut sampai dengan until January 29, 2021.
29 Januari 2021.
Pada Januari 2021, pengelolaan dan In January, 2021 those data management and
permasyarakatan data tersebut akan dikelola socialization managed by SCU valid until March
oleh SCU sampai dengan 19 Maret 2023. 19, 2023.
Grup Pertamina Pertamina Group
Perjanjian jasa hulu migas Upstream oil and gas services
Perusahaan menandatangani berbagai The Company signed several seismic data,

perjanjian pekerjaan jasa data seismic, drilling drilling and oilfield maintenance services
dan oilfield maintenance dengan Grup agreements with Pertamina Group. These
Pertamina. Perjanjian-perjanjian ini akan agreements are valid up to various dates from
berakhir pada berbagai tanggal antara tanggal March 17, 2022 until October 31, 2025.
17 Maret 2022 sampai 31 Oktober 2025.
Perjanjian pengelolaan truk tangki dan jasa Agreement regarding management of fuel tanker
sewa pakai truk tangki. and rental for fuel tanker.
EPN menandatangani beberapa perjanjian EPN signed several agreements with

dengan PT Pertamina (Persero) mengenai PT Pertamina (Persero) on the management of
pengelolaan truk tangki dan jasa sewa pakai fuel transportation vehicles and also rental of
truk tangki di beberapa wilayah. Perjanjian ini transportation vehicles services covering several
akan berakhir pada berbagai tanggal antara areas. The agreements will be valid up to various
tanggal 31 Januari 2021 sampai dengan dates from January 31, 2021 until February 28,
tanggal 28 Februari 2022. 2022
99

Grup Pertamina (lanjutan) Pertamina Group (continued)
Perjanjian pengelolaan truk tangki dan jasa Agreement regarding management of fuel tanker
sewa pakai truk tangki (lanjutan) and rental for fuel tanker (continued)
Pada berbagai tanggal di tahun 2021, EPN dan On various date in 2021, EPN and PT Pertamina
PT Pertamina (Persero) menandatangani (Persero) signed novation agreement for all
novasi atas perjanjian-perjanjian tersebut, mentioned agreements, in which all rights and
dimana seluruh hak dan kewajiban PT obligations of PT Pertamina (Persero) in the
Pertamina (Persero) dalam perjanjian dialihkan agreement was transferred to PT Pertamina Patra
ke PT Pertamina Patra Niaga. Novasi tersebut Niaga. The novation was effective starting
berlaku efektif sejak tanggal 1 September 2021. September 1, 2021.
Pada periode yang berakhir pada tanggal 31 For the period ended December 30, 2021 and
Desember 2021 dan 2020, total penghasilan 2020, total service and rental income from these
jasa dan sewa dari perjanjian tersebut masing- agreements amounted to Rp2,083,709 and
masing sebesar Rp2.083.709 dan Rp1,740,986, respectively.
Rp1.740.986.
Perjanjian penyediaan jasa depot LPG di Agreement for LPG depot services in Amurang
Amurang
EPN dan PT Pertamina (Persero) EPN and PT Pertamina (Persero) signed

menandatangani perjanjian penyediaan Jasa agreement to provide Depot Mini LPG
Depot Mini LPG Pressurized di Amurang, Pressurized Services in Amurang, North Sulawesi
Sulawesi Utara (“Depot Mini LPG”). Jangka (“Depot Mini LPG”). The duration of the
waktu perjanjian ini adalah 10 (sepuluh) tahun agreement is 10 (ten) years since the start of
sejak dimulainya pengoperasian Depot Mini operation of the Depot Mini LPG. At the end of the
LPG. Pada saat berakhirnya perjanjian, agreement, PT Pertamina (Persero) or its
PT Pertamina (Persero) atau afiliasinya berhak affiliates have rights to purchase the whole assets
untuk membeli keseluruhan aset dengan nilai with agreed amount of Rp107,000 or to extend the
yang disepakati sebesar Rp107.000 atau agreement for 5 (five) years with later adjusted
memperpanjang perjanjian selama 5 (lima) tariff.
tahun dengan tarif yang akan disesuaikan
kemudian.
Pada bulan Agustus 2021, EPN dan PT On August, 2021, EPN and PT Pertamina
Pertamina (Persero) menandatangani novasi (Persero) signed novation agreement for the
atas perjanjian tersebut, dimana seluruh hak mentioned agreement, in which all rights and
dan kewajiban PT Pertamina (Persero) dalam obligations of PT Pertamina (Persero) in the
perjanjian dialihkan ke PT Pertamina Patra agreement was transferred to PT Pertamina Patra
Niaga. Novasi tersebut berlaku efektif sejak Niaga. The novation was effective starting
tanggal 1 September 2021. September 1, 2021.
Pada periode yang berakhir pada tanggal 31 For the period ended December 31, 2021 and
Desember 2021 dan 2020, total penghasilan 2020, total rental income from the agreement
sewa dari perjanjian tersebut adalah sebesar amounted to Rp42,859 and Rp31,716. As of
Rp42.859 dan Rp31.716. Pada tanggal 31 December 31, 2021 and 2020, unamortized
Desember 2021 dan 2020, pendapatan deferred income from the agreement amounted to
tangguhan yang belum diamortisasi dari Rp80,250 and Rp90,950.
perjanjian tersebut adalah sebesar Rp80.250
dan Rp90.950.
100

Grup Pertamina (lanjutan) Pertamina Group (continued)
Perjanjian Handling Agent untuk Layanan Handling Agent Agreement for Vendor Held Stock
Vendor Held Stock PT Aneka Tambang Tbk Services of PT Aneka Tambang Tbk East
Site Halmahera Timur Halmahera Site
Pada tanggal 30 Desember 2019, EPN dan As of December 30, 2019, EPN and PT Pertamina
PT Pertamina (Persero) (“Pertamina”) (Persero) (“Pertamina”) signed a Handling Agent
menandatangani perjanjian Handling Agent agreement for PT Aneka Tambang Tbk (“Antam”)
untuk Layanan Vendor Held Stock (VHS) Vendor Held Stock (VHS) Services in East
PT Aneka Tambang Tbk (“Antam”) di Halmahera. EPN will act as a handling agent
Halmahera Timur. EPN akan bertindak sebagai covering the transportation and distribution of
handling agent meliputi kegiatan pengangkutan High Speed Diesel (HSD) and Marine Fuel Oil
dan penyaluran Bahan Bakar Minyak High (MFO) on a VHS basis as well as other activities
Speed Diesel (HSD) dan Marine Fuel Oil (MFO) to Antam.
secara VHS serta kegiatan lainnya kepada
Antam.
Berdasarkan perjanjian, EPN wajib Based on the agreement, EPN is required to

melaksanakan pembangunan dan conduct construction and maintenance of VHS
pemeliharaan fasilitas dan instalasi VHS di facilities and installations at Antam's location with
lokasi Antam dengan metode Build, Operate Build, Operate and Transfer (BOT) method with
and Transfer (BOT) dengan masa construction period of 11 (eleven) months starting
pembangunan selama 11 (sebelas) bulan February 1, 2018. The handover of VHS facilities
terhitung mulai tanggal 1 Februari 2018. Serah and installations from EPN to Antam will be
terima fasilitas dan instalasi VHS dari EPN carried out when the distribution volume reaches
kepada Antam akan dilakukan pada saat the cumulative thruput as stipulated in the
volume penyaluran mencapai kumulatif thruput agreement.
sebagaimana diatur di perjanjian.
Atas pembangunan dan kegiatan layanan VHS, For the VHS construction and service activities,
Pertamina wajib membayarkan fee investasi Pertamina is required to pay investment fee and
dan fee layanan VHS kepada EPN VHS fees to EPN as stipulated in the agreement.
sebagaimana diatur dalam perjanjian. Other significant terms are stipulated in the
Ketentuan penting lainnya diatur dalam agreement.
perjanjian.
Efektif 1 September 2021, perjanjian tersebut Effective September 1, 2021, the agreement was
dinovasikan dari Pertamina kepada novated from Pertamina to PT Pertamina Patra
PT Pertamina Patra Niaga. Niaga.
Perjanjian tersebut berlaku sejak 1 Februari The agreement is effective from February 1, 2018
2018 sampai dengan 31 Januari 2022, dan until January 31, 2022, and until the completion
sampai dengan tanggal penyelesaian laporan date of the consolidated financial statements, the
keuangan konsolidasian, perjanjian ini belum agreement has not been extended.
diperpanjang.
101

PT Waskita Adhi Sejahtera (“WAS”) PT Waskita Adhi Sejahtera (“WAS”)
Perusahaan dan PT Waskita Adhi Perkasa The Company and PT Waskita Adhi Perkasa
(“WAS”) menandatangani Perjanjian Kerjasama (“WAS”) entered into Joint Operation (“JO”)
Operasi (“KSO”) dengan tanggal efektif agreement with effective date of the agreement on
perjanjian yaitu 12 Desember 2016. KSO ini December 12, 2016. The JO is establised in order
dibentuk untuk melakukan proyek jasa to perform electrical and instrumentation
pemeliharaan elektrikal dan instrumentasi dari maintenance services project from BP Berau Ltd.
BP Berau Ltd. Komposisi kepemilikan pada The composition of ownerships in JO are 51%
KSO adalah 51% oleh Perusahaan dan 49% owned by the Company and 49% owned by WAS.
oleh WAS.
c. Komitmen pengeluaran barang modal c. Capital expenditure commitments
Grup memiliki komitmen pengeluaran barang The Group has capital expenditure commitments
modal dalam menjalankan usaha normalnya. in the normal course of business. As of December
Pada tanggal 31 Desember 2021 dan 2020, 31, 2021 and 2020, the Group’s total outstanding
total komitmen pengeluaran barang modal Grup capital expenditure commitments amounted to
yang belum terealisasi masing-masing sebesar Rp131,988 and Rp14,607, respectively.
Rp131.988 dan Rp14.607.
d. Fasilitas penjaminan bank d. Bank guarantee facilities
Grup memiliki beberapa fasilitas penjaminan The Group has several bank guarantee facilities
bank yang batas maksimumnya tergabung of which the maximum limits are combined with
dengan fasilitas pinjaman dari BNI, BRI, ICBC, the loan facilities from BNI, BRI, ICBC, Mizuho,
Mizuho, UOB, MUFG dan Mandiri (Catatan 16). UOB, MUFG and Mandiri (Note 16). As of
Pada tanggal 31 Desember 2021 dan 2020, December 31, 2021 and 2020, the total unused
total fasilitas penjaminan bank yang belum bank guarantee facilities
digunakan masing-masing sebesar amounted to US$95,487,145 and
$AS95.487.145 dan $AS88.306.310. US$88,306,310, respectively.
34. INFORMASI SEGMEN 34. SEGMENT INFORMATION
Ringkasan berikut ini menggambarkan bisnis utama The following summary describes the core businesses
dari setiap segmen yang dilaporkan Grup: of each of the Group’s reportable segments:
a) Jasa hulu migas terintegrasi menyediakan jasa a) Integrated upstream oil and gas services provide
pengukuran data geofisika/seismik, jasa geophysical/seismic data services, oil and gas
pemboran migas dan jasa oilfield. drilling service and oilfield services.
b) Jasa penunjang migas menyediakan jasa b) Oil and gas support services provide threading
penguliran, perdagangan pipa OCGT (Open services, OCGT (Open Cycle Gas Turbine) pipe
Cycle Gas Turbine) dan fabrikasi, pembuatan trading and manufacturing, threading for oil and
ulir (threading) untuk pemboran migas, jasa gas drilling, data and information on energy and
pengelolaan data dan informasi energi dan mineral resources management services
sumber daya mineral (khususnya eksplorasi (particularly oil and gas exploration and
dan eksploitasi minyak dan gas bumi), jasa exploitation), oil and gas data management
pengelolaan data migas, jasa pembangunan services, integrated information technology
sistem teknologi informasi terpadu, jasa development services, telecommunication
telekomunikasi, jasa penyediaan jaringan, services, network services provider, satellite
telekomunikasi satelit dan sistem komunikasi communications, and Very-Small-Aperture
VSAT (Very-Small-Aperture Terminal). Terminal-based communication systems.
102
34. INFORMASI SEGMEN (lanjutan) 34. SEGMENT INFORMATION (continued)
c) Jasa distribusi dan logistik energi menyediakan c) Energy distribution and logistics services provide
jasa penyimpanan, perdagangan, storage services, trading, distribution and
pendistribusian dan pemasaran produk minyak marketing of oil and gas products in Indonesia.
dan gas di Indonesia.
Informasi mengenai segmen yang dilaporkan dan Information about reportable segments and
rekonsiliasi antara ukuran segmen dengan jumlah reconciliation between segment measures and the
yang diakui dalam laporan keuangan konsolidasian amounts recognized in the consolidated financial
adalah sebagai berikut: statements are as follows:
31 Desember 2021 dan untuk tahun yang berakhir pada tanggal tersebut/
December 31, 2021 and for the year then ended
Jasa
Jasa distribusi
hulu migas Jasa dan logistik
terintegrasi/ penunjang energi/ Jumlah
Integrated migas/ Energy sebelum
upstream Oil and gas distribution rekonsiliasi/
oil and gas support and logistics Total before Rekonsiliasi/ Konsolidasian/
services services services reconciliation Reconciliation Consolidated
Pendapatan eksternal 2.946.830 921.173 4.272.299 8.140.302 (3.739) 8.136.563 External revenues
Pendapatan antarsegmen 34.934 364.318 471.867 871.119 (871.119) - Inter-segment revenues
Total pendapatan 2.981.764 1.285.491 4.744.166 9.011.421 (874.858) 8.136.563 Total revenues
Beban pokok pendapatan (2.984.180) (1.105.660) (4.273.776) (8.363.616) 872.547 (7.491.069) Total cost of revenues
Laba bruto (2.416) 179.831 470.390 647.805 (2.311) 645.494 Gross profit
Beban penjualan (757) (441) (866) (2.064) - (2.064) Selling expenses
General and administrative
Beban umum dan administrasi (163.155) (76.808) (97.497) (337.460) 9.258 (328.202) expenses
Pendapatan keuangan 17.374 9.028 5.217 31.619 (4.649) 26.970 Finance income
Beban keuangan (83.086) (8.007) (27.196) (118.289) (3.052) (121.341) Finance expenses
Pendapatan (beban) lain-lain - neto) 16.501 (10.554) (3.776) 2.171 7.724 9.895 Other income (expenses) - net
Laba sebelum pajak final dan Profit before final tax and
pajak penghasilan (215.539) 93.049 346.272 223.782 6.970 230.752 income tax
Beban pajak final (17.099) (6.139) (4.794) (28.032) - (28.032) Final tax expense
Laba sebelum pajak penghasilan (232.638) 86.910 341.478 195.750 6.970 202.720 Profit before income tax
Beban pajak penghasilan (7.598) (12.186) (74.084) (93.868) - (93.868) Income tax expense
Laba tahun berjalan (240.236) 74.724 267.394 101.882 6.970 108.852 Profit for the year
Penghasilan komprehensif lain 3.072 132 1.852 5.056 (1.984) 3.072 Other comprehensive income
Total laba komprehensif Total comprehensive income

tahun berjalan (237.164) 74.856 269.246 106.938 4.986 111.924 for the year
Informasi-informasi lain Other information

Total aset 5.931.004 1.366.289 2.495.953 9.793.246 (2.558.389) 7.234.857 Total assets
Total liabilitas 2.117.818 504.846 1.361.521 3.984.185 (527.462) 3.456.723 Total liabilities
Ekuitas - neto 3.813.186 861.422 1.134.432 5.809.040 (2.030.906) 3.778.134 Equity - net
Penyusutan dan amortisasi (311.683) (87.384) (279.757) (678.824) 9.383 (669.441) Depreciation and amortization
Penambahan aset tetap 194.693 33.792 129.997 358.482 - 358.482 Additions of fixed assets
103
34. INFORMASI SEGMEN (lanjutan) 34. SEGMENT INFORMATION (continued)

31 Desember 2020 dan untuk tahun yang berakhir pada tanggal tersebut/
December 31, 2020 and for the year then ended
Jasa
Jasa distribusi
hulu migas Jasa dan logistik
terintegrasi/ penunjang energi/ Jumlah
Integrated migas/ Energy sebelum
upstream Oil and gas distribution rekonsiliasi/
oil and gas support and logistics Total before Rekonsiliasi/ Konsolidasian/
services services services reconciliation Reconciliation Consolidated
Pendapatan eksternal 3.725.947 585.434 3.415.564 7.726.945 - 7.726.945 External revenues

Pendapatan antarsegmen 34.987 823.597 370.965 1.229.549 (1.229.549) - Inter-segment revenues
Total pendapatan 3.760.934 1.409.031 3.786.529 8.956.494 (1.229.549) 7.726.945 Total revenues
Beban pokok pendapatan (3.594.337) (1.205.987) (3.408.866) (8.209.190) 1.224.718 (6.984.472) Total cost of revenues
Laba bruto 166.597 203.044 377.663 747.304 (4.831) 742.473 Gross profit
Beban penjualan (1.923) (361) (460) (2.744) - (2.744) Selling expenses
General and administrative
Beban umum dan administrasi (156.512) (70.576) (81.028) (308.116) 5.634 (302.482) expenses
Pendapatan keuangan 13.972 8.684 6.826 29.482 - 29.482 Finance income
Beban keuangan (81.021) (4.496) (47.121) (132.638) 439 (132.199) Finance expenses
Pendapatan (beban) lain-lain - neto 16.011 4.120 32.598 52.729 (6.250) 46.479 Other income (expenses) - net
Laba sebelum pajak final dan Profit before final tax and
pajak penghasilan (42.876) 140.415 288.478 386.017 (5.008) 381.009 income tax
Beban pajak final (24.565) (8.720) (2.847) (36.132) - (36.132) Final tax expense
Laba sebelum pajak penghasilan (67.441) 131.695 285.631 349.885 (5.008) 344.877 Profit before income tax
Beban pajak penghasilan (14.788) (17.421) (63.583) (95.792) - (95.792) Income tax expense
Laba perode berjalan (82.229) 114.274 222.048 254.093 (5.008) 249.085 Profit for the period
Penghasilan komprehensif lain 3.963 (325) 1.564 5.202 (1.239) 3.963 Other comprehensive income
Total laba komprehensif Total comprehensive income

periode berjalan (78.266) 113.949 223.612 259.295 (6.247) 253.048 for the period
Informasi-informasi lain Other information

Total aset 6.154.768 1.220.049 2.287.297 9.662.114 (2.099.292) 7.562.822 Total assets
Total liabilitas 2.371.867 374.255 1.333.553 4.079.675 (257.799) 3.821.876 Total liabilities
Ekuitas - neto 3.782.903 845.794 953.743 5.582.440 (1.841.494) 3.740.946 Equity - net
Penyusutan dan amortisasi (368.401) (97.702) (269.726) (735.829) 6.483 (729.346) Depreciation and amortization
Penambahan aset tetap 230.242 52.873 108.571 391.686 (7.781) 383.905 Additions of fixed assets
Informasi tentang pelanggan utama Information on major customers

Berikut ini adalah alokasi pendapatan usaha Grup The following is the Group’s operating revenues
berdasarkan kelompok pelanggan: allocation based on customer grouping:

31 Desember/
Year ended December 31
2021 2020
Bahan bakar minyak 1.473.503 1.149.427 Fuel oil
Kontraktor bagi hasil 349.112 336.040 Production sharing contractors
Pelanggan eceran/masyarakat 35.253 53.277 Retail customers/public
Lainnya 90.294 118.707 Others
1.948.162 1.657.451
Pihak berelasi (Catatan 32i) 6.188.401 6.069.494 Related parties (Note 32i)
Total 8.136.563 7.726.945 Total
Grup tidak bergantung pada pendapatan dari suatu The Group does not rely on revenue from any specific
pelanggan tertentu karena jasa-jasa yang customer group due to the services provided by the
disediakan oleh Grup bukan merupakan jenis jasa Group are not being provided exclusively to a certain
yang secara khusus diberikan untuk satu kelompok group of customers.
pelanggan tertentu.
104
35. LABA PER SAHAM 35. EARNINGS PER SHARE
Rekonsiliasi perhitungan laba per saham adalah The reconciliation of earnings per share calculation is

31 Desember/
2021 2020
Laba tahun berjalan yang dapat

diatribusikan kepada pemilik Profit for the year attributable to
entitas induk 108.740 249.082 owners of the parent entity
Jumlah rata-rata tertimbang saham 7.298.500.000 7.298.500.000 Weighted average number of shares
Laba per saham (nilai penuh) 14,90 34,13 Earnings per share (full amount)
Pada tanggal 31 Desember 2021 dan 2020, tidak As of December 31, 2021 and 2020, there were no
terdapat efek yang berpotensi dikonversi menjadi securities potentially converted into ordinary shares
saham biasa yang dapat menimbulkan pengaruh that would give rise to a dilution of earnings per share.
dilusi pada laba per saham.
36. PENGUKURAN NILAI WAJAR 36. FAIR VALUE MEASUREMENT
Nilai wajar didefinisikan sebagai jumlah dimana Fair value is defined as the amount at which an
instrumen tersebut dapat dipertukarkan di dalam instrument could be exchanged in a current
transaksi jangka pendek antara pihak yang transaction between knowledgeable willing parties in
berkeinginan dan memiliki pengetahuan yang an arm's length transaction, other than in a forced or
memadai melalui suatu transaksi yang wajar, selain liquidation sale.
di dalam penjualan terpaksa atau penjualan
likuidasi.
Instrumen keuangan yang disajikan dalam laporan Financial instruments presented in the consolidated
posisi keuangan konsolidasian dicatat sebesar nilai statement of financial position are carried at fair value,
wajar, atau disajikan dalam jumlah tercatat, baik otherwise, they are presented at carrying amounts as
karena jumlah tersebut mendekati nilai wajarnya either these are reasonable approximation of fair
atau karena nilai wajarnya tidak dapat diukur secara values or their fair values cannot be reliably measured.
handal.
Grup menentukan pengukuran nilai wajar untuk The Group determined the fair value measurement for
tujuan pengungkapan setiap aset keuangan dan disclosure purposes of each financial asset and
liabilitas keuangan berdasarkan metode dan asumsi financial liability based on the following methods and
sebagai berikut: assumptions:
- Nilai wajar aset keuangan lancar dan liabilitas - The fair value of current financial assets and
keuangan jangka pendek yang mencakup, current financial liabilities which includes, among
antara lain, kas dan setara kas, piutang usaha, others, cash and cash equivalents, trade
aset keuangan lancar lainnya, pinjaman bank receivables, other current financial assets, short-
jangka pendek, liabilitas imbalan kerja jangka term bank loans, short - term employee benefits
pendek, utang usaha, liabilitas jangka pendek liability, trade payables, other non-current
lainnya - utang lain-lain dan titipan pelanggan liabilities - other payables and customer deposits
dan beban akrual, dianggap mendekati jumlah and accrued expenses, are considered to
tercatatnya. approximate their carrying amounts.
- Estimasi nilai wajar aset keuangan tidak lancar - The estimated fair values of other non-current
lainnya ditentukan dengan mendiskontokan financial assets are determined by discounting the
arus kas masa depan menggunakan tingkat future cash flows using risk-free interest rates for
suku bunga bebas risiko untuk instrumen similar instruments.
serupa.
105
36. PENGUKURAN NILAI WAJAR (lanjutan) 36. FAIR VALUE MEASUREMENT (continued)
Grup menentukan pengukuran nilai wajar untuk The Group determined the fair value measurement for
tujuan pengungkapan setiap aset keuangan dan disclosure purposes of each financial asset and
liabilitas keuangan berdasarkan metode dan asumsi financial liability based on the following methods and
sebagai berikut: (lanjutan) assumptions: (continued)
- Aset keuangan tersedia untuk dijual yang terdiri - Available-for-sale financial asset that comprised
dari investasi pada saham dengan persentase investments in shares with percentage of
kepemilikan di bawah 20% dicatat pada biaya ownership interest less than 20% are recognized
perolehan karena investasi pada instrumen at cost due to such investments in equity
ekuitas tersebut tidak memiliki kuotasi harga di instruments have no quoted market price in an
pasar aktif dan nilai wajarnya tidak dapat diukur active market and their fair value cannot be
secara handal. reliably measureable.
- Estimasi nilai wajar pinjaman bank jangka - The estimated fair values of long-term bank loans
panjang ditentukan dengan mendiskontokan are determined by discounting the future cash
arus kas masa depan dengan menggunakan flows using market interest rates for instruments
tingkat suku bunga pasar untuk instrumen with similar terms, credit risk and remaining
dengan syarat, risiko kredit dan jatuh tempo maturities.
yang serupa.
Tabel berikut menyajikan perbandingan jumlah The following table presents the comparison between
tercatat dengan estimasi nilai wajar instrumen the carrying amounts and the estimated fair values of
keuangan dalam laporan posisi keuangan financial instruments in the consolidated statement of
konsolidasian. financial position.
2021 2020
Jumlah Estimasi Jumlah Estimasi
tercatat/ nilai wajar/ tercatat/ nilai wajar/
Carrying Estimated Carrying Estimated
amount fair value amount fair value
Aset keuangan Financial assets
Kas dan setara kas 1.144.769 1.144.769 1.231.867 1.231.867 Cash and cash equivalents
Piutang usaha - neto 2.287.925 2.287.925 2.150.154 2.150.154 Trade receivables - net
Aset keuangan lancar lainnya - Other current financial
neto 64.791 64.791 48.327 48.327 assets - net
Aset keuangan tidak lancar Other non-current financial
lainnya - neto 459.646 459.646 467.885 467.885 assets - net
Total 3.957.131 3.957.131 3.898.233 3.898.233 Total
Liabilitas keuangan Financial liabilities
Pinjaman bank jangka pendek 167.975 167.975 110.714 110.714 Short-term bank loans
Utang usaha 671.338 671.338 685.105 685.105 Trade payables
Liabilitas jangka pendek lainnya Other current liabilities
Titipan pelanggan 28.868 28.868 60.017 60.017 Customer deposits
Utang lain-lain 22.536 22.536 17.089 17.089 Other payables
jangka pendek 72.048 72.048 60.494 60.494 benefits liability
Beban akrual 1.301.728 1.301.728 1.047.200 1.047.200 Accrued expenses
Pinjaman bank jangka panjang 165.222 165.222 628.612 628.612 Long-term bank loans
Utang sukuk 697.669 697.669 697.019 697.019 Sukuk payable
Liabilitas sewa 101.097 101.097 317.111 317.111 Lease liability
Total 3.228.481 3.228.481 3.623.361 3.623.361 Total
106
Hirarki Nilai Wajar Fair Value Hierarchy
Aset dan liabilitas keuangan diklasifikasikan secara Financial assets and liabilities are classified in their
keseluruhan berdasarkan tingkat terendah dari entirety based on the lowest level of input that is
masukan (input) yang signifikan terhadap significant to the fair value measurements. The
pengukuran nilai wajar. Penilaian dampak signifikan assessment of the significance of a particular input to
dari suatu input tertentu terhadap pengukuran nilai the fair value measurements requires judgement and
wajar membutuhkan pertimbangan dan dapat may affect the valuation of the assets and liabilities
mempengaruhi penilaian dari aset dan liabilitas yang being measured and their placement within the fair
diukur dan penempatannya dalam hirarki nilai wajar. value hierarchy.
Bukti terbaik dari nilai wajar adalah harga yang The best evidence of fair value is quoted prices in an
dikuotasikan (quoted prices) dalam sebuah pasar active market. If the market for a financial instrument
yang aktif. Jika pasar untuk sebuah instrumen is not active, an entity establishes fair value by using a
keuangan tidak aktif, entitas menetapkan nilai wajar valuation technique. The objective of using a valuation
dengan menggunakan metode penilaian. Tujuan technique is to establish what the transaction price
dari penggunaan metode penilaian adalah untuk would have been on the measurement date in an arm's
menetapkan harga transaksi yang terbentuk pada length exchange motivated by normal business
tanggal pengukuran dalam sebuah transaksi considerations. Valuation techniques include using
pertukaran yang wajar dengan pertimbangan bisnis recent arm's length market transactions between
normal. Metode penilaian termasuk penggunaan knowledgeable and willing parties, if available,
harga dalam transaksi pasar yang wajar (arm’s reference to the current fair value of another
length) terakhir antara pihak-pihak yang memahami instrument that is substantially the same, discounted
dan berkeinginan, jika tersedia, referensi kepada cash flow analysis and option pricing models.
nilai wajar terkini dari instrumen lain yang secara
substansial sama, analisa arus kas yang
didiskontokan dan model harga opsi (option pricing
models).
Jika terdapat metode penilaian yang biasa If there is a valuation technique commonly used by
digunakan oleh para peserta pasar untuk market participants to price the instrument and that
menentukan harga dari instrumen dan metode technique has been demonstrated to provide reliable
tersebut telah didemonstrasikan untuk menyediakan estimates of prices obtained in actual market
estimasi yang handal atas harga yang diperoleh dari transactions, the entity must uses that technique. The
transaksi pasar yang aktual, entitas harus chosen valuation technique makes maximum use of
menggunakan metode tersebut. Metode penilaian market inputs and relies as little as possible on entity-
yang dipilih membuat penggunaan maksimum dari specific inputs. It incorporates all factors that market
input pasar dan bergantung sedikit mungkin atas participants would consider in setting a price and is
input yang spesifik untuk entitas (entity-specific consistent with accepted economic methodologies for
inputs). Metode tersebut memperhitungkan semua pricing financial instruments. Periodically, the Group
faktor yang akan dipertimbangkan oleh peserta calibrates the valuation technique and tests it for
pasar dalam menentukan sebuah harga dan selaras validity using prices from any observable current
dengan metode ekonomis untuk penilaian sebuah market transactions in the same instrument
instrumen keuangan. Secara berkala, Grup (i.e., without modification or repackaging) or based on
menelaah metode penilaian dan mengujinya untuk any available observable market data.
validitas dengan menggunakan harga dari transaksi
pasar terkini yang dapat diobservasi untuk
instrumen yang sama (yaitu tanpa modifikasi dan
pengemasan kembali) atau berdasarkan data pasar
yang tersedia dan dapat diobservasi.
107
Hirarki Nilai Wajar (lanjutan) Fair Value Hierarchy (continued)
Grup menggunakan hirarki di bawah untuk The Group uses the hierarchy to determine and
menentukan dan menyajikan nilai wajar dari present the fair value of financial instruments to
instrumen keuangan dalam melakukan pengukuran: measure:
 Tingkat 1 : Nilai wajar diukur berdasarkan pada  Level 1 : Fair value measured based on quoted
harga kuotasi (tidak disesuaikan) prices (unadjusted) in active markets
dalam pasar aktif untuk aset atau for identical assets or liabilities.
liabilitas sejenis.
 Tingkat 2 : Nilai wajar diukur berdasarkan  Level 2 : Fair value measured based on
teknik-teknik valuasi, yaitu untuk valuation techniques for which all
seluruh input yang diketahui baik inputs which have a significant effect
secara langsung ataupun tidak on the recorded fair values are
langsung memiliki dampak observable, either directly or indirectly.
signifikan atas nilai wajar tercatat.
 Tingkat 3 : Nilai wajar diukur berdasarkan  Level 3 : Fair value measured based on
teknik-teknik valuasi, yaitu untuk valuation techniques for which any
seluruh input yang tidak dapat inputs which have a significant effect
diketahui baik secara langsung on the recorded fair values that are not
ataupun tidak langsung memiliki based on observable market data
dampak signifikan atas nilai wajar (unobservable inputs).
tercatat.
Hirarki nilai wajar Grup pada tanggal 31 Desember Fair value hierarchy of the Group as of December 31,
2021 dan 2020 adalah sebagai berikut: 2021 and 2020 are as follows:
31 Desember 2021/December 31, 2021
Total/ Level 1/ Level 2/ Level 3/

Total Level 1 Level 2 Level 3
Aset yang nilai wajarnya diungkapkan Assets for which fair value are disclosed
Aset tidak lancar Non-current Assets
Aset tetap *) 1.628.811 - 1.628.811 - Fixed assets *)
Properti investasi 527.842 - 527.842 - Investment properties
*) Untuk aset tetap dengan nilai buku sebesar Rp840.917/For fixed assets with net book value of Rp840,917
31 Desember 2020/December 31, 2020
Total/ Level 1/ Level 2/ Level 3/

Total Level 1 Level 2 Level 3
Aset yang nilai wajarnya diungkapkan Assets for which fair value are disclosed
Aset tidak lancar Non-current Assets
Aset tetap *) 427.217 - 427.217 - Fixed assets *)
Properti investasi 500.146 - 500.146 - Investment properties
*) Untuk aset tetap dengan nilai buku sebesar Rp277.862/For fixed assets with net book value of Rp277,862
Pada tanggal 31 Desember 2021, tidak terdapat As of December 31, 2021, there is no transfer between
pengalihan antara pengukuran nilai wajar level 1 dan measurement of fair value of level 1 and level 2.
level 2.
Tidak terdapat aset dan liabilitas lain yang diukur No other assets and liabilities have been measured
dan diungkapkan selain yang telah dijelaskan diatas. and disclosed other than above explained.
108
37. MANAJEMEN RISIKO KEUANGAN 37. FINANCIAL RISK MANAGEMENT
Risiko utama dari instrumen keuangan Grup adalah The main risks arising from the Group’s financial
risiko tingkat suku bunga, risiko mata uang, risiko instruments are interest rate risk, currency risk, credit
kredit dan risiko likuiditas. Penelaahan Direksi dan risk and liquidity risk. The Directors review and
kebijakan yang disetujui untuk mengelola masing- approve policies for managing each of these risks,
masing risiko ini dijelaskan secara detail sebagai which are described in more detail as follows:
berikut:
a. Risiko tingkat suku bunga a. Interest rate risk
Risiko tingkat suku bunga Grup terutama timbul The Group’s interest rate risk mainly arises from
dari pinjaman untuk tujuan modal kerja dan loans for working capital and investment
investasi. Pinjaman pada tingkat suku bunga purposes. Loans at floating rates expose the
mengambang membuat Grup terekspos Group to cash flow interest rate risk.
terhadap risiko suku bunga atas arus kas.
Untuk pinjaman modal kerja dan investasi, Grup For working capital and investment loans, the
berusaha mengurangi risiko tingkat suku Group may seek to mitigate its interest rate risk by
bunganya dengan cara mendapatkan struktur obtaining loans structured with competitive
pinjaman dengan suku bunga kompetitif. interest rates.
Tabel berikut ini menunjukkan sensitivitas The following table demonstrates the sensitivity to
perubahan tingkat suku bunga pinjaman. changes in interest rates of the loans. The effect
Dampak perubahan tingkat suku bunga of changes in interest rates of the loans to profit
pinjaman terhadap laba sebelum pajak before income tax is as follows:
penghasilan adalah sebagai berikut:

2021 2020
Kenaikan 50 basis poin 7.232 409 Increase by 50 basis points
Penurunan 50 basis poin (7.232) (409) Decrease by 50 basis points
Penurunan/kenaikan laba sebelum pajak Such decrease/increase in profit before income

penghasilan tersebut terutama sebagai akibat tax is mainly as a result of higher/lower interest
kenaikan/penurunan biaya bunga atas expense on loans with floating interest rates. The
pinjaman dengan tingkat bunga mengambang. analysis assumes that all other variables remain
Analisis mengasumsikan bahwa seluruh constant.
variabel lain tetap tidak berubah.
b. Risiko mata uang asing b. Foreign currency risk
Mata uang fungsional Grup adalah Rupiah. The Group’s functional currency is the Rupiah.
Grup dapat menghadapi risiko nilai tukar mata The Group faces foreign exchange risk as its
uang asing karena pinjaman, pendapatan dan borrowings, revenues and the costs of certain key
biaya beberapa pembelian utamanya dalam purchases are either denominated in US Dollars
mata uang Dolar AS atau harganya secara or their prices are significantly influenced by their
signifikan dipengaruhi oleh perubahan tolak benchmark price movements in foreign currencies
ukur harganya dalam mata uang asing (mainly US Dollars). To the extent that the
(terutama Dolar AS). Apabila pendapatan dan revenue and purchases of the Group are
pembelian Grup di dalam mata uang selain denominated in currencies other than Rupiah, and
Rupiah tidak seimbang dalam hal jumlah are not evenly matched in terms of amount and/or
dan/atau pemilihan waktu, Grup terekspos timing, the Group has exposure to foreign
risiko mata uang asing. currency risk.
109
37. MANAJEMEN RISIKO KEUANGAN (lanjutan) 37. FINANCIAL RISK MANAGEMENT (continued)
b. Risiko mata uang asing (lanjutan) b. Foreign currency risk (continued)
Grup tidak mempunyai kebijakan lindung nilai The Group does not have any formal hedging
yang formal untuk laju pertukaran mata uang policy for foreign exchange exposure. However, in
asing. Bagaimanapun, terkait dengan hal-hal relation to the matters discussed in the preceding
yang telah didiskusikan pada paragraf di atas, paragraph, the fluctuations in the exchange rates
fluktuasi dalam nilai tukar Rupiah dan Dolar AS between the Rupiah and US Dollar provide some
menghasilkan lindung nilai natural untuk laju degree of natural hedge for the Group’s foreign
nilai tukar Grup. exchange exposure.
Grup memiliki aset dan liabilitas moneter dalam The Group’s monetary assets and liabilities
mata uang asing sebagai berikut: denominated in foreign currencies are as follows:
31 Desember/December 31, 2021 31 Desember/December 31, 2020
Dalam mata Setara dalam Dalam mata Setara dalam

uang asing/ Rupiah/ uang asing/ Rupiah/
In foreign Equivalent In foreign Equivalent
currencies in Rupiah currencies in Rupiah
Aset Assets
Kas dan setara kas $AS 14.776.480 210.979 $AS 17.110.552 241.345 Cash and cash equivalents
Piutang usaha $AS 62.132.091 887.122 $AS 35.796.217 504.906 Trade receivables
$SG 15.759 166 $SG 25.272 269
Aset keuangan lancar lainnya $AS 673.762 9.620 $AS 662.807 9.348 Other current financial assets
Aset keuangan tidak lancar
lainnya $AS 1.498.250 21.392 $AS 1.498.331 21.134 Other non-current financial assets
Aset lain-lain $AS 509 7 $AS 509 7 Other assets
€ 242.500 3.911 € 242.500 4.203
Total 1.133.197 781.212 Total
Liabilitas Liabilities
Pinjaman bank jangka pendek $AS 6.765.435 96.597 $AS 5.471.613 77.177 Short-term bank loans
Utang usaha $AS 924.197 13.196 $AS 5.735.144 80.894 Trade payables
$SG 110.795 1.167 $SG 114.524 1.219
€ 29.311 473 € 29.313 508
Liabilitas jangka pendek lainnya $AS 531.490 7.589 $AS 153.351 2.163 Other current liabilities
Beban akrual $AS 2.892.138 41.294 $AS 7.552.692 106.531 Accrued expenses
$SG 2.336 25 $SG 2.336 25
Pinjaman bank jangka
Panjang $AS 11.684.339 166.829 $AS 30.366.174 428.315 Long-term bank loans
Total 327.170 696.832 Total
Aset neto 806.027 84.380 Net assets
Apabila aset dan liabilitas moneter dalam mata Had monetary assets and liabilities denominated
uang asing pada tanggal 31 Desember 2021 in foreign currencies as of December 31, 2021
dijabarkan ke dalam Rupiah dengan been translated to the Rupiah using the middle
menggunakan kurs tengah transaksi yang rate transaction published by Bank Indonesia as
dipublikasikan Bank Indonesia pada tanggal of February 25, 2022 the net monetary assets
25 Februari 2022, maka aset moneter neto akan would have been increased by approximately
meningkat sebesar Rp5.118. Rp5,118.
110
b. Risiko mata uang asing (lanjutan) b. Foreign currency risk (continued)
Tabel berikut ini menunjukkan sensitivitas The following table demonstrates the sensitivity to
perubahan nilai tukar mata uang asing. Dampak changes in the exchange rate of foreign
perubahan nilai tukar mata uang asing terhadap currencies. The effect of changes in the exchange
laba sebelum pajak penghasilan adalah rate of foreign currencies to profit before income
sebagai berikut: tax is as follows:
31 Desember/
2021 2020
Penguatan 1% 8.060 710 Strengthening by 1%
Pelemahan 1% (8.060) (710) Weakening by 1%
Analisis mengasumsikan bahwa seluruh The analysis assumes that all other variables, in
variabel lain, khususnya tingkat suku bunga, particular interest rates, remain constant and
tetap tidak berubah dan mengabaikan dampak ignores any impact of forecasted sales and
atas perkiraan penjualan dan pembelian. purchases.
c. Risiko kredit c. Credit risk

Eksposur maksimum Grup terhadap risiko The Group’s maximum exposure to credit risk is
kredit adalah senilai dengan jumlah tercatat dari equal to the carrying amount of each financial
setiap aset keuangan. assets.
Risiko kredit utama yang dihadapi oleh Grup The main credit risk faced by the Group arises
berasal dari kredit yang diberikan kepada from the credit granted to its customers. To
pelanggan. Untuk meringankan risiko ini, ada mitigate this risk, it has policies in place to ensure
kebijakan untuk memastikan penjualan that sales of services/products are made only to
jasa/produk hanya dibuat kepada pelanggan creditworthy customers with proven track records
yang dapat dipercaya dan terbukti mempunyai or good credit history. It is the Group’s policy that
rekam jejak atau sejarah kredit yang baik. Ini all customers who wish to trade services/products
merupakan kebijakan Grup dimana semua on credit are subject to credit verification
pelanggan yang akan melakukan pembelian procedures. For revenues, the Group may grant
jasa/produk secara kredit harus melalui its customers credit terms from the issue of
prosedur verifikasi kredit. Untuk pendapatan, invoices. In addition, receivables balances are
Grup memberikan jangka waktu kredit dari monitored on an ongoing basis to reduce
faktur yang diterbitkan. Sebagai tambahan, exposure to bad debts.
saldo piutang dipantau secara terus menerus
untuk mengurangi kemungkinan piutang yang
tidak tertagih.
Tabel berikut menyajikan analisis umur piutang The following table presents the aging analysis of
usaha. trade receivables.
31 Desember/
2021 2020
Belum jatuh tempo 1.759.487 1.821.701 Not yet overdue

Lewat jatuh tempo Overdue
1-30 hari 239.733 221.685 1-30 days
31-60 hari 64.103 8.343 31-60 days
61-150 hari 5.236 36.619 61-150 days
Lebih dari 150 hari 408.805 229.445 Over 150 days
Total 2.477.364 2.317.793 Total
Neto 2.287.925 2.150.154 Net
111
c. Risiko kredit (lanjutan) c. Credit risk (continued)
Risiko piutang usaha yang belum jatuh tempo The risk of trade receivables that are neither
dan tidak mengalami penurunan nilai untuk overdue nor impaired becoming impaired is low as
mengalami penurunan nilai adalah kecil karena the parties have a good track record with the
debitur memiliki rekam jejak yang baik dengan Group.
Grup.
Tergantung pada penilaian Grup, penyisihan Depending on the Group’s assessment, specific
khusus mungkin dibuat jika piutang dianggap allowance may be made if a receivable was
tidak tertagih. deemed uncollectible.
Aset keuangan tidak lancar lainnya tertentu Certain other non-current financial assets have
mengalami penurunan nilai yaitu terkait dengan been impaired related to the impact of time value
efek perubahan nilai waktu uang atas klaim of money from claim of deposits to Bank Mega
deposito ke Bank Mega (Catatan 10 dan 33a). (Notes 10 and 33a).
d. Risiko likuiditas d. Liquidity risk
Grup mengelola profil likuiditasnya untuk dapat The Group manages its liquidity profile to be able
mendanai pengeluaran modalnya dan to finance its capital expenditure and manage its
mengelola utang yang jatuh tempo dengan maturing debts by maintaining sufficient cash and
menjaga kas yang cukup dan ketersediaan the availability of funding through an adequate
pendanaan melalui jumlah fasilitas kredit amount of committed credit facilities.
berkomitmen yang cukup.
Grup secara reguler mengevaluasi proyeksi The Group regularly evaluates its projected and
arus kas dan terus menerus menilai kondisi actual cash flow information and continuously
pasar keuangan untuk mengevaluasi assesses conditions in the financial markets to
kemungkinan mengejar inisiatif penggalangan evaluate the possibility of pursuing fund-raising
dana. initiatives.
Tabel berikut menyajikan profil jangka waktu The following table presents the maturity profile of
pembayaran liabilitas keuangan Grup the Group’s financial liabilities based on
berdasarkan pembayaran kontraktual yang undiscounted contractual payments.
tidak didiskontokan.
Biaya Jumlah
pinjaman/ tercatat/
< 1 tahun/ 1-2 tahun/ 2-3 tahun/ Costs of Carrying
< 1 year 1-2 years 2-3 years Total loan amounts

pendek 167.975 - - 167.975 - 167.975 Short-term bank loans
Utang usaha 671.338 - - 671.338 - 671.338 Trade payables
Liabilitas jangka pendek
lainnya Other current liabilities
Utang lain-lain 22.536 - - 22.536 - 22.536 Other payables
Titipan pelanggan 28.868 - - 28.868 - 28.868 Customer deposits
jangka pendek 72.048 - - 72.048 - 72.048 benefits liability
Beban akrual 1.301.728 - - 1.301.728 - 1.301.728 Accrued expenses
panjang 144.997 21.832 - 166.829 (1.607) 165.222 Long-term bank loans
Utang sukuk - - 700.000 700.000 (2.331) 697.669 Sukuk payable
Liabilitas sewa 71.007 30.090 - 101.097 - 101.097 Lease liability
Total 2.480.497 51.922 700.000 3.232.419 (3.938) 3.228.481 Total
112
d. Risiko likuiditas (lanjutan) d. Liquidity risk (continued)

Biaya Jumlah
pinjaman/ tercatat/
< 1 tahun/ 1-2 tahun/ 2-3 tahun/ Costs of Carrying
< 1 year 1-2 years 2-3 years Total loan amounts

pendek 110.714 - - 110.714 - 110.714 Short-term bank loans
Utang usaha 685.105 - - 685.105 - 685.105 Trade payables
Liabilitas jangka pendek
lainnya Other current liabilities
Utang lain-lain 17.089 - - 17.089 - 17.089 Other payables
Titipan pelanggan 60.017 - - 60.017 - 60.017 Customer deposits
jangka pendek 60.494 - - 60.494 - 60.494 benefits liability
Beban akrual 1.047.200 - - 1.047.200 - 1.047.200 Accrued expenses
panjang 291.667 340.279 - 631.946 (3.334) 628.612 Long-term bank loans
Utang sukuk - - 700.000 700.000 (2.981) 697.019 Sukuk payable
Liabilitas sewa 252.193 59.881 5.037 317.111 - 317.111 Lease liability
Total 2.524.479 400.160 705.037 3.629.676 (6.315) 3.623.361 Total
e. Pengelolaan modal e. Capital management
Tujuan Grup dalam pengelolaan modal adalah The Group’s objectives when managing capital
untuk mempertahankan kelangsungan usaha are to safeguard the Group’s ability to continue as
Grup guna memberikan imbal hasil kepada a going concern in order to provide returns for
pemegang saham dan manfaat kepada shareholders and benefits to other stakeholders
pemangku kepentingan lainnya serta menjaga and to maintain an optimum capital structure
struktur modal yang optimal yang meliputi utang covering debt and equity to minimise the cost of
dan ekuitas untuk mengurangi biaya modal. capital.
Secara periodik, Grup melakukan penilaian Periodically, the Group conducts debt valuation to
utang untuk menilai kemungkinan pembiayaan assess possibilities of refinancing existing debts
kembali utang yang ada dengan utang baru with new ones which have more efficient cost that
yang memiliki biaya yang lebih efisien sehingga will lead to more optimized cost-of-debt.
mengoptimalkan biaya utang.
Grup dipersyaratkan oleh Undang-undang The Group is required by the Limited Liability
No. 40 tahun 2007 tentang Perusahaan Company Law No. 40 of 2007 to allocate and
Terbatas untuk mengalokasikan dana maintain a non-distributable reserve fund until
cadangan yang tidak boleh didistribusikan such reserve reaches 20% of the issued and fully
sampai dengan 20% dari modal saham paid capital stock. This externally imposed capital
ditempatkan dan disetor penuh. Persyaratan requirement is considered by the Group in the
permodalan eksternal tersebut dipertimbangkan General Meeting of Shareholders.
oleh Grup dalam Rapat Umum Pemegang
Saham.
Perusahaan dan EFK dipersyaratkan untuk The Company and EFK are required to maintain
memelihara tingkat permodalan tertentu oleh certain level of capital by bank loan agreements
perjanjian pinjaman bank (Catatan 16 dan 21). (Notes 16 and 21). As of 31 Desember, 2021 and
Pada tanggal 31 Desember 2021 dan 2020, 2020, this externally imposed capital requirement
persyaratan permodalan eksternal tersebut has been complied.
telah dipenuhi.
Strategi Grup adalah mempertahankan rasio The Group’s strategy is to maintain the maximum
utang terhadap ekuitas maksimal sebesar debt to equity ratio at 3 times and the minimum
3 kali dan rasio pengembalian utang minimal debt service coverage ratio at 1.1 times.
sebesar 1,1 kali.
113
e. Pengelolaan modal (lanjutan) e. Capital management (continued)

Rasio utang terhadap ekuitas dihitung Debt to equity ratio was calculated by comparing
berdasarkan total liabilitas dibandingkan total liabilities to net equity. The calculation of debt
dengan ekuitas neto. Perhitungan rasio utang to equity ratios is as follows:
terhadap ekuitas adalah sebagai berikut:
31 Desember/ December 31,
2021 2020
Total liabilitas 3.456.723 3.821.876 Total liabilities
Ekuitas - neto 3.778.134 3.740.946 Equity - net
Rasio utang terhadap ekuitas 0,9 1,02 Debt to equity ratio
Rasio pengembalian utang dihitung Debt service coverage ratio was calculated by
berdasarkan laba sebelum pajak, bunga, comparing earning before tax, interest,
penyusutan dan amortisasi dikurangi dividen depreciation and amortization less dividend to
terhadap pembayaran pokok dan bunga. principal and interest payment. Principal and
Pembayaran pokok dan bunga tidak termasuk interest payment exclude early repayment made.
pelunasan yang dipercepat. Perhitungan rasio The calculation of debt service coverage ratios is
pengembalian utang adalah sebagai berikut: as follows:
31 Desember/
2021 2020
Laba sebelum pajak, bunga, Profit before tax, interest, depreciation
penyusutan dan amortisasi 1.003.735 1.409.560 and amortization
Dividen 74.725 89.119 Dividend
Pembayaran pokok dan bunga 514.438 713.154 Principal and interest payment
Rasio pengembalian utang 1,81 1,85 Debt service coverage ratio
38. TAMBAHAN INFORMASI ARUS KAS 38. SUPPLEMENTARY CASH FLOWS INFORMATION
Aktivitas signifikan yang tidak mempengaruhi arus Significant activities which did not affect the Group’s
kas Grup adalah sebagai berikut: cash flows are as follows:

31 Desember/
Year ended December 31
2021 2020
Penambahan aset tetap melalui: Addition of fixed assets through:
Utang usaha 55.617 76.960 Trade payable
114
38. TAMBAHAN INFORMASI ARUS KAS (lanjutan) 38. SUPPLEMENTARY CASH FLOWS INFORMATION
(continued)
Perubahan pada liabilitas yang timbul dari aktivitas Movement of liabilities arising from financing activities
pendanaan pada laporan arus kas konsolidasian in the consolidated statement of cash flows are as
Non- arus kas/Non-cash flow
31 Desember
Selisih kurs/ 2021/
1 Januari 2021/ Arus kas/ Foreign exchange Lainnya/ December 31,
January 1, 2021 Cash flow difference Others 2021
Pinjaman bank jangka pendek 110.714 56.462 799 - 167.975 Short-term bank loans
Pinjaman bank jangka panjang 628.612 (472.184) 7.067 1.727 165.222 Long-term bank loans
Utang sukuk 697.019 - - 650 697.669 Sukuk payable
Liabilitas sewa 317.111 (252.105) - 36.091 101.097 Lease liabilities
Total 1.753.456 (667.827) 7.866 38.468 1.131.963 Total
39. KETIDAKPASTIAN MAKROEKONOMI 39. MACROECONOMIC UNCERTAINTY
Pandemi COVID-19 tidak menimbulkan dampak The COVID-19 pandemic did not have a significant
signifikan terhadap kinerja keuangan atau operasi impact on the Group's financial or operating
Grup pada tahun yang berakhir pada tanggal performance for the year ended December 31, 2021
31 Desember 2021 dan 2020. Grup digolongkan and 2020. The Group is classified as an “essential
sebagai “jasa esensial” oleh Pemerintah. Oleh service” by the Government. Therefore, the Group is
karena itu, Grup tidak diwajibkan untuk menutup not required to close its operations as a result of the
kegiatan operasinya sebagai akibat dari langkah steps taken by the Government to break the chain of
yang diambil Pemerintah untuk memutus rantai spread of COVID-19. The Group did not experience
penyebaran COVID-19. Grup tidak mengalami significant disruption to operational activities.
gangguan yang signifikan terhadap kegiatan
operasionalnya.
Grup akan terus menilai situasi, bekerja sama The Group will continue to assess the situation, work
dengan otoritas setempat untuk mendukung upaya closely with local authorities to support efforts to
dalam mencegah penyebaran COVID-19, dan prevent the spread of COVID-19, and implement
menerapkan langkah-langkah untuk meminimalkan actions to minimize the impact on the Group's
dampak terhadap bisnis Grup. business.
Dampak akhir dari virus COVID-19 terhadap The ultimate impact of the COVID-19 virus on the
kegiatan usaha Grup dalam jangka pendek maupun Group's business activities in the short and long term
panjang tetap tidak dapat dipastikan dan akan remains uncertain and will depend on a variety of
tergantung pada berbagai faktor yang tidak dapat factors that the Group cannot accurately predict,
diperkirakan secara akurat oleh Grup, termasuk including the duration, severity, likelihood of
durasi, tingkat keparahan, kemungkinan terjadinya reoccurrence and scale of the pandemic and the
kembali dan skala pandemi serta sifat dan nature and extent of the pandemic. decisive steps
ketegasan langkah yang diambil oleh pemerintah. taken by the government.
115
Lampiran 1 Appendix 1
Berikut ini adalah Informasi Keuangan terpisah The following is separate PT Elnusa Tbk (the Parent
PT Elnusa Tbk (Entitas Induk), terdiri dari laporan Entity) Financial Information, consisting of the
posisi keuangan Entitas Induk pada tanggal statements of financial position of the Parent Entity as
31 Desember 2021 dan laporan laba rugi dan of December 31, 2021 and the related separate
penghasilan komprehensif lainnya, laporan statements of profit or loss and other comprehensive
perubahan ekuitas dan arus kas Entitas Induk terkait income, changes in equity and cash flows of the
untuk tahun yang berakhir 31 Desember 2021, dan Parent Entity for the year ended December 31, 2021,
ikhtisar kebijakan akuntansi signifikan. Informasi and a summary of significant accounting policies. The
Keuangan Entitas Induk disajikan sebagai informasi Parent Entity Financial Information is presented as
tambahan terhadap laporan keuangan supplementary information to the consolidated
konsolidasian Perusahaan dan entitas anaknya financial statements of the Company and
pada tanggal 31 Desember 2021 dan untuk tahun its subsidiaries as of December 31, 2021 and for the
yang berakhir pada tanggal tersebut. year the ended.
PT ELNUSA Tbk PT ELNUSA Tbk

(ENTITAS INDUK SAJA) (PARENT ENTITY ONLY)
LAPORAN POSISI KEUANGAN STATEMENT OF FINANCIAL POSITION
2021 2020
ASET ASSETS
ASET LANCAR CURRENT ASSETS

Kas dan setara kas 420.879 690.285 Cash and cash equivalents
Piutang usaha - neto Trade receivables - net
Pihak berelasi 1.205.202 1.273.670 Related parties
Aset keuangan lancar lainnya - neto: 91 15.267 Other current receivables - net:
Persediaan - neto 114.365 113.290 Inventories - net
Uang muka - lancar 41.480 24.366 Advances - current
Pajak dibayar di muka - bagian lancar 108.302 260.687 Prepaid taxes - current portion
Biaya dibayar di muka 7.024 12.726 Prepaid expenses
Total Aset Lancar 2.033.921 2.507.045 Total Current Assets
ASET TIDAK LANCAR NON-CURRENT ASSETS

Piutang pihak berelasi 234.299 - Due from related party
Aset keuangan tidak lancar Other non-current financial
lainnya - neto 132.385 132.168 assets - net
Investasi pada saham - neto 526.377 526.377 Investments in shares - net
Uang muka - tidak lancar 31.695 16.700 Advances - non-current
Aset tetap - neto 1.003.169 1.012.067 Fixed assets - net
Aset takberwujud - neto 13.231 7.579 Intangible assets - net
Properti investasi - neto 131.899 132.521 Investment properties - net
Pajak dibayar di muka - Prepaid taxes - non-current
bagian tidak lancar 163.244 279.079 portion
Aset pajak tangguhan 93.977 101.881 Deffered tax assets
Aset lain-lain 28.889 58.082 Other assets
Aset hak guna 43.629 86.018 Right of use assets
Total Aset Tidak Lancar 2.402.794 2.352.472 Total Non-current Assets
TOTAL ASET 4.436.715 4.859.517 TOTAL ASSETS
116

LAPORAN POSISI KEUANGAN STATEMENT OF FINANCIAL POSITION
2021 2020
LIABILITAS JANGKA PENDEK CURRENT LIABILITIES

Pinjaman bank jangka pendek 71.390 70.525 Short-term bank loans
Utang usaha: Trade payables:
Pihak berelasi 15.541 48.534 Related parties
Liabilitas jangka pendek lainnya 29.471 68.089 Other current liabilities
jangka pendek - 33.585 benefits liability
Utang pajak 25.826 19.489 Taxes payable
Beban akrual 828.673 632.759 Accrued expenses
Utang bank 144.356 196.730 Bank loans
Liabilitas sewa 37.812 50.305 Lease liabilities
Total Liabilitas Jangka Pendek 1.337.746 1.366.042 Total Current Liabilities
LIABILITAS JANGKA PANJANG NON-CURRENT LIABILITIES

Utang sukuk 697.669 697.019 Sukuk payable
Utang bank 20.867 229.244 Bank loans
Liabilitas sewa 10.672 36.422 Lease liabilities
Liabilitas imbalan kerja 50.865 43.139 Employee benefits liability
Total Liabilitas Jangka Panjang 780.073 1.005.824 Total Non-current Liabilities
TOTAL LIABILITAS 2.117.819 2.371.866 TOTAL LIABILITIES
EKUITAS EQUITY
Modal saham - nilai nominal Share capital - Rp100 (full amount)
Rp100 (nilai penuh) per saham par value per share
Modal dasar - 22.500.000.000 saham Authorized - 22,500,000,000 shares
Modal ditempatkan dan disetor penuh - Issued and fully paid -
7.298.500.000 saham 729.850 729.850 7,298,500,000 shares
Tambahan modal disetor 453.011 453.011 Additional paid-in capital
Saldo laba: Retained earnings:
Dicadangkan 155.934 145.971 Appropriated
Tidak dicadangkan 1.027.190 1.206.995 Unappropriated
Penghasilan komprehensif lain (47.089) (48.176) Other comprehensive income
EKUITAS - NETO 2.318.896 2.487.651 EQUITY - NET
TOTAL LIABILITAS DAN EKUITAS 4.436.715 4.859.517 TOTAL LIABILITIES AND EQUITY
117

LAPORAN LABA RUGI DAN PENGHASILAN STATEMENT OF PROFIT OR LOSS
KOMPREHENSIF LAIN AND OTHER COMPREHENSIVE INCOME

2021 2020
PENDAPATAN 3.060.628 3.824.890 REVENUES

BEBAN POKOK PENDAPATAN (3.028.989) (3.634.486) COST OF REVENUES
LABA BRUTO 31.639 190.404 GROSS PROFIT

Beban penjualan (757) (1.923) Selling expenses
Beban umum dan administrasi (163.156) (156.512) General and administrative expenses
Penghasilan bunga 17.373 13.971 Interest income
Beban keuangan (83.892) (57.737) Finance expenses
Penghasilan (beban) lain-lain - neto 128.373 135.466 Other income (expenses) - net
LABA SEBELUM PAJAK FINAL PROFIT BEFORE FINAL TAX

DAN PAJAK PENGHASILAN (70.420) 123.669 AND INCOME TAX
Beban pajak final (17.099) (24.565) Final tax expense
LABA SEBELUM PAJAK PENGHASILAN (87.519) 99.104 PROFIT BEFORE INCOME TAX
Beban pajak penghasilan (7.598) (14.788) Income tax expense
LABA TAHUN BERJALAN (95.117) 84.316 PROFIT FOR THE YEAR

Pos-pos yang tidak akan direklasifikasi Items that will not be reclassified to
ke laba rugi profit or loss
Pengukuran kembali program Remeasurements of defined
imbalan pasti 1.394 3.492 benefit plans
Pajak tangguhan terkait (307) (768) Related deferred tax

SETELAH PAJAK 1.087 2.724 AFTER TAX

TAHUN BERJALAN (94.030) 87.040 FOR THE YEAR
118
PT ELNUSA Tbk (ENTITAS INDUK SAJA) PT ELNUSA Tbk (PARENT ENTITY ONLY)
LAPORAN PERUBAHAN EKUITAS STATEMENT OF CHANGES IN EQUITY
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
Saldo laba/Retained earnings Penghasilan

Tambahan komprehensif
modal disetor/ Tidak lain/Other Ekuitas -
Modal saham/ Additional Dicadangkan/ dicadangkan/ comprehensive neto/
Share capital paid-in capital Appropriated Unappropriated income Equity - net
Saldo pada tanggal 31 Desember 2019 729.850 453.011 135.229 1.222.066 (50.900) 2.489.256 Balance as of December 31, 2019
Penyesuaian saldo awal atas penerapan PSAK 71, Beginning balance adjustment for
setelah pajak - - - 474 - 474 implementation of PSAK 71, net of tax
Saldo per 1 Januari 2020, Balance as of January 1, 2020

setelah penerapan PSAK 71 729.850 453.011 135.229 1.222.540 (50.900) 2.489.730 after the implementation of PSAK 71
Dividen kas - - - (89.119) - (89.119) Cash dividend
Cadangan Umum - - 10.742 (10.742) - - Appropriation for general reserve
Laba komprehensif - - - 84.316 2.724 87.040 Comprehensive income
Dividen kas - - - (74.725) - (74.725) Cash dividend
Cadangan Umum - - 9.963 (9.963) - - Appropriation for general reserve
Laba komprehensif - - - (95.117) 1.087 (94.030) Comprehensive income
119

LAPORAN ARUS KAS STATEMENT OF CASH FLOW

2021 2020

AKTIVITAS OPERASI OPERATING ACTIVITIES
Penerimaan dari pelanggan 2.993.148 3.876.921 Receipts from customers
Pembayaran kepada pemasok Payments to suppliers
dan kontraktor (2.354.540) (3.045.804) and contractors
Pembayaran untuk karyawan (476.532) (563.988) Payments to employees
Kas yang dihasilkan dari operasi 162.076 267.129 Cash generated from operations
Penerimaan penghasilan bunga 16.675 13.964 Receipts of interest income
Pembayaran beban keuangan (82.638) (43.451) Payments of finance expenses
Pembayaran pajak penghasilan (90.765) (153.096) Payments of income taxes
Penerimaan restitusi pajak 490.118 205.036 Receipts of tax refunds
Penerimaan lainnya - neto 22.309 9.624 Other receipts - net
Kas neto diperoleh dari Net cash provided by
aktivitas operasi 517.775 299.206 operating activities
AKTIVITAS INVESTASI INVESTING ACTIVITIES
Penerimaan dividen kas dari Receipts of cash dividends from
perusahaan asosiasi 20.684 151.756 associates
Pembelian aset tetap (272.515) (269.255) Purchases of fixed assets
Penerimaan dari penjualan aset tetap 1.270 2.380 Proceeds from sale of fixed assets
aktivitas investasi (250.561) (115.119) investing activities

AKTIVITAS PENDANAAN FINANCING ACTIVITIES
Penerimaan dari pinjaman bank 700.795 573.115 Proceeds from bank loans
Pembayaran pinjaman bank (969.349) (960.841) Payments of bank loans
Pembayaran dividen kas (74.725) (89.119) Payments of cash dividends
Pembayaran liabilitas sewa (49.655) (56.664) Payment of lease liabilities
Penerimaan dari penerbitan sukuk - 698.902 Proceeds from issuance of sukuk
Penerimaan dari pihak hubungan Proceeds from due to
berelasi 22.684 - related party
Pembayaran dari pihak hubungan Payment of due to related
berelasi (167.975) - party
Penarikan (penempatan) kas yang Withdrawal (placement) of
dibatasi penggunaannya - neto (217) (338) restricted cash - net
Kas neto yang diperoleh dari Net cash provided by (used in)
(digunakan untuk) aktivitas pendanaan (538.442) 165.055 financing activities
Dampak perubahan selisih kurs Effect of exchange rate changes

terhadap kas dan setara kas 1.822 1.166 on cash and cash equivalents
KENAIKAN (PENURUNAN) NETO NET INCREASE (DECREASE) IN

KAS DAN SETARA KAS (269.406) 350.308 CASH AND CASH EQUIVALENTS
KAS DAN SETARA KAS CASH AND CASH EQUIVALENTS

PADA AWAL TAHUN 690.285 339.977 AT THE BEGINNING OF THE YEAR
KAS DAN SETARA KAS PADA CASH AND CASH EQUIVALENTS
AKHIR TAHUN 420.879 690.285 AT THE END OF THE YEAR
120

Tanggal 31 Desember 2021 dan untuk As of December 31, 2021, and
Tahun yang Berakhir pada Tanggal Tersebut For the Year Then Ended
IKHTISAR KEBIJAKAN AKUNTANSI YANG SUMMARY OF SIGNIFICANT ACCOUNTING

PENTING POLICIES
Dasar Penyajian Informasi Keuangan Entitas Basis of Preparation of Parent Entity Financial
Induk Information
Laporan keuangan tersendiri disajikan sesuai The separate financial statements are prepared in
dengan Pernyataan Standar Akuntansi Keuangan accordance with the Statement of Financial
(PSAK) No. 4 (Revisi 2009), “Laporan Keuangan Accounting Standards (PSAK) No. 4 (Revised 2009),
Konsolidasian dan Tersendiri”. “Consolidated and Separate Financial Statements”.
PSAK No. 4 (Revisi 2009) menyatakan bahwa ketika PSAK No. 4 (Revised 2009) provides that when
sebuah entitas induk memilih untuk menyajikan a parent entity chose to present the separate financial
laporan keuangan terpisah, laporan keuangan statements, such financial statements should only be
tersebut seharusnya hanya disajikan sebagai presented as supplementary information to the
informasi tambahan terhadap laporan keuangan consolidated financial statements. Separate financial
konsolidasi. Laporan keuangan tersendiri yang statements are those presented by a parent, in which
disajikan oleh entitas induk, di mana investasi dalam the investments in the subsidiary, associate entity and
entitas anak, entitas asosiasi dan entitas jointly controlled entity are accounted for on the basis
dikendalikan bersama dicatat berdasarkan atas of the direct equity interest rather than on the basis of
kepemilikan langsung dan bukan berdasarkan hasil the reported results and net assets of the investees.
yang dilaporkan dan aset neto entitas investasi.
Kebijakan akuntansi yang diterapkan dalam Accounting policies adopted in the preparation of the
penyusunan informasi keuangan entitas induk parent entity financial information are the same as the
adalah sama dengan kebijakan akuntansi yang accounting policies adopted in the preparation of the
digunakan dalam penyusunan laporan keuangan Company and its subsidiaries consolidated financial
konsolidasian Perusahaan dan entitas anak statements as disclosed in Note 2 to the consolidated
sebagaimana dijelaskan dalam Catatan 2 atas financial statements, except for investments in
laporan keuangan konsolidasi, kecuali untuk subsidiaries.
investasi pada entitas anak.
Sesuai dengan PSAK No. 4 (Revisi 2009), entitas In accordance with PSAK No. 4 (Revised 2009),
induk mencatat investasi pada entitas anak the parent entity recorded the accounting for
menggunakan metode biaya. investments in subsidiaries using cost method.
121
HALAMAN INI SENGAJA DIKOSONGKAN
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2021 Laporan Tahunan
Annual Report
PT ELNUSA Tbk
Graha Elnusa 16th Floor
Jakarta 12560-Indonesia
Telepon | Telephone : +62 21-7883 0850 (Hunting)
Faksimili | Facsimile : +62 21-7883 0907
Surel | E-mail : corporate@elnusa.co.id
Situs | Website : www.elnusa.co.id

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2021 Laporan Tahunan

PT ELNUSA Tbk IDX: ELSA www.elnusa.co.id Elnusa PT Elnusa Tbk

Di tengah tantangan triple shock, semangat

16 Peristiwa Penting 140 Daftar Penting Lainnya

20 Penghargaan dan Sertifikasi 141 Informasi Website Perusahaan

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302 Organ Pendukung Dewan Komisaris

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2017 2018 2019

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8 Ikhtisar Data Keuangan Penting

LABA (RUGI) DAN PENGHASILAN KOMPREHENSIF LAIN KONSOLIDASIAN

PENDAPATAN LABA BERSIH

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JUMLAH ASET JUMLAH LIABILITAS

ARUS KAS KONSOLIDASIAN

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HARGA PENUTUPAN DAN VOLUME PERDAGANGAN ELSA 2019-2020

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GRAFIK HARGA PENUTUPAN DAN VOLUME PERDAGANGAN ELSA 2020-2021

Volume Perdagangan Harga Penutupan

INFORMASI TENTANG KINERJA SAHAM INFORMATION ABOUT STOCK PERFORMANCE

ELSA IDXEnergy JKSE

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INFORMASI TENTANG AKSI KORPORASI INFORMATION ABOUT CORPORATE ACTION

INFORMASI TENTANG OBLIGASI, SUKUK, ATAU INFORMATION ABOUT BONDS, SUKUK, OR

PENGHENTIAN SEMENTARA PERDAGANGAN SUSPENSION OF SHARE TRADING/DELISTING

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Maret | March April | April April | April

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November |November Desember | December

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Penghargaan dan Sertifikasi

Anugerah BUMN 2021 sebagai Role Model dalam Penerapan

Excellent Well Testing Services in

GATRA Apresiasi Energi (GAE)

GATRA Appreciation of Energy Appreciation for domestic

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BEST Press Release Best Safety Performance (Hi-Risk) (Zone

ISO 9001:2015 Quality Management ISO 14001:2015 Environmental

ISO 37001:2016 Sistem Manajemen ISO 45001:2018 Sistem Manajemen

ISO 37001:2016 Anti-Bribery ISO 45001:2018 Occupational Health

ISO 55001:2014 Sistem Manajemen

ISO 55001:2014 Asset Management

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24 Laporan Dewan Komisaris

Laporan Dewan Komisaris

Dua tahun sejak pandemi COVID-19 menerpa

Two years since the COVID-19

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KONDISI EKSTERNAL 2021 EXTERNAL CONDITION 2021

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FUNGSI PENGAWASAN DEWAN KOMISARIS THE SUPERVISORY ROLE OF THE BOARD

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PENILAIAN TERHADAP KINERJA DIREKSI ASSESSMENT OF THE BOARD OF DIRECTORS’

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PENGAWASAN TERHADAP IMPLEMENTASI SUPERVISION OF CORPORATE STRATEGY

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