PT Waskita Beton Precast, Tbk

Risk Management
Implementation
Apakah risiko itu?
 Focus to What Matter
Decision Problem

Uncertainties
Decision Risks

Uncertainties

Past Present Future

Business/Project/Process Life Time

Kerangka Kerja Manajemen Risiko
COSO ERM 2017
 Kerangka Kerja Manajemen Risiko
SNI ISO 31000 – Manajemen Risiko

1. Menciptakan dan melindungi

Mandat dan
nilai Komitmen Penetapan suatu
2. Bagian terpadu dari semua konteks
proses dalam organisasi
3. Bagian dari pengambilan
Penilaian Risiko

Komunikasi dan Konsultasi

Pemantauan dan Tinjauan

keputusan
4. eksplisit ditujukan pada Rancangan kerangka Identifikasi
ketidakpastian kerja untuk pengelolaan Risiko
5. Sistimatik, terstruktur dan tepat risiko
waktu
6. Berdasarkan informasi terbaik
yang tersedia Perbaikan berkelanjutan Analisis Risiko
Pengimplementasian
7. Disesuaikan penggunanya terhadap suatu kerangka
8. Mempertimbangkan faktor
manajemen risiko
kerja
manusia dan budaya Evaluasi
9. Transparan dan inklusif Risiko
10.Dinamis, berulang, dan responsif
Pemantauan dan
terhadap perubahan
tinjauan suatu kerangka
11.Memfasilitasi perbaikan terus- Perlakuan Risiko
menerus dari organisasi kerja

Prinsip Manajemen Risiko Kerangka Kerja Manajemen Risiko Proses Manajemen Risiko

5
 Arti Risiko
Definisi Risiko menurut SNI ISO 31000
Penyimpangan
Satu titik yang
dari yang
ingin dicapai
diharapkan

Risiko
= Efek dari ketidakpastian pada sasaran

Suatu keadaan
yang tidak bisa
ditentukan

(Effect of uncertainty on objectives – ISO 31000)

6
 Arti Risiko
Definisi Risiko menurut COSO 2016
Efek/Memberi
Ketidakpastian Dampak

Kemungkinan dimana kejadian-kejadian

Risiko
= akan terjadi dan mempengaruhi pencapaian
strategi dan bisnis

Sasaran

(The possibility that events will occur and affect

the achievement of strategy and business
objectives. – COSO 2016) 7
Risk Owner

Board of Directors
Corporate Risks

General Managers
Divisions Risks

Managers
Departments Risks

General Managers
Divisions Risks
 Root Cause and Risk Ownership
Lack of Lack of Sort of Buyer Reduced
Communication Raw Materials Production Complaint Order
Risk Potential Impact – If there’s no Action

Lack of Lack of Sort of Buyer Reduced

Communication Raw Materials Production Complaint Order
Risk
Cause Risk Potential Impact – If there’s no Action

Lack of Lack of Sort of Buyer Reduced

Communication Raw Materials Production Complaint Order
Cause Risk
Effect Risk Potential Impact – If there’s no Action

Lack of Lack of Sort of Buyer Reduced

Communication Raw Materials Production Complaint Order
Cause Effect
Effect1 Effect
Risk 2 Risk Potential Impact – If there’s no Action

Lack of Lack of Sort of Buyer Reduced

Communication Raw Materials Production Complaint Order
Cause Effect
Effect1 Effect
Risk 2 Effect
Risk 3
Financial Loss
 Menetapkan Konteks

Risk
Universe
Performance

Risk
Tolerance

Risk
Appetite

t0 Time t1

10
 Likely certain
Almost Setting Your Risk Appetite ?
5

5 10 15 20 25
4
Likelihood

4 8 12 16 20
Unlikely Possible

Unacceptable: Immediate action required to

3

manage the risk

3 6 9 12 15 Issue: Action required to manage the risk
Suplementary Issue: Action is advisable if
resource are available
2

Acceptable: No action required

2 4 6 8 10
Almost
never

1 2 3 4 5

1 2 3 4 5

Minor Moderate Severe Major Catastrophic

Consequence
 Likely certain
Almost Setting Your Risk Appetite ?
5

5 10 15 20 25
4
Likelihood

4 8 12 16 20
Unlikely Possible

Unacceptable: Immediate action required to

3

manage the risk

3 6 9 12 15 Issue: Action required to manage the risk
Suplementary Issue: Action is advisable if
resource are available
2

Acceptable: No action required

2 4 6 8 10
Almost
never

1 2 3 4 5

1 2 3 4 5

Minor Moderate Severe Major Catastrophic

Consequence
 Risk Criteria to Risk Matrix
Risk Matrix :

Likelihood Impact
3 3
Medium High
4 4
5 5
6 6
7 7

Low Medium Advantage and Disadvantage?

13
 Menetapkan Konteks
Matriks Risiko : Kemungkinan
Probability of
Likelihood Rating
Risk Occurrence
Probability
Almost never (1) < 20 %

Unlikely (2) > 20 – 40 %

Frequency
Possible (3) > 40 – 60 %

Historical Likely (4) > 60 – 80 %

Almost Certain (5) > 80 %

Time Scope

14
 Menetapkan Konteks
Matriks Risiko : Kemungkinan
Numberof Risk
Likelihood Rating Occurrence
Probability In a given time : Month
Almost never (1) < 0,01% = 5 Times

Frequency Unlikely (2) > 0,01 – 0,02 % = 5 – 10 Times

> 0,02 – 0,05 % = 10 – 25

Possible (3)
Times
Historical Likely (4) > 0,05 – 0,1 %= 25 – 50 Times

Almost Certain (5) > 0,1% = 50 Times

Time Scope

15
 Menetapkan Konteks
Matriks Risiko : Dampak
Risk Management Process
Effect of uncertainty on objectives

WSBP’s
Vision Company’s Business
General
WSBP’s Process
Directors and Managers
Managers Staff
Activities
Mission

1. Event 1 :
1.1 Risk X
1.2 Risk Y
2. Event 2 :
2.1 Risk Z
2.2 Risk Q
3. ……..
 Risk Management Process
Before event After event
Likelihood Event ! Consequence
Process
Risks
Frequency/Probability/ etc Finance/Operational/ etc
Risk Criteria
Risk Parameters
Inherent Risk
List of Controls: List of Controls:
1. Control A Risk Tolerance 1. Control D
2. Control B & 2. Control E
3. Control C Risk Appetite 3. Control F
4. … 4. …
Residual Risk
Mitigation on Mitigation on
Likelihood Consequence
1. Plan W No Acceptable? No 1. Plan Y
2. Plan X 2. Plan Z
(What-When-Cost-Who) (What-When-Cost-Who)

Expected Risk
 Sample of Risk Matrix of Major Risks
Likely certain
Almost - Inherent
- After-Control
After Control Risk
Activities & -Mitigation
Activities - -

1
5

Supplementary
Issue 5
Issue
10
Issue
15
Unacceptable
20
Unacceptable
25
1. Risk A
4 44 2. Risk B
3 2
5 55 3. Risk C
4

Acceptable Supplementary Issue Unacceptable Unacceptable 4. Risk D

Likelihood

4 Issue 8 12 16 20
5. Risk E
Unlikely Possible

3 2 1
3

Acceptable Supplementary Issue Issue Issue

3 Issue 6 9 12 15

Unacceptable: Immediate action required to

2

Supplementary Supplementary manage the risk

Acceptable Acceptable Issue
2 4 Issue 6 Issue 8 10 Issue: Action required to manage the risk
Suplementary Issue: Action is advisable if
Almost

resource are available

never

Acceptable: No action required

1

Acceptable Acceptable Acceptable Acceptable Supplementary

1 2 3 4 Issue 5

1 2 3 4 5

Minor Moderate Severe Major Catastrophic

Consequence
 Alur Pelaporan Risk Management

Waskita Top Risk

Beton
Precast

Direktorat Risk Profile

Risk by
Departemen/SPI/Sekper Business Process

Unit Produksi /Plant /Batching

Risk Register
Plant/Infrastruktur
 Contoh Risk Register
BUSINESS CONSEQUENCE CONTROL CONTROL RELATED MITIGATION
RISK OWNER No ACTIVITY RISKS CAUSE CAUSE TYPE REMARKS IL IC IS CONTROLS REMARKS RL RC RS MITIGATION REMARKS TL TC TS
PROCESS CRITERIA EVALUATION TYPE DEPARTMENT TYPE
Pra Qualification Pra 1 PQ (Pra Qualification) 1 Vendor List not updated 1 PQ not conducted as schedule People Performance Deviation 3 1 3 1 Procurement Procedure (Pra Qualification) Insufficient Formal 2 1 2 1 Update Procurement Procedure Q1 2013 Process 1 2 2
(PQ) Qualification Planning & Scheduling (Define Annual PQ Fix Schedule
Team Announcement, Registration & PQ Schedule
proposal Submission (every 2 2 SKT (Surat Keterangan Terdaftar) Good Formal Cause
years)
PQ Team 2 Evaluation Process 4 Improper screening/ filtering of TGI's 1 Evaluation criteria for PQ is not detailed/ Procedure Project Deviation- 3 3 9 1 Define evaluation criteria based on standard Good Formal 2 2 4 1 Review & update evaluaton criteria Cause 1 1 1
(Prepare Evaluation Criteria, potential vendor unclear/not strictly Schedule requirement which developed from relevant (e.g: weighing scoring, etc)
Evaluation PQ Document, PQ department
Report & Report Approval) 2 Conduct wrong assesment People
3 Conflict of interest People 2 Forming PQ Team involving relevant department Good Formal
(Finance, Engineering, HSE, Accounting, Logistik,
MIS)
3 The existence of GCG manual Good Formal

Procurement Procurement 2 PR Verification 13 Verified unqualified PR 1 Lack of skill & experience People Project Deviation- 3 2 6 1 WI PR Verification Good Formal 1 2 2
(Check & Verify PR up to send Schedule
(PR Verification verified doc. to Vendor Sourcing 2 Negligence / human error People 2 Review & doublecheck by superior (Procurement Good Formal
Section) section) Officer )
3 Overload activities within 1(one) staff People
Procurement 3a Vendor Sourcing 15 No Bidder(s) / sufficient bidder number to 1 Vendor not interested on RFQ / Invitation to Bid People Project Deviation- 3 2 6 1 Availibility of Standard TOR Good Formal 2 2 4 1 Inprovement & socialization standard 1 2 2
(Vendor Source in masterfile up to submit their quoation/bid. Document(s) Schedule TOR
(Vendor send prepare list of proposed 2 Sourcing of unqualified bidder(s) People 2 Confirmation on RFQ reception and Excellent Formal 2 Develop procedure on limitation
Sourcing vendor to Evaluation Tea completeness number of unparticipation (e.g ignored
Section) a. Normal Direct 3 Inviting wrong vendor (bidang) People 3 Reminder vendor to submit bid document(s)/ Good Informal 2 invitation in a row)
b. Urgent quotation before due date
c. Quotation 4 Invitation(s) is not received by bidder(s) Technology
d.Close Tender
18 Unfair competition 1 Prospective bidder(s) is come from one External Financial Consequence 5 1 5 1 Existence of GCG awareness / manual Good Formal 3 1 3 1 Religious / Moral Recitation, Lecture Cause 3 1 3
ownership
2 Morale Hazard (-->fraud, code of conduct) People 2 PQ Evaluation Good Formal
3 Internal Audit Good Formal
19 Delay in vendor sourcing 1 Incomplete PQ Data (Vendor Master List) People Project Deviation- 3 2 6 1 Procurement Procedure Good Formal 2 2 4 1 Optimalize PQ Process Cause 1 1 1
2 Lack of competency from Procurement personel People Schedule 2 Training / Workshop/ seminar Good Formal

Tender 3b Vendor Sourcing 20 Not obtain minimum number of potential 1 Information is not effective due to duration of Procedure Project Deviation- 3 2 6 1 Inform potential bidder by phone Good Informal 2 2 4 1 Improvement materi iklan Cause 1 1 1
Committee e. Open Tender bidder (min. 3 bidders) announcement is too short Schedule
Delay in vendor sourcing 2 Advertisment material is not clear for potential People 2 Cross check to media Good Informal 2 Propose additional budget for Cause
bidders advertisement to user
3 Budget constraint
4 Not obtain minimum number of potential bidder Procedure
(min. 3 bidders)
Procurement 4a Evaluation 21 Fraud 1 Moral Hazard (-->fraud, code of conduct) People Project Deviation-Cost 5 3 15 1 Review by superior Good Formal 2 3 6 1 Religious / Moral Recitation, Lecture Cause 2 3 6
(Evaluation a. Normal Direct Unfair competition 2 Unclear procurement Procedure Procedure 2 GCG awarenss / manual Good Formal
Section) 3 Conflict of interest People 3 Internal audit Good Formal

22 Specification of Quotation offerred is not 1 Unclear/missleading TOR People Project Deviation- 3 2 6 1 Review by superior Good Formal 2 2 4 1 Improvement & socialization of TOR Process 1 1 1
match with Purchase Requested. Quality
2 Coordination Good Formal 2 Advance training Cause
3 TOR standarization Good Formal
4 Training, workshop Good Formal
23 Unqualified winner 1 Unclear/misleading TOR People Project Deviation- 3 3 9 1 Review by superior Good Formal 2 3 6 1 Improvement & socialization of TOR Process 1 2 2
2 Lack of skill & experience People Quality 2 Training, workshop Good Formal 2 Advance training Process
3 Morale hazard People 3 TOR standarization Good Formal
4 False information / data from vendor External 4 Cross check / confirmation data / information Good Formal
5 GCG manual Good Formal
24 Unsuccessfull procurement process with 1 The non-existence of qualified bidder External Project Deviation- 3 2 6 1 PQ Good Formal 2 2 4 1 Optimising PQ Process 1 1 1
no winner Schedule
2 Unclear/misleading TOR People 2 TOR standarization Good Formal 2 Improvement & socialization of TOR Cause
3 Missmatch of estimation price People 3 Training, benchmark by user Good Formal
4 Improper bidder invitation People 4 vendor master list Good Formal
5 Internal Decision People 5 Review by superior Good Formal
25 Delay or fail of procurement process (takes 1 Interference of other parties (internal/external) People Performance Deviation 3 2 6 1 TOR standarization Good Formal 1 2 2 1 Improvement & socialization of TOR Cause 1 1 1
longer than agreed service standard)

2 Unclear/misleading TOR People 2 SOP Good Formal 2 Improvement SOP Cause

3 Bidder doesn't comply with company Procedure 3 Existence of GCG manual Good Formal
requirement(s)
4 Internal decision People
 Top Risk

1 2

5 3 4
Thank You