30 Years. of Amazing Journey. Laporan Tahunan. Annual Report

30

Years of Amazing Journey

2014

Laporan Tahunan Annual Report

DAFTAR ISI TABLE OF CONTENTS 01

SEKAPUR SIRIH FOREWORD

02- 07

KINERJA 2014 2014 PERFORMANCE Ikhtisar Keuangan Financial Highlights

Laporan Direksi Board of Directors’ Report Profil Direksi Board of Director’s Profile

38 - 57

Analisis dan Pembahasan Manajemen Management Discussion and Analysis

Ikhtisar Saham Stock Highlights Program dan Kegiatan Penting Tahun 2014 Our Special Programs and Activities in 2014

08 - 19

58 - 89

TATA KELOLA PERUSAHAAN GOOD CORPORATE GOVERNANCE Tata Kelola Perusahaan Good Corporate Governance

PROFIL PERUSAHAAN COMPANY PROFILE Visi Misi dan Nilai-Nilai Perusahaan Vision, Mission and Corporate Values

ANALISIS DAN PEMBAHASAN MANAJEMEN MANAGEMENT DISCUSSION AND ANALYSIS

90 - 97

Sekilas GGS GGS at Glance

TANGGUNG JAWAB SOSIAL PERUSAHAAN OUR CORPORATE SOCIAL RESPONSIBILITY Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility

Tonggak Sejarah Milestones Entitas Anak Subsidiaries

98 - 105 MODAL INSANI HUMAN RESOURCES Modal Insani Human Resources

Struktur Kepemilikan Saham Perseroan dan Entitas Anak per 31 Desember 2014 The Structure of Share Ownership of the Company and its Subsidiaries as of December 31, 2014 Komposisi Kepemilikan Saham per 31 Desember 2014 Share Ownership Composition as of December 31, 2014

20 - 37

Struktur Organisasi Organization Structure

106 - 108 INFORMASI PERUSAHAAN THE COMPANY’S INFORMATION Lembaga dan Profesi Penunjang Pasar Modal The Capital Market Supporting Institutions and Professions

SURAT KEPADA PEMEGANG SAHAM LETTER TO SHAREHOLDERS Laporan Dewan Komisaris Board of Commissioners’ Report

109

TANGGUNG JAWAB LAPORAN TAHUNAN RESPONSIBILITY OF THE ANNUAL REPORT

110

LAPORAN KEUANGAN KONSOLIDASIAN CONSOLIDATED FINANCIAL STATEMENTS

Profil Dewan Komisaris Board of Commissioners’ Profile

Laporan Tahunan Annual Report 2014

Daftar Isi Table of Contents

MOVING FORWARD CONFIDENTLY

30 Years of Amazing Journey

Pada tahun 2014, PT Gema Grahasarana Tbk, yang dikenal sebagai VIVERE Group, merayakan ulang tahun yang ke-30. Pertama kali didirikan pada 7 Desember 1984 dengan awal yang sederhana dengan peralatan dan sumber daya yang terbatas, kini VIVERE Group telah menjadi salah satu perusahaan penyedia kebutuhan Interior, Furnitur dan Furnishing perkantoran dan residensial terlengkap dan terbesar di Indonesia.

In 2014, PT Gema Grahasarana Tbk, better known as VIVERE Group, celebrated its 30th birthday. First established as a modest effort on December 7, 1984 with only limited tools and resources, today VIVERE Group has evolved into one of the largest Interior, Furniture and Furnishing company offering Total Solution for office and residential needs in Indonesia .

Usia tiga puluh tahun bukanlah usia muda, namun juga bukan usia tua. Ini adalah saat yang tepat bagi VIVERE Group untuk berusaha lebih giat dalam meraih misi besarnya membangun organisasi bisnis kelas dunia yang terus berkembang berdasarkan kompetensi karyawan yang selalu dimutakhirkan, melakukan inovasi serta mewujudkan produk dan jasa bermutu menurut kriteria pelanggan dalam kenyamanan, kesehatan (ergonomis) dan ramah lingkungan.

30 years is not a small age number, but also not an old one. This is the right time for VIVERE Group to work harder to achieve their grand mission to build a world-class business organization which always growing according to the escalated employee’s skills through innovation and to produce qualified products and services to meet customers’ criteria in comfort, health (ergonomic) and environmental friendly.

Dibekali dengan pengalaman selama 30 tahun serta riset dan pengembangan yang secara terus-menerus dilakukan, VIVERE Group terus berupaya mengembangkan setiap bisnis yang dijalankan untuk dapat bersaing secara global.

Equipped with 30 years of experience and also continuous research and development, VIVERE Group will strive to develop every business they engage in to be able to compete globally.

30 Years of Amazing Journey


01

KINERJA 2014 2014 PERFORMANCE

IKHTISAR KEUANGAN FINANCIAL HIGHLIGHTS

LAPORAN KONSOLIDASIAN CONSOLIDATED REPORT

2014

2013

2012

Pendapatan Neto Net Revenues

631.524

657.526

598.109

Laba Bruto Gross Profit

160.607

155.872

153.967

Laba Usaha Income from Operations

46.711

44.832

58.896

Laba Sebelum Beban Pajak Penghasilan Income Before Income Tax Expense

32.204

33.394

44.391

Laba Neto Tahun Berjalan Net Income for the Year

18.060

18.543

28.649

Jumlah Laba Komprehensif Yang Dapat Diatribusikan Kepada Pemilik Entitas Induk Comprehensive Income Attributable to Equity Holder of Parent Entity

18.022

18.499

28.649

38

44

94

18.060

18.543

28.743

325.921

286.969

348.772

94.692

90.635

80.109

Jumlah Aset Total Assets

420.613

377.604

428.881

Liabilitas Jangka Pendek Short-Term Liabilities

222.948

161.015

216.283

Liabilitas Jangka Panjang Long-Term Liabilites

31.289

65.928

70.524

Jumlah Liabilitas Total Liabilities

254.237

226.943

286.807

Jumlah Ekuitas Total Equity

166.376

150.661

142.074

Jumlah Liabilitas dan Ekuitas Total Liabilities and Equity

420.613

377.604

428.881

Modal Kerja Bersih Net Working Capital

102.974

125.823

132.489

51.283

51.798

64.051

320

320

320

56

58

90

2014

2013

2012

4,29%

4,91%

6,70%

10,85%

12,31%

20,23%

2,86%

2,82%

4,81%

Rasio Lancar Current Ratio

1,46

1,78

1,61

Liabilitas/Ekuitas Debt To Equity

1,53

1,51

2,02

Liabilitas/Aset Debt to Assets

0,60

0,60

0,67

Dalam Juta Rupiah, kecuali jika dinyatakan lain In million Rupiah, except otherwise stated

Jumlah Laba Komprehensif yang Dapat Diatribusikan kepada Kepentingan Non Pengendali Comprehensive Income Attributable to Non-Controlling Interest Jumlah Laba Komprehensif Yang Dapat Diatribusikan Kepada Pemilik Entitas Induk dan Kepentingan Non Pengendali Comprehensive Income Attributable to Equity Holder of Parent Entity and Non-Controlling Interest Aset Lancar Current Assets Aset Tidak Lancar Non Current Assets

EBITDA EBITDA Jumlah Lembar Sahan Beredar dalam juta lembar Number of Shares Issued Laba Bersih/Saham (Rp) Earning per Shares /EPS

RASIO KEUANGAN FINANCIAL RATIOS Laba Komprehensif/Aset Comprehensive Income on Assets Laba Komprehensif/Ekuitas Comprehensive Income on Equity Laba Komprehensif/Pendapatan Comprehensive Income on Revenue

04


Ikhtisar Keuangan Financial Highlights

IKHTISAR SAHAM STOCK HIGHLIGHTS Harga Saham Tertinggi,Terendah dan Penutupan The Highest, The Lowest and Closing Stock Price

2014

2013

Q1

Q2

Q3

Q4

Q1

Q2

Q3

Q4

475

436

410

400

540

790

650

500

Tertinggi Highest

413

371

293

296

380

410

420

435

Terendah Lowest

435

380

381

395

500

600

465

470

Terakhir Closing

Harga Saham dan Volume Transaksi Share Price and Transaction Volume 70.00

700

65.83 590 600

60.00

600

560 500

550

50.00

465 435

430

40.00

451 474

465

415

500

470

435

380

400

395

380

400

382

369

319

309 318

30.00

318

300

Volume dalam jutaan lembar (in million shares) Harga Saham (Stock Price)

20.00

200

12.50

3.13 10.00 6.84

100

400

12.04 0

Feb-13 Jan-13

3.81

Apr-13 Mar-13

Jun-13 May-13

5.37 1.84 2.19 .83 Aug-13

Jul-13

3.08 .74

Oct-13 Sep-13

.78

.54

Dec-13 Nov-13

.55 Feb-14

Jan-14

2.73

1.37 .17 Apr-14

Mar-14

KINERJA SAHAM (dalam Rupiah) SHARE PERFORMANCE (in Rupiah)

.79

.29 Jun-14

May-14

.28 Aug-14

Jul-14

.46

.25

Oct-14 Sep-14

Dec-14

0

Nov-14

2014

2013

Harga Tertinggi Highest Price

475

790

Harga Terendah Lowest Price

293

465

Harga Pada Akhir Tahun Year End Price

395

470

56

58

520

471

Rp. 126.400.000.000

Rp. 150.400.000.000

Laba Bersih per Saham Earning Per Share Nilai Buku Per Saham Book Value Per Share Kapitalisasi Saham Market Capitalization as of December 31

Ikhtisar Saham Stock Highlights


05

PROGRAM DAN KEGIATAN PENTING TAHUN 2014 OUR SPECIAL PROGRAMS AND ACTIVITIES IN 2014

06

Februari

February

Seminar “Change Management”

“Change Management” Seminar

Pada 12 Februari 2014, VIVERE Group mengadakan seminar bertajuk Change Management dengan Keynote Speaker Rhenald Kasali.

On February 12, 2014, VIVERE Group held a seminar titled “Change Management” with Rhenald Kasali as the Keynote Speaker.

Kelas Seni Merangkai Bunga

Flower Arrangement Class

VIVERE kembali mengadakan kelas merangkai bunga di Showroom VIVERE lantai 2 Lippo Mall Kemang Village pada tanggal 26 februari 2014.

Vivere is back with another flower arrangement class held in VIVERE Showroom Lippo Mall Kemang Village 2nd Floor, on February 26, 2014.

Maret

March

The 2014 Indonesia International Furniture Expo (IFEX)

The 2014 Indonesia International Furniture Expo (IFEX)

VIVERE Group berpartisipasi dalam IFEX di Jakarta International Expo (JIExpo) Kemayoran, Jakarta.

VIVERE Group participated in IFEX at Jakarta International Expo (JIExpo) in Kemayoran, Jakarta.

April

April

Indobuildtech Expo Surabaya

Indobuildtech Expo Surabaya

PT Laminatech Kreasi Sarana (LKS) berpartisipasi dalam Indonesia Building Technology (Indobuildtech) Expo 2014 di Grand City Mall, Surabaya.

PT Laminatech Kreasi Sarana (LKS), a Subsidiary, once again participated in Indonesia Building Technology (Indobuildtech) Expo 2014 in Grand City Mall, Surabaya.

Penghargaan Designers Recommended untuk HPL Arborite

Designers Recommended Award for HPL Arborite

Produk HPL “Arborite” yang didistribusikan oleh LKS menerima perhargaan “Designers Recommended” untuk produk-produk interior aplikator, yang diberikan oleh Himpunan Desainer Interior Indonesia (HDII).

“Arborite” HPL products distributed by LKS received the “Designers Recommended” award for interior applicator products category from Himpunan Desainer Interior Indonesia (HDII).

Mei

May

Dayak Art Show and Culture

Dayak Art Show and Culture

Peluncuran koleksi terbaru VIVERE Culture pada 10 May 2014, dengan tema “Dayak Art Show and Culture” yang berlangsung di Showroom VIVERE Lippo Mall Kemang, Jakarta.

Launching of VIVERE Culture new collections on May 10, 2014, themed “Dayak Art Show and Culture”, in VIVERE Showroom in Lippo Mall Kemang, Jakarta.

Juni

June

RUPST, RUPSLB dan Paparan Publik

AGMS, EGMS and Public Expose

Perseroan mengadakan Rapat Umum Pemegang Saham (RUPS) Tahunan, RUPS Luar Biasa (RUPSLB) dan Paparan Publik pada tanggal 5 Juni 2014 bertempat di Graha VIVERE, Jakarta Barat.

The Company held Annual General Meeting of Shareholders (AGMS), Extraordinary General Meeting of Shareholders (EGMS) and Public Expose on June 5, 2014 in Graha VIVERE, West Jakarta.


Program dan Kegiatan Penting Our Special Programs and Activities

Juni

June

Indobuildtech Expo Jakarta

Indobuildtech Expo Jakarta

LKS kembali mengikuti Indobuildtech Expo 2014 Jakarta yang diselenggarakan oleh DEBINDO pada tanggal 11-15 Juni di Jakarta Convention Center, Jakarta.

LKS once again took part in Indobuildtech Expo 2014 Jakarta, which was organized by DEBINDO on June 11-15, 2014, at Jakarta Convention Center, Jakarta.

Juli

July

Buka Puasa Bersama

Fast Breaking Event

VIVERE Group mengadakan acara buka puasa bersama seluruh karyawan Grup. Dalam acara ini, Perseroan juga mengundang dan memberikan santunan kepada anak-anak yatim piatu dari Yayasan Al-Mawaddah.

VIVERE Group held a fast breaking event of all the Group employees at the . In this event, the Company also invited and gave donations to orphaned children from Al-Mawaddah Foundation.

Peluncuran “Vegni Collection”

Launching of “Vegni Collection”

VIVERE meluncurkan koleksi dapurnya yang dikenal sebagai “Vegni Collection”, didesain oleh Giancarlo Vegni dan Carlotta Vegni, Italia.

VIVERE launched their kitchen collection known as “Vegni Collection”, designed by Giancarlo Vegni and Carlotta Vegni, Italia.

Agustus

August

Upacara Wisuda di Universitas Atmadjaya Jogyakarta

Graduation Ceremony Atmadjaya Jogyakarta

Perwakilan dari VIVERE GROUP, menghadiri upacara wisuda tiga mahasiswa Universitas Atmadjaya Jogyakarta penerima beasiswa “VIVERE for Education”.

A representative of VIVERE Group, attended the graduation ceremony of three Universitas Atmadjaya Jogyakarta students receiving the “VIVERE for Education”.

Peluncuran Koleksi Furnitur “RAYA”

Launching of “RAYA” Furniture Collection

VIVERE Group meluncurkan “RAYA”, koleksi furnitur terbaru dari VIVERE Couture yang didesain oleh Yuni Jie di Main Atrium Mall Senayan City – Jakarta.

VIVERE Group held the launching of “RAYA”, a new furniture collection presented by VIVERE Couture and designed by Yuni Jie at Main Atrium of Mall Senayan City – Jakarta.

September

September

Customer Appreciation Week

Customer Appreciation Week

PT Vivere Multi Kreasi, Entitas Anak, turut merayakan Hari Pelanggan Nasional yang jatuh pada 4 September 2014 dengan mengadakan acara “Customer Appreciation Week from VIVERE” bertema “We Love Our Customers”.

PT Vivere Multi Kreasi, a Subsidiary, took part in the celebartion of National Customer Day falling on September 4, 2014, by organizing "Customer Appreciation Week from VIVERE" themed "We Love Our Customers".

Desember

December

Peringatan HUT ke-30

Commemoration of the 30th Anniversary

VIVERE Group melangsungkan peringatan ulang tahunnya ke-30 pada Senin, 8 Desember 2014 di Graha VIVERE, Jakarta.

VIVERE Group celebrated the commemoration of its 30th Anniversary on Monday, December 8,2014 in Graha VIVERE, Jakarta.

Program dan Kegiatan Penting Our Special Programs and Activities

in

Universitas


07

PROFIL PERUSAHAAN COMPANY PROFILE

VISI & MISI VISION & MISSION

VISI VISION Menjadi pilihan pertama untuk life-style interior dan exterior furnishings, melalui penyediaan produk dan jasa bermutu di Indonesia. To be the first choice for lifestyle interior and exterior furnishings by delivering quality products and services in Indonesia.

MISI MISSION Membangun organisasi bisnis kelas dunia yang terus berkembang berdasarkan kompetensi karyawan yang selalu dimutakhirkan, melakukan inovasi serta mewujudkan produk dan jasa bermutu menurut kriteria Pelanggan dalam kenyamanan, kesehatan (ergonomis), dan ramah lingkungan. To become a world-class business organization that grows continuously based on forefront employee competencies and to create innovative quality products and services according to customers' criteria of comfort, ergonomics and environmentalfriendliness.

10


Visi & Misi Vission & Mission

NILAI-NILAI PERUSAHAAN CORPORATE VALUES

Quality Life Quality People

Quality Work

Nilai-nilai inti VIVERE tertanam dalam hati dan pikiran setiap insan VIVERE, yang terdiri dari : VIVERE Core Values are embedded in the hearts and minds of each and every person of VIVERE, and are composed as follows :

MANUSIA BERKUALITAS Quality People Integritas Integrity Akuntabilitas Accountability Keingintahuan Curiosity Kerendahan Hati Humility Rasa Memiliki Think as Owner Nilai - Nilai Perusahaan Corporate Values

KERJA BERKUALITAS

Manusia Berkualitas, Kerja Berkualitas Menciptakan Hidup Berkualitas Quality People, Quality Work Creating Quality Life

Quality Work Fokus pada pelanggan Customer Focus Mengutamakan K3 SHE Excellence Kerjasama Teamwork Inovasi Innovation Kerja Tuntas Get It Done Laporan Tahunan Annual Report 2014

11

SEKILAS GGS GGS IN BRIEF Perjalanan PT Gema Grahasarana Tbk. atau “Perseroan” dimulai pada 1984 dari awal yang sederhana, yaitu usaha kontraktor interior dengan sumber daya dan peralatan yang terbatas. Perseroan memulai operasi pabriknya pada 1993 untuk memproduksi kursi dan furnitur.

The journey of PT Gema Grahasarana Tbk. or “the Company” was started in 1984 from a very humble beginning as an interior contractor with limited resources and tools. The Company officially operated its first factory in 1993 to produce chairs and furniture.

Perseroan terus menambah jumlah pabriknya. Saat ini, Perseroan mempunyai empat pabrik yang terletak di Tangerang, Cikande dan Cikarang, yang didukung oleh ratusan karyawan dari beragam latar belakang, etnis dan keahlian, kesemuanya bekerja bersama untuk mencapai satu tujuan utama, yaitu kepuasan pelanggan.

The Company has continued to increase the number of its plants. It now owns four factory sites, which are located in Tangerang, Cikande and Cikarang, with the support of hundreds of employees from diverse background, ethnicity and skills, whom are working together to achieve the main target: to give customer satisfaction.

Dengan mengambil langkah strategis melalui Penawaran Umum Perdana dan mencatatkan sahamnya pertama kali di Bursa Efek Indonesia pada 12 Agustus 2002 dengan kode saham “GEMA”, saat ini Perseroan telah memiliki 3 (tiga) entitas anak, yaitu PT Laminatech Kreasi Sarana (LKS), PT Prasetya Gemamulia (PGM) dan PT Vivere Multi Kreasi (VMK); kesemuanya bergerak dalam bidang usaha yang menunjang kegiatan usaha Perseroan serta melengkapi produk dan jasa yang ditawarkannya. Pada tahun 2005, Perseroan kemudian meluncurkan kembali struktur bisnis intinya dalam identitas brand baru dengan mendirikan VIVERE Group. Saat ini, VIVERE Group menaungi keseluruhan portofolio perusahaan dalam satu brand.

By taking the strategic step of an Initial Public Offering and the first listing of its shares on the Indonesia Stock Exchange on August 12, 2002 with “GEMA” as its share code, now the Company has 3 (three) subsidiaries, namely PT Laminatech Kreasi Sarana (LKS), PT Prasetya Gemamulia (PGM) dan PT Vivere Multi Kreasi (VMK); all are engaged in the business fields that support the Company’s business activities and complement the Company’s products and services. Furthermore in 2005, the Company re-launched its core business structure under a new brand identity by establishing VIVERE Group. Today, VIVERE Group encapsulates the entire company portfolio under one brand.

Dalam kurun waktu 30 tahun, VIVERE Group telah menjadi salah satu perusahaan penyedia kebutuhan Interior, Furnitur, dan Furnishing perkantoran dan residensial yang terbesar dan terlengkap di Indonesia. VIVERE Group juga telah mendapat penghargaan sebagai salah satu “Top 40 Emerging Companies in Indonesia” dari FORBES, pada 2011.

Over the last 30 years, VIVERE Group has evolved into one of the largest Interior, Furniture and Furnishing companies, offering Total Solution for office and residential needs in Indonesia. VIVERE Group has also been awarded as one of the “Top 40 Emerging Companies in Indonesia” by FORBES, in 2011.

VIVERE Group menjalankan bisnis sesuai standar Internasional. Hal ini sejalan dengan apa yang ditegaskan melalui perolehan sertifikasi ISO 9001:2008 dan Sistem Manajemen Kesehatan dan Keselamatan Kerja OHSAS 18001:2007. Berpegang pada komitmen untuk terus memberikan hasil yang terbaik kepada pelanggan, VIVERE Group telah mengimplementasi sistem informasi yang terintegrasi, dengan SAP.

VIVERE Group is practicing their business with international standard. This has been approved by obtaining ISO 9001:2008 and Health Management and Safety System OHSAS 18001:2007 Certifications. Holding on to the commitment to always deliver best results to customers, VIVERE Group has implemented integrated information system, with SAP.

Sejalan dengan misi untuk menjadi organisasi bisnis kelas dunia, VIVERE Group selalu berusaha memenuhi serta memberikan kualitas pelayanan melebihi ekspektasi dari klien dalam proses pengerjaan beragam jenis proyek interior untuk berbagai sektor properti, seperti perkantoran, perhotelan, bangunan hunian, sarana dan pra-sarana pendidikan maupun stand pameran. VIVERE Group telah menjadi pilihan pertama klien yang menginginkan kualitas, keindahan, harmoni serta nilai artistik yang tinggi pada kantor dan hunian mereka.

Alongside our mission to be “a World-Class Business Organization”, VIVERE Group is always trying to fulfill and deliver service quality that exceeds customer expectation in the progress of making various types of interior projects for different kinds of property sectors, such as office buildings, hotels, houses, educational facilities, and also display stands. VIVERE Group has been the top choice for customers that seek for quality, beauty, harmony and also high artistic value for their buildings.

12


Sekilas GGS GGS in Brief

TONGGAK SEJARAH MILESTONES 1984 Didirikan di Jakarta dengan nama “PT Gema Gerhana Sarana” Established in Jakarta under the name “PT Gema Gerhana Sarana”.

1993 Mendirikan pabrik pertamanya di Lippo Cikarang Industrial Estate, Jl. Inti 1 Blok C1/3A, Cikarang, untuk memproduksi kursi dan furnitur. Established its first factory at Lippo Cikarang Industrial Estate on Jl. Inti 1 Block C1/3A, Cikarang, to produce chairs and furniture.

. . 2009 . VIVERE Group memperingati ulang tahunnya yang ke-25 sekaligus . meluncurkan program CSR yang bertajuk “VIVERE for Education”. . VIVERE Group celebrates its 25th Anniversary and run a CSR program called “VIVERE for Education”. . . 2010 . Memutakhirkan sertifikasi ISO 9001:2008 dan memperoleh sertifikasi . 18001:2007. OHSAS . Upgraded to ISO 9001:2008 certifications and also obtained OHSAS . 18001:2007 certifications. .

2011

1994

. Memperoleh pengakuan internasional dari Forbes sebagai “A-list . 40 Emerging Company in Indonesia”.. Top . Received an international acknowledgement from Forbes as “A-list 40 Emerging Company in Indonesia”. Memperluas fasilitas produksinya di Cikarang, yaitu di . Jl. Inti 1 Blok C1/6 . 2012 Expanded its production facility in Cikarang, on .Perseroan dan VMK mengimplementasikan sistem informasi Jl. Inti 1 Block C1/6 . terintegrasi SAP. Mengubah nama menjadi “PT Gema Grahasarana”. Adopted a new name, “PT Gema Grahasarana”.

1998 Memperoleh Sertifikat Sistem Manajemen Mutu ISO 9001:1994 dari SGS International. Received ISO 9001:1994 Quality Management System Certificate from SGS International.

The Company and VMK implemented SAP integrated information

. system. . . . .

2001.. Pabrik Perseroan di Desa Sukaharja, Pasar Kemis, Tangerang. mulai beroperasi. The Company’s factory in Desa Sukaharja, Pasar Kemis, Tangerang. commenced its operations. 2002 Mengambil langkah strategis melalui Penawaran Umum di Perdana Bursa Efek Indonesia. Took the strategic step of an Initial Public Offering in The Indonesia Stock Exchange..

2005 . Perseroan meluncurkan kembali struktur bisnis intinya dalam identitas brand baru dengan mendirikan VIVERE Group, yang menaungi keseluruhan portofolio perusahaan dalam satu brand. In September, the Company re- launched its core business structure under a new brand identity by establishing VIVERE Group, which encapsulates the entire company portfolio under one brand.

Tonggak Sejarah Milestones

. . . . . .

2013 Implementasi sistem informasi terintegrasi SAP oleh LKS dan PGM Implementation of SAP integrated information system by LKS and PGM.

2014 Memasuki usia 30 tahun, VIVERE Group akan terus bekerja keras untuk memberikan pelayanan terbaik kepada para klien serta mencapai misi perusahaan menjadi organisasi bisnis kelas dunia. Pada perayaan ulang tahun ke-30, Perseroan meluncurkan “VIVERE for Education Community” yaitu suatu komunitas yang menyelenggarakan kegiatan pengembangan SDM dalam bentuk seminar, pelatihan dan workshop. Entering the age of 30 years, VIVERE Group will continue to work hard to deliver best services to all clients and investors, and also fulfilling their company mission to be a world-class business organization. In its 30th Anniversary Celebration the Company launched “VIVERE for Education Community”, a community that will organize human resource development activities in the forms of seminars, training and workshops.


13

ENTITAS ANAK SUBSIDIARIES

Entitas Anak Subsidiaries

Domisili Domicile

Jenis Usaha Nature of Business

Persentase Kepemilikan (%) Percentage of Ownership (%)

Tahun Operasi Komersial Year of Commercial Operation Commencement

PT Laminatech Kreasi Sarana

Jakarta

Manufaktur panel laminated component dan Perdagangan high pressure laminate, edging, power outlet system Eubiq dan furnitur Spazio. Manufacturing of panel laminated components and Trading of high pressure laminate, edging, power outlet system Eubiq and furniture Spazio.

99,75

1997

PT Prasetya Gemamulia

Jakarta

Instalasi dan pemeliharaan mekanikal dan elektrikal Mechanical and Electrical Installation and Maintenance.

99

1994

PT Vivere Multi Kreasi

Jakarta

Perdagangan furnitur dan perlengkapan kantor dan residential. Trading of furniture and furnishing for office and residential.

99,97

2003

PROFIL ENTITAS ANAK

PROFILE OF SUBSIDIARIES



PT Laminatech Kreasi Sarana (LKS) menjadi anggota VIVERE Group melalui akuisisi yang dilakukan Perseroan pada 20 Maret 2002.

PT Laminatech Kreasi Sarana (LKS) became a member of VIVERE Group through an acquisition conducted by the Company on 20 March 2002.

LKS merupakan manufaktur PLC (panel laminated component) untuk furnitur kantor dan residential dengan mengoperasikan pabrik milik Perseroan yang berlokasi di Lippo Cikarang, Jawa Barat. LKS juga memfokuskan bisnisnya dalam perdagangan bahan pelapis (laminasi) dari Wilsonart, USA, edging collection dari Dollken, Canada serta flexible power outlet dari Eubiq dari Singapura.

LKS is a manufacturer of PLC (panel laminated component) for office and residential furniture, by operating the Company’s factory in Lippo Cikarang, West Java. LKS also focuses its business on the trading of high pressure laminate by Wilsonart, USA, edging collection by Dollken, Canada, as well as flexible power outlet by Eubiq, Singapore.

14





PT Prasetya Gema Mulia (PGM) yang didirikan pada 1994 mempunyai spesialisasi pada jasa instalasi dan pemeliharaan mekanikal elektrikal (ME) gedung dengan membidik berbagai segmen pelanggan di sektor perkantoran, retail, pendidikan serta hospitality.

PT Prasetya Gema Mulia (PGM), established in 1994, specializes in building mechanical and electrical installation and maintenance services by targeting clients from variety of segments in office, retail, educational institutions as well as hospitality sector.



PT Vivere Multi Kreasi (VMK) didirikan pada 2003 dan diakuisisi oleh Perseroan pada 2005.

PT Vivere Multi Kreasi (VMK) was founded in 2003 and acquired by the Company in 2005.

Kompetensi inti VMK adalah furnishing untuk rumah dengan merek “VIVERE”, merek gaya hidup yang menawarkan koleksi furniture dan aksesoris rumah dalam skala luas. VMK saat ini memiliki 10 (sepuluh) gerai gaya hidup yang berlokasi di pusat-pusat perbelanjaan strategis.

VMK’s core competency is in home furnishing under the brand name “VIVERE”, a lifestyle brand that offers wide-ranging furniture and accessories collection for residential. VMK now has 10 (ten) lifestyle shops located in strategic shopping malls.

Pada 2005, bisnis VMK berkembang dengan penjualan kursi, sistem furniture dan karpet untuk kantor dengan merek “VIVERE”. VMK telah ditunjuk sebagai distributor resmi di Indonesia untuk produk furniture kantor “Steelcase” dari Amerika Serikat.

In 2005, VMK entered into the business of selling office chairs, system furniture and carpet under the brand name “VIVERE”. VMK has been appointed as the authorized distributor of “Steelcase”, USA products for office furniture in Indonesia.



15

STRUKTUR KORPORASI CORPORATE STRUCTURE

Dedy Rochimat

William Simiadi

99,99997%

0,00003%

PT Virucci Indogriya Sarana (VIS) 0,25%

PT Laminatech Kreasi Sarana (LKS)

0,03%

16

PT Prasetya Gemamulia (PGM)

PT Vivere Multi Kreasi (VMK)

Public

99,75%

0,26%

1%

Tommy Diary

99%

74,74%

7,50%

17,50%

PT Gema Grahasarana Tbk (GGS)

99,97%


Struktur Korporasi Corporate Structure

PENGHARGAAN DAN SERTIFIKASI AWARDS AND CERTIFICATIONS PENGHARGAAN AWARDS 2011 A-List Top 40 Emerging Companies in Indonesia Perseroan memperoleh penghargaan dari Forbes sebagai “A-List Top 40 Emerging Companies in Indonesia in 2011”.

A-List Top 40 Emerging Companies in Indonesia The Company received an award from Forbes as “A-List Top 40 Emerging Companies in Indonesia 2011”.

2014 Penghargaan Designers Recommended untuk HPL Arborite Produk HPL “Arborite” yang didistribusikan oleh LKS menerima perhargaan “Designers’ Recommended” untuk kategori produk-produk interior aplikator. Penghargaan ini diberikan oleh Himpunan Desainer Interior Indonesia (HDII), bertepatan dengan pameran Indobuildtech Surabaya tanggal 16-20 April 2014 di Grand City Mall, Surabaya.

Designers Recommended Award for HPL Arborite “Arborite” HPL products distributed by LKS received the “Designers Recommended” award for the category of interior applicator products. This award was presented by Himpunan Desainer Interior Indonesia (HDII), coinciding with the Indobuildtech Expo Surabaya on April 16 to 20, 2014, at the Grand City Mall, Surabaya.

SERTIFIKASI CERTIFICATIONS Sertifikat Sistem Manajemen Mutu ISO Perseroan memperoleh Sertifikat Sistem Manajemen Mutu ISO dari SGS International pada tahun 1999, dan melakukan beberapa kali pemutakhiran sertifikasi dari ISO 9001:1994 menjadi ISO 9001:2000 pada tahun 2003, dan terakhir menjadi ISO 9001:2008 pada tahun 2010.

ISO Quality Management System Certification The Company received ISO Quality Management System Certification from SGS International in 1999, and updated its ISO 9001:1994 to become ISO 9001:2000 in 2003, and latest updated the certification to ISO 9001:2008 in 2010.

Sertifikat Sistem Manajemen Kesehatan dan Keselamatan Kerja OHSAS Perseroan memperoleh Sertifikat Sistem Manajemen Kesehatan dan Keselamatan Kerja OHSAS 18001:2007 dari SGS International di tahun 2010.

OHSAS Occupational Health and Safety Management System Certificate The Company obtained OHSAS 18001:2007 Occupational Health and Safety Management System Certificate from SGS International in 2010.

Penghargaan dan Sertifikasi Awards and Certifications


17

KOMPOSISI KEPEMILIKAN SAHAM

PER 31 DESEMBER 2014 SHARE OWNERSHIP COMPOSITION AS OF DECEMBER 31, 2014

Keterangan Description

Modal Dasar Authorized Capital

Nilai Nominal per Rp 100 / saham (Nominal Value of Rp 100 / share) Lembar Saham Number of Shares

Nilai dalam Rp Total Value in Rp

%

800.000.000

80.000.000.000

239.177.000

23.917.700.000

74,74%

24.000.000

2.400.000.000

7,50%

823.000

82.300.000

0,26%

55.945.000

5.594.500.000

17,48%

55.000

5.500.000

0,02%

320.000.000

32.000.000.000

100%

Modal Ditempatkan dan Disetor Penuh Issued and Fully Paid Capital PT Virucci Indogriya Sarana Tommy Diary Tan Dedy Rochimat Publik Public : Nasional National Shareholders Asing Foreign Shareholders Total

DEDY ROCHIMAT 823.000 Shares (0,26%)

PT VIRUCCI INDOGRIYA SARANA 239.177.000 Shares (74,74%)

PUBLIC - NATIONAL SHAREHOLDERS 55.945.000 Shares (17,48%)

PUBLIC - FOREIGN SHAREHOLDERS 55.000 Shares (0,02%)

TOMMY DIARY 24.000.000 Shares (7,50%)

18


Komposisi Kepemilikan Saham Share Ownership Composition

KRONOLOGIS PENCATATAN SAHAM CHRONOLOGY OF SHARE LISTING Keterangan

Description

Penawaran Umum

Public Offering

: 24 Juli 2002

Pencatatan di Bursa

Listing on the Market

: 12 Agustus 2002

Jumlah Saham

Total Shares

: 80.000.000 lembar shares

Nilai Nominal

Nominal Value

: Rp. 100,-/ saham shares

Nilai Saham

Value of Share

: Rp. 225,-/ saham shares

Komposisi Kepemilikan Saham Share Ownership Composition


19

SURAT KEPADA PEMEGANG SAHAM LETTER TO SHAREHOLDERS

LAPORAN DEWAN KOMISARIS BOARD OF COMMISSIONERS’ REPORT

Dr. Pulung Peranginangin Komisaris Utama Presiden Commissioner

Pemegang Saham yang terhormat,

Dear distinguished Shareholders,

Atas nama Dewan Komisaris, saya ingin menggunakan kesempatan ini untuk menyampaikan penghargaan kepada para pemegang saham dan pemangku kepentingan yang telah mendukung upaya Perseroan selama ini. Dukungan yang diberikan sangat berharga dalam tahun di mana Perseroan mengalami berbagai macam tantangan.

On behalf of the Board of Commissioners, I would like to take this opportunity to send out an appreciation to our valued shareholders and stakeholders who have supported our efforts so far. Your support is particularly appreciated in a year when we experienced many challenges.

Selanjutnya, izinkan kami untuk menyampaikan laporan pelaksanaan tugas dan tanggung jawab pengawasan Dewan Komisaris atas pelaksanaan manajemen dan operasional PT Gema Grahasarana Tbk oleh Direksi di tahun 2014.

Furthermore, allow us to deliver the report on the implementation of our supervisory duties and responsibilities with regard to the management and operations of PT Gema Grahasarana Tbk conducted by the Board of Directors in 2014.

Pertumbuhan ekonomi global semakin melambat di tahun 2014. Bank Dunia telah merevisi proyeksi pertumbuhan ekonomi global tahun 2014 dari 2,8% menjadi 2,6%, atau kembali melambat dibandingkan dengan pertumbuhan tahun 2013 dan 2012 yang masing-masing mencapai 3,2% dan 2,9%.

The global economic slowdown deepened in 2014. The World Bank has lowered its outlook for the global economic growth in 2014 from 2.8% to 2.6%, another downward from 3.2% and 2.9% in 2013 and 2012 respectively.

22


Laporan Dewan Komisaris Board of Commissioners’ Report

Bagi Indonesia, yang diakui McKinsey & Company sebagai ekonomi yang paling stabil di dunia, pertumbuhan ekonomi nasional tahun 2014 sebesar 5,1% merupakan yang terendah dalam lima tahun terakhir, sejak mencapai pertumbuhan sebesar 4,2% pada triwulan ketiga tahun 2009, saat Indonesia mulai terkena imbas krisis finansial Amerika Serikat. Kendati demikian, dengan berlanjutnya konsumsi rumah tangga dan pemerintah yang kuat disertai kebijakan ekonomi yang berhati-hati, diproyeksikan bahwa Indonesia akan tetap menjadi sasaran yang menarik bagi investor dibandingkan dengan negara ekonomi berkembang lainnya. Hal ini akan membuka banyak peluang ekspansi bisnis sehingga Perseroan juga berpeluang untuk meraih kinerja yang lebih kuat lagi.

For Indonesia, a country that was recognized by McKinsey & Company as the world’s most stable economy, the 5.1 % economic growth in 2014 was the slowest in almost five years, after it grew by only 4.2 % in the third quarter of 2009, when Indonesia felt the pinch of the US financial crisis. Nevertheless, with a continuation of the strong domestic and government consumption as well as a prudent economic policy, Indonesia is forecasted to remain attractive for investors compared with other emerging countries. This will create ample opportunities for business expansions which in turn will potentially enable the Company to achieve a stronger performance.

Kami melihat bahwa efek multiplier dari Pemilu Presiden dan Wakil Presiden yang dilaksanakan pada tanggal 9 Juli 2014 lalu tidak sebesar yang diharapkan. Meskipun demikian, karena selama menjelang Pemilu dan Pemilihan Presiden, pasar melakukan “waitand-see”, yang berdampak pada permintaan pasar akan jasa interior kontraktor Perseroan. Pasar mulai bangkit kembali setelah pelantikan presiden baru dan tugas-tugas kepemerintahan dimulai pada Oktober 2014.

We see that the multiplier effect of the Presidential General Elections held on July 9, 2014 was not as big as expected. However, in the lead-up to the elections, the market took a wait-and-see approach, which impacted market demand for the Company's interior contracting services. The market began to rise again after Indonesia’s new president and administration took office in October 2014.

“

Dewan Komisaris menilai bahwa sepanjang tahun 2014 Direksi telah melakukan berbagai upaya untuk meningkatkan kinerja Perseroan. The Board of Commissioners concludes that in 2014, the Board of Directors has done everything in its power to improve the Company’s performance.

”

Selama 2014, Perseroan mengalami tingkat persaingan pasar yang semakin tajam dengan masuknya pemain baru. Kunci kemenangan kami adalah melalui inovasi serta penyediaan produk dan jasa yang bermutu.

During 2014, the Company saw a sharper level of competition with the entrance of new players to the market. Our key to champion is made through innovation and delivering high quality products and services.

Berdasarkan catatan pencapaian keberhasilan sebelumnya, Dewan Komisaris senantiasa memberikan arahan dan masukan kepada Direksi untuk melanjutkan berbagai program dalam rangka meningkatkan kinerja Perseroan.

Based on a prior record of successful achievement, the Board of Commissioners has giving advices and inputs to the Board of Directors to continue any program to improve the Company‘s performance.

Dewan Komisaris menilai bahwa sepanjang tahun 2014 Direksi telah melakukan berbagai upaya untuk meningkatkan kinerja Perseroan. Kenaikan harga bahan bakar, tarif listrik, bahan baku dan bahan pendukung, yang disertai kenaikan upah buruh dan gejolak mata uang Rupiah, masih merupakan tantangan utama yang harus dihadapi oleh Perseroan di tahun 2014. Dalam konteks ini, Manajemen mampu mengatasi tantangan utama tersebut melalui peningkatan efisiensi dan memperkuat nilai produk dan jasa yang ditawarkan Perseroan, sehingga tetap dapat membukukan kinerja positif Perseroan dalam pertumbuhan finansial.

The Board of Commissioners concludes that in 2014, the Board of Directors has done everything in its power to improve the Company’s performance. Higher prices of fuel, electricity, raw materials and supporting materials, along with the rise in labour costs and volatility of Rupiah currency, still remained the main challenges to conquer by the Company in 2014. In this context, the Management managed to successfully overcome the main challenging aspects by increasing efficiency and enhancing values in the Company’s products and services, making the Company able to record a positive performance of its financial growth.



23

LAPORAN DEWAN KOMISARIS BOARD OF COMMISSIONERS’ REPORT Secara keseluruhan total pendapatan tahun 2014 mencapai Rp 632 milyar, lebih rendah 4% dari total pendapatan tahun sebelumnya yang mencapai Rp 658 milyar, Meskipun demikian, karena beban pokok pendapatan dapat dikendalikan dengan baik,Perseroan tetap mencatat laba neto sebesar Rp 18 milyar pada akhir tahun 2014. Beban pokok pendapatan masing-masing sebesar Rp 471 milyar atau 74,6% dari total pendapatan pada tahun 2014 dan Rp 502 milyar atau 76,3% dari total pendapatan pada tahun 2013.

The Company’s total consolidated revenues in 2014 amounted to Rp 632 billion, an decrease by 4% than the preceding year amounting to Rp 658 billion. However, due to well-controlled cost of revenues, the Company still managed to record net income at Rp 18 billion at the end of 2013. The cost of revenues amounted to Rp 471 billion or 74,6% of total consolidated revenue in 2014 and Rp 502 billion or 76,3% of total consolidated revenue in 2013.

Hasil kinerja 2014 membuktikan bahwa Manajemen Perseroan telah berhasil mempertahankan kerjasama tim yang baik di semua tingkatan. Kami juga mengakui keberhasilan Manajemen dalam menyelenggarakan berbagai macam program pelatihan dan pengembangan kompetensi untuk membentuk aset sumber daya manusia yang berkelas dunia. Tim manajemen yang kompeten, kuat dan solid akan menjadi aset yang berharga dalam mendorong pertumbuhan di masa depan.

The 2014 performance proves that the Company’s Management has succeeded in maintaining good teamwork at all levels. We also wish to acknowledge and commend the success of the management in organizing a full range of trainings and competency development programs in order to build world-class human capital. A competent, strong and solid management team will be an invaluable asset in pursuing growth going forward.

Selama 30 tahun eksistensinya, Perseroan telah mencapai kemajuan yang pesat untuk mewujudkan misi besarnya membangun organisasi bisnis kelas dunia yang terus berkembang berdasarkan kompetensi karyawan yang selalu dimutakhirkan, melakukan inovasi serta mewujudkan produk dan jasa bermutu menurut kriteria pelanggan dalam kenyamanan, kesehatan (ergonomis) dan ramah lingkungan.

After its 30 years of existence, the Company has made rapid progress in pursuit of their grand mission to build a world-class business organization which always growing according to the escalated employee’s skills through innovation and to produce qualified products and services to meet customers’ criteria in comfort, health (ergonomic) and environmental friendly.

Dewan Komisaris juga terus memberikan dukungan terhadap prospek usaha yang disusun oleh Direksi untuk tetap dilanjutkan seiring dengan potensi pertumbuhan ekonomi nasional Indonesia di masa yang akan datang. Bank Pembangunan Asia (Asian Development Bank/ADB) memproyeksikan pertumbuhan ekonomi Indonesia tahun 2015, sebesar 5,6%. Lebih baik dibandingkan 2014, yang diperkirakan tumbuh 5,1%. Diyakini bahwa ekonomi Indonesia bisa tumbuh tinggi bila pemerintah konsisten menjalankan reformasi struktural yang telah dilakukan selama ini.

The Board of Commissioners ceaselessly supports the business prospects prepared by the Board of Directors for continuous realization in line with Indonesian economy growth potential in the future. Asian Development Bank (ADB) has projected that Indonesia’s economic growth in 2015 will stand at 5.6%, better than the 5.1% projected growth in 2014. There is also a confidence that the Indonesian economy could grow higher if the government is consistent in undertaking the structural reform that has been done so far.

Dengan semangat, kerja keras, dedikasi yang tinggi serta dukungan semua pihak, kami yakin kinerja Perseroan tahun 2015 akan lebih baik lagi dari tahun sebelumnya.

We strongly believe that all the hard work, high dedication and support from all parties will contribute to stronger performance of the Company in 2015.

Dewan Komisaris telah melaksanakan tugas kami sesuai dengan kewenangan dan tanggung jawabnya. Selama tahun 2014, Dewan Komisaris terlibat intens dengan berbagai perkembangan yang terjadi di Perseroan dalam kapasitas kami mengawasi pelaksanaan tugas-tugas Direksi mengelola jalannya perusahaan.

The Board of Commissioners has carried out our duties in accordance with the granted authority and responsibility, During 2014, the Board of Commissioners engaged intensely with the various developments in the Company in our capacity to oversee the execution of the Board of Directors’ duties in running the company management.

Selain melalui rapat-rapat internal yang secara rutin diadakan Dewan Komisaris, fungsi pengawasan juga dilakukan dengan bantuan Komite Audit yang telah menjalankan tugas dengan baik sesuai lingkup tanggung jawabnya. Sepanjang tahun 2014, Komite Audit beberapa kali mengadakan rapat dengan auditor eksternal dan perwakilan Perseroan untuk membahas rencana dan strategi audit, independensi dari auditor dan risiko-risiko yang dihadapi oleh Perseroan dalam menjalankan usahanya.

In addition to routine internal meetings conducted by the Board of Commissioners, the supervisory function was also performed with the assistance of the Audit Committee that carried out a good job within the scope of its responsibilities. Throughout 2014, the Audit Committee convened with the external auditor and the Company’s representatives to discuss the audit plan and strategy, independency of the auditors and the risks faced by the Company in running its business.

24



Hartopo

Dr Pulung Peranginangin

Bambang Permantoro

Komisaris Commisioners

Komisaris Utama President Commisioners

Komisaris Independen Independent Commisioners



25

LAPORAN DEWAN KOMISARIS BOARD OF COMMISSIONERS’ REPORT Kami juga telah membangun komunikasi dan koordinasi yang baik dengan Direksi melalui forum rapat gabungan Dewan Komisaris dan Direksi. Pada 2014, rapat gabungan tersebut diadakan secara teratur sedikitnya sekali dalam sebulan.

We has also built good communication and coordination with the Board of Directors through joint meetings attended by the Board of Commissioners and the Board of Directors. Throughout 2014, the joint meeting was held regularly at least once a month.

Pada kesempatan ini, kami juga melaporkan bahwa anggotaanggota Dewan Komisaris - yang telah berakhir masa jabatannya pada saat ditutupnya RUPS Tahunan 2014 - telah diangkat kembali dalam RUPS Tahunan 2014 tanggal 5 Juni 2014 dalam susunan baru sebagai berikut:

On this occasion, we would also like to report that the current members of Board of Commissioners – whose terms of office ended since the closing of the 2014 Annual GMS - were already re-appointed in the 2014 Annual GMS on June 5, 2014, with the new composition as follows:

t,PNJTBSJT6UBNB t,PNJTBSJT*OEFQFOEFO t,PNJTBSJT

t1SFTJEFOU$PNNJTTJPOFS %S1VMVOH1FSBOHJOBOHJO t*OEFQFOEFOU$PNNJTTJPOFS#BNCBOH1FSNBOUPSP t$PNNJTTJPOFS )BSUPQP

%S1VMVOH1FSBOHJOBOHJO #BNCBOH1FSNBOUPSP )BSUPQP

Atas nama Dewan Komisaris, kami ingin menghargai keberhasilan %JSFLTJ1FSTFSPBOEBOTFHFOBQJOTBO7*7&3&(SPVQEBMBNNFOHFMPMB 1FSTFSPBO EBO &OUJUBT "OBL NFOHIBEBQJ UBIVO ZBOH QFOVI UBOUBOHBO TFIJOHHB7*7&3& (SPVQ NBNQV NFMBOHLBI NBKV ,BNJ berharap agar kinerja ini dapat terus ditingkatkan untuk melalui semua rintangan dan tantangan sehingga Perseroan dapat terus berkembang dan mewujudkan misinya menjadi perusahaan yang berkelas dunia.

On behalf of the Board of Commissioners, we would like to recognize the achievements of the Board of Directors of the Company and all FNQMPZFFT PG 7*7&3& (SPVQ JO NBOBHJOH UIF $PNQBOZ BOE UIF 4VCTJEJBSJFTUISPVHIZFBSTGVMMPGDIBMMFOHFTTP7*7&3&(SPVQLFFQTPO taking a forward step. We hope that this performance can be enhanced in order to navigate through all obstacles and challenges for the Company to sustain its growth and realize its mission to be a world class company.

Jakarta, April 2015 PT Gema Grahasarana Tbk.

Dr. Pulung Peranginangin Komisaris Utama 1SFTJEFOU$PNNJTTJPOFS

26





11

PROFIL DEWAN KOMISARIS BOARD OF COMMISSIONERS’ PROFILE Dr. PULUNG PERANGINANGIN Komisaris Utama President Commissioner Warganegara Indonesia, kelahiran Martelu - Sumatera Utara, 11 April 1952. Bapak Pulung Peranginangin mulai bergabung dengan Perseroan pada tahun 2003 sebagai Komisaris, dan diangkat kembali menjadi Komisaris Utama Perseroan berdasarkan keputusan RUPS Tahunan tanggal 5 Juni 2014. Saat ini beliau juga menjabat sebagai Komisaris PT Laminatech Kreasi Sarana, PT Vivere Multi Kreasi, PT Prasetya Gemamulia dan PT Pacific Paint serta menjabat sebagai CEO dan Direktur Utama PT Ucoal Sumberdaya di Jakarta. Di samping itu, Beliau juga menjabat sebagai Dosen Stratejik Manajemen pada beberapa sekolah bisnis dan manajemen diantaranya Program Magister Manajemen dan Pascasarjana Ilmu Manajemen di Fakultas Ekonomi Universitas Indonesia, STIE-IPMI International Business School, Universitas Internasional Batam (UIB), dan Universitas Siswa Bangsa Indonesia (USBI) atau Sampoerna School of Business, dan beliau juga menjabat sebagai Board of Senate Tanri Abeng University (TAU). Beliau menyelesaikan Pendidikan Strata Satu di Sekolah Tinggi Manajemen Industri pada tahun 1980, menyelesaikan gelar Magister Manajemen dari Sekolah Tinggi Manajemen Prasetiya Mulya pada tahun 1995, dan pada bulan Juni 2009 meraih gelar Doktor (Dr) Manajemen Stratejik pada Program Pascasarjana Ilmu Manajemen Fakultas Ekonomi Universitas Indonesia, Jakarta. Indonesian citizen, born in Martelu – North Sumatra, April 11, 1952. Mr Pulung Peranginangin first joined the Company in 2003 as Commissioner, and was reappointed as the Company’s President Commissioner based on the Resolution of Annual GMS dated June 5, 2014. Currently, he also serves as Commissioner in PT Laminatech Kreasi Sarana, PT Vivere Multi Kreasi, PT Prasetya Gemamulia and PT Pacific Paint, as well as CEO and President Director in PT Ucoal Sumberdaya, Jakarta. In addition, he is also Lecturer in Strategic Management study in a number of business and management schools such as Master of Management Program and Post-Graduate Program in Management Science of the Faculty of Economics of Universitas Indonesia, STIE IPMI International Business School, Universitas Internasional Batam (UIB), Universitas Siswa Bangsa International (USBI) or Sampoerna School of Business. He also serves as Board of Senate Tanri Abeng University (TAU). He passed his Bachelor’s Degree in Sekolah Tinggi Manajemen Industri in 1980, Management Magister in Sekolah Tinggi Manajemen Prasetiya Mulya in 1995, and Doctor (Dr) in Strategic Management in Post-Graduate Program in Management Science of the Faculty of Economics of Universitas Indonesia, Jakarta in June 2009.

28



BAMBANG PERMANTORO Komisaris Independen Independent Commissioner Bapak Bambang Permantoro menjabat sebagai Komisaris Independen Perseroan berdasarkan Keputusan RUPS Tahunan tanggal 5 Juni 2014, setelah berakhirnya masa jabatannya sebagai Komisaris Perseroan (2011-2014). Saat ini beliau juga memegang jabatan Direktur Utama PT Deasprotama. Beliau adalah purnawirawan Inspektur Jenderal Polisi dengan pengalaman 34 tahun di Kepolisian dan 5 tahun di PPATK (Pusat Pelaporan dan Analisis Traksaksi Keuangan), yang menyelesaikan pendidikan formalnya di Militer dan Kepolisian dari International Narcotic Management Program, DEA Washington DC pada tahun 1996. Selain itu, beliau juga mengikuti International Police Management Course NT Police di Darwin, Australia pada tahun 1997, Narcotic Key Leader Management di Bangkok pada tahun 1999, Anti-Money Laundering Management Course di Manila, Filipina pada tahun 1999, Anti-Money Laundering Management Course ILEA di Bangkok, Thailand pada tahun 2000 dan Asia Pacific Drug Enforcement Conference di Tokyo, Jepang pada tahun 2001. Mr Bambang Permantoro has been serving as the Company’s Independent Commissioner based on the Resolution of Annual GMS dated June 5, 2014, after the completion of his term of office as the Company’s Commissioner (2011-2014). At present, he also serves as President Director of PT Deasprotama. He is a retired Inspector General of Police with 34 years of experience in the Police and 5 years in PPATK (Center for Reporting and Analysis of Financial Transactions), who completed his formal education at the Military and Police of the International Narcotic Management Program, DEA. Washington DC in 1996. Besides, he also attended International Police Management Course NT Police in Darwin, Australia in 1997, Narcotic Key Leader Management in Bangkok in 1999, Anti-Money Laundering Management Course in Manila, Filipina in 1999, Anti-Money Laundering Management Course ILEA in Bangkok, Thailand in 2000, and Asia Pacific Drug Enforcement Conference in Tokyo, Japan in 2001.

HARTOPO Komisaris Commissioner Bapak Hartopo menjabat menjabat sebagai Komisaris Perseroan berdasarkan Keputusan RUPS Tahunan tanggal 5 Juni 2014, setelah berakhirnya masa jabatannya sebagai Komisaris Independen Perseroan (2008-2014). Saat ini, beliau juga memegang jabatan Komisaris PT Jakarta Lingkar Baratsatu, PT Jalan Tol seksi Empat, Makassar dan Komisaris Independen PT Nusantara Infrastructure Tbk. Beliau mendapatkan gelar Sarjana dari Fakultas Teknik Sipil Universitas Diponegoro pada tahun 1974, Pasca Sarjana Program Studi Jalan Raya dari Institut Teknologi Bandung pada tahun 1976, dan Enterprise Management Program dari Arthur D. Little Management Education Institute, Cambridge, Boston, Amerika Serikat, pada tahun 1990. Beliau juga memperoleh gelar Magister Manajemen dari Sekolah Tinggi Manajemen Prasetiya Mulya, Jakarta, di tahun 1995. Mr Hartopo has been serving as the Company’s Commissioner based on the Resolution of Annual GMS dated June 5, 2014, after the completion of his term of office as the Company’s Independent Commissioner (2008-2014). At present, he is also Commissioner of PT Jakarta Lingkar Baratsatu, PT Jalan Tol the 4th Section, Makasar and Independent Commissioner of PT Nusantara Infrastructure Tbk. He earned his Bachelor Degree in Civil Engineering from the Faculty of Technology of Universitas Diponegoro in 1974, Post-Graduate Degree in Road Study Program from Institut Teknologi Bandung in 1976, and Enterprise Management Program from Arthur D. Little Management Education Institute, Cambridge, Massachusetts, the USA, in 1990. In addition, he also earned his Master of Management from Sekolah Tinggi Manajemen Prasetiya Mulya, Jakarta, in 1995.



29

LAPORAN DIREKSI BOARD OF DIRECTORS’ REPORT

Dedy Rochimat Direktur Utama Presiden Director

Pemegang Saham yang Kami Hormati,

Dear esteem Shareholders,

Atas nama Direksi PT Gema Grahasarana Tbk (GGS atau VIVERE Group), saya ingin menyampaikan Laporan Tahunan ini, untuk melaporkan kemajuan yang telah dicapai sekaligus tantangan yang dihadapi Perseroan dalam perjalanan kami menjadi “Organisasi Bisnis Kelas Dunia” yang didukung oleh kompetensi karyawan yang selalu ditingkatkan, baik melalui inovasi serta penyediaan produk dan jasa yang bermutu.

On behalf of the Board of Directors of PT Gema Grahasarana Tbk (GGS or VIVERE Group), I would like to present this Annual Report, to highlight the progress as well as the challenges of the Company as we move forward to be a world-class Business Organization, which supported by always upgrading employee’s competence through innovation and also delivering qualified products and services.

Adalah suatu kebahagiaan bagi saya untuk menyampaikan kabar gembira bahwa pada tanggal 7 Desember 2014, di usianya yang ke 30 tahun, VIVERE Grup akhirnya berhasil menembus dua juta meter persegi proyek interior di berbagai kota di Indonesia.

It is my pleasure to share the great news that on December 7, 2014, entering the 30th Anniversary, VIVERE Group finally achieved the record of two-million-square meters interior project consisting of various projects in various cities in Indonesia.

Tahun 2014 dimulai dengan pelemahan di berbagai sektor ekonomi, yang mengakibatkan pelambatan volume penjualan kami. Sementara itu, penyelenggaraan Pemilihan Umum Presiden membuat pelaku bisnis mengambil sikap “wait and see”.

Several economy sectors have weakened in 2014, resulting slowdown in our sales volume. Meanwhile, in the lead-up to the country’s presidential general elections, the business took a wait-and-see approach.

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Laporan Direksi Board of Directors’ Report

Banyak proyek ditunda menunggu pemerintahan baru, pasar menahan kebutuhan akan jasa kontraktor interior. Namun demikian, kami tetap mampu untuk bertahan dan pada akhir tahun 2014 telah menunjukkan tanda-tanda pemulihan di dalam penjualan. Kami tentunya bersyukur atas stabilitas politik, sosial, dan ekonomi luar biasa yang terwujud sepanjang tahun 2014, sehingga mempermudah para pelaku bisnis untuk kembali beroperasi dengan penuh percaya diri dan berkelanjutan.

Many projects were put on hold awaiting the new Government; the domestic market halted its demand for interior contracting services. In spite of this weakened economy, we have managed to stay in the black. To our relief, the end of 2014 already looks to be a year of recovery for sales. We are naturally grateful for remarkable political, social and economic stability which manifested throughout 2014, an environment which allowed business to operate with confidence and continuity.

Prospek usaha Perseroan masih menjanjikan di tengah tantangan tahun 2014, dalam bentuk peningkatan biaya, dengan peningkatan upah minimum tajam yang ditetapkan oleh Pemerintah Indonesia, nilai tukar Rupiah yang melemah, pengurangan subsidi BBM, serta kenaikan tarif dasar listrik industri. Dilatarbelakangi kondisi ini, kami bersyukur dapat melaporkan pencapaian Perseroan. Perseroan dapat membukukan total penjualan sebesar Rp 632 milyar, meskipun memang masih ada sasaran yang belum tercapai di tahun 2014. Sementara itu laba bersih Perseroan mengalami penurunan sebesar 3% menjadi Rp 18,1 milyar dari Rp 18,5 milyar di tahun sebelumnya. Namun demikian likuiditas dan neraca Perseroan tetap terjaga sebagaimana tercermin dari rasio aset lancar terhadap kewajiban lancar, yaitu 1,46 kali pada tahun 2014.

The outlook of the Company is still promising while facing various challenges in 2014 coming from the rise of costs, as a result of the steep wage increases stipulated by the Government of Indonesia, the depreciating Rupiah, reduction in fuel subsidy, and an increase in the industry electricity basic rate. Against this backdrop, I am pleased to report the result growth of the Company. The Company managed to book total sales of Rp 632 billion, even though there were still goals yet to be unfulfilled in 2014. Although the net income decline by 3% to Rp 18.1 billion from Rp18.5 billion in the preceding year, the Company’s liquidity and balance sheet remain intact as reflected by the ratio of current assets to current liabilities of 1.46 times in 2014.

“

Perseroan akan terus melakukan peningkatan efisiensi operasional dan administrasi, dimana komunikasi antar karyawan, sistem teknologi informasi serta berbagai prosedur dan manual akan disempurnakan. The Company will continue to increase operational and administrative efficiency, where staff communication, information technology system as well as procedures and manuals will be enhanced.

”

Masuknya pemain baru membuat kami menghadapi persaingan usaha yang sangat ketat dan mengubah pasar di tahun 2014. Kami berusaha menaklukkan tantangan tersebut dengan memenuhi serta memberikan kualitas pelayanan melebihi ekspektasi dari klien dalam proses pengerjaan beragam jenis proyek interior untuk berbagai sektor properti, seperti perkantoran, perhotelan, bangunan hunian, sarana dan pra-sarana pendidikan maupun pameran. Kami ingin mempertahankan posisi kami sebagai pilihan pertama klien yang menginginkan kualitas, keindahan, harmoni serta nilai artistik yang tinggi pada hunian mereka.

The entrance of new players has put us in a very keen competition and changed the market in 2014. We attempted to conquer the challenge by always trying to fulfill and deliver service quality that exceeds customers’ expectation in the progress of making various types of interior projects for different kinds of property sectors, such as office buildings, hotels, houses, educational facilities, and also exhibitions. We wish to maintain our position as the first choice for customers that seek for quality, beauty, harmony and also high artistic value for their buildings.

Untuk mencapai tujuan tersebut, peningkatan kompetensi dan kualitas sumber daya manusia telah menjadi fokus utama kami. Dalam rangka menyelaraskan sumber daya organisasi untuk mendukung strategi bisnis, kami melakukan reorganisasi melalui pendirian departemen baru, memperkerjakan karyawan yang qualified dan berpengalaman di departemen baru tersebut dan terus melakukan pengembangan sumber daya manusia melalui berbagai macam pelatihan dan program pengembangan kompetensi.

To that end, the escalated competencies and quality of human resources have also become our main focus. In order to align organizational resources to support our business strategies, we have conducted reorganizational exercise by establishing new departments and recruiting qualified and experienced staff to fulfill the new departments. We have also continued the efforts to enhance our human resource development through various trainings and competency development programs.



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LAPORAN DIREKSI BOARD OF DIRECTORS’ REPORT Perseroan akan terus melakukan peningkatan efisiensi operasional dan administrasi, dimana komunikasi antar karyawan, sistem teknologi informasi serta berbagai prosedur dan manual akan disempurnakan.

The Company will continue to increase operational and administrative efficiency, where staff communication, information technology system as well as procedures and manuals will be enhanced.

Kami juga terus meningkatkan kinerja usaha Perseroan dengan memastikan kepatuhan terhadap peraturan perundang-undangan serta penerapan prinsip-prinsip tata kelola perusahaan. Oleh karena itu, kami akan terus menjunjung standar tertinggi penerapan tata kelola perusahaan dalam aspek operasional dan manajemen.

We also strive to upgrade our business performance by ensuring the compliance to prevailing regulations and legislation as well as Good Corporate Governance principles. In this regard, we will constantly uphold the highest standards of GCG implementation in all operational and management aspects.

Kami tetap senantiasa memberikan kontribusi di tengah masyarakat, dengan melanjutkan program-program Tanggung Jawab Sosial Perusahaan (CSR), terutama program beasiswa “VIVERE for Education”, yang diberikan kepada siswa Indonesia yang berprestasi namun memiliki keterbatasan biaya untuk melanjutkan pendidikan ke universitas.

We have continued to foster goodwill in our communities by continuing our Corporate Social Responsibility programs, especially the scholarship program titled “VIVERE for Education”, which is provided for high achievers among Indonesian students from less privileged backgrounds to enter universities.

Sehubungan dengan komposisi Direksi, dapat kami laporkan bahwa telah terjadi perubahan pada komposisi Direksi Perseroan, efektif sejak penutupan RUPS Tahunan tanggal 5 Juni 2014. Atas pengabdian sebagai Direksi Perseroan, penghargaan yang tinggi kami sampaikan kepada Ibu Sri Martini, yang telah memberikan kontribusi besar dalam pertumbuhan Perseroan. Kami menyambut kehadiran Ibu Novita sebagai Direktur yang baru, menggantikan Ibu Sri Martini.

In connection with the composition of the Board of Directors, we would like to report that there was a change in the composition of the Company’s Board of Directors, effective from the closing of the Annual GMS on June 5, 2014. Upon her dedication as member of the Company’s Board of Directors, our special token of appreciation is extended to Ms Sri Martini, who has given a significant contribution to the growth of the Company. In addition, we earnestly welcome Ms Novita as our new Director replacing Ms Sri Martini.

Pada kesempatan ini, perkenankanlah saya untuk menyampaikan terima kasih yang tulus kepada para pemegang saham, klien dan para pelanggan atas kepercayaan serta dukungan yang telah diberikan, kepada Dewan Komisaris, Otoritas Jasa Keuangan dan Bursa Efek Indonesia atas bimbingan serta arahannya, serta kepada segenap karyawan yang memberikan bakti mereka dengan dedikasi yang tinggi.

Please allow me to take this opportunity to express my sincere appreciation to our shareholders, clients and customers for their continuous trust and support, our Board of Commissioners, Otoritas Jasa Keuangan and the Indonesia Stock Exchange for their guidance and direction, and our employees who have worked with dedication and distinction.

Dengan kebersamaan, kami percaya bahwa VIVERE Group di masa depan akan mencapai pertumbuhan yang lebih signifikan dan berkelanjutan.

Together, we feel confident that VIVERE Group going forward, will achieve even more significant and sustainable growth.

Jakarta, April 2015 PT Gema Grahasarana Tbk.

Dedy Rochimat Direktur Utama President Director

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Duduk dari kiri ke kanan Sitting from left to right :

Berdiri dari kiri ke kanan Standing from left to right :

Ilda Imelda Tatang

Dedy Rochimat

Hermanto Wangsa

Muljadi

Novita

Tommy Diary Tan

Direktur Director

Direktur Utama President Director

Direktur Director

Direktur Director

Direktur Director

Direktur Director



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PROFIL DEWAN DIREKSI BOARD OF DIRECTORS’ PROFILE DEDY ROCHIMAT Direktur Utama President Director Warganegara Indonesia, kelahiran Pontianak – Kalimantan Barat, 22 Maret 1957. Bapak Dedy Rochimat adalah pendiri Perseroan beserta Entitas Anaknya. Beliau menjabat sebagai Direktur Utama Perseroan sejak tahun 2005, sekaligus sebagai Direktur Utama PT Vinotindo Grahasarana serta Komisaris Utama PT Prasetya Gemamulia, PT Laminatech Kreasi Sarana, PT Vivere Multi Kreasi dan PT Virucci Indogriya Sarana. Beliau memperoleh gelar Sarjana Teknik Sipil dari Institut Sains dan Teknologi Nasional (ISTN) pada tahun 1992 dan Magister Manajemen dari Sekolah Tinggi Manajemen Prasetiya Mulya, Jakarta, pada tahun 1995. Sejak tahun 1996 beliau aktif sebagai anggota Young President Organization (YPO) dan saat ini menjabat sebagai Chapter Chairman WPO (World President Organization) Indonesia. Di tahun 2012, beliau menerima penghargaan “the Most Outstanding Entrepreneur” dalam acara Alumni Achievement Award 2012 yang diselenggarakan dalam rangka ulang tahun Prasetiya Mulya Business School ke-30. Indonesian citizen, born in Pontianak – West Kalimantan, March 22, 1957. Mr Dedy Rochimat is the founding father of the Company and its Subsidiaries. He has been serving as the Company’s President Director since 2005. He is also President Director of PT Vinotindo Grahasarana as well as President Commissioner of PT Prasetya Gemamulia, PT Laminatech Kreasi Sarana, PT Vivere Multi Kreasi and PT Virucci Indogriya Sarana. He earned his Bachelor’s Degree in Civil Engineering from Institut Sains dan Teknologi Nasional (ISTN) in 1992 and Management Magister from Sekolah Tinggi Manajemen Prasetiya Mulya, Jakarta, in 1995. Since 1996 he has actively participated in Young President Organization (YPO) and at present holds a position as Chapter Chairman of Indonesia’s WPO (World President Organization). In 2012, he was awarded “The Most Outstanding Entrepreneur” in the event of Alumni Achievement Award 2012 held to commemorate the 30th Anniversary of Prasetiya Mulya Business School.

ILDA IMELDA TATANG Direktur Director Warganegara Indonesia, kelahiran Bukit Tinggi, Sumatra Barat, 21 Maret 1965. Ibu Ilda Imelda Tatang diangkat kembali menjadi Direktur Perseroan dalam RUPS Tahunan tanggal 5 Juni 2014. Beliau telah menjadi Direktur Perseroan sejak tahun 2003 setelah sebelumnya dengan penuh dedikasi mengembangkan tim pemasaran sejak bergabung dengan Perseroan di tahun 1989. Beliau menyelesaikan pendidikan formalnya di Universitas Tarumanagara, jurusan Tehnik Arsitektur, Jakarta, pada tahun 1989. Indonesian citizen, born in Bukit Tinggi, West Sumatra, March 21, 1965. Ms Ilda Imelda Tatang was reappointed as the Company’s Director in Annual GMS of June 5, 2014. She has been serving as the Company’s Director since 2003, after dedicating herself to develop the Company’s marketing team since joining the Company in 1989. She passed her formal education in the Faculty of Engineering of Tarumanagara University - Jakarta, majoring in Architecture, in 1989.

34


Profil Direksi Board of Directors’ Profile

HERMANTO WANGSA Direktur Director Warganegara Indonesia, kelahiran Medan, Sumatra Utara, 26 Januari 1966. Bapak Hermanto Wangsa diangkat kembali menjadi Direktur Perseroan dalam RUPS Tahunan tanggal 5 Juni 2014. Beliau mulai menjabat sebagai Direktur Perseroan pada tahun 2012. Beliau meniti karir di Perseroan sejak tahun 1990 dengan fokus di bidang supervisi proyek, manajemen proyek dan marketing. Sebelum diangkat sebagai direktur beliau menjabat sebagai Marketing General Manager Perseroan dari tahun 2008-2012. Beliau memperoleh Certificate of Business Management dari Sekolah Tinggi Manajemen Prasetiya Mulya, Jakarta, tahun 1998. Indonesian citizen, born in Medan – North Sumatera, 26 January 1966. Mr Hermanto Wangsa was reappointed as the Company’s Director in Annual GMS of June 5, 2014. He has served as the Company’s Director since 2012. He has been pursuing his career in the Company since 1990 focusing on project supervision and management, and marketing. Prior to being appointed as Director, he was the Company’s Marketing General Manager for a period of 2008-2012. He passed Certificate of Business Management from Sekolah Tinggi Manajemen Prasetiya Mulya, Jakarta, in 1998.

TOMMY DIARY TAN Direktur Director Warganegara Indonesia, kelahiran Pontianak - Kalimantan Barat, 24 Oktober 1967. Bapak Tommy Diary Tan diangkat kembali menjadi Direktur Perseroan dalam RUPS Tahunan tanggal 5 Juni 2014. Beliau pernah menjabat sebagai Direktur Utama Perseroan untuk periode 2002-2005. Selain itu beliau juga memegang jabatan sebagai Direktur Utama PT Vivere Multi Kreasi. Beliau memperoleh Certificate of Business Management dari Sekolah Tinggi Manajemen Prasetiya Mulya, Jakarta, tahun 1997. Indonesian citizen, born in Pontianak – West Kalimantan, October 24, 1967. Mr Tommy Diary Tan was reappointed as the Company’s Director in Annual GMS of June 5, 2014. He once served as the Company’s President Director for the period 2002-2005. In addition, he also assumes position as the President Director of PT Vivere Multi Kreasi. He earned Certificate of Business Management from Sekolah Tinggi Manajemen Prasetiya Mulya, Jakarta, in 1997.



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PROFIL DEWAN DIREKSI BOARD OF DIRECTORS’ PROFILE MULJADI Direktur Director Warganegara Indonesia, kelahiran Pati- Jawa Tengah, 29 April 1966. Bapak Muljadi diangkat kembali menjadi Direktur Perseroan dalam RUPS Tahunan tanggal 5 Juni 2014. Beliau mulai meniti karir di Perseroan sejak tahun 1991 dengan mendalami bidang kontraktor interior dan manufaktur furnitur. Sebelum menjabat sebagai Direktur Perseroan pada tahun 2012, beliau menjabat sebagai Factory General Manager dari tahun 2004 sampai dengan 2012. Pendidikan formal terakhir yang ditempuh adalah sarjana Teknik Arsitektur di Universitas Tarumanagara, Jakarta, pada tahun 1991.

Indonesian citizen, born in Pati - Central Java, April 29, 1966. Mr Muljadi was reappointed as the Company’s Director in Annual GMS of June 5, 2014. He has been pursuing his career in the Company in 1991 specializing in interior contracting and furniture manufacturing. Before being appointed as the Company’s nDirector in 2012, he was General Manager Factory for a period of 2004-2012. He earned his bachelor’s degree in Architecture from Universitas Tarumanagara in 1991.

NOVITA Direktur Director Warga Negara Indonesia, kelahiran Banyuwangi, Jawa Timur tanggal 19 November 1972. Ibu Novita diangkat menjadi Direktur Perseroan dalam RUPS Tahunan tanggal 5 Juni 2014. Sebelum bergabung dengan Perseroan, beliau berkarya di PT Parastar Echorindo dikenal sebagai Sentra Ponsel, perusahaan yang bergerak di bidang distribusi produk telekomunikasi (2007 -2014) dengan jabatan terakhir sebagai Direktur yang membawahi bidang keuangan, pembelian dan logistik. Beliau telah meniti karir di bidang keuangan sejak tahun 1994 pada perusahaan-perusahaan yang bergerak di bidang pelayaran, distribusi, retail dan jasa akuntansi. Beliau menyelesaikan pendidikan formalnya di Universitas Trisakti jurusan Ekonomi Akuntansi, pada tahun 1995. Selain itu, beliau juga mengikuti berbagai pelatihan yang berkaitan dengan bidang keuangan.

Indonesian citizen, born in Banyuwangi - East Java, November 19, 1972. Ms Novita was appointed as the Company’s Director in Annual GMS of June 5, 2014. Prior to joining the Company, she worked at PT Parastar Echorindo, known as “Sentra Ponsel” - a company engaged in the distribution of telecommunication products in 2007 -2014, with her last position as Director in charge of finance, purchasing and logistics. She has pursued a career in finance since 1994 for companies engaged in shipping, distribution, retail and accounting services. She completed her formal education at Trisakti University majoring in Accounting in 1995. In addition, she has also participated in various trainings related to finance.

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Profil Dewan Direksi Board of Directors’ Profile


11

ANALISA DAN PEMBAHASAN MANAJEMEN MANAGEMENT DISCUSSION AND ANALYSIS

ANALISA DAN PEMBAHASAN MANAJEMEN MANAGEMENT DISCUSSION AND ANALYSIS I. TINJAUAN MAKROEKONOMI

I. MACROECONOMIC REVIEW

Laju pertumbuhan perekonomian Indonesia tahun 2014 mengalami perlambatan dengan hanya mencapai pertumbuhan 5,1%, lebih rendah dibandingkan dengan pertumbuhan ekonomi di tahun 2013 yang mencapai 5,8%. Perlambatan pertumbuhan ekonomi nasional ini salah satunya disebabkan oleh menurunnya harga produk komoditas ekspor Indonesia. Selain itu,permintaan akan produk komoditas di pasar dunia juga mengalami penurunan akibat pertumbuhan ekonomi di negara-negara utama dunia mengalami perlambatan.

Indonesia's economy grew at a slower pace in 2014, reaching only 5.1%, lower than the 5.8% economic growth in 2013. This national economic slowdown was attributable to, among other, the decrease in the price of Indonesia’s commodity exports. In addition, the world demand for commodity products also slumped due to the economic growth slowdowns in the world’s major countries.

Tahun 2014 merupakan tahun yang penuh tantangan bagi Indonesia dari prespektif ekonomi dan prespektif politik. Dari prespektif ekonomi tercatat pelemahan nilai tukar Rupiah sebesar 1,8% dari Rp12.171/USD pada akhir tahun 2013 menjadi Rp12.388/USD pada akhir tahun 2014, dan tingkat inflasi yang masih tinggi sebesar 8,36% pada 2014 atau sedikit lebih rendah dari laju inflasi pada 2013 sebesar 8,38% disertai peningkatan suku bunga BI sebesar 0,25% menjadi 7,75%. Sedangkan dari prespektif politik,periode pemilihan umum dan transisi pemerintahan menyebabkan penundaan keputusan kalangan pengusaha untuk melakukan investasi dan ekspansi baru.

2014 was a year full of challenges for Indonesia from the economic perspective and political perspective. From the economic perspective, Rupiah exchange rate was recorded to weaken by 1.8% from Rp12,171/USD at the end of 2013 to Rp12,388/USD at the end of 2014, and the inflation rate was still high at 8.36% in 2014, or slightly lower than the 8.38% inflation rate in 2013 with an increase in BI rate by 0.25% to 7.75%. Meanwhile, from the political perspective, the general elections and transitional periods have led to a delay in the businesses’ decision making to undertake new investments and expansions.

Kendati demikian, pertumbuhan ekonomi Indonesia masih merupakan salah satu negara dengan pertumbuhan ekonomi yang tinggi dan stabil di dunia. Dengan dukungan konsumsi rumah tangga yang berkelanjutan seiring peningkatan daya beli masyarakat kelompok menengah dan peningkatan belanja pemerintah yang kuat, terutama untuk sektor infrastruktur dan pertanian, disertai kebijakan ekonomi yang berhati-hati, diproyeksikan bahwa Indonesia akan tetap menjadi sasaran yang menarik bagi investor dibandingkan dengan negara ekonomi berkembang lainnya. Hal ini akan membuka banyak peluang ekspansi bisnis, sehingga Perseroan juga berpeluang untuk meraih kinerja yang lebih kuat lagi.

Nevertheless, Indonesia has been one of the countries with high and stable economic growths in the world. With the support of continuous household consumption along with the increase in purchasing power of the middle class and a strong increase in government spending, particularly on infrastructure and agriculture, coupled with prudent economic policies, it is projected that Indonesia will remain an attractive target for investors compared with other developing economies. This will open up many opportunities for business expansion, giving the Company an opportunity to achieve an even stronger performance.

II. TINJAUAN BISNIS

II. BUSINESS REVIEW

Sebagai perusahaan yang bisnis intinya adalah di bidang pengerjaan interior dan furnitur perkantoran dan residential untuk kelas menengah atas, maka tidak diragukan lagi bahwa salah satu pendorong utama usaha Perseroan adalah pertumbuhan industri properti.

As a company with the core business in office and residential interior and furniture for office and residential targeted for the middle upper class, it is no doubt that one of main drivers for the Company’s business is the growing of property industry.

Pertumbuhan industri properti di Indonesia pada tahun 2014 tidak berjalan mulus, terutama pada semester awal. Pemicu utamanya adalah peningkatan suku bunga acuan Bank Indonesia menjadi 7,5%, peraturan baru mengenai loan-to-value dalam kepemilikan properti yang juga berkontribusi terhadap perlambatan industri ini, serta ketidakpastian di bidang politik yang menyebabkan para pelaku usaha dan pasar properti mengambil sikap “wait and see”.

The growth of property industry in Indonesia faced a steep road during 2014, particularly in the first semester. The main triggers were an increase of Bank Indonesia’s benchmark rate to 7.5%, new loan-tovalue requirements in property ownership that have also contributed to the slowdown of the industry, as well as political uncertainty that caused the businesess in the property market were just “wait and see”.

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Analisa dan Pembahasan Manajemen Management Discussion and Analysis

Melambatnya pertumbuhan sektor properti pada 2014, diprediksikan tidak akan berlanjut pada tahun 2015 mengingat asumsi pertumbuhan ekonomi yang meningkat, iklim investasi yang positif dan daya beli masyarakat kelas menengah yang kuat. Seperti yang diperkirakan oleh Colliers Indonesia Research, bahwa penambahan ruang perkantoran di Jabodetabek pada 2015 sekitar 600.000 meter persegi dibandingkan pada 2014 sekitar 200.000 meter persegi. Di samping itu, di sektor residential, permintaan perumahan tidak akan berkurang mengingat kebutuhan masyarakat akan perumahan masih tinggi disertai dengan strategi pembiayaan dari pengembang untuk mengatasi peningkatan tingkat bunga Kredit Pemilikan Rumah (KPR) serta peraturan BI loan to value kepemilikan properti.

It is predicted that the growth slowdown in the property sector in 2014 will not happen in 2015, given the assumption of increased economic growth, a positive investment climate and strong purchasing power of the middle class. As projected by Colliers Indonesia Research, the addition of office space in the Greater Jakarta in 2015 will reach approximately 600,000 square meters, compared with approximately 200,000 square meter addition in 2014. Moreover, in the residential sector, housing demand will not go down, as the housing needs remain high accompanied by financing strategies of developers to cope with the increasing interest rates of mortgages and BI regulation on loan-tovalue property ownership.

Sejalan dengan kebijakan pemerintah untuk menggalakkan sektor pariwisata turut menggairahkan pembangunan sarana pariwisata seperti hotel,rumah makan, bandara dan lain-lain.

Government policy to promote the tourism sector has stimulated the development of tourism facilities such as hotels, restaurants, airports, etc.

Trend positif di sektor properti diharapkan dapat memberikan dampak positif bagi Perseroan dan Entitas Anak yang bergerak dalam bisnis interior dan furnitur.

Positive trend in the property sector is expected to have a positive impact on the Company and its Subsidiaries that engage in the interior and furniture business.

Tantangan

Challenges

Dalam menjalankan usahanya, Perseroan menghadapi tantangan yang bersifat internal dan eksternal sebagai berikut:

In running its business, the Company encountered internal and external challenges as follows:

a. Tantangan bersifat internal:

a. Internal challenges:

1. Bagaimana meningkatkan kualitas, kapabilitas dan produktivitas kerja sumber daya manusia sebagai modal insani Perseroan, 2. Bagaimana meningkatkan produktivitas dan kapasitas produksi. 3. Bagaimana mempertahankan konsistensi dan komitmen untuk menjaga mutu produk dan jasa demi menjaga kepuasan dan loyalitas klien. 4. Bagaimana mencapai marjin usaha dengan biaya operasional yang meningkat di tahun 2014, dengan adanya kenaikan harga BBM, kenaikan upah minimum regional, kenaikan harga bahan baku yang disertai pelemahan mata uang Rupiah.

1. How to enhance quality, capability and work productivity of human resources as the Company’s human capital. 2. How to increase productivity and production capacity. 3. How to remain consistent and committed to maintaining good quality of products and services in order to enhance clients’ satisfaction and loyalty. 4. How to achieve business margins with increasing operational costs in 2014, given the rise in minimum regional wages, raw material prices, coupled with the weakening Rupiah currency.

b. Tantangan yang bersifat eksternal:

b. External challenges:

1. Harapan klien yang semakin tinggi. 2. Persaingan yang semakin ketat di dalam industri, terutama dengan masuknya pemain-pemain baru yang telah mempunyai reputasi internasional. 3. Situasi ekonomi yang tidak kondusif dengan tingkat inflasi yang tinggi, pelemahan Rupiah dan kenaikan suku bunga.

1. Higher clients’ expectations. 2. More stringent competition in the industry, especially with the entrance of new players with international reputation. 3. Unfavourable economic situation with high inflation rate, the weakening of Rupiah currency and higher interest rate..



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ANALISA DAN PEMBAHASAN MANAJEMEN MANAGEMENT DISCUSSION AND ANALYSIS Rencana Strategis 2015

2015 Strategic Plans

Dalam menyikapi kondisi makroekonomi tahun 2015 dengan berbagai peluang dan tantangan sebagaimana diuraikan di atas, manajemen Perseroan telah menyiapkan beberapa langkah strategis dengan tujuan untuk mempertahankan kinerja positifnya.

In addressing to the macroeconomic condition in 2015 as well as various opportunities and challenges as described above, the Company’s management has prepared a number of strategic measures aiming to maintain the Company’s positive performance

Kebijakan strategis yang diambil manajemen Perseroan tak lepas dari roadmap transformasi bisnis yang telah dicanangkan sejak tahun sebelumnya. Karenanya, aspek tata kelola perusahaan, efisiensi dan modal insani tetap menjadi isu utama dalam setiap kebijakan strategis yang diambil manajemen.

The Company’s strategic policies made by the Company's management are integral part of the business transformation roadmap launched in the previous year. Therefore, the aspects of corporate governance, efficiency and human capital remain the major issues in any strategic policy taken by the management.

Pada tahun 2015, manajemen Perseroan akan melanjutkan beberapa rencana kerja strategis yang telah dijalankan pada 2014, yaitu:

In 2015, the Company's management will continue to implement several strategic work plans undertaken in 2014, namely:

a. Memperkuat manajemen di proyek dan pabrik melalui penerapan Total Quality Management dan penerapan sistem manajemen mutu ISO 9001:2008 serta sistem manajemen kesehatan dan keselamantan kerja OHSAS 18001:20017 untuk memastikan penyerahan proyek tepat waktu dengan kualitas yang baik dan harga yang kompetitif. b. Melakukan efisiensi biaya di setiap bagian melalui perbaikan supply chain management dan perbaikan alur proses kerja. c. Meningkatkan kualitas, kapabilitas serta produktivitas sumber daya manusia melalui perbaikan struktur organisasi, peningkatan mutu rekrutmen, perbaikan sistem reward and punishment dan pelatihan serta memperkuat penerapan nilai-nilai dan budaya perusahaan. d. Meningkatkan manajemen penjualan melalui pengembangan cakupan pasar, penyempurnaan serta inovasi produk dan layanan. e. Meningkatkan utilisasi sistem SAP Business All in One. f. Mengembangkan keunggulan kompetitif yang dimiliki oleh Perseroan sebagai berikut:

a. Strengthen project and plant management by implementing the Total Quality Management and implementing the quality management system of ISO 9001:2008, also occupational health and safety management system of OHSAS 18001:2007 to ensure timely project handover with a good quality and competitive price.

1. Perseroan, dengan dukungan penuh dari Entitas Anak, adalah penyedia kebutuhan Interior, Furnitur, dan Furnishings perkantoran dan residensial terbesar dan terlengkap di Indonesia dengan konsep Total Solution. 2. Dalam menjalankan operasi bisnisnya, Perseroan memiliki tim manajemen yang mumpuni dan berpengalaman. 3. Strategi pemasaran yang tepat dan terarah untuk mendapatkan lebih banyak klien dan konsumen, agar mereka lebih sering datang atau menggunakan produk dan jasa Perseroan serta meningkatkan pembelian konsumen per transaksi.

1. The Company, with the full support of its Subsidiaries, is one of the largest Interior, Furniture and Furnishings companies, offering Total Solution for office and residential needs in Indonesia.

Di tahun 2015, Perseroan juga menjajaki pasar ekspor melalui partisipasinya dalam pameran ‘The 2015 Indonesia International Furniture Expo (IFEX)” yang berlangsung pada tanggal 12-15 Maret 2015 di JIExpo Kemayoran dan peluncuran produk baru MATALA dan NOJA.

In 2015, the Company is also exploring export markets through its participation in 'The 2015 Indonesia International Furniture Expo (IFEX)” taking place on March 12 to 15, 2015 in JIExpo Kemayoran and the launching of new products, MATALA and NOJA.

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b. Perform cost efficiency in all divisions by having better supply chain management and better work process flows. c. Increase quality, capability and productivity of human resources by having a better organization structure, increased recruitment quality, better reward and punishment system, training and strengthening the implementation of corporate values and culture. d. Improve sales management by developing the market coverage, service and product innovation and enhancement. e. Improve the utilization of the SAP Business All-in-One system. f. Develop the Company’s competitive advantages as follows:

2. The Company runs its business with the full support of its reliable and experienced management team. 3. The right and effective marketing strategies in getting more clients and consumers, in order to encourage them to visit or use the Company’s products and services more frequent as well as to increase the consumers’ purchase per transaction.


MATALA

MATALA

Terinspirasi oleh konsep smart living dan kehidupan kantor, MATALA menciptakan keseimbangan dan keselarasan di antara keduanya. Melalui penggabungan proses pabrikasi modern, highcraftsmanship dan bahan rotan, terciptalah transformasi budaya Indonesia menjadi produk kursi dengan desain yang kontemporer, indah dan nyaman. Dengan menggunakan bahan utama rotan, MATALA telah mengangkat rotan, bahan material yang berkualitas dan khas Indonesia ini menjadi bagian kehidupan modern.

Truly inspired by the concept of a smart living and office, MATALA creates balance and promotes harmony between both of them. The fusion of high manufacturing process, high craftsmanship as well as Indonesian rattan has transformed Indonesian tradition into a chair product with contemporary design, real beauty and comfort. By using rattan as the main material, MATALA has raised rattan as a high quality, typical Indonesian material to be a part of today's modern residential.

NOJA

NOJA

Untuk mendukung gerakan hijau, Perseroan meluncurkan NOJA, produk yang menggunakan bahan ramah lingkungan dengan desain yang rumit dan membutuhkan highcraftmanship serta dibalut dengan gaya kontemporer. Seri ini tersedia utk ruang keluarga, ruang makan dan kamar tidur.

To support the green movement, the Company has launched NOJA, products that use environmentally friendly materials with superb intricate design that require highcraftmanship wrapped with a touch of contemporary style. The series is available for living room, dining room and bedding collection.

Aspek Pemasaran

Marketing Aspects

Strategi pemasaran yang dijalankan Perseroan di tahun 2014 antara lain meliputi:

The marketing strategies implemented by the Company in 2014 include:

a. Kegiatan customer retention yang tepat dan terencana untuk mempertahankan dan meningkatkan loyalitas pelanggan: - Inovasi produk sesuai ekspektasi pelanggan. - Penyempurnaan mutu layanan. - Mempertahankan harga yang kompetitif.

a. The right and well-planned customer retention activities to maintain and enhance customer loyalty: - Product innovations to meet customer expectations; - Refinement of the service quality; - Well-maintained competitive prices.

b. Kegiatan pemasaran yang tepat, terencana dan terarah, yang meliputi peluncuran produk, pameran dan partisipasi dalam ekshibisi serta kegiatan gathering untuk konsumen.

b. The right, well-planned and effective marketing activities, which include product launching, exhibitions and participation in the exhibition and gathering activities for consumers.

Kegiatan pemasaran yang dilakukan Perseroan dan Entitas Anak sepanjang tahun 2014 antara lain:

The marketing activities conducted by the Company and its Subsidiaries throughout 2014 included:

PAMERAN (EXPO)

EXPOS

a. The 2014 Indonesia International Furniture Expo (IFEX)

a. The 2014 Indonesia International Furniture Expo (IFEX)

Pada 11-14 Maret 2014, VIVERE Group menghadirkan beragam koleksi furnitur rumah, furniture kantor, desain interior dan hospitality furnishing dalam “the 2014 Indonesia International Furniture Expo (IFEX)”. IFEX yang diselenggarakan oleh UBM Internasional ini bertujuan untuk mendorong tumbuhnya inovasi dan kreativitas produsen mebel dan kerajinan nasional sehingga menghasilkan produk unggulan yang memiliki nilai tambah dan menjadi market leader di pasar global.

On March 11-14, 2014, VIVERE Group presented its various collections in home furniture, office furniture, interior design and hospitality furnishing at the 2014 Indonesia International Furniture Expo (IFEX). IFEX is organized by UBM Internasional and aims to encourage the creation of innovation and creativity of furniture manufacturers and national craft makers to produce superior products that offer adding values and become the market leader in the global market.



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ANALISA DAN PEMBAHASAN MANAJEMEN MANAGEMENT DISCUSSION AND ANALYSIS b. Indobuildtech Expo 2014, Jakarta dan Surabaya

b. Indobuildtech Expo 2014, Jakarta dan Surabaya

PT Laminatech Kreasi Sarana (LKS) mengikuti Indonesia Building Technology (Indobuildtech) Expo 2014 yang diselenggarakan oleh PT Debindo pada tanggal 16-20 April 2014 di Surabaya dan tanggal 11-15 Juni 2014 di Jakarta. Indobuildtech Expo adalah acara tahunan dengan fokus pada perkembangan bahan bangunan dan teknologi bangunan yang diselenggarakan di beberapa kota besar di Indonesia. Bertepatan dengan pameran Indobuildtech Surabaya, di Grand City Mall Surabaya, produk HPL “Arborite” yang didistribusikan oleh LKS menerima perhargaan “Designers Recommended” untuk produk-produk interior aplikator, yang diberikan oleh Himpunan Desainer Interior Indonesia (HDII).

PT Laminatech Kreasi Sarana (LKS) participated in Indonesia Building Technology (Indobuildtech) Expo 2014 organized by PT Debindo Unggul Buana on March 16-20, 2014 in Surabaya and June 11-15, 2014 in Jakarta. Indobuildtech Expo is an annual event focusing on the development of building material and technologies. It is the biggest and the most influential international building material exhibition organised every year in several big cities in Indonesia. Coinciding with the Indobuildtech Expo Surabaya taking place at the Grand City Mall Surabaya, “Arborite” HPL products distributed by LKS received the “Designers Recommended” award from Himpunan Desainer Interior Indonesia (HDII), for the category of interior applicator products.

PELUNCURAN PRODUK BARU

NEW PRODUCT LAUNCHING

a. Dayak Art show and Culture

a. Dayak Art Show and Culture

Pada tanggal 10 May 2014, VIVERE, yang sejak awal kiprah telah mempunyai misi untuk turut melestarikan budaya tradisional Indonesia melalui koleksi artwork-nya, memperkenalkan koleksi terbaru VIVERE Culture dengan tema “Dayak Art Show and Culture”. Acara yang berlangsung di Showroom VIVERE Lippo Mall Kemang, Jakarta ini dihadiri oleh perwakilan dari dari kedutaan besar, sejumlah warga negara asing, media cetak dan elektronik, komunitas pecinta seni dan pemerhati budaya serta pelanggan VIVERE. b. Peluncuran “Vegni Collection”

c. Peluncuran Koleksi Furnitur “RAYA”

On July 17-20, 2014, VIVERE launched their kitchen collection known as “Vegni Collection”, a masterpiece from Giancarlo Vegni and Carlotta Vegni, one of the leading Italian designers in the world.

c. Launching of “RAYA” Furniture Collection

Pada 22 Agustus 2014 di Main Atrium Mall Senayan City – Jakarta, VIVERE meluncurkan “RAYA”, koleksi furnitur terbaru dari VIVERE Couture yang dirancang dengan menggandeng desainer lokal ternama Yuni Jie. Acara ini dihadiri oleh para sosialita, pemimpin redaksi media terkemuka, arsitek dan desainer ternama, serta pelanggan setia VIVERE. Terinspirasi oleh kekayaan dan keindahan budaya Indonesia, koleksi RAYA by Yuni Jie menggabungkan nilai tradisional dan modern, menciptakan sebuah hasil karya elegan yang unik. Koleksi ini merefleksikan komitmen VIVERE untuk semakin fokus mengedepankan produk lokal Indonesia yang terbaik.


This event took place in VIVERE Showroom in Lippo Mall Kemang, Jakarta and was attended by the representatives from the embassies, foreign nationals, printed and electronic medias, art lover communities and cultural observers, and VIVERE customers.

b. Launching of “Vegni Collection”

Pada 17-20 Juli 2014, VIVERE meluncurkan koleksi dapurnya yang dikenal sebagai “Vegni Collection”, karya masterpiece dari Giancarlo Vegni dan Carlotta Vegni, salah satu desainer Italia terkemuka di dunia.

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On May 10, 2014, VIVERE whose mission from the start is to help preserve Indonesian traditional culture through its artwork introduced its VIVERE Culture’s latest collection themed “Dayak Art Show and Culture”.

On August 22, 2014, at Main Atrium of Mall Senayan City – Jakarta, VIVERE held the launching of “RAYA”, a new furniture collection presented by VIVERE Couture and designed in collaboration with renowned local designer, Yuni Jie. This event was attended by Jakarta’s finest, along with well-known journalists, architects, designers, and loyal VIVERE customers. Inspired by the wealth and beauty of Indonesian culture, the RAYA Collection by Yuni Jie, through its blend of both the traditional and the modern, creates its own unique form of elegance. The collection reflects VIVERE’s commitment to showcasing the best of contemporary Indonesian design.


CUSTOMER APPRECIATION WEEK

CUSTOMER APPRECIATION WEEK

PT Vivere Multi Kreasi, Entitas Anak, turut merayakan Hari Pelanggan Nasional yang jatuh pada 4 September 2014 dengan mengadakan acara “Customer Appreciation Week from VIVERE” bertema “We Love Our Customers”. Acara tersebut berlangsung selama 4 hari pada 4-7 September 2014.

PT Vivere Multi Kreasi, a Subsidiary, took part in the celebration of National Customer Day falling on September 4, 2014, by organizing "Customer Appreciation Week from VIVERE" themed "We Love Our Customers". The event was held for 4 days on September 4-7, 2014.

Acara ini adalah bentuk apresiasi VIVERE Group untuk pelanggan setianya, dan merupakan kesempatan berharga bagi Direksi VIVERE Group untuk menyambut, melayani dan berinteraksi dengan pelanggan secara langsung. Acara spesial ini juga ditujukan untuk memperkuat hubungan antara manajemen VIVERE dan pelanggan, serta menjaga komitmen Perseroan untuk memberikan pelayanan yang terbaik.

This event was an appreciation from VIVERE Group to its loyal customers, and a precious opportunity for VIVERE Group's Board of Directors to greet, serve and interact with the customers directly. The special event also aimed to strengthen the relationship between management of VIVERE and the customers, as well as maintain the Company's commitment to delivering the best service.

III. ANALISA PER SEGMEN USAHA

III. ANALYSIS BY BUSINESS SEGMENT

Kegiatan usaha Perseroan meliputi 3 (tiga) lini usaha utama, yaitu: (i) Jasa kontraktor interior, serta instalasi dan pemeliharaan mekanikal elektrikal (ME); (ii) Manufaktur furnitur kantor dan perumahan; (iii) Perdagangan dan distribusi furnitur dan furnishing untuk perkantoran dan perumahan.

The Company’s business activities include 3 (three) lines of main business, namely (i) Interior contracting service, as well as mechanical electrical installation and maintenance services; (ii) Office and furniture manufacturer, (iii) Trading and distribution of office as well as residential furniture and furnishing.

(i) Jasa kontraktor interior, serta instalasi dan pemeliharaan mekanikal elektrikal (ME).

(i). Interior contracting service, as well as mechanical electrical installation and maintenance services.

Jasa kontraktor interior dilaksanakan oleh Perseroan, PT Gema Grahasarana Tbk (GGS), sementara jasa instalasi dan pemeliharaan mekanikal elektrikal (ME) ditangani oleh PT Prasetya Gemamulia (PGM).

The Company’s Interior contracting service is operated by the Company, PT Gema Grahasarana Tbk (GGS), while the mechanical and electrical installation and maintenance services are provided by PT Prasetya Gemamulia (PGM).

Selama tahun 2014, Perseroan telah menghadirkan layanan bernilai mutu tinggi dan kini telah dipercaya oleh klien baru di wilayah geografis yang lebih besar.

During 2014, the Company has delivered high-value service and is now trusted by new clients in a larger geographic area.

Proyek-proyek interior kantor yang diselesaikan Perseroan di tahun 2014 adalah:

Office interior projects completed by the Company in 2014 are as follows:

a. Sektor Migas dan Pertambangan: Chevron Pasific Indonesia, Saipem, PHE, Mobil Cepu

a. Oil-Gas and Mining Sector Chevron Pasific Indonesia, Saipem, PHE, Mobil Cepu

b. Sektor Perbankan dan Asuransi RHB OSK, PT Bank DBS Indonesia,PT Bank Negara Indonesia, PT Bank Mandiri, PT BCA Life, Arberdeen

b. Banking and Insurance Sector RHB OSK, PT Bank DBS Indonesia,PT Bank Negara Indonesia, PT Bank Mandiri, PT BCA Life, Arberdeen

c.

Sektor Hospitality The Mansion, Hotel Mercure Margo Hotel, Hotel Ibis, Holiday Inn, Aston Jimbaran, Valore Hotel

c. Hospitality Sector The Mansion, Hotel Mercure Margo Hotel, Hotel Ibis, Holiday Inn, Aston Jimbaran, Valore Hotel

d. Sektor Lainnya Water Place, IKEA Showroom, Central Retail Furniture, Saint Moritz, The Windsor, Garden Wing

d. Other Sectors Water Place, IKEA Showroom, Central Retail Furniture, Saint Moritz, The Windsor, Garden Wing



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ANALISA DAN PEMBAHASAN MANAJEMEN MANAGEMENT DISCUSSION AND ANALYSIS (ii) Manufaktur furnitur kantor dan residential

(ii) Manufacturer of office and residential furniture

Lini usaha manufaktur furnitur kantor dan perumahan dijalankan dengan menggunakan 3 (tiga) fasilitas produksi sebagai berikut:

The Company’s line of business in manufacturing of office and home furniture are run by operating 3 (three) production facilities as follows:

a. Pabrik di Pasar Kemis, Tangerang – Banten menghasilkan produk furnitur dan interior. b. Pabrik di Lippo Cikarang, Bekasi – Jawa Barat, menghasilkan produk Panel Laminated Component (PLC). c. Pabrik di Cikande, Serang – Banten, menghasilkan kursi kantor dan workstation.

a. Plant in Pasar Kemis, Tangerang - Banten manufactures furniture and interior products. b. Plant in Lippo Cikarang, Bekasi – West Java,manufactures Panel Laminated Component (PLC). c. Plant in Cikande, Serang - Banten, manufactures office chairs and workstations.

Ketiga fasilitas produksi tersebut dilengkapi alat-alat produksi berteknologi tepat dan dioperasikan oleh sumber daya manusia yang kompeten sehingga mampu menghasilkan produk-produk bermutu tinggi. Proses produksi dilaksanakan dengan mematuhi sistem dan prosedur ISO 9001:2008 dan OHSAS 18001:2007 yang telah terakreditasi melalui Badan Sertifikasi SGS International untuk memastikan produk yang ditawarkan adalah produk dengan mutu terbaik.

Those three production facilities are equipped with the right technology production tools and operated by competent human resources so as to produce high quality products. The production process is carried out in compliance with ISO 9001:2008 and OHSAS 18001:2007 systems and procedures that have been accredited by SGS International Certification Institution to ensure that the products offered are the best quality products.

Untuk memenuhi permintaan pasar saat ini masing-masing pabrik berkapasitas sebagai berikut:

To meet the current demand in the market, the capacity of each plant is set as follows:

a. Pabrik Pasar Kemis: kapasitas terpasang per tahun sebesar 12.000m3; b. Pabrik Lippo Cikarang: kapasitas terpasang per tahun sebesar 210.000 unit. c. Pabrik Cikande: kapasitas terpasang per tahun sebesar 10.800 unit kursi dan 56.400 staff (produksi dan assembling).

a. Pasar Kemis Plant: installed capacity is 12,000m3 per year;

Peningkatan kapasitas dan kualitas produksi terus dilakukan melalui investasi lahan, mesin dan sumber daya manusia, serta penerapan Total Quality Management.

The Company constantly carries out enhancement of production capacity and quality through investment in lands, machineries and human resources, as well as the application of Total Quality Management.

(iii) Perdagangan dan distribusi furnitur dan perabot (furnishings) perkantoran dan perumahan.

(iii) Trading and distribution of office and home furniture and furnishings.

Lini usaha Perseroan di bidang perdagangan dan distribusi furnitur dan furnishings untuk perkantoran dan perumahan dapat dibagi menjadi:

The Company’s line of business in trading and distribution of office and home furniture and furnishings can be classified into:

a. Perdagangan dan distribusi melalui agen-agen untuk produk High Pressure Laminate, Edging, Flexible Power Outlet dan Furnitur Standar merek Spazio. b. Perdagangan melalui gerai-gerai di mal maupun melalui proyekproyek untuk perabotan dan perlengkapan rumah dan kantor.

a. Trade and services of panel components particularly for Furniture and Interior are carried out under LKS.

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b. Lippo Cikarang Plant: installed capacity is 210,000 units per year. c. Cikande Plant: installed capacity is 10,800 units of chairs per year with 56,400 staff for production and assembling.

b. Trade through stores in malls and through projects for residential and office furniture and furnishings.


Dalam lini usaha perdagangan dan distribusi, Perseroan dan Entitas Anak telah ditunjuk sebagai distributor tunggal untuk produkproduk internasional seperti:

In the line of business in trade and distribution, the Company and its Subsidiaries have been appointed as sole distributor for international products such as:

-

-

High Presure Laminate (HPL) dari Wilsonart, Amerika Serikat. Edging Collection dari Dollken, Kanada. Karpet dari Tandus Flooring, Amerika Serikat. Demountable Wall dari Jeb, Hong Kong. Funitur Kantor dari Steelcase, Amerika Serikat. Power Outlet dari Eubiq, Singapura.

High Presure Laminate (HPL) from Wilsonart, USA. Edging Collection from Dollken, Canada. Carpets from Tandus Flooring, USA. Demountable Wall from Jeb, Hong Kong. Office furniture from Steelcase, USA. Power Outlet from Eubiq, Singapore

IV. STRATEGI OPERASIONAL DAN SISTEM TEKNOLOI INFORMASI

IV. OPERATIONAL STRATEGY AND INFORMATION TECHNOLOGY SYSTEM

Pengendalian Mutu

Quality Control

Perseroan berkomitmen untuk menghasilkan produk dan jasa yang terjamin konsistensi mutunya sesuai dengan spesifikasi yang telah ditetapkan. Untuk mewujudkan komitmen ini, Perseroan memperkuat pengawasan untuk menjamin konsistensi mutu produk dan jasa yang dihasilkan di setiap tahapan prosesnya

The Company is committed to delivering products and services of consistently assured quality according to the established specifications. With a view to realize this commitment, the Company has strengthened the supervision to assure the consistency of products and service quality at all process stages.

Sejak tahun 2010 Perseroan telah menerapkan Total Quality Management melalui VIVERE Management System, yang disertai dengan penerapan sistem manajemen mutu ISO 9001:2008 dan sistem manajemen kesehatan dan keselamatan kerja OHSAS 18001:2007.

Since 2010 the Company has been implementing Total Quality Management on VIVERE Management System along with the implementation of ISO 9001:2008 quality management system and OHSAS 18001:2007 occupational health and safety management system.

Pengendalian Biaya Produksi

Production Cost Control

Perseroan melaksanakan berbagai program pengendalian biaya produksi, seperti: 1. Melakukan penghematan konsumsi BBM dan listrik. 2. Meningkatkan kehandalan peralatan produksi dan peralatan penunjang.

The Company implements various production cost control programs, such as: 1. Implementing fuel and electricity consumption saving. 2. Improving reliability of production and supporting equipment.

Peningkatan Efisiensi Operasional

Operational Efficiency Enhancement

Upaya Perseroan dalam meningkatkan efisiensi operasional dilaksanakan melalui program-program berikut:

The Company’s efforts to increase operational efficiency is implemented through the following programs:

1. Standardisasi sistem operasi dan dokumentasi, menyelaraskan sistem pelaporan dan memadukan seluruh input dan output data ke dalam suatu aplikasi sistem teknologi informasi yang disebut SAP Business All-in- One. 2. Perbaikan dan inovasi untuk meningkatkan efektivitas sistem dan prosedur kerja.

1. Standardization of operating system and documentation, aligns the reporting system and integrates all input and output data into an application of information technology systems called SAP Business All-in- One. 2. Improvements and innovations to increase the effectiveness of work system and procedures.

Teknologi Informasi

Information Technology

Dalam rangka menuju organisasi bisnis kelas dunia, Perseroan terus berupaya meningkatkan kehandalan Teknologi Informasi (TI) pada setiap aspek operasional perusahaan.

In order to establish a world-class company, the Company continuosly strives to improve the reliability of information technology (IT) in every operational aspect.



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ANALISA DAN PEMBAHASAN MANAJEMEN MANAGEMENT DISCUSSION AND ANALYSIS Untuk mengintegrasi proses secara lengkap dan menyeluruh sehingga meningkatkan kecepatan informasi dan pengambilan keputusan strategis dalam menjalankan kegiatan usaha, sejak tahun 2012 Perseroan telah menerapkan SAP Business All-in-One. Di tahun 2014, Perseroan semakin meningkatkan utilisasi sistem tersebut dalam operasi Perseroan dan Entitas Anak.

To integrate a complete and overall process in order to speed-up information distribution and strategic decision-making processes in running business activities, since 2012 the Company has implemented SAP Business All-in-One. In 2014, the Company intensified the utilization of the system in the Company and its Subsidiaries’ operations.

Dengan komitmen untuk terus meningkatkan pengetahuan dan kemampuan SDM di bidang TI, sepanjang tahun 2014 Perseroan mengadakan berbagai pelatihan IT yang bertujuan agar SDM Perseroan dapat memberikan dukungan yang andal dalam penerapan SAP Business All-in-One.

Consistently committed to enhancing the knowledge and capability of its human resources in IT, throughout 2014 the Company conducted various IT trainings in order to develop human resources that can provide reliable support in SAP Business All-in-On system implementation.

V. DISKUSI DAN ANALISA KEUANGAN

V. FINANCIAL DISCUSSION AND ANALYSIS

Pembahasan dan analisa di bawah ini disusun berdasarkan Laporan Keuangan Konsolidasian Perseroan dan Entitas Anak yang berakhir pada tanggal 31 Desember 2014 yang diaudit oleh Kantor Akuntan Publik Tanubrata Sutanto Fahmi & Rekan dan yang berakhir pada tanggal 31 Desember 2013 yang diaudit oleh Kantor Akuntan Publik Johan Malonda Mustika & Rekan masing-masing dengan pendapat Wajar Tanpa Pengecualian. Laporan Keuangan Konsolidasian ini terdiri dari laporan keuangan atas seluruh kegiatan Perseroan dan Entitas Anak yang 50% atau lebih sahamnya dimiliki oleh Perseroan.

The financial discussion and analysis presented below are based on the Consolidated Financial Statements of the Company and its Subsidiaries for the year ending December 31, 2014 audited by Public Accountants Firm Tanubrata Sutanto Fahmi & Associates, and for the year ending December 31, 2013 audited by Public Accountants Firm Johan Malonda Mustika & Associates, both awarded an opinion of “fair without exception” (unqualified). The Consolidated Financial Statements comprise the financial reports of all the activities carried out by the Company and the Subsidiaries in which the Company owns 50% or more of the share composition.

PENDAPATAN

REVENUES

Di tengah tantangan ekonomi dan ketidakpastian politik tahun 2014, Perseroan berhasil membukukan pendapatan sebesar Rp 631,5 milyar. Jika dibandingkan dengan pendapatan tahun 2013 sebesar Rp 657,5 milyar, maka pendapatan tahun 2014 mengalami penurunan sebesar Rp 26 milyar atau 4%.

In the midst of economic challenges and political uncertainties in 2014, the Company successfully recorded revenues of Rp631.5 billion. Compared to 2013 amounting to Rp657.5 billion, the 2014 revenues decreased by Rp26 billion or 4%.

Penurunan pendapatan Perseroan terutama disebabkan oleh penurunan pendapatan dari lini usaha jasa konstruksi interior dan mekanikal elektrikal sebesar 4,9% dari tahun lalu, sedangkan dari sisi geografis, penurunan pendapatan dari Jabodetabek sebesar 7,9% dari tahun lalu.

The decrease in the Company’s revenues was mainly due to the decline by 4.9% of the previous year’s revenues from the Company’s business line in interior contracting and mechanical electrical services, while geographically, there was a decrease by 7.9% in the revenues from Greater Jakarta.

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Details of revenues based on the Company’s business lines presented below:

Pendapatan menurut lini usaha adalah sebagai berikut:

Pendapatan Usaha Revenues

2014 Dalam Juta Rupiah in Million Rupiah


Kenaikan (penurunan) Increase (Decrease) Dalam Juta Rupiah in Million Rupiah

%

Interior dan Mekanikal Elektrikal Interior and Mechanical Electrical

471.116

495.424

(24.308)

(4,9%)

Laminasi Laminating

143.179

140.495

2.685

1,9%

17.229

21.607

(4.378)

(20,3%)

631.524

657.526

(26.002)

(4,0%)

Furnitur dan Perlengkapan Furniture and Accessories Total

Pendapatan menurut pasar geografis adalah sebagai berikut:

Pendapatan Usaha Revenues

Jabodetabek Great Jakarta Luar Jabodetabek Outside Great Jakarta Total


are

Breakdown of revenues from geographic market is as follows:



%

557.061

604.813

(47.752)

(7,9%)

74.462

52.712

21.750

41,3%

631.524

657.526

(26.002)

(4,0%)

LABA BRUTO

GROSS PROFIT

Walaupun pendapatan Perseroan mengalami penurunan, namun Perseroan mencatat peningkatan laba bruto sebesar 3,0 % dari tahun lalu dari Rp 155,9 milyar menjadi Rp 160,6 milyar. Peningkatan laba bruto secara keseluruhan terutama karena Perseroan berhasil meningkatkan laba bruto dari lini usaha laminasi serta furnitur dan perlengkapan.

Despite the decrease in its revenues, the Company recorded an increase in gross profit by 3.0% of the previous year from Rp155.9 billion to Rp160.6 billion. In overall, the increase in gross profit was attributable to the Company’s success in elevating gross profit from its business lines in laminating as well as furniture and accessories.



49

ANALISA DAN PEMBAHASAN MANAJEMEN MANAGEMENT DISCUSSION AND ANALYSIS

Laba Kotor Gross Profit




%

Interior dan Mekanikal Elektrikal Interior and Mechanical Electrical

59.338

69.428

(10.090)

(14,5%)

Laminasi Laminating

42.867

38.265

4.602

12,0%

Furnitur dan Perlengkapan Furniture and Accessories

58.403

48.179

10.224

21,2%

160.607

155.872

4.736

3,0%

Total

BEBAN USAHA

OPERATING EXPENSES

Beban usaha Perseroan meningkat sebesar Rp 2,9 milyar dari Rp 111 milyar di 2013 menjadi Rp 113,9 milyar di 2014 atau meningkat sebesar 2,6% dari tahun lalu. Peningkatan beban usaha disebabkan oleh peningkatan biaya gaji dan tunjangan divisi pemasaran sebesar Rp 2,5 milyar atau meningkat 10,5% dari tahun lalu dan beban gaji dan tunjangan divisi umum dan administrasi sebesar Rp 1,1 milyar atau meningkat 2,6% dari tahun lalu.

Operating expenses of the Company increased by Rp 2.9 billion from Rp 111 billion in 2013 to Rp 113.9 billion in 2014, or an increase by 2.6% from last year. This increase in operating expenses was due to increases in salary and benefit expenses of marketing division amounting to Rp2.5 billion, an increase by 10.5% from last year, and increases in salary and benefit of general and administration division amounting to Rp 1.1 billion, an increase by 2.6% from last year.

Beban Usaha Operating Expenses




%

Beban Penjualan Selling Expenses

51.883

50.208

1.676

3,3%

Beban Umum dan Administrasi General and Administrative Expenses

62.013

60.832

1.181

1,9%

113.896

111.039

2.857

2,6%

Total

LABA USAHA

INCOME FROM OPERATIONS

Perseroan mencatat kenaikan laba usaha sebesar Rp 1,9 milyar atau 4,2% dari tahun lalu yang merupakan hasil dari peningkatan laba kotor sebesar Rp 4,7 milyar dan peningkatan beban usaha sebesar Rp 2,9 milyar seperti yang sudah dijelaskan di atas.

The Company recorded a rise in income from operations by Rp1.9 billion or 4.2% of the previous year’s income from operations, which was resulted from the increase in gross profit by Rp4.7 billion and in operating expenses by Rp2.9 billion as mentioned above.

50



LABA KOMPREHENSIF

COMPREHENSIVE INCOME

Di 2014, laba komprehensif tercatat sebesar Rp 18,1 milyar yang merupakan penurunan sebesar Rp 0,4 milyar atau 2,6% dari tahun lalu.

In 2014, comprehensive income was recorded at Rp18.1 billion, lower by Rp0.4 billion or 2.6% of the previous year’s comprehensive income.

ARUS KAS

CASH FLOWS

Sepanjang tahun 2014, Perseroan mencatat kenaikan neto dalam kas dan bank sebesar Rp8,3milyar, sedangkan di 2013, tercatat penurunan neto dalam kas dan bank sebesar Rp9,3milyar. Kenaikan neto dalam kas dan bank merupakan hasil dari penerimaan kas dan bank dari aktivitas operasional sebesar Rp7,5 milyar dan penerimaan kas dan bank dari aktivitas pendanaan sebesar Rp 13,3 milyar serta pengeluaran kas dan bank dari aktivitas investasi sebesar Rp 12,5 milyar.

Throughout 2014, the Company recorded a net increase in cash and bank by Rp8.3 billion, while in 2013, the net decrease in cash and bank amounted Rp9.3billion. The increase in net cash and bank was resulted from cash and bank proceeds from operating activities amounting to Rp7.5 billion and cash and bank proceeds from financing activities amounting to Rp 13.3 billion as well as cash and bank payments from investing activities amounting to Rp12.5 billion.

Arus Kas dari Aktivitas Operasional

Cash Flows from Operating Activities

Arus kas diperoleh dari aktivitas operasional di 2014 tercatat sebesar Rp 7,5 milyar atau menurun sebesar Rp 8,5 milyar dari Rp 16,07 milyar di 2013. Penurunan ini disebabkan oleh penurunan penerimaan dari pelanggan dan peningkatan pembayaran beban operasional serta peningkatan pembayaran beban keuangan dan pajak.

Cash flows derived from operating activities in 2014 amounted to Rp7.5 billion, which was down Rp8.5 billion from Rp16.07 billion in 2013 due to decreases in cash receipts from customers and increases in operating expenses payments, as well as increases in payments of finance costs and payments of taxes.

Arus Kas dari Aktivitas Investasi

Cash Flows from Investing Activities

Dari sisi aktivitas investasi menunjukkan adanya pembayaran sebesar Rp 12,5 milyar yang merupakan perolehan aset tetap sebesar Rp7,5 milyar berupa pembelian inventaris kantor, partisi toko dan aset dalam pelaksanaan dan perolehan aset tidak berwujud sebesar Rp1,6 milyar serta neto pembayaran piutang non-usaha pihak berelasi sebesar Rp3,4milyar.

In terms of investing activities, there was a payment of Rp12.5 billion for the acquisition of fixed assets amounting to Rp7.5 billion in the form of the purchase of office equipments, store partitions and constructions in progress and acquisition of intangible assets amounting to 1.6 billion, and net payments of non-trade receivables to related parties amounting to Rp3.4 billion.

Arus Kas Cash Flow




%

Arus kas diperoleh dari aktifitas operasional Cash flow provided by operating activities

7.522

16.071

(8.549)

53,19%

Arus kas digunakan untuk aktifitas investasi Cash flow used in investing activities

(12.502)

(10.558)

(1.944)

18,42%

13.256

(14.786)

28.042

189,65%

8.277

(9.272)

17.549

189,26%

Arus kas digunakan untuk aktifitas pendanaan Cash flow used in investing activities Peningkatan (penurunan) arus kas bersih Increase (decrease) in net cash flow



51

ANALISA DAN PEMBAHASAN MANAJEMEN MANAGEMENT DISCUSSION AND ANALYSIS Arus Kas dari Aktivitas Pendanaan

Cash Flows from Financing Activities

Sepanjang tahun 2014,Perseroan memperoleh arus kas dari aktivitas pendanaan sebesar Rp13,3 milyar yang diperoleh dari neto penerimaan utang bank jangka pendek sebesar Rp 34,7 milyar, neto pembayaran utang bank jangka panjang sebesar Rp 13,3 milyar, neto pembayaran utang non-usaha pihak berelasi sebesar Rp 4,8 milyar,pembayaran utang pembiayaan sebesar Rp 1 milyar dan pembayaran dividen sebesar Rp 2,2 milyar.

Throughout 2014, the Company received cash flows from financing activities amounting to Rp13.3 billion, which were derived from net proceeds from short-term bank loans of Rp 34.7 billion, net payments of long-term bank loans of Rp 13.3 billion, net payments of non-trade payables to related parties amounting to Rp 4.8 billion, payments of financing loans amounting to Rp1 billion and payments of dividend amounting to Rp 2.2 billion.

ASET

ASSETS

Total aset mengalami kenaikan sebesar 11,4% atau Rp 43 milyar dari Rp 377,6 milyar di 2013 menjadi Rp 420,6 milyar di 2014. Peningkatan aset terdiri dari peningkatan aset lancar sebesar 13,6% atau Rp 38,9 milyar dan peningkatan aset tidak lancar sebesar 4,5% atau Rp 4,1 milyar dari tahun lalu.

Total assets grew by 11.4% or Rp43 billion from Rp377.6 billion in 2013 to Rp420.6 billion in 2014. This growth of total assets was composed of the increase in current assets by 13.6% or Rp38.9 billion and increase in non-current assets by 4.5% or Rp4.1 billion from the preceding year.

Aset lancar meningkat terutama disebabkan oleh peningkatan selisih proyek dalam pelaksanaan sebesar Rp 43,7 milyar, peningkatan persediaan sebesar Rp 7,9 milyar dan penurunan piutang usaha sebesar Rp 15,1 milyar. Sedangkan aset tidak lancar meningkat terutama disebabkan oleh peningkatan piutang non-usaha tidak lancar sebesar Rp3,7milyar.

The increase in current assets was mainly due to an increase in excess of project-in-progress amounting to Rp43.7 billion, an increase in inventories by Rp7.9 billion and decrease in trade receivables by Rp 15.1 billion, while non-current assets’ growth was attributable to the increase in non current non-trade receivables by Rp 3.7 billion.

LIABILITAS

LIABILITIES

Di akhir tahun 2014, total liabilitas tercatat sebesar Rp 254,2 milyar, lebih tinggi Rp 27,3 milyar atau 12% dibandingkan tahun lalu. Peningkatan total liabilitas terdiri dari peningkatan liabilitas jangka pendek sebesar 38,5% atau Rp 61,9 milyar dan penurunan liabilitas jangka panjang sebesar 52,5% atau Rp 34,6 milyar dibandingkan tahun lalu.

At the end of 2014, total liabilities amounted to Rp254.2 billion, higher Rp 27.3 billion or 12% compared to the preceding year. The increase in total liabilities consisted of short-term liabilities increase by 38.5% or Rp61.9 billion and a decrease in long-term liabilities amounted to 52.5% or Rp34.6 billion compared to preceding year.

Peningkatan liabilitas jangka pendek terutama karena peningkatan utang bank jangka pendek sebesar Rp 34,7 milyar, peningkatan utang jangka panjang yang jatuh tempo dalam satu tahun sebesar Rp 19 milyar dan utang usaha dari pihak ketiga sebesar Rp 10,3 milyar. Di sisi lain, penurunan liabilitas jangka panjang terutama karena penurunan utang bank jangka panjang sebesar Rp 32,4 milyar.

The increase in current liabilities was mainly due to an increase in short-term bank loans by Rp34.7 billion, an increase in current maturities of long-term liabilities by Rp19 billion, and trade payables from third parties by Rp10.3 billion. On the other hand, a decrease in long-term liabilities was mainly due to the decrease in long-term bank loans by Rp32.4 billion.

EKUITAS

EQUITY

Pada tanggal 31 Desember 2014, ekuitas Perseroan tercatat sebesar Rp 166,4 milyar yang merupakan peningkatan sebesar Rp 15,7 milyar dari tahun lalu, dengan adanya penambahan laba tahun berjalan sebesar Rp 18 milyar dan pembagian dividen sebesar Rp 2,2 milyar.

On December 31, 2014, the Company's equity was recorded at Rp 166.4 billion, an increase by Rp15.7 billion from the previous year. This was due to the additional net income for the year of Rp18 billion and the dividend distribution of Rp 2.2 billion.

52


%


Laporan Posisi Keuangan Konsolidasian per 31 Desember 2014 dan 2013 Consolidates Statement of Financial Position as of Desember 31, 2014 and 2013




%

ASET / ASSETS 325.921

286.969

38.953

13,6%

94.692

90.635

4.056

4,5%

420.613

377.604

43.009

11,4%

Liabilitas Jangka Pendek / Short-Term Liabilities

222.948

161.015

61.933

38,5%

Liabilitas Jangka Panjang / Long-Term Liabilities

31.289

65.928

(34.638)

(52,5%)

Jumlah Liabilitas / Total Liabilities

254.237

226.943

27.294

12,0%

EKUITAS / EQUITY

166.376

150.661

15.715

10.4%

TOTAL LIABILITAS DAN EKUITAS / TOTAL LIABILITIES AND EQUITY

420.613

377.604

43.009

11,4%

Aset Lancar / Current Assets Aset Tidak Lancar / Non Current Assets TOTAL ASET / TOTAL ASSETS LIABILITAS / LIABILITIES

SOLVABILITAS

SOLVABILITY

Kenaikan utang jangka pendek sebesar 38,5% dari Rp 161 milyar di 2013 menjadi Rp 222,9 milyar di 2014 yang jauh lebih besar daripada dengan kenaikan aset lancar yang sebesar 13,6% dari Rp 286,9 milyar di tahun 2013 menjadi Rp 325,9 milyar di 2014 mengakibatkan Rasio Lancar Perseroan mengalami penurunan dari 1,78 di 2013 menjadi 1,46 di 2014, demikian pula modal kerja bersih Perseroan mengalami penurunan dari Rp 125,9 milyar di 2013 menjadi Rp 102,9 milyar di 2014.

The 38.5% increase in short-term loans from Rp161 billion in 2013 to Rp222.9 billion in 2014, which was much larger than the increase in current assets by 13.6% from Rp286.9 billion in 2013 to Rp325.9 billion in 2014, resulted in declines of the Company's Current ratio from 1.78 in 2013 to 1.46 in 2014 and of the Company's net working capital from Rp125.9 billion in 2013 to Rp102.9 billion in 2014.

Walaupun Rasio Lancar dan Modal Kerja Bersih mengalami penurunan, Perseroan dapat memenuhi kewajiban-kewajibannya dengan baik utang bank, utang usaha dan utang kepada pihak ketiga lainnya.

Despite the decrease in Current Ratio and Net Working Capital, the Company still managed to fulfill its obligations of bank loans, trade payables and other trade payables to third parties.

KOLEKTIBILITAS PIUTANG

COLLECTIBLES RECEIVABLES

Umur piutang usaha Perseroan menunjukkan perbaikan dari 34 (tiga puluh empat) hari di 2013 menjadi 30 (tiga puluh) hari di 2014. Pada tanggal 31 Desember 2014 dan 2013, Perseroan menetapkan cadangan piutang tidak tertagih masing-masing sebesar Rp 1,2 milyar dan Rp 139 juta yang langsung dihapuskan.

Aging of trade receivables of the Company showed an improvement of 34 (thirty-four) days in 2013 to 30 (thirty) days in 2014. On December 31, 2014 and 2013, the Company establishes reserves for doubtful accounts amounting to Rp 1.2 billion and Rp 139 million, which were directly written-off in the current year.



53

ANALISA DAN PEMBAHASAN MANAJEMEN MANAGEMENT DISCUSSION AND ANALYSIS Berdasarkan hasil penelaahan keadaan akun piutang masingmasing pelanggan pada akhir tahun, manajemen berkeyakinan bahwa piutang Perseroan masih dapat tertagih, sehingga manajemen tidak melakukan penyisihan atau penurunan nilai piutang.

Based on the review of the status of each individual receivable accounts at year-end, management believes that the Company trade receivables are collectible, and no allowance for impairment is necessary.

STRUKTUR PERMODALAN

CAPITAL STRUCTURE

Tujuan utama pengelolaan struktur permodalan Perseroan adalah untuk memelihara peringkat kredit yang kuat dan rasio permodalan yang sehat untuk mendukung bisnis serta memaksimumkan nilai pemegang saham.

The primary objective of the Company’s capital structure management is to ensure that the Company maintains a strong credit rating and healthy capital ratios in order to support its business and maximize shareholder value.

Saat ini, Perseroan telah memenuhi persyaratan liabilitas terhadap ekuitas dari kreditur dan Perseroan menjaga tingkat struktur modal pada tingkat tidak lebih dari 3 (tiga). Pada akhir tahun 2013 dan 2014, ratio liabilitas terhadap ekuitas Perseroan masing-masing tercatat sebesar 1,51 dan 1,53.

The Company today has fulfilled the liabilities to equity ratio required by creditors and maintained the level of its capital structure at a rate less than 3 (three). At the end of 2013 and 2014, the Company’s liability to equity ratio recorded at 1.51 and 1.53, respectively.

KEBIJAKAN DIVIDEN

DIVIDEND POLICY

Kebijakan dividen Perseroan adalah membagikan dividen tunai kepada pemegang saham setidak-tidaknya satu kali dalam satu tahun. Besaran dividen yang dibagikan dikaitkan dengan laba Perseroan pada tahun buku yang bersangkutan dengan tidak mengabaikan tingkat kesehatan Perseroan dan tanpa mengurangi hak dari Rapat Umum Pemegang Saham untuk menentukan lain sesuai dengan ketentuan Anggaran Dasar Perseroan.

The Company’s dividend policy is to distribute cash dividends to the shareholders at least once a year. The amount of dividend is determined based on the Company’s income during the particular fiscal year, taking into account the level of the Company’s health and without reducing the rights of the General Meeting of Shareholders to decide otherwise based on the regulations contained in the Company’s Articles of Association.

Berdasarkan Akta No.62 tanggal 5 Juni 2014 dari Notaris Dr. Irawan Soerodjo, S.H.,M.Si., Perseroan telah membagikan dividen sebesar Rp 2.240.000.000 (dua milyar dua ratus empat puluh juta Rupiah dari laba bersih tahun 2013 dengan rincian sebagai berikut:

Based on Notarial Deed No. 62 dated 5 June 2014 of Notary Dr. Irawan Soerodjo, S.H.,M.Si., the Company distributed cash dividends amounting to Rp 2,240,000,000 (two billion two hundred and forty million Rupiah) from the 2013 net income, with details as follows:

% Nama / Name

Rupiah 1.674.239.000

PT Virucci Indogriya Sarana

168.000.000

Tommy Diary Tan

5.761.000

Dedy Rochimat Masing - masing Kepemilikan dibawah 5% Each below 5% ownership

392.000.000 2.240.000.000

Total

IKATAN MATERIAL UNTUK INVESTASI BARANG MODAL

MATERIAL COMMITMENT RELATED TO CAPITAL EXPENDITURE

Perseroan tidak memiliki ikatan material untuk investasi barang modal.

The Company does not have any material commitment related to capital expenditure.

54



KEJADIAN PENTING KEUANGAN

SETELAH TANGGAL

LAPORAN

POSISI

Berdasarkan Pernyataan Keputusan Rapat Perseroan Terbatas yang telah diaktakan dengan akta Notaris Irawan Soerodjo, S.H., M.si, No. 101 tanggal 18 Februari 2015, para pemegang saham PT Vivere Multi Kreasi (VMK)menyetujui untuk meningkatkan modal dasar dari Rp 1.000.000.000 (satu milyar Rupiah) menjadi Rp 30.000.000.000 (tiga puluh milyar Rupiah) dan meningkatkan modal ditempatkan dan disetor penuh dari Rp 300.000.000 (tiga ratus juta Rupiah) menjadi Rp 10.000.000.000 (sepuluh milyar Rupiah).

EVENTS AFTER REPORTING PERIOD Based on resolution in the Company’s Shareholders’ General meeting, that has been notarized by Notary Irawan Soerodjo, S.H., M.si, No. 101 dated February 18, 2015, shareholders of PT Vivere Multi Kreasi (VMK) agreed to increase authorized share from Rp 1,000,000,000 (one billion Rupiah) to Rp30,000,000,000 (thirty billion Rupiah) and increase issued and paid-in capital from Rp 300,000,000 (three hundred million Rupiah) to Rp 10,000,000,000 (ten billion Rupiah).

PERUBAHAN PERATURAN PERUNDANG-UNDANGAN

CHANGES IN LAWS AND REGULATIONS

Di tahun 2014, tidak ada perubahan peraturan perundangundangan yang memiliki dampak yang signifikan terhadap Perseroan dan dampaknya terhadap laporan keuangan.

In 2014, there was no change in laws and regulations that have a significant impact on the Company’s financial statements.

PERBANDINGAN TARGET DAN REALISASI

COMPARISON BETWEEN TARGETS AND REALIZATIONS

Dalam rencana kerja 2014, Perseroan telah memasukkan faktor tahun politik yang biasanya berdampak pada penundaan keputusan pemodal untuk melakukan investasi. Untuk itu Perseroan menetapkan target revenue yang sama dengan tahun sebelumnya sebesar Rp700 milyar dan target laba komprehensif sebesar 6% dari pendapatan.

In its 2014 work plan, the Company has incorporated the political year factor that usually influences investors to decide a delay in making investment. Therefore, the Company set revenue target of the same amount with the previous year amounting to Rp700 billion and comprehensive income target of 6% of revenues.

Realisasi pencapaian Perseroan yakni, pendapatan sebesar Rp 631,5 milyar atau 90,2% dari target dan laba komprehensif sebesar 2,8% dari pendapatan. Uraian penjelasan pencapaian kinerja 2014 telah disampaikan pada bagian diskusi dan analisa keuangan pada laporan tahunan ini.

The Company’s realized revenue in 2014 was Rp631.5 billion or 90.2% of the target and realized comprehensive income was 2.8% of the realized revenue. These 2014 achievements are already described in the foregoing management’s discussion and analysis section hereof.

PERUBAHAN KEBIJAKAN AKUNTANSI DAN DAMPAK TERHADAP LAPORAN KEUANGAN

CHANGES IN ACCOUNTING POLICIES AND THE IMPACT ON FINANCIAL STATEMENTS

1. Adopsi ISAK-ISAK dan PPSAK

1. Adoption of IFASs and PPSAK

Berikut adalah ISAK yang berlaku efektif tanggal 1 Januari 2014, yang telah diadopsi dan tidak memiliki pengaruh terhadap laporan keuangan konsolidasian Perseroan:

The following IFASs, that became effective for the financial year beginning January 1, 2014, have been adopted and did not have any effect on the Company’s consolidated financial statements as follows:

a. ISAK No. 27 “Pengalihan Aset dari Pelanggan”; b. ISAK No. 28 “Pengakhiran Liabilitas Keuangan dengan Instrumen Ekuitas”; c. ISAK No. 29 “Biaya Pengupasan dalam Tahap Produksi”; d. PPSAK No. 12, “Pencabutan PSAK No. 33: Aktivitas Pengupasan e. Lapisan Tanah dan Pengelolaan Lingkungan Hidup pada Pertambangan Umum”.

a. IFAS No. 27, “Transfers of Asets from Customers”; b. IFAS No. 28, “Extinguishing Financial Liabilities with Equity Instruments”; c. IFAS No. 29, “Stripping Costs in the Production Phase”; d. PPSAK No. 12, “Withdrawal of SFAS No. 33: Accounting of Land e. Stripping Activities and Environmental Management in General Mining”.



55

ANALISA DAN PEMBAHASAN MANAJEMEN MANAGEMENT DISCUSSION AND ANALYSIS 2. PSAK-PSAK Baru dan Revisian dan ISAK Revisian yang Telah Diterbitkan namun Belum Berlaku Efektif.

2. New and Revised SFASs and Revised IFAS Issued But Not Yet Effective

Perseroan dan Entitas anak belum mengadopsi PSAK-PSAK baru dan revisian dan ISAK revisian berikut yang telah diterbitkan namun dan akan berlaku efektif untuk periode tahunan yang dimulai 1 Januari 2015 ataupun periode setelahnya, yang terdiri dari:

The Company and subsidiaries have not yet adopted the following new and revised SFASs and revised IFAS that have been issued but and will be effective for annual periods beginning on 1 January 2015 or later periods, consisted of:

a. PSAK No. 1 (Revisi 2013), “Penyajian Laporan Keuangan”; b. PSAK No. 4 (Revisi 2013), “Laporan Keuangan Tersendiri”; c. PSAK No. 15 (Revisi 2013), “Investasi pada Entitas Asosiasi dan Ventura Bersama”; d. PSAK No. 24 (Revisi 2013), “Imbalan Kerja”; f. PSAK No. 46 (Revisi 2014), “Pajak Penghasilan”; g. PSAK No. 48 (Revisi 2014), “Penurunan Nilai Aset”; h. PSAK No. 50 (Revisi 2014), “InstrumenKeuangan: Penyajian”; i. PSAK No. 55 (Revisi 2014), “Instrumen Keuangan: Pengakuan dan Pengukuran”; j. PSAK No. 60 (Revisi 2014), “Instrumen Keuangan: Pengungkapan”; k. PSAK No. 65, “Laporan Keuangan Konsolidasian”; l. PSAK No. 66, “Pengaturan Bersama”; m. PSAK No. 67, “Pengungkapan Kepentingan dalam Entitas lain”; n. PSAK No. 68, “Pengukuran Nilai Wajar”; o. ISAK No. 26, “Penilaian Ulang Derivatif Melekat”.

a. b. c. d. e. f. g. h. i.

Penerapan dini standar baru dan revision tersebut sebelum 1 Januari 2015 tidak diperbolehkan. Manajemen masih mempelajari dampak yang mungkin timbul dari penerapan standar baru dan revisian tersebut terhadap laporan keuangan konsolidasian.

Early adoption of these new and revised standards prior to 1 January 2015 is not permitted. The management is still evaluating the potential impact of this new and revised issued on the consolidated financial statements.

j. k. l. m. n. o.

SFAS No. 1 (Revised 2013) “Presentation of Financial Statements”; SFAS No. 4 (Revised 2013) “Separate Financial Statements”; SFAS No. 15 (Revised 2013) “Investment inAssociates and Joint Ventures”; SFAS No. 24 (Revised 2013) “Employee Benefits”; SFAS No. 46 (Revised 2014) “Income Tax”; SFAS No. 48 (Revised 2014) “Impairment of Assets”; SFAS No. 50 (Revised 2014) “Financial Instrument Presentation”; SFAS No. 55 (Revised 2014) “Financial Instrument: Recognition and Measurement”; SFAS No. 60 (Revised 2014) “Financial Instrument: Disclosures”; SFAS No. 65, “Consolidated Financial Statements”; SFAS No. 66, “Joint Arrangements”; SFAS No. 67, “Disclosure of interest in Other Entities”; SFAS No. 68 “Fair Value Measurement”; IFAS No. 26, “Reassessment of Inherent Derivatives”.

%

56



Analisa dan pembahasan manajemen Management Discussion and Analysis


11

TATA KELOLA PERUSAHAAN GOOD CORPORATE GOVERNANCE

TATA KELOLA PERUSAHAAN GOOD CORPORATE GOVERNANCE PERNYATAAN TATA KELOLA PERUSAHAAN

GOOD CORPORATE GOVERNANCE STATEMENT

Sebagai perusahaan publik, GGS memegang komitmen untuk menerapkan GCG secara konsisten dan berkelanjutan. Implementasi GCG menjadi suatu hal yang penting sebagai dasar kebutuhan sekaligus tuntutan yang tidak dapat dihindari dalam perkembangan bisnis dan peningkatan citra perusahaan.

As a public listed company, GGS is committed to consistently applying GCG consistently and sustainably. GCG implementation becomes an important issue as well as a basic need that can not be avoided in business development and corporate image enhancement.

GGS menerapkan budaya GCG secara tetap untuk merealisasikan 5 (lima) prinsip tata kelola perusahaan yang baik antara lain Transparansi, Akuntabilitas, Tanggung Jawab, Independensi serta Kewajaran dan Kesetaraan dalam berorganisasi. Prinsip-prinsip GCG memastikan bahwa kegiatan usaha senantiasa berjalan di dalam koridor yang telah ditentukan oleh peraturan perundangan yang berlaku, etika bisnis dan best practices. GGS secara konsisten menggunakan pendekatan yang komprehensif untuk memastikan bahwa prinsip-prinsip GCG diterapkan dalam seluruh tahap operasi bisnis Perseroan.

GGS continues to develop the culture of GCG on a constant basis in order to meet the five principles of GCG namely Transparency, Accountability, Responsibility, Independency, and Fairness throughout the organization. GCG principles ensure that business activities are implemented in accordance with prevailing laws and regulations, business ethics, and best practices. The Company has consistently used a more comprehensive approach to ensure that GCG principles are equitably applied across the full breadth of the Company’s business operations.

Perseroan menerjemahkan prinsip-prinsip tersebut sebagai berikut:

The Company interprets those principles as follows

1. Keterbukaan

1. Transparency

GGS mempersiapkan informasi tepat waktu, jelas dan relevan yang dapat dengan mudah diakses dan dimengerti oleh para pemangku kepentingan. lnformasi tidak hanya mencakup informasi yang diperlukan oleh peraturan hukum tetapi juga mencakup informasi lain yang dianggap penting untuk pengambilan keputusan oleh pemegang saham, kreditor dan pemangku kepentingan yang lain.

GGS provides timely, clear and relevant information which can be easily accessed and understood by all stakeholders. Such information not only includes information required by legal regulations but also includes other information considered important for decision-making by shareholders, creditors and other stakeholders.

2. Akuntabilitas

2. Accountability

Struktur organisasi GGS disusun dengan memastikan terlaksananya prinsip akuntabilitas dan profesionalisme dengan baik dan benar. Perseroan telah membentuk rincian yang jelas mengenai tugas dan tanggung jawab masing-masing divisi dalam Perseroan sehingga semua karyawan melaksanakan tugas dan tanggung jawabnya sejalan dengan visi, misi, nilai dan strategi Perseroan.

Organization structure of GGS is arranged by ensuring a good, proper implementation of accountability principle and professionalism. The Company has established clear details of duties and responsibilities of each division in the Company so all employees conduct their duties and responsibilities in line with the vision, mission, values and strategies of the Company.

3. Tanggung Jawab

3. Responsibility

Semua keputusan dan tindakan yang diambil oleh GGS mematuhi hukum dan peraturan yang berlaku, dan Perseroan memiliki kesadaran tanggung jawab sosial terhadap lingkungan dan sosial dari masyarakat di mana Perseroan beroperasi, memenuhi tanggung jawabnya terhadap masyarakat dan lingkungan untuk mempertahankan keseimbangan dan kelangsungan usaha jangka panjang dan terus menerus menjadi warga perusahaan yang baik.

All the decisions and actions taken by GGS are in compliance with current laws and regulations and the Company has awareness of social responsibilities in particular the environmental and societal interests of the communities in which the Company operates, fulfill its responsibility to the communities and the environment to maintain balance and long-term sustainability of the business and to be recognized as a good corporate citizen.

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Tata Kelola Perusahaan Good Corporate Governance

4. lndependensi

4. Independency

GGS dikelola secara independen tanpa intervensi dari pihak lain dan masing-masing divisi Perseroan tidak saling mendominasi, sehingga pengambilan keputusan dapat dilakukan secara objektif. Masing-masing organ Perseroan selalu melaksanakan fungsi dan tugas sesuai dengan anggaran dasar, peraturan dan ketentuan.

GGS is managed independently with no intervention from other parties, and there is no domination of one division of the Company to another so that decisions making can be carried out objectively. Each organ of the Company always exercises its function and duty in accordance with the articles of association, rules and regulations.

5. Kewajaran dan Kesetaraan

5. Principle of Fairness

Di samping itu, GGS juga menerapkan prinsip kewajaran dan kesetaraan dengan memberikan perlakuan yang adil dan setara baik kepada publik, otoritas pasar modal, komunitas pasar modal, maupun para pemangku kepentingan. Hubungan Perseroan dengan karyawan dijaga dengan memperhatikan hak dan kewajiban mereka secara adil dan wajar.

In addition, GGS upholds the principle of fairness and equality by ensuring equal treatment to the public, capital market authorities, capital market communities and stakeholders. The Company’s relationship with employees is maintained by paying attention to the realization of their rights and responsibilities in fairness and equality.

STRUKTUR TATA KELOLA PERUSAHAAN

GOOD CORPORATE GOVERNANCE STRUCTURE

Merujuk pada Undang-Undang No. 40 Tahun 2007 tentang Perseroan Terbatas, Organ Perusahaan terdiri dari Rapat Umum Pemegang Saham (RUPS), Dewan Komisaris, dan Direksi. Sebagai organisasi yang berbadan hukum Perseroan Terbatas, GGS telah mengatur Organ Perseroan yang terdiri dari Rapat Umum Pemegang Saham (RUPS), Dewan Komisaris, dan Direksi, dengan dukungan dari Audit Internal, Komite Audit yang membantu Dewan Komisaris dan Sekretaris Perusahaan. Setiap bagian dari Struktur ini harus menjalankan fungsinya sesuai dengan ketentuan yang berlaku.

Referring to the Law No 40 of Year 2007 on Limited Liability Companies, the Company Organ consists of General Meeting of Shareholders (GMS), Board of Commissioners (BOC), and Board of Directors (BOD). As a Limited Liability Company organization, GGS has regulated its Company Organ consisting of General Meeting of Shareholders (GMS), Board of Commisioners (BOC) and Board of Directors (BOD), with the support from Internal Audit, Audit Committee assisting the Board of Commissioners, and the Corporate Secretary. Each part of the Structure should conduct its function in accordance with the governing regulations.

1. Rapat Umum Pemegang Saham

1. General Meeting of Shareholders

Rapat Umum Pemegang Saham (RUPS) mempunyai kewenangan yang tidak diberikan kepada Dewan Komisaris dan Direksi. RUPS berwenang mengambil keputusan berdasarkan paparan dari Dewan Komisaris dan Direksi, termasuk mengubah Anggaran Dasar, mengangkat dan memberhentikan Dewan Komisaris dan Direksi serta masalah lain menurut ketentuan dalam Peraturan dan Anggaran Dasar Perusahaan.

General Meeting of Shareholders (GMS) has all powers that are not granted to the Board of Commissioners and Directors. GMS is entitled to take decisions based on the exposure of the Board of Commissioners and Directors including making amendments to the articles of association, appointing and discharging members of the Boards of Commissioners and of Directors as well as other matters according to the provisions set out in the governing regulation and Articles of Association of the Company.

Selama tahun 2014, Perseroan telah mengadakan 1 (satu) kali RUPS Tahunan dan 1 (satu) kali RUPS Luar Biasa, yang diselenggarakan di tempat yang sama dan pada hari yang sama, yaitu tanggal 5 Juni 2014.

Throughout the year 2014, the Company held 1 (one) Annual GMS and 1 (one) Extraordinary GMS, which were organized at the same venue and on the same date, June 5, 2014.



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TATA KELOLA PERUSAHAAN GOOD CORPORATE GOVERNANCE Rapat Umum Pemegang Saham Tahunan (RUPST)

Annual General Meeting of Shareholders (AGMS)

RUPST GGS diselenggarakan pada hari Rabu, tanggal 5 Juni 2014 bertempat di Graha VIVERE, Jl. Letjen S. Parman No.6 Jakarta Barat 11480. RUPST ini dipimpin oleh Komisaris Utama, Dr. Pulung Peranginangin, dan dihadiri oleh para pemegang saham yang mewakili 82.83% dari saham disetor.

GGS’ AGMS was held on Wednesday, June 5, 2014 in Graha VIVERE, Jl. Letjen S. Parman No. 6, Jakarta Barat (West Jakarta) 11480. The AGMS was chaired by the President Commissioner, Dr. Pulung Peranginangin and attended by the shareholders representing 82.83% of the paid-up capital.

Pengumuman Announcement 6 Mei 2014 di dua harian berbahasa Indonesia, yaitu Investor Daily dan Harian Neraca

May 6, 2014 in two daily newspapers of Indonesian language, namely Investor Daily and Harian Neraca

Undangan Invitation

Tanggal RUPST AGMS Date

21 Mei 2014 di dua harian berbahasa Indonesia, yaitu Investor Daily dan Harian Neraca

5 Juni 2014


June 5, 2014

Keputusan RUPST yang diumumkan di dua harian berbahasa Indonesia, yaitu Investor Daily dan Harian Neraca, pada tanggal 9 Juni 2014 adalah sebagai berikut:

The resolutions of the AGMS published in two newspapers of Indonesian language, namely “Investor Daily” and “Harian Neraca”, on June 9, 2014 are as follows:

1. Menyetujui dan mengesahkan Laporan Tahunan Perseroan untuk tahun buku 2013 (dua ribu tiga belas), termasuk di dalamnya Laporan Kegiatan Perseroan, Laporan Tugas Pengawasan Dewan Komisaris, Laporan Keuangan Perseroan untuk tahun buku 2013 (dua ribu tiga belas) serta memberikan pelunasan dan pembebasan tanggung jawab sepenuhnya (acquit et decharge) kepada anggota Dewan Komisaris dan Direksi Perseroan atas tindakan pengawasan dan pengurusan yang telah dilakukan, sepanjang tindakantindakan tersebut tercermin dalam Laporan Tahunan tersebut.

1. To approve and ratify the Company’s Annual Report of 2013 (two thousand thirteen) financial year, including Report on the Company’s Activities, Report on the Board of Commissioners’ Supervisory Duties, and the Company’s Financial Statements of year 2013 (two thousand thirteen) as well as to grant the release and discharge (acquit et decharge) to the Company’s Board of Commissioners and Directors from their responsibilities in respect of the supervisory and management actions that have been conducted as long as the actions are reflected in the Annual Report.

2. I. Menyetujui penggunaan laba bersih Perseroan tahun buku 2013 (dua ribu tiga belas) sebagai berikut:

2. I. To approve the use of the Company’s net income of 2013 (two thousand thirteen) financial year as follows:

A. Sebesar Rp 2.240.000.000 (dua milyar dua ratus empat puluh juta Rupiah) atau sebesar 12,08% (dua belas koma nol delapan persen) dari laba bersih Perseroan tahun buku 2013 (dua ribu tiga belas) dibagikan sebagai dividen tunai kepada para pemegang saham Perseroan sehingga setiap saham akan memperoleh dividen tunai sebesar Rp 7,- (tujuh Rupiah).

A. In the amount of Rp 2,240,000,000 (two billion two hundred forty million Rupiah) or 12.08% (twelve point zero eight percent) of the Company’s net income in 2013 (two thousand thirteen) will be distributed as cash dividends to the Company’s shareholders so that each share will receive a cash dividend of Rp 7,- (seven Rupiah).

B. Sisanya sebesar Rp16.302.905.324 (enam belas milyar tiga ratus dua juta sembilan ratus lima ribu tiga ratus dua puluh empat Rupiah) dimasukkan dan dibukukan sebagai laba ditahan, yang akan digunakan untuk menambah modal kerja Perseroan.

B. The remaining balance of Rp16,302,905,324 (sixteen billion three hundred and two million nine hundred and five thousand and three hundred twenty-four Rupiah) will be booked and recorded as retained earnings, which will be used to add working capital of the Company.

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Sehubungan dengan pembagian dividen tersebut, diusulkan untuk memberikan kuasa kepada Direksi Perseroan untuk melakukan segala tindakan dalam melaksanakan pembayaran dividen tunai tersebut kepada masing-masing pemegang saham termasuk tetapi tidak terbatas untuk :

With regard to the aforementioned cash dividend distribution, it is proposed to grant authority to the Board of Directors of the Company to take all measures in conducting the cash dividend distribution to each shareholder including but not limited to:

- Memotong sebagian dari dividen tunai yang akan diterima pemegang saham untuk pembayaran pajak penghasilan yang akan dikenakan atas dividen tunai yang merupakan kewajiban pemegang saham, dengan tarif sesuai dengan ketentuan perpajakan yang berlaku;

- Deducting the cash dividends to be received by shareholders with withholding tax that should be borne by shareholders at a tariff pursuant to the applicable tax regulations;

- Menetapkan dan/atau merubah jadwal pembayaran dividen tunai tersebut;

dan tata cara

- Determining and/or changing the schedule and procedure for the payment of the cash dividends;

- Mengumumkan dalam 2 (dua) surat kabar tentang tata cara pembayaran dividen tunai tersebut.

- Announcing in 2 (two) newspapers the procedure for the cash dividend payments.

Adapun Tata cara Pembayaran Dividen Tunai adalah sebagai berikut:

The Procedure of Cash Dividend Payments is as follows:

i. Pemegang saham yang berhak atas dividen tunai adalah Para Pemegang Saham yang namanya tercatat pada Daftar Pemegang Saham Perseroan pada tanggal tujuh Agustus dua ribu empat belas (7-8-2014) pada pukul 16:00 WIB dengan memperhatikan ketentuan mengenai perdagangan di PT Bursa Efek Indonesia sebagai berikut:

i. The cash dividends shall be paid to the shareholders whose names are registered in the Company’s Register of Shareholders on August seventh two thousand fourteen (7-8-2014) at 16.00 WIB by taking into account of the trading regulations in PT Bursa Efek Indonesia (Indonesia Stock Exchange) as follow:

Cum Dividen Tunai di Pasar Reguler dan Negosiasi Cum Dividend in Regular and Negotiation Markets

4 Agustus 2014 August 4, 2014

Ex Dividen Tunai di Pasar Reguler dan Negosiasi Ex Cash Dividend in Regular and Negotiation Markets


Cum Dividen Tunai di Pasar Tunai Cum Cash Dividend in Cash Market


Ex Dividen Tunai di Pasar Tunai Ex Cash Dividend in Cash Market


Recording Date yang berhak atas Dividen Tunai Recording Date


Pembagian Dividen Tunai Payment Date


ii. Bagi saham dalam penitipan koletif Kustodian Sentral Efek Indonesia (KSEI), pembayaran dan pendistribusian Dividen Tunai kepada pemegang saham dilakukan oleh KSEI melalui rekening efek di KSEI.


ii. For the shareholders whose shares are deposited with Indonesian Central Securities Depository (KSEI), the cash dividend shall be paid by KSEI through the respective Account Holder in KSEI.


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TATA KELOLA PERUSAHAAN GOOD CORPORATE GOVERNANCE iii. Pemegang saham yang namanya tidak dititipkan di KSEI atau pemegang saham dengan warkat, pembayaran dividen akan dilakukan melalui transfer bank ke rekening pemegang saham yang bersangkutan. Untuk itu pemegang saham diminta untuk memberitahukan rekening banknya kepada Biro Administrasi Efek Perseroan, yaitu PT Adimitra Transferindo, beralamat di Plaza Property Lantai 2 Kompleks Pertokoan Pulomas Blok VIII No. 1 Jalan Perintis Kemerdekaan, Jakarta Timur 13210 Telepon (62-21) 4788 1515 Fax (62-21) 470 9697 selambat-lambatnya tanggal tujuh Agustus dua ribu empat belas (7-8-2014).

iii. For shareholders whose shares are not deposited with the collective deposit in KSEI or for the script shareholders, the cash dividend will be transferred to the shareholders’ account. Therefore, the shareholders are requested to inform their bank accounts to the Company’s Share Registrar, namely PT Adimitra Transferindo, domiciled in Plaza Property 2nd Floor Kompleks Pertokoan Pulomas Blok VIII No. 1 Jalan Perintis Kemerdekaan, East Jakarta 13210 Phone (62-21) 4788 1515 Fax (62-21) 470 9697 at the latest by August seventh two thousand fourteen (7-8-2014).

iv. Pajak atas dividen tunai yang akan dibagikan tersebut akan dikenakan sesuai ketentuan undang-undang atau peraturan perpajakan yang berlaku di Indonesia.

iv. The cash dividend is subject to taxes as regulated under the prevailing laws or the tax regulation of the Republic Indonesia.

II. Memberikan kuasa dan wewenang kepada Direktur Perseroan untuk melakukan semua dan setiap tindakan yang diperlukan sehubungan dengan keputusan tersebut di atas sesuai dengan peraturan perundang-undangan yang berlaku.

II. To grant power and authority to the Directors of the Company to take all and every actions required with regard to the aforementioned resolution in accordance with the prevailing legislation.

3. Memberikan wewenang dan kuasa kepada Direksi Perseroan dengan persetujuan Dewan Komisaris untuk menunjuk Akuntan Publik yang akan mengaudit Laporan Keuangan Perseroan untuk tahun buku 2014 (dua ribu empat belas) dan menetapkan honorarium berikut syarat-syarat penunjukannya;

3. To grant authority and power to the Company’s Directors upon the Company’s Board of Commissioners’ consent to appoint Public Accountants assigned to audit the Company’s 2014 (two thousand fourteen) book and determine their honorarium and requirements of the appointment.

4.I. Menetapkan gaji, honorarium dan/atau tunjangan lainnya bagi anggota Dewan Komisaris Perseroan untuk tahun buku 2014 (dua ribu empat belas) sebanyak-banyaknya Rp1.030.000.000 (satu milyar tiga puluh juta Rupiah) dan memberikan wewenang kepada Komisaris Utama untuk menetapkan alokasinya.

4.I. To determine salary, honorarium and/or other benefits for members of the Company’s Commissioners for 2014 (two thousand fourteen) book at the maximum amount of Rp 1,030,000,000 (one billion and thirty million Rupiah) and confer the authority to the President Commissioners to set the allocation.

II. Memberikan wewenang kepada Komisaris Utama Perseroan untuk menetapkan gaji dan/atau tunjangan bagi anggota Direksi Perseroan

II. To grant authority to the President Commissioner of the Company to determine salary and/or benefits for the Directors of the Company.

5.I. Memberikan pelunasan dan pembebasan tanggung jawab sepenuhnya (acquit et decharge) kepada anggota Direksi dan Dewan Komisaris Perseroan yang akan berakhir masa jabatannya pada saat ditutupnya Rapat ini, atas tindakan pengurusan dan pengawasan yang telah dilakukan selama melaksanakan jabatannya, sepanjang tindakan-tindakan mereka tersebut tercermin dalam buku atau catatan-catatan Perseroan;

5.I. To grant the release and discharge (acquit et decharge) to members of the Company’s Board of Director and Board of Commissioners whose terms of office are going to end by the closing of the Meeting, from their responsibilities in respect of the management and supervisory actions that have been conducted as long as the actions are reflected in the Company’s records.

II. A. Mengangkat: Nyonya NOVITA selaku Direktur; Tuan HARTOPO selaku Komisaris; Tuan BAMBANG PERMANTORO selaku Komisaris (Independen)

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II.A. To appoint: Mrs NOVITA as Director; Mr HARTOPO as Commissioner; Mr BAMBANG PERMANTORO as (Independent) Commissioner;


B. Mengangkat kembali: Tuan DEDY ROCHIMAT sebagai Direktur Utama; Nyonya ILDA IMELDA TATANG, sebagai Direktur (Independen); Tuan TOMMY DIARY TAN, sebagai Direktur; Tuan HERMANTO WANGSA, sebagai Direktur; Tuan MULJADI, sebagai Direktur; Tuan Doktor PULUNG PERANGINANGIN, sebagai Komisaris Utama;

B. To re-appoint: Mr DEDY ROCHIMAT as President Director; Mrs ILDA IMELDA TATANG as (Independent) Director; Mr TOMMY DIARY TAN as Director; Mr HERMANTO WANGSA as Director; Mr MULJADI as Director; Mr Doctor PULUNG PERANGINANGIN as President Commissioner;

terhitung sejak ditutupnya Rapat ini, sehingga selanjutnya Susunan Anggota Direksi dan Komisaris Perseroan terhitung sejak ditutupnya Rapat ini sampai dengan ditutupnya Rapat Umum Pemegang Saham Tahunan Perseroan pada tahun 2017 (dua ribu tujuh belas) adalah sebagai berikut:

starting from the closing of this Meeting, so therefore the compositions of the Company’s Board of Directors and Board of Commissioners as of the closing of the Meeting until the closing of the Annual General Meeting of Shareholders of year 2017 (two thousand seventeen) as follows:

Direksi Direktur Utama Direktur Independen Direktur Direktur Direktur Direktur

: Tuan Dedy Rochimat : Nyonya Ilda Imelda Tatang : Tuan Tommy Diary Tan : Tuan Hermanto Wangsa : Tuan Muljadi : Nyonya Novita

Board of Directors President Director Independent Director Director Director Director Director

: Mr Dedy Rochimat : Mrs Ilda Imelda Tatang : Mr Tommy Diary Tan : Mr Hermanto Wangsa : Mr Muljadi : Mrs Novita

Dewan Komisaris Komisaris Utama Komisaris Independen Komisaris

: Tuan Dr. Pulung Peranginangin : Tuan Bambang Permantoro : Tuan Hartopo

Board of Commissioners President Commissioner Independent Commissioner Commissioner

: Mr Dr. Pulung Peranginangin : Mr Bambang Permantoro : Mr Hartopo

III. Memberikan wewenang dan kuasa kepada Direksi Perseroan, dengan hak substitusi, untuk menuangkan keputusan mengenai Susunan Anggota Direksi dan Dewan Komisaris itu di dalam Akta yang dibuat di hadapan Notaris, yang selanjutnya akan memberitahukannya kepada pihak yang berwenang, serta melakukan semua dan setiap tindakan yang diperlukan sehubungan dengan keputusan tersebut sesuai dengan peraturan perundang-undangan yang berlaku.

III. To grant power and authority to the Company’s Board of Directors, with a substitution right, to pour the resolution on the Compositions of the Board of Directors and the Board of Commissioners in a deed to be passed before a public notary, who will further make a notice to the authority and take all actions required in respect of the resolution in accordance with the prevailing legislation

Rapat Umum Pemegang Saham Luar Biasa (RUPSLB)

Extraordinary General Meeting of Shareholders (EGMS)

RUPLB GGS diselenggarakan pada hari Rabu, tanggal 5 Juni 2014 bertempat di Graha VIVERE, Jl. Letjen S. Parman No.6 Jakarta Barat 11480. RUPST ini dipimpin oleh Komisaris Utama, Dr. Pulung Peranginangin, dan dihadiri oleh para pemegang saham yang mewakili 82.83% dari saham disetor.

GGS EGMS was held on Wednesday, June 5, 2014 in Graha VIVERE, Jl. Letjen S. Parman No. 6, Jakarta Barat (West Jakarta) 11480. The EGMS was chaired by the President Commissioner, Dr. Pulung Peranginangin and attended by the shareholders representing 82.83% of the paid-up shares.

Pengumuman Announcement

Undangan Invitation

Tanggal RUPLB AGMS Date



5 Juni 2014



June 5, 2014



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TATA KELOLA PERUSAHAAN GOOD CORPORATE GOVERNANCE Keputusan RUPSLB yang dipublikasikan di dua surat kabar berbahasa Indonesia, yaitu Investor Daily dan Harian Neraca pada 9 Juni 2014 adalah sebagai berikut:

The resolutions of the EGMS published in two newspapers of Indonesian language, namely Investor Daily and Harian Neraca, on June 9, 2014 are as follows:

1. Menyetujui untuk menjaminkan sebagian besar atau seluruh kekayaan Perseroan untuk kepentingan Perseroan dalam rangka memperoleh fasilitas pinjaman dari lembaga keuangan baik bank maupun bukan bank yang ditunjuk Direksi Perseroan dan / atau untuk kepentingan anak-anak perusahaan Perseroan yaitu PT. Vivere Multi Kreasi, PT. Laminatech Kreasi Sarana dan PT. Prasetya Gemamulia untuk memperoleh fasilitas pinjaman dari lembaga keuangan baik bank maupun bukan bank yang ditunjuk Direksi Perseroan.

1. To approve to underwrite a large amount or the whole amount of the Company's assets for the benefit of the Company in order to to obtain loan facilities from financial institutions both banks and non-bank appointed by the Directors of the Company and / or for the benefit of the Company's subsidiaries, namely PT. Vivere Multi Kreasi, PT. Laminatech Kreasi Sarana and PT. Prasetya Gemamulia to obtain loan facilities from financial institutions both banks and non-bank appointed by the Directors of the Company.

2. Memberikan kuasa dan wewenang kepada Direksi Perseroan untuk melakukan semua dan setiap tindakan yang diperlukan sehubungan dengan keputusan tersebut di atas, sesuai dengan peraturan perundang-undangan yang berlaku.

2. To grant power and authority to the Company’s Directors to perform all and every act necessary in connection with the above resolution, in accordance with the prevailing legislations.

2. Dewan Komisaris

2. Board of Commissioners

Dewan Komisaris adalah Organ Perusahaan yang bertugas dan bertanggung jawab secara kolektif untuk melakukan pengawasan dan memberikan nasihat kepada Direksi serta memastikan bahwa Perseroan melaksanakan GCG pada seluruh jenjang organisasi.

Board of Commissioners (BOC) is the Company’s organ in charge and collectively responsible for supervising and providing advice to the Board of Directors (BOD) as well as ensuring that the Company implements GCG at all levels of the organization.

Dewan Komisaris GGS berkewajiban untuk melakukan pengawasan atas kebijakan kepengurusan pada umumnya, baik mengenai Perseroan maupun usaha Perseroan, dan memberikan nasihat kepada Direksi. Setiap anggota Dewan Komisaris tidak dapat berdiri sendiri, melainkan berdasarkan keputusan Dewan Komisaris.

GGS Board of Commissioners is obliged to conduct supervision on administration policies in general, both related to the Company or the Company’s business, and provides advice to the BOD. All members of the Board of Commissioners cannot act on their own, but by the decision of the Board of Commissioners.

Untuk mendukung efektivitas pelaksanaan tugas dan tanggung jawabnya, Dewan Komisaris GGS telah membentuk Komite Audit. Dewan Komisaris bertanggungjawab kepada RUPS, yang merupakan perwujudan akuntabilitas pengawasan atas pengelolaan Perusahaan dalam rangka pelaksanaan prinsip-prinsip GCG.

To support the effectiveness of of their duties and responsibilities implementation, GGS Board of Commissioners has formed Audit Committee. Board of Commissioners shall report to GMS, which is the realization of accountability in the supervision of Company management in order to implement GCG principles.

Masa Jabatan

Term of Office

Pengangkatan dan pemberhentian anggota Dewan Komisaris dilakukan melalui Rapat Umum Pemegang Saham (RUPS). Dewan Komisaris menjabat dalam masa tiga tahun atau sampai dengan ditutupnya RUPS Tahunan (RUPST) yang ke tiga setelah pengangkatan.

Appointment and dismissal of the Board of Commissioners are conducted in the General Meeting of Shareholders (GMS). The Board of Commissioners serves for a period of three years or until the conclusion of the third Annual General Meeting of Shareholders (AGMS) as of the date of appointment.

Komposisi Dewan Komisaris

Composition of the Board of Commissioners

Berdasarkan Keputusan RUPST tanggal 5 Juni 2014, komposisi Dewan Komisaris Perseroan per tanggal 31 Desember 2014 adalah sebagai berikut :

Based on the Resolution of AGMS dated June 5, 2014, composition of the Company’s Board of Commissioners as of December 31, 2014, is as follows:

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Jabatan Title

Nama Name

Masa Tugas Term of Office

Komisaris Utama President Commissioner

Dr. Pulung Peranginangin

RUPST 2014-RUPST 2017 AGMS 2014- AGMS 2017

Komisaris Independen Independent Commissioner

Bambang Permantoro


Komisaris Commissioner

Hartopo


Profil masing-masing anggota Dewan Komisaris diuraikan dalam Bagian Laporan Manajemen Laporan Tahunan ini.

Profile of BOC members is elaborated in the Management Report hereof.

Tugas dan Tanggung Jawab Dewan Komisaris

Duties and Responsibilities of the Board of Commissioners

Secara garis besar, Dewan Komisaris berkewajiban untuk:

In general, Board of Commissioners is responsbile for:

a. Melakukan pengawasan kepengurusan Perseroan oleh Direksi. b. Memberi persetujuan rencana kerja tahunan serta mengawasi pelaksanaan rencana kerja tahunan Perseroan oleh Direksi. c. Memberi tanggapan atas laporan berkala Direksi dan pada waktu yang diperlukan mengenai perkembangan Perseroan. d. Meneliti dan menelaah laporan tahunan yang dipersiapkan oleh Direksi serta menandatangani laporan tahunan tersebut. e. Melakukan tugas dan tanggung jawab sesuai dengan ketentuan Anggaran Dasar Perseroan dan keputusan RUPS.

a. Performing oversight on the Company's management by the Board of Directors. b. Giving approval to the Company’s annual work plan and oversee the performance of the work plan by Directors. c. Responding to the reports submitted by the Directors periodically and at the time required regarding the development of the Company. d. Examining and reviewing the annual report prepared by the Board of Directors and signed the annual report. e. Performing duties and responsibilities in accordance with the Articles of Association and resolutions of the GMS.

Pembagian Tugas Dewan Komisaris

Segregation of Board of Commissioners Duties

Dalam rangka efektivitas pelaksanaan tugasnya, Dewan Komisaris telah menetapkan pembidangan atas tugas dan tanggung jawab dari masing-masing anggota Dewan Komisaris, yaitu sebagai berikut:

In order to implement their duties effectively, Board of Commissioners has defined the segregation of duties and responsbilities of each BOC member as follows:

Nama Name

Jabatan Title

Pembagian Tugas Segretation of Duties



Koordinasi atas pelaksanaan fungsi pengawasan dan tanggung jawab secara kolektif Coordination over the implementation of supervisory function and collective responsibilities

Bambang Permantoro

Komisaris Independen President Commissioner

Ketua Komite Audit Chairman of Audit Committee

Hartopo


Membantu Komisaris Utama dalam menjalankan tugas dan fungsi Dewan Komisaris Helping President Commissioner in carrying out the duties and functions of the Board of Commissioners



67

TATA KELOLA PERUSAHAAN GOOD CORPORATE GOVERNANCE Kriteria Seluruh anggota Dewan Komisaris: - Memiliki moral dan integritas yang baik. - Memiliki kompetensi yang memadai dalam menjalankan tugasnya. - Tidak pernah dinyatakan pailit dan / atau dinyatakan bersalah menyebabkan suatu Perusahaan dinyatakan pailit. - Tidak pernah melakukan tindakan tercela dan tidak pernah dihukum karena melakukan tindak pidana kejahatan. - Berkomitmen mematuhi peraturan perundang-undangan yang berlaku.

Criteria All members of the Board of Commissioners: - Possess good moral and integrity. - Possess adequate competency in carrying out their duties. - Has never declared bankrupt or been found guilty of causing a company to go bankrupt. - Has never commited despicable acts or been convicted of a crime. - Committed to adhering to the prevailing legislation.

Independensi

Independency

Dewan Komisaris melaksanakan tugas dan tanggung jawab secara independen dan tidak mendapat intervensi dari pemegang saham ataupun pihak lain. Dewan Komisaris dalam memandang dan menyelesaikan masalah selalu menjauhkan kepentingan pribadi dan menghindari benturan kepentingan. Hal ini sebagaimana diilustrasikan dalam tabel berikut:

The Board of Commissioners performs its duties and responsibilities independently without any interference from the shareholders or other parties. The Board of Commissioners perceives and solves any issue by always not putting its personal advantage in it and avoiding any conflict of interests. This is as illiustrated in the table below:

Hubungan Keluarga dan Hubungan Keuangan Anggota Dewan Komisaris

Family and Financial Relationship of the Board of Commissioners’ Members .

Nama Name

Hubungan Keluarga dengan Family Relationship with Komisaris Commissioners

Yes

No

Direktur Directors

Yes

No

Hubungan Keuangan dengan Financial Relationship with

Pemegang Saham Pengendali Controlling Shareholders

Yes

Komisaris Commissioners

No

Yes

No

Direktur Directors

Yes

No


Yes

No


√

√

√

√

√

√

Bambang Permantoro

√

√

√

√

√

√

Hartopo

√

√

√

√

√

√

Rapat Dewan Komisaris

BOC Meetings

Kebijakan mengenai pelaksanaan dan frekuensi Rapat Dewan Komisaris telah diatur dalam Anggaran Dasar Perseroan. Penyelenggaraan Rapat Dewan Komisaris dapat dilakukan sekurangnya setiap bulan atau setiap waktu apabila dipandang perlu oleh Komisaris Utama atau seorang atau lebih Dewan Komisaris atau atas permintaan tertulis dari Rapat Direksi, atau atas permintaan dari 1 (satu) orang atau lebih pemegang saham yang bersama-sama mewakili 1/10 (satu per sepuluh) atau lebih dari jumlah seluruh saham dengan hak suara.

The policy on BOC Meeting implementation and frequency is set in the Company’s Articles of Association. BOC Meeting can be held at lease once a month or at any time deemed necessary by President Commisioner or one or more members of the Board of Commisioners or upon a written request from Directors’ Meeting or upon request of 1 ( one ) or more shareholders who together represent 1/10 (one-tenth) or more of the total shares with voting rights.

Sepanjang tahun 2014, Dewan Komisaris telah mengadakan 12 (dua belas) kali Rapat Dewan Komisaris dan 4 (empat) kali Rapat Gabungan dengan Direksi.

Throughout 2014, Board of Commissioners held 12 (twelve) times BOC meetings and 4 (four) times joint meetings with Board of Directors.

68



3. Direksi

3. Board of Directors

Direksi adalah Organ Perusahaan yang bertanggung jawab penuh atas pengurusan Perseroan untuk kepentingan dan tujuan Perseroan sesuai dengan ketentuan Anggaran Dasar.

Board of Directors is the Company Organ fully responsible for the management of the Company for the best interest and the purpose of the Company in accordance with the Articles of Association.

Direksi GGS berkewajiban untuk membuat kebijakan kepengurusan pada umumnya, baik mengenai Perseroan maupun usaha Perseroan. Masing-masing anggota Direksi melaksanakan tugas dan mengambil keputusan sesuai dengan pembagian tugas dan wewenang sesuai dengan Anggaran Dasar dan peraturan perundangan-undangan yang berlaku. Direksi bertanggungjawab kepada RUPS, yang merupakan perwujudan akuntabilitas pengawasan atas pengelolaan Perusahaan dalam rangka pelaksanaan prinsip-prinsip GCG.

GGS Board of Directors is obliged to make administration policies in general, both related to the Company or the Company’s business. Each member of the Board of Directors implements their duties and makes decisions in accordance with the segregation of duties and authorities stipulated in the Articles of Association and the prevailing laws and legislation. Board of Directors shall report to GMS, which is the realization of accountability in the supervision of Company management in order to implement GCG principles.

Masa Jabatan

Term of Office

Pengangkatan dan pemberhentian anggota Direksi dilakukan melalui Rapat Umum Pemegang Saham (RUPS). Seperti halnya Dewan Komisaris, Direksi menjabat dalam masa tiga tahun atau sampai dengan ditutupnya RUPS Tahunan (RUPST) yang ke tiga setelah pengangkatan.

Appointment and dismissal of members of the Board of Directors are conducted in the General Meeting of Shareholders (GMS). Same with Board of Commissioners, Board of Directors serves for a period of three years or until the closing of the third Annual General Meeting of Shareholders (AGMS) as of the appointment.

Komposisi Direksi

Composition of the Board of Directors

Dengan mengacu kepada Keputusan RUPST tanggal 5 Juni 2014, Komposisi Direksi Perseroan per tanggal 31 Desember 2014 adalah sebagai berikut:

Based on the Resolution of the AGMS dated June 5, 2014, Composition of the Company’s Board of Directors as of December 31, 2014 is as follows:

Jabatan Title

Nama Name

Masa Tugas Term of Office


Dedy Rochimat


Direktur Independent Independent Director

Ilda Imelda Tatang


Direktur Director

Tommy Diary Tan


Direktur Director

Hermanto Wangsa


Direktur Director

Muljadi


Direktur Director

Novita


Profil masing-masing anggota Direksi diuraikan dalam Bagian Laporan Manajemen Laporan Tahunan ini.


Profile of BOD members is elaborated in the Management Report hereof.


69

TATA KELOLA PERUSAHAAN GOOD CORPORATE GOVERNANCE Tugas dan Tanggung Jawab Direksi

Duties and Responsibilities of the Board of Directors

Tugas Pokok Direksi: Secara umum, tugas pokok Direksi mencakup beberapa hal sebagai berikut:

Main Duties of the Board of Directors: In general, main duties of the Board of Directors cover the following:

a. Memimpin, mengurus dan mengendalikan Perseroan sesuai dengan tujuan Perseroan dan senantiasa berupaya meningkatkan efisiensi dan efektivitas kerja. b. Menguasai, memelihara dan mengurus kekayaan Perseroan. c. Menyusun rencana kerja tahunan yang memuat anggaran tahunan Perseroan dan mendapat persetujuan dari Dewan Komisaris sebelum tahun buku baru dimulai. d. Melaksanakan rencana kerja tahunan yang disetujui.

a. Leading, managing and controlling the Company in accordance with the Company's goals and constantly strive to improve the work efficiency and effectiveness. b. Controlling, maintaining and managing the Company's assets. c. Preparing annual work plans containing the Company's annual budget that should be approved by the Board of Commissioners before the new fiscal year begins. d. Performing the approved annual work plan.

Tugas dan Tanggung Jawab Masing-Masing Anggota Direksi

Duties and Responsibilities of Each Member of the Board of Directors

Setiap anggota Direksi mempunyai tugas dan tanggung jawab masing-masing sesuai dengan keahlian dan bidangnya. Pemisahan peran dan tanggung jawab Direksi, yang dikaji dan dimutakhirkan dari waktu ke waktu, adalah sebagai berikut:

Each member of BOD is assigned with specific responsibilities following his/her respective expertise. The segregation of roles and responsibilities of the BOD, which shall be reviewed and renewed from time to time, is as follows:

DEDY ROCHIMAT

DEDY ROCHIMAT

Selaku Direktur Utama, beliau bertugas melakukan koordinasi pelaksanaan tugas dan tanggung jawab Dewan Direksi secara menyeluruh dalam memimpin, mengurus dan mengendalikan Perseroan sesuai dengan tujuan dan rencana kerja tahunan Perseroan.

As President Director, he is in charge of coordinating the implementation of the Board of Directors’ duties and responsibilities as a whole in leading, managing and controlling the Company in accordance with the Company’s objectives and annual work plans.

ILDA IMELDA TATANG

ILDA IMELDA TATANG

Selaku Wakil Direktur Utama (Managing Director), beliau bertugas melakukan koordinasi pelaksanaan tugas dan tanggung jawab Direktur Operasional dan Direktur Penjualan dan Proyek serta bertanggung jawab atas keseluruhan tugas pokok Perseroan dalam bidang pengadaan dan pemasaran dengan senantiasa berupaya meningkatkan efisiensi dan efektivitas kerja serta mengendalikan, memelihara dan mengurus kekayaan Perseroan.

As Deputy President Director (Managing Director), she is in charge of coordinating the implementation of tasks and responsibilities of Director of Operations and Director of Sales and Project and is responsible for the overall duties of the Company in the areas of procurement and marketing by constantly striving to improve the efficiency and effectiveness of the work as well as controlling, maintaining and managing the Company's assets.

TOMMY DIARY TAN

TOMMY DIARY TAN

Selaku Direktur Proyek-Proyek Khusus Perseroan, beliau bertugas untuk mendapatkan proyek-proyek dan bekerja sama dengan divisi operasional dan proyek untuk penyelesaian proyeknya dengan senantiasa berupaya meningkatkan efisiensi dan efektivitas kerja serta mengendalikan, memelihara dan mengurus kekayaan Perseroan.

As Director of the Company’s Special Projects, he is responsible for getting projects and working with operational divisions and projects for completion of the project by constantly trying to improve the efficiency and effectiveness of the work as well as controlling, maintaining and managing the Company's assets.

70



HERMANTO WANGSA

HERMANTO WANGSA

Selaku Direktur Penjualan dan Proyek, beliau bertanggung jawab atas keseluruhan tugas pokok Perseroan dalam bidang penjualan dan pemasaran serta pelaksanaan proyek yang berkualitas dan tepat waktu dengan senantiasa berupaya meningkatkan efisiensi dan efektivitas kerja serta mengendalikan, memelihara dan mengurus kekayaan Perseroan.

As Director of Sales and Projects, he is responsible for the overall duties of the Company in the sale and marketing as well as execution of high quality projects in a timely manner and constantly strives to improve the efficiency and effectiveness of the work as well as controlling, maintaining and managing the Company's assets.

MULJADI

MULJADI

Selaku Direktur Operasional, beliau bertanggung jawab atas keseluruhan tugas pokok Perseroan dalam bidang produksi yang berkualitas dan tepat waktu dengan senantiasa berupaya meningkatkan efisiensi dan efektivitas kerja serta mengendalikan, memelihara dan mengurus kekayaan Perseroan.

As Director of Operations, he is responsible for the overall duties of the Company in quality production in a timely manner by always trying to improve the efficiency and effectiveness of the work as well as controlling, maintaining and managing the Company's assets.

NOVITA

NOVITA

Selaku Direktur Keuangan, beliau bertanggung jawab atas keseluruhan tugas pokok Perseroan dalam bidang keuangan meliputi pengelolaan dan pengendalian keuangan dengan senantiasa berupaya meningkatkan efisiensi dan efektivitas kerja serta mengendalikan, memelihara dan mengurus kekayaan Perseroan.

As Finance Director, she is responsible for the overall duties of the Company in the financial sector including treasury management and financial control by always trying to improve the efficiency and effectiveness of the work as well as controlling, maintaining and managing the Company's assets.

Kriteria

Criteria

Seluruh anggota Direksi:

All members of the Board of Directors:

-

-

-

Memiliki moral dan integritas yang baik. Memiliki kompetensi yang memadai dalam menjalankan tugasnya. Tidak pernah dinyatakan pailit dan / atau dinyatakan bersalah menyebabkan suatu Perusahaan dinyatakan pailit. Tidak pernah melakukan tindakan tercela dan tidak pernah dihukum karena melakukan tindak pidana kejahatan. Berkomitmen mematuhi peraturan perundang-undangan yang berlaku.

Possess good moral and integrity. Possess adequate competency in carrying out their duties. Has never declared bankrupt and / or been found guilty of causing a company to go bankrupt. Has never commited despicable acts or been convicted of a crime. - Committed to obey the prevailing legislation.

Independensi

Independency

Direksi melaksanakan tugas dan tanggung jawab secara independen dan tidak mendapat intervensi dari pemegang saham ataupun pihak lain. Direksi dalam memandang dan menyelesaikan masalah selalu menjauhkan kepentingan pribadi dan menghindari benturan kepentingan. Hal ini sebagaimana diilustrasikan dalam tabel berikut:

The Board of Directors performs its duties and responsibilities independently without any interference from the shareholders or other parties. The Board of Directors perceives and solves any issue by always not putting its personal advantage in it and avoiding any conflict of interests. This is as illiustrated in the table below:



71

TATA KELOLA PERUSAHAAN GOOD CORPORATE GOVERNANCE Family and Financial Relationship of the Board of Directors’ Members.

Hubungan Keluarga dan Hubungan Keuangan Anggota Direksi.

Nama Name

Hubungan Keluarga dengan Family Relationship with Komisaris Commissioners

Yes

No

Direktur Directors

Yes

Hubungan Keuangan dengan Financial Relationship with


No

Yes

No

Komisaris Commissioners

Yes

No

Direktur Directors

Yes


No

Yes

No

Dedy Rochimat

√

√

√

√

√

√

Ilda Imelda Tatang

√

√

√

√

√

√

Tommy Diary Tan

√

√

√

√

√

√

Hermanto Wangsa

√

√

√

√

√

√

Muljadi

√

√

√

√

√

√

Novita

√

√

√

√

√

√

Penilaian Kinerja Anggota Direksi

Performance Assessment of the Board of Directors

Penilaian atas kinerja Direksi dilaksanakan dengan menggunakan kriteria-kriteria yang terkait dengan kinerja keuangan dan pemenuhan cadangan sebagaimana diatur dalam peraturan perundang-undangan yang berlaku; prestasi kerja individual; kewajaran dengan peer group; dan pertimbangan sasaran dan strategi jangka panjang Perseroan. Kinerja masing-masing anggota Direksi dinilai oleh Direktur Utama berdasarkan Key Performance Indicators dan Goal Settings yang sudah disepakati.

Performance assessment of the BOD is conducted by using criteria related to financial performance and reserve adequacy, as stipulated in prevailing laws and regulations; individual performance; fairness to peer group; as well as the Company’s goals and strategic long-term plan. Performance of each member of BOD is assessed by President Director based on agreed Key Performance Indicators and Goal Settings.

Rapat Direksi dan Rapat Gabungan dengan Dewan Komisaris

BOD Meetings and Joint Meetings with BOC

Sepanjang tahun 2014, Direksi telah mengadakan 12 (dua belas) kali Rapat Direksi dan 4 (empat) kali rapat gabungan dengan Dewan Komisaris, dihadiri oleh 100% anggota Direksi. Sedangkan kehadiran anggota Dewan Komisaris dalam Rapat Gabungan adalah 100%.

Throughout 2014, the Board of Directors convened 12 (twelve) BOD meetings and 4 (four) joint meetings, attended by 100% of total members of BOD. The attendance of members of the Board of Commissioners in the Joint Meetings was 100%.

Remunerasi Dewan Komisaris dan Direksi

Remuneration of the Board of Commissioners and the Board of Directors

Sesuai dengan ketentuan Anggaran Dasar Perseroan pasal 14 ayat 6 tentang kebijakan penetapan besaran remunerasi Dewan Komisaris dan pasal 11 ayat 6 tentang kebijakan penetapan besaran remunerasi Direksi ditentukan oleh RUPS. Dalam RUPST Perseroan tanggal 5 Juni 2014 telah diputuskan bahwa pemberian gaji dan/atau tunjangan lainnya kepada Dewan Komisaris Perseroan untuk tahun 2014 sebanyak-banyaknya sebesar Rp1.030.000.000,(satu milyar tiga puluh juta Rupiah) dan RUPS memberikan wewenang kepada Komisaris Utama untuk menetapkan gaji dan/atau tunjangan lainnya bagi anggota Direksi.

72


In accordance with the Company’s Articles of Association article 14 paragraph 6 on the policy to determine the remuneration of the Board of Commissioners and article 11 paragraph 6 on the the policy to determine the remuneration of the Board of Directors would be determined by the AGMS. The Company’s AGMS on June 5,2014 decided that the total remuneration of the Board of Commissioners for the year 2014 was at the maximum of Rp1,030,000,000 (one billion and thirty million Rupiah) and GMS gave authorization to the President Commissioner to determine the salary and / or other benefits for members of the Board of Directors.


Adapun besar tunjangan lainnya yang diberikan kepada Direksi dihubungkan dengan hasil pencapaian target kinerja Perseroan yang perhitungannya telah disepakati pada awal tahun buku.

Meanwhile, other benefits granted to the Board of Directors would depend on the target achieved by the Company with calculation agreed in the beginning of the financial year.

Jumlah remunerasi untuk Dewan Komisaris dan Direksi Perseroan untuk tahun yang berakhir pada tanggal-tanggal 31 Desember 2014 dan 2013 masing-masing sebesar Rp 7.570.427.142 (tujuh milyar lima ratus tujuh puluh juta empat ratus dua puluh tujuh ribu seratus empat puluh dua Rupiah) dan Rp 8.678.099.335 (delapan milyar enam ratus tujuh puluh delapan juta sembilan puluh sembilan ribu tiga ratus tiga puluh lima Rupiah).

The total remunerations for the Company’s Commissioners and Directors for the years that ended on December 31,2014 and 2013 amounted to Rp7,570,427,142 (seven billion five hundred seventy million four hundred twenty seven thousand one hundred forty two Rupiah) and Rp 8,678,099,335 (eight billion six hundred seventy eight million ninety nine thousand three hundred thirty five Rupiah),respectively.

Pelatihan/Workshop Dewan Komisaris dan Direksi

Trainings/Workshops attended by the Board of Commissioners and the Board of Directors Trainings and workshops attended by the Board of Commissioners and the Board of Directors in 2014 were as follows:

Pelatihan dan workshops yang diikuti Dewan Komisaris dan Direksi pada tahun 2014 adalah sebagai berikut:

Nama Name

Pelatihan/Workshops Trainings/Workshops

Diselenggarakan/Dibawakan oleh: Organized/Presented by:

Dewan Komisaris Dr. Pulung Peranginangin

t(MPCBM*OOPWBUJPO&OUSFQSFOFVSTIJQ t$IBOHF.BOBHFNFOU

t1SBTFUJZB.VMZB#VTJOFTT4DIPPM t3IFOBME,BTBMJ

Hartopo

-

-

Bambang Permantoro

-

-

Direksi Dedy Rochimat

t$IBOHF.BOBHFNFOU

Ilda Imelda Tatang

t$IBOHF.BOBHFNFOU t'JOBODFGPS/PO'JOBODF t5SBJOJOH4"1i1MBOOJOH$PTUWT"DUVBM$PTU t(MPCBM*OOPWBUJPO&OUSFQSFOFVSTIJQ

Tommy Diary Tan

-

Hermanto Wangsa

t'JOBODFGPS/PO'JOBODF

t.BSJB/BUBMJB"HVT

Muljadi

t'JOBODFGPS/PO'JOBODF

t.BSJB/BUBMJB"HVT

Novita

t'PSFJHO&YDIBOHF1SPHSBN t4"11SPDFTT

t'JONBSL5.$1UF-5% 4JOHBQVSB t7JSBHP5FBN


t3IFOBME,BTBMJ

t3IFOBME,BTBMJ t.BSJB/BUBMJB"HVT t7*3"(05FBN t1SBTFUJZB.VMZB#VTJOFTT4DIPPM -


73

TATA KELOLA PERUSAHAAN GOOD CORPORATE GOVERNANCE Kepemilikan Saham Direksi dan Komisaris per 31 Desember 2014

Nama Name

Share Ownership of Directors and Commissioners as of December 31, 2014

Jabatan Title

Lembar Saham No of Shares

%

823.000

0,26%

-

-

Dedy Rochimat


Ilda Imelda Tatang

Direktur Independent Independent Director

Tommy Diary Tan

Direktur Director

Hermanto Wangsa

Direktur Director

-

-

Muljadi

Direktur Director

-

-

Novita

Direktur Director

-

-

4. Komite Audit

24.000.000

7,50%

4. Audit Committee

Komite Audit merupakan komite di bawah Dewan Komisaris dan dibentuk berdasarkan Peraturan Otoritas Jasa Keuangan (“OJK”, dahulu Bapepam dan LK) No. IX.I.5 tentang Pembentukan dan Pedoman Pelaksanaan Kerja Komite Audit. Komite Audit Perseroan dipimpin oleh Komisaris Independen yang dibantu oleh dua profesional independen yang memiliki latar belakang pendidikan dan pengalaman di bidang keuangan.

The Audit Committee is a committee under the Board of Commissioners and formed pursuant to the Rule of Otoritas Jasa Keuangan (“OJK”, Indonesia Financial Service Authority, formerly Bapepam and LK) No.IX.I.5 on the Formation and Work Guidelines of the Audit Committee. The Audit Committee is chaired by an Independent Commissioner who is assisted by two independent professionals who have educational background and experience in finance.

Independensi Komite Audit

Independence of Audit Committee

Anggota Komite Audit adalah perseorangan yang independen dari Perseroan, Dewan Direksi, Pemegang Saham Utama, Eksternal Auditor dan Kantor Konsultan Hukum Perseroan kecuali Komisaris Independen dan tidak mempunyai saham Perseroan baik langsung maupun tidak langsung serta tidak mempunyai hubungan keluarga dan hubungan usaha dengan Perseroan.

Members of the Audit Committee are individuals who are independent from the Company, Board of Directors, Major Shareholders, the External Auditor and the Company’s Legal Counsel except the Independent Commissioner and do not have any share in the Company neither directly nor indirectly and has no family ties and business relationships with the Company.

Masa Jabatan

Term of Office

Komite Audit diangkat dan diberhentikan oleh Dewan Komisaris untuk jangka waktu sampai dengan tahun ke-3 (tiga) setelah pengangkatan dan dapat diangkat kembali untuk satu periode berikutnya.

The Audit Committee shall be appointed and dismissed by the Board of Commissioners for a period up to year 3 (three) after the appointment and may be reappointed for a subsequent period.

Sehubungan dengan telah berakhirnya masa jabatan anggota Komite Audit sebelumnya yang telah menjabat selama dua periode yang dimulai dari RUPST 2008 sampai dengan ditutupnya RUPST tanggal 5 Juni 2014 dengan anggota sebagai berikut:

Due to the expiry of the term of office of former Audit Committee members who has served for two periods starting from AGMS in 2008 until the closing of the AGMS on June 5, 2014, with composition as follows:

1. Hartopo (Ketua dan Komisaris Independen) 2. Yanuar R.Madyantoro (Anggota – Profesional Independen) 3. Tonny (Anggota – Profesional Independen)

1. Hartopo (Chairman and Independent Commissioner) 2. Yanuar R.Madyantoro (Member - Independent Professional) 3. Tonny (Member - Independent Professional)

74



Maka, Perseroan telah menetapkan susunan anggota Komite Audit yang baru berdasarkan keputusan RUPST 2014 yang telah mengangkat Bapak Bambang Permantoro sebagai Komisaris Independen untuk periode RUPST 2014 sampai dengan RUPST 2017. Susunan Komite Audit yang baru tersebut adalah sebagai berikut:

Therefore, the Company has determined a new composition of Audit Committee based on the 2014 AGMS resolution that has appointed Mr Bambang Permantoro as Independent Commissioner for a period of 2014 AGMS – 2017 AGMS in 2017. The new composition of Audit Committee is as follows:

1. Bambang Permantoro (Ketua dan Komisaris Independen) 2. Binsar H. Nainggolan (Anggota – Profesional Independen) 3. James Alwyn Widjaja (Anggota – Profesional Independen).

1. Bambang Permantoro (Chairman and Independent Commissioner) 2. Binsar H. Nainggolan (Member – Independent Professional) 3. James Alwyn Widjaja (Member – Independent Professional).

Sesuai Peraturan OJK No. X.K.1 tentang Keterbukaan Informasi Yang Harus Segera Diumumkan kepada Publik, maka Perseroan telah melaporkan Susunan Komite Audit tersebut kepada OJK dan BEI melalui Surat No. 038/S-Corsec/GEMA/VI/2014 tanggal 9 Juni 2014.

In compliance with OJK Regulation No X.K.1 on the Information Disclosure That Should be Made Immediately to Public, the Company has informed the new Audit Committee composition to OJK and IDX with the Letter No. 038/S-Corsec/GEMA/VI/2014 dated June 9, 2014.

Profil Komite Audit

The Audit Committee’s Profile

BAMBANG PERMANTORO Ketua Chairman Profil Bambang Permantoro (Ketua Komite Audit dan Komisaris Independen) dapat dilihat dalam Bagian Laporan Manajemen Laporan Tahunan ini. For the profile of Bambang Permantoro (Chairman and Independent Commissioner), please refer to his profile in the Management Report hereof.

BINSAR H. NAINGGOLAN Anggota Member Binsar H. Nainggolan, anggota Komite Audit Perseroan, adalah kelahiran Jakarta, 5 Maret 1973, meraih gelar Sarjana Magister Akuntansi dari Universitas Indonesia pada 2004. Saat ini, beliau menjabat sebagai Direktur PT Pratama Siaga Mandiri, PT Putra Siaga Mandiri dan PT UKM Ventura. Beliau juga menjadi konsultan bisnis dan finansial serta konsultan pajak di beberapa perusahan lokal dan multinasional. Beliau pernah bekerja di Departemen Keuangan Republik Indonesia dari tahun 1992 sampai dengan tahun 2009. Binsar H. Nainggolan, a member of the Company’s Audit Committee, was born in Jakarta, March 5, 1973, a holder of Master’s Degree in Accounting from Universitas Indonesia in 2004. He serves as a Director in PT Pratama Standby Mandiri, PT Putra Standby Mandiri and PT UKM Ventura. He is also a business and financial consultant as well as tax consultant in several local and multinational companies. He once worked in the Ministry of Finance of the Republic of Indonesia from 1992 to 2009.



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TATA KELOLA PERUSAHAAN GOOD CORPORATE GOVERNANCE

JAMES ALWYN WIDJAJA Anggota Member James Alwyn Widjaja, kelahiran Jakarta, 6 Juni 1977, meraih gelar Sarjana Akuntansi dari Universitas Tarumanagara pada 1999. Beliau adalah Manajer Akuntansi dan Pajak di PT Buana Mitra usaha sejak September 2008. Sebelumnya beliau menjabat sebagai Manajer Akuntansi dan Keuangan di PT Prisma World Freight, Manajer keuangan di PT Camar Nuansa Airservice, dan Asisten Dosen Fakultas Ekonomi Universitas Kristen Krida Wacana (Ukrida). Pelatihan yang diikuti antara lain Pendidikan Pajak Brevet Terpadu A dan B di Ukrida pada tahun 2008. James Alwyn Widjaja, was born in Jakarta, June 6, 1977, a holder of Bachelor’s degree in Accounting from Universitas Tarumanagara in 1999. He is Manager of Accounting and Tax in PT Buana Mitra Usaha since September 2008. He previously served as Manager of Accounting and Finance in PT Prisma World Freight, Finance manager of PT Camar Nuansa Airservice, and Assistant Lecturer at the Faculty of Economics, Universitas Kristen Krida Wacana (Ukrida). The training he attended, among others, was Integrated Education of Brevet A and B Tax in Ukrida in 2008.

Tugas dan Tanggung Jawab Komite Audit

Duties and Responsibilities of Audit Committee

Komite Audit melaksanakan tugas dan tanggung jawabnya dengan mengacu pada Piagam Komite Audit yang disusun berdasarkan Peraturan OJK No. IX.I.5 Lampiran Surat Keputusan Ketua Bapepam dan LK’s No Kep-643/BL/2012 tanggal 7 Desember 2012 tentang Pembentukan dan Pedoman Pelaksanaan Kerja Komite Audit. Piagam Komite Audit ini merupakan pedoman agar Komite Audit dapat melaksanakan tugas dan tanggung jawabnya secara efisien, efektif, transparan, independen, dan dapat dipertanggungjawabkan sehingga dapat diterima oleh semua yang berkepentingan dan sesuai dengan peraturan dan perundang-undangan yang berlaku. Piagam Komite Audit dikaji secara periodik.

The Audit Committee conducts their job and responsibilities pursuant to the Audit Committe Charter arranged in accordance with OJK Regulation No. IX.I.5 the Attachment of Chairman of Bapepam-LK’s Decision Letter No Kep-643/BL/2012 dated December 7, 2012 on the Formation and Work Guidelines of the Audit Committee. The Audit Committe Charter is a directive document for the Audit Committee to conduct its duties and responsibilities in an efficient, effective, transparent and accountable manner to be acknowledged by the parties with concern and in compliance with the prevailing laws and regulations. The Audit Committee Charter is reviewed periodically

Tugas dan tanggung jawab Komite Audit adalah membantu Dewan Komisaris dalam melaksanakan fungsi pengawasannya terutama dalam hal:

Duties and responsibilities of the Audit Committee is to assist Board of Commissioners in carrying out its supervisory function, especially in term of:

a. Memeriksa dan mengkaji laporan keuangan Perseroan sebelum diserahkan kepada OJK, BEI atau masyarakat; b. Memeriksa kebijakan akuntansi untuk menjamin terpenuhinya kepatuhan hukum, aturan dan standard akuntansi yang berlaku; c. Mengkaji kepatuhan Perseroan terhadap peraturan pasar modal dan peraturan perundangan lainnya yang berkaitan dengan usaha Perseroan; d. Membuat laporan tahunan komite audit untuk kegiatan yang telah dilakukan untuk dilaporkan kepada Dewan Komisaris.

a. Examining and reviewing the Company’s financial reports prior to its submission to OJK, BEI or public; b. Checking the accounting policies to ensure the Company’s adherence to the prevailing laws,regulations and accounting standard; c. Reviewing the Company’s adherence to capital market regulations and other laws related to the Company’s business; d. Preparing the audit committee’s annual report on the activities that have been carried out, to be submitted to the Board of Commissioners.

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Pelaksanaan Rapat Komite Audit

Audit Committee Meetings

Komite Audit mengadakan pertemuan 4 kali dalam satu tahun yang dilaksanakan paling lambat 1 bulan setelah tanggal terakhir tiap triwulan. Rapat diadakan sesuai dengan agenda yang telah disepakati. Kehadiran masing-masing anggota komite dalam rapat sepanjang tahun 2014 adalah sebagai berikut:

The Audit Committee convenes four times in a year where each is conducted in not later than 1 month after the last date of each quarter. Meetings are held in accordance with the agreed agenda. The attendance of each member in the Audit Committee meetings throughout 2014 are as follows:

Nama Name

Jumlah Kehadiran No of Attendance

Tingkat Kehadiran (%) % of Attendance

Bambang Permantoro

3

100%

Binsar H. Nainggolan

3

100%

James Alwyn Widjaja

3

100%

Hartopo

1

100%

Yanuar R Madyantoro

1

100%

Tonny

1

100%

Kinerja Komite Audit

Performance of the Audit Committee

Kegiatan Komite Audit pada tahun 2014 hingga diterbitkannya laporan keuangan Perseroan tahun 2014 adalah sebagai berikut:

The Audit Committee's activities in 2014 until the issuance of the Company’s 2014 financial statements are as follows:

a. Melakukan kajian dan pembahasan atas proses penyusunan laporan keuangan Perseroan, draft final laporan keuangan audit tahun 2013, laporan keuangan triwulanan tahun 2014 sebelum dipublikasikan, serta isu pajak dan hukum. b. Melakukan kajian dan pembahasan atas perencanaan dan perkembangan audit laporan keuangan tahun 2013 dan kinerja auditor eksternal dengan manajemen. c. Melakukan kajian dan membahas perencanaan audit tahun 2013 dan 2014, serta realisasi audit dan temuan-temuan audit tahun 2013, berikut pemantauan atas tindak lanjutnya. d. Meminta informasi tentang anggaran dan kinerja Perseroan tahun 2013 dan 2014 untuk memahami perkembangan Perseroan.

a. Conducting a study and discussion of the process of preparing the Company's financial statements, the final draft of the audited financial statements of year 2013, year 2014 quarterly financial statements before the statements are published, as well as tax and legal issues. b. Together with Management conducting a study and discussion on the planning and development of the audits of financial statements in 2013 and on the performance of the external auditor. c. Reviewing and discussing the audit plan in 2013 and 2014, as well as the realization of auditing and audit findings in 2013, as well as monitoring the follow-up. d. Asking for information about the budget and the Company's performance in 2013 and 2014 to understand the development of the Company



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TATA KELOLA PERUSAHAAN GOOD CORPORATE GOVERNANCE 5.Sekretaris Perusahaan

5. Corporate Secretary

Pembentukan Fungsi Sekretaris Perusahaan

Establishment of Corporate Secretary Function

Dalam rangka meningkatkan pelayanan Emiten atau Perusahaan Publik kepada masyarakat dan investor, Emiten atau Perusahaan Publik wajib membentuk fungsi Sekretaris Perusahaan berdasarkan Peraturan OJK No. IX.I.4 tentang Pembentukan Sekretaris Perusahaan. Oleh karena itu, Perseroan telah mengangkat Sekretaris Perusahaan yang bertugas sebagai pejabat penghubung antara Perseroan dengan Organ Perseroan dan pemangku kepentingan. Sekretaris Perusahaan bertanggung jawab kepada Direktur Utama dan juga melaporkan pelaksanaan tugasnya kepada Dewan Komisaris.

In order to improve Issuers or Public Companies services to the public and investors, the Issuers or Public Companies shall establish the function of Corporate Secretary in line with OJK Regulation No. IX.1.4 on the Formation of the Corporate Secretary. Therefore, the Company has appointed a Corporate Secretary to act as the liaison between the Company, with its corporate organs, and stakeholders. The Corporate Secretary is responsible to President Director and also reports to the Board of Commissioners on the implementation of its responsibilities.

Direksi telah menunjuk Maria Natalia Agus sebagai Sekretaris Perusahaan sejak 8 Maret 2012.

Board of Directors has appointed Maria Natalia Agus as the Corporate Secretary since March 8, 2012.

Profil Sekretaris Perusahaan

Profile of the Corporate Secretary

MARIA NATALIA AGUS Sekretaris Perusahaan dan Internal Auditor Corporate Secretary and Internal Auditor Maria Natalia Agus menjabat sebagai Sekretaris Perusahaan dan Internal Auditor Perseroan sejak tahun 2012. Beliau telah bergabung dengan Perseroan sejak tahun 2007 dengan fokus di bidang keuangan dengan jabatan sebagai Deputy Direktur. Sebelum bergabung, beliau berkarir di Deloitte Touche Tohmatsu International (Hans, Tuanakotta, Mustofa dan Rekan) dari tahun 1992-1996 sebagai auditor dengan jabatan terakhir sebagai supervisor, kemudian di PT Tri Saga Sarana dari tahun 1997-1999 sebagai Manajer Keuangan dan Akuntansi dan di PT Vinotindo Grahasarana dari tahun 1999-2007 di bidang keuangan dengan jabatan terakhir sebagai General Manager. Beliau memperoleh gelar Sarjana Ekonomi bidang Akuntansi dari Universitas Tarumanagara pada tahun 1992 dan gelar Magister Manajemen dari Sekolah Tinggi Manajemen Prasetiya Mulya pada tahun 1997. Maria Natalia Agus has served as the Company’s Corporate Secretary and Internal Auditor since 2012. She has joined the Company since 2007 focusing on finance, positioned as Deputy Director. She previously made a career in Deloitte Touche Tohmatsu International (Hans, Tuanakotta, Mustofa and Associates) from 1992 to 1996 with last position as supervisor, then in PT Tri Saga Sarana from 1997 to 1999 as Finance and Accounting Manager, and in PT Vinotindo Grahasarana from 1999 to 2007 in finance with her last position as General Manager. She earned her Bachelor of Economics majoring in Accounting from Tarumanagara University in 1992 and Master of Management from Sekolah Tinggi Manajemen Prasetiya Mulya in 1997.

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Pelatihan yang diikuti beliau selama tahun 2013 adalah:

The training she attended in 2013 are as below:

1. Change Management oleh Rhenald Kasali. 2. Roadmap and Implementation GCG in Indonesia oleh Indonesian Corporate Secretary Association (ICSA). 3. Tugas dan Fungsi Sekretaris Perusahaan oleh ICSA. 4. Risk Management oleh ICSA. 5. Obligasi Syariah oleh ICSA dan OJK.

1. Change Management by Rhenald Kasali. 2. Roadmap and Implementation GCG in Indonesia by Indonesian Corporate Secretary Association (ICSA). 3. Duties and Functions of Corporate Secretary by ICSA. 4. Risk Management by ICSA. 5. Syariah Bond by ICSA and OJK.

Tugas dan Tanggung Jawab Sekretaris Perusahaan

Duties and Responsibilities of Corporate Secretary

Sekretaris Perusahaan memiliki tugas dan tanggung jawab untuk:

The responsibilities of Company Secretary are to:

a. Menyampaikan informasi material Perseroan secara tepat waktu dan akurat kepada seluruh pemangku kepentingan. Hal ini juga mencakup upaya penyebarluasan informasi kepada para investor dan pihak-pihak lainnya melalui berbagai media yang ada, termasuk RUPS, publikasi laporan keuangan baik triwulanan, tengah tahunan maupun tahunan, siaran pers, public expose serta melalui website Perseroan yaitu www.vivere.co.id b. Membantu Direksi terkait dengan pelaksanaan akuntabilitas dan tanggung jawab Direksi atas permasalahan-permasalahan yang terkait dengan tata kelola, dan kepatuhan atas ketentuan peraturan dan perundang-undangan yang berlaku khususnya peraturan pasar modal, dan kegiatan sosial. c. Bertindak sebagai pejabat penghubung antara Perseroan dengan regulator (OJK dan Bursa Efek Indonesia) dan masyarakat umum. d. Mempersiapkan dan menghadiri rapat Dewan Komisaris dan Direksi; memastikan hasil rapat telah didokumentasikan dengan baik di dalam risalah rapat.

a. Provide the Company’s material information to all stakeholders accurately and in a timely manner. This also covers the endeavor to disseminate information to investors and other parties are done through various media, including the GMS, financial statements publications, either quarterly, semi-annually, and annually, press releases, public exposes, as well as through the Company’s website, namely www.vivere.co.id. b. Assist the Board of Directors in matters regarding accountability as well as BOD responsibilities regarding corporate governance and compliance to prevailing laws and regulations, in particular regulations of the capital market, and social activities. c. Act as liaison officer between the Company and the regulatory institutions (OJK and Indonesia Stock Exchange) and the public. d. Prepare and attend the meetings of BOC and BOD; ensuring that meeting resolutions are properly documented in the minutes of meetings.

Di tahun 2014, Sekretaris Perusahaan Perseroan secara efektif telah menjalankan fungsinya antara lain :

In 2014, the Company’s Corporate Secretary effectively carried out its functions which comprised the followings:

a. Sebagai penghubung antara Perseroan dengan otoritas pasar modal, investor dan masyarakat umum; b. Bertanggung jawab dalam hal menyediakan, dan menyampaikan informasi yang penting mengenai Perseroan kepada masyarakat umum maupun kepada pemegang saham; c. Memberikan masukan kepada Dewan Direksi untuk mematuhi ketentuan UU Pasar Modal berikut peraturan pelaksanaannya; d. Menghadiri rapat gabungan Dewan Komisaris dan Direksi serta membuat minuta hasil rapat. e. Menyelenggarakan RUPS.

a. Acting as a liaison between the Company and capital market authorities, investors and the public; b. Taking the responsibility to provide and convey important information about the Company to the public as well and shareholders; c. Providing input to the Board of Directors to comply with the provisions of the Capital Market Law and its executing regulations. d. Attending joint meetings of the Board of Commissioners and Directors and make minutes of the meetings e. Organizing GMS.



79

TATA KELOLA PERUSAHAAN GOOD CORPORATE GOVERNANCE Korespondensi Sekretaris Perusahaan Kepada OJK

Corporate Secretary’s Correspondence to OJK

Tanggal / Date

80

Kegiatan / Activity

28 Maret 2014

Penyampaian Laporan Keuangan Interim Kuartal 1,2 dan 3-2013 (PSAK 38) Submission of the Revision of 1st, 2nd and 3rd Quarter 2013 Unaudited Financial Report

01 April 2014

Penyampaian Laporan Keuangan Tahun 2013-Diaudit dan Bukti Iklannya Submission of 2013 Audited Financial Report and the Proof of Advertisement

29 April 2014

Pemberitahuan Rencana dan Agenda Rapat Umum Pemegang Saham Tahunan dan Luar Biasa Annoucement of the AGMS and EGMS Plan and Agenda

30 April 2014

Penyampaian Laporan Keuangan Kuartal 1-2014-Tidak Diaudit Submission of 1st Quarter Unaudited Financial Report

30 April 2014

Penyampaian Laporan Tahunan 2013 Submission of 2013 Annual Report

06 Mei 2014

Penyampaian Bukti Iklan Pemberitahuan Rapat Umum Pemegang Saham Tahunan dan Luar Biasa Submission Proof of Advertisement-AGMS and EGMS Announcement

21 Mei 2014

Penyampaian Bukti Iklan Panggilan Rapat Umum Pemegang Saham Tahunan dan Luar Biasa Submission Proof of Advertisement-AGMS and EGMS Invitation

23 Mei 2014

Pengumuman Rencana Penyelenggaraan Paparan Publik-Tahunan Announcement of the Plan to Hold a Public Expose

02 Juni 2014

Penyampaian Materi Paparan Publik - Tahunan Submission of Public Expose Material

09 Juni 2014

Hasil Rapat Umum Para Pemegang Saham Tahunan dan Luar Biasa dan Bukti Iklannya Submission of AGMS and EGMS Results and the Proof of Advertisement

09 Juni 2014

Laporan Hasil Paparan Publik - Tahunan Submission of Public Expose Results

09 Juni 2014

Penyampaian Jadwal Dividen Tunai -E-reporting E - Reporting Cash Dividend Schedule

09 Juni 2014

Keterbukaan Informasi Yang Perlu Diketahui Publik tentang Penggantian Komite Audit Disclosure of Information on Changing Audit Committee

25 Juli 2014

Penyampaian Laporan Keuangan Interim Kuartal 2-2014-Tidak Diaudit dan Bukti Iklannya Submission of 2nd Quarter Unaudited Financial Report and the Proof of Advertisement

18 September 2014

Penjelasan atas Volatilitas saham GEMA per 16 September 2014 Explanation on Share Transaction Volatility as of September 16,2014

30 Oktober 2014

Penyampaian Laporan Keuangan Interim Kuartal 3-2014-Tidak Diaudit Submission of Unaudited 3rd Quarter Financial Report

20 November 2014

Keterbukaan Informasi Yang Perlu Diketahui Publik tentang Penggantian Kantor Akuntan Publik Disclosure of Information on Changing Independent Auditor

17 Desember 2014

Keterbukaan Informasi Yang Perlu Diketahui Publik 30 Tahun HUT VIVERE GROUP Disclosure of Information on 30 th Year Anniversary VIVERE GROUP



Korespondensi tersebut di atas juga disampaikan melalui e-reporting BEI (IDX-Net).

The above correspondences are also delivered via e-reporting of the Indonesia Stock Exchange (IDX-Net).

Akses kepada Informasi/Data Perusahaan

Access to Company Information/Data

Perseroan menyediakan seluruh informasi secara transparan untuk para pemangku kepentingan. Setiap informasi yang diberikan mengacu kepada prinsip keterbukaan dan pemenuhan terhadap perundang-undangan dan peraturan pasar modal yang berlaku.

The Company provides all information in transparency to the stakeholders. Any information is provided by referring to the principle of transparency and compliance with the prevailing laws and regulations in the capital market.

Untuk mendapatkan informasi lebih lanjut mengenai Perusahaan, dapat menghubungi:

To get more information about the Company, please contact:

Sekretaris Perusahaan

Corporate Secretary

GRAHA VIVERE, Lantai 8 Jl. Letjen S. Parman No. 6 Jakarta Barat 11480 Telp. (62-21) 5365 1588 Fax. (62-21) 5365 1587 Email: [email protected]

GRAHA VIVERE, Lantai 8 Jl. Letjen S. Parman No. 6 Jakarta Barat 11480 Telp. (62-21) 5365 1588 Fax. (62-21) 5365 1587 Email: [email protected]

6. Tata Kelola Pengawasan

6. Supervisory Governance

Unit Pengawasan Internal

Internal Audit Unit

Memenuhi Peraturan OJK nomor IX.I.7 Lampiran Keputusan Ketua Bapepam dan Lembaga Keuangan nomor Kep-496/BL/2008 tentang Pembentukan dan Pedoman Penyusunan Piagam Unit Audit Internal, Perseroan telah membentuk Unit Pengawasan Internal (UPI) dan menyusun Piagam Unit Pengawasan Internal yang menjadi pedoman kerja UPI.

In compliance with OJK Regulation No IX.I.7 Attachment of the Decision of the Chairman of Bapepam and LK No. Kep-496/BL/2008 on the Formation of and Guidelines for Internal Audit Charter Arrangement, the Company has established the Internal Audit Unit (“UPI”) and arranged the Charter of Internal Audit Unit that serves as guidelines for UPI.

Penunjukan Kepala UPI

Appointment of Head of UPI

Sejak 25 Maret 2012, Direksi telah menunjuk Maria Natalia Agus sebagai Kepala UPI. Beliau juga menjabat sebagai Sekretaris Perusahaan sejak 8 Maret 2012. Profil Ibu Maria Natalia Agus telah diuraikan sebelumnya dalam Profil Sekretaris Perusahaan.

Since March 25, 2012, Board of Directors has appointed Maria Natalia Agus as Head of UPI. She has also served concurrently as the Company’s Corporate Secretary since March 8, 2012. Profile of Mrs Maria Natalia Agus is already specified in the Profile of Corporate Secretary.

Struktur dan Kedudukan UPI

Structure and Position of UPI

Struktur UPI terdiri dari seorang Kepala UPI yang membawahi manager internal audit beserta timnya. UPI adalah fungsi independen yang langsung bertanggung jawab kepada Direktur Utama dan berkomunikasi secara intesif dengan Komite Audit. UPI berfungsi memberikan penilaian yang independen dan obyektif, serta jasa konsultasi, kepada Dewan Komisaris dan Direksi.

UPI consists of a Head of UPI who supervises an internal audit manager and the team. UPI is an independent function that is directly responsible to the President Director and communicates intensively with the Audit Committee. UPI functions are to provide independent and objective asessment, as well as service consultations to Board of Commissioners and Board of Directors.



81

TATA KELOLA PERUSAHAAN GOOD CORPORATE GOVERNANCE Tugas dan Tanggung Jawab UPI

Duties and Responsibilities of UPI

a. Menyusun dan melaksanakan rencana Audit Internal Tahunan; b. Menguji dan mengevaluasi pelaksanaan pengendalian internal dan sistem manajemen risiko sesuai dengan kebijakan Perseroan; c. Melakukan pemeriksaan dan penilaian atas efisiensi dan efektivitas di bidang keuangan, akuntansi, operasional, sumber daya manusia, pemasaran, teknologi informasi dan kegiatan lainnya; d. Memberikan informasi yang obyektif dan rekomendasi saran perbaikan tentang kegiatan yang diperiksa pada semua tingkat manajemen; e. Membuat laporan hasil audit dan menyampaikan laporan tersebut kepada Direktur Utama dan Dewan Komisaris; f. Memantau, menganalisis dan melaporkan pelaksanaan tindak lanjut perbaikan yang telah disarankan; g. Bekerja sama dengan Komite Audit; h. Menyusun program untuk mengevaluasi mutu kegiatan audit internal yang dilakukannya; i. Melakukan pemeriksaan khusus apabila diperlukan.

a. To develop and implement the Annual Internal Audit plan; b. To test and evaluate the implementation of the internal control and risk management systems in accordance with the Company’s policy; c. To inspect and assess the efficiency and effectiveness of The Company’s finance, accounting, operations, human resources, marketing, information technology and other activities; d. To provide objective information and recommendations of improvement for activities examined at all levels of management; e. To make the audit report and submit the report to President Director and the Board of Commissioners; f. To monitor, analyze and report the follow-up implementation of the improvements that have been suggested; g. To work closely with the Audit Committee; h. To arrange a program to evaluate the quality of the internal audit activities. i. To conduct special inspections if necessary.

Selama tahun 2014, UPI melakukan audit sehubungan pengendalian internal dan sistem manajemen risiko yang meliputi bidang penjualan, pengadaan, produksi, logistik dan proyek.

During 2014, UPI carried out auditing in respect of internal control and risk management system covering the areas of sales, procurement, production, logistics and project.

Dalam menjalankan tugasnya UPI berkoordinasi dengan tim audit ISO, Komite Audit dan auditor eksternal.

In carrying out their duties, UPI coordinates with ISO audit team, the Audit Committee and external auditors.

Auditor Eksternal

External Auditors

RUPST Perseroan tanggal 5 Juni 2014 memberi wewenang kepada Direksi Perseroan untuk menunjuk Kantor Akuntan Publik (KAP) dengan persetujuan Dewan Komisaris dan menetapkan besarnya honorarium beserta syarat-syarat penunjukkannya. Pertimbangan Perseroan dalam memilih KAP antara lain adalah sebagai berikut:

The Company’s AGMS dated June 5, 2014 has authorized the Board of Directors to appoint Public Accountants Firm (“KAP”) with the approval from the Board of Commissioners and to determine the honorarium along with the terms of his appointment. The Company’s considerations in selecting a public accounting firm in general are as follows:

a. KAP tersebut terdaftar di Bursa dan OJK b. Memiliki reputasi baik; c. Memiliki pengalaman melakukan audit terhadap perusahaan terbuka.

a. The KAP is registered on the Capital Market and OJK; b. Has a good reputation; c. Has an experience in conducting audits of publicly listed company

Direksi Perseroan telah menunjuk Kantor Akuntan Tanubrata Sutanto Fahmi dan Rekan untuk melakukan audit atas Laporan Keuangan Konsolidasian Perseroan dan Entitas Anak untuk tahun buku 2014. Biaya jasa yang dibayarkan kepada auditor independen masingmasing sebesar Rp405 juta, Rp500 juta dan Rp290 juta, untuk tahun 2014, 2013 dan 2012.

The Board of Directors has appointed the office of Tanubrata Sutanto Fahmi and Associates Public Accountants to conduct an audit of the Consolidated Financial Statements of the Company and its Subsidiaries for the financial year 2014. Service fees paid to the independent auditors were Rp 405 million, Rp 500 million and Rp290 million for years 2014, 2013 and 2012, respectively.

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7. Sistem Pengendalian Internal

7. Internal Control System

Perseroan merancang dan menerapkan pengendalian internal mengacu pada konsep utama kerangka kerja sebagai berikut:

The Company designs and implements internal control refers to the main concept of the framework as follows:

a. Pengendalian internal adalah suatu proses, maka Perseroan merancang prosedur sebagai panduan kerja yang di dalamnya memuat pengendalian internal; b. Pengendalian internal sangat ditentukan oleh faktor manusia, maka Perseroan memastikan bahwa prosedur tersebut dijalankan oleh karyawan; c. Pengendalian internal ditetapkan untuk memberi keyakinan bahwa cara yang ditetapkan akan menjamin tercapainya tujuan; d. Pengendalian internal adalah salah satu komponen penggerak tercapainya tujuan Perseroan bukan suatu proses yang berbeda atau bertentangan dengan proses mengelola perusahaan.

a. Internal control is a process, so the Company designs work procedures as a guidelines that includes internal control;b. Internal control is largely determined by human factor. Therefore, the b. Company ensures that the procedure is carried out by the employee; Internal control is set to give assurance that the determined ways will ensure the achievement of the set goals; c. Internal control is one of component to drive the achievement of the Company;s objectives which is not different from or conflicting the d. Company’s management process.

Kaji ulang atas sistem pengendalian internal ditujukan untuk memastikan kehandalan laporan keuangan, kepatuhan terhadap hukum dan peraturan yang berlaku, tata kelola dan pengendalian risiko, berjalannya fungsi pengendalian yang dapat mencegah dan mendeteksi penggelapan (fraud) dan melindungi asset Perseroan. Kaji ulang atas sistem pengendalian internal dilakukan secara berkala melalui audit internal oleh UPI dan tim auditor ISO serta audit eksternal oleh kantor akuntan publik.

The review of the internal control system is intended to ensure the reliability of financial reporting, compliance with applicable laws and regulations, corporate governance and risk control, the functioning of the control that can prevent and detect fraud and protect the assets of the Company. The Review on the internal control system is conducted regularly through internal audit carried out by UPI and ISO auditors as well as the external audit by public accountants.

8. Manajemen Risiko

8. Risk Management

Berikut ini adalah risiko-risiko usaha yang dihadapi Perseroan dan manajemen risiko yang dilakukan oleh Perseroan sebagai usaha mitigasi risiko-risiko tersebut:

The following are business risks faced by the Company and risk management undertaken by the Company as mitigation efforts of such risks:

Risiko Melambatnya Pertumbuhan Ekonomi

Risks of the Economic Growth Slowdown

Apabila pertumbuhan ekonomi melambat atau stagnan, maka akan terjadi penurunan investasi ke dalam negeri yang biasanya dapat memberikan dampak kepada Perseroan jika diikuti dengan penurunan pembangunan perkantoran, perumahan, hotel dan apartemen. Jika hal ini terjadi, maka akan terjadi penurunan permintaan produk interior dan furnitur yang akan mempengaruhi penjualan Perseroan. Perseroan mengantisipasi hal tersebut dengan mengembangkan segmen pasar sasaran dan juga memperluas wilayah yang tadinya hanya fokus di wilayah Jabodetabek, ke wilayah Jawa, Bali, lalu ke kota-kota besar lain di Indonesia.

In the slowdown or stagnancy of the economic growth, the inflow of foreign investment into the country will decrease, which may usually affect the Company if its is followed by a decline in the construction of offices, residential, hotels and apartments. If this happens, there will be a decline in demand for interior products and furniture that will affect the Company’s sales. The Company anticipates this risk by developing targeted market segments and expanding the area, not just focusing on Jakarta and greater area, but also Java, Bali, and then other major cities in Indonesia.

Risiko Tingkat Suku Bunga dan Mata Uang Asing

Risks in Interest Rates and Foreign Exchange

Risiko yang timbul karena perubahan tingkat suku bunga dan nilai tukar mata uang Rupiah terhadap mata uang asing yang signifikan dan dalam waktu singkat serta dapat meningkatkan harga bahan baku, dan biaya modal atau biaya pinjaman.

The risk caused by changes in interest rates and in the exchange rate of the Rupiah against foreign currencies that are significant and occuring in a short period of time and also increase the raw material prices, as well as the cost of capital or the cost of loans.



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TATA KELOLA PERUSAHAAN GOOD CORPORATE GOVERNANCE Perseroan mengelola risiko ini dengan menjual produk barang dan jasa dengan harga yang tidak hanya berdasarkan biaya dan marjin keuntungan, tetapi telah memasukkan faktor persaingan, positioning dan risiko perubahan nilai tukar melalui kebijakan harga berindeks mata uang asing (USD), walaupun tetap menjual dalam mata uang Rupiah sesuai peraturan yang berlaku di Indonesia.

The Company manages this risk by selling goods and services at prices that are not only based on cost and profit margins, but also by incorporating the factors of competition, positioning and risk of changes in exchange rate policy through indexed price of foreign currency (USD), although still sells dollars according to prevailing regulations in Indonesia.

Pembahasan lebih rinci tentang pengelolaan risiko tingkat suku bunga dan mata uang asing dapat dilihat dalam laporan keuangan konsolidasian Perseroan yang telah diaudit yang menjadi bagian yang tidak terpisahkan dalam laporan tahunan ini.

A more detailed discussion on the management of risks in interest rates and foreign exchange is elaborated in the Company's audited consolidated financial statements that constitute integral part in this annual report.

Risiko Kredit

Credit Risk

Risiko kredit adalah risiko sehubungan dengan pengelolaan piutang usaha. Perseroan melakukan pengawasan kolektibilitas piutang usaha sehingga dapat diterima penagihannya secara tepat waktu dan juga melakukan penelaahan atas masing-masing piutang pelanggan secara berkala untuk menilai potensi timbulnya kegagalan penagihan dan membentuk pencadangan berdasarkan hasil penelaahan tersebut.

Credit risk relate to managing of account receivables. The Company supervises the collectibility of account receivables in a timely manner and also conducts a review of individual customer accounts on a regular basis to assess the probability of failure of collection and provide an allowance based on the results of the review.

Pembahasan lebih rinci tentang pengelolaan risiko kredit dapat dilihat dalam laporan keuangan konsolidasian Perseroan yang telah diaudit yang menjadi bagian yang tidak terpisahkan dalam laporan tahunan ini.

A more detailed discussion on the management of credit risk is elaborated in the Company's audited consolidated financial statements that constitute integral part in this annual report.

Risiko Likuiditas

Liquidity Risk

Risiko likuiditas timbul apabila Perseroan menemukan kesulitan dalam mewujudkan asetnya atau mengumpulkan dana untuk memenuhi komitmen terkait dengan liabilitas keuangannya. Perseroan mengelola likuiditas dengan membuat rencana penerimaan dan pengeluaran dalam bentuk perencanaan arus kas secara periodik dan melakukan monitoring atas realisasinya. Perseroan menempatkan kelebihan atas kas dalam instrumen keuangan dengan risiko yang rendah namun memberikan imbal hasil yang memadai pada lembaga - lembaga keuangan yang memiliki kredibilitas dan rating yang dapat dipertanggungjawabkan.

Liquidity risk arises when the Company encounter difficulty in realizing its assets or otherwise raising funds to meet commitments associated with its financial liabilities.

Pembahasan lebih rinci tentang pengelolaan risiko likuiditas dapat dilihat dalam laporan keuangan konsolidasian Perseroan yang telah diaudit yang menjadi bagian yang tidak terpisahkan dalam laporan tahunan ini.

A more detailed discussion on the management of liquidity risk is elaborated in the Company's audited consolidated financial statements that constitute integral part in this annual report.

Risiko Persaingan Usaha

Competition Risk

Sebagai salah satu industri yang paling kompetitif, kompetisi dalam industri interior dan furnitur sendiri saat ini semakin ketat dengan harga-harga yang sangat kompetitif. Ditambah lagi dengan kemunculan para pemain baru terutama tantangan asing sehubungan dengan diberlakukannya Masyarakat Ekonomi ASEAN (MEA) 2015.

As one of the most competitive industries, competition in the interior and furniture industry is now getting tougher with very competitive prices. It is coupled with the emergence of new players, especially foreign challenges as a result of the implementation of the ASEAN Economic Community (AEC) 2015.

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The Company manages liquidity by making the plan revenue and expenditure in the form of periodic cash flows planning and monitoring of their realization. The Company put the excess of cash in financial instruments with low risk but provide adequate returns on financial institutions that have credibility and rating may be applied.


Perseroan menjawab tantangan tersebut dengan melakukan strategi “Total Solution” yang dapat memberikan layanan yang lengkap dengan harga kompetitif kepada pelanggan.

The Company answers the challenge by pursuing a strategy of "Total Solution" which can provide a complete service at competitive prices to customers.

Risiko Ketidakpuasan Klien

Risk of Client Dissatisfaction

Pengerjaan sebuah proyek interior adalah suatu proses yang kompleks karena melibatkan beberapa pihak mulai dari klien, manajer konstruksi, desainer, sampai kontraktor dan supplier. Banyaknya pihak yang terlibat terkadang menimbulkan masalah selama proses pekerjaan berlangsung. Apabila hal ini menimbulkan ketidakpuasan klien, maka kolektibilitas tagihan akan terpengaruh. Perseroan mengantisipasi risiko ketidakpuasan pelanggan dengan menerapkan Total Quality Management di samping penerapan ISO-9001 dan OHSAS. Mulai kuartal 4 tahun 2012 ini Perseroan telah menerapkan ERP (Enterprise Resource Planning) System SAP yang diyakini akan meningkatkan kepuasan pelanggan dari sisi kualitas, biaya atau harga, pengiriman dan keamanan dari produk dan layanan Perseroan.

Arrangement of an Interior work is a complex process because it involves several parties ranging from the client, construction manager, designer, to the contractor and supplier. This highly involved may cause problems during the work process. If this causes client dissatisfaction, the collectibility of the bill will be affected. The Company anticipates the risk of customer dissatisfaction by implementing Total Quality Management in addition to the implementation of ISO-9001 and OHSAS. Starting from the 4th quarter of 2012, the Company has implemented ERP (Enterprise Resource Planning) System SAP which is believed will enhance customer satisfaction in terms of quality, cost or price, delivery and safety of the Company's products and services.

9. Kode Etik dan Budaya Perusahaan

9. Code of Conducts and Corporate Values

Kode Etik

Code of Conduct

Perseroan telah memiliki Pedoman Kode Etik yang mengatur pedoman perilaku hubungan internal perusahaan dan hubungan dengan pihak pemasok. Kode Etik ini juga merupakan bagian yang tak terpisahkan dari kebijakan-kebijakan dalam Peraturan Perusahaan, Peraturan Disiplin Perusahaan dan peraturan-peraturan lainnya. Karena itu, Kode Etik ini menjadi panduan untuk bersikap, berperilaku dalam menjalankan tugas sehari-hari, serta pedoman dalam setiap pengambilan keputusan.

The Company has in place Code of Conduct Guidelines that regulate the conducts in inter-office relationship and in interaction with suppliers. This Code of Conduct is also an integral part of the policies in the Company’s Regulation, Company’s Disciplinary Regulation and other regulations. Therefore, the Code of Conduct has become the framework (guide) on behaviour, to conduct oneself in performing everyday tasks, as well as guidance on making any decisions.

Pedoman Kode Etik ini disosialisasikan secara serentak kepada para pemasok dan karyawan pertama kali pada 5 Mei 2013. Sosialisasi terus dilanjutkan untuk para pemasok dan karyawan yang baru bergabung dengan Perseroan.

The Code of Conduct Guidelines were first disseminated simultaneously to the Company’s suppliers and employees on May 5, 2013. The Dissemination is still continued for the Company’s newly joined suppliers and employees

Apabila terjadi pelanggaran Kode Etik, maka pelaku dikenakan sanksi sebagaimana yang diatur dalam Peraturan Perusahaan. Peraturan ini berlaku sama baik untuk Komisaris, Direksi, karyawan dan pemasok.

In the event of a violation of the Code of Conduct, a sanction shall be imposed to the person violating the Code of Conduct as provided in the Company’s Rule. This Rule applies equally to the Board of Commissioners, the Board of Directors, employees and suppliers.

Budaya Perusahaan

Corporate Culture

Perseroan meyakini bahwa Budaya Perusahaan akan menyatukan langkah setiap karyawan menuju VISI dan MISI Perseroan dan kehidupan karyawan sendiri yang lebih berkualitas. Untuk itu Perseroan telah memformulasikan bahwa “Manusia yang Berkualitas dan Kerja yang Berkualitas akan menghasilkan Kehidupan yang Berkualitas”.

The Company believes that the Corporate Culture will intergrate all the steps of the Company’s employees towards the Company’s Visions and Mission and better quality life. Therefore, the Company has formulated that “Quality People and Quality Work will produce Quality Life”.



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TATA KELOLA PERUSAHAAN GOOD CORPORATE GOVERNANCE Perseroan menerjemahkan Budaya Perusahaan tersebut sebagai berikut:

The Company interpretes the above Corporate Culture as follows:

1. Manusia yang Berkualitas adalah manusia dengan

1. Quality People are the people with the following

karakteristik sebagai berikut:

characteristics:

1.1.Integritas Integritas adalah kesatuan antara kata dan perbuatan, keyakinan dan perilaku; tampil apa adanya karena kebenaran yang diutamakan.

1.1. Integrity Integrity is which a unity between words and deeds, beliefs and behaviors which appearing as it is because the truth need to be preceded.

Integritas adalah kejujuran; jujur kepada diri sendiri dan sesama,khususnya kepada setiap pelanggan.

Integrity is honesty; honest to oneself and others, especially to every customer.

1.2.Akuntabilitas Akuntabilitas merupakan sikap yang positif, aktif, antisipatif dan melihat ke depan dalam bekerja.

1.2. Accountability Accountability is a positive active, anticipatory attitude and always looking forward in performing the duties.

1.3.Keingintahuan Keingintahuan adalah salah satu faktor pendorong yang penting, yang merangsang seseorang untuk mencari dan menanggapi tantangan. Karena rangsangan, maka pengetahuan, ketrampilan dan kompetensi seseorang meningkat dan berkembang.

1.3. Curiousity Curiousity is one of the important driving factors that stimulate a person to seek and respond to challenges. Stimuli will develope people’s knowledge, skills and competencies.

Keingintahuan mengembangkan inisiatif, kehendak menciptakan nilai tambah dan terus mengupayakan hasil kerja yang lebih bermutu.

Curiousity develops initiative, a will to create added values and to continue to pursue better quality work.

1.4.Kerendahan Hati Kerendahan hati yang manusiawi adalah kesadaran akan keterbatasan diri, yang segera diikuti dengan upaya belajar, melakukan perbaikan serta mengusahakan yang lebih baik.

1.4. Humility Humility is the consciousness of someone’s self limitations that is immediately followed by an attempt to learn, make improvements and seeks better performance.

1.5.Rasa Memiliki Rasa memiliki menjadi seseorang menyatu, melebur ke dalam kerja dan usahanya. Hidup adalah karyanya. Inilah ciri khas seorang “owner”.

1.5 Think as Owner A sense of bellonging integrates a person with his/her work and an effort, his/her life is his/her own creation, which is a specific nature of an “owner”.

2. Kerja yang Berkualitas adalah

2. Quality Work is

2.1.Fokus pada Pelanggan Pelanggan adalah keseluruhan proses mulai dari awal hingga akhir. Tugas kita adalah bagaimana memberikan nilai tambah kepada pelanggan tersebut dengan menghasilkan produk yang berkualitas.

2.1 Customer Focus Customers are involved in the whole process from the beginning to the end. Our job is to provide added values to customers by producing quality products.

Arti berkualitas adalah QCDSM yaitu Quality, Cost, Delivery, Safety-health-environment and Morale.

The mean ing of Quality here is QCDSM: Quality, Cost, Delivery, Safety-health-environment and Morale.

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2.2.Mengutamakan K3 Kesehatan dan Keselamatan Kerja menjadi pola kerja yang konsisten dengan prosedur dan standar tertulis. Setiap ditemukan adanya masalah atau potensi masalah K3 maka harus dilakukan tindakan perbaikan dan tindakan pencegahan.

2.2. SHE Excellence Occupational Health and Safety becomes a work pattern consistent with written procedures and standards. Problems or potential problems occuring in occupational health and safety should be corrected and prevented from future occurance.

2.3. Kerjasama Prinsip kerjasama diawali dengan kematangan individu yang ditandai dengan integritas, mentalitas kelimpahruahan dan tidak menyalahkan orang lain.

2.3. Teamwork The principle of teamwork begins with an individual maturity characterized by integrity, abundance mentality and not putting the blame on others.

2.4. Inovasi Inovasi berarti berani untuk mencoba sesuatu yang baru dengan pola pikir yang menembus batas dan keluar dari kotak yang membelenggu diri dengan hal yang sudah biasa dan nyaman.

2.4. Innovation Innovation means daring to try something new with a mindset that permeates boundaries and out of the box that unchains theirselves from the familiar and comfortable zone.

Implementasi inovasi yang efektif harus diimbangi dengan kemampuan mengelola risiko dan berani belajar dari kesalahan yang pernah terjadi.

Implementation of effective innovation must be balanced with the ability to manage risk and dare to learn from the mistakes that have occurred.

2.5. Bekerja Tuntas Bekerja Tuntas harus diawali dengan menetapkan sasaran yang spesifik,dapat diukur,dapat dicapai, realistis dan dengan tenggat waktu tertentu atau SMART (Specific, Measurable, Achievable, Realistic and Timely). Bekerja Tuntas menyelesaikan tugas sesuai dengan sasaran yang telah ditetapkan.

2.5.Get It Done Get It Done must begin by setting goals that are specific, measurable, achievable, realistic and in specific deadlines or SMART (Specific, Measurable, Achievable, Realistic and Timely). Get It Done means to complete the task in accordance with the set goals.

Budaya Perusahaan ini terus-menerus disosialisasikan kepada seluruh karyawan termasuk Direksi pada setiap kesempatan dan dipublikasikan dalam laman Perseroan.

This Corporate Culture has been ceaselessly disseminated to all employees, including the Board of Directors, at any opportunity and published in the Company’s website.

Aksi Korporasi

Corporate Action

Aksi Korporasi (Corporate Action) adalah aksi perusahaan atau langkah perusahaan dalam rangka meningkatkan kinerja atau menunjukkan kinerja baik untuk jangka pendek maupun jangka panjang.

Corporate action is a measure or action taken by a company in view of improving its performance or showing its positive performance for a short term or long term.

Salah satu aksi korporasi yang dilakukan oleh Perseroan di tahun 2014 adalah pembagian dividen tunai kepada pemegang saham sebesar Rp2.240.000.000 (dua milyar dua ratus empat puluh juta Rupiah) atau sebesar 12,08% dari laba bersih Perseroan tahun buku 2013, dimana setiap saham akan memperoleh dividen tunai sebesar Rp 7 (tujuh Rupiah).

One of corporate actions conducted by the Company was the distribution of cash dividends to shareholders in the amount of Rp2,240,000,000 (two billion and two hundred forty million Rupiah) or 12.08% of the Company’s net income of financial year 2013, meaning that each share will receive a cash dividend of Rp 7 (seven Rupiah).

Whistle Blowing System

Whistle Blowing System

Whistle Blowing System adalah sistem pelaporan pelanggaran yang memungkinkan setiap orang untuk melaporkan adanya dugaan kecurangan, pelanggaran hukum dan etika serta misconduct lainnya yang dilakukan di dalam organisasi Perseroan.

Whistle Blowing System is a violation reporting system that allows anyone to report any suspected fraud, violations of law and ethics and other misconduct committed in the organization of the Company.



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TATA KELOLA PERUSAHAAN GOOD CORPORATE GOVERNANCE Saat ini Manajemen GGS masih mengkaji kemungkinan diterapkannya sistem ini dalam organisasi Perseroan.

At present, GGS is still reviewing the possibility to implement the system within the Company’s organization.

Informasi Perkara Penting dan Sanksi Administrasi

Information on Important Cases and Administration Sanctions

Selama tahun 2014 tidak terdapat perkara penting dan sanksi administrasi dari otoritas pasar modal atau otoritas lainnya kepada Perseroan dan Anak Perusahaan, Dewan Komisaris dan Dewan Direksi Perseroan.

Throughout 2014, there were no significant cases and administrative sanctions imposed by the capital market authority or other authority to the Company and its subsidiaries, Board of Commissioners and Board of Directors of the Company.

Permasalahan Hukum

Legal Cases

Permasalahan hukum adalah merupakan perkara perdata dan pidana yang dihadapi Perseroan selama periode laporan tahunan dan telah diajukan melalui proses peradilan.

Legal cases are criminal and civil cases that are undergone by the Company during the period of report year and have been filed through judicial proceedings.

Sepanjang tahun 2014, tidak terdapat permasalahan hukum yang dihadapi oleh Perseroan yang memiliki dampak material pada kondisi usaha atau keuangan Perseroan.

Throughout 2014, the Company did not encounter any legal case that has a material impact on the business or financial condition of the Company.

Pemenuhan Kewajiban Pajak

Fulfillment of Tax Obligations

Perseroan selalu melaksanakan kewajiban perpajakan untuk PPh maupun dalam pembayaran kewajiban Pajak lainnya. Pada tahun 2014 Perseroan tidak memiliki perkara penting atau hal lain terkait pemenuhan kewajiban pajak.

The Company has always fulfilled its tax obligations in the payments of income tax and other tax obligations. In 2014, the Company did not have any important matter or other matters related to the fulfillment of tax obligations.

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TANGGUNG JAWAB SOSIAL PERUSAHAAN CORPORATE SOCIAL RESPONSIBILITY

TANGGUNG JAWAB SOSIAL PERUSAHAAN CORPORATE SOCIAL RESPONSIBILITY Komitmen Terhadap Perusahaan

Tanggung

Jawab

Sosial

Commitment to CSR

Program tanggung jawab sosial perusahaan atau corporate social responsibility (CSR) telah lama menjadi bagian strategis dari kegiatan VIVERE, yang meliputi aspek (1) sosial kemasyarakatan, (2) lingkungan hidup, (3) ketenagakerjaan, kesehatan dan keselamatan kerja serta (4) tanggung jawab produk dan jasa. Kesemua aspek tersebut dijalankan sebagai bagian dari proses aktivitas usaha Perseroan dan diharapkan dapat memberikan manfaat nyata bagi pemangku kepentingan baik internal maupun eksternal.

Corporate social responsibility (CSR) programs have long been a strategic part of VIVERE Group’s activities, which cover the fields of (1) social and community, (2) environmental, (3) labor, safety and health, as well as (4) product liability. These fields are applied as part of the Company’s business process and expected to help deliver tangible benefits to the stakeholders, both internal and external.

1. Pengembangan Sosial dan Kemasyarakatan

1. Social and Community Development

1.1 VIVERE for Education

1.1 VIVERE for Education

Dukungan VIVERE Group di sektor pendidikan di Indonesia merupakan prioritas utama dalam rangka tanggung jawab sosial korporasi dan merupakan salah satu wujud dari tanggung jawab Perseroan sebagai warga korporasi yang baik di Indonesia. Hal ini didasari oleh pemikiran bahwa masih banyak ruang untuk kontribusi langsung di sektor ini mengingat berbagai kendala yang dihadapi dunia pendidikan di Indonesia, salah satunya mahalnya biaya pendidikan di perguruan tinggi.

Support for the educational sector in Indonesia represents a high priority activities for VIVERE Group in terms of its CSR, as one of the many ways of fulfilling its responsibility as a good corporate citizen in Indonesia. The Company believes to be able to contribute effectively in the educational sector, seeing that there are still many obstacles to be faced in improving the overall quality of education in Indonesia, one of which is the expensive college/university tuitions.

Berangkat dari pemikiran tersebut, sejak tahun 2009 VIVERE Group telah menyelenggarakan program beasiswa berkelanjutan “VIVERE for Education”.

Embarking from the above idea, since 2009 VIVERE Group has been holding a sustainable scholarship program named “VIVERE for Education”.

VIVERE for Education adalah bentuk tanggung jawab sosial VIVERE Group yang berkomitmen pada bidang pendidikan, sesuai dengan misinya untuk mencerdaskan anak bangsa. Program ini dilaksanakan dengan bekerja sama dengan beberapa Universitas terkemuka antara lain: Universitas Indonesia, Institut Teknologi Bandung, Universitas Atmadjaya-Jogyakarta, Prasetiya Mulya Business School dan Universitas Bina Nusantara. VIVERE for Education didedikasikan untuk siswa Indonesia berprestasi yang berasal dari keluarga kurang mampu. Program beasiswa pendidikan penuh ini meliputi biaya hidup, biaya buku serta biaya semester untuk menyelesaikan pendidikan di Perguruan Tinggi.

VIVERE for Education is the embodiment of VIVERE Group’s commitment to education, in accordance with the Group’s mission to educate the youth of the nation. This program is carried out in collaboration with a number of prominent universities in Indonesia, such as: Universitas Indonesia, Institut Teknologi Bandung, Universitas Atmadjaya-Jogyakarta, Prasetiya Mulia Business School and Universitas Bina Nusantara. VIVERE for Education is dedicated to high achievers among Indonesian students from less privileged backgrounds. The program provides the students with full scholarship covering the cost of living, cost of books and student fees, aiming to help them complete their education in university level.

Saat ini, VIVERE for Education telah memberikan beasiswa kepada 34 mahasiswa dan menghasilkan 27 orang sarjana dari berbagai disiplin ilmu dari berbagai Universitas ternama di Indonesia.

Currently, VIVERE for Education has provided full scholarships to 34 students and helped 27 students to earn their bachelor’s degrees in various majors from a number of prominent universities in Indonesia.

1.2 VIVERE for Education Community

1.2 VIVERE for Education Community

Dalam perayaan HUT-nya yang ke-30 di bulan Desember 2014, Perseroan meluncurkan VIVERE for Education Community, suatu komunitas yang akan menyelenggarakan kegiatan pengembangan

Celebrating the commemoration of its 30th Anniversary in December 2014, the Company launched VIVERE for Education Community, a community that will organize human resource development activities

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Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility

SDM dalam bentuk seminar, pelatihan dan workshop. Para penerima beasiswa dari program beasiswa VIVERE for Education diharapkan dapat berkontribusi dan menjadi bagian dari VIVERE for Education Community. Dalam jangka panjang, Perseroan merencanakan untuk mendirikan “VIVERE for Education Foundation”, sehingga lebih banyak aktivitas pengembangan sumber daya manusia yang dapat dikerjakan bersama sebagai bagian dari pengabdian VIVERE Group kepada masyarakat, bangsa dan negara.

in the forms of seminars, training and workshops. The recipients of VIVERE for Education scholarship are expected to contribute and partake in this VIVERE for Education Community program. In the long term, the Company plans to establish “VIVERE for Education Foundation”, so that there will be more activities in human resources development to be held together as part of VIVERE Group’s devotion to the community, the nation, and the country.

1.3 Pemberdayaan Karyawan

1.3 Employee Empowerment

Agar dapat berjalan secara efektif, gagasan pengembangan sosial dan kemasyarakatan VIVERE Group, dirancang dengan konsep yang jelas yaitu harus bersifat memberdayakan, terpadu dan berkelanjutan, sehingga efektif dalam mencapai sasaran yang dikehendaki. Salah satu inisiatif itu terwujud dalam program pemberdayaan karyawan yang telah dilaksanakan sejak tahun 1993 Program ini bertujuan untuk membantu memberdayakan pekerja borongan dengan memberikan pelatihan dan pendidikan sesuai dengan standar VIVERE, hingga kini telah mampu berkembang mandiri menjadi mitra VIVERE Group.

To ensure their effectiveness, our social and community development initiatives are designed in a clear concept as empowering, integrated, and sustainable programs that aim to empower the beneficiaries. One of the initiatives is the employee empowerment program that has been conducted since 1993. The program is targeted to empower our contracting workers by equipping them with educational and skill trainings in accordance with VIVERE’s standards. As a result, they are now able to become independent business partners of VIVERE Group.

1.4 Program Sosial

1.4 Social Programs

Sebagai bentuk kepeduliannya terhadap masyarakat, Perseroan juga mengadakan program-program sosial, yang di tahun 2014 terdiri dari kegiatan sebagai berikut: - Donor darah; - Bantuan rumah ibadah; - Sistem magang bagi siswa dari institusi pendidikan formal maupun informal; - Pemberian insentif kepada anak-anak karyawan yang berprestasi; - Acara buka puasa bersama dan pemberian santunan kepada anak-anak yatim piatu dari Yayasan Al-Mawaddah, Jakarta.

As a form of its care about the people, the Company also conducts a number of social programs, which in 2014 consisted of the following activities: - Blood donation; - Donation for houses of worship; - Apprenticeship system for students from formal and informal educational institutions; - Giving incentives for employees’ children with good academic achievement. - Fast breaking and giving donations to orphaned children from Al-Mawaddah Foundation, Jakarta.

1.5 Dana Program Sosial Perseroan

1.5 Social Program Fund

Dana yang dialokasikan untuk kegiatan program sosial Perseroan pada tahun 2014 adalah Rp391.883.000 (tiga ratus sembilan puluh satu juta delapan ratus delapan puluh tiga ribu Rupiah).

Total fund allocated for the Company’s social program activities conducted in 2014 amounted to Rp391.883.000 (three hundred ninety one million eight hundred and eighty-three thousand Rupiah).

2. Lingkungan Hidup

2. Environment

Untuk mewujudkan tanggung jawabnya terhadap lingkungan, Perseroan terus berupaya meningkatkan penerapan langkahlangkah sebagai berikut:

In order to realize its responsibility to the environment, the Company strives to continuously enhance implementation of the following measures:

(1) Menggunakan bahan baku dan bahan pembantu yang less formaldehyde serta memenuhi standar kesehatan NIOSH dan SNI.

(1) The use of raw and supporting materials that are less formaldehyde and comply with NIOSH health standards and SNI.



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TANGGUNG JAWAB SOSIAL PERUSAHAAN CORPORATE SOCIAL RESPONSIBILITY Contoh: penggunaan lem putih daripada lem kuning, dan penggunaan water based finished wood coating paint yang telah mendapat EU Ecolabel 2011 pada koleksi furnitur yang diproduksi Perseroan.

For example: The use of white glue instead of yellow glue, MDF or Class E1 PB, water based finished wood coating paint with EU Ecolabel 2011 for the Company’s furniture collections.

(2) Mengendalikan setiap proses produksi agar tidak terjadi limbah (waste) berlebihan yang berarti penghematan penggunaan sumber daya material.

(2) To control every step of production process to avoid over abundant waste that leads to ecient use of material resources.

(3) Mengatur penggunaan air dengan mengatur pengeluaran debit air.

(3) To control the use of water by regulating the water discharge.

(4) Memenuhi standar emisi gas buang, kebisingan, debu dan limbah air hasil dari proses produksi.

(4) To comply with standards for exhaust gas emission, noise, dusts and waste from the production processes.

(5) Menjual produk-produk yang telah mendapat sertifikasi lingkungan, sebagaimana dijelaskan di bawah ini.

(5) To sell products with eco-friendly certications, as described in the followings.

PT. Laminatech Kreasi Sarana menjadi distributor tunggal di Indonesia untuk produk-produk:

PT Laminatech Kreasi Sarana is a sole distributor in Indonesia for the following products:

(a) High Pressure Laminate merek Wilsonart di Indonesia yang telah memiliki sertikasi antara lain sebagai berikut: - Forest Stewardship Council (FSC), GREENGUARD Indoor Air Quality Certification, - GREENGUARD Children and Schools Certification, - NSF International, The Public Health and Safety Company™, - SCS Global Services (SCS) and Underwriters Laboratories (UL)

(a) High Pressure Laminate products of Wilsonart brand in Indonesia that have received numerous certifications such as: - Forest Stewardship Council (FSC), GREENGUARD Indoor Air Quality Certification, - GREENGUARD Children and Schools Certification. - NSF International, The Public Health and Safety Company™. - SCS Global Services (SCS) and Underwriters Laboratories (UL).

(b) Edging merek Dollken yang telah memiliki sertifikasi GREEN GUARD Children and Schools Certification.

(b) Edging products of Dollken brand with GREENGUARD Children and Schools Certification.

PT Vivere Multi Kreasi menjadi distributor tunggal di Indonesia untuk produk-produk berikut:

PT Vivere Multi Kreasi is a sole distributor in Indonesia for the following products:

(a) Karpet merek Tandus yang memiliki komitmen ramah lingkungan (Green Commitment) antara lain dengan menggunakan 100% vinyl backing yang dapat didaur ulang yang telah mendapat pengakuan dari National Recycling Coalition sebagai produk baru yang inovatif serta memiliki berbagai sertikasi dan memenangkan berbagai penghargaan di bidang lingkungan hidup, salah satunya yang prestisius adalah penghargaan LEED di Asia.

(a) Carpet products of Tandus brand that have Green Commitment for example by using 100% vinyl backing, a material that can be recycled and has obtained recognition from National Recycling Coalition as innovative new products with various certifications. These products also won a number of environmental awards such as the prestigious Asia’s LEED Award.

(b) Furnitur kantor merek Steelcase yang telah memiliki sertifikasi SCS Certified, Indoor Air Quality; LEED Certification, E0 low Emmission dan OEKO-Tex 100 Standard polyester.

(b) Office furniture of Steelcase brand that has already been certified by SCS, Indoor Air Quality, LEED Certi cation, E0 low Emmission and OEKO-Tex 100 Standard polyester.

(6) Mengkampanyekan pada karyawan untuk hemat energi baik di lingkungan kantor maupun rumah. Penghematan meliputi penggunaan air, kertas dengan paperless report dan pemanfaatan kertas bekas, listrik dengan mematikan alat-alat elektronik yang tidak dipergunakan serta penggunaan tangga untuk naik turun 1 atau 3 lantai.

(6) To make a campaign to remind the employees to save energy both in the office and at home, which includes efficient use of water, efficient use of paper with paperless reports, efficient use of electricity by putting-off all the electricity tools not in usage as well as efficient use of elevators by using stairs to go up and down between 1-3 floors.

94



(7) Perseroan mengembangkan kompetensi karyawan, terutama karyawan di pabrik, dalam pengelolaan lingkungan dengan tujuan meningkatkan pengetahuan dan keterampilan mereka terkait pengelolaan aspek lingkungan, dan sebagai bagian untuk melaksanakan kepatuhan atas peraturan perundangan yang berlaku. Peningkatan kompetensi berlaku bagi semua karyawan dan mitra kerja.

(7) The Company develops the competencies of its employees, particularly those in the the factories, in environmental management with a view to improve their knowledge and skills with regard to environmental management aspect and as part of compliance to the applicable laws and regulations. This competency building is not only intended for the Company’s employees but also for business partners.

3. Praktik Ketenagakerjaan, Kesehatan dan Keselamatan Kerja

3. Labor Practice and Occupational Health and Safety

3.1. Praktik Ketenagakerjaan

3.1. Labor Practice

Perseroan sangat menyadari arti penting sumber daya manusia untuk mencapai visi dan misi, baik saat ini maupun untuk masa-masa mendatang. Berangkat dari pemikiran seperti itu, maka Perseroan memposisikan SDM sebagai aset yang harus dijaga dan diasah kemampuannya agar dapat mendukung pertumbuhan Perseroan ke depan. Hal ini juga untuk mewujudkan tanggung jawab sosial Perseroan terhadap karyawan sebagai salah satu pemangku kepentingan yang memiliki pengaruh langsung terhadap keberlanjutan Perseroan.

The Company is fully aware of the importance of human resources (HR) in determining its success in achieving the vision and mission at present and in the future. Embarking from that point of view, the Company considers HR as valuable assets that should be maintained and developed to support its growth in the future. This is also aimed at realizing the Company’s social responsibility to employee as one of the stakeholders who can directly affect the Company’s sustainability.

Tanggung jawab sosial Perseroan terhadap karyawan antara lain diwujudkan dalam kebijakan berikut: - Tidak mempekerjakan karyawan di bawah umur. - Menerapkan kesetaraan gender dalam kesempatan penerimaan dan promosi karyawan. - Membayar upah sesuai dengan Upah Minimum Regional yang berlaku dan tunjangan-tunjangan sesuai dengan ketentuan hukum yang berlaku. - Menetapkan jam kerja karyawan sesuai dengan ketentuan hukum yang berlaku. - Melakukan pendidikan dan pelatihan karyawan secara berkesinam bungan dari level Direksi sampai dengan operasional untuk mening katkan kompetensi karyawan.

The Company’s social responsibility to employees is materialized, among others, in the following policies: - Not to employ under age employees. - To implement gender equality in the recruitment and promotion of employees. - To pay wages in accordance with the applicable minimum regional wage (“UMR”) and benefits in accordance with the applicable laws and regulations. - To set working hours in accordance with the governing laws and regulations. - To conduct educational and skill trainings on regular basis for all levels of Company’s organization from the Board of Directors to the operational level employees to improve their competence.

Perseroan juga memberi fasilitas kepada karyawan dalam berbagai kegiatan yang tentunya berdampak positif pada kesehatan jasmani dan rohani, antara lain olahraga, kegiatan keagamaan, gathering dan kegiatan lain baik rutin ataupun tidak rutin.

The Company also provides facilities to employees in a variety of activities that would bring positive impacts on their physical and mental health, such as sports, religious activities, gatherings and other activities either routine or non-routine.

3.2. Kesehatan dan Keselamatan Kerja

3.2. Occupational Health and Safety

Aspek kesehatan dan keselamatan kerja karyawan merupakan hal utama yang harus diperhatikan. Perseroan menciptakan suasana lingkungan kerja yang aman dan nyaman untuk mendukung atmosfir positif bagi kesehatan dan keselamatan kerja karyawan yang diharapkan dapat meningkatkan kinerja.

Occupational health and safety aspects of employees are the main things the Company should pay attention to. The Company creates a safe and comfortable workplace that supports a positive atmosphere for the occupational health and safety of employees in order to improve their performance.

Oleh karena itu, Perseroan telah menerapkan beberapa kebijakan terkait kesehatan dan keselamatan kerja, antara lain sebagai berikut berikut:

Therefore, the Company has applied a number of policies concerning occupational health and safety, among others:



95

TANGGUNG JAWAB SOSIAL PERUSAHAAN CORPORATE SOCIAL RESPONSIBILITY - Memastikan lingkungan tempat kerja karyawan yang nyaman, aman dan sehat dengan melakukan monitoring ukuran atas penerangan temperatur dan uap kimia pada proses produksi, kebisingan, debu dan lain-lain. Hasil monitoring menjadi acuan untuk langkah-langkah koreksi yang dibutuhkan. - Memastikan alat kerja atau alat bantu kerja karyawan memenuhi standar kenyamanan, keamanan dan kesehatan, antara lain dengan menggunakan alat kerja sesuai standar SNI; menggantikan secara bertahap monitor komputer tabung (CRT) menjadi LCD. - Menyediakan APD (Alat Pelindung Diri) untuk karyawan dan memastikan karyawan menggunakannya dengan melakukan observasi di lapangan yang hasilnya dilaporkan pada SHE OC (SHE Observation Card).

- To ensure working environment that are comfortable, safe and healthy by monitoring the intensity of lighting, temperature and chemical vapor in production processes, noise, dust, etc. The results of such monitoring are used as references for corrective actions. - To ensure that the working and supporting tools used by employees meet the standards of comfort, safety and health, among others, by using working tools in accordance with SNI standards; gradually replacing computer monitor tubes (CRT) to LCD. - To provide PPE (Personal Protective Equipment) for employees and to ensure that employees use it by conducting field observations of which the results are reported in SHE OC (SHE Observation Card).

Di samping kebijakan tersebut, upaya untuk menjaga keselamatan kerja karyawan adalah dengan menerapkan SOP (Standard Operational Procedure) yang sesuai dengan standar yang berlaku di dunia usaha. Prosedur kerja dan cara-cara bekerja yang aman dengan sangat jelas terlihat pada petunjuk SHE Perseroan yang harus ditaati oleh seluruh karyawan. Perseroan telah memperoleh sertifikasi Sistem Manajemen Kesehatan dan Keselamatan Kerja OHSAS 18001:2007 dari SGS International sejak tahun 2010.

In addition to the above policies, the efforts to maintain occupational safety of employees work is by implementing SOP (Standard Operating Procedure) in accordance with the applicable standards in business. The Company’s SHE guidelines clearly describe work procedures and how to work in a safe way that all employees of the Company should adhere to. Since 2010, the Company has obtained OHSAS 18001:2007 Occupational Health and Safety Management System from SGS International.

Perseroan juga menetapkan perencanaan umur teknis mesin produksi dan sumber daya operasional lainnya guna menjamin mutu produk sekaligus mengeliminasi risiko kecelakaan yang mungkin terjadi karena faktor teknis dalam operasional pabrik. Perseroan melindungi setiap karyawannya dengan asuransi kecelakaan dan kesehatan agar karyawan merasa tenang dan nyaman dalam melaksanakan pekerjaannya sehari-hari.

The Company plans technical life cycle of its production machines and other operational resources to ensure product quality and also eliminate accident risk that may occur due to technical factors in the plant operations. The Company protects all employees with accident and health insurance so that they can have a peace of mind and feel comfortable in carrying out their daily work.

4. Tanggung Jawab Produk dan Jasa

4. Product and Service Liabilities

4.1. Komitmen terhadap Mutu

4.1. Commitment to Quality

Sejalan dengan misinya untuk menjadi perusahaan berkelas dunia, VIVERE Group berkomitmen untuk menghasilkan produk dan jasa yang terjamin konsistensi mutunya sesuai dengan spesifikasi yang telah ditetapkan. Untuk mewujudkan komitmen ini, Perseroan memperkuat pengawasan untuk menjamin konsistensi mutu produk dan jasa yang dihasilkan di setiap tahapan prosesnya yang telah distandarisasi melalui Sistem Manajemen Mutu ISO 9001:2008.

In line with its mission to become a world-class company, VIVERE Group is committed to delivering products and services of consistently assured quality according to the established specifications. This commitment has been materialized by enhancing a strict supervision to assure the consistency of products and service quality at all process stages, which have been standardized according to ISO 9001:2008 Quality Management System.

4.2. Pusat Layanan Pelanggan

4.2. Customer Services Center

Untuk menerapkan nilai-nilai perusahaan khususnya fokus kepada pelanggan, Perseroan memberikan masa garansi pada produk yang dijual dan masa pemeliharan pada jasa yang diberikan. Khususnya untuk pelanggan retail, VIVERE memiliki pusat layanan pelanggan (customer call centre) dengan menghubungi email: [email protected].

To implement the company’s values, particularly Customer Focus, the Company provides warranty period for products sold and maintenance period for services incurred. Exclusive for retail customers, VIVERE provides customer service center with the contact email of: [email protected].

96



Tanggung jawab Sosial Perusahaan Corporate Social Responsibility


11

MODAL INSANI HUMAN RESOURCES

MODAL INSANI HUMAN RESOURCES Sejalan dengan misi besar Perseroan untuk membangun organisasi bisnis kelas dunia yang terus berkembang berdasarkan kompetensi karyawan yang selalu dimutakhirkan, maka Perseroan membutuhkan sumber daya manusia (SDM) yang berkualitas, berintegritas, profesional dan memiliki kompetensi kelas dunia. Mengelola perilaku, penguatan integritas dan penyesuaian kompetensi organisasi memerlukan jenjang waktu yang cukup panjang. Oleh karena itu, program-program pengelolaan di bidang SDM dipersiapkan dan dilaksanakan secara bertahap, yang mencakup penyelarasan organisasi, pengelolaan manajemen kinerja, dan penyempurnaan sistem pengelolaan SDM berbasis kompetensi.

In line with the Company’s grand mission to build a world-class business organization based on forefront employee competency, the Company requires human resources (HR) with quality, integrity, professionalism and world-class competency. Managing behavior, strengthening the integrity and adjusting competency of an organization will take quite a long time. Therefore, HR management programs are prepared and implemented in phases, which include organizational alignment, performance management, and competency-based HR management system enhancement.

Pelaksanaan program-program SDM di Perseroan pada tahun 2014 adalah:

The Company’s HR programs in 2014 are as follows:

1. Menanamkan fondasi perilaku karyawan melalui penerapan nilai-nilai perusahaan.

1. Embedding a foundation for code of employee conduct through the application of the Company’s values.

2. Membangun sistem kompetensi dan melakukan penilaian kompetensi untuk mengetahui peta kekuatan organisasi sebagai basis pengembangan SDM berbasis kompetensi. Tindaklanjut dari penilaian kompetensi berupa penempatan karyawan sesuai dengan kompetensinya serta program-program pelatihan dan pengembangan untuk meningkatkan kompetensi yang dibutuhkan.

2. Establishing a competency system and conducting a competency assessment to determine mapping of the organization’s strengths as a base to develop competency-based human resources. This competency assessment is followed-up by the placement of employees according to their competency and holding of training and development programs to improve the required competencies.

3. Meningkatkan kesejahteraan karyawan dan kesetaraan kesempatan. Bentuk komitmen Perseroan terhadap kesejahteraan para karyawannya ditunjukan melalui penerapan praktik Ketenagakerjaan, Kesehatan dan Keselamatan Kerja sesuai dengan peraturan perundang-undangan yang berlaku. Kesejahteraan para karyawan tidak luput dari perhatian Perseroan yang dilakukan melalui pemberian upah sesuai dengan Upah Minimum Regional (UMR) yang berlaku, Program Jaminan Sosial Tenaga Kerja (Jamsostek), asuransi kesehatan, tempat ibadah, pemberian tunjangan-tunjangan, forum komunitas karyawan dan lain-lain. Perseroan memberikan kesempatan yang sama dan setara kepada seluruh karyawan untuk mengembangkan kompetensi tanpa memandang ras, suku, golongan ataupun gender. Penerapan kebijakan dan prosedur Kesehatan dan Keselamatan Kerja melibatkan partisipasi seluruh karyawan dan telah disertifikasi berdasarkan Sistem Manajemen Kesehatan dan Keselamatan OHSAS 18001:2007.

3. Improving the employees’ welfare and opportunity equality. The Company's commitment to the employees’ welfare is demonstrated through the implementation of employment, occupational health and safety practices in accordance with the prevailing legislation. The Company always pays attention to its employees’ welfare by providing remuneration in accordance with the prevailing Regional Minimum Wage (“UMR”), “Jamsostek” Workers’ Social Security Program, health insurance, places of worship, the provision of benefits, employee community forums and many more. The Company provides equal opportunity to all employees to develop their competencies regardless of race, ethnicity, class or gender. Implementation of Occupational Health and Safety policies and procedures involve the participation of all employees and have been certified by the OHSAS 18001: 2007 Occupational Health and Safety Management System. 4. Establishing a good relationship and communication with the Labor Union as one of the programs aimed to create harmonious industrial relations between management and its employees

4. Menjalin hubungan dan komunikasi yang baik dengan Serikat Pekerja merupakan salah satu program untuk menjalin hubungan harmonisasi antara manajemen dan pekerja

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Modal Insani Human Resources

Komposisi Karyawan Perseroan dan Entitas Anak

Human Resources Composition of the Company and its Subsidiaries

Jumlah karyawan Perseroan dan Entitas Anak per 31 Desember 2014 dan 2013 masing-masing sebanyak 930 karyawan dan 947 karyawan,dengan komposisi karyawan sebagai berikut:

Total employees (headcount) of the Company and its Subsidiaries as of December 31, 2014 and 2013 are 930 employees and 947 employees, respectively, with the composition of employees as follows:

Berdasarkan Pendidikan By Education S2 / Post Graduate S1 / Graduate Diploma

2014

2013 013

15

17

262

226

90

79

534

603

29

22

930

947

2014

2013

S2 : 2% % S1 : 28 8% 28% Diplom ma : 10% Diploma SLTA : 57%

SLTA / Senior High School

< SLTA A : 3% 3 < SLTA / < Senior High School Total

Berdasarkan Jabatan By Level Direktur / Director

13

11

Junior Manager / General Manager

71

65

Staff - Kadep/ Staff - Kadep Hrad

471

438

Operator

375

433

Total

930

947

2014

2013

21 - 30 tahun / years

411

450


357

364


144

113

> 50 tahun / years

534

603

Total

930

947

Dir : 1% Jr. Mgr : 8% Staff-Kadep : 51% Operator : 40%

Berdasarkan Usia By Age

21 - 30 : 44% 31 - 40 : 38% 41 - 50 : 15% > 50 : 2%



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MODAL INSANI HUMAN RESOURCES Kegiatan Pelatihan dan Pengembangan Karyawan

Employee Training and Development Activities

Kegiatan pelatihan dan pengembangan karyawan yang dilakukan sepanjang tahun 2014 ditujukan untuk peningkatan hard skill dan soft skill serta implementasi sistem manajemen mutu dan system keselamatan dan kesehatan kerja dengan perincian sebagai berikut:

Employee training and development activities conducted during 2014 aimed to improve the hard skills and soft skills as well as the implementation of quality management system and occupational health and safety system with the following details:

1. Hard Skill: - Pelatihan pola potong di pabrik. - Pelatihan teknik membaca gambar lapangan dan lembar order kerja. - Pelatihan pengetahuan tentang spesifikasi dan konstruksi produk. - Pelatihan teknik pengoperasian mesin dan forklift. - Pelatihan ketrampilan penjualan. - Pelatihan pemajangan produk. - Pelatihan finance for non finance executive. - Pelatihan manajemen rantai suplai (supply chain management). - Pelatihan pengurusan ijin kerja. - Pelatihan pembuatan laporan yang efektif. - Pelatihan pemanfaatan Autocad dan 3D Max. - Pelatihan SAP

1. Hard Skill: - Training on pattern cutting in factory. - Training on reading project layout and work order sheet. - Training on product knowledge. - Training on machinery and forklift operating techniques. - Sales skills training. - Product display training. - Finance for non-finance executive training. - Supply chain management training. - Work license arrangement training. - Training on how to make effective reports. - Autocad and 3D Max training. - SAP trainings

2. Soft Skill: - Pelatihan manajemen perubahan. - Pelatihan pengembangan karakter. - Pelatihan nilai-nilai perusahaan. - Pelatihan hubungan industri, dll

2. Soft Skills: - Change management training. - Character building training. - Training on the company's values. - Training on industrial relations, etc.

3. Sistem Manajemen Mutu: - Pelatihan QCC fasilitator - Pelatihan Quality Assurance - Pelatihan sistem pengendalian dokumen - Pelatihan 5 R - Pelatihan tentang ISO 9001:2015 , dll

3. Quality Management System - QCC facilitators training. - Quality Assurance training. - Document control system training. - Training on 5 R - Training on ISO 9001: 2015, etc.

4. Sistem Keselamatan dan Kesehatan Kerja: - Pelatihan Hazard Identification, Risk Assessment and Determining Control (HIRADC) - Pelatihan cara pengisian SHE Observation Card. - Pelatihan Investigasi Kecelakaan. - Pelatihan P3K (First Aider) dan DRCAB - Pelatihan Penanganan Bahan Kimia dan MSDS - Pelatihan Pengoperasian Hydrant. - Pelatihan Evakuasi dan Pemadaman Kebakaran. - Pelatihan Pengendalian Vektor dan Binatang Pengganggu. - Pelatihan Alat Pelindung Diri, Bahaya Fisik,Kimia dan Biologi. - Pelatihan K3 Scalfolding. - Pelatihan Mechanical Safety Mesin. - Seminar Penyakit Diare, dll

4. Occupational Health and Safety : - Training on Hazard Identification, Risk Assessment and Determining Control (HIRADC). - Training on how to fill SHE Observation Card. - Accident Investigation training. - P3K (First Aider) and DRCAB training. - Chemicals and MSDS Handling training. - Hydrant Operation Training. - Evacuation and Fire Fighting Training. - Training on Vector and Pest Animals Control. - Training on Self-Protection Equipment, Physical Chemistry and Biological hazards. - Training on SHE Scalfolding. - Mechanical Machinery Safety Training. - Seminar on Diarrhea, etc.

102 Laporan Tahunan Annual Report 2014




11

STRUKTUR ORGANISASI ORGANIZATION STRUCTURE

Bambang Permantoro Audit Committee Chairman

Board of Commissioners

Binsar H. Nainggolan

Audit Committee

Audit Committee

Dedy Rochimat President Director

James Alwyn Widjaja Audit Committee

Ilda Imelda Tatang Managing Director

Tommy Diary Tan Special Project Director

PPI Manager

Muljadi

Hermanto Wangsa

Operation Director

Sales & Project Director

Production Manager


Sales Manager

Suyanto

Johanes

Senior Project Manager

Procurement General Manager

Sales Support Manager


Dr. Pulung Peranginangin President Commissioner

Bambang Permantoro

Hartopo

Independent Commissioner

Commissioner

Maria Natalia Agus Corporate Secretary & Internal Audit

Stephanus Tumbelaka

Novita

Project Management Head

Finance Director

Taufik Sujianto Dyah Basudewi

Robertine

Ferlina Sutandi

Yenny Andika

Project Planning General Manager

Production Planning General Manager

Finance General Manager

Accounting General Manager

HR & Corporate Affair General Manager of PT. Virucci Indogriya Sarana

HR & Corporate Affair Manager of PT. Virucci Indogriya Sarana



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INFORMASI PENTING PERSEROAN THE COMPANY’S IMPORTANT INFORMATION Data Perusahaan Corporate Data Nama Perusahaan Company’s Name Tanggal Pendirian Date of Establishment Modal Dasar Authorized Capital Modal Ditempatkan dan Disetor Penuh Issued and Paid Up Capital Pencatatan Saham Share Listing Kode Saham Share Code Alamat Kantor Pusat Head Office

: : : :

Website

:

Nama dan Alamat Entitas Anak Name and Address of Subsidiaries

Fasilitas Produksi Production Facilities

PT PRASETYA GEMAMULIA Graha VIVERE, Lantai 6 Jl. Letjen S. Parman No. 6 Jakarta Barat 11480 Telp. (62-21) 5365 1558 Fax. (62-21) 5365 1557

Pabrik Furnitur Kantor Office Furniture Factory Jl. Utama Modern Industri Blok D5-D6 Kawasan Industri Modern Cikande Serang-Banten Telp. (62-254) 402 158 Fax. (62-254) 402 157

PT LAMINATECH KREASI SARANA Graha VIVERE, Lantai 5 Jl. Letjen S. Parman No. 6 Jakarta Barat 11480 Telp. (62-21) 5365 1578 Fax. (62-21) 5365 1507

Pabrik Interior dan Furnitur Interior and Furniture Factory Kampung Teureup RT 05 RW 02 Desa Sukaharja, Pasar Kemis Tangerang 15560 Telp. (62-21) 5930 2057 Fax. (62-21) 5930 2058

PT VIVERE MULTI KREASI Graha VIVERE, Lantai 2 Jl. Letjen S. Parman No. 6 Jakarta Barat 11480 Telp. (62-21) 5365 1568 Fax. (62-21) 5365 1609

Pabrik Furnitur Laminasi Laminated Furniture Factory Jl. Inti 1 Blok C1/6 Kawasan Industri Lippo Cikarang Bekasi Telp.(62-21) 8990 6629 Fax. (62-21) 8990 6630


: : :

PT GEMA GRAHASARANA TBK 7 Desember 1984 Rp 80.000.000.000 (800.000.000 lembar saham shares) Rp 32.000.000.000 (320.000.000 lembar saham shares) Bursa Efek Indonesia (BEI) The Indonesia Stock Exchange (IDX) GEMA Graha VIVERE Jl. Letjen S. Parman No. 6 Jakarta Barat Telp. (62-21) 5365 1588 Fax. (62-21) 5365 1587 www.vivere.co.id

Informasi Penting Perseroan Company’s Important Information

Jaringan Gerai Gaya Hidup VIVERE VIVERE’s Life-style Shops Jakarta

Tangerang

Jakarta Design Centre Level 6 Unit #SR 01-03 Jl. Gatot Subroto Kav. 53 Slipi Jakarta Barat Tel. (62-21) 572 0388

Summarecon Mall Serpong II Ground Floor #230 -231 Tangerang, Banten Tel. (62-21) 2931 051

Central Park Level 2 Unit #130,210,211 Jakarta Barat Tel. (62-21) 5698 5353

Surabaya

Pondok Indah Mall 2 Level 2 Unit #230 Jakarta Selatan Tel. (62-21) 7592 0925 Senayan City Level 4 Unit #38 Jakarta Selatan Tel. (62-21) 7278 1682 Lippo Mall Kemang Level 2 Jl. Pangeran Antasari Kav.36 Kemang Village Jakarta Selatan Tel. (62-21) 2905 6889

Grandcity Grand City Mall and Convex Level 2 Surabaya Tel. (62-31) 5240 5908

Bali Seminyak, Bali Jl. Kayu Aya No. 6 Oberoi- Seminyak Denpasar Tel. (62-361) 734 785

Mal Kelapa Gading 3 Ground Floor Unit G#03 Jakarta Utara Tel. (62-21) 4585 3908 Kemang Club Raya Kemang Raya Blok A6 Jakarta Selatan Tel. (62-21) 7179 1709

Informasi Penting Perseroan Company’s Important Information


107

LEMBAGA DAN PROFESI PENUNJANG PASAR MODAL THE CAPITAL MARKET SUPPORTING INSTITUTION AND PROFESSIONS Biro Administrasi Efek (BAE) Share Registrar PT ADIMITRA TRANSFERINDO Nusalanggeng Building Lantai 2 Jl. Perintis Kemerdekaan Kompleks Pertokoan Pulomas Blok VII Jakarta Timur 13210 Telp. (62-21) 478 8515 Fax. (62 21) 470 9697

Jasa : Pencatatan pemilikan saham Perseroan dan pembagian hak yang berkaitan dengan saham Perseroan. Masa Tugas : 24 Juli 2002 sampai sekarang. Fee di tahun 2014: Rp 19.000.000 (sembilan belas juta Rupiah) Service : To record the Company’s share ownership and distribution of rights related to the Company’s shares. Work Period : July 24,2002 up to now. Fee in 2014: Rp 19.000.000 (nineteen million Rupiah)

Notaris Public Notary IRWAN SOERODJO, SH, MSi Jl. K.H. Zainul Arifin No. 2 Kompleks Ketapang Indah Blok B2 No. 4-5 Jakarta 11140 Telp. (62-21) 630 1577 Fax. (62-21) 633 7851

Jasa : Pembuatan berita acara RUPS, serta tugas-tugas lain yang terkait dengan kegiatan Perseroan sebagai emiten. Masa Tugas : 24 Juli 2002 sampai sekarang. Fee di tahun 2014: Rp 11.500.000 (sebelas juta lima ratus ribu Rupiah) Service : Preparing minutes of the Company’s General Meetings of Shareholders, and doing other duties related to the Company’s activities as a listed company. Work Period : 24 Juli 2002 up to now. Fee in 2014: Rp 11.500.000 (eleven million five hundred thousand Rupiah)

Akuntan Publik Public Accountants Firm TANUBRATA SUTANTO FAHMI & REKAN Prudential Tower Jl. Jend Sudirman Kav 79 Jakarta 12910 Telp.(62-21) 5795 7300 Fax. (62-21) 5795 7301

Jasa : Mengaudit laporan keuangan Perseroan dan Entitas Anak Masa Tugas : Tahun buku 2014 Fee di tahun 2014 : Rp 405.000.000 (empat ratus lima juta rupiah) Service : To audit the Company and its Subsidiaries’ financial statement. Work Period : 2014 year book Fee in 2014 : Rp 405.000.000 (four hundred five million Rupiah)

108


Lembaga dan Profesi Institution and Professions

Tanggung Jawab Laporan Tahunan Responsibility of Annual Report Form Number : X.K.6-1

Formulir Nomor : X.K.6-1 Surat Pernyataan Tentang Tanggung Jawab Dewan Komisaris dan Direksi atas Laporan Tahunan 2014 PT Gema Grahasarana Tbk.

Statement of Responsibility of the Board of Commissioners and Board of Directors for the 2014 Annual Report of PT Gema Grahasarana Tbk.

Kami yang bertanda tangan di bawah ini menyatakan bahwa semua informasi dalam Laporan Tahunan PT Gema Grahasarana Tbk. tahun 2014 telah dimuat secara lengkap dan bertanggung jawab penuh atas kebenaran isi Laporan Tahunan Perseroan.

We, the undersigned, hereby declare that all information presented in the 2014 Annual Report of PT Gema Grahasarana Tbk. has been comprehensively published and that we are fully responsible for the accuracy of the content of this Annual Report.

Demikian pernyataan ini dibuat dengan sebenarnya.

This statement is hereby made in all truthfulness.

Jakarta, 17 April 2015 PT Gema Grahasarana Tbk.

Dewan Komisaris Board of Commissioners


Bambang Permantoro

Hartopo


Komisaris Independen Independent Commissioner


Direksi Board of Directors

Dedy Rochimat

Ilda Imelda Tatang

Tommy Diary Tan


Direktur Independen Independent Director

Direktur Director

Hermanto Wangsa

Muljadi

Novita

Direktur Director

Direktur Director

Direktur Director

Tanggung Jawab Laporan Tahunan Responsibility of Annual Report


109

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