ENHANCING OUR POTENTIAL TO GROW

ENHANCING OUR POTENTIAL TO GROW Tahun 2014 adalah tahun bersejarah bagi PT Pertamina Drilling Services Indonesia (PDSI) dengan kesuksesan dalam mengupayakan percepatan kinerja operasi dan membidik segmen lain di luar pasar Pertamina Group pada pertengahan tahun. Perkembangan kinerja PDSI yang semakin baik tersebut merupakan wujud dari komitmen PDSI dalam mengabdi untuk menghasilkan karya yang bermutu dan kami emban dengan sepenuh hati. Kami akan tetap bekerja keras di tahun mendatang untuk membangun dan mempertahankan citra PDSI dengan mengokohkan tekad demi terciptanya kesempurnaan mutu dan kepuasan pelanggan. 2014 is a historical year for PT Pertamina Drilling Services Indonesia (PDSI) in which it was successful in accelerating the performance of its operations and targeting other sectors outside of the Pertamina Group’s market in the mid year. This performance achievement is the form of PDSI’s commitment to dedicate all of its resources in order to provide high-quality service to the community. We will continue to work hard in the following years to develop and maintain the image of PDSI and strengthen our spirits and determination to ensure the quality of our service and customers’ satisfaction.

PT Pertamina Drilling Services Indonesia Laporan Tahunan 2014 Annual Report

1

DAFTAR ISI TABLE OF CONTENT

KILAS KINERJA 2014 2014 FLASHBACK PERFORMANCE 10 11 12 13 16

Ikhtisar Keuangan Financial Highlights Grafik Ikhtisar Kinerja Keuangan Charts of Financial Performance Highlights Grafik Ikhtisar Kinerja Operasional Charts of Operational Performance Highlights Peristiwa Penting Tahun 2014 Event Highlights in 2014 Penghargaan dan Sertifikasi Awards and Certifcations

LAPORAN DEWAN KOMISARIS DAN DIREKSI BOARD OF COMMISSIONERS AND BOARD OF DIRECTORS REPORTS 20 24 32

Laporan Dewan Komisaris Board of Commissioners Report Laporan Direksi Board of Directors Report Surat Pernyataan Anggota Dewan Komisaris dan Direksi tentang Tanggung Jawab atas Laporan Tahunan 2014 Statement of the Board of Commissioners and Board of Directors on 2014 Annual Report

PROFIL PERUSAHAAN COMPANY PROFILE 36 37 39

Identitas Perusahaan Company Identity Jejak Historis PDSI History of PDSI Bidang Usaha Line of Business 39 Kegiatan Usaha Business Activities 39 Produk dan Jasa Product and Services 43 Visi, Misi, dan Tata Nilai Perusahaan Vision, Mission and Company Value 44 Komitmen Visi, Misi, dan Tata Nilai Vision, Mission and Value Commitment 45 Tata Nilai Perusahaan Company’s Value 46 Surat Keputusan Visi, Misi dan Tata Nilai Decree on Vision, Mission and Value 48 Testimoni Pelanggan dan Mitra Customers and Partners Testimonials

2


50 52 56 60 61 62

Struktur Organisasi Organization Structure Profil Dewan Komisaris Board of Commissioners Profile Profil Direksi Board of Directors Profile Manajemen Eksekutif Executive Management Profil Personil Inti Core Personnels Profile Sumber Daya Manusia Human Capital 62 Pengembangan Sumber Daya Manusia Human Capital Development 63 Pelatihan dan Sertifikasi Training and Certification 63 Pusat dan Biaya Pelatihan Training Center and Cost 72 Performance Management Systems (PMS) Academy 2014 Performance Management Systems (PMS) Academy 2014 72 Pengembangan dan Manajemen Karir Career Development and Management 72 Program Perekrutan Recruitment Program 73 Rencana dan Strategi Pengelolaan SDM HR Management Plan and Strategy 74 Program Kesejahteraan dan Perlindungan Karyawan Employee Welfare and Protection Program 75 Asosiasi Karyawan dan Serikat Pekerja Employee Association and Labor Unions 76 Komposisi Pekerja Employee Composition 79 Strategi Jangka Panjang Long-Term Strategy 79 Arah Pengembangan PDSI Development Direction of PDSI 82 Map Strategi PDSI Strategy Map of PDSI 84 Komposisi Pemegang Saham Shareholders Composition 85 Perusahaan Afiliasi & Anak Perusahaan Affiliated Company & Subsidiaries 87 Kerjasama Kemitraan Partnership Cooperation 88 Struktur Grup Perusahaan Company Group Structure 88 Kronologi Pencatatan Saham Share Listing Chronology 88 Informasi Saham Share Information

88 89 90 92 94

Kronologi Pencatatan Efek Lainnya Other Securities Listing Chronology Lembaga Profesi Penunjang Perusahaan Professional Institution Supporting Company Pengembangan Usaha Business Development Key Performance Indicator Key Performance Indicator Wilayah Kerja dan Peta Operasional Work Regions and Operational Map

ANALISIS DAN PEMBAHASAN MANAJEMEN MANAGEMENT DISCUSSION AND ANALYSIS 98 Tinjauan Umum General Overview 98 Minyak Bumi dan Gas Dunia Global Oil and Gas 103 Pengantar Direktur Operasi Foreword from Operational Director 105 Tinjauan Operasi PDSI Operational Overview of PDSI 108 Hambatan Operasi PDSI Operational Challenges of PDSI 109 Hambatan Internal Internal Challenges 110 Downtime Ratio Downtime Ratio 113 Hambatan Eksternal External Challenges 116 Dampak Hambatan Operasi Impact of Operational Challenges 116 Strategi Kendala Internal Strategies for Meeting Internal Challenges 117 Strategi Hambatan Eksternal Strategy for External Challenges 118 Total Sumur yang Selesai Dikerjakan Selama 2014 Total Completed Well In 2014 118 Kontrak Tahun 2014 Contracts In 2014 130 Pengembangan Strategi Operasional PDSI PDSI’s Operational Strategy Development 131 Maintenance Excellence Maintenance Excellence 132 Kontrak Maintenance Excellence Maintenance Excellence Contract 134 Tinjauan Operasi Per Segmen Usaha Operational Overview per Business Segment 134 Produksi dan Kegiatan Usaha Production and Business Activities

143 Penjualan / Pendapatan Usaha Sales/Income 144 Profitabilitas Profitability 145 Pengantar Direktur Keuangan Foreword from Director of Finance 147 Uraian atas Kinerja Keuangan Perusahaan Description of the Company’s Financial Performance 147 Laporan Posisi Keuangan Statements of Financial Position 150 Laporan Laba Rugi Income Statements 155 Laporan Arus Kas Cash Flows Statements 156 Perbandingan Target Awal Tahun Buku Dengan Realisasi Comparison between Target at The Beginning of Fiscal Year and Its Realization 160 Tingkat Kesehatan PDSI Health Index of PDSI 161 Kemampuan Membayar Utang dan Tingkat Kolektibilitas Piutang Solvency and Receivables Collectability Rate 161 Kemampuan Membayar Utang Solvency 162 Tingkat Kolektibilitas Piutang Receivables Collectability Rate 162 Struktur Permodalan Capital Structure 163 Dampak Perubahan Harga Impact of Price Changes 165 Informasi dan Fakta Material yang Terjadi Setelah Tanggal Laporan Akuntan Material Information and Fact after Balance Sheet Date 165 Peristiwa Penting Setelah Tanggal Laporan Akuntan yang Berdampak Pada Kinerja dan Risiko Keuangan Significant Events after Balance Sheet Date that Affect Performance and Financial Risk 165 Kebijakan Pembagian Dividen Dividend Policy 165 Program Kepemilikan Saham oleh Karyawan dan/Manajemen Employee and/or Management Stock Ownership Program 166 Realisasi Penggunaan Dana Hasil Penawaran Umum Use of Proceeds from Public Offering 166 Sinergi Pertamina Group Synergy with Pertamina Group 166 Informasi Material mengenai Investasi, Ekspansi, Divestasi, Penggabungan/Peleburan Usaha, Akuisisi atau Restrukturisasi Utang/Modal Material Information on Investment, Expansion, Divestment, Business Merger/Consolidation, Acquisition, or Capital/Debt Restructuring


3

166 Informasi Transaksi Material yang Mengandung Benturan Kepentingan dan Transaksi dengan Pihak Afiliasi Information on Material Transaction Containing Conflict of Interests and Transaction with Affiliate Parties 167 Perubahan Kebijakan Akuntansi Changes in Accounting Policies 167 Proyeksi 2015 Projection for 2015 167 Proyeksi Berdasarkan Asumsi Eksternal Projection Based on External Assumption 168 Proyeksi Berdasarkan Asumsi Internal Projection Based on Internal Assumption 168 Target yang Diharapkan Pada Masa Mendatang Expected target in the future 169 Pengantar Direktur Pemasaran dan Pengembangan Foreword from Director of Marketing and Development 171 Aspek Pemasaran Marketing Aspects 171 Pangsa Pasar Market Share 171 New Market New Market 172 Strategi Pemasaran dan Pengembangan Marketing and Development Strategy 174 Pertumbuhan dan Transformasi Rig PDSI PDSI’S Rig Growth and Transformation 176 Prospek Usaha Business Outlook

TATA KELOLA PERUSAHAAN GOOD CORPORATE GOVERNANCE 181 182

186 188 189 189

4

Komitmen GCG GCG Commitment Prinsip GCG GCG Principles 183 Acuan Penyusunan Kebijakan Guidelines in Drafting the Policy 183 Tujuan Penerapan GCG Objectives of GCG Implementation 184 Soft-Structure GCG GCG Soft-Structure 185 Management Policy & SOP Management Policy & SOP Kebijakan dan Praktik GCG GCG Policies and Practices Road Map GCG GCG Road Map Mekanisme GCG GCG Mechanism Penilaian Penerapan GCG GCG Implementation Assessment


192 193 193

Rencana dan Strategi Implementasi GCG Tahun 2015 Plan and Strategy for the Implementation of GCG in 2015 Struktur dan Hubungan Tata Kelola Structure and Relation of Good Corporate Governance Rapat Umum Pemegang Saham (RUPS) General Meeting of Shareholders (GMS) 196 Hak dan Wewenang RUPS Rights and Authorities of GMS 197 Keputusan dan Realisasi Keputusan RUPS Tahunan 2013 Resolutions of 2013 GMS and Realizations 197 Dewan Komisaris Board of Commissioners 198 Indikator Kualifikasi Pengangkatan Dewan Komisaris Qualification Indicators for the Appointment of Board of Commissioners Komposisi Dewan Komisaris Composition of the Board of Commissioners Independensi Dewan Komisaris Independency of the Board of Commissioners Uraian Tugas dan Tanggung Jawab Duties and Responsibilities Frekuensi Rapat dan Tingkat Kehadiran Meeting Frequency and Attendance Agenda Rapat Dewan Komisaris Meeting Agenda Pelatihan dan Pengembangan Kompetensi Training and Competency Development Kunjungan Dewan Komisaris Board of Commissioners Visit Pedoman dan Tata Tertib Dewan komisaris Guidelines and Work Regulations of the Board of Commissioners 203 Pelaksanaan Tugas dan Tanggung Jawab Dewan Komisaris Tahun 2014 Implementation of Duties and Responsibilities of the Board of Commissioners in 2014 198 199 199 201 201 202 202 202

204 Rekomendasi Dewan Komisaris Tahun 2014 Recommendation of the Board of Commissioners 2014 205 Komisaris Independen Independent Commissioner 205 Direksi Board of Directors 206 Indikator Kualifikasi Pengangkatan Direksi Qualification Indicators for the Appointment of Board of Directors 206 Komposisi Direksi Composition of the Board of Directors 207 Pengangkatan dan Pemberhentian Direksi Appointment and Dismissal of the Board of Directors 207 Independensi Direksi Independency of the Board of Directors

207 Uraian Tugas dan Tanggung Jawab Duties and Responsibilities 209 Frekuensi Rapat dan Tingkat Kehadiran Meeting Frequency and Attendance Level 210 Agenda Rapat Direksi Meeting Agenda 214 Frekuensi Rapat Gabungan Dan Tingkat Kehadiran Dewan Komisaris Beserta Direksi Joint Meeting Frequency and Attendance of the Board of Commissioners and Board of Directors 214 Agenda Rapat Dewan Komisaris dan Direksi Joint Meeting Agenda 215 Program Suksesi Direksi Board of Directors’ Succession Program

225 Profil Ketua Komite Audit Profile of the Head of Audit Committee 227 Pengangkatan dan Pemberhentian Ketua dan Anggota Komite Audit Appointment and Dismissal of the Head of Audit Committee 228 Independensi Komite Audit Independency of Audit Committee 228 Uraian Tugas dan Tanggung Jawab Duties and Responsibilities 229 Kewenangan Komite Audit Authorities of Audit Committee 229 Pedoman dan Tata Tertib Kerja Komite Audit Guidelines and Regulations of Audit Committee 229 Pengungkapan Hubungan Afiliasi Anggota Komite Audit

215 Perubahan Komposisi Direksi Change in the Composition of Board of Directors 215 Program Pengenalan Direksi Board of Directors’ Introduction Program 216 Pelatihan dan Pengembangan Kompetensi Training and Competency Development 217 Kunjungan Direksi Board of Directors’ Visit 218 Pedoman dan Tata Tertib Direksi Guidelines and Work Regulations of the Board of Directors 218 Prosedur Penetapan dan Indikator Remunerasi Dewan Komisaris dan Direksi Remuneration Determination Procedure for the Board of Commissioners and Board of Directors 219 Remunerasi Dewan Komisaris dan Direksi Remuneration of the Board of Commissioners and Board of Directors 219 Indikator dan Penilaian Kinerja Indicators and Performance Assessment 219 Keberagaman Komposisi Dewan Komisaris dan Direksi Diversity in the Composition of the Board of Commissioners and

Disclosure of Affiliation of Members of Audit Committee 230 Frekuensi dan Tingkat Kehadiran Komite Audit di dalam Rapat Dewan Komisaris dan Direksi Frequency and Attendance of Members of Audit Committee in the Meeting of the Board of Commissioners and Board of Directors 230 Frekuensi dan Tingkat Kehadiran Komite Audit di dalam Rapat Koordinasi Fungsi SPI, Komite Audit dan Komisaris Frequency and Attendance of Members of Audit Committee in Coordination Meeting of Internal Audit, Audit Committee and Board of Commissioners 230 Frekuensi dan Tingkat Kehadiran Komite Audit di dalam Rapat Audit Laporan Keuangan Frequency and Attendance Level of Audit Committee in the Audit Meeting for Financial Statements 231 Frekuensi dan Tingkat Kehadiran Komite Audit di dalam Rapat Kinerja Tahun 2014 dan Program Kerja Tahun 2015 SPI PDSI Frequency and Attendance of Members of Audit Committee in the Board of Commissioners’ GCG Implementation Meeting

Board of Directors Penilaian Terhadap Dewan Komisaris dan Direksi Assessment on the Board of Commissioners and Board of Directors Rencana dan Realisasi Program Kerja Dewan Komisaris dan Direksi Plans and Implementations of Work Program of the Board of Commissioners and Board of Directors 223 Informasi Pemegang Saham dan Pengendali Utama Information on Shareholders and Controlling Shareholders 224 Hubungan Afiliasi Dewan Komisaris, Direksi dan Pemegang Saham Affiliations Of The Board Of Commissioners, Board of Directors, and Shareholders 224 Komite Audit Audit Committee 225 Struktur dan Komposisi Anggota Komite Audit Structure and Composition of Audit Committee

231 Jumlah Rapat dan Total Kehadiran Komite Audit 2014 Total Meeting and Attendance of Audit Committee in 2014 231 Laporan Kegiatan Pelaksanaan Tugas dan Tanggung Jawab Report on the Implementation of Duties and Responsibilities 232 Temuan Komite Audit dan Penindaklanjutannya Audit Committee’s Findings and Its Follow-Ups 232 Remunerasi Komite Audit Remuneration of Audit Committee 232 Laporan Kepelatihan Yang Diikuti Komite Audit Report on Trainings of Audit Committee 232 Komite Nominasi dan Remunerasi Nomination and Remuneration Committee 232 Komite Manajemen Risiko Risk Management Committee 233 Sekretaris Perusahaan Corporate Secretary

219 220


5

233 Kualifikasi dan Sertifikasi Sekretaris Perusahaan Qualification and Certification of Corporate Secretary 233 Profil Sekretaris Perusahaan Profile of Corporate Secretary 234 Pengangkatan dan Pemberhentian Sekretaris Perusahaan Appointment and Dismissal of Corporate Secretary 234 Uraian Tugas dan Tanggung Jawab Duties and Responsibilities 234 Laporan Kegiatan Pelaksanaan Tugas dan Tanggung Jawab Report on the Implementation on Duties and Responsibilities 236 Pengembangan dan Pelatihan Sekretaris Perusahaan pada 2014 Development and Trainings of Corporate Secretary 237 Unit Satuan Pengawasan Intern Internal Audit Unit 237 Struktur Unit Satuan Pengawasan Intern Structure of Internal Audit Unit 237 Komposisi Anggota Unit Audit Internal Composition of Internal Audit Unit 238 Visi dan Misi Unit Audit Internal Vision and Mission of Internal Audit Unit 238 Uraian Tugas, Kewenangan, Tanggung Jawab dan Kode Etik Duties, Authorities, Responsibilities, Code of Conduct 241 Profil Kepala Satuan Pengawasan Intern Profile of the Head of Internal Audit 242 Pengangkatan dan Pemberhentian Kepala Satuan Pengawasan Intern Appointment and Dismissal of the Head of Internal Audit 242 Kualifikasi dan Sertifikasi Unit Internal Audit Qualification and Certification of Internal Audit Unit 243 Temuan Audit Internal Internal Audit 244 Sistem Pengendalian Internal Internal Control System 245 Evaluasi Terhadap Efektivitas Sistem Pengendalian Internal Evaluation on the Effectiveness of Internal Control System 246 Akuntan Publik PDSI Public Accountant 246 Keputusan yang Diambil Decision Taken 247 Supply Chain Management Supply Chain Management 247 Uraian Tugas dan Tanggung Jawab Duties and Responsibilities 247 Prosedur dan Tata Cara Pengadaan Barang dan Jasa & Kelogistikan Procedures of Goods and Services and Logistics Procurement 247 Prinsip, Etika dan Kebijakan Pengadaan Barang dan Jasa Principles, Ethics and Policies of Goods and Services Procurement 248 Sertifikasi, Prakualifikasi dan Penggolongan Penyedia Barang dan Jasa Certification, Pre-Qualification and Categorization of Goods and Services Provider

6


248 Prakualifikasi SKT dan CSMS Penyedia Barang/Jasa PT PDSI Prequalification of SKT and CSMS Goods/Service Pro Curement of PDSI 250 Diagram Alir TKO Pengadaan Barang/Jasa Flowchart of Goods/Services Procurement 253 Sistem Pengadaan Barang dan Jasa Goods and Service Procurement System 254 Pelaksanaan Tugas Divisi Supply Chain Tahun 2014 Supply Chain Division Duty Implementation in 2014 254 Manajemen Pengendalian Risiko PDSI Risk Control Management of PDSI 254 Komitmen Manajemen PDSI Commitment of PDSI’s Management 255 Kebijakan Manajemen Risiko Risk Management Policy 256 Infrastruktur Manajemen Risiko Risk Management Infrastructure 257 Sertifikasi Manajemen Risiko Risk Management Certification 258 Profil Risiko Risk Profile 274 Indikator Risiko, Pengawasan, dan Pelaporan Indicators of Risk, Supervision and Reporting 275 Hubungan Kerja dengan Pemantau Risiko Work Relation with Risk Controller 275 Evaluasi Efektivitas Manajemen Risiko Evaluation on the Effectiveness of Risk Management 276 Sosialisasi Manajemen Risiko Dissemination of Risk Management 277 Penerapan ICOFR ICOFR Implementation 277 Kasus dan Perkara Penting Legal Cases 277 Informasi Sanksi Administratif Information on Administrative Sanction 278 Pakta Integritas PDSI Integrity Pact of PDSI 278 Kepatuhan Pajak Tax Compliance 280 Akses Informasi PDSI Information Access of PDSI 280 Survei dan Evaluasi Efektivitas Sistem Komunikasi Survey and Evaluation of the Communication System’s Effectiveness 280 Kode Etik PDSI PDSI’s Code of Conduct 281 Penegakan Etika Usaha dan Tata Perilaku Enforcement of Business Ethics and Code of Conduct 281 Sosialisasi dan Internalisasi Kode Etik Dissemination and Internalization of Code of Conduct 282 Pengungkapan Kode Etik Berlaku Bagi Seluruh Organisasi Disclosure of Code of Conduct Applied to the Entire Organizations

282 Budaya PDSI PDSI’s Culture 283 Inisiasi Program Anti Korupsi Anti-Corruption Program Initiative 283 Sistem Pelaporan Pelanggaran Whistleblowing System 283 Prinsip Dasar Sistem Pelaporan Pelanggaran Basic Principles of Whistleblowing System 284 Ruang Lingkup Sistem Pelaporan Pelanggaran Scope of Whistleblowing System 285 Mekanisme Sistem Pelaporan Pelanggaran Mechanism of Whistleblowing System 286 Penanganan Pengaduan Reporting Management 286 Perlindungan bagi Pelapor Protection for the Rapporteur 287 Pihak yang Mengelola Management Parties 287 Hasil Temuan dan Penindaklanjutan Pelaporan Pelanggaran Findings and Follow-Ups of Whistleblowing Report 287 Teknologi Informasi Information Technology 289 Pengembangan Layanan Sistem Aplikasi Development of Application System Service 292 Pengembangan Layanan Infrastruktur dan Jaringan Infrastructure Service and Network Development 293 Survey dan Evaluasi Layanan Survey and Service Evaluation

TANGGUNG JAWAB SOSIAL PERUSAHAAN CORPORATE SOCIAL RESPONSIBILITY 299 299 301 301 302

Landasan Hukum Legal Basis Kebijakan Tanggung Jawab Sosial PDSI Corporate Social Responsibility Policy PDSI Sumber Daya Manusia yang Menangani Program CSR Human Capital Managing CSR Program Fokus Program CSR 2014 Focus of CSR Program 2014 Rencana Kerja, Anggaran dan Realisasi Program CSR pada 2014 Work Plan, Budget and Realization of CSR Program in 2014 302 Kegiatan CSR Terprogram Programmed Activities 302 Evaluasi Realisasi Program Program Realization Evaluation 306 Kegiatan CSR Non Program Non-programmed Activities 307 Tanggung Jawab dalam Bidang Pengembangan Sosial dan Kemasyarakatan Responsibility in Social and Community Development 308 Keterlibatan Pemangku Kepentingan Participation of Stakeholders

308 Sertifikasi Pelestarian Lindungan Lingkungan Certification in Environmental Preservation 309 Tanggung Jawab Terhadap Pekerja Responsibility to Employees 311 Tanggung Jawab Terhadap Pelanggan Responsibility to Customers 311 Tanggung Jawab Terhadap Mitra dan Pihak Berkepentingan Lainnya Responsibility to Partners and Other Related Parties

KESEHATAN KESELAMATAN KERJA DAN LINDUNG LINGKUNGAN QUALITY, HEALTH, SAFETY, SECURITY AND ENVIRONMENT (QHSSE) 314 Tinjauan Umum QHSSE General Overview of QHSSE 314 Penerapan QHSSE Implementation of QHSSE 316 Pelatihan Sistem Manajeman QHSSE 2014 Training of QHSSE Management System in 2014 317 Forum Presentasi Continous Improvement Program Continuous Improvement Program Presentation Forum 319 Program Kerja QHSSE QHSSE Work Program 323 Dokumentasi Sistem Manajemen Mutu dan K3LL Pengamanan dan Kualitas Documentation of Quality Management System and QHSSE 324 Rekap SKPI Rig (Sertifikat Kelayakan Penggunaan Instalasi) 2014 SKPI Rig Recap (Certification of Installment Use Feasibility) of 2014 325 Audit dan Penilaian Management QHSSE Audit and Assessment for QHSSE Management 326 Quality Management Assessment (QMA) Quality Management Assessment 326 Tanggung Jawab Keselamatan Pekerja Responsibility on Workers’ Safety 328 Piramida Performa K3LL QHSSE Performance Pyramid 328 Jumlah Kecelakaan Kerja yang Terekam Total Recordable Incident Rate (TRIR) 329 Tingkat Frekuensi Kecelakaan Kerja Accident Frequency Rate (AFR)

LAPORAN KEUANGAN TAHUNAN ANNUAL FINANCIAL STATEMENT


7

Kilas Kinerja 2014 2014 Flashback Performance 10 Ikhtisar Keuangan Financial Highlights 11 Grafik Ikhtisar Kinerja Keuangan Charts of Financial Performance Highlights 12 Grafik Ikhtisar Kinerja Operasional Charts of Operational Performance Highlights 13 Peristiwa Penting Tahun 2014

Event Highlights in 2014

16 Penghargaan dan Sertifikasi Awards and Certifications

Ikhtisar Keuangan Financial Highlights

Dalam Ribuan USD / in Thousand USD

Uraian

2014

2013

2012

Laporan Laba Rugi

Statements of Income

Pendapatan Beban Pokok Pendapatan

Description

305,238

260,794

246,464

Revenue

(209,937)

(176,046)

(163,388)

Cost of Revenue

Laba Kotor Beban administrasi dan umum

95,301

84,748

83,076

Gross Profit

(22,927)

(22,652)

(26,871)

General and administration expenses

Laba Usaha

72,374

62,096

56,205

Operating Profit

Pendapatan/(Beban) Lain-Lain

(8,839)

(10,676)

(4,623)

Other Income (Expenses)

(17,027)

(13,460)

(15,118)

Income Tax

46,508

37,960

36,464

Net Profit

Pajak Penghasilan Laba Bersih Laba Bersih Per Saham Dasar EBITDA

0.14

0.12

0.11

Net earnings per share

118,630

102,747

84,389

EBITDA

Laporan Posisi Keuangan

Statements of Financial Position

Aset Lancar

213,384

249,681

206,262

Aset Tetap-Bersih

403,944

376,387

280,700

Fixed Assets – Net

25,906

19,212

34,760

Other Non-Current Assets

Jumlah Aset

643,234

645,280

521, 722

Total Assets

Liabilitas Jangka Pendek

129,954

141,146

164,310

Current Liabilities

Liabilitas Jangka Panjang

279,317

297,699

174,067

Non-Current Liabilities

Jumlah Liabilitas

409,271

438,845

338,377

Total Liabilities

Jumlah Ekuitas

233,962

206,435

183,345

Total Equity

Jumlah Liabilitas & Ekuitas Total

643,234

645,280

521,722

Total Liabilities & Equity

83,430

108,535

41,952

Net Working Capital

Aset Tidak Lancar Lainnya

Modal Kerja Bersih

Indikator Keuangan

Current Assets

Financial Indicator

Imbalan Kepada Pemegang Saham

24.81%

22.53%

24.83%

Return on Equity (ROE)

Imbalan Investasi

18.45%

16.64%

18.35%

Return on Investment (ROI)

Marjin Laba Operasi

23.71%

23.81%

22.80%

Operating Profit Margin

Marjin Laba Bersih

15.24%

14.56%

14.80%

Net Profit Margin

29.15%

58.24%

14.33%

Cash Ratio

164.20%

176.89%

125.53%

Current Ratio

138.08

153.38%

166.37%

Collection Periods

29.99

33.85%

25.01%

Inventory Turnover

Perputaran Total Aset

48.14%

42.68%

54.07%

Total Assets Turnover

Ekuitas Terhadap Total Aset

36.37%

31.99%

35.14%

Equity to Total Asset

Rasio Kas Rasio Lancar Periode Penagihan Perputaran Persediaan

10


Grafik Ikhtisar Keuangan Charts of Financial Highlight

Pendapatan Revenue

Laba Kotor Gross Profit

305,238

95,301

(dalam USD Ribu / in thousand USD)

(dalam USD Ribu / in thousand USD) 260,794 246,464

84,748

83,076

2012

2013

Laba Usaha Operating Profit (dalam USD Ribu / in thousand USD)

2014

2012

2013

Laba Bersih Net Profit

72,374

2014

46,508


62,096

37,960 56,205

2012

36,464

2013

2014

Jumlah Aset Total Assets (dalam USD Ribu / in thousand USD)

645,280

2014

2014

Jumlah Ekuitas Total Equity



438,845 409,271

338,377

2013

2013

Jumlah Liabilitas Total Liabillities 643,234

521,722

2012

2012

2012

233,963 206,435

183,345

2013

2014

2012

2013

2014


11

Grafik Ikhtisar Kinerja Operasional Charts of Operational Performance

Ketersediaan Availability 98,84

Utilisasi Utilization 98,21

95,66

98,69

81,41 75,01

2012

2013

2014

2012

Produktivitas Productivity 79,61 67,32

2012

12


2013

66,33

2014

2013

2014

Peristiwa Penting Tahun 2014 Events Highlight in 2014

Januari January Pada 27 Januari 2014, PDSI

On January 27, 2014, PDSI

menyelenggarakan peresmian

inaugurated the construction project

proyek pembangunan rig ke-3

for the third rig named Drilling Rig,

Drilling Rig, Walking System oleh

Walking System. The project was

Direktur Hulu Muhamad Husen

conducted by PT Citra Tubindo

yang dibangun PT Citra Tubindo

Engineering and was inaugurated

Engineering di Batam.

by Director of Upstream Directorate Muhamad Husen.

Maret March

Pada 12 Maret 2014, PDSI menyelenggarakan Rapat Umum Pemegang Saham Tahunan Tahun Buku 2013. On March 12, 2014, PDSI convened the Annual General Meeting of Shareholders (AGMS) for Fiscal Year 2013.

April April

Mei May

Pada 6 Mei 2014, penetapan pemberlakuan logo baru PDSI dilakukan. Pada 30 April 2014, PDSI

On May 6, 2014, PDSI implemented the

melaksanakan peresmian kampanye

new logo.

GCG. On April 30, 2014, PDSI conducted the inauguration of GCG campaign.


13


Juni June Pada 5 Juni 2014, PDSI

On June 5, 2014, Sugeng Riyadi and

memberhentikan dengan hormat Sdr.

Adi Harianto were officially discharged

Sugeng Riyadi dari jabatannya sebagai

as Director of Operations and Director

Direktur Operasi dan Sdr. Adi Harianto

of Marketing and Development

dari jabatannya sebagai Direktur

respectively. In addition, PDSI

Pemasaran dan Pengembangan. Selain

appointed Gandot Werdiantoro as

itu, PDSI mengangkat Sdr. Gandot

Acting Director of Operations and

Werdiantoro sebagai PJ. Direktur

Lelin Eprianto as Acting Director of

Operasi dan Sdr. Lelin Eprianto

Marketing and Development.

sebagai PJ. Direktur Pemasaran dan Pengembangan.

Agustus August

Juli July

Pada 8 Agustus 2014, berdasarkan Keputusan sirkuler Pada 25 Juli 2014, PDSI melakukan penandatanganan kontrak jasa operasi pengeboran dengan Virginia Indonesia Co, LLC wilayah operasi Kalimantan Timur dengan jangka waktu kontrak selama 2 (dua) tahun. On July 25, 2014, PDSI entered into service contract for drilling operation with Virginia Indonesia Co, LLC, East Kalimantan, with terms of contract of 2 (two) years.

para pemegang saham PDSI, menetapkan Sdr. Gandot Werdiantoro sebagai PJ Direktur Operasi menjadi Direktur Operasi PDSI dan Sdr. Lelin Eprianto sebagai PJ Direktur Pemasaran dan Pengembangan menjadi Direktur Pemasaran dan Pengembangan. On August 8, 2014, pursuant to Circular Decision of PDSI Shareholders, PDSI officially appointed Gandot Werdiantoro as Director of Operations and Lelin Eprianto as Director of Marketing and Management.

September September Pada 24 September 2014, PDSI

On September 24, 2014, PDSI opened

melaksanakan Vendor Day untuk

Vendor Day for easier communication

mempermudah komunikasi kegiatan

of PDSI’s activities by the vendors.

PDSI oleh para vendor.

14



Oktober October Pada 10 Oktober 2014, PDSI

On October 10, 2014, PDSI

melakukan pekerjaaan jasa

conducted directional drilling

pengeboran terarah (directional

service using RSS and LWD, as

drilling) dengan menggunakan RSS

well as a team of experts to

dan LWD lengkap dengan tenaga

drill the exploration wells of PT

ahli untuk pengeboran sumur-

Pertamina EP Year 2014 – 2015 by

sumur eksplorasi PT Pertamina EP

PDSI – DAS (DOWELL ANADRILL

Tahun 2014-2015 oleh Konsorsium

SCHLUMBERGER) Consortium.

PDSI - DAS (DOWELL ANADRILL SCHLUMBERGER). Pada Oktober 2014, PDSI melakukan

In October 2014, PDSI and State

Kick Off Self Assessment GCG

Development Audit Agency (BPKP)

didampingi oleh (Badan Pengawas

conducted a Kick-Off for GCG Self-

Keuangan dan Pembangunan

Assessment.

(BPKP).

November November

Desember December Pada 21 Desember 2014, PDSI menyambut kedatangan Rig Walking System PDSI#43.3/ AB1500-E kapasitas 1500HP yang diproduksi oleh PT Citra Tubindo Engineering dari Batam di Tanjung Priok.

Pada 18 November 2014, PDSI mengadakan peluncuran pengelolaan sampah domestik (Takakura) di lokasi pengeboran yang merupakan nilai tambah pelayanan PDSI kepada pelanggan. On November 18, 2014, PDSI launched domestic waste management (Takakura) at drilling locations

On December 21, 2014, PDSI received Walking System Rig PDSI#43.3/AB1500-E with the capacity of 1500HP, manufactured by PT Citra Tubindo Engineering from Batam, at Tanjung Priok.

to generate added service value to the customers.


15

Penghargaan dan Sertifikasi Awards and Certifications

Best Presentation “PKM Maintenance” di Upstream Innovation and Improvement Award (UIIA) 2014 Best Presentation “PKM Maintenance” in the 2014 Upstream Innovation and Improvement Award (UIIA)

Best Presentation “SS Andri & Widiawan” di Upstream Innovation and Improvement Award (UIIA) 2014 Best Presentation “SS Andri & Widiawan” in the 2014 Upstream Innovation and Improvement Award (UIIA)

The Best Safety Reliability Clean & Tidy Rig 2014

Best PMO Transformasi Hulu Annual Hulu Day II 2014

Platinum Category pada Annual Pertamina Quality Award 2014 “SS Andri & Widiawan” Platinum Category in the 2014 Annual Pertamina Quality Award “SS Andri & Widiawan”

16


Three Star Category “QCP Maintenance” pada 20th Asia Pacific Quality Conference Three Star Category “QCP Maintenance” in the 20th Asia Pacific Quality Conference

Gold Category pada Annual Pertamina Quality Award 2014 “PKM Maintenance” Gold Category in the 2014 Annual Pertamina Quality Award “PKM Maintenance”

Certificate of Appreciation Recognition of contribution to 100 days without Lost Time Incident JOB PERTAMINA - MEDCO E & P TOMORI SULAWESI

The Best Upstream HSSE and Housekeeping Standard Annual Hulu Day II 2014

Certificate of Appreciation Recognition of contribution to 250 days without Lost Time Incident JOB PERTAMINA - MEDCO E & P TOMORI SULAWESI

Penghargaan dan Sertifikasi Awards and Certifications

NO

Tanggal / Date

Pemberi Penghargaan / Given by

Nama Penghargaan / Awards

1

Juni 2014 June 2014

250 Days without Lost Time Accident (LTA) - Rig 110 UE/59 16 September 2013 - 23 Mei 2014 / September 16, 2013 - May 23, 2014

JOB Pertamina Medco Tomori

2

16 Juli 2014 July 16, 2014

Pertamina Quality Assesment " Good Performance " (Score 496) - PQA 2014

PT Pertamina (Persero)

3

22 Agustus 2014 August 22, 2014

2nd Runner Up The Best Annual Report 2013 - Annual Pertamina Subsidiary Award 2014


4


Top 5 Annual Pertamina Subsidiary Award (APSA) Kategori Enterprise Risk PT Pertamina (Persero) Management (ERM) Top 5 Annual Pertamina Subsidiary Award (APSA) Category of Enterprise RIsk Management (ERM)

5


Top 5 Annual Pertamina Subsidiary Award (APSA) Kategori Corporate Social Responsibility (CSR) Top 5 Annual Pertamina Subsidiary Award (APSA) Category of Corporate Social Responsibility (CSR)


6

September 2014 September 2014

100 Days without Lost Time Accident (LTA) - Rig 110 UE/59 23 Mei 2014 - 30 Agustus 2014 / on May 23 - August 30, 2014


7

4 September 2014 September 4, 2014

Certificate of Special Recognition for The Most Improved Organization in Leadership & Business Sustainability - PQA 2014


8


10 th Year Certification in Appreciation and Recognition of The Total PT SGS Indonesia Dedication and Commitment to Quality Management System

9


One year without Lost Time Accident

IADC

10

27 September - 02 Oktober 2014 September, 27 Oktober 02, 2014

Best Presentation Kategori SS - UIIA Awards 2014 Best Presentation in the Category of SS in the 2014 UIIA Awards

PT Pertamina (Persero) Direktorat Hulu PT Pertamina (Persero) Upstream Directorate

11

27 September - 02 Oktober 2014 September, 27 Oktober 02, 2014

2nd Best Presentation Kategori PKM/GKM - UIIA Awards 2014

PT Pertamina (Persero) Direktorat Hulu PT Pertamina (Persero) Upstream Directorate

16 Oktober 2014

Peringkat ke-9 Pada Annual Report Award 2013

Oktober 16, 2014

9th Place in the 2013 Annual Report Award

13

1 November 2014 November 1, 2014

Best PMO


14


CIP Kategori Platinum (1) - Annual Pertamina Quality (APQ) Award 2014 CIP Platinum Category (1) - Annual Pertamina Quality (APQ) Award 2014


15


CIP Kategori Gold (1) - Annual Pertamina Quality (APQ) Award 2014 CIP Gold Category (1) - Annual Pertamina Quality (APQ) Award 2014


16


CIP Kategori Silver (1) - Annual Pertamina Quality (APQ) Award 2014 CIP Silver Category (1) - Annual Pertamina Quality (APQ) Award 2014


17


The Best Upstream HSSE and Housekeeping Standard 2014 (Rig 110 UE/59 Luwuk)

PT Pertamina ( Persero )

18

Agustus 2014 August, 2014

100 Days without Lost Time Accident (LTA) - Rig 1500 /60 23 Mei 2014 - 30 Agustus 2014 / May 23 - August 30, 2014


19


Best Paper & Presentation, pada Drilling Technology Forum 2014 (DTF 2014).

VICO

20


Project Coordinator untuk VICO, membuktikan PDSI sebagai Best preparation dan satu-satunya di VICO yang Spud In On Time Project Coordinator for VICO, proving PDSI as the Best preparation and the only one company in VICO which Spud In On Time

12

2nd Best Presentation in the Category of PKM/GKM - UIIA Awards 2014

Pengawas Pasar Modal Republik Indonesia Capital Market Supervisor of the Republic of Indonesia


17

Laporan Dewan Komisaris Dan Direksi Board of Commissioners and Board of Directors Reports

20 Laporan Dewan Komisaris Board of Commissioners Report 24 Laporan Direksi Board of Directors Report 32 Surat Pernyataan Anggota Dewan Komisaris dan Direksi tentang Tanggung Jawab atas Laporan Tahunan 2014 Statement of the Board of Commissioners and Board of Directors on 2014 Annual Report

Laporan Dewan Komisaris Board of Commissioners’ Report

M. AFDAL BAHAUDIN Komisaris Utama President Commissioner

20



Peluang PDSI untuk terus berkembang masih tetap ada, di tengah situasi harga minyak mentah dunia yang terus melemah yang tentunya akan berdampak pada investasi perusahaan migas dunia. Namun demikian, optimisme harus terus dibangun, inovasi harus terus dilakukan dan konflik internal harus diminimalisasi. In the long-term, PDSI’s growth opportunity remains promising, despite the alarming decline in global oil prices that has taken a toll on oil and gas companies’ investment activities all over the world. Nevertheless, the Company remains optimistic on the status quo while continuing to pursue product innovation and minimize internal conflict in the daily operations.

Para Pemangku Kepentingan yang Terhormat, Dear Distinguished Stakeholders, Penilaian Kinerja Direksi

Performance Assessment on Board of Directors

Walaupun di awal 2014 banyak terjadi

Despite the reduction of work at the Company’s

pengurangan pekerjaan pada captive market

captive market that caused 74% of the rigs to

PDSI yang berimplikasi pada status rig idle,

go idle in the beginning of 2014, the Board of

yaitu sampai dengan 74%, namun situasi

Directors remained obstinate to endeavour

awal tahun yang tidak menguntungkan tidak

in increasing revenue for the Company.


21


membuat semangat Direksi surut untuk tetap mengupayakan

Through ceaseless business development that spread outside

peningkatan pendapatan bagi PDSI. Pengembangan bisnis

of the captive market and differentiation of other drilling

keluar captive market dan upaya diferensiasi produk-produk

services, the Board of Directors successfully demonstrated its

jasa pengeboran lainnya terus dikembangkan, sehingga pada

performance by recording net profit amounting to USD 46.509

akhir tahun 2014, Direksi dapat membuktikan kinerjanya

thousand, exceeding the prognosis of Work Plan and Budget

dengan membukukan pendapatan bersih USD 46,509 ribu,

of the Company (RKAP) in 2014 by 106%; an increase of 122%

106% pencapaian dari prognosa RKAP 2014 dan meningkat

compared to 2013 of USD 37.959 million, a truly remarkable

122% dari profit tahun 2013 yang sebesar USD 37,959 juta.

achievement that deserves an utmost appreciation.

Sungguh suatu pencapaian yang sangat baik, membanggakan dan perlu diapresiasi.

Implementasi Perusahaan

Praktik Terbaik Tata

Kelola

Good Corporate Governance Practice Implementation

Komitmen PDSI terhadap pelaksanaan Good Corporate

The Company endeavors to align its commitment on the

Governance (GCG) terus berjalan sesuai dengan komitmen

implementation of Good Corporate Governance (GCG) with the

jajaran Komisaris, Direksi serta seluruh insan PDSI. PDSI melihat

commitment of the Board of Commissioners, Board of Directors

tata kelola perusahaan yang baik merupakan peluang bagi

and all employees. A good corporate governance is viewed as

perusahaan untuk terus sustain dalam bisnis ini. Dalam jangka

an opportunity for the Company to develop this sustainable

panjang, diharapkan pelaksanaan GCG di PDSI akan menjadi

business. GCG implementation in the long term will become

satu kebutuhan yang inheren dalam setiap kegiatan bisnisnya.

a necessity, and GCG self-assessment under the supervision of

Pelaksanaan self - assessment GCG dengan pendampingan

a trusted institution, State Development Audit Agency (BPKP),

dari institusi terpercaya BPKP sudah merupakan bukti nyata

further proving the presence of GCG implementation in the

pelaksanaan GCG berjalan di PDSI. Skor self - assessment tahun

Company. In 2014, self-assessment score was 81.50, increasing

2014 adalah 81,50 meningkat 1,47 poin dari hasil external

by 1.47 point compared with the external assessment in 2013.

assessment tahun 2013. Hal lain yang menjadi fokus tugas kami

In addition, we also take into account the Quality, Health,

sebagai pengawas kebijakan direksi adalah terkait Quality,

Safety, Security and Environment (QHSEE), which is our focus in

Health, Safety, Security and Environment (QHSSE), Direksi harus

our duty as supervisor of the Board of Directors. In our opinion,

serius dan tidak boleh berkompromi.

Board of Directors should take a serious and assertive acts in implementing the aforementioned element.

Prospek Usaha

Business Outlook

Pada tahun 2015, peluang PDSI untuk terus berkembang masih

In 2015, despite the global crude oil price that continues to

tetap ada, di tengah situasi harga minyak mentah dunia yang

decline and affects the investment for the world’s oil and gas

terus melemah yang tentunya akan berdampak pada investasi

companies, the Company’s opportunity to grow remains

perusahaan migas dunia. Namun demikian, optimisme harus

vast. Nevertheless, optimism should never cease, innovation

terus dibangun, inovasi harus terus dilakukan dan konflik

should always be developed, and internal conflict should

internal harus diminimalisasi. Harus ada kesadaran bersama dari

be minimized. All personnel of PDSI should be aware of this

seluruh insan PDSI untuk bersama-sama menghadapi situasi ini.

and cooperatively address this situation, which may have

Yang dalam hal ini akan berdampak langsung pada penurunan

direct impact on the decline of drilling activities, especially in

pekerjaan pengeboran, terutama di dalam negeri. Namun

the country. Nevertheless, by exercising calculated analysis

peluang kerjasama dengan perusahaan lain dan investasi pada

and measurement, the opportunity to cooperate with other

produk jasa tertentu masih terbuka, yang tentu saja diperlukan

companies and to invest in specific service product are

22



analisis dan perhitungan yang matang. Peluang bisnis yang

still possible to be attained. The Company may utilize the

menurun pada 2015, dapat digunakan oleh Perseroan untuk

declining business opportunities in 2015 to improve Human

meningkatkan kapabilitas SDM, melakukan pembenahan baik

Quality capability and improve both the technical aspect and

secara teknis maupun pada sistem administrasi perusahaan,

adminisrative system in order to prepare PDSI as the most

sehingga ketika harga minyak mulai stabil dan beranjak naik,

formidable company when oil price shows signs of stabilizing

PDSI sudah siap untuk menjadi yang terdepan.

and rising up.

Efisensi harus menjadi salah satu fokus dari upaya PDSI untuk

While efficiency plays as the focus of the company’s effort

meningkatkan laba Perusahaan, tetapi faktor-faktor seperti

to increase profits, other factors such as QHSEE, operation

QHSSE, standar operasi dan pelayanan di lapangan tidak boleh

standards and on-field services should also be improved as

diefisiensikan.

well.

Perubahan Komposisi Dewan Komisaris

Changes in the Composition of Board of Commissioners

Pada 2014, Perseroan memiliki perubahan struktur Dewan

In 2014, the Company changed the composition of the

Komisaris, yaitu dengan ditunjuknya Sekretaris Dewan

Board of Commissioners with the appointment of the new

Komisaris Sdri. Dhaneswari Retnowardhani sesuai SK Dewan

Secretary of the Board of Commissioners, namely Mrs.

Komisaris No. Kpts.002/DK-PDSI/2014-S0 tanggal 30 April 2014

Dhaneswari Retnowardhani, pursuant to Decree of the Board

yang sebelumnya dijabat oleh Sdr. Endra Gunawan dari BUMN.

of Commissioners No.Kpts.002/DK-PDSI/2014-S0 dated April 30, 2014, to replace Mr. Endra Gunawan from the SOE.

Penutup

Closing Remark

Keharmonisan dan keselarasan dalam kerjasama yang telah

The harmony and equality embedded in the cooperation

terjalin antara PDSI dan seluruh pemangku kepentingan

between PDSI and all stakeholders have generated positive

memberikan manfaat yang positif bagi semua pihak. Oleh

benefits for all parties involved. Therefore, we would like

karena itu, kami memberikan apresiasi yang setinggi-tingginya

to give our utmost appreciation for the Board of Directors,

kepada Direksi, Manajemen dan seluruh anggota perusahaan

the Management and the staffs for their collaboration in

yang telah berkolaborasi dengan baik dalam menjalankan

performing their duties and responsibilities. We also give our

tugas dan kewajiban. Kami juga memberikan penghargaan

highest appreciation to the stakeholders for their support

yang tinggi kepada seluruh pemangku kepentingan atas

and trust. May the success achieved this year will continue to

dukungan dan kepercayaan yang telah diberikan. Kiranya

support PDSI in bringing the best for all.

pencapaian tahun ini senantiasa menyemangati PDSI untuk tetap memberikan yang terbaik kepada semua pihak.

M. AFDAL BAHAUDIN Komisaris Utama President Commissioner


23

Laporan Direksi Board of Directors’ Report

”Pada 2014, total aset yang dimiliki PDSI bertambah. Dengan dilakukannya pembelian 1 (satu) buah rig onshore berjenis walking system dengan kapasitas 1500 HP, dan rig ini disiapkan untuk segera beroperasi pada proyek Geothermal Huluais di akhir triwulan pertama 2015.“ In 2014, PDSI increases its total assets with the purchase of 1 (one) walking system-typed onshore rig with the capacity of 1500 HP. This rig is prepared for future operation on Huluais Geothermal project in the end of the first quarterly in 2015.

Para Pemangku Kepentingan yang Kami Hormati, Honored Stakeholders,

24

Kondisi Perekonomian Dalam Negeri 2014

National Economy Condition In 2014

Situasi pergerakan perekonomian domestik tahun ini diwarnai dengan fluktuasi hargaharga komoditas, suasana politik yang memanas terkait dengan pemilihan presiden baru Republik Indonesia periode 2014-2019 serta pengetatan kegiatan impor dan ekspor. Di satu sisi, fluktuasi harga barang komoditas turut dipengaruhi oleh beberapa faktor eksternal yang sulit diprediksi, salah satunya adalah kondisi iklim yang tidak stabil dan bencana alam yang secara berkala melanda Indonesia yaitu banjir. Akibat meluasnya banjir,

The domestic economy movement of the year is colored with the fluctuation in prices of the commodities, the turbulence in political climate due to the election of the new President of the Republic of Indonesia for the 2014 -2019 period and the tightening of export and import activities. On the other hand, the fluctuating price of commodity goods is affected by external factors that are difficult to predict, namely the shifting climate condition and flood, one of the natural disasters that strikes Indonesia periodically. The widespread



FARIED RUDIONO Direktur Utama President Director


25


barang-barang konsumsi semakin langka sehingga terjadi inflasi sekitar 8,4%.

flooding has caused consumption goods difficult to be found, resulting in inflation up to 8.4%.

Akan tetapi, perekonomian Indonesia mulai memperlihatkan gejala-gejala perbaikan menjelang akhir 2014 dengan meningkatnya respon dan pandangan positif dunia terhadap terpilihnya Presiden RI yang baru. Kondisi ini diharapkan mampu berfungsi sebagai katalis positif bagi konsumsi dalam negeri, produktivitas industri, dan tenaga kerja. Selain itu, konsumsi dalam negeri juga ikut terstimulasi dengan adanya sektor dollar earner seperti konsumsi, transportasi, dan pariwisata turut mendorong pertumbuhan ekonomi dan tingginya daya beli masyarakat akibat meningkatnya Upah Minimum Regional (UMR). Sedangkan dari segi investasi, kenaikan suku bunga pada level 8% menjadi daya tarik tersendiri bagi investor. Daya tarik ini meningkat seiring dengan prediksi atas rendahnya risiko fiskal dan adanya wacana jumlah subsidi Bahan Bakar Subsidi (BBM) yang tidak berubah. Faktorfaktor ini diproyeksikan mampu menambah rating Indonesia di mata investor.

Nevertheless, Indonesia’s economy begins to recover as the end of 2014 draws on, demonstrated with the increasing amount of positive responses and views of the world toward the newly-elected President of the Republic of Indonesia. This condition is then expected to function as a positive catalyst for domestic consumption, industrial productivity and employment. Furthermore, the presence of dollar-earner sector such as consumption, transportation and tourism also stimulate domestic consumption by encouraging economic growth and purchasing power of the communities as the Regional Minimum Wages (UMR) rate increases. The escalating interest rate at 8% on investment sector becomes an attraction of its own for the investors, and it continues to rise up in line with the prediction on low fiscal risks and the relatively stable amount of subsidized fuel (BBM). These factors are projected to be able to improve Indonesia’s rating in the eye of the investors.

Kebijakan Strategis

Strategic Policy

Pada pelaksanaan upaya pencapaian target RKAP 2014, PDSI tetap memegang aturan kebijakan induk, PT Pertamina (Persero). Upaya-upaya pencapaian tersebut berhasil diwujudkan melalui beberapa kebijakan strategis direksi, yaitu melakukan penetrasi pasar dengan peluang di luar captive market, melakukan efisiensi biaya, terus meningkatkan operation of excellence serta melakukan difrensiasi produk jasa penunjang pengeboran.

In achieving the RKAP target in 2014, PDSI complies with the regulations set by parent company, PT Pertamina (Persero). Such effort is successfully realized through a number of strategic policy, such as penetrating the market with opportunities found outside of captive market, implementing cost efficiency, improving operation of excellence and differentiating supporting products for drilling services.

Pencapaian angka TRIR pada tahun 2014 adalah 0.66 dengan 17 incidents. Pencapaian tersebut lebih baik dibandingkan dengan target RKAP 2014 sebesar 0,78.

The number of Total Recordable Incident Rate (TRIR) is less of the targeted number in the Work Plan and Budget of the Company of 2014, namely 0.66 from the target number of 0.78 with 17 incidents.

Untuk menekan angka TRIR, PDSI melakukan kegiatan upskilling terkait dengan QHSSE terhadap level Rig Superintendent, Driller, dan Toolpusher di seluruh area. Pembekalan melalui pelatihan internal beserta tes dalam rangka penerbitan HSE Passport juga diberikan kepada seluruh pekerja PDSI untuk meningkatkan pemahaman seluruh personil terhadap aspek HSE dalam pelaksanaan pekerjaan. PDSI tetap tidak berkompromi dengan isu-isu keselamatan kerja.

In order to repress the TRIR rate, PDSI conducted upskilling activity regarding the QHSSE on the level of Rig Superintendent, Driller, and Toolpusher in all operational areas. PDSI also conducted internal training, as well as evaluation regarding the issuance of HSE Passport, to all employees. This aims to improve the personnel’s understanding on HSE aspect in implementing their duties. PDSI refuses to compromise on occupational health and safety issues.

Rig operation kami yang mayoritas rig onshore terdiri dari rig kecil antara 250 - 500 horse power (HP), rig berkapasitas sedang 750 - 1.000 HP dan rig berkapasitas besar 1.500 - 2.000 HP yang saat ini sudah mencapai 41 unit. Rig tersebut merupakan tulang

Our operation rig, most of which are onshore rigs, consists of small rigs with 250 – 500 Horse Power (HP), medium-sized rigs with the capacity of 7500 – 1,000 HP and large rigs with the capacity of 1,500 – 2,000 HP, all of which have reached

26



punggung dari kegiatan operasi perusahaan, dengan tingkat ketersediaan rig (availability) 98,69% naik dibandingkan tahun 2013 sebesar 0,48% dan utilisasi sebesar 75,01%.

an amount of 41 units. These rigs play an important part in supporting all operational activities with availability rate of 98.69%, an increase compared with 0.48% and utilization rate of 75.01% in 2013.

Walaupun pada awal 2014 PDSI sempat mengalami pengurangan pekerjaan pengeboran sumur dikarenakan adanya pengurangan investasi dari pasar Pertamina Group, namun pada pertengahan tahun, PDSI berhasil mengupayakan percepatan kinerja operasi dan juga membidik segmen lain di luar pasar Pertamina Group. Sehingga di penghujung tahun 2014, PDSI berhasil menunjukan kinerja operasi yang baik, yaitu melakukan pengeboran di 332 sumur dan prestasi dalam penyelesaian pekerjaan lebih awal dari yang terjadwal dalam kontrak masih terus dipertahankan.

Despite the attempt made to press the number of drilling activities due to the decreasing investment from Pertamina Group market, PDSI strives to accelerate operational performance and to aim for other segments outside of Pertamina Group as well in the middle of the year. As such, PDSI succeeded in demonstrating good operational performance by the end of the year, namely by drilling 332 wells and maintaining earlier work completion than previously scheduled in the contract.

Pada 2014, total aset yang dimiliki PDSI bertambah. Dengan dilakukannya pembelian 1 (satu) buah rig onshore, maka secara keseluruhan PDSI memiliki 42 buah rig onshore yang tersebar di wilayah Sumatera bagian Utara, Sumatera bagian Tengah, Sumatera bagian Selatan, serta Jawa dan Kawasan Timur Indonesia. Rig baru tersebut merupakan rig onshore berjenis walking system dengan kapasitas 1500 HP, yang baru dibangun di Batam pada awal bulan Januari 2014 dan selesai pembuatannya pada Desember 2014. Rig ini disiapkan untuk segera beroperasi dalam proyek Geothermal Huluais pada akhir triwulan pertama 2015.

In 2014, total assets of PDSI was expanded by the purchase of 1 (one) onshore rig. Thus, PDSI currently owns 42 onshore rigs placed in Northern area of Sumatera, Central Area of Sumatera, Southern Area of Sumatera, Java, and Eastern Area of Indonesia. The newly-purchased onshore rig is of the walking system type with capacity of 1500 HP. Its installation begun in Batam on early January 2014 and had been completed on December 2014. This new rig is prepared to be operated in Huluais Geothermal project at the end of the first quarter of 2015.

Berbagai upaya untuk mencapai target kinerja PDSI terus dilakukan. Evaluasi merupakan salah satu fokus yang dilakukan direksi agar pencapaian kinerja dapat maksimal. Tata kelola perusahaan yang harus comply dengan peraturan perundangan masih menjadi perhatian, perubahan proses bisnis di fungsi operasi dari struktural menjadi project-based merupakan upaya untuk meningkatkan revenue. Demikian pula perubahan mekanisme pada sistem administrasi penagihan online (S2C) dilakukan untuk upaya percepatan perolehan revenue. Pada bidang HSSE, kami terus melakukan penguatan kapabilitas melalui pelatihan dan tes yang berkelanjutan.

Efforts have been exerted to meet all performance targets; one of which is evaluation, which is one of the focus of Board of Directors to attain maximum performance. As the necessity for good corporate governance to comply with the rules and regulations remains an object for attention, the change of business process in operations from structural to project-based is performed to improve revenue gain, as well as mechanism change in online billing administrative function (S2C) to accelerate revenue gain. In HSSE sector, we strice to enhance our capability through a series of training and tests.

Kinerja keuangan PDSI di 2014 sangat baik dengan pencapaian laba bersih sebesar USD 46,5 juta atau 106% dari pencapaian atas prognosa RKAP 2014 atau 72% dari target RKAP 2014. Artinya, perolehan laba bersih Perusahaan naik 122,52% dari USD 37.959 juta di tahun 2013 menjadi sebesar USD 46.509 juta tahun 2014. Hal ini disebabkan pada pertengahan 2014 PDSI memenangkan tender dari perusahaan migas internasional PT Virginia Indonesia Co, LLC wilayah operasi Kalimantan Timur pada bulan Juli untuk jangka waktu kontrak

PDSI records a satisfactory financial performance with net profit achievement amounting to USD 46,5 million or 106% from the prognosis achievement of Work Plan and Budget (RKAP) in 2014 or by 122.52% of RKAP target, resulting in the raise of net profit from USD 37,959 million in 2013 to USD 46,509 million in 2014. This is due to the acquiring of tender by PDSI from international oil and gas company PT Virginia Indonesia Co, LLC at East Kalimantan operation area on July with contract period of 2 (two) years and the operation of 1 land rig unit, namely PT Pertamina Drilling Services Indonesia Laporan Tahunan 2014 Annual Report

27


selama 2 (dua) tahun dengan mengoperasikan 1 unit land rig yaktu Rig D1000/52 di lokasi Pamaguan Kalimantan Timur. Selain itu, diferensiasi produk jasa penunjang pengeboran juga dilakukan, yaitu Perusahaan berkolaborasi dengan DAS (DOWELL ANADRILL SCHLUMBERGER) dalam bentuk konsorsium untuk melaksanakan pekerjaaan Jasa Pengeboran Terarah (Directional Drilling) untuk Pengeboran Sumur-Sumur Eksplorasi PT Pertamina EP, serta berhasil memasarkan barge Baruna yang sudah lama tidak terutilisasi ke West Madura Offshore.

Rig D1000/52 at Pamaguan, East Kalimantan. In addition, differentiation on supporting products for drilling services is performed through collaboration with DAS (DOWELL ANADRILL SCHLUMBERGER) in the form of consortium. The collaboration is engaged for Directional Drilling service at Exploration Wells owned by PT Pertamina EP. PDSI has also succeeded in marketing Baruna barge, which has ceased from being operated, to West Madura Offshore.

Dalam menjaga intergritas antar insan PDSI, Direksi juga menerapkan kebijakan untuk meningkatkan koordinasi internal di level manajemen perusahaan melalui forum komunikasi Busines Coordination Meeting yang dilakukan setiap bulan.

In order to maintain integrity between PDSI employees, the Board of Directors implements a policy to improve internal coordination at management level through monthly communication forum named Busines Coordination Meeting.

Tantangan dan Strategi

Challenges and Strategy

Kami juga melakukan upaya-upaya untuk dapat memberikan nilai tambah (value added) bagi para pelanggan dengan meluncurkan program green drilling. Program ini merupakan pengolahan limbah organik yang dirubah menjadi kompos dengan menggunakan metoda Takakura Composter. Selain menjadikan lingkungan di sekitar pengeboran bersih, hasilnya yang berupa kompos juga dapat memberikan manfaat bagi masyarakat di sekitar area pengeboran.

We have performed efforts to provide value added for the clients by launching Green drilling, a program for manufacturing organic wastes into composs using Takakura Composter method. With this method, a clean environment around drilling area can be achieved and the composs manufactured will bring benefits for the communities living in the vicinity of drilling area.

Program lainnya yaitu PDSI Understands, yaitu program evaluasi pasca pengeboran dengan memberikan laporan berupa evaluasi dan input bagi pelanggan selama pengeboran, agar pada aktifitas pengeboran berikutnya dapat tercipta operation of excellent.

Another program implemented is PDSI Understands, a postdrilling evaluation by means of submitting evaluation and input for the customers during drilling operations in order to create operation of excellent in the next program.

Upaya-upaya meningkatkan pengetahuan di lingkungan manajemen dilakukan dengan meneruskan kegiatan komunikasi internal, yaitu Breakfast Meeting Forum.

Efforts in improving communication and knowledge in the management are performed through internal communication, namely Breakfast Meeting Forum.

Prospek Usaha

Business Outlook

Upaya peningkatan pemasaran di 2015 akan difokuskan pada pasar non-captive, geothermal, gas dan jasa penunjang pengeboran lainnya. Penambahan pendapatan/return melalui penambahan komoditas strategis dan melakukan divestasi aset yang sudah tidak layak untuk dipasarkan, juga menjadi upaya strategis lainnya. PDSI membuka diri untuk menjalin kolaborasi dengan perusahaan jasa penunjang pengeboran lainnya dalam rangka memperluas jaringan dan peluang pasar di luar captive.

In 2015, improvement in marketing sector will be focused on non-captive, geothermal, gas and other supporting services. Return gain through additional strategic commodity and diversification for assets unfitting to be marketed also serve as another strategic efforts. PDSI welcomes the opportunity for collaboration with other drilling supporting service companies to expand its network and market opportunities outside of the captive.

28



Pada akhir 2014, Direksi memimpin PDSI untuk menyatukan sinergi dengan anak perusahaan PT Pertamina (Persero) lainnya. Hal ini ditujukan bagi seluruh anak perusahaan di lingkungan PT Pertamina (Persero), agar potensi pendapatan di masa depan diharapkan dapat sesuai dengan target yang ditetapkan.

At the end of 2014, the Board of Directors led PDSI to synergize the subsidiaries belonging to PT Pertamina (Persero). This action was aimed for all Subsidiaries of PT Pertamina (Persero) in order to better align revenue potentials with the predetermined targets in the future.

Penerapan Praktik Tata Kelola Perusahaan Terbaik

Good Corporate Implementation

PDSI berkomitmen untuk menerapkan praktik Tata Kelola Perusahaan terbaik, terutama dalam mewujudkan nilai transparansi, akuntabilitas, tanggung jawab, kemandirian, kewajaran, dan kesetaraan. Penerapan Tata Kelola Perusahaan yang baik akan menciptakan budaya dan etika kerja yang baik, sehingga seluruh individu mampu mencerminkan karakter PDSI, yaitu berintegritas dan bertanggungjawab.

PDSI is committed to implement Good Corporate Governance best practice, particularly in realizing the value of transparency, accountability, responsibility, independency, fairness and equality. By implementing Good Corporate Governance, a better culture and work ethic can be realized to reflect PDSI characters: integrity and responsibility.

Seluruh individu PDSI bekerjasama dengan sinergis untuk mewujudkan lingkungan kerja yang sehat dan positif. Oleh karena itu, setiap individu berkomitmen untuk mempertanggungjawabkan setiap tindakan, melaksanakan tanggung jawab dan kewajiban, tanpa adanya benturan kepentingan, memperlakukan sesama dengan adil, serta menjaga kelestarian lingkungan hidup.

All of PDSI’s individuals cooperate in a synergic manner for a healthy and positive work environment. As such, each individual commits to be accountable in his action, perform his responsibilities and roles without generating conflicts of interest, treat each other in a fair manner and preserve the environment

Perubahan Susunan Direksi

Changes in the Board of Directors Composition

Pada pertengahan 2014, terjadi perubahan susunan Direksi, yaitu Bapak Gandot Werdiantoro sebagai Direktur Operasi menggantikan Bapak Sugeng Riyadi dan Bapak Lelin Eprianto sebagai Direktur Pemasaran dan Pengembangan menggantikan Bapak Adi Harianto.

The Board of Directors’ membership structure is changed mid year of 2014 with the appointment of Gandot Werdiantoro and Lelin Eprianto as Director of Operations and Director of Marketing and Development respectively, to replace Sugeng Riyadi and Adi Harianto.

Penutup

Closing Remark

Atas nama Direksi, kami menyampaikan penghargaan yang tinggi kepada Dewan Komisaris atas pengarahan dan pandangan yang bermanfaat bagi perusahaan. Kami juga berterima kasih kepada seluruh pemangku kepentingan yang telah mendukung kami dalam setiap hal. Keinginan yang tulus untuk membangun kesejahteraan bagi seluruh pemangku kepentingan merupakan semangat yang terus digelorakan dalam meraih pencapaian yang lebih baik.

On behalf of the Board of Directors, we give our utmost appreciation to the Board of Commissioners for the beneficial directions and insight for the company. We also expressed our gratitude to the stakeholders for their relentless support. A sincere intention to build welfare for the stakeholders is the spirit we hold up in generating better achievement.

Governance

Practice

FARIED RUDIONO Direktur Utama President Director PT Pertamina Drilling Services Indonesia Laporan Tahunan 2014 Annual Report

29

Dewan Komisaris

M. Afdal Bahaudin

Board of Commissioners

Komisaris Utama / President Commissioner

Subarkah Kustowo Komisaris / Commissioner

Saripandi Komisaris / Commissioner

Irfan Zainuddin Komisaris / Commissioner

30


Direksi

Faried Rudiono

Board of Directors

Direktur Utama / President Director

Hemzairil Direktur Keuangan & Administrasi / Finance & Administration Director

Gandot Werdiantoro Direktur Operasi / Operational Director

Lelin Eprianto Direktur Pemasaran & Pengembangan / Marketing & Development Director


31

Surat Pernyataan Anggota Dewan Komisaris dan Direksi Tentang Tanggung Jawab atas Laporan Tahunan 2014 PT Pertamina Drilling Services Indonesia Statement of Members of Board of Commissioners and Board of Directors on the Responsibility for the 2014 Annual Report of PT Pertamina Drilling Services Indonesia

Kami yang bertanda tangan di bawah ini menyatakan bahwa

We, the undersigned, testify that all information in the Annual

semua informasi dalam Laporan Tahunan PT Pertamina Drilling

Report of PT Pertamina Drilling Services Indonesia for 2014 is

Services Indonesia tahun 2014 telah dimuat secara lengkap

presented in its entirety and we are fully responsible for the

dan bertanggung jawab penuh atas kebenaran isi laporan

correctness of the contents in the Annual Report and Financial

tahunan dan laporan keuangan perusahaan.

Report of the Company.

Demikian penyataan ini dibuat dengan sebenarnya.

This statement is hereby made in all truthfulness.

Dewan Komisaris Board of Commissioners

32

M. Afdal Bahaudin

Subarkah Kustowo

Komisaris Utama President Commissioner

Komisaris Commissioner

Saripandi

Irfan Zainuddin




Direksi Board of Directors

Faried Rudiono

Hemzairil

Direktur Utama President Director

Direktur Keuangan & Administrasi Finance & Administration Director

Gandot Werdiantoro

Lelin Eprianto

Direktur Operasi Operational Director

Direktur Pemasaran & Pengembangan Marketing & Development Director


33

Profil Perusahaan Company Profile 36 37 39

43

48 50 52 56 60 61 62

Identitas Perusahaan Company Identity Jejak Historis PDSI History of PDSI Bidang Usaha Line of Business 39 Kegiatan Usaha Business Activities 39 Produk dan Jasa Product and Services Visi, Misi, dan Tata Nilai Perusahaan Vision, Mission and Company Value 44 Komitmen Visi, Misi, dan Tata Nilai Vision, Mission and Value Commitment 45 Tata Nilai Perusahaan Company’s Value 46 Surat Keputusan Visi, Misi dan Tata Nilai Decree on Vision, Mission and Value Testimoni Pelanggan dan Mitra Customers and Partners Testimonials Struktur Organisasi Organization Structure Profil Dewan Komisaris Board of Commissioners Profile Profil Direksi Board of Directors Profile Manajemen Eksekutif Executive Management Profil Personil Inti Core Personnels Profile Sumber Daya Manusia Human Capital 62 Pengembangan Sumber Daya Manusia Human Capital Development 63 Pelatihan dan Sertifikasi Training and Certification 63 Pusat dan Biaya Pelatihan Training Center and Cost 72 Performance Management Systems (PMS) Academy 2014 Performance Management Systems (PMS) Academy 2014

72 Pengembangan dan Manajemen Karir Career Development and Management 72 Program Perekrutan Recruitment Program 73 Rencana dan Strategi Pengelolaan SDM HC Management Plan and Strategy 74 Program Kesejahteraan dan Perlindungan Karyawan Employee Welfare and Protection Program 75 Asosiasi Karyawan dan Serikat Pekerja Employee Association and Labor Unions 76 Komposisi Pekerja Employee Composition 79 Strategi Jangka Panjang Long-Term Strategy 79 Arah Pengembangan PDSI Development Direction of PDSI 82 Map Strategi PDSI Strategy Map of PDSI 84 Komposisi Pemegang Saham Shareholders Composition 85 Perusahaan Afiliasi & Anak Perusahaan Affiliated Company & Subsidiaries 87 Kerjasama Kemitraan Partnership Cooperation 88 Struktur Grup Perusahaan Company Group Structure 88 Kronologi Pencatatan Saham Share Listing Chronology 88 Kronologi Pencatatan Efek Lainnya Other Securities Listing Chronology 89 Lembaga Profesi Penunjang Perusahaan Professional Institution Supporting Company 90 Pengembangan Usaha Business Development 92 Key Performance Indicator Key Performance Indicator 92 Wilayah Kerja dan Peta Operasional Work Regions and Operational Map

Identitas Perusahaan Company Identity

Nama Perusahaan Company Name

PT Pertamina Driling Services Indonesia

Bidang Usaha/Produk

Usaha di bidang jasa pengeboran minyak dan gas serta kegiatan usaha

Line of Business / Product

lain yang menunjang atau terkait dengan kegiatan usaha jasa pengeboran, seperti pengelolaan dan pengembangan sumber daya jasa pengeboran yang meliputi eksplorasi dan eksploitasi baik migas maupun geothermal. PDSI juga menyediakan jasa konsultasi, operasi, pemeliharaan, dan pengembangan teknologi di bidang jasa pengeboran migas maupun geothermal. Engaged in oil and gas drilling services and other business activities supporting or related to drilling services such as management and development of drilling resources encompassing exploration and exploitation, either petroleum or gas and geothermal. The Company also provides services including consultancy, operations, technology, maintenance and development.

Tanggal Pendirian Date of Establishment

13 Juni 2008 / June 13, 2008

Akta Pendirian

Akta Notaris Marianne Vincentia Hamdani, SH No. 13, tanggal 13 Juni 2008.

Deed of Establishment

Notarial Act by Marianne Vincentia Hamdani, SH No. 13 dated June 13, 2008.

Status Perusahaan

Anak Perusahaan Badan Usaha Milik Negara (BUMN)

Company Status

A Subsidiary of a State-Owned Enterprise (SOE)

Modal Dasar dan Modal Disetor

Modal Dasar/ Authorized Capital : Rp914.368.000.000,- (457.184 saham/shares)

Authorized Capital and Paid-in

Modal Ditempatkan / Subscribed Capital : Rp651.868.000.000,- (325.934 saham/

Capital

shares) Modal Disetor / Paid-in Capital : Rp651.868.000.000,- (325.934 saham/shares)

Kepemilikan

Sejak 18 Juni 2010, komposisi kepemilikan saham PT Pertamina Drilling

Ownership

Services Indonesia adalah PT Pertamina (Persero) sebesar 99,87% dan PT Pertamina Hulu Energi (PT PHE) sebesar 0,13%. Since June 18, 2010, composition of share ownership of PT Pertamina Drilling Services Indonesia is 99.87% owned by PT Pertamina (Persero) and 0.13% owned by PT Pertamina Hulu Energi (PT PHE).

Alamat Kantor

Graha PDSI

Office Address

Jl. Matraman Raya No. 87 Jakarta 13140, Indonesia Telp.

: (62-21) 2995 5300/5400

Fax

: (62-21) 2956 3148

Website : www.pertamina-pdsi.com E-mail

36


: [email protected]

Jejak Historis PDSI History of PDSI

“

Dalam menjalankan lini bisnisnya, Perseroan bergerak dalam jasa drilling eksplorasi dan eksploitasi, work-over minyak, gas, dan geothermal serta solusi pengeboran terpadu (one stop

“

solution drilling services).

In performing its business, PDSI engages in drilling service,

exploration and exploitation, oil, gas and geothermal work-

over, as well as integrated drilling solution (one stop solution drilling services).

Awalnya, PT Pertamina Drilling Services Indonesia merupakan

PT Pertamina Drilling Services Indonesia started out as one

salah satu unit bisnis di Direktorat Hulu PT Pertamina (Persero)

of business units at Upstream Directorate of PT Pertamina

sampai dengan September 2005. Unit ini kemudian dialihkan

(Persero) up to September 2005, when the unit was transferred

menjadi bagian dari Direktorat Pengembangan Usaha PT

to as part of Business Development Directorate of PT Pertamina

Pertamina EP. Berdasarkan surat rekomendasi Komisaris PT

EP. based on the recommendation from the Commissioner of

Pertamina (Persero) tanggal 28 Desember 2007 Nomor 365/K/

PT Pertamina (Persero), dated December 28, 2007 Number

DK/2007 dan melalui Rapat Umum Pemegang Saham Luar Biasa

365/K/DK/2007 and through Extraordinary General Meeting

pada 13 Juni 2008, unit usaha pengeboran ini disetujui menjadi

of Shareholders (EGMS) on June 13, 2008, this drilling unit was

suatu bisnis yang independen berbadan hukum dalam bentuk

approved to operate as a independent and incorporated Limited

Perseroan Terbatas dan berdasarkan Akta Pendirian No. 13

Liability Company pursuant to the Deed of Establishment No.

tanggal 13 Juni 2008 didirikan PT Pertamina Drilling Services

13 dated June 13, 2008, under the name PT Pertamina Drilling

Indonesia (“PDSI”). Hingga 2014, PDSI tidak pernah melakukan

Services Indonesia (“PDSI”). Until 2014, PDSI has never changed

perubahan nama.

its name.

Sejak 2008, kepemilikan saham PDSI dimiliki oleh PT Pertamina

Since 2008, PDSI’s shares are owned by PT Pertamina (Persero)

(Persero) yaitu sebesar 99% dan PT Pertamina Hulu Energi

by 99% and PT Pertamina Hulu Energi (PT PHE) by 1%. In 2010,

(PT PHE) sebesar 1%. Pada 2010, komposisi kepemilikan saham

the shareholding composition changed, with PT Pertamina

berubah dengan kepemilikan PT Pertamina (Persero) sebesar

(Persero) owning 99.87% and PT PHE owning 0.13%, following

99,87% dan PT PHE sebesar 0,13%. PDSI menjadi bagian

the merging of PDSI as part of the subsidiaries owned by PT

dari entitas anak PT Pertamina (Persero) yang merupakan

Pertamina (Persero), the most formidable oil and gas company

perusahaan minyak dan gas (migas) terbesar di Indonesia.

in Indonesia.


37

Jejak Historis PDSI History of PDSI

Dalam menjalankan lini bisnisnya, PDSI bergerak dalam jasa

In performing its business, PDSI engages in drilling service,

drilling eksplorasi dan eksploitasi, work-over minyak, gas, dan

exploration and exploitation, oil, gas and geothermal work-

geothermal serta solusi pengeboran terpadu.

over, as well as integrated drilling solution.

Selama 6 (enam) tahun beroperasi, PDSI membuktikan dengan

Within six years of operating in the country, PDSI succeeds

tercapainya standar ISO 9001:2008 dan OHSAS 18001:2007

in proving its capability by achieving internationally-

yang diakui secara internasional. PDSI berkomitmen penuh

recognized standards, ISO 9001:2008 and OHAS 18001:2007.

dalam memberikan prioritas terhadap upaya pencegahan

This achievement further cements PDSI’s commitment in

terjadinya

serta

prioritizing on incident and/or occupational hazard prevention

meminimalkan risiko operasi yang dilaksanakan berdasarkan

and minimizing operational risks based on the principles of

prinsip kesehatan, keselamatan kerja, dan lindung lingkungan

health, occupational safety and environmental preservation

yang tercermin dari setiap seluruh aspek kebijakan.

reflected in all policy aspects.

Dalam

insiden

dan/atau

menjalankan

kecelakaan

usahanya

kerja

PDSI

In carrying out its everyday business, PDSI applies the principle

menerapkan prinsip tata kelola perusahaan yang baik untuk

of good corporate governance to maintain the confidence

mempertahankan

kepercayaan

sehari-hari,

pemegang

of customers, shareholders, business partners and other

saham, mitra bisnis dan pemangku kepentingan lainnya.

stakeholders. Good Corporate Governance is supported by

Penerapan Good Corporate Governance didukung secara

continuous improvement of human resource competency as

berkesinambungan

peningkatan

a valuable asset of PDSI as well as a form of implementation

kompetensi sumber daya manusia sebagai aset berharga

of social responsibility to produce excellent future generations.

dengan

pelanggan,

melakukan

PDSI serta wujud implementasi tanggung jawab sosial untuk menghasilkan generasi masa depan yang lebih unggul.

38


Bisnis Usaha Line of Business

Kegiatan Usaha

Business Activities

PDSI bergerak di bidang jasa pengeboran minyak dan gas (migas), geothermal serta kegiatan usaha-usaha lainnya yang terkait dengan kegiatan usaha jasa pengeboran yang menunjang kebutuhan kegiatan pengeboran ekplorasi dan eksploitasi baik migas dan geothermal. Kegiatan pengeboran PDSI dilakukan baik onshore maupun offshore.

PDSI engages in oil and gas and geothermal drilling, as well as other activities related to drilling services, such as resource management and development of drilling services that encompass exploration and exploitation of oil and gas and geothermal. In doing so, PDSI conducts both onshore and offshore drilling.

Produk dan Jasa

Products and Services

1. Jasa Pengeboran Rig Pengeboran adalah suatu peralatan untuk melakukan pengeboran ke dalam reservoir bawah tanah untuk memperoleh minyak, gas bumi, dan geothermal atau deposit mineral bawah tanah. Rig pengeboran dapat berada di atas tanah (onshore) atau di atas laut/lepas pantai (offshore) tergantung kebutuhan pemakaiannya.

1. Drilling Service Drilling rig is an equipment designed to perform horizontal drilling into underground reservoirs to acquire oil, gas and geothermal or underground mineral deposits. Drilling rigs may be installed onshore or offshore depending on utilization needs.

Selama 2014, PDSI mengoperasikan 36 rig berkapasitas 250 - 1500 HP di PT Pertamina EP (PEP), 4 unit rig di PT Pertamina Geothermal Energy (PGE) di mana 2 unit rig milik PDSI dan 2 unit rig lagi adalah milik Drilling Contractor lain yang bekerjasama dengan PDSI, 2 unit rig di JOB PertaminaMedco Tomori, 1 unit rig di KSO Pertamina - Benakat Barat Petroleum, 1 unit rig di JOB Pertamina - Golden Spike Indonesia, 1 unit rig di PTVirginia Indonesia Co.,LL (Vico), 2 unit rig di Mobil Cepu Limited (dioperasikan oleh Joint Operation - JO), dan 1 unit Jack Up Rig di PHE-West Madura Offshore (dioperasikan oleh JO).

2. Jasa-Jasa Penunjang Kegiatan Jasa Pengeboran Jasa-jasa penunjang lainnya adalah sebagai berikut: •

Top Drive Suatu peralatan pengeboran terkini yang terdiri dari sistem elektrik, sistem hidraulik, dan sistem mekanik pada rig pengeboran yang menyediakan torsi searah jarum jam ke drill string untuk memudahkan proses pengeboran lubang bor. Top Drive merupakan sebuah alat pengganti rotary table agar proses pengeboran lebih cepat dan lebih aman.

Saat ini PDSI telah memiliki 20 unit Top Drive dengan kegiatan selama 2014 di beberapa area, yaitu 8 unit di Area Jawa, 5 unit di Area Sumatera Bagian Selatan (Sumbagsel), 1 unit di Area Sumatera Bagian Tengah (Sumbagteng), dan 6 unit di Area Kawasan Timur Indonesia (KTI).

In 2014, PDSI operates 36 rigs with the capacity of 250 – 1500 HP at PT Pertamina EP (PEP), 4 rig units at PT Pertamina Geothermal Energy (PGE), in which PDSI cooperates by providing 2 units to work with another 2 units owned by other Drilling Contractors due to PDSI’s inability to meet the required supply rig as demanded by PGE, 2 rig units at JOB Pertamina – Medco Tomori, 1 rig unit at KSO Pertamina – Benakat Barat Petroleum, 1 rig unit at JOB Pertamina – Golden Spike Indonesia, 1 rig unit at PT Virginia Indonesia Co., LL (Vico), 2 rig units at Mobil Cepu Limited (operated by Joint Operation – JO), and 1 Jack Up Rig unit at PHE – West Madura Offshore (operated by JO).

2. Drilling Activities Supporting Services The following is the list of other supporting services, namely: · Top Drive The latest drilling equipment which consists of electrical systems, hydraulic systems, and mechanical systems on a drilling rig that provides clockwise torque to the drill string to facilitate the process of drilling a borehole. Top Drive is an alternative to the rotary table for a faster and more secure drilling process.

To date, PDSI owns 20 Top Drive units that have operated in several areas in 2014, namely: 8 units operating in Java Area, 5 units in Southern Sumatera (Sumbagsel) Area, 1 unit in Central Sumatera (Sumbagteng) Area and 6 units in Eastern Indonesia (KTI) Area. PT Pertamina Drilling Services Indonesia Laporan Tahunan 2014 Annual Report

39


• Directional Drilling (Pengeboran Berarah) Suatu metode pengeboran yang mengarahkan lubang bor menurut suatu lintasan tertentu ke sebuah titik target yang terletak tidak vertikal di bawah lubang sumur (well). Directional Drilling digunakan apabila pengeboran vertikal tidak memungkinkan untuk dilakukan, seperti titik target berada di bawah perkotaan, lalu lintas yang ramai, tempat-tempat bersejarah ataupun perumahan.

40

Saat ini PDSI memiliki peralatan Directional Drilling meliputi measurement while drilling tools, mud motor, non magnetic drill colar, directional drilling software (compass & well plan), tetapi peralatan Stabilizer, dan Shock Sub masih dalam tahap proses investasi. Guna mengoptimalkan ketersediaan peralatan dan Sumber Daya Manusia (SDM), PDSI bekerja sama (konsorsium) dengan mitra bisnis PT Dowell Anadrill Schlumberger untuk melaksanakan kegiatan operasi Directional Drilling di sumur-sumur PT Pertamina EP.

·

Directional Drilling A direct method of drilling a borehole according to a certain path to a target point located other than vertical under the wellbore. Directional Drilling is used when the vertical drilling is not possible to be conducted, such as when the target point is located below urban area, busy traffic, historical places or residential area.

To date, the Company owns Directional Drilling equipments including measurement-while-drilling tools, mud motor, non-magnetic drill colar and directional drilling software (compass & well plan). However, the Stabilizer and Shock sub equipments are currently in the stage of investment process. To meet the need of equipment and human capital (HC), PDSI cooperates with business partner PT Dowell Anadrill Schlumberger to conduct Directional Drilling operation at the wells owned by PT Pertamina EP.

Untuk rencana ke depan, PDSI akan menambah peralatan Directional Drilling dan meningkatkan teknologi seperti RSS-Mud Motor, Resistivity-LWD, Gamma Raydan Gyro.

In the future, PDSI plans to add more Directional Drilling equipment and improve the technology, sch as RSS-Mud Motor, Resistivity-LWD and Gamma Raydan Gyro.

•

Coring Job Suatu metode pekerjaan untuk pengambilan sampel lapisan inti batuan bumi pada kedalaman yang telah ditentukan. PDSI saat ini memiliki 3 set Coring Tool dengan ukuran 6 ¾”, 2 (dua) set 5 ¾”. Posisi peralatan saat ini tersimpan di gudang yang terletak di Sunter dan siap untuk digunakan.

·

Coring Job Coring Job is a method of extracting samples from the layers of earth’s core at a predetermined depth. PDSI currently has 3 sets of Coring Tool size 6 ¾” (8 ½” Bit), 2 (two) sets of 5 ¾” (6” Bit), and 1 (one) joint 4 ¾”. The equipments are currently stored in a warehouse located in Sunter area and in some rigs that are ready to use.

•

Fishing Job Suatu metode untuk mengambil rangkaian pipa atau peralatan lainnya yang tertinggal atau terjatuh di dalam sumur hingga keluar sampai permukaan. PDSI saat ini memiliki fishing tool berbagai ukuran dan jenis. Posisi peralatan saat ini tersimpan di beberapa gudang yang terletak di Sunter, termasuk gudang area dan gudang rig (khususnya peralatan minimal yang harus tersedia di rig sesuai PJP dengan Pertamina EP).

·

Fishing Job Fishing Job is a method to pick up a series of pipe or other equipment left behind or dropped in the well to the surface. PDSI currently owns various sizes and types of fishing tools. They are currently stored in some warehouses located in Sunter, including the area warehouse and barn rig (particularly minimum equipment that should be available at the rig in accordance with Long-Term Development (PJP) with Pertamina EP).

Namun demikian, jika terdapat beberapa peralatan yang tidak dimiliki PDSI atau terjadi beberapa pekerjaan

Nevertheless, if there are some equipment that have not been owned by PDSI, or there are some simultaneous



secara bersamaan, maka PDSI melakukan penyewaan peralatan kepada perusahaan lain untuk mendukung kegiatan fishing tersebut. Jenis pekerjaan untuk fishing job bersifat on call basis, karena kebutuhannya tidak dapat diprediksi.

work, PDSI shall rent equipment from other companies in order to support the Fishing Job. The Fishing Job is an on-call basis activity since its necessity is unpredictable.

• H2S monitoring Suatu peralatan penunjang yang digunakan untuk memantau dan memonitor ada tidaknya kandungan gas beracun terutama H2S (Hidrogen Sulfida) pada saat kegiatan pengeboran. Saat ini PDSI memiliki 4 unit peralatan H2S monitoring unit, yang dioperasikan untuk 4 proyek IPM Geothermal, yaitu 1 unit di lokasi proyek Geothermal Karaha Bodas/Kamojang, area Jawa, 1 unit di lokasi proyek Geothermal Lumut Balai/Ulubelu dan 1 unit di lokasi proyek Geothermal Sungai Penuh, area Sumatera bagian selatan (Sumbagsel), kemudian 1 unit di lokasi proyek Geothermal Lahendong Manado, area Kawasan Timur Indonesia (KTI).

·

H2S monitoring H2S unit is a supporting equipment used to observe and monitor whether there are toxic gases, particularly H2S (Hydrogen Sulfide), during the drilling activities. To date, the Company has 4 units of H2S equipment which are operated for 4 Geothermal IPM projects, which is 1 unit in Karaha Bodas/Kamojang Geothermal project location, Java area, 1 unit in Lumut Balai Geothermal project location, southern parts of Sumatra and 1 unit in Lahendong Geothermal project location, Manado, Eastern Indonesia Region (KTI).

•

•

IPM (Integrated Project Management) is a service related to the provision of rigs in one project management of oil and gas drilling. Its function is to offer various supporting services for the implementation of drilling projects, namely:

IPM (Integrated Project Management) merupakan jasa penyediaan rig dan jasa penunjang pengeboran lainnya dalam satu manajemen proyek pengeboran migas. Fungsi Integrated Project Management ialah menyediakan/menawarkan berbagai jasa pendukung untuk pelaksanaan proyek pengeboran, yaitu 1. Penyedia jasa rig 1500 HP 2. Jasa Top Drive 3. Jasa Directional Drilling 4. Jasa Cementing 5. Jasa Mud Logging Unit 6. Jasa Drilling Fluid 7. Jasa Water Pump 8. Jasa H2S Monitoring 9. Jasa General Services 10. Jasa Catering

Sepanjang 2014, terdapat beberapa proyek yang telah selesai dikerjakan yaitu: 1. Proyek Geothermal Lumut Balai 2 (dua) sumur telah selesai dikerjakan oleh Rig PDSI#04.3/ N110-M (Januari - Mei 2014). 2. Proyek Geothermal Ulubelu 1 (satu) sumur telah selesai dikerjakan oleh Rig PDSI#04.3/ N110-M(dari Oktober -Desember 2014).

1. Rig 1500 HP service provider 2. Top Drive Service 3. Directional Drilling Service 4. Cementing Service 5. Mud Logging Unit Service 6. Drilling Fluid Service 7. Water Pump Service 8. H2S Monitoring Service 9. General Services 10. Catering Service In 2014, the projects that have been completed are: 1. Lumut Balai Geothermal Project A total of 2 (two) wells have been completed by Rig PDSI#04,3/N110-M (January – May 2014). 2. Ulubelu Geothermal Project One well have been completed by Rig PDSI#04.3/N110-M (from October – December 2014)


41


3. Proyek Geothermal Karaha Bodas dan Kamojang 3 (tiga) sumur telah selesai dikerjakan oleh Rig PDSI#39.3/ D1500-E (dari April - Desember 2014). 4. Proyek Geothermal Lahendong 3 (tiga) sumur telah selesai dikerjakan oleh Rig APS#01/ Kemitraan (dari Maret - Desember 2014). 5. Proyek Geothermal Sungai Penuh 2 (satu) sumur telah dikerjakan oleh Rig PRA#01/Kemitraan (dari Juni - Desember 2014).

3. Karaha Bodas and Kamojang Geothermal Projects A Total of 3 (three) wells have been completed by Rig PDSI#39.3/D1500-E (from April – December 2014). 4. Lahendong Geothermal Project A total of 3 (three) wells have been completed by Rig APS#01/Partnership (from March – December 2014). 5. Sungai Penuh Geothermal Project A total of 2 (two) wells have been and are about to be completed by Rig PRA#01/Partnership (from June – December 2014)

Sedangkan proyek-proyek di 2015 yang akan dijalankan adalah sebagai berikut: 1. Proyek Geothermal Lumut Balai Rencana akan mengerjakan 4 sumur, kemitraan dengan Rig APS-2002. 2. Proyek Geothermal Ulubelu Kontrak lanjutan mengerjakan 5 sumur dengan Rig PDSI#04.3/N110-M. 3. Proyek Geothermal Lahendong Adendum kontrak untuk mengerjakan 4 sumur, kemitraan dengan Rig APS#01. 4. Proyek Geothermal Karaha Bodas dan Kamojang Adendum kontrak untuk mengerjakan 3 sumur dengan Rig PDSI#39.3/D1500-E. 5. Proyek Geothermal Hululais Rencana akan mengerjakan 3 sumur dengan Rig PDSI#43.3/ AB1500-E.

While the projects that will be implemented are:

Perkembangan produk dan jasa pengeboran PDSI dapat dilihat dari tabel dibawah ini:

The development of drilling products and services of PDSI is described in the following table:

No.

42

Produk dan Jasa Products and Services

1. Lumut Balai Geothermal Project PDSI plans to work on 4 wells in cooperation with Rig APS2002. 2. Ulubelu Geothermal Project PDSI extends the contract to work on 5 wells with Rig PDSI#04,3/N1110-M. 3. Lahendong Geothermal Project PDSI has a contract addendum to work on 4 wells in cooperation with Rig APS#01. 4. Karaha Bodas and Kamojang Geothermal Project PDSI has a contract addendum to work on 3 wells with Rig PDSI#39.3/D1500-E. 5. Huluais Geothermal Project PDSI plans to work on 3 wells with Rig PDSI#43.3/AB1500-E.

2012

2013

2014

1

Rig

36

40

42

2

Top Drive

10

11

20

3

H2S

2

4

4

4

Fishing

Ya / Yes

Ya / Yes

Ya / Yes

5

Coring

Ya / Yes

Ya / Yes

Ya / Yes

6

IPM

Ya / Yes

Ya / Yes

Ya / Yes

7

Directional Drilling

-

Ya / Yes

Ya / Yes

8

Aerated Drilling

-

-

Investasi / Investment

9

Water Pump

-

-

Investasi / Investment


Visi, Misi, dan Tata Nilai Perusahaan Vision, Mission and Corporate Values

Visi Vision Menjadi pemimpin di kawasan regional dalam bidang pemboran dan well services dengan standar kelas dunia. Being a leader in regional area in the fields of drilling and well services with world-class standards.

Misi Mission Memberikan solusi terpadu berkualitas tinggi pada Pemboran, Workovers dan Well Services, dengan memaksimalkan nilai tambah bagi pelanggan, pemegang saham, pekerja, dan pemangku kepentingan lainnya. Providing high-quality integrated solutions to the drilling, workovers and Well Services, by maximizing the added value for customers, shareholders, employees, and other stakeholders.


43


Komitmen Visi, Misi dan Tata Nilai Perusahaan Dewan Komisaris beserta Direksi telah bersama-sama membahas dan menelaah visi, misi, dan tata nilai PDSI guna menghadapi dinamika dunia bisnis yang selalu berubah. Visi dan misi tersebut telah mendapatkan persetujuan bersama dan ditetapkan berdasarkan Surat Keputusan Direksi PT Pertamina Drilling Services Indonesia No. Kpts.- 114/DSI0000/2013-S0 yang ditetapkan pada 29 November 2013.

Commitment of Vision, Mission and Corporate Values Board of Commissioners and Directors have jointly discussed and reviewed the vision, mission, and philosophy of PDSI in order to face the vibrant business world. The vision and mission have been approved by virtue of the Decree of the Board of Directors of PT Pertamina Drilling Services Indonesia Number: Kpts.-114/DSI0000/2013-S0 decided on November 29, 2013.

44



Tata Nilai Perusahaan Corporate Values PDSI berkomitmen untuk menerapkan serangkaian tata nilai

PDSI is committed to implementing a series of core values as a

sebagai pedoman dalam menjalankan Perseroan, yaitu:

guide in managing the Company, namely:

1. Clean (Bersih)

1. Clean

PDSI mengelola kegiatan usaha secara profesional, menghindari

benturan

kepentingan

dengan

PDSI manages the business professionally, avoids conflict of

pihak-

interest with related parties, shows no tolerance to bribery,

pihak terkait, tidak menoleransi suap, menjunjung tinggi

upholds trust and integrity, and adheres to good corporate

kepercayaan dan integritas, serta berpedoman pada asas-

governance principles.

asas tata kelola korporasi yang baik. 2. Competitiveness (Kompetitif)

2. Competitiveness

PDSI mampu berkompetisi dalam skala regional dan

PDSI is able to compete in both regional and international

internasional, mendorong pertumbuhan melalui investasi,

scales, encourages growth through investment, builds

membangun budaya kesadaran atas biaya operasional, dan

cost-conscious culture, and appreciates the working

menghargai kinerja.

performance.

3. Confidents (Percaya Diri)

3. Confidence

PDSI mampu berperan dalam pembangunan ekonomi

PDSI is able to participate in national economic

nasional, menjadi pelopor dalam reformasi BUMN dan

development, be the pioneer in the reformation of State-

membangun kebanggaan bangsa.

Owned Enterprise, and build the nation’s pride.

4. Customer-Focused

4. Customer-Focused

PDSI berorientasi pada kepentingan pelanggan dan

PDSI is oriented to the customers’ interests and committed

berkomitmen untuk memberikan pelayanan berkualitas

to providing high-quality services to customers based on

tinggi

strong commercial principles.

pada

pelanggan

berdasarkan

prinsip-prinsip

komersial yang kuat. 5. Commercial (Komersial)

5. Commercial

PDSI dapat menciptakan nilai tambah dengan orientasi

PDSI is able to create commercial-oriented added values as

komersial serta mengambil keputusan berdasarkan

well as making decisions based on the principles of healthy

prinsip-prinsip bisnis yang sehat.

business.

6. Capable (Berkemampuan)

6. Capable

PDSI yang dikelola oleh jajaran pimpinan perusahaan dan

PDSI is managed by a rank of professional leaders and

didukung oleh pekerja-pekerja yang profesional, bertalenta

supported by professional workers with high talent and

dan berkompetensi tinggi serta memiliki pengetahuan

competency, as well as insightful technical knowledge.

teknis yang mendalam. PDSI berkomitmen untuk terus

PDSI is committed to continuously building the technology

membangun dan mengembangkan teknologi riset dan

research and development.

pengembangan.


45

DRILLING

SURAT KEPUTUSAN Nomor : Kpts- 114 /DSI0000/2013-SO TENTANG VISI, MISI DAN TATA NILAI PT. PERTAMINA DRILLING SERVICES INDONESIA DIREKSI PT PERTAMINA DRILLING SERVICES INDONESIA

Menimbang :

a. Bahwa penentuan arah dan kebijakan strategis dalam menghadapi dan mengantisipasi bisnis utama perusahaan perlu

b. Bahwa penyesuaian penetapan Visi, Misi dan Tata Nilai Perusahaan dipandang perlu untuk dilakukan

untuk disempurnakan;

Mengingat :

1. Undang-undang Republik Indonesia No. 40 tahun 2007 Tentang Perseroan Terbatas;

2. Anggaran Dasar Perusahaan sebagaimana tercantum pada Akta Pendirian No. 13 tanggal 13 Juni 2008, dibuat Notaris Marianne Vincentia Hamdani, SH, telah mendapat pengesahan dari Menteri Hukum dan HAM Republik Indonesia No.AHU- 39442.AH.01.01.Tahun 2008 tanggal 8 Juli 2008 dan keseluruhan Anggaran Dasar terakhir telah diubah dengan Akta No. 32 tanggal 27 Februari 2013, dibuat dihadapan Notaris Marianne Vincentia Hamdani, SH. telah mendapat persetujuan Menteri Hukum dan Hak Asasi Manusia Republik Indonesia No. AHU-15106.AH.01.02.Tahun 2013 tanggal 25 Maret 2013;

3. Board of Director Retreat PT Pertamina Drilling Services Indonesia tanggal 29 Oktober 2013; MEMUTUSKAN:

Menetapkan: PERTAMA : KEDUA :

Visi, Misi dan Tata Nilai PT Pertamina Drilling Services Indonesia, sebagaimana terlampir pada Surat Keputusan ini. Visi, Misi dan Tata Nilai Perusahaan tersebut wajib diketahui dan digunakan oleh seluruh pekerja PT Pertamina Drilling Services Indonesia sebagai landasan kerja, arah dan motivasi dalam rangka mencapai tujuan Perusahaan.

KETIGA :

Surat Keputusan ini berlaku terhitung mulai tanggal ditetapkan dan apabila di kemudian hari terdapat kekeliruan dalam Surat Keputusan ini akan diadakan perbaikan sebagaimana mestinya.

Ditetapkan di : Jakarta

Pada Tanggal : 29 November 2013

Direktur Utama

46

Faried Rudiono


DRILLING

DECREE Number: Kpts - 114 / DS10000/2013-S0 WITH REGARD TO VISION, MISSION, AND VALUES PT PERTAMINA DRILLING SERVICES INDONESIA BOARD OF DIRECTORS OF PT PERTAMINA DRILLING SERVICES INDONESIA

Considering

:

a. That the stipulation of strategic direction and policy in facing and anticipating main business of the company needs to be improved;

b. That the conformation of Vision, Mission and Values stipulation of the Company is viewed as necessary to be conducted

In view of

1. Regulations of Republic of Indonesia No. 40 year 2007 On Limited Liability Company

:

2. Company Article of Association as listed on Deed of Establishment No. 13 dated June 13 2008, prepared and presented by Marianne Vincentia Hamdani, SH, Notary, approved by Ministry of Law and Human Rights of Republic of Indonesia No.AHU-39442. AH.01.01 Year 2008 dated July 8 2008 and the latest Articles of Association is modified by Act No. 32 dated February 27 2013, prepared and presented before Marianne Vincentia Hamdani, SH, Notary, and approved by Ministry of Law and Human Rights of Republic of Indonesia No.AHU-15106.AH.01.02 Year 2013 dated March 25 2013;

3. Board of Directors’ Retreat of PT Pertamina Drilling Service dated October 29 2013; RESOLVED

Determined : FIRST

:

SECOND

:

Vision, Mission, and Values of PT Pertamina Drilling Services Indonesia, as stipulated in this decree. Vision, Mission, and the Values are required to be understood and implemented by all Workers of PT Pertamina Drilling Services Indonesia as a foundation and motivation to reach the Company’s objective.

THIRD

:

This Decree is effective from the date it is enacted and should there be errors in this Decree afterward, the amendment will be immediately made thereof.

Enacted in : Jakarta

Dated

President Director

Faried Rudiono

: November 29 2013


47

Testimoni Pelanggan dan Mitra Customer and Partner Testimonials

PHE- WMO

PT PGE Project Lahendong

Hamdion Nizar (Sr. Manager Drilling & Complation

Good performance ROWC (Rate of Well Completion) dan the lowest cost / meter Drilling

Good performance drilling!

Performance.

Rig KS Java Star JO Pertamina DSI-AOS

Good performance ROWC (Rate of Well Completion) with the lowest cost / meter Drilling

Source:

Performance.

Recognition Letter 1 April 2014 / April 1, 2014

Source: Forum Evaluasi Pengeboran Sumur PGE 2014 / Forum for the Evaluation of 2014 PGE Well Drilling

JOB Pertamina - Medco E&P Tomori

Oktober 2014 / October 2014

Alex M. Stop Work Authority (Kewenangan menghentikan pekerjaan atas usaha mencegah kecelakaan) Stop Work Authority Authority to stop working in order to prevent accidents

Danar Aji Wahyudi (Company Man PT Pertamina EP) Secara overall kinerja Rig IE 900 baik, perlu ditingkatkan ke kinerja Crew Drilling agar lebih disiplin, bertanggung jawab dan berorientasi “The Best Performance”

Source:

Overall, Rig IE 900 performed well and the

Recognition

performance of Drilling Crew needs to be improved

7 September 2014 / September 7, 2014

so as to be more disciplined and oriented to “The Best Performance”

KSO Pertamina EP - Benakat Barat Petroleom Bambang Sadarta

Survey Kepuasan Pelanggan /

Rig N55XC sudah baik dan tanpa adanya accident (HSE

11 Oktober 2014 / October 11, 2014

Isue). Harap dipertahankan dan ditingkatkan. Rig N55XC has performed well. Thus, it needs to be maintained and improved. Source: Recognition Letter 22 Desember 2014 / December 22, 2014

48

Source:


Survey on Customer’s Satisfaction

Testimoni Pelanggan dan Mitra Customer and Partner Testimonials

Anton H.

Aris Nur Atmiaji

(Company Man PT Pertamina EP)

(Company Man PT Pertamina EP) Performance Rig OW 700 / 40 (Peralatan & SDM) sudah baik,

Good Job Rig D-1000/52! Good Job Rig D-1000/52! Source:

pertahankan dan tingkatkan! Rig OW 700 / 40 (Equipment and HC) has performed well. Thus, it needs to be maintained and improved!

Survey Kepuasan Pelanggan /

Source:

Survey on Customer’s Satisfaction

Survey Kepuasan Pelanggan / Survey on Customer’s Satisfaction

July 15, 2014 / 15 Juli 2014

24 Juli 2014 / July 24, 2014

Arif Wahyu Widodo

Andi Putro T.



Kinerja Crew Rig PDSI#19.1/LTO-350-M

Rig H35#33.1/Ideco sudah baik, harap dipertahankan dan

bagus agar dapat dipertahankan dan

ditingkatkan.

dijaga kekompakkannya. Crew Performance of PDSI Rig #19.1/ LTO-350-M was good. Please maintain the

Rig H35#33.1/Ideco has performed well. Hopefully PDSI can maintain and improve the performance of this Rig.

performance and solidarity. Source:

Source:

Survey Kepuasan Pelanggan

Survey Kepuasan Pelanggan / Survey on Customer’s Satisfaction

16 Agustus 2014

7 Oktober 2014 / October 7, 2014


49

Struktur Organisasi Organization Structure

President Commissioner M. Afdal Bahaudin

Commissioner Subarkah Kustowo

Commissioner Saripandi

Commissioner Irfan Zainuddin

President Director Faried Rudiono

Manager Transformation & Quality Management Devi Putra

Corporate Secretary Arif Widodo

VP Supply Chain Management Lugito

Marketing & Business Dev. Director Lelin Eprianto

VP Perencanaan Strategis & Pengembangan Bisnis Auli Utama

Operation Director Gandot Werdiantoro

VP Drilling Operation Agam Syahlevi

VP Drilling Support Bambang Tjipto T.

50


Struktur Organisasi Organization Structure

COMMISSIONER

DIRECTOR

VP

VP QHSSE Syahril Aziz Koto

Head of Internal Audit Harry Mulia

Finance & Administration Director Hemzairil

VP Controller Muh. Suryohadi

VP Treasury Yoke Syamsidar


51

Profil Dewan Komisaris Board of Commissioners’Profile

M. AFDAL BAHAUDIN Komisaris Utama / President Commissioner

Tanggal Pengangkatan Date of Appointment

12 Juli 2010 July 12, 2010

Dasar Hukum Pengangkatan Keputusan Pemegang Saham Secara Sirkuler tanggal 12 Juli 2010 Legal Basis of the Appointment Shareholders’ Circular Resolution on July 12, 2010 Kewarganegaraan Citizenship

Indonesia

Tempat, Tanggal Lahir Place, Date of Birth

Jakarta, 14 November 1955 Jakarta, November 14, 1955

Usia Age

59 tahun 59 years old

Gelar Title

Sarjana Akuntansi di Universitas Padjadjaran, Bandung Bachelor Degree in Accounting from Padjadjaran University, Bandung Master in Business Administration di University of Illinois, Urbana-Champaign, USA Masters Degree in Business Administration from the University of Illinois, Urbana-Champaign, USA

Riwayat Kerja / Career History 1985-2001

Staf, Staf Utama, dan Kepala Sub. Dinas Analisa Kontrak pada Dinas Perhitungan Bagian Negara-Financial & Economics Pertamina-BPPKA (Badan Pembinaan dan Pengusahaan Kontraktor Asing) Staff, Main Staff, and the Head of Contract Analysis sub-Directorate at State Share Calculation Agency - Financial & Economics Pertamina-BPPKA (Foreign Contractors Management Body)

2001-2007

Project Support Leader proyek Implementasi SAP R/3, Vice President Manajemen Resiko dan Asuransi Dit. Keuangan, Senior Vice President Operasi Keuangan Dit. Keuangan di PT Pertamina (Persero) Project Leader Support of Project Implementation SAP R/3, Vice President of Risk Management and Insurance at Finance Directorate, Senior Vice President of Financial Operations at Finance Directorate at PT Pertamina (Persero

2007-2010

Presiden Direktur PT Tugu Pratama Indonesia President Director of PT Tugu Pratama Indonesia

2010-2011

Corporate Senior VP & CFO PT Pertamina (Persero)

2011-Desember 2014 2011- December 2014

Direktur Perencanaan Investasi dan Manajemen Resiko PT Pertamina (Persero) Investment Planning and Risk Management Director of PT Pertamina (Persero)

12 Juli 2010 July 12, 2010

Komisaris Utama PT Pertamina Drilling Services Indonesia President Commissioner of PT Pertamina Drilling Services Indonesia

52



SUBARKAH KUSTOWO Komisaris / Commissioner

Tanggal Pengangkatan

12 Juli 2010

Date of Appointment

July 12, 2010

Dasar Hukum Pengangkatan

Keputusan Pemegang Saham Secara Sirkuler tanggal 12 Juli 2010 Legal Basis of the Appointment Shareholders’ Circular Resolution on July 12, 2010 Kewarganegaraan

Indonesia

Citizenship Tempat, Tanggal Lahir

Kudus, 2 Januari 1953

Place, Date of Birth

Kudus, January 2, 1953

Usia

61 tahun

Age

61 years old

Gelar

S1 Teknik Tambang Minyak di Insititut Teknologi Bandung

Title

Bachelor’s Degree in Petroleum Mining Engineering from Bandung Institute of Technology


General Manager DOH Jawa Bagian Barat dan General Manager DOH Sumbagsel General Manager of DOH Western Java and General Manager of DOH Southern Sumatra Direktur Operasi PT Pertamina EP Kantor Pusat Director of Operations of PT Pertamina EP at its Headquarters Memasuki Masa Purna 24 Karya di Direktorat Hulu Entering Retirement at Upstream Directorate

2008-2010

Komisaris Utama PT Pertamina Drilling Services Indonesia President Commissioner of PT Pertamina Drilling Services Indonesia

2010- sekarang

Komisaris PT Pertamina Drilling Services Indonesia

2010 to date

Commissioner of PT Pertamina Drilling Services Indonesia


53


SARIPANDI Komisaris / Commissioner


16 Mei 2013 May 16, 2013

Dasar Hukum Pengangkatan Legal Basis of the Appointment

Keputusan Pemegang Saham Secara Sirkuler tanggal 16 Mei 2013 Shareholders’ Circular Resolution on May 16, 2013

Kewarganegaraan Citizenship

Indonesia


Banjarmasin, 5 November 1951 Banjarmasin, November 5, 1951

Usia Age


Gelar Title

S1 Ekonomi, Universitas Airlangga, Surabaya (1982) Bachelor’s Degree of Economics from Airlangga University, Surabaya (1982)

Riwayat Kerja / Career History 1983

Pekerja PT Semen Madura (Persero) Employee of PT Semen Madura (Persero)

1984-1988

Kepala Bagian Internal PT Semen Baturaja (Persero) Head of Internal Affairs Division at PT Semen Baturaja (Persero)

1989-2007

Kepala Bagian Satuan Pemeriksa Keuangan di SPI Head of Financial Audit Unit at Internal Audit division

2008-2011

Direktur Keuangan di PT Indah Karya Finance Director of PT Indah Karya

2011-sekarang 2011 to date

Direktur Utama PT Indah Karya (Persero) President Director of PT Indah Karya (Persero)


Komisaris PT Pertamina Drilling Services Indonesia Commissioner of PT Pertamina Drilling Services Indonesia

54



IRFAN ZAINUDDIN Komisaris / Commissioner



Dasar Hukum Pengangkatan Keputusan Pemegang Saham Secara Sirkuler tanggal 17 September 2013 Legal Basis of the Appointment Shareholders’ Circular Resolution on September 17, 2013 Kewarganegaraan Citizenship

Indonesia


Jakarta, 16 Desember 1961 Jakarta, Desember 6, 1961

Usia Age


Gelar Title

S1 Pertambangan Universitas Sriwijaya, Palembang (1987) Bachelor’s Degree of Mining Engineering from Sriwijaya University, Palembang (1987)


Ast. EPT Lap di PT Pertamina (Persero) Assistant of EPT Lap at PT Pertamina (Persero)

2002-2005

Manajer Perencanaan, DOH NAD Sumbagut Planning Manager, DOH NAD Sumbagut

2005-2006

Manager Perencanaan & Managemen Usaha, DOH SBS Planning & Business Management, DOH SBS

2006-2006

Manager PMU, Area Reg. Sumatra, PEP PMU Manager, Area Reg. Sumatra, PEP

2006-2006

Manager Business Support, Area Reg. Sumatra, PEP Business Support Manager, Area Reg. Sumatra, PEP

2006-2007

Manager Pengelolaan Proyek, PT Pertamina EP Project Management Manager, PT Pertamina EP

2007-2011

VP Kemitraan, PT Pertamina PEP VP Investor Relations, PT Pertamina PEP

2011-2013

VP Business Partnership, PT Pertamina (Persero) VP Business Partnership, PT Pertamina (Persero)


VP Planning dan Portofolio di PT Pertamina (Persero) VP Planning and Portofolio at PT Pertamina (Persero)

2013

Komisaris dan Ketua Komite Audit di PT Pertamina Drilling Services Indonesia Commissioner dan Head of Audit Committee at PT Pertamina Drilling Services Indonesia


55

Profil Direksi Board of Directors’ Profile

FARIED RUDIONO Direktur Utama / President Director




Keputusan Pemegang Saham Secara Sirkuler tanggal 25 September 2012 Shareholders’ Circular Resolution on September 25, 2012


Indonesia


Jakarta, 9 Oktober 1955 Jakarta, October 9, 1955

Usia Age


Gelar Title

S1 Jurusan Mesin di Institut Teknologi Bandung Bachelor’s Degree of Engineering from Bandung Institute of Technology


Drilling Engineer di Mobil Oil Indonesia Drilling Engineer at Mobil Oil Indonesia

1993

Memiliki pengalaman pengeboran di darat dan laut dengan rekor pengeboran laut terdalam (waterdepth), yaitu 4000 feet (Bayu Laut Dalam di Selat Malaka) Has various experiences in onshore and offshore drilling and made a record of the deepest sea drilling exploration in the waterdepth of 4000 feet in 1993 (Bayu Deep Sea in Malaka Strait)

1995-2000

Ditugaskan untuk proyek pengeboran di Amerika Latin, Vietnam, dan Eropa Assigned for some drilling projects in Latin America, Vietnam, and Europe

2000-2003

Drilling Engineering Manager mengelola JV dengan NNPC (Nigerian National Petroleum Corporation) Drilling Engineering Manager, managing JV with NNPC (Nigerian National Petroleum Corporation)

2005

Menangani proyek pengeboran di Papua New Guinea Managing a drilling project in Papua New Guinea

2007

Drillling Manager pada proyek MCL Cepu, Jakarta Drillling Manager at MCL Cepu project, Jakarta

2008

Direktur Operasi di PT Pertamina Drilling Services Director of Operations of PT Pertamina Drilling Services

2012

Direktur Utama Pertamina Drilling Services Indonesia President Director of Pertamina Drilling Services Indonesia

56



GANDOT WERDIANTORO Direktur Operasi / Operations Director


5 Juni 2014 June 5, 2014


Keputusan Pemegang Saham Secara Sirkuler tanggal 5 Juni 2014 Shareholders’ Circular Resolution on June 5, 2014


Indonesia


Medan, 9 Maret 1959 Medan, March 9, 1959

Usia Age


Gelar Title

S1 Teknik Geologi Minyak , UPN Veteran Yogyakarta Bachelor’s Degree in Oil Geological Engineering , UPN Veteran, Yogyakarta S2 Teknik Geofisika , Institut Teknologi Bandung Masters Degree in Geophysics Engineering ,Bandung Insititute of Technology


Asisten Geologi Pros, Cirebon Geology Assistant, Cirebon Region

1991-1995

Ahli Geologi Reg, Cirebon Geology Expert, Cirebon Region

1995-1997

Ahli Utama Geofisis Reservoir, Dit. EP Reservoir Geophysics Expert, Dit. EP

1997-2000

Senior Geophysicist, JOB Talisman Senior Geophysicist, JOB Talisman

2000-2001

Ka. Subdin Geofisis & Olah, Dit. EP - Div. Eksplorasi Head of Geophysics & Processing Sub Division, Dit. EP – Exploration Division

2001-2002

Assistant Manager Ops. Eksplorasi KBI, Dit. HL-NV Assistant Manager of Exploration Operation KBI, Dit. HL-NV

2002-2005

Manager Eksplorasi & Development, BOP PT Bumi Siak Pusako-Perbantuan Eksploration & Development Manager, BOP PT Bumi Siak Pusako-Perbantuan

2006-2008

Sr. Manager Eksplorasi & Development, PT Pertamina EP, BOP PT Bumi Siak Pusako Senior Manager of Exploration & Development, PT Pertamina EP, BOP PT Bumi Siak Pusako

2008-2012

GM PPG Suban, PT Pertamina EP, Kantor Pusat

2012-2013

VP Asset Support, PT Pertamina Hulu Energi Kantor Pusat VP Asset Support, PT Pertamina Hulu Energi Kantor Pusat

2013-2014

VP Technical Support , PT Pertamina Hulu Energi Kantor Pusat VP Technical Support , PT Pertamina Hulu Energi Kantor Pusat

2014

Direktur Operasi, PT Pertamina Drilling Services Indonesia Operations Director, PT Pertamina Drilling Services Indonesia PT Pertamina Drilling Services Indonesia Laporan Tahunan 2014 Annual Report

57


HEMZAIRIL Direktur Keuangan & Administrasi Finance & Administration Director


22 Maret 2012 March 22, 2012


Keputusan Pemegang Saham Secara Sirkuler tanggal 12 Maret 2012 Shareholders’ Circular Resolution on March 22, 2012


Indonesia


Batang Kapas, 29 Mei 1959 Batang Kapas, May 29, 1959

Usia Age


Gelar Title

S1 Jurusan Teknik Industri ITB pada 1984 Bachelor’s Degree of Industrial Engineering from Bandung Institute of Technology in 1984 S2 Bidang Administrasi Bisnis dari Universitas Gadjah Mada Yogyakarta (1998) Masters Degree in Business Administration from Gadjah Mada University, Yogyakarta (1998)


Pekerja di Biro O&T, Direktorat Umum Employee of O&T Bureau, General Directorate

1986

Ass. PRO & TKK di Biro O&T, Direktorat Umum Assistant of PRO & TKK of O&T Bureau, General Directorate

1985

Pws Formasi & Org pada O&T di UEP III Cirebon dan Kepala Proslak O&T UEP III Pws Formation & Org of O&T at UEP III, Cirebon, and Head of Proslak O&T UEP III

1992-1995

Kepala O&T Umum UP IV Cilacap Head of General O&T of UP IV Cilacap

1999

Ka. Sub. Din Informasi dan Statistik Dit. Umum Head of sub-Division of Information and Statistics of General Directorate

2001

Kasubdin Pemberdayaan UKK Dit. Keuangan dan PMPI/MAN Portofolio dan Investasi Dit. Keuangan Head of sub-Division of UKK Empowerment Finance Directorate, and PMPI/MAN Portofolio and Investment of Finance Directorate

2004

Manajer Portofolio Investasi pada Dit. Keuangan dan Ka. Div. Dana Portofolio Anak Perusahaan di Dit. Keuangan Investment Portfolio Manager at Finance Directorate and Head of Portfolio Fund Division at a subsidiary of Finance Directorate

2004

Direktur Utama PT Pertamina Dana Ventura President Director of PT Pertamina Dana Ventura

2007

Direktur Keuangan, PT Pertamina Hulu Energi Director of Finance, PT Pertamina Hulu Energi

2012

Direktur Keuangan dan Administrasi PT Pertamina Drilling Services Indonesia Finance and Administration Director PT Pertamina Drilling Services Indonesia

58



LELIN EPRIANTO Direktur Pemasaran dan Pengembangan Marketing & Development Director


5 Juni 2013 June 5, 2013


Keputusan Sirkuler Pemegang Saham Tanggal 5 Juni 2014 Shareholders’ Circular Resolution on June 5, 2013


Indonesia


Ngawi, 21 April 1967 Ngawi, April 21, 1967

Usia Age


Gelar Title

S1 Economic Management, Universitas Jend. Soedirman Bachelor’s Degree in Economic Management, Jenderal Soedirman University S2 Finance Magister Management, IBII (Institut Bisnis dan Informatika Indonesia) Master’s Degree in Finance Magister Management, IBII (Sekolah Tinggi Ilmu Ekonomi)

Riwayat Kerja / Career History 1991 -1992

Logistic Assistant PT Pertamina, Cirebon

1992 - 1995

Supervisor of Operation and Logistic PT Pertamina, Kamojang

1995 - 1997

Head of Logistoc Controller and Development PT Pertamina, Cirebon

1997 - 1998

Warehouse Supervisor PT Pertamina, Cirebon

1998 - 2000

Supervisor of Analysis Inventory PT Pertamina, Cirebon

2000 - 2001

Head of Logistic PT Pertamina , Bunyu

2002 - 2005

Superintendent Procurement PPGS, Sumatra Selatan

2006 - 2010

Manager Supply Chain Region Jawa PT Pertamina EP

2010 - 2012

VP SCM PT Pertamina EP

2012 - 2013

VP SCM & General Services PT Pertamina EP

2013 - 2014

VP Health Safety & Security Environment PT Pertamina EP


Marketing & Development Director PT Pertamina Drilling Services Indonesia


59

Manajemen Eksekutif Executive Management

VP Drilling Support Bambang Tjipto T.

VP Perencanaan Strategis & Pengembangan Bisnis Auli Utama

VP Treasury Yoke Syamsidar

Head of Internal Audit Harry Mulia

VP Controller Muh. Suryohadi

VP QHSSE Syahril Aziz Koto

60


Corporate Secretary Arif Widodo

VP Drilling Operation Agam Syahlevi

VP Supply Chain Management Lugito

Profil Personil Inti Core Personnel Profile

PDSI didukung secara penuh oleh sejumlah personil inti (level

PDSI is fully supported by several core personnel (manager

manajer dan setara) yang terdiri dari 32 orang yang diuraikan

level and equal) who consists of 32 persons based on their

berdasarkan jabatannya.

positions as follows:

No.

1

No. Induk. Karyawan (NIK) / Employee Number 19060224

Nama/Name

Devi Putra

Lama Bekerja/ Employment Period

Jabatan/Position

Manager Transformasi & QM

1 tahun /year

2

735604

Rio Dasmanto

HSE Manager

21 tahun /year

3

738083

Marthen Linggi Pasorong

Quality Assurance & Inspection Manager

21 tahun /year

4

19060026

Hanrang Hana

Security Manager

4 tahun /year

5

738991

Seny Saraswati

Internal Audit Manager

20 tahun /year

6

716764

Prih Mawarni K.

Legal Manager

23 tahun /year

7

19060236

Dhaneswari Retnowardhani

Compliance & Communication Manager

0,5 tahun /year

8

718538

Lestari Utami

Procurement Manager

23 tahun /year

9

706177

Husni Riad

Logistic Manager

24 tahun /year

10

740237

Bambang Purwanto

Key Account Manager EP

15 tahun /year

11

718708

Djuartono

Subsidiary & JV/JO Mgt Manager

23 tahun /year

12

712121

Sugiarto

13

744723

Uky Moh Masduki

Manager Perencanaan Strategis Business Development Manager Manager Pengembangan Usaha Business Development Manager

23 tahun /year 11 tahun /year

14

649291

Nur Akmal

Unconventional & Non Rig Services Manager

31 tahun /year

15

712065

Jusuf Budiarto

Project Manager Jawa

23 tahun /year

16

737954

Muhammad Irwan

Project Manager SBS

21 tahun /year

17

738156

Saroji

Project Manager Louise

21 tahun /year

18

721923

Agustinus Nugrahanto

Project Manager Jambi

22 tahun /year

19

738115

Komedi

Project Manager Bunyu

21 tahun /year

20

746528

Firmansyah Arifin

Project Manager VICO

7 tahun /year

21

746546

Wasis Dwi Atmojo

Project Manager Geothermal Jawa-Sulawesi

7 tahun /year

22

738075

Rawan Mirza

Project Manager Geothermal Sumatera

21 tahun /year

23

19060039

Rully Krisantono

Contract & SA Monitoring Manager

4 tahun /year

24

738197

Eko Hardjani

Asset & HTE Management Manager

21 tahun /year

25

738204

Tata Musthafa

Maintenance Manager

21 tahun /year

26

711271

Baheramsyah

General & Asset Accounting Manager

23 tahun /year

27

728858

Asep Chaerudin

Budget & Accounting Consolidation Manager

22 tahun /year

28

19060040

Purnama Hadiwijaya

Cash Management Manager

4 tahun /year

29

716756

Imam Karyadi

Tax & Insurance Manager

23 tahun /year

30

719153

Rusdi Gamal

Human Resources Manager

23 tahun /year

31

726808

Toto Mudjiharto

ICT Manager

22 tahun /year

32

728606

Chandra J.Pangastu

Manager Manajemen Risiko Risk Management Manager

22 tahun /year


61

Sumber Daya Manusia Human Resources

Sebagai perusahaan yang bergerak

As a Company that works in the field

dalam bidang jasa, kompetensi dan

of service, the competence and quality

kualitas pekerja menjadi ujung tombak

of workers are the spearpoint of PDSI.

reputasi

depan

Therefore, the future of the Company

perusahaan turut dipengaruhi oleh

perusahaan.

Masa

is also influenced by the precise and

penanganan risiko usaha yang tepat

accurate management of business risk

dan pengelolaan kegiatan operasional

and operational activities.

yang akurat. PDSI

“

bahwa

The continuous development of human

pengembangan sumber daya manusia

berkeyakinan

resources is believed to be the key factor

yang berkelanjutan merupakan kunci

for the benefit of the Company; thus,

dari

Dalam

in accordance with the improvement

kemajuan

mengembangkan

perusahaan.

dan

of competency and expertise, PDSI

keahlian, PDSI mengimplementasikan

kompetensi

implements some strategies in order to

langkah-langkah

build the best characters and abilities in

strategis

untuk

membentuk karakter dan kompetensi

each field.

PDSI berkeyakinan

terbaik dalam masing-masing bidang.

bahwa pengembangan

Pengembangan Sumber Daya Manusia

Human Resources Development

Untuk mengembangkan kualitas sumber

To improve the quality of the human

yang berkelanjutan

daya manusia, PDSI mengembangkan

resources,

merupakan kunci dari

beberapa program pelatihan antara lain:

several training programs:

1. Mandatory Training Program

1. Mandatory Training Program

sumber daya manusia

kemajuan perusahaan.

Merupakan

“

PDSI believes that

sustainable human

resources development

pelatihan

yang

the

Company

develops

This training program is associated

berkaitan dengan persyaratan suatu

with the requirements of a job,

pekerjaan, baik di bidang operation

either in the field of operation or

maupun support yang wajib diikuti

supporting unit, which is mandatory

oleh pekerja sesuai dengan fungsi

for employees according to their job

pekerjaannya.

function.

2. Technical Training Program

2. Technical Training Program

Merupakan pelatihan yang berkaitan

This training program is related

is the key to the

dengan kompetensi teknis sebagai

to the technical competence as a

Company’s progressive

pendukung suatu jabatan sesuai

support of a position in accordance

dengan fungsi pekerjaan dan posisi

with the position title and job

jabatannya.

function.

improvement.

62


3. General Training Program

3. General Training Program

Merupakan pelatihan yang berkaitan

This is a soft-skill training program

dengan soft skill yang disesuaikan

which is tailored to job function.

dengan fungsi pekerjaan. Pelatihan

The training is done in all forms

dilakukan dalam segala bentuk

of learning to increase general

pembelajaran

knowledge,

untuk

menambah

which

is

indirectly


pengetahuan umum dan secara langsung tidak terkait

related to job requirements or competency of a particular

dengan persyaratan jabatan atau kompetensi pada suatu

position.

jabatan tertentu. Pekerja PDSI juga mendapat kesempatan meningkatkan

The Company’s workers also have the opportunity to improve

kapabilitasnya melalui program pascasarjana (S2) yang

their abilities through the assignment of studying abroad for

diselenggarakan oleh Direktorat Hulu PT Pertamina (Persero)

a Master Program (S2) held by the Upstream Directorate of PT

atau yang disebut dengan tugas belajar luar negeri. PDSI

Pertamina (Persero). In 2014, PDSI has sent 2 workers to study

juga mengikutsertakan 2 (dua) orang pekerja dalam program

in Texas University.

tersebut untuk belajar di Texas University.

Pelatihan dan Sertifikasi

Traning and Certification

Sebagai perusahaan yang memiliki risiko usaha sangat

As a company with high operational risk, PDSI requires each

tinggi dalam kegiatan operasionalnya, PDSI mensyaratkan

of its workers to fulfill certain qualifications and obtain some

setiap pekerjanya untuk memenuhi kualifikasi tertentu dan

competency-related certifications. Therefore, the Company,

memperoleh sertifikasi yang terkait dengan kompetensinya.

through the function of Human Resources (HR), which is in

Melalui fungsi Human Resources yang sesuai dengan penamaan

accordance with the 2014 regulations for organization names,

organisasi di 2014, PDSI bekerja sama dengan Pusdiklat Migas

cooperates with, cooperates with BP Migas Cepu to train each

Cepu untuk melatih setiap pekerja dalam program-program

employee in specialized training programs focusing on the

pelatihan khusus di bidang manajerial maupun teknikal.

managerial and technical competence.

Manajemen kegiatan pelatihan dalam bidang keselamatan,

The management of training in the field of occupational health,

kesehatan, dan lingkungan kerja berpusat di Drilling Training

safety, and environment is concentrated in Drilling Traing

Centre (DTC), yang dikelola oleh Area Jawa dan Pusdiklat HSE

Centre (DTC), which is managed by Java Area and Pusdiklat HSE

Sungai Gerong. Selain itu, PDSI juga menggunakan Pertamina

Sungai Gerong. The Company also utilizes Pertamina Learning

Learning Center (PLC) sebagai tempat pembelajaran bagi

Center (PLC) to enhance the knowledge of the employees. PLC

pekerja. PLC berlokasi di Simprug, Jakarta Selatan dan pada

is located at Simprug, South Jakarta and in 2014 has conducted

2014 telah mengadakan pelatihan untuk pekerja PDSI sejumlah

training for 159 workers in relation with the improvement of

159 orang terkait dengan pengembangan kompetensi di

competence in the field of Training Management.

bidang manajerial training. Untuk jenis pelatihan yang belum dapat difasilitasi, PDSI

Regarding trainings that have not been facilitated, PDSI

bekerja sama dengan vendor pelatihan yang berpengalaman

cooperates with training vendors or organizers experienced in

sesuai bidang masing-masing.

their respective fields.

Pusat dan Biaya Pelatihan

Training Center and Cost

Drilling Training Centre (DTC) adalah pusat pelatihan internal

Drilling Training Centre (DTC) is the centre for internal training

yang dikelola oleh PDSI dan didirikan di Mundu, Indramayu,

managed by PDSI. DTC has an array of training support facilites,

Jawa Barat. DTC memiliki beragam fasilitas untuk mendukung

and one of which is rig facility (KB 150) that is used to improve

pelatihan, salah satunya adalah fasilitas rig (KB 150) yang

the employees’ ability to operate working equipment.

digunakan untuk meningkatkan kemampuan pekerja dalam mengoperasikan alat-alat kerja.


63


Melalui DTC, PDSI berupaya meningkatkan potensi sumber

Through DTC, the Company seeks to improve the potential

daya manusianya sejurus dengan program-program yang

of its human resources to implement programs in line with

sejalan dengan kebutuhan bisnis dan pemenuhan target

business requirements and the Company’s performance

kinerja PDSI. Materi pelatihan di DTC difokuskan untuk

targets. DTC training materials are focused on developing

mengembangkan kompetensi pekerja, baik kompetensi

competencies for employees, both managerial and technical

manajerial maupun teknikal, dengan HSE mandatory. Pelatihan

with HSE mandatory. This training aims to face and solve the

ini bertujuan untuk menghadapi dan mengatasi tantangan

challenges and problems that often arise in the field, other

yang kerap dan dapat terjadi di lapangan, selain sebagai

than as a means of refreshment after facing work routine in

sarana refreshing setelah menghadapi rutinitas kerja dalam

drilling operations.

kegiatan operasional pengeboran. Pada 2014, PDSI telah mengadakan 108 jenis pelatihan untuk

In 2014, PDSI organized 108 training activities for 464 workers.

464 orang pekerja. Perusahaan tercatat telah mengadakan

PDSI conducted 657 training days or learning index of 81.65%.

657 hari pelatihan, sehingga learning index menjadi sebesar

The average amount of training days, which are passed by the

85,53%. Rata-rata jumlah waktu pelatihan yang didapat setiap

learning Company’s workers in 2014, is 8.12 days.

karyawan PDSI sepanjang 2014 dalam masa belajar adalah sebanyak 8,12 hari. Berikut adalah deskripsi program-program pelatihan yang

The following is the description of training programs conducted

diadakan sepanjang 2014, yaitu:

in 2014.

Nama Kegiatan Activity

No.

Waktu Penyelenggaraan Date of Event

HSE Leadership Mandatory Training Akt 1 – 2014 HSE Leadership Mandatory Training Batch 1-2014

16 - 17 Januari 2014

Introduction Reliability Management & Remaining Life Assessment serta Implementasi & RCFA & MTBF/MTTR Introduction Reliability Management & Remaining life Assessment and its Implementation & RCFA & MTBF/MTTR

20 - 24 Januari 2014

3.

INTERNATIONAL PROFESIONAL CERTIFICATION PROGRAM IN PURCHASING AND SUPPLY CHAIN MANAGEMENT (PSCM)

4.

Tim Penyelenggara Organizer

Jumlah Peserta Total Participants

Lokasi Location

HSE TC

1

Bali

PT MTS Indonesia

8

Bandung

21 Januari - 17 April 2014 January 21 – April 17, 2014

Prasetya Mulya

1

Jakarta

Sertifikasi H2S / H2S Certification

22 - 24 Januari 2014 January 22-24, 2014

Pusdiklat Migas Oil and gas Center of Training and Education

4

Cepu

5.

Sertifikasi QAI Angakatan 1 – 2014 Certificaiton of QAI, Batch 1-2014

27 Januari - 05 Maret 2014 January 27 – March 05, 2014

PLC

1

Bandung

6.

CSMS

01 Februari - 02 Juli 2014 February 1 – July 2, 2014

Inhouse Training

16

Jakarta

7.

Sertifikasi IADC IADC Certification

03 - 09 Februari 2014 February 03-09, 2014

PT Pura Kencana Nusantara

5

Yogyakarta

8.

Perpajakan Brevet AB + e-SPT Tax Brevet AB + e- SPT

08 Februari - 08 Agustus 2014 February 08 – August 08, 2014

PPA FE UI

1

Jakarta

9.

Modern Safety Management Batch 1 – 2014

10 - 14 Februari 2014 February 10-14, 2014

HSE TC

1

Bandung

1.

2.

64


January 16-17, 2014

January 20-24, 2014



No.




Lokasi Location

10..

Sertifikasi H2S / H2S Certification

10 - 16 Februari 2014 February 10 -16, 2014

Pusdiklat Migas Cepu Oil and Gas Center of Training and Education, Cepu

12

Cepu

11.

Sertifikasi Juru Bor (JB) / Driller Certification

10 - 19 Februari 2014 February 10 -19, 2014

Pusdiklat Migas Cepu Oil and Gas Ceptu Center of Training and Education

16

Cepu

12.

Junior HSE Mandatory Training for Office

17.02.2014 - 16.02.2014 February 16 - 17, 2014

HSE TC

3

Sungai Gerong

13.

Sertifikasi IWCF IWCF Certification

17 - 21 Februari 2014 February 17 - 21, 2014

Fritmandiri

1

Bandung

14.

Simulation Based Workshop of Key Risk Indicators


CRMS

1

Bandung

15.

Aplikasi dan Sanksi di Bidang Kepabeanan (Risk Management) terkait Barang Impor Tertentu dan Ekspor Application and Sanction in Tax (Risk Management) related to Certain Export and Import Products

25 - 26 Februari 2014

PPEIN Consultant

2

Jakarta

16.

Integrated Management System Internal Audit ISO 9001:2008, ISO 14001:2004, dan OHSAS 18001:2007


SGS

19

Bandung

17.

Seminar Saving Loss Caused by Oil Spill Saving Loss Caused by Oil Spill Seminar

06 - 07 Maret 2014 March 06 - 07, 2014

Unv. Balikpapan Balikpapan University

1

Bali

18.

K3

08 - 14 Maret 2014 March 08 -14, 2014

Akualita

2

Semarang Cepu

19.

Sistem Manajemen K3 K3 Management System

10 - 14 Maret 2014 March 10 - 14, 2014

PT Wish

2

Bandung

20.

Kontrak Jasa Pengadaan dan Peraturan Terkait Contract on Procurement Services and Related Regulations

12 - 14 Maret 2014

PT Insmart

2

Yogyakarta

21.

Modern Safety Management

17 - 20 Maret 2014 March 17-20, 2014

Powerindo

2

Yogyakarta

22.


17 - 23 Maret 2014 March 17-23, 2014

Pura Kencana

5

Yogyakarta

23.

Financial Modeling for Corporate Valuation

20 - 21 Maret 2014 March 20 - 21, 2014

Petris Permata

2

Jakarta

24.

Super User Modul Plant Maintenance

24 - 28 Maret 2014 March 24 - 28, 2014

Persero

4

Surabaya

25.

The 5th International Indonesia CBM Conference and Exhibition

25 - 26 Maret 2014 March 25 - 26, 2014

Indo CBM

1

Jakarta

26.

Seminar Nasional “Konsepsi dan Aplikasi Program BPJS Kesehatan National Seminar “Conception and Application of BPJS Health Program

26 - 27 Maret 2014

Forum Peduli Solidaritas Bangsa

2

Jakarta

27.

Training Campion GCG

26 - 28 Maret 2014 March 26 - 28, 2014

Inhouse Training

16

Bandung

28.

Penulisan Risalah Continuous Improvement Program (CIP) Writing of Continuous Improvement Program (CIP) Agenda

02 - 04 April 2014

Inhouse Training

16

Jakarta

February 25 - 26, 2014

March 12 - 14, 2014

March 26 - 27, 2014

April 02 - 04, 2014


65



No.




Lokasi Location

29.

Sertifiakasi T-BOSIET – OPITO T – BOSIET – OPITO Certification

05 - 07 April 2014 April 05 - 07, 2014

SAMSON TIARA

1

Jakarta

30.

AC010-Business Process in Financial Accounting

14 - 21 April 2014 April 14 - 21, 2014

ASSTA International

2

Jakarta

31.

Public Speaking

14 - 15 April 2014 April 14 - 15, 2014

PLC

2

Jakarta

32.

GCG Champion Angkatan II-2014 GCG Champion Batch II - 2014

15 - 17 April 2014 April 15 - 17, 2014

PLC

1

Surabaya

33.

Seminar Nasional Internal Audit 2014 dan Pelantikan Wisudawan QIA National Seminar of Internal Audit 2014 and Inauguration of QIA Graduates

15 - 17 April 2014

Yayasan Pendidikan Internal Audit

3

Lombok

34.

Managing Legal Risk

16 - 17 April 2014 April 16-17, 2014

CRMS

1

Bandung

35.

VBDP

16 April 2014 April 16, 2014

PLC

1

Jakarta

36.

Analisis Laporan Keuangan “Proyeksi dan Valuasi” Analysis on Financial Statemetns “Projection and Valuation”

21 - 22 April 2014

PPM Manajemen

1

Jakarta

37.

Basic Mandatory Training Batch 10 – 2004

21 - 25 April 2014 April 21 - 25, 2014

HSE TC

1

Sungai Gerong

38.

Juru Bor / Driller

21 - 30 April 2014 April 21 - 30, 2014

Pusdiklat Migas Cepu Oil and gas Center of Training and Education, Ceput

23

Cepu

39.

Lead Auditor Sistem Manajemen Pengamanan Lead Auditor of Security Managemen System

21 - 23 April 2014

HSE TC

4

Semarang

40.

Sertifiakasi CHRP CHRP Certification

21 - 25 April 2014 April 21 - 25, 2014

MKI

2

Jakarta

41.


21 - 27 April 2014 April 21 - 27, 2014

Pura Kencana

5

Yogyakarta

42.

Budgeting & Cost Control

22 - 23 April 2014 April 22 - 23, 2014

Intipesan

2

Jakarta

43.

Program Enterprise Risk Management Fundamentals Angkatan I-2014 Enterprise Risk Management Fundamentals Program, Batch I-2014

22 - 25 April 2014

PLC

2

Bandung

IATMI

2

Bandung

April 15 - 17, 2014

April 21-22, 2014

April 21 - 23, 2014

April 22-25, 2014

Workshop Pedoman Teknis Perencanaan Pemboran Worskhop on Technical Guideliens on Drilling Planning

23 - 25 April 2014

45.

Teknik Audit Berdasarkan ISO 19011 Audit Technique based on ISO 19011

28 - 30 April 2014 April 28 - 30, 2014

HSE TC

3

Bandung

46.

Upskilling Juri CIP Angkatan II-2014 Upskilling of CIP Driller Batch II-2014

29 - 30 April 2014 April 29 - 30, 2014

PLC

2

Bandung

47.

AP III

02 - 08 Mei 2014 May 02 - 08, 2014

Cipta

11

Semarang Cepu

48.

Advanced Training ACS800

05 - 08 Mei 2014 May 05 - 08, 2014

PT ABB Sakti Industri

5

Tangerang

44.

66


April 23 - 25, 2014



No.




Lokasi Location

49.

Sertifikasi CHRP CHRP Certification

05 - 09 Mei 2014 May 05 - 09, 2014

MKI

2

Jakarta

50.

Crisis Management Training

12 Mei 2014 May 12, 2014

PERTAMINA (PERSERO)

1

Jakarta

51.

Well Completion & Workover

12 - 15 Mei 2014 May 12 - 15, 2014

Wish

7

Yogyakarta

52.

Basic HR Management

19 - 20 Mei 2014 May 19 - 20, 2014

HRD Forum

1

Jakarta

53.

Blowout Prevention & Well Control

19 - 23 Mei 2014 May 19 - 23, 2014

Wish

5

Yogyakarta

54.

Certified Salary Structure Specialist

19 - 20 Mei 2014 May 19 - 20, 2014

HRD Forum

1

Jakarta

55.

Blow Out Prevention & Well Control

02 - 05 Juni 2014 June 02 - 05, 2014

Global Mandiri

8

Yogyakarta

56.

MSM2

02 - 06 Juni 2014 June 02 - 06, 2014

HSE TC

7

Bandung

57.

Upskilling bagi Rig Superintendent Upskilling for Rig Superintendent

03 - 05 Juni 2014 June 03 - 05, 2014

Inhouse Training

10

Palembang

58.

Basic HSE Mandatory Training for Office

09 - 12 Juni 2014 June 09 - 12, 2014

HSE TC

4

Sungai Gerong

59.

GE Executive Leadership Program 2014

09 - 13 Juni 2014 June 09 - 13, 2014

PERTAMINA

3

Jakarta

60.

PMPK Eksekutif Angkatan III-2014 Executive PMPK Batch III-2014

09 - 13 Juni 2014 June 09 - 13, 2014

PCU

2

Bali

61.

HAZOP

10 - 12 Juni 2014 June 10 - 12, 2014

HSE TC

1

Sungai Gerong

62.

AP III

13 - 19 Juni 2014 June 13 - 19, 2014

CAT

8

Semarang Cepu

63.

Marketing Management

17 - 19 Juni 2014 June 17 - 19, 2014

PPM

1

Jakarta

64.

CIP

18 - 21 Juni 2014 June 18 - 21, 2014

PT Wahana Kendali Mutu

20

Jakarta

65.

Upskilling bagi Rig Superintendent Upskilling for Rig Superintendent

18 - 20 Juni 2014 June 18 - 20, 2014

Inhouse Training

12

Cirebon

66.

Analisa & Laporan Keuangan Analysis & Financial Statements

23 - 27 Juni 2014 June 23 - 27, 2014

PCU

1

Semarang

67.

Plant Maintenance

23 - 26 Juni 2014 June 23 - 26, 2014

Inhouse Training

11

Bandung

68.

Seminar Kepabeanan Tax Seminar

25 - 26 Juni 2014 June 25 - 26, 2014

PPEIN

1

Jakarta

69.

Cash Flow & Treasury Management

26 - 27 Juni 2014 June 26 - 27, 2014

Pratama Indomitra Konsultan

2

Jakarta

70.

VBDP

26 Juni 2014 June 26, 2014

PERTAMINA

2

Jakarta

71.

Refreshment Project Management

22 - 23 Juli 2014 July 22 - 23, 2014

Inhouse Training

13

Jakarta

72.

Interpersonal Communication & Presentation Skill

12 - 14 Agustus 2014 August 12 - 14, 2014

Prasetya Wardhani

10

Bandung

73.

Training dan Workshop Enterprise Project Management

14 - 15 Agustus 2014 August 14 - 15, 2014

Inhouse Training

10

Bandung


67



No.




Lokasi Location

74.

Basic HSE Mandatory Training for Office Batch 8 -2014

18 - 21 Agustus 2014 August 18 - 21, 2014

HSETC

1

Sungai Gerong

75.

Junior HSE for Office

18 - 21 Agustus 2014 August 18 - 21, 2014

HSETC

1

Sungai Gerong

76.

English For Drilling

25 - 29 Agustus 2014 August 25 - 29, 2014

Inhouse Training

6

Cirebon

77.

ISRS 7 Assessor Training Batch 2-2014

25 - 29 Agustus 2014 August 25 - 29, 2014

HSETC

3

Semarang

78.

Transportation Safety Management

25 - 29 Agustus 2014 August 25 - 29, 2014

Pura Kencana

2

Bandung

79.

GE Executive Leadership

01 - 05 September 2014 September 01 - 05, 2014

PLC

3

Jakarta

80.

IADC


CAT

12

Yogyakarta

81.

Operation - Maintenance Hawkjaw


PT VarcoINDO

12

Bekasi

82.

Project Management


PT Daya Cipta Optima

1

Bali

83.

Pengembangan SDM

09 September 2014 - 11 September 2014 September 09 - 11, 2014

Insmart

2

Bali

HR Development 84.

Upskilling HSE PT PDSI


Inhouse Training

11

Medan

85.

Pajak Terapan Brevet A&B

IAI

2

Jakarta

Brevet A&B Tax

10 September - 22 Desember 2014 September 10 - 22, 2014

86.

Upskilling HSE PT PDSI Upskilling HSE of PT PDSI


Inhouse Training

7

Mundu

87.

Talent Assessment


PTC

1

Jakarta

88.

Breating Apparatus dan Detection System H2S


PT Paramata Baraya

2

Jakarta

89.



Inhouse Training

8

Jambi

90.

PMPK


Kenawaenergi

4

Bali

91.



Inhouse Training

6

Cirebon

92.

Basic HSE Manadatory Training

29 September - 03 Oktober 2014 September 20 – October 03, 2014

HSE TC

3

Sungai Gerong

93.

Expor & Impor Procedure Export & Import Procedure

29 September 2014 - 02 Oktober 2014 September 29 – October 02, 2014

Powerindo

1

Yogyakarta

94.

Fundamental Risk Based Audit


PLC

2

Bandung

95.

Shipping & Port Management

30 September - 03 Oktober 2014 September 30 – October 03, 2014

Insmart

1

Yogyakarta

68




No.




Lokasi Location

96.



Inhouse Training

11

Medan

97.


13 - 16 Oktober 2014 October 13 - 16, 2014

HSE TC

2

Sungai Gerong

98.

Drilling Rig Management

13 - 16 Oktober 2014 October 13 - 16, 2014

Insmart

4

Yogyakarta

99.

Logistic & Warehouse Management

13 - 16 Oktober 2014 October 13 - 16, 2014

Prasetya Wardhani

5

Bandung

100.

Owner Estimate

13 - 16 Oktober 2014 October 13 - 16, 2014

Kenawaenergi

3

Yogyakarta

101.

Tax Management Intermediate Level 2014

13 - 17 Oktober 2014 October 13 - 17, 2014

PLC

1

Bandung

102.

Pengawas Operasional Pertama (POP)

15 - 19 Oktober 2014

1

Lampung

First Operational Supervisor (POP)

October 15 - 19, 2014

Kementrian Energi & SDM Ministry of Energy & HR

103.

Cash Flow and Treasury Management

16 - 17 Oktober 2014 October 16 - 17, 2014

Pratama Indomitra

1

Jakarta

104.

AP III

18 - 23 Oktober 2014 October 18 - 23, 2014

Purakencana

2

Yogyakarta

105.

Persiapan Masa Purna Karya Preparation for Post-employment Period

20 - 23 Oktober 2014 October 20 - 23, 2014

Kenawaenergi

3

Bali

106.

Business Speaking Communication & Presention Skill

21 - 23 Oktober 2014 October 21 - 23, 2014

XP Training

1

Bandung

107.

Peserta Effective Purchasing Management Effective Purchasing Management Participants

21 - 23 Oktober 2014 October 21 - 23, 2014

Insmart

1

Yogyakarta

108.


27 - 30 Oktober 2014 October 27 - 30, 2014

HSE TC

1

Sungai Gerong

109.

Breavet Pajak A&B

27 Oktober - 07 November 2014 October 27 – November 07, 2014

PLC

1

Jakarta

Brevet A&B Tax 110.

Project & Operation Manager

27 - 31 Oktober 2014 October 27 - 31, 2014

Purakencana

2

Bali

111.

Behaviour Based Safety

28 - 30 Oktober 2014 October 28 - 30, 2014

HSE TC

1

Sungai Gerong

112.

Presentasi Post Assignment Program Persuasion Skill – 2014 Presentation of Post-Assginment Program Persuassion Skill

30 - 31 Oktober 2014

PLC

1

Jakarta

113.

Petroleum Engineering for Non Petroleum Engineer

05 - 07 November 2014 November 05 - 07, 2014

XP Training

1

Yogyakarta

114.

7 Habits of Effective for Productive People


ISI

4

Batam

115.

Crane Operation Maintenance & Inspection


Powerindo

1

Yogyakarta

116.

Fire Rescue Batch 7 – 2014


HSE TC

1

Sungai Gerong

October 30 - 31, 2014


69



No.




Lokasi Location

117.

Business English Communication

11 November 2014 - 06 Juni 2015 November 11, 2014 – June 06, 2015

KPI

17

Jakarta

118.

Accounting Payable Management


XP Training

1

Lombok

119.

VBDP


Kantor Pusat Headquarters

27

Jakarta

120.

Advanced Maintenance Management


Lydhan Utama

4

Bandung

121.

Basic HSE Mandatory Training


HSE TC

5

Sungai Gerong

122.

CSMS


HSE TC

1

Semarang

123.

Presentation Skill


Inhouse Training

4

Jakarta

124.

Project Drilling Management


Inhouse Training

19

Jakarta

125.

Water Management Angkatan I – 2014


HSE TC

3

Semarang

126.

Win-win Negotiation Strategy & Conflict Resolution


Arco Cendekia

2

Bali

127.

Bimbingan Peralatan Pesawat di Kegiatan Usaha Migas Guidance on Introduction of Equipment in Oil and Gas Business Activities

19 - 22 November 2014

Kementrian ESDM

3

Yogyakarta

November 19 - 22, 2014

The Ministry of Energy and Mineral Resources

Workshop Peningkatan Kualitas dan Penyelesaian Sengketa Lingkungan Hidup Nasional Workshop of Improvement in Quality and Settlement of National Environmental Dispute

19 - 20 November 2014

LPPLH

1

Jakarta

129.

VBDP


Kantor Pusat Head Office

11

Jakarta

130.

H2S


Akualita

1

SemarangCepu

131.

ACIIA Conference


YPIA

1

Bali

132.

Bahasa Inggris / English

25 November 2014 - 05 Maret 2015 November 25, 2014 – March 05, 2015

Inhouse Training

11

Jakarta

133.

BASIC FIRE FIGHTING TRAINING


Indosafe Pratama

1

Balikpapan

134.

VBDP


Kantor Pusat

20

Jakarta

135.

Scafolding

29 - 03 Desember 2014 December 03, 2014

Akualita

1

Semarang

136.

Certified Auditor (CIA) Review dan Ujian Tahun 2014 Certified Auditor (CIA) Review and Test in 2014

01 - 12 Desember 2014

PLC

1

Jakarta

128.

70


November 19 - 20, 2014

December 01 – 12, 2014



No.




Lokasi Location

137.

SAP Training AC010

01 - 05 Desember 2014 December 01 - 05, 2014

SP

1

Jakarta

138.

VBDP

04.12.2014 December 04, 2014

Kantor Pusat / Head Office

1

Jakarta

139

Basic HSE Mandatory Training For Office Batch 15 – 2014


HSE TC

4

Sungai Gerong

140.

Management Kelogistikan Angkatan I – 2014 Logistics Management, Batch I

10 - 12 Desember 2014

PCU

1

Cirebon

141.

HSE School - Safe Work Practices Batch 3 – 2014

11 Desember 2014 - 15 Mei 2015 December 11, 2014 – May 15, 2015

HSE TC

4

Semarang

142.

VBDP

11 Desember 2014 December 11, 2014

PERTAMINA

2

Jakarta

143.

Basic HSE Mandatory Training For Office Batch 30 – 2014


HSE TC

2

Sungai Gerong

144.

Contract Management


Powerindo

2

Yogyakarta

145.

Tools Maintenance


Lydhan Utama

6

Yogyakarta

146.

VBDP


Kantor Pusat Head Office

6

Jakarta

147.

Communication Of Negotiation & Lobbying


Purakencana

3

Bandung

148.

Intelijen, Interogasi & Investigasi Intelligent, Interogation & Investigation


Kenawaenergi

2

Bandung

149.

Managing Conflict & Handling Difficult People


Purakencana

1

Bandung

150.

Inventory Reduction


Kenawaenergi

1

Bandung

151.

Mastering ITIL Foundation. V2011 Exam Perpection (Include Exam)


ANT

1

Jakarta

December 10 - 12, 2014

Per Desember 2014, jumlah pekerja PDSI yang telah lulus

Per December 2014, there are 108 workers who have graduated

dan memiliki sertifikasi untuk jasa pengeboran adalah

and have obtained certifications for drilling service. This

sebanyak 108 orang pekerja. Jumlah ini sesuai dengan target

amount is in line with the target of certification fulfillment for

pemenuhan sertifikasi untuk 2014 di mana sertifikasi yang

2014, in which the certifications that need to be renewed are

harus diperbaharui adalah sebanyak 141 orang pekerja untuk

owned by 141 workers.

pembaharuan sertifikasi. Pada 2014, Departemen SDM mengeluarkan biaya investasi

In 2014, the Department of Human Resources invested

sebesar Rp3.275.040.129 untuk program pelatihan dan

Rp3,275,040,129 for training program and improvement

pengembangan kompetensi karyawan. Biaya ini belum

of employee’s competence. The cost did not include travel

mencakup biaya perjalanan dinas. Rata-rata alokasi biaya

expense. The average allocation of training costs for all

pelatihan seluruh pekerja sebesar Rp4.725.887.63. Hal ini

employees is Rp4,725,887,63. This indicates that the Company

menandakan bahwa PDSI menilai pengembangan kompetensi

values the development of the workers’ competence as a

karyawan sebagai salah satu bentuk investasi berkelanjutan

continuous positive investment.

yang positif. PT Pertamina Drilling Services Indonesia Laporan Tahunan 2014 Annual Report

71


Performance Management Systems (PMS) Academy 2014

Performance Management Systems (PMS) Academy 2014

Berikut adalah struktur keanggotaan PMS Academy 2014:

The following table is the membership structure of PMS Academy 2014 :

Nama / Name

NIK / Employee Number

Jabatan dalam Keanggotaan / Position

Koordinator Pelaksana / Chief Coordinator Auli Utama

VP Perencanaan Strategis dan Pengembangan Usaha / VP Strategic Planning and Business Development

712105

Wakil Koordinator / Deputy Coordinator Sugiarto

712121

Manajer Perencanaan Bisnis / Business Planning Manager

Adriwan Basuki

746510

Asisten Manajer Perencanaan Strategis / Strategic Planning Assistant Manager

Anggota / Members Ani Aryani

19060150

Media Communication & CSR Asssistant

Moch. Irfan Sazali

12160321

Junior Auditor

Afriadi Basjir

19060212

Materials & Services Management Assistant

Agus Susanto

19060096

Qaulity Management Assistant Manager

Aryo Sejati

12160298

Gunawan Eko Waluyo

738067

Account & SA Officer non EP Operation Engineer

Arfinal Diputra

746517

Asset Management Assistant Manager

Bayu Adi Samudra

746522

Contract Monitoring Ast. Manager

Ariento Prabowo

746518

Rig Superintendent NAD

Junaidi Faizal

19060003

Aziz Asrorudin

746521

Driller SBT (Jambi) Rig Superintendent SBS

Satriyo Manggoloyudho

746539

M. Burhanudin Mustofa

19060014

Rig Superintendent SBS Toolpusher Java

Chairony

19060012

Toolpusher Java

Andi Indra Matola

19060143

Material Accounting Analyst

Nennis Dwiputranti

19060100

Insurance Assistant

Deni Sidharta

19060097

Payroll Assistant

Pengembangan dan Manajemen Karir PDSI

melakukan

rangkaian

strategi

untuk

Career Development and Management program

PDSI conducted several strategies for career development

pengembangan karir seperti pelaksanaan promosi atau

program, such as the implementation of promotion, transfer,

kenaikan jabatan, mutasi, baik perputaran wilayah kerja

and job rotation. In 2014, promotions had been granted to

maupun rotasi pekerja. Selama 2014, PDSI telah melakukan

10 workers, job transfer to 31 workers, and rotation to 74

promosi jabatan kepada 10 orang pekerja, mutasi kepada 31

workers. Some specialized programs had also been held, both

orang pekerja, dan rotasi kepada 74 orang pekerja. Beberapa

national and abroad, including training and scholarship given

program khusus juga dilakukan di dalam dan luar negeri,

to improve the knowledge, capability, and competence of

seperti pelatihan dan program beasiswa guna meningkatkan

employees.

wawasan, kemampuan dan kompetensi pekerja.

Program Perekrutan

Recruitment Program

Standar penilaian yang ditetapkan PDSI untuk para kandidat

The assessment standard stipulated by PDSI for the candidates

karyawan adalah latar belakang pendidikan dan kompetensi

of employees includes educational background and the

dasar yang memenuhi syarat. Kegiatan rekrutmen yang

required basic competences. Recruitment activites undertaken

dilakukan selama 2014 berhasil menjaring 75 orang pekerja,

in 2014 managed to select 75 employees consisting of 22 fresh

72



terdiri dari 22 orang fresh graduate dan 53 orang tenaga

graduates and 53 professionals. The systematic recruitment

profesional. Sistem rekrutmen dilakukan dengan cara yang

method was conducted effectively so that the Company was

sistematis dan efektif, sehingga mampu menjaring individu-

able to select individuals ideal for its business.

individu yang sesuai dengan kebutuhan PDSI. Dalam melakukan rekrutmen, PDSI melakukan presentasi ke

Regarding the recruitment, PDSI held a number of presentations

perguruan-perguruan tinggi terkemuka, membuka lowongan

at several top universities, opened job vacancies at several mass

kerja melalui media cetak dan internet, melakukan penjaringan

media and Internet, participated in job fairs, and conducted

kandidat pegawai melalui bursa kerja terbuka, serta sistem

other recruitment methods.

rekrutmen lainnya.

Rencana dan Strategi Pengelolaan SDM

Human Resources Management Plan and Strategy

Kegiatan pelatihan menjadi faktor penguat penguasaan tugas

Training activity is a strengthening factor in the mastery of

dan kewajiban yang harus dipenuhi oleh seorang pekerja.

duty and responsibility of each of the employee. Therefore,

Oleh karena itu, pelatihan SDM menjadi program yang rutin

Human Resource trainings are a routine program conducted by

diagendakan untuk mengakselerasi kinerja pekerja. Program

PDSI to accelerate employee’s performance. Human Resources

pengelolaan SDM yang dilakukan secara berkesinambungan

Management Program which are conducted on ongoing basis

terdiri dari:

consists of:

1. Peninjauan dan evaluasi terhadap struktur organisasi yang

1. A review and evaluation of the existing organizational

ada dan kinerja SDM, baik manajerial maupun operasional.

structure and human resource performance, both

Hal ini dilakukan agar organisasi mampu beroperasi secara

managerial and operational. This is done so that the

efektif dan andal dalam melaksanakan proses bisnis serta

organization is able to operate effectively and reliably in

menghasilkan produktivitas yang berdaya-saing tinggi

conducting the business and producing high productivity

dalam industri pengeboran minyak dan gas.

to compete in the oil and gas drilling industry.


73


2. Program penguatan budaya PDSI diterapkan secara

2. The Company’s cultural strengthening program is

konsisten sebagai dasar untuk membangun budaya tata

conducted consistently as the basis for establishing a

kelola perusahaan yang baik melalui program pendalaman

culture of good corporate governance through exploration

Code of Conduct (Pedoman Etika Bisnis dan Etika Kerja).

of Code of Conduct (Code of Business Ethics and Work Ethics).

3. Pengoptimalan proses perekrutan pekerja dilakukan

3. The optimization of recruitment process is done through the

melalui pemanfaatan jangkauan media massa dan jaringan

utilization of mass media and social network, cooperation

sosial, proses kerja sama dengan PT Pertamina (Persero),

with PT Pertamina (Persero), active participation in job fairs,

partisipasi aktif dalam job fair, serta penyempurnaan

and improvement in employee data collection program.

terhadap program pendataan pekerja. Selain itu, terdapat

In addition, there is a career path formulation made by

program

considering the competency of every personnel.

jenjang

karir

yang

disusun

berdasarkan

kompetensi karyawan. 4. Kesiapan individu dalam mengemban tugas dan tanggung

4. The readiness of individuals in implementing duties and

jawab diperkuat dengan memperkaya skill pekerja sesuai

responsibilities is reinforced by enriching the skills of

dengan cakupan bidang pekerjaannya. Pemerataan tingkat

employees in accordance with their area of expertise. The

kompetensi dilakukan dengan menganalisis kembali

equalization of competency level is done by evaluating the

program pelatihan dan pendidikan yang sudah dilakukan.

implemented education and training programs.

management

5. Developing program of knowledge management as a

sebagai sarana untuk menyampaikan ide, konsep, dan

medium to convey ideas, concepts, and information which

gagasan, serta informasi yang dapat diakses oleh seluruh

can be accessed by all employees of the Company.

5. Mengembangkan

program

knowledge

pekerja PDSI. 6. Pengembangan sistem Human Resources Information

6. The Development of Human Resources Information System

System (HRIS) untuk kegiatan-kegiatan pengelolaan SDM

(HRIS) for human resource management activities, which is

yang saat ini masih dilakukan secara manual.

still carried out manually.

Program Kesejahteraan Karyawan

dan

Perlindungan

Program Kesejahteraan Karyawan

dan

Perlindungan

Pemenuhan kualitas hidup yang layak dan baik merupakan

Pemenuhan kualitas hidup yang layak dan baik merupakan

salah satu bentuk komitmen atas kepedulian PDSI terhadap

salah satu bentuk komitmen atas kepedulian PDSI terhadap

kesejahteraan para karyawan. Oleh sebab itu, PDSI menerapkan

kesejahteraan para karyawan. Oleh sebab itu, PDSI menerapkan

beberapa program kesejahteraan dan perlindungan karyawan,

beberapa program kesejahteraan dan perlindungan karyawan,

seperti:

seperti:

1. Program Jaminan Sosial dan Kesejahteraan meliputi :

1. Social Security Program, including:

•

Asuransi BPJS Ketenagakerjaan (d/h Jamsostek) yang

•

meliputi jaminan kematian, kecelakaan kerja, dan hari

which covers death insurance, occupational accident,

tua; •

Sumbangan pada saat perayaan maupun uang

Insurance of BPJS Ketenagakerjaan (formerly Jamsostek) and pension;

•

Donations in the events of celebration or bereavement;

•

Art and Sport Facilities, including the establishment

kedukaan; •

74

Fasilitas kesenian dan olahraga meiiputi pelaksanaan Badan Kepengurusan Olahraga dan Seni serta

of Sports and Arts Management Division as well as

ketersediaan fasilitas Fitness Center di Kantor Pusat

establishment of Fitness Center at the Headquarters in

Jakarta.

Jakarta.


2. Program Keselamatan, Kesehatan Kerja dan Lingkungan,

2. Occupational Safety, Health, and Environment Program,

dengan menyediakan fasilitas dan alat proteksi/pelindung

by providing personal protective equipment, forming

diri, pembentukan Panitia Pembinaan Keselamatan dan

the Committee of Occupational Health and Safety

Kesehatan Kerja, dan penyediaan perlengkapan kerja;

Management, and ensuring the availability of working equipment.

3. Program

perawatan

3. Employee’s general check-up, medication, and health

kesehatan karyawan; bekerja sama dengan PT Pertamina

pemeriksaan,

treatment program; through the partnership with PT

Bina Medika (Pertamedika) melalui program Managed

Pertamina Bina Medika (Pertamedika) in Managed

Care menyediakan pelaksanaan check-up dan pemeriksaan

Care Program, by conducting a health check-up for the

kesehatan karyawan; pemeriksaan dan pengobatan

employees, treatment for the sick workers; providing

karyawan; penggantian biaya rawat inap dan operasi;

replacement cost of hospitalization and operation; dental

penggantian

treatment; family planning program; maternity cost; and

gigi;

pengobatan

program

dan

keluarga

berencana,

penggantian biaya kelahiran; dan penggantian biaya

reimbursement for glasses;

kacamata; 4. Program cuti perusahaan antara lain cuti tahunan, cuti

4. Company’s leave program, including annual leave, long

besar, cuti haid, cuti melahirkan, dan cuti khusus karena

leave, menstruation leave, maternity leave, and exceptional

melangsungkan pernikahan, khitanan/pembaptisan, dan

leave in connection with marriage, cultural or religious

lain-lain.

issues, etc.

Asosiasi Karyawan dan Serikat Pekerja

Employee’s Association and Union

Perseoran mengapresiasi pembentukan Organisasi Pekerja

PDSI appreciated the establishment of Workers Association

yang berada dalam Serikat Pekerja PDSI (SP PDSI). Serikat

which is under the jurisdiction of PDSI’s Workers Union (SP

Pekerja didirikan pada 26 April 2010 di Jakarta dan terdaftar

PDSI). the Workers Union was established in April 26, 2010 in

di Dinas Tenaga Kerja Dan Transmigrasi dengan No. 616/V/P/

Jakarta and is registered in the Manpower and Transmigration

VII/2010.

Office No. 616/V/P/VII/2010.

Visi SP PDSI adalah mewujudkan harmonisasi dalam hak dan

The vision of SP PDSI is to realize a harmonization and balance

kewajiban antara pekerja dan PDSI dalam lingkup kesetaraan

in terms of rights and obligations between the workers and

dengan misi yaitu

PDSI in the the scope of equality. The mission of SP PDSI is to:

1. Menjembatani

kepentingan

antara

pekerja

dengan

1. Bridge the interests between the workers and PDSI,

perusahaan, 2. Menjadi mitra dalam mewujudkan visi dan misi perusahaan,

2. Be a partner in achieving the vision and mission of the company,

3. Meningkatkan kesejahteraan pekerja dan keluarganya,

3. Improve the welfare of workers and their families,

4. Melindungi kepentingan pekerja dan perusahaan,

4. Protect the interests of the workers and Company,

5. Berperan aktif dalam menumbuhkan dan mengembangkan

5. Develop and grow the worker’s professionalism actively,

profesionalisme pekerja, 6. Menumbuhkan dan meningkatkan rasa solidaritas antar

6. Grow and improve the solidarity among the workers.

pekerja. PDSI dan SP PDSI telah bersinergi untuk kemajuan PDSI melalui

PDSI and SP PDSI synergize for the progress of PDSI through

pemberlakuan Perjanjian Kerja Bersama (PKB) antara PDSI dan

the enforcement of Partnership Agreement (PKB) between

SP PDSI untuk periode 2013 - 2015.

PDSI and SP PDSI for the period of 2013 - 2015.


75

Komposisi Pekerja

Composition of Employee

Jumlah Pekerja / Number of Employees

2014

2013

Persentase Peningkatan/ Penurunan Percentage in Increase/ Decrease

464

417

10,1%

99

99

0%

243

225

7,4%

Jumlah Pekerja / Number of Employees a.

Pekerja perbantuan PT Pertamina (Persero) / Assistant workers of PT Pertamina (Persero)

b.

Pekerja Direct Hire PDSI / Direct Hire Workers of PDSI

c.

Pekerja Waktu Tertentu / Contract Workers

122

93

24%

Beberapa faktor yang memengaruhi jumlah penurunan

Several factors that affect the declining number of PT Pertamina

pekerja perbantuan dari Pertamina (Persero) adalah pekerja

(Persero)’s assistants were their retirement, relocation from and

memasuki masa pensiun maupun mutasi keluar dan kembali

to Pertamina (Persero) Furthermore, the factors that affect

ke Pertamina (Persero). Sedangkan faktor yang memengaruhi

the increase in the Company’s Direct Hire workers were due to

peningkatan pekerja Direct Hire PDSI adalah sesuai dengan

the manpower planning through corporate training and the

perencanaan tenaga kerja melalui pendidikan perusahaan

change in employment status from contract worker to Direct-

dan perubahan status pekerja dari PWT menjadi PWTT sesuai

Hire worker based on the existing mechanism.

dengan mekanisme yang berlaku. Di bawah ini adalah informasi mengenai komposisi karyawan

The following is the information on the composition

menurut jenjang kepangkatan, jenjang pendidikan, usia dan

of employee based on ranks, education level, age, and

status kepegawaian pada 2014.

employment status in 2014.

Komposisi Karyawan Menurut Jenjang Kepangkatan

Composition of Employees based on Ranks

2014

2013

Karyawan / Employees

Persentase / Percentage



Peningkatan / Increase (%)

4

1%

4

1%

0%

9

2%

9

2%

0%

Manajer / Managers

38

8%

31

7%

23%

Asisten Manajer/setara Assistant Managers/equals

85

19%

83

20%

2%

Senior Supervisor/setara

84

18%

52

12%

62%

132

28%

88

22%

50%

Staf / Staff

76

16%

83

20%

(8)%

Non-established

28

7%

62

15%

(55)%

Staf Perbantuan JO / JO Assistant Staff

6

1%

5

1%

20%

Staf Perbantuan PDC / PDC Assistant Staff

2

-

1

-

100%

464

100

417

100

11%

Jabatan / Position

Direksi / Directors Vice President/setara Vice President/equals

Supervisor/setara Supervisor/equals

Jumlah / Total

76



Direksi

4 4

2013 2014

9 9

Vice President/setara

38 31

Manajer

85 83 84

Asisten Manajer/setara Senior Supervisor/setara

52

Supervisor/setara

76

Staf

28

Non-established Staf Perbantuan JO Staf Perbantuan PDC

132

88 83

62

6 5 2 1

Composition of Employees based on Education Level

Komposisi Karyawan Menurut Jenjang Pendidikan 2014

2013






Pascasarjana ke atas / Post-graduate and above

26

6%

29

7%

(10)%

Sarjana / Undergraduate

210

45%

202

48%

4%

Sarjana Muda / Baccalaureate

111

24%

95

23%

17%

Setara SMU / High School/equals

117

25%

91

22%

29%

Jumlah / Total

464

100%

417

100%

11%

Jenjang Pendidikan / Education

Pasca Sarjana ke atas

26 29

210 202

Sarjana Sarjana Muda Setara SMU

2013 2014

111 95 117 91


77


Komposisi Karyawan Menurut Jenjang Usia

Composition of Employees based on Age 2014

Usia (tahun) / Age (years old)

20-25 tahun / years old

2013






49

11%

55

13%

(11)%


83

18%

69

17%

20%


82

18%

80

19%

3%


52

11%

41

10%

27%


71

15%

58

14%

22%


61

13%

50

12%

22%


39

8%

41

10%

(5)%

di atas 56 tahun / above 56 years old

27

6%

23

6%

17%

Jumlah / Total

464

100

417

100

11%

49

20-25 tahun

55

26-30 tahun

69

82 80

31-35 tahun 36-40 tahun

41

52

41-45 tahun 46-50 tahun

50 39 41

51-55 tahun di atas 56 tahun

27 23 .

78


83

58 61

71

2013 2014

Strategi Jangka Panjang Long-Term Strategy

PDSI menyelaraskan arah pengembangan perusahaan dengan

The direction of the development of PDSI is in line with the

perwujudan visi yang telah ditetapkan yaitu menjadi pemimpin

realization of the vision of the Company, which is being a leader

skala regional dalam hal pengeboran, well services dan project

in regional area in the fields of drilling ,well services and project

management dengan standar kelas dunia.

management with world-class standard.

Arah Pengembangan PDSI

Direction of the Company’s Development

Sesuai visi PDSI menjadi pemimpin di kawasan regional dalam

In line with PDSI vision to become a leading company in

pengeboran, well services dan project management dengan

regional area in the fields of drilling and well services with

standar kelas dunia, maka salah satu kunci untuk mencapai

world-class standard, we believe that one of te key factor to

aspirasi tersebut adalah transformasi PDSI menjadi perusahaan

actualize that aspiration is through a transformation to be an

jasa pengeboran yang terintegrasi.

integrated drilling service company.

Sektor usaha hulu tidak hanya menyediakan peluang usaha

The buisness opportunity that the upstream sector offers not

di sektor migas namun juga peluang usaha pengeboran dan

only limits to oil and gas sector, but also to drilling and drilling-

pendukung pengeboran lainnya. PEP, PHE, PEP Cepu dan PGE

supporting services. To this end, PEP, PHE, PEP Cepu and PGE

merencanakan pengeboran sumur yang agresif sepanjang

has devised an aggresive well-drilling plan for the 2015-2019

tahun 2015 - 2019 yang merupakan kesempatan bagi PDSI

period that is expected to help expand our service in captive

dalam jangka panjang untuk menawarkan jasanya di captive

market in the upstream subsidiaries industry.

market di dalam lingkungan Anak Perusahaan Hulu. Peningkatan kegiatan drilling sangat tergantung pada

As drilling activities intensifies, while the odds of securing

perkembangan harga minyak (oil price). Peluang untuk

additional onshore oil and gas reserve diminishes, PDSI heavily

menemukan cadangan migas yang besar di onshore sudah

relies on the oil price trends, while eyeing for the offshore

sangat terbatas, sehingga trend ke depan menjadikan offshore

sector as future target for oil drilling. This will eventually create

sebagai target untuk meningkatkan cadangan. Ini membuka

a new opportunity in portfolio diversification and offshore

peluang untuk melakukan diversifikasi kompetensi dan bisnis

drilling service business.

jasa pengeboran offshore. Tahapan dalam mempersiapkan PDSI menjadi pemimpin di

The preparation stage in pursuing the vision is divided into 3

kawasan regional dibagi menjadi tiga fase yaitu

phases, comprising as follows:

1. Phase I: Sub Surface (Onshore Rig & Other Services) Integrated

1. Phase I: Sub Surface (Onshore Rig & Other Services)

Drilling Services Company (2014-2017).

Integrated Drilling Services Company (2014-2017).

2. Phase II: Sub Surface & Surface (Rig, Other Services, Supply

2. Phase II: Sub Surface & Surface (Rig, Other Services, Supply

Base Materials & EPCI) Drilling Services Company (2017-2020)

Base Materials & EPCI) Drilling Services Company (20172020)

3. Phase III: World Class Company (2020 dan seterusnya).

3. Phase III: World Class Company (2020 dan seterusnya)

Kekuatan armada rig yang prima, titik distribusi rig yang luas

Our competency in responding to market demands lies in our

dan ditambah dengan kompetensi SDM yang mumpuni akan

key factors, which consists of an excellent rig armada and wide

menjadi faktor penentu dalam menjawab kebutuhan pasar

rig distribution, coupled with competent human resources,

pengeboran Indonesia dan memenangkan persaingan.

which collectively serve as our competitive advantage.

Hingga akhir 2014, PDSI memiliki 43 unit rig (1 unit rig baru

By the end of 2014, PDSI has owned 43 rig units with varying

selesai fabrikasi dan telah diserahterimakan pada akhir 2014

horse power (HP) , including 1 newly-fabricated unit that has

dengan kekuatan daya (HP) yang bervariasi. Keragaman

been handed over at year-end. This power diversification has


79


ini menunjang usaha pengeboran dan kerja ulang pindah

supported the drilling business and Work Over (KUPL), due to

lapisan (KUPL), karena kebutuhan daya dari drilling program

the various demand in drilling program from customers. This

yang diminta oleh pelanggan juga sangat beragam. Dengan

way, we can ensure that customers’s diverse needs in rig service

demikian berbagai permintaan jasa rig dengan berbagai

can be accommodated accordingly.

kebutuhan daya dapat dipenuhi. Untuk meningkatkan market share dan revenue, PDSI

To increase market share and maximize the revenue, PDSI has

merencanakan investasi pada 2015-2019 sebanyak 3 unit

planned to further construct additional rig units, comprising

land rig dan 1 jack up rig (dengan masa konstruksi jack up rig

3 land rigs and 1 jack-up rig (with an estimated construction

selama dua tahun - estimasi operasi mulai pada 2021). Pada

period of 2 years, starting from 2021) . In this work plan, PDSI

rencana kerja periode ini, PDSI tidak hanya menangkap captive

intends on not only securing the captive market from oter

market dari sesama anak perusahaan Pertamina, tapi juga

Pertamina subsidiaries, but also expanding its portfolio beyond

dapat mengembangkan bisnis di luar Pertamina. Beberapa

Pertamina environment. Furthermore, in terms of drilling

KKKS sudah dalam tahap assessment di internal PDSI terkait

tender, several Cooperation Contract Contractor (KKKS) were

lelang jasa pengeboran di antaranya VICO, Pendawa, Chevron

already the assessment phase, comprising several companies

Geothermal, dan Medco.

such as VICO, Pendawa, Chevron Geothermal, and Medco.

Berdasarkan rumusan strategi pokok, jasa drilling mempunyai

Based on the strategic framework, drilling service shows

daya saing produk dan daya tarik pasar yang sedang, sehingga

a moderate product competitiveness and market appeal,

strategi dan kebijakan yang diperlukan untuk memudahkan

therefore, PDSI implements a set of comprehensive strategy

pencapaian target melalui pelaksanaan rencana kerja, baik

and policy in response to this trend, through a short-term and

jangka pendek maupun jangka panjang, yaitu:

long-term work plan, comprising:

1. Membangun safety culture;

1. Developing a safety culture

2. Pemeliharaan/rig maintenance yang unggul;

2. A superior rig maintenance

3. Peningkatan efisiensi operasi melalui pengendalian biaya

3. Increasing operational efficiency through an effective cost

yang efektif;

control

4. Meningkatkan manajemen sumber daya manusia;

4. Enhancing human resource management

5. Mengadakan rekrutmen dan pelatihan SDM;

5. Conducting recruitment and HR training

6. Fokus melayani pasar-pasar lama;

6. Focusing on current market segment (onshore)

7. Membangun segmen pasar baru selain Kelompok

7. Creating a new market segment outside Pertamina group

Pertamina termasuk pasar di luar negeri;

service, including overseas market

8. Mengembangkan pasar offshore;

8. Developing offshore market

9. Membangun aliansi dan merekrut tenaga professional;

9. Forming alliances and recruiting professional employees

10. Menerapkan e-procurement;

10. Implementing e-procurement

11. Menerapkan standar keselamatan kerja yang tinggi;

11. Implementing high occupational health and safety

12. Mengembangkan produk-produk baru;

12. Developing new producs

13. Mengembangkan deferensiasi produk untuk meningkatkan

13. Creating product differentiation to increase competitive

standard

daya saing.

80


advantage


PDSI menuangkan langkah-langkah strategisnya ke dalam

The strategic steps of PDSI are stated in the Long Term

Long Term Business Planning of PDSI yang dibagi atas 3 (tiga)

Business Planning of PDSI and are divided into three phases of

fase pembangunan, yaitu:

development, namely:

Phase I: Sub Surface (Onshore Rig & Other Services) Integrated

Phase I: Sub Surface (Onshore Rig & Other Services)

Drilling Services Company (2014-2017)

Integrated Drilling Services Company (2014-2017)

Pada fase ini, PDSI berupaya untuk menguasai jasa-jasa

In this phase, PDSI continuously attempts to dominate land

penyewaan land rig dan non rig (other services) sebagai bagian

rig leasing service and non rig services (other services) as

dari strategi pengembangan produk, pengembangan pasar

part of product development strategy, market development,

serta penetrasi pasar existing. Sistem pendukung utama

and existing market penetration. To this end, PDSI builds a

dibangun dan diterapkan secara sistematik untuk mendukung

systematic supporting system as a backbone for each product

operational excellence dari masing-masing lini produk/jasa

and service’s operational excellence.

yang ditawarkan. Sistem pendukung utama yang dibangun mulai dari

The establishment of main supporting system will start from

kompetensi sumber daya manusia, sistem informasi yang

human resources competency, an integrated information

terintegrasi sampai dengan sistem pemeliharaan peralatan.

system, to equipment system maintenance. In addition, safety

Selain itu budaya safety, budaya efisiensi dan kompetisi

culture, efficiency culture, and internal competition will also

internal juga terus ditumbuhkan untuk mendukung aggressive

be conducted to stimulate aggressive marketing activities as

marketing activities sebagai proses utama perusahaan.

PDSI’s core process.

Pada fase ini juga dilakukan persiapan untuk mulai masuk

In this phase, the development preparation for supply-based

dalam pengembangan bisnis supply base materials& EPCI.

materials & EPCI will also start taking place.

Phase II: Sub Surface & Surface (Rig, Other Services, Supply

Phase II: Sub Surface & Surface (Rig, Other Services, Supply

Base Materials & EPCI) Drilling Services Company (2017-

Base Materials & EPCI) Drilling Services Company (2017-

2020)

2020)

Pada fase ini, diharapkan PDSI telah menjadi leader nasional

In this phase, PDSI is expected to already cement its position

dalam penyediaan jasa-jasa penyewaan rig dan non rig (other

as a leading national company in rig leasing service and non-

services). Dengan seluruh sistem yang telah berjalan secara

rig (other services). By utilizing all implemented systems

sistematis pada setiap mata rantai proses bisnis perusahaan,

systematically in every supply chain process, PDSI will already

PDSI akan siap untuk masuk pada fase pengembangan bisnis

be ready to enter the next development phase, which is to be a

berikutnya, yaitu menjadi perusahaan supply base material dan

supply-based and EPCI service provider company.

penyedia jasa EPCI. Dengan memiliki hampir seluruh jasa-jasa yang dibutuhkan

By securing all relevant services related to oil and gas as well as

dalam industri migas dan geothermal yang dapat ditawarkan

geothermal industry that will be offered to customers, whether

kepada pelanggan secara stand alone, IPM maupun turn key,

as stand alone, IPM or turn key, PDSI is expected to already

diharapkan PDSI dapat memiliki fundamental keuangan yang

establish a robust financial foundation.

kuat. Pada tahap ini juga, PDSI mulai bersiap diri untuk masuk dalam

In this phase, PDSI is also expected to start preparing for global

pasar internasional dan mempersiapkan diri dalam kompetensi

market expansion and competition towards offshore drilling

menuju industri offshore drilling.

industry.


81


Phase III: World Class Company (2020 dan seterusnya)

Phase III: World Class Company (2020 dan seterusnya)

Pada fase ini, PDSI melalui kekuatan jasa-jasa serta fundamental

In this phase, through service excellence and strong financial

keuangan yang dimiliki telah siap untuk masuk dalam industri

foundation. PDSI will already be ready to enter the offshore

offshore drilling yang menjadi entry point untuk masuk dalam

drilling industry as an entry point to global expansion

pasar internasional.

preparation.

Dengan kekuatan berbagai sistem yang dimiliki, PDSI dapat

Through an integration of all supporting systems, PDSI will

lebih leluasa untuk melakukan aliansi strategis dengan mitra

be more accomodating to form strategic alliances with

internasional untuk berbagai tujuan.

international partners in term to expand its business portfolio.

01

02

Rig & Other Service (Now-2017)

• Drilling Worker & Well Service Rig Rental • Top Drive Rental • Coring & Fishing Service • H2S Monitoring Service • Airated Drilling Service (On Progress) • Directional Drilling Service (On Progress) • Running Casing Service • Drilling Fluid Service • Cementing Service • Wireline Logging • Mud Logging • Making Hole, etc.

Supply Base & EPCI (2017-2020)

• • • • • • • •

OCIG Well Head Drill Bits Completions QA/QC Logistics Geological Survey Construction, etc.

03 World Class Company (2020-So On)

• Offshore Rig

Map Strategi PDSI

PDSI Strategy Map

PDSI memetakan strateginya dalam sebuah Map Strategi untuk

The Company plans their strategy in a Strategy Map to achieve

mencapai target, sasaran serta optimalisasi pertumbuhan PDSI.

targets and optimization of the Company’s growth. The

Map Strategi tersebut mengacu pada balance scorecard, yang

Strategy Map refers to the balance score card which consists of

terdiri dari empat perspektif yaitu:

four perspectives:

1. Perspektif Keuangan, menjelaskan fokus dari PDSI untuk

1. Financial Perspective, describes the focus of the Company

mencapai visi yang telah ditetapkan.

to achieve its vision.

2. Perspektif Pelanggan, menjelaskan metode yang dilakukan

2. Customer Perspective, describes a method to distinguish

PDSI untuk membedakan jasanya dengan para pesaing,

services done by the Company’s competitors, so as to

sehingga dapat menarik pelanggan untuk menggunakan

attract customers to use the services of the Company, and

jasa yang dimiliki PDSI, dan menjadi repeated customer

become repeat customers for the Company.

untuk PDSI.

82



3. Perspektif Proses Bisnis, menjelaskan proses-proses yang

3. Business Process Perspective, describes the processes

harus dilakukan PDSI untuk mewujudkan perspektif

that must be conducted by the Company to realize the

pelanggan.

customer’s perspective.

4. Perspektif Belajar dan Berkembang, merupakan perspektif

4. Learning and Developing Perspective, is the most

paling penting dari map strategi PDSI karena perspektif ini

important perspective in the strategy map of PDSI since

menjelaskan kompetensi khusus, budaya teknologi dan

it explains the specific competencies, organizational and

organisasi yang dibutuhkan untuk mendukung strategi

cultural technology required to support the Company’s

PDSI. Pemenuhan perspektif ini dilakukan melalui pelatihan

strategy. The fulfillment of this perspective is done through

business intelligence skills.

business intelligence skills training.

Maximizing Earning Growth

Financial

Customer

Performance Excellence

Business Process

Learning & Growth

New Customer & Market Share

Customer’s Satisfaction

Growth Strategies

High Standard QSHE

Implement Risk Management

Merger & Acquistion

Reliable Rig Performance

Improve cost effectiveness

Invest New Rigs

Reliable Rig Performance

CRM & Market Penetration

Joint Venture, Strategic Alliances

Continuous Employee Skill & Competency Development

High Motivated & Skilled People

Going to Offshore Drilling

Technology Adaptiveness

Market and Business Development

Business Intelligence


83

Komposisi Pemegang Saham Composition of Shareholders

DRILLING PT Pertamina Drilling Services Indonesia

99,87%

0,13%


PT Pertamina Hulu Energi

Komposisi Pemegang Saham The Composition of Shareholders

Saham Share

Akta Pendirian No. 13 tanggal 13 Juni 2008, yang dibuat di hadapan Marianne Vincentia Hamdani, SH, Notaris di Jakarta, yang telah disahkan oleh Menteri Hukum dan Hak Asasi Manusia Republik Indonesia berdasarkan Surat Keputusan No. AHU-39442.AH.01.01. Tahun 2008 tanggal 8 Juli 2008, diumumkan di dalam Berita Negara No. 84 tanggal 17 Oktober 2008, Tambahan Nomor 19899

Akta No. 26 tanggal 28 Juni 2010, yang dibuat di hadapan Lenny Janis Ishak, SH, Notaris di Jakarta, yang telah disetujui Menteri Hukum dan Hak Asasi Manusia Republik Indonesia berdasarkan Surat Keputusan No. AHU-40051.AH.01.02. Tahun 2010 tanggal 13 Agustus 2010, diumumkan di dalam Berita Negara No. 72 tanggal 9 September 2011, Tambahan No. 28164

Deed of Establishment No. 13 dated June 13, 2008, prepared and presented before Marianne Vincentia Hamdani, SH, a Notary in Jakarta. The deed had been approved by the Minister of Justice and Human Rights of Republic Indonesia based on the Decision Letter No. AHU-39442.AH.01.01. Year 2008, dated July 8, 2008 and was announced in State Gazette No. 84 dated October 17, 2008, Supplement No. 19899

Deed of Establishment No. 26 dated June 28, 2010, prepared and presented before Lenny Janis Ishak, SH, a Notary in Jakarta. The deed had been approved by the Minister of Justice and Human Rights of Republic of Indonesia based on the Decision Letter No. AHU-40051.AH.01.02. Year 2010 dated August 13, 2010, and was announced in State Gazette No. 72 dated September 9, 2011, Supplement No. 28164

PT Pertamina (Persero) PT Pertamina Hulu Energi

Lembar Quantity

Jumlah (Rp) Amount (Rp)

% Saham % Shares

Lembar Quantity

Jumlah (Rp) Amount (Rp)

% Saham % Shares

43.312

86.624.000.000

99

325.496

650.992.000.000

99,87

438

876.000.000

1

438

876.000.000

0,13

Kepemilikan Saham Lebih Dari 5%

Share Ownership of More Than 5%

Pemegang Saham PT Pertamina Drilling Services Indonesia

The shareholder of PT Pertamina Drilling Services Indonesia

yang memiliki komposisi kepemilikan saham lebih dari 5%

owning more than 5% of shares is PT Pertamina (Persero).

adalah PT Pertamina (Persero), yaitu sebesar 99,87%. Kepemilikan Saham Individu

Individual Share Ownership

Tidak ada pemegang saham individu yang menguasai

There is no individual shareholder controlling the ownership of

kepemilikan saham PT Pertamina Drilling Services Indonesia.

PT Pertamina Drilling Services Indonesia.

84


Perusahaan Afiliasi & Anak Perusahaan Affiliated Company & Subsidiaries

Joint Operation:

Joint Operation:

JO PDSI-AOS

JO PDSI-AOS

Wisma Metropolitan I Lt.11

Wisma Metropolitan I Lt.11

Jl. Jenderal Sudirman Kav 29-31

Jl. Jenderal Sudirman Kav 29-31

Jakarta 12920

Jakarta 12920

Telp

: (021) 5250 709, 5256 353

Telp

: (021) 5250 709, 5256 353

Faksimili

: (021) 5250 308

Faximile

: (021) 5250 308

Bidang Usaha

: Onshore dan offshore drilling services

Line of Business

: Onshore and offshore drilling services

Kepemilikan saham : 50% dimiliki oleh PDSI dan

Share Ownership : 50% owned by PDSI and

50% dimiliki oleh PT Atlantic Oilfield

50% owned by PT Atlantic Oilfield

Services (AOS).

Services (AOS).

Kepemilikan Saham oleh Perusahaan Afiliasi dan Status

Share Ownership by the Affiliated Company and Operation

Operasional

Status

PDSI mengambil bagian 50% pada pembentukan JO PDSI-AOS

The Company took 50% in the formation of JO PDSI-AOS in the

dalam pelaksanaan proyek penyediaan dan pengoperasian 2

project of providing and operating two (2) onshore rig units

(dua) unit rig onshore di MCL (Mobil Cepu Limited) dan 1 (satu)

in MCL (Mobil Cepu Limited) and 1 unit of Cantilever Jack Up

unit Cantilever Jack Up Drilling Rig di PT Pertamina Hulu Energi

Drilling Rig in PT Pertamina Hulu Energy West Madura Offshore.

West Madura Offshore.

Anak Perusahaan:

Subsidiaries

PT Patra Drilling Contractor (PDC)

PT Patra Drilling Contractor (PDC)

Graha PDSI 9th Floor

Graha PDSI 9th Floor

Jl. Matraman Raya 87

Jl. Matraman Raya 87

Jakarta Timur 13140

Jakarta Timur 13140

Telp

: (021) 85914176, 8570781, 8570782

Telp

: (021) 85914176, 8570781, 8570782

Fax

: (021) 8570802

Fax

: (021) 8570802

Website : www.pdcjkt.co.id

Website : www.pdcjkt.co.id

Email

Email

: [email protected]

: [email protected]

Pada saat ini, PDSI memiliki satu anak perusahaan yaitu

Currently, the Company has one subsidiary, PT Patra Drilling

PT Patra Drilling Contractor (PDC) yang bergerak dalam bidang

Contractor (PDC), engaged in offshore drilling services. The

jasa offshore drilling services, yaitu pengeboran minyak lepas

service includes offshore oil drilling, offshore workover, crane

pantai, workover lepas pantai, derek dan workbarge, akomodasi

and workbarge, barge accommodation, rig management,

tongkang, manajemen rig serta agensi dan perwakilan rig. PDC

and rig agency and representative. PDC was acquired by the

diakuisisi oleh PDSI berdasarkan Akta Perjanjian Jual Beli Saham

Company pursuant to the Share Purchase Agreement Deed

No. 25 tanggal 9 Januari 2013 yang dibuat di hadapan Notaris

No. 25 dated January 9, 2013, prepared and presented before

Aryanti Artisari, SH, M.Kn. Untuk selanjutnya berdasarkan

Aryanti Artisari, SH, M.Kn., Notary. Furthermore, pursuant to

Akta No. 24 tanggal 9 Januari 2013 dibuat di hadapan Notaris

Deed no. 24 dated January 9, 2013, prepared and presented

yang sama, maka susunan pemegang saham PDC yaitu

before the similar Notary, the composition of PDC shareholders

PT Pertamina Drilling Services Indonesia sebesar 99,96% dan

is PT Pertamina Drilling Services Indonesia with 99.96% of

Zambesi Investment, Ltd sebesar 0,04%. Sebelum diakuisisi oleh

shares and Zambesi Investment, Ltd. with 0.04 shares. Prior to

PDSI, PDC telah beroperasi sejak 1981. Dari awal berdiri sampai

being acquired by the Company, PDC has been operating since PT Pertamina Drilling Services Indonesia Laporan Tahunan 2014 Annual Report

85

Anak Perusahaan Subsidiaries

dengan saat ini, PDC telah memiliki beberapa pelanggan baik

1981. Since its establishment, PDC has had several clients from

dari oil companies, oil services companies maupun oil drilling

oil companies, oil services companies, or oil drilling contractors.

contractors. Status operasional pada saat ini PDC berkolaborasi dengan

Currently, PDC is forming a collaboration with PT Trijaya Global

PT Trijaya Global Marindo dalam bentuk konsorsium untuk

Marindo Alam -- in the form of consortium -- in procuring 1

penyediaan 1 (satu) unit accommodation work barge dan AHTS

unit of accommodation work barge dan AHTS for PT PHE West

di proyek PT PHE West Madura Offshore.

Madura Offshore project.

Oil Companies Atlantic Richfield Indonesia inc. IIAPCO Hucbay Oil (Malacca Strait) Ltd. Total Indonesie Occidental Berau of Indonesia Inc. Mobil Oil Indonesia Amoseas Indonesia Marathon Petroleum Indonesia Screptre Resources Bunyu Kedeco Energy Lasmo Cumi-Cumi Inc. BP Petroleum Development Ltd. Conoco Indonesia Inc. Atlantic Richfield Bali North GFB Resources (JAVA) Limited Kondur Petroleum S.A Amerada Hess (Indonesia Pangkah) Ltd. Chevron Indonesia Company JOB Pertamina-Costa International Group PHE West Madura OffShore

Oil Services Companies McDermott International Inc. PT Nippon Steel Indonesia Calmarine/Oceaneering GecoPrakla

Oil Drilling Contractors Dual Offshore Drilling Maersk Drilling Odfjell Drilling & Consulting Company Sime-Dual Offshore Neddrill Drilling Company Korea Petroleum Development Corp. Transocean Drilling A/S Ross Offshore Drilling A/S Huthnance International Inc.

PDC berpengalaman dalam menangani berbagai proyek

Lauritzen Offshore Marine Drilling Company Falcon Drilling Company Galaxy Drilling Ltd. Foramer/Forasol Atwood Oceanics Pacific Ltd. Mermaid Drilling Ltd. Northern Offshore Ltd.

PDC has working experience in the following projects:

seperti: •

365 Wells (Drilling and Workover Wells) di Unocal Company,

•

Kalimantan Timur, Indonesia pada 2001 •

•

5 Wells (Drilling Wells) di Kondur Petroleum S.A Oil

365 Wells (Drilling and Workover Wells) at Unocal Company, East Kalimantan, Indonesia, in 2001

•

5 Wells (Drilling Wells) at Kondur Petroleum S.A Oil

Company, Malaca Strait Offshore Indonesia pada 2004 dan

Company, Malaka Strait Offshore Indonesia, in 2004 and

2008

2008

Support Work Barge di Saipem - Saumlaki Offshore pada

•

Support Work Barge at Saipem – Saumlaki Offshore in 2008

2007 •

5 Wells (Services Wells) di Carigali Petronas pada 2008

•

5 Wells (Service Wells) at Carigali Petronas in 2008

•

PHE WMO (West Madura Offshore) dan Chevron pada 2013

•

PHE WMO (West Madura Offshore) and Chevron in 2013

•

PHE WMO (West Madura Offshore) pada 2014

•

PHE WMO (West Madura Offshore) in 2014

86


Kerjasama Kemitraan Partnership

Sepanjang 2014, PDSI membuat ikatan kerjasama dengan

In 2014, PDSI cooperated with several business partners to

beberapa perusahaan mitra bisnis untuk mendukung

support the process and drilling and to meet the customer’s

kelancaran proses pengeboran dan memenuhi permintaan

demands. Most partnership in 2014 was conducted to fulfill

konsumen. Sebagian besar kerjasama kemitraan sepanjang

order from PT Pertamina EP, PT Pertamina Geothermal Energy

2014 dilakukan untuk memenuhi permintaan PT Pertamina EP,

(PGE) JOB Golden Spike, JOB PMTS, and Vico Indonesia.

PT Pertamina Geothermal Energy (PGE), JOB Golden Spike, JOB PMTS dan Vico Indonesia.

No.

Mitra Kerja / Partner

Lingkup Pekerjaan / Field of Work

Periode / Period

1

PT Asia Petrocom Services

Rig Services

10 Desember 2013 - 29 Desember 2014 Desember 10, 2013 - Desember 29, 2014

2

PT Plumpang Raya Anugrah

Rig Services

16 April 2014 - 15 April 2015 April 16, 2014 - April 15, 2015

3

PT Henan Petroleum Indonesia

Rig Services

10 Oktober 2013 - 10 Mei 2014 October 10, 2013 - May 10, 2014

4

PT Elnusa TBK

Drilling Fluid

18 Februari 2014 - 17 Februari 2015 February 18, 2014 - February 17, 2015

5

PT Dyfco Energy

General Services


6

PT Pakarti Rekayasa Utama

Mud Loging


7

PT Halliburton Drilling System Indonesia


30 Desember 2013 - 29 Desember 2014 December 30, 2013 - December 29, 2014

8

PT Halliburton Indonesia

Cementing


9

PT Multi Karya Asia Pasifik Raya

Water Pump


10

PT Dowell Anadrill Schlumberger

Cementing

18 Februari 2014 - 17 Februari 2015 Februari 18, 2014 - Februari 17, 2015

11

PT Geener Indonesia

General Services

18 Februari 2014 - 17 Februari 2015 Februari 18, 2014 - Februari 17, 2015

12

PT Persadha Pamunah Limbah Industri

WBM Solid Control

15 September 2014 - 14 September 2015 September 15, 2014 - September 14, 2015

13

PT Prima Hidrokarbon Internusa

Drilling Fluid


14

PT Rizky Patra Nusa

General Services

21 Oktober 2013 -20 Oktober 2014 October 21, 2013 -October 20, 2014

15

PT Pancuran Karya Mukti

Mud Loging Unit, Directional Drilling

21 Oktober 2013 -20 Oktober 2014 October 21, 2013 -October 20, 2014

16

PT Cougar Drilling Solusions Indonesia

Directional Driling

10 Mei 2013 - 10 November 2014 May 10, 2013 - November 10, 2014

17

PT Imeco Inter Sarana

Top Drive

10 Oktober 2013 - 10 Mei 2014 October 10, 2013 - May 10, 2014


87

Struktur Grup Perusahaan Company Group Structure

Zambesi Investment, Ltd.



99,87%

0,13%

0,04%

99,96%

PT Pertamina Drilling Services Indonesia

PT Patra Drilling Contractor

Kronologi Pencatatan Saham Share Listing Chronology Laporan mengenai kronologi pencatatan saham tidak tersedia

Reports on share listing chronology are not available in this

pada laporan PDSI disebabkan PDSI belum mencatatkan

annual report since the Company has not listed its shares on

sahamnya di pasar saham.

the stock market.

Informasi Saham Share Information PDSI tidak dapat menyajikan informasi mengenai saham,

PDSI does not present information on share, including

baik jumlah saham beredar, kapitalisasi pasar, harga saham

outstanding shares, market capitalization, the highest shares,

tertinggi, terendah dan penutupan serta volume perdagangan

the lowest shares, and the closing of share trading volume for

saham untuk setiap masa triwulan selama 2 (dua) tahun

each quarter for the past 2 (two) years. This is because PDSI is

terakhir karena PDSI tidak tercatat sebagai perusahaan publik.

not listed as publicly listed company.

Kronologis Pencatatan Efek Lainnya Other Securities Listing Chronology Laporan mengenai kronologi pencatatan efek lainnya tidak

Reports on other securities listing chronology are not available

tersedia pada laporan PDSI karena PDSI belum mencatatkan

in this annual report since the Company has not listed its shares

sahamnya di pasar saham.

on the stock market.

88


Lembaga Profesi Penunjang Perusahan Professional Institution Supporting Company

Notaris Marianne Vincentia Hamdani, SH

Marianne Vincentia Hamdani, SH, Notary

Alamat : Jl. Boulevard Raya Blok K4 No.3,

Address : Jl. Boulevard Raya Blok K4 No.3,

Kelapa Gading Permai,

Kelapa Gading Permai,

Jakarta Utara 14240

North Jakarta 14240

Telepon : (021) 452 3463, 453 2923

Phone : (021) 452 3463, 453 2923

Faksimili : (021) 458 54285

Fax

Notaris Notary

: (021) 458 54285

Akuntan Publik

KAP Tanudiredja, Wibisana & Rekan

Public Accountant

KAP Tanudiredja, Wibisana & Partners Jl. HR Rasuna Said Kav X-7 No. 6 Jakarta 12940, Indonesia

KHP Lawfirm

KHP Lawfirm

Gedung NHB Lt. 4

Gedung NHB Lt. 4

Jl. Melawai Raya No. 14

Jl. Melawai Raya No. 14

Jakarta Selatan - 12160

South Jakarta - 12160

Telp. : (021) 724 3553

Phone : (021) 724 3553

Fax : (021) 723 0164

Fax

Jones Day

Jones Day

3 Church Street #14-02 SAMSUNG

3 Church Street #14-02 SAMSUNG

HUB SINGAPORE

HUB SINGAPORE

SINGAPORE, 049483

SINGAPORE, 049483

Singapore, Singapore

Singapore, Singapore

Telp. : (021) 6538 3939

Phone : (021) 6538 3939

Fax : (021) 6536 3939

Fax

Konsultan Hukum Legal Consultant

: (021) 723 0164

: (021) 6536 3939


89

Pengembangan Usaha Business Development

“

Secara bertahap PDSI mulai menyiapkan diri melalui investasi di Aerated Drilling, Water Pump, Directional Drilling hingga penjajakan suplai Drilling Fluid material, sehingga misi PDSI

Gradually, PDSI prepared itself to achieve its mission of one stop drilling solution through investing in Aerated Drilling,

“

sebagai one stop drilling solution dapat terlaksana.

Water Pump, Directional Drilling, and supplying Drilling Fluid Material.

Project CoPAL

Project CoPAL

Pada 27 November 2013 PT Pertamina (Persero) mengumumkan

On November 27, 2013, PT Pertamina (Persero) announced a

penyelesaian transaksi dengan ConocoPhillips (NYSECOP)

transaction completion with ConocoPhillips (NYSECOP) in the

untuk mengakuisisi unit bisnisnya di Algeria, ConocoPhillips

acquisition of their business unit in Algeria, ConocoPhillips

Algeria Limited (CoPAL). Akuisisi ini menjadikan Pertamina

Algeria Limited (CoPAL). This acquisition puts PDSI in the

menguasai 65% participating interest di Blok 405a, yang

control of 65% of participating interest in Block 405a, which

memiliki tiga lapangan minyak utama, yaitu Menzel Lejmat

owned 3 main oil fields, comprising Menzel Lejmat North (MLN),

North (MLN), Ourhoud, dan EMK. Akuisisi skala besar ini

Ourhoud, and EMK. This big-scale acquisition allows Pertamina

memberikan Pertamina minyak mentah kualitas tinggi dalam

to extract high quality raw oil in a significant amount, which

jumlah yang signifikan dan merepresentasikan milestone kunci

marked a key milestone in Pertamina’s upstream international

pada upaya ekspansi bisnis upstream internasional Pertamina.

business expansion.

PDSI sebagai upstream subsidiary yang bergerak di bidang

PDSI, as an Upstream subsidiary that engages in Drilling service

penyediaan jasa Drilling mendukung akuisisi tersebut melalui

provider sector, played a pivotal part in the aforementioned

penyediaan Land Rig 1500 HP sesuai kebutuhan CoPAL untuk

acquisition by provising Land Rig 1500 HP at CoPAL request

melaksanakan pengeboran di Algeria. Sampai dengan saat

to conduct a drilling operations in Algeria. To date, PDSI is still

ini, PDSI masih menunggu kepastian jumlah sumur bor tiap

awaiting the exact number of drilling wells and still negotiating

tahunnya dan masih bernegosiasi perihal Tarif Harian Operasi

on the rig operational daily rates in CoPAL.

(THO) Rig di CoPAL.

Project Non Rig Services

Project Non Rig Services

Sebagai implementasi misi PDSI yaitu “memberikan solusi

As an implementation of PDSI mission, which is to “provide

terpadu yang berkualitas tinggi dalam pengeboran, workovers,

high-quality integrated solutions to the Drilling, Workovers,

dan well services, dengan memaksimalkan nilai tambah bagi

and Well Services, by maximizing the added value for

90



pelanggan, pemegang saham, karyawan, dan pemangku

customers, shareholders, employees, and other stakeholders”,

kepentingan lainnya“, maka bisnis penyediaan jasa-jasa non rig

therefore, non-rig services also stands as our main priority. The

menjadi prioritas utama. Berikut ini adalah porsi revenue dalam

following chart depicts the revenue portion in geothermal

proyek pengeboran geothermal:

drilling project:

Peta kompetitor non rig services Map of Competitors in Non-rig Services

Coring BBM, Drill Supv, IPM Coord

Top Drive

1,67% Aerated Drilling

11%

10,36%

Non Rig Services

20,02%

41%

Rig

General Service

34% 14% Material Sumur

Water Pump H2S Minitoring System


2,20%

22,64%

6,13% 1,92% 1,93%

0,21%

Mud Logging Unit

BISNIS PDSI

15,09%

Perforasi Casing

17,60%

On Stream Mud Service + Material

Semen + Material

Development Assesment

0,35% Pengelasan Wellhead

Jasa non Rig yang mencapai porsi 41% saat ini sebagian besar

As depicted in the chart above, non-rig services that accounts

masih dikuasai perusahaan swasta dan asing. Secara bertahap

for 41% is still dominated by private and foreign companies.

PDSI mulai menyiapkan diri melalui investasi di Aerated Drilling,

In response, PDSI has invested in Aerated Drilling, Water

Water Pump, Directional Drilling hingga penjajakan suplai

Pump, Directional Drilling, to suppy assessment of Drilling

Drilling Fluid material, sehingga misi PDSI sebagai one stop

Fluid material. This way, PDSI mission of becoming a One Stop

drilling solution dapat terlaksana.

Drilling Solution will materialize.

Di 2014 telah dilakukan konsorsium dengan Schlumberger

In 2014, PDSi has formed a consortium alliance with

dalam penyediaan jasa Directional Drilling untuk sumur

Schlumberger in the procurement of Directional Drilling for

Eksplorasi Pertamina EP, mengingat PDSI belum memiliki

Pertamina EP’s exploration wells, due to PDSI’s lack of technical

kualifikasi teknis dan pengalaman yang cukup untuk dapat

qualification and sufficient experiences, such as the downhole

mengikuti tender jasa tersebut di Pertamina EP. Potensi revenue

tools shortage and experienced engineers, to participate in that

untuk PDSI dalam konsorsium ini mencapai USD 1,2 juta,

tender. The total revenue from this consortium is estimated at

mengingat keterbatasan jumlah Downhole Tools dan tenaga

USD 1.2 million.

Engineer berpengalaman.


91


Jasa Water Pump dan Aerated Drilling sudah diinisiasi sejak

Water Pump and Aerial Drilling services were initiated in

bulan September 2014. Target untuk penyediaan jasa Water

September 2014, with the operations expected to take place in

Pump adalah di bulan Juli 2015, sedangkan Aerated Drilling

July 2015 and first quarter of 2016, respectively.

ditargetkan untuk beroperasi di triwulan pertama 2016. Pemilihan kedua jasa non rig ini berdasarkan tingkat

These two services were chosen based on the complexity level,

kompleksitas jasa yang relatif lebih mudah dibandingkan jasa

which is more relativey easy than other services, but with a

yang lain tetapi dengan potensi revenue yang cukup besar.

significant potential revenue. As a matter of fact, potential

Potensi revenue Jasa Aerated Drilling mencapai USD 2,1 juta/

revenue for Aerated Drilling and Water Pump amount to USD

tahun, sedangkan Water Pump mencapai USD 650 ribu/tahun.

2.1 million and USD 650,000 per year, repectively.

Supply Based Material / Agency

Supply Based Material / Agency

Selain jasa non rig, PDSI memandang diperlukannya

Aside from non-rig services, PDSI acknowledges the needs for

pengembangan bisnis untuk mendukung jasa yang telah ada

business development that complements the current business

(IPM Geothermal), melalui penyediaan material Drilling Fluid,

line (IPM Geothermal) by procuring drilling fluid material or by

maupun mendukung operasional rig, dengan penyediaan

providing consummable material to support rig operations.

consummable material. Jasa ini tidak memerlukan investasi awal, hanya biaya

These kinds of services do not need an initial investment

operasional berupa biaya transportasi dan biaya gudang.

aside from transportation operational cost and warehouse

Penguasaan pasar Pertamina menjadi kekuatan PDSI dalam

cost. The operations control over Pertamina market has

bernegosiasi dengan para calon mitra kerja. Ditargetkan

been PDSI’s competitive advantage when negotiating with

di triwulan pertama 2015, jasa Supply Based Material dapat

potential partners. It is targeted that within the first quarter of

menjadi Revenue Generator PDSI yang baru. Potensi revenue

2015, Supply-Based Material will become PDSI’s new revenue

jasa ini mencapai USD 12 juta/tahun.

generator, as the potential revenue from this sector is estimated at USD 12 million/year.

Key Performance Indicator Key Performance Indicator Pengelolaan kinerja perusahaan secara efektif merupakan

Effective management of the company’s performance is

salah satu faktor kunci untuk meningkatkan kinerja bisnis,

one of the key factors to improve business performance.

dalam hal ini pengelolaan kinerja yang efektif mencakup proses

Effective performance management encapsulates objective

pengukuran hasil kerja secara obyektif melalui serangkaian

performance measurement process through a series of

indikator kinerja yang tepat.

accurate performance indicators.

Pada 2014, PDSI menyusun KPI (Key Performance Indicator)

In 2014, PDSI prepared very measurable, clear and specific KPI

dengan sangat terukur, jelas dan sangat spesifik, seperti terlihat

(Key Performance Indicator), as seen in the following table of

pada tabel KPI di bawah ini :

KPI:

92



Laporan Tahunan 2014 Annual Report

93

Daftar ProyekProyek Utama PDSI

Other Operational Metrics

Boundary KPIs

Individual Performance Contract TRI-WULANAN

Penetrasi Captive Market di luar RPKU

Ketepatan Penyediaan Pendukung Pemasaran Rig di luar Captive dan di luar RPKU

Pengelolaan Risiko

Scoring Pertamina Quality Assessment (PQA)

6

7

8

9

TAHUNAN

Pelaksanaan Management Walkthrough

Utilisasi Sistem ERP (MySAP)

Sinergi BUMN

5

6

7

Pembelian 1 unit Rig 1500 HP CO (MA2D8506) Pembelian 1 unit Rig 1500 HP CO (MA3D8505)

Tindak Lanjut Temuan Audit Internal dan Eksternal

Learning Index

3

4

TRI-WULANAN

TAHUNAN

TRI-WULANAN

TRI-WULANAN

TRI-WULANAN

TRI-WULANAN

c. Audit Sistem Manajemen Pengamanan

Knowledge Sharing & Innovation

2

TAHUNAN

HSE Operational Excellence

1

TAHUNAN

TAHUNAN

Auditor Opinion

4

TRI-WULANAN

a. Audit SMHSE

GCG Implementation Compliance

3

TRI-WULANAN

b. Audit CSMS

TRIR

Number of Accidents (NoA)

1

2

TRI-WULANAN

-

-

-

-

-

-

-

-

-

-

-

-

-

5

TOTAL BOBOT:

Ketepatan Manajemen Kinerja

TRI-WULANAN

5 10

11

BULANAN

b. Fisik

15

5

5

5

5

5

5

BULANAN

a. Program

Pencapaian Realisasi Investasi

TAHUNAN

TRI-WULANAN

TRI-WULANAN

IV. People Management

10

III. Business development / customers satisfaction

TRI-WULANAN

Memasarkan Rig di luar Captive Market

5

15

15

Rig Productivity

4

BULANAN

55

Rig Availability

3

BULANAN

II. Operational

10

15

BULANAN BULANAN

Laba Bersih PDSI

Biaya Operasi PDSI

1

2

BOBOT (%) 25

FREQ MONITORING

I. Financial

INDIKATOR KINERJA UTAMA

# kontrak

%

hari kerja

%

%

%

lokasi

% pemenuhan

% pemenuhan

Opini

%

# cases

Ratio

%

%

%

score

%

%

unit rig

unit rig

%

2

97

4

90

80

13.5

1

80

60

WTP

87

0

0.78

90

80

100

492

98.6

100

2

1

72.79

98.29

199.17

USD juta %

100%

64.31

BASE

-

-

-

-

-

-

-

-

-

-

-

-

-

95

85

100

514

100

110

3

2

74.25

99.00

179.25

90%

67.53

STRETCH

TARGET

%

USD juta

SATUAN

KEY PERFORMANCE INDICATOR 2014 DIREKTUR UTAMA PT PERTAMINA DRILLING SERVICES INDONESIA PERIODE: JANUARI - DESEMBER 2014

---

-

-

-

1

-

-

-

-

-

-

-

-

-

-

95

85

100

0

100

-

-

-

74.25

99.00

44.20

90%

13.36

Stretch

97

20

0

1.25

1

80

60

WTP

20

0

0.78

90

80

100

0

98.6

-

-

-

72.79

98.29

49.11

100%

12.72

Base

TW I

-

97

2

45

25

5

0

80

60

WTP

87

0

0.78

90

80

100

0

98.6

-

-

-

72.79

98.29

98.76

100%

28.94

Base 46.63

-

-

-

-

-

-

-

-

-

1

97

3

70

45

8.75

0

80

60

WTP

87

-

0

0.78

90

80

100

492

98.6

-

-

-

72.79

98.29

148.97

100%

-

-

95

85

100

0

100

-

-

-

74.25

99.00

88.89

90%

30.39

-

-

-

-

-

-

-

-

-

-

-

-

-

95

85

100

514

100

-

-

-

74.25

99.00

134.07

90%

48.96

Stretch

TW III Base

TARGET Stretch

TW II

64.31

2

97

4

90

80

13.5

1

80

60

WTP

87

0

0.78

90

80

100

492

98.6

100

2

1

72.79

98.29

199.17

100%

-

-

-

-

-

-

-

-

-

-

-

-

-

95

85

100

514

100

110

3

2

74.25

99.00

179.25

90%

67.53

Stretch

TW IV Base

Wilayah Kerja dan Peta Operasional Work Area and Operational Map

KTI (UNDER AREA JAWA) AREA NAD-SUMBAGUT: 1. 2. 3. 4. 5.

A. Bunyu : 1. Rig PDSI#06.2/N80UE 2. Rig PDSI#09.2/N80UE 3. Rig PDSI#31.3/D1500-E

Rig PDSI#03.1/CWKM200-M Rig PDSI#07.1/H30FD-M Rig PDSI#23.1/CWKT210-M Rig PDSI#35.1/IDECO-H35-M Rig PDSI#36.1/SKYTOP650-M

B. Sanga-Sanga : 1. Rig PDSI#18.2/LTO650-M 2. Rig PDSI#10.2/D700-M 3. Rig PDSI#25.2/LTO750-M 4. Rig PDSI#21.2/OW700-M 5. Rig PDSI#22.2/OW700-M

AREA SUMBAGTENG: 1. 2. 3. 4.

C. Pamaguan : 1. Rig PDSI#28.2/D1000-E

Rig PDSI N110 M3 Rig PDSI#16.2/NT45-M Rig PDSI#19.1/LTO350-M Rig PDSI#26.1/H25CD-M

D. Tanjung : 1. Rig PDSI#01.2/N80B-M

AREA SUMBAGSEL: 1. 2. 3. 4. 5. 6. 7. 8. 9. 10.

94

Rig PDSI#02.2/IE900-E Rig PDSI#04.3/N110-M Rig PDSI#11.2/N80B-M Rig PDSI#13.1/ H40D-M Rig PDSI#17.2/NT45-M Rig PDSI#20.2/EMSCOD2-M Rig PDSI#24.1/CWKT210-M Rig PDSI#33.1/IDECO-H35-M Rig PDSI#34.1/IDECO-H35-M Rig PDSI#30.2/D1000-E


AREA JAWA: 1. 2. 3. 4. 5. 6. 7. 8. 9. 10.

Rig PDSI#05.2/OW760-M R ig PDSI#08.1/H40D-M Rig PDSI#14.4/MSH2000-M Rig PDSI#15.3/N110-M Rig PDSI#32.2/N80UE Rig PDSI#37.3/F200-E Rig PDSI#29.3/D1500-E Rig PDSI#38.2/D1000-E Rig PDSI#39.3/D1500-E Rig PDSI#42.3/D1500-E

Wilayah Kerja dan Peta Operasional Work Area And Operational Map

E. Matindok : 1. Rig PDSI#41.3/N110UE


95

Analisis dan Pembahasan Manajemen Management Discussion and Analysis 98 Tinjauan Umum General Overview 103 Pengantar Direktur Operasi

165 Program Kepemilikan Saham oleh Karyawan dan/Manajemen Employee and/or Management Stock

105 134 145 147

Ownership Program 166 Realisasi Penggunaan Dana Hasil Penawaran Umum Use of Proceeds from Public Offering 166 Sinergi Pertamina Group Synergy with Pertamina Group 166 Informasi Material mengenai Investasi, Ekspansi, Divestasi, Penggabungan/ Peleburan Usaha, Akuisisi atau Restrukturisasi Utang/Modal Material Information on Investment, Expansion, Divestment, Business Merger/Consolidation, Acquisition, or Capital/Debt Restructuring 166 Informasi Transaksi Material yang Mengandung Benturan Kepentingan dan Transaksi dengan Pihak Afiliasi Information on Material Transaction Containing Conflict of Interests and Transaction with Affiliate Parties 167 Perubahan Kebijakan Akuntansi

156 160 161 162

Foreword from Operational Director Tinjauan Operasi PDSI Operational Overview of PDSI Tinjauan Operasi Per Segmen Usaha Operational Overview per Business Segment Pengantar Direktur Keuangan Foreword from Director of Finance Uraian atas Kinerja Keuangan Perusahaan Description of the Company’s Financial Performance Perbandingan Target Awal Tahun Buku Dengan Realisasi Comparison between Target at The Beginning of Fiscal Year and Its Realization Tingkat Kesehatan PDSI Health Index of PDSI Kemampuan Membayar Utang dan Tingkat Kolektibilitas Piutang Solvency and Receivables Collectability Rate Struktur Permodalan Capital Structure

163 Dampak Perubahan Harga Impact of Price Changes 165 Informasi dan Fakta Material yang Terjadi Setelah Tanggal Laporan Akuntan Material Information and Fact after Balance Sheet Date 165 Peristiwa Penting Setelah Tanggal Laporan Akuntan yang Berdampak Pada Kinerja dan Risiko Keuangan Significant Events after Balance Sheet Date that Affect Performance and Financial Risk 165 Kebijakan Pembagian Dividen Dividend Policy

167 169

Changes in Accounting Policies Proyeksi 2015 Projection for 2015 Pengantar Direktur Pemasaran dan Pengembangan Foreword from Director of Marketing and Development 171 Aspek Pemasaran 174 Pertumbuhan dan Transformasi Rig PDSI PDSI’S Rig Growth and Transformation 176 Prospek Usaha Business Outlook

Analisis dan Pembahasan Manajemen Management Discussion and Analysis

TINJAUAN UMUM

GENERAL OVERVIEW

Minyak dan Gas Dunia

Global Oil and Gas

Pasar minyak mentah global dalam 2 (dua) tahun terakhir

In the last 2 years, despite the geopolitical tension rising

mengalami kelebihan pasokan. Dalam kurun waktu tersebut

in Egypt, Libya, Syria and Ukraine, global crude oil market

hingga September 2014, hampir tidak terdapat lonjakan dan

experienced a surplus and a relatively stable price without

gejolak harga yang berarti meskipun terjadi ketegangan

significant price hike. The surplus could be traced to the rising

geopolitik di Mesir, Libya, Suriah dan Ukraina. Penyebab utama

amount of shale oil production in the United States (US), which

kelebihan pasokan adalah meningkatnya produksi minyak

drove it to become one of the big three oil producer countries

serpih (shale oil) Amerika (AS) yang telah menjadikannya

with Saudi Arabia and Russia. Furthermore, production rate

sebagai tiga besar produsen utama dunia bersama dengan

from OPEC countries remained within 30 million bph with

Arab Saudi dan Rusia. Produksi Organization of the Petroleum

the potential of 0.5 – 1 million bph of additional production

Exporting Countries (OPEC) juga relatif stabil di kisaran 30 juta

in member states, such as Iran, Iraq and Venezuela. Other

bph dengan potensi tambahan produksi 0,5 juta - 1 juta bph di

countries like Canada als strived to improve its production up

negara anggota seperti Iran, Irak, dan Venezuela. Kanada juga

to 4 million bph.

terus meningkatkan produksinya hingga mencapai 4 juta bph. Di sisi lain, pertumbuhan permintaan minyak global terjadi

On the other hand, there was a slowing trend in the growth of

perlambatan. Konsumsi minyak AS selaku konsumen terbesar

global oil demand. Being the biggest oil consumer in the world,

dunia tumbuh negatif karena ditopang diversifikasi gas serpih

the US’ oil consumption suffered from negative growth due to

yang sangat signifikan. Sementara itu, negara konsumen utama

significant diversification of shale oil. Similar condition had

di Eropa Barat telah lebih lama mengalami pertumbuhan

long affected major consumer countries in Western Europe, as

negatif. Hal yang sama terjadi pada konsumen minyak Jepang

well as in Japan where nuclear power and gas diversification

seiring dengan pulihnya energi nuklir dan diversifikasi gas.

begun to recover.

98




Produksi minyak serpih (shale oil) dan gas serpih (shale

Shale oil and shale gas production in the US had driven

gas) di AS telah menjadikan negara lebih mandiri dalam

the country to be able to meet its own energy demands; a

pemenuhan

ini

development that further took an important role in the global

sekaligus mengambil peran lebih penting dalam pasar

kebutuhan energinya.

Perkembangan

market oil. Oil import to the US declined to an average of 3

minyak global. AS terus meningkatkan kapasitas kilangnya,

million bph, and currently to 7 million bph from 10 million bph,

impor minyak AS menurun hampir 3 juta bph, dari sekitar 10

as the US continued to improve its rig capacity. The continuous

juta bph menjadi sekitar 7 juta bph pada saat ini. Pangsa pasar

development of market share for crude oil and refinery

minyak mentah dan produk kilang AS di pasar global terus

products of the US in the global market slowly replaced Middle

berkembang. Secara perlahan hal ini menggeser dominasi

Eastern countries, in which during the same period experienced

pangsa pasar negara Timur Tengah yang pada periode yang

decrease from 35.6% to 34.9% (BP Statistical Review, 2014), to

sama mengalami penurunan dari

dominate the market. This event led Middle Eastern and African

35,6% menjadi 34,9%

(BP Statistical Review, 2014). Hal ini memaksa negara Timur

countries to compete for Asia Pacific market.

Tengah dan Afrika bersaing merebut pasar Asia Pasifik. Kondisi harga minyak mentah dunia yang rendah ini akan

The falling price of global crude oil will likely to continue in the

berlangsung hingga beberapa tahun ke depan. Hal ini

following years, based on the assessment that Saud Arabia as

berdasarkan penilaian bahwa Arab Saudi sebagai produsen

the largest crude oil producer in the world will drag the global

terbesar minyak mentah dunia akan membawa harga

oil price below USD 70/barrel as previously stated. The impacts

minyak dunia terus di bawah USD 70/barel, sebagaimana telah

from the falling oil price served as a bitter reality for Indonesia.

dijelaskan sebelumnya. Kenyataan akan dampak penurunan

Despite being the country of which crude palm oil import

harga minyak mentah dunia ini juga harus dihadapi

amount is larger than its export (importer net), the declining

Indonesia. Meskipun saat ini Indonesia dalam posisi negara

global crude oil price will not likely to generate benefits for

yang impor minyak mentahnya lebih besar dari ekspornya

Indonesia’s economy.

(net importer), tidak berarti bahwa ekonomi Indonesia akan serta merta diuntungkan oleh adanya penurunan harga minyak mentah dunia ini.


99


Harga Rata-Rata Bulanan Minyak Dunia Tahun 2014 (gambar 1)

107.67

107.89

105.61

104.27 110

US $ / barrel

100 90 80

65.12 Des-14

Nov-14

Okt-14

Sept-14

Agust-14

Jul-14

Jun-14

Mei-14

Apr-14

Mar-14

Feb-14

Jan-14

60

Des-13

70

Sumber: diolah dari OPEC

Kondisi turunnya harga minyak mentah dunia ini akan

As such, the aforementioned decline will significantly affect in

berdampak terhadap penurunan Penerimaan Negara Bukan

the decrease of Non-Tax State Revenue (PNPB) from oil and gas

Pajak (PNBP) dari sektor minyak dan gas. Dalam APBN

sector, based on the State Budget (APBN) 2015 in which the

2015, Pemerintah menggunakan asumsi makro harga minyak

Government uses macro assumption for global crude oil price

mentah dunia USD 105/barel.

amounting to USD 105/barrel.

Minyak dan Gas Nasional

National Oil and Gas

Di sisi lain, cadangan terbukti minyak bumi yang dimiliki

Currently, the proven oil reserves contained in Indonesia

Indonesia saat ini adalah sebesar 3,7 milyar barel atau 1,2%

amounts to 3.7 billion barrels or 1.2% from the overall global

dari total cadangan minyak dunia. Indonesia sendiri memiliki

oil reserves, as well as a vast variety of geological basin that

keanekaragaman geological basin yang memiliki potensi

are embed with significant amount of crude oil and gas. About

minyak dan gas bumi cukup besar. Dari sebanyak 128 basin,

38 out of 128 basins have been explored, with the majority

hanya 38 yang telah dieksplorasi dengan mayoritas produksi

of exploration and oil production are located at the western

minyak dan eksplorasi yang telah dilakukan berada pada basin

region of Indonesia (onshore and offshore location of central

Wilayah Indonesia Bagian Barat (onshore dan offshore Sumatera

Sumatera and eastern Kalimantan).

Bagian Tengah dan Kalimantan Bagian Timur). Produksi minyak mentah Indonesia terus turun selama

Nevertheless, Indonesia continues to suffer from declining

dekade terakhir diakibatkan oleh antara lain maturity alami

crude oil production in the last decade due to natural maturity

dari sumur-sumur minyak dan gas, serta lambannya tingkat

of oil and gas wells and significant slowdown in discovery of

penemuan cadangan baru (gambar 1.1). Akibatnya pada 2009,

new reserves. This caused the total crude oil production of the

total produksi minyak mentah Indonesia berada pada angka

country to be placed at 0.949 million barrels per day in 2009,

0,949 juta barel per hari, turun sekitar 33% sejak 2000. Selama

declining by 33% since 2000. Therefore, efforts have been

sepuluh tahun terakhir, Pemerintah Indonesia berusaha untuk

exerted by the Indonesian Government in the last decade

mendorong dilakukannya eksplorasi terutama pada bagian

to encourage further exploration, particularly in the eastern

Wilayah Indonesia Bagian Timur dan laut dalam.

region of Indonesia and the deep sea.

100



Grafik Produksi dan Konsumsi Minyak Indonesia Indonesia Oil Supply and Consumption, 1999-2009 (gambar 1.1)

1.800 1.600

Total Oil Supply

Thousand Barrele Per Day

1.400 1.200 1.000

Consumption

800 Indonesia becomes a net importer of oil

600

Indonesia suspends its OPEC membership

400 200 0

1999

2000

2001

2002

2003

2004

2005

2006

2007

2008

2009

Sumber: EIA International Energy Statistics

Pada 2012, realisasi produksi minyak Indonesia adalah sebesar

In 2012, the realization of oil production in Indonesia amounting

825.000 barel per hari, terendah sepanjang sejarah migas

to 825,000 barrels per day; a significantly declining rate in the

Indonesia.

country’s oil and gas history.

Akibat produksi minyak mentah yang terus menurun,

As crude oil production gradually descends, the Indonesian

Pemerintah Indonesia mulai beralih kepada sumber energi

Government makes an innitiative to use alternative energy

lainnya yaitu gas bumi dan geothermal untuk digunakan

sources from power stations. This action results in the increasing

sebagai sumber energi alternatif pembangkit listrik. Hal ini

number of gas well that have been drilled.

menyebabkan adanya kenaikan jumlah sumur gas yang selesai dibor. Tabel Jumlah Sumur yang Diselesaikan

Table of Total Exploited Wells

2003

2004

2005

2006

2007

2008

2009

Oil

558

807

605

566

570

574

568*

Gas

42

88

430

402

420

439

434*

Dry Hole

25

80

52

49

55

62

40

Other

288

125

63

58

55

52

N/A

Total

913

1100

1150

1075

1100

1127

1042

Average Depth (ft)

3079

3330

3350

3120

3350

3597

N/A


101


Selain itu, mengacu pada perpaduan energi primer, Indonesia

By referring to primary energy fusion, Indonesia will set to

akan mulai beralih dari sumber energi minyak mentah menuju

replace crude oil usage to natural gas, as well as other new

gas bumi serta sumber energi baru dan terbarukan lainnya

and renewable energy sources such as coal bed methane and

seperti Coal Bed Methane (CBM) dan geothermal, sehingga

geothermal. Based on this action, a projection of potential coal

diproyeksikan akan banyak potensi pengeboran sumur CBM

bed methane (CBM) and geothermal well to be explored can

serta geothermal.

be generated.

Energy Mix Indonesia 2005 - 2025

5% Geothermal 2% Coal Liq. 5% Biofuel

5% 14%

5% (nuclear, CBM, biomass, hydrogen etc)

54%

27%

17%

20%

30%

2005 Gas

102

Coal

Others


Oil

33%

2025

Pengantar Direktur Operasi Message from Operational Director

Hasil kinerja untuk tingkat ketersediaan rig (availability)

98,69% pada 2014

naik dibandingkan tahun 2013 sebesar 0,48%. Rig availability in 2014 was 98.69% in 2014, an increase of 0.48% compared to 2013. GANDOT WERDIANTORO Direktur Operasi / Operational Director

Meskipun

sempat

pekerjaan

Despite the reduction of well drilling activities due to the

adanya

descending investment performed by Pertamina Group market,

pengurangan investasi dari pasar Pertamina Group pada awal

PDSI succeeds in accelerating operational performance in the

2014, PDSI berhasil melaksanakan percepatan kinerja operasi

middle of the year by aiming for other segments outside of the

di pertengahan tahun dengan membidik segmen lain di luar

market. As such, by the end of the year, the Company is able to

pasar Pertamina Group. Dengan demikian, di akhir tahun PDSI

demonstrate excellen operational performance by completing

berhasil mencatatkan pencapaian kinerja operasi yang baik

drilling projects on 332 wells.

pengeboran

mengalami

sumur

yang

pengurangan

disebabkan

oleh

dengan berhasil melakukan pengeboran pada 332 sumur. Sepanjang 2014, total aset yang dimiliki PDSI telah mencapai

Throughout 2014, PDSI has owned a total assets of 42 rig units,

42 unit rig yang tersebar di wilayah Sumatera Bagian Utara,

all of which are spread through Nanggroe Aceh Darussalam

Sumatera Bagian Tengah, Sumatera Bagian Selatan, serta Jawa

(NAD), Jambi, South Sumatera, Java and Eastern Indonesia

dan Kawasan Timur Indonesia. Mayoritas rig yang beroperasi

Region. The number of rig operation, the majority being

adalah rig onshore dengan terdiri dari rig kecil antara 250 – 500

onshore rigs, consists of small rigs with the capacity of 250 –

HP, rig berkapasitas sedang 750 – 1.000 HP dan rig berkapasitas

500 HP, medium rigs with the capacity of 7500 – 1,000 HP and

besar 1.500 – 2.000 HP.

large rigs with the capacity of 1,500 – 2,000 HP.

Rig yang baru selesai dibangun di 2014 adalah rig onshore

The newly-completed rig in 2014 is waling system rig, a type

berjenis walking system dengan kapasitas 1500 HP. Rig ini akan

of onshore rig with the capacity of 1500 HP that will be utilized

langsung digunakan di area operasi Geothermal Hululais pada

in Hululais Geothermal operation area by the end of the first

akhir triwulan pertama 2015.

quarterly of 2015.


103


Pada 2014, PDSI mencatatkan peningkatan hasil kinerja

The performance result for availability rate in 2014 is 98.69%,

sebesar 98,69% untuk tingkat ketersediaan rig (availability)

an increase compared with 0.48% in 2013, while rig utilization

dibandingkan tahun 2013 yang sebesar 0,48%. Sementara

is 75.01%. PDSI continues to maintain its achievement in

itu utilisasi rig adalah sebesar 75,01%. Catatan ini berhasil

performing operation of excellent and early completion of

membuktikan bahwa PDSI masih dapat meneruskan tren positif

drilling activities than scheduled in the contract, such as at

dalam melakukan operation of excellence dan penyelesaian

Sonoro project and at MCL field.

pekerjaan pengeboran lebih awal dari yang terjadwal dalam kontrak, seperti yang telah berhasil dilakukan di proyek Sonoro dan di lapangan Mobil Cepu Limited (MCL). Walaupun mencatatkan berbagai pencapaian positif, PDSI juga

Despite various positive achievements, PDSI also faced

menghadapi beberapa kendala seperti kendala internal seperti

numerous internal challenges such as a relatively slow

waktu untuk melakukan mobilisasi relatif lama. Selain itu faktor

mobilization and high demand for competent human capital

SDM masih membutuhkan tenaga kerja yang memiliki keahlian

that has expertise in drilling activities. In addition, external

di bidang pengeboran. Kemudian beberapa kendala eksternal

factors also affect operational progress, such as social unrest

seperti gangguan sosial masyarakat juga masih sering terjadi di

occuring within drilling areas, the decreasing drilling plans

area pengeboran. Selain itu, banyaknya pengurangan rencana

from captive market, changes in drilling plans and waiting

pengeboran sumur dari captive market, perubahan rencana

period for locations.

pengeboran, dan lambatnya proses perijinan lokasi juga mempengaruhi kelancaran operasi. Namun untuk menghadapi tantangan-tantangan tersebut,

In order to face such challenges, we endeavor to initiate

kami terus melakukan program-program upskilling terhadap

upskilling programs on Rig Superintendent, Driller and Tool

Rig Superintendent, Driller, dan Tool Pusher. Sementara

Pusher. Persuasive approaches are also conducted toward local

untuk menangani gangguan sosial dilakukan pendekatan-

governments and local institutions, as well as performing CSR

pendekatan persuasif terhadap pemerintah daerah, aparat

programs in the drilling operation areas.

setempat dan melaksanakan program CSR di area operasi pengeboran. Untuk mengantisipasi kondisi bisnis migas yang tidak terlalu

Efficiency in all lines, especially in Operation and administrative

menguntungkan di tahun 2015, PDSI akan terus menerapkan

sectors, will continue to be implemented to anticipate the

efisiensi di seluruh lini perusahaan terutama dalam bidang

failing oil and gas business condition in 2015. Furthermore,

operasi dan administrasi. Selain optimalisasi utilisasi rig, PDSI

PDSI implemented cold stack program for rigs which are in

mengerjakan program cold stack untuk rig-rig yang tidak

hibernation mode to optimize rig utilization.

memiliki program pengeboran (hibernation mode).

GANDOT WERDIANTORO Direktur Operasi Operational Director

104



TINJAUAN OPERASI PDSI

OPERATIONAL OVERVIEW OF PDSI

PDSI didirikan sebagai perusahaan jasa pengeboran dan well

PDSI was established as drilling and well services company

services untuk menunjang kegiatan eksplorasi dan eksplotasi

to support exploration and exploitation of crude oil, gas and

minyak, gas bumi dan geothermal.

geothermal.

Sepanjang tahun 2014 ini, dalam kegiatan operasionalnya

During operational activity in 2014, PDSI had conducted

PDSI telah melakukan pekerjaaan di beberapa wilayah kerja

activities within and outside of Pertamina Grup work areas.

Pertamina Grup dan di luar lingkup Pertamina Grup. PDSI telah menyelesaikan pekerjaan pada proyek JOB Medco

The JOB Medco Tomori project, a drilling project started in

Tomori yang pengeboran dimulai pada awal tahun 2013 sampai

the beginning of 2013 up to September 2014 in Senoro field,

dengan September 2014 di lapangan Senoro, Sulawesi Tengah

Central Sulawesi, had been completed for 11 wells usig 2 (two)

dapat menyelesaikan 11 sumur dengan menggunakan 2 (dua)

Rig units, one of which utilied Walking System technology. In

unit Rig yang salah satunya menggunakan teknologi Walking

doing so, PDSI succeeded in completing its operation faster

System. PDSI berhasil menyelesaikan pekerjaan lebih cepat dari

than the predetermined schedule amounting to 20% Drilling

target waktu yang ditentukan, sebesar 20% Drilling Day Saving

Day Saving and saved up to 32% Project Budget, as well as

dan menghemat sampai dengan 32% Project Budget serta

receiving 250 days without Lost Time Incident (LTI) appreciation.

memperoleh apresiasi 250 days without Lost Time Incident (LTI). Pada 2014, PDSI menyelesaikan pengeboran sumur terakhir

In the same year, the Company engaged in the ongoing drilling

proyek PT PHE West Madura Offshore. Proses pengeboran

activity of the last well in the project of PT PHE West Madura

dilakukan pada awal tahun 2013, di lapangan Offshore

Offshore. The project was conducted in the beginning of 2013

West Madura dengan jumlah sumur sebanyak 9 sumur serta

at West Madura Offshore field in 9 wells, as well as operating

mengoperasikan 1 (satu) unit Cantilever type Jack Up Drilling

1 (one) Cantilever-type Jack Up Drilling unit with the contract

dengan target akhir kontrak 28 Januari 2015. Dalam hal ini,

ended on January 28, 2015. The Company collaborated with

PDSI berkolaborasi dengan PT Atlantic Oilfield Services dalam

PT Atlantic Oilfield Services in a Joint Operation between

Joint Operation Pertamina DSI-AOS.

Pertamina DSI – AOS.

Pada tahun ini juga, PDSI masih melakukan pekerjaan pada

The Mobil Cepu Limited (now Exxon Mobil Cepu Limited)

proyek Mobil Cepu Limited (sekarang Exxon Mobil Cepu

project was also one of PDSI’s ongoing projects in 2014 by

Limited) dengan mengoperasikan 2 (dua) unit land rig yakni

operating 2 (two) land rig units, namely Rig PDSI #40.4/

rig PDSI #40.4/LDW2000-E (2000 HP) dengan menyelesaikan

LDW2000-E (2000 HP) and DS-8 (1500 HP) rig, and using

sebanyak 9 sumur dan rig DS-8 (1500 HP) dengan teknologi

Skidding system technology. This operation was a collaboration

Skidding System. Dalam hal ini PDSI berkolaborasi dengan

between PDSI and PT Atlantic Oilfield Services in Pertamina DSI

PT Atlantic Oilfield Services dalam Joint Operation Pertamina

– AOS Joint Operation.

DSI-AOS. PDSI memulai pekerjaaan pada proyek Virginia Indonesia

On July, the Company initiated the work for Virginia Indonesia

Co, LLC wilayah operasi Kalimantan Timur pada bulan Juli

Co, LLC project of East Kalimantan operation area with the

untuk jangka waktu kontrak selama 2 (dua) tahun dengan

contract period of 2 (two) years and utilizing 1 (one) land rig

mengoperasikan 1 (satu) unit land rig yaitu Rig PDSI#28.2/

unit, Rig PDSI #28.2/D1000-E, at Pamaguan, East Kalimantan.

D1000-E di lokasi Pamaguan Kalimantan Timur.


105


PDSI masih melakukan pengeboran dan well services pada

In addition, the Company continued to engage in drilling and

wilayah kerja PT Pertamina EP, PT Pertamina Geothermal

well services at the work areas of PT Pertamina EP, PT Pertamina

Energy, KSO PEP Benakat Barat dan JOB Pertamina - Golden

Geothermal Energy, KSO PEP Benakat Barat and JOB Pertamina

Spike Ltd.

– Goldern Spike Ltd.

PDSI kembali melakukan penambahan Rig dengan teknologi

On December 21, 2014, the Company added Rig PDSI #43.3/

Walking System yaitu Rig PDSI #43.3/AB1500-E (1500 HP)

AB1500-E (1500 HP), a Rig with Walking System that had arrived

dan telah tiba di pelabuhan Tanjung Priok Jakarta pada 21

at Tanjung Priok Port, Jakarta, and was ready to be operated in

Desember 2014 dan siap untuk beroperasi di sumur Pertamina

Pertamina Geothermal Energy (PGE) well.

Geothermal Energy (PGE). Pada 2014, PDSI melakukan pemberian nama baru untuk

In 2014, the Company renamed the rigs owned with the

semua rig. Perubahan nama tersebut adalah sebagai berikut:

following table describing the change of names:

No.

Nama Lama / Former Name

Nama Baru / New Name

Manufacture / Manufacturer

HP

1

N - 80 B2/01

PDSI #01.2/N80B-M

National

1000

2

IE-900 No.9 / 3

PDSI #02.2/IE900-E

Ideco

1000

3

Cardwell KM-200A No.1 / 9

PDSI #03.1/CWKM200-M

Cardwell

250

4

N -110M1 / 18

PDSI #04.3/N110-M

National

1500

5

OW-760 / 20

PDSI #05.2/OW760-M

National

1000

6

N-80 UE / 22

PDSI #06.2/N80UE-E

National

1000

7

H-30FD / 23

PDSI #07.1/H30FD-M

Ideco

350

8

H-40 D/24

PDSI #08.1/H40D-M

Ideco

500

9

N-80 UE / 25

PDSI #09.2/N80UE-E

National

1000

10

D-700 N0.6 /26

PDSI #10.2/D700-M

NOV

630

11

N-80 B1 / 27

PDSI #11.2/N80B-M

National

1000

12

N110-M3 / 28

PDSI #12.3/N110-M

National

1500

13

H-40 D / 29

PDSI #13.1/H40D-M

Ideco

500

14

MSH-2000/30

PDSI #14.4/MSH2000-M

Ideco

1600

15

N110-M2 / 31

PDSI #15.3/N110-M

National

1500

16

T-45 I / 33

PDSI #16.2/NT45-M

National

550

17

T-45-II/ 34

PDSI #17.2/NT45-M

National

550

18

LTO-650/35

PDSI #18.2/LTO650-M

Cooper

700

19

LTO-350 / 37

PDSI #19.1/LTO350-M

Cooper

350

20

E. D-2 / 38

PDSI #20.2/EMSCOD2-M

Brown Service Inc

750

21

OW 700 / 39

PDSI #21.2/OW700-M

Pyramid

700

22

OW 700 / 40

PDSI #22.2/OW700-M

Pyramid

700

23

KT-210 B No.2A /41

PDSI #23.1/CWKT210-M

Cardwell

400

24

CWKT-210B No.3A/42


Cardwell

400

25

LTO-750 /43

PDSI #25.2/LTO750-M

Cooper Manufacturing Inc

750

26

H-25 CD / DR II/50

PDSI #26.1/H25CD-M

Ideco

300

27

KB-150

PDSI #27.1/KB-150-M

Cardwell

150

28

D-1000/52

PDSI #28.2/D1000-E

NOV

1000

29

D-1500/ 53

PDSI #29.3/D1500-E

NOV

1500

106



No. 30

Nama Lama / Former Name D-1000/54

Nama Baru / New Name

Manufacture / Manufacturer

PDSI #30.2/D1000-E

HP

NOV

1000

31

D1500/55

PDSI #31.3/D1500-E

NOV

1500

32

N-80-UE/UY3

PDSI #32.2/N80UE-E

National

1000

33

H35-1/UY4

PDSI #33.1/IDECO-H35-M

Ideco

350

34

H35-1/UY5


Ideco

350

35

H35-3/UY6


Ideco

350

36

SKYTOP RR650 / UY7

PDSI #36.1/SKYTOP650-M

Skytop Rig Houston USA

450

37

F - 200 UY8

PDSI #37.3/F200-E

Uztel rumania

1500

38

D-1000/56

PDSI #38.2/D1000-E

NOV

1000

39

D-1500/ 57

PDSI #39.3/D1500-E

NOV

1500

40

1500 QS/58 (DS#9)

PDSI #40.4/LDW2000-E

CTE

2000

41

N110UE/59

PDSI #41.3/N110UE-E

DSII

1500

42

IDEAL N1500/60

PDSI #42.3/N1500-E

NOV

1500

43

-

PDSI #43.3/AB1500-E

CTE

1500

Availability / Ketersediaan Rig

Rig Availability

Pengukuran Kinerja Rig milik PDSI yang tersedia pada tahun

The Performance Measurable for avalable Rigs in 2014 reacehd

2014 mencapai 98.69%, lebih tinggi dari target yang yang telah

98,69%, higher than the planned target of 98, 29%. The rise was

direncanakan 98,29%. Hal ini dikarenakan PDSI terus melakukan

due to continuous equipment rejuvenation and improvement

peremajaan peralatan dan perbaikan dengan meningkatkan

through intense Maintenance Excellence program, which

Maintenance Excellence program yang dilaksanakan sesuai

was implemented based on the plan to effectively reduce

dengan rencana sehingga nilai downtime peralatan dapat

equipment downtime value.

dikurangi dengan maksimal. Selain itu, kinerja PDSI tercermin dengan meningkatnya jumlah

In addition, the Company’s performance was reflected in the

rig sebanyak 42 unit per 31 Desember 2014 dibandingkan

increasing rig number to 42 units as of December 31, 2014

dengan tahun 2013 yaitu sebanyak 40 rig. Penambahan dua

compared with 2013 amounting to 40 rigs. The two new rig

unit rig tersebut adalah sebagai berikut:

units were:

•

•

Rig PDSI #42.3/N1500-E awal operasi di proyek JOB

Rig PDSI #42.3/N1500-E, first operated in JOB Medco Tomori

Medco Tomori tanggal 22 Mei 2014, selesai beroperasi di

project on May 22, 2014 and completed in November

proyek JOB Medco Tomori pada bulan November 2014,

2014. The rig was planned to operate in January 2015 in

untuk program selanjutnya Rig PDSI #42.3/N1500-E akan

Pertamina – owned Well NNA – 1 in Lamongan, East Java,

beroperasi Januari 2015 di Lamongan Jawa Timur, sumur

and

NNA-1 milik Pertamina EP. •

Rig PDSI #43.3/AB1500-E akan beroperasi di wilayah Sumatera, sumur Pertamina Geothermal Energy (PGE).

•

Rig PDSI #43.3/AB1500-E would be operated in Pertamina Geothermal Energy (PGE) well, Sumatera.


107

Analisis dan Pembahasan Manajemenn Management Discussion and Analysis

Tabel Ketersediaan Rig 2014

Table of Rig Availability in 2014

Area Operasi / Operational Area

Bulan / Month Jan

Feb

Mar

Apr

Mei

Jun

Jul

Ags

Sep

Okt

Nov

Des

Kumulatif Rata-Rata / Average Cummulative

NAD-Sumbagut

99.66

99.67

99.76

99.42

99.91

99.80

99.81

99.50

100

99.96

98.42

100.00

99.66

100

99.63

99.18

96.96

95.83

95.66

97.92

100

100

98.03

99.29

97.28

98.28

Sumbagsel

99.58

99.83

99.65

99.79

99.92

98.38

98.69

99.71

99.54

99.26

99.08

99.24

99.39

Jawa

98.62

97.29

98.02

98.34

96.39

97.51

97.32

99.08

98.86

99.05

99.24

98.02

98.14

PDSI

99.16

98.54

98.82

98.74

97.74

97.89

98.10

99.36

99.27

99.11

99.10

98.50

98.69

Sumbagteng

Hambatan Operasi PDSI

Challenges in Operation

PDSI terus berupaya melakukan pengelolaan kegiatan

The Company strived to manage operational activities

operasional secara efektif dan efisien dalam suatu konsep

effectively and efficiently in a “Project Base Corporation”

yaitu “Project Base Corporation”, di mana keberhasilan dan

concept, in which the success of an operation was determined

kesuksesan hasil operasi ditentukan oleh manajemen waktu

by effective and efficient time management, proper cost

yang efektif, efisiensi biaya yang benar, serta kualitas jasa yang

efficiency and service quality provided to the stakeholders.

diberikan kepada pemangku kepentingan. Kendati demikian,

Nevertheless, the Company faced unpredictable internal and

PDSI menghadapi berbagai hambatan internal dan eksternal

external challenges as depicted in the chart below:

yang sulit diprediksi, seperti yang direpresentasikan melalui grafik di bawah ini: i) / l & Eksternal (har Hambatan Interna y) da s ge en all l Ch Internal & Externa

20

50

.00

20

2015.21

00

.00

19

50

.00

19

00

.00

18

50

.00

18

00

.00

17

1812.71

50

.00

17

00

.00 Internal Internal

108


Eksternal External

Analisis dan Pembahasan Manajemenn Management Discussion and Analysis

1. Hambatan Operasi PDSI Internal

1. Internal Operational Challenges of PDSI

Sepanjang 2014, PDSI menghadapi berbagai kendala internal,

In 2014, PDSI faced numeorus internal challenges, namely

antara lain downtime, denda rig move, rig up dan rig down, dan

downtime, rig move fines, rig up and rig down and unpaid idle

idle yang tidak dibayar karena SKPI dan maintenance rig.

due to SKPI and Rig maintenance.

Grafik Hambatan Internal

Chart of Internal Challenges Hambatan Internal (hari) / Internal Operational (day)

1.800.00 1.600.00

1497.58

1.400.00 1.200.00 1.000.00 800.00 600.00 400.00 188.75

200.00

126.38

00.0

Denda R / D,R / M & R / U

Downtime Rig

Proses Silo / Idle Tdk Dibayar

a. Downtime

a. Downtime

Downtime merupakan jumlah kerusakan peralatan rig selama

Downtime is the amount of damage sustained by Rig

proses operasi berlangsung atau kendala operasional yang

equipments during the operations or operational challenges

terjadi yang mengakibatkan non productive time (NPT).

which causes non-productive (NPT) to occur.

Grafik Downtime Per Rig 2014

Chart of Downtime per Rig in 2014

24.23

DOWNTIME RIG PDSI 2014 (hari / day) 25.00

18.04

20.00

-

0.04

0.38

0.04

0.42

0.40

0.69

1.38

0.71

1.60

1.52

1.81

1.77

2.19

2.15

2.40

2.29

3.13

2.75

3.38

3.23

3.52

3.50

3.90

4.23

4.13

3/ F2 00 -E /L TO 75 05 0.2 M /O PD W SI 76 #3 01. M 3/ PD D1 SI 50 #0 0E PD 9.2 / N8 SI #2 0U 8. E2/ PD D1 E SI 00 #3 09. E 3/ PD D1 SI 50 #0 PD 06. SI E 2 #3 /N 6. 80 1/ UE SK PD -E YT SI OP #2 65 4. 1/ CW 0-M PD KT SI 21 #0 0M 4. PD 3/ SI N1 #1 10 8. -M 2/ PD L TO SI 65 #4 01. 3/ M PD N1 SI 10 #3 UE 8. -E 2/ PD D1 SI 00 #1 0E PD 7.2 / NT SI #1 45 6. -M 2/ PD NT SI PD #02 45-M .2 SI /IE #1 90 9. PD 1/LT 0-E O3 SI # 50 PD 30. -M 2/ SI D1 #2 00 1 0PD .2/O E W SI 70 #4 PD 02. SI M 3/ # N1 PD 23. 5 1/ SI CW 00-E #3 KT 3 21 PD .1/I DE 0 SI CO -M #2 0. -H 2/ EM 35M PD SC SI O PD #10 D2M .2 SI /D # PD 70 22 0.2 SI /O M #0 W 3. 70 1/ 0PD C W KM M SI #0 20 7 0M PD .1/H 30 SI #1 FD PD 1. -M 2/ SI N8 #2 0B 6 -M PD .1/H 25 SI CD #0 -M PD 8.1/ H4 SI 0D #1 3. -M 1/ H4 0D -M

E

-M

0-

25

SI #

SI #

.2

7. PD

PD

00

50

3/ D1 9.

#2

SI

SI

PD

.4 14

PD

#3

M

/N 80

/M

SH 20

B-

-E

-M

UE

.2 SI #

10

/N 80

.2

01

32

SI #

PD

PD

SI # PD

3/ N1 5.

10 PD

SI

#1

3/ N1 2.

#1 SI

.1 34 SI # PD

PD

/ID

EC O-

H3

5-

-M

M

4.56

5.00

4.31

5.56

9.08

7.19

10.04 9.15

10.00

7.52

12.33

11.31

12.38

15.00


109


Grafik Downtime Per bulan 2014

Chart of Downtime per Month in 2014 DOWNTIME RIG PERBULAN (hari) Downtime Rig per Month (day) 27.52

25.35

23.60 18.65

15.90

14.79

14.23

11.02

10.17 7.98

Januari January

Februari February

Maret March

April April

Mei May

Juni June

Juli July

Agustus August

8.79

September September

Oktober October

10.75

November November

Desember December

Urutan 5 besar downtime peralatan selengkapnya sbb :

The major 5 equipments affected by downtime are as follows:

1. Kendala Operasional (18.79% / 851.0 jam)

1. Operational Challenges (18,79% / 851,0 hours)

2. Mud Pump (13.15% / 595.5 jam )

2. Mud Pump (13,15% / 595,5 hours)

3. Engine Drawwork (12.86% / 582.5 jam)

3. Engine Drawwork (12,86% / 582,5 hours)

4. Drawwork (9.64% / 436.5 jam)

4. Drawwork (9,64% / 436,5 hours)

5. Top Drive (6.94% / 314.5 jam)

5. Top Drive (6,94% / 314,5 hours)

Downtime Ratio

Downtime Ratio

Downtime ratio berfungsi untuk membandingkan kinerja rig,

Downtime Ratio is made in order to compare the performance

dengan mengacu pada perbandingan antara jumlah waktu

of the rig to see a comparison between number of downtime

downtime dan jumlah waktu operasi rig. Jumlah waktu operasi

period and the number of rigs operating time. Total operating

dihitung sejak proses dimulai sampai selesai. Formula dari

time is the time of process commencement until completion.

downtime ratio dapat digambarkan sebagai berikut:

Downtime Ratio formula is depicted below:

Downtime Ratio

110

=

Kerusakan komponen Rig selama Operasi (antara waktu tajak dan release) / Damage in Rig Components During Operation Jumlah waktu operasi (antara tajak dan release) / Total Operating Hours


x 100%


Grafik Downtime ratio per rig selama 2014

Chart of Downtime Ratio per Rig In 2014

Grafik Downtime ratio per bulan selama 2014

0.04

0.04

0.00 PDSI #35.1/IDECO-H35-M

PDSI #13.1/H40D-M

0.38

PDSI #11.2/N80B-M

PDSI #08.1/H40D-M

0.40

PDSI #07.1/H30FD-M

PDSI #26.1/H25CD-M

0.69

0.42


0.71

1.38 PDSI #10.2/D700-M

PDSI #22.2/OW700-M

1.52

1.52 PDSI #20.2/EMSCOD2-M

1.77

1.60



2.15

1.81

PDSI #42.3/N1500-E

PDSI #30.2/D1000-E

PDSI #21.2/OW700-M

2.19

2.29 PDSI #19.1/LTO350-M

2.75

2.40

PDSI #16.2/NT45-M

PDSI #02.2/IE900-E

3.23

3.13 PDSI #17.2/NT45-M

PDSI #41.3/N110UE-E

PDSI #38.2/D1000-E

3.50

3.38

PDSI #18.2/LTO650-M

3.52

1.81 PDSI #04.3/N110-M


3.90

4.13 PDSI #06.2/N80UE-E


4.31

4.23 PDSI #39.3/D1500-E

PDSI #28.2/D1000-E

4.56

5.56

PDSI #31.3/D1500-E

PDSI #09.2/N80UE-E

7.52

7.19

PDSI #05.2/OW760-M

PDSI #25.2/LTO750-M

9.15

9.08 PDSI #37.3/F200-E

PDSI #29.3/D1500-E

10.04

11.31 PDSI #01.2/N80B-M


12.38 PDSI #15.3/N110-M

PDSI #32.2/N80UE-E

PDSI #12.3/N110-M


12.33

18.04

24.23

DOWNTIME RATIO 2014 (%)

Chart of Downtime Ratio per Month in 2014 DOWNTIME RATIO 2014 (hari) 4.40 3.70

3.29 2.28

2.15

3.40 2.54

2.46

1.19

Januari January

Februari February

Maret March

April April

Mei May

Juni June

Juli July

Agustus August

1.45

September September

1.66

Oktober October

1.47

November November

Desember December

b. Denda RM/RU/RD

b. Penalties for Rig Move (RM) / Rig Up (RU) / Rig Down (RD)

Denda rig move, rig up, dan rig down adalah jumlah hari

Penalties for Rig Move, Rig Up, and Rig Down refer to periods

keterlambatan kegiatan rig move, rig up, dan rig down yang

when the operation of Rig Move, Rig Up, and Rig Down is

tidak sesuai dengan target waktu yang telah disepakati dalam

delayed and does not conform with the targeted schedule

perjanjian operasi. Kejadian yang menyebabkan hal ini antara

stated in the operation agreement. Incidents leading to these

lain:

penalties are, among others:

•

•

Time-consuming equipment setting during rig up.

•

Infrastructure preparedness and condition during moving

Setting peralatan yang memakan waktu lama pada saat rig up

•

Kesiapan dan kondisi infrastruktur yang dilalui saat moving, (jalan yang amblas dan lain-lain)

(damaged roads and others)


111


•

Permasalahan pada vendor High Technology Equipment

•

(Ketersediaan armada moving dan lain-lain) •

Problems faced at HTE Vendor (The availability of moving armada and others)

Closing temuan sebelum tajak yang melebihi target waktu

•

yang berimbas denda RM/RU/RD

The closing of findings before trowel that exceeds the scheduled time, which causes penalties for RU/RM/RD

Grafik Denda Rig Move, Rig Up dan Rig Down

Chart of Penalties for Rig Move, Rig Up and Rig Down

0.04

0.00 PDSI #35.1/IDECO-H35-M

0.04

0.38

PDSI #11.2/N80B-M

PDSI #26.1/H25CD-M

PDSI #13.1/H40D-M

0.40

PDSI #07.1/H30FD-M

PDSI #08.1/H40D-M

0.69

0.42


0.71

1.38 PDSI #10.2/D700-M

PDSI #22.2/OW700-M

1.52

1.52 PDSI #20.2/EMSCOD2-M


1.77

1.60


2.15

1.81

PDSI #42.3/N1500-E

PDSI #30.2/D1000-E

PDSI #21.2/OW700-M

2.19

2.29 PDSI #19.1/LTO350-M

2.75

2.40

PDSI #16.2/NT45-M

PDSI #02.2/IE900-E

3.23

3.13 PDSI #17.2/NT45-M

PDSI #41.3/N110UE-E

PDSI #38.2/D1000-E

3.50

3.38

PDSI #18.2/LTO650-M

3.52

1.81 PDSI #04.3/N110-M


3.90

4.13 PDSI #06.2/N80UE-E


4.31

4.23 PDSI #39.3/D1500-E

PDSI #28.2/D1000-E

4.56

5.56

PDSI #31.3/D1500-E

PDSI #09.2/N80UE-E

7.19

7.52

PDSI #25.2/LTO750-M

PDSI #05.2/OW760-M

9.15

9.08 PDSI #37.3/F200-E

PDSI #29.3/D1500-E

10.04

11.31 PDSI #01.2/N80B-M


12.38 PDSI #15.3/N110-M

PDSI #32.2/N80UE-E

PDSI #12.3/N110-M


12.33

18.04

24.23

DOWNTIME RATIO 2014 (%)

c. Idle kendala Internal (maintenance rig & proses SKPI)

c. Idle from Internal Challenges (rig maintenance & SKPI Process

Idle tidak dibayar adalah jumlah hari Idle (tidak beroperasi)

Unpaid idle is issued based on the number of days of the

internal PDSI dikarenakan pengurusan SKPI (Sertifikat

making of Certificate for Installation Operation Worthiness

Kelayakan Penggunaan Instalasi) dan maintenance peralatan

(SKPI) and Rig maintenance, both planned and unplanned,

rig baik yang telah direncanakan atau belum direncanakan

which causes the rigs to be idle.

yang menyebabkan rig di kondisi tidak bekerja / Idle. Grafik Idle internal 2014

Chart of Internal Idle 2014

45% dari total idle

3,361

1,498

Idle Internal / Internal Idle

112


Total idle


2. Hambatan Operasi PDSI Eksternal

2. External Operational Challenges of PDSI

Sepanjang 2014, PDSI menghadapi berbagai hambatan

In 2014, PDSI faced a number of external challenges, such

eksternal, antara lain siaga without crew, kondisi kahar (kejadian

as standby without crew, force majeure (natural disaster or

bencana alam atau peristiwa tidak terduga yang menyebabkan

unpredicted events that cause rig operation to stop) and unpaid

operasional rig terhenti) dan idle yang tidak dibayar karena

idle due to waiting period for well program and locations.

menunggu program sumur dan lokasi sumur. Chart of external challenges

Grafik hambatan eksternal

Hambatan Eksternal (hari) / External Challenges (day) 2000.000

1863.00

1500.000 1000.000 500.000 00.0

131.94

20.27

Siaga Without Crew

Kondisi Kahar / Force Majeure

Idle Eksternal

a. Siaga Without Crew

a. Standby Without Crew

Selama 2014, PDSI mengalami hambatan eksternal yang

In 2014, PDSI experienced external challenge from ‘standby

dikategorikan sebagai ‘siaga without crew’ yang disebabkan

without crew’ category due to the time consumed for moving

persiapan moving dan tunggu proses moving disebabkan

prepatration and the waiting period caused by external

kendala eksternal.

challenges.

18.1

20.0

17.5

20.3

SIAGA WITHOUT CREW (HARI / DAY)

0.5

0.3

0.1


PDSI #28.2/D1000-E

2.0 PDSI #24.1/CWKT210-M

PDSI #38.2/D1000-E

2.0

4.5

2.8

PDSI #17.2/NT45-M

5.0 PDSI #36.1/SKYTOP650-M

3.4

5.2 PDSI #21.2/OW700-M

5.0

4.4

5.6 PDSI #26.1/H25CD-M

7.0

10.0

9.7

10.5

13.3

15.0

PDSI #16.2/NT45-M

PDSI #19.1/LTO350-M

PDSI #08.1/H40D-M

PDSI #01.2/N80B-M

PDSI #18.2/LTO650-M

PDSI #30.2/D1000-E

PDSI #11.2/N80B-M

PDSI #05.2/OW760-M

PDSI #09.2/N80UE-E


PDSI #22.2/OW700-M

-


113


b. Kondisi Kahar

b. Force Majeure

Kondisi kahar adalah kejadian atau kondisi tidak aman atau

Force majeure is uncertainty of a condition or unpredictable

peristiwa tidak terduga yang mengakibatkan terhentinya

event which results in the postponing of Rig operational

kegiatan operasional rig, seperti bencana alam atau gangguan

activities, such as natural disasters, changing weathers and

kondisi cuaca dan lain lain.

others. RIG KAHAR (hari / day)

14.00

6.27

PDSI #29.3/D1500-E •

Kahar di rig PDSI #29.3/D1500-E, tanggal 21 Januari - 27

PDSI #29.3/D1500-Ev •

Force Majeure at Rig PDSI #29.3/D1500-E, January 21 – 27,

Januari 2014 komulatif 150 jam atau 6.25 hari, sumur PDM-

2014 for a cummulative time of 150 hours or 6,25 days, Well

13 dinyatakan stop operasi dikarenakan keadaan kahar

PDM – 13 was ceased from operating due to Force Majeure

(Force Majeure) sesuai dengan keputusan GM PMDP akibat

pursuant to the resolution from General Manager (GM) of

dari kondisi banjir di lokasi sumur PDM-13 dan dari aspek

PMDP due to flooding in the area surrounding well PDM-13

HSSE dinilai tidak aman untuk melanjutkan pekerjaan.

and the assessment on HSSE which was viewed as unsafe to continue the activity.

•

Kahar di Rig PDSI #35.1/IDECO-H35-M, stop operasi tanggal

•

8 September 2014 selama 3 jam atau 0.13 hari dikarenakan

operate on September 8, 2014 for 3 hours or 0,13 days due

hujan lebat, angin kencang dan petir. •

Force Majeure at Rig PDSI #35.1/IDECO-H35-M, ceased to to rainstorm, gale and thunderstorm.

Kahar di Rig PDSI #35.1/IDECO-H35-M, tanggal 18 Desember

•

Force Majeure at Rig PDSI #35.1/IDECO-H35-M, December

- 31 Desember 2014 komulatif 333 jam atau 13.8 hari

18 – 31, 2014, for a cummulative time of 333 hours or 13,8

dikarenakan kondisi tidak aman akibat meluapnya air sungai

days due to the overflow of Tamiang river, which caused in

Tamiang yang mengakibatkan kegiatan operasional terhenti.

the cessation of operational activities.

c. Idle tidak dibayar Eksternal

c. External Unpaid Idle

Idle tidak dibayar adalah jumlah hari Idle (tidak beroperasi)

Unpaid idle is the amount of external idle (unoperational) days

eksternal PDSI disebabkan karena menunggu program sumur

due to the waiting period for the next well program and the

selanjutnya dan tunggu kesiapan lokasi yang akan dikerjakan

preparation of the location to be exploited by PDSI Rig.

rig PDSI. 55% dari total idle

3,361

1,863

Idle Eksternal / External Idle

114


Total idle

Januari January -

200.13

Februari February

485.63

Maret March

356.04

April April

Mei May

Juni June

Grafik idle per bulan 2014

272.33

251.06

Juli July 262.08

Agustus August PDSI #04.3/N110-M

September September

Oktober October

November November

27.00

2.10 PDSI #39.3/D1500-E

-

PDSI #22.2/OW700-M

PDSI #29.3/D1500-E PDSI #41.3/N110UE-E

0.56

5.00 3.00

PDSI #17.2/NT45-M PDSI #28.2/D1000-E

19.63 13.23 PDSI #26.1/H25CD-M

PDSI #42.3/N1500-E

42.00 33.50

23.00

PDSI #19.1/LTO350-M

PDSI #15.3/N110-M

PDSI #31.3/D1500-E

PDSI #05.2/OW760-M

45.00

46.58

PDSI #25.2/LTO750-M

PDSI #18.2/LTO650-M

53.04 49.38

PDSI #10.2/D700-M

PDSI #06.2/N80UE-E

69.13 68.50

PDSI #13.1/H40D-M

83.42 71.54

PDSI #21.2/OW700-M

90.38 86.42

Grafik idle per rig 2014

PDSI #12.3/N110-M

PDSI #38.2/D1000-E

PDSI #01.2/N80B-M


107.00 101.75

PDSI #02.2/IE900-E PDSI #09.2/N80UE-E

111.81 107.44

116.21 115.25

PDSI #24.1/CWKT210-M PDSI #34.1/IDECO-H35-M

PDSI #37.3/F200-E

121.17 116.46

PDSI #08.1/H40D-M


164.92

167.00

153.50





170.04

PDSI #16.2/NT45-M PDSI #30.2/D1000-E

192.21 186.73


193.69

PDSI #11.2/N80B-M PDSI #32.2/N80UE-E

202.90

PDSI #07.1/H30FD-M


Penjelasan terhadap rig yang mengalami idle tidak dibayar The following chart describes the rigs suffering from unpaid

secara keseluruhan tahun 2014 dapat terlihat melalui grafik

berikut: idle in 2014:

Charts of idle per rig in 2014

IDLE PER RIG (HARI / DAY)

Chart of idle per month in 2014

IDLE RIG PDSI PER BULAN TAHUN 2014 / IDLE PER MONTH IN 2014

301.06 333.77

227.50 266.58

185.67

161.98

256.88

Desember December


Laporan Tahunan 2014 Annual Report

115


Dampak Hambatan Operasi

Impacts from Operational Challenges

Hambatan operasi memiliki pengaruh yang signifikan terhadap

Challenges in operation bear significant influence on the

kinerja keuangan PDSI. Fakta di lapangan yang terdokumentasi

Company’s financial performance. Facts in construction site

menunjukkan bahwa jumlah hambatan operasi yang dialami

show that increasing challenges in operation faced by the

PDSI semakin meningkat. Hal ini mengakibatkan penurunan

Company lead to the decreasing of the Company’s net income

pendapatan bersih PDSI dari target yang telah ditetapkan

from the set forth target.

sebelumnya.

Strategi Kendala Internal

Strategies for Meeting Internal Challenges

PDSI akan meningkatkan kualitas pengelolaan aset-aset yang

PDSI strives to improve the management quality of its assets

dimiliki, baik dari segi maintenance, pengawasan, maupun

in terms of maintenance, monitoring, or rejuvenation. From

peremajaan aset. Dari segi maintenance, peningkatan

maintenance aspect, quality improvement will be supported by

kualitas akan ditunjang oleh beberapa sistem online yang

several online system, which will enable easier supervision, with

memudahkan pengawasan, yang bertujuan mempercepat

the purpose to accelerate identification on possible issues. The

identifikasi kendala yang dapat terjadi. Program tersebut

programs are Online Maintenance System (OMS) and My-SAP-

di antaranya adalah Online Maintenance System (OMS) dan

based Plan Maintenance. The utilization of Plant Maintenance

Plant Maintenance (PM) berbasis My-SAP. Penggunaan Plant

may facilitate the process of equipment database, monitoring

Maintenance dapat memudahkan untuk database peralatan,

the implementation of repairment, monitoring maintenance

monitoring pelaksanaan perbaikan, monitoring pelaksanaan

implementation (Preventive & Predictive Maintenance), up to

pemeliharaan (Preventive & Predictive Maintenance) hingga

monitoring budget utilization for repairment and maintenance

monitoring penggunaan anggaran yang digunakan untuk

activities. OMS is utilized as the extension of PM to facilitate

kegiatan perbaikan dan pemeliharaan. OMS digunakan sebagai

online access on Rigs to monitor the database, reporting

perpanjangan tangan PM untuk memudahkan akses online

maintenance activities as well as requests for repairment and

di rig agar dapat memonitor database, pelaporan aktivitas

maintenance data recording. Some of the breakthroughs made

pemeliharaan serta permintaan perbaikan dan pencatatan

by maintenance of the year are:

data terkait pemeliharaan. Beberapa terobosan yang telah dilakukan maintenance tahun ini antara lain: a.

116

Perancangan Online Monitoring System untuk pemeliharaan

a. The composition of Online Monitoring System for engine

engine dan generator yang diintegrasikan ke Aplikasi

and generator maintenance, which was integrated in Online

Online Maintenance System. Sistem ini berfungsi untuk

Maintenance System Application. This sytem allows both

memonitor parameter engine secara online dan realtime.

online and real-time engine parameter monitoring, which

Apabila terdapat parameter yang menyimpang pada engine

enables early detection by sending warning notices to

dan generator tersebut, maka sistem akan mengirimkan

authorized users by e-mail and SMS whenever a parameter

peringatan berupa e-mail dan SMS ke user yang memiliki

shows deviation in the engine and generator. Egenkit

otorisasi, sehingga kendala yang terjadi pada peralatan

Re-programming and adding notification for Preventive

tersebut dapat terdeteksi sedini mungkin. Terkait dengan

maintenance are conducted as part of maintenance

program pemeliharaan, maka dilakukan Re-programming

program, followed by integrating Egenkit and Online

Egenkit dan penambahan notifikasi program Preventive

Maintenance System (OMS) Applications. The system has

maintenance. Kemudian dilakukan integrasi antara Aplikasi

also been programmed to automaticaally send reminders

Egenkit dan Aplikasi Online Maintenance System (OMS),

for preventive maintenance implementation to authorized

Selanjutnya sistem juga telah diprogram secara otomatis

users by SMS and E-mails. This inovation won a “Gold”

untuk mengirimkan alert untuk pengingat pelaksanaan

predicate from Annual Pertamina Quality Award 2014 at

preventive maintenance yang dikirimkan melalui SMS

Pertamina (Persero) level and would be registered for CIP

dan E-mail kepada user yang memiliki otorisasi. Inovasi

Internasional forum in 2015.



ini telah meraih predikat “Gold” dalam Annual Pertamina Quality Award 2014 di tingkat Pertamina (Persero) dan akan mengikuti forum CIP Internasional di 2015. b. Perancangan Real Time Electronic Drilling Recorder untuk

b. The designing of Real-Time Electronic Drilling Recorder to

meningkatkan kecepatan, kompleksitas dan akurasi

improve the speed, complexity and accuracy of drilling data.

informasi data-data pengeboran. Dengan menggunakan

By utilizing this system, drilling data can be displayed in

sistem monitoring ini, dapat terlihat data pengeboran

real time to enable quick resolution on occuring problems.

secara real time sehingga jika ada timbul masalah bisa kita

In addition, all data on drilling parameter are thoroughly

atasi dengan cepat. Di samping itu semua data parameter

recorded from project initiation up to the completion of

pengeboran terekam dengan baik dari mulai awal hingga

drilling activity. As such, the history of the wells owned

selesai operasi 1 sumur pengeboran sehingga history

will be well-kept and may be accessed at any time. This

sumur dapat tersimpan dan dapat diakses lagi sewaktu-

innovation won a “Platinum” predicate from Annual

waktu dibutuhkan. Inovasi ini telah meraih predikat

Pertamina Quality Award 2014 at Pertamina (Persero) level

“Platinum” dalam Annual Pertamina Quality Award 2014 di

and would be registered for CIP Internasional forum in

tingkat Pertamina (Persero) dan akan mengikuti forum CIP

2015.

Internasional di 2015.

Strategi Hambatan Eksternal

Strategy for External Challenges

Sebagai solusi untuk hambatan eksternal yang dihadapi PDSI

In order to provide solutions to face external challenges in

pada 2014, maka PDSI melakukan beberapa hal yang akan

2014, PDSI will perform the following actions that will be

diimplementasikan pada 2015, yaitu:

implemented in 2015, such as:

1. Melakukan koordinasi dengan Pertamina EP untuk

1. Coordinating with Pertamina EP to discuss drilling work

pembahasan rencana kerja pengeboran sesuai dengan

plan in accordance with the agreed Barchart in order to

barchart yang telah disepakati untuk menekan waktu

reduce waiting period for well program or location.

penantian program sumur atau lokasi. 2. Lebih meningkatkan komunikasi dan sosialisasi secara

2. Improving proactive communication and dissemination

proaktif serta izin kepada masyarakat dan pemerintahan

and permit from the communities and local government

setempat sebelum melakukan mobilisasai rig.

prior to mobilizing the rigs.

3. Pengembangan/penetrasi pasar di kemitraan Pertamina

3. Developing/penetrating markets within Pertamina EP (TAC

EP (TAC dan KSO) untuk rig yang terkena pembatalan

and KSO) cooperation for rigs affected by cancellation of

sumur seperti Rig PDSI#H30FD-M, PDSI#02.2/CWKM200-M,

well operations, such as Rig PDSI#H30FD-M, PDSI#02.2/

PDSI#13.1/H40D-M.

CWKM200-M, and PDSI#13.1/H40D-M.

4. Menjangkau pasar lain di luar PEP (jika memungkinkan)

4. Reaching other markets outside of PEP (if possible) for rigs

program

that are not registered for drilling programs, such as Rig

5. Memasarkan 2 (dua) unit Jack Up rig milik mitra (KS Java

5. Marketing two (2) units of Jack Up Rig owned by the

Star I dan KS Java Star II) di dalam Pertamina maupun di luar

partners, KS Java Star I and KS Java Star II, inside and

Pertamina, seperti M3nergy Gama Sdn. Bhd, Saka Indonesia

outside of Pertamina, such as: M3nergy Gama Sdn. Bhd,

Pangkah Ltd (PGN) dan PHE ONWJ.

Saka Indonesia Pangkah Ltd (PGN) and PHE ONWJ.

untuk

rig-rig

yang

tidak

mendapatkan

pengeboran seperti Rig PDSI#16.2/NT45-M.

PDSI#16.2/NT45-M.


117


Total Sumur yang Selesai Dikerjakan Selama 2014

Total Completed Well In 2014

Total sumur yang selesai dikerjakan selama 2014 adalah 302

In 2014, the completed wells amount to 302 wells, in which 296

sumur, di mana 296 sumur merupakan milik PT Pertamina EP

wells are owned by PT Pertamina EP and 6 wells are owned by

dan 6 sumur milik PGE. Rincian total sumur yang dikerjakan

PGE as described in the following table:

selama 2014 adalah: Sumur PHE / PHE Well

Bor EXP

Bor EPT

Workover

Sumur PGE / PGE Well

SUMBAGUT - NAD

0

12

87

0

0

0

0

0

99

SUMBAGTENG

0

6

72

0

0

0

0

0

78

SUMBAGSEL

0

22

24

4

0

0

0

0

50

JAWA

4

14

23

2

0

9

9

0

61

KTI

0

30

2

0

11

0

0

1

44

Total Sumur / TOTAL WELL

4

84

208

6

11

9

9

1

Area Operasi / Operation Area

Sumur PEP / PEP Well

Sumur TOMORI

Sumur WMO

Sumur PEPC MCL

Sumur Vico

TOTAL

332

Kontrak Tahun 2014

Contracts In 2014

Guna mendukung kegiatan usaha di seluruh area, PDSI

To support business activities in all areas, PDSI issued a service

menerbitkan kontrak jasa yang terdiri dari kontrak gabungan

contract which consisted of multi years joined contract ans

multi years serta kontrak jangka pendek sebagai berikut:

short-term contract as follows:

NO.

1

2

3

4

5

118

PERUSAHAAN / COMPANY

PT Indo Petro Jaya

PT Alloy Mas Oilfield Services

PT Indo Yasa Prima

PT Lekom Maras

PT Lekom Maras

PEKERJAAN / PROJECT

JENIS KONTRAK / TYPE OF CONTRACT

PERIODE / PERIOD MULAI / START

BERAKHIR / END

20 Januari 2014 January 20, 2014


01 Maret 2014

28 Februari 2015

March 1, 2014

February 28, 2015

Pengadaan Roller Chain Secara Fixed Unit Price (SPPH-023/LLDS/2013-S0) Procurement of Roller Chain by Fixed-Unit-Price process (SPPH023/LL-DS/2013-S0)

Pengadaan Material

Pengadaan Jasa Pabrikasi Saver Sub dan Re-Cut & Re-Thread Tool Joint Secara Call Of Order Untuk Mendukung Operasional Top Drive PT PDSI (047/LL-DS/2013-S0 ) Procurement of Saver Sub Fabrication Service and Re-Cut & ReThread of Tool Joint Service by Call-of-Order process to support the Operations of PT PDSI’s Top Drive (047/LL-DS/2013-S0)

Cut & Re-Thread

Pengadaan Jasa Inspeksi dan Sertifikasi 15 (lima belas) Unit Rig di Project EP Jawa-KTI, Sumbagsel, Sumbagteng dan NADSumbagut (DL-054/PL-DS/2013-S0) Procurement of Inspection and Certification Services of 15 (fifteen) rig units in EP Java-KTI, Southern Areas of Sumatra, Central Areas of Sumatra, and Aceh-Northern Area of Sumatra (DL-054/PL-DS/2013-S0)

Jasa Inspeksi

18 Februari 2014

17 Februari 2015

Inspection Service

February 18, 2014

February 17, 2015

Pengadaan Jasa Tenaga Kerja Untuk Membantu Pengoperasian dan Pemeliharaan Rig N80 UE/25 Secara On Call Basis Selama 6 Bulan (CN.S14TL1012A) Procurement of Employment Service to Assist the Operations and Maintenance of Rig N80 UE/25 by On-Call Basis process for 6 months (CN.S14TL1012A)

Jasa Tenaga Kerja

01 Februari 2014

31 Juli 2014

Employment Service

February 1, 2014

July 31, 2014

Pengadaan Jasa Tenaga Kerja Untuk Membantu Pengoperasian dan Pemeliharaan Rig D-1000/54 Secara On Call Basis Selama 2 Tahun (DL-044/PL-DS/2013-S0)

Jasa Tenaga Kerja

01 Februari 2014

31 Januari 2016


Procurement of Material


NO.


PEKERJAAN / PROJECT


Procurement of Employment Service to Assist the Operations and Maintenance of Rig D-1000/54 by On-Call Basis process for 2 years (DL-044/PL-DS/2013-S0)


BERAKHIR / END

Employment Service

February 1, 2014

July 31, 2014

Pengadaan Jasa Tenaga Kerja Untuk Membantu Pengoperasian dan Pemeliharaan Rig D-1000/56 PDSI Ondshore Drilling Sumbagteng Secara On Call Basis Selama 2 Tahun (063R /TLDS/2013-S0) Procurement of Employment Service to Assist the Operations and Maintenance of Rig D-1000/56 of PDSI Onshore Drilling in Central Areas of Sumatra by On-Call Basis process for 2 years (063R /TL-DS/2013-S0)

Jasa Tenaga Kerja

01 Januari 2014

31 Desember 2016

Employment Service

January 1, 2014

December 31, 2016

Pengadaan Jasa Cut & Re-Thread Tubular Goods di Kawasan Timur Indonesia (Sangatta, Sanga-sanga, Bunyu, Anggana, Donggi, dan Tomori) Secara Price Of Agreement Selama 2 Tahun (028/PL-DS/2013-S0) Procurement of Cut & Re-Thread of Tubular Goods Service in Eastern Areas of Indonesia (Sangatta, Sanga-Sanga, Bunyu, Anggana, Donggi, and Tomori) by Price-of-Agreement process for 2 years (028/PL-DS/2013-S0)

Jasa Inspeksi

01 Januari 2014

31 Desember 2015

Inspection Service

January 1, 2014

December 31, 2015

PT Pertamina Training & Consulting

Pengadaan Jasa Tenaga Kerja Untuk Membantu Melaksanakan Pekerjaan HTE di PT PDSI Project EP Sumbagteng Selama 2 Tahun (DL-053/TL-DS/2013-S0) Procurement of Employment Service to Assist the Execution of HTE Project of PT PDSI Project EP in Central Areas of Sumatra for 2 years (DL-053/TL-DS/2013-S0)

Jasa Tenaga Kerja

01 Februari 2014

31 Januari 2016

Employment Service

February 1, 2014

January 31, 2016

9

PT . Cipta Hasil Sugiarto

Pengadaan Jasa Mobilisasi Rig D-1500/57 dari Lokasi Hululais ke Karaha Bodas Tasikmalaya ((DL-060/PL-DS/2013-S0) Procurement of Mobilization Service for Rig D-1500/57 from Hululais to Karaha Bodas, Tasikmalaya (DL-060/PL-DS/2013-S0)

Jasa Mobilisasi/ Moving/H T E Mobilization/ Moving/H T E Service


16 Februari 2014 February 16, 2014

10

PT . Widodo Lintas Samudra

Pengadaan Kontrak Jasa Moving Rig Untuk Mendukung Operasional Area Sumatera Selatan (PAKET III) (DL-022/LLDS/2013-S0) Procurement of Contract for Rig Moving Service to Support the Operational Area of South Sumatera (PAKET III) (DL-022/ LL-DS/2013-S0)

Jasa Mobilisasi/ Moving/H T E

01 Februari 2014

31 Januari 2016

Mobilization/ Moving/H T E Service

February 1, 2014

January 31, 2016


Pengadaan Jasa Sewa Generating Set Untuk Top Drive PDSI TD 500NEL-02 Pada Rig N110 M2/3 (CN. S14TL1016A) Procurement of Generator Set Rent Service for TD 500NEL-02 Top Drive on Rig N110 M2/3 (CN. S14TL1016A)

Jasa Sewa Genset


19 April 2014

PT Indo Petro Jaya

Pengadaan Sheaves Secara Call Of Order (SPPH-037/LLDS/2013-S0) Procurement of Sheaves by Call-Of-Order process (SPPH-037/ LL-DS/2013-S0)

Pengadaan Material

Pengadaan Jasa Mobilisasi Rig LTO 750 Ke Sanga-Sanga (DL002/TL-DS/2014-S0) Procurement of Rig Mobilization Service for Rig LTO 750 to Sanga-Sanga (DL-002/TL-DS/2014-S0)


Pengadaan Jasa Tenaga Kerja Untuk Membantu Pengoperasian dan Pemeliharaan Rig H40D/29 Secara On Call Basis Selama 6 Bulan (CN.S14TL001B) Procurement of Employment Service to Assist the Operations and Maintenance of Rog H40D/29 by On-Call-Basis process for 6 months (CN.S14TL001B)

Jasa Tenaga Kerja

01 April 2014

30 September 2014

Employment Service

April 1, 2014

September 30, 2014

Pengadaan Jasa General Service Untuk Rig N1500/60 di Lokasi Senoro (CN.S14TL0008A) Procurement of General Services for Rig N1500/60 in Senoro (CN.S14TL0008A)

Jasa General Services

17 Maret 2014 March 17, 2014


6

7

8

11

12

13

14

15


PT Halmahera Indoserv

PT Pos Logistik

PT Lekom Maras


Generator Rent Service

Material Procurement

General Services

April 19, 2014

01 Maret 2014 March 1, 2014



20 Maret 2014 March 20, 2014


119


NO.

16

17

18

19

20

21

22

23

24

25

26

27

120


PT Hay Group

PEKERJAAN / PROJECT



BERAKHIR / END

Pengadaan Jasa Konsultan Proyek Evaluasi Jabatan (CN. No. S14TL1023A) Procurement of Consulting Service on the Position Evaluation Project (CN. No. S14TL1023A)

Jasa Konsultan

01 Mei 2014

Consulting Service

May 1, 2014


Pengadaan Jasa Tenaga Kerja U/ Pekerjaan Field Coordinator & Adm Log di Proyek Semi IPM PT PDSI Secara On Call Basis Selama 12 Bulan (CN.S14PL0017A ) Procurement of Employment Service for the Duty of Field Coordinator & Adm Log in Semi IPM project of PT PDSI by OnCall Basis process for 12 months (CN.S14PL0017A)

Jasa Tenaga Kerja

19 Mei 2014

18 Mei 2015

Employment Service

May 19, 2014

May 18, 2015

Pengadaan Jasa Tenaga Kerja Membantu Pengoperasian dan Pemeliharaan Rig LTO 750/43 Project EP Jawa-KTI Secara On Call Basis Selama 6 Bulan (CN.S14TL1014A ) Procurement of Employment Service to Assist the Operations and Maintenance of ig LTEO 750/43 Project EP Java-KTI by OnCall-Basis process for 6 months (CN.S14TL1014A)

Jasa Tenaga Kerja

01 Maret 2014

31 Agustus 2014

Employment Service

March 1, 2014

August 31, 2014

Pengadaan Jasa Inspeksi Tubular Good Standart DS-1 di Rig PDS/59 & Rig PDSI/60 Lokasi Senoro JOB PMTS, Luwuk, Banggai Sulteng (CN. No. S14PL0008A) Procurement of Inspection Service of Tubular Good Standard DS-1 on Rig PDS/59 & Rig PDSI/60 in Senoro Job PMTS, Luwuk, Banggai, Southeast Sulawesi (CN. No. S14PL0008A)

Jasa Inspeksi

21 April 2014

19 Juli 2014

Inspection Service

April 21, 2014

July 19, 2015

Pengadaan Jasa Penataan Penyusunan dan Penjilidan Arsip Keungan Untuk Kantor Pusat PT PDSI (CN. No. S14TL0010A) Procurement of Administration Service, including Archiving and Bookbinding of Financial Matters, for PT PDSI’s Headquarter (CN. No. S14TL0010A)

Jasa Penataan Arsip

01 April 2014 April 1, 2014

31 Mei 2016

PT Nusa Indah Sejahtera

Pengadaan Wire Rope Mfr. Brindon Secara Call Of Order Selama 1 Thn (SPPH No.-046/TL-DS/2013-S0) Procurement of Wire Rope Mfr. Brindon by Call-Of-Order process for 1 year (SPPH No.-046/TL-DS/2013-S0)

Pengadaan Material

PT Indo Petro Jaya

PT Wangsa Patra Parama

PT Artadrill Adi Perkasa

PT Nutrindo Pertama

Kopkar Pdsi

Administration Service

May 31, 2016

20 Mei 2014

19 Mei 2015


May 20, 2014

May 19, 2015

Pengadaan Air Clutch Secara Call Of Order (SPPH-038/LLDS/2013-S0) Procurement of Air Clutch by Call-Of-Order process (SPPH-038/ LL-DS/2013-S0)

Pengadaan Material

21 April 2014 April 21, 2014

20 April 2016

Pengadaan Jasa Sewa 2 U Silent Generator Set 200 KVA, 50 HZ Untuk Rig D-1000/56 Project EP Area Jawa (CN No. S13PL0011A) Procurement of Rent Service of 2 U Silent Generator Set 200 KVA, 50HZ for Rig D-1000/56 of Project EP Java Area (CN No. S13PL0011A)

Jasa Sewa Genset

03 Maret 2014

02 Maret 2015

Generator Rent Service

March 3, 2014

March 2, 2015

PT Tiga Musim Mas Jaya

Pengadaan Suku Cadang Screen Derrick Secara Call Of Order Selama 1 Tahun (CN No. M14TL0021A) Procurement of Screen Derrick Spare Parts by Call-Of-Order process for 1 year (CN No. M14TL0021A)

Pengadaan Material

12 Mei 2014

11 Mei 2015

May 12, 2014

May 11, 2015


Pengadaan Jasa Tenaga Kerja Membantu Operasional H T E di Project EP Drilling Area NAD-Sumbagut (CN.S14PL0010B) Procurement of Employment Service to Assist the Operations of H T E in Project EP of Aceh-Northern Sumatra Drilling Areas (CN.S14PL0010B)

Jasa Tenaga Kerja

01 Mei 2014

30 April 2016

Employment Service

May 1, 2014

April 30, 2016

PT Pratama Mitra Sejati

Pengadaan Jasa KRP Beserta Pengemudinya Untuk Menunjang Operasional PT PDSI Project EP Sumbagteng (DL-052/TLDS/2013-S0) Procurement of Passenger’s Light Vehicle Service with its driver to Support the Operations of PT PDSI’s Project EP in Central Areas of Sumatra (DL-052/TL-DS/2013-S0)

Jasa KRP

01 Mei 2014

30 April 2015

Passenger’s Light Vehicle Service

May 1, 2014

April 30, 2015

Pengadaan ATK Untuk Kantor Pusat Secara Call Of Order Selama 1 THN (CN No. S14PL0010C)

Pengadaan ATK Kantor

23 Juni 2014

22 Juni 2015

PT Mega Global Solution

PT Data Scrip




April 20, 2016


NO.

28

29

30

31

32

33

34

36

37

38

39


PEKERJAAN / PROJECT



BERAKHIR / END

Procurement of Office Supplies for the Company’s Headquarter by Call-Of-Order process for 1 year (CN No. S14PL0010C)

Office Supplies

June 23, 2014

June 22, 2015

Pengadaan Jasa Pembuatan Buletin PT PDSI THN 2014 (CN No. S14TL1022A) Procurement of Bulletin Drafting Service of PT PDSI for 2014 (CN No. S14TL1022A)

Jasa Pembuatan Buletin Bulletin Drafting Service

01 April 2014 April 1, 2014

31 Maret 2015


Pengadaan Jasa Tenaga Kerja Membantu Pengoperasian & PML Rig N1500/60 PT PDSI Secara On Call Basis di Project EP Jawa-KTI(DL-059/TL-DS/2013-S0) Procurement of Employment Service to Assist the Operations and PML of PT PDSI’s Rig N1500/60 by On-Call-Basis in Project EP Java-KTI (-059/TL-DS/2013-S0)

Jasa Tenaga Kerja

01 Maret 2014

28 Februari 2016

Employment Service

March 1, 2014

February 28, 2016

Kopkar PDSI

Pengadaan Jasa In House Training HSE Tahun 2014 (CN. No. S14TL0018A) Procurement of HSE In-House Training Service of 2014 (CN. No. S14TL0018A)

Jasa Pelatihan


31 Maret 2015

Pengadaan Jasa KRP Beserta Pengemudinya Untuk Proyek EP Area Sumbagsel Selama 3 Tahun (PAKET B) (DL-049/TLDS/2013-S0) Procurement of Passenger’s Light Vehicle Service with its driver for the Project EP of Southern Areas of Sumatra for 3 years (PAKET B) (DL-049/TL-DS/2013-S0)

Jasa KRP

03 Mei 2014

02 Mei 2017

Passenger’s Light Vehicle Service

May 3, 2014

May 2, 2017

Pengadaan Jasa Tenaga Kerja Untuk Membantu Pengoperasian & PML Rig IE900/03PT PDSI Project EP SBS Secara On Call Basis Selama 2 Tahun(CN. S14PL0020A) Procurement of Employment Service to Assist the Operations and PML of PT PDSI’s Rig IE900/03 for Project EP SBS by On-CallBasis for 2 years CN. S14PL0020A)

Jasa Tenaga Kerja

01 Juni 2014

31 Mei 2016

June 1, 2014

May 31, 2016

Penyediaan Armada H T E Untuk Membantu Moving Rig D1500-57 dari Lokasi TLG 3.2 KE Lokasi KRH 5.3 Karaha Bodas (CN. No. S14TL1055A) Procurement of H T E Armada to Assist the Moving of Rig D1500-57 from TLG 3.2 location to 5.3 Karaha Bodas location (CN. No. S14TL1055A)


20 Juni 2014

29 Juni 2014


June 20, 2014

June 29, 2014

Pengadaan Jasa KRP Beserta Pengemudinya Untuk Proyek EP Area Sumbagsel Selama 3 Tahun (PAKET A) (DL-049/TLDS/2013-S0) Procurement of Passenger’s Light Vehicle Service with its driver for Project EP in Southern Areas of Sumatra for 3 years (PAKET A) (DL-049/TL-DS/2013-S0)

Jasa KRP

03 Mei 2014

02 Mei 2017

Passenger’s Light Service Vehicle

May 3, 2014

May 2, 2017

Pengadaan Jasa Catering, Laundry dan HouseKeeping di Project Semi IPM Geothermal (CN. S14TL0009A) Procurement of Catering, Laundry, and Housekeeping Services for Project Semi IPM Geothermal (CN. S14TL0009A)

Jasa Catering

01 Juli 2014

30 Juni 2016

Catering Service

July 1, 2014

June 30, 2016

Pengadaan Jasa Catering, Laundry dan Housekeeping Untuk Project EP NAD SBU (PAKET I) (CN No. S14TL1011A) Procurement of Catering, Laundry, and Housekeeping Services for Project EP Aceh SBU (PAKET I) (CN No. S14TL1011A)

Jasa Catering

01 Juni 2014 June 1, 2014

31 Mei 2016

Pengadaan Jasa Catering, Laundry dan Housekeeping Untuk Project EP SBT (PAKET II) (CN No. S14TL1011A) Procurement of Catering, Laundry, and Housekeeping Services for Project EP SBT (PAKET II) (CN No. S14TL1011A)

Jasa Catering

Pengadaan Jasa Catering, Laundry dan Housekeeping untuk Project EP SBT (PAKET III) (CN No. S14TL1011A) Procurement of Catering, Laundry, and Housekeeping Services for Project EP SBS (PAKET III) (CN No. S14TL1011A)

Jasa Catering

CV Prikarsa Utama


PT Qudrata

PT . Cipta Hasil Sugiarto


PT Patra Jasa

PT Patra Jasa

PT Patra Jasa

PT Patra Jasa

Training Service

Employment Service

Catering Service

Catering Service

Catering Service

01 Juni 2014 June 1, 2014 01 Juni 2014 June 1, 2014

March 31, 2015

March 31, 2015

May 31, 2016 31 Mei 2016 May 31, 2016 31 Mei 2016 May 31, 2016


121


NO.

40

41

42

43

44

45

46

47

48

49

50

122


PT Patra Jasa

PEKERJAAN / PROJECT



BERAKHIR / END

01 Juni 2014 July 1, 2014

31 Mei 2016

Pengadaan Jasa Catering, Laundry dan Housekeeping untuk Project EP SBT (PAKET IV) (CN No. S14TL1011A) Procurement of Catering, Laundry, and Housekeeping Services for Project EP Java-KTI (PAKET IV) (CN No. S14TL1011A)

Jasa Catering

PT . Pancaran Samudera Transport

Pengadan Jasa Catering, Laundry dan Housekeeping Untuk Project EP SBS (PAKET III) (CN No. S14TL1011A) Procurement of Catering, Laundry, and Housekeeping Services for Project EP SBS (PAKET III) (CN No. S14TL1011A)


21 April 2014 April 21, 2014

PT Dieselindo Utama Nusa

Pengadaan Jasa Perbaikan 1 Unit Transmisi Allison S5861-2 Untuk Drawwork Rig H35-2/UY5 Project EP Jawa-KTI (CN. No. S14TL1048A) Procurement of Improvement Service of 1 Unit Transmission ofAllison S5861-2 Untuk Drawwork Rig H35-2/UY5 Project EP Jawa-KTI (CN. No. S14TL1048A)

Jasa Perbaikan Tranmisi Drawwork

09 Juni 2014

03 Juli 2014

Drawwork Transmission Repairment Service

June 9, 2014

July 3, 2014

Pengadaan Jasa Sewa Triplex Mud Pump 1000 HP c/w Engine Prime Mover Berikut Suku Cadang Untuk Mendukung Operasional Rig OW 760/20 Project EP Jawa-KTI (CN No. M14TL1047A) Procurement of Triplex Mud Pump 1000 HP Rental Services c/w Engine Prime Mover and the Sparepart to Support Operational rig OW 760/20 Project EP Java-KTI (CN No. M14TL1047A)

Jasa sewa Mud Pump

23 Juni 2014

21 September 2014

Mud Pump Rent Service

June 23, 2014

September 21, 2014

PT Petrodrill Manufacture

Pengadaan Jasa Fabrikasi Shaft Drawwork Untuk Rig N80UE/ UY3 (CN No. S14TL1049A) Procurement of Fabrication Services of Shaft Drawwork for Rig N80UE/UY3 (CN No. S14TL1049A)

Jasa Fabrikasi Shaft Drawwork Drawwork Shaft Fabrication Service

03 Juni 2014 June 3, 2014

17 Juli 2014 July 17, 2014

PT Bertindo Caturkencana

Pengadaan Jasa Sewa H T E Untuk Mendukung Operasional Rig D1500/57 di Loksai Geothermal Karaha Bodas Tasikmalaya(DL-003/LL-DS/2013-S0) Procurement of H T E Rental for Supporting Operational Rig D1500/57 in Geothermal Karaha Bodas Tasikmalaya 9DL-003/ LL-DS/2013-S0)


12 Februari 2014

11 Februari 2015


February 12, 2014

February 11, 2015

Pengadaan Jasa Tenaga Kerja Membantu Pengoperasian dan Pemeliharaan Rig D-1500/55 PT PDSI Secara On Call Basis Selama 2 THN Di Project EP Jawa-KTI (DL-050/PL-DS/2013-S0 ) Procurement of Manpower Services to Support Operation and Maintenance of Rig D-1500/55 PT PDSI on call basis for 2 years in EP Project of Java-KTI (DL-050/PL-DS/2013-S0)

Jasa Tenaga Kerja

01 Maret 2014

28 Februari 2016

Employment Service

March 1, 2014

February 28, 2016

Pengadaan Jasa Pembuatan Buletin PT PDSI Tahun 2014 (CN. No. S14TL1022A) Procurement of Bulletin Drafting Service of PT PDSI Year 2014 (CN. No. S14TL1022A)

Jasa Pembuatan Buletin Bulletin Drafting Service

01 April 2014 April 1, 2014

31 Maret 2015

Pengadaan Jasa Sewa 2 Unit Vacuum Truck Sebagai Kelengkapan Rig PDSI/59 dan Rig PDSI/60(CN. No. S14PL0013B) Procurement of Rental Services of 2 Unit of Vacuum Truck as Completion of Rig PDSI/59 and Rig PDSI/60(CN. No. S14PL0013B)


01 Juni 2014

31 Mei 2015


June 1, 2014

May 31, 2015

PT Patra Telekomunikasi Indonesia

Pengadaan Jasa Teknologi Informasi dan Jasa Tenaga Kerja Proyek Pengeboran PT PDSI(CN. No. S14TL0012A)

Jasa Tenaga Kerja

31 Agustus 2016

Procurement of Information Technology and Manpower Services of Drilling Project of PT PDSI (CN. No. S14TL0012A)

Employment Service


PT Plumpang Raya Anugrah

Pengadaan Jasa Sewa BOP Single Ram Untuk Operasional Rig N80/B2 Project EP Jawa-KTI(CN. No. S14TL1020A)

Jasa Sewa BOP

Procurement of BOP Single Ram Rental Services for Operational N80/B2 Project EP Java-KTI (CN. No. S14TL1020A)

BOP Renting Service

PT Elhifa Petromine Intrenusa

PT Lekom Maras

Cv Prikarsa Utama

PT Cipta Hasil Sugiarto


Catering Service


June 30, 2016 20 Mei 2014 May 20, 2014

March 31, 2015

August 31, 2016 15 Februari 2014 February 15, 2014


NO.


51

PT Plumpang Raya

52

53

54

55

56

57

58

59

60

61

PEKERJAAN / PROJECT



BERAKHIR / END

11 April 2014

09 Juli 2015

December 17, 2013

February 15, 2014

Pengadaan Jasa Sewa Double RAM 11" X 10.000 Psi c/w Shear RAM Untuk Rig N80/B2 Project EP Jawa-KTI (CN No. S14TL1044A) Procurement of Double Rental Services of RAM 11” x 10,000 Psi c.q Shear RAM for Rig N80/B2 Project of EP Java-KTI (CN No. S14TL1044A)

Jasa Sewa BOP

Pengadaan Jasa Konsultasi, Pelatihan, Implemantasi Lean Warehousing Berdasarkan Metode 5S dan Pendekatan K3 Area Jawa & SBS (CN. No. S14PL0024A) Procurement of Consulting, Training, Implementation of Lean Warehousing Services Based on 5S Method and Approach to K3 Area of Java & SBS (CN. No. S14PL0024A)

Jasa Pelatihan

23 Juni 2013

22 Desember 2014

Training Service

June 23, 2013

December 22, 2014

Pengadaan Jasa Tenaga Kerja Membantu Pengoperasian dan Pemeliharaan Rig CWKM 200A NO. 1/9 DI Project EP NADSBU(CN. S14PL0018A) Procurement of Manpower Servies to Help the Operation and Maintenance of Rig CQKM 200A No. 1/9 at EP NAD-SBU Project (CN. S14PL0018A)

Jasa Tenaga Kerja

01 Agustus 2014

31 Juli 2016

August 1, 2014

July 31, 2016

Pengadaan Jasa Security dan Banlok Untuk Pengamanan di Project EP Jawa-KTI, Adm Security dan Banlok Untuk Rig PT PDSI (CN. S14PL0012b) Procurement of Security Services and Banlok for Security at EP Project, Java-KTI, Administration of Security and Banlok for Rig PT PDSI (CN. S14PL0012b)

Jasa Tenaga Kerja

01 Agustus 2014

31 Juli 2016

Employment Service

August 1, 2014

July 31, 2016


Jasa General Services di Rig 110UE/59 Project JOB-PMTS(CN. S14TL0017A) General Services at Rig 11UE/59 Project of jOB-PMTS (CN. S14TL0017A)


16 Juni 2014 June 16, 2014


PT Qudrata

Pengadaan Jasa Tenaga Kerja Untuk Membantu Pengoperasian Armada Angber & Crane dan Pemeliharaan di Bengkel PML/H T E di Project EP SBS (CN. S14PL0019A) Procurement of Manpower Services to assist the operation of Angber & Crane Fleet and the Maintenance at PML/H T E at Workshop of pML/H T E at EP SBS Project (CN. S14PL0019A)

Jasa Tenaga Kerja

01 Juli 2014

30 Juni 2016

Employment Service

July 1, 2014

June 30, 2016

Pengadaan Jasa Tenaga Kerja Untuk Membantu Pengoperasian Rig N110 M1/18 di Project EP SBS (CN. S14PL0019A) Procurement of Manpower Service to Assist the Operation of Rig N110 M1/18 at EP SBS Project (CN. S14PL0019A)

Jasa Tenaga Kerja

01 Juli 2014

30 Juni 2016

Employment Service

July 1, 2014

June 30, 2016

Pengadaan Jasa Tenaga Kerja Membantu Pekerjaan Administrasi, Pengoperasian Komputer dan Office Boy di Project EP SBS (CN. S14PL0019A) Procurement of Manpower to Assist the Administration, the Operation of Computer and Office Boy at EP SBS Project (CN. S14PL0019A)

Jasa Tenaga Kerja

01 Juli 2014

30 Juni 2016

Employment Service

July 1, 2014

June 30, 2016

PT Cipta Merah Putih


PT Bima Jaya Security

PT Qudrata


PT Barata Indonesia

BOP Renting Service

Employment Service

General Services

Pengadaan Jasa Sandblasting Inspeksi, Perbaikan & Pengecatan Komponen Top Drive Dalam Rangka Re-Sertifikasi Top Drive Milik PT PDSI (DL-046/PL-DS/2013-S0) Procurement of Sandblasting Services for Inspection, Improvement & Painting of Top Drive Component in the form of Re-certification of Top Drive owned by PT PDSI (DL-046/PLDS/2013-S0)

Jasa Inspeksi

01 April 2014

31 Maret 2016

Inspection Service

April 1, 2014

March 31, 2016

PT Kajun Karkam Perkasa

Pengadaan Jasa Inspeksi Rig Electrical 1000 hp Untuk Lelang VICO (CN No. S14TL1056A) Procurement of Inspection Services of 1000 hp Electrical Rig for VICO Auction (CN No. S14TL1056A)

Jasa Inspeksi

01 Juli 2014

Inspection Service

July 1, 2014



Pengadaan Jasa Tenaga Kerja Membantu Pengoperasian dan Pemeliharaan Rig N80B1/27 di Project EP Sumbagsel(CN. S14PL0021A)

Jasa Tenaga Kerja

01 Agustus 2014

31 Juli 2016


123


NO.

62

63

64

65


PT Widodo Lintas Samudra

PT Banggai Sentral Sulawesi

PT Saka Tehnik Utama


PEKERJAAN / PROJECT


Procurement of Manpower Service to support the Operation and Maintenance of Rig N80B1/27 at EP Sumbagsel Project (CN. S14PL0021A)

Employment Service

Repeat Order Jasa Sewa H T E & Crane Untuk Melayani Kegiatan Rig PT PDSI di Field Sangata dan UBEB Sanga-Sanga Kalimantan Timur Selama 1 Thn dengan System Minimum Charge dan On Call Basis (CN.S14TL1068A) Repeat Order of Rental Services of H T E & Crane to Serve the Operation of Rig of PT PDSI at Sangata Field and UBEB SangaSanga, East Kalimantan for 1 Year with Minimum Charge System and On-Call Basis (CN.S14TL1068A)


BERAKHIR / END

August 1, 2014

July 31, 2016


01 September 2014

31 Agustus 2015


September 01, 2014

August 31, 2015

Pengadaan Jasa Mobilisasi Rig PDSI#41.3/N110 UE/59 dari Lokasi Senoro 2 Ke Lokasi PPGM Maleo Raja 2 Sulawesi Tengah (CN.S14TL0024A) Procurement of Mobilization Services of Rig PDSI#41.3/N110 UE/59 from Senoro 2 Location to PPGM Maleo Raja 2 Location, Central Sulawesi (CN.S14TL0024A)




Pengadaan Jasa Perbaikan Valve & Back Pressure Manifold (BPM) Serta Sertifikasi Secara On CalL Basis (DL-043/LLDS/2013-S0) Procurement of Valve & Back Pressure Manifold Improvement (BPM) Services and Certification on call basis (DL-043/LLDS/2013-S0)

Jasa Perbaikan Valve

01 Maret 2014

28 Februari 2015

Valve Improvement Services

March 01, 2014

February 28, 2015

Pengadaan Jasa Angkutan Darat dan Alat Angkat Darat Berat Untuk Menunjang Operasional Rig D 1500/55 di BunyuKaltim(CN.S14TL0020A ) Procurement of Land Transportation Services and Lifting Equipment of Heavy Equipment to support the operation of Rig D 1500/55 at Bunyu-East Kalimantan (CN.S14TL0020A)


22 Agustus 2014

20 Februari 2015


August 22, 2014

February 20, 2015


66

PT Irama Bintang Timur

Pengadaan Jasa Sewa Tanaman Hias di Kantor Pusat PT PDSI (CN.S14PL0033B) Procurement of Rental Services of Ornamental Plant at Head Office of PT PDSI (CN.S14PL0033B)

Jasa Sewa Tanaman Hias Ornamental Plant



67

PT Pertamedika Bina Medika (Pertamedika)

Pengadaan Jasa Pelayanan Kesehatan Sistem Manage Care Bagi Pekerja dan Keluarga (DL-055/TL-DS/2013-S0) Procurement of Health Service of Manage Care System for Workers and Family (DL-055/TL-DS.2013-S0)

Jasa Pelayanan Kesehatan Health Services



68

PT Varcoindo Bina Jaya

Perbaikan 1 Unit Hawk Jaw Junior Model 65K-950 JR Asset Rig PDSI#12.3/N110-M (CN No. S14TL0021A) Improvement of 1 Unit of Hawk Jaw of Junior, Model 65K-950 JR Asset Rig PDSI#12.3/n110-M (CN No. S14TL0021A)

Jasa Perbaikan Hawk jaw Hawk Jaw Improvement Services



69

PT Pertamedika Bina Medika (Pertamedika)

Pengadaan Jasa Moving Rig D1000/52 Beserta Material yang Menyertainya dari Lokasi MTD-06 Ke Lokasi Pomagu Port Dondang VICO Kaltim (CN No. 14PL0028A) Procurement of Moving Rig D1000/52 and its Material from MTD-06 Location to Pomagu Port Dondang VICO Location, East Kalimantan (CN No. 14PL0028A)


12 Agustus 2014

15 September 2014


August 12, 2014

September 14, 2014


Pengadaan Jasa Tenaga Kerja Membantu Pengoperasian & PML Rig OW 760/20 Di Project EP Jawa-KTI (CN.S14PL0032A)

Jasa Tenaga Kerja

31 Agustus 2016

Procurement of Manpower Services to Assist the Operation & PML Rig OW 760/20 at EP Project, Java-KTI (CN.S14PL0032A)

Employment Service


Pengadaan Jasa Sport Charter HTE Untuk Operasional Rig PDSI#18.2/LTO 650-M di Lokasi Loise Sanga-sanga Kaltim Selama 3 BULAN (CN.S14TL0026A) Procurement of Sport Charter HTE Services for Rig Operation of PDSI#18.2/LTO 650-M at Loise Sanga-Sanga Location, East Kalimantan for 3 MONTHS (CN.S14TL0026A)


70

71

124

PT Widodo Lintas Samudra




August 31, 2016 10 Desember 2014 December 10, 2014


NO.

72

73

74

75

76

77

78

79

80

81

82


PEKERJAAN / PROJECT


PT Pertamina Bina Medika (Pertamedika)

Pengadaan Jasa Pelayanan Medical Check Up (MCU) Untuk Pekerja Outsourcing PT PDSI (CN.S14TL0022A)

Jasa Pelayanan Kesehatan

Procurement of Medical Check Up Services (MCU) for Outsourcing Worker of PT PDSI (CN.S14TL0022A)

Healthcare Services

PT Setia Bhakti Tirta Persada

Pengadaan Jasa Tenaga Kerja Untuk Membantu Pengoperasian & PML Rig H40D/24 di Project EP Jawa-KTI (CN.S14PL0032A) Procurement of Manpower Services to support the Operation & PML Rig H40D.24 at EP Project, Java-KTI (CN.S14PL0032A)

Jasa Tenaga Kerja

PT Setia Bhakti Tirta Persada

Pengadaan Jasa Tenaga Kerja Untuk Membantu Pengoperasian & PML Rig MSH 2000/30 di Project EP Jawa-KTI (CN.S14PL0032A) Procurement of Manpower Services to support the operation & PML Rig MSH 2000/30 at EP Project, Java-KTI (CN.S14PL0032A)

Jasa Tenaga Kerja

PT Serasi Autoraya

Pengadaan Jasa Sewa 1 Unit KRP Berikut Pengemudi Untuk Operasional Unit H2S di Lahendong Sulawesi Utara Selama 6 Bulan (CN.S14TL1024B) Procurement of Rental Service of 1 Unit of KRP adn its Operator for the Operational Unit of H2S at Lahendong, North Sulawesi, for 6 months (CN.S14TL1024B)

Jasa KRP

Pengadaan Jasa Tenaga Kerja Untuk Membantu Pengoperasian & PML Rig N110M2/31 di Project EP Jawa-KTI (CN.S14P0032A)

Jasa Tenaga Kerja

Procurement of Manpower Services to Support the Operation & PML Rig N110M2/31 at EP Project of Java-KTI (CN.S14 P0032A)

Employment Service

Pengadaan Suku Cadang Screen Shale Shaker Mfr Brandt Dengan Sistem Call Of Order Selama 1 (satu) Tahun (SPPH-044/ TL-DS/2013-S0) Procurement of Sparepart of Screen Shale Shaker Mfr Brandt with Call of Order System for 1 (one) Year (SPPH-044/TLDS/2013-S0)

Pengadaan Material

Pengadaan Jasa Pengangkutan Porta Camp, DP, HWDP Serta Material Lainnya dari Sunter ke VICO Pamaguan (CN S14PL0049A) Procurement of Porta Camp Transportation Services, DP, HWDP and Other Materials from Sunter to VICO Pamaguan (CN S14PL0049A)



Employment Service

Employment Service

KRP Services


BERAKHIR / END



01 Oktober 2014 October 01, 2014




01 Mei 2014

31 Oktober 2014

May 01, 2014

October 31, 2014



01 Mei 2014

30 April 2015

May 01, 2014

April 30, 2015


01 Oktober 2014

01 November 2014


October 01, 2014

November 01, 2014

Pengadaan Jasa Tenaga Kerja Membantu Pekerjaan Administrasi Kantor Serta Tenaga Drill Pipe Management di Project EP Jawa-KTI (CN. S14PL0034A) Procurement of Manpower Servie to Support Office Administration and Drill Pipe Management Manpower at EP Java-KTI Project (CN. S14PL0034A)

Jasa Tenaga Kerja

01 Oktober 2014

30 September 2016

Employment Service

October 01, 2014

September 30, 2016


Pengadaan Jasa Mobilisasi Rig N110M1/18 dari Lumut Balai ke Ulu Belu(CN. No. S14TL0014A) Procurement of Mobilizaiton Services of Rig N110M1/18 from Lumut Balai to Ulu Belu (CN. No. S14TL0014A


14 Mei 2014

17 Juni 2014

May 14, 2014

June 17, 2014


Pengadaan Jasa Penyediaan Armada H T E Stand By Area Sumbagsel (CN. S14TL1052A) Procurement of H T E Fleet Supply to Standby at Sumbagsel Area (CN. S14TL1052A)


01 Juli 2014



Pengadaan Jasa Penyediaan Armada H T E Stand By Area Jawa -KTI (CN. S14TL1052A) Procurement of H T E Fleet Supply to Standby at Sumbagsel Area (CN. S14TL1052A)


01 Juli 2014

PT . Widodo Lintas Samudra

PT Citra Adi Gemilang


July 1, 2014

July 1, 2014



125


NO.

83

84

85

86

87

88

89

90

91

92

93

126


PEKERJAAN / PROJECT

PT . Pancaran Samudera Transport

Pengadaan Jasa Mobilisasi Rig #22.2/OW 700-M dari Rengasdengklok Jawa Barat Ke Louise Sanga-sanga Kaltim(CN. No. S14PL0050A) Procurement of Mobilization Service of Rig #22.2/OW 700-M from Rengasdengklok of West Java to Louise Sanga-Sanga, East Kalimantan (CN No. S14PL0050A)


PT Lekom Maras



BERAKHIR / END


08 Oktober 2014

21 November 2014


October 08, 2014

November 21, 2014

Pengadaan Jasa KRP Untuk Keperluan Tanaga Geologis Secara On Call Basis di Project EP Jawa-KTI (CN S14TL0027A) Procurement of KRP Services for Manpower to Operate Geological-related System on call basis at EP Project, Java-KTI (CN S14TL0027A)

Jasa KRP



Pengadaan Jasa Tenaga Kerja HSE Pada Kegiatan Operasi Pengeboran, KUPL di PT PDSI Selama 2 Thn (CN. S14PL0039A ) Procurement of Manpower Service of HSE in Drilling Operation, KUPL at PT PDSI for 2 years (CN. S14PL0039A )

Jasa Tenaga Kerja



Jasa General Services Untuk Rig Prima D-1000/52 di Lokasi Mutiara / Muara Badak, Balikpapan / Samarinda Kaltim(CN. S14TL0023A) General Services for Rig Prima D-1000/52 at Mutiara / Muara Badak, Balikpapan / Samarinda Location, East Kalimantan (CN. S14TL0023A)



31 Agustus 2016

PT Aneka Jasa Makmur

Pengadaan Jasa Tenaga Kerja Untuk Membantu Pengoperasian dan PML Rig H40D/29 di Project EP SBS (CN. S14PL0035A) Procurement of Manpower Services to Support the operation and PML Rig H40D/29 at EP SBS Project (CN. S14PL0035A)

Jasa Tenaga Kerja

PT Aneka Jasa Makmur

Pengadaan Jasa Tenaga Kerja Untuk Membantu Pengoperasian dan PML Rig EMSCO D2/38 di Project EP SBS (CN. S14PL0035A) Procurement of Manpower Services to Support the operation and PML Rig EMSCO D2/38 at EP Project, SBS (CN. S14PL0035A)

Jasa Tenaga Kerja

PT Agra Cahaya Mandiri

Pengadaan Jasa Pemeliharaan CCTV, Access Control, Elevator VIP dan Swing Gate Graha PDSI & Van Deer Steur (CN. S14TL0033A) Procurement of Maintenance Service of CCTV, Access Control, VIP Elevator and Swing Gate Graha PDSI & Van Deer Steur (CN. S14TL0033A)

Mayjen Tni (Purn) Wilono Jatiwiyono Sip, Msc

PT Multi Jasa Teknik



PT Sucofindo (Persero)

KRP Services

Employment Service

General Services

August 31, 2016





Jasa Pemeliharaan Akses kantor

01 Oktober 2014

30 September 2016

Maintenance Services for Access to Office

October 01, 2014

September 30, 2016

Pengadaan Jasa Konsultan Perorangan Advisory Service For Security Management (CN.S14TL1079A)

Jasa Konsultan

31 Oktober 2015

Procurement of Advisory Service For Security Management (CN.S14TL1079A)

Consulting Services


October 31, 2015

Pengadaan Jasa Perbaikan / Redress dan Inspeksi Fishing dan Drilling Jar (CN.S13TL0159A) Procurement of Improvement Service/Redress and Inspection of Fishing and Drilling Jar (CN.S13TL0159A)

Jasa Inspeksi

01 Maret 2014 March 01, 2014


Pengadaan Jasa Sewa Sewa Sense Pit Volume Totalizer (PVT) System c/w Rig Sense dan Kelengkapannya Untuk Rig N1500/60 (CN. S14TL1058A) Procuremnt of Rental Service of Sense Pit Volume Totalizer (PVT) System c/w Rig Sense and its Completeness for Rig N1500/60 (CN. S14TL1058A)

Jasa Sewa VPT system

15 Juli 2014

14 Januari 2015

VPT System Rental Services

July 15, 2014

January 14, 2015

Pengadaan Jasa Tenaga Kerja Untuk Membantu Pengoperasian dan PML Rig LTO 750/43 di Project EP Jawa-KTI (CN. S14PL0032A) Procurement of Manpower Services to the Support the Operation and PML Rig LTO 750/43 at EP Project of Java-KTI (CN. S14PL0032A)

Jasa Tenaga Kerja


31 Agustus 2016


Employment Service

Employment Service

Inspection Service

Employment Service

August 31, 2016


NO.

94

95

96

97

98

99

100

101

102


PEKERJAAN / PROJECT


PT Surveyor Indonesia (Persero) Cabang Palembang

Pengadaan Jasa Tenaga Kerja Untuk Membantu Pengoperasian dan PML Rig CWKT-210B 3A/42 di Project EP Sumbagsel (CN. S14PL0035A) Procurement of Manpower Service to Support the Operation and PML Rig CWKT-210B 3A/42 at EP Project, Sumbagsel (CN. S14PL0035A)

Jasa Tenaga Kerja

PT Sucofindo (Persero)

Pengadaan Jasa Tenaga Kerja Untuk Membantu Pengoperasian dan PML Rig F200/UY8 di Project EP Jawa-KTI (CN. S14PL0032A)

Jasa Tenaga Kerja

Procurement of Manpower Service to Support the Operation and PML Rig F200/UY8 at EP Project, Java-KTI (CN. S14PL0032A)

Employment Service

Pengadaan Jasa Mobilisasi Rig PDSI # 18.2/LTO-650-M dari Lokasi OGN-A9 ke LSE-K01 Field Sanga-Sanga Kutai Kertanegara (CN. S14TL0019A) Procurement of Mobilization Rig Service of PDSI # 18.2/LTO650-M from OGN-A9 location to LSE-K01 Field Sanga-Sanga Kutai Kertanegara (CN. S14TL0019A)


Pengadaan Jasa Sewa HTE dan Crane Untuk Melayani Kegiatan Rig PDSI#28.2/D1000-E Project VICO Kalimantan Timur Selama 2 Tahun (S14PL0044A) Procurement of Rental Service of HTE and Crane to Support the Operaiton of Rig PDSI#28.2/D1000-E, VICO Project, East Kalimantan for 2 Years (S14PL0044A)

PT Prospektif Multi Karya

PT Suprima Mitra Adihusada

PT Pos Logistik


PT Baroid Indonesia


PT Plumpang Raya

Employment Service


BERAKHIR / END


31 Oktober 2016


October 31, 2016 31 Oktober 2016 October 31, 2016

13 Juli 2014

26 Agustus 2014

July 13, 2014

August 26, 2014


24 Oktober 2014

23 Oktober 2016

Mobilization/ Moving/H T E Services

October 24, 2014

October 23, 2016

Pengadaan Jasa Catering, Laundry dan Housekeeping Untuk Operasional Rig D-1000/52 Project VICO (CN No. S14PL0048A) Procurement of Catering Service, Laundry and Housekeeping for Rig D-1000/52 Rig of VICO Project (CN No. S14PL0048A)

Jasa Catering



Pengadaan Jasa Onsite Medical Services Untuk 1 Rig di Project Pengeboran VICO Kalimantan Timur Selama 2 Tahun (CN No. S14PL0043A) Procurement of Onsite Medical Services for 1 Rig at Drilling Project, VICO Drilling, East Kalimantan, for 2 Years (CN No. S14PL0043A)

Jasa Onsite Medical Services

09 Oktober 2014

08 Oktober 2016

Onsite Medical Services

October 09, 2014

October 08, 2016

Pengadaan Jasa Sewa 2 (dua) Unit Tanki Terdiri dari 1 (satu) Unit Mud Tank Caps. Min.200 bbls c/w Agitator dan Fasilitas Lainnya Untuk Base Oil Storage, 1 (satu) Set Mud Tank Caps. Min 1000 bbs c/w Agitator dan Lengkap dengan Fasilitas Lainnya Untuk Syntetic Oil Base Mud (SOBM) Storage, Pada Operasi Pengeboran di Rig D1000/52 VICO Procurement of Rental Services of 2 (two) Units of Tank, comprising of 1 (one) Unit of Mud Tank with the capacity of Min. 200 bbls c/w, Agitator and Other Facilities for Base Oil Storage, 1 (one) set of Mud Tank Capacity of min 1000 bbs c/w Agitator, completed with oterh facilities for syntetic oil base mud (SOBM) Sotrage, at the Drilling Operation at Rig D1000/52 VICO

Jasa Sewa Tangki Lumpur

21 Oktober 2014

20 Oktober 2015

Mud Tank Rental Services

October 21, 2014

October 20, 2015

Pengadaan Jasa Sewa 3 (tiga) Unit Crane Mobile 50 Ton Untuk Standby di Lokasi Proyek Semi IPM Geothermal Karaha Bodas Rig D1500/57 (CN. No. S14LL0002C ) Procurement of Rental Services of 3 (three) crane mobile 50 tons unit to standby at Proejct Location of Semi IPM Geothermal of Karaha Bodas of Rig D1500/57 (CN. No. S14LL0002C)



19 Januari 2015

Pengadaan Jasa Sewa Drilling Sting Non Internal Plastic Coating Untuk Operasi Pengeboran Rig D-1500/57 di Proyek Semi IPM Geothermal (CN No. S14TL0005A) Procurement of Drilling Sting Non Internal Plastic Coating Rental Services for the Operation of Rig D-1500/57 Drilling at Semi IPM Geothermal Project (CN No. S14TL0005A)

Jasa Sewa Drilling Sting

15 Maret 2014

10 September 2014

Drilling Sting Rental Services

March 15, 2014

September 10, 2014

Mobilization/ Moving/H T E Services

Catering Service

Mobilization/Moving/ H T E Services

January 19, 2015


127


NO.

103

104

105

106

107


Kopkar Pdsi

PEKERJAAN / PROJECT


BERAKHIR / END


31 Oktober 2015

Pengadaan Consumable Material (CN. No. M14PL0086A)

Pengadaan Material

Procurement of Consumable Material (CN. No. M14PL0086A)


Pengadaan Jasa Mobilisasi Rig PDSI#09.2/N80UE Beserta Perangkat Yang Menyertainya dari Lokasi NR.37 Niru Prabumulih Ke Lokasi Pertamina EP Field Bunyu Kaltim (CN. S14TL0031A) Procurement of Mobilization Service of Rig PDSI#09.2/N80UE and Its Equipment from NR.37 Niru Prabumulih Location to Pertamina EP Field Bunyu Location, East Kalimantan


10 September 2014

24 Oktober 2014


September 10, 2014

October 24, 2014


Pengadaan Jasa Sewa Armada KRP Untuk Melayani Kegiatan Rig D1000/52 Project VICO Kaltim (CN No. S14TL0036A) Procurement of Fleet Rental Service of KRP to Support the Operation of Rig D1000/52, VICO Project, East Kalimantan (CN No. S14TL0036A) (CN. S14TL0031A)

Jasa KRP



PT Rezeki Surya Intimakmur

Perbaikan Lantai Gudang PT PDSI Sunter-Jakarta Utara (CN No. S14PL1003A)

Jasa Perbaikan Gudang

16 Januari 2015

Renovation of Floor of PT PDSI Warehouse, Sunter-North Jakarta (CN No. S14PL1003A)

Warehouse Renovation Service


Pengadaan Jasa Mobilisasi Rig PDSI#39.3/D1500-E Lengkap dengan material yang menyertainya dari lokasi Geothermal Karaha Bodas ke Lokasi Geothermal Kamojang Jawa Barat (CN No. S14TL0028A) Procurement of Mobilization Services of Rig PDSI#39.3/ D1500-E complete with the material, from Geothermal Karaha Bodas location to Geothermal Kamojang Location, West Java (CN No. S14TL0028A)


16 September 2014

30 September 2014


September 16, 2014

September 30, 2014

PT Pos Logistik


Total Mobilisasi Rig pada 2014 NO


RIG

KRP Service

October 31, 2015

January 16, 2015

Table of Rig Mobilization in 2014 DARI / FROM

KE / TO

JARAK / DISTANCE

JANGKA WAKTU / PERIOD

KETERANGAN / NOTES

1

PDSI #39.3/D1500-E

Hulu Lais Sumbagsel

Karaha Bodas Jawa

± 991 Km

± 28 Hari / Days

Antar area Lewat darat / Inter-area, by land

2

PDSI #25.2/LTO750-M

Jawa

Anggana Kalimantan

± 1411 Km

± 33 Hari / Days

Lewat Laut Dan Darat / by sea and land

3

PDSI #12.3/N110-M

Jawa

Jambi

±1160 Km

± 20 Hari / Days

Antar area lewat darat / inter-area, by land

4

PDSI #31.3/D1500-E

Jawa

Bunyu Kalimantan

± 2172 Km

± 29 Hari / Days

Lewat laut dan darat / by sea and land

5

PDSI #28.2/D1000-E

Matindok Sulawesi

Project Vico Kalimantan

±1597 Km

± 55 Hari / Days


6

PDSI #01.2/N80B-M

Jawa

Kalimantan

± 1450 Km

± 55 Hari / Days


7

PDSI #09.2/N80UE-E

Prabumulih Sumbagsel

Bunyu Kalimantan

± 2850 Km

± 40 Hari / Days

Antar area lewat laut dan darat / inter-area, by sea and land

8

PDSI #22.2/OW700-M

Jawa

Sanga-Sanga Kalimantan

± 1450 Km

± 56 Hari / Days


128



NO

RIG

DARI / FROM

KE / TO

JARAK / DISTANCE

JANGKA WAKTU / PERIOD

KETERANGAN / NOTES

9

PDSI #18.2/LTO650-M


Sanga-Sanga Kalimantan

± 1900 Km

± 31 Hari / Days

Antar area lewat laut dan darat / inter-area, by sea and land

10


Mangkang Jawa


± 900 Km

± 19 Hari / Days

Antar area Lewat darat / inter-area, by land

11

PDSI #19.1/LTO350-M

Nad-Sumbagut

Jambi

± 700 Km

± 24 Hari / Days


12

PDSI #17.2/NT45-M

Jambi

Ogan SUMBAGSEL

± 350 Km

± 13 Hari / Days


Pertumbuhan Kapasitas Rig

Rig Capacity Growth

Pada 2014, penambahan rig PDSI tercatat sebanyak 2 unit rig,

In 2014, PDSI added 2 Rig units that were new investment. The

di mana 2 unit rig merupakan investasi baru yaitu:

two new rigs were:

1. 1 (satu) unit rig PDSI #42.3/N1500-E (1500 HP) manufacture

1. 1 unit of Rig PDSI #42.3/N1500-E (1500 HP) NOV

NOV dari Houston 2. 1 (satu) unit Rig PDSI #43.3/AB1500-E (1500 HP) manufacture CTE Batam

manufacture from Houston 2. 1 unit of Rig PDSI #43.3/AB1500-E (1500 HP) CTE manufacture, Batam

Rig PDSI#43.3/AB1500-E merupakan walking rig. Oleh karena

Rig PDSI#43.3/AB1500-E is walking rig. Therefore, this rig can

itu, rig ini mampu mempersingkat waktu moving antarsumur

accelerate moving time between wells in one cluster. This rig

dalam satu cluster. Rig ini berbeda dengan rig elektrik pada

is different from electrical rig in general that uses DC motor to

umumnya yang menggunakan motor DC untuk menggerakkan

move its main components. This rig uses AC motor with VFD

komponen utama. Rig ini menggunakan motor AC dengan VFD

(Variable Frequency Devices) to manage motor speed. As for

(Variable Frequency Devices) untuk mengatur kecepatan motor,

Rig PDSI#42.3/N1500-E, it is an electrical rig without walking

sedangkan untuk Rig PDSI #42.3/N1500-E merupakan Rig

system. The following is the description of the rigs:

elektrik tanpa mengunakan walking system. Berikut uraiannya: 1. Rig 1500 HP yang pertama PDSI #42.3/N1500-E datang ke

1. The first 1500 HP rig, PDSI#42.3/N1500-E arrived in

Indonesia pada bulan April 2014 dan mulai awal operasi di

Indonesia on April 2014 and was first operated for JOB

proyek JOB Medco Tomori pada 22 Mei 2014.

Medco Tomori Project on May 22, 2014

2. Rig 1500 HP yang kedua PDSI #43.3/AB1500-E adalah rig

2. The second 1500 HP rig, PDSI#43.3/AB1500-3 is a rig built

yang dibangun di Batam, dengan waktu pembangunan 10

in Batam with 10 months construction time and it will

bulan dan akan beroperasi di sumur Pertamina Geothermal

operated in Pertamina Geothermal Energy well in early

Energy awal tahun 2015.

2015.

Dalam periode enam tahun, pertumbuhan kapasitas rig

In 6 year period, rig capacity growth has increased significantly,

mengalami peningkatan yang signifikan. Terhitung sejak PDSI

starting from the establishment of PDSI in 2008, there has been

berdiri pada 2008, telah terjadi pertumbuhan sebesar 19.680

a growth of 19.680 HP until 2014 (± 105%) with addition of 18

HP sampai dengan 2014 (± 105%) dengan penambahan rig 18

rig units (± 75%), as can be seen in the following “Graph of 2014

unit (± 75%) seperti yang terlihat pada “Grafik Pertumbuhan

Rig Capacity Growth.”

Kapasitas Rig 2014” berikut.


129


Grafik Pertumbuhan Kapasitas Rig 2014

2014

Graph of 2014 Rig Capacity Growth

30.476,30

42

2013

38.480 30.576,30

40

2012

35

2011

32

2010

29

2009

26

2008

35.480 28.051

24.313 26.280

Actual HP = Total HP keseluruhan rig 2014

21.983 23.380 20.273 21.300 18.800

24 -

HP Rig Year = Total HP rig yang terpakai dalam tahun 2014

29.130

18.800

5.000

10.000

15.000

20.000

25.000

30.000

35.000

40.000

45.000

Keterangan 1. Tahun 2009 PDSI #01.2/N80B-M (1000 HP) + PDSI #37.3/F200-E (1500 HP) 2. Tahun 2010 PDSI #10.2/D700-M (630 HP) + PDSI #36.1/SKYTOP650-M (450 HP) + PDSI #06.2/N80UE-E (1000 HP) 3. Tahun 2011 PDSI #35.1/IDECO-H35-M (350 HP) + PDSI #28.2/D1000-E (1500 HP) + PDSI #29.3/D1500-E (1000 HP) 4. Tahun 2012 PDSI #33.1/IDECO-H35-M (350 HP) + PDSI #31.3/D1500-E (1500 HP) + PDSI #30.2/D1000-E (1000 HP) 5. Tahun 2013 PDSI #34.1/IDECO-H35-M (350 HP) + PDSI #39.3/D1500-E (1500 HP) + PDSI #38.2/D1000-E (1000 HP) + PDSI #40.4/LDW2000-E (2000 HP) + PDSI #41.3/N110UE-E (1500 HP) 6. Tahun 2014 PDSI #42.3/N1500-E (1500 HP) + PDSI #43.3/AB1500-E (1500 HP)

Notes: 1. Year 2009 PDSI #01.2/N80B-M (1000 HP) + PDSI #37.3/F200-E (1500 HP) 2. Year 2010 PDSI #10.2/D700-M (630 HP) + PDSI #36.1/SKYTOP650-M (450 HP) + PDSI #06.2/N80UE-E (1000 HP) 3. Year 2011 PDSI #35.1/IDECO-H35-M (350 HP) + PDSI #28.2/D1000-E (1500 HP) + PDSI #29.3/D1500-E (1000 HP) 4. Year 2012 PDSI #33.1/IDECO-H35-M (350 HP) + PDSI #31.3/D1500-E (1500 HP) + PDSI #30.2/D1000-E (1000 HP) 5. Year 2013 PDSI #34.1/IDECO-H35-M (350 HP) + PDSI #39.3/D1500-E (1500 HP) + PDSI #38.2/D1000-E (1000 HP) + PDSI #40.4/LDW2000-E (2000 HP) + PDSI #41.3/N110UE-E (1500 HP) 6. Year 2014 PDSI #42.3/N1500-E (1500 HP) + PDSI #43.3/AB1500-E (1500 HP)

Berkurangnya total HP rig year 2014 dari tahun 2013

The decreasing in total HP rig year 2014 compared to 2013 was

dikarenakan terdapat 2 rig yang mengalami penurunan

due to 2 rigs that experienced reduction in HP in Installation

besaran HP pada Sertifikat Kelayakan Penggunaan Instalasi

Utilization Feasibility Certificate (IUFC), the two rigs were:

(SKPI), dua rig tersebut adalah: 1. Rig PDSI #14.4/MSH2000-M dari 1600 HP pada SKPI menjadi 1000 HP 2. Rig PDSI #37.3/F200-E dari 1500 pada SKPI menjadi 1000

1. Rig PDSI #14.4/MSH2000-M from 1600 HP in IUFC to 1000 HP 2. Rig PDSI #37.3/F200-E from 1500 in IUFC to 1000 HP

HP Pengembangan Strategi Operasional PDSI

PDSI’s Operational Strategy Development

Dalam rangka mengembangkan strategi usaha, PDSI terus

To develop business strategy, PDSI continues to improve

berinovasi untuk meningkatkan kinerjanya untuk memenuhi

its performance in fulfilling the need of national oil and gas

kebutuhan produksi migas nasional, yang salah satunya

production. One of the improvement is by implementing

dengan menerapkan Project Management Body of Knowledge

Project Management Body of Knowledge (PMBoK) and

(PMBoK) dan Maintenance Excellence.

Maintenance Excellence.

130



Maintenance Excellence Program

Maintenance Excellence

Maintenance

Excellence

secara

Maintenance Excellence program was conducted continuously

berkesinambungan untuk mendukung proses bisnis PDSI.

to support business process of PDSI. 2014 Maintenance

Program Maintenance Exellence 2014 bertujuan untuk

Excellence program aimed at reducing equipment damage

mengurangi terjadinya kerusakan peralatan yang dapat

that could result in downtime, minimizing loss due to decrease

berakibat

downtime,

dilaksanakan

meminimalisasi

kerugian

karena

in income and maintaining the image of PDSI.

menurunnya pendapatan, serta menjaga citra PDSI. Selama 2014, program ini telah melaksanakan beberapa

In 2014, this program conducted several activities as follows:

kegiatan sebagai berikut: Strategy

Strategi 1. Memiliki

cadangan

unit

alat

utuh

dengan

cara

memberdayakan unit yang tidak terpakai.

1. Having spare unit of intact equipment by utilizing unused units.

2. Memanfaatkan kolaborasi antara sistem administrasi dan

2. Utilizing collaboration between administrative system

database dengan teknologi berjaring elektronik terpadu,

and database with electronic-integrated technology,

mengoptimalkan sistem pemeliharaan online sistem

optimizing online maintenance system such as My-SAP

antara lain Plant Maintenance (PM) yang berbasis My-SAP

based Plant Maintenance (PM) with and web based Online

dan Online Maintenance System (OMS) yang berbasis web,

Maintenance System (OMS) and installing E-Genkit unit for

serta melakukan pemasangan unit E-Genkit untuk proses

online and realtime engine monitoring process.

monitoring engine secara online dan realtime. 3. Membuat kontrak-kontrak jangka panjang terkait jasa

3. Making long term contracts related to maintenance service

pemeliharaan atau perbaikan peralatan serta konsinyasi

or equipment repair and consignment of equipment spare

sparepart peralatan.

part.

4. Melakukan revisi Standard Maintenance Procedure edisi

4. Revising 2014 edition of Standard Maintenance Procedure

2014 sehingga dapat menjadi acuan kerja kegiatan

so that it can become work reference for equipment

pemeliharaan peralatan. 5. Melakukan training personil/kru maintenance secara inhouse oleh PDSI dan vendor 6. Pengelolaan dan pengembangan Sumber Daya Manusia (SDM) yang efektif melalui pelatihan-pelatihan yang

maintenance activities. 5. Conducting maintenance personnel/crew training inhouse by PDSI and vendor. 6. Managing and developing effective HR through trainings integrated to PDSI’s strategy.

terintegrasi dalam strategi PDSI. 7. Meminimalisasi biaya operasional dengan tetap melakukan pengawasan mutu, antara lain: •

Melakukan swakelola OH engine, genset dan uji mutu

7. Minimizing operational costs by continue to perform quality control: •

dengan tes beban; •

Melakukan rewinding electromotor secara swakelola

by pressure test; •

Melakukan perbaikan menara rig secara swakelola

Self-management

electromotor

and

consistently

referring to applicable standards;

dan tetap mengacu pada standar yang berlaku; •

OH engine, genset self-management and quality test

•

Self-management rig tower repair by proper procedure

dengan prosedur standar.


131


Realisasi Strategi Maintenance Excellence

Realization of Maintenance Excellence Strategy

Uraian / Description

Realisasi / Realization

Overhaul Engine/Genset

46 Unit / Units

Sertifikasi BOP / BOP Certification

76 Unit / Units

Pelatihan / Training

20 kali / times

Kontrak Maintenance Excellence

Maintenance Excellence Contract

Proses kontrak besar yang sedang berjalan antara lain:

Large-scale contracts that are ongoing are:

NO 1

2

JUDUL KONTRAK / CONTRACT

VENDOR

JANGKA WAKTU KONTRAK / CONTRACT PERIOD

Pengadaan Jasa Perbaikan dan Sertifikasi BOP area PT Jaya Manggala Sakti. 30 November 2012 - 29 November Kalimantan

2014

Procurement of Improvement Services and Certification

November 30, 2012 – November

of BOP for Kalimantan Area

29, 2014

Pengadaan Jasa Cut & Re-Thread Tubular Goods Berbagai PT Alloy Mas Indonesia.

1 Desember 2012- 30 November

Ukuran di ODA Jawadan KTI dan Jasa Cut & Re-Tread Tool

2014

Joint Untuk Mendukung Operasional Directional Drilling Services Fungsi Division Secara Price of Agreement Procurement of Cut & Re-Thread Tubular Goods

December 1, 2012 – November 30,

Services for Various Sizes in ODA, Java, and KTI and Cut

2014

& Re-Tread Tool Joint Services to support the operation of Directional Drilling Services for Division Function on price-of-agreement basis 3

Pengadaan Jasa Perbaikan dan Sertifikasi BOP Area PT Umega Maju Sumatera

4

25 Februari 2013 - 24 Februari 2015

Bersama

Procurement of Improvement Services and Certification

February 25, 2013 – February 24,

of BOP, Sumatera Area

2015

Pengadaan Jasa Perbaikan dan Sertifikasi BOP area PT Jaya Manggala Sakti

25 Februari 2013 - 24 Februari 2015

Jawa

5 6

Procurement of Improvement and Certification of BOP,

February 25, 2013 – February 24,

Java area

2015

Pengadaan Material untuk Product Caterpillar

1 Juli 2013 - 30 Juni 2015

Procurement of Material for Caterpillar Products

July 1, 2013 – June 30, 2015

Pengadaan Jasa Kalibrasi Alat Ukur Rig-Rig PDSI selama Koperasi Pegawai

15 April 2013 - 14 April 2015

2 Tahun Secara On Call Basis Procurement of Calibration Services for Measurement Tool of PDSI Rig for 2 Years on-call basis

132

PT Trakindo Utama


B2TKS Kosupaluk April 15, 2013 – April 14, 2015


NO 7

JUDUL KONTRAK / CONTRACT

JANGKA WAKTU KONTRAK /

VENDOR

CONTRACT PERIOD

Pengadaan Jasa perawatan, perbaikan dan rekondisi PT ABB Sakti Industri

9 September 2013 - 8 September

inverter motor dan circuit breaker produk ABB dengan

2015

sistem On Call basis untuk Rig D1000 No.52 54 56 dan Rig D1500 No. 53 55 57 Procurement of maintenance, improvement and

September 9, 2013 – September 8,

restoration services for motor inverter and circuit

2015

breaker of ABB products with on-call basis system for Rig D1000 No.52 54 56 and Rig D1500 No. 53 55 57 8

Pengadaan Spare Part inverter dan circuit breaker PT ABB Sakti Industri

9 September 2013 - 30 September

dengan sistem on Call basis untuk Rig D1000 No.52 54

2015

56 dan Rig D1500 No. 53 55 57 Procurement of Inverter Spare Part and circuit breaker

September 9, 2013 – September 30,

on-call basis for Rig D1000 No. 52 54 56 and Rig D1500

2015

No. 53 55 57 9

Pengadaan Jasa Overhaul dan Trouble Shooting Engine PT Trakindo Utama

1 Oktober 2013 - 8 September 2015

Caterpillar

10

Procurement of Overhaul Services and Trouble

October 1, 2013 – September 8,

Shooting Engine Caterpillar

2015

PengadaanJasa Cut & Re-Thread Tubular Goods Berbagai PT Halmahera Indoserv

1 Januari 2014 - 31 Desember 2015

Ukuran di Kawasan Timur Indonesia

11

Procurement of Cut & Re-Thread Tubular Goods Services

January 1, 2014 – December 31,

for Various Sizes at Eastern Part of Indonesia

2015

Pengadaan Jasa Perbaikan Valve dan Back Pressure PT Saka Tehnik Utama

1 Maret 2014 - 28 Februari 2015

Manifold (BPM) dan Sertifikasi Secara On Call Basis March 1, 2014 – February 28, 2015

On-call Basis Procurement of Valve and Back Pressure Manifold (BPM) Improvement and Certification 12

Pengadaan Jasa Cut & Re-Thread Tubular Goods Berbagai PT Besmindotama

1 Desember 2014 - 30 November

Ukuran di Jawa & Sumatera

2016

Semesta

Procurement of Cut & Re-Thread Tubular Goods Services

December 1, 2014 – November 30,

for Various Sizes in Java & Sumatera

2016

Kontrak yang sedang dipersiapkan antara lain:

Contracts that are in preparation are:

1. Pengadaan jasa perbaikan Sheave berbagai ukuran

1. Sheave (of various sizes) Repair Service Procurement

2. Pengadaan jasa perbaikan berbagai jenis peralatan

2. Drilling

pengeboran (General Repair)

(of

various

sizes)

General

Repair

Service

Procurement

3. Pengadaan jasa perbaikan radiator dan Oil Cooler Engine

3. Radiator and Oil Cooler Engine Repair Service Procurement

4. Pengadaan jasa perbaikan handling tools berbagai ukuran

4. Handling Tools (of various sizes) Repair Service Procuremnet

5. Pengadaan jasa perbaikan crane

5. Crane Repair Service Procurement

6. Pengadaan material crane

6. Crane Material Procurement


133


Melalui

Maintenance

program

Excellence,

PDSI

Through Maintenance Excellence Program, PDSI implements a

mengimplementasikan serangkaian tahapan kinerja untuk

series of performance stages to achieve strategy development

mencapai

target and to support the long term corporate plan (RJPP) by

sasaran

pengembangan

strategi

PDSI

dan

mendukung rencana jangka panjang perusahaan (RJPP)

improving the quality of services, rig and HR.

dengan melakukan peningkatan kualitas terhadap layanan, rig, dan SDM.

TINJAUAN OPERASI PER SEGMEN USAHA

OPERATIONAL OVERVIEW PER BUSINESS SEGMENT

Produksi dan Kegiatan Usaha

Production and Business Activities

Kegiatan usaha PDSI adalah jasa pengeboran minyak dan gas

PDSI business activities are oil and gas drilling and other activities

serta kegiatan usaha lain yang menunjang atau terkait dengan

that support or related to drilling, such as the management and

kegiatan pengeboran, seperti pengelolaan dan pengembangan

development of drilling resources that include exploration and

sumber daya jasa pengeboran yang meliputi eksplorasi dan

exploration of oil and gas and geothermal. PDSI also provides

eksploitasi migas dan geothermal. PDSI juga menyediakan

services related to consultation, operation, maintenance and

jasa yang meliputi konsultasi, operasi, pemeliharaan, dan

technology development in oil drilling services.

pengembangan teknologi di bidang jasa pengeboran minyak. NON RIG (JASA SERVICES)

NON RIG (SERVICES)

Top Drive

Top Drive

PDSI saat ini memiliki 20 (dua puluh) unit Top Drive yang

At the present day, PDSI owns 20 Top Drive units in several

tersebar di beberapa area yaitu 6 (enam) unit di Area Sumatra

areas: 6 units in Southern Sumatera, 7 units in Java, 1 unit in

bagian selatan (Sumbagsel), 7 (tujuh) unit di area Jawa, 1 (satu)

Central Sumatera, 6 units in Eastern Indonesia. For details, Top

unit di Area Sumatera bagian tengah (Sumbagteng), 6 (enam)

Drive positions are summarized in the following table:

unit di Area Kawasan Timur Indonesia (KTI). Untuk lebih rinci, perihal posisi Top Drive dapat dilihat sebagai berikut: Tabel Posisi Top Drive per 31 Desember 2014 No.

MFR

Table of Top Drive position as of 31 December 2014

Model

KAP. (Ton)

Posisi Terakhir/ Latest Position

Keterangan/Remarks

1

Maritime

TDS 500MHY/01

500

Yard Sunter, Back Up, PEP

2

Tesco

TDS 500THY/02

500

Geothermal Ulubelu

Operasi/Operating

3

Tesco

TDS 500THY/03

500

Geothermal Lumut Balai

Operasi/Operating

4

Tesco

TDS 250THY/04

250

Yard Sunter, Back Up, PEP

Overhoul

5

Tesco

TDS 250THY/05

250

Bunyu, Pertamina EP

Operasi/Operating

6

Tesco

TDS 250THY/06

250

Prabumulih, Pertamina EP

Operasi/Operating

7

Maritime

TDS 500MHY/07

500

Puspa-Jambi, Pertamina EP

Operasi/Operating

134


Overhoul


No.

MFR

Model

KAP. (Ton)

Posisi Terakhir/ Latest Position

Keterangan/Remarks

8

Maritime

TDS 500MHY/08

500

Gantar-Indramayu, PEP

Operasi/Operating

9

NOV

TDS 250NEL/09

250

Prabumulih, Pertamina EP

Operasi/Operating

10

NOV

TDS 500NEL/10

500

Bunyu, Pertamina EP

Operasi/Operating

11

Canrig

TDS 500CEL/11

500

Matindok, Pertamina EP

Operasi/Operating

12

Warrior

TDS 250WHY/12

250

Mangkang, Pertamina EP

Operasi/Operating

13

Warrior

TDS 250WHY/13

250

Sanga-Sanga, Pertamina EP

Operasi/Operating

14

NOV

TDS 500NEL/14

500

Geothermal, Sungai Penuh

Operasi/Operating

15

NOV

TDS 500NEL/15

500

Geothermal Kamojang

Operasi/Operating

16

NOV

TDS 500NEL/16

500

Jati Sinta, Pertamina EP

Operasi/Operating

17

NOV

TDS 250NEL/17

500

Randu Kuning, Pertamina EP

Operasi/Operating

18

NOV

TDS 250NEL/18

500

Pamaguan-Kaltim, Vico Ind.

Operasi/Operating

19

NOV

TDS 500NEL/19

500

Lamongan, Pertamina EP

Operasi/Operating

20

NOV

TDS 500NEL/20

500

Ogan, Pertamina EP

Operasi/Operating


135


Tabel Kinerja dan Utilisasi Top Drive

Table of Performance and Utilization of Top Drive JAN

NO

TOP DRIVE

Availability

Utilisasi

Availability

Utilisasi

Availability

Utilisasi

Availability

Utilisasi

JUN

Utilisasi

MEI

Availability

APR

Utilisasi

MAR

Availability

KAP. (TON)

FEB

1

TDS 500MHY/01

500

-

-

-

-

-

-

-

-

-

-

-

-

2

TDS 500THY/02

500

99.9

100.0

99.9

100.0

100.0

100.0

98.1

36.3

99.1

100.0

98.9

100.0

3

TDS 500THY/03

500

93.2

100.0

96.4

100.0

99.9

48.4

98.1

100.0

-

-

-

-

4

TDS 250THY/04

250

-

-

-

-

-

-

-

-

-

-

-

-

5

TDS 250THY/05

250

98.4

85.4

100.0

-

100.0

-

100.0

96.7

-

-

100.0

37.8

6

TDS 250THY/06

250

100.0

100.0

100.0

100.0

99.1

100.0

100.0

100.0

100.0

100.0

100.0

100.0

7

TDS 500MHY/07

500

97.4

77.4

100.0

57.1

98.3

52.8

97.8

100.0

94.7

100.0

97.7

88.3

8

TDS 500MHY/08

500

99.4

62.1

-

-

-

-

100.0

100.0

100.0

100.0

99.9

83.3

9

TDS 250NEL/09

250

-

-

-

-

-

-

-

-

-

-

100.0

100.0

10

TDS 500NEL/10

500

99.0

100.0

100.0

94.7

100.0

100.0

100.0

100.0

-

-

100.0

100.0

11

TDS 500CEL/11

500

99.9

100.0

100.0

100.0

100.0

100.0

100.0

100.0

100.0

100.0

100.0

100.0

12

TDS 250WHY/12

250

-

-

-

-

-

-

-

-

-

-

-

-

13

TDS 250WHY/13

250

-

-

-

-

-

-

-

-

-

-

96.7

100.0

14

TDS 500NEL/14

500

-

-

96.4

100.0

100.0

100.0

100.0

100.0

-

-

100.0

100.0

15

TDS 500NEL/15

500

-

-

100.0

100.0

-

-

-

16

TDS 500NEL/16

500

-

-

-

-

-

-

97.4

100.0

98.8

29.0

100.0

100.0

17

TDS 250NEL/17

250

-

-

98.4

100.0

100.0

100.0

100.0

100.0

99.9

100.0

99.9

100.0

18

TDS 250NEL/18

250

-

-

-

-

-

-

-

-

-

-

96.7

100.0

19

TDS 500NEL/19

500

-

-

-

-

-

-

-

-

-

-

100.0

100.0

20

TDS 500NEL/20

500

-

-

-

-

-

-

-

-

-

-

100.0

100.0

39.36

36.25

49.555

42.59

44.865

35.06

54.57

51.65

34.625

31.45

79.49

75.47

KUM. (RATA-RATA)

136


-

-

-

100.0

100.0


KUMULATIF CUMULATIVE

Utilisasi

Availability

Utilisasi

Availability

Utilisasi

Availability

Utilisasi

Availability

Utilisasi

DES

Availability

NOV

Utilisasi

OKT

Availability

SEP

Utilisasi

AGUST

Availability

JUL

-

-

-

-

-

-

-

-

-

-

-

-

0.0

0.0

99.1

58.9

98.7

17.4

99.0

80.8

3.2

3.2

96.4

100.0

100.0

81.5

91.0

73.2

-

-

-

-

99.4

63.3

99.2

100.0

96.1

100.0

100.0

100.0

97.8

89.0

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

98.1

90.4

100.0

100.0

99.5

58.6

100.0

93.6

-

-

-

-

-

-

95.8

100.0

96.8

100.0

99.1

99.3

97.3

100.0

100.0

100.0

100.0

86.7

96.9

100.0

99.7

100.0

99.1

100.0

98.2

88.5

99.7

83.9

99.7

100.0

99.9

100.0

100.0

100.0

100.0

100.0

99.3

83.9

99.8

91.3

-

-

-

-

-

-

-

-

100.0

100.0

100.0

100.0

100.0

100.0

97.5

100.0

98.5

100.0

100.0

100.0

99.7

100.0

100.0

100.0

100.0

35.5

99.5

93.7

99.7

100.0

100.0

100.0

-

-

99.3

100.0

97.9

100.0

100.0

100.0

99.7

100.0

-

-

-

-

-

-

-

-

-

-

100.0

100.0

95.1

99.6

100.0

100.0

-

-

100.0

100.0

100.0

100.0

99.4

100.0

100.0

100.0

99.4

100.0

100.0

100.0

100.0

100.0

-

-

100.0

100.0

100.0

100.0

100.0

100.0

99.6

100.0

-

-

-

-

-

-

100.0

100.0

99.0

100.0

97.5

99.3

99.3

99.8

100.0

100.0

100.0

100.0

100.0

100.0

100.0

100.0

99.6

100.0

97.6

100.0

99.3

99.8

100.0

100.0

-

-

-

-

99.9

100.0

99.3

100.0

100.0

100.0

99.7

100.0

-

-

-

-

-

-

100.0

100.0

95.1

100.0

92.3

92.0

96.0

98.0

99.6

100.0

-

-

100.0

100.0

100.0

100.0

-

-

100.0

100.0

99.9

100.0

96.8

100.0

100.0

100.0

100.0

87.8

98.9

100.0

100.0

100.0

100.0

100.0

99.4

98.3

59.485

56.82

39.845

35.87

44.915

40.93

64.855

65.16

78.82

79.52

89.13

84.61

88.615

84.455


137


Tabel Pendapatan Top Drive (dalam dolar AS)

Table of Top Drive Income (in USD) PENDAPATAN / REVENUE

NO.

TOP DRIVE

KAP. (TON)

TOTAL JAN

FEB

MAR

APR

MEI

-

-

JUN

JUL

AGUST

SEPT

OKT

NOV

DES

-

-

-

-

-

-

-

-

76,630

120,691

149,806

43,708

145,644

143,546

60,669

1,264,542

1

TDS 500MHY/01

500

-

-

-

2

TDS 500THY/02

500

72,224

63,061

43,961

196,865 147,737

3

TDS 500THY/03

500

146,851 113,977

70,129

143,960

56,608

-

-

55,078

94,636

-

-

-

681,240

4

TDS 250THY/04

250

-

-

-

-

-

-

-

-

-

-

-

-

-

5

TDS 250THY/05

250

50,367

-

-

-

-

58,246

79,869

-

-

-

-

122,420

310,903

6

TDS 250THY/06

250

83,685

55,922

83,486

57,861

88,381

80,401

14,560

-

-

108,065

57,997

61,271

691,628

7

TDS 500MHY/07

500

-

-

43,083

165,728

86,056

77,593

88,666

93,762

15,313

17,028

88,756

90,642

766,624

8

TDS 500MHY/08

500

-

-

-

82,677

93,154

51,463

93,893

92,591

88,823

93,222

88,505

34,672

719,000

9

TDS 250NEL/09

250

-

-

-

-

-

-

-

-

60,705

79,868

75,719

77,243

293,536

10

TDS 500NEL/10

500

92,911

81,015

86,160

11,484

51,947

61,093

93,353

95,051

20,065

85,939

90,119

18,216

787,354

11

TDS 500CEL/11

500

96,511

95,400

93,600

94,200

93,500

93,046

99,985

57,602

-

64,837

28,286

64,313

881,279

12

TDS 250WHY/12

250

-

50,926

53,940

41,028

57,240

48,388

79,333

78,378

73,936

66,288

-

-

549,457

13

TDS 250WHY/13

250

-

-

-

-

37,189

93,822

68,130

39,906

69,220

121,919

56,051

79,019

565,256

14

TDS 500NEL/14

500

38,460

69,654

87,679

-

-

40,901

141,671

146,553

34,056

19,378

130,955

124,117

883,425

15

TDS 500NEL/15

500

-

-

-

-

-

-

-

-

-

-

-

87,061

87,061

16

TDS 500NEL/16

500

-

-

-

114,652

92,656

89,500

92,209

94,717

60,158

53,760

86,205

89,632

773,489

17

TDS 250NEL/17

250

-

56,249

78,880

79,799

81,772

78,651

83,898

-

-

-

146,579

81,355

687,183

18

TDS 250NEL/18

250

-

-

-

-

-

91,622

-

-

-

132,086

74,189

57,681

355,557

19

TDS 500NEL/19

500

-

-

-

-

30,350

97,362

100,516

187,935

209,587

-

53,789

-

679,539

20

TDS 500NEL/20

500

-

-

-

-

-

-

70,330

79,415

66,247

57,908

75,972

61,957

441,824

TOTAL

581,009 586,204 640,918 988,255 916,591 1,038,717 1,227,102 1,170,793

836,454

1,045,942 1,196,669 1,110,267 11,338,921

Fishing

Fishing

PDSI saat ini memiliki fishing tool dalam berbagai ukuran dan

At the present day PDSI owns fishing tool in various sizes and

jenis. Posisi peralatan saat ini tersimpan di beberapa tempat,

types. The position of the tool is kept in several places such

seperti Gudang Sunter, Gudang Area dan sebagian di Gudang

as Sunter Storage, Area Storaga and some in Rig Storage

Rig (khususnya peralatan minimal yang harus tersedia di rig

(especially minimum tool that must be available in rig based

sesuai PJP dengan Pertamina EP).

on PJP and Pertamina EP).

138



Utilisasi dan Pendapatan Peralatan Fishing Tools) No.

Bulan / Month

Utilization and Income of Fishing Tools

Nama Sumur/Penyewa Well Name/Leasee

Pendapatan (USD) Income

Standby

-

1

Januari / January

2

Februari / February

Field Limau

19,240.16

3

Maret / Maret

Field Limau

16,140.92

4

April / April

Field Limau

24,711.58

5

Mei / May

Field Limau

13,969.1

6

Juni / Juni

Field Limau

7,601.8

TPN-176

134,989.39

7

Juli / Jui

Field Limau

13,995.26

8

Agustus / August

Field Limau

7,156.5

9

September / September

CMB-18, Cemara

7,243.45

Field Limau

4,036.73

10

Oktober / October

Stanby

-

11

November / November

CLU-18

12,213.23

12

Desember / December

TTM-01, Sukra

13,753.26

Jumlah / Total

275,051.38

Coring

Coring

PDSI saat ini memiliki 3 (tiga) set Coring Tool dengan ukuran

At the present day PDSI owns 3 (three) sets of Coring Tool with

6 ¾”, 2 (dua) set 5 ¾”. Posisi peralatan saat ini tersimpan di

the size of 6 ¾”, 2 (two) sets of Coring Tool with the size of 5 ¾”.

Gudang Sunter dan siap untuk digunakan.

The tools are kept in Sunter Storage and are ready to use.

No.

Sumur/Lokasi / Well/Location

Periode / Period

Pendapatan (USD) / Income

1

8 – 24 Mei 2014 / May 8 – 24, 2014

UBL-R1/1 Ulubelu, Trayek 121/4” UBL-R1/1 Ulubelu, Traject 121/4”

27,436.34

2

19 – 24 Mei 2014 / May 19 – 24, 2014

UBL-R1/1 Ulubelu, Trayek 97/8” UBL-R1/1 Ulubelu, Traject 97/8”

19,300.00

3

9 – 31 Ags 2014 / August 9 – 31, 2014

KRC-A/1 Sungai Penuh, Trayek 97/8” KRC-A/1 Sungai Penuh, Traject 97/8”

45,967.04

4

3 -18 Okt 2014 / October 3 – 18, 2014

LHD-33 Lahendong, Trayek 121/4” LHD-33 Lahendong, Traject 121/4”

29,285.68

5

19 Okt – 14 Nov 2014 / October 19 – November 14, 2014

LHD-33 Lahendong, Trayek 97/8” LHD-33 Lahendong, Traject 97/8”

28,607.35

6

Desember 2014 / December 2014

KRC-C/1 Sungai Penuh

25,732.26

Jumlah / Total

176,328.67


139


Directional Drilling (Pengeboran Berarah)


Saat ini PDSI memiliki peralatan Directional Drilling meliputi

At the present day PDSI owns Directional Drilling tools that

measurement while drilling tools, mud motor, non magnetic

include measurement while drilling tools, mud motor, non

drill colar, directional drilling software (compass & well plan).

magnetic drill colar, directional drilling software (compass

Guna mengoptimalkan ketersediaan peralatan dan Sumber

& well plan). To optimize the availability of tools and Human

Daya Manusia (SDM), PDSI bekerjasama (konsorsium)

Resources, PDSI has a concorcium with partner PT. Dowell

dengan mitra bisnis PT Dowell Anadrill Schlumberger

Anadrill Schlumberger to perform Directional Drilling

untuk melaksanakan kegiatan operasi Directional Drilling di

operational activities in PT Pertamina EP wells.

sumur-sumur PT Pertamina EP. Periode / Period

Uraian / Description

Nama Sumur/Penyewa Well Name/Leasee

Mei - Jul 2014 May-July 2014

Rental MWD

PT Andalas, Sumur 2012-2 PT Andala, Well 2012 - 2

No. 1

Total (USD) 43,000.00

Hydrogen Sulfide (H2S) Monitoring

Hydrogen Sulfide (H2S) Monitoring

Saat ini PDSI memiliki 4 (empat) unit peralatan H2S monitoring

PDSI currently owns 4 (four) H2S monitoring units operated

unit, yang dioperasikan untuk 4 (empat) proyek IPM

for 4 (four) IPM Geothermal projects, namely 1 (one) unit at

Geothermal, yaitu 1 (satu) unit di lokasi proyek geothermal

Karaha Bodas/Kamojang Geothermal project location, Java, 1

Karaha Bodas/Kamojang, area Jawa, 1 (satu) unit di lokasi

(one) unit at Lumut Balai/Ulubelu geothermal project location

proyek geothermal Lumut Balai/Ulubelu dan 1 (satu) unit

and 1 (one) unit at Sungai Penuh geothermal project location,

di lokasi proyek geothermal Sungai Penuh, area Sumatera

Southern Sumatera, and 1 (one) unit at Lahendong Manado

Bagian Selatan (Sumbagsel), kemudian 1 (satu) unit di lokasi

geothermal project location, Eastern Indonesia Region (KTI).

proyek geothermal Lahendong Manado, area Kawasan Timur Indonesia (KTI). Bulan / Month

No

H2S Unit

Lokasi / Location

Nilai Pendapatan (USD) / Income

1

Januari / January

H2S Unit #1


28,383.60

2

Februari / February

H2S Unit #1


21,974.40

3

Maret / March

H2S Unit #1


13,545.35

H2S Unit #3

Geothermal Lahendong

10,000.00

H2S Unit #1


27,468.00

H2S Unit #2

Geothermal Karaha Bodas

30,342.56

H2S Unit #3


31,248.60

H2S Unit #1


11,966.18

H2S Unit #2


28,474.12

H2S Unit #3


25,780.20

4

5

140

April / April

Mei / May


Bulan / Month

No

6

7

8

9

10

11

12

Juni / June

Juli / July

Agustus / August

September / September

Oktober / October

November / November

Desember / December

H2S Unit

Lokasi / Location


H2S Unit #2


H2S Unit #3


5,117.20

H2S Unit #4

Geothermal Sungai Penuh

9,576.00

H2S Unit #2


15,324.03

H2S Unit #3


28,658.40

H2S Unit #4


29,572.40

H2S Unit #1

Geothermal Ulubelu

13,807.00

H2S Unit #2


28,474.12

H2S Unit #3


H2S Unit #4


29,710.40

H2S Unit #1

Geothermal Ulubelu

21,128.00

H2S Unit #2


71,715.34

H2S Unit #3


29,215.60

H2S Unit #4


H2S Unit #1

Geothermal Ulubelu

31,180.50

H2S Unit #3


19,097.10

H2S Unit #4


H2S Unit #1

Geothermal Ulubelu

30,157.50

H2S Unit #2

Geothermal Kamojang

21,428.38

H2S Unit #3


23,835.90

H2S Unit #4


28,308.00

H2S Unit #1

Geothermal Ulubelu

12,376.00

H2S Unit #2

Geothermal Kamojang

28,474.12

H2S Unit #3


25,535.40

H2S Unit #4


27,781.60

Jumlah / Total

14,672.82

8,193.60

7,421.20

3,916.80

793,860.42


141

Lain-Lain

Others

Selain Top Drive, Fishing, Coring, H2S dan Directional Drilling,

Other than Top Drive, Fishing, Coring, H2S and Directional

PDSI juga menyewakan peralatan pendukung pengeboran

Drilling, PDSI also leases drilling supporting tools, both tools

yang lain, baik peralatan yang merupakan aset PDSI maupun

that are assets of PDSI and lease from partner of PDSI. The

kerjasama dengan mitra PDSI. Rincian peralatan dan

details of the tools and invome can be elaborated as follows:

pendapatan dijabarkan sebagai berikut: No 1

Peralatan / Tool

Penyewa/ Nama Sumur Well Name/Leasee


Solid Control

JOB Medco Tomori

1,624,632.93

Mud Pump & Shale Sheker

TBN-G7

61,968.06

Loss In Hole

TBN-G7

136,748.00

Mud Pump, Genset

TLJ-243

41,4861.96

BOP 7-1/16”

KRE-03

31,568.61

Handling Tools

JOB Petrochina

94,000.00

LIH & Rental Mud Pump

OGN-39

297,712.2

Mud Pump & Shale Sheker

CLU - 18

37,134.00

Periode / Period Januari – September January – September

2

Juni - Agustus June – August

3

Juli /July

4

Juli - September July – September

5

Juli - September July – September

6

September

7

September - Nopember September - November

8

Oktober / October

Jumlah / Total

2,698,625.76

Semi IPM

SemI IPM

Dalam kegiatan usaha Semi IPM sepanjang 2014, PDSI berhasil

In Semi IPM business, PDSI drilled 11 (eleven) wells with

mengebor 11 (sebelas) sumur dengan nilai kontrak USD 188.2

contract value amounting to USD 188,2 million in 2014; a

juta. Nilai ini merupakan pencapaian positif dibandingkan dari

positive achievement compared to USD 77,29 million in 2013.

tahun 2013 yaitu sebesar USD 77.29 juta. Integrated Project Management merupakan jasa penyediaan

Intergrated Project Management consists of rig supplier and

rig dan jasa penunjang pengeboran lainnya dalam satu

other drilling supporting services in one project management

manajemen proyek pengeboran migas. Fungsi Integrated

of oil and gas drilling. Intergrated Project Management

Project Management adalah menyediakan berbagai jasa

function is to provide/offer various supporting services for

pendukung untuk pelaksanaan proyek pengeboran, yaitu:

drilling project:

1. Penyedia jasa rig 1500 HP

1. 1500 HP Rig service supplier

2. Jasa Top Drive

2. Top Drive service

3. Jasa Directional Drilling

3. Directional Drilling Service

4. Jasa Cementing

4. Cementing Service

5. Jasa Mud Logging Unit

5. Mud Logging Unit service

6. Jasa Drilling Fluid

6. Drilling Fluid service

142


7. Jasa Water Pump

7. Water Pump service

8. Jasa H2S Monitoring

8. H2S Monitoring service

9. Jasa General Services

9. General Services

10. Jasa Catering

10. Catering service

Selama 2014, terdapat beberapa proyek yang sedang dan telah

In 2014, there were several ongoing projects and several

selesai dikerjakan, yaitu

completed projects, namely:

1. Proyek Geothermal Lumut Balai

1. Lumut Balai Geothermal Project

Two wells completed by Rig PDSI#04.3/N110-M (from

Sepanjang bulan Januari - Mei 2014 telah selesai dikerjakan 2 (dua) sumur oleh Rig PDSI#04.3/N110-M.

January – May 2014)

2. Proyek Geothermal Ulubelu

2. Ulubelu Geothermal Project

Sepanjang Oktober - Desember 2014 telah selesai

dikerjakan 1 (satu) sumur oleh Rig PDSI#04.3/N110-M.

One well was completed by Rig PDSI#04.3/N110-M (from October – December 2014)

3. Proyek Geothermal Karaha Bodas dan Kamojang

3. Karaha Bodas and Kamojang Geothermal Project

Sepanjang April - Desember 2014 telah selesai dikerjakan 3 (tiga) sumur oleh Rig PDSI#39.3/D1500-E.

Three wells were completed by Rig PDSI#39.3/D1500-E (from April – December 2014)

4. Proyek Geothermal Lahendong

4. Lahendong Geothermal Project

Sepanjang Maret - Desember 2014 telah selesai dikerjakan 3 (tiga) sumur oleh Rig APS#01/Kemitraan.

Three wells were completed by Rig APS#01/Partnership (from March – December 2014)

5. Proyek Geothermal Sungai Penuh

5. Sungai Penuh Geothermal Project

Two wells were under construction by Rig PRA#01/

Sepanjang Juni - Desember 2014 telah dikerjakan 2 (dua) sumur oleh Rig PRA#01/Kemitraan.

Partnership (from June-December 2014)

Pada 2015, PDSI merencanakan pengembangan proyek-proyek

The projects that were under development and would be

sebagai berikut:

drilled were:

1. Proyek Geothermal Lumut Balai Rencana akan mengerjakan

1. Lumut Balai Geothermal Project

4 sumur, kemitraan dengan Rig APS-2002.

Will drill 4 wells, partnership with Rig APS-2002

2. Proyek Geothermal Ulubelu

2. Ulubelu Geothermal Project

Kontrak lanjutan mengerjakan 5 (lima) sumur dengan Rig PDSI#04.3/N110-M.

Continued contract, drilling 5 wells with Rig PDSI#04.3/ N110-M

3. Proyek Geotherlal Lahendong

3. Lahendong Geothermal Project

Adendum kontrak untuk mengerjakan 4 (empat) sumur, kemitraan dengan Rig APS#01.

Contract addendum to drill 4 wells, partnership with Rig APS#01

4. Proyek Geothermal Karaha Bodas dan Kamojang

4. Karaha Bodas and Kamojang Geothermal Project

Adendum kontrak untuk mengerjakan 3 (tiga) sumur

dengan Rig PDSI#39.3/D1500-E.

Contract addendum to drill 3 wells with Rig PDSI#39.3/ D1500-E.

5. Proyek Geothermal Hululais

5. Hululais Geothermal Project

Rencana akan mengerjakan 3 (tiga) sumur dengan Rig

Planning to drill 3 wells with Rig PDSI#43.3/AB1500-E.

PDSI#43.3/AB1500-E.

Penjualan / Pendapatan Usaha

Sales/Income

Pada akhir 2014, tercatat pendapatan usaha mengalami

In 2014, the income increased significantly compared to 2013.

peningkatan yang cukup signifikan bila dibandingkan tahun

The income in 2014 amounted to USD 305.24 million or reached

2013. Pencapaian pendapatan usaha tahun 2014 sebesar

117% compared to 2013 which was USD 360.79 million. This


143

USD 305,24 juta atau mencapai 117% dibanding tahun 2013

was due to the addition of rig as an investment outcome in

sebesar USD 360,79 juta yang disebabkan penambahan jumlah

2013 and 2014 and a fully operated of rig DS8, DS9 and Jack Up

rig hasil investasi tahun 2013 dan 2014 serta bekerja penuhnya

Offshore in Joint Operation PDSI AOS in 2014 (in 2013 the three

rig DS8, DS9 dan Jack Up Offshore di Joint Operation PDSI AOS

rigs worked from the middle year). The income reached 92%

di tahun 2014 (di tahun 2013 ketiga rig tersebut bekerja dari

from RKAP 2014 amounted to USD 331.19 million.

tengah tahun). Pencapaian pendapatan usaha mencapai 92% dari RKAP 2014 sebesar USD 331,19 juta.

Profitabilitas

Profitability

Laba bersih mengalami peningkatan yang signifikan dibanding

Net profit increased significantly compared to 2013. In 2014,

tahun 2013. Pencapaian laba bersih tahun 2014 sebesar USD

the net profit recorded was USD 46.51 million or reached 123%

46,51 juta atau mencapai 123% dibanding tahun 2013 sebesar

compared to 2013 or USD 37.96 million which was due to

USD 37,96 juta yang disebabkan meningkatnya revenue dari

revenue from adding operating rigs.

penambahan jumlah rig beroperasi. GRAFIK PROFITABILITAS / PROFITABILITY CHARTS

23.71% 29.14%

23.81% 31.99%

35.14%

42.68% 15.24%

144

Ekuitas Pada Total Aset


14.56%

54.07%

2013

2014 Perputaran Total Aset

18.35%

16.64%

21.71% 47.46%

22.80%

Marjin Laba Operasional

14.80%

2012 Imbalan Investasi

Marjin Laba Bersih

Pengantar Direktur Keuangan Foreword from Director of Finance

Akhir tahun, PDSI berhasil menorehkan pencatatan laba bersih sebesar USD 46,51 juta

meningkat 123%

atau dibanding tahun 2013 yang sebesar USD 37,96 juta. At the end of the year, PDSI succeeded in recording net income of USD 46.51 million, the amount increased by 123% compared to 2013 which was USD 37.96 million.


Bagi PDSI, tahun 2014 merupakan tahun yang membanggakan.

For PDSI, 2014 was a satisfying year. At the end of the year, PDSI

Pada akhir tahun, PDSI berhasil menorehkan pencatatan laba

had been successful in recording the net income at USD 46.51

bersih sebesar USD 46,51 juta atau meningkat 123% dibanding

million or increased by 123% compared to the previous year at

tahun 2013 yang sebesar USD 37,96 juta, hal ini disebabkan

USD 37.96 million. This achievement was due to the increase

oleh meningkatnya revenue dari penambahan jumlah rig

in revenue obtained from the addition of operating rigs. In

beroperasi. Selain itu, pencapaian Earning Before Interest, Tax,

addition, the Earning Before Interest, Tax Depreciation, and

Depreciation, and Amortization (EBITDA) PDSI meningkat dari

Amortization (EBITDA) also increased from USD 102.75 million

tahun 2013 yang sebesar USD 102,75 juta menjadi sebesar

in 2013 to USD 118.63 million.

USD 118,63 juta. Meski demikian PDSI sempat menjumpai beberapa kendala,

Nevertheless, PDSI also faced various challenges such as the

seperti kendala internal yang mengakibatkan terhambatnya

internal challenge which caused the delay in Collection Period

proses Collection Period. Oleh karena itu untuk ke depannya

process. Thus, in the future, Sales to Cash (S2C) system will

akan dilakukan pengembangan sistem Sales to Cash (S2C).

be developed. On the other hand, the external challenges

Sementara itu kendala eksternal timbul dari ketidakpastian

emerged from the uncertainty of well program from clients.

program sumur dari pelanggan. Hal ini menyebabkan utilisasi

This caused less optimum asset utilization so that income

aset kurang optimal sehingga potensi pendapatan berkurang.

potential declined. As such, efficiency is a must so that the

Oleh karena itu, efisiensi merupakan suatu keharusan agar

company can optimize operating profit. However, this trouble

PDSI mampu mengoptimalkan laba usaha. Namun kendala

could be overcome by innovation in the form of accurate cost

tersebut berhasil diatasi dengan adanya inovasi berupa

structure and standard cost implementation in every drilling

penerapan cost structure dan standard cost yang tepat pada

project. With such innovation, the management was able to

setiap proyek pengeboran. Dengan inovasi ini, manajemen

monitor operating expenses in order to gain profit that had

dapat memonitor beban usaha untuk memperoleh profit yang

been targeted.

telah ditargetkan.


145


Pada tahun 2015, PDSI diproyeksikan akan menghadapi

In 2015, PDSI will face tough challenges in line with the

tantangan sangat berat seiring dengan menurunnya harga

declining Indonesian Crude Price of oil, reaching USD 60/barrel.

minyak mentah Indonesia (Indonesian Crude Price) hingga

This situation will impact on the captive market of PDSI, that

mencapai harga USD 60/barrel. Hal ini berimbas pada captive

is a decline in drilling work plan of PT Pertamina EP and PT

market PDSI yaitu penurunan rencana kerja pengeboran

Pertamina Hulu Energi; as well as on the non-captive market,

PT Pertamina EP dan PT Pertamina Hulu Energi, serta pada

such as JOB Medco Tomori and VICO Indonesia. To anticipate

non-captive market di antaranya JOB Medco Tomori dan VICO

this problem, PDSI should take the following steps:

Indonesia. Untuk menyikapi hal tersebut, PDSI perlu untuk melakukan langkah-langkah antisipasi di antaranya: 1. Mengupayakan negosiasi kontrak (day rate) dengan vendor

1. Attempting contract negotiation (day rate) with operational

penyedia jasa pendukung operasi untuk dapat melakukan

supporting services vendor to be able to execute cost efficiency

efisiensi biaya 2. Mengupayakan percepatan collection period melalui optimalisasi program S2C (Sales to Cash)

2. Attempting collection period acceleration through S2C (Sales to Cash) program optimization

3. Optimalisasi investasi dengan menyusun skala prioritas

3. Investment optimization by preparing investment priorities

investasi 4. Merencanakan program pengembangan rig-rig yang tidak beroperasi (hibernasi), sehingga diharapkan dapat

4. Developing program for non operating (hibernating) rigs to cut down operation cost as maximum as possible

menekan biaya operasi seminimum mungkin 5. Meningkatkan

kontrol

dan

evaluasi

biaya

melalui

penerapan standard cost

5. Increasing control and cost evaluation through the implementation of standard cost

Dengan upaya-upaya tersebut diharapkan PDSI akan dapat

With those attempts, it is expected that PDSI will be able to

bertahan dalam melewati masa-masa sulit di 2015.

survive in a difficult condition in 2015.


146



URAIAN ATAS KINERJA KEUANGAN PERUSAHAAN

DESCRIPTION ON THE FINANCIAL PERFORMANCE OF THE COMPANY

Kinerja PDSI pada 2014 mengalami kenaikan yang tajam

The performance of PDSI in 2014 increased sharply compared

dibandingkan 2013. Pencapaian Earning Before Interest, Tax,

to 2013. Earning Before Interest, Tax, Depreciation and

Depreciation, and Amortization (EBITDA) tercatat sebesar USD

Amortization (EBTIDA) amounted to USD 118.63 million or 89%

118,63 juta atau sebesar 89% dari target Rencana Kerja dan

from 2014 RKAP which was USD 132.59 million. PDSI was able

Anggaran Perusahaan (RKAP) 2014 yaitu sebesar USD 132,59

to realize net profit up to USD 46.51 million or 72% from RKAP.

juta. PDSI mampu merealisasikan laba bersih hingga USD 46,51

It increased by 23% compared to net profit in 2013 which

juta, atau 72% dari RKAP yang ditetapkan dan meningkat 23%

amounted to USD 37.96 million.

dibandingkan dengan pencapaian laba bersih 2013 sebesar USD 37,96juta. Uraian kinerja keuangan berikut ini mengacu pada Laporan

The following description on financial performance referred to

Keuangan PDSI. Hasil audit yang dilakukan oleh Kantor

the Financial Statements of PDSI. Audit findings by Tanudiredja,

Akuntan Publik (KAP) Tanudiredja, Wibisana & Rekan sesuai

Wibisana & Partners Public Accounting Firm on February

laporannya pada 20 Februari 2015 untuk tahun buku berakhir

20, 2015 for fiscal book ended on December 31, 2014. These

pada 31 Desember 2014. Laporan keuangan ini disajikan

financial statements were presented in accordance with

berdasarkan Standar Akuntansi Keuangan yang berlaku di

Financial Accounting Standards applicable in Indonesia. The

Indonesia. Mata uang pelaporan keuangan yang digunakan

currency used for the financial statements was US Dollar (USD).

adalah dolar Amerika Serikat (USD).

LAPORAN POSISI KEUANGAN Aset

STATEMENTS OF FINANCIAL POSITION Assets

Pada 2014, PDSI mencatat total aset sebesar USD 643,23 juta

In 2014, PDSI recorded total assets that amounted to USD

dengan komposisi aset lancar sebesar USD 213,38 juta dan aset

643.23 million with current assets composition of USD 213.38

tidak lancar sebesar USD 429,85 juta. Total aset tersebut turun

million and non current assets of USD 429.85 million. The total

sebesar 0,3% dibandingkan 2013 sebesar USD 645,28 juta,

assets decreased by 0.3% compared to 2013 which was USD

dimana aset lancar pada 2013 tercatat sebesar USD 249,68 juta,

645.28 million in whicn current assets in 2013 were recorded

dan aset tidak lancar sebesar USD 395,60 juta.

that amounted to USD 249.68 million and non current assets were USD 395.60 million.

Tabel aset lancar dan tidak lancar dalam ribuan USD Keterangan / Remarks

Table of current assets and non current assets in thousand USD 2014

2013

RKAP 2014

Persentase/ Percentage 2013-2014

Persentase/ Percentage 2014:RKAP

ASET LANCAR / CURRENT ASSET Kas dan Setara Kas / Cash and Cash Equivalents

37,881

82,209

40,997

46%

92%

Piutang Usaha / Trade Receivables

115,473

109,591

51,171

105%

226%

594%

-

16,340

104%

153%

50%

-

Piutang Lain-Lain / Other Receivables

4,025

678

Persediaan / Inventories Pajak dibayar dimuka - bagian lancar / Prepaid taxes, current portion Kas yang dibatasi penggunaanya / Restricted Cash

25,080

24,188

15,265

30,333

13,520

-

-

-

Pembayaran di Muka Lainnya / Advances & prepayment

2,140

2,682

61,686

80%

3%

213,384

249, 681

170,194

85%

125%

Jumlah Aset Lancar / Total Current Assets


147


2014

2013

RKAP 2014



403,944

376,387

513,982

107%

79%

Beban Tangguhan / Deferred Expenses

2,747

6,352

-

43%

Pajak dibayar di muka bagian tidak lancar / Prepaid taxes non current portion

21,053

-

-

-

-

Kas yang dibatasi penggunaannya bagian tidak lancar / Restricted Cash

116

12,621

-

1%

-

1,562

124

-

1260%

-

971

115

24,385

844%

4%

Jumlah Aset Tidak Lancar / Total non current assets

429,850

395,599

538,367

109%

80%

Jumlah Aset / Total Asset

643,234

645,280

708,561

100%

91%

Keterangan / Remarks

ASET TIDAK LANCAR / NON CURRENT ASSET Aset Tetap Bersih / Net fixed asset

Aset Pajak Tangguhan / Deferred Tax Asset Aktiva Lain-Lain / Other Asset

Penurunan total nilai aset diakibatkan oleh penurunan aset

The decrease in total assets was due to the decrease of current

lancar PDSI sebesar 15% dari tahun lalu sebesar USD 249,68

assets of PDSI that amounted to 15% from last year which was

juta menjadi USD 213,38 juta pada 2014, sedangkan untuk

USD 249.68 million to USD 213.38 million in 2014. As for non

aset tidak lancar terjadi peningkatan sebesar 9% yaitu dari USD

current assets, there was an increase of 9% from USD 395.60

395,60 juta pada 2013 menjadi USD 429,85 juta.

million in 2013 to USD 429.85 million.

Penurunan aset lancar disebabkan oleh turunnya kas dan setara

The decrease in current assets was due to the declining cash

kas sebesar 54% dari tahun lalu USD 82,21 juta menjadi USD

and cash equivalents of 54% from last year which was USD

37,88 juta. Hal ini disebabkan oleh Perusahaan menerapkan

82.21 million to USD 37.88 million. This was caused by the

strategi percepatan pembayaran hutang jangka panjang untuk

implementation of earlier payment of long term debts by the

memperoleh penghematan beban bunga pinjaman.

Company to reduce loan interest expenses.

Liabilitas

Liabilities

PDSI mencatat total liabilitas sebesar USD 409,27 juta per 31

PDSI recorded total liabilities of USD 409.27 million as of

Desember 2014, melemah sebesar 7% dibandingkan tahun

December 31, 2014. It decreased by 7% from USD 438.85

2013 yang sebesar USD 438,85 juta. Sedangkan dibandingkan

million in 2013. Compared to RKAP, total liabilities of the

dengan RKAP 2014, total liabilitas Perusahaan mencapai 95%.

Company reached 95%.

Total liabilitas jangka pendek sebesar USD 129,95 juta, turun

Total current liabilities was USD 129.95 million, it decreased by

8% dibandingkan dengan 2013 yang tercatat sebesar USD

8% compared to 2013 which was USD 141.15 million. Compared

141,15 juta. Jika dibandingkan dengan RKAP, total liabilitas

to RKAP, total current liabilities reached 91%.

jangka pendek mencapai 91%.

148



Tabel Liabilitas dalam ribuan USD

Table of Liabilities in thousand USD 2014

2013

RKAP 2014



Utang Usaha / Trade Payables

39,943

42,505

65,691

94%

61%

Utang Pajak / Tax Payable

3,223

547

17,690

589%

18%

Utang Lain-Lain / Other Payables

18,920

22,378

59,238

85%

32%

Akrual / Accruals

66,906

75,716

-

88%

Utang Sewa Pembiayaan - bagian lancar / Current Maturity of Finance - Current Portion

888

-

-

-

-

Pendapatan Tangguhan / Defered Revenue

34

-

-

-

-

129,955

141,146

142,619

92%

91%

275,507

295,731

286,702

93%

96%

-

599

1,486

-

-

Utang Sewa Pembiayaan Setelah Dikurangi Bagian Lancar / Finance Lease Payables - Net of Current Maturity

1.879

-

-

-

-

Kewajiban Imbalan Pasca Kerja / Post Employment Benefit Obligations

1,931

1,369

1,288

141%

150%

Jumlah Liabilitas Jangka Panjang / Total Non Current

279,317

297,699

289,476

94%

96%

Jumlah Liabilitas / Total liabilities

409,271

438,845

432,095

93%

95%


Liabilitas Jangka Pendek / Current liabilities

Jumlah Liabilitas Jangka Pendek / Total current liabilities

Liabilitas Jangka Panjang / Non-current liabilities liabilities Hutang Lain-Lain Berelasi bagian tidak lancar / Other payables of related parties - non current portion Liabilitas Pajak Tangguhan / Deferred Tax Liabilities

Total liabilitas jangka panjang sebesar USD 279,32 juta,

Total non-current liabilities amounting to USD 279.32 million,

menurun 6% dibandingkan dengan 2013 sebesar USD 297,70

it decreased by 6% compared to 2013 which was USD 297.70

juta. Hal ini disebabkan oleh percepatan pembayaran utang

million. This was due to the earlier long-term loan repayment.

jangka panjang. Sedangkan dibandingkan dengan RKAP, total

Compared to RKAP, total non current liabilities of PDSI reached

liabilitas jangka panjang PDSI mencapai 96%.

96%.

Ekuitas

Equity

Ekuitas PDSI meningkat sebesar 13% dari USD 206,43 juta pada

Equity of PDSI increased by 13% from USD 206.43 million in

2013 menjadi USD 233,96 juta pada 2014. Kenaikan ekuitas ini

2013 to USD 233.96 million in 2014. This increase of equity

dipengaruhi oleh laba tahun berjalan yang meningkat 23%

was affected by profit for the year which increased by 23%

dibandingkan dengan 2013.

compared to 2013.


149


Tabel Ekuitas dalam ribuan USD

Table of equity in thousand USD 2014

2013

RKAP 2014



Modal Disetor / Paid-in Capital

71,938

71,938

91,101

100%

79%

Tambahan Modal Disetor / Additional Paid in Capital

(1,434)

(1,434)

-

100%

Cadangan Umum / General reserves

2,538

2,538

-

100%

160,915

133,386

185,365

121%

6

7

-

86%

233,963

206,435

276,466

113%


Ekuitas / Equity

Saldo Laba / Retained Earnings Kepentingan Non Pengendali / Non-controlling Interest Jumlah Ekuitas / Total Equity

87%

85%

LAPORAN LABA RUGI Pendapatan

INCOME STATEMENTS Revenue

PDSI sukses membukukan pendapatan 2014 sebesar USD

PDSI succeeded in recording the revenue in 2014 that

305,24 juta, atau meningkat 17% dari USD 260,79 juta pada

amounted to USD 305.24 million or increased by 17% from

2013. Pendapatan ini berasal dari 4 (empat) kelompok usaha

USD 260.79 million in 2013. This revenue came from 4 business

yaitu jasa rig dan services PDSI, jasa Rig Mitra, jasa IPM, serta

lines namely rig and services of PDSI, partner rig service, IPM

pendapatan Patra Drilling Contractor (PDC) dan pendapatan

service and the income from subsidiaries and joint operation.

joint operation. Jika dibandingkan dengan RKAP 2014,

Compared to RKAP 2014, the revenue of PDSI reached 92%

pendapatan PDSI mencapai sekitar 92%.

approximately.

Tabel Pendapatan dalam ribuan USD

Table of revenue in thousand USD

No.

Pendapatan /Revenue

2014

2013

RKAP 2014



1

Jasa Rig PDSI dan Jasa Lainnya / Rig PDSI service and other services

221,136

192,984

259,632

115%

85%

2

Jasa Rig Mitra / Partner rig service

20,539

18,391

13,296

112%

154%

3

Jasa IPM / IPM service

26,615

17,942

30,479

148%

87%

4

Anak Perusahaan dan Joint Operation / Subsidiaries and Joint Operation

36,948

31,477

27,784

117%

133%

305,238

260,794

331,191

117%

92%

Jumlah

Pendapatan dari Jasa Rig PDSI dan Jasa Lainnya

Revenue from PDSI Rig Service & Other Services

Pendapatan dari jasa rig PDSI & jasa lainnya adalah sebesar USD

Revenue from PDSI’s rig services and other services was USD

221,14 juta, lebih tinggi 15% dibandingkan dengan tahun 2013

221.14 million, higher 15% compared with 2013 at USD 192.98

sebesar USD 192,98 juta dan 85% dari target RKAP tahun 2014.

million and 85% of the RKAP target in 2014. Income from PDSI’s

Pendapatan dari Jasa Rig PDSI & Jasa kinerja belum mencapai

rig services & performance services has not met the target set

150



RKAP karena adanya penurunan program sumur PT PEP di awal

in the RKAP due to a decline in the performance of PT PEP’s

tahun 2014 yang menyebankan banyak Rig Idle.

well program at the beginning of 2014 that caused many rigs to be idle.

Pendapatan dari Jasa Rig Mitra

Revenue from partner rig service

Pendapatan dari Jasa Rig Mitra pada 2014 adalah sebesar

Revenue from partner rig service in 2014 was USD 20.54 million,

USD 20,54 juta, lebih tinggi 12% dibandingkan dengan 2013

it was 12% higher compared to 2013 which was USD 18.39

sebesar USD 18,39 juta. Pendapatan dari kemitraan mencapai

million. Revenue from partnership reached 154% from target

154% dari target yang ditetapkan dalam RKAP tahun 2014

decided in RKAP 2014. It was due to the additional partnership

karena adanya tambahan program kerja kemitraan di PGE.

program in PGE.

Pendapatan dari Jasa IPM

Revenue from IPM service

Pada 2014, jumlah pendapatan dari jasa IPM dan lainnya

In 2014, total revenues from IPM and other services were USD

sebesar USD 26,62 juta, naik sekitar 48% dari 2013 yaitu sebesar

26.62 million, it increased by 48% from 2013 which was USD

USD 17,94 juta. Pendapatan dari jasa IPM mencapai 87% dari

17.94 million. Revenues from IPM service reached 87% from

target yang ditetapkan dalam RKAP 2014.

target determined in RKAP 2014.

Pendapatan dari Anak Perusahaan dan Joint Operation

Revenue from Subsidiaries and Joint Operation

Pendapatan dari Anak Perusahaan berasal dari pendapatan PT

Revenues from Subsidiaries came from revenue of PT Patra

Patra Drilling Contractor dan pendapatan dari Joint Operation

Drilling Contractor and revenue from Joint Operation between

antara PDSI dengan AOS yang membentuk JO PDSI-AOS dan

PDSI and AOS that formed JO PDSI-AOS and operated 2

mengoperasikan 2 unit rig onshore (1 unit rig dimiliki PDSI

onshore rig units (1 rig unit owned by PDSI and another rig

dan 1 unit rig lainnya dimiliki AOS) dan 1 unit rig offshore

unit owned by AOS) and one offshore rig unit owned by AOS.

yang dimiliki AOS. Pada 2014, jumlah pendapatan dari Anak

In 2014, total revenues from subsidiaries and joint operation

Perusahaan dan Joint Operation adalah sebesar USD 36,95 juta,

amounted to USD 36.95 million, it increased by 17% from 2013

meningkat sebesar 17% dari 2013 yaitu sebesar USD 31,48

which was USD 31.48 million. Revenues from subsidiaries and

juta. Pendapatan dari Anak Perusahaan dan Joint Operation

joint operation reached 133% from targets determined in

mencapai 133% dari target yang ditetapkan dalam RKAP 2014.

RKAP 2014. This increase was due to revenue realization from

Peningkatan ini disebabkan adanya realisasi pendapatan dari

offshore drilling program in West Madura Offshore (WMO) by

program pengeboran lepas pantai di West Madura Offshore

JO PDSI-AOS.

(WMO) oleh JO PDSI-AOS.

Komposisi Pendapatan Perusahaan Berdasarkan Jenis Pelanggan

Revenue Composition Based on Customer Type

Pada 2014, komposisi pendapatan PDSI terbesar berasal

In 2014, the biggest revenue composition of PDSI generated

dari PT Pertamina EP sebesar 57%, PT Pertamina Geothermal

from PT Pertamina EP (57%), PT Pertamina Geothermal Enery

Energy sebesar 22% dan PT Pertamina Hulu Energi sebesar

(22%) and PT Pertamina Hulu Energi (6%) and the rest were

6%, sedangkan sisanya diperoleh dari transaksi perusahaan

generated from PDSI transaction with the third party.

dengan pihak ketiga. 1. PT Pertamina EP PDSI meraih pendapatan sebesar USD 173,75 juta,lebih

1. PT Pertamina EP

PDSI obtained revenue of USD 173.75 million, the amount

rendah dibandingkan dengan tahun sebelumnya sebesar

was lower compared to the previous year which was USD

USD178,54 juta atau menurun sekitar 3%.

178.54 million. It decreased by 3%.


151


2. PT Pertamina Geothermal Energy

2. PT Pertamina Geothermal Energy

PDSI mencatat pendapatan sebesar USD 66,02 juta, naik

PDSI recorded revenue that amounted to USD 66.02

sekitar 68% dibandingkan dengan tahun sebelumnya

million, it increased by approximately 68% compared to the

sebesar USD 39,25 juta.

previous year which was USD 39.25 million.

3. PT Pertamina Hulu Energi

3. PT Pertamina Hulu Energi

PDSI meraih pendapatan sebesar USD17.41 juta, turun 5%

dibanding tahun 2013 sebesar USD 18,35 juta.

PDSI gained revenue of USD 17.41 million, it decreased by 5% compared to 2013 which was USD 18.35 million.

4. Pihak Ketiga

4. Third Party

Pendapatan PDSI yang diraih melalui pihak ketiga

The revenue of PDSI gained from third party amounted to

tercatat sebesar USD 48,06 juta, meningkat sebesar 95%

USD 48.06 million, it increased by 95% compared to 2013

dibandingkan dengan 2013 sebesar USD 24,65 juta.

which was USD 24.65 million.

Tabel Pendapatan PDSI dalam ribuan USD No.

Pendapatan / Revenue Pihak yang berelasi / Related Party

Table of revenue of PDSI in thousand rupiah 2014

2013

RKAP

Persentase / Percentage 2014 : RKAP

Persentase / percentage 2014:2013

1

PT Pertamina EP

173,754

178,539

189,610

97%

92%

2

PT Pertamina Geothermal Energy

66,015

39,247

82,184

168%

80%

3


17,405

18,354

7,326

95%

237%

4

Pihak Ketiga / Third Party

48,064

24,654

52,071

195%

92%

305,238

260,794

331,191

117%

92%

Jumlah/Total

Beban Pokok Pendapatan

Cost of Revenue

PDSI memiliki beban pokok pendapatan yang berasal dari

Cost of revenue of PDSI came from direct expense and

beban langsung dan beban depresiasi dan amortisasi. Beban

depreciation and amortization expenses. Cost of revenue

pokok pendapatan mengalami peningkatan dari USD 176,05

increased by 20% from USD 176.05 million in 2013 to USD

juta pada 2013, meningkat sekitar 20% menjadi USD 209,94

209.94 million in 2014. This increase was due to the rising price

juta pada 2014. Peningkatan ini terjadi karena kenaikan biaya

of operational rig and depreciation and amortization costs due

operasional rig dan kenaikan biaya depresiasi dan amortisasi

to new rig investment.

akibat investasi rig baru. Tabel Beban Pokok Pendapatan dalam ribuan USD

Table of Cost of Revenue in thousand USD 2014

2013

Persentase/ Percentage

Beban Langsung / Direct Expense

165,623

137,692

120

Depresiasi dan Amortisasi / Depreciation and Amortization

44,314

38,354

116

Jumlah / Total

209,937

176,046

119

Uraian /Description

Beban Langsung

Direct Expense

PDSI mencatat beban langsung selama 2014 meningkat sekitar

PDSI recorded that direct expense in 2014 increased by 20%

20% dari USD137.69 juta pada 2013 menjadi USD165,62 juta

approximately from USD 136.79 million in 2013 to USD 165.62

pada 2014. Peningkatan ini dipicu terutama oleh kenaikan

million in 2014. This increase was mainly due to the increase of

biaya dari tambahan rig baru yang beroperasi di tahun 2014.

cost from addition of new rig operating in 2014.

152



Tabel Beban Langsung dalam ribuan USD

Table of Direct Expense in thousand USD 2014

2013


Aktivitas pengeboran / Drilling Activity

42,323

29,689

143%

Biaya tenaga kerja / Personnel Expense

36,815

38,935

95%

Sewa rig / Rig Rentals

35,841

27,293

131%

Pemakaian material / Material Usage

20,022

13,435

159%

Perbaikan dan pemeliharaan / Repair and Maintenance

8,670

11,484

75%

Camp dan katering / Camp and Catering

7,482

6,575

114%

Asuransi / Insurance

6,004

5,204

115%

Penalti / Penalty

4,673

2,478

189%

Perjalanan / Travel

3,166

2,032

156%

627

567

111%

165,623

137,692

120%

Uraian /Description

Lainnya / Others Jumlah / Total

Beban Administrasi dan Umum

Administrative and General Expenses

Pada 2014, beban administrasi umum PDSI mengalami

In 2014, general and administrative expenses of PDSI increased

kenaikan sebesar 1% dari USD 22,65 juta pada 2013 menjadi

by 1% from USD 22.65 million in 2013 to USD 22.93 million in

USD 22,93 juta pada 2014. Kenaikan ini disebabkan karena

2014. This increase was due to the increase of salary, wage and

kenaikan biaya gaji, upah dan tunjangan karena bertambahnya

allowance due to the increasing number of workers and merit

jumlah pekerja dan merit increase.

increase.

Tabel Beban Administrasi dan Umum dalam ribuan USD

Table of Administrative and General Expenses (in thousand rupiah) 2014

2013


12,185

11,969

102%

Pajak dan retribusi / Tax and retribution

5,673

4,849

117%

Jasa-jasa layanan kantor / Office services

1,766

749

236%

Perjalanan dinas dan akomodasi / Business travel and accommodation

1,059

2,460

43%

Pemasaran & Promosi / Marketing & Promotion

1,024

746

137%

Uraian /Description Gaji, upah dan tunjangan / Salary, wage and allowance

Lainnya / Others

4,010

3,374

119%

Jumlah / Total

22,927

22,652

101%

Pendapatan (Biaya) Lain-Lain

Other Income (Expenses)

Selama 2014, beban lainnya tercatat sebesar USD 8,84 juta

In 2014, other expenses were recorded at USD 8.84 million or

atau menurun sekitar 17% dari USD 10,68 juta di 2013. Hal ini

decreased by 17% approximately from USD 10.68 million in

disebabkan oleh terjadinya laba selisih kurs sebesar USD 0,96

2013. This decrease was due to foreign exchange gain incurred

juta di 2014 sedangkan di tahun 2013 terjadi rugi selisih kurs

that amounted to USD 0.96 million in 2014 while in 2013

USD 3,40 juta.

there was foreign exchange loss incurred expense of USD 3.40 million.


153


Tabel Pendapatan (Beban) Lain-Lain dalam ribuan USD

Table of Other Income (Expense) in thousand USD 2014

2013


(13,293)

(10,103)

132%

Pendapatan atas denda bersih / Income from penalty and claim, net

2,780

2,253

123%

Pendapatan keuangan / Finance income

1,557

530

294%

117

(3,356)

-3%

(8,839)

(10,676)

83%

Uraian /Description Beban Keuangan / Finance Cost

Pendapatan (Beban) lain-lain bersih / Other income (expenses), net Jumlah / Total

Beban Pajak Penghasilan

Income Tax Expense

Pada 2014, beban pajak penghasilan PDSI tercatat sebesar USD

In 2014, income tax expense of PDSI amounted to USD 17.03

17,03 juta, atau naik sebesar 27% dari USD 13,46 juta pada

million, it increased by 27% from USD 13.46 million in 2013.

2013.

Laba Bersih

Net Profit

Laba bersih PDSI pada 2014 mengalami kenaikan sebesar 23%,

Net profit of PDSI in 2014 experienced an increase by 23% from

yaitu dari USD 37,96 juta pada 2013 menjadi USD 46,51 juta.

USD 37.96 million in 2013 to USD 46.51 million. Earning Before

Dengan pencapaian Earning Before Interest Tax Depreciation

Interest Tax Depreciation and Amortization (EBITDA) was USD

and Amortization (EBITDA) sebesar USD 118,63 juta atau

118.63 million or 89% from RKAP target in 2014 which was USD

sebesar 89% dari target RKAP 2014 sebesar USD 132,59 juta.

132.59 million. PDSI obtained net profit of 72% from RKAP 2014

Pencapaian laba bersih adalah 72% dari RKAP 2014, sebesar

which was USD 64.31 million. This was due to the decrease in

USD 64,31 juta disebabkan menurunnya pendapatan akibat

income caused by the declining number of drilling activities in

berkurangnya jumlah pengeboran di PT PEP.

PT PEP.

Laporan Laba Rugi PDSI yang berakhir pada 31 Desember 2014

Income statement of PDSI ended on December 31, 2014 and

serta perbandingannya dengan RKAP dari tahun sebelumnya,

the comparison with RKAP from the previous year is presented

disajikan dalam tabel berikut.

in the following table:

Laporan Laba Rugi PDSI dalam ribuan USD

Income Statements of PDSI (in thousand USD) 2014

2013

RKAP 2014



Pendapatan / Revenue

305,238

260,794

331,191

117%

92%

Beban Pokok Pendapatan / Cost of Revenue

209,937

176,046

215,887

119%

97%

Beban Umum & Administrasi / General and Administrative Expenses

22,927

22,652

20,958

101%

109%

Laba Usaha / Operating profit

72,374

62,096

94,346

117%

77%

Pendapatan (Beban) Lain-Lain / Other Income (Expenses)

(8,839)

(10,676)

(8,599)

83%

103%

Laba Sebelum Pajak / Profit before tax

63,535

51,420

85,747

124%

74%

Pajak Penghasilan / Income tax

17,027

13,460

21,437

127%

79%


Laba Tahun Berjalan / Profit for the year

46,508

37,960

64,310

123%

72%

EBITDA

118,630

102,747

132,586

115%

89%

154



LAPORAN ARUS KAS Arus Kas dari Aktivitas Operasi

CASH FLOWS STATEMENTS Cash Flows from Operating Activities

PDSI mencatat penerimaan kas bersih dari aktivitas operasi

PDSI recorded net cash from operating activities in 2014 at

selama 2014 adalah USD 88,20 juta, naik sebesar 19% dari

USD 88.20 million, it increased by 19% from USD 74.29 million

USD 74,29 juta pada 2013. Hal ini menunjukkan bahwa secara

in 2013. This shows that operationally, the Company was able

operasional, Perusahaan mampu meningkatkan kinerjanya

to enhance its performance from previous year. Increase of

dari tahun sebelummnya. Peningkatan Arus Kas dari aktivitas

Cash Flows from operating activities was also attributed by the

operasi juga didorong oleh perbaikan tingkat kolektabilitas

recovery of receivable collectability rate to customers.

piutang kepada pelanggan.

Arus Kas dari Aktivitas Investasi

Cash Flows From Investing Activities

Selama 2014, pengeluaran kas bersih dari aktivitas investasi

In 2014, net cash flows from investing activities decreased by

turun sebesar 12% menjadi USD 98,57 juta dari USD 111,92

12% to USD 98.57 million from USD 111.92 million in 2013. This

juta pada 2013. Hal ini disebabkan oleh penurunan jumlah

was due to the decrease in investment asset purchasing. In

pembelian aset investasi. Pada 2014, Perusahaan menambah

2014, the Company added 1 onshore rig while in 2013 it added

1 (satu) rig onshore. Sedangkan pada 2013, Perusahaan

2 onshore rigs.

menambah 2 (dua) rig onshore.

Arus Kas dari Aktivitas Pendanaan

Cash Flows for Financing Activities

Di 2014, pengeluaran kas bersih dari aktivitas pendanaan

In 2014, net cash from financing activities was USD 32.97

adalah sebesar USD 33,97 juta yang disebabkan oleh

million. The Company had the strategy to pay its long term

Perusahaan menerapkan strategi percepatan pembayaran

liabilities faster to reduce interest expenses of long term

hutang jangka panjang untuk mengurangi beban bunga

liabilities. in 2013, net cash receipts from financing activities

pinjaman hutang jangka panjang. Di tahun 2013, penerimaan

was recorded at USD 99.51 million, mostly derived from loans

kas bersih untuk aktivitas pendanaan tercatat sebesar USD 99,51

from PT Pertamina (Persero) as shareholders and from the

juta yang mayoritas berasal dari pinjaman ke PT Pertamina

funds obtained by PDSI to increase PDSI’s assets.

(Persero) selaku pemegang saham, sekaligus merupakan dana yang didapat PDSI untuk penambahan aset PDSI. Tabel Laporan Arus Kas Bersih 2014 dan 2013

Table of Net Cash Flows Statements of 2014 and 2013

dalam ribuan USD

in thousand USD Perubahan/ Persentase/ Change Percentage

Akun/Account

2014

2013

Arus Kas yang dihasilkan dari aktivitas operasi / Cash Flows from operating activities

88,200

74,290

14,273

119%

Arus Kas Bersih yang dihasilkan dari/(digunakan) untuk aktivitas investasi / Net cash flows generated from/(used) in operating activities

(98,573)

(111,918)

13,345

88%

Arus Kas Bersih yang dihasilkan dari/(digunakan) untuk aktivitas pendanaan / Net Cash Flows generated from/(used) in financing activities

(32,974)

99,513

(132,850)

-33%

Efek perubahan nilai kurs pada kas dan setara kas / Effects of exchange rate change on cash and cash equivalents

(981)

(3,227)

2,246

30%

Perubahan jumlah total arus kas / Changes in total cash flows

(44,328)

58,658

(102,986)

-76%

Saldo Awal Kas dan Setara Kas / Cash & cash Equivalents at the beginning of the year

82,209

23,551

58,658

349%

Saldo Akhir Kas dan Setara Kas / Cash & cash Equivalents at the end of the year

37,881

82,209

(44,328)

46%


155


PERBANDINGAN TARGET AWAL TAHUN BUKU DENGAN REALISASI

COMPARISON BETWEEN TARGET AT THE BEGINNING OF FISCAL YEAR AND ITS REALIZATION

Berdasarkan RKAP 2014, PDSI memiliki target pendapatan

Based on 2014 RKAP, PDSI targeted net income amounting to

bersih sebesar USD 64,31 juta yang pada realisasinya tercapai

USD 64.31 million in which the realization reached 72% or USD

72% atau sebesar USD 46,509 juta. Namun demikian, bila

46.509 million. Despite so, compared to 2014 RKAP prognosis,

dibandingkan dengan prognosa RKAP 2014, pencapaian

the achievement successfully increased by 106%.

tersebut berhasil meningkat sebesar 106%. Dalam upaya mencapai target tersebut, PDSI menemukan

To achieve the target, PDSI faced several challenges affecting

beberapa kendala yang mempengaruhi perolehan pendapatan

the 2014 income, such as::

sepanjang 2014, di antaranya adalah: 1. Di awal tahun 2014, PDSI sempat tertunda mendapatkan

1. In early 2014, there were several postponed work

kontrak kerja untuk beberapa rig seperti: Rig PDSI#14.4/

contracts for the following rigs: Rig PDSI#14.4/MSH-

MSH-2000-M,

2000-M, PDSI#37.3/F200-E, PDSI#02.2/IE900-E, PDSI#25.2/

PDSI#37.3/F200-E,

PDSI#02.2/IE900-E,

PDSI#25.2/LTO750-M, PDSI#13.1/H40D-M (USD 4.1 juta).

LTO750-M, PDSI#13.1/H40D-M (USD 4.1 million).

2. Menunggu program sumur dan mundurnya beberapa

2. Waited for well program and unrealized well drilling plans

rencana pengeboran sumur yang akan dikerjakan

due to unprepared locations, such as well drilled by these

akibat ketidaksiapannya lokasi, seperti sumur yang akan

rigs: Rig PDSI#30.2/D1000-E, PDSI#06.2/N80UE, PDSI#10.2/

dikerjakan oleh rig-rig antara lain Rig PDSI#30.2/D1000-E,

D-700-M,

PDSI#06.2/N80UE,

PDSI#26.1/H25CD-M,

OW760-M,

PDSI#10.2/D-700-M,

PDSI#18.2/LTO650-M,

PDSI#05.2/

PDSI#26.1/H25CD-M,

PDSI#05.2/OW760-M,

PDSI#18.2/LTO650-M,

PDSI#12.3/N110-M,

PDSI#15.3/

N110-M, PDSI#33.1/IDECO-H35-M, PDSI#07.1/H30FD-M,

PDSI#12.3/N110-M, PDSI#15.3/N110-M, PDSI#33.1/IDECO-

PDSI#30.2/D1000-E,

H35-M, PDSI#07.1/H30FD-M, PDSI#30.2/D1000-E, PDSI#24/

SKYTOP650-M (USD 14.9 million).

PDSI#24/CWKT210-M,

PDSI#36.1/

CWKT210-M/PDSI#36.1/SKYTOP650-M (sebesar USD 14.9 juta). 3. Diberlakukannya proses Residual Life Assesment (RLA) untuk

3. Residual Life Assesment (RLA) process for rigs above

rig-rig yang telah berusia 30 tahun keatas sebagai prasyarat

30 years of age as the pre-requirement for extension of

perpanjangan surat kelayakan penggunaan instalasi (SKPI)

eligibility letter for installation utilization such as: Rig

seperti: RigPDSI#07.1/H30FD-M, PDSI#35.1/IDECO-H35-M,

PDSI#07.1/H30FD-M, PDSI#35.1/DECO-H35-M, PDSI#04.3/

PDSI#04.3/N110-M, PDSI#12.3/N110-M, PDSI#15.3/N110-M,

N110-M, PDSI#12.3/N110-M, PDSI#15.3/N110-M, PDSI#17.2

PDSI#17.2/NT45-M, PDSI#20.2/EMSCOD2-M, PDSI#11.2/

/NT45-M,

N80B-M, PDSI#32.2/N80UE, PDSI#08.1/H40D-M (sebesar

PDSI#32.2/N80UE, PDSI#08.1/H40D-M (USD 8.7 million).

PDSI#20.2/EMSCOD2-M,

PDSI#11.2/N80B-M,

USD 8.7 juta) 4. Dilakukannya general overhaul dan maintenance rutin untuk rig-rig sebagai berikut: PDSI#10.2/D700-M,

PDSI#03.1/CWKM200-M,

PDSI#21.2/OW700-M,

PDSI#06.2/

4. General overhaul and regular maintenance for the following rigs: PDSI#03.1/CWKM200-M, PDSI#10.2/D700-M, PDSI#21.2/OW700-M,

PDSI#06.2/N80UE-E,

PDSI#34.1/

N80UE-E, PDSI#34.1/IDECO-H35-M, PDSI#14.4/MSH2000-M,

IDECO-H35-M, PDSI#14.4/MSH2000-M, PDSI#11.2/N80B-M,

PDSI#11.2/N80B-M, PDSI#33.1/IDECO-H35-M, PDSI#19.1/

PDSI#33.1/IDECO-H35-M, PDSI#19.1/LTO-350 (USD 2.0

LTO-350 (sebesar USD 2.0 juta).

million).

5. Tidak tercapainya Hari Kerja Operasi di PT Pertamina EP

5. Unachieved operating days of rigs at Pertamina EP and PGE

dan PT Pertamina Geothermal Energy (PGE) dibandingkan

compared to early estimation during the preparation of

dengan estimasi awal saat penyusunan RKAP 2014 (sebesar

RKAP 2014 (USD 19.5 million).

USD 19.5 juta).

156



6. Tidak terutilisasinya rig investasi baru PDSI#43.3/AB1500-E

6. Unutilized investment in new rig PDSI#43.3/AB1500-E in

di PT PGE dikarenakan mundurnya proses fabrikasi

PGE due to the pullback of fabrication process so that the

sehingga delivery time-nya akhir Desember 2014 (USD 3.1

delivery time was changed to December 2014 (USD 3.1

juta).Total loss revenue sebesar USD 49.2 juta.

million). Total loss revenue was USD 49.2 million.

Di sisi lain, terdapat beberapa rig yang pendapatannya

Meanwhile, there were several rigs whose income went beyond

melebihi estimasi RKAP 2014, yaitu:

the estimation of RKAP 2014:

•

Rig PDSI#15.3/N110-M

•

Rig PDSI#15.3/N110-M

•

PDSI#29.3/D1500-E

•

PDSI#29.3/D1500-E

•

PDSI#31.3/D1500-E

•

PDSI#31.3/D1500-E

•

PDSI#41.3/N110UE-E

•

PDSI#41.3/N110UE-E

•

PDSI#38.2/D1000-E

•

PDSI#38.2/D1000-E

•

PDSI#04.3/N110-M

•

PDSI#04.3/N110-M

•

PDI#19.1/LTO-350-M

•

PDI#19.1/LTO-350-M

•

PDSI#17.2/NT45-M

•

PDSI#17.2/NT45-M

•

PDSI#13.1/H40D-M

•

PDSI#13.1/H40D-M

•

PDSI#26.1/H25CD-M

•

PDSI#26.1/H25CD-M

•

PDSI#33.1/IDECO-H35-M

•

PDSI#33.1/IDECO-H35-M

•

PDSI#12.3/N110-M

•

PDSI#12.3/N110-M

Total exceeded revenue yang dihasilkan sebesar USD 5,4 juta

Total exceeded revenue of USD 5.4 million was caused by an

disebabkan oleh meningkatnya Hari Kerja Operasi.

increase in Operational Work Days.

-49,0 (-19%) 257,7 208,7

Own rig

RKAP 2014

Realisasi 2014

Pada RKAP 2014, PDSI telah merencanakan strategi perolehan

In RKAP 2014, PDSI has planned to acquire revenue from two

pendapatan dari segmen kerja sama unit rig kemitraan. Sampai

partner rig units. Until the end of 2014, revenue from partner

dengan akhir 2014, pendapatan dari rig kemitraan yang

rig acquired by PDSI was quite good. It exceeded the estimation

diperoleh PDSI cukup positif bahkan melebihi estimasi RKAP

of RKAP 2014. The revenue was from:

2014. 1. Rig APS#01 milik PT. Asia Petrocom Services (USD 4.3 juta) beroperasi di PT PGE. 2. Rig APS#355 milik PT. Asia Petrocom Services (USD 1.6 juta) beroperasi di JOB Pertamina Golden Spike.

1. Rig APS#01 owned by PT. Asia Petrocom Services (USD 4.3 million) that operates at PT PGE. 2. Rig APS#355 owned by PT. Asia Petrocom Services (USD 1.6 million) that operates at JOB Pertamina Golden Spike. PT Pertamina Drilling Services Indonesia Laporan Tahunan 2014 Annual Report

157


Total exceeded revenue dari kedua kerjasama rig kemitraan

Total exceeded revenue for both of those operation was USD

tersebut adalah sebesar USD 7.2 juta.

7.2 million. +7,2 (+54%) 20,5 13,3

Partner Rig

RKAP 2014

Realisasi 2014

Pada RKAP 2014, PDSI ditargetkan memperoleh pendapatan

In RKAP 2014, the targeted revenue from semi IPM services

dari services yang bekerja secara semi IPM di PGE sebesar

in PGE amounted to USD 30.5 million from twelve wells by

USD30.5 juta dari 12 (dua belas) sumur yang dikerjakan oleh

own rig (Rig PDSI#04.3/N110-M and PDSI#39.3/D1500-E) and

own rig (Rig PDSI#04.3/N110-M dan PDSI#39.3/D1500-E) serta

partner rig.

rig kemitraan. Sampai akhir 2014, PDSI dapat menyelesaikan 11 (sebelas)

Until the end of 2014, PDSI was able to complete 11 wells,

sumur, yang terdiri dari 3 (tiga) sumur dikerjakan oleh Rig

consisting of three wells by Rig PDSI#04.3/N110-M, two wells

PDSI#04.3/N110-M, 2 (dua) sumur dikerjakan oleh PDSI#39.3/

by PDSI#39.3/D1500-E, two wells by Rig PRA #01 (partner rig)

D1500-E, 2 (dua) sumur dikerjakan oleh Rig PRA #01 (rig mitra)

and four wells by Rig APS#01 (partner rig). Total loss revenue

serta 4 (empat) sumur oleh Rig APS#01 (rig mitra). Total loss

was USD 3.9 million.

revenue sebesar USD 3,9 juta. -3,9 (-13%) 30,5 26,6

IPM Services

RKAP 2014

158


Realisasi 2014


Pada RKAP 2014, pendapatan dari own rig services ditargetkan

In RKAP 2014, the targeted revenue from own rig services was

sebesar USD 16,6 juta, terdiri atas beroperasinya 20 unit top

USD 16.6 million. It consisted of the operation of 20 top drive

drive, 4 unit H2S monitoring unit, fire pump, fishing, coring serta

units, 4 H2S monitoring units, fire pump, fishing, coring and

penyewaan peralatan directional drilling. Hingga akhir 2014,

directional drilling leasing. Until the end of 2014, the income

pendapatan dari own rig services mencapai total USD 15.5 juta.

from own rig services reached the amount of USD 15.5 million.

Total loss revenue tercatat sebesar USD 1,1 juta.

Total loss revenue was USD 1.1 million. -1,1 (-7%) 16,6 15,5

Own Services

RKAP 2014

Realisasi 2014

Pada RKAP 2014, PDSI ditargetkan memperoleh pendapatan

In RKAP 2014, PDSI is targeted to acquire revenue from joint

dari joint operation atas 2 unit quick skidding rig di MCL (1 unit

operation of 2 units of quick skidding rig in MCL (one unit is

merupakan aset PDSI) dan 1 unit JU Rig (aset partner) di PHE

the asset of PDSI) and one unit of JU Rig (partner’s asset) in PHE

WMO sejak awal 2014 dan pendapatan dari anak perusahaan.

WMO since early 2014 , as well as revenue from subsidiaries.

Sampai akhir 2014, pendapatan PDSI dari JO dan Anak

Until the end of 2014, the revenue of PDSI from JO and

Perusahaan adalah sebesar USD 39.23 juta. Total exceeded

subsidiaries amounted to USD 39.23 million. Total exceeded

revenue sebesar USD 11.47 juta.

revenue was USD 11.47 million. +11,5 (+41%) 39,3 27,8

JO & AP

RKAP 2014

Realisasi 2014


159


Tingkat Kesehatan PDSI

Health Index of PDSI

Kondisi keuangan PDSI mengacu pada keputusan Menteri

The financial condition of PDSI refers to the decree of State

Negara BUMN Nomor KEP-100/MBU/2002 pada 4 Juni 2002

Minister of State Owned Enterprise No KEP-100/MBU/2002

tentang penilaian tingkat kesehatan BUMN. Dengan mengacu

dated June 4, 2002 regarding assessment on health index of

pada tingkat penilaian tersebut, kondisi keuangan PDSI di

State Owned Enterprise. By referring to this assessment, the

tahun 2014 mendapatkan skor 89. Skor ini menunjukkan

financial condition of PDSI in 2014 obtained 89 score. This score

bahwa PDSI tergolong dalam Klasifikasi Tingkat Kesehatan

shows that PDSI is classified in Health Index Classification with

dengan kategori “Sehat AA”, dengan perhitungan penilaian

“AA Healthy” category with the following calculation:

sebagai berikut: Audited 2013 No.

Kinerja Keuangan / Financial Performance

RKAP 2014

Realisasi / Realization 2014

Bobot / Poin

Nilai / Value

Skor / Score

Bobot / Poin

Nilai / Value

Skor / Score

Bobot / Poin

Nilai / Value

Skor / Score

1

Return On Equity (ROE)

%

20

22.53

20.00

20

30.31

20.00

20

24.81

20.00

2

Return On Investment (ROI)

%

15

16.64

9.00

15

19.83

12.00

15

18.45

12.00

3

Operating Profit Margin (OPM)

3

23.81

2.50

3

28.49

3.00

3

23.71

2.50

4

Net Profit Margin (NPM)

5

Cash Ratio

%

3

14.56

2.00

3

19.42

2.50

3

15.24

2.50

5

58.24

5.00

5

28.75

4.00

5

29.15

4.00

6

Current Ratio

%

5

176.89

5.00

5

119.33

4.00

5

164.20

5.00

7

Collection Period

hr

3

153.38

-

3

56.39

3.00

3

138.08

-

8

Inventory Turn Over

hr

3

33.85

2.00

3

18.01

3.00

3

29.99

2.50

9

Total Asset Turn Over

%

3

42.68

1.50

3

49.65

1.50

3

48.14

1.50

10

Equity To Total Asset Turn Over

7

31.99

7.00

7

39.02

7.00

7

36.37

7.00

11

Time Interest Earned Ratio (TIER)

10.17

3.00

3

14.24

3.00

3

8.92

3.00

%

3

Nilai Kinerja Keuangan / Financial Performance Value

57.00

63.00

60.00

Nilai Kinerja Keuangan Proporsional (NKKP) / Proportional Financial Performance Value (NKKP)

57.00

63.00

60.00

Sehat / Healthy

Sehat / Healthy

Sehat / Healthy

Klasifikasi Tingkat Kinerja Keuangan / Classification of Financial Performance Rate

Audited 2013 Kinerja Pertumbuhan / Growth Performance

1.

Pertumbuhan Produktivitas, antara lain Productivity Growth, among others - Asset Productivity Growth (ASPG)

Bobot / Poin

Nilai / Value

4

(10.54)

RKAP 2014 Skor / Score


Bobot / Poin

Nilai / Value

Skor / Score

Bobot / Poin

Nilai / Value

Skor / Score

4

4.16

3.00

4

15.49

4.00

Pertumbuhan Daya Saing / Competitiveness Growth 2.

- Sales Growth (SALG)

5

5.81

2

5

18.80

5.00

5

17.04

5.00

- Net Profit Margin Growth (ASPG)

3

(1.62)

-

3

2.58

1.00

3

4.68

2.00

- Sales to Total Asset Growth (STAG)

3

(14.45)

3

2.95

1.00

3

17.41

3.00

- Net Profit Growth (NPG)

5

4.10

5

21.86

5.00

5

22.52

5.00

Pertumbuhan Efisiensi, antara lain : Efficiency Growth, among others: 3.

Nilai Kinerja Pertumbuhan (NKP) / Growth Performance Value Klasifikasi Tingkat Kinerja Pertumbuhan / Classification of Growth Performance Rate

160


2

4.00

15.00

19.00

Kurang Tumbuh / Low Growth

Tumbuh Tinggi / High Growth

Tumbuh Tinggi / High Growth


Audited 2013 Kinerja Administrasi / Administration Performance

RKAP 2014


Bobot / Poin

Nilai / Value

Skor / Score

Bobot / Poin

Nilai / Value

Skor / Score

Bobot / Poin

Nilai / Value

Skor / Score

1.

Laporan Keuangan Perusahaan Bulanan / Monthly Financial Statements

2

≤ 7 hari kalender / Calendar days

2.00

2


2.00

2


2.00

2.

Laporan Manajemen Perusahaan Bulanan / Monthly Management Statements

2

≤16 hari kalender / Calendar days

2.00

2


2.00

2


2.00

3.

Laporan Keuangan Audited / Audited Financial Statements

3

≤Bulan Maret / March

3.00

3

≤Bulan Februari / February

3.00

3

≤Bulan Februari / February

3.00

4.

Rancangan RKAP / RKAP Draft

3

Bulan Juli / July

3.00

3

Bulan Juli / July

3.00

3

Bulan Juli / July

3.00

Nilai Kinerja Administrasi (NKA) / Administration Performance Value (NKA) Klasifikasi Tingkat Kinerja Administrasi / Classification of Administration Performance Rate Tingkat Kesehatan Anak Perusahaan / Health Index of Subsidiaries

10

10.00 Tertib / Organized

Sehat A

71.00

10.00

10.00

Tertib / Organized

Sehat AA

88.00

Tertib / Organized

Sehat AA

89.00

(NKKP+NKP+NKA) Keterangan : Klasifikasi Tk Kinerja Keuangan “SEHAT” (Klasifikasi = NKK >45) Klasifikasi Tk Kinerja Keuangan “KURANG SEHAT” (Klasifikasi = 20 ≤ NKK >45) Klasifikasi Tk Kinerja Keuangan “TIDAK SEHAT” (Klasifikasi < 20)

Description: Classification of Financial Performance “SOUND” (Classification = NKK > 45) Classification of Financial Performance “FAIRLY SOUND” (Classification= 20 ≤ NKK ≤ 45) Classification of Financial Performance “NOT SOUND” (Classification = < 20)

KEMAMPUAN MEMBAYAR UTANG DAN TINGKAT KOLEKTIBILITAS PIUTANG

SOLVENCY AND RECEIVABLE COLLECTABILITY RATE

Kemampuan Membayar Utang

Solvency

Kemampuan PDSI dalam melunasi utang diukur berdasarkan

The solvency of PDSI is measured by liquidity ratio and the

rasio likuiditas, sedangkan kemampuan untuk memenuhi

ability to repay its debts is measured by solvability ratio by

seluruh kewajibannya diukur berdasarkan rasio solvabilitas

making comparison between all debts and all assets and

dengan membuat perbandingan seluruh kewajiban terhadap

comparison between all debts and equity.

seluruh aktiva dan perbandingan seluruh kewajiban terhadap ekuitas.

RASIO LIKUIDITAS

LIQUIDITY RATIO

Rasio Likuiditas dihitung dengan menggunakan Current Ratio

Liquidity ratio was calculated by Current Ratio. It as a

yaitu perbandingan antara Aset Lancar dengan Liabilitas

comparison between current assets and current liabilities. As of

Jangka Pendek. Per 31 Desember 2014 dan 2013, rasio

December 31, 2014 and 2013, liquidity ratio of PDSI was 164%

likuiditas PDSI adalah sebesar 164% dan 176%. Aset Lancar

and 176%. Current assets in 2014 was USD 233.89 million, it

pada 2014 tercatat sebesar USD 233,89 juta menurun sebesar

decreased by 15% compared to 2013 which was USD 249.68

15% dibandingkan dengan 2013 yaitu sebesar USD 249,68 juta.

million. Current liabilities of PDSI were USD 129.955 million, the

Sedangkan liabilitas jangka pendek PDSI tercatat sebesar USD

amount decreased by 8% compared to 2013 which was USD

129,955 juta menurun sebesar 8% dibandingkan dengan 2013

141.15 million.

yaitu sebesar USD 141,15 juta.


161


dalam ribuan USD

in thousand USD

Uraian/Description

2014

2013

Persentase/Percentage

Aset Lancar /Current Assets

213,384

249,681

85%

Liabilitas Jangka Pendek / Current Liabilities

129,954

141,146

92%

164%

176%

102%

Tingkat Likuiditas / Liquidity level RASIO SOLVABILITAS

SOLVABILITY RATIO

Solvabilitas menunjukkan kemampuan PDSI dalam melunasi

Solvability ratio shows the ability of PDSI in repaying all its

seluruh kewajibannya yang diukur dengan membandingkan

debts. It is measured by comparing total consolidated liabilities

jumlah

against total consolidated equity.

liabilitas

konsolidasi

terhadap

jumlah

ekuitas

konsolidasi. dalam ribuan USD Uraian/Description

2014

2013

Persentase/Percentage

Total Liabilitas / Total Liabilities

409,271

438,845

93%

Total Ekuitas / Total Equity

233,963

206,435

113%

175%

213%

82%

Rasio Solvabilitas / Solvability Ratio

Solvabilitas ekuitas untuk tahun yang berakhir pada 31

Equity solvabilities for the year ended on 31 December 2014

Desember 2014 dan 2013 adalah masing-masing sebesar 175%

and 2013 were 175% and 213% respectively.

dan 213%.

Tingkat Kolektibilitas Piutang

Receivable Collectability Rate

Tingkat kolektibilitas piutang digunakan untuk mengukur

Receivable collectability rate is used to measure the period of

periode waktu perputaran piutang perusahaan. Kolektibilitas

receivable turnonver in a company. Receivable collectability

piutang 2014 tercatat sebesar 138 hari, lebih cepat

in 2014 was 138 days, it was quicker than 2013 which was 154

dibandingkan dengan 2013 yaitu 154 hari. Hal ini disebabkan

days. This was due to the effort of PDSI to get an early payment

oleh upaya PDSI untuk mempercepat proses penagihan

of receivable.

piutang.

STRUKTUR PERMODALAN

CAPITAL STRUCTURE

Selama 2014, tidak terdapat perubahan kebijakan manajemen

In 2014, there was no change in management policy regarding

atas struktur modal.

capital structure. in thousand USD

dalam ribuan USD 2014

Persentase Total Modal / Total Capital

2013


Liabilitas Jangka Pendek / Current Liabilities

129,954

20%

141,146

22%

Liabilitas Jangka Panjang / Long term liabilities

279,317

43%

297,699

46%

Jumlah Liabilitas

409,271

64%

438,845

68%

Uraian/Description

162



2014


2013


Jumlah Ekuitas / Total equity

233,963

36%

206.435

32%

Jumlah Liabilitas dan Ekuitas / Total liabilities and equity

643,234

100%

645.280

100%

Uraian/Description

DAMPAK PERUBAHAN HARGA

IMPACT OF PRICE CHANGE

Per 31 Desember 2014, PDSI mengalami perubahan harga atas

As of December 31, 2014, there were changes in the prices of

produknya yang berdampak pada pendapatan usaha PDSI.

products which impacted the income of PDSI. The impacts can

Dampak-dampak tersebut dapat dilihat dari:

be seen from:

No.

1

Deskripsi / Description PJP (Perjanjian Jasa Pengoperasian)

No. Kontrak / Contract Number

Masa Berlaku / Validity Period

2154/EP0000/2013-S0 1267/C00000/2013-S0

01 Januari 2014 s.d. 31 Desember 2014 January 1 - December 31, 2014

1160/EP0000/2014-S0 873/DSI0000/2014-S0

01 Januari 2014 s.d. 31 Desember 2014

Agreement on Operations Service (PJP) Amandemen-I Penambahan 3 unit rig: PDSI#13.1/ H40D-M, PDSI#14.4/MSH2000-M, PDSI#37.3/F200-E Amendment-I Adding 3 rig units: PDSI#13.1/H40D-M, PDSI#14.4/MSH2000-M, PDSI#37.3/F200-E

Jasa Pengeboran Tearah (Directional Drilling) dengan Menggunakan RSS dan LWD Directional Drilling service using RSS and LWD

3

Perjanjian Proyek Lumut Balai Paket A

01 Januari 2014 s.d. 31 Desember 2014

Perjanjian Lahendong

188,788,640.00

-

-

1162/SP3MP/ EP0300/2014-S0

10 Oktober 2014 s.d. 07 Januari 2016 October 10, 2014 January 7, 2016

4,180,055.42

4,180,055.42

4600001927

21 Oktober 2013 s.d. 20 Oktober 2014 October 21, 2013 October 20, 2014

15,654,173.47

15,654,173.47

7200000014

30 Desember 2013 s.d. 29 Desember 2014 December 30, 2013 December 29, 2014

20,423,467.93

40,636,960.77

7200000014

30 Desember 2013 s.d. 29 Desember 2015 December 30, 2013 December 29, 2015

20,213,492.84

Lahendong Agreement Addendum Penambahan Jumlah Sumur Pengeboran Addendum Addition of Drilling Wells

188,788,640.00

January 1 - December 31, 2014

Lumut Balai Project Agreement - Package A 4

Kumulatif / Cummulative

January 1 - December 31, 2014

Amandemen-II Penambahan 2 unit rig : PDSI#41.3/ N110UE-E, PDSI#42.3/D1500-E Amendment-II Adding 2 rig units: PDSI#41.3/N110UE-E, PDSI#42.3/D1500-E 2

Nilai Kontrak / Contract Value (USD)


163


No.

5

Deskripsi / Description Perjanjian Proyek Karaha Kamojang

No. Kontrak / Contract Number

Kumulatif / Cummulative

14 Februari 2014 s.d. 13 Februari 2015 February 14, 2014 February 13, 2015

17,350,968.77

Addendum Penambahan Jumlah Sumur Pengeboran Addendum Addition of Drilling Wells

4650005449

17 Februari 2014 s.d. 16 Februari 2016 February 17, 2014 February 16, 2016

15,034,763.75

Perjanjian Sungai Penuh

4650005685

15 April 2014 s.d. 14 April 2015 April 15, 2014 - April 14, 2015

12,325,783.63

12,325,783.63

4650005980

22 Juli 2014 s.d. 21 Januari 2016 July 22, 2014 - January 21, 2016

36,588,386.83

36,588,386.83

196B/TS.d.RLG/11

09 Agustus 2012 s.d. 08 Agustus 2014 August 9, 2012 August 8, 2014

87,555,000.00

87,555,000.00

K120023.A/JOBT/DRL K120023.B/JOBT/DRL

24 April 2013 s.d. 23 April 2015 April 24, 2013 - April 23, 2015

42,509,937.00

42,509,937.00

4600010986

15 September 2011 s.d. 14 September 2015 September 15, 2011 September 14, 2015

98,895,000.00

98,895,000.00

Sungai Penuh Agreement 7

Nilai Kontrak / Contract Value (USD)

4650005449

Karaha Kamojang Project Agreement

6

Masa Berlaku / Validity Period

Perjanjian Proyek Ulubelu Ulubelu Project Agreement

8

One (1) Cantilever Type Jack Up Drilling Unit Complete With Top Drive, Unit 3

9

Penyediaan Land Drilling Rig Min 1500 HP Untuk Pengembangan Lapangan Senoro Procurement of Land Drilling Rig Min 1500 HP for Lapangan Senoro Expansion

10

Kontrak Unit Pengeboran Darat

Contract for Land Drilling Units

32,385,732.52

11

Jasa Penyediaan Peralatan dan Pengoperasian Drilling Rig Min 550 HP Procurement and Operations of Drilling Rig Min 550 HP

JS 058/EPT-172/10/13

03 Desember 2013 s.d. 02 Juni 2014 December 3, 2013 June 2, 2014

1,479,720.00

1,479,720.00

12

Jasa Penyediaan Peralatan dan Pengoperasian Drilling Rig Min 550 HP Procurement and Operations of Drilling Rig Min 550 HP

JS 040A/EPT-146/6/14

04 Agustus s.d. 04 Oktober 2014 August 4 - October 4, 2014

700,260.00

770,286.00

Addendum I Penambahan Jangka Waktu Kontrak Addendum I Extending Contract Period

JS 040A/EPT-146/6/14

04 Agustus s.d. 04 November 2014 August 4 - November 4, 2014

-

Addendum II Penambahan Nilai Kontrak Addendum II Additional Contract Values

JS 040A/EPT-146/6/14

04 Agustus s.d. 04 November 2014 August 4 - November 4, 2014

70,026.00

066/GM/JOBPGSIL/ III/2014

21 Maret 2014 s.d. 20 September 2014 March 21, 2014 September 20, 2014

1,664,566.00

1,664,566.00

57140

15 Juli 2014 s.d. 14 Juli 2016 July 15, 2014 - July 16, 2016

23,200,000.00

23,200,000.00

13

Jasa Sewa 1 (satu ) Unit Rig Kapasitas Minimum 350 HP Leasing of 1 (one) Rig Unit with the Minimum Capacity of 350 HP

14

Minimum 1000 HP Drilling Rig Services

164



INFORMASI DAN FAKTA MATERIAL YANG TERJADI SETELAH TANGGAL LAPORAN AKUNTAN

MATERIAL INFORMATION AND AFTER BALANCE SHEET DATE

Tidak ada informasi dan fakta material yang terjadi setelah

There was no material information and fact after the balance

tanggal laporan akuntan.

sheet date.

PERISTIWA PENTING SETELAH TANGGAL LAPORAN AKUNTAN YANG BERDAMPAK PADA KINERJA DAN RISIKO KEUANGAN

SIGNIFICANT EVENTS AFTER BALANCE SHEET DATE THAT AFFECT PERFORMANCE AND FINANCIAL RISK

Tidak ada peristiwa penting yang terjadi setelah tanggal

There was no significant event after balance sheet date which

laporan akuntan yang berdampak pada kinerja dan risiko

affect performance and financial risk.

FACTS

keuangan.

KEBIJAKAN PEMBAGIAN DIVIDEN

DIVIDEND POLICY

Berdasarkan ketetapan RUPS yang diselenggarakan pada

In accordance with resolutions of GMS convened on March 17,

12 Maret 2014, PDSI menetapkan bahwa kebijakan dividen

2014, PDSI determined that dividend policy was paid by 50% of

dibayarkan sebesar 50% dari total penggunaan laba bersih

total net profit of the Company in 2013 or amounting to USD

perusahaan tahun 2013 atau sebesar USD 18,97 juta kepada

18.97 million to the shareholders.

para Pemegang Saham. Dividend payment to PT Pertamina Persero

Pembayaran Dividen ke PT Pertamina Persero Tahun / Year

Total Dividen (USD Ribu) / Total Dividend (USD Thousand)

Jumlah Dividen/ Saham / Total Dividend per Share

Dividend Payout Ratio

Tanggal Pengumuman / Announcement Date

2012

3,903

11.97

10%

2013

18,980

58.23

50%

Tanggal Pembayaran / Payment Date PT Pertamina (Persero)

PT Pertamina Hulu Energy

07/03/2013

24/12/2013

07/05/2013

12/03/2014

22/07/2014 26/08/2014 26/09/2014 28/10/2014

24/09/2014

PROGRAM KEPEMILIKAN SAHAM OLEH MANAJEMEN DAN ATAU KARYAWAN

EMPLOYEE AND/OR MANAGEMENT SHARE OWNERSHIP PROGRAM

PDSI tidak memiliki program kepemilikan saham oleh

PDSI did not own any ownership program by management or

manajemen dan atau karyawan.

employee.

REALISASI PENGGUNAAN DANA HASIL PENAWARAN UMUM

USE OF PROCEEDS FROM PUBLIC OFFERING

PDSI merupakan entitas anak dari PT Pertamina (Persero).

PDSI is a subsidiary of PT Pertamina (Persero). Up to the present

Hingga saat ini, PDSI belum mencatatkan sahamnya di bursa

day, PDSI has not listed its shares in stock exchange so that

efek sehingga informasi mengenai penggunaan dana hasil

information on public offering funds could not be presented.

penawaran umum tidak dapat disajikan.


165


SINERGI PERTAMINA GROUP

SYNERGY WITH PERTAMINA GROUP

Implementasi sinergi antar Anak Perusahaan BUMN dan

Synergic implementation between Subsidiaries and its

afiliasinya telah diterapkan berdasarkan SK Direksi PDSI No.

affiliations have been implemented based on Decree of Board

16/2009 & Permen BUMN No. 5/2009. Kontrak kerja yang telah

of Directors of PDSI No. 16/2009 & Regulation of Minister of

berjalan selama 2014 di antaranya adalah kontrak kerjasama

State Owned Enterprises No. 5/2009. Work contracts in 2014

dengan Pertamina EP, Pertamina Geothermal Energy, PHE

were contract with Pertamina EP, Pertamina Geothermal

WMO, JOB Pertamina- Medco Tomori, PHE- Mobil Cepu Limited,

Energy, PHE WMO, JOB Pertamina – Medco Tomori, PHE – Mobil

KSO Pertamina-Benakat Barat Petroleum dan JOB Pertamina -

Cepu Limited, KSO Pertamina – Benakat Barat Petroleum and

Golden Spike Indonesia.

JOB Pertamina – Golden Spike Indonesia.

INFORMASI MATERIAL MENGENAI INVESTASI, EKSPANSI, DIVESTASI, PENGGABUNGAN/PELEBURAN USAHA, AKUISISI ATAU RESTRUKTURISASI UTANG/ MODAL

MATERIAL INFORMATION ON INVESTMENT, EXPANSION, DIVESTMENT, BUSINESS MERGER/CONSOLIDATION, ACQUISITION OR CAPITAL/DEBT RESTRUCTURING

Kegiatan investasi dan akuisisi merupakan usaha PDSI dalam

Investment and acquisition are the efforts of PDSI to increase

meningkatkan kinerja pendapatan. Pada 2014, PDSI melakukan

income. In 2014, PDSI conducted several corporate actions

beberapa aksi korporasi, antara lain:

such as:

1. Pembelian 1 (satu) unit rig 1500 HP

1. Purchase of 1 unit of 1500 HP rig

2. Pembelian peralatan pengeboran, rig utilities dan peralatan

2. Purchase of drilling tools, rig utilities and HSE tools

HSE Pembelian aset investasi bertujuan untuk menambah kapasitas

The purpose of investment asset purchase is to add the

perusahaan dalam menghasilkan pendapatan. Pendanaan

capacity of the company to earn income. Funding in rig

dalam pembelian rig menggunakan dana pinjaman dari

purchase uses loan funds from PT Pertamina (Persero). As for

PT Pertamina (Persero), sedangkan pembelian peralatan

purchase of drilling tools, rig utilities, and HSE tools were used

pengeboran, rig utilities, dan peralatan HSE menggunakan

the company’s funds.

dana perusahaan.

INFORMASI TRANSAKSI MATERIAL YANG MENGANDUNG BENTURAN KEPENTINGAN DAN TRANSAKSI DENGAN PIHAK AFILIASI

INFORMATION ON MATERIAL TRANSACTION CONTAINING CONFLICT OF INTERESTS AND TRANSACTION WITH AFFILIATE PARTIES

Pada 2014, PDSI telah melakukan beberapa transaksi dengan

In 2014, PDSI had several transactions with affiliation as written

pihak afiliasi seperti yang tertulis dalam Catatan Laporan

in 2014 Annual Report, as follows:

Keuangan 2014 sebagai berikut: Pihak Terkait / Related Party

Sifat Hubungan / Nature of Relationship

Sifat Transaksi / Nature of Transaction


Pemegang Saham Utama Main Shareholder

Pembelian bahan bakar minyak, pinjaman modal, beban bunga Purchase of oil, capital leasing, interest expenses


Pemegang Saham Shareholder

Penyediaan jasa pengeboran Drilling service

PT Pertamina EP

Entitas Asosiasi Associate Entity

Penyediaan jasa pengeboran dan penyewaan rig Drilling and rig leasing service

166



Pihak Terkait / Related Party

Sifat Hubungan / Nature of Relationship

Sifat Transaksi / Nature of Transaction

PT Pertamina Geothermal Energy


Penyediaan jasa pengeboran dan penyewaan rig Drilling and rig leasing service

PT Patra Jasa


Jasa akomodasi pekerja Employee’s accommodation service

PT Pertamina Bina Medika


Jasa penyediaan layanan kesehatan bagi pekerja Employee’s health service

PT Pertamina Trans Kontinental


Jasa rekonsiliasi mobilisasi rig Reconciliation service for rig mobilization

PT Mitra Tour & Travel


Jasa penyediaan tiket pesawat Procurement service of airplane ticket



Jasa sewa untuk operasional Leasing service for operations


Anak Perusahaan Subsidiary

Jasa sewa barge Barge leasing service

PT Elnusa Tbk


Jasa sewa rig Rig leasing service

PERUBAHAN KEBIJAKAN AKUNTANSI

CHANGES IN ACCOUNTING POLICIES

PDSI

berstandar

PDSI has implemented the International Finance Reporting

internasional (International Finance Report System). Selain

System. In addition, PDSI has implemented Statements of

itu, PDSI juga menerapkan Pernyataan Standar Akuntansi

Financial Accounting Standard prevailing in Indonesia.

telah

menerapkan

sistem

pelaporan

Keuangan (PSAK) yang berlaku di Indonesia. Selama 2014, terdapat beberapa perubahan atas kebijakan

In 2014, there were several changes in PDSI’s accounting

akuntansi PDSI di antaranya penerapan ISAK 27, “Pengalihan

policies, such as ISAK 27 implementation, “Transfer of Assets

Aset dari Pelanggan”; ISAK 28, “Pengakhiran Liabilitas Keuangan

from Customer”, ISAK 28, “Liability Termination with Equity”,

dengan Instrumen Ekuitas”; dan ISAK 29, “Biaya Pengupasan

and ISAK 29, “Cost of Subsoil Paring at Production Stage in

Lapisan Tanah Tahap Produksi pada Pertambangan Terbuka”.

Open-Pit Mining”. The policies were in effect since January 1,

Kebijakan-kebijakan tersebut berlaku sejak 1 Januari 2014 tidak

2014 and did not change the accounting policies of PDSI. As

menghasilkan perubahan kebijakan akuntansi Perusahaan

such, there was no impact on the amount reported during the

dan tidak memiliki dampak terhadap jumlah yang dilaporkan

current year or in the previous year.

periode berjalan atau tahun sebelumnya.

PROYEKSI 2015

2015 PROJECTION

Proyeksi Berdasarkan Asumsi Eksternal

Projection based on External Assumption

Sedangkan asumsi eksternal proyeksi 2015 sebagai berikut :

The external assumptions of 2015 projection are:

1. Rencana kerja Pengeboran Ekplorasi & Ekploitasi PT

1. Work plan regarding Drilling, Exploration and Exploitation

Pertamina EP (Persero) dan PT. PGE. 2. Rencana kerja Pengeboran di Exxon Mobil Cepu Limited (EMCL) 3. Rencana kerja Pengeboran di West Madura Offshore (WMO)

at PT Pertamina EP (Persero) and PT. PGE. 2. Work plan regarding Drilling at Exxon Mobil Cepu Limited (EMCL) 3. Work plan regarding Drilling at West Madura Offshore (WMO)

4. Rencana kerja Pengeboran di Vico Indonesia (Vico)

4. Work plan regarding Drilling at Vico Indonesia (Vico)

5. Rencana kerja mengikuti tender di beberapa KPS lainnya.

5. Work plan regarding tender in several other KPS.


167


Proyeksi Berdasarkan Asumsi Internal

Projection based on Internal Assumption

Dalam perencanaan proyeksi tahun 2015, PDSI menggunakan

Internal assumptions of 2015 projection are:

asumsi-asumsi internal sebagai berikut : 1. Jumlah Rig : •

•

1. Total Rig:

Rig PDSI beroperasi di tahun 2015 sebanyak 43 Unit

•

43 units (including one joint operation unit and one

(termasuk satu unit dioperasikan secara joint operation

unit functions as Drilling Training Center) of Rig PDSI

dan satu unit berfungsi sebagai Drilling Training Center)

operating in 2015

Rig Kemitraan beroperasi di tahun 2015 sebanyak satu

•

One partner rig unit operates in 2015

unit 2. Jumlah Top Drive sebanyak 20 unit, baik yang beroperasi

2. 20 top drive units, both that operate through bundling

melalui kontrak bundling dengan rig maupun unbundling/

contract with rig and unbundling contract/ separated from rig

terpisah dengan rig 3. Jumlah H2S Monitoring Unit sebanyak 4 unit

3. 4 units of H2S Monitoring

4. Semi IPM PGE sebanyak 15 sumur

4. 15 wells of Semi IPM PGE

5. Tarif rig rata-rata sebesar USD 26,20 / HP/Day

5. Rig average tariff is USD 26.20/HP/Day (total THO is USD

(total THO USD 966.192 dan total daya 36.880 HP)

6. Daya rig year sebesar 34.862 HP 7. Adanya

program-program

966,192 and total power 36,880 HP) 6. Rig year power: 34,862 HP

perpanjangan

Sertifikat

7. Extension

program

regarding

Installation

Eligibility

Kelayakan Penggunaan Instalasi (SKPI) dan Residual/

Certificate and Residual/Remaining Life Assesment (for rig

Remaining Life Assesment (untuk rig yang berusia di atas 30

over 30 years of age) on several rigs in 2015

tahun) pada beberapa rig di tahun 2015 8. Nilai Tukar USD terhadap Rupiah, USD 1.00 = IDR 12.233,00

8. USD exchange rate against Rupiah is USD 1 = IDR 12.233,00

TARGET YANG DIHARAPKAN PADA MASA MENDATANG

EXPECTED TARGET IN THE FUTURE

Berdasarkan asumsi eksternal dan internal tersebut, PDSI

Based on the internal and external assumptions, PDSI targets

menargetkan kinerja rig pada masa mendatang sebagai

the performance of rig in the future as follows:

berikut: 1. Utilisasi Rig rata-rata 84,5%

1. Rig utilization of 84.5% in average

2. Ketersediaan Rig rata-rata 98,4%

2. Rig availability of 98.4% in average

3. Produktivitas Rig rata-rata (on call basis) 67,2%

3. Rig productivity (on call basis) of 67.2% in average

Kemudian, dari sisi keuangan, PDSI menargetkan RKAP 2015

Furthermore, from financial side, PDSI targeted that 2015

memperoleh laba sebesar USD 46,60 juta. Namun, menjelang

RKAP would obtain income amounting to USD 46.60 million.

akhir tahun 2014, terjadi penurunan harga minyak mentah

However, approaching the end of 2014, there was a decline

(Indonesian Crude Price) yang mencapai harga USD 60/Barrel.

in Indonesian Crude Price of oil which reached USD 60/barrel.

Hal ini akan berpengaruh terhadap menurunnya rencana

This impacted on the declining number of drilling plans for

kerja pengeboran baik captive market maupun non-captive

both captive market and non-captive market. Thus, 2015 RKAP

market sehingga target RKAP 2015 yang telah ditetapkan akan

target may be revised.

dimungkinkan untuk direvisi.

168


Pengantar Direktur Pemasaran dan Pengembangan Foreword from Director of Marketing and Development

Green Drilling merupakan signature program bagi PDSI yang membedakan PDSI dengan perusahaan pengeboran lainnya.

Green Drilling is the signature program of PDSI. It is what differentiates PDSI from other drilling companies.


Pada awal 2014, PDSI terkendala dengan adanya perubahan

In early 2014, PDSI was in trouble due to a change in drilling

Rencana Kerja pengeboran dari captive market utama kami.

work plan from our primary captive market. Therefore we

Oleh karena itu, upaya-upaya strategis harus dilakukan melalui

needed to take strategic steps through business breakthrough

terobosan bisnis dengan menciptakan berbagai inisiatif.

and we must create initiatives. As such, in the middle of

Pada pertengahan 2014, PDSI memaksimalkan upayanya

2014, PDSI maximized its effort in developing its market into

dalam pengembangan pemasaran ke luar captive market dan

the outside of captive market and it developed new drilling

mengembangkan bisnis jasa penunjang pengeboran baru.

supporting business.

Hasil kinerja tim Pemasaran dan Pengembangan berbuah

The performance of Marketing and Development team was

baik dengan ditandatanganinya kontrak kerja pengeboran

fruitful, marked by the signing of drilling work contract with

dengan PT Virginia

Indonesia Co, LLC wilayah operasi

PT Virginia Indonesia Co, LLC, East Kalimantan operational area

Kalimantan Timur pada Juli 2014 untuk jangka waktu kontrak

in July 2014 for contract time of 2 (two) years by operating 1

selama 2 (dua) tahun dengan mengoperasikan 1 unit land

unit of land rig that is Rig D1000/52 in Pamaguan location,

rig yaitu Rig D1000/52 di lokasi Pamaguan, Kalimantan Timur.

East Kalimantan. Moreover, drilling supporting product

Selain itu, difrensiasi produk jasa penunjang pengeboran

differentiating was also conducted, that is PDSI collaborated

juga dilakukan. PDSI berkolaborasi dengan DAS (DOWELL

with DAS (DOWELL ANADRILL SCHLUMBERGER) in the form

ANADRILL

konsorsium

of concorcium to execute Directional Drilling Services for

untuk melaksanakan pekerjaan Jasa Pengeboran Terarah

exploration well drilling of PT Pertamina EP, and succeeded in

(Directional

SCHLUMBERGER) Drilling)

untuk

dalam

bentuk

pengeboran

sumur-sumur

eksplorasi PT Pertamina EP, serta berhasil memasarkan barge

marketing Baruna barge that was neglected for a long time to West Madura Offshore.

Baruna yang sudah lama tidak terutilisasi ke West Madura Offshore. Dalam upayanya untuk memberikan nilai tambah kepada

In its attempt to create added values to customer which is also

pelanggan, yang sekaligus merupakan penerapan salah

the implementation of one of GCG values that is Customer

satu tata nilai perusahaan, yaitu Customer Focused, PDSI

Focused, PDSI launched strategic programs. One of the

meluncurkan program-program strategis. Salah satunya adalah

program was Green Drilling. This program was a signature

Green Drilling. Program ini merupakan signature program bagi

program for PDSI and it also differentiated PDSI from other

PDSI yang membedakan PDSI dengan perusahaan pengeboran

drilling companies. Green Drilling was implemented in every PT Pertamina Drilling Services Indonesia Laporan Tahunan 2014 Annual Report

169


lainnya. Green Drilling diterapkan di setiap area operasi

drilling operational area as the effort to utilize organic waste

pengeboran, sebagai upaya pemanfaatan limbah organik yang

that was changed to compost with the purpose to increase

diubah menjadi kompos dengan tujuan untuk meningkatkan

sanitation in drilling area and the results would be beneficial

sanitasi di area pengeboran dan hasilnya dapat memberikan

for the society surrounding the drilling area.

manfaat bagi masyarakat di sekitar area pengeboran. Program lainnya yaitu PDSI Understands, program evaluasi

Other programs were PDSI Understands, that is an evaluation

pasca pengeboran dengan memberikan laporan berupa

program after the drilling by preparing report in the form of

evaluasi dan input bagi pelanggan selama pengeboran, agar

evaluation and input for all customers during drilling, so that

pada aktivitas pengeboran berikutnya dapat tercipta operation

in the next drilling activities, operation of excellence can be

of excellence.

created.

Keberhasilan PDSI dalam mendapatkan pasar di luar captive,

The success of PDSI in obtaining market outside captive could

juga tidak terlepas dari kendala-kendala. Kendala yang

not be separated from troubles. Troubles encountered were HR

dihadapi antara lain SDM yang masih perlu ditingkatkan

that still needed to be improved regarding its entrepreneurship

orientasi entrepreneurship-nya, metode penilaian kinerja yang

orientation, performance assessment method that had not

belum mengedepankan competitive advantage serta masih

prioritized competitive advantage and the need to prepare the

perlu disusunnya metode pengukuran kepuasan pelanggan.

method to measure customer satisfaction.

Tantangan di tahun 2015 dengan adanya indikasi bahwa harga

To face the challenges in 2015 with the indication that oil price

minyak mentah dunia akan terus turun dalam waktu yang

will continue to decline in a long time, we focus our attention

cukup lama, maka fokus utama kami tetap pada:

on:

1. Peningkatkan upaya pemasaran di sektor non-captive,

1. The increasing marketing effort in non-captive, geothermal,

geothermal, gas dan jasa penunjang pengeboran lainnya.

gas and other drilling supporting service sectors.

2. Penambahan pendapatan/return melalui penambahan

2. Income/return addition through the addition in strategic

pada komoditi strategis dan melakukan divestasi aset yang

commodity and asset divestment that were no longer

sudah tidak layak untuk dipasarkan.

proper to be marketed.

3. Terkait upaya pengurangan biaya (cost efficiency) akan

3. Regarding cost efficiency, PDSI will optimize resources and

dilakukan optimalisasi sumber daya dan mengurangi

reduce anything that does not create added values for

sesuatu yang tidak memberikan nilai tambah bagi

clients.

pelanggan. 4. Continuous improvement melalui perbaikan terstruktur

4. Continuous improvement through structured improvement

dengan cara melakukan inovasi pada beberapa produk

by innovation on several excellent products and improving

unggulan serta peningkatan layanan kepada pelanggan

service to clients of PDSI by making customer satisfaction

PDSI dengan membuat indikator-indikator kepuasan

indicators so that in the long run PDSI will be able to achieve

pelanggan, sehingga PDSI dapat mencapai ultimate target-

its ultimate target, that is to generate loyal customers.

nya, yaitu menciptakan pelanggan-pelanggan yang loyal. Dengan demikian diharapkan pada 2015, hasil kinerja

Thus, we expect that in 2015, the performance of marketing

pemasaran dan pengembangan akan semakin baik.

and development division will be better.


170



ASPEK PEMASARAN

MARKETING ASPECT

Pangsa Pasar

Market Share

Pangsa pasar PDSI untuk onshore dapat diinformasikan melalui

Market share of PDSI for onshore is presented in the following

diagram di bawah ini:

diagrams:

24%

Others

5%

Tiga Musim Mas Jaya

20%

PT. PDSI

5%

Bormindo Nusantara

3%

MBP

6&

Saripari Pertiwi Abadi

3%

MB Century

7%

Apexindo

3%

Binakrindo Yacoagung

7%

Asia Petrocom Services

4%

PRA

8%

Antareja

5%

Huabei Petrolum Services

56,72%

Other Drilling Contractors Contracted

22.89%

Other Drilling Contractors Stacked

20.40%

PDSI Contracted

Strategi pemasaran yang diimplementasikan PDSI dalam

Marketing strategies implemented by PDSI to gain market share

meraih pangsa pasar perusahaan adalah dengan strategi

are positioning and differentiation to build PDSI’s brand image.

positioning dan diferensiasi dalam upaya membangun brand

The objectives of these strategies are to increase profit growth

image PDSI. Strategi ini dilakukan dengan tujuan meningkatkan

and to provide the best drilling service for all customers. This

pertumbuhan laba serta memberikan kualitas jasa pengeboran

then will affect the position of PDSI in market competitiveness.

yang terbaik bagi seluruh pelanggan. Hal ini selanjutnya akan memberikan pengaruh pada keberadaan PDSI dalam persaingan pasar.

New Market

New Market

PDSI telah mendapatkan kontrak di luar existing market,

PDSI has acquired contract other than existing market, with

yaitu pada KSO Pertamina EP-Benakat Barat Petroleum, JOB

KSO Pertamina EP-Benakat Barat Petroleum, JOB Pertamina-

Pertamina-Golden Spike Indonesia serta Virginia Indonesia

Golden Spike Indonesia and Virginia Indonesia Co, LL (Vico

Co,LL (Vico Indonesia) untuk menyediakan 1 unit onshore rig

Indonesia) to provide 1 unit of onshore rig 1000 HP. In addition,

1000 HP. Selain itu, PDSI juga secara rutin mengikuti lelang di

PDSI also actively participates in auction in several KKKS to

beberapa KKKS untuk meningkatkan penetrasi dan portofolio

increase market penetration and portfolios such as:

pasarnya, seperti: 1. Virginia Indonesia Co,LL untuk rig 750 HP dan 1500 HP;

1. Virginia Indonesia Co, LL for rig 750 HP and 1500 HP;

2. JOB PetroChina East Java;

2. JOB PetroChina East Java;

3. Pandawa Prima Lestari (PPI);

3. Pandawa Prima Lestari (PPL);

4. TAC Pertamina EP - Eksindo Telaga Said Darat;

4. TAC Pertamina EP – Eksindo Telaga Said Darat;

5. Renco Elang Energy;

5. Renco Elang Energy; PT Pertamina Drilling Services Indonesia Laporan Tahunan 2014 Annual Report

171


PDSI

memasuki

usaha

pengeboran

offshore

dengan

PDSI runs its business in offshore drilling by requesting drilling

menggandeng drilling contractor untuk beroperasi di PHE

contractor to operate in PHE WMO. In the project, PDSI places

WMO. Dalam proyek tersebut, PDSI menempatkan beberapa

several key personnel both in drilling operation and for other

personil kunci, baik dalam pekerjaan operasi pengeboran

administrative works. The purpose of this placement is to

maupun dalam pekerjaan administrasinya. Hal ini ditujukan

encourage the personnel to be able to adopt technology

agar para personil tersebut mampu mengadopsi teknologi

in performing its offshore drilling operational activities and

dalam menjalankan kegiatan operasional offshore drilling, serta

implement their knowledge on Jack Up Rig owned by PDSI that

dapat mengimplementasikan pengetahuannya tersebut pada

will be purchased in 2019.

Jack Up Rig milik PDSI yang akan dibeli pada 2019.

Strategi Pemasaran dan Pengembangan

Marketing and Development Strategy

Sebagai perusahaan yang memiliki spesialisasi di bidang

As a company specialized in onshore drilling, PDSI attempts to

onshore drilling, PDSI berupaya memperluas bisnis dengan

expand its business in offshore rig. However, PDSI continues to

mengambil langkah di bidang offshore rig. Meski demikian,

focus on big and efficient drilling capacity in oil and gas well

PDSI tetap berfokus pada kapasitas drilling yang besar dan

drilling, both onshore and offshore rig with more than 750 HP.

efisien dalam pengeboran sumur migas, baik onshore dan offshore rig yang lebih dari 750 HP. Untuk menarik perhatian mitra kerja serta meraih pangsa

To arouse the interest of partners and to obtain market share,

pasar, PDSI mengutamakan kualitas keamanan dan kualitas

PDSI prioritizes safety quality and rig quality as business

rig sebagai strategi bisnis dan nilai lebih yang ditawarkan

strategy and added values offered to customers and partners of

kepada pelanggan maupun mitra kerja. Selain Pertamina,

PDSI. In addition to Pertamina, PDSI is targeting multinational

PDSI menargetkan perusahaan-perusahaan multinasional

companies that prioritize the quality of rig project as the main

yang memprioritaskan kualitas rig proyek sebagai target pasar

market target.

utama. Salah satu strategi PDSI untuk meningkatkan kinerja dan

One of the strategies of PDSI to improve performance and to

pertumbuhan perusahaan secara organic adalah dengan

increase the growth of the company organically is by doing

melakukan penggabungan usaha (merger) dan akuisisi

merger and acquisition supported by PT Pertamina (Persero) as

yang didukung oleh PT Pertamina (Persero) sebagai

the parent company. This is the step taken by PDSI to attract

perusahaan induk. Hal ini merupakan langkah PDSI dalam

multinational companies to use the services of PDSI.

merangkul perusahaan-perusahaan multinasional agar dapat menggunakan jasa PDSI. PDSI berpandangan bahwa world class company yang

PDSI is of opinion that world class company proclaimed by

diwacanakan PDSI dapat diraih dengan mengoptimalkan

PDSI can be gained by optimizing internal human resources

Sumber Daya Manusia (SDM) internal perusahaan, untuk itu

of the Company, therefore human resources training and

pelatihan dan pengembangan SDM menjadi perhatian utama

development is the main issue in the management of PDSI.

seluruh jajaran manajemen PDSI. Selain itu, penambahan rig

Furthermore, the addition of onshore rigs and offshore rig

onshore dan perambahan bisnis offshore rig dilakukan guna

business expansion is conducted by PDSI to fulfill its vision, that

mendekatkan PDSI kepada visinya, yaitu menjadi world class

is to become a world class company.

company.

172



Pangsa pasar offshore drilling di Indonesia diperkirakan

Offshore drilling market share in Indonesia is predicted to

akan meningkat dikarenakan sumber migas dengan tingkat

increase due to oil and gas resources with the lowest exploration

kesulitan eksplorasi terendah yang ada di darat telah habis

difficulty level in land has been completely exploited, in which

dieksploitasi, di mana cadangan migas yang baru masih sulit

new oil and gas reserves are still difficult to be found.

ditemukan. Financial

Maximizing Earning Growth

Customer

New Customer & Market Share

Customer Satisfaction

Business Process

Performance Excellence

Growth Strategies

High Standard QHSE


Merger & Acquisition


Relialable Rig Performance


Invest New Rigs


Relialable Rig Performance

CRM % Market Penetration

Joint Venture, Strategic Alliances

CRM % Market Penetration

Learning & Growth

Continuous Employee Skill & Competency Development

High Motivated & Skilled People

Technology Adaptiveness

Business Intellegence


173


PERTUMBUHAN DAN TRANSFORMASI RIG PDSI

PDSI’S RIG GROWTH AND TRANSFORMATION

Grafik Pertumbuhan Kapasitas Rig 2014

Graph of 2014 Rig Capacity Growth

42

40

2014

2013

35 2012

HP Rig Year = Total HP rig yang terpakai dalam tahun 2014 / Total HP of rigs used in 2014

18.800

18.800

21.300

20.273

23.380

21.983

26.280

24.313

29.130

35.480

Actual HP

28.051

30.476,30

30.576,30

38.480

HP Rig Year

32

29

26

24

2011

2010

2009

2008

Actual HP = Total HP keseluruhan rig 2014 / Total HP of all rigs in 2014

PDSI senantiasa berinovasi guna memberikan jasa pengeboran

PDSI constantly innovates to provide the best drilling services.

terbaik. Teknologi rig yang dimiliki oleh PDSI tumbuh

Rig technologies owned by PDSI are developing, from

berkembang mulai dari mechanical rig, electrical rig, cyber rig,

mechanical rig, electrical rig, cyber rig, skidding rig and walking

skidding rig, serta walking rig.

rig.

Implementasi teknologi skidding system serta walking system

Technology implementation of rig skidding system and

rig dapat mempersingkat waktu perpindahan rig dari satu

walking system can accelerate rig movement from one place to

tempat ke tempat lain. Perpindahan tersebut dilakukan tanpa

another. The movement can be conducted without the process

perlu rig down terlebih dahulu. Hal inilah yang menjadikan

of rig down. This makes the performance of PDSI more efficient

kinerja PDSI lebih efisien dan tepat waktu.

and timely.

Tantangan Pemasaran dan Pengembangan Marketing

Market Challenge and Development

Selama 2014, PDSI berhasil mengatasi beberapa tantangan

In 2014, PDSI succeeded in overcoming several challenges in

dalam

marketing and development of the Company.

menjalankan

pemasaran

dan

pengembangan

perusahaan. Tantangan tersebut meliputi: •

174

Budaya enterpreneur di lingkungan pemasaran dan

•

Enterpreneur culture in marketing and development

pengembangan yang relatif belum merata dimiliki tiap

division that not every personnel implements. PDSI

personil. PDSI mengantisipasi hal ini dengan menempatkan

anticipates this by applying ‘the right man in the right place’

prinsip the right man in the right place.

principle.



•

Persoalan material. PDSI memitigasi hal ini dengan mengoptimalkan

•

Material Requirement

implementasi

implementation of Material Requirement Planning as well

Planning dengan sebaik-baiknya. •

Material problem. PDSI mitigates this by optimizing the as possible.

Metodologi kerja yang belum mengedepankan kompetisi.

•

Work methodology that has not yet prioritized competition.

PDSI mengantisipasi hal ini dengan menerapkan metode

PDSI anticipates this by implementing work methodology

kerja yang dapat menghadapi persaingan yang semakin

that can embrace a stricter competitiveness.

ketat. •

Mengupayakan Economic Value Added (EVA) menjadi

•

Attempting to make Economic Value Added (EVA) positive. Negative EVA will impact future investment.

positif. EVA yang negatif berdampak pada investasi ke depan menjadi tidak dapat dilaksanakan. •

Peralatan yang sudah lama dan yang belum optimal. PDSI

•

menerapkan manajemen comply preventif maintenance

Old and not optimum equipment. PDSI implements comply preventive maintenance management optimally.

secara optimal. •

Indikator penanganan keluhan pelanggan yang belum terdokumentasi.

PDSI

telah

menjalankan

•

Undocumented customer complaint handling indicator.

program

PDSI has implemented PDSI Care program to recognize and

PDSI Cares sebagai upaya untuk mengetahui dan

follow up every customer complaint. The program can be

menindaklanjuti setiap keluhan pelanggan yang dapat

accessed via media such as electronic letter, phone, SMS.

diakses melalui berbagai media, seperti surat elektronik,

Customer can also come to the headquarter. Through PDSI

telepon, pesan singkat, serta mendatangi kantor pusat.

Care, all customer complaints can be responded directly to

Melalui PDSI Cares, seluruh keluhan pelanggan dapat

be folllowed up with regulated procedures.

langsung direspon untuk selanjutnya ditindaklanjuti sesuai dengan prosedur yang ditetapkan. Pada 2015, tantangan yang akan dihadapi PDSI diprediksikan

In 2015, challenges faced by PDSI are predicted to be more

semakin kompleks. Prospek usaha PDSI dalam pengeboran

complex. Business prospect in oil and gas drilling sector is

migas diprediksikan akan terjadi penurunan dari sisi keuangan

predicted to decline, either financially and operationally. The

dan operasional. Hal ini disebabkan oleh proyeksi penurunan

reason for this matter is a projection of declining number in

jumlah sumur yang akan dibor.

wells that will be drilled.

Dalam menyikapi hal ini, PDSI akan mengoptimalkan arah bisnis

PDSI faces this problem by optimizing business to geothermal

kepada pengeboran geothermal dan gas guna menunjang

drilling to support rig utilization and optimizing drilling

utilisasi rig serta mengoptimalkan pemasaran jasa penunjang

supporting services. PDSI has prepared several steps to

pengeboran lainnya. PDSI telah mempersiapkan upaya-upaya

improve efficiency in order to maintain profit target in 2015

efisiensi untuk mempertahankan target laba dalam RKAP 2015

RKAP as follows:

sebagai berikut: No 1

Aktivitas /Activity Efisiensi rig crew salary/ labor contract

Tindak Lanjut/ Strategi yang Dilakukan /Follow Up/Strategy 1. Meningkatkan pengawasan via sistem finger scan 2. Merubah pola penggajian 1. Enhancing supervision via finger scan system 2. Changing payroll system

2

Efisiensi material

1. Mengoptimalkan long term contract (konsinyasi) 2. Optimalisasi Minimum Stock Level di Rig 3. Optimalisasi inventory online system


175


No

Aktivitas /Activity Material efficiency

Tindak Lanjut/ Strategi yang Dilakukan /Follow Up/Strategy 1. Optimizing long term contract (consignment) 2. Optimizing minimum stock level of rig 3. Optimizing inventory online system

3

Efisiensi perjalanan dinas

1. Perjalanan dinas DN menggunakan pesawat kelas ekonomi 2. Meminimalisasi konsinyering (internal) 3. Pembatas perjalanan dinas hanya untuk peninjauan 4. Optimalisasi video conference/conference call

Official travel efficiency

1. Official travel by economic class flight 2. Minimizing consignment (internal) 3. Limiting official travel for the purpose of monitoring only 4. Optimizing conference video/conference call

4

Proyek pengeboran menjadi project base

1. Training Enterprise Project Management (EPM) 2. Penetapan struktur organisasi dan penunjukan project manager 3. Implementasi 1 Januari 2015

Drilling project to become project base

1. Training Enterprise Project Management (EPM) 2. Determining organization structure and appointing project manager 3. Implementation by 1 January 2015

5

Efisiensi moving alat berat

1. Standarisasi dan optimalisasi load dan trip 2. Penyiapan staging area di masing-masing remote area 3. Optimalisasi HTE milik sendiri

Heavy equipment moving efficiency

1. Standardizing and optimizing load and trip 2. Preparing staging area in every remote area 3. Optimizing HTE of PDSI

6

7

Pengendalian biaya

1. Penerapan standar cost dalam monitoring dan pengendalian biaya

Cost control

tahun 2015 1. Implementing standard cost in monitoring and controlling 2015 costs

Mempertahankan target revenue

Maintain revenue target

1. Penetrasi pasar melalui komunikasi intensif dengan APH Pertamina baik menggunakan rig milik PDSI maupun melalui strategi kemitraan 2. Pengembangan pasar di luar captive market sebagai bagian dari contingency 1. Market penetration through intensive communication with APH Pertaminan using rig of PDSI and partnership strategy 2. Market development oustide captive market as part of contingency

PROSPEK USAHA

BUSINESS OUTLOOK

Kebutuhan atas energi di Indonesia dari tahun ke tahun

Meanwhile, demand on energy in Indonesia over the years

terus mengalami peningkatan. Pada tahun 2015 diperkirakan

continued to increase. In 2015, it was expected that the national

kebutuhan energi nasional adalah sebesar 1,576 juta barel

energy necessity will be amounting to 1.576 million oil barrels;

ekuivalen minyak, 2020 sebesar 2,126 barel ekuivalen minyak

in 2012 it will be amounting to 2.126 million oil barrels; and in

dan 2025 sebesar 2,785 barel ekuivalen minyak. Maka untuk

2025 it will be amounting to 2.785 million oil barrels. Therefore,

memenuhi kebutuhan energi tersebut, peningkatan proporsi

to fulfill the demand on energy, the increase of energy supply

suplai energi Indonesia akan bertumpu pada geothermal, gas

proportion in Indonesia will rely on geothermal, gas, biomass

bumi, biomasa dan batu bara.

and coals.

176



2015

2020

2025

Biofuel

15,9

1,0%

35,6

1,7%

83,1

3,0%

Biomasa / Biomass

15,7

1,0%

47,8

2,2%

145,9

5,2%

Geothermal

39,8

2,5%

106,9

5,0%

121,9

4,4%

Energi Air / Water Energy

55,8

3,5%

86,6

4,1%

112,3

4,0%

Energi Surya / Solar Energy

0,7

0,0%

1,3

0,1%

1,8

0,1%

CBM

33,7

2,1%

67,4

3,2%

101,2

3,6%

Minyak / Oil

608,4

38,6%

623,1

29,3%

659,7

23,7%

Gas

307,9

19,5%

403,2

19,0%

549,8

19,7%

Batubara / Coal

498,1

31,6%

753,8

35,5%

1009,8

36,3%

Total

1,576

100%

2,126

100%

2,785

100%

Pada akhirnya, pengembangan usaha sektor hulu terutama gas

Ultimately, the business development of upstream sector,

dan geothermal akan menjadi salah satu alternatif jalan keluar

mainly gas and geothermal shall be one of the alternatives

dari penurunan laju produksi minyak mentah serta menambah

for oil production decrease. Another way is by adding energy

sumber energi sebagai pembangkit listrik di Indonesia dengan

resource as power plants in Indonesia by increasing drilling

lebih memperbanyak aktivitas pengeboran eksplorasi dan

activities, exploration, and production. Regarding this matter,

produksi. Dalam hal ini, PDSI telah memiliki persiapan untuk

PDSI has been prepared to contribute to meet the national

turut serta memenuhi kebutuhan energi nasional dengan

energy necessity by providing the best drilling service.

menyediakan jasa pengeboran terbaik.


177

Tata Kelola Perusahaan Good Corporate Governance 181 Komitmen GCG GCG Commitment 182 Prinsip GCG GCG Principles 186 Kebijakan dan Praktik GCG GCG Policies and Practices 188 Road Map GCG GCG Road Map 189 Mekanisme GCG GCG Mechanism 189 Penilaian Penerapan GCG GCG Implementation Assessment 192 Rencana dan Strategi Implementasi GCG Tahun 2015 Plan and Strategy for the Implementation of GCG in 2015 193 Struktur dan Hubungan Tata Kelola Structure and Relation of Good Corporate Governance 193 Rapat Umum Pemegang Saham (RUPS) General Meeting of Shareholders (GMS) 197 Dewan Komisaris Board of Commissioners 205 Komisaris Independen Independent Commissioner 205 Direksi Board of Directors 219 Keberagaman Komposisi Dewan Komisaris dan Direksi Diversity in the Composition of the Board of Commissioners and Board of Directors 219 Penilaian Terhadap Dewan Komisaris dan Direksi Assessment on the Board of Commissioners and Board of Directors 220 Rencana dan Realisasi Program Kerja Dewan Komisaris dan Direksi Plans and Implementations of Work Program of the Board of Commissioners and Board of Directors 223 Informasi Pemegang Saham dan Pengendali Utama Information on Shareholders and Controlling Shareholders

224 Hubungan Afiliasi Dewan Komisaris, Direksi dan Pemegang Saham Affiliations Of The Board Of Commissioners, Board of Directors, and Shareholders 224 Komite Audit Audit Committee 232 Komite Nominasi dan Remunerasi Nomination and Remuneration Committee 232 Komite Manajemen Risiko Risk Management Committee 233 Sekretaris Perusahaan Corporate Secretary 237 Unit Satuan Pengawasan Intern Internal Audit Unit 244 Sistem Pengendalian Internal Internal Control System 246 Akuntan Publik PDSI Public Accountant 247 Supply Chain Management Supply Chain Management Service Pro Curement of PDSI 254 Manajemen Pengendalian Risiko PDSI Risk Control Management of PDSI 277 Penerapan ICOFR ICOFR Implementation 277 Kasus dan Perkara Penting Legal Cases 277 Informasi Sanksi Administratif Information on Administrative Sanction 278 Pakta Integritas PDSI Integrity Pact of PDSI 278 Kepatuhan Pajak Tax Compliance 280 Akses Informasi PDSI Information Access of PDSI 280 Kode Etik PDSI PDSI’s Code of Conduct 283 Inisiasi Program Anti Korupsi Anti-Corruption Program Initiative 283 Sistem Pelaporan Pelanggaran Whistleblowing System 287 Teknologi Informasi Information Technology

Penerapan praktik GCG yang benar dan bijaksana akan mengarahkan PDSI untuk mencapai visi dan misi. Oleh karena itu, PDSI berkomitmen untuk menjalankan prinsip-prinsip GCG di seluruh level organisasi dan memberlakukannya kepada seluruh individu yang berada dalam lingkungan PDSI. The implementation of the right and wise GCG practice will direct PDSI to achieve its vision and mission. Therefore, the Company is committed to the principles of good corporate governance at all levels of the organization and applies it to all individuals within the working environment of PDSI.

Good Corporate Governance (GCG) merupakan rangkaian

Good Corporate Governance (GCG) is a series of corporate

praktik tata kelola perusahaan yang meliputi proses kebijakan,

governance practices comprising policy, customs, regulation,

kebiasaan, pengaturan, serta pengawasan. Kompleksitas

and supervision. The complexity of the development of

perkembangan industri membutuhkan praktik ini sebagai

industry requires this practice as a foundation to formulate

landasan terbentuknya sistem, struktur, dan budaya perusahaan

adaptable system, structure, and company’s culture with a

yang adaptabel dengan lingkungan bisnis yang dinamis dan

dynamic and competitive business environment.

kompetitif.

180


Tata Kelola Perusahaan Good Corporate Governance


Penerapan praktik GCG yang benar dan bijaksana akan

The implementation of the right and wise GCG practice will

mengarahkan PDSI untuk mencapai visi dan misi. Oleh karena

direct PDSI to achieve its vision and mission. Therefore, the

itu, PDSI berkomitmen untuk menjalankan prinsip-prinsip

Company is committed to the principles of good corporate

GCG di seluruh level organisasi dan memberlakukannya

governance at all levels of the organization and applies it

kepada seluruh individu yang berada dalam lingkungan PDSI.

to all individuals within the working environment of PDSI.

Kaidah pelaksanaan GCG yang diterapkan PDSI berlandaskan

The regulation of the GCG applied by PDSI is pursuant to the

pada Peraturan Menteri Negara BUMN No. PER-01/MBU/2011

Regulation of the Minister of State Enterprises No. PER-01/

tentang Penerapan GCG Pada Badan Usaha Milik Negara

MBU/2011 on The Implementation of GCG in State-Owned

(BUMN), dan “Pedoman Umum Good Corporate”.

Enterprises (BUMN) and “General Guidance of Good Corporate”.

KOMITMEN GCG

GCG COMMITMENT

Rangkaian praktik GCG berpusat pada pertumbuhan dan

The practice of good corporate governance is focused on the

kemajuan perusahaan dalam jangka panjang, dengan

growth and development of the company in long term, by

mengharmoniskan 3 (tiga) aspek krusial, yaitu ekonomi,

harmonizing three critical aspects, economy, environment, and

lingkungan dan sosial.

social.

Hal ini didukung dengan penyediaan peralatan-peralatan

In its implementation process, the commitment is supported

dengan standar tinggi untuk menunjang proses operasional,

by the provision of high-standard equipment to sustain

tenaga kerja yang kompeten dan berkualifikasi dalam bidang

operational process, competent workers that are qualified in

pekerjaannya, serta menerapkan Standard Operating Procedure

their field, as well as a discipline Standard Operating Procedure

(SOP) secara disiplin. Penerapan sistem manajemen mutu (ISO

(SOP). PDSI maintains the implementation of the quality

9001:2008) dan sistem manajemen K3 (OHSAS 18001:2007)

management system (ISO 9001:2008) and K3 management

menjadi pedoman yang selalu dipertahankan oleh PDSI

system (OHSAS 18001:2007) as guidelines in oil, gas, and

dalam melakukan kegiatan operasi pengeboran migas dan

geothermal drilling operations; all of which contains high

geothermal disebabkan tingginya risiko baik secara operasional,

operational, environmental, and social risks.

lingkungan, dan sosial.


181


PRINSIP GCG

GCG PRINCIPLES

01

02

03

PERTANGGUNG

04

TRANSPARANSI

AKUNTABILITAS

PDSI menerapkan prinsip transparansi dengan menyediakan sarana komunikasi yang efektif dan responsif dalam memeroleh informasi mengenai perusahaan, sehingga seluruh pemangku kepentingan mampu memahami kinerja dan tindakan PDSI.

PDSI menerapkan prinsip akuntabilitas dengan mengoptimalkan kinerja dan peran setiap individu PDSI sehingga seluruh aksi dan kegiatan PDSI berjalan dengan efektif dan efisien.

PDSI menerapkan prinsip pertanggungjawaban dengan bertanggungjawab terhadap masyarakat dan lingkungan terkait, mematuhi peraturan yang berlaku, serta menghindari segala transaksi yang dapat merugikan pihak ketiga maupun pihak lain di luar ketentuan yang telah disepakati.

PDSI menerapkan prinsip independensi dengan mengelola peran dan fungsi yang dimiliki secara mandiri tanpa ada tekanan dari pihak mana pun yang tidak sesuai dengan peraturan yang berlaku dan prinsip serta tata nilai perusahaan.

TRANSPARENCY

ACCOUNTABILITY

RESPONSIBILITY

INDEPENDENCY

FAIRNESS & EQUALITY

PDSI applies the principle of responsibility by being responsible to the society and environment, obeying the rules and regulations, and avoiding any transactions that could potentially harm a third party or other parties outside the agreed terms.

PDSI applies the principle of independency by selfmanaging its roles and functions without any pressure from any party that is not in accordance with the prevailing rules and corporate rules and governance.

PDSI applies the principle of equality by paying attention to the rights of every stakeholder fairly in accordance with the regulations. PDSI also applies the principle of fairness by fulfilling the rights of every stakeholder within the rules and regulations set by the company.

PDSI applies the principle of transparency by providing effective and responsive communication in obtaining information about the company. Therefore, all stakeholders will be able to observe the performance and action of PDSI.

PDSI applies the principle of accountability by optimizing the performance and role of each individual of the company. Thus, all services of PDSI work effectively and efficiently.

JAWABAN

INDEPENDENSI

05

KEWAJARAN & KESETARAAN

PDSI menerapkan prinsip kesetaraan dengan memperhatikan hak setiap pemangku kepentingan secara adil sesuai dengan peraturan perundang-undangan yang berlaku. PDSI menerapkan prinsip kewajaran dengan memenuhi hak setiap pemangku kepentingan dengan tetap memperhatikan kaidah dan peraturan perusahaan.

PDSI menanamkan tiga nilai sebagai inti penerapan GCG,

PDSI implemented three values as the essence of GCG

yaitu

application:

1. Peningkatan kinerja PDSI (performance);

1. Improvement of the Company’s performace;

2. Kepatuhan pada peraturan perundang-undangan yang

2. Compliance with the legislation in force, and;

berlaku (compliance), dan 3. Keserasian pada norma dan etika masyarakat (conformance).

182


3. Conformance to the norms and ethics of the society.


Acuan Penyusunan Kebijakan

Guidelines in Drafting the Policy

1. Soft-Structure GCG

1. GCG Soft-Structure

Terdiri dari GCG Roadmap, Code of Corporate Governance, Board Manual, Code of Conduct, Piagam Komite, dan

Board Manual, Code of Conduct, the Committee Charter,

Piagam Internal Audit, Whistleblowing System.

and Internal Audit Charter, Whistleblowing System.

2. Management Policy & SOP (Standard Operating Procedure)

Consists of GCG Roadmap, Code of Corporate Governance,

2. The regulations providing guidance and technical

Merupakan regulasi yang berisi pedoman dan prosedur

procedures, which comprises of Organizatioonal Work

teknis yang terdiri dari Tata Kerja Organisasi (TKO), Tata Kerja

Procedure (TKO), Individual Work Procedures (TKI) and

Individu (TKI), serta Prosedur dan Manual untuk Health

Health, Safety & Environment (HSE) Procedures and Manual.

Safety & Environment (HSE). Management Policy & SOP

The Management Policy & SOP (Standard Operating

(Standard Operating Procedure) terdiri dari Pakta Integritas,

Procedure) consists of Integrity Pact, Provision for Granting

Ketentuan dalam Pemberian dan Penerimaan Hadiah atau

and Receiving Present Or Entertainment and Policy on

Hiburan, dan Kebijakan Benturan Kepentingan.

Conflicts of Interest.

Tujuan Penerapan GCG

Objective of GCG Implementation

Dalam mewujudkan praktik-praktik bisnis terbaik, PDSI

In realizing the best business practices, PDSI ensures that the

memastikan bahwa penerapan GCG selalu mematuhi Pedoman

implementation of GCG always complies with the GCG General

Umum GCG Indonesia yang diterbitkan oleh Komite Nasional

Guidelines for Indonesian corporate governance issued by the

Kebijakan Governance (KNKG). Tujuan utama penerapan GCG

National Committee on Governance Policy (KNKG). The main

PDSI yaitu:

purposes of GCG implementation in PDSI are:

1. Mengarahkan dan mengendalikan hubungan kerja Organ

1. Directing and controlling the working relationship of the

PDSI melalui Rapat Umum Pemegang Saham (RUPS),

PDSI’s organs through General Meeting of Shareholders

Dewan Komisaris, dan Direksi; 2. Meningkatkan pertanggungjawaban pengelolaan PDSI kepada pemegang saham dan seluruh stakeholders; 3. Menciptakan hubungan kerja yang harmonis antara PDSI dengan para stakeholders; 4. Mendukung pengembangan usaha, pengelolaan sumber

(GMS), Board of Commissioners, and Board of Directors; 2. Improving the accountability of PDSI’s management to shareholders and all stakeholders; 3. Creating a harmonious work relationship between PDSI and the stakeholders; 4. Supporting

business

development,

PDSI’s

resource

daya PDSI dan pengelolaan risiko secara efektif sehingga

management and risk management so as to be effective

berkontribusi dalam peningkatan nilai PDSI;

and contribute to the added values of the Company;

5. Mengarahkan segenap perangkat PDSI kepada pencapaian visi dan misi PDSI;

5. Leading all personnel of PDSI to achieve the vision and mission of the Company;

6. Meningkatkan profesionalisme sumber daya manusia;

6. Enhancing professionalism of human resources;

7. Melaksanakan dan mengembangan budaya PDSI;

7. Conducting and developing PDSI culture;

8. Mencegah praktik-praktik Korupsi, Kolusi, dan Nepotisme

8. Preventing the practice of Corruption, Collusion, and

(KKN); serta 9. Meningkatkan fungsi pengawasan dalam pengelolaan PDSI.

Nepotism (KKN); and 9. Improving the supervisory function in the PDSI’s management.

Seiring dengan bertumbuhnya perusahaan, penerapan GCG

In line with the growth of the company, the GCG implementation

akan menghadapi berbagai tantangan. Hadirnya tantangan-

in the Company will face numerous challenges. The challenges

tantangan ini menjadi tolok ukur PDSI dalam menyempurnakan

should be seen as the benchmark of PDSI in improving and

dan menyesuaikan pola praktik GCG di masa mendatang.

adjusting the GCG practices in the future.


183


Ada pun tantangan penerapan GCG pada 2014 adalah:

The challenges that were faced in 2014 are:

1. Hasil penilaian GCG pada 2014 yang dilakukan oleh BPKP

1. The results of 2014 GCG assessment conducted by BPKP

menjadi tolok ukur penilaian Opportunity for Improvement

became a standard for the assessment of Opportunity for Improvement (OFI) in the implementation of GCG.

(OFI) dalam implementasi GCG PDSI. 2. Masih diperlukan upaya dalam membangun awareness

2. Efforts in raising awareness among employees of the

pekerja, terutama dalam memenuhi ketentuan yang

Company needed to be improved, specifically in meeting

menjadi kebijakan PDSI dalam implementasi GCG.

the stipulations which became the Company’s policies in GCG implementation.

3. Lokasi kerja rig yang berada di area terpencil seringkali

3. The location of rig work, which is in remote areas, often

menjadi kendala dalam sosialisasi pengimplementasian

became constraint in the socialization and implementation

GCG.

of GCG.

Soft-Structure GCG

GCG Soft-Structure

Soft-structure GCG merupakan salah satu mekanisme dalam

GCG soft-structure is one of the mechanisms in the

penerapan tata kelola perusahaan yang baik. Mekanisme

implementation

ini meliputi prosedur dan aturan yang menjelaskan fungsi

mechanism consists of procedures and rules that describe the

pengawasan terhadap kinerja pihak pengambil keputusan,

supervisory function towards the performance of the decision-

khususnya formulasi kebijakan yang akan ditempuh. Soft-

makers, specifically in the formulation of policies that will be

structure PDSI terdiri dari:

pursued. The GCG soft-structure of PDSI consists of:

1. Code of Corporate Governance

1. Code of Corporate Governance

Serangkaian proses yang digunakan oleh segenap jajaran

of

corporate

governance.

This

A series of processes used by all levels of management in

manajemen dalam mengelola PDSI sehari-hari. Code of

performing their routine. Code of Corporate Governance

Corporate Governance memuat prinsip-prinsip penerapan

encompasses principles of GCG implementation which is

GCG yang selaras dengan perundang-undangan, visi dan

in line with legislation, vision, mission, and culture of the

misi, serta budaya perusahaan.

company.

2. Board Manual

2. Board Manual

Petunjuk tata laksana kerja Dewan Komisaris dan Direksi

Board of Commissioners and Directors’ systems and

menjelaskan tahapan aktivitas yang terstruktur dan

procedures explain structured and systematic activities

sistematis agar dapat dijalankan dengan konsisten. Tahapan

to be carried out consistently. This stage is composed

ini

(Undang-Undang/

based on the regulations (Acts/Regulations), Articles of

Peraturan), Anggaran Dasar, dan best practices yang

Association, and best practices that have been generally

telah disepakati bersama sehingga dapat menjadi acuan

agreed, so that it can become the guidelines for the Board

bagi Dewan Komisaris dan Direksi dalam melaksanakan

of Commissioners and Board of Directors in carrying out

tugas masing-masing. Board Manual berfungsi untuk

their respective duties. Board manual explains in details

menjelaskan secara rinci hubungan kerja antara Dewan

the work relationship of the Board of Commissioners

Komisaris dengan Direksi dalam melaksanakan tugas,

and Board of Directors in carrying out their duties, so

sehingga

that the management of the company can be performed

disusun

berdasarkan

tercipta

regulasi

pengelolaan

perusahaan

secara

profesional, transparan, dan efisien.

professionally in a transparent and efficient manner.

3. Code of Conduct

3. Code of Conduct

184

good

Merupakan pedoman perilaku dan etika bisnis bagi setiap

This is a guideline containing business behavior and ethics

insan PDSI dalam menjalankan seluruh aktivitas yang

for every individuals of PDSI in carrying out all activities

berkaitan dengan lingkup pekerjaannya di PDSI.

related to their scope of works in PDSI.



4. Piagam Komite Audit

4. Audit Committee Charter

Merupakan pedoman yang berisi kedudukan, tugas dan

This is a guideline containing the position, duties, and

tanggung jawab Komite sebagai acuan pelaksanaan kerja.

responsibilities of the Committee as a work implementation

Piagam Komite ditandatangani oleh Dewan Komisaris.

reference. The Audit Committee Charter is signed by the Board of Commissioners.

5. Piagam Internal Audit

5. Internal Audit Charter

Merupakan dokumen formal yang mengelaborasi visi,

Is a formal document that elaborates on the vision,

misi, tata nilai, kode etik dan norma, ruang lingkup, tugas,

mission, values, code of conduct, scope, duties, authorities,

kewenangan, tanggung jawab dan standar pelaksanaan

responsibilities, and standards of performing audit. The

audit. Piagam Internal Audit merupakan bukti komitmen

Internal Audit Charter is the proof of commitment and

dan dukungan manajemen serta komitmen fungsi Satuan

support from the management as well as a commitment

Pengawasan Internal untuk menjalankan fungsinya.

of Internal Audit to conduct its function. The Internal

Piagam Internal Audit ditandatangani oleh Komite Audit,

Audit Charter is signed by the Audit Committee, President

Direktur Utama dan Kepala Satuan Pengawasan Internal.

Director, and the Head of Internal Audit.

6. Whistleblowing System Merupakan

ketentuan

6. Whistleblowing System mengenai

sistem

pelaporan

This is a provision on the reporting system of violation.

pelanggaran yang merugikan PDSI. Ketentuan ini mengatur

This provision regulates breach reporting mechanisms,

mekanisme pelaporan pelanggaran, tahap investigasi

investigation stage up to the decision granting stage and

sampai dengan tahap pemberian keputusan dan sanksi

sanctioning stage.

yang akan diberikan. Management Policy & SOP

Management Policy & SOP

Management Policy & SOP merupakan salah satu mekanisme

Management Policy & SOP is one of the mechanism performed

dalam penerapan tata kelola perusahaan yang baik. Mekanisme

in good corporate governance implementation that consists

ini meliputi prosedur dan aturan yang menjelaskan fungsi

of procedures and regulations describing monitoring function

pengawasan terhadap kinerja pihak pengambil keputusan,

on the performance of decision makers, particularly the

khususnya

attempted policy formulation. The Management Policy & SOP

formulasi

kebijakan

yang

akan

ditempuh.

Management Policy & SOP PDSI terdiri dari:

of PDSI comprises of:

1. Pakta Integritas

1. Integrity Pact

Pakta Integritas atau kontrak moral merupakan surat

Commissioners, Board of Directors, and all employees of the

Dewan Komisaris, Direksi, dan seluruh insan PDSI. Pakta

Company. The Integrity Pact contains a pledge to prevent

Integritas berisi ikrar untuk mencegah tindakan KKN dan

acts of corruption and all conducts that are contrary to the

semua hal yang bertentangan dengan kode etik PDSI.

code of ethics of PDSI.

2. Ketentuan dalam Pemberian dan Penerimaan Hadiah atau

2. Provisions

Ketentuan ini merupakan regulasi yang secara spesifik

in

Giving

and

Receiving

Rewards

or

Entertainment

Hiburan

Or moral contract, is a declaration signed by the Board of

pernyataan yang ditandatangani secara bersama oleh

This is a regulation that specifically regulates the acceptance

mengatur penerimaan dan pemberian hadiah atau

and administration of gifts or entertainment. There are two

hiburan. Dalam ketentuan ini, terdapat 2 (dua) hal pokok

subject matters that must be obeyed by the people of PDSI,

yang harus dipatuhi oleh insan PDSI, yaitu:

namely:


185


·

·

Insan PDSI dilarang meminta dan/atau menerima

•

People of PDSI are prohibited from asking for and/or

hadiah yang berhubungan dengan jabatan serta

receiving gifts related to the office position and work

pekerjaan dari pihak luar.

from outside parties.

Insan PDSI dilarang memberikan atau menjanjikan

•

People of PDSI are prohibited from giving or promising

hadiah dan hiburan kepada pihak yang berhubungan

gifts and entertainment to parties related to the

dengan PDSI.

Company.

3. Kebijakan Benturan Kepentingan

3. Conflict of Interest Policy

Merupakan prosedur yang mengatur kinerja Dewan

A Procedure that governs the performance of the Board of

Komisaris, Direksi, dan seluruh Insan PDSI atas kepentingan

Commissioners, Board of Directors, and all PDSI Employees,

pribadi dengan kepentingan perusahaan.

regarding the relations between personal interests and the interests of the company.

Kebijakan dan Praktik GCG

GCG Policy and Practice

Pada 2014, implementasi GCG mulai diberlakukan secara

In 2014, the implementation of GCG started to be intensively

intensif. Pokok-pokok praktik GCG disosialisasikan kepada

conducted. The basic practices of GCG were disseminated to

seluruh Insan PDSI dan mitra usaha yang berada di kantor

all employees and business partners in both headquarters and

pusat dan area operasional. Salah satu kebijakan yang diatur

operational areas. One of the policies that were regulated was

adalah kewajiban melaporkan harta kekayaan untuk level

the obligation to report owned property for officials in manager

manajer ke atas kepada Komisi Pemberantasan Korupsi (KPK).

level and above to the Corruption Eradication Commission

Sepanjang 2014, PDSI telah melakukan serangkaian program

(KPK). During 2014, PDSI had organized numerous GCG work

kerja GCG seperti berikut

programs, as illustrated below:

PROGRAM KERJA GCG PDSI TAHUN 2014

WORK PROGRAM TABLE OF PDSI IN 2014 JAN

FEB

MAR

APR

MEI

JUN

JUL

AUG

SEP

OKT

NOP

DES

STATUS (%)

KETERANGAN

PENGEMBANGAN GCG / GCG DEVELOPMENT

1

Assessment GCG Tahun Buku 2013 GCG Assessment in Fiscal Year 2013

2

Training Champion GCG, pembuatan pedoman Gratifikasi, perencanaan kampanye GCG GCG Champion Training, drawing up of gratification guideline, GCG campaign planning

3

Mulai kampenye GCG Started GCG campaign

4

Sosialisasi Pedoman Gratifikasi PDSI kepada vendor Socialization of PDSI’s Gratification Guideline to Vendors

5

Pembuatan TKO fungsi GCG & Compliance Drawing up of TKO function of GCG & Compliance

6

Review dan pemutakhiran softstructure GCG Review and Updating of GCG soft-structure

7

Rapat Koordinasi Champion GCG & Rapat Koordinasi Tim Pengawas Implementasi GCG Coordination Meeting of GCG Champion & Coordination Meeting of Supervising Team of GCG Implementation

186

RENCANA / PLAN REALISASI / REALIZATION

100

RENCANA / PLAN REALISASI / REALIZATION RENCANA / PLAN REALISASI / REALIZATION RENCANA / PLAN

100

100

100

REALISASI / REALIZATION RENCANA / PLAN REALISASI / REALIZATION RENCANA / PLAN REALISASI / REALIZATION


Tanggal 26 - 28 Maret 2014 March 26-28, 2014

Tanggal 29 April 2014 April 29, 2014 Tanggal 24 September 2014 September 24, 2014

0

Ditunda tahun 2015 Postponed in 2015

0


0

Tidak terealisasi Not realized


Januari 2014 January, 2014


JAN

FEB

MAR

APR

MEI

JUN

JUL

AUG

SEP

OKT

NOP

DES

STATUS (%)

KETERANGAN

PENGEMBANGAN GCG / GCG DEVELOPMENT

8

9

10

11

12

Sosialisasi, update & refresh GCG untuk VP, Direksi & Komisaris Socialization, update & refreshing of GCG for VP, Board of Directors & Board of Commissioners Sosialisasi dan survei pemahaman GCG ke 2 area PDSI Socialization and survey on GCG understanding in two areas of PDSI Sosialisasi dan survei pemahaman GCG di PDSI Jakarta Socialization and survey on GCG understanding in Jakarta

Sosialisasi dan survei pemahaman GCG ke 2 area PDSI Socialization and survey on GCG understanding in two areas of PDSI

Persiapan Self Assessment GCG Tahun Buku 2014 Preparation of Self-Assessment of GCG in 2014

RENCANA / PLAN 0

REALISASI / REALIZATION RENCANA / PLAN

100

REALISASI / REALIZATION RENCANA / PLAN

100

REALISASI / REALIZATION

PDSI area Jawa 19/05/14 PDSI area SBT 14/07/14 THM tanggal 18 Maret 2014 / March 18, 2014

50

PDSI area SBS 03/07/14 PDSI area NAD ditunda karena kabut asap / delayed due to fog

100

Rakor GCG Champion Tanggal 29 Oktober 2014 Coordination meeting of GCG Champion on October 29, 2014


RENCANA / PLAN



Beberapa hal yang sudah terlaksana sebagai bentuk realisasi

Several activities that were carried out as a form of realization in

pelaksanaan GCG mengacu pada:

GCG implementation refer to:

1. Kebijakan pengendalian internal yang tertuang dalam

1. Internal control policy set forth in the Decree of the Board

Surat Keputusan Direksi No. Kpts-177/DS100000/2009-S0

of Directors No. Kpts-177/DS100000/2009-S0 concerning

tentang Pedoman Umum Internal Audit.

General Guidelines of Internal Audit.

2. Pengaturan Pengelolaan Whistleblowing System yang

2. Whistleblowing System Management that are summarized

terangkum pada TKO Nomor: B-0189/DSI0200/ 2010 dalam

in TKO Number B-0189/DSI0200/ 2010 in the Policy of

Kebijakan Tata Kerja Organisasi (TKO) Internal Audit yang

Organizational Work Procedures (TKO) of Internal Audit as

tertuang dalam Surat Keputusan Direksi No. Kpts-029/

stipulated in the Decree of the Board of Directors No. Kpts–

DSI0000/2010-S0.

029/DSI0000/2010-S0.

3. Peraturan Menteri Badan Usaha Milik Negara No. 01/

3. Regulations of the Minister of State-Owned Enterprises

MBU/2012 tanggal 1 Agustus 2012 tentang Penerapan Tata

No. 01/MBU/2012 dated August 1, 2012, regarding the

Kelola Perusahaan Yang Baik (Good Corporate Governance)

Implementation of Good Corporate Governance (GCG) in

pada BUMN.

SOE.

4. Pengendalian gratifikasi diatur dalam Pedoman Gratifikasi

4. Gratification Control as stipulated in the Gratification

No. A-001/DSI0100/2014-S0 tanggal 01 April 2014 tentang

Guidelines No. A-001/DSI0100/2014-S0 dated April 1, 2014,

Gratifikasi, Penolakan & Penerimaan Hadiah Cinderamata,

regarding the Gratifications, Rejection and Acceptance of

Hiburan (entertainment).

Gifts and Entertainment.

5. Akta Pendirian PT Pertamina Drilling Services Indonesia

5. Deed of Establishment of PT Pertamina Drilling Services

No. 13 tanggal 13 Juni 2008 dibuat oleh Notaris Marianne

Indonesia No. 13 dated June 13, 2008, prepared and

Vincentia Hamdani, disahkan oleh Menteri Hukum dan Hak

presented before Marianne Vincentia Hamdani, Notary,

Asasi Manusia RI No. AHU-39442.AH.01.01 Tahun 2008 pada

ratified by the Minister of Law and Human Rights of the

08 Juli 2008, yang telah diubah dengan Akta No. 26 tanggal

Republic of Indonesia No. AHU-39442.AH.01.01 Year 2008,

28 Juni 2010 dibuat di hadapan Lenny Janis Ishak, S.H. telah

dated July 8, 2008, amended by Deed No. 26 dated June

memperoleh persetujuan Menteri Hukum dan Hak Asasi

28, 2010, prepared and presented before Lenny Janis Ishak,

Manusia Republik Indonesia No.AHU-40051.AH.01.022

S.H. and had gained approval from the Minister of Law and

tanggal 02 April 2012.

Human Rights of the Republic of Indonesia No. AHU-40051. AH.01.022 dated April 2, 2012. PT Pertamina Drilling Services Indonesia Laporan Tahunan 2014 Annual Report

187


PDSI menyadari bahwa penerapan GCG mampu menentukan

PDSI realizes that the implementation of GCG is a factor in

keberlangsungan masa depan perusahaan. Beranjak dari

deciding the future of a company. Based on the parameter of

parameter GCG BUMN dalam Surat Keputusan Menteri BUMN

State-Owned Enterprise GCG in the Decree of Minister of State-

No. SK-16/2012, PDSI menyusun sebuah roadmap mengenai

Owned Enterprise No. SK-16/2012, PDSI formulated a roadmap

proses penerapan GCG secara sistematis dan terstruktur agar

on the implementation process of GCG in a systematic and

praktik penerapan GCG dapat mencapai kondisi yang ideal.

structured way so as to ensure that the practice of GCG

Roadmap ini disosialisasikan dan diimplementasikan secara

implementation is ideal. The roadmap is disseminated and

bertahap dan berkelanjutan. Pengukuran implementasi

implemented gradually and continuously. The measurement

GCG PDSI dilakukan dengan cara assessment oleh BPKP pada

and assessment of the implementation of GCG was done

Desember 2013. Pada Januari 2014, PDSI melakukan self

by BPKP in December 2013. On January 2015, a GCG self-

assessment GCG yang dilaksanakan oleh Tim GCG Champion

assessment is performed by GCG Champion Team and BPKP

PDSI didampingi oleh tim dari BPKP. Ini merupakan wujud nyata

team as supervisor as a realization of PDSI’s consistency in

atas konsistensi PDSI untuk terus memperbaiki implementasi

improving GCG Implementation.

GCG.

Road Map GCG

Road Map GCG

2013

2014

2015

IMPLEMENTASI GCG

PENGEMBANGAN GCG

IMPROVEMENT PENERAPAN GCG

GCG IMPLEMENTATION

GCG DEVELOPMENT

IMPROVEMENT OF GCG

SASARAN / GOALS

SASARAN / GOALS

SASARAN / GOALS

• Semua rekomendasi hasil Diagnostic Assessment dapat dipenuhi. • GCG tersosialisasi secara merata. • Tercapai kepatuhan pada semua aspek GCG. • Meningkatnya kesadaran GCG (GCG Awareness). • Pelaksanaan penilaian GCG oleh Asesor dalam penerapan hasil Diagnostik Assessment.

• Perbaikan dan update pedoman yang sudah ada terkait praktik GCG. • Membuat pedoman yang belum ada terkait praktik GCG. • Lebih beretika dalam perilaku bisnis. • Terbentuk struktur dalam pengendalian manajemen. • GCG tersosialisasi secara merata ke seluruh Stakeholder di PDSI Jakarta dan Area.

• Dapat mengetahui perkembangan tingkat implementasi dan best practice GCG di PDSI. • Melakukan improvement tata kelola bisnis yang beretika sesuai prinsip GCG.

• To fulfill all recommendations from Diagnostic Assessment results • Prevalent dissemination of GCG • Increasing GCG Awareness • The of GCG assessment by the Assessor in applying the results of Diagnostic Assessment

• To improve and update existing guidelines in relation to GCG practice. • To compose nonexisting guidelines in relation to GCG practice. • To be more ethical in business behaviour. • To form a structure in management control. • To evenly disseminate GCG to the Stakeholders in PDSI Jakarta and Area.

• To self-measure the development of GCG implementation and its best practice in PDSI. • To improve an ethical business governance in accordance to GCG principles.

188



Realisasi Pencapaian Roadmap GCG

Realization of the Achievement of GCG Roadmap

Pencapaian penerapan Roadmap GCG pada 2014 menghasilkan

The achievement of the application of GCG Roadmap resulted

beberapa kinerja seperti berikut:

in several performances:

1. Sudah dibuat pedoman gratifikasi pada April 2014.

1. The composition of gratification manual on April 2014.

2. Meningkatnya kepatuhan Insan PDSI pada peraturan dan

2. Increasing compliance with the regulations and policy

kebijakan, dalam melakukan upaya-upaya penolakan serta

by the employee, as well as avoiding and reporting any

pelaporan gratifikasi.

gratification.

3. Telah tersosialisasi GCG ke seluruh Insan PDSI, seluruh area operasi, juga kepada vendor dan pelanggan.

3. Dissemination of GCG to all employees, vendors and customers.

4. Melakukan self assessment terhadap penerapan GCG

4. Conducting an assessment on GCG implementation in

dengan didampingi oleh pihak independen yaitu Badan

cooperation with an independent party, Board of Finance

Pengawasan Keuangan dan Pembangunan (BPKP). 5. Penerapan tata nilai, kode etik dan budaya PDSI secara komprehensif.

and Development Supervision (BPKP). 5. The comprehensive application of governance, code of ethics, and culture of the Company.

Mekanisme GCG

GCG Mechanism

Mekanisme GCG merupakan proses implementasi GCG yang

GCG Mechanism is an implementation process of GCG which

tercermin dalam sistem yang kuat. Sistem tersebut menjadi

is reflected in a strong and robust system. The system acts as

pedoman, prosedur, serta hubungan yang jelas antara Dewan

clear guidelines, procedures, and relations between the Board

Komisaris dan Direksi dalam mengambil suatu keputusan.

of Commissioners and Board of Directors in making a decision.

PDSI senantiasa melakukan penyempurnaan kebijakan GCG

PDSI constantly improves GCG policies (GCG soft structure)

(soft-structure GCG) yang ada di lingkungan perusahaan agar

within the Company’s environment so to be in line with

sejalan dengan kebutuhan proses bisnis maupun ketentuan

the needs of business process and stipulations of GCG

pelaksanaan GCG. Oleh karena itu, review terhadap soft

implementation. Therefore, PDSI schedules GCG soft structure

structure GCG selalu menjadi fokus pembahasan dalam rencana

review in every annual work plan. All policies and procedures

kerja GCG setiap tahunnya. Seluruh kebijakan dan prosedur

related to the implementation of GCG are aimed to establish an

yang terkait dalam penerapan GCG dimaksudkan untuk

effective check and balances mechanism.

menciptakan mekanisme checks and balances yang efektif. Penilaian Penerapan GCG

Assessment on GCG Implementation

PDSI menerapkan praktik GCG sejak Januari 2013. Pada 2012,

PDSI has applied the practices of GCG since January 2013. In

PDSI telah melakukan Diagnostic Assessment untuk tahun buku

2012, a Diagnostic Assessment for the fiscal year 2011 had

2011 oleh Badan Pengawasan Keuangan dan Pembangunan

been conducted by State Development Audit Agency (BPKP),

(BPKP). Untuk menilai sejauh mana praktik GCG diterapkan di

followed by GCG assessment for the fiscal year 2013 to evaluate

PDSI, maka setelah itu dilakukan assessment GCG untuk tahun

the implementation rate of the practice.

buku 2013. Lalu pada 2014, PDSI memberanikan diri untuk melakukan

In the following year, PDSI made a great effort to take a

Self Assessment GCG, yang dilakukan oleh Tim GCG Champion

courageous step in conducting a self-assessment of GCG.

PDSI dengan didampingi tim dari BPKP. Ini merupakan sebuah

This is executed by the GCG Champion Team from PDSI and

gebrakan baru bagi PDSI untuk menilai praktik GCG secara

accompanied with a team from BPKP. This self-assessment

mandiri.

is a breakthrough for PDSI to assess its GCG implementation independently.


189


Indikator dan Pencapaian GCG

GCG Indicator and Achievement

Pada 2013, PDSI menorehkan pencapaian yang baik atas

In 2013, PDSI was able to obtain satisfactory achievement

praktik GCG. Meski demikian, PDSI tidak berpuas diri atas hasil

for the implementation of GCG practices in the Company.

score assessment GCG tahun buku 2013 yang sebesar 81,50

Nevertheless, PDSI did not become complacent with the result

dengan predikat “baik”.

of assessment score of GCG for 2013 which reached 81,50 with the predicate of ”good”.

Berbekal hasil penilaian tersebut, PDSI bekerja keras untuk

Based on the result of the diagnostic assessment, PDSI strives to

menindaklanjuti rekomendasi yang diberikan oleh tim assessor.

follow up the reccomendations given by the assessor team. The

PDSI melakukan beberapa upaya antara lain:

Company has done several improvement on various aspects as follows:

1. Melakukan tindak lanjut atas rekomendasi hasil assessment; 2. Melakukan sosialisasi GCG ke seluruh pekerja dan mitra bisnis di kantor pusat dan area operasional;

1. Conducting

follow-up

on

recommendation

from

assessment result; 2. Organizing GCG dissemination to the employees and business partners in both headquarters and operational

3. Membuat pedoman-pedoman pelaksanaan GCG; 4. Membentuk tim GCG Champion yang bertugas mengawasi dan memastikan implementasi GCG di PDSI berjalan dengan baik; 5. Menyampaikan informasi GCG melalui sarana broadcast pada media elektronik; 6. Mengadaptasi sistem pengisian GCG online dari PT Pertamina (Persero).

areas; 3. Formulating guidelines on GCG implementation; 4. Forming GCG Champion team to supervise and ensure the implementation of GCG in the Company had run well; 5. Disclosing

the

information

about

GCG

through

broadcasting in electronic medium; 6. Adopting online GCG filling system from PT Pertamina (Limited Liabiliy Company)

Implementasi GCG PDSI

GCG Implementation

Sesuai kebijakan Pemegang Saham, maka GCG compliance

In accordance with the Shareholders policy, GCG compliance

dimasukan ke dalam boundary KPI. Pada 2013, target boundary

is included in KPI boundary. The KPI boundary target for

KPI GCG Compliance sebesar 80%. Pada 2014, Pemegang Saham

GCG compliance was 80% and was increased to 87% by

menaikkan target menjadi 87%. Target boundary KPI tersebut

the Shareholders in 2014. This target significantly affects

berpengaruh terhadap KPI individu, yang apabila target tidak

individual KPI, in which KPI value can be decreased up to 20%

tercapai hingga 87% dapat memotong nilai KPI sebesar 20%.

if the target does not meet the target percentage. This method

Hal ini merupakan wujud komitmen dan keseriusan Pemegang

serves as the Shareholders’ commitment and integrity in GCG

Saham dalam mengimplementasikan GCG.

implementation.

Berdasarkan hasil pencapaian boundary KPI GCG Compliance

Based on the results and measurement of GCG KPI boundary,

melalui compliance online system tampak adanya indikasi

several indications of improvement in GCG implementation

peningkatan awareness pekerja dalam praktik GCG. Hal ini

could be observed. The outcome of the score assessment of

dapat dilihat dari meningkatnya pencapaian boundary KPI GCG

GCG for 2014 showed an improvement which reached 93.89%

Compliance yang di 2013 sebesar 88,90%, menjadi 93,89%

compared to the previous year which reached 88.90%.

untuk 2014. Pada tahun ini, PDSI juga telah mencapai peningkatan

In the same year, PDSI had made an improvement in terms

dalam kemandirian melakukan praktik GCG dengan selesai

of independency of GCG implementation by the execution of

dilakukannya Self Assessment untuk tahun buku 2014 pada

GCG self-assessment for the financial year of 2014, in February

Februari 2015. Dalam melakukan Self Assessment ini, PDSI

2015. In conducting the self-assessment, PDSI supported its

190



membekali tim GCG Champion yang telah ditunjuk di 2013

GCG Champion Team, which had been appointed in 2013 as

selaku penilai program Self Assessment ini dengan surat

the assessor in the Self-Assessment program, with the Letter

perintah Dirut No. Prin-101/DSI0000/2013-S8. Untuk menjaga

of Assignment from the President Director No. Prin-101/

kredibilitasnya, Tim GCG Champion telah diberikankan in-house

DSI0000/2013-S8. In addition, the GCG Champion Team had

training pada 26-28 Maret 2013 dengan materi pendalaman

been participated in a training program on March 26-28, 2013

GCG sebagai berikut:

in order to maintain its credibility. The materials conveyed in the training were:

a. Pendalaman GCG oleh konsultan GCG;

a. Comprehensive understanding on GCG given by a consultants of GCG;

b. Gratifikasi oleh KPK;

b. Gratification material given by KPK;

c. WBS oleh SPI PDSI;

c. WBS material given by the Internal Supervision Unit of PDSI

d. Transformasi oleh Tim Transformasi Pertamina; dan

d. Transformation material given by transformation team from Pertamina; and

e. Presentation and Public speaking oleh konsultan public speaking.

e. Public Speaking skill given by consultants of public speaking.

Pada 29 April 2014, telah dilakukan kick off kampanye GCG

On April 29, 2014, campaign on the implementation of GCG

dengan menyematkan “pin” yang bertuliskan “YA.... SAYA

was started with the pinning of a badge engraved with the

BERPERILAKU GCG” oleh Pemegang Saham, Dewan Komisaris,

words “YA…. SAYA BERPERILAKU GCG” by the shareholders,

dan Direksi. Penyematan pin kepada diri sendiri oleh ketiga

Board of Commissioners, and Board of Directors. The badges

organ utama GCG tersebut diikuti oleh seluruh karyawan,

were worn first by the three main instruments of GCG,

sebagai simbol bahwa sejatinya perilaku GCG harus dimulai

followed by all employees; a symbol of GCG behavior that

dari diri sendiri, terutama dari ketiga organ utama tersebut, dan

must be implemented from oneself, particularly by the main

organ pendukung lainnya niscaya akan mengikuti. Selain itu,

instruments, as a role model for the supporting instruments

PDSI juga telah melakukan sosialisasi dan survei pemahaman

to follow. In addition, PDSI had conducted dissemination

GCG kepada seluruh karyawan PDSI di kantor pusat serta unit

and survey on GCG comprehension to all employees in the

operasi. PDSI juga membuat pedoman gratifikasi sendiri yang

headquarters and operations units. A gratification manual

mana sebelumnya hanya meratifikasi pedoman gratifikasi

had also been composed and disseminated through vendors

milik PT Pertamina (Persero) selaku induk perusahaan yang

on September 24, 2014, in which previously the manual was

kemudian disosialisasikan pada vendor pada tanggal 24

formulated to ratify gratification manual of PT Pertamina

September 2014.

(Persero) as parent entity.

Hasil Self Assessment menunjukkan bahwa implementasi GCG

The result of sel-assessment showed that the GCG

di PDSI mencapai skor 81,50. Penilaian ini mencakup 6 (enam)

implementation in the Company reached the score of 81.50.

aspek yaitu

The assessment includes 6 (six) aspects, namely:

1. Komiten terhadap penerapan tata kelola perusahaan yang

1. Commitment

baik.

to

implementing

good

corporate

governance.

2. Pemegang dan RUPS/Pemilik Modal

2. Shareholders and GMS/Investors

3. Dewan Komisaris/Dewan Pengawas.

3. Borad of Commissioners/Board of Supervisors

4. Direksi

4. Board of Directors

5. Pengungkapan dan keterbukaan informasi

5. Transparency and disclosure of information

6. Faktor lainnya.

6. Other factors


191


Penilaian terhadap penerapan GCG di PDSI menghasilkan

The assessment on the application of GCG in PDSI produces

berbagai rekomendasi positif. Berbekal semangat untuk terus

several positive recommendations. Coupled with spirit

meningkatkan kinerja, PDSI berkomitmen untuk melaksanakan

to always improve the working performance, PDSI is fully

rekomendasi-rekomendasi dengan

committed to performing the recommendations by:

1. Menyusun dan melaksanakan program pengenalan

1. Formulating and conducting introduction program for the

bagi anggota Dewan Komisaris yang baru untuk

new member of the Board of Commissioners to introduce

memperkenalkan perusahaan secara komprehensif.

the company comprehensively.

2. Menyusun dan melaksanakan program pengembangan

2. Formulating

and

conducting

knowledge

and

skill

knowledge and skill bagi anggota Dewan Komisaris sesuai

development program for members of the Board of

kebutuhan untuk mengantisipasi tuntutan tugas yang

Commissioners accrding to the Company’s needs to

semakin berkembang, serta mencantumkan program

anticipate the increasing number of tasks and incorporating

tersebut dalam RKAP.

the program into CWPB.

3. Menetapkan pembagian tugas secara berimbang di antara anggota Dewan Komisaris.

3. Dividing the tasks evenly to all members of the Board of Commissioners.

4. Menjabarkan pencapaian RJPP ke masing-masing tahun, sehingga dapat ditelusuri keselarasannya dengan RKAP. 5. Melakukan tinjauan atas kecukupan SOP dan atau Instruksi

4. Elaborating the achievement of CLTP obtained in every year, to see its conformance with the CWBP. 5. Reviewing the adequacy of SOP and/or Work Instruction.

Kerja. 6. Menyusun dan menetapkan pola karir yang jelas, sehingga dapat memotivasi peningkatan kinerja pekerja.

6. Formulating and defining clear career path to motivate the improvement in the employees’ performance.

7. Membuat panduan/pedoman program pengenalan dan

7. Devising guidelines for the introduction program and

menetapkan rencana pengembangan (knowledge dan skill)

defining the knowledge and skill development for the

bagi Direksi di awal tahun.

Board of Directors in the beginning of the year.

8. Membuat

kontrak

manajemen

untuk

selanjutnya

ditandatangani bersama dengan Dewan Komisaris dan

8. Developing management contract to be signed by both the Board of Commissioners and Directors.

Direksi. 9. Memastikan setiap insan PDSI menandatangani pernyataan kepatuhan terhadap Pedoman Perilaku.

9. Ensuring that each personnel of PDSI signed the statement of obedience to the Code of Conduct.

10. Membentuk unit atau menunjuk tim yang menangani

10. Establishing unit or appointing team to handle the

ketaatan aturan GCG dan meminta unit/tim yang

Company’s compliance with GCG rules. The unit or team

bersangkutan untuk menyampaikan laporan berkala

then has to submit the periodical report to the Board of

kepada Direksi dan Dewan Komisaris. 11. Menginstruksikan

unit/tim

yang

Directors and Board of Commissioners. ditunjuk

untuk

menyosialisasikan Code of Corporate Governance dan

11. Instructing the appointed unit/team to disseminate the Code of Corporate Governance and Code of Conduct.

Code of Conduct. Rencana dan Strategi Implementasi GCG Tahun 2015

Plan and Strategy for the Implementation of GCG in 2015

PDSI meyakini bahwa selalu ada ruang untuk bertumbuh.

There will always be a room for growth. In order to realize that

Guna menguatkan penerapan GCG pada seluruh jenjang

and strengthen the application of GCG on all levels of position

kepangkatan

and operational locations, PDSI composed a series of strategy

dan

lokasi

operasional,

PDSI

menyusun

rangkaian strategi dan rencana yang akan diupayakan untuk diimplementasikan pada 2015, antara lain:

192


and plan that will be implemented in 2015, namely:


1. Melakukan review terhadap soft structure GCG yang sudah

1. Conducting review on PDSI’s GCG soft-structure

ada di PDSI. 2. Merekrut Tim GCG Champion angkatan kedua

2. Recruiting the second batch of GCG Champion Team

3. Melakukan kampanye anti korupsi.

3. Conducting anti-corruption campaign

4. Memberlakukan praktik GCG di segala bagian yang ada di

4. Carrying out GCG practice for all divisions in organization

dalam struktur organisasi. 5. Meningkatkan pencapaian compliance online secara

structure. 5. Improving a thorough online compliance achievement.

keseluruhan. 6. Memberlakukan nilai-nilai pakta integritas kepada pihak

6. Carrying out integrity pact values for the third parties.

ketiga. Struktur dan Hubungan Tata Kelola

Structure and Governance Relationship

Struktur tata kelola PDSI terdiri atas Rapat Umum Pemegang

The corporate governance structure of PDSI consists of General

Saham (RUPS) sebagai pemberi keputusan tertinggi, Dewan

Meeting of Shareholders (GMS) as the highest decision maker,

Komisaris, dan Direksi serta organ pendukung yaitu komite-

Board of Commissioners and Board of Directors, as well as

komite di bawah Dewan Komisaris, Sekretaris Perusahaan,

supporting instruments, namely the committees under the

serta Satuan Pengawasan Internal. Fungsi dari Organ PDSI

Board of Commmissioners, Corporate Secretary, Internal Audit

dijalankan sesuai ketentuan perundang-undangan, Anggaran

Unit and Internal Supervision Unit. The functions of the PDSI’s

Dasar PDSI dan ketentuan lainnya, di mana masing-masing

Organs are carried out in accordance with the legislations,

organ memiliki independensi dalam melaksanakan tugas,

Articles of Association of PDSI, and other provisions, in which

fungsi, dan tanggung jawabnya untuk kepentingan PDSI.

each organ has independency in carrying out their duties, functions, and responsibilities for the benefit of the Company.

Bagan Struktur Tata Kelola

Diagram of Corporate Governance Structure

RUPS (Rapat Umum Pemegang Saham) GMS (General Meeting of Shareholders) DEWAN KOMISARIS Board of Commissioners DIREKSI Board of Directors

Rapat Umum Pemegang Saham (RUPS)

General Meeting of Shareholders (GMS)

RUPS PDSI terdiri dari RUPS Tahunan yang diselenggarakan

PDSI regularly holds General Meeting of Shareholders (GMS)

setiap tahun buku selambat-lambatnya 6 (enam) bulan setelah

that consists of Annual GMS, held every 6 (six) months at

tahun buku PDSI ditutup dan RUPS Luar Biasa yaitu Rapat

maximum after the closing of PDSI fiscal year, and Extraordinary

Umum Pemegang Saham yang diadakan sewaktu-waktu

GMS, which can be held at any time necessary.

berdasarkan kebutuhan.


193


I. RUPS Tahunan

I. Annual GMS

RUPS Tahunan Tahun Buku 2013 diselenggarakan pada 12

The Annual GMS (AGMS) of 2013 was convened on March

Maret 2014 sesuai dengan undangan kepada Pemegang

12, 2014 in accordance with the invitations distributed to the

Saham berdasarkan Surat No. 171/DSI0000/2014-S0 tentang

Shareholders based in the Letter No. 171/DSI0000/2014-S0 on

Undangan Pelaksanaan RUPS Tahunan PDSI.

the Invitation to Annual GMS of PDSI.

Dituangkan dalam:

It was stated in:

Akta Berita Acara Rapat Umum Pemegang Saham Tahunan

The Deed of the Minutes of Annual General Meeting of

Tahun Buku 2013 PT Pertamina Drilling Services Indonesia,

Shareholders Year 2013 of PT Pertamina Drilling Services

tanggal 12 Maret 2014 No. 13 dibuat oleh Notaris Marianne

Indonesia dated March 12, 2013, prepared and presented

Vicentia Hamdani, SH, Notaris di Jakarta

before Marianne Vicentia Hamdani, SH, a Notary in Jakarta.

Agenda dan Keputusan

Agenda and Resolutions

Agenda:

Agenda:

1. a. Laporan Kinerja Operasi dan Keuangan (Audited) Tahun

1. a. Operational and Financial Performance (Audited) Statements for 2013.

2013.

b. Laporan Pengawasan Dewan Komisaris

b. Board of Commissioners’ Supervision Report

2. Usulan persetujuan atas Laporan Tahunan dan Pengesahan

2. Approval suggestion for the Annual Report and Validation of Financial Statements of PDSI 2013.

Laporan Keuangan PDSI 2013. 3. Usulan penetapan penggunaan laba PDSI.

3. Suggestion to determine the use of profit of PDSI

4. Usulan penetapan penghargaan atas kinerja (tantiem)

4. Suggestion to determine rewards for performance (tantiem) to the Board of Directors and Board of Commissioners of

kepada Direksi dan Dewan Komisaris PDSI.

PDSI 5. Usulan penetapan Kantor Akuntan Publik untuk melakukan

5. Suggestion to determine the Public Accounting Firm which will conduct Audit for the Financial Year of 2014.

Audit Tahun Buku 2014 Keputusan:

Resolutions:

1. Pemegang saham menerima dan menyatakan cukup jelas

1. Shareholders accepted and declared clear on the

uraian paparan yang disampaikan Direksi dan Dewan

description and elaboration of the Board of Commissioners

Komisaris:

and Board of Directors on:

•

•

Menyetujui

Laporan

Tahunan

Buku

2013

dan

•

Approving the 2013 Annual Report and validated the

mengesahkan Laporan Keuangan PDSI pada Tahun

Financial Statements of PDSI for the year ended on

Buku yang berakhir 31 Desember 2013.

December 31, 2013.

Memberikan pelunasan dan pembebasan sepenuhnya dari tanggung jawab kepada Direksi atas tindakan

•

Granting full release and discharge to the members of the Board of Directors of PDSI from any responsibilities over their actions

2. Usulan Persetujuan Atas Laporan Tahunan dan pengesahan Laporan Keuangan PDSI 2013. 3. Penetapan penggunaan laba bersih PDSI di Tahun Buku yang berakhir pada 31 Desember 2013. 4. Penetapan penghargaan atas kinerja Direksi dan Dewan Komisaris akan dilaksanakan dalam RUPS terpisah.

2. Approving the suggestions for Annual Report and validating the 2013 Financial Statements of PDSI. 3. Determining the use of net profit of PDSI obtained in the year ended on December 31, 2013. 4. Determining the rewards for the performance of the Board of Directors and Board of Commissioners which will be carried out in the separated GMS.

194



5. Memberikan kuasa dan melimpahkan kewenangan

5. Granting authority to the Board of Commissioners to

kepada Dewan Komisaris untuk menetapkan Kantor

determine the Public Accounting Firm (PAF) to conduct

Akuntan Publik (KAP) dalam melakukan pemeriksaan atas

audit on the Financial Statements of PDSI for the Year

Laporan Keuangan PDSI Tahun Buku yang berakhir pada 31

ended on December 31, 2014.

Desember 2014. II. RUPS Luar Biasa

II. Extraordinary GMS (EGMS)

1. Keputusan Pemegang Saham Secara Sirkuler PDSI tanggal

1. Circular Decisions of the Shareholders of PDSI dated

08 Januari 2014 tentang Revisi Anggaran Biaya Investasi

January 8, 2014, concerning the Revision on Budgets for

(ABI) RKAP Tahun 2013 dan telah diaktakan dengan

Investment Cost (ABI) of RKAP 2013. This decision had been

Akta Pernyataan Keputusan Rapat PDSI No. 5 tanggal 06

legalized into the Deed of Meeting Resolutions of PDSI No.

Februari 2014 dibuat di hadapan Notaris Marianne Vicentia

5 dated February 6, 2014, prepared and presented before

Hamdani, SH, Notaris di Jakarta

Marianne Vincentia Hamdani, SH, a Notary in Jakarta

2. Rapat Umum Luar Biasa PDSI

2. Extraordinary General Meeting of PDSI

Diselenggarakan pada 12 Maret 2013 bertempat di Lantai M Graha PDSI, Jl. Matraman Raya No.87, Jakarta Timur

Convened on March 12, 2013, at the M Floor of Graha PDSI, Jl. Matraman Raya No.87, East Jakarta

Dituangkan dalam :

Akta Berita Acara Rapat Umum Pemegang Saham Luar

Stipulated in: Deed of Minutes of Extraordinary General Meeting of

Biasa PT Pertamina Drilling Services Indonesia, tanggal 12

Shareholders of PT Pertamina Drilling Services Indonesia,

Maret 2014 No. 12 dibuat oleh Notaris Marianne Vicentia

dated March 12, 2014, No. 12, prepared and presented

Hamdani, SH, Notaris di Jakarta

before Marianne Vincentia Hamdani, SH, a Notary in Jakarta

Keputusan:

Information:

Pengesahan atas Penyajian Kembali (Restatement) Laporan Keuangan PDSI Tahun Buku 2012

Validation on the Restatement of PDSI Financial Statements of 2012


3. Circular Decisions of the Shareholders of PDSI dated

18 Maret 2014 tentang Rencana Kerja dan Anggaran

March 18, 2014, concerning the Company’s Work Plan and

Perusahaan (RKAP) Tahun 2014 dan telah diaktakan

Budget (RKAP) of 2014, which had been stipulated in the

dengan Akta Pernyataan Keputusan Rapat PDSI No. 8

Deed of Meeting Resolutions of PDSI No. 8 dated April 3,

tanggal 03 April 2014 dibuat di hadapan Notaris Marianne

2014, prepared and presented before Marianne Vincentia


Hamdani, SH, a Notary in Jakarta


4. Circular Decisions of the Shareholders of PDSI dated June

05 Juni 2014 tentang Penetapan Penghargaan atas Kinerja

5, 2014, concerning the Determination of Rewards for the

Tahunan (tantiem) Direksi dan Dewan Komisaris Tahun

Annual Performance (tantiem) of the Board of Directors

Buku 2013 dan telah diaktakan dengan Akta Pernyataan

and Board of Commissioners in 2013, which had been

Keputusan Rapat PDSI No. 23 tanggal 16 Juni 2014 dibuat

stipulated in the Deed of Meeting Resolutions of PDSI No.

di hadapan Notaris Marianne Vicentia Hamdani, SH, Notaris

23 dated June 16, 2014, prepared and presented before

di Jakarta



195



5. Circular Decisions of the Shareholders of PT PDSI dated June

05 Juni 2014 tentang Penggunaan Laba Bersih Tahun Buku

5, 2014, concerning the Use of Net Income Obtained in the

Yang Berakhir 31 Desember 2013 dan telah diaktakan

Year which Ended on December 31, 2013. This decision had

dengan Akta Pernyataan Keputusan Rapat PDSI No. 24

been legalized in the Deed of Meeting Resolutions of PDSI

tanggal 16 Juni 2014 dibuat di hadapan Notaris Marianne

No. 24 dated June 16, 2014, prepared and presented before



6. Keputusan Pemegang Saham Secara Sirkuler PDSI

6. Circular Decisions of the Shareholders of PDSI dated June

tanggal 05 Juni 2014 tentang Pergantian Direksi dan telah

5, 2014, concerning the Changes in the Composition of

diaktakan dengan Akta Pernyataan Keputusan Rapat

the Board of Directors which had been stipulated in the

PDSI No. 25 tanggal 16 Juni 2014 dibuat di hadapan Notaris

Deed of Meeting Resolutions of PDSI No. 25 dated June 16,

Marianne Vicentia Hamdani, SH, Notaris di Jakarta

2014, prepared and presented before Marianne Vincentia Hamdani, SH, a Notary in Jakarta


7. Circular Decisions of the Shareholders of PDSI dated August

tandatangan terakhir 08 Agustus 2014 tentang Penetapan

8, 2014, concerning the Determination of the Board of

Direksi dan telah diaktakan dengan Akta Pernyataan

Directors which had been stipulated in the Deed of Meeting

Keputusan Rapat PDSI No. 5 tanggal 12 Agustus 2014

Resolutions of PDSI No. 5 dated August 12, 2014, prepared

dibuat di hadapan Notaris Marianne Vicentia Hamdani, SH,

and presented before Marianne Vincentia Hamdani, SH, a

Notaris di Jakarta.

Notary in Jakarta


8. Circular Decisions of the Shareholders of PDSI dated August

26 Agustus 2014 tentang Honorarium Dewan Komisaris

26, 2014, concerning the Honorarium of the Board of

dan telah diaktakan dengan Akta Pernyataan Keputusan

Commissioners which had been stipulated in the Deed of

Rapat PDSI No. 26 tanggal 25 September 2014 dibuat di

Meeting Resolutions of PDSI No. 26 dated September 25,

hadapan Notaris Marianne Vicentia Hamdani, SH, Notaris

2014, prepared and presented before Marianne Vincentia

di Jakarta.

Hamdani, SH, a Notary in Jakarta

Hak dan Wewenang RUPS

Rights and Authorities

Wewenang yang dimiliki RUPS tidak diberikan kepada

The GMS has authorities which are not inherited by the

Direksi atau Dewan Komisaris dalam batas yang telah

Board of Directors or the Board of Commissioners within the

digariskan Undang-Undang atau Anggaran Dasar. Beberapa

regulations stipulated in the Law or Articles of Association, such

bentuk wewenang RUPS antara lain adalah meminta

as requesting accountability from the Board of Commissioners

pertanggungjawaban Dewan Komisaris dan Direksi terkait

and the Board of Directors on PDSI management, amending

pengelolaan PDSI, mengubah Anggaran Dasar, mengangkat

Articles of Association, appointing and dismissing members

dan memberhentikan Dewan Komisaris dan Direksi, serta

of the Board of Commissioners and Board of Directors

memutuskan pembagian tugas dan wewenang pengurusan

and deciding the distribution of management duties and

di antara Dewan Komisaris dan Direksi. PDSI menjamin untuk

authorities. PDSI ensures that all descriptions related to PDSI

memberikan segala keterangan yang berkaitan dengan

performance are submitted in a transparent manner to the

kinerja PDSI kepada RUPS secara transparan, sepanjang

GMS in accordance with PDSI’s interests and prevailing rules

tidak bertentangan dengan kepentingan PDSI dan peraturan

and regulations. In 2014, PDSI has held 1 Annual GMS and 1

perundang-undangan yang berlaku. Selama 2014, PDSI telah

Extraordinary GMS on March 12, 2014, of which organization

melaksanakan 1 kali RUPS Tahunan pada 12 Maret 2014 dan

procedures refers to PDSI Articles of Association and 7 Circular

196



1 kali RUPS Luar Biasa di tanggal yang sama dengan tata cara

GMS held respectively on January 8, 2014, April 18, 2014, June

penyelenggaraan sesuai Anggaran Dasar PDSI, dan 7 RUPS

5, 2014 (Consists of 3 Circular GMS on June 5, 2014), August 8,

Sirkuler yang masing-masingnya dilakukan pada 8 Januari

2014, and August 26, 2014.

2014, 18 April 2014, 5 Juni 2014 (Terdapat 3 RUPS Sirkuler di tanggal 5 Juni 2014), 8 Agustus 2014 , dan 26 Agustus 2014. Keputusan dan Realisasi Keputusan RUPS Tahunan 2013

Resolutions of 2013 GMS and Realizations

Berdasarkan keputusan RUPS Tahunan 2013 yang di-

The Annual GMS of 2013, convened on March 7, 2013,

selenggarakan pada 7 Maret 2013 menghasilkan keputusan

established the following resolutions:

sebagai berikut: 1. Menyetujui Laporan Tahunan Tahun Buku 2012.

1. Approving for the Annual Report of the Financial Year of

2. Menyetujui Laporan Tahunan dan Pengesahan Laporan

2. Approving Annual Report and Validating the PDSI Financial

2012. Keuangan PDSI Tahun Buku 2012. 3. Menyetujui laporan hasil pengawasan Dewan Komisaris terhadap kinarja Direksi.

Statements of 2012. 3. Approving the Board of Commissioners report of supervision over the Board of Directors.

4. Menyetujui Penggunaan Laba PDSI.

4. Approving the use of Income of PDSI.

5. Menyetujui Penetapan Penghargaan Atas Kinerja Direksi

5. Approving the Determination of Rewards for the

dan Dewan Komisaris.

Performance of the Board of Directors and Board of Commissioners.

6. Menyetujui Penunjukan Kantor Akuntan Publik (KAP) sebagai Auditor Tahun Buku 2013.

6. Approving the appointment of Public Accounting Firm (KAP) which will serve as an Auditor for the Financial Year of 2013.

Hingga saat ini, PDSI telah berhasil merealisasikan seluruh hasil

Up to date, PDSI has been successful in realizing all resolutions

keputusan RUPS 2013 tersebut.

of the 2013 GMS.

DEWAN KOMISARIS

BOARD OF COMMISSIONERS

Dewan Komisaris merupakan organ PDSI yang bertugas untuk

Board of Commissioners is an instrument of PDSI which duties

melakukan pengawasan terhadap kinerja Direksi dan memberi

are supervising the performance of the Board of Directors and

nasihat kepada Direksi dalam mengelola PDSI. Dewan

providing advices to the Board of Directors in managing PDSI.

Komisaris tidak turut serta dalam pengambilan keputusan

The Board of Commissioners did not participate in operational

operasional. Kedudukan setiap anggota Dewan Komisaris

decision-making. The position of each member of the Board of

termasuk Komisaris Utama adalah setara.

Commissioners, including the Chairman, is equal.

Dewan Komisaris merupakan sebuah organ terpadu yang

Board of Commissioners is an integrated organ comprising

terdiri lebih dari satu orang anggota. Setiap anggota Dewan

more than one member. Each member acts based on the

Komisaris bertindak atas keputusan bersama dan mewakili

collective decision and represents the Board of Commissioners.

Dewan Komisaris. Setiap anggota Dewan Komisaris diharapkan

Each member is expected to always have good will, implement

selalu memiliki itikad baik, menerapkan prinsip kehati-hatian

prudence principles, and be responsible in conducting

dan bertanggungjawab dalam menjalankan tugas pengawasan

the supervision task and advising the Board of Directors in

dan pemberian nasihat kepada Direksi sesuai dengan visi dan

accordance with the vision and mission of PDSI.

misi PDSI.


197


Indikator Kualifikasi Pengangkatan Dewan Komisaris

Qualification Indicators for the Appointment of Board of Commissioners

Proses pengangkatan Dewan Komisaris melalui beberapa

The appointment process of the Board of Commissioners

syarat kualifikasi yang harus dipenuhi. Kualifikasi ini dirasa

needs several required qualifications. This is a necessity for PDSI

perlu oleh PDSI agar praktik GCG dapat diterapkan dengan

in order to apply the correct practice of GCG in accordance with

benar dan semestinya sesuai peraturan perundang-undangan

the applicable laws. The requirements of the qualification are

yang berlaku. Syarat-syarat kualifikasi tersebut adalah

as follows:

a. Warga negara Indonesia;

a. Indonesian citizen;

b. Memiliki integritas, dedikasi, memahami masalah-masalah

b. Having integrity, dedication and understanding on

manajemen perusahaan yang berkaitan dengan salah satu

problems found in company management that are related

fungsi manajemen, memiliki pengetahuan yang memadai

to one of management functions, sufficient knowledge in

di bidang Perusahaan tersebut, serta dapat menyediakan

PDSI’s sector and excellent time management to perform

waktu yang cukup untuk melaksanakan tugasnya.

all duties.

c. Mampu/cakap melakukan perbuatan hukum, kecuali dalam waktu 5 (lima) tahun sebelum pengangkatannya

c. Showing capability to comply with the law, unless within 5 (five) years prior to the appointment such individual is:

pernah: 1. dinyatakan pailit;

1. Declared bankrupt

2. menjadi anggota Direksi atau anggota Dewan

2. Appointed as member of the Board of Directors or

Komisaris yang dinyatakan bersalah menyebabkan

Board of Commissioners who is found guilty of causing

suatu Perusahaan dinyatakan pailit; atau

a Company to be declared bankrupt; or

3. dihukum karena melakukan tindak pidana yang

3. Sanctioned due to criminal offenses that harms the

merugikan keuangan negara dan/atau yang berkaitan

state finance and/or matters related to the state finance.

dengan sektor keuangan. d. Tidak diperkenankan memiliki hubungan keluarga sedarah

d. Prohibited to have family relationship up to the third

sampai derajat ketiga baik menurut garis lurus maupun

degree, both by generation and siblings or related by

garis ke samping atau hubungan semenda (menantu/ipar)

marriage (as children-in-law) between members of the

antara anggota Direksi dan antara anggota Direksi dengan

Board of Directors and the Commissioners;

anggota Komisaris; e. Anggota Dewan Komisaris dilarang memangku jabatan

e. Any member of the Board of Directors is prohibited to have

rangkap seperti tersebut di bawah ini:

concurrent positions, as described below:

1. Anggota Direksi BUMN, BUMD, Badan Usaha Milik

1. Member of the Board of Directors in any State-Owned

Swasta dan jabatan lain yang dapat menimbulkan

Enterprise (SOE), Regional-Owned Enterprises (BUMD),

benturan kepentingan dan atau;

Private-Owned Enterprises and other positions which may causes conflicts of interest and/or;

2. Jabatan lainnya sesuai dengan ketentuan peraturan perundang-undangan yang berlaku

2. Other positions in accordance with the prevailing rules and regulations;

f. Tidak mewakili kepentingan partai politik tertentu.

f. Is not a representative of any political party.

Komposisi Dewan Komisaris

Composition of the Board of Commissioners

Berdasarkan keputusan para Pemegang Saham PT Pertamina

Based on the decision of the Shareholders of PT Pertamina

Drilling Services Indonesia yaitu PT Pertamina (Persero)

Drilling Services Indonesia, PT Pertamina (Persero) and PT

dan PT Pertamina Hulu Energi, susunan keanggotan Dewan

Pertamina Hulu Energy, the composition of the Board of

Komisaris PDSI adalah sebagai berikut:

Commissioners Memberships of PDSI is as follows:

198



No.

Nama /

Jabatan / Position

Name

Dasar Pengangkatan /

Periode Jabatan /

Deed of Appointment

Period of Service

1

M. Afdal Bahaudin


Keputusan RUPS tanggal 12 Juli 2010 / GMS Decision dated July 12, 2010

5 tahun 5 years

2

Subarkah Kustowo

Komisaris / Commissioner

Keputusan RUPS tanggal 12 Juli 2010 / GMS Decision dated July 12, 2010

5 tahun 5 years

3

Saripandi


Keputusan RUPS tanggal 16 Mei 2013 / GMS Decision dated May 16, 2010

5 tahun 5 years

4

Irfan Zainuddin


Keputusan RUPS tanggal 17 September 2013 / GMS Decision dated September 17, 2013

5 tahun 5 years

Independensi Dewan Komisaris

The Independency of the Board of Commissioners

Setiap anggota Dewan Komisaris bertindak secara independen,

Each member of the Board of Commissioners acts

tidak saling mencampuri satu sama lain, tidak memberi

independently, does not interfere with each other, does not

dan mendapat tekanan yang mengarah pada benturan

give nor obtain pressure related to the conflict of interest, and

kepentingan, serta tidak terikat secara moral dan material

is not bound morally and materially to particular parties that

kepada pihak-pihak tertentu yang dapat memengaruhi

affect their independence.

independensinya. Setiap anggota tidak memiiki hubungan kekeluargaan sampai

Each member does not have family relationship to the third

dengan derajat ketiga dengan anggota Dewan Komisaris

degree with other member of the Board of Commissioners

lainnya dan/atau anggota Direksi.

and/or the members of Board of Directors.

Uraian Tugas dan Tanggung Jawab

Duties and Responsibilities

Program kerja yang dilakukan oleh Dewan Komisaris dilandasi

The work program conducted by the Board of Commissioners

oleh:

is pursuant to:

1. Undang-Undang Republik Indonesia Nomor 40 Tahun 2007

1. Act of Republic of Indonesia Number 40 Year 2007 on

tentang PDSI Terbatas tanggal 16 Agustus 2007.

Limited Liability Company, dated August 16, 2007.

2. Akta Pendirian PT Pertamina Drilling Services Indonesia

2. Deed of Establishment of PT Pertamina Drilling Services

No. 13 tanggal 13 Juni 2008 dibuat oleh Notaris Marianne

Indonesia No. 13 dated June 13, 2008, prepared and

Vincentia Hamdani, disahkan oleh Menteri Hukum dan

presented before Marianne Vincentia Hamdani, Notary,

Hak Asasi Manusia RI No. AHU-39442.AH.01.01 Tahun 2008

ratified by the Minister of Law and Human Rights of

tanggal 08 Juli 2008 yang telah diubah dengan Akta No.

Republic of Indonesia No. AHU-39442.AH.01.01 Year 2008,

26 tanggal 28 Juni 2010 dibuat di hadapan Lenny Janis

amended by Deed No. 26 dated June 28, 2010, prepared

Ishak, SH telah memperoleh persetujuan Menteri Hukum

and presentd before Lenny Janis Ishak, SH, and had gained

dan Hak Asasi Manusia Republik Indonesia No. AHU-40051.

approval from the Minister of Law and Human Rights of

AH.01.022 tanggal 02 April 2012.

Republic of Indonesia No. AHU-40051.AH.01.022 dated April 2, 2012.

3. Peraturan Menteri Negara BUMN Nomor 1 Tahun 2011

3. Ministerial Regulations from the Ministry of State-Owned

tentang Penerapan Tata Kelola PDSI yang baik (Good

Enterprises No. 1 Year 2011 on the Implementation of

Corporate Governance) pada Badan Usaha Milik Negara

Good Corporate Governance at State-Owned Enterprise on

tanggal 1 Agustus 2011.

August 1, 2011.

4. Board Manual PDSI.

4. Board Manual of PDSI.

5. Code of Corporate Govenance PDSI.

5. Code of Corporate Governance of PDSI.


199


Dewan Komisaris mengemban tanggung jawab sebagai

The Board of Commissioners carries out duties and

berikut:

responsibilities as follows:

1. Memberikan nasihat kepada Direksi ataupun memberikan

1. Advising the Board of Directors as well as providing

pendapat atau saran kepada Rapat Umum Pemegang

opinions or recommendations to the General Meeting

Saham atas penyusunan dan pelaksanaan Rencana Kerja

of

dan Anggaran PDSI yang merupakan penjabaran tahunan

implementation of PDSI’s Work Plan and Budget which

dari Rencana Jangka Panjang PDSI serta ketentuan-

is an elaboration on PDSI’s Long-Term Plan, as well as

ketentuan Anggaran Dasar dan Rapat Umum Pemegang

stipulations of the Articles of Association, GMS, and the

Saham,

prevailing legislations.

dan

peraturan

perundang-undangan

yang

Shareholders

concerning

the

composition

and

berlaku. 2. Memberikan persetujuan atas usulan Direksi terhadap

2. Granting approval on the recommendations of the Board of Commissioners over certain matters.

perbuatan-perbuatan tertentu. 3. Memberikan pendapat dan saran kepada RUPS atas usulan

3. Providing opinions and suggestions to the GMS concerning

perbuatan yang akan dilaksanakan oleh Direksi yang

the activities to be conducted by the Board of Directors

diajukan kepada RUPS untuk mendapatkan persetujuan.

which have been proposed beforehand to the GMS for approval.

4. Memberikan putusan untuk memberhentikan sementara

4. Deciding to temporarily dismiss a member or members

seorang atau lebih anggota Direksi dalam hal bertindak

of the Board of Directors in the event of the dismissed

bertentangan dengan Anggaran Dasar PDSI.

members have violated the PDSI’s Articles of Association.

5. Mengkaji dan memberikan saran-saran atas kebijakan

5. Reviewing and providing opinions on the entire GCG policy

menyeluruh yang disusun oleh Direksi

composed by the Board of Directors as well as evaluating

serta menilai konsistensi penerapannya, termasuk yang

its implementation consistency, including matters related

bertalian dengan etika bisnis dan tanggung jawab sosial

to business ethics and corporate social responsibility.

GCG

secara

perusahaan. 6. Memberikan pendapat dan saran kepada Rapat Umum

6. Providing opinions and suggestions to the General Meeting

Pemegang Saham setiap masalah yang dianggap penting

of Shareholders on all matters deemed as important for the

bagi kepengurusan PDSI dan segera melaporkan kepada

management of PDSI and immediately report to the GMS

RUPS apabila terjadi gejala menurunnya kinerja PDSI,

when the performance of PDSI is declining. Furthermore,

serta meneliti dan menelaah laporan berkala dan laporan

the Board of Commissioners shall research and view both

tahunan yang disiapkan Direksi.

periodical and annual reports prepared by the Board of Directors. The following are the duties of the members:

Serta bertugas dengan rincian sebagai berikut: a. Mengawasi

kebijakan

Direksi

dalam

menjalankan

a. Monitoring the Board of Directors’ policy in managing the

Perusahaan serta memberikan nasihat kepada Direksi;

Company and providing advices for Board of Directors;

b. Bertanggung jawab secara tanggung renteng terhadap

b. Taking joint and several liability to any injured parties for

pihak yang dirugikan karena kesalahannya membuat/

any flaws in making/approving misstatements due to

menyetujui perhitungan tahunan yang tidak benar dan/

incorrect calculation or misleading information, unless

atau menyesatkan, kecuali dapat dibuktikan bahwa

there are proofs that the Director are not guilty.

keadaan tersebut bukan karena kesalahannya; c. Mengawasi

pelaksanaan

Rencana

Jangka

Panjang

Perseroan (RJPP) serta Rencana Kerja dan Anggaran

c. Overseeing the implementation of the Company LongTerm Plan (RJPP) and Work Plan and Budget (RKAP);

Perseroan (RKAP); d. Memantau dan mengevaluasi kinerja Direksi;

d. Monitoring and evaluating the Board of Directors’ performance;

200



e. Mengawasi

efektivitas

penerapan

Good

Corporate

e. Monitoring the effectiveness of GCG implementation;

Governance; f. Memantau kepatuhan Perusahaan terhadap peraturan

f. Overseeing the Company’s compliance with the prevailing

perundang-undangan yang berlaku;

rules and regulations;

g. Mengusulkan Auditor Eksternal untuk disahkan dalam

g. Proposing an External Auditor to be appointed in the GMS

RUPS dan memantau pelaksanaan penugasan Auditor

and overseeing the Auditor’s assignment.

Eksternal; h. Menyusun pembagian tugas dan wewenang setiap

h. Composing the division of duties and authorities of the

anggota Direksi, sebagai pendelegasian dari RUPS;

Board of Directors as a delegation from the GMS;

i. Menyusun pembagian tugas di antara anggota Dewan

i. Composing the division of duties for members of the

Komisaris sesuai dengan keahlian dan pengalaman

Board of Commissioners in accordance with the skills and

masing-masing anggota Komisaris;

experience of each individual;

j. Membuat pedoman program pengenalan untuk Komisaris

i. Composing orientation guidelines for new members of the

baru.

Board of Commissioners.

Frekuensi Rapat dan Tingkat Kehadiran

Meeting Frequency and Attendance

Rapat Dewan Komisaris di tahun 2014 direncanakan sebulan

Board of Commissioners’ Meeting is held once a month on a

sekali dalam setahun. Di tahun ini, Dewan Komisaris telah

regular basis with a minimum frequency of twice a month. In

melakukan rapat sebanyak 4 kali dengan tingkat kehadiran

2014, the Board of Commissioners had convened meetings for

yang terlihat pada tabel berikut.

4 times with the following attendance rate:

No.

Nama / Name

Jabatan / Position

Jumlah Kehadiran Rapat / Total Attendance

Persentase Kehadiran / Percentage of Attendance

1

M. Afdal Bahaudin


4

100%

2

Subarkah Kustowo


4

100%

3

Saripandi


4

100%

4

Irfan Zainuddin


4

100%

Agenda Rapat Dewan Komisaris

Meeting Agenda

Keputusan rapat telah dicatat dan didokumentasikan dengan

The decision of the meeting had been noted and documented

baik dalam Agenda rapat yang ditandatangani oleh ketua

well in the meeting Agenda and signed by the chairman of the

rapat dan salah seorang anggota Dewan Komisaris. Agenda

meeting as well as one member of the Board of Commissioners.

tersebut kemudian didistribusikan kepada semua anggota

The Agenda were distributed to all members of the Board of

Dewan Komisaris, baik yang menghadiri rapat maupun yang

Commissioners both present and absent. The differences in

tidak. Perbedaan pendapat yang terjadi dalam rapat turut

opinion that happened in the meeting were also included in the

dicantumkan dalam Agenda rapat beserta dengan alasan

Agenda and accompanied with the reason of the differences.

mengenai perbedaan pendapat. Sepanjang 2014 Agenda Rapat Dewan Komisaris antara lain:

In 2014, the Meeting Agenda of the Board of Commissioners were:

•

Dengar pendapat dan laporan hasil audit hasil investigasi

•

Conducting hearing of opinions and reparting the results of audit and investigation

•

Pembahasan hasil assessment GCG 2013

•

Discussing the 2013 GCG assessment result


201


•

Pembahasan usulan KAP untuk tahun buku 2014

•

•

Pembahasan RKAP 2015

•

Discussing the nomination of Public Accounting Firm (KAP) for the fiscal year 2014. Discussing RKAP 2015.

Pelatihan dan Pengembangan Kompetensi

Training and Competency Development

Selama 2014, Dewan Komisaris telah mengikuti beberapa

During 2014, the Board of Commissioners had participated in

pelatihan, antara lain:

numerous trainings, among which are:

No.

1

Nama Kursus / Course Pusat Studi Investasi dan Keuangan

Tanggal Kursus / Course Date

Nama Yang bersangkutan / Participant

Tempat Kursus / Course Venue

Tentang Kursus / Topic

19/04/2014

Irfan Zainuddin

Bali

Seminar membaca dan analisis Laporan Keuangan perusahaan dalam penyelamatan dari jeratan TPK dan TPPU bagi Direksi dan Komisaris serta Anak Perusahaan BUMN/BUMD

Centre of Investment and Finance Studies 2

Pusat Studi Investasi dan Keuangan

Seminar on reading and analyzing of Financial Statements of the company concerning protection against TPK and TPPU for the Board of Directors and Board of Commissioners and Subsidiaries of SOE/Local Enterprises. 29/03/2014

Subarkah Kustowo

Bandung

Centre of Investment and Finance Studies 3

Media Pekerja BUMN

Seminar membaca dan analisis Laporan Keuangan perusahaan dalam penyelamatan dari jeratan TPK dan TPPU bagi Direksi dan Komisaris serta Anak Perusahaan BUMN/BUMD Seminar on reading and analyzing of Financial Statements of the company concerning protection against TPK and TPPU for the Board of Directors and Board of Commissioners and Subsidiaries of SOE/Local Enterprises.

29/08/2014

Saripandi

Bandung

Workshop membangun integritas pengelolaan perusahaan dalam mewujudkan BUMN bersih Workshop on building integrity on the company management in realizing clean SOE

Kunjungan Dewan Komisaris

Board of Commissioners’ Visits

Selama 2014, Dewan Komisaris melakukan kunjungan

During 2014, the Board of Commissioners had conducted site

lapangan sebanyak 6 kali.

visits for 6 times.

No.

Nama / Name

Waktu Kunjungan / Time of Visits

Tujuan / Destination

1

M. Afdal Bahaudin

05/06/2014

Cirebon

2

Subarkah Kustowo

19/05/2014

Jambi

3

Saripandi

19/05/2014

Jambi

4

Irfan Zainuddin

03/06/2014

Tomori-Senoro

5

Irfan Zainuddin

17/06/2014

Rantau, NAD-Sumbagut

6

Irfan Zainuddin

03/07/2014

Prabumulih, Palembang

Pedoman dan Tata Tertib Dewan Komisaris

Guidelines and Regulations of Board of Commissioners

PDSI memiliki uraian pedoman tata tertib untuk Dewan

PDSI has composed the description of guidelines and

Komisaris, yang terdiri dari uraian sebagai berikut :

regulations for the Board of Commissioners as followed:

202



1. Tugas, Wewenang dan Kewajiban Komisaris

1. Duties, Authorities and Responsibilities

2. Pembagian Kerja

2. Work division

3. Organ Pendukung Komisaris

3. Supporting Instruments

3.1 Komite Audit

3.1 Audit Committee

3.2 Komite Good Corporate Governance

3.2 Good Corporate Governance Committee

3.3 Sekretariat Komisaris

3.3 Commissioner Secretary

4. Rapat Komisaris

4. Board of Commissioners Meeting

Pelaksanaan Tugas dan Tanggung Jawab Dewan Komisaris

Task Implementation and Responsibility of the Board of

Tahun 2014

Commissioners in 2014

Sepanjang 2014, Dewan Komisaris telah melaksanakan

During 2014, the Board of Commissioners had conducted their

tugas dan kewajibannya dengan baik. Tindakan-tindakan

duties and responsibilities well. The implementations are as

pelaksanaan tersebut adalah

follows:

1. Evaluasi Kinerja Perusahaan Tahun 2014

1. Company Performance Evaluation 2014

Providing responses, advices and suggestions on the

Memberikan tanggapan, masukan dan nasehat atas Kinerja Perusahaan tahun 2014

Company’s Performance in 2014.

2. Pengawasan Kinerja Perusahaan

2. Overseeing the Company’s Performance

•

K inerja Keuangan

•

Financial performance

Meneliti dan menelaah Laporan Keuangan Konsolidasi

To review monthly Consolidated Financial Statements

•

bulanan (unaudited). Telah dilakukan pengarahan

(unaudited). Directions have been given through

melalui konfirmasi, koreksi, dan penyampaian catatan-

confirmation, correction and submission of notes

catatan kepada Direksi guna penyempurnaan laporan

to the Board of Directors to improve the financial

keuangan.

statements .

Kinerja Operasi a. Menelaah

• laporan

operasi

bulanan.

Tindak

a. To review monthly operation reports and follows up

lanjutnya adalah konfirmasi serta penyampaian

by confirming and submitting notes to the Board of

catatan-catatan kepada Direksi, terutama bila

Directors, particularly in relation with declining rig

terjadi penurunan produktifitas rig ataupun hal-hal

productivity or other significant issues related to

yang terkait dengan HSE yang mencolok.

HSE.

b. Meminta Direksi memperhatikan secara serius efisiensi biaya operasi agar dapat

b. To request extensive attention from Board of

membantu

Directors on operational cost efficiency to increase

meningkatkan keuntungan dan berkontribusi

profits and positive contribution of the company’s

positif terhadap kinerja Perusahaan.

performance.

c. Memberikan arahan dalam rangka kerjasama

c. To provide directions in Joint Venture (JV) with

dalam JV dengan mitra. •

Operational Performance

partners.

Kinerja HSE a. Meminta

• Direksi

agar

terus

HSE Performance

memperhatikan

a. To request for the Board of Directors to take into

masalah safety dan mitigasi potensi permasalahan

account the safety issues and mitigation of social

sosial di lokasi.

problems on locations.

b. Mengingatkan agar setiap aktivitas dan transaksi harus sesuai dengan Good Corporate Governance.

b. To frequently put a reminder on compliance with Good Corporate Governance in all activities and transactions.


203


3. Rapat Periodik Dengan Direksi •

3. Periodical Meetings With Board of Directors

Membahas berbagai isu strategis : termasuk kinerja

•

operasi, keuangan dan investasi, organisasi dan SDM,

performane, finance and investment, organization and

Perencanaan dan Komersial, dan isu legal. •

HC, Planning and Commercial and legal issues.

Isu-isu yang mendesak / memerlukan penanganan

•

secepatnya.

To discuss significant issues / issues that need immediate resolves.

4. Rapat Periodik Internal Dewan Komisaris & Komite Audit •

To discuss strategic issues, including: operational

4. Periodical Internal Meeting of Board of Commissioners and

Dilakukan sebelum dan sesudah rapat dengan Dewan

Board of Directors

Direksi dalam menyiapkan agenda dan memantau

•

pelaksanaan keputusan rapat

Is held prior to and after a meeting with the Board of Directors in preparing the agenda and overseeing the implementation of meeting resolutions

•

Membahas isu-isu penting lain termasuk upaya

•

peningkatan kinerja Dewan Komisaris.

To discuss other significant issues, including efforts to improve the Board of Commissioners’ performance.

5. Rapat Periodik Dengan Satuan Pengawas Internal

5. Periodical Meeting With Internal Supervision Unit.

Dilaksanakan minimal setiap 3 (tiga) bulan guna

The meeting is held once in three months at maximum

memperoleh gambaran tentang kemungkinan adanya

to attain general image on possible challenges in internal

hambatan

overseeing and management.

dalam

pelaksanaan

pengawasan

dan

pengendalian internal perusahaan. 6. Kunjungan Lapangan (Management Walk Through) •

Untuk mengetahui kinerja perusahaan, terutama dari

6. Management Walkthrough •

aspek operasi secara langsung ke area operasi PDSI

performance, particularly in terms of operational

yang dinilai mempunyai kontribusi signifikan bagi

aspects, on PDSI’s operational area with significant

perusahaan. •

The activity is conducted to directly observe company

Sepanjang 2014, Dewan Komisaris telah melakukan

contribution for the company. •

In 2014, Board of Commissioners visited the locations to

inspeksi ke lapangan untuk melihat langsung kinerja

observe operational performance of the rigs in drilling

operasi rig-rig PDSI untuk lokasi pengeboran sumur-

locations at Prabumulih, Louise KTI, Jambi, Rantau and

sumur di Prabumulih, Louise KTI, Jambi, Rantau dan

Cirebon.

Cirebon. 7. Upskilling

Selama tahun 2014 Komisaris telah mengikuti workshop dan training.

7. Upskilling In 2014, the Commissioners participated in various workshops and trainings.

Rekomendasi Dewan Komisaris Tahun 2014

Recommendation of the Board of Commissioners 2014

Dalam melaksanakan salah satu fungsi Dewan Komisaris yaitu

In carrying out one of the functions of the Board of

memberikan arahan dan pandangan terhadap kinerja Direksi

Commissioners, which is providing direction and opinion on

dalam mengelola perusahaan, Dewan Komisaris memberikan

the performance of the Board of Directors in managing the

berbagai rekomendasi dan pandangan yang bermanfaat bagi

Company, the Board of Commissioners had given numerous

Direksi, antara lain:

beneficial recommendations and opinions for the Board of Directors, among which are:

204



•

Terkait down grade, agar diupayakan down grade kapasitas

•

HP tidak terjadi, karena akan mengurangi revenue PDSI.

Related to down grade, it was advised that PDSI strives to prevent the down grade of HP capacity since it may decrease PDSI’s revenue.

•

•

Beban PDSI pada tahun 2014 sangat besar termasuk

•

depreciation when PDSI decided to purchase new rig while

sementara belum ada revenue yang jelas. Agar diusahakan

there was no clarity of revenue. Thus, in 2014, it was advised

pertumbuhan revenue untuk 2014.

that PDSI strived to increase its revenue.

Terkait dengan rig untuk CoPal, disarankan untuk menyewa

•

Agar dilakukan upaya menahan peningkatan angka TRIR

Related to rigs for CoPal, it was advised to rent rigs which were available around Algeria.

rig yang tersedia di sekitar Algeria. •

In 2014, PDSI spent a large amount of money including the

adanya depresiasi bila melakukan pembelian rig baru

•

It was advised that PDSI made an effort to restrain the

yaitu dengan Upskilling Rig Superintendetnt, penyusunan

increasing rate of TRIR by conducting Upskilling Rig Supt,

dan penyempurnaan SOP Operasi beserta sosialisasinya,

formulating, improving, and disseminating the SOP of

pembuatan passport QHSSE mengikuti program PEP, tes

Operations, creating QHSSE passport, participating in PEP

kompetensi untuk safety officer dan diberlakukan result

program, conducting result-oriented competency test for

oriented, serta revitalisasi implementasi CSMS.

safety officer, and revitalizing CSMS implementation.

KOMISARIS INDEPENDEN

KOMISARIS INDEPENDEN

PDSI memiliki dua orang Komisaris Independen, dengan

PDSI appoints two Independent Commissioners with the

kriterianya sebagai berikut:

following criteria:

1. Tidak memiliki hubungan afiliasi dengan Pemegang Saham

1. Is not affiliated with the Controlling Shareholders of PDSI;

Pengendali PDSI; 2. Tidak memiliki hubungan afiliasi dengan Direktur dan atau Komisaris lainnya pada PDSI; 3. Tidak bekerja rangkap sebagai Direktur di Perusahaan lainnya yang terafiliasi dengan PDSI;

2. Is not affiliated with the Directors and/or Commissioners at PDSI; 3. Does not have concurrent positions as Director in other Companies affiliated with PDSI;

4. Tidak menduduki jabatan eksekutif pada PDSI atau

4. Does not serve in executive position at PDSI or other

perusahaan yang mempunyai hubungan bisnis dengan

companies with business affiliation with PDSI and other

PDSI dan Perusahaan lainnya yang terafiliasi;

affiliated Companies;

5. Tidak menjadi partner atau principal di Perusahaan

5. Is not a partner or principal in any Consulting Firm that

Konsultan yang memberikan jasa pelayanan profesional

provides professional services to PDSI and affiliated

pada PDSI dan Perusahaan lainnya yang terafiliasi;

Companies;

6. Tidak menjadi pemasok dan pelanggan signifikan atau

6. Is not a significant distributor and customer or serves in

menduduki jabatan eksekutif dan Komisaris perusahaan

executive positions and Commissioner at distributing

pemasok dan pelanggan signifikan dari Perusahaan atau

companies and significant customers from PDSI or other

Perusahaan lainnya yang terafiliasi; 7. Bebas dari segala kepentingan dan kegiatan bisnis atau hubungan lain dengan PDSI.

affiliated Companies; 7. Does not have any interest and business activities or other affiliation with PDSI.

DIREKSI

BOARD OF DIRECTORS

Direksi merupakan pimpinan PDSI yang mengemban tugas

The Board of Directors is the management head of PDSI with

pengelolaan PDSI dalam mencapai visi dan misi yang meliputi

the task of managing it to achieve the vision and mission,

pencapaian sasaran-sasaran jangka pendek yang tercantum

including the achievement of short-term goals listed in the

dalam Rencana Kerja dan Anggaran Perusahaan (RKAP) dan

Company’s Work Plan and Budget (RKAP) and the Company’s


205


Rencana Jangka Panjang Perusahaan (RJPP). Selain itu, Direksi

Long-Term Plan (RJPP). In addition, the Board of Directors is also

juga bertanggung jawab atas pelaksanaan GCG dan sistem

responsible for GCG implementation and risk management

manajemen risiko. Direksi wajib bertanggung jawab atas

system. The Board of Directors shall be responsible for the

pelaksanaan tugasnya kepada Pemegang Saham melalui RUPS.

performance of its duties to the shareholders through the GMS.

Indikator Kualifikasi Pengangkatan Direksi

Qualification Indicators for the Appointment of the Board of Directors

PDSI menetapkan serangkaian kriteria kualifikasi terhadap

PDSI determined a series of qualification criteria for the

calon Direksi sebagai berikut:

candidate of the Board of Directors as follows:

1. Direksi adalah Warga Negara Indonesia yang memiliki kompetensi

yang

relevan

dengan

tugas

1. The Board of Directors is of Indonesian citizenship and has

Direksi,

the relevant competencies in accordance with the duties of

pengalaman dan kecakapan yang diperlukan untuk

the Board of Directors, experiences and capabilities needed

menjalankan tugasnya, serta memenuhi kriteria lain

to perform their duties, as well as fulfill other criteria set

yang ditetapkan dalam Rapat Umum Pemegang Saham,

in the General Meetings of Shareholders, legislation, and

peraturan perundang-undangan, dan Anggaran Dasar

Company’s Articles of Association.

Perusahaan. 2. Direksi tidak boleh memiliki hubungan darah sampai

2. The Board of Directors must not have blood relationship

dengan derajat ketiga baik secara lurus, ke samping

up to the third degree, both horizontally and vertically,

maupun semenda dengan anggota Direksi lainnya maupun

nor is related by marriage with other members of Board of

dengan Dewan Komisaris. 3. Dapat

menyediakan

Directors as well as the Board of Commissioners.

waktu

yang

cukup

dalam

3. Able to provide adequate time to conduct their duties and

melaksanakan tugas dan tanggung jawabnya.

responsibilities.

Komposisi Direksi

Composition of the Board of Directors

Komposisi Direksi ditetapkan oleh Pemegang Saham, yang

The composition of the Board of Directors is determined by

terdiri dari 4 (empat) orang, yaitu 1 (satu) orang Direktur Utama

the Shareholders, comprising four (4) people; one (1) President

dan 3 (tiga) orang Direktur. Anggota Direksi diangkat melalui

Director and three (3) Directors. The members of the Board

Rapat Umum Pemegang Saham (RUPS) dengan komposisi

of Directors are appointed through the General Meetings of

sebagai berikut:

Shareholders with a composition as follows:

No. 1 2 3 4 5 6

Nama / Name Faried Rudiono Sugeng Riyadi Adi Harianto Hemzairil Gandot Werdiantoro Lelin Eprianto

Mulai Menjabat / Terms of Service September 2013 - sekarang

Direktur Utama

September 2013 up to present

President Director

Maret 2012 - Juni 2014

Direktur Operasi

March 2012 – June 2014

Operational Director

Juli 2010 - Juni 2014

Direktur Pemasaran & Pengembangan

July 2010 – June 2014

Marketing and Development Director

Maret 2012 - sekarang

Direktur Keuangan & Administrasi

March 2012 up to present

Finance and Administration Director

Juni 2014 - sekarang

Direktur Operasi

July 2014 up to present

Operational Director

Juni 2014 - sekarang

Direktur Pemasaran & Pengembangan

July 2014 up to present

206


Jabatan / Position



Pengangkatan dan Pemberhentian Direksi

Appointment and Dismissal of the Board of Directors

Pengangkatan dan pemberhentian anggota Direksi dilakukan

The appointment and dismissal of the members of the Board

melalui RUPS dan fit and proper test sesuai peraturan

of Directors is done through GMS and Fit & Proper Test in

perundang-undangan yang berlaku serta ketentuan GCG.

accordance with the prevailing legislations and the stipulations

Seluruh anggota Direksi memiliki integritas dan reputasi yang

of GCG. All members of the Board of Directors have good

baik serta kompetensi yang relevan dalam bidangnya. Jabatan

integrity and reputation, as well as relevant competence in

anggota Direksi berakhir apabila:

their field. The position as a member of the Board of Directors ends if:

1. Kehilangan kewarganegaraan Indonesia;

1. Their Indonesian citizenship status is removed;

2. Masa jabatannya berakhir;

2. Their term of service ends;

3. Dinyatakan pailit atau diposisikan di bawah pengampuan

3. They are declared bankrupt or positioned under amnesty

berdasarkan suatu keputusan pengadilan;

because of a court decision;

4. Mengundurkan diri;

4. They resign from the Company;

5. Tidak lagi memenuhi persyaratan perundangan yang

5. They are no longer able to fufill the regulation in-force;

berlaku; 6. Meninggal dunia;

6. They pass away;

7. Diberhentikan berdasarkan keputusan RUPS.

7. They are dismissed by the decision of GMS.

Independensi Direksi

Independency of the Board of Directors

Setiap anggota Direksi bersifat independen secara individual

Each member of the Board of Directors is independent both

maupun secara kolegial. Individu yang menjabat dalam Direksi

individually and collectively. Each member of the Board does

tidak memiliki jabatan yang dilarang peraturan perundang-

not have other position prohibited by the applicable rules on

undangan yang berlaku tentang pelaksanaan GCG.

GCG implementation.



Fungsi dan tugas masing-masing Direktur adalah sebagai

The functions and duties of each Director are as follows:

berikut: Direktur Utama

President Director

1. Memberikan arahan dan mengendalikan kebijakan Visi,

1. Providing guidances and controlling the policy of Vision,

Misi dan Strategi Perusahaan. 2. Memimpin para anggota Direksi dalam melaksanakan keputusan Direksi.

Mission, and Company’s strategy. 2. Directing each member of the Board of Directors in implementing the decisions of the Board of Directors.

3. Mengkoordinasikan pemecahan masalah eksternal PDSI,

3. Coordinating external problem solving for the Company, as

Kebijakan perencanaan-pengendalian-pencapaian sasaran

well as policies on long-term targets planning-controlling-

jangka panjang persero, kebijakan audit, peningkatan

achievement, audit policies, and improvement on culture,

kultur, citra dan tata kelola perusahaan (GCG).

image, and good corporate governace (GCG).

4. Menyelenggarakan dan memimpin Rapat Direksi secara

4. Convening and chairing the Board of Directors’ meetings

periodik sesuai ketetapan Direksi atau rapat-rapat lain

periodically in accordance with the provisions of the

apabila dipandang perlu sesuai usulan Direksi.

Board of Directors, or other meetings deemed required in accordance with the Board of Directors’ suggestions.

5. Mengesahkan semua Keputusan Direksi.

5. Legalizing all decisions of the Board of Directors.

6. Mewakili PDSI di dalam maupun di luar pengadilan

6. Representing the Company both inside and outside the

berdasarkan persetujuan anggata Direksi lainnya pada

court in accordance with the agreement of other members

Rapat Direksi.

of the Board of Directors in Board of Directors’ Meeting.


207


7. Menunjuk anggota Direksi lain untuk bertindak atas nama Direksi.

7. Appointing other member of the Board of Directors to act on behalf of the Board of Directors.

8. Menentukan keputusan Direksi, apabila dalam voting

8. Determining the decision of the Board of Directors, should

pada rapat Direksi terdapat jumlah suara yang sama

there be an equal amount of affirmative and dissenting

banyak antara suara yang setuju dan tidak setuju.

votes in Board of Directors’ meetings.

9. Mengarahkan

kebijakan-kebijakan

9. Directing and determining the policies on organization,

tentang organisasi, SDM, Keuangan, K3LL, Teknologi

dan

memutuskan

HR, Finance, K3LL, Information Technology, and Quality

Informasi dan Manajemen Mutu sesuai kebijakan strategis

Management in accordance with the strategic policies of

PDSI.

PDSI.

10. Memilah dan memberikan informasi kepada stakeholders segala sesuatu tentang PDSI.

PDSI to the stakeholders.

Direktur Operasi 1. Memimpin pengeboran,

10. Sorting and disclosing information on issues related to

Operational Director dan

mengendalikan

kegiatan

operasi

termasuk efisiensi dan efektivitas fungsi-

1. Leading and controlling drilling operations, including efficiency and effectiveness of supporting management.

fungsi manajemen penunjang. 2. Memimpin dan

dan

mengawasi

keputusan

pelaksanaan

kebijakan

2. Leading and supervising the implementation of policies

Direksi dalam kegiatan operasional

and decisions made by the Board of Directors in drilling

pengeboran.

operational activities.

3. Mengkoordinir dan mengarahkan pengembangan inovasi pengeboran.

3. Coordinating and guiding the development of drilling innovation.

4. Mengkoordinasikan

dan

mengawasi

semua

proyek

pengembangan yang berada dalam kewenangannya.

4. Coordinating and supervising all development projects under its authority.

Direktur Pemasaran dan Pengembangan


1. Mengelola dan mengoptimalkan upaya peningkatan

1. Managing and optimizing efforts of improving resources

sumber daya yang dilakukan melalui kegiatan operasional

conducted

sendiri maupun melalui kerjasama kemitraan sesuai

partnership cooperation in accordance with the strategies

strategi yang ditetapkan oleh Direksi.

determined by the Board of Directors.

2. Memimpin

dan mengendalikan aktivitas

through

self-operational

activities

and

pemasaran,

2. Leading and controlling marketing activities, including the

termasuk efisiensi dan efektivitas bisnis pendukung dan

efficiency and effectiveness of supporting business and

fungsi-fungsi penunjang.

functions.

3. Memimpin dan mengawasi pelaksanaan kebijakan dan

3. Leading and supervising the implementation of policies

keputusan Direksi dalam kegiatan mendapatkan pasar dan

and decisions of the Board of Directors in gaining markets

memenangkan persaingan usaha.

and winning business competition.

4. Mengkoordinasikan

dan

mengawasi

semua

proyek

pengembangan yang berada dalam kewenangannya. 5. Memimpin dan mengkoordinasikan perencanaan proyek dan portofolio usaha PDSI.

4. Coordinating and supervising all development projects under its authority. 5. Leading and coordinating project planning and business portfolio of PDSI.

Direktur Keuangan dan Administrasi

Finance and Administration Director

1. Memimpin dan mengendalikan pembuatan kebijakan,

1. Leading and controlling the policy-making process,

pengelolaan dan pelaporan keuangan secara korporat

financial management and reporting in corporate manner,

mencakup kegiatan fungsi Kontroler, Manajemen Risiko,

including controller function activities, risk management,

208



Perbendaharaan

dan

Pendanaan,

Portofolio

Anak

Perusahan guna meningkatkan kinerja keuangan PDSI.

Treasury and Funding, and Subsidiaries’ Portfolio to improve the financial performance of PDSI.

2. Melaksanakan dan mengendalikan seluruh kebijakan

2. Implementing and controlling financial policies in

keuangan sesuai keputusan Direksi serta melaksanakan

accordance with the decisions of Board of Directors and

efisiensi dan efektivitas fungsi-fungsi keuangan di PDSI

conducting the efficiency and effectiveness of financial

dan Joint Operation.

functions in PDSI and Joint Operation.

3. Menetapkan dan mengoordinasikan Rencana Kerja dan

3. Determining and coordinating Company’s Work and Plan

Anggaran Perusahaan serta pengendalian Akutansi atas

and Budget, as well as Accounting control on income

biaya-biaya pendapatan dan keuntungan serta tingkat

expenses and profits as well as corporate investment rate

investasi secara korporat PDSI.

of PDSI. mengawasi

4. Consolidating, controlling and supervising the composition

penyusunan dan pelaksanaan arus kas perusahaan

and implementation of cash flow in accordance with the

berdasarkan Rencana Kerja dan Anggaran PDSI dalam

Work Plan and Budget in order to improve efficiency.

4. Mengonsolidasi,

mengendalikan

dan

rangka usaha peningkatan efesiensi. 5. Mengarahkan dan membina pengelolaan keuangan

5. Guiding and developing financial management, covering

perusahaan meliputi kebijakan anggaran, perbendaharaan

budget policy, treasury and accounting, risk management,

dan

as well as investment and funding.

akutansi,

manajemen

risiko

dan investasi dan

pendanaan. 6. Mengelola portofolio investasi keuangan dan keputusan

6. Managing financial investment portfolio and financial

finansial untuk mencapai nilai tambah maksimal dan

decisions to achieve maximum added value and company

tercapainya tujuan-tujuan perusahan sesuai ketetapan

goals in accordance with the Board of Directors’ provision.

Direksi. 7. Meninjau ulang dan meningkatkan kebijaksanaan dan

7. Reviewing and improving financial policy and procedures

prosedur keuangan secara periodik berupa penetapan

periodically in the form of system and work procedures

sistem dan tata kerja tentang pengelolaan keuangan

on financial management in accordance with both

PDSI sesuai dengan perkembangan teknologi maupun

technological development and changes in economy and

perubahan-perubahan dalam ekonomi dan undang-

regulations, as well as directing and managing general

undang, serta mengarahkan dan membina masalah

matters related to financial sector.

umum yang mencakup bidang keuangan. 8. Memberikan prioritas peluang investasi serta menetapkan

8. Prioritizing investment opportunity and determining

anggaran pembelanjaan kapital dan operasi kegiatan

budget for capital expenditure and upstream business

usaha hulu sesuai persetujuan Direksi.

operations in accordance with the approval from the Board of Directors.

9. Mengarahkan dan memutuskan kebijakan - kebijakan

9. Directing and deciding policies regarding the organization,

tentang organisasi, SDM, Keuangan, Teknologi Informasi

Human Resources, financial, Information Technology and

dan Manajemen Mutu sesuai kebijakan korporat, serta

Quality Management in accordance with the corporate

memimpin pembinaan pekerja sesuai pedoman yang

policy, as well as leading the managements of employees

berlaku.

in line with the applicable guidelines.

Frekuensi Rapat dan Tingkat Kehadiran

Meeting Frequency and Attendance Level

Direksi mengadakan rapat internal minimal dua minggu sekali

The Board of Directors holds internal meetings at least once

dan secara terpisah turut mengadakan rapat rutin bersama

every two week a month and also holds separate meetings

Dewan Komisaris sebulan sekali. Pada 2014, Direksi telah

routinely with the Board of Commissioners once a month. In

melakukan Rapat Direksi sebanyak 17 kali dengan tingkat

2014, the Board of Directors had held 17 Meetings of the Board

kehadiran yang terlihat pada tabel berikut.

of Directors with attendance level as follows:


209


No.

Jabatan / Position

Nama / Name

Jumlah Kehadiran Rapat / Total of Meeting Attendance


17/17

100%

1

Faried Rudiono


2

Sugeng Riyadi


6/7

85%

3

Adi Harianto

Direktur Pemasaran & Pengembangan Marketing and Development Director

7/7

100%

4

Hemzairil

Direktur Keuangan & Administrasi Finance and Administration Director

15/17

88%

5

Gandot Werdiantoro


10/10

100%

6

Lelin Eprianto


10/10

100%

Agenda Rapat Direksi

Meeting Agenda

Keputusan rapat telah dicatat dan didokumentasikan dengan

The decisions of the meeting had been noted and well-

baik dalam agenda rapat yang ditandatangani oleh ketua rapat

documented in the meeting Agenda signed by the chairman

dan salah seorang anggota Direksi. Agenda tersebut kemudian

of the meeting and one member of the Board of Directors.

didistribusikan kepada semua anggota Direksi, baik yang

The Agenda was distributed to all members of the Board of

menghadiri rapat maupun yang tidak. Perbedaan pendapat

Directors, both present and absent. The differences in opinion

yang terjadi dalam rapat turut dicantumkan dalam agenda

that happened in the meeting were also included in the

rapat beserta dengan alasan mengenai perbedaan pendapat.

Agenda and accompanied with the reason of the differences.

Tanggal Rapat / Date of Meeting

Risalah Rapat / Meeting Agenda

20 Januari 2014

1. Pembahasan Rencana Pembelian EPI 2. Pembahasan sanksi Temuan SPI perihal pembelian Mud Pump 3. Usulan proyek-proyek yang akan di kawal oleh BPKP

January 20, 2014

1. Discussion of the Plan to Purchase EPI 2. Discussion of sanction for the SPI Findings regarding the purchase of Mud Pump 3. Suggestion for projects which will be escorted by BPKP

04 Februari 2014

1. 2. 3. 4. 5.

Pembahasan perhitungan Balance Sheet ELNUSA sebagai tindak lanjut DEKOM Persiapan Project BENAKAT Persiapan rapat RKAP bersama Dewan Komisaris, SVP dan VP di Hotel Kebijakan penerimaan PWTT dari PWT Rencana farm In ke Java Star 1

February 4, 2014

1. 2. 3. 4. 5.

Discussion of Balance Sheet ELNUSA calculation as the follow-up of the Board of Commissioners Preparation for BENAKAT Project Preparation for RKAP meeting with the Board of Commissioners, SVP and VP at a hotel Discussion of the acceptance policy of PWTT from PWT Plan of Farm In to Java Star 1

210





25 Februari 2014

1. 2. 3. 4.

Pembahasan Kemitraan 2014 di PEP ditiadakan Operasional rig-rig Jadwal SKPI yang harus segera dipenuhi Pergerakan Pekerja

February 25, 2014

1. 2. 3. 4.

Discussion of dismissal of 2014 Partnership with PEP Discussion of rigs operations Discussion of SKPI schedule that needs to be fulfilled Discussion of the employee’s positioning

04 Maret 2014

1. 2. 3. 4.

Evaluasi rencana pergerakan / mutasi pekerja PDSI Pembahasan HSSE dan TRIR PDSI Rencana keikutsertaan OTC (Offshore Technology Conference) Operasional rig

March 4, 2014

1. 2. 3. 4.

Evaluation of PDSI employee’s positioning / turnover plan Discussion of PDSI’s HSSE and TRIR Discussion of plan to participate in the Offshore Technology Conference (OTC) Discussion of Rigs operations

26 Maret 2014

1. 2. 3. 4.

Pembahasan SK Insentif 2013 Final Penyesuaian Upah Tetap Pekerja Pekerja yang akan pensiun & antisipasinya Rencana pengukuhan pejabat setingkat Manajer

March 26, 2014

1. 2. 3. 4.

Discussion and finalization of the 2013 SK regarding Incentive Adjustment on Employee’s Fixed Salary Discussion of employees who will enter their retirement and how to anticipate it Plan for the inauguration of manager-level officials

28 April 2014

1. 2. 3. 4. 5. 6.

Rencana bidding Java Star 1 Upaya dilaksanakan direct selection java star 1 Langkah-langkah effisiensi operasional Pemasaran Java Star 1 dan Baruna Proses & progress rencana penjualan Baruna RRD penunjukan langsung PDC sebagai vendor PDSI

April 28, 204

1. 2. 3. 4. 5. 6.

Bidding plan for Java star 1 Discussion of execution of direct selection java star 1 Discussion to take efficient steps regarding operations Discussion of Java Star 1 and Baruna marketing strategies Discussion of the selling process and progress of Baruna Direct Appointment of PDC as PDSI’s vendor

26 Mei 2014

1. 2. 3. 4.

Pembahasan rencana pengiriman rig ke Aljazair Pembahasan Project Louise Rekomendasi BPKP perihal kewajiban PDSI harus lelang di PEP Usulan pak Edi Purwanto (Dir. Teknik Dirjen MIGAS) sebagai Komisaris PDSI

May 26, 2014

1. 2. 3. 4.

Discussion of plan to send Rig to Algeria Discussion of Louise Project BPKP Recommendation for PDSI’s obligation to bid in PEP Suggestion that Edi Purwanto (Engineering Director of Oil and Gas General Directorate) to be a Commissioner of PDSI


211




16 Juni 2014

1. 2. 3. 4. 5.

Program pencapaian target RKAP 2015 Insiden di AREA dan harus ada alert ke BOD CSM PDSI jelek & response Costumer Complain Proses usulan VP PDSI Pembahasan pembinaan Pekerja PDSI

June 16, 2014

1. 2. 3. 4. 5.

Discussion of target achievement program for the 2015 RKAP Discussion of an incident in AREA and an alert to be delivered to the Board of Directors Discussion on customer’s complaint regarding the bad performance of CSM PDSI Processing of PDSI’s VP recommendation Discussion of development of PDSI’s employees

01 Juli 2014

1. Kecurangan OS HR (Galih) yang merugikan PDSI 1.9 Milyar 2. Rig Superintendent yang status OS akan di evaluasi 3. Pengoperasian VFD mempunyai ketergantungan 4. PWT yang sudah jeda akan di tes ulang

July 1, 2014

1. 2. 3. 4.

Fraud of OS Human Resources (Galih) which caused loss for PDSI amounting to 1.9 billion Rig Support with OS Status will be evaluated Operations of VFD which has dependency problems Re-evaluation of PWT which has been retired

22 Agustus 2014

1. 2. 3. 4. 5.

Tindak lanjut kasus Galih & Koordinasi dengan Koperasi Keputusan pekerja-pekerja PDSI yang akan mendapatkan SP (Surat Peringatan) atas kasus Galih WBS sudah ada pelaporan ke SPI Kasus-kasus pekerja PDSI (AH, ES, SR, AL) Peta Strategi Rig

August 22, 2014

1. 2. 3. 4. 5.

Follow-up of Galih’s case and Coordination with Coop Decision of PDSI’s worker-2 who will receive Warning Letter (SP) regarding Galih’s case Whistleblowing System has submitted report to SPI Cases of PDSI’s employees (AH, ES, SR, AL) Discussion of Rig Strategy Map

17 September 2014

1. 2. 3. 4.

Tindak lanjut temuan SPI atas kasus-kasus pekerja Progress operasi dan rencana Operational Excellence Rencana kontrak wartawan untuk menaikkan image PDSI Standard Cost per Rig akan dibuat Keuangan & Sarbang sebagai dasar perhitungan RKAP

September 17, 2014

1. 2. 3. 4.

Follow-ups on SPI’s findings regarding the employee’s cases Operations progress and plan of Operational Excellent Plan to form a contract with journalists in order to improve the reputation of PDSI Discussion of the drafting of Standard Cost per Rig which will be prepared by Finance and Sarbang as the basis for the calculation of RKAP

08 Oktober 2014

1. 2. 3. 4.

Usulan Investasi BD atas Rig 2000 HP Permasalahan Operasi (recruitment OS di Area, Control Material di area masih kurang baik) Organisasi di Sarbang & Operasi perlu di evaluasi Sistem rekrutmen OS harus mengacu pada aturan HR

October 8, 2014

1. Suggestion to invest in BD of Rig with 2000 HP 2. Discussion of problems regarding operations (recruitment OS in area, poor performance of Control Material in area) 3. Organization structure of Sarbang and Operations need to be evaluated 4. OS recruitment system has to refer to the regulations of HR

212



Tanggal Rapat / Date of Meeting 04 November 2014

November 4, 2014

Risalah Rapat / Meeting Agenda 1. 2. 3. 4.

Pembahasan rencana minimum charge di PEP Calon pengganti Mahaprani segera dibuatkan surat ke DH Usulan pengangkatan May. Jend. Wilono sebagai Security Advisor sementara dibawah Sekper Progres Algeria : • Bertemu SONATRACH • Bertemu Dubes RI di Algeria • Bertemu Vendor Lokal Algeria

1. Discussion of minimum charge plan in PEP 2. The replacement candidates Mahaprani to be made a letter for DH ASAP 3. Suggestion for the appointment of Major General Wilono as an acting Security Advisor under the Corporate Secretary 4. Discussion of Algeria’s progress: • Meet with SONATRACH • Meet with Ambassador or Republic of Indonesia for Algeria • Meet with Algeria local vendor

11 November 2014

1. Career Path dan kompetensi pekerja 2. Rotasi pekerja di percepat 3. Operation progress : • Moving Rig ke Bunyu • Mobilisasi Rig dari Prabumulih ke Louise

November 11, 2014

1. Discussion of employees’ career path and Competencies 2. Discussion of accelerating the employee’s turnover 3. Progress of operations: • Rig moving to Bunyu • Rig mobilization from Prabumulih to Louise

01 Desember 2014

1. Usulan perhitungan PRL (Pertamina Reference Level) 2. Permasalahan catering di Lokasi-lokasi Rig 3. Usulan organisasi di Market & Development serta Operasi

December 1, 2014

1. Suggestion for the calculation of PRF (Pertamina Reference Level) 2. Catering problems on several rig locations 3. Suggestion for Market & Development organization as well as Operations

16 Desember 2014

1. 2. 3. 4.

Rencana Pelaksanaan PRL Pembahasan pekerja yang anomali Dampak kenaikan Anggaran atas pemberlakuan PRL Proses dan Status PWT

December 16, 2014

1. 2. 3. 4.

PRL Implementation Plan Discussion on anomaly employees Discussion of impacts of the increase of Budget after the enforcement of PRL Discussion on process and status of PWT

23 Desember 2014

1. 2. 3. 4.

Presentasi PDC perihal Rencana Bisnis Catering & HTE Program Baruna 1 Permasalahan Mud Pump & Perkara Galih Rencana Pergerakan Pekerja PDSI

December 23, 2014

1. 2. 3. 4.

Presentation of PDC regarding the Catering & HTE Business Plan Discussion of Baruna 1 Program Discussion of Mud Pump Problem and Galih’s case Discussion of positioning of PDSI’s employees PT Pertamina Drilling Services Indonesia Laporan Tahunan 2014 Annual Report

213


Frekuensi Rapat Gabungan Dan Tingkat Kehadiran Dewan

Joint Meeting Frequency and Attendance Level of the

Komisaris Beserta Direksi

Board of Commissioners and Board of Directors

Tinjauan terhadap hal-hal yang bersifat kritis dan perlu

Review on materials that are critical and in need of immediate

keputusan segera dibahas dalam Rapat Gabungan Dewan

decision are discussed in the Joint Meeting of the Board of

Komisaris bersama dengan Direksi. Selama 2014, Rapat

Commissioners together with the Board of Directors. During

Gabungan Dewan Komisaris dan Direksi telah dilaksanakan

2014, joint meetings of the Boards of Commissioners and

sebanyak 12 kali.

Directors had been conducted 12 times.

Daftar hadir Dewan Komisaris

Attendance List of the Board of Commissioners

No.

Jabatan / Position

Nama / Name



1

M Afdal Bahaudin

Komisaris Utama President Commisioner

12/12

100,00%

2

Subarkah

Komisaris Commisioner

11/12

91,66%

3

Saripandi


12/12

100,00%

4

Irfan Zainuddin


10/12

83,33%

Daftar hadir Direksi No.

Attendance List of the Board of Directors Jabatan / Position

Nama / Name



12/12

100%

1

Faried Rudiono


2

Sugeng Riyadi


4/5

80%

3

Adi Harianto


5/5

100%

4

Hemzairil

Direktur Keuangan & Administrasi Finance and Administration Director

12/12

100%

5

Gandot Werdiantoro


7/7

100%

6

Lelin Eprianto


6/7

85%

Agenda Rapat Dewan Komisaris dan Direksi

Joint Meeting Agenda

Sepanjang 2014, Dewan Komisaris dan Direksi telah

In 2014, the Board of Commisioners and Board of Directors had

menyelenggarakan rapat dengan agenda di antaranya sebagai

convened joint meetings with agenda as follows:

berikut: •

Kinerja operasi 2014

•

2014 Operational Performance

•

Kinerja keuangan 2014

•

2014 Financial Performance

214



•

Strategi pencapaian RKAP PDSI 2014

•

Strategy to achieve the CWPB of 2014

•

Rencana tindak lanjut untuk pencapaian RKAP 2014

•

Plan to follow-up the achievement of 2014 CWPB

•

Perkembangan partnership terkait joint venture

•

Development of partnership related to joint venture

•

Realisasi investasi 2014

•

Investment realization in 2014

•

Rencana tindak lanjut untuk pencapaian RKAP 2014 dan

•

Plan to follow-up the achievement of 2014 CWPB and suggestion for 2015 CWPB

usulan RKAP 2015 •

Program PDSI Care

•

•

Usaha-usaha penambahan revenue dari Pemasaran dan

•

Pengembangan

PDSI Care Program Efforts

to

improve

revenue

from

Marketing

and

Development field

Program Suksesi Direksi

Board of Directors’ Succession Program

Kebijakan suksesi Direksi dilakukan berdasarkan acuan

The policy of the succession of the Board of Directors is

ketentuan yang ditetapkan oleh pemegang saham, yaitu

based on the decisions made by the shareholders, namely PT

PT Pertamina (Persero) dan Anggaran Dasar Perusahaan.

Pertamina (Persero) and the Company’s statues.

Perubahan Komposisi Direksi

Change in the Composition of Board of Directors

Berdasarkan hasil RUPS Sirkuler pada 8 Juni 2014 terdapat

Based on the resolutions of Circular GMS on June 8, 2014, there

perubahan komposisi Direksi yaitu dengan bergabungnya

was a change in the composition of Board of Directors in which

Bapak Gandot Werdiantoro sebagai Direktur Operasi dan Bapak

the position of Operational Director has been filled by Gandot

Lelin Eprianto sebagai Direktur Pemasaran dan Pengembangan.

Werdiantoro and the position of Marketing and Development Director.

Program Pengenalan Direksi

Board of Directors’ Introduction Program

Program pengenalan Direksi bertujuan untuk memberikan

This program aims to provide understanding and general

pemahaman dan gambaran secara umum kepada pejabat baru

description to the new members on the current stage of the

atas kondisi terkini perusahaan. Dengan diadakannya program

company. With this program, the new member is expected to

ini, pejabat baru diharapkan mampu mendapatkan pengertian

be able to grasp complete understanding and comprehension

dan pemahaman yang menyeluruh mengenai perusahaan

on the financial and operational condition of the company.

secara finansial dan operasional. Program ini dilaksanakan di bawah tanggung jawab Direktur

The program is implemented under the responsibility of the

Utama atau Komisaris Utama bila Direktur Utama berhalangan.

President Director or President Commissioner, if the President

Materi-materi yang tercakup dalam program ini antara lain:

Director is unable to conduct. The materials included in the program are:

1. Pengenalan industri migas secara global dan domestik

1. Introduction to oil and gas industry both globally and

2. Pengenalan profil, visi, misi, prinsip tata nilai, budaya, kode

2. Introduction to PDSI’s profile, vision, mission, philosophy,

domestically etik, serta karakter PDSI 3. Pengenalan proses bisnis perusahaan serta alur kerja operasional 4. Peraturan perundang-undangan yang terkait dengan

culture, code of conduct, and character. 3. Introduction to the company’s business line as well as operations workflow 4. Law and Regulations related to the business line of PDSI

lingkup usaha PDSI


215


Pelatihan dan Pengembangan Kompetensi

Training and Competency Development

Selama 2014, Direksi telah mengikuti beberapa pelatihan,

During 2014, the Board of Directors had participated in several

antara lain:

trainings, namely:

No.

Nama / Name

No. Pegawai / Employee’s ID

1.

Faried Rudiono

10040027

2.

Lelin Eprianto

Direktur Pemasaran ASCOPE, 26 - 28 November, Bali dan Pengembangan Management and ASCOPE, November 26-28, Bali Development Director

3.

Adi Harianto

Direktur Pemasaran Public Speaking, Jakarta dan Pengembangan Management and Development Director

4.

Sugeng Riyadi

712057

Direktur Operasi 1. VBDP Operational Director 2. Public Speaking 3. PMPK Eksekutiif

5.

Gandot Werdiantoro

704151

1. Training and Workshop Enterprise Project Management Direktur Operasi Operational Director 2. VBDP

6.

Hemzairil

678857

Direktur Keuangan dan Administrasi Finance and Administration Director

216

Jabatan / Position



Judul Training / Training Program

1. Indogas Conference, January, Jakarta 2. The 5th International Indonesia CBM Conference and Exhibition, Jakarta 3. Public Speaking, Jakarta 4. Indo CBM Conference, March 25 - 26 2014, Jakarta 5. Focus Group Discussion, April 8, 2014, Jakarta 6. GCG Awarness For Executive, April 10, 2014, Jakarta 7. Workshop with Directors, VP, and Managers in Upstream & APH, July 16 - 18, 2014, Jakarta 8. Forum Drilling Tech, December 16, 2014, Jogja 9. Pertamina Senior ex. Retreat, December 21 - 22, 2014, Bali 10. ASCOPE, December 26 - 27, 2014, Bali 11. ASCOPE, November 26 - 28, 2014, Bali

1. PMPK Eksekutif 2. VBDP


Board of Directors’ Visits

Kunjungan Direksi No.

Nama / Name

1.

Faried Rudiono

2.

3.

Hemzairil

Lelin Eprianto

Asal-Tujuan / Origin-Destination

Waktu / Period

Perihal / Description Management Walkthrough (MWT) ke Drilling Area Jawa-KTI Mendampingi Komut MWT ke Cirebon Site Visit ke lokasi Louise Sangasanga Site Visit ke Sungai Penuh Inagurasi dilokasi Rig PDSI D1000/52 Mendampingi Dirut Pertamina ke Lap. Banyu Urip - Rig DS#9

Jakarta - Cirebon

08 Mei 2014

Jakarta - Cirebon Jakarta - Balikpapan Jakarta - Padang Jakarta - Balikpapan Jakarta - Cepu

06 Juni 2014 25 - 26 Agustus 2014 30 September - 02 Oktober 2014 12 - 13 Oktober 2014 02 - 05 Desember 2014

Jakarta - Cirebon

May 8, 2014

Jakarta - Cirebon

June 6, 2014

Jakarta - Balikpapan Jakarta - Padang Jakarta - Balikpapan

August 25-26, 2014 September 30 – October 20, 2014 October 12 – 13, 2014

Jakarta - Cepu

December 2 – 5, 2014

Jakarta-Cirebon Jakarta-Cirebon

16 - 17 April 2014 22 - 23 Juli 2014

MWT ke Drilling Area Jawa Site visit ke Drilling Area Jawa

Jakarta-Cirebon Jakarta-Cirebon

April 16 – 17, 2014 July 22 – 23, 2014

MWT to Drilling of Java Site Visit to Drilling of Java

NAD, SBU Jambi Kamojang, Garut

17 - 19 Juni 2014 14 - 17 Juli 2014 04 November 2014

Site visit ke area NAD, SBU Site visit ke area Jambi Site visit ke lokasi Kamojang, Garut

NAD, SBU

June 17 – 19, 2014

Jambi Kamojang, Garut

July 14 – 17, 2014 November 4, 2014

Site visit to NAD and Northern Area of Sumatra Site Visit to Jambi area Site Visit to Kamojang, Garut location

Management Walkthrough (MWT) to Drilling of Java-KTI Accompanying President Commissioner MWT to Cirebon Site Visit to Louise Sangasanga location Site Visit to Sungai Penuh Inauguration in the location of PDSI Rig D1000/52 Accompanying President Director of Pertamina to Banyu Urip Field – Rig DS#9

Pedoman dan Tata Tertib Direksi

Guidelines and Work Regulations of the Board of Directors

Pedoman tata tertib Direksi terdiri dari uraian tugas dan

The guidelines and work regulations of the Board of Directors

tanggung jawab serta pembagian kerja. Direksi merupakan

consist of descriptions of duties, responsibilities, and division

salah satu pemangku jabatan tertinggi dalam PDSI yang

of labor. The Board of Directors is one of the highest ranks of

mempunyai wewenang dan tanggung jawab atas pengurusan

organs in PDSI with authority and responsibility to manage the

PDSI. Direksi juga menjadi wakil PDSI baik di dalam maupun di

Company. The Board of Directors also represents PDSI inside or

luar lingkungan PDSI.

outside PDSI’s environment.


217


Direksi bertugas menyusun strategi bisnis, anggaran, dan

The Board of Directors is in charge of business strategies,

rencana kerja sesuai dengan visi, dan misi PDSI serta RKAP dan

budgets, and workplans in accordance with PDSI’s vision and

RJPP. Selain itu, Direksi juga bertanggung jawab dalam struktur

mission as well as RKAP and RJPP. Aside from that, the Board

pengendalian internal dan penerapan manajemen risiko serta

of Directors is also responsible in internal control structure,

praktik-praktik tata kelola perusahaan yang baik.

risk management implementation, and good corporate governance practice.

Direksi bertugas untuk memastikan praktik pembuatan laporan

The Board of Directors is responsible for ensuring that the

keuangan dan pembukuan PDSI sesuai dengan ketentuan

practice of composing financial reports and accounts of PDSI is

yang berlaku, memberikan perhatian pada pelaksanaan audit

in accordance with the applicable regulations. In addition, the

internal, serta melakukan tindak lanjut yang diperlukan sesuai

Board of Directors is also responsible for providing attention to

arahan Dewan Komisaris dan peraturan perundang-undangan

the implementation of internal audit and doing the necessary

yang berlaku. Direksi juga bertanggung jawab atas kinerja

follow-up as directed by the Board of Commissioners and the

PDSI dan manajemen yang dibawahinya. Dalam mengevaluasi

prevailing legislations. The Board of Directors is also in charge

kinerja tersebut, Direksi mengadakan rapat rutin minimal dua

of the performance and management of PDSI. In evaluating the

minggu sekali dan rapat bersama Dewan Komisaris sebulan

performance, the Board of Directors holds regular meetings

sekali.

once in two weeks and a joint meeting with the Board of Commissioners once a month at minimum.

Prosedur Penetapan dan Indikator Remunerasi Dewan

Remuneration Determination Procedure for the Board of

Komisaris dan Direksi

Commissioners and Board of Directors

Dalam penetapan remunerasi untuk Dewan Komisaris dan

In determining the remuneration for the Boards of

Direksi, PDSI menggunakan referensi pada Peraturan Menteri

Commissioners and Directors, PDSI refers to the Regulation

Negara BUMN Nomor Per-02/MBU/2009 tentang Pedoman

of the Minister of State-Owned Enterprises Number Per-02/

Penetapan Penghasilan Direksi, Dewan Komisaris dan Dewan

MBU/2009 on Income Regulation Guideline for the Board of

Pengawas Badan Usaha Milik Negara.

Directors, Board of Commissioners, and Board of Supervisors of State-Owned Enterprise.

Mekanisme penetapan remunerasi Dewan Komisaris diuraikan

The remuneration mechanism of the Board of Commissioners

dalam Keputusan Sirkuler RUPS PT Pertamina Drilling

is described in GMS Circular Decision of PT Pertamina Drilling

Services Indonesia pada 30 September 2014 di mana besaran

Services Indonesia dated September 30, 2014, in which the

remunerasi diuraikan sebagai berikut:

detail of the remuneration is outlined as follows:

1. Komisaris Utama menerima 45% dari THP Direktur Utama.

1. President Commissioner accepts 45% of the THP of

2. Komisaris di bawah Komisaris Utama menerima 90% dari

2. Commissioners under the President Commissioner accepts

President Director THP Komisaris Utama.

90% of the THP of President Director

Mekanisme remunerasi Dewan Komisaris dan Direksi terdiri

Remuneration of the Board of Commissioners and Board of

atas gaji dan tunjangan. Jumlah total remunerasi yang diterima

Directors comprising salary and allowances. The total amount

oleh anggota Dewan Komisaris dilaporkan oleh PDSI dalam

of remuneration received by each member of the Board of

RUPS Tahunan. Remunerasi yang ditetapkan untuk Direksi

Commissioners is reported by PDSI in the Annual GMS, whereas

direkomendasikan oleh Komisaris dan dilaporkan dalam RUPS

remuneration for the Board of Directors is recommended by

tahunan. Penghasilan anggota Direksi dan anggota Dewan

the Board of Commissioners and reported in the Annual GMS.

Komisaris ditetapkan oleh RUPS dengan mempertimbangkan

Amount of remuneration for the Board of Commissioners

faktor

and Board of Directors is determined by GMS by considering

218

pendapatan,

aktiva,

kondisi


dan

kemampuan


keuangan PDSI, tingkat inflasi dan faktor-faktor lain yang

revenue, assets, PDSI financial condition and capacity, inflation

relevan sebagaimana yang telah ditetapkan dalam peraturan

rate, and other factors relevant to the applicable legislations.

perundang-undangan. Remunerasi Dewan Komisaris dan Direksi

Remuneration of the Board of Commissioners and Board of Directors

Remunerasi Dewan Komisaris per 31 Desember 2014

Remuneration of the Board of Commissioners per December 31, 2014

No.

Jabatan / Position

Gaji per Bulan / Salary per Month

Gaji Per tahun / Salary per Year

1


47.151.000,00

565.812.000,00

2


42.435.900,00

509.230.800,00

Sementara itu pada 2014, PDSI tidak menerapkan perubahan

Whereas in 2014, PDSI did not change the remuneration

struktur remunerasi untuk Direksi.

structure for Board of Directors.

Indikator dan Penilaian Kinerja

Indicators and Performance Assessment

Proses penilaian kinerja Dewan Komisaris dilakukan oleh para

Performance assessment of the Board of Commissioners is

Pemegang Saham PDSI, sedangkan indikator yang digunakan

conducted by the Shareholders of PDSI. Indicators used to

dalam penilaian atas kinerja Direksi adalah standar yang

assess the performance of the Board of Directors are standards

tertera dalam kontrak manajemen/kesepakatan kinerja yang

inscribed

dilakukan pada 2014, di antaranya kontrak kerja individu, Key

contract in 2014, including individual employment contract,

Performance Indicator (KPI), dan operasional metrik terkait.

Key Performance Indicator (KPI), and related operational

in

the

performance

management/agreement

metrics.

KEBERAGAMAN KOMPOSISI DEWAN KOMISARIS DAN DIREKSI

DIVERSITY IN THE COMPOSITION OF THE BOARD OF COMMISSIONERS AND BOARD OF DIRECTORS

Hingga 2014, PDSI belum menerapkan kebijakan terkait

As of 2014, PDSI has not implemented policies related to the

dengan keberagam komposisi Dewan Komisaris dan Direksi

diversity in the composition of the Board of Commissioners and

dalam hal pendidikan, pengalaman kerja, usia dan jenis

Board of Directors related to education, work experience, age,

kelamin. PDSI berkomitmen untuk meningkatkan penerapan

and sex. PDSI is committed to improving the implementation

prinsip independensi secara bertahap dan terstruktur. Segala

of independency principles in gradual and systematic manner.

bentuk pengembangan positif akan dipertimbangkan untuk

Any forms of positive development will be considered to be

diterapkan di masa-masa mendatang.

implemented in the future.

PENILAIAN TERHADAP DEWAN KOMISARIS DAN DIREKSI

ASSESSMENT ON THE BOARD OF COMMISSIONERS AND BOARD OF DIRECTORS

Dewan Komisaris


Proses penilaian kinerja Dewan Komisaris dilakukan oleh para

Performance assessment of the Board of Commissioners is

Pemegang Saham PDSI.

conducted by the Shareholders of PDSI.

Direksi

Board of Directors

Proses penilaian kinerja Direksi dilakukan oleh Dewan

Performance assessment of the Board of Directors is conducted

Komisaris.

by the Board of Commissioners. PT Pertamina Drilling Services Indonesia Laporan Tahunan 2014 Annual Report

219


RENCANA DAN REALISASI PROGRAM KERJA DEWAN KOMISARIS DAN DIREKSI

PLANS AND IMPLEMENTATIONS OF WORK PROGRAM OF THE BOARD OF COMMISSIONERS AND BOARD OF DIRECTORS

Rencana kerja Dewan Komisaris dan Direksi didasari pada

The work plan of the Boards of Commissioners and Directors

tugas, otoritas, dan kewajiban yang diatur dalam Anggaran

is based on the tasks, authority, and duties as stipulated in the

Dasar PDSI. Secara garis besar, rencana kerja Dewan Komisaris

Articles of Association. Outlines of the work plan of the Boards

dan Direksi pada 2014 adalah

of Commissioners and Directors in 2014 were as follows:

Dewan Komisaris / Board of Commissioners No. 1.

2.

3.

Program Kerja Work Program

Frekuensi Frequency

Realisasi Realization

Program Pengenalan Membahas hal-hal yang perlu diketahui oleh anggota Komisaris yang Anggota Komisaris Baru baru diangkat agar bisa melaksanakan tugas dengan sebaik-baiknya Introduction Program for Discussing various matters that the newly-appointed Commissioner the New Member of Board needs to understand so that he/she can conduct his/her duties well of Commissioners

sesuai kebutuhan

Terealisasi

based on needs

Realized

Program Pelatihan Dewan Meningkatkan wawasan Dewan Komisaris terhadap masalah-masalah Komisaris yang terkait dengan perusahaan dan tugas-tugas Dekom dalam penegakkan GCG. Pelatihan/pembelajaran dapat dilaksanakan dengan mengikuti program-program pelatihan, seminar, workshop, panel diskusi, yang diselenggarakan pihak eksternal maupun dengan mengundang ahli yang berkompeten. Board of Commissioners’ Enhancing the knowledge of Board of Commissioners regarding Training Program problems related to the company and duties of the Board of Commissioners in the enforcement of GCG. The trainings can be conducted through various programs such as seminar, workshop, and discussion panel, organized by external parties or by inviting competent experts

1 x setahun

Terealisasi

Once a year

Realized

1 x setahun

Terealisasi

Once a year

Realized

12 x setahun

Terealisasi

12 times in a year

Realized

1 x setahun

Terealisasi

Once a year

Realized

Persetujuan RJPP/RKAP Approval for RJPP/RKAP

4.

Pemantauan RKAP/RJPP Monitoring of RKAP/RJPP

5.

Evaluasi atas implementasi rencana dan kebijakan perusahaan

Evaluation on the implementation of company’s plan and policy

220

Sasaran Target

Membahas RJPP/RKAP yang diusulkan oleh Direksi, untuk memberikan persetujuan/ pendapat/tanggapan. Discussing RJPP/RKAP suggested by the Board of Directors and providing approval/opinion/responses Memantau kepatuhan Direksi dalam menjalankan pengurusan perusahaan terhadap RKAP/RJPP Monitoring the Board of Directors’ compliance with RKAP/RJPP regarding the management of the Company Membahas dan memberikan arahan terhadap kebijakan Direksi dalam hal: a. Penguatan Sistem Pengendalian Intern. b. Pengelolaan Manajemen Risiko c. Pengelolaan system teknologi dan informasi. d. Kebijakan dan pelaksanaan pengembangan karir. e. Kebijakan akuntansi dan penyusunan laporan keuangan. f. Kebijakan dan pelaksanaan pengadaan. g. Kebijakan mutu dan pelayanan. Discussing and providing directions regarding the Board of Directors’ policy in terms of: a. Strengthening of Internal Control System b. Risk Management c. Management of Information and Technology System d. Policy of career development and its implementation e. Accounting policy and drafting of financial statements f. procurement policy and its implementation g. quality and service policy



No. 6.

7.


Sasaran Target

Frekuensi Frequency


Pemantauan kepatuhan terhadap undang-undang Supervision on the compliance with applicable law

Melakukan pengawasan kepatuhan Direksi (telaah dilakukan bersamaan dengan pemantauan pelaksanaan RKAP setiap bulan). Conducting supervision on the Board of Directors’ compliance (review is conducted simultaneously with the supervision of RKAP implementation every month)

4 x setahun

Terealisasi

4 times a year

Realized

Pemberian persetujuan transaksi (corporate action)

Membahas usulan Direksi atas transaksi (corporate action) yang memerlukan persetujuan Dewan Komisaris sesuai dengan kewenangannnya. Discussing the Board of Directors’ suggestion regarding corporate action which needs approval from the Board of Commissioners in accordance with their authority

sesuai usulan Direksi

Terealisasi

Based on suggestion from the Board of Directors

Realized

1 x setahun

Terealisasi

Once a year

Realized

Granting Approval for corporate action

8.

9.

10.

11.

12.

13.

14.

Pengajuan usulan calon Auditor Eksternal Recommendation for the candidates of External Auditor

Berdasarkan usul dari Komite Audit, menyampaikan usulan kepada RUPS atas calon auditor eksternal. Based on the suggestion from Audit Committee and delivering the suggestion to GMS concerning the candidates of External Auditor

Pengusulan Remunerasi Direksi Recommendation for the Board of Directors’ Remuneration

Melakukan telaah atas usulan remunerasi Direksi

1 x setahun

Terealisasi

Reviewing suggestions for the remuneration of the Board of Directors

Once a year

Realized

Melalui Komite Audit melakukan penilaian atas efektivitas pelaksanaan audit eksternal dan internal

1 x setahun

Terealisasi

Through Audit Committe, conducting evaluation on the effectiveness of external and internal audit implementation

Once a year

Realized

Membahas kebijakan dan pelaksanaan pengelolaan anak perusahaan

2 x setahun

Terealisasi

Discussing policies and management performance of subsidiaries

Twice a year

Realized

2 x setahun

Terealisasi

Twice a year

Realized

1 x setahun

Terealisasi

Once a year

Realized

12 x setahun

Terealisasi

Twelve times a year

Realized

2 x setahun

Terealisasi

Evaluasi efektivitas auditor eksternal dan internal dalam melaksanakan tugasnya. Evaluation on the effectiveness of both internal and external auditors’ duties Pemantauan pengelolaan anak perusahaan Monitoring of the management of subsidiaries Penilaian Kinerja Direksi

Melakukan telaah atas kinerja Direksi dalam melaksanakan kontrak manajemen Assessing the performance Reviewing the performance of Board of Directors in implementing of Board of Directors their management contract Pemantauan Kebijakan dan Memantau efektivitas pelaksanaan GCG Perusahaan Pelaksanaan GCG Supervision of policies and Monitoring the effectiveness of the Company’s GCG implementation implementation of GCG Rapat Dewan Komisaris

Meeting of the Board of Commissioners 15.

Rapat Tahunan

Membahas kinerja perusahaan, SDM, GCG, kebijakan strategis, dan hal-hal lain yang dianggap perlu. (Internal dan Gabungan dengan Direksi) Discussing the company’s performance, Human Resources, strategic policies, and other matters deemed important (internal meeting as well as joint meeting with the Board of Directors) Membahas RJPP, RKAP, laporan keuangan audited, laporan tahunan, dan hal-hal lain yang dianggap perlu.


221


No.

Program Kerja Work Program Annual Meeting

16.

17.

Sasaran Target

Frekuensi Frequency


Discussing RJPP, RKAP, audited financial statements, annual report, and other matters deemed important

Twice a year

Realized

Management Walk Through

Memantau kondisi kinerja, dan mendapatkan input cabang.

3 x setahun

Terealisasi


Monitoring the condition of company’s performance and obtaining input from branches

Three times a year

Realized

Menyampaikan laporan kepada RUPS.

Memberikan laporan atas pelaksanaan program kerja Dekom secara periodik.

4 x setahun

Terealisasi

Submitting reports to GMS

Submitting reports on the implementation of Board of Commissioners’ work program periodically

Four times a year

Realized

Sasaran Target

Frekuensi Frequency


Persetujuan RJPP/RKAP

Membahas dan mengusulkan RJPP/RKAP ke Dewan Komisaris untuk mendapatkan persetujuan RUPS

1 x setahun

Terealisasi

Approval of RJPP/RKAP

Discussing and proposing RJPP/RKAP to the Board of Commissioners for GMS approval

Once a year

Realized

Pemantauan RKAP/RJPP

Memantau pelaksanaan RKAP/RJPP agar sesuai dengan sasaran & tujuan perusahaan

12 x setahun

Terealisasi

Monitoring of RKAP/RJPP

Monitoring the implementation of RKAP/RJPP to be in line with the Company’s targets and objectives

12 times in a year

Realized

Program Pelatihan Direksi

Meningkatkan wawasan Direksi terhadap masalah-masalah yang terkait dengan perusahaan dan tugas-tugas Direksi dalam penegakkan GCG. Pelatihan/pembelajaran dapat dilaksanakan dengan mengikuti program-program pelatihan, seminar, workshop, panel diskusi, yang diselenggarakan pihak eksternal maupun dengan mengundang ahli yang berkompeten.

3 x setahun

Terealisasi

Board of Directors’ Training Programs

Improving knowledge of the Board of Directors to solve problems related to the company and duties of the Board of Directors in enforcing GCG. Training/learning process can be done through training programs, seminars, workshops, and discussion panel held by external agencies or by inviting competent training instructors.

Three times a year

Realized

Program Pengenalan Anggota Direksi Baru

Membahas hal-hal yang perlu diketahui oleh anggota Direksi yang baru diangkat agar bisa melaksanakan tugas dengan sebaik-baiknya

sesuai kebutuhan

Terealisasi

Introduction to New Directors Program

Discussing any matters that need to be informed to the newlyappointed Directors to support their duty performance

based on needs

Realized

Program kepatuhan terhadap undang-undang

Melaksanakan program kepatuhan terhadap perundang-undangan yang baru

sesuai kebutuhan

Terealisasi

Compliance with laws program

Implementing compliance with the new regulations program

based on needs

Realized

Rapat Rutin BOD

Membahas kinerja perusahaan, SDM, GCG, kebijakan strategis, dan hal-hal lain yang dianggap perlu. (Internal dan Gabungan dengan fungsi yang diperlukan)

1 x minggu

Terealisasi

BOD Routine Meeting

Discussing company performance, HR, GCG, strategic policies, and other matters deemed necessary. (both internal and joint meeting with the related functions)

Once a week

Realized

Direksi / Board of Directors No. 1.

2.

3.

4.

5.

6.

222




No. 7.

8.

9.

10.

11.

12.

14.

15.


Sasaran Target

Frekuensi Frequency


sesuai kebutuhan

Terealisasi

based on needs

Realized

Pengajuan usulan & persetujuan transaksi (corporate action)

Mangajukan usulan & memohon persetujuan transaksi (corporate action) kepada Dewan Komisaris sesuai dengan kewenangann Direksi.

Proposal & approval of corporate action

Submitting recommendation & proposal to obtain approval regarding corporate action form the Board of Commissioners according to the authority of BOD

Pengusulan Remunerasi Direksi

Melakukan usulan remunerasi Direksi

1 x setahun

Terealisasi

Recommendation of Remuneration of BOD

Monitoring and evaluating the implementation of the subsidiaries’ management

Once a year

Realized

Pemantauan pengelolaan anak perusahaan

Memantau dan mengevaluasi pelaksanaan pengelolaan anak perusahaan

2 x setahun

Terealisasi

Monitoring of subsidiaries’ management

Monitoring and evaluating the implementation of the subsidiaries’ management

2 times in a year

Realized

Pengajuan KPI Direksi

Mengusulkan & mengajukan KPI Direksi berdasarkan Kontrak Manajemen Korporat

2 x setahun

Terealisasi

Implementing Policies and Monitoring of GCG

Implementing policies and the effectiveness of the implementation of the Company’s operations and GCG

2 times in a year

Realized

Melaksanakan Kebijakan dan monitoring GCG

Menjalankan kebijakan serta efektivitas pelaksanaan operasional perusahaan dan GCG Perusahaan

Setiap saat

Terealisasi

Implementing Policies and Monitoring of GCG

Implementing policies and the effectiveness of the implementation of the Company’s operations and GCG

any time

Realized

Rapat Bulanan bersama BOC

Membahas RJPP, RKAP, laporan keuangan audited, laporan bulanan, dan hal-hal lain yang dianggap perlu.

12 x setahun

Terealisasi

Monthly meeting with BOC

Discussing RJPP, RKAP, audited financial statements, monthly report, and other matters deemed necessary.

12 times in a year

Realized


Membahas RJPP, RKAP, laporan keuangan audited, laporan bulanan, dan hal-hal lain yang dianggap perlu.

10 x setahun

Terealisasi


Monitoring work condition and obtaining input of operational areas.

10 times in a year

Realized

Menyampaikan laporan kepada RUPS.

Memberikan laporan atas pelaksanaan program kerja Direksi secara periodik.

1 x setahun

Terealisasi

Submitting report to GMS

Providing report on the implementation of work program of Board of Director periodically

Once a year

Realized

Persetujuan dan Rekomendasi Aksi Korporasi

Agreement and Recommendation of Corporate Action

Sepanjang 2014, PDSI tidak melakukan aksi korporasi yang

In 2014, PDSI did not carry out any strategic corporate action.

bersifat strategis.

INFORMASI PEMEGANG SAHAM DAN PENGENDALI UTAMA

INFORMATION ON SHAREHOLDERS AND THE CONTROLLING SHAREHOLDERS

Pemegang Saham PDSI terdiri dari PT Pertamina (Persero)

The Shareholders of PDSI consist of PT Pertamina (Persero)

sebesar 99,87% dan PT Pertamina Hulu Energy sebesar 0,13%.

which owns 99.87% and PT Pertamina Hulu Energy which

Pengendali utama PDSI adalah PT Pertamina (Persero).

owns 0.13%. The main controlling shareholder of PDSI is PT Pertamina (Persero).


223


HUBUNGAN AFILIASI DEWAN KOMISARIS, DIREKSI DAN PEMEGANG SAHAM

AFFILIATIONS OF THE BOARD OF COMMISSIONERS, BOARD OF DIRECTORS, AND SHAREHOLDERS

Memiliki Hubungan Afiliasi Dengan / Having Affiliation With Pemegang Saham /

Dewan Komisaris /

Direksi /

Shareholders


Board of Directors

Nama / Name

Ya / Yes M. Afdal Bahaudin

Tidak / No

Ya / Yes

Tidak / No

√

Ya / Yes

Tidak / No

√

√

Subarkah Kustowo

√

√

√

Saripandi

√

√

√

√

√

√

√

Irfan Zainuddin

√

Faried Rudiono

√

Sugeng Riyadi

√

√

√

Hemzairil

√

√

√

Adi Harianto

√

√

√

Lelin

√

√

√

Gandot

√

√

√

KOMITE AUDIT

AUDIT COMMITTEE

Komite Audit dibentuk dengan mengacu pada beberapa

The Audit Committee is formed pursuant to several regulations

peraturan yang berwenang, seperti:

in force, namely:

1. Peraturan Menteri Negara BUMN No. PER-01/MBU/2011

1. Regulation of the Minister of State-Owned Enterprises

tentang PenerapanTata Kelola Perusahaan Yang Baik (Good

(SOE) No. PER-01/MBU/2011 on the Implementation of

Corporate Governance)

Good Corporate Governance.

2. Peraturan Menteri Negara BUMN No. Per-10/MBU/2012

2. Regulation of the Minister of SOE No. Per-10/MBU/2012 on

tentang Organ Pendukung Dewan Komisaris/Dewan

Supporting Instruments of the Board of Commissioners /

Pengawas BUMN.

Board of Supervisors of SOE.

3. Undang-Undang No. 19 Tahun 2003 tentang BUMN pasal

3. Act No. 19 Year 2003 on SOE article 70 which states that the

70 bahwa Dewan Komisaris dan Dewan Pengawas Badan

Board of Commissioners and Board of Supervisors of State-

Usaha Milik Negara (BUMN) wajib membentuk Komite

Owned Enterprises (SOE) are required to establish an Audit

Audit.

Committee.

Komite Audit saat ini ditunjuk oleh Dewan Komisaris melalui

The Board of Commissioners appointed members of Audit

SK no. 005/DK-PDSI/2013-S0 tanggal 31 Oktober 2013. Dalam

Committee pursuant to SK 005/DKPDSI/2013-SO dated October

kesehariannya, Komite Audit membantu Dewan Komisaris

31, 2013. Duties of the Audit Committee are, among others, to

dalam memonitor dan memberikan nasihat kepada Direksi

assist the Board of Commissioners in monitoring and provide

terkait pengelolaan PDSI.

advice to the Board of Directors related to the management of PDSI.

224



Structure and Composition of Audit Committee

Struktur dan Komposisi Anggota Komite Audit Setiap anggota Komite Audit harus memiliki integritas,

Each member of the Audit Committee is required to have

kompetensi,

dalam

integrity, competence, independence, and professionalism

melaksanakan tugas dan tanggung jawabnya. Berdasarkan

in conducting their duty. Under OJK regulations, Audit

Peraturan OJK, Komite Audit harus memiliki setidaknya satu

Committee is required to have at least one independent party

pihak independen yang ahli di bidang keuangan atau akuntansi

whose expertise is in the field of finance or accounting, and one

dan satu pihak independen yang profesional di bidang hukum

professional independent party in the field of law and banking.

independensi

dan

profesionalisme

dan perbankan. Per 31 Desember 2014, Susunan Anggota Komite Audit terdiri

As of December 31, 2014, the Audit Committee of PDSI consists

dari:

of:

No.

Nama / Name

Jabatan / Position

Pekerjaan / Work

Periode / Period

Status

1

Irfan Zainuddin

Ketua / Head

Pekerja Pertamina / Pertamina’s Employee

31 Oktober 2013 – sekarang / October 31, 2013 to present

Aktif / Active

2

Muhammad Ichsan

Anggota / Member

Konsultan Keuangan / Pertamina’s Consultan

16 Juli 2013 – sekarang / July 16, 2013 to present

Aktif / Active

3

Maxi Eman

Anggota / Member

Pekerja Pertamina / Pertamina’s Employee

16 Juli 2013 – sekarang / July 16, 2013 to present

Aktif / Active

Dari kiri ke kanan From left to right: MUHAMMAD ICHSAN Anggota/Member IRFAN ZAINUDDIN Ketua/Head of Audit Comitee MAXI EMAN Anggota/Member

Profil Ketua Komite Audit

Profile of the Head of Audit Committee

IRFAN ZAINUDDIN

IRFAN ZAINUDDIN

Ketua Komite Audit

Head of Audit Committee

Profil beliau telah disajikan dalam pembahasan profil Dewan

Profile of the Irfan Zainuddin has been presented in the

Komisaris. Pembahasan tersebut terdapat pada Bab Profil

discussion of Board of Commissioner’s Profile which can be

Perusahaan, halaman 55.

found in the Chapter of Company’s Profile, page 55.


225


MUHAMMAD ICHSAN Anggota Komite Audit / Member of Audit Committee Tanggal Pengangkatan /

16 Juli 2013

Date of Appointment

July 16, 2013

Dasar Hukum Pengangkatan /

Surat Keputusan Dewan Komisaris No. Kpts-003/DK-PDSI/2013-S0

Legal Basis of Appointment

Decree of the Board of Commissioners No. Kpts-003/DK-PDSI/2013-S0

Kewarganegaraan / Citizenship

Indonesia

Tempat, Tanggal Lahir / Place, Date of Birth

Bandung, 26 Maret 1972 Bandung, March 26, 1972

Usia / Age

43 tahun / 43 years old

Gelar / Title

Ajun Akuntan di Sekolah Tinggi Akuntansi Negara (STAN), Jakarta. (1993) Accounting Aide (Ajun Akuntan) from Sekolah Tinggi Akuntansi Negara (STAN), Jakarta in 1993 Sarjana Akuntansi di Universitas Trisakti, Jakarta. (1997) Bachelor Degree in Accounting from Trisakti University, Jakarta, in 1997 Master Akuntansi di Program Magister Akuntansi Universitas Indonesia (MAKSI UI), Jakarta. (2000) Master Degree in Accounting from the University of Indonesia (MAKSI UI), Jakarta, in 2000

Riwayat Kerja / Career History 1994 - 1999

Pemeriksa Pajak di Direktorat Jenderal Pajak . Tax Examiner at the General Directorate of Taxation

1999 - 2000

Konsultan dan trainer di PT. Multi Konsulindo, Batam. Consultant and Trained at PT Muilti Konsulindo, Batam

2000 - 2002

Konsultan Pajak di PT. Smartindo Konsultama, Jakarta. Tax Consultant at PT Smartindo Konsultama, Jakarta

2000 - 2003

Dosen di Sekolah Tingg Ilmu Ekonomi Trisakti (STIE Trisakti). Lecturer at Sekolah Tinggi Ilmu Ekonomi Trisakti (STIE Trisakti)

2001 - 2014

Direktur di SCORE Consulting, Jakarta. Director at SCORE Consulting, Jakarta

2005 - Sekarang

Dosen di Fakultas Ekonomi Universitas Indonesia. Lecturer at Faculty of Economy in the University of Indonesia

2007 - 2010

Pengajar di Lembaga Penelitian Ekonomi Masyarakat Universitas Indonesia (LPEM UI). Lecturer at the Research Institution of Society and Economy of the University of Indonesia (LPEM UI)

2008 - 2010

Dosen di Universitas Riau, Pekanbaru. Lecturer at Riau University, Pekanbaru

2012 - Sekarang 2012 up to present

Komite Audit di Universitas Indonesia.

2013 - Sekarang 2013 up to present

Komite Audit di PT. Pertamina Drilling Services Indonesia.

226

Audit Committee member at the University of Indonesia Audit Committee member at PT Pertamina Drilling Services Indonesia


MAXI EMAN Anggota Komite Audit / Member of Audit Committee Tanggal Pengangkatan /

17 September 2013

Date of Appointment

September 17, 2013

Dasar Hukum Pengangkatan /

Keputusan Sirkuler Pemegang Saham tanggal 17 September 2013

Legal Basis of Appointment

Circular Decisions of Shareholders dated September 17, 2013


Indonesia

Tempat, Tanggal Lahir /

Surabaya, 26 Mei 1961

Place, Date of Birth

Surabaya, May 26, 1991

Usia / Age

54 tahun / 53 years old

Gelar / Title

S1 Teknik Perminyakan Universitas Trisakti, Jakarta (1988) Bachelor Degree in Oil Engineering from Trisakti University, Jakarta, in 1988


Ast. EPT Lap di PT Pertamina (Persero) EPT Field Assistant at PT Pertamina (Persero)

1999-2000

Ka Teknik Produksi Aset-1 DOH Jawa Barat Head of Production Engineering of Asset-1 DOH in West Java

2006-2007

Manager Evaluasi Usaha Pertamina EP Dit. Hulu Business Evaluation Manager at Pertamina EP Upstream Directorate

2007-2010

VP Bisnis dan Korporasi PT Pertamina Hulu Energi VP of Business and Corporate at PT Pertamina Hulu Energi

2010-2012

VP Perencanaan dan Komersial PT Pertamijna Hulu Energi VP of Planning and Commercial at PT Pertamina Hulu Energi

2012-2012

VP Upstream Investment & Business Development Dit. PIMR VP of Upstream Investment & Business Development of PIMR Directorate

2013-sekarang 2013 up to present

VP Investment & Portofolio, Dit. PIMR

2013

Komite Audit di PT Pertamina Drilling Services Indonesia

VP of Investment and Portfolio, PIMR Directorate Audit Committee member at PT Pertamina Drilling Services Indonesia

Pengangkatan dan Pemberhentian Ketua dan Anggota

Appointment and Dismissal of the Head of Audit Committee

Komite Audit Ketua dan anggota komite diangkat dan diberhentikan oleh

The committee head and members are appointed and

Komisaris Utama. Masa kerja Ketua Komite Audit maksimal

dismissed by the President Commissioners, with maximum

sama dengan masa jabatannya sebagai anggota Dewan

terms of office for Head of Audit Committee similar with that

Komisaris PDSI. Masa tugas anggota Komite Audit adalah 1

of the Board of Commissioners. The terms of office for Audit

(satu) tahun dan dapat dipilih kembali hanya untuk 1 (satu)

Committee members is 1 (one) year and may be reappointed

periode berikutnya dengan tidak mengurangi hak Komisaris

only for 1 (one) period without prejudice to the Commissioners’

untuk memberhentikannya sewaktu-waktu.

rights to at any time dismiss the members.


227


Independensi Komite Audit

Independency of Audit Committee

Anggota Komite Audit berasal dari pihak independen, di mana

Members of Audit Committee are from independent parties,

anggota tidak memiliki hubungan, kepengurusan, kepemilikan

where they do not have relationship, management, ownership

saham dan/atau hubungan keluarga dengan Dewan Komisaris,

of shares, and/or family relationship with the Board of

Direksi, Pemegang Saham Pengendali atau PDSI yang dapat

Commissioners, Board of Directors, Shareholders, or PDSI,

memengaruhi independensi.

which may affect their independency.

Sesuai

dengan

Piagam

Komite

Audit,

maka

kriteria

In accordance with the Audit Committee Charter, criteria for

independensi Komite Audit yaitu:

the independency of Audit Committee are as follows:

a. Bukan karyawan dari perusahaan.

a. Is not an employee of PDSI.

b. Tidak memiliki saham pada perusahaan.

b. Do not have shares of PDSI.

c. Memiliki perilaku dan pemikiran yang independen.

c. Has independent behavior and reasoning.

d. Tidak memiliki benturan kepentingan dengan Perusahaan.

d. Do not have conflict of interest with the Company.



Komite Audit berfungsi membantu Dewan Komisaris dalam

The function of Audit Committee is to assist the Board of

melaksanakan tugasnya, antara lain dengan :

Commissioners in conducting its duties by:

1. Membantu Dewan Komisaris untuk memastikan efektivitas

1. Assisting the Board of Commissioners in ensuring the

sistem pengendalian intern dan efektivitas pelaksanaan

effectiveness of the internal control system and the performance of both internal and external auditors.

tugas eksternal auditor dan internal auditor. 2. Menilai pelaksanaan kegiatan serta hasil audit yang dilaksanakan oleh Satuan

Pengawasan Intern maupun

rekomendasi

pengendalian

the

implementation

and

audit

findings

conducted by Internal Audit Committee and the external auditors.

auditor eksternal. 3. Memberikan

2. Assessing

manajemen

penyempurnaan

sistem

perusahaan

serta

3. Providing recommendation on the improvement and implementation of management control system.

pelaksanaannya. 4. Memastikan bahwa telah terdapat prosedur evaluasi yang memuaskan terhadap segala informasi yang dikeluarkan

4. Ensuring the presence of satisfactory evaluation procedures on all information disclosed by the Company.

perusahaan 5. Melakukan identifikasi hal-hal yang memerlukan perhatian

5. Identifying issues that require the attention of the Board of Commissioners and their duties.

Komisaris serta tugas-tugas Dewan Komisaris. 6. Penugasan lain yang diberikan Dewan Komisaris kepada

6. Conducting other assignments given by the Board of

Komite Audit yang ditetapkan dalam piagam Komite Audit.

Commissioners as stipulated in the Audit Committee Charter.

harus

In conducting their duties, Audit Committee has to ensure that:

a. Laporan Keuangan serta informasi lainnya yang diberikan

a. Financial statements and other information issued by the

oleh perusahaan kepada pihak terkait dan publik telah

company to related parties and public have been presented

disajikan secara transparan, handal, dapat dipercaya dan

in a transparent, reliable, trustworthy and timely manner.

Dalam

melaksanakan

tugasnya,

Komite

Audit

memastikan bahwa:

tepat waktu. b. Perusahaan telah memiliki pengendalian intern memadai yang dapat melindungi kekayaan miliknya. c. Perusahaan bekerja secara efektif dan efisien serta mematuhi peraturan perundangan yang berlaku.

228


b. The Company has had adequate internal control to protect their assets. c. The Company is working effectively and efficiently in compliance with the applicable laws and regulations.


Selain hal tersebut di atas, Komite Audit membantu Dewan

In addition, Audit Committee also helps the Board of

Komisaris untuk mengevaluasi hal-hal yang berkaitan dengan:

Commissioners to evaluate matters related to:

1. Laporan Keuangan PDSI;

1. Financial Statements of PDSI;

2. Rencana Kerja dan Anggaran Perusahaan;

2. Company’ Work and Budget Plan;

3. Audit Keuangan PDSI;

3. Financial Audit of PDSI;

4. Pengaduan Masyarakat;

4. Public Complaints;

5. Utang PDSI;

5. Debts owned by PDSI;

6. Piutang PDSI;

6. Receivables owned by PDSI;

7. Penghapusan dan Pelepasan Aset.

7. Deletion and Disposal of Assets.

Kewenangan Komite Audit

Authority of Audit Committee

Komite Audit berwenang untuk melakukan akses terhadap

Audit Committee is authorized to access information such as

informasi-informasi berupa catatan secara legal dan etis baik

notes, by legal permission and ethical manner, both from PDSI’s

dari pihak internal maupun eksternal PDSI. Data dan informasi

internal and external parties. The data and information include

tersebut meliputi catatan keuangan, aset, serta sumber daya

financial records, assets, and resources of PDSI that are related

PDSI lainnya yang berkaitan dengan lingkup fungsi dan

to the scope of their functions and duties. The Audit Committee

tugasnya. Komite Audit bekerjasama dengan Internal Audit,

cooperates with Internal Audit, Consultant, Legal Counsel, and

Konsultan, Penasihat Hukum, dan fungsi-fungsi manajemen

other management functions in performing duties during the

lainnya dalam pelaksanaan tugas selama tahun berjalan.

year.

Melalui persetujuan Dewan Komisaris, Komite Audit memiliki

Through the approval of the Board of Commissioners, the Audit

kewenangan untuk meminta auditor internal dan eksternal

Committee has the authority to ask both internal and external

melakukan peninjauan ataupun investigasi terhadap masalah-

auditors to conduct review or investigate problems that may

masalah yang mungkin terjadi dan berdampak pada kinerja

arise and affect the performance of the Company.

PDSI. Pedoman dan Tata Tertib Kerja Komite Audit

Guidelines and Regulations of Audit Committee

Pedoman dan tata tertib kerja Komite Audit diatur dalam

Guidelines and regulations of Audit Committee are stipulated in

Piagam Komite Audit, Code of Corporate Governance,

the Audit Committee Charter, Code of Corporate Governance,

dan Board Manual yang merupakan pedoman dengan isi

and Board Manual. The guidelines and regulations serve as

kedudukan, tugas dan tanggung jawab Komite sebagai acuan

references for work procedure as they encompass the positions,

pelaksanaan kerja.

duties and responsibilities of the Committee.

Pengungkapan Hubungan Afiliasi Anggota Komite Audit

Affiliation Disclosure of Audit Committee’s Members

Memiliki Hubungan Afiliasi Dengan / Affiliated With

Nama / Name

Pemegang Saham / Shareholders Ya / Yes

Tidak / No

Dewan Komisaris / Board of Commissioners Ya / Yes

Direksi / Board of Directors

Tidak / No

Ya / Yes

Tidak / No

Irfan Zainuddin

√

√

√

Maxi Eman

√

√

√

√

√

Muhammad Ichsan

√


229


Frekuensi dan Tingkat Kehadiran Komite Audit di dalam

Frequency and Attendance of Audit Committee in the

Rapat Dewan Komisaris dan Direksi

Meeting of the Board of Commissioners and Board of Directors

No. 1

Rapat BOD-BOC / Meetings of BOD-BOC 23 Januari 2014 January 23, 2014

Kehadiran / Attendance Irfan Zainuddin

No. 7

Maxi Eman Muhammad Ichsan

8

Rapat BOD-BOC / Meetings of BOD-BOC

Kehadiran / Attendance

25 Juni 2014

Irfan Zainuddin

June 25, 2014

Maxi Eman

17 Juli 2014

Muhammad Ichsan

July 17, 2014 2

10 Februari 2014 (RJPP) February 10, 2014

Irfan Zainuddin Maxi Eman Muhammad Ichsan

3 4 5 6

9

28 Februari 2014

Irfan Zainuddin

February 28, 2014

Muhammad Ichsan

27 Maret 2014

Irfan Zainuddin

March 27, 2014

Muhammad Ichsan

30 April 2014

Irfan Zainuddin

April 30, 2014

Maxi Eman

30 Mei 2014

Irfan Zainuddin

10

4 September 2014

Irfan Zainuddin

September 4, 2014

Maxi Eman

6 Oktober 2014

Irfan Zainuddin

October 6, 2014


11 12

30 Oktober 2014

Irfan Zainuddin

October 30, 2014

Maxi Eman

11 Desember 2014

Irfan Zainuddin

December 11, 2014

Maxi Eman

May 30, 2014 Frekuensi dan Tingkat Kehadiran Komite Audit di dalam

Frequency and Attendance of Audit Committee in the

Rapat Koordinasi Fungsi SPI, Komite Audit dan Komisaris

Coordination Meeting of SPI Function, Audit Committee, and the Board of Commissioners

No. 1

Rakor Fungsi SPI, Komdit, dan Dewan Komisaris / Coordination Meeting of SPI Function, Audit Committee, and Board of Commissioners


7 Januari 2014

Irfan Zainuddin

January 7, 2014



Frequency and Attendance of Audit Committee in the Audit

Rapat Audit Laporan Keuangan

Meeting for Financial Statements

No. 1

230

Exit Meeting Evaluasi Kinerja 200 HKO / Exit Meeting of Evaluation on 200 HKO Performance


06 November 2014

Muhammad Ichsan

November 6, 2014

Irfan Zainuddin




Frequency and Attendance of the Audit Committee in the

Rapat Kinerja Tahun 2014 dan Program Kerja Tahun 2015

Meeting of Performance in 2014 and Work Plan for 2015 of

SPI PDSI

PDSI’s SPI

No. 1

Rapat Pembahasan Pelaksanaan GCG Dewan Komisaris / GCG Implementation Meeting of the Board of Commissioners


23 Desember 2014

Irfan Zainuddin

December 23, 2014

Muhammad Ichsan

Jumlah Rapat dan Total Kehadiran Komite Audit 2014pat Nama Komite Audit / Audit Committee’s Members

Total Meetings and Attendance of Audit Committee in 2014

Total Kehadiran / Total Attendance

Jumlah Rapat / Total Meetings

Persentage / Percentage

14 kali / 14 times

15 Pertemuan

93,33%

Muhammad Ichsan

9 kali / 9 times

15 Pertemuan

60%

Maxi Eman

9 kali / 9 times

15 Pertemuan

60%

Irfan Zainuddin

Laporan Kegiatan Pelaksanaan Tugas dan Tanggung Jawab

Report on the Performance of Duties and Responsibilities

Pada 2014, Komite Audit telah melakukan aktivitas yang

In 2014, Audit Committee had conducted several activities

berkaitan dengan PDSI, di antaranya:

related to PDSI, among others:

a. Melakukan rapat internal Komite Audit;

a. Conducted internal meetings;

b. Melakukan rapat dengan Dewan Komisaris dan Direksi;

b. Conducted meetings with the Boards of Commissioners and Directors;

c. Melakukan evaluasi kinerja PDSI;

c. Evaluated the performance of PDSI;

d. Melakukan tinjauan lapangan serta kunjungan ke area

d. Conducted site visit and study to operational area of PDSI,

operasi PDSI dan mengunjungi lokasi pembuatan rig PDSI;

as well as visiting the location of rig manufacture of the Company;

e. Membuat rencana kerja tahun 2015.

e. Composed 2015 work plan.

f. Melakukan exit meeting bersama Internal Audit dan Kantor

f. Conducted exit meeting with Internal Audit and Public

Akuntan Publik (KAP).

Accounting Firm (KAP)


231


Temuan Komite Audit dan Penindaklanjutannya

Findings of Audit Committee and Follow-ups

Sepanjang 2014, Komite Audit mendapati beberapa temuan

During 2014, the Audit Committee found and reported several

dan telah melaporkannya kepada Dewan Komisaris. Bersama

results to the Board of Commissioners. Together with the

Dewan Komisaris dan Direksi, Komite Audit melakukan

Boards of Commissioners and Directors, Audit Committee

tindakan penindaklanjutan secara langsung.

conducted direct follow-ups.

Remunerasi Komite Audit

Remuneration of Audit Committee

Perhitungan remunerasi Komite Audit adalah 15% dari upah

Remuneration calculation of Audit Committee is derived from

Direktur Utama dengan sistem pembayaran setiap bulan. Pada

15% of the salary of President Director with monthly payment

2014, remunerasi Komite Audit adalah 15% x Rp88.280.000 =

system. In 2014, remuneration of Audit Committee is 15% x

Rp13.242.000.

Rp88.280.000 = Rp13.242.000.

Dalam mekanisme ini, Komite Audit tidak berhak atas tantiem

In this mechanism, Audit Committee is not entitled to a cash

dan uang cuti sehingga remunerasi Komite Audit hanya terdiri

bonus and leave, leaving the remuneration of Audit Committee

dari nilai tersebut.

consists of the above value.

Laporan Kepelatihan Yang Diikuti Komite Audit

Report on Trainings of Audit Committee

Berikut adalah daftar kepelatihan yang diikuti oleh Komite

The following table describes the trainings of Audit Committee

Audit sepanjang 2014:

in 2014.

Nama Komite Audit / Name of Audit Committee

Tanggal Pelatihan / Course Date

Peserta / Participant

Tempat Pelatihan / Location of Training

Pusat Studi Investasi dan Keuangan / Center of Finance and Investment Studies

19/04/2014

Irfan Zainuddin

Bali

Pusat Studi Investasi dan Keuangan / Center of Finance and Investment Studies

29/03/2014

Maxi Eman

Bali

KOMITE NOMINASI DAN REMUNERASI

COMMITTEE OF NOMINATION AND REMUNERATION

PDSI saat ini belum memiliki Komite Nominasi dan Remunerasi.

Currently, PDSI does not have the Committee of Nomination

Selaras dengan perkembangan perusahaan, PDSI berkomitmen

and Remuneration. In accordance with the development of the

untuk membentuk komite terkait pada masa yang akan datang.

Company, PDSI is committed to forming the related committee in the future.

KOMITE MANAJEMEN RISIKO

RISK MANAGEMENT COMMITTEE

PDSI saat ini belum memiliki Komite Manajemen Risiko. Selaras

Currently, PDSI does not have the Committee of Risk

dengan perkembangan perusahaan, PDSI berkomitmen untuk

Management. In accordance with the development of the

membentuk komite terkait pada masa yang akan datang.

Company, PDSI is committed to forming the related committee in the future.

232



SEKRETARIS PERUSAHAAN

CORPORATE SECRETARY

Sekretaris Perusahaan adalah individu yang berfungsi

Corporate Secretary is an individual who serves as a liaison

untuk menjembatani Direksi dengan Pemegang Saham,

between the Board of Directors and shareholders, business

mitra bisnis, dan pelaku pasar lainnya. Dalam melaksanakan

partners, and other businesspeople in the market. In conducting

tugasnya, Sekretaris Perusahaan bertugas untuk membangun

his duties, Corporate Secretary has to build effective and

komunikasi yang efektif dan transparan mengenai informasi

transparent communication on the information concerning

yang menyangkut aksi korporasi dan transaksi material yang

corporate actions and material transactions conducted by PDSI.

dilakukan PDSI. Kualifikasi Sekretaris Perusahaan

Qualification and Certification of Corporate Secretary

Memiliki pengetahuan mengenai peraturan yang berkaitan

The Corporate Secretary must have adequate knowledge on

dengan Perusahaan, hubungan masyarakat, keterampilan

PDSI’s regulations, public relation, administrative skill and

administratif, dan pengalaman yang mendukung pelaksanaan

experience that supports his duty implementation.

tugasnya. Profil Sekretaris Perusahaan

Corporate Secretary’s Profile

Jabatan Sekretaris Perusahaan dipangku oleh Arif Widodo.

The position of Corporate Secretary of PDSI is currently held by

Beliau bertanggung jawab secara langsung pada Direktur

Arif Widodo. He directly reports to the President Director of the

Utama.

Company.

Arif Widodo Tanggal Pengangkatan / Date of Appointment


Dasar Hukum Pengangkatan / Legal Basis of Appointment

Penunjukan SK Direktur SDM PT Pertamina (Persero) No. Kpts-P-679/K00000/2012/S8 tanggal 29 Juni 2012 The appointment is pursuant to the Decree of Human Resources Director of PT Pertamina (Persero) No. Kpts-P-679/K00000/2012/S8 dated June 29, 2012


Indonesia

Tempat, Tanggal Lahir / Place, Date of Birth

Mataram, 12 Oktober 1963 Mataram, October 12, 1963

Usia / Age


Gelar / Title

S1 Teknik Mesin di Institut Teknologi Sepuluh November (ITS) Surabaya Bachelor Degree in Mechanical Engineering of Institut Teknologi Sepuluh November (ITS) Surabaya S2 Magister Management dari Universitas Sriwijaya Palembang Master Degree in Management from Sriwijaya University, Palembang


Driller BOR - UEP DAK di Sangatta

Driller of BOR - UEP DAK in Sangatta

1994

Ast. Anggaran BOR - UEP DAK

Assistant for Budgetary of BOR - UEP DAK

1995

Ahli Teknik Bor/EPT EP Sangatta Dit. EP

Driller/EPT Technician for EP Sangatta Dit. EP

1995

Mengikuti Drilling Course di Drilling Technology Center (DTC) Chevron – Houston, USA

Participated in Drilling Course at Drilling Technology Center (DTC) Chevron – Houston, USA


233



Pws. Utama Tata Kerja O&T Dit. Umum

Main Pws. Work Ethic O&T Dit. General Affairs

2001

Pws Utama Adm BBM Dit. UPPDN II Palembang

Main Pws. Petroleum Administration Dit. UPPDN II Palembang

2003

Operasional & Teknik Transportasi LNG Dit. Hilir Bidang LNG

Operational & Technical Transportation LNG Dit. Downstream of LNG Area

2007

Asisten Manajer Pengembangan Usaha LNG

Assistant Manager of LNG Business Development

2008

Asisten Manajer Komersial, Keu & Administrasi Transportasi LNG, Bidang Usaha LNG, Kantor Pusat Pertamina

Assistant Manager of Commercial, Financial, & LNG Transportation Administration at LNG’s Business Unit in Pertamina’s Head Office

2009-2011

Senior Analyst Operasional Upstream Risk Management Dit. Hulu, Kantor Pusat Pertamina

Assistant Manager of Commercial, Financial, & LNG Transportation Administration at LNG’s Business Unit in Pertamina’s Head Office

2011-2012

Project Optimization Manager - Upstream Strategic Planning & Subsidiary Management Dit. Hulu Kantor Pusat Pertamina

Project Optimization Manager – Upstream Strategic Planning & Subsidiary Management at Dit. Upstream in Pertamina’s Head Office

2011

Mengikuti Program Pengembangan Eksekutif Pertamina (PPEP) Angkatan IX

Attending Pertamina’s Executive Development Program (PPEP) batch IX

2012

Mengikuti program Transformation Leadership Engine (TLE) Angkatan 17

Attending Engine Leadership Transformation Program (ELT) batch 17

Pengangkatan dan Pemberhentian Sekretaris Perusahaan

Appointment and Dismissal of Corporate Secretary

Sekretaris Perusahaan diangkat dan diberhentikan oleh Direksi

Corporate Secretary is appointed and dismissed by the Board

untuk bertindak sebagai penghubung antara Direksi dan

of Directors to serve as intermediary among the Board of

Dewan Komisaris, Pemegang Saham, sebagai koordinator

Directors, the Board of Commissioners and the Shareholders,

atas kepatuhan di bidang hukum, dan mengadministrasikan

as well as a coordinator of compliance in legal sector. His duty

dokumen penting Perusahaan.

also includes administering important documents.



Sekretaris Perusahaan memiliki tugas dan tanggung jawab

Corporate Secretary holds duties and responsibilities to

dalam rangka pengelolaan PDSI yang baik sesuai dengan

manage PDSI in accordance with good corporate governance

prinsip-prinsip GCG.

principles.

Secara internal, tugas-tugas Sekretaris Perusahaan adalah

Internally, the duties of Corporate Secretary are as follows:

sebagai berikut: 1. Menyiapkan penyelenggaraan RUPS;

1. Preparing GMS

2. Mengkoordinasikan dan menghadiri rapat Direksi dan

2. Coordinating and attending Board of Directors’ meeting

rapat gabungan antara Komisaris dengan Direksi;

and joint meeting between the Board of Commissioners and Board of Directors.

3. Mempersiapkan undangan, jadwal, agenda, materi dan menyusun risalah rapat;

3. Preparing invitations, schedules, agenda and materials and composing minutes of meeting;

4. Mengelola dan menyimpan dokumen yang terkait

4. Managing and storing documents related with the

dengan kegiatan Perusahaan meliputi dokumen RUPS,

Company’s activities, including GMS documents, Board

risalah rapat Direksi, risalah rapat gabungan antara Direksi

of Directors meeting minutes, meeting minutes of Board

dengan Komisaris, Daftar Pemegang Saham, Daftar Khusus

of Directors and Board of Commissioners joint meetings,

Perusahaan dan dokumen-dokumen Perusahaan yang

Shareholders List, Company Special List and other

penting lainnya;

significant documents;

234



5. Mencatat Daftar Khusus berkaitan dengan Direksi dan

5. Listing Specific List related with the Board of Directors

keluarganya serta Komisaris dan keluarganya baik dalam

and Board of Commissioners and their respective families

PDSI maupun afiliasinya yang mencakup kepemilikan

inside PDSI and its affiliations, including share ownership,

saham, hubungan bisnis, dan peranan lain yang

business relation and other roles that may cause conflicts

menimbulkan benturan kepentingan dengan kepentingan

of interest with the Company;

PDSI; 6. Melakukan kajian atas perubahan dan perkembangan

6. Reviewing all changes and development in the rules and

peraturan perundang-undangan yang berpengaruh pada

regulations that affect lines of business and analyzing the

bidang usaha PDSI dan menganalisis dampaknya;

impacts;

7. Memberikan masukan dan laporan kepada Direksi dan

7. Providing inputs and reports to the Board of Directors and

Komisaris atas hasil analisa perkembangan peraturan

Board of Commissioners on the analysis results on rules and

perundang-undangan tersebut;

regulations development;

8. Memastikan bahwa PDSI telah memenuhi ketentuan

8. Ensuring that the Company has met the requirements of

penyampaian informasi sesuai peraturan perundang-

information disclosure in accordance with the regulations;

undangan; 9. Melaporkan pelaksanaan tugasnya secara berkala maupun sewaktu-waktu bila dibutuhkan oleh Direksi; 10. Memastikan bahwa Laporan Tahunan PDSI (Annual Report) telah mencantumkan penerapan GCG di lingkungan

9. Reporting his duty implementation periodically or at any time as requested by the Board of Directors; 10. Ensuring that GCG implementation in PDSI environment has been included in the Company Annual Report.

Perusahaan. Secara eksternal, tugas-tugasnya adalah sebagai berikut:

The external duties are:

1. Mewakili PDSI dalam berkomunikasi dengan pihak lain

1. Representing the Company in communicating with other

yang memiliki kepentingan terhadap PDSI;

parties that have interests with the Company;

2. Menentukan kriteria mengenai jenis dan materi informasi

2. Determining criteria for information types and materials to

yang dapat disampaikan kepada stakeholders, termasuk

be submitted to the stakeholders, including information

informasi yang dapat disampaikan sebagai public

that can be submitted as public document;

document; 3. Memberikan pelayanan kepada stakeholders atas setiap informasi relevan yang dibutuhkan;

3. Providing services to the stakeholders on any relevant information needed;

4. Merencanakan dan melaksanakan kegiatan PDSI yang

4. Planning and implementing the Company’s activities

melibatkan pihak eksternal yang bertujuan untuk

involving external parties that aims to build the Company’s

membentuk citra Perusahaan;

image;

5. Memelihara dan memutakhirkan informasi tentang

5. Maintaining and updating information about the Company

Perusahaan yang disampaikan kepada stakeholders, baik

to be submitted to the stakeholders through websites,

dalam situs, buletin, atau media informasi lainnya;

bulletins or other information media.

Laporan Kegiatan Pelaksanaan Tugas dan Tanggung Jawab

Activity and Responsibility Reports

Selama 2014, Sekretaris Perusahaan telah melaksanakan tugas

During 2014, the Corporate Secretary had conducted his duties

dan tanggung jawabnya, antara lain:

and responsibilities, such as:

1. Memastikan setiap pekerja PDSI mematuhi code of

1. Ensuring every employee of PDSI complies with the code of

conduct. 2. Mempersiapkan dokumen perjanjian (MOU, HOA, dan Kontrak) sesuai ketepatan waktu yang disepakati.

conduct. 2. Preparing agreement files (MOU, HOA, and Contract) in accordance with the agreed time.


235


3. Mengadakan program CSR untuk area lokasi pengeboran terutama untuk area yang teridentifikasi rawan gejolak

3. Conducting CSR program for drilling locations, particularly for areas identified vulnerable to social unrest.

sosial. 4. Menangani kasus pidana dan tuntutan perdata terhadap

4. Handling criminal cases and civil charges against the employee or the Company.

pekerja maupun Perusahaan. 5. Melakukan pengembangan efisiensi energi.

5. Developing energy efficiency.

6. Melakukan proyek penting lainnya

6. Conducting other milestones projects.

7. Melakukan kegiatan transfer pengetahuan

7. Knowledge sharing.

8. Memastikan ketepatan waktu penyampaian laporan

8. Ensuring the timeliness of the delivery of PDSI’s monthly reports.

bulanan PDSI. 9. Memastikan ketepatan waktu penyelenggaraan rapat BOD,

9. Ensuring the timeliness of the meeting of the Board of

BOC dan pemangku kepentingan sesuai tata waktu yang

Directors, Board of Commissioners, and stakeholders, in accordance with the agreed time.

disepakati. 10. Memastikan ketepatan waktu penyampaian laporan

10. Ensuring that the 2014 annual report is submitted and GMS is convened in a timely manner.

tahunan 2014 dan penyelenggaraan RUPS. 11. Melakukan publikasi informasi kinerja dan aktivitas PDSI dalam media internal, nasional dan internasional.

11. Conducting disclosure of information of PDSI’s performance and activites in the internal media of PDSI, as well as national and international media.

12. Menyebarluaskan informasi melalui penyelenggaraan

12. Disseminating information through exhibitions and media visits.

eksibisi dan media visit 13. Melakukan pencapaian penjualan close out temuan

13. Achieving

close-out

findings

in

management

walkthrough.

management walkthrough. 14. Menjaga dan meningkatkan citra PDSI melalui program-

14. Maintaining and improving the image of PDSI through

program CSR, hubungan masyarakat (humas) dan tata

CSR programs, public relations, and good corporate

kelola perusahaan.

governance.

Pengembangan dan Pelatihan Sekretaris Perusahaan pada

Development and Trainings of Corporate Secretary

2014 NO.

NAMA PROGRAM / PROGRAM NAME

LOKASI / LOCATION

TANGGAL / DATE

BIAYA / FEE

1

Corporate Secretary Summit 2014

Hotel Intercontinental, Mid Plaza, Jakarta

26 - 27 Februari 2014 / February 26 - 27, 2014

Rp3,000,000

2

Public Speaking Corporate PT. Pertamina (Persero) Batch 3

Hotel Kempinski, Jakarta

7 - 8 April 2014 / April 7 - 8, 2014

Free

Total

236


Rp3,000,000


UNIT SATUAN PENGAWASAN INTERN

INTERNAL AUDIT UNIT

Satuan Pengawasan Intern (SPI) merupakan organ Good

Internal Audit Unit (SPI) is an instrument of Good Corporate

Corporate Governance (GCG) yang dirancang untuk melakukan

Governance established to control and conduct supervisory

aktivitas pengawasan dan pengendalian secara independen

activites independently and objectively. Internal Audit Unit

dan objektif dalam memberikan nilai tambah bagi PDSI melalui

provides added values for PDSI through an effective and

pengelolaan operasional PDSI secara efektif dan efisien.

efficient operational management of PDSI. In addition, SPI

Selain itu, SPI juga bertugas untuk memastikan kepatuhan

is also responsible for ensuring the compliance of PDSI with

PDSI terhadap peraturan pemerintah berupa peraturan di

gevernment regulations in tax, capital market, banking, industry,

bidang perpajakan, pasar modal, perbankan, perindustrian,

and investment sectors, as well as provisions from professional

dan investasi serta ketentuan-ketentuan dari ikatan profesi

institutions such as Internal Audit Professional Standards (SPAI),

seperti Standar Profesional Audit Internal (SPAI), International

International Professional Practice Framework (IPPF) of Internal

Professional Practice Framework (IPPF) of Internal Auditing

Auditing issued by The Institute of Internal Auditors (IIA). The

yang diterbitkan oleh The Institute of Internal Auditors (IIA).

review on financial statements aims to improve the values and

Peninjauan laporan keuangan bertujuan untuk meningkatkan

performance of PDSI, namely by enhancing the effectiveness

nilai dan menyempurnakan kinerja PDSI, yaitu dengan

of risk managements, internal control, and implementation of

meningkatkan efektivitas manajemen risiko, pengendalian

GCG.

internal, dan penerapan GCG. Structure of Internal Audit Unit

Struktur Unit Satuan Pengawasan Intern

Kepala Satuan Pengawasan Intern Head of Internal Audit Unit HARRY MULIA

Ast. Manajer Perencanaan & Evaluasi / Manager Planning and Evaluation Assistant

Internal Audit Manager SENY SARASWATI

Asisten Perencanaan & Evaluasi / Planning and Evaluation Assistant

Group Auditor / Auditor Group

Komposisi Anggota Unit Satuan Pengawasan Intern

Composition of Internal Audit Unit

Personil Unit Satuan Pengawasan Intern per 31 Desember 2014

Internal Audit personnel per December 31, 2014, consisted of 7

berjumlah 7 (tujuh) orang dengan komposisi sebagai berikut:

members with the following composition:

Jabatan / Position

No.

Jumlah Personil / Total Personnel

1

Kepala Unit Satuan Pengawasan Intern / Head of Internal Audit Unit

1

2

Auditor Utama / Chief Auditor

1

3

Senior Auditor

2

4

Junior Auditor

2

5

Asisten Perencanaan dan Evaluasi / Planning and Evaluation Assistant

1


237


Visi dan Misi Unit Satuan Pengawasan Intern

Vision and Mission of Internal Audit Unit

Visi

Vision

Menjadi fungsi Satuan Pengawasan Intern yang independen

To be an independent and objective Internal Audit Unit which

dan obyektif dalam melakukan fungsi pengawasan dan

is capable of conducting internal supervisory and control

pengendalian

dan

function in a professional, clean, and trusted manner in order

terpercaya untuk membantu manajemen mewujudkan visi

to assist the management in realizing the vision of PDSI which

Perusahaan yaitu menjadi pemimpin regional dalam bisnis

is to be a leader in regional area in the fields of drilling and well

pemboran dan well services dengan standar kelas dunia.

services with world-class standard.

Misi

Missions

1. Menjadi mitra strategis Manajemen dalam memberikan

1. To be a strategic partner for the Management in providing

internal

secara

profesional,

bersih,

nilai tambah pada proses bisnis perusahaan. 2. Memberikan tingkat keyakinan yang memadai bahwa risiko-risiko utama bisnis telah dikendalikan dengan baik. 3. Memberikan tingkat keyakinan yang memadai bahwa kerangka manajemen risiko dan pengendalian internal

added values for the Company’s business process. 2. To ensure that the main business risks faced by the Company have been well-mitigated. 3. To ensure that the risk management and internal control frameworks have been well-planned and run effectively.

telah dirancang dengan baik dan berjalan secara efektif. 4. Mendorong terlaksananya praktik-praktik Good Corporate Governance yang baik di perusahaan secara menyeluruh.

4. To encourage the implementation of Good Corporate Governance practices in PDSI.

Uraian Tugas, Kewenangan, Tanggung Jawab dan Kode Etik

Duties, Authorities, Responsibilities, Code of Conduct

Unit Satuan Pengawasan Intern mengemban tugas penting,

Internal Audit Unit holds an important task which is to ensure

yaitu memastikan pengendalian internal PDSI telah berjalan

that the internal control of the PDSI has been running and

dan mengalami peningkatan dari tahun ke tahun.

improving each year. In details, the duties of SPI are as follows:

Secara rinci, tugas SPI adalah: 1. Melakukan kegiatan assurance & consulting atas proses bisnis perusahaan. 2. Melakukan evaluasi terhadap keberadaan dan efektivitas pelaksanaan pengendalian internal perusahaan secara

1. Conducting assurance and consulting activities over the company’s business process. 2. Evaluating the existence and the effectiveness of internal control of the company continuously.

berkesinambungan. 3. Melakukan fungsi pengujian terhadap hasil laporan kegiatan secara berkala.

3. Conducting periodical examination on the reporting activities.

4. Melakukan fungsi investigasi terhadap kebenaran laporan

4. Investigating the truthfulness of reports or complaints, as

atau pengaduan serta pendalaman hasil audit operasional

well as reviewing the result of operational and financial

dan financial terkait adanya hambatan, penyimpangan dan

audits in relevance to the hindrance, violation, and abuse

penyalahgunaan wewenang serta indikasi adanya fraud

of authority, as well as fraud indications through the

melalui pelaksanaan audit khusus (special audit).

execution of special audit.

5. Melakukan fungsi analisa dan evaluasi terhadap isu-isu penting dan risiko-risiko yang dihadapi perusahaan. 6. Memberikan rekomendasi untuk peningkatan kualitas manajemen Perusahaan.

5. Analyzing and evaluating important matters and risks faced by the company. 6. Providing recommendation to improve the quality of Company’s management.

7. Membuat Laporan Hasil Audit (LHA) dan laporan kegiatan

7. Drafting the Report of Audit Results (LHA) and report of

SPI yang mencakup Manajemen Risiko, Pengendalian

SPI activities, including Risk Management, Internal Control

Intern dan Tata Kelola Perusahaan secara berkala kepada

and Corporate Governance to the President Director

Direktur Utama.

periodically.

238



8. Membuat laporan kegiatan SPI yang mencakup Manajemen

8. Drafting the report of SPI activities, including Risk

Risiko, Pengendalian Intern dan Tata Kelola Perusahaan

Management, Internal Control and Corporate Governance

secara berkala kepada Komite Audit.

to the Audit Committee periodically.

9. Melakukan monitoring dan evaluasi terhadap tindak lanjut

9. Monitoring and evaluating the follow-ups of both internal and external findings.

temuan internal dan eksternal. 10. Mengelola penugasan lain yang diamanatkan oleh Direksi,

10. Managing other duties as mandated by the Board of Directors, Board of Commissioners, or Audit Committee.

Dewan Komisaris, atau Komite Audit. 11. Melakukan evalusi terhadap pembuatan dan pelaksanaan

11. Evaluating the drafting and implementation of Annual Supervision Work Plan (PKPT).

Program Kerja Pengawasan Tahunan (PKPT). 12. Melakukan koordinasi dengan Komite Audit secara berkala.

12. Coordinating with Audit Committee periodically.

13. Melakukan koordinasi dengan fungsi terkait dalam

13. Coordinating with the related function to ensure the

memfasilitasi pelaksanaan audit oleh pihak eksternal demi

smoothness of audit activities conducted by external parties

lancarnya pelaksanaan tugas serta efektivitas pengawasan

and other duty implementations, as well as interacting with

dan tindak lanjutnya, serta melakukan interaksi dengan

various government institutions and businesses related to

berbagai lembaga pemerintahan dan usaha yang terkait

the Internal Audit Unit activities in accordance with PDSI’s

dengan kegiatan Unit Audit Internal sesuai keperluan PDSI.

needs.

Satuan Pengawasan Intern diberi wewenang untuk:

Internal Audit Unit is authorized to:

1. Melakukan audit terhadap semua proses bisnis perusahaan

1. Conduct audit activities on all business processes of PDSI

untuk menguji kebenaran, kewajaran, kelengkapan,

to examine the truthfulness, fairness, comprehensiveness,

efisiensi dan efektifitas pelaksanaannya.

efficiency, and effectiveness of the implementations.

2. Memiliki akses penuh, bebas dan tidak terbatas terhadap

2. Have full, free, and infinite access to PDSI’s documents,

dokumen, pencatatan, personil, sumber daya perusahaan

notes, personnel, and resources in order to obtain data and

dalam rangka mendapatkan data dan informasi yang

information related to the audit duties.

berkaitan dengan pelaksanaan tugas audit. 3. Melakukan alokasi sumber daya, menetapkan frekuensi

3. Allocate resources, determine audit frequency, select

audit, memilih obyek audit, menetapkan ruang lingkup

audit object, determine the required scope of audit, and

audit yang diperlukan, serta menerapkan teknik-teknik

implement the relevant audit methods to achieve audit

audit yang sesuai untuk mencapai tujuan audit.

targets.

4. Memiliki akses kepada Komite Audit.

4. Have access to Audit Committee.

5. Mendapatkan kerja sama dan bantuan yang diperlukan

5. Partner with and ask for assistance from employees

dari para pekerja yang sedang diaudit dalam mendapatkan

engaged in adudit process in order to obtain adequate

bukti-bukti yang memadai serta pengungkapan fakta

proof and disclosure of facts to further achieve audit targets.

untuk mencapai tujuan audit. 6. Mendapatkan kerja sama dan bantuan layanan spesialis atau pakar yang berasal dari dalam maupun luar

6. Partner with and ask for assistance from either internal or external experts in the audited fields.

perusahaan tentang bidang yang sedang diaudit. 7. Secara proaktif menentukan kegiatan investigasi terhadap masalah

yang

dapat

menimbulkan

kerugian

bagi

7. Actively investigate problems that may cause loss for the company

perusahaan. 8. Menetapkan dan mengelola rencana anggaran biaya dan program kerja pengawasan tahunan.

8. Determine and manage budget plan and annual supervision work program.


239


Unit Satuan Pengawasan Intern memiliki beberapa tanggung

The Internal Audit Unit

has various responsibilities and

jawab dan akuntabilitas sebagai berikut:

accountabilities as follows:

1. Kepala Satuan Pengawasan Intern wajib membuat Rencana

1. Head of Internal Audit Unit is obliged to draft the Company’s

Kerja dan Anggaran Perusahaan (RKAP) pada fungsi Satuan

Work and Budget Plan on the function of Internal Audit Unit

Pengawasan Internal dan Program Kerja Pengawasan

and draft the risk-based Annual Supervision Work Program

Tahunan (PKPT) berbasis risiko yang sejalan dengan tujuan

(PKPT) which is in line with company’s objectives. Both the

perusahaan dan mendapatkan persetujuan dari Direktur

plan and program have to be approved by the President Director.

Utama. 2. Kepala Internal

Satuan Pengawasan Intern dan para Auditor bertanggung jawab

untuk merencanakan,

2. Head of Internal Audit Unit and all Internal Auditors are responsible for planning, implementing, reporting, and

memantau tindak

overseeing audit follow-up in accordance with code of

lanjut audit sesuai kode etik, norma dan standar Satuan

conduct, norm and standards on Internal Audit Unit so that

Pengawasan Internal sehingga misi Satuan Pengawasan

the missions of Internal Audit Unit can be carried out as

melaksanakan, melaporkan serta

Intern dapat berjalan sesuai dengan yang diharapkan.

expected.

3. Kepala Satuan Pengawasan Intern bertanggung jawab

3. Head of Internal Audit Unit is responsible for the Report

terhadap Laporan Hasil Audit (LHA) dan produk-produk

of Audit Results (LHA) as well as other audit results, and

audit lainnya yang disampaikan kepada Direktur Utama.

conveying them to the President Director.

4. Mengelola evaluasi mutu kegiatan pengawasan intern

4. Managing the evaluation of the quality of internal supervision activities (Quality Assurance and Improvement

(Quality Assurance and Improvement Program).

Program). 5. Kepala Satuan Pengawasan Intern dan seluruh staf dilarang

5. Head of Internal Audit Unit and all staffs are prohibited

terlibat dalam kegiatan operasional Perusahaan, Anak

to be involved in operational activities of the Company,

Perusahaan dan afiliasinya serta pihak-pihak lain di luar

Subsidiaries and Affiliation Companies, as well as other

Perusahaan yang dapat mengganggu independensi dan

external parties that may disrupt its independency and

pelaksanaan tugas.

duty implementation.

Dalam menjalankan tugasnya Auditor Internal memiliki Kode

In conducting their duties, Internal Auditors have Code of

Etik yang harus dipatuhi dan dilaksanakan yaitu:

Conduct that has to be obeyed and implemented, namely:

1. Harus berlaku jujur, obyektif, dan bijaksana dalam

1. Internal Auditor has to be honest, objective, and wise

memberikan

in implementing their duties as well as providing

melaksanakan

tugas

serta

dalam

pertanggungjawaban.

accountability.

2. Memiliki integritas dan loyalitas tinggi terhadap profesi

2. Internal Auditor has to have integrity and loyalty towards

dan perusahan serta tidak boleh secara sadar terlibat dalam

their profession and PDSI, and must not be involved in

kegiatan-kegiatan yang menyimpang atau melanggar

activities that are against the law or may result in conflict of

hukum atau yang mengakibatkan adanya conflict of interest.

interest.

3. Tidak boleh terlibat dalam tindakan atau kegiatan yang dapat mendiskreditkan profesi Internal Auditor. 4. Harus menolak bertindak atau harus menahan diri dari suatu kegiatan yang mungkin bertentangan dengan

3. Internal Auditor must not be involved in activities that may discredit the profession of Internal Auditor. 4. Internal Auditor must decline or restrain themselves from performing activities that may clash with PDSI’s interests.

kepentingan Perusahaan. 5. Harus menjauhkan diri dari segala sesuatu yang dapat

5. Internal Auditor has to avoid all activities that influence the

menyebabkan posisi dan pendapatnya menjadi tidak

independency of their position or opinions, or all conditions

independen atau dari keadaan yang akan menyebabkan

that may dampen their capabilities to perform their duties

kemampuannya untuk menyelenggarakan tugas dan

objectively.

tanggung jawab secara obyektif dapat disangsikan.

240



6. Harus berhati-hati dan cermat dalam menggunakan setiap

6. Internal Auditor must be meticulous and careful in utilizing any obtained information.

informasi yang diperoleh. Profil Kepala Satuan Pengawasan Intern Harry Mulia Tanggal Pengangkatan Date of Appointment


Dasar Hukum Pengangkatan Legal Basis of Appointment

Surat Keputusan No. Kpts P-1230/K00000/2014-S8 Decision Letter No. Kpts P-1230/K00000/2014-S8


Indonesia


Palembang, 20 Mei 1964 Palembang, May 20, 1964

Usia Age


Gelar Title

Pendidikan S1 di Fakultas Teknik Universitas Sriwijaya Palembang Jurusan Teknik Sipil pada tahun 1988 Bachelor Degree in Civil Engineering from Faculty of Engineering of Sriwijaya University, Palembang, in 1988

Riwayat Kerja / Career History Agustus 1990 - Mei 1992 August 1990 – May 1992

Trainee dalam Program Bimbingan Profesi Sarjana Teknik (BPST) Angkatan 13 di Direktorat Pengolahan RU IV Cilacap Trainee in the Bimbingan Profesi Sarjana Teknik (BPST) Program Batch 13 at Directorate of RU IV Management Cilacap

Mei 1992 - Maret 1995 May 1992 – March 1995

Ast TS Zone C/PUM RU IV Cilacap. Assistant for TS Zone C/PUM RU IV Cilacap

Maret 1995 - Agutus 1995 March 1995 – August 1995

Pws Sipil Zone E/ PUM RU-IV Cilacap. Pws Civil Zone E/ PUM RU-IV Cilacap

Agustus 1995 - Juni 1999 August 1995 – June 1999

PUT. Ren Proyek Sipil / TPT RU-VI Balongan PUT. Ren Civil Project / TPT RU-VI Balongan

Juni 1999 - Juni 2004 June 1999 – June 2004

Pws Utama Perencanaan Proyek Sipil / Engineering RU-VI Balongan Chief Pws in Civil / Engineering Project Planning RU-VI Balongan

Juli 2004 - Maret 2006 July 2004 – March 2006

Pengawas Sipil & Tim Review Engineering untuk proyek: Proyek Langit Biru Balongan (PLBB), Naptha Project Unit (NPU), Revamping RCC phase II untuk Proyek Kilang BBM Balongan Proyek. Civil Supervisor & Engineering Review Team for Langit Biru Balongan Project (PLBB), Naptha Priject Unit (NPU), Revamping RCC phase II for Balongan Fuel Refinery Project

Maret 2006 - Desember 2007 March 2006 – December 2007

Kepala Bagian Fasilitas Umum/ Jasrum RU-VI Balongan. Section Head of General Facilities / Jasrum Ru-VI Balongan

Januari 2009 - Oktober 2011 January 2009 – October 2011

Ahli Schedule Control / Engineering dan Ahli Cost & Schedule/ Engineering - Refining Project di Proyek Pengolahan di Jakarta. Control / Engineering Schedule Expert and Cost & Schedule/ Engineering – Refining Project at Management Project in Jakarta

Oktober 2011 - Juni 2012 October 2011 – June 2012

Lead Engineer Civil & Structure RFCC Project.

Juli 2012 - Desember 2012 July 2012 – December 2012

Assistant Manager Quality Assurance -Internal Audit

Januari 2013 - Juli 2013 January 2013 – July 2013

Refinery Internal Audit Manager Balikpapan

Agustus 2013 - Agustus 2014 August 2013 – August 2014

Refinery Internal Audit Manager di Jakarta

Agustus 2014 - sekarang August 2014 up to present

Kepala Satuan Pengawasan Internal PT. Pertamina Drilling Services Indonesia (PDSI). Head of Internal Supervision Unit PT Pertamina Drilling Services Indonesia (PDSI)


241


Pengangkatan

dan

Pemberhentian

Kepala

Satuan

Appointment and Dismissal of the Head of Internal Audit

Pengawasan Intern

Unit

Pengangkatan dan pemberhentian Kepala Satuan Pengawasan

The appointment and dismissal of the Head of Internal Audit

Intern dilakukan oleh PT Pertamina (Persero). Pengangkatan

Unit is conducted by PT Pertamina (Persero). The appointment

Kepala Satuan Pengawasan Intern berdasarkan pada SK

of the Head of Internal Audit Unit is based on the Decree of

Direktur Sumber Daya Manusia PT Pertamina (Persero) No.

Human Resources Director of PT Pertamina (Persero) No.

Kpts. P-1230/K00000/2014-S8 tanggal 11 Agustus 2014.

Kpts. P-1230/K00000/2014-S8 dated August 11, 2014. Head

Kepala Satuan Pengawasan Intern ditunjuk oleh Direksi selaku

of Internal Audit Unit is appointed by the Board of Directors

Chief Compliance Officer (CCO) berdasarkan TKO No. B-018/

as Chief Compliance Officer (CCO) based on TKO No. B-018/

DSI0200/2010 perihal Pengelolaan Whistleblowing System

DSI0200/2010 regarding Whistleblowing System Management

(WBS).

(WBS).

Kualifikasi dan Kualitas Auditor Internal

Qualifications and Quality of Internal Auditors

Unit Satuan Pengawasan Intern dipimpin oleh seorang Kepala

Internal Audit Unit is led by a Head of Internal Audit Unit . In

Satuan Pengawasan Intern. Dalam melaksanakan kegiatan

conducting audit activities, internal auditors are supported

audit, auditor internal didukung tenaga auditor profesional

by professional audit staff that mostly have professional

yang sebagian besar telah memiliki sertifikasi profesi, antara

certifications, such as:

lain : • •

5 (lima) orang auditor bersertifikat QIA;

•

1 (satu) orang auditor bersertifikat PIA (Profesional Internal

•

Auditor); •

Sejumlah tenaga auditor lainnya yang telah memiliki pengalaman yang cukup memadai sesuai kebutuhan dan

Five (5) auditors with QIA certificate; One (1) auditor with Professional Internal Auditor (PIA) certificate;

•

Several other auditors with adequate experience tailored to the needs and development of PDSI’s operations.

perkembangan operasional PDSI. Program pengembangan auditor internal dan sertifikasi

The development programs for internal auditors and

profesi auditor dilakukan secara berkesinambungan dan

certifications of auditor profession are conducted on an

disesuaikan dengan kebutuhan PDSI. Pengembangan SDM

ongoing basis and tailored to the needs of PDSI. Development

dalam unit ini dilakukan oleh jajaran manajemen PDSI dengan

on the Human Resources of this unit is conducted by the

mengupayakan setiap auditor memiliki sertifikasi profesi

management of PDSI by making an effort for its auditors to

auditor bertaraf nasional seperti Qualified Internal Auditor (QIA)

obtain national level audit certification, such as Qualified

maupun internasional seperti Certified Internal Auditor (CIA),

Internal Auditor (QIA), or international level certifications, such

Certified Fraud Examiner (CFE), Certified Information System

as Certified Internal Auditior (CIA), Certified Fraud Examiner

Auditor (CISA), Certified Risk Management Profesional (CRMP).

(CFE), Certified Information System Auditor (CISA), Certified Risk Management Professional (CRMP)

Selain memiliki sertifikasi profesi auditor, seluruh auditor PDSI

In addition to the certification as an auditor, all auditors of PDSI

mengikuti upskilling sebagai implementasi continuous learning

participate in the upskilling program as a implementation of

dengan mengikuti kursus, menghadiri seminar/workshop

continuous learning method by participating various courses,

terkait dengan profesinya antara lain: Risk Based Audit/RBA,

seminars, or workshops related to their profession, such as

seminar AAI , Seminar FKSPI, seminar ACFE, HSE Madatory

Risk-Based Audit (RBA), AAI, FKSPI, and ACFE Seminars, and HSE

Training,

Mandatory Training.

242



Setiap auditor internal wajib memenuhi beberapa syarat

Every Internal Auditor has to fulfill several qualification

kualifikasi yang telah ditetapkan oleh PDSI, antara lain:

requirement set by PDSI, namely:

1. Mampu bersikap independen dan seimbang.

1. Internal Auditor has to be able to act in an independent

2. Tidak secara sadar terlibat dalam tindakan/aksi/kegiatan/

2. Internal Auditor must not be involved in activities/actions/

keputusan yang dapat mendiskreditkan profesinya sebagai

decisions that can discredit their profession as an internal

auditor internal atau PDSI.

auditor of PDSI.

and fair manner.

3. Menunjukkan dedikasi dan loyalitas yang baik kepada PDSI.

3. Internal Auditor has to show dedication and good loyalty to PDSI.

4. Tidak secara sadar terlibat dalam kegiatan-kegiatan yang

4. Internal Auditor must not be involved in activities that

menyimpang atau melanggar peraturan perundang-

deviate from or violate the applicable rules and regulations.

undangan yang berlaku. 5. Tidak secara sadar terlibat dalam hal-hal yang dapat

5. Internal Auditor must not be involved in activites that

memicu konflik atau perselisihan baik internal maupun

may trigger both internal and external conflicts which,

eksternal, yang dapat mempengaruhi independensi dan

consequently,

objektivitasnya.

influence

their

independency

and

objectivity.

6. Tidak menerima bentuk gratifikasi dalam cara dan

6. Internal Auditor must not receive gratification in any kind

metode apapun dan dari pihak mana pun, yang dapat

of methods or forms, from any parties that can influence

mempengaruhi profesionalitas.

their professionalism.

7. Mengembangkan

keahlian,

7. Internal Auditor has to develop and utilize their expertise,

pengetahuan, dan pengalaman untuk mencapai hasil

dan

memanfaatkan

knowledge and experience, in order to achieve effective

pekerjaan yang efektif dan efisien.

and efficient work results.

8. Bersikap bijaksana, hati-hati, dan mematuhi peraturan confidentiality

dalam

memberi

dan/atau

8. Internal Auditor has to act wisely and carefully, as well

menerima

as obeying the confidentiality rules in disclosing and/

informasi yang terkait dengan PDSI selama masa tugas.

or obtaining information related to PDSI during their

Auditor internal dilarang untuk menggunakan informasi

employment. Internal auditors are prohibited from using

yang diklasifikasikan sebagai informasi konfidensial untuk

information classified as confidential, for their personal

kepentingan pribadi dan kelompok kepentingan tertentu

or particular group use that can cause both moral and

yang dapat menimbulkan kerugian secara moral dan

material loss.

material. 9. Tidak merahasiakan dan menutup-nutupi fakta dan

9. Internal Auditor must not conceal or cover up the facts or

temuan yang diketahui dan didapatinya, terutama hal-

findings, especially if the facts violate the law or disrupt the

hal yang melanggar hukum dan yang dapat menganggu

existence of the Company if they aren’t revealed and solved

keberlangsungan perusahaan bila tidak terungkap dan

completely.

terselesaikan dengan baik. Temuan Audit Internal

Findings of Internal Audit

Temuan Audit Internal PDSI antara lain berasal dari hasil audit

Based on the result of operational audits and investigation

operasional dan audit investigasi yang merupakan lanjutan

as the follow-up of the operational audits, PDSI’s Internal

dari hasil audit operasional, antara lain bersifat pengembalian

Audit had found several matters related to the results and in a

uang

dana

manner of repayment to the company, such as: embezzlement

perusahaan, kemahalan harga pengadaan barang/jasa, denda

of company funds, high price of goods/service procurement,

keterlambatan pengiriman material, denda keterlambatan

charge for goods/service late procurement, charge for the

kepada

perusahaan

seperti

penggelapan


243


penyelesaian pekerjaan dan kekurangan/kelebihan bayar

lateness in completing a project, and deficiency/overpayment

upah pekerja.

of employee’s honorarium.

Tahun 2014 diterbitkan 9 (sembilan) Laporan Hasil Audit (LHA),

In 2014, 9 (nine) Reports of Audit Result (LHA) are submitted

dengan rincian: 2 (dua) audit carry over dari tahun 2013, 6

with the following description: 2 (two) carry-over audit from

(enam) audit berdasarkan PKPT dari tahun 2014, dan 1 (satu)

2013 and 6 (six) audit based on PKPT in 2014. In addition, 1 (one)

audit dilakukan bekerja sama dengan Fungsi Investigasi PT

audit is performed in cooperation with Investigation Function

Pertamina (Persero) terhadap masukan dari Whistleblowing

fo PT Pertamina (Persero) on inputs from Whistleblowing

System (WBS) PDSI.

System (WBS) of PDSI.

Temuan hasil audit SPI PDSI selama periode Januari hingga

SPI audit findings of PDSI during January up to December

Desember 2014 di antaranya adalah mengenai Evaluasi PO

2014 consist of PO Evaluation 03/C.11.012 amounting to

03/C. 11. 012 senilai USD 44,616, Backlog Open Invoice/risiko

44.616 USD, Backlog Open Invoice/PPN risks that cannot be

PPN tidak dapat direstitusi dan terkait pengenaan denda

restituted and fines imposition amounting to Rp226,734,634

sebesar Rp226.734.634 dan Rp358.311.667. Adapun temuan

and Rp358,311,667 respectively. The audit findings have been

hasil audit SPI PDSI selama periode Januari hingga Desember

followed up with values amounting to Rp7,213,582,789 and

2014 telah ditindaklanjuti senilai Rp7.213.582.789 dan USD

666,116 USD (81%) from Rp11,782,881,008 and 666,116 USD.

666,116 (81%) dari Rp11.782.881.008 dan USD 666,116.

SISTEM PENGENDALIAN INTERNAL

INTERNAL CONTROL SYSTEM

Sistem Pengendalian Internal merupakan bagian dari proses

The Internal Control System is a part of an integrated business

bisnis yang terintegrasi antara kegiatan dan peraturan

system between activities and regulations as a step to

sebagai langkah untuk mencapai tujuan PDSI. Melalui sistem

achieve PDSI’s goals. Through this system, business activities

pengendalian internal diharapkan kegiatan bisnis Perusahaan

of the Company will run effectively and efficiently, creating

berjalan efektif dan efisien, tercipta stabilitas keuangan

and maintaining financial stability of the Company. The

Perusahaan. Impelementasi sistem pengendalian intern PDSI

implementation of internal control system reflects that PDSI

telah mencerminkan bahwa PDSI memiliki catatan keuangan

documents its financial and business operational reports

dan operasional bisnis yang sesuai dengan anggaran dasar dan

and are in line with the Articles of Association and prevailing

ketentuan yang berlaku.

regulations.

Sebagaimana ditetapkan dalam Pasal 26 Peraturan Menteri

Pursuant to the Article 26 of the Minister of State-Owned

Negara Badan Usaha Milik Negara Nomor PER-01/MBU/2011

Enterprise Number PER-01/MBU/2011, replacing the Decree

sebagai pengganti Keputusan Menteri Badan Usaha Milik

of the Minster of State-Owned Enterprise Number KEP-

Negara Nomor KEP-117/M-MBU/2002 tentang Penerapan

117/M-MBU/2002 on the Implementation of Good Corporate

Tata Kelola PDSI Yang Baik (Good Corporate Governance).

Governance on State-Owned Enterprises, Internal Audit always

Pada Badan Usaha Milik Negara, Internal Audit terus

strives to improve Internal Control System using an approach

berupaya mengembangkan Sistem Pengendalian Internal

of developing COSO (Committee of Sponsoring Organization

dengan menggunakan pendekatan pengembangan Sistem

of the Treadway Commissions). This is carried out in order to

Pengendalian Internal COSO (Committee of Sponsoring

secure the assets and preserve the financial stability of PDSI.

Organizations

of

The

Treadway

Commissions)

untuk

mengamankan aset dan menjaga kesehatan keuangan PDSI.

244



Sistem Pengendalian Internal mencakup:

The Internal Control System includes:

1. Lingkungan pengendalian internal dalam PDSI yang displin

1. Disciplined and structured internal control environment within PDSI;

dan terstruktur; 2. Pengkajian dan pengelolaan risiko usaha;

2. Business risk review and management;

3. Aktivitas pengendalian;

3. Controlling activities;

4. Sistem informasi dan komunikasi; dan

4. Communication and information system; and,

5. Monitoring, yang dalam implementasi secara operasional

5. Monitoring, which is further implemented through various

dijabarkan lebih lanjut ke dalam berbagai kebijakan berupa

activities, in the form of guidelines, operational directions,

pedoman, petunjuk operasional, maupun instruksi kerja.

and work instructions.

Evaluasi Terhadap Efektivitas Sistem Pengendalian Internal

Evaluation on the Effectiveness of Internal Control System

Pelaksanaan sistem pengendalian internal perlu dievaluasi,

The implementation of the internal control system needs to

sehingga PDSI membentuk Unit Satuan Pengawasan Intern,

be evaluated; therefore, PDSI establishes Internal Supervision

yang bertanggung jawab langsung kepada Direktur Utama.

Unit that reports directly to the President Director.

Pembentukan unit Satuan Pengawasan Intern diatur dalam

establishment of Internal Audit is stipulated under the Article

Pasal 28 ayat 1 dan 2 Peraturan Menteri Negara Badan Usaha

28, paragraph 1 and 2 of the Regulation of State Minister of

Milik Negara Nomor PER-01/MBU/2011 tentang Penerapan

State-Owned Enterprises Number PER-01/MBU/2011 on the

Tata Kelola PDSI yang baik pada Badan Usaha Milik Negara

Implementation of Good Corporate Governance, which states:

The

yang menyatakan: 1. Direksi wajib menyelenggarakan pengawasan internal.

1. The Board of Directors must organize an internal control.

2. Pengawasan internal sebagaimana dimaksud pada ayat (1)

2. The internal control as stated in paragraph (1) is performed by:

dilakukan dengan:

Membentuk Satuan Pengawasan Intern; dan Membuat

Establishing an Internal Audit; and Drafting Audit Charter.

Audit Charter. Hasil evaluasi atas pelaksanaan sistem pengendalian internal

The result of the evaluation on the internal control system

menjadi tumpuan manajemen untuk menilai efektivitas

implementation becomes the foundation of the management

sistem pengendalian internal, dan menentukan langkah

to assess the effectiveness of internal control system, as well

perbaikan dan penyempurnaan sistem maupun kebijakan

as determining the corrective measures and improvement of

yang memungkinkan Manajemen dapat secara lebih efektif

systems or policies that enable management to carry out the

menjalankan kegiatan operasional PDSI.

operational activities of PDSI more effectively.

Sepanjang tahun 2014, PDSI menemukan adanya beberapa

In the course of 2014, PDSI found several frauds conducted by

penyimpangan yang bersifat kecurangan (fraud) yang

a supporting service employee (TKJP) who is also an employee

dilakukan oleh oknum tenaga kerja jasa penunjang/TKJP juga

of PDSI, abuse of advance payment for work by an organic

merupakan salah satu anggota PDSI dan penyalahgunaan uang

employee, and forgery of PDSI’s document by a supporting

muka kerja/UMK oleh pekerja organik, pemalsuan dokumen

service employee. For those violations, heavy sanctions had

perusahaan oleh oknum tenaga kerja

jasa penunjang/

been imposed upon the violators. The sanctions were in

TKJP. Atas penyimpangan-penyimpangan yang terjadi telah

the form of warnings, returning the TKJP to labor supplier

dikenakan sanksi yang keras berupa peringatan, pengembalian

company, and withdrawing the money that had been abused

TKJP kepada perusahaan penyedia tenaga kerja, penarikan

back to PDSI.

kembali ke perusahaan uang yang disalahgunakan.


245


AKUNTAN PUBLIK PDSI

PUBLIC ACCOUNTANT

Penunjukkan KAP dilaksanakan melalui Akte Berita Acara Rapat

Public Accountant appointment is through the Decree of

Umum Pemegang Saham Tahunan Tahun Buku 2013 PDSI No.

Minutes of Meeting of AGMS Year 2013 of PDSI No.13 dated 12

13 tanggal 12 Maret 2014, Agenda rapat 5 perihal penunjukan

March 2014, Meeting agenda 5 regarding Public Accountant

KAP sebagai Auditor Laporan Keuangan Tahun Buku 2014.

appointment as financial statements auditor for the fiscal year 2014.

Keputusan yang Diambil

Decisions Taken

1. Memberikan kewenangan kepada Dewan Komisaris PDSI

1. Providing authorities to the Board of Commissioners in

dalam penunjukan Kantor Akuntan Publik (KAP) sebagai

the appointment of Public Accountant Firm (KAP) as an

auditor independen untuk melakukan audit atas laporan

independent auditor to audit the financial satements of

keuangan PDSI periode 1 (satu) Januari sampai dengan 31

PDSI, for the period of January 1 to December 31, 2014.

Desember 2014. 2. Auditor Independen yang ditunjuk PDSI pada butir 1 (satu)

2. The independent auditor appointed by PDSI in paragraph

adalah sama dengan auditor independen yang ditunjuk

one (1) is the same as the independent auditors appointed

oleh PT Pertamina (Persero).

by PT Pertamina (persero).

3. Kontrak jasa audit atas laporan Keuangan PDSI tahun buku

3. Audit service contract on the financial statement of PDSI

2014 dilakukan oleh KAP Tanudiredja, Wibisana & Rekan

for fiscal year 2014 was conducted by Tanudireja, Wibisana

(Price waterhouse Cooper) dan pelaksanaannya dikoordinir

& Partners, with implementation coordinated by PT

oleh PT Pertamina (Persero).

Pertamina (persero).

Audit terhadap laporan keuangan PDSI tahun buku 2014

Audit of PDSI’s financial statements for the fiscal year 2014 was

merupakan yang keempat kali dilakukan oleh Akuntan Publik

the fourth audit performed by Public Accountant Tanudiredja,

Tanudiredja, Wibisana & Rekan (PriceWaterhouse Cooper),

Wibisana & Partners (PriceWaterhouse Cooper) in limited

dengan lingkup kerja limited review, interim audit dan year

review, interim audit and year-end audit. The Public Accountant

end audit. Akuntan Publik tidak menyediakan jasa lain selain

did not render any services other than the scope of services

lingkup kerja yang telah disebutkan.

previously mentioned.

Adapun biaya jasa / fee Akuntan Publik adalah sebesar

The fee of Accountant Public was Rp800,000,000 (eight

Rp800.000.000 (delapan ratus juta rupiah) tidak termasuk PPN

hundred million rupiah), excluding 10% VAT. It consisted of

10% yang terdiri dari jasa audit laporan keuangan tahunan.

financial statement audit service.

Berikut adalah individu-individu yang melakukan jasa audit

The following table shows individuals that performed audit

pada 2014:

service in 2014:

Nama / Name

Jabatan / Position

Nomor Registrasi / Registration Number

Total Periode penugasan di PDSI / Service Period at PDSI

Yusron Fauzan

Partner

AP.0243

1 tahun / 1 year

Christina Widjaya

Director

AP.1.760

1 tahun / 1 year

Hidayat Dwiputro

Senior Manager

--

3 tahun / 3 year

Johan Nugraha

Senior Associate

--

2 tahun / 2 years

Sandy Widjaya

Senior Associate

--

2 tahun / 2 years

Febrian Ilham

Associate

--

2 tahun / 2 years

Gabriella Tiurma

Associate

--

1 tahun / 1 year

Ipanto Sihaloho

Associate

--

1 tahun / 1 year

246



SUPPLY CHAIN MANAGEMENT

SUPPLY CHAIN MANAGEMENT



Supply Chain Management mempunyai tugas dan tanggung

Supply Chain Management has duties and responsibilities,

jawab antara lain, Perencanaan, Pengembangan & Strategi

among others, in Planning, Development, and Strategy

Pengelolaan Pengadaan Barang dan Jasa, Pengelolaan

Management of Goods and Service Provision, Supply

Persediaan, Pengelolaan Warehouse, Distribusi dan Transportasi.

Management, Warehose Management, Distribution, and Transportation.

Prosedur dan Tata Cara Pengadaan Barang dan Jasa &

Procedures of Procurement of Goods, Service, and Logistics

Kelogistikan Prosedur dan tata cara pengadaan barang dalam lingkungan

The procedures of goods procurement within the Company

Perusahaan diselenggarakan oleh Fungsi Supply Chain

is performed by Supply Chain Management Function. This

Management. Fungsi ini secara khusus bertugas untuk

function is responsible for fulfilling all operational needs of

memenuhi segala kebutuhan operasional PDSI. Fungsi Supply

PDSI. Supply Chain Management Function is a working unit of

Chain Management menjadi satuan kerja Perusahaan yang

the Company that has authorities to implement procurement

memiliki otoritas dalam pelaksanaan proses pengadaan

process and appoint the supplier of Goods/Service (PBJ) for the

serta pemilihan penyedia Barang/Jasa (PBJ) dalam rangka

purpose of meeting the needs of good and service required by

memenuhi kebutuhan barang dan jasa yang diajukan oleh

the Company’s Internal Functions, such as Operational, K3LL

Fungsi Internal Perusahaan seperti Operasi, QHSSE, ICT, Human

Security and Quality, ICT, HSE, Human Capital, and others.

Resources dan lainnya. senantiasa

Supply Chain Management Function consistently conducts the

menyelenggarakan proses pengadaan barang dan jasa secara

process of goods and service procurement in a quick, flexible,

cepat, fleksibel, efektif dan efisien guna meraih momentum

effective, and efficient manner, in order to reach the Company’s

bisnis Perusahaan. Dalam prosesnya, fungsi supply chain

good business momentum. In the proses, supply chain function

mengacu pada Buku Manajemen Pengadaan Barang Jasa

refers to the Goods and Service Procurement Management

yang berisi prosedur dan tata cara Pengadaan Barang dan

Book which describes the procedures of goods and service

Jasa. Buku tersebut selaras dengan prinsip-prinsip tata kelola

procurement. The book is in line with good corporate

perusahaan yang baik, sinergi Pertamina Incorporated, dan

governance principles, synergy of Pertamina Incorporated

sinergi BUMN. Fungsi Supply Chain Management juga bertugas

and synergy of SOE. The Supply Chain Management Function

untuk mengelola kegiatan kelogistikan antara lain: mengelola

is also responsible for the management of logistics activities,

material persediaan, penerimaan barang, warehouse, distribusi

among others: managing supply materials, goods acceptance,

dan transportasi.

warehouse, distribution and transportation.

Prinsip, Etika dan Kebijakan Pengadaan Barang dan Jasa

Principles, Ethics, and Policies in Goods and Service

Fungsi

Supply

Chain

Management

Procurement Prosedur pengadaan barang dan jasa yang diselenggarakan

The procedure for the procurement of goods and service was

PDSI diilakukan dengan mengedepankan prinsip nilai-nilai dan

performed by upholding PDSI’s basic principles and work

etika kerja yang sejalan dengan visi dan misi PDSI, meliputi

ethics in line with its vision and mission. The principles include:

prinsip-prinsip efektivitas, efisiensi, daya saing, transparansi,

effectiveness,

keadilan, akuntabilitas, kehati-hatian, kemandirian, integritas,

fairness, accountability, carefulness, independency, integrity,

dan memiliki wawasan HSE.

and having HSE knowledge.

efficiency,

competitiveness,

transparency,


247


PDSI senantiasa menekankan etika kerja dalam prosedur dan

PDSI always emphasizes work ethics in the procurement of

pengadaan barang dan jasa yang menjunjung tinggi prinsip

goods and service which upholds the principles of honesty,

kejujuran, kemandirian, dan kerahasiaan. PDSI juga berupaya

independency, and confidentiality. The Company also strives

untuk mencegah terjadinya benturan kepentingan antara

to prevent conflicts of interest among parties, directly or

pihak-pihak yang terlibat langsung maupun tidak langsung

indirectly, involved in the goods and service procurement

dalam proses pengadaan barang dan jasa sesuai dengan

process by Good Corporate Governance principles of PDSI.

prinsip Good Corporate Governance (GCG) yang dianut PDSI. Sertifikasi, Prakualifikasi dan Penggolongan Penyedia

Certification, Pre-Qualification, and Classification of Goods

Barang dan Jasa

and Service Providers

PDSI membentuk panitia internal guna melakukan sertifikasi

PDSI formed an internal committee in order to conduct

penyedia barang dan jasa berdasarkan Surat Perintah yang

certification on the supply chains based on Order Letter

disetujui oleh manajemen, di mana anggotanya terdiri dari

approved by the management, which consists of:

wakil: •

Fungsi Supply Chain Management

•

Supply Chain Management Function

•

Fungsi Legal

•

Legal Function

•

Fungsi Keuangan

•

Financial Function

•

Fungsi QHSSE

•

QHSSE Function

•

Fungsi Pengguna

•

Users Function

Proses prakualifikasi penyediaan barang dan jasa dilakukan

The pre-qualification process of goods and service procurement

dengan mengevaluasi dan memverifikasi dokumen beserta

was conducted by evaluating and verified documents and

persyaratan proses sertifikasi. Proses ini dilakukan guna

certification requirements. This process was aimed to obtain a

mendapatkan calon penyedia barang dan jasa yang profesional

potential professional goods and service supplier to be enlisted

untuk dituangkan dalam Daftar Rekanan Mampu (DRM).

in the Capable Partner List (DRM)

PRAKUALIFIKASI SKT DAN CSMS PENYEDIA BARANG/JASA

PREQUALIFICATION OF SKT AND CSMS GOODS/SERVICE

PDSI

PROCUREMENT OF PDSI

I. LATAR BELAKANG :

I. BASES:

•

Program Kerja SCM tahun 2014 Penerbitan SKT

•

SCM Work Program year 2014 SKT Publication

•

Surat Perintah No. Print-004/DSI0000/2014-S0 Tentang

•

Warrant No. Print-004/DSI0000/2014-S0 regarding

•

Tim Prakualifikasi dan Sertifikasi bagi penyedia Barang/

Prequalification and Certification Team for Goods/

Jasa PDSI

Service Procurement at PDSI

Pengumuman No. 001/Vendor PDSI/II/2014 tentang

•

Prakualifikasi dan Sertifikasi bagi penyedia Barang/Jasa di lingkungan PDSI •

•

Pengumuman Perpanjangan No. 001/Vendor PDSI/

Procurement at PDSI •

Extension Announcement No.001/VendorPDSI/II/2014

II/2014 tentang Prakualifikasi dan Sertifikasi bagi

regarding Prequalification and Certification for Goods/

penyedia Barang/Jasa di lingkungan PDSI

Service Procurement at PDSI

Pembagian Surat Keterangan Terdaftar (SKT) dan Contractor Safety Management System (CSMS) ke para penyedia Barang/Jasa di lingkungan PDSI

248

Announcement No. 001/VendorPDSI/II/2014 regarding Prequalification and Certification for Goods/Service


•

SKT and Contractor Safety Management System (CSMS) to goods/service procurement at PDSI


II. PELAKSANAAN

II. IMPLEMENTATION

Dalam kegiatan prakualifikasi SKT dan CSMS ini tahapan yang

Prequalification stages of SKT and CSMS:

dilakukan adalah : 1. Prakualifikasi dokumen SKT & CSMS

1. Prequalification of SKT & CSMS documents

Prakualifiaksi dokumen SKT dan CSMS dilakukan sejak

Prequalification of SKT & CSMS documents was conducted

bulan Maret - September 2014 dengan beberapa kegiatan

from March to September 2014 with the following

di antaranya:

activities:

a. Untuk meningkatkan pengetahuan teknis prakualifikasi

a. Enriched technical knowledge of CSMS prequalification

CSMS dilakukan Upskilling oleh Manager HSE PT.

by Upskilling conducted by HSE Manager of PT

Pertamina (Persero). b. Melakukan

Pertamina (Persero).

prakualifikasi

dokumen

kelengkapan

b. Conducted

prequalification

of

administration

administrasi SKT & CSMS para calon ataupun sebagai

supporting documents of SKT & CSMS of the candidates

update data penyedia barang/jasa.

or as data update for goods/service procurement.

c. Melakukan

keaslian

c. Clarified the completeness and originality of SKT &

dokumen administrasi SKT & CSMS dengan cara site

klarifikasi

kelengkapan

dan

CSMS administration documents by site visit to the

visit ke kantor calon penyedia barang/jasa

office of goods/service provider candidate.

d. Penerbitan Sertifikat SKT dan CSMS bagi penyedia

d. Published SKT and CSMS Certificate for qualified goods/

barang/jasa yang memenuhi kriteria. •

service provider.

Surat Keterangan Terdaftar (SKT) NO.

AREA

VENDOR

JUMLAH PENDAFTAR / TOTAL REGISTERED PARTICIPANT

JASA / SERVICE

BARANG / MATERIAL

Total SKT Terbit

1

Kantor Pusat / Head Office

146

81

55

136

2

Area Jawa

25

9

11

20

3

Area Sumbagteng

26

11

9

20

4

Area Sumbagsel

13

3

7

10

5

Area NAD-Sumbagut

18

7

8

15

Jumlah / Total

228

111

90

201

• Contractor Safety Management System (CSMS)

• Contractor Safety Management System (CSMS)

Jumlah Pendaftar / Total Registered Participant

Jumlah Sertifikat CSMS Terbit / Total Issued CSMS Certificate

81

74


249


Diagram Alir TKO Pengadaan Barang/Jasa

Chart of Goods/Service Procurement

A. Persiapan Pengadaan Barang/Jasa

A. Preparation of Goods/Service Procurement

NO.

PROSEDUR / PROCEDURE

1

Mengirimkan permintaan pengadaan barang/ jasa kepada Fungsi Pengadaan yang berisi uraian kebutuhan barang/jasa dengan dilampiri dokumen pendukung lainnya sesuai kebutuhan (print-out PR, OE/HPS, dan Justifikasi bila diperlukan).

FUNGSI PENGGUNA / USER FUNCTION

FUNGSI PENGADAAN / PROCUREMENT FUNCTION

1

Delivering demand on goods/service procurement to procurement function containing description on goods/service necessities by enclosing supporting documents (print-out PR, OE/HPS/and Justification, if necessary). 2

Menentukan metode pemilihan penyedia barang/ jasa dan menyiapkan draft dokumen pengadaan yang terdiri dari RKS dengan dilampiri KAK (khusus untuk jasa) atau detail spesifikasi teknis (khusus untuk barang) dan draft / konsep kontrak. Sedangkan OE/HPS tetap disimpan dan bersifat rahasia dan baru bisa dibuka pada saat evaluasi harga penawaran dan tetap bersifat rahasia bagi semua peserta pengadaan barang/jasa.

2

Determining selection method of goods/service provider and preparing procurement document draft consisting of RKS enclosed with KAK (only for service) or technical specification detail (only for goods) and contract draft/concept. As for OE/ HPS, it is kept and is confidential and can only be opened during evaluation on offering price and remains confidential for all participants of goods/ service procurement 3

Melakukan pembahasan dan menyiapkan final dokumen pengadaan yang meliputi RKS, KAK, draft/konsep kontrak dan draft pengumuman (bila akan dilakukan melalui pelelangan), dalam hal pengadaan dilakukan secara join procurement maka fungsi pengguna bisa terdiri dari beberapa fungsi. Discussing and preparing final procurement document comprising RKS, KAK, contract draft/ concept and announcement draft (if by auction), if procurement by joint procurement, user function can consist of several functions.

250


3

PANITIA PENGADAAN / PROCUREMENT COMMITTEE

FUNGSI HUKUM / FUNGSI TERKAIT LAINNYA / LAW FUNCTION/OTHER RELATED FUNCTION


B. Pelelangan / Pemilihan Langsung / Penunjukan Langsung NO.

1


PANITIA SERTIFIKASI / CERTIFICATION COMMITTEE

FUNGSI/ PANITIA PENGADAAN / PROCUREMENT FUNCTION/ COMMITTEE

Pengumuman / Pengundangan Mengumumkan pekerjaan / mengundang penyedia barang/jasa Announcement/Invitation Announcing job/inviting goods/service provider

2

Sertifikasi & Prakualifikasi Certification & Prequalification

a

Menyiapkan persyaratan dokumen yang diperlukan dan melakukan pendaftaran Preparing document requirements needed and registering

b

Melakukan evaluasi dan verifikasi terhadap dokumen persyaratan sertifikasi dan prakualifikasi Evaluating and verifying documents required for certification and prequalification

c

Mengembalikan berkas kepada Penyedia Barang/Jasa (SKT dan Non-SKT) yang dinyatakan tidak lulus sertifikasi dan/atau prakualifikasi Returning documents to goods/service provider (SKT and Non-SKT) that do not pass certification and/or prequalification

d

B. Auction/Direct Selection/Direct Appointment MDM

PEJABAT BERWENANG / AUTHORIZED OFFICIAL

PENYEDIA BARANG/JASA / GOODS/ SERVICE PROVIDE

1

2.a 2.b

2.b lulus?

2.c.1

2.c.2

Bagi penyedia barang/jasa yang dinyatakan lulus : For goods/service provider that passes: 1) Mengirimkan data kepada Fungsi MDM dan permintaan untuk ‘create vendor’ 2) Melakukan ‘create vendor’ & menginformasikan kepada Panitia Sertifikasi 3) Panitia Sertifikasi mengaktivasi status penyedia barang/jasa dalam Pertamina e-Procurement, dimana terkirim pemberitahuan secara otomatis melalui e-mail kepada penyedia barang/jasa yang di aktivasi 4) Penyedia barang/jasa dapat melakukan print-out SKT setelah log in di Pertamina e-Procurement 1) Delivering data to MDM function and demand to create vendor 2) Creating vendor and informing it to certification committee 3) Certification committee activating the status of goods/service provided in Pertamina e-Procurement, in which automatic notice is sent through email to goods/service provider 4) Goods/service provider can print-out SKT after logging in to Pertamina e-Procurement

3

Undangan dan Pengambilan Dokumen Invitation and Document Collection

a

Membuat bidder list dari MySAP dan mengundang penyedia barang/jasa yang lulus untuk mengambil dokumen pengadaan Making bidder list from MySAP and inviting goods/ service provider that passes to collect procurement document

b

Mengambil dokumen pengadaan Collecting procurement document

4

Pemberian Penjelasan Memberikan penjelasan mengenai dokumen pengadaan di tempat dan pada waktu yang ditentukan, dengan mengundang para calon penyedia barang/jasa Explanation Explaining about procurement document in agreed place and time by inviting goods/service provider candidate

2.d.1

2.d.2

2.d.3

2.d.4

3.a 3.b

4


251


TKO Flowchart of Goods/Service Procurement FUNGSI/ PANITIA

NO.

5

6

7

8

9

10

11

12


PANITIA SERTIFIKASI / A. CERTIFICATION COMMITTEE

PEJABAT

PENGADAAN / Goods/Service Procurement Preparation BERWENANG / PROCUREMENT FUNCTION/ COMMITTEE

AUTHORIZED OFFICIAL

Penyampaian Dokumen Penawaran Menyusun dokumen penawaran dan memasukkan dokumen tersebut kepada Fungsi/Panitia Pengadaan Offering Document Submission Preparing offering document and submitting it to Procurement Function/Committee

5

Pembukaan Dokumen Penawaran Membuka dokumen penawaran dengan dihadiri oleh penyedia barang/jasa dan menandatangani Berita Acara pembukaan penawaran Offering Document Opening Opening offering document attended by goods/service provider and signing offering opening agenda

6

Evaluasi Penawaran Mengevaluasi dokumen penawaran dan hasilnya dituangkan dalam berita acara evaluasi penawaran Offering Evaluation Evaluating offering document and the results are written in offering evaluation agenda

7

Negosiasi Harga Penawaran Melakukan negosiasi kepada calon penyedia barang/jasa dan hasilnya dituangkan dalam berita acara negosiasi Offering Price Negotiation Negotiating with goods/service provider candidate and the results are written in negotiation agenda Penetapan Calon Pemenang Menetapkan calon pemenang melalui pembuatan berita acara hasil pelelangan dan mengusulkannya kepada pejabat yang berwenang Winner Candidate Determination Determining winner candidate through the making of auction agenda and suggesting it to the authorized official

9

Keputusan Penetapan Pemenang Memutuskan calon pemenang Decision on Winner Deciding winner candidate Pengumuman Pemenang Pelelangan Mengumumkan pemenang pelelangan Auction Winner Announcement Announcing auction winner

10

11

Sanggahan Peserta Pelelangan Peserta pengadaan yang berkeberatan atas putusan penetapan pemenang diberikan kesempatan untuk mengajukan sanggahan Auction Participant Refutation Procurement participant who objects the decision on winner is given opportunity to refute

12

Penunjukan Pemenang Winner Appointment

a

Membuat Surat Penunjukan Pemenang Lelang Umum Making Public Auction Winner Appointment Letter

13.a

b

Menandatangani Surat Penunjukan Pemenang Signing the letter

13.b


6

8

13

252

MDM

PENYEDIA BARANG/JASA / GOODS/ SERVICE PROVIDE


Sistem Pengadaan Barang dan Jasa

Goods and Service Procurement System

Tahapan-tahapan yang dilakukan dalam proses pengadaan

Phases conducted in the process of goods and service

barang dan jasa PDSI tercermin dalam bagan berikut:

procurement are illustrated as follows:

Perencanaan

RKAP

Planning

Membuat Rencana Pengadaan (Proses RKAP) Preparing procurement plan (CWBP process)

Pemilihan Barang dan Jasa

Persiapan

Preparation

Goods and Service Selection

TOR/KAK OE/HPS Syarat Prakualifikasi TOR/KAK OE/HPS Prequalification Requirements

Mengelola Suplier (SRM) Supplier Management

Mengumumkan/ mengundang Annoucing/inviting

Sertifikasi & Prakualifikasi Certification & prequalification

Dokumen Pengadaan/ RKS Procurement Document/RKS

Strategi & Metode Pemilihan Penyedia Barang/jasa Goods/service provider selection method & strategy

Evaluasi Penawaran & Negoisasi Evaluation on offering & negotiation

Menetapkan Pemenang Deciding winner

Proses kontrak Contract process

PDSI melaksanakan pengadaan barang dan jasa yang

PDSI conducted a competitive and transparent goods and

diselenggarakan secara kompetitif dan terbuka dengan

service procurement by involving potenstial suppliers that

mengikutsertakan calon penyedia barang dan jasa yang

meet the requirements based on their ability and performance

memenuhi syarat berdasarkan kemampuan dan kinerja yang

that was in conform to the competencies needed. PDSI’s

sesuai dengan kompetensi yang dibutuhkan. Metode yang

applied methods is explained in the table below:

dilakukan PDSI dapat dijelaskan melalui tabel berikut: Metode / Method

Batasan Nilai / Limitation

Pelaksana / Executor

Pelelangan / Auction Pemilihan Langsung / Direct Selection

Tidak Ada Batasan Nilai /

Fungsi Pengadaan /

No Limitation

Procurement Function

Penunjukkan Langsung / Direct Appointment Pembelian Langsung / Cash & Carry

s.d. Rp50 juta / up to Rp50 million


253


Pelaksanaan Tugas Divisi Supply Chain Tahun 2014

Supply Chain Division Duty Implementation in 2014

PDSI melalui Fungsi Supply Chain Management telah memenuhi

Through the Supply Chain Management Function, PDSI has

kebutuhan internal terkait pengadaan barang dan jasa. Selama

fulfilled the internal needs related to the goods and service

2014, Pengadaan Barang dan Jasa yang diproses sebagai

procurement. In 2014, the processed Goods and Service

berikut:

Procurement was as follows:

Rekapitulasi Pengadaan Material Tahun 2014

Material Procurement Summary in 2014 IDR

Bulan / Month

No

Jumlah Proses / Total Process 3.291

TOTAL

USD Value

Jumlah Proses / Total Process

Value

226.039.616.230

310

117.735.258

Rekapitulasi Pengadaan Jasa Tahun 2014 IDR

Bulan / Month

No

Service Procurement Summary in 2014

Jumlah Proses / Total Process 3.397

TOTAL

USD Value

Jumlah Proses / Total Process

Value

816.992.573.744

253

49.415.976

Material Persediaan yang dikelola per Desember 2014 : Area

Mateial in Inventory managed per Desember 2014 : Quantity

PDSI-Kantor Pusat / Headquarters

Value

18.901

16.101.676.580,00

PDSI-Area Jawa / Java

295.256

121.988.245.693,00

PDSI-Area Sumbagsel

65.417

53.837.262.119,00

PDSI-Area Sumbagteng

54.748

19.186.977.839,00

PDSI-Area NAD-Sumbagut

23.125

12.640.722.193,00

457.446

223.754.884.424

TOTAL

MANAJEMEN PENGENDALIAN RISIKO PERUSAHAAN

RISK MANAGEMENT OF PDSI

Komitmen Manajemen PDSI

Commitment of PDSI’s Management

PDSI menyadari bahwa dalam upaya pencapaian tujuan,

PDSI realizes that in an effort to achieve goal, uncertainty factors

faktor ketidakpastian dapat memberikan dampak baik positif

may result in positive or negative impacts, which respectively

yaitu berupa peluang maupun negatif berupa ancaman, oleh

are opportunities and threats. Therefore, PDSI is committed to

karenanya PDSI berkomitmen untuk mengelola risiko dengan

managing risks effectively and efficiently. The Company adopts

efektif dan efisien. PDSI mengadopsi prinsip dan kerangka

the principles and frameworks of risk management based

kerja pengelolaan risiko berbasis ISO 31000 yang mencakup

on ISO 31000 that covers 11 principles of risk management,

11 prinsip manajemen risiko, 5 elemen kerangka kerja, serta 7

5 elements of framework, and 7 stages of risk management

tahap proses pengelolaan risiko.

process.

254



Untuk memperkuat komitmen Manajemen terhadap hal

To emphasize the commitment of the Management on

tersebut,

Surat

such matter, PDSI’s Management has issued Decision Letter

Keputusan Komite Manajemen Risiko, Surat Keputusan

Manajemen

PDSI

telah

mengeluarkan

of the Risk Management Committee and Decision Letter

Unit Kerja Manajemen Risiko, serta menyetujui Kebijakan

of Risk Management Working Unit, and approved the Risk

Manajemen Risiko.

Management Policies.

Kebijakan Manajemen Risiko

Risk Management Policy

Berdasarkan pada tata nilai, strategi perusahaan, sasaran

Based on the values, company’s strategies, strategic targets,

strategis serta prinsip-prinsip tata kelola korporasi yang

and principles of corporate governance under PERTAMINA

termaktub dalam PIAGAM PERTAMINA, maka Direksi atas nama

CHARTER, the Board of Directors, on behalf of all management

seluruh jajaran PDSI menetapkan Kebijakan Manajemen Risiko

of PDSI, establishes Risk Management Policies based on

berbasis integrasi korporasi (Enterprise-Wide Risk Management)

corporation integration (Enterprise-Wide Risk Management)

dan ISO 31000 di perusahaan dan anak perusahaan di

and ISO 31000 in the company and subsidiaries in PDSI’s

lingkungan PDSI yang tertuang dalam Pakta Manajemen

environment as stipulated in the Risk Management Pact of the

Risiko Perusahaan. Di dalamnya mencakup prinsip-prinsip

Company. The pact consists of risk management principles as

manajemen risiko sebagai berikut:

follows:

1. Bahwa manajemen risiko merupakan salah satu perangkat

1. That risk management is one of the important tools in

penting untuk meningkatkan dan melindungi nilai

improving and protecting the values of the Company

Perusahaan serta meningkatkan daya saing Perusahaan

as well as increasing its competitive power to become a

untuk menjadi perusahaan kelas dunia.

world-class company.

2. Bahwa manajemen risiko merupakan bagian yang

2. That risk management is an integral part in the

terintegrasi dalam proses dan aktivitas organisasi, termasuk

organizational activities, including the procedures, rules,

di dalamnya prosedur, peraturan, dan kebijakan yang

and policies taken by the Company.

diambil oleh Perusahaan. 3. Bahwa manajemen risiko merupakan bagian yang harus

3. That risk management is a factor that should be considered

dipertimbangkan dalam setiap pengambilan keputusan

in the making of every strategic decision and important

strategis serta inisiatif penting Perusahaan.

initiative of the Company.

4. Bahwa manajemen risiko menangani segala ketidakpastian

4. That risk management manages all uncertainties that have

yang berpotensi mempengaruhi pencapaian tujuan serta

the potential to influence goal achievement and provides

memberikan alternatif penganganan ketidakpastian.

an alternative to handle the uncertainties.

5. Bahwa manajemen risiko merupakan suatu perangkat yang

5. That risk management is a systematic, structured

sistematis, terstruktur dan tepat waktu dalam menjamin

instrument in ensuring the consistency and efficiency of

konsistensi dan efisiensi pengelolaan risiko.

risk management in timely manner.

6. Bahwa manajemen risiko berdasarkan pada informasi

6. That risk management is based on the best available

terbaik yang tersedia untuk menjamin kualitas, akurasi

information in order to ensure quality, accuracy, and validity

dan validitas informasi yang dihasilkan sebagai dasar

of the information given as a basis of decision-making.

pengambilan keputusan. 7. Bahwa manajemen risiko mempunyai dan menggambarkan

7. That risk management has and describes the characteristics

kekhasan Perusahaan yang disesuaikan dengan konteks

of the Company that has been adjusted to internal and

internal dan eksternal, serta profil risiko Perusahaan.

external context and the Company’s risk profile.

8. Bahwa manajemen risiko mempertimbangkan seluruh

8. That risk management considers all human resources and

sumber daya manusia beserta budaya kerja Perusahaan

work cultures of the Company in order to understand

dalam memahami kapabilitas Perusahaan, persepsi dan

the Company’s capability, perception, and goal of each

tujuan masing-masing individu di dalam serta di luar

individual, both inside and outside of the Company. It also

Perusahaan, serta merupakan kewajiban seluruh jajaran

refers to the obligation of all organizational levels of the


255


Perusahaan yang meliputi Direksi, Manajemen, Pekerja,

Company including the Board of Directors, Management,

dan pihak-pihak ketiga yang terkait dengan operasional

Employees, and third parties related to the Company’s

Perusahaan.

operations.

9. Bahwa manajemen risiko bersifat transparan dan inklusif

9. That risk management in transparent and inclusive

dalam menjamin kepetingan dan keterwakilan seluruh

in ensuring the fulfillment of interest all levels of the

jajaran Perusahaan dalam proses pengelolaan risiko.

Company’s management, on their own or on behalf of the Company in the risk management process.

10. Bahwa manajemen risiko bersifat dinamis dan tanggap

10. That risk management process is dynamic and responsive

terhadap perubahan mengikuti perkembangan yang

to change following the development occurred inside or outside the Company.

terjadi di dalam maupun di luar Perusahaan. 11. Bahwa manajemen risiko Perusahaan memfasilitasi proses terjadinya perbaikan berkelanjutan dan peningkatan

11. That the Company’s risk management facilitates constant improvement and correction process of the Company.

Perusahaan. Infrastruktur Manajemen Risiko

Risk Management Infrastructure

PDSI memiliki fungsi manajemen risiko yang bertanggung

PDSI has a risk management function that is responsible for

jawab dalam mengoordinasikan setiap fungsi dalam mengelola

coordinating every function in managing risks, based on

risiko berdasarkan pedoman Manajemen Risiko (prosedur dan

procedures which have been determined and approved by

tata cara) yang telah ditentukan dan disetujui oleh Direksi PDSI.

the Board of Directors. To realize an effective risk management

Dalam rangka pelaksanaan proses dan sistem manajemen

system process, the organizational structure is formed which

risiko yang efektif, maka struktur organisasi yang dibentuk dan

consists of:

yang terlibat adalah: 1. Komite Manajemen Risiko yang terdiri dari Direktur Utama

1. Risk Management Committee, consisting of the President

selaku Ketua Komite, Direktur Keuangan selaku wakil

Director as the Chairman of the Committee, Finance Director

Ketua Komite, Manajer Manajemen Risiko selaku Sekretaris

as the Vice Chairman of the Committee, Risk Management

Komite.

Operasi,

Manager as the Secretary of the Committee. The Members

Direktur Pemasaran dan Pengembangan, Kepala Satuan

of the Committee are the Operational Director, Marketing

Pengawasan Internal.

and Development Director, and the Head of Internal Audit

Anggota

Komite

adalah

Direktur

Unit. 2. Unit Kerja Manajemen Risiko yang beranggotakan Manajer

2. Risk Management Work Unit consists of Risk Management

Manajemen Risiko sebagai koordinator, Analis Manajemen

Manager as the coordinator, Risk Management Analyst as

Risiko sebagai sekretaris, dan pekerja fungsi PDSI lainnya

the secretary, and other functions’ employees appointed

yang ditunjuk dengan Surat Keputusan atau Surat Perintah

based on the Decision Letter or Letter of Appointment from

Direksi Perusahaan.

the Board of Directors of the Company.

Komite Manajemen Risiko dan Unit Kerja Manajemen Risiko

Risk Management Committee and Risk Management Work

memiliki perannya masing-masing dalam melaksanakan

Unit play their respective roles in performing risk management

proses dan sistem manajemen risiko. Pengambilan keputusan

process and system. Decision-making in the risk management

dalam proses manajemen risiko harus dilakukan secara

process must be done accountably and based on clear

akuntabel dan berdasarkan tanggung jawab yang jelas agar

responsibility so that the process can be carried out effectively

proses dapat berjalan dengan efektif dan efisien. Akuntabilitas

and efficiently. The accountability can be seen in the structure of

tersebut dapat terlihat pada struktur Komite Manajemen

Risk Management Committee, in which the President Director

Risiko, di mana Direktur Utama selaku pemegang akuntabilitas

is deemed to have the highest accountability, along with other

tertinggi beserta direksi lain yang ditunjuk oleh Direktur

directors appointed by the President Director as the members

Utama merupakan anggota Komite Manajemen Risiko. Komite

of the committee. The Risk Management Committee entrusts

256



Manajemen Risiko memberi kepercayaan kepada Unit Kerja

the Risk Management Work Unit to conduct risk management

Manajemen Risiko untuk melaksanakan proses manajemen

process in the Company.

risiko di PDSI. Berikut governance structure Manajemen Risiko Perusahaan

The following chart describes the governance structure of PDSI’s Risk Management.

Direktur Utama / President Director

Direktur Pemasaran & Pengembangan/ Marketing and Development Director

Komite Manajemen Risiko (lintas Fungsi) / Risk Management Committee (multifunctions)

Direktur Keuangan & Administrasi / Finance and Administration Director

Direktur Operasi / Operational Director

Manajemen Risiko/ Risk Management

Strategic Planning and Business Development

Project Management EP

Treasury

EP

Project Management Geothermal

Controller

Non EP

Project Management Non EP & Off Shore

Human Capital

Unconventional and non rig services

ICT

Subsidiary & JV/JO Management

VP K3LL Pengamanan dan Kualitas / VP K3LL Security and Quality

Manager Satuan Pengawasan Internal / Internal Audit Unit Manager

Sekretaris Perusahaan / Corporate Secretary

VP Supply chain management

Drilling Support

Sertifikasi Manajemen Risiko

Risk Management Certification

Program pengembangan Sumber Daya Manusia (SDM)

Human Resources Development Program of Risk Management

Manajemen Risiko disesuaikan dengan kebutuhan PDSI dan

is tailored to the needs of PDSI and conducted continuously so

dilakukan secara berkesinambungan sehingga manajemen

that the risk management is expected to be able to facilitate

risiko diharapkan mampu memfasilitasi pengelolaan risiko

the risk management optimally. The development of HR of

secara optimal. Pengembangan SDM Manajemen Risiko

Risk Management is performed by the management of the

dilakukan oleh manajemen PDSI dengan cara mendorong

Company by encouraging each member of the team to have

setiap anggota tim untuk memiliki sertifikasi manajemen risiko

risk management certification of either national or international

bertaraf nasional maupun internasional.

level.

Dalam melaksanakan kegiatan manajemen risiko, manajemen

In the implementation of risk management activity, the

risiko telah didukung dengan 3 (tiga) tenaga profesional yang

management has been supported by three (3) professionals

bersertifikat Enterprise Risk Management Associate Professional

certified

with

Enterprise

Risk

Management

Associate


257


(ERMAP) berbasis ISO 31000 yang dikeluarkan oleh lembaga

Professional (ERMAP) based on ISO 31000 issued by an

internasional yaitu Enterprise Risk Management Academy.

international institution namely Enterprise Risk Management Academy.

Profil Risiko

Risk Profile

PDSI memiliki risiko dengan jumlah potensi risiko sebanyak 73

PDSI has both operational and project risks with total potential

risiko, 20 di antaranya merupakan top risk kuantitatif dan 10 di

risks of 73; 20 of which are top risk in quantitative aspects, and

antaranya adalah top risk kualitatif. Penentuan top risk didasarkan

10 of which are top risk in qualitative aspects. The quantitative

pada seberapa besar risiko-risiko terkait berpengaruh terhadap

top risk is determined based on the estimation of the total of

strategic objectives perusahaan, terutama pada jumlah estimasi

inherent effects, whereas the qualitative top risk is determined

dampak inheren, serta besarnya estimasi dampak terhadap isu

based on the estimation of total effects of strategic issues,

strategis, lingkungan, keselamatan kerja, dan reputasi PDSI.

environment, occupational safety, and PDSI’s reputation. The

Risiko diidentifikasi menggunakan pendekatan top down

risks are identified using the top down approach based on

berdasarkan KPI Direksi sebagai kontrak manajemen yang

KPI of the Board of Directors as management contract. It is

diturunkan ke setiap level organisasi. Adapun top risks PDSI

applied to all organizational levels and later connected with

adalah sebagai berikut:

the business process in every function. PDSI’s top risks are as follows:

No.

Kejadian Risiko / Risk Event

Penyebab Risiko / Risk Agent

Rencana Mitigasi / Mitigation Plan

Gejala Risiko / Key Risk Indicator

1

Tidak tercapainya target revenue own rig

1) Pengefektifan Klausul dalam PTK 007 dengan memberlakukan PerMen BUMN No 15 th 2012 mengenai pengadaan barang dan jasa tidak lagi dapat dilakukan melalui mekanisme penunjukan langsung di PEP 2) Berkurangnya hari kerja dikarenakan adanya pengurangan jumlah sumur oleh pelanggan yang disebabkan adanya pembatasan ABI pelanggan di tahun anggaran berjalan 3) Menurunnya productivity Own Rig 4) Perubahan RPKU dari Pelanggan di tahun berjalan 5) Terjadi penurunan tarif akibat penyesuaian spesifikasi teknis 6) Terjadi downgrading THO akibat penyesuaian pasar

a. Melakukan koordinasi ke SKK Migas dan PEP untuk pemberlakuan PerMen BUMN No 15 th 2012 b. Memasarkan rig ke luar PEP c. Menawarkan jasa IPM d. Penyesuaian klausul kontrak untuk kondisi on call basis dengan menerapkan Minimum Charge e. Optimalisasi Koordinasi dengan PEP untuk mengetahui perubahan RPKU sejak awal minimum sebulan sekali f. Monitoring & Evaluasi Bulanan antara Target vs Realisasi

1) PEP sedang menyiapkan dokumen tender Jasa Rig 2) Masih terdapat Rig idle yang bekerja di PEP 3) Status Rig Idle masih tinggi 4) Plotting sumur untuk Rig yang bekerja di PEP sering berubah

Unachieved own rig revenue target

1) Clause started to be effective in PTK 007 by implementing regulation of Minister of State Owned Enterprises No. 15 of 2012 regarding goods and service procurement that cannot be done through direct appointment at PEP anymore 2) Reduce in working days due to the reduce in wells by customer caused by ABI customer limitation in current year 3) Own Rig declining productivity 4) RKPU change from customer in current year 5) Declining tariff due to technical specification adjustment 6) THO downgrading due to market adjustment

a. Coordinating with SKK Migas and PEP for the implementation of Regulation of Minister of State Owned Enterprises No. 15 of 2012 b. Marketing rig outside PEP c. Offering IPM services d. Adjusting contract cause with on call basis condition by implementing minimum charge e. Optimizing coordination with PEP to find out RKPU change early for once a month f. Monitoring and evaluating monthly target VS realization

1) PEP was preparing rig service tender document 2) Idle rig working in PEP 3) Idle rig status was still high 4) Well plotting for rig working in PEP often changed

258



No.





2

Tidak tercapainya target revenue IPM

1) Terbatasnya resources/mitra yang sesuai dengan kebutuhan pelanggan 2) Terbatasnya lelang / tender dengan skema IPM

1) Pembuatan library list rig-rig yang qualified dan siap untuk dipasarkan 2) Melakukan kajian investasi peralatan services non rig untuk memenuhi kebutuhan Pelanggan 3) Menjalin komunikasi dengan perusahaan-perusahaan penyedia jasa non rig 4) Melakukan pemilihan calon mitra secara selektif sesuai standar prosedur yg berlaku 5) Memperoleh data pasar atas tarif Rig / daily rate (contoh data tarif dari APMI) 6) Monitoring & Evaluasi Bulanan antara Target vs Realisasi

1) Terdapat mitra kerja yang tidak sesuai persyaratan pelanggan 2) Masih terdapat mitra kerja yang tidak perform 3) Terdapat calon mitra PDSI yang mundur dari negosiasi komersial

Unachieved IPM revenue target

1) Limited resources/partners that suit the need of customer 2) Limited auction/tender with IPM scheme

1) Making qualified library list for rigs ready to be marketed 2) Studying investment in non rig services equipment to fulfill the need of customer 3) Communicating with non rig service supplier companies 4) Selecting partner candidate selectively based on procedure standards 5) Obtaining market data of rig tariff/ daily rate (e.g. data tariff from APMI) 6) Monitoring and evaluating monthly target vs realization

1) Partner did not meet the requirement of customer 2) Unperforming partner 3) PDSI’s partner cancelled commercial negotiation

Tidak tercapainya target revenue JO dan AP

1) Tidak performnya alat produksi yang bekerja di JO (downtime tinggi) 2) Tidak performnya SDM 3) Tidak adanya pasar yang sesuai dengan spesifikasi asset yang dimiliki AP

1) 2) 3) 4)

1) PDC masih merugi 2) Laba JO menurun dari bulan ke bulan 3) Pelanggan menerbitkan surat teguran / surat peringatan

Unachieved JO and AP revenue target

1) Unperforming production equipment in JO (high downtime) 2) Unperforming HR 3) No market suits asset specification of AP

1) Increasing PDC business 2) Consortium 3) Java Star amendment 4) 1 jack up rig addition

1) PDC was still in financial loss 2) JO profit declined from month to month 3) Customer issued warning

Tidak tercapainya target revenue non rig services

1) Tidak tersedianya jumlah alat produksi non rig services yang cukup sesuai kebutuhan pasar 2) Minimnya jumlah SDM dengan spesifikasi teknis yang dibutuhkan 3) Top drive rusak

1) Melakukan Kajian Investasi peralatan services non rig untuk memenuhi kebutuhan Pelanggan 2) Fungsi HR menetapkan standar remunerasi untuk SDM Profesional yang menarik dan sesuai kondisi pasar di Indonesia

1) Masih terdapat peralatan non rig services yang belum bisa dipasarkan 2) Masih ada SDM ahli yang keluar dari PDSI

Unachieved non rig services revenue

1) Unavailability of non rig services equipment production that suits market need 2) Low number of HR with necessary technical specification 3) Broken top drive

1) Investment study on non rig services equipment to fulfill the need of customer 2) HR function determines interesting remuneration standard and suits Indonesian market condition for professional HR

1) Unmarketed non rig services equipment 2) Excellent HR resigned from PDSI

3

4

Meningkatkan bisnis PDC Konsorsium Amandemen Java star Penambahan 1 jack up rig


259


No.

5

6

7

8

260





Biaya jasa-jasa pihak ketiga melebihi budget

1) Fail to plan 2) OE belum dibuat secara profesional 3) Adanya tambahan pekerjaan/pasar di luar perencanaan 4) Kenaikan harga pada kontrak 5) Adanya pekerjaan fiktif

1) Penerapan standard costing 2) Monitoring masa berlaku kontrak 3) Koordinasi dengan vendor penyedia vehicle 4) In house training pembuatan OE

1) Tidak tersedianya HTE 2) Tidak tersedianya data yang memadai

Cost of third parties exceeding budget

1) 2) 3) 4) 5)

1) Standard costing implementation 2) Monitoring contract time 3) Coordinating with vehicle supplier vendor 4) OE making in house training

1) HTE unavailability 2) Inadequate data

Biaya upah crew operational melebihi budget

1) Kurangnya pengawasan jam kerja crew 2) Kurang tepatnya prediksi perencanaan crew 3) Ketidak sinkronan jangka waktu kontrak antara PDSI dan vendor terhadap vendor dan crew 4) Perubahan RPKU sehingga terjadi penyesuaian upah crew berdasarkan lokasi pengeboran yang berbeda

1) 2) 3) 4) 5)

Audit operasional Perubahan sistem penggajian Absen finger scan Penerapan standard costing Evaluasi kontrak crew atas jangka waktu kontrak 6) Melakukan kajian/usulan untuk penetapan pembayaran crew berdasarkan project base 7) Menggunakan data historis yang akurat

1) Perubahan RPKU

Operational crew exceeding budget

1) Less supervision of crew working hours 2) Less accurate prediction of crew planning 3) Unsynchronized contract time between PDSI and vendor and vendor and crew 4) RKPU change so there was crew salary amendment depending on different drilling locations

1) 2) 3) 4) 5)

Operational audit Payroll system change Finger scan absence Standard costing implementation Crew contract evaluation on contract time 6) Study/suggest crew payment based on project base 7) Using accurate historical data

1) RPKU change

Biaya material melebihi budget

1) Perencanaan dibuat berdasarkan data tahun lalu dan tidak menyesuaikan dengan program kerja terbaru 2) Harga material menjadi lebih mahal 3) Terlambatnya penerimaan barang di area pengeboran 4) Rusaknya material 5) Permintaan mendadak dari pelanggan 6) Terbatasnya peserta Lelang/pengadaan 7) Tidak terkelolanya material dengan baik

1) Penerapan standard costing 2) Material man akan menjadi bagian dari fungsi SCM 3) Memusatkan pengelolaan material di fungsi SCM

1) Kenaikan harga material 2) Penambahan jumlah sumur dari RPKU 3) Hanya Single Vendor

Material cost exceeding budget

1) Plan prepared by referring to previous year data and not adjusting to newest work program 2) More expensive material price 3) Late goods acceptance in drilling areas 4) Material damage 5) Sudden demand from customer 6) Limited auction participants/procurement 7) Material not managed well

1) Standard costing implementation 2) Material will be a part of SCM function 3) Focusing material management on SCM function

1) Material rising price 2) Addition of wells from RPKU 3) Single Vendor only

Biaya maintenance melebihi budget

1) Meningkatnya jumlah breakdown maintenance 2) Perencanaan tidak didasari oleh program/ kondisi terkini 3) Terlambatnya pembaharuan kontrak 4) Terjadi perubahan harga pada kontrak

1) Penerapan standard costing 2) Monitor masa waktu kontrak 3) Melakukan equipment selection

1) Umur peralatan yang tua 2) Kontrak yang hampir habis masa berlakunya

Maintenance cost exceeding budget

1) Increasing breakdown maintenance 2) Planning not based by latest program/ condition 3) Tardiness of contract renewal 4) Price change in contract

1) Standard costing implementation 2) Monitoring contract time 3) Equipment selection implementation

1) Old equipment 2) Contract time approaching the end

Fail to plan OE was not made professionally Unexpected employee/market addition Contract rising price Fiction work



No.

9





Peralatan rusak

1) Usia Peralatan yang sudah tua 2) Qualitas material internal / suku cadang yang buruk 3) Belum ada personil yang bertanggung jawab terhadap pelaksanaan quality control hasil pelaksanaan maintenance 4) Pelaksana tidak menjalankan prosedur pemeliharaan alat (SMP) dan prosedur pengoperasian (SOP) 5) Kondisi operasional yang berat (overload, overshock dll) 6) Pelaksanaan overhaul sulit dilaksanakan karena kegiatan operasi. 7) Kompetensi SDM tidak memadai, sehingga tidak mengetahui mengenai kondisi parameter peralatan 8) Peralatan Maintenance (Preventive, corrective, overhaul) yang tidak memadai. 9) Penggunaan peralatan maintenance tidak pada fungsinya.

1) Menggunakan sistem Online monitoring untuk memonitor parameter peralatan engine dan generator pada rig cyber 2) Melaksanakan Inspeksi Peralatan Rig Kategori I, II, & III sesuai jadwal yang terdapat pada SMP 3) Melakukan Update SMP setiap 6 bulan sekali jika diperlukan 4) Up Skilling terhadap personel maintenance dalam melakukan inspeksi dan trouble shooting kerusakan peralatan 5) Meningkatkan pengawasan dalam kegiatan Preventive dan Predictive Maintenance sesuai Standard Maintenance Procedure (SMP) 6) Akan dilakukan review TKO, TKI dan mencari masukan 7) Mengusulkan adanya program engine back up di setiap area 8) Melakukan inspeksi secara berkala pada peralatan dan rising line 9) Melakukan recruitment SDM Maintenance secara ketat dan penempatan masingmasing personil sesuai dengan kompetensinya 10) Mengusulkan perubahan struktur organisasi maintenance.

1) Tidak disampaikannya laporan pemeliharaan (Preventive Maintenance) dan data operasi alat 2) Bekerja pada sumur geothermal dan sumur dalam yang berarah. 3) Permintaan material yang sekaligus banyak. 4) Proses recruitment pekerja maintenance tidak ketat. 5) Pekerja tidak mengerti fungsi dari peralatan maintenance.

Damaged equipment

1) Old equipment 2) Bad quality of internal material/spare part 3) No personnel responsible in quality control of maintenance results 4) Implementer did not implement equipment maintenance procedure and operating procedure 5) Heavy operational condition (overload, overshock, etc) 6) Overhaul implementation was difficult due to operating activities 7) HR competence inadequate, they did not know the parameter condition of equipment 8) Maintenance equipment (Preventive, corrective, overhaul) was inadequate 9) Misuse of maintenance equipment

1) Using online monitoring system to monitor the parameter of engine and generator in rig cyber 2) Inspecting rig equipment category I, II and II based on the schedule in SMP 3) Updating SMP every six months, if necessary 4) Up skilling of maintenance personnel in conducting inspection and trouble shooting of equipment damage 5) Increasing supervision in preventive and predictive maintenance based on standard maintenance procedure (SMP) 6) TKO and TKI review and requesting suggestion 7) Suggesting back up engine program in every area 8) Inspecting periodically the equipment and rising line 9) Recruiting HR and strict maintenance and placement of each personnel based on their competence 10) Suggesting the change in maintenance organization structure

1) Preventive Maintenance and equipment operation data not submitted 2) Worked at geothermal wells and deep wells. 3) High demand on material 4) Unstrict maintenance worker recruitment process 5) Worked did not understand the function of maintenance equipment


261


No.


10

Sertifikat alat habis masa berlakunya

1) Kurangnya dokumen pendukung 2) Belum dilakukannya perbaikan 3) Kurang efektifnya monitoring terhadap sertifikat peralatan. 4) Seringnya terjadi perpindahan asset tanpa diikutin dengan perpindahan dokumennya.

1) Melakukan sertifikasi migas terhadap peralatan pencegah sembur liar BOP 2) Melakukan uji fungsi terhadap BOP dan melakukan inspeksi rutin peralatan well control 3) Memastikan semua personil bersertifikat kompetensi sesuai dengan jabatan.

1) Tidak ada dokumentasi peralatan perawatan.

Expired equipment certificate

1) Less supporting documents 2) No repair 3) Less effective monitoring on equipment certificate 4) Assets were often moved without documents

1) Oil and gas certification on BOP wild spat preventing equipment 2) Function test on BOP and routine inspection on well control equipment 3) Ensuring all personnel are competence certified based on their positions

1) No documentation in equipment maintenance

Keterlambatan datangnya material dan jasa

1) Kekurangan anggaran operasi 2) Program pengeboran sumur yang berubah 3) Perencanaan pengadaan barang dan jasa yang tidak baik 4) Kenaikan harga suku cadang yang tidak terpredeksi 5) Ketidak sanggupan Perusahaan pengangkutan 6) kesiapan material yang diangkut 7) Lokasi pengeboran di remote area 8) Adanya gangguan dari lokasi sekitar pengeboran, ex: Demonstrasi

1) Monitoring permintaan barang dan Jasa oleh Rig Supt 2) Mengimplementasikan program Monitoring Proses pengadaan

1) Terdapat Rig yang idle 2) Rig yang pengerjaannya melebihi waktu kontrak dalam pengerjaan sumur 3) Peralatan Rig Baru tidak lengkap

Tardiness of material and service

1) Less operational budget 2) Change in well drilling program 3) Bad goods and service procurement planning 4) Unexpected increasing price of spare part 5) Incapability of transportation company 6) Readiness of transported material 7) Drilling location in remote area 8) Disturbance in location close to drilling, e.g.: demonstration

1) Monitoring goods and service supply by Rig Supt 2) Implementing monitoring program in procurement process

1) Idle rig 2) Rigs whose process exceeded contract time in well construction 3) New rig equipment not complete

Tidak adanya back up unit

1) Anggaran terbatas 2) Tidak terkelolanya unit/asset dengan baik 3) Proses pengadaan membutuhkan waktu yang lama 4) Realisasi overhaul yang belum optimal karena tidak adanya bargaining power fungsi maintenance untuk melakukan overhaul sesuai dengan rencana

1) Melakukan koordinasi dan monitoring dengan setiap area terhadap kegiatan overhaul peralatan Rig 2) Ikut serta dalam kegiatan perencanaan ABI 3) Melakukan pendataan populasi peralatan di setiap area untuk mengefektifkan pengadaan peralatan ataupun material back up 4) Berkoordinasi dengan fungsi Asset mengenai pengelolaan aset-aset Rig 5) Memonitor proses setiap pengadaan peralatan dan material.

1) Kurangnya perencanaan terhadap pengadaan peralatan dan material. 2) Pengerjaan overhaul peralatan melebihi waktu yang direncanakan.

11

12

262






No.

13

14





Limited budget Asset/unit not managed well Long procurement process Unoptimum overhaul realization due to no bargaining power from maintenance function to conduct overhaul as planned

1) Coordinating and monitoring every area regarding rig equipment overhaul activities 2) Participating in ABI planning activities 3) Recording equipment population in every area to make equipment procurement or back up material effective 4) Coordinating with asset function regarding rig assets management 5) Monitoring every process of equipment and material procurement

1) Lack of planning on equipment and material procurement 2) Equipment overhaul processing exceeding planned time.

No back-up unit

1) 2) 3) 4)

Keterlambatan rig move, rig set up, rig down

1) Dokumen SIKA moving belum terbit 2) Sertifikat personil dan peralatan belum diperbaharui 3) Adanya gangguan masyarakat sekitar 4) Performance armada moving yang kurang baik 5) Tidak tersedianya armada moving 6) Akses menuju lokasi dan lokasi pengeboran tidak layak

1) Melakukan review dokumen SIKA dan memperbanyak kelengkapan dokumen SIKA 2) Membuat program CSR ke masy sekitar 3) Sosialisai ke masyarakat sekitar berkenaan dgn kegiatan moving 4) Mengubah kontrak transportir untuk 1 kontrak (3 rig) atau spot chartered 5) Memasukkan klausul di TKO Pengadaan kontrak crew maks 1 bulan sebelum pekerjaan berjalan 6) Diversifikasi jasa dengan membantu pelanggan menyiapkan lahan

1) Belum adanya rekap dokumen persyaratan SIKA 2) Tidak memiliki rekap sertifikat personil dan peralatan 3) Tuntutan pengadaan pekerja dari masyarakat sekitar, lokasi pengeboran yg terlalu dekat dengan pemukiman. 4) Ketidaksanggupan pihak transportir memenuhi permintaan armada yang diperlukan 5) Belum adanya kontrak crew rig

Tardiness of rig move, rig set up, rig down

1) Unpublished SIKA moving document 2) Not updated personnel and equipment certificate 3) Disturbance from society 4) Bad performance of moving armada 5) Unavailable moving armada 6) Not proper access to location and drilling location

1) Reviewing SIKA documents and completing SIKA documents 2) Disseminating CSR program to society 3) Disseminating moving activities to the society 4) Changing transporter contract for one contract (3 rigs) or spot chartered 5) Incorporating clause in TKO crew contract procurement with the maximum of one month before the work starts 6) Service diversification by helping customer preparing the land

1) No recapitulation of SIKA requirement documents 2) No recapitulation of personnel and equipment certificates 3) Claim of employee procurement from society, drilling location too close to residential area 4) Incapability from transporter to fulfill the demand of armada 5) No rig crew

Meningkatnya hari untuk N/U&N/D BOP & Test BPM

1) Belum dilakukannya pengetesan BOP / BPM sebelum operasi 2) Kurangnya peralatan pendukung 3) Kesalahan SDM 4) Keterbatasan penyedia jasa perbaikan BOP 5) Kurangnya monitoring performance BOP 6) Material pendukung BOP & BPM rusak karena peletakan

1) Memonitor proses perbaikan BPM 2) Melakukan sosialisasi SOP 3) Membuat tempat penyimpanan khusus untuk BOP dan BPM

1) Tempat penyimpanan BOP dan BPM tidak pada tempatnya sehingga merusak material pendukung BOP dan BPM 2) Kurangnya pengalaman pekerja dalam pemasangan BOP

Increasing days for N/U&N/DBOP & BPM Test

1) BOP/BPM test not conducted before operation 2) Less supporting equipment 3) HR error 4) Limited BOP repair service supplier 5) Less monitoring of BOP performance 6) Damaged BOP & BPM supporting materials due to placement

1) Monitoring BPM repair process 2) SOP dissemination 3) Building special storage for BOP and BPM

1) BOP and BPM storages are not proper so they damage BOP and BPM supporting materials 2) Lack of working experience in BOP installment


263


No.

15

16

264





Keterlambatan Pengadaan Rig

1) Wan prestasi Rig Manufacturer 2) Belum ada pemberlakuan klausul denda keterlambatan yang sebanding dengan Loss Of Opportunity yang dialami PDSI

1) Melakukan pemilihan Rig Manufacturer yang lebih selektif berdasarkan historical performance 2) Melakukan Monitoring progress pembangunan Rig dengan lebih baik 3) Memasukkan klausul denda yang sebanding dengan Loss of Opportunity yang dialami PDSI 4) Monitoring & Evaluasi Bulanan antara Target vs Realisasi

1) Delivery time rig tidak sesuai dengan yang dijanjikan (terlambat) dari Time Schedule 2) Target Revenue tidak tercapai

Tardiness of Rig Procurement

1) Default Rig Manufacturer 2) No clause of tardiness sanction equivalent to loss of opportunity experienced by PDSI

1) Selecting rig manufacturer more selectively based on historical performance 2) Monitoring the construction progress of Rig better 3) Incorporating clause of sanction that is equivalent with loss of opportunity experienced by PDSI 4) Monitoring and evaluating monthly target VS realization

1) Rig delivery time was late from the time schedule 2) Unachieved revenue target

Kerusakan peralatan dengan nilai ≥ USD 1.000.000

1) Pekerja yang tidak bekerja sesuai dengan SOP yang berlaku. 2) TKI tidak relevan dan belum spesifik untuk masing-masing jenis rig 3) kuantitas dan kualitas peralatan kerja (small tools) tidak memenuhi persyaratan. 4) kuantitas dan kualitas lifting gear tidak memenuhi persyaratan 5) Kualitas SDM yang kurang kompeten dalam mengoperasikan maupun melaksanakan perawatan peralatan. 6) Pekerja tidak memahami tugas dan tanggung jawabnya 7) Pekerja tidak memahami peralatan rig dengan teknologi baru. 8) Crew belum memahami mengoperasikan alat baru dan Metode Kerja baru 9) Tindak lanjut temuan inspeksi belum optimal 10) Pelanggaran terhadap peraturan/prosedur yang berlaku 11) Pembiaran terhadap pelanggaran peraturan/prosedur yang terjadi 12) Terjadi kecelakaan lalu lintas 13) Tidak dilakukan pemantauan terhadap kontraktor yang bekerja di lingkungan PDSI 14) Terjadinya kerusakan peralatan akibat bencana alam yang terjadi (Banjir)

1) Lebih ditingkatkan pengawasan terhadap pelaksanaan SOP dengan mengadakan program reward and punishment 2) Mengadakan rig contest dua tahun sekali 3) Menyusun Training Matrix untuk seluruh level jabatan agar kompetensi pekerja dapat dimontor dan gap kompetensi dapat diidentifikasi dan dipenuhi 4) Penambahan frekuensi inspeksi peralatan rig, peralatan HSE, dan APD 5) Melakukan pelatihan untuk operator dan teknisi untuk meningkatkan kemampuannya terutama jika terdapat peralatan baru 6) Melakukan pre job safety meeting untuk menjelaskan penilaian risiko (JSA = Job Saftey Analysis) yang telah dibuat untuk melaksanakan pekerjaan 7) Melakukan job induction untuk mensosialisasikan tugas dan tanggung jawab setiap level jabatan 8) Review dan Update TKI eksisting sehingga relevan dengan kondisi aktual di rig 9) Penyusunan dan penerapan Green helmet policy dan peningkatan pengawasan untuk personil baru 10) Meningkatkan pengetahuan pada para pekerja mengenai karakteristik dan deteksi gas beracun 11) Pemberlakukan reward & punishment

1) SMC (safety monitoring card) didominasi oleh unsafe act maupun unsafe condiiton. 2) Banyaknya kejadian nearmiss 3) Banyaknya pekerja baru di rig (green hand) 4) temuan inspeksi tidak ditindaklanjuti 5) kontraktor bekerja tanpa pengawasan 6) Terjadinya hujan dalam kuantitas tinggi. 7) Letak geografi lokasi yang rendah dari area di sekitarnya.



No.





12) Pemberlakukan kewajiban untuk mengikuti Defensive Driving Training eksternal untuk seluruh driver 13) Penerapan CSMS untuk kontrak dengan kategori High Risk 14) Melakukan pemantauan terhadap rig yang beroperasi di area yang berpotensi terjadi banjir

17

Damaged equipment with value of ≥ USD1,000,000

1) Worker not working based on applicable SOP 2) TKI not relevant and not specific for each rig type 3) Small tools quality and quantity did not meet requirements 4) Lifting gear quality and quality did not meet requirements 5) Less competent HR quality in operating or maintain equipment 6) Worker did not comprehend duties and responsibilities 7) Worker did not understand rig equipment with new technology 8) Crew did not understand how to operate new tool and new working method 9) Follow up on inspection findings was not optimum 10) Violation of applicable rules/procedure 11) No follow up on the violation 12) Traffic accidents 13) No monitoring on contractors working at PDSI 14) Equipment damage due to natural disaster (flood)

1) Increasing supervision on SOP implementation by conducting reward and punishment program 2) Organizing rig contest two times a year 3) Preparing training matrix for all position levels so that the competence of employees can be monitored and competence gap can be identified and fulfilled 4) Adding the frequency of inspection on rig equipment, HSE and APD equipment 5) Conducting training for operator and technician to improve their ability especially if there is new equipment 6) Conducting pre job safety meeting to explain risk assessment (JSA = Job Safety Analysis) made to perform work 7) Conducting job induction to socialize duties and responsibilities of every position level

Adanya Material yang diminta tanpa memperhatikan ketersediaan Stock di Rig, Gudang Area dan di Rig lainnya

1) Database material tidak di update secara berkala pada inventory system 2) Arus jaringan sistem database terhambat sehingga komunikasi antar karyawan dan pengambilan data terhambat 3) Permintaan mendesak di luar rencana tanpa koordinasi yang baik akibat perencanaan yang tidak bagus

1) Memuktahirkan jaringan Web Inventory online System 2) Melaksanakan physical check secara periodik 3) Pembuatan laporan penerimaan material di area per bulan

Material requested without paying attention to stcok availability in Rig, Storage and other Rigs

1) Material database not updated periodically in inventory system 2) Network database was in trouble so the communication between employees was obstructed 3) Unexpected urgent request without good coordination due to bad planning

1) Updating inventory online system web network 2) Performing physical check periodically 3) Preparing material income statement in area per month

1) SMC (safety monitoring card) dominated by unsafe act and unsafe condition 2) Numerous near-miss events 3) Many new workers in rig (green hand) 4) No follow up on inspection findings 5) Contractor working without supervision 6) Rain with high quantity 7) Geographical location lower than surrounding area


265


No.



18

Tidak tercapainya target collection period

1) Lamanya verifikasi draft invoice di pelanggan 2) Ketidaklengkapan dalam kontrak mengenai kejelasan batas waktu berita acara serah terima, penyelesaian verifikasi dan penandatanganan Service Acceptance 3) Belum adanya kontrak pekerjaan, sehingga tidak dapat dilakukan penagihan 4) Keterlambatan penagihan invoice oleh fungsi keuangan ke pelanggan yang SAnya sudah terbit

1) 2) 3) 4) 5)

Memotong birokrasi Memperbaiki sistem Dibuat target KPI collecting days Integrasi S2C ke pelanggan Melanjutkan proses konsinyering secara berkala dengan pelanggan untuk percepatan verifikasi draft invoice 6) Membentuk tim ad hoc dengan fungsi terkait untuk percepatan pembuatan kontrak, baik antara PDSI dengan pelanggan maupun PDSI dengan pihak ketiga (Subkontraktor) 7) Pembuatan Long Term Contract 8) Pembuatan SLA antar fungsi untuk penyelesaian draft invoice sampai penagihan

1) Meningkatnya jumlah piutang PDSI di pelanggan 2) Meningkatnya jumlah Backlog penagihan

Unachieved collection period target

1) Long process of draft invoice verification on customer 2) Contract about handover activity time, verification and service acceptance signing was not complete 3) No working contract, so billing could not be made 4) Late invoice collection by financial function to customer whose SA was already issued

1) 2) 3) 4) 5)

Cutting bureaucracy Repairing system Making collecting days KPI target Integrating S2C to customer Continuing consignment process periodically with customer to accelerate invoice verification draft 6) Establishing ad hoc team with function related to contract making acceleration, either between PDSI and customer of PDSI and third party (subcontractor) 7) Long Term Contract making 8) SLA making between functions regarding invoice draft completion until billing

1) Increasing total receivables of PDSI in customer 2) Increasing billing Backlog

Meningkatnya beban perusahaan akibat pemenuhan peraturan ketenagakerjaan dalam menjadikan pekerja outsource menjadi pegawai tetap pada core business sesuai UU No. 13 Tahun 2003 tentang Ketenagakerjaan dan Peraturan Menteri Tenaga Kerja dan Transmigrasi RI No. 19 Tahun 2012 tentang Syarat-syarat Penyerahan Sebagian Pelaksanaan Pekerjaan kepada Perusahaan Lain.

Adanya kebijakan pemerintah c.q Kemeterian Tenaga Kerja dan Transmigrasi untuk menjadikan tenaga outsource di fungsi core menjadi pegawai tetap

1) Menyusun justifikasi yang dapat menjelaskan penggunaan tenaga outsource di core business PDSI 2) Menyusun draft struktur organisasi apabila tenaga outsource di core business menjadi pegawai tetap 3) Memprediksi beban perusahaan apabila menjadikan outsource ke PWT/PWTT

1) Adanya berita dan arahan dari Korporat untuk melakukan kajian memisahkan antara core dan non core business. 2) Driller, Tool Pusher, Rig Superintendent, Chief Mekanik dan Chief Elekrik yang dianggap sebagai bagian penting (inti) dari perusahaan.

19

266





No.

20





The increase of company’s expense due to compliance with employment regulation in making outsourcing permanent employees in core business in accordance with Constitution No. 13 of 2003 regarding Employment and Regulation of Minister of Employment and Transmigration of Republic of Indonesia No.19 of 2012 about Requirements of Submission of Half of Work Duties to Other Company.

Government and Ministry of Employment and Transmigration policy on including outsourcing in core function as permanent employee

1) Preparing justification that can explain the use of outsourcing in core business of PDSI 2) Preparing organization structure draft if outsourcing in core business become permanent employee 3) Predicting company’s expenses if outsourcing become PWT/PWTT

1) News and direction from corporate to separate between core business and non core business 2) Driller, tool pusher, rig superintendent, mechanical chief and electrical chief considered the core of the company

Pemogokan crew

1) Pembayaran upah/ gaji crew terlambat. 2) Kekurangpahaman vendor dalam pengupahan crew akibat perhitungan komponen upah yang tidak standard 3) Crew tidak ikut moving bersama rig dikarenakan akan ada perekrutan putra daerah (penduduk lokal)

1) Melakukan rapat koordinasi rutin dengan vendor-vendor pemegang kontrak untuk membicarakan hambatan-hambatan yang ada 2) Merevisi syarat yang diberikan kepada vendor untuk melakukan invoice dengan dokumen lengkap menjadi paling lambat tanggal 8 bulan berikutnya 3) Review dan monitor invoice 4) Monitoring ketaatan terhadap aturan ketenagakerjaan 5) Salary survey

Pembayaran gaji bulanan melebihi tanggal 5 setiap bulannya.

Crew strike

1) Late crew salary payment 2) Vendor did not understand crew payroll system due to not standardized salary components 3) Crew did not move with rig due to local recruitment

1) Conducting regular coordination meeting with contract holder vendors to discuss existing obstruction 2) Revising requirements given to vendor by collecting invoice with complete documents no latter than date 8 of the next month 3) Reviewing and monitoring invoice 4) Monitoring the compliance with employment regulation 5) Salary survey

1) Monthly salary payment was after date 5 of each month


267


No.

21

268

Kejadian Risiko / Risk Event Terjadi fatality




1) Pekerja yang tidak bekerja sesuai dengan SOP yang berlaku. 2) TKI tidak relevan dan belum spesifik untuk masing-masing jenis rig 3) kuantitas dan kualitas peralatan kerja (small tools) tidak memenuhi persyaratan. 4) kuantitas dan kualitas lifting gear tidak memenuhi persyaratan 5) Kualitas SDM yang kurang kompeten dalam mengoperasikan maupun melaksanakan perawatan peralatan. | 6) Pekerja tidak memahami tugas dan tanggung jawabnya 7) Pekerja tidak memahami peralatan rig dengan teknologi baru. 8) Crew belum memahami mengoperasikan alat baru dan Metode Kerja baru 9) Tindak lanjut temuan inspeksi belum optimal 10) paparan gas beracun 11) pelanggaran terhadap peraturan/prosedur yang berlaku 12) pembiaran terhadap pelanggaran peraturan/prosedur yang terjadi 13) terjadi kecelakaan lalu lintas 14) Tidak dilakukan pemantauan terhadap kontraktor yang bekerja di lingkungan PDSI

1) Penerapan leading program HSE, termasuk penetapan: a) Lebih ditingkatkan pengawasan terhadap pelaksanaan SOP dengan mengadakan program reward and punishment, b) Mengadakan rig contest dua tahun sekali, c) Menyusun Training Matrix untuk seluruh level jabatan agar kompetensi pekerja dapat dimontor dan gap kompetensi dapat diidentifikasi dan dipenuhi, d) Penambahan frekuensi inspeksi peralatan rig, peralatan HSE, dan APD, e) Melakukan pelatihan untuk operator dan teknisi untuk meningkatkan kemampuannya terutama jika terdapat peralatan baru, f ) Melakukan pre job safety meeting untuk menjelaskan penilaian risiko (JSA = Job Saftey Analysis) yang telah dibuat untuk melaksanakan pekerjaan, g) Melakukan job induction untuk mensosialisasikan tugas dan tanggung jawab setiap level jabatan, h) Review dan Update TKI eksisting sehingga relevan dengan kondisi aktual di rig, i) Penyusunan dan penerapan Green helmet policy dan peningkatan pengawasan untuk personil baru, j) Peningkatan Penyediaan peralatan deteksi gas beracun, k) Meningkatkan pengetahuan pada para pekerja mengenai karakteristik dan deteksi gas beracun, l) Penetapan reward & punishment, m) Pemberlakukan kewajiban untuk mengikuti Defensive Driving Training eksternal untuk seluruh driver, n) Penerapan CSMS untuk kontrak dengan kategori High Risk 2) Spin off bisnis PDSI menjadi beberapa anak perusahaan

1) SMC (safety monitoring card) didominasi oleh unsafe act maupun unsafe condiiton. 2) Banyaknya kejadian nearmiss 3) Banyaknya pekerja baru di rig (green hand) 4) temuan inspeksi tidak ditindaklanjuti 5) mata bor menyentuh zona yang mengandung gas berbahaya 6) terdeteksi keberadaan gas H2S 7) kontraktor bekerja tanpa pengawasan



No.

Kejadian Risiko / Risk Event Fatality




1) Worker not working based on applicable SOP 2) Irrelevant and unspecific TKI for each rig type 3) Small tools quantity and quality did not meet requirements 4) Lifting fear quantity and quality did not meet requirements 5) Less competent HR quality in operating or maintaining equipment 6) Worker did not comprehend duties and responsibilities 7) Worker did not understand rig equipment with new technology 8) Crew did not understand how to operate new tool and new working method 9) Follow up on inspection findings was not optimum 10) Poison gas elaboration 11) Violation of applicable rules/procedure 12) No follow up on the violation 13) Traffic accidents 14) No monitoring on contractors working at PDSI

1) HSE leading program implementation including: a. Increase in supervision on SOP implementation by conducting reward and punishment program b. Organizing rig contest two times a year c. Preparing training matrix for all position levels so that the competence of employees can be monitored and competence gap can be identified and fulfilled d. Adding the frequency of inspection on rig equipment, HSE and APD equipment e. Conducting training for operator and technician to improve their ability especially if there is new equipment f. Conducting pre job safety meeting to explain risk assessment (JSA = Job Safety Analysis) made to perform work g. Conducting job induction to socialize duties and responsibilities of every position level h. Reviewing and updating existing TKI so that it is relevant with actual condition in rig i. Preparation and implementation of green helmet policy and increasing supervision on new personnel j. Increase in supply of poisonous gas detecting equipment k. Enriching knowledge of the employee about poisonous gas characteristics and detection l. Reward and punishment implementation m. Obligation to join external defensive driving training for all drivers n. CSMS implementation for contract with high risk category 2) PDSI business sin off to become several subsidiaries

1) SMC (safety monitoring card) dominated by unsafe act and unsafe condition 2) Many near-miss events 3) Many new workers in rig (green hand) 4) No follow up of inspection findings 5) Brace and bit touched poisonous zone 6) H2S gas was detected 7) Contractor working without supervision


269


No.

22

270





Kecelakaan kerja

1) Pekerja yang tidak bekerja sesuai dengan SOP yang berlaku. 2) TKI tidak relevan dan belum spesifik untuk masing-masing jenis rig 3) kuantitas dan kualitas peralatan kerja (small tools) tidak memenuhi persyaratan. 4) kuantitas dan kualitas lifting gear tidak memenuhi persyaratan 5) Kualitas SDM yang kurang kompeten dalam mengoperasikan maupun melaksanakan perawatan peralatan. 6) Pekerja tidak memahami tugas dan tanggung jawabnya 7) Pekerja tidak memahami peralatan rig dengan teknologi baru. 8) Crew belum memahami mengoperasikan alat baru dan Metode Kerja baru 9) Tindak lanjut temuan inspeksi belum optimal 10) paparan gas beracun 11) pelanggaran terhadap peraturan/prosedur yang berlaku 12) pembiaran terhadap pelanggaran peraturan/prosedur yang terjadi 13) terjadi kecelakaan lalu lintas 14) Tidak dilakukan pemantauan terhadap kontraktor yang bekerja di lingkungan PDSI

1) Lebih ditingkatkan pengawasan terhadap pelaksanaan SOP dengan mengadakan program reward and punishment 2) Mengadakan rig contest dua tahun sekali 3) Menyusun Training Matrix untuk seluruh level jabatan agar kompetensi pekerja dapat dimontor dan gap kompetensi dapat diidentifikasi dan dipenuhi 4) Penambahan frekuensi inspeksi peralatan rig, peralatan HSE, dan APD 5) Melakukan pelatihan untuk operator dan teknisi untuk meningkatkan kemampuannya terutama jika terdapat peralatan baru 6) Melakukan pre job safety meeting untuk menjelaskan penilaian risiko (JSA = Job Safety Analysis) yang telah dibuat untuk melaksanakan pekerjaan 7) Melakukan job induction untuk mensosialisasikan tugas dan tanggung jawab setiap level jabatan 8) Review dan Update TKI eksisting sehingga relevan dengan kondisi aktual di rig 9) Penyusunan dan penerapan Green helmet policy dan peningkatan pengawasan untuk personil baru 10) Peningkatan Penyediaan peralatan deteksi gas beracun 11) Meningkatkan pengetahuan pada para pekerja mengenai karakteristik dan deteksi gas beracun. 12) Pemberlakukan reward & punishment 13) Pemberlakukan kewajiban untuk mengikuti Defensive Driving Training eksternal untuk seluruh driver 14) Penerapan CSMS untuk kontrak dengan kategori High Risk

1) SMC (safety monitoring card) didominasi oleh unsafe act maupun unsafe condiiton. 2) Banyaknya kejadian nearmiss 3) Banyaknya pekerja baru di rig (green hand) 4) temuan inspeksi tidak ditindaklanjuti 5) mata bor menyentuh zona yang mengandung gas berbahaya 6) terdeteksi keberadaan gas H2S 7) kontraktor bekerja tanpa pengawasan

Work accident

1) Worker not working based on applicable SOP 2) Irrelevant and unspecific TKI for each rig type 3) Small tools quantity and quality did not meet requirements 4) Lifting fear quantity and quality did not meet requirements

1) Increasing supervision on SOP implementation by conducting reward and punishment program 2) Organizing rig contest two times a year 3) Preparing training matrix for all position levels so that the competence of employees can be monitored and competence gap can be identified and fulfilled 4) Adding the frequency of inspection on rig equipment, HSE and APD equipment

1) SMC (safety monitoring card) dominated by unsafe act and unsafe condition 2) Many near-miss events 3) Many new workers in rig (green hand) 4) No follow up of inspection findings 5) Brace and bit touched poisonous zone 6) H2S gas was detected 7) Contractor working without supervision



No.

23

24





5) Less competent HR quality in operating or maintaining equipment 6) Worker did not comprehend duties and responsibilities 7) Worker did not understand rig equipment with new technology 8) Crew did not understand how to operate new tool and new working method 9) Follow up on inspection findings was not optimum 10) Poison gas elaboration 11) Violation of applicable rules/procedure 12) No follow up on the violation 13) Traffic accidents 14) No monitoring on contractors working at PDSI

5) Conducting training for operator and technician to improve their ability especially if there is new equipment 6) Conducting pre job safety meeting to explain risk assessment (JSA = Job Safety Analysis) made to perform work 7) Conducting job induction to socialize duties and responsibilities of every position level 8) Reviewing and updating existing TKI so that it is relevant with actual condition in rig 9) Preparation and implementation of green helmet policy and increasing supervision on new personnel 10) Increase in supply of poisonous gas detecting equipment 11) Enriching knowledge of the employee about poisonous gas characteristics and detection 12) Reward and punishment implementation 13) Obligation to join external defensive driving training for all drivers 14) CSMS implementation for contract with high risk category

Adanya gangguan masyarakat sekitar lokasi pengeboran

Kurangnya sosialisasi ke masyarakat terhadap project PDSI

1) CSR terpadu dibawah pertamina korporat 2) Menganggarkan dana untuk CSR 3) Koordinasi dengan pemberi kerja (bowheer), security, operasi

1) Pemalakan mob/demob 2) Terhambatnya operasi

People living close to drilling location are disturbed

Lack of dissemination of PDSI project to the society

1) Integrated CSR under Pertamina corporate 2) Budgeting funds for CSR 3) Coordinating with bowheer, security and operations

1) Mob/demob pilfering 2) Obstructed operation

Pengalihan anggaran

1) Perencanaan budget holder yang kurang baik 2) Kurangnya waktu untuk mereview usulan anggaran dibandingkan dengan rencana kerja sehingga budget tidak mencerminkan rencana kerja 3) Proses pembuatan accrual masing-masing fungsi belum optimal (banyak yang terlewat). 4) Proses penyelesaian accrual yang terlambat dari tata waktu

1) Penyusunan anggaran berdasarkan standard costing dan rencana pendapatan 2) Menerapkan financial model standard costing per rig 3) Melakukan accrual/ pengakuan biaya pada akhir tahun atas pekerjaan/ jasa yang telah diterima tetapi belum ditagihkan oleh vendor 4) Melakukan proses bisnis secara real time agar transaksi tercatat pada periode yang benar

1) Tagihan tahun lalu yang diproses dengan anggaran tahun berjalan 2) Adanya tagihan yang tidak terdaftar dalam daftar accrual akhir tahun


271

No.

25

272





Budget diversion

1) Bad planning of budget holder 2) Less time to review budget proposition compared to work plan so the budget did not reflect work plan 3) Unoptimum accrual making process of each function 4) Late accrual completion process

1) Budget preparation based on standard costing and income plan 2) Implementing financial model standard costing per rig 3) Conducting accrual/cost acknowledgement at year end on job/service that has been accepted but the bill has not been collected by vendor 4) Conducting real time business process so that transaction recorded in the correct period

1) Previous year invoice was processed with current year budget 2) Invoice not listed in accrual list at year end

Adanya missmatch kompetensi beberapa pekerja dengan job spec pekerjaannya

1) Rekrutmen & penempatan pekerja tidak sesuai persyaratan jabatan 2) Rotasi & mutasi pekerja yang tidak sesuai dengan kompetensi 3) Kebutuhan mendadak dalam penempatan pekerja di posisi tertentu

Adanya pembinaan (convertion training) secara continue.

1) Adanya keluhan dari Fungsi/pekerja lain. 2) Rendahnya kinerja Fungsi pekerja ybs. 3) Pekerja terlalu sering mutasi sementara pembinaan dan proses pembelajarandi jabatannya belum maksimal

Competence mismatch of some employees with their job specification

1) Worker recruitment and placement not in accordance with position requirements 2) Worker rotation and mutation not based on competence 3) Sudden demand on worker placement in certain position

Continuous convertion training

1) Complaint from other functions/employees 2) Low performance of related worker function 3) Worker was often mutated while training and learning process in their position was not maximum yet.



No.

26

27

28

29





Bocornya informasi confidential pekerja

1) Ruang kerja fungsi HR menyatu dengan fungsi lain 2) Berkas confidential diletakkan di sembarang tempat 3) Ketidakjelasan otorisasi akses ke confidential data 4) Tidak adanya SOP mengenai confidential data 5) Masih banyaknya dokumen confidential berbentuk hard copy 6) Pekerja menggunakan publik email dalam mengirim dokumen confidential

1) Penyiapan ruang kerja HC yang terpisah dengan fungsi lain 2) Audit HR

Informasi pekerja yang bersifat rahasia tersebar ke pekerja yang tidak berkepentingan

Leaking confidential information of employees

1) HR function mixed with other functions 2) Confidential documents placed carelessly 3) Obscurity of access authorization to confidential data 4) No SOP regarding confidential data 5) Many confidential documents in hard copy 6) Worker used public email to send confidential documents

1) Separating HR office from other functions 2) HR audit

Confidential information on worker spread to workers without interest

Crew tidak terutilisasi dan tidak sesuai dengan standard ketenagakerjaan

1) Pemotongan jumlah sumur 2) Tunggu lokasi 3) Ketidakjelasan dalam perekrutan crew

1) Monitoring kinerja dan efektifitas kegiatan crew 2) Memasukan kompensasi tidak bekerjanya crew ke dalam THO

Perubahan RPKU

Crew is not utilized and is not in accordance with employment standards

1) Cut-down of wells 2) Waited for location 3) Obscurity in crew recruitment

1) Monitoring crew performance and the effectiveness of crew activities 2) Incorporating compensation of crew not working into THO

RPKU change

Hilangnya kerja sama dengan penyedia jasa akomodasi dan kesehatan

1) Pembayaran invoice terlambat 2) Kurangnya SDM untuk verifikasi dokumen 3) Prosedur pembayaran invoice yang panjang dan rumit

1) Menerapkan corporate credit card untuk keperluan akomodasi 2) Koordinasi dengan vendor untuk memberikan dokumen sesuai dengan kebutuhan 3) Review dan monitor invoice

Pembayaran invoice terlambat

Missing cooperation opportunities with accommodation and health services provider

1) Late invoice payment 2) Lack of HR to verify documents 3) Long and complicated invoice payment procedure

1) Implementing corporate credit card for accommodation 2) Coordinating with vendor to provide documents based on needs 3) Reviewing and monitoring invoice

Late invoice payment

Tidak terselesaikannya pengembangan aplikasi sesuai dengan harapan user

1) Tidak adanya perencanaan mengenai kebutuhan aplikasi hari masing-masing fungsi bisnis PDSI 2) Keterbatasan internal resource di fungsi ICT dan CSS 3) Keterbatasan resource dan komitmen (resistensi) di fungsi bisnis

1) Melakukan kajian dan analisa untuk memenuhi kebutuhan pengembangan sistem informasi sesuai ICT Masterplan 2) Membentuk tim change management terkait pelaksanaan training, sosialisasi & komunikasi dalam setiap project implementasi pengembangan sistem informasi 3) Melakukan kontrak pengembangan aplikasi dengan pihak ketiga yang berkompeten 4) Melibatkan TIm Management dalam Tim Pengembangan Aplikasi

Banyak jadwal kegiatan aplikasi tidak selesai tepat waktu, misalnya : UAT, Sosialisasi, tidak hadir pada rapat pengembangan apllikasi atau training


273


No.

30





Application development not completed as expected by user

1) No planning on daily application necessity in each business function of PDSI 2) Limited internal resource in ICT and CSS functions 3) Limited resource and commitment in business function

1) Conducting study and analysis to fulfill the need to develop information system based on ICT Master Plan 2) Forming change management team related to training, dissemination and communication in each project of information system development implementation 3) Application development contract with competent third party 4) Involving Management Team in Application Development Team

Many application activities completed not on time, such asL UAT, Dissemination, absent during application development meeting or training

Pekerjaaan oleh Mitra Kerja berjalan terlebih dahulu sebelum penandatanganan Kontrak

1) Tuntutan/desakan dari pemilik kerja 2) Terlambatnya pembuatan kontrak dengan pemilik kerja 3) Diperlukan waktu untuk melakukan pengadaan pekerjaan yang diperoleh dari pemilik kerja kepada Mitra Kerja.

Standarisasi Perjanjian dan Revisi SPMP

1) Dibuatkan Standarisasi Perjanjian 2) Dibuatkan revisi Surat Perintah Memulai Pekerjaan (SPMP) yang dapat mengamankan hak-hak PDSI

Work by partner started earlier before contract signing

1) Claim/urgency from employer 2) Late contract making with employer 3) Time needed for job procurement from employer to partner

Standardizing Agreement and Revising SPMP

1) Making Agreement Standardization 2) Making revision of Warrant to Start the Job that can secure PDSI rights

Indikator Risiko, Pengawasan, dan Pelaporan

Indicators of Risk, Monitoring, and Reporting

Rencana mitigasi terhadap potensi risiko yang telah

Mitigation plan of risks that have been identified by risk

diidentifikasi oleh risk owner diimplementasikan sesuai dengan

owners has been implemented in accordance with the timeline

timeline yang telah ditetapkan pada workplan pelaksanaan

that has been determined in the workplan of mitigation

rencana mitigasi. Hasil pelaksanaan rencana mitigasi dilaporkan

implementation. The result of the implementation is reported

kepada fungsi Manajemen Risiko setiap triwulan oleh para PIC

to the Risk Management function once every three month by

manajemen risiko. Hasil monitoring di tahun 2014 merefleksikan

the PICs of risk management. In 2014, the monitoring result

peningkatan risk awareness di setiap fungsi secara significant,

obtained showed a significant increase of risk awareness in

terbukti dengan meningkatnya jumlah partisipasi dan rencana

each function. It was proven by the improvement of total

mitigasi yang diimplementasikan oleh risk owner menjadi 97%.

participations and mitigation plans that were implemented

Diharapkan partisipasi risk owner dalam mengimplementasikan

by risk owners to the percentage of 97%. It was expected that

rencana mitigasi semakin meningkat hingga mencapai 100%.

risk owner participations in implementing mitigation plan will continue to increase to 100%.

Proyek PDSI yang terkait dengan strategy dianalisa terlebih

PDSI Project related to stratefy was initially analyzed trhough

dahulu melalui fungsi Manajemen Risiko sebagai dasar

risk management function as the basis of management

dalam pengambilan keputusan manajemen, seperti investasi

decision making such as rig investment, substructure tower

rig,

menara

substructure,

keputusan

procurement and other strategic decisions. Based on ISO 31000,

strategic lainnya. Dilandasi dengan ISO 31000, analisa dalam

analysis of risk identification and the mitigation is conducted

mengidentifikasi risiko serta rencana mitigasinya dilakukan

based on discussion result from related parties and supporting

berdasarkan hasil diskusi dengan pihak terkait dan dokumen-

documents. Supervision on the implementation of mititgation

274

pengadaan


serta


dokumen pendukung. Pengawasan terhadap implementasi

plan is conducted by risk management function adhoc and

rencana mitigasi dilakukan oleh fungsi Manajemen Risiko

according to the agreed timeline.

secara adhoc sesuai dengan timeline yang telah ditentukan. Dalam memonitor kejadian risiko PDSI, Manajemen Risiko

In monitoring PDSI’s risk events, the application of Risk

berfungsi sebagai sistem pengawasan di mana terdapat Key

Management functions as a monitoring system in which there

Risk Indicators (KRI) yang menjadi dua indikasi awal paparan

are Key Risk Indicators (KRI) that become the early indications

risiko atas kejadian risiko PDSI. Indikasi awal ini berfungsi

of risk exposure on the risk event of the Company. The early

sebagai acuan untuk memonitor kegiatan secara intensif.

indications function as the references to intensively monitor the activities.

Aplikasi manajemen risiko yang digunakan PDSI berperan

Risk management application used by PDSI has a role as a

sebagai sistem pengawasan dan online library. Aplikasi

supervisory system and online library. Risk management

manajemen risiko PDSI perlu dilakukan perubahan untuk dapat

application of PDSI must be changed so that it can be integrated

mengintegrasikannya dengan sistem aplikasi yang digunakan

into application system used by PT Pertamina (Persero).

oleh PT. Pertamina (Persero). Hubungan Kerja dengan Pemantau Risiko

Work Relationship with Risk Monitoring Team

Manajemen Risiko bekerjasama dengan fungsi Satuan

Risk Management in cooperation with the function of the

Pengawasan Internal (SPI) dalam melakukan koordinasi dalam

Internal Audit Unit (SPI) coordinates the implementation of

penerapan risk-based audit. Risiko utama yang teridentifikasi

risk-based audit. The main risk identified will be one of the most

akan menjadi salah satu dasar terpenting SPI dalam melakukan

important bases for SPI to conduct evaluation. The functions

pemeriksaan. Fungsi manajemen risiko adalah memonitor dan

of Risk Management are to monitor and provide suggestion

memberikan saran dalam penerapan rencana mitigasi yang

on the implementation of mitigation plan determined by risk

ditetapkan oleh pemilik risiko agar risiko yang teridentifikasi

owners so that the identified risks can be handled effectively.

dapat ditanggulangi secara efektif. Di sisi lain, SPI melakukan pemeriksaan atas pelaksanaan

On the other hand, SPI examines the implementation of control

kontrol terhadap risiko tertentu beserta rencana mitigasinya.

on particular risks as well as their mitigation plans.

Evaluasi Efektivitas Manajemen Risiko

Evaluation on the Effectiveness of Risk Management

Sebagai salah satu bentuk upaya PDSI dalam mendukung

As one of its efforts in supporting a good risk management,

kegiatan pengelolaan risiko yang baik, PDSI melakukan

PDSI conducted an evaluation on the effectiveness of risk

evaluasi terhadap efektivitas kegiatan pengelolaan risiko

management activity in the form of assessment of the maturity

berupa penilaian tingkat maturitas penerapan manajemen

level of risk management implementation based on the above

risiko berdasarkan persepsi manajemen level atas.

management principles.

Pada tahun 2014, penilaian tingkat maturitas didasarkan pada

In 2014, the assessment of maturity level was based on the

penerapan 11 prinsip manajemen risiko berbasis ISO 31000.

application of 11 risk management principles based on ISO

Hasil penilaian menunjukkan bahwa secara keseluruhan PDSI

31000. The result showed that, overall, PDSI had implemented

telah mengimplementasikan sebagian prinsip manajemen

several risk management principles, yet not fully conformed

risiko, namun belum sepenuhnya sesuai. PDSI berada pada

to it. PDSI was at the maturity level of “competent” with the

tingkat maturity “Competent” dengan penjelasan seperti

following picture as explanation.

gambar dibawah ini.


275


Culture

Experience

Process

Application

Now 1) Patchy, inconsistent 2) some understanding 3) cautios approech 1) Risk Averse 2) Lacking awareness 3) Lacking strategy 4) Lacking

1) no experience 2) nothing relevant

Commitment

1) not using application

reactive 1) incosistent 2) no learning from experience 3) Standard approach / generic

1) basic competence 1) incosistent-major project only 2) Process driven 3) Inadequately resourced

1) Where present to be inefficient informal

NOVICE

Competent

1) Prepared to take appropriate risks 2) good understanding 3) Strategy mapped into process implementation 1) consistent approach but scalable 2) tailored to specific needs

1) proficient 2) formal qualificqtions

1) consistently applied 2) adequately resourced

1) proactive 2) intuitive understanding 3) belief, full commitment to be the best 1) adaptive 2) proactively developed 3) fit for purpose 4) best of breed

Proficient

1) exentive experience 2) leading qualifications 3) externally recogniced high competence 1) proactively resourced 2) accross entire business 3) flexible 4) measured for improvement

Expert

Time Line Source: IACCM Business Risk Management Maturity Model

Sosialisasi Manajemen Risiko

Dissemination of Risk Management

Setiap kegiatan di PDSI tidak luput dari risiko yang dapat

Every activity conducted by PDSI is inherent with any risk that

memengaruhi tujuan PDSI. Oleh sebab itu, PDSI menyadari

may affect its goals. Thus, PDSI realizes that risk management

bahwa pengelolaan risiko pada saat, sebelum, dan sesudah

at the time, before, and after the risk event occurs is a strategy

kejadian risiko terjadi merupakan strategi yang perlu dimiliki

that should be prepared by all individuals at all levels of the

setiap individu di setiap tingkatan organisasi. Di tahun 2014,

organization. In 2014, PDSI placed in the top 5 position at

PDSI berhasil masuk dalam 5 besar pada lomba APSA (Annual

APSA (Annual Pertamina Subsidiary Award) competition of

Pertamina Subsidiary Award) kategori ERM. Ini membuktikan

ERM category. This achievement proved that there had been

terdapat peningkatan kesadaran akan pentingnya penerapan

an improvement on the awareness of risk management

manajemen risiko. Kesadaran ini diperlukan guna membantu

implementation. The awareness is needed in order to support

individu dalam mengantisipasi kejadian risiko dalam setiap

the individual in anticipating risk events take place in each

kegiatan sehingga dapat mengurangi kemungkinan kejadian

activity. This aims to reduce the potential occurrence of the risk

atau mengurangi dampak yang timbul akibat risiko tersebut.

or mitigate the impacts arising from such risks.

Sosialisasi mengenai pengelolaan risiko PDSI adalah salah

Dissemination of PDSI’s risk management is one of the means

satu cara meningkatkan kesadaran risiko setiap individu,

to increase the risk awareness of each individual, and serves as

serta menjadi jembatan penghubung antara manajemen

a bridge between the management and risk owners through

dengan pemilik risiko melalui tim manajemen risiko sebagai

risk management team as the coordinator. Risk management

koordinator. Kondisi manajemen risiko PDSI saat ini berada

condition of PDSI today is at stage 3 (Discipline), with the

pada stage 3 (Discipline), dengan penjelasan seperti gambar

following picture as explanation. PDSI is expected to be able to

dibawah ini. Diharapkan PDSI dapat meningkatkan posisinya

obtain a better position to a culture of stage 5 (Culture).

menjadi sebuah budaya atau stage 5 (Culture).

276



Road Map ERM - (Generic) Dalam Kaitannya Dengan Pertumbuhan Perusahaan Regarding the Growth of the Company

Stage 5

Stage 4

NOW

Stage 3 Culture

Stage 2 Stage 1 Awareness

Stage 0 • DO Nothing

ERM Road Map

• • • •

Internal Control Ketergantungan kepada Internal Audit Program mitigasi individual Bergantung kepada kualitas orang dan budaya perusahaan

• • • •

Internal Control Dependency to Internal Audit Individual mitigation program Dependent to the quality of Company’s people and culture

Key Success Factors

• Leadership • Budaya Perusahaan • Leadership • Corporate Culture

Habit

Discipline Framework • Penentuan risiko • Adanya Operational Risk Manager • Pengembangan Alat-alat: Peta Risiko, Manual, Sistem, Komite • Pengelolaan loss event tahap awal • Model ekonomi sederhana • Penentuan Value preposition

• Visi & Tujuan operational risk management yang jelas • KPI & KRI yang jelas & komprehensif • Sistem Pelaporan Risiko yang terkonsolidasi • Pengembangan kriteria eskalasi usaha • Training program

• Determining risk • Establishing manager of operational risk • Development of tools: Risk Map, Manual, System, Committee • Early management of loss event • Simple model of economy • Determination of value preposition

• Clear vision & goal of operational risk management • Clear and Comprehensive of KPI & KRI • Consolidated Risk Reporting System • Development of Business escalation criteria • Training program

• Kematangan Fungsi unit • Independensi • Penentuan Value yg Tepat

• Kuantifikasi Risiko • Penentuan KPI & KRI • Knowledge-based

• Function maturity of units • Independency • Proper determination of Value

• Risk Quantification • Determination of KPI & KRI • Knowledge-based

• Sasaran Kuantitatif dari pengukuran Risiko • Komite RM yang efektif • Adanya Leading Indicators • Sistem Database & Analisa Loss Event yang Komprehensif • Model Ekonomi dari Risiko yang bersifat bottom-up • Quantitative target of risk measurement • Effective RM Committee • Establishment of Leading Indicators • Comprehensive Database System and Loss Event Analysis • Economic Model of bottomup Risks

• Sistem Informasi Pengambilan keputusan ERM • Leading Indicator • Model • Information System for ERM decision-making • Leading Indicator • Model

• Risk-adjusted corporate plan • Hubungan Kuantitatif antara KPI, KRI & kerugian (losses) • Hubungan antara Return - kompensasi yang sudah Risk-adjusted (EVA) • Hubungan antara pengelolaan Risiko dengan Kompensasi SDM • Risk-adjusted corporate plan • Quantitative Relations among KPI, KRI, and losses • Relations between Return and risk-adjusted compensation (EVA) • Relations between risk management and HR compensation

• Hubungan Risiko Value • Hubungan Risiko Nilai Usaha Kompensasi pekerja • Relations of Value Risk • Relations of Employees Compensation Business Value Risk

Sumber: Presentasi ERM PT Pertamina (Persero) Source: ERM Presentation of PT Pertamina (Persero)

PENERAPAN ICOFR

ICOFR IMPLEMENTATION

Penerapan Internal Control over Financial Reporting (ICoFR)

Internal

dilakukan perusahaan, berdasarkan koordinasi dengan PT

implementation is conducted by company with coordination

Pertamina (Persero), meliputi :

with PT Pertamina (Persero), comprises:

1. Pembuatan Pedoman dan Tata Kelola Organisasi ICoFR

1. The preparation of ICoFR GCG

2. Pelaksanaan Sertifikasi untuk TW I - TW IV yang dilakukan

2. Certification of TW I – TW IV conducted by each Control

oleh masing masing Control Owner. 3. Melakukan Testing untuk TW I dan TW II

Control

over

Financial

Reporting

(ICoFR)

Owner 3. Testing of TW I and TW II

KASUS DAN PERKARA PENTING

LEGAL CASES

Sepanjang 2014, PDSI tidak memiliki permasalahan hukum

Throughout 2014, PDSI did not encounter criminal and civil

perdata dan pidana.

cases.

INFORMASI SANKSI ADMINISTRATIF

INFORMATION ON ADMINISTRATIVE SANCTION

Selama 2014, PDSI tidak memiliki dan mendapat sanksi

Throughout 2014, PDSI did not have and receive any form of

administratif dalam bentuk apa pun.

administrative sanction.


277


PAKTA INTEGRITAS PDSI

INTEGRITY PACT OF PDSI

Dewan Komisaris, Direksi beserta seluruh pekerja PDSI telah

The Board of Commissioners, Board of Directors, and all

berkomitmen untuk melaksanakan seluruh tugas dengan

employees of PDSI has committed to carrying out all duties

peraturan perundang-undangan dan tata tertib perusahaan,

pursuant to the legislation and PDSI’s rules and regulations,

serta kesanggupan untuk tidak melakukan KKN. Tujuan dari

as well as the willingness not to commit to corruption. The

pakta integritas tersebut adalah menumbuhkembangkan rasa

purpose of this integrity pact is to cultivate openness and

keterbukaan dan kejujuran, serta memperlancar pelaksanaan

honesty, and to facilitate the implementation of duty in a

tugas yang berkualitas, efektif, efisien, dan akuntabel dalam

qualitative, effective, efficient, and accountable manner in its

lingkungan bisnis PDSI. Hal ini tercermin dalam kebijakan

business environment. This is reflected on the policy of Conflict

Benturan Kepentingan berdasarkan SK No. Kpts. 038/DKPDSI/

of Interest based on the Decision Letter No. Kpts. 038/DKPDSI/

2012-S0 dan tata nilai PDSI berdasarkan SK No. Kpts-114/

2012-S0 and the values of PDSI based on the Decision Letter

DSI0000/2013-S0. Pakta Integritas ini diwujudkan dalam

No. Kpts-114/DSI0000/2013-S0. The document of Integrity Pact

penandatanganan dokumen pakta integritas oleh jajaran

is signed by the management and top level management to

manajemen dan manajemen level atas, sedangkan untuk

show their integrity; while for employees under the manager,

pekerja di bawah manajer melalui mekanisme pengisian

their integrity is reflected in the mechanism of compliance

compliance online system.

online system fulfillment.

KEPATUHAN PAJAK

TAX COMPLIANCE

PDSI senantiasa mematuhi ketentuan perpajakan yang berlaku

PDSI always complies with the prevailing tax regulations as a real

sebagai bentuk kontribusi nyata serta ketaatan terhadap

contribution and compliance with the country’s regulations.

peraturan negara. Hal ini sejalan dengan kebijakan pemerintah

This is in line with the government policy to increase the

untuk meningkatkan pembangunan melalui optimalisasi

development through optimization of tax acceptance.

penerimaan pajak. Berikut pembayaran pajak (PPN, PPh 23, PPh 25 dan PPh 21)

The following are tax payments (Value Added Tax, Income Tax

yang dilakukan oleh PDSI dari 2010 - 2014.

23, Income Tax 25 and Income Tax 21) conducted by PDSI from

Miliaran Rupiah / Billion Rupiah

2010-2014.

278

600.00 500.00 400.00 300.00 200.00 100.00 0.00

Pembayaran Pajak Tax Payment

2010

2011

2012

2013

2014

428,14

322,38

311,71

495,20

434,6



Berikut grafik pembayaran pajak (PPN, PPh 23, PPh 25 dan PPh

The following is the graph of tax payment (VAT, Income Tax 23,

21) yang dilakukan pada 2013-2014 (Dalam bentuk Rp miliar

Income Tax 25 and Income Tax 21) conducted in 2013-2014 (in

Rupiah)

billion Rupiah) 350.00 300.00 250.00 200.00 150.00 100.00 50.00 20.00

PPN / VAT

PPH 23 / Income Tax 23



2013

336.34

26.34

102.56

30.34

2014

189.89

43.42

141.2

37.2

Pembayaran PPN selama 2014 tercatat sebesar Rp189.89 miliar,

VAT payment in 2014 was Rp189.89 billion. It decreased by

turun sebesar 43.54% dari 2013 yaitu sebesar Rp336 miliar.

43.54% from 2013 which was Rp336 billion. This decrease was

Penurunan ini disebabkan oleh berkurangnya pembelian

due to the decline of imported sparepart purchase and rig tools

impor sparepart dan peralatan rig untuk kegiatan operasional

purchase for operational activities (VAT in).

(VAT In). Pembayaran PPh 23 pada 2014 sebesar Rp43.42 miliar naik

The paymnent of Income Tax 23 in 2014 was Rp43.42 billion,

sebesar 64.84% dari pembayaran pada 2013 sebesar Rp26

it increased by 64.84% from payment in 2013 which was

miliar. Kenaikan pembayaran PPh 23 pada 2014 disebabkan

Rp26 billion. This increase in 2014 was due to the increase of

oleh

payment transaction of the company to partners/third parties

meningkatnya

transaksi

pembayaran

perusahaan

kepada mitra kerja/pihak ketiga, senada dengan semakin

in line with the development of the business of the company.

berkembangnya kegiatan bisnis perusahaan. Pembayaran PPh 25 pada 2014 sebesar Rp141.20 miliar

Income tax 25 payment in 2014 was Rp141.20 billion. It

naik sebesar 37.68% dari pembayaran pada 2013 sebesar

increased by 37.68% from the payment in 2013 which was

Rp102 miliar. Peningkatan ini dipicu oleh meningkatnya laba

Rp102 billion. This increase was due to the increase of the profit

perusahaan. Pada tahun 2014 PDSI mendapat penerimaan

of PDSI. In 2014 the company received VAT restitution in 2012

restitusi PPN tahun 2012 sebesar Rp165 miliar atau 100% dari

which was Rp165 billion or 100% from what was proposed by

yang diajukan oleh perusahaan ke Kantor Pelayanan Pajak

the company to Kantor Pelayanan Pajak Wajib Pajak Besar Tiga.

Wajib Pajak Besar Tiga. Restitusi PPN tahun 2013 sebesar Rp189

VAT restitution in 2013 was Rp189 billion which is currently

miliar saat ini dalam proses pemeriksaan oleh Tim pemeriksa

under the inspection of controlling team from Kantor

dari Kantor Pelayanan Pajak Wajib Pajak Besar Tiga sesuai

Pelayanan Pajak Wajib Pajak Besar Tiga, in accordance with

dengan Surat Perintah Pemeriksaan (SP2) No 00026/WPJ.19/

Warrant (SP2) No 00026/WPJ.19/KP.0305/RIK.SIS/2015 and was

KP.0305/RIK.SIS/2015 dan diperkirakan akan diterima pada

predicted to be received in 2015.

2015. PT Pertamina Drilling Services Indonesia Laporan Tahunan 2014 Annual Report

279


Pada September 2014, PDSI mengajukan permohonan Surat

In September 2014, PDSI applied for Certificate of Income Tax

Keterangan Bebas pemotongan dan pemungutan PPh pasal 23

Article 23 Exemption to Kantor Pelayanan Pajak Wajib Pajak

ke Kantor Pelayanan Pajak Wajib Pajak Besar Tiga. Permohonan

Besar Tiga and the application was granted with letter No. KET-

tersebut telah dikabulkan melalui surat No. KET-00012/

00012/POTPUT/WPJ.19/KP.03/2014.

POTPUT/WPJ.19/KP.03/2014.

AKSES INFORMASI PDSI

INFORMATION ACCESS OF PDSI

Sesuai dengan Undang-Undang Republik Indonesia Nomor

Pursuant to the Act of Republic Indonesia Number 14 year

14 tahun 2008 tentang keterbukaan informasi publik yang

2008 on the openness of public information which stated that

menyatakan bahwa keterbukaan informasi publik merupakan

the disclosure of information to public is a means to optimize

sarana dalam mengoptimalkan pengawasan publik terhadap

public’s supervision to the state and public organizations

penyelenggaraan negara dan badan publik lainnya dan segala

administration, as well as public’s interests; therefore, PDSI is

sesuatu yang berakibat pada kepentingan publik, maka

committed to implementing the transparency principles to

PDSI berkomitmen menerapkan prinsip transparansi kepada

all stakeholders of the Company. This is done by providing

segenap stakeholder PDSI dengan menyediakan akses dan

adequate access and medium to obtain information related to

sarana perolehan informasi yang memadai kepada seluruh

the Company for all stakeholders.

pemangku kepentingan. Akses informasi dan data PDSI kepada publik secara eksternal

The access of PDSI’s information and data to the public can be

bisa diakses di situs resmi PDSI, media cetak, forum komunikasi

accessed externally through the official website of PDSI, mass

internal dan media elektronik lainnya dan secara internal bisa

media, internal communication forum, and other electronic

diakses melalui Enterprise Portal PDSI yaitu perangkat lunak

media; internally, it can also be accessed through the Company’s

berbasis web.

Enterprise Portal, which is a web-based software.

E-mail

: [email protected]

E-mail

: [email protected]

Situs

: http://pertamina-pdsi.com

Website

: http://pertamina-pdsi.com

Telepon : +6221 29955400 (hunting)

Phone

: +6221 29955400 (hunting)

Sedangkan untuk Drilling Area, korespondensi dapat ditujukan

Meanwhile, for the Drilling Area, correspondence can be

ke masing-masing unit kerja PDSI.

addressed to each working unit of PDSI.

Survei dan Evaluasi Efektivitas Sistem Komunikasi

Survey and Evaluation of the Communication System’s Effectiveness

Agar sistem dan sarana komunikasi dapat berjalan serta

For the system and communication facility to be able to run

berfungsi dengan baik, PDSI tengah mengupayakan sistem

well, PDSI is currently working on a survey and evaluation

survei serta evaluasi untuk mengukur dan memperbaiki

system to measure and correct the effectiveness of the

efektivitas

Company’s communication for the future.

komunikasi

perusahaan

pada

tahun-tahun

mendatang.

KODE ETIK PDSI

PDSI’S CODE OF CONDUCT

Penerapan Kode Etik secara mendalam bukan saja memperkuat

The in-depth implementation of PDSI’s Code of Conduct will

dan memperteguh penerapa GCG di dalam PDSI, tetapi secara

not only strengthen and boost the implementation of GCG

langsung juga mengembangkan karakter dan tingkah laku

in PDSI, but also will directly improve the characteristics and

280



setiap individu PDSI. Karakter dan tingkah laku yang berintegritas

behavior of all employees. Characters and behavior that show

turut serta mencerminkan wajah PDSI di depan pemangku

integrity will also reflect in the image of the Company in

kepentingan. Pedoman Kode Etik diimplementasikan pada

front of all stakeholders. The Guideline of Code of Conduct is

seluruh sistem dan struktur perusahaan, dari level operasional

implemented to all systems and structures of the company;

yaitu karyawan dan pekerja hingga level manajerial yaitu

from operational level, namely employees and workers, to

Dewan Komisaris, Direksi, dan Manajemen. Pelaksanaan Kode

managerial level, namely the Boards of Commissioners and

Etik diharapkan mampu menciptakan mentalitas SDM yang

Directors, as well as the Management. The implementation of

mampu membawa perubahan bagi kemajuan PDSI.

Code of Conduct is expected to be able to create HR mentality which will bring change for the development of PDSI.

Penegakan Etika Usaha dan Tata Perilaku

Enforcement of Business Ethics and Code of Conduct

Berikut uraian mengenai etika usaha dan tata perilaku PDSI:

The following is descriptions on PDSI’s business ethics and

1. Setiap insan PDSI harus melaporkan setiap fakta

code of conduct:

penyimpangan Etika Usaha dan Tata Perilaku (Code of

1. Every personnel of PDSI has to report any deviation

Conduct) kepada Chief Compliance Officer dan identitas

from Business Ethics and Code of Conduct to the Chief

pelapor dilindungi.

Compliance Officer, and the identity of the reporter will be protected.

2. Chief Compliance Officer menindaklanjuti setiap laporan

2. Chief Compliance Officer follows-up every report and

dan menyampaikan hasil kajiannya kepada Direksi atau

submits the results to the Board of Directors or Board

Komisaris sesuai dengan lingkup tanggung jawabnya.

of Commissioners in accordance with the scope of their responsibilities.

3. Direksi dan Komisaris memutuskan pemberian tindakan

3. The Boards of Directors and Commissioners determine a

pembinaan, sanksi disiplin dan/atau tindakan perbaikan

mentoring action, disciplinary sanction, and/or corrective

serta pencegahan yang harus dilaksanakan oleh atasan

or preventive actions to be implemented by direct

langsung di lingkungan masing-masing. Bentuk sanksi

supervisors in their own units. The form of sanction will be

yang diberikan akan diatur secara tersendiri.

determined according to their considerations.

4. Insan PDSI yang melakukan penyimpangan Etika Usaha

4. The personnel of PDSI who deviates from the Business

dan Tata Perilaku (Code of Conduct) memiliki hak untuk

Ethics and Code of Conduct has the right to explain their

didengar penjelasannya di hadapan atasan langsung

act in front of the direct supervisor before being given

sebelum pemberian tindakan pembinaan atau hukuman

mentoring actions or disciplinary sanction.

disiplin. 5. Pelaksanaan tindakan pembinaan, hukuman disiplin dan/

5. The implementation of mentoring actions, disciplinary

atau tindakan perbaikan serta pencegahan dilakukan oleh

sanction, and/or corrective and preventive actions is

atasan langsung.

conducted by the direct supervisor.

Sosialisasi dan Internalisasi Kode Etik

Dissemination and Internalization of Code of Conduct

PDSI menugaskan Chief Compliance Officer atau fungsi tertentu

PDSI assigned the Chief Compliance Officer or other particular

lainnya untuk melaksanakan sosialisasi dan internalisasi Etika

functions to conduct dissemination and internalization of

Usaha dan Tata Perilaku (Code of Conduct) kepada seluruh insan

Business Ethics and Code of Conduct to all personnel of

PDSI. Chief Compliance Officer ditunjuk oleh Direksi. Setiap

PDSI. The appointment of Chief Compliance Officer is done

insan PDSI dapat meminta penjelasan atau menyampaikan

by the Board of Directors. All personnel of PDSI may seek for

pertanyaan terkait dengan Etika Usaha dan Tata Perilaku

explanations or ask questions related to the Business Ethics

(Code of Conduct) kepada atasan langsung atau kepada Chief

and Code of Conduct to the direct supervisor or the Chief

Compliance Officer.

Compliance Officer.


281


Pengungkapan Kode Etik Berlaku Bagi Seluruh Organisasi

Disclosure of Code of Conduct Applied to the Entire Organizations

Pada Desember 2011, Dewan Komisaris dan Direksi secara

In December 2011, the Boards of Commisioners and Directors

bersama-sama telah mengesahkan pedoman Kode Etik PDSI

had endorsed PDSI’s Code of Conduct which came into effect

yang mulai diberlakukan untuk semua personil PDSI pada 2012.

for all personnel of PDSI in 2012. The Code of Conduct is applied

Kode etik berlaku secara universal bagi seluruh insan PDSI,

universally to all personnel of PDSI, including the Board of

termasuk Dewan Komisaris dan Direksi. Kegiatan sosialisasi

Commissioners and Board of Directors. Socialization had been

telah dilakukan secara intensif kepada seluruh pekerja, dan

done intensively to all employees, and all employees had also

pekerja telah menandatangani pernyataan atas penerapan

signed the statement on the implementation of Business Ethics

Etika Usaha dan Tata Perilaku PDSI.

and Code of Conduct.

Budaya PDSI

PDSI’s Culture

Budaya PDSI merupakan landasan yang kokoh dalam

PDSI’s Culture is a solid foundation in supporting business

menunjang kegiatan usaha di mana rangkaian tata nilai ini

activities. This series of values acts as habits that influence

bersifat sebagai kebiasaan yang memengaruhi pola pikir,

mindset, speech, mannerisms, and the way the employees

pembicaraan, tingkah laku, dan cara kerja pekerja sehari-

perform their daily duties. The Company’s Culture is very

hari. Budaya PDSI sangat penting untuk diwujudkan demi

important to be implemented in order to create a conducive

terciptanya lingkungan kerja yang kondusif bagi insan PDSI

work environment for all personnel of PDSI and the optimization

dan optimalisasi kinerja PDSI.

of its performance.

Budaya kerja PDSI terdiri dari:

The work culture of PDSI consists of:

1. Clean (Bersih)

1. Clean

PDSI mengelola kegiatan usaha secara profesional,

menghindari

benturan

kepentingan

dengan

PDSI manages business activities professionally, avoids

pihak-

conflict of interest with related parties, assumes no

pihak terkait, tidak menoleransi suap, menjunjung tinggi

tolerance for bribery, upholds trust and integrity, and is

kepercayaan dan integritas, serta berpedoman pada asas-

guided by good corporate governance principles.

asas tata kelola korporasi yang baik. 2. Competitiveness (Kompetitif )

2. Competitiveness

PDSI mampu berkompetisi dalam skala regional dan

PDSI is able to compete both regionally and internationally,

internasional, mendorong pertumbuhan melalui investasi,

encourages growth through investment, builds cost-

membangun budaya kesadaran atas biaya operasional, dan

conscious culture, and appreciates performance.

menghargai kinerja. 3. Confidents (Percaya Diri)

3. Confidence

PDSI mampu berperan dalam pembangunan ekonomi

PDSI is able to participate in the national economics

nasional, menjadi pelopor dalam reformasi BUMN dan

development, be the pioneer in SOE reformation, and

membangun kebanggaan bangsa.

builds the nation’s pride.

4. Customer-Focused

4. Customer-Focused

PDSI berorientasi pada kepentingan pelanggan dan

berkomitmen untuk memberikan pelayanan berkualitas

providing high quality services to customers based on

tinggi

strong commercial principles.

pada

pelanggan

berdasarkan

komersial yang kuat.

282

PDSI is oriented to customer’s interest and committed to


prinsip-prinsip


5. Commercial (Komersial)

5. Commercial

PDSI dapat menciptakan nilai tambah dengan orientasi

PDSI is able to create commercial-oriented added values

komersial serta mengambil keputusan berdasarkan

and make decisions based on the principles of healthy

prinsip-prinsip bisnis yang sehat.

business.

6. Capable (Berkemampuan)

6. Capable

PDSI dikelola oleh jajaran pemimpin dan didukung

PDSI is managed by a rank of leaders and supported

oleh pekerja-pekerja yang profesional, bertalenta dan

by professional and talented employees with high

berkompetensi

pengetahuan

competence, as well as an in-depth technical knowledge.

teknis yang mendalam. PDSI berkomitmen untuk terus

PDSI is committed to always building research technology

membangun dan mengembangkan teknologi riset dan

and development.

tinggi

serta

memiliki

pengembangan.

INISIASI PROGRAM ANTI KORUPSI

ANTI-CORRUPTION PROGRAM INITIATIVE

PDSI memberlakukan inisiasi Program Anti Korupsi bagi seluruh

PDSI implements the Anti-Corruption Program Initiative for all

insan di dalam perusahaan. Dalam mendukung program

employees by conducting the following aspects:

tersebut, PDSI memberlakukan 1. Whistle blowing system

1. Whistleblowing system

2. Laporan harta kekayaan penyelenggara negara (LHKPN)

2. State officials wealth reports (LHKPN)

LKHPN diberlakukan di PDSI sejak 2013 pada jajaran

The state official wealth repprts (LHKPN) is implemented at PDSI for the management officials, particularly the

manajemen level manager ke atas

managers and above, since 2013. 3. Pelaporan gratifikasi melalui compliance online system

3. Gratification report via compliance online system

Dalam praktik pelaksanaan ketiga aspek tersebut, laporan

In implementing the three aspects, reports that will be

yang dicatat dan akan ditindaklanjuti adalah catatan

listed and followed up are case notes required based on the

perkara yang sesuai dengan prosedur kriteria yang diminta

criteria stipulated by Corruption Erradication Commission

KPK.

(KPK).

SISTEM PELAPORAN PELANGGARAN

WHISTLEBLOWING SYSTEM

PDSI memiliki Tata Kerja Organisasi (TKO) Pengelolaan

PDSI owns Working Procedures of Organization (TKO) on

Whistleblowing System

B-018/DSI0200/2010

the Management of Whistleblowing System (WBS) No.

berdasarkan Surat Keputusan Direktur Utama No. Kpts029/

B-018/DSI0200/2010 pursuant to the Decree of President

DSI00000/2010-S0 tanggal 11 Mei 2010. Whistleblowing System

Director No. Kpts029/ DSI00000/2010-S0 dated May 11, 2010.

(Sistem Pelaporan Pelanggaran) adalah mekanisme pengaduan

Whistleblowing System is a mechanism of reporting/disclosing

mengenai perilaku melawan hukum dan perbuatan tidak etis

conduct that is against the law and non-ethical/improper

yang dilaporkan secara rahasia, anonim, dan mandiri yang

deeds in a secret, anonymous, and independent manner, in

digunakan untuk mengoptimalkan peran insan PDSI dan

order to optimize the role of PDSI’s personnel and partners in

mitra kerja dalam mengungkap pelanggaran yang terjadi di

disclosing the violations of law in the internal of the Company.

(WBS)

No.

lingkungan PDSI. Prinsip Dasar Sistem Pelaporan Pelanggaran

Basic Principles of Whistleblowing System

Aplikasi disediakan oleh PDSI bagi yang memiliki informasi

Application provided by PDSI for those with information and

dan ingin melaporkan suatu perbuatan tidak etis maupun

would like to report unethical behavior or violation in PDSI.

pelanggaran yang terjadi di lingkungan PDSI. PT Pertamina Drilling Services Indonesia Laporan Tahunan 2014 Annual Report

283


Pelapor tidak perlu khawatir atas terungkapnya identitas diri

The whistleblower should not be worried that their identity

karena PDSI akan merahasiakan identitas diri pelapor sebagai

will be revealed because PDSI will keep it confidential.

whistleblower. PDSI menghargai informasi yang dilaporkan dan

PDSI appreciates information reported and focuses on the

fokus pada materi informasi yang dilaporkan.

information material submitted.

Ruang Lingkup Sistem Pelaporan Pelanggaran

Scope of Whistleblowing System

Sistem Pelaporan Pelanggaran berlaku bagi seluruh insan PDSI

Whisteblowing system applies to all personnel of PDSI and

dan seluruh stakeholder Perusahaan, pelanggaran yang dapat

all stakeholders. The violation that can be reported include

dilaporkan meliputi korupsi, suap,

benturan kepentingan,

corruption, bribery, conflict of interest, stealing, fraud, violation

pencurian, Kecurangan, Pelanggaran Peraturan/hukum, tidak

of regulation/law, excluding problems related to HSE, HR and

termasuk permasalahan yang terkait dengan HSE, HR dan

PDSI Facilities.

Fasilitas PDSI. Struktur Pengelola Sistem Pelaporan Pelanggaran

Management Structure of Whistleblowing System

Direktur Utama, sebagai pejabat yang bertanggung atas

President Director as the official who is responsible in th

efektivitas

pemeliharaan

effectiveness of design, implementation and maintenance

penyelenggaraan WBS secara keseluruhan serta berkewajiban

of overall WBS and is obligated to determine direction and

menetapkan arahan dan melakukan tindakan-tindakan untuk

perform actions to ensure that all WBS activities run smoothly.

rancangan,

pelaksanaan

dan

menjamin bahwa seluruh aktivitas penyelenggaraan WBS berjalan dengan baik. Head of Intern Audit selaku Chief Compliance Officer (CCO),

Head of Internal Audit as Chief Compliance Officer (CCO)

sebagai pejabat yang yang ditunjuk oleh Direktur Utama yang

Is the official appointed by President Director and is responsible

bertanggung jawab atas program kepatuhan perusahaan dan

in compliance program and ensuring that the Board of

memastikan bahwa Dewan Komisaris, Direksi, Manajemen, dan

Commissioners, Directors, Management and employees

pekerja mematuhi peraturan dan ketentuan baik pemerintah,

comply with the rules and regulations of the company and

perusahaan dan ketentuan lain yang berlaku serta perilaku

government and other applicable regulations as well as

organisasi sesuai dengan Pedoman Etika Usaha dan Tata

organizational behavior in accordance with code of conduct of

Perilaku (Code of Conduct) PDSI.

PDSI.

Dewan Komisaris, sebagai penanggung jawab dalam

Board of Commissioners is in charge of supervising the

melakukan pengawasan atas kecukupan dan efektivitas

adequacy and the effectiveness of WBS in the company. WBS

pelaksanaaan WBS di perusahaan. Pemantauan pelaksanaan

monitoring duty can be assigned to Board oc Commissioners

WBS dapat diserahkan kepada Komite Dewan Komisaris.

Committee.

Tim Investigasi adalah yang melakukan kegiatan untuk

Investigation Team is the one conducting activities to find

menemukan bukti-bukti terkait dengan pelanggaran yang

evidence related to the whistleblowing, which has been

dilakukan oleh Terlapor, yang telah dilaporkan melalui

reported through wshitleblowing system.

Whistleblowing System. Pengelola Whistleblowing System, merupakan fungsi

Whisteblowing System Manager, Is a function or unit

atau unit yang dibentuk dan ditetapkan Direksi untuk

established by the Board of Directors to organize and manage

menyelenggarakan dan mengelola jalur komunikasi bagi

communication channel for the whistleblower to report initial

284



pelapor untuk melaporkan indikasi awal, melakukan klarifikasi

indication to perform initial clarification and investigate the

awal dan melakukan investigasi atas pelaporan pelanggaran.

whistleblowing. WBS management unit must be independent

Unit Pengelola WBS harus independen dari operasi perusahaan

from operational activities of the company and must have

sehari-hari dan mempunyai akses kepada pimpinan tertinggi

access to the highest leader of the company.

perusahaan. Pelapor adalah insan mitra kerja Perusahaan dan seluruh

Whistleblower is the personnel of the company, partner and

stakeholders-nya yang melaporkan adanya pelanggaran yang

stakeholder who reports violation committed by personnel of

dilakukan oleh insan Perusahaan dan/atau mitra PDSI.

the company and/or partner of PDSI.

Terlapor adalah insan PDSI dan/atau mitra PDSI yang

Violator/Reported is personnel of PDSI and/or partner that

dilaporkan diduga/telah melakukan pelanggaran. Pengelolaan

is reported and suspected to have commit violation. WBS

WBS dikoordinasikan oleh Satuan Pengawasan Intern (SPI)

management is coordinated by Internal Control Unit (ICU) with

dibantu oleh Sekretaris Perusahaan.

the assistance from Corporate Secretary.

Mekanisme Sistem Pelaporan Pelanggaran

Mechanism of Whistleblowing System

Mekanisme penyaluran pengaduan penyimpangan oleh

The reporting mechanism of violation by the Whistleblower is

Pelapor pada dasarnya dilakukan melalui jalur formal yaitu

basically conducted through formal system, which is through

melalui atasan langsung, direktorat dan fungsi terkait, namun

the direct supervisor, directorate, and related functions.

bila pelapor memandang sarana pengaduan tersebut tidak

However, if the whistleblower regards that the reporting

efektif atau ada keraguan maka pelapor dapat menyalurkan

system is not effective and unreliable, the whistleblower is

pengaduan secara langsung kepada Fungsi Intern Audit

allowed to directly report the violation to the Internal Audit as

sebagai pengelola WBS.

the management of WBS.

1. Pelapor

membuat

pengaduan/penyingkapan

dan

1. Whistleblower proposes a report and submitted it to the WBS Management through media such as:

mengirimkannya kepada Pengelola WBS melalui sarana/ media sebagai berikut:

Telepon

: +6221 2995 5441/5443

Phone

: +6221 2995 5441/5443

Email

: [email protected]

Email

: [email protected]

Kotak surat : Intern Audit PDSI

Mail-box

: Internal Audit PDSI,

Graha PDSI, Jl. Matraman Raya No. 87

Graha PDSI, Jl. Matraman Raya No. 87,

Jakarta Timur 13140

East Jakarta 13140

2. Pengelola WBS menerima pengaduan/penyingkapan,

2. WBS Management receives the report/disclosure, records,

mencatat dan menuangkan ke dalam format standar yang

and prepares it into the standard format, generating:

menghasilkan : •

Laporan penerimaan kontak sesuai kategori lingkup

•

report/disclosure.

pengaduan/penyingkapan. •

Laporan penyingkapan (disclosure report).

Report of contact approval based on the category of

•

Disclosure report

3. Pengelola WBS menyampaikan laporan penyingkapan

3. WBS Management delivers the disclosure report in web

(disclosure report) dalam format web ke dalam e-room, yang

format to e-room which can be accessed online by the

dapat diakses secara online oleh Tim Investigasi/Kepala

Investigation Team/Head of Internal Audit as the Chief

Satuan Pengawasan Intern sebagai Chief Compliance Officer

Compliance Officer (CCO)/Board of Commissioners/

(CCO)/ Dewan Komisaris/ Direktur Utama (sesuai dengan

President Director (based on the category of the Reported).

kategori Terlapor).


285


4. Tim Investigasi melakukan penelaahan awal/klarifikasi terhadap

pengaduan/penyingkapan

membuat

resumenya,

kemudian

tersebut

4. The Investigation Team conducts initial review/clarification

dan

on the report/disclosure and prepares the summary prior to

mempresentasikan

presenting it to the CCO and President Director or Director

kepada CCO dan Direktur Utama atau Direktur yang

appointed by the President Director.

ditunjuk oleh Direktur Utama. Penanganan Pengaduan

Reporting Management

CCO dan Direktur Utama (atau Direktur yang ditunjuk oleh

CCO and the President Director (or Director appointed by the

Direktur Utama) memutuskan langkah selanjutnya berdasarkan

President Director) determines further step based on the result

hasil presentasi dari resume laporan pelanggaran yang dibuat

of presentation and summary of the report prepared by the

oleh Tim Investigasi dengan hasil keputusan antara lain

Investigation Team. Its further action includes:

1. Dihentikan, jika tidak memenuhi persyaratan indikasi awal.

1. Terminated, if the terms of initial indicator is not informed.

2. Bekerjasama dengan pihak sekuriti sesuai dengan substansi

2. Cooperating with the Security according to the content of

pengaduan/penyingkapan. 3. Dilakukan oleh Tim Investigasi atas justifikasi dan penunjukan dari CCO.

report/disclosure. 3. Conducted by the Investigation Team under the justification and appointment from the CCO.

Tim Investigasi melakukan penyelidikan dan memaparkan

The Investigation Team has conducted investigation and

hasil kepada CCO dan Direktur Utama (atau Direktur yang

presented the result to the CCO and President Director (or

ditunjuk oleh Direktur Utama). Berdasarkan hasil presentasi

Director appointed by the President Director). Based on the

tersebut, CCO dan Direktur Utama (atau Direktur yang ditunjuk

result of the presentation, the CCO and President Director (or

oleh Direktur Utama) memutuskan:

Director appointed by the President Director) decides:

1. Laporan pengaduan ditutup jika tidak terbukti.

1. The disclosure report is closed if not proven.

2. Memberikan sanksi sesuai ketentuan yang berlaku, jika

2. Imposing sanctions based on the prevailing regulation, if it

terbukti dan terkait dengan tindakan administratif.

has been proven and related to administrative action.

3. Meneruskan tindak pidana tersebut kepada penyidik untuk

3. Proceeding the criminal action to the investigator for

proses lebih lanjut, jika terbukti dan terkait dengan tindak

further process, if it has been proven and related to criminal

pidana umum atau korupsi. Dalam hal ini, CCO melakukan

action or corruption. In this regard, the CCO coordinates

koordinasi dengan pihak legal guna memastikan adanya

with legal functions to ensure sufficient initial evidence. If

bukti permulaan yang cukup. Jika bukti-bukti dinilai cukup,

the evidence is deemed sufficient, the CCO will proceed

maka CCO akan membuat rekomendasi kepada Direktur

to make recommendations to the President Director for

Utama untuk persetujuan. (Catatan: semua proses tersebut

approval (Note: all processes are included in minutes of

di atas dibuatkan Berita Acara).

meeting).

Berdasarkan keputusan tersebut, CCO melaporkan hasil

Based on the decisions, the CCO reports the investigation

investigasi kepada Direktur Utama (atau Direktur yang ditunjuk

result to the President Director (or Director appointed by the

oleh Direktur Utama).

President Director).

Perlindungan bagi Pelapor

Protection for the Rapporteur

Fungsi Satuan Pengawasan Intern sebagai pengelola WBS

Internal Supervision Unit, as the unit that manages WBS, has to

wajib menjaga kerahasiaan pelapor dengan menjunjung tinggi

protect the confidentiality of the whistleblower by upholding

prinsip confidentiality, yaitu:

confidentiality principle, comprising:

1. Dalam melakukan proses tindak lanjut atas setiap

1. In conducting the follow-up process of any report/

pengaduan wajib mengedepankan prinsip confidentiality,

disclosure, it is required to uphold the confidentiality

asas praduga tidak bersalah dan profesionalisme.

principles, presumption of innocence, and professionalism.

286



2. Identitas pelapor dijamin kerahasiaannya oleh PDSI.

2. The confidentiality of the whistleblower’s identity is

3. PDSI menjamin perlindungan terhadap Pelapor dari segala

3. PDSI ensures that the Whistleblower is protected from

bentuk ancaman, intimidasi, hukuman ataupun tindakan

any kind of threats, intimidation, punishment, or offensive

tidak menyenangkan dari pihak manapun.

actions from all parties.

ensured by PDSI.

4. Perlindungan ini juga berlaku bagi pekerja yang

4. This protection is also valid for workers conducting

melaksanakan investigasi maupun pihak-pihak yang

investigation or parties giving information related to the

memberikan informasi terkait dengan pengaduan.

report/disclosure.

5. Pihak yang melanggar prinsip kerahasiaan tersebut akan

5. Parties violating the confidentiality principles will be

diberikan sanksi yang berat sesuai ketentuan yang berlaku

imposed by sanction in accordance with applicable laws in

di PDSI.

PDSI.

Pihak yang Mengelola

Management Parties

Para pihak yang memiliki kewenangan untuk menindaklanjuti

Parties that have the authority to conduct the follow-up of the

laporan pengaduan/penyingkapan berdasarkan kategori

whistleblowing report/disclosure based on the category of the

Terlapor adalah

Reported are:

1. CCO, jika pihak terlapor adalah Insan PDSI selain CCO, Tim

1. CCO, if the reported party is an individual of PDSI, aside

Investigasi, Dewan Komisaris dan Direksi.

from the CCO, Investigation Team, and the Boards of Commissioners and Directors.

2. Dewan Komisaris, jika pihak terlapor adalah Direksi.

2. The Board of Commissioners, if the reported party is the Board of Directors.

3. Direktur Utama, jika pihak terlapor adalah Dewan Komisaris, CCO dan Tim Investigasi. Hasil Temuan dan Tindak Lanjut Laporan Pelanggaran

3. President Director, if the reported party is the Board of Commissioners, CCO, and Investigation Team. Findings and Follow-ups of Whistleblowing System in 2014

pada 2014 Selama periode 1 Januari s.d. 31 Desember 2014 terdapat 2

During the period of January 1 to December 31, 2014, there

(Dua) kasus WBS yang telah ditangani dan hasilnya sudah

were 2 cases of WBS that had been managed and the findings

selesai ditindaklanjuti oleh pihak terkait.

had been followed up by related party.

TEKNOLOGI INFORMASI

INFORMATION TECHNOLOGY

Berdasarkan Roadmap dalam Master Plan Fungsi Information

Based on the Roadmap in master plan of Information

Communication and Technology (ICT) PDSI yang bertujuan

Communication and Technology (ICT) function whose purpose

untuk mengimplementasikan secara konsisten segenap

is to implement consistently all asset infrastructure service and

layanan asset infrastruktur dan sistem aplikasi ICT yang sesuai

ICT application system in accordance with governance and

dengan tata kelola dan kondisi perusahaan. Selaras dengan misi

condition of the company. In line with ICT function to manage

fungsi ICT untuk mengelola pemanfaatan layanan infrastruktur

the utilization of infrastructure service and ICT application

& sistem aplikasi ICT agar dapat menjadi bagian dari budaya

system to be able to be a part of work culture. Referring to

kerja perusahaan. Jika merujuk pada tingkat maturitas COBIT,

maturity level of COBIT, PDSI’s condition today is as expected,

kondisi di PDSI saat ini di harapkan telah mencapai tingkat

that is reaching stage 3, working with formal business

3, yakni bekerja dengan proses bisnis yang baku dengan

process supported by ICT system. It is stated in Information &

dukungan system ICT. Hal tersebut tertuang dalam Information

Communication Technology (ICT) Master Plan of PT Pertamina

& Communication Technology (ICT) Master Plan PT Pertamina

Drilling Service Indonesia (PDSI) as the strategic basic guidance


287


Drilling Service Indonesia (PDSI) sebagai dasar panduan

to develop and manage all ICT resources in the period 2014-

strategis untuk mengembangkan dan mengelola seluruh

2015.

sumber daya sistem informasi dan teknologi informasi dalam periode 2014-2015.

Stage 5

ICT Road Map Stage 4 Stage 3

Culture

Stage 2 Discipline

Stage 1

• Not Existance

Road Map

Stage

Framework

Awareness

Stage 0

Habit

• Adanya kebutuhan perencanaan strategi di bidang ICT. • Belum ada proses bisnis yang distandarisasi. • Belum terorganisir dengan baik perencanaan, perancangan, dan manajemen.

• Telah ada penetapan prosedur untuk dipatuhi oleh karyawan. • Belum dikomunikasikan dan belum adanya pemberian latihan formal kepada setiap karyawan mengenai prosedur, dan tanggung jawab diberikan sepenuhnya kepada individu.

• Seluruh proses telah didokumentasikan dan telah dikomunikasikan. • Seluruh proses telah dilaksanakan berdasarkan metode pengembangan sistem komputerisasi yang baik.

• Seluruh proses komputerisasi telah dapat dimonitor dan dievaluasi dengan baik. • Manajemen proyek pengembangan sistem komputerisasi sudah dijalankan dengan lebih terorganisir.

• Telah menjadi Best Practices (pedoman terbaik) dan diotomasisasi pada sistem berdasarkan proses yang terencana, terorganisir, dan menggunakan metodologi yang tepat.

• The need for strategic planning in ICT sector. • No standardized business process. • No good organization, planning, design, and management.

• Established procedures to be obeyed by all employees • Had not communicated and provided formal training to all employees regarding the procedures; responsibilities were fully given to individuals

• All processes had been welldocumented and disseminated. • All process had been performed based on the method of well-developed computerization system.

• All computerization process have been monitored and wellevaluated. • Management of computerization system development project have been conducted in a wellorganized manner.

• Have been the best practices and automatically implemented on the system based on a planned and organized process through the proper method.

Proses Pengembangan / Development Process

2011

2012

2013

2014

2015

2016

2 tahun / years TAHAP I : PENGEMBANGAN ICT PDSI (TAHUN 20122013)

TAHAP II : PENGEMBANGAN ICT PDSI (TAHUN 20142015)

TAHAP III : PENGEMBANGAN ICT PDSI (TAHUN SETELAH 2015)

Tujuan utama dari fokus I adalah untuk menyiapkan dan mengembangkan aset dan sistem ICT PDSI. Upaya penyiapan ini mencakup pengembangan TKO dan TKI, upaya sosialisasi master plan ICT PDSI dan pemberian pelatihan pekerjaan.

Tujuan utama dari tahap III ini adalah mengimplementasikan secara disipli dan beroperasi dengan proses bisnis yang sesuai dengan best practices. Pada tahap ini sistem ICT diharapkan telah berfungsi sebagai pengontribusi utama pencapaian target KPI PDSI.

Selain itu, pengembangan ICT pada periode tahun 20122013 juga bertujuan utama untuk menyempurnaknan implementasi 11 tools berbasis IT.

Tujuan utama dari tahap II adalah untuk mengimplementasikan secara disipli implementasi segenap aset dan sistem ICT sesuai dengan tata kelola yang dirancang. Pada akhir tahap II ini dihapkan pemanfaatan sistem ICT sudah menjadi bagian dari budaya kerja perusahaan. Dalam tingkat maturitas pendekatan COBIT, PDSI diharapkan telah mencapai tinigkat III, yakni bekerja dengan bisnis yang baku dengan dukungan sistem ICT.

PHASE I: DEVELOPMENT OF ICT PDSI (2012-2013)

PHASE II: DEVELOPMENT OF ICT PDSI (2014-2015)

PHASE III: DEVELOPMENT OF ICT PDSI (AFTER 2015)

The main objective of focus I is to prepare and develop ICT PDSI assets and system. The preparation process include the development of TKO and TKI, dissemination of masterplan of ICT PDSI, and provision of training.

The main objective of phase II is to implement all ICT assets and systems in accordance with the planned governance. At the end of phase II, it is expected that the utilization of ICS system is integrated to the corporate culture. Regarding the maturity level of COBIT approach, it is expected that PDSI reaches the third level, in which it can work with fixed business system supported by ICT system.

In addition, ICT development in 2012-2013 aimed to improve the implementation of 11 IT-based tools.

288


The main objective of phase III is to implement the operations with business process to be in accordance with the best practices. In this phase, ICT system is expected to have been functioning as the main contributors for the achievement of KPI targets of PDSI.


Komposisi demografi layanan ICT terhadap user di PDSI dapat

Demographic composition of ICT service to users of PDSI can

di jabarkan sebagai berikut :

be described as follows: Jenis Layanan IT / IT Service

Utilisasi / Utilization

MySAP

12,3%

MS-Office

14,7%

E-mail

24,9%

Internet dan Intranet / Internet and Intranet

22,2%

Pemeliharaan sarana TI / Maintenance of IT Facilities

4,8%

Konsultasi masalah TI / Consultation of IT Problems

9,8%

Pengembangan sistem dan aplikasi / Development of system and application

3,1%

Office equipment & multimedia

5,2%

Audio & video conference

2,8%

Lain-lain / Others

0,2%

Berdasarkan komposisi demografi kebutuhan user tersebut

Based on the user need demographic composition, ICT function

maka dapat di paparkan layanan fungsi ICT PDSI dalam lingkup

service can be described as follows:

perusahaan adalah sebagai berikut: Pengembangan Layanan Sistem Aplikasi

Development of Application System Service

Sepanjang 2014, fungsi ICT PDSI telah melakukan implementasi,

During 2014, ICT function has excuted implementation,

pengembangan, pembaruan dan pemeliharaan sistem aplikasi

development, update and application system maintenance

melalui eksekusi project ataupun training dan sosialisasi.

through project execution or training and dissemination. Some

Sistem aplikasi tersebut tersebut di antaranya adalah :

of the application systems are:

Layanan Sistem Aplikasi Existing PDSI

Existing Application System in PDSI

No

Nama Aplikasi / Name

Jenis Aplikasi / Type

Pengguna/User

Lokasi Server / Server Location

1

MYSAP

ERP

Seluruh fungsi / All functions

CSS

2

Procure to pay (P2P)

Web Based


CSS

3

Sales to cash (S2C)

Web Based

Keuangan, Operasi, M&D Finance, Operations, M&D

CSS

4

SDM Online

Web Based


CSS

5

People Review

Web Based


CSS

6

Material Katalog / Catalogue Material

Web Based

SCM

CSS

7

Dashboard PDSI

SAP BO

BOD PDSI

CSS

8

Portal PDSI / PDSI Portal

Web Based


PDSI

9

HRDSS

Web Based

HR

PDSI

10

Time Sheet Management (TSM)

Web Based

Operasi / Operations

PDSI

11

Risk Management System

Web Based

Risk Management

PDSI

12

Online Maintenance System (OMS)

Web Based

Maintenance

PDSI

13

System Monitoring Rig Asset Terpadu / Integrated Rig Asset Monitoring System

Web Based

Asset & HTE - Operasi

PDSI

14

Enterprise Project Management

Web Based


PDSI


289


No

Nama Aplikasi / Name

Jenis Aplikasi / Type

Pengguna/User

Lokasi Server / Server Location

15

E-Administration

Web Based


PDSI

16

Procurement Monitoring

Web Based

SCM

PDSI

17

Manage Engine Servicedesk

Web Based

ICT

PDSI

18

Inventory Online

Web Based

SCM

CSS

19

Layanan Keluhan Pelanggan / Customer Service

Web Based

M&D

CSS

20

Pengalihan Anggaran Online / Online Budgeting Diversion

Web Based


CSS

• MySAP (Modul FICO, MMNH, Plant Maintenance dan HR)

•

berfungsi sebagai aplikasi yang mendukung perusahaan

MySAP (FICO, MMNH, Plant Maintenance and HR modules) Functions as an application which supports the company

dalam menjalankan kegiatan operasionalnya secara lebih

in conducting its operational activities more efficiently and

efisien dan efektif. MySAP terdiri atas sejumlah modul

more effectively. MySAP consists of plenty of application

aplikasi yang mempunyai kemampuan mendukung

modules with the ability to support all transactios and all

semua transaksi yang perlu dilakukan suatu perusahaan

applications are integrated to each other.

dan setiap aplikasi bekerja secara terintegrasi antara satu dengan yang lainnya. • Procure to Pay (P2P) berfungsi sebagai aplikasi penunjang

•

Procure to Pay (P2P) functions as a supporting application

yang di gunakan oleh user PDSI dalam melaksanakan

which is used by PDSI’s users in conducting procurement

proses pengadaan, dimana telah terintegrasi dengan

process in which it has been integrated with MySAP MMNH.

MySAP MMNH • Sales to Cash (S2C) berfungsi untuk merekam pendapatan

•

Sales to Cash (S2C), which is used to record the accrual

akrual Perusahaan yang diperoleh dari aktivitas-aktivitas

income of the Company obtained from drilling activities, to

drilling, untuk kemudian di-interface ke Billing di ERP.

be further interfaced to Billing in ERP.

• SDM Online berfungsi sebagai aplikasi informasi bagi

•

and employment service.

kepegawaian. • People review berfungsi sebagai aplikasi untuk memenuhi

•

People review functions an application to fulfill the need to measure employee’s performance

kebutuhan pengukuran performance pekerja. • Material Katalog merupakan aplikasi yang di gunakan

Online HR functions as an application to provide information for employees of PDSI related to procedure

para pekerja PDSI terkait dengan prosedur dan layanan

•

Catalogue Material is an application which is used to request for material needed in operational activities.

untuk request pembuatan material yang digunakan dalam operasionalisasi perusahaan. • Dashboard PDSI adalah aplikasi monitor untuk mengetahui

•

• Portal PDSI adalah aplikasi informasi aktivitas perusahaan

• •

290

HRDSS is an information application related to employment / worker data.

kepegawaian/pekerja. • TSM merupakan aplikasi yang di gunakan oleh fungsi

PDSI Portal is an application to provide information of the company’s activities for all stakeholders

pada seluruh stakeholder. • HRDSS merupakan aplikasi informasi terkait dengan data

PDSI dashboard is monitoring application to find out the most recent condition of the company in certain aspects.

kondisi terkini perusahaan pada aspek-aspek tertentu.

•

TSM is an application which is used by contract monitoring

contract monitoring dalam memenuhi layanannya terkait

function to fulfill its service related to operations (crew,

dengan operasi (crew, catering, angber dan KRP)

catering, angber and KRP).



• RMS adalah aplikasi existing di PDSI guna meng-capture

•

RMS is an existing application at PDSI with the function of

informasi seputar mitigasi risiko-risiko yang harus dihadapi

capturing information related to the mitigation of risks that

oleh perusahaan.

have to be faced by the company.

• OMS (Online Maintenance System) berfungsi untuk

•

OMS (Online Management System), which is used to

menunjang fungsi maintenance untuk melakukan proses

support the maintenance function to conduct notification

notifikasi serta Jam Jalan atas pemeliharaan rig serta Sistem

process on rig repairs. This system is integrated with MySAP

ini menunjang MySAP Modul Plant Maintenance.

Modul Plant Maintenance;

• SMART (Sistem Monitoring Asset Terpadu) merupakan

•

Integrated Asset Monitoring System is an application functions as a catalogue and Rig assets management at

aplikasi yang berfungsi sebagai katalog dan pengelolaan

PDSI.

asset-asset Rig PDSI. • EPM (Enterprise Project Management) berfungsi untuk

•

EPM (Enterprise Project Management) functions as the

Pengelolaan aktivitas project pengeboran di Rig. Sistem ini

management of drilling project activities in Rig. The status

berstatus sebagai BTP PDSI dan saat ini sudah di gunakan

of this system is as BTP PDSI and today it has been used by

oleh beberapa Rig yang beroperasi di PDSI dan akan di

several Rigs operating at PDSI and will be implemented in

implementasikan di seluruh rig PDSI pada semester awal

all Rigs in early semester of 2015.

2015 • E-Administration adalah aplikasi yang di gunakan di

•

correspondency.

lingkungan PDSI untuk keperluan korespondensi formal. • Procurement Monitoring digunakan untuk mengelola

E-Administration is an application used at PDSI for formal

•

Procurement Monitoring is used to manage procurement process in SCM.

proses pengadaan di SCM. • Manage Engine Service Desk adalah aplikasi yang berguna

•

Manage Engine Service Desk is an application to record every request and ICT solution related to IT service at PDSI.

untuk me-record setiap request dan solusi ICT terkait pelayanan IT di PDSI. • Inventory

Online

dikembangkan

untuk

menunjang

•

Inventory Online is developed to support logistic function

fungsi logistik dalam mengelola material Rig agar dapat

to manage Rig material for more optimum results. This

mengeluarkan hasil yang lebih optimal. Sistem yang

system, which is at its development stage, is integrated

sedang dalam tahap pengembangan ini terintegrasi

with ERP Modul Material Management.

dengan ERP Modul Material Management. • Layanan Keluhan Pelanggan aplikasi yang di kembangkan

•

Customer Service is an application developed to record the feedback on service to customer

dengan maksud untuk me-record feedback atas layanan PDSI terhadap pelanggan • Pengalihan Anggaran Online adalah aplikasi monitor dan

•

Online Budgeting Diversion is a monitoring and

transaksional untuk pengelolaan anggaran pada seluruh

transactional application to manage budget in all existing

mata anggaran yang existing di PDSI.

budgets at PDSI.

Sepanjang 2014, PDSI telah melakukan pengembangan

During 2014, PDSI had conducted web-based application

sistem aplikasi berbasis web berupa Inventory Online,

system development in the form of Inventory Online, Online

Online Maintenance System, EPM & Dashboard, SMART, dan

Maintenance System, EPM Dashboard, SMART, and Monitoring

Monitoring Procurement. Lebih rinci, pengembangan aplikasi

Procurement. Furthermore, the development of web-based

berbasis web tersebut dilakukan selama 2014 guna memenuhi

application conducted in 2014 to fulfill the need of related

kebutuhan

user/function and to perfect application solution complexity

user/fungsi

terkait

serta

menyempurnakan

kompleksitas solusi aplikasi PDSI yang jika di uraikan secara

of PDSI in which if described architecturally will be as follows:

arsitektur aplikasi seperti di bawah ini:


291


Berbagai Inisiatif fungsi ICT PDSI berdasarkan user requirement

Various initiatives of ICT function of PDSI based on user

adalah wujud continues improvement dan ditunjang dengan

requirement are the forms of continuous improvement

strategi adopsi sistem informasi yang telah terimplementasi

supported by information system adoption strategy that has

baik di lingkup corporate PERTAMINA melalui Corporate Share

been well-implemented in PERTAMINA through Corporate

Service (CSS) bertujuan untuk menyempurnakan sistem kerja

Share Service (CSS) with the purpose of improving the working

operasional perusahaan.

system of operational activities.

Pengembangan Layanan Infrastruktur dan Jaringan

Infrastructure Service and Network Development

Guna menunjang alur komunikasi yang aktif dan responsif,

To support an active and responsive communication flow,

PDSI menyediakan komputer/laptop personal, gadget, jaringan

PDSI provides personal computers/laptops, gadgets, and

data (WAN, LAN) serta akses komunikasi teleconference kepada

data network (WAN, LAN) and teleconference communication

para pekerja di kantor pusat maupun area di mana penyediaan

access to all employees in headquarter and on the site in

perangkat dan layanan ini sejalan dengan implementasi sistem

which this kind of provision is in line with the implementation

aplikasi serta kebutuhan komunikasi pekerja PDSI.

of application system and communication need of PDSI’s employees.

292



Infrastruktur merupakan sarana mendasar bagi sistem informasi

Infrastructure serves as the base for information and

dan komunikasi agar bisa dijalankan oleh user, yang wujudnya

communication system accessible by users in the form of

bisa berupa perangkat keras yaitu personal computer, notebook,

hardware, such as personal computer, notebook, gadget, and

gadget, dan jaringan data (WAN, LAN).

data network (WAN, LAN).

Sejalan dengan implementasi penyediaan infrastruktur dan

In line with the implementation of infrastructure and

komunikasi, terdapat beberapa hal yang dilakukan ICT PDSI

communication system, ICT PDSI had conducted several

pada 2014 yang di tuangkan pada tabel berikut:

activities in 2014 as described in the following table:

Layanan Infrastruktur, Jaringan, Service Desk PDSI

Infrastructure service, network and service desk of PDSI

Nama Aplikasi /

Jenis Aplikasi /

Pengguna/

Application Name

Application Type

User

Penyediaan perangkat komputer

Infrastruktur

Seluruh fungsi

Computer devices

Infrastructure

All functions

Penyediaan data komusikasi & voice

Infrastruktur

Seluruh fungsi

Communication data & voice

Infrastructure

All functions

Pemasangan perangkat multimedia di kantor pusat PDSI

Infrastruktur

Seluruh fungsi

Multimedia devices installment at PDSI Headquarter

Infrastructure

No

1 2 3 4

Penyediaan jaringan VSAT di Rig PDSI

Network

VSAT network at PDSI Rig Penyediaan fasilitas video conference and point kantor pusat dan

5

7 8

All functions

Infrastruktur

Seluruh fungsi

Infrastructure

All functions

Singel point server dan data center di CSS

Infrastruktur

Seluruh fungsi

Single point server and data center in CSS

Infrastructure

All functions

kantor area Video conference and point at headquarter and branches

6

All functions Seluruh fungsi

Intergrasi IP telephony PDSI - Pertamina IP Telephone Integration PDSI - Pertamina SMS Gateway

Seluruh fungsi

Network

All functions

Infrastruktur

Seluruh fungsi

Infrastructure

All functions

Survei dan Evaluasi Layanan

Survey and Service Evaluation

Untuk evaluasi dan improvement layanan fungsi ICT PDSI yang

Regarding evaluation and improvement of a more optimum

lebih optimal, maka salah satu upaya memenuhi hal tersebut

ICT function service, one of the efforts to realize that is by

adalah melaksanakan survei berkala setiap tahun secara regular

conducting annual periodical survey regularly in every

di setiap semester guna mengukur tingkat user satisfaction atas

semester to measure user satisfaction index of service delivery.

deliverable layanan yang telah diberikan. Adapun hasil survei

The first survey results of function service of PDSI for 2014 can

semester pertama atas layanan fungsi PDSI untuk tahun 2014

be described as follows:

dapat diuraikan sebagai berikut:


293


Hasil Survei Layanan ICT Tahun 2014 Survey Results of ICT Services Year 2014

Harapan / Expectation 4.42

Kenyataan / reality 3.7

5

SP (Sangat Puas / very satisfied)

5

4

P

4

3

(Puas / satisfied)

BB (Biasa-Biasa / average)

3

2

TP (Tidak Puas / unsatisfied)

2

1

STP (Sangat Tidak Puas / totally unsatisfied)

1

GAP 0.72

0

Harapan Expectation

Kenyataan reality

GAP

Upaya untuk memenuhi aspek governance dilakukan fungsi

The effort to fulfill the governance aspect is conducted by

ICT dengan melakukan pembaruan secara kontinu serta

ICT function by updating continuously and adjusting with

menyesuaikan dengan kondisi terkini implementasi teknologi

the most recent condition of information technology and

informasi dan komunikasi di dalam perusahaan.

communication implementation in the company.

294




295

Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility 299 Landasan Hukum Legal Basis 299 Kebijakan Tanggung Jawab Sosial PDSI Corporate Social Responsibility Policy PDSI 301 Sumber Daya Manusia yang Menangani Program CSR Human Capital Managing CSR Program 301 Fokus Program CSR 2014 Focus of CSR Program 2014 302 Rencana Kerja, Anggaran dan Realisasi Program CSR pada 2014 Work Plan, Budget and Realization of CSR Program in 2014 307 Tanggung Jawab dalam Bidang Pengembangan Sosial dan Kemasyarakatan Responsibility in Social and Community Development 309 Tanggung Jawab Terhadap Pekerja Responsibility to Employees 311 Tanggung Jawab Terhadap Pelanggan Responsibility to Customers 311 Tanggung Jawab Terhadap Mitra dan Pihak Berkepentingan Lainnya Responsibility to Partners and Other Related Parties

PDSI mewujudkan komitmennya terhadap peningkatan

In realizing its commitment to improving the development

pembangunan masyarakat dan pelestarian lingkungan dengan

of the society and environment, PDSI carries out its social

menunaikan tanggung jawab sosialnya yang berlandaskan

responsibility based on the principles of 3P, namely people,

pada prinsip 3P, yaitu people, profit, dan planet (triple bottom

profits, and planet (triple bottom line). These three principles

line). Ketiga hal ini merupakan akar dari segala bentuk tanggung

are the foundations of all social responsibilities of PDSI , which

jawab sosial PDSI, yaitu perpaduan keseimbangan antara

is the combination of harmony and balance between the

kelestarian lingkungan, manfaat ekonomis dan keberdayaan

environment, economical benefit, and human independence.

manusia. Peran nyata PDSI dalam pembangunan masyarakat dan

The visible role of PDSI in the development of society and the

pelestarian lingkungan dengan pemberian manfaat ekonomis

conservation of environment by providing economic benefits

merupakan bentuk kepatuhan terhadap Undang-Undang

is a form of compliance to the Law No. 40 Year 2007, article

Nomor 40 Tahun 2007 pasal 74. Sepanjang 2014, PDSI telah

27. During 2014, PDSI had conducted various activities which

melaksanakan berbagai aktivitas yang mendukung kegiatan

supported the operations of the Company by strengthening

operasi PDSI dengan memperkuat basis hubungan masyarakat

the basis of the relationships with the society around PDSI’s

di sekitar area kerja PDSI.

work area.

Tanggung jawab sosial dan lingkungan yang dilakukan oleh

The social and environmental responsibilities of PDSI are

PDSI terwujud dari berbagai aspek, di antaranya ekonomi,

realized in numerous aspects, among which are economy,

lingkungan hidup, dan hak asasi manusia. Keseluruhan

environment, and human rights. All of those aspects are carried

aspek tersebut dijalankan sebagai bagian dari proses bisnis

out as a part of its business process and expected to give

PDSI dan diharapkan dapat memberikan manfaat yang

continuous benefits to the internal and external stakeholders

berkesinambungan bagi pemangku kepentingan internal dan

of PDSI. With this implementation, PDSI strives to fulfill its

eksternal PDSI. Dengan implementasi tersebut, PDSI senantiasa

responsibility consistently by orienting to the 7 (seven)

berupaya memenuhi tanggung jawabnya dengan berorientasi

principles set in ISO 26000 : 2010.

pada 7 (tujuh) unsur utama yang tertuang dalam ISO 26000 : 2010.

298


Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility


LANDASAN HUKUM

LEGAL BASIS

Landasan hukum tentang kegiatan PDSI yang terkait dengan

The legal basis of the activities of PDSI relating to its social and

tanggung jawab sosial dan lingkungan diatur melalui:

environmental responsibilities is:

1. UU No. 40 Tahun 2007 tentang PDSI Terbatas

1. Law No. 40 Year 2007 on Limited Liability Company

2. UU No.25 Tahun 2007 tentang Penanaman Modal

2. Law No. 25 Year 2007 on Investment

3. Peraturan Menteri BUMN No.4 Tahun 2007

3. Regulation of SOE Minister No. 4 Year 2007

4. PP No. 47/2012 tentang Tanggung Jawab Sosial lingkungan

4. Government Regulation No. 47/2012 on Corporate Social

PDSI Terbatas

Responsibility of Limited Liability Company

5. UU No. 1 Tahun 1970 tentang Keselamatan Kerja

5. Law No. 1 Year 1970 on Occupational Safety

6. UU No. 13 Tahun 2003 tentang Ketenagakerjaan

6. Law No. 13 Year 2003 on Manpower

7. UU No. 22 Tahun 2009 tentang Lalu Lintas dan Angkutan

7. Law No. 22 Year 2009 on Traffic and Transportation

Jalan

KEBIJAKAN TANGGUNG JAWAB SOSIAL PERUSAHAAN

CORPORATE SOCIAL RESPONSIBILITY POLICIES

Dalam pelaksanaannya, PDSI menjalankan program CSR

In its practice, PDSI conducted the CSR program based on the

didasari oleh kebijakan Direksi PDSI yang telah ditandatangani

policy of the Board of Directors signed on December 10, 2012,

10 Desember 2012 sebagai berikut:

as follows:

Misi

Mission

1. Mengimplementasikan komitemen PDSI terhadap CSR

1. Implementing PDSI’s commitment to CSR to provide

untuk memberikan nilai tambah bagi stakeholders dalam

additional value to the stakeholders as an effort to support

upaya mendukung kemajuan PDSI. 2. Mewujudkan kepedulian sosial PDSI dan kontribusi perusahaan terhadap pengembangan masyarakat yang

the improvement of PDSI. 2. Realizing

PDSI‘s

social

compassion

and

constant

contribution to the development of the society.

berkelanjutan.


299


Tujuan

Objective

1. Membangun hubungan yang harmonis dan menciptakan

1. Building a harmonious relationship and creating conducive

kondisi yang kondusif untuk mendukung pertumbuhan

situation that supports the development of PDSI.

PDSI. 2. Memberikan kontribusi dalam memecahkan masalah

2. Contributing to the solution of social problems.

sosial. 3. Meningkatkan nilai dan budaya PDSI yang terintegrasi

3. Improving the values and culture of PDSI integrated with

dengan strategi bisnis PDSI.

PDSI’s business strategy.

4. Bagian dari upaya membangun citra dan reputasi PDSI.

4. As an effort to build the image and reputation of PDSI.

Arah

Direction

CSR PDSI bertujuan untuk menciptakan dan memelihara

The CSR program of PDSI aims to create and maintain

hubungan yang harmonis dengan lingkungan di sekitar

harmonious relationship with the surrounding environment

daerah operasinya serta bekerjasama dengan Pemerintah

of its operational area, as well as cooperating with the

dan pihak-pihak terkait untuk memberikan manfaat yang

Government and related parties in order to give major benefit

besar bagi masyarakat. PDSI memiliki komitmen untuk

for the society. PDSI is fully committed to conducting its social

melaksanakan tanggung jawab PDSI di bidang sosial serta

responsibility in accordance with the principles of continuous

lingkungan sesuai dengan prinsip pengembangan lingkungan

environmental development.

yang berkelanjutan. Di PDSI, semua kegiatan dilaksanakan secara bertanggung

In PDSI, all activities are responsibly conducted by considering

jawab baik secara ekonomi, sosial, maupun lingkungan.

the economic, social, and environmental aspects.

Kriteria

Criteria

•

•

Kebutuhan masyarakat

Program disesuaikan dengan kebutuhan masyarakat

sehingga dapat memberikan manfaat yang lebih luas.

Society’s Needs The program is adjusted to the needs of the society so as to deliver greater benefits to the society.

•

Inovasi dan spesifik

•

Innovation and specific

Program ditujukan sesuai dengan isu sosial yang spesifik

The program is aimed in accordance with the specific social

dan dilakukan dengan pendekatan inovatif. •

Potensial

Dalam jangka panjang, secara potensial akan dapat

issues and conducted in an innovative approach. •

mengatasi isu-isu sosial.

Potential In the long-term, the program will be able to potentially deal with the social issues.

•

Strategi

•

Strategy

Program secara strategis ditujukan untuk mengantisipasi

Strategically, the program is intended to anticipate social

masalah sosial dan akan mempertegas pencapaian tujuan. •

Kemitraan

Perencanaan program serta implementasinya dapat

problems and confirm the achievement. •

Partnership The planning of the program and its implementation shall

bermitra dengan Pemerintah, LSM, NGO, masyarakat dan

partner with the Government, Foundation, NGO, societies,

perguruan tinggi.

and higher education levels.

300



SUMBER DAYA MANUSIA YANG MENANGANI PROGRAM CSR

HUMAN RESOURCES IN CHARGE OF CSR PROGRAM

CSR PDSI ditangani oleh fungsi Corporate Secretary dibantu

PDSI’s CSR is managed by Corporate Secretary and assisted by

oleh Assistant Manager Security dimana kedudukannya di

the Assistant Manager Security who is supervised by VP QHSSE.

bawah VP QHSSE. Berikut rinciannya:

The details are:

a. Media, Communication & CSR Assistant

a. Media, Communication, and CSR Assistant

b. Public Relation Ast. Manager

b. Public Relation Assistant Manager

c. Compliance & Comm. Manager

c. Compliance & Comm. Manager

d. Corporate Secretary

d. Corporate Secretary

e. Assistant Manager Security Area

e. Assistant Manager Security Area

FOKUS PROGRAM CSR 2014

FOCUS OF CSR PROGRAM 2014

PDSI bersama dengan Anak Perusahaan Hulu lainnya saling

PDSI, along with other Upstream Subsidiaries, coordinates with

berkoordinasi

pelaksanaan

each other to implement its social responsibility transparently

tanggung jawab sosial secara transparan melalui prilaku

which manifested in their operation. As a form of the

dalam

bentuk

sustainable social responsibilities, PDSI builds education and

menjalankan

menjalankan

fungsi

aktivitas

dalam

PDSI.

Sebagai

PDSI

health facilities, as well as infrastructure for public. The focus

membangun fasilitas pendidikan, kesehatan, serta infrastruktur

of CSR Program of 2014 is education, health, environment, and

kepada masyarakat. Fokus Program CSR PDSI tahun 2014

economic empowerment.

pertanggungjawaban

sosial

yang

berkelanjutan,

adalah pendidikan, kesehatan, lingkungan, dan pemberdayaan ekonomi. Berikut 5 (lima) pilar utama yang menjadi fokus tanggung

The 5 (five) main pillars of PDSI’s CSR are:

Jawab sosial PDSI yaitu 1. Pendidikan;

1. Education;

Memberikan bantuan terhadap akses pendidikan dengan

Bridging the society to education access, especially those living nearby PDSI’s operational site selectively.

prioritas masyarakat di sekitar wilayah kerja PDSI dan masyarakat luas secara selektif. 2. Kesehatan;

2. Health;

Meningkatkan kesehatan dengan prioritas masyarakat

di sekitar wilayah kerja PDSI dan masyarakat luas secara

Improving the public health, especially those living nearby PDSI’s operational site selectively.

selektif. 3. Lingkungan;

3. Environment;

Mendukung implementasi hemat energi dan bebas

Supporting the implementation of energy saving and

polusi dan meminimalisasikan dampak negatif terhadap

pollution-free air, as well as minimizing the negative

lingkungan akibat kegiatan operasi PDSI.

outcome to the environment as a result of operational activities.


301


4. Infrastruktur;

4. Infrastructure;

Membantu pembangunan dan perbaikan sarana dan

Assisting the development and improvement of public

prasarana umum sesuai target dan kebutuhan, khususnya

facilities in accordance with the goals and necessities,

masyarakat sekitar wilayah kerja operasi PDSI dan

especially those living nearby PDSI’s operational site

masyarakat luas.

selectively.

5. Sosial Kemasyarakatan.

5. Social Community;

Membantu program-program kemasyarakatan secara

insidentil pada komunitas masyarakat sekitar operasi PDSI

Assisting public programs on an incidental basis in the community nearby PDSI’s operational site selectively.

dan masyarakat luas secara selektif.

RENCANA KERJA, ANGGARAN DAN REALISASI PROGRAM CSR PADA 2014

WORK PLAN, BUDGET, AND REALIZATION OF CSR PROGRAM IN 2014

Perencanaan program diawali dengan masukan dari area-area

The planning of the program is begun by gathering input

terhadap program yang akan dijalankan. Penyusunan rencana

from concerning areas where the program will take place. The

kerja dilakukan dalam rapat koordinasi. Masukan-masukan dari

composition of the work plan is conducted in a coordination

area operasi yang disampaikan tersebut adalah berdasarkan

meeting. The input on the operational areas is presented

hasil survei kewilayahan yang mendeteksi kebutuhan

based on the results of the regional survey that detects the

kebutuhan CSR di area masing-masing untuk kemudian

CSR’s needs in each targeted area to be later selected in a

dilakukan filterisasi di rapat koordinasi di Jakarta.

coordination meeting in Jakarta.

302



Dalam menjalankan kegiatan CSR, PDSI memiliki 2 (dua) kriteria

In conducting the CSR activities PDSI has 2 main criteria, namely

pelaksanaan kegitan CSR yaitu kegiatan yang terprogram dan

Programmed Activities and Non-programmed Activities.

kegiatan non program. Kegiatan CSR Terprogram

Programmed Activities

Pelaksanaan CSR Terprogram PDSI lebih diarahkan di area

The implementation of PDSI’s CSR is focused more on the

pengeboran karena PDSI lebih banyak beraktivitas di daerah

drilling areas where PDSI operates. During 2014, the CSR

tersebut. Sepanjang tahun 2014, telah dilaksanakan berbagai

programs that had been conducted are as follows:

program CSR PDSI sebagai berikut : Bidang Pendidikan

Education

Pendidikan menjadi titik fokus PDSI dalam pelaksanaan

Education is the focal point of PDSI in realizing its social

program tanggung jawab sosial karena PDSI sadar bahwa

responsibilities as it is aware that education is a seed to build a

pendidikan merupakan benih harapan kehidupan yang lebih

brighter future. Education activities done in 2014 are:

cemerlang. Kegiatan pada bidang Pendidikan selama tahun 2014 adalah: a. Program Bantuan Pendidikan

a. Educational Aid Program

b. Program Pengadaan Komputer

b. Computer Procurement Program

c. Pengadaan Buku Perpustakaan

c. Books for library

Bidang Kesehatan

Health

a. Bantuan Kacamata (Bright With Pertamina)

a. Glasses aid (Bright With Pertamina)

b. Sehati: Peningkatan Gizi Balita

b. One Heart: Nutrition Improvement for Infants

c. Bantuan Sarana Pos Kesehatan Desa (Poskedes)

c. Health Center Facility

Bidang Lingkungan

Environment

a. Kebun Keluarga

a. Family Garden

b. Kampung Hijau

b. Green Vilage

c. Menabung Pohon

c. Saving Tree

Bidang Pemberdayaan Ekonomi

Economic Empowerment

a. Pelatihan Ketrampilan Pemuda

a. Youth Skill Training

b. Budidaya Ikan

b. Fish farming

c. Social Mapping

c. Social Mapping

d. Monitoring & Evaluation

d. Evaluation Monitoring

EVALUASI REALISASI PROGRAM

PROGRAM REALIZATION EVALUATION

Realisasi Anggaran

Budget Realization

Secara keseluruhan realisasi anggaran CSR adalah sebesar

Overall, CSR budget realization amounted to Rp786,089,000

Rp786.089.000 (atau 61,65% dari rencana anggaran sebesar

(or 61.65% of budget plan amounted to Rp1,275,000). This was

Rp1.275.000). Hal ini disebabkan adanya permintaan dari

due to demand from corporate to implement the program as

korporat agar melakukan program efisiensi sehingga alokasi

efficient as possible so that budget allocation was used of 60%

anggaran diharapkan maksimal dilaksanakan sebesar 60%.

maximum. This policy was stated in the facsimile of Pertamina’s

Kebijakan ini tertuang dalam faksimile Corporate Secretary

Corporate Secretary No.452 dated September 26, 2014. Thus,

Pertamina No. 452 tanggal 26 September 2014. Dengan

all programs planned in 2014 were achieved. Programs that


303


have not been conducted yet in 2014 are moved to 2015.

demikian seluruh program yang direncanakan di tahun 2014 dapat terlaksana, dan program yang pending digeser pelaksanaannya di tahun 2015.

Work plan and budget prepared for 2014 are as follows:

Adapun sebaran realisasi program CSR tahun 2014 tersebut adalah sebagai berikut:

REALISASI PROGRAM CSR 2014 PT PERTAMINA DRILLING SERVICE INDONESIA

2014 CSR PROGRAM REALIZATION PT PERTAMINA DRILLING SERVICE INDONESIA

per-Desember 2014 BIDANG / FIELD

NO.

1

PENDIDIKAN EDUCATION

as of December 2014 PROGRAM

LOKASI / LOCATION

HARGA SATUAN (RP) / PRICE PER UNIT (RP)

QT

JUMLAH (RP) / TOTAL (Rp)

Bantuan Pendidikan Siswa SD-SMA / Educational Aid for Elementary – High School Students

RENCANA / PLAN

Rantau & P’mulih

6

Paket / Package

10,000,000

60,000,000


Prabumulih

3

Paket / Package

10,000,000

30,000,000

2

Bantuan komputer SD-SMA / Computer donation for elementary-high school students

RENCANA / PLAN

Jawa

20

unit

6,500,000

130,000,000


Jawa

20

unit

7,106,000

142,120,000

5

Paket / Package

10,000,000

50,000,000

5

Paket / Package

7,102,000

3

Bantuan Buku Perpustakaan / Library books

RENCANA / PLAN

Jambi

REALISASI / REALIZATION Sub Total Rencana Bidang Pendidikan / Sub total plan in education field

1

86.51

207,630,000

300,000

300,000,000

-

-

Bantuan Kaca Mata (lanjutan 2013) / Glasses (continued from 2013)

RENCANA / PLAN

Prabumulih, Jawa

1000

REALISASI / REALIZATION 2

Orang / People

0

Sehati : Peningkatan Gizi Balita / Sehati: improvement of nutrition for infants

RENCANA / PLAN

Prabumulih

5

Posyandu / Health Center

6,000,000

30,000,000


Prabumulih

5

Posyandu / Health Center

6,000,000

30,000,000 25,000,000

3

Bantuan Sarana Poskesdes / Facility aids for village health center

RENCANA / PLAN

Prabumulih


5

Desa / Village

5,000,000

5

5

5,000,000

Sub Total Rencana Bidang Kesehatan / Sub total plan in health field

1

15.49

55,000,000

Pembuatan kebun keluarga / Family garden

RENCANA / PLAN

Prabumulih

5

Paket / Package

5,000,000

25,000,000


Prabumulih

5

Paket / Package

5,000,000

25,000,000

2

Kampung Hijau / Environmental-friendly village

RENCANA / PLAN

Jakarta

1

Paket / Package

50,000,000

50,000,000


Jakarta

1

Paket / Package

50,000,000

50,000,000

3

Menabung Pohon / Saving Trees

RENCANA / PLAN

Jambi

1000

Pohon / Tree

10,000

10,000,000


Jambi

1000

Pohon / Tree

10,000

10,000,000

Sub Total Rencana Bidang Lingkungan / Sub total plan in environment field Sub Total Realisasi Bidang Lingkungan / Sub total realization in environment field

304

25,000,000 355,000,000

Sub Total Realisasi Bidang Kesehatan / Sub total realization in health field

LINGKUNGAN ENVIRONMENT

35,510,000 240,000,000

Sub Total Realisasi Bidang Pendidikan / Sub total realization in education field

KESEHATAN HEALTH

TW TW TW TW I II III IV


85,000,000 100.00

85,000,000


BIDANG / FIELD

NO.

1

HARGA SATUAN (RP) / PRICE PER UNIT (RP)

QT

JUMLAH (RP) / TOTAL (Rp)

Prabumulih

1

Paket / Package

45,000,000

45,000,000


Prabumulih

1

Paket / Package

45,000,000

45,000,000

Pemberdayaan ekonomi masy : Budidaya ikan / Economic empowerment: fish farming

RENCANA / PLAN

Jambi

10

Paket / Package

5,000,000

50,000,000


Prabumulih

10

Paket / Package

5,000,000

50,000,000

Rantau

1

Paket / Package

50,000,000

50,000,000

Prabumulih

1

Paket / Package

50,000,000

50,000,000

Jambi

1

Paket / Package

50,000,000

50,000,000

Jawa

1

Paket / Package

50,000,000

50,000,000

Jakarta

1

Paket / Package

50,000,000

3

Social mapping

ECONOMIC EMPOWERMENT

RENCANA / PLAN

50,000,000 250,000,000


4

TW TW TW TW I II III IV

Pelatihan keterampilan kepemudaan / Youth skill training

RENCANA / PLAN 2

PEMB. EKONOMI

LOKASI / LOCATION

PROGRAM

Monev

5

Paket / Package

Rantau

1

Paket / Package

50,000,000

168,890,000 50,000,000

Prabumulih

1

Paket / Package

50,000,000

50,000,000

Jambi

1

Paket / Package

50,000,000

50,000,000

Jawa

1

Paket / Package

50,000,000

50,000,000

Jakarta

1

Paket / Package

50,000,000

50,000,000 250,000,000


5

Paket / Package

174,569,000

Sub Total Rencana Bidang Pemberdayaan / Sub total plan in empowerment field

595,000,000

Sub Total Realisasi Bidang Pemberdayaan / Sub total realization in empowerment field

73.69

TOTAL ANGGARAN KESELURUHAN / TOTAL BUDGET

438,459,000 1,275,000,000

TOTAL REALISASI ANGGARAN KESELURUHAN / TOTAL REALIZATION BUDGET

Sedangkan gambaran sebaran persentase tiap bidang program

61.65

786,089,000

Meanwhile, the percentage of each field can be seen as follows:

dapat dilihat sebagai berikut : 600.000.000 500.000.000 400.000.000 300.000.000 200.000.000 100.000.000 0

Pendidikan Education

Kesehatan Health Rencana Plan

Lingkungan Environment

Pemb. Ekonomi Economic Empowerment



305


Kegiatan CSR Non Program

Non-programmed Activities

Selain bentuk tanggung jawab sosial terprogram, PDSI juga

In addition to the programmed CSR activities, PDSI also has

melakukan tanggung jawab sosial dan lingkungan yang tidak

non-programmed CSR activities. These activities are reflected

terprogram, tercermin dari implementasi kegiatan yang berupa

in the implementation of social and community activities in

sosial kemasyarakatan di berbagai event dan wilayah operasi.

various events and operational areas. Since the programs are

Karena memang tidak terencana sejak sebelumnya, bentuk-

unplanned, thus these activities are called Non-programmed

bentuk kepedulian ini disebut dengan Kegiatan Non Program.

Activities.

Secara keseluruhan, PDSI menganggarkan dana sebesar Rp510

Overall, PDSI allocated funds amounting to Rp510 million

juta untuk sumber kegiatan CSR Non Program. Sepanjang

as the source of fund for the Non-programmed CSR

tahun 2014, Perusahaan telah mengeluarkan tidak kurang

Activities. Throughout 2014, the Company spent no less that

dari Rp149.250.000 untuk hal tersebut, yaitu untuk beberapa

Rp149.250.000 for the program. The details are explained in the

program sebagai berikut:

following table:

Bulan / Month Januari January

Nama Program / Program

Jumlah (Rp) / Amount (Rp)

Bantuan Penyelenggaraan MTQ - Luwuk / Donation for MTQ - Luwu

4.000.000

Bantuan Peringatan Maulid Masjid At Taqwa Palmeriam Jakarta / Donation for the Celebration of Maulid at At Taqwa Palemeriam Mosque Jakarta

5.000.000

Bantuan Panti Asuhan - Luwuk - Sulteng / Donation for Orphanage - Luwuk - Central Sulawesi

500.000

Februari February

Bantuan Peresmian Kantor Kades Paisibololi - Luwuk / Donation for the Inaugruation of Village Head Office of Paisiboli - Luwuk

1.500.000

Maret March

Bantuan Perbaikan Jalan - Prabumulih / Donation for Road Construction - Prabumulih

5.000.000

Bantuan Tenda dan Kursi Desa - Prabumulih / Donation for Village Tents and Chairs - Prabumulih

3.000.000

Bantuan Pembuatan Pagar - Prabumulih / Donation for Fence Construction - Prabumulih

3.000.000

Bantuan Prasarana IT (printer & DVD) - Prabumulih / Donation for IT Infrastructure (printer and DVD)

3.000.000

Program Pelatihan Kepemudaan (tambahan) / Donation for Yout Trainings (additions) April April

11.250.000

Bantuan Perbaikan MCK Sekolah / Donation for the Improvement of School’s Toilets

5.000.000

Bantuan kubah masjid Istiqomah - Rantau / Donation for the dome of Istiqomah Mosque - Rantau

5.000.000

Bantuan bak sampah dan pot bunga taman - Prabumulih / Donation for construction of waste bin and flower pots - Prabumulih

4.000.000

Bantuan Perangkat Komputer Polsek Kedokan Bunder - Indramayu / Donation for Procurement of Computer Equipment for Police Sector Office of Kedokan Bunder - Indramayu

7.000.000

Bantuan Pembangunan Musholla Al Mu’awanah - Indramayu / Donation for Al Mu’awanah Mosque construction - Indramayu

5.000.000

Bantuan Pembuatan Pagar MI. Hidayatul Mubtadin - Indramayu / Donation for Fence construction at MI Hidayatul Mubtadin - Indramayu

10.000.000

Mei May

Bantuan Pembuatan Lapangan Volley Krg. Taruna Senoro - Luwuk / Donation for the development of Volley field for Senoro Youth (Karang Taruna) - Luwuk

Juni June

Donor Darah - Jakarta / Blood Donation - Jakarta

24.000.000

Oktober October

Bantuan Sapi Hewan Qurban - Jakarta / Donation for Sacrificial in the form of cattle - Jakarta

51.000.000

Bantuan Perayaan 1 Muharam - Jakarta / Donation of 1 Muharram Celebration - Jakarta

1.000.000

1.000.000

TOTAL KESELURUHAN DANA YANG DIANGGARKAN TOTAL ALLOCATED FUND

510.000.000

TOTAL KESELURUHAN REALISASI TOTAL REALIZATION

149.250.000

306



TANGGUNG JAWAB DALAM BIDANG PENGEMBANGAN SOSIAL DAN KEMASYARAKATAN

CORPORATE SOCIAL AND COMMUNITY DEVELOPMENT RESPONSIBILITIES

Tanggung jawab PDSI dalam aspek sosial dilakukan guna

PDSI’s social responsibility in social aspect is carried out to

menciptakan dan memelihara hubungan harmonis yang

create and maintain constant harmonious relationships

berkesinambungan dengan lingkungan di sekitar daerah

with the environment nearby PDSI’s operational area. This is

operasional PDSI. Hal ini ditempuh melalui koordinasi dengan

achieved through coordination with the Government in order

Pemerintah guna memberi manfaat luas bagi masyarakat. Dalam

to deliver great benefit for society. In its implementation, PDSI

penerapannya, PDSI melaksanakan semua kegiatan secara

conducted all activities responsibly, either in economic, social,

bertanggung jawab, baik secara ekonomi, sosial dan lingkungan.

and environmental aspect.

Penerapan program tanggung jawab sosial PDSI yang

The application of PDSI’s social responsibility program that

mementingkan kebutuhan masyarakat merupakan langkah

upholds the society’s needs is the Company’s effort to provide

PDSI dalam memberikan manfaat yang lebih luas dan

a greater benefit and to plan the next CSR programs. The

merancang program-program CSR selanjutnya. Program

programs are prepared comprehensively to anticipate social

tersebut disusun secara komprehensif untuk mengantisipasi

problems. In the planning and implementation of social

masalah sosial. Dalam melaksanakan aksi tanggung jawab

responsibilities, the Company established partnership with

sosial, PDSI menjalin kemitraan dengan pemerintah, Lembaga

the government, Non-Government Organization (NGO), and

Swadaya Masyarakat (LSM), dan perguruan tinggi dalam

universities.

perencanaan dan pengimplementasian program. Realisasi tanggung jawab kegiatan sosial merupakan bukti

The realization of the social responsibility is a proof of the

komitmen PDSI untuk memberikan nilai tambah bagi seluruh

commitment of PDSI to provide additional values for all

pemangku kepentingan dalam mendukung kemajuan PDSI

stakeholders in supporting the improvement of PDSI, as well

serta berkontribusi dalam pengembangan masyarakat yang

as contributing to the continuous development of the society.

berkelanjutan. Tanggung jawab sosial juga berperan mengatasi

The social responsibility also plays a role in overcoming

masalah yang dapat menghambat kegiatan operasional dan

the problems that may hamper the Company’s operational

meningkatkan reputasi PDSI.

activities and increasing PDSI’s reputation.

Pelaksanaan program pembangunan masyarakat merupakan

The implementation of community development program

bentuk

meningkatkan

reflects PDSI’s responsibilities to improve the independence

kemandirian masyarakat dari berbagai aspek. Sebagai

tanggung

jawab

PDSI

untuk

of the society in all aspects. In practice, PDSI encourages the

wujud implementasinya, PDSI mengajak masyarakat untuk

society to collectively and proactively find the solutions from

bersama-sama secara proaktif menemukan solusi dari setiap

each problem faced. This aims to improve the economic,

permasalahan yang dihadapi guna meningkatkan kondisi

social, cultural, and environmental condition. In each drilling

ekonomi, sosial, budaya, dan lingkungan yang lebih baik.

activity, PDSI always provide job opportunities for local people,

Dalam setiap aktivitas pengeboran, PDSI selalu memberikan

employing at minimum 10-15% unskilled labor.

kesempatan kerja bagi penduduk sekitar, dengan persentase pemilihan tenaga unskill minimal sekitar 10%-15%. Keputusan ini dilandasi oleh kepedulian PDSI untuk

This policy is made based on PDSI’s commitment to

memberdayakan masyarakat di sekitar lokasi kerja dan

empowering the people living nearby the operational location

meningkatkan kesejahteraan ekonomi masyarakat tersebut.

and improving their economic welfare. This also serves as

Hal ini menjadi dasar untuk membangun hubungan yang

a basis to build harmonious and sustainable relationship

harmonis dan berkelanjutan antara PDSI dan para pemangku

between PDSI and the stakeholders.

kepentingan. PT Pertamina Drilling Services Indonesia Laporan Tahunan 2014 Annual Report

307


Keterlibatan Pemangku Kepentingan

Participation of Stakeholders

PDSI menyadari bahwa pemangku kepentingan memegang

PDSI realizes that the stakeholders also play a key role in

peran penting dalam mendukung kelangsungan kegiatan

supporting PDSI’s business sustainability. In managing the

PDSI. Dalam mengelola hubungan dengan para pemangku

relationship with all stakeholders, PDSI remains oriented to

kepentingan, PDSI tetap berorientasi pada kepentingan

business interests without putting aside the social responsibility;

bisnis tanpa mengesampingkan kegiatan tanggung jawab

namely occupational health and safety, environmental

sosial, yaitu keselamatan dan kesehatan kerja, dan lindungan

protection, as well as the priority scale and mutual respect

lingkungan serta memperhatikan skala prioritas dan budaya

culture, in order to achieve harmony and balance with:

saling menghargai sehingga tercapai keseimbangan dan keharmonisan antara: 1. Dimensi bisnis yang berorientasi pada penciptaan nilai dan

1. Business dimension oriented to creation value and customers’ satisfaction.

kepuasan pelanggan. 2. Dimensi sosial yang menyangkut aspek etika usaha

2. Social dimension related to the business ethics and

dan tanggung jawab sosial PDSI, kondisi kesehatan dan

corporate social responsibility aspects, health and safety, as

keselamatan serta kesejahteraan pekerja dan aspek sosial

well as employee’s welfare and social community’s aspects.

kemasyarakatan. 3. Dimensi lingkungan yang mengarahkan PDSI untuk

3. Environmental dimension that directs PDSI to uphold the

memperhatikan aspek kelestarian dan keseimbangan

environmental preservation and balance aspects for areas

lingkungan hidup di sekitar area operasi.

surrounding the operational sites. didasarkan

4. The management of stakeholders is based on the

prinsip-prinsip GCG, yaitu transparansi, akuntabilitas,

principles of GCG, namely accountability, responsibility,

responsibilitas, kemandirian, dan kewajaran.

independency, and fairness.

4. Pengelolaan

pemangku

kepentingan

PDSI menghormati, melindungi, dan memenuhi hak-hak

PDSI respects, protects, and fulfills the rights of stakeholders

pemangku kepentingan, antara lain melalui pemberian

by providing relevant, transparent, accurate, and timely

informasi yang relevan dan transparan, akurat, dan tepat

information, through a sound and ethical communication

waktu serta melalui mekanisme komunikasi yang sehat dan

mechanism. To maintain good communication with the

beretika. Untuk kepentingan komunikasi dengan stakeholder,

stakeholders, PDSI has a connecting instrument, namely PDSI

PDSI memiliki perangkat penghubung yaitu Sekretaris PDSI

Secretary to function as the Human Relation Division or other

yang berfungsi sebagai Humas atau pejabat lain yang ditunjuk

officials appointed based on the applicable regulation.

berdasarkan ketentuan yang berlaku. Sertifikasi Pelestarian Lindungan Lingkungan

Certification in Environmental Preservation

Sebagai nilai tambah bagi para pemangku kepentingan

As an added value for all stakeholders in preserving the

dalam pengelolaan lindung lingkungan, PDSI melakukan uji

environment, PDSI participates in a certification test on the

sertifikasi pengelolaan lindungan lingkungan hidup. Hasil

management of environment. The result of the test shows

dari uji sertifikasi, PDSI mendapatkan ISO 14001:2004 sebagai

that PDSI obtains ISO 14001:2004 as a factual proof of PDSI’s

bukti nyata PDSI dalam komitmen pengelolaan lindungan

commitment in preserving the environment.

lingkungan hidup.

308



TANGGUNG JAWAB TERHADAP PEKERJA

RESPONSIBILITY TO WORKERS

Pekerja

Workers

Risiko kecelakaan kerja merupakan salah satu risiko yang

Risk of accident at work is one of the main concerns of PDSI. As

menjadi perhatian utama bagi PDSI. Sebagai wujud tanggung

a manifestation of responsibility to its workers, PDSI regularly

jawab terhadap pekerja, PDSI senantiasa menempatkan aspek

upholds occupational health and safety as their priority.

kesehatan dan keselamatan kerja sebagai prioritas. Hal ini

This has become the Company’s commitment in conducting

merupakan komitmen PDSI untuk menjalankan kegiatan bisnis

a responsible business activity through the provision of

yang bertanggung jawab melalui penyediaan alat pelindung

protective equipment for all workers and ensuring a safe

diri bagi para pekerja dan memastikan tempat kerja yang aman

working place.

bagi keselamatan. Secara berkala, juga dilakukan pemantauan kesehatan,

Periodically, the Company also conducts health examination,

terutama bagi para pekerja yang bekerja di lingkungan

especially for the employees who work in the oil and gas

pengeboran migas, sehingga kondisi kesehatan mereka terus

drilling operational sites. PDSI always monitor their health in

terpantau. PDSI pun dapat segera bertindak dan mengambil

order to immediately take action and anticipatory measure

langkah

should there be any indication of health problem.

antisipasi

bila

ditemukan

indikasi

gangguan

kesehatan. Keselamatan Kerja

Occupational Safety

Sebagai perusahaan yang menjadi pemimpin industri

As a leading company in national oil and gas drilling industry,

pengeboran migas nasional, dan sebagai salah satu bentuk

and as one of PDSI’s commitment to its workers’ health and

komitmen nyata PDSI terhadap aspek kesehatan dan

safety, PDSI applies HSE function as a series of strategic

keselamatan pekerja, maka PDSI telah menggunakan fungsi

initiatives to support Operating Excellence in 2014 with the

HSE sebagai serangkaian langkah inisiatif strategis untuk

indicators:

mendukung Operating Excellence di tahun 2014 dengan indikator: 1. Total Recordable Incident Rate (TRIR)

1. Total Recordable Incident Rate (TRIR)

2. Contractor Safety Management System (CSMS)

2. Contractor Safety Management System (CSMS)

3. Rig Inspection

3. Rig Inspection

4. Training and Refreshing Rig Crew

4. Training and Refreshing Rig Crew

5. QHSSE Culture

5. QHSSE Culture

PDSI sangat memahami bahwa faktor-faktor tersebut dapat

PDSI fully comprehends that those factors are essential to the

mempengaruhi keberlangsungan usaha PDSI. Oleh karena

sustainability of PDSI. Therefore, the Company upholds health,

itu, PDSI menjunjung tinggi kesehatan, keselamatan dan

safety, and Environment (HSE) as the PDSI’s culture through

lingkungan (HSE) sebagai budaya PDSI melalui program HSE

HSE Excellence program.

Excellence. Serikat Pekerja

Worker Union

PDSI berkomitmen mendukung kebebasan pekerja berserikat.

PDSI is committed to supporting the worker union. Accordingly,

Oleh karena itu, PDSI mengakui keberadaan Serikat Pekerja

PDSI acknowledges the existence of PDSI’s Worker Union

PDSI yang dibentuk oleh para pekerja dan keberadaannya

established by the workers and registered at the Agency of


309


telah terdaftar pada Suku Dinas Pekerja dan Transmigrasi

Workers and Transmigration of the Administration Government

Pemerintah Kota Administratif Jakarta Selatan No: 3907/-1.838

of South Jakarta No: 3907/-1.838, Number of Record: 616/V/P/

No Bukti pencatatan: 616/V/P/VII/2010 tanggal 26 Juli 2010.

VII/2010 dated July 26, 2010. Vision and mission of PDSI’s

Serikat pekerja PDSI memiliki visi dan misi yaitu:

worker union are:

Visi

Vision

Mewujudkan harmonisasi dalam hak dan kewajiban antara

To create a balance between the fulfillment of rights and

pekerja dan perusahaan dalam lingkup kesetaraan.

responsibility of workers and Company with fairness.

Misi

Mission

1. Menjembatani

kepentingan

antara

pekerja

dengan

1. Bridging the interests between the workers and the

2. Menjadi mitra dalam mewujudkan visi dan misi

2. Serving as a partner in realizing the Company’s vision and

perusahaan.

company.

perusahaan.

mission.

3. Meningkatkan kesejahteraan pekerja dan keluarganya.

3. Improving the welfare of workers and their families.

4. Melindungi kepentingan pekerja dan perusahaan. 5. Berperan

aktif

dalam

menunumbuhkan

4. Protecting the interests of workers and company. dan

5. Actively participating in growing and developing workers’

6. Menumbuhkan dan meningkatkan rasa solidaritas antar

6. Developing and enhancing the solidarity between workers.

mengembangkan profesionalisme pekerja.

professionalism.

pekerja. Perjanjian Kerja Bersama

Partnership Contract

Pada tahun 2013, telah dilakukan perundingan Perjanjian

In 2013, partnership contract was signed between PDSI and

Kerja Bersama (PKB) antara PDSI dan Serikat Pekerja. Perjanjian

the Worker Union. The contract is expected to improve workers’

tersebut diharapkan dapat meningkatkan kesejahteraan

welfare as well as tightening the harmonious relationship

pekerja serta lebih mempererat hubungan yang harmonis

between PDSI and the workers.

antara PDSI dengan Pekerja. Kesungguhan PDSI untuk meningkatkan taraf hidup para

PDSI’S commitment in improving the living standards of its

pekerja berdampak pada turnover yang relatif rendah, yakni

workers reflects in a relatively low turnover, 12 people out of

12 orang dari total 817 pekerja dalam satu tahun di antaranya

817 total employees in one year; among others is because

karena memasuki usia pensiun. Terkait dengan pengembangan

of the approaching pension age. Regarding the business

usaha, PDSI juga melakukan rekruitmen pekerja baru sebanyak

development, PDSI also recruited 87 new employees during

87 orang selama tahun 2013 dimana seleksi dan penerimaan

2013, in which the selection and appointment process was

pekerja baru berlangsung tanpa mempertimbangkan suku,

conducted without taking into account the factors of race,

agama, ras, status sosial dan afiliasi politik maupun hal-hal lain

religion, nations, social status, and political affiliation, as well as

yang bersifat diskriminatif.

other discriminatory issues.

310



TANGGUNG JAWAB TERHADAP PELANGGAN

RESPONSIBILITY TO CUSTOMERS

Kelangsungan bisnis Perusahaan tidak bisa terlepas dari

The continuity of the Company’s business is closely related to

keberadaan konsumen. Perusahaan berusaha melayani

the customers’ role. The Company always strives to provide the

konsumen sebaik baiknya termasuk memastikan kualitas

best service to the customers, including ensuring the quality

produk dan jasa yang ditawarkan. Sebagai perusahaan

of the offered products and services. As a company that works

yang bergerak di bidang jasa pengeboran, maka konsumen

in the business of drilling service, the Company’s customers

Perusahaan merupakan konsumen bersifat khusus.

remain exclusive.

Adapun program tanggung jawab sosial terhadap konsumen

The corporate social responsibility to customer program

selama tahun 2014 adalah dalam setiap bulan, PDSI rutin

implemented in 2014 was a periodical coordination meeting

mengadakan rapat koordinasi antara dengan konsumen,

between PDSI and the customers, namely SQM (System Quality

SQM (System Quality Management) untuk melakukan review

Management). The meeting was held to review the Company’s

atas kinerja PDSI terhadap konsumen dan melakukan survei

performance regarding the customer’s relationship and

kepuasan pelanggan pada setiap semester.

conduct customer satisfactory survey in each semester.

TANGGUNG JAWAB TERHADAP MITRA DAN PIHAK BERKEPENTINGAN LAINNYA

RESPONSIBILITY TO PARTNERS AND OTHER RELATED PARTIES

Efektivitas

CSR Effectiveness in Handling Security Problems in 2014

CSR

dalam

Penanggulangan

Gangguan

Keamanan 2014 Sepanjang 2014, tidak ada gangguan keamanan yang

During 2014, there were no security problems which give

berdampak secara signfikan terhadap kinerja operasional

significant effects to operational and financial performance

dan finansial PDSI. Melalui program-program CSR yang

of PDSI. Through the implemented CSR programs, PDSI and

diimplementasikan, PDSI dan masyarakat sekitar memiliki

surrounding communities have built a positive and harmonious

hubungan yang harmonis dan kondusif.

relationship.


311

Kesehatan Keselamatan Kerja Dan Lindung Lingkungan Quality, Health, Safety, Security and Environment (QHSSE) 314 314 316 317 319 323 324 325 326 326 328 328 329

Tinjauan Umum QHSSE General Overview of QHSSE Penerapan QHSSE Implementation of QHSSE Pelatihan Sistem Manajeman QHSSE 2014 Training of QHSSE Management System in 2014 Forum Presentasi Continous Improvement Program Continuous Improvement Program Presentation Forum Program Kerja QHSSE QHSSE Work Program Dokumentasi Sistem Manajemen Mutu dan K3LL Pengamanan dan Kualitas Documentation of Quality Management System and QHSSE Rekap SKPI Rig (Sertifikat Kelayakan Penggunaan Instalasi) 2014 SKPI Rig Recap (Certification of Installment Use Feasibility) of 2014 Audit dan Penilaian Management QHSSE Audit and Assessment for QHSSE Management Quality Management Assessment (QMA) Quality Management Assessment Tanggung Jawab Keselamatan Pekerja Responsibility on Workers’ Safety Piramida Performa K3LL QHSSE Performance Pyramid Jumlah Kecelakaan Kerja yang Terekam Total Recordable Incident Rate (TRIR) Tingkat Frekuensi Kecelakaan Kerja Accident Frequency Rate (AFR)

Kesehatan Keselamatan Kerja Dan Lindung Lingkungan Quality, Health, Safety, Security and Environment (QHSSE)

PT Pertamina Drilling Services Indonesia (PDSI) sebagai

As an international-standard Company, PT Pertamina Drilling

perusahaan berstandar internasional dan market leader skala

services Indonesia (PDSI) is the market leader of regional scale

regional dalam bidang pengeboran minyak dan gas, fokus

in the field of oil and gas drilling industry and is focused in the

pada Quality, Health, Safety, Security and Environment untuk

Quality, Health, Safety, Security and Environment in order to

meningkatkan efisiensi dan keberhasilan usaha PDSI.

improve its efficiency and business success.

TINJAUAN UMUM QHSSE

OVERVIEW OF QHSSE

Sejak tahun 2012, telah ditetapkan fungsi yang terintegrasi

As of 2012, the aspects of Quality, Helth, Safety, Security and

secara resmi untuk mengelola aspek Quality, Health, Safety,

Environment (QHSSE) were officially integrated in a particular

Security and Environment (QHSSE). Hal ini dilakukan untuk

function. This function aims to provide a safe and healthy

menyediakan lingkungan kerja yang aman, sehat dan terhindar

work environment that may help avoid harmful risks posed

dari risiko-risiko berbahaya terkait dengan kegiatan operasional

to PDSI’s operations. The performance of the implementation

PDSI. Tingkat kinerja QHSSE semakin membaik tercermin dari

of QHSSE is getting better and reflected in the decline of

tren penurunan angka kecelakaan selama tiga tahun terakhir,

accident rate at work in the last three years, improvement in

meningkatnya kompetensi pekerja dalam menjalankan

worker’s competency, and the increase of customer’s trust to

pekerjaannya, dan kepercayaan pelanggan terhadap PDSI.

the Company.

PENERAPAN QHSSE

IMPLEMENTATION OF QHSSE

Penerapan QHSSE harus dilakukan secara nyata dalam setiap

The implementation of QHSSE needs to be conducted

kegiatan operasional perusahaan. PDSI menganggap QHSSE,

accurately in every operations of the company. Thus, PDSI

Pengamanan, dan Kualitas sebagai suatu bentuk tanggung

considers the QHSSE as a form of its responsibility to support

jawab PDSI yang menunjang akselerasi kinerja pekerja. Upaya

the accelerated employee’s performance. PDSI strives to

PDSI untuk meningkatkan kinerja QHSSE melalui penerapan

enhance the performance of QHSSE through its quality

system manajemen mutu mendapatkan pengakuan dalam

management system which achieved recognition in the form

bentuk sertifikasi ISO 9001:2000 sejak tahun 2004 dan

of ISO 9001:2000 Certificate in 2004. The certification was

diperbarui dengan ISO 9001:2008. Pada tahun 2010 sertifikasi

renewed with ISO 9001:2008 in 2010, with PT SGS Indonesia as

ISO 9001 dilakukan oleh PT SGS Indonesia sebagai badan

the certification agency.

sertifikasi.

314




Kegiatan operasional yang dilakukan oleh QHSSE terlaksana

The operational activities of QHSEE were implemented

sesuai dengan sistem dan tata kerja yang telah tersusun serta

according to the system and work procedure that had been

terdokumentasi sesuai dengan sistem Tata Kerja yang ada di

prepared and documented based on PDSI’s Standard Work

PDSI. Standar ini merupakan sarana untuk mencapai efektivitas

Procedure. This standard is a medium to achieve effectiveness

dan efisiensi PDSI agar sesuai dengan standar internasional.

and efficiency in order to meet international standard.

PDSI juga telah mendapatkan sertifikasi OHSAS 18001:1999

PDSI also obtained the OHSAS 18001:1999 certifications in 2005,

pada tahun 2005 yang dilakukan oleh PT TUV Nord Indonesia

issued by PT TUV Nord Indonesia as the certification agency.

selaku badan sertifikasi. Selanjutnya diperbaharui kembali

It was then renewed with OHSAS 18001:2007 certifications

dengan OHSAS 18001:2007 pada tahun 2010 oleh PT SGS

in 2010 by PT SGS Indonesia as the certification agency. The

Indonesia sebagai badan sertifikasi. Implementasi QHSE

implementation of QHSE based on OHSAS 18001:2007 becomes

berdasarkan OHSAS 18001:2007 menjadi pertimbangan bagi

a consideration for multinational companies to use PDSI’s

perusahaan-perusahaan multinasional untuk menggunakan

services in the fields of oil and gas drilling and geothermal.

jasa PDSI di bidang pengeboran migas dan geothermal. Kedua sertifikasi tersebut, bukti bahwa bisnis dan operasional

Both certifications are the proofs that PDSI’s business and

PDSI telah dijalankan secara tersistem dengan QHSSE sebagai

operations have been conducted systematically with QHSSE

salah satu aspek utama yang harus dipertimbangkan dalam

as one of its main aspects and has to be considered in every

setiap kegiatan operasional. Realisasi penerapan QHSSE

activity. The realization of QHSSE’s implementation that is

yang terpadu dengan manajemen mutu akan menghasilkan

integrated with quality management will result in the optimum

optimalisasi pencapaian kinerja pekerja yang lebih baik.

performance of the employees of PDSI.

Pada tahun 2014, target PDSI dalam hal QHSSE adalah sebagai

In 2014, PDSI’s target in terms of QHSSE was as follows:

berikut: No.

Elemen / Element

Target

Realisasi / Realization

1

Total Recordable Incident Rate

< 0.78

0.66

2

Total Number of Accident

0

0


315


PELATIHAN SISTEM MANAJEMEN QHSSE 2014

TRAINING OF QHSSE MANAGEMENT SYSTEM IN 2014

Keberhasilan PDSI ditentukan oleh peningkatan kualitas

The success of PDSI is determined by the improvement of

sumber daya manusia (SDM) dan kompetensi pekerja. Sebab

Human Resources quality and work competency. Therefore,

itu, PDSI melakukan serangkaian kegiatan untuk meningkatkan

PDSI conducted a series of activities to improve its human

kualitas SDM dengan:

resources quality through:

HSE Leadership Training

HSE Leadership Training

HSE Training Program merupakan salah satu program yang

The HSE Leadership Training is an ongoing program that

dilakukan dari tahun 2012 hingga saat ini. Kegiatan HSE

was started to be implemented in 2012. The HSE Leadership

Leadership Training dilaksanakan melalui pelatihan internal dan

Training is conducted through internal and external trainings,

eksternal. Kegiatan internal training meliputi:

in which the internal training consists of:

•

•

Meningkatkan kesadaran karyawan untuk menerapkan

Improving the awareness of the workers to implement

sistem HSE dan mengembangkan kompetensi untuk para

HSE system and developing competency of all rig

supervisor di seluruh rig pada level rig Superintendent,

superintendents, tool pushers, drillers, and supervisors,

tool pusher, driller, dan supervisor yang terbagi menjadi

divided into eleven batches. This activity is also an

sebelas batch yang diselenggarakan di seluruh area kerja

opportunity to share the knowledge and provide solutions

operasional PDSI. Kegiatan ini merupakan kesempatan

for the challenges that are sometimes faced directly on the

atas

field, as well as to implant leadership skills and improve the

permasalahan-permasalahan yang dihadapi di lapangan

employees’ roles and responsibilities on management level,

secara langsung serta menanamkan prilaku kepemimpinan

particularly related to the implementation of QHSSE aspect

dan meningkatkan peran dan tanggung jawab pekerja

in work environment.

untuk

sharing

knowledge,

sharing

solution

pada level manajemen lini, terutama terkait implementasi aspek QHSSE di lingkungan kerja.

Tabel Pelaksanaan HSE Upskilling No

Area

Table of HSE Upskilling Implementation

Kegiatan HSE Upskilling Tahun 2014 / HSE Upskilling Activity in 2014 Batch I

Batch II

Batch II

Batch IV

1

NAD - SBU

26

29

-

-

55

2

SBT

22

29

-

-

51

3

SBS

31

33

31

-

95

4

Jawa / Java

30

15

18

18

63

Jumlah Peserta / Total Participants •

HSE Course Program dilaksanakan di seluruh area rig dan

•

264

HSE Course Program was conducted in all Rig areas and

telah berjalan sejak tahun 2010 hingga tahun ini. Program

had been implemented since 2010. This program aims

ini diadakan untuk meningkatkan pengetahuan dan

to increase the knowledge and understanding of HSE,

pemahaman HSE serta menjamin kesehatan, keselamatan

and to ensure the worker’s safety and health as well as

pekerja,

lingkungan.

environmental preservation. In 2014, HSE Program focused

Pelaksanaan HSE Course pada tahun 2014 berfokus pada

on the provision of material in the effort of issuing HSE

pemberian materi dalam rangka penerbitan HSE Passport

Passport to work in the environment of PT Pertamina EP

untuk bekerja di lingkungan PT. Pertamina EP dan VICO

and VICO Indonesia. The following table explains In House

Indonesia. Berikut tabel In House Training (IHT) yang

Training (IHT) conducted in 2014 and 2013.

dan

perlindungan

terhadap

dilakukan tahun 2014 dan 2013:

316

Total



No.

•

In House Training

2014

120

120

33.45%

89.84%

1

Target Frekuensi IHT / IHT Frequency Target

2

Realisasi Pelaksanaan IHT / IHT Implementation

3

Target Jumlah Peserta IHT / IHT Participant Target

80%

80%

4

Realisasi Peserta IHT / IHT Participants

961

2.696

Upskilling CSMS bagi seluruh fungsi di PDSI dilaksanakan

•

Upskilling CSMS for all functions of PDSI. This was

dengan tujuan untuk meningkatkan pengetahuan setiap

implemented in order to broaden the knowledge of

fungsi terkait dengan implementasi sistem CSMS di PDSI

each function related to the implementation of CSMS

sehingga setiap fungsi selaku contract owner / contract end

system in PDSI. Thus, each function, as a contract owner /

user dapat mengetahui peran dan tanggung jawabnya

contract end user, will be able to understand its duties and

dalam implementasi sistem CSMS. Sosialisasi CSMS juga

responsibilities in implementing the CSMS system. It was

dilaksanakan kepada seluruh vendor pada kegiatan Vendor

also disseminated to all vendors in the Vendor Day activity

Day sehingga seluruh vendor mengetahui system CSMS

so that they could understand the implementation of CSMS

yang berlaku di PDSI.

system in PDSI.

Kegiatan pelatihan eksternal meliputi: •

2013

Training penyusunan Agenda CIP (Continuous Improvement

Meanwhile, the external training comprises: •

Training on the drafting of CIP (Continuous Improvement Program) review;

Program); •

Program QHSE Mandatory Training;

•

Training Modern Safety Management 2

•

Training modern safety management 2

•

Training INTERNAL ASSESSOR ISRS

•

Training internal assessor ISRS

•

Upskilling HSE Awareness for Supervisor Level;

•

Upskilling HSE Awareness for Supervisor Level;

•

Auditor Training for Continuous Improvement Program

•

Pelatihan Auditor Continuous Improvement Program (CIP);

•

Pelatihan Internal Auditor ISO 9001:2008 dan OHSAS

(CIP); •

Internal Auditor Training for ISO 9001:2008 and OHSAS 18001:2007;

18001:2007; •

HSE Leadership Mandatory Training

•

HSE Leadership Mandatory Training

•

Junior HSE Mandatory Training For Office

•

Junior HSE Mandatory Training For Office

•


•


•

Basic HSE Mandatory Training For Office

•

Basic HSE Mandatory Training For Office

•

Sistem Manajemen K3

•

K3 Management System

•

Contractor Safety Management System (CSMS)

•

Contractor Safety Management System (CSMS)

•

HSE School - Safe Work Practices

•

HSE School – Safe Work Practices

•

Training Basic Fire Fighting

•

Training Basic Fire Fighting

•

Training Operator Scaffolding

•

Training Operator Scaffolding

•

Defensive Driving Training

•

Defensive Driving Training

FORUM PRESENTASI CONTINUOUS IMPROVEMENT PROGRAM

PRESENTATION FORUM OF CONTINUOUS IMPROVEMENT PROGRAM

Pelatihan penyusunan Agenda Continuous Improvement

The training on the drafting of Continuous Improvement

Program (CIP) telah dilaksanakan dua kali selama tahun 2014,

Program (CIP) Review had been conducted twice during 2014,

yaitu pada 2 - 4 April 2014 di Jakarta dengan 18 peserta dan

which was on April 2 – 4, 2014, in Jakarta and was attended


317


18 - 20 Juni 2014 di Jakarta dengan 31 peserta. Sedangkan,

by 18 participants and on June 18 – 20, 2014 in Jakarta with

pelatihan Auditor CIP dilaksanakan pada 27 - 28 Februari 2014

31 participants. Meanwhile, the training for CIP Auditor had

di Cirebon yang diikuti oleh 2 peserta.

been conducted on February 27 – 28, 2014, in Cirebon and was attended by 2 participants.

Forum Presentasi CIP PDSI tahun 2014, dilaksanakan pada 25 - 26

The CIP Presentation Forum of PDSI in 2013, was conducted on

Agustus 2014 di Bandung. Jumlah tim yang mengikuti kegiatan

August 25 – 26, 2014 in Bandung with 26 teams attended the

tersebut adalah 26 tim. Kegiatan tersebut menghasilkan 11

event. The activity resulted in 11 teams with Gold category, 14

tim dengan kategori Gold, 14 tim dengan kategori Silver dan

teams with Silver category, and 1 team with Bronze category.

1 tim dan kategori Bronze. Adapun perincian penghargaan

The detailed description of the Continuous Improvement

Continuous Improvement Program terlampir sebagai berikut:

Program award is as follows:

No.

Penghargaan Continuous Improvement Program (CIP) PT Pertamina Drilling Services Indonesia 2014 2014 Continuous Improvement Program (CIP) Award of PT Pertamina Drilling Services Indonesia

1

Tingkat Hulu

1st Best Presentation (Kategori SS)

Upstream Level

2nd Best Presentation (Kategori PKM/GKM) 1st Best Presentation for Category of SS 2nd Best Presentation for Category of PKM/GKM

2

Tingkat Persero

1 Kategori Platinum

Company Level

1 Kategori Gold 1 Kategori Silver 1 Platinum Category 1 Gold Category 1 Silver Category

3

Tingkat Internasional

Three Star Category

National Level

Top Ten Team

Adapun jumlah tim yang terlibat dalam CIP adalah 15 tim pada

The number of teams participated in the CIP was increasing

tahun 2012, meningkat menjadi 27 tim pada tahun 2013 dan

from 15 teams in 2012 to 27 teams in 2013 to 26 teams in 2014.

26 tim pada tahun 2014. Pekerja yang terlibat pada CIP adalah

Meanwhile, the number of workers involved in CIP was also

80 pekerja pada tahun 2012 meningkat menjadi 111 pekerja di

increasing from 80 workers in 2012 to 111 workers in 2013.

tahun 2013 dan 83 pekerja pada tahun 2014.

However, in 2014, the amount was decreasing to be 83 workers.

318



Berikut grafik jumlah tim dan pekerja pada program CIP :

The following graph shows total team and worker participated in CIP program:

CONTINUOUS IMPROVEMENT PROGRAM (CIP) Tahun 2012 - 2014

111

120 100

83

80

80 60 40

15

26

27

20 0

2012

2013 Jumlah Tim CIP

2014 Pekerja yang terlibat

PROGRAM KERJA QHSSE

QHSSE WORK PROGRAM

Secara garis besar, Program Kerja QHSSE pada tahun 2014

In general, the work program of QHSSE in 2014 covers:

meliputi: Management Commitment

Management Commitment

Manajemen PDSI berkomitmen untuk menerapkan QHSSE yang

The Company’s management is commited to implementing

dituangkan dalam bentuk kegiatan Management Walkthrough

the QHSSE in the form of Management Walkthrough and HSE

dan HSE Meeting. Management Walkthrough dilaksanakan

Meetinc activities. The Management Walkthrough is conducted

secara periodik sesuai dengan jadwal yang telah ditetapkan

periodically based on the schedule set within the 2013 Key

untuk seluruh level Direksi dan Vice President dari tiap fungsi,

Performance Index (KPI) target for all levels of Directors and

yang ditetapkan dalam target Key Performance Index (KPI) 2014.

Vice Presidents of each function. In 2014, the Management

Realisasi Management Walkthrough pada tahun 2014 sebanyak

Walkthrough was realized by 18 visits that were attended by a

18 kali kunjungan yang melibatkan beberapa tim dari seluruh

number of teams from all managements.

manajemen. Contractor Safety Management System

Contractor Safety Management System

Program Contractor Safety Management System (CSMS)

The Contractor Safety Management System (CSMS) Program

bertujuan untuk memastikan para mitra kerja yang akan dan

aims to ensure that the business partners that have and will be

sudah mulai bekerja di lingkungan kerja PDSI memenuhi

working in PDSI’s environment have the proper qualifications

kualifikasi yang sesuai terkait dengan aspek-aspek QHSSE dan

related to QHSSE aspects. It also aims to ensure that the

dipastikan dapat bekerja secara aman dan selamat serta tidak

business partners can work safely and securely without posing

menimbulkan kerugian baik moril maupun materil.

damage to PDSI, both morally and materially.


319


Progam CSMS dimulai dengan pembentukan tim khusus

The CSMS Program was initiated by establishing a special

serta dilakukan upskilling, sosialisasi baik internal kepada

unit, conducting upskilling and dissemination; internally to

manajemen dan fungsi terkait maupun eksternal (para mitra

management and related functions, and externally to partners.

kerja). Pelaksanaan siklus CSMS dimulai dari pembuatan Risk

The implementation of CSMS cycle starts from the drafting

Assessment, Pra Kualifikasi CSMS bagi seluruh vendor, penilaian

of Risk Management, Pre-Qualification CSMS for all vendors,

aspek HSE pada tahapan seleksi, Pre-Job Activity, Inspeksi Work

assessing HSE aspects on selection stage, Pre-Job Activity,

in Progress, dan Final Evaluation di akhir kontrak.

inspecting Work in Progress, and conducting final evaluation at the end of contract.

Pengembangan Budaya QHSSE

QHSSE Culture Development

Pengembangan budaya QHSSE dalam lingkungan kerja

The QHSSE culture development within the Company’s

merupakan salah satu inisiatif stategis pada tahun 2014.

environment is one of the strategic initiatives in 2013. Various

Berbagai macam kegiatan pengembangan budaya QHSSE

activities of QHSSE culture development include:

meliputi: •

Peningkatan hazard observation melalui laporan Safety

•

Improvement of hazard observation through Safety

Monitoring Card (SMC). Pada tahun 2014 tercatat sebanyak

Monitoring Card (SMC) report. In 2014, there were 429,848

429.848 pelaporan, mengalami peningkatan jumlah hazard

reports; experiencing an increase in the amount of hazard

observation dari tahun sebelumnya yakni sebesar 143.978

observation from the recorded amount of the previous year

pelaporan, hal ini menunjukkan bahwa implementasi

at 143,978 reports. It shows that the HSE implementation

HSE dan tingkat kesadaran pekerja terhadap keselamatan

and workers’ awareness level on safety is excellent. In

sangat baik. Di tahun 2014 PDSI meluncurkan program SMC

December 2014, PDSI launched SMC Online program

Online pada bulan Desemberr, SMC online ini membatu

which will help in assisting PDSI to issues SMC card mpre

perusahaan untuk meefisiensi pencetakan kartu smc serta

efficiently. This program also facilitates the workers to fill it

memudahkan bagi pekerja untuk mengisinya dimana pun

everywhere through either Internet or texting (SMS) from

melalui internet dan sms dari handphone yang langsung

cell-phone which will directly be recorded in PDSI’s server

masuk di server komputer PDSI Jakarta.

in Jakarta

Dalam satuan kartu

In unit of card Safety Monitoring Card 2012 - 2014 500.000 435.976 400.000 300.000 200.000 100.000 0

320

143.974 76.328

2012


2013

2014


Tindak lanjut temuan SMC

Follow-up of SMC findings

Status Safety Monitoring Card 2012 - 2014 500.000 435.976 385.535

400.000 300.000 200.000

143.978

114.810

20.275 0

116.589

94.535

100.000

2012

50.441

27.385 2013

2014

Total SMC

•

•

Safety Alert, merupakan sistem informasi lesson learned

Open

•

Safety Alert, is a lesson-learned information system

atas kejadian kecelakaan yang terjadi baik internal maupun

concerning the accident that occurred internally and

eksternal dalam rangka pencegahan terjadinya kejadian

externally which is designed to prevent the same accident

berulang yang didistribusikan secara merata ke seluruh rig

to happen. This system is distributed evenly to all rigs

serta dipasang di papan pengumuman.

where it is published on the notice board;

Safety Stand Down, bentuk sistem informasi lesson learned

•

The system is conveyed verbally at each rig;

secara lisan di masing-masing rig. HSE Reward & Consequence, merupakan program

Safety Stand Down, is another form of lesson-learned information system related to the occurrence of accident.

lainnya perihal kejadian kecelakaan yang disampaikan •

Closed

•

HSE Reward & Consequence, is a rewarding program

penghargaan yang dilaksanakan secara rutin tiap tahunnya

conducted annually as a form of appreciation to rigs that

sebagai bentuk apresiasi kepada rig-rig dengan performa

show excellent QHSSE performance as well as a form of

QHSSE yang baik serta komitment seluruh management

commitment of all management and employees to comply

dan pekerja untuk patuh serta melaksanakan kewajiban

with and implement the duty to preserve employment

kesehatan, keselamatan kerja di lingkungan kerja.

health and safety within work environment. There will be a

Jika Consequence atau komitment ini dilanggar akan

punishment if the Consequence or commitment is violated.

mendapatkan punnisment. Program ini sudah terlaksana

This program has been 70% implemented in 2014;

sebesar 70 % di tahun 2014. •

•

Weekly Safety Campaign, merupakan salah satu sarana

•

Weekly Safety Campaign, is one of the campaign tools in

kampanye dalam bentuk artikel yang ditempatkan di

the form of article distributed in each workers’ desk and

seluruh meja kerja dan broadcast email di jaringan intranet

email broadcast through internal network. Every week, the

dengan topik yang berganti-ganti setiap minggunya.

topic of the article is changed;

Safety Poster dan Sticker QHSSE.

•

Safety Posters and QHSSE Stickers.

Ketersediaan dan Kepatuhan Terhadap Prosedur

Availability and Compliance Towards Procedures

Dalam program ini, PDSI membentuk tim khusus untuk

In this program, PDSI establishes a special unit to review and

melakukan peninjauan dan mengevaluasi Standard Operating

evaluate the existing Standard Operating Procedure (SOP).

Procedure (SOP) yang sudah ada, kemudian PDSI melaksanakan

Then, PDSI will disseminate the reviewed procedures through


321


sosialisasi atas prosedur-prosedur yang telah di-review melalui

the In House Training HSE and dissemination before the work is

In House Training HSE dan sosialisasi sebelum pelaksanaan

carried out in the field.

pekerjaan di lapangan. Emergency Response and Contigency Plan

Emergency Response and Contigency Plan

Tahun 2014, PDSI tetap menjalin kerjasama dengan SOS

In 2014, PDSI maintained a partnership with SOS International

International dalam penanganan yang cepat terhadap kejadian

concerning the quick response on emergency events in order

yang bersifat darurat, guna meningkatkan kesigapan seluruh

to improve the readiness of all employees in dealing with

pekerja dalam menghadapi keadaan yang tak terduga dan

the emergency situation. Emergency response training is

latihan tanggap darurat dilakukan secara berkala.

conducted periodically.

Penanganan Limbah

Waste Management

PDSI melakukan kerja sama dengan pihak ketiga atas

PDSI partners with a third party concerning the treatment of

penanganan limbah yang dihasilkan dari kegiatan operasional

waste from its operations. This third party manages oil based

PDSI. Pihak ketiga ini melakukan pengelolaan oli berdasarkan

on the permit from the Ministry of Environment. B3 liquid

ijin dari Kementerian Lingkungan Hidup. Limbah B3 cair (oli

waste (used oil), which is the result of PDSI’s operations, is

bekas) yang dihasilkan oleh kegiatan operasional PDSI telah

managed under the policy issued by the President Director

diatur pengelolaannya dalam kebijakan yang dikeluarkan

of PDSI. The policy states that the Company should cooperate

oleh Direktur Utama PDSI, yaitu melakukan kerjasama dengan

with a third party which have a license to collect, transport,

pihak ketiga yang sudah memiliki ijin untuk mengumpulkan,

and processed oil waste. The license should be issued by the

mengangkut dan mengolah limbah oli bekas tersebut yang

Ministry if Environment. Therefore, only certain party may

dikeluarkan oleh Kementerian Lingkungan Hidup. Dengan

access the management of oil waste from the rig operational

demikian tidak semua pihak dapat mengakses pengelolaan

activities of PDSI.

limbah oli bekas hasil kegiatan operasional rig PDSI tersebut. Implementasi Organic Composter (Program Takakura)

Implementation of Organic Composter (Takakura Program)

PDSI menunjukan komitmennya untuk melaksanakan inisiatif

Commitment of PDSI to implementing Green Drilling initiative

bertajuk Green Drilling dengan penanganan limbah organik

is realized through the management of organic waste from

yang dihasilkan dari operasional pengeboran. Program ini

drilling operations. This program is carried out through a

diwujudkan melalui proses pengomposan menggunakan

compost process by Takakura method. This process is conducted

metode Takakura. Proses pengomposan menggunakan

to manage organic waste from kitchen or porta camp activities

metode takakura dilakukan untuk mengolah limbah organic

of all workers who live in the drilling location. Beforehand, the

dari kegiatan dapur atau porta camp yang menjadi tempat

waste was sorted according to its type. Composting process

tinggal para pekerja lokasi pengeboran setelah sebelumnya

through Takakura method resulted in compost that can be

dipilah sesuai dengan jenis sampah. Pengomposan dengan

utilized for one of PDSI’s future business opportunities, namely

metode Takakura ini menghasilkan pupuk kompos yang

farming activities on the location nearby the project area. The

dapat dimanfaatkan untuk kegiatan pertanian di lingkungan

composting process using this method has been conducted

sekitar pengeboran dan menjadi salah satu peluang program

on the drilling project which uses PDSI Rig #22.2/OW700-M in

CSR PDSI di masa mendatang. Proses pengomposan

Tambun-PEP Aset 3 in September 2014, as well as on Vico Project

menggunakan metode ini sudah dilakukan pada project

that uses PDSI Rig #28.2/D1000-E which started on November

pengeboran menggunakan Rig PDSI #22.2/OW700-M di

16, 2014. In 2015, the program will be implemented on all PDSI

Tambun-PEP Aset 3 sejak September 2014 dan pada project

drilling projects to realize the program of Green Drilling as one

Vico yang menggunakan Rig PDSI #28.2/D1000-E yang

of PDSI’s commitments to managing the environment.

dimulai pada16 November 2014. Pada tahun 2015, program tersebut akan diterapkan di seluruh project pengeboran PDSI

322



untuk mewujudkan program Green Drilling sebagai salah satu komitmen PDSI terhadap pengelolaan lingkungan.

SKEMA PENGELOLAAN SAMPAH DOMESTIK

Pemilahan Sampah / Waste sorting

DOMESTIC WASTE MANAGEMENT SYSTEM

Sampah Anorganik / Inorganic waste

Daur Ulang/ recycling

Pengiriman ke TPS Terdekat/ transporting to nearby waste disposal place

Sampah Organik / Organic waste

Pengomposan/ composting Masyarakat/ Community

DOKUMENTASI SISTEM MANAJEMEN MUTU DAN K3LL PENGAMANAN DAN KUALITAS

DOCUMENTATION OF QUALITY MANAGEMENT SYSTEM AND QHSSE

Penyusunan Buku HSE

Preparation of HSE Books

Setiap tahun dilakukan penelaahan mengenai bahaya

Each year, the Company conducts discussion on both current

yang telah terjadi ataupun potensi bahaya yang mungkin

and potential danger that may appear in every operation, in

muncul dari setiap pekerjaan yang akan dilaksanakan, untuk

order to minimize the accident at work. As a result, the HSE

meminimalisasi kecelakaan kerja. Oleh karena itu dilakukan

Book is drafted.

penyusunan buku HSE. Sistem Tata Kerja

Work Procedure System

Upaya peningkatan produktivitas dan efisiensi PDSI melalui

PDSI’s effort to enhance productivity and efficiency through

pengelolaan sumber daya akan berhasil jika didukung dengan

resources management will be successful if it is supported

Sistem Tata Kerja yang baik sehingga diharapkan akan dapat

with a good Work Procedure System. This is expected to realize

menunjang terwujudnya PDSI sebagai perusahaan yang

the Company’s vision of becoming an excellent, leading, and

unggul, maju dan terpandang.

respected company.


323


Pada tahun 2014 PDSI berhasil membuat dan merevisi

In 2013, PDSI created and revised several points in its Work

beberapa STK yaitu:

Procedure System, such as:

•

Pedoman

: 3 buah

•

Guideline

: 3 revisions

•

TKO

: 27 buah

•

TKO

: 27 revisions

•

TKI

: 27 buah

•

TKI

: 27 revision

•

TKPA

: 3 buah

•

TKPA

: 3 revisions

•

Formulir

:-

•

Form

:-

REKAP SKPI RIG (SERTIFIKAT KELAYAKAN PENGGUNAAN INSTALASI) 2014

SKPI RIG RECAP (CERTIFICATION OF INSTALLMENT USE FEASIBILITY) OF 2014

Presentase Penerbitan SKPI RIG PDSI / Percentage of SKPI Issuance of PDSI RIG 88%

12%

Data A :

Data B :

SKPI Berlaku (15 Rig)

SKPI Tidak berlaku (jumlahnya 2 Rig)

Valid SKPI (15 rigs)

Invalid SKPI (2 rigs)

Penanganan Pengamanan Kegiatan Operasional

Management of Operational Activities Security

Tahun 2014, PDSI selalu menjalin kerjasama dan koordinasi

Throughout 2014, PDSI constantly formed and maintained

dengan pemilik wilayah kerja (pelanggan) dan juga masyarakat

partnership and coordination with the owners of work area

sekitar sebelum dilakukan kegiatan operasional Moving/

(customers) as well as the surrounding community, before

mobilisasi Rig ke lokasi baru maupun pada saat kegiatan

conducting rig mobilization or moving to the new location

pengeboran di lokasi baru. Hal ini untuk mengurangi dampak

or starting drilling activities in the new locations. This is done

sosial yang mungkin akan timbul pada saat pelaksanaan

to diminish social impacts that may arise when the project or

kegiatan operasional Rig di lokasi tersebut. Disamping itu

drilling activities are begun. In addition, the internal security

fungsi security secara internal juga bekerjasama dengan fungsi

function also cooperated with Communication & Relation

Communication & Relation dalam penerapan program CSR di

function in implementing the CSR program on all operations of

seluruh kegiatan operasional PDSI. Kasus yang sering muncul

PDSI. The most common case that took place in 2014 regarding

di seluruh kegiatan operasional PDSI pada tahun 2014 adalah

PDSI operations is intimidation by several thugs in the

premanisme dan intimidasi dengan jumlah 15 kasus dengan

operational area. The total of intimidation case in 2014 reached

kejadian paling tinggi di Area Sumatera bagian Selatan.

15 cases and most commonly took place in the Southern area of Sumatra.

324



Untuk mengelola aspek keamanan di seluruh kegiatan

To manage the security aspect in all operational activities, PDSI

Operasional maka PDSI menerapkan Sistem Manajemen

implements Security Management System which refers to the

Pengamanan yang mengacu pada Pedoman dari PT.

Guidelines of PT Pertamina (Persero) No. A-001/I00010/2010-S0

Pertamina (Persero) No. A-001/I00010/2010-S0 tentang Sistem

regarding Company’s Security Management System (SMP).

Manajemen Pengamanan (SMP) Perusahaan. Untuk mendukung kelancaran kegiatan operasional PDSI maka

To support the flow of PDSI operations, the Security Function

Fungsi Security juga telah membuat pemetaan daerah rawan

had established a map of all Rig operational areas that are

untuk seluruh kegiatan operasional Rig. Hal ini mempermudah

prone to criminal activities. This is conducted to facilitate the

fungsi yang yang terkait apabila membutuhkan data terkait

related functions to obtain data regarding the security aspect

aspek keamanan untuk daerah operasional yang baru/project

for new operational areas or projects.

baru.

AUDIT DAN PENILAIAN MANAGEMENT QHSSE

AUDIT AND ASSESSMENT OF QHSSE MANAGEMENT

Untuk

Mutu

To ensure that the Quality Management System (ISO 9001:2008)

(ISO9001:2008) dan Sistem Manajemen K3 (OHSAS 18001:

memastikan

bahwa

Sistem

Manajemen

and Occupational Health and Safety Management System

2007) telah sesuai dengan persyaratan standar internasional,

(OHSAS 18001:2007) meets the international standard, internal

maka dilaksanakan kegiatan internal dan eksternal audit.

and external audit is performed as described in the following:

a. Internal Audit dilaksanakan pada bulan Mei dengan

a. Internal Audit was conducted in May by involving 27 auditors.

melibatkan 27 orang b. Eksternal Audit Sistem Manajemen Mutu (ISO 9001:2008) dan

Sistem

Manajemen

K3

(OHSAS

18001:2007)

b. External Audit for Quality Management System (ISO 9001:2008)

and

Occupational

Health

and

Safety

berlangsung pada bulan Agustus tahun 2014 oleh PT SGS

Management System (OHSAS 18001:2007) was conducted

Indonesia.

in August 2014 by PT SGS Indonesia.


325


c. Eksternal audit implementasi HSEMS dan CSMS yang

c. External Audit for the Implementation of HSEMS and CSMS

dilakukan oleh tim dari Direktorat Hulu PT. Pertamina

conducted by a team from the Upstream Directorate of PT

(persero) yang melibatkan auditor lintas anak perusahaan

Pertamina (Persero) which involved auditors from other

di lingkungan Direktorat Hulu pada bulan Juni tahun 2014.

subsidiaries with the Upstream Directorate environment in June 2014.

QUALITY MANAGEMENT ASSESSMENT (QMA)

QUALITY MANAGEMENT ASSESSMENT

Penerapan Quality Management Assessment berbasis Kriteria

The implementation of Quality Management Assessment

Kinerja Ekselen Pertamina (KKEP) pada PT Pertamina (Persero)

which is based on Pertamina’s Excellent Performance Criteria

dan Anak PDSI Pertamina ini dilaksanakan berdasarkan:

(KKEP) in PT Pertamina (Persero) and its Subsidiaries was conducted pursuant to:

•

Surat

Keputusan

Direktur

Utama

No.

Kpts-012/

•

C00000/2011-S0, tanggal 18 Februari 2011, tentang

dated February 18, 2012, on Pertamina Quality Assessment

Pertamina Quality Assessment (PQA) berbasis Kriteria

(PQA) based on Pertamina’s Excellent Performance Criteria (KKEP).

Kinerja Ekselen Pertamina (KKEP). •

Decree of President Director No. Kpts-012/ C00000/2011-S0,

Surat Perintah Direktur Utama No. Prin-24/C00000/2011-S0,

•

Decree of President Director No. Prin-24/ C00000/2011-S0,

tanggal 23 Mei 2011 tentang Tim Pelaksana Pertamina

dated May 23, 2011, on the Executing Team of Pertamina

Quality Assessment (PQA) 2011-2012.

Quality Assessment (PQA) 2011-2012.

Pada tahun 2014 Perusahaan dinilai dalam kegiatan Quality

In 2014, PDSI participated in Quality Management Assessment

Management Assessment. Peraturan dari PT. Pertamina

activity as a form of compliance with the regulation of PT

(Persero) menyatakan bahwa anak perusahaan / unit bisnis

Pertamina (Persero) which states that subsidiaries/business

dari Direktorat Hulu hanya akan dinilai pada tahun fiskal

units of Upstream Directorate shall only be assessed on the

genap. Untuk tahun fiskal genap (2014) perusahaan telah

even-numbered fiscal year. For the year of 2014, PDSI had

dilakukan penilaian yaitu pada bulan April 2014 dengan score

received assessment on April 2014 with the resulting score

496 (kategori Good Performance). Dibandingkan hasil penilaian

of 496 (Good Performance category). Meanwhile for the

tahun 2012 dengan score 447 (kategori Early Improvement).

assessment result of 2012, PDSI obtained score of 447 (Early Improvement category).

TANGGUNG JAWAB KESELAMATAN PEKERJA

RESPONSIBILITY ON WORKERS’ SAFETY

PDSI memiliki tanggung jawab dalam menjamin keselamatan

The Company has responsibility to ensure the safety of

pekerja sesuai yang dimandatkan oleh Undang-undang No. 1

its workers as mandated in the Law No. 1 Year 1970 on

Tahun 1970 tentang Keselamatan Kerja. Kegiatan operasional

Occupational Safety. The drilling operations have a high risk

pengeboran memiliki risiko kecelakaan yang sangat tinggi,

of accident; thus, any effort to anticipate and minimize the

sehingga upaya untuk mengantisipasi dan menimimalisasi

risk needs to be seriously implemented. In 2014, total working

risiko tersebut harus diterapkan secara serius. Pada tahun 2014,

hours was recorded at 25,837,553. It experienced a significant

jumlah jam kerja tercatat 25.837.553 mengalami peningkatan

increase compared to the previous year. The improvement

yang cukup signifikan dibandingkan tahun sebelumnya.

was mainly due to the change of method to calculate working

Peningkatan tersebut dikarenakan adanya perubahan metode

hours which recorded total working hours of the personnel

perhitungan jam kerja yang mencatat jumlah jam kerja personil

who live in the locations of work as well as the addition of new

yang tinggal di lokasi kerja serta adanya penambahan rig baru

rigs operating in 2014. Total fatality accident was recorded

yang beroperasi di tahun 2014. Jumlah kecelakaan fatality

at zero. HSE Performance aspect in 2014 is comprehensively

326



tercatat nihil. Aspek HSE performance tahun 2014 secara

described in the Statistical Safety Performance represented by

lengkap dapat dilihat pada Statistical Safety Performance yang

the following indicators:

diwakili oleh indikator berikut: Tahun / Year

Deskripsi

No.

Description

2014

2013

2012

25.837.553

14,746,859

14,536,628

1

Total Man Hours Worked

2

Number of Fatality

0

0

0

3

Number of Lost Time Accident (LTA)

3

1

7

4

Number of Restricted Work Area (RWC)

3

0

1

5

Number of Medical Treatment Case (MTC)

11

7

7

6

Number of First Aid Case

4

10

11

7

Number of Near-Miss Accident

110

581

371

8

Number of Accident Frequency Rate

0.12

0.07

0.08

9


0.66

0.54

1.03

10

Target TRIR

0.78

0.91

1.14

11

IADC

2.56

3.23

2.7

Safety Peformance

4.0 3.5 3.0

3.23

2.70

2.56

Keterangan / Description :

2.5

: TRIR : Target TRIR

2.0 1.5 1.0

: IADC 1.14 0.91 1.03

0.78

0.54

0.66

0.5 2012

2013

2014


327


QHSSE Performance Pyramid

Piramida Performa QHSSE TRIR 0.66

Fatality

0 Lost Time Accident (LTA)

3 Medical Treatment Case (MTC)

14 (11/3)

Frist Aid Case (FA) Near Miss

4

Safety Monitoring Card (SMC)

110 435.976

Piramida Performa HSE diatas menjelaskan bahwa terdapat

The HSE Performance Pyramid above shows a relatively

peningkatan dan penurunan performa yang cukup signifikan,

significant increase and decrease of performance. The rate of

untuk klasifikasi kecelakaan Fatality dan First Aid mengalami

accident decreases in the categories of Fatality and First Aid;

penurunan angka sedangkan klasifikasi LTA, RWC, dan MTC

while in categories of LTA, RWC, and MTC the rate of accident

mengalami peningkatan. Untuk tingkat kesadaran para pekerja

increases. Rate of workers’ awareness, which is reflected in the

yang di tuangkan dalam bentuk tindakan pelaporan SMC

SMC reports (Hazard Observation), experiences a significant

(Hazard Observation) mengalami kenaikan yang signifikan.

increase.

Jumlah Kecelakaan Kerja yang Terekam


Total Recordable Incident Rate (TRIR) merupakan angka

Total Recordable Incident Rate (TRIR) is the rate of recorded

kecelakaan kerja yang terekam. Indikator keberhasilan sebuah

accident at work. Achievement indicators in QHSSE can be

perusahaan dalam bidang QHSSE terlihat dari pencapaian

seen in the accident at work rate, which is close to zero. Effort

angka kecelakaan kerja yang mampu mendekati angka nihil.

to decrease TRIR rate is in line with the objective of PDSI to

Upaya menurunkan angka TRIR berjalan selaras dengan tujuan

achieve Zero Accident.

PDSI untuk mencapai prestasi Zero Accident. Angka TRIR / TRIR Rate = Total Kecelakaan Recordable (Total Recordable Accident Rate) x 1.000.000

Total Jam Kerja (Work Hours)

Pencapaian TRIR pada 2014 tercatat sebesar 0.66 yang berasal

TRIR rate was recorded at 0,66 of total work hours of 25,837,553

dari total jam kerja sebesar 25.837.553 jam kerja. Angka ini

work hours. This figure is lower than the expected target,

tercatat lebih rendah dari target yang telah ditetapkan, yaitu

namely 0.78 in 2014 KPI. This decrease is a positive achievement

sebesar 0,78 pada KPI 2014. Penurunan angka ini merupakan

for PDSI in its pursue of zero accident. Compared with TRIR rate

pencapaian positif bagi PDSI, terkait dengan upaya PDSI untuk

achieved by other drilling contractors in Asia Pacific of 2.56,

mencapai Zero Accident. Dibandingkan dengan angka TRIR

PDSI was able to show an encouraging performance with very

yang dicapai oleh drilling contractor lainnya di wilayah Asia

low TRIR Rate.

Pasifik sebesar 2,56, PDSI tercatat mengalami peningkatan kinerja yang positif dengan pencapaian angka TRIR yang rendah.

328



Total Recordable Incident Rate (TRIR) 2012 - 2014

5 4 3

1.14 0.91

2

0.78

1,03

1 0

2012

0,54

0,66

2013

2014

TRIR

Target TRIR

Tingkat Frekuensi Kecelakaan Kerja

Accident Frequency Rate

Angka Accident Frequency Rate (AFR) tahun 2014 sebanyak 0.12

The number of Accident Frequency Rate in 2014 was recorded at

Angka ini merupakan hasil dari tindakan pencegahan yang

0.12. This is a result of strong anticipatory measure on accident,

sangat tinggi atas kecelakaan terutama kecelakaan berulang

especially the repetitive accident that can cause decrease in

yang dapat menyebabkan hilangnya hari kerja. Pencapaian

working hours. This AFR number is far better than the average

nilai AFR tersebut masih jauh lebih baik dibandingkan

AFR or LTI-FR (Lost Time Injury-Frequency Rate) of other drilling

dengan rata-rata pencapaian AFR atau LTI-FR (Lost Time Injury-

contractors in Asia-Pacific regions which were involved in the

Frequency Rate) drilling contractor lain di wilayah Asia-Pacific

organization of IADC (based on the Q3 document in 2014). The

yang tergabung dalam organisasi IADC (catatan pada Q3 tahun

average number was recorded at 1.42.

2014) dimana tercatat sebesar 1.42. Setiap kejadian kecelakaan menjadi bahan pelajaran bagi PDSI

Every accident that occurred is a lesson for PDSI that must be

yang harus dievaluasi dan menjadi bekal pengalaman untuk

evaluated and avoided in the future. This is done through the

masa yang akan datang. Hal ini dilakukan melalui sarana Safety

Safety Alert programs and dissemination, either through QHSSE

Alert, sosialisasi baik melalui HSE Meeting ataupun Safety Stand

Meeting or Safety Stand Down. Each of the accidents one of

Down. Setiap kejadian kecelakaan menjadi salah satu materi

the materials delivered in HSE In House Training followed by all

yang disampaikan pada In House Training HSE yang diikuti oleh

Operations and QHSSE personnel.

seluruh personil Operasi dan QHSSE. Number of Accident Frequency Rate (AFR) 2012 - 2014 0,48 0,5 0,4 0,3 0,2

0,08

0,12

0,1 0

2012

2013

2014 PT Pertamina Drilling Services Indonesia Laporan Tahunan 2014 Annual Report

329

Halaman ini sengaja dikosongkan This page intentionally left blank

Laporan Keuangan Financial Statements

Halaman ini sengaja dikosongkan This page intentionally left blank

Referensi Isi Laporan Tahunan dengan Peraturan Otoritas Jasa Keuangan (OJK) Annual Report Contents Reference To The Financial Services Authority Regulation


333

REFERENSI OTORITAS JASA KEUANGAN (OJK) / Financial Services Authority Reference KRITERIA / CRITERIA

PENJELASAN / DESCRIPTION

HALAMAN / PAGE

I. Umum / General Laporan tahunan disajikan dalam bahasa Indonesia yang baik dan benar dan dianjurkan menyajikan juga dalam bahasa Inggris.

Annual Report is presented in good and correct Indonesian and it is recommended to present the report also in English.

Laporan tahunan dicetak dengan kualitas yang baik dan menggunakan jenis dan ukuran huruf yang mudah dibaca.

Annual report is printed in good quality and use type and font so that the text is easy to read.

Laporan tahunan mencantumkan identitas perusahaan dengan jelas.

Annual report should state clearly the identity of the company.

Laporan tahunan ditampilkan di situs perusahaan

√

√ Nama Perusahaan dan Tahun Annual Report ditampilkan di: 1. Sampul muka; 2. Samping; 3. Sampul belakang; 4. Setiap halaman

Name of company and year of the annual report is placed on: 1. The front cover; 2. Side; 3. Back Cover; 4. Each page

Annual Report is presented in the company’s website

√

√

II. Ikhtisar Data Keuangan Penting / Financial data Highlights Informasi hasil usaha perusahaan dalam bentuk perbandingan selama 3 (tiga) tahun buku atau sejak memulai usahanya jika perusahaan tersebut menjalankan kegiatan usahanya selama kurang dari 3 (tiga) tahun. Informasi posisi keuangan perusahaan dalam bentuk perbandingan selama 3 (tiga) tahun buku atau sejak memulai usahanya jika perusahaan tersebut menjalankan kegiatan usahanya selama kurang dari 3 (tiga) tahun.

Financial information in comparative form over a period of 3 financial years or since the commencement of business if the company has been running its business activities for less than 3 years. Financial position information in comparative form over a period of 3 financial years or since the commencement of business if the company has been running its business activities for less than 3 years.

Rasio keuangan dalam bentuk perbandingan selama 3 (tiga) tahun buku atau sejak memulai usahanya jika perusahaan tersebut menjalankan kegiatan usahanya selama kurang dari 3 (tiga) tahun.

Informasi harga saham dalam bentuk tabel dan grafik.

Informasi mengenai obligasi, sukuk atau obligasi konversi yang masih beredar dalam 2 (dua) tahun buku terakhir.

Informasi memuat antara lain: 1. Penjualan/pendapatan usaha 2. Laba (rugi) 3. Total laba (rugi) komprehensif 4. Laba (rugi) per saham

The information includes: 1. Sales/income from business 2. Gross profit (loss) 3. Comprehensive profit (loss) 4. Profit (loss) per share

Informasi memuat antara lain: 1. Modal kerja bersih 2. Jumlah investasi pada entitas asosiasi dan/atau joint venture 3. Jumlah aset 4. Jumlah liabilitas 5. Jumlah ekuitas

The information includes: 1. Net operating capital 2. Total investment in associate entities and/or joint venture 3. Total Assets 4. Total Liabilities 5. Total equities

Financial ratio in comparative form over a period of 3 (three) financial years or since the commencement of business if the company has been running its business activities for less then 3 (three) years.

Informasi memuat 5 (lima) rasio keuangan yang umum dan relevan dengan industri perusahaan.

Information includes 5 (five) financial ratios that are common and relevant to the industry the company.

Share price information in the form of chart and table.

Informasi dalam bentuk tabel dan grafik yang memuat: 1. Jumlah saham yang beredar; 2. Kapitalisasi pasar; 3. Harga saham tertinggi, terendah, dan penutupan; dan 4. Volume perdagangan untuk setiap masa triwulan dalam 2 (dua) tahun buku terakhir (jika ada).

Information in the form of chart and table includes: 1. Total outstanding shares 2. Market capitalization 3. The highest, lowest, and closing price of share 4. Trading volume on a quarterly basis during the last 2 (two) fiscal years.

Informasi memuat: 1. Jumlah obligasi/sukuk/obligasi konversi yang beredar (outstanding) 2. Tingkat bunga/imbalan 3. Tanggal jatuh tempo 4. Peringkat obligasi/sukuk

The information contains: 1. The number of bonds/sukuk/outstanding bonds 2. The interest rate / exchange 3. Date of maturity 4. The rating of bonds / sukuk

Information on outstanding bond, sukuk or convertible bond within the las 2 (two) fiscal years.

10

10

10

11

N.A.

III. Laporan Dewan Komisaris dan Direksi / Board of Commissioners and Board of Directors Report Laporan Dewan Komisaris

Laporan Direksi

Tanda tangan anggota Direksi dan anggota Dewan Komisaris

334

Board of Commissioners’ Report

Board of Directors’ Report

Signature of members of the Board of Directors and Board of Commissioners


Memuat hal-hal sebagai berikut: 1. Penilaian atas kinerja Direksi mengenai pengelolaan perusahaan 2. Pandangan atas prospek usaha perusahaan yang disusun oleh Direksi. 3. Perubahan komposisi Dewan Komisaris dan alasan perubahannya (jika ada)

Contains the following items: 1. Assessment on the performance of the Board of Directors in managing the company. 2. View on the prospects of the company’s business as established by the Board of Directors. 3. Changes in the composition of the Board of Commissioners (if any).

20-23

Memuat hal-hal sebagai berikut: 1. Analisis atas kinerja perusahaan, yang mencakup antara lain kebijakan strategis, perbandingan antara hasil yang dicapai dengan yang ditargetkan, dan kendala-kendala yang dihadapi perusahaan 2. Gambaran tentang prospek usaha 3. Penerapan tata kelola perusahaan 4. Perubahan komposisi anggota Direksi dan alasan perubahannya (jika ada)

Contains the following items: 1. Analysis of company’s performance, encompassing strategic policies, comparison between achievement of results and targets and challenges faced by the company 2. Description of business outlooks 3. The implementation of good corporate governance 4. Changes in the composition of the Board of Directors (if any)

24-29

Memuat hal-hal sebagai berikut: 1. Tanda tangan dituangkan pada lembaran tersendiri 2. Pernyataan bahwa Direksi dan Dewan Komisaris bertanggung jawab penuh atas kebenaran isi laporan tahunan. 3. Ditandatangani seluruh anggota Dewan Komisaris dan anggota Direksi dengan menyebutkan nama dan jabatannya 4. Penjelasan tertulis dalam surat tersendiri dari yang bersangkutan dalam hal terdapat anggota Dewan Komisaris atau Direksi yang tidak menandatangani laporan tahunan, atau: penjelasan tertulis dalam surat tersendiri dari anggota yang lain dalam hal tidak terdapat penjelasan tertulis dari yang bersangkutan

Contains the following items: 1. Signatures are set on a separate page. 2. Statement that the Board of Directors and the Board of Commissioners are fully responsible for the accuracy of the annual report. 3. Signed by all members of the Board of Commissioners and Board of Directors, stating their names and titles/positions. 4. A written explanation in a separate letter from each member of the Board of Commissioners or Board of Directors who refuses to sign the annual report, or: written explanation in a separate letter from the other members in the event that there is no written explanation provided by the said member.

32-33


HALAMAN / PAGE


IV. Profil Perusahaan / Company Profile Nama dan alamat lengkap perusahaan

Name and address of the Company

Informasi memuat antara lain nama dan alamat, kode pos, no. telp, no. Fax, email, dan situs

Information on name and address, zip code, telephone and or facsimile, email, website.

26

Riwayat singkat perusahaan

Brief history of the company

Mencakup antara lain: tanggal/tahun pendirian, nama, dan perubahan nama perusahaan (jika ada).

Includes date/year of establishment, name, and change in the company name (if any)

37

Bidang usaha

Line of Business

Uraian mengenai antara lain: 1. Kegiatan usaha perusahaan menurut anggaran dasar terakhir; dan 2. Penjelasan mengenai produk dan/atau jasa yang dihasilkan

Description about: 1. Line of business based on the latest articles of association; and 2. Description of products/services

Dalam bentuk bagan, meliputi nama dan jabatan paling kurang sampai dengan struktur satu tingkat di bawah direksi

In the form of a chart, giving the names and titles at the least until one level below the Board of Directors.

Mencakup: 1. visi perusahaan; 2. misi perusahaan; dan 3. keterangan bahwa visi dan misi tersebut telah disetujui oleh Direksi/Dewan Komisaris

Including: 1. Corporate vision 2. Mission; and 3. Statement that the vision and mission has been approved by the Board of Directors/Board of Commissioners

Informasi memuat antara lain: 1. Nama 2. Jabatan (termasuk jabatan pada perusahaan atau lembaga lain) 3. Umur 4. Pendidikan 5. Pengalaman kerja 6. Tanggal penunjukan pertama kali sebagai anggota Dewan Komisaris

The information should contain: 1. Name 2. Position (including position in other companies/institutions) 3. Age 4. Education 5. Working experience 6. The first appointment date as member of Board of Commissioners

Informasi memuat antara lain: 1. Nama 2. Jabatan (termasuk jabatan pada perusahaan atau lembaga lain) 3. Umur 4. Pendidikan 5. Pengalaman kerja 6. Tanggal penunjukan pertama kali sebagai anggota Direksi

The information should contain: 1. Name 2. Position (including position in other companies/institutions) 3. Age 4. Education 5. Working experience 6. The first appointment date as member of Board of Directors

Number of employees (comparative in 2 years) and description of competence building (for example: education and training of employees)

Informasi memuat antara lain: 1. Jumlah karyawan untuk masing-masing level organisasi 2. Jumlah karyawan untuk masing-masing tingkat pendidikan 3. Pelatihan karyawan yang telah dilakukan dengan mencerminkan adanya persamaan kesempatan kepada seluruh karyawan 4. Biaya yang telah dikeluarkan

The information should contain: 1. The number of employees for each level of the organization. 2. The number of employees for each level of education 3. Training of employee that has been and will be conducted

Composition of shareholders

Mencakup antara lain: 1. Nama pemegang saham yang memiliki 5% atau lebih saham 2. Nama direktur dan komisaris yang memiliki saham 3. Kelompok pemegang saham masyarakat dengan kepemilikan saham masing-masing kurang dari 5%,dan persentase kepemilikannya

Should include: 1. Names of shareholders having 5% or more shares.

Informasi memuat antara lain :

3. Keterangan tentang bidang usaha entitas anak dan/atau entitas asosiasi

The information should include: 1. Name of subsidiaries/affiliated companies 2. Percentage of share ownership 3. Information on the line of business of subsidiaries and/or associate entities

4. Keterangan status operasi entitas anak dan/ atau entitas asosiasi (telah beroperasi atau belum beroperasi)

4. Explanation regarding the operational status of the subsidiary or affiliated company (already operating or not yet operating)

Struktur grup perusahaan yang menggambarkan entitas anak, entitas asosiasi, joint venture, dan special purpose vehicle (SPV), atau pernyataan tidak memiliki grup

Structure of company’s group describing subsidiaries, associate entities, joint venture, and special purpose vehicle (SPV), or statement of having no group.

Mencakup antara lain: 1. Kronologis pencatatan saham 2. Jenis tindakan korporasi (corporate action) yang menyebabkan perubahan jumlah saham 3. Perubahan jumlah saham dari awal pencatatan sampai dengan akhir tahun buku

Includes: 1. Share-listing chronology 2. Types of corporate action causing changes in the number of shares 3. Changes in the number of shares from the beginning of listing up to the end of the financial year 4. Name of Stock Exchange where the company’s shares are listed

Struktur organisasi

Visi dan misi perusahaan

Identitas dan riwayat hidup singkat anggota Dewan Komisaris

Identitas dan riwayat hidup singkat anggota Direksi

Jumlah karyawan (komparatif 2 tahun) dan deskripsi pengembangan kompetensinya (misal: aspek pendidikan dan pelatihan karyawan)

Komposisi pemegang saham

Daftar entitas anak dan/atau entitas asosiasi

Organizational Structure

Company Vision and Mission

Identity and brief curriculum vitae of the members of the Board of Commissioners;

Identity and brief curriculum vitae of the members of the Board of Directors;

List of subsidiaries and/or affiliated companies

1. Nama entitas anak dan/atau asosiasi 2. Persentase kepemilikan saham

Struktur grup perusahaan

Kronologis pencatatan saham

Structure of company’s group

Share-listing chronology

4. Nama bursa dimana saham perusahaan dicatatkan Kronologis pencatatan efek lainnya;

Other securities listing chronology

Mencakup antara lain: 1. Kronologis pencatatan efek lainnya 2. Jenis tindakan korporasi (corporate action) yang menyebabkan perubahan jumlah efek lainnya 3. Perubahan jumlah efek lainnya dari awal pencatatan sampai dengan akhir tahun buku 4. Nama Bursa dimana efek lainnya dicatatkan 5. Peringkat efek

39-42

50-51

43-47

52-55

56-59

62-78

4. Availability of equal opportunity to all employees

2. Names of Directors and Commissioners owning shares 3. Public shareholders having respective share ownership of less than 5% and its percentage

Includes: 1. Other securities listing chronology 2. Types of corporate action causing changes in the number of securities 3. Changes in the number of securities from the initial listing up to the end of the financial year 4. Name of Stock Exchange where the company’s securities are listed 5. Rating of the securities


84

85

88

88

88

335



HALAMAN / PAGE

Nama dan alamat lembaga dan atau profesi penunjang pasar modal

Name and address of institution and or profession supporting the capital market

Informasi memuat antara lain: 1. Nama dan alamat BAE 2. Nama dan alamat Kantor Akuntan Publik 3. Nama dan alamat Perusahaan Pemeringkat Efek

The information contains: 1. Name and address of BAE 2. Name and address of Public Accounting Firm 3. Name and address of share registrar

89

Penghargaan dan/atau sertifikasi yang diterima perusahaan baik yang berskala nasional maupun internasional

Awards and/or certificates received by the company, both at national and international level

Informasi memuat antara lain: 1. Nama penghargaan dan/atau sertifikasi 2. Tahun perolehan 3. Badan pemberi penghargaan dan/atau sertifikasi 4. Masa berlaku (untuk sertifikasi)

Information should include: 1. Name of the awards and/or certification 2. Year when awards are received 3. Institution presenting the awards/ceritication 4. Period of validity (for certification)

16

Nama dan alamat entitas anak dan/ atau kantor cabang atau kantor perwakilan (jika ada)

Name and address of subsidiaries and/or branch office or representative office (if any)

85

V. Analisis dan Pembahasan Manajemen atas Kinerja Perusahaan / Managament Discussion and Analysis Tinjauan operasi per segmen usaha

Uraian atas kinerja keuangan perusahaan

Operational review per business segment

Description of company’s financial performance

Memuat uraian mengenai: 1. Produksi/kegiatan usaha; 2. Peningkatan/penurunan kapasitas produksi; 3. Penjualan/pendapatan usaha; 4. Profitabilitas; untuk masing-masing segmen usaha yang diungkapkan dalam laporan keuangan (jika ada)

Includes description of: 1. Products/line of business; 2. Increase/decrease in production capacity 3. Sales/operating income 4. Profitability For each business segment disclosed in the financial statement (if any)

134-144

Analisis kinerja keuangan yang mencakup perbandingan antara kinerja keuangan tahun yang bersangkutan dengan tahun sebelumnya (dalam bentuk narasi dan tabel), antara lain mengenai: 1. Aset lancar, aset tidak lancar, dan total aset

An analysis of financial performance which includes a comparison between the financial performance of the current year and that of the previous year (in the form of narration and tables) concerning: 1. Current assets, non-current assets, and amount of assets 2. Short term and long term liabilities and total liabilities 3. Equity 4. Sales/operating income, expenses and profit (loss), other comprehensive revenue, and total comprehensive profit (loss) 5. Cash flow

147-155

2. Liabilitas jangka pendek, liabilitas jangka panjang dan total liabilitas 3. Ekuitas 4. Penjualan/pendapatan usaha, beban dan laba (rugi), pendapatan komprehensif lain, dan total laba (rugi) komprehensif 5. Arus kas Bahasan dan analisis tentang kemampuan membayar utang dan tingkat kolektibilitas piutang perusahaan, dengan menyajikan perhitungan rasio yang relevan

Discussion and analysis on the capacity to pay debts and the company’s level of receivables collectability by presenting relevant ratio calculation

Penjelasan tentang : 1. Kemampuan membayar hutang, baik jangka pendek maupun jangka panjang 2. Tingkat kolektibilitas piutang

Explanation on: 1. Capacity to pay short term and long term debts

Bahasan tentang struktur modal (capital structure), dan kebijakan manajemen atas struktur modal (capital structure policy)

Discussion on capital structure, management policies on capital structure

Penjelasan atas: 1. Struktur modal (capital structure), dan 2. Kebijakan manajemen atas struktur modal (capital structure policies)

Explanation on: 1. Capital structure, and 2. Capital structure policies

Bahasan mengenai ikatan yang material untuk investasi barang modal

Discussion on material ties for the investment of capital goods

Penjelasan tentang: 1. Tujuan dari ikatan tersebut 2. Sumber dana yang diharapkan untuk memenuhi ikatan-ikatan tersebut 3. Mata uang yang menjadi denominasi 4. Langkah-langkah yang direncanakan perusahaan untuk melindungi risiko dari posisi mata uang asing yang terkait Catatan: apabila perusahaan tidak mempunyai ikatan terkait investasi barang modal, agar diungkapkan

Explanation on: 1. The purpose of the ties 2. Fund resources expected to fulfill the said ties

2. Receivables collectability level

3. Currency of denomination 4. Steps taken by the company to protect the position of related currency against risks.

If the financial statement discloses a material increase or decrease in the sales or net income, an explanation should be disclosed concerning the extent to which such changes can be linked to the amount of goods or service offered and/or new products/services.

Penjelasan mengenai: 1. Besaran peningkatan/penurunan penjualan atau pendapatan bersih 2. Faktor penyebab peningkatan/penurunan material dari penjualan atau pendapatan bersih yang dikaitkan dengan jumlah barang atau jasa yang dijual, dan/atau adanya produk atau jasa baru.

Description of: 1. Amount of an increase/decrease of sales/net income 2. Factors causing the material increase/decrease from sales or net income related to total goods or services and or new products/services.

Informasi perbandingan antara target pada awal tahun buku dengan hasil yang dicapai (realisasi), dan target atau proyeksi yang ingin dicapai untuk satu tahun mendatang mengenai pendapatan, laba, struktur permodalan, atau lainnya yang dianggap penting bagi perusahaan

Information on the comparison between target set at the beginning of the fiscal year and the realization and target or projection for the next year concerning revenue, profit, capital stricter, and others considered important for the company.

Informasi memuat antara lain: 1. perbandingan antara target pada awal tahun buku dengan hasil yang dicapai (realisasi) 2. target atau proyeksi yang ingin dicapai dalam satu tahun mendatang

Information should include: 1. Comparison between target of the beginning of the year and the realization 2. Target or projection for the next year

Informasi dan fakta material yang terjadi setelah tanggal laporan akuntan

Information and material fact subsequent to the date of accountant

Uraian kejadian penting setelah tanggal laporan akuntan termasuk dampaknya terhadap kinerja dan risiko usaha di masa mendatang. Catatan: apabila tidak ada kejadian penting setelah tanggal laporan akuntan, agar diungkapkan

Description of important events after the date of the accountant’s report, including the effects on the performance and business risk in the future Note: if there is no important event after the date of the accountant report, such information should be disclosed

Uraian tentang prospek usaha perusahaan

Description of the company’s business prospects

Uraian mengenai prospek perusahaan dikaitkan dengan industri dan ekonomi secara umum disertai data pendukung kuantitatif dari sumber data yang layak dipercaya

Description of the company’s prospects related to overall industry and economy, complete with quantitative data and reliable sources

Uraian tentang aspek pemasaran

Description of marketing aspects

Uraian tentang aspek pemasaran atas produk dan/atau jasa perusahaan, antara lain strategi pemasaran dan pangsa pasar

Description of marketing aspect of products and/or services, such as marketing strategy and market share

Memuat uraian mengenai: 1. Jumlah dividen kas 2. Jumlah dividen kas per saham 3. Payout ratio untuk masing-masing tahun Catatan: apabila tidak ada pembagian dividen, agar diungkapkan alasannya

Information includes: 1. Total cash dividend 2. Total cash dividend per year 3. Payout ratio for each year Notes: if there is no dividend distribution, the reason should be disclosed

336

Description on dividend policy and amount of cash dividend per share and amount of dividend per year published/ paid for the last 2 (two) financial years.


162

166

Notes: if the company does not have tie related to investment of capital goods, the information should be disclosed.

Jika laporan keuangan mengungkapkan peningkatan atau penurunan yang material dari penjualan/pendapatan bersih, maka berikan bahasan tentang sejauh mana perubahan tersebut dapat dikaitkan dengan jumlah barang atau jasa yang dijual, dan/atau adanya produk atau jasa baru.

Uraian mengenai kebijakan dividen dan jumlah dividen kas per saham dan jumlah dividen per tahun yang diumumkan atau dibayar selama 2 (dua) tahun buku terakhir

161-162

163

156

165

176

171-173

165


HALAMAN / PAGE


Realisasi penggunaan dana hasil penawaran umum (dalam hal perusahaan masih diwajibkan menyampaikan laporan realisasi penggunaan dana)

Realization of fund utilization from public offering (should the company be required to submit the report of fund utilization)

Memuat uraian mengenai: 1. Total perolehan dana, 2. Rencana penggunaan dana, 3. Rincian penggunaan dana, 4. Saldo dana, dan 5. Tanggal persetujuan RUPS atas perubahan penggunaan dana (jika ada)

The information should include: 1. total funds obtained, 2. budget plan, 3. details of budget plan, 4. balance, and 5. Date of approval from General Meeting of Shareholders regarding the changes in fund utilization (if any)

165

Informasi material mengenai investasi, ekspansi, divestasi, penggabungan/peleburan usaha, akuisisi atau restrukturisasi utang/ modal.

Material information concerning investment, expansion, divestment, consolidation/ merger, acquisition or debt/ capital restructuring.

Memuat uraian mengenai: 1. Tujuan dilakukannya transaksi; 2. Nilai transaksi atau jumlah yg direstrukturisasi; 3. Sumber dana. Catatan: apabila tidak mempunyai transaksi dimaksud, agar diungkapkan

The information should include 1. The purpose of transaction 2. Transaction value or number of transaction 3. Fund resource Note: If there is no such transaction, the information should be disclosed

166

Informasi transaksi material yang mengandung benturan kepentingan dan/atau transaksi dengan pihak afiliasi.

Transaction information material conflict of interest and / or transactions with affiliated parties.

Memuat uraian mengenai: 1. Nama pihak yang bertransaksi dan sifat hubungan afiliasi; 2. Penjelasan mengenai kewajaran transaksi; 3. Alasan dilakukannya transaksi; 4. Realisasi transaksi pada periode berjalan; 5. Kebijakan perusahaan terkait dengan mekanisme review atas transaksi; 6. Pemenuhan peraturan dan ketentuan terkait

The information should include: 1. Name of the parties involved in the transactions and related affiliation 2. Explanation on fairness of transaction 3. Reason for transaction 4. Realization of transaction within the period 5. Corporate policy related to review mechanism of the transaction; and 6. Compliance to provisions and concerned regulation Note: if there is no such transaction, such information should be disclosed

166

Catatan: apabila tidak mempunyai transaksi dimaksud, agar diungkapkan Uraian mengenai perubahan peraturan perundang-undangan yang berpengaruh signifikan terhadap perusahaan

Description on changes in regulation having significant effect on the company

Uraian mengenai perubahan kebijakan akuntansi

Description on changes in the accounting policy

Uraian memuat antara lain: perubahan peraturan perundang-undangan dan dampaknya terhadap perusahaan Catatan: apabila tidak terdapat perubahan peraturan perundang-undangan yang berpengaruh signifikan, agar diungkapkan

Description should include: changes in the regulation and its effect on the company

Uraian memuat antara lain: perubahan kebijakan akuntansi, alasan dan dampaknya terhadap laporan keuangan Catatan: apabila tidak terdapat perubahan kebijakan akuntansi, agar diungkapkan

Description includes changes in accounting policy, its reasons and impacts on financial report

Uraian memuat antara lain: 1. Uraian tanggung jawab Dewan Komisaris 2. Pengungkapan prosedur penetapan remunerasi 3. Struktur remunerasi yang menunjukkan komponen remunerasi dan jumlah nominal per komponen untuk setiap anggota Dewan Komisarisrja Dewan Komisaris) 4. Frekuensi pertemuan dan tingkat kehadiran Dewan Komisaris dalam pertemuan 5. Program pelatihan dalam rangka meningkatkan kompetensi Dewan Komisaris 6. Pengungkapan mengenai Board Charter (pedoman dan tata tertib Dewan Komisaris

Description includes: 1. Descripiton of responsibilities of Board of Commissioners 2. Disclosure of procedures of determining remuneration 3. Remuneration structure that represents remuneration component and amount per component for each member of Board of Commissioners 4. Meeting frequency and attendance level of Board of Commissioners 5. Training programs to increase the competency of Board of Commissioners 6. Disclosure of Board Charter (regulation of Board of Commissioners)

Uraian memuat antara lain: 1. Ruang lingkup pekerjaan dan tanggung jawab masing-masing anggota Direksi 2. Frekuensi pertemuan 3. Tingkat kehadiran anggota direksi dalam pertemuan 4. Program pelatihan dalam rangka meningkatkan kompetensi direksi 5. Pengungkapan mengenai Board Charter (pedoman dan tata tertib kerja Direksi)

Description includes: 1. Scope of works and responsibility of each member of the Board of Diretors 2. Meeting frequency 3. Attendance level of each member of the Board 4. Training programs for improving the competence of the Board 5. Disclosure on Board Charter (regulation of Board of Directors)

Mencakup antara lain: 1. Proses pelaksanaan assessment atas kinerja anggota Dewan Komisaris dan/atau Direksi 2. Kriteria yang digunakan dalam pelaksanaan assessment atas kinerja anggota Dewan Komisaris dan/atau Direksi 3. Pihak yang melakukan assessment

Includes: 1. Assessment on performance of Board of Commissioners and/or Board of Directors’ performance 2. Criteria used in the assessment process

Mencakup antara lain: 1. Pengungkapan prosedur penetapan remunerasi 2. Struktur remunerasi yang menunjukkan jenis dan jumlah imbalan jangka pendek, pasca kerja, dan/atau jangka panjang lainnya untuk setiap anggota Direksi 3. Pengungkapan indikator kinerja untuk mengukur performance Direksi

Includes: 1. Disclosure of procedure of determining remuneration 2. Remuneration structure which shows type and total short term and long term returns, post employment, and other long term kinds of remuneration for each member of the Board of Directors 3. Disclosure of performance indicator to assess the performance of the Board of Directors.

Dalam bentuk skema atau diagram

In the form of scheme or diagram

Note: if there is no change in the regulation having significant effect on the company, such information should be disclosed

Notes: if there is no change in accounting policy, such information should be disclosed

N.A

167

VI. Tata Kelola Perusahaan Yang Baik / Good Corporate Governance Uraian Dewan Komisaris

Uraian Direksi

Assessment terhadap anggota Dewan Komisaris dan/atau Direksi

Uraian mengenai kebijakan remunerasi bagi Direksi

Informasi mengenai Pemegang Saham Utama dan Pengendali, baik langsung maupun tidak langsung, sampai kepada pemilik individu

Description of Board of Commissioners

Description of Board of Directors

Assessment on Board of Commissioners and Board of Directors

Description on remuneration policies for Board of Directors

Information on the Majority and Controlling Shareholders, direct and indirectly, and the individual shareholder

197-205

205-219

219

3. Parties conducting assessment

218

223


337

REFERENSI OTORITAS JASA KEUANGAN (OJK) / Financial Services Authority Reference KRITERIA / CRITERIA Pengungkapan hubungan afiliasi antara anggota Direksi, Dewan Komisaris, dan Pemegang Saham Utama dan/atau Pengendali

Komite Audit

Disclosure of affiliation among Board of Directors, Board of Commissioners, and Majority and/or Controlling Shareholders

Audit Committee

PENJELASAN / DESCRIPTION Mencakup antara lain: 1. Hubungan afiliasi antara anggota Direksi dengan anggota Direksi lainnya 2. Hubungan afiliasi antara anggota Direksi dengan anggota Dewan Komisaris 3. Hubungan afiliasi antara anggota Direksi dengan Pemegang Saham Utama dan/atau Pengendali 4. Hubungan afiliasi antara anggota Dewan Komisaris dengan anggota Dewan Komisaris lainnya

Include: 1. Affiliation among internal members of the Board of Directors 2. Affiliation between the Board of Directors and the Board of Commissioners 3. Affiliation between the member of the Board of Directors and Majority and/or Controlling Shareholders 4. Affiliation among internal members of the Board of Commissioners

5. Hubungan afiliasi antara anggota Dewan Komisaris dengan Pemegang Saham Utama dan/atau Pengendali Catatan: apabila tidak mempunyai hubungan afiliasi dimaksud, agar diungkapkan

5. Affiliation between the member of the Board of Commissioners and Majority and/or Controlling Shareholders Note: if there is no such transaction, such information should be disclosed

Mencakup antara lain: 1. Nama dan jabatan anggota komite audit

Includes: 1. Name and position of each member of audit committee 2. Educational background and working experience of audit committee member 3. Independency of audit committee member 4. Description of roles and responsibilities 5. Brief report of the implementation of audit committee activity 6. Meeting frequency and attendance level of audit committee

2. Kualifikasi pendidikan dan pengalaman kerja anggota komite audit 3. Independensi anggota komite audit 4. Uraian tugas dan tanggung jawab 5. Laporan singkat pelaksanaan kegiatan komite audit 6. Frekuensi pertemuan dan tingkat kehadiran komite audit Komite Nominasi dan Remunerasi

Nomination and Remuneration Committee

Mencakup antara lain: 1. Nama, jabatan, dan riwayat hidup singkat anggota komite nominasi dan/atau remunerasi 2. Independensi anggota komite nominasi dan/ atau remunerasi 3. Uraian tugas dan tanggung jawab 4. Uraian pelaksanaan kegiatan komite nominasi dan/atau remunerasi 5. Frekuensi pertemuan dan tingkat kehadiran komite nominasi dan/atau remunerasi

Komite-komite lain di bawah Dewan Komisaris yang dimiliki oleh perusahaan

Other committees under the Board of Commissioners

Mencakup antara lain: 1. Nama, jabatan, dan riwayat hidup singkat anggota komite lain 2. Independensi anggota komite lain 3. Uraian tugas dan tanggung jawab 4. Uraian pelaksanaan kegiatan komite lain 5. Frekuensi pertemuan dan tingkat kehadiran komite lain

Uraian tugas dan fungsi Sekretaris Perusahaan

Uraian mengenai unit audit internal

Akuntan Perusahaan

Uraian mengenai manajemen risiko perusahaan

Uraian mengenai sistem pengendalian intern

338

Description on roles and functions of corporate secretary

Description on internal audit unit

Company accountant

Description on risk management

Description on internal control system


Includes: 1. Name, position, and brief curriculum vitae of member of remuneration and nomination committee 2. Independency of remuneration and nomination committee member 3. Description of roles and responsibilities 4. Description of the implementation of remuneration and/or nomination committee’s activity 5. Meeting frequency and attendance level of remuneration and/or nomination committee Includes: 1. Name, position, and brief curriculum vitae of other committees 2. Independency of other committee member 3. Description of roles and responsibilities 4. Description of the implementation of other committee’s activity 5. Meeting frequency and attendance level of other committees

Mencakup antara lain: 1. Nama dan riwayat jabatan singkat sekretaris perusahaan 2. Uraian pelaksanaan tugas sekretaris perusahaan

Includes: 1. Name and professional record of corporate secretary 2. Description on the implementation of corporate secretary’s duties

Mencakup antara lain: 1. Nama ketua unit audit internal 2. Jumlah pegawai (auditor internal) pada unit audit internal 3. Kualifikasi/sertifikasi sebagai profesi audit internal 4. Kedudukan unit audit internal dalam struktur perusahaan 5. Uraian pelaksanaan tugas 6. Pihak yang mengangkat/memberhentikan ketua unit audit internal

Includes: 1. Name of head of internal audit unit 2. Number of employees (internal auditor) within internal audit unit 3. Qualification/certification as professional internal audit 4. Position of internal audit unit in the company structure 5. Description of duty implementation 6. Parties appointing/dismissing head of internal audit unit

Informasi memuat antara lain: 1. Jumlah periode akuntan telah melakukan audit laporan keuangan tahunan 2. Jumlah periode Kantor Akuntan Publik telah melakukan audit laporan keuangan tahunan 3. Besarnya fee untuk masing-masing jenis jasa yang diberikan oleh akuntan publik 4. Jasa lain yang diberikan akuntan selain jasa audit laporan keuangan tahunan Catatan: apabila tidak ada jasa lain dimaksud, agar diungkapkan

Information includes: 1. Total period when the accountant has audited the yearly financial statements 2. Total period when the Public Accounting Firm has audited yearly financial statements 3. The amount of fee for each service given by the public accountant 4. Other service given by the accountant other than audit for financial reports Note: if there is no such transaction, such information should be disclosed

Mencakup antara lain: 1. Penjelasan mengenai sistem manajemen risiko 2. Penjelasan mengenai evaluasi yang dilakukan atas efektivitas sistem manajemen risiko 3. Penjelasan mengenai risiko-risiko yang dihadapi perusahaan 4. Upaya untuk mengelola risiko tersebut

Includes: 1. Explanation on risk management system 2. Explanation on evaluation of risk management system effectiveness 3. Explanation on risks posed to the company

Mencakup antara lain: 1. Penjelasan singkat mengenai sistem pengendalian intern, antara lain mencakup pengendalian keuangan dan operasional 2. Penjelasan kesesuaian sistem pengendalian intern dengan kerangka yang diakui secara internasional/COSO (control environment, risk assessment, control activities, information and communication, and monitoring activities) 3. Penjelasan mengenai evaluasi yang dilakukan atas efektivitas sistem pengendalian intern

Includes: 1. Brief explanation on internal control system, including financial and operational control

HALAMAN / PAGE

224

224-232

233

233

233-236

237-243

246

254-276

4. Efforts to managae such risks

2. Explanation of the conformity of internal control system to the internationally-recognized framework/COSO (control environment, risk assessment, control activities, information and communication, and monitoring activities) 3. Explanation of the evaluation on the effectiveness of internal control system.

244

REFERENSI OTORITAS JASA KEUANGAN (OJK) / Financial Services Authority Reference KRITERIA / CRITERIA Uraian mengenai corporate social responsibility yang terkait dengan lingkungan hidup

Uraian mengenai corporate social responsibility yang terkait dengan ketenagakerjaan, kesehatan dan keselamatan kerja

Uraian mengenai corporate social responsibility yang terkait dengan pengembangan sosial dan kemasyarakatan

Uraian mengenai corporate social responsibility yang terkait dengan tanggung jawab kepada konsumen

Description on corporate social responsibility program that relates to environment

Explanation on corporate social responsibility related to employment, occupational health and safety

Explanation on corporate social responsibility related to social and community development

Explanation on corporate social responsibility related to responsibility to customers

Perkara penting yang sedang dihadapi oleh perusahaan, entitas anak, anggota Direksi dan/atau anggota Dewan Komisaris yang menjabat pada periode laporan tahunan

Litigation faced by the company, subsidiaries, members of Board of Diretors and/or members of Board of Commissioners for the period

Akses informasi dan data perusahaan

Information access and corporate data

Bahasan mengenai kode etik

Pengungkapan mengenai whistleblowing system

Description on code of conduct

Disclosure on whistleblowing system

HALAMAN / PAGE

PENJELASAN / DESCRIPTION Mencakup antara lain informasi tentang: 1. Kebijakan, 2. Kegiatan yang dilakukan, dan 3. Dampak keuangan dari kegiatan terkait program lingkungan hidup yang berhubungan dengan kegiatan operasional perusahaan, seperti penggunaan material dan energi yang ramah lingkungan dan dapat didaur ulang, sistem pengolahan limbah perusahaan, dan lain-lain 4. Sertifikasi di bidang lingkungan yang dimiliki

Includes: 1. Policies, 2. Activities, and 3. Financial impacts from the environmental programs that relates the company’s operational activity, such as the use or eco-friendly and recyclable material, energy saving, waste management, and others

Mencakup antara lain informasi tentang: 1. Kebijakan, 2. Kegiatan yang dilakukan, dan 3. Dampak keuangan dari kegiatan terkait praktik ketenagakerjaan, kesehatan, dan keselamatan kerja, seperti kesetaraan gender dan kesempatan kerja, sarana dan keselamatan kerja, tingkat turnover karyawan, tingkat kecelakaan kerja, dan lain-lain

Includes: 1. Policies, 2. Activities, and 3. Financial impacts from the activities related to employment and occupational health and safety such as gender equality, facilities for safety, employee turnover level, accident at work rate, etc

Mencakup antara lain informasi tentang: 1. Kebijakan, 2. Kegiatan yang dilakukan, dan 3. Dampak keuangan dari kegiatan terkait pengembangan sosial dan kemasyarakatan, seperti penggunaan tenaga kerja lokal, pemberdayaan masyarakat sekitar perusahaan, perbaikan sarana dan prasarana sosial, bentuk donasi lainnya, dan lain-lain.

Includes: 1. Policies, 2. Activities, and 3. Financial impacts from the activities related to social and community development programs, such as the empowerment of local manpower and society in the vicinity of the company, the improvement of social facilities and infrastructure, donation, others.

Mencakup antara lain: 1. Kebijakan, 2. Kegiatan yang dilakukan, dan 3. Dampak keuangan dari kegiatan terkait tanggung jawab produk, seperti kesehatan dan keselamatan konsumen, informasi produk, sarana, jumlah dan penanggulangan atas pengaduan konsumen, dan lain-lain

Includes: 1. Policies, 2. Activities, and 3. Financial impacts from the activities related to product reliability, such as aspects of customer health and safety, product information, facilities, number of customer complaint management, etc

Mencakup antara lain: 1. pokok perkara/gugatan 2. status penyelesaian perkara/gugatan 3. pengaruhnya terhadap kondisi perusahaan 4. sanksi administrasi yang dikenakan kepada entitas, anggota Direksi dan Dewan Komisaris, oleh otoritas terkait (pasar modal, perbankan dan lainnya) pada tahun buku terakhir (atau terdapat pernyataan bahwa tidak dikenakan sanksi administrasi) Catatan: dalam hal tidak berperkara, agar diungkapkan

Includes: 1. Material of the case/claim 2. Status of settlement of the case/claim 3. Potential impacts on the company 4. Administrative sactions imposed to the entity, members of the Board of Directors and Board of Commissioners, which is imposed by the authorities concerned (capital market, banking, etc) for the last financial year (including statements of having no administrative sanction, if any) Note: if there is no litigation, such information should be disclosed

Uraian mengenai tersedianya akses informasi dan data perusahaan kepada publik, misalnya melalui situs (dalam bahasa Indonesia dan bahasa Inggris), media massa, mailing list, buletin, pertemuan dengan analis, dan sebagainya

Description on the availabililty of access to corporate information and data for public, such as through website (in Bahasa and English), mass media, mailing list, bulletin, meeting with analysts, etc.

Memuat uraian antara lain: 1. Isi kode etik 2. Pengungkapan bahwa kode etik berlaku bagi seluruh level organisasi 3. Upaya dalam penerapan dan penegakannya 4. Pernyataan mengenai budaya perusahaan (corporate culture) yang dimiliki perusahaan

Includes: 1. Content of code of conduct 2. Disclosure that code of conduct prevails to all organizational levels 3. Efforts in its implementation and enforcement 4. Statement of corporate culture owned by the company

Memuat uraian tentang mekanisme whistleblowing system antara lain: 1. Penyampaian laporan pelanggaran 2. Perlindungan bagi whistleblower 3. Penanganan pengaduan 4. Pihak yang mengelola pengaduan 5. Hasil dari penanganan pengaduan

Includes description on whistleblowing system such as

Kesesuaian dengan peraturan terkait tentang tanggung jawab atas laporan keuangan

Conformity to the regulation applied concerning the responsibility on the financial statements

302-306

4. Certification for environmental programs

1. 2. 3. 4. 5.

Submission of violation reports Protection for the whistleblowers Complaint management Parties managing the complaint Results from the complain handling

309

307

311

NA

280

280-282

283-287

VII. Informasi Keuangan / Financial Information pernyataan direksi dan/atau dewan komisaris tentang tanggung jawab atas laporan keuangan

Statement by the Board of Directors and/or Board of Commissioners on the responsibility of financial reports

Opini auditor independen atas laporan keuangan

Opinion of independent auditor on the financial reports

Deskripsi auditor independen di opini

Description of the independent auditor in the opinion

Deskripsi memuat tentang: 1. Nama & tanda tangan 2. Tanggal Laporan Audit 3. No. ijin KAP dan nomor ijin Akuntan Publik

Description includes: 1. Name & signature 2. Date of Audit Report 3. PAF and Public Accountant license

Laporan keuangan yang lengkap

Complete financial statements

Memuat secara lengkap unsur-unsur laporan keuangan: 1. Laporan posisi keuangan (neraca) 2. Laporan laba rugi komprehensif 3. Laporan perubahan ekuitas 4. Laporan arus kas 5. Catatan atas laporan keuangan 6. Laporan posisi keuangan pada awal periode komparatif yang disajikan ketika entitas menerapkan suatu kebijakan akuntansi secara retrospektif atau membuat penyajian kembali pos-pos laporan keuangan, atau ketika entitas mereklasifikasi pos-pos dalam laporan keuangannya (jika relevan)

Contains all elements of the financial statements: 1. Balance sheet 2. income statement 3. Equity statement 4. Cahs flow report 5. Notes to the financial statements 6. Statement of financial position at the beginning of the comparative period presented when an entity implements accounting policy retrospectively or makes restatement of financial statement items, or when the entity reclassify items in its financial statements (if relevant)


Laporan Keuangan Konsolidasi/ Consolidated Financial Statements

339



Pengungkapan dalam catatan atas laporan keuangan ketika entitas menerapkan suatu kebijakan akuntansi secara retrospektif atau membuat penyajian kembali pospos laporan keuangan, atau ketika entitas mereklasifikasi pos-pos dalam laporan keuangannya

Disclosure in the notes to the financial statements when the entity implements accounting policy retrospectively or to make the restatement of financial statements items, or when the entity reclassify items in financial statements.

Ada atau tidak ada pengungkapan sesuai dengan PSAK

In the event that there is disclosure according to PSAK or otherwise, the information should be disclosed

Perbandingan tingkat profitabilitas

Comparison of the levels of profitability

Perbandingan laba (rugi) tahun berjalan dengan tahun sebelumnya

Comparison of income for the year and the previous year

Laporan arus kas

Cash flow report

Memenuhi ketentuan sebagai berikut: 1. Pengelompokan dalam tiga kategori aktivitas: operasi, investasi, dan pendanaan 2. Penggunaan metode langsung (direct method) untuk melaporkan arus kas dari aktivitas operasi 3. Pemisahan penyajian antara penerimaan kas dan/atau pengeluaran kas selama tahun berjalan pada aktivitas operasi, investasi dan pendanaan 4. Pengungkapan transaksi non kas harus dicantumkan dalam catatan atas laporan keuangan

Meet the following propositions: 1. Classification for three activities: operation, investment, and funding 2. The utilization of direct method to report cash flow from operational activity

Meliputi sekurang-kurangnya: 1. Pernyataan kepatuhan terhadap SAK 2. Dasar pengukuran dan penyusunan laporan keuangan 3. Pengakuan pendapatan dan beban 4. Aset Tetap 5. Instrumen Keuangan

Includes at least: 1. Statement of compliance to SAK 2. Benchmark of preparing financial report

Hal-hal yang diungkapkan antara lain: 1. Nama pihak berelasi, serta sifat dan hubungan dengan pihak berelasi; 2. Nilai transaksi beserta persentasenya terhadap total pendapatan dan beban terkait; dan 3. Jumlah saldo beserta persentasenya terhadap total aset atau liabilitas.

Disclosure materials: 1. Name of the related parties and its affiliation

Hal-hal yang harus diungkapkan: 1. Rekonsiliasi fiskal dan perhitungan beban pajak kini; 2. Penjelasan hubungan antara beban (penghasilan) pajak dan laba akuntansi; 3. Pernyataan bahwa Laba Kena Pajak (LKP) hasil rekonsiliasi dijadikan dasar dalam pengisian SPT Tahunan PPh Badan; 4. Rincian aset dan liabilitas pajak tangguhan yang diakui pada laporan posisi keuangan untuk setiap periode penyajian, dan jumlah beban (penghasilan) pajak tangguhan yang diakui pada laporan laba rugi apabila jumlah tersebut tidak terlihat dari jumlah aset atau liabilitas pajak tangguhan yang diakui pada laporan posisi keuangan; dan 5. Pengungkapan ada atau tidak ada sengketa pajak.

Disclosure materials: 1. Fiscal reconciliation and calculation of current tax

Hal-hal yang harus diungkapkan: 1. Metode penyusutan yang digunakan; 2. Uraian mengenai kebijakan akuntansi yang dipilih antara model revaluasi dan model biaya; 3. Metode dan asumsi signifikan yang digunakan dalam mengestimasi nilai wajar aset tetap (untuk model revaluasi) atau pengungkapan nilai wajar aset tetap (untuk model biaya); dan 4. Rekonsiliasi jumlah tercatat bruto dan akumulasi penyusutan aset tetap pada awal dan akhir periode dengan menunjukkan: penambahan, pengurangan dan reklasifikasi

Disclosure material: 1. Depreciation method used 2. Description of the selected accounting policies between the fair value model and cost model 3. Methods and significant assumptions used in estimating the fair value of fixed assets (revaluation model) or disclosure of the fair value of fixed assets (cost method); and

Hal-hal yang harus diungkapkan: 1. Jenis imbalan kerja yang diberikan kepada karyawan; 2. Deskripsi umum mengenai jenis program imbalan pascakerja yang diselenggarakan oleh perusahaan; 3. Kebijakan akuntansi perusahaan dalam mengakui keuntungan dan kerugian aktuarial; dan 4. Pengakuan keuntungan dan kerugian untuk kurtailmen dan penyelesaian.

Disclosure material: 1. Types of benefit given to the employees;

Hal-hal yang harus diungkapkan: 1. Persyaratan, kondisi dan kebijakan akuntansi untuk setiap kelompok instrumen keuangan; 2. Klasifikasi instrumen keuangan; 3. Nilai wajar tiap kelompok instrumen keuangan; 4. Tujuan dan kebijakan manajemen risiko; 5. Penjelasan risiko yang terkait dengan instrumen keuangan: risiko pasar, risiko kredit dan risiko likuiditas; dan 6. Analisis risiko yang terkait dengan instrumen keuangan secara kuantitatif.

Material disclosure: 1. Requirements, accounting condition and policy for each financial instrument classification; 2. Classification of financial instruments; 3. Fair value of each financial instrument;

Hal-hal yang diungkapkan antara lain: 1. Tanggal laporan keuangan diotorisasi untuk terbit; dan 2. Pihak yang bertanggung jawab mengotorisasi laporan keuangan

Material disclosure: 1. Date of financial statements authorized for publication; and 2. Parties responsible to authorize the financial statements.

Ikhtisar kebijakan akuntansi

Pengungkapan transaksi pihak berelasi

Pengungkapan yang berhubungan dengan Perpajakan

Pengungkapan yang berhubungan dengan Aset Tetap

Kebijakan akuntansi yang berhubungan dengan imbalan kerja

Pengungkapan yang berhubungan dengan Instrumen Keuangan

Penerbitan laporan keuangan

340

Accounting policy highlights

Disclosure of transaction from related parties

Disclosure related to taxation

Disclosure related to fixed asset

Accounting policies related to benefit

Disclosure related to financial instrument

Publishing of financial statements


HALAMAN / PAGE Laporan Keuangan Konsolidasi/ Consolidated Financial Statements


3. Separated presentation of the cash receipt and or cash expended for the year related to the operational, investment, and funding activity. 4. Disclosure of non-cash transaction should be attached in the notes to financial statements

3. Recognition of income and expense 4. Fixed asset 5. Financial instrument

2. Transaction value and its percentage of the total revenue and expenses concerned; and 3. Total balance amount and its percentage of the total assets and liabilities

2. Explanation of the relationship between tax expense (income) and income tax accounting 3. Statement that the amount of Taxable Profit as calculated through reconciliation is in accordance with the Tax Return 4. Details of the asset and liabilities in deferred tax presented in the balance sheet ine ach period of presentations, and amount of charge (income) of deferred tax acknowledged in the profit loss statement if the said amount is not evident in the aasset or liability of deferred tax acknowledged in the balance sheet

Laporan Keuangan Konsolidasi/ Consolidated Financial Statements Laporan Keuangan Konsolidasi/ Consolidated Financial Statements Laporan Keuangan Konsolidasi/ Consolidated Financial Statements

5. Disclosure of whether there is tax dispute or not


4. Reconciliation of the gross carrying amount and accumulated depreciation of fixed assets at the beginning and end of the period with disclosre of addition, deduction, and reclassification.

2. Overview of types of post-employement benefits program held by the company 3. Accounting policy for the recognition of actuarial profit and loss; and

N.A.

4. Recognition of profit and loss for curtailment and completion Laporan Keuangan Konsolidasi/ Consolidated Financial Statements

4. Objective and policy of risk management; 5. Explanation of risk related to financial instruments; market risk, credit and liquidation; and 6. Risk analysis with quantitative method related to financial instruments Laporan Keuangan Konsolidasi/ Consolidated Financial Statements

ENHANCING OUR POTENTIAL TO GROW

Recommend Documents