Laporan Tahunan Annual Report. PT Tiga Pilar Sejahtera Food Tbk EMBRACING THE INNOVATION MINDSET

2016 Laporan Tahunan Annual Report

PT Tiga Pilar Sejahtera Food Tbk

EMBRACING

THE INNOVATION MINDSET

Tentang Laporan Tahunan PT TIGA PILAR SEJAHTERA FOOD TBK 2016 About The 2016 Annual Report of TIGA PILAR SEJAHTERA FOOD TBK PT PT TIGA PILAR SEJAHTERA FOOD TBK 2015 About Annual Report

Selamat datang pada Laporan Tahunan 2016 PT Tiga Pilar Sejahtera Food Tbk dengan tema “Embracing the Innovation Mindset”. Tema tersebut dipilih berdasarkan kajian dan fakta dari perkembangan bisnis Perseroan pada 2016 serta masa depan keberlanjutan bisnis Perseroan.

Welcome to the 2016 Annual Report of PT Tiga Pilar Sejahtera Food Tbk with the theme of “Embracing the Innovation Mindset”. The theme is chosen based on in-depth analysis and study on the facts and development of the Company’s business in 2016 and its business sustainability in the future.

Tujuan utama penyusunan Laporan Tahunan ini adalah untuk meningkatkan keterbukaan informasi Perseroan kepada otoritas terkait serta menjadi buku tahunan yang turut membangun rasa bangga dan solidaritas di antara karyawan.

This Annual Report is mainly drawn up to improve the transparency compliance of the Company and each instrument within to the competent authority. It also serves as a year book that builds sense of pride and solidarity among employees.

Laporan Tahunan 2016 PT Tiga Pilar Sejahtera Food Tbk menjadi sumber dokumentasi komprehensif yang berisikan informasi kinerja Perseroan dalam setahun. Informasi tersebut memuat dokumentasi lengkap yang menggambarkan profil Perseroan; kinerja operasional, pemasaran, dan keuangan; informasi tentang tugas, peran, serta fungsi struktural organisasi Perusahaan yang menerapkan konsep best practices dan prinsip-prinsip corporate governance.

The 2016 Annual Report of PT Tiga Pilar Sejahtera Food Tbk is a source of comprehensive documentation which covers the Company’s performance during the year. The information contains complete documentation that describes the Company’s profile, operational, marketing, and financial performances; as well as information on the duty, role, and structural function of the Company’s organization that embodies the concept of best practices and the principles of corporate governance.

Selain itu, Laporan Tahunan ini juga bertujuan untuk membangun pemahaman dan kepercayaan tentang Perseroan dengan menyediakan informasi yang tepat, seimbang, dan relevan. Para pemegang saham serta seluruh pemangku kepentingan lainnya dapat memperoleh informasi yang memadai terkait kebijakan yang telah dan akan dilakukan serta kesuksesan pencapaian Perseroan pada 2016.

In addition, the Annual Report aims to develop shared understanding and credibility of the Company by providing accurate, balanced, and relevant information. All shareholders and stakeholders can obtain adequate information related to the policies that have been implemented and will be implemented in the future as well as the Company’s achievement in 2016.

Sanggahan dan Batasan Tanggung Jawab DISCLAIMER Laporan Tahunan ini memuat pernyataan kondisi keuangan, hasil operasi, kebijakan, proyeksi, rencana, strategi, serta tujuan Perseroan yang digolongkan sebagai pernyataan ke depan dalam pelaksanaan perundang-undangan yang berlaku, kecuali hal-hal yang bersifat historis. Pernyataan-pernyataan tersebut memiliki prospek risiko, ketidakpastian, serta dapat mengakibatkan perkembangan aktual secara material berbeda dari yang dilaporkan.

This annual report contains financial conditions, operation results, projections, plans, strategies, policies, as well as the Company’s objectives, which are classified as forward-looking statements in the implementation of the applicable laws, prevailing regulations, excluding historical matters. Such forward-looking statements are subject to known and unknown risks (prospective), uncertainties, and other factors that could cause actual results to differ materially from expected results.

Pernyataan-pernyataan prospektif dalam Laporan Tahunan ini dibuat berdasarkan berbagai asumsi mengenai kondisi terkini dan kondisi mendatang serta lingkungan bisnis dimana Perseroan menjalankan kegiatan usaha. Perseroan tidak menjamin bahwa dokumen-dokumen yang telah dipastikan keabsahannya akan membawa hasil-hasil tertentu sesuai harapan.

Prospective statements in this Annual Report are prepared based on numerous assumptions concerning current conditions and future events of the Company and the business environment where the Company conducts business. The Company shall have no liability to guarantee that all valid documents presented will bring specific results as expected.

Laporan Tahunan ini memuat kata “Perseroan”, “TPSF”, atau “AISA” yang didefinisikan sebagai PT Tiga Pilar Sejahtera Food Tbk yang menjalankan kegiatan usaha utama dalam bidang perdagangan dan perindustrian. Adakalanya kata “kami” digunakan atas dasar kemudahan untuk menyebut PT Tiga Pilar Sejahtera Food Tbk secara umum.

This Annual Report also contains the words “the Company”, “TPSF” or AISA”, hereinafter referred to PT Tiga Pilar Sejahtera Food Tbk, as the company that runs business in the field of trading and industry. The word “we” is occasionally used to simply refer to PT Tiga Pilar Sejahtera Food Tbk in general.

Dalam Laporan Tahunan ini juga memuat kata TPS Food yang yang merujuk pada Divisi Makanan dan TPS Rice yang merujuk pada Divisi Beras.

This Annual Report also contains the words TPS Food, hereinafter referred to Food Division and TPS Rice, hereinafter referred to Rice Division.

ANALISIS DAN PEMBAHASAN MANAJEMEN MANAGEMENT DISCUSSION AND ANALYSIS

TATA KELOLA PERUSAHAAN GOOD CORPORATE GOVERNANCE

TANGGUNG JAWAB SOSIAL PERUSAHAAN CORPORATE SOCIAL RESPONSIBILITY

Kesinambungan Tema Laporan Tahunan (2014-2016) Theme Continuity of the Annual Reports (2014-2016)

Bucking the Dynamics Trend, Generating Brands Excellence Dengan penguatan sumber daya baik manusia maupun aset, Perseroan telah membuktikan adanya nilai kaizen, yaitu suatu usaha terus menerus untuk perbaikan berkesinambungan terhadap proses yang terjadi dalam sebuah organisasi.

By strengthening both human resources and assets, the Company had proved the value of kaizen, namely sustainable efforts for the continuous improvement towards process in an organization.

Upaya (ketangguhan), pemikiran, semangat, perilaku yang baik disertai kerja keras, kerja cerdas dan cepat yang mampu memutar balik tantangan menjadi keberhasilan bagi Perseroan, untuk tetap menghasilkan kinerja yang positif, serta bergerak maju dengan kekuatan dan kepercayaan. Selanjutnya, Perseroan juga mengembangkan produk-produk pilihan guna menghasilkan ‘brands excellence’ dan menciptakan peluang pertumbuhan.

Efforts (resilience), thoughts, passion, good conducts and hard work, work smart and fast that turning the challenges around to success for the Company, to continue delivering positive performance, as well as progressing forward with strength and confidence. Further, the Company also developed a range of products to generating brands excellence and creating growth opportunity.

Seluruh upaya ini didukung oleh setiap insan TPSF di bawah pimpinan Manajemen yang memiliki visionari ke depan untuk terus mempertahankan kinerja usaha dan pertumbuhan berkelanjutan.

All efforts are supported by TPSF People under the leadership of visionary Management to maintain business performance and sustainable growth.

2014

Boundless Innovation, Focused Improvement TPSF terus melakukan inovasi, baik dari strategi pemasaran di segala medium, sampai kepada inovasi produk yang menekankan pada unique selling value. Perseroan berfokus pada pengembangan perusahaan yang mencakup peningkatan kapasitas produksi, pangsa pasar, dan jaringan distribusi. Perubahan kebijakan produk yang berfokus pada high margin product disertai dengan penetrasi yang lebih meluas pada general trade, membuat Perseroan memiliki serangkaian inovasi yang tidak terbatas yang berfokus pada pengembangan perusahaan.

TPSF continues to create innovations, from marketing strategy in all media to product innovation with emphasis on unique selling value. The Company focuses on the company development that covers improvement in production capacity, market share and distribution network. Shifted policy of products that focuses on high margin product, coupled with wider penetration in general trade, have led the Company to achieve a series of seamless innovations that is geared towards company development.

Sederet inovasi yang berfokus pada pengembangan perusahaan di tahun 2015 menunjukkan kesiapan Perseroan dalam menghadapi tantangan dari segi ekonomi maupun persaingan dengan kompetitor dalam industri yang berhubungan dengan bidang makanan.

A line of innovation focusing on company development in 2015 thus demonstrates the Company’s readiness in facing both challenges in economy sector and competing with other competitors in food-related industry.

2015

PT Tiga Pilar Sejahtera Food Tbk 2016 Annual Report

1

KILAS KINERJA 2016 FLASHBACK PERFORMANCE OF 2016

LAPORAN MANAJEMEN Management’s Report

PROFIL PERUSAHAAN COMPANY PROFILE

TINJAUAN UNIT PENDUKUNG BISNIS Overview of Business Support

Embracing the Innovation Mindset Industri makanan dan minuman menunjukkan pertumbuhan yang positif sepanjang 2016 dan terbukti memberikan sumbangsih besar kepada Produk Domestik Bruto (PDB) industri non-migas. Hal ini didukung oleh pertumbuhan ekonomi nasional yang lebih baik dibandingkan dengan tahun lalu. Selain itu, peningkatan daya beli masyarakat dan pertumbuhan masyarakat kelas menengah juga menjadi faktor pendukung lain yang membuat industri makanan dan minuman menjadi semakin potensial di masa depan.

Food and beverage industry demonstrated positive growth throughout 2016 and proved to contribute significantly to Gross Domestic Product (GDP) of non-oil and gas industry. This was supported by improved national economic growth compared to the previous year. In addition, the increasing purchasing power and the growing number of the middle class society also serve as other contributing factors to a brighter outlook of food and beverage industry.

Melanjutkan proses transformasi bisnis yang digagas sejak 2009, TPSF senantiasa berkomitmen untuk melakukan inovasi guna pengembangan Perusahaan. Komitmen ini diwujudkan melalui upaya inovasi yang telah dilakukan Perseroan sepanjang 2016, diantaranya dalam bentuk inovasi produk dengan meluncurkan beberapa produk baru dan varian baru, serta inovasi strategi pemasaran dengan menggunakan media sosial, media massa, atau mengadakan program-program yang ditujukan kepada konsumen.

Continuing the business transformation process which was initiated in 2009, TPSF is always committed to innovate in order to develop the Company. This commitment is manifested in several innovations developed by the Company throughout 2016, among others, product innovation with the launching of new products and variants, marketing strategy innovation using social media and mass media, or the implementation of programs aimed at consumers.

Perseroan terus memperkuat jaringan distribusi ke berbagai wilayah di seluruh Indonesia. Melalui upaya yang sungguhsungguh dari segenap insan TPSF, jaringan distribusi kami telah menyentuh 171 kota di seluruh Indonesia pada 2016. Untuk meningkatkan awareness pada produk TPSF dan meningkatkan jumlah outlet ritel aktif, inovasi diimplementasikan dengan meluncurkan program Mitra Usaha Maknyuss (MUM) dan salesman exclusive yang khusus menjual produk focused market tertentu.

The Company continues to strengthen its distribution network to various regions across Indonesia. With commitment and perseverance of TPSF people, our distribution networks reached 171 cities throughout Indonesia in 2016. In order to raise the awareness of TPSF products and increase the number of active retail outlets, innovations are implemented by launching programs of Mitra Usaha Maknyuss (MUM) or Maknyuss Business Partners and exclusive salesman dedicated to sell certain focused market product.

Selain itu, inovasi lainnya diwujudkan dalam sistem teknologi informasi dengan mengimplementasikan Sales Force Automation yang bertujuan untuk meningkatkan penjualan produk Perseroan melalui pengawasan secara online dengan aplikasi penjualan yang berjalan di platform smartphone dan tablet. Di lingkup internal, kami juga terus memperkuat sistem teknologi informasi sehingga proses cuti, perjalanan dinas, dan berbagai perizinan serta kebutuhan karyawan lainnya dapat disetujui secara digital (e-approval) melalui jaringan intranet Perseroan.

In addition, other innovations were also realized in information technology system by implementing the Sales Force Automation which aims to boost sales of the Company’s products through online supervision using sales application running on smartphone and tablet platforms. Within the Company’s internal, we also continuously improve information technology system, thus process of leave, business trip, and various permission as well as other needs of employees can be approved via digital method (e-approval) through the Company’s intranet network.

Sejalan dengan hal tersebut, tema “Embracing the Innovation Mindset” diangkat sebagai representasi kondisi Perseroan selama 2016. Serangkaian inovasi yang dilakukan Perseroan merupakan wujud komitmen Perseroan untuk senantiasa memberikan yang terbaik kepada para pemangku kepentingan dan sebagai wujud tekad Perseroan untuk semakin kokoh dan siap menghadapi berbagai tantangan yang akan datang di masa depan.

In line with all of these strategies, the theme “Embracing the Innovation Mindset” was chosen as the representation of the Company’s condition throughout 2016. A series of innovation developed by the Company were the manifestation of the Company’s commitment to continuously give the best to the stakeholders as well as the Company’s determination to be more solid and ready to face challenges in the future.

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PT Tiga Pilar Sejahtera Food Tbk Laporan Tahunan 2016

2016

Redefining transformation to continuously create impactful

INNOVATION improves

which the way we do things and enables us to go

the extra mile.





I S I R A T F A D

ts n e t n o C f Table o

Tentang Laporan Tahunan PT TIGA PILAR SEJAHTERA FOOD TBK 2016 About The 2016 Annual Report of PT TIGA PILAR SEJAHTERA FOOD TBK Sanggahan dan Batasan Tanggung Jawab DISCLAIMER 1 Kesinambungan Tema Laporan Tahunan (2014-2016) Theme Continuity of the Annual Reports (2014-2016) 6 Pencapaian 2016 Achievements in 2016 8 Jejak Langkah Milestones Kilas Kinerja Flashback Performance 12 Ikhtisar Keuangan Financial Highlights 14 Grafik Ikhtisar Data Keuangan Penting Chart of Financial Performance Highlights 15 Ikhtisar Saham Share Highlights 16 Informasi Obligasi Bond Info 16 Aksi Korporasi Corporate Action 17 Peristiwa Penting 2016 Event Highlights in 2016 23 Penghargaan dan Sertifikasi Awards and Certifications Laporan MANAJEMEN Management’s Report 28 Laporan Dewan Komisaris Board of Commissioners Report 34 Laporan Direksi Board of Directors Report Profil Perusahaan Company Profile 42 Identitas Perusahaan Company Identity 43 Sekilas Perusahaan Company in Brief 4


44 Visi dan Misi Perusahaan Vision and Mission 45 Nilai-Nilai Hakiki Company Values 46 Bidang Usaha Line of Business 48 Struktur Organisasi Organization Structure 49 Profil Dewan Komisaris Board of Commissioners Profile 52 Profil Direksi Board of Directors Profile 54 Komposisi Pemegang Saham Shareholders Composition 56 Kronologi Pencatatan Saham Share-Listing Chronology 56 Kronologi Pencatatan Efek Lainnya Other Securities Listing Chronology 57 Struktur Grup Perusahaan Company Group Structure 58 Informasi Anak Perusahaan Information on Subsidiaries 60 Informasi Alamat Kantor Pusat dan Anak Perusahaan Information on Head Office and Subsidiaries Addresses 61 Jaringan Distribusi Distribution Network 62 Lembaga Profesi Penunjang Pasar Modal Capital Market Supporting Professionals and Institutions TINJAUAN UNIT PENDUKUNG BISNIS Overview of Business Support 64 Sumber Daya Manusia Human Resources 78 Teknologi Informasi Information Technology 82 Aspek Pemasaran Marketing Aspects Analisis dan Pembahasan Manajemen Management Discussion and Analysis 94 Tinjauan Umum Overview 95 Tinjauan Operasi per Segmen Usaha Operational Overview Per Business Segment 96 Tinjauan Segmen Usaha TPS Food Overview on Business Segment of TPS Food



99 Tinjauan Segmen Usaha TPS Rice Overview on Business Segment of TPS Rice 103 Profitabilitas Profitability 103 Uraian Atas Kinerja Keuangan Perusahaan Description on The Company’s Financial Performance 103 Laporan Posisi Keuangan Financial Position Report 105 Laporan Laba Rugi Income Statements 107 Laporan Arus Kas Cash Flow Statement 109 Perbandingan Antara Target Dengan Pencapaian 2016 Serta Proyeksi 2017 Comparison Between Target and Realization in 2016 and 2017 Projection 109 Kemampuan Membayar Utang dan Tingkat Kolektibilitas Piutang Solvency and Receivables Collectibility Rate 109 Informasi dan Fakta Material yang Terjadi Setelah Tanggal Laporan Akuntan Material Information and Fact Subsequent to Balance Sheet Date 110 Informasi Keuangan Yang Mengandung Kejadian Yang Bersifat Luar Biasa Financial Information Containing Extraordinary Events 110 Struktur Modal dan Kebijakan Manajemen atas Struktur Modal Capital Structure and Management Policy on Capital Structure 111 Ikatan Yang Material Untuk Perolehan Barang Modal Material Commitment For Capital Goods Investment 111 Bahasan Investasi Barang Modal Yang Direalisasikan Pada Tahun Buku Terakhir Description of Capital Goods Investment Realized in the Last Fiscal Year 112 Informasi Material Mengenai Investasi, Ekspansi, Divestasi, Penggabungan/ Peleburan Usaha, Akuisisi dan Restrukturisasi Utang/Modal Material Information on Investment, Expansion, Divestment, Business Merger/ Consolidation, Acquisition and Debt/ Capital Restructuring 113 Informasi Transaksi Material Yang Mengandung Benturan Kepentingan dan Transaksi Dengan Pihak Afiliasi/Berelasi Information on Material Transaction Containing Conflict of Interests and Transaction with Affiliated/Related Parties 113 Kebijakan Dividen Dividend Policy 113 Program Kepemilikan Saham oleh Karyawan dan Manajemen Management and Employee Stock Ownership Program 114 Realisasi Penggunaan Dana Hasil Penawaran Umum Realization of the Use of Proceeds From Public Offering 114 Perubahan Peraturan Perundang-Undangan Yang Berpengaruh Signifikan Bagi Perusahaan Changes In Regulations That Have Significant Impact on the Company 114 Perubahan Kebijakan Akuntansi Changes in Accounting Policies 117 Prospek Usaha Business Outlook TATA KELOLA PERUSAHAAN Good Corporate Governance 120 Kebijakan dan Praktik Tata Kelola Perusahaan Corporate Governance Policy and Practices 121 Pedoman dan Prinsip-Prinsip Tata Kelola Perusahaan Guidelines and Principles of Corporate Governance 123 Struktur dan Mekanisme Tata Kelola Corporate Governance Mechanism and Structure 124 Kepatuhan Compliance 127 Rapat Umum Pemegang Saham General Meeting of Shareholders


136 Informasi Pemegang Saham Utama dan Pengendali Information on Majority and Controlling Shareholders 137 Dewan Komisaris Board of Commissioners 139 Komisaris Independen Independent Commissioner 140 Direksi Board of Directors 143 Kebijakan Remunerasi Dewan Komisaris dan Direksi Remuneration Policy of Board of Commissioners and Board of Directors 143 Assessment Dewan Komisaris Dan Direksi Assessment of Board of Commissioners and Board of Directors 143 Kebijakan Keberagaman Komposisi Dewan Komisaris dan Direksi Diversity of Board of Commissioners and Board of Directors 144 Komite Audit Audit Committee 147 Komite Nominasi dan Remunerasi Nomination and Remuneration Committee 150 Komite Tata Kelola Perusahaan dan Manajemen Risiko Corporate Governance and Risk Management Committee 151 Sekretaris Perusahaan Corporate Secretary 154 Audit Internal Internal Audit 158 Kantor Akuntan Publik Public Accounting Firm 158 Manajemen Risiko Risk Management 164 Sistem Pengendalian Internal Internal Control System 166 Kasus dan Perkara Penting 2016 2016 Legal Cases 166 Kode Etik dan Budaya Perseroan Code of Conduct and Corporate Culture 169 Sistem Pelaporan Pelanggaran Whistleblowing System 170 Akses Informasi dan Data Perusahaan Access to Information and Company Data Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility 172 Dasar Penerapan Program CSR The Basis of Implementing CSR Programs 173 Kebijakan dan Tujuan Program Tanggung Jawab Sosial Perusahaan Policy and Objectives of the Corporate Social Responsibility Program 175 Struktur Tata Kelola CSR CSR Governance Structure 175 Biaya Kegiatan Tanggung Jawab Sosial Perusahaan Cost of Corporate Social Responsibility Activities 176 Tanggung Jawab terhadap Sosial dan Masyarakat Responsibilities to Social and Community 180 Tanggung Jawab terhadap Lingkungan Hidup Responsibility to the Environment 181 Tanggung Jawab dalam Ketenagakerjaan, Kesehatan, dan Keselamatan Kerja Responsibility towards Employment, Occupational Health and Safety 188 Tanggung Jawab terhadap Konsumen Responsibility to Consumers LEMBAR PERNYATAAN DEWAN KOMISARIS DAN DIREKSI Lembar Pernyataan Dewan Komisaris dan Direksi lAPORAN KEUANGAN AUDITED Audited Financial Statement


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PENCAPAIAN 2016

Achievements in 2016

50 Best of the Best Companies

TPSF

ke-3

terpilih untuk kalinya (2011, 2015, 2016) dari Majalah Forbes Indonesia awarded for the third time (2011, 2015, 2016) from Forbes Indonesia Magazine.

Penjualan Bersih sebesar

Rp6,55

triliun

Net Sales of Rp6.55 trillion

Best Companies to Work For in Asia 2016 dari Majalah HR As

ia 2016 Best Companie s to Work for in Asia from HR Asia Magaz ine

171 Kota

ibusi Jaringan Distr di Indonesia Network 171 Distribution sia Cities in Indone

Peluncuran Leadership Development Program yaitu Crafting Future Leader

SDM

6


The launching of Leadership Development Program, namely Crafting Future Leader




TPS rice

Peluncuran

600

Salesman Eksklusif Maknyuss The launching of 600 Maknyuss Exclusive Salesmen

Branded Packed Rice dengan jaringan distribusi terluas di Indonesia yang mencakup:

135

2.700

Mitra Usaha Maknyuss terdaftar Registered Mitra Usaha Maknyuss

Kota Cities

Branded Packed Rice with the widest distribution network in Indonesia

TPS FOOD Market leader dengan pertumbuhan pangsa pasar sebesar 103% Market leader with market share growth reaching 103% Top Brand Award dalam 4 tahun berturut-turut (2013-2016) Top Brand Award for 4 consecutive years (2013-2016)

30%

Kontribusi penjualan Branded Packed Rice terhadap Total Penjualan Beras Contribution of Branded Packed Rice sales to Total Rice Sales

Market leader dengan perolehan pangsa pasar sebesar 36,3% Market leader with market share reaching 36.3%

11 SKU

Peluncuran Produk Baru

The launching of 11 SKUs of New Products

Top Brand for Kids Award dalam 4 tahun berturutturut (2013-2016) Top Brand for Kids Award for 4 consecutive years (2013-2016)

Indonesia Best Brand Award dalam 5 tahun berturut-turut (2012-2016). Indonesia Best Brand Award for 5 consecutive years (2012-2016) Excellent Brand Award dalam 3 tahun berturut-turut (2014-2016) Excellent Brand Award for 3 consecutive years (2014-2016)

Peresmian PT Patra Power Nusan tara dan Pabrik Unit 5 PT Tiga Pilar Sejaht era

The Inauguration of PT Patra Power Nusantara and Unit 5 Factory of PT Tiga Pilar Sejahtera


7

g k n a a h L k a j e J Milestones


19 92 Perseroan didirikan dengan nama PT Tiga Pilar Sejahtera oleh 3 orang yaitu: Bapak Joko Mogoginta, Bapak Budhi Istanto dan Almarhum Bapak Priyo Hadisutanto. Produk utama adalah bihun kering dan mie kering. The Company was established with the name PT Tiga Pilar Sejahtera by 3 founders, namely: Mr. Joko Mogoginta, Mr. Budhi Istanto and the late Mr. Priyo Hadisutanto. Its main products were dried vermicelli and dried noodles.



20 03 Perseroan tercatat sebagai perusahaan terbuka di Bursa Efek Indonesia, melalui proses backdoor listing yaitu mengakuisisi PT Asia Inti Selera dan melakukan Penawaran Umum Terbatas I dengan kode perdagangan saham AISA. Perseroan berubah nama menjadi PT Tiga Pilar Sejahtera Food Tbk (“TPSF”). The Company was listed as public company in Indonesia Stock Exchange through backdoor listing process, namely by acquiring PT Asia Inti Selera and conducted Limited Public Offering I with ticker code AISA. The Company changed its name to PT Tiga Pilar Sejahtera Food Tbk (“TPSF”).

19 95 Seiring dengan meningkatnya permintaan, pada 1995 Perseroan mendirikan pabrik di Karanganyar, Jawa Tengah yang memiliki 7 lini produksi dengan kapasitas 30.000 ton per tahun. In line with rising demand, in 1995 the Company established a factory in Karanganyar, Central Java, with 7 production lines and the capacity of 30,000 tons per year.

20 00 Perseroan membangun pabrik makanan terpadu seluas 25 Ha di Sragen, Jawa Tengah untuk penyatuan seluruh fasilitas produksi Perseroan sekaligus persiapan untuk pertumbuhan usaha di masa mendatang. The Company established a 25-Ha integrated food factory in Sragen, Central Java, to unite all production facilities of the Company and to prepare for future business development.

20 02 • Perseroan meraih sertifikasi ISO 9001:2000. • Perseroan mengeluarkan saham tanpa HMETD dengan nilai nominal Rp200 per saham dan mengeluarkan Obligasi Konversi sebesar Rp60 miliar. • The Company acquired ISO 9001:2000 certification. • The Company issued shares without Preemptive Rights with par value of Rp200 per share and Convertion Obligation of Rp60 billion.

20 01 Proses produksi dilakukan di pabrik baru yang berlokasi di Sragen, unit produksi mie instan pun berdiri sejak saat itu dengan pelaksanaan proses produksi dan pemasarannya dilakukan di awal 2002. Production process was conducted in new factories at Sragen. Instant noodle production unit was established during the time, of which production and marketing process was implemented at early 2002.

8



20 07 TPSF membuat perubahan logo untuk menyamakan visi dan misi. TPSF changed its logo in line with its vision and missions.

20 08 • TPSF Melakukan Penawaran Umum Terbatas II • TPSF melakukan akuisisi terhadap PMI yang bergerak di bidang makanan manis, biskuit dan snack. • TPSF mengakuisisi BRI, sebuah perusahaan perkebunan kelapa sawit yang terletak di Kalimantan Selatan, untuk meraih peluang di komoditas kelapa sawit. • TPSF memperoleh penghargaan sebagai Emiten Industri Barang Konsumsi Terbaik dari ajang Bisnis Indonesia Award 2008 dan masuk ke dalam Indeks Kompas 100 pada Agustus 2008. • TPSF conducted Limited Public Offering II • TPSF acquired PMI which engaged in confectionaries, biscuits and snacks business. • TPSF acquired BRI, an oil palm plantation company in South Kalimantan, to achieve opportunities in oil palm commodity. • TPSF acquired an award as The Best Issuer for Consumption Goods from Bisnis Indonesia Award 2008 and was listed in Indeks Kompas 100 in August 2008.




20 10 • TPSF masuk ke bidang usaha beras dengan mengakuisisi PT Dunia Pangan (“DP”) yang bergerak di bidang perdagangan beras dan mengakuisisi pabrik beras PT Jatisari Srirejeki (“JSR”). • TPSF mengakuisisi 5 perusahaan perkebunan kelapa sawit baru. • TPSF meraih penghargaan Top 250 Indonesia Original Brand, penghargaan Excellent Brand, penghargaan 10 CEO Terbaik, dan penghargaan Most Improved IICD Good Corporate Governance. • TPSF melepas 2 Entitas Anak yang tidak aktif. • TPSF engaged in rice business by acquiring PT Dunia Pangan (“DP”), which engaged in rice trading, as well as acquiring rice factory PT Jatisari Srirejeki (“JSR”) • TPSF acquired 5 new oil palm plantation companies. • TPSF achieved Top 250 Indonesia Original Brand award, Excellent Brand award, 10 Best CEOs award, and Most Improved IICD Good Corporate Governance award. • TPSF divested 2 inactive Subsidiaries.

20 11 • TPSF Melakukan Penawaran Umum Terbatas III • TPSF mengakuisisi pabrik beras dan merek beras milik PT Alam Makmur Sembada, yang kemudian menjadi aset PT Indo Beras Unggul. • TPSF melalui PT Balaraja Bisco Paloma (“BBP”) mengakuisisi fasilitas produksi biskuit di Balaraja, Tangerang. • TPSF mengakuisisi snack merek “Taro” beserta fasilitas produksinya dari PT Unilever Indonesia Tbk. • TPSF melalui Entitas Anaknya, PT Bumiraya Investindo melakukan joint venture dengan Bunge Agribusiness Singapore Pte Ltd. • TPSF conducted Limited Public Offering III. • TPSF acquired rice factories and brand owned by PT Alam Makmur Sembada, which was then became an asset for PT Indo Beras Unggul. • TPSF through PT Balaraja Bisco Paloma (“BBP”) acquired biscuit production factory in Balaraja, Tangerang. • TPSF acquired “Taro” brand snack and the production facility from PT Unilever Indonesia Tbk. • TPSF through its Subsidiary, PT Bumiraya Investindo, conducted joint venture with Bunge Agribusiness Singapore Pte Ltd.

20 12 TPSF mengakuisisi PT Subafood Pangan Jaya di bawah TPS Food, mengakuisisi PT Sukses Abadi Karya Inti di bawah TPS Rice dan mengakuisisi PT Tandan Abadi Mandiri di bawah TPS Palm Oil. TPSF acquired PT Subafood Pangan Jaya under TPS Food and acquired PT Sukses Abadi Karya Inti under TPS Rice and PT Tandan Abadi Mandiri under TPS Palm Oil.

20 13 • Perseroan menerbitkan Obligasi TPS Food I Tahun 2013 senilai Rp600 miliar dan Sukuk Ijarah TPS Food I Tahun 2013 senilai Rp300 miliar. • Pemegang saham pengendali Perseroan menjual 9,5% saham AISA kepada sebuah perusahaan investasi global termuka, KKR & Co.L.P. Atas transaksi penjualan itu, 1 orang perwakilan dari KKR masuk ke dalam jajaran Komisaris TPSF. • Penyelesaian pembangunan pabrik pengolahan minyak sawit mentah (crude palm oil/CPO) berkapasitas 30 ton tandan buah segar (TBS) per jam. • Pengembangan fasilitas produksi pada kategori Makanan Dasar yakni mie kering dengan peningkatan kapasitas produksi sampai dengan 1.000 ton per bulan. • The Company issued TPS Food Bonds I Year 2013 valued Rp600 billion and TPS Food Sukuk Ijarah I Year 2013 valued Rp300 billion. • The Company’s controlling shareholders sold 9.5% of shares in AISA to a leading global investment company, KKR & Co.L.P. Pursuant to the transaction, 1 representative from KKR joined TPSF Board of Commissioners. • The completion of crude palm oil (CPO) manufacturing mill with the capacity of 30 tons of fresh fruit bunch (FFB) per hour. • The development of production facility for Basic Food category, namely dry noodle, with improvement of up to 1,000 tons per month for production capacity.


9



20 14 • Perseroan melaksanakan Penambahan Modal Tanpa Hak Memesan Efek Terlebih Dahulu (PMTHMETD) dengan mengeluarkan saham baru dari simpanan (portepel) sebesar 292.600.000 (dua ratus sembilan puluh dua juta enam ratus ribu) saham dengan nilai nominal Rp200 per saham dan harga pelaksanaan PMTHMETD senilai Rp2.250 per saham. • Peresmian pabrik beras PT Sukses Abadi Karya Inti di Jawa Tengah, berkapasitas produksi 240.000 ton per tahun. • Perseroan mengakuisisi kepemilikan saham PT Golden Plantation (“GP”) yang bertujuan untuk menjadikan GP sebagai perusahaan sub-holding dari perusahaan-perusahaan yang tergabung dalam divisi kelapa sawit Perseroan menggantikan PT Bumiraya Investindo (“BRI”). GP tercatat sebagai perusahaan terbuka di Bursa Efek Indonesia dengan kode perdagangan saham GOLL pada 23 Desember 2014. • Perseroan melalui PT Golden Plantation mengakuisisi PT Persada Alam Hijau (“PAH”). • Perseroan melalui PT Dunia Pangan mendirikan PT Tani Unggul Usaha (“TUU”) dan PT Swasembada Tani Selebes (“STS”). • The Company conducted Capital Increase Without Preemptive Rights (PMTHMETD) by issuing new shares from portfolio of 292,600,000 (two hundred ninety two million six hundred thousand) shares with par value of Rp200 per share and PMTHMETD issuance price of Rp2,250 per share. • The inauguration of PT Sukses Abadi Karya Inti rice factory in Central Java. The factory has a production capacity of 240,000 tons per year. • The Company acquired share ownership of PT Golden Plantantion (“GP”), which was aimed to made GP a sub-holding company of other companies in the Company’s oil palm division, to replace PT Bumiraya Investindo (“BRI”). GP was listed as public company in Indonesia Stock Exchange with ticker code GOLL on December 23, 2014. • The Company through PT Golden Plantation acquired PT Persada Alam Hijau (“PAH”) • The Company through PT Dunia Pangan established PT Tani Unggul Usaha (“TUU”) and PT Swasembada Tani Selebes (“STS”).

20 15 • Perseroan melalui PT Golden Plantation Tbk mengakuisisi PT Bailangu Capital Investment (“BCI”). • Anak Perusahaan di Divisi Makanan yaitu PT Tiga Pilar Sejahtera menerima Sertifikat ISO 14001 : 2004 yang diterbitkan oleh Integrated Laboratory - IPB Environmental Management System Assurance (ILEA-IPB). • Anak Perusahaan di Divisi Makanan yaitu PT Tiga Pilar Sejahtera menerima Sertifikat OHSAS 18001: 2007 yang diterbitkan oleh URS (United Registrar of Systems) Certification. • The Company through PT Golden Plantation Tbk acuired PT Bailangu Capital Investment (“BCI”). • The Company’s Subsidiary in Food Division, PT Tiga Pilar Sejahtera, acquired ISO 14001:2004 Certificate issued by Integrated Laboratory – IPB Environmental Managemet System Assurance (ILEA – IPB). • The Company’s Subsidiary in Food Division, PT Tiga Pilar Sejahtera, acquired OHSAS 18001:2007 Certificate issued by URS (United Registrar of Systems) Certification.

10




20 16 • Perseroan menjual sebanyak 2.864.990.000 lembar saham atau 78,17% kepemilikan saham Perseroan atas PT Golden Plantation Tbk kepada PT JOM Prawarsa Indonesia. • Perseroan meresmikan pabrik pembangkit listrik PT Patra Power Nusantara. • Perseroan meresmikan pabrik Unit 5 PT Tiga Pilar Sejahtera yang digunakan untuk fasilitas produksi bihun instan Bihunku. • Perseroan menerbitkan Sukuk Ijarah TPS Food II Tahun 2016, dengan Sisa Imbalan Ijarah sebesar Rp1.200.000.000.000 (satu triliun dua ratus miliar Rupiah). • Anak Perusahaan di Divisi Makanan yaitu PT Putra Taro Paloma memperoleh Sertifikasi ISO 22000:2009 dan HACCP yang diterbitkan oleh Integrated Laboratory Bogor Agricultural University (ILFA-IPB) dan Mutu Certification Komite Akreditasi Nasional (KAN) untuk brand Taro dan Bravo. • Perseroan meluncurkan program Mitra Usaha Maknyuss (MUM) dengan konsep layanan pesan antar. • Perseroan mengimplementasikan Sales Force Automation, suatu aplikasi penjualan yang berjalan di platform smartphone dan tablet. • Lagu Hymne TPS berjudul Cita-Cita TPS pertama kali diperkenalkan dan dinyanyikan oleh Insan TPSF. • The Company sold 2,864,990,000 shares or 78.17% of its shares in PT Golden Plantation Tbk to PT JOM Prawarsa Indonesia. • The Company inaugurated power plant of PT Patra Power Nusantara. • The Company inaugurated Unit 5 factory of PT Tiga Pilar Sejahtera to be operated as a facility to produce Bihunku instant vermicelli. • The Company issued TPS Food Sukuk Ijarah II Year 2016 with the Remaining Ijarah Fee amounting to Rp1,200,000,000,000 (one trillion two hundred billion Rupiah). • A subsidiary in Food Division, namely PT Putra Taro Paloma, obtained ISO 22000:2009 and HACCP Certifications issued by the Integrated Laboratory of Bogor Agricultural University (ILFA-IPB) and Certification Quality of National Accreditation Committee for Taro and Bravo brands. • The Company launched Mitra Usaha Maknyuss (MUM) with delivery concept. • The Company implemented Sales Force Automation, a sales application running on smartphone and tablet platforms. • TPS Hymn titled “Cita-Cita TPS” was introduced and sung for the first time by TPSF people.




Kilas Kinerja 2016 2016 Flashback Performance


11





Ikhtisar Keuangan

Financial Highlights Dalam jutaan Rupiah

Uraian

In million Rupiah

2016

2015

2014*

Laporan Posisi Keuangan

Description Statements of Financial Position

5,949,164

4,463,635

3,977,086

Current Assets

Aset Tidak Lancar

3,305,375

4,597,345

3,396,782

Non-Current Assets

Jumlah Aset

9,254,539

9,060,980

7,373,868

Total Assets

Liabilitas Jangka Pendek

2,504,330

2,750,457

1,493,308

Current Liabilities

Liabilitas Jangka Panjang

2,485,809

2,343,616

2,294,624

Non-Current Liabilities

Jumlah Liabilitas

4,990,139

5,094,073

3,787,932

Total Liabilities

Jumlah Ekuitas

4,264,400

3,966,907

3,585,936

Total Equity

Jumlah Liabilitas dan Ekuitas

9,254,539

9,060,980

7,373,868

Total Liabilities and Equity

Modal Kerja Bersih

3,444,834

1,713,178

2,483,778

Net Working Capital

-

-

-

Investment in Associates

Aset Lancar

Investasi pada Entitas Asosiasi Laporan Laba Rugi

Income Statements

6,545,680

6,010,895

5,139,974

Net Sales

(4,862,377)

(4,737,175)

(4,099,240)

Cost of Goods Sold

Laba Bruto

1,683,303

1,273,720

1,040,734

Gross Profit

Beban Usaha

Operating Expenses

Penjualan Neto Beban Pokok Penjualan

(667,537)

(539,799)

(393,899)

Pendapatan Lainnya

295,490

8,455

40,307

Other Income

Beban Lainnya

(29,512)

(2,942)

(7,702)

Other Expenses Operating Income

Laba Usaha

1,281,744

739,434

679,440

Biaya Keuangan Neto

(383,313)

(238,999)

(195,156)

Net Finance Cost

898,431

500,435

484,284

Income before Income Tax Expenses

(179,203)

(126,685)

(106,381)

Income Tax Expenses

719,228

373,750

377,903

Profit for the Year

(6,541)

Other Comprehensive Income (Loss) For the Year

Laba Sebelum Beban Pajak Penghasilan Beban Pajak Penghasilan Laba Tahun Berjalan Penghasilan (Rugi) Komprehensif Lain Tahun Berjalan

(12,547)

5,282

Laba Tahun Berjalan Yang Dapat Diatribusikan Kepada

Profit for the Year Attributable To

Pemilik Entitas Induk

593,475

323,441

331,702

Owners of the Parent

Kepentingan Non – Pengendali

125,753

50,309

46,209

Non-Controlling Interest

Jumlah Laba Komprehensif Lain Tahun Berjalan

706,681

379,032

371,370

Total of Other Comprehensive Income

Jumlah Laba Komprehensif Yang Dapat Diatribusikan Kepada

Total of Comprehensive Income Attributable To

Pemilik Entitas Induk

581,034

327,772

324,843

Owners of the Parent

Kepentingan Non – Pengendali

125,647

51,260

46,527

Non-Controlling Interest

184.39

100.49

110.57

Earnings per Share

Laba Bersih per Saham Laporan Arus Kas Arus Kas dari Aktivitas Operasi Arus Kas dari Aktivitas Investasi Arus Kas dari Aktivitas Pendanaan *) Disajikan kembali

12


Statements of Cash Flows

463,580

399,185

353,530

Cash Flows from Operating Activities

(1,158,118)

(1,083,146)

(573,564)

Cash Flows from Investing Activities

402,137

55,433

1,101,943

Cash Flow from Financing Activities *) Restated


Uraian Kenaikan (Penurunan) Bersih Kas dan Setara Kas


2016

2015


2014*

Description

(292,401)

(628,528)

881,909

Net Increase (Decrease) of Cash and Cash Equivalent

(187)

488

18,055

Effect of Currency Change on Cash and Cash Equivalent

Saldo Kas dan Setara Kas Awal Tahun

588,514

1,216,554

316,590

Cash and Cash Equivalents at Beginning of the Year

Saldo Kas dan Setara Kas Akhir Tahun

295,926

588,514

1,216,554

Cash and Cash Equivalents at End of the Year

Dampak Perubahan Kurs Terhadap Kas dan Setara Kas

Rasio Keuangan

Financial Ratio

Marjin Laba Kotor

25.72%

21.19%

20.25%

Gross Profit Margin

Marjin Laba Usaha

19.58%

12.30%

13.22%

Operating Income Margin

Marjin Laba Bersih

9.07%

5.38%

6.45%

Net Profit Margin

Laba Usaha terhadap Ekuitas

30.06%

18.64%

18.95%

Operating Income to Equity

Laba Bersih terhadap Ekuitas

16.87%

9.42%

10.54%

Net Profit to Equity

Laba Usaha terhadap Jumlah Aset

13.85%

8.16%

9.21%

Operating Income to Total Assets

Laba Bersih terhadap Jumlah Aset

7.77%

4.12%

5.13%

Net Profit to Total Assets

Aset Lancar terhadap Liabilitas Jangka Pendek (X)

2.38**

1.62

2.66

Current Assets to Current Liabilities (X)

Jumlah Liabilitas terhadap Ekuitas (X)

1.17

1.28

1.06

Total Liabilities to Equity (X)

Jumlah Liabilitas terhadap Jumlah Aset (X)

0.54

0.56

0.51

Total Liabilities to Total Assets (X)

*) Disajikan kembali / Restated **) Disajikan kembali memasukan Deposito lebih dari 6 bulan (aset lain-lain) / Restated, including the Deposits of more than 6 months (other assets)


13





GRAFIK IKHTISAR DATA KEUANGAN PENTING

Chart of Financial Performance Highlights Penjualan Neto

Laba Usaha

Total Ekuitas

Net Sales

Operating Income

Total Equity

Rp juta / Rp million


Rp juta / Rp million 4,264,400 1,281,744

3,966,907 3,585,936

6,545,680 6,010,895 5,139,974 679,440

2014

2015

2016

2014

739,434

2015

2016

2014

2015

Total Liabilitas

Marjin Laba Kotor

Marjin Laba Bersih

Total Liabilities

Gross Profit Margin

Net Profit Margin


%

%

25.72 5,094,072

4,990,139

20.25

9.07

21.19

3,787,932

2014

6.45

2015

2016

2014

2016

2015

2016

2014

5.38

2015

2016

Aset Lancar terhadap Liabilitas Jangka Pendek

Jumlah Liabilitas terhadap Jumlah Ekuitas

Jumlah Liabilitas terhadap Jumlah Aset

Current Assets to Current Liabilities

Total Liabilities to Equity

Total Liabilities to Total Assets

0.56x

1.28x 0.51x 2.66x

0.54x

1.17x 2.38x

1.06x

1.62x

2014

14

2015

2016


2014

2015

2016

2014

2015

2016




ikhtisar saham

Share Highlights Informasi Harga Saham Information on Share Prices Triwulan / Quarter Tahun / Year 2016 Triwulan / Quarter I Triwulan / Quarter II Triwulan / Quarter III Triwulan / Quarter IV Selama Tahun Pelaporan / During The Year Tahun / Year 2015 Triwulan / Quarter I Triwulan / Quarter II Triwulan / Quarter III Triwulan / Quarter IV Selama Tahun Pelaporan / During The Year

Jumlah Saham yang Beredar / Total Shares in Circulation

Harga Saham / Share Price (Rp)

Volume Perdagangan / Transaction Volume

Kapitalisasi Pasar / Market Capitalization

Tertinggi / Highest

Terendah / Lowest

Penutupan / Closing

3,218,600,000 3,218,600,000 3,218,600,000 3,218,600,000

1,295 1,590 2,340 2,290

860 1,080 1,590 1,845

1,185 1,590 1,950 1,945

623,533,000 446,115,300 266,342,700 148,640,000

3,814,041,000,000 5,117,574,000,000 6,276,270,000,000 6,260,177,000,000

3,218,600,000

2,340

860

1,945

1,484,631,000

6,260,177,000,000

3,218,600,000 3,218,600,000 3,218,600,000 3,218,600,000

2,300 2,100 2,170 1,775

2,000 1,660 1,335 1,185

2,095 1,870 1,450 1,210

252,562,100 265,487,700 124,208,300 219,413,300

6,742,967,000,000 6,018,782,000,000 4,666,970,000,000 3,894,506,000,000

3,218,600,000

2,300

1,185

1,210

861,671,400

3,894,506,000,000

Grafik Informasi Harga Saham Charts of Share Price Information (lembar / share) 100,000,000

Rp

3,000 2,500

80,000,000

2,000 60,000,000 1,500

2015

1,000

2016

40,000,000 20,000,000

500 0

Jan Feb Mar Apr Mei Jun Jul Ags Sep Okt Nov Des Jan Feb Mar Apr Mei Jun Jul Ags Sep Okt Nov Des

0

Grafik Kapitalisasi Pasar Charts of Market Capitalization 8,000,000 7,000,000 2016

6,000,000 5,000,000 4,000,000

2015

3,000,000 2,000,000 1,000,000 0

Jan Feb Mar Apr Mei Jun Jul Ags Sep Okt Nov Des PT Tiga Pilar Sejahtera Food Tbk 2016 Annual Report

15





INFORMASI OBLIGASI

Bond Info

Obligasi dan Sukuk Ijarah TPS Food I Penawaran umum obligasi dan sukuk ijarah (sukuk) TPS Food I Perseroan masing-masing sebesar Rp600 miliar dan Rp300 miliar pada 1 April 2013, telah mendapatkan pernyataan efektif dari Otoritas Jasa Keuangan melalui surat No. S-62/D.04/2013 pada tanggal 28 Maret 2013. Obligasi dan Sukuk Ijarah ini akan jatuh tempo pada 5 April 2018 dengan tingkat suku bunga tetap 10,25%. Bunga dan fee ijarah dibayarkan setiap 3 (tiga) bulan.

Obligasi and Sukuk Ijarah TPS Food I The Company’s initial public offering of Rp600 billion and Rp300 billion of bond and Sukuk Ijarah (sukuk) TPS Food I dated April 1, 2013 was declared effective by the Indonesian Financial Services Authority in its letter No. S-62/D.04/2013 dated March 28, 2013. The Bond and Sukuk Ijarah will be matured on April 5, 2018 and bears an interest fixed rate of 10.25%. The payment of interest bond and fee ijarah will be paid on every 3 (three) months.

Pada 31 Desember 2015, obligasi dan sukuk ini memperoleh peringkat idA- dan idA-(sy), sedangkan pada 31 Desember 2016 obligasi dan sukuk ini memperoleh peringkat idA dan idA(sy) dari PT Pemeringkat Efek Indonesia (PEFINDO). Penerbitan Obligasi TPS Food I dilakukan sesuai dengan Akta Perjanjian Perwalimanatan antara Perusahaan dengan PT Bank Mega Tbk, pihak ketiga, yang bertindak sebagai Wali Amanat. Skema sukuk ijarah yang digunakan adalah penjaminan aset tetap PT Tiga Pilar Sejahtera (TPS) dan PT Poly Meditra Indonesia (PMI), keduanya entitas anak.

On December 31, 2015, the bonds and sukuk obtained the ratings of idA- and idA-(sy), while on December 31, 2016, the bonds and sukuk obtained the ratings of idA and idA(sy) from PT Pemeringkat Efek Indonesia (PEFINDO). Issuance of Bond of TPS Food I conducted with the Deed of Agreement the trustee between the Company and PT Bank Mega Tbk, third party, acted as Trustee. The sukuk ijarah scheme used is underwriting of the plant, property and equipment of PT Tiga Pilar Sejahtera (TPS) and PT Poly Meditra Indonesia (PMI), both are subsidiaries.

Sukuk Ijarah TPS Food II (Sukuk II) Penawaran umum sukuk ijarah TPS Food II Perseroan sebesar Rp1.200 miliar pada 11 Juli 2016, telah mendapatkan pernyataan efektif dari Ototritas Jasa Keuangan melalui surat No. S-338/D.04/2016 tertanggal 30 Juni 2016, Sukuk II ini akan jatuh tempo pada 19 Juli 2021. Bunga dan fee ijarah dibayarkan setiap 3 (tiga) bulan. Sukuk II ini memperoleh peringkat idA (sy) dari PT Pemeringkat Efek Indonesia PEFINDO pada 31 Desember 2016. Sukuk II dilakukan sesuai dengan Akta Perjanjian Perwalimanatan antara Perusahaan dengan PT Bank Mega Tbk, pihak ketiga, yang bertindak sebagai Wali Amanat. Skema sukuk II yang digunakan adalah penjaminan aset tetap PT Sukses Abadi Karya Inti (SAKTI), entitas anak.

Sukuk Ijarah TPS Food II (Sukuk II) The Company’s initial public offering of Rp1,200 billion Sukuk Ijarah (sukuk) TPS Food II dated July 11, 2016 was declared effective by the Indonesian Financial Services Authority in its letter No. S-338/D.04/2013 dated June 30, 2016. Sukuk II will be matured on July 19, 2021. The payment of interest bond and fee ijarah will be paid on every 3 (three) months. Sukuk II have been rated idA (sy) by PT Pemeringkat Efek Indonesia PEFINDO dated on December 31, 2016. Sukuk II conducted with the Deed of Agreement the trustee between the Company and PT Bank Mega Tbk, third party, acted as Trustee. The sukuk II scheme used is underwriting of the plant, property and equipment of PT Sukses Abadi Karya Inti (SAKTI), a subsidiary.

AKSI KORPORASI

Corporate Action

Sepanjang 2016, Perseroan tidak melakukan aksi korporasi seperti pemecahan saham (stock split), penggabungan saham (reverse stock), dividen saham, saham bonus, penurunan nilai nominal saham, penghentian sementara perdagangan saham (suspension), dan penghapusan pencatatan saham (delisting), sehingga informasi mengenai hal tersebut tidak dapat ditampilkan dalam Laporan Tahunan ini. 16


Throughout 2016, the Company did not conduct any corporate action such as stock split, reverse stock, stock dividend, bonus share, reduction of nominal value of shares, suspension, and delisting. Therefore, there is no information regarding such matter to be disclosed in this Annual Report.




PERISTIWA PENTING Event Highlights

Januari | January • Pembukaan Koperasi Semar yang memiliki dua program, yaitu Warung Serba Ada dan Simpan Pinjam.

The opening of Semar Cooperative that has two programs, Grocery Store and Savings and Loan.

• Perseroan melakukan inovasi pada kegiatan pemasaran brand Maknyuss dengan meluncurkan program Mitra Usaha Maknyuss (MUM) yang bertujuan untuk mendekatkan produk Maknyuss kepada end user. MUM merupakan program kemitraan dengan individu (bukan toko) untuk mendistribusikan dan menjual beras Maknyuss dengan konsep layanan pesan antar. Saat ini, program MUM baru dijalankan di Pulau Jawa.

The Company created innovation in its Maknyuss brand marketing activities by launching Mitra Usaha Maknyuss (MUM) program that aimed to bring Maknyuss product closer to the end users. MUM is a partnership with individuals program (not store) to distribute and sell Maknyuss rice with delivery concept. Currently, MUM program has only been implemented in Java Island.

Februari | February Perseroan mengimplementasikan aplikasi Sales Force Automation guna meningkatkan penjualan produk Perseroan dengan pengawasan yang dilakukan sec ara online melalui aplikasi penjualan yang dapat diakses melalui platform smartphone dan tablet.

The Company implemented Sales Force Automation application to increase the Company’s product sales as it enables online monitoring process via sales application that is accessible from smartphone and tablet platforms.

• Penyelenggaraan agenda dua • Pelaksanaan Rapat Umum Pemegang Saham tahunan yaitu Piknik Karyawan Luar Biasa (RUPSLB) Perseroan dengan yang diikuti sekitar 2.300 agenda perubahan susunan komisaris TPSF karyawan dan keluarganya, ke dimana Bapak Jaka Prasetya menggantikan Jatim Park, Batu, Malang, Jawa Bapak Ridha DM Wirakusumah yang telah Timur. mengundurkan diri.

Maret | March

The implementation of biannual agenda, namely Employee Picnic to Jatim Park, Batu, Malang, East Java, which was participated by approximately 2,300 employees and their family.

The convening of Extraordinary General Meeting of Shareholders (EGMS) of the Company with an agenda of changes in the composition of TPSF Board of Commissioners, in which Mr. Jaka Prasetya replaced Mr. Ridha DM Wirakusumah who tendered his resignation.


17





April | April

• Peluncuran produk Taro Corn Puff rasa Jagung Bakar 7gr.

The launching of Taro Corn Puff product of 7gr with Roasted Corn flavor.

• Penerimaan penghargaan • Penerimaan penghargaan HR Asia Best Companies To Top Brand for Kids Award Work For In Asia 2016 oleh oleh brand “Mie Kremezz” TPSF yang digelar di Hotel JW untuk keempat kalinya secara Marriott, Jakarta pada 8 April berturut-turut (2013–2016). 2016. The receipt of Top Brand The receipt of award, namely for Kids Award for “Mie HR Asia Best Companies To Kremezz” brand for four Work For in Asia 2016, by consecutive years (2013TPSF, which was presented at 2016). JW Marriott Hotel, Jakarta, on April 8, 2016.

18


Mei | May • Peluncuran produk Taro Corn Puff rasa Karamel Asin 7gr. The launching of Taro Corn Puff product of 7gr with Salted Caramel flavor. • Partisipasi TPSF dalam pameran Salon International de l’Alimentation atau International Food Exhibition (SIAL) China, sebuah pameran makanan dan minuman terbesar di Asia yang berlangsung pada 5 – 7 Mei 2016 di Shanghai, Tiongkok. TPSF’s participation in Salon International de l’Alimentation or International Food Exhibition (SIAL) China, which was Asia’s largest food and beverages exhibition held on May 5 – 7, 2016, in Shanghai, China. • Partisipasi TPSF dalam Thaifex – World of Food Asia 2016, sebuah pameran perdagangan internasional untuk makanan dan minuman, teknologi pangan, ritel, dan waralaba di Asia, yang berlangsung pada 25 – 29 Mei 2016 di Bangkok, Thailand. TPSF’s participation in Thaifex – World of Food Asia 2016, an international trade exhibition for food and beverages, food technology, retail, and franchising in Asia, which was hosted on May 25 – 29, 2016 in Bangkok, Thailand. • Perseroan menjual sebanyak 2.864.990.000 lembar saham atau 78,17% saham PT Golden Plantation Tbk milik Perseroan kepada PT JOM Prawarsa Indonesia. The Company sold 2,864,990,000 shares or 78.17% shares of PT Golden Plantation Tbk owned by the Company to PT JOM Prawarsa Indonesia. • Penerimaan Piagam Penghargaan oleh TPSF untuk Program Penilaian Peringkat Kinerja Perusahaan Dalam Pengelolaan Lingkungan Hidup Di Daerah Yang Berpredikat Taat Tingkat Provinsi Jawa Tengah dari Gubernur Jawa Tengah. The receipt of Award Certificate by TPSF for Company Performance Rating Assessment Program in Regional Environmental Management with “Comply” Predicate in Central Java Province Level from the Governor of Central Java.




Juni | June • Penyelenggaraan Public Expose dalam rangka Penawaran Sukuk Ijarah TPS Food II Tahun 2016 pada 16 Juni 2016 di Hotel JW Marriott, Jakarta. The convening of Public Expose for TPS Food Sukuk Ijarah II Year 2016 Public Offering on June 16, 2016 at JW Marriott Hotel, Jakarta. • Pelaksanaan Rapat Umum Pemegang Saham Tahunan dan Luar Biasa Perseroan yang dilaksanakan pada 23 Juni 2016 di Hotel JW Marriott, Jakarta. The convening of the Company’s Annual and Extraordinary General Meetings of Shareholders on June 23, 2016, at JW Marriott Hotel, Jakarta.

Juli | July

• Partisipasi TPSF dalam acara tahunan Pekan Raya Jakarta atau Jakarta Fair pada 10 Juni sampai dengan 17 Juli 2016 di Kawasan Kemayoran, Jakarta dengan tema Taro Rangers Park. TPSF’s participation in an annual event of Jakarta Fair from June 10 to July 17, 2016, in Kemayoran Area, Jakarta, by raising the theme of Taro Rangers Park. • Pelaksanaan acara buka puasa bersama karyawan TPSF dan anak yatim piatu dengan tema Pesta Rakyat. Mass break-fasting between TPSF employees and orphans with the theme of Pesta Rakyat (People’s Party). • Penerimaan penghargaan Indonesia Original Brands oleh brand “Ayam 2 Telor” untuk kedua kalinya secara berturut-turut (2015 – 2016). The receipt of Indonesia Original Brands award for “Ayam 2 Telor” brand for two consecutive years (2015 – 2016).

• Peluncuran produk Mie Kremezz Wave rasa Pedas Manis 15gr. • Peluncuran produk Superior Mi Goreng Keriting 120 gr dan 600gr. • Peluncuran produk Superior Mi Goreng Pipih 120 gr dan 600gr. • Peresmian pabrik pembangkit listrik PT Patra Power Nusantara. • Peresmian Pabrik Unit 5 PT Tiga Pilar Sejahtera yang digunakan untuk fasilitas produksi bihun instan Bihunku. • Perseroan menerbitkan Sukuk Ijarah TPS Food II Tahun 2016, dengan Sisa Imbalan Ijarah sebesar Rp1.200.000.000.000 (satu triliun dua ratus miliar Rupiah) dengan jangka waktu lima tahun sejak tanggal Emisi, yaitu 20 Juli 2016 sampai dengan 19 Juli 2021 dengan Cicilan Imbalan Ijarah sebesar 10,55% per tahun. • Penerimaan penghargaan oleh booth TPSF Taro Rangers Park sebagai pemenang ke-2 BoothTerbaik di Pekan Raya Jakarta 2016.

• The launching of Mie Kremezz Wave product of 15gr with Sweet Chilli flavor. • The launching of Superior Mi Goreng Keriting product of 120 gr and 600gr. • The launching of Superior Mi Goreng Pipih of 120gr and 600gr. • The inauguration of power plant of PT Patra Power Nusantara. • The inauguration of Unit 5 Factory of PT Tiga Pilar Sejahtera to be used as a production facility for Bihunku instant vermicelli. • The Company issued TPS Food Sukuk Ijarah II Year 2016 with Remaining Ijarah Fee amounting to Rp1,200,000,000,000 (one trillion two hundred billion Rupiah) with five-year tenor since the Issuance date, namely from July 20, 2016 to July 19, 2021, and Ijarah Fee Installment of 10.55% per annum. • The receipt of award by TPSF Taro Rangers Park booth as the runner-up of the Best Booth in 2016 Jakarta Fair.


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Agustus | August • TPSF menyampaikan presentasi dan konferensi pers dalam acara Institutional Investor Day 2016 yang diselenggarakan di Gedung Bursa Efek Indonesia pada 1 Agustus 2016. • Pelaksanaan acara CEO Meet & Talk, ajang tahunan komunikasi interaktif antara CEO dengan para TPS Leaders, bertempat di The Highland Park Resort - Bogor pada 12-13 Agustus 2016. • Perseroan dianugerahi sebagai 50 Best of the Best Companies dari Majalah Forbes Indonesia untuk ketiga kalinya (2011, 2015, 2016). • Penerimaan penghargaan oleh Sukuk Ijarah TPS Food I Tahun 2013 sebagai Sukuk Ijarah Terbaik 2016 untuk kedua kalinya dalam ajang Best Syariah Awards 2016 yang diselenggarakan oleh Majalah Investor pada 10 Agustus 2016 (2015 - 2016). • Penerimaan penghargaan Excellent Brand Award, kategori Makanan Ringan oleh brand “Taro” dari TATV selama 3 tahun berturut-turut (2014 – 2016). • Penerimaan penghargaan Excellent Brand Award, kategori Bihun Jagung oleh brand “Superior” dari TATV untuk ketiga kalinya (2013, 2015, 2016). • Penerimaan penghargaan Top Brand Award dari Majalah Marketing oleh brand “Bihunku” selama 4 tahun berturutturut (2013 – 2016). • Penerimaan penghargaan Top Brand Award 2016 oleh brand “Ayam 2 Telor” dan “Tanam Jagung” dari Majalah Marketing.

• TPSF delivered a presentation and press conference in the 2016 Institutional Investor Day event held at Indonesia Stock Exchange Building on August 1, 2016. • The organization of CEO Meet & Talk, an annual interactive communication forum among CEO and TPS Leaders, which was held at The Highland Park Resort – Bogor on August 12-13, 2016. • The Company was awarded as Top 50 Best of the Best Companies from Forbes Indonesia Magazine for the third time (2011, 2015, 2016). • The receipt of 2016 Best Sukuk Ijarah for TPS Food Sukuk Ijarah I Year 2013 for the second time in 2016 Best Syariah Awards which was held by Investor Magazine on August 10, 2016 (2015 - 2016). • The receipt of Excellent Brand Award from TATV for “Taro” brand in Snack category for 3 consecutive years (2014 – 2016). • The receipt of Excellent Brand Award from TATV for “Superior” brand in Corn Vermicelli category for the third time (2013, 2015, 2016). • The receipt of Top Brand Award from Marketing Magazine for “Bihunku” brand for 4 consecutive years (2013 – 2016). • The receipt of 2016 Top Brand Award for “Ayam 2 Telor” and “Tanam Jagung” brands from Marketing Magazine.

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September | Septembe

• Pelaksanaan Kerja Bakti Nasional yang dilakukan oleh seluruh karyawan TPSF secara nasional pada 4 September 2016. • Penyelenggaraan Malam Anugerah Inovasi TPS 2016 yang memberikan penghargaan kepada insan TPSF yang telah melakukan sejumlah inovasi baik inovasi produk, proses maupun ide / sumbang saran, mulai dari manufacturing sampai non-manufacturing, bertempat di Balai Kartini, Jakarta pada 23 September 2016. • Penyelenggaraan acara launching program Crafting Future Leaders TPS Academy di Jakarta Design Center pada 2 September 2016. • Penerimaan penghargaan Best Brand Platinum Award dari Majalah Swa oleh brand “Taro”. • Peluncuran resmi 100 salesman exclusive Maknyuss wilayah Jawa Tengah yang dilaksanakan di Hotel Novotel, Semarang. 20


• The organization of National Community Work held by all employees of TPSF nationwide on September 4, 2016. • The convening of 2016 TPS Innovation Awarding Night, which was presented for TPSF people who created innovations either in products, process or ideas/recommendations, from manufacturing to non-manufacturing fields, at Balai Kartini, Jakarta, on September 23, 2016. • The implementation of the launching event of Crafting Future Leaders program of TPS Academy at Jakarta Design Center on September 2, 2016. • The receipt of Best Brand Platinum Award from Swa Magazine for “Taro” brand. • The official launching of 100 Maknyuss exclusive salesmen for Central Java region, held at Novotel Hotel, Semarang.




Oktober | October • TPS Food meluncurkan produk mi kering Superior Spider 750gr dan 900gr. • TPS Food meluncurkan produk Taro Corn Puff rasa Jagung Bakar 35gr. • TPS Food meluncurkan produk Mie Kremezz rasa Jagung Bakar 30gr. • Partisipasi TPSF dalam acara Trade Expo Indonesia ke-31 pada 12-16 Oktober 2016 di JIExpo Kemayoran, Jakarta. • Peluncuran resmi 100 salesman exclusive Maknyuss wilayah Jawa Barat yang dilaksanakan di Harris Hotel, Bandung.

• TPS Food launched Superior Spider dried noodle product of 750gr and 900gr. • TPS Food launched Taro Corn Puff product of 35gr with Roasted Corn flavor. • TPS Food launched Mie Kremezz product of 30gr with Roasted Corn flavor. • TPSF’s participation in the 31st Trade Expo Indonesia on October 12-16, 2016 at JIExpo Kemayoran, Jakarta. • The official launching of 100 Maknyuss exclusive salesmen for West Java region, held at Harris Hotel, Bandung.

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November | Novembe

• Penerimaan Predikat Gold oleh GKM Manise (pabrik TPS), GKM Amet dan SS Gendro (pabrik PMI) dalam Temu Karya Mutu dan Produktivitas Nasional (TKMPN) XX dan International Quality & Productivity Convention (IQPC) 2016 di Bali. • Penerimaan Predikat Gold oleh GKM 3D (pabrik TPS) serta Predikat Silver oleh GKM Superstar (pabrik TPS) dan GKM One Plus (pabrik PMI), dalam Konvensi Gugus Kendali Mutu Provinsi Jawa Tengah yang diselenggarakan di Semarang. • Penerimaan Peringkat Gold oleh PT Tiga Pilar Sejahtera, Kategori Organisasi Besar Barang Sektor Pangan dan Pertanian dalam SNI Award 2016. • Penerimaan Peringkat Silver oleh PT Jatisari Srirejeki dan PT Subafood Pangan Jaya, Kategori Organisasi Besar Barang Sektor Pangan dan Pertanian dalam SNI Award 2016. • Perolehan Sertifikasi SNI ISO 22000:2009 - Food Safety Management System dan HACCP oleh PT Putra Taro Paloma untuk merek Taro dan Bravo.

• The receipt of Gold Predicate by GKM Manise (TPS factory), GKM Amet and SS Gendro (PMI factory) in the XX National Productivity and Quality Work Forum (TKMPN) and 2016 International Quality & Productivity Convention (IQPC) in Bali. • The receipt of Gold Predicate by GKM 3D (TPS factory) and Silver Predicate by GKM Superstar (TPS factory) and GKM One Plus (PMI factory), in Quality Control Circle Convention in Central Java Province, which was held in Semarang. • The receipt of Gold Rating by PT Tiga Pilar Sejahtera in the category of Large Goods Organization in Food and Agricultural Sectors in 2016 SNI Award. • The receipt of Silver Rating by PT Jatisari Srirejeki and PT Subafood Pangan Jaya in the category of Large Goods Organization in Food and Agricultural Sectors in 2016 SNI Award. • The acquisition of SNI ISO 22000:2009 Certificate – Food Safety Management System and HACCP by PT Putra Taro Paloma for Taro and Bravo brands.


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• TPSF masuk dalam jajaran “100 Fastest Growing Companies 2016” yang dikaji oleh Biro Riset Infobank dari Majalah Infobank. • Perseroan memberikan penghargaan kepada Lendo Novo selaku penggagas sekolah alam pertama di Indonesia sekaligus pendiri School Of Universe (SOU) pada 25 November 2016 di Parung, Bogor dalam program Taro Rangers Award yang merupakan penghargaan kepada orang-orang atau lembaga yang memiliki kepedulian terhadap pembentukan karakter anak Indonesia melalui sistem pendidikan experiential learning. • Penyelenggaraan big bang event Kampanye Superior 2016 dengan tema “Superior Bikin Semua Enak”pada 26 November 2016 di Surabaya. • Peluncuran resmi 100 salesman exclusive Maknyuss wilayah Jabodetabek yang dilaksanakan di Taman Impian Jaya Ancol, Jakarta dan 100 salesman exclusive Maknyuss wilayah Jawa Timur yang dilaksanakan di Malang.


• TPSF was among the top “100 Fastest Growing Companies in 2016” as nominated by Infobank Research Bureau from Infobank Magazine. • The Company granted an award to Lendo Novo as the pioneer of the first natural school in Indonesia and the founder of School Of Universe (SOU) on November 25, 2016, in Parung, Bogor, in the Taro Rangers Award program, an award for people or institutions that show their care about character building of Indonesian children through the establishment of experiential-learning based educational system. • Implementation of 2016 Superior Campaign big bang event with the theme of “Superior Bikin Semua Enak” on November 26, 2016 in Surabaya. • Official launching of 100 Maknyuss exclusive salesmen for Greater Jakarta region, held at Taman Impian Jaya Ancol, Jakarta, and 100 Maknyuss exclusive salesmen for East Java region, held in Malang.

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Desember | Decembe

• Sukuk Ijarah TPS Food II Tahun 2016 meraih penghargaan The Best Ijarah Deal of the Year 2016 in Southeast Asia (10th Annual Alpha Southeast Asia Deal & Solution Awards 2016) • Penyelenggaraan Annual Meeting 2016 dengan tema “Unity Gives Strength, Multiplying the Success”. Pada kesempatan ini, lagu Hymne TPS berjudul Cita-Cita TPS pertama kali diperkenalkan dan dinyanyikan oleh Insan TPSF. • Penyelenggaraan big bang event Kampanye Superior 2016 dengan tema “Superior Bikin Semua Enak”pada 11 Desember 2016 di Semarang. • Peluncuran resmi 100 salesman exclusive Maknyuss wilayah Sumatra yang dilaksanakan di Medan dan 100 salesman exclusive Maknyuss wilayah Luar Pulau yang dilaksanakan di Denpasar.

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• TPS Food Sukuk Ijarah II Year 2016 received The Best Ijarah Deal of the Year 2016 award in Southeast Asia (10th Annual Alpha Southeast Asia Deal & Solution Awards 2016). • The convening of 2016 Annual Meeting with the theme of “Unity Gives Strength, Multiplying the Success”. On this occasion, TPS Hymn titled “Cita-Cita TPS” was introduced for the very first time and sung by TPSF people. • Implementation of 2016 Superior Campaign big bang event with the theme of “Superior Bikin Semua Enak” on December 11, 2016 in Semarang. • Official launching of 100 Maknyuss exclusive salesmen for Sumatra region, held in Medan and 100 Maknyuss exclusive salesmen for Outer Island region, held in Denpasar.





PENGHARGAAN DAN SERTIFIKASI Awards And Certifications

Top Brand for Kids Award 2016 untuk Produk Mie Kremezz (Kategori: Makanan dan Minuman Anak - Snack Mie) dari Majalah Marketing dan Frontier Consulting Group (Majalah Marketing edisi 04/XVI/APRIL 2016) 2016 Top Brand for Kids Award for Mie Kremezz Product (Category: Food and Beverages for Children - Noodle Snack) from Marketing Magazine and Frontier Consulting Group (Marketing Magazine edition 04/XVI/APRIL 2016)

PT Tiga Pilar Sejahtera Food Tbk memperoleh Award HR Asia 20 Best Companies to Work For in Asia 2016 dari Business Media International (Majalah HR Asia Issue 26 dan 27 Tahun 2016) PT Tiga Pilar Sejahtera Food Tbk received 2016 HR Asia for 20 Best Companies to Work For in Asia Award from Business Media International (HR Asia Magazine Issue 26 and 27 Year 2016)

PT Tiga Pilar Sejahtera Food Tbk memperoleh Penghargaan Program Penilaian Peringkat Kinerja Perusahaan Dalam Pengelolaan Lingkungan Hidup Di Daerah Yang Berpredikat Taat Tingkat Provinsi Jawa Tengah dari Gubernur Jawa Tengah PT Tiga Pilar Sejahtera Food Tbk earned Award on Company Performance Rating Assessment Program in Environmental Management in Region Having “Comply” Predicate in Central Java Province Level from the Governor of Central Java

Indonesia Original Brands 2016 untuk Produk Ayam 2 Telor dari Majalah SWA (Majalah SWA Edisi 11/2016) 2016 Indonesia Original Brands for Ayam 2 Telor Product from SWA Magazine (SWA Magazine Edition 11/2016)

PT Tiga Pilar Sejahtera Food Tbk meraih Juara 2 Stand Terbaik Outdoor - Medium, Jakarta Fair Kemayoran 2016 dari PT Jakarta International Expo PT Tiga Pilar Sejahtera Food Tbk became Runner-Up of the Best Outdoor - Medium Booth, 2016 Jakarta Fair Kemayoran from PT Jakarta International Expo


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Best Syariah Award 2016 untuk Sukuk Ijarah TPS Food I Tahun 2013 dari Majalah Investor (Majalah Investor Edisi XVIII/277 Agustus 2016) 2016 Best Sharia Award for TPS Food Sukuk Ijarah I Year 2013 from Investor Magazine (Investor Magazine Edition XVIII/277 August 2016)



PT Tiga Pilar Sejahtera Food Tbk dianugerahi sebagai 50 Best of the Best Companies 2016 oleh Majalah Forbes Indonesia (Majalah Forbes Indonesia Agustus 2016 Volume 7 Issue 8) PT Tiga Pilar Sejahtera Food Tbk was awarded 50 Best of the Best Companies 2016 by Forbes Indonesia Magazine (Forbes Indonesia Magazine August 2016 Volume 7 Issue 8)

Excellent Brand Award 2016 untuk Produk Taro dari TATV – Solo 2016 Excellent Brand Award for Taro Product from TATV - Solo

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Excellent Brand Award 2016 untuk Produk Superior dari TATV – Solo 2016 Excellent Brand Award for Superior Product from TATV - Solo

Top Brand Awards 2016 Kategori Bihun Instan untuk Produk Bihunku dari Majalah Marketing (Majalah Marketing edisi 8/XVI/ Agustus 2016)

Top Brand Awards 2016 Kategori Mie Telor untuk Produk Ayam 2 Telor dari Majalah Marketing (Majalah Marketing edisi 8/XVI/ Agustus 2016)

Top Brand Awards 2016 Kategori Bihun untuk Produk Tanam Jagung dari Majalah Marketing (Majalah Marketing edisi 8/XVI/ Agustus 2016)

2016 Top Brand Award for the Category of Instant Vermicelli for Bihunku Product from Marketing Magazine (Marketing Magazine edition 8/XVI/ August 2016)

2016 Top Brand Awards for the Category of Egg Noodle for Ayam 2 Telor Product from Marketing Magazine (Marketing Magazine edition 8/XVI/ August 2016)

2016 Top Brand Awards for the Category of Vermicelli for Tanam Jagung Product from Marketing Magazine (Marketing Magazine edition 8/XVI/ August 2016)





Best Brand Platinum Award 2016 untuk Produk Taro dari Majalah SWA (Majalah SWA Nomor 18 tanggal 1 – 14 September 2016) 2016 Best Brand Platinum Award for Taro Product from SWA Magazine (SWA Magazine Number 18 dated September 1 - 14, 2016)

GKM Manise - TPS memperoleh Peringkat GOLD dalam Temu Karya Mutu dan Produktivitas Nasional (TKMPN) XX dan International Quality & Productivity Convention (IQPC) 2016 dari Wahana Kendali Mutu dan Asosiasi Manajemen Mutu & Produktivitas Indonesia

GKM Amet – PMI memperoleh Peringkat GOLD dalam Temu Karya Mutu dan Produktivitas Nasional (TKMPN) XX dan International Quality & Productivity Convention (IQPC) 2016 dari Wahana Kendali Mutu dan Asosiasi Manajemen Mutu & Produktivitas Indonesia

SS Gendro – PMI memperoleh Peringkat GOLD dalam Temu Karya Mutu dan Produktivitas Nasional (TKMPN) XX dan International Quality & Productivity Convention (IQPC) 2016 dari Wahana Kendali Mutu dan Asosiasi Manajemen Mutu & Produktivitas Indonesia

GKM Manise - TPS received GOLD Rank in the XX National Productivity and Quality Work Forum (TKMPN) and International Quality & Productivity Convention (IQPC) of 2016 from Wahana Kendali Mutu and Indonesia Quality & Productivity Management Association

GKM Amet - PMI received GOLD Rank in the XX National Productivity and Quality Work Forum (TKMPN) and International Quality & Productivity Convention (IQPC) of 2016 from Wahana Kendali Mutu and Indonesia Quality & Productivity Management Association

SS Gendro - PMI received GOLD Rank in the XX National Productivity and Quality Work Forum (TKMPN) and International Quality & Productivity Convention (IQPC) of 2016 from Wahana Kendali Mutu and Indonesia Quality & Productivity Management Association

PT Tiga Pilar Sejahtera memperoleh SNI Award 2016, Peringkat Gold, Kategori Organisasi Besar Barang Sektor Pangan dan Pertanian dari Badan Standarisasi Nasional (BSN) dan Komite Akreditasi Nasional (KAN)

PT Jatisari Srirejeki memperoleh SNI Award 2016, Peringkat Silver, Kategori Organisasi Besar Barang Sektor Pangan dan Pertanian dari Badan Standarisasi Nasional (BSN) dan Komite Akreditasi Nasional (KAN)

PT Tiga Pilar Sejahtera earned 2016 SNI Award, Gold Rank, Category of Large Organization of Food and Agriculture Goods Sectors from the National Standardization Agency of Indonesia (BSN) and the Accreditation Body of Indonesia (KAN)

PT Jatisari Srirejeki earned 2016 SNI Award, Silver Rank, Category of Large Organization of Food and Agriculture Goods Sectors from the National Standardization Agency of Indonesia (BSN) and the Accreditation Body of Indonesia (KAN)


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KILAS KILAS KINERJA KINERJA 2016 2016 FLASHBACK FLASHBACK PERFORMANCE PERFORMANCE OF OF 2016 2016

LAPORAN LAPORAN MANAJEMEN MANAJEMEN Management’s Management’s Report Report

PROFIL PROFIL PERUSAHAAN PERUSAHAAN COMPANY PROFILE COMPANY PROFILE

TINJAUAN TINJAUAN UNIT UNIT PENDUKUNG PENDUKUNG BISNIS BISNIS Overview of Overview of Business Business Support Support

PT Putra Taro Paloma, untuk Produk Taro dan Bravo memperoleh Sertifikasi SNI ISO 22000:2009 - Food Safety Management System dan HACCP dari Integrated Laboratory Bogor Agricultural University (ILFA-IPB) dan Mutu Certification Komite Akreditasi Nasional (KAN)

PT Subafood Pangan Jaya memperoleh SNI Award 2016, Peringkat Silver, Kategori Organisasi Besar Barang Sektor Pangan dan Pertanian dari Badan Standarisasi Nasional (BSN) dan Komite Akreditasi Nasional (KAN)

PT Putra Taro Paloma earned SNI ISO 22000:2009 – Food Safety Management System and HACCP Certifications from the Integrated Laboratory of Bogor Agricultural University (ILFA-IPB) and Quality Certification from the Accreditation Body of Indonesia (KAN)

PT Subafood Pangan Jaya earned 2016 SNI Award, Silver Rank, Category of Large Organization of Food and Agriculture Goods Sectors from the National Standardization Agency of Indonesia (BSN) and the Accreditation Body of Indonesia (KAN)

PT Tiga Pilar Sejahtera Food Tbk dianugerahi sebagai 100 Fastest Growing Companies 2016 oleh Majalah Infobank (Majalah Infobank No.456 |November 2016|Vol. XXXVIII) PT Tiga Pilar Sejahtera Food Tbk was awarded 100 Fastest Growing Companies 2016 by Infobank Magazine (Infobank Magazine No. 456 |November 2016|Vol. XXXVIII)

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PT PT Tiga Tiga Pilar Pilar Sejahtera Sejahtera Food Food Tbk Tbk Laporan Laporan Tahunan Tahunan 2016 2016

Sukuk Ijarah TPS Food II Tahun 2016 dianugerahi sebagai The Best Ijarah Deal of the Year 2016 in Southeast Asia (10th Annual Alpha Southeast Asia Deal & Solution Awards 2016) oleh Alpha Southeast Asia (Alpha Southeast Asia Edisi Desember 2016 / Januari 2017) TPS Food Sukuk Ijarah II Year 2016 was awarded as the 2016 Best Ijarah Deal of the Year in Southeast Asia (2016 10th Annual Alpha Southeast Asia Deal & Solution Awards) by Alpha Southeast Asia (Alpha Southeast Asia Edition December 2016/January 2017)

GKM Superstar - TPS memperoleh Peringkat Silver dalam kompetisi Konvensi Gugus Kendali Mutu Provinsi Jawa Tengah tahun 2016 dari Dinas Tenaga Kerja Propinsi Jawa Tengah

GKM One Plus - PMI memperoleh Peringkat Silver dalam kompetisi Konvensi Gugus Kendali Mutu Provinsi Jawa Tengah tahun 2016 dari Dinas Tenaga Kerja Propinsi Jawa Tengah

GKM 3D - TPS memperoleh Peringkat Gold dalam kompetisi Konvensi Gugus Kendali Mutu Provinsi Jawa Tengah tahun 2016 dari Dinas Tenaga Kerja Propinsi Jawa Tengah

GKM Superstar - TPS received Silver Rank in the 2016 competition of Quality Control Circle Convention in Central Java Province from Labor Office of Central Java Province

GKM One Plus - PMI received Silver Rank in the 2016 competition of Quality Control Circle Convention in Central Java Province from Labor Office of Central Java Province

GKM 3D - TPS received Gold Rank in the 2016 competition of Quality Control Circle Convention in Central Java Province from Labor Office of Central Java Province




Laporan MANAJEMEN

Management’s Report


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KILAS KILAS KINERJA KINERJA 2016 2016 FLASHBACK PERFORMANCE OF 2016

LAPORAN MANAJEMEN MANAJEMEN LAPORAN Management’s Report


Laporan Dewan Komisaris

Board of Commissioners Report

Anton Apriyantono Komisaris Utama dan Komisaris Independen President Commissioner and Independent Commissioner

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Para Pemangku Kepentingan yang Terhormat, Dear Distinguished Stakeholders, Pertumbuhan industri makanan dan minuman

This year marked an increasingly fast growth of food

tercatat lebih cepat tahun ini. Kementerian

and beverages industry. The Ministry of Industry

Perindustrian mencatat pertumbuhan industri ini

recorded a 9.82% of industrial growth at the third

mencapai 9,82% pada triwulan III 2016, yang

quarter of 2016, which increased compared to

meningkat jika dibandingkan dengan periode

the same period last year at only 6.9%. Food and

yang sama tahun lalu, yang tercatat hanya 6,9%.

beverages industry also remained as the largest

Industri makanan dan minuman juga masih

contributor to Gross Domestic Product (GDP)

menjadi penyumbang terbesar perolehan Produk

income from the non-oil and gas sector, which

Domestik Bruto (PDB) dari sektor non-migas.

accounted for 33.6% at the amount of Rp192.69

Porsinya dalam PDB mencapai 33,6%, dengan

trillion. The Company continues to innovate to take

nilai Rp192,69 triliun. Perseroan terus berinovasi

advantage of growth opportunities of food and

guna

pertumbuhan

beverages industry, particularly the consumption

industri makanan dan minuman terutama oleh

of the middle-to-upper class society that tends to

konsumsi masyarakat kelas menengah ke atas

choose quality products.

memanfaatkan

peluang

yang cenderung memilih produk yang berkualitas. Atas nama Dewan Komisaris PT Tiga Pilar Sejahtera

On behalf of the Board of Commissioners of PT

Food Tbk, perkenankan kami menyampaikan

Tiga Pilar Sejahtera Food Tbk, allow us to present

laporan pengawasan atas kegiatan operasional

the supervisory report on the operational activities

Perseroan selama 2016.

of the Company during 2016.

Penilaian atas Kinerja Direksi

Assessment on Board of Directors’ Performance

Sepanjang 2016, Perseroan mampu mencapai

Throughout 2016, the Company managed to

total penjualan yang memenuhi lebih dari 90%

achieve total sales that surpassed more than 90%

dari target yang dicanangkan pada awal tahun

of the target set at the beginning of the fiscal year,

buku. Raihan ini menunjukkan kinerja Direksi yang

which shows the excellent performance of the

sangat baik. Selain pertumbuhan angka penjualan,

Board of Directors. In addition to the sales growth

implementasi strategi yang dilakukan Direksi juga

figure, the strategy implementation by the Board of

tercermin dalam perluasan jaringan distribusi yang

Directors is also reflected on the expansion of the

mencapai 171 kota tujuan distribusi per Desember

distribution network that reached 171 distribution

2016.

destination cities as of December 2016.


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Perseroan mencatat pertumbuhan penjualan konsolidasi

The Company booked a consolidated sales growth of 8.90%,

sebesar 8,90%, dengan kontribusi penjualan dari TPS Food

with contribution from TPS Food and TPS Rice respectively

dan TPS Rice masing-masing sebesar 38,16% dan 61,28%.

at 38.16% and 61.28%. On the financial position front, the

Dari segi posisi keuangan, Perseroan mencatat pertumbuhan

Company posted asset growth of 2.14% from Rp9,060.98

aset sebesar 2,14% dari Rp9.060,98 miliar pada 2015 menjadi

billion in 2015 to Rp9,254.54 billion in 2016.

Rp9.254,54 miliar pada 2016. Kami

yang

We appreciate a number of Board of Directors’ strategic

dilakukan Direksi sepanjang 2016, diantaranya inovasi pada

mengapresiasi

sejumlah

kebijakan

strategis

policies conducted throughout 2016, including innovation in

strategi penjualan dengan meluncurkan salesman exclusive dan

sales strategy by launching exclusive salesman and Mitra Usaha

program Mitra Usaha Maknyuss (MUM) yang merupakan jalur

Maknyuss (MUM) or Maknyuss Business Partner programs

distribusi spesial dengan bentuk kemitraan.

that serves as a special distribution channel in the form of partnership.

Secara keseluruhan, jajaran manajemen telah melaksanakan

Overall, the managements have performed their duties well

tugas sesuai arahan dengan baik di tahun 2016 dan mendapat

according to the directives in 2016, which is greatly appreciated

apresiasi berupa berbagai penghargaan, baik untuk Perseroan

as seen in various awards that both the Company and its

maupun untuk anak perusahaan, diantaranya “HR Asia 20 Best

subsidiaries earned, among others, “2016 HR Asia 20 Best

Companies to Work For in Asia 2016”, “100 Fastest Growing

Companies to Work For in Asia”, “2016 100 Fastest Growing

Companies 2016”, dan “50 Best of the Best Companies 2016”

Companies”, and “2016 50 Best of the Best Companies” for the

untuk ketiga kalinya. Sementara, anak perusahaan, PT Tiga

third time. Meanwhile, the Company’s subsidiaries, PT Tiga Pilar

Pilar Sejahtera (TPS) mendapatkan peringkat Gold pada SNI

Sejahtera (TPS) was awarded Gold rating in 2016 SNI Award

Award 2016 setelah menerima penghargaan di ajang yang

after receiving the award at the same event in 2013 and 2015.

sama pada 2013 dan 2015. PT Jatisari Srirejeki (JSR) dan PT

PT Jatisari Srirejeki (JSR) and PT Subafood Pangan Jaya (SPJ) also

Subafood Pangan Jaya (SPJ) juga mendapatkan peringkat

received Silver ranking in 2016 SNI Award. We all are proud of

Silver pada SNI Award 2016. Kami semua turut bangga atas

these accolades, and the Board of Commissioners would love

penghargaan ini dan Dewan Komisaris mengucapkan selamat

to congratulate the Board of Directors for these achievements.

kepada Direksi atas pencapaian tersebut. Ke depan, kami

Going forward, we recommend that the Board of Directors

sarankan agar Direksi tetap fokus pada implementasi strategi

remain focused on implementing the strategy to ensure the

untuk memastikan penambahan nilai dan meneruskan upaya

creation of added value and continuing the initiatives to build a

membangun usaha yang berkelanjutan.

sustainable business.

Pandangan mengenai Prospek Usaha

View on Business Prospects

Industri makanan dan minuman diproyeksikan akan tetap

Food and beverage industry is projected to serve as a growth

menjadi motor penggerak di tahun 2017. Pemerintah optimistis

stimulant in 2017. The Government is optimistic that the

perekonomian nasional akan lebih stabil dan membaik di tahun

national economy would be more stable and improve in the

depan. Data dari Kementerian Perindustrian menyebutkan

following year. Based on data from the Ministry of Industry, the

sektor makanan dan minuman diproyeksikan tumbuh 7,5%-

food and beverages sector is estimated to grow by 7.5%-7.8%

7,8% di 2017. Tahun 2017 merupakan kesempatan Perseroan

in 2017. The year 2017 is the momentum for the Company to

untuk meningkatkan implementasi beberapa inisiatif strategis

enhance the implementation of several strategic initiatives that

yang telah dilakukan Perseroan sepanjang 2016, seperti

have been undertaken by the Company during the course of

salesman

2016, such as product development, the launching of exclusive

exclusive, pembentukan jalur distribusi spesial baru, dan

salesman program, the formation of a special new distribution

perluasan jaringan distribusi. Dewan Komisaris menilai bahwa

channels, and the expansion of the distribution network. The

prospek usaha yang disusun Direksi telah dirancang secara

Board of Commissioners assesses that business prospects

matang dan terukur.

composed by the Board of Directors have been well prepared in

pengembangan

produk,

peluncuran

program

a measurable manner.

30





Sepanjang 2016, Perseroan mampu mencapai total penjualan yang memenuhi lebih dari 90% dari target yang dicanangkan pada awal tahun buku. Raihan ini menunjukkan kinerja Direksi yang sangat baik. Throughout 2016, the Company managed to achieve sales growth for Food Division (TPS Food) and Rice Division (TPS Rice) that surpassed more than 90% of the targets set at the beginning of the fiscal year, which shows the excellent performance of the Board of Directors.

Penerapan Tata Kelola Perusahaan yang Baik

Good Corporate Governance Implementation

Kami menyadari bahwa sebagai Perusahaan Terbuka, Perseroan

We realize that as a Public Company, the Company has a

memiliki pemangku kepentingan yang sangat beragam, baik

very diverse stakeholders, both at national and international

pada tataran nasional maupun internasional. Oleh karena itu,

levels. Therefore, to achieve the sustainable growth vision, the

untuk mencapai tujuan pertumbuhan yang berkelanjutan,

Company is committed to reviewing the corporate governance

Perseroan berkomitmen untuk meninjau praktik tata kelola

practices in accordance with the applicable work guidelines and

perusahaan sesuai dengan pedoman kerja dan peraturan yang

regulations.

berlaku. Kami mengawasi pelaksanaan implementasi tata kelola

We supervise the application of corporate governance through

perusahaan melalui rapat gabungan antara Dewan Komisaris

joint meetings between the Board of Commissioners and Board

dan Direksi yang dilaksanakan sepanjang tahun, serta melalui

of Directors held throughout the year, as well as committees

komite-komite yang mendukung kami. Dalam pertemuan

that support us. In those routine meetings, we also oversee

rutin tersebut, kami juga melakukan pengawasan terhadap

the implementation of corporate strategy which is reflected

implementasi strategi perusahaan yang tercermin dalam

on the results of financial and operational performances in

hasil kinerja keuangan dan operasional setiap periode,

each period, as well as provide advice and recommendations

serta memberikan nasihat dan rekomendasi sesuai dengan

based on needs. We observe that the Company has increased

kebutuhan. Kami melihat bahwa Perseroan telah meningkatkan

the effectiveness of its controlling system as well as upheld the

efektivitas

transparency, accountability, responsibility, independency, and

sistem

kontrolnya

serta

menjunjung

tinggi

prinsip-prinsip transparansi, akuntabilitas, tanggung jawab,

fairness principles.

independensi, dan kewajaran.

Penilaian terhadap Komite-Komite di bawah Dewan Komisaris

Assessment on the Committees under the Board of Commissioners

Dalam rangka melakukan pengawasan dan pemberian saran

In order to monitor and actively advise the Board of Directors,

secara aktif kepada Direksi, Dewan Komisaris dibantu oleh

the Board of Commissioners is assisted by committees under the

komite-komite di bawah Dewan Komisaris yang meliputi

Board of Commissioners, which consists of Audit Committee,

Komite Audit, Komite Remunerasi dan Nominasi, serta Komite

the Remuneration and Nomination Committee, as well as

Tata Kelola Perusahaan dan Manajemen Risiko. Selama 2016,

Corporate Governance and Risk Management Committee.

komite-komite tersebut telah dengan baik mendukung tugas

All through 2016, the committees have effectively supported

dan tanggung jawab Dewan Komisaris melalui implementasi

the duties and responsibilities of the Board of Commissioners

program kerja serta fungsi masing-masing komite yang tepat.

through proper implementation of work programs and functions of each committee.


31





Tanggung Jawab Sosial Perusahaan

Corporate Social Responsibility

Perseroan menyadari bahwa keberhasilan dunia bisnis tidak hanya ditentukan oleh kinerja manajemen dan operasional yang baik, melainkan juga didukung oleh kontribusi positif bagi masyarakat dan lingkungan hidup serta para pemangku kepentingan lainnya.

The Company is aware that successful business is not only determined by excellent management and operational performances, but also the support of positive contribution to the society and the environment as well as other stakeholders.

Pada 2016, Perseroan menggalakan kegiatan “TPS Peduli Lingkungan dan Sosial” dengan tema Kerja Bakti Nasional (KBN) yang dilaksanakan di setiap lokasi perusahaan, baik kantor maupun pabrik milik Perseroan. Selain aksi kerja bakti, juga dilakukan pemberian bantuan kepada panti asuhan serta berbagai kegiatan CSR lainnya. Kegiatan-kegiatan ini dilandasi oleh visi Perseroan untuk menjadi sebuah perusahaan berwawasan nasional yang membangun Indonesia, hebat dan sukses di food and related businesses yang bereputasi dan berkontribusi meningkatkan kesejahteraan masyarakat. Ke depan, Dewan Komisaris optimis bahwa Perseroan dapat menggapai cita-cita tersebut dengan konsistensi dan komitmen untuk tumbuh bersama-sama.

In 2016, the Company promoted “TPS Environmental and Social Care” activity themed Kerja Bakti Nasional (KBN) or National Community Service, which was held in each location of the company, both at offices and factories owned by the Company. In addition to the community service activity, the Company distributed aid to orphanages and various other CSR activities. This activities are based on the Company’s vision to become a national mindset company that builds Indonesia, great and successful in the food and related businesses, which is reputable and contribute to improve the well-being of the community. Looking ahead, the Board of Commissioners is optimistic that the Company is capable of achieving these goals with consistency and commitment to grow together.

Perubahan Komposisi Anggota Dewan Komisaris

Changes in the Composition of the Board of Commissioners

Pada RUPSLB yang dilaksanakan pada 24 Maret 2016, para pemegang saham menyetujui pengunduran diri Bapak Ridha DM Wirakusumah dari jabatannya sebagai Komisaris Perseroan. Atas nama Dewan Komisaris, kami mengucapkan terima kasih kepada beliau atas kontribusi dan jasa-jasa yang telah diberikan selama bergabung dengan Perseroan. Sebagai pengganti beliau, kami menyambut Bapak Jaka Prasetya, yang diangkat sebagai Komisaris Perseroan efektif sejak penutupan RUPS.

At the EGMS convened on March 24, 2016, the shareholders resolved to approve the resignation of Mr. Ridha DM Wirakusumah from his position as Commissioner of the Company. On behalf of the Board of Commissioners, we would like to thank him for his contributions and services that have been given during his tenure in the Company. To replace him, we welcome Mr. Jaka Prasetya who is appointed as a Commissioner of the Company effective as of the closing of the GMS.

Apresiasi

Appreciation

Dewan Komisaris optimis Perseroan mampu meningkatkan pertumbuhan bisnis dengan menyikapi setiap tantangan yang ada melalui berbagai inovasi. Sebagai penutup, kami ingin menyampaikan apresiasi kepada Direksi, seluruh karyawan TPSF, mitra usaha, distributor, dan para pemegang saham atas dukungan dan kerja sama yang terjalin dengan baik selama ini. Kami siap menyongsong pertumbuhan yang menguntungkan dan berkelanjutan di tahun-tahun berikutnya.

The Board of Commissioners is optimistic that the Company is capable of increasing business growth by addressing each challenge through a variety of innovations. Finally, we would like to convey our appreciation to the Board of Directors, all employees of TPSF, business partners, distributors, and shareholders for their support and good cooperation that have been established up until now. We are ready to capture the lucrative and sustainable growth in the years to come.

Jakarta, April 2017 Atas Nama Dewan Komisaris PT Tiga Pilar Sejahtera Food Tbk On Behalf of Board of Commissioners of PT Tiga Pilar Sejahtera Food Tbk

Anton Apriyantono Komisaris Utama dan Komisaris Independen President Commissioner and Independent Commissioner 32



2

1

5 4


3


1

Anton Apriyantono Komisaris Utama dan Komisaris Independen / President Commissioner and Independent Commissioner

2

Kang Hongkie Widjaja Wakil Komisaris Utama / Vice President Commissioner

3

Hengky Koestanto Komisaris / Commissioner

4 Jaka Prasetya Komisaris / Commissioner 5

Bondan Haryo Winarno Komisaris Independen / Independent Commissioner


33





Laporan Direksi

Board of Directors Report

Joko Mogoginta Direktur Utama President Director

34





Para Pemangku Kepentingan yang Terhormat, Dear Distinguished Stakeholders, Pada tahun 2016, pertumbuhan ekonomi Indonesia mengalami

Indonesia’s economy in 2016 experienced positive growth trend.

tren peningkatan yang positif. Berdasarkan data yang dirilis

Based on data released by the Statistics Indonesia, Indonesia’s

Badan Pusat Statistik, laju ekonomi Indonesia tumbuh sebesar

economy grew by 5.02%, higher than 4.88% in 2015.

5,02%. Angka ini lebih baik dibanding 2015 yang tercatat 4,88%. Industri manufaktur nasional pada 2016 juga menunjukkan

National manufacturing industry in 2016 also demonstrated

pertumbuhan yang cukup stabil. Masyarakat kelas menengah

a relatively stable growth. The middle class population grew

tumbuh secara bertahap yang pada akhirnya membuat tren

gradually, which ultimately also increased consumption trend

konsumsi juga ikut meningkat seiring dengan kesadaran

in line with the raising public awareness of quality products.

masyarakat akan produk-produk berkualitas. Berikut adalah laporan kinerja Perseroan yang dijalankan Direksi

The following is a report on the Company’s performance carried

sepanjang 2016.

out by the Board of Directors throughout 2016.

Analisis Kinerja Perseroan 2016

2016 Company Performance Analysis

TPSF sebagai perusahaan yang bergerak di bidang food related

As a company engaged in the food related businesses field, TPSF

businesses mampu menangkap peluang pasar dengan baik.

is capable of capturing market opportunities with a thriving

Berbagai inisiatif strategis dilakukan guna mencapai tujuan

performance. Various strategic initiatives have been taken

perusahaan untuk menjadi sebuah perusahaan berwawasan

to achieve the company’s vision of becoming a nationwide

nasional

visionary company that builds Indonesia, which is reputable and

yang

membangun

Indonesia,

bereputasi,

dan

berkontribusi meningkatkan kesejahteraan masyarakat.

contribute to improve the well-being of the community.

Pada 2016, Perseroan berhasil memperluas jaringan distribusi

In 2016, the Company successfully expanded its distribution

dari 152 kota pada 2015 menjadi 171 kota melalui 74 grup

network from 152 cities in 2015 to 171 cities through 74

distributor yang tersebar di Sumatra, Jawa, Nusa Tenggara,

distributor groups spread across Sumatra, Java, Nusa Tenggara,

Kalimantan, Sulawesi, Maluku, dan Papua. Perluasan jaringan

Kalimantan, Sulawesi, Maluku and Papua. This distribution

distribusi ini didukung oleh adanya penguatan penetrasi pasar

network expansion is supported by the strengthening of market

baik di modern trade maupun general trade.

penetration both in the modern trade and general trade.

Guna meningkatkan awareness pada produk Perseroan dan

In order to raise awareness of the Company’s products and

meningkatkan jumlah outlet ritel aktif yang menjual produk

increase the number of active retail outlets selling the Company’s

Perseroan, pada kuartal III - IV 2016, TPS Rice bekerja sama

products, in quarter III - IV of 2016, TPS Rice cooperates with its

dengan distributor meluncurkan program salesman exclusive

distributors to launch an exclusive salesman program dedicated

yang khusus menjual produk Maknyuss dengan merekrut 600

to sell Maknyuss products by recruiting 600 salesmen. This is PT Tiga Pilar Sejahtera Food Tbk 2016 Annual Report

35





orang salesman. Hal ini merupakan implementasi dari strategi

an implementation of sales strategy in order to increase the

di bidang penjualan dalam rangka meningkatkan kontribusi

contribution of branded packed rice sales. Not only for TPS

penjualan branded packed rice. Tidak hanya di TPS Rice, pada

Rice, in early 2017, 400 exclusive salesmen for Bihunku and

awal 2017, sebanyak 400 salesman exclusive untuk produk

Superior products were recruited to increase TPS Food sales.

Bihunku dan Superior telah direkrut guna meningkatkan

These salesmen were provided with a module or tool kit and

penjualan TPS Food. Para salesman ini diberikan modul atau

competency development training in the sales field as well as

tool kit dan pelatihan pengembangan kompetensi di bidang

direction on target to be achieved to equip them to become a

penjualan serta arahan target yang ingin dicapai untuk

reliable salesman.

membekali mereka menjadi salesman yang andal. Selain itu, TPS Rice juga meluncurkan program Mitra Usaha

In addition, TPS Rice also launched Mitra Usaha Maknyuss

Maknyuss (MUM) dengan konsep layanan pesan antar dalam

(MUM) program with delivery concept in order to increase

upaya meningkatkan consumer engagement dengan end

consumer engagement with the end consumers so that the

consumer sehingga kebutuhan konsumen dapat dipenuhi

consumers’ needs can be directly fulfilled through distribution

langsung melalui saluran distribusi yang dekat dengan tempat

channels that are close to their residential areas. In the Food

tinggal konsumen. Pada Divisi Makanan, TPS Food memperluas

Division, TPS Food expanded its product line by launching

lini produk dengan meluncurkan beberapa produk baru,

several new products, among others Taro Corn Puff, Mie

diantaranya Taro Corn Puff, Mie Kremezz Wave, dan Superior

Kremezz Wave, and Superior Mi Goreng.

Mi Goreng. Manajemen Perseroan menilai bahwa bisnis perkebunan kelapa

The Company’s management assesses that the palm oil

sawit tidak memberikan nilai tambah positif terhadap valuasi

plantation business does not significantly provide added value

Perseroan. Total penjualan yang masih relatif kecil karena

to the Company’s valuation. Total sales were relatively small

usia kebun yang relatif muda, hutang dalam mata uang asing

due to immature plantation, debt in foreign currency with

dengan resiko kerugian kurs serta komitmen pembelanjaan

foreign exchange loss risks, as well as capital expenditure

kapital yang melebihi 30% dari belanja kapital keseluruhan,

commitment that exceeded 30% of the overall capital spending,

membuat neraca dan kinerja Perseroan menjadi kelihatan berat.

which further burdened the Company’s balance sheet and

Maka pada Mei 2016 Perseroan mendivestasi usaha TPS Palm

performance. Therefore, in May 2016, the Company divested

Oil dengan menjual sebanyak 2.864.990.000 lembar saham

its shares in TPS Palm Oil by selling its 2,864,990,000 shares

atau 78,17% kepemilikan saham Perseroan atas PT Golden

or 78.17% of the Company’s share ownership in PT Golden

Plantation Tbk kepada PT JOM Prawarsa Indonesia dengan nilai

Plantation Tbk to PT JOM Prawarsa Indonesia with transaction

transaksi sebesar Rp521,4 miliar.

value of Rp521.4 billion.

Seluruh kebijakan dan insiatif strategis yang dilakukan Perseroan

The full range of strategic policies and initiatives undertaken

sepanjang 2016 merupakan hasil pertimbangan matang yang

by the Company throughout 2016 are the result of careful

didukung oleh nasihat dan rekomendasi dari Dewan Komisaris.

consideration supported by the advice and recommendations

Hal ini tercermin dalam Laporan Keuangan Konsolidasian

from the Board of Commissioners. This is reflected on the

yang menunjukkan beberapa peningkatan. Pada 2016, angka

Consolidated Financial Statements which showed several

penjualan konsolidasi meningkat 8,90% dari Rp6.010,90 miliar

improvements. In 2016, consolidated sales figure increased

pada 2015 menjadi Rp6.545,68 miliar. Dengan perolehan

8.90% from Rp6,010.90 billion in 2015 to Rp6,545.68 billion.

tersebut, Perseroan berhasil mencatatkan laba usaha senilai

As such, the Company successfully recorded Rp1,281.74 billion

Rp1.281,74 miliar, meningkat 73,34% dari Rp739,43 miliar

of operating income, which rose 73.34% from Rp739.43 billion

pada tahun sebelumnya.

in the previous year.

Dilihat dari sisi kinerja per divisi usaha, TPS Rice memberikan

In terms of performance per business division, TPS Rice

kontribusi sebesar 61,28% dari total penjualan konsolidasi.

contributed as much as 61.28% of total consolidated sales.

Meskipun terjadi beberapa kendala akibat anomali cuaca dan

Despite some challenges arising from weather anomaly and the

musim hujan yang berkepanjangan, TPS Rice berhasil mencatat

prolonged rainy season, TPS Rice managed to record sales of

angka penjualan sebesar Rp4.011,18 miliar yang meningkat

Rp4,011.18 billion which increased by 1.28% of sales in 2015

sebesar 1,28% dari angka penjualan tahun 2015 sebesar

that amounted to Rp3,960.37 billion. Meanwhile, TPS Rice’s

36





Pada 2016, Perseroan berhasil memperluas jaringan distribusi dari 152 kota pada 2015 menjadi 171 kota yang mencakup 74 grup distributor. In 2016, the Company successfully expanded its distribution network from 152 cities in 2015 to 171 cities through 74 distributor groups.

Rp3.960,37 miliar. Sementara laba kotor TPS Rice meningkat

gross profit rose by 38.76% from Rp562.15 billion to Rp780.04

sebesar 38,76% dari Rp562,15 miliar menjadi Rp780,04 miliar.

billion. This achievement is supported by an increase in branded

Pencapaian ini didukung oleh adanya peningkatan penjualan

packed rice sales which contributed to 25% of total TPS Rice

branded packed rice yang kontribusinya mencapai 25% dari

sales in 2016.

total penjualan TPS Rice tahun 2016. TPS Food yang memproduksi basic food dan consumer food

TPS Food, which produces basic food and consumer food,

berhasil membukukan total penjualan sebesar Rp2.497,60

successfully booked total sales of Rp2,497.60 billion, increased

miliar, meningkat 29,96% dari tahun sebelumnya yang tercatat

by 29.96% from Rp1,921.82 billion in the previous year

sebesar Rp1.921,82 miliar dengan kontribusi penjualan basic

with sales contribution from basic food and consumer food

food dan consumer food masing-masing sebesar 42,17% dan

amounting to 42.17% and 57.83% respectively to total sales

57,83% terhadap total penjualan TPS Food.

of TPS Food.

Orang yang Tepat dan Sistem yang Baik

The Good People and the Good System

Pada 2016, Perseroan melaksanakan program Crafting

In 2016, the Company carried out a Crafting Future Leaders

Future Leaders yang merupakan strategic module untuk

program, which is a strategic module for the development

pengembangan insan TPSF yang dapat mengakselerasi

of TPSF people that can accelerate the Company’s growth.

pertumbuhan Perseroan. Dalam program ini, dilakukan

Through this program, we provide intensive briefing on the

pembekalan mengenai strategi jangka panjang, pengetahuan,

long-term strategy, knowledge, soft skills, and attitude required

soft skill, dan attitude yang dibutuhkan Perusahaan.

by the Company.

Selain peningkatan kompetensi di bidang sumber daya manusia,

In addition to the increased competence in human resources

inovasi dalam sistem teknologi informasi juga dilakukan

field, innovation in the information technology system is

untuk memberikan nilai tambah bagi Perseroan. Pada 2016,

also performed to provide added value for the Company. In

Perseroan mengimplementaskan aplikasi e-approval untuk

2016, the Company implemented an e-approval application

kebutuhan karyawan yang diakses melalui intranet. Perseroan

to accommodate the employee’s needs that can be accessed

juga mengimplementasikan Sales Force Automation, suatu

via intranet, in addition to Sales Force Automation, a sales

aplikasi penjualan yang berjalan di platform smartphone.

application running on the smartphone platform.

Prospek Usaha

Business Prospects

Sebagai negara dengan populasi lebih dari 250 juta penduduk,

As a country with a population of more than 250 million people,

industri makanan akan selalu menempati posisi yang penting

food industry will continue to be a significant and promising

dan menjanjikan di Indonesia. Tingginya angka konsumsi pada

business in Indonesia. High consumption rate in the food

industri makanan menjadi katalis positif pertumbuhan ritel

industry is a positive catalyst to the national retail growth in the

nasional ke depan. Meningkatnya populasi penduduk dengan

future. Among the factors that stimulate retail industry growth

bonus demografi, meningkatnya masyarakat kelas menengah,

are the burgeoning population with demographic bonus, the

urbanisasi, dan tingkat optimisme konsumen yang kuat menjadi

growing number of the middle class people, urbanization, and

pendorong pertumbuhan industri ritel.

robust consumer optimism level.


37





Melihat tingginya konsumsi beras per kapita di Indonesia,

Seeing the high rice consumption rate per capita in Indonesia,

Perseroan optimistis bahwa produk branded packed rice yang

the Company is optimistic that the branded packed rice products

terjaga kualitasnya merupakan solusi bagi masyarakat dan

with consistent quality standard would be a great solution for

peluang bagi TPSF. Strategi dalam bidang pemasaran dan

the society and opportunity for TPSF. Strategy on marketing

penjualan TPS Rice, khususnya untuk produk Maknyuss akan

and sales of TPS Rice, especially for Maknyuss products, will be

terus ditingkatkan seiring dengan penambahan outlet ritel aktif

continuously improved in line with the expansion of active retail

di berbagai daerah distribusi.

outlet across distribution areas.

Besarnya pasar snack food (snack food market), baik untuk

The big snack food market, be it for babies, children or

kalangan bayi, anak-anak maupun remaja, menunjukkan

adolescents,

besarnya peluang Perseroan untuk terus mengembangkan

opportunities is to continuously develop its snack production,

produksi snack, baik dengan meluncurkan produk baru,

either by launching new products, or developing the existing

maupun mengembangkan produk yang sudah ada melalui

products through effective marketing strategy to maintain

strategi pemasaran yang efektif guna mempertahankan

consumer’s loyalty.

shows

how

considerable

the

Company’s

loyalitas konsumen. Melihat grafik perekonomian yang sudah mulai tumbuh

Looking at the economic growth trend that begins to increase

kembali dan kondisi pasar yang semakin bergairah, kami

and more vigorous market conditions, we are confident that

percaya target penjualan pada 2017 akan lebih optimal.

our sales target in 2017 will be more optimum. The Company

Perseroan memproyeksikan pertumbuhan penjualan sebesar

estimates that 2017 sales growth will reach 16.33% and

16,33% dan marjin laba kotor konsolidasi menjadi 26,50%.

consolidated gross profit margin will grow to 26.50%. The

Direksi siap menangkap setiap peluang serta beradaptasi

Board of Directors is ready to capture any challenge and adapt

dengan perubahan lingkungan bisnis yang semakin kompleks

to the dynamic business environment that becomes increasingly

pada masa mendatang.

complex in the years to come.

Penerapan Tata Kelola Perusahaan

Implementation of Corporate Governance

Implementasi prinsip-prinsip tata kelola perusahaan yang baik

The consistent implementation of Good Corporate Governance

atau Good Corporate Governance (GCG) secara konsisten dapat

(GCG) principles may lead the Company to achieve sustainable

membawa Perseroan mencapai kinerja yang berkelanjutan.

performance. The Board of Directors continuously strives to

Direksi terus berupaya meningkatkan penerapan prinsip GCG

improve the implementation of GCG principles in a transparent,

secara transparan, efektif, dan efisien. Pada 2016, penerapan

effective and efficient manner. In 2016, GCG is performed

GCG dilakukan melalui pengembangan kompetensi sumber

through the development of human resource competency,

daya manusia, pemutakhiran sistem teknologi informasi, serta

updating of information technology system, and good

penyampaian komunikasi yang baik dengan pemegang saham

communication with shareholders and stakeholders. In the

dan para pemangku kepentingan. Dalam jangka panjang, kami

long-term, we are committed to continuously improving the

bertekad untuk terus meningkatkan implementasi GCG dengan

Company’s GCG implementation by applying GCG instruments

menerapkan instrumen-instrumen GCG sebagai pedoman

as a guideline in performing sustainable corporate governance.

dalam menjalankan tata kelola perusahaan yang berkelanjutan.

38



3

2 1



1 Joko Mogoginta Direktur Utama / President Director 2 Budhi Istanto Direktur / Director 3 Jo Tjong Seng Direktur Independen / Independent Director


39





Perubahaan Komposisi Direksi

Changes in the Composition of the Board of Directors

Pada 2016, komposisi Direksi Perseroan tidak mengalami

In 2016, the composition of the Board of Directors of the

perubahan.

Company did not change.

Apresiasi

Appreciation

Di penghujung laporan ini, mewakili jajaran Direksi Perseroan,

To conclude this report, on behalf the Company’s Board of

saya

kepada

Directors, I would like to express my greatest appreciation

seluruh Pemegang Saham, Dewan Komisaris, serta seluruh

to all Shareholders, Board of Commissioners, and all other

pemangku kepentingan lainnya atas dedikasi, partisipasi, dan

stakeholders for their dedication, participation, and support

dukungan yang telah diberikan kepada Perseroan sampai saat

that have been given to the Company up until now. Our high

ini. Penghargaan yang tinggi juga diberikan kepada seluruh

appreciation is also extended to all TPSF people for their totality,

insan TPSF atas totalitas, loyalitas dan profesionalismenya

loyalty and professionalism at work. Through a series of policies

dalam bekerja. Melalui serangkaian kebijakan dan inovasi yang

and innovations that have been carried out so far, we hope that

telah dilakukan selama ini, kami berharap Perseroan dapat

the Company can create multiple growth and multiple jumps in

menciptakan multiple growth dan multiple jumping di setiap

every business line and attain higher achievements. Let us move

lini bisnis dan dapat menggapai pencapaian-pencapaian yang

forward together to reach a brighter future for the Company.

menyampaikan

apresiasi

sebesar-besarnya

lebih tinggi lagi. Mari bersama melangkah menuju masa depan Perseroan yang lebih baik.

Jakarta, April 2017 Atas Nama Direksi PT Tiga Pilar Sejahtera Food Tbk On Behalf of Board of Directors of PT Tiga Pilar Sejahtera Food Tbk


40





profil perusahaan

company profile PT Tiga Pilar Sejahtera Food Tbk 2016 Annual Report

41





Identitas Perusahaan

Company Identity Nama Perusahaan Company Name

PT Tiga Pilar Sejahtera Food Tbk

Bidang Usaha Line of Business

Perdagangan, Perindustrian dan Ketenagalistrikan Trading, Industry and Electricity

Tanggal Pendirian Date of Establishment

26 Januari 1990 January 26, 1990

Dasar Hukum Pendirian Legal Basis of Establishment

Akta No. 143 Deed No. 143

Modal Dasar Authorized Capital

Rp998.000.000.000 Rp998,000,000,000

Modal Ditempatkan dan Disetor Penuh Issued and Fully Paid-in Capital

Rp684.220.000.000 Rp684,220,000,000

Pencatatan di Bursa Listing at the Stock Exchange

11 Juni 1997 June 11, 1997

Kode Emiten Ticker Code

AISA

Pemegang Saham per 31 Desember 2016 Shareholders as of December 31, 2016

Masyarakat 36,95%; PT Tiga Pilar Corpora 20,74%; JPMCB NA RE-Trophy Investors I Ltd 9,33%; Trophy 2014 Investor Limited 9,09%; Primanex Pte Ltd 6,59%; Morgan Stanley and Co. LLC - Client Account 6,52%; Pandawa Treasures Pte. Ltd 5,40%; dan Primanex Limited 5,38%. Public 36.95%; PT Tiga Pilar Corpora 20.74%; JPMCB NA RE-Trophy Investors I Ltd 9.33%; Trophy 2014 Investor Limited 9.09%; Primanex Pte Ltd 6.59%; Morgan Stanley and Co. LLC - Client Account 6.52%; Pandawa Treasures Pte. Ltd 5.40%; dan Primanex Limited 5.38%.

Jumlah Tenaga Kerja Total Employees

8.100 orang 8,100 people

Alamat Kantor Pusat Head Office Address

Gd. Plaza Mutiara Lt. 16 Suite 1601, Jl. Dr. Ide Anak Agung Gde Agung Kav. E.1.2 No. 1&2 (d/h Jl. Lingkar Mega Kuningan), Kawasan Mega Kuningan, Kel. Kuningan Timur, Kec. Setiabudi, Jakarta Selatan – 12950 Jl. Dr. Ide Anak Agung Gde Agung Kav. E.1.2 No. 1&2 (formerly Jl. Lingkar Mega Kuningan), Kawasan Mega Kuningan, Kel. Kuningan Timur, Kec. Setiabudi, South Jakarta – 12950

Telepon Kantor Pusat Head Office Phone

+62 21 57956768

Faksimili Kantor Pusat Head Office Facsimile

+62 21 57853456

Surat Elektronik E-Mail

[email protected]

Situs Website

www.tigapilar.com

42





Sekilas Perusahaan

Company in Brief

Perseroan didirikan pada 1992 dengan nama PT Tiga Pilar Sejahtera oleh Bapak Joko Mogoginta, Bapak Budhi Istanto, dan Bapak Priyo Hadisutanto (Almarhum). Pada awal berdirinya, produk utama Perseroan adalah bihun kering dan mie kering.

The Company was established in 1992 under the name of PT Tiga Pilar Sejahtera by Mr. Joko Mogoginta, Mr. Budhi Istanto, and the late Mr. Priyo Hadisutanto. During its first establishment, the Company’s main products were dried vermicelli and dried noodle.

Seiring dengan perkembangan perusahaan, pada 1995, Perseroan membangun pabrik baru di Karanganyar, Jawa Tengah. Kemudian pada 2000, Perseroan membangun pabrik makanan terintegrasi seluas 25 Ha yang berlokasi di Sragen, Jawa Tengah. Pabrik makanan terintegrasi ini memproduksi bermacam produk makanan olahan atau makanan jadi, bukan hanya bihun dan mie kering saja, tetapi juga mie instan, biskuit, dan makanan ringan.

In line with the Company’s development, the Company began to construct a new factory in Karanganyar, Central Java, in 1995, as well as a 25-hectare integrated food factory in Sragen, Central Java, in 2000. This integrated food factory produces various ready-to-cook and ready-to-eat food, not only vermicelli and dried noodles, but also instant noodles, biscuits, and snacks.

Perseroan semakin mengukuhkan keberadaannya dengan melantai di Bursa Efek Indonesia pada 2003 menjadi perusahaan publik dan berubah nama menjadi PT Tiga Pilar Sejahtera Food Tbk dengan kode emiten AISA melalui proses backdoor listing dengan mengakuisisi PT Asia Inti Selera yang merupakan produsen mie telor dengan merek dagang Ayam 2 Telor.

The Company further strengthened its existence as it listed its shares in Indonesia Stock Exchange in 2003 to become public company and changed its name to PT Tiga Pilar Sejahtera Food Tbk with ticker code AISA. This was performed through backdoor listing process in which the Company acquired PT Asia Inti Selera, a producer of Ayam 2 Telor brand egg noodle.

Pada 2010, Perseroan memasuki bisnis beras dengan mengakuisisi PT Dunia Pangan (DP) yang bergerak di bidang perdagangan beras dan mengakuisisi pabrik beras PT Jatisari Srirejeki. Sampai dengan 2016, DP memiliki lima anak perusahaan yang bergerak dalam produksi dan perdagangan beras dengan total kapasitas sebesar 480.000 ton per tahun.

In 2010, the Company entered rice business by acquiring PT Dunia Pangan, which is engaged in rice trading sector, and rice factory namely PT Jatisari Srirejeki. As of 2016, DP owns five subsidiaries engaged in rice production and trading with a total capacity of 480,000 tons per year.

Guna mencapai perbaikan yang berkelanjutan dalam produktivitas dan efisiensi, Perseroan menerapkan sistem manajemen mutu yang kompleks dan melengkapi diri dengan Sertifikat ISO 9001:2000 yang diperoleh pada 2002. Perseroan sangat memahami bahwa sistem manajemen mutu dan sistem yang menjamin program keamanan pangan harus berjalan secara konsisten. Selain itu, Perseroan juga memastikan produk hasil produksi Perseroan adalah produk halal yang telah melalui proses sertifikasi halal. Sampai saat ini, Perseroan dan anak perusahaan telah memeroleh sejumlah sertifikasi, diantaranya Sertifikat Halal dari Lembaga Pengkajian Pangan, Obat-obatan dan Kosmetika – Majelis Ulama Indonesia (LPPOM-MUI), Status Sistem Jaminan Halal (SJH) dari LPPOM-MUI dengan Level “A” atau “Sangat Baik”, Sertifikat Sistem Manajemen Keamanan Pangan (SMKP/FSMS) ISO 22000:2009 dan Sertifikat HACCP dari Lembaga Sertifikasi Terakreditasi (Laboratorium Terpadu Institut Pertanian Bogor dan Mutu Agung Lestari).

In order to attain sustainable improvement in productivity and efficiency in production, the Company implements complex quality management systems and manages to achieve the ISO 9001:2000 certificate in 2002. The Company fully understands that both the quality management system and food security system must go hand-in-hand consistently. Moreover, the Company also ensures that its products have undergone the halal certification process and received halal certificate. As of today, the Company and its subsidiaries have obtained several certifications, such as the Halal Certificate from Assessment Institute for Foods, Drugs, and Cosmetics – The Council of Indonesian Ulama (LPPOM-MUI), Halal Assurance System (SJH) Status from LPPOM-MUI with A Level or “Excellent”, Food Security Management System Certificate (FSMS) of ISO 22000:2005, and HACCP Certificate from an Accredited Certification Institution (An Integrated Laboratory of Bogor Agricultural University and Mutu Agung Lestari). PT Tiga Pilar Sejahtera Food Tbk 2016 Annual Report

43





VISI DAN MISI PERUSAHAAN

Vision and Mission

Vision and Mission

Visi Vision Menjadi sebuah perusahaan berwawasan Nasional yang membangun Indonesia, hebat, dan sukses di “food and related businesses” yang bereputasi dan berkontribusi meningkatkan kesejahteraan masyarakat.

To become a Nation-wide visionary company that builds Indonesia, to become great and successful in the “food and related businesses” which is reputable and contribute to improve social welfare.

Misi Mission 1. Menyediakan barang dan jasa yang berkualitas

1. To provide quality goods and services and

dan inovatif di bidang “food and related

innovative in “food and related businesses”

businesses” yang mampu menciptakan nilai

which is able to create added value for all our

tambah untuk semua pelanggan kita.

customers.

2. Menjadi perusahaan yang hebat dengan cara membangun sistem jalur ganda dalam organisasi kita: “Orang yang tepat dan sistem yang baik”.

2. To become a great company by building a double track system in our organization: “The good people and the good system”.

3. Membangun budaya disiplin dan Sumber Daya

3. To build a culture of discipline and learning

Manusia pembelajar untuk memaksimalkan

People to maximize the strength of our

kekuatan karyawan dan organisasi kita.

employees and our organization.

4. Memiliki kekuatan seperti perusahaan multinasional namun dengan kelincahan seperti

4. To possess strength as multinational company, with agility as a small business company.

sebuah perusahaan kecil. 5. Menjunjung tinggi nilai-nilai profesionalisme dan Tata Kelola Perusahaan yang baik. 6. Secara konsisten memberikan keuntungan di atas standar pasar atas dana Pemegang Saham.

44


5. To uphold the values of professionalism and Good Corporate Governance. 6. To consistently provide benefits above market standards on Shareholders’ funds.




Keterangan: Visi dan Misi Perusahaan telah dibahas, dikaji, dan disetujui oleh Dewan Komisaris dan Direksi. Description: The Company’s Vision and Mission has been discussed, reviewed, and approved by the Board of Commissioners and Board of Directors.

Nilai-Nilai Hakiki Company Values

Integritas Konsistensi antara tindakan dengan nilai, prinsip, dan keyakinan

Integrity Consistency between the actions with the values, principles and beliefs

Budaya Disiplin Tanggung jawab yang dipenuhi dalam suatu kerangka kerja dan kerangka waktu

Culture of Discipline Fulfilling responsibility within a framework and timeline

Kekuatan Suatu Kelincahan Kemampuan menjadi besar dan kecepatan bergerak

Strength of Agility The capability to be greater and faster

Kerja Sama Tim Interaksi, koordinasi dan komunikasi dalam mencapai tujuan

Teamwork Interaction, coordination and communication in achieving common goals

Perbaikan Berkesinambungan Kaizen, usaha terus menerus untuk memperbaiki proses yang terjadi dalam sebuah organisasi

Continuous Improvement Kaizen, a continuous effort to improve the ongoing processes in an organization


45





Bidang usaha

Line of Business

Kegiatan Usaha

Business Activities

Menurut Anggaran Dasar Perusahaan, TPSF menjalankan

According to the Company’s Articles of Association, TPSF

kegiatan usaha dengan maksud dan tujuan melakukan usaha

conducts business activities in the field of trading, industry,

dalam bidang perdagangan, perindustrian, perkebunan,

plantation, agriculture, electricity and services. Until 2016, the

pertanian, ketenagalistrikan dan jasa. Sampai dengan 2016,

Company has run business in trading, industrial and power

Perseroan telah menyelenggarakan kegiatan usaha pada bidang

plant sectors. Such activities are carried out by its two business

perdagangan, perindustrian dan ketenagalistrikan. Kegiatan

divisions, namely Food Division or TPS Food and Rice Division

usaha tersebut dijalankan melalui dua divisi usaha, yaitu Divisi

or TPS Rice.

Makanan atau TPS Food dan Divisi Beras atau TPS Rice.

Produk dan Jasa

Products and Services

TPS FOOD (Divisi Makanan)

TPS FOOD (Food Division)

TPS Food memproduksi makanan dasar (basic food) dan makanan

konsumsi

(consumer

food).

Makanan

TPS Food produces basic food and consumer food. Basic

dasar

food is a type of product that has to be processed before

merupakan jenis produk yang harus diolah terlebih dahulu

being consumed. This type of product is commonly used by

sebelum dikonsumsi, biasanya banyak digunakan oleh ibu

housewife and vendors as cooking ingredients for foods to be

rumah tangga serta pedagang yang menggunakannya sebagai

served to end-consumers. Meanwhile, consumer food is a type

bahan masakan yang akan mereka sajikan kepada konsumen

of product that can be directly consumed by end-consumers.

akhir. Makanan konsumsi adalah produk makanan yang dapat dikonsumsi langsung oleh konsumen akhir. Produk makanan produksi TPSF telah memenuhi persyaratan

Food products produced by TPSF have complied with the quality

mutu dan memperoleh sertifikat Standar Nasional Indonesia

requirements and received Indonesia National Standards (SNI)

(SNI).

certificate.

Makanan Dasar / Basic Food Mie Kering / Dried Noodle • Superior • Ayam 2 Telor • Filtra • Kurma • Spider Bihun / Vermicelli • Bihunku • Tanam Jagung • Panen Jagung • Pilihan Bunda

46





Makanan Konsumsi / Consumer Food Mie Instan (snack) / Instant Noodle (snack) • Mie Kremezz Wafer stick dan snack ekstrusi / Wafer stick and extrusion snack • Taro • Bravo • Pio Biskuit / Biscuit • Growie Permen / Candy • Gulas TPS RICE (Divisi Beras)

TPS RICE (Rice Division)

Perseroan memproduksi berbagai produk beras sesuai dengan

The Company produces various rice products in accordance

kebutuhan dan selera masyarakat dimana produknya terbagi

with the needs and taste of the public, in which the products

dalam dua klasifikasi, yaitu branded packed rice dan branded

are divided into two classifications, namely branded packed rice

bulk rice.

and branded bulk rice.

Beras hasil produksi TPSF selain telah sesuai dengan persyaratan

In addition to complying with the quality regulations in Indonesia

mutu Standar Nasional Indonesia (SNI) 6128:2008, juga

National Standard (SNI) 6128:2008, rice products produced by

telah tersertifikasi ISO 22000:2005, yaitu Sistem Manajemen

TPSF have been certified with ISO 22000:2005, namely the Food

Keamanan Pangan. Beras tersebut diproses dengan teknologi

Safety Management System. All rice products are processed

tinggi tanpa bahan kimia sehingga menghasilkan beras tanpa

with state-of-the-art technology to produce rice that is without

3P, yaitu tanpa pemutih, tanpa pengawet dan tanpa pewangi.

3P, namely without bleaching (Pemutih), without preservatives

Selain langsung menjual kepada konsumen terakhir melalui

(Pengawet) and without fragrance (Pewangi). Aside from

distributor, TPSF bekerja sama dengan beberapa Horeka (Hotel,

direct selling to end-user consumers through distributors, TPSF

Restoran dan Katering) terkemuka di Indonesia untuk suplai

collaborates with a number of leading Hotels, Restaurants and

beras.

Catering Services (Horeka) in Indonesia to supply rice.

Branded Packed Rice • Ayam Jago • Maknyuss • Desa Cianjur • Rojolele Dumbo

Branded Bulk Rice • Kepala Jago • AI

• Jatisari • Istana Bangkok • AI Platinum • Rumah Adat


47





STRUKTUR ORGANISASI

Organization Structure

Dewan Komisaris

Board of Commissioners

Komisaris Utama dan Komisaris Independen • President Commissioner and Independent Commissioner Anton Apriyantono Wakil Komisaris Utama • Vice President Commissioner Kang Hongkie Widjaja Komisaris • Commissioner Hengky Koestanto

Komite Audit

Audit Committee

Ketua • Chairman Anton Apriyantono (Komisaris Utama dan Komisaris Independen / President Commissioner and Independent Commissioner) Anggota • Member Bondan Haryo Winarno (Komisaris Independen / Independent Commissioner) Anggota • Member Sudibyo Hartanto

Komisaris • Commissioner Jaka Prasetya Komisaris Independen • Independent Commissioner Bondan Haryo Winarno

Anggota • Member Widjojo Kusumo

Komite Nominasi & Remunerasi Nomination & Remuneration Committee

Direksi

Board of Directors

Ketua • Chairman Bondan Haryo Winarno (Komisaris Independen / Independent Commissioner)

Direktur Utama • President Director Joko Mogoginta Direktur • Director Budhi Istanto

Anggota • Member Kang Hongkie Widjaja (Komisaris / Commissioner)

Direktur Independen • Independent Director JoTjong Seng

Anggota • Member Hengky Koestanto (Komisaris / Commissioner) Anggota • Member Lestian Nandar

Komite Manajemen Risiko & GCG Risk Management & GCG Committee

Sekretaris Perusahaan Corporate Secretary

Desilina

Internal Audit Internal Audit

Azhery Sepestian

Finance Coordinator Sjambiri Lioe

Corporate Controller Hartanto Wibowo

Manufacturing Hendra Adi Subrata

Central Purchasing Ninik Dewi Vidiana

Corporate HRD Hany Gungoro

Corporate Finance Yulianni Liyuwardi

System & Technology Harsinto Huang

Marketing Tani Sulaeman Pepy Alamsjah Hetty H. Kusumaningrum Sales and Commercial Tjoa Hock Wie Raimond Bing Lesnussa

48


Ketua • Chairman Anton Apriyantono (Komisaris Utama dan Komisaris Independen / President Commissioner and Independent Commissioner) Anggota • Member Bondan Haryo Winarno (Komisaris Independen / Independent Commissioner)




Profil Dewan Komisaris

Board of Commissioners Profile

Warga Negara Indonesia, 57 tahun, berdomisili di Indonesia. Beliau diangkat menjadi Komisaris Utama dan Komisaris Independen Perseroan berdasarkan Akta No. 70 tanggal 13 Juli 2015. Beliau juga menjabat sebagai Ketua Komite Audit dan Ketua Komite Tata Kelola Perusahaan dan Manajemen Risiko Perseroan. Saat ini, beliau menjabat sebagai Komisaris PT JSB sejak 2015, Komisaris Independen PT Bakrie Sumatera Plantation Tbk sejak 2010, dan Komisaris di PT INFIAD sejak 2010. Sebelumnya, beliau pernah menjabat sebagai Menteri Pertanian Republik Indonesia (2004-2009), Dosen di Institut Pertanian Bogor (1982-2010), Dosen dan anggota Dewan Penyantun di Universitas Bakrie, serta Komisaris PT Dunia Pangan (2011-2012) dan Presiden Komisaris PT Pertani (2011-2016). Beliau menyelesaikan pendidikan di Institut Pertanian Bogor jurusan Teknologi Hasil Pertanian pada 1982, dan memperoleh gelar Magister pada tahun 1988 dari Institut Pertanian Bogor jurusan Ilmu Pangan. Kemudian beliau memperoleh gelar Doktor di Universitas Reading, UK Keahlian Kimia Pangan pada tahun 1992. An Indonesian citizen, 57 years old, domiciled in Indonesia. Mr. Anton Anton Apriyantono Komisaris Utama dan Komisaris Independen President Commissioner and Independent Commissioner

Apriyantono was appointed as the Company’s President Commissioner and Independent Commissioner pursuant to Deed No. 70 dated July 13, 2015. He concurrently serves as a Chairman of the Audit Committee of the Company and a Chairman of the Corporate Governance and Risk Management Committee of the Company. He currently holds the position of Commissioner of PT JSB since 2015, Independent Commissioner of PT Bakrie Sumatera Plantation Tbk since 2010, and Commissioner of PT INFIAD since 2010. Previously, he had served as the Minister of Agriculture of the Republic of Indonesia (2004-2009), a Lecturer at the Bogor Agricultural University (1982-2010), as well as a Lecturer and member of Forbearing Board at Bakrie University and a Commissioner of PT Dunia Pangan (2011-2012) and as a President Commissioner of PT Pertani (2011-2016). He graduated from Bogor Agricultural University, majoring in Agricultural Technology in 1982, and obtained Master’s Degree in 1988 from Bogor Agricultural University, majoring in Food Science. He later earned a Doctorate in Food Chemistry from University of Reading, UK in 1992.


49


Kang Hongkie Widjaja Wakil Komisaris Vice President Commissioner




Warga Negara Indonesia, 60 tahun,

An Indonesian citizen, 60 years old,

berdomisili

domiciled in Indonesia. Mr. Kang

di

Indonesia.

Beliau

diangkat sebagai Wakil Komisaris

Hongkie

Perseroan

sejak

was

appointed

1997

as the Company’s Vice President

berdasarkan Akta No. 195 tanggal 25

Commissioner since 1997 pursuant

Januari 1997. Beliau juga menjabat

to Deed No. 195 dated January 25,

sebagai Anggota Komite Nominasi dan

1997. He is also one of the Members

Remunerasi Perseroan. Sebelumnya,

of the Company’s Nomination and

beliau

Remuneration

pernah

tahun

Widjaja

menjabat

sebagai

Committee.

Prior

Direktur Pabrik Mie Asia (1980-1993),

to serving his current position, he

Direktur PT Asia Cemerlang Perdana

served as a Director of Pabrik Mie

(1983-1990), dan Direktur Utama PT

Asia (1980-1993), Director of PT Asia

Nagamas Sakti Perkasa (1985-1998).

Cemerlang Perdana (1983-1990), and

Beliau

pendidikan

President Director of PT Nagamas Sakti

pada Belair Management Business

menyelesaikan

Perkasa (1985-1998). He completed

College, London, pada 1977 dan

his education at Belair Management

lulusan Universitas Trisakti, Jakarta,

Business College, London, in 1977,

pada 1982.

and graduated from Trisakti University, Jakarta, in 1982.


An

berdomisili

Beliau

old, domiciled in Indonesia. Mr.

diangkat sebagai Komisaris PT Tiga

Hengky Koestanto was appointed

Pilar Sejahtera Food, Tbk berdasarkan

as a Commissioner of PT Tiga Pilar

Akta No. 76 tanggal 28 Juni 2011.

Sejahtera Food, Tbk pursuant to Deed

Beliau juga menjabat sebagai Anggota

No. 76 dated June 28, 2011. He is also

Komite Nominasi dan Remunerasi

one of the Members of the Company’s

Perseroan.

Nomination


memulai

Business

karier

Indonesian

citizen,

and

41

years

Remuneration

Development

Committee. He began his career as

Manager PT Tiga Pilar Sejahtera (1999),

a Business Development Manager at

kemudian pernah menjabat sebagai

PT Tiga Pilar Sejahtera (1999) before

Direktur

Perseroan

being appointed as the Company’s

(2007). Selain itu, beliau juga pernah

Operational Director (2007). He had

memegang berbagai posisi penting

also held other several key positions,

lainnya,

Operasional

PT

such as Director of PT Poly Meditra

Poly Meditra Indonesia (2006-2012)

diantaranya

Indonesia (2006-2012) and Director

dan Direktur PT Tiga Pilar Sejahtera

of PT Tiga Pilar Sejahtera (2000-2013).

(2000-2013). Beliau menyelesaikan

He completed his education at the

pendidikan di University of Minnesota

University of Minnesota Twin Cities,

Twin Cities di bidang Science in Bio-

Department of Science in Bio-system

system and Agricultural Engineering

and Agricultural Engineering in 1998.

pada 1998.

50

Indonesia.

Beliau

sebagai

Hengky Koestanto Komisaris Commissioner

di

Direktur



Warga Negara Indonesia, 66 tahun, berdomisili di Indonesia. Beliau menjabat sebagai Komisaris Independen di Perseroan sejak 2009 berdasarkan Akta No. 63 tanggal 25 Juni 2009. Beliau juga menjabat sebagai Ketua Komite Nominasi dan Remunerasi, Anggota Komite Audit, dan Anggota Komite Tata Kelola Perusahaan dan Manajemen Risiko Perseroan. Beliau sempat menempuh pendidikan di Fakultas Teknik Arsitektur Universitas Diponegoro kemudian memilih bekerja di Departemen Pertahanan dan Keamanan. Beliau juga menjalani berbagai pekerjaan jurnalistik, antara lain sebagai kolumnis Kompas dan Tempo, serta pemimpin redaksi Majalah SWA dan Harian Suara Pembaruan. Beliau juga pernah bekerja sebagai Konsultan Bank Dunia dan Direktur sebuah perusahaan hasil laut di Amerika Serikat, sebelum kemudian dikenal sebagai presenter kuliner di televisi. Sampai saat ini, beliau aktif menulis berbagai buku. Beliau menerima Satya Lencana Pembangunan atas jasajasanya kepada Negara pada 1988.

An Indonesian citizen, 66 years old, domiciled in Indonesia. Mr. Bondan Haryo Winarno has been serving as an Independent Commissioner of the Company since 2009 pursuant to Deed No. 63 dated June 25, 2009. He concurrently serves as a Chairman of the Nomination and Remuneration Committee of the Company, a Member of the Audit Committee of the Company and a Member of the Corporate Governance and Risk Management Committee of the Company. He once took education in Diponegoro University, Faculty of Architecture Engineering, and chose to work in the Defense and Security Department. He was also engaged in journalism field, working as a columnist for Kompas and Tempo and served as the editorin-chief of SWA Magazine and Harian Suara Pembaruan. Moreover, he used to work as a Consultant in World Bank and served as a Director of a seafood company in the USA, prior to his fame as a culinary TV presenter. To date, he continues writing several books. In 1988 he received the medal of Satya Lencana Pembangunan for his contribution to the Country.

Warga Negara Singapura, 45 tahun, berdomisili di Singapura. Beliau diangkat menjadi Komisaris Perseroan berdasarkan Akta No. 140 tanggal 24 Maret 2016. Saat ini, beliau juga menjabat sebagai Managing Director di KKR Singapore sejak 2014. Sebelumnya, beliau pernah menjabat sebagai Managing Partner di Leafgreen Capital Partners dan CEO di United Fiber System di Singapore. Karier kerja sebelumnya di investment banking dimulai pada 1998 di UBS dan Merrill Lynch Hong Kong, dan Deutsche Bank Singapore. Beliau juga pernah menjabat sebagai Komisaris PT Golden Plantation Tbk (2014-2015). Beliau menerima gelar Sarjana Teknik Elektro dari Institut Teknologi Bandung pada 1994 dan MBA dari MIT Sloan School of Management pada 1998.

A Singaporean citizen, 45 years old, domiciled in Singapore. Mr. Jaka Prasetya was appointed as the Company’s Commissioner pursuant to Deed No. 140 dated March 24, 2016. In addition to his current position, he has been serving as the Managing Director of KKR Singapore since 2014. Previously, he serves as the Managing Partner at Leafgreen Capital Partners and CEO at the United Fiber System in Singapore. His previous careers include serving in investment banking field from 1998 at UBS and Merrill Lynch in Hong Kong and at Deutsche Bank in Singapore. He once served as a Commissioner at PT Golden Plantation Tbk (2014-2015). He graduated from Bandung Institute of Technology in 1994 with a Bachelor’s degree in Electrical Engineering and from the MIT Sloan School of Management in 1998 with a Master’s degree in Business Administration.


Bondan Haryo Winarno Komisaris Commissioner

Jaka Prasetya Komisaris Commissioner


51





Profil direksi

Board of Directors Profile


Budhi Istanto Direktur Director

52


Warga Negara Indonesia, 49 tahun, berdomisili di Indonesia. Beliau diangkat menjadi Direktur Utama Perseroan berdasarkan Akta No. 17 tanggal 11 Juni 2003. Karier Beliau dimulai dengan mendirikan PT Tiga Pilar Sejahtera pada tahun 1992. Saat ini, beliau juga menjabat sebagai Komisaris PT Poly Meditra Indonesia sejak 2014 dan Komisaris PT Tiga Pilar Sejahtera sejak 2014. Sebelumnya, beliau pernah menjabat sebagai Direktur Utama PT Tiga Pilar Sejahtera (1992-2013) dan Komisaris Utama PT Bumiraya Investindo (2006-2015). Beliau lulus dari Universitas Gajah Mada, Yogyakarta, jurusan Teknologi Pangan pada 1991.

An Indonesian citizen, 49 years old, domiciled in Indonesia. Mr. Joko Mogoginta was appointed as the Company’s President Director pursuant to Deed No. 17 dated June 11, 2003. His career began by establishing PT Tiga Pilar Sejahtera in 1992. Since 2014, he also has been serving as a Commissioner at PT Poly Meditra Indonesia and PT Tiga Pilar Sejahtera. Prior to serving his current positions, he was the President Director of PT Tiga Pilar Sejahtera (1992-2013) and President Commissioner of PT Bumiraya Investindo (2006-2015). He graduated from Gajah Mada University, Yogyakarta, majoring in Food Technology in 1991.

Warga Negara Indonesia, 48 tahun, berdomisili di Indonesia. Beliau diangkat menjadi Direktur Perseroan berdasarkan Akta No. 76 tanggal 28 Juni 2011. Saat ini, beliau juga menjabat sebagai Direktur Utama PT Golden Plantantion Tbk sejak 2014, Direktur PT Tiga Pilar Sejahtera sejak 1992, Direktur PT Poly Meditra Indonesia sejak 2006, Direktur Utama PT Sriwijaya Panganindo Prima Lestari sejak 2002, Komisaris PT Borneo Panganindo Prima Lestari sejak 2001, dan Komisaris Utama PT Bumiraya Investindo sejak Maret 2015. Sebelumnya, beliau pernah menjabat sebagai Komisaris PT Poly Meditra Indonesia (2003-2006) dan Komisaris Perseroan (2005-2011). Beliau menyelesaikan pendidikan S1 dari Universitas Sebelas Maret, Surakarta, pada 1995.

An Indonesian citizen, 48 years old, domiciled in Indonesia. He was appointed as the Company’s Director pursuant to Deed No. 76 dated June 28, 2011. He currently serves as President Director of PT Golden Plantation Tbk since 2014, Director of PT Tiga Pilar Sejahtera since 1992, Director of PT Poly Meditra Indonesia since 2006, President Director of PT Sriwijaya Panganindo Prima Lestari since 2002, Commissioner of PT Borneo Panganindo Prima Lestari since 2001, and President Commissioner of PT Bumiraya Investindo since March 2015. Previously, he served as Commissioner of PT Poly Meditra Indonesia (2003-2006) and Commissioner of the Company (20052011). He graduated with a Bachelor’s degree from Sebelas Maret University, Surakarta, in 1995.




An Indonesian citizen, 49 years old,

berdomisili di Indonesia. Beliau diangkat

domiciled in Indonesia. He was appointed

menjadi Direktur Independen Perseroan

as the Company’s Independent Director

berdasarkan Akta No. 35 tanggal 12

pursuant to Deed No. 35 dated June 12,

Juni 2012. Saat ini, beliau juga menjabat

2012. He currently also serves as President

sebagai Direktur Utama PT Prima Karya

Director of PT Prima Karya Ayu Mandiri

Ayu Mandiri sejak 2006 dan Komisaris

since 2006 and Commissioner of PT

di PT Indosplash Wahana Perkasa sejak

Indosplash Wahana Perkasa since 2010.

2010. Beliau memulai kariernya sebagai

He began his career as a Sales Manager at

Sales Manager PT Milan Mulia (1989-

PT Milan Mulia (1989-1992), Corporate

1992), Corporate A&P Manager Orang

A&P Manager at Orang Tua Group

Tua Group (1992-1998), dan General

(1992-1998), and General Manager at

Manager PT Domindo Inkoprato (1998-

PT Domindo Inkoprato (1998-2006). He

2006). Beliau menyelesaikan pendidikan

graduated with a Bachelor’s degree from

S1 dari Institut Pertanian Bogor, jurusan

Bogor Agricultural University, majoring

Teknologi Pangan pada 1989.

in Food Technology in 1989.


Jo Tjong Seng Direktur Independen Independent Director


53





KOMPOSISI PEMEGANG SAHAM

Shareholders Composition

Komposisi Pemegang Saham per 31 Desember 2016 Shareholders Composition as of December 31, 2016 Nilai Nominal Rp500 per saham dan Rp200 per saham Nominal value of Rp500 per share and Rp200 per share Jumlah Saham / Number of Shares

PEMEGANG SAHAM

Jumlah Nominal / Nominal Amount (Rp)

Persentase / Percentage

SHAREHOLDERS

Modal Dasar

Authorized Capital

Saham seri A - Nilai Nominal Rp500

135,000,000

67,500,000,000

Series A Share - Nominal Value of Rp500

Saham seri B - Nilai Nominal Rp200

4,652,500,000

930,500,000,000

Series B Share - Nominal Value of Rp200

Modal Ditempatkan dan Disetor Penuh

Issued and Fully Paid Capital

Saham seri A Masyarakat ( kepemilikan dibawah 5%) - Nilai Nominal Rp500

Series A Share 135,000,000

67,500,000,000

4.19%

Public (Shares ownership under 5%) Nominal Value of Rp500

667,518,939

133,503,787,800

20.74%

PT Tiga Pilar Corpora

Saham seri B PT Tiga Pilar Corpora

Series B Share

JPMCB NA RE-Trophy Investors I Ltd

300,275,155

60,055,031,000

9.33%


Trophy 2014 Investor Limited

292,600,000

58,520,000,000

9.09%


Primanex Pte Ltd

212,000,000

42,400,000,000

6.59%

Primanex Pte Ltd

Morgan Stanley and Co. LlLC- Client Account

209,820,700

41,964,140,000

6.52%

Morgan Stanley and Co. LlLC- Client Account

Pandawa Treasures Pte. Ltd

173,710,133

34,742,026,600

5.40%


Primanex Limited

173,114,557

34,622,911,400

5.38%

Primanex Limited

Masyarakat ( kepemilikan dibawah 5%) - Nilai Nominal Rp200

1,054,560,516

210,912,103,200

32.76%

Public (Shareownership under 5%) Nominal Value of Rp200

JUMLAH MODAL DITEMPATKAN DAN DISETOR PENUH

3,218,600,000

684,220,000,000

100.00%

TOTAL ISSUED AND FULLY PAID CAPITAL

Institusi / Institution Asing / Foreign Domestik / Domestic

Individual / Individual Asing / Foreign Domestik / Domestic

Total pemegang saham / Total shareholders

54


Jumlah Orang / Total Shareholders 193 136 329 Jumlah Orang / Total Shareholders 33 3458 3491 3820

(%) 59% 41%

(%) 1% 99%

Jumlah Lembar Saham / Total Shares 2,096,131,091 945,500,589 3,041,631,680 Jumlah Lembar Saham / Total Shares 6,202,400 170,765,920 176,968,320 3,218,600,000

(%) 69% 31%

(%) 4% 96%




Kepemilikan Saham Dewan Komisaris dan Direksi Shares Ownership of Board of Commissioners and Board of Directors

Tidak ada anggota Dewan Komisaris maupun Direksi yang

There is no member of Board of Commissioners and Board of

memiliki saham Perseroan.

Directors who owns the Company’s shares.

Struktur Kepemilikan Saham Shareholding Structure

Pemegang Saham PT Tiga Pilar Sejahtera Food Tbk tertanggal 31 Desember 2016. The shareholders of PT Tiga Pilar Sejahtera Food Tbk as of December 31, 2016

PT Tiga Pilar Corpora



Primanex Pte Ltd

Morgan Stanley and Co. LLC- Client Account


Primanex Limited

Masyarakat / Public

20.74%

9.33%

9.09%

6.59%

6.52%

5.40%

5.38%

36.96%


55





Kronologi Pencatatan Saham

Share-Listing Chronology

Tindakan Korporasi Sebelum Penawaran Umum Perdana Saham Penawaran Umum Perdana Saham Konversi Hutang I Sebelum Penawaran Umum Terbatas I Penawaran Umum Terbatas I Konversi Obligasi II Sebelum Penawaran Umum Terbatas II Penawaran Umum Terbatas II Sebelum Penawaran Umum Terbatas III

Tanggal Pencatatan / Listing Date

Saham Baru / New Share

Jumlah Saham / Total Share

Corporate Action

-

0

90,000,000

Before Initial Public Offering

11 Juni 1997 / June 11, 1997

45,000,000

135,000,000

Initial Public Offering

5 September 2002 / September 5, 2002

230,000,000

365,000,000

Bond Conversion I

-

0

365,000,000

Before Limited Public Offering I

7 November 2003 / November 7, 2003

547,500,000

912,500,000

Limited Public Offering I

13 Maret 2008 / March 13, 2008

132,500,000

1,045,000,000

Bond Conversion II

-

0

1,045,000,000

Before Limited Public Offering II

14 Mei 2008 / May 14, 2008

627,000,000

1,672,000,000

Limited Public Offering II

-

0

1,672,000,000

Before Limited Public Offering III

8 Desember 2011 / December 8, 2011

1,254,000,000

2,926,000,000

Limited Public Offering III

Sebelum Penawaran Modal Tanpa Hak Memesan Efek Terlebih Dahulu (PMTHMETD)

-

0

2,926,000,000

Before Capital Offering without Preemptive Rights

Setelah Penawaran Modal Tanpa Hak Memesan Efek Terlebih Dahulu (PMTHMETD)

1 Oktober 2014 / October 1, 2014

292,600,000

3,218,600,000

After Capital Offering without Pre-emptive Rights

Penawaran Umum Terbatas III

Sampai dengan 31 Desember 2016, jumlah Modal Ditempatkan

As of December 31, 2016, total Issued and Fully Paid Capital of

dan Disetor Penuh Perseroan tercatat sebesar Rp684,22 miliar.

the Company was Rp684.22 billion.

Kronologi Pencatatan Efek Lainnya

Other Securities Listing Chronology Perseroan tidak menerbitkan efek lainnya sehingga informasi

The Company did not issue any other securities; hence, there

mengenai kronologi pencatatan efek lainnya tidak dapat

is no information regarding other securities listing chronology

ditampilkan.

to be disclosed.

56





STRUKTUR GRUP PERUSAHAAN

Company Group Structure

FOOD

PT Tiga Pilar Sejahtera (”TPS”) 99.9%

RICE

PT. Dunia Pangan (“DP”) 70%

PT. Poly Meditra Indonesia (“PMI”) 99.9%

PT. Balaraja Bisco Paloma (“BBP”) 99.9%

PT. Jatisari Srirejeki (“JSR”) 99.9% PT. Indo Beras Unggul (“IBU”) 99.9%

PT. Putra Taro Paloma (“PTP”) 99.9% PT. Subafood Pangan Jaya (“SPJ”) 99.9% PT. Surya Cakra Sejahtera (“SCS”) 98.3%

PT. Sukses Abadi Karya Inti (“SAKTI”) 99.9% PT. Tani Unggul Usaha (“TUU”) 99.9% PT. Swasembada Tani Selebes (“STS”) 99.9%

PT. Patra Power Nusantara (“PPN”) 99.9%


57





INFORMASI ANAK PERUSAHAAN

Information on Subsidiaries Persentase Kepemilikan Saham / Share Ownership Percentage

Total Aset / Total Assets (Rp juta / Rp million)

PT Tiga Pilar Sejahtera (TPS)

99.90%

2,099,316

PT Poly Meditra Indonesia (PMI)

99.90%

748,929

PT Balaraja Bisco Paloma (BBP)

99.90%

1,271,882

PT Patra Power Nusantara (PPN)

99.90%

191,830

PT Dunia Pangan (DP)

70.00%

4,526,302

Nama Anak Perusahaan / Name of Subsidiaries

Bidang Usaha / Line of Business

Status Operasi / Operating Status

Industri dan Perdagangan Mie Noodle Industry and Trade

Telah Beroperasi Operating

Industri Pembuatan dan Penjualan Makanan Ringan Snack Producer and Sales Industry


Makanan Olahan Processed Food


Pembangkit Listrik Power Plant


Perdagangan dan Industri Trade and Industry


PT TIGA PILAR SEJAHTERA (TPS)

PT TIGA PILAR SEJAHTERA (TPS)

PT Tiga Pilar Sejahtera didirikan sejak 1992 secara legal di Sragen

PT Tiga Pilar Sejahtera was legally established in 1992 in Sragen,

dengan ruang lingkup kegiatan meliputi bidang perindustrian

of which business scopes cover the industrial and trading fields.

dan perdagangan. Produk utama TPS adalah mie dan bihun,

The main products of TPS are noodles and vermicelli, which

berupa mie kering, bihun kering, mie instan dan bihun instan

include dried noodles, dried vermicelli and instant noodles and

dengan merek dagang Ayam 2 Telor, Superior, Filtra, Kurma,

instant vermicelli with brands such as Ayam 2 Telor, Superior,

Spider, Bihunku, dan Mie Kremezz.

Filtra, Kurma, Spider, Bihunku, and Mie Kremezz.

PT POLY MEDITRA INDONESIA (PMI)

PT POLY MEDITRA INDONESIA (PMI)

PMI didirikan sejak 1994 di Jakarta dan diakuisisi oleh Perseroan

PMI was established since 1994 in Jakarta and acquired by

pada 2008. PMI bergerak di bidang industri pembuatan dan

the Company in 2008. PMI engages in the industry of snack

penjualan makanan ringan. Produknya termasuk biskuit, wafer

production and sales. Its products include biscuits, wafer sticks,

stick, dan permen dengan merek dagang Growie, Pio, dan

and candies, with trademark brands of Growie, Pio and Gulas.

Gulas. PT BALARAJA BISCO PALOMA (BBP)

PT BALARAJA BISCO PALOMA (BPP)

BBP merupakan produsen makanan olahan yang didirikan pada

BBP was established in 2011 as a processed food producer.

2011. Saat ini, BBP memiliki beberapa entitas anak, yaitu PT

Currently, BBP owns several subsidiaries, namely PT Putra Taro

Putra Taro Paloma (PTP), PT Subafood Pangan Jaya (SPJ), dan

Paloma (PTP), PT Subafood Pangan Jaya (SPJ) and PT. Surya

PT Surya Cakra Sejahtera. PTP memproduksi produk makanan

Cakra Sejahtera. PTP produces TARO snack which was acquired

ringan (snack) TARO yang diakuisisi dari PT Unilever Indonesia

from PT Unilever Indonesia, Tbk, with the production facilities

Tbk dengan fasilitas produksinya yang berlokasi di Bogor,

located in Bogor, Medan, and Banjarmasin.

Medan, dan Banjarmasin. SPJ yang diakuisisi pada akhir Desember 2012 merupakan

SPJ, which was acquired at the end of December 2012, is

perusahaan perindustrian dan perdagangan dengan bihun

established as a trading and industrial company with the

jagung sebagai produksi utamanya yang dijual dengan

primary product of corn vermicelli that is sold under several

beberapa merek terkenal, antara lain: Tanam Jagung, Panen

prominent brands such as Tanam Jagung, Panen Jagung, and

Jagung, dan Pilihan Bunda.

Pilihan Bunda.

58





Perseroan melalui BBP mendirikan PT Sekar Tanjung Sejahtera

Through BBP, the Company established PT Sekar Tanjung

pada 21 Februari 2014. Pada 28 Oktober 2015, entitas anak

Sejahtera on February 21, 2014. On October 28, 2015, PT

Perseroan, PT Sekar Tanjung Sejahtera telah melakukan

Sekar Tanjung Sejahtera, the Company’s subsidiary, changed

perubahan nama menjadi PT Surya Capri Sejahtera (sesuai

its name to PT Surya Capri Sejahtera (pursuant to the Decision

dengan Keputusan Menteri Hukum dan Hak Asasi Manusia

of the Minister of Law and Human Rights No. AHU-0944771.

No. AHU-0944771.AH.01.02 Tahun 2015). Kemudian pada

AH.01.02 Year 2015). Later on February 12, 2016, PT Surya

12 Februari 2016, PT Surya Capri Sejahtera telah melakukan

Capri Sejahtera changed its name to PT Surya Cakra Sejahtera

perubahan nama menjadi PT Surya Cakra Sejahtera (sesuai

(pursuant to Decision of the Minister of Law and Human Rights

dengan Keputusan Menteri Hukum dan Hak Asasi Manusia No.

No. AHU-0003043.AH.01.02 Year 2016).

AHU-0003043.AH.01.02 Tahun 2016). PT PATRA POWER NUSANTARA (PPN)

PT PATRA POWER NUSANTARA (PPN)

PT Patra Power Nusantara (PPN) didirikan pada 2006 di Sragen

Established in Sragen in 2006, PT Patra Power Nusantara (PPN)

dan diakuisisi oleh Perseroan pada 2008. PPN bergerak di

was acquired by the Company in 2008. PPN engages in the field

bidang usaha pembangkit listrik yang menghasilkan energi uap

of power plant that produces steam with production capacity of

panas (steam) berkapasitas 50 ton per jam dan energi listrik

50 tons per hour and electrical energy with production capacity

berkapasitas 3 MW, yang digunakan dalam proses produksi,

of 3 MW, to be used in the production process, especially for

terutama mie kering dan bihun.

dried noodles and vermicelli.

PT DUNIA PANGAN (DP)

PT DUNIA PANGAN (DP)

DP didirikan sejak 2006 di Sragen, Jawa Tengah, dan diakuisisi

DP was established in Sragen, Central Java in 2006 and acquired

oleh Perseroan pada 2010. DP bergerak di bidang perdagangan

by the Company in 2010. DP engages in the field of trading

dan industri. Saat ini, DP mempunyai lima Entitas Anak yang

and industry. At present, DP owns five Subsidiaries engaging in

bergerak dalam produksi dan perdagangan beras, yaitu PT

the field of rice trading and production, namely PT Indo Beras

Indo Beras Unggul (IBU), PT Jatisari Srirejeki (JSR), PT Sukses

Unggul (IBU), PT Jatisari Srirejeki (JSR), PT Sukses Abadi Karya

Abadi Karya Inti (SAKTI), PT Tani Unggul Usaha (TUU), dan

Inti (SAKTI), PT Tani Unggul Usaha (TUU) and PT Swasembada

PT Swasembada Tani Selebes (STS). IBU didirikan tahun 2008

Tani Selebes (STS). IBU was established in 2008 and has been

dan mulai beroperasi sejak Juni 2010. JSR diakuisisi pada akhir

operating since June 2010. JSR was acquired at the end of 2010

2010. Sejak akhir November 2012, SAKTI menjadi Entitas Anak

while SAKTI became an indirect Subsidiary of the Company

tidak langsung Perseroan. Perseroan melalui DP mendirikan PT

since the end of November 2012. Through DP, the Company

Tani Unggul Usaha (TUU) pada Juli 2014 dan PT Swasembada

established PT Tani Unggul Usaha (TUU) in July 2014 and PT

Tani Selebes (STS) pada Desember 2014.

Swasembada Tani Selebes (STS) in December 2014.


59





INFORMASI alamat KANTOR PUSAT DAN ANAK PERUSAHAAN Information on Head Office and Subsidiaries Addresses

Kantor Pusat / Head Office

Entitas Anak / Subsidiaries

Gd. Plaza Mutiara Lt. 16 Suite 1601,

PT Tiga Pilar Sejahtera

Jl. Dr. Ide Anak Agung Gde Agung Kav. E.1.2

Jl. Grompol Jambangan Km. 5.5

No. 1&2

Desa Sepat Kecamatan Masaran

Kawasan Mega Kuningan, Kel. Kuningan Timur,

Kabupaten Sragen, Sragen 57282

Kec. Setiabudi, Jakarta Selatan – 12950 Telepon

: +62 21 57956768

PT Patra Power Nusantara

Faksimili

: +62 21 57853456

Jl. Grompol Jambangan KM 5,5

Surat Elektronik : [email protected]

Dukuh Tekirejo, Desa Sepat Kecamatan Masaran, Sragen 57282 PT Poly Meditra Indonesia Jl. Solo-Tawangmangu Km 9.9, RT 02/07 Jumok Desa Jaten, Kecamatan Jaten, Kabupaten Karanganyar 57771 PT Balaraja Bisco Paloma Kampung Pasir Kalong RT. 02/RW. 01 Desa Cibadak, Kecamatan Cikupa Kabupaten Tangerang, Banten 15710 PT Dunia Pangan Jl. Solo Sragen Km.16 Desa Sepat, Kecamatan Masaran, Kabupaten Sragen

60





Jaringan Distribusi

Distribution Network

TPSF terus memperluas jaringan distribusi agar produk hasil

TPSF continues to expand its distribution network to bring

produksi Perseroan dapat lebih dekat dengan konsumen.

products that the Company produces closer to the consumers.

Saat ini, Perseroan memiliki 74 grup distributor di 171 kota

At present, the Company has 74 distributor groups in 171 cities

yang tersebar di Sumatra, Jawa, Nusa Tenggara, Kalimantan,

across Sumatra, Java, Nusa Tenggara, Kalimantan, Sulawesi,

Sulawesi, Maluku, dan Papua dengan total sekitar 193.568

Maluku, and Papua with 193,568 total outlets.

outlet. Lokasi usaha pengolahan makanan terletak di Sragen – Jawa

Food processing factories are located in Sragen – Central Java,

Tengah, Tangerang, Bogor, Medan, serta Banjarmasin.

Tangerang, Bogor, Medan, and Banjarmasin.

Lokasi usaha pengolahan beras terletak di Cikarang dan

Rice processing factories are located in Cikarang and Cikampek

Cikampek - Jawa Barat dan Sragen - Jawa Tengah.

- West Java and Sragen – Central Java.

18

20

1

38 77

13

4

Angka-angka di atas merupakan jumlah kota distribusi Perseroan di masing-masing pulau. The above figures represent the number of distribution cities of the Company in each island.


61





LEMBAGA PROFESI PENUNJANG PASAR MODAL

Capital Market Supporting Professionals and Institutions Kantor Akuntan Publik / Public Accounting Firm Amir Abadi Jusuf, Aryanto, Mawar & Rekan Alamat / Address Telp / Phone Fax Website Jasa yang Diberikan / Services Rendered

Biaya / Fee Periode Penugasan / Period of Service

Plaza ASIA Level 10 Jl. Jenderal Sudirman Kav. 59, Jakarta 12190 +62 21 51401340 +62 21 51401350 www.rsm.id Memeriksa dan memastikan bahwa Laporan Keuangan Perseroan telah disajikan sesuai dengan standar akuntansi yang berlaku, dengan hasil akhir berupa opini auditor terhadap Laporan Keuangan Perseroan. To review and ensure that the Company’s Financial Statements have been presented in accordance with the prevailing accounting standards with final results in the form of auditor’s opinion on Financial Statements. Rp650,000,000 Per periode pelaporan Per reporting period

Lembaga Pemeringkat Efek / Rating Agency PT Pemeringkat Efek Indonesia (PEFINDO) Alamat / Address Telp / Phone Fax Website Jasa yang Diberikan / Services Rendered Biaya / Fee Periode Penugasan / Period of Service

Panin Tower-Senayan City 17th Floor Jl. Asia Afrika Lot 19. Jakarta 10270, Indonesia +62 21 72782380 +62 21 72782370 www.pefindo.com Pekerjaan Jasa Pemeringkatan atas Perusahaan dan/atau Sukuk Ijarah TPS Food II Tahun 2016 Rating services on the Company and/or Sukuk Ijarah of TPS Food II Year 2016 Rp750,000,000 2013, 2014, 2015, 2016

Biro Administrasi Efek / Share Registrar PT Sinartama Gunita Alamat / Address Telp / Phone Fax Website Jasa yang Diberikan / Services Rendered Biaya / Fee Periode Penugasan / Period of Service

Sinarmas Land Plaza Menara 1 Lantai 9 Jl. M. H. Thamrin No. 51, Jakarta 10350 +62 21 3922332 +62 21 3923003 www.sinartama.co.id Mengelola administrasi saham atau mencatat daftar pemegang saham Perseroan Manage share administration or record the Company’s shareholders list Rp20,000,000 Sejak IPO sampai sekarang Since IPO until now

Daftar Bank / List of Banks

62

1

Citibank NA

6

PT Bank UOB Indonesia Tbk

2

JP Morgan Chase Bank, N.A

7

PT BRI Multifinance Indonesia

3

PT Bank DBS Indonesia

8

PT SMFL Leasing Indonesia

4

PT Bank Maybank Indonesia Tbk

9

Standard Chartered Bank

5

PT Bank Rabobank International Indonesia

10

The Bank of Tokyo - Mitsubishi UFJ, Limited





TINJAUAN UNIT PENDUKUNG BISNIS Overview of Business Support unit PT Tiga Pilar Sejahtera Food Tbk 2016 Annual Report

63





SIA NU A M A Y A D R SUMBE rces

Human Resou

Dalam menghadapi era globalisasi, semua kegiatan bisnis

In the face of globalization era, all industries will encounter

akan dihadapkan pada tantangan yang semakin besar

increasingly tougher challenges in its efforts to strengthen

dalam mewujudkan eksistensinya. Fluktuasi ekonomi dan

its existence. The fluctuating economy and fast-growing

pesatnya perkembangan teknologi juga berdampak pada

technology also add to the many challenges that must be

semakin beratnya tantangan sebuah perusahaan dalam

overcome by a company in achieving its long-term targets

mencapai tujuan jangka panjang atau keuntungan yang

or in generating sustainable profit. As a response to this

berkelanjutan. Menghadapi kondisi tersebut, perusahaan

situation, the company is encouraged to adapt to the

dituntut untuk beradaptasi dengan perubahan lingkungan

dynamic business environment that is more competitive

bisnis yang semakin kompetitif melalui transformasi

through company transformation. One of the driving forces

perusahaan. Salah satu pendukung proses transformasi

to the company’s transformation process is competitive

perusahaan adalah sumber daya manusia yang kompetitif.

human resources.

Sumber Daya Manusia (SDM) adalah faktor sentral dalam

Human Resources plays a central role in a company whose

sebuah perusahaan. Keberadaannya diperlukan di berbagai

presence is required across lines of business. Therefore,

lini perusahaan. Untuk itu, diperlukan pengintegrasian

the function of employee shall be integrated with the

fungsi karyawan dengan strategi bisnis perusahaan.

company’s business strategy. In addition to an integrated

Di samping manajemen sumber daya manusia yang

human

terintegrasi, Perseroan memiliki tata cara, kebiasaan,

established a procedure, habit, and regulation as part of

dan aturan dalam mencapai visi dan misinya. Tata cara,

its efforts to achieve its vision and mission. The procedure,

kebiasaan, dan aturan tersebut tercermin dalam nilai-nilai

habit, and regulation are reflected on the Company’s values

Perusahaan yang diterapkan secara terus menerus, mulai

that have been continuously applied by all employees, from

dari level pimpinan hingga staf Perseroan, yang kemudian

leader to the staff level, which ultimately develops into a

menjadi budaya perusahaan. Kinerja perusahaan yang

corporate culture. The company’s robust performance is

tinggi tentunya tidak terlepas dari budaya perusahaan yang

certainly inseparable from excellent corporate culture and

baik dan jiwa kepemimpinan yang bertanggung jawab

responsible leadership quality possessed by its employees.

yang dimiliki karyawannya.

64


resources

management,

the

Company

has




Perseroan percaya bahwa SDM adalah bagian dari aset penting

The Company believes that HR is part of the key assets that

yang memberikan kontribusi besar dalam persaingan bisnis

will give significant contribution in the company’s business

perusahaan. Oleh karena itu, Perseroan secara berkelanjutan

competition. On top of that, the Company has sustainably

mengembangkan manajemen sumber daya manusia yang baik

developed good human resources management through a

melalui serangkaian proses, diantaranya perekrutan karyawan,

series of processes, among others, employee recruitment,

penilaian kinerja, pemberian remunerasi, pelaksanaan program

performance assessment, remuneration provision, training

pelatihan, dan pengembangan karier.

program organization, and career development.

Profil Sumber Daya Manusia

Human Resources Profile

Perseroan dan anak perusahaan memiliki karyawan sebanyak

The Company and its subsidiaries recorded a total of 8,100

8.100 karyawan pada 2016. Jumlah ini menurun dibandingkan

workforce in 2016. This number decreased compared to

dengan 2015 yang berjumlah 12.267 karyawan. Penurunan

12,267 people in 2015 because of the company’s divestment

ini merupakan dampak dari adanya divestasi usaha TPS Palm

in TPS Palm Oil business. Throughout 2016, the Company

Oil. Sepanjang 2016, Perseroan telah merekrut tenaga-

has recruited professional workers that are expert in the fields

tenaga profesional yang memiliki pengalaman di bidang yang

required by the Company (prohire).

dibutuhkan Perusahaan (prohire). Berikut rincian mengenai perkembangan komposisi karyawan

The following is the details on the development of employee

yang diklasifikasikan berdasarkan level organisasi, usia, tingkat

composition classified by level of organization, age, educational

pendidikan, jenis kelamin, dan status kepegawaian.

level, gender, and employment status.

Komposisi karyawan berdasarkan level organisasi

Employee composition by level of organization

Uraian

2016

2015

Description

Manajer dan Manajer Senior

109

143

Manager and Senior Manager

Supervisor

387

531

Supervisor

1,119

1555

Staff

Staf Pelaksana/Operasional

2,650

3,465

Executive/Operational

Jumlah

4,265

5,694

Total

Pelaksana/Operasional (Outsourcing)

3,835

6,573

Executive/Operational (Outsourcing)

Jumlah Total

8,100

12,267

Grand Total


65





Employee composition by age

Komposisi karyawan berdasarkan usia Uraian

2016

≤ 25 Thn

2015

Description

908

1,142

≤ 25 years old

26 Thn - ≤ 35 Thn

2,150

2,768

26 years old - ≤ 35 years old

36 Thn - ≤ 45 Thn

994

1,404

36 years old - ≤ 45 years old

> 46 Thn

213

380

> 46 years old

Jumlah

4,265

5,694

Total

Umur OS (26-35 th)

3,835

6,573

OS Age (26-35 years old

Jumlah Total

8,100

12,267

Grand Total

Komposisi karyawan berdasarkan tingkat pendidikan Uraian

Employee composition by educational level

2016

2015

Description Undergraduate, Postgraduate, and

S1, S2, dan S3

606

769

Diploma

224

271

Diploma

SMA

3,435

4,654

High School

Jumlah

4,265

5,694

Total

3,835

6,573

8,100

12,267

Pendidikan OS (SMA atau lebih rendah) Jumlah Total

2016

Manajer dan Manajer Senior

OS Education (High School or below) Grand Total

Employee composition by gender

Komposisi karyawan menurut jenis kelamin Uraian

Doctorate Degree

Pria / Male

2015 Wanita / Female

Pria / Male

Description

Wanita / Female

86

23

119

24

Manager and Senior Manager

Supervisor

283

104

421

110

Supervisor

Staf

759

360

1,164

391

Staff

Pelaksana/Operasional

1,502

1,148

2,316

1,149

Executive/Operational

Jumlah

2,630

1,635

4,020

1,674

Pelaksana/Operasioal (outsorcing) Jumlah Total

1,655

2,180

3,274

3,299

4,285

3,815

7,294

4,973

Komposisi karyawan berdasarkan status kepegawaian Uraian Permanen

Total Executive/Operational (Outsourcing) Grand Total

Employee composition by gender

2016

2015

Description

3,910

4,318

Permanent

Kontrak

355

1,376

Contract

Jumlah

4,265

5,694

Total

Outsourcing

3,835

6,573

Outsourcing

Jumlah Total

8,100

12,267

Grand Total

66





Proses Rekrutmen dan Seleksi Karyawan

Recruitment Process and Employee Selection

Salah satu kunci utama dalam membentuk SDM yang unggul

Employee recruitment and selection process is one of the

terletak pada proses rekrutmen dan seleksi karyawan. Pada

primary keys to build an excellent human resources. During

proses rekrutmen, Departemen Sumber Daya Manusia bekerja

the recruitment process, the Human Resources Department

sama dengan departemen lain untuk mencari tenaga kerja

cooperates with other departments to seek candidates that

sesuai dengan kualifikasi yang dibutuhkan, sedangkan pada

meet the required qualification, while during the selection

proses seleksi, dilakukan penyaringan melalui wawancara, tes,

process, the candidates will be shortlisted through interview

dan menyelami latar belakang pelamar.

and test to understand more about the applicants’ background.

Sepanjang 2016, Perseroan melakukan perekrutan sebanyak

Throughout 2016, the Company has recruited 511 employees

511 karyawan. Perseroan mengadakan orientasi bagi seluruh

and held orientation program for all new employees so that

karyawan baru agar mendapatkan gambaran tentang bidang

they can receive the general picture about the job field and

pekerjaan dan pengarahan terkait budaya Perseroan.

explanation on the Company’s culture.

Penilaian Kinerja

Performance Assessment

Penilaian kinerja karyawan adalah sistem yang digunakan

Employee performance evaluation is a system used to assess

untuk menilai dan mengetahui kesesuaian pelaksanaan kerja

and identify the conformity between work performance of an

yang dilakukan seorang karyawan dengan tugas dan tanggung

employee with their duties and responsibilities. This is as part

jawabnya. Hal ini merupakan upaya untuk menilai prestasi

of the efforts to assess the employee’s achievement in order to

dengan tujuan meningkatkan produktivitas karyawan maupun

improve productivity of both the employees and the company.

perusahaan. Pengukuran penilaian kinerja karyawan yang digunakan

The Company assesses its employees’ performance by using

Perseroan adalah metode Key Performance Indicator (KPI) yang

Key Performance Indicator (KPI) method every six months.

dilakukan setiap enam bulan sekali. Melalui metode KPI, kinerja

Through this KPI method, the performance of each employee

setiap karyawan dapat dievaluasi secara lebih objektif dan

can be evaluated more objectively and measurably.

terukur.

Remunerasi

Remuneration

Perseroan menerapkan sistem remunerasi berbasis kompetensi

The Company implements a competency-and-performance

dan kinerja. Total remunerasi karyawan TPSF sepanjang 2016

based remuneration system. Total remuneration of TPSF

adalah Rp174,67 miliar, mengalami peningkatan sebesar

employees throughout 2016 amounted to Rp174.67 billion,

1,02% dari tahun 2015 sebesar Rp172,91 miliar.

which increased by 1.02% from 2015 at Rp172.91 billion.

Pengembangan Karier

Career Development

Perseroan memberikan kesempatan yang sama bagi setiap

The Company provides equal opportunity for each employee

karyawan untuk mengembangkan kariernya dalam bidang

to develop their career in their respective field based on the

masing-masing berdasarkan kompetensi yang dimiliki. Proses

competency that they possess. Adaptation process and

adaptasi dan kemampuan berkomunikasi mutlak diperlukan

communication skills are highly required for each candidate to

setiap calon karyawan untuk menunjang kinerjanya di

support their performance in work environment. The Company

lingkungan kerja. Perseroan juga mendorong karyawan baru

also encourages the new employees to have open and positive

untuk berpikir terbuka dan positif dan membekali mereka

mind while giving them intensive knowledge on their job

dengan pemahaman tugas yang baik sebagai langkah awal

description as a starting activity before working.

dalam bekerja. Salah satu bentuk pengembangan karier yang dilakukan adalah

One of the forms of career development is employee

promosi karyawan yang juga merupakan bentuk penghargaan

promotion, which is also part of the Company’s appreciation

atas kinerja yang baik bagi karyawan yang mendapatkannya.

for excellent performance of the qualified employees. This job


67





Promosi jabatan ini berlaku di seluruh elemen perusahaan,

promotion applies to all elements of the company, from the top

baik pada level top management, level senior, maupun level

management, senior to medium level. This promotion provides

medium. Promosi ini memberikan kesempatan bagi setiap

opportunity for each employee to continuously develop as well

karyawan untuk terus berkembang dan mendorong karyawan

as encourages them to improve or be more enthusiastic in

untuk lebih baik atau lebih bersemangat dalam melakukan

doing any work in the company’s environment.

suatu pekerjaan dalam lingkungan perusahaan.

Pelatihan dan Pengembangan Kompetensi SDM

HR Competency Development and Training

Dalam rangka meningkatkan kompetensi dan kualitas SDM,

In order to enhance the competency and quality of HR, the

Perseroan senantiasa mengadakan program-program pelatihan

Company continues to conduct employee training and

dan pengembangan karyawan. Pelatihan dilaksanakan dengan

development programs. The training is held by implementing

menerapkan asas persamaan kesempatan bagi semua karyawan

equality principles by providing opportunities for all employees

sesuai kebutuhan pelatihan masing-masing yang telah dianalisis

based on analysis results on training needs of each employee

dan atas rekomendasi pimpinan karyawan. Sepanjang 2016,

as well as recommendations from the employees’ supervisors.

Perseroan telah melaksanakan 518 kegiatan pelatihan dengan

Throughout 2016, the Company has carried out 518 training

jumlah peserta secara kumulatif mencapai 30.252 karyawan.

activities with total accumulative participants of 30,252 employees.

Selain pelatihan rutin, Perseroan memiliki lembaga pendidikan

In addition to routine training, the Company has human resources

dan pelatihan sumber daya manusia bernama TPS Academy

education and training institution known as TPS Academy that

yang berfokus pada pengembangan potensi dan kompetensi

focuses on the development of potential and competency of

karyawan secara konsisten dan berkesinambungan.

employees in a consistent and continuous manner.

TPS Academy bertanggung jawab atas kegiatan pelatihan

TPS Academy is responsible for providing human resources

dan pengembangan sumber daya di lingkungan TPSF seperti

training and development activities in TPSF environment, such

TPS Values, Pelatihan Teknis, Pendidikan Sales & Marketing,

as TPS Values, Technical Training, Sales & Marketing Education,

Program Pengembangan Karir, serta Crafting Future Leaders.

Career Development Program, and Crafting Future Leaders.

TPS Academy juga sedang mengembangkan pembelajaran

TPS Academy is also developing E-learning program where this

berbasis E-learning. E-learning system ini akan menggabungkan

system will combine various media as a learning platform, from

berbagai media untuk pembelajaran, mulai dari teks, video,

text, video, online interactive test, and others.

online interactive test, dan lain-lain. Kegiatan yang dilaksanakan TPS Academy sepanjang 2016

The activities conducted by TPS Academy throughout 2016 are

adalah sebagai berikut:

as follows:

• TPS Value & TPS People We Want Reintroduction

• TPS Value & TPS People We Want Reintroduction Training

Training Sepanjang 2016, sejumlah karyawan baru dari seluruh

68

Throughout 2016, several new employees across Indonesia

Indonesia menjalani pelatihan 5 Nilai Inti TPS dan 7 Ciri

has conducted training on 5 Core Values of TPS and 7

Khas Insan TPS yang diagendakan selama dua hari.

Unique Characters of TPS People for two days.




• Crafting Future Leaders Pada

2016,

TPS


• Crafting Future Leaders

Academy

meluncurkan

Leadership

In 2016, TPS Academy launched a Leadership Development

Development Program yaitu Crafting Future Leaders.

Program called Crafting Future Leaders, which is a program

Program ini merupakan program pengembangan calon

to develop potential leaders who are the company’s internal

pemimpin yang berasal dari internal perusahaan. Pesertanya

members. The program was participated by selected

adalah 40 peserta supervisor dan manager muda yang

40 employees who hold the position as supervisors and

terpilih dari berbagai kriteria yang dipersyaratkan. Program

junior managers that have met the required criteria. The

Crafting Future Leaders dilaksanakan selama enam bulan

Crafting Future Leaders program was held for six months

dengan

yang

by adopting varied learning methods, from training class,

bervariasi, mulai dari training class, multimedia video, role

multimedia video, role play, discussion, drama, case study,

play, diskusi, drama, studi kasus, permainan, dan lain-lain .

game, and others.

menggunakan

metode

pembelajaran

• Foreman Development Program (FDP)

• Foreman Development Program (FDP)

Foreman Development Program (FDP) yang dilaksanakan

Foreman Development Program (FDP) implemented since

sejak 2015 telah melibatkan 18 orang peserta yang berasal

2015 involved 18 participants from various units of TPSF

dari berbagai unit pabrik TPSF. Pada 2016, FDP berhasil

factory. In 2016, there were 14 participants from the total of

meluluskan diantaranya 14 orang peserta dengan jumlah

12 training sessions that have passed FDP program. Besides

12 sesi pelatihan. Selain menjalani sesi pelatihan di dalam

undergoing training session, both indoor and outdoor, FDP

dan di luar kelas, peserta FDP juga harus melalui masa on

participants must also attend on job training as one of the

job training sebagai salah satu syarat kelulusan peserta.

prerequisites for the participants to pass the program.

• Supply Chain Management Development Program

• Supply Chain Management Development Program

(SC-MDP) Program

(SC-MDP) SC-MDP

dilaksanakan

oleh

tim

People

SC-MDP program was carried out by People Development

Development Region 1 dan tim Supply Chain TPS Rice

Region 1 team and Supply Chain TPS Rice team to five

kepada lima peserta terpilih yang merupakan lulusan

selected participants who are fresh graduates and/or

baru dan/atau karyawan dengan pengalaman kurang dari

employees having work experience of less than 2 years. This

2 tahun. Program ini diawali dengan pelatihan Bina Fisik

program begins with the Physical and Mental Development

dan Mental, diikuti dengan pelatihan di dalam kelas (on

training, followed by on class and on-site trainings, as well

class training), di luar kelas (on-site training), serta on job

as on job training.

training.


69




• Training Functional

• Functional Training

Budaya belajar merupakan salah satu hal penting yang


Learning culture is one of the important things that TPS

ditanamkan TPS Academy kepada seluruh Insan TPSF. Hal

Academy strives to develop in every individual of TPSF,

ini diharapkan mampu menciptakan SDM yang kompetitif.

which is expected to create competitive HR. All through

Sepanjang 2016, pelatihan telah diberikan kepada beberapa

2016, the training has been given for several divisions,

divisi seperti Ekspor, Internal Audit, serta Trainer Pabrik TPS

such as Export, Internal Audit, and Trainers of TPS Grompol

Grompol.

Factory.

• Training Unit

• Training Unit

Selain pelatihan yang dilakukan langsung oleh TPS Academy,

In addition to trainings directly conducted by TPS Academy,

berbagai pelatihan juga dilakukan secara rutin oleh People

various trainings are also routinely held by People

Development Regional di unit-unit bisnis lainnya. Pelatihan

Development Regional in other business units. The training

yang telah dilakukan di Regional 1 sebanyak 137 jenis

that has been conducted in Region 1 consisted of 137 types

pelatihan dengan jumlah peserta 16.259 orang, serta di

of trainings participated by 16,259 people, and in Region 2

Regional 2 sejumlah 319 pelatihan dengan jumlah peserta

which consisted of 319 trainings with total participants of

12.967 orang.

12,967 people.

SDM TPS FOOD

TPS FOOD HR

Perkembangan Perseroan yang menghasilkan beragam produk

In line with the Company’s development in producing a wide

menuntut ketersediaan SDM yang semakin kompeten. Untuk

range of products, the availability of high profile human

mengakomodasi hal tersebut, TPS Food mengadakan beberapa

resources is highly required. To accommodate such needs, TPS

pelatihan, yaitu:

Food has conducted several trainings, among others:

1. Pelatihan terkait praktik Kesehatan dan Keselamatan Kerja

1. Training on Occupational Health and Safety (OHS) practice

(K3) dan 5R, diantaranya:

and 5R, among others:

• First Aider Training;

• First Aider Training;

• Induksi K3 Security;

• OHS Induction of Security;

• Pelatihan K3 Operator;

• OHS of Operator training;

• Pelatihan APAR (Alat Pemadam Api Ringan);

• APAR (Lightweight Fire Extinguisher) training;

• Pelatihan APD (Alat Pelindung Diri);

• APD (Personal Protective Equipment) training;

• Pelatihan P5M 5R (Pembicaraan 5 menit – Ringkas, Rapi,

• P5M 5R (5-minute Talk – Ringkas, Rapi, Resik, Rawat,

Resik, Rawat, Rajin); • Pelatihan P5M SJH (Pembicaraan 5 menit - Sistem Jaminan Halal);

Rajin) training; • P5M SJH (5-minute Talk – Halal Assurance System) training;

• Personal Hygiene Training;


• Safety and Health Operator Training;

• Safety and Health Operator Training;

• Seminar Dermatitis;

• Dermatitis seminar;

• Seminar Limbah B3 (Bahan Berbahaya dan Beracun);

• B3 (Hazardous dan Toxic) Waste seminar;

• Seminar Tuberculosis;

• Tuberculosis seminar;

• Sosialisasi K3 (Keselamatan dan Kesehatan Kerja);

• Dissemination of OHS (Occupational Health and Safety);

• Sosialisasi kesehatan dan gizi ibu hamil; dan

• Dissemination of health and nutrition for pregnant women; and

• Sosialisasi kesehatan reproduksi. 2. Pengembangan SDM yang meliputi:

70

• Dissemination of reproductive health. 2. HR development which includes:

• Pelatihan Audit Internal;

• Internal Audit Training;

• Basic Communication Training;

• Basic Communication Training;

• Bearing Knowledge Training;

• Bearing Knowledge Training;

• Chart of Accounting Training;

• Chart of Accounting Training;

• Communication Skill Training;


• E-Claim Medical Training;

• E-Claim Medical Training;





• Investor Relation, Handle Difficult Situation, KPI,

• Investor Relation, Handle Difficult Situation, KPI,

Performance Management, Develop Curiosity, Decisive

Performance Management, Develop Curiosity, Decisive

Skill, Work Ethic, OD (Organizational Development),

Skill, Work Ethic, OD (Organizational Development),

Gen Y Training

Gen Y Training

• Team Work Training;


• TPS Values Training;

• TPS Values Training;

• Training of The Trainer 1;

• Training of The Trainer 1;

• Training of The Trainer 2; dan

• Training of The Trainer 2; and

• Sandwich Training.

• Sandwich Training.

3. Pelatihan

untuk

meningkatkan

produktivitas

kerja,

3. Training to improve work productivity, standardization of

standardisasi bahan baku dan kualitas produk, serta

raw material and product quality, as well as enhancement

pemantapan GKM (Gugus Kendali Mutu), diantaranya:

of Quality Control Circle (GKM), which includes:

• ESH TBT (Environment Safety Health TPS Basic Training);

• ESH TBT (Environment Safety Health TPS Basic Training);

• Excel Advance Procurement Training;

• Excel Advance Procurement Training;

• Excel Basic Training;

• Excel Basic Training;

• GKM 7 Steps Training;

• GKM 7 Steps Training;

• GKM 7 Tools A Training.

• GKM 7 Tools A Training.

• GKM 7 Tools B Training;

• GKM 7 Tools B Training;

• GMP-PH (Good Manufacturing Practices – Personal

• GMP-PH (Good Manufacturing Practices – Personal

Hygiene) Training; • IK - SOP (Instruksi Kerja - Standard Operational Procedure) Packing Training;

Hygiene) Training; • IK - SOP (Work Instruction - Standard Operational Procedure) Packing Training;

• IK (Instruksi Kerja) Roll Press Training;

• IK (Work Instruction) of Roll Press Training;

• IK (Instruksi Kerja) Screw Training;

• IK (Work Instruction) of Screw Training;

• IK-SOP (Instruksi Kerja - Standard Operational Procedure)

• IK-SOP (Work Instruction - Standard Operational

Area E series Training;

Procedure) of E series Area Training;

• Pelatihan Etos Kerja;

• Work Ethics Training;

• Pelatihan Cara Cetak – Packing;

• Training on How to Print – Packing;

• Pelatihan Cara Pack yang Standar;

• Training on How to Do Basic Packing;

• Pelatihan Cara Packing Mie;

• Training on How to Pack Noodles;

• Pelatihan Cara Penuangan TP;

• Training on How to Pour TP;

• Pelatihan Hasil Adonan;

• Training on How to Make Dough;

• Pelatihan IK (Instruksi Kerja) Ceker;

• Training on IK (Work Instruction) of Claws;

• Pelatihan IK CR (Instruksi Kerja Cooking Room);

• Training on IK CR (Work Instruction of Cooking Room);

• Pelatihan IK (Instruksi Kerja) E series;

• Training on IK (Work Instruction) of E series;

• Pelatihan IK (Instruksi Kerja) Mesin Packing;

• Training on IK (Work Instruction) of Packing Machine;

• Pelatihan IK (Instruksi Kerja) Penuangan TT;

• Training on IK (Work Instruction) of the Pouring of TT;

• Pelatihan IK (Instruksi Kerja) Pulpulyzer;

• Training on IK (Work Instruction) of Pulpulyzer;

• Pelatihan Insert Bumbu;

• Training on Insert of Spices;

• Pelatihan Kalibrasi;

• Training on Calibration;

• Pelatihan Kualitas Adonan;

• Training on Dough Quality;

• Pelatihan Kualitas Bahan Baku;

• Training on Raw Material Quality;

• Pelatihan Kualitas Bihun;

• Training on Vermicelli Quality;

• Pelatihan Kualitas Hasil Oven;

• Training to Identify Quality Baked Goods from the Oven;

• Pelatihan Kualitas Mie;

• Training on Noodle Quality;

• Pelatihan Kualitas Pack Mie;

• Training on Packed Noodle Quality;

• Pelatihan Maintenance Mesin Satake;

• Training on Satake Machine Maintenance;

• Pelatihan Penataan Mie di SF;

• Training on Noodle Organizing at SF


71





• Pelatihan Pembahasan PIC;

• Training on Discussion of PIC;

• Pelatihan Penataan Bihun;

• Training on Vermicelli Organizing;

• Pelatihan Penataan Mie;

• Training on Noodle Organizing;

• Pelatihan Penataan Pack Taro;

• Training on Taro Packing Organizing;

• Pelatihan Pengoperasian Oven;

• Training on Oven Operations;

• Pelatihan PLC;

• Training on PLC;

• Pelatihan Repair and Maintenance Mesin Jahit;

• Training on Repair and Maintenance of Embroidery Machine;

• Pelatihan TCD (TPS Career Development) Komputer;

• TCD (TPS Career Development) Training on Computer;

• Pelatihan TCD (TPS Career Development) Komunikasi;

• TCD

• Pelatihan Tingkat Kering Bihun Jagung;

• Training on Dryness Level of Corn Vermicelli;

• Seminar Heat Stress;

• Seminar on Heat Stress;

• SJH TBT (Sistem Jaminan Halal TPS Basic Training)

• SJH TBT (Halal Assurance System of TPS Basic Training)

• Sosialisasi SOP Mixer & Extru;

• Dissemination of Mixer & Extru SOP;

• Sosialisasi Intranet;

• Dissemination of Intranet;

• Sosialisasi SOP - IK E 1- 2 T;

• Dissemination of SOP - IK E 1- 2 T;

• Sosialisasi SOP & IK Screw;

• Dissemination of SOP & IK Screw;

• Sosialisasi SOP Accounting;

• Dissemination of Accounting SOP;

• Sosialisasi SOP BJ Training;

• Dissemination of BJ Training SOP;

• Sosialisasi SOP Ekstrusi1 & 2;

• Dissemination of Extrusion 1&2 SOP;

• Sosialisasi SOP Mixer;

• Dissemination of Mixer SOP;

• Sosialisasi SOP Packing;

• Dissemination of Packing SOP;

• Sosialisasi SOP Penataan Mie;

• Dissemination of Noodle Organizing SOP;

• Sosialisasi SOP Proses Bihun Pack;

• Dissemination of Packed Vermiceli Process SOP;

• Sosialisasi SOP Roll Press;

• Dissemination of Roll Press SOP;

• Sosialisasi SOP Screw;

• Dissemination of Screw SOP;

• Sosialisasi TNA, e-leaved, e-travel, e-claim;

• Dissemination of TNA, e-leaved, e-travel, e-claim;

• Pelatihan Audit Internal;

• Internal Audit Training;

• Pelatihan Audit Internal DCA (Document Control

• Internal Audit of DCA (Document Control Analysis)

(TPS

Career

Development)

Training

on

Communications;

Analysis); and • WRP, CCP, COPQ (Cost of Poor Quality) Training. 4. Pelatihan mengenai Sistem Keamanan Pangan HACCP

4. Training on HACCP (Hazard Analysis Critical Control Point)

(Hazard Analysis Critical Control Point), diantaranya:

Food Safety System, among others:

• ISO 22000 dan HACCP Training;

• ISO 22000 dan HACCP Training;

• Safety Induction Training; dan

• Safety Induction Training; and

• Seminar Sistem Jaminan Halal.

• Halal Assurance System Seminar.

5. Pelatihan mengenai Sistem Manajemen Keselamatan Pangan Terkait Audit Surveillance ISO 22000:2005, yaitu:

72

Training; and • WRP, CCP, COPQ (Cost of Poor Quality) Training.

5. Training on Food Safety Management System Related to Surveillance Audit of ISO 22000:2005, namely:

•

ISO 22000 dan Audit Internal Training ; dan

• ISO 22000 and Internal Audit Training; and

•

ISO 22000:2005 Training.

• ISO 22000:2005 Training.




SDM TPS RICE TPS

Rice


TPS RICE HR

berkomitmen

membekali

SDM-nya

dengan

TPS Rice is committed to equipping its people with skills and

keterampilan dan pengetahuan sesuai dengan kebutuhan

knowledge on any matter required to support their duties

tugas dan tanggung jawab karyawan. Sepanjang 2016, TPS

and responsibilities as an employee. In 2016, TPS Rice held HR

Rice menyelenggarakan pelatihan SDM mencakup antara lain:

training which include among others:

1. Pelatihan terkait praktik Kesehatan dan Keselamatan Kerja

1. Training on Occupational Health and Safety practice (OHS)

(K3) dan 5R, diantaranya:

and 5R, among others:

• Bantuan Hidup Dasar (Medical Training);

• Basic Life Skills (Medical Training);

• Basic Safety (K3) Training;

• Basic Safety (OHS) Training;

• Emergency Response Training;


• Healthy Awareness Training;

• Healthy Awareness Training;

• Pelatihan Kesehatan Reproduksi;

• Training on Reproductive Health;

• Pelatihan Tanggap Darurat;


• Penanggulangan dan Pemadaman Api;

• Fire Extinction and Fighting;



• Safety Awareness Training;

• Safety Awareness Training;

• Safety Induction;

• Safety Induction;

• Safety Riding & Security System Training;

• Safety Riding & Security System Training;

• Training Fast Aided;

• Fast Aided Training;

• Training Keselamatan Berkendara;

• Safety Riding Training;

• Training Keselamatan Kerja Ketinggian;

• Work Safety at High Altitude Training;

• Training Manufacturing Basic Program/5R (Ringkas,

• Manufacturing Training on Basic Program/5R (Ringkas,

Rapi, Resik, Rawat, Rajin); dan

Rapi, Resik, Rawat, Rajin); and

• Training Penggunaan APAR (Alat Pemadam Api Ringan). 2. Pengembangan SDM

• Use of APAR (Lightweight Fire Extinguisher) Training; 2. HR Development



• Effective Communication Training;

• Effective Communication Training;

• Ms. Office Excel Training;

• Ms. Office Excel Training;

• Pelatihan Aplikasi Dasar Komputer Ms. Office;

• Ms. Office Computer Basic Application Training;

• Pelatihan Integritas;

• Integrity Training;

• Personal Branding Training;

• Personal Branding Training;

• Self Motivation and Empowering Training;

• Self Motivation and Empowering Training;



• Training Empowering Team; dan

• Empowering Team Training; and

• Training Kedisiplinan.

• Discipline Training

3. Pelatihan

Kerja,

3. Training to Improve Work Productivity, Standardization of

Standardisasi Bahan Baku dan Kualitas Produk, serta

Untuk

Meningkatkan

Produktivitas

Raw Materials and Product Quality, and Quality Control

Pemantapan GKM (Gugus Kendali Mutu), diantaranya:

Circle Enhancement, among others:

• Analisis Mutu Gabah dan Beras;

• Analysis of Grain and Rice Quality;

• Analisis Yellow Pada Beras;

• Yellow in Rice Analysis;

• Autonomous Maintenance Training;

• Autonomous Maintenance Training;

• Belt Conveyor Training;

• Belt Conveyor Training;

• Buhler Whitener Basic Information Training;

• Buhler Whitener Basic Information Training;

• Chemical Handling;

• Chemical Handling;

• Colour Sorter Training;

• Colour Sorter Training;


73



Chat

Production/Key


• Effective LeadershipTraining;

• Effective LeadershipTraining; • Flow


Performance

Indicator

Training;

• Flow

Chat

Production/Key

Performance

Indicator

Training;

• HSE (Health Safety Environment) Induction;

• HSE (Health Safety Environment) Induction;

• Husk Palleting & Husk Power Plant Concept;

• Husk Palleting & Husk Power Plant Concept;

• Maintenance Planning Training;

• Maintenance Planning Training;

• Maximum Productivity Training;

• Maximum Productivity Training;

• Mechanical & Electricity Training;

• Mechanical & Electricity Training;

• Overall Equipment Effectivenes (OEE) Training;

• Overall Equipment Effectiveness (OEE) Training;

• PDCA (Plan Do Check Action) Training;

• PDCA (Plan Do Check Action) Training;

• Pelatihan Aplikasi Manajemen Produksi;

• Production Management Application Training;

• Pelatihan Etos Kerja;

• Work Ethics Training;

• Pelatihan Pemahaman dan Pengenalan Penyimpanan

• Training on Understanding and Introduction of How to

GKG;

Store GKG (Dried Unhusked Paddy Rice);

• Pelatihan Pemahaman Dasar Teknik;

• Training on Basic Technical Understanding;

• Pelatihan Pengetahuan Dasar Bearing;

• Training on Basic Bearing Knowledge;

• Preventive Maintenance Training;

• Preventive Maintenance Training;

• Production Induction;

• Production Induction;

• Quality Control Induction;

• Quality Control Induction;

• Quality Improvement;

• Quality Improvement;

• Sharing Knowledge Mesin Milling Beras;

• Sharing Knowledge on Rice Milling Machine;

• Suggestion System Training;

• Suggestion System Training;

• Total Productive Maintenance Training;

• Total Productive Maintenance Training;

• Training APD;

• APD Training;

• Training Brush & Harassment;

• Brush & Harassment Training;

• Training Calibrasi;

• Calibration Training;

• Training Elektronik Rice Manufacture Approval;

• Electronic Rice Manufacture Approval Training;

• Training Intacs;

• Intacs Training;

• Training Mesin Jahit New Long;

• New Long Embroidery Machine Training;

• Training Modul Manufaktur;

• Manufacture Module Training;

• Training Modul Sourcing Intacs Dynamic;

• Sourcing Intacs Dynamic Module Training;

• Training Material Safety Data Sheet;

• Material Safety Data Sheet Training;

• Training of Trainer;

• Training of Trainer;

• Training Pengecekan Mesin & Peningkatan Kualitas

• Machine Check & Improvement of Rice Quality Training;

Beras; • Training Proses Excellence;

• Excellence Process Training;

• Training Steps Process Improvement RMU;

• Steps Process Improvement RMU Training;

• Training Troubleshooting Accounting (Intacs Dynamics);

• Troubleshooting Accounting (Intacs Dynamics) Training;

• Workshop - PE & Rice Manufacturing Work Plan 2016;

• Workshop - PE & Rice Manufacturing Work Plan 2016;

dan • Yield Training. 4. Pelatihan Mengenai Sistem Keamanan Pangan HACCP

74

and • Yield Training. 4. HACCP (Hazard Analysis Critical Control Point) Food Safety

(Hazard Analysis Critical Control Point), diantaranya:

System Training, among others:

• GMP & Food Safety;

• GMP & Food Safety;

• HACCP Training;

• HACCP Training;

• Pelatihan Sistem Jaminan Halal;

• Halal Assurance System Training;

• Pengenalan GMP;

• GMP Introduction;

• Pengenalan SNI;

• SNI Introduction;

• Pest Control Training;

• Pest Control Training;




• Reducing Rice Glosses for Strengthening Food Security Training;


• Reducing Rice Glosses for Strengthening Food Security Training;

• Training Hygienis and GMP; dan

• Hygienic and GMP Training; and

• Training Knowledge Rice sesuai SNI 6128:2008.

• Knowledge Rice Training according to SNI 6128:2008.

5. Pelatihan Mengenai Sistem Manajemen Keselamatan Pangan Terkait Audit Surveillance ISO 22000:2005,

5. Training on Food Safety Management System Related to Audit Surveillance of ISO 22000:2005, among others:

diantaranya: • Training Kriteria Audit ISO 22000:2005;

• Training on ISO 22000:2005 Audit Criteria;

• Training Pengenalan ISO 22000:2005; dan

• Training on ISO 22000:2005 Introduction; and

• ISO 22000 Training.

• ISO 22000 Training.

Perseroan juga berkomitmen untuk secara aktif memfasilitasi

The Company is also committed to actively providing facilities

sarana dan prasarana yang dapat mendukung pengembangan

that can support the development of employees’ potential.

potensi karyawan.

Prioritas Pengendalian Mutu

Quality Control Priority

Dunia terus berputar dan zaman terus berkembang. Perubahan

The world continues to spin around as time passes by. Changes

pasti terjadi selama manusia ingin hidupnya menjadi lebih

are inevitable so long that humans are working to improve

baik, bahkan bisa disampaikan bahwa satu-satunya hal yang

their lives, even it is safe to say that the only thing that has

tidak berubah di dunia ini adalah perubahan itu sendiri. Itulah

never changed in this world is the change itself. That is why

sebabnya inovasi menjadi begitu penting agar kita dapat

innovation is so important that we can continue to rapidly grow

terus melesat maju dan menjadi pemenang. TPSF menyadari

and come out as a winner. TPSF is aware of the importance of

pentingnya inovasi sejak awal didirikan dan telah menjadi

innovation since its inception, and it has become part of the

bagian dari DNA TPSF sejak dulu serta menjadi salah satu pilar

TPSF’S DNA since long time ago as well as one of the pillars

yang menopang dan terkandung dalam nilai-nilai TPSF. Kegiatan

that support and is contained in TPSF values. Among the many

terkait inovasi banyak dilakukan sepanjang 2016, diantaranya

innovations created throughout 2016 are related to Quality

Gugus Kendali Mutu, Sistem Saran, Cost Containment & Waste

Control Circles, Suggestion System, Cost Containment &

Reduction Program, yang dalam upaya membudayakan hingga

Waste Reduction Program. As part of the efforts to develop

semua unit bisnis maka dilaksanakan secara kompetitif dan

innovation culture in all business units, in 2016, the Company

puncaknya diapresiasi dalam acara Malam Anugerah Inovasi

held innovation contest along with with the very first event

yang pertama diadakan pada 2016.

summit called Innovation Awarding Night to appreciate the innovations made by the employees.

Standar kualitas/mutu senantiasa menjadi prioritas Perseroan

Quality standard continues to remain as the Company’s

untuk mengimbangi perkembangan masyarakat yang juga

priority to balance the public’s development that is getting

semakin kompleks. Standar mutu Perseroan mencakup proses

more complex. The Company’s quality standard applies for

produksi, pengelolaan, dan juga mutu produk tersebut.

production process, management, and product quality. The

Peningkatan kualitas dan inisiatif karyawan juga senantiasa

improvement of quality and initiatives of employees are also

dilakukan melalui pelaksanaan kegiatan Gugus Kendali Mutu

continuously conducted through the implementation of Quality

(GKM).

Control Circles (GKM) activities.

GKM dilakukan sebagai sarana peningkatan kualitas kinerja

GKM is carried out as a means of HR performance quality

SDM yang memberikan manfaat lebih bagi Perseroan dan

improvement that offers more benefit for the Company and

karyawan. Dengan adanya program ini, kemampuan SDM

the employees. With this program, HR capacity in identifying

dalam menemukan dan memecahkan masalah dapat meningkat

and solving problems, as well as their creativity, may increase.

dengan baik dan meningkatkan kreativitas peserta. Selain itu,

In addition, this program can assist the employees in enhancing

program ini juga membantu karyawan dalam mengembangkan

their problem analysis skills by using practical statistics method

kemampuan analisis masalah dengan menggunakan metode

and quality control technique. In 2016, GKM and SS (Suggestion

statistik yang praktis dan teknik pengendalian kualitas. Pada

System) Convention was held across the Company’s Business


75





2016, Konvensi GKM dan SS (Suggestion System/Sumbang

Units with the target ratio of 20% of the total employees.

Saran) dilaksanakan di seluruh Unit Bisnis Perseroan dengan

This convention is held to facilitate the employees in giving

target rasio 20% dari jumlah karyawan. Hal ini dilakukan

contribution to the company in terms of quality development.

sebagai sarana karyawan dalam memberikan kontribusi kepada

This activity includes Unit GKM Convention held in each unit

perusahaan dalam hal pengembangan kualitas. Kegiatan

and 2016 Innovation National Convention (the Company’s

tersebut meliputi Konvensi GKM Unit yang dilaksanakan

Group convention).

di masing-masing unit dan Konvensi Nasional Inovasi 2016 (konvensi Grup Perusahaan). Pada

penyelenggaraan

Malam

Anugerah

2016

At the 2016 Innovation Awarding Night held in September

yang dilaksanakan pada bulan September 2016, Perseroan

2016, the Company presented awards to TPSF people who

memberikan penghargaan kepada insan TPSF yang telah

have created a number of innovations related to either product,

melakukan sejumlah inovasi baik inovasi produk, proses

process or ideas/suggestions, from the manufacturing to non-

maupun ide / sumbang saran, mulai dari manufacturing sampai

manufacturing sectors, such as Marketing, Finance-Accounting,

non-manufacturing, seperti Marketing, Finance-Accounting,

Research & Development (R&D), System & Technology (Systech),

Research & Development (R&D), System & Technology (Systech),

Human Resources (HR), and Sales. The award recipients at the

Human Resources (HR), dan Sales. Peraih penghargaan dalam

2016 Innovation Awarding Night consisted of 5 (five) best GKM

Malam Anugerah Inovasi 2016 terdiri dari 5 (lima) tim GKM

teams, 3 (three) people that contributed the best Suggestion

terbaik, 3 (tiga) orang penyampai Suggestion System atau

System, and 3 (three) people that contributed the best Cost

Sistem Saran (SS) terbaik, dan 3 (tiga) orang penyampai Cost

Containment (CC) and Waste Reduction Program (WRP). They

Containment (CC) and Waste Reduction Program (WRP)

are the best idea contributor and innovation creator from

terbaik. Mereka adalah pemberi ide dan inovasi terbaik dari tiap

each division and department of the Company. The winning

divisi dan departemen di Perseroan. Gugus yang menang pada

circle at the group level is then sent to participate in the GKM

tingkat grup kemudian diikutsertakan dalam kegiatan konvensi

convention and SS activities at provincial and national levels.

GKM dan SS tingkat provinsi dan nasional.

76


Inovasi




Kerja keras dan komitmen para peserta menunjukkan hasil yang

The hard work and commitment of the participants was fruitful

memuaskan, yaitu dengan diraihnya berbagai penghargaan di

with encouraging results as they received multiple accolades in

tingkat provinsi, antara lain:

the provincial level, among others:

1. GKM Manise dari Pabrik TPS meraih peringkat Gold dalam

1. GKM Manise from TPS Factory received Gold rating in

Konvensi Nasional Temu Karya Mutu dan Produktivitas

the National Convention of the National Productivity and Quality Work Forum (TKMPN) in Bali

Nasional (TKMPN) di Bali 2. GKM Amet dari Pabrik PMI meraih peringkat Gold dalam

2. GKM Amet from PMI Factory received Gold rating in TKMPN in Bali

TKMPN di Bali 3. SS Gendro dari Pabrik PMI meraih peringkat Gold dalam

3. SS Gendro from PMI Factory received Gold rating in TKMPN in Bali

TKMPN di Bali 4. GKM One Plus dari Pabrik PMI meraih peringkat Silver

4. GKM One Plus from PMI Factory received Silver rating in the

kompetisi Konvensi Gugus Kendali Mutu Provinsi Jawa

competition of Quality Control Circles Convention in the

Tengah

Central Java Province

5. GKM Superstar dari Pabrik TPS meraih peringkat Silver

5. GKM Superstar from TPS Factory received Silver rating in

kompetisi Konvensi Gugus Kendali Mutu Provinsi Jawa

the competition of Quality Control Circles Convention in the Central Java Province.

Tengah 6. GKM 3D dari pabrik TPS Peringkat Gold dalam kompetisi

6. GKM 3D from TPS factory received Gold rating in the competition of Quality Control Circles Convention in the

Konvensi Gugus Kendali Mutu Provinsi Jawa Tengah

Central Java Province.

Rencana Program Pengembangan SDM Tahun 2017

HR Development Program Plan for 2017

Menjelang 2017, Perseroan telah menyusun berbagai program

Approaching 2017, the Company has developed a wide range

pengembangan karyawan untuk memenuhi kebutuhan akan

of employee development programs to meet the demand for

SDM yang unggul dan andal. Rencana program pengembangan

high-performing and reliable HR. HR development program

SDM untuk tahun 2017 sebagai berikut:

plans for 2017 are as follows:

• Memperkuat pemahaman atas Nilai Nilai Hakiki dan Budaya

• Strengthening understanding on Core Values and Corporate Culture (TPS Values Reinforcement Program);

Perusahaan (TPS Values Reinforcement Program); • Melanjutkan Pelatihan Kepemimpinan TPSF (Crafting Future

• Continuing TPSF Crafting Future Leader. Training method

Leader). Metode Pelatihan Crafting Future Leader mengacu

of Crafting Future Leader refers to the Concept or Principles

pada Konsep atau Prinsip Lima (5) Karakter TPS Leaders

of 5 (five) TPS Leaders Characters that all TPSF Leaders must

yang wajib dimiliki oleh seluruh Insan Pemimpin TPSF; • Melaksanakan

program-program

MDP

(Management

Development Program) serta MT (Management Trainee); • Menjalankan pelatihan intensif dan sistematis untuk Tim

• Building Rice Learning Center;

• Membangun Rice Learning Center; pengembangan

and MT (Management Trainee) programs; • Carrying out intensive and systematic trainings for Sales & Marketing Team and Manufacturing Team;

Sales & Marketing dan Tim Manufacturing; • Melanjutkan

embrace; • Implementing MDP (Management Development Program)

pembelajaran

berbasis

• Continuing E-learning based module;

E-Learning; • Membuat sistem pengembangan karir dengan lebih

• Developing a more organized career development system

terstruktur melalui promosi jabatan guna memberikan

through job promotion in order to provide opportunity

kesempatan

and motivation to the employees to accelerate their best

dan

motivasi

kepada

mengakselerasi kinerja terbaiknya.

karyawan

untuk

performance.


77





TEKNOLOGI INFORMASI

Information Technology

Penerapan Teknologi Informasi (TI) saat ini diperlukan dalam

The application of information technology is currently required

dunia bisnis sebagai salah satu komponen dalam upaya

in the business world as one of the components in an attempt

memenangkan persaingan. Pengembangan TI perusahaan

to win the competition. The IT development of the company is

dilakukan secara bertahap sebelum sebuah sistem holistik atau

conducted in stages before the development of a comprehensive

menyeluruh selesai dibangun. Dalam penerapannya, rencana

or holistic system is completed. In its application, the IT strategic

strategis TI senantiasa diselaraskan dengan rencana bisnis

plans are always aligned with the company’s business plan so

perusahaan agar setiap penerapan TI dapat memberikan nilai

that each application of IT can deliver value for the company.

bagi perusahaan.

Pengembangan Sistem Teknologi Informasi

The Development of Information Technology System

Pengembangan sistem TI dilakukan baik pada sistem yang

The development of IT system is performed both in a system

telah digunakan sebelumnya maupun sistem yang baru

that has been used before and the new system that has

diaplikasikan. Pengembangan ini dilakukan guna mendukung

been applied. The development is conducted to support the

kegiatan operasional perusahaan serta mengefisiensikan waktu

operational activities of the company as well as create efficiency

dan sumber daya manusia yang dimiliki perusahaan.

in time and human resources of the company.

Beberapa pengembangan pada software ERP yang saat ini

The currently-used ERP software has been developed by

digunakan dilakukan dengan membangun aplikasi pendukung.

building supporting applications. Among the development

Sepanjang 2016, pengembangan yang dilakukan adalah

conducted in 2016 are

sebagai berikut:

as follows:

• Mengimplementasikan Sales Force Automation sebagai

• To implement Sales Force Automation as part of the

bagian dari program utama Perseroan yang bertujuan

Company’s major programs, aimed at improving the

untuk meningkatkan penjualan produk Perseroan dengan

Company’s product sales by online supervision through

pengawasan secara online melalui aplikasi penjualan yang

sales applications running on a tablet and smartphone

berjalan pada platform smartphone dan tablet;

platform;

• Mengembangkan layanan TI berbasis work flow untuk

• To develop an IT service based on work flow to ease the

mempermudah proses approval yang dapat diakses oleh

approval process which can be accessed by employees,

karyawan, baik melalui jaringan LAN office maupun jaringan

whether through LAN network at the office or internet,

internet, sehingga lebih fleksibel dalam layanannya;

thus making it more flexible in its services;

• Membangun data warehouse sebagai tempat pengolahan

• To build a data warehouse as a place for data processing from

data dari berbagai aplikasi yang sudah diimplementasikan

various applications that have been already implemented in

dalam Perseroan. Data hasil olahan secara otomatis

the Company. Processed data is automatically sent to users

dikirimkan

kepada

user

dan

manajemen

yang

and management that require it;

membutuhkan; • Membangun server cloud untuk document sharing guna

• To build a cloud server for document sharing in order

memudahkan kepala divisi untuk membagikan data dan

to facilitate the heads of divisions to share data and

informasi kepada lingkup pengguna dalam organisasinya,

information to the users in the scope of the organization,

termasuk apabila dibutuhkan oleh pihak eksternal, seperti

including if required by the external parties, such as external

auditor eksternal, marketing agency, dan lain-lain; serta

auditor, marketing agency, and others; as well as

78





• Standardisasi business process sistem ERP pada TPS Food

• Standardization of ERP system business process at TPS Food

dan TPS Rice agar sinkronisasi data dan proses data

and TPS Rice is conducted so that data synchronization and

memudahkan konsolidasi, meningkatkan efisiensi waktu,

processing can facilitate consolidation process, improve

mengurangi jumlah tenaga yang dibutuhkan untuk proses

time efficiency, reduce the amount of energy required

pengerjaannya, serta akurasi data yang dikonsolidasi dapat

in completing the work process, as well as enhance the

dipertanggungjawabkan.

accuracy of the consolidated data so as to be accounted for.

Selain itu, saat ini teknologi informatika telah berkembang

In addition, current information technology has developed

dengan berbagai sistem yang diciptakan untuk mengotomatisasi

along with the creation of various systems that are designed to

proses ataupun memudahkan proses dalam perusahaan.

automate or simplify business processes within the company.

Beberapa sistem TI baru yang sudah dan akan diterapkan

Some of the new IT systems that have been and will be applied

Perseroan adalah sebagai berikut:

by the Company are as follows:

• Barcode dan QR Code. Perseroan berencana untuk

• Barcode and QR Code. The Company plans to implement

menerapkan sistem Barcode dan QR Code pada Warehouse

the system of Barcode and QR Code on the Warehouse

Management System (WMS), Asset Management System,

Management System (WMS), Asset Management System,

dan Plant Maintenance System. Dengan penerapan

and Plant Maintenance System. With the application of

teknologi ini, maka proses pencatatan dalam Perusahaan

this technology, then the logging process in the Company

semakin akurat dan efisien, serta dapat meningkatkan

becomes more accurate and efficient, as well as can improve

fungsi kontrol yang semakin baik;

the controlling function;

• Mobile Application. Perseroan akan terus mengembangkan

• Mobile Application. The Company will continue to develop

aplikasi berbasis mobile untuk keperluan work flow,

mobile-based application for the purposes of work flow,

reporting mulai dari transactional reporting hingga

reporting, ranging from transactional reporting to executive

executive IS, serta pengembangan pada management

IS, as well as development on the dashboard management.

dashboard. Di samping itu, pengembangan aplikasi Sales

In addition, several functions featured on Sales Force

Force Automation yang telah menggunakan aplikasi mobile

Automation application development that have been using

akan ditambahkan fungsinya;

mobile applications will be added;

• Geographical Information System (GIS). Perseroan sedang

• Geographical Information System (GIS). The Company is

meneliti dan mempelajari lebih lanjut mengenai penggunaan

currently researching and learning more about the use of

GIS dalam membantu proses pemetaan pasokan bahan

GIS in assisting the mapping process of the raw materials

baku bagi perusahaan;

supply for the company;

• Cloud Computing. Dengan semakin berkembang dan

• Cloud Computing. With the fast-growing and affordable

terjangkaunya teknologi cloud computing, penerapan

cloud computing technology, the application of cloud

cloud computing dalam perusahaan dimulai dengan

computing in the company begins with an infrastructure

pelayanan infrastrukur yang dinamakan Infrastucture as a

service called Infrastucture as a Service (IaaS), which has

Service (IaaS), yang sudah diterapkan sejak 2015.

been applied since 2015.

• Business Intellegent. Proses pengintegrasian data-data

• Business Intellegent. The process of integrating data is

yang diperoleh dari aplikasi yang sudah diimplementasikan,

retrieved from the application that has been implemented

untuk diolah dalam data warehouse, dan disajikan sebagai

to be processed in the data warehouse and presented as

Laporan Eksekutif bagi jajaran manajemen.

the Executive Report for the management.


79





Tata Kelola Teknologi Informasi

Information Technology Governance

Tata kelola TI merupakan bagian dari tata kelola perusahaan

IT governance is part of corporate governance that focuses

yang berfokus pada pengembangan TI. Tata kelola TI terdiri dari

on the development of IT. IT governance consists of policy

struktur kebijakan dan kumpulan proses yang bertujuan untuk

structure and a collection of processes that aim to ensure

memastikan kesesuaian penerapan TI terhadap pencapaian

the suitability of IT application with the achievement of the

tujuan perusahaan, dengan cara mengoptimalkan keuntungan

company’s objectives by means of optimizing the benefits and

dan kesempatan yang diberikan TI, mengendalikan penggunaan

opportunities provided by IT, controlling the use of IT resources,

terhadap sumber daya TI, dan mengelola risiko-risiko terkait TI.

and managing IT-related risks.

Kualitas SDM TI yang andal adalah aset yang penting untuk

Reliable and qualified human resources is a key asset to

menunjang perkembangan TI dalam Perusahaan. Untuk itu,

support IT development within the Company. To that end,

Perseroan berkomitmen untuk meningkatkan kompetensi

the Company is committed to enhancing the competency of

SDM melalui pelatihan internal dan eksternal, khususnya pada

HR through internal and external training, particularly through

pelatihan yang bersifat teknis yang sesuai dengan kebutuhan

technical training that caters to the needs of the company.

perusahaan. Selain itu, Perseroan menjadikan self learning and

In addition, the Company strives to make self learning and

information seeking sebagai kompetensi dasar sehingga SDM

information seeking as the basic competence so that HR in IT

TI melakukan pembelajaran TI secara individu guna mengikuti

field can learn IT individually in order to follow the development

perkembangan Teknologi Informatika yang dibutuhkan oleh

of Information Technology required by the Company.

Perusahaan. Untuk mencukupi kebutuhan SDM TI, Perseroan juga

To fulfill the needs for human resources in IT division, the

melakukan proses perekrutan SDM TI yang sesuai dengan

Company also recruits candidates for IT personnel based on

kebutuhan seiring dengan perkembangan Perusahaan serta

needs, in line with the development of the company and the

perkembangan

dilalui

information technology as well. The recruitment is undertaken

dengan seleksi yang ketat dan kompetitif guna memastikan

with a rigorous and competitive selection to ensure that the

calon karyawan yang direkrut memiliki level kompetensi sesuai

recruited prospective employees possess a level of competence

dengan standar yang sudah ditetapkan.

in accordance with the criteria standard.

Rencana Teknologi Informasi Ke Depan

Future Information Technology Plan

Departemen TI bertanggung jawab sepenuhnya dalam

IT Department is fully responsible for providing a wide range

menyediakan berbagai solusi Teknologi Informasi yang

of information technology solutions that support the business

mendukung pertumbuhan bisnis Perseroan. Meningkatkan

growth of the Company. Increasing the efficiency of business

efisiensi proses bisnis melalui aplikasi perangkat Teknologi

processes through the application of information technology

Informasi merupakan tugas utama Departemen TI dalam tubuh

devices is the main task of the IT Department in the organization.

Perseroan. Memasuki 2017, Departemen TI telah menyusun

Entering 2017, IT Department has devised a strategy and a plan

strategi dan rencana kegiatan yang telah disesuaikan dengan

of activities that have been tailored to the Company’s business

rencana bisnis Perseroan sebagai berikut:

plan as follows:

• Mengembangkan aplikasi penghubung dengan distributor,

• To develop applications that will connect distributors, so

sehingga Perusahaan mendapatkan data penjualan dan

that the Company can obtain accurate distributor’s stock

stok distributor yang akurat serta proses pemesanan yang

and sales data as well as a more efficient order process;

teknologi

informatika.

Perekrutan

lebih efisien; • Mengintegrasikan data penjualan dan stok dari distributor

• To integrate sales and stock data from distributors that

yang berasal dari aplikasi Sales Force Automation dan

comes from Sales Force Automation application and other

aplikasi pendukung lainnya ke dalam data warehouse;

supporting applications into warehouse data;

bagian

• To develop supporting applications for the supply chain

supply chain and manufacturing, khususnya pada proses

and manufacturing division, especially in the process of

production planning dan warehouse management system,

production planning and warehouse management systems,

serta aplikasi spare part management;

as well as the spare part management applications;

• Mengembangkan

80

aplikasi


pendukung

untuk




• Terus membangun aplikasi berbasis work flow untuk

• To continue to build the work-flow-based applications to

mengakomodasi kebutuhan proses approval secara online

accommodate the needs of the approval process via online

dalam Perusahaan sehingga proses menjadi lebih cepat,

in the Company so that the process becomes faster, more

lebih akurat dan efisien, serta termonitor dengan baik;

accurate and efficient, as well as able to be monitored properly;

• Mengimplementasikan

aplikasi

Customer

Relationship

Management dan Call Center; dan

• To implement application of Customer Relationship Management and Call Center; and

• Mengembangkan IP phone system dalam Perseroan

• To develop an IP phone system in the Company so that the

sehingga proses komunikasi lebih efektif dan efesien serta

communication process can be more effective and efficient

menunjang kolaborasi.

as well as support collaboration.

Rencana Jangka Panjang

Long Term Plan

Rencana Jangka Panjang TI (IT Roadmap) dapat diterangkan

IT long term plan (IT Roadmap) can be explained as follows:

sebagai berikut: 1. Membangun aplikasi ERP dan aplikasi pendukungnya yang

1. To build ERP application and its supporting applications that

dapat mengakomodasi kebutuhan bisnis dan kebutuhan

can accommodate the needs of the business and operations,

operasional, serta kebutuhan manajemen sesuai dengan

as well as the management needs in accordance with the cost and time allocated in the Company’s budget;

biaya dan waktu yang dianggarkan oleh Perusahaan; 2. Mengakomodasi kebutuhan business intelligence dan

2. To accommodate the needs of business intelligence and

laporan eksekutif untuk pengambilan keputusan serta

executive reports for decision-making and executive

executive dashboard melalui proses data warehouse;

dashboards through warehouse data process;

mendukung

3. To apply information technology to support the company’s

operasional perusahaan, dan mendukung ekspansi atau

operations and the expansion or development of the

pengembangan

Company so as to deliver added value; and

3. Menerapkan

teknologi

informasi

Perusahaan

untuk

sehingga

memiliki

nilai

tambah; dan 4. Memberikan pelayanan TI yang prima sesuai dengan target service level agreement yang ditentukan.

4. To provide prime IT services in accordance with the predetermined target of service level agreement.


81





ASPEK PEMASARAN

Marketing Aspects

Saat ini, industri makanan dan minuman adalah sektor dengan

Currently, the food and beverage industry is the sector with

kontribusi terbesar bagi pertumbuhan ekonomi Indonesia.

the largest contribution to Indonesia’s economic growth. In

Untuk terus bertahan di tengah persaingan bisnis dengan

order to maintain good performance in the midst of business

perusahaan sejenis, Perseroan terus meningkatkan kualitas dan

competition among the Company’s peers, the Company seeks

inovasi produk serta memperluas jaringan distribusi. Strategi

to continuously improve its quality and product innovation, as

pemasaran yang efektif, kegiatan pemasaran yang terarah

well as expand its distribution network. Effective marketing

dan terukur, serta diferensiasi produk menjadi fokus Perseroan

strategies, focused and measurable marketing activities, as well

dalam memasarkan hasil produk Perusahaan.

as product differentiation become the focus of the Company in marketing its products.

Strategi Pemasaran

Marketing Strategy

A. Strategi Pemasaran Domestik

A. Domestic Marketing Strategy

Melalui 74 grup distributor yang dimiliki Perseroan, sampai

Through 74 distributor groups owned by the Company, as of

dengan akhir 2016, pertumbuhan jumlah kota jaringan

the end of 2016, the Company’s distribution network continued

distribusi yang dicakup Perseroan menjangkau 171 kota di

to grow and cover 171 cities in Indonesia with the total number

Indonesia dengan jumlah total outlet sekitar 193.568 outlet.

of outlets of around 193,568. The distribution network consists

Jaringan distribusi tersebut terdiri dari multi-distributor, grosir,

of multi-distributors, wholesalers, retailers, supermarkets and

pengecer, supermarket dan minimarket, restoran, serta usaha-

minimarkets, restaurants, and catering businesses.

usaha katering. Pertumbuhan cakupan kota jaringan distribusi dan outlet

Chart of the growth of distribution network city coverage and

Perseroan

outlet of the Company

76

Kota / City

2013

171

121

152

Kota / City

Kota / City

2014

2015

2016

Kota / City

Keberhasilan Perseroan dalam memperluas jaringan distribusi

The Company’s success in broadening its distribution network

tentunya tidak terlepas dari implementasi strategi produk yang

is certainly inseparable from the implementation of the product

mendasarkan pada dua poin utama, yaitu kualitas produk dan

strategy that focuses on two main points, namely product

nilai tambah produk (quality dan value).

quality and added value products (quality and value).

82




a. Quality

a. Quality


Pada aspek quality, Perseroan berkomitmen menciptakan

On the aspect of quality, the Company is committed to

produk yang berkualitas tinggi. Penerapan Sistem Jaminan

creating a high quality product. The application of Food

Keamanan Pangan, Sistem Jaminan Halal, Sertifikasi Produk

Safety Assurance System, Halal Assurance System, Product

Standar Nasional Indonesia (SNI), dan berbagai sertifikasi

Certification of Indonesia National Standards (SNI), and

lain terkait produk merupakan wujud komitmen Perseroan

various other product-related certifications shows the

dalam memberikan produk yang berkualitas kepada

Company’s commitment to deliver a quality product to the

konsumen.

consumer.

b. Value

b. Value berupaya

With regard to value aspect, the Company seeks to

memberikan nilai tambah atas produk kepada stakeholders

provide added value on products to the stakeholders of

produk Perseroan yaitu konsumen, pedagang, maupun

the Company’s products, namely consumers, retailers and

distributor. Dalam hal ini, Perseroan mengharapkan

distributors. In this case, the Company expects that the

stakeholders produk mendapatkan berbagai keuntungan

product stakeholders receive multiple benefits, from ease of

baik dari sisi kemudahan mendapatkan produk, hingga

obtaining products to cost-saving. Such added value is what

dari sisi biaya yang harus dikeluarkan. Nilai lebih inilah yang

makes the Company’s products well-placed in the market.

Sementara

pada

aspek

value,

Perseroan

menjadikan produk-produk Perseroan selalu mendapatkan posisi yang baik di pasaran.

Direct

Principal

In-Direct Distributor

Wholeseller

Retailer MT/GT

DTC-Special Channel


83





B. Strategi Pemasaran Internasional

B. International Marketing Strategy

Selain pasar domestik, Perseroan juga telah memasuki

In addition to the domestic market, the Company has also

jaringan pemasaran ekspor. Pada 2016, Perseroan menambah

penetrated into export marketing network. In 2016, the

jumlah negara tujuan ekspor baru sebanyak 7 negara. Secara

Company added more lists to its new export destination

keseluruhan, jumlah total negara tujuan ekspor produk

countries, which was 7, and in total, it made up to 26 countries

Perseroan mencapai 26 negara tujuan ekspor.

as the Company’s product export market target.

No

1

Negara / Country Amerika Serikat / United States

Permen / Candy

Inggris / England

V

3

Australia

V

4

Malaysia

V

5

Singapura / Singapore

7 8 9

Bihun Kering / Dried Vermicelli

Bihun Instan / Instant Vermicelli

V

V

South Korea

V

V

V

V

V V

V

Papua Nugini /

V

Papua New Guinea

10

Hongkong

V

11

Spanyol / Spain

V

12

Timor Leste

V

13

Vietnam

V V

V

V

V

V

V V

14

Tiongkok / China

15

Brunei Darussalam

16

Dubai

17

Taiwan

V

18

India

V

19

Filipina / Philippines

V

V

V

V

V V

20

Qatar

21

Myanmar

22

Bhutan

23

Nigeria

V

24

Abu Dhabi

V

25

Kanada / Canada

26

Kamerun / Cameroon

84


V

V

New Zealand

High Energy Biscuit WFP

Biskuit / Biscuit

V V

Selandia Baru /

Makanan Ringan / Snack V

Korea Selatan /

Belanda / The Netherlands

Mie Kering / Dried Noodle

V

2

6

Mie Instan / Instant Noodles

V

V

V

V

V

V V

V

V

V V

V

V

V

V V




C. Kerja Sama dengan Berbagai Institusi

C. Cooperation with Various Institutions

Selain penerapan strategi pemasaran pada pasar domestik dan

In addition to the implementation of marketing strategies in

internasional, Perseroan juga senantiasa menjaga hubungan

the domestic and international markets, the Company also

kerja sama dengan berbagai institusi.

continuously maintains its cooperation with various institutions.

Rincian produk dan institusi yang menjalin kerja sama dengan

The following table shows the products and institutions

Perseroan pada 2016 sebagai berikut:

partnered with the Company in 2016:

Jenis Produk /

Dinas Kesehatan Daerah

Regional Health Institution

Types of Products

(Provinsi/Kabupaten/Kota)

(Province/Regency/City)

Jawa Tengah, Kalimantan Tengah, Nias Barat,

Central Java, Central Kalimantan, West Nias,

Subulussalam, Kebumen, Kab. Batang, Kendal,

Subulussalam, Kebumen, Batang Regency, Kendal,

Jakarta Pusat, Jogja, Jakarta Timur, Bali, Sumba

Central Jakarta, Jogja, East Java, Bali, East Sumba,

Timur, Makassar, Palembang, Bogor, Pasuruan,

Makassar, Palembang, Bogor, Pasuruan, Takalar,

Takalar,

MP-ASI Biskuit

Aceh

Singkil,

North Kalimantan, Aceh Singkil, Tangerang

Jakarta

Selatan,

Selatan, Jambi, South Jakarta, West Jakarta,

Jakarta Barat, Bandung, Nusa Tenggara Barat,

Bandung, West Nusa Tenggara, Lampung, West

Kalimantan Barat, Lampung, Bengkulu, Gunung

Kalimantan, Lampung, Bengkulu, Gunung Sitoli,

Sitoli, Karawang, Lombok Barat, Tanjung Pinang,

Karawang,

Nias, Depok, Sukabumi, Jepara, Sumatra Utara,

Nias, Depok, Sukabumi, Jepara, North Sumatra,

Mentawai, Malang, Aceh Tamiang, Banten,

Mentawai, Malang, Aceh Tamiang, Banten, South

Sumatra Selatan, dan Kementerian Kesehatan RI.

Sumatra, and the Ministry of Health of RI.

Sandwich Bumil

Kebumen,

Kebumen,

Biskuit

Palembang, Tangerang Selatan, Jawa Tengah,

Palembang, South Tangerang, Central Java, Tegal,

Tegal, Denpasar, Tegal, Nusa Tenggara Barat,

Denpasar, Tegal, West Nusa Tenggara, Jambi,

Jambi, Jakarta Selatan, Tanjung Pinang, Bengkulu,

South Jakarta, Tanjung Pinang, Bengkulu, Banten,

Banten, Lampung, Jogja, Karawang, Bekasi,

Lampung, Jogja, Karawang, Bekasi, Mentawai,

Mentawai, Sumatra Selatan, dan Kementerian

South Sumatra, and the Ministry of Health of RI.

Tangerang

Kalimantan Selatan,

Utara, Jambi,

Subulussalam,

Aceh

Singkil,

West

Lombok,

Subulussalam,

Tanjung

Aceh

Pinang,

Singkil,

Kesehatan RI. Taburia Biskuit Sekolah

Magelang,

Jambi,

Tuban,

Jakarta

Timur,

Magelang, Jambi, Tuban, East Jakarta, Trenggalek,

Trenggalek, Bali, Madiun, dan Kalimantan Tengah.

Bali, Madiun, and Central Kalimantan.

Subulussalam, Mentawai, Sleman, Jawa Tengah,

Subulussalam, Mentawai, Sleman, Central Java,

Sumatra Utara, dan Kementerian Kesehatan RI.

North Sumatra, and the Ministry of Health of RI.


85





D. Strategi dan Kegiatan Pemasaran TPS Food

D. Strategy and Marketing Activities of TPS Food

Guna memperkuat eksistensi dan memenangkan persaingan

In order to strengthen the existence and win the intense

yang ketat, strategi pemasaran yang diterapkan TPS Food

competition, TPS Food adopted marketing strategy throughout

sepanjang 2016, diantaranya:

2016, among others:

1. Memperluas lini produk guna memperluas segmen, dengan

1. Expanding the product line to expand the segment by

meluncurkan produk, varian, dan/atau flavor extension

launching new products, variants, and/or flavor extension;

baru; 2. Memperkuat brand image dan membangun loyalitas

2. Strengthening brand image and building consumer loyalty

konsumen melalui aktivitas below the line dan program

through both below the line and above the line activities

above the line yang dilakukan melalui media televisi dan

via television and digital media (for Taro, Mie Kremezz and

digital (untuk produk Taro, Mie Kremezz dan Bihunku);

Bihunku products);

3. Membangun brand awareness dan product trial melalui

3. Building brand awareness and product trial through social

aktivitas media sosial, aktivitas below the line, consumer

media and below the line activities, consumer activation, as

activation, serta sampling.

well as sampling.

Inovasi TPS Food di tahun 2016 antara lain:

TPS Food innovation in 2016 includes:

1. Peluncuran produk baru, yaitu Taro Corn Puff yang

1. The launching of a new product, namely Taro Corn Puff

merupakan snack ekstrusi pertama dengan bentuk unik,

snack, which is the first snack extrusion with unique

berbahan dasar jagung, dan perpaduan rasa manis asin.

shape, made from corn, and the combination of salty and

Selain itu, peluncuran produk Mie Kremezz Wave yang juga

sweet flavors. There was also Mie Kremezz Wave product

snack mie pertama dengan bentuk lembaran bergelombang

launching, which is also the first noodles snack with

dengan bumbu yang merata di setiap potongnya dan

corrugated shape with the seasoning sprinkled evenly all

membidik segmen remaja. 2. Penetrasi produk Mie Kremezz kemasan Rp1.000 yang pemasarannya terutama berfokus di Sumatra dan Jakarta

over it and targets youth segments. 2. Market penetration of Rp1,000 Mie Kremezz product which was mainly concentrated in Sumatra and Jakarta.

Raya. 3. Penetrasi produk Taro 3D dan Mie Kremezz melalui consumer promo berbentuk mainan dalam kemasan.

3. Penetration of Taro 3D and Mie Kremezz products by inserting toy in the product package.

4. Peluncuran pengembangan produk baru Superior yaitu

4. The launching of the new Superior product development,

Superior Mi Goreng 600gr dan 120gr (pipih dan keriting)

namely Superior Mi Goreng of 600gr and 120gr (flat

yang ditujukan untuk pedagang mi goreng dan ibu rumah

and frizzy) targeted for merchants of fried noodles and a

tangga.

housewives.

5. Perluasan jalur distribusi khusus yang telah dimulai sejak Maret 2016.

5. The expansion of special distribution channels which started since March 2016.

TPS Food secara konsisten menyelenggarakan kegiatan below

TPS Food consistently organizes below the line activities for

the line untuk beberapa brand unggulannya sepanjang 2016,

some featured brands throughout 2016, which are:

diantaranya adalah: Taro Rangers

Taro Rangers

Melihat antusiasme yang timbul dari program Aksi Tangguh

Seeing the enthusiasm for Aksi Tangguh Taro Rangers program,

Taro Rangers, Taro Rangers Camp kembali menorehkan

Taro Rangers Camp was held once more to record another

kesuksesan. Pada 2016, Taro Rangers Camp diikuti oleh lebih

success. In 2016, Taro Rangers Camp was attended by more

dari 200 anak usia 8 – 13 tahun, yang dilaksanakan selama

than 200 children aged 8 – 13 years old, which was held for

tiga hari di kawasan Gunung Pancar, Sentul, Jawa Barat. Taro

three days in Mountain Pancar area, Sentul, West Java. The

Rangers Camp dilaksanakan dengan menitikberatkan pada

implementation of Taro Rangers Camp focused on children’s

pembentukan karakter anak melalui petualangan luar ruang.

character building through outdoor adventure.

Pada 2016, program Taro Rangers Camp disiarkan melalui

In 2016, Taro Rangers Camp program was broadcast on television

media televisi dan kanal Youtube sebanyak 14 episode.

media and Youtube Channel which totaled 14 episodes.

Dukungan media sosial dan pemasaran digital dilakukan

Social media strategy and digital marketing were carried out

86





guna memperkuat dampak yang timbul setelah program ini

to intensify the impact that might arise after the Taro Rangers

dilaksanakan. Tanda pagar #AnakTangguhIndonesia sempat

Camp was completed. The hashtag #AnakTangguhIndonesia

menjadi trending topic dan mendapat apresiasi yang positif dari

once became a trending topic and earned positive appreciation

para alumni Taro Rangers Camp 2015. Program Aksi Tangguh

from the alumni of 2015 Taro Rangers Camp. Aksi Tangguh

Taro Rangers dapat disaksikan melalui kanal youtube.taro.id,

Taro Rangers program can be watched through the youtube.

www.taro.id, dan facebook.taro.id.

taro.id channel, www.taro.id, and facebook.taro.id.


87





Taro Award 2016

2016 Taro Awards

Selain Taro Rangers, pada 2016 diadakan kembali program

In addition to Taro Rangers, Taro Rangers Award was held

Taro Rangers Award yang merupakan penghargaan kepada

again as a tribute to people or institutions who have concern for

orang-orang atau lembaga yang memiliki kepedulian terhadap

character building of Indonesian children through experiential-

pembentukan

sistem

learning based education system. The Company granted

pendidikan experiential learning. Perseroan memberikan

an award to Lendo Novo who is the pioneer behind the first

penghargaan kepada Lendo Novo selaku penggagas sekolah

nature school in Indonesia and the founder of School Of the

alam pertama di Indonesia sekaligus pendiri School Of Universe

Universe (SOU) on November 25, 2016 at Parung, Bogor. 2016

(SOU) pada 25 November 2016 di Parung, Bogor. Taro Rangers

Taro Rangers Award is part of a Taro Rangers campaign that

Award 2016 adalah bagian dari kampanye Taro Rangers yang

includes television programs, school road show, and kids camp.

karakter

anak

Indonesia

melalui

meliputi program televisi, school road show, dan kids camp. Kampanye Superior Bikin Semua Enak

Superior Bikin Semua Enak Campaign

Peluncuran produk Superior Mi Goreng 600gr dan 120gr (pipih

The launching of Superior Mi Goreng of 600gr and 120gr (flat

dan keriting) dimulai dengan melakukan blitz pasar dengan

and frizzy) products began with doing market blitz under the

judul “Superior Bikin Semua Enak”. Kegiatan kampanye ini

title “Superior Bikin Semua Enak”. These campaign activities

dilakukan mulai dari kegiatan project merchandiser dan Grebek

covered project merchandiser activity and Grebek Pasar

Pasar di 50 toko atau pasar di lebih dari 1.500 outlet, yang

conducted in 50 stores or markets in more than 1,500 outlet

dilakukan di 16 kota (Jabotabek, Jawa Barat, Jawa Tengah,

located in 16 cities (Jakarta Greater Area, West Java, Central

Jawa Timur, Sumatra Selatan, dan Bali). Puncak acara kampanye

Java, East Java, South Sumatra, and Bali). The event summit

adalah Festival Bikin Semua Enak bersama Superior di 5 kota

of the campaign was Bikin Semua Enak bersama Superior

(Surabaya, Semarang, Bandung, Solo, dan Jakarta).

Festival held in 5 cities (Surabaya, Semarang, Bandung, Solo and Jakarta).

Bihunku Office to Office

Bihunku Office to Office

Program Bihunku Office to Office merupakan brand activation

Bihunku Office to Office program is the brand activation held in

yang dilaksanakan ke 53 kantor di area Pulau Jawa. Program ini

53 offices in across Java Island. This program is supported with

didukung oleh pemasaran di media sosial dan digital (website,

social media and digital marketing (website, Facebook, Twitter).

Facebook, Twitter). Selain itu, juga dilakukan kegiatan

In addition, merchandiser activities were also performed in 572

merchandiser di 572 pasar dan kegiatan Grebek Pasar di 106

markets, while Grebek Pasar was held in 106 markets in Java

pasar di Pulau Jawa.

Island.

88





E. Strategi dan Kegiatan Pemasaran TPS Rice

E. Strategy and Marketing Activities of TPS Rice

Sepanjang 2016, TPS Rice telah melakukan banyak kegiatan

All through 2016, TPS Rice undertook a lot of innovative and

yang inovatif dan atraktif dalam rangka meningkatkan brand

attractive activities in order to increase its brand equity so that

equity agar merek beras TPS Rice menjadi brand minded di

TPS Rice product, especially Maknyuss, can stand out among

kalangan konsumen, terutama Maknyuss.

brand-minded consumers.

Maknyuss adalah branded packed rice milik Perseroan yang

Maknyuss is a branded packed rice owned by the Company

merupakan satu-satunya merek beras yang secara konsisten

which is the only rice brand that is consistently and massively

dan masif melakukan pemasaran melalui media televisi dan

marketed through television media and brand activation as well

brand activation serta dipasarkan baik di general trade maupun

as in general and modern trades. Through the motto of Without

modern trade. Melalui semboyan Tanpa 3P (Tanpa Pemutih,

3P (Free of Preservatives (Pengawet), Fragrance (Pewangi) and

Tanpa Pewangi, Tanpa Pengawet), Maknyuss menjamin kualitas

Bleach (Pemutih), Maknyuss ensures the quality of the rice

beras yang dikonsumsi langsung oleh para konsumennya.

consumed directly by its consumers.

Pada 2016, Perseroan melakukan inovasi pada kegiatan

In 2016, the Company performed innovation in its Maknyuss rice

pemasaran beras merek Maknyuss dengan membangun jalur

brand marketing activities by establishing special distribution

distribusi khusus melalui peluncuran program Mitra Usaha

channels through the launching of Mitra Usaha Maknyuss

Maknyuss (MUM). MUM merupakan kemitraan dengan

(MUM). MUM is a partnership with the individuals (not store)

individu atau perorangan (bukan toko) untuk menjual beras

to sell Maknyuss rice directly to the consumers (end users) with

Maknyuss langsung ke konsumen (end user) di lokasi usaha

delivery concept in locations where MUM operates. MUM will

MUM dengan konsep layanan pesan antar. MUM akan

be a continuous partner of the distributors and included in

menjadi langganan distributor dan masuk dalam register outlet

the register of distributor outlets. As of December 31, 2016,

distributor. Sampai dengan 31 Desember 2016, terdapat sekitar

there were approximately 2,700 MUM registered and operated

2.700 MUM yang teregistrasi dan tersebar di kota-kota besar

across major cities in Java Island. MUM’s existence creates

di Pulau Jawa. Keberadaan MUM menciptakan peluang dan

opportunities and provides the chance for the community to

memberi kesempatan kepada masyarakat untuk mendapatkan

make additional income and improve their entrepreneurial

penghasilan

kemampuan

skills. It also facilitates the Company to increase consumer

wirausahanya. Hal ini juga membantu Perseroan untuk

engagement with the end consumers so that the consumer’s

tambahan

dan

meningkatkan


89





meningkatkan consumer engagement dengan end consumer

needs can be met through direct distribution channel in the

sehingga kebutuhan konsumen dapat dipenuhi langsung

vicinity of the consumer’s residential areas.

melalui channel distribution yang dekat dengan tempat tinggal konsumen. Selain itu, Perseroan bekerja sama dengan distributor

In addition, the Company together with the distributors has

meluncurkan program salesman exclusive yang khusus menjual

launched an exclusive salesmen program dedicated to sell

produk Maknyuss dengan merekrut 600 orang untuk wilayah

Maknyuss products by recruiting 600 people in areas of Central

Jawa Tengah, Jawa Barat, Jabodetabek, Jawa Timur, Sumatra,

Java, West Java, Greater Jakarta, East Java, Sumatra, and Other

dan Luar Pulau. Inisiatif strategis ini dilakukan dalam rangka

Islands. This strategic initiative was undertaken in order to

meningkatkan pertumbuhan penjualan branded packed rice

improve the sales growth of branded packed rice owned by

milik TPS Rice.

TPS Rice.

Promosi dan Iklan

Promotion and Advertising

Strategi pemasaran yang diterapkan Perseroan tentunya tidak

Marketing strategy applied by the Company certainly involves

terlepas dari berbagai kegiatan promosi dan iklan. Sepanjang

a wide range of promotion and advertising activities. During

2016, Perseroan telah merumuskan dan mengimplementasikan

the course of 2016, the Company has formulated and adopted

berbagai promosi dan iklan guna meningkatkan penetrasi

various promotions and advertising in order to increase the

produk.

penetration of the product.

Pada kegiatan promosi, Perseroan memiliki dua program

For promotional activities, the Company has two promotion

promosi yang dilakukan secara bersamaan yaitu trade promo

programs undertaken simultaneously, namely trade and

dan consumer promo. Trade promo merupakan program

consumer promo. The trade promo is a marketing program

pemasaran dengan sasaran para distributor atau peritel.

targeting the distributors or retailers. In this activity, together

Dalam kegiatan ini, bersama-sama dengan distributor atau

with the distributors or retailers, the Company has set a sales

peritel, Perseroan menetapkan target penjualan untuk produk-

target for certain products. The Company will provide rewards

produk tertentu. Perseroan akan memberikan reward kepada

to distributors or retailers if they are able to achieve the targets

distributor atau peritel apabila mereka mampu mencapai target

that have been set. Through the course of this promotion

yang telah ditetapkan. Melalui program promosi ini, Perseroan

program, the Company aims to maintain and increase the

bertujuan untuk mempertahankan dan meningkatkan loyalitas

loyalty of its distributors, agents, as well as stores that become

distributor, agen, serta toko yang menjadi mitra penjualan

the Company’s sales partners.

Perseroan.

90





Program consumer promo merupakan promosi produk

Meanwhile, the consumer promo program refers to promotional

yang dapat dinikmati langsung oleh konsumen. Promosi ini

products that can be enjoyed directly by the consumers. This

dijalankan melalui pemberian hadiah kepada konsumen yang

promotion is run through the giving of gifts to the consumers

membeli produk-produk Perseroan. Tujuan program ini adalah

who buy the Company’s products, which is desgined to increase

untuk meningkatkan loyalitas konsumen.

consumer’s loyalty.

Pada program iklan, Perseroan senantiasa merumuskan strategi

In respect of advertisement program, the Company always

iklan agar iklan yang dimunculkan dapat berdampak positif

formulates ads strategies to create positive impact for the

pada penjualan produk. Rumusan strategi iklan mencakup

Company’s product sales. The ads strategy formula consists

produk yang akan diiklankan, sasaran iklan (target konsumen),

of the products to be advertised, advertising target (target

dan media yang digunakan. Selama 2016, Perseroan telah

consumer), and the media used. During 2016, the Company

melakukan berbagai kegiatan iklan untuk produk Taro, Mie

has conducted various activities for the advertising of Taro, Mie

Kremezz, Bihunku, dan Maknyuss melalui siaran televisi

Kremezz, Bihunku, and Maknyuss products through the free-

nasional free-to-air (FTA).

to-air (FTA) national television broadcast.

Pangsa Pasar

Market Share

Berdasarkan data riset Nielsen Retail Audit 2016, pangsa pasar

Based on research data by Nielsen Retail Audit in 2016, Taro

Taro termasuk market leader dalam 5 (lima) besar produk snack

is one of the top 5 (five) market leaders for snack extrusion

ekstrusi dengan perolehan sekitar 26%, dimana produk snack

market share, which acquired around 26% of the total top

ekstrusi merupakan produk dengan pangsa pasar terbanyak di

5 (five). Snack extrusion is a product with the largest market

segmen snack yaitu sebesar 55%.

share in the snack segment, which reaches 55%.

Sementara dalam segmen bihun instan, Bihunku berhasil

While in the instant vermicelli segment, Bihunku managed to

mengambil posisi market leader dengan memperbesar pangsa

rise as the market leader with the expansion of its market share

pasarnya dari 29,7% pada 2015 menjadi 60,2% pada 2016.

from 29.7% in 2015 to 60.2% in 2016, which increased by

Terdapat peningkatan sebesar 30.5 poin atau pertumbuhan

30.5 points or grew more than double, namely 103%.

lebih dari dua kali lipat yaitu sebesar 103%. Senada dengan Bihunku, dalam segmen snack mie instan,

Similar with Bihunku, for the instant noodle snack segment, Mi

Mi Kremezz berhasil mempertahankan posisi sebagai market

Kremezz successfully maintained its position as market leader

leader dengan pertumbuhan pangsa pasar dari 29,8% pada

with a market share growth from 29.8% in 2015 to 36.3% in

2015 menjadi 36,3% pada 2016. Terjadi peningkatan sebesar

2016, an increase of 6.5 points or equal to 22% growth.

6,5 poin atau tumbuh sebesar 22%. Untuk segmen mie kering dan bihun kering, TPSF merupakan

For the dried noodles and dried rice vermicelli segment, TPSF

top 2 produsen Mie Kering dan Bihun Kering dengan jumlah

is among the top 2 producers of Dried Noodles and Dried

pangsa pasar 13,9%.

Vermicelli with a total market share of 13.9%.


91



National Sales Boot Camp Perubahan

dan

perkembangan



National Sales Boot Camp Perseroan

menunjukkan

Changes and development of the Company are proof of the

upaya perusahaan yang semakin agresif dalam menggapai

Company’s more aggressive initiatives in reaching its vision

visi dan target perusahaan. Salah satu contoh bentuk ambisi

and targets. One example of this ambition is the Company’s

ini adalah upaya perusahaan untuk terus menerus melatih dan

relentless efforts to continuously train and improve the quality

meningkatkan kualitas SDM, terutama dalam hal penjualan.

of its human resources, especially in terms of sales skills.

Sebagai ujung tombak perusahaan, sales people menjadi salah

As the spearhead of the Company, the sales people become

satu aset penting bagi Perseroan. Oleh karena itu, diadakan

one of the Company’s important assets. Therefore, the

pelatihan berbentuk kompetisi yaitu National Sales Bootcamp

Company held a contest-packaged training, i.e. National Sales

2016 (NSBC) bagi 60 orang sales people terbaik dari seluruh

Bootcamp 2016 (NSBC) for 60 best sales people from all over

Indonesia. Sebanyak 60 orang salesman terbaik ini telah

Indonesia. As many as 60 best salesmen have passed the

melewati tahap seleksi yang ketat untuk dapat mengikuti

rigorous selection stage to be eligible to participate in the NSBC

program NSBC. Melalui program ini, diharapkan dapat

program. This program is expected to build a reliable sales

membentuk talent pool sales yang andal dalam kemampuan

talent pool possessing great technical, leadership, and soft skills

teknis, kepemimpinan, dan soft skills sebagai pemimpin-

as a potential sales leaders in the future.

pemimpin sales potensial di masa depan.

92





Analisis dan Pembahasan Manajemen Management Discussion and Analysis PT Tiga Pilar Sejahtera Food Tbk 2016 Annual Report

93




embahasa P n da Analisis Manajemen


n

d Analysis

sion an s u c is D t n e m anage

M

TINJAUAN UMUM

OVERVIEW

Berdasarkan laporan tinjauan kebijakan moneter Bank

Based on Bank Indonesia’s report on monetary policy

Indonesia, perekonomian dunia dinilai cukup baik. Hal ini

overview, the world’s economy is reported to remain

didukung oleh perbaikan ekonomi Amerika Serikat (AS)

conducive. This is supported by the economic upturn of

yang meningkat dari 1,7% menjadi 1,9%, dan Tiongkok

the United States that grew by 1.7% to 1.9% and China

yang menguat dari 6,7% menjadi 6,8%. Perbaikan ekonomi

that strengthened from 6.7% to 6.8%. The US economic

AS didukung oleh peningkatan konsumsi dan meningkatnya

improvement was supported by the increase in consumption

investasi non-residensial. Selain itu, tingkat pengangguran

and the growing non-residential investment. In addition, the

AS berada pada level rendah dengan inflasi yang mengarah

US unemployment rate was low with inflation rate remained

ke target jangka panjangnya.

stable towards the figure estimated for the long-term target.

Sementara

itu,

perekonomian

Tiongkok

mengalami

Meanwhile, China’s economy experienced positive trend as

pertumbuhan positif, terlihat pada peningkatan penjualan

shown in the increase in retail sales and private investment.

eceran dan investasi swasta. Demikian pula dengan harga

Likewise, Indonesia’s export commodities prices also rise

komoditas ekspor Indonesia yang membaik, ditopang

as supported by the price hike of coals and several types

oleh kenaikan harga batubara dan beberapa jenis logam

of metal, especially copper and tin. Going forward, several

khususnya tembaga dan timah. Ke depan, sejumlah risiko

global risks need to be highly anticipated, which among

global tetap perlu diwaspadai, antara lain berasal dari

others arise from the impact of fiscal policy and international

dampak kebijakan fiskal dan perdagangan internasional AS,

trade of US, the increase in the Fed Fund Rate (FFR) that

kenaikan Fed Fund Rate (FFR) yang berpotensi meningkatkan

has the potential to increase cost of borrowing, Chinese

cost of borrowing, proses penyesuaian ekonomi dan

economic and financial adjustment processes, as well as

keuangan Tiongkok, serta berbagai risiko geopolitik.

geopolitical risks.

Sejumlah perbaikan ekonomi pada negara mitra dagang

The economic improvements in several trade partner

tersebut berdampak pada kondisi perekonomian nasional.

countries affected the national economic conditions. The

Badan Pusat Statistik (BPS) merilis angka pertumbuhan

Statistics Indonesia (BPS) released that Indonesia’s economic

ekonomi Indonesia sepanjang 2016 sebesar 5,02% yang

growth rate in 2016 was recorded at 5.02%, higher than

tercatat lebih tinggi dibanding tahun 2015 yaitu sebesar

4.88% in 2015 and 5.01% in 2014. Household consumption

4,88% dan dibanding tahun 2014 yaitu sebesar 5,01%.

still became the largest contributor to economic growth.

Konsumsi rumah tangga menjadi sumber pertumbuhan

According to BPS, the increase in household consumption

ekonomi tertinggi yang mana menurut BPS, peningkatan

was contributed by the increasing public spending for

konsumsi rumah tangga didorong oleh pengeluaran

health, education, transportation, and food and beverages

masyarakat yang meningkat untuk sektor kesehatan,

consumption sectors.

pendidikan, transportasi, serta konsumsi makanan dan minuman.

94





BPS mencatat bahwa Produk Domestik Bruto (PDB) atas dasar

BPS recorded that Gross Domestic Product (GDP) based on

harga berlaku mencapai Rp12.406,8 triliun yang meningkat

the prevailing prices reached Rp12,406.8 trillion, which rose

sebesar 7,50% dari tahun 2015. Sementara untuk PDB per

by 7.50% from 2015. While per capita GDP in 2016 reached

kapita pada 2016 mencapai Rp47,96 juta yang meningkat

Rp47.96 million, which grew by 6.11% from the previous year.

sebesar 6,11% dari tahun sebelumnya. Terdapat empat sub-sektor industri yang memberikan kontribusi

There were four sub-sectors of industry that gave significant

terbesar terhadap PDB Nasional, yaitu industri makanan dan

contribution to national GDP, namely food and beverages

minuman sebesar 33,61%; industri barang logam, komputer,

industry at 33.61%; metal goods, computer, electronics, optic

barang elektronik, optik dan peralatan listrik sebesar 10,68%;

and electrical equipment industries at 10.68%; transportation

industri alat angkutan sebesar 10,35%; serta industri kimia,

industry at 10.35%; as well as chemical, pharmaceutical, and

farmasi, dan obat tradisional sebesar 10,05%.

traditional medicine industry at 10.05%.

Sebagai kontributor terbesar terhadap PDB, industri makanan

As the largest contributor to GDP, food and beverages industry

dan minuman cenderung tumbuh stabil setiap tahunnya.

tended to grow stable every year. Based on data from the

Menurut data Kementerian Perindustrian, industri makanan dan

Ministry of Industry, food and beverages industry grew by

minuman pada triwulan IV 2016 tumbuh 8,46% atau di atas

8.46% in the fourth quarter of 2016 or above the non-oil and

pertumbuhan industri pengolahan non-migas sebesar 4,42%.

gas processing industry growth at 4.42%. This growth was

Pertumbuhan ini didorong oleh meningkatnya konsumsi.

driven by the increase in consumption.

Sebagai perusahaan yang bergerak di bidang food related

As a company engaged in the food-related businesses, the

businesses, Perseroan optimis akan prospek usaha industri

Company is optimistic on the business outlook of food and

makanan dan minuman. Perseroan siap untuk menjadi bagian

beverages industry. The Company is ready to contribute in this

dari industri yang terus berkembang ini melalui berbagai inisiatif

fast-growing industry by taking various strategic initiatives and

strategis dan inovasi.

innovations.

TINJAUAN OPERASI PER SEGMEN USAHA

OPERATIONAL OVERVIEW PER BUSINESS SEGMENT

Produk dengan nilai kualitas yang baik merupakan perhatian

The Company puts high attention to the quality of product when

utama Perseroan yang ditinjau pada setiap tahapan produksi.

conducting monitoring in every production stage. In addition,

Selain itu, Perseroan juga berkonsentrasi pada perluasan

the Company also focuses on expanding its distribution so that

distribusi

bagi

the products can be evenly spread throughout the public up

masyarakat hingga ke konsumen akhir semakin merata. Secara

sehingga

ketersediaan

produk-produk

to end consumers. The Company continuously ensures that

bersinambungan, Perseroan memastikan bahwa keseluruhan

all facilities and production process flow are integrated well

fasilitas dan alur proses produksi terintegrasi dengan baik

and supported by the advanced technology to ensure the

dan ditunjang oleh sentuhan teknologi yang mutakhir untuk

achievement of high productivity efficiency. TPSF also continues

memastikan tercapainya tingkat efisiensi produktivitas yang

to innovate to develop various products that cater to the

tinggi. TPSF juga senantiasa berinovasi untuk mengembangkan

consumers’ needs.

berbagai produk yang sesuai dengan kebutuhan konsumen. Melalui dua divisi usaha yang terdiri dari TPS Food dan TPS Rice,

In 2016, through two business divisions comprising TPS Food

sepanjang 2016 Perseroan berhasil mempertahankan kinerja

and TPS Rice, the Company manages to maintain its business

usaha di berbagai bidang baik kualitas produk, peningkatan

performance across operations, from product quality, the

kapasitas

kinerja

increase in production capacity, market penetration, to financial

keuangan. Hal ini dicapai melalui perluasan jaringan distribusi,

produksi,

penetrasi

pasar,

maupun

performance. This is achieved through the expansion of

pengembangan merek, SDM yang andal, strategi pemasaran

distribution network, brand development, reliable HR, effective

yang efektif, serta inovasi produk yang menekankan unique

marketing strategy, and product innovation focusing on unique

selling values.

selling values.


95





TINJAUAN SEGMEN USAHA TPS FOOD

OVERVIEW ON BUSINESS SEGMENT OF TPS FOOD

A. Posisi dan Mutu Produk

A. Position and Product Quality

TPS Food merupakan divisi usaha Perseroan yang memproduksi

TPS Food represents a business division of the Company that

makanan olahan berupa Makanan Pokok (Basic Food) dan

produces processed foods, namely Basic Food and Consumer

Makanan Konsumsi (Consumer Food). Divisi ini menjalankan

Food. This division carries out its production business segment

segmen usaha produksi makanan melalui beberapa anak

through several subsidiaries of the Company, namely PT Tiga

perusahaan yang dimiliki Perseroan yaitu PT Tiga Pilar Sejahtera

Pilar Sejahtera (TPS), PT Poly Meditra Indonesia (PMI), PT Balaraja

(TPS), PT Poly Meditra Indonesia (PMI), PT Balaraja Bisco Paloma

Bisco Paloma that is the majority shareholder of PT Putra Taro

yang merupakan pemilik saham mayoritas PT Putra Taro Paloma

Paloma (PTP), and PT Subafood Pangan Jaya (SPJ).

(PTP), dan PT Subafood Pangan Jaya (SPJ). Sebagai hasil inovasi melalui berbagai upaya pengembangan

As a result of innovations implemented through various

produk yang diminati konsumen, Perseroan berhasil meraih

efforts in product development that appeals the consumers,

posisi sebagai pemimpin pasar dalam kategori bihun instan

the Company has successfully secured a leading position in

untuk merek Bihunku pada 2016. Selain itu, Perseroan juga

the market of instant vermicelli for Bihunku brand in 2016. In

mempertahankan posisi sebagai salah satu pemimpin pasar

addition, the Company managed to maintain its top position as

dalam kategori snack mie, mie kering dan bihun kering, serta

one of the market leaders in category of snack noodle, dried

snack ekstrusi untuk merek Mie Kremezz, Superior, Tanam

noodle and dried vermicelli, as well as extrusion snack for Mie

Jagung, dan Taro.

Kremezz, Superior, Tanam Jagung, and Taro brands.

Perseroan berkomitmen untuk menghasilkan produk pangan

The Company is committed to producing safe and halal food

yang halal, aman dan dengan mutu yang terbaik. Untuk itu,

products with the best quality. To that end, the Company

Perseroan selalu menerapkan Good Manufacturing Practices

continuously implements Good Manufacturing Practices

96





(GMP), Sistem Hazard Analysis Critical Control Point (HACCP),

(GMP), Hazard Analysis Critical Control Point (HACCP) System,

Sistem Manajemen Halal atau Sistem Jaminan Halal (SJH),

Halal Management System or Halal Assurance System (SJH) and

dan Sistem Manajemen Keamanan Pangan (SMKP/FSMS) ISO

Food Safety Management System (FSMS) of ISO 22000:2005 in

22000:2005 secara konsisten.

a consistent manner.

Pada 2016, sejumlah sertifikasi dan penghargaan berhasil

In 2016, the Company’s subsidiaries managed to attain several

diraih oleh anak perusahaan. PTP memeroleh Sertifikasi ISO

certifications and awards. PTP received ISO 22000:2009

22000:2009 dan HACCP yang diterbitkan oleh Integrated

certification and HACCP issued by the Integrated Laboratory of

Laboratory Bogor Agricultural University (ILFA-IPB) dan Mutu

Bogor Agricultural University (ILFA-IPB) and National Accredited

Certification Komite Akreditasi Nasional (KAN) untuk merek

Committee (KAN) Quality Certification for Taro and Bravo

Taro dan Bravo. Selain itu, TPS untuk ketiga kalinya kembali

brands. Furthermore, TPS won the SNI Award for the third time

memenangkan SNI Award dengan peringkat Gold dan SPJ

with Gold rating, and SPJ won SNI Award for the first time

untuk pertama kalinya memenangkan SNI Award dengan

with Silver rating. Through this achievement, the Company was

peringkat Silver. Dengan mendapatkan SNI Award, Perusahaan

more recognized as a benchmark company which implements

telah diakui sebagai panutan penerapan SNI dalam menjalankan

SNI system in carrying out all of its business activities.

kegiatan usaha.

B. Produksi Makanan

B. Food Production

Perkembangan bisnis yang kian pesat senantiasa diimbangi

The rapidly growing business development is continuously

dengan

mampu

balanced with the fulfillment of production capacity to meet

memenuhi permintaan pasar. Pada 2016, TPS Food melakukan

pemenuhan

kapasitas

produksi

yang

market demand. In 2016, TPS Food inaugurated Unit 5 Factory

peresmian Pabrik Unit 5 PT Tiga Pilar Sejahtera yang digunakan

of PT Tiga Pilar Sejahtera that is used to facilitate Bihunku

untuk fasilitas produksi bihun instan Bihunku.

instant vermicelli production.

Tabel hasil produksi segmen usaha TPS Food pada 2016

Table of production result of TPS Food business segment in 2016

Uraian / Description Mie Kering / Dried Noodle Mie Instan / Instant Noodle Bihun / Vermicelli Biskuit / Biscuit Wafer Stick Makanan Ringan / Snack Permen / Candy Jumlah / Total

Satuan / Unit Ton Ton Ton Ton Ton Ton Ton Ton

Kuantitas / Quantity 50,863 15,722 35,111 17,152 87 9,076 675 128,687

Nilai / Value (juta / million Rp) 360,042 234,001 341,907 273,724 1,181 339,348 21,965 1,572,167

Melalui riset pasar yang terukur, selama 2016 TPS Food

Through a measurable market research, TPS Food launched a

meluncurkan berbagai produk baru hasil pengembangan

wide range of new products as a development result of the

Departemen Penelitian dan Pengembangan, yaitu:

Research and Development Department in 2016, namely:

No 1 2 3 4 5 6

Produk / Product Taro Corn Puff rasa Jagung Bakar 7g / Taro Corn Puff of 7g with Roasted Corn flavor Taro Corn Puff rasa Karamel Asin 7gr / Taro Corn Puff of 7gr with Salted Caramel flavor Mie Kremezz Wave rasa Pedas Manis 15gr / Mie Kremezz Wave of 15gr with Sweet Chilli flavor Superior Mi Goreng Keriting 120gr / Superior Mi Goreng Keriting of 120gr Superior Mi Goreng Keriting 600gr / Superior Mi Goreng Keriting of 600gr Superior Mi Goreng Pipih 120gr / Superior Mi Goreng Pipih of 120gr

No 7

Produk / Product Superior Mi Goreng Pipih 600gr / Superior Mi Goreng Pipih of 600gr

8

Superior Spider 750gr / Superior Spider of 750gr

9

Superior Spider 900gr / Superior Spider of 900gr

10 11

Taro Corn Puff rasa Jagung Bakar 35gr / Taro Corn Puff of 35gr with Roasted Corn flavor Mie Kremezz rasa Jagung Bakar 30gr / Mie Kremezz of 30gr with Roasted Corn flavor


97





C. Penjualan TPS Food 2016

C. TPS Food Sales in 2016

Sepanjang 2016, Perseroan menjalankan strategi perluasan

Throughout 2016, the Company has consistently employed

jaringan distribusi dan penetrasi produk secara berkelanjutan

the strategy of distribution network expansion and product

dan telah memberikan hasil yang baik. Perseroan menambah

penetration, which proved to deliver successful results. The

7 (tujuh) negara tujuan ekspor sehingga total negara tujuan

Company added 7 (seven) countries to its export destination

ekspor produk Perseroan mencapai 26 negara. Dari sisi

list, thus total export destination countries for the Company’s

domestik, per 31 Desember 2016 Perseroan telah berhasil

products reached 26 countries. Domestically, as of December

menjangkau jumlah kota tujuan distribusi lokal sebanyak 171

31, 2016, the Company succeeded to reached 171 cities as its

kota (sebelumnya 152 kota) dan telah memiliki jumlah outlet

local distribution target (previously 152 cities) with number of

sekitar 193.568 outlet melalui 74 grup distributor yang tersebar

outlets around 193,568 outlets through 74 distributor groups

di Pulau Sumatra, Jawa, Nusa Tenggara, Kalimantan, Sulawesi,

spread across Sumatra, Java, Nusa Tenggara, Kalimantan,

Maluku dan Papua. Dengan dukungan kualitas produk yang

Sulawesi, Maluku, and Papua islands. Leveraging our prime

prima, Perseroan mampu meraih pertumbuhan penjualan yang

product quality, the Company succeeded to record positive

positif.

sales growth.

TPS Food sukses membukukan penjualan bersih sebesar

TPS Food was able to book net sales of Rp2,497.60 billion,

Rp2.497,60 miliar, jumlah tersebut mengalami pertumbuhan

which grew by 29.96% or Rp575.78 billion from the net sales

29,96% atau sebesar Rp575,78 miliar jika dibandingkan

of 2015 recorded at Rp1,921.82 billion. Basic food category

dengan

miliar.

contributed 42.17% from total sales of TPS Food, while

Kategori makanan pokok berkontribusi 42,17% terhadap total

tahun

sebelumnya

sebesar

Rp1.921,82

consumer food category contributed 57.83% from total sales

penjualan TPS Food. Sementara, kategori makanan konsumsi

of TPS Food. Overall, TPS Food managed to contribute 38.16%

berkontribusi sebesar 57,83% terhadap total penjualan TPS

to the Company’s total consolidated sales.

Food. Secara keseluruhan, kontribusi yang diberikan TPS Food terhadap total penjualan konsolidasi Perseroan mencapai 38,16%.

98





TINJAUAN SEGMEN USAHA TPS RICE

OVERVIEW ON BUSINESS SEGMENT OF TPS RICE

A. Model Bisnis

A. Business Model

Dalam menjalankan usaha beras, Perseroan mendasarkan

In running rice production business, the Company devises its

langkah bisnis pada riset yang menyebutkan bahwa terdapat

business strategy based on a research pinpointing there is a gap

gap antara jumlah permintaan yang lebih tinggi dibandingkan

between higher demand and the rice supply. This contributes

jumlah pasokan. Hal ini menjadi salah satu penyebab tingginya

as one of the factors that lead to rice price hike in Indonesia as

harga beras di Indonesia dibandingkan dengan di beberapa

compared to other countries like Vietnam and Thailand.

negara lain seperti Vietnam dan Thailand. Pasar beras Indonesia merupakan pasar yang terfragmentasi.

Indonesia’s rice market is a fragmented market. Approximately

Sekitar 80% dari total pabrik penggilingan beras merupakan

80% of total rice mills are small plants, around 5% of which are

pabrik kecil, sekitar 5% merupakan pabrik penggilingan beras

big scale rice milling plants, including rice mill of TPS Rice, and

berkapasitas besar, termasuk pabrik beras TPS Rice, dan sekitar

the remaining 15% of which are peddler mills.

15% sisanya merupakan penggilingan keliling. Terkait impor beras, Pemerintah hanya memberikan izin impor

In relation to rice import, the Government provides import

kepada Badan Urusan Logistik (BULOG), kecuali izin impor

license only for Logistics Agency (BULOG), except import license

beras dengan spesifikasi tertentu, contohnya beras pecah yang

for rice with certain specifications, such as 100% broken rice

digunakan sebagai bahan baku pengolahan industri.

used as a raw material for industry manufacturing.


99





TPS Rice merupakan divisi usaha Perseroan yang bergerak

TPS Rice is the Company’s business division engaged in rice

di bidang penggilingan dan distribusi beras. Langkah awal

millings and distributions. The Company entered into rice

Perseroan pada bisnis beras diawali dengan akuisisi PT Dunia

business through the acquisition of PT Dunia Pangan in 2010. At

Pangan pada 2010. Pada akhir tahun yang sama, Perseroan

the end of 2010, the Company acquired PT Jatisari Rejeki (JSR),

mengakuisisi PT Jatisari Srirejeki (JSR), perusahaan penggilingan

the first modern rice milling company in Indonesia. In 2011, the

beras

pada

Company continued to expand this division by acquiring a rice

2011, ekspansi usaha berlanjut dengan diakusisinya pabrik

mill and several premium rice brands from PT Alam Makmur

penggilingan padi dan beberapa merek beras premium dari PT

Sembada currently known as PT Indo Beras Unggul (IBU). In

Alam Makmur Sembada yang berubah nama menjadi PT Indo

2014, the Company inaugurated the first rice mill developed

Beras Unggul (IBU). Pada 2014, Perseroan meresmikan pabrik

by TPS Rice in Central Java, namely PT Sukses Abadi Karya Inti

beras pertama yang dibangun oleh TPS Rice yaitu PT Sukses

(SAKTI).

modern

pertama

di

Indonesia.

Kemudian

Abadi Karya Inti (SAKTI) di Jawa Tengah. Model bisnis TPS Rice adalah “Paddy to Rice”, yaitu

TPS Rice business model is “Paddy to Rice”, which is to convert

mengkonversi padi basah (Gabah Kering Panen/GKP) yang

wet paddy (Dry Grain Harvest/GKP) purchased from the farmers,

dibeli dari para petani, dikeringkan dan diolah dengan mesin

being dried and processed with modern machineries to become

yang modern menjadi beras. Dengan bisnis model ini, TPS Rice

rice. With this business model, TPS Rice clearly differentiates

membedakan dirinya dengan kompetitor lain yang kebanyakan

itself from other competitors which mostly operate with small

rice milling tradisional kecil dan tersebar di banyak tempat serta

traditional rice milling, spread across many locations, and

kebanyakan mengadopsi bagian kecil dari bisnis model TPS

mostly adopt a small part of TPS Rice business model.

Rice. Perseroan merupakan produsen beras terbesar dan modern di

The Company is the largest and one of the modern rice

Indonesia dengan total kapasitas produksi sebesar 480.000 ton.

producers in Indonesia with total capacity of 480,000 tons.

Melalui PT Dunia Pangan dan lima anak perusahaannya yaitu

Through PT Dunia Pangan and its five subsidiaries, namely PT

PT Jatisari Srirejeki (JSR), PT Indo Beras Unggul (IBU) , PT Sukses

Jatisari Srirejeki (JSR), PT Indo Beras Unggul (IBU), PT Sukses

Abadi Karya Inti (SAKTI), PT Tani Unggul Usaha (TUU), dan

Abadi Karya Inti (SAKTI), PT Tani Unggul Usaha (TUU), and PT

PT Swasembada Tani Selebes (STS), Perseroan memproduksi dan

Swasembada Tani Selebes (STS), the Company produces and

mendistribusikan produk beras yang dipasarkan baik di modern

distributes rice products under various popular trademarks

trade maupun general trade, dengan menggunakan berbagai

(branded rice) widely known by consumers that are marketed

merek dagang (branded rice) yang sudah dikenal konsumen.

both in modern and general trades. TPS Rice also produces rice

TPS Rice juga memproduksi beras untuk hotel, restoran, dan

for hotel, restaurant, and catering (HORECA), such as Arnotts,

catering (HORECA), seperti Arnotts, Mc Donalds Indonesia,

Mc Donalds Indonesia, Solaria, PT Bridgestone Tire Indonesia,

Solaria, PT Bridgestone Tire Indonesia, California Fried Chicken,

California Fried Chicken, MM Juice, Richeese Factory, and

MM Juice, Richeese Factory, dan Lion Boga; serta private label

Lion Boga ; as well as private label for several prominent

untuk beberapa swalayan terkemuka, seperti Indomaret,

supermarkets, such as Indomaret, Lion Superindo, and Lotte.

Lion Superindo, dan Lotte. Hal ini semakin membuktikan

This further proves the strength of TPS Rice with its nationwide

keunggulan TPS Rice yang memiliki jaringan distribusi nasional,

distribution network, manufacturing infrastructure capacity

memiliki kemampuan infrastruktur manufaktur yang sesuai

that meets food hygiene standard, and great capability to

dengan standard food hygiene, serta memiliki kemampuan

maintain its rice quality standard.

dalam menjaga standar kualitas beras. Untuk pengembangan bisnis, TPS Rice telah menambah gudang

For its business development, TPS Rice added new warehouses

baru di IBU pada Agustus 2015, JSR pada Oktober 2015, dan

of IBU in August 2015, of JSR in October 2015, and of SAKTI

SAKTI pada Maret 2016, dengan penambahan kapasitas

in March 2016, with additional storage capacity amounting to

penyimpanan masing-masing sebesar 10.000 ton, 15.000 ton,

10,000 tons, 15,000 tons, and 28,000 tons for each.

dan 28.000 ton.

100 PT Tiga Pilar Sejahtera Food Tbk Laporan Tahunan 2016




Sehubungan dengan rencana penambahan pabrik beras

Pertaining to the Company’s rice mill expansion plan in Sidrap

di Sidrap dan Bone yang dirancang sebelumnya, Perseroan

and Bone that has been previously developed, the Company

menata kembali prioritasnya dengan mendahulukan perbaikan

re-manages its priority by first prefacing its program with

dan penambahan kapasitas di IBU dan JSR. Dengan demikian,

upgrading and capacity increase in IBU and JSR. Therefore,

kualitas dan kuantitas hasil produksi branded packed rice di IBU

the quality and quantity of production output of branded

dan JSR akan meningkat sejalan dengan investasi pada mesin

packed rice in IBU and JSR will increase as investment in new

baru yang rencananya akan dimulai pada 2017.

machineries will commence in 2017.

B. Peningkatan Kualitas dan Produktivitas

B. Quality and Productivity Improvement

Untuk menjaga dan meningkatkan kualitas beras yang

To maintain and increase rice quality produced, the Company

dihasilkan, Perseroan berupaya untuk melakukan standardisasi

strives to implement a standardization system for its rice

produk beras sehingga kualitas produk yang terjaga dapat

products to ensure the same quality of rice products obtained

diperoleh konsumen kapanpun mereka membeli kembali

by the consumers wherever or whenever they purchase any rice

produk yang diproduksi oleh TPS Rice.

products of TPS Rice.

Produk TPS Rice memiliki keunggulan tersendiri karena

The products of TPS Rice have their own excellence as their

memiliki kualitas dengan Standar Nasional Indonesia (SNI)

quality meet the Indonesian National Standards (SNI) of

6128:2008. IBU dan JSR memeroleh Sertifikat ISO 22000:2005

6128:2008. IBU and JSR received their ISO 22000:2005 and

dan SNI 6128:2008 untuk pertama kali pada 2013. Hal ini

SNI 6128:2008 Certificates for the first time in 2013. This

diawali dengan kesadaran bahwa konsumen menginginkan

achievement was initiated from the awareness that the

beras yang tidak hanya ekonomis tetapi juga bermutu tinggi.

consumers wanted not only affordable and economical but

Dengan demikian, pentingnya kualitas hasil produksi TPS Rice

also high quality rice products, thus encouraging the division

sangat menjadi perhatian. Sebagai bentuk pencapaian dari hal

to put a lot of attention to the quality of its products. As a

tersebut, IBU meraih SNI Award 2015 Peringkat Gold dan JSR

form of this commitment, IBU managed to achieve the 2015

meraih SNI Award 2016 Peringkat Silver.

SNI Award (Gold Rating) and JSR achieved the 2016 SNI Award (Silver Rating).

Produk Beras Maknyuss milik TPS Rice memiliki moto “Bebas

TPS Rice’s Maknyuss Rice boasts a motto of “Bebas 3P”,

3P” yaitu bebas pemutih, pengawet dan pewangi. Sementara

which means free from bleach, preservatives, and perfumes

produk unggulan lainnya yaitu beras Ayam Jago memiliki moto

(Pemutih, Pengawet dan Pewangi), while the Ayam Jago Rice,

“Nyata Kualitasnya” karena kualitas baiknya yang konsisten.

with “Nyata Kualitasnya” motto, prides itself on its good and consistent quality.

Guna meningkatkan produktivitas, TPS Rice menerapkan

To improve its productivity, TPS Rice implements several

beberapa strategi antara lain dengan berupaya menerapkan

strategies,

inventory management yang baik, berupaya menjaga keamanan

management system, striving to maintain supply security and

dan keberlanjutan pasokan, pengembangan merek, melakukan

sufficiency, developing brands, creating innovations in product

inovasi dalam diferensiasi produk, memperbarui mesin, serta

differentiation, machinery renewal, as well as maintaining good

mempertahankan hubungan baik dengan para petani.

relationship with the farmers.

namely

by

carrying

out

proper

inventory

PT Tiga Pilar Sejahtera Food Tbk 101 2016 Annual Report





C. Penjualan TPS Rice 2016

C. TPS Rice Sales in 2016

Kualitas produk yang terjamin, diferensiasi produk yang

With guaranteed product quality, product differentiation

sesuai selera pasar, kemasan yang sesuai dengan kebutuhan

that meets market appetite, popular packaging, and wide

konsumen, serta jaringan distribusi yang luas telah mendukung

distribution network, TPS Rice products can easily penetrate the

beras produksi TPS Rice melakukan penetrasi pasar. Pada

market. In 2016, Maknyuss successfully penetrated the market

2016, penetrasi pasar produk Maknyuss mencapai 135 kota di

in 135 cities across Indonesia and became the branded packed

Indonesia dan merupakan produk branded packed rice dengan

rice with the widest distribution network. This expansion

jaringan distribusi terluas. Hal tersebut berhasil meningkatkan

successfully increased the contribution of branded packed rice

kontribusi penjualan branded packed rice menjadi sebesar 25%

sales to 25% to the total sales of TPS Rice.

terhadap total penjualan TPS Rice. Pada 2016, TPS Rice membukukan penjualan sebesar Rp4.011,18

This year, TPS Rice recorded its sales of Rp4,011.18 billion, grew

miliar yang meningkat 1,28% atau sebesar Rp50,80 miliar jika

by 1.28% or Rp50.80 billion from Rp3,960.37 billion recorded

dibandingkan pada 2015 sebesar Rp3.960,37 miliar. Secara

in 2015. Overall, TPS Rice contributed 61.28% to the total sales

keseluruhan, kontribusi yang diberikan TPS Rice terhadap total

of the Company.

penjualan Perseroan mencapai 61,28%.





PROFITABILITY

PROFITABILITAS Profitabilitas merupakan kemampuan yang dimiliki oleh

Profitability is the ability of the Company to gain profit within a

Perseroan untuk mendapatkan laba (keuntungan) dalam suatu

certain performance period. In 2016, the Company’s profitability

periode kinerja tertentu. Pada 2016, perhitungan profitabilitas

calculation can be seen in the following table:

Perseroan ditampilkan dalam tabel berikut: Uraian / Description Net Profit Margin

2016

2015

2014

9.07%

5.38%

6.45%

Return on Asset

7.77%

4.12%

5.13%

Return on Equity

16.87%

9.42%

10.54%

URAIAN ATAS KINERJA KEUANGAN PERUSAHAAN

DESCRIPTION ON THE COMPANY’S FINANCIAL PERFORMANCE

Analisis dan pembahasan kinerja keuangan berikut disusun

The following analysis and discussion on financial performance

berdasarkan informasi yang diperoleh dari laporan keuangan

was drafted based on the information from the Company’s

Perseroan yang berakhir pada 31 Desember 2016. Laporan

financial statement ended on December 31, 2016. The

Keuangan tersebut telah diaudit oleh Kantor Akuntan Publik

Financial Statement was audited by Public Accounting Firm

Amir Abadi Jusuf, Aryanto, Mawar dan Rekan yang ditunjuk

Amir Abadi Jusuf, Aryanto, Mawar and Partner as appointed

Perseroan. Laporan Keuangan Perseroan telah memperoleh

by the Company. The Financial Statements received unqualified

opini wajar tanpa pengecualian.

opinion.

LAPORAN POSISI KEUANGAN

FINANCIAL POSITION REPORT

A. Aset

A. Assets

Jumlah aset Perseroan pada 2016 tercatat sebesar Rp9.254,54

Total assets in 2016 was Rp9,254.54 billion, increased by

miliar,

miliar

2.14% or by Rp193.56 billion compared to 2015 which was

dibandingkan pada 2015 sebesar Rp9.060,98 miliar. Aset

tumbuh

2,14%

atau

sebesar

Rp193,56

Rp9,060.98 billion. Current assets increased by 33.28% or by

lancar mengalami kenaikan 33,28% atau sebesar Rp1.485,53

Rp1,485.53 billion to Rp5,949.16 billion compared to 2015 at

miliar menjadi Rp5.949,16 miliar dibandingkan pada 2015

Rp4,463.64 billion. Non-current assets decreased by 28.10% or

sebesar Rp4.463,64 miliar. Sementara aset tidak lancar

Rp1,291.97 billion to Rp3,305.38 billion compared to 2015 at

mengalami penurunan 28,10% atau sebesar Rp1.291,97 miliar

Rp4,597.35 billion.

menjadi Rp3.305,38 miliar dibandingkan pada 2015 sebesar Rp4.597,35 miliar. Peningkatan aset lancar terutama disebabkan oleh peningkatan

The increase in current assets was particularly due to rising trade

pada piutang usaha-pihak ketiga dan persediaan, serta adanya

receivables – third party and inventories, as well as because

piutang pihak berelasi non-usaha yang merupakan hasil dari

there is due from related parties – non trade as a result of sales

penjualan kepemilikan saham Perseroan pada PT Golden

of the Company’s share ownership in PT Golden Plantation

Plantation Tbk kepada PT JOM Prawarsa Indonesia. Sementara

Tbk to PT JOM Prawarsa Indonesia. In the non-current assets

pada kelompok akun aset tidak lancar, penurunan terjadi

account, the decrease was because there was no balance of

karena tidak adanya saldo tanaman perkebunan dan biaya

plantation and deferred cost of landrights processing because

tangguhan pengurusan hak atas tanah sebagai akibat dari

of divestment in TPS Palm Oil business.

divestasi usaha TPS Palm Oil. - Kas dan Setara Kas

- Cash and Cash Equivalent

Kas dan setara kas pada 2016 mengalami penurunan

Cash and cash equivalent in 2016 decreased by 49.72%

sebesar 49,72% atau sebesar Rp292,59 miliar menjadi

or by Rp292.59 billion to Rp295.93 billion compared to

Rp295,93 miliar dibandingkan pada 2015 sebesar Rp588,51

2015 at Rp588.51 billion. The decrease of cash and cash

miliar. Penurunan kas dan setara kas terjadi karena adanya

equivalent was due to the decrease in the amount of cash

penurunan jumlah kas di bank dan deposito berjangka, yang

in banks and time deposits, due to the time deposits with

dikarenakan adanya dana deposito berjangka dengan jatuh

maturity periods of 6 months amounting to Rp405.40 billion PT Tiga Pilar Sejahtera Food Tbk 103 2016 Annual Report





tempo 6 bulan sebesar Rp405,40 miliar diklasifikasikan ke

were classified as other current financial assets (pursuant to

aset keuangan lancar lainnya (sesuai peraturan OJK dan

the regulations of OJK and PSAK).

PSAK). - Piutang Usaha-Pihak Ketiga

- Trade Receivables – Third Parties

Pada 2016, piutang usaha-pihak ketiga meningkat 20,98%

In 2016, trade receivables – third parties increased by

atau sebesar Rp415,11 miliar menjadi Rp2.393,72 miliar

20.98% or by Rp415.11 billion to Rp2,393.72 billion

dibandingkan pada 2015 sebesar Rp1.978,61 miliar.

compared to 2015 at Rp1,978.61 billion. The increase was

Peningkatan ini sejalan dengan adanya peningkatan total

in line with the increase in total sales and expansion of

penjualan dan perluasan jaringan distribusi.

dstribution network.

- Persediaan

- Inventories

Jumlah persediaan pada 2016 mengalami peningkatan

Total inventories in 2016 increased by 31.90% or by

31,90% atau sebesar Rp500,62 miliar menjadi Rp2.069,73

Rp500.62 billion to Rp2,069.73 billion compared to 2015

miliar dibandingkan pada 2015 sebesar Rp1.569,10 miliar.

at Rp1,569.10 billion. The largest component in the

Komponen terbesar dalam Persediaan terutama adalah

Inventories was raw materials stock at TPS Rice.

persediaan bahan baku TPS Rice. Pada 31 Desember 2016 dan 2015 persediaan telah

As of December 31, 2016 and 2015, inventories had been

diasuransikan terhadap risiko kebakaran, gempa bumi

insured against fire, earthquake and other risks with the sum

dan risiko lainnya dengan jumlah pertanggungan masing-

insured amounting to Rp1,119.77 billion and Rp1,435.26

masing sebesar Rp1.119,77 miliar dan Rp1.435,26 miliar.

billion, respectively. The management believes that the sum

Manajemen berpendapat bahwa nilai pertanggungan

insured is adequate to cover any possible losses. There was

asuransi

also no indication of impairment of inventories in 2016 and

tersebut

cukup

memadai

untuk

menutup

kemungkinan kerugian atas risiko yang mungkin dialami.

2015.

Juga, tidak terdapat indikasi penurunan nilai persediaan pada tahun 2016 dan 2015. B. Liabilitas

B. Liabilities

Jumlah liabilitas Perseroan pada 2016 tercatat sebesar

Total liabilities in 2016 was recorded at Rp4,990.14 billion, a

Rp4.990,14 miliar, menurun 2,04% atau sebesar Rp103,94

decrease of 2.04% or by Rp103.94 billion compared to 2015


at Rp5,094.07 billion. The amount of total liabilities consisted

Perolehan jumlah liabilitas tersebut terdiri dari 50,19%

of current liabilities at 50.19% and non-current liabilities at

merupakan liabilitas jangka pendek dan 49,81% merupakan

49.81%.

liabilitas jangka panjang. Jumlah liabilitas jangka pendek mengalami penurunan 8,95%

Current liabilities decreased by 8.95% or Rp246.13 billion to

atau Rp246,13 miliar menjadi Rp2.504,33 miliar dibandingkan

Rp2,504.33 billion compared to 2015 at Rp2,750.46 billion.

pada 2015 yang sebesar Rp2.750,46 miliar. Penurunan terutama

The decrease was particularly due to the decrease in trade

disebabkan oleh turunnya jumlah utang usaha kepada pihak

payables to third parties, tax payable, other short-term financial

ketiga, jumlah utang pajak, liabilitas keuangan jangka pendek

liabilities, and because there were no advances on sales.

lainnya, dan tidak adanya uang muka penjualan. Sementara, liabilitas jangka panjang mengalami peningkatan

Meanwhile, non-current liabilities increased by 6.07% or

sebesar 6,07% atau Rp142,19 miliar menjadi Rp2.485,81

Rp142.19 billion to Rp2,485.81 billion compared to 2015

miliar dibandingkan pada 2015 Rp2.343,62 miliar. Peningkatan

at Rp2,343.62 billion. The increase was mainly due to the

ini terutama disebabkan oleh adanya penawaran umum sukuk

Company’s public offering of TPS Food sukuk ijarah II at the

ijarah TPS Food II Perusahaan sebesar Rp1.200 miliar.

amount of Rp1,200 billion.





C. Ekuitas

C. Equity

Pada 2016, Perseroan mencatat peningkatan ekuitas sebesar

In 2016, the Company recorded an increase in equity at 7.50%

7,50% atau sebesar Rp297,49 miliar menjadi Rp4.264,40 miliar

or by Rp297.49 billion to Rp4,264.40 billion from Rp3,966.91

dari Rp3.966,91 miliar pada 2015. Peningkatan ini terutama

billion in 2015. The increase was primarily due to the increase

disebabkan oleh adanya kenaikan saldo laba dan tambahan

in retained earnings and additional paid-in capital from the

modal disetor dari selisih nilai transaksi restrukturisasi entitas

difference in value of restructuring of entities under common

sepengendali.

control.

Dalam jutaan Rupiah

In million Rupiah

Uraian / Description

2016

2015

Pertumbuhan / Growth Rp

%

Aset Lancar / Current Assets

5,949,164

4,463,635

1,485,529

33.28%

Aset Tidak Lancar / Non-Current Assets

3,305,375

4,597,345

(1,291,970)

-28.10%

Jumlah Aset / Total Assets

9,254,539

9,060,980

193,559

2.14%

Liabilitas Jangka Pendek / Current Liabilities

2,504,330

2,750,457

(246,127)

-8.95%

Liabilitas Jangka Panjang / Non-Current Liabilities

2,485,809

2,343,616

142,193

6.07%

Jumlah Liabilitas / Total Liabilities

4,990,139

5,094,073

(103,934)

-2.04%

321,467

597,830

(276,363)

-46.23%

Jumlah Ekuitas / Total Equity

4,264,400

3,966,907

297,493

7.50%

Jumlah Liabilitas dan Ekuitas / Total Liabilities and Equity

9,254,539

9,060,980

193,559

2.14%

Kepentingan Non-Pengendali / Non-Controlling Interest

LAPORAN LABA RUGI

INCOME STATEMENTS

A. Penjualan

A. Sales

Pada 2016, Perseroan sukses membukukan pertumbuhan

In 2016, the Company recorded sales growth of 8.90% or

penjualan sebesar 8,90% atau Rp534,79 miliar menjadi

Rp534.79 billion to Rp6,545.68 billion compared to 2015 at

Rp6.545,68 miliar dibandingkan pada 2015 sebesar Rp6.010,90

Rp6,010.90 billion. The sales growth was due to the increase

miliar. Pertumbuhan penjualan tersebut disebabkan oleh

in TPS Food sales at 29.96% and TPS Rice sales at 1.28%. TPS

peningkatan penjualan TPS Food sebesar 29,96% dan penjualan

Rice generated the largest contribution to consolidated sales at

TPS Rice sebesar 1,28%. TPS Rice memberikan kontribusi

61.28%. On the other hand, TPS Food contributed 38.16% to

terbesar terhadap penjualan konsolidasi yaitu sebesar 61,28%.

total consolidated sales in 2016.

Sedangkan TPS Food memberikan kontribusi sebesar 38,16% terhadap penjualan konsolidasi pada 2016. Penjualan TPS Food pada 2016 tumbuh sebanyak Rp575,78

In 2016, TPS Food sales grew Rp575.78 billion from Rp1,921.82

miliar dari Rp1.921,82 miliar pada 2015 menjadi Rp2.497,60

billion in 2015 to Rp2,497.60 billion. Gross sales for Basic

miliar. Penjualan bruto kategori produk Makanan Pokok

Food category, particularly for Dried Noodles, increased by

khususnya produk Mie Kering mengalami peningkatan 13,97%

13.97% or Rp68.07 billion to Rp555.32 billion compared to

atau Rp68,07 miliar menjadi Rp555,32 miliar dibandingkan

the previous year at Rp487.25 billion. Meanwhile, Vermicelli

tahun sebelumnya sebesar Rp487,25 miliar. Sementara, produk

product increased by 43.73% or Rp159.05 billion to Rp522.75

Bihun mengalami peningkatan sebesar 43,73% atau Rp159,05

billion compared to 2015 at Rp363.70 billion. Gross sales for

miliar menjadi Rp522,75 miliar dibandingkan pada 2015

Consumer Food category in 2016 increased by 30.29% or

sebesar Rp363,70 miliar. Sementara penjualan bruto kategori

Rp343.76 billion to Rp1,478.71 billion compared to 2015 at

produk Makanan Konsumsi pada 2016 mengalami kenaikan

Rp1,134.95 billion. This increase was mainly due to the increase

30,29% atau sebesar Rp343,76 miliar menjadi Rp1.478,71

in gross sales of Biscuit products at 136.25% or Rp227.99


billion to Rp395.32 billion from Rp167.34 billion in 2015. In

Kenaikan ini terutama disebabkan oleh peningkatan penjualan

addition, the increase in Instant Noodles product also increased

bruto produk Biskuit sebesar 136,25% atau Rp227,99 miliar

by 61.70% or Rp144.72 billion to Rp379.28 billion from

menjadi Rp395,32 miliar dari Rp167,34 miliar pada 2015.

Rp234.57 billion in 2015.

Selain itu, peningkatan produk Mie Instan juga mengalami peningkatan 61,70% atau Rp144,72 miliar menjadi Rp379,28 miliar dari Rp234,57 miliar pada 2015.




TPS Rice


In million Rupiah

Dalam jutaan Rupiah Uraian / Description TPS Food


Kontribusi 2016 / Contribution in 2016

Kontribusi 2015 / Contribution in 20156

38.16%

2,497,599

31.97%

1,921,818

61.28%

4,011,176

65.89%

3,960,374

B. Beban Pokok Penjualan

B. Cost of Goods Sold

Beban pokok penjualan pada 2016 tercatat sebesar Rp4.862,38

In 2016, cost of goods sold was recorded at Rp4,862.38 billion,

miliar, meningkat 2,64% atau sebesar Rp125,20 miliar jika

increased by 2.64% or by Rp125.20 billion compared to the

dibandingkan dengan tahun sebelumnya sebesar Rp4.737,18

previous year at Rp4,737.18 billion. This figure accounted for

miliar. Jumlah tersebut terdiri dari beban pokok penjualan TPS

costs of goods sold of TPS Food and TPS Rice.

Food dan beban pokok penjualan TPS Rice. Beban pokok penjualan TPS Food pada 2016 tercatat sebesar

Cost of goods sold of TPS Food in 2016 was Rp1,574.79 billion,

Rp1.574,79 miliar, meningkat 27,15% atau Rp336,24 miliar

an increase of 27.15% or Rp336.24 billion compared to 2015

dibandingkan pada 2015 sebesar Rp1.238,56 miliar.

at Rp1,238.56 billion.

Beban pokok penjualan TPS Rice pada 2016 tercatat sebesar

Cost of goods sold of TPS Rice in 2016 was recorded at

Rp3.231,14 miliar, menurun 4,92% atau sebesar Rp167,09

Rp3,231.14 billion, decreased by 4.92% or Rp167.09 billion


compared to 2015 at Rp3,398.23 billion.

C. Laba Kotor

C. Gross Profit

Pada 2016, Perseroan mencatatkan laba kotor sebesar

In 2016, the Company recorded gross profit at Rp1,683.30

Rp1.683,30 miliar yang meningkat 32,16% atau sebesar

billion, an increase of 32.16% or Rp409.58 billion compared to

Rp409,58 miliar jika dibandingkan tahun sebelumnya sebesar

the previous year at Rp1,273.72 billion.

Rp1.273,72 miliar. D. Beban Usaha

D. Operating Expenses

Sejalan dengan pertumbuhan usaha, Perseroan juga merekrut

In line with business growth, the Company recruited

karyawan, menaikkan upah minimum dan melakukan kegiatan

employees, increased its minimum wages and conducted

pemasaran. Pada 2016, Perseroan membukukan jumlah beban

marketing activities. In 2016, the Company recorded total

usaha sebesar Rp667,54 miliar yang meningkat 23,66% atau

operating expenses of Rp667.54 billion, an increase of 23.66%

sebesar Rp127,74 miliar jika dibandingkan dengan tahun

or Rp127.74 billion compared to the previous year at Rp539.80

sebelumnya yaitu sebesar Rp539,80 miliar.

billion.

E. Laba Usaha

E. Operating Income

Laba usaha pada 2016 mengalami peningkatan 73,34%

In 2016, operating income increased by 73.34% or Rp542.31

atau sebesar Rp542,31 miliar menjadi Rp1.281,74 miliar jika

billion to Rp1,281.74 billion compared to the previous year at

dibandingkan dengan tahun sebelumnya sebesar Rp739,43

Rp739.43 billion.

miliar. F. Laba Bersih

F. Net Profit

Laba bersih merupakan jumlah laba tahun berjalan yang

Net profit is a total profit for the year attributable to owners of

dapat diatribusikan kepada pemilik entitas induk. Pada 2016,

parent entity. In 2016, net profit gain increased by 83.49% or

perolehan laba bersih meningkat sebesar 83,49% atau sebesar

Rp270.03 billion to Rp593.48 billion compared to the previous

Rp270,03 miliar menjadi Rp593,48 miliar jika dibandingkan

year at Rp323.44 billion. This was primarily due to the increase

tahun sebelumnya sebesar Rp323,44 miliar. Hal ini terutama

in gross profit margin both in TPS Food and TPS Rice, in which

karena adanya peningkatan marjin laba kotor baik di TPS Food

total consolidated gross profit margin increased from 21.19%

maupun di TPS Rice, dimana total marjin laba kotor konsolidasi

in 2015 to 25.72% in 2016.

naik dari 21,19% di 2015 menjadi 25,72% di 2016. 106 PT Tiga Pilar Sejahtera Food Tbk Laporan Tahunan 2016




G. Laba per Saham

G. Earnings per Share

Laba per saham (LPS) dasar dihitung dengan membagi laba

Basic earnings per share (LPS) is calculated by dividing profit

yang dapat diatribusikan kepada entitas induk dengan jumlah

attributable to parent entity with weighted average of

rata-rata tertimbang saham biasa yang beredar dalam tahun

outstanding shares on related period. In 2016, basic earnings

buku. Pada 2016, laba per saham dasar tercatat sebesar

per share was posted at Rp184.39, increased by 83.49%

Rp184,39 yang meningkat 83,49% jika dibandingkan dengan

compared to the previous year at Rp100.49. This was due to

tahun sebelumnya sebesar Rp100,49. Hal ini karena laba tahun

profit for the year attributable to owner of parent entity that

berjalan yang dapat diatribusikan kepada pemilik entitas induk

increased by 83.49%.

meningkat sebesar 83,49%. Dalam jutaan Rupiah Uraian / Description Penjualan Neto / Net Sales Beban Pokok Penjualan / Cost of Goods Sold Laba Bruto / Gross Profit

In million Rupiah 2016

2015

6,545,680

6,010,895

-4,862,377

-4,737,175

Pertumbuhan / Growth Rp % 534,785 8.90% -125,202

2.64%

1,683,303

1,273,720

409,583

32.16%

Beban Usaha / Operating Expenses

-667,537

-539,799

-127,738

23.66%

Pendapatan Lainnya / Other Income

295,490

8,455

287,035

3394.86%

Beban Lainnya / Other Expenses

-29,512

-2,942

-26,570

903.13%

Laba Usaha / Operating Income

1,281,744

739,434

542,310

73.34%

-383,313

-238,999

-144,314

60.38%

898,431

500,435

397,996

79.53%

-179,203

-126,685

-52,518

41.46%

719,228

373,750

345,478

92.44%

-12,547

5,282

-17,829

-337.54%

706,681 379,032 Comprehensive Income for the Year Laba Tahun Berjalan Yang Dapat Diatribusikan Kepada / Profit For The Year Attributable to:

327,649

86.44%

Pemilik Entitas Induk / Owners of the Parent

593,475

323,441

270,034

83.49%

Kepentingan Non – Pengendali / Non-Controlling Interest

125,753

50,309

75,444

149.96%

Biaya Keuangan Neto / Net Finance Cost Laba Sebelum Beban Pajak Penghasilan / Income before Income Tax Expenses Beban Pajak Penghasilan / Income Tax Expenses Laba Tahun Berjalan / Profit for the Year Penghasilan (Rugi) Komprehensif Lain Tahun Berjalan / Other Comprehensive Income (Loss) for the Year Jumlah Laba Komprehensif Tahun Berjalan / Total of

Jumlah Laba Komprehensif Yang Dapat Diatribusikan Kepada / Total of Comprehensive Income Attributable to: Pemilik Entitas Induk / Owners of the Parent

581,034

327,772

253,262

77.27%

Kepentingan Non – Pengendali / Non-Controlling Interest

125,647

51,260

74,387

145.12%

184.39

100.49

84

83.49%

Laba per Saham / Earnings per Share

LAPORAN ARUS KAS

CASH FLOW STATEMENT

Pada akhir periode 2016, Perseroan membukukan saldo akhir

By the end of 2016 period, the Company recorded ending

kas dan setara kas sebesar Rp295,93 miliar yang menurun

balance of cash and cash equivalent of Rp295.93 billion,

49,72% atau sebesar Rp292,59 miliar jika dibandingkan tahun

decreased by 49.72% or by Rp292.59 billion compared to the

sebelumnya sebesar Rp588,51 miliar. Penurunan ini disebabkan

previous year at Rp588.51 billion. The decrease was due to the

adanya aktivitas investasi perusahaan.

company’s investment activity.

A. Arus Kas dari Aktivitas Operasi

A. Cash Flow from Operating Activities

Perseroan membukukan peningkatan arus kas bersih yang

The Company recorded net cash flow from operating activities at

diperoleh dari aktivitas operasi sebesar Rp463,58 miliar. Jumlah

Rp463.58 billion. The number increased by 16.13% compared

tersebut mengalami peningkatan 16,13% dibandingkan pada

to 2015 at 399.19 billion. The increase of cash receipts was

2015 sebesar Rp399,19 miliar. Peningkatan penerimaan kas

mainly from cash received from customers at Rp6,041.52 billion






terutama berasal dari penerimaan dari pelanggan sebesar

which increased by 11.66% or by Rp631.05 billion compared

Rp6.041,52 miliar yang meningkat 11,66% atau sebesar

to 2015 at Rp5,410.47 billion. In addition, the increase in cash

Rp631,05 miliar dibandingkan tahun 2015 sebesar Rp5.410,47

received from operating activities also came from the increase in

miliar. Selain itu, peningkatan penerimaan kas dari aktivitas

interest income receipt at 11.53% or Rp1.55 billion to Rp14.98

operasi juga berasal dari peningkatan penerimaan penghasilan

billion compared to the previous year at Rp13.43 billion.

bunga sebesar 11,53% atau sebesar Rp1,55 miliar menjadi Rp14,98 miliar jika dibandingkan dengan tahun sebelumnya sebesar Rp13,43 miliar. B. Arus Kas dari Aktivitas Investasi

B. Cash Flow from Investing Activities

Pada 2016, Perseroan mencatatkan arus kas bersih digunakan

In 2016, the Company recorded net cash flow used for

untuk aktivitas investasi sebesar Rp1.158,12 miliar yang

investing activities at Rp1,158.12 billion, an increase of 6.92%

meningkat 6,92% atau sebesar Rp74,97 miliar jika dibandingkan

or by Rp74.97 billion compared to 2015 at Rp1,083.15 billion.

pada 2015 sebesar Rp1.083,15 miliar. Peningkatan ini terutama

The increase was particularly due to placement of short-term

disebabkan adanya penempatan investasi jangka pendek

investment in the form of time deposits at Rp405.40 billion.

berupa deposito berjangka sebesar Rp405,40 miliar. C. Arus Kas dari Aktivitas Pendanaan

C. Cash Flow from Financing Activities

Perseroan mencatat peningkatan kas masuk dari aktivitas

The Company recorded cash flow from financing activities

pendanaan pada 2016 sebesar 625,45% atau sebesar

in 2016 at 625.45% or Rp346.70 billion to Rp402.14 billion

Rp346,70 miliar menjadi Rp402,14 miliar jika dibandingkan

compared to the previous year at Rp55.43 billion. The increase

tahun sebelumnya sebesar Rp55,43 miliar. Peningkatan ini

was particularly due to the Company’s public offering of TPS

terutama berasal dari adanya penawaran umum sukuk ijarah

Food sukuk ijarah II at Rp1,200 billion.

TPS Food II Perseroan sebesar Rp1.200 miliar. Dalam jutaan Rupiah

In million Rupiah Pertumbuhan

Uraian / Description Arus Kas dari Aktivitas Operasi / Cash Flow from Operating Activities Arus Kas dari Aktivitas Investasi / Cash Flow from Investing Activities Arus Kas dari Aktivitas Pendanaan / Cash Flow from Financing Activities Peningkatan Bersih Kas dan Setara Kas / Net Increase of Cash and Cash Equivalent Dampak Selisih Kurs atas Kas dan Setara Kas / Effect of Foreign Exchange on Cash and Cash Equivalent Saldo Kas dan Setara Kas Awal Tahun / Cash and Cash Equivalent Balance at Beginning of the Year Saldo Kas dan Setara Kas Akhir Tahun / Cash and Cash Equivalent Balance at End of the Year


Pertumbuhan / Growth Rp %

2016

2015

463,580

399,185

64,395

16.13%

-1,158,118

1,083,146

-74,972

6.92%

402,137

55,433

346,704

625.45%

-292,401

(628,528)

336,127

-53.48%

-187

488

-675

-138.32%

588,514

1,216,554

-628,040

-51.62%

295,926

588,514

-292,588

-49.72%




PERBANDINGAN ANTARA TARGET DENGAN PENCAPAIAN 2016 SERTA PROYEKSI 2017

COMPARISON BETWEEN TARGET AND REALIZATION IN 2016 AND 2017 PROJECTION

Dalam miliar Rupiah kecuali dinyatakan lain

In billion Rupiah unless otherwise stated

Realisasi 2015 /

Realisasi 2016 /

Realization 2015

Realization 2016

TPS Food

1,921.82

2,497.60

2,636

3,084.7

TPS Rice

3,960.37

4,011.18

4,250

4,529.5

TPS Food

36%

37%

36%

34%

TPS Rice

14%

19%

18%

21%

Uraian / Description

Target 2016

Proyeksi 2017 / Projection 2017

Penjualan / Sales

Marjin Laba Kotor / Gross Profit Margin (%)

KEMAMPUAN MEMBAYAR UTANG DAN TINGKAT KOLEKTIBILITAS PIUTANG

SOLVENCY AND RECEIVABLES COLLECTIBILITY RATE

Kemampuan Membayar Utang

Solvency

A. Likuiditas

A. Liquidity

Rasio

menunjukkan

Liquidity ratio is a ratio that displays the Company’s capability

kemampuan Perseroan dalam memenuhi kewajiban jangka

likuiditas

merupakan

rasio

yang

in meeting its short-term obligations on maturity date, such as

pendek pada saat jatuh tempo, salah satunya adalah rasio

current ratio. The Company’s current ratio in 2016 was 2.38

lancar. Rasio lancar Perseroan pada 2016 tercatat sebesar 2,38

times from 1.62 in 2015. Meanwhile, the Company’s Quick

kali dari 1,62 kali pada 2015. Sementara, Rasio Cepat Perseroan

Ratio in 2016 was recorded at 1.55 times and Cash Ratio was

pada 2016 tercatat sebesar 1,55 kali dan Rasio kas tercatat

booked at 0.12 times, however, if the Time Deposits with

sebesar 0,12 kali, namun jika Deposito Berjangka dengan jatuh

maturity periods of 6 months amounting to Rp405.40 billion

tempo 6 bulan sebesar Rp405,40 miliar yang diklasifikasikan ke

which were classified as Other Current Financial Assets were

Aset Keuangan Lancar Lainnya diperhitungkan, maka Rasio Kas

calculated, the Cash Ratio would be booked at 0.28 times.

menjadi sebesar 0,28 kali. B. Solvabilitas

B. Solvability

Rasio interest coverage tahun 2016 dan 2015 masing-masing

Interest coverage ratio in 2016 and 2015 was 3.3 times and

sebesar 3,3 kali dan 3,04 kali. Terkait dengan pendanaan,

3.04 times respectively. In terms of financing, the growth from

pertumbuhan yang berasal dari hutang cenderung wajar

debts was considered fair with Debt to Asset Ratio of 0.47

dengan Debt to Asset Ratio pada 2016 sebesar 0,47 kali.

times in 2016. Meanwhile, Net Interest Bearing Debt to Equity

Sementara Net Interest Bearing Debt to Equity Perseroan pada

in 2016 amounted to 0.85 times.

2016 sebesar 0,85 kali. Tingkat Kolektibilitas Piutang

Receivables Collectibility Rate

Tingkat kolektibilitas piutang Perseroan pada 2016 adalah 132

The Company’s receivables collectibility rate in 2016 was

hari, sedangkan tahun sebelumnya adalah sebesar 119 hari.

132 days, while it was 119 days in the previous year. Trade

Piutang usaha pada 31 Desember 2016 mencapai Rp2.393,72

receivables as of December 31, 2016 reached Rp2,393.72

miliar dimana sekitar 73,66% merupakan piutang usaha lancar.

billion, in which 73.66% consisted of current trade receivables.

INFORMASI DAN FAKTA MATERIAL YANG TERJADI SETELAH TANGGAL LAPORAN AKUNTAN

MATERIAL INFORMATION AND FACT SUBSEQUENT TO BALANCE SHEET DATE

Tidak terdapat informasi dan fakta material yang terjadi setelah

There was no information and material fact happened

tanggal laporan akuntan.

subsequent to balance sheet date.






INFORMASI KEUANGAN YANG MENGANDUNG KEJADIAN YANG BERSIFAT LUAR BIASA

FINANCIAL INFORMATION CONTAINING EXTRAORDINARY EVENTS

Sepanjang 2016, Perseroan tidak mencatatkan informasi

In 2016, the Company did not record any financial information

keuangan yang mengandung kejadian luar biasa dan jarang

containing extraordinary and rare event which may affect the

terjadi yang dapat mempengaruhi kinerja Perseroan.

Company’s performance.

STRUKTUR MODAL DAN KEBIJAKAN MANAJEMEN ATAS STRUKTUR MODAL

CAPITAL STRUCTURE AND MANAGEMENT POLICY ON CAPITAL STRUCTURE

Struktur modal merupakan penggabungan antara modal

Capital Structure is the compounding of own capital (equity)

sendiri (ekuitas) dan utang (liabilitas). Perusahaan secara

and debts (liabilities). The Company regularly reviews and

rutin menelaah dan mengelola struktur permodalan untuk

manages the capital structure to ensure that the return to

memastikan struktur modal dan hasil pengembalian ke

stockholders is optimal, by considering the capital needs in

pemegang saham yang optimal, dengan mempertimbangkan

the future and the Company’s capital efficiency, profitability

kebutuhan modal masa depan dan efisiensi modal Perusahaan,

in the present and the future, projected operating cash flows,

profitabilitas masa sekarang dan yang akan datang, proyeksi

projected capital expenditures and projected opportunities of

arus kas operasi, proyeksi belanja modal dan proyeksi peluang

strategic investment.

investasi yang strategis. In million Rupiah

Dalam jutaan Rupiah 2016


2015


2,504,330

27.06%

2,750,457

30.35%

2,485,809

26.86%

2,343,616

25.86%

4,990,139

53.92%

5,094,073

56.22%

Jumlah Ekuitas / Total Equity

4,264,400

46.08%

3,966,907

43.78%

Jumlah Aset / Total Assets

9,254,539

100%

9,060,980

100%

Uraian / Description Liabilitas Jangka Pendek / Current Liabilities Liabilitas Jangka Panjang / Noncurrent Liabilities Jumlah Liabilitas / Total Liabilities

Tujuan manajemen permodalan adalah untuk menjaga

The objective of capital management is to safeguard the

kelangsungan usaha Perusahaan, memaksimalkan manfaat

Company’s ability as a going concern, maximize the returns

bagi pemegang saham dan pemangku kepentingan lainnya

to stockholders and benefits for other stockholders and to

serta menjaga struktur modal yang optimal untuk mengurangi

maintain an optimal capital structure to reduce the cost of

biaya modal.

capital.





IKATAN YANG MATERIAL UNTUK PEROLEHAN BARANG MODAL

MATERIAL COMMITMENT FOR CAPITAL GOODS INVESTMENT

Perseroan mencatatkan ikatan dan perjanjian yang material

The Company recorded material commitment and agreement

untuk perolehan barang modal pada tahun berjalan sebagai

for goods capital investment of the year as follows:

berikut: • Pada 4 Maret 2015, PT Swasembada Tani Selebes, entitas

• On March 4, 2015, PT Swasembada Tani Selebes, a

anak, mengadakan perjanjian kerja sama dengan Buhler

subsidiary, entered into agreement of corporation with

(Wuxi) Commercial Co., LTD dan PT Buhler Indonesia terkait

Buhler (Wuxi) Commercial Co., LTD and PT Buhler Indonesia

pengadaan, instalasi dan commissioning dari 2 x 17 TPH

related to procurement, installation and commissioning of 2

mesin pengolahan beras putih di Sulawesi Selatan. Nilai

x 17 TPH white rice reprocessing machine in South Sulawesi.

kontrak ini adalah USD7.000.000. Perjanjian tersebut di

This contract amounted to USD7,000,000. The agreement

atas diamandemen pada 20 Juli 2015.

was amended on July 20, 2015.

• Berdasarkan perjanjian kerja sama antara Capri Sun AG

• Based on agreement between Capri Sun AG and PT Poly

dengan PT Poly Meditra Indonesia (PMI), entitas anak, pada

Meditra Indonesia (PMI), a subsidiary, on September 23,

23 September 2015 sepakat untuk melakukan kerjasama

2015 agreed to a cooperation concerning the rights of

perihal hak lisensi eksklusif untuk memproduksi dan menjual

exclusive license to produce and market the non-alcoholic

minuman tidak beralkohol di bawah merek “CAPRI-SUN”

drinks under the trademark “CAPRI-SUN” or “CAPRI-

atau “CAPRI-SONNE” di Indonesia.

SONNE” in Indonesia.

Keseluruhan ikatan dan perjanjian material tersebut di atas

All commitments and material agreements above use fund

menggunakan sumber dana yang berasal dari keuangan

sources from the Company’s finance with Rupiah currency.

Perseroan dengan mata uang Rupiah.

BAHASAN INVESTASI BARANG MODAL YANG DIREALISASIKAN PADA TAHUN BUKU TERAKHIR

DESCRIPTION OF CAPITAL GOODS INVESTMENT REALIZED IN THE LAST FISCAL YEAR

Pada 2016, Perseroan melakukan aktivitas investasi pendanaan

In 2016, the Company conducted financing investment

yang tidak mempengaruhi arus kas. Informasi mengenai jenis,

activities that did not affect cash flow. Information on types,

tujuan, dan nilai investasi barang modal yang dikeluarkan pada

purposes and values of goods capital investment issued in the

tahun buku terakhir sebagai berikut:

latest fiscal year is as follows:

• Pada 31 Desember 2016 dan 2015, penambahan aset

• As of December 31, 2016 and 2015, the addition of

tetap pada entitas anak melalui reklasifikasi uang muka

property, plant and equipment in subsidiaries through

pembelian aset tetap adalah sebesar Rp30,11 miliar dan

reaclassification of advances on purchase of property, plant

Rp56,37 miliar.

and equipment amounted to Rp30.11 billion and Rp56.37 billion.

• Pada 31 Desember 2016 dan 2015, penambahan aset tetap


pada entitas anak melalui penambahan sewa pembiayaan


adalah sebesar Rp130,32 miliar dan Rp1,19 miliar.

additional of financial lease amounted to Rp130.32 billion and Rp1.19 billion.

• Pada 31 Desember 2016 dan 2015, penambahan aset tetap


pada entitas anak melalui kapitalisasi biaya pinjaman adalah


sebesar Rp3,22 miliar dan Rp36,06 miliar.

borrowing cost capitalization amounted to Rp3.22 billion and Rp36.06 billion.

• Pada 31 Desember 2016 dan 2015, penambahan tanaman


perkebunan pada entitas anak melalui beban penyusutan

plantations in subsidiaries through depreciation expense

adalah sebesar Rp974 juta dan Rp4,20 miliar.

amounted to Rp974 million and Rp4.20 billion.




• Pada 31 Desember 2016 dan 2015 penambahan tanaman




perkebunan pada entitas anak melalui kapitalisasi biaya

plantations

pinjaman adalah sebesar Rp16,75 miliar dan Rp126,07

capitalization amounted to Rp16.75 billion and Rp126.07

miliar.

billion.

in

subsidiaries

through

borrowing

cost

• Pada 31 Desember 2016, penambahan software pada

• As of December 31, 2016, the addition of software in

entitas anak melalui reklasifikasi uang muka pembelian aset

subsidiaries through reclassification of advances on the

tetap adalah sebesar Rp80 juta.

purchase of property, plant and equipment amounted to Rp80 million.

• Pada 2016, pelepasan entitas anak yang masih terhutang adalah sebesar Rp521,43 miliar.

• In 2015, disposal of subsidiary still in payable amounted to Rp521.43 billion.

• Pada 31 Desember 2016 dan 2015, penambahan utang

• As of December 31, 2016 and 2015, the addition of bank

bank melalui pembayaran kepada pemasok adalah sebesar

loans through payment to suppliers amounted to Rp666.08

Rp666,08 miliar dan Rp621,87 miliar.

billion and Rp621.87 billion.

• Pada 31 Desember 2016, penurunan utang bank melalui laba selisih kurs adalah sebesar Rp584 juta.

• As of December 31, 2016, the decrease of bank loan through gain on foreign exchange amounted to Rp584 million.

• Pada 31 Desember 2016, penambahan utang sewa

• As of December 31, 2016, the addition of bank loan

pembiayaan melalui rugi selisih kurs adalah sebesar Rp1,17

through loss on foreign exchange amounted to Rp1.172

miliar.

billion.

• Pada 2015, akuisisi entitas anak melalui realisasi uang muka adalah sebesar Rp14,45 miliar.

of advances amounted to Rp14.45 billion.

• Pada 2015, akuisisi entitas anak yang masih terutang adalah sebesar Rp28,25 miliar. • Pada

31

Desember

• In 2015, the acquisition of subsidiary through the realization • In 2015, the acqusition of subsidiary still not paid yet amounted to Rp28.25 billion.

2015,

penambahan

tanaman

• As of December 31, 2015, the addition of plantations in

perkebunan pada entitas anak melalui beban bunga sewa

subsidiaries through interest expense of lease capitalization

guna usaha adalah sebesar Rp1,67 miliar.

amounted to Rp1.67 billion.

• Pada 31 Desember 2015, penambahan aset tetap yang

• On December 31, 2015, the addition of property, plant

diperoleh dari akuisisi entitas anak adalah sebesar Rp5,96

and equipment arising from the acquisition of subsidiary

miliar.

amounted to Rp5.96 billion.

INFORMASI MATERIAL MENGENAI INVESTASI, EKSPANSI, DIVESTASI, PENGGABUNGAN/ PELEBURAN USAHA, AKUISISI DAN RESTRUKTURISASI UTANG/MODAL

MATERIAL INFORMATION ON INVESTMENT, EXPANSION, DIVESTMENT, BUSINESS MERGER/ CONSOLIDATION, ACQUISITION AND DEBT/ CAPITAL RESTRUCTURING

Manajemen Perseroan menilai bahwa bisnis perkebunan kelapa

The Company’s management assesses that palm oil plantation

sawit tidak memberikan nilai tambah positif terhadap valuasi

business does not significantly provide added value to the

Perseroan. Total penjualan yang masih relatif kecil karena

Company’s valuation. Total sales were relatively small due to

usia kebun yang relatif muda, utang dalam mata uang asing

immature plantation, debt in foreign currency with foreign

dengan risiko kerugian kurs serta komitmen pembelanjaan

exchange loss risks, as well as capital expenditure commitment

kapital yang melebihi 30% dari belanja kapital keseluruhan,

that exceeded 30% of the overall capital spending, which further

membuat neraca dan kinerja Perseroan menjadi kelihatan berat.

burdened the Company’s balance sheet and performance.

Maka pada Mei 2016, Perseroan mendivestasi usaha TPS Palm

Therefore, in May 2016, the Company divested its shares in

Oil dengan menjual sebanyak 2.864.990.000 lembar saham

TPS Palm Oil by selling its 2,864,990,000 shares or 78.17% of

atau 78,17% kepemilikan saham Perseroan atas PT Golden

the Company’s share ownership in PT Golden Plantation Tbk to

Plantation Tbk kepada PT JOM Prawarsa Indonesia dengan nilai

PT JOM Prawarsa Indonesia with transaction value of Rp521.4

transaksi sebesar Rp521,4 miliar.

billion.





Selain divestasi usaha di atas, Perseroan tidak memiliki informasi

In addition to the above business divestment, the Company did

material

not have information on material on investment, expansion,

mengenai

investasi,

ekspansi,

penggabungan/

peleburan usaha, akuisisi dan restrukturisasi utang/modal.

business merger/consolidation, acquisition and debt/capital restructuring.

INFORMASI TRANSAKSI MATERIAL YANG MENGANDUNG BENTURAN KEPENTINGAN DAN TRANSAKSI DENGAN PIHAK AFILIASI/ BERELASI

INFORMATION ON MATERIAL TRANSACTION CONTAINING CONFLICT OF INTERESTS AND TRANSACTION WITH AFFILIATED/RELATED PARTIES

Sepanjang 2016, Perseroan tidak mencatatkan transaksi

Throughout 2016, the Company did not record material

material yang mengandung benturan kepentingan.

transaction containing conflict of interests.

KEBIJAKAN DIVIDEN

DIVIDEND POLICY

Kebijakan Pembagian Dividen

Dividend Distribution Policy

Kebijakan pembagian dividen oleh Perseroan senantiasa

The dividend distribution policy is prepared by always taking

mempertimbangkan laba bersih yang didapat pada tahun

into account the net income gained in the current year. The

berjalan. Kewajiban untuk mengalokasikan dana cadangan

obligation to allocate reserve funds is carried out by complying

dilakukan

modal,

with the capital market laws, prevailing laws and regulations

perundang-undangan yang berlaku, serta kondisi keuangan

and by assessing the Company’s financial condition. In addition,

Perusahaan. Selain itu, Perseroan juga mempertimbangkan

the Company also considers the growth rate target and

tingkat pertumbuhan ke depan dan rencana ekspansi dalam

expansion plan in the dividend distribution decision.

dengan

memenuhi

ketentuan

pasar

keputusan pembagian dividen. Jumlah Dividen per Tahun yang Diumumkan dan Dibayar

Total Dividends per Year Announced and Distributed in

selama Dua Tahun Buku Terakhir

the Last Two Fiscal Years

Secara rinci, informasi mengenai jumlah dividen yang dibayarkan

The following table details the information on total dividends

kepada pemegang saham selama dua tahun terakhir adalah

distributed to the shareholders in the last two years:

sebagai berikut: Tahun Buku 2013 /

Tahun Buku 2012 /

2013 Fiscal Year Rp24.87

2012 Fiscal Year Rp23.41

Rupiah) Jumlah dividen kas per saham (dalam Rupiah

Rp8.5

Rp8

penuh) / Total dividends per share Payout ratio

8.01%

11.08%

26 Juni 2014/ June 26, 2014

16 April 2013 / April 16, 2013

13 Januari 2015 / January 13, 2015

23 Juli 2013 / July 23, 2013

Uraian / Description Jumlah dividen yang dibagikan (dalam miliar Rupiah) / Total distributed dividends (in billion

Tanggal pengumuman / Announcement Date Tanggal pembayaran / Payment date

PROGRAM KEPEMILIKAN SAHAM OLEH KARYAWAN DAN MANAJEMEN

MANAGEMENT AND EMPLOYEE STOCK OWNERSHIP PROGRAM

Perseroan tidak memiliki program kepemilikan saham oleh

The Company does not establish management and employee

karyawan dan manajemen.

stock ownership program.






REALISASI PENGGUNAAN DANA HASIL PENAWARAN UMUM

REALIZATION OF THE USE OF PROCEEDS FROM PUBLIC OFFERING

Pada 8 Desember 2011, Perseroan melakukan Penawaran Umum

On December 8, 2011, the Company executed Rights Issue III

Terbatas III dengan jumlah saham sebanyak 1.254.000.000

with total shares amounting to 1,254,000,000 shares. Proceeds

lembar saham. Dana dari masyarakat sebesar Rp702,24 miliar

gained from the public amounting to Rp702.24 billion had

telah terealisasi sesuai dengan rencana yang disampaikan pada

been used in line with the plans stated in the prospectus, as

prospektus, yaitu:

follows:

• Perseroan telah menggunakan dana sebesar Rp427,493

• Funds amounting to Rp427.493 billion were used for the

miliar untuk pengembangan kegiatan usaha Perseroan dan

development of the Company and Subsidiaries’ business

Entitas Anak di sektor usaha pengolahan makanan dan

activities in food and rice processing segments, as well as

pengolahan beras, termasuk modal kerja Perseroan dan

for the working capital of the Company and its Subsidiaries;

Entitas Anak; • Perseroan telah menggunakan dana sebesar Rp263,03

• Funds amounting to Rp263.03 billion were used to settle

miliar untuk pelunasan sebagian hutang Perseroan dan

parts of the Company and Subsidiaries’ debts, particularly

Entitas Anak terutama hutang pada pihak ketiga maupun

to the third parties and related parties, which were in the

hutang pihak berelasi, yang merupakan pinjaman jangka

form of current and/or non-current payables in relation to

panjang dan/atau jangka pendek sehubungan dengan

the funding or working capital and investment activities of

pembiayaan modal kerja dan investasi di Perseroan dan

the Company and its Subsidiaries; and

Anak Perusahaan; dan • Perseroan menggunakan dana sebesar Rp11,717 miliar sebagai biaya penawaran umum.

• Funds amounting to Rp11.717 billion were used as the expenses of public offering.

PERUBAHAN PERATURAN PERUNDANGUNDANGAN YANG BERPENGARUH SIGNIFIKAN BAGI PERUSAHAAN

CHANGES IN REGULATIONS THAT HAVE SIGNIFICANT IMPACT ON THE COMPANY

Peraturan perundang-undangan merupakan seluruh jenis

The regulations encompass all kinds of laws and regulations

peraturan perundang-undangan yang diundangkan dan

issued and valid for Issuers or Public Companies, including

dinyatakan berlaku bagi Emiten atau Perusahaan Publik,

the Company. Throughout 2016, the Company did not have

termasuk bagi Perseroan. Sepanjang 2016, Perseroan tidak

any changes in regulations that impacted significantly on its

memiliki perubahan peraturan perundang-undangan yang

performance.

berpengaruh signifikan terhadap kinerja Perusahaan.

PERUBAHAN KEBIJAKAN AKUNTANSI

CHANGES IN ACCOUNTING POLICIES

Perseroan senantiasa mengimplementasikan prinsip akuntansi

The Company constantly implements the accounting principles

yang berlaku umum di Indonesia terhadap laporan keuangan

that prevail in Indonesia on its financial reporting process. The

Perseroan. Laporan keuangan tersebut disusun mengacu

financial statements of the Company is prepared by referring to

pada Pernyataan Standar Akuntansi Keuangan (PSAK) yang

the Statements of Financial Accounting Standards (PSAK) issued

ditetapkan oleh Ikatan Akuntan Indonesia serta Peraturan

by the Indonesian Institute of Accountants and the Regulation

Otoritas Jasa Keuangan (OJK) Nomor VIII. G.7, mengenai

of Financial Services Authority (OJK) No. VIII.G.7, regarding

“Pedoman Penyajian Laporan Keuangan”.

“Guidelines for the Presentation of Financial Statements”.

Informasi perubahan standar akuntansi yang telah dikeluarkan

Information on the changes in accounting standards released by

oleh Dewan Standar Akuntansi Keuangan Ikatan Akuntan

the Board of Financial Accounting Standards of the Indonesian

Indonesia (DSAK-IAI) yang berlaku pada 1 Januari 2016

Institute of Accountants (DSAK-IAI) that took effect on January

serta dampaknya terhadap kebijakan akuntansi Perusahaan

1, 2016, and the impacts of the accounting policies of the

dan Anak Perusahaan serta efek material terhadap laporan

Company and its Subsidiaries, including the material effects on

keuangan konsolidasi sebagai berikut:

the consolidated financial statements, is as follows:



Kebijakan Akuntansi / Accounting Policies


Tentang / Concerning


Dampak Bagi Perusahaan / Impact on the Company

PSAK No. 5

Segmen Operasi / Operating Segment

Tidak ada pengaruh bagi Perseroan / No significant

PSAK No. 7

Pengungkapan Pihak-pihak Berelasi / Disclosure of - Menambahkan persyaratan pihak-pihak berelasi

impact on the Company Related Parties

bahwa suatu entitas berelasi dengan entitas pelapor ketika entitas, atau anggota dari kelompok yang mana entitas merupakan bagian dari kelompok tersebut, menyediakan jasa personil manajemen kunci kepada entitas pelapor atau kepada entitas induk entitas pelapor/Adding requirements of related parties that an entity is related to the reporting entity when the entity, or any member of a group of which the entity is part of, provides key management personnel services to the reporting entity or to the parent of the reporting entity. - Mensyaratkan

agar

entitas

pelapor

mengungkapkan jumlah yang dibayarkan kepada entitas manajemen atas jasa personil manajemen kunci yang disediakan oleh entitas manajemen dan mengklarifikasi bahwa entitas pelapor tidak disyaratkan untuk mengungkapkan imbalan yang dibayarkan oleh entitas manajemen kepada pekerja atau Direktur entitas manajemen, dan / Requiring that a reporting entity discloses the amount paid to the management entity for the key management personnel services provided by the management entity and clarifies that the reporting entity is not required to disclose the compensation paid by the management entity to its employees or Director of management entity, and - Perubahan terminologi judul “tanggal efektif” menjadi “tanggal efektif dan ketentuan transisi”. / Changing the terminology of “the effective date” to be “effective date and transitional requirement”. Perseroan telah menerapkan penyesuaian atas standar ini dan telah melengkapi persyaratan yang diminta. / The Group had adopted the adjustment standard and had completed the requested requirements. PSAK No. 13

Properti Investasi / Investment Property

Tidak ada pengaruh bagi Perseroan / No significant impact on the Company

PSAK No. 16

Aset Tetap / Property, Plant and Equipment


PSAK No. 19

Aset Tak berwujud / Intangible Assets

PSAK No. 22

Kombinasi Bisnis / Business Combination

Tidak ada pengaruh bagi Perseroan / No significant impact on the Company Tidak ada pengaruh bagi Perseroan / No significant impact on the Company




Kebijakan Akuntansi / Accounting Policies PSAK No. 25





Kebijakan Akuntansi, Perubahan Estimasi Akuntansi Tidak ada pengaruh bagi Perseroan / No significant dan Kesalahan / Accounting Policies, Changes in impact on the Company Accounting Estimates and Errors

PSAK No. 53

Pembayaran Berbasis Saham / Share-based Payments Tidak ada pengaruh bagi Perseroan / No significant impact on the Company

PSAK No. 68

Pengukuran Nilai Wajar / Fair Value Measurement

PSAK No. 110

Akuntansi Sukuk / Sukuk Accounting

Tidak ada pengaruh bagi Perseroan / No significant impact on the Company Tidak ada pengaruh bagi Perseroan / No significant impact on the Company

ISAK No. 30

Pungutan / Levies


PSAK No. 4

Laporan Keuangan Tersendiri - Metode Ekuitas Tidak ada pengaruh bagi Perseroan / No significant

(Revisi / Revised

dalam Laporan Keuangan Tersendiri / Separate impact on the Company

2015)

Financial Statements - Equity Method in Separate Financial Statements

PSAK No. 15

Investasi

(Revisi / Revised

Bersama, Entitas Investasi : Penerapan Pengecualian impact on the Company

2015)

Konsolidasian / Investments in Associates and

pada

Entitas

Asosiasi

dan

Ventura Tidak ada pengaruh bagi Perseroan / No significant

Joint Ventures, Investment Entity : Applying the Consolidation Exception PSAK No. 16

Aset Tetap tentang Klarifikasi Metode yang Diterima Tidak ada pengaruh bagi Perseroan / No significant untuk Penyusutan dan Amortisasi / Property, Plant impact on the Company and Equipment about Clarification of Acceptable Methods of Depreciation and Amortization

PSAK No. 19

Aset

Takberwujud

tentang

Klarifikasi

Metode Tidak ada pengaruh bagi Perseroan / No significant

yang Diterima untuk Penyusutan dan Amortisasi / impact on the Company Intangible Asset about Clarification of Acceptable Methods of Depreciation and Amortization PSAK No. 24

Imbalan Kerja tentang Program Imbalan Pasti: Iuran Tidak ada pengaruh bagi Perseroan / No significant Pekerja / Employee Benefits about Defined Benefit impact on the Company Plans: Employee Contributions

PSAK No. 65

Laporan Keuangan Konsolidasian tentang Entitas Tidak ada pengaruh bagi Perseroan / No significant Investasi: Penerapan Pengecualian Konsolidasi / impact on the Company Consolidation Financial Statements about Investment Entities: Applying the Consolidation Exception”

PSAK No. 66

Pengaturan Bersama tentang Akuntansi Akuisisi Tidak ada pengaruh bagi Perseroan / No significant Kepentingan

dalam

Operasi

Bersama

/

Joint impact on the Company

Arrangements about Accounting for Acquisitions of Interests in Joint Operation




Kebijakan Akuntansi / Accounting Policies PSAK No. 67




Pengungkapan Kepentingan dalam Entitas Lain Tidak ada pengaruh bagi Perseroan / No significant tentang Entitas Investasi: Penerapan Pengecualian impact on the Company Konsolidasi / Disclosures of Interest in Other Entities about Investment Entities: Applying the Consolidation Exception

PSAK No. 70

Akuntansi Aset dan Liabilitas Pengampunan Pajak / Tidak ada pengaruh bagi Perseroan / No significant Accounting for Tax Amnesty Assets and Liabilities

impact on the Company

PROSPEK USAHA

BUSINESS OUTLOOK

Sebagai negara dengan populasi lebih dari 250 juta penduduk,

As a country with a population of more than 250 million people,

industri makanan akan selalu menempati posisi yang penting

food industry will continue to be a significant and promising

dan menjanjikan di Indonesia. Sektor ini menyumbang kontribusi

business in Indonesia. This sector gives the largest contribution

besar terhadap pertumbuhan ekonomi nasional dilihat dari

to national economic growth, as seen from the continuously

meningkatnya angka konsumsi yang terus bertumbuh.

increasing consumption rate.

Tingginya angka konsumsi pada industri makanan menjadi katalis

High consumption rate in the food industry is a positive catalyst

positif pertumbuhan ritel nasional ke depan. Meningkatnya

to the national retail growth in the future. Among the factors

populasi penduduk dengan bonus demografi, meningkatnya

that stimulate retail industry growth are the burgeoning

masyarakat kelas menengah, urbanisasi, tingkat optimisme

population with demographic bonus, the growing number

konsumen yang kuat, dan pertumbuhan properti komersial,

of the middle class people, urbanization, robust consumer

menjadi pendorong pertumbuhan industri ritel. Perseroan

optimism level, and commercial property growth. The Company

menangkap peluang dari prospek usaha industri ritel untuk

strives to capture business prospects from the retail industry to

mendukung strategi dan inovasi yang telah diimplementasikan

support the strategy and inovation that has been implemented

Perseroan melalui perekrutan salesman exclusive dalam rangka

by the Company through exclusive salesman recruitment in

menambah outlet ritel aktif.

order to expand the number of active retail outlets.

Selain itu, Perseroan melihat bahwa saat ini kesadaran untuk

In addition, the Company observes there is a raising awareness

menjaga kesehatan dan meningkatkan kualitas hidup menjadi

among the society about health and life quality improvement

prioritas bagi masyarakat kelas menengah di Indonesia. Hal

where it becomes the priority for the middle class society in

tersebut tentunya memengaruhi perkembangan industri

Indonesia. This certainly contributes to the development of food

makanan yang tumbuh mendekati angka 10% pada 2016.

industry that grew close to 10% in 2016. Thus, food industry

Untuk itu, industri makanan dituntut untuk menerapkan

is encouraged to implement good processing procedure and

cara pengolahan dan sistem manajemen keamanan pangan

food safety management system, from the selection of raw

yang baik, mulai dari pemilihan bahan baku, pengolahan,

material, the processing, packaging, as well as distribution and

pengemasan, serta distribusi dan perdagangannya. Kesadaran

trade. The popularity of affordable yet high quality products

akan produk yang tidak hanya ekonomis tetapi juga bermutu

among the middle class segment is seen as an opportunity for

tinggi dari masyarakat kelas menengah ini dilihat sebagai

the Company to expand its market share.

peluang Perseroan untuk melakukan perluasan pangsa pasar. Melihat tingginya konsumsi beras di Indonesia yang tercatat

Seeing the high rice consumption rate in Indonesia, which is

sebesar 124 kg per kapita per tahun berdasarkan data Badan

recorded at 124 kg per capita per year based on data from

Pengkajian dan Penerapan Teknologi (BPPT), Perseroan

the Agency for the Assessment and Application of Technology

optimistis bahwa produk branded packed rice yang terjaga

(BPPT), the Company is optimistic that the branded packed rice

kualitasnya merupakan solusi bagi masyarakat dan peluang

products with consistent quality standard would be a great






bagi TPSF. Strategi dalam bidang pemasaran dan penjualan

solution for the society and opportunity for TPSF. Strategy

TPS Rice, khususnya untuk produk Maknyuss akan terus

on marketing and sales of TPS Rice, especially for Maknyuss

ditingkatkan seiring dengan penambahan outlet ritel aktif di

products, will be continuously improved in line with the

berbagai daerah distribusi.

expansion of active retail outlet across distribution areas.

Selain memanfaatkan pertumbuhan industri ritel, Perseroan

Apart from capitalizing on retail industry growth, the Company

melihat adanya peluang dalam perluasan pangsa pasar mie

is highly aware of the opportunity to expand its market share

kering dan bihun ke konsumen individu seiring dengan

for dried noodle and vermicelli to individual consumers as

pertumbuhan konsumsi rumah tangga. Pada kuartal III 2016,

household consumption continues to rise. At the third quarter of

BPS menyebutkan bahwa pertumbuhan konsumsi rumah

2016, BPS reported 5.01% growth of household consumption

tangga secara tahunan tumbuh 5,01% dan tumbuh 3,48%

rate year on year, which grew 3.48% on a quarterly basis. This

secara kuartalan. Tentunya hal ini merupakan prospek usaha

certainly opens up a new business prospect for dried noodle

baru untuk produk mie kering dan bihun, antara lain Superior

and vermicelli products, such as Superior and Bihunku.

dan Bihunku. Besarnya pasar snack food (snack food market), baik untuk

The big snack food market, be it for babies, children or

kalangan bayi, anak-anak maupun remaja, menunjukkan

adolescents,

besarnya peluang Perseroan untuk terus mengembangkan

opportunities is to continuously develop its snack production,

produksi snack, baik dengan meluncurkan produk baru,

either by launching new products, targeting new consumer

membidik segmen konsumen baru, maupun mengembangkan

segments, or developing the existing products through effective

produk yang sudah ada melalui strategi pemasaran yang efektif

marketing strategy to maintain consumer’s loyalty.

shows

how

considerable

the

Company’s

guna mempertahankan loyalitas konsumen. Melihat grafik perekonomian yang sudah mulai tumbuh

Looking at the economic growth trend that begins to increase

kembali dan kondisi pasar yang semakin bergairah, kami optimis

and more vigorous market conditions, we are confident that

target penjualan pada 2017 akan lebih optimal. Perseroan

our sales target in 2017 will be more optimum. The Company

memproyeksikan pertumbuhan penjualan pada 2017 sebesar

estimates that 2017 sales growth will reach 16.33% and

16,33% dan marjin laba kotor konsolidasi menjadi 26,50%.

consolidated gross profit margin will grow to 26.50%.





TATA KELOLA PERUSAHAAN Good Corporate Governance PT Tiga Pilar Sejahtera Food Tbk 119 2016 Annual Report




SAH U R E P A L O L E TATA K rnance


AAN

te Gove

Good Corpora

KEBIJAKAN DAN PRAKTIK TATA KELOLA PERUSAHAAN

CORPORATE GOVERNANCE POLICY AND PRACTICES

Perseroan

melaksanakan

The Company is fully committed to implementing Good

tata kelola perusahaan yang baik atau Good Corporate

Corporate Governance (GCG) in each level and layer of the

Governance (GCG) di setiap tingkatan dan jenjang

organization in order to create a corporate climate that is

organisasi, guna menciptakan iklim perusahaan yang

professional, solid, good, and competitive, as well as can

profesional, solid, baik, dan kompetitif, serta dapat

meet the needs of the stakeholders.

berkomitmen

penuh

untuk

memenuhi kebutuhan para pemangku kepentingan. Penerapan prinsip-prinsip GCG untuk kelangsungan bisnis

The application of the GCG principles for the Company’s

Perseroan merupakan hal yang fundamental. Bagi Perseroan,

business continuity is fundamental. For the Company, the

penerapan GCG secara konsisten dan berkelanjutan

consistent and sustainable implementation of GCG must be

merupakan hal yang perlu diperhatikan dalam pengelolaan

closely monitored in the Company’s management in order

Perusahaan. Hal ini sejalan dengan meningkatnya risiko

to balance the growing risks and challenges faced by the

dan tantangan yang dihadapi Perseroan seiring dengan

Company as business competition with the competitors

ketatnya persaingan dengan kompetitor.

becomes increasingly intense.

Dalam penerapannya, Perseroan senantiasa berpedoman

In performing GCG, the Company continues to refer to the

pada ketentuan-ketentuan yang berlaku, antara lain:

applicable provisions, among others:

1. Undang-Undang No. 40 tahun 2007 tentang Perseroan

1. Law No. 40 of 2007 on Limited Liability Companies;

Terbatas; 2. Undang-Undang No. 8 tahun 1995 tentang Pasar

2. Law No. 8 of 1995 on Capital Market;

Modal; 3. Pedoman Umum GCG Indonesia Tahun 2006;

3. General guidelines of GCG in Indonesia in 2006;

4. Peraturan Bursa Efek Indonesia; dan

4. Indonesia Stock Exchange regulations; and

5. Peraturan Otoritas Jasa Keuangan.

5. The Financial Services Authority regulations.

Implementasi GCG di Perseroan bertujuan untuk:

The implementation of GCG in the Company aims to:

• Mengoptimalkan daya saing yang kuat, baik secara

• Optimize strong competitiveness, both nationally and

nasional maupun internasional, sehingga mampu

internationally, in order to maintain its existence and

mempertahankan

sustainability to achieve the Company’s objectives and

keberadaannya

dan

hidup

berkelanjutan untuk mencapai maksud dan tujuan

goals;

Perseroan; • Mendorong pengelolaan secara profesional, efisien, dan

• Encourage the establishment of professional, efficient

efektif, serta memberdayakan fungsi dan meningkatkan

and effective management, as well as empower the

kemandirian Perseroan;

Company’s function and increase its independence;





• Mendorong Perseroan dalam membuat keputusan dan

• Encourage the Company to make decision and take

menjalankan tindakan yang dilandasi nilai moral yang

actions based on high moral values and compliance with

tinggi dan kepatuhan terhadap peraturan perundang-

the legislation, as well as the awareness of the Company’s

undangan, serta kesadaran akan adanya tanggung jawab

social responsibility to the stakeholders and environmental

sosial Perseroan terhadap pemangku kepentingan maupun

preservation in the Company’s surrounding.

kelestarian lingkungan di sekitar Perseroan; • Meningkatkan kontribusi Perseroan dalam perekonomian nasional; serta

• Increase the Company’s contribution to national economy; as well as

• Meningkatkan iklim yang kondusif bagi perkembangan investasi nasional.

• Improve favorable climate for the development of national investments.

PEDOMAN DAN PRINSIP-PRINSIP TATA KELOLA PERUSAHAAN

GUIDELINES AND PRINCIPLES OF CORPORATE GOVERNANCE

TPSF telah memiliki beberapa pedoman sebagai panduan dalam

TPSF has put in place the following guidelines as a reference in

penerapan GCG di Perseroan, yaitu sebagai berikut:

implementing GCG in the Company:

• Pedoman Kerja Direksi dan Dewan Komisaris;

• Board of Directors and Board of Commissioners Manuals;

• Piagam Komite Audit;

• Audit Committee Charter;

• Pedoman Komite Nominasi dan Remunerasi;

• Nomination and Remuneration Committee Charter;

• Pedoman Komite Tata Kelola Perusahaan dan Manajemen

• Corporate Governance and Risk Management Committee

Risiko;

Charter;

• Piagam Audit Internal;

• Internal Audit Charter;

• Surat Keputusan Direksi tentang Pelaksanaan Etika Bisnis

• Decision letter of the Board of Directors on the

dan Etika Kerja; serta

Implementation of Business Ethics and Work Ethics; as well as the

• Buku Journey to Greatness.

• Journey to Greatness book.

Sesuai Anggaran Dasar dan undang-undang, kebijakan tata

In accordance with the Articles of Association and laws, the

kelola di Perseroan disusun berdasarkan 5 (lima) prinsip GCG.

Company’s corporate governance policy was established based

Kelima prinsip GCG beserta implementasinya adalah sebagai

on 5 (five) GCG principles. These five GCG principles and their

berikut:

implementation are as follows:

K

i

Fa

Tr nsp an a sp ra ar n en s cy i

Ind

ensi pend Indeependency

GCG PRINCIPLE

Tanggung Jawab

n Acc tabi oun lita s tab ility

aj ess w e rn

Tr a

Aku

n

a ar

Responsibility PT Tiga Pilar Sejahtera Food Tbk 121 2016 Annual Report


Prinsip / Principle




Deskripsi / Description

Implementasi / Implementation

Transparansi / Transparency

Transparansi bisa diartikan sebagai keterbukaan informasi, baik dalam proses pengambilan keputusan maupun dalam mengungkapkan informasi material dan relevan mengenai kegiatan perusahaan. / Transparency can be interpreted as information disclosure, both in the decision-making process and in the disclosure of material and relevant information on the company’s activities.

Perseroan telah melakukan keterbukaan informasi sesuai dengan POJK No. 8/POJK.04/2015 tentang Situs Web Emiten atau Perusahaan Publik yang diantaranya memuat informasi mengenai Perseroan yang terbuka untuk umum, aktual, dan terkini. Selain itu, Perseroan juga melakukan komunikasi melalui jalur publikasi, seperti paparan publik, pertemuan analis, dan roadshow investor. Perseroan juga menerapkan prinsip ini antara lain dalam penerbitan Laporan Tahunan serta Laporan Keuangan secara berkala yang meliputi laporan keuangan tahunan, tengah tahunan, dan triwulan. / The Company has conducted information disclosure in accordance with POJK No. 8/POJK.04.2015 about Websites of Issuers or Public Companies which among others contains information about the Company that is open to the public, actual and up to date. In addition, the Company also performs communications via the publication channel, such as public expose and investor roadshow. The Company also applies this principle, among others, in the publication of the Annual Report and Financial Statements on a periodical basis that includes annual, mid-year, and quarterly reports.

Akuntabilitas / Accountability

Kejelasan fungsi, struktur, sistem dan pertanggungjawaban organ perusahaan sehingga pengelolaan perusahaan terlaksana secara efektif. / Clarity of function, structure, systems and accountability of the company’s organ so that the company’s management can be implemented effectively.

Implementasi prinsip ini dilakukan dengan pembagian tugas yang jelas antar organ Perseroan, termasuk dengan merinci tugas dan wewenang Rapat Umum Pemegang Saham (RUPS), Dewan Komisaris, Direksi, dan ukuran kinerjanya. Perseroan juga menerapkan prinsip kehati-hatian (prudent) serta taat pada hukum dan peraturan yang berlaku dalam melaksanakan sistem pengendalian dan manajemen risiko Perseroan. / This principle is implemented by distributing clear duties among organs of the Company, including detailing duty and authority of the General Meeting of Shareholders (GMS), Board of Commissioners, Board of Directors, and their performance indicators. The Company also implements prudent principles and complies with the prevailing laws and regulations in carrying out controlling system and risk management of the Company.

Tanggung Jawab / Responsibility

Kesesuaian di dalam pengelolaan perusahaan terhadap prinsip korporasi yang sehat serta peraturan perundangan yang berlaku termasuk dengan tanggung jawab sosial perusahaan. / Conformity of the company’s management to healthy corporation principles and laws and regulations in force, including corporate social responsibility.

Perseroan menerapkan prinsip tanggung jawab dengan mematuhi ketentuan Anggaran Dasar dan peraturan perundang-undangan yang berlaku, melaksanakan tanggung jawab sosial perusahaan, serta melaksanakan kewajiban keterbukaan informasi sesuai regulasi yang ditetapkan. / The Company implements responsibility principle by adhering to the Articles of Association and applicable laws and regulations, performing corporate social responsibility and its information disclosure obligation according to the established regulations.

Independensi / Independency

Perusahaan dikelola secara profesional tanpa benturan kepentingan dan pengaruh dari pihak manapun yang tidak sesuai dengan peraturan perundang-undangan yang berlaku dan prinsipprinsip korporasi yang sehat. / The Company is managed professionally without conflict of interest and influence from any party against the applicable laws and regulations and healthy corporation principles.

Penerapan prinsip ini antara lain dengan saling menghormati hak, kewajiban, tugas, wewenang, serta tanggung jawab di antara organ Perseroan; Pemegang saham dan Dewan Komisaris tidak melakukan intervensi terhadap pengurusan Perseroan; serta Dewan Komisaris, Direksi, dan seluruh karyawan senantiasa menghindari terjadinya benturan kepentingan dalam pengambilan keputusan. / This principle is applied by, among others, paying mutual respect to rights, obligations, duties, authorities, and responsibilities among the Company’s organs; the Shareholders and Board of Commissioners do not intervene the Company’s management; and the Board of Commissioners, Board of Directors, and all employees continue to avoid conflict of interest in the decision-making process.





Prinsip / Principle

Deskripsi / Description

Implementasi / Implementation

Kewajaran / Fairness

Perlakuan yang adil dan setara di dalam memenuhi hak-hak stakeholder yang timbul berdasarkan perjanjian serta peraturan perundangan yang berlaku. / Equal and fair treatment in fulfilling stakeholders’ rights arising from the agreement and prevailing laws and regulations.

Prinsip kewajaran diterapkan Perseroan antara lain dengan memberikan hak pemegang saham untuk menghadiri dan memberikan suara dalam RUPS bagi seluruh pemegang saham sesuai dengan ketentuan yang berlaku serta memberikan kondisi lingkungan kerja yang baik dan aman bagi seluruh karyawan sesuai dengan kemampuan Perseroan dan peraturan perundangundangan yang berlaku. / The Company applies fairness principle among others by granting rights to all shareholders to attend and cast their vote at GMS according to the applicable regulation and creating conducive and safe working environment for all employees within the capacity of the Company and according to the applicable laws and regulations.

CORPORATE GOVERNANCE MECHANISM AND STRUCTURE

STRUKTUR DAN MEKANISME TATA KELOLA

Transparansi Transparency

Akuntabilitas Accountability

Tanggung Jawab Responsibility

Independensi Independency

Kewajaran Fairness

RUPS GMS

Komite Audit Audit Committee

Dewan Komisaris Board of Commissioners

Komite Nominasi dan Remunerasi Nomination and Remuneration Committee

Direksi Board of Directors

Komite Tata Kelola Perusahaan & Manajemen Risiko Corporate Governance & Risk Management Committee

Sekretaris Perusahaan Corporate Secretary

PRINSIP-PRINSIP TATA KELOLA Governance Principles

STRUKTUR TATA KELOLA Governance Structure

Audit Internal Internal Audit

Pelaksanaan RUPS, pelaksanaan fungsi, wewenang, dan tanggung jawab Dewan Komisaris dan Direksi; pelaksanaan rapat Dewan Komisaris dan Direksi; Visi dan Misi; pelatihan dan pengembangan SDM; serta pelaksanaan program tanggung jawab sosial perusahaan

Convening the AGM, implementing functions, authorities and responsibilities of the Board of Commissioners and Board of Directors, implementing the meeting of Board of Commissioners and Board of Directors; Vision and Mission; HR training and development; and implementing the corporate social responsibility programs.

PROSES TATA KELOLA Governance Process

HASIL TATA KELOLA Governance Outcome Kesinambungan usaha, manfaat bagi masyarakat, ketaatan terhadap peraturan, perlindungan konsumen, serta pelestarian lingkungan.

Sustainable business, benefit for the society, compliance with the regulations, consumer protection and environmental preservation.

Pemetaan fungsi atau kegiatan usaha dilakukan guna

The mapping of function or business activities is conducted

membangun struktur tata kelola perusahaan yang akuntabel.

to build accountable corporate governance structure. The

Struktur tata kelola Perseroan terdiri dari organ-organ

Company’s corporate governance structure consists of the

perusahaan, seperti Rapat Umum Pemegang Saham (RUPS),

company’s organ, such as General Meeting of Shareholders

Dewan Komisaris, Direksi, Komite-komite pendukung Dewan

(GMS), Board of Commissioners, Board of Directors, and

Komisaris, Sekretaris Perusahaan, dan Audit Internal. Selain itu,

Committees supporting Board of Commissioners, Corporate

proses tata kelola Perseroan dilakukan dengan berpedoman

Secretary, and Internal Audit. In addition, the Company’s

pada kebijakan-kebijakan yang ditetapkan Perseroan, seperti

corporate governance process is performed by referring to






Pedoman Dewan Komisaris dan Direksi, Piagam Komite Audit,

policies established by the Company, such as Board Charter,

Pedoman Komite Nominasi dan Remunerasi, Piagam Komite

Audit Committee Charter, Nomination and Remuneration

Tata Kelola Perusahaan dan Manajemen Risiko, serta Piagam

Committee

Audit Internal.

Management Committee Charter, and Internal Audit Charter.

KEPATUHAN

COMPLIANCE

Perseroan berkomitmen untuk terus meningkatkan penerapan

The Company is committed to continuously improving GCG

GCG berdasarkan POJK No.21/POJK.04/2015 dan SEOJK No.

application based on POJK No.21/POJK.04/2015 dan SEOJK

32/SEOJK.04/2015. Berikut adalah implementasi yang telah

No. 32/SEOJK.04/2015. The following is GCG implementation

dilakukan Perseroan:

by the Company:

Charter,

Corporate

Governance

and

Risk

No

Rekomendasi OJK / OJK Recommendation

Status

Keterangan / Description

1

Perseroan memiliki cara atau prosedur teknis pengumpulan suara (voting) baik secara terbuka maupun tertutup yang mengedepankan independensi dan kepentingan pemegang saham / The Company shall put in place a mechanism or technical procedure on open or secret voting that upholds independency and interests of shareholders

Sudah menerapkan / Applied

Mekanisme pengumpulan suara (voting) selalu diinformasikan dalam tata tertib RUPS / Voting mechanism is always informed in GMS rules

2

Seluruh anggota Direksi dan anggota Dewan Komisaris Perseroan hadir dalam RUPS Tahunan / All members of the Board of Directors and Board of Commissioners of the Company shall attend Annual GMS


Anggota Direksi dan anggota Dewan Komisaris yang hadir pada saat RUPS tercantum dalam ringkasan risalah RUPS yang diumumkan dalam situs resmi Perseroan www.tigapilar.com / Members of the Board of Directors and Board of Commissioners present at GMS shall be stated in a summary of GMS minutes of meeting published in the Company’s official website of www. tigapilar.com

3

Ringkasan risalah RUPS tersedia dalam situs Perseroan paling sedikit selama 1 (satu) tahun / Summary of GMS minutes of meeting shall be available in the Company’s website at least for a year


Risalah tersebut dapat dilihat di situs resmi Perseroan www.tigapilar.com / The minutes of meeting can be seen in the Company’s official website of www.tigapilar.com

4

Perseroan memiliki suatu kebijakan komunikasi dengan pemegang saham atau investor / The Company shall have a policy on communications with shareholders or investors


Kebijakan mengenai komunikasi Perseroan dengan pemegang saham atau investor tercantum dalam Pedoman Tata Kelola Perusahaan / The policy on communications with shareholders or investors is stated in the Company’s Code of Corporate Governance

5

Perseroan mengungkapkan kebijakan komunikasi Perseroan dengan pemegang saham atau investor dalam situs resmi Perseroan / The Company shall disclose policy on communications with shareholders or investors in the Company’s official website


Tercantum dalam Pedoman Tata Kelola Perusahaan yang dapat diakses melalui situs resmi Perseroan www.tigapilar.com / Stated in the Company’s Code of Corporate Governance that is accessible through the Company’s official website of www.tigapilar.com

6

Penentuan jumlah anggota Dewan Komisaris mempertimbangkan kondisi Perseroan / Determination of number of members of the Board of Commissioners shall consider the Company’s conditions


Tercantum dalam Pedoman Kerja Direksi dan Dewan Komisaris / Stated in Board of Directors and Board of Commissioners Manuals

7

Penentuan komposisi anggota Dewan Komisaris memperhatikan keberagaman keahlian, pengetahuan, dan pengalaman yang dibutuhkan / Determination of composition of members of the Board of Commissioners shall consider diversity in the Board of Commissioners’ expertise, knowledge, and experience required



8

Dewan Komisaris mempunyai kebijakan penilaian sendiri (self assessment) untuk menilai kinerja Dewan Komisaris / Board of Commissioners shall have a selfassessment program to assess the performance of the Board of Commissioners


Tercantum dalam Piagam Komite Nominasi dan Remunerasi / Stated in the Nomination and Remuneration Committee Charter





No


Status


9

Kebijakan penilaian sendiri (self assessment) untuk menilai kinerja Dewan Komisaris, diungkapkan melalui Laporan Tahunan Perseroan / Self-assessment policy to evaluate the performance of the Board of Commissioners shall be disclosed in the Company’s Annual Report


Tercantum dalam Laporan Tahunan Perseroan / Stated in the Company’s Annual Report

10

Dewan Komisaris mempunyai kebijakan terkait pengunduran diri anggota Dewan Komisaris apabila terlihat dalam kejahatan keuangan / Board of Commissioners shall have the policy on resignation of members of the Board of Commissioners in terms of involvement in financial crime



11

Dewan Komisaris atau Komite yang menjalankan fungsi Nominasi dan Remunerasi menyusun kebijakan suksesi dalam proses Nominasi anggota Direksi / Board of Commissioners or Committee running the Nomination and Remuneration function shall prepare the succession policy in the Nomination process of members of the Board of Directors


Tercantum dalam Piagam Komite Nominasi dan Remunerasi / Stated in Nomination and Remuneration Committee Charter

12

Penentuan jumlah anggota Direksi mempertimbangkan kondisi Perseroan serta efektivitas dalam pengambilan keputusan / Determination of number of members of the Board of Directors shall consider the Company’s conditions and effectiveness in the decision-making process



13

Penentuan komposisi anggota Direksi memperhatikan keberagaman keahlian, pengetahuan, dan pengalaman yang dibutuhkan / Determination of composition of members of the Board of Directors shall consider diversity in the Board of Directors’ expertise, knowledge, and experience required



14

Anggota Direksi yang membawahi bidang akuntansi atau keuangan memiliki keahlian dan/atau pengetahuan di bidang akuntansi / Members of the Board of Directors supervising accounting or finance division shall have the expertise and/or knowledge in the accounting field


Direktur yang membawahi bidang akuntansi atau keuangan memiliki latar belakang pendidikan bidang ekonomi / Director supervising accounting or finance field has educational background in economics

15

Direksi mempunyai kebijakan penilaian sendiri (self assessment) untuk menilai kinerja Direksi / Board of Directors shall have self-assessment program to assess the performance of the Board of Directors


Tercantum dalam Piagam Komite Nominasi dan Remunerasi / Stated in the Nomination and Remuneration Committee Charter

16

Kebijakan penilaian sendiri (self assessment) untuk menilai kinerja Direksi diungkapkan melalui laporan tahunan Perseroan / Self-assessment policy to evaluate the performance of the Board of Commissioners shall be disclosed in the Company’s Annual Report


Tercantum dalam Laporan Tahunan Perseroan / Stated in the Company’s Annual Report

17

Direksi mempunyai kebijakan terkait pengunduran diri anggota Direksi apabila terlibat dalam kejahatan keuangan / Board of Directors shall have the policy on resignation of members of the Board of Directors in terms of involvement in financial crime



18

Perseroan memiliki kebijakan untuk mencegah terjadinya insider trading / The Company shall have a policy to prevent the occurrence of insider trading


Kebijakan untuk mencegah terjadinya insider trading tercantum dalam Pedoman Tata Kelola Perusahaan / The policy to prevent the occurrence of insider trading is stated in the Company’s Code of Corporate Governance






No


Status


19

Perseroan memiliki kebijakan anti korupsi dan anti fraud / The Company shall have anti-corruption and anti-fraud policy


Kebijakan anti korupsi dan anti fraud tercantum dalam Pedoman Tata Kelola Perusahaan, Surat Keputusan Direksi tentang Pelaksanaan Etika Bisnis dan Etika Kerja, serta Standar Perilaku Perusahaan (Code of Conduct) / The anti-corruption and anti-fraud policy is stated in the Company’s Code of Corporate Governance, Decision Letter of Board of Directors in the Implementation of Business Ethics and Work Ethics, as well as Code of Conduct of the Company

20

Perseroan memiliki kebijakan tentang seleksi dan peningkatan kemampuan pemasok atau vendor / The Company shall have a policy on selection and improvement of capacity of suppliers or vendors


Kebijakan tentang seleksi dan peningkatan kemampuan pemasok atau vendor tercantum dalam Pedoman Tata Kelola Perusahaan / The policy on selection and improvement of capacity of suppliers or vendors is stated in the Company’s Code of Corporate Governance

21

Perseroan memiliki kebijakan tentang pemenuhan hak-hak kreditur / The Company shall have a policy on the fulfillment of creditors’ rights


Kebijakan tentang pemenuhan hak-hak kreditur tercantum dalam Pedoman Tata Kelola Perusahaan / The policy on fulfillment of creditors’ rights is stated in the Company’s Code of Corporate Governance

22

Perseroan memiliki kebijakan whistleblowing system / The Company shall have a whistleblowing system


Kebijakan tentang whistleblowing system tercantum dalam Pedoman Tata Kelola Perusahaan dan Standar Perilaku Perusahaan (Code of Conduct) / The policy on whistleblowing system is stated in the Company’s Code of Corporate Governance and Code of Conduct

23

Perseroan memiliki kebijakan pemberian insentif jangka panjang kepada Direksi dan karyawan / The Company shall have a policy on the provision of long-term incentives to the Board of Directors and employees

Belum menerapkan / Not applied

Perseroan sedang melakukan kajian atas kebijakan pemberian insentif dalam jangka panjang kepada Direksi dan karyawan / The Company is carrying out a research on the provision of long-term incentive policy for the Board of Directors and employees

24

Perseroan memanfaatkan penggunaan teknologi informasi secara lebih luas selain situs resmi Perseroan sebagai media keterbukaan informasi / The Company shall utilize information technology for multiple purposes in addition to using official website of the Company as an information disclosure media


Penjelasan secara rinci mengenai aplikasi teknologi informasi tercantum dalam Laporan Tahunan / Detailed explanation on the application of information technology is stated in the Annual Report

25

Laporan Tahunan Perseroan mengungkapkan pemilik manfaat akhir dalam kepemilikan saham Perseroan paling sedikit 5% (lima persen), selain pengungkapan pemilik manfaat akhir dalam kepemilikan saham Perseroan melalui pemegang saham utama dan pengendali / The Company’s annual report shall disclose the beneficiaries of 5% (five percent) shares in the Company, at least, other than the beneficiaries of the Company’s shares owned by the majority and controlling shareholders

Belum menerapkan / Not applied

Perseroan telah memenuhi kewajiban sesuai ketentuan perundang-undangan dengan melakukan pelaporan mengenai pemegang saham yang memiliki lebih dari 5% saham Perseroan. / The Company has met the provision of the laws and regulations through its reporting on shareholders having more than 5% of the Company’s shares.





RAPAT UMUM PEMEGANG SAHAM

GENERAL MEETING OF SHAREHOLDERS

Rapat Umum Pemegang Saham (RUPS) adalah organ

The General Meeting of Shareholders (GMS) is the highest

Perusahaan yang mempunyai wewenang yang tidak diberikan

organ in the Company having authority not granted to the

kepada Direksi atau Dewan Komisaris sebagaimana dimaksud

Board of Directors or Board of Commissioners as stated in Law

dalam Undang-Undang tentang Perseroan Terbatas dan/

on Limited Liability Companies and/or Articles of Association.

atau Anggaran Dasar Perusahaan. Sebagaimana Peraturan

Pursuant to the Financial Services Authority Regulation (POJK)

Otoritas Jasa Keuangan (POJK) No. 32/POJK.04/2014 tentang

No. 32/POJK.04/2014 on Plan and Convening of General

Rencana dan Penyelenggaraan Rapat Umum Pemegang

Meeting of Shareholders or Public Companies, GMS consists of

Saham Perusahaan Terbuka, RUPS terdiri atas RUPS Tahunan

Annual GMS (AGMS) that is mandatory to be held in no later

(RUPST) yang wajib diselenggarakan dalam jangka waktu

than 6 (six) months after the end of fiscal year and Extraordinary

paling lambat 6 (enam) bulan setelah tahun buku berakhir dan

General Meeting of Shareholders (EGMS) that can be convened

RUPS Luar Biasa (RUPSLB) yang dapat diselenggarakan pada

at any time based on needs. In 2016, the Company convened 1

setiap waktu berdasarkan kebutuhan. Pada 2016, Perseroan

(one) AGMS and 2 (two) EGMS.

menyelenggarakan 1 (satu) kali RUPST dan 2 (dua) kali RUPSLB. Pelaksanaan RUPS Tahunan

Annual GMS Implementation

RUPS Tahunan diselenggarakan pada 23 Juni 2016, bertempat

Annual GMS was held on June 23, 2016, at JW Marriott Hotel,

di Hotel JW Marriott, Mega Kuningan, Jakarta Selatan. RUPST

Mega Kuningan, South Jakarta. The AGMS was attended by the

tersebut dihadiri oleh para Pemegang Saham atau Kuasa

Shareholders or their legal Proxies representing 2,680,403,095

Pemegang Saham Perseroan yang sah berjumlah 2.680.403.095

shares or 83.28% of 3,218,600,000 shares that were the

saham atau sebesar 83,28% dari 3.218.600.000 saham yang

combination of 135,000,000 Class A shares and 3,083,600,000

merupakan gabungan dari 135.000.000 saham Kelas A dan

Class B shares, all of which were issued and fully paid-up shares

3.083.600.000 saham Kelas B yang merupakan seluruh saham

in the Company. The attendance rate of Shareholders increased

yang telah ditempatkan dan disetor penuh dalam Perseroan.

from last year, which was 72.12%.

Jumlah kehadiran Pemegang Saham mengalami peningkatan dari tahun sebelumnya yang sebesar 72,12%. Pengumuman pemanggilan RUPST dan RUPSLB telah dilakukan

Call for AGMS and EGMS is conducted via printed media,

melalui media cetak yaitu Neraca pada 1 Juni 2016.

namely Neraca on June 1, 2016.

Kesempatan Tanya Jawab

Question-Answer Session

Sebelum pengambilan keputusan, Pimpinan RUPST memberikan

Before making decision, the Chairman of AGMS will provide

kesempatan kepada Pemegang Saham untuk mengajukan

the opportunity to the Shareholders to ask questions in every

pertanyaan dalam setiap pembahasan agenda RUPST. Pada

discussion on AGMS agenda. During discussion of all AGMS

seluruh agenda RUPST tidak terdapat Pemegang Saham

agenda, there were no Shareholders or their proxies who raised

maupun kuasanya yang mengajukan pertanyaan.

a question.

Mekanisme Pengambilan Keputusan

Mechanism of Decision-Making

Keputusan diambil dengan cara pemungutan suara terbanyak

The decision is made by majority votes cast orally by raising

secara lisan dengan cara mengangkat tangan, namun apabila

hand. However, in the event that the Shareholders’ Proxies are

Kuasa Pemegang Saham diberi wewenang oleh Pemegang

granted the authority by the Shareholders to cast dissenting

Saham untuk mengeluarkan suara tidak setuju atau suara

vote or blank vote but do not raise their hand to cast dissenting

blanko tetapi pada waktu pengambilan keputusan oleh Ketua

vote or blank vote when the vote is being counted, then they

Rapat tidak mengangkat tangan untuk memberikan suara tidak

are deemed to approve the motion.

setuju atau blanko, maka mereka dianggap menyetujui usulan tersebut.




Keputusan RUPST



AGMS Resolution Keterangan / Description Musyawarah untuk Mufakat / Deliberation towards Consensus

Agenda

Hasil RUPS / GMS Resolutions

I. Persetujuan atas Laporan Tahunan dan Laporan Keuangan Perseroan untuk tahun buku yang berakhir 31 Desember 2015 / Approval on Annual Report and Financial Statements of the Company for fiscal year ended on December 31, 2015

Menyetujui Laporan Tahunan Perseroan tahun buku 2015 dan mengesahkan Laporan Keuangan Perseroan untuk tahun buku yang berakhir pada tanggal 31 Desember 2015 yang telah diaudit oleh Kantor Akuntan Publik AMIR ABADI JUSUF, ARYANTO, MAWAR & REKAN sebagaimana ternyata dari laporan Auditor tertanggal 6 April 2016 nomor: R/186.AGA/ dwd.1/2016 dengan pendapat ”wajar tanpa pengecualian”./ Approved the Company’s Annual Report for 2015 fiscal year and ratified the Company’s Financial Statements for fiscal year ended on December 31, 2015, which had been audited by Public Accountant AMIR ABADI JUSUF, ARYANTO, MAWAR & REKAN, as stated in the Auditor’s report dated April 6, 2016 number: R/186.AGA/dwd.1/2016 with “unqualified opinion”.

V

II. Pengesahan Neraca dan Perhitungan Laba/Rugi untuk tahun buku 2015 / Ratification of Balance Sheet and Calculation of Income for 2015 fiscal year

Mengesahkan Neraca dan Perhitungan Laba/Rugi Perseroan untuk Tahun Buku yang berakhir pada tanggal 31 Desember 2015./ Ratified the Balance Sheet and Calculation of Income of the Company for the Fiscal Year ended on December 31, 2015.

V


Tidak Setuju / Against

Abstain

2.680.403.095 saham atau sama dengan 100% dari jumlah suara yang hadir dalam Rapat, disetujui dengan suara bulat. / 2,680,403,095 shares or equal to (100%) of total votes present at the Meeting, thus the decision was resolved unanimously.

-

-


-

-

Setuju / In Favor





Agenda


III. Penetapan penggunaan laba bersih Perseroan untuk tahun buku yang berakhir pada tanggal 31 Desember 2015 / Determination of appropriation of net profit of the Company for the fiscal year ended on December 31, 2015

- Tidak membagikan dividen pada tahun buku 2015 kepada para pemegang saham Perseroan untuk mendukung daya usaha Perseroan mengembangkan infrastruktur, distribusi dan aktivitas pemasaran yang efektif dan efisien dalam rangka menunjang pertumbuhan usaha Perseroan di masa yang akan datang. / - Not to distribute dividend for 2015 fiscal year to shareholders of the Company in order to support the Company’s attempt to develop infrastructure, distribution and marketing activities that are effective and efficient in supporting the Company’s business growth in the long run.

Musyawarah untuk Mufakat / Deliberation towards Consensus V

Setuju / In Favor



Abstain

-

-

- Membukukan Laba bersih tahun 2015 sebesar Rp323.441.128.956 (tiga ratus dua puluh tiga miliar empat ratus empat puluh satu juta seratus dua puluh delapan ribu sembilan ratus lima puluh enam Rupiah) sebagai Laba Ditahan. Rapat memberi kuasa kepada Direksi Perseroan dengan hak subtitusi untuk melaksanakan segala sesuatunya sehubungan dengan penetapan Laba Bersih Tahun Buku 2015 tersebut./ Recorded Net profit of 2015 at the amount of Rp323,441,128,956 (three hundred and twenty-three billion, four hundred and forty-one million, one hundred and twenty eight thousand nine hundred and fifty-six Rupiah) as Retained Earnings. The Meeting granted power to the Company’s Board of Directors with the substitution right to execute any action relating to the determination of Net Profit for 2015 Fiscal Year.







Agenda


IV. Pelimpahan wewenang kepada Direksi Perseroan untuk menunjuk Akuntan Publik untuk memeriksa pembukuan Perseroan untuk tahun buku 2016 / Delegation of authority to the Company’s Board of Directors to appoint Public Accountant that will audit the Company’s accounts for 2016 fiscal year

Memberikan kuasa dan melimpahkan wewenang kepada Direksi Perseroan untuk menunjuk Akuntan Publik Terdaftar di OJK untuk mengaudit pembukuan Perseroan tahun buku 2016 berikut pelimpahan wewenang untuk menentukan honorarium dan persyaratan lain pengangkatannya. / Granted power and authority to the Company’s Board of Directors to appoint the Registered Public Accountant in OJK to audit the Company’s accounts for 2016 fiscal year, as well as granted the authority to determine honorarium and other requirements relating to its appointment.

V. Pemberian pelunasan dan pembebasan sepenuhnya (acquit et de charge) kepada Direksi dan Dewan Komisaris atas pengurusan dan pengawasan yang telah dijalankan selama tahun buku 2015 sejauh tindakan tersebut tercermin dalam Laporan Keuangan Perseroan / The granting of full release and discharge (acquit et de charge) to the Board of Directors and Board of Commissioners for the management and supervision conducted during 2015 fiscal year so long that the actions were reflected on the Company’s Financial Statements.

Memberikan pelunasan dan pembebasan sepenuhnya (acquit et de charge) kepada para anggota Direksi dan Dewan Komisaris Perseroan atas tindakan kepengurusan dan pengawasan yang telah mereka lakukan selama Tahun Buku 2015 sejauh tindakan tersebut tercermin dalam Laporan Keuangan./ Granted full release and discharge (acquit et de charge) to members of the Board of Directors and Board of Commissioners of the Company for the management and supervision that they have conducted during 2015 Fiscal Year so long that the actions were reflected on the Financial Statements.


Musyawarah untuk Mufakat / Deliberation towards Consensus

V

Setuju / In Favor


Abstain

2.618.817.205 saham atau sama dengan 97,70% dari jumlah suara yang hadir dalam Rapat, disetujui dengan suara terbanyak. / 2,618,817,205 shares or equal to 97.70% of total votes present at the Meeting, thus the decision was resolved unanimously.

61.585.890 saham atau 2,30% / 61,585,890 shares or 2.30%

15.601.000 saham / 15,601,000 shares

2.680.403.095 saham atau sama dengan 100% dari jumlah suara yang hadir dalam Rapat, disetujui dengan suara bulat / 2,680,403,095 shares or equal to (100%) of total votes present at the Meeting, thus the decision was resolved unanimously.

-

2.534.326 saham / 2,534,326 shares




Pelaksanaan dan Keputusan RUPS Luar Biasa

Implementation and Resolution of Extraordinary GMS

Perseroan mengadakan RUPSLB yang pertama pada 24 Maret

The Company convened the first EGMS on March 24, 2016

2016, bertempat di Hotel HARRIS, Jakarta Selatan. RUPSLB

located in HARRIS Hotel, South Jakarta. The EGMS was attended

tersebut dihadiri oleh Para Pemegang Saham atau Kuasa

by the Shareholders or their valid Proxies of the Company’s

Pemegang Saham Perseroan yang sah berjumlah 2.677.002.413

Shareholders representing 2,677,002,413 shares or equal to

saham atau sama dengan 83,17% dari 3.218.600.000 saham

83.17% of of 3,218,600,000 shares that were the combination

yang merupakan gabungan dari 135.000.000 saham Kelas A

of 135,000,000 Class A shares and 3,083,600,000 Class B

dan 3.083.600.000 saham Kelas B yang merupakan seluruh

shares, all of which were issued and fully paid-up shares in the

saham yang telah ditempatkan dan disetor penuh dalam

Company.

Perseroan. Agenda RUPSLB 24 Maret 2016:

EGMS Agenda on March 24, 2016:

Perubahan Susunan Pengurus Perseroan.

Changes in the Composition of the Company’s Board.

Penjelasan mengenai Agenda Tunggal RUPSLB adalah sebagai

Explanation on Sole Agenda of EGMS is as follows:

berikut : Dalam pembahasan Agenda Tunggal RUPSLB menjelaskan

In the discussion of the Sole Agenda of EGMS, it is explained

mengenai perubahan susunan Dewan Komisaris Perseroan

that the Company’s Board of Commissioners composition

yang baru dan menerima pengunduran diri Bapak Ridha DM

changed with the resignation of Mr. Ridha DM Wirakusumah

Wirakusumah dari jabatannya sebagai Komisaris Perseroan

from his position as Commissioner of the Company and the

dan mengangkat Bapak Jaka Prasetya untuk menjabat sebagai

appointment of Mr. Jaka Prasetya to replace him and continue

Komisaris Perseroan menggantikan dan meneruskan sisa masa

the remaining tenure of Mr. Ridha DM Wirakusumah, effective

jabatan Bapak Ridha DM Wirakusumah berlaku efektif sejak

since the Meeting is closed.

Rapat ditutup. Keputusan RUPSLB 24 Maret 2016:

EGMS resolution on March 24, 2016: Keterangan / Description


Menerima pengunduran Bapak Ridha DM Wirakusumah dari jabatannya sebagai Komisaris Perseroan dengan memberikan pembebasan dan pelunasan sepenuhnya (acquit et de charge) kepadanya atas tindakan kepengawasan yang telah dilaksanakan dan mengangkat Bapak Jaka Prasetya untuk menjabat sebagai Komisaris Perseroan menggantikan dan meneruskan sisa masa jabatan Bapak Ridha DM Wirakusumah berlaku efektif sejak Rapat ditutup. / Approved the resignation of Mr. Ridha DM Wirakusumah from his position as the Company’s Commissioner by granting full release and discharge (acquit et de charge) to him for supervisory actions that he performed and appointed Mr. Jaka Prasetya to serve as the Company’s Commissioner to replace him and continue remaining tenure of Mr. Ridha DM Wirakusumah effective since the Meeting is closed. Sehingga susunan anggota Dewan Komisaris Perseroan, terhitung sejak ditutupnya Rapat sampai dengan ditutupnya Rapat Umum Pemegang Saham Tahunan Perseroan pada tahun 2018 dengan susunan sebagai berikut / Therefore, the composition of the Company’s Board of Commissioners since the closing of the Meeting until the closing of the Company’s Annual General Meeting of Shareholders in 2018 is as follows:


Setuju / In Favor

2.527.586.622 saham atau 94,42% dari jumlah suara yang hadir dalam Rapat, disetujui dengan suara terbanyak / 2,527,586,622 shares or 94.42% of total votes present at the Meeting, thus the decision was resolved by majority votes

Tidak Setuju / Against 149.415.791 saham atau 5,58% / 149,415,791 shares or 5.58%

Abstain

10.978.859 saham / 10,978,859 shares






Keterangan / Description Hasil RUPS / GMS Resolutions


Setuju / In Favor


Abstain

Dewan Komisaris / Board of Commissioners Komisaris Utama dan Komisaris Independen / President Commissioner and Independent Commissioner: Bapak Anton Apriyantono Wakil Komisaris Utama / Vice President Commissioner : Bapak Kang Hongkie Widjaja Komisaris / Commissioner: Bapak Hengky Koestanto Komisaris / Commissioner: Bapak Jaka Prasetya Komisaris Independen Independent Commissione: Bapak Bondan Haryo Winarno Kemudian memberikan wewenang dan kuasa kepada Direksi Perseroan untuk melakukan segala tindakan yang diperlukan sehubungan dengan perubahan susunan Dewan Komisaris Perseroan tersebut kepada pihak yang berwenang dan terkait / Then, granted the authority and power to the Company’s Board of Directors to take any necessary actions in connection with the restructuring of the Board of Commissioners composition to relevant and authorized party.

Selanjutnya, Perseroan mengadakan RUPSLB yang kedua pada

Afterwards, the Company convened the second EGMS on June

23 Juni 2016, bertempat di Hotel JW Marriott, Mega Kuningan,

23, 2016 located in JW Marriott Hotel, Mega Kuningan, South

Jakarta Selatan. RUPSLB tersebut dihadiri oleh Para Pemegang

Jakarta. The EGMS was attended by Shareholders or their

Saham atau Kuasa Pemegang Saham Perseroan yang sah

legal Proxies representing 2.680.403.095 shares or equal to

berjumlah 2.680.403.095 saham atau sama dengan 83,28%

83.28% of 3,218,600,000 shares that were the combination

dari 3.218.600.000 saham yang merupakan gabungan dari

of 135,000,000 Class A shares and 3,083,600,000 Class B

135.000.000 saham Kelas A dan 3.083.600.000 saham Kelas

shares, all of which were issued and fully paid-up shares in the

B yang merupakan seluruh saham yang telah ditempatkan dan

Company.

disetor penuh dalam Perseroan. Agenda RUPSLB 23 Juni 2016:

EGMS Agenda on June 23, 2016

Untuk mengantisipasi perkembangan kegiatan Perseroan di

To anticipate the Company’s development in the future, in

kemudian hari dimana kemungkinan Perseroan memerlukan

which the Company may require financing through bank loans,

pendanaan melalui pinjaman kepada bank, institusi keuangan

funds from other financial institutions or other parties, the

lain ataupun pihak lainnya, maka Perseroan kemungkinan

Company might have to transfer and/or make all or part of the

harus mengalihkan dan/atau menjadikan jaminan hutang atas

Company’s assets as a collateral, including providing Corporate

seluruh atau sebagian besar kekayaan Perseroan termasuk

Guarantee to support business activities of its subsidiaries, then

memberikan Jaminan Perusahaan (Corporate Guarantee)

it is proposed at the Meeting that the Company’s Board of

untuk mendukung kegiatan usaha entitas anak, maka Rapat

Directors be given the power to transfer and or make all or

diusulkan untuk memberikan kuasa kepada Direksi Perseroan

part of the Company’s assets as a collateral, including providing

untuk mengalihkan dan atau menjadikan jaminan hutang

Corporate Guarantee to support business activities of its

seluruh atau sebagian besar kekayaan Perseroan termasuk

subsidiaries to comply with the provision of article 102 of Law

memberikan Corporate Guarantee bagi kegiatan usaha entitas

on the Company’s Limited Liability Companies No. 40 of 2007

anak untuk memenuhi ketentuan pasal 102 Undang-Undang

concerning Limited Liability Companies.

Perseroan Terbatas Nomor 40 Tahun 2007 tentang Perseroan Terbatas.




Keputusan RUPSLB 23 Juni 2016:


EGMS resolution on June 23, 2016: Keterangan / Description



1. Menyetujui pengalihan dan/atau menjadikan jaminan hutang kekayaan Perseroan yang merupakan lebih dari 50% (lima puluh persen) dari jumlah kekayaan bersih Perseroan termasuk memberikan Jaminan Perusahaan (Corporate Guarantee) untuk mendukung kegiatan usaha entitas anak / Approved to transfer and/or make the Company’s assets, which is more than 50% (fifty percent) of total net assets of the Company, as a collateral, including providing Corporate Guarantee to support business activities of its subsidiaries 2. Memberikan kuasa dan wewenang kepada Direksi Perseroan terhitung sejak ditutupnya Rapat ini untuk mengalihkan dan/atau menjadikan jaminan hutang kekayaan Perseroan yang merupakan lebih dari 50% (lima puluh persen) dari jumlah kekayaan bersih Perseroan dalam satu transaksi atau lebih, baik yang berkaitan satu sama lain maupun tidak dalam satu tahun buku / Granted power and authority to the Company’s Board of Directors effective since the closing of this Meeting to transfer and/or make the Company’s assets, which is more than 50% (fifty percent) of total net assets of the Company in one or more transactions, whether or not it is related to one another in one fiscal year 3. Pemberian persetujuan dan kuasa serta wewenang tersebut di atas sampai dengan ditutupnya Rapat Umum Pemegang Saham Tahunan berikutnya / Approved and delegated the power and authority as mentioned above until the closing of the next General Meeting of Shareholders

Informasi Mengenai RUPS Tahunan dan Luar Biasa 2015

Setuju / In Favor


2.457.144.039 saham atau sama dengan 91,67% dari jumlah suara yang hadir dalam Rapat, disetujui dengan suara terbanyak / 2,457,144,039 shares or 91.67% of total votes present at the Meeting, thus the decision was resolved by majority votes

223.259.056 saham atau 8,33% / 223,259,056 shares or 8.33%

Abstain

2.534.326 saham / 2,534,326 shares

Information on the 2015 Annual GMS and Extraordinary GMS

Informasi mengenai keputusan serta realisasi RUPS Tahun 2015

The information on the resolutions and realization of the 2015

pada tahun berjalan sebagai berikut:

GMS in the current year are as follows: Keterangan / Description

Agenda


I

Menyetujui Laporan Tahunan Perseroan tahun buku 2014 dan mengesahkan Laporan Keuangan Perseroan untuk tahun buku yang berakhir pada tanggal 31 Desember 2014 yang telah diaudit oleh Kantor Akuntan Publik ARYANTO, AMIR JUSUF, MAWAR & SAPTOTO sebagaimana ternyata dari laporan Auditor tertanggal 16 April 2015 nomor: R/181.AGA/raf.1/2015 dengan pendapat ”wajar tanpa pengecualian”. / Approved the Company’s Annual Report for 2014 fiscal year and ratified the Company’s Financial Statements for fiscal year ended on December 31, 2014, audited by the Public Accounting Firm ARYANTO, AMIR JUSUF, MAWAR & SAPTOTO as stated in the Auditor report dated April 16, 2015, number: R/181. AGA/raf.1/2015 with ”unqualified opinion”.

Terlaksana / Realized

II

Mengesahkan Neraca dan Perhitungan Laba/Rugi Perseroan untuk Tahun Buku yang berakhir pada 31 Desember 2014 tersebut. / Ratified the Company’s Balance Sheet and Profit/Loss Calculation for Fiscal Year ended on December 31, 2014.


III

Menyetujui / Approved: 1. bahwa untuk besaran dan tata cara pembayaran jumlah Dividen dari Laba Bersih tahun buku 2014 akan dilakukan dalam agenda Rapat Umum Pemegang Saham Luar Biasa berikutnya setelah RUPSLB yang akan diselenggarakan Perseroan hari ini / That the amount and method to pay the dividend from Net Profit of 2014 fiscal year will be determined at the following Extraordinary General Meeting of Shareholders after the EGMS that will be held by the Company today. 2. Menggunakan keuntungan bersih tahun 2014 sebesar Rp331.811.786.659 (tiga ratus tiga puluh satu miliar delapan ratus sebelas juta tujuh ratus delapan puluh enam ribu enam ratus lima puluh sembilan Rupiah) sebagai berikut / Used 2014 net profit at the amount of Rp331,811,786,659 (three hundred thirty-one billion eight hundred eleven million seven hundred eighty-six thousand six hundred and fifty-nine) for the following:




Agenda






- Sebesar Rp315.811.786.659 (tiga ratus lima belas miliar delapan ratus sebelas juta tujuh ratus delapan puluh enam ribu enam ratus lima puluh sembilan Rupiah) dibukukan sebagai sebagai Laba Ditahan, yang sebagian akan dialokasikan sebagai dividen yang akan diputuskan setelah RUPSLB berikutnya setelah RUPSLB yang akan diselenggarakan Perseroan hari ini / As much as Rp315,811,786,659 (three hundred fifteen billion eight hundred eleven million seven hundred eighty six thousand six hundred and fifty-nine) is declared as Retained Earnings, half of which will be allocated as dividend that will be determined after the following EGMS after the EGMS that will be held by the Company today. - Sedangkan sisanya sebesar sekitar 5% atau sebesar Rp16.000.000.000 (enam belas miliar Rupiah) dibukukan sebagai Dana Cadangan / The remaining fund around 5% or equivalent to Rp16,000,000,000 (sixteen billion Rupiah) is declared as Reserve Fund. Rapat memberi kuasa kepada Direksi Perseroan dengan hak subtitusi untuk melaksanakan segala sesuatunya sehubungan dengan penetapan Laba Bersih Tahun Buku 2014 tersebut / The Meeting granted power to the Company’s Board of Directors with the substitution right to execute any action relating to the determination of Net Profit for 2014 Fiscal Year. IV

Memberikan kuasa dan melimpahkan wewenang kepada Direksi Perseroan untuk menunjuk Akuntan Publik Terdaftar di OJK untuk mengaudit pembukuan Perseroan tahun buku 2015 berikut pelimpahan wewenang untuk menentukan honorarium dan persyaratan lain pengangkatannya / Granted power and authority to the Company’s Board of Directors to appoint the Registered Public Accountant in OJK to audit the Company’s accounts for 2015 fiscal year, as well as granted the authority to determine honorarium and other requirements relating to its appointment


V

Memberikan pelunasan dan pembebasan sepenuhnya (acquit et de charge) kepada para anggota Direksi dan Dewan Komisaris Perseroan atas tindakan kepengurusan dan pengawasan yang telah mereka lakukan selama Tahun Buku 2014 sejauh tindakan tersebut tercermin dalam Laporan Keuangan / Granted full release and discharge (acquit et de charge) to members of the Board of Directors and Board of Commissioners of the Company for the management and supervision actions that they have conducted during 2014 Fiscal Year so long that the actions were reflected on the Financial Statements


Informasi mengenai keputusan dan realisasi RUPS Luar Biasa

The information on the resolutions and the realization of the

pada tahun 2015 sebagai berikut:

2015 Extraordianry GMS are as follows:

Hasil RUPSLB 16 Juni 2015:

EGMS Resolutions on June 16, 2015: Keterangan / Description

Agenda


I

Dalam hal ini tidak ada pembahasan dan pengambilan keputusan untuk agenda pertama Rapat, karena tidak mencapai kuorum kehadiran / There was no discussion and decision-making regarding the first agenda of the Meeting as the attendance quorum was not achieved


II

1. Menyetujui penyesuaian Anggaran Dasar Perseroan dengan Peraturan Otoritas Jasa Keuangan sebagaimana telah ditampilkan dalam slide dalam Rapat / Approved the adjustment to the Company’s Articles of Association to conform to the Financial Services Authority Regulation as displayed on the presentation slides at the Meeting 2. Memberi kuasa kepada Direksi Perseroan dengan hak substitusi untuk melakukan segala tindakan yang diperlukan sehubungan dengan perubahan Anggaran Dasar Perseroan tersebut, termasuk menyatakan dalam akta tersendiri serta memohon persetujuan kepada pihak yang berwenang atas perubahan Anggaran Dasar Perseroan tersebut / Granted authority to the Company’s Board of Directors to have substitution right to perform any action needed pertaining to the amendment to the Company’s Articles of Association, including stating it in a separate deed and seeking approval of the authorities on the amendment to the Company’s Articles of Association







Agenda


III

1. Mengangkat Bapak Anton Apriyantono yang saat ini menjabat sebagai Komisaris Utama Perseroan untuk merangkap jabatan sebagai Komisaris Independen Perseroan terhitung sejak ditutupnya Rapat ini sampai dengan ditutupnya Rapat Umum Pemegang Saham Tahunan Perseroan pada tahun 2020 (dua ribu dua puluh) / Appointed Mr. Anton Apriyantono that currently serves as the Company’s President Commissioner to concurrently hold position as the Company’s Independent Commissioner from the closing of this Meeting to the closing of the Annual General Meeting of Shareholders of the Company in 2020 (twenty twenty); 2. Menegaskan kembali susunan anggota Direksi Perseroan yang telah ditunjuk pada Rapat Umum Pemegang Saham Luar Biasa Perseroan sebelumnya yang telah diadakan pada 26 Juni 2014 sampai dengan ditutupnya Rapat Umum Pemegang Saham Tahunan Perseroan pada tahun 2019 yaitu / Reaffirmed the composition of members of the Company’s Board of Directors that had been determined at the previous Extraordinary General Meeting of Shareholders that had been held on June 26, 2014 until the closing of the Company’s Annual General Meeting of Shareholders in 2019, namely: Direktur Utama / President Director : Stefanus Joko Mogoginta Direktur / Director : Budhi Istanto Suwito Direktur Independen / Independent Director : Jo Tjong Seng


Dan susunan anggota Dewan Komisaris Perseroan, yang telah ditunjuk pada Rapat Umum Pemegang Saham Luar Biasa Perseroan sebelumnya yang telah diadakan pada 26 Juni 2014 sampai dengan ditutupnya Rapat Umum Pemegang Saham Tahunan Perseroan pada tahun 2019, kecuali untuk jabatan rangkap Bapak Anton Apriyantono sebagai Komisaris Independen yang dihitung sejak ditutupnya Rapat ini sampai dengan ditutupnya Rapat Umum Pemegang Saham Tahunan Perseroan pada tahun 2020 (dua ribu dua puluh) dengan susunan sebagai berikut / and the composition of members of the Company’s Board of Commissioners that has been appointed by the previous Extraordinary General Meeting of Shareholders of the Company that had been convened on June 26, 2014 until the closing of the Company’s Annual General Meeting of Shareholders in 2019, except for concurrent position of Mr. Anton Apriyantono as the Independent Commissioner, effective since the closing of this Meeting until the closing of the Annual General Meeting of Shareholders of the Company in 2020 (twenty twenty) is as follows: Dewan Komisaris / Board of Commissioners : Komisaris Utama dan Komisaris Independen / President Commissioner and Independent Wakil Komisaris Utama / Commissioner Komisaris / Vice President Commissioner Komisaris / Commissioner Komisaris Independen / Independent Commissioner

: Anton Apriyantono : Kang Hongkie Widjaja : Hengky Koestanto : Ridha DM Wirakusumah : Bondan Haryo Winarno

Rapat dengan ini memberikan wewenang dan kuasa kepada Direksi Perseroan untuk melakukan segala tindakan yang diperlukan sehubungan perubahan dan penegasan susunan anggota Direksi Perseroan tersebut kepada pihak yang berwenang dan terkait / The meeting hereby granted the power and authority to the Board of Directors of the Company to perform any action needed in connection with the amendment and reaffirmation of the composition of members of the Company’s Board of Directors to the authorities and relevant parties.




Hasil RUPSLB 7 Juli 2015:



EGMS Resolutions on July 7, 2015: Hasil RUPS / GMS Resolutions


1. Menyetujui pengalihan dan/atau menjadikan jaminan hutang kekayaan Perseroan yang merupakan lebih dari 50% (lima puluh persen) dari jumlah kekayaan bersih Perseroan termasuk memberikan Jaminan Perusahaan (Corporate Guarantee) untuk mendukung kegiatan usaha entitas anak / Approved to transfer and/or make the Company’s assets, which is more than 50% (fifty percent) of total net assets of the Company, as a collateral, including providing Corporate Guarantee to support business activities of its subsidiaries. 2. Memberikan kuasa dan wewenang kepada Direksi Perseroan terhitung sejak ditutupnya Rapat untuk mengalihkan dan/ atau menjadikan jaminan hutang kekayaan Perseroan yang merupakan lebih dari 50% (lima puluh persen) dari jumlah kekayaan bersih Perseroan dalam satu transaksi atau lebih, baik yang berkaitan satu sama lain maupun tidak dalam satu tahun buku / Granted power and authority to the Company’s Board of Directors effective since the closing of this Meeting to transfer and/or make the Company’s assets, which is more than 50% (fifty percent) of total net assets of the Company, as a collateral in one or more transactions, whether or not it is related to one another in one fiscal year; 3. Pemberian persetujuan dan kuasa serta wewenang tersebut diatas sampai dengan ditutupnya Rapat Umum Pemegang Saham berikutnya / Approved and delegated the power and authority as mentioned above until the closing of the next General Meeting of Shareholders.

Terlaksana

EGMS Resolutions on December 3, 2015:

Hasil RUPSLB 3 Desember 2015: Hasil RUPS / GMS Resolutions


Menyetujui meniadakan alokasi pembagian dividen dari Laba Ditahan untuk tahun buku yang berakhir pada 31 Desember 2014 sehingga penggunaan Laba Bersih Perseroan tahun 2014, dibagi menjadi dua yaitu sebesar Rp16.000.000.000 (enam belas miliar Rupiah) sebagai Dana Cadangan dan sisanya sebesar Rp315.811.786.659 (tiga ratus lima belas miliar delapan ratus sebelas juta tujuh ratus delapan puluh enam ribu enam ratus lima puluh sembilan Rupiah) ditetapkan sebagai Laba Ditahan. Rapat dengan ini memberikan wewenang dan kuasa kepada Direksi Perseroan untuk melakukan segala tindakan yang diperlukan sehubungan dengan penetapan alokasi Laba Ditahan Perseroan untuk tahun buku yang berakhir pada 31 Desember 2014 terkait keputusan Rapat Umum Pemegang Saham Tahunan Perseroan yang telah dilaksanakan sebelumnya pada 16 Juni 2015 tersebut kepada pihak yang berwenang dan terkait . Approved the non-allocation of Retained Earnings of fiscal year ended on December 31, 2014 for dividend payment, thus the use of the Company’s Net Profit in 2014 was divided into two, to be allocated as Reserve Fund at the amount of Rp16,000,000,000 (sixteen billion Rupiah) and the remaining Rp315,811,786,659 (three hundred fifteen billion eight hundred eleven million seven hundred eighty-six thousand six hundred and fifty-nine Rupiah) was declared as Retained Earnings. The meeting hereby granted the authority and power to the Board of Directors to perform any actions needed in relation with the determination of allocation of the Company’s Retained Earnings of fiscal year ended on December 31, 2014 pertaining to the decision of the previous Annual General Meeting of Shareholders of the Company that has been held on June 16, 2015 to the authorities and relevant parties


PENGENDALI

INFORMATION ON MAJORITY AND CONTROLLING SHAREHOLDERS

Pemegang saham utama Perseroan per 31 Desember 2016

The Company’s majority shareholders with share ownership

dengan kriteria kepemilikan 5% atau lebih, dimiliki oleh publik

of 5% or more as of December 31, 2016 are: the public with

dengan kepemilikan sebesar 36,96%, PT Tiga Pilar Corpora

36.96% ownership, PT Tiga Pilar Corpora with 20.74%, JPMCB

sebesar 20,74%, JPMCB NA RE-Trophy Investors I Ltd sebesar

NA RE-Trophy Investors I Ltd with 9.33%, Trophy 2014 Investor

9,33%, Trophy 2014 Investor Limited sebesar 9,09%, Primanex

Limited with 9.09%, Primanex Pte Ltd with 6.59%, Morgan

Pte Ltd sebesar 6,59%, Morgan Stanley and Co. LLC- Client

Stanley and Co. LLC- Client Account with 6.52%, Pandawa

Account sebesar 6,52%, Pandawa Treasures Pte. Ltd sebesar

Treasures Pte. Ltd with 5.40% and Primanex Limited with

5,40% dan Primanex Limited sebesar 5,38%.

5.38%.

INFORMASI PEMEGANG SAHAM UTAMA DAN





DEWAN KOMISARIS

BOARD OF COMMISSIONERS

Sebagaimana tercantum dalam Pedoman Kerja Direksi dan

As stated in the Work Guidelines of the Board of Directors and

Dewan Komisaris TPSF, Dewan Komisaris merupakan salah

Board of Commissioners of TPSF, the Board of Commissioners

satu dari organ Perseroan yang bertugas untuk melakukan

is the Company’s organ responsible for performing general and/

pengawasan secara umum dan/atau khusus sesuai dengan

or specific monitoring pursuant to the Articles of Association

Anggaran Dasar Perseroan serta memberikan nasihat kepada

and providing advice to the Board of Directors in managing the

Direksi dalam menjalankan kepengurusan Perseroan.

Company.

Susunan Dewan Komisaris

Board of Commissioners’ Composition

Dewan Komisaris diangkat dan diberhentikan melalui RUPS

The Board of Commissioners is appointed and dismissed in the

dimana

disesuaikan

GMS, in which the total number of the Board of Commissioners’

dengan kompleksitas Perseroan dengan tetap memperhatikan

jumlah

anggota

Dewan

Komisaris

members is adjusted to the Company’s dynamics by continuously

kepentingan bahwa keputusan dapat diambil secara efektif,

considering the importance of effective, accurate and prompt

tepat dan cepat, serta dapat bertindak independen.

decision making, as well as the capability to act independently.

Susunan anggota Dewan Komisaris adalah sebagai berikut:

The composition of the Board of Commissioners’ members is as follows:

Nama / Name

Tanggal RUPS Pengangkatan Pertama Kali / Date of First Appointment in the GMS

Jabatan / Position

Anton Apriyantono

Komisaris Utama & Komisaris Independen / President Commissioner & Independent Commissioner

12 Juni 2012 / June 12, 2012

Kang Hongkie Widjaja

Wakil Komisaris Utama / Vice President Commissioner

23 Juni 2005 / June 23, 2005

Hengky Koestanto

Komisaris / Commissioner

12 Juni 2012 / June 12, 2012

Bondan Haryo Winarno

Komisaris Independen / Independent Commissioner

Jaka Prasetya


25 Juni 2009 / June 25, 2009 24 Maret 2016 / March 24, 2016

Kepemilikan Saham Dewan Komisaris

Shares Ownership of Board of Commissioners

Tidak terdapat anggota Dewan Komisaris yang memiliki saham

There was no direct ownership of the Company’s shares by the

Perseroan secara langsung.

Board of Commissioners.

Tugas dan Tanggung Jawab Dewan Komisaris

Duties and Responsibilities of Board of Commissioners

Dewan Komisaris memiliki tugas untuk melakukan pengawasan

The Board of Commissioners is responsible for supervising

atas kebijakan pengurusan jalannya Perseroan dan memberi

the Company’s management policy and providing advices for

saran kepada Direksi. Beberapa tugas lainnya yang diemban

the Board of Directors. The duties mandated by the Board of

Dewan Komisaris antara lain:

Commissioners are, among others:

a. Melakukan tugas yang secara khusus diberikan kepadanya

a. To conduct duties specifically assigned for the Board of

menurut Anggaran Dasar dan/atau berdasarkan keputusan

Commissioners based on the Articles of Association and/or

RUPS dalam koridor peraturan perundang-undangan yang

the GMS resolutions in line with the prevailing regulations;

berlaku; b. Melakukan tugas, tanggung jawab dan wewenang

b. To conduct its duties, responsibilities and authorities in

sesuai dengan ketentuan Anggaran Dasar Perseroan dan

accordance with the provisions of the Company’s Articles

keputusan Rapat Umum Pemegang Saham (RUPS);

of Association and the General Meeting of Shareholders (GMS) resolutions;

c. Dalam melaksanakan tugasnya Dewan Komisaris bertindak

c. In performing its duties, the Board of Commissioners acts

untuk kepentingan Perseroan dan bertanggung jawab

for the interest of the Company and is responsible to the

kepada RUPS; serta d. Meneliti dan menelaah laporan tahunan yang dipersiapkan oleh Direksi serta menandatangani laporan tahunan

GMS; and d. To research and analyze the annual reports prepared by the Board of Directors and to sign the reports.

tersebut.






Rapat Dewan Komisaris

Board of Commissioners Meetings

Rapat Dewan Komisaris dapat diadakan setiap waktu dan

The Board of Commissioners’ meetings can be held at any

apabila dianggap perlu oleh anggota Dewan Komisaris atau atas

time when deemed necessary by members of the Board

permintaan tertulis dari anggota Direksi atau atas permintaan

of Commissioners or upon written request from members

tertulis dari pemegang saham. Rapat Dewan Komisaris dapat

of the Board of Directors or the shareholders. The Board of

dihadiri pula atau merupakan rapat gabungan dengan organ

Commissioners’ meetings can also be attended by or become

GCG yang lain, seperti Direksi atau Komite-komite.

a joint meeting with other GCG organs, such as the Board of Directors or Committees.

Keputusan rapat Dewan Komisaris diambil berdasarkan

The decisions in the Board of Commissioners’ meetings are

musyawarah untuk mufakat. Dalam hal keputusan musyawarah

reached through deliberation. In the event that the decisions

mufakat tidak tercapai maka keputusan diambil berdasarkan

could not be reached through deliberation, the decision shall be

pemungutan suara terbanyak. Rapat Dewan Komisaris terdiri

made by majority votes. The Board of Commissioners’ meetings

dari rapat internal dan rapat dengan mengundang Direksi

consist of internal meeting and joint meeting with the Board of

untuk membahas berbagai aspek operasional dan pengelolaan

Directors to discuss various operational aspects and financial

keuangan Perseroan.

management of the Company.

Pada 2016, Dewan Komisaris melaksanakan rapat gabungan

In 2016, the Board of Commissioners held 6 joint meetings of

Dewan Komisaris dan Direksi sebanyak 6 kali dengan persentase

the Board of Commissioners and the Board of Directors with

kehadiran 91,66%.

attendance percentage reaching 91.66%.

Pedoman Kerja Dewan Komisaris

Board Manual of the Board of Commissioners

Dewan Komisaris telah memiliki board manual yang diatur

The Board of Commissioners has a board manual which is

dalam Pedoman Kerja Direksi dan Dewan Komisaris PT Tiga

regulated in the Board Manual of the Board of Directors and

Pilar Sejahtera Food Tbk, yang di dalamnya memuat tugas,

Board of Commissioners of PT Tiga Pilar Sejahtera Food Tbk.

tanggung jawab, hak dan wewenang, kriteria dan persyaratan

The board manual contains duties, responsibilities, rights

Dewan Komisaris, larangan, masa jabatan, rapat, dan waktu

and authority, criteria and requirements of the Board of

kerja Dewan Komisaris.

Commissioners, prohibitions, tenure, meetings and work hours of the Board of Commissioners.

Penilaian Kinerja Komite di bawah Dewan Komisaris

Performance Assessment of Committees Under the Board of Commissioners

Dalam rangka melakukan pengawasan dan pemberian saran

To actively perform monitoring and give advices to the Board of

secara aktif kepada Direksi, Dewan Komisaris dibantu oleh

Directors, the Board of Commissioners is assisted by committees

komite-komite di bawah Dewan Komisaris yang meliputi

under the Board of Commissioners, which consist of Audit

Komite Audit, Komite Remunerasi dan Nominasi, serta Komite

Committee, Remuneration and Nomination Committee, and

Tata Kelola Perusahaan dan Manajemen Risiko. Selama 2016,

Corporate Governance and Risk Management Committee.

komite-komite tersebut telah menjalankan tugas dengan

In 2016, the committees had properly performed their duties

baik dan telah memberikan kontribusi dalam pertumbuhan

and given contributions to the Company’s development. The

Perseroan. Implementasi program kerja serta fungsi masing-

proper implementation of work program and function of each

masing komite yang tepat, senantiasa mendukung tugas dan

committee continues to support duties and responsibilities of

tanggung jawab Dewan Komisaris. Melalui komite-komite

the Board of Commissioners. Through these committees, we

yang berada di bawah Dewan Komisaris, kami senantiasa

strive to encourage the implementation of good governance

mendorong penerapan standar tata kelola yang baik secara

standards comprehensively across all activities of the Company.

menyeluruh di setiap aktivitas Perusahaan.





KOMISARIS INDEPENDEN

INDEPENDENT COMMISSIONER

Kriteria Komisaris Independen

Criteria of Independent Commissioner

Susunan anggota Dewan Komisaris terdiri dari 5 (lima) orang

The Board of Commissioners is composed of 5 (five) members,

anggota dengan 2 (dua) anggota sebagai Komisaris Independen.

including 2 (two) Independent Commissioners. The composition

Komposisi Komisaris Independen telah memenuhi ketentuan

of Independent Commissioner has met the provisions of the

peraturan perundang-undangan yang berlaku. Komisaris

applicable laws and regulations. An Independent Commissioner

Independen merupakan anggota Komisaris yang berasal dari

is the member of Board of Commissioners from outside the

luar Perseroan yang dipilih secara transparan dan independen.

Company and is appointed in a transparent and independent

Beberapa kriteria yang wajib dimiliki oleh Komisaris Independen

manner. The following are the criteria that must be met by the

Perseroan meliputi:

Company’s Independent Commissioner:

• bukan merupakan orang yang bekerja atau mempunyai

• He/she is not an individual who works or has authorities

wewenang dan tanggung jawab untuk merencanakan,

and responsibilities to plan, lead, control, or supervise the

memimpin, mengendalikan, atau mengawasi kegiatan

activities of Issuers or Public Companies activities within

Emiten atau Perusahaan Publik tersebut dalam waktu 6

the last 6 (six) months, except for his/her reappointment

(enam) bulan terakhir, kecuali untuk pengangkatan kembali

as an Independent Commissioner of the Issuers or Public

sebagai Komisaris Independen Emiten atau Perusahaan

Companies for the next period;

Publik pada periode berikutnya; • tidak mempunyai saham baik langsung maupun tidak langsung pada Emiten atau Perusahaan Publik tersebut;

• He/she does not own any share, either directly or indirectly in the Issuers or Public Companies;

• tidak mempunyai hubungan Afiliasi dengan Emiten atau

• He/she does not have any affiliation with the Issuers or

Perusahaan Publik, anggota Dewan Komisaris, anggota

Public Companies, members of Board of Commissioners,

Direksi, atau pemegang saham utama Emiten atau

members of Board of Directors, or major shareholders of

Perusahaan Publik tersebut; dan

the Issuers or Public Companies; and

• tidak mempunyai hubungan usaha baik langsung maupun

• He/she does not have any business relationship, either

tidak langsung yang berkaitan dengan kegiatan usaha

directly or indirectly, that is related to business activities of

Emiten atau Perusahaan Publik tersebut.

the Issuers or Public Companies.

Saat ini, jabatan Komisaris Independen Perseroan diemban

Currently, the position of the Company’s Independent

oleh Bapak Anton Apriyantono dengan masa jabatan sampai

Commissioner is held by Mr. Anton Apriyantono with term

dengan tahun 2020 dan Bapak Bondan Haryo Winarno dengan

of office until 2020 and by Mr. Bondan Haryo Winarno with

masa jabatan sampai dengan tahun 2019. Dengan demikian,

term of office until 2019. Therefore, the composition of the

komposisi Dewan Komisaris Perseroan telah sesuai dengan POJK

Company’s Board of Commissioners has conformed to the

No. 33/POJK.04/2014 dimana jumlah Komisaris Independen

POJK No. 33/POJK.04/2014 where the number of Independent

sebanyak 1/3 (sepertiga) dari jumlah anggota Dewan Komisaris.

Commissioners is 1/3 (one third) of the total members of the Board of Commissioners.

Pernyataan Tentang Independensi Komisaris Independen

Statements

on

the

Independency

of

Independent

Commissioner Sejalan dengan penerapan praktik GCG yang baik, Dewan

In line with the implementation of GCG best practice, the Board

Komisaris berkomitmen untuk menghindari transaksi yang

of Commissioners is committed to avoiding all transactions

mengandung

anggota

containing conflict of interests. All members of Independent

Komisaris Independen bertindak mandiri dan bebas intervensi

Commissioner shall take independent action and be free from

dari pihak manapun.

intervention from any party.

benturan

Nama / Name Anton Apriyantono Bondan Haryo Winarno

kepentingan.

Seluruh

Jabatan / Position Komisaris Utama & Komisaris Independen / President Commissioner & Independent Commissioner Komisaris Independen / Independent Commissioner

Kepemilikan Saham di Perseroan / Share Ownership in the Company Nihil / None Nihil / None






DIREKSI

BOARD OF DIRECTORS

Menurut Pedoman Kerja Direksi dan Dewan Komisaris TPSF,

Based on the Board of Directors and Board of Commissioners

Direksi merupakan organ Perseroan yang bertugas dan

Manuals of TPSF, the Board of Directors is the Company’s organ

bertanggung jawab secara kolegial dalam mengelola Perseroan.

that has collective duties and responsibilities in managing the

Dengan demikian, masing-masing anggota Direksi dapat

Company. As such, each member of the Board of Directors may

melaksanakan tugas dan mengambil keputusan sesuai dengan

perform their duties and make decisions in accordance with

pembagian tugas dan wewenangnya, namun pelaksanaan

their respective duties and authority. Nevertheless, such duty

tugas oleh masing-masing anggota Direksi tetap merupakan

implementation is a collective responsibility of all members.

tanggung jawab bersama. Direktur Utama merupakan Direktur

President Director serves as a Final Decision Maker.

Pengambil Keputusan Akhir. Composition of Board of Directors

Susunan Direksi Komposisi Direksi disesuaikan dengan kebutuhan berdasarkan

The composition of the Company’s Board of Directors

pertimbangan

dengan

is established by taking into account the complexity of

memperhatikan efektivitas pengambilan keputusan. Susunan

the Company and effectiveness of decision-making. The

Direksi pada 2016 adalah sebagai berikut:

composition of the Board of Directors in 2016 is as follows:

terhadap

kompleksitas

Nama / Name

Perseroan

Tanggal RUPS Pengangkatan Pertama Kali /

Jabatan / Position

Date of First Appointment in the GMS

Joko Mogoginta

Direktur Utama / President Director


Budhi Istanto

Direktur / Director


Jo Tjong Seng

Direktur Independen / Independent Director

12 Juni 2012 / June 12, 2012

Kepemilikan Saham Direksi

Shares Ownership of Board of Directors

Tidak ada anggota Direksi yang memiliki saham Perseroan

There was no direct ownership of the Company’s shares by the

secara langsung.

Board of Directors.

Tugas dan Tanggung Jawab Direksi

Duties and Responsibilities of Board of Directors

Tugas dan tanggung jawab Direksi sejalan dengan pelaksanaan

The duties and responsibilities of the Board of Directors, in line

tata kelola perusahaan yang baik adalah sebagai berikut:

with the implementation of GCG principles, are as follows:

Tugas Direksi

Duties of Board of Directors

a. Memimpin dan menjalankan tindakan yang berkaitan dengan

pengurusan

Perseroan

untuk

kepentingan

Perseroan dan sesuai dengan maksud dan tujuan Perseroan,

a. Leading and implementing actions that are related to the management and interests of the Company, and in line with its aims and objectives, including:

termasuk di dalamnya: • Memelihara dan mengurus kekayaan Perseroan; • Senantiasa

berusaha

meningkatkan

efisiensi

• Maintaining and managing assets of the Company; dan

efektivitas Perseroan.

• Consistently

striving

to

improve

the

Company’s

efficiency and effectiveness.

b. Mewakili Perseroan baik di dalam maupun di luar Pengadilan

b. Representing the Company, both inside and outside

sebagaimana diatur dalam peraturan perundang-undangan,

the Court, as stipulated in the legislations, Articles of

Anggaran Dasar dan/atau Keputusan RUPS.

Associations and Resolutions of GMS.

Tanggung Jawab Direksi

Responsibilities of Board of Directors

Direksi wajib melaksanakan tugas pokoknya dengan itikad

The Board of Directors is obliged to perform its duties in good

baik dan penuh tanggung jawab. Setiap anggota Direksi

faith and utmost responsibility. Each member of the Board of

bertanggung jawab penuh secara pribadi dan secara tanggung

Directors is fully responsible, both personally and jointly and

renteng atas kerugian Perseroan, apabila yang bersangkutan

severally, for the loss of the Company, if the member concerned

bersalah atau lalai menjalankan tugasnya sesuai dengan

is found guilty or negligent of their duties in accordance with

ketentuan perundang-undangan.

the legislations.





Selain itu, Direksi mempunyai tanggung jawab dalam

Furthermore, the Board of Directors holds a responsibility in the

pelaksanaan Tata Kelola Perusahaan serta memenuhi tugas

implementation of Good Corporate Governance to fulfill the

memimpin Perseroan untuk mencapai tujuan, mematuhi dan

role of the Company’s leader, in order to achieve its objectives,

melaksanakan keputusan RUPS, serta menjalankan peraturan

comply with and conduct GMS’ resolutions, as well as to

yang sudah dibuat oleh Perseroan.

implement all of the Company’s regulations.

Ruang Lingkup Tugas dan Tanggung Jawab Masing-

Scope of Duties and Responsibilities of Each Director

Masing Direksi Direktur Utama

President Director

Direktur Utama memiliki tanggung jawab, antara lain:

President Director has the following responsibilities:

• memimpin serta menentukan arah kebijakan dan strategi

• To lead and determine the direction of the Company’s

perusahaan secara keseluruhan, sesuai dengan maksud dan

policy and strategy, in line with its purposes and goals;

tujuan Perseroan; • memastikan seluruh rencana dan kegiatan perusahaan telah sesuai dengan tujuan Perseroan;

• To ensure that all plans and activities have been in line with the Company’s goals;

• mengkaji situasi pasar dan ekonomi guna menentukan

• To review market and economic situations in determining

strategi perusahaan serta merencanakan kegiatan usaha

corporate strategy and planning business activities that may

yang selalu dapat meningkatkan daya saing Perseroan; • mempelajari dan menangkap peluang-peluang usaha yang dapat menambah nilai perusahaan;

always improve the Company’s competitiveness; • To study and capture business opportunities that may add to the Company’s values;

• memastikan nilai-nilai kaidah perusahaan tetap menjadi patokan moral dalam seluruh kegiatan perusahaan.

• To ensure that the Company’s values are implemented as moral guidance in all activities of the Company.

Direktur

Director

Direktur memiliki tanggung jawab, antara lain:

Director has the following responsibilities:

• menjalankan operasional perusahaan sehari-hari; • menjalankan

rencana

pengembangan

usaha

• To conduct daily operations; serta

• To implement business development plan and ensure the

memastikan tersedianya sarana dan prasarana yang

availability of adequate facilities and infrastructures that

mendukung pengembangan usaha tersebut; • berusaha meningkatkan efisiensi dan efektivitas kegiatan operasional Perseroan.

support such development; • To improve the efficiency and effectiveness of the Company’s operational activities.

Direktur Independen

Independent Director

Direktur Independen memiliki tanggung jawab, antara lain:

Independent Director has the following responsibilities:

• memastikan Peraturan Perusahaan dan keputusan RUPS

• To ensure the proper implementation of Company

dijalankan dengan tepat; • memastikan kegiatan perusahaan dilaksanakan secara layak sesuai dengan amanah pemegang saham.

Regulations and GMS resolutions; • To ensure the proper implementation of the Company’s activities in line with the directives from the shareholders.

Rapat Direksi

Board of Directors Meetings

Direksi Perseroan mengadakan rapat Direksi secara berkala.

The Company’s Board of Directors holds the Board of Directors’

Selain itu, Direksi juga dapat mengadakan rapat dengan

meetings periodically. In addition, the Board of Directors may

mengundang organ Perseroan yang lain seperti Dewan

invite other organs, such as the Board of Commissioners and

Komisaris dan atau Komite, untuk memberikan masukan atau

other Committees, in a meeting to provide inputs or give advice

menyampaikan nasehat mengenai permasalahan yang sedang

regarding issues faced by the Company.

dihadapi Perseroan. Selama 2016, Direksi telah mengadakan rapat Direksi sebanyak

During 2016, the Board of Directors convened 12 Board of

12 kali rapat dan rapat gabungan dengan Dewan Komisaris

Directors meetings and 6 (six) joint meetings with the Board of

sebanyak 6 (enam) kali rapat.

Commissioners. PT Tiga Pilar Sejahtera Food Tbk 141 2016 Annual Report




.


Rapat Internal Direksi / Internal Meeting of Board of Directors

Nama / Name

Jabatan / Position

Jumlah Rapat / Number of Meetings

Joko Mogoginta

Direktur Utama / President

Tingkat Kehadiran / Attendance Rate

Persentase Tingkat Kehadiran / Percentage of Attendance Rate

12

12

100%

Director Budhi Istanto

Direktur / Director

12

12

100%

Jo Tjong Seng

Direktur Independen /

12

12

100%

Independent Director Table of joint meetings of the Board of Commissioners and

Tabel rapat gabungan Dewan Komisaris dan Direksi

Board of Directors Rapat Gabungan Dewan Komisaris dan Direksi / Joint Meeting of Board of Commissioners and Nama / Name

Jabatan / Position

Board of Directors Jumlah Rapat / Number of Meetings

Anton Apriyantono

Komisaris Utama /


Persentase Tingkat Kehadiran / Percentage of Attendance Rate

6

5

83.33%*

6

6

100%

President Commissioner Kang Hongkie

Wakil Komisaris

Widjaja

Utama / Vice President Commissioner

Hengky Koestanto


6

5

83.33%**

Bondan Haryo

Komisaris Independen /

6

5

83.33%***

Winarno

Independent Commissioner

Jaka Prasetya


6

6

100%

Joko Mogoginta

Direktur Utama /

6

6

100%

President Director Budhi Istanto

Direktur / Director

6

6

100%

Jo Tjong Seng

Direktur Independen /

6

5

83.33%****

Independent Director *

Bapak Anton Apriyantono tidak dapat menghadiri 1x rapat karena sedang tidak berada di Indonesia. / Mr. Anton Apriyantono could not attend 1 meeting as he was abroad at that time. ** Bapak Hengky Koestanto tidak dapat menghadiri 1x rapat karena sedang tidak berada di Jakarta. / Mr. Hengky Koestanto could not attend 1 meeting as he was out of Jakarta. *** Bapak Bondan Haryo Winarno tidak dapat menghadiri 1x rapat karena sedang tidak berada di Indonesia. / Mr. Bondan Haryo Winarno could not attend 1 meeting as he was abroad at that time. **** Bapak Jo Tjong Seng tidak dapat menghadiri 1x rapat karena sedang tidak berada di Jakarta (cuti). / Mr. Jo Tjong Seng could not attend 1 meeting as he was out of Jakarta (on leave).

Pedoman Kerja Direksi

Board of Directors Manual

Direksi telah memiliki board manual yang diatur dalam Pedoman

Board of Directors has owned board manual regulated in

Kerja Direksi dan Dewan Komisaris PT Tiga Pilar Sejahtera Food

the Board of Directors and Board of Commissioners Manual

Tbk, yang di dalamnya memuat tugas, tanggung jawab, hak

of PT Tiga Pilar Sejahtera Food Tbk, which contains duties,

dan wewenang, kriteria dan persyaratan Dewan Komisaris,

responsibilities, rights and authority, criteria and requirements

larangan, masa jabatan, rapat, dan waktu kerja Direksi.

of the Board of Commissioners, prohibitions, tenure, meetings, and work hours of the Board of Directors.





KEBIJAKAN REMUNERASI DEWAN KOMISARIS DAN DIREKSI

REMUNERATION POLICY OF BOARD OF COMMISSIONERS AND BOARD OF DIRECTORS

Kebijakan remunerasi bagi Dewan Komisaris dan Direksi

Remuneration policy of the Board of Commissioners and Board

memperhatikan hal-hal berikut:

of Directors calculates the following:

1. kinerja keuangan dan pemenuhan kewajiban Perseroan

1. financial performance and fulfillment of the Company’s

sebagaimana diatur dalam peraturan perundang-undangan

liabilities as regulated by the laws and regulations in force;

yang berlaku; 2. prestasi kerja individual;

2. individual’s work achievement;

3. kewajaran dengan peer group; dan

3. fairness with peer group; and

4. pertimbangan sasaran dan strategi jangka panjang

4. consideration of targets and long-term strategies of the

Perusahaan.

Company.

Sesuai dengan kemampuan Perseroan dan tanpa melanggar

By taking into account the Company’s capability and without

perundang-undangan yang berlaku, tunjangan dan fasilitas

violating the prevailing laws and regulations, the Company

yang diberikan Perseroan, antara lain:

provides allowance and facilities as follows:

1. tunjangan hari raya keagamaan;

1. religious holiday allowance;

2. tunjangan transportasi;

2. transportation allowance;

3. tunjangan seragam;

3. uniform allowance;

4. fasilitas kendaraan dinas;

4. vehicle facility;

5. fasilitas kesehatan dalam bentuk asuransi kesehatan atau

5. healthcare facility in the form of health insurance or

penggantian biaya pengobatan sesuai dengan Peraturan

reimbursement of medical treatment according to Company

Perusahaan;

Regulation;

Pada 2016, besarnya remunerasi yang diterima Dewan

In 2016, the remuneration amount received by the Board of

Komisaris adalah Rp3,23 miliar dan besarnya remunerasi yang

Commissioners was Rp3.23 billion and Rp23.72 billion for Board

diterima Direksi adalah Rp23,72 miliar. Total remunerasi Dewan

of Directors. Total remuneration of Board of Commissioners

Komisaris dan Direksi adalah sebesar Rp26,95 miliar.

and Board of Directors was Rp26.95 billion.

ASSESSMENT DEWAN KOMISARIS DAN DIREKSI

ASSESSMENT OF BOARD OF COMMISSIONERS AND BOARD OF DIRECTORS

Dewan Komisaris melalui Komite Nominasi dan Remunerasi

Through the Nomination and Remuneration Committee,

melakukan penilaian kinerja anggota Direksi dan anggota

the Board of Commissioners assesses the performance of

Dewan Komisaris (self assessment) berdasarkan kebijakan

members of the Board of Directors and members of the Board

penilaian kinerjanya.

of Commissioners (self assessment) based on its performance assessment policy.

KEBIJAKAN KEBERAGAMAN KOMPOSISI DEWAN KOMISARIS DAN DIREKSI

DIVERSITY OF BOARD OF COMMISSIONERS AND BOARD OF DIRECTORS

Berdasarkan latar belakang pendidikan Dewan Komisaris dan

Based on the academic background of the Board of

Direksi, mayoritas berasal dari bidang Teknologi Pangan yang

Commissioners and Board of Directors, the members of the

berkaitan dengan bidang usaha Perseroan dalam industri yang

Boards mostly studied Food Technology, which relates to the

berhubungan dengan bidang makanan. Riwayat pekerjaan

Company’s business in the food-related industry. Career history

Dewan Komisaris dan Direksi pun beragam sesuai dengan

of the Board of Commissioners and Board of Directors varies

keahlian masing-masing. Sementara dari sisi gender dan usia,

based on their areas of expertise. Meanwhile, in view of gender

mayoritas Dewan Komisaris dan Direksi adalah pria dengan

and age, most Commissioners and Directors are male aged

usia di atas 40 tahun. Seluruh kriteria serta tugas dan tanggung

above 40. All criteria, duties and responsibilities as the Board of

jawab baik sebagai Dewan Komisaris maupun Direksi, berlaku

Commissioners and Board of Directors, apply without prejudice

tanpa membedakan latar belakang pendidikan, gender, usia

to education, gender, age, and career history.

dan riwayat pekerjaan.






KOMITE AUDIT

AUDIT COMMITTEE

Perseroan membentuk Komite Audit dengan tujuan untuk

The Company established Audit Committee to assist the Board

membantu Dewan Komisaris dalam pelaksanaan fungsi

of Commissioners in implementing its supervisory functions on

pengawasan atas hal-hal yang terkait dengan informasi

matters related to the financial information, internal control,

keuangan, pengendalian internal, pengelolaan risiko serta

risk management, as well as compliance with the prevailing

kepatuhan terhadap peraturan perundangan yang berlaku.

laws and regulations. The Audit Committee is established

Komite Audit dibentuk berdasarkan Surat Keputusan No. 31/

based on Decree No. 31/TPSF-DEKOM/XII/2014 on December

TPSF-DEKOM/XII/2014 tanggal 17 Desember 2014. Komite

17, 2014. Audit Committee is appointed and dismissed based

Audit diangkat dan diberhentikan berdasarkan Surat Keputusan

on the Decree of the Board of Commissioners.

Dewan Komisaris. Persyaratan Anggota Komite Audit

Requirements of Members of the Audit Committee

Persyaratan anggota Komite Audit sebagaimana tercantum

Requirements of the Audit Committee members as stated in

dalam Piagam Komite Audit PT Tiga Pilar Sejahtera Food Tbk,

the Audit Committee charter of PT Tiga Pilar Sejahtera Food

sebagai berikut:

Tbk are as follows:

• Memiliki integritas yang tinggi, kemampuan, pengetahuan

• Possess

high

integrity,

capability,

knowledge

and

dan pengalaman sesuai dengan bidang pekerjaannya, serta

experience in accordance with their fields, as well as good

mampu berkomunikasi dengan baik;

communication skills;

• Memahami laporan keuangan, bisnis perusahaan, proses

• Understand the financial statements, the company’s business,

audit, manajemen risiko, dan peraturan perundang-

audit process, risk management, laws and regulations in the

undangan di bidang pasar modal serta peraturan

capital market and other related legislations;

perundang-undangan terkait lainnya; • Bersedia meningkatkan kompetensi secara terus menerus melalui pendidikan dan pelatihan; • Memiliki paling kurang satu orang anggota yang berlatar belakang pendidikan dan keahlian di bidang keuangan dan/

• Willing to continuously improve their competency through education and trainings; • At least one of the members has the educational background and expertise in finance and/or accounting;

atau akuntansi; • Bukan merupakan orang dalam Kantor Akuntan Publik,

• They are not a representative of any Public Accounting Firm,

Kantor Konsultan Hukum, Kantor Jasa Penilai Publik atau

Legal Consulting Firm, Public Assessment Services Firm, or

pihak lain yang memberi jasa assurance, jasa non-assurance,

other parties that provide assurance and non-assurance

jasa penilai dan/atau jasa konsultasi lain kepada TPSF dalam

services, assessment service and/ or other consultancy

waktu 6 (enam) bulan terakhir;

services to the Company in the last 6 (six) months;

• Bukan merupakan orang yang bekerja atau mempunyai

• They do not work nor have any authority and responsibilities

wewenang dan tanggung jawab untuk merencanakan,

to plan, lead, control, or supervise the Company’s activities

memimpin, mengendalikan, atau mengawasi kegiatan

in the last 6 (six) months, except as the Independent

TPSF dalam waktu 6 (enam) bulan terakhir, kecuali sebagai

Commissioner;

Komisaris Independen; • Tidak mempunyai saham langsung maupun tidak langsung

• They do not have direct or indirect shares in TPSF, and

pada TPSF, serta tidak memiliki hubungan afiliasi dengan

do not have any affiliated relations with members of the

anggota Dewan Komisaris dan Direksi, atau dengan

Board of Commissioners and Board of Directors, or majority

pemegang saham utama TPSF; dan • Tidak mempunyai hubungan usaha baik langsung maupun tidak langsung yang berkaitan dengan kegiatan usaha TPSF.

shareholders of TPSF; and • They do not have business relationship, either directly or indirectly, related to TPSF’s business activities.

Periode jabatan anggota Komite Audit tidak boleh lebih

The tenure of Audit Committee members shall not be longer

panjang dari periode jabatan anggota Dewan Komisaris dan

than the tenure of Board of Commissioners members. Each

dapat dipilih kembali hanya untuk 1 (satu) periode masa

Audit Committee member can be reappointed for only 1 period

jabatan berikutnya.

for the next position.





Susunan Keanggotaan, Frekuensi dan Tingkat Kehadiran

Audit Committee Composition, Frequency and Attendance

Komite Audit

Rate

Susunan Komite Audit Perseroan terdiri dari seorang Ketua

The Audit Committee consists of a Chairman who concurrently

yang juga adalah Komisaris Independen, seorang anggota dari

serves as Independent Commissioner, a member of Board

Dewan Komisaris dan 2 (dua) orang anggota komite profesional

of Commissioners and 2 (two) members of independent

independen. Selama 2016, Komite Audit mengadakan 4 kali

professional committee. In 2015, Audit Committee held 4

rapat dengan perincian sebagai berikut:

meetings with the following description:

Nama / Name

Jabatan / Position

Jumlah Rapat / Number of Meetings



Anton Apriyantono

Ketua Komite Audit / Chairman of Audit Committee

4

4

100%


Anggota / Member

4

4

100%

Sudibyo Hartanto

Anggota / Member

4

4

100%

Widjojo Kusumo

Anggota / Member

4

4

100%

Profil Anggota Komite Audit

Profile of Audit Committee Members

Anton Apriyantono

Anton Apriyantono

Riwayat singkat, kualifikasi pendidikan, dan pengalaman kerja

The brief history, educational qualification, and working

telah ditampilkan pada pembahasan Profil Dewan Komisaris.

experience have been presented in Board of Commissioners Profile section.






experience have been presented in Board of Commissioners Profile section.

Sudibyo Hartanto

Warga Negara Indonesia, 49 tahun, berdomisili di Indonesia. Memulai karier sebagai Staff Audit & Tax di Hananta Multi Consultant, Semarang dari 1990 hingga 1992, kemudian sebagai Accounting Manager di PT Bahagia Sumber Abadi, Surakarta (salah satu perusahaan Wings Surya Group) dari 1992 hingga 1998, dan hingga saat ini masih bergabung dengan salah satu kantor konsultan pajak. Gelar pendidikan dan pelatihan yang diperoleh antara lain, Jurusan Akuntansi, Akademi Keuangan dan Akuntansi Wika Jasa, Semarang lulus tahun 1991, Jurusan Perpajakan, Akademi Keuangan dan Akuntansi Wika Jasa Semarang lulus tahun 2003, Fakultas Ekonomi Akuntansi, Universitas Sebelas Maret, Surakarta lulus tahun 2003, Brevet B Perpajakan pada tahun 2003. An Indonesian citizen, 49 years old, domiciled in Indonesia. Began career as Audit & Tax Staff at Hananta Multi Consultant, Semarang, from 1990 to 1992, and Accounting Manager at PT Bahagia Sumber Abadi, Surakarta (one of the Wings Surya Group companies) from 1992 to 1998, and currently still joins one of the tax consultant offices. He obtained his degree in several fields, among others, Accounting, from Akademi Keuangan dan Akuntansi Wika Jasa, Semarang, graduated in 1991, then Taxation, from Akademi Keuangan dan Akuntansi Wika Jasa, Semarang, graduated in 2003, Faculty of Economics, Accountancy, Sebelas Maret University, March, Surakarta, graduated in 2003. He also attended trainings of Tax B Brevet in 2003.






Widjojo Kusumo

Warga Negara Indonesia, 55 tahun, berdomisili di Indonesia. Memulai karier sejak tahun 1992 sebagai Internal Auditor PT Golden Manyaran Group, Semarang. Sejak tahun 1993, beliau juga berkarya di Sri Ratu Group Semarang sebagai Tax Manager. Mulai tahun 2000 hingga kini beliau bergabung dengan salah satu kantor konsultan pajak. Pendidikan yang beliau tempuh adalah Fakultas Ekonomi Akuntansi Universitas Diponegoro Semarang lulus tahun 2002 dan pelatihan Brevet Pajak pada tahun 2003. An Indonesian citizen, 55 years old, domiciled in Indonesia. Began his career in 1992 as Internal Auditor of PT Golden Manyaran Group, Semarang. Since 1993, he also worked at Sri Ratu Group Semarang as Tax Manager. From 2000 until now, he joins one of the tax consultant offices. He studied at Faculty of Accounting Economics, Diponegoro University, Semarang, graduated in 2002 and attended Tax Brevet training in 2003.

Independensi Komite Audit

Independency of Audit Committee

Seluruh anggota Komite Audit merupakan pribadi yang

All members of the Audit Committee are professionals and

profesional serta senantiasa menjaga independensi dalam

strive to maintain their independency in carrying out their duties

pelaksanaan tugas, dan tanggung jawabnya. Komite Audit

and responsibilities. The Audit Committee, established by the

yang dibentuk Perseroan telah memenuhi kriteria independensi,

Company, has met the criteria of independency, expertise,

keahlian, pengalaman, dan integritas.

experience, and integrity.

Tugas dan Tanggung Jawab

Duties and Responsibilities

Tugas utama Komite Audit adalah membantu Dewan

The Audit Committee’s main duty is to assist Board of

Komisaris dalam menjalankan fungsi pengawasan sesuai

Commissioners in implementing its supervisory functions in

dengan penerapan Good Corporate Governance. Komite Audit

accordance with the implementation of Good Corporate

juga dapat memberikan opini profesional yang independen

Governance. The Audit Committee also provides independent

kepada Dewan Komisaris atas laporan atau persoalan yang

professional opinions to Board of Commissioners on reports

dikemukakan Direksi kepada Dewan Komisaris. Komite Audit

or any issue raised by the Board of Directors to Board of

juga mengidentifikasi hal-hal yang memerlukan perhatian dari

Commissioners. The Audit Committee also identifies matters

Dewan Komisaris.

that require attention from Board of Commissioners.

Tugas dan Tanggung Jawab Komite Audit antara lain:

The Audit Committee’s duties and responsibilities are as follows:

• Melakukan penelaahan atas ketaatan terhadap peraturan

• Reviewing the compliance with the laws and regulations

perundang-undangan yang berhubungan dengan kegiatan

related to the Company’s activities;

Perseroan; • Memberikan pendapat independen dalam hal terjadi

• Providing independent opinions in the event of dissenting

perbedaan pendapat antara manajemen dan Akuntan

opinions between the management and Public Accountant

Publik atas jasa yang diberikannya;

on the rendered services;

• Memberikan

rekomendasi

kepada

Dewan

Komisaris

• Providing recommendation to the Board of Commissioners

mengenai pemilihan dan pemberhentian Kantor Akuntan

regarding the appointment and dismissal of the Public

Publik; • Melakukan penelaahan atas efektivitas pelaksanaan fungsi audit internal dan Akuntan Publik; • Melakukan penelaahan terhadap aktivitas pelaksanaan manajemen risiko yang dilakukan oleh Direksi;


Accounting Firm; • Analyzing the effectiveness of the implementation of internal audit function and Public Accountant; • Reviewing the implementation of risk management activity carried out by the Board of Directors;




• Menelaah dan memberikan saran kepada Dewan Komisaris

• Reviewing and providing advice to Board of Commissioners

terkait dengan adanya potensi benturan kepentingan

in relation to any potential conflict of interest in the

Perseroan; serta

Company;

• Menjaga kerahasiaan dokumen, data dan informasi Perseroan.

• Maintaining confidentiality of the Company’s documents, data and information.

Laporan Singkat Pelaksanaan Kegiatan Komite Audit

Brief Report on the Implementation of Audit Committee’s

pada 2016

Activities in 2016

Selama

2016,

Komite

Audit

telah

menelaah

laporan

Throughout 2016, the Audit Committee has analyzed the

keuangan yang dikeluarkan Perseroan; melakukan evaluasi

financial statements issued by the Company; evaluated the

sistem pengendalian internal; memberikan masukan perihal

internal control system; provided input on the appointment of

penunjukkan Kantor Akuntan Publik; serta bekerja sama

the Public Accounting Firm; and cooperated with Internal Audit.

dengan Audit Internal.

KOMITE NOMINASI DAN REMUNERASI

REMUNERATION AND NOMINATION COMMITTEE

Komite Nominasi dan Remunerasi dibentuk dengan tujuan

Remuneration and Nomination Committee is established to

untuk membantu Dewan Komisaris dalam menetapkan

assist the Board of Commissioners in determining the criteria

kriteria pemilihan calon anggota Dewan Komisaris dan Direksi;

to select candidates of the Board of Commissioners and Board

mengusulkan calon anggota Dewan Komisaris dan Direksi;

of Directors members; to propose the candidates of the Board

serta menentukan kebijakan dan pengawasan pelaksanaan

of Commissioners and Board of Directors members; and to

kebijakan remunerasi bagi Dewan Komisaris, Direksi, jajaran

determine the policy and supervision of the remuneration

manajemen Perseroan. Komite Nominasi dan Remunerasi

policy implementation for the Board of Commissioners,

dibentuk oleh Dewan Komisaris berdasarkan Surat Keputusan

Board of Directors, and the management. The Nomination

No. 32/TPSF-DEKOM/XII/2014 tanggal 17 Desember 2014.

and Remuneration Committee is established by the Board of Commissioners based on Decree No. 32/TPSF-DEKOM/XII/2014 on December 17, 2014.

Susunan Keanggotaan, Frekuensi dan Tingkat Kehadiran

Composition, Frequency and Attendance Rate

Komite Nominasi dan Remunerasi

Nomination and Remuneration Committee

Selama 2016, Komite Nominasi dan Remunerasi diketuai oleh

Throughout

Komisaris Independen serta memiliki (tiga) orang anggota.

Committee was chaired by Independent Commissioner and

Komite Nominasi dan Remunerasi telah menyelenggarakan

consists of (three) members. The Nomination and Remuneration

rapat sebanyak 3 (tiga) kali dengan frekuensi dan tingkat

Committee has conducted 3 (three) meetings with the following

kehadiran anggota sebagai berikut:

frequency and attendance rate:

Nama / Name

Jabatan / Position

2016,

the

Nomination

and

Remuneration

Jumlah Rapat /

Tingkat Kehadiran /

Persentase /

Total Meetings

Attendance Rate

Percentage


Ketua / Chairman

3

3

100%


Anggota / Member

3

3

100%

Hengky Koestanto

Anggota / Member

3

2

67%

Lestian Nandar

Anggota / Member

3

3

100%

Kebijakan mengenai Rapat Komite Nominasi dan Remunerasi

Policies related to the Nomination and Remuneration

telah diatur dalam Pedoman Komite Nominasi dan Remunerasi

Committee Meeting have been regulated in the Guidelines of

yang tercantum dalam situs resmi Perseroan.

the Nomination and Remuneration Committee stated in the Company’s official website.




Profil Anggota Komite Nominasi dan Remunerasi



Profile of Nomination and Remuneration Committee Members






experiences have been presented in Board of Commissioners Profile section.







Hengky Koestanto

Hengky Koestanto





Lestian Nandar Warga Negara Indonesia, 41 tahun, berdomisili di Indonesia. Mengawali karier sebagai Training Staff di PT EDS Manufacturing Indonesia, salah satu perusahaan Astra Otopart Group dari tahun 1998 hingga 2002. Kemudian beliau berkarya di PT Pelangi Indah Canindo Tbk sebagai Training & Recruitment Supervisor hingga 2004. Kemudian hingga 2006 Beliau bergabung dengan PT Sumatera Prima Fiberboard sebagai Training & Development Coordinator. Pada tahun 2006 Beliau menjabat sebagai HR & GA Manager di PT Sinar Sosro hingga tahun 2014. Beliau bergabung dengan PT Tiga Pilar Sejahtera Food Tbk hingga kini sebagai Regional HR Manager. Beliau memegang gelar Magister Management HRM. An Indonesian citizen, 41 years old and domiciled in Indonesia. He started his career as Training Staff at PT EDS Manufacturing Indonesia, one of Astra Otopart Group companies from 1998 to 2002. He then worked at PT Pelangi Indah Canindo Tbk as Training & Recruitment Supervisor until 2004. Until 2006, he joined PT Sumatera Prima Fiberboard as Training & Development Coordinator. In 2006, he served as HR & GA Manager at PT Sinar Sosro until 2014. He then joined PT Tiga Pilar Sejahtera Food Tbk and still serves until the present time as Regional HR Manager. He holds Magister Management degree majoring in HRM.

Independensi Komite Nominasi dan Remunerasi

Independency

of

Nomination

and

Remuneration

Committee Seluruh anggota Komite Nominasi dan Remunerasi merupakan

All members of the Nomination and Remuneration Committee

pribadi yang profesional dan senantiasa menjaga independensi

are professionals who strive to maintain their independency in

dalam pelaksanaan tugas, dan tanggung jawabnya. Komite

carrying out their duties and responsibilities. The Nomination

Nominasi dan Remunerasi yang dibentuk Perseroan telah

and Remuneration Committee established by the Company

memenuhi kriteria independensi, keahlian, pengalaman, dan

has met the criteria for independency, skills, experiences, and

integritas.

integrity.







Sesuai dengan amanat dalam Pedoman Komite Nominasi

In accordance with the mandate in the Guideline of Nomination

dan Remunerasi yang dibuat berdasarkan POJK No. 34/

and Remuneration Committee drawn up based on POJK No.

POJK.04/2014, tugas dan tanggung jawab Komite Nominasi

34/POJK.04/2014, duties and responsibilities of the Nomination

dan Remunerasi meliputi:

and RemunerationCommittee are as follows:

• Nominasi

• Nomination

1. Memberikan rekomendasi kepada dan/atau membantu

1. Providing recommendations to and/or assisting Board of

Dewan Komisaris, mengenai:

Commissioners for the following matters:

• Komposisi jabatan Direksi dan Dewan Komisaris

• Positions composition of Board of Directors and

• Kebijakan dan kriteria yang dibutuhkan dalam

• Policies and criteria required in the nomination

proses nominasi anggota Direksi dan anggota

process for members of Board of Directors and

Dewan Komisaris

Board of Commissioners.

Board of Commissioners

• Kebijakan evaluasi kinerja bagi anggota Direksi dan

• Policies of performance appraisal for members of Board of Directors and Board of Commissioners.

anggota Dewan Komisaris • Program pengembangan untuk anggota Direksi dan

• Development programs for members of Board of Directors and Board of Commissioners.

anggota Dewan Komisaris 2. Membantu Dewan Komisaris melakukan penilaian

2. Assisting Board of Commissioners in assessing the

kinerja anggota Direksi dan anggota Dewan Komisaris

performance of members of Board of Directors and Board of Commissioners based on the defined criteria.

berdasarkan kriteria yang telah ditetapkan 3. Memberikan usulan calon yang memenuhi syarat

3. Proposing

candidates

who

have

fulfilled

the

sebagai anggota Direksi dan anggota Dewan Komisaris

requirements of members of Board of Directors and

kepada Dewan Komisaris untuk disampaikan kepada

Board of Commissioners to Board of Commissioners to

RUPS untuk mendapatkan persetujuan.

be presented to GMS for the approval. • Remuneration

• Remunerasi 1. Memberikan rekomendasi kepada dan/atau membantu

1. Providing recommendations to and/or assisting Board of

Dewan Komisaris mengenai:

Commissioners for the following matters:

• Struktur remunerasi anggota Direksi dan anggota

• Remuneration structure for members of the Board of Directors and Board of Commissioners

Dewan Komisaris • Kebijakan atas remunerasi anggota Direksi dan

• Policies of remuneration for members of the Board of Directors and Board of Commissioners

anggota Dewan Komisaris • Besaran atas remunerasi anggota Direksi dan

• Amount of remuneration for members of the Board of Directors and Board of Commissioners

anggota Dewan Komisaris melakukan

2. Assisting the Board of Commissioners in assessing

penilaian kesesuaian remunerasi yang diterima masing-

the conformity of theremuneration received by each

masing anggota Direksi dan anggota Dewan Komisaris

member of the Board of Directors and Board of

terkait dengan kinerja mereka

Commissioners in relation to their performance.

2. Membantu

Dewan

Komisaris

dalam

Laporan Singkat Pelaksanaan Kegiatan Komite Nominasi

Brief Report on the Implementation of Nomination and

dan Remunerasi Pada 2016

Remuneration Committee’s Activities in 2016

Pada 2016, Komite Nominasi dan Remunerasi membantu

In 2016, the Nomination and Remuneration Committee assisted

Dewan Komisaris dalam mengevaluasi kebijakan remunerasi

Board of Commissioners in evaluating the remuneration policies

yang diberlakukan Perseroan dan merekomendasikan perbaikan

applied by the Company and recommended improvement

terkait struktur organisasi dan program pengembangan

related to the organization structure and employee development

karyawan.

programs.






KOMITE TATA KELOLA PERUSAHAAN DAN MANAJEMEN RISIKO

CORPORATE GOVERNANCE AND RISK MANAGEMENT COMMITTEE

Komite Tata Kelola Perusahaan dan Manajemen Risiko

Corporate Governance & Risk Management Committee is

dibentuk berdasarkan Surat Keputusan No. 33/TPSF-DEKOM/

established pursuant to the Decree No. 33/TPSF-DEKOM/

XII/2014 tanggal 17 Desember 2014 yang bertujuan untuk

XII/2014 dated December 17, 2014, which is aimed to assist

membantu Dewan Komisaris dalam penyusunan, pelaksanaan

the Board of Commissioners in preparing, implementing, and

dan pengelolaan kebijakan manajemen risiko Perseroan secara

managing the risk management policy comprehensively.

komprehensif. Susunan Keanggotaan, Frekuensi dan Tingkat Kehadiran

Composition,

Komite Tata Kelola Perusahaan dan Manajemen Risiko

Corporate Governance and Risk Management Committee

Komite Tata Kelola Perusahaan dan Manajemen Risiko diketuai

The Corporate Governance and Risk Management Committee

oleh Komisaris Independen dan memiliki 1 (satu) orang anggota.

is chaired by 1 (one) Independent Commissioner and consists of

Selama 2016, Komite Tata Kelola Perusahaan dan Manajemen

1 (one) member. During 2016, the Corporate Governance and

Risikomengadakan pertemuan 1 (satu) kali dengan kehadiran

Risk Management Committee has conducted 1 (one)meeting

anggota sebagai berikut:

with the following frequency and attendance rate:

Nama / Name Anton Apriyantono Bondan Haryo Winarno

Frequency

and

Attendance

Rate

of

Jumlah Rapat /

Tingkat Kehadiran /

Persentase /

Number of Meetings

Attendance Rate

Percentage

Ketua / Chairman

1

1

100%

Anggota / Member

1

1

100%

Jabatan / Position

Profil Anggota Komite Tata Kelola Perusahaan dan

Profile of Corporate Governance and Risk Management

Manajemen Risiko

Committee Members

Anton Apriyantono

Anton Apriyantono











Independensi Komite Tata Kelola Perusahaan dan

Independency

Manajemen Risiko

Management Committee

Seluruh anggota Komite Tata Kelola Perusahaan dan

All members of Corporate Governance and Risk Management

Manajemen Risikomerupakan Komisaris Independen yang telah

Committee are Independent Commissioners who have met

sesuai dengan kriteria dalam peraturan yang berlaku. Komite

the criteria set in the applicable regulations. The Corporate

Tata Kelola Perusahaan dan Manajemen Risikoyang dibentuk

Governance and Risk Management Committee established by

Perseroan telah memenuhi kriteria independensi, keahlian,

the Company has met the criteria for independency, expertise,

pengalaman, dan integritas.

experience, and integrity.



Tugas dan tanggung jawab Komite Tata Kelola Perusahaan dan

The duties and responsibilities of Corporate Governance and

Manajemen Risiko meliputi:

Risk Management Committee are as follows:

a. Melakukan pemantauan pelaksanaan manajemen risiko,

a. Monitoring the implementation of risk management and

dan memberikan rekomendasi atas efektivitas pelaksanaan

providing recommendations on the effectiveness of the

manajemen risiko Perseroan;

Company’s risk management implementation;


of

Corporate

Governance

and

Risk




b. Melakukan pengawasan kinerja Satuan Kerja Manajemen

b. Supervising the performance of Risk Management Work

Risiko atas pelaksanaan rekomendasi Komite Manajemen

Unit on the implementation of recommendations from the

Risiko, termasuk dalam memantau pelaksanaan mitigasi

Risk Management Committee, including monitoring the

risiko oleh unit-unit kerja terkait;

implementation of risk mitigation performed by the related work units;

c. Melakukan pembahasan atas potensi risiko pada unit-unit

c. Reviewing potential risks in all units within the Company

di lingkungan Perseroan, termasuk risiko pada perjanjian

including risks on the agreement with third parties in the

dengan pihak ketiga dalam ruang lingkup kewenangan

scope of supervisory authority of Board of Commissioners;

pengawasan Dewan Komisaris; d. Melakukan pembahasan hasil penilaian risiko oleh Satuan

d. Reviewing risk assessment results conducted by Risk

Kerja Manajemen Risiko terhadap rencana investasi

Management Work Unit on the Company’s material

Perseroan yang material;

investment plans;

e. Melakukan analisis dan evaluasi atas usulan Rencana

e. Analyzing and evaluating the Company’s Activity and

Kegiatan dan Anggaran Perseroan dan review tahunan

Budget Plan proposal and annual review on the Company’s

atas Rencana Jangka Panjang Perseroan yang diajukan oleh

Long Term Plan submitted by the Board of Directors; and

Direksi; dan f. Dalam hal Direksi menganggap perlu menggunakan

f. In the event of Board of Directors considers it as necessary

konsultan manajemen risiko independen untuk melakukan

to hire an independent risk management consultant to re-

penelaahan kembali atas proses manajemen risiko yang

analyze the risk management process implemented in the

diterapkan oleh Perseroan, maka tugas Komite Manajemen

Company, Risk Management Committee shall perform the

Risiko adalah:

following duties:

• Memberikan

rekomendasi

tentang

kriteria

dan

kompetensi konsultan; serta

• Providing recommendations on the consultant’s criteria and competency; and

• Melakukan pengawasan atas pekerjaan konsultan melalui Satuan Kerja Manajemen Risiko.

• Supervising the consultant’s works through Risk Management Work Unit.

Laporan Singkat Pelaksanaan Kegiatan Komite Tata

Brief Report on the Implementation of Corporate

Kelola Perusahaan dan Manajemen Risiko pada 2016

Governance and Risk Management Committee’s Activity in 2016

Selama 2016, Komite Tata Kelola Perusahaan dan Manajemen

During 2016, the Corporate Governance and Risk Management

Risiko telah membahas hal-hal yang berkaitan dengan

Committee has reviewed matters related to risk management

manajemen risiko termasuk meninjau Piagam Komite Tata

including reviewing the Corporate Governance and Risk

Kelola Perusahaan dan Manajamen Risiko.

Management Committee Charter.

SEKRETARIS PERUSAHAAN

CORPORATE SECRETARY

Perseroan telah mempunyai fungsi Sekretaris yang diatur

The Company has put in place a Corporate Secretary function as

dalam Peraturan Otoritas Jasa Keuangan No. 35/POJK.04/2014

regulated in the Regulation of the Financial Services Authority

tentang pembentukan Sekretaris Perusahaan untuk membantu

Number 35/POJK.04/2014 concerning the establishment of

Direksi

diangkat

Corporate Secretary to assist the Board of Directors and the

dan bertanggung jawab pada Direktur Utama. Sekretaris

Company. Corporate Secretary is appointed and responsible

Perusahaan memiliki 4 (empat) fungsi utama dalam rangka

to the President Director. The Corporate Secretary has 4 (four)

membantu tugas Direksi, yaitu sebagai Liason Officer (Corporate

main functions in order to assist the Board of Directors, namely

Communication), Compliance Officer, Administrasi Dokumen

as Liaison Officer (Corporate Communication), Compliance

dan Notulensi Rapat untuk memenuhi ketentuan tata kelola

Officer, and Document and Meeting Minutes Administrator in

perusahaan yang baik.

order to comply with good corporate governance principles.

Sekretaris Perusahaan juga berperan sebagai penghubung

The Corporate Secretary also serves as the liaison between the

Perseroan dengan pihak luar seperti investor, pelaku pasar

Company and external parties, such as investors, capital market

modal, regulator dan juga para pengamat/analis. Sekretaris

communities, regulators, and experts/analysts. Corporate

Perusahaan bertanggung jawab atas komunikasi yang efektif

Secretary is responsible for effective communication and for

dan

Perseroan.

Sekretaris

Perusahaan






dan memastikan tersedianya informasi yang memadai untuk

ensuring the provision of sufficient information to any party.

berbagai pihak. Sekretaris Perusahaan wajib memahami

Corporate Secretary shall understand the latest information on

informasi terkini mengenai perkembangan regulasi yang

regulation development, which is relevant and may impact the

relevan dan mempunyai dampak terhadap kegiatan Perseroan.

Company’s activities.

Profil Sekretaris Perusahaan

Corporate Secretary Profile

Berdasarkan Surat Keputusan Direksi No. 070/TPSF-CORSEC/

Based on the Decree of Board of Directors No. 070/TPSF-

XII/14 tanggal 24 Desember 2014, Perseroan telah menunjuk

CORSEC/XII/14 on December 24, 2014, the Company appointed

Desilina sebagai Sekretaris Perusahaan.

Desilina as Corporate Secretary.

Desilina Warga Negara Indonesia, umur 36 tahun, berdomisili di Jakarta. Beliau memperoleh gelar Sarjana Ekonomi dari Unika Atma Jaya, Jakarta, jurusan Akuntansi pada 2003. Beliau mulai bergabung di Perseroan pada Mei 2011 dengan posisi Corporate Finance Assistant dan diangkat sebagai Sekretaris Perusahaan sejak Desember 2014. Desilina, who is Indonesian, 36 years old, and domiciled in Jakarta, earned her Bachelor of Economics Degree in 2003 from Atma Jaya University, Jakarta, majoring in Accounting. She joined the Company since May 2011 as Corporate Finance Assistant and then was appointed as Corporate Secretary since December 2014.

Fungsi dan Tugas Sekretaris Perusahaan

Functions and Duties of Corporate Secretary

Fungsi Sekretaris Perusahaan adalah:

Functions of the Corporate Secretary are as follows:

a. Memastikan bahwa Perseroan mematuhi peraturan tentang

a. To ensure that the Company complies with the transparency

persyaratan keterbukaan sejalan dengan penerapan prinsip-

regulations in line with the implementation of GCG

prinsip GCG;

principles;

b. Memberikan informasi yang dibutuhkan oleh Direksi dan

b. To provide information required by Board of Directors and

Dewan Komisaris secara berkala dan/atau sewaktu-waktu

Board of Commissioners periodically and/or at any time upon requests;

apabila diminta; c. Sebagai penghubung (liaison officer); dan

c. To act as the liaison officer; and

d. Menatausahakan serta menyimpan dokumen Perseroan,

d. To administer and file the Company’s documents, including

termasuk tetapi tidak terbatas pada Daftar Pemegang

but not limited to the Shareholders Register, Specific Lists

Saham, Daftar Khusus dan risalah rapat Direksi, rapat

and minutes of meetings of the Board of Directors, Board

Dewan Komisaris dan RUPS.

of Commissioners, and GMS.

Untuk

menjalankan

fungsinya,

Sekretaris

Perusahaan

To implement her functions, the Corporate Secretary must

mempunyai tugas:

perform the following duties:

• Mengendalikan pengelolaan strategi komunikasi untuk

• To control the communication strategy management to

membangun citra korporat;

build corporate image;

• Bertindak selaku wakil Perseroan dalam mengkomunikasikan

• To act as the Company’s representative in communicating

kegiatan Perseroan secara akurat dan tepat waktu kepada

the Company’s activities in an accurate and timely manner

seluruh stakeholder;

to all stakeholders;

• Mengendalikan penyampaian informasi kinerja Perseroan

• To control the dissemination of the Company’s performance

dan corporate action kepada otoritas bursa, investor,

information and corporate actions to the stock exchange

analisis dan para pelaku pasar lainnya;

authorities, investors, analysts and other business players;





mekanisme

• To control the implementation of mechanism management

dalam pengungkapan informasi secara eksternal sesuai

in external information disclosure in accordance with the

dengan kepentingan Perseroan dan kebutuhan pemegang

Company’s interests, shareholders’ requirements and other

saham serta pihak-pihak lain yang berhubungan dengan

parties related to the Company;

• Mengendalikan

pelaksanaan

pengelolaan

Perseroan; • Menyampaikan Laporan Tahunan Perseroan dan Laporan

• To submit the Company’s Annual Report and Financial

Keuangan berkala kepada otoritas pasar modal dan otoritas

Statements periodically to the capital market authority and stock exchange authority;

bursa; • Mengkoordinasikan penyelenggaraan rapat Direksi, rapat

• To coordinate Board of Directors’ meetings, joint meetings

Direksi dengan Komisaris, rapat kinerja Perseroan dan

of Board of Directors and Board of Commissioners, meetings

Rapat Umum Pemegang Saham, serta mengendalikan

on the Company’s performance, and General Meeting

keprotokolan Direksi dan administrasi kesekretariatan

of Shareholders, as well as to control Board of Directors’

Direksi;

protocols and secretariat administrations;

• Mengikuti

perkembangan

pasar

modal

khususnya

peraturan-peraturan yang berlaku di bidang Pasar Modal;

• To monitor the development of capital market, particularly the prevailing regulations in the Capital Market;

• Memberikan masukan kepada Direksi Perseroan untuk

• To provide inputs to the Board of Directors to comply

mematuhi ketentuan Undang-Undang Pasar Modal Nomor

with the Capital Market Laws Number 8 Year 1995 and

8 Tahun 1995 dan peraturan pelaksanaannya.

implementing regulations.

Pelaksanaan Tugas Sekretaris Perusahaan pada 2016

The Implementation of Corporate Secretary’s Duties in 2016

Sepanjang 2016, Sekretaris Perusahaan telah melakukan

Throughout 2016, the Corporate Secretary has conducted

tugas dan tanggung jawab sesuai peraturan dan perundang-

duties and responsibilities according to the prevailing laws and

undangan yang berlaku, diantaranya:

regulations, among others: kepada

1. Doing her best efforts to ensure that reports related to

regulator terkait dengan kewajiban Perseroan sebagai

the Company’s obligation as a Public Company have been

Perusahaan Terbuka sudah disampaikan dengan baik dan

submitted properly in a timely manner;

1. Mengusahakan

secara

maksimal

pelaporan

tepat waktu; 2. Mengkoordinasikan pelaksanaan Rapat Umum Pemegang

2. Coordinating the implementation of the General Meeting of Shareholders;

Saham; 3. Mengkoordinasikan pelaksanaan paparan publik (public

3. Coordinating the implementation of public expose;

expose); 4. Berlaku sebagai jembatan komunikasi dengan analis dan

4. Serving as a channel of communications for analysts and

pelaku pasar lainnya, termasuk mengatur rapat dengan

other business people in the market, including arranging

analis; dan

meetings with the analysts; and

5. Mengkoordinasikan pelaksanaan rapat Dewan Komisaris

5. Coordinating the implementation of meetings of the Board of Commissioners and Board of Directors.

dan Direksi. Program Pelatihan Sekretaris Perusahaan

Corporate Secretary Training Program

Seminar/Pelatihan / Seminar/Training

Penyelenggara / Organizer

Waktu Penyelenggaraan / Date of Event

Seminar CSR Talks for Leaders / CSR Talks for Leaders Seminar

PT Bursa Efek Indonesia (BEI) / Indonesian Stock Exchange

1 Februari 2016 / February 1, 2016

Temu Konsultasi Anggota AEI bertema “Sosialisasi Peraturan Otoritas Jasa Keuangan 2016 (POJK)” / Consultation Meeting of AEI Members with the theme “Dissemination of the Financial Services Authority Regulation of 2016 (POJK)”

Asosiasi Emiten Indonesia (AEI) / Indonesian Issuers Association (AEI)

15 Maret 2016 / March 15, 2016






Seminar/Pelatihan / Seminar/Training

Penyelenggara / Organizer

Waktu Penyelenggaraan / Date of Event

Issuer Gathering 2016 bertema “Perubahan Penerapan PSAK yang Berlaku Tahun 2016 & Pembuatan Annual Report sesuai Peraturan OJK, GCG & ASEAN CG Scorecard” / 2016 Issuers Gathering 2016 with the theme “Changes in PSAK Implementation in 2016 & Annual Report Preparation according to OJK, GCG & ASEAN CG Scorecard”

PT Kustodian Sentral Efek Indonesia (KSEI) dan Asosiasi Emiten Indonesia (AEI) / Indonesian Central Securities Depository (KSEI) and Indonesian Issuers Association (AEI)

1 Juni 2016 / June 1, 2016

Acara Halal Bi Halal dan Seminar 2016 bertema “Sosialisasi Amnesti Pajak dan Perkembangan Kebijakan Ekonomi Indonesia” / Halal Bi Halal Event and Seminar in 2016 with the theme “Dissemination of Tax Amnesty and Development of Indonesian Economic Policies”

PT Bursa Efek Indonesia (BEI), PT Kliring Penjaminan Efek Indonesia (KPEI), dan PT Kustodian Sentral Efek Indonesia (KSEI) / Indonesian Stock Exchange (BEI), Indonesian Clearing and Guarantee Corporation (KPEI) and Indonesian Central Securities Depository (KSEI)

26 Juli 2016 / July 26, 2016

Sosialisasi Tax Amnesty bertema “Peran Aktif Pelaku Pasar Modal Dalam Mensukseskan Tax Amnesty” / Dissemination of Tax Amnesty with the theme “Active Participation by Capital Market Communities in Succeeding the Tax Amnesty”

Asosiasi Emiten Indonesia (AEI) / Indonesian Issuers Association (AEI)

6 September 2016 / September 6, 2016

Workshop Keterbukaan Informasi Emiten dan Perusahaan Publik / Workshop of Information Disclosure by Issuers and Public Companies

Otoritas Jasa Keuangan (OJK) / Financial Services Authority (OJK)


AUDIT INTERNAL

INTERNAL AUDIT

Unit Audit Internal merupakan unit kerja yang menjalankan fungsi

Internal Audit unit is a working unit running the Internal Audit

Audit Internal yang bersifat independen dan objektif, dengan

function that is independent and objective to increase value

tujuan untuk meningkatkan nilai dan memperbaiki operasional

and improve the company’s operations through a systematic

perusahaan, melalui pendekatan yang sistematis, dengan cara

approach by evaluating and enhancing the effectiveness of risk

mengevaluasi dan meningkatkan efektivitas manajemen risiko,

management, control, and corporate governance process.

pengendalian, dan proses tata kelola perusahaan. Prosedur Pengangkatan dan Pemberhentian Ketua Audit

Procedure of Appointment and Dismissal of the Head of

Internal

Internal Audit

Audit Internal Perseroan dipimpin oleh seorang Ketua Audit

The Company’s Internal Audit is led by the Head of Internal

Internal (Internal Audit & Business Controller General Manager)

Audit (Internal Audit & Business Controller General Manager)

yang diangkat dan diberhentikan oleh Direktur Utama atas

who is appointed and dismissed by the President Director on

persetujuan Dewan Komisaris serta bertanggung jawab

the approval of Board of Commissioners and is responsible to

kepada Direktur Utama. Ketua Audit Internal Perseroan 2016

the President Director. The Head of the Company’s Internal

adalah Azhery Sepestian. Audit Internal Perseroan senantiasa

Audit for 2016 is Azhery Sepestian. Internal Audit of the

menjunjung

dan

Company constantly upholds the values of professionalism,

independensi dalam pelaksanaan tugas dan tanggung jawab.

objectivity, and independency in carrying out their duties

Melalui Sistem Pengawasan Internal, Perseroan berupaya untuk

and responsibilities. Through the Internal Control System, the

mencapai tujuan bisnis, meningkatkan efektivitas pengelolaan

Company strives to achieve its business objectives, increase the

risiko serta menerapkan dan mengendalikan proses corporate

effectiveness of risk management, and implement and control

governance secara maksimal.

the corporate governance process to a maximum extent.

nilai-nilai

profesionalisme,


objektivitas,




Audit Internal bekerja dengan pendekatan yang tertib dan

Internal Audit works with orderly and systematic approach to

sistematis untuk mengevaluasi dan memastikan efektivitas

evaluate and ensure the effectiveness of the Company’s risk

dari proses manajemen risiko, pengendalian dan tata kelola

management, control and corporate governance process.

Perseroan. Audit Internal juga berwenang memberikan masukan

Internal Audit has the authority to provide inputs and

dan rekomendasi atas masalah atau indikasi yang berguna bagi

recommendation on the issues or indications which may be

pengelolaan Perseroan atau pengambilan keputusan.

useful for the Company’s management or in decision-making process.

Profil Ketua Audit Internal

Head of Internal Audit Profile Azhery Sepestian Warga Negara Indonesia, 47 tahun, diangkat menjadi Ketua Audit Internal berdasarkan Surat Keputusan Direksi No. 040/TPS-HRD/SK-MTS/I/2010 tertanggal 2 Januari 2010. Memulai karier sebagai Staf Accounting di PT Centris Multi Persada Pratama Tbk hingga 1995. Beliau kemudian bekerja di PT Indofood Sukses Makmur Tbk dengan jabatan Finance & Accounting Manager sampai dengan 2004. Bergabung di Perseroan pada tahun yang sama. Beliau merupakan lulusan S2 Financial Management pada Magister Management Universitas Persada Indonesia YAI Jakarta. Azhery Sepestian, 47 years old, appointed as Head of Internal Audit based on Decision Letter of Board of Directors No. 040/TPS-HRD/SK-MTS/I/2010 dated January 2, 2010. He began his career as an Accounting Staff at PT Centris Multi Persada Pratama Tbk until 1995. He then worked at PT Indofood Sukses Makmur Tbk as Finance & Accounting Manager until 2004 and later joined the Company in the same year. He received Master’s Degree in Financial Management at Postgraduate Management Program of Universitas Persada Indonesia YAI Jakarta.

Jumlah Auditor, Kualifikasi dan Sertifikasi Profesi Audit

Total Number of Auditors, Qualification and Certification

Internal

of Internal Audit Profession

Auditor Audit Internal pada 2016 adalah sebagai berikut:

The total number of Internal Audit Auditors in 2016 is as follows:

Nama / Name

Jabatan / Position

Sertifikat yang Dimiliki / Certificates Received

Kualifikasi Pendidikan / Educational Qualification

Azhery Sepestian

Ketua Internal Audit & Business Controller General Manager / Head of Internal Audit & Business Controller General Manager

• • • •

Committee of Sponsoring Organization (COSO); Enterprise Risk Management; Corporate Governance: Strategies for Internal Audit; Teknik Penyusunan Standard Operating Procedure (SOP) / Standard Operating Procedure (SOP) Development Technique • Risk Based Internal Audit; • Brevet A & B Tax.

S-2 Financial Management / Master’s degree in Financial Management

Hendra Yulistya Hadi

Internal Audit Coordinator

• • • • •

S-1 Akuntansi / Bachelor’s degree in Accounting

Committee of Sponsoring Organization (COSO); Enterprise Risk Management; Risk Based Internal Audit; Auditing Techniques and Tools; Seminar Pengenalan Internal Audit / Introduction Seminar for Internal Audit.



Nama / Name


Jabatan / Position





Muhamad Neko Maulana

Business Controller Officer

• • • • •

Rendy Karya Saputra


• Committee of Sponsoring Organization (COSO);Internal Auditing for Beginners; • AC010 - SAP Business Processes in Financial Accounting; • SAP01 - SAP Overview


Yudit Santoso


• Committee of Sponsoring Organization (COSO); • Internal Auditing for Begginers • Microsoft Office


Deden Mulyana Hidayatuloh


• Committee of Sponsoring Organization (COSO); • Internal Auditing for Beginners; • Talents Mapping, Management of Document Control for ISO Administration; • Training Auditor SA 8000:2008 “Social Accountability”; • Training Auditor Integrated ISO 9001:2008 “System Quality Management”; • 14001:2004 “Environmental Management System”; • OHSAS 18001:2007 “Health and Safety Management System”; • Brevet A & B Tax.


MM Anbiya


• Committee of Sponsoring • Internal Auditing for Beginners.


RM Haryo Ajie Baskoro


Committee of Sponsoring Organization (COSO)

S-1 Komputerisasi Akuntansi / Bachelor’s degree in Computerized Accounting

Fitrah Ardiansyah




Genta Marcapada H.


• Committee of Sponsoring Organization (COSO); • General English LIA Advance Class; • ISO 9001:2008 “Quality Management System”


Irman Riyanto



S-1 Teknik Pertanian / Bachelor’s degree in Agricultural Engineering

Michael Wibowo Tanuwijaya


-

S-2 Manajemen Keuangan / Master’s degree in Financial Management


Committee of Sponsoring Organization (COSO); Enterprise Risk Management; Risk Based Internal Audit; Auditing Techniques and Tools; Brevet A & B Tax.




Nama / Name

Jabatan / Position




Kariz Ananta Graha


-

S-1 Agroteknologi / Bachelor’s degree in Agrotechnology

Muhammad Aji Arifullah


Tax Brevet A & B


Piagam Audit Internal

Internal Audit Charter

Perseroan telah menyusun Piagam Audit Internal sejak 31

The Company has prepared the Internal Audit Charter since

Maret 2010 dan mengalami pembaharuan pada 13 Juni 2016.

March 31, 2010 and was renewed on June 13, 2016. Internal

Piagam Audit Internal memuat visi, misi, tujuan, struktur unit

Audit Charter contains vision, mission, objective, unit and

dan kedudukan, ruang lingkup, tugas, tanggung jawab, kode

position structure, scope, duties, responsibilities, code of

etik dan persyaratan dari unit audit internal.

conduct and requirements of internal audit unit.

Tugas dan Tanggung Jawab Audit Internal

Duties and Responsibilities of Internal Audit

• Melakukan pemantauan dan pengawasan internal secara

• Performing

internal

monitoring

and

supervision

independen dan objektif terhadap aktivitas operasional

independently and objectively on the Company’s operational

Perseroan.

activities.

• Merancang dan melaksanakan rencana pemeriksaan internal tahunan pada Perseroan.

• Designing and implementing annual internal examination plan on the Company.

• Melakukan pengujian dan mengevaluasi pelaksanaan

• Testing and evaluating the implementation of internal

pengendalian internal serta sistem manajemen risiko sesuai

control and risk management system in accordance with

dengan kebijakan Perseroan.

the Company’s policies.

• Melakukan pemeriksaan dan penilaian atas efisiensi dan

• Testing and assessing the efficiency and effectiveness

efektivitas pengendalian internal serta kualitas kinerja di

of internal control as well as performance quality in the

bidang akuntansi dan keuangan, produksi, operasional,

field of accounting and finance, production, operations,

SDM, pemasaran, teknologi informasi dan aktivitas

human resources, marketing, information technology and

operasional lainnya serta melakukan pemeriksaan khusus

other operational activities, as well as performing special

apabila diperlukan.

examination if deemed necessary.

• Memberikan saran perbaikan dan informasi yang objektif

• Providing suggestions for improvements and objective

tentang kegiatan yang diperiksa pada semua tingkatan

information regarding the examined activities to the

manajemen.

management at all levels.

• Menyusun semua laporan hasil dari pemeriksaan, serta menyampaikan laporan tersebut kepada Direktur Utama

• Compiling all audit finding reports and submitting them to the President Director and Board of Commissioners.

dan Dewan Komisaris. • Menjalin kerja sama yang baik dengan Komite Audit.

• Building good cooperation with Audit Committee.

Metodologi dan Sistem Kerja Audit Internal

Methodology and Working System of Internal Audit

Tim Audit Internal bekerja dengan menggunakan metodologi

Internal Audit Team works by using the following methodology

dan sistem sebagai berikut:

and system:

• Audit Rutin dan Audit Khusus (Special Audit).

• Routine Audit and Special Audit

• Audit Rutin bekerja berdasarkan Annual Operation Plan

• Routine audit works based on Annual Operation Plan

(AOP) yang meliputi Financial Audit, Operational Audit dan

(AOP) that covers Financial Audit, Operational Audit and

Compliance Audit. Audit Rutin ini dilakukan secara rutin

Compliance Audit. This routine audit is routinely and

dan berkala yang dilakukan minimal satu tahun sekali.

periodically conducted once a year at minimum.






• Audit Khusus dilakukan atas perintah President Director

• Special audit is conducted based on order from the

atau pada saat Audit Rutin ditemukan Fraud sehingga perlu

President Director or if Fraud is found when Routine Audit

dilakukan Investigation Audit dan Forensic Audit.

is conducted so that Investigation Audit and Forensic Audit need to be performed.

Laporan Singkat Pelaksanaan Kegiatan Audit Internal

Brief Report on the Implementation of Internal Audit’s Activities

Pada 2016, Tim Audit Internal melakukan Internal Audit Rutin

In 2016, the Internal Audit Team conducted Routine Internal

pada perusahaan berikut:

Audit on the following companies:

• PT Jatisari Srirejeki

• PT Jatisari Srirejeki

• PT Indo Beras Unggul

• PT Indo Beras Unggul

• PT Tiga Pilar Sejahtera Food Tbk

• PT Tiga Pilar Sejahtera Food Tbk

• PT Dunia Pangan

• PT Dunia Pangan

• PT Putra Taro Paloma

• PT Putra Taro Paloma

KANTOR AKUNTAN PUBLIK

PUBLIC ACCOUNTING FIRM

Dalam pelaksanaan audit laporan keuangan, Perseroan

The Company appoints Public Accounting Firm (KAP) Amir

menunjuk Kantor Akuntan Publik (KAP) Amir Abadi Jusuf,

Abadi Jusuf, Aryanto, Mawar & Rekan to audit its financial

Aryanto, Mawar & Rekan. Penunjukan KAP tersebut telah

statements. The appointment of Public Accounting Firm is

diputuskan dalam RUPS.

decided in the GMS.

Informasi KAP Perseroan pada 5 (lima) tahun terakhir adalah

Information of the Company’s KAP from the last 5 (five) years

sebagai berikut:

is as follows:

Tahun Periode

Kantor Akuntan Publik / Public

/ Period

Accounting Firm

Akuntan Publik / Public

Biaya (dalam juta Rp) /

Accountant

Cost (in million Rp)

2012

Aryanto, Amir Jusuf, Mawar & Saptoto

Didik Wahyudiyanto

500

2013


Didik Wahyudiyanto

600

2014


Riki Afrianof

790

2015

Amir Abadi Jusuf, Aryanto, Mawar & Rekan

Didik Wahyudiyanto

1,105

2016

Amir Abadi Jusuf, Aryanto, Mawar & Rekan

Didik Wahyudiyanto

650

Tidak ada jasa lain yang diberikan oleh KAP selain jasa audit

There are no services provided by the Public Accounting Firm

laporan keuangan.

other than audit service.

MANAJEMEN RISIKO

RISK MANAGEMENT

Perseroan menyadari bahwa manajemen risiko memiliki peran

The Company realizes the importance of risk management

penting dalam mengantisipasi kemungkinan Perusahaan

in anticipating the possibility where the Company might

mengalami kerugian beban risiko. Setiap unit di Perseroan

experience loss from risk expenses. All units within the Company

perlu melakukan identifikasi, pengukuran, pemantauan dan

must identify, measure, monitor, and report any potential risk

pelaporan atas risiko-risiko yang berpotensi menyebabkan

that may hamper the Company from achieving its objectives.

tidak tercapainya tujuan perusahaan. Oleh karena itu, bagi

Therefore, the implementation of risk management is urgently

Perseroan, pelaksanaan manajemen risiko semakin menjadi

required, as the successful application of risk management is

tuntutan dimanakeberhasilannya menjadi salah satu kunci

one of the keys to successful accomplishment of the Company’s

pencapaian Visi dan Misi Perseroan.

Vision and Mission.

Dalam menjalankan kegiatan usaha, Perseroan menghadapi

In performing business activities, the Company faces numerous

beberapa risiko. Berbagai risiko tersebut ditangani melalui

risks. These risks are addressed through risk prevention,

upaya pencegahan risiko, mitigasi risiko, ataupun pengalihan

mitigation or diversion programs.

risiko.




Evaluasi

yang

Dilakukan

atas

Efektivitas

Sistem


Evaluation on the Effectiveness of Risk Management

Manajemen Risiko

System

Evaluasi yang senantiasa dilakukan oleh Perseroan secara berkala

Evaluation process on existing business risks that is regularly

atas risiko bisnis yang ada adalah dengan mengembangkan

carried out by the Company is conducted by developing and

dan meningkatkan kerangka manajemen risiko dan struktur

improving the integral and comprehensive risk management

pengendalian internal yang terpadu dan komprehensif.

framework and internal control structure. These activities are

Kegiatan ini dilakukan secara berkelanjutan sehingga dapat

sustainably performed in order to be able to provide early

memberikan informasi adanya potensi risiko secara lebih

information regarding potential risks. By doing so, adequate

dini untuk selanjutnya dapat diambil langkah-langkah yang

measures can be taken to minimize risk impacts.

memadai untuk meminimalkan dampak risiko. Kerangka manajemen risiko Perseroan dituangkan dalam

The Company’s risk management framework is contained in the

kebijakan, prosedur, job description, serta berbagai perangkat

policy, procedure, job description, and various risk management

manajemen risiko yang berlaku di seluruh lingkup aktivitas

tools that apply in all scopes of business activities.

usaha Perseroan. Risiko-Risiko yang Dihadapi Perusahaan dan Pengelolaan

Risk Faced by the Company and Risk Management

Risiko

Risk

Pada dasarnya, potensi risiko yang dihadapi Perseroan terbagi

Basically, the risk potentials faced by the Company are divided

menjadi 2 (dua), yaitu potensi risiko operasional dan keuangan.

into 2 (two), namely operational and financial risks.

• Potensi Risiko Operasional yang Dihadapi Perseroan

• Operational Risk Potential Faced by the Company

Potensi risiko dalam kegiatan bisnis Perseroan dan pengelolaan atas risiko tersebut sepanjang 2016 adalah

Risk potential in the Company’s business activities and management on the risk throughout 2016 are as follows:

sebagai berikut:

Risiko Terhadap Ketergantungan Penyediaan dan Fluktuasi

Risk of Dependency And Price Fluctuations of Raw Material

Harga Bahan Baku

Supply

Manajemen atas risiko ini dijalankan dengan menerapkan

To manage this risk, the Company applies raw material

kebijakan tingkat persediaan dan pemesanan bahan

stock limit and order procedure based on production needs

baku yang disesuaikan dengan kebutuhan produksi serta

and demand level of each product while nurturing close

demand level masing-masing produk serta dengan menjaga

relationship with suppliers. In its production process, the

hubungan baik dengan supplier. Dalam proses produksinya,

Company uses flour which is an imported raw material

Perseroan menggunakan tepung terigu yang merupakan

affected by the fluctuation of international market price

bahan baku impor yang dipengaruhi oleh fluktuasi harga

and Rupiah exchange rate.

pasar internasional dan nilai tukar Rupiah.

Selain bahan baku utama, minyak goreng kelapa sawit

In addition to raw materials, palm cooking oil – a derivative

yang merupakan turunan produk dari minyak sawit mentah

product of crude palm oil – is a commodity of which price

adalah komoditi yang harga perolehannya juga ditentukan

is also determined by global market price. Meanwhile, for

oleh harga pasar dunia. Sedangkan untuk industri beras,

rice industry, the risk of wet and dry grain supplies depends

risiko penyediaan bahan baku berupa gabah basah dan

on national harvest, which is influenced by long dry or rainy

gabah kering terletak pada keberhasilan panen nasional

season and pest outbreak that may impair harvest volume,

seperti musim kemarau atau musim hujan yang panjang

even lead to harvest failure.

dan serangan hama yang dapat menyebabkan turunnya tingkat hasil panen sampai gagalnya panen. Harga komoditi seperti gandum dan kelapa sawit,

Commodity prices, such as wheat and palm oil, have

fluktuatif pada beberapa tahun terakhir dan mungkin

been fluctuating over the last several years. It is likely that

akan terus fluktuatif selama beberapa tahun ke depan

such prices remain volatile for the next several years due

karena kondisi yang tidak dapat dikendalikan Perseroan,

to uncontrollable factors, such as economic development,

termasuk perkembangan ekonomi, fluktuasi mata uang,

currency exchange fluctuation, raw material availability, PT Tiga Pilar Sejahtera Food Tbk 159 2016 Annual Report





ketersediaan bahan baku, cuaca, permintaan konsumen,

weather, consumers’ demands, taxes, changes of the

pajak, perubahan kebijakan pemerintah dan kondisi-kondisi

government’s policies, and other factors.

lainnya.

Risiko Persaingan Usaha

Business Competition Risk

Perseroan mengatasi risiko persaingan usaha dengan selalu

The Company strives to manage risk of business competition

meningkatkan pelayanan terhadap pelanggan dan menjaga

by always enhancing the quality of services provided to

kualitas serta ketersediaan pasokan produk di pasar.

customers and maintaining quality as well as availability

Perseroan selalu memantau perkembangan bisnis industri

of products in the market. The Company also consistently

makanan, karena termasuk salah satu industri yang cukup

monitors the development of food business, as it is one of

pesat perkembangannya dewasa ini.

the fastest-growing industries today.

Indonesia merupakan pasar yang potensial bagi produsen

Indonesia is a potential market for food producers to

makanan untuk memasarkan produknya. Hal ini mengingat

market its products. This is in light of the fact that Indonesia

jumlah penduduk Indonesia yang padat dan membaiknya

has a large population and growing per capita income

tingkat pendapatan per kapita masyarakat sejalan dengan

following Indonesia’s economic growth in the past few

laju pertumbuhan perekonomian indonesia beberapa

years. Given these elements, the industry has a promising

tahun belakangan ini. Melihat kondisi tersebut, industri ini

future to attract new investors to invest in this industry.

memiliki prospek yang cerah sehingga akan mengundang

The emergence of newcomers, both new companies and

investor baru masuk ke industri ini. Masuknya pesaing-

existing competitors, contribute to the increasingly rigorous

pesaing baru, baik perusahaan baru maupun perusahaan-

competition in the food industry.

perusahaan sejenis yang telah ada sebelumnya menambah ketatnya persaingan di industri makanan. kebijakan

Meanwhile, business competition in the rice industry still

Pemerintah yang hanya mengizinkan impor beras dilakukan

revolves around domestic players since the Government

oleh BULOG dengan tujuan untuk menjaga ketahanan

through its policy only allows BULOG to carry out rice

pangan dan stabilitas harga, menjadikan persaingan usaha

import activities in order to maintain food sustainability and

masih berkisar di dalam negeri.

price stability.

Risiko Kebiasaan dan Selera Makan

Consumption Habit and Food Preference Risk

Menghadapi risiko kebiasaan dan selera makan, Perseroan

In facing risks of consumption habit and food preference,

meningkatkan kegiatan riset Perseroan atas preferensi

the Company intensifies research activities focusing on

konsumen produk Perseroan sehingga hasil riset tersebut

consumers’ preference over Company’s products. The results

dapat memberikan masukan kepada kegiatan operasional

of research provide insight and input to the Company’s

Perseroan. Bagaimanapun, sebagai produsen makanan di

operational activities. As producer in the processed food

sektor industri makanan olahan, Perseroan menghadapi

sector, the Company indeed needs to address changes of

risiko berubahnya kebiasaan dan selera makan konsumen

consumers’ eating habit and preference, which may render

yang dapat menyebabkan menurunnya pangsa pasar

negative impact on the Company’s market share. Changes

Perseroan. Dengan berubahnya tren atau kebiasaan selera

of consumption trends or preference might result from

makan yang dapat disebabkan oleh perubahan demografi

changes in demography, consumers’ characteristics, or

serta karakterisik konsumen dan beragam perayaan hari

even special religious events – all of which may contribute

raya serta liburan, maka penurunan tingkat konsumsi oleh

to decreasing consumption level of consumers and may

konsumen tersebut mungkin terjadi dan berdampak pada

lead to the decrease of market share of the Company.

Sementara

untuk

industri

beras,

adanya

menurunnya pangsa pasar Perseroan.

Risiko Produk Tercemar

Product Contamination Risk

Perseroan berkomitmen untuk menjamin produk pangan

The Company is committed to ensure that all of its food

yang dihasilkan aman dan bermutu konsisten dengan

products are safe and have a consistently good quality

quality control yang ketat. Untuk itu, diterapkan sistem

as a result of rigorous quality control. To that end, food





keamanan pangan dan sistem manajemen mutu yang

security system and quality management system are

secara terus menerus dijaga dan ditingkatkan dengan

continually maintained and enhanced by referring to Good

mengacu pada Cara Produksi Makanan yang Baik (CPMB)

Manufacturing Practices (GMP).

atau Good Manufacturing Practices (GMP).

Risiko Kehilangan Sertifikasi Halal

Untuk

menjamin

Halal Certification Loss Risk produk

To ensure the halal quality of its products, all food products

pangan yang dihasilkan oleh Perseroan telah disertifikasi

manufactured by the Company are certified and have

dan memperoleh Sertfikat halal dari LPOM MUI. Dengan

obtained halal certification from LPOM MUI. Taking into

memperhatikan demografi pasar Perseroan, pembaharuan

account the Company’s market demography, consistent

sertifikasi

bagi

renewal of halal certification is important for the success

keberhasilan usaha Perseroan. Apabila Perseroan tidak

of the Company’s business. The failure of the Company

dapat memperbaharui atau mempertahankan sertifikat

to renew or maintain halal certification, or impaired

halalnya

halal

atau

kehalalan

secara

apabila

produk,

berkelanjutan

para

semua

penting

kehilangan

consumers’ trust towards the Company’s ability to meet

kepercayaan terhadap pemenuhan persyaratan halal pada

konsumen

halal certification requirements, will bring negative and

produk Perseroan, hal tersebut dapat berdampak negatif

material impacts on the Company’s business activities. To

dan material terhadap kegiatan usaha Perseroan. Perseroan

maintain its halal certification, the Company continuously

senantiasa memperhatikan faktor higienis dan persyaratan

ensures that hygiene and other requirements set by

yang ditetapkan oleh instansi yang berwenang untuk

authorized agency are always satisfied.

mempertahankan sertifikat halal.

Risiko Produk Kadaluarsa

Expired Products Risk

Industri makanan umumnya menghadapi risiko produk

Expired product risk is generally inherent in food business

kadaluarsa karena makanan tidak dapat bertahan terlalu

as food is a non-durable goods. This would increase cost

lama, sehingga dapat terjadi peningkatan harga pokok

of goods sold, which may eventually impair the Company’s

penjualan yang pada akhirnya dapat mengakibatkan

profits. On average, the Company’s processed food

penurunan laba Perseroan. Secara rata-rata umur produk

products can be stored for up to one year; around 4 months

makanan olahan yang dimiliki Perseroan adalah 1 tahun,

for consumable rice, and 8-12 months for dry grains.

sedangkan untuk beras yang siap dikonsumsi adalah

Risk management of expired products is implemented by

sekitar 4 bulan, untuk gabah kering adalah 8-12 bulan.

monitoring the Company’s product quality and to ensure

Manajemen risiko produk kadaluarsa dijalankan dengan

that all products are always safe for consumption.

proses

pengawasan

kualitas

produk

dan

Perseroan

selalu memastikan produk-produk Perseroan aman bagi konsumen.

Risiko Kebakaran

Fire Risk

Dalam menghadapi risiko kebakaran, Perseroan menerapkan

To address risk of fire, the Company has installed fire

sistem penanggulangan kebakaran berupa, penyediaan

mitigation system that includes emergency route for

sarana jalan untuk menyelamatkan diri, pengendalian asap,

evacuation, smoke, heat, and gas control, and Standard

panas dan gas serta Standard Operating Procedure (SOP)

Operating Procedure (SOP) that guides employees in an

untuk seluruh karyawan jika terjadi suatu kebakaran. Untuk

event of fire. To cover for possible losses arising from fire,

menanggulangi kerugian akibat kebakaran, Perseroan juga

the Company has also been covered with insurance.

telah terlindungi dengan asuransi yang dimiliki Perseroan.

Risiko Pemogokan Tenaga Kerja

Labor Strike Risk

Seperti halnya perusahaan-perusahaan lain, masalah

Similar to other companies, labor issue such as minimum

buruh merupakan salah satu faktor yang cukup sensitif

wages, is one the many sensitive factors to the development

terhadap perkembangan kebijakan pemerintah, misalnya

of the government’s policy. Risks that may arise from the

masalah upah minimum. Risiko yang mungkin terjadi

labor strike range from the decrease of effectiveness in

akibat pemogokan tenaga kerja adalah dari menurunnya

production to the discontinuation of production activity






efektifitas produksi sampai dengan terhentinya kegiatan

of the Company that eventually may cause loss to the

produksi Perseroan yang pada akhirnya dapat merugikan

Company. Therefore, the Company always nurtures close

Perseroan. Karena itulah, Perseroan senantiasa membina

and strong relationship with all of its personnel, takes great

hubungan baik dan harmonis dengan para pekerja dan

concern to ensure decent employee welfare by determining

selalu memperhatikan kesejahteraan karyawannya dengan

benefits that are aligned with regional minimum wage

menentukan tingkat kompensasi yang mengikuti upah

policies, and establishes employee cooperatives.

minimum regional yang berlaku setiap tahunnya dan mendirikan koperasi yang diperuntukkan bagi karyawan.

Risiko Kebijakan Pemerintah

Government Policy Risk

Kebijakan pemerintah yang paling berdampak kepada bisnis

Government policies that most significantly affect the

Perseroan adalah kebijakan Pemerintah dalam hal menjaga

Company’s business are policies to address the fluctuation

fluktuasi harga padi melalui BULOG. Sedangkan untuk

of grain price applied by BULOG. Meanwhile, for food

bisnis makanan, risiko yang dihadapi Perseroan mengenai

business, the risk faced by the Company arises from

perubahan kebijakan pemerintah seperti penyesuaian harga

changes of Government’s regulations on price adjustments

beberapa kebutuhan pokok masyarakat dapat memberikan

of basic needs, which may impact the Company positively

dampak yang cukup signifikan terhadap kegiatan usaha

and negatively.

Perseroan baik secara positif maupun negatif.

Risiko Kondisi Perekonomian

Pada umumnya, setiap perusahaan di Indonesia senantiasa

Economic Conditions Risk

Broadly speaking, all businesses in Indonesia are always

dihubungkan dengan kondisi ekonomi di Indonesia,

associated with and impacted by the country’s economic

demikian juga dengan kinerja Perseroan. Adapun faktor-

conditions, including the performance of the Company.

faktor

The economic factors that may affect the Company’s

ekonomi

yang

dapat

mempengaruhi

kinerja

Perseroan adalah sebagai berikut:

performance are as follows:

1. Kenaikan tingkat suku bunga dan inflasi;

1. The increase in interest rate and inflation

2. Pelemahan perekonomian nasional, regional dan lokal;

2. National, regional, and local economic slowdown

serta 3. Perubahan perpajakan.

3. Changes in taxation policies.

Jika kondisi-kondisi tersebut terjadi, maka akan berdampak

These risks, when occurred, will impact market condition

pada kondisi pasar dan pada akhirnya berdampak

and

juga terhadap kegiatan usaha, prospek, profitabilitas,

profitability, financial conditions, and operations of the

kondisi

Perseroan.

Company. Therefore, the Company closely follows the

Karena itulah, Perseroan cermat melihat perkembangan

progress of Indonesia’s economic situation and carefully

kondisi

makes adjustments to its business activities to keep up with

keuangan

dan

perekonomian

hasil negara

operasional dan

secara

hati-hati

mengaplikasikannya dalam kegiatan bisnis Perseroan.

affect

business

activities,

prospects,

it.

• Definisi dan Potensi Risiko Keuangan yang Dihadapi Perseroan Dalam

eventually

• Definition and Potential Financial Risks of the Company

menjalankan

aktivitas

operasi,

investasi

dan

In conducting its operating, investing, and financing

pendanaan, Perseroan menghadapi risiko keuangan yaitu

activities, the Company is exposed to financial risks of

risiko kredit, risiko likuiditas, risiko nilai tukar dan risiko

credit, liquidity, foreign currency, and interest rate risks. The

suku bunga. Perseroan mendefinisikan berbagai risiko yang

Company defines these risks as follows:

dihadapi beserta pengelolaannya sebagai berikut:

Risiko Kredit

Risiko

yang

Credit Risk muncul

karena

kemungkinan

Risk arising from the possibility of default over some or whole

pelanggan gagal bayar atas semua atau sebagian utang

part of receivables, and/or inability to meet obligations to


adanya




kepada Perseroan (Piutang Perseroan), dan atau memenuhi

the Company in a timely manner from which the Company

pembayaran utang kepada Perseroan tidak tepat waktu

may suffer losses.

sehingga dapat menyebabkan kerugian Perseroan.

Perseroan mengendalikan risiko kredit dengan menetapkan

The Company controls credit risk by setting a guaranteed

kebijakan jaminan pembayaran berupa bank garansi

payment policy such as bank guarantee and fixed assets.

dan aset tetap. Setiap pelanggan baru harus melalui

All new customers must obtain approval from the Board of

persetujuan direksi. Direksi mempertimbangkan reputasi

Directors. Board of Directors considers the new customers’

dan rekam jejak pelanggan baru sebagai salah satu bahan

reputation and track record as part of the process to grant

pertimbangan

approval or rejection.

dalam

memberikan

persetujuan

atau

melakukan penolakan.

Risiko Likuiditas

Liquidity Risk

Perseroan menetapkan risiko kolektibilitas dari piutang

The Company defines liquidity risk from the collectability of

usaha sehingga Perseroan dapat mengalami kesulitan dalam

trade receivables. Therefore, the Company may encounter

memenuhi liabilitas yang terkait dengan liabilitas keuangan.

difficulty to meet obligations relating to financial liabilities.

Perseroan berusaha keras agar dapat secara tepat waktu

The Company always exerts its best efforts to pay all due

membayar semua liabilitas pada saat jatuh tempo. Untuk

liabilities in a timely manner. To meet cash commitments,

memenuhi komitmen kas, Perseroan mengupayakan

the Company expects its operating activities to generate

agar kegiatan operasi dapat menghasilkan kas masuk

sufficient cash flows. The Company manages its liquidity

yang cukup. Perseroan mengelola risiko likuiditas dengan

risk by monitoring actual cash flow projections continuously

melakukan pengawasan proyeksi dari arus kas aktual secara

and supervises the maturity of its financial liabilities.

terus menerus serta pengawasan tanggal jatuh tempo dari liabilitas keuangan.

Risiko Suku Bunga

Merupakan risiko perubahan dan atau fluktuasi suku bunga

Foreign Currency Risk

It refers to risk arising from the fluctuation of foreign

atas instrumen keuangan. Perseroan berpotensi terdampak

currencies that may impact the Company’s financial

risiko

liabilitas

instruments. The Company’s exposure to interest rate

keuangan. Pada saat ini, Perseroan menerapkan kebijakan

risk is primarily related to financial liabilities. Currently,

atau pengaturan tertentu untuk mengelola risiko tingkat

the Company adopts certain policies or arrangements to

bunga dengan:

manage interest rate risk as follows:

• Selektif dengan penawaran suku bunga pinjaman,

• Being selective in offering loan rates in order to obtain

sehingga memperoleh pinjaman dengan suku bunga

loans with favorable interest rates without increasing

yang menguntungkan tanpa menambah eksposur suku

exposure to high risk loans

suku

bunga

terutama

menyangkut

bunga pinjaman yang berisiko; dan • Mengendalikan

beban

bunga

dengan

membuat

• Controlling interest expense by creating combination

kombinasi utang dan pinjaman jangka panjang dengan

of debt and long-term loans with fixed and floating

suku bunga tetap dan mengambang.

interest rates.

Risiko Nilai Tukar Mata Uang

Exchange Rate Risk

Merupakan risiko yang timbul karena fluktuasi nilai tukar

It refers to risk arising from the fluctuating foreign

mata uang asing yang akan berdampak pada instrumen

exchange risks that will impact on the Company’s financial

keuangan Perseroan terutama kas dan setara kas, investasi,

instruments, particularly cash and cash equivalents,

dan pinjaman.

investments, and loans.

Risiko nilai tukar mata uang adalah risiko dimana nilai

Foreign exchange rate risk arises from fluctuation of fair

wajar atau arus kas masa mendatang dari suatu instrumen

value or future cash flow of financial instruments due to

keuangan akan berfluktuasi akibat perubahan nilai tukar

changes in foreign exchange rates. The Company’s financial






mata uang asing. Instrumen keuangan Perseroan yang

instruments that potentially carry foreign exchange rate

mempunyai potensi atas risiko nilai tukar mata uang

risk are cash and cash equivalents, trade receivables, trade

terutama terdiri dari kas dan setara kas, piutang usaha,

payables, and bank loans.

utang usaha dan utang bank.

Manajemen Perseroan telah menetapkan kebijakan untuk

The Company’s management has determined the policy to

mengelola berbagai risiko di atas adalah sebagai berikut:

manage various risks by doing the following:

• Pemberian jaminan kredit dari pelanggan untuk

• Providing loan guarantee from customers to minimize

meminimalkan risiko piutang yang tidak tertagih; • Meminimalkan

tingkat

suku

bunga

dan

non performing loan risk; beban

• Minimizing interest rate risk and financial expenses;

keuangan; • Membuat perencanaan keuangan yang berimbang,

• Planning a balanced financial planning to meet financial

sehingga dapat memenuhi liabilitas keuangan; dan

liabilities; and

• Kegiatan manajemen risiko keuangan dilakukan dan

• Performing and managing financial risk management at

dikelola di pusat.

the head office.

SISTEM PENGENDALIAN INTERNAL

INTERNAL CONTROL SYSTEM

Sistem pengendalian internal dijalankan Perseroan dalam rangka

Internal control system is conducted by the Company to support

menunjang tugas Direksi yaitu pengelolaan dan pengamanan

the Board of Directors’ duties, namely financial and operational

finansial dan operasional. Sistem ini dijalankan melalui

security and management. This system is implemented through

mekanisme yang baik sehingga menciptakan pengendalian dan

sound mechanism to create effective control and risk mitigation.

mitigasi risiko yang terlaksana secara efektif. Perseroan mengembangkan sistem pengendalian secara

The Company develops internal control system by referring to

internal dengan mengacu pada beberapa aspek yaitu:

several aspects, namely:

• Proses atau kegiatan pengendalian internal dirancang

• Process or activities of internal control which is dynamically

secara dinamis agar dapat mengikuti perkembangan usaha

prepared to be able to keep up with the Company’s business

Perseroan.

development.

• Pengendalian internal disusun dengan terstruktur agar

• Internal control is structurally prepared to be able to run

berjalan efisien dan efektif. • Pengelolaan

risiko

usaha

efficiently and effectively. dalam

mengindentifikasi,

• Risk management to identify, analyze and assess the risks.

menganalisis dan menilai risiko. • Pengendalian terhadap unit dan satuan kerja dalam

• Controlling

mengelola kewenangan otorisasi, rekonsiliasi dan verifikasi. • Pengendalian dalam penilaian prestasi kerja dan pembagian

all

units

in

managing

authorization,

reconciliation, and verification. • Controlling the assessment on achievements and duty

tugas demi keamanan terhadap aset Perseroan.

distribution for the safety of the Company’s assets.

Pengendalian Internal dilaksanakan dengan mengacu pada

Internal Control is conducted by referring to the following

tujuan-tujuan berikut:

objectives:

1. Tujuan-tujuan operasi yang berkaitan dengan efektivitas

1. Operational objectives related with operational effectiveness

dan efisiensi operasi Sistem

pengendalian

and efficiency internal

dilaksanakan

dengan

Internal control system is implemented in order to improve

maksud untuk meningkatkan efektivitas dan efisiensi

the effectiveness and efficiency of all operational activities,

dari semua kegiatan operasi perusahaan sehingga dapat

thus enabling control on cost to achieve the Company’s

mengendalikan biaya yang bertujuan untuk mencapai

objectives.

tujuan perusahaan. 2. Tujuan-tujuan pelaporan

2. Reporting objectives

Sistem pengendalian internal dilaksanakan dengan maksud

Internal control system is conducted to improve data

untuk meningkatkan keandalan data serta catatan-catatan

reliability and accounting notes in the form of financial





akuntansi dalam bentuk laporan keuangan dan laporan

statements and management report to avoid misconception

manajemen sehingga tidak menyesatkan pemakai laporan

in the report user’s part and to review its reliability.

tersebut dan dapat diuji kebenarannya. 3. Tujuan-tujuan ketaatan terhadap hukum dan peraturan

3. Objectives of compliance with the law and prevailing

yang berlaku

regulations

Sistem pengendalian internal dilaksanakan dengan maksud

Internal control system is conducted to improve entity’s

untuk meningkatkan ketaatan entitas terhadap hukum

compliance with the laws and regulations stipulated by the

dan peraturan yang telah ditetapkan pemerintah, pembuat

government, related rule makers and entity’s policy.

aturan terkait, maupun kebijakan entitas itu sendiri. Ketiga tujuan pengendalian internal tersebut merupakan hasil

The above three objectives of internal control are the outputs

(output) dari suatu sistem pengendalian internal yang baik,

from a good internal control system, by taking into account

dengan memperhatikan unsur-unsur sistem pengendalian

the elements of internal control system as a process to create a

internal yang merupakan proses untuk menghasilkan sistem

good system. Consequently, to achieve the objectives of such

pengendalian internal yang baik. Oleh karena itu, agar tujuan

internal control system, the Company uses elements of internal

sistem pengendalian internal tercapai, maka perusahaan

control system as follows:

menggunakan unsur-unsur sistem pengendalian internal yang meliputi hal-hal sebagai berikut : 1. Control Environment;

1. Control Environment;

2. Risk Assessment;

2. Risk Assessment;

3. Control Activities;

3. Control Activities;

4. Information and Communication; dan

4. Information and Communication; and

5. Monitoring Activities.

5. Monitoring Activities.

Kesesuaian

Sistem

Pengendalian

Internal

dengan

Kerangka COSO

Conformity

of

Internal

Control

System

to

COSO

Framework

Sistem pengendalian keuangan dan operasional Perseroan

The Company’s financial and operational control system is in line

sejalan

menurut

with the internal control system, according to the Committee of

Committee of Sponsoring Organization of the Tradeway

Sponsoring Organization of the Tradeway Commission (COSO).

Commission (COSO). Sistem pengendalian tersebut mencakup

This control system includes a range of policies, procedures,

berbagai kebijakan, prosedur, kegiatan pemantauan dan

monitoring and communication activities, as well as behavior

komunikasi, serta standar perilaku dan berbagai inisiatif yang

standard and various initiatives aimed to:

dengan

sistem

pengendalian

internal

ditujukan untuk: • Mengamankan aset (security objectives);

• Secure the assets (security objectives);

• Mengupayakan efisiensi dan efektivitas operasi Perseroan

• Promote efficiency and effectiveness of the Company’s

(operational objectives); • Mengembangkan keandalan dan kelengkapan informasi

operations (operational objectives); • Improve the reliability and completeness of the accounting/

akuntansi/finansial dan manajemen (information objectives);

financial

serta

objectives); and

• Menjamin kepatuhan terhadap kebijakan dan prosedur serta peraturan perundangan yang berlaku (compliance

and

management

information

(information

• Ensure compliance to the applicable policies, procedures and legislations (compliance objectives).

objectives). Evaluasi atas Efektivitas Sistem Pengendalian Internal

Evaluation on the Effectiveness of Internal Control

Perseroan

System

Untuk terus melaksanakan perbaikan dan penyempurnaan

In order to continuously improve and revamp control system

sistem pengendalian yang dapat mendukung pertumbuhan

that can support sustainable growth of the Company, the

Perseroan secara berkelanjutan, Perseroan melakukan evaluasi

Company conducts evaluation on the effectiveness of internal

terhadap efektivitas sistem pengendalian internal yang

control system implemented throughout 2016.

dijalankan sepanjang 2016. PT Tiga Pilar Sejahtera Food Tbk 165 2016 Annual Report





Perseroan menggunakan kriteria yang telah ditetapkan oleh

In performing evaluation, the Company used criteria that have

Internal Control – Integrated Framework yang telah dikeluarkan

been set by Internal Control – Integrated Framework issued

oleh The Committee of Sponsoring Organizations of the

by Committee of Sponsoring Organizations (COSO) of the

Treadway Commission (COSO). Sistem Pengendalian Internal

Treadway Commission. According to COSO, Internal Control

menurut COSO merupakan suatu proses yang melibatkan

System is a process that involves the Board of Commissioners,

Dewan Komisaris, Direksi, dan manajemen, yang dirancang

the Board of Directors, and the Management designed to

untuk memberikan keyakinan memadai tentang pencapaian

provide adequate assurance on the achievement of operational

efektivitas dan efisiensi operasi, keandalan pelaporan keuangan,

effectiveness and efficiency, financial report reliability, as well

serta kepatuhan terhadap hukum dan peraturan yang berlaku.

as compliance with the applicable laws and regulations.

Perseroan menggunakan Sistem Pengendalian Internal untuk

The Company uses Internal Control System to direct its operations

mengarahkan operasi perusahaan dan mencegah terjadinya

and prevent system misuse. Based on this evaluation, the Board

penyalahgunaan sistem. Berdasarkan penilaian ini, Dewan

of Commissioners and Board of Directors concluded that until

Komisaris dan Direksi menyimpulkan bahwa hingga 31

December 31, 2016, the Company’s internal control system

Desember 2016, sistem pengendalian internal Perseroan atas

over financial statements had been effectively performed.

laporan keuangan telah berjalan dengan efektif.

KASUS DAN PERKARA PENTING 2016

2016 LEGAL CASES

Selama 2016, Perseroan, Dewan Komisaris, Direksi maupun

In 2016, the Company, Board of Commissioners, Board of

karyawan tidak terlibat dalam perkara hukum yang bernilai

Directors and the employees did not face any legal cases with

material atau mempengaruhi kelangsungan usaha Perseroan.

material impact or potential to affect the Company’s business activities.

KODE ETIK DAN BUDAYA PERSEROAN

CODE OF CONDUCT AND CORPORATE CULTURE

Perseroan menyusun Standar Perilaku Perusahaan (Code

The Company develops Code of Conduct, which is an

of Conduct) yang merupakan bagian tak terpisahkan dari

inseparable part of Code of Corporate Governance. The Code

Pedoman Tata Kelola Perusahaan yang berisi komitmen yang

of Conduct consists of commitments that set out business ethics

terdiri dari etika bisnis Perusahaan dan etika kerja setiap

of the Company and work ethics for each of TPS people, which

Insan TPS yang disusun untuk membentuk, mengatur, dan

is drawn up to develop, regulate and ensure the conformity of

melakukan kesesuaian tingkah laku, sehingga tercapai sikap

conducts to achieve consistent performance in accordance with

yang konsisten dan sesuai dengan nilai-nilai hakiki Perusahaan

the Company’s core values to achieve its vision and mission. In

dalam mencapai visi dan misinya. Selain itu, Perseroan juga

addition, the Company also formulates an ethical policy of the

menyusun kebijakan etika Perusahaan yang diatur dalam Surat

Company regulated in Decision Letter of the Board of Directors

Keputusan Direksi Nomor: 059/TPSF-DIR/SK/VI/2016 tentang

(SKD) Number: 059/TPSF-DIR/SK/VI/2016 on the Implementation

Pelaksanaan Etika Bisnis dan Etika Kerja (SKD Pelaksanaan

of Business Ethics and Work Ethics that set out values or norms,

Etika Bisnis dan Etika Kerja) yang berisi kebijakan nilai atau

which are stated explicitly as a behavioral standard that must

norma yang dinyatakan secara eksplisit sebagai suatu standar

be obeyed by the management and all people of the Company,

perilaku yang harus dipatuhi oleh manajemen dan seluruh

including the subsidiaries, without exception. Both the Code

insan Perseroan, jajaran manajemen dan segenap karyawan

of Conduct and SKD of Business Ethics and Work Ethics

Perseroan termasuk Anak Perusahaan, tanpa terkecuali.

Implementation are implemented by adhering to the prevailing

Baik Standar Perilaku Perusahaan maupun SKD Pelaksanaan

laws and regulations, vision, mission, objectives, and values of

Etika Bisnis dan Etika Kerja, dilaksanakan dengan senantiasa

the Company, internal and external business practices in the

memperhatikan hukum dan ketentuan yang berlaku, visi, misi,

Company, and code of corporate governance of the Company.

tujuan, dan nilai-nilai Perusahaan, praktik-praktik bisnis baik di internal maupun eksternal Perusahaan, serta pedoman tata kelola Perusahaan.





Isi Standar Perilaku Perusahaan

Contents of Code of Conduct

Penerapan Standar Perilaku Perusahaan mengacu kepada

The implementation of the Company’s Code of Conduct refers

ukuran norma kebenaran dan etika moral yang berlaku di

to the parameter of truth and moral ethics prevailing in the

industri dan masyarakat. Perseroan mengharapkan setiap

industry and the community. The Company expects that each

individu dapat menjaga profesionalitas dan integritas sesuai

individual uphold their professionalism and integrity according

dengan tanggung jawabnya serta dapat menjaga citra

to their responsibility as well as maintain the Company’s image.

Perseroan. Standar Perilaku Perusahaan mencantumkan secara jelas

The Company’s code of conduct expressly describes business

mengenai etika bisnis dengan pemegang saham, karyawan,

ethics with the shareholders, employees, consumers, business

konsumen, mitra usaha, kreditur/investor, dan masyarakat

partners, creditors/investors and the public, as well as the

serta etika perilaku insan TPSF dengan sesama karyawan,

relationship between TPSF employees, handling of confidential

penanganan kerahasiaan informasi perusahaan, pemanfaatan

information of the company, utilization of the Company’s asset

harta benda Perseroan, benturan kepentingan, penerimaan

and property, conflict of interest, receipt of gifts, souvenirs, and

hadiah, cinderamata, dan jamuan bisnis (gratifikasi), pergaulan

gratification, socialization to avoid narcotics and illegal drugs

dalam upaya menjauhi narkotika dan obat terlarang serta

and gambling as well as behavioral ethics in political activities.

perjudian, dan etika perilaku dalam aktivitas politik. Penyebarluasan Standar Perilaku Perusahaan

Dissemination of Code of Conduct

Sosialisasi terhadap penerapan Standar Perilaku Perusahaan

The dissemination of the Company’s Code of Conduct

senantiasa dilakukan kepada segenap insan TPSF, mulai dari

implementation is continuously performed to all of the

manajemen sampai dengan level operasional melalui berbagai

Company’s people, from managerial to operational levels, by

media yang dimiliki Perseroan, termasuk pemanfaatan melalui

means of various media owned by the Company, including the

media teknologi informasi yang dapat diakses oleh seluruh

utilization of information technology media that can be easily

karyawan dengan mudah setiap saat.

accessed by all employees at any time.

Upaya Penegakan dan Sanksi Pelanggaran Standar

Enforcement and Sanctions for Violation to Code of

Perilaku Perusahaan

Conduct

Penerapan dan penegakan Standar Perilaku Perusahaan

The implementation and enforcement of Code of Conduct are

merupakan hal wajib yang harus dilaksanakan. Pelanggaran

obliged to be conducted. The violation to Code of Conduct

terhadap Standar Perilaku Perusahaan adalah tindakan

is an indisciplinary action and will be handled by the selected

indisipliner dan akan ditangani oleh pihak yang telah ditunjuk

party appointed by the Board of Directors. Violation to Code of

oleh Direksi. Pelanggaran atas Standar Perilaku Perusahaan akan

Conduct of the Company will be sanctioned in accordance with

diberikan sanksi atau ganjaran yang sesuai dengan peraturan

the prevailing regulations and provisions of the Company. On

dan ketentuan yang berlaku di Perseroan. Sebaliknya, tindakan

the other hand, compliance action with the Company’s Code

kepatuhan terhadap Standar Perilaku Perusahaan akan

of Conduct will be given the award according to the policies of

diberikan penghargaan sesuai dengan kebijakan Perseroan.

the Company. This aims to motivate all TPSF people to behave

Hal ini bertujuan untuk memotivasi seluruh insan TPSF agar

in accordance with the Company’s Code of Conduct.

berperilaku sesuai dengan Standar Perilaku Perusahaan. Budaya Perseroan

Corporate Culture

Memiliki kekuatan seperti perusahaan multinasional namun

To embrace the strength of a multinational corporation with

dengan kelincahan perusahaan kecil. Perseroan mengajak

the agility of a small company, the Company encourages all

segenap elemen Perusahaan untuk menyusun kekuatan

of its elements to develop such prowess. The employees are

tersebut. Seluruh karyawan harus dapat menanamkan nilai-

expected to internalize the Company’s values within themselves

nilai Perseroan ke dalam diri sendiri untuk dapat menjadi aset

in order to become highly qualified and competent HR assets

SDM yang berkualitas dan berkompeten, sehingga dapat

in order to properly implement the established work system

menjalankan sistem kerja yang ditetapkan dengan tepat dan

and obtain good results. This philosophy is introduced with the

mendapatkan hasil yang baik. Filosofi ini diperkenalkan dengan

jargon “good people and good system”.

istilah “orang yang tepat dan sistem yang baik”. PT Tiga Pilar Sejahtera Food Tbk 167 2016 Annual Report





Pernyataan budaya Perusahaan disampaikan melalui Nilai-Nilai

The statement of corporate culture is presented through

Perseroan yaitu:

Corporate Values, namely:

1. Integritas

1. Integrity

Integritas menjadi karakter kunci bagi TPSF People. Pemimpin

Integrity is a key character for TPSF People. A leader with

yang berintegritas akan dipercayai oleh karyawannya

integrity will win the trust of the employees as he will walk

karena yang menjadi ucapannya adalah juga yang menjadi

the talk. An organization with integrity will have high value

tindakannya. Organisasi dengan integritas akan memiliki

from the perspective of the stakeholders. Integrity is a

nilai yang tinggi di mata pemangku kepentingan. Integritas

guiding characteristic to generate any action of upholding

adalah karakter penuntun tindakan yang memegang teguh

principles and goals toward realizing the vision.

prinsip dan tujuan untuk mencapai yang dicita-citakan. 2. Budaya Disiplin

2. Discipline Culture

Di dalam Perseroan, disiplin adalah fokus untuk menyusun

In the Company, discipline means to focus on developing

rencana dengan baik, melaksanakan sesuai rencana dan

plans effectively, implementing them and performing good

menerapkan pengelolaan dan pengendalian dengan baik.

management and control. Within one framework, discipline

Disiplin merupakan kebebasan sekaligus tanggung jawab

is a form of freedom and responsibility. The people who

dalam satu kerangka kerja. Orang-orang yang disiplin akan

uphold discipline has the mindset of having a “job” actually

berprinsip bahwa mereka bukan mempunyai “pekerjaan”

means having a responsibility.

tetapi mereka mempunyai tanggung jawab. 3. Kelincahan

3. Agility

Kekuatan suatu kelincahan adalah kemampuan yang besar

The power of agility lies in the great capability and swift

dan kecepatan bertindak. Perseroan menginginkan setiap

action. The Company expects each of TPSF People to work

TPSF People untuk bekerja dan bergerak mencapai tujuan

and move toward the goals in an energetic, enthusiastic,

dengan penuh energi, semangat, antisipatif sekaligus

anticipatory and flexible way to meet the fast-growing and

fleksibel dalam merespon perkembangan industri yang

dynamic development of the industry.

bergerak sangat cepat dan dinamis. 4. Kerja Sama Perseroan

4. Teamwork meyakini

organisasi

dapat

mewujudkan

The Company believes that an organization may generate

kinerja tinggi apabila setiap karyawan di setiap elemen

top performance if all employees in each element of the

organisasi bisa bekerja dalam satu visi dan satu sinergi.

organization can cooperate with one vision and synergy.

Setiap karyawan harus menyadari perlunya keseimbangan

Each employee must realize the importance of balance

antara ketergantungan diantara mereka dengan kontribusi

between dependability among each other and individual

individu yang harus dibuat. Hasil yang dicapai adalah buah

contribution that has to be given. The results achieved are

dari komitmen kerja sama, saling mendukung dan saling

the fruit of the commitment to teamwork, mutual support,

berkontribusi terhadap tujuan bersama.

and mutual contributions to achieve common goals.

5. Perbaikan berkesinambungan

5. Continuous Improvement

Perseroan mengambil nilai-nilai dari pengertian Kaizen, yaitu

The Company adopts values from the meaning of Kaizen,

perubahan lebih baik, yang kemudian dinyatakan sebagai

namely better transformation, which is then stated as an

usaha terus menerus memperbaiki proses yang terjadi

endless effort to improve the ongoing process within an

dalam sebuah organisasi. Untuk nilai ini pun Perseroan

organization. The Company expects this value to be strongly

mengharapkan tidak hanya kuat pada tingkat organisasi

ingrained not only in the organization level, but also to be

saja, namun mengakar hingga ke individu, menjadi budaya

rooted in each of the individuals, to which it becomes a

dan cara pikir yang melekat dalam setiap tindakan dan

culture and mindset embedded in every action and work

rencana kerja ke depan.

plan for the future.





SISTEM PELAPORAN PELANGGARAN

WHISTLEBLOWING SYSTEM

Sistem pelaporan pelanggaran (whistleblowing system) dapat

A whistleblowing system can become an effective mitigation

menjadi salah satu upaya mitigasi yang efektif terhadap risiko

effort for operational risk. The implementation of whistleblowing

operasional. Penerapan whistleblowing system bertujuan untuk

system is intended to gather information on violation to the

mendapatkan informasi mengenai pelanggaran terhadap

Company’s Regulations, Code of Conduct, litigation and

Peraturan Perusahaan, Kode Etik, pelanggaran hukum dan

other illegal activities that may cause loss to the Company.

kegiatan ilegal lainnya yang dapat menimbulkan kerugian bagi

Whistleblowing system also works as a means to accommodate

Perseroan. Whistleblowing system juga dapat menjadi suatu

inputs and suggestions from the employees.

wadah untuk menampung masukan dan saran dari seluruh karyawan. Mekanisme Penyampaian dan Penanganan Laporan

Reporting Mechanism and Management of

Pelanggaran

Whistleblowing Allegations system

In its implementation, whistleblowing system report is managed

dikelola oleh Audit Internal untuk selanjutnya memeriksa dan

by Internal Audit for further examination and if deemed

apabila dipandang perlu akan melakukan tindakan investigasi

necessary, a follow-up investigation will then be conducted.

lebih lanjut. Audit Internal akan menindaklanjuti pengaduan

Internal Audit will follow-up the incoming complaints, including

termasuk dan terutama yang berasal dari karyawan Perseroan

those and particularly from the employees of the Company

yang berkaitan dengan:

which relates to:

• Pengelolaan Keuangan

• Financial Management

Dalam

pelaksanaannya,

laporan

whistleblowing

Permasalahan akuntansi dan pengendalian internal atas

All issues of accounting and internal control on financial

pelaporan keuangan yang berpotensi mengakibatkan salah

reporting that have the potentials to cause material

saji material dalam laporan keuangan;

misstatements in the financial statements;

• Pelanggaran Peraturan

• Violation to Regulation

Pelanggaran terhadap Peraturan Perusahaan, peraturan

All violations to the Company’s regulations, legislations, and

hukum dan perundangan yang berkaitan dengan operasi

laws related to the Company’s operations that may cause

Perusahaan, yang berpotensi mengakibatkan kerugian bagi

loss to the Company;

Perseroan; • Kecurangan dan/atau dugaan korupsi

• Fraud and/or corruption allegation

Kecurangan dan/atau dugaan korupsi yang dilakukan oleh pejabat dan/atau karyawan Perseroan; dan

All frauds and/or alleged corruption conducted by any of the Company’s executives and/or employees; and

• Kode Etik

• Code of Ethics or Code of Conduct of the Company

Perilaku Manajemen yang tidak terpuji yang berpotensi

Any improper conduct of the Management that may

mencemarkan reputasi Perseroan atau mengakibatkan

defame or cause damage to the Company’s reputation. The

kerugian nama baik bagi Perseroan. Perseroan akan

Company will follow-up each report to ensure its validity

menindaklanjuti

and make necessary decision should the violation report can

setiap

laporan

untuk

memastikan

kebenaran dan mengambil keputusan yang dianggap perlu

be proven.

jika laporan penyimpangan tersebut dapat dibuktikan. Perlindungan bagi Pelapor Perseroan

akan

menyediakan

Protection for Whistleblowers perlindungan

hukum

The Company shall provide legal protection pursuant to

sebagaimana ketentuan peraturan perundangan yang berlaku.

the prevailing laws and regulations. The Company will

Perseroan akan melindungi pelapor dengan merahasiakan

grant protection to the whistleblower by maintaining the

jati diri pelapor. Dalam situasi pelapor diketahui jadi dirinya,

confidentiality of the whistleblower’s profile. In the event that

Perseroan memberikan perlindungan dalam ruang lingkup

the whistleblower’s profile is discovered, the Company will

pekerjaan dan dalam area operasional Perseroan.

provide protection within the scope of work and operational areas. PT Tiga Pilar Sejahtera Food Tbk 169 2016 Annual Report





Media Pelaporan Pelanggaran

Whistleblowing Media

Pelaporan atas tindakan pelanggaran dapat disampaikan

Reports on violation can be submitted directly or through the

secara langsung atau melalui saluran pelaporan di alamat email

reporting channel at a specific email address directed to the

khusus yang langsung ditujukan ke Direktur Utama.

President Director.

Jumlah Pengaduan dan Tindak Lanjutnya pada 2016

Total Complaints and Follow-Ups in 2016

Pada 2016, tidak terdapat laporan pelanggaran.

There were no reports of violation in 2016.

AKSES INFORMASI DAN DATA PERUSAHAAN

ACCESS TO INFORMATION AND COMPANY DATA

Dalam rangka pelaksanaan prinsip keterbukaan dalam GCG,

To implement GCG transparency principles, the Company

Perseroan memfasilitasi akses informasi dan data perusahaan

facilitates access to information and data of the company to

kepada publik, melalui:

the public through:

Alamat

Address

: Gd. Plaza Mutiara Lt. 16 Suite 1601,

: Gd. Plaza Mutiara Lt. 16 Suite 1601,

Jl. Dr. Ide Anak Agung Gde Agung

Kav. E.1.2 No. 1&2

Kav. E.1.2 No. 1&2

Kawasan Mega Kuningan,

Kawasan Mega Kuningan,

Kuningan Timur, Setiabudi,

Kuningan Timur, Setiabudi,

Jakarta Selatan, 12950

Jakarta Selatan, 12950

Jl. Dr. Ide Anak Agung Gde Agung

: (62-21) 57956768

Telephone

: (62-21) 57956768

Faksimili

: (62-21) 57853456

Facsimile

: (62-21) 57853456

Surel

: [email protected]

E-mail

: [email protected]

Telepon

Situs perusahaan : www.tigapilar.com

Company website : www.tigapilar.com

• Public expose

• Public expose

• Press release Perseroan

• Press release of the Company





Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility PT Tiga Pilar Sejahtera Food Tbk 171 2016 Annual Report





Sosial ab w a J g n u Tangg n Perusahaa ility l Responsib

cia Corporate So

Perseroan berkomitmen untuk tumbuh dan berkembang

The Company is committed to growing and developing

bersama

along

seluruh

pemangku

kepentingan,

termasuk

with

all

stakeholders,

including

employees,

karyawan, konsumen, dan masyarakat di sekitar lingkungan

customers, and the communities around the business

bisnis. Karenanya, pelaksanaan kegiatan tanggung jawab

environment. Therefore, the implementation of Corporate

sosial (Corporate Social Responsibility/CSR) yang juga

Social Responsibility (CSR) efforts, which are also part

menjadi bagian dari investasi bisnis merupakan sesuatu

of business investment, is an important action for the

yang penting bagi Perseroan.

Company.

Upaya Perseroan untuk melaksanakan CSR secara efektif

The Company’s efforts to implement CSR is effectively

selaras dengan visi Perseroan untuk menjadi perusahaan

aligned with the Company’s vision to become a nation-

nasional yang membangun Indonesia, hebat, dan sukses

wide company that builds Indonesia, to become great and

di bidang makanan dan bisnis terkait, yang bereputasi dan

successful in the “food and related businesses”, which is

berkontribusi meningkatkan kesejahteraan masyarakat.

reputable and contribute to improve social welfare.

Pelaksanaan CSR Perseroan diharapkan dapat memberikan

The implementation of the Company’s CSR is expected

dampak sosial dan lingkungan yang optimal. Untuk

to provide optimum social and environmental impact. To

memeroleh

senantiasa

achieve such results, the Company continually carries out

melaksanakan kegiatan CSR melalui perencanaan yang

CSR activities through careful planning. Each CSR program

matang. Tiap program CSR Perseroan merupakan program

of the Company is designed to meet the right target

yang tepat sasaran dan tepat penyaluran. Selain itu,

and rightly distributed. Besides, the implementation of

pelaksanaan CSR Perseroan diharapkan dapat memelihara

the Company’s CSR is expected to sustain good relations

hubungan

between the Company and community, especially the

hasil

baik

tersebut,

antara

Perseroan

Perseroan

dan

masyarakat,

khususnya masyarakat di lingkungan bisnis Perseroan.

communities surrounding the Company’s business.

Dasar Penerapan Program CSR

The Basis of Implementing CSR Programs

Pelaksanaan dan pelaporan kegiatan CSR Perseroan

The implementation and reporting of the Company’s CSR

didasarkan pada peraturan dan perundang-undangan yang

programs are based on applicable laws and regulations,

berlaku, di antaranya:

including:

1. Undang-Undang

No.

32

Tahun

2009

tentang

Perlindungan dan Pengelolaan Lingkungan Hidup;

1. Law No. 32 Year 2009 on the Protection and Management of the Environment;

2. Undang-Undang No. 40 Tahun 2007 tentang Perseroan

2. Law No. 40 Year 2007 on Limited Liability Companies

Terbatas (UUPT) yang mengatur bahwa Perseroan

(UUPT) which regulates that every Company that runs

yang menjalankan kegiatan usahanya di bidang

its business activities in the field of natural resources

dan atau berkaitan dengan sumber daya alam wajib

and or related to natural resources is obligated to carry

melaksanakan tanggung jawab sosial dan lingkungan;

out social and environmental responsibilities;





3. Undang-Undang No. 25 Tahun 2007 tentang Penanaman

3. Law No. 25 Year 2007 on Capital Investment which

Modal yang mengatur bahwa setiap penanam modal

regulates that each investor is be obliged to carry out

berkewajiban

corporate social responsibility to the environment;

melaksanakan

tanggung

jawab

sosial

perusahaan kepada lingkungannya; 4. Undang-Undang No. 23 Tahun 1997 (Pasal 1) yang

4. Law No. 23 of 1997 (Article 1) which regulates that

mengatur tentang kewajiban setiap Industri memiliki

every industrial company is obliged to have a Community

program Community Development;

Development program in place;

5. Peraturan Otoritas Jasa Keuangan No. 29/POJK.04/2016

5. Regulation of the Financial Services Authority No. 29/POJK.

tentang Laporan Tahunan Emiten atau Perusahaan Publik;

04/2016 on Annual Report of Issuer or Public Company;

dan

and

6. Surat Edaran Otoritas Jasa Keuangan No. 30/SEOJK.04/2016

6. Circular Letter of the Financial Services Authority No. 30/

tentang Bentuk dan Isi Laporan Tahunan Emiten atau

SEOJK.04/2016 on the Form and Content of the Annual

Perusahaan Publik.

Report of Issuer or Public Company.

Kebijakan dan Tujuan Program Tanggung Jawab Sosial Perusahaan

Policy and Objectives of the Corporate Social Responsibility Program

Perseroan secara proaktif ikut berpartisipasi dalam berbagai

The Company proactively participates in various community

upaya pemberdayaan masyarakat. Selain itu, Perseroan

empowerment efforts. In addition, the Company has always

senantiasa memastikan bahwa pelaksanaan CSR setiap

ensured that the annual implementation of CSR is carried

tahunnya terlaksana dengan efektif, melalui evaluasi yang

out effectively, examined through periodic evaluations. The

dilakukan secara berkala. Evaluasi tersebut merupakan upaya

evaluation is a means for the Company to ensure that the

Perseroan dalam memastikan bahwa kegiatan-kegiatan CSR

CSR programs undertaken are able to create expected positive

yang dilakukan dapat menghasilkan dampak positif yang

impact.

diharapkan. Agar pelaksanaan CSR berjalan terarah serta berkesinambungan,

In order for the CSR programs to be carried out in a directed

Perseroan telah merumuskan kegiatan CSR di tiap tahun buku.

and continuous manner, the Company has formulated the CSR

Pengembangan kualitas hidup masyarakat serta pelestarian

activities to be performed for each fiscal year. The development

lingkungan hidup pada program CSR dilaksanakan terhadap

of the community’s quality of life as well as environmental

lingkup sasaran 3P, yaitu People, Profit, dan Planet. Hal tersebut

conservation in the CSR programs are carried out within the scope

mencakup antara lain:

of 3P targets which are People, Profit and Planet. These include:

1. Program pemberdayaan melalui kerja sama dengan

1. Empowerment programs through our cooperation with

Indonesia Bangun Desa (IBD);

Indonesia Bangun Desa (IBD);

2. Program pemberdayaan yang mendukung bisnis melalui

2. Business-supporting empowerment programs through

Partnerships for Indonesia’s Sustainable Agriculture (PIS

Partnerships for Indonesia’s Sustainable Agriculture (PIS

Agro);

Agro);

3. Program pemberian lepas (filantropi) melalui pemberian bantuan dana, sumber daya, tenaga, dan produk; dan 4. Program peduli lingkungan dan sosial melalui kegiatan Kerja Bakti Nasional (KBN).

melakukan

berbagai

resources, manpower, and products; and 4. Environmental and social care program through Kerja Bakti Nasional (KBN) or National Community Service.

Program Pemberdayaan Perseroan

3. Philanthropy program in the form of granting of funding,

Empowerment Program kegiatan

pemberdayaan

The company conducts a variety of community empowerment

masyarakat, termasuk masyarakat di sekitar lingkungan pabrik

activities which involve the communities surrounding the

dan lingkungan bisnis. Melalui kerja sama dengan Yayasan

factory and business environment. Through the cooperation

Indonesia Bangun Desa (YIBD), program ini bertujuan membantu

done with the foundation of Yayasan Indonesia Bangun Desa

dan membimbing anak-anak muda menjadi agropreneur

(YIBD), the program aims to assist and guide young people into

sehingga mampu mengangkat kualitas hidup daerah pesisir dan

agropreneurship in order to improve the quality of life in the

pedesaan. Pelaksanaan program ini dievaluasi secara berkala

coastal and rural areas. The implementation of this program is

demi kualitas pelaksanaan yang lebih baik dari waktu ke waktu.

evaluated periodically to improve the quality of program from time to time. PT Tiga Pilar Sejahtera Food Tbk 173 2016 Annual Report





Program Pemberdayaan Pendukung Bisnis

Business-Supporting Empowerment Program

Perseroan bergabung dengan Partnership for Indonesia’s

The Company has joined the Partnership for Indonesia’s

Sustainable Agriculture (PIS Agro) dan merangkul petani untuk

Sustainable Agriculture (PIS Agro) and encouraged farmers

menjadi mitra Perseroan dalam rantai produksi beras, khususnya

to become the Company’s partner in the chain of production,

pada penyediaan bahan baku. Melalui program ini, Perseroan

in particular on the provision of raw materials. Through this

memberikan penyuluhan tentang pengetahuan budidaya padi

program, the Company provides education on rice cultivation

yang sesuai dengan praktik-praktik terbaik sehingga tercipta

that fits with best practices which will then establish a

suatu sistem tata kelola usaha yang berkesinambungan.

sustainable corporate governance system. The Company will

Perseroan akan membeli hasil panen lahan petani binaan PIS

buy crops from the farmers assisted by PIS Agro with the proper

Agro dengan harga yang sesuai sehingga turut berperan dalam

price to contribute to the increase of farmers’ livelihood.

peningkatan pendapatan taraf hidup petani. Program Filantropi

Philanthropy Program

Melalui program ini, Perseroan menyalurkan bantuan kepada

Through this program, the Company distributes aid to

masyarakat, khususnya masyarakat sekitar, sebagai upaya

communities, especially local communities, as an empowerment

pemberdayaan pada aspek pendidikan, sosial, dan ekonomi.

effort to tackle educational, social, and economic issues. The

Penyaluran bantuan tersebut terwujud dalam bentuk:

aid is distributed in the forms of:

• Pemberian beasiswa;

• Scholarship grants;

• Pemberian bantuan kebencanaan (kebakaran, kebanjiran,

• Provision of disaster relief efforts (fire, flood and earthquakes);

dan gempa bumi); • Kegiatan bakti sosial, berupa pemberian produk perusahaan;

• Charity programs by delivering the Company’s products;

• Bantuan hari besar, meliputi hari raya keagamaan, HUT RI,

• Financial aid given on holidays, including religious holidays, Independence Day as well as other commemorations.

serta peringatan lain. Program Peduli Lingkungan dan Sosial

Environmental and Social Care Program

Sebagai wujud bakti Perseroan pada lingkungan dan sesama,

As a form of the Company’s service to the environment and

pada 4 September 2016, seluruh karyawan TPSF melaksanakan

society, on September 4, 2016, all employees of TPSF carried

kegiatan “TPS Peduli Lingkungan dan Sosial” yang dimulai

out “TPS Environmental and Social Care” which was initiated

pada tahun 2016. Kegiatan ini meliputi Kerja Bakti Nasional

in 2016. These activities include Kerja Bakti Nasional (KBN) or

(KBN) dan kunjungan serta penyerahan bantuan ke panti

National Community Service as well as visits and delivery of aids

asuhan yatim piatu.

to orphanages.

Perseroan mengawali kegiatan Kerja Bakti Nasional (KBN)

The company initiated Kerja Bakti Nasional (KBN) or National

sebagai bentuk tanggung jawab sosial perusahaan yang

Community Service as a form of corporate social responsibility

melibatkan

KBN

that involves the entire elements of the Company. KBN

dilakukan oleh seluruh karyawan secara serentak, di seluruh

activities are simultaneously conducted by all employees in the

area pabrik dan kantor milik Perseroan. Hal ini diharapkan

entire factory and office areas of the Company. This activity

mampu mempererat solidaritas antar karyawan di samping

is expected to strengthen the solidarity between employees in

tujuan utama kegiatan sebagai wujud bakti Perseroan pada

addition to its primary purpose as a means for the Company to

lingkungan dan sesama.

serve the environment and others.

Kegiatan “TPS Peduli Lingkungan dan Sosial” akan dilakukan

The activities of “TPS Environmental and Social Care” will

secara berkesinambungan sebagai kegiatan tahunan yang

be performed on an ongoing basis as an annual activity that

dapat mendekatkan karyawan dengan Manajemen juga

can tighten the relationship between employees and the

masyarakat sekitar tempat operasional Perseroan.

Management as well as the surrounding communities of the

seluruh

elemen

Perseroan.

Kegiatan

Company’s operations.





Implementasi CSR

Implementation of CSR

Mengacu pada Peraturan Otoritas Jasa Keuangan No. 29/

Referring to the Regulation of the Financial Services Authority

POJK.04/2016 dan Surat Edaran Otoritas Jasa Keuangan No.

No. 29/POJK.04/2016 and the Circular Letter of the Financial

30/SEOJK.04/2016, pelaksanaan CSR paling tidak memenuhi

Services Authority No. 30/SEOJK.04/2016, implementation of

beberapa aspek berikut:

CSR should at least meet the following aspects:

• Tanggung jawab terhadap sosial dan masyarakat;

• Responsibility towards the society and community;

• Tanggung jawab terhadap lingkungan hidup;

• Responsibility towards the environment;

• Tanggung jawab dalam ketenagakerjaan, kesehatan, dan

• Responsibility in employment, occupational health and safety; and

keselamatan kerja; dan • Tanggung jawab terhadap konsumen.

• Responsibility towards the consumers.

Fokus pelaksanaan CSR Perseroan ialah program pengembang

The focus of the Company’s CSR is on community development.

an masyarakat. Fokus tersebut selaras dengan ketentuan

The focus is in accordance with the provisions of Law No. 23

dalam Undang-Undang No. 23 tahun 1997 yang mewajibkan

Year 1997 which requires that every industry has a Community

setiap industri memiliki program Community Development

Development (CD) program. The focus of CSR is realized

(CD). Fokus pelaksanaan CSR tersebut direalisasikan tanpa

without compromising the continuity and effectiveness of CSR

mengesampingkan

implementation in other areas.

keberlangsungan

serta

efektivitas

pelaksanaan CSR di bidang-bidang lain.

Struktur Tata Kelola CSR

CSR Governance Structure

Struktur tata kelola CSR Perseroan dapat dilihat melalui bagan

The Company’s CSR governance structure can be seen in the

berikut:

following chart:

CEO

Corporate HRD Director

HR Regional Head

Corporate Social Responsibility

TPS Academy

Corporate Affairs

Biaya Kegiatan Tanggung Jawab Sosial Perusahaan

Cost of Corporate Social Responsibility Activities

Sepanjang 2016, total biaya yang digunakan untuk kegiatan

Throughout 2016, total costs incurred for corporate social

tanggung jawab sosial perusahaan sebesar Rp1.098,15 juta,

responsibility activities amounted to Rp1,098.15 million with

dengan rincian sebagai berikut:

the following breakdown:

• Aspek masyarakat sebesar Rp553,04 juta

• People aspect at Rp553.04 million

• Aspek lingkungan sebesar Rp515,12 juta

• Environmental aspect at Rp515.12 million

• Aspek pendidikan sebesar Rp29,99 juta

• Education aspect at Rp29.99 million






Tanggung Jawab terhadap Sosial dan Masyarakat

Responsibilities to Social and Community

Pada 2016, serangkaian kegiatan tanggung jawab perusahaan

In 2016, a series of activities in the field of corporate

di bidang sosial dan kemasyarakatan telah dilakukan baik

responsibility and social development has been carried out in

kepada masyarakat sekitar Kantor Pusat, maupun tempat

the surrounding local communities of the Head Office and TPS

operasional TPS Food dan TPS Rice.

Food and TPS Rice operations.

TPS Food

TPS Food

Sepanjang 2016, TPS Food telah menyelenggarakan berbagai

Throughout the year 2016, TPS Food has organized various

kegiatan sosial untuk pembangunan kesejahteraan masyarakat,

social activities in developing community welfare, including:

di antaranya: 1. Donor Darah

1. Blood Donor

• SPJ bekerja sama dengan Palang Merah Indonesia

• SPJ in association with the Tangerang Regency Branch

Cabang Kabupaten Tangerang mengadakan Aksi

of Red Cross Indonesia organized Blood Donor Social

Sosial Donor Darah dalam rangka bulan K3 dengan

Action to celebrate the month of Occupational Health

tema “Tingkatkan Budaya K3 Untuk Mendorong

and Safety (K3) with the theme of “Improvement of K3

Produktivitas dan Daya Saing Pasar Internasional” pada

Culture to Encourage Productivity and Competitiveness

9 Februari 2016.

in International Markets” on February 9, 2016.

• TPS bekerja sama dengan Palang Merah Indonesia

• TPS in association with the Surakarta Branch of Red

Cabang Surakarta menggelar acara Donor Darah yang

Cross Indonesia organized routine Blood Donor events

merupakan agenda rutin triwulan sebagai bentuk

which were hosted quarterly as a show of care in

kepedulian dalam bidang kesehatan. Acara donor darah

the health sector. The blood donor was attended by

ini diikuti oleh sekitar 60 karyawan pada 16 Februari, 25

approximately 60 employees on February 16, May 25,

Mei, 20 Juli, dan 9 November 2016.

July 20, and November 9, 2016.

2. Kegiatan Buka Puasa Bersama Warga Desa Cibadak

2. Iftar with Cibadak Villagers

Kegiatan Buka Puasa Bersama karyawan SPJ sekaligus

Iftar event with SPJ employees while at the same time

pemberian santunan anak yatim dan pemberian produk

granting aid to orphans and distributing products to

kepada warga Desa. Cibadak, Sukanegara pada 21 Juni

villagers of Cibadak Village, Sukanegara on June 21, 2016.

2016. 3. Pemberian Produk / Parcel Lebaran

3. Distributing Eid Day Products/Parcels

Menjelang Hari Raya Idul Fitri 1437 H, SPJ memberikan

Drawing closer to Eid Al Fitr 1437 Hijri calendar, SPJ provide

bingkisan berupa produk-produk yang diproduksi Perseroan

gifts in the form of the products manufactured by the

kepada warga Desa. Cibadak, Sukanegara pada 30 Juni

Company to the residents of Cibadak Village, Sukanegara

2016.

on June 30, 2016.

4. TPS Solo Berbagi

4. Share of TPS Solo

Penyelenggaraan acara Solo Bersama Selamanya (SBS) atau

Solo Bersama Selamanya (SBS) event or Solo Care 2016 by

Solo Peduli 2016 oleh TPS bersama dengan Perkumpulan

TPS was organized in collaboration with Solo Community

Masyarakat Solo pada 3 Juli 2016 di Lapangan Kotabarat,

Association on July 3, 2016 in Kotabarat Field, Solo.

Solo.





5. Pemberian Bantuan (Filantropi)

5. Provision of Aid (Philanthropy)

Kegiatan pemberian dana bantuan yang diberikan kepada

The activities of delivering grants to the community are as

masyarakat adalah sebagai berikut:

follows:

• Bantuan pemberian produk untuk kegiatan imunisasi

• Provision of products for Polio immunization activity

Polio

SPJ

In the National Immunization Week, SPJ delivered

memberikan bantuan berupa produk kepada warga

assistance in the form of products to residents in the

sekitar Kelurahan Cibadak, Sukanegara pada 10 Maret

Cibadak Sub-District, Sukanegara on March 10, 2016;

Dalam

Rangka

Pekan

Imunisasi

Nasional,

2016; • Pemberian bantuan berupa sembako untuk masyarakat

• Provision of staple food aid for the communities

yang tinggal di daerah operasional TPS pada 20 Juni

surrounding TPS operations was carried out on June 20,

2016;

2016; • Provision of aid to orphanages

• Pemberian bantuan ke panti asuhan

Sebagai bentuk kegiatan lanjutan dari kegiatan KBN,

As a follow-up to the activities of KBN, TPS provided ongoing assistance to orphanages every month; and

TPS memberikan bantuan kepada panti asuhan secara berkesinambungan setiap bulannya; dan • Pemberian dana bantuan kepada anak yatim oleh PTP

• Provision of financial aid to orphans by PTP

Pemberian santunan kepada anak yatim di Yayasan

Provision of financial aid to orphans of the Kursia

Kursia yang bertempat di Gunung Putri pada 4

Foundation located in Gunung Putri occurred on

September 2016 dan pemberian dana bantuan

September 4, 2016 and another provision of financial

untuk anak yatim melalui Pengurus DKM Mushola AT

aid to orphans was performed through the At Thoyyibah

Thoyyibah dan Perwakilan Manajemen di RT 002 RW 13

Mosque Caretakers Board and representatives from

pada 12 November 2016.

the management at Neighborhood Group No. 002, Community Group No. 13 on November 12, 2016

• Pemberian bantuan oleh Perseroan untuk Panti Asuhan

• Aid given by the Company to Nusantara Foundation

Nusantara Foundation dalam bentuk produk dan

Orphanage was in the form of products and steel

pemberian lemari besi untuk kebutuhan panti asuhan

cupboards to cover the needs of the orphanage and

pada 4 September 2016.

was carried out on September 4, 2016.

6. Kerja Bakti Nasional

6. National Community Service

Kegiatan Kerja Bakti Nasional diikuti oleh seluruh karyawan,

National community service was attended by all employees,

manajemen, dan warga sekitar perusahaan. Kegiatan ini

management, and people living around the company. This

dilaksanakan di sekitar lokasi pabrik-pabrik TPS Food.

activity was implemented around the locations of TPS Food factories.






TPS Rice

TPS Rice

Selama 2016, TPS Rice menjalankan berbagai kegiatan

Throughout the year 2016, TPS Rice run various activities of aid

pemberian bantuan kepada masyarakat, antara lain:

provision to the community, among others are:

1. Pemberian Bantuan (Filantropi)

1. Provision of Aid (Philanthropy)

Kegiatan pemberian bantuan yang dilaksanakan oleh TPS

Provision of aid by TPS Rice, among others are:

Rice, antara lain: • Pemberian bantuan sumbangan dana Santunan Yatim Piatu yang diadakan oleh Karang Taruna Desa Karang

• Granting of funds to orphans as organized by the Youth Organization of Karang Sambung Village;

Sambung; • Pemberian bantuan dana untuk Peringatan Acara

• Granting of funds for the Isra Mi’raj Commemoration

Isra Mi’Raj yang diselenggarakan oleh masyarakat RT

event organized by the community in Neighborhood

03 RW 06, Kelurahan Karang Sambung, Kecamatan

Group No. 03 Community Group No. 06 Karang

Kedungwaringin;

Sambung Sub-District, Kedungwaringin District;

• Pemberian bantuan sumbangan dana pembangunan Masjid Miftahisadah, Karang Sambung; • Pemberian bantuan santunan yatim piatu bagi warga di sekitar lingkungan IBU; • Buka puasa bersama manajemen dan karyawan IBU serta pemberian santunan untuk anak-anak yatim piatu; • Pemberian dana Perayaan HUT RI Ke-71 di Desa Karang Sambung; • Pemberian bantuan berupa beras sebanyak 200 kg untuk acara Bakti Sosial di Kabupaten Bekasi;

• Granting of funds for the construction of Miftahisadah Mosque, Karang Sambung; • Granting of funds to orphans in the neighborhood surrounding IBU; • Iftar with management and employees of IBU as well as the granting of funds to orphans; • Granting of funds for the celebration of the 71st Independence Day at Karang Sambung Village; • Provision of 200 kilograms of rice for the Charity Program in Bekasi Regency;

• Pemberian beras sebanyak 520 kg, sembako, dan

• Provision of 520 kilograms of rice, staple food, as well

perlengkapan belajar mengajar untuk anak yatim di

as teaching and learning supplies for orphans in the

lingkungan sekitar IBU; • Pemberian bantuan alat belajar mengajar dan makanan ringan untuk anak yatim piatu di lingkungan sekitar IBU; • Pemberian bantuan dana untuk perayaan Maulid Nabi Muhammad SAW di Desa Karang Sambung;

neighborhood surrounding IBU; • Provision of teaching and learning supplies and snacks to orphans in the neighborhood surrounding IBU; • Granting of funds for the celebration of Prophet Muhammad SAW’s Birthday in the Karang Sambung Village;

• Pemberian bantuan dana untuk Karang Taruna di lingkungan Kecamatan Jatisari;

• Granting of funds for the Youth Group within the Jatisari District;

• Pembagian THR Beras untuk karyawan, security

• Provision of rice as Religious Holiday Allowance for

unorganic, warga sekitar JSR, instansi terkait, Panti

employees, full-time security workers, community

Asuhan Al - Arif, tenaga kerja bongkar muat, dan Buruh

surrounding

Harian Lepas dengan total sumbangan beras yang

Orphanage, loading & unloading workers, and Casual

diberikan sebanyak 5.190 kg;

Labor with a total amount of 5,190 kilograms of rice

JSR,

relevant

institutions,

Al-Arif

donated; • Pemberian bantuan dana kepada Kampung Sukamaju

• Granting

of

funds

to

Kampung

Sukamaju,

RT 02 RW 04 Desa Jatisari Karawang, IGMAS (Ikatan

Neighborhood Group No. 02 Community Group No.

Generasi Muda Sukamaju), Karang Taruna Sabilulungan

08 Jatisari Village, Karawang, IGMAS (Sukamaju Young

Mekarsari, Kampung Neglasari RT 03 RW 03, Kecamatan

Generation Association), Sabilulungan Mekarsari Youth

Jatisari, Sub Karang Taruna Samanah Desa Jatisari;

Group, Kampung Neglasari Neighborhood Group No. 03 Community Group No.03, Jatisari District, Samanah Youth Sub-Group of Jatisari Village;

• Pemberian bantuan dana untuk momentum Peringatan

• Granting

of

funds

the

HUT Ke-71 Proklamasi Kemerdekaan RI di wilayah

Commemoration

Kecamatan Jatisari;

Independence in Jatisari District;


of

for

Indonesia’s

71st

Anniversary

Proclamation

of



• Pemberian bantuan beras untuk Panti Asuhan Al - Arief


• Provision of 190 kilograms of rice for Al-Arief

sebanyak 190 kg;

Orphanage;

• Pemberian bantuan dana untuk perawatan dan

• Granting of funds for the maintenance and repair of the

perbaikan jalan utama Desa Nguwer;

main road of Nguwer Village;

• Pemberian bantuan dana untuk pembangunan jalan di

• Granting of funds for the road construction in

Desa Tambakromo RT 1 RW 3;

Tambakromo Village Neighborhood Group No. 1 Community Group No. 3;

• Kegiatan buka bersama dan pembagian bingkisan

• Iftar and sharing of gifts to orphans; and

untuk anak yatim piatu; dan • Pemberian bantuan dana untuk Yayasan Panti Asuhan

• Granting of funds for the Sinar Alim Orphanage

Sinar Elim Kabupaten Sragen untuk memberikan

Foundation of Sragen Regency to provide assistance/

bantuan/donasi berupa 1 unit Genset dan beberapa

donations in the form of 1 unit of generator and a

Produk TPSF.

number of products from TPSF.

2. Donor Darah

2. Blood Donation

• JSR bekerja sama dengan PMI Cabang Purwakarta

• JSR cooperated with Purwakarta Branch of PMI in

melaksanakan kegiatan Donor Darah pada 13 Januari

organizing Blood Donation event on January 13, 2016;

2016; • SAKTI bekerja sama dengan DPRD Sragen melaksanakan

• SAKTI in cooperation with the Local Parliament of Sragen

kegiatan Donor Darah yang diikuti oleh setidaknya

organized Blood Donation event which was attended

sekitar 500 orang baik berbagai ormas dan instansi di

by at least 500 people from different organizations and

Kabupaten Sragen pada 28 April 2016; dan

agencies in Sragen Regency, on April 28, 2016; and

• SAKTI bekerja sama dengan PMI Kabupaten Sragen

• SAKTI in cooperation with PMI Sragen organized regular

melaksanakan kegiatan Donor Darah yang secara rutin

Blood Donation event every 3 months.

setiap 3 bulan sekali. 3. Kerja Bakti Nasional

3. National Community Service

Kegiatan Kerja Bakti Nasional di SAKTI Sragen diikuti oleh

Activity of National Community Service in SAKTI Sragen

seluruh karyawan, manajemen, Kodim, Koramil, Polsek,

was attended by all employees, management, Kodim

dan warga sekitar perusahaan. Kegiatan ini dilaksanakan

(District Military Commando), Koramil (Rayon Military

di 4 lokasi yaitu RT 12, 17, 18 dan 20 yang mana lokasinya

Commando), Polsek (Police Station), and residents around

berdekatan dengan SAKTI.

the Company. The activities were carried out in 4 locations namely Neighborhood Group No. 12, 17, 18 and 20 that are located close to SAKTI.

4. SAKTI mendukung pencarian bakat kawula muda dengan

4. SAKTI supports young talents search through the granting

berpartisipasi dalam Kegiatan Kompilasi Musik se-Sragen

of funds for the Sragen Raya Music Compilation Activity that

Raya yang bertujuan untuk menjaring bibit musisi yang

aims to scout musical talents who may have the potential to

dapat berkiprah di kancah Nasional atau Internasional

break into the national or international scene.

melalui pemberian dana.sumbangan.






Tanggung Jawab terhadap Lingkungan Hidup

Responsibility to the Environment

Salah satu tanggung jawab perusahaan adalah pengelolaan

One of the responsibilities of the Company is environmental

lingkungan hidup dengan upaya untuk tetap menjaga

management

kelestarian lingkungan, guna mencegah timbulnya kerusakan,

sustainability, in order to prevent the occurrence of damage,

seperti

with

efforts

to

maintain

environmental

udara,

such as water pollution, air pollution, noise, and others that can

kebisingan, dan lain sebagainya yang dapat menggangu

affect the health, comfort, and safety of our employees and the

kesehatan, kenyamanan, dan keselamatan karyawan dan

community.

terjadinya

pencemaran

air,

pencemaran

masyarakat. Sebagai industri yang melakukan proses produksi, limbah

As an industry that carries out production processes, production

buangan hasil produksi harus dikelola dengan baik agar tidak

waste must be well managed so as to not negatively affect the

berdampak negatif bagi lingkungan. Semua limbah cair yang

environment. All the liquid waste that comes from the process

berasal dari proses produksi dan non-produksi (sanitasi, kantin)

of production and non-production (sanitation, canteen) is

dialirkan ke Instalasi Pengolahan Air Limbah (IPAL) sebelum

distributed into the Installation of Wastewater Treatment (IPAL)

dibuang ke sungai.

before being dumped into the river.

Hasil dari pengolahan air limbah yang sudah bersih akan

The wastewater that has been treated will be accommodated

ditampung di bak yang telah diisi oleh ikan, yang berfungsi

in a tub filled with fishes, which function as an indicator.

sebagai indikator. Selanjutnya, air limbah yang telah memenuhi

Furthermore, the wastewater that has fulfilled the requirements

persyaratan Baku Mutu Air Limbah (BMAL) sebagaimana diatur

of Waste Water Quality Standard (BMAL) as set forth in the

dalam Peraturan Menteri Lingkungan Hidup No. 5 Tahun

Regulation of the Minister of Environment No. 5 Year 2014,

2014, akan dibuang ke sungai sesuai dengan Izin Pembuangan

will be thrown into the river in accordance with Liquid Waste

Limbah Cair (IPLC). Kualitas air limbah diujikan secara rutin ke

Disposal Permit (IPLC). The quality of waste water is tested on

Laboratorium Eskternal yang terakreditasi KAN, yaitu meliputi

a routine basis at a KAN-accredited External Laboratory that

pemeriksaan COD, BOD, TSS, pH, minyak dan lemak, untuk

includes examination of COD, BOD, TSS, pH, oil and grease, to

memastikan air yang dibuang aman terhadap lingkungan.

ensure the water is disposed of safely in the environment.

Kualitas udara ambien merupakan salah satu elemen dalam

Ambient air quality is one of the elements in the industrial

lingkungan industri yang perlu diperhatikan. Perseroan sangat

environment that needs to be taken into consideration. The

peduli terhadap pencegahan terjadinya pencemaran udara,

Company has great concerns towards the prevention of air

dengan melakukan pengukuran kualitas udara ambien secara

pollution; by measuring the ambient air quality on a regular

berkala untuk mengetahui adanya perubahan atau tingkat

basis to identify any changes or levels of air pollution. The

pencemaran udara. Parameter yang diukur di antaranya

parameters measured are NO2, SO2, CO, O3, NH3, H2S,

NO2, SO2, CO, O3, NH3, H2S, partikel dan kebisingan. Hasil pengujian menunjukkan bahwa kualitas udara ambien di pabrik

particles and noise. The test results showed that the ambient

milik TPSF memenuhi baku mutu udara yang baik, sehingga

quality, thus the cleanliness of the air in the neighborhood has

kebersihan udara di lingkungan tetap terjaga.

been well maintained.

air quality in the TPSF factories meets the standard of good air

pencemaran

Other environmental management to control pollution is

lainnya adalah dengan melakukan pengujian emisi boiler dan

running emission tests on boiler and generator, toxic and

genset, pengelolaan limbah B3, penanganan limbah medis,

hazardous waste management, medical waste handling, etc.

dan sebagainya. Implementasi pengelolaan lingkungan yang

The environmental management efforts conducted by the

telah dilakukan oleh perusahaan selanjutnya dilaporkan kepada

Company are subsequently reported to relevant government

instansi pemerintah terkait setiap enam bulan sekali.

agencies every six months.

Selain pengelolaan limbah, Perseroan juga memiliki program

In addition to waste management, the Company also runs Go

Go Green yang diterapkan di setiap pabrik. Kegiatan ini

Green program in each factory. This activity is intended to create

dimaksudkan agar tercipta lingkungan kerja yang bersih, hijau,

a workplace environment that is clean, green and comfortable.

dan nyaman. Jenis kegiatan yang dilakukan seperti penanaman

The types of activities carried out are tree planting, and cleaning

Aktivitas

pengelolaan

lingkungan


terhadap




pohon, pembersihan semak-semak, pembersihan selokan,

of bushes, gutters, trash cans and others. Such activities are

pembersihan tempat sampah, dan lain-lain. Kegiatan tersebut

conducted routinely by employees.

dilakukan secara rutin oleh para karyawan. Atas komitmen Perseroan dalam pengelolaan lingkungan

For the Company’s excellent commitment in environmental

yang telah dilakukan dengan baik, maka pada 2016, Pabrik PT

management, in 2016, the factory of PT Tiga Pilar Sejahtera,

Tiga Pilar Sejahtera, Sragen memeroleh Penghargaan Program

Sragen received a Province-Level Award from the Governor of

Penilaian Peringkat Kinerja Perusahaan Dalam Pengelolaan

Central Java for receiving the Predicate of Compliant in the

Lingkungan Hidup Yang Berpredikat Taat Tingkat Provinsi dari

Evaluation of Company Performance Level in Environmental

Gubernur Jawa Tengah.

Management.

Untuk menjamin kinerja lingkungan berjalan baik secara

To guarantee that environmental performance runs well

berkelanjutan, Perseroan juga telah menerapkan Sistem

on an ongoing basis, the Company has also implemented

Manajemen Lingkungan - ISO 14001. Penerapan ISO 14001

Environmental

berfungsi untuk memastikan bahwa proses yang digunakan di

14001 serves to ensure that the process used in the factory

pabrik dan produk yang dihasilkan telah memenuhi komitmen

and the resulting products have fulfilled a commitment to

terhadap lingkungan, terutama dalam upaya pemenuhan

the environment, especially in the effort towards meeting

terhadap peraturan di bidang lingkungan, pencegahan

environmental regulations, prevention of pollution and a

pencemaran dan komitmen terhadap perbaikan berkelanjutan.

commitment for sustainable renewal. One of the factories

Salah satu pabrik milik Perseroan, yaitu PT Tiga Pilar Sejahtera,

owned by the Company, namely PT Tiga Pilar Sejahtera, Sragen,

Sragen telah memperoleh sertifikat Sistem Manajemen

has obtained a certificate of Environmental Management

Lingkungan - ISO 14001 yang dikeluarkan oleh Lembaga

System-ISO 14001 issued by IPB Certification Agency since the

Sertifikasi IPB sejak tahun 2015.

year 2015.

Tanggung Jawab dalam Ketenagakerjaan, Kesehatan, dan Keselamatan Kerja

Responsibility towards Employment, Occupational Health and Safety

Ketenagakerjaan

Employment

Hubungan industrial yang baik antara Perseroan dan seluruh

A good industrial relations between the Company and all of the

karyawan merupakan salah satu aspek yang menentukan

employees is one of the determining aspects which determine

keberlanjutan bisnis Perseroan. Perseroan berkomitmen untuk

the Company’s business sustainability. The Company is

memberikan jaminan yang memadai atas hak tiap karyawan,

committed to providing adequate assurances over the rights of

sesuai peraturan dan perundang-undangan yang berlaku. Selain

each employee, according to applicable laws and regulations.

itu, Perseroan juga senantiasa berupaya menciptakan serta

In addition, the Company also continuously strives to create

memelihara hubungan kerja yang harmonis dan berkeadilan,

and maintain harmonious working relationships and fairness,

baik antar karyawan maupun antara karyawan dan Perseroan.

both among the employees and between employees and the

Management

Systems-ISO

14001.

ISO

Company. Terkait hal tersebut, Perseroan telah memberikan kesempatan

Thus, the Company has provided equal employment opportunity

kerja yang setara pada proses rekrutmen, tanpa membedakan

in recruitment processes, regardless of the background identity

latar belakang identitas pelamar, seperti identitas agama, suku,

of applicants, such as the identity of religion, race, social class,

kelas sosial, dan gender. Proses rekrutmen yang diselenggarakan

and gender. The recruitment process held by the Company can

Perseroan telah dipastikan tidak bersifat diskriminatif.

be assured to not be discriminatory.

Kesetaraan Gender dan Kesempatan Kerja

Gender Equality and Work Opportunities

Salah satu pemenuhan tanggung jawab perusahaan di

One of the fulfillments of corporate responsibility in the field

bidang ketenagakerjaan adalah penjaminan atas hak seluruh

of employment is the guarantee of rights of employees to be

karyawan untuk dapat diperlakukan secara adil dan setara.

fairly and equally treated. This principle of equality is upheld,

Prinsip kesetaraan ini ditegakkan antara lain melalui pemberian

among others, through the granting of job opportunities for all

kesempatan kerja bagi setiap gender secara adil, memberikan

genders in a fair manner, granting of leave to employees who






hak cuti kepada karyawan yang mengambil cuti melahirkan,

apply for maternity leave, provision of equal opportunity for

memberikan kesempatan yang sama bagi setiap karyawan

all employees to develop themselves and improve their career.

untuk mengembangkan diri dan memperoleh peningkatan karier. Bentuk implementasi lainnya yang merepresentasikan prinsip

Other form of implementation which represents the principle

kesetaraan, antara lain diwujudkan melalui pemberian imbal

of equality are realized through the granting of workers’

jasa pekerja yang sesuai dengan jenjang karier, tanggung

salary which is in accordance with the level of their career,

jawab serta kompetensi dan kesempatan untuk mendapatkan

responsibility and competence, and opportunity to acquire

pelatihan dalam rangka pengembangan kompetensi jabatan.

training to develop the competence within their job position.

Tingkat Perputaran Karyawan

Employee Turnover Rate

Upaya Perseroan menciptakan lingkungan kerja yang kondusif

The Company’s efforts in creating a conducive working

bagi seluruh karyawan menunjukkan hasil nyata yang

environment for all employees have yielded tangible results

ditunjukkan dari rendahnya tingkat perputaran karyawan

shown by the low level of employee turnover during the

selama periode pelaporan. Pada 2016, tingkat perputaran

reporting period. In 2016, the level of employee turnover was

karyawan adalah sebesar 3%.

3%.

Hubungan Ketenagakerjaan ke Depan

Employee Relations in the Future

Kebijakan hubungan industrial yang harmonis secara konsisten

Harmonious industrial relations policy has been consistently

dipelihara di lingkungan kerja Perseroan, yaitu hubungan baik

maintained in the working environment of the Company,

antara SDM dengan Manajemen sehingga tercipta hubungan

namely the good relationship between HR and Management,

emosional yang kuat antara Perseroan dengan seluruh SDM. Hal

thus creating a strong emotional relationship between the

ini menjadi salah satu fondasi keberlanjutan bisnis perusahaan.

Company and the whole HR. This is one of the foundations of the Company’s business sustainability.

Kesehatan dan Keselamatan Kerja (K3)

Occupational Health and Safety (OHS)

TPS Food

TPS Food

Kebijakan perusahaan terkait keselamatan dan kesehatan

Company policy related to occupational health and safety is

kerja dituangkan dan diimplementasikan melalui suatu sistem

set forth and implemented through a system of management,

manajemen, yaitu OHSAS 18001 (Occupational Health and

namely the OHSAS 18001 (Occupational Health and Safety

Safety Assessment Series-18001) dan telah mendapatkan

Assessment Series-18001) and has gained recognition with the

pengakuan dengan diperolehnya sertifikat OHSAS 18001 dari

acquired OHSAS 18001 certificate from URS Certification in

Lembaga Sertifikasi URS pada 2015. Adapun kegiatan-kegiatan

2015. The CSR activities on occupational health and safety that

CSR bidang kesehatan dan keselamatan kerja yang dilakukan

are organized by TPS Food along the year 2016 are as follows:

TPS Food sepanjang 2016 adalah sebagai berikut: 1. Seminar Heat Stres

1. Heat Stress Seminar

Seminar Heat Stres merupakan rangkaian peringatan Bulan

Heat Stress Seminar was organized as a celebration of

K3 2016 yang diselenggarakan secara berturut-turut pada

the OHS Month and was held respectively in January and

Januari dan Februari. Seminar ini diselenggarakan untuk

February. The seminar was organized to provide exposure

memberikan paparan tentang kondisi lingkungan kerja,

to the condition of working environment, especially in

khususnya lingkungan kerja yang panas, baik karena mesin

hot working environment, either due to machinery or

atau alam, sebagai faktor pemicu stres karyawan. Karyawan

climate, as this is a factor that triggers stress for employees.

yang mengikuti seminar ini diharapkan dapat mengantisipasi

Employees who follow the seminar are expected to better

faktor pemicu stres tersebut guna terciptanya proses kerja

anticipate the stress trigger factors to support effective

yang efektif.

work processes.




2. Seminar Dermatitis

2. Dermatitis Seminar

Seminar Dermatitis diselenggarakan sebagai rangkaian


Dermatitis Seminar was organized as a celebration of the

peringatan bulan K3 yang berfokus pada pembahasan

OHS Month focusing on discussions surrounding skin health

terkait kesehatan kulit serta berbagai cara preventif yang

and the variety of preventive measures that the employees

dapat diupayakan oleh karyawan.

can do.

3. Seminar TBC Perseroan

telah

3. TBC Seminar dengan

The Company has organized a seminar that discusses

pembahasan tentang kesehatan paru-paru, khususnya

menyelenggarakan

seminar

matters of pulmonary health, in particular on tuberculosis

terkait penyakit TBC. Karyawan yang mengikuti seminar ini

(TBC). Employees who follow the seminar are expected to

diharapkan dapat melakukan berbagai langkah pencegahan

perform a variety of preventive measures to avoid the risk of

guna menghindari risiko terkena penyakit TBC.

developing TBC.

4. Seminar Limbah B3

4. Toxic and Hazardous Waste Seminar

Perseroan bersama PT HOLCIM, pengelola limbah B3 yang

The Company together with PT HOLCIM, which is a company

dihasilkan oleh TPS, menyelenggarakan seminar terkait

that processes the toxic and hazardous waste produced by

limbah B3 pada 26 Januari 2016. Seminar ini memberikan

TPS, organized a seminar on toxic and hazardous waste

berbagai informasi terkait jenis-jenis limbah B3 serta cara-

on January 26, 2016. This seminar provided a variety of

cara penanggulangannya.

information related to the types of toxic and hazardous waste and its countermeasures.

5. Puncak Hari K3

5. OHS Peak Day

Pada 6 Februari 2016 yang bertepatan dengan puncak

On February 6, 2016 which coincided with the peak of

peringatan bulan K3, Perseroan menyelenggarakan kegiatan

the OHS Month, the Company organized an event with

bertema “Tingkatkan Budaya K3 untuk Mendorong

the theme of “Improvement of OHS Culture to Encourage

Produktivitas dan Daya Saing di Pasar Internasional” yang

Productivity and Competitiveness in International Markets”,

dihadiri oleh perwakilan Dinas Tenaga Kerja Kabupaten

attended by representatives of the Labor Agency of Sragen

Sragen dan Karanganyar. Pada acara ini, diselenggarakan

and Karanganyar Regency. At this event, various health-

berbagai kegiatan terkait kesehatan, seperti pengecekan

related activities were organized, such as testing of blood

gula darah, tingkat stressing, dan kesehatan paru.

sugar, levels of stress, and pulmonary health.

6. Pelatihan Emergency Respons Plant – Fire Fighting

6. Emergency Response Plan Training – Fire Fighting

Perseroan melakukan pelatihan emergency response

The Company conducts training of emergency response plan

Plant pada 14 Mei 2016. Pelatihan ini meliputi sosialisasi,

on May 14, 2016. This training covers the dissemination,

peragaan, dan praktik simulasi untuk EPR fire fighting.

demonstration, and simulation for fire fighting EPR. The

Pelatihan yang diikuti oleh karyawan-karyawan Perseroan

training undertaken by employees of the Company also

ini juga memberikan simulasi penggunaan Alat Pemadam

provided simulation of the use of Fire Extinguishers (APAR).

Api Ringan (APAR). 7. Peringatan Bulan Kesehatan Perempuan 2016

7. 2016 Women’s Health Month

Sebagai

bagian

dari

peringatan

bulan

kesehatan

As part of the commemoration of women’s health month,

perempuan, Perseroan menyelenggarakan seminar tentang

the Company organized a seminar on women’s reproductive

kesehatan reproduksi perempuan. Seminar ini diharapkan

health. The seminar is expected to promote awareness

dapat

pengetahuan

and knowledge of the Company’s employees, especially

karyawan Perseroan, khususnya karyawan perempuan.

female employees. By having good reproductive health,

Melalui kesehatan reproduksi yang baik, produktivitas para

productivity of the employees is expected to be maintained.

meningkatkan

kesadaran

dan

karyawan diharapkan dapat terjaga.






8. Seminar Infeksi Saluran Pernapasan Akut

8. Seminar on Acute Respiratory Tract Infections

Bersama RS Sari Asih Tangerang, SPJ menyelenggarakan

Together with Sari Asih Hospital, Tangerang, SPJ organized

seminar mengenai Infeksi Saluran Pernapasan Akut (ISPA)

a seminar on Acute Respiratory Tract Infections (ISPA) on

pada tanggal 1 Februari 2016. Seminar ini merupakan

February 1, 2016. This seminar serves as a dissemination

bentuk sosialisasi kepada karyawan mengenai dampak ISPA

activity to the employees on the impact of ISPA to health,

bagi kesehatan, serta berbagai hal yang dapat dilakukan

as well as on the variety of its preventive measures.

sebagai tindakan preventif. 9. Komitmen Bersama untuk 5R

9. Shared Commitment to 5R

Demi mewujudkan lingkungan kerja yang kondusif, Perseroan

In order to create a conducive working environment,

mengadakan acara bersama karyawan untuk bersama-

together with the employees, the Company held an event

sama menyatakan komitmen mengimplementasikan nilai-

to express the commitment to implement the values of 5R

nilai 5R (Ringkas, Rapi, Resik, Rawat, dan Rajin). Kegiatan

(Ringkas, Rapi, Resik, Rawat, and Rajin). These activities are

ini diharapkan dapat meningkatkan kesadaran karyawan

expected to increase employees’ awareness on cleanliness

terhadap kebersihan serta kerapihan lingkungan kerja.

and tidiness of workplace environment.

10. Pembuatan Jalur Forklift

10. Construction of Forklift Pathway

Guna meminimalisasi risiko kecelakaan kerja, PTP telah

forklift pathway which extends from the front motorcycle

parkir motor hingga area gudang. Ketersediaan jalur forklift

parking area to the warehouse area. The provision of the

merupakan wujud komitmen PTP untuk meminimalisasi

forklift pathway is PTP’s commitment to minimize the risk

risiko kerja pada karyawan.

for employees.

11. Pemasangan Kotak P3K

In order to minimize the risk of accidents, PTP has made

membuat jalur forklift yang membentang dari area depan

PTP

melakukan

11. Installation of First Aid Kit

penambahan

kotak

P3K

di

setiap

PTP installed first aid box in every Department. The event is

Departemen. Kegiatan tersebut merupakan upaya PTP

an effort by PTP to provide a first aid treatment of accidents

untuk menyediakan fasilitas penanganan pertama pada

that may be experienced by employees.

kecelakaan bagi karyawan. 12. Pelatihan K3 PTP

menyelenggarakan

12. Occupational Health and Safety Training pelatihan

Keselamatan

dan

PTP organized an Occupational Health and Safety

Kesehatan Kerja pada 17 September 2016. Pelatihan

Training on September 17, 2016. The training is a form of

tersebut merupakan bentuk sosialisasi dan simulasi Safety

dissemination and simulation of Safety Induction. Through

Induction. Melalui pelatihan ini, PTP berharap keselamatan

this training, PTP expects that various accident risks can be

kerja tiap karyawan dapat senantiasa terjaga dari berbagai

prevented to ensure occupational safety of each employee.

risiko kecelakaan. 13. Traffic Management di area pabrik

13. Traffic Management in the Factory Area

Pengaturan lalu lintas di dalam lingkungan pabrik meliputi

Traffic arrangements in factory environments include

pemasangan rambu lalu lintas, batas kecepatan, marka,

installation of traffic signs, speed limits, road signs, zebra

zebra cross, jalur pejalan kaki, area parkir dan aturan

cross, pedestrian pathways, parking areas and the parking

kendaraan parkir seperti parkir mobil harus menghadap ke

rules such as that parked cars have to face forward, wheel

depan, truk parkir harus mengganjal ban, dll.

chocks should be applied to parked trucks, etc.

14. Pregnant Worker Management

14. Pregnant Worker Management

Pengelolaan karyawan hamil meliputi rotasi, penyuluhan,

Management of pregnant employees includes rotations,

senam ibu hamil, penyediaan kursi khusus ibu hamil, tanda

outreach, gymnastics, and the provision of special chairs for

ibu hamil, dan lain-lain.

pregnant women, signs of pregnancy and others.





15. Hearing Conservation Program

15. Hearing Conservation Program

Program konservasi Pendengaran merupakan program

Hearing Conservation Program is a program run in areas

yang dilakukan di area yang terpapar kebisingan meliputi

exposed to noise. The program includes reduction of noise,

pengurangan angka kebisingan, isolasi, dan penyuluhan.

soundproofing, and outreach.

16. Pemeriksaan Faktor Fisik di Tempat Kerja

16. Checking on Physical Factors in the Workplace

Pemeriksaan setiap tiga bulan sekali yang meliputi

Checking is conducted every three months to examine

kebisingan, penerangan, getaran, iklim kerja. Hasil dari

noise, vibration, lighting and work climate. The result of this

pemeriksaan ini dituangkan dalam informasi yang disebut

checking is communicated within what is called as Hazard

dengan Hazard Communication.

Communication.

17. Simulasi Tanggap Darurat

17. Emergency Response Simulation

Program ini dilakukan untuk mempersiapkan karyawan

This program was performed to prepare employees in

apabila terjadi kondisi darurat di pabrik, seperti terjadinya

the event of emergency situations at the factory, such as

kebakaran, gempa, banjir, dll. Dilakukan pembentukan

fires, earthquakes, floods, etc. Formulation of emergency

tim tanggap darurat, penyediaan fasilitas emergency, dan

response teams, provision of emergency facilities, and

pelaksanaan simulasi tanggap darurat.

emergency response simulations were carried out.

18. Pemasangan Accident Board

18. Installation of Accident Board

Pemasangan Accident Board bertujuan untuk memuat data

kecelakaan LTI (Loss Time Injury) dan Non-LTI (Non Loss

Installation of Accident Board was aimed to display the data on Loss Time Injury (LTI) and Non-Loss Time Injury (Non-LTI).

Time Injury)






TPS Rice

TPS Rice

TPS Rice juga berkomitmen untuk menciptakan lingkungan

TPS Rice is also committed to creating a safe and healthy

kerja yang aman dan sehat bagi karyawan dengan menerapkan

workplace

Sistem Manajemen Keselamatan dan Kesehatan Kerja (SMK3)

Occupational Health and Safety Management System (SMK3)

dan membentuk tim P2K3 (Panitia Pembina Keselamatan dan

and formed P2K3 team (Occupational Health and Safety

Kesehatan Kerja) yang didukung dengan pelaksanaan pelatihan

Committee) which are supported by training on SMK3. The

SMK3. Komitmen Perseroan dalam menciptakan lingkungan

Company’s commitment in creating a safe and healthy working

kerja yang aman dan sehat tertuang dalam Kebijakan

environment is stated in the Occupational Health and Safety

Keselamatan, Kesehatan Kerja dan Lingkungan.

and Environment Policy.

Sepanjang 2016, TPS Rice telah menyelenggarakan kegiatan-

Throughout the year 2016, TPS Rice has organized CSR activities

kegiatan CSR bidang kesehatan dan keselamatan kerja, dengan

in the field of occupational health and safety, with details as

perincian sebagai berikut:

follows:

1. Kegiatan Rutin yang dilakukan Karyawan

1. Routine activities run by employees

Sebagai sarana menjaga kebugaran sekaligus sarana

As a means to maintain fitness and entertainment for

hiburan karyawan dan mempererat solidaritas antar

employees and strengthen the solidarity between them,

karyawan, berbagai kegiatan olahraga dilakukan secara

various sports activities are conducted on a regular basis.

rutin. Kegiatan olahraga rutin yang dilakukan sepanjang

The sports activities routinely conducted throughout 2016

2016 adalah sebagai berikut:

are as follows:

• Kegiatan Bulutangkis karyawan IBU setiap Kamis;

• Badminton practice of IBU employees on every Thursday;

• Kegiatan Futsal karyawan IBU setiap Jumat; dan

• Futsal practice of IBU employees on every Friday; and

• Kegiatan Senam Aerobik karyawan IBU setiap Sabtu.

• Aerobic exercise of IBU employees every Saturday.

2. Implementasi 5R (Ringkas, Rapi, Resik, Rawat, Rajin)

environment

for

employees

by

applying

2. Implementation of 5R (Ringkas, Rapi, Resik, Rawat, Rajin).

• Kick off implementasi 5R yang dilakukan di IBU;

• Kick off of the implementation of 5R performed in IBU;

• Cross audit 5R internal yang dilakukan di IBU; dan

• Internal cross audit of 5R performed in IBU; and

• Audit pelaksanaan 5R di IBU dan JSR.

• Audit of the implementation of 5R in IBU and JSR.

3. Peringatan Bulan K3

3. OHS Month

Sebagai salah satu bentuk peringatan bulan K3, serangkaian

As a way to commemorate OHS Month, a series of activities

kegiatan dilakukan guna meningkatkan komitmen Per

were undertaken to enhance the commitment of the

seroan dan karyawan dalam mengimplentasikan K3. Ke

Company and employees in implementing OHS. Such

giatan tersebut di antaranya:

activities include:

• Seminar Konsultasi Pasca MCU yang dilakukan di IBU;

• Post MCU Consultation seminar carried out in IBU;

• Lomba poster bertemakan tentang K3 yang bertujuan

• OHS-themed poster contest which aims to increase

untuk meningkatkan kesadaran K3 dalam bekerja yang dilakukan di IBU; • Lomba Cerdas Cermat yang dilakukan di IBU; dan • Pembagian hadiah perlombaan bulan K3 sebagai wujud apresiasi kepada para pemenang lomba poster dan

awareness of Occupational Health and Safety in IBU; • Contest of Wits hosted in IBU; and • Awarding of the OHS Month contest prizes as a form of appreciation to the poster contest and Contest of Wits winners.

cerdas cermat. 4. Pelatihan mengenai K3 • Seminar Kesehatan Kerja dan Penyakit Akibat Kerja di

4. Training on OHS • Seminar on Occupational Health and Disease in IBU;

IBU; • Safety Induction External dengan memberikan informasi terkait K3 bagi kontraktor di IBU; dan • Pelatihan mengenai bahaya dan penggunaan APD, MSDS, Abuse and Harasement di SAKTI. 186 PT Tiga Pilar Sejahtera Food Tbk Laporan Tahunan 2016

• External Safety Induction by providing information related to OHS to contractors at IBU; and • Training on hazards and the use of APD, MSDS, Abuse and Harassment in SAKTI.




5. Simulasi Alat Pemadam Api Ringan (APAR)

5. Simulation of Lightweight Fire Extinguishers (APAR)

Pelatihan dan simulasi pemadaman api serta pemberian

Fire-fighting training and simulation as well as dissemination

informasi mengenai letak penempatan APAR dilakukan di

of information about the locations where APAR are placed

lingkungan kerja IBU, JSR, dan SAKTI.

in the workplace environment of IBU, JSR, and SAKTI.

6. Kotak P3K

6. First Aid Kit

Sebagai salah satu fasilitas untuk pertolongan pertama jika terjadi kecelakaan, maka dilakukan pemasangan kotak P3K

As one of the facilities of first aid in case of accidents, first aid kits were installed across the work area.

di seluruh area kerja. 7. Pemeriksaan Kesehatan Karyawan

7. Employee Health Screening

Kegiatan pemeriksaan kesehatan untuk karyawan ini

Employee health screening is based on the mandate in

dilakukan berdasarkan amanat dalam Undang-Undang No.

Law No. 1 Year 1970 on Work Safety; Regulation of the

1 Tahun 1970 tentang Keselamatan Kerja; Permenakertrans

Minister of Manpower and Transmigration No. Per–02/

No. Per–02/ MEN/1980 tentang Pemeriksaan Kesehatan

MEN/1980 concerning the Health Screening of Employees

Tenaga Kerja Dalam Penyelenggaraan Keselamatan Kerja;

in Implementing Occupational Safety; and the Regulation

dan Peraturan Menteri Tenaga Kerja dan Transmigrasi No.

of the Minister of Manpower and Transmigration No. Per

Per.03/MEN/1982 tentang Pelayanan Kesehatan. Adapun

03/MEN/1982 on Healthcare. As for the screening activities

kegiatan pemeriksaan yang dilakukan pada 2016 adalah:

conducted in 2016 are:

• Pelaksanaan Medical Check Up yang dilaksanakan di

• Medical Check Up conducted in JSR in partnership with

JSR bekerja sama dengan RS Karya Husada Cikampek.

Karya Husada Hospital, Cikampek. Medical examination

Pemeriksaan kesehatan meliputi pemeriksaan fisik,

includes physical examinations, laboratory (blood and

laboratorium (darah dan urine) dan rontgen; dan

urine) and x-rays; and

• Pemeriksaan IVA (Deteksi Dini Kanker Serviks) untuk

• Examination of IVA (early detection of cervical cancer)

karyawan wanita di JSR yang sudah menikah. Kegiatan

for married female employees in JSR. This activity is

ini bekerja sama dengan BPJS Kesehatan dan Klinik

performed in cooperation with BPJS Kesehatan and

Jatisari.

Jatisari Clinic.

8. Pembuatan Tempat Penyimpanan Sementara Limbah

8. The Making of Temporary Toxic and Hazardous Waste

B3 (TPS B3)

Storage (TPS B3)

Guna memenuhi regulasi Badan Pengelolaan Lingkungan

In order to meet the regulation of Environmental

Hidup (BPLH), dilakukan pembuatan TPS B3 di IBU yang

Management Agency (BPLH), TPS B3 were made at IBU

kemudian diverifikasi oleh BPLH Kabupaten Bekasi.

which was then verified by BPLH of the Bekasi Regency.

9. Sosialisasi Alat Pelindung Diri (APD)

9. Dissemination of Information on Self Protection Tools (APD)

Kegiatan ini merupakan sosialisasi atau safety talk terkait kewajiban memakai APD di SAKTI.

10. Pengukuran Udara Ambien dan Emisi Cerobong Furnance

This activity was aimed to disseminate information as well as a safety talk on the obligation to use APD in SAKTI.

10. Measurement of Ambient Air and Emissions of Furnace Chimney

Pengukuran Udara Ambien dan Emisi Cerobong Furnance

Measurement of ambient air and emissions of furnace

dilakukan oleh Higiene Perusahaan dan Kesehatan Kerja

chimney is done by the Corporate Hygiene and Occupational

(Hiperkes) Yogyakarta sebagai salah satu pemenuhan Upaya

Health (Hiperkes), Yogyakarta, as one of the efforts to

Pengelolaan Lingkungan Hidup dan Upaya Pemantauan

comply with the Environmental Management Effort and

Lingkungan Hidup (UKL-UPL) di SAKTI yang dilakukan

Environmental Monitoring Effort (UKL-UPL) in SAKTI

secara berkala selama enam bulan sekali.

conducted periodically every six months.





11. Kegiatan Terkait K3 Lainnya

11. Other OHS-related activities

Selain kegiatan-kegiatan di atas, dilakukan beberapa


In addition to the above activities, several other OHS-related

kegiatan terkait K3 lainnya, yaitu:

activities are carried out, namely:

• Cleaning Day merupakan upaya kepedulian karyawan

• Cleaning Day is an effort carried out by employees to

terhadap lingkungan, khususnya dalam lingkungan IBU,

express their environmental awareness, especially in the

yang dilaksanakan secara rutin setiap Sabtu dengan

environment of IBU, which is carried out regularly every

bentuk kerja bakti membersihkan lingkungan, perbaikan

Saturday in the form of community service of cleaning

saluran buangan air di sekitar lokasi Perusahaan;

up the environment and repairing water sewage around the location of the Company;

• Penyediaan dan penggantian sepatu yang aman sebagai

• Provision and replacement of safe work shoes as one of

salah satu fasilitas keselamatan kerja di area IBU; dan • Pelaksanaan Sabtu Bersih yang dilaksanakan oleh

occupational safety facility in the IBU area; and • Clean Saturday was carried out by employees of JSR for

karyawan JSR dengan tujuan untuk menjaga kebersihan

the purpose of keeping the environment clean.

lingkungan pabrik.

Tanggung Jawab terhadap Konsumen

Responsibility to Consumers

Standar Kualitas, Keamanan, Kesehatan, dan Kehalalan

Quality, Security, Health and Halal Standards of Products

Produk Perseroan berkomitmen untuk senantiasa memperhatikan

The Company is committed to always paying attention to safety,

standar

produk.

health, and halal standards of products. The commitment is

Komitmen tersebut diwujudkan melalui pengawasan yang

realized through strict supervision over the production process.

ketat atas proses produksi. Perseroan senantiasa memenuhi

The Company always meets the various requirements of the

ber bagai persyaratan standarisasi produk yang dibutuhkan

product standardization needed for the consumers’ health and

untuk kesehatan keselamatan konsumen.

safety.

Melalui Divisi Makanan, Perseroan memproduksi pangan yang

Through the Food Division, the Company has ensured that the

telah dipastikan kehalalan serta keamanannya, dengan mutu

food produced has met halal and safety requirements and is of

yang berkualitas. Perseroan memiliki sistem manajemen halal,

high quality. The Company has in place a halal management

sistem keamanan pangan, dan sistem manajemen mutu yang

system, food safety system, and quality management system

secara efektif melakukan kontrol pada tiap aktivitas produksi.

that effectively controls each production activity.

Proses produksi yang dilaksanakan Perseroan senantiasa

The production process carried out by the Company always

mengacu pada Cara Produksi Makanan yang Baik (CPMB) atau

refers to Cara Produksi Makanan yang Baik (CPMB) or Good

Good Manufacturing Practices (GMP) sesuai ketentuan Badan

Manufacturing Practices (GMP) in accordance with the Food

Pengawas Obat dan Makanan Republik Indonesia (BPOM RI).

and Drug Supervisory Agency of the Republic of Indonesia

keamanan,

kesehatan,

dan

kehalalan

(BPOM RI). Untuk memastikan produk hasil produksi Perseroan adalah

To ensure that the products manufactured by the Company

produk halal yang telah melalui proses sertifikasi halal,

are halal and have passed the halal certification process, the

produk makanan olahan TPS Food telah mempunyai Sertifikat

processed food products of TPS Food have received Halal

Halal dari Lembaga Pengkajian Pangan, Obat-obatan dan

Certificate from the Assessment Institute for Foods, Drugs

Kosmetika – Majelis Ulama Indonesia (LPPOM-MUI). Perseroan

and Cosmetics – Indonesian Ulema Council (LPPOM MUI). The

juga mengembangkan Sistem Manajemen Halal atau dikenal

Company is also developing Halal Management System known

dengan nama Sistem Jaminan Halal (SJH) yang bertujuan

as Halal Assurance System (SJH) which aims to ensure consistent

untuk menjamin konsistensi pelaksanaan produksi halal. Untuk

halal certified production. In applying SJH, the Company has

penerapan SJH, Perseroan telah meraih Status Sistem Jaminan

been assigned Level “A” or “Excellent” in the Halal Assurance

Halal (SJH) yang dikeluarkan oleh LPPOM-MUI dengan Level

System Status issued by LPPOM-MUI.

“A” atau “Sangat Baik”.





Perseroan memahami bahwa program keamanan pangan

The Company understands that food safety program must be

harus dijalankan secara berkelanjutan. Untuk menjamin hal

run on an ongoing basis. To ensure this, the Company has in

tersebut, Perseroan telah memiliki Sistem Hazard Analysis

place a Hazard Analysis Critical Control Point (HACCP) System

Critical Control Point (HACCP) yang merupakan sistem kontrol

which is a control system that ensure food safety. In addition,

yang menjamin keamanan pangan. Selain itu, Perseroan juga

the Company has also developed a Food Safety Management

telah mengembangkan Sistem Manajemen Keamanan Pangan

System (SMKP/FSMS/) of ISO 22000:2005. In relation to that,

(SMKP/FSMS) ISO 22000:2005. Terkait hal tersebut, Perseroan

the Company has obtained the certificate of HACCP from

telah mendapatkan sertifikat HACCP dari Lembaga Sertifikat-

Certification Agency of Bogor Agricultural University (LS-IPB)

Institut Pertanian Bogor (LS-IPB) sejak 2012.

since 2012.

Pada TPS Rice, Perseroan berkomitmen untuk senantiasa

For TPS Rice, the Company is committed to always producing

menghasilkan produk beras dengan kualitas terbaik, melalui

the best quality rice products through efficient, professional,

pengembangan sumber daya yang efisien, profesional, dan

and innovative development of resources. That commitment

inovatif. Komitmen tersebut tercermin melalui semboyan

is reflected through the Company Motto that is to have our

yang dimiliki Perseroan, yaitu tanpa Pengawet, Pewangi, dan

products without Pengawet or Preservatives, Pewangi or

Pemutih (tanpa 3P).

Fragrances, and Pemutih or Bleach (without 3P).

Terkait hal tersebut, penggunaan pestisida di tingkat petani

Therefore, farmers’ use of pesticides needs to be examined.

merupakan hal yang perlu diperhatikan. Perseroan telah

The Company has ensured that the use of pesticides does not

memastikan bahwa penggunaan pestisida tidak melebihi

exceed the threshold set by the Government. This is done by

ambang batas yang ditetapkan oleh pemerintah. Hal tersebut

performing pesticide residue analysis conducted by external

dilakukan

pestisida

laboratories. The result of the pesticide residue analysis revealed

di laboratorium eksternal. Hasil analisis residu pestisida

that TPS Rice products does not contain chemicals exceeding

mengungkapkan bahwa produk TPS Rice tidak mengandung

applicable threshold.

dengan

melakukan

analisis

residu

bahan kimia melebihi ambang batas yang ditetapkan. Demi memastikan kualitas produk senantiasa terjaga, Perseroan

For the sake of ensuring the maintenance of product quality, the

menyelenggarakan konvensi Gugus Kendali Mutu (GKM)

Company periodically organizes Quality Control Circle (GKM)

secara berkala. Penyelenggaraan konvensi tersebut bertujuan

convention. The conventions aim to maintain and improve the

untuk

quality of production, including consistent improvement of

menjaga

serta

meningkatkan

kualitas

produksi,

mencakup peningkatan kualitas SDM dan proses produksi,

human resources quality and production processes.

secara konsisten. Standar Nasional Indonesia

Indonesian National Standard

Standar Nasional Indonesia (SNI) merupakan standar kualitas

Indonesian National Standard (SNI) is a standardization of

produk yang berlaku secara nasional. SNI atas sebuah produk

product quality that applies nationally. SNI over a product is

ditetapkan oleh Badan Standarisasi Nasional (BSN), melalui

assigned by the National Standardization Agency (BSN), through

proses kajian yang dilakukan secara berulang. Selain melakukan

a review process that is conducted repeatedly. In addition

penetapan SNI, BSN bersama pihak terkait lain secara bersama-

to assigning SNI, BSN along with other related parties jointly

sama melakukan pembinaan terhadap pelaku usaha dan

organize coaching of business owners and the community.

masyarakat. Komitmen Perseroan untuk meningkatkan kualitas produk

The Company’s commitment to improving product quality to

sesuai SNI terlihat melalui label SNI yang telah diperoleh atas

be in accordance with SNI is shown in the SNI label obtained

berbagai produk. Produk-produk yang telah mendapatkan

for a wide range of products. Products that have earned SNI

SNI, diantaranya mie kering Superior, Ayam 2 Telor, Mikita,

are Superior dried noodle, Ayam 2 Telor, Mikita, Mi Kremezz,

Mi Kremezz, Bihunku, bihun Superior, Superior Putri Jagung,

Bihunku, Superior vermicelli, Superior Putri Jagung, Growie

biskuit Growie, Biskuit Makanan Tambahan Ibu Hamil, Biskuit

biscuit, Supplementary Food Biscuit for Pregnant Women, Biscuit






Anak Sekolah, Biskuit WFP, bihun jagung Cap Tanam Jagung,

for Students, WFP biscuit, Cap Tanam Jagung corn vermicelli,

bihun jagung Cap Panen Jagung, bihun jagung Cap Pilihan

Cap Panen Jagung corn vermicelli, Cap Pilihan Bunda corn

Bunda, dan Pio; serta berbagai merek produk beras, seperti

vermicelli, and Pio; as well as various brands of rice products,

Ayam Jago, Maknyuss, Jatisari, Istana Bangkok, Desa Cianjur,

such as Ayam Jago, Maknyuss, Jatisari, Istana Bangkok, Desa

Rojolele Dumbo, AI Platinum, dan lain-lain.

Cianjur, Rojolele Dumbo, AI Platinum, and others.

Pada 2016, anak perusahaan Perseroan yaitu PT Subafood

In 2016, the Company’s subsidiary namely PT Subafood Pangan

Pangan Jaya dan PT Jatisari Srirejeki menerima penghargaan

Jaya and PT Jatisari Srirejeki was awarded SNI Award 2016

SNI Award 2016 kategori Organisasi Besar Barang Sektor

in the category of Large Organization for Goods in the Food

Pangan dan Pertanian dengan peringkat Silver. Sementara, PT

and Agriculture Sector with a Silver rank. Meanwhile, PT Tiga

Tiga Pilar Sejahtera menerima penghargaan SNI Award 2016

Pilar Sejahtera was awarded SNI Award 2016 in the category

kategori Organisasi Besar Barang Sektor Pangan dan Pertanian

of Large Organization for Goods in the Food and Agriculture

dengan peringkat Gold.

Sector with a Gold rank.

Sarana Pengaduan dan Layanan Konsumen

Complaint Handling Service and Customer Service

Perseroan membuka saluran komunikasi bagi konsumen

The Company has opened a communication channel for its

melalui layanan customer care dengan nama CARI TPS, yang

consumers through customer care called CARI TPS, which can

dapat dimanfaatkan untuk menyalurkan pengaduan serta

be utilized to file complaints and access other services, through

mendapatkan layanan lain, melalui nomor telepon 0-800-

the telephone number 0-800-1788887. In addition, complaint

1788887. Selain itu, sarana pengaduan dan layanan konsumen

handling service and customer service are provided through the

juga dapat disampaikan melalui toko dan jaringan distributor

Company’s outlets and distribution network.

Perseroan.


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Surat Pernyataan Anggota Dewan Komisaris dan Direksi Tentang Tanggung Jawab atas Laporan Tahunan 2016 PT Tiga Pilar Sejahtera Food, Tbk Kami yang bertanda tangan di bawah ini menyatakan bahwa semua informasi dalam Laporan Tahunan PT Tiga Pilar Sejahtera Food, Tbk tahun 2016 telah dimuat secara lengkap dan bertanggung jawab penuh atas isi Laporan Tahunan Perseroan. Demikian pernyataan ini dibuat dengan sebenarnya.

Jakarta, April 2017

Dewan Komisaris Board of Commissioners

Anton Apriyantono Komisaris Utama & Komisaris Independen President Commissioner & Independent Commissioner


Hengky Koestanto

Wakil Komisaris Utama Vice President Commissioner

Komisaris Commissioner

Jaka Prasetya


Komisaris Commissioner

Komisaris Independen Independent Commissioner


Statement to the Members of the Board of Commissioners and the Board of Directors, with regard to Responsibility for the 2016 Annual Report of PT Tiga Pilar Sejahtera Food, Tbk We, the undersigned testify that all information disclosed, in the Annual Report of PT Tiga Pilar Sejahtera Food, Tbk 2016, is presented in its entirety. We are fully responsible for the contents of this Annual Report. This Statement is hereby made in all truthfulness.

Jakarta, April 2017

Direksi Board of Directors

Joko Mogoginta Direktur Director

Budhi Istanto

Jo Tjong Seng

Direktur Director

Direktur Independen Independent Director


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Laporan Tahunan 2016 Annual Report

EMBRACING THE INNOVATION MINDSET

Kantor Pusat | Head Office:

www.tigapilar.com

Laporan Tahunan 2016 Annual Report

Gd. Plaza Mutiara Lt. 16 Suite 1601, Jl. Dr. Ide Anak Agung Gde Agung Kav. E.1.2 No. 1&2 Kawasan Mega Kuningan, Kel. Kuningan Timur, Kec. Setiabudi, Jakarta Selatan – 12950 Tel : (62-21) 57956768 Fax : (62-21) 57853456 E-mail : [email protected]

Laporan Tahunan Annual Report. PT Tiga Pilar Sejahtera Food Tbk EMBRACING THE INNOVATION MINDSET

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