PT PUPUK SRIWIDJAJA PALEMBANG

PT PUPUK SRIWIDJAJA PALEMBANG


Table of Contents

Ringkasan Kinerja | Performance Highlight Ikhtisar Keuangan | Financial Highlights Peristiwa Penting | Significant Events Penghargaan 2011 | 2011 Awards

2 4 6 8

Laporan Komisaris Utama | Report of The President Commissioner Laporan Direktur Utama | Report of The President Director Dewan Komisaris | Board of Commissioners Profil Dewan Komisaris | Profile of Board of Commissioners Dewan Direksi | Board of Directors Profil Dewan Direksi | Profile of Board of Directors

Tata Kelola Perusahaan | Good Corporate Governance Landasan dan Tujuan | Principle and Goal Perangkat Gcg | Gcg Infrastructures Evaluasi Penerapan Gcg | Gcg Implementation Evaluation

10 14 20 22 26 28

Struktur Tata Kelola Perusahaan yang Baik | Gcg Structure Temuan Auditor dan Tindak Lanjut | Auditor Findings and Follow Up

Informasi Singkat Perusahaan | Company Information

Tahun 2011 merupakan tahun perubahan

Sekilas Perusahaan | Company in Brief

Commitment Towards Consumers Protection

Value and Corporate Culture

sebagai Perusahaan yang kuat dan terus

Strategi Perusahaan | Company Strategies

Kegiatan Usaha | Business Activities

tumbuh berkelanjutan. Membuka babak baru

Kebijakan Perusahaan | Company Policies

sejarah setelah melalui serangkaian proses

Peta Wilayah Pemasaran | Map of Working Area Markets

Struktur Organisasi | Organizational Structure of Company

pengalihan sebagian aset (spin off ) dari

Sistem Distribusi Pupuk | Fertilizer Distribution System

Perusahaan Induk kepada PT Pupuk Sriwidjaja

Sumber Daya Manusia | Human Resources

membangun ketahanan pangan dengan mengamankan pasokan pupuk nasional.

Teknologi Informasi | Information Technology

as a strong and sustainably growing Company. Opening a new chapter of history after a series of partial asset transfer (spin

Permasalahan Hukum | Litigation Matters Etika Usaha | Business Ethics Standar Tata Perilaku | Code of Conduct Whistle Blowing System | Whistle Blowing System Manajemen Risiko | Risk Management

Analisa dan Pembahasan Manajemen atas Kinerja Perusahaan | Management Discussion and Analysis Tinjauan Umum | Overview

Corporate Social Responsibilities Community Development | Community Development Testimoni Distributor dan Pengecer Pupuk | Testimony

128 128 135

Pengelolaan Lingkungan Hidup | Environmental Management Akuntan Perseroan | Corporate Accountant

136 140 141

58 58

Tanggung Jawab Pelaporan Tahunan | Responsibility for Annual Reporting

142

60 64 67 70 71

Laporan Auditor Keuangan | Financial Audit Report

143

Sekretaris Perusahaan, Kepala Satuan

202

Tinjauan Operasional Per Segmen Usaha | Operational Overview Tonase Penjualan | Sales Tonnage Nilai Penjualan | Sales Value Investasi Pengembangan | Development Investment Tinjauan Keuangan | Financial Overview

Pengawasan Intern dan General Manager | Corporate Secretary, Head of Internal Audit

off ) of the Parent Company to PT Pupuk Sriwidjaja Pelembang

Unit and General Manager

to resume the role of building food security by safeguarding

Sertifikasi Sistem Manajemen | Management Certifications System

national fertilizer supply.

108 109 110 112 114 114 115

Tanggung Jawab Sosial Perusahaan |

Keselamatan dan Kesehatan Kerja (K3) | Occupational Safety and Health

for Business Segment

Year 2011 is the year of change for us to pave the road to success

35 36 38 40 41 42 44 46 48

106

Akses Informasi dan Keterbukaan Informasi | Access of

Benturan Kepentingan | Conflict of Interests

Visi, Misi, Tata Nilai dan Budaya Perusahaan | Vision, Mission,

bagi kami untuk meretas jalan menuju sukses

Pelembang guna melanjutkan peranan

32 32 33

101

Komitmen Perseroan Terhadap Perlindungan Konsumen |

Information and Information Disclosure Profil Perusahaan | Company Profile

80 80 81 82 84

204

MERETAS JALAN MENUJU SUKSES OPENING THE PATH OF SUCCESS

Perubahan paradigma Perusahaan dalam meraih visi untuk menjadi entitas bisnis yang lebih baik adalah kunci keberhasilan kami.

Tahun 2011 merupakan tahun perubahan. Perubahan menjadi Perusahaan yang lebih baik. Transformasi dalam menghadirkan daya saing dalam industri pupuk di tanah air.

Paradigm change of the Company in achieving its vision to become a better business entity is our key to success. The year 2011 was a year of change. The change to become a better Company. A transformation to present competitiveness in the country’s fertilizer industry.

PT Pupuk Sriwidjaja Palembang Laporan Tahunan 2011 Annual Report

1

2011 Performance Highlights

corporate social responsibility

good corporate governance

management discussion and analysis

Company profile

foreword

RINGKASAN KINERJA 2011

Skor Malcolm Baldrige 461

financial statements

461

Malcolm Baldrige Score 461

2


1.117

Laba Bersih Perusahaan 1.117 Triliun Company’s Net Profit Rp1,117 Trillion

82.66

Skor GCG 82.66 GCG Score 82.66

“AAA”

Tingkat Kesehatan Perusahaan AAA Company’s Health Level AAA


3

Performance Highlights

IKHTISAR KINERJA foreword

Rp juta | million


Company profile

DATA KEUANGAN NERACA Aset Lancar Investasi Jangka Panjang Properti Investasi Aset Tetap Aset Lain-lain Jumlah Aktiva

2011

Kewajiban Jangka Pendek Kewajiban Jangka Panjang Kewajiban Lain-lain Modal SNTRES* Laba ditahan Jumlah Kewajiban dan Ekuitas

2010

2009

2008

2007

FINANCIAL REPORT BALANCE SHEET Current Assets Long-Term Investment Investment Properties Fixed Assets Other Assets Total Assets

4.822.118 6.100

3.362.057 11.995.491

4.297.097 10.040.954

3.679.719 8.225.793

3.291.876 7.130.917

396.812 664.234 5.889.264

331.001 1.132.586 16.821.135

229.891 1.094.312 15.662.254

279.223 915.835 13.100.570

328.396 690.343 11.441.532

826.629 444.907 3.904.782 (404.668) 1.117.613 5.889.264

1.038.069 140.477 10.610.006 5.032.583 16.821.135

1.292.494 172.318 4.289.006 9.908.436 15.662.254

865.803 257.283 4.289.006 7.688.478 13.100.570

859.570 Current Liabilities Long-Term Liabilities 208.464 Other Liabilities 4.289.007 Equity 6.084.491 Retained Earnings 11.441.532 Total Liabilities and Equity

5,83 : 1

3,24 : 1

3,32 : 1

4,25 : 1

3,83 : 1

23 : 77 37 : 63 18,98 24,20 16,58 95,5 (AAA)

7 : 93 39 : 61 2,94 3,68 7,55 96,2 (AAA)

9 : 91 21 : 79 2,43 3,36 6,24 91,7 (AA)

9 : 91 25 : 75 6,35 8,12 15,04 90,5 (AA)

10 : 90 27 : 73 6,13 7,62 13,77 92,8 (AA)

6.741.894 1.221.529 1.388.641 1.117.682

6.538.877 527.228 732.980 493.867

6.100.418 456.342 524.449 380.534

5.529.255 1.008.980 1.141.085 831.376

5.092.839 983.923 1.018.787 701.054

BUSINESS ACHIEVEMENTS Net Sales Operating Income Income Before Tax Income after Tax

539.410 450.169 513.249 517.932 2.020.760

PRODUCTION Fertilizer (tons) Urea • Pusri-IB Pusri-II Pusri-III Pusri-IV Total Fertilizer

443.138 222.717 357.236 358.059 1.381.150

Non Fertilizer (tons) Ammonia • Pusri-IB Pusri-II Pusri-III Pusri-IV Total Ammonia

* Selisih Nilai Transaksi Restrukturisasi Entitas Sepengendali


RASIO KEUANGAN Rasio Lancar Rasio Hutang Tehadap Modal Sendiri Rasio Modal Terhadap Aktiva Pendapatan dari Investasi (%) Pendapatan dari Modal (%) Rasio Laba Bersih (%) Kinerja


HASIL USAHA Penjualan Bersih Laba Usaha Laba Sebelum Pajak Laba Setelah Pajak PRODUKSI (TON) Pupuk (ton) • Urea Pusri-IB Pusri-II Pusri-III Pusri-IV Total Pupuk Urea


Non Pupuk (ton) • Amonia Pusri-IB Pusri-II Pusri-III Pusri-IV Total Amonia PENJUALAN Penjualan Pupuk Subsidi (ton) Penjualan Pupuk Non Subsidi (ton) Penjualan Non-Pupuk (ton) Nilai Penjualan • Pendapatan Penjualan • Pendapatan Subsidi Nilai Penjualan Non-Pupuk

4


476.070 438.268 492.942 561.130 1.968.410

548.328 415.007 529.451 538.914 2.031.700

522.785 466.470 474.345 563.110 2.026.710

461.500 446.740 535.220 506.850 1.950.310

392.179 241.651 329.863 349.617 1.313.310

429.120 214.050 363.346 350.184 1.356.700

387.716 228.903 337.896 369.285 1.323.800

345.510 240.190 377.170 339.120 1.301.990

1.768.256

1.875.213

1.981.923

1.473.045

567.588 76.971

678.165 80.160

426.540 85.096

504.524 102.220

4.452.683 1.948.707 340.504

4.141.986 2.133.517 263.374

2.996.902 2.895.164 208.352

3.004.481 2.044.477 480.297

FINANCIAL RATIO Current Ratio Debt to Equity Ratio Equity to Total Assets Ratio Return On Investment (%) Return On Equity (%) Net Profit Ratio (%) Performance

SALES 1.377.612 Subsidy Fertilizer Sales (tons) Non Subsidy Fertilizer Sales 1.088.188 (tons) 166.502 Non Fertilizer Sales (tons) Fertilizer Sales (tons) 3.592.701 Fertilizer Sales Revenue • 1.049.046 Subsidy Revenue • 451.092 Non Fertilizer Sales

Laba Setelah Pajak

Rp juta

Aktiva

Rp juta

16.821.135 15.662.254

18.000.000

1.500.000

16.000.000

1.117.682 831.376 493.867

500.000

13.100.570 11.441.532

14.000.000

1.000.000

12.000.000 10.000.000

701.054

8.000.000

380.534

6.000.000

5.889.264

4.000.000 2.000.000 o

2011

2010

2009

2008

0

2007

Produksi

2.500.000

Ton

2.031.700

2.026.710

1.950.310

1.800.000.000

2.020.760

1.500.000

1.313.310

1.323.800

2009

1.381.150

1.301.990

2008

2007

Ton 1.981.923

1.875.213

1.768.256

1.473.045

1.600.000.000

2.000.000 1.356.700

2010

Penjualan Pupuk

2.000.000.000 1.968.410

2011

1.400.000.000

1.377.612 1.088.188

1.200.000.000 1.000.000.000

1.000.000

800.000.000

500.000

400.000.000

678.165

567.588

600.000.000

426.540

504.524

200.000.000 0

2011

2010 Pupuk Urea

2009

2008

0

2007

Amonia

2011

2010

2009

Penjualan Pupuk Subsidi (Ton)

Penjualan Non-Pupuk

2008

2007

Penjualan Pupuk Non Subsidi (Ton)

Ton

166.502

18.000.000 16.000.000 14.000.000 12.000.000 10.000.000

76.971

80.160

85.096

2011

2010

2009

102.220

8.000.000 6.000.000 4.000.000 2.000.000 0

2008

2007


5

Significant Events

foreword

PERISTIWA PENTING

6 Mei 2011


Company profile

Malam Anugerah Pusri Journalistic Award II (PJA-II) bertempat di Ballroom Hotel Novotel, Palembang. PJA merupakan bentuk apresiasi PT Pusri Palembang kepada rekan-rekan wartawan tulis dan foto dalam bentuk lomba karya jurnalistik, berita dan foto. Pengumuman pemenang lomba tulis artikel dan foto jurnalistik. Dihadiri oleh seluruh Direksi, Sekper, Ka. SPI, Para GM, Manajer Humas beserta Staf. 1 Januari 2011

Penandatanganan Nota Kesepahaman antara PT Pusri dengan Perusahaan Daerah Pertambangan dan Energi Sumatera Selatan (PD-PDE) tentang Suplai Gas Bumi, dan Penandatanganan Nota Kesepahaman dengan PT Baturona Adimulya untuk menyuplai batu bara bertempat di Griya Agung Istana Gubernur Sumatera Selatan Palembang. Dihadiri oleh Gubernur Sumsel Alex Nurdin, Direktur Utama PT Pusri (Persero) Arifin Tasrif, Seluruh Direksi Pusri Palembang, GM Renbang usaha, Para Manajer terkait beserta Staf


Pengalihan Tugas Unit Usaha PT Pusri (Persero) Kepada Direksi PT Pusri Palembang. Bertempat di Auditorium Gd. Annex Lt. II. Acara tersebut dihadiri oleh Komisaris PT Pusri (Persero) Bpk. Adolf Warouw dan seluruh Direksi PT Pusri (Persero), Direksi PT Pusri Palembang, Serikat Pekerja Pupuk Sriwidjaja Palembang, Sekretaris Perusahaan, Ka. SPI, Seluruh GM, dan Persatuan Istri Karyawan Pusri.


January 1, 2011 PT Pusri (Persero) Business Unit’s Transfer of Duties to Directors of PT Pusri Palembang. Taking place at Auditorium of Annex Bldg 2nd Floor. The event was attended by PT Pusri (Persero) Commissioner Mr Adolf Warouw and Board of Directors of PT Pusri (Persero), Board of Directors of PT Pusri Palembang, Pupuk Sriwidjaja Palembang Labor Union, Corporate Secretary, Head of Internal Audit Unit, All General Managers, and Persatuan Istri Karyawan (Employees’ Wives Association) of Pusri.

11 Mei 2011

May 6, 2011 The Pusri Journalism Award II (PJA-II) Bestowal Night took place at the Ballroom of Novotel Hotel, Palembang. PJA is an appreciation of PT Pusri Palembang for print and photojournalists in a journalistic work, news and photography competition. The announcement of article and photojournalism contest winners. Attended by the Board of Directors, Corporate Secretary, Head of Internal Audit Unit, General Managers, PR Manager and staff.

May 11, 2011 Memorandum of Understanding signing between PT Pusri and South Sumatra Mines and Energy Regional Company (PD-PDE) on Natural Gas Supply, and Memorandum of Understanding signing with PT Baturona Adimulya for coal supply at South Sumatra Governor Palace, Griya Agung, Palembang. Attended by South Sumatra Governor Alex Nurdin, President Director of PT Pusri (Persero) Arifin Tasrif, Pusri Palembang Board of Directors, Business Planning and Development GM, related Managers and Staff.

1 Juli 2011


Penandatanganan Nota Kesepahaman antara PT Pusri Palembang dengan PT Pertagas Niaga untuk pasokan gas bumi, dan Penandatanganan Nota Kesepahaman antara PT Pusri Palembang dengan PT Bukit Asam tentang pasokan Batubara di Kantor Kementerian BUMN di Jakarta. Dihadiri oleh Menteri BUMN Mustafa Abubakar, Direktur Utama Bpk. Eko Sunarko, Direktur Utama PT Bukit Asam, Direktur PT Pertagas Niaga.

July 1, 2011 Memorandum of Understanding signing between PT Pusri Palembang and PT Pertagas Niaga for natural gas supply, and Memorandum of Understanding signing between PT Pusri Palembang and PT Bukit Asam on coal supply at the Office of State-owned Enterprise (SOE) Ministry in Jakarta. Attended by SOE Minister Mustafa Abubakar, President Director Eko Sunarko, President Director of Bukit Asam, and Director of Pertagas Niaga.

5 Oktober 2011 Sosialisasi Urea Bersubsidi Warna Pink bertempat di Graha Pupuk Sriwidjaja Palembang. Dihadiri oleh Direktur Komersil, Dinas Pertanian Provinsi Sumatera Selatan, GM Pemasaran, Manajer Sarwil I, Manajer Sarwil II, Area Manajer PPD Sumsel, dan staf Humas.

6


October 5, 2011 Dissemination of Subsidized Pink Urea fertilizer at Graha Pupuk Sriwidjaja Palembang. Attended by Commercial Director, South Sumatra Provincial Agriculture Agency, Marketing GM, Marketing Manager of Region I, Marketing Manager of Region II, Pusri Regional Marketing of South Sumatra Manager, and PR Staff.

21 Juli 2011 Acara Tanam Perdana Gerakan Peningkatan Produksi Pangan berbasis Korporasi (GP3K) bertempat di Desa Sidomulyo, Kecamatan Belitang, OKU Timur, Sumatera Selatan. Dihadiri oleh Asisten Deputi Bidang Usaha Industri Primer I Rachmad Slamet, Kepala Dinas Pertanian Sumsel, Nelly R., Bupati OKU Timur Herman Deru, Direksi PT Pusri Palembang, Manajer Sarwil I, Manajer Humas, Manajer Sekuriti, dan Staf.

12 Oktober 2011 Panen Raya program Gerakan Peningkatan Produksi Pangan Berbasis Korporasi (GP3K) di Desa Sido Mulyo, Belitang, OKU Timur, Sumatera Selatan. Acara dihadiri Asisten Deputi PKBL Kementerian BUMN, Dirut dan Dirtekbang Pusri Holding, Direktur Utama, Direktur Komersil dan Direktur SDM & Umum PT Pupuk Sriwidjaja Palembang, GM Pemasaran, Manajer Humas, dan staf. October 12, 2011 Grand Harvest of Corporate-based Food Production Improvement Movement (GP3K) in Sidomulyo Village, Belitang, OKU Timur, South Sumatra. The event was attended by Deputy Assistant of PKBL for SOE Ministry; President Director and Technical and Development Director of Pusri Holding; President Director, Commercial Director and HR & General Affairs Director of PT Pupuk Sriwidjaja Palembang; Marketing GM, PR Manage, and staff.

July 21, 2011 First Planting event of Corporate-based Food Production Improvement Movement (GP3K) in Sidomulyo Village, Belitang District, OKU Timur, South Sumatra. Attended by Deputy Assistant of Primary Industry I Rachmad Slamet, Head of South Sumatra Agriculture Agency Nelly R, OKU Timur Regent Herman Deru, PT Pusri Palembang Board of Directors, Marketing Manager of Region I, PR Manager, Security Manager and Staff. 31 Desember 2011

25 Oktober 2011

Pengantongan Urea Akhir tahun 2011 dan awal tahun 2012. Dilanjutkan dengan Plant Tour ke PPU Area 2D, Komplek Pabrik di Jl Mayor Zen, Palembang, Sumatera Selatan. Dihadiri oleh Dewan Komisaris, Seluruh Direksi beserta Istri, Sekretaris Perusahaan, Para GM, Manajer, Superintenden dan Asisten Superintenden dilingkungan Direktorat Produksi.

Serah Terima Jabatan Pejabat di Lingkungan PT Pusri Palembang bertempat di Graha Pupuk Sriwidjaja Palembang. Acara dihadiri oleh Seluruh Direksi dan istri, Para GM dan Manajer yang akan dilantik, serta Pengurus SPPS.

24 Desember 2011 Penanaman 1000 Pohon di komplek Pusri bertempat di area timur Pabrik Agrim di Jl Mayor Zen, Palembang, Sumatera Selatan. Penanaman pohon dilakukan oleh seluruh Direksi. Acara juga dihadiri Sekretaris Perusahaan, para GM, dan Manajer terkait. October 25, 2011 Position Handover of Officials within PT Pusri Palembang at Graha Pupuk Sriwidjaja Palembang. The ceremony was attended by Board of Directors and wives, General Managers and Managers who were inaugurated, and Pupuk Sriwidjaja Labor Union (SPPS) Board members.

December 24, 2011 Planting 1000 Trees in Pusri complex at eastern area of Agrim Plant on Jl Mayor Zen, Palembang, South Sumatra. The tree planting was conducted by all members of Board of Directors. The event was also attended by Corporate Secretary, General Managers, and related Managers.

December 31, 2011 Urea fertilizer bagging in end of 2011 and early 2012. It was followed by Plant Tour to PPU Area 2D, Plant Complex on Jl Mayyor Zen, Palembang, South Sumatra. Attended by the Board of Commissioners, Board of Directors and wives, Corporate Secretary, General Managers, Managers, Superintendents and Assistant Superintendents within Production Directorate.


7

2011 Awards

foreword

PENGHARGAAN 2011

“Juara 3 Anugerah Media Humas 2011 Kategori Media

Company profile

Internal BUMN” dari Badan Koordinasi Kehumasan tanggal 26 Oktober 2011. “3rd Place Media Public Relations Awards 2011. Category: Stated Owned Enterprise Internal Media” from Public


Relations from Badan Koordinasi Kehumasan on October 26th 2011.

“Juara 2 Anugerah Media Humas 2011 Kategori Pelayanan Informasi Melalui Internet BUMN” dari Badan Koordinasi Kehumasan tanggal 26 Oktober 2011.


“2nd Place Media Public Relations Awards 2011. Category: Stated Owned Enterprise Informations Services Through Internet” from Badan Koordinasi Kehumasan on October 26th 2011.

“Penghargaan Program Penilaian Peringkat Kinerja Perusahaan

Dalam

Pengelolaan

Lingkungan


Hidup Peringkat Hijau Periode Tahun 2010 - 2011” dari Kementerian Lingkungan Hidup tanggal 30 November 2011. “Rating

Performance

Company

Program

in

Environmental Management Awards Green rating for Period of 2010 – 2011” from Ministry of Environment on


November 30th 2011.

“Peringkat

AA (Double A; Stable Outlook)” dari

id

Panitia Pemeringkat PT Pefindo tanggal 12 Desember 2011. “idAA (Double A; Stable Outlook) Rating” from PT Pefindo on December 12th 2011.”

8


Serah terima pengalihan tugas dari Direktur Utama PT Pupuk Sriwidjaja (Persero) Bapak Ir. Arifin Tasrif kepada Direktur Utama PT Pupuk Sriwidjaja Palembang Bapak Drs. Eko Sunarko, Akt, MM, bertempat di Auditorium Gedung Annex Lantai II, pada tanggal 1 Januari 2011. Signing transfer of duties from President of Director PT Pupuk Sriwidjaja (Persero) Mr. Arifin Tasrif to President of Director PT Pupuk Sriwidjaja Palembang Mr. Eko Sunarko, taking place at Auditorium Annex Building 2nd Floor, on January 1st , 2011.

PT Pupuk Sriwidjaja berdiri tahun 1959, terhitung tanggal 12 November 2010 terjadi spin off yang memisahkan antara PT Pupuk Sriwidjaja Palembang sebagai anak perusahaan PT Pupuk Sriwidjaja (Persero), yang pada tanggal 18 April 2012 berubah nama menjadi PT Pupuk Indonesia Holding Company (PIHC). Dalam penyajian Laporan Annual Report pembanding tahun 2010 masih menggunakan data operasional PT Pupuk Sriwidjaja (Persero) selaku induk perusahaan. PT Pupuk Sriwidjaja was born on 1959, started on November 12, 2010 has already spin off that separated between PT Pupuk Sriwidjaja Palembang as a new subsidiary of PT Pupuk Sriwidjaja (Persero), at April18, 2012 change the name become PT Pupuk Indonesia Holding Company (PIHC). In reported Annual Report has comparison with 2010 year used PT Pupuk Sriwidjaja (Persero) operational date as a holding company.


9

Report of The President Commissioner





Company profile

foreword

LAPORAN Komisaris UTAMA

Realisasi laba bersih di tahun 2011 sebesar Rp1,12 triliun atau 115.81% dari RKAP. Sementara realisasi total aset sebesar Rp5,89 triliun atau 95,31% dari RKAP. Sedangkan untuk tingkat kinerja Perusahaan per 31 Desember 2011 sesuai realisasinya kriteria SEHAT kategori “AAA” dengan total skor 95,50. Realization of net profit in 2011 amounted to Rp1.12 trillion or 115.81% of RKAP, while total assets realization amounted to Rp5.89 trillion or 95.31% of RKAP. The Company’s performance rate as of December 31, 2011 according to its realization fell into HEALTHY criteria with AAA category and total score of 95.50. 10


Realisasi tonase produksi urea di tahun 2011 mencapai 1.968.410 ton atau 96.02 % dari RKAP dan realisasi tonase produksi Amonia pada tahun yang sama mencapai 1.313.310 ton atau 98,01 % dari RKAP. The realization of urea production tonnage in 2011 reached 1,968,410 tons or 96,02% of RKAP and realization of ammonia production tonnage in the same year reached 1,333,310 tons or 98.01% of RKAP.

Pemegang Saham dan pemangku kepentingan yang

Honored shareholders and stakeholders,

terhormat, Dengan mengucapkan puji syukur kepada Tuhan

With gratitude to Almighty God, the Board of

Yang Maha Esa, perkenankanlah Dewan Komisaris

Commissioners would like to present reports of our

menyampaikan serangkaian laporan pelaksanaan

oversight on the Company’s management during the

pengawasan Dewan Komisaris atas pengelolaan

year 2011.

Perusahaan selama tahun 2011. Sepanjang tahun 2011 perekonomian Indonesia

Throughout 2011 Indonesia saw an encouraging

tumbuh

6,5%.

economic growth of above 6.5%. This growth is higher

Pertumbuhan ini lebih tinggi dibandingkan dengan

than the growth in 2010 at 6.1%. On the other hand,

pertumbuhan tahun 2010 yaitu sebesar 6,1%. Di

the government is also supporting this condition by

sisi lain, pemerintah juga menopang kondisi ini

keeping the inflation below 4%. Credit interest rate

dengan menahan laju inflasi di bawah 4%. Tingkat

gradually decreased, although its decrease still not

menggembirakan

di

atas

suku bunga kredit masih berangsur menurun

as fast as deposit interest rates. While investment risk

walaupun penurunannya tidak secepat suku bunga

ratings in Indonesia have been improving as rated by

penempatan. Sementara rating risiko investasi

independent agencies, and declared as the country

di Indonesia dinilai oleh lembaga independen

with investment grade status. The status was last

semakin membaik, sehingga ditetapkan sebagai

achieved by Indonesia 15 years ago. The improving

negara dengan status investment grade. Status ini

economic conditions have helped increase demand

terakhir dicapai oleh Indonesia 15 tahun yang lalu.

for public consumption, including food consumption,

Membaiknya kondisi ekonomi tersebut telah ikut

which in turn affects the national fertilizer industry

meningkatkan permintaan konsumsi masyarakat,

including PT Pupuk Sriwidjaja Palembang.

termasuk konsumsi pangan yang pada akhirnya berpengaruh

kepada

industri

pupuk

nasional

termasuk PT Pupuk Sriwidjaja Palembang. Dengan semangat untuk mengedepankan pola

With the spirit to promote checks and balances

hubungan kerja check and balances antara Dewan

in working relationship between the Board of

Komisaris

Commissioners and the Board of Directors, and

dengan

Direksi,

dan

menghormati

tugas dan wewenang Direksi dalam pengelolaan

respect the duties and authority of the Board of

Perusahaan sesuai dengan peraturan perundang-

Directors in managing the Company in accordance

undangan dan anggaran dasar Perusahaan, Dewan

with the rules of laws and articles of association of

Komisaris

capaian

the Company, the Board of Commissioners gives

kinerja Perusahaan yang secara berkesinambungan

an appreciation for the Company’s performance

menunjukan peningkatan secara signifikan dengan

achievements that continue to significantly increase

beberapa indikator.

with several indicators.

memberikan

apresiasi

atas


11

foreword

dan nilai penjualan sudah cukup baik, meski belum

tonnage, sales tonnage and sales value has been fairly good, despite it has yet to meet the RKAP target.

sangat

Company profile

considers that the achievement of production

mencapai target RKAP. Belum tercapainya hal itu


In the operational aspect, the Board of Commissioners

bahwa pencapaian tonase produksi, tonase penjualan

atau 96.02% dari RKAP dan realisasi tonase produksi

Sementara dari aspek keuangan Dewan Komisaris

In financial aspect, the Board of Commissioners


Dari aspek operasional, Dewan Komisaris menilai

menilai manajemen telah berhasil mencapai kinerja

considers the management has successfully achieved

yang baik. Realisasi laba bersih di tahun 2011 sebesar

a good performance. Realization of net profit in 2011

Rp1,12 triliun atau 115.81% dari RKAP, sedangkan

amounted to Rp1.12 trillion or 115.81% of RKAP, while

realisasi total aset sebesar Rp5,89 triliun atau 95,31%

total assets realization amounted to Rp5.89 trillion or

dari RKAP. Untuk tingkat kinerja Perusahaan per 31

95.31% of RKAP. The Company’s performance rate as

Desember 2011 sesuai realisasinya masuk kriteria

of December 31, 2011 according to its realization fell

SEHAT kategori “AAA” dengan total skor 95,50.

into HEALTHY criteria with AAA category and total

score of 95.50.

Selain kinerja Perusahaan yang baik, Dewan Komisaris

In addition to the Company’s good performance,

menilai bahwa Direksi telah bekerja dengan kompak,

the Board of Commissioners considers the Board of

yang

It was highly affected by aging plant machineries, of

sudah berumur tua, yaitu 37 tahun sehingga tidak

dipengaruhi

37 years, that caused the production capacity could

mampu berproduksi secara optimal. Realisasi tonase

not be optimum. The realization of urea production

produksi urea di tahun 2011 mencapai 1.968.410 ton

tonnage in 2011 reached 1,968,410 tons or 96.02% of RKAP and realization of ammonia production tonnage

Amonia pada tahun yang sama mencapai 1.313.310

in the same year reached 1,333,310 tons or 98.01% of

ton atau 98,01% dari RKAP. Realisasi tonase penjualan

RKAP. Realization of fertilizer sales tonnage reached

pupuk mencapai 2.335.843 ton atau 79,59% dari

2,335,843 tons or 79.59% of RKAP, while realization

RKAP,

sedangkan

mesin-mesin

realisasi

pabrik

Amonia

of ammonia sales reached 76,971 tons or 96.37%.

mencapai 76.971 ton atau 96.37%. Sedangkan nilai

penjualan

Meanwhile, sales value of fertilizer and ammonia

penjualan pupuk dan Amonia sebesar Rp6,7 triliun

amounted to Rp6.7 trillion or 80.34% of RKAP.

atau 80.34% dari RKAP.



solid dan amanah melaksanakan tugas. Dalam upaya

Directors has good teamwork, solid and was reliable

untuk terus menjaga kinerja Perusahaan, Dewan

in performing its duties. In efforts to maintain the

Komisaris telah memberikan arahan agar Direksi juga

Company’s performance, the Board of Commissioners

melakukan langkah-langkah strategis menyikapi

has provided direction for the Board of Directors

perubahan lingkungan.

to take strategic measures in responding to the

environmental changes.

Persoalan yang akan dihadapi ke depan adalah

The problem that may be faced in the years ahead

menyangkut security of supply bahan baku berupa

is related to security of supply of raw material in the

gas. Jika saat ini Perusahaan memperoleh suplai gas

form of gas. The Company currently received gas

dengan harga USD 3,5 - 4 per MMBTU, dalam lima

supply at the price of USD3.5-4 per MMBTU, however

tahun ke depan harga tersebut pasti akan meningkat.

in the next five years the price would definitely rise.

Bahkan saat ini harga gas internasional sudah

Even today the international price of gas has reached

mencapai USD 8 - 9 per MMBTU dan jika disuplai

USD8-9 per MMBTU and if it is supplied in the form

dalam bentuk LNG dari dalam maupun luar negeri

of LNG from domestic or overseas it now has reached

saat ini telah mencapai harga USD 12 per MMBTU.

USD12 per MMBTU. Therefore in the plan of PUSRI-

Oleh karena itu dalam rencana pembangunan

IIB development that will soon be carried out, the

PUSRI-IIB yang akan segera dilaksanakan perlu

increase in gas prices needs to be calculated over the

diperhitungkan kenaikan harga gas sampai dengan

next 25 years, to minimize the Government subsidies.

25 tahun kedepan, agar subsidi Pemerintah dapat di minimalkan.

12


Perusahaan harus mampu bertransformasi menjadi

The Company must be able to transform into a

Perusahaan yang bisa menghadapi masa depan

Company that is capable in facing the future full

yang penuh tantangan. Saat ini kami melihat bahwa

of challenges. Now we consider that the Board of

Direksi sudah melakukan hal itu, dan semoga dapat

Directors has been able to do so, and hopefully can

terimplementasi dengan baik.

be implemented properly.

Komisaris menyampaikan agar peningkatan di aspek

Commissioners call for continuous improvement

Tata kelola Perusahaan/Good Corporate Governance

in the aspect of Good Corporate Governance

(GCG) untuk terus dilanjutkan dan ditingkatkan.

(GCG). With roadmap and external assessment

Dengan adanya roadmap dan external assessment

from our independent unit, we believe that GCG

dari pihak independen kami yakin penerapan GCG

implementation

beserta sosialisasinya ke seluruh karyawan akan

employees will keep improving. Besides, we also

and

its

dissemination

to

all

semakin baik. Di samping itu, kami juga mendukung

support reorganizing efforts by the management

upaya reorganisasi yang dilakukan manajemen

to support business and increase efficiency and

untuk mendukung kelancaran bisnis serta untuk

optimization. Therefore a cultural transformation is

meningkatkan efisiensi serta optimalisasi. Dengan

needed by all human resources of the Company, from

demikian diperlukan transformasi budaya oleh

the culture of parent Company into a new Subsidiary.

seluruh SDM Perusahaan, dari budaya sebagai Perusahaan induk menjadi anak Perusahaan yang baru. Dewan Komisaris dalam melaksanakan fungsi

The Board of Commissioners in performing its

pengawasan dibantu oleh Komite Audit, Komite

oversight function is assisted by Audit Committee,

GCG, Legal & SDM, Komite Investasi & Manajemen

GCG Committee, Legal & HR, Investment & Risk

Risiko, Komite Produksi dan Teknologi, dan Komite

Management Committee, Production and Technology

Pemasaran dan Distribusi yang secara efektif telah

Committee,

membantu Dewan Komisaris dalam melaksanakan

Committee, who have effectively helped the Board of

pengawasan melekat.

Commissioners apply inherent supervision.

also

Marketing

and

Distribution

Akhirnya atas nama Dewan Komisaris, menyampaikan

On behalf of Board of Commissioners, we express

apresiasi kepada seluruh jajaran Perusahaan yang

our appreciation to all personnel of the Company

telah memperkuat posisi Perusahaan sehingga

who have strengthened the Company’s position and

menimbulkan kepercayaan dan dukungan dari

gained trust and support from stakeholders.

stakeholders.

Dr. Ir. Irnanda Laksanawan, Msc. Eng. Komisaris Utama President Commissioner


13

Report of The President Director





Company profile

foreword

laporan DIREKTUR UTAMA

Strategi ke depan adalah membuat pabrik dengan teknologi terkini yang lebih efisien serta menjamin keberlanjutan Perusahaan melalui sustainability development dan transformasi proses bisnis. The future strategies are to develop plants with the latest technology that is more efficient and guarantees the continuity of the Company through sustainable development and business process transformation.

14


Nilai penjualan pupuk dan Amonia sebesar Rp6,7 triliun atau 80,34% dari RKAP. The value of fertilizer and ammonia sales amounted to Rp6.7 trillion or 80.34% of RKAP.

Pemegang Saham yang terhormat,

Honorable Shareholders,

Dengan terlebih dahulu memanjatkan puji syukur

With gratitude to Almighty God, we would like to

ke

kami

present PT Pupuk Sriwidjaja Palembang Annual

menyampaikan Annual Report PT Pupuk Sriwidjaja

Report on its operational performance in 2011 for the

Palembang atas pencapaian hasil-hasil usaha selama

year ended December 31, 2011.

hadirat

Allah

SWT,

perkenankanlah

tahun 2011 yang berakhir pada tanggal 31 Desember 2011. Industri pupuk nasional

memasuki babak baru

National fertilizer industry has entered a new phase

sejarah dengan perubahan struktur holding yang

of history with structure change in the holding of

membawahi

pupuk

fertilizer companies in Indonesia. This change follows

di Indonesia. Perubahan ini menyusul setelah

the holding restructuring at the end of 2010. The

restrukturisasi

transfer of rights and obligations related to spin-off

Perusahaan-Perusahaan holding

di

akhir

tahun

2010.

Pengalihan hak dan kewajiban sehubungan dengan

took effect on January 1, 2011.

spin-off berlaku efektif tanggal 1 Januari 2011. Pada awal tahun 2011 manajemen pasca spin-off

The management in early 2011 after spin-off began

memulai kerja

yang berfokus kepada sejumlah

to work with focus on a number of main priorities.

Pekerjaan besar kami antara

Our major works included how to reorganize the

prioritas utama. lain

bagaimana membenahi administrasi dalam

administration to complete the status of PT Pupuk

rangka kelengkapan dari status PT Pupuk Sriwidjaja

Sriwidjaja Palembang as a new subsidiary of PT Pupuk

Palembang sebagai anak Perusahaan baru PT Pupuk

Indonesia (Persero), which was formerly PT Pupuk

Indonesia (Persero), sebelumnya bernama PT Pupuk

Sriwidjaja (Persero). The mandate of GMS allowed the

Sriwidjaja (Persero). Amanat RUPS memberikan

management to settle administrative matters from

waktu enam bulan pertama kepada manajemen

parent company to subsidiary in the first six months.

untuk menyelesaikan masalah administrasi dari

The second semester, it identifies any changes in the

induk menjadi anak Perusahaan. Enam bulan

business environment, including matters related to

kedua, mengidentifikasi apa saja yang berubah di

plants, warehouses, ports, HR, and organization.

lingkungan bisnis, baik menyangkut pabrik, gudang, pelabuhan, SDM, serta masalah organisasi.


15

foreword Company profile management discussion and analysis

Tantangan

Challenges

Sepanjang tahun 2011 PT Pupuk Sriwidjaja Palembang

Throughout 2011, PT Pupuk Sriwidjaja Palembang

menghadapi beberapa masalah sejalan dengan umur

faced several problems in line with the aging plants

pabrik yang tua sehingga beberapa peralatan pabrik

that caused damage to their equipment and led to

mengalami kerusakan yang mengakibatkan pabrik

shut down of the plants. Besides, limited supply of

shut down. Disamping itu keterbatasan pasokan

natural gas due to decreasing rate of flow, pressure

bahan baku gas bumi yang disebabkan menurunnya

and disruption of compressor. However, the Company

laju alir, tekanan dan adanya gangguan kompresor.

continues to coordinate with natural gas suppliers in

Namun demikian Perusahaan terus melakukan

South Sumatra in order to increase supplies.

koordinasi dengan para pemasok gas bumi yang ada di Sumatera Selatan dalam rangka meningkatkan pasokan.

Pusri II berusia 38 tahun, Pusri III berusia 36 tahun,

plant is 38 years old, Pusri III plant is 36 years old, Pusri

Pusri IV berusia 35 tahun dan Pusri IB berusia 19 tahun,

IV plant is 35 years old and Pusri IB plant is 19 years

menyebabkan penggunaan bahan baku menjadi tidak

old, have impact use gas as raw material have not

efisien, sehingga perlu dilakukan revitalisasi pabrik yang

efficient, the revitalization is needed for Pusri II was substituted Pusri IIB plant that has been approved

Pusri IIB, dimana hal ini telah mendapat persetujuan dari

by Shareholders. The construction was expected to

Pemegang Saham. Diharapkan pembangunan dapat

begin in 2012 and production to start in 2015, so that

dimulai pada tahun 2012 dan mulai berproduksi tahun

the production will increase according to domestic

2015, sehingga kapasitas produksi meningkat secara

demand of fertilizer.


With our plants have been majority old where Pusri II

akan dimulai dengan pabrik Pusri II digantikan oleh


Dengan usia pabrik yang mayoritas cukup tua dimana

Dalam rangka efisiensi pemakaian gas bumi yang

In efforts to use natural gas efficiently as raw materials

digunakan sebagai bahan baku dan juga untuk bahan

as well as fuel (to produce steam and electricity), the

bakar (produksi steam dan listrik), maka Perusahaan

Company planned to convert the use of natural gas-

merencanakan pengalihan penggunaan bahan bakar

based fuel to coal-based fuel. The effort was carried

berbasis gas bumi ke bahan bakar berbasis batubara.

out to substitute natural gas with coal to fuel steam

Upaya

mengganti

and power generators so that natural gas can be

pembangkit steam dan listrik yang berbahan bakar

used as raw material. Study on replacement of Steam

memadai untuk mengimbangi kenaikan permintaan


pupuk dalam negeri.

tersebut

dilakukan

dengan

gas bumi dengan bahan bakar batubara sehingga

Turbine Generator (STG) and Coal Boiler has been

pemakaian gas bumi dapat dialihkan sebagai bahan

conducted in 2011 and obtained approval for its

baku. Kajian penggantian Steam Turbine Generator

implementation from the Shareholders.

(STG) dan Boiler Batubara telah dilakukan pada tahun 2011 dan telah memperoleh persetujuan dari Pemegang Saham untuk pelaksanaannya.

16

Dalam bidang distribusi, Perusahaan menghadapi

In distribution activities, the Company faced

kendala sehubungan dengan alur sungai Musi yang

obstacles related to Musi River line which in the past

dahulu memiliki kedalaman memadai untuk dilalui

used to have sufficient depth to be passed by vessels

kapal-kapal pengangkut pupuk. Saat ini sungai Musi

carrying fertilizers. At present Musi River has been

sudah semakin dangkal, akibatnya kapal urea curah

getting more shallow that caused the Company’s

milik yang berkapasitas 8.500 DWT hanya mampu

urea bulk vessels with capacity 8,500 DWT can only

memuat 6.000 – 6.500 ton.

carry between 6,000 and 6,500 tons of fertilizer.


Sebagai jalan keluar direncanakan pengadaan kapal

As a solution, the Company had planned to procure

SPUB (Self Propelled Urea Barge) yang mempunyai draft

Self Propelled Urea Barge (SUPB) which has more

kedalaman lebih rendah jika dibandingkan kapal urea

shallow draft compared to existing urea vessels and in

yang ada saat ini dan selama tahun 2011 Perusahaan

2011 the Company has conducted a review as well as

telah melakukan kajian dengan berkonsultasi dengan

consulted institutions that are competent in shipping

lembaga yang kompeten di bidang perkapalan dan

area and obtained approval from the Shareholders for

telah mendapatkan persetujuan dari Pemegang

its implementation.

Saham untuk pelaksanaannya.

Kinerja 2011

2011 Performance

Perusahaan pada tahun 2011 telah dapat memenuhi

In 2011 the Company has fulfilled its domestic market

kewajiban penyediaan pupuk dalam negeri baik

obligation of fertilizer supply both for food and

untuk sektor pangan maupun non pangan, walaupun

non-food sectors, despite the considerably tough

ditengah tantangan yang cukup berat yaitu adanya

challenge of increasingly unpredictable climate

perubahan iklim yang kian sulit diprediksi yang

change that affected demand/supply of fertilizer in

mempengaruhi kebutuhan/penyediaan pupuk di

the country. With the implementation of the Definitive

dalam negeri. Dengan telah dilaksanakannya pola

Plan for Group Needs (RDKK) implementation

Rencana Definitif Kebutuhan Kelompok (RDKK) serta

scheme as well as coordination of distribution system

koordinasi pengaturan sistem distribusi dengan

arrangement with other fertilizer member producers

produsen pupuk anggota holding lainnya, maka

of the holding, the stability of domestic fertilizer

kestabilan harga dan pasokan pupuk dalam negeri

prices and supplies can be properly maintained. For

dapat dijaga dengan baik. Untuk sektor non pangan,

non food sector, the company profit was added with

keuntungan perusahaan bertambah dengan adanya

quota export sales and urea price export more higher,

realisasi penjualan kuota ekspor dan harga ekspor

also the sales to plantation and industry .

urea yang lebih tinggi, selain penjualan ke sektor perkebunan dan industri. Dari sisi operasional, realisasi tonase produksi urea

In the operational aspect, realization of urea

di tahun 2011 mencapai 1.968.410 ton atau 96,02%

production tonnage in 2011 reached 1,968,410

dari RKAP dan realisasi tonase produksi Amonia

tons or 96.02% of RKAP and realization of ammonia

pada tahun yang sama mencapai 1.313.310 ton atau

production tonnage in the same year amounted

98,01% dari RKAP. Realisasi tonase penjualan pupuk

to 1,313,310 tons or 98.01% of RKAP. Realization of

mencapai 2.335.843 ton atau 79,59% dari RKAP,

fertilizer sales tonnage reached 2,335,843 tons or

sedangkan realisasi penjualan Amonia mencapai

79.59% of RKAP, while realization of ammonia sales

76.971 ton atau 96,37%. Nilai penjualan pupuk dan

reached 76,971 tons or 96.37%. The value of fertilizer

Amonia sebesar Rp6,7 triliun atau 80,34% dari RKAP.

and ammonia sales amounted to Rp6.7 trillion or 80.34% of RKAP.

Untuk tingkat kinerja Perusahaan per 31 Desember

The Company’s level of performance as of December

2011, sesuai realisasinya yang berpedoman kepada

31, 2011, in line with its realization that refers to SOEs

SK Menteri Negara BUMN No. Kep-100/MBU/2002,

State Minister Decree No. Kep-100/MBU/2002, fell

masuk dalam kriteria SEHAT kategori “AAA” dengan

into HEALTHY criteria with “AAA” category and total

total skor 95,50.

score of 95.50.


17


Prospek ke Depan

Future Prospect

Saat ini urea merupakan produk utama Perusahaan

Urea is currently the main product of the Company

yang dibutuhkan bagi pertanian dan perkebunan.

that is needed by agriculture and plantations. On the

Di sisi lain dewasa ini penggunaan pupuk organik

other hand, the government nowadays continues to

memang terus digalakkan oleh pemerintah. Meskipun

promote the use of organic fertilizers. Nevertheless,

demikian kebutuhan permintaan urea masih tetap

urea domestic and overseas demand remains high.

tinggi baik dalam negeri maupun luar negeri. Untuk

For domestic market demand, Indonesia as an

kebutuhan pasar dalam negeri, Indonesia sebagai

agrarian country still needs urea fertilizer for its food

negara agraris tetap akan memerlukan pupuk urea

security.

sebagai ketahanan pangan.

Komitmen GCG

GCG Commitment

Perusahaan telah menerapkan tata kelola Perusahaan

The

implements

Good

Corporate

yang

menjadi tuntutan dewasa ini, maka agar GCG dapat

of companies today, to properly implement GCG

diterapkan dengan baik telah dilakukan antara lain

some activities have been carried out including

sosialisasi Code of Conduct (Pedoman Perilaku) di

dissemination of Code of Conduct to all employees at

seluruh lapisan karyawan, sehingga semua karyawan

all levels, to raise their awareness and understanding

menyadari dan mengerti arti pentingnya penerapan

of the importance to implement GCG. In addition,

GCG. Selain itu juga dilakukan peninjauan kembali

a review on Standard Operating Procedures (SOP)

Prosedur Operasional Baku (POB) secara dinamis

is conducted dynamically to follow business

untuk mengikuti perkembangan bisnis dan agar

development and adhere to the principles of

sesuai dengan prinsip kepatuhan pada peraturan dan

compliance with existing rules and regulations.

atau


Company

Governance (GCG) that has become a requirement

Good Corporate Governance (GCG)


perundang-undangan yang berlaku. Terkait dengan pelaksanaan pengawasan internal,

In accordance with apply the internal audit, Company

Perusahaan melakukan evaluasi terhadap penerapan

has already done evaluation for internal audit

sistem pengawasan internal yang berbasis risiko (Risk

implementation system with risk based.


Based Internal Audit). Kami bersyukur bahwa pencapaian implementasi

We are grateful that the Company’s achievement

GCG Perusahaan telah meraih standar cukup tinggi.

in GCG implementation has reached a fairly high

Implementasi GCG yang dilakukan oleh Badan

standard. The GCG implementation by PT Pupuk

Pengawasan Keuangan dan Pembangunan (BPKP)

Sriwidjaja Palembang was assessed by South Sumatra

Perwakilan Provinsi Sumatera Selatan, PT Pupuk

Financial and Development Supervisory Board (BPKP)

Sriwidjaja Palembang memperoleh skor 82,66 dari

and earned the score of 82.66 out of 100 score and

maksimal skor 100 dan termasuk kategori BAIK.

was in the GOOD category.

Regenerasi SDM

HR Regeneration bidang

The Company is currently facing a problem in

pengembangan Sumber Daya Manusia (SDM).

Human Resources (HR) development. The number of

Saat ini jumlah karyawan berumur diatas 50 tahun

employees aged above 50 years is currently 43.30% of

sebanyak sekitar 43,30%. Dalam waktu lima tahun ke

total employees. In the next five years a total of 1,188

depan mereka akan pensiun sebanyak 1.188 orang

employees will retire hence it requires immediate

yang harus segera dilakukan regenerasi.

regeneration.

Perusahaan

18


menghadapi

masalah

di

Karena itu sejak tahun 2011 hingga lima tahun

Therefore, since 2011 untill five next year we will

kedepan

secara

recruit with sustainable. 247 new employees were

berkesinambungan. Pada tahun 2011 telah diadakan

recruited in 2011 with educational background of

rekrutmen karyawan baru sebanyak 247 orang

High School, Associate Degree and Bachelor’s Degree.

akan

dilakukan

rekrutmen

dengan tingkat pendidikan SLTA, D3 dan S1. Untuk menciptakan karyawan yang memiliki kualitas

The Company conducts various trainings in order

prima di bidang pekerjaannya maka dilakukan

to create employees with excellent qualities in

berbagai

yang

their respective fields of work. The trainings cover

diselenggarakan meliputi knowledge management

pelatihan.

knowledge management and supporting trainings

dan

including certified trainings and opportunities to

pelatihan

Pelatihan-pelatihan

penunjang

termasuk

pelatihan

bersertifikat serta memberikan kesempatan tugas

study in various universities in Indonesia.

belajar di berbagai perguruan tinggi di Indonesia.

Strategi ke Depan

Future Strategies

Perusahaan menyusun strategi ke depan setelah

The Company formulates future strategies after

melakukan evaluasi terhadap perubahan lingkungan

evaluating change of business environment. The

bisnis yang terjadi. Strategi ke depan adalah membuat

future strategies are to develop plants with the latest

pabrik dengan teknologi terkini yang lebih efisien

technology that is more efficient and guarantees

serta menjamin keberlanjutan Perusahaan melalui

the continuity of the Company through sustainable

sustainability development dan transformasi proses

development and business process transformation.

bisnis. Selanjutnya mengoperasikan pabrik dengan

Then to operate plants properly to increase the

baik sehingga jumlah on stream days menjadi lebih

number of on stream days. The organization was

tinggi. Jika semula organisasi ini induk Perusahaan

previously an operating holding company, now

(operating holding), sekarang berubah menjadi anak

it changed into a Subsdiary. This undoubtedly

Perusahaan. Sudah tentu akan mengubah pola, etika

changed its patterns, ethics and business practices.

dan praktek bisnis yang ada. Transformasi organisasi

Transformation of organization was also conducted

juga dilakukan dengan cara mereview kembali visi

by reviewing the Company’s vision and mission and

dan misi serta budaya Perusahaan.

also Corporate culture.

Penutup

Closure

Akhir kata, saya, atas nama seluruh jajaran Direksi

On behalf of all members of PT Pupuk Sriwidjaja

PT Pupuk Sriwidjaja Palembang, mengucapkan

Palembang Board of Directors, I would like to express

terima kasih kepada Pemegang Saham, Dewan

gratitude to Shareholders, Board of Commissioners,

Komisaris, Karyawan, Mitra Usaha, Pemerintah serta

Employees, Business Partners, the Government and

segenap pemangku kepentingan atas dukungan

all Stakeholders for their support and trust, that allows

dan kepercayaannya, sehingga Perusahaan dapat

the Company to reach a satisfactory performance

mencapai kinerja yang memuaskan dan melanjutkan

and continue its success in supporting national food

keberhasilannya mendukung ketahanan pangan

security.

nasional.

Drs. Eko Sunarko, Akt., MM Direktur Utama President Director PT Pupuk Sriwidjaja Palembang Laporan Tahunan 2011 Annual Report

19





Company profile

foreword

Board of Commissioners

DEWAN Komisaris

20

PT Pupuk Sriwidjaja Palembang

Laporan Tahunan 2011 Annual Report

1

Dr. Ir. Irnanda Laksanawan, M.Sc.Eng.

4

Komisaris Utama President of Commissioner

2

Dr. Ir. Siti Nurbaya Bakar, M.Sc.

5

Komisaris Commissioner

3

Ir. H. Maulana Joesoef Singedekane, MM

6

Ir. Indra Jaya HM Komisaris Commissioner

6


4

Drs. Achmad Asyik, MM Komisaris Commissioner

Prof. Amzulian Rifai, SH, LLM, Ph.D Komisaris Commissioner

5 1

2

3


21

Profile of Board of Commissioners


Company profile

foreword

Profil dewan komisaris

Dr. Ir. Irnanda Laksanawan, M.Sc.Eng. Komisaris Utama


President of Commissioner

Lahir di Surabaya, 7 Januari 1962. Lulus dari Jurusan Teknik Mesin, Fakultas Teknologi Industri (FTI) Institut Teknologi Sepuluh Nopember (ITS) Surabaya pada 1986. Doktor (Ph.D.) Bidang Business Management University of South Australia (2003-2007). Master of Science Engineering (M.Sc.Eng.) Program Pascasarjana Bidang Integrated Management System & Business Administration dari School of Production & Manufacturing Engineering dan Business School University of Birmingham, The United Kingdom (1989-1990). Beliau pernah menjabat sebagai Deputi Menteri BUMN Bidang Usaha Industri Strategis & Manufaktur, Kementerian Badan Usaha Milik Negara, selain itu juga pernah menjabat sebagai komisaris sejumlah BUMN antara lain Komisaris Utama PT Asuransi Jasindo (Persero), Komisaris Utama PT Terminal Peti Kemas Surabaya, Komisaris Utama PT IGLAS, dan Komisaris PT Pertamina. Menjabat Komisaris Utama PT Pupuk Sriwidjaja Palembang sejak 19 Januari 2011 sampai 20 Januari 2012. Born in Surabaya on January 7, 1962. Graduated from Mechanical Engineering Department, Faculty of Industrial Engineering at Sepuluh November Institute of Technology (ITS) Surabaya in 1986. A PhD in Business Management from University of South Australia (2003-2007). Master of Science Engineering (M.Sc.



Eng). A graduate in Integrated Management System & Business Administration Graduate Program from School of Production & Manufacturing Engineering and Business School University of Birmingham, The United Kingdom (1989-1990). He served as Deputy Minister of Strategic Industry and Manufacture for SOEs Minister, Ministry of State-owned Enterprises, also previously served as commissioner at a number of SOEs including President Commissioner of PT Asuransi Jasindo (Persero), President Commissioner of PT Terminal Peti Kemas Surabaya, President Commissioner of PT IGLAS, and Commissioner of PT Pertamina. Served as President Commissioner of PT Pupuk Sriwidjaja Palembang since January 19, 2011 to January 20, 2012.

22


Lahir di Jakarta pada 28 Agustus 1956. Menyelesaikan studi strata 1 pada tahun 1979 di Institut Pertanian Bogor. Pada tahun 1988 menamatkan program pasca sarjana di International Institute for Aerospace Survey and Earth Sciences (ITC),Enschede, Belanda. Meraih gelar Doktor di tahun 1998 setelah tamat dari Institut Pertanian Bogor, kolaborasi dengan Siegen University, Jerman. Pada tahun 1998 menjadi Kepala Perencanaan pada Departemen Dalam Negeri RI, dan menjadi Sekretaris Jendral Depdagri pada tahun 2001. Sejak tahun 2006, menjabat sebagai Sekjen DPD RI

Dr. Ir. Siti Nurbaya Bakar, M.Sc. Komisaris

hingga kini. Menjabat Komisaris PT Pupuk Sriwidjaja Palembang sejak 19 Januari 2011 sampai dengan saat ini.

Commissioner Born in Jakarta on August 28, 1956. Completed her undergraduate studies in 1979 at Bogor Institute of Agriculture. In 1988 she completed graduate program at the International Institute for Aerospace Survey amd Earth Sciences (ITC), Enschede, Netherlands. Earned her Doctoral degree in 1998 after graduating from Bogor Institute of Agriculture, in collaboration with Siegen University, Germany. In 1998 served as Head of Planning at Home Affairs Ministry of Republic of Indonesia and became Secretary General at the ministry on 2011. Since 2006, served as Secretary General for Regional Representatives Council of Republic of Indonesia. Serving as Commissioner of PT Pupuk Sriwidjaja Palembang since January 19, 2011 until now.

Lahir pada 6 Februari 1949 di Palembang. Menyelesaikan studi Strata 1 Jurusan Teknik Sipil Universitas Sriwijaya pada tahun 1977. Melanjutkan pendidikan pada Program Magister Management LABORA di Jakarta pada tahun 2001. Sejak tahun 1978 bergabung dengan Departemen Pekerjaan Umum dengan jabatan terakhir sebagai Widyaiswara Madya Pusdiklat Departemen PU. Menjabat Komisaris PT Pupuk Sriwidjaja Palembang sejak 19 Januari 2011 sampai dengan saat ini. Born in February 6, 1949 in Palembang. Completed his


Undergraduate studies at Civil Engineering of Sriwijaya

Komisaris

Program LABORA, Jakarta, in 2001. Since 1978, joined Public

Commissioner

Works Department with the latest post as Widyaiswara Madya

University in 1977. Continued his study at Master of Management

of Education and Training Center at the ublic Works Department. Serving as Commissioner of PT Pupuk Sriwidjaja Palembang since January 19, 2011 until now.


23


foreword Company profile

Lahir di Palembang pada 25 Agustus 1946, merupakan seorang

/ Gamas Dam II / Sriwijaya di tahun 1994. Pada tahun 1995

Purnawirawan TNI. Menyelesaikan pendidikan AKABRI di tahun 1970, melanjutkan program sarjana di STIA LAN RI pada tahun 1988 dan Magister Manajemen di tahun 1998. Posisi terakhir di bidang militer adalah sebagai Dandim 0407 / BU Rem 041 menjadi Anggota DPRD TK I Sumatera Selatan selama satu tahun. Kemudian sejak tahun 1996-2001 menjabat sebagai Bupati KDH TK II Bengkulu Utara. Menjabat Komisaris PT Pupuk Sriwidjaja

Drs. Achmad Asyik, MM Komisaris Commissioner

Palembang sejak 19 Januari 2011 sampai dengan saat ini. Born in Palembang on August 25, 1946, and an Armed Forces (TNI) retiree. Completed his studies at AKABRI in 1970, and continued his study in undergraduate program of STIA LAN RI in 1988 and Master of Management in 1998. His last post in the


militart was Commander of Military District 0407/BU Rem 041/ Gamas Dam II/ Sriwijaya in 1994. In 1955, became a member of South Sumatra Province Regional House of Representatives for a year. Since 1996 to 2001 served as North Bengkulu Regent. Serving as Commissioner PT Pupuk Sriwidjaja Palembang since


January 19, 2011 until now.

Lahir 11 November 1952. Meraih gelar Sarjana Teknik Kimia dari Universitas Gadjah Mada pada tahun 1979. Mengawali karir di PT Pupuk Sriwidjaja (Persero) sejak tahun 1979 dengan jabatan terakhir Kepala Kompartemen Produksi (2002 - 2004). Sejak September tahun 2004 hingga saat ini menjabat sebagai Direktur


Produksi PT Pupuk Sriwidjaja (Persero). Menjabat Komisaris PT Pupuk Sriwidjaja Palembang sejak 19 Januari 2011 sampai dengan saat ini.

Ir. Indra Jaya HM Komisaris Commissioner

Born on November 11, 1952. Earned his Bachelor’s degree from Chemical Engineering of Gajah Mada University in 1979. Starting his career at PT Pupuk Sriwidjaja (Persero) since 1979 with the last post was Head of Production Compartment (2002-2004). Since September 2004 until now, serving as Production Director of PT Pupuk Sriwidjaja (Persero). Serving as Commissioner of PT Pupuk Sriwidjaja Palembang since January 19, 2011 until now.

24


Pria kelahiran 2 Desember 1964 ini adalah Guru Besar Fakultas Hukum Universitas Sriwijaya (Unsri), Palembang. Saat ini menjabat sebagai Dekan Fakultas Hukum dan sebelumnya menjabat Ketua Program Studi Ilmu Hukum (S2) Pasca Sarjana Unsri. Menamatkan S1 Hukum di Unsri pada tahun 1988, dilanjutkan dengan menyelesaikan studi Magister Hukum di Melbourne University pada tahun 1995. Gelar Ph.D diraihnya di tahun 2002 dari Monash University, Australia. Aktif menjadi pembicara di berbagai forum nasional maupun internasional.

Prof. Amzulian Rifai, SH, LLM, Ph.D Komisaris

Menjabat Komisaris PT Pupuk Sriwidjaja Palembang sejak 19 Januari 2011 sampai dengan saat ini.

Commissioner Born on December 2, 1964 and a Professor at Law Faculty of Sriwijaya University (Unsri), Palembang. His current post is Dean of Law Faculty after previously served as Head of Law Studies Graduate Program (S2) at Unsri. Completed Bachelor’s degree of Law at Unsri in 1988, and completed to Graduate study of Law at Melbourne University in 1995. He earned PhD degree in 2002 from Monash University, Australia. He has been active as speaker in various national and international forums. Serving as Commissioner of PT Pupuk Sriwidjaja Palembang since January 19, 2011 until now.


25

Board of Directors




Company profile

foreword

DEWAN DIREKSI

1

Drs. Eko Sunarko, Akt., MM

4 Ir. Benny Haryoso, MT

Direktur Utama President Director

Direktur Teknik dan Pengembangan Engineering and Development Director

2

Ir. M. Djohan Safri, MM

5 Irwansyah, SE

Direktur Produksi Production Director

Direktur SDM dan Umum


HR and General Affairs Director

3

Drs. Hilman Taufik, Ak.,MM Direktur Komersil Commercial Director

2

26


3

5

4 1


27

Profile of Board of Directors

foreword

Profil dewan DIreksi

Company profile

Lahir pada 17 Juli 1956 di Mojokerto. Menyelesaikan pendidikan S1 Ekonomi / Akuntansi di Universitas Airlangga pada tahun 1982. Kemudian melanjutkan studi S2 di Universitas Gadjah Mada dengan jurusan Keuangan Perbankan dan selesai pada tahun 1993. Mengawali karir di industri pupuk dengan bergabung pada


PT Pupuk Kaltim sejak tahun 1982. Jabatan terakhir di PT Pupuk Kaltim sebagai Direktur Keuangan tahun 2004-2010. Terhitung Januari 2011, mengemban tugas sebagai Direktur Utama PT Pupuk Sriwidjaja Palembang.

Drs. Eko Sunarko, Akt., MM Direktur Utama

Born on July 17, 1956 in Mojokerto. Completed his undergraduate

President Director

study of Economics/Accountancy at Airlangga University in 1982. Continued his graduate study at Gadjah Mada University in Finance and Banking and graduated (?) in 1993. Started his career


in fertilizer industry by joining PT Pupuk Kaltim since 1982. His last post at PT Pupuk Kaltim was Finance Director in 2004-2010. Since January 2011, he has been assigned as President Director of


PT Pupuk Sriwidjaja Palembang.

Lahir di Surabaya pada 22 Mei 1963. Memperoleh gelar Sarjana Teknik Kimia dari Institut Teknologi Sepuluh Nopember Surabaya pada tahun 1987. Menyelesaikan Program Magister Manajemen di Universitas Sriwijaya pada tahun 2001. Mengawali karir di PT Pusri sejak tahun 1987 di Departemen Teknik Produksi, hingga menjabat sebagai Sekretaris Perusahaan tahun 2007-2008.


Pada tahun 2008-2010 dipercayai sebagai GM SBU Perkapalan. Terhitung Januari 2011 menjabat sebagai Direktur Produksi PT Pusri Palembang.

Ir. M. Djohan Safri, MM Direktur Produksi

Born in Surabaya on May 22, 1963. Earned his Bachelor’s degree

Production Director

in Chemical Engineering from Sepuluh November Institute of Technology Surabaya in 1987. Completed Master of Management Program at Sriwijaya University in 2001. Started his career at PT Pusri since 1987 in Production Engineering, until he served as Corporate Secretary in 2007-2008. In 2008-2010 he was assigned as Fleet General Manager. Since January 2011 he has served as Production Director of PT Pusri Palembang.

28


Lahir pada 4 Juni 1965 di Sukabumi. Meraih gelar Sarjana Ekonomi pada Universitas Padjadjaran, Bandung pada tahun 1988 dan melanjutkan program Magister Manajemen Pemasaran di Jakarta pada tahun 2000. Mengawali karir di industri pupuk pada PT Pupuk Kujang, Cikampek. Sebelum akhirnya menjadi Direktur Komersil PT Pupuk Sriwidjaja Palembang, beliau menduduki jabatan sebagai GM Pemasaran PT Pupuk Kujang selama 2 tahun. Born on June 4, 1965 in Sukabumi. Earned his Economic degree

Drs. Hilman Taufik, Ak.,MM

from Padjadjaran University, Bandung in 1988 and continued

Direktur Komersil

to Master of Marketing Management program in Jakarta in

Commercial Director

2000. Started his career in fertilizer industry at PT Pupuk Kujang, Cikampek. Prior to serving as Commercial Director at PT Pupuk Sriwidjaja Palembang, he held a post of Marketing General Manager of PT Pupuk Kujang for two years.

Lahir di Bandung pada 11 Mei 1959. Menempuh kuliah di jurusan Teknik Kimia ITB dan lulus pada tahun 1985. Kemudian meneruskan program S2 jurusan Teknik Kimia pada institut yang sama, selesai di tahun 1997. Bergabung dengan PT Pusri sejak tahun 1985 hingga menjabat sebagai GM Rencana Pengembangan & Usaha di tahun 2010. Terhitung Januari 2011 menjabat sebagai Direktur Teknik & Pengembangan PT Pupuk Sriwidjaja Palembang.

Ir. Benny Haryoso, MT

Born in Bandung on May 11, 1959. He pursued his study at

Direktur Teknik dan Pengembangan

Chemical Engineering at Bandung Institute of Technology

Engineering and Development

and graduated in 1985. He continued his graduate program

Director

in Chemical Engineering at the same institute in 1997. Joined PT Pusri since 1985 until he served as Business Development Planning General Manager in 2010. Since January 2011 he has served as Engineering & Development of PT Pupuk Sriwidjaja Palembang.


29


Lahir di Palembang pada 3 Desember 1957. Menyelesaikan pendidikan akuntansi pada Akademi Accounting Jayabaya (Jakarta) pada tahun 1982. Melanjutkan studi di Universitas Trunajaya (Bontang) jurusan Manajemen dan lulus pada tahun 1997. Bergabung dengan PT Pupuk Kaltim sejak tahun 1982


dengan jabatan terakhir sebagai Kakom Pemasaran. Terhitung sejak pengalihan tugas tanggal 1 Januari 2011, menjabat sebagai Direktur SDM & Umum PT Pupuk Sriwidjaja Palembang.

Irwansyah, SE Direktur SDM dan Umum HR and General Affairs Director

Born in Palembang on December 3, 1957. Completed his accountancy studies at Jayabaya Accounting Academy, Jakarta, in 1982. Continued his study at Trunajaya University, Bontang, majoring in Management and graduated in 1997. Joined PT Pupuk Kaltim since 1982 with the last post as Head of Marketing


Compartment. Since the transfer of duties on January 1, 2011, he has served as HR & General Affairs Director of PT Pupuk Sriwidjaja



Palembang.

30


Company Profile

foreword

profil Perusahaan

INFORMASI SINGKAT Perusahaan

Company profile

Name :



Bidang Usaha :

Line of Business :

Industri, perdagangan, jasa di bidang perpupukan,

Industry, trade and service of fertilizer,

petrokimia, agrokimia, agro industri dan kimia

petrochemical, agrochemical, agro industry and

lainnya.

other chemicals.

Kepemilikan :

Ownership :

PT Pupuk Sriwidjaja (Persero) 99,9998 %

PT Pupuk Sriwidjaja (Persero) 99.9998 %

Yayasan Kesejahteraan Karyawan PT Pupuk

Yayasan Kesejahteraan Karyawan PT Pupuk

Sriwidjaja 0,0002 %

Sriwidjaja 0.0002 %

Tanggal Pendirian :

Date of Establishment :

Tanggal 12 November 2010

November 12, 2010

Dasar Pendirian :

Deed of Establishment :


Nama :


Company Information

Akta notaris Fathiah Helmi, S.H. No. 14 Tanggal 12

Notarial deed of Fathiah Helmi, S.H. No. 14 Dated

November 2010.

November 12, 2010.

Anggaran Dasar yang disahkan oleh Menteri

Articles of Association ratified by Minister of Justice

Hukum dan HAM dengan surat keputusan tanggal

and Human Rights in decree dated December 13,

13 Desember 2010 No.AHU- 57993.AH.01.01 tahun

2010 No. AHU- 57993.AH.01.01 tahun 2010.


2010. Modal Dasar :

Authorized Capital :

Rp 15.000.000.000.000,00

Rp. 15,000,000,000,000.00

Modal Ditempatkan dan Disetor penuh:

Issued and Fully Paid up Capital:

Rp 3.904.782.000.000,00 atau 3.904.782 lembar

Rp. 3,904,782,000,000.00 or 3,904,782 shares


saham

32

KANTOR PUSAT:

HEAD OFFICE:

Jl. Mayor Zen,

Jl. Mayor Zen,

Palembang 30118 - INDONESIA

Palembang 30118 - INDONESIA

Tel. 62-(711)-712222, 712111

Tel. 62-(711)-712222, 712111

Fax. 62-(711)-712100, 712020

Fax. 62-(711)-712100, 712020

Kantor Perwakilan Jakarta :

Jakarta Representative Office:

Jl. Taman Anggrek, Kemanggisan Jaya,

Jl. Taman Anggrek, Kemanggisan Jaya,

Jakarta 11480 - INDONESIA

Jakarta 11480 - INDONESIA

Tel. 62-(21)-5481208

Tel. 62-(21)-5481208

Fax. 62-21-5305281, 5480607

Fax. 62-21-5305281, 5480607

Website: www.pusri.co.id

Website: www.pusri.co.id

Email: [email protected]

Email: [email protected]


Sekilas Perusahaan Company in brief

Transformasi Menuju Perusahaan yang Kuat dan Tumbuh Lahir dari sebuah restrukturisasi, PT Pupuk Sriwidjaja Palembang bertekad menjadi Perusahaan yang kuat dan tumbuh dalam industri pupuk di tingkat Nasional maupun Regional. Transformation Towards Strong and Thriving Company Established from a restructuring, PT Pupuk Sriwidjaja Palembang strives to become a strong and thriving Company in National and Regional fertilizer industry.


pada

PT Pupuk Sriwidjaja Palembang was formed on

tanggal 12 November 2010 sebagai anak Perusahaan

dibentuk

November 12, 2010 as a new Subsidiary of PT

baru

PT Pupuk Sriwidjaja (Persero). Berdasarkan

Pupuk Sriwidjaja (Persero). Based on Extraordinary

Rapat Umum Pemegang Saham Luar Biasa (RUPS-LB)

General Meeting of Shareholders (EGMS) on

pada tanggal 24 Desember 2010, PT Pupuk Sriwidjaja

December 24, 2010, PT Pupuk Sriwidjaja (Persero) as

(Persero) sebagai Holding memisahkan aktiva dan

Holding company separated its assets and liabilities

pasiva melalui mekanisme spin-off kepada PT Pupuk

through spin-off mechanism to PT Pupuk Sriwidjaja

Sriwidjaja Palembang.

Palembang.


33

foreword

yang fokus mengoperasikan produksi, distribusi, dan

focus on operating fertilizer production, distribution and marketing. This step is followed by management

manajemen di berbagai bidang.

transformation in various areas.

Meskipun secara legal dibentuk pada akhir tahun

Although it was legally established at the end of

2010, namun Perusahaan telah mempunyai sejarah

2010, the Company has had a long history through the operations of PT Pupuk Sriwidjaja which was

didirikan pada tanggal 24 Desember 1959. Saat itu,

founded on December 24, 1959. At the time, PT Pupuk

PT Pupuk Sriwidjaja merupakan Perusahaan yang

Sriwidjaja was a Company that aimed to carry out and

bertujuan melaksanakan dan menunjang kebijakan

support the government’s policies and programs in

serta program pemerintah di bidang ekonomi

economic sector including national development in

termasuk pembangunan nasional pada umumnya,

general, particularly in fertilizer industry and other

khususnya di bidang industri pupuk dan industri

chemical industries, through production, trade,

kimia lainnya, melalui usaha produksi, perdagangan,

engineering service, and other businesses.

Company profile

Palembang, carries out its duties as a Company with

pemasaran pupuk. Langkah ini diikuti transformasi


Effective on January 1, 2011, PT Pupuk Sriwidjaja

Palembang, melakukan tugasnya sebagai Perusahaan

panjang melalui kiprah PT Pupuk Sriwidjaja yang


Efektif mulai 1 Januari 2011, PT Pupuk Sriwidjaja

Pada kurun berikutnya, PT Pupuk Sriwidjaja berubah

In the next era, PT Pupuk Sriwidjaja transformed

menjadi Perusahaan induk. PT Pupuk Sriwidjaja

into a holding Company. PT Pupuk Sriwidjaja was

ditunjuk oleh pemerintah menjadi Perusahaan

appointed by the government to become holding

induk (holding company) berdasarkan Peraturan

company based on Government Regulation No. 28

Pemerintah No.28 tahun 1997 yang mengalihkan

of 1997, which transferred all shares placement in

seluruh saham yang ditempatkan di Industri Pupuk

Industri Pupuk Dalam Negeri and PT Mega Eltra to

Dalam Negeri dan di PT Mega Eltra kepada PT Pupuk

PT Pupuk Sriwidjaja, so PT Pupuk Sriwidjaja which

Sriwidjaja, maka PT Pupuk Sriwidjaja (Persero) yang

is based in Palembang, South Sumatra became

berkedudukan di Palembang, Sumatera Selatan,

Operating Holding with six Subsidiaries including

menjadi Induk Perusahaan (Operating Holding)

direct participation Subsidiary PT Rekayasa Industri

dengan membawahi 6 (enam) anak Perusahaan

engaged in Engineering, Procurement & Construction

termasuk anak Perusahaan penyertaan langsung

(EPC).


jasa teknik, dan usaha lainnya.

yaitu PT Rekayasa Industri yang bergerak di bidang


Engineering, Procurement & Construction (EPC).

34


VISI, MISI, TATA NILAI DAN BUDAYA Perusahaan VISION, MISSION, VALUE AND CORPORATE CULTURE

Visi Perusahaan

“Menjadi Perusahaan yang kuat dan tumbuh dalam industri pupuk di tingkat Nasional maupun Regional”

Misi Perusahaan

“Memproduksi, memasarkan pupuk dan produk agrobisnis dengan memperhatikan aspek mutu secara menyeluruh”

Nilai-Nilai Perusahaan 1. Menempatkan kepuasan pelanggan sebagai prioritas utama. 2. Bekerja secara profesional untuk menghasilkan produk dan memberikan pelayanan yang prima. 3. Mengutamakan keselamatan dan kesehatan kerja, pelestarian lingkungan serta memberdayakan masyarakat lingkungan.

Budaya Perusahaan 1. Disiplin 2. Kerja Keras 3. Kreatif

CORPORATE VISION “To become a strong and thriving Company in fertilizer industry both at National and Regional levels” CORPORATE MISSION “To produce, market fertilizers and agribusiness products with comprehensive regard to quality aspects” Corporate Values 1. To place customer satisfaction as the main priority. 2. To work professionally to produce excellent products and provide excellent services. 3. To prioritize occupational safety and health, environment conservation and empower surrounding community. Corporate Culture 1. Discipline 2. Hard Work 3. Creative


35

foreword Company profile management discussion and analysis good corporate governance corporate social responsibility

KEGIATAN USAHA

BUSINESS ACTIVITIES

Produksi

Production

PT Pusri Palembang memiliki 4 (empat) Pabrik Urea

PT Pusri Palembang owns 4 (four) Urea Plants with

dengan total kapasitas terpasang sebesar 2.262.000

total installed capacity of 2,262,000 tons/year and 4

ton/tahun dan 4 (empat) Pabrik Amonia dengan

(four) Ammonia Plants with total installed capacity of

total kapasitas terpasang 1.499.000 ton/tahun (Pusri-

1,499,000 tons/year (Pusri- II, III, IV & IB), in addition

II, III, IV & IB), disamping produk utama yang terdiri

to main products consisting of urea and ammonia, it

dari urea dan Amonia juga menghasilkan Pupuk

also produces Organic Fertilizer, liquid and solid CO2/

Organik, CO2 cair dan padat/dry ice, serta Nitrogen

dry ice, as well as Nitrogen and Oxygen.

dan Oksigen. Distribusi

Distribution

Dalam melaksanakan penyaluran pupuk sampai ke

In distributing fertilizers to the hands of the farmers,

tangan petani Perusahaan memiliki perangkat dan

the Company has the following means and facilities :


sarana: -

36

Angkutan

-

Transportation

Perusahaan memiliki 7 (tujuh) unit kapal

The Company owns 7 (seven) units of urea

urea curah (KM Otong Kosasih, KM Ibrahim

bulk vessels (KM Otong Kosasih, KM Ibrahim

Zahier,

Zahier,

KM

Soemantri

Brodjonegoro,

KM

KM

Soemantri

Brodjonegoro,

KM

Julianto Moeliodihardjo, KM Muchtar Prabu

Julianto Moeliodihardjo, KM Muchtar Prabu

Mangkunegara, KM Pusri Indonesia dan KM

Mangkunegara, KM Pusri Indonesia dan KM

Abusamah) dan 1 (satu) unit kapal Amonia curah

Abusamah) and 1 (one) unit of ammonia bulk

(MT Sultan Mahmud Badaruddin II).

vessel (MT Sultan Mahmud Badaruddin II).


-

Unit Pengantongan

- Bagging Unit

Selain dari unit pengantongan yang ada di Unit

Aside from existing bagging unit at Palembang

Produksi Palembang, Perusahaan juga memiliki

Production Unit, the Company also has 5 (five)

5 (lima) unit pengantongan di daerah yaitu

bagging units in other regions, Fertilizer Bagging

Unit Pengantongan Pupuk (UPP) di Belawan,

Unit (UPP) in Belawan, Cilacap, Surabaya, Meneng/

Cilacap, Surabaya, Meneng/Banyuwangi dan

Banyuwangi and Semarang Representative Office,

Perwakilan Semarang, yang masing-masing

each is equipped with Own Bulk Port (DUKS). For

dilengkapi dengan Dermaga Untuk Kepentingan

fertilizer loading purpose at Public Ports, the

Sendiri (DUKS). Untuk pembongkaran pupuk di

fertilizer bagging is carried out through Mobile

Pelabuhan Umum, pengantongannya melalui

Bagging System (MBS).

Mobile Bagging System (MBS). -

Gudang Penampungan/Penyimpanan

- Warehouses

Untuk menjaga ketersediaan Pupuk, Perusahaan

To secure fertilize supply, the Company also has

juga memiliki Gudang Penyimpanan Pupuk

108 units of Fertilizer Stock Warehouse (GPP) in

(GPP) di masing-masing Kabupaten/Kotamadya

each Regency/Municipality across Indonesia,

di seluruh Indonesia, sebanyak 108 Unit, belum

excluding rented warehouses.

termasuk gudang sewa. Penjualan

Sales

Sebagai produsen pupuk, Perusahaan memproduksi

As a fertilizer producer, the Company produces urea

urea untuk memenuhi kebutuhan sektor pertanian

to meet the needs of domestic agricultural sector and

dalam negeri dan apabila hasil produksi masih cukup,

if the production is still sufficient, the excess products

maka kelebihannya dijual ke sektor perkebunan,

will be sold to plantation sector, industries and export.

industri dan ekspor. Di samping itu, Perusahaan memproduksi Amonia

In addition, the Company produces ammonia as raw

sebagai bahan baku urea dan apabila hasil

material for urea and if the production is sufficient,

produksinya cukup, maka kelebihannyapun dijual ke

the excess will be sold for domestic market and/or

dalam negeri dan atau diekspor.

will be exported. PT Pupuk Sriwidjaja Palembang Laporan Tahunan 2011 Annual Report

37

foreword

Service Obligation (PSO) kepada produsen pupuk

(PSO) to fertilizer producers to secure procurement

penyaluran

and distribution of fertilizers to the farmers in

pupuk sampai ke tangan petani dalam rangka

support of agricultural sector development through

pembangunan sektor pertanian melalui Permendag

Trade Minister Regulation of he Republic of Indonesia

RI No. 07/M-DAG/PER/2/2009 tanggal 9 Februari

(Permendag RI) No. 07/M-DAG/PER/2/2009 dated

2009 tentang Perubahan Atas Peraturan Menteri

February 9, 2009 regarding Changes on Permendag RI No. 21/M-DAG/PER/2008 dated June 24, 2008, which

24 Juni 2008 yang mengatur tentang Pengadaan

regulates Procurement and distribution of Subsidized

dan Penyaluran Pupuk Bersubsidi untuk Sektor

Fertilizer for Agricultural sector, which are Sumatra

Pertanian, yaitu Sumatera (tidak termaksud Provinsi

(excluding Aceh Province), West Kalimantan, Banten,

NAD), Kalimantan Barat, Banten, DKI Jakarta, Jawa

Jakarta, West Java I (Tasikmalaya, Ciamis, Kuningan,

Barat I (Kabupaten Tasikmalaya, Ciamis, Kuningan,

Majalengka regencies, as well as Tasikmalaya and

Majalengka, Kota Tasikmalaya & Kota Banjar), DI

Banjar cities), Yogyakarta and Central Java (excluding

Jogjakarta serta Jawa Tengah (tidak termasuk

Tegal, Brebes regencies and Tegal City).

Company profile

The government imposes Public Service Obligation

untuk


Public Service Obligation (PSO)

Pemerintah memberikan penugasan atau Public

Perdagangan RI No. 21/M-DAG/PER/2008 tanggal


Penugasan Pemerintah / PSO

menjamin

pengadaan

dan

Perkembangan selanjutnya direvisi dengan terbitnya

It was revised by the issuance of Permendag RI No.

Permendag No. 17/M-DAG/PER/6/2011 yang merubah

17/M-DAG/ PER/6/2011 that changes working area of

wilayah kerja / rayon PT Pupuk Sriwidjaja Palembang

PT Pupuk Sriwidjaja Palembang starting September

terhitung mulai tanggal 2 September 2011 sesuai Surat

2, 2011, in accordance with Decree of PT Pupuk

Keputusan PT Pupuk Sriwidjaja (Persero) No. U-909/

Sriwidjaja (Persero) No. U-909/A00000.UM/2011

A00000.UM/2011 tanggal 11 Agustus 2011 perihal

dated August 11, 2011 regarding Working Area

Penugasan Wilayah Tanggung jawab Pengadaan dan

Assignment of Subsidized Fertilizer Procurement

Penyaluran Pupuk Bersubsidi untuk Sektor Pertanian,

and Distribution for Agricultural sector, which

yaitu Provinsi Jambi, Sumatera Selatan, Bengkulu,

are Jambi, South Sumatra, Bengkulu, Lampung,

Lampung, Bangka-Belitung, DKI Jakarta, Banten,

Bangka-Belitung, Jakarta, Yogyakarta and Central

DI Jogjakarta serta Jawa Tengah (tidak termasuk

Java (excluding Blora, Rembang and Pati regencies)

Kabupaten Blora, Rembang & Pati).

provinces.

STRATEGI Perusahaan

COMPANY STRATEGIES


Kabupaten Tegal, Brebes & Kota Tegal).


Guna

Perusahaan

To achieve its vision and mission, the Company

menetapkan sejumlah strategi yang membentuk

mencapai

adopted several strategies that shape and direct all its

dan

mengarahkan

visi

dan

usahanya

business activities to achieve business goals in aspects

untuk mencapai sasaran-sasaran usaha dalam

of production, sales and finance, as established each

aspek

year in the Company’s Work Plan and Budget (RKAP),

produksi,

setiap

misi,

penjualan

kegiatan serta

keuangan,

sebagaimana telah ditetapkan setiap tahunnya di

which in 2011 can be described as follows:

dalam Rencana Kerja dan Anggaran Perusahaan (RKAP) tahun 2011 dapat dijelaskan sebagai berikut : ·

Melakukan efisiensi dan produktivitas di setiap

· Performing efficiency and productivity in each

bidang serta melakukan pengelolaan modal kerja

area and optimally managing working capital.

secara optimal. ·

38

Mencari dana dari pihak ketiga, khususnya

· Seeking third party funds, especially from

lembaga perbankan dengan syarat kredit yang

banking institutions with easy credit terms and

ringan dan tingkat bunga yang kompetitif.

competitive interest rates.


·

Meningkatkan kualitas Turn Around (TA) Pabrik

·

sehingga pabrik dapat beroperasi dengan rate

Improving the Plant Turn Around (TA) quality in order to optimize the plants’ operations.

yang optimal. ·

Melakukan kerja sama dengan pemasok bahan

· Cooperating with raw material suppliers, strategic

baku, mitra strategis, pemilik proses, investor, dan

partners, process owners, investors, and related

instansi terkait lainnya dalam hal pengembangan

institutions in business development.

usaha. ·

Memprioritaskan pengadaan pupuk untuk Sektor Pertanian sesuai dengan ketentuan stok yang ditetapkan pemerintah.

·

Melakukan

penyaluran

·

Prioritizing fertllizer procurement for Agricultural Sector in accordance with stock regulation set by the government.

pupuk

berdasarkan

pada biaya distribusi yang terendah (least cost

· Distributing fertilizers based on the least cost distribution principle.

distribution). ·

Melakukan koordinasi dengan semua instansi

· Coordinating with all related institutions and

dan lembaga yang terkait untuk melaksanakan

agencies to implement closed distribution

sistem penyaluran tertutup. ·

system.

Membangun sinergi antar produsen dengan

· Building synergies among producers by forming

membentuk wilayah pasar antar produsen

market regions among them with principle of

dengan prinsip least cost dan swap penjualan

inter-producers least cost and sales swap.

antar produsen. ·

Penempatan SDM dengan prioritas pengisian

· Placement of HR with priority internal posting

secara internal sesuai kompetensinya sedangkan

in accordance with their competency, while the

apabila kekurangan SDM dilakukan melalui

insufficiency of HR is addressed with recruitment.

rekrutmen. ·

Menyelenggarakan pendidikan dan pelatihan kepada seluruh karyawan.

· Organizing education and training for all employees.


39

foreword

KEBIJAKAN PERUSAHAAN melaksanakan

strategi-strategi

To implement the Company’s strategies systematically and comprehensively, in 2011 PT Pupuk Sriwidjaja

maka pada tahun 2011 PT Pupuk Sriwidjaja

Palembang has formulated and carried out the

Palembang telah merumuskan dan menjalankan

following policies :

Company profile

rangka

Perusahaan secara sistematis dan komprehensif,

Pengelolaan dana untuk kegiatan operasional

· Fund management for the Company’s operations


Dalam

COMPANY POLICIES

Perusahaan maupun pengembangan usaha

as well as business development is carried out

dilakukan dengan prinsip maximum profitable.

with maximum profitable principle.

kebijakan-kebijakan berikut : ·

·

Pengoperasian pabrik dilaksanakan seoptimal

· Optimum operations of plants with reference to

mungkin yang berpedoman pada kondisi pabrik

conditions of plant and is adjusted to supply of

dan disesuaikan dengan pasokan Gas Bumi dari PT

Natural Gas from PT Pertamina EP, PT Pertagas

Pertamina EP, PT Pertagas dan PT Medco EP, dengan

and PT Medco EP, with due regard to occupational

tetap memperhatikan faktor keselamatan kerja.


·

· Procurement is prioritized to meet domestic

memenuhi kebutuhan dalam negeri khususnya

demand in accordance with Agriculture Minister

sektor pertanian sesuai Permentan No. 06/

Regulation

Permentan/SR.130/2/2011

SR.130/2/2011 which was revised to Permentan

pupuk

diprioritaskan

direvisi

dengan

Permentan No. 86/Permentan/SR.130/11/2011. ·


·

UPP yang ada, selanjutnya menggunakan kapal

the most cost efficient rented/chartered vessels

sewa/charter dan ekspeditur dengan biaya yang

and shipping agents. · Basic price setting of non-subsidized urea FOB

Penetapan harga dasar urea non-subsidi FOB

· Distribution of subsidized urea fertilizers (PSO)

Penyaluran pupuk urea bersubsidi (PSO) sesuai

is in accordance with provisions in applicable

dengan ketentuan dalam Permentan (volume

Permentan (fertilizer volume, maximum retail

pupuk, HET) dan Permendag (tata niaga pupuk)

price) and Permendag (fertilizer trade system). · Sales of fertilizer to plantation sector, industries

Pelaksanaan penjualan pupuk ke sektor kebun, dan

ekspor

dilaksanakan

setelah

Proyek-proyek

pengembangan

yang


and export are carried out after fulfilling the needs of food sector. · Development projects to be conducted are

akan

required to give added value to the Company. · Recruiting new employees with educational

terhadap Perusahaan.

background of Bachelor’s degree, Associate

Melakukan rekrutmen karyawan baru tingkat S1,

degree and High School graduates.

D3, dan SLTA

· Reformulating graded education and training

Merumuskan kembali program Diklat berjenjang

programs

yang diatur dalam SK Direksi yang sesuai

according to the Company’s needs.

kebutuhan Perusahaan.

40

Plant refers to international prices.

Pabrik yang mengacu kepada harga internasional.

dilakukan harus memberikan nilai tambah

·

No. 86/Permentan/ SR.130/11/2011 vessels and UPP for fertilizer distribution, then use

kebutuhan sektor pangan terpenuhi.

·

06/Permentan/

· Optimum usage and utilization of existing own

industri ·

No.

penggunaan dan pemanfaatan kapal milik dan

yang berlaku. ·

(Permentan)

Dalam pendistribusian pupuk mengoptimalkan

paling efisien. ·

safety factor.

untuk

Pengadaan


stipulated

in

Directors

Decree

STRUKTUR ORGANISASI Perusahaan

ORGANIZATIONAL STRUCTURE OF COMPANY

DIREKTUR UTAMA DIREKTUR PRODUKSI

SEKRETARIS Perusahaan

GENERAL MANAGER OPERASIONAL

DIREKTUR TEKNIK DAN PENGEMBANGAN

DIRKETUR KOMERSIL

GENERAL MANAGER PENJUALAN

DIREKTUR SDM & UMUM

GENERAL MANAGER TEKNIK & PENGADAAN

GENERAL MANAGER SUMBER DAYA MANUSIA

MANAGER HUMAS

MANAGER PABRIK PUSRI IB

MANAGER PENJUALAN WILAYAH-I

MANAGER RANCANG BANGUN & PEREKAYASAAN

MANAGER PSDM DAN ORGANISASI

MANAGER SEKRETARIAT & TATA KELOLA Perusahaan

MANAGER PABRIK PUSRI II

MANAGER PENJUALAN WILAYAH-II

MANAGER PENGADAAN BARANG & JASA

MANAGER KETENAGAKERJAAN

MANAGER PABRIK PUSRI III

GENERAL MANAGER PEMASARAN

MANAGER PERANCANAAN MATERIAL & PERGUDANGAN

KEPALA PENDIDIKAN DAN PELATIHAN

KEPALA SATUAN PENGAWASAN INTERN

MANAGER PENGAWASAN OPERASIONAL

MANAGER PABRIK PUSRI IV

MANAGER STRATEGI & PERENCANAAN PEMASARAN

MANAGER PENGAWASAN KEUANGAN

KEPALA PENGANTONGAN DAN ANGKUTAN

MANAGER PEMASARAN & DISTRIBUSI

MANAGER PENGEMBANGAN USAHA & TEKNOLOGI

MANAGER PENGENDALIAN DAN PELAYANAN PELANGGAN

MANAGER PERENCANAAN Perusahaan/KPI & MANJEMEN RISIKO

MANAGER SARANA DAN UMUM

MANAGER TEKNOLOGI INFORMASI

MANAGER SEKURITI

KEPALA HUKUM KORPORAT

MANAGER HUKUM I

MANAGER HUKUM II

GENERAL MANAGER PENGENDALIAN PABRIK, KESELAMATAN KERJA DAN LINGKUNGAN

MANAGER PERENCANAAN DAN PENGENDALIAN PRODUKSI

GM KEUANGAN

GENERAL MANAGER RENBANG USAHA

KEPALA LABOLATORIUM

MANAGER KEUANGAN

MANAGER K 3 & L H

MANAGER AKUNTANSI

KEPALA SISTEM KESELAMATAN & KEAMANAN KAPAL

MANAGER ANGGARAN

NAKHODA KAPAL MILIK

GENERAL MANAGER PEMELIHARAAN

GENERAL MANAGER PERKAPALAN

MANAGER PEMELIHARAAN MEKANIKAL

MANAGER ARMADA DAN USAHA

MANAGER PEMELIHARAAN LISTRIK & INSTRUMEN

MANAGER TEKNIK & PENUNJANG

MANAGER PERBENGKELAN

MANAGER ADMINISTRASI & KEUANGAN

MANAGER PROGRAM KEMITRAAN DAN BINA LINGKUNGAN

GENERAL MANAGER UMUM

KEPALA PERWAKILAN PUSRI JAKARTA

MANAGER JAMINAN & PENGENDALIAN KUALITAS MANAGER PERENCANAAN & PENGENDALIAN TURN AROUND

Struktur Organisasi Perusahaan ini disampaikan

Organizational Structure of the Company is stated in

dalam SK/DIR/240/2011 tanggal 5 September 2011

SK/DIR/240/2011 dated September 5, 2011 regarding

tentang Penyempurnaan Struktur Organisasi PT Pusri

Improvement of PT Pusri Palembang Organizational

Palembang.

Structure.


41

FOREWORD foreword

Wilayah rayon pemasaran PT Pupuk Sriwidjaja

Marketing regions of PT Pupuk Sriwidjaja Palembang,

COMPANY profile PROFILE Company

MAP OF WORKING AREA MARKETS

Palembang,

Menteri

according to Trade Minister of the Republic of

Perdagangan RI No. 17/M-DAG/PER/6/2011 tanggal

Indonesia Regulation (Permendag RI) No. 17/M-DAG/

15 Juni 2011 dan No. 07/M-DAG/PER/2/2009 tanggal

PER/6/2011 dated June 15, 2011 and No. 07/M-DAG/

9 Februari 2009 tentang perubahan atas Permendag

PER/2/2009 dated February 9, 2009 regarding

RI No. 21/M-DAG/PER/2008 tanggal 24 Juni 2008

changes on Permendag RI No. 21/M-DAG/PER/2008

MANAGEMENT discussion DISCUSSION and AND analysis ANALYSIS management

PETA WILAYAH PEMASARAN

tentang Pengadaan dan Penyaluran Pupuk Bersubsidi

dated June 24, 2008 regarding Procurement and

untuk Sektor Pertanian, yaitu Sumatera (Provinsi

Distribution of Subsidized Fertilizer for Agricultural

NAD), Kalimantan Barat, Banten, DKI Jakarta, Jawa

Sector,

Barat I (Kabupaten Tasikmalaya, Ciamis, Kuningan,

Province), West Kalimantan, Banten, Jakarta, West

Majalengka, Kota Tasikmalaya & Kota Banjar), DI

Java I (Tasikmalaya, Ciamis, Kuningan, Majalengka

Jogjakarta serta Jawa Tengah (tidak termasuk

regencies, as well as Tasikmalaya and Banjar cities),

Kabupaten Tegal, Brebes & Kota Tegal).

Yogyakarta and Central Java (excluding Tegal, Brebes

sesuai

dengan

Peraturan

which

are

Sumatra

(excluding

GOOD corporate CORPORATE governance GOVERNANCE good

regencies and Tegal City).

Rayon Pupuk Urea Bersubsidi Berdasarkan PERMENDAG 07/2010 (Sebelum 1 September 2011) PT P T PUPUK P U P U KISKANDAR I S K A N D MUDA AR MUDA LHOKSEUMAWE L H O K S E U EM A W

1 1

Pabrik Urea Pa b r i k U rPrill e a P600 rill 600 Urea U r e aPrill P r iPlant l l P600 lant 600

PT P T PUPUK P U P U KSRIWIDJAJA SRIWIDJAJA

PT P T PUPUK P U P U KKALIMANT K A L I MTAAN ANN TIMUR TIMUR

PALEMBANG PA L E M B A N G

BONTANG B O NTA N G

4

3 2 7

Pabrik Urea Pa b r i k U rPrill e a P2,262 rill 2,262 Urea U r e aPrill P r iPlant l l P2.262 lant 2.262

Pabrik Urea Pa b r i k U rGranule e a G r 570 anule 570 Urea U r e aGranule G r a n Plant u l e 570 Plant 570

CORPORATE social SOCIAL responsibility RESPONSIBILITY corporate

Belawan Belawan

Pabrik Urea Pa b r i k U rPrill e a P1,840 rill 1,840 Urea U r e aPrill P r iPlant l l P1.840 lant 1.840 Pabrik Urea Pa b r i k U rGranule e a G r 1,140 anule 1,140 Urea U r e aGranule G r a n Plant u l e 1.140 Plant 1.140 Pabrik NPKN 350 Pa b r i k PK 350 NPK N P K Plant P l a 350 nt 350 (Bontang, ( B o n t a n Gorontalo, g , G o r o nJabar, t a r, l o Jateng, ,J aJtaebnaJatim) g, Jatim)

KALIMANTAN K AL IM A NT AN SUM S U MATRA AT R A SUM S U MATRA AT R A SULAWESI SUL AWESI

MA LUKU M AL UK U PAPUA P AP UA

Semarang S e m a r a n gS Surabaya urabaya Bany B an yuwang u wa n i g

JA J AWA WA Cilacap Cilacap

BALI BALI

FINANCIAL statements STATEMENTS financial

SUMBAW A S U M BA WA

PT KUJANG P T PUPUK PUPUK KU J A N G

PT P T PETROKIMIA P E T R O K I M IGRESIK A GRESIK

CIKAMPEK CIKAMPEK

GRESIK GRESIK

2

Pabrik Urea Pa b r i k U rPrill e a P1,156 rill 1,156 Urea U r e aPrill P r iPlant l l P1.156 lant 1.156

1 3 2 8

Pabrik Urea Pa b r i k U rPrill e a P462 rill 462 Urea U r e aPrill P r iPlant l l P462 lant 462 Pabrik ZA Z650 Pa b r i k A 650 ZA Z A Plant P l a n650 t 650 Pabrik Pa b r i Sk P -36 - 3 6 1,000 1,000 SP -36 S P3 6 Plant P l a 1.000 nt 1.000 Pabrik NPKN 2,200 Pa b r i k PK 2,200 NPK N P K Plant P l a 2.200 nt 2.200

Wilayah W i l a y a hTanggung Ta n g g u n jawab g j a wUrea ab Urea KETERANGAN K E T E R A N G|ADESCRIPTION D NE S |C R I P T I O N Bersubsidi B e r s u b s i dMasing-masing i M a s i n g - m Produser asing Produser PAPUA P AP UAN P K ) Pupuk NonN Urea S P -36, Pupuk o n U(ZA, rAe,a -( 3Z 6 ,NPK) Area bersubsidi b e r s u b s idi d iseluruh d i s Indonesia eluruh Indonesia for f o r each e a c producer h producer merupakan wilayah kerja

Pabrik Pupuk Pa b r i k P u p| uFertilizer Fke r|t i l i zPlant e r P l a nSubsidized St u b s i d i z eFertilizer d F e r t i lWorking i z e r WArea orking Unit U n i tpengantongan p e n g a n t opupuk ngan pupuk Fertilizer F e r t i l i zBagging e r B a Unit gging Unit

merupakan wilayah kerja PT P TPetrokimia Pe t r o k i m Gresik. ia Gresik.

Pupuk P u p u Kujang Ku k jang

Subsidized S u b s i d i zNon e d Urea N o nFertilizer U r e a F (ZA, e rAt,i l i z e r ( Z SP-36, S P- 3 6 ,NPK) N P throughout K ) t h r o uIndonesia g h o u t is Indonesia is within w i t h i working n w o r karea i n gof a r e a o f PT P T Petrokimia P e t r o k iGresik. mia Gresik.

Pupuk Sriwidjaja Pupuk Sriwidjaja Petrokimia Pe t r o k i m Gresik ia Gresik Pupuk Iskandar Pupuk I s k a nMuda dar

Muda

Pupuk Kalimantan Pupuk K a l i m aTimur ntan

42


Timur

Aceh

Terhitung mulai tanggal 1 September 2011, wilayah

Starting September 1, 2011, the marketing regions of

rayon pemasaran PT Pusri Palembang, sesuai dengan

PT Pusri Palembang, according to Letter of PT Pupuk

surat PT Pusri (Persero) No. U-909/A00000.UM/2011

Sriwidjaja (Persero) No. U-909/A00000.UM/2011 dated

tanggal 11 Agustus 2011 perihal Penugasan Wilayah

August 11, 2011 regarding Working Area Assignment

Tanggung jawab Pengadaan dan Penyaluran Pupuk

of Subsidized Fertilizer Procurement and Distribution

Bersubsidi untuk Sektor Pertanian, yaitu Provinsi

for Agricultural sector, which are Jambi, South

Jambi, Sumatera Selatan, Bengkulu, Lampung,

Sumatra, Bengkulu, Lampung, Bangka-Belitung,

Bangka-Belitung, DKI Jakarta, Banten, DI Jogjakarta

Jakarta, Yogyakarta and Central Java (excluding Blora,

serta Jawa Tengah (tidak termasuk Kabupaten Blora,

Rembang and Pati regencies) provinces.

Rembang & Pati).

Rayon Pupuk Urea Bersubsidi Berdasarkan Surat PT PUSRI (Persero) No. U-909/A00000.UM/2011 (Setelah Tanggal 1 September 2011) P T PUPUK PT P U P U KISKANDAR I S K A N D MUDA AR MUDA L H O K S E U EM A W LHOKSEUMAWE

1 1 1 1

P T PUPUK PT P U P U KSRIWIDJAJA SRIWIDJAJA

P T PUPUK PT P U P U KKALIMANT K A L I MTAAN ANN TIMUR TIMUR

4 4

3 3 2 2 7 7

B O NTA N G BONTANG

PA L E M B A N G PALEMBANG

Pabrik Pa brik Urea U rPrill e a P600 rill 600 U r e aPrill Urea P r iPlant l l P600 lant 600 Pabrik Pa brik Urea U rGranule e a G r 570 anule 570 U r e aGranule Urea G r a n Plant u l e 570 Plant 570

Pabrik Pa brik Urea U rPrill e a P2,262 rill 2,262 U r e aPrill Urea P r iPlant l l P2.262 lant 2.262

Belawan Belawan

Pabrik Pa brik Urea U rPrill e a P1,840 rill 1,840 U r e aPrill Urea P r iPlant l l P1.840 lant 1.840 Pabrik Pa brik Urea U rGranule e a G r 1,140 anule 1,140 U r e aGranule Urea G r a n Plant u l e 1.140 Plant 1.140 Pabrik Pa brik NPKN 350 PK 350 N P K Plant NPK P l a 350 nt 350 ( B o n t a n Gorontalo, (Bontang, g , G o r o nJabar, t a r, l o Jateng, ,J aJtaebnaJatim) g, Jatim)

K AL IM A NT AN KALIMANTAN S U MATRA SUM AT R A S U MATRA SUM AT R A SUL SULAWESI AWESI

M AL MA LUKU UK U P AP UA PAPUA

S e m a r a n gS Semarang Surabaya urabaya B an yu Bany uwang wa n i i g

J AWA JA WA Cilacap C ilacap

BALI BALI S U M BA WA SUMBAW A

P T PUPUK PT PUPUK KU J A N G KUJANG

P T PETROKIMIA PT P E T R O K I M IGRESIK A GRESIK

2 2

1 1 3 3 2 2 8 8

CIKAMPEK CIKAMPEK

Pabrik Pa brik Urea U rPrill e a P1,156 rill 1,156 U r e aPrill Urea P r iPlant l l P1.156 lant 1.156

GRESIK GRESIK

Pabrik Pa brik Urea U rPrill e a P462 rill 462 U r e aPrill Urea P r iPlant l l P462 lant 462 Pabrik Pa brik ZA Z650 A 650 Z A Plant ZA P l a n650 t 650 P -36 Pabrik Pa b r iS Sk P - 3 6 1,000 1,000 S PSP -36 3 6 Plant P l a 1.000 nt 1.000 Pabrik Pa brik NPKN 2,200 PK 2,200 N P K Plant NPK P l a 2.200 nt 2.200

Wilayah W i l a y a hTanggung Ta n g g u n jawab g j a wUrea ab Urea K E T E R A N G|ADESCRIPTION KETERANGAN D NE S |C R I P T I O N B e r s u b s i dMasing-masing Bersubsidi i M a s i n g - m Produser asing Produser P AP UAN P K ) PAPUA Pupuk Pupuk NonN Urea o n U(ZA, rAe,a SP S P -36, -( 3Z 6 ,NPK) Area b e r s u b s idi bersubsidi d iseluruh d i s Indonesia eluruh Indonesia f o r each for e a c producer h producer

Pa b r i k Pabrik Pupuk P u p| uFertilizer Fke r|t i l i zPlant e r P l a nSubsidized St u b s i d i z eFertilizer d F e r t i lWorking i z e r WArea orking Unit U n i tpengantongan p e n g a n t opupuk ngan pupuk F e r t i l i zBagging Fertilizer e r B a Unit gging Unit

merupakan m e r u p a k wilayah a n w i lkerja ayah kerja P TPetrokimia PT Pe t r o k i m Gresik. ia Gresik.

P u p u Kujang Pupuk Ku k jang

Subsidized S u b s i d i zNon e d Urea N o nFertilizer U r e a F (ZA, e rAt,i l i z e r ( Z S P- 3 6 ,NPK) SP-36, N P throughout K ) t h r o uIndonesia g h o u t is Indonesia is w i t h i working within n w o r karea i n gof a r e a o f P T Petrokimia PT P e t r o k iGresik. mia Gresik.

Pupuk Pupuk Sriwidjaja Sriwidjaja Pe t r o k i m Gresik Petrokimia ia Gresik Pupuk Pupuk Iskandar I s k a nMuda dar

Muda

Pupuk Pupuk Kalimantan K a l i m aTimur ntan

Timur


43

foreword Company profile management discussion and analysis good corporate governance corporate social responsibility financial statements

sistem distribusi pupuk

FERTILIZER DISTRIBUTION SYSTEM

Sistem Distribusi Tertutup dengan Pola Rencana

Closed Distribution System with Definitive Plan

Definitif Kebutuhan Kelompok (RDKK)

for Group Needs (RDKK) Scheme

Guna menjamin distribusi pupuk urea bersubsidi dan

In order to secure the distribution of subsidized urea

mencegah terjadinya penyimpangan penyaluran

and to prevent any deviation of distribution in the

di lapangan, diambil kebijakan untuk menerapkan

field, it was decided to apply Closed Distribution

sistem Distribusi Pupuk Bersubsidi secara tertutup

System using the Definitive Plan for Group Needs

dengan

Definitif

(RDKK) Scheme which was drawn up by farmers’

Kebutuhan Kelompok (RDKK) yang dibuat oleh

mempergunakan

Rencana

groups as a means to acquire subsidized urea in

kelompok-kelompok tani sebagai dasar penebusan

official retail stores.

pupuk ke kios-kios resmi. Manfaat dari Sistem Distribusi Tertutup dengan pola

The benefits of the Closed Distribution System

RDKK ini adalah: (1) Mempermudah pengawasan

with RDKK Scheme are as follows: (1) To facilitate

Memenuhi

supervision of subsidized fertilizer distribution; (2) To

kebutuhan dan ketersediaan pupuk bagi petani

meet the needs and the availability of fertilizers for

sesuai kebutuhannya; (3) Menciptakan penyaluran

farmers according to their needs; (3) To create a more

pupuk yang lebih efektif.

effective fertilizer distribution.

distribusi

44

pupuk


bersubsidi;

(2)

Sistem ini mengharuskan para petani sebagai

This system requires farmers, as the main consumers

konsumen

membuat

of subsidized fertilizer to form groups and to prepare

pupuk

kelompok-kelompok

bersubsidi serta

untuk

rencana

plans of fertilizer needs for their groups. The plans are

kebutuhan pupuk bagi kelompoknya. Rencana

menyusun

compiled in the RDKK forms which are acknowledged

tersebut dituangkan dalam form RDKK yang

by local Agriculture Agency officials and then hand

diketahui oleh petugas Dinas Pertanian setempat

them to the distributors. The forms will be used

untuk kemudian diserahkan kepada distributor.

as reference by the distributors to request urea

Form-form ini akan menjadi dasar bagi distributor

allocation to PT Pusri (Persero). The thoroughness of

untuk mengajukan kebutuhan pupuknya kepada PT

data and administration is the key to success of the

Pusri (Persero). Kelengkapan data dan pencatatan

RDKK system application.

administrasi menjadi kunci keberhasilan aplikasi sistem RDKK.


45

foreword Company profile management discussion and analysis good corporate governance corporate social responsibility financial statements

Teknologi Informasi

INFORMATION TECHNOLOGY

Pemanfaatan Teknologi Informasi (TI) bagi PT Pupuk

Use of Information Technology (IT) for PT Pupuk

Sriwidjaja Palembang bukan merupakan hal yang

Sriwidjaja Palembang is not a new thing. Both in the

baru. Baik di front office seperti sistem layanan

front office such as like customer service system and

pelanggan maupun pemasaran, maupun di back

marketing, as well as in the back office, including

office seperti sistem keuangan, komputerisasi sistem

financial systems, computerized procurement system

pengadaan (procurement) maupun sistem lainnya.

and other systems.

Sebagai bentuk peningkatan percepatan pelayanan

As a improvement of accelerated service to consumers,

kepada

berhasil

the Company has successfully implemented an

menerapkan sistem penjualan secara online (DO

konsumen,

Perusahaan

telah

online sales system (DO Online), which is a payment

online) yaitu layanan pembayaran pembelian pupuk

service for subsidized fertilizer purchase through

bersubsidi melalui bank secara online ke sistem PT

bank that is online with the system of PT Pupuk

Pupuk Sriwidjaja Palembang sehingga pada saat

Sriwidjaja Palembang so at the time of payment at

pembayaran di bank, distributor dapat langsung

the bank, the distributor can directly receive the DO

mendapatkan DO untuk pengambilan pupuknya

to pick up the fertilizer at the warehouse. Until now,

di gudang. Hingga saat ini, Perusahaan telah

the company has cooperated with the Bank Mandiri

bekerjasama dengan pihak Bank Mandiri dan Bank

and Bank BRI. Cooperation with Bank Mandiri has

BRI. Untuk kerjasama dengan Bank Mandiri telah

been implemented in PPD Central Java, Yogyakarta,

dilaksanakan di PPD Jateng, DIY, Banten, Lampung,

Banten, Jakarta, Lampung, South Sumatra, Babel,

Sumsel, Babel, Bengkulu dan Jambi. Sedangkan

Bengkulu and Jambi. While cooperation with Bank BRI

kerjasama dengan Bank BRI telah dilaksanakan di PPD

has been conducted in PPD Central Java, Yogyakarta,

Jateng, DIY, Banten dan Sumsel.

Jakarta and South Sumatra.

Sejalan dengan kemampuan manajemen dalam

In line with the management’s ability to optimally

memanfaatkan teknologi informasi dengan optimal,

use

stakeholder Perusahaan menaruh perhatian dan

stakeholders have great concern and confidence in

kepercayaan besar dalam tranparansi pengelolaan

the transparency of operational management. It can

operasional. Hal ini dapat dilhat dari keterbukaan

be seen from the disclosure of fertilizer sales revenue

informasi pendapatan penjualan pupuk.

information.

Pengembangan Perusahaan memiliki konsep harus

The development of the Company has a concept to

mampu beradaptasi terhadap tuntutan bisnis

be adaptable to the demands of our business, the

Perusahaan, penggunaan teknologi yang tepat

use of appropriate technologies and alignment to the

dan keberpihakan kepada user tanpa mengabaikan

user without sacrificing security and technological

information

technology,

the

Company’s

keamanan dan perkembangan teknologi. Mampu

developments. Adaptability means IT is able to

beradaptasi berarti TI mampu memberikan dukungan

provide full support to management in managing the

penuh

company without sacrificing the technical aspects.

kepada

manajemen

dalam

mengelola

Perusahaan tanpa mengorbankan aspek teknis. Pengunaan teknologi yang tepat berarti setiap

Use of appropriate technology means any IT

implementasi TI di PT Pupuk Sriwidjaja Palembang

implementation at PT Pupuk Sriwidjaja Palembang

dilakukan setelah

tahapan riset dan

has been going through the stages of research

pengembangan yang tentunya dibuat dengan

and development which must be made by

memperhitungkan kondisi di lapangan secara

comprehensively considering the actual conditions.

komprehensif.

46


melalui

Dengan demikian didapatkan keseimbangan yang

Thus the right balance will be obtained between

tepat antara kebutuhan kemudahan operasional,

the needs of operational convenience, complete

kelangkapan penanganan manajerial, fungsional dan

managerial handling, function and aesthetics.

estetika. Perusahaan meyakini sepenuhnya bahwa teknologi

The Company truly believes that Information

informasi merupakan infrastruktur strategis yang

Technology is a strategic infrastructure that can

dapat

Perusahaan

affect the ability of the Company in its business

dalam proses bisnisnya secara cepat, akurat dan

processes quickly, accurately and efficiently. The

efisien. Penggunaan infrastruktur ini merupakan

use of this infrastructure is the key that allows the

kunci yang memungkinkan implementasi dari sistem

implementation of the innovation system, reduce

inovasi, mengurangi biaya, meningkatkan bargaining

costs, improve bargaining power, redefine, improve

power,

services and allow the Company to offer new

mempengaruhi

kemampuan

mendefinisikan

kembali,

meningkatkan

pelayanan dan memungkinkan Perusahaan untuk

products and services.

menawarkan berbagai produk dan layanan baru. Teknologi Informasi mempunyai peranan sangat

Information Technology has a vital role in running the

penting dalam menjalankan operasional Perusahaan,

the Company’s operations, among others: to improve

antara

pelayanan

service to its distributors and agents, support

mendukung

business development, facilitate and accelerate

lain:

untuk

meningkatkan

kepada para distributor dan agen, pengembangan mempercepat

usaha, proses

mempermudah

kerja

serta

dan

memberikan

work processes and provide timely management information, accurate to support decision making.

informasi manajemen yang tepat waktu, akurat untuk mendukung dalam pengambilan keputusan. Peta Jalan Pengembangan TI

IT Development Roadmap

PT Pupuk Sriwidjaja Palembang telah menyusun

PT Pupuk Sriwidjaja Palembang has developed

Rencana

Informasi

Information Technology Long Term Plan (RJPTI) from

(RJPTI) 2011 – 2015 yang merupakan bagian dari

2011 to 2015 as part of a strategic plan to implement

rencana strategis untuk mengimplementasikan dan

and build the Company’s information system.

Jangka

Panjang

Teknologi

membangun sistem informasi Perusahaan.


47

foreword

Transformation of national fertilizer industry under coordination of a holding Company requires

perubahan dari sisi pengelolaan Sumber Daya

changes in Human Resources (HR) management of

Manusia (SDM) di seluruh anggota holding, termasuk

holding members, including PT Pupuk Sriwidjaja

diantaranya

Company profile

Transformasi industri pupuk nasional yang berada di bawah koordinasi Perusahaan holding menuntut


HUMAN RESOURCES

pengelolaan

PT Pupuk Sriwidjaja Palembang menempatkan SDM

PT Pupuk Sriwidjaja Palembang places existing

yang ada sebagai subyek pelaksana kebijakan dan

Human Resources as subjects who carry out policies


SUMBER DAYA MANUSIA

kegiatan operasional dalam rangka mewujudkan visi

and operational activities in order to realize vision and

dan misi Perusahaan. Oleh karena itu Pengelolaan

mission of the Company. Therefore HR Management

SDM tersebut menggunakan sistem Competency

uses

Based Human Resource

Management (CBHRM). The module being developed

Palembang.

Palembang. The Company has high commitment in

Perusahaan memiliki komitmen tinggi terhadap

PT

Pupuk

HR management. PT Pupuk Sriwidjaja Palembang

SDM.

Sriwidjaja

considers HR as important assets for the Company

Palembang, SDM merupakan aset penting bagi

as human capital, therefore it developed HR

human capital, oleh sebab

management system by applying standard used for

itu PT Pupuk Sriwidjaja Palembang membangun

creating employees with high quality and competent.

Perusahaan sebagai

Bagi

Sriwidjaja PT

Pupuk

sistem pengelolaan SDM dengan menerapkan suatu standar yang digunakan untuk menjadikan karyawan berkualitas dan berkompeten.


Modul

yang

Management (CBHRM).

dikembangkan

meliputi

kamus

Competency

Based

Human

Resource

covers competency dictionary, competency profile,

kompetensi, profil kompetensi, sistem assessment,

assessment

sistem manajemen kinerja, sistem karir, sistem

system, career system, employee development

pengembangan karyawan dan sistem kompensasi.

system and compensation system. This is aimed at

Hal ini bertujuan untuk meningkatkan kualitas

improving service quality and employee productivity

layanan

by creating high quality manpower and upholding

dan

produktivitas

karyawan

dengan

menciptakan tenaga kerja yang berkualitas dan

system,

performance

management

the Company’s values.


menjunjung tinggi nilai-nilai Perusahaan.

STATISTIK KARYAWAN

EMPLOYEE STATISTICS

Total tenaga kerja PT Pupuk Sriwidjaja Palembang per

Total number of employees of PT Pupuk Sriwidjaja

31 Desember 2011 mencapai 2.739 orang. Jumlah

Palembang as of December 31, 2011 reached 2,739

karyawan pensiun pada tahun 2011 mencapai 324

employees. Number of employees retiring in 2011

orang dan pada tahun tersebut dilakukan rekrutmen

reached 324 people and 247 new employees were

karyawan baru sebanyak 247 orang. PT Pusri

recruited in the same year. PT Pusri Palembang tried

Palembang berusaha untuk menyeimbangkan antara

to balance the number of retirees and new employees

jumlah karyawan pensiun dan jumlah rekrutmen

recruitment to achieve ideal number of employees at

karyawan baru untuk mencapai jumlah karyawan

approximately 2,500 employees with due regard to

yang ideal yaitu kurang lebih 2.500 karyawan dengan

the needs of each work unit.

tetap memperhatikan kebutuhan masing-masing unit kerja.

48


PT Pupuk Sriwidjaja Palembang menempatkan SDM yang ada sebagai subyek pelaksana kebijakan dan kegiatan operasional dalam rangka mewujudkan visi dan misi Perusahaan. PT Pupuk Sriwidjaja Palembang places existing Human Resources as subjects who carry out policies and operational activities in order to realize vision and mission of the Company.

Ditinjau berdasarkan jabatan, jumlah karyawan

The number of employees based on their positions

bervariasi untuk masing-masing Eselon. Jumlah

varies for each Echelon. The largest number was

terbesar adalah karyawan level Pelaksana, yaitu

the employees of Operational level at 39% of

sebesar 39% dari keseluruhan karyawan. Level

total employees. The majority of Operational

Pelaksana mayoritas ditempatkan di bagian produksi

level employees were assigned in the production

dengan posisi sebagai operator.

department with position as operators.

Berdasarkan Strata Pendidikan, komposisi karyawan

Based on Levels of Education, the majority of PT Pusri

PT Pusri Palembang mayoritas adalah lulusan SLTA/

Palembang employees are senior high/vocational

Kejuruan yaitu sebesar 55% dari seluruh karyawan.

school graduates, which are 55% of total employees.

Lulusan SLTA/Kejuruan tersebut dibutuhkan untuk

The graduates of senior high/vocational school are

memenuhi kebutuhan tenaga di bagian produksi

needed to fulfill the need of staff in production and

dan pemeliharaan. Namun demikian, Perusahaan

maintenance departments. However, the Company

tidak menutup kemungkinan bagi karyawan untuk

still opens the opportunity for the employees to

melanjutkan jenjang pendidikan lebih tinggi. Karena

pursue higher level of education. It is considered

hal tersebut dipandang sebagai sesuatu yang positif,

positive as the higher education level of employees as

karena dengan semakin tingginya tingkat pendidikan

it is expected to boost employee performance, which

karyawan, diharapkan akan mendorong kinerja

ultimately will increase the company’s performance.

karyawan sehingga dapat meningkatkan kinerja perusahaan. Dipandang dari sudut usia, komposisi karyawan PT

Based on age, PT Pusri Palembang is dominated by

Pusri Palembang didominasi oleh karyawan dengan

employees in the age brackets of 50 years and above

rentang usia 50 tahun atau lebih yaitu sebesar

or 43% of total employees, followed by employees

43% kemudian diikuti oleh karyawan dengan

in the age brackets of 45-49 years at 17%. This is a

rentang usia 45-49 tahun yaitu sebanyak 17%. Hal

critical matter faced by the Company. Starting 2011,

ini merupakan permasalahan kritis yang sedang

sustainable recruitment program of new employees

dihadapi Perusahaan, oleh karena itu tahun 2011

has been conducted. The recruitment program was

dilaksanakan program rekrutmen karyawan baru

the Company’s effort to overcome the problem of

yang berkelanjutan. Program rekrutmen tersebut

generation gap. On the other hand, with the increasing

merupakan upaya Perusahaan untuk mengatasi

number of senior staff entering retirement, another

permasalahan generation gap.

Disisi lain dengan

critical problem has emerged, the knowledge gap.

semakin banyaknya karyawan senior yang memasuki

To overcome the problem, the Company formulated

masa pensiun maka timbul permasalahan kritis

knowledge management to be applied in various

lainnya yaitu knowledge gap. Guna mengatasi

forms including knowledge sharing, assistance and

permasalahan

tutorial, as well as video and written documentation.

tersebut,

Perusahaan

menyusun

knowledge management yang diaplikasikan dalam berbagai bentuk antara lain kelompok diskusi (knowledge sharing), pendampingan dan tutorial, serta pendokumentasian melalui video dan tulisan. PT Pupuk Sriwidjaja Palembang Laporan Tahunan 2011 Annual Report

49

foreword

Tabel Klasifikasi Karyawan No.

Company profile

A.


B.

C.


D.


E.

Table of Employees Clasification

Keterangan

2010

2011

Description

6

5

Director

1. Eselon I 2. Eselon II 3. Eselon III 4. Eselon VI 5. Eselon V 6. Pelaksana

20 39 43 59 148 2.483

36 61 296 466 821 1.059

Jumlah Tenaga Kerja

2.792

2.739

Direksi

1. Eselon I 2. Eselon II 3. Eselon III 4. Eselon VI 5. Eselon V 6. Implementor Number of Employees

Tenaga Kerja Berdasar Pendidikan

Employees Based On Education

1. S-2/S-3 2. S-1 3. D-3 4. SLTA 5. SLTP 6. SD

90 771 271 1.572 61 27

91 757 306 1.519 47 19

1. S-2/S-3 2. S-1 3. D-3 4. SLTA 5. SLTP 6. SD

Jumlah Tenaga Kerja

2.792

2.739

Number of Employees

1. 50 atau lebih 2. 45 - 49 3. 40 - 44 4. 35 - 39 5. 30 - 34 6. 25 - 29 7. 24 atau kurang

1.340 584 109 98 197 214 250

1.188 466 72 103 240 339 331

1. 50 or more 2. 45 - 49 3. 40 - 44 4. 35 - 39 5. 30 - 34 6. 25 - 29 7. 24 or less

Jumlah Tenaga Kerja

2.792

2.739

Number of Employees

1. Jumlah Tenaga Kerja awal tahun 2. Tenaga Kerja baru 3. Pensiun 4. Mengundurkan diri/berakhir kontrak 5. Meninggal

3.106 0 292 5 17

2.792 271 312 0 12

1. Number of Employees Year-Begin 2. New Employees 3. Retired 4. Resign/End of Contract 5. Pass Away

Jumlah Tenaga Kerja Akhir Tahun

2.792

2.739

6. Number of Employees Year-End

C.

Employees Based On Age D.

Tenaga Kerja Berdasar Kelompok usia

Statistik Tenaga Kerja

Employees Statistic

E.

RECRUITMENT kerja

In line with additional workload of the Company

Perusahaan dan sesuai dengan standar kebutuhan

and in accordance with the standard needs of

karyawan, Perusahaan telah melakukan penerimaan

employees, the Company has initiated new hiring. To

karyawan baru. Untuk mendapatkan karyawan yang

get qualified employees, the Employee recruitment is

berkualitas, penerimaan Karyawan dilakukan oleh

conducted by an independent agency with stages of

lembaga independen dengan tahapan pola seleksi

structured selection that includes the administrative

yang terstruktur yang meliputi seleksi administratif,

selection, academic potential test, psycho test, health

test potensi akademik, psikotest, pemeriksaan

screening and final interview. Employees who are

kesehatan dan wawancara akhir. Terhadap karyawan

hired will be included in education and training as

yang dinyatakan diterima, akan diikutsertakan dalam

a job preparation stage and the final selection of

pendidikan dan pelatihan sebagai tahap persiapan

recruitment.

Seiring


A.

Employees Based On Eselon B.

Tenaga Kerja Berdasar Kepangkatan

REKRUTMEN dengan

penambahan

kerja dan seleksi akhir rekrutmen.

50

No.


beban

Perekrutan

untuk

Recruitment is done on a regular basis to facilitate

mempermudah proses transfer knowledge dari

dilakukan

secara

berkala

the process of knowledge transfer from experienced

karyawan yang sudah berpengalaman dan akan

and retiring employees to replacement employees. In

memasuki masa pensiun ke karyawan penggantinya.

2011, 247 new employees were recruited.

Pada tahun 2011 dilakukan rekrutmen karyawan sebanyak 247 orang.

PENGELOLAAN KINERJA

PERFORMANCE MANAGEMENT

Untuk mempertahankan kualitas karyawan dan hasil

To maintain employee quality and performance as

kerja karyawan serta sebagai sarana motivasi dan

well as a means of motivation and communication

komunikasi antara atasan - bawahan, Perusahaan

between superior - subordinates, the Company

menerapkan penilaian formal terhadap kemampuan

adopted a formal assessment of the capabilities

yang dimiliki (input) dan proses kreativitas dalam

(input) and the process of creativity in achieving

pencapaian hasil serta hasil unjuk kerja (output).

results and outcomes of performance (output). The

Penilaian dilakukan dalam 2 (dua) periode per tahun

assessment is carried out in 2 (two) periods per year

dengan sistem penilaian 180o (derajat) dan dilakukan

with a scoring system 180o (degrees) and is done

secara online. Penilaian kinerja menjadi acuan dalam

online. Performance assessment is used as reference

sistem perencanaan karir karyawan.

in employees’ career planning system.

PENDIDIKAN DAN PELATIHAN

EDUCATION AND TRAINING

Dalam rangka membangun SDM yang unggul dan

In order to build superior and highly motivated

memiliki motivasi tinggi serta mampu menghadapi

human resources, as well as capable to face global

persaingan bisnis secara global, pada tahun 2011

business competition, training and education in all

telah dilaksanakan program pelatihan dan pendidikan

areas have been implemented in 2011. The education

di seluruh bidang. Pendidikan dan pelatihan yang

and training include; in house training, out plant

dilaksanakan meliputi; in house training, outplant

training, study assignment to graduate education

training, tugas belajar ke jenjang pendidikan S2

and certification programs, management forum and

dan sertifikasi, forum manajemen serta pembinaan

regional employment. In addition the Company also

wilayah. Selain itu Perusahaan juga melaksanakan

undertakes domestic and overseas study program or

program tugas belajar atau beasiswa baik di dalam

scholarship aimed at improving skills and knowledge

negeri maupun luar negeri yang ditujukan untuk

for employees.

meningkatkan keterampilan dan pengetahuan bagi karyawan.


51

foreword

Program pendidikan dan pelatihan yang telah

Education and training programs conducted in 2011

dilaksanakan di tahun 2011 adalah sebagai berikut:

are as follows:

Company profile

Tabel Pelatihan Karyawan No.


1.

2.

Table of Employee Training

Jenis Kegiatan

Hasil yang Dicapai Employee training:

- In-house

2 .627 Man Training

- Outplant dalam negeri

469 Man Training

- Outplant luar negeri

10 Man Training

good corporate governance corporate social responsibility financial statements

- In-house - Overseas Out plant

248 Man Training

- Management Trainee program for employee candidates

- Sosialisasi (Kepabeanan & Cukai)

53 Man Training

- Socialization (Kepabeanan & Cukai)

Tugas belajar + Sertifikasi :

Study Assignment + Certification: 12 Orang People

2.

- Graduate Education (advanced)

- Pendidikan sertifikasi

126 Orang People

- Certification Education

3.

Forum Manajemen

778 Man Training

- Certification education

3.

4.

Pembinaan Wilayah :

Regional Development:

4.

234 Orang People

- Job training for Senior High School students

- Kerja praktek mahasiswa

666 Orang People

- Job training for college students

- Pemagangan Tingkat Sarjana

57 Orang People

- Kerja praktek siswa SLTA

52

1.

- Domestic Out plant

- Manajemen trainee calon karyawan

- Pendidikan S2 (lanjutan)

No.

No.

Pelatihan karyawan :

- Undergraduate internship

PENINGKATAN KOMPETENSI (SERTIFIKASI)

COMPETENCY ENHANCEMENT (CERTIFICATION)

PT Pupuk Sriwidjaja Palembang berkomitmen

PT Pupuk Sriwidjaja Palembang is committed to

memperkuat struktur manajemen di semua level

strengthening management structure at all levels

diimbangi dengan upaya peningkatan kompetensi,

balanced with enhancement efforts of competency,

profesionalisme, pengetahuan dan keterampilan

professionalism, knowledge and skills through

melalui program pendidikan dan pelatihan yang

education and training programs conducted based

dilakukan berdasarkan training needs analysis (TNA).

on training needs analysis (TNA). The Company’s

Agenda kerja Perusahaan tahun 2011 mencakup

working agenda in 2011 covering skill and expertise

pengembangan kemampuan dan keahlian melalui

development through training for employees in the

pelatihan bagi karyawan yang berupa sertifikasi,

form of certification, education and training services,

jasa diklat, knowledge management dan pelatihan

knowledge management and supporting training

penunjang serta tugas belajar. Sedangkan untuk

as well as study assignment. Meanwhile employee

peningkatan kompetensi karyawan, Perusahaan

competency enhancement, the Company allocated

mengalokasikan dana sebesar Rp13.959.475.000.

funds amounted to Rp13,959,475,000.

Tabel Biaya Peningkatan Kompetensi

Table of Competency Enhancement Cost

Jenis Kegiatan

MT

MD

Biaya

MT

MD

Biaya

Jenis Kegiatan

No.

1.

Inhouse Training

3.284

9.254

4.510.455.000

2.627

5.616

6.011.090.779

Inhouse Training

1.

2.

Off Site/Out Plant

1.020

4.260

8.457.645.000

479

5.041

3.961.409.475

Off Site/Out Plant

2.

3.

Management Trainee

273

67.323

532.832.000

521

56.530

1.611.929.746

Management Trainee

3.

4.

Forum Manajemen

163

163

17.847.000

778

778

168.868.000

Management Forum

4.

577.605.000

Education S-2

5.

1.063.485.000 Certification/Special Education

6.

5.

Pendidikan S-2

6.

Sertifikasi/Pendidikan Khusus

7.

Kerja Praktek/Permagangan


9

1.526

402.902.000

11

2.391

537

1.707

1.192.296.000

126

1.337

1.017

27.852

565.087.000

5.559 99.545

13.959.475.000

958

25.780

444.884.250

6.244

110.013

15.558.861.250

Job Training/Internship

7.

Sebagai upaya mendukung strategi Perusahaan

As an effort to support the Company’s strategy in

dalam penerapan Sistem Manajemen SDM Berbasis

application of Competency-based HR Management

Kompetensi sebagai prasyarat menuju pelaksanaan

System as pre-requisite of Human Capital-based HR

manajemen SDM Berbasis Human Capital serta

management implementation as well as regeneration

kaderisasi melalui Talent Management, Perusahaan

through

melakukan kerjasama dengan PT Aplikasi Sistem

collaborated with PT Aplikasi Sistem Bisnis to develop

Bisnis untuk penyusunan kebutuhan kompetensi

Job Competency Requirements (KKJ) and build

jabatan (KKJ) dan membangun aplikasi untuk

application to measure individual competency (KI) to

mengukur kompetensi individu (KI) yang akan

be used as benchmark of competency enhancement.

Talent

Management,

the

Company

dijadikan tolok ukur peningkatan kompetensi.

KERJASAMA PENGELOLAAN SDM Beberapa

aspek

pengembangan

dalam sumber

HR MANAGEMENT COOPERATION

pelaksanaan daya

progam

Several aspects in the Company’s human resources

(SDM)

development cooperated with third parties as follows:

manusia

Perusahaan melakukan kerjasama dengan pihakpihak luar sebagai berikut :

· PT Aplikasi Sistem Bisnis mengenai penyusunan kebutuhan

kompetensi

jabatan

(KKJ)

· PT Aplikasi Sistem Bisnis in developing job

dan

competency requirements (KKJ) and individual

kompetensi individu (KI) melalui nomor surat

competency (KI) through agreement letter No

kesepakatan 001/DIR/SPK/III/2011 dan nomor

001/DIR/SPK/III/2011

001/ASB/SPK/III/2011 pada tanggal 31 Maret

III/2011 dated March 31, 2011 .

and

No

001/ASB/SPK/

2011.

· PT Bank Mandiri, untuk pembayaran hak-hak

· PT Bank Mandiri, for employees’ rights payment.

karyawan.

· PT Asuransi Jiwa Inhealth dalam hal pelayanan

· PT Asuransi Jiwa Inhealth in health services for

kesehatan karyawan & keluarga (karyawan aktif

employees & families (active employee and

dan pensiun).

pension).

· AJB Bumi Putera 1912 dalam hal pengelolaan

· AJB Bumi Putera 1912 in fund management of

dana Tabungan Hari Tua (THT) karyawan.

employees’ Old Age Savings (THT).

· PT JAMSOSTEK, dalam hal pengelolaan JHT, JKK,

· PT JAMSOSTEK, in management of JHT, JKK, JK.

JK.

· PT Asuransi Jiwasraya, dalam hal pengelola

· PT Asuransi Jiwasraya, in employees’ Life

Asuransi Kematian (Askem) karyawan.

· Departemen/Dinas

Ketenagakerjaan

Insurance management. dalam

· Manpower Ministry/Agencies in employment

· PTUN dan pengadilan dalam hal penyelesaian

· State Administrative Court (PTUN) and general

masalah tenaga kerja.

matters.

masalah karyawan dan Perusahaan.

courts in settlement of disputes between employees and the Company.

Sedangkan kerjasama dalam penyelengggaraan

Meanwhile in Education and Training implementation,

Pendikan dan Pelatihan (Diklat) yaitu bekerjasama

the

dengan instansi / lembaga pendidikan dalam hal

institutions in improving levels of education &

meningkatkan strata pendidikan & sertifikasi, Baliteks

certification, Baliteks Unsri Palembang in recruitment,

Unsri Palembang dalam hal bidang rekrutmen, Bina

Community

Lingkungan (Magang Sarjana), dan instansi / lembaga

Internship), and Employee training institutions.

Company

cooperated

Development

with

educational

(Undergraduate

dalam hal bidang Pelatihan karyawan.


53

FAIR AND EQUAL TREATMENT

Perusahaan beroperasi di berbagai wilayah dengan

The Company is operating in various regions with

Company profile

keberagaman agama, budaya, tradisi, adat istiadat,

diverse religions, cultures, traditions, customs,

kondisi, dan persyaratan ketenagakerjaan yang

conditions, and terms of employment. However, the

berbeda-beda.

Perusahaan

Company provides equal opportunities to employees

memberikan kesempatan yang setara kepada

to develop their careers in accordance with the

pekerja dalam mengembangkan karir sesuai dengan

potential, character and level of professionalism.


foreword

PERLAKUAN ADIL DAN KESETARAAN

potensi, karakter dan tingkat profesionalitasnya.

Each individual is measured by a transparent system,

Setiap individu diukur berdasarkan suatu sistem yang

focusing on merit and performance achieved by each

transparan, berfokus pada merit dan kinerja yang

employee. Fair and equal treatment for all employees

dicapai masing-masing karyawan. Perlakuan adil dan

are expected to motivate employees to continue

setara bagi seluruh karyawan diharapkan mampu

to strengthen the Company. It also performed

menumbuhkan motivasi untuk terus memperkuat

competency assessment and psychological tests to

Perusahaan.

place employees in certain positions, promotion,

Namun

Terhadap

demikian,

karyawan

Perusahaan

dilakukan assessmen kompetensi dan tes psikologi untuk

menempatkan

karyawan

pada

transfer and rotation.

jabatan



tertentu, promosi, mutasi dan rotasi.

PRODUKTIVITAS KARYAWAN

EMPLOYEE PRODUCTIVITY

Salah satu indikator penting yang menentukan

One of the important indicators that determine the

kinerja Perusahaan adalah produktivitas karyawan

Company’s performance is employee productivity

yang diukur dari hasil pendapatan dan penjualan

measured by revenue and sales divided by total

dibagi dengan jumlah tenaga kerja. Pada tahun 2011

employees. The productivity of employees in 2011

produktivitas karyawan sebesar Rp2,461 miliar atau

was at Rp2.461 billion, up 5.1% compared to the level

naik 5,1% dibandingkan dengan tingkat produktivitas

of productivity in 2010 amounting to Rp2.342 billion.


tahun 2010 sebesar Rp2,342 miliar. Ditinjau dari pendapatan sebelum bunga, pajak

Based on earnings before interest, taxes and

dan penyusutan serta amortisasi, maka tingkat

depreciation as well as amortization, the level of

produktivitas karyawan meningkat dari Rp327,40 juta

employee productivity increased from Rp327.40

di tahun 2010 menjadi Rp572,47 juta atau meningkat

million in 2010 to Rp572.47 million, an increase of

74,85%. Sedangkan ditinjau dari laba usaha, tingkat

74.85%. While in terms of operating income, the level

produktivitas karyawan meningkat dari Rp188,84 juta

of employee productivity increased from Rp188.84

pada tahun 2010 menjadi Rp445,98 juta pada akhir

million in 2010 to Rp445.98 million at the end of 2011,

tahun 2011 atau 136,2%.

or 136.2%.

Sebagai salah satu indikator produktivitas, maka

As one of productivity indicatosr, the Company’s

pencapaian Perusahaan dalam rasio Return on Human

achievement in the Return on Human Investment

Investment (ROHI) dapat dilihat bahwa rasio tersebut

(ROHI) ratio can be seen that the ratio has increased

meningkat dibandingkan dengan tahun 2010.

compared to 2010. In 2011 the ROHI ratio achieved by

Pada tahun 2011 rasio ROHI yang berhasil dicapai

the Company was 7.37:1 while in 2010 was at 7.06:1.

Perusahaan adalah sebesar 7,37:1 sedangkan tahun 2010 sebesar 7,06:1.

54


Beban karyawan dibandingkan dengan pendapatan

Ratio of employee expenses to the Company’s

usaha Perusahaan tahun 2011 yaitu sebesar 7,09:1

operating revenues in 2011 was 7.09:1, which was

yang berarti turun dari pencapaian tahun 2010

a decline from the achievement in 2010 at 7.13:1.

sebesar 7,13:1. Disamping itu rasio beban karyawan

Besides, the ratio of employee expenses to operating

terhadap pendapatan usaha tahun 2011 sebesar

revenues in 2011 was 0.141:1, increased from 0.140:1

0,141:1 meningkat

dibandingkan tahun 2010

in 2010. This is due to increased revenues in 2011

yakni 0,140:1. Hal ini disebabkan meningkatnya

amounting to Rp6.7 trillion compared to Rp6.5 trillion

pendapatan usaha tahun 2011 sebesar Rp6,7 triliun

in 2010, an increase of 3.1% followed by the increase

dibandingkan tahun 2010 sebesar Rp6,5 triliun atau

of employee expenses by 3.6% from Rp917.2 billion

meningkat 3,1% diikuti dengan kenaikan dari beban

in 2010 to Rp950.6 billion in 2011.

karyawan sebesar 3,6% dari Rp917,2 miliar di tahun 2010 menjadi Rp950,6 miliar di tahun 2011. Table of 2010 and 2011 Productivity

Tabel Produktivitas 2010 dan 2011 Elemen Pendapatan Usaha

Unit

2010

2011

RpJuta l million

6.538.877

6.741.894

Element Revenue

EBITDA

RpJuta l million

914.101

1.567.996

EBITDA

Laba Usaha

RpJuta l million

527.228

1.221.529

Income from Operations

Beban Operasi

RpJuta l million

979.325

684.273

Operational Expenses

Beban Karyawan

RpJuta l million

917.203

950.651

Employee Expenses

Jumlah Karyawan

Orang l Person

2.792

2.739

Total Employee

Indikator Produktivitas Pendapatan Usaha/Jumlah Karyawan EBITDA/Jumlah Karyawan Laba Usaha/Jumlah Karyawan

Unit

2010

2011

Element

RpJuta l million

2.342,00

2.461,44

Revenue/Total Employee

RpJuta l million

327,40

572,47

EBITDA/Total Employee

RpJuta l million

188,84

445,89

Income from Operations/ Total Employee

Return on Human Investmen Ratio

kali l Time

7,06

7,37

Return of Human Investment Ratio

Pendapatan Usaha/Beban Karyawan

kali l Time

7,13

7,09

Revenue/Employee Expenses

Beban Karyawan/Pendapatan Usaha

kali l Time

0,40

0,141

Employee Expenses/Revenue

0,94

1,39

Employee Expenses/Operational Expenses

328,51

347,08

Employee Expenses/Total Employee

Beban Karyawan/Beban Operasi Beban Karyawan/Jumlah Karyawan

kali l Time RpJuta l million


55

foreword

Di tengah persaingan industri pupuk yang semakin

Amidst increasingly competitive fertilizer industry,

Company profile

kompetitif,

diri

the ability to develop and create value is crucial for

dan menciptakan nilai bagi Perusahaan sangatlah

the Company in order sustainably provide excellent

krusial

memberikan

and professional service to its customers. As a form of

layanan prima dan profesional secara berkelanjutan

its commitment to excellence, the Company ensures

bagi pelanggannya. Sebagai bentuk komitmen

its employees’ welfare by providing compensation in


remuneration and WELFARE

Perusahaan


REMUNERASI DAN KESEJAHTERAAN

inti, tunjangan perumahan dan tunjangan tertentu

kemampuan

agar

Perusahaan

dalam

mengembangkan dapat

keunggulan,

adequate salary and other benefits. The employee

Perusahaan menjamin kesejahteraan karyawannya

menciptakan

remuneration system refers to results of consultant

dengan memberikan kompensasi berupa gaji yang

study on basic salary and others income related

memadai dan tunjangan-tunjangan kesejahteraan

to allowances and production services, including

lainnya. Sistem remunerasi karyawan diterapkan

pension program and post-employment health care

berdasarkan hasil kajian konsultan, yaitu penerimaan

program, medical benefits for the retirees and some

gaji pokok dan gaji terkait dengan tunjangan dan jasa

members of immediate family, housing allowance

produksi termasuk program pensiun dan program

and other allowances, including those related to

pelayanan kesehatan pasca-kerja, tunjangan medis

employee’s work unit performance.

untuk mereka sendiri dan beberapa anggota keluarga lainnya, termasuk yang terkait dengan kinerja unit kerja karyawan. Employee basic salary per echelon

Gaji Pokok karyawan per eselon (dalam rupiah)



No.

(in million rupiah)

Kepangkatan

Gaji | Salary Terendah | Lower

1.

Eselon I

7.326.576

9.897.450

Echelon I

1

2.

Eselon II

5.282.662

8.957.598

Echelon II

2.

3.

Eselon III

1.770.067

7.735.072

Echelon III

3.

4.

Eselon IV

1.465.750

5.655.063

Echelon IV

4.

5.

Eselon V

1.091.200

4.715.097

Echelon V

5.

6.

Pelaksana

397.650

2.992.358

Operative

6.

YAYASAN DAN KOPERASI SEBAGAI PENDUKUNG KESEJAHTERAAN KARYAWAN

FOUNDATION AND COOPERATIVE AS EMPLOYEE WELFARE SUPPORT

Keberadaan yayasan dan koperasi di lingkungan

The presence of foundations and cooperatives within

Perusahaan

meningkatkan

the Company are aimed at improving the welfare

kesejahteraan karyawan, keluarga dan pensiunan.

of its employees, families and retirees. There are

Tercatat 4 (empat) yayasan dan 1 (satu) koperasi yang

4 (four) foundations and 1 (one) cooperative that

telah dibentuk yaitu Dana Pensiun Pusri (Dapensri)

have been established namely Pusri Pension Fund

PPMP, Dana Pensiun Pusri (Dapensri) PPIP, Yayasan

(Dapensri) PPMP, Pusri Pension Fund (Dapensri) PPIP,

Kesejahteraan Karyawan Pusri (YKKP), Yayasan Sosial

Pusri Employee Welfare Foundation (YKKP), Pusri

Pendidikan Pusri (YSPP), Koperasi Karyawan Pusri

Education Social Foundation (YSPP), Pusri Employees’

(KKP). Selain itu Perusahaan memiliki Serikat Pekerja

Cooperative (KKP). In addition, the Company also

Pupuk Sriwidjaja Palembang (SPPSP).

formed Pupuk Sriwidjaja Palembang Labor Union

ditujukan

untuk

(SPPSP). 56

No

Tertinggi | Higher


Rencana Pembangunan pabrik Pusri-IIB dan proyek pengembangan lainnya sebagai upaya revitalisasi sarana produksi dan distribusi menjadi modal penggerak bagi Perusahaan untuk kembali memperkaya nilainya sebagai entitas bisnis dalam industri pupuk yang disegani di tingkat nasional dan regional.

Management Discussion and Analysis





Company profile

foreword

analisa dan Pembahasan manajemen atas kinerja Perusahaan

58

TINJAUAN UMUM

OVERVIEW

Tahun 2011 merupakan babak sejarah baru dalam

Year 2011 was a new chapter in the history of national

industri pupuk nasional, di mana restrukturisasi

fertilizer industry, as the restructuring of PT Pupuk

PT Pupuk Indonesia (Persero) yang sebelumnya

Indonesia (Persero) formerly known as PT Pupuk

bernama PT Pupuk Sriwidjaja (Persero) sebagai induk

Sriwidjaja (Persero) as the parent Company of a

Perusahaan dari sejumlah Perusahaan pupuk nasional,

number of national fertilizer companies, changed

berubah dari status sebagai Operating Holding

its status from Operating Holding Company to

menjadi Investment Holding. Restrukturisasi yang

Investment Holding Company. The restructuring

terjadi di akhir tahun 2010 itu, segera ditindaklanjuti

that took place at the end of 2010 was soon followed

dengan sejumlah transformasi. Dan salah satu

by a number of transformations. One of the most

perubahan terpenting adalah pembentukan anak

important changes is the establishment of new

Perusahaan baru di bawah PT Pupuk Indonesia

Subsidiaries under PT Pupuk Indonesia (Persero)

(Persero) bernama PT Pupuk Sriwidjaja Palembang.

named PT Pupuk Sriwidjaja Palembang.

PT Pupuk Sriwidjaja Palembang didirikan dengan

PT Pupuk Sriwidjaja Palembang was established

akta notaris Fathiah Helmi, S.H. No. 14 Tanggal 12

by notarial deed of Fathiah Helmi, SH No. 14 dated

November 2010, Anggaran Dasar Perusahaan yang

November 12, 2010, the Articles of Association

disahkan oleh Menteri Hukum dan HAM dengan

ratified by the Justice and Human Rights Minister’s

surat keputusan tanggal 13 Desember 2010 No. AHU-

decree dated December 13, 2010, No. AHU-57

57993. AH. 01. 01 tahun 2010. Pendirian PT Pupuk

993. AH. 01. 01 of 2010. Establishment of PT Pupuk

Sriwidjaja Palembang merupakan hasil pemisahaan

Sriwidjaja Palembang is the result of Spin-off of PT

(Spin-off)

(Persero)

Pupuk Sriwidjaja (Persero) based on conclusion of

berdasarkan keputusan Rapat Umum Pemegang

dari

PT

Pupuk

Sriwidjaja

the Extraordinary General Meeting of Shareholders

Saham Luar Biasa tanggal 24 Desember 2010.

on December 24, 2010. The transfer of rights and

Pengalihan hak dan kewajiban sehubungan dengan

obligations regarding the spin-off became effective

spin-off berlaku efektif tanggal 1 Januari 2011.

on January 1, 2011.


Secara legal PT Pupuk Sriwidjaja Palembang

Legally PT Pupuk Sriwidjaja Palembang is a new

merupakan entitas Perusahaan baru. Namun demikian

company entity. However, operationally, the Company

secara operasional, Perusahaan ini sudah ada sejak

has been established for a long time and become the

lama dan menjadi awal dari sejarah industri pupuk

beginning of the national fertilizer industry history

nasional sejak tahun 1959. Termasuk diantaranya

since 1959. It also includes its production facilities

adalah sarana produksi dan infrastruktur yang dimiliki

and infrastructure such as plants, fertilizer bagging

seperti unit-unit pabrik, unit pengantongan pupuk

units in the regions and fertilizer carrier and ammonia

di daerah dan kapal-kapal pengangkut pupuk dan

vessels, as well as the existing human resources.

kapal Amonia. Demikian juga dengan sumber daya manusia yang ada. Meskipun Perusahaan selama tahun 2011 mampu

Although the Company during 2011 managed to

memenuhi

memenuhi

fulfill its obligations to meet the needs of domestic

kebutuhan pupuk dalam negeri sektor pangan,

kewajibannya

untuk

fertilizer for food sector, but there were some issues

namun sejumlah masalah masih harus dihadapi.

remain to be faced. The main problem is the ageing

Masalah utama adalah umur pabrik yang sudah tua

plants with some equipment were damaged which

sehingga beberapa peralatan pabrik mengalami

resulted in the plant shut down. With the old age

kerusakan yang mengakibatkan pabrik shut down.

of the plants and inefficient use of raw materials, it

Dengan umur pabrik yang sudah tua dan tidak

is necessary to revitalize the plants. Revitalization is

efisien dalam penggunaan bahan baku, maka perlu

done by replacing the Pusri-II and Pusri-IIB plants that

dilakukan revitalisasi pabrik. Revitalisasi dilakukan

has been approved by Shareholders and is expected

dengan penggantian pabrik Pusri-II dengan pabrik

to begin construction in 2012 and started production

Pusri-IIB yang telah mendapat persetujuan Pemegang

in 2015 so that production capacity increases

Saham dan diharapkan pembangunannya akan

sufficiently to offset the increase in domestic demand

dimulai pada tahun 2012 serta mulai berproduksi

for fertilizer.

tahun 2015 sehingga kapasitas produksi meningkat secara memadai untuk mengimbangi kenaikan permintaan pupuk dalam negeri. Disamping itu Perusahaan juga menghadapi masalah

In addition the Company also faced the problem

keterbatasan pasokan bahan baku gas bumi yang

of limited supply of raw materials due to declining

disebabkan menurunnya laju alir dan tekanan serta

natural gas flow rate and pressure as well as

adanya gangguan kompresor. Untuk mengatasi

compressor disruption. To overcome the problem

masalah pasokan bahan baku Perusahaan terus

of raw material supply, the Company will continue

melakukan koordinasi dengan para pemasok gas

its coordination with natural gas suppliers in South

bumi yang ada di Sumatera Selatan dalam rangka

Sumatra in order to increase the supply of natural gas.

meningkatkan pasokan gas bumi. Selain masalah tersebut, di tahun 2011 Perusahaan

In 2011 the Company also faced a tough challenge

juga menghadapi tantangan yang cukup berat yaitu

with increasingly unpredictable climate change which

adanya perubahan iklim yang kian sulit diprediksi

affected demand/supply of fertilizers in the country.

yang mempengaruhi kebutuhan/penyediaan pupuk

This challenge was overcome by the development of

di dalam negeri. Tantangan ini diatasi dengan

new fertilizer warehouses at strategic locations.

pembangunan gudang-gudang pupuk baru di lokasilokasi strategis.


59

management continued to make breakthroughs in

guna mencapai tujuan Perusahaan. Hasil kerja

order to achieve the Company’s goals. Management

Company profile

manajemen telah ditunjukkan dengan kinerja

work has been shown by encouraging performance

yang menggembirakan baik dari sisi operasional,

both in terms of operational, financial, and health

keuangan, maupun tingkat kesehatan Perusahaan.

levels of the Company.


foreword

Despite these problems and challenges, the

manajemen terus melakukan terobosan-terobosan

TINJAUAN OPERASIONAL PER SEGMEN USAHA

OPERATIONAL OVERVIEW FOR BUSINESS SEGMENT

Tonase Produksi

Production Tonnage

Urea

Urea

Realisasi produksi urea tahun 2011 sebesar 1.968.410

Realization of urea production in 2011 amounted to

ton atau 96,02% dari RKAP sebesar 2.050.000 ton, dan

1,968,410 tons or 96.02% of RKAP at 2,050,000 tons,

menurun 3,12% dibandingkan dengan realisasi tahun

and a decline of 3.12% compared to realization in

2010. Hal ini disebabkan oleh kendala peralatan dan

2010. This was due to disruptions in plant equipment

teknis operasional pabrik.

and operational techniques.


Di tengah masalah serta tantangan tersebut,

Amonia

Ammonia

Realisasi produksi Amonia tahun

2011 sebesar

Realization of ammonia production in 2011 amounted

1.313.310 ton atau 98,01% dari RKAP sebesar

to 1,313,310 tons or 98.01% of RKAP at 1,340,000 tons

1.340.000 ton dan menurun 3,20% dibandingkan

and a decline of 3.20% compared to realization in

dengan

ini

2010. The decline was due to disruptions in ammonia

Amonia

plant equipment particularly those occurred at Pusri-

realisasi


disebabkan

tahun

kendala

2010.

peralatan

Penurunan pabrik

terutama yang terjadi pada Pabrik Pusri-IV.

IV Plant.

Tonase Produksi Urea dan Amonia Tahun 2011

Production Tonnage of Urea and Ammonia in 2011

Keterangan

REAL 2011

RKAP 2011

REAL 2010

%

%

1

2

3

4 = (1:2)

5= (1:3)


Urea :

Urea :

- Pabrik Pusri IB

476 .070

512.000

548.328

92,98

86,82

- Pabrik Pusri II

438 .268

457.600

415.007

95,78

105,60

- Pusri II Plant

- Pabrik Pusri III

492 .942

525.300

529.451

93,84

93,10

- Pusri III Plant - Pusri IV Plant

- Pabrik Pusri IV

561 .130

555.100

538.914

101,09

104,12

1.968.410

2.050.000

2.031.700

96,02

96,88

Amonia :

60

Description

- Pusri IB Plant

Amonia :

- Pabrik Pusri IB

392.179

401.100

429.120

97,78

91,39

- Pusri IB Plant

- Pabrik Pusri II

241.651

237.800

214.050

101,62

112,89

- Pusri II Plant

- Pabrik Pusri III

329.863

338.200

363.346

97,53

90,78

- Pusri III Plant

- Pabrik Pusri IV

349.617

362.900

350.184

96,34

99,84

- Pusri IV Plant

1.313.310

1.340.000

1.356.700

98,01

96,80


Upaya

strategis

rangka

The Company’s strategic effort in order to increase

meningkatkan produksi dan kualitas produksi untuk

future production and quality of production is to

kedepannya adalah melakukan investasi peralatan

invest in equipment that support the enhancement

yang

of productivity, reliability, efficiency, environmental

menunjang

reliability,

efisiensi,

Perusahaan

dalam

peningkatan kualitas

produktivitas,

lingkungan

dan

quality and occupational safety.

keselamatan kerja.

RASIO PEMAKAIAN GAS BUMI

RATIO OF NATURAL GAS CONSUMPTION

Rasio Pemakaian Gas Bumi Per Ton Urea

Ratio of Natural Gas Consumption per Ton of Urea

Rata-rata rasio pemakaian gas bumi per ton urea

The average ratio of natural gas consumption per ton

sampai dengan bulan Desember 2011 mencapai

of urea as of December 2011 reached 36.20 MMBTU

36,20 MMBTU per Ton atau 107% dari rencananya

per ton, or 107% of the initial plan at 33.80 MMBTU

sebesar 33,80 MMBTU per Ton, hal ini terutama

per ton, this is mainly due to the condition of ageing

disebabkan kondisi pabrik yang sudah tua.

plant.

Rasio Pemakaian Gas Bumi Per Ton Amonia

Ratio of Natural Gas Consumption per Ton of Ammonia

Rata-rata rasio pemakaian gas bumi per ton Amonia

The average ratio of natural gas consumption per

sampai dengan bulan Desember 2011 mencapai

ton of ammonia as of December 2011 reached 41.59

41,59 MMBTU per Ton atau 102% dari rencananya

MMBTU per ton, or 102% of the initial plan at 40.77

sebesar 40,77 MMBTU per Ton terutama disebabkan

MMBTU per ton particularly due to the condition of

kondisi pabrik yang sudah tua.

ageing plant.


61

foreword

MMBTU/Ton Keterangan

REAL 2011

RKAP 2011

REAL 2010

%

%

1

2

3

4 = (1:2)

5= (1:3)

Description


Company profile

Urea :

Urea :

- Pusri IB

32,78

30,58

30,22

107,20

108,48

- Pusri II

36,70

35,77

38,45

102,60

95,45

- Pusri IB - Pusri II

- Pusri III

38,49

34,89

35,07

110,34

109,76

- Pusri III

- Pusri IV

36,69

34,11

35,36

107,56

103,77

- Pusri IV

36,20

33,80

34,53

107,10

104,83

- Pusri IB

36,98

36,24

35,20

102,04

105,05

- Pusri IB

- Pusri II

44,45

44,88

47,95

99,04

92,69

- Pusri II

- Pusri III

44,22

42,54

40,76

103,93

108,49

- Pusri III

- Pusri IV

42,31

41,42

41,41

102,14

102,17

- Pusri IV

41,59

40,77

40,31

102,00

103,17

BIAYA PRODUKSI PER TON

cost of Production Per Tonnage


Amonia :

Biaya Produksi Per Ton Urea

Cost of Production Per Urea Tonnage

Biaya Produksi Urea dalam Kantong Per Ton tahun

Cost of Urea Production in bag per tonnage in 2011

2011 sebesar Rp1.617.506 atau 96,38% dari RKAP

amounted to Rp1,617,506 or 96.38% of RKAP at

sebesar Rp1.678.345, sedangkan Biaya Produksi Urea

Rp1,678,345, meanwhile Cost of Urea Production

Curah Per Ton sebesar 96,07% atau lebih rendah

in bulk per tonnage amounted 96.07% or less than

sebesar Rp62.405 dari RKAP.

Rp62,405 of RKAP.


Amonia :

Faktor utama lebih rendahnya biaya produksi karena

Main factor that cost of production is lower because

pengaruh kurs atas pengadaan gas bumi, diasumsikan

exchange rate influence of gas supply, assumed in

dalam anggaran USD 1 sebesar Rp9.250 realisasinya

budget 1 Dollar as Rp9,250, but realization in average

rata-rata sebesar Rp8.772,33 dan lebih rendahnya

as Rp8,772,33 and lower cost in maintenance and

biaya pemeliharaan dan suku cadang.

spareparts.

Keterangan

REAL 2011

RKAP 2011

REAL 2010

%

%

1

2

3

4 = (1:2)

5= (1:3)

1.033.297

1.123.844

1.143.243

91,94

90,38

- Urea in Bulk

935.113

926.156

888.457

100,97

105,25

- Urea in Bag

1.968.410

2.050.000

2.031.700

96,02

96,88

Tonase Produksi (Ton)


- Urea Curah - Urea Kantong

Production Tonnage (Ton)

Biaya Produksi (Rp000): - Bahan Baku & Penolong - Biaya Tetap

Production Tonnage (Ton) 2.505.355.797

2.244.427.336

90,34

100,85

742.829.972

753.447.280

743.582.124

98,59

99,90

- Fixed Cost Total Production Cost Fertilizer in Bulk

3.006.263.437

3.258.803.077

2.988.009.460

92,25

100,61

- Biaya Kantong & Pengantongan

84.395.373

82.136.222

80.733.929

102,75

104,54

3.090.658.810

3.340.939.299

3.068.743.389

92,51

100,71

Biaya Produksi per ton (Rp): - Biaya Produksi Pupuk Curah - Biaya Kantong & Pengantongan Biaya Produksi Pupuk Kantong

62


- Raw & Supporting Materials

2.263.433.465

Total Biaya Prod. Pupuk Curah

Total Biaya Produksi

Description

Total Production Cost Production Cost Per Ton (Rp)

1.527.255

1.589.660

1.470.694

96,07

103,85

- Production Cost of Fertilizer in Bulk

90.251

88.685

90.870

101,77

99,32

- Cost of Bag & Bagged

1.617.506

1.678.345

1.561.564

96,38

Production Cost Fertilizer 103,58 Per Bag

Biaya Produksi Per Ton Amonia

Cost of Production Per Ammonia Tonnage

Realisasi Biaya Produksi Amonia Per Ton tahun 2011

Realization of Ammonia Production Cost Per Tonnage

sebesar Rp1.790.514 atau 94,46% dari RKAP sebesar

in 2011 amounted to Rp1,790,514 or 94,46% of RKAP

Rp1.895.479, lebih rendahnya terutama pengaruh

at Rp1,895,479, this lower because different exchange

selisih kurs sebagaimana rendahnya biaya produksi

rate influence that low cost of Urea production.

Urea.

Keterangan Tonase Produksi (Ton)

REAL 2011

RKAP 2011

REAL 2010

%

%

1

2

3

4 = (1:2)

5= (1:3)

98,01

96,80

1.313.310

1.340.000

1.356.700

Biaya Produksi (Rp000) - Biaya Tetap - Bahan Baku & Penolong Total Biaya Produksi Biaya Produksi Per Ton (Rp)

Description Production Tonnage (Ton) Production Cost (Rp 000)

439.177.688

398.174.126

437.134.225

110,30

100,47

- Fixed Cost

1.912.322.809

2.141.767.259

1.923.341.420

89,29

99,43

- Raw & Supporting Materials

2.351.500.497

2.539.941.385

2.360.475.645

92,58

99,62

Total Production Cost

1.790.514

1.895.479

1.739.866

94,46

102,91

Production Cost Per Ton (Rp)


63

SALES TONNAGE

Pupuk

Fertilizers

Company profile

Realisasi penjualan seluruh jenis pupuk dalam

Domestic and export sales realization of all fertilizer

negeri (sektor pangan/PSO & sektor komersil) dan

types (food sector/PSO & commercial sector) during

ekspor selama tahun 2011 mencapai 2.335.843 ton

2011 reached 2,335,843 tons or 79.59% of RKAP at

atau 79,59% dari RKAP sebesar 2.934.708 ton, bila

2,934,708 tons, if compared to realization in 2010,

dibandingkan dengan realisasi tahun 2010 terjadi

there was a decrease by 201,607 tons or 7.95 %, the


foreword

TONASE PENJUALAN

penurunan sebesar 201.607 ton atau 7,95 %, dengan

descriptions are as follows:

penjelasan sebagai berikut :


-

Penjualan pupuk urea ke sektor pangan (PSO) eks.

Sales of urea fertilizer to the food sector (PSO) ex

pupuk sendiri sebesar 87,67% dari RKAP sebesar

own fertilizer was 87.67% of RKAP at 1,605,650

1.605.650 ton atau dibawah target sebesar

tons or lower than the target by 197,985 tons, this

197.985 ton, hal ini terutama terjadi perubahan

was mainly due to switch of PT Pusri Palembang’s

rayon penyaluran semula wilayah Jawa Barat,

distribution regions which were previously in

Jawa

merupakan

West Java, Central Java and Sumatra, starting

tanggung jawab PT Pusri Palembang, terhitung 1

Tengah

dan

Sumatera

September 1, 2011, some of the regions have

September 2011 sebagian dialihkan ke PT Pupuk

been transferred to PT Pupuk Kalimantan Timur

Kalimantan Timur (PKT), PT Pupuk Kujang (PKC)

(PKT), PT Pupuk Kujang (PKC) and PT Pupuk

dan PT Pupuk Iskandar Muda (PIM) sesuai yang

Iskandar Muda (PIM) as stipulated by PT Pupuk

diatur oleh PT Pupuk Sriwidjaja (Persero) melalui

Sriwidjaja (Persero) through letter No U-909/

surat nomor U-909/A00000.UM/2011 tanggal 11

A00000.UM/2011 dated August 11, 2011.

Agustus 2011.


-

Sedangkan penyaluran pupuk organik hanya

Meanwhile, organic fertilizer distribution only

mencapai 3,77% yaitu sebesar 3.806 ton dari

reached 3,806 tons of 3.77% of RKAP at 101,015

RKAP sebesar 101.015 ton, hal ini disebabkan

tons, this was due to lower market demand,

rendahnya permintaan pasar, terbatasnya wilayah

limited distribution regions and government

penyaluran dan adanya bantuan langsung pupuk

direct assistance of fertilizer package to farmers.

paket pemerintah kepada petani. Bila dibandingan dengan periode yang sama

fertilizer sales decreased by 77,510 tons or 5.83%,

pangan eks

due to impact of region switch as described

pupuk terjadi kenaikan sebesar


above.

Penjualan pupuk urea ke sektor perkebunan

- Sales of urea fertilizer to plantation sector

mencapai 95,07% yaitu sebesar 250.361 ton dari

reached 250,361 tons or 95.07% of RKAP at

RKAP sebesar 263.350 ton, tidak tercapainya

263,350 tons, the sales target was not met due to

penjualan karena pupuk yang tersedia khususnya

available fertilizer particularly at the end of 2011

di akhir tahun 2011 diprioritaskan untuk

was prioritized to fulfill the fairly high demand of

memenuhi permintaan petani yang cukup

farmers as planting season started, and compared

tinggi terkait dimulainya musim tanam, dan

to the same period in 2010, there was an increase

dibandingan dengan periode yang sama tahun

by 53,764 tons or 27.35%, caused by fertilizer

2010 terjadi kenaikan sebesar 53.764 ton atau

availability as an impact of smaller number of

27,35%, hal ini juga karena ketersediaan pupuk

regions.

dampak dari pengurangan rayon.

64

If compared to the same period in 2010, urea

tahun 2010 penjualan pupuk urea kesektor 77.510 ton atau 5,83%. -


-

Penjualan urea ke sektor industri mencapai

- Urea sales to industrial sector reached 186,426

230,16% yaitu sebesar 186.426 ton dari RKAP

tons of 230,16% of RKAP at 81,000 tons , this was

sebesar 81.000 ton, hal ini karena tingginya

due to higher demand for urea fertilizer with raw

permintaan pupuk urea untuk bahan baku pupuk

material of NPK fertilizer and compared to the

NPK dan dibandingan dengan periode yang sama

same period in 2010, there was an increase by

tahun 2010 terjadi kenaikan sebesar 52.374 ton

52,374 tons or 39.07%.

atau 39,07%, -

Ekspor pupuk urea pada tahun 2011 mencapai

- Urea fertilizer export in 2011 reached 110,443

110.433 ton melampaui RKAP sebesar 10.433

tons exceeded RKAP by 10,433 tons or 10.43%,

ton atau 10,43%, hal ini sejalan dengan quota

this was due to export quota permit amounted

izin ekspor sebesar 160.000 ton ( realisasi sebesar

to 160,000 tons (realization at 89,394.277 tons)

89.394,277 ton) disamping itu adanya carry over

in addition to carry over on export in 2010

atas ekspor tahun 2010 sebesar 21.038,880 ton

amounted to 21,038.880 tons and compared to

dan dibandingkan dengan periode yang sama

the same period in 2010, there was an decrease

tahun 2010 terjadi penurunan sebesar 233.943

233,943 tons or 67.93%.

ton atau 67,93%. Amonia

Ammonia

Realisasi penjualan Amonia dalam negeri dan ekspor

Domestic and export sales value of ammonia during

selama tahun 2011 mencapai 76.971 ton atau 96,37%

2011 reached Rp340.50 billion or 131.69% of RKAP

dari RKAP sebesar 79.868 ton, bila dibandingkan

at Rp258.57 billion, compared to the same period

dengan periode yang sama tahun 2010 terjadi

in 2010, there was an increase by Rp77.13 billion or

penurunan sebesar 3.188 ton atau 3,98 %, dengan

29.29%, with description as follows:

penjelasan sebagai berikut : -

Penjualan Amonia dalam negeri diatas RKAP

- Domestic ammonia sales was above RKAP by 410

sebesar 410 ton atau 0,82%, sedangkan untuk

tons or 0.82%, while ammonia export was lower

Amonia ekspor lebih rendah sebesar 3.307 ton

by 3,307 tons or 11.02%, this was due limited

atau 11,02%, hal ini karena terbatasnya ekses

ammonia excess for export, in line with lower

Amonia untuk ekspor, sejalan dengan lebih

production tonnage.

rendahnya tonase produksi.


65


-

Dibandingkan dengan realisasi yang sama tahun

- Compared to realization in 2010, ammonia

2010, penjualan Amonia dalam negeri terjadi

domestic sales increased by 18,053 tons or up

kenaikan sebesar 18.053 ton atau naik 56,02%,

56.02%, while export decreased by 21,242 tons

sedangkan ekpor terjadi penurunan sebesar

or down 44.31% from 2010, this was because of

21.242 ton atau turun 44,31% dari tahun 2010, hal

limited amount of ammonia to be sold in line with

ini juga karena terbatasnya Amonia untuk dijual

decrease in production.


sejalan dengan turunnya produksi. Table of Sales Tonnage (TONNAGE)

Tabel Tonase Penjualan (TON) Tahun 2011 Keterangan

Realisasi

RKAP

1

2

Realisasi Tahun 2010

%

%

3

4=(1:2)

5=(1:3)

Pupuk

Fertilizer

- Sektor Pangan (PSO) - Urea - Pupuk eks produsen lain


- Organik

1,407,665 377,142

1,605,650 783,693

1,330,155 528,288

87.67 48.12

105.83

- Urea

71.39

- Fertilizer ext other produced - Organic

3,806

101,015

3,907

3.77

97.42

1,788,612

2,490,358

1,862,349

71.82

96.04 - Commercial Sector

Dalam Negeri

Domestic

: Industri - Non Urea


- Food Sector (PSO)

- Sektor Komersil - Urea : Kebun

250,361

263,350

196,597

95.07

127.35

- Urea :

186,426

81,000

134,052

230.16

139.07

Industry

14.47

- Non Urea

11

-

76

436,798

344,350

330,725

126.85

132.07

Ekspor (Urea)

110,433

100,000

344,376

110.43

32.07

Ekport (Urea)

Total Penjualan Pupuk

2,335,843

2,934,708

2,537,450

79.59

92.05

Total Fertilizer Sales

Amonia

Amonia

- Dalam Negeri

50,278

49,868

32,225

100.82

156.02

- Domestic

- Ekspor

26,693

30,000

47,935

88.98

55.69

- Export

76,971

79,868

80,159

96.37

96.02


66

Description


NILAI PENJUALAN

SALES VALUE

Pupuk

Fertilizer Sales

Nilai penjualan seluruh jenis pupuk dalam negeri

Domestic and export sales value of all fertilizer types

(sektor pangan/PSO & sektor komersil) dan ekspor

(food sector/PSO & commercial sector) during 2011

selama tahun 2011 mencapai Rp6.401,39 milyar atau

reached Rp6,401.39 billion or 78.71% of RKAP at

78,71% dari RKAP sebesar Rp8.133,23 milyar, bila

Rp8,133.23 billion, compared to realization in 2010,

dibandingkan dengan realisasi tahun 2010 terjadi

there was an increase by Rp125.89 billion or 2.01%,

kenaikan sebesar Rp125,89 milyar atau 2,01 %,

with the descriptions as follows:

dengan penjelasan sebagai berikut : -

Nilai penjualan pupuk urea ke sektor pangan

-

Sales value of urea fertilizer for food sector (PSO)

(PSO) eks pupuk sendiri sebesar 86,82% dari RKAP

was 86.82% of RKAP at Rp2,129.53 billion or

sebesar Rp2.129,53 milyar atau dibawah target

below the target by Rp280.58 billion, this was due

sebesar Rp280,58 milyar, hal ini sejalan dengan

to lower distribution tonnage that only reached

lebih rendahnya tonase penyaluran yang hanya

87.67% of RKAP 2011, as well as sales value of

mencapai 87,67% dari RKAP 2011, demikian juga

distributing fertilizer ex other producers that was

nilai penjualan menyalurkan pupuk eks produsen

below rhe target by 47.66% because of its sales

lain masih dibawah target sebesar 47,66% karena

tonnage was only 48.12%.

tonase penjualannya hanya 48,12%.

Nilai penjualan pupuk organik tidak mencapai

Sales value of organic fertilizer did not meet the

target yang hanya 4,83% dari RKAP 2011, hal

target that was only 4.83% of RKAP 2011 in line

ini sejalan dengan lebih rendahnya tonase

with lower sales tonnage.

penjualan. Bila dibandingan dengan periode yang sama

Compared to the same period in 2010, the sales

tahun 2010 nilai penjualan pupuk urea kesektor

value of urea exceeded the target by 14.42% or

pangan eks pupuk sendiri melampaui target

an increase by Rp233.06 billion, this was due to

sebesar 14,42% atau mengalami kenaikan

increase of sales tonnage as well as changes

sebesar Rp233,06 milyar, hal ini disamping

in sales price/HET (highest retail price) from

karena naiknya tonase penjualan juga pengaruh

Rp1,200/kg to Rp1,600/kg starting April 9, 2010,

perubahan

Eceran

while sales value of distributing fertilizer ex

Tertinggi) dari sebesar Rp1.200/kg menjadi

other producers decreased by 29.5% and sales of

Rp1.600/kg terhitung tanggal 9 April 2010,

organic fertilizer decreased by 26.21%, each was

sedangkan nilai penjualan pupuk menyalurkan

affected by deceasing sales tonnage.

harga

jual/HET

(Harga

pupuk eks produsen lain turun sebesar 29,5% dan penjualan pupuk organik turun sebesar 26,21%, masing-masing

dipengaruhi

oleh

turunnya

tonase penjualan. -

Pendapatan subsidi pupuk urea dan pupuk

- Subsidy revenue of urea and organic fertilizers

organik selama tahun 2011 sebesar Rp1.948,71

during 2011 amounted to Rp1,948.71 billion or

milyar atau dibawah RKAP 2011 sebesar 41,93%,

below RKAP 2011 by 41.93%, this was in line with

hal ini sejalan dengan lebih rendahnya tonase

lower distribution tonnage and compared to the

penyaluran dan dibandingkan periode yang

same period in 2010, there was a decrease only by

sama tahun 2010 terjadi penurunan yang hanya

8.66%.

sebesar 8,66%


67

- Sales value of urea fertilizer for plantation sector

mencapai 116,40% yaitu sebesar Rp 919,65 milyar

reached Rp919.65 billion or 116.40% of RKAP

dari RKAP 2011 sebesar Rp790,05 milyar, faktor

2011 at Rp790.05 billion, the main factor of the

Company profile

foreword

Nilai penjualan pupuk urea ke sektor perkebunan

utama lebih tingginya nilai penjualan ini karena

higher sales value because sales price assumption

harga jual diasumsikan dalam RKAP 2011 per

in RKAP 2011 was at Rp3,000,000 per ton, while its

ton sebesar Rp3.000.000, sedangkan realisasinya

realization was Rp.3,673,318.27, and compared to

rata-rata per ton sebesar Rp3.673.318,27, dan

the same period in 2010 there was an increase by

dibandingan dengan periode yang sama tahun

Rp370.40 billion or 67.44% caused by increased


-

2010 terjadi kenaikan sebesar Rp370,40 milyar

sales tonnage and impact of average sales price

atau 67,44% yang disebabkan selain naiknya

per ton, in 2010 was at Rp2,793,799.78 while in

tonase penjualan juga pengaruh naiknya harga

2011 it became Rp3,673,318.27.

jual rata-rata perton, pada tahun 2010 sebesar Rp2.793.799,78 sedangkan tahun 2011 menjadi sebesar Rp3.673.318,27.


-

Nilai penjualan urea ke sektor industri mencapai

- Sales value of urea for industrial sector reached

287,76% yaitu sebesar Rp699,25 milyar dari RKAP

Rp699.25 billion or 287.76% of RKAP at Rp243.00

sebesar Rp243,00 milyar, hal ini sejalan dengan

billion, this was due to higher sales tonnage of

lebih tingginya tonase penjualan yaitu 230,16 %

230.16% of RKAP 2011, it was also still higher sales

dari RKAP 2011, disamping itu juga masih lebih

price per ton, assumption in RKAP 2011 was at

tinggi harga jual per ton, diasumsikan dalam

Rp3,000,000 and its realization was average at Rp.

RKAP 2011 sebesar Rp3.000.000 realisasinya rata-

3,673,318.27, and compared to the same period

rata sebesar Rp 3.673.318,27, dan dibandingan

in 2010 there was an increase by Rp334.63 billion


or 91.77%, this was caused by increase in sales

kenaikan sebesar Rp334,63 milyar atau 91,77%,

tonnage (39.07%) as well as effect of increased

hal

average sales price per ton from Rp 2,719,991.65

ini

selain

terjadinya

kenaikan

tonase


penjualan (39,07%) juga pengaruh naiknya harga

in 2010 to Rp3,673,318.27.

jual rata-rata perton, pada tahun 2010 sebesar Rp 2.719.991,65 menjadi sebesar Rp3.673.318,27.


-

Nilai ekspor pupuk urea pada tahun 2011

- Export value of urea fertilizer in 2011 reached

mencapai Rp457,04 milyar melampaui RKAP

Rp457.04 billion exceeded RKAP by Rp151.79

sebesar Rp151,79 milyar atau 49,73%, hal ini

billion or 49.73%, this was in line with higher

sejalan dengan lebih tingginya tonase ekspor,

export tonnage, also export sales price per ton

disamping itu harga jual ekspor per ton masih

was still higher by 42.41% which was budgeted in

lebih tinggi sebesar 42,41% , dianggarkan dalam

RKAP 2011 at USD330, while average realization

RKAP 2011 sebesar USD.330 realisasi rata-rata

per ton was at USD469.94, and compared to the

per ton sebesar USD 469.94, dan dibandingan

same period in 2010 there was a decrease by


Rp483.44 billion or down 51,40% due to decrease

penurunan sebesar Rp483,44 milyar atau turun

in export tonnage which was only at 32.07%.

51,40% karena pengaruh turunnya tonase ekspor yang hanya 32,07%.

68


Amonia

Ammonia

Nilai penjualan Amonia dalam negeri dan ekspor

Domestic and export sales values of ammonia in

selama tahun 2011 mencapai Rp340,50 milyar atau

2011 reached Rp340,50 billion or 131.69% of RKAP

131,69% dari RKAP sebesar Rp258,57 milyar, bila

at Rp258,57 billion, if we compared with the same

dibandingkan dengan periode yang sama tahun

period in 2010, have increase amount Rp77,13 billion

2010 terjadi kenaikan sebesar

or 29.29%, with the following description:

Rp77,13 milyar

atau 29,29 %, dengan penjelasan sebagai berikut : -

-

Nilai penjualan Amonia dalam negeri diatas RKAP

- Domestic sales value of ammonia higher by

sebesar Rp64,37 milyar atau 39,87% dan ekspor

Rp64.37 billion of RKAP 2011 or 39.87%, caused

lebih tinggi sebesar Rp17,56 milyar atau 18,08%,

by higher average sales price per ton (realization

hal ini karena pengaruh harga jual, dalam RKAP

at Rp4,491,350.46, assumption in RKAP 2011 at

2010 dianggarkan per ton sebesar Rp3.237.500

Rp3,237,500). Export value of ammonia was higher

dan ekspor USD.350, sedangkan realisasinya

by Rp17.56 billion than RKAP 2011, due to higher

untuk penjualan dalam negeri rata-rata per ton

average export sales price per ton (realization at

sebesar Rp4.491.350,46 dan ekspor rata-rata per

USD489.46, assumption in RKAP 2011 at USD350),

ton sebesar USD.489,46.

despite export tonnage was lower by 44.31%.

Dibandingkan dengan realisasi yang sama tahun

-

If we compared with realization at 2010, the

2010, penjualan Amonia dalam negeri terjadi

domestic Ammonia sale has increase amount

kenaikan sebesar Rp114,81 milyar atau naik

Rp114,81 billion or increase 103.43%. meanwile

103,43%, sedangkan ekspor terjadi penurunan

the export Ammonia sale has decrease Rp37,68

sebesar Rp37,68 milyar atau turun 24,73% dari

billion or decrease 24.73% from 2010, this is the

tahun 2010, hal ini sejalan dengan tonase ekspor.

same sale tonnage.

Tabel Nilai Penjualan (Rp.000)

Table of Sales Value Tahun 2011

Keterangan Pupuk - Sektor Pangan (PSO) - Urea - Organik - Pupuk eks. Produsen Lain Subsidi Penjualan Sekt. Pangan/ PSO - Sektor Komersil Fee distributor Penjualan Dalam Negeri - Urea ke sektor Kebun - Urea ke sektor Industri - Non Urea Ekspor Urea Penjualan Sekt. Komersil Total Penjualan Pupuk Amonia - Dalam Negeri - Ekspor Penjualan Amonia Total Penjualan

Realisasi

RKAP

1

2

Realisasi Tahun 2010

%

%

3

4=(1:2)

5=(1:3)

Description Fertilizer - Food Sector (PSO) - Urea - Organic - Fertilizer exs Others Producers

1,848,956,031 1,282,032 470,091,929 2,320,329,992

2,129,534,184 26,530,212 898,144,454 3,054,208,850

1,615,893,529 1,737,322 666,781,463 2,284,412,313

86.82 4.83 52.34 75.97

114.42 73.79 70.50 101.57

1,948,706,525

3,355,883,844

2,133,516,613

58.07

91.34

Subsidise

4,269,036,517

6,410,092,693

4,417,928,927

66.60

96.63

56,396,715

384,837,750

3,197,834

14.65

1,763.59

919,654,907 699,247,456 18,433 1,618,920,797 457,035,793 2,132,353,305 6,401,389,822

790,050,000 243,000,000 1,033,050,000 305,250,000 1,723,137,750 8,133,230,443

549,252,678 364,619,034 26,945 913,898,658 940,477,350 1,857,573,841 6,275,502,768

116.40 287.76 156.71 149.73 123.75 78.71

167.44 191.77 68.41 177.14 48.60 114.79 102.01

Sales Food Sector/PSO - Commercial Sector Fee distributor Domestic Sales - Urea Sector - Urea Sector to Industry - Non Urea

225,817,960 114,685,908 340,503,868 6,741,893,689

161,447,650 97,125,000 258,572,650 8,391,803,093

111,006,757 152,367,492 263,374,249 6,538,877,017

139.87 118.08 131.69 80.34

203.43 75.27 129.29 103.10

Urea Export Sales Commercial Sector Total Fertilizer Sales Ammonia - Domestic - Export Ammonia Sales Total Sales PT Pupuk Sriwidjaja Palembang Laporan Tahunan 2011 Annual Report

69

DEVELOPMENT INVESTMENT

Dalam tahun 2011 Perusahaan sudah memulai

In 2011 the Company has begun investment in

Company profile

investasi pengembangan proyek terkait dengan

development projects related to the future of the

keberlangsungan Perusahaan kedepannya, yaitu

Company’s sustainability,

dengan melalui Proyek Revitalisasi Pabrik Pusri IIB

Revitalization Project which will replace Pusri II

yang nantinya akan menggantikan Pabrik Pusri II

Plant that have been 39 years of age, Steam Turbine

yang sudah berumur 39 tahun, Proyek Steam Turbin

Generator (STG) Project and Coal Boiler as a supplier


foreword

INVESTASI PENGEMBANGAN

Generator (STG) dan Boiler Batubara sebagai pemasok

of utility needs to replace the use of natural gas,

kebutuhan utilitas menggantikan pemakaian gas

procurement of self propeller urea barge as a bulk

bumi, pengadaan self propeller urea barge sebagai

urea transporting vessel/transhipment in anticipation

kapal pengangkut/transhipment urea curah sebagai

of the increasingly shallow condition of Musi River

through Pusri IIB Plant

antisipasi kondisi semakin mendangkalnya sungai

and Replacement of Ammonia Vessel and make

Musi dan Replacement Kapal Amonia serta melakukan

investments in mining rights ownership.

penyertaan kepemilikan kuasa pertambangan.


•



•

Pusri-IIB

• Pusri -IIB Plant Revitalization Project aims to

bertujuan menggantikan Pabrik Pusri-II yang

replace the 38-year Pusri-II Plant that is longer

telah berumur 38 tahun dan tidak efisien lagi.

efficient. The capacity of the plant to be built

Kapasitas pabrik yang akan dibangun yaitu Urea

is 2,750 MTPD of Urea (907,500 tons/year) and

2.750 MTPD (907.500 ton/tahun) dan Amonia

2,000 MTPD of Ammonia (660,000 tons/year). It

2.000 MTPD (660.000 ton/tahun). Direncanakan

is planned that the plant will begin commercial

pabrik akan mulai berproduksi secara komersial

production in the fourth quarter of 2015. Status of

pada Kuartal IV tahun 2015. Status proyek saat ini

current projects is the completion of the Bankable

adalah selesainya Bankable Feasibility Study (FS)

Feasibility Study (FS) and the principle approvals

dan persetujuan prinsip dari Dewan Komisaris.

from the Board of Commissioners.

Proyek

Revitalisasi

Pabrik

Proyek Penggantian Pembangkit Steam dan

•

Steam and Electricity Generator Replacement

Listrik berbahan bakar Gas Bumi dengan Bahan

Project with material of natural gas with coal as

Bakar Batubara sebagai pemasok kebutuhan

the fuel supplier of the needs of utility with a

Utilitas dengan kapasitas Boiler 4 x 220 ton/

boiler capacity of 4x220 tons/hour and Steam

jam dan Steam Turbine Generator 2 x 32 MW.

Turbine Generators 2x32 MW. Natural Gas that

Gas Bumi yang sebelumnya digunakan sebagai

was previously used as a fuel would be used as

bahan bakar proses produksi akan dimanfaatkan

raw material. Planned to start operating in 2015,

sebagai

mulai

the current status of project is the completion of

beroperasi pada tahun 2015. Status proyek saat

bahan

baku.

Direncanakan

the Bankable FS and principle approval from the

ini adalah selesainya Bankable FS dan persetujuan

Board of Commissioners.

prinsip dari Dewan Komisaris. •

70

Pengadaan Kapal Urea Barge (Self Propelled Urea

• Procurement of Self Propelled Urea Barge (SPUB)

Barge-SPUB) untuk mengangkut Urea Curah

to carry Bulk Urea in anticipation of securing

sebagai antisipasi dalam mengamankan distribusi

Urea distribution and load efficiency of existing

Urea dan efisiensi muatan kapal existing karena

vessels due to sedimentation of Musi River. The

masalah pendangkalan sungai Musi. Kapasitas

capacity of vessel is 8,500 tons Dead Weight

kapal 8.500 ton Dead Weight Tonnage (DWT) dan

Tonnage (DWT) and planned to operate in 2013.

direncanakan beroperasi pada tahun 2013. Status

The current status of the project is the completion

proyek saat ini adalah selesainya Bankable FS dan

of Bankable FS and principle approval from the

persetujuan prinsip dari Dewan Komisaris.



TINJAUAN KEUANGAN

FINANCIAL OVERVIEW

Beban Usaha

Operating Expenses

Realisasi beban usaha lebih tinggi 1,60% atau senilai

Realization of operating expenses was higher 1.60%

Rp10.790 juta dari RKAP, hal ini terutama disebabkan

or Rp10,790 million than RKAP, this was primarily due

karena meningkatnya beban penjualan senilai

to increased sales expenses amonted to Rp10,567

Rp10.567 juta atau 68,25% lebih tinggi dari RKAP

million or 68.25% higher than RKAP mainly because

terutama dikarenakan meningkatnya beban bongkar

of increased handling expenses and warehouse

muat dan biaya gudang sejalan dengan tingginya

expenses in line with high distribution of fertilizers

penyaluran pupuk sektor komersil.

for commercial sector.

Laba Rugi

Income Statement

Laba perusahaan sebelum pajak tahun 2011 sebesar

The Company’s income before tax during 2011 was

Rp1.388,64 milyar, lebih tinggi sebesar Rp106,99

Rp1,388,641 million, Rp106,998 million higher than

milyar atau 8,35% dari yang dianggarkan dalam RKAP

RKAP. This is decribed as follows:

2011, dengan penjelasan sebagai berikut : -

Kontribusi yang signifikan atas pencapaian laba

- High

operating

income

from

commercial

terutama karena nilai penjualan pupuk urea ke

sector reached Rp1.2 trillion or 170% of budget

sektor Komersil melampaui target RKAP 2011,

amounted to Rp702 billion, due to Higher sales

yaitu ke sektor perkebunan sebesar Rp919,65

tonnage of urea for commercial sector due to

milyar atau 116,40%, ke sektor industi sebesar

export reached 116.40% of RKAP and industrial

Rp699,25 milyar atau 187,76%

sector reached 230% of RKAP. Higher average

dan ekspor

sebesar Rp457,04 milyar atau 49,73%,

yang

sales price per ton of urea for commercial sector

disebabkan lebih tingginya tonase penjualan

(plantation and industry) with each respective

dan harga jual rata-rata per ton, sedangkan

realization at Rp3,673,318/ton and Rp3,750,802/

pendapatan penjualan pupuk ke sektor pangan

ton, while in RKAP amounted to Rp3,000,000/

atas penugasan pemerintah (PSO) termasuk

ton. Average sales price per ton of urea for

pendapatan

Rp4.269,04

export in 2011 was at USD490/ton, while in RKAP

milyar, jauh dibawah yang ditargetkan sebesar

amounted to USD330/ton. Higher other income

Rp6.410,09 milyar karena tonase penjualan

(net) reached Rp167 billion or 249% of RKAP at

hanya mencapai 71,82% dari RKAP, dari omset

Rp67 billion, mainly from the contribution of time

penjualan ke sektor pangan tersebut pemerintah

deposit interest income in the period of January

memberikan margin kepada produsen pupuk

to December 2011 and sales of by-products.

subsidi

sebesar

sebesar 10% dari biaya produksi dan distribusi. -

Pendapatan

lain-lain

perusahaan

setelah

-

Others company revenue after was calculated by

diperhitungkan biaya lain-lain, masih surplus

others cost, still surplus amount Rp167,11 billion

sebesar Rp167,11 milyar atau 148,98% dari

or 148.98% from budget because deposit revenue

anggaran karena lebih tingginya pendapatan

interest higher, revenue as side product sales and

bunga deposito, pendapatan atas penjualan

there was different revenue exchange rate.

produk samping dan adanya pendapatan selisih kurs. -

Dari aspek biaya terutama harga pokok penjualan

-

From cost aspect especially for capital sale price

masih dibawah yang dianggarkan, yaitu sebesar

still under budget, about 74.36%, this is the same

74,36%, hal ini sejalan dengan lebih rendahnya

with lower tonnage for food sector sales and

tonase penjualan ke sektor pangan dan pengaruh

difference exchange rate influent for gas cost

selisih kurs atas biaya pengadaan gas bumi.

supply.


71


Dibandingkan dengan periode yang sama tahun

If we compare with the same period in 2010, the

2010, laba perusahaan sebelum pajak mengalami

company profit before tax increase amount Rp655,66

kenaikan sebesar Rp655,66 milyar atau 89,45%, faktor

billion or 89,45%, the main factor of company profit

utama naiknya laba perusahaan karena penjualan ke

increased because sales to plantation sector and

sektor perkebunan dan sektor industi masing-masing

industry sector each sales value was increase amount

nilai penjualannya mengalami kenaikan sebesar

67.44% and 91.77%.

67,44% dan 91,77%. Table of Income Statement


Tabel Raba Rugi (Rp juta)


Keterangan


REAL 2011

RKAP 2011

REAL 2010

%

%

1

2

3

4 = (1:2)

5= (1:3)

6.741.894 4.836.092

8.391.803 6.503.786

6.538.877 5.032.323

80,34 74,36

103,10 96,10

Sales Cost of Goods Sold

Laba Bruto Beban Usaha

1.905.802 684.273

1.888.017 673.483

1.506.553 979.325

100,02 101,60

126,50 71,21

Gross Profit Operating Expenses

Laba (rugi) usaha Pendapatan & beban lain-lain

1.221.529 167.112

1.214.534 67.118

527.227 205.752

100,58 248,98

231,69 81,22

Operating Gain (loss) Other income & expenses

Laba (rugi) sebelum pajak Pajak penghasilan

1.388.641 270.959

1.281.652 316.583

732.980 240.539

108,35 86,78

189,45 114,22

Gain (loss) before tax Income tax

1.117.682

965.069

493.867

115,81

226,31

Net income

LAPORAN POSISI KEUANGAN

FINANCIAL BALANCE SHEET

Aset

Assets

Total aset per 31 Desember 2011 lebih tinggi sebesar

Total assets as of December 31, 2011 was higher by

Rp289,78 milyar atau 4,69% di bawah RKAP. Jika

Rp289.78 billion or 4.69% below RKAP. If compared

dibandingkan dengan realisasi per 31 Desember

to realization as of December 31, 2010 (Persero), total

2010, total aset per 31 Desember 2011 turun sebesar

assets as of December 31, 2011 down Rp10,931.87

Rp10.931,87 milyar yang merupakan investasi/modal

billion in investment/capital of holding members.

anggota holding. Namun terdapat beberapa pos

However there were several posts in Financial Balance

Laporan Posisi keuangan PT Pusri Palembang yang

Sheet of PT Pusri Palembang saw increase compared

mengalami kenaikan antara lain deposito berjangka

to PT Pusri (Business Unit) including time deposit

sejalan dengan tingginya penempatan deposito.

in line with higher time deposit placement. Fixed

Aset tetap juga naik karena pengaruh BPHTB senilai

assets also increased because of BPHTB amounted

Rp69,95 milyar akibat spin off. Karena yang masuk ke

to Rp69.95 billion due to spin-off. Only BPHTB on

asset tetap hanya BPHTB atas bangunan, sedangkan

building that was included in fixed assets, while

atas tanah masuk ke beban tangguhan.

BPHTB on land was included in deferred charges.

Aset lancar lebih tinggi sebesar Rp105,32 milyar

Current assets was up Rp105.32 billion or 2%,

atau 2,23%, utamanya pada pos deposito berjangka

primarily at time deposit post in line with fund surplus

sejalan dengan surplus dana eks pencairan subsidi

from subsidy disbursement and sales revenue placed

dan penerimaan hasil penjualan yang ditempatkan

in time deposits as well as increased spare parts

dalam deposito berjangka juga karena naiknya

inventory, and prepaid tax.

persediaan suku cadang, serta pajak dibayar dimuka.

72

Description

Penjualan Beban Pokok Penjualan

Laba bersih


(Rp million)


Sedangkan aset lain-lain lebih tinggi sebesar

Meanwhile other assets was up Rp296.19 billion or

Rp296,19 milyar atau 80,47%, terutama pada pos

80.48%, mainly in the posts of deferred charges, idle

biaya yang ditangguhkan, aktiva tetap yang tidak

fixed assets, on the other hand decrease was seen

digunakan, di lain pihak yang lebih rendah terutama

in the posts of long-term receivables, spare-parts

pada pos piutang jangka panjang, persediaan suku

inventory & slow moving supporting material.

cadang & bahan pembantu yang lama bergerak. Liabilitas

Liabilities

Liablitas per 31 Desember 2011 lebih rendah sebesar

Liabilities as of December 31, 2011 were up Rp146.61

Rp146.61milyar atau 10,34% di bawah anggaran.

billion or 10.34% below the budget. Compared

Dibandingkan dengan realisasi per 31 Desember

to the realization as of December 31, 2010 (Pusri

2010, Liabilitas per 31 Desember 2011 naik sebesar

Persero), liablities as of December 31, 2011 increased

Rp92,99 milyar atau 7,89%, terutama Liabilitas

by Rp92.99 billion or 7.89%, mainly other long-term

jangka panjang lainnya senilai Rp288,97 milyar yang

liabilities amounted to Rp288.97 billion which were

merupakan BPHTB akibat spin off.

BPHTB due to spin-off.

Hutang pajak lebih tinggi sebesar Rp12,34 milyar.

Tax payable was higher by Rp12.34 billion. While

Sedangakan biaya yang masih harus dibayar sebesar

accrued expenses amounted to Rp33.61 billion.

Rp33,61 milyar. Tabel Laporan Posisi Keuangan

Table of Financial Balance Sheet

(Rp000) Keterangan

REAL 2011

RKAP 2011

REAL 2010

%

%

1

2

3

4 = (1:2)

5= (1:3)

Aset Aset Lancar

Description Assets

4.822.117.899

4.462.512.756

3.362.056.973

108,06

143,43

Current Assets

6.099.500

6.596.808

11.995.490.596

92,46

0,05

Investment

Aset Tetap

396.812.330

1.430.347.742

331.001.111

27,74

119,88

Fixed Assets

Aset Lain-lain

664.233.845

586.982.222

1.132.586.205

113,16

58,64

Other Assets

5.889.263.573

6.486.439.528

16.821.134.885

90,79

35,01

Total Assets

Investasi

Total Aset Liabilitas dan Ekuitas

Liabilities and Equity

Liabilitas

1.271.536.289

1.725.545.985

1.178.546.144

73,69

107,89

Liabilities

Ekuitas

4.617.727.284

4.760.893.543

15.642.588.741

96,99

29,52

Equity

5.889.263.573

6.486.439.528

16.821.134.885

90,79

35,01

Total Liabilities and Equity

Total Liabilitas dan Ekuitas


73


Rasio-rasio keuangan yang meliputi tingkat likuiditas,

Financial ratios that include liquidity, profitability, and

rentabilitas, dan solvabilitas adalah sebagai berikut:

solvency rates are as follows:

Tingkat likuiditas Perusahaan per 31 Desember

The Company’s liquidity rate as of December 31, 2011

2011 relatif lebih tinggi dibandingkan anggarannya,

was relatively higher than budget, due to higher

karena lebih tingginya realisasi aktiva lancar

realization its current assets mainly the post of time


FINANCIAL RATIO

utamanya pos deposito berjangka eks surplus

deposits ex subsidy disbursement surplus. While the

pencairan subsidi. Sedangakan tingkat rentabilitas

Company’s rate of return as of December 31, 2011

Perusahaan per 31 Desember 2011 relatif lebih tinggi

was higher than budget due to higher earnings

dari anggarannya karena realisasi laba tahun 2011

realization in 2011 compared to its budget. While the

lebih tinggi dibandingkan dengan anggarannya.

solvency rate of the Company as of December 31,

Sementara itu tingkat solvabilitas Perusahaan per 31

2011 was relatively lower than budget due to lower

Desember 2011 relatif lebih rendah dibandingkan

debt obligations in 2011 compared to 2010.


RASIO KEUANGAN

Tabel Rasio Keuangan

anggarannya karena rendahnya beban hutang tahun 2011 dibandingkan tahun 2010.

Keterangan

Table of Financial Ratio REAL 2011

RKAP 2011

REAL 2010

Likuiditas Current Ratio Acid Test


Cash Ratio

Liquidity 5,83 : 1

3,39 : 1

3,24 : 1

Current Ratio

4,9 : 1

2,33 : 1

2,24 : 1

Acid Test

4,20 : 1

1,22 : 1

1,54 : 1

Cash Ratio

28,27

22,50

23,04

Gross profit ratio (%)

Rentabilitas Gross profit ratio (%) Income ratio (%)

Rentabilities 20,60

15,27

11,21

Income ratio (%)

Operating ratio (%)

114,48

129,37

38,87

Operating ratio (%)

Net profit ratio (%)

16,58

11,50

7,55

Net profit ratio (%)

Rate of return on investment (%)

18,98

14,88

2,94

Rate of return on investment (%)

Rate of return on equity (%)

24,20

20,27

3,69

Rate of return on equity (%)

89,83

24,63

59,61

Receivable turn over Cash Average (kali)

Collection period (hari)

4,06

14,82

6,12

Collection period (hari)

Inventory turn over (kali)

8,50

9 ,89

7,44

Inventory turn over (kali)

42,96

36,91

49,03

Average day’s inventory (hari)

Total loan to total equity ratio

22 : 78

27 : 73

6 : 94

Total loan to total equity ratio

Total loan to total assets ratio

18 : 82

21 : 79

6 : 94

Total loan to total assets ratio

Long term loan to total equity ratio

- : 100

- : 100

- : 100

Long term loan to total equity ratio

Long term loan to total assets ratio

- : 100

- : 100

- : 100

Long term loan to total assets ratio


Aktifitas Receivable turn over Cash Average (kali)

Average day’s inventory (hari)

Activities

Solfabilities

74

Description


Solfabilities

TINGKAT KINERJA Perusahaan

COMPANY PERFORMANCE LEVEL

Kinerja Perusahaan per 31 Desember 2011 sesuai

The Company’s performance as of December 31, 2011

realisasinya kriteria Sehat kategori “AAA” dengan

according to its realization fell into Healthy criteria

total skor 95,50 (“AAA” apabila Total Skor (TS) > 95,

with “AAA” category and total score 95.50 (“AAA” if

atau relatif sama dengan total skor RKAP 2011 (skor

Total Score (TS) > 95, relative total score in RKAP 2011

95,50), sedangkan aspek operasional lebih rendah

(score 95.50) while operational aspect was lower by

sebanyak 2,00 point yaitu aspek pencapaian produksi

2.00 point in aspects of production achievement

dan pencapaian efisiensi masing-masing hanya

and efficiency achievement that received score 4.80

memperoleh skor 4,80 dan 3,20 sedangkan RKAP

and 3.20 respectively, while RKAP reached maximum

mencapai skor maksimal yaitu masing-masing 6,00

score 6.00 and 4.00 respectively.

dan 4,00. Berdasarkan SK. Menteri BUMN Nomor: KEP-

Based on SOEs Minister Decree No: KEP-100/

100/MBU/2002, maka kinerja Perusahaan per 31

MBU/2002, the Company’s performance as of

Desember 2011 sebagai berikut :

December 31, 2011 is as follows :

Indikator Penilaian

BOBOT

REAL 2011

REAL 2010

RKAP

Revenue Indicator

a. Aspek Keuangan

a. Financial Aspect

1) ROE

20,00

20,00

20,00

20,00

2) ROI

15,00

15,00

15,00

15,00

2) ROI

5,00

5,00

5,00

5,00

3) Cash Ratio

3) Cash Ratio

1) ROE

4) Current Ratio

5,00

5,00

5,00

5,00

4) Current Ratio

5) Collection Period

5,00

5,00

4,50

5,00

5) Collection Period

6) Perputaran Persediaan

5,00

5,00

4,00

5,00

6) Exhange Stock

7) TATO

5,00

5,00

4,00

5,00

7) TATO

8) TMS

10,00

8,50

8,00

8,00

8) TMS

70,00

68,50

65,50

68,00

1) Pencapaian Produksi

6,00

4,80

6,00

6,00

1) Production Achievement

2) Pencapaian Efisisensi Pemakaian Bahan Bakar Gas

4,00

3,20

4,00

3,20

2) Gas Fuel Consumption Efficiency Achievement 3) Employee Productivity

a. Aspek Operasional

3) Produktifitas Tenaga Kerja b. Aspek Administrasi Total bobot/Skor Kriteria Kinerja

a. Operational Aspect

5,00

5,00

5,00

5,00

15,00

13,00

15,00

14,20

15,00

14,00

15,00

14,00

b. Administrative Aspect

100,00

95,50

95,50

96,20

Total weight/Score

Sehat AAA

Sehat AAA

Sehat AAA

Sehat AAA

Performance Criteria

Adapun skor yang belum mencapai bobot maksimal

Scores that have not achieved maximum weight in

sesuai SK dapat dijelaskan sebagai berikut :

accordance with Decree are as follows:

Aspek Keuangan

Financial Aspect

1) Rasio Total Modal Sendiri (TMS) terhadap Total

1) Total Equity to Total Assets ratio is calculated

Asset yang dihitung berdasarkan total modal

by dividing total equity with total assets, with

sendiri dibagi dengan total aset, dengan posisi

position as of December 31, 2011, the score was

per 31 Desember 2011 memperoleh skor 8,5 (skor

8.5 (the highest score 10,00) in line with profit

tertinggi 10,00), karena penilaian perusahaan

achievement until December 2011.

atas perbandingan modal sendiri terhadap aset mencapai nilai 59,43% sedangkan idealnya sebesar 30%-40%. PT Pupuk Sriwidjaja Palembang Laporan Tahunan 2011 Annual Report

75

foreword

Performance assessment of operational aspect

tiga indikator sesuai tersebut di atas, menurut acuan

consists of the above three indicators, with reference to SOEs Minister Decree, obtained the score 13.00

sebesar 15,00), dengan penjelasan :

(the highest score 15.00), as follows:

1) Indikator Pencapaian Produksi (PP) memperoleh

1) Production

Company profile

Operational Aspect

Penilaian kinerja dari aspek operasional terdiri dari SK. Men.BUMN diperoleh skor 13,00 (skor tertinggi

skor 4,80 (skor tertinggi 6,00) pada pencapaian

earned score 4.80 (the highest score 6.00) with

persentase 98,28 karena produksi urea lebih

achievement percentage 98.28% due to lower


Aspek Operasional

rendah dari produksi rata-rata tiga tahun terakhir

three-year average production of urea in the

dalam periode yang sama (12 bulan).

same period (12 months).

(PP)

indicator

2) Pencapaian Efisiensi (PE) memperoleh skor 3,20

2) Efficiency Achievement (PE) earned score 3.20 (the

(skor tertinggi 4,00) pada pencapaian persentase

highest score 4.00) with achievement percentage

106,08% karena pencapaian efisiensi masih lebih

106.08% due to efficiency achievement remained

tinggi dari rata-rata tiga tahun terakhir dalam

higher than three-year average in the same

periode yang sama (12 bulan).


Achievement

period (12 months).

3) Produktivitas Tenaga Kerja (PTK) memperoleh

3) Employee Productivity (PTK) earned score 5.00

skor sebesar 5,00 (maksimal) karena produktivitas

(maximum) due to productivity as of December

per 31 Desember 2011 masih lebih baik

31, 2011 remained better than three-year average

dibandingkan dengan PTK rata-rata tiga tahun

of PTK in the same period (12 months).


terakhir dalam periode yang sama (12 bulan). Aspek Administrasi

Administrative Aspect

Penilaian kinerja dari aspek administrasi diperoleh

Performance assessment of administrative aspect

skor 14 (skor tertinggi 15) dengan indikator sebagai

earned score 14 (the highest score 15) with indicators

berikut :

as follows:

− Laporan perhitungan tahunan skor 2

− Annual calculation report score 2

− Rancangan RKAP skor 3

− RKAP Planning score 3

− Laporan periodik tahunan skor 3

− Annual report score 3

− Kinerja Program Kemitraan skor 6. Meliputi

− Partnership Program score 6. Covering effective

efektifitas penyaluran/penyerapan dana skor

fund distribution/absorption score 3 with rate of

3

penyaluran/penyerapan

distribution/absorption reached 92.46% of funds

mencapai 92,46% dari dana yang tersedia serta

dengan

tingkat

and collectability score 3 with weighted average

kolektibilitas skor 3 dengan rata-rata tertimbang

of loan collectability at 70.25% of disbursed loans.

kolektibiliatas pinjaman mencapai 70,25% dari


jumlah pinjaman yang disalurkan.

76


KONTRIBUSI KEPADA PEMERINTAH

CONTRIBUTION TO GOVERNMENT

Kontribusi Perusahaan kepada Pemerintah berupa

Contribution to the Government in the form tax

pajak selama tahun 2011 sebesar Rp1,061 milyar,

during 2011 amounted to Rp1,061 billion, decreased

dibandingkan tahun 2010 turun sebesar Rp191,38

by Rp191.38 billion or 15%, compared to 2010, the

milyar atau 15%, penurunan ini terutama untuk :

decrease are mainly for the following:

a. Pajak, retribusi daerah turun Rp2,18 milyar

a. Tax, regional retribution decreased Rp2.18 billion,

terutama PBB dan penerangan listrik jalan

particularly Land and Building Tax (PBB) and street

masing-masing senilai Rp2,21 milyar dan Rp0,68

lightings amounted to Rp2.21 billion ans Rp0.68

milyar.

billion respectively.

b. PPh Pasal 23 (WPDN) Wapu turun Rp0,46 milyar c. PPh Final (Pasal 4 ayat 2 WPDN) Wapu turun

b. Income Tax (PPh) Article 23 (WPDN) Wapu decreased Rp0.46 billion c. Final Income Tax (PPh) (Article 4 verse 2 WPDN)

Rp0,54 milyar

Wapu decreased Rp0.54 billion

d. PPh Pasal 22 Waba turun Rp2,79 milyar e. PPh Pasal 23 Waba turun Rp2,15 milyar

d. Income Tax Article 22 Waba decreased Rp2.79 billion

f. PPh Pasal 29 Waba (PPh Badan) turun Rp67,29

e. Income Tax Article 23 Waba decreased Rp2.15 billion f. Income Tax Article 29 Waba (Corporate Income Tax)

milyar g. Bea masuk & PPh final lainnya turun Rp568,58

decreased Rp67.29 billion

milyar, terutama pada tahun 2010 adanya

g. Excise & other final Income Tax decreased Rp568.58

pembukuan PPHTB Rp289,70 milyar dan BPHTB

billion, particularly in 2010 with the PPHTB booked

Rp288,97 milyar, dan bea masuk turun senilai

at Rp289.70 billion and BPHTB Rp288.97 billion, and

Rp4,15 milyar, di sisi lain PPh final lainnya naik

excise decreased Rp4.15 billion, while other final

senilai Rp14,25 milyar terutama pajak bunga

Income Tax increased Rp14.25 billion mainly time

deposito senilai Rp14,54 milyar

deposit interest tax Rp14.54 billion.

Sementara untuk PPh Pasal 21 (karyawan) Wapu

Meanwhile PPh Article 21 (employee) Wapu increased

naik Rp14,42 milyar dan untuk PPh Pasal 25 Waba

Rp14.42 billion and PPh Article 25 Waba increased

naik Rp171,85 milyar. Demikian juga untuk Pajak

Rp171.85 billion. Value-added Tax (VAT) increased

Pertambahan Nilai (PPN) naik sebesar Rp139,99

Rp139.99 billion, consisting of VAT Out increased

milyar yaitu PPN Keluaran naik 34,14 milyar dan PPN

Rp34.14 billion and VAT In increased Rp105.85 billion.

Masukan naik senilai Rp105,85 milyar.

KEBIJAKAN DIVIDEN

DIVIDEND POLICY

Dividen merupakan bagian pemegang saham

Dividend as a part of shareholders that source from

yang bersumber dari laba perusahaan, besarannya

the profit company, the value was determinate by

ditentukan atas Keputusan RUPS dan dana tersebut

Shareholders’ decision and that fund was paid to

disetor ke Pemegang saham paling lambat 30 (tiga

shareholders the latest of 30 (thirty) calendar days,

puluh) hari kalender setelah keputusan RUPS.

since the date of Shareholders’ decision.

Pada tahun 2011 perusahaan telah menyetor

In 2011 the company has already pay dividend

dividen tahun 2010 atas laba dibagikan sebesar

to shareholders for share profit in 2010 amount

Rp491.815.394.975,

kepada

Rp491,815,394,975, each for Government Republic

Pemerintah RI sebesar Rp138.100.093.420 melalui

of Indonesia amount Rp138,100,093,420 through the

Rekening Bendaha Umum Negara (BUN) dan Yayasan

account of State General Treasury (BUN) and Yayasan

Kesejahteraan PT Pusri sebesar Rp1.475.140.

Kesejahteraan PT Pusri amount Rp1,475,140.

masing-masing


77




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78




Company profile

foreword

Good Corporate Governance

LANDASAN DAN TUJUAN

Principle and Goal

PT Pupuk Sriwidjaja Palembang menerapkan prinsip-

PT Pupuk Sriwidjaja Palembang implemented

Company profile

prinsip Tata Kelola Perusahaan Yang Baik (Good

Good Corporate Governance (GCG) supported

Corporate Governance - GCG) dengan didukung

by commitment from all members of Board of

komitmen dari seluruh anggota Dewan Komisaris,

Commissioners, Board of Directors and Employees.

Direksi dan Karyawan. Prinsip-prinsip GCG yaitu

GCG

keterbukaan, akuntabilitas, pertanggungjawaban,

responsibility, independency and fairness, have been


foreword

tata kelola Perusahaan

kemandirian

embedded in Corporate values and become the

dan

kewajaran

telah

tertanam

dalam nilai-nilai Perusahaan dan menjadi budaya

principles,

transparency,

accountability,

Corporate culture.




Perusahaan.

Tujuan dari upaya penerapan GCG di PT Pupuk

The purpose of GCG application at PT Pupuk Sriwidjaja

Sriwidjaja Palembang adalah untuk mendukung

Palembang is to support the implementation of

terlaksananya

secara

professional and independent management of the

profesional dan mandiri berlandaskan pada nilai

Company based on high moral values and compliance

moral yang tinggi serta kepatuhan terhadap

with applicable laws and regulations. GCG application

peraturan perundang-undangan yang berlaku. Selain

is also aimed at ensuring the implementation of

itu penerapan GCG juga bertujuan untuk memastikan

Corporate social responsibility toward stakeholders

terlaksananya tanggungjawab sosial Perusahaan

and maximize the Company’s value to strengthen

terhadap stakeholders dan memaksimalkan nilai

competitiveness and gain trust from other parties.

pengelolaan

Perusahaan

Perusahaan sehingga memperkuat daya saing dan memperoleh kepercayaan dari berbagai pihak.

80


PERANGKAT GCG

GCG Infrastructures

PT Pupuk Sriwidjaja Palembang telah memiliki

PT Pupuk Sriwidjaja Palembang has had facilities

perangkat berupa sarana dan panduan untuk

and guidelines to regulate GCG implementation

mengatur pelaksanaan GCG yang disusun sedemikian

according to needs and with reference to policies in

rupa sesuai dengan kebutuhan dan mengacu pada

Indonesia. The supporting infrastructures for GCG

berbagai kebijakan yang berlaku di Indonesia.

implementation at PT Pupuk Sriwidjaja Palembang

Perangkat yang mendukung implementasi GCG di PT

are as follows :

Pupuk Sriwidjaja Palembang adalah sebagai berikut: ·

Panduan Tata Kelola Perusahaan (Code of

·

Code of Corporate Governance

Corporate Governance)

Merupakan panduan bagi manajemen dan

A guideline for the management and all

seluruh jajaran PT Pupuk Sriwidjaja Palembang

personnel of PT Pupuk Sriwidjaja Palembang

untuk mengimplementasikan prinsip-prinsip GCG

to implement GCG principles in daily activities

dalam kegiatan sehari-hari sehingga diharapkan

which is expected to affect the improvement of

hal ini dapat berdampak pada meningkatnya

the Company’s value in view of the Company’s

nilai Perusahaan di mata pemangku kepentingan

stakeholders.

(stakeholders) Perusahaan. ·

Panduan Perilaku (Code of Conduct)

Merupakan pedoman bagi setiap insan PT Pupuk

·

Code of Conduct

A guideline for each employee of PT Pupuk

Sriwidjaja Palembang dalam menjalankan fungsi

Sriwidjaja

dan tugasnya masing-masing. Panduan Perilaku

respective functions and duties. The Code of

tersebut berisi, antara lain visi dan misi, nilai-nilai

Conduct contains vision and mission, Corporate

Perusahaan, budaya Perusahaan, standar etika

values, Company culture, business standard of

usaha dan tata perilaku yang sejalan dengan

ethics and behavior that are in line with GCG

prinsip GCG dan peraturan perundang-undangan

principles and applicable laws and regulations.

Palembang

in

performing

their

yang berlaku.


81

foreword

·

Panduan bagi Komisaris dan Direksi (Board

·


Company profile

Manual)

Manual

for

Commissioners

and

Directors

Board Manual yang ditandatangani oleh Direksi

Board Manual signed by Directors and Board of

dan Dewan Komisaris pada bulan Mei tahun

Commissioners in May 2011 has a function to

2011 berfungsi untuk mengatur hubungan kerja

regulate work relations between Directors and

antara Direksi dengan Dewan Komisaris dan

Board of Commissioners also as reference in

merupakan acuan dalam melaksanakan fungsi

performing oversight function and management

pengawasan serta pengelolaan Perusahaan.

of the Company. The guideline specifies duties,

Pedoman tersebut memuat antara lain tugas,

authority & obligationsof Board of Commissioners

wewenang & kewajiban Dewan Komisaris dan

and Directors; work division of Board of

Direksi; pembagian kerja Dewan Komisaris dan

Commissioners and Directors; supporting organs

Direksi; organ pendukung Dewan Komisaris dan

for Board of Commissioners and Directors, and

Direksi, serta tata laksana hubungan kerja Dewan

governance of work relations between Board of

Komisaris dan Direksi.

Commissioners and Directors.

·

Whistle Blowing System (WBS) (Penanganan Pengaduan

Karyawan

dan

dijalankan

Perusahaan untuk

Whistle Blowing System (WBS) (Handling of Employee Grievances and Concerned Parties)

Merupakan salah satu perangkat pengendalian internal

·

Pihak

Berkepentingan)


Board

yang

dirancang

mengidentifikasi

One of the Company’s internal control instruments

dan

that is designed and implemented to identify

dan

and detect possible fraud and violations of

mendeteksi kemungkinan adanya kecurangan

regulations. The WBS is a also formal channel for

serta pelangggaran terhadap peraturan yang

stakeholders to submit complaints or grievances.

berlaku. Selain itu WBS merupakan saluran formal bagi stakeholders untuk menyampaikan



pengaduan atau keluhan.

EVALUASI PENERAPAN GCG

GCG IMPLEMENTATION EVALUATION

Assessment implementasi Good Corporate Governance

Assessment on Good Corporate Governance (GCG)

(GCG) dilakukan oleh Badan Pengawasan Keuangan

implementation is conducted by the Finance and

dan Pembangunan (BPKP) Perwakilan Provinsi

Development Audit Agency (BPKP) of South Sumatra

Sumatera Selatan. Untuk tahun 2011, PT Pupuk

Province Representative office. In 2011, PT Pupuk

Sriwidjaja Palembang memperoleh skor 82,66 dari

Sriwidjaja Palembang received score 82.66 out of

maksimal skor 100 dan termasuk kategori BAIK.

maximum score 100 and in the GOOD category.

Kedepan Manajemen PT Pupuk Sriwidjaja Palembang

Ahead, PT Pupuk Sriwidjaja Palembang will improve

akan melakukan perbaikan implementasi GCG sesuai

the GCG implementation according to area for

dengan area for improvement yang diberikan oleh

improvement given by BPKP of South Sumatra

Badan Pengawasan Keuangan dan Pembangunan

Province.

(BPKP) Perwakilan Provinsi Sumatera Selatan.

82


Pencapaian Skor GCG tahun 2011, yaitu sebagai

GCG Score Achievements in 2011, as follows :

berikut : No.

Aspek Governance

I

Hak dan Tanggung Jawab Pemegang Saham/RUPS Kebijakan GCG Penerapan GCG a. Komisaris

II III

IV V

b. Komite Komisaris c. Direksi d. SPI e. Sekretaris Perusahaan JUMLAH III Pengungkapan Informasi Komitmen TOTAL

Bobot Maksimal (%)

Score GCG Pencapaian Thn 2011(%) Bobot (%) 9 8

6.83 5.79

75.83 72.33

27

22.06

81.70

6 27 3 3 66 7 10 100

5.08 22.76 2.92 2.60 55.42 6.30 8.33 82.66

84.75 84.29 97.44 86.50 83.97 90.00 83.33 -

Governance Aspect Rights and Obligations of Shareholders/GMS GCG Policy GCG Implementation a. Commissioner b. Committee of Commissioners c. Directors d. SPI e. Corporate Secretary TOTAL III Disclosure Commitment TOTAL

No. I II III

IV V


83

foreword

Corporate Governance Structure of PT Pupuk Sriwidjaja

pendukung. Organ utama meliputi Rapat Umum

supporting organs. Main organs consists of the

Pemegang Saham (RUPS), Dewan Komisaris dan

General Meeting of Shareholders (GMS), the Board of

Direksi. Sedangkan organ pendukung Direksi yaitu

Commissioners and Directors. The supporting organs

Sekretaris Perusahaan dan Satuan Pengawasan

for the Board of Directors are Corporate Secretary and the Internal Audit Unit, and supporting organs

Audit, Komite Investasi dan Manajemen Risiko,

for the Board of Commissioners are Audit Committee,

Komite Produksi & Teknologi serta Komite GCG, Legal

Investment and Risk Management Committee,

& SDM.

Production & Technology Committee and GCG, Legal

Company profile

Struktur Tata Kelola Perusahaan PT Pupuk Sriwidjaja Palembang terdiri dari organ utama dan organ


GCG STRUCTURE

Intern, dan organ pendukung Komisaris yaitu Komite

Rapat Umum Pemegang Saham (RUPS)

General Meeting of Shareholders (GMS)

RUPS merupakan organ PT Pupuk Sriwidjaja

GMS is an organ of PT Pupuk Sriwidjaja Palembang

Palembang yang memegang kekuasaan tertinggi

that holds supreme power and all the authority that

dan memegang segala wewenang yang tidak

is not delegated to the Board of Commissioners

diserahkan kepada Direksi atau Komisaris. RUPS

and Directors. GMS is entitled to obtain all


STRUKTUR GCG

berhak memperoleh seluruh informasi yang relevan

relevant information about PT Pupuk Sriwidjaja

tentang PT Pupuk Sriwidjaja Palembang dan meminta

Palembang and ask for the accountability of Board

pertanggungjawaban Dewan Komisaris dan Direksi

of Commissioners and Directors relating to the

yang berkaitan dengan pengelolaan Perusahaan.

Company’s management.

RUPS terdiri dari RUPS Tahunan dan RUPS Luar Biasa.

GMS consists of the Annual and Extraordinary General

Selama tahun 2011, PT Pupuk Sriwidjaja Palembang

Meeting of Shareholders. During 2011, PT Pupuk

telah melaksanakan 3 (tiga) kali RUPS, yaitu RUPS

Sriwidjaja Palembang has held 3 (three) GMS, GMS for

RKAP Tahun 2011 dan pengangkatan Komisaris

RKAP 2011 and the appointment of Commissioners

pada tanggal 19 Januari 2011, RUPS Tahunan untuk

on January 19, 2011, the Annual GMS for fiscal year

pertanggungjawaban tahun buku 2010 pada tanggal

2010 accountability on June 28, 2011 and GMS for

28 Juni 2011 dan RUPS RKAP Tahun 2012 pada

RKAP 2012 on December 21, 2011.

Palembang

consists

of

main

and


& HR Committee.


tanggal 21 Desember 2011. Dewan Komisaris

Board of Commissioners

Dewan Komisaris adalah organ utama Perusahaan

Board of Commissioners is the main organ of the

dengan tugas dan tanggung jawab secara kolektif

Company with collective duties and responsibilities to

untuk melaksanakan pengawasan dan memberi

carry out oversight and advises the Board of Directors

masukan

in running and managing the Company and approve

kepada

Direksi

dalam

menjalankan

dan mengelola Perusahaan serta memberikan

the work plan and annual budget of the Company.

persetujuan atas rencana kerja dan anggaran tahunan Perusahaan.

84

Susunan anggota Dewan Komisaris

Composition of Board of Commissioners

Berdasarkan Akta Notaris Lumassia, SH No. 26 tanggal

Based on Notarial Deed of Lumassia, SH No 26 dated

19 Januari 2011 melalui Rapat Umum Pemegang

January 19, 2011 through Extraordinary General

Saham Luar Biasa mengangkat anggota dewan

Meeting of Shareholders appointed the Company’s

komisaris Perusahaan sebagai berikut:

board of commissioners as follows:


Nama

Jabatan

Periode Jabatan

Komisaris Utama President Commissioner

19 January 2011 – 20 January 2012



19 January 2011 – sekarang Now




Drs. Achmad Asyik, MM



Ir. Indra Jaya HM



Prof. Amzulian Rifai, SH, LLM, Ph.D



Dr. Ir. Irnanda Laksanawan, MSc. Eng.

Rapat Dewan Komisaris

Board of Commissioners Meeting

Rapat Dewan Komisaris adalah rapat yang membahas

Board of Commissioners Meeting is a meeting

permasalahan yang terkait dengan bisnis PT Pupuk

to discuss issues related to PT Pupuk Sriwidjaja

Sriwidjaja Palembang serta evaluasi terhadap kinerja

Palembang’s business and evaluate the performance

Perusahaan. Rapat Dewan Komisaris terdiri dari rapat

of the Company. Board of Commissioners Meeting

intern Dewan Komisaris dan Rapat koordinasi Dewan

consists of internal meeting of the Board of

Komisaris dengan Direksi. Selama tahun 2011, Rapat

Commissioners (BOC) and coordinating meeting

Dekom – Direksi dilaksanakan sebanyak 14 kali.

with Board of Directors (BOD). During 2011, BOC-

Agenda Rapat dan jumlah tingkat kehadiran anggota

BOD Meeting held 14 meetings. Meeting Agenda

Dewan Komisaris dan Direksi pada rapat tersebut,

and the attendance of BOC and BOD members at the

yaitu sebagai berikut :

meetings, as follows:

Tabel Agenda Rapat dan Kehadiran Dewan Komisaris

Table of Meeting Agenda and Attendance of Board of

dan Direksi, selama periode Tahun 2011 : No

Tanggal

Agenda

Komisaris

Direksi

1

2 Februari 2011 February 2, 2011

· Program Pengenalan Perusahaan · RKAP Tahun 2011, Kinerja (anaudited) 2010, dan RKAP 2010. · Company Introduction Program · Work Plan & Budget (RKAP) 2011, Performance (anaudited) 2010, and RKAP 2010.

Irnanda Laksanawan Siti Nurbaya Bakar Amzulian Rifai Maulana Singedekane Indra Jaya HM. Achmad Asyik

Eko Sunarko Hilman Taufik M. Djohan Safri Benny Haryoso Irwansyah

2

25 Februari 2011 February 25 , 2011

· Laporan Kinerja Januari 2011 · Pembahasan Rencana Investasi · Rencana Penerapan GCG · Performance Report of January 2011 · Discussion of Investment Plans · GCG Implementation Planning



3

20 Maret 2011 March 20, 2011

· Pembahasan Buku Pedoman Dewan Komisaris dan Direksi · Pembahasan Rencana Investasi · Discussion of Board of Commissioners and Directors Manual Book · Discussion of Investment Planning


Hilman Taufik M. Djohan Safri Benny Haryoso Irwansyah

4

31 Maret 2011 March 31, 2011

· Laporan Kinerja Februari 2011 · Pembahasan Struktur Organisasi PT Pusri Palembang · Performance Report of February 2011 · Discussion of PT Pusri Palembang Organizational Structure

Irnanda Laksanawan Amzulian Rifai Maulana Singedekane Indra Jaya HM. Achmad Asyik


5

16-17 April 2011 April 16-17, 2011

· Pembahasan Revisi RKAP Tahun 2011 · Pembahasan RJPP Tahun 2011-2015 · Pembahasan Struktur Organisasi PT Pusri Palembang · Discussion of RKAP 2011 Revision · Discussion of Corporate Long Term Plan (RJPP) 2011-2015 · Discussion of PT Pusri Palembang Organizational Structure




85

foreword

lanjutan continued





Company profile

No

Tanggal

Agenda

Komisaris

Direksi

6

29 April 2011 April 29, 2011

Laporan Kinerja Maret 2011 · Performance Report of March 2011



7

30 Mei 2011 May 30, 2011

· · · · ·

Laporan Kinerja April 2011 Pembahasan Perubahan Struktur Organisasi Persetujuan Perubahan Logo PT Pusri Palembang Rencana Investasi Rencana Pengoperasian Kembali PT Sri Melamin Rejeki · Report of April 2011 Performance · Discussion of Organizational Structure Changes · Approval of PT Pusri Palembang Change of Logo · Investment Plans · Plan of PT Sri Melamin Rejeki Reactivation



8

5 Juli 2011 July 5 , 2011

· · · · · ·

Laporan Kinerja Mei 2011 Perubahan Nama Nomenklatur Organisasi Laporan Inventarisasi Aset Report of May 2011 Performance Name Change of Organizational Nomenclature Report of Asset Inventory


Eko Sunarko Hilman Taufik M. Djohan Safri Irwansyah

9

29 Juli 2011 July 29, 2011

· · · ·

Laporan Kinerja Semester I 2011 Laporan Proyek Pengembangan Report of First Semester of 2011 Performance Report of Development Project



10

24 Agustus 2011 August 24, 2011

Laporan Kinerja Juli 2011 Report of July 2011 Performance

Irnanda Laksanawan Siti Nurbaya Bakar Amzulian Rifai Indra Jaya HM. Achmad Asyik


11

29 September 2011 September 29, 2011

· Laporan Kinerja Agustus 2011 · Pembahasan Investasi Tahun 2011 · Report of August 2011 Performance · Discussion of 2011 Investment



12

24 Oktober 2011 October 24, 2011

· Pembahasan RKAP Tahun 2012 · Laporan Kinerja September 2011 · Discussion of RKAP 2012 · Report of September 2011 Performance

Irnanda Laksanawan Siti Nurbaya Bakar Amzulian Rifai Maulana Singedekane Achmad Asyik


13

30 November Laporan Kinerja Oktober 2011 2011 Report of October 2011 Performance November 30, 2011

Irnanda Laksanawan Amzulian Rifai Maulana Singedekane Indra Jaya HM. Achmad Asyik


14

19 Desember 2011 December 19, 2011


Eko Sunarko M. Djohan Safri Benny Haryoso Irwansyah

Persiapan RUPS RKAP 2012 Laporan Kinerja November 2011 Preparation of GMS for RKAP 2012 Report of November 2011 Performance

Kebijakan Remunerasi Dewan Komisaris

Commissioners and Directors, during the period of 2011:

Pemberian remunerasi dan fasilitas lain mengacu

Board of Commissioners’ Remuneration Policy

kepada

Saham

Remuneration and other facilities refer to the decision

Umum

of the Shareholders as set forth in the General

Pemegang Saham. Remunerasi yang telah diberikan

Meeting of Shareholders. Remunerations that have

kepada Dewan Komisaris pada tahun 2011 adalah

been provided to the Board of Commissioners in 2011

sebagai berikut:

are as follows:

keputusan

sebagaimana

86

· · · ·


dari

ditetapkan

Pemegang dalam

Rapat

Nama Name

Jabatan Position

Gaji Salary/ Bulan Month (Rp)


Komisaris Utama Board of Commissioner

46.724.000



42.051.600



42.051.600



42.051.600

Ir. Indra Jaya HM


42.051.600

Prof. Amzulian Rifai, SH, LLM, Ph.D


42.051.600

Pelatihan Dewan Komisaris

The Board of Commissioners’ Training

Dalam rangka pengembangan knowledge dan

In order to develop knowledge and skills as well

skill serta meningkatkan kompetensi dan untuk

as improve their competence and to support the

menunjang pelaksanaan tugas Dewan Komisaris,

implementation of the the Board of Commissioners’

selama tahun 2011 anggota Dewan Komisaris telah

duties, members of the Board have attended various

mengikuti berbagai program pelatihan antara lain:

training programs during 2011 including:

Nama Name

Jabatan Position

Nama Pelatihan Name of Trainer


Komisaris Utama Board of Commissioner

-



-

Ir. H. Maulana Joesoef Singedekane, MM Komisaris Commissioner

-



Ir. Indra Jaya HM

Seminar “ Strategic Management & Corporate Culture “Strategic Management & Corporate Culture” Seminar Pelatihan ISO 31000 : Standard International Manajemen Risiko ISO 31000 Training: Risk Management International Standard


Prof. Amzulian Rifai, SH, LLM, Ph.D Komisaris Commissioner

Direksi

Seminar “ Strategic Management & Corporate Culture “Strategic Management & Corporate Culture” Seminar

Board of Directors

Berdasarkan Anggaran Dasar Perusahaan, Direksi

Under the Articles of Association, Board of Directors

bertanggungjawab atas tercapainya kepentingan,

is responsible for the achievement of the interests,

maksud dan tujuan Perusahaan dengan tugas

aims and purposes of the Company with the duty to

memimpin,

mengendalikan

lead, manage and control the Company on the basis

Perusahaan atas dasar itikad baik dan tanggungjawab.

of good faith and responsibility. Membership and

Keanggotaan dan komposisi Direksi ditetapkan

composition of the Board of Directors are determined

Pemegang

personil

by Shareholders with the qualifications of personnel

yang memiliki integritas, keahlian, kompetensi dan

who have adequate integrity, expertise, competence

reputasi yang memadai.

and reputation.

Direksi

mengurus

Saham

membentuk

dan

dengan

kualifikasi

struktur

organisasi

yang

Board of Directors form the structure of the

bertanggungjawab dalam mengelola Perusahaan.

organization responsible for managing the Company.

Direksi dibantu oleh Kepala Satuan Pengawas Internal

The Board of Directors is assisted by the Head of

(Ka.SPI), Sekretaris Perusahaan, dan struktural yang

Internal Audit Unit (Ka.SPI), Corporate Secretary, and

dibentuk berdasarkan kebutuhan.

other structural function formed based on need.


87

foreword

Board of Directors follow up audit findings and recommendations of the SPI, the external auditor

atau

Direksi

and/or other supervisory authorities. Board of Directors is accountable for its performance of duties

kepada Pemegang Saham melalui RUPS.

to Shareholders through the GMS.

Tugas dan tanggung jawab Direksi

Duties and Responsibilities of Board of Directors

Secara umum Direksi bertugas secara kolektif dalam

In general, the Board of Directors collectively serves in

melaksanakan tugas dilakukan pembagian tugas

performing its duties, divides them among members

diantara Anggota Direksi. Direksi sebagai Organ

of the Board. Board of Directors as a Company Organ

Perusahaan (seluruh anggota Direksi secara kolektif )

(all members of the Board of Directors collectively)

mempunyai wewenang pengurusan atas tugas yang

has the authority of handling the task that is

secara khusus dipercayakan kepada seorang Anggota

specifically assigned to a Board of Directors’ member

Direksi dan karenanya wajib melaksanakannya.

and therefore required carry it out.

Direksi Bertanggung Jawab dalam memenuhi Key

Board of Directors is responsible in meeting the Key

Performance Indicator (KPI) yang jelas, lengkap, dan

Performance Indicators (KPI) that are clear, complete,

berimbang, baik dari aspek keuangan maupun

and balanced, both from financial and non-financial

nonkeuangan untuk menentukan pencapaian misi

aspects to determine the achievement of the mission

dan tujuan Perusahaan sesuai dengan Statement

and purposes of the Company in accordance with

Corporate Intent (SCI), Melaksanakan RJPP dan RKAP

the Statement of Corporate Intent (SCI), implement

dengan penuh tanggung jawab, membangun dan

RKAP and RJPP with full responsibility, build and

memanfaatkan teknologi informasi, menindaklanjuti

utilize information technology, follow up the findings

temuan-temuan audit baik internal maupun eksternal

of both internal and external audit and report to the

dan melaporkannya ke Dewan Komisaris, melaporkan

Board of Commissioners, report relevant information

informasi-informasi yang relevan kepada Dewan

to the Board of Commissioners and organize General

Komisaris dan menyelenggarakan Rapat Umum

Meeting of Shareholders (GMS) and prepare the GMS

Pemegang Saham (RUPS) dan membuat risalah RUPS.

minutes of meeting.

Susunan Direksi

Composition of Board of Directors

Sesuai dengan surat Menteri Badan Usaha Milik

According to the letter of the Minister of State Owned

Negara Republik Indonesia nomor S-661/MBU/2010

Enterprises of the Republic of Indonesia number

tanggal 1 November 2010 susunan dan pembidangan

S-661/MBU/2010 dated November 1, 2010, PT Pupuk

tugas Direksi PT Pupuk Sriwidjaja Palembang

Sriwidjaja Palembang Board of Directors composition

serta Akta Pendirian Perusahaan No. 14 tanggal 12

and division of duties and Company Deed of

November 2010 adalah sebagai berikut :

Establishment No. 14 dated November 12, 2010 are


pengawasan

otoritas

audit

mempertanggungjawabkan pelaksanaan tugasnya


hasil

temuan

Company profile

menindaklanjuti


dan

rekomendasi dari SPI, auditor eksternal dan/


Direksi

lain.

as follows: Nama

88

Jabatan

Periode Jabatan


Direktur Utama President Director

November 2010 – Sekarang Now


Direktur Produksi Director


Drs.Hilman Taufik, Ak.,MM

Direktur Komersil Director



Direktur Teknik dan Pengembangan Director


Irwansyah, SE

Direktur SDM dan Umum Director



Rapat Direksi

Board of Directors Meeting

Rapat Direksi dilaksanakan sekali seminggu, namun

Board of Directors meeting is held once a week, but

tidak tertutup kemungkinan diadakan Rapat Direksi

it is likely that the Board of Directors Meeting is held

diluar jadwal yang ditentukan tersebut. Jumlah rapat

outside the specified schedule. Number of Board of

Direksi, Agenda Rapat dan tingkat kehadiran selama

Directors Meetings, Meeting Agenda and attendance

tahun 2011, yaitu sebagai berikut:

during 2011 are as follows:

No

Tanggal

Agenda

Direksi Directors

1

11 Januari 2011

· · · · ·

Pembahasan Rencana Rekrutmen Karyawan Baru Tahun 2011 Pembahasan Key Performance Indicator Pembahasan Harga Off Take & Penjualan Pembahasan Pasokan Gas Pembahasan Persiapan RUPS RKAP Tahun 2011


2

25 Januari 2011

· · · ·

Pembahasan Bantuan Sea Games Pembahasan Rencana Rekrutmen Karyawan Baru Tahun 2011 Pembahasan Green Barrier Pembahasan Struktur Organisasi


3

3 Maret 2011

· · · · ·

Pembahasan Hasil Rapat Dengan Holding Program PKBL dan CSR Pembahasan Struktur Organisasi dan SDM Pembahasan Penjualan Urea dan NPK Pembahasan Kondisi Pabrik


4

7 Maret 2011

· Pembahasan Desain Karung Pupuk NPK · Pembahasan RJPP Tahun 2011-2015 · Finalisasi Struktur Organisasi


5

15 Maret 2011

· Finalisasi Struktur Organisasi · Pembahasan Remunerasi · Pembahasan RJPP tahun 2011-2015


6

20 Oktober 2011

· · · · · · ·

Evaluasi Kinerja Tahun 2011 Pembahasan Pemeliharaan Pabrik Pembahasan Pemasaran Persiapan Menghadapi Sea Games Rencana HUT PT Pusri Palembang Pembahasan Hasil Rapat Dengan Holding Tindak Lanjut Mengenai PT Sri Melamin Rejeki


7

26 Oktober 2011

· · · ·

Pembahasan Fungsi Sekretaris Perusahaan Pembahasan Investasi Pembahasan PT Sri Melamin Rejeki Rencana HUT PT Pusri Palembang


8

15 November 2011

· Pembahasan Penyaluran Pupuk · Pembahasan Sistem Pengadaan Barang dan Jasa · Pembahasan Otorisasi Keuangan · Pembahasan Harga Gas Bumi · Pembahasan Proyek Pengembangan · Pembahasan Sistem IT Perusahaan · Pembahasan PT Sri Melamin Rejeki · Pembahasan Struktur Organisasi Pemasaran · Pembahasan Penjualan Pupuk · Pembahasan GP3K · Pembahasan Key Performance Indicator · Pembahasan SDM · Pembahasan PKBL · Rencana Penataan Letak Fasilitas Umum (Rumah Sakit dan Sekolah)

9

27 Desember 2011

· · · ·

Usulan Perubahan Harga Pupuk Bulan Januari 2012 Sistem Informasi Pelaporan Pemasaran Pembahasan Asuransi Kesehatan Pembahasan Rencana Pengelolaan Dana Kesehatan Pensiunan




89

foreword

Kebijakan Remunerasi Direksi

Board of Directors Remuneration Policy

Pemberian remunerasi dan fasilitas lain mengacu

Remuneration and other facilities refer to the decision

kepada

keputusan

Saham

of the Shareholders as set forth in the General

Umum

Meeting of Shareholders. Remuneration received by

Pemegang Saham. Remunerasi yang diterima direksi

the directors in 2011 included monthly salary and

di tahun 2011 meliputi gaji per bulan dan tantiem

bonus as follows:

Company profile

sebagaimana

dari

ditetapkan

Pemegang dalam

Rapat


adalah sebabagai berikut:

No.

Direksi Director

Gaji Per Bulan Monthly Salary

Tantiem

Total

1.


93.448.000

*) )

93.448.000

2.


84.103.200

*)

84.103.200

3.


84.103.200

*)

84.103.200

4.


84.103.200

*)

84.103.200

5.

Irwansyah, SE

84.103.200

*)

84.103.200

*) = Dikarenakan masa tugas, maka tidak mendapatkan tantiem untuk

*) = Due to term of office, no bonus received for 2010 performance.



kinerja 2010.

Pendidikan dan Pelatihan Direksi

Board of Directors ’Education and Training

Dalam rangka pengembangan knowledge dan skill

In order to develop knowledge and skills and increase

serta meningkatkan kompetensi untuk menunjang

competencies to support the implementation of

pelaksanaan tugas Direksi, selama tahun 2011

Board of Directors’ tasks, member of the Board of

anggota Direksi telah mengikuti berbagai program

Directors have attended various training programs

pelatihan antara lain :

during 2011 including:


No. Direksi 1.


- SOSIALISASI PERMEN BUMN NO. 01/MBU/2011 “PENERAPAN GCG PADA BUMN” - PERMEN BUMN NO. 01/MBU/2011 “PENERAPAN GCG PADA BUMN” SOCIALIZATION

2.


- IFA PRODUCTION & INTERNATIONAL TRADE CONFERENCE ON 2011

3.


- SEMINAR “STRATEGIC MANAGEMENT & CORPORATE CULTURE - “STRATEGIC MANAGEMENT & CORPORATE CULTURE” SEMINAR

4.


- SEMINAR NASIONAL “PENGADAAN BARANG & JASA (PERPRES NO.54 TAHUN 2010) - PERMEN BUMN NO. 01/MBU/2011 “PENERAPAN GCG PADA BUMN” SOCIALIZATION

Irwansyah, SE

- SOSIALISASI PERMEN BUMN NO. 01/MBU/2011 “PENERAPAN GCG PADA BUMN” - PERMEN BUMN NO. 01/MBU/2011 “PENERAPAN GCG PADA BUMN” SOCIALIZATIONSEMINAR “STRATEGIC MANAGEMENT & CORPORATE CULTURE - “STRATEGIC MANAGEMENT & CORPORATE CULTURE” SEMINAR

5.

90

Nama Pelatihan


Komite-komite Agar

Committees dapat

In order for the Board of Commissioners’ work

dilaksanakan dengan hasil yang maksimal maka

plan can be implemented with maximum results

diperlukan tim kerja yang memiliki kompetensi

it is necessary that the work team has a specific

yang spesifik guna mendukung pelaksanaan tugas

competence to support the implementation of

tersebut, untuk itulah dipandang perlu dibentuknya

the duties, therefore it is deemed necessary for

komite-komite yang akan bekerja di bawah kendali

the establishment of committees that will work

masing-masing anggota Dewan Komisaris. Komite-

under the control of each member of the Board of

Komite bertanggung jawab membantu Komisaris

Commissioners. The committees responsible for

dalam

kewajibannya

supporting the Commissioners in carrying out their

serta merumuskan kebijakan komisaris sesuai

duties and obligations and to formulate appropriate

ruang lingkup tugas komite yang bersangkutan.

policy according to the committees’ respective scope

Komite-Komite tersebut salah satu anggotanya

of duties. One of each committee’s members is a

adalah anggota Dewan Komisaris yang sekaligus

member of the Board of Commissioners who also

berkedudukan sebagai Ketua Komite

serves as Chairman of the Committee.

Komite Audit

Audit Committee

Persyaratan anggota Komite Audit harus memahami

Audit

dan berpengalaman dalam bisnis proses Perusahaan,

understand and be experienced in the company

berpengalaman dalam bidang audit dan keuangan.

business processes and experienced in the field of

Tugas Komite Audit dan Keuangan adalah:

audit and finance. Audit and Finance Committee’

a.

rencana

kerja

menjalankan

Dewan

tugas

Komisaris

dan

Menilai pelaksanaan kegiatan serta hasil audit yang dilakukan oleh Internal Auditor maupun

to

a.

Assess the implementation of activities and

pelaksanaan

and External Auditor so as to prevent the

dan

Memberikan

pelaporan

yang

tidak

implementation and reporting that does not

rekomendasi sistem

mengenai pengendalian

meet audit standards. b.

Provide recommendations on improving the

manajemen Perusahaan serta pelaksanaannya.

Company’s management control system and

Memastikan bahwa telah terdapat prosedur

its implementation.

yang

dikeluarkan

Perusahaan,

c.

Ensure that the review procedure has been

termasuk

found satisfactory to the information issued

brosur, laporan keuangan berkala, proyeksi/

by Company, including brochures, periodic

forecast dan lain-lain informasi keuangan yang

financial statements, projections/forecasts and

disampaikan kepada Pemegang Saham.

other financial information submitted to the

Mengindentifikasi hal-hal yang memerlukan

Shareholders.

perhatian Komisaris. e.

required

audit results conducted by the Internal Auditor

review yang memuaskan terhadap informasi

d.

are

Eksternal Auditor sehingga dapat dicegah

penyempurnaan c.

members

duties are:

memenuhi standar audit. b.

Committee

d.

Melaksanakan tugas lain yang diberikan oleh Komisaris sepanjang masih dalam lingkup tugas

dan

kewajiban

Dewan

Identify matters that require attention of Commissioners.

e.

Carry

out

other

tasks

given

by

the

Komisaris

Commissioner as long as they are still within

berdasarkan ketentuan perundang-undangan

the scope of duties and obligations of the

yang berlaku.

Board of Commissioners under the provisions of applicable laws.


91


Jumlah anggota Komite Audit 2 (dua) orang dengan

The Audit Committee has 2 (two) members with the

Susunan Komite Audit sebagai berikut :

composition as follows:

Ketua

Chairman: Ir. H. Maulana Jusuf Singedekane, MM

: Ir. H. Maulana Jusuf Singedekane, MM

Anggota : Bastari Noviar, SE, MM

Member: Bastari Noviar, SE, MM

Nama dan Riwayat Hidup Singkat Anggota

Name dan Brief Resume of Audir Committee

Komite Audit

Member

Bastari Noviar, SE, MM, Lahir di Prabumulih,

Bastari Noviar, SE, MM, Born in Prabumulih,

Sumatera Selatan, pada tanggal 24 Juli 1953, mulai

South Sumatra, on July 24, 1953, began working

bekerja 1 Februari 1976 s.d. 31 Juli 2008 di PT Pupuk

on February1, 1976 to July 31, 2008 at PT Pupuk

Sriwidjaja, selesai S1 Ekonomi tahun 2003 dari Sekolah

Sriwidjaja, earned a Bachelor’s degree in Economics

Tinggi Ilmu Ekonomi Sultan Mahmud Badaruddin II

in 2003 from Institute of Economic Science Sultan

Palembang dan selesai S2 dari Universitas Tridinanti

Mahmud Badaruddin II Palembang and completed his

Palembang tahun 2004, terakhir menjabat sebagai

Master’s degree at Tridinanti University, Palembang

Kepala Satuan Pengawasan Intern (SPI) selama

in 2004, he last served as Head of Internal Audit Unit

kurang lebih 5 (lima) tahun.

(SPI) for approximately 5 (five) years.

Komite GCG, Legal & SDM

GCG, Legal & HR Committee

Komite GCG, Legal & SDM merupakan perangkat dari

GCG, Legal & HR Committee is an instrument of

Dewan Komisaris yang mempunyai kewajiban untuk

the Board of Commissioners which is required to

membantu proses pengawasan kebijakan, perbuatan

assist in overseeing the policy, legal actions or steps

hukum atau langkah-langkah yang dilakukan oleh

performed by the Board of Directors in managing

Direksi dalam mengelola Perusahaan. Persyaratan

the Company. GCG, Legal & HR Committee’s

anggota Komite GCG, Legal & SDM harus memahami

members are required to understand the principles

prinsip-prinsip

dan

of good corporate governance in the company and

memahami aturan-aturan dan perundang-undangan

understand applicable laws and regulations on the

yang berlaku mengenai pengelolaan Perusahaan

Company’s management, especially related to HR.

GCG

dalam

Perusahaan

khususnya yang terkait bidang SDM. GCG, Legal & HR Committee duties are:

Tugas Komite GCG, Legal & SDM adalah: proses

1) Conduct and develop systematic review process

penelahaan sistematis terhadap praktik corporate

toward corporate governance practices of all

governance seluruh organ Perusahaan yang

Company organs that could potentially affect the

berpotensi mempengaruhi Perusahaan.

Company.


1) Melakukan

dan

mengembangkan

2) Memberikan pendapat dan saran kepada Dewan

2) Provide opinions and advice to the Board of

Komisaris terhadap kebijakan maupun aksi

Commissioners on policy and corporate actions

korporasi yang melanggar prinsip-prinsip Good

that violate the principles of Good Corporate

Corporate Governance.

Governance.

3) Memberikan pertimbangan dan penilaian atas independensi Direksi dan Dewan Komisaris. 4) Melaksanakan tugas lain yang diberikan oleh

3) Provide consideration and assessment of the independence of the Board of Directors and Board of Commissioners.

dalam

4) Carry out other tasks given by the Board of

lingkup tugas dan kewajiban Dewan Komisaris

Commissioners as long as they are still within the


scope of duties and obligations of the Board of

yang berlaku.

Commissioners under the provisions of applicable

Dewan

Komisaris

sepanjang

masih

laws.

92


Jumlah anggota Komite GCG, Legal & SDM hanya ada

GCG, Legal & HR Committee has only 1 (one) member,

1 (satu) orang, ketua (Komisaris) sekaligus merangkap

a chairman(Commissioner) and concurrently a

anggota Komite, yaitu :

member namely:

Ketua/merangkap Anggota :

Prof. Amzulian Rifai,

Chairman/concurrent member: Prof. Amzulian Rifai,

SH, LLM, Ph.D

SH, LLM, Ph.D

Komite Investasi & Manajemen Risiko

Investment & Risk Management Committee

Komite Investasi & Manajemen Risiko membantu

Investment& Risk Management Committee assists

Dewan

kebijakan

the Board of Commissioners in formulating risk

penilaian risiko dan pengelolaan risiko serta dalam

assessment and risk managementpolicies as well

mengkaji kecukupan, kelengkapan dan efektivitas

as assessing the adequacy, completeness and

penerapan proses-proses manajemen risiko yag

effectiveness of the Company’s risk management

dilakukan Perusahaan, dan memberikan rekomendasi

processes

untuk perbaikan-perbaikan yang dirasakan perlu,

recommendations for necessary improvements to

kepada Dewan Komisaris. Tugas Komite Investasi &

the Board of Commissioners. Duties of Investment &

Manajemen Risiko adalah:

Risk Management Committee are:

a. Menetapkan, memperbaharui, menyempurnakan

a. Establish, renew, improve the Company’s Risk

Komisaris

dalam

menyusun

kebijakan Manajemen Risiko di Perusahaan.

implementation,

and

provide

Management policy.

b. Melakukan analisa dan evaluasi terhadap rencana

b. Analyze and evaluate investment and the

investasi dan pengembangan Perusahaan dan

development plans of the Company as well as the

risiko usaha serta asuransi Perusahaan.

Company’s business risks and insurance.

c. Mengidentifikasikan seluruh risiko yang mungkin

c. Identify all risks that may arise related to the

timbul sehubungan dengan kegiatan Perusahaan

Company’s activities and conduct periodic

dan melakukan evaluasi secara berkala atas

evaluations of the Risk Management application

penerapan Manajemen Risiko di Perusahan.

in the Company.

d. Mengindentifikasi hal-hal yang memerlukan perhatian Dewan Komisaris.


e. Melaksanakan tugas lain yang diberikan oleh Dewan

Komisaris

sepanjang

d. Identify matters that require attention of the

masih

dalam

e. Carry out other tasks given by the Board of Commissioners as long as they are still within the





yang berlaku.

laws.

Jumlah anggota Komite Investasi & Manajemen Risiko

The Investment & Risk Management Committee has

terdiri dari 3 (tiga) orang dengan seorang anggota

3 (three) members with a Board of Commissioners’

komisaris sebagai Ketua dan 2 (dua) orang anggota.

member as chairman and 2 (two) members.

Susunan Komite Investasi & Manajemen Risiko,

Composition of Investment & Risk Management

adalah sebagai berikut :

Committee, are as follows:

Ketua

Susunan Komite Investasi & Manajemen Risiko,

: DR. Ir. Siti Nurbaya Bakar, MSc

Anggota : Drs. Lukman Hakim Anggota : Hj. Ida Zuraida, SE, MM

adalah sebagai berikut : Chairman : DR. Ir. Siti Nurbaya Bakar, MSc Member : Drs. Lukman Hakim Member : Hj. Ida Zuraida, SE, MM


93



Name and Brief Resume of Investment & Risk

Komite Investasi & Manajemen Risiko

Management Committee Member

Drs. Lukman Hakim, Lahir di Baet Mesjid pada

Drs. Lukman Hakim, was born in Baet Mesjid on

tanggal 28 April 1973, menyelesaikan pendidikan

April 28, 1973, completed undergraduate program

S1 Ekonomi di Universitas Syiah Kuala pada tahun

in Economics atSyiah Kuala University in 1995 and

1995 dan menyelesaikan Master dalam bidang

completed his master’s degree in Natural Resource

Ekonomi Sumber Daya alam dan Lingkungan di

Economics and Environment at Science University

Science University Of Malaysia pada tahun 2007.

of Malaysia in 2007. Currently active as a permanent

Saat ini aktif menjadi staf pengajar tetap Jurusan Ilmu

lecturerof Economics and Development Studies

Ekonomi dan Studi Pembangunan, Fakultas Ekonomi

Department, Faculty of Economics, Syiah Kuala

Universitas Syiah Kuala, Banda Aceh.

University, Banda Aceh.

Nama dan Riwayat Hidup Singkat Anggota Komite

Name and Brief Resume of Investment & Risk

Investasi & Manajemen Risiko

Management Committee Member

Hj. Ida Zuraida, SE, MM, Lahir di Jakarta, pada

Hj. Ida Zuraida, SE, MM, born in Jakarta, on December

tanggal 11 Desember 1957, selesai S1 Ekonomi dari

11, 1957, completed S1 of Economics from Institute of

Sekolah Tinggi Ilmu Ekonomi YAI Jakarta tahun 1993,

Economics YAI Jakarta in 1993, finished her master’s

selesai S2 dari STIE IPWI tahun 1996, Dosen pada STIE

degree at STIE IPWI in 1996, Lecturer at Indonesia STIE

Indonesia Banking School LPPI dan pernah menjabat

LPPI Banking School and has served as vice chairman

sebagai wakil ketua Unit Pelaksana Penjaminan

of the Government Guarantee Implementation Unit

Pemerintah (UP3) Departemen Keuangan.

(UP3) at Ministry of Finance.

Komite Produksi & Teknologi

Production & Technology Committee

Komite Produksi dan Teknologi bertugas membantu

Production and Technology Committee assists the

Dewan Komisaris dalam hal-hal sebagai berikut :

Board of Commissioners in any of the following:

-

-

Melakukan

dan

mengembangkan

proses

planning and production technology to support

teknologi dan produksi untuk mendukung

performance improvement and development

peningkatan

of the Company in the field of plant and other

kinerja

dan

pengembangan

Perusahaan di bidang pabrik dan unit pendukung lainnya.


-

Provide opinions and advice to the Board of

Memberikan pendapat dan saran kepada Dewan

Commissionerson policy and corporate actions


particularly production activity. -

Carry out other tasks given by the Board of

Melaksanakan tugas lain yang diberikan oleh


Dewan

dalam



Komisaris



laws.

yang berlaku.

94

supporting units. -

korporasi khususnya aktivitas produksi. -

Perform and develop a systematic review of the

penelahaan sistematis terhadap perencanaan


sepanjang

masih

Dalam melaksanakan tugas sebagaimana dimaksud,

In carrying out the intended tasks, Production and

Komite Produksi dan Teknologi diberi kewenangan

Technology Committee is authorized to appoint

untuk menunjuk Tenaga Ahli.

Expert Staff.

Jumlah anggota Komite Produksi & Teknologi 2 (dua)

The Committee on Production & Technology has 2

orang dengan Susunan Komite Produksi & Teknologi

(two) memberswith the composition as follows:

sebagai berikut : Ketua

: Ir. H. Indra Jaya HM

Chairman : Ir. H. Indra Jaya HM

Anggota : Ir. H. Erman Anwar

Member : Ir. H. Erman Anwar


Name and Brief Resume of Production &

Komite Produksi & Teknologi

Technology Committee Member

Ir. H. Erman Anwar, Lahir di Palembang, pada

Ir. H. Erman Anwar, was born in Palembang, on

tanggal 19 Mei 1955, selesai S1 Teknik Kimia Institut

May 19, 1955, completed undergraduate program

Teknologi Bandung pada tahun 1981, memulai kerja

in Chemical Engineering at Bandung Institute of

sebagai staf operasional pabrik tahun 1981 itu juga di

Technology in 1981, started working as a plant

PT Pupuk Sriwidjaja, sebagai Kakom Renbang Usaha

operations staff in the same year at PT Pupuk

pada periode 2003 – 2005, General Manajer (GM)

Sriwidjaja, as Head Compartmen of Business Planning

SDM & Umum pada periode 2005 – 2008 dan terakhir

and Development in the period 2003 to 2005, General

sebagai GM SDM pada periode 2008 – 2010.

manager (GM) of HR& General Affairs for the period 2005 to 2008 and most recently as General Manager of HR in the period 2008 to 2010.

Komite Pemasaran dan Distribusi Komite

Pemasaran

dan

Marketing and Distribution Committee

Distribusi

bertugas

membantu Dewan Komisaris dalam hal-hal sebagai

Marketing and Distribution Committee assists the Board of Commissioners in any of the following:

berikut : -

Melakukan penelahaan

dan

mengembangkan

sistematis

terhadap

sistem

-

aktivitas

marketing and distribution activities of the

pemasaran dan distribusi Perusahaan. -

Company.

Melakukan pengawasan secara berkala terhadap

-

regular

monitoring

on

the

implementation of the Company’s Public Service

Perusahaan termasuk mengembangkan sistem

Obligation (PSO), including developing its monitoring system.

Memberikan pendapat dan saran kepada Dewan

-

Provide opinions and advice to the Board of


Commissioners on policy and corporate actions

korporasi khususnya aktivitas pemasaran dan

particularly

distribusi. -

Conduct

pelaksanaan Public Service Obligation (PSO) pengawasannya. -

Conduct and develop systematic review on

Komisaris

marketing

and

distribution

activities.

Melaksanakan tugas lain yang diberikan oleh Dewan

in

sepanjang

masih

-

Carry out other tasks given by the Board of

dalam






yang berlaku.

laws.


95

foreword

Jumlah anggota Komite Pemasaran dan Distribusi 2

The Marketing and Distribution Committee has 2

(dua) orang dengan Susunan Komite Pemasaran dan

(two) members with a composition as follows:

Company profile

Distribusi sebagai berikut :



Ketua

: Drs. H. Achmad Asyik, MM

Member : Diki Seno P., ST


Name and Brief Resume of Marketing &

Komite Pemasaran & Distribusi

Distribution Member

Diki Seno P., ST, lahir di Singkawang, Kalimantan

Diki Seno P., ST, born in Singkawang, West

Barat, pada tanggal 5 September 1973, pendidikan

Kalimantan, on 5 September 1973, completed

Bachelor of Petroleum Engineering Universitas

Bachelor’s degree in Petroleum Engineering at

Veteran Nasional Jogjakarta selesai tahun 1999,

National Veteran University, Yogyakarta, in 1999, he

sebelumnya sebagai staf Divisi Pemasaran PT

was previously a staff of Marketing Division at PT

Satelindo dan saat ini sebagai Deputi Direktur PT

Satelindo and currently serves as Deputy Director of

Sarana Bhakti Yudhatama, Jakarta.

PT Sarana Bhakti Yudhatama , Jakarta.

Sekretaris Perusahaan

Corporate Secretary



Sekretaris

Sriwidjaja

Corporate Secretary of PT Pupuk Sriwidjaja Palembang

Palembang memiliki misi membantu Direksi dalam

has a mission to assist the Board of Directors in

menyelenggarakan kegiatan korporat dan menjaga

carrying out corporate activities and maintain good

hubungan baik antara Perusahaan dengan regulator

relations between the Company and regulators and

dan lembaga-lembaga lain, baik kalangan investor,

other agencies, both among investors, the public

masyarakat luas dan stakeholders lainnya. Selain itu,

and other stakeholders. In addition, the Corporate

Perusahaan

PT

Pupuk

Sekretaris Perusahaan juga melaksanakan tugas-

Secretary also performs other tasks assigned to the

tugas lain yang dipercayakan Direksi sehubungan

Board of Directors with regard to the role as manager

dengan peran sebagai pengelola informasi yang

of information relating to the Company’s business

terkait dengan lingkungan bisnis Perusahaan.

environment.

Dengan kedudukannya seperti itu, PT Pupuk

With such a position, PT Pupuk Sriwidjaja Palembang

Sriwidjaja

pentingnya

recognizes the importance of Corporate Secretary’s

peranan Sekretaris Perusahaan dalam memperlancar

role of in facilitating relations between Company

hubungan antara organ Perusahaan, hubungan

organs, between the Company and stakeholders

antara

Palembang

Perusahaan

dipenuhinya

menyadari

dengan

ketentuan

stakeholders

peraturan

serta

as well as compliance with the provisions of the

perundang-

applicable laws. Fostering good relations with

undangan yang berlaku. Pembinaan hubungan baik

stakeholders, especially shareholders, would strongly

dengan stakeholder, khususnya Pemegang Saham,

support the smooth running of the Company’s

akan sangat mendukung kelancaran bisnis dan

business and business development.

pengembangan usaha Perusahaan.

96

Chairman : Drs. H. Achmad Asyik, MM

Anggota : Diki Seno P., ST


Drs. M. Zain Ismed, MBA,

Nama dan Riwayat Hidup Singkat Sekretaris

Name and Brief Resume of Corporate Secretary

Perusahaan Drs. M. Zain Ismed, MBA, lahir di Kisaran,

Drs. M. Zain Ismed, MBA, born in Kisaran, North

Sumatera Utara, pada tanggal 25 September 1961,

Sumatra, on

menyelesaikan S1 Ekonomi Perusahaan UII Jogjakarta

undergraduate program of Corporate Economics at

tahun 1986, memperoleh Master of Business

UII Yogyakarta in 1986, completed Master of Business

Administration (MBA) dari Universiti Kebangsaan

Administration (MBA) at The National University of

Malaysia tahun 2003, mulai kerja tahun 1987 di Unit

Malaysia in 2003, began working in 1987 in Internal

Satuan Pengawasan Intern (SPI), terakhir sebagai

Audit Unit (SPI), most recently as Manager of Public

Manager Hubungan Masyarakat tahun 2009–2011

Relations in 2009 -2011 prior to serving as Corporate

sebelum sebagai Sekretaris Perusahaan.

Secretary.

Satuan Pengawasan Intern

Internal Audit Unit

Satuan Pengawasan Intern (SPI) sebagai salah satu

Internal Audit Unit (SPI) is an element in the

unsur di dalam organisasi PT Pupuk Sriwidjaja

organization of PT Pupuk Sriwidjaja Palembang to

Palembang untuk dapat membantu manajemen

assist management in accordance with its function

sesuai fungsinya melalui current audit di dalam

ithrough current audit in controlling and overseeing

pengendalian dan pengawasan efektivitas kinerja

the effectiveness of the Company’s performance, to

Perusahaan, sehingga apa yang menjadi tujuan dan

achieve the Company’s goals and targets in 2011 in

sasaran Perusahaan di tahun 2011 dapat dicapai

accordance with established strategies, so that the

sesuai dengan strategi yang telah ditetapkan,

Company’s performance in 2011 would be better

sehingga di tahun 2011 kinerja Perusahaan lebih baik

than the previous years.

September 25, 1961, completed

dari tahun-tahun sebelumnya.


97

Company profile

Keuangan dan Departemen Pengawasan Operasional.

Supervision departments. Head of Internal Audit Unit

Kepala Satuan Pengawasan Intern bertanggung jawab

is responsible for the accountability of the SPI’s tasks

atas akuntabilitas pelaksanaan tugas dan wewenang

and authority implementation, in connection with


pengawasan dan pengendalian; dan koordinasi

foreword

Utama dan membawahi Departemen Pengawasan

Sementara itu, kegiatan Non-PK dilakukan terdiri dari: (1) Desk A Audit sebanyak 24 objek atau sebanyak 12 objek pada RKAP ta Kemitraan SPI sebagai konsu lain sebanyak 99 kegiatan atau SPI Unit is led by a Head unit and is directly sebanyak 12 kegiatan responsible to the President Director and oversees pada RK the Financial Sedangkan Supervision and Operational Pemeriksaan Khusus

Unit SPI

dipimpin oleh seorang Kepala dan

bertanggung jawab secara langsung kepada Direktur

Perusahaan dan menangani permasalahan hasil

Sedangkan kegiatan pembinaan kualitas Daya internal consultation supportSumber for other work units,Manusia ( particularly the consultation the supervision and SPI dan onunit kerja operasional s control; and coordination with the Audit Committee meliputi: to evaluate the Company’s performance and address 1. In-house training di diklat PT the auditing problems performed by internal and

audit yang dilaksanakan oleh pengawas fungsional

external functional auditors.

SPI, sehubungan dengan bantuan konsultasi internal bagi unit kerja lain, khususnya konsultasi mengenai dengan Komite Audit untuk mengevaluasi kinerja

2. Outplant Training.

internal maupun eksternal.


Riwayat Singkat Kepala Sa Intern


Faisal W

Drs. Faisal Warganegara, MM,

Nama dan Riwayat Hidup Singkat Ketua Unit Audit Internal Drs. Faisal Warganegara, MM, Pendidikan terakhir S1 Akuntansi, Universitas Padjajaran (1984), dan


Master Manajemen, Universitas Sriwidjaja (2003). Sebelumnya menjabat bendahara BAPOR di PT

98

Pendidikan terakhir S1 Aku Padjajaran (1984), dan M Universitas Sriwidjaja (2003). Se Drs. Faisal Warganegara, MM, earned his Bachelor’s bendahara BAPOR di PT Pupuk degree in Accounting fromPadjadjaran University (1997-1999), Komite Audit di P (1984), and Master of Management from Sriwidjaja dan PT Pupuk Kujang (2002 dan Name and Brief Resume of Internal Audit Unit Head

University (2003). Previously served as BAPOR

Pupuk Sriwidjaja (Persero) (1997-1999), Komite Audit

treasurer at PT Pupuk Sriwidjaja (Persero) during

di PT Rekayasa Industri dan PT Pupuk Kujang (2002

1997-1999, the Audit Committee at PT Rekayasa

dan 2004).

Industri and PT Pupuk Kujang (2002 and 2004). Auditor Eksternal


Auditor eksternal PT Pupuk mengacu kepada kebijakan ya dengan pasal 23 ayat (1) UU R 2003. UU ini membahas pe keuangan perusahaan dilakuka yang ditetapkan oleh RUPS oleh Menteri untuk Perum. bertanggung jawab atas opini te

Pelaksanaan Tugas SPI Tahun 2011

SPI Task Implementation 2011

Tugas-tugas

Tasks that have been carried out by the Internal Audit

yang telah dilakukan oleh unit

Pengawasan Intern selama tahun 2011 antara lain :

Department during 2011 among others:

a. Kegiatan pengawasan rutin, meliputi:

a. Routine supervision activities, including:

1) Program Kerja Pengawasan Tahunan (PKPT)

1) Annual Supervision Work Program (PKPT)

tahun 2011 didasarkan pada model risiko

2011 was based on identified risk model from

yang teridentifikasi dari risiko bisnis sebanyak

business risks of 32 audit objects consisting

32 objek audit, terdiri dari 9 objek audit

of nine audit objects based on activity and 23

berdasarkan aktivitas dan 23 objek audit

audit objects based on work unit.

berdasarkan unit kerja. 2) Surat Tugas yang diterbitkan pada PKPT

2) Letters of Assignment issued on PKPT 2011

tahun 2011 sebanyak 32 objek audit atau 100

amounted to 32 audit objects, or 100% of

% dari RKAP dan telah diterbitkan Laporan

RKAP and 29 Audit Reports (LHA) have been

Hasil Audit (LHA) sebanyak 29 Laporan atau

issued or 90.63% of RKAP.

90,63 % dari RKAP. 3) Monitoring tindak lanjut atas LHA yang terbit tahun 2011 sudah dikirim kepada auditee

3) Follow-up monitoring of 26 objects of LHA issued in 2011 have been sent to auditees.

sebanyak 26 objek. 4) Kegiatan Non PKPT tahun 2011 dalam bentuk:

4) Non PKPT 2011 activities are in the following forms:

a) Desk Audit dan Analyzing Audit sebanyak

a) Desk Audit and Analyzing Audit of seven objects.

7 objek. b) Peran kemitraan SPI sebagai konsultan/ katalisator/lain-lain sebanyak 76 kegiatan. c) Pemeriksaan Khusus (Riksus) sebanyak 1

catalyst/other of 76 activities. c) Special Investigation (Riksus) of one object.

0bjek. 5) Kegiatan pembinaan dan pengembangan kualitas

b The role of SPI partnership as a consultant/

Sumber

Daya

Manusia

(SDM)

5) Improvement and development of Human Resources (HR) qualityinclude :

meliputi : a) Inhouse training di diklat PT Pusri, yaitu:

a) Inhouse training at Education and Training Center of PT Pusri, as follows:

- Teknik Presentasi Efektif.

-

- Training for the Trainer.

- Training for the Trainer.

Effective Presentation Techniques.

- Supervisory Management Course.

-

Supervisory Management Course.

- General Management Course.

-

General Management Course.

- Dasar Pengendalian Mutu Terpadu.

- Basics ofIntegrated Quality Control Association.

- Competency Based Training Needs

- Competency Based Training Needs Analysis.

Analisys. - Pemahaman tentang Audit Eksternal ISO & SMK3.

-

UnderstandingExternal Audit of ISO & SMK3.

- Kebutuhan Kompetensi Kerja.

- Job Competency Requirement.

- Penyusunan rencana kerja bagi key

- Preparation of work plans for key

person dengan SI Perencanaan. - Pengelolaan bahan kimia berbahaya & beracun (B-3).

person with IS Planning. - Management of hazardous and toxic chemicals (B-3).

- Change Management.

- Change Management.

- Prosedur Pengadaan Barang dan Jasa

- Procurement of Goods and Services

berdasarkan Perpres No 54/2010.

procedures

under

Presidential

Regulation No 54/2010. PT Pupuk Sriwidjaja Palembang Laporan Tahunan 2011 Annual Report

99

foreword

- Interpersonal

and

Effective

- Interpersonal

Communication Skill. - Manajemen

Company profile

Pencegahan

pengawasan tindak

&

- Supervision

and

prevention

management of fraud for PT Pusri

untuk karyawan PT Pusri Palembang

Palembang employees of middle

tingkatan Pimpinan Madya-4 keatas

management

yang diselenggarakan oleh SPI.

levels

and

above

organized by SPI.

management discussion and analysis good corporate governance

b) Outplant Training, namely:

- Auditing for Internal Fraud oleh LPFA

b. Kegiatan Pengawasan Ekstern (Auditor Eksternal)

- Auditing for Internal Fraud by LPFA

Jakarta.

Jakarta.

- Fraud Auditing I oleh LPFA Jakarta.

- Fraud Auditing I by LPFA Jakarta.

- Menulis Laporan Internal Auditing

- Effective writingof Internal Auditing

yang efektif di YPIA Jakarta.

Report at YPIA Jakarta.

- Achievement Motivation Training.

- Achievement Motivation Training.

- The 5th IFRS Regional Policy Forum &

- The 5th IFRS Regional Policy Forum &

International Seminar.

International Seminar.

- Advance/Enrich Leadership.

meliputi :

-

Advance/Enrich Leadership.

b. External Auditor activities include: 1) Monitoring of follow-up on Supreme Audit

1) Pemantauan tindak lanjut atas temuan BPKRI.

Agency of the Republic of Indonesia (BPK-RI) findings.

2) Counterpart

BPK-RI

dalam

pemeriksaan

subsidi pupuk tahun anggaran 2010 (selesai). 3) Counterpart

KAP

Kanaka

2) Counterpart of BPK-RI in investigating fertilizer subsidies for fiscal year 2010 (completed).

Puradiredja,

3) Counterpart of Public Accountant Office (KAP)

Suhartono dalam rangka Financial Audit

Kanaka Puradiredja, Suhartono for Financial

tahun buku 2010 (selesai).


Effective

kecurangan

b) Outplant Training, yaitu :

4) Counterpart

KAP

Audit fiscal year 2010 (completed).

Kanaka

Puradiredja,

4) Counterpart of KAP Kanaka Puradiredja,

Suhartono dalam rangka audit Kinerja dan

Suhartono for Performance and General Audit

General Audit atas Program Kemitraan dan

on Partnership Program and Community

Bina Lingkungan (PKBL) PT Pusri tahun buku

Development (PKBL) of PT Pusri fiscal year

2010 (selesai)

2010 (completed).

5) Counterpart KAP KAP Aryanto, Amir Jusuf,

5) Counterpart of KAP Aryanto, Amir Jusuf,

Mawar & Saptoto (RSM AAJ Associates) dalam

Mawar & Saptoto (RSM AAJ Associates) for

rangka General Audit tahun buku 2011 (dalam proses).


and

Communication Skill.

6) Counterpart BPKP Sumsel dalam rangka Assesment

General Audit fiscal year 2011 (in process). 6) Counterpart of South Sumatra Financial

penerapan

Good

and Development Audit Agency (BPKP) for

Corporate

Assesment of Good Corporate Governance

Governance (GCG) PT Pusri Palembang tahun

(GCG) implementation of PT Pusri Palembang

2011 (selesai).

2011 (completed).

7) Counterpart BPKP Sumsel dalam rangka

7) Counterpart of South Sumatra Financial

penilaian penerapan Sistem Pengendalian

and Development Audit Agency (BPKP)

Intern PT Pusri Palembang tahun 2011.

for assessment of Internal Control System implementation of PT Pusri Palembang 2011.

100


TEMUAN AUDITOR DAN TINDAK LANJUT

AUDITOR FINDINGS AND FOLLOW UP

Dalam tahun 2011 jumlah tindak lanjut hasil

In 2011, there were 7 (seven) findings that have been

pemeriksaan auditor sebanyak 7 (tujuh) temuan

complety followed-up (except for the finding of not

telah selesai di tindak lanjuti (kecuali temuan

implementing IFS Application data encryption and SI

mengenai belum mengimplementasikan inkripsi

Commerce Application that are still in process), with

data Aplikasi IFS dan Aplikasi SI Niaga yang masih

the following details:

dalam proses), dengan rincian sebagai berikut : 1. Manajemen pertanggungjawaban uang muka

1. Management of accountability of operational advances needs to be rectified.

operasional perlu diperbaiki.

Sesuai dengan Surat Direksi No. 175/2010 tanggal

In accordance with Directors Letter No 175/2010

18 Juni 2010, uang muka operasional harus

dated June 18, 2010, operational advances must

dipertanggungjawabkan paling lambat 30 hari

be accounted for at least 30 days after the date of

setelah tanggal pengambilan dan setiap orang

withdrawal and each person is given a maximum

maksimal diberikan uang muka sebanyak 3 (tiga)

3 (three) advances.

kali.

Atas uang muka yang belum dipertanggung-

On the advances that have not been accounted

jawabkan tersebut, Perusahaan telah melakukan

for, the Company has recorded allowance as an

pencadangan sebagai beban.

expense.

Rekomendasi

Terhadap uang muka tersebut agar segera dipertanggungjawabkan

dan

Recommendation

The

advances

should

be

accounted

for

Manajemen

immediately and the Management is advised to

peraturan

reevaluate the regulation of advance withdrawal

pengambilan uang muka yang sifatnya untuk

which was considered as service given its

pelayanan karena mengingat frekwensinya yang

relatively high frequency.

sebaiknya

mengevaluasi

kembali

cukup tinggi.

Tindak Lanjut

Follow up

Uang muka operasional yang telah berumur lebih

Operational advances that have been outstanding

dari 1 bulan dan kurang 1 tahun pada umumnya

more than one month and less than one year are

sudah dipertanggung-jawabkan sampai dengan

generally had been accounted for until August

bulan Agustus 2011 sedangkan yang belum

2011, while any employees whose advances have

mempertanggung jawab-kan uang muka tsb

not been accounted for, their monthly salary will

akan dilakukan pemotongan gaji karyawan yang

be deducted.

bersangkutan.

Untuk pengambilan uang muka operasional

For withdrawal of operational advances to nine

kepada 9 orang lebih dari 3 kali pada umumnya

employees more than three times have generally

sudah dipertanggung jawabkan. Selanjutnya

been accounted for. Further POB improvements

akan diusulkan penyempurnaan POB untuk

would be proposed to accommodate the

menampung pengecualian batasan pemberian

exception of certain Operational advances limit

uang muka Operasional tertentu seperti tersebut

as stated above.

di atas.


101


2. Selisih kuantitas antara tonase BL (bill of

2. Difference between quantity of BL (bill

lading) dan hasil pengantongan dicatat

of lading) tonnage and bagging results is

sebagai pendapatan serba-serbi

recorded as miscellaneous income


Dari hasil pengujian atas rekap tonase pupuk

Examination results on bulk fertilizer tonnage

curah menurut bill of lading yang dikirim dari

recapitulation according to bill of lading sent

Pusri Palembang dan PIM selama tahun 2010

from Pusri Palembang and PIM during 2010 at

di PPD Lampung, terdapat selisih lebih tonase

PPD Lampung, there was a tonnage surplus of

dengan hasil pengantongan yang dilakukan oleh

bagging results conducted by third party using

pihak ketiga dengan menggunakan MBS (Mobile

MBS (Mobile Bagging System). PPD Lampung

Bagging System). PPD Lampung membukukan

recorded the tonnage surplus as miscellaneous

kelebihan tonase tersebut sebagai pendapatan

income.

serba-serbi. Berdasarkan penjelasan dari pejabat yang

Based on the description of the relevant officials,

terkait, kelebihan tersebut terjadi karena adanya

the excess is due to inaccuracies in the weighing,

ketidakakuratan penimbangan yang dilakukan,

either at the time of delivery (BL) and at the time

baik pada saat pengiriman (BL) maupun pada

of bagging.



saat pengantongan. Rekomendasi

Recommendation

Manajemen perlu melakukan pengecekan secara

Management needs to technically check at the

teknis pada saat pengapalan dari Palembang

time of shipment from Palembang and upon

dan pada saat penerimaan di PPD oleh unit

receipt at the PPD by relevant units, including PPU

terkait antara lain PPU dan angkutan kapal yang

and transport vessels coordinated by Regional

dikoordinasikan oleh unit kerja Sarwil.

Marketing (Sarwil) work unit.

Tindak Lanjut

PPD


Lampung

berkoordinasi

dengan

Dep

PPD Lampung in coordination with Accounting Department cq Division of Inventory & Fixed

Tetap telah melakukan koreksi atas account

Assets Accounting has made corrections to the

pendapatan serba serbi tersebut.

miscellaneous income account.

Selanjutnya Dep Akuntansi menerbitkan surat

Subsequently Accounting Department

issued

No. 539/Q420.KU/2011 tanggal 31 Oktober 2011

a letter No. 539/Q420.KU/2011 dated October

perihal Pembukuan Selisih Pengantongan Pupuk

31, 2011 regarding Accounting Differences

via MBS yang menyatakan bahwa selisih lebih

Recording of Fertilizer Bagging via MBS which

pengantongan agar tidak dibukukan sebagai

advises against recording any excess of bagging

pendapatan.

as income.

lengkap

102

Follow up

Akuntansi cq Bag Akuntansi Persediaan & Aktiva

3. Cakupan untuk monitoring server belum

3. Coverage for the monitoring server is not yet complete

Monitoring server yang dilakukan saat ini hanya

Monitoring server that is currently conducted only

terfokus pada monitoring terhadap kapasitas

focused on the monitoring of the server storage

storage dari server, belum mencakup monitoring

capacity, it has not included the monitoring of

terhadap kapasitas dan kinerja server.

capacity and performance of the server.


Monitoring untuk kapasitas dan kinerja server

Monitoring of server capacity and performance

antara lain mencakup CPU utilization, memory

covers CPU utilization, memory utilization and

utilization dan kinerja server termasuk response

server performance, including response times.

times. Hal ini menyebabkan kapasitas dan utilisasi

This causes the server capacity and utilization

server untuk CPU dan memory dari server aplikasi,

for CPU and memory from the application server,

database dan response time tidak diketahui.

database and response time are unknown.

Rekomendasi Manajemen TI perlu melakukan monitoring

Recommendation

IT management needs to conduct monitoring of

terhadap server aplikasi IFS dan database yang

IFS application server and database that covers

mencakup antara lain CPU utilization, memory

CPU utilization, memory utilization, throughput

utilization, throughput (transaction per second/

(transaction per second/ TPS) and server response

TPS) dan server response times. Hasil monitoring

times. Results of monitoring can be used as basis

ini dapat dipergunakan sebagai dasar untuk

for planning of server capacity including IFS

pembuatan rencana kapasitas server termasuk

system.

untuk sistem IFS.

Tindak lanjut

Follow Up

Sudah dilakukan kontrak maintenance Server Sun

Contract of maintenance Server Sun Sparc T5220

Sparc T5220 dalam hal Pemeliharaan Server dan

has been conducted for Server Maintenance and

Storage PT Pupuk Sriwidjaja Palembang.

Storage of PT Pupuk Sriwidjaja Palembang.

4. Log Admin Belum Direview

4. Unreviewed Admin Log

Saat ini aktivitas admin yang terekam dalam log

At present admin activitities recorded in the

database belum direview untuk mengetahui

database log have not been reviewed to

seberapa sering dan untuk apa penggunaan

identify the frequency and purpose of the user

dari user admin database tersebut. Hal ini

adminusage database. This occurred due to lack

terjadi disebabkan oleh kurangnya security

of security awareness mainly in the audit trail

awareness terutama pada bagian audit trail dan

section and accountability.

accountability. Rekomendasi

Recommendation

Manajemen TI perlu melakukan back-up log

IT management needs to do a back-up admin log

admin di server berbeda dimana-mana dapat

on different servers that can be done everywhere

dilakukan penyimpanan log tidak terbatas hanya

and log storage is not limited to just three

tiga bulan. SPI perlu melakukan review atas log

months. SPI needs to review the admin log on

admin secara rutin misalnya setahun sekali atau

a regular basis,for instance once a year or other

periode lainnya sesuai manajemen risiko

period appropriate to risk management.

Tindak lanjut

Follow Up

Telah dilakukan terhitung mulai Oktober 2011,

List of user admin usage has been recorded in the

list/daftar penggunaan user Admin tercatat di

database starting October 2011.

database.


103

5. Unidentified IFS System-related Risk

Ketidaktahuan risiko-risiko terkait aplikasi IFS

Company profile

Unidentified risks related to IFS application may

dapat mengakibatkan:

cause the following:

·

· Unidentied the most dangerous risks that


foreword

5. Risiko Terkait Sistem IFS Belum Diketahui

·

Tidak diketahui risiko apa yang paling berbahaya yang mengancam sistem IFS

·

may threat IFS system

Persiapan/rencana spesifik untuk memitigasi

· Specific plans to mitigate each risk are not

masing-masing risiko tidak dipersiapkan

prepared

Pengamanan terhadap IFS tidak disesuaikan

· Security of the IFS is not tailored to the most

dengan risiko-risiko yang paling berbahaya. Rekomendasi


Manajemen

dangerous risks.

perlu

melakukan

Recommendation

assessment

Management needs to conduct specific risk

terhadap risiko secara spesifik terhadap aplikasi

assessment on the IFS application which is the

IFS yang merupakan aplikasi utama keuangan

Company’s main financial applications. The risks

Perusahaan. Risiko tersebut mencakup antara lain

include, among others, security, availability and

security, availability dan functionality dari aplikasi

functionality of IFS applications. This assessment

IFS. Assessment ini perlu melibatkan user terkait

should involve the users regarding their needs in

dengan kebutuhan user di masa yang akan

the future.


datang.

Tindak lanjut

Follow Up

Telah dilakukan identifikasi risiko terhadap

Risk identification on IS damage has been carried

kerusakan SI, baik database maupun komunikasi

out, both database and data communications by

data dengan diimplementasikannya Alternate

implementing Alternate Site/DRC, and discussion

Site / DRC, dan pembahasan dengan vendor

with IFS vendor and users regarding plans on IFRS

IFS dan user terkait tentang rencana penerapan

reporting system implementation on March 21,

system pelaporan IFRS pada 21 Maret 2011.

2011.

6. Belum Mengimplementasikan Enkripsi


Belum

diimplementasikannya

enkripsi

6. Encryption Has Not Been Implemented data

Encryption of Industrial Financial System (IFS)

Integrasi Aplikasi Industrial Financial System (IFS)

Application and Commercial Information System

dan Aplikasi Sistem Informasi (SI) Niaga dapat

(IS) Application Integration that has not been

menimbulkan risiko exposure terhadap data

implemented may evoke risk of exposure to data

confidentiality dan data integrity.

confidentiality and data integrity.

Rekomendasi

Manajemen perlu membuat kebijakan dan

prosedur (POB) yang mengatur enkripsi data

Recommendation Management needs to produce policy and procedure (POB) that regulates data encryption.

Tindak lanjut

Masih

dalam

pembahasan

dan

persiapan

persiapan pengadaan Server Niaga baru.

104


Follow Up

Still in deliberation and preparation of new Commercial Server procurement.

7. Nomor ID Unik pada Aplikasi SI Niaga dapat

7. Replaceable Unique ID Number on Commercial

dihapus

SI Application

Terdapat bebarapa nomor DO yang terduplikasi

There were duplicated and missing DO numbers

dan hilang dari aplikasi SI Niaga, yang salah

of Commercial IS application, which partly

satunya terjadi karena kurangnya kontrol dari

occurred due to lack of Commercial IS control

aplikasi SI Niaga yakni pemberian akses kepada

including access to Commercial IS users that

user aplikasi SI Niaga yang memungkinkan user

allows them to delete or edit DO numbers.

dapat melakukan penghapusan atau perubahan pada nomor nomor DO.

Rekomendasi

Untuk

kepentingan

Recommendation pengendalian,

seluruh

For control purposes, all DO numbers should

nomor DO harus berurutan dan ditelusuri ke

be sequential and traceable into the system.

dalam sistem. Demikian juga DO yang dibatalkan

Canceled DO for any reason should remain

dengan alasan apa pun harus tetap terekam di

recorded in the system. DO number must be

dalam sistem. Nomor DO harus digenerate oleh

generated by the system to avoid duplication.

sistem sehingga menghindari duplikasi. Jika

If a transaction error occurs, the DO numbers

terjadi kesalahan transaksi, nomor DO yang sudah

already issued can not be deleted, but there are

terlanjur dikeluarkan tidak dapat dihapus, namun

specific marks that the number is CANCELLED, so

terdapat tanda khusus bahwa nomor tesebut

it can not be used to issue the goods. Rectification

BATAL, sehingga tidak dapat dipergunakan untuk

over the error transactions always use a DO new

mengeluarkan barang. Perbaikan atas kesalahan

number.

transaksi selalu menggunakan nomor DO baru.

Tindak lanjut

Follow Up

Telah dilakukan penyempurnaan SI Niaga agar

Commercial IS application has been improved so

unique ID tak dapat dihapus dan akan disimpan

that the unique ID cannot be deleted and will be

dalam logfile.

stored in logfile. PT Pupuk Sriwidjaja Palembang Laporan Tahunan 2011 Annual Report

105


Perusahaan


COMMITMENT TOWARDS CONSUMERS PROTECTION

-

stakeholders.

stakeholders. Company is working seriously to

Perusahaan dengan sungguh-sungguh berupaya

produce optimal value for the shareholders. The


KOMITMEN PERSEROAN TERHADAP PERLINDUNGAN KONSUMEN

menghasilkan nilai optimal kepada pemegang

good will is done through operational approach

saham. Keinginan ini dilakukan dengan pendekatan

which is responsible and focuses on achieving

operasional

memberikan

perlindungan

dan

kepuasaan kepada konsumen berlandaskan pada

The Company gives protection and satisfaction based on the slogan “6 Precise” that is:

slogan 6 Tepat, yaitu: -

Tepat Waktu

-

Precise Time

-

Tepat Harga

-

Precise Price

Tepat Jenis

-

Precise Type

-

Tepat Jumlah

-

Precise Quantity

-

Tepat Tempat

-

Precise Place

-

Tepat Mutu

-

Precise Quality

Kepuasan dijamin guna

pelanggan dengan

menerapkan

meningkatkan

memperhatikan

secara

kinerja

professional standar

perseroan

kepentingan

Customer’s satisfaction is professionally assured by

Etika

implementing ethic standard to improve corporate

dalam

performance in respecting the importance of the

dan

long-term value and high competitive value with

berorientasi pada pencapaian nilai jangka panjang

the commitment, Company is fully convinced that

serta berdaya saing tinggi. Dengan komitmen

it could meet the demand for fertilizer in Indonesia

tersebut, Perusahaan berkeyakinan penuh bisa

and gives significant contribution to better quality for

memenuhi kebutuhan pupuk di Indonesia sekaligus

people’s life and participates actively in the economic

memberikan kontribusi penting bagi perbaikan

development in Indonesia.

yang

bertanggung

jawab


kualitas hidup masyarakat dan berpartisipasi aktif dalam pembangunan ekonomi di Indonesia. Untuk mewujudkan keinginan mulia tersebut,

To materialize the good-will, Company strongly

Perusahaan memegang teguh prinsip-prinsip yang

adheres to guiding principles for the best services as

dijadikan panduan pelayanan sebagai berikut:

follows:

a. Mengutamakan kepuasan pelanggan melalui

a. Prioritizing the customer’s satisfaction through

peningkatan standar mutu produk dan pelayanan. b. Bekerja secara profesional dan selalu berpedoman


kepada standar etika guna menghasilkan produk

improved quality standard for products and service b. Working professionally and always adhering to the standard of ethics for the best products.

terbaik. c. Meningkatkan memperhatikan

kinerja

perseroan

kepentingan

dan seluruh

c. Improving company’s performance and caring about the interests of all stakeholders.

stakeholders. d. Mengutamakan keselamatan dan kesehatan kerja,

pelestarian

memberdayakan (community

lingkungan

hidup,

masyarakat

development).

Untuk

serta

lingkungan menjalin

d. Prioritizing occupational health and safety, environment preservation and empowering/ developing

local

community.

To

build

communication with stakeholders, especially

komunikasi dengan stakeholders, khususnya

customers,

pelanggan, Perusahaan menyediakan beberapa

communication services such as:

Company

provides

some

sarana layanan, antara lain:

106

o Telepon bebas pulsa dengan No. 0800-12000-11

o Free dial hotline No. 0800-1200-11

o E-mail : [email protected] & [email protected]

o E-mail : [email protected] & [email protected]


PENGAKUAN HAK KARYAWAN Pengakuan

hak-hak

karyawan

ACKNOWLEDGMENT OF EMPLOYEE’S RIGHTS Perusahaan

Acknowledgment to employee’s rights in Company

dilaksanakan sesuai dengan Perjanjian Kerja Bersama

di

is done adhering to Joint Agreement between the

antara Perseroan dengan Serikat Pekerja Pupuk

Company and Labor Union Palembang (SPPSP). The

Sriwidjaja Palembang (SPPSP). Perjanjian Kerjasama

agreement which binds both parties and subject to

ini digunakan sebagai pedoman yang harus ditaati

adherence contains:

oleh Perseroan dan pekerja. Perjanjian Kerjasama tersebut mencakupi: Hak-hak dan kewajiban Perseroan dan pekerja.

-

Rights and Obligation of Company and Employees

- Syarat-syarat kerja, hubungan kerja, dan kondisi

-

Occupational

-

-

qualifications,

relations

and

condition

kerja. -

Peningkatan kesejahteraan pekerja.

Employees’ welfare improvement •Rules and Regulations for maintained and improved

- Tata tertib untuk memelihara dan meningkatkan

discipline

disiplin. - Cara-cara penyelesaian perbedaan pendapat,

-

Conflict resolution procedures in Business Agreement with all parties

dalam menerapkan Perjanjian Kerja Bersama semua pihak. Pada hakikatnya, perjanjian kerja sama tersebut

In principle, the agreement aims to create and

ingin menciptakan dan selalu menjaga hubungan

maintain

perusahaan

saling

company and employees by respecting each other,

menghargai, jujur, memiliki itikad baik, penuh

maintaining honesty, having good will, having sense

tanggung jawab, serta mengedepankan musyawarah

of responsibilities, and opting for mutual agreement

untuk

dengan

karyawan

untuk

harmonious

relations

between

the

segala

for any disputes while adhering to the prevailing laws.

perbedaan pendapat dengan tetap berpegang pada

The welfare aspect as stipulated in the agreement

ketentuanketentuan perundangan yang berlaku.

covers:

mufakat

dalam

menyelesaikan

Aspek kesejahteraan yang dimaksudkan dalam perjanjian tersebut meliputi: - Setiap pekerja berhak memperoleh penghasilan

-

Each employee deserves to get income based on

berdasarkan sistem peraturan penggajian yang

the prevailing Wage Regulation system and gets

berlaku di Perseroan dan dibayarkan pada hari

paid at the end of working days each month.

kerja terakhir setiap bulan. secara

- Employee’s income will be monthly reviewed

berkala setiap bulan dengan memperhatikan

by considering the financial capability of the

kemampuan Perseroan, produktivitas, dan indeks

company, productivity and consumer price index

harga konsumen (inflasi).

(inflation)

- Penghasilan

pekerja

akan

ditinjau


107

foreword

informasi

Company profile

In order to support easy access to information

Guna mendukung kemudahan dalam mengakses


ACCESS OF INFORMATION ANS INFORMATION DISCLOSURE

tepat sasaran yang didukung oleh sistem teknologi

Selain itu informasi tentang PT Pupuk Sriwidjaja

Information on PT Pupuk Sriwidjaja Palembang may


AKSES INFORMASI DAN KETERBUKAAN INFORMASI

Palembang dapat diperoleh pada Departemen

be obtained at Technology & Information Department

Teknologi & Informasi PT Pupuk Sriwidjaja Palembang

of with the following address:

bagi

(Stakeholder), senantiasa

para

PT

pemangku

kepentingan

for Stakeholders, PT Pupuk Sriwidjaja Palembang

Sriwidjaja

Palembang

continues to provide support for the timely and

dukungan

penyediaan

effective provision of information to stakeholders

Pupuk

memberikan

informasi kepada stakeholder secara tepat waktu dan

supported

by

solid

and

reliable

information

technology systems. PT Pupuk Sriwidjaja Palembang

informasi yang kuat dan handal. PT Pupuk Sriwidjaja

realizes that the spread of information to stakeholders

Palembang menyadari bahwa penyebaran informasi

is an important part in the implementation of the

kepada stakeholder merupakan bagian penting

principle trasparency. Dissemination of information

dalam pelaksanaan prinsip trasparansi. Penyebaran

through media such as:

informasi tersebut melalui media seperti : ·

Website : www.pusri.co.id

· Website : www.pusri.co.id

·

Email : [email protected] dan [email protected]

·

Email : [email protected] and [email protected]


yang beralamat di: Kantor PT Pupuk Sriwidjaja Palembang

Office of PT Pupuk Sriwidjaja Palembang

Jl. Mayor Zen, Palembang 30118 - INDONESIA

Jl. Mayor Zen, Palembang 30118 - INDONESIA

Tel. 62-(711)-712222, 7121111.

Tel. 62-(711)-712222, 7121111.

Fax. 62-(711)-712100, 712020

Fax. 62-(711)-712100, 712020

1. Akses informasi

1. Customers and stakeholders access to information

pelanggan dan stakeholders Sticker,

is distributed through: Brochure, Leaflet, Sticker,

Spanduk, Company Profile dan website (www.

Banner, Company Profile and website (www.

disalurkan

melalui:

Brosur,

Leaflet,

pusri.co.id) 2. Akses informasi bagi karyawan disalurkan melalui:


E-mail, Intranet dan Buletin PUSRI

through: E-mail, Intranet and PUSRI Bulletin

3. Gathering dilakukan dalam rangka sosialisasi

3. Gathering is held in order to socialize and build

dan menjalin hubungan baik dengan pelanggan,

relationships with customers, media, and other

media, dan stakeholders lainnya.

stakeholders.

4. Penyampaian Press Release di Tahun 2011

108

pusri.co.id) 2. Employees’ access to information is distributed


4. Press Release delivery in 2011

No

Judul Press Release

Tanggal Dated

1.

Proyek Pusri II Menunggu Kepastian Gas Pusri II Project Awaits Gas Confirmation

16 February 2011

2.

Pusri-Kodam II/SWJ Senam Pagi Bersama Pusri-Kodam II/SWJ Morning Exercise

14 Mech 2011

3.

Kerjasama Pusri Palembang - PPJK Unsri Rekrut Tenaga Kerja Cooperation between Pusri Palembang and PPJK Unsri for Employee Recruitment

21 March 2011

4

Pusri Journalistic Award II Tahun 2011 Pusri Journalism Award II 2011

06 May 2011

5

Malam Anugerah Pusri Journalistic Award II Bestowal Night of Pusri Journalism Award II 2011 09 May 2011

6

Penandatanganan MoU Supply Gas Bumi ke PT Pusri Palembang dan Supply Batu Bara ke 12 May 2011 PT Pusri (Persero) MoU Signing on Natural Gas Supply Supply to PT Pusri Palembang dan Coal Supply to PT Pusri (Persero)

7

Lima BUMN Bersinergi untuk Percepatan Perluasan Pembangunan Ekonomi Indonesia 08 July 2011 (MP3EI) Synergy of five SOEs for Acceleration and Expansion of Indonesian Economic Development (MP3EI)

8

Pusri Palembang Gelar Tanam Perdana GP3K GP3K First Planting event by Pusri Palembang

9

Jelang Ramadhan, BUMN di Sumsel Gelar Pasar Murah Bazaar held by SOEs in South Sumatra, 01 Agust 2011 Ahead of Ramadhan

25 July 2011

10.

Lampung Terima Bantuan GP3K Pusri Lampung Receives Pusri’s GP3K Assistance

05 Agust 2011

11.

Paket Lebaran Bagi Masyarakat Lingkungan Idul Fitri Parcels For Surrounding Communities

25 Agust 2011

12.

GP3K Tahap II Bergulir di Lampung GP3K Phase II Commences in Lampung

21 September 2011

13.

Panen Raya GP3K PT Pusri Palembang PT Pusri Palembang’s GP3K Grand Harvest

13 October 2011

14.

Pupuk Urea Bersubsidi Kini Berwarna Pink Subsidized Urea Fertilizer Now in Pink

05 December 2011

PERMASALAHAN HUKUM

LITIGATION MATTERS

Pada tahun 2011 terdapat permasalahan hukum

In 2011 there were litigation cases faced by the

yang dihadapi oleh Perusahaan, yang sedang dalam

Company, which have been in settlement process in

upaya penyelesaian di pengadilan, dengan rincian

court, with details as follows:

sebagai berikut : ·

Kasus Tunggakan Pembayaran Kredit Pupuk

PT Saptawell di Lampung masih mempunyai

·

Case of Fertilizer Credit Payment Arrears

PT Saptawell in Lampung still have payment

tunggakan pembayaran kredit pupuk, yang

arrears of fertilizer credit, which has not been paid

belum dilunasi dengan alasan, pupuk sebanyak

due to its reason that 2,000 tons of fertilizer that

2.000 ton tersebut dititipkan kepada PT Pusri

it entrusted to PT Pusri in Jaka Utama warehouse

di gudang Jaka Utama yang dikelola oleh

run by CV Anugrah Mandirihad disappeared,

CV Anugrah Mandiri yang kemudian hilang,

while PT Pusri did not acknowledge the fertilizer

sedangkan PT Pusri tidak pernah merasa atau

being entrusted. Hence PT Saptawell filed a

tidak mengetahui adanya penitipan pupuk

lawsuit to the District Court (PN) Tanjung Karang,

tersebut. Oleh karena hal itu, maka PT Saptawell

Lampung, with the final status in the appeal

mengajukan gugatan ke Pengadilan Negeri (PN)

process at the Supreme Court and a new lawsuit

Tanjung Karang Lampung, dengan status terakhir

filed toPN Tanjung Karang. Earlier the Company

dalam proses kasasi di Mahkamah Agung RI dan

had lost atdistrict court, but it won in its Appeal at

adanya gugatan baru di PN Tanjung Karang.

higher court.

Sebelumnya putusan di tingkat Pengadilan Negeri Perusahaan kalah, sedangkan di tingkat Banding Perusahaan menang. PT Pupuk Sriwidjaja Palembang Laporan Tahunan 2011 Annual Report

109

foreword

·

Kasus Sertifikat Tanah Perumahan PPD

· Land Certificate Case of PPD Residential

Sulawesi Selatan

Pada tahun 2002 dalam rangka perpanjangan Sertifikat

Company profile

Complex in South Sulawesi

tanah

perumahan

PPD

PPD South Sulawesi residential complex, BPN

Selatan, maka dilakukan pengukuran ulang

Makassar conducted re-measurement and found

oleh BPN Makassar, ternyata tanah tersebut

that the land had reduced by approximately 541

ukurannya berkurang seluas +/- 541 m dan

m2. After some field observation, apparentlyit

setelah diamati dilapangan ternyata diokupasi

was occupied by PT Asindoindah Griyatama.

oleh PT Asindoindah Griyatama. Telah dilakukan

After several times of negotiations and warnings

beberapa kali perundingan dan peringatan-

(subpoena), no agreement was reached, PT

peringatan

Asindoindah

2


In 2002, in order to extend land certificate of

Sulawesi

(somasi),

tetapi

tidak

tercapai

kesepakatan, bahkan PT Asindoindah Griyatama mendalilkan bahwa tanah yang diokupasinya itu adalah milik PT Asindoindah Griyatama dengan

memperlihatkan

surat-surat

Griyatama

even

claimed

the

occupied land as its property by showing proof of ownership papers of the land.

bukti

kepemilikannya atas tanah tersebut.




Dengan pertimbangan permasalahan tersebut

In consideration that these problems had been

sudah cukup lama tidak ada penyelesaian secara

protracted and there is still no amiable settlement,

kekeluargaan, akhirnya Perusahaan menggugat

the Company eventually filed a lawsuit against

PT Asindoindah Griyatama ke Pengadilan Negeri

PT Asindoindah Griyatama to the District Court

(PN) Makassar. Status terakhir dalam proses kasasi

(PN) Makassar. The case’s latest status was in the

di Mahkamah Agung RI.

appeal process at Supreme Court.

ETIKA USAHA

BUSINESS ETHICS

Sebagai pedoman pelaksanaan GCG dalam proses

As a guideline of GCG impementation in business

bisnis, PT Pusri Palembang menetapkan etika usaha

process, PT Pusri Palembang established business

yang tercantum dalam pedoman perilaku, dimana

ethics stipulated in code of conduct, in which the

etika tersebut mengatur tata cara Perusahaan dalam

ethics regulates the Company’s procedures in its

berhubungan dengan entitas internal maupun

relations with internal and external entities. Business

eksternal. Etika usaha yang diterapkan oleh PT Pusri

ethics applied by PT Pusri Palembang consists of the

Palembang terdiri dari :

following:

1. Etika Perusahaan Dengan Karyawan

1. Company to Employee Ethics

Menyadari peran penting karyawan sebagai

Recognizing the importance of employees’ role

pelaku dalam upaya mewujudkan visi dan

as subject in implementing vision and mission

misi Perusahaan serta dalam menghadapi

of the Company and in facing the increasingly

tantangan yang semakin kompetitif, PT Pupuk

competitive challenges, PT Pupuk Sriwidjaja

Sriwidjaja

berupaya

Palembang always strives to refine its focus

untuk menajamkan fokus dalam pengembangan

Palembang

on human resources quality development and

kualitas sumber daya manusia serta senantiasa

continues to maintain harmony and balance of

menjaga

dynamic relationship between the Company and

keselarasan

senantiasa

dan

keseimbangan

hubungan dinamis antara Perusahaan dan Karyawan.

110


Employee.

2. Etika Perusahaan Dengan Konsumen

2. Company to Consumer Ethics

PT Pusri Palembang professionally prioritizes

PT Pusri Palembang mengutamakan kepuasan konsumen

melalui

consumer’s satisfaction through quality standard

peningkatan standar mutu produk dan pelayanan

secara

profesional

of products and services in accordance with 6 (six)

sesuai dengan prinsip 6 (enam) Tepat, yaitu Tepat

principles of Appropriate (Tepat), i.e. Appropriate

Waktu, Tepat Mutu, Tepat Harga, Tepat Jumlah,

Time, Appropriate Quality, Appropriate Price,

Tepat Tempat dan Tepat Jenis.

Appropriate Quantity, Appropriate Place and

3. Etika Perusahaan Dengan Pesaing

Appropriate Type.

PT Pusri Palembang mendukung sepenuhnya pemberlakuan struktur pasar industri pupuk dan

3. Company to Competitor Ethics PT

Pusri

Palembang

fully

supports

the

petrokimia yang sepenuhnya kompetitif untuk

competitive fertilizer and petrochemical market

mendorong terciptanya daya saing Perusahaan.

structure application to boost the Company’s

4. Etika Perusahaan Dengan Penyedia Barang Dan Jasa PT Pusri Palembang mengedepankan prinsip Good

competitiveness. 4. Company to Goods and Service Suppliers Ethics

Corporate

Governance

(GCG)

PT Pusri Palembang prioritizes Good Corporate

yaitu

Governance (GCG) principles, namely fairness,

kewajaran, transparansi, dan akuntabilitas dalam

transparency and accountability in process of

pelaksanaan penyediaan barang dan jasa.

goods and service supply.

5. Etika Perusahaan Dengan Mitra Kerja

5. Company to Partner Companies Ethics

PT Pusri Palembang senantiasa memandang

PT Pusri Palembang always regards its Partners

Mitra Kerja sebagai partner strategis, oleh karena

and strategic partners, therefore cooperation

itu pengelolaan kerjasama tidak terlepas dari

management is part of GCG principles and carried

prinsip GCG dan dilakukan sesuai dengan praktik

out in accordance with applicable business

bisnis yang berlaku.

practices.

6. Etika Perusahaan Dengan Kreditur / Investor

6. Company to Creditors/Investors Ethics

PT Pusri Palembang melakukan kerjasama

dengan

kreditur/investor

hanya

ditujukan

PT Pusri Palembang cooperating with creditors/ investors for the purpose of business interests

untuk kepentingan bisnis dan peningkatan nilai

and increasing added value.

tambah. 7. Etika Perusahaan Dengan Pemerintah

PT Pusri Palembang mengembangkan hubungan

7. Company to Government Ethics

PT Pusri Palembang builds good relationships with

baik dengan Pemerintah melalui komunikasi

Government through effective communications

efektif dalam batas toleransi sesuai dengan

within tolerance in accordance with applicable

peraturan Perusahaan dan hukum yang berlaku,

Company regulations and laws, as well as maintain

serta memelihara hubungan tersebut sebagai

this relationship as an arms-length relationship.

hubungan yang bersifat arms-length. 8. Etika Perusahaan Dengan Masyarakat

8. Company to Community Ethics.

Masyarakat mempunyai peran penting dalam

Community has an important role in business

kelangsungan proses bisnis PT Pusri Palembang.

process continuity of PT Pusri Palembang.

Untuk

To maintain that, the Company always forge

menjaga

hal

tersebut,

Perusahaan

senantiasa melakukan sinergi melalui program-

synergies though sustainable programs.

program yang berkelanjutan. 9. Etika Perusahaan Dengan Media Massa

9. Company to Mass Media Ethics

Guna mendukung eksistensi dan membangun

In order to support its existence and image

citra, PT Pusri Palembang bermitra dengan media

building, PT Pusri Palembang partners with mass

massa sesuai dengan ketentuan dan etika yang

media in accordance with existing rules and

berlaku.

ethics.


111

10. Company to Professional Association

PT Pusri Palembang builds sustainable synergy with professional associations for the purpose

pengembangan usaha dan peluang bisnis, serta

of business development and opportunities,

penyelesaian

asosiasi profesi.


dengan asosiasi profesi untuk kepentingan Company profile

PT Pusri Palembang menjalin sinergi berkelanjutan


foreword

10. Perusahaan Dengan Asosiasi Profesi

membutuhkan

as well as problem solving that needs expert

pendapat ahli dengan tetap memperhatikan

masalah

yang

opinion with due regard to standard established

standar yang ditetapkan asosiasi profesi dan

by professional association and applies equal

memberlakukan kesetaraan perlakuan terhadap

treatment to professiona association.

STANDAR TATA PERILAKU

CODE OF CONDUCT

Selain Etika Usaha terdapat Standar Tata Perilaku

In addition to Business Ethics, Code of Conduct

sebagai

Pusri

becomes a guideline for the management of PT Pusri

Palembang beserta karyawan dalam menjalankan

pedoman

segenap

jajaran

PT

Palembang and its employees in performing their

tugas. Standar Tata Perilaku yang tercantum dalam

jobs. Code of Conduct stipulated in the Governance

Pedoman Tata Kelola antara lain :

Guideline include:

1. Etika Kerja Sesama Insan PT Pupuk Sriwidjaja

1. Interpersonal Work Ethics of PT Pupuk Sriwidjaja

Palembang

Palembang

Merupakan pedoman setiap tindakan karyawan

A guideline for every action of PT Pusri Palembang

PT Pusri Palembang dalam menjalankan tugas

employees in performing their duties and

dan membina hubungan kerjasama dengan

building teamwork with fellow employees.

sesama karyawan. 2. Menjaga

Kerahasiaan

Data

dan

Informasi

2. Confidentiality of Company Data and Information

Perusahaan

data and information is aimed at increasing

Kebijakan ini mengatur bahwa pemanfaatkan


This policy regulates the utilization of Company added value and decision making.

data dan informasi Perusahaan diperuntukkan bagi peningkatan nilai tambah dan pengambilan keputusan. 3. Menjaga Harta Perusahaan

3. Maintaining Assets of the Company

Karyawan PT Pusri Palembang bertanggung

jawab atas pengamanan dan pengoptimalan

for the security and optimum use of the

harta Perusahaan serta senantiasa menerapkan

Company’s assets as well as constantly apply efficient use of energy.

penghematan pemakaian energi.


4. Menjaga Keamanan dan Keselamatan, Kesehatan

4. Maintaining Security and Safety, Occupational Health and Environment

Kerja dan Lingkungan Hidup Karyawan diharapkan menerapkan kepatuhan

Employees are expected to comply with laws and

peraturan

regulations on Occupational Safety & Health (K3)

Keselamatan & Kesehatan Kerja (K3) serta

and environment conservation. Also promote

pelestarian lingkungan. Selain itu senantiasa

sustainable improvement in various aspects

mengupayakan perbaikan berkelanjutan atas

related to K3 performance and environment

berbagai aspek yang berkaitan dengan kinerja K3

conservation.

sejalan

dengan

hukum

dan pelestarian lingkungan

112

Employees of PT Pusri Palembang are responsible


dan

5. Mencatat Data Pelaporan

5. Reporting Data recording

In

Sesuai dengan prinsip GCG pendokumentasian,

accordance

with

GCG

principles,

pengelolaan, dan penyajian data pelaporan

documentation, management and presentation

berdasarkan

dapat

of reporting data are based on true sources,

tidak

accountable, and no omission of data and report

sumber

yang

dipertanggungjawabkan,

benar, dan

menyembunyikan data serta laporan yang

that should be delivered.

seharusnya disampaikan 6. Menghindari Benturan Kepentingan (Conflict of

6. Avoidance of Conflict of Interests and Abuse of

Interest) dan Penyalahgunaan Jabatan.

Position

Benturan kepentingan diterjemahkan sebagai

Conflict of interests is translated as a situation

situasi di mana kepentingan pribadi dengan

when personal interest conflicts with the

kepentingan Perusahaan berada dalam posisi

Company’s interest.

yang saling bertentangan. Sedangkan

penyalahgunaan

While abuse of position is described as jabatan

inappropriate use of authority. To avoid these

dideskripsikan sebagai penggunaan wewenang

situations, PT Pusri Palembang imposed a policy

dan otoritas tidak pada tempatnya. Untuk

regarding conflict of interests and abuse of

menghindarkan hal tersebut maka PT Pusri

position on all members of management and

Palembang memberlakukan kebijakan terkait

employees of PT Pusri Palembang.

benturan kepentingan dan penyalahgunaan jabatan kepada semua jajaran dan karyawan PT Pusri Palembang. 7. Memberi dan Menerima Hadiah/Cinderamata/

7. Giving and Receiving Gifts/Souvenirs/Gratuities

Gratifikasi dan Entertainment

and Entertainment

PT Pusri Palembang menerapkan kebijakan

PT Pusri Palembang applies policy not to give

untuk tidak memberi dan menerima hadiah/

and receive gifts/souvenirs /gratuities in any

cinderamata/gratifikasi dalam bentuk apapun

form relating to the position and work with the

yang

dan

exception of the conditions and matters set forth

pekerjaannya terkecuali dengan kondisi dan

berhubungan

dengan

jabatan

in the Standard Operational Guidelines for Giving

hal-hal yang diatur dalam Pedoman Operasional

and Receiving Gratification and Code of Conduct.

Baku Pemberian dan Peneriaan Gratifikasi serta Pedoman Tata Perilaku. 8. Narkotika Dan Obat Terlarang (Narkoba) Dan Minuman Keras (Miras)

8. Narcotics, Illicit Drugs and Alcohol

Karyawan PT Pusri Palembang bebas dari segala

Employees of PT Pusri Palembang are free from any kind of narcotic, drugs and alcohol abuse.

bentuk penyalahgunaan narkoba dan miras. 9. Aktivitas Politik

9. Political Activities

PT Pusri Palembang menerapkan kebijakan

PT Pusri Palembang applies policy of neutrality

bersikap netral terhadap semua partai politik serta

toward political parties and obligation to comply

keharusan untuk mentaati setiap perundang-

with every laws regulating the Company’s

undangan

involvement in politics.

yang

mengatur

keterlibatan

Perusahaan dalam urusan politik.


113


BENTURAN KEPENTINGAN

CONFLICT OF INTERESTS

Selama tahun 2011 tidak terdapat transaksi benturan

During 2011 there were no conflict of interests

kepentingan di PT Pupuk Sriwidjaja Palembang.

transactions at PT Pupuk Sriwidjaja Palembang. The

Ketentuan mengenai benturan kepentingan diatur

provisions on conflict of interests are stipulated in

dalam pedoman perilaku yang ditandatangani oleh

the code of conduct signed by all employees of the

seluruh karyawan Perusahaan.

Company.

WHISTLEBLOWING SYSTEM

WHISTLEBLOWING SYSTEM

Sebagai upaya untuk mewujudkan proses bisnis

In an effort to realize clean and transparent business

yang bersih dan transparan , PT Pusri Palembang

process,

mengaplikasikan Sistem Pelaporan Pelanggaran atau

Reporting System or known as Whistleblowing

yang dikenal sebagai Whistleblowing System (WBS).

System (WBS). This system aims to encourage the

Sistem ini bertujuan untuk mendorong partisipasi

participation of fraud prevention acts and organizing

tindak pencegahan kecurangan dan mentertibkan

complaint system so that complaints/reports can be

sistem pengaduan sehingga aduan/laporan dapat

channeled and followed-upproperly.

PT

Pusri

Palembang

appliesViolation

WBS PT Pusri Palembang mulai diaplikasikan pada

WBS of PT Pusri Palembang has been applied since

tahun 2010 dimana aplikasi tersebut terintegrasi

2010, in which the application is integrated with

dengan website Perusahaan sehingga dapat diakses

the Company’s website so that it can be accessed

oleh seluruh stakeholder. Laporan yang masuk

by all stakeholders. Reports submitted through

melalui sistem kemudian ditindaklanjuti oleh Tim

the system and then followed-up by WBS Team by

WBS dengan melakukan investigasi dan klarifikasi.

conducting investigation and clarification. During

Selama tahun 2011 telah tercatat sebanyak 18

2011,a total of 18 reportshave been recorded that

Pelaporan yang berasal dari internal dan eksternal.

comes from internal and external parties. Of the 18

Dari 18 laporan tersebut, 10 Laporan ditindaklanjuti

reports, 10 reports were followed-up and fourreports

dan 4 laporan dikategorikan false, sedangkan 4

categorized as false, while another four reportswere

Laporan merupakan pengulangan dan tidak berisi.

repetition and had no content.




tersalurkan dan ditindaklanjuti dengan baik.

114


MANAJEMEN RISIKO

RISK MANAGEMENT

Dalam mencapai visi dan melaksanakan misi,

In achieving the vision and mission, the Company

Perusahaan menghadapi banyaknya ketidakpastian

faces many uncertainties and rapidly changing

dan cepatnya perubahan lingkungan usaha, baik

business

internal maupun eksternal. Untuk itu, Direksi

externally. Therefore, the Board of Directorsstrives

berusaha meningkatkan kemampuan Perusahaan

to increase the Company’s capability to face any

dalam menghadapi setiap perubahan lingkungan

changes in the business environment through the

usaha melalui penerapan Manajemen Risiko yang

implementation of Risk Management which is part of

merupakan bagian dari pelaksanaan Good Corporate

the implementation of Good Corporate Governance

Governance (GCG) Perusahaan.

(GCG) of the Company.

Sehubungan dengan hal tersebut, Direksi telah

In this regard, the Board of Directors has established

menetapkan Kebijakan Manajemen Risiko yang

a Risk Management Policy which is the Company’s

merupakan komitmen Perusahaan sebagai landasan

commitment as a foundation for thinking and acting

berpikir dan bertindak dalam penerapan Manajemen

in the application of Risk Management.

environment,

both

internally

and

Risiko. Direksi bersama seluruh karyawan berkomitmen untuk :

Board of Directors along with all employees are committed to:

1. Menerapkan Manajemen Risiko pada pelaksanaan bisnis untuk mencapai tujuan Perusahaan.

1. Applying Risk Management in the business implementation to achieve the Company’s goals.

2. Menerapkan Manajemen Risiko secara terintegrasi

2. Applying integrated Risk Management in all work

di seluruh unit kerja untuk mendapatkan efek

units to get a portfolio of securities, which will

portofolio, sehingga akan menghasilkan efisiensi

produce cost efficiencies and effectiveness.

dan efektivitas biaya. 3. Menerapkan Manajemen Risiko secara sinergi

3. Applying Risk Management in synergy with other

dengan sistem manajemen lainnya sebagai sistem

management systems as an early warning system

peringatan dini (early warning system) terjadinya

for the failure to achieve the Company’s goals.

kegagalan pencapaian tujuan Perusahaan. setiap

4. Consider the risks involved in any business

perencanaan bisnis dan setiap pengambilan

planning and every decisions by Management by

keputusan Manajemen dengan menentukan

determining risk tolerance level based on level of

tingkat toleransi risiko sesuai risk appetite dari

risk appetite of stakeholders.

4. Mempertimbangkan

risiko

pada

stakeholders. 5. Memiliki kesadaran dan kepedulian terhadap risiko

dalam

setiap

aktivitas

bisnis

yang

dilaksanakan sesuai wewenang, tugas dan

5. Have awareness of and concern for the risks in any business activity carried out according to each respective authority, duties and responsibilities.

tanggung jawab masing-masing. 6. Mengidentifikasi,

mengukur,

mengendalikan,

6. Identify,

measure,

control,

mengkomunikasikan dan memantau secara

andcontinuously

berkesinambungan seluruh risiko yang mungkin

ariseinthe implementation ofthe Company’s

timbul pada pelaksanaan bisnis Perusahaan.

monitorall

communicate risksthat

may

business.

7. Mengalokasikan dan memanfaatkan sumber

7. Allocate and utilize human resources optimally

daya dengan sebaik-baiknya serta meningkatkan

as well as improve the competence of human

kompetensi sumber daya manusia dalam bidang

resources in the field of Risk Management to

Manajemen Risiko untuk mencapai tujuan

achieve the goals of Risk Management.

Manajemen Risiko.


115

Each work unit leader is responsible for the

pelaksanaan komitmen Manajemen Risiko di unit

implementation

kerjanya masing-masing, guna mewujudkan sistem

commitment in each work unit, in order to realize a comprehensive risk management system, thus

mendukung pencapaian tujuan Perusahaan.

supporting the achievement of the Company’sgoals.

Prinsip Manajemen Risiko

Risk Management Principles

Prinsip Manajemen Risiko merupakan kaidah-

Risk Management principles are basic rules that

the

Risk

Management

Company profile

of

Manajemen Risiko yang komprehensif, sehingga


foreword

Setiap pimpinan unit kerja bertanggung jawab atas

kaidah dasar yang harus dipatuhi dalam penerapan

must be complied with in the application of Risk

Manajemen Risiko. Prinsip Manajemen Risiko yang

Management. Risk management principles applied

digunakan oleh Perusahaan adalah sebagai berikut :

by by the Company are as follows: :

a. Transparansi,

yang

a. Transparency, all the existing potential risks in

ada pada setiap aktivitas bisnis Perusahaan

every Company’s business activity is disclosed

diungkapkan secara terbuka oleh setiap unit

transparently by each work unit in the Company

kerja yang ada di Perusahaan dan dicantumkan

and included in the risk register so there was

dalam register risiko sehingga tidak ada risiko

unidentified potential risk.

seluruh

potensi

risiko

potensial yang tidak teridentifikasi. b. Komitmen pimpinan, pimpinan Perusahaan


menetapkan

kesatuan

arah

establish unity of purpose and direction of

Perusahaan, termasuk tujuan Manajemen Risiko.

the Company, including the purpose of Risk

Pimpinan Perusahaan menunjukkan komitmen

Management. Company leaders demonstrate

dan

Manajemen

commitment and active involvement in Risk

Risiko dengan membangun dan memelihara

Management to build and maintain the internal

lingkungan internal di mana semua insan

environment in which all personnel of the

Perusahaan dapat sepenuhnya terlibat dalam

Company can be fully involved in the Company’s

pencapaian tujuan Perusahaan, termasuk tujuan

achievement of its

keterlibatan

aktif

tujuan

dalam

dan

Manajemen Risiko.


b. Leader’scommitment, leaders of the Company

c. Keterlibatan

seluruh

goals, including risk

management purposes. insan

Perusahaan,

c. Involvement of all personnel of the Company,

keterlibatan aktif dari seluruh karyawan pada

active involvement of all employees at all levels

semua tingkatan Perusahaan mutlak diperlukan

is absolutely necessary in the implementation of

dalam penerapan Manajemen Risiko sesuai

Risk Management according to their respective

wewenang, tugas dan tanggung jawab masing-

authority, duties and responsibilities.


masing. d. Integrasi, penerapan Manajemen Risiko perlu

d. Integration, application of Risk Management

diintegrasikan ke dalam proses bisnis Perusahaan

should be integrated into business processes and

dan ke dalam proses pengambilan keputusan

into the Company’s business decision-making

bisnis oleh seluruh lapisan manajemen.

e. Graded responsibility, risk consideration is always

risiko selalu melekat dan harus menjadi bagian

inherent and should be an integral part in decision

integral dalam proses pengambilan keputusan

making process at all levels of the Company.

pada semua jenjang Perusahaan. Kewenangan

Authority to make decisions has implications for

untuk mengambil keputusan memiliki implikasi

the authority to take a risk level.

kewenangan untuk mengambil suatu tingkat risiko.

116

process by all level of management.

e. Tanggung jawab berjenjang, pertimbangan


f.

Komprehensivitas, pendekatan yang digunakan

f. Comprehensiveness, the approach used in

dalam merancang dan menerapkan Manajemen

designing and implementing Risk Management

Risiko mencakup seluruh kegiatan operasi

covers all operations of the Company. Directors

Perusahaan. Direksi maupun pimpinan unit kerja

and leaders of work units considering the

mempertimbangkan penggunaan pandangan

use of portfolio outlook in developing and

portofolio

implementing risk mitigation strategies.

dalam

mengembangkan

dan

menerapkan strategi mitigasi risiko. Pendekatan g.

sistem

pada

Manajemen

g. Systems approach to risk management, identify,

dan

understand and manage risk as a system

mengelola risiko sebagai sebuah sistem akan

will facilitate the achievement of the Risk

mempermudah pencapaian tujuan Manajemen

Management goals.

Risiko,

mengidentifikasi,

memahami

Risiko. h. Pendekatan proses pada Manajemen Risiko,

h. Process approach to risk management, risk is

risiko merupakan bagian integral dari proses

an integral part of the process carried out by

yang dijalankan Perusahaan. Karena itu, Direksi

the Company. Therefore, the Board of Directors

maupun pimpinan unit kerja menggunakan

and the leaders of the work unit use the process

pendekatan proses dalam identifikasi risiko yang

approach in the identification of risks stemming

berasal dari pelaksanaan proses.

from the process implementation.


117


i. Keseimbangan antara biaya dan manfaat,

i. Balance between costs and benefits, in designing

dalam merancang dan menerapkan program

and implementing a Risk Management program,

Manajemen Risiko, Direksi maupun pimpinan

the Board of Directors and leaders of work unit

unit kerja harus tetap memperhitungkan

must still take into account the balance between

perimbangan

the costs with the benefits that may be obtained.

antara

biaya

yang

harus

dikeluarkan dengan manfaat yang kemungkinan diperoleh.


j.

Keyakinan memadai, bukan keyakinan mutlak,

j. Reasonable assurance, not absolute assurance,

setiap pelaku Manajemen Risiko harus memiliki

each Risk Management staff member should

kesadaran penuh bahwa Manajemen Risiko

have a full awareness that Risk Management can

hanya dapat memberikan keyakinan memadai

only provide reasonable assurance and not the

(reasonable assurance) dan bukan keyakinan

absolute assurance.

mutlak (absolute assurance).


k.

Penyempurnaan berkesinambungan, rancangan

improvements,

design

and

dan penerapan Manajemen Risiko harus selalu

implementation of Risk Management should

disempurnakan sesuai kebutuhan Perusahaan

always be perfected according to the needs of the

melalui peningkatan kompetensi dan perbaikan

Company through competence

sistem Manajemen Risiko.

and improved Risk Management systems.

Pada tahun 2011 PT Pusri telah melakukan 4 kali


k. Continuous

enhancement

In 2011 PT Pusri had done four process cycles of

siklus proses Manajemen Risiko mulai dari Identifikasi

Risk Management from Risk Identification, Risk

Risiko, Pengukuran/Pemetaan Risiko, Pengendalian

Measurement/Mapping, Risk Control and Risk

Risiko dan Pemantauan Risiko. Pengelolaan risiko

Monitoring. Risk management at PT Pusri was

di PT Pusri dilakukan terhadap 12 fungsi kegiatan

conducted to the 12 functions of the Company’s

Perusahaan, yaitu Produksi, Pemasaran, Pengadaan,

activities,

Perkapalan, Pengembangan, Teknologi Informasi,

Procurement, Fleet, Development, Information

Keuangan, Pengendalian Internal, SDM, Umum,

Technology, Finance, Internal Control, Human

Hukum serta Lingkungan dan K3.

Resources, General Affairs, Legal as well as the

namely

Production,

Marketing,

Environment and K3. Hasil Pemetaan Risiko Perusahaan tahun 2011


Corporate Risk Mapping Results in 2011 indicated

menunjukkan bahwa risiko Perusahaan berada pada

that the risk of the Company was at the level of

tingkat ”Medium Risk”. Hasil pemetaan risiko tersebut

”Medium Risk”. The results of the risk mapping has

telah dilaporkan kepada Dewan Komisaris dan

been reported to the Board and the Shareholders

Pemegang Saham sebagai laporan Manajemen Risiko

as a report of Risk Management and accountability

Perusahaan dan pertanggungjawaban Direksi dalam

of Directors in the Company’s risk management.

pengelolaan risiko Perusahaan.

118


Peta Risiko PT Pupuk Sriwidjaja Palembang

Risk Map of PT Pupuk Sriwidjaja Palembang

Awal Tahun 2011

Beginning 2011

Pada awal tahun 2011 jumlah Peristiwa Risiko yang

In early 2011, the number of identified Risk Events

teridentifikasi sebanyak 214 dengan tingkat risiko

were at 214 with average Company risk level at 9.34

Perusahaan rata-rata sebesar 9,34 (Medium), dengan

(Medium), Opportunity score at 2.88 and Impact at

nilai Peluang 2,88 dan Dampak 3,24.

3.24.

Profil dan Peta Risiko PT Pupuk Sriwidjaja Palembang

Risk Profile and Map of PT Pupuk Sriwidjaja Palembang

per Fungsi atau Bidang Kegiatan, pada awal tahun

per Function or Activity Areaat the beginning of 2011,

2011, digambarkan di bawah ini:

is described as follows :

Profil Risiko PT Pusri Per Fungsi / Bidang Kegiatan Awal Tahun 2011 Risk Profile of PT Pusri Per Function/Activity Area Beginning 2011 Fungsi / Bidang Function

No. 1

Produksi Production

Jumlah Risiko Total Risk L

M

H

Total

3

78

6

87

Tingkat Risiko Plg 2,70

Dmp 3,58

Nilai 9,67

Kel M

2

Pemasaran Marketing

0

15

1

16

3,44

2,56

8,81

M

3

Pengadaan Produksi

0

3

1

4

3,25

3,23

10,50

M

4

Perkapalan Procurement

2

46

1

49

3,02

3,24

9,78

M

5

Pengembangan Fleet Development

1

6

0

7

2,57

3,22

8,29

M

6

Teknologi Informasi Information Technology

0

3

0

3

3,33

2,40

8,00

M

7

Keuangan Finance

0

9

2

11

2,91

3,72

10,82

M

8

Pengendalian Intern Control

2

3

0

5

2,20

2,36

5,20

M

9

SDM HR

1

9

0

10

2,90

2,69

7,80

M

10

Umum General Affairs

0

3

0

3

3,33

2,70

9,00

M

11

Hukum Legal

0

7

0

7

3,14

2,77

8,71

M

12

Lingkungan dan K3 Environment and K3

3

8

1

12

2,83

3,00

8,50

M

12

190

12

214

2,88

3,24

9,34

M

Total / Rata-Rata Klasifikasi tingkat risiko di bagi dalam 3 (tiga) kategori yaitu : • Rendah (dengan tingkat risiko mulai 0 sampai dengan 4). • Sedang (dengan tingkat risiko mulai lebih dari 4 sampai dengan kurang dari 15). • Tinggi (dengan tingkat risiko mulai dari 15 sampai dengan 25).

Risk levels are classified into 3 (three) categories as follows: • Low (with risk level from 0 up to 4). • Medium (with risk level from more than 4 to less than 15). • High (with risk level from 15 to 25).


119

foreword

Risk Map of PT Pupuk Sriwidjaja Palembang per

per Fungsi / Bidang Kegiatan pada Awal Tahun

Function/Activity Area Beginning 2011 Risk Map of

2011

PT Pupuk Sriwidjaja Palembang Ending 2011

Company profile


DAMPAK

Pe

rk a

Prod. (2,70 ; 3,58) Pengmb(2,57; 3,22)

3

Peng

ad(3

,25 ;

) 3,23

77) (3,14 ; 2, Hukum Umum(3,33; 2,70) Pmsrn. (3,44 ; 2,56)

Lingk. (2,83 ; 3,00) SDM (2,90 ; 2,69)

TI (3,33 ; 2,40)

Pd. Int. (2,20 ; 2,36)

2

.(3 ,

Keu. (2,91 ; 3,72)

pa l


4

02 ;3

,2 4)

5


1

0 0

1

2

3

4

5


Risk Map of PT Pupuk Sriwidjaja Palembang Ending

Akhir Tahun 2011

2011



PELUANG

Pada awal tahun 2011 jumlah Peristiwa Risiko yang

In the beginning of 2011 the total risk event that

teridentifikasi sebanyak Jumlah Peristiwa Risiko 242

has already identified total amount 242 risk events

dengan tingkat risiko Perusahaan rata-rata sebesar

with risk average grade amount 9,18 (Medium), with

9.18 (Medium), dengan nilai Peluang 2,88 dan Dapak

probability value 2.88 and impact 3.19.

3,19.

120


Profil dan Peta Risiko PT Pupuk Sriwidjaja Palembang

Risk profile and map PT Pupuk Sriwidjaja Palembang

per Fungsi atau Bidang Kegiatan, pada akhir tahun

for functions or activities, in the ending 2011, is

2011, digambarkan di bawah ini:

described as follows :

Profil Risiko PT Pusri Per Fungsi / Bidang Kegiatan Akhir Tahun 2011 Risk Profile of PT Pusri Per Function/Activity Area Beginning 2011 No,

Jumlah Risiko

Fungsi / Bidang

Tingkat Risiko

L

M

H

Total

1

Produksi Production

2

73

3

78

Plg 2,71

Dmp 3,58

Nilai 9,68

Kel M

2

Pemasaran Marketing

0

18

0

18

3,44

2,60

8,94

M

3

Pengadaan Produksi

1

4

0

5

3,20

3,38

7,60

M

4

Perkapalan Procurement

1

63

2

66

3,00

3,28

9,85

M

5

Pengembangan Fleet Development

0

9

0

9

2,56

3,22

8,22

M

6

Teknologi Informasi Information Technology

0

4

0

4

3,00

2,58

7,75

M

7

Keuangan Finance

0

8

2

10

3,40

3,24

11,00

M

8

Pengendalian Intern Control

2

3

0

5

2,20

2,36

5,20

M

9

SDM HR

2

9

0

11

2,55

2,68

6,82

M

10

Umum General Affairs

0

8

0

8

3,00

2,75

8,25

M

11

Hukum Legal

1

8

0

9

2,78

2,64

7,33

M

12

Lingkungan dan K3 Environment and K3

1

17

1

19

2,79

3,19

8,89

M

10

224

8

242

2,88

3,19

9,18

M

Total / Rata-Rata

Peta Risiko PT Pupuk Sriwidjaja Palembang per Fungsi / Bidang Kegiatan pada Akhir Tahun

Risk Map PT Pupuk Sriwidjaja Palembang for Functions or Activities in the ending 2011

2011


121

foreword

Risiko Strategis Risiko strategis didefinisikan sebagai risiko yang

Strategic risk is defined as risks that may affect

Company profile

dapat

dan

the corporate and strategic exposure as a result of

eksposur startegis sebagai akibat keputusan startegis

strategic decisions that are inconsistent with the

yang tidak sesuai dengan lingkungan eksternal dan

external and internal environment of business, such

internal usaha, misalnya kerugian akibat putusan

as losses due to wrong business decisions, improper

bisnis yang salah, strategi usaha yang tidak tepat

business strategy or an inability to respond to


ataupun

business opportunities or changes in the external


Strategic Risk

berada pada tingkat risiko ”High”, tetapi ada juga

mempengaruhi

eksposur

ketidakmampuan

untuk

korporat

menanggapi

peluang usaha atau perubahan lingkungan eksternal.

environment.

Risiko strategis Perusahaan pada tahun 2011

The Company’s strategic risk in 2011 was adapted to

disesuaikan dengan permasalahan-permasalahan

the strategic issues stated in the Corporate Work Plan

strategis yang tertuang dalam Rencana Kerja dan

and Budget (RKAP) in 2011. Most of these problems

Anggaran Perusahaan (RKAP) Perusahaan tahun

have been revealed at the time of risk identification

2011. Sebagian besar permasalahan tersebut telah

in 2011, although not all of these problems were

terungkap pada saat identifikasi risiko di tahun

at”High” level of risk as there were also at ”Medium”

2011, walaupun tidak semua permasalahan tersebut

level of risk.

yang berada pada tingkat risiko ”Medium”. Dari risiko strategis yang teridentifikasi pada tahun

Strategic risks identified in 2011 can be classified per

2011, dapat dikelompokkan per fungsi kegiatan

activity function as follows:

sebagai berikut : a. Pengadaan dan Ketersediaan Pasokan Gas Bumi


Terhentinya pasokan gas bumi untuk operasional pabrik setelah kontrak gas bumi habis yang

Supply

Cessation of gas supply for the plant operations

disebabkan jangka waktu kontrak gas bumi saat

after natural gas contract ended due relatively

ini relatif pendek hanya 5 tahun (s.d. tahun 2012

short period of natural gas contract at only five

untuk Pusri-II, III & IV). Walaupun saat ini sudah

years (until 2012 for Pusri-II, III & IV). Although

ada jaminan pasokan gas bumi, tetapi masalah

currently there has been a guarantee of natural

harga belum diputuskan.

gas supply, but the price has not been decided.

b. Produksi Menurunnya tingkat keandalan dan terjadinya


a. Procurement and Availability of Natural Gas

kerusakan peralatan pabrik yang disebabkan faktor usia peralatan pabrik yang sudah tua dan faktor lainnya, sehingga akan mengakibatkan pabrik shut down dan kehilangan hari untuk

b. Production The declining reliability and manufacturing equipment damage due to aging production equipment and other factors, could result in plant shut down and days lost to produce.

berproduksi.

122

c. Perkapalan

c. Fleet

Pendangkalan Sungai Musi yang mengakibatkan

Musi River siltation that resulted in idle capacity

terjadinya idle capacity ruang muatan kapal milik

of vessels’ cargo space from Palembang and the

dari Palembang dan adanya delay kapal milik

vessels’ delay was generally caused by damage

yang secara umum disebabkan oleh kerusakan

to the vessel equipment due to age and other

peralatan kapal akibat usia dan faktor lainnya.

factors.


d. Pengembangan •

•

•

Risiko

d. Development

tertundanya

pelaksanaan

Proyek

of

delays

Revitalisasi Pabrik Pusri-IIB yang disebabkan

Revitalization

caused

belum adanya kesepakatan harga gas bumi

agreement for the price of natural gas that

yang akan dibeli dari pemasok (produsen)

will be purchased from suppliers (producers)

gas bumi.

of natural gas.

Risiko

teknologi

pabrik

yang

• The

risk

in the

Pusri-IIB

Plant

absence

of

masih

• The risk of plant technologies that are still

menggunakan teknologi lama (era tahun

using old technology (the era of the 1970’s)

1970-an) yang kurang efisien, sehingga biaya

which are less efficient, resulting in high

produksi tinggi dan sulit bersaing dengan

production costs and difficulties to compete

Perusahaan yang menggunakan teknologi

with companies that use new technologies

baru yang lebih efisien.

more efficiently.

Risiko keterlambatan pengembangan pabrik

• The risk of delay in the development of the

ke lokasi baru di kawasan industri Tanjung Api-

plant to a new location in the industrial

Api yang disebabkan masih belum jelasnya

area of Tanjung Api-Api due to direction

arah pengembangan kawasan tersebut.

of development in the region that was still unclear.

e. Keuangan Adanya potensi tidak terbayarnya piutang ke PT

e. Finance

Sri Melamin Rejeki (PT SMR) untuk pembelian

The potential of unpaid receivables to PT Sri

bahan baku dari PT Pusri karena kondisi internal

Melamine Lucky (PT SMR) for the purchase of raw

keuangan PT SMR.

materials from PT Pusri due to internal financial

f. SDM Risiko terhambatnya kaderisasi dan ”transfer knowledge” ke karyawan baru yang disebabkan karyawan lama yang berpengalaman banyak yang telah memasuki masa pensiun secara bersamaan.

condition of PT SMR. f. HR Risk

of

hindrance

in

regeneration

and

”knowledge transfer” to new employees due to many experienced senior employees are entering retirement at the same time.

Untuk menanggulangi potensi risiko-risiko yang

To overcome the potential risks that would cause the

akan mengakibatkan tidak tercapainya sasaran

Company not to be able to meet its target, the risks

Perusahaan, maka dilakukan pengelolaan risiko

are managed by controlling those potential risks.

dengan cara melakukan pengendalian terhadap potensi risiko-risiko tersebut. Pengendalian risiko merupakan tindakan yang

Risk control is a measure taken in dealing with a

dilakukan dalam menangani suatu risiko dengan

risk in order to reduce the chances of a risk and/or

tujuan untuk mengurangi peluang terjadinya suatu

impact that may arise, so the level of risk can be at an

risiko dan atau dampak yang ditimbulkan, sehingga

acceptable level.

tingkat risiko sampai pada tingkat yang dapat diterima.


123

foreword

Secara

umum

dikelompokan

pengendalian dalam

4

suatu

(empat)

risiko

klasifikasi

In general risk control are grouped in 4 (four) classification of control, as follows:

Company profile

a. Menghindari risiko

a. Risk avoidance

b. Mengurangi risiko

b. Risk reduction

c. Mentransfer risiko

c. Transfer of risk

d. Mengeksploitasi risiko

d. Risk exploitation


pengendalian, yaitu :

Dari 4 (empat) klasifikasi diatas, pengendalian risiko

Of the 4 (four) classification above, risk control can

dapat dibagi lagi ke dalam beberapa jenis kegiatan

be further divided into several forms of controlling

pengendalian sebagai berikut :

activities as follows:




Klasifikasi Classification

Jenis Pengendalian Controlling Activities

A. Menghindari Risiko Risk Avoidance

1. Menghentikan Kegiatan Halt the activity 2. Tidak Melakukan kegiatan Not do the activity

B. Mengurangi Risiko

1. Membuat Kebijakan Creating a Policy 2. Membuat / Memperbaiki Prosedur Creating/Improving Procedure 3. Menjalankan Prosedur Implement the Procedure 4. Mengganti / Membeli Alat Replacing/Purchasing Equipment 5. Memperbaiki Alat Repairing Equipment 6. Menambah / Modifikasi Alat Adding/Modifying Equipment 7. Inspeksi / Pemeliharaan Inspection/Maintenance 8. Mengembangkan Sistem Informasi Developing Information System 9. Menyewakan / Menjual Aset Rent out/Sell Assets 10. Hubungan Dengan Pihak Eksternal Relationship with External Parties

C. Mentransfer Risiko

1. Mengasuransikan Insuring 2. Menjaminkan Kredit Credit Guarantee 3. Outsourcing Outsourcing

D. Mengeksploitasi Risiko

Hedging & SWAP

Hasil identifikasi risiko tahun 2011 yang telah

The results of risk identification in 2011 carried out

dilakukan oleh masing-masing unit kerja telah

by each work unit has been clarified by the work unit

diklarifikasi dengan pimpinan unit kerja sebagai

leaders as persons in charge of risk management

penanggung jawab manajemen risiko di unit kerjanya.

in their work unit. Clarification also generated risk

Klarifikasi juga menghasilkan saran pengendalian

management advice in the form of activities that can

risiko berupa kegiatan yang dapat dilakukan

be done directly by the unit itself or forwarded to

langsung oleh unit kerja itu sendiri atau diteruskan

relevant work units responsible for controlling them.

ke unit kerja terkait yang bertanggung jawab atas

Apart from that existing risk control plan could not

pengendalian tersebut. Selain dari pada itu rencana

be carried out within the Company, so it needs to

pengendalian risiko ada yang tidak dapat dilakukan

be forwarded by the management to the concerned

di intern Perusahaan, sehingga perlu diteruskan oleh

institutions or agencies.

manajemen ke lembaga atau instansi terkait. Rencana pengendalian yang akan dilakukan terhadap

Control plan to be performed on the identified risk

peristiwa risiko yang telah teridentifikasi pada tahun

events in 2011 was entirely the classification of

2011 seluruhnya merupakan pengendalian dengan

control by reducing the risk.

klasifikasi mengurangi risiko.

124


Kebijakan Manajemen Risiko

Risk Management Policy

Pengelolaan risiko merupakan tanggung jawab

Risk management is the responsibility of each work

masing-masing pimpinan unit kerja. Unit kerja

unit leader. Risk Management Work Unit is responsible

Manajemen Risiko bertanggung jawab dalam

in preparing infrastructure, consulting assistance, to

penyiapan

infrastruktur,

clarify the results of risk identification, coordination

melakukan

klarifikasi

bantuan

hasil

konsultasi, risiko,

and clarification torelated work units with the follow-

melakukan koordinasi dan klarifikasi dengan unit-

identifikasi

up of risk control and prepare Risk Management

unit kerja terkait dengan tindak lanjut pengendalian

Report to Board of Directors, Commissioners and

risiko dan menyiapkan Laporan Manajemen Risiko

Shareholders. To assist the smooth implementation

kepada Direksi, Komisaris dan Pemegang Saham.

of the Risk Management in the Company, Risk

Untuk membantu kelancaran penerapan Manajemen

Management Committee was formed chaired by

Risiko di Perusahaan, maka dibentuk Komite

Engineering & Development Director (which was

Manajemen Risiko yang diketuai Direktur Teknik &

previously headed by Commercial Director in October

Pengembangan (yang sebelumnya diketuai Direktur

2011), with members consists of all General Managers

Komersil sampai dengan Oktober 2011), dengan

and Directors as Persons in Charge. In addition

anggota seluruh General Manajer dan seluruh Direksi

Key Persons Team Work Unit for Risk Management

sebagai Penanggung Jawab. Selain itu dibentuk juga

Implementation of as a driving force and the

Tim Key Persons Unit Kerja Penerapan Manajemen

extension the management in handling risk at each

Risiko sebagai motor penggerak dan perpanjangan

work unit. To assist the Commissioner in supervising

tangan

risiko

and providing advice to the Board of Directors and

disetiap unit kerja. Guna membantu Komisaris dalam

manajemen

dalam

pengelolaan

other employees of the company, especially in

melakukan pengawasan dan memberikan nasehat

relation to issues and risk management, Investment &

kepada Direksi beserta jajaran Perusahaan lainnya

Risk Management Committee eas formed.

khususnya yang terkait dengan masalah-masalah dan pengelolaan risiko, maka telah dibentuk Komite Investasi & Manajemen Risiko. Manajemen risiko Perusahaan diterapkan secara

The

menyeluruh,

comprehensively, either for routine or operational

baik

untuk

kegiatan

rutin

atau

Company’s

risk

management

is

applied

operasional maupun kegiatan non-rutin, seperti

and

kegiatan strategis yang terkait dengan pembuatan

activities related to create or change company

atau perubahan kebijakan Perusahaan. Penerapan

policy. Application of Risk Management based on

Manajemen Risiko dilakukan berdasarkan skala

the priority scale with main focus of activities that

prioritas dengan fokus utama jenis kegiatan yang

have a high degree of risk. In order to achieve the

mempunyai tingkat risiko tinggi. Guna mencapai

implementation of good Risk Management, then all

penerapan Manajmen Risiko yang baik, maka seluruh

the identified risks in each work unit is disclosed in a

risiko yang teridentifikasi di masing-masing unit kerja

transparent, especially on the kinds of activities that

diungkap secara transparan, terlebih terhadap jenis

have a high degree of risk.

non-routine

activities,

such

as

strategic

kegiatan yang mempunyai tingkat risiko tinggi.


125


Proses monitoring manajemen risiko dilakukan

Risk management monitoring process conducted

secara berkesinambungan agar tingkat risiko berada

on continuous basis so that the level of risk is at its

pada tingkat terendah. Untuk mengetahui sejauh

lowest. To find out the extent of the effectiveness of

mana keberhasilan efektivitas penerapan Manajemen

the Risk Management implementation, then each

Risiko, maka masing-masing unit kerja wajib

unit is required to report the realization of the follow-

melaporkan realisasi tindak lanjut pengendalian risiko

up risk control within each respective unit under its

yang ada padanya dan yang menjadi tanggungjawab

responsibility of control.

Identifikasi risiko dilakukan setiap triwulan dan

Risk identification is done every quarter and the

hasilnya dilaporkan kepada Pemegang Saham/Dewan

results are reported to the Shareholders/Board of

Komisaris pada setiap semester. Laporan tersebut

Commissioners every semester. The report includes

meliputi informasi pokok, yaitu profil dan peta resiko

basic information of the Company’s risk profile

Perusahaan (bentuk dan isinya disesuaikan dengan

and map (form and content tailored to the needs

kebutuhan Perusahaan maupun Pemegang Saham).

of the Company or Shareholders). The results of

Hasil identifikasi risiko dijadikan dasar pemeriksaan

risk identification are used as the basis of audit by

(audit) oleh Satuan Pengawas Intern (SPI) dan

the Internal Audit Unit (SPI) and used as a basis for

digunakan sebagai dasar pertimbangan pada saat

consideration at the time of preparation of Standard

penyusunan Prosedur Operasional Baku (POB).

Operating Procedures (POB).





pengendaliannya.

126


Corporate Social Responsibilities





Company profile

foreword

Tanggung jawab sosial Perusahaan

Community Development

Community Development

Program Kemitraan dan Bina Lingkungan (PKBL)

Partnership and Community development Program

merupakan bentuk Corporate Social Responsibility

(PKBL) is a form of Corporate Social Responsibility

(CSR) yang telah diwujudkan oleh Perusahaan.

(CSR) which has been realized by the Company. As

Sebagai anak Perusahaan dari induk Perusahaan

a subsidiary of SOE parent company, the Company

BUMN, Perusahaan menerapkan praktik CSR melalui

adopted the practice of CSR through the realization

PKBL yang realisasinya terus ditingkatkan dari tahun

of PKBL that continues to be increased from year to

ke tahun.

year.

a. Mitra Usaha Binaan Perusahaan

a. Partners of the Company

Penyaluran bantuan permodalan per mitra

Distribution of capital assistance per partner.

binaan. (unit) No.

Bantuan

1

Pengusaha Kecil Small Business

2

Koperasi Cooperatives

Jumlah Total

128


2011

2010

389

513

4

2

393

515

Penyaluran bantuan permodalan tahun 2011 per

Distribution of capital assistanse in 2011 for

Sektor Usaha.

interpreneur sector. (juta) No.

Sektor

Mitra

Rp (juta)

1

Perdagangan Trade

205

2

Pertanian Agriculture

110

6,650

3

Jasa Services

48

1,875

4

Industri Industry14

14

563

5

Perikanan Fisheries

8

263

6

Peternakan Farming

6

165

7

Perkebunan Plantation

2

60

393

20,727

Jumlah Total

11,151

Pada tahun 2011, PT Pusri Palembang mendapatkan

In 2011, PT Pusri Palembang was assigned by the

penugasan dari Pemerintah untuk melaksanakan

Government to implement Corporate-based Food

Program Gerakan Peningkatan Produksi Pangan

Production Improvement Movement (GP3K). The

Berbasis Korporasi (GP3K). Program ini dilaksanakan

program was implemented in 2 (two) provinces,

di 2 (dua) provinsi yaitu Sumatera Selatan dan

South Sumatra and Lampung, with the amount of

Lampung dengan jumlah bantuan sebesar Rp 11,47

aid reached Rp11.47 billion which was distributed to

milyar yang diberikan kepada 13.531 petani serta

13,531 farmers and 11,997 ha of land.

lahan garapan sebesar 11.997 ha. PT Pusri Palembang dalam tahun 2011 juga

PT Pusri Palembang in 2011 also became PKBL BUMN

merupakan Koordinator PKBL BUMN untuk Provinsi

Coordinator for South Sumatra Province with 31 SOEs

Sumatera Selatan dengan 31 BUMN Pembina PKBL

of PKBL Advisors as members.

sebagai anggota. Penyaluran bantuan Pembinaan per Sektor Usaha

Distribution of Development assistance per Business

tahun 2011.

Sector in 2011. No.

Sektor

Mitra

Rp (juta)

1

Pertanian Agriculture

326

1,653

2

Perdagangan Trade

288

1,460

3

Jasa Service

148

751

4

Industri Industry

116

588

5

Perikanan Fisheries

29

147

6

Peternakan Farming

16

81

7

Perkebunan Plantation Jumlah Total

-

-

923

4,681


129

- Through the assistance of Development/Grants

juga diikutsertakan mitra binaan dalam pameran-

the partners have managed to participate in

pameran/expo baik di tingkat provinsi maupun

exhibitions/expo both at the provincial and

Company profile

nasional seperti pameran dalam rangka hari ulang

national levels such as exhibition at Palembang

tahun Kota Palembang, Jakarta Fair 2011 serta even

city’s anniversary, Jakarta Fair 2011 as well as

internasional seperti SEA GAMES 2011. Selama tahun

international events such as the SEA GAMES 2011.

2011 telah dilaksanakan 36 angkatan pelatihan

- During 2011, 36 batches of training have been

dengan 6 (enam) jenis usaha dan sebanyak 35

conducted with 6 (enam) lines of business and 35


foreword

Melalui bantuan Pembinaan/Hibah telah berhasil

mitra binaan telah diikutsertakan dalam 8 (delapan)

partners participated in 8 (eight) exhibitions.

kegiatan pameran. Penyaluran dana pembinaan dalam jenis kegiatannya

Distribution of development funds in type of activities

dapat dikelompokan menjadi:

can be classified as follows:

- Program Pemasaran, bantuan diberikan dalam

- Marketing Program, assistance is given in the

bentuk pameran-pameran dan pelatihan yang

form of exhibitions and training to improve

bentuknya untuk meningkatkan pengetahuan

knowledge in marketing. For PKBL exhibitions,

di dalam hal pemasaran. Untuk pameran PKBL

PT Pusri Palembang has been cooperating with

PT Pusri Palembang telah bekerjasama dengan

Trade and Industry Agency (Depperindag), BPEN,



Depprindag, BPEN, media massa dan lain-lain.

mass media and others.

- Program Manajemen, pelatihan-pelatihan yang

- Management Program, trainings aim to improve

ditujukan meningkatkan kemampuan mitra

partners’ skills in finance, resources development,

binaan di bidang keuangan, pengembangan

etc. PKBL of PT Pusri Palembang collaborating with

sumber daya dan lain-lain. Dalam hal ini PKBL PT

Performa Optima Bandung, Teratai Agra Lestari

pusri Palembang bekolaborasi dengan Performa

Jakarta, PPEI, Pinbuk Sumsel and universities.

Optima Bandung, Teratai Agra Lestari Jakarta,

- Technology Program, trainings provided in the

PPEI, Pinbuk Sumsel dan perguruan-perguruan

form of technical skills and design development,

tinggi.

collaborating withTrade and Industry Agency,

- Program Teknologi, pelatihan-pelatihan yang

Balai Industri and others.

diberikan dalam bentuk keterampilan teknis dan pengembangan desain yang bekerjasama dengan Dinas Prindag, Balai Industri dan lain-lain. Pencapaian Kinerja Tahun 2011 Program Kemitraan &

Performance Achievement 2011 of Partnership and

Bina Lingkungan sebagai berikut :

Community Development Program (PKBL) as follows:


-

- Effectiveness Rate

Tingkat Efektivitas

(Rp000)

130

Tahun Year

Dana Tersedia Funds Available

Penggunaan Dana Uses of Funds

%

Score

1

2

3

4=3:4

5

2011

27,480,463

25,407,140

92.46

3

2010

26,577,413

24,027,884

90.41

3


-

Tingkat Kolektibilita Kolektibilitas

- Collectability

Saldo Piutang 2011

Lancar Good

Bobot

(Rp000) Tertimbang

2010

2011

2010

18,458,042

32,545,720

100%

18,458,042

32,545,720

Kurang Lancar Less than Good

6,503,265

1,444,349

75%

4,877,449

1,083,262

Diragukan Doubtful

1,259,192

2,877,305

25%

314,798

719,326

Macet Bad Debt

7,443,637

12,043,300

0%

-

-

33,664,136

48,910,675

Jumlah Total

b. Program

Pengembangan

23,650,289

34,348,308

Persentase

70.25%

70.23%

Score

3

3

Pendidikan/

b. Education Development/Health Improvement/

Perbaikan Kesehatan/Pengembangan Seni

Art and culture development and other

dan Budaya dan lainnya.

programs

Untuk kegiatan Program Bina Lingkungan PT

Community Development Program activities of

Pusri Palembang memiliki beberapa program

PT Pusri Palembang has several priority programs

yang menjadi prioritas dalam pelaksanaannya,

in the implementation, namely religious facilities

yaitu bantuan sarana ibadah dan bantuan

assistance and education assistance and/or

pendidikan dan atau pelatihan namun dengan

training also other forms of assistance that has

tidak mengabaikan bentuk bantuan lainnya

been established by the State Ministry of SOEs.

yang telah ditetapkan oleh Kementerian Negara BUMN. 1. BUMN Peduli

1. BUMN Peduli /SOEs Care

Pada tahun 2011 melalui instruksi Menteri

In 2011 through the instruction of State Minister

Negara BUMN, PT Pusri Palembang telah

of SOEs, PT Pusri Palembang has played an active

berperan aktif membantu korban bencana

role helping victims of natural disasters in Aceh

alam di Provinsi Nangroe Aceh Darussalam

Province and reforestation activities along the

dan kegiatan penghijauan di sepanjang

Citarum River Basin (DAS Citarum) under the

Daerah Aliran Sungai Citarum (DAS Citarum)

coordination of PT BUMN Hijau Lestari.

dibawah koordinasi PT BUMN Hijau Lestari.


131

foreword

2. Natural Disaster

Company profile

2. Bencana Alam Guna memperingan beban penderitaan para

In order to ease the suffering of the natural

korban bencana alam, telah dilaksanakan

disaster victims, earthquake disaster relief has

bantuan bencana gempa bumi, bencana

been carried out, as well as for tsunami and floods

tsunami dan bencana banjir di berbagai

in various places with synergy through PT Pusri -

tempat dengan bersinergi melalui PT Pusri

Holding and in cooperation with PKBL BUMN in

– Holding serta bekerjasama dengan PKBL

South Sumatra region.


BUMN di Wilayah Sumatera Selatan. 3. Pendidikan dan Pelatihan

3. Education and Training

Telah diberikan kepada 20 (dua puluh)

anggota masyarakat di sekitar Perusahaan

community have received training in metal

berupa

suvenir

souvenir production which was expected to

berbahan logam sehingga dapat menciptakan

create job opportunity and lower unemployment

peluang kerja dan mengurangi tingkat

rate. The training was organized in collaboration

pelatihan

pembuatan

pengangguran. Pelatihan ini dilaksanakan dengan bekerjasama dengan Deprrindag Sumatera Selatan. dasar yang ada di sekitar lingkungan Perusahaan

with South Sumatra Trade and Industry Agency. Elementary school students surrounding the Company’s environment received assistance

Memberikan bantuan kepada siswa sekolah


Twenty residents of the Company’s surrounding

dalam

bentuk

tas

in the form of 1,000 school bags which was expected to help school supplies needs.

sekolah

sebanyak 1.000 buah dengan harapan dapat membantu kebutuhan perlengkapan sekolah. 4. Health Improvement

Dalam upaya menjaga dan menciptakan

In an effort to maintain and create healthy

masyarakat yang sehat, telah dilaksanakan

communities, fogging has been carried out to

fogging

8

18,944 homes in 8 (eight) villages that surround

(delapan) kelurahan yang ada di sekitar

the Company. Bakti Kesehatan medical assistance

Perusahaan. Kemudian melakukan bantuan

was also held in cooperation with PT Graha


4. Peningkatan Kesehatan

kepada

18.944

rumah

di

Bakti Kesehatan yang dilakukan dengan

Pusri Medika for the Company’s surrounding

bekerjasama melalui PT Graha Pusri Medika

community as well as Class 1 Penitentiary

ditujukan kepada masyarakat di sekitar

Palembang City. A total of 2,419 patients were

lingkungan

served in the event.

Perusahaan

serta

Lembaga

Pemasyarakatan Kelas 1 Kota Palembang. Bantuan ini diberikan kepada 2.419 orang pasien.


5. Sarana dan atau Prasarana Umum Telah

dilakukan

upaya

dan

The Company has made efforts to organize

menertibkan lingkungan dan kelancaran

and revamp the surrounding environment, as

mobilitas di sekitar Perusahaan dilakukan

well as repaired paths and built water channels

perbaikan-perbaikan

for smooth mobility around the company’s

jalan

menata

5. Public Facilities and Infrastructure

setapak

dan

pembuatan saluran air.

6. Religious Facilities

Dalam meningkatkan tingkat keagamaan

In

surrounding

community’s

religiousness, the Company has made donations

dilakukan bantuan berupa Paket Ramadhan,

in the form of Ramadhan Package, Package

Paket Lebaran, bantuan hewan kurban,

Lebaran,

perbaikan dan atau pembangunan masjid

construction of mosque.


improving

bagi masyarakat di sekitar Perusahaan, telah

serta mushola.

132

neighborhood.

6. Sarana Ibadah

sacrifice

animals,

repair

and/or

7. Pelestarian Alam Bantuan

secara

7. Nature Conservation berkelanjutan

diberikan

Assistance

kepada lingkungan di sekitar Perusahaan

to

melalui

Program

has

been

Company’s

continuously surroundings

given through

Ramah

Environmentally Friendly Village Program to

Lingkungan sehingga tercipta lingkungan

create a beautiful environment together with

yang asri berdampingan dengan Perusahaan.

the Company. The activity was conducted in

Kegiatan

bekerjasama

cooperation with related Village. It also plays an

dengan Kelurahan terkait. Selain itu juga

active role to support the Government program

berperan aktif dalam mensukseskan Program

through One Billion Indonesian Trees

Pemerintah

planting program, cooperation with Government

ini

Kampung

the

dilaksanakan

melalui

kegiatan

Program

Penanaman Satu Milyar Pohon (One Billion

Institutions,

Indonesian Trees – OBIT), kerjasama dengan

Universities and UPTD District.

Environmental

(OBIT)

Observers,

Instansi Pemerintah, Pemerhati Lingkungan, Perguruan Tinggi dan UPTD Kecamatan. c. Biaya yang Dikeluarkan

c. Partnership Program Spending

Program Kemitraan

Partnership Program’s

Realisasi penggunaan dana Program Kemitraan

Realization of Partnership Program’s uses of funds

selama tahun 2011 sebesar Rp25,41 milyar atau

during 2011 amounted to Rp25.41 billion or

105,74% dari realisasi tahun 2010 sebesar Rp24,03

105.74% of realization in 2010 at Rp24.03 billion,

milyar, yaitu :

consisting of:

Realisasi a.

bantuan

Permodalan

sebesar

a. Realization of capital assistance was Rp20.73

Rp20,73 milyar atau 107,00% dari realisasi

billion or 107.00% of realization in 2010 at

tahun 2010 sebesar Rp19,37 milyar.

Rp19.37 billion.

b. Realisasi bantuan Hibah sebesar Rp4,68

b. Realization of Grant assistance amounted

milyar atau 100,50% dari realisasi tahun 2010

to Rp4.68 billion or 100.50% of realization in

sebesar Rp4,66 milyar.

2010 of Rp4.66 billion.


133

foreword Company profile management discussion and analysis good corporate governance

Program Bina Lingkungan (BL)

Community Development Program (BL)

Realisasi penyaluran dana untuk Bina Lingkungan

Realization of fund disbursement for Community

(BL) selama tahun 2011 sebesar Rp7,49 milyar atau

Development (BL) during 2011 amounted to Rp7.49

118,84% dari realisasi tahun 2010 sebesar Rp6,31

billion or 118.84% of realization in 2010 at Rp6.31

milyar, yaitu :

billion, as follows:

a. Realisasi Bina Lingkungan BUMN Peduli sebesar

a. Realization of Community Development of SOEs

Rp1,48 milyar atau 135,67% dari realisasi tahun

Care amounted to Rp1.48 billion or 135.67% of

2010 sebesar Rp1,09 milyar.

realization in 2010 at Rp1.09 billion.

b. Realisasi Bina Lingkungan BUMN Pembina

b. Realization of Community Development SOEs

sebesar Rp5,67 milyar atau 114,06% dari realisasi

Advisorsamounted to Rp5.67 billion or 114.06%



tahun 2010 sebesar Rp4,97 milyar.

of realization in 2010 at Rp4.97 billion.

c. Realisasi Biaya Operasional sebesar Rp340,90 juta

c. Realization of Operational Costs amounted to

atau 143,51% dari realisasi tahun 2010 sebesar

Rp340.90 million or 143.51% of realization in 2010

Rp237,54 juta.

at Rp237.54 million.

e. Realisasi Biaya Administrasi Bank & Pajak dll

d. Realization of Bank& Tax and others Administration

sebesar Rp6,12 juta atau 74,94% dari realisasi

Chargesamounted to Rp6.12 million or 74.94% of

tahun 2010 sebesar Rp8,17 juta.

realization in 2010at Rp8.17 million.

d. Kegiatan Pasar Murah

d. Bazaar

Sejalan dengan pelaksanaan kegiatan CSR,

In line with the implementation of CSR activities, the

Perusahaan melakukan kegiatan Pasar Murah

Company held bazaars during 2011, in the form of

sepanjang tahun 2011, yang berupa paket

basic food necessities packages of rice, oil and sugar,

sembako utamanya beras, minyak dan gula,

in some locations of regencies and cities in South

dibeberapa lokasi pelaksanaan Pasar Murah di

Sumatra province.

wilayah kabupaten dan kota di propinsi Sumatera Selatan. kota

The bazaars were held in 8 (eight) villages in

Palembang dilakukan di 8 (delapan) kelurahan

Palembang city with coupon sales system, so that

dengan

people of middle to lower economy can be helped.

Untuk

pelaksanaan sistem

Pasar

penjualan

Murah berupa

di

kupon,

sehingga masyarakat yang tingkat ekonominya menengah kebawah dapat terbantu.

134


testimoni distributor dan pengecer pupuk

TESTIMONIAL OF FERTILIZER DISTRIBUTOR AND RETAILER

Terima kasih “Pink” sampai ketempat kami

Thank you for delivering “Pink” to our place

Supandi salah satu pengecer Pusri Palembang di desa Tirta Harja kec Muara Sujian kabupaten Banyuasin. “Saya berterima kasih kepada Pusri Palembang dan distributornya karena pupuk urea pink sampai ke kios kami, butuh waktu 12 jam menggunakan jukung melalui jalur sungai untuk sampai ke kios kami sehingga saya bisa melayani kebutuhan petani di wilayah saya” ujarnya.

Supandi is one of Pusri Palembang small retailers in Tirta Harja village, Muara Sujian district, Banyuasin regency. “I would like to thank Pusri Palembang and its distributor because the pink urea fertilizers have been delivered to our kiosk, although it takes 12 hours by boat through the river to get here, so that I can fulfill the farmers’ needs for fetilizer in my area,” he said.

Sudah menjadi komitmen Pusri Palembang dalam menjunjung nilai-nilai perusahaan untuk menempatkan kepuasan pelanggan sebagai prioritas utama. (Supandi)

It is the commitment of Pusri Palembang to uphold company values to make customer satisfaction as its main priority. (Supandi)

“Pelayanan yang baik kepada partner kerja”

“Good service for partners”

“Kami merasa lebih sebagai partner kerja yang didukung dengan support pelayanan dan penanganan masalah yang responsif dari Pusri Palembang” ujar Direktur CV. Cahaya Mega Tani. Menurutnya, kami selalu di bimbing oleh PPK Pusri Palembang yang ada di kabupaten kami, terutama pada saat sosialisasi urea pink, penyusunan RDKK dan permasalahan teknis dilapangan mengenai penyaluran pupuk.

“We feel priviledged as a partner who has always been supported with responsive services and problem handling from Pusri Palembang,” said CV Cahaya Mega Tani Director. According to him, partners have always been assisted by PPK Pusri Palembang in the regency, especially when disseminating pink urea, preparing RDKK and facing technical problems in the field regarding fertilizer distribution.

PPK Pusri Palembang di kabupaten kami sudah seperti “Bapak Asuh” bagi kami karena koordinasi dengan dinas pertanian dan pihak KPPP selalu difasilitasi olehnya, semoga pelayanan seperti ini senantiasa dijaga dan ditingkatkan oleh Pusri Palembang. (Arafik)

PPK Pusri Palembang in our regency has seemed to become a “Foster Father” for us because we are always being facilitated during coordination with Agriculture Agency and KPPP. We hope this kind of service will always be maintained and improved by Pusri Palembang. (Arafik)


135


ENVIRONMENTAL MANAGEMENT

Komitmen untuk melaksanakan kegiatan industri

Commitment to carry out environmentally friendly effective and efficient management of resources.

efektif dan efisien. Mengambil contoh pengendalian

Taking the example of industrial waste control, the

limbah

menerapkan

Company has implemented a reduction in the amount

pengurangan jumlah limbah yang dibuang ke

of waste discharged into the environment based

media lingkungan berdasarkan empat prinsip, yaitu:

on four principles, namely: reduction of the source

pengurangan dari sumber (reduce), sistem daur ulang

(reduce), recycling, recovery and reusesustainably for

(recycle), pengambilan (recovery) dan pemanfaatan

cleaner production.


and sustainable industrial activities is realized through


berkelanjutan

diwujudkan melalui pengelolaan sumber daya secara

berwawasan

kembali



PENGELOLAAN LINGKUNGAN HIDUP

lingkungan

Di dalam UU No. 32 Tahun 2009 tentang Ketentuan-

In the Law No 32 of 2009 on Provisions of Protection

Ketentuan Perlindungan dan Pengelolaan Lingkungan

and Environmental Management, the notion of

Hidup,

berwawasan

sustainable developmentis described as a conscious

lingkungan (sustainability development) dijelaskan

effort and planning to use and manage resources

sebagai upaya sadar dan berencana menggunakan

wisely in sustainable development to improve the

dan mengelola sumber daya secara bijaksana dalam

quality of life.

pabrik,

dan

Perusahaan

(reuse)

secara

telah

berkelanjutan

menuju

produksi bersih. Untuk

mencapai

sasaran

tersebut,

PT

Pusri

To achieve these goals, PT Pusri Palembang has also

Sistem

adopted an Environmental Management System ISO-

Manajemen Lingkungan ISO-14001:2004 dengan

14001:2004 with the involvement of all employees to

melibatkan seluruh karyawan untuk berperan aktif

take an active role improve environmental quality.

Palembang

juga

telah

mengadopsi

dalam melakukan penyempurnaan mutu lingkungan.

pengertian

pembangunan

yang

pembangunan

berkesinambungan

meningkatkan mutu hidup.

136


untuk

Pengertian menggunakan dan mengelola sumber

The sense to use and manage natural resources

daya alam secara bijaksana berarti senantiasa

wisely means to always take into account the impact

memperhitungkan

of these activities on the environment and the ability

dampak

kegiatan

tersebut

terhadap lingkungan serta kemampuan sumber daya

untuk

menopang

pembangunan

of resources to support sustainable development.

secara

berkesinambungan. Dalam hal pembangunan industri tentunya tidak

In industrial development aspect,it must not be

terlepas dari pengertian dan batasan seperti di atas.

separated from understanding and limitations above.

UNIDO mengusulkan definisi Pembangunan Industri

UNIDO proposed a definition of environmentally

yang berwawasan lingkungan sebagai “Ecologically

sound Industrial Development as ”Ecologically Sound

Sound and Sustainable Industrial Development”

and Sustainable Industrial Development” (ESSID)

(ESSID) yaitu pola industrialisasi untuk meningkatkan

which is a pattern of industrialization to improve the

kemakmuran generasi sekarang dan generasi yang

prosperity of present and future generations without

akan datang tanpa merusak proses dasar ekologi.

destroying the ecological basis.

Sesuai dengan pasal 21 UU No.5 Tahun 1984, tentang

In accordance with Article 21 of Law No. 5 of 1984,

Perindustrian, pengembangan industri nasional

on Industry, the development of national industry is

yang kita anut adalah pengembangan industri yang

environmentally sustainable industrial development.

berwawasan lingkungan. Adalah merupakan kebijakan PT Pusri Palembang

It is the policy of PT Pusri Palembang to always give

untuk

terhadap

priority to environmental management in all company

semua

operations, in order to support the principles of

selalu

pengelolaan

memberikan lingkungan

prioritas

hidup

dalam

kegiatan operasi Perusahaan, guna mendukung

sustainable

prinsip-prinsip pembangunan yang berkelanjutan

sound.

development

and

environmentally

dan berwawasan lingkungan. Dalam hal aspek fisik kimia, Pusri Palembang dengan

In chemical physics aspect, Pusri Palembang with all its

segala kemampuannya akan terus menekan jumlah

abilities will continue to suppress the amount of waste

limbah dan meningkatkan mutu pengolahan limbah

and improve waste management and supervision to

serta pengawasannya sampai pada tingkat yang

a better level and in accordance with regulations and

lebih baik dan sesuai dengan peraturan dan baku

quality standards set by the government. Besides the

mutu yang ditetapkan pemerintah. Selain itu adanya

wisdom to always maintain a healthy and harmonious

kebijaksanaan untuk selalu memelihara hubungan

relationships with surrounding communities and

yang sehat dan harmonis dengan masyarakat

support local governments in the implementation of

sekitarnya dan membantu pemerintah setempat

PROKASIH in Musi River.

dalam pelaksanaan PROKASIH sungai Musi. Di dalam melaksanakan kebijaksanaan Perusahaan

In the implementation of Company policy, various

tersebut, berbagai strategi telah ditetapkan guna

strategies have been established to intensify the

mengintensifkan pengelolaan lingkungan melalui

environmental

pendekatan yaitu pendekatan teknologi, pendekatan

approaches including technology approach, the

institusional dan pendekatan sosial ekonomi dan

institutional approach and socio-economic and

budaya.

cultural approach.

management

through

several


137

foreword

Upaya Perusahaan dalam pengelolaan lingkungan

The Company’s efforts in environmental management

hidup

dari

have received recognition from State Ministry of

yang

Environment that awarded National Green Proper for

telah

Hidup

Company profile

Lingkungan

memberikan peringkat Hijau Proper Nasional periode


Negara

pengakuan

sejumlah kegiatan sebagai komitmen pengendalian

untuk proyek Revitalisasi Pabrik Pusri-IIB

IIB Plant Revitalization project cooperating

bekerjasama dengan PPLH Unsri sudah selesai

with PPLH Unsri has been completed with the

dengan ditandatanganinya SK Gubernur

signing of Governor’s Decree No: 574/KPTS/

Nomor:

tentang

BAN.LH/2011 on Feasibility of Environment


Kementerian

memperoleh

Kelayakan Lingkungan Hidup Revitalisasi

for PT Pupuk Sriwidjaja Palembang Urea Plant

Pabrik Urea PT Pupuk Sriwidjaja Palembang.

Revitalization.

the period 2010-2011.


2010 – 2011. Realisasi Pengendalian Lingkungan Tahun 2011.

Realization of Environmental Management 2011.

Pada tahun 2011 Perusahaan telah melaksanakan

In 2011, the Company has carried out a number of activities as its commitment to environmental

lingkungan sebagaimana diuraikan berikut ini.

management as described below:

1. Pelaksanaan dokumen lingkungan (AMDAL atau

1. Environmental documents (AMDAL or UKL & UPL)

UKL & UPL) meliputi :

including :

• Dokumen Lingkungan dalam bentuk AMDAL

• Environmental Document of AMDAL for Pusri-

574/KPTS/BAN.LH/2011

• Dokumen Lingkungan dalam bentuk UKL &

• Environmental Document of UKL & UPL that

UPL yang sudah diselesaikan sebagai berikut ;

have been completed including GPP Pusri

GPP Pusri Lubuk Linggau, 5 (lima GPP Pusri di

Lubuk Linggau, 5 (five GPP Pusri in Lampung

Propinsi Lampung, GPP Pusri Rawang Padang,

Province, GPP Pusri Rawang Padang, GPP Pusri

GPP Pusri di Propinsi Banten, STG Batubara,

in Banten Province, Coal STG, Coal Terminal for

Terminal Untuk Kepentingan Sendiri (TUKS)

Own Purpose (TUKS), GPP Naskah Palembang

Batubara, GPP Naskah Palembang dan

andsludge dumping site (still in progress).

Dumping site lumpur pengerukan (masih dalam progress). 2. Implementasi

dokumen

lingkungan

dilaksanakan oleh masing-masing unit dan

2. Implementation of environmental document by each unit and monitored according to schedule.

dipantau sesuai jadwal.


3. Sistem

Manajemen

Lingkungan

–

3. Environmental Management System (ISO –

14001:2004) telah diaudit oleh Auditor eksternal

(ISO

14001:2004) has been audited by External Auditor

dari SGS 2 (dua) kali selama tahun 2011 dengan

from SGS 2 (two) times during 2011 with results

hasil PT Pusri Palembang tetap dipercaya untuk

PT Pusri Palembang is still trusted to hold the ISO

menyandang Sertifikat ISO 14001:2004. 4.

adalah

melaksanakan

bekerjasama sebagai

dengan

and Training Department as follows; Basics of Environment, IPAL in Lake Ranau, Introduction to ISO 9001, 14001 and SMK3, Understanding

9001, 14001 dan SMK3, Pemahaman Audit ISO,

ISOAudit, Hazardous and Toxic Material (B3)/

Bahan Berbahaya dan Beracun (B3) / Limbah

Hazardous and Toxic Waste (LB3), dissemination

Bahan Berbahaya dan Beracun (LB3), sosialisasi

of Environmental Law, Proper and external audit

UU Lingkungan, Proper dan persiapan eksternal

preparation.


Dasar-dasar

through trainings cooperating with Education

Diklat

Lingkungan


berikut;

pelatihan-pelatihan Departemen

4. Dissemination regarding enviroment Sosialisasi

Hidup, IPAL di Danau Ranau, Pengenalan ISO

audit.

138

14001:2004 Certificate.

Sosialisasi yang berkaitan dengan lingkungan

5. Mengawasi penghijauan di area pabrik dan komplek perumahan PT Pusri Palembang. 6. Melakukan

pemantauan,

pengujian

5. Supervising reforestation in the area of plants and residential complex of PT Pusri Palembang.

dan

6. Monitoring, examining and controlling quality

pengendalian kualitas limbah cair & gas pabrik,

of liquid waste & plant gas, noise and B3 waste

kebisingan dan limbah B3 setiap hari sesuai

on daily basis in accordance with Environmental

dengan dokumen Lingkungan yang dimiliki PT

document of PT Pusri Palembang.

Pusri Palembang. 7. Melakukan pemantauan, pengujian kualitas

7. Monitoring and examining quality of environment

lingkungan di UPP dan GPP PT Pusri Palembang

at UPP and GPP of PT Pusri Palembang in the

di daerah bersama Badan Lingkungan Hidup

regions along with local Environmental Agency

(BLH) setempat setiap 6 (enam) bulan sekali

(BLH) every 6 (six) months or twice a year.

atau satu tahun 2 (dua) kali. 8. Melakukan pemantauan dan pengujian kualitas

8. Monitoring and examining at the laboratoryon

udara ambient secara laboratorium di lokasi

the quality of ambient air in the ring-I residential

pemukiman penduduk ring-I di sekitar pabrik

areas around PT Pusri Palembang plants, on daily

PT Pusri Palembang, setiap hari.

basis. pengujian

9. Monitoring and examining water quality in Musi

kualitas air sungai Musi dan dermaga PT

River and ports of PT Pusri Palembang on daily

Pusri Palembang setiap hari agar tidak terjadi

basis to prevent environmental or water pollution.

9. Melakukan

pemantauan

dan

pencemaran lingkungan atau pencemaran air. 10. Pemberian bantuan alat peraga laboratorium

10. Distribution of assistance of laboratoryteaching

& peralatan (mekanikal, instrument dan listrik)

aids &equipment (mechanical, instrument and

kepada Poltek Unsri.

electricity) to Polytechnic Unsri.


139

foreword Company profile management discussion and analysis good corporate governance

KESELAMATAN DAN KESEHATAN KERJA (K3)

OCCUPATIONAL SAFETY AND HEALTH

Pupuk

konsisten

Pupuk Sriwidjaja Palembang consistently implements

menerapkan Sistem Manajemen Keselamatan &

Sriwidjaja

Palembang

secara

Occupational Safety and Health System (SMK3).

Kesehatan Kerja (SMK3). Perusahaan secara terus

The Company continuously raises awareness of

menerus meningkatkan kesadaran atas perilaku

Behaviour Base on Safety to all employees and third

keselamatan (Behaviour Base on Safety) bagi seluruh

party’s workers. Activities as SMK3 commitment

karyawan dan pekerja pihak ketiga. Kegiatan

implementation are as follows:

sebagai komitmen pelaksanaan SMK3 sebagaimana


diuraikan berikut ini. 1. Melakukan program/kegiatan yang menuju ke

1. Conducting program/activities towards Zero

Zero Accident seperti penyuluhan dan pelatihan

Accidentin accordance with counseling and

K3

pemadam

training on K3 (usage of fire extinguisher&

simulasi

occupational safety, hazard mitigation simulation),

penanggulangan bahaya), dan memberikan

and provides safety recommendations tounsafe

rekomendasi keselamatan kepada kondisi yang

condition.

(penggunaan

kebakaran

&

peralatan

keselamatan

alat kerja,

unsafe condition. 2. Melaksanakan Internal dan Eksternal Audit SMK3.

2. Conducting Internal and External Audit on SMK3.

3. Membuat

tentang

3. Producing procedures on safety and hazard

bahaya

mitigation based on K3 Management System.

keselamatan

prosedur-prosedur dan

penanggulangan


berdasarkan Sistem Manajemen K3. 4. Penyusunan dokumen Survey Implementasi Safety

Culture

dan

Perilaku

Keselamatan

4. Preparing documents of Survey on Safety CultureImplementation andBehaviour Base on Safety.

(Behaviour Base on Safety). pengukuran

5. Conducting inspection and measurement of

terhadap bahaya bocoran gas yang mudah

flammable gas leak hazard and Hazardous and

5. Melakukan

pemeriksaan

dan

terbakar dan Bahan Beracun dan Berbahaya (B3). 6. Melaksanakan Hazop Study bersama unit kerja terkait

terhadap

peralatan-peralatan

yang

Toxic Material (B3). 6. Conducting Hazop Study with related work units on high risk equipment.

berisiko (bahaya) tinggi. 7. Melaksanakan kegiatan donor darah, vaksinasi,

7. Conducting

activities

donation,

vaccination, certification of pressure vessel

bekerjasama dengan instansi terkait.

equipment at the plants, and other collaboration with related institutions.

140

blood

sertifikasi alat bejana tekan di pabrik dan lain-lain


AKUNTAN Perusahaan

CORPORATE ACCOUNTANT

Akuntan Perusahaan yang melaksanakan audit di

Corporate Accountant conducted audit in fiscal year

tahun buku 2011 adalah Kantor Akuntan Publik

of 2011 was Public Accountant Office (KAP) Aryanto

(KAP) Aryanto Amir Jusuf, Mawar & Saptoto (AAJMS)

Amir Jusuf, Mawar & Saptoto (AAJMS) assigned by

yang ditetapkan oleh Pemegang Saham. Biaya jasa

Shareholders. Audit service fee was Rp376,500,000.

audit sebesar Rp376.500.000,-. Penunjukan akuntan

The appointment of public accountant was one

publik tersebut sebagai salah satu keputusan RUPS

ofdecisions made in the GMS on June 15, 2011. The

pada tanggal 15 Juni 2011. Cakupan audit meliputi

audit coveres and PKBL, and did not provide other

financial audit dan PKBL serta tidak memberikan

service both during audit period or outside the

jasa lainnya baik selama masa pemeriksaan maupun

period of audit.

diluar masa pemeriksaan. dilakukan

The assignment of Public Accountant Office was

dengan cara proses tender terbuka dan mentaati

conducted through open tender and complied with

perundangan yang berlaku dan ketentuan umum.

applicable laws and provisions.

Adapun penyelenggaraan tender KAP di bentuk

A team was formed for the implementation of KAP

tim dengan melibatkan seluruh anak perusahaan

tender and involving all subsidiaries of PT Pupuk

PT Pupuk Indonesia (Persero) termasuk PT Pupuk

Indonesia (Persero) including PT Pupuk Sriwidjaja

Sriwidjaja Palembang.

Palembang.

Penetapan

Kantor

Akuntan

Publik


141

Responsibility for Annual Reporting

foreword

Tanggung jawab pelaporan tahunan


Company profile

Sesuai Ketentuan Undang-Undang No. 1 Tahun 1995 tentang Perseroan Terbatas dan Peraturan No.VIII.G.2 Lampiran Keputusan Ketua Bapepam Bo. Kep 38/ PM/1996 tertanggal 17 Januari 1996, tentang Laporan Tahunan. Laporan Tahunan ini, berikut laporan keuangan dan informasi lain yang terkait, merupakan tanggung jawab Manajemen PT Pupuk Sriwidjaja Palembang dan telah disetujui oleh seluruh anggota Dewan Komisaris dan Direksi masing-masing di bawah ini.

In compliance with Law No. 1 year 1995 on Limited Liability Company and the Regulation No. VIII.G.2 Attachment of the Decree of Bapepam Chairman No. Kep. 38/PM/1996 dated 17 January 1996, on Annual Report. This Annual Report including the financial report and other related information are responsibility of the Management of PT Pupuk Sriwidjaja Palembang and have been approved by all members of the Boards of Commissioners and Directors whose signature appear below.

DEWAN KOMISARIS BOARD OF COMMISSIONERS


Dr. Ir. Irnanda Laksanawan, M.Sc. Eng. Komisaris Utama


Dr. Ir. Siti Nurbaya Bakar, M. Sc Komisaris

Ir. H. Maulana Joesoef Singedekane, MM Komisaris

Ir. Indra Jaya HM Komisaris

Drs. Achmad Asyik, MM Komisaris

Prof. Amzulian Rifai, SH, LLM, Ph. D Komisaris


DEWAN DIREKSI BOARD OF DIRECTORS

Drs. Eko Sunarko, Akt., MM Direktur Utama

Ir. M. Djohan Safri, MM Direktur Produksi

Ir. Benny Haryoso, MT Direktur Teknik dan Pengembangan

142


Drs. Hilman Taufik, Ak. MM Direktur Komersil

Irwansyah, SE Direktur SDM dan Umum


LAPORAN KEUANGAN Untuk tahun yang berakhir pada tanggal-tanggal 31 Desember 2011 dan 2010 Beserta Laporan Auditor Independen


143

144







Company profile

foreword


145

146







Company profile

foreword


147

148







Company profile

foreword

PT PUPUK SRIWIDJAJA PALEMBANG      

                                      



 

   

  

   

 

  

 

PT PUPUK SRIWIDJAJA PALEMBANG     



  



















      

      





     

     

                                    



 

 

 

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



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 




149

foreword

PT PUPUK SRIWIDJAJA PALEMBANG  (Lanjutan)    

Company profile



 


             


           


  



 

      

 

 

PT PUPUK SRIWIDJAJA PALEMBANG  (Continued)    

  

 

 

     

     

        

   

   

        



 

 



   

   

         




 

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 















 

PT PUPUK SRIWIDJAJA PALEMBANG        





PT PUPUK SRIWIDJAJA PALEMBANG        



   



























   

   

   







 

 







     



















 

    

   

    

 

  

   

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  

 

 

 

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151

PT PUPUK SRIWIDJAJA PALEMBANG          

           



            

     

PT PUPUK SRIWIDJAJA PALEMBANG                     



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







      





 

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 

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 


















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



  



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



 

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



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

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

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





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











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







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





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   



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





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





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

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Company profile

foreword

 

 


152

PT PUPUK SRIWIDJAJA PALEMBANG        

                           



   

PT PUPUK SRIWIDJAJA PALEMBANG        

   

    

   

   

   













 

 













                         





 





 

 





 

 





 

    

   

   

    



 

 

 









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 PT Pupuk Sriwidjaja Palembang Laporan Tahunan 2011 Annual Report

153



NOTES TO THE FINANCIAL STATEMENTS

CATATAN ATAS LAPORAN KEUANGAN

Company profile

foreword

    

      

1. General

1. Umum 








                                                                        

                                                            

                        

                

                              

                         

         

        

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                  

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   


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                    

      



154

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     

    

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  

      

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

       

                                                         

                                                         



        

    

                         

 

                           



      

                       



                   



  

 



   



 







 




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

       

Company profile

foreword

     2.

2. Adoption of Statement of Financial Accounting Standards and Interpretation to Statement of Financial Accounting Standards (Revised SFAS and IFAS)

Penerapan Pernyataan dan Interpretasi Akuntansi Standar Keuangan (PSAK Revisi dan ISAK)





                                                                                                                                                                          

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              

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                    



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                                                                                                                                                                              







       

       

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         

 

                                                  

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                                                                                                                                       

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               

                                                    

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                                                                                                                                      

          

  





         


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       

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foreword

    

                                                                                                                                                                                 




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                      

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                                                                                                                                               

                                        

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

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







       

          

                    

    

                                                                                                                                             





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                                   

          



                                                                                                 



                                               








159







       

Company profile

foreword

     3.

3. Summary of Significant Accounting Policies

Ikhtisar Kebijakan Akuntansi Penting


                                     

                                                                                       

   


                                   



                                                                                           

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                                                      



                  















       

    



                                    

                                  

                                                                                                                                                                                  

                               

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                                                                                                                 

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       



Company profile

foreword

                           

                   

  

       

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                                         

                            

                            

            


                                           

                                           


        

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                                   

                     

                                           

                           

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

       

                          

                 

               

          

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                                

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 

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                 

         

       

                                                       

                                                                

                                                                                                                   

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                                                                                                                        


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       

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    




                                                                              


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                                                                                       

                                                                         

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                                                    

                                                            

                     

               



164

                                


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       

    

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                                                                                                                                                                                                                           

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                              

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        



                           



                                   



                                              



                                                   










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

       




Company profile

foreword

                                            

                                                  

                                               

                                         

                                              

                                                        

                   

     

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                                                                              

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                         

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                                                     

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       

                     

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                               

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                      

                                                                              

                                                                                                                                         

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                              

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                                                                           

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

       


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    

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                                                                              



                                                      

                       

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                               

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                                                   

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


     

     

                         

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168




     

           

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

       

                                                                                                                          

                                                

                                                                                                                                     

                                                                                                               

                             

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

       


Company profile

foreword

                                         

   

                            

              

                                                                             

                 

                  



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                               

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        

                                                        

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                                      

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

       

     

                                                                                                                                     

                                                                                                                   

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                                                                                                                                    

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                                                                                                                          


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

       

Company profile

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    


                                                                                



                                                



    




                                                                                                                                        

 

 





                   

           

                                      

                                                                  

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       

                                                                                                                                 

                    

4.



                                                                                  



                                             



                        4. Significant Events

Peristiwa Penting

                                                            



                                                                 

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


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

       

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                                                                                                              

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                                         

                

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                                                                                                             

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                          

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

       

                        



                                                             



          

  

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

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

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

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

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

     

     

     

     

     

 





     







                                        




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

       

Company profile

foreword

       


           


            



  

  

 

 

 

 

     

     

     

     

   

   

   

   

















  

                

        

   









176










         







       

     5. 

5.

Kas dan Setara Kas 

                                      





 

Cash and Cash Equivalents

 





      

      

  

  

        

        

  

  

      

      

 

 







                                     




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

       

Company profile

foreword

     6.

Piutang Usaha










                  


  




6. Accounts Receivable

   





                  

                  

  

  






178


                       

  

 



 





 







 

  

  

 

 







     









       

      

  

     



  

  

 

 

 

 

 

 



 

 

  

  

                            7.

  

             7. Subsidy Receivable

Piutang Subsidi

                       





 

           

  



 

                      

  

  

  










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

       

Company profile

foreword

    


                             8.





 

8.

Piutang Lain-lain  




        




9.







     

     

  

  

        


           9.

 




Inventories

 

    

    

                   

180



Persediaan

    

Other Receivables

 

                



                                   



    

                                













       

                                 10.



10. Advances

Uang Muka  

      

11. 

 

      

      

      

11. Prepaid Expenses

Beban Dibayar di Muka  

    

12. 

                               

 

    

    

12. Investment Available for Sales

Investasi Tersedia untuk Dijual

  

 

 

  

  

           

 



    



  

                   








181




CATATAN ATAS LAPORAN KEUANGAN foreword

13. 


    

Company profile



13. Fixed Assets

Aset Tetap

          

   


         


       

         

       

 

 





         



         

      

 

 





   

         

         

          

       

         

         

      

      

           

         

           

  

   

 

 

  





 

  

  

                                         

182

      



  

                            













       

                      14.

   14. Deferred Charges 

Beban Ditangguhkan  

        

 





      

      

                                                           15.



        

                                             15. Other Assets

Aset Lain-lain  

     

 

     

     

     














183







       

Company profile

foreword

     16. 

16. Accounts payables

Utang Usaha

                  




        




 

   



      

      





     

  

   

     



   







 





 






          

   





 





 

 

   


 

17. 

      





184

17. Other Payables

Utang Lain-lain


 







  

  

   















       

                     

 

               

               

              



18. 



18. Taxation

Perpajakan 



  

   



 

  



  





       







  







 

     



  





     



     



 





 

  

  

  










185







       

Company profile

foreword

    




             








          

         

        

          

   

  

  

   



























 

   

   






        


 









  

 




 

 





      



      



186

                         





 

  



 







       

      

      

     

         

                                              

19. 

          

                                                                     19. Accrued Expenses

Beban Masih Harus Dibayar  

       

20.

 

 

       

       

20. Others Long Term Liabilities

Liabilitas Jangka Panjang Lainnya

          



       



           








187







       

Company profile

foreword

     21. 

21. Post Employment Benefits

Imbalan Pasca Kerja


                                                       

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          


 

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   

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 

   



188


         

 



   

  

  

 

   

 

 

   



 





                          



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     



  



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 

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                                             

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         

     

   



     





   









       

              



   



        

   

   

                                          

                                                              



        





       

 



 





  

 





   





 

 

 

  

  

     

        

 

 

   



      

 

 

     

  



     















   

   




189





 foreword Company profile

       

             

        




  



  

22. Capital Stock


22. Modal                                         


   

   

                              

     


 



190


 











 

 

 

             

  

  

     

           

       



   





 



  



 







       

     23.

Selisih Nilai Transaksi Restrukturisasi Entitas Sepengendali

                   

23. Difference in Value of Restructuring Transaction of Entities Under Common Control                

       

24. 

      

     

24. Revenue

Pendapatan Usaha

       



   







   

       

      

      

       









    

   

   

    

                 







              








191







       

Company profile

foreword

    


                                     

25.



                                             25. Cost of Goods Sold

Beban Pokok Penjualan

        





   

 





   

    

   

   

    

    

   

   

    

                            26.




                       26. Selling Expenses

Beban Penjualan    

      

   

      

      

 

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      









       

     27.

27. General and Administrative Expenses

Beban Umum dan Administrasi    

            

28.

   

            

            

            

28. Other Income (Expense)

Pendapatan (Beban) Lain-lain    

   

           

          

          

           

      

     

     

      



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

       

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foreword

     29.

29. Transaction with Related Parties

Transaksi Pihak-pihak Berelasi


                                               






       

       

 

     

    

    

    

    

     

             

            

            

            

            

             

    

   

   

   

   

    

      

      

      

      

       

       



194

 

                                




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







       

              



 

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 

        



 



 

       

 

 

         



 

       



 

       



 

       



 

       



 

                



 

                 



 





 

        

                



   

 

 











    




195







       

Company profile

foreword

     30. 

30. Financial Assets and Financial Liablities

Aset Keuangan dan Liabilitas Keuangan

 


           

    



     


    

    

    

    

    

     

   

   

   

   

    

 

 

          

 

 

 

 

  














    

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

          

                                

                            

         

          

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         



196


 



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 

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 



 

   

   

   

   

    

   

   

   

   

    

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

       

     31. Manajemen Risiko Keuangan                                                                                                                                                                                                     

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31. Financial Risk Management                                                                                                                                                                                                                           

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

       


Company profile

foreword

                    

                                                     

    

  





   

 

    

                      

                                                       

                                          

32. Risk Capital Management

Manajemen Risiko Modal

                                                                  

198

   

    

            

32.


 




                                                              













       

                                                  

                           

33. Perjanjian Penting dan Perikatan 33. Significant Agreements and Commitments                                       

    

 

 

   

   

                    



  









     



    

                     

                                                                    



 







 













                                              

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                                                                                                          

                                                                                                              

                                          

                                 



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

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200


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34. Bantuan kepada Yayasan dan Organisasi Lainnya Diluar Perusahaan                                               

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

         34. Donation to Foundation and Other Organization Outside the Company                                             













       

     35.

35. Earnings Per Share

Laba Bersih Per Saham

                  

        

 

      

 













     

36.

36. Tanggung Jawab Manajemen atas Laporan Keuangan

Management Responsibility to the Financial Statements

                      





    
















201

Corporate Secretary, Head of Internal Audit Unit and General Managers

SEKRETARIS PERUSAHAAN, KEPALA SATUAN PENGAWAS INTERN DAN GENERAL MANAGER

1

2

1. Jamaludin, SE, SH, MH

Kepala Divisi Hukum Perusahaan Head of Corporate Lawyer

4

5

5. Ir. Agus Andiyani

General Manager Pemeliharaan Maintenance General Manager

2. Ir. Partedjo Mawarto, MM

6. Drs. Ade Firdaus Taufick

General Manager SBU Perkapalan Fleet General Manager

General Manager SDM Human Resources General Manager

3. Ir. H. H. Pram Harsono

7. Drs. M. Zain Ismed, MBA

General Manager Penjualan Sales General Manager

4. Ir. Bob Indriarto, A. S. MM

202

3

General Manager Operasi Operations General Manager


Sekretaris Perusahaan Corporate Secretary

6

7

8

9

10

8. Ir. Firdaus Roshad

General Manager Renbang Usaha Business Development Planning General Manager

11

12

General Manager P2K2L SHE, Production Planning & Controlling General Manager

13. Ir. Reza Esfan A., MBA

General Manager Umum General Affair General Manager

10. Darwisi Kemis, SE. Ak, MM

14. Ir. Bagya Sugihartana, MM

General Manager Keuangan Finance General Manager

14

12. Ir. Rachmanto Handani, MT

9. Drs. Effendi Ropie, MM General Manager Pemasaran Marketing General Manager

13

General Manager Jasa Teknik dan Pengadaan Engineering Services and Procurement General Manager

11. Drs. Faisal Warganegara, MM

Kepala Satuan Pengawasan Intern Head of Internal Audit Unit


203

Sertifikasi Sistem Manajemen MANAGEMENT SYSTEM CERTIFICATION Sistem Manajemen Mutu (SMM) ISO 9001:2008, sertifikat dikeluarkan oleh Badan Sertifikasi PT SGS Indonesia sejak tahun 1995 Certificate No. ID03/0303 Quality Management System (SMM) ISO 9001:2008, certificate issued by Certification Agency PT SGS Indonesia since 1995, Certificate No. ID03/0303 Sistem Manajemen Lingkungan (SML) ISO-14001:2004, sertifikat dikeluarkan oleh Badan Sertifikasi PT SGS Indonesia sejak tahun 1997 Certificate No. ID97/9643 Environmental Management System (SML) ISO-14001:2004, certificate issued by Certification Agency PT SGS Indonesia since 1997, Certificate No. ID97/9643 ISO 17025 adalah Sistem Management Laboratory, dikeluarkan oleh Badan Sertifikasi Komite Akreditasi Nasional (KAN) dikeluarkan tahun 2002, yang sebelumnya dikeluarkan oleh NATA-Australia. Certificate No.LK-058-IDN Certificate No. LP-127-IDN ISO 17025 is l Laboratory ManagementSystem, issued by Certification Agency National Accreditation Committee (KAN) issued in 2002, previously issued by NATA-Australia.Certificate No. LK-058-IDN Certificate No. LP-127-IDN Sertifikat Sistem Manajemen Kesehatan dan Keselamatan Kerja (SMK3) dikeluarkan oleh Departemen Tenaga Kerja, dan sertifikat terakhir didapat pada tahun 2002. Occupational Health and Safety Management System (SMK3) Certificate, issued by Manpower Department, and the most recent certificate obtained in 2002.

ISM-CODE adalah Sistem Manajemen untuk Pengoperasian Kapal dan Pencegahan Pencemaran, sertifikat dikeluarkan oleh Direktorat Jenderal Perhubungan Laut (HUBLA) sejak tahun 1998. ISM-CODE is a Management System for Vessel Operations and Pollution Prevention, certificate issued by Directorate General of Sea Transportation (HUBLA) since 1998. ISPS-CODE adalah suatu koda / aturan internasional yang mengatur keamanan kapal dan fasilitas pelabuhan dari ancaman teroris, pembajakan, perampokan di laut. Sertifikat Dermaga Untuk Keperluan Sendiri (DUKS), sertifikat dikeluarkan oleh Direktorat Jenderal Perhubungan Laut (HUBLA) sejak tanggal 9 Juni 2005. ISPS-CODE is an international code/rule to regulate safety of ships and port facilities from terrorist threat, piracy, sea robbery. Certificate of Port for Own Purpose (DUKS), certificate issued by Directorate General of Sea Transportation (HUBLA) since June 9, 2005. Sertifikat untuk Kapal Milik, 8 Kapal Milik sudah dapat Sertifikat Permanen dari PT Biro Klasifikasi Indonesia (BKI) sejak tahun 2005. Cerificate for Vessels, 8 Vessels have received Permanent Certificate from PT Biro Klasifikasi Indonesia (BKI) since 2005.

Sertifikat Standar Nasional Indonesia (SNI) untuk Produk Utama (NH3 & Urea Butiran) dan Produk Samping (CO2, Nitrogen & Oksigen), sertifikat dikeluarkan oleh Badan Sertifikasi Ls-Pro Departemen Perindustrian. Indonesia National Standard (SNI) certificate for Main Product (NH3 & Urea Granules) and Byproduct (CO2, Nitrogen & Oxygen), certificate issued by Certification Agency Ls-Pro Industry Department.

204


ALAMAT PT PUPUK SRIWIDJAJA PALEMBANG,

ADDRESS PT PUPUK SRIWIDJAJA PALEMBANG,

KANTOR PEMASARAN PUSRI DAERAH (PPD) DAN

KANTOR PEMASARAN PUSRI DAERAH (PPD) DAN

UNIT PENGANTONGAN PUPUK (UPP)

UNIT PENGANTONGAN PUPUK (UPP)

ALAMAT PT PUPUK SRIWIDJAJA PALEMBANG

ADDRESS OF PT PT PUPUK SRIWIDJAJA PALEMBANG

UNIT KERJA Kantor Pusat Palembang

Perwakilan Pusri Jakarta

ALAMAT & EMAIL

Tlp: 0711-712111, 712222

E-mail: [email protected] Web: http://www.pusri.co.id

Fax: 0711-712100, 712020

Jl. Taman Anggrek Kemanggisan Jaya Jakarta 11480

Tlp: 021-5481208

E-mail: [email protected]

Fax: 021-530281, 5480607

KANTOR PEMASARAN PUSRI DAERAH UNIT KERJA

TELEPON & FAX

Jl. Mayor Zen Palembang 30118

PUSRI REGIONAL MARKETING OFFICE ALAMAT & EMAIL

TELEPON & FAX

A. Penjualan Wilayah I

Jl. Mayor Zen Palembang 30118 E-mail: [email protected]

Tlp: 0711-712111, 712222 Fax: 0711-718010

PPD – Nanggroe Aceh Darussalam

Jl. Tengku H.M. Daud Beureueh No. 2 Nanggroe Aceh Darussalam 23121 E-mail: [email protected]

Tlp: 0651-32527 Fax: 0651-33823

PPD - Sumatera Utara

Jl. Gajah Mada No. 19/25 Medan 201534 E-mail: [email protected]

Tlp: 061-4157760, 4554221, 4555758 Fax: 061-4520550, 4143738

PPD - Sumatera Barat

Jl. H. Agus Salim No. 4 Padang 25121 E-mail: [email protected]

Tlp: 0751-22807, 32655 Fax: 0751-37181

PPD - Riau

Jl. Soekarno Hatta No. 88 Pakanbaru 28294 E-mail: [email protected]

Tlp: 0761-61014, 61015 Fax: 0761-61018

PPD - Jambi

Jl. H. Agus Salim Kota Baru Jambi 36122 E-mail: [email protected]

Tlp: 0741-444145 Fax: 0741-444146

PPD - Bengkulu

Jl. Pangeran Natadirdja No. 93 A Bengkulu 38225 E-mail: [email protected]

Tlp: 0736-21397 Fax: 0736-21326

PPD - Sumatera Selatan

Jl. Naskah Km 7 Palembang 30152 E-mail: [email protected]

Tlp: 0711-417530, 411079, 417876 Fax: 0711-410185

PPD Bangka Belitung

Jl. Raden Abdullah No. 188, RT/RW 004/001 Desa Opas Indah Kec. Taman Sari Kota Pangkal Pinang E-mail: [email protected]

Tlp: 0717-424942 Fax: 0717-433448

PPD - Lampung

Jl. Dr. Susilo No. 57 Bandar Lampung 35214 E-mail: [email protected]

Tlp: 0721-262166, 262786 Fax: 0721-250444, 261112

PPD - Kalimantan Barat

Jl. Adisucipto Km 4 Pontianak 78124 E-mail: [email protected]

Tlp: 0561-732731 Fax: 0561-732673

PPD – Kalimantan Selatan

Jl. Brigjen Hasan Basri Kayutangi No. 4 Banjarmasin 70123 E-mail: [email protected]

Tlp: 0511-305125, 304382, Fax: 0511-3305124


205

lanjutan UNIT KERJA

ALAMAT & EMAIL

B. Penjualan Wilayah II

Jl. Mayor Zen Palembang 30118 E-mail: [email protected]

Tlp: 0711-712111, 712222 Fax: 0711-718011

PPD - Banten

Jl. Jend Sudirman (Kesuren Sumur Pecung) Serang E-mail: [email protected]

Tlp: 0254-207898 Fax: 0254-207998

PPD - Jawa Barat

Jl. Soekarno-Hatta No. 223 By Pass Bandung 40233 E-mail: [email protected]

Tlp: 022-6030195, 6037512, 6122710 Fax: 022-6017277

PPD - D.I.Yogyakarta

Jl. Arteri Ringroad Maguwoharjo Sleman Yogyakarta 55282 E-mail: [email protected]

Tlp: 0274-489063 Fax: 0274-488376

PPD - Jawa Tengah

Jl. Imam Bonjol No. 208 Semarang 50132 E-mail: [email protected]

Tlp: 024-3547702, 3565071, 3518208, 3545810 Fax: 024-3544150

PPD - Jawa Timur

Jl. Genteng Kali No. 55 Surabaya 60275 E-mail: [email protected]

Tlp: 031-5322567, 5322568, 5340281, 5351366 Fax: 031-5346240, 5471608

PPD - Sulawesi Selatan

Jl. A.P. Pettarani Panakukang Makasar 90222 E-mail: [email protected]

Tlp: 0411-440127, 440129 Fax: 0411-443662

UNIT PENGANTONGAN PUPUK (UPP) UNIT KERJA

206

TELEPON & FAX

FERTILIZER BAGGING UNIT (UPP)

ALAMAT & EMAIL

TELEPON & FAKS

UPP - Belawan

Jl. Sulawesi II Belawan 20411 E-mail: [email protected]

Tlp: 061-6941913, 6941624, 6941672 Fax: 061-6941918

UPP - Cilacap

Jl. DI Panjaitan No. 58 Cilacap 53213 E-mail: [email protected]

Tlp: 0282-534505, 533768 Fax: 0282-536327

UPP - Meneng

Jl. Raya Situbondo Tanjung Wangi 68423 E-mail: [email protected]

Tlp: 0333-510011, 510014 Fax: 0333-510355

UPP - Semarang

Jl. Deli Baru No. 5 Tanjung Emas Semarang E-mail: [email protected]

Tlp: 024-3561617 Fax: 024-3540612

UPP - Surabaya

Jl. Nilam Timur No. 1 Tanjung Perak Surabaya E-mail: [email protected]

Tlp: 031-3293508, 3293509 Fax: 031-3294575


REFERENSI BAPEPAM-LK

REFERENCE OF BAPEPAM-LK

KRITERIA I.

PENJELASAN

HAL

Umum | General

1. Laporan tahunan disajikan dalam bahasa Indonesia yang baik dan benar dan dianjurkan menyajikan juga dalam bahasa Inggris. Annual report is presented in good and proper Indonesian language and it is also advised to present the report in English.



2. Laporan tahunan dicetak dengan kualitas yang baik dan menggunakan jenis dan ukuran huruf yang mudah dibaca. Annual report is printed in good quality and use readable type and size of font.



3. Laporan tahunan mencantumkan identitas perusahaan dengan jelas Annual report clearly states the identity of the company

1. Sampul muka; Front cover; 2. Samping; Sides; 3. Sampul belakang; dan Back cover; and 4. Setiap halaman Each page



4. Laporan tahunan ditampilkan di website Perusahaan Annual report is displayed on the company website



II. Ikhtisar Data Keuangan Penting Summary of Vital Financial Data 1. Informasi hasil usaha perusahaan dalam bentuk perbandingan selama 5 (lima) tahun buku Information on the result of company operations in comparative form over a period of 5 (five) fiscal years

1. 2. 3. 4.

Penjualan/pendapatan usaha Sales/operating income Laba (rugi) Profit (loss) Total laba (rugi) komprehensif Comprehensive total profit (loss) Laba (rugi) per saham Profit (loss) per share

posisi keuangan 2. Informasi perusahaan dalam bentuk perbandingan selama 5 (lima) tahun buku Information on company financial position in comparative form over 5 (five) fiscal years

1. Modal kerja bersih Net working capital 2. Jumlah investasi pada entitas lain Total investment in other entity 3. Jumlah aset Total assets 4. Jumlah liabilitas Total liabilities 5. Jumlah ekuitas Total equity

3. Rasio keuangan dalam bentuk perbandingan selama 5 (lima) tahun buku Financial ratios in comparative form over 5 (five) fiscal years

Informasi memuat 5 (lima) rasio keuangan yang umum dan relevan dengan industri perusahaan Information contains 5 (five) financial ratios that are common and relevant with the company’s industry

4. Informasi harga saham dalam bentuk tabel dan grafik. Information of share price in the form of tables and graphs.

1. Harga saham tertinggi, Highest share price, 2. Harga saham terendah, Lowest share price, 3. Harga saham penutupan, Closing share price, 4. Volume saham yang diperdagangkan untuk setiap masa triwulan dalam 2 (dua) tahun buku terakhir (jika ada). Volume of shares traded in each quarter within the last 2 ( two) fiscal years ( if applicable )

5. Informasi mengenai obligasi, sukuk atau obligasi konvertibel yang masih beredar dalam 2 (dua) tahun buku terakhir Information on outstanding bonds, Islamic bonds or convertible bonds within the last 2 (two) fiscal years

1. Jumlah obligasi/sukuk/obligasi konversi yang beredar (outstanding) Total outstanding bonds/Islamic bonds/convertible bonds 2. Tingkat bunga/imbalan Interest rates/yield 3. Tanggal jatuh tempo Maturity date 4. Peringkat obligasi/sukuk Bond/Islamic bond ratings

5

5

5

Tidak berlaku Not applicable



207

KRITERIA

PENJELASAN

HAL

III. Laporan Dewan Komisaris dan Direksi Board of Commissioners and Directors’ Reports 1. Laporan Dewan Komisaris Board of Commissioners’ Report

1. Penilaian atas kinerja Direksi mengenai pengelolaan perusahaan Assessment on the performance of the Board of Directors in managing the company 2. Pandangan atas prospek usaha perusahaan yang disusun oleh Direksi. View on the prospects of the company`s business as established by the Board of Directors. 3. Komite-komite yang berada dibawah pengawasan Dewan Komisaris. Committees under supervision of the Board of Commissioners.. 4. Perubahan komposisi Dewan Komisaris (jika ada) Changes in the composition of the Board of Commissioners ( if any)

10

1. Analisis atas kinerja perusahaan misalnya kebijakan strategis, perbandingan antara hasil yang dicapai dengan yang ditargetkan, dan kendala-kendala yang dihadapi perusahaan. Analysis on the company’s performance such as strategic policies, comparison between result and target, and obstacles faced. 2. Prospek usaha Business prospect 3. Penerapan tata kelola perusahaan yang baik yang telah dilaksanakan oleh perusahaan Good corporate governance that has been implemented by the company 4. Perubahan komposisi dewan Direksi (jika ada). Changes in composition of Board of Directors (if any).

14

3. Tanda tangan anggota Direksi dan 1. Tanda tangan dituangkan pada lembaran tersendiri anggota Dewan Komisaris Signatures are set on a separate page. Signature of members of Board 2. Pernyataan bahwa Direksi dan Dewan Komisaris bertanggung jawab of Directors and Board of penuh atas kebenaran isi laporan tahunan. Commissioners Statement that the Board of Directors and the Board of Commissioners are fully responsible for the accuracy of the annual report. 3. Ditandatangani seluruh anggota Dewan Komisaris dan anggota Direksi dengan menyebutkan nama dan jabatannya. Signed by all members of the Board of Commissioners and Board of Directors, stating their names and position. 4. Penjelasan tertulis dalam surat tersendiri dari yang bersangkutan dalam hal terdapat anggota Dewan Komisaris atau Direksi yang tidak menandatangani laporan tahunan, atau penjelasan tertulis dalam surat tersendiri dari anggota yang lain dalam hal tidak terdapat penjelasan tertulis dari yang bersangkutan. A written explanation in a separate letter from each member of the Board of Commissioners or Board of Directors who does not sign the annual report , or written explanation in a separate letter from other members in the event that there is no written explanation provided by the concerned member.

138

2. Laporan Direksi Directors’ Report

IV. Profil Perusahaan Company Profile

208

1. Nama lengkap dan alamat perusahaan Complete name and address of the company

Informasi memuat antara lain nama dan alamat, kode pos, no. Telp, no. Fax, email, dan website. Information contains name and address, zip code, telephone number, facsimile, email, and website.

28

2. Riwayat singkat perusahaan Brief history of the company

1. Tanggal/tahun pendirian Date/year of establishment 2. Nama, dan perubahan nama perusahaan (jika ada). Name and change of company name (if any).

29

3. Bidang usaha Line of business

Meliputi produk dan jasa yang dihasilkan. Includes products and services produced.

32

4. Struktur organisasi Organizational Bagan organisasi, meliputi nama dan jabatan Structure Organizational chart including names and positions

37

5. Visi dan misi perusahaan Company vision and mission

1. Visi perusahaan Company vision 2. Misi perusahaan Company mission

31

6. Identitas dan riwayat hidup singkat anggota Dewan Komisaris Identity and brief curriculum vitae of the members of the Board of Commissioners.

1. Nama Name 2. Jabatan Position 3. Umur Age 4. Pendidikan Education 5. Pengalaman kerja Working experience

20

7. Identitas dan riwayat hidup singkat anggota Direksi Identity and brief curriculum vitae of the members of the Board of Directors

1. Nama Name 2. Jabatan Position 3. Umur Age 4. Pendidikan Education 5. Pengalaman kerja Working experience

24


KRITERIA

PENJELASAN

HAL

8. Jumlah karyawan (komparatif 2 tahun) dan deskripsi pengembangan kompetensinya (misal: aspek pendidikan dan pelatihan karyawan) Number of employees ( comparative in two years) and description of competence building (for example aspect of education and training of employees )

1. Jumlah karyawan untuk masing-masing level organisasi The number of employees for each level of the organization. 2. Jumlah karyawan untuk masing-masing tingkat pendidikan The number of employees for each level of education 3. Pelatihan karyawan yang telah dan akan dilakukan Training of employees that have been conducted 4. Adanya persamaan kesempatan kepada seluruh karyawan Equal opportunity to all employees. 5. Biaya yang telah dikeluarkan Expenses incurred

9. Komposisi pemegang saham Composition of shareholders

1. Nama pemegang saham yang memiliki 5% atau lebih saham Names of shareholders controlling 5% or more shares 2. Nama direktur dan komisaris yang memiliki saham Directors and Comissioners who own shares. 3. Pemegang saham masyarakat dengan kepemilikan saham masing-masing kurang dari 5% Public shareholders with respective share ownership less than 5%.

44

10. Daftar entitas anak dan/atau entitas 1. Nama entitas anak/asosiasi Names of subsidiaries/affiliated entities. asosiasi 2. Persentase kepemilikan saham Percentage of share ownership List subsidiaries and or affiliated 3. Keterangan tentang bidang usaha entitas anak atau entitas asosiasi entities Information on the line of business of the subsidiary or affiliated entities. 4. Keterangan status operasi entitas anak atau entitas asosiasi (telah beroperasi atau belum beroperasi) Explanation regarding the operational status of subsidiary or affiliated entities (already operating or not yet operating) 11. Kronologis pencatatan saham Chronology of shares listing

12. Kronologis pencatatan Efek lainnya Chronology of other securities listing

15. Nama dan alamat entitas anak dan atau kantor cabang atau kantor perwakilan (jika ada) Name and address of subsidiary entities and or branch office or representative office ( if any)


1. Kronologis pencatatan saham Chronology of shares listing. 2. Jenis tindakan korporasi (corporate action) yang menyebabkan perubahan jumlah saham Types of corporate action that cause changes in the number of shares. 3. Perubahan jumlah saham dari awal pencatatan sampai dengan akhir tahun buku Changes in the number of shares from the beginning of listing up to the end of the fiscal year. 4. Nama bursa dimana saham perusahaan dicatatkan Name of Stock Exchange where the company’s shares are listed.


1. Kronologis pencatatan Efek lainnya Chronology of other securities listing 2. Jenis tindakan korporasi (corporate action) yang menyebabkan perubahan jumlah Efek lainnya Types of corporate action that cause changes in the number of other securities 3. Perubahan jumlah Efek lainnya dari awal pencatatan sampai dengan akhir tahun buku Changes in the number of other securities from the beginning of listing up to the end of the fiscal year. 4. Nama Bursa dimana Efek lainnya perusahaan dicatatkan Name of Stock Exchange where the company’s other securities are listed. 5. Peringkat Efek Ratings of other securities


13. Nama dan alamat lembaga dan/ 1. Nama dan alamat BAE Name and address of BAE atau profesi penunjang pasar modal 2. Nama dan alamat Kantor Akuntan Publik Name and address of institution Name and address of the Public Accountant`s Office. and/or the capital market 3. Nama dan alamat Perusahaan Pemeringkat Efek supporting profession Name and address of the securities rating company 14. Penghargaan dan atau sertifikasi yang diterima perusahaan baik yang berskala nasional maupun internasional Award and certification received by the company, both on a national and international scale



1. Nama penghargaan dan atau sertifikat Name of award and/or certificate. 2. Tahun perolehan Year of receiving 3. Badan pemberi penghargaan dan atau sertifikat Institution presenting the award and/or certificate. 4. Masa berlaku (untuk sertifikasi) Period of validity (for certificationZ

8

Lampiran Appendix


209

KRITERIA

PENJELASAN

HAL

V. Analisa dan Pembahasan Manajamen atas Kinerja Perusahaan Management Analysis and Discussion on the Company Performance 1. Tinjauan operasi per segmen usaha 1. Produksi/kegiatan usaha; Production/business activities; Operation review per business 2. Peningkatan/penurunan kapasitas produksi; segment Increase/decrease of production capacity; 3. Penjualan/pendapatan usaha; Sales/operating income; 4. Profitabilitas Profitability 2. Uraian atas kinerja keuangan perusahaan Description of company`s financial performance.

Analisis kinerja keuangan yang mencakup perbandingan antara kinerja keuangan tahun yang bersangkutan dengan tahun sebelumnya (dalam bentuk narasi dan tabel), Analysis of the financial performance which include a comparison between the financial performance of the current year and that of the previous year ( in the form of narration and tables ) , 1. Aset lancar, aset tidak lancar, dan jumlah aset; Current assets, non-current assets, and total assets; 2. Liabilitas jangka pendek, liabilitas jangka panjang, dan total liabilitas; Current liabilities, non-current liabilities, and total liabilities; 3. Penjualan/pendapatan usaha, beban dan laba (rugi); Sales/operating income, expenses and profit (loss); 4. Pendapatan komprehensif lain, dan total laba (rugi) komprehensif Comprehensive other incaome and comprehensive total profit (loss) 5. Arus kas Cashflow

68

3. Bahasan dan analisis tentang 1. Kemampuan membayar utang, baik jangka pendek maupun jangka kemampuan membayar utang panjang dan tingkat kolektibilitas piutang Capacity to pay debts, both short-term and long-term perusahaan 2. Tingkat kolektibilitas piutang Collectability of account receivables and analysis on Discussion the capacity to pay debts and collectability the company`s account receivables

NA

4. Bahasan tentang struktur modal 1. Struktur modal, Capital structure, (capital structure), dan kebijakan 2. Kebijakan manajemen atas struktur modal Capital structure policy manajemen atas struktur modal 3. Tingkat solvabilitas Perusahaan The Company’s solvency rate (capital structure policy) Discussion on capital structure, and capital structure policies.

NA

5. Bahasan mengenai ikatan yang material untuk investasi barang modal Discussion on material ties for the investment of capital goods.

210

54

1. Tujuan dari ikatan tersebut Purpose of the ties. 2. Sumber dana yang diharapkan untuk memenuhi ikatan-ikatan tersebut Source of funds expected to fulfill the ties. 3. Mata uang yang menjadi denominasi Currency of denomination 4. Langkah-langkah yang direncanakan perusahaan untuk melindungi risiko dari posisi mata uang asing yang terkait Measures planned by the company for protection against risks from related foreign currency

NA

6. Jika laporan keuangan Penjelasan mengenai: Explanation regarding: mengungkapkan peningkatan 1. Besaran peningkatan/penurunan penjualan atau pendapatan bersih Amount of increase/decrease in sales or net income atau penurunan yang material dari penjualan/pendapatan bersih, 2. Faktor penyebab peningkatan/penurunan material dari penjualan atau pendapatan bersih yang dikaitkan dengan jumlah barang atau jasa yang maka berikan bahasan tentang sejauh mana perubahan tersebut dijual, dan atau adanya produksi atau jasa baru Factors that cause material increase/decrease of sales or net income related dapat dikaitkan dengan jumlah barang atau jasa yang dijual, dan to the amount of products or services sold, and/or there is new product or atau adanya produk atau jasa baru service If financial statements disclose material increase or decrease from sales/net income, a discussion should be provided to the extent that such changes can be linked to the amount of products or services sold, and/or there is new product or service

NA

tentang dampak Ada atau tidak ada pengungkapan 7. Bahasan perubahan harga terhadap Disclosure or no disclosure penjualan/ pendapatan bersih perusahaan serta laba perusahaan selama 2 (dua) tahun atau sejak perusahaan memulai usahanya Discussion on the impact of the price change on the company’s sales and net income as well as the company’s profit for the past 2 (two) years or since the company started its business

NA


KRITERIA

PENJELASAN

HAL

8. Informasi dan fakta material yang terjadi setelah tanggal laporan akuntan Material information and facts that occurred after the date of the accountant’s report

Uraian kejadian penting setelah tanggal laporan akuntan termasuk dampaknya terhadap kinerja dan risiko usaha di masa mendatang. Catatan: apabila tidak ada kejadian penting setelah tanggal laporan akuntan, agar diungkapkan Description of important events after the date of the accountant’s report including their impact on performance and business risks in the future Note: disclose if there was no significant event after the date of the accountant’s report.

NA

9. Uraian tentang prospek usaha perusahaan Description of the company’s business prospects

Uraian mengenai prospek perusahaan dikaitkan dengan industri dan ekonomi secara umum disertai data pendukung kuantitatif dari sumber data yang layak dipercaya Description on the company’s prospects in connection with industry and economy in general, along with supporting quantitative data from reliable data source.

NA

10. Uraian tentang aspek pemasaran Description on marketing aspects

Uraian tentang aspek pemasaran atas produk dan/atau jasa perusahaan, antara lain pangsa pasar Description on marketing apsect of the company’s products and/or services, including market share

NA

11. Uraian mengenai kebijakan dividen 1. Jumlah dividen Amount of dividen dan jumlah dividen kas per saham 2. Jumlah dividen per saham Amount of dividend per share dan jumlah dividen per tahun yang 3. Payout ratio untuk masing-masing tahun Payout ratio for each year diumumkan atau dibayar selama 2 Catatan: apabila tidak ada pembagian dividen, agar diungkapkan (dua) tahun buku terakhir alasannya Description regarding dividend Note: disclose the reasons if there is no distribution of dividend. policy and and amount of cash dividend per share and amount of dividend per year as announced or paid during the past 2 (two) fiscal years

NA

12. Realisasi penggunaan dana hasil 1. Total perolehan dana, Total proceeds, penawaran umum (dalam hal 2. Rencana penggunaan dana, Budget plan, perusahaan masih diwajibkan 3. Rincian penggunaan dana, Details of budget plan, menyampaikan laporan realisasi 4. Saldo dana Balance of funds penggunaan dana) Realization of uses of funds obtained from public offering (in term of the company is required to report the budget plan realization)

NA

13. material mengenai 1. Tujuan dilakukannya transaksi; The purpose of transaction; Informasi investasi, ekspansi, divestasi, akuisisi 2. Nilai transaksi atau jumlah yang direstrukturisasi; atau restrukturisasi utang/modal. Value of transaction or amount restructured; Material information regarding 3. Sumber dana. Source of fund. investment, expansion, divestment, Catatan: apabila tidak mempunyai transaksi dimaksud, agar diungkapkan acquisition, debt/capital Note: disclose if there is no such transaction restructuring.

66

transaksi material 14. Informasi yang mengandung benturan kepentingan dan/atau transaksi dengan pihak afiliasi. Material information containing conflict of interest and/or transaction with affiliated parties.

1. Nama pihak yang bertransaksi Name of parties in the transaction; 2. Sifat hubungan afiliasi; The nature of affiliation; 3. Penjelasan mengenai kewajaran transaksi Description of the transaction fairness 4. Realisasi transaksi pada periode berjalan Transaction realization in the current period Catatan: apabila tidak mempunyai transaksi dimaksud, agar diungkapkan Note: disclose if there is no such transaction

NA

15. Uraian mengenai perubahan peraturan perundang-undangan yang berpengaruh signifikan terhadap perusahaan Description regarding changes in laws and regulations that have significant impact on the company.

1. Perubahan peraturan perundang-undangan Changes of laws and regulations 2. Dampaknya terhadap perusahaan Impact on the company Catatan: apabila tidak terdapat perubahan peraturan perundangundangan yang berpengaruh signifikan, agar diungkapkan Note: disclose if there is no change in laws and regulations that has significant impact on the company

NA

mengenai perubahan 1. Perubahan kebijakan akuntansi Change in accounting policy 16. Uraian kebijakan akuntansi 2. Alasan perubahan kebijakan akuntansi Reasons of accounting policy change Description regarding changes in accounting policy 3. Dampaknya terhadap laporan keuangan The impact on financial statements

NA


211

KRITERIA

PENJELASAN

HAL

1. Uraian pelaksanaan tugas Dewan Komisaris Description of the Board of Commissioners’ task implementation 2. Pengungkapan prosedur penetapan remunerasi Disclosing the procedure for determining remuneration. 3. Besarnya remunerasi untuk setiap anggota dewan komisaris The amount of remuneration for every member of the Board of Commissioners. 4. Frekuensi pertemuan Frequency of meetings 5. Tingkat kehadiran Dewan Komisaris dalam pertemuan Board of Commissioners’ meeting attendance rate

80

1. Ruang lingkup dan tanggung jawab masing-masing anggota Direksi. Scope of work and responsibility of each member of the Board of Directors. 2. Pengungkapan prosedur penetapanremunerasi Disclosing the procedure for determining remuneration. 3. Besarnya remunerasi untuk setiap anggota Direksi The amount of remuneration for every member of the Board of Directors. 4. Frekuensi pertemuan Frequency of meetings 5. Tingkat kehadiran anggota Direksi dalam pertemuan Board of Directors’ meeting attendance rate 6. Program pelatihan dalam rangka meningkatkan kompetensi Direksi Training program to enhance the competence of directors.

83

1. Proses pelaksanaan assessment atas kinerja anggota Dewan Komisaris dan/ atau Direksi Process of assessment on members of Board of Commissioners and/or Directors 2. Kriteria yang digunakan dalam pelaksanaan assessment atas kinerja anggota Dewan Komisaris dan/atau Direksi Criteria used in assessment on members of Board of Commissioners and/ or Directors 3. Pihak yang melakukan assessment Parties conducting the assessment

78

4. mengenai kebijakan 1. Pengungkapan prosedur penetapan remunerasi tertuang dalam SOP Uraian remunerasi bagi Direksi Disclosure of remuneration determination procedures is stipulated in SOP Description on remuneration policy 2. Indikator kinerja untuk mengukur performance Direksi for Board of Directors Performance indicator to measure the Board of Directors’ performance

86

VI. Good Corporate Governance Good Corporate Governance 1. Uraian Dewan Komisaris Description on the Board Commissioners

2. Uraian Direksi Description on Directors

the

Board

of

of

3. Assessment terhadap anggota Dewan Komisaris dan/atau Direksi Assessment on members of Board of Commissioners and/or Directors

5. Komite Audit Audit Committee

6. Komite Nominasi Nomination Committee

7. Komite Remunerasi Remuneration Committee

212


1. Nama dan jabatan anggota komite audit Name, position and brief curriculum vitae of audit committee members 2. Kualifikasi pendidikan dan pengalaman kerja anggota komite audit Qualification of education and working experience of audit committee members 3. Independensi anggota komite audit Audit committee members’ independence 4. Uraian tugas dan tanggung jawab Description of duties and responsibilities 5. Laporan singkat pelaksanaan kegiatan komite audit Brief report on audit committee’s activities 6. Frekuensi pertemuan dan tingkat kehadiran komite audit Frequency of meetings and attendance rate of audit committee

87

1. Nama, jabatan, dan riwayat hidup singkat anggota komite nominasi Name, position and brief curriculum vitae of nomination committee’s members 2. Independensi anggota komite nominasi Nomination committee members’ independence 3. Uraian tugas dan tanggung jawab Description of duties and responsibilities 4. Uraian pelaksanaan kegiatan komite nominasi Description on nomination committee’s activities 5. Frekuensi pertemuan dan tingkat kehadiran komite nominasi Frequency of meetings and attendance rate of nomination committee

NA

1. Nama, jabatan, dan riwayat hidup singkat anggota komite remunerasi Name, position and brief curriculum vitae of remuneration committee’s members 2. Independensi anggota komite remunerasi Remuneration committee members’ independence 3. Uraian tugas dan tanggung jawab Description of duties and responsibilities 4. Uraian pelaksanaan kegiatan komite remunerasi Description on remuneration committee’s activities 5. Frekuensi pertemuan dan tingkat kehadiran komite remunerasi Frequency of meetings and attendance rate of remuneration committee

NA

KRITERIA

PENJELASAN

HAL

8. Komite-komite lain di bawah 1. Nama, jabatan, dan riwayat hidup singkat anggota komite lain Dewan Komisaris yang dimiliki oleh Name, position and brief curriculum vitae of other committees’ members perusahaan 2. Independensi anggota komite lain Other committees under Board of Other committees’ members’ independence Commissioners in the company 3. Uraian tugas dan tanggung jawab. Description of duties and responsibilities 4. Uraian pelaksanaan kegiatan komite lain Description on other committees’ activities 5. Frekuensi pertemuan dan tingkat kehadiran komite lain Frequency of meetings and attendance rate of other committees

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9. Uraian tugas dan fungsi Sekretaris Perusahaan Description on duties and function of Corporate Secretary

1. Nama dan riwayat jabatan singkat sekretaris perusahaan Name and brief history of position of corporate secretary 2. Uraian pelaksanaan tugas sekretaris perusahaan Description of duties performed by corporate secretary

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10. Uraian mengenai unit audit internal Description on internal audit unit

1. Nama ketua unit audit internal Name of internal audit unit head 2. Kualifikasi/sertifikasi sebagai profesi audit internal Qualification/certification for internal audit profession 3. Struktur atau kedudukan unit audit internal Structure or position of internal audit unit 4. Keberadaan piagam unit audit internal The existence of internal audit charter 5. Uraian pelaksanaan tugas Description of duty implementation

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1. Jumlah periode akuntan telah melakukan audit laporan keuangan tahunan perusahaan The accountant’s number of periods of performing audit on the company’s annual financial statements 2. Jumlah periode Kantor Akuntan Publik telah melakukan audit laporan keuangan tahunan perusahaan Public Accountant Office’s number of periods of performing audit on the company’s annual financial statements 3. Besarnya fee audit dan jasa atestasi lainnya (dalam hal akuntan memberikan jasa atestasi lainnya bersamaan dengan audit) The amount of fee for audit and other attestation services (in which case the accountant provides other attestation services at the same time with audit) 4. Jasa lain yang diberikan akuntan selain jasa financial audit Other service provided by the accountant in addition to financial audit.

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11. Akuntan Perseroan Company Accountant

12. Uraian mengenai manajemen risiko 1. Penjelasan mengenai sistem manajemen risiko perusahaan Description on risk management system Description on company risk 2. Upaya untuk mengelola risiko tersebut Efforts in managing the risks management

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13. mengenai sistem 1. Penjelasan singkat mengenai sistem pengendalian intern Uraian pengendalian intern Description on internal control system Description on internal control 2. Penjelasan mengenai evaluasi yang dilakukan atas efektivitas sistem system pengendalian intern Description of evaluation on affectivities internal control system

NA

14. Uraian mengenai corporate social 1. Kebijakan Policies responsibility yang terkait dengan 2. Kegiatan yang dilakukan Activities conducted lingkungan hidup 3. Dampak keuangan dari kegiatan terkait program lingkungan hidup, seperti on corporate penggunaan material dan energi yang ramah lingkungan dan dapat didaur Description social responsibility related to ulang, sistem pengolahan limbah perusahaan, dan lain-lain environment Financial impact from activities related to environmental program, such as uses of environmentally friendly and recycleable material and energy , the company’s waste treatment system, and others 4. Sertifikasi di bidang lingkungan yang dimiliki Certification in environment that is owned by the Company

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15. Uraian mengenai corporate social 1. Kebijakan Policies responsibility yang terkait dengan 2. Kegiatan yang dilakukan dan Activities conducted, and ketenagakerjaan, kesehatan dan 3. Dampak keuangan dari kegiatan terkait praktik ketenagakerjaan, kesehatan, keselamatan kerja dan keselamatan kerja, seperti kesetaraan gender dan kesempatan on corporate Description kerja, sarana dan keselamatan kerja, tingkat turnover karyawan, tingkat social responsibility related to kecelakaan kerja, pelatihan, dan lain-lain employment, occupational health Financial impact from activities related to employment practices, and safety occupational health and safety, such as gender equality and job opportunity, working facilities and safety, employee turnover, work accident rate, training and others

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16. Uraian mengenai corporate 1. Kebijakan, Policies social responsibility yang terkait 2. Kegiatan yang dilakukan, dan Activities conducted, and dengan pengembangan sosial dan 3. Dampak keuangan dari kegiatan terkait pengembangan sosial dan kemasyarakatan kemasyarakatan, seperti penggunaan tenaga kerja lokal, pemberdayaan Description on corporate social masyarakat sekitar perusahaan, perbaikan sarana dan prasarana sosial, responsibility related to social and bentuk donasi lainnya, dan lain-lain community development Financial impact from activities related to social and community development, such as employment of local manpower, empowerment of the company’s surronding community, rehabilition of social facilities and infrastructure, other forms of donation and others

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17. Uraian mengenai corporate social 1. Kebijakan, Policies responsibility yang terkait dengan 2. Kegiatan yang dilakukan, dan Activities conducted, and tanggung jawab kepada konsumen 3. Dampak keuangan dari kegiatan terkait tanggung jawab produk, seperti kesehatan dan keselamatan konsumen, informasi produk, sarana, jumlah Description on corporate social responsibility related responsibility dan penanggulangan atas pengaduan konsumen, dan lain-lain towards consumer Financial impact from activities related to product responsibility, such as consumer’s health and safety, product information, facilities, number and settlement of consumer complaints, and others

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18. Perkara penting yang sedang 1. Pokok perkara/gugatan Material of the case/lawsuit dihadapi oleh perusahaan, entitas 2. Status penyelesaian perkara/gugatan anak, anggota Direksi dan/atau Status of settlement of case/ lawsuit anggota Dewan Komisaris yang 3. Pengaruhnya terhadap kondisi keuangan perusahaan menjabat pada periode laporan Potential impacts on the financial condition of the company. tahunan Catatan: dalam hal tidak berperkara, agar diungkapkan Important cases faced by the Note: Disclose if there is no important case Company, subsidiaries, members of Board of Directors and/or the Board of Commissioners serving within the period of annual report.

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19. informasi dan Akses perusahaan Access information and data

data

20. Bahasan mengenai kode etik Discussion on code of ethics

Uraian mengenai tersedianya akses informasi dan data perusahaan kepada publik, misalnya melalui website, media massa, mailing list, buletin, pertemuan dengan analis, dan sebagainya Description on the availability of access to corporate information and data to the public, such as through website, mass media, mailing list, bulletin, meeting with analyst, etc. 1. Keberadaan kode etik The existence of the Code of ethics 2. Isi kode etik Content of code of ethics 3. Pengungkapan bahwa kode etik berlaku bagi seluruh level organisasi Disclosure that code of ethics applies to all levels of organization 4. Upaya dalam penerapan dan penegakannya Efforts to implement and uphold 5. Pernyataan mengenai budaya perusahaan (corporate culture) yang dimiliki perusahaan Statement concerning the corporate culture.

21. Pengungkapan mengenai 1. Penyampaian laporan pelanggaran Submission of violation report whistleblowing system 2. Perlindungan bagi whistleblower Protection for whistleblower Disclosure of whistleblowing system 3. Penanganan pengaduan Handling of reports 4. Pihak yang mengelola pengaduan. Parties that manage the reports. VII. Informasi Keuangan Financial Information 1. Surat Pernyataan Direksi tentang Tanggung Jawab Direksi atas Laporan Keuangan Statement by the Board of Directors regarding the Responsibility of the Board of Directors on the Financial Statement

Kesesuaian dengan peraturan Bapepam-LK No VIII. G. 11 Surat Pernyataan Direksi tentang Tanggung Jawab Direksi atas Laporan Keuangan Compliance with Bapepam-LK Regulation No VIII. G. 11 on Responsibility of the Board of Directors on the Financial Statement.

2. Opini auditor independen atas laporan keuangan Independent auditor’s opinion on the financial statement 3. Deskripsi auditor independen di 1. Nama & tanda tangan Name & signature opini 2. Tanggal Laporan Audit Date of Audit Report Description of the independent 3. No. ijin KAP dan nomor ijin Akuntan Publik Auditor in the opinion KAP and Public Accountant license numbers

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Laporan keuangan yang lengkap Comprehensive financial statement

PENJELASAN 1. 2. 3. 4. 5. 6.

HAL

Laporan posisi keuangan (neraca) Balance Sheet Laporan laba rugi komprehensif Comprehensive Income statement Laporan perubahan ekuitas Equity statement Laporan arus kas Cash flow report Catatan atas laporan keuangan Notes of the financial statements Laporan posisi keuangan pada awal periode komparatif yang disajikan ketika entitas menerapkan suatu kebijakan akuntansi secara retrospektif atau membuat penyajian kembali pos-pos laporan keuangan, atau ketika entitas mereklasifikasi pos-pos dalam laporan keuangannya (jika relevan) Report on comparative financial position at the beginning period presented when an entity adopt an accounting policy retrospectively or preparing presentation again of financial statements’ posts or when an entity reclassifies posts in its finacial statements (if relevant).

5. Pengungkapan dalam catatan atas Ada atau tidak ada pengungkapan sesuai dengan PSAK laporan keuangan ketika entitas Disclosure or no disclosure in accordance with PSAK menerapkan suatu kebijakan akuntansi secara retrospektif atau membuat penyajian kembali pospos laporan keuangan, atau ketika entitas mereklasifikasi pos-pos dalam laporan keuangannya Disclosure of notes on financial statements when an entity implements an accounting policy retrospectively or preparing again the presentation of financial statements’ posts or when an entity reclassifies posts in its finacial statements. 6. Perbandingan tingkat profitabilitas Comparison of profitability

Perbandingan laba (rugi) tahun berjalan dengan tahun sebelumnya The ratio of profit/loss from operations of the current year with previous year

7. Laporan arus kas Cash Flow report

1. Pengelompokan dalam tiga kategori aktivitas: operasi, investasi, dan pendanaan Classification in three activity categories: operations, investment, and funding 2. Penggunaan metode langsung (direct method) untuk melaporkan arus kas dari aktivitas operasi Use of direct method to report cash flow of operational activities. 3. Pemisahan penyajian antara penerimaan kas dan atau pengeluaran kas selama tahun berjalan pada aktivitas operasi, investasi dan pendanaan Separating the presentation between cash receipt and/or cash spending in current year on operations, investment and funding 4. Pengungkapan transaksi non kas dalam catatan atas laporan keuangan Disclosure of non-cash transactions on financial statements

8. Ikhtisar kebijakan akuntansi Summary of Accounting Policy

1. Pernyataan kepatuhan terhadap SAK Statement of compliance with SAK 2. Dasar pengukuran dan penyusunan laporan keuangan Basis for measurement and preparing financial statements 3. Pengakuan pendapatan dan beban Pengakuan pendapatan dan beban Recognition of income and expenses 4. Aset Tetap Non-current Asset 5. Instrumen Keuangan Financial instruments

9. Pengungkapan transaksi pihak berelasi Transaction with Related Parties

1. Nama pihak berelasi, serta sifat dan hubungan dengan pihak berelasi Name of related parties, and the nature and relationships with realted parties. 2. Nilai transaksi beserta persentasenya terhadap total pendapatan dan beban terkait Value of transaction and its percentage to total revenues and related expenses 3. Jumlah saldo beserta persentasenya terhadap total aset atau liabilitas The balance and its percentage to total assets and liabilties 4. Syarat dan ketentuan transaksi dengan pihak berelasi Terms and conditions of transaction with related parties


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10. Pengungkapan yang berhubungan dengan Perpajakan Disclosure related to taxation

1. Penjelasan hubungan antara beban (penghasilan) pajak dan laba akuntansi Description on relation between expense (income) and accounting profit 2. Rekonsiliasi fiskal dan perhitungan beban pajak kini Fiscal reconciliation and calculation of current tax. 3. Pernyataan bahwa Laba Kena Pajak (LKP) hasil rekonsiliasi dijadikan dasar dalam pengisian SPT Tahunan PPh Badan. Statement that the amount of taxable profit as calculated through reconciliation is the basic of tax return of corporate income tax replenishment. 4. Rincian aset dan liabilitas pajak tangguhan yang diakui pada laporan posisi keuangan untuk setiap periode penyajian, dan jumlah beban (penghasilan) pajak tangguhan yang diakui pada laporan laba rugi apabila jumlah tersebut tidak terlihat dari jumlah aset atau liabilitas pajak tangguhan yang diakui pada laporan posisi keuangan. Details of the assets and liabilities in deferred tax presented in the balance sheet in each period of presentation and amount of change (income) of deferred tax recognized in the profit loss statement if the amount is not evident in the asset or liability of deferred tax recognized in the balance sheet. 5. Pengungkapan ada atau tidak ada sengketa pajak Disclosure of whether or not there is a tax dispute

11. Pengungkapan yang berhubungan dengan Aset Tetap Disclosure related to Fixed Assets

1. Metode penyusutan yang digunakan Depreciation method applied 2. Uraian mengenai kebijakan akuntansi yang dipilih antara model nilai wajar dan model biaya Description on accounting policy selected between fair value model and cost model 3. Metode dan asumsi signifikan yang digunakan dalam mengestimasi nilai wajar aset tetap (model revaluasi) atau pengungkapan nilai wajar aset tetap (model biaya) Significant methods and assumptions applied in estimating the fair value of fixed asset (revaluation model) or disclosure of the fair value of fixed asset (cost model) 4. Rekonsiliasi jumlah tercatat bruto dan akumulasi penyusutan aset tetap pada awal dan akhir periode dengan menunjukkan: penambahan, pengurangan dan reklasifikasi. Reconciliation of gross recorded amount and accumulated fixed asset depreciation at the beginning and end period by indicating: additions, reduction, reclassification .

12. Perkembangan Terakhir Standar 1. Jenis dan tanggal efektif SAK/peraturan baru tersebut; Akuntansi Keuangan dan Peraturan Type and efefctive date of the new SAK/regulation; Lainnya 2. Sifat dari perubahan yang belum berlaku efektif atau perubahan kebijakan akuntansi; dan Latest development in Financial The nature of change that has not been effective or a change in accounting Accounting Standards and other policy; and regulations 3. Dampak penerapan awal SAK dan peraturan baru tersebut atas laporan keuangan. Impact of the early implementation of SAK and the new regulation on financial statements

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13. Pengungkapan yang berhubungan dengan Instrumen Keuangan Disclosure related to Financial Instrument

1. Persyaratan, kondisi dan kebijakan akuntansi untuk setiap kelompok instrumen keuangan Terms, conditions and policies in accounting for each group of financial instrument. 2. Klasifikasi instrumen keuangan Classification of financial classification 3. Nilai wajar tiap kelompok instrumen keuangan Fair value of each group of financial instrument. 4. Penjelasan risiko yang terkait dengan instrumen keuangan: risiko pasar, risiko kredit dan risiko likuiditas Description related to financial instruments: market risk, credit risk and liquidity risks 5. Tujuan dan kebijakan manajemen risiko keuangannya The purpose and policies of risk management

14. Penerbitan laporan keuangan Financial Statements Issuance

1. Tanggal laporan keuangan diotorisasi untuk terbit Date of financial statement is authorized to be published 2. Pihak yang bertanggung jawab mengotorisasi laporan keuangan The parties responsible for Authorizing financial statements


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PT PUPUK SRIWIDJAJA PALEMBANG

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