1 2 Contents Daftar Isi Vision and Mission Visi dan Misi Company Identity Identitas Perusahaan Company Structure Struktur Perusahaan Operational Highl...
Mision : “To develop a solid emerging oil palm plantation company through : Capitalization of a solid and dedicated professional plantation management team
Visi : “Membuat perusahaan kelapa sawit terbaik di dunia secara berkelanjutan”
Misi : “Mengembangkan perusahaan perkebunan kelapa sawit secara mantap melalui : Kapitalisasi yang mantap atas tim manajemen kebun yang profesional dan berdedikasi
Expanding plantation area on land highly
Memperluas area perkebunan pada lahan
suited to oil palm development
yang sangat cocok untuk pengembangan
strategically located within the group.
usaha kelapa sawit & letaknya strategis
Gradually constructing additional
Secara bertahap membangun kapasitas
processing capacity & supporting
pengolahan & infrastruktur pendukung
dalam kelompok
infrastructure for product positioning efficiently into the market place
untuk menempatkan produk secara efisien ke dalam pasar
Maintain existing strong relationships with
Memelihara hubungan kuat yang sudah
surrounding communities by the expansion
ada dengan masyarakat sekitar dengan
of the smallholders oil palm program &
cara pengembangan program petani kecil
sustainable community development
kelapa sawit & pengembangan komunitas yang berkelanjutan
NILAI DASAR Kejujuran Keterbukaan Kesempurnaan Ketahanan Ketulusan Laporan Tahunan 2015
02
Company Identity Identitas Perusahaan
15 (0;$0 1-"/5"5*0/4 5CL Line of Business Developing and Operating Oil Palm Plantations, Trading
Pengembangan dan Pengoperasian Perkebunan,
and Processing of Crude Palm Oil and Palm Kernel
Perdagangan dan Pengolahan Kelapa Sawit dan Minyak
Through its Subsidiaries.
Nabati (Crude Palm Oil) Melalui Anak-anak Perusahaan
Head Office Graha Permata Pancoran Building Raya Pasar Minggu Street No. 32 Blok C 9-10 South Jakarta, 12780, Indonesia Telephone: +62 21 7995676 Fax: +62 21 7995663 E-mail: [email protected] Web : www.gozco.com
Gedung Graha Permata Pancoran Jl. Raya Pasar Minggu No.32 Blok C 9-10 Jakarta Selatan, 12780, Indonesia Telpon: +62 21 7995676 Fax: +62 21 7995663 e-mail: [email protected] Web : www.gozco.com
Representative Office
Kantor Perwakilan Gedung Gozco Lantai 5
Raya Darmo Street 54–56 Telephone: +62 31 5612818 Fax: +62 31 5620968 Subsidiary Companies See Company Structure
Annual Report 2015
Kantor Pusat
Gozco Building 5th Floor Surabaya 60265, Indonesia
03
Kegiatan Usaha
Jl. Raya Darmo 54-56 Surabaya 60265 Indonesia Telpon +62 31 5612818 Fax +62 31 5620968 Anak Perusahaan Lihat Struktur Perusahaan
Company Structure Struktur Perusahaan Structure of the company as at the end of December 2015 is as follow's:
Struktur Perusahaan per akhir Desember 2015 adalah sebagai berikut:
5KBOESB.JOEIBSUB(P[BMJ'BNJMZ
PT. Golden Zaga Indonesia
28,37%
99,5% PT. Suryabumi Agrolanggeng
Wildwood Investment Pte, Ltd
Amfraser Securities Pte, Ltd
26,37%
7,84%
99,5% PT. Bumimas Indosawit
Founders & Affiliated less than of 5%
5,75%
83% PT. Cahya Vidi Abadi
Public less than of 5%
31,67%
95% PT. Palma Sejahtera
99,9%
99,9%
99,9%
PT. Golden Blossom Sumatra
PT. Palmdale Agroasia Lestari Makmur
PT. Telaga Sari Persada
99,9%
71%
PT. Mulia Agro Persada
PT. Pemdas Agro Citra Buana
50% PT. Indotruba Tengah
The following shows the Data of Subsidiaries as of the end of December 2015:
Data Entitas Anak per akhir Desember 2015 adalah sebagai berikut :
Jun 24,2007 (24 Jun 2009) Jun 24,2007 (24 Jun 2009) Jun 24,2007 (24 Jun 2009) Jun 24,2007 (24 Jun 2009)
.FOUBXBJ
2,500
98,68%
Jun 24,2007 (24 Jun 2009)
.FOUBXBJ
2,500
98,52%
Jun 24,2007 (24 Jun 2009)
50,00%
Jun 24,2007 (24 Jun 2009)
Owner Ship Date (Tanggal Pemilikani)
Gozco’s Subsidiaries (Entitas Anak Gozco) Suryabumi Golden Blossom Cahya vidi Palmdale Telaga Sari Palma Bumimas
PT.Suryabumi Agrolanggeng PT.Golden BlossomSumatra PT.Cahya Vidi Abadi PT.Palmdale Agroasia Lesrtari Makmur PT.Telaga Sari Persada PT.Palma Sejahtera PT.Bumimas Indo Sawit
Sep 25,2007 (25 sep 2007) Des 26,2005 (26 Des 2005) Des 17,2007 (17 Des 2007) Jun 24,2007 (24 Jun 2009) Jun 24,2007 (24 Jun 2009) Jun 24,2007 (24 Jun 2009) Nov 26,2007 (26 Nop 2007)
Bumimas’s Subsidiaries (Entitas Anak Bumimas) Pemdas
MAP Siberut Mentawai Mitra Lintas
PT.Pemdas Agro Citra Buana
Palma’s Subsidiaries (Entitas Anak Palma) PT.Mulya Agro Persada PT.Siberut Wahana Lestari Golden Plantation PT.Mentawai Siberut Golden Plantation PT.Mitra Lintas Agrotama
Siberut’s Subsidiaries (Entitas Anak Siberut) Siberut GPP
PT.Siberut Golden Plantation Pratama
Mentawai’s Subsidiaries (Entitas Anak Mentawai) Mentawai GPP
PT.Mentawai Golden Plantation Pratama
MAP’s Subsidiaries (Entitas Anak MAP) Indotruba
PT.Indotruba Tengah
,PUBXBSJOHJO
All subsidiaries are operating in the palm oil plantation industry. As of the end of 2015, subsidiaries Siberut GPP, Siberut, Mentawai GPP, Mentawai and Mitra Lintas are not operational.
12,400
Semua Entitas anak bergerak di bidang usaha Perkebunan kelapa sawit. Sampai dengan akhir tahun 2015, Entitas anak Siberut, Siberut GPP, Mentawai, Mentawai GPP dan Mitra Lintas tidak beroperasi.
Laporan LaporanTahunan Tahunan2015 2014
04 04
Operational Highlight Ikhtisar Operasional The following shows an overview of the actual performance for the past three years as at the end of December 2015: Description
2015
Realisasi ikhtisar kinerja selama tiga tahun terakhir sampai dengan akhir tahun 2015 sebagai berikut:
2014
2013
Keterangan
Plantation Area (Ha)
Lahan Perkebunan (Ha)
- APL
59.049
59.049
59.049
Lahan APL -
- HPK
8.755
8.755
8.755
Lahan HPK -
67.804
67.804
67.804
Total Lahan Perkebunan (Ha)
28.252 6.605
27.848 6.605
26.617 6.605
Lahan Inti di konsolidasi Lahan Inti tidak dikonsolidasi -
7.125
7.125
7.505
Lahan Plasma -
41.982
41.578
40.727
Total Lahan Tertanam
Total (Ha)
Lahan Tertanam (Ha)
Planted Areas (Ha) - Nucleus Area Consolidated - Nucleus Area Unconsolidated - Plasma Area Total of Planted Areas Planted Areas Statusgue (Ha)
Status Lahan Tertanam (Ha)
- Nucleus Area Consolidated
Lahan Inti dikonsolidasi -
22.748
19.608
5.505
8.241
15.395 11.223
6.605
6.605
6.605
Tanaman Menghasilkan -
-
-
-
Tanaman Belum Menghasilkan -
6.751
5.764
3.250
Tanaman Menghasilkan -
374
1.361
4.255
Tanaman Belum Menghasilkan -
218.960 14.401
164.804 8.607
145.996 3.635
Hasil Panen Kebun Inti (stlh sortasi) -
204.559 85.087
156.197
- External (Plasma & 3rdParty)
57.112
142.361 81.239
Dari Pembelian, termasuk Plasma -
Total
289.646
213.309
223.599
Total TBS Tersedia & Diproses -
9,63
8,41
9,25
Hasil Panen Thd Lahan Inti (Ton/ha, setelah sortasi
FFB Avallable & Processed (Ton) - Internal (Nucleus, after sortation) - Sold Internal (net)
Yield of Harvesting (Ton/ha, after sortation) Production Volume (Ton)
- PK
Hasil Kebun Inti Diproses
Ekstraksi Produk (Ton/ha)
Sales Volume (Ton)
Volume Penjualan (Ton produk)
The following shows the growth projection for 2016 compared to the realization of 2015:
Discription
Dijual -
Hasil Produksi (Ton Produk)
Extraction Rate (%) - CPO
Tanaman Menghasilkan Tanaman Belum Menghasilkan -
Target pertumbuhan diukur berdasar Proyeksi 2016 dibanding Realisasi tahun 2015 sebagai berikut:
2015 Realization
2016 Projection
Growth
Realisasi 2015
Proyeksi 2016
Pertumbuhan
Keterangan
289.586
269.185
-7%
TBS Tersedia Untuk Diproses (Ton)
CPO Produced (Ton)
65.380
61.913
-5%
Hasil CPO (Ton)
CPO Sales (Rp.Mio)
491.605
565.318
15%
Penjualan (Rp'Juta)
Capex (Rp.Mio)
193.168
200.000
4%
Belanja Modal (Rp'Juta)
FFB Available for Process (Ton)
05
Annual Report 2015
Financial Highlight Ikhtisar Keuangan The following shows the actual financial performance overview for the past three years as at the end of December 2015: (in Rp million) Description
Realisasi ikhtisar kinerja keuangan selama tiga tahun terakhir sampai dengan akhir tahun 2015 sebagai berikut: (dalam jutaan Rp)
- Net of Working Capital - Cash & Cash Equivalent - Plantation Assets - Fixed Assets - Total of Assets - Current Liabilities - Interest Bearing Debt - Total of Liabilities - Equity Operations - Sales - Gross Profit - Net Profit - Net Profit Attributable to Owners
- Comprehensive Income (Loss) - EBIT
- Net earning per share
- Acid Test Ratio
6.000.000 (5,12)
6.000.000 8,79
6.000.000 (15,34)
- Gearing Ratio - Debt to Asset - Interest Covering Ratio,
1,26x 1,01x
0,88x 0,81x
0,75x 0,70x
- Net Margin Ratio - Rate on Equity, - Rate on Asset
Total Liabilitas Ekuitas -
Penjualan Laba Kotor Laba Bersih Laba Bersih Diatbribusi ke PMS
-
Laba (Rugi) Komprehensif -
EBIT -
Ribu lembar saham beredar (nom setara Rp.100 per saham) Laba bersih per saham -
Aset Lancar thd Kwjb.lancar -
Acid Test Ratio Ratio Liabilitas / Leverage -
63,79% 87,26% 46,60% 0,68x
90.46% 107.98% 51.92% 1,31x
82,32% 112,94% 53,04% -,88x
22,46% -6,25% -1,15% -0,62%
29.79% 11.39% 3.39% 1.63%
20,46% -21,53% -6,12% -2,88%
- Profitability Ratios - Gross Margin Ratio
Total Aset Liabilitas Lancar -
Rasio Keuangan & Operasi Ratio Likuiditas -
- Debt & Leverage Ratios - Debt to Equity
Aset Tetap -
Laba per Saham
Financial & Operation Ratio - Liquidity Ratio - Cur,assets to cur,liabs,
Aset Tanaman -
Operasional
Earning per Share - Number'000 of Share (par value equivalen to Rp.100 per share)
Kas & Setara Kas -
Ratio Gearing Liabilitas thd Ekuitas Liabilitas thd Aset Kemampuan bayar bunga Ratio Profitabilitas -
- Mgt. Effectiveness Ratio
Ratio Margin Kotor Ratio Margin Bersih Tingkat hasil Ekuitas Tingkat Hasil Aset Effektivitas Manajemen -
Ir,Rudyansyah Bin A,Cosim Public less than of 5% (Masyarakat dibawah 5%)
C, Treasury Stock / Saham dalam Portepel
*10BOE.BSLFU$BQJUBMJ[BUJPO Pencatatan dan Kapitalisasi Pasar Saham The Company has obtained an effective notice from the Chairman of the Capital Market and Financial Supervisory Agency with the letter number of LK No, S-2716/BL/2008 on 6 May 2008 to conduct an Initial Public Offering amounting to 1,500,000,000 shares with par value Rp. 100 per share at an initial price of Rp. 225 per share with the initials of GZCO. On 15 May 2008 public shares mentioned were listed on the Indonesia Stock Exchange.
Perusahaan memperoleh pernyataan efektif dari Ketua Bapepam LK. Dengan suratnya nomor LK No,S-2716/BL/2008 tanggal 6 Mei 2008 untuk melakukan penawaran umum per dana atas jumlah saham sebesar 1,500,000,000 saham dengan nominal Rp. 100 per saham dengan harga per dana sebesar Rp. 225 per saham dengan inisial GZCO. Pada tanggal 15 Mei 2008 saham yang dimiliki masyarakat dimaksud telah tercatat di Bursa Efek Indonesia.
The following shows the stock value of market capitalization since the IPO up to the end of December2015:
Nilai kapitalisasi pasar saham sejak IPO sampai dengan akhir Desember 2015 sebagai berikut:
Harga Saham Gozco 2013 s/d 2015 (Stock price, from 2013 to 2015) Harga (price)
2013
2014
300
2015
200 100 -
The following shows the stock trading information up to the end December 2015:
Informasi perdagangan saham sampai dengan akhir Desember tahun 2015 sebagai berikut: Share traded at regular market (Peredaran Saham Di Pasar Reguler)
Close (Akhir) 114 84 89 95 95
Volume (Volume)
Value (IDR,Mio (Nilai RpJuta)
283.789.000 359.357.000 132.658.000 403.457.000
34.896 160.142 10.712 32.234
1.179.261.000
237.984
Frequency Frekuensi 8.837 7.648 4.348 5.688
Market Capitalization IDRMio (Kapitalisasi Pasar Rp.Juta) 684.000 504.000 534.000 570.000
Source : Indonesia Stock Exchange
Business Overview Tinjauan Bisnis Throughout 2015, the price of CPO has experienced a downfall. As
Selama tahun 2015, harga CPO terus mengalami penurunan. Seperti
quoted by Joko Supriyono, Head of GAPKI, during his speech at the
disampaikan Ketua GAPKI, Joko Supriyono dalam sambutannya di
Indonesian Palm Oil Conference (IPOC) 2015 at Bali, Nusa Dua, “The
Indonesian Palm Oil Conference (IPOC) 2015 di Nusa Dua, Bali: "Harga
price of CPO has experienced a significant drop since last Year. Now, the
CPO mengalami penurunan tajam semenjak tahun lalu. Kini rata-rata
price of CPO is only US$ 584 per ton or has fallen from US$ 821 per ton
harga CPO hanya mencapai US$ 584 per ton atau turun dari US$ 821
in 2014 or has fallen by 30%.”
per ton pada periode tahun 2014, atau turun sebesar 30%,".
Furthermore, he mentioned that the factors causing the decline in CPO prices include the weak demand from major importing countries of Europe and the Middle East. Based on the 2015 export data of CPO and its derivative products, exports to Europe and the Middle East has fallen by 6% and 7% respectively over the previous year. Apart from that, the decrease in global price of crude oil also affects the price of CPO. The average price of crude oil has fallen around 50% compared to the previous year. Another factor, namely the supply of vegetable oils over the world due to increased yields and productions of soybean and rapeseed oil. The difference in the prices of soybean and palm oil prompted some CPO importing countries to turn to other vegetable oils. The ineffectiveness of the mandatory biodiesel program in Indonesia and Malaysia which does not cause an additional effect of market demand for CPO was another factor in the decline of CPO prices. This program did not achieve the intended target in Indonesia while Malaysia is actually delaying the program.
Lebih lanjut disampaikan faktor penyebab turunnya harga CPO diantaranya melemahnya permintaan dari negara importir utama Eropa dan Timur Tengah. Data ekspor CPO dan produk turunannya ke Eropa dan Timur Tengah tahun 2015 turun masing-masing sebesar 6% dan 7% dibanding tahun sebelumnya. Selain itu, turunnya harga minyak bumi dunia juga berpengaruh ke harga CPO. Harga rata-rata minyak bumi turun sebesar 50% dibanding tahun lalu. Faktor lain, yaitu terjadinya over pasokan minyak nabati dunia karena meningkatnya panen dan produksi minyak kedelai dan rapeseed. Beda harga minyak kedelai dan sawit mendorong beberapa negara importir CPO beralih ke minyak nabati lain. Belum efektifnya program mandatori biodiesel di Indonesia dan Malaysia juga menjadi salah satu faktor turunnya harga CPO, sehingga efek tambahan permintaan pasar akan CPO tidak terjadi. Program ini tak mencapai sasaran di Indonesia. Malaysia bahkan menunda program ini.
Facing this situation of unfavorable CPO price, the Company remains focused on the investments programs for the maintenance of plantings and provisions of production facilities as well as strengthening good corporate governance and human resources. Even though it must be acknowledged that better performance results means increase in crop harvest, the amount of harvest and sales volume that can achieved does not mean increase in sales and profits
Menghadapi situasi harga CPO tidak menguntungkan ini, Perseroan tetap fokus kepada program investasi untuk pemeliharaan tanaman, penyediaan sarana produksi serta program pemantapan tata kelola dan sumber daya manusia. Walaupun pada akhirnya harus diakui, meningkatnya hasil kinerja berupa hasil panen, hasil produksi dan volume penjualan yang dapat dicapai tidak bisa dikonversi menjadi peningkatan nilai penjualan dan laba seperti yang diharapkan. as expected.
Entering 2016, the Company predicts that the situation of the global price of natural oil is still uncertain. A shift in the world economic order with the growing influence of China as a world economic power will still continue. Some analysts predicted that palm oil prices will soar and is estimated to reach $700 per ton. This is due to the effects of El-Nino that is predicted to reduce the production of palm oil mainly from the world's major exporters such as Indonesia and Malaysia as well as the influence of the start of the mandatory biodiesel program that Companies need to address with caution. This can be considered conservative if the estimated price increase is not excessive.
Memasuki tahun 2016, Perseroan memprediksi situasi harga minyak alami dunia masih belum menentu. Pergeseran tatanan ekonomi dunia dengan semakin kuatnya pengaruh China sebagai salah satu kekuatan ekonomi dunia masih akan berlangsung. Prediksi kenaikan harga CPO oleh sebagian pengamat dengan estimasi kenaikan mencapai harga $700 per ton akibat pengaruh cuaca El-Nino yang diprediksi akan menurunkan produksi CPO terutama dari ekportir utama dunia yaitu Indonesia dan Malaysia, serta akibat pengaruh mulai berjalannya program mandatory biodiesel perlu disikapi Perseroan dengan hati-hati. Konservatif bila prediksi kenaikan harga diestimasi tidak berlebihan.
Faced with such uncertain external conditions, the Company remains confident that with the internal consolidation carried out earnestly, growth of the Company will continue together with a strong foundation of economic resources to increase the value of the Company.
Menghadapi kondisi eksternal dengan ketidak pastian ini, Perseroan tetap yakin bahwa dengan konsolidasi internal yang tepat yang dilakukan sungguh sungguh, pertumbuhan Perseroan akan tetap terjaga dengan pondasi sumber daya ekonomi yang kuat untuk peningkatan nilai Perusahaan.
Laporan Tahunan 2015
08
Board of Commissioner’s Report Laporan Dewan Komisaris
.VTUPGB President Commissioner / Presiden Komisaris Dear valued shareholders and shareholder representatives.
Para pemegang saham dan Kuasa pemegang saham yang kami hormati.
The Board of Commissioners of PT. Gozco Plantations Tbk. would like to extend our greatest gratitude for the trust of the shareholders and we would like to take this opportunity to deliver a report on the supervision functions of the Company's Board of Commissioners.
Dewan komisaris PT. Gozco Plantations Tbk, mengucapkan terima kasih atas kepercayaan para pemegang saham, dan pada kesempatan ini menyampaikan laporan pengawasan sebagai pelaksanaan fungsi dewan komisaris perusahaan.
In 2015, the palm oil industry is marked by the external conditions such as low CPO selling price as an impact of the weakening world oil prices. Based on the internal conditions review, the Company has the potential of achieving better performance compared to the previous year considering the position of the Company's planted area and as the age of the planting becomes more mature.
Tahun 2015, bisnis kelapa sawit ditandai dengan kondisi eksternal yaitu melemahnya harga jual CPO sebagai dampak dari rendahnya harga minyak dunia. Dari tinjauan kondisi internal, posisi land bank Perusahaan dengan usia tanaman menghasilkan yang semakin optimum mempunyai potensi untuk memberikan hasil kinerja yang lebih baik dibanding tahun sebelumnya.
Dear valued shareholders and shareholder representatives.
Para pemegang saham dan Kuasa pemegang saham yang kami hormati.
The Board of Commissioners has held meetings with the Board of Directors after studying the detailed reports of the Directors and the quarterly reports. We were able to see that the Directors have earnestly managed the Company and that additional effort was made to face a range of operational issues. The following outlines some of those results:
Dewan Komisaris telah mempelajari laporan detail direksi dan laporan-laporan triwulanan dan proyeksi tahun depan dan mengadakan pembahasan dengan direksi. Kami memandang direksi telah dengan sungguh-sungguh melakukan pengelolaan perusahaan, banyak upaya yang dilakukan menghadapi berbagai permasalahan operasional. Beberapa hasil kinerja yang dicapai antara lain :
The Board of Directors' decision to hold back and not expand the land bank, and the allocation of funds available towards optimizing the assets that have to be appreciated. The 13% increment in the mature plantings (TM) or around 4.100 Ha was a positive result.
Keputusan direksi untuk menahan diri untuk tidak manambah landbank, dan kemudian mengalokasikan dana tersedia untuk upaya mengoptimasi aset yang ada perlu diapresiasi. Peningkatan TM sebesar 13% atau seluas 4.100 Ha, adalah hasil yang positif.
Laporan Tahunan 2015
10
Board of Commissioner’s Report #PBSEPG$PNNJTTJPOFS`T3FQPSU Laporan Dewan Komisaris The following shows the 2015 operational results compared to the previous year that must be appreciated: Nucleus FFB harvest increased by 33% to 219,000 tons; Harvesting yield increased to 9.63 tons per hectare; FFB processed increased by 36% to 290,000 tons due to the increase in nucleus FFB harvest. CPO production increased by 31% to 65,000 tons. Total production cost per ton of CPO and Palm Kernel has decreased by 3%. This decrease was due to the 31% increase in CPO production compared to a lower increase in production cost of 26%. Realized CPO sales volume increased by 25% to 62,000 tons.
Laporan Dewan Komisaris Hasil kinerja tahun 2015 yang meningkat dibanding tahun lalu yang perlu diapresiasi adalah : Panen TBS inti sebesar 218 ribu ton, meningkat 33%; Yield panen per hektar meningkat menjadi 9,63 ton buah per hektar; TBS diproses sebanyak 290 ribu ton,meningkat 36%, karena kenaikan hasil panen kebun inti; Hasil produksi CPO sebanyak 65 ribu ton, meningkat 31%; Total biaya produksi CPO dan Kernel per ton hasil dapat dikendalikan turun 3%. Penurunan biaya per ton ini karena peningkatkan hasil produksi sebesar 31% dapat direalisasi dengan kenaikan biaya produksi lebih rendah hanya sebesar 26%. Realisasi penjualan CPO sebanyak 62 ribu Ton, meningkat 25%.
These accomplishments of better operational performance results were not followed by a favorable price. On the contrary, both selling prices of CPO and Palm Kernel were down by 15% to Rp. 6,960 and Rp. 4,337 per Kg compared to the previous year. As a result, the margin obtained has decreased and did not cover the operational and other expenses thus realized a net deficit of Rp. 30 Billion.
Prestasi kenaikan hasil kinerja tidak diikuti dengan harga yang menguntungkan. Sebaliknya, terjadi penurunan harga jual, yaitu harga jual CPO dan kernel per Kg masing-masing sebesar Rp.6.960,dan sebesar Rp.4.337,- turun sebesar 15% dibanding tahun sebelumnya, sehingga margin yang diperoleh turun dan tidak cukup menutup beban usaha dan beban lainnya, dan Perusahaan mencatat rugi bersih sebesar Rp.30 Milyar.
Dear valued shareholders and shareholder representatives.
Para pemegang saham dan Kuasa pemegang saham yg kami hormati,
The Board of Commissioners has also reviewed the effort Directors put in to improve corporate compliance management (governance). We are appreciative of the actions taken by the Directors to increase the proactivity of the functions of the plantation internal audit unit and the financial internal audit unit. Apart from these, also the implementation of policies concerning the procedures of managing the plantations. These actions are successful in terms of promoting the efficiency of managing the business.
Dewan Komisaris juga melakukan penelaahan upaya direksi meningkatkan kepatuhan pengelolaan perusahaan (governance) dan menghargai langkah direksi yang telah lebih mengaktifkan fungsi internal audit kebun dan internal audit keuangan. Juga dapat di implementasikan nya Pedoman berbagai prosedur pengelolaan kebun. Upaya-upaya ini berhasil mendorong efisiensi pengelolaan usaha.
We have also reviewed the effort the Company put in to implement corporate social responsibility (CSR) obligations. PT. Gozco Plantations Tbk. has carried out a variety of programs according to the needs of the surrounding community in the field of health, environment and providing religious facilities. Apart from these, also the economic empowerment of the community with the construction of roads and traffic infrastructure.
Kami juga telah menelaah upaya perusahaan melaksanakan kewajiban sosial perusahaan (CSR). PT. Gozco Plantation Tbk telah melakukan berbagai program sesuai dengan kebutuhan masyarakat di sekitar wilayah kebun antara lain dibidang kesehatan, lingkungan hidup dan penyediaan fasilitas keagamaan. Selain itu juga pemberdayaan ekonomi wilayah dengan pembangunan infrastruktur jalan untuk lalu lintas ekonomi daerah.
We would also like to report that as of the beginning of 2015, we have established a Nomination and Remuneration Committee. The tasks include providing directions and overseeing of the Board of Directors in matters of nomination and remuneration.
Kami laporkan juga, per awal tahun 2015 kami telah membentuk Komite Nominasi & Remunerasi, dengan tugas memberikan arahan dan pengawasan atas kebijakan Direksi dalam urusan nominasi dan remenurasinya.
Dear valued shareholders and shareholder representatives.
Para pemegang saham dan Kuasa pemegang saham yang kami hormati.
The Board of Commissioners has received the financial statement of PT. Gozco Plantations Tbk. for the year ending in December 31, 2015, with the accountant's opinion of qualified with exceptions, audited by an independent accountant. The public accountant has given their explanation for the exception in their opinion, which was related to the ownership of the subsidiary under PT. Mulya Agro Persada. The Board of Commissioners appreciates the effort made by the Directors in order to safe keep the assets of the subsidiary mentioned and ask that the Directors continue their legal actions until completion.
Dewan Komisaris telah menerima hasil audit akuntan independen atas laporan keuangan PT. Gozco Plantations Tbk. untuk tahun yg berakhir pada 31 Desember 2015 dengan pendapat akuntan wajar dengan pengecualian. Akuntan publik telah memberikan penjelasan yang cukup tentang pengecualian pendapat nya yang berhubungan dengan masalah kepemilikan entitas anak perusahaan dibawah PT. Mulya Agro Persada. Dewan Komisaris menghargai upaya direksi untuk menyelamatkan aset perusahaan tersebut dan meminta direksi terus melakukan upaya hukum sampai tuntas.
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LaporanReport Annual Tahunan 2015 2014
Board of Commissioner’s Report Laporan Dewan Komisaris Thus the report of the Board of Commissioners. We would like to convey our deepest appreciation of the hard work of the Directors, staff and employees of PT. Gozco Plantations Tbk. despite the operational performance results that are below optimal due to unavoidable circumstances.
Demikianlah laporan Dewan Komisaris. Kami sampaikan penghargaan setinggi-tingginya atas kerja keras Direksi, staf dan karyawan PT. Gozco Plantations Tbk, walaupun masih ada beberapa hasil operasional masih kurang baik karena hal-hal yang tidak bisa dihindari.
Yours Sincerely / Hormat kami Jakarta, 28 March, 2016 / Jakarta, 28 Maret 2016
MUSTOFA President of Commissioner / Presiden Komisaris
Laporan Tahunan 2015
12
Board of Director’s Report Laporan Dewan Direksi
Tjandra Mindharta Gozali President Director / Presiden Direktur
Dear valued shareholders,
Pemegang saham yang terhormat,
All praise be to God Almighty who has guided us all. Year 2015 was quite a difficult year for Gozco. Efforts to increase the value of the Company throughout the year did not pay off due to the unfavorable selling price of CPO.
Segala puja dan puji bagi Tuhan YME yang telah membimbing kita semua. Tahun 2015 cukup berat bagi Gozco. Upaya meningkatkan nilai Perusahaan yang dilakukan selama setahun pada hasil akhirnya terkoreksi karena harga jual CPO yang tidak menguntungkan.
The Company's Performance in 2015
Kinerja Perusahaan Tahun 2015
Dear valued shareholders,
Pemegang saham yang terhormat,
Plantation Area & Plantings
Lahan & Tanaman
Throughout 2015, Gozco focused on maximizing its existing land bank with no land bank expansion program. As of the end of 2015, the total land bank was around 68,000 Ha. This includes 59,000 Ha with the status of Area for Other Use (APL) and 9,000 Ha with the status of Productive Forest available for Conversion (HPK). The capital expenditures 2015 were directed towards maintaining and improving the status of the existing plantings.
Selama tahun 2015, Gozco fokus untuk memberdayakan land banknya, tidak ada program menambah land bank, dan per akhir tahun 2015 land bank tetap seluas 68.000 Ha terbagi 59.000 Ha dengan status APL dan 9.000 Ha dengan status HPK. Pengeluaran modal selama tahun 2015 diarahkan untuk merawat dan meningkatkan status tanaman yang ada.
As at the end of 2015, there was an increase in the total planted area of around 400 Ha to around 42,000 Ha. All of the new plantings were realized on nucleus area.
Per akhir tahun 2015, lahan tertanam dapat diperluas menjadi sekitar 42.000 Ha, atau telah direalisasi tambahan lahan tertanam baru sekitar 400 Ha, semua tambahan direalisasi di lahan inti.
Apart from new plantings, 2015 realized an increase in status of plantings from immature to mature of around 4,100 Ha. As such, there was a 13% increase in the total mature planted area as of the end of 2015 to around 36,100 Ha compared to the previous year. This addition of mature plantings will certainly increase the contribution of fresh fruit bunches (FFB) for Gozco.
Selain tambahan tanaman baru, pada tahun 2015telah direalisasi peningkatan status tanaman sekitar 4.100 Ha dari tanaman belum menghasilkan menjadi tanaman menghasilkan, sehingga luas lahan tanaman menghasilkan per akhir tahun 2015 menjadi sekitar 36.100 hektar, atau ada peningkatan sekitar 13% dibanding posisi per akhir tahun lalu. Tentu, tambahan tanaman menghasilkan ini akan menambah daya hasil panen tandan buah segar (TBS) bagi Gozco. Laporan Tahunan 2015
14
#PBSEPG$PNNJTTJPOFS`T3FQPSUBoard of Director’s Report Laporan Dewan Komisaris
Laporan Dewan Direksi
As of the end of 2015, the average age of plantings in Gozco was around 8 years and 10 month (TM 5), an age where Gozco is still facing a deficit in cash flow for the maintenance expenses of plantings and repayment of investment loans. As the harvesting yield becomes optimal, it is estimated that a surplus in cash flow can be achieved within two or three years.
Rata-rata usia tanaman Gozco per akhir tahun 2015 adalah 8 tahun 10 bulan (TM 5), usia dimana Gozco masih deficit cash flow untuk biaya pemeliharannya dan untuk pelunasan pinjaman investasi tanaman. Seiring semakin optimum yield panennya, surplus cashlow dapat diestimasi dicapai pada dua atau tiga tahun kedepan.
Harvesting & Production In 2015
Panen dan Produksi Tahun 2015
The total nucleus FFB harvested in 2015 was around 218,000 tons or has increased by 33% compared to the previous year. The average yield for 2015 has increased to around 9.63 tons/Ha.
Hasil panen TBS inti tahun 2015 sebesar 218.000 ton. Dibanding hasil panen tahun lalu, hasil panen tahun 2015 meningkat sebesar 33%. Yield panen rata-rata selama tahun 2015 meningkat menjadi sebesar 9,63 ton per hektar.
The total FFB processed throughout 2015 was up 36% to around 289,600 tons compared to 213,100 tons the previous year. This increase was due to the increase in harvesting of nucleus and the purchase of third party FFB.
TBS diproses selama tahun 2015 sebanyak 289.600 ton. Dibanding tahun lalu yang sebesar 213.100 ton, terjadi peningkatan sekitar 36%, karena kenaikan hasil panen dari kebun inti dan kenaikan pasokan TBS dari luar.
From the FFB processed, there was a 31% increase in the amount of CPO produced to around 65,000 tons compared to 50,000 tons in the previous year.The extraction rate of CPO has decreased to around 22,58% compared to 23.50% in the previous year This was due to the increase in third party FFB processed as their average extraction rate is only around 21%.
Dari proses produksi dihasilkan CPO sebanyak 65.000 ton, atau naik sekitar 31% dibanding hasil produksi tahun lalu yang sebesar 50.000 ton. Tingkat ekstraksi CPO turun menjadi 22,58% dibanding tahun lalu yang sebesar 23,50%. Penurunan karena ekstraksi dari buah luar yang rata-ratanya hanya sekitar 21%.
The Company managed to decrease the total production costs per ton of products by around 3%. As such, the CPO production cost was only around Rp.5,953/Kg compared to Rp.6,161/Kg in the previous year. This was due to the greater increase in production volume of 31% compared to the increase in production cost of only 26%.
Total biaya produksi per ton hasil dapat dikendalikan turun sekitar 3% dibanding tahun lalu, sehingga biaya produksi CPO per Kg yang tahun lalu sebesar Rp.5.953,- dapat ditekan menjadi sebesar Rp.5.757,-. Penurunan biaya per ton ini karena peningkatkan hasil volume produksi dapat direalisasi mencapai 31% dengan kenaikan biaya produksi yang lebih rendah hanya sebesar 26%. Hasil Penjualan dan Laba Tahun 2015
Sales and Earnings Results In 2015
Hasil Penjualan dan Laba Tahun 2015
The total realized revenue for 2015 has increased by around 6% to Rp. 492 Billion compared to the previous year. This increase was mainly due to the realized increase in volume the CPO. The CPO sales volume for 2015 has increased by 25% or around 12,500 tons to around 62,000 tons compared to the previous year. The sales of nucleus FFB harvested in the subsidiaries at Kalimantan, where Gozco has yet to build a mill, have also contributed to the increase in sales.
Realisasi penjualan tahun 2015 sebesar Rp. 492 Milyar, naik sekitar 6% dibanding tahun sebelumya. Peningkatan penjualan terutama karena kenaikan volume penjualan CPO yang dapat direalisaikan. Volume penjualan CPO dapat direalisasi sebanyak 62.000 ton, meningkat sebanyak 25% atau sebanyak 12.500 Ton dibanding tahun sebelumnya. Peningkatan nilai penjualan juga karena adanya penjualan TBS, hasil panen kebun inti Entitas Anak di Kalimantan, dimana Gozco belum mempunyai pabrik PKS-nya.
The 2015 gross margin has decreased by 20% to around Rp. 110 Billion compared to Rp. 138 Billion in 2014. This was due to the decrease in selling prices of the products. Both the average selling prices of CPO and PK have decreased by 15% to Rp. 6,960/Kg and Rp. 4,337/Kg compared to Rp. 8,234/Kg and Rp. 5,077/Kg respectively in the previous year. As a result, despite the 25% increase in CPO sales volume and the increase in production cost was maintained at only 18%, the significant decrease in selling price caused the decrease in gross margin.
Gross margin tahun 2015 sebesar Rp. 110 Milyar atau turun 20% dibanding tahun 2014 yang sebesar Rp. 138 Milyar. Penurunan laba kotor ini disebabkan penurunan harga jual. Harga jual CPO per ton dan kernel per Kg masing-masing sebesar Rp.6.960,- dan sebesar Rp.4.337,- turun sebesar 15% dibanding tahun 2014 yang sebesar Rp.8.234,- dan sebesar Rp.5.077.-. Sehingga, walaupun volume penjualan naik 25% dan kenaikan biaya produksi dapat dikendalikan sebesar 18%, namun karena harga jual turun signifikan, terjadi penurunan gross margin.
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LaporanReport Annual Tahunan 2015 2014
Board of Director’s Report Laporan Dewan Direksi With the decrease in selling prices that resulted in the decline in gross margin, Gozco managed to maintain the general and administrative, selling and other expenses at a reasonable level. However, the gross profit earned did not cover the operational and other expenses. As a result, the realized net loss attributable to Gozco's shareholders at the end of 2015 was around Rp. 30.7 Billion or equivalent to a net loss per share of Rp. 5.12.
Dengan penurunan harga jual yang berakibat penurunan gross margin, Gozco melakukan pengendalian biaya umum & administrasi, biaya penjualan dan beban lainnya pada tingkat yang wajar. Namun, jumlah laba kotor yang diperoleh tidak cukup menutup biaya usaha dan biaya lainnya, sehingga pada akhir tahun 2015 diperoleh rugi bersih yang dapat diatribusikan ke Pemegang saham Gozco sebesar Rp.30,7 Milyar, atau Rugi bersih per saham sebesar Rp.5,12.
Assets and Source of Funds
Aset dan Sumber Dana
Asset growth was maintained at a healthy level of liquidity and solvability. As at the end of 2015, the liquidity ratio was around 1.26x or above 1. The solvability ratio as at the end of 2015 was maintained at a healthy level of 86%, or liabilities compared to equity ratio of 46% to 54%.
Pertumbuhan aset dapat dijaga dengan tingkat likuiditas dan solvabilitas yang cukup sehat. Per akhir tahun 2015, ratio likuiditas sebesar 1,26x atau diatas satu. Ratio solvabilitas per akhir tahun 2015 dapat dijaga pada tingkat sehat sebesar 86%, atau ratio liabilitas dibanding ekuitas sebesar 46% banding 54%.
Corporate Governance
Tata kelola Perusahaan
Dear valued shareholders,
Pemegang saham yang terhormat,
HR & Organization
SDM & Organisasi
Human Resources and Organizational empowerment was done through good corporate governance so as to seek optimization in every function of the Company. This is supported by the Gozco Standard Operating Procedure (GSOP) on cultivating palm oil and the Gozco Academy (GAC).
Pemberdayaan SDM & Organisasi diselenggarakan melalui tatakelola Perusahaan yang baik, dengan mengupayakan optimasi fungsi organorgan Perusahaan. Adanya Gozco (GSOP) Budidaya Kelapa Sawit dan Gozco Academy (GAC) membantu upaya ini.
The Board of Commissioners has supervised and provided advice on the implementation of Gozco's policies. The Directors have also performed their duties and responsibilities well. Apart from the Board of Commissioners and Directors, all the other departments have also given their best effort to achieve optimal performance for Gozco. The Board of Directors is also appreciative of the establishment of the Nomination & Remuneration Committee within the Board of Commissioners. Their efforts included providing direction and supervision of the Directors in matters of nomination and remuneration policies.
Dewan Komisaris telah melakukan pengawasan dan memberikan saran terhadap pelaksanaan kebijakan Gozco dan Direksi telah berhasil menjalankan tugas dan tanggung jawabnya dengan baik, sementara organ-organ Gozco yang lain juga telah memberikan upaya dan kinerja yang optimal bagi Gozco. Dewan Direksi juga mengapresiasi positip pembentukan Komite Nominasi & Remunerasi di Dewan Komisaris, dan telah memberikan arahan dan pengawasan kebijakan Direksi dalam urusan nominasi dan remunerasinya.
Business Prospects and Plans in 2016
Prospek Usaha dan Rencana di tahun 2016
Dear valued shareholders,
Pemegang saham yang terhormat,
Entering 2016, the Company predicts that the economic state of Indonesia will stabilize. With foreign exchange reserves as of early 2016 amounting to USD 102.1 Billion, the currency value of Rupiah is expected to be stable. Fluctuation of the World's oil prices are still unpredictable. However, the Company remains confident with the choices of strategies and programs that are earnestly undertaken in the form of investment and maintenance programs of plantings, provision and maintenance programs of production facilities as well as the programs of stabilizing governance and human resources investments. This is to maintain the growth of the Company with a foundation of strong economic resources to increase the value of the Company. .
Memasuki tahun 2016, Perusahaan memprediksi tatanan ekonomi Indonesia lebih stabil, Dengan posisi cadangan devisi per awal tahun 2016 mencapai USD 102,1 Milyar, diharapkan stabilitas nilai mata uang rupiah. Perkembangan harga minyak mentah dunia masih sulit diramalkan. Namun demikian, Perusahaan tetap yakin dengan pilihan strategi dan program untuk fokus mmemberdayakan aset yang dimiliki berupa program investasi dan pemeliharaan tanaman, program pemeliharaan dan penyediaan sarana produksi serta program pemantapan tata kelola dan human investment, maka pertumbuhan Perusahaan akan tetap terjaga dengan pondasi sumber daya ekonomi yang kuat untuk peningkatan nilai Perusahaan.
ITH Issues & Qualification of Auditor
Masalah ITH & Kualifikasi Auditor
With regards to the Auditor's qualification, the Company would like to explain that it is related to the stock investments made in PT. Indotruba Tengah (“ITH”) by PT. Mulya Agro Persada (“MAP”), a subsidiary that is currently facing legal matters.
Sehubungan kualifikasi Auditor, kami jelaskan bahwa hal tersebut terkait Investasi saham di PT.Indotruba Tengah (“ITH”) oleh PT.Mulya Agro Persada (“MAP”), Entitas Anak yang sedang dalam permasalahan hukum.
Laporan Tahunan 2015
16
#PBSEPG$PNNJTTJPOFS`T3FQPSUBoard of Director’s Report Laporan Dewan Komisaris
Laporan Dewan Direksi
The following shows the key developments with respect to issues regarding ITH throughout 2015:
Perkembangan penting selama tahun 2015 sehubungan masalah ITH dapat kami laporkan :
The Supreme Court of the Republic of Indonesia has issued Verdict No. 2680-K/Pdt/2014 stating that the transfer of shares to MAP was unlawful and has no legal effect. This verdict was received by MAP on December 17, 2015. Upon this verdict, MAP has submitted a Judicial Review Case File to the Supreme Court of the Republic of Indonesia on February 22, 2016. To date, the judicial review is still in progress.
Mahkamah Agunq Republik lndonesia telah mengeluarkan Putusan No.2680-K/Pdt/2014 yang menyatakan bahwa pemindahan saham kepada MAP tidak sah menurut hukum dan tidak mempunyai kekuatan hukum. Putusan ini diterima MAP tanggal 17 Desember 2015. Atas putusan tersebut, pada tanggal 22 Pebruari 2016 MAP telah mengirimkan ke Mahkamah Agung Republik Indonesia Berkas Perkara Perdata Peninjauan Kembali. Sampai saat ini, pengajuan Peninjauan Kembali masih proses.
On July 7, 2015, the East Jakarta District Court issued a Verdict No. 130/Pdt.G/2015/PN.Jkt.Tim stating that the 6,200 of ITH shares purchased legally belongs to MAP and deserves legal protection. Upon this verdict, the involved parties did not exercise their rights to appeal within the time limit specified by law. Hence, this verdict is final and legally binding towards all parties involved.
Pada tanggal 7 luli 2015, Pengadilan Negeri Jakarta Timur mengeluarkan Putusan No.130/Pdt.G/2015/PN.Jkt.Tim yang menyatakan bahwa 6.200 saham ITH yang dibeli MAP adalah menjadi milik sah MAP dan patut diberi perlindungan hukum. Terhadap putusan ini, para pihak terlibat tidak menggunakan haknya untuk mengajukan banding dalam tenggang waktu yang ditentukan Undang-undang. Dan karenanya putusan ini bersifat final dan mengikat kepada semua pihak untuk mematuhinya.
On July 13, 2015, MAP filled a lawsuit against ITH, YKEP and some other parties for acting against the law through the South Jakarta District Court, lawsuit case No. 413/Pdt.G/2015/PN.Jkt.Sel. To date, this lawsuit is still in progress.
Pada tanggal 13 Juli 2015, MAP mendaftarkan Gugatan Perbuatan melawan Hukum kepada lTH, YKEP dan beberapa pihak lain ke Pengadilan Negeri Jakarta Selatan melalui Perkara Gugatan No.413/Pdt.G/2015/PN.Jkt.Sel. Sampai saat ini, pengajuan Gugatan Perbuatan Melawan Hukum ini masih dalam proses.
The Company is very certain that subsidiary company MAP is right and will receive its due and everything will be justified after the final verdict.The Company is aware of the auditor's opinion stating that due to insufficient evidence over the legal certainty related to the investment of subsidiary company MAP made to ITH, and taking note of the significant amount, thus given a qualified opinion with exceptions.
Gozco yakin bahwa Entitas Anak MAP berada pada pihak benar dan akan mendapat haknya, Dan, semuanya akan menjadi pasti setelah diperoleh ketetapan akhir. Kami menyadari pendapat auditor yang menyatakan belum mendapatkan bukti cukup atas kepastian hokum terkait investasi Entitas Anak MAP ke ITH, dan memandang jumlah yang ada cukup signifikan sehingga diberikannya pendapat wajar dengan pengecualian.
Corporate Social and Environmental Responsibilities
Tanggung Jawab Sosial dan Lingkungan
Dear valued shareholders,
Pemegang saham yang terhormat,
Gozco continues to maintain the commitment to establish a balance between the objectives of economic, environmental and social. This is done through organizing “Corporate Social Responsibility (CSR) programs focusing on the three objectives namely economic empowerment of society and basic infrastructure development; religious, social, cultural and educational development; health and environmental development. Despite being in a situation that was not very profitable as in 2015 and not being able to meet all and only limited to the subsidiaries' surrounding community's needs, Gozco is proud that it was able to keep its CSR commitment.
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LaporanReport Annual Tahunan 2015 2014
Gozco tetap menjaga komitmen untuk membangun keseimbangan antara sasaran-sasaran ekonomi, lingkungan dan social dengan menyelenggarakan program “Corporate Social Responsibility” (CSR) yang difokuskan kepada tiga sasaran yaitu pemberdayaan ekonomi masyarakat dan pembangunan infrastruktur dasar, bidang keagamaan, pengembangan sosial, budaya, pendidikan dan, pengembangan bidang Kesehatan dan lingkungan hidup. Walaupun tidak bisa menjangkau seluruh kebutuhan masyarakat yang ada dan masih terbatas kepada lingkungan masyarakat disekitar Entitas Anak, namun dalam situasi yang kurang menguntungkan seperti tahun 2015 lalu, Gozco bangga tetap dapat menjaga komitmen CSR ini.
Board of Director’s Report Laporan Dewan Direksi Appreciation
Apresiasi
In conclusion and on behalf of the Board of Directors, I would like to extend my greatest gratitude firstly towards the shareholders who have trusted the Company to manage their investment. Secondly, towards the Board of Commissioners who have guided and given improvement advices. Thirdly, towards all employees of Gozco for their contributions, dedications and loyalty. Lastly, towards all stakeholders who have worked together with Gozco.
Menutup sambutan ini, atas nama Dewan Direksi saya sampaikan terima kasih yang sebesar-besarnya, pertama kepada para pemegang saham yang telah memberikan kepercayaan untuk mengelola investasi yang telah dilakukan. Kedua, kepada Dewan Komisaris yang telah memberikan arahan dan masukan perbaikan. Ketiga, kepada seluruh karyawan Gozco yang telah memberikan kontribusi, dedikasi dan loyalitasnya, dan kepada seluruh Pemangku Kepentingan yang telah bekerja sama dengan baik dengan Gozco.
Yours Sincerely / Hormat kami Jakarta, March 28, 2016 / Jakarta, 28 Maret 2016
TJANDRA MINDHARTA GOZALI President Director / Presiden Direktur
Laporan Tahunan 2015
18
Management Analysis Analisa Manajemen
Operational Segment Analysis Analisa Operasi per segmen The company conducts the business of developing and operating palm oil plantations, trading and processing of crude palm oil and palm kernel through its subsidiaries. The subsidiaries are located in 3 (three) provinces, namely South Sumatera, West Kalimantan and Central Kalimantan. There is no other business activity and significant assets outside of the three provinces mentioned.
Perseroan melakukan kegiatan usaha pengembangan, pengoperasian perkebunan, perdagangan dan pengolahan kelapa sawit dan minyak nabati (crude palm oil) melalui anak-anak perusahaan. Lokasi lahan perkebunan anak-anak Perusahaan di 3 (tiga) propinsi yakni di Sumatera Selatan, Kalimantan Barat dan Kalimantan Tengah. Tidak ada kegiatan usaha lain dan signifikan aset di luar kegiatan usaha dan ketiga Propinsi yang disebutkan.
The company does not need to review operations by segments required for transparent information as long as it is operating within the scope of business activities, performance, and asset management as explained above.
Dengan ruang lingkup kegiatan usaha, kinerja dan pengelolaan aset seperti dijelaskan diatas, maka didalam keterbukaan informasi Perseroan tidak diperlukan tinjauan operasi per segmen.
Land Bank, ha Cadangan Lahan, ha Taking into account of the uncertainty regarding the expiration of the Moratorium policy on the conversion of productive forest (HPK) in accordance with the Indonesian Presidential Instruction No. 10 of 2011, the following shows the Company's report on area with the status of APL (Area for other use) as of December 31, 2015:
Memperhatikan ketidakpastian masa berlakunya kebijakan Moratorium pada Hutan Produksi Konversi (HPK) sesuai Instruksi Presiden Republik Indonesia Nomor 10 Tahun 2011, dibawah ini Perseroan melaporkan areal yang memiliki status APL (Area Penggunaan Lain) untuk posisi per tanggal 31 Desember 2015:
Land Bank Inisial (Initial)
Perusahaan (Companies)
Lokasi (Location)
Total
Tanaman (Planted) 01/01/2015
SA
Suryabumi Agrolanggeng
GBS
CVA
BIM
2015
Infrastuktur Infrastucture
Sisa Balance
Sumsel
8.858
8.464
8.464
394
Golden Blossom Sumatera - Kebun Inti (Nucleas)
Sumsel
8.240
7.760
7.760
480
- Kebun Plasma Cahya Vidi Abadi
Sumsel Sumsel
8.081 1.166
7.125 985
7.125 985
956 71
109
Sumsel
5.750
1.400
1.642
227
3.881
Sumsel
5.000
Sumsel
402
386
242
CPO Unit Ton/ Hour
Status Lahan
31/12/2015
90 T/Hour
HGU. 18 Des 2035 & HGB HGU, 3 Des 2042 & HGB
5.000
HGU, Plasma HGU, 21 Des 2045 Ijin Lokasi, 12 Feb 2014 ,Proses HGU Ijin Lokasi, Mar 2013, Pelepasan Kawasan Hutan
Bumi Indo Sawit
Pemdas Pemdas Agro Citra Buana Palma
Palma Sejahtera
PLD.
Palmdale Agroasia Lestari Makmur
Kalbar
12.806
8.119
TSP
Telaga Sari Persada
Kalteng
1.012
789
Mulya Agro Persada MAP Indotruba Indotruba Tengah Total
Kalteng
7.734 59.049
6.605 41.635
105
347
386
15
8.225
1.624
2.957
789
151
71
6.605 41.982
324 4.242
805 12.823
Hak Pakai
Ijin Lokasi, 4 Jan 2012, Proses HGU & konversi HPL Ijin Lokasi, 12 Jun 2012, Proses Pelepasan Kawasan Hutan
45 T/Hour HGU, 2038
Laporan Tahunan 2015
20
Management Analysis Analisa Manajemen Apart from the plantation area of 59,049 Ha with the status of Area for Other Use (APL) as shown in the table above, the Company, through its subsidiaries also has other plantation area under the status of Productive Forest for Conversion (HPK). The total area under the status of HPK is around 8,755 Ha consisting of 7,194 Ha in PAL and 1,561 Ha in TSP.
Diluar areal perkebunan seluas 59.049 Ha dengan status APL seperti pada tabel diatas, Perusahaan juga memiliki perijinan area perkebunan dibawah status HPK (Hutan Produksi Konversi) melalui anak-anak Perusahaan, yaitu PAL seluas 7.194 Ha dan TSP seluas 1.561 Ha, atau total perijinan lokasi dengan status HPK seluas 8.755 Ha
The following shows the breakdown of the planted area as of the end of 2015:
Posisi lahan tertanam per akhir tahun 2015 sebagai berikut:
Age Profile of Planted Areas Dec 31, 2015
Total Area (Ha) Keterangan (Description)
Immature M 13-17; 12,070 ; 29%
M 10-12; 410 ; 1%
Immature ; 5,879 ; 14%
M 1-3; 14,675 ; 35%
M 7-9; 756 ; 2% M 4-6; 8,192 ; 19%
21
"OOVBM3FQPSU
%
5.879
14%
- Matured of 1 to 3
M 1-3
14.675
35%
- Matured of 4 to 6
M 4-6
8.192
20%
- Matured of 7 to 9
M 7-9
756
2%
- Matured of 10 to 12
M 10-12
410
1%
12.070
29%
36.103
86%
41.982
100%
Total
The average age of the plantings as at the end of 2015 was about 8 (eight) Years and 10 (ten) Months.
Immature
Ha
Mature
- Matured of 13 -17
Average Age TM 5 (excluding plasma & ITH)
Kode (Code)
Total Planted Area
M 13-17
Usia rata-rata tanaman per akhir tahun 2015 adalah 8 (delapan) Tahun 10 (sepuluh) Bulan.
Management Analysis Analisa Manajemen
Planting, Harvesting, Production & Sales Performance Tinjauan Kinerja Tanam, Panen, Produksi & Penjualan Lahan Tertanam
Planted Area 2015
2014
Ha Planted Areas
Ha Lahan Tertanam
- Mature - Immature
Planted Areas
2013
36.103
31.977
25.249
Tanaman Menghasilkan -
5.879
9.658
15.478
Tnm.Belum Menghasilkan -
41.982
41.635
40.727
Total -
1%
2%
4%
% Pertumbuhan
45.000 30.000
- Immature - Mature
15.000 - Total
% Growth
0 2015
2014
2013
The planted area consists of immature plantings (aged up to 4 Years) and mature plantings (aged above 4 Years). The total planted area as of the end of 2015 was 41,982 Ha or has increased by 1%, meaning there were new plantings of 347 Ha. .
Lahan tertanam terdiri atas lahan dengan Tanaman Belum Menghasilkan (TBM, usia s/d 4 tahun) dan Tanaman Menghasilkan (TM, usia diatas 4 tahun). Total lahan tertanam per akhir tahun 2015 seluas 41.982 Ha atau meningkat sebesar 1%, yang berarti ada tanaman baru seluas 347 Ha.
The total mature planted area amounted to 36,103 Ha or has increased by 4,127 Ha. This increase in mature planted area was a result of the status upgrade of the immature plantings. The proportion of mature planted area as compared to the total planted area was around 86%. The total immature planted area has decreased to only 3.779 Ha as only 347 Ha was planted in 2015 while 4,127 Ha has matured.
Lahan TM seluas 36.103 Ha atau bertambah 4.127 Ha. Tambahan lahan TM berasal dari peningkatan status TBM. Porsi lahan TM sekitar 86% dari lahan tertanam. Lahan TBM berkurang hanya 3.779 Ha karena meningkat statusnya menjadi TM sebesar 4.127 Ha dan ada tambahan lahan bersih seluas 347 Ha.
The following shows the volume of Fresh Fruit Bunches (FFB), third party FFB and FFB processed for the last 3 (three) years:
Perkembangan hasil panen buah tandan segar (TBS), pasokan TBS dari luar dan jumlah TBS diproses selama 3 (tiga) tahun terakhir sebagai berikut:
FFB Production (Ton) - Nucleus Harvest - Sold as FFB - Internal Fruits Processed (Int) - External Fruits Processed (Ext)
2015
2014
2013
218.960 13.983
164.804 8.607
145.996 3.635
TBS Diproduksi (Ton) Hasil Panen Dijual dalam Bentuk TBS -
204.499
156.197
142.361
Hasil Panen Diproses (Int)-
85.087
57.112
81.239
- Total of FFB Processed 289.586
213.309
223.599
Buah Luar Diproses (Ext) Total TBS diproses -
8,41
9,25
Rasio Hasil per Ha lahan dipanen
Harvesting Yield 2015
2014
2013
9,63
The Fresh Fruit Bunches (FFB) processed were sourced from internal harvest (nucleus) and the purchase of external harvest including plasma plantation. The 2015 internal FFB harvest has increased by 31% or around 48,302 ton. This increase was higher compared to the increase in mature planted area of 13% or around 4,127 Ha.
Pasokan TBS diproses berasal dari hasil panen kebun sendiri (inti) dan dari pasokan (beli) hasil panen kebun luar termasuk kebun Plasma. Hasil panen TBS kebun inti tahun 2015 naik 48.302 ton, atau 31%. Kenaikan panen melebihi prosen kenaikan luas TM sebesar 4.127 Ha, atau 13%.
The increase in harvesting yield to 9.63 tons per Ha was mainly due to the average age of the mature plantings becoming more optimal. The 2015 total FFB processed was around 289,586 tons or has increased by around 36%.
Kenaikan rasio hasil per Ha lahan dipanen kebun inti menjadi sebesar 9,63 ton per Ha terutama karena semakin optimumnya rara-rata umur tanaman menghasilkan. Jumlah TBS diproses tahun 2015 sebesar 289.586 ton, atau naik sekitar 36%.
The total amount of FFB processed could have been higher as 13.983 tons of FFB harvested was sold as FFB. There was a 49% or 27,975 tons increase in the amount of externally sourced FFB. Most of the sale of FFB was took place in the Kalimantan area as subsidiaries PT. PAL and PT. TSP do not have processing mills yet.
Ton TBS diproses seharusnya bisa lebih banyak karena sejumlah 13.983 ton hasil panen inti dijual dalam bentuk TBS. Kenaikan pasokan TBS kebun luar sebesar 27.975 ton, atau naik 49%. Penjualan TBS hasil panen kebun inti kebanyakan terjadi di Kalimantan karena Entitas anak (PT. PAL & PT. TSP) disana belum punya PKS.
Laporan Tahunan 2015
22
Management Analysis Analisa Manajemen The following shows the production of crude palm oil (CPO) and palm kernel (PK) for the last 3 (three) years:
Perkembangan hasil produksi minyak sawit mentah (CPO) dan kernel (PK) selama 3 (tiga) tahun terakhir sebagai berikut: Volume Produksi
Production Volume
Production Volume 60.000
2013
2014
2015
70.000
Ton Produksi
Ton Production
50.000 - CPO
40.000
- PK
30.000
- Crude Palm Oil (CPO)
65.380
50.072
49.214
Minyak Sawit Mentah -
- Palm Kernel (PK)
10.782
8.618
9.998
Kernel -
22,58%
23,50%
22,01%
Minyak Sawit Mentah -
3,72%
4,04%
4,47%
Kernel -
20.000
Extaction Rate
10.000
- Crude Palm Oil (CPO) - Palm Kernel (PK) 2015
2014
Rendemen
2013
The 2015 CPO production has increased by 31% to around 65,380 tons. The CPO extraction has decreased to become 22.58%. This decrease was mainly due to the extraction rate from externally sourced FFB that is usually only around 21%.
Volume hasil produksi CPO tahun 2015 meningkat 31% menjadi sebesar 65.380 ton. Hasil rendemen CPO turun menjadi 22,58%. Penurunan rendemen CPO terutama karena rata-rata rendemen TBS kebun luar hanya berkisar pada tingkat 21%.
The following shows the actual sales progress for the last 3 (three) years:
Perkembangan hasil penjualan produk selama 3 (tiga) tahun terakhir sebagai berikut:
Sales Volume Volume Penjualan
Sales Volume 2015 Sales Volume - CPO - PK - FFB
62.000 10.197 13.983
2014
49.455 8.618 8.607
2013
- Sales Volume
51.045 9.998 3.635
Ton Dijual Minyak Sawit Mentah Kernel TBS -
Growth - CPO - PK
25% 18%
-3% -14%
-2% -2%
Pertumbuhan Minyak Sawit Mentah Kernel -
- FFB
62%
137%
NA
TBS -
- CPO
- PK
62,000 49,455
13,983 10,197
8,618 8,607
- FFB
51,045
9,998 3,635
2014
2013
2012
The 2015 CPO sales volume has increased by around 25% or 12,545 tons to around 62,000 tons as the internal FFB harvest has increased significantly. As at the end of 2015, the Company still retains CPO stock of around 149 tons.
Volume penjualan CPO tahun 2015 sebesar 62.000 ton, atau naik 12.545 ton, atau naik 25%, karena meningkatnya hasil panen TBS internal yang cukup signifikan. Per akhir tahun 2015, Perusahaan masih terdapat stok CPO sekitar 149 ton.
The sales of FFB from the Company's subsidiaries in Kalimantan of around 13,983 tons have also contributed to the 2015 revenue.
Nilai penjualan tahun 2015 dikontribusi juga adanya penjualan TBS hasil panen kebun inti dari Entitas anak di Kalimantan sebesar 13.983 ton.
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Management Analysis Analisa Manajemen
Production Costs and Operating Expenses Overview Tinjauan Biaya Produksi & Biaya Usaha The following shows the realized production cost and operating expenses for the last 3 (three) years: Beban Produksi Per Ton
Production Costs Per Ton Of Product 2015
Realisasi biaya produksi dan biaya usaha selama 3 (tiga) tahun terakhir sebagai berikut:
2014
Production Costs
2013
- CPO
Rp Mio Production Costs - CPO - PK - FFB - Total Rp Mio per Ton
376.411
298,057
303,184
Rp'Jt Biaya Produksi Minyak Sawit Mentah -
37,247
30,778
36,955
Kernel -
12.305 425,963
8,325 337,160
3.210 340,139
TBS Total Rp'Jt per Ton
5.76
5.95
6.16
Minyak Sawit Mentah -
- PK
3.45
3.57
3.70
Kernel -
- FFB
1.43
0.97
-
- CPO
12,305 37,247
- PK
- FFB
10,343 30,778
376,411 287,714
TBS -
2015
36,955
303,184
2014
2013
The 2015 production costs have increased by around 26% to Rp. 425.96 Billion. This increase was still lower compared to the increase in production of CPO. As a result, the CPO and PK production cost per Kg has decreased from around Rp. 5,953 to Rp. 5,757 and from around Rp. 3,572 to Rp. 3,454 respectively.
Biaya produksi tahun 2015 sebesar Rp. 425,96 Milyar, atau naik sebesar 26%. Kenaikan biaya produksi masih dibawah kenaikan produksi CPO, sehingga menyebabkan turunnya biaya produksi CPO per Kg dari sebesar Rp. 5.953 menjadi sebesar Rp. 5.757, dan biaya produksi Kernel per Kg dari sebesar Rp. 3.572 menjadi sebesar Rp. 3.454,-
The following shows the production cost breakdown for last 3 (three) years
Rincian biaya produksi selama 3 (tiga) tahun terakhir sebagai berikut
50% Beban Umum & Administrasi Beban Lain-lain -22% Penurunan nilai aset -
12%
22%
% 'Growth
(50,000)
(14.293) Beban Penjualan & distribusi -
2015
2014
2013
- Other Income - Gain from Associate Entity - Selling & Distribution Expenses
(100,000)
- General & Admin. Expenses - Other Expenses
(150,000)
- Impairment of Assets - Financial Costs
58%
Bunga Pinjaman -
(250,000)
The 2015 total operational and other expenses have decreased by around 84% or Rp. 75.59 Billion to around Rp. 165.53 Billion. This was mainly due to:
Total beban usaha dan beban lainnya tahun 2015 sebesar Rp. 165,53 Milyar, atau naik sebesar Rp. 75,59 Milyar atau naik sebesar 84%, terutama karena:·
Selling, distribution, general andadministrative expenses have also increased by around Rp. 21.81 Billion to around Rp. 97.99 Billion.
Beban penjualan dan beban umum administrasi tahun 2015 sebesar Rp. 97,99 Milyar naik sebesar Rp. 21,81 Milyar, atau naik 29%.
The 2015 interest loan expenses have increased by around 12% or Rp. 18.88 Billion to around Rp.172.05 Billion.
Beban bunga pinjaman tahun 2015 sebesar Rp. 172,05 Milyar naik sebesar Rp. 18,88 Milyar, atau naik 12%.
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Management Analysis Analisa Manajemen
Profitability Overview Tinjauan kemampuan menghasilkan keuangan The following shows the realized average selling price (ASP) for the last 3 (three) years:
Realisasi harga jual rata-rata yang bisa diupayakan selama 3 (tiga) tahun terakhir sebagai berikut: Selling Prices
Selling Prices 10,000
Harga Jual 2015
2014
2013
6.960 4.337 1.102
8.234 5.077 1.378
7.532 3.913 1.110
Rp'Jt hrg jual per Kg
Rp Mio Selling price / Kg 5,000
CPO
- CPO - PK - FFB
PK
2015
2014
Minyak Sawit Mentah Kernel TBS -
2013
The realized average selling price of CPO & PK has decreased by around 15%. This decrease was due to external factors such as the decrease in global oil affecting CPO prices.
Harga jual CPOdan kernel rata-rata yang dapat direalisasi turun sebesar 15%. Penurunan harga jual dipengaruhi faktor eksternal, yaitu penurunan harga minyak dunia yang berimbas ke harga CPO dunia.
The following shows the actual sales value for the last 3 (three) years:
Realisasi nilai penjualan selama 3 (tiga) tahun terakhir sebagai berikut:
Sales Sales
Penjualan
- CPO
2015
2014
2013
Sales on Rp Mio - CPO - PK - FFB
431.514 44.222 15.869
407.229 43.754 11.857
384.471 39.117 -
Rp'Jt Penjualan Minyak Sawit Mentah Kernel TBS -
44,222
- Total
491.605
462.840
423.588
Total -
431,514
6%
6%
5%
% Pertumbuhan
% Growth
15,869
2014 The 2015 sales value has increased by around 6% or Rp. 28.77 Billion to around Rp. 491.61 Billion. Of which, around 88% or Rp. 431.51 Billion were from the sales of CPO. The increase in total sales value was due to the 25% and 18% increase in the sales volume of CPO and PK.
- FFB
- PK
43,754
11,857
407,229
2013
4,035 39,117 384,471
2012
Nilai Penjualan tahun 2015 sebesar Rp. 491,61 Milyar, naik sebesar 6% atau sebesar Rp. 28,77 Milyar. Sekitar 88% total penjualan, atau sebesar Rp. 431,51 Milyar dari penjualan CPO. Peningkatan total penjualan karena peningkatan volume penjualan CPO sebesar 25% dan kernel sebesar 18%.
Laporan Tahunan 2015
26
Management Analysis Analisa Manajemen The following shows the gross profit and earnings before interest and taxes (EBIT) for the last 3 (three) years:
Laba kotor dan laba sebelum bunga dan pajak (LSBP) selama 3 (tiga) tahun terakhir sebagai berikut: Gross Profit & EBIT
Gross Profit & EBIT
Laba Kotor & LSBP 2015
- Gross Profit
2014
2013
- EBIT
On Rp Mio 250.000
Dalam Rp’Jt
- Gross Profit
110.416
137.878
87.484
Laba Kotor -
- EBIT
116.929
201.107
110.177
LSBP -
-20%
58% 83%
-44% -43%
% Pertumbuhan Laba Kotor LSBP -
200.000 150.000 100.000
% Growth - Gross Profit - EBIT
50.000 2015
2014
-42%
2013
The 2015 realized gross profit has decreased by around 20% to Rp.110.42 Billion. This decrease was due to the 17% increase or Rp. 56.23 Billion in cost of goods sold while the total sales value only increased by 6% or Rp. 28.77 Billion.The EBIT was calculated by subtracting the operational expenses and other expenses from the gross profit and adding other income to it. The 2014 realized EBIT has decreased by around 42% to Rp. 116.93 Billion. This decrease was mainly due to the decrease in gross profit and the increase in operational expenses.
Laba kotor tahun 2015 direalisasi sebesar Rp. 110,42 Milyar, atau turun 20%, Penurunan disebabkan peningkatan penjualan yang hanya sebesar 6% atau sebesar Rp. 28,77 Milyar diikuti dengan peningkatan beban pokok penjualan yang naik sebesar 17% atau sebesar Rp. 56,23 Milyar.LSBP dihitung dari jumlah laba kotor dikurangi jumlah beban usaha dan beban/pendapatan lainnya. LSBP yang direalisasi tahun 2015 sebesar Rp. 116,93 Milyar, atau turun sebesar 42%. Penurunan LSBP disebabkan terutama karena penurunan laba kotor dan peningkatan beban usaha.
The following shows the realized EBITDA and CAPEX for the last 3 (three) years:
Realisasi EBITDA dan Pengeluaran modal selama 3 (tiga) tahun terakhir sebagai berikut:
EBITDA & CAPEX 2014
2013
- EBITDA
220.980
297.064
198.089
EBITDA -
- CAPEX
193.168
77.572
87.912
Pengeluaran Modal -
-26% 149%
50% -12%
-27% -63%
% Pertumbuhan EBITDA Pengeluaran Modal -
On Rp Mio
% Growth - EBITDA - CAPEX
EBITDA & CAPEX
EBITDA & Pengeluaran Modal 2015
- CAPEX
- EBITDA
Dalam Rp'Jt 450.000
300.000
150.000
2015
2014
2013
The EBITDA was calculated by adding the depreciation of mature plantings and fixed asset back to EBIT. The 2015 realized EBITDA has decreased by around 26% or Rp. 76.08 Billion to Rp. 220.98 Billion. This decrease was mainly due to the decrease in EBIT caused by the increase in operational expenses and increase in other expenses. The increase in expenses was mainly due to the increase depreciation.
EBITDA dihitung dari LSBP ditambah beban depresiasi TM dan aset tetap. Realisasi EBITDA tahun 2015 sebesar Rp. 220,98 Milyar turunsebesar Rp. 76,08 atau turun sebesar 26%. Penurunan EBITDA terutama karena penurunan LSBP yang diakibatkan oleh peningkatan beban-beban usaha dan beban lainnya. Kenaikan beban terutama karena kenaikan beban depresiasi.
The capital expenditures (CAPEX) were calculated by summing up the new additions in plantings assets, fixed assets and plasma. The realized 2015 CAPEX was down around 149% to Rp. 193.17 Billion.
Pengeluaran modal dihitung dari tambahan Aset tanaman, Aset tetap dan Plasma. Realisasi tahun 2015 sebesar Rp.193,17 Milyar, naik sebesar 149%
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Management Analysis Analisa Manajemen
The following shows the realized return on assets and equity for the last 3 (three) years:
Tingkat pengembalian aset dan ekuitas selama 3 (tiga) tahun terakhir sebagai berikut: Profit, Assets & Equity
Profit, Assets & Equity - Net Profit (Loss)
- Assets
2014
2013 Dalam Rp'Jt Laba -
On Rp Mio - Profit
- Equity
(30.719)
- Net Profit (Loss)
4,964,076
3,232,644
Laba , Aset & Ekuitas 2015
- Other comprehen. Income 1.152.324
3,201,105
2,670,016 1,503,296
1,554,303
52.720 -
(92.050) -
Laba (Rugi) Bersih (LR) -
1.120.508
51.007
(95.845)
Laba Komprehensif -
- Assets - Equity
4.964.076 2.670.016
3.232.644 1.554.303
3.201.105 1.503.296
Aset Ekuitas -
- Return on Investments (ROI)
-1%
2%
-3%
LR thd Aset (ROI) -
- Return on Equity (ROE)
-1%
3%
-6%
LR thd Ekuitas (ROE) -
Rate of Return: 52,720 (92,050)
(30,719) 2015
2014
Pendpt.Kompreh.Lain -
- Comprehensive Income
Tingkat pengembalian hasil
2013
In 2015, the Company and its subsidiaries' consolidated financial statement has realized a comprehensive income of Rp. 1,120.51 Billion and a net loss of Rp. 30.72 Billion after taking out the portion of noncontrolling interests (in the Subsidiaries).
Tahun 2015, Laporan keuangan Perseroan konsolidasi dengan Entitas anaknya membukukan laba komprehensif sebesar Rp. 1.120,51 Milyar dan rugi bersih setelah dikurangi bagian non pengendali (di Entitas Anak) sebesar Rp. 30,72 Milyar,
The net loss realized by the owners (Shareholders of PT. Gozco Plantations Tbk.) amounted to Rp. 30.72 Billion. This realized loss compared to assets (ROI) or equity (ROE) were both -1%.
Jumlah kerugian yang dapat diatribusi bagi pengendali (Pemegang saham PT.Gozco Plantations Tbk) sebesar minus Rp. 30,72 Milyar dibanding total aset, atau ROI sebesar -1% dan terhadap ekuitas, atau ROE sebesar -1%.
The following shows the realized retained earnings, net profit and dividends for the last 3 (three) years:
Posisi saldo laba, Laba dan Dividen pada akhir tahun selama 3 (tiga) tahun terakhir sebagai berikut:
R.E, Profit & Dividen
Rp.Mio Retained Earning
R.E, Profit & Dividen
Laba & Dividen 2015
2014
2013
698.350
729.058
677.309
- Rp.Mio Retained Earning
Rp'Jt Saldo Laba
800.000 600.000
Rp.Mio Net Profit (Loss) Rp EPS Rp.Mio Dividend
(30.719)
52.720
(92.050)
Rp'Jt Laba (Rugi) Bersih
(5,12)
8,79
(15,34)
Rp per Saham
-
-
-
Rp'Jt Dividen
- Rp.Mio Net Profit (Loss)
400.000 200.000
-
- Rp.Mio Dividend
(200.000) 2015
The 2015 realized retained earning that could be attributed to the owners (Shareholders of PT. Gozco Plantations Tbk.) decreased to around Rp. 698.35 Billion. The 2015 earnings per share or EPS was around negative Rp. 5.12.
2014
2013
Saldo Laba yang dapat diatribusi ke Pengendali (Pemegang saham PT.Gozco Plantations Tbk.) per akhir tahun 2015 turun menjadi sebesar Rp. 698,35 Milyar. EPS tahun 2015 sebesar minus Rp. 5,12.
Laporan Tahunan 2015
28
Management Analysis Analisa Manajemen
Asset Growth and Financing Pertumbuhan Aset dan Pendanaan The following shows the realized growth in assets for the last 3 (three) years:
Assets
Pertumbuhan aset Perseroan yang direalisasi selama 3 (tiga) tahun terakhir sebagai berikut: Assets
Aset 2015
2014
2013
Assets on Rp Mio - Plantings Assets - Fixed Assets - Current Assets - Others
2.383.425 864.794 257.384 1.458.473
1.209.535 502.043 206.172 1.314.894
1.233.851 513.206 283.354 1.170.694
Rp'Jt Aset Aset Tanaman Aset Tetap Aset Lancar Aset Lainnya -
- Total
4.964.076
3.232.644
3.201.105
Total -
6,000,000 - Others
4,000,000
- Current Assets
2,000,000
- Fix Assets - Planted
2014
2015
2013
The total assets as at the end of 2015 have increased by around 54% or Rp. 1,731.43 Billion to around Rp. 4,964.08 Billion. Plantings assets have increased by around 97% or Rp. 1,173.89 Billion to around Rp. 2,383.42 Billion of which Rp. 744.20 Billion was caused by revaluation. Fixed assets have also increased by around 72% or Rp. 363.75 Billion to around Rp. 864.79 Billion of which Rp. 343.93 Billion was caused by revaluation. Current assets were up around 25% or Rp. 51.21 Billion to around Rp. 257.38 Billion.
Total aset per akhir tahun 2015 sebesar Rp. 4.964,08 Milyar, atau naik sebesar Rp. 1.731,43 Milyar, atau naik sekitar 54%. Aset Tanaman per akhir tahun 2015 sebesar Rp. 2.383,42 Milyar, atau naik sebesar Rp. 1.173,89 Milyar, atau naik sekitar 97%, sebesar Rp. 744,20 Milyar karena revaluasi. Aset Tetap per akhir tahun 2015 sebesar Rp. 864,79 Milyar, atau naik sebesar Rp. 362,75 Milyar, atau naik sekitar 72%, sebesar Rp. 343,93 Milyar karena revaluasi.Aset Lancar per akhir tahun 2015 sebesar Rp. 257,38 Milyar, atau naik sebesar Rp. 51,21 Milyar, atau naik sekitar 25%.
As at the end of 2015, other assets have also increased by 11% or Rp. 143.58 Billion to around Rp. 1,458.47 Billion.
Aset lainnya per akhir tahun 2015 sebesar Rp. 1.458,47 Milyar, atau naik sebesar Rp. 143,58 Milyar, atau naik sekitar 11%.
The following shows the values of assets, liabilities and equity for the last 3 (three) years:
Posisi aset, liabilitas dan ekuitas per akhir tahun selama 3 (tiga) tahun terakhir sebagai berikut:
Aset, Liabilities & Equity
Aset, Liabilitas & Ekuitas
Aset, Liabilities & Equity 2015
2014
2013 6,000,000
On Rp Mio -Assets Liabilities & Equity - Liabilities
4.964.076
3.232.644
3.201.105
2.294.060
1.678.341
1.697.809
Dalam Rp.Jt Aset Liabilitas & Ekuitas Liabilitas -
- Equity
2.670.016
1.554.303
1.503.296
Ekuitas -
4,000,000
- Assets
2,000,000
- Liabilities
- Equity
2015
2014
2013
The funding for the acquisition of the Company's assets as at the end of 2015 amounted to around Rp. 4,964.08 Billion. Of which, around 46% or Rp. 2,294.06 Billion was funded through liabilities, while the remaining 54% or around Rp. 2,670.02 Billion were funded through equity. The funding through liabilities has decreased by around 37% or Rp. 615.72 Billion.
Pendanaan perolehan aset Perseroan per akhir tahun 2015 sebesar Rp.4.964,08 Milyar, sekitar 46% atau sebesar Rp.2.294,06 Milyar dari liabiltas, dan sisanya sekitar 54% atau sebesar Rp.2.670,02 Milyar dari ekuitas. Pendanaan dari liabilitas naik sebesar Rp.615,72 Milyar atau naik sekitar 37%.
The funding through equity as at the end of 2015 has increased by around 72% or Rp. 1,115.71 Billion to around Rp. 2,670.02 Billion of which Rp. 1,088.14 Billion was from the revaluation of land and plantings.
Ekuitas per akhir tahun 2015 sebesar Rp.2.670,02 Milyar, atau naik sebesar Rp.1.115,71 Milyar atau naik sekitar 72%. Kenaikan ekuitas sebesar Rp.1.088,14 Milyar karena revaluasi lahan dan tanaman.
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Management Analysis Analisa Manajemen
Liquidity and Solvency Likuiditas dan Solvabilitas The following shows the realized liquidity and solvability of the Company for the last 3 (three) years:
Solvability
Liquidity - Current assets to Curr. Liab
Kemampuan likuiditas dan solvabilitas Perseroan selama 3 (tiga) tahun terakhir sebagai berikut:
Liquidity &Solvability
Likuiditas & Solvabilitas 2015
- Debt to Equity Ratio
- Gearing ratio
Liquidity - Curr. Assets to Curr. Liab.
- Acid Test Ratio - Debt to Assets Ratio
120.00%
2
100.00% 80.00%
1,26x
2014
2013
0,88x
0,75x
Likuiditas Aset lancar thd Liab.Lcr -
- Receivables Period
0,82
1,51
2,10
Periode piutang -
- Inventories Period - Acid Test Ratio
31,14 1,01x
18,04 0,81x
28,38 0,70x
Periode persediaan Ratio test acid-
85,92% 63,79% 46,21%
107,98% 90,46% 51,92%
112,94% 82,32% 53,04%
Solvabilitas Liabilitas thd Ekuitas Ratio gearing Liabiliutas thd Aset -
60.00%
1
Solvability - Debt to Equity Ratio - Gearing Ratio - Debt to Assets Ratio
40.00% 20,00% 0.00% 0 2015
2014
2013
2015
2014
2013
As at the end of 2015, the liquidity ratio was above 1. This meant that the current liabilities of Rp. 204.50 Billion can be covered by the total current assets of Rp. 257.38 Billion. Around 66% or Rp. 94.06 Billion of the current liabilities were operating activities, while the remaining Rp. 110.45 Billion were financing activities maturing evenly in the next year. With this, the Company is certain that it can pay off its current liabilities. The acid test ratio was also above 1.
Rasio likuiditas per akhir tahun 2015 diatas angka satu, yang berarti untuk liabilitas lancar sebesar Rp. 204,50 Milyar tersedia jumlah aset lancar sebesar Rp. 257,38. Sebesar 46% liabilitas lancar, atau sebesar Rp. 94,06 Milyar adalah liabilitas terkait aktivitas operasi, dan sisanya Rp. 110,45 Milyar adalah liabilitas terkait aktivitas pendanaan yang jatuh temponya merata dalam setahun kedepan.
The solvency ratio as at the end of 2015 was better compared to the previous year as the increase in equity was greater than the increase in liabilities.
Memperhatikan hal ini, Perseroan meyakini dapat melunasi liabilitas lancarnya. Bahkan, Ratio test acid juga diatas angka satu.Rasio solvabilitas per akhir tahun 2015 lebih baik dibanding sebelumnya karena kenaikan ekuitas melebihi kenaikan libailitas.
Cash Flow Arus Kas The following shows the actual surplus (deficit) position of cash flow for the last 3 (three) years:
Resume surplus (difisit) arus kas untuk 3 tahun terakhir sebagai berikut:
There was a deficit of around Rp. 143.24 Billion from the operating activities. The cash outflow under the operating activities includes a debt service of around Rp. 172.05 Billion where part of which was for plantation investment loans. Should the loan interest expenses not be recorded under the operational activities, the operational activities were supposed to realize a surplus of around Rp. 28.81 Billion.
Aktivitas operasi difisit sebesar Rp.143,24 Milyar. Didalam arus kas operasi diperhitungan pembayaran bunga pinjaman sebesar Rp.172,05 Milyar yang sebagian daripadanya untuk pinjaman investasi tanaman. Mengeluarkan beban bunga pinjaman ini dari arus kas operasi, maka dari aktivitas operasi dihasilkan surplus sebesar Rp.28,81 Milyar
The cash flow position for investing activities, mainly for investing in the immature plantings, in 2015 realized a deficit of Rp. 126.29 Billion.
Tahun 2015 aktivitas investasi difisit sebesar Rp.126,29 Milyar, terutama untuk pembiayaan investasi tanaman (TBM).
As at the end of 2015, the cash and cash equivalents have decreased by around 11% or Rp. 10.94 Billion to around Rp. 123.06 Billion. The cash and cash equivalents balance at the end of the year was still above the minimum requirement needed to maintain a sufficient liquidity
Pada akhir 2015, saldo kas setara kas naik menjadi Rp.123,06 Milyar, atau naik sebesar Rp.10,94 Milyar, atau naik sekitar 11% Saldo kas setara kas akhir tahun masih diatas kas minimum yang diperlukan untuk kelancaran likuiditas.
Laporan Tahunan 2015
30
Management Analysis Analisa Manajemen
Realization and Projection Realisasi dan Proyeksi The following shows the important activities as compared to the previously defined 2015 projection: Realization vs Budget, 2015 Realization
2015 Projection
Discription
2015 Realization
Real to Projection
Keterangan
Projection
600,000
500,000
400,000
300,000
200,000
100,000
-
TBS
Realisasi aktivitas penting dibanding proyeksi yang ditetapkan sebelumnya untuk tahun 2015 adalah sebagai berikut:
CPO
Sales
TBS Available - Nucleus Harvest - Purchased (plasma & 3rd party) Total TBS Available for Process Extraction Rate CPO Produced CPO Sales volume Sales CAPEX - Maintenance of Immature - New Plantings Sub Total - Fixed Assets
TBS Tersedia 121% Hasil Panen Kebun Inti 121% Beli (plasma & Pihak ke 3) 121% Total 120% TBS Diproses Rendemen 96% Hasil CPO 116% Volume CPO Dijual 110% 94% Penjualan Belanja Modal Perawatan TBM 69% Tanaman Baru 23% 55% Sub Total 385% Aset Tetap -
Capex
Available Produced
97%
Total
The 2015 realized FFB available for process was around 289.586 tons or around 120% compared to the previous projection. The 2015 realized CPO production was around 65,380 tons or around 116% compared to the previous projection. The 2015 realized sales value was around Rp.491.61 Billion or around 94% compared to the previous projection. The 2015 realized capital expenditures for plantings and fixed assets were around Rp.193.17 Billion or 97% compared to the previous projection.
Realisasi TBS Tersedia untuk diproses tahun 2015 sebesar 289.586 ton atau 120% dari yang direncanakan sebelumnya. Realisasi CPO diproduksi tahun 2015 sebesar 65.380 ton atau 116% dari yang direncanakan sebelumnya. Realisasi penjualan tahun 2015 sebesar Rp. 491,61 Milyar, atau 94% dari yang direncanakan sebelumnya.Realisasi belanja modal tahun 2015 untuk tanaman dan aset tetap sebesar Rp.193,17 Milyar atau 97% dari yang direncanakan sebelumnya.
The following shows the projection for 2016 as compared to the realization in 2015:
Proyeksi yang ditetapkan untuk tahun 2016 dibanding realisasi yang dicapai tahun 2015 sebagai berikut:
Realization 2015 vs Projection 2016
Realization
Discription
2015 Realization
TBS Available - Nucleus Harvest - Purchased (plasma & 3rd party) Total TBS Available for Process Extraction Rate CPO Produced CPO Sales volume Sales CAPEX - Maintenance of Immature - New Plantings Sub Total - Fixed Assets
TBS Tersedia 110% Hasil Panen Kebun Inti 106% Beli (plasma & Pihak ke 3) 109% Total 93% TBS Diproses Rendemen 102% Hasil CPO 95% Volume CPO Dijual 100% 115% Penjualan Belanja Modal Perawatan TBM 82% Tanaman Baru 709% 155% Sub Total 52% Aset Tetap -
193.168
200.000
104%
-
TBS
CPO
Sales
Capex
Total
Total
Available Produced
The 2016 projected FFB available was around 240,000 tons or around 110% compared to the previous year's realization. The 2016 projected CPO production was around 61,913 tons or around 95% compared to the previous year's realization. The 2016 projected sales value was around Rp.565,32 Billion or around 115% compared to the previous year's realization. The 2016 projected capital expenditures for plantings and fixed assets were around Rp. 200 Billion or 104% compared to the previous year's realization.
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TBS Tersedia tahun 2016 diproyeksikan sebesar 240.000 ton atau 110% dari yang realisasi tahun sebelumnya. CPO diproses tahun 2016 diproyeksikan sebesar 61.913 ton atau 95% dari yang realisasi tahun sebelumnya. Penjualan tahun 2016 diproyeksikan sebesar Rp.565.32 Milyar, atau 115% dari yang realisasi tahun sebelumnya. Belanja modal untuk tanaman dan aset tetap tahun 2016 diproyeksikan sebesar Rp.200 Milyar atau 104% dari yang realisasi tahun sebelumnya.
Good Corporate Governance Contents Tata Kelola Perusahaan Daftar Isi
Organization & Management Organisasi & Pengurus In accordance with the requirements of the departments that must be managed, the company structure is set as per the following:
Memperhatikan kebutuhan pembidangan yang harus dikelola, maka struktur organisasi Perseroan adalah sebagai berikut:
Plantation & Technique
Company Management Pengurus Perseroan The division of the main tasks in the subsidiaries is conducted in consideration of the effectiveness and efficiency of the scope of activities.
Pembagian tugas pokok di Entitas anak diselenggarakan dengan memperhatikan lingkup kegiatan dan dengan pendekatan efektip dan effisiensi.
According to Deed Number 85 on the proceedings of the Extraordinary General Shareholders' Meeting dated June 21, 2013, issued before Fathiah Helmi, SH, Notary in Jakarta, the judiciary has passed AHUAH.01.10-32607 dated August 12, 2013. The following shows the board of the Company with the division of responsibilities:
Berdasarkan Akta Nomor 85 Tentang Berita Acara Rapat Umum Pemegang Saham Luar Biasa tanggal 21 Juni 2013, dibuat dihadapan Fathiah Helmi,SH, Notaris Jakarta, disahkan kehakiman AHUAH.01.10-32607 tanggal 12 Agustus 2013, Pengurus Perseroan dengan pembagian tugas pokoknya sebagai berikut:
·Board of Commissioners/ Dewan Komisaris President of Commissioner and Independent Commissioner /Presiden Komisaris dan Komisaris Independen
:
Mustofa
Independent Commissioner / Komisaris Independen
:
Benyamin Subrata
Commissioner / Komisaris
:
Ir. Rudyansyah
Commissioner / Komisaris
:
dr. Harijanto, MM
·Board of Directors / Dewan Direksi President Director/ Presiden Direktur Vice President Director/ Wakil Presiden Direktur Plantations & Technique Director / Direktur Perkebunan & Teknik General &Human Resources Director / Direktur Umum & Personalia Finance & Tax Director / Direktur Keuangan & Pajak AIS & Accounting Director (Non Affiliated) / Direktur SIA & Akuntansi (Tidak Terafiliasi ) /
: : : : : :
Tjandra Mindharta Gozali Kreisna Dewantara Gozali Andrew Michael Vincent Jamal Rosyidin Hakki Enggan Nursanti Yongki Tedja
There was no change in the Board members of the Company as at the end of 2015.
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Sampai dengan akhir tahun 2015 tidak ada perubahan Pengurus Perusahaan.
Good Corporate Governance Tata Kelola Perusahaan
Biographies of member of Commissioners Riwayat Singkat Anggota Komisaris An Indonesian Nationality. Mustofa graduated with a degree in Economy from Airlangga University and was the managing partner for an office of public accountants called Hans, Tuanakotta & Mustofa Deloitte. He has more than 30 years experience as a consultant in business and management in many industries especially in business strategy and financial management. Since 19 December 2007, he holds the position of President Commissioner and Independent Commissioner of the Company and as of June 21, 2013 was selected again for a 5 (five) year tenure. He has no affiliation with the members of the Board of Commissioners and Directors, as well as the shareholders of the Company. Currently, he holds the position of Independent Commissioner at PT. Tower Bersama Infrastruktur Tbk, PT. Total Bangun Persada Tbk. and PT. Provident Agro Tbk. He is also a member of the ABF-IBI Supervision Committee (since 2006) and the advisory board member of the Indonesian Institute of Accountants (since 2012).
.VTUPGB Commissioner President and Independent Commisioner
Presiden Komisaris dan Komisaris Independen
Warga Negara Indonesia. Meraih gelar Sarjana Ekonomi Fakultas Ekonomi Universitas Airlangga dan merupakan mantan managing partner kantor akuntan publik Hans, Tuanakotta & Mustofa - Deloitte. Berpengalaman lebih dari 30 tahun sebagai konsultan bisnis dan manajemen diberbagai industri khususnya untuk strategi bisnis dan manajemen keuangan. Sejak 19 Desember 2007 menjabat sebagai Komisaris Utama dan Komisaris Independen di Perseroan dan per tanggal 21 Juni 2013 ditetapkan kembali untuk masa jabatan 5 (lima) tahun kedepan. Beliau tidak memiliki hubungan afiliasi dengan anggota Dewan Komisaris dan anggota Direksi lainnya, maupun dengan Pemegang saham Perseroan.
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Commissioner Komisaris
An Indonesian Nationality. Rudyansyah graduated from the Faculty of Agronomy of Agriculture Institute, “STIPER” Yogyakarta in 1991. From 1992 – 1997, he worked as an Estate Manager for PT. Tania Selatan Group, South Sumatera. From 1997 – 2004, he worked as the Estate Manager in various estates of PT. PP London Sumatra of Indonesia Tbk., South Sumatera.
From 2005 - 2011, he holds the position of President Director of PT. Golden Blossom Sumatra. Since 2007, he has been serving as the Company's Corporate Commissioner and as of June 21, 2013 was selected again for a 5 (five) year tenure.
Beliau saat ini juga menjabat sebagai Komisaris Independen PT. Tower Bersama Infrastruktur Tbk, PT. Total Bangun Persada Tbk. dan PT. Provident Agro Tbk. Merupakan anggota Komite Supervisi ABF-IBI (sejak 2006) dan anggota Dewan Penasihat Ikatan Akuntan Indonesia (sejak 2012).
Warga negara Indonesia, Rudyansyah, lulus dari Fakultas Agronomi Institut Pertanian, “STIPER” Yogyakarta pada tahun 1991. Pada tahun 1992 -1997 beliau bekerja di PT Tania Selatan Group, Sumatera Selatan sebagai Estate Manager. Pada tahun 1997 - 2004 beliau menjabat sebagai Estate Manager di berbagai lahan PT PP London Sumatra Indonesia Tbk, Sumatera Selatan. Sejak tahun 2005 sampai dengan 2011 menjabat sebagai Presiden Direktur PT Golden Blossom Sumatra, dan sejak 2011 menjabat sebagai Direktur. Sejak 2007 beliau menjabat sebagai Komisaris Perseroan dan 21 Juni 2013 ditetapkan kembali untuk masa jabatan 5 tahun kedepan.
Laporan Tahunan 2015
34
Good Corporate Governance Contents Tata Kelola Perusahaan Daftar Isi
An Indonesian Nationality. Harijanto graduated from the Medical School of Airlangga University in 1987. Then in the year 1995, he was done with his Master's of Management program at Managemen Prasetiya Mulya Jakarta. He has been the Commissioner PT. Surya Intrindo Makmur Tbk. from 1996 – 2010, and then the President Commissioner to date. He was also the Commissioner of PT. Suryabumi Agro Langgeng from 1995 to date. He was also a Director in PT. Fortune Mate Indonesia Tbk. from 1994 – 2004 and then selected as Commissioner to date. Since September 2010, he has been serving as the Company's Corporate Commissioner and as of June 21, 2013 was selected again for a 5 (five) year tenure.
Commissioner Komisaris
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Warga Negara Indonesia, Harijanto, lulusan Kedokteran Umum Universitas Airlangga tahun 1987 dan Sekolah Tinggi Managemen Prasetiya Mulya Jakarta program Magister Managemen tahun 1995, Komisaris PT Surya Intrindo Makmur Tbk sejak tahun 1996 sampai dengan 2010, dan kemudian ditetapkan sebagai Presiden Komisaris sampai saat ini. Sebagai Komisaris PT Suryabumi Agro Langgeng sejak 1995 sampai saat ini, dan sebagai Direktur PT Fortune Mate Indonesia Tbk sejak tahun 1994 sampai dengan 2004, dan kemudian ditetapan sebagai Komisaris sampai saat ini.
#FOZBNJO4VCSBUB
Sejak September 2010 beliau menjabat sebagai Komisaris Perseroan dan per 21 Juni 2013 ditetapkan kembali untuk masa jabatan 5 tahun kedepan.
Independent Commissioner Komisaris Independen
An Indonesian Nationality. Benyamin Subrata graduated with a degree in Mechanical Engineering from the University of Sussex, England. He has served as Gunung Sewu Group's Senior Management and was involved in establishing many businesses in different sectors for 16 years including Universal Life Indo (now Sequis Life). Currently, he is the majority shareholder and Chairman of PT Puri Usaha Kencana and PT Puri Energy Kencana engaged in the electrical power generation services, oil, gas and coal mining. Apart from these, he is also the founder and owner of Sudamala Suites & Villas Sanur and Senggigi.
Warga Negara Indonesia. Lulusan Teknik Mesin dari Universitas Sussex, Inggris. Beliau pernah menjabat sebagai manajemen senior di Grup Gunung Sewu selama 16 tahun dan bertanggung jawab dalam pengembangan bisnis dalam berbagai sektor termasuk pendirian Universal Life Indo (sekarang Sequis Life). Saat ini, beliau adalah pemilik mayoritas dan Chairman dari PT Puri Usaha Kencana dan PT Puri Energi Kencana yang bergerak dalam pembangkit listrik, minyak dan gas bumi serta pertambangan. Selain itu, beliau juga pendiri dan pemilik dari Sudamala Suites & Villas Sanur dan Senggigi.
Since 2011, he has been serving as the Company's Corporate Commissioner to date and as of June 21, 2013 was selected again for a 5 (five) year tenure. Since the beginning of 2015, he was selected as the Head of the Remuneration Committee for a 5 (five) year tenure. He has no affiliation with the members of the Board of Commissioners and Directors, as well as the shareholders of the Company.
Sejak tahun 2011 menjabat sebagai Komisaris Independen di Perseroan dan per tanggal 21 Juni 2013 ditetapkan kembali untuk masa jabatan 5 (lima) tahun kedepan. Sejak awal tahun 2015, beliau ditetapkan sebagai ketua Komite Remenurasi Perseroan untuk masa 5 (lima) tahun kedepan. Beliau tidak memiliki hubungan afiliasi dengan anggota Dewan Komisaris dan anggota Direksi lainnya, maupun dengan Pemegang saham Perseroan.
To date, he is also serving as an Independent Commissioner of PT. Asahimas Flat Glass Tbk.
Sampai sekarang beliau juga memegang jabatan sebagai Komisaris Independen dari PT Asahimas Flat Glass Tbk.
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Good Corporate Governance Tata Kelola Perusahaan
Biographies of member of Directors Riwayat Singkat Anggota Direksi
An Indonesian Nationality. Tjandra Mindharta Gozali started as an entrepreneur in various fields of business since 1989. From 2000 to date, he serves as President Director of PT. Fortune Mate Indonesia Tbk. He also holds the position of Commissioner of Yudha Bhakti Bank from 1998 to date. Since 19 December 2007 to date, he has been serving as the Company's President Director and as of June 21, 2013 was selected again for a 5 (five) year tenure.
5KBOESB.JOEIBSUB(P[BMJ President Director Presiden Direktur
Warga Negara Indonesia. Tahun 1989, Tjandra Mindharta Gozali mengawali sebagai usahawan di berbagai bidang usaha. Tahun 2000 sampai sekarang beliau adalah Presiden Direktur PT Fortune Mate Indonesia Tbk. Menjabat sebagai Komisaris Bank Yudha Bhakti sejak tahun 1998 sampai dengan sekarang.
,SFJTOB%FXBOUBSB(P[BMJ Vice President Director Wakil Presiden Direktur
Sejak 19 Desember 2007 beliau adalah Presiden Direktur Utama Perseroan dan per 21 Juni 2013 ditetapkan kembali untuk masa jabatan 5 tahun kedepan.
An Indonesian Nationality. In 2001, Kreisna Dewantara Gozali worked as an Engineering Consultant at Vetreria Archimede Seguso S.R.I, Venice, Italy. In 2002, he was an IT Analyst at Deutsche Bank, Manhattan, New York, USA and then as a Junior Technology Analyst in Silver Oak Partners Inc., Boston, Massachusetts, USA. He obtained his Bachelor's of Science in Industrial Engineering from Worcester Polytechnic Institute, Worcester, MA, USA in 2003.
Warga Negara Indonesia, Tahun 2001, Kreisna Dewantara Gozali menjadi Engineering Consultant di Vetreria Archimede Seguso S.R.I, Venice, Italy. Pada tahun 2002 sebagai IT Analyst di Deutsche Bank, Manhattan, New York, USA dan juga sebagai Junior Technology Analyst di Silver Oak Partners Inc., Boston, Massachusettes, USA. Beliau mendapat gelar Bachelor of Science di bidang Industrial Engineering dari Worcester Polytechnic Institute, Worcester, MA, USA pada tahun 2003.
He started his career as an Assistant Director of PT. Tong Chuang Indonesia from 1999 - 2004. From 2000 - 2004, he was the Assistant Director of PT. Fortune Mate Indonesia Tbk. From 2004 to date, he also holds the position of Managing Director of PT. Pemdas Agro Citra Buana. From 2005 - 2007 he was the Director of PT. Suryabumi Agrolanggeng before being promoted as the President Director after 2007. From 2007 to date, he also serves as the Director of PT. Golden Blossom Sumatra and the President Commissioner of PT. Cahya Vidi Abadi.
Mengawali karirnya sebagai Assistant Director pada tahun 1999 2004 di PT Tong Chuang Indonesia. Tahun 2000 sampai dengan 2004 menjadi Assistant Director PT Fortune Mate Indonesia Tbk. Juga, menjabat sebagai Direktur Utama di PT Pemdas Agro Citra Buana dari tahun 2004 sampai saat ini; sebagai direktur di PT Suryabumi Agrolanggeng dari tahun 2005 sampai dengan tahun 2007 dan sebagai Direktur Utama setelah 2007; sebagai Direktur di PT Golden Blossom Sumatra dari tahun 2007 sampai saat ini; dan sebagai Komisaris Utama PT Cahya Vidi Abadi dari tahun 2007 sampai saat ini.
Since 19 December 2007 to date, he has been serving as the Company's Director and as of June 21, 2013 was selected as the Company's Vice President Director for a 5 (five) year tenure.
Sejak 19 Desember 2007 beliau adalah Direktur Perseroan dan per 21 Juni 2013 ditetapkan sebagai Wakil Presiden Direktur untuk masa jabatan 5 tahun kedepan.
Laporan Tahunan 2015
36
Good Corporate Governance Contents Tata Kelola Perusahaan Daftar Isi A British Nationality. Andrew Michael Vincent obtained a BTEC City and Guilds in Agriculture from Asford College, England in 1985. He owns a National Diploma of Agriculture in Agriculture from Hadlow College, England in 1989. He also took Agricultural Engineering from Lackham College, England in 1990. In 1985, he started his career as an employee of Bailey Bros at Kent, England. Then from 1987 - 1988, he was a Fitter for Romney Marsh Potatoes, Romney Marsh, Kent. In the years 1990 - 1992, he worked for Lingward Ltd, Furneaux Pelham, England as a Maintenance Engineer. From 1992 – 1994, he was a School Farm Manager in Green River High School, Papua New Guinea. From 1994 - 1996, he was an Assistant Manager in Kapura Estates, New Britain Palm Oil Ltd, Papua New Guinea. Then as a Manager in Numondo Estate, New Britain Palm Oil Ltd, Papua New Guinea to 1998. From 1998 - 2005, he joined PT. PP London Sumatra Indonesia Tbk. with his last position as Regional General Manager of South Sumatra and Kalimantan. From 2005 to date, he serves as the Director of PT. Golden Blossom Sumatra, Palembang. Since 19 December 2007 to date, he has been serving as the Company's Director and as of June 21, 2013 was selected again for a 5 (five) year tenure.
"OESFX.JDIBFM7JODFOU Director Direktur Warganegara Inggris, Andrew Michael Vincent, mendapat BTEC City and Guilds dibidang pertanian dari Asford College, Inggris pada tahun 1985. National Diploma Agriculture di bidang pertanian dari Hadlow College, Inggris pada tahun 1989 dan Agricultural Engineering dari Lackham College, Inggris tahun 1990. Mengawali karir sebagai karyawan di Bailey Bros, Kent, Inggris pada tahun 1985. Kemudian, pada tahun 1987 dan 1988 bekerja di Romeny Marsh Potatoes, Romeny Marsh, Kent sebagai Fitter. Tahun 1990 – 1992 bekerja di Lingward Ltd, Furneaux Pelham, Inggris sebagai Maintenance Engineer. Tahun 1992 - 1994 menjadi School Farm Manager di Green River Highschool, Papua New Guinea. Tahun 1994 - 1996 menjabat sebagai Asisten Manajer di Kapura Estates, New Britain Palm Oil Ltd, Papua New Guinea dan kemudian menjabat Manajer di Numondo Estate, New Britain Palm Oil Ltd, Papua New Guinea sampai dengan tahun 1998. Tahun 1998 - 2005, beliau bergabung dengan PT PP London Sumatra Indonesia Tbk dengan posisi terakhir General Manager wilayah Sumatera Selatan dan Kalimantan. Sejak tahun 2005 sampai sekarang, menjabat sebagai Direktur di PT Golden Blossom Sumatra, Palembang.
+BNBM3PTZJEJO)BLLJ
Director Direktur
An Indonesian Nationality. Jamal Rosyidin Hakki graduated with a Bachelor's Degree in Religion (Communications) from IAIN Raden Fatah, Palembang in 1995. Then in 1999, he completed his Master's of Management at Sekolah Tinggi Ilmu Manajemen LPMI, Jakarta. He then received his law degree from Sekolah Tinggi Hukum Sumpah Pemuda, Palembang in 2002. From 1994 to 1996, he started his career as an employee in PT. Dwi Reksa Usaha Perkasa (London Sumatra Group). From 1996 to 1998, he worked as the Section Head of Plasma and General Affairs at PT. Ekajaya Mulktiperkasa and at PT. Treekreasi Margamulia respectively. From 1998 to 2004, he worked for PT. PP London Sumatra Indonesia Tbk. with his last position as Head of Public Relations of South Sumatra. Since 2005, he holds the position of Director in Golden Blossom Sumatra, Palembang.
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Sejak 19 Desember 2007 sampai saat ini beliau adalah Direktur Perseroan dan per 21 Juni 2013 ditetapkan kembali untuk masa jabatan 5 tahun kedepan.
Warga Negara Indonesia, Jamal Rosyidin Hakki lulusan Sarjana Agama (komunikasi) IAIN Rd.fatah Palembang tahun 1995. Lulus Magister Manajemen Sekolah Tinggi Ilmu Manajemen LPMI, Jakarta pada tahun 1999 serta mendapat gelar Sarjana Hukum dari Sekolah Tinggi Hukum Sumpah Pemuda, Palembang pada tahun 2002. Beliau mengawali karirnya sebagai karyawan pada tahun 1994 di PT Dwi Reksa Usaha Perkasa (Grup London Sumatra) sampai tahun 1996. Pada tahun 1996 - 1998 menjabat sebagai Kepala Bagian Plasma dan Umum di PT.Ekajaya Mulktiperkasa dan di PT Treekreasi Margamulia. Pada tahun 1998 - 2004, beliau bekerja di PT PP London Sumatra Indonesia Tbk dengan jabatan terakhir sebagai Head of Public Relation Sumatera Selatan. Sejak tahun 2005 sampai sekarang menjabat sebagai Direktur PT Golden Blossom Sumatra, Palembang.
Good Corporate Governance Tata Kelola Perusahaan Since 2009, he serves as the Director of PT. Siberut Golden Plantation Pratama Sumbar, PT. Mentawai Golden Plantation Pratama Sumbar, PT. Palmdale Agroasia Lestari Makmur, West Kalimantan and PT. Telaga Sari Persada, Central Kalimantan.
Sejak tahun 2009 sampai saat ini sebagai Direktur di PT. Siberut Golden Plantation Pratama Sumbar, PT. Mentawai Golden Plantation Pratama Sumbar, PT. Palmdale Agroasia Lestari Makmur, Kalbar, dan di PT. Telaga Sari Persada, Kalteng.
Since 19 December 2007 to date, he has been serving as the Company's Director and as of June 21, 2013 was selected again for a 5 (five) year tenure.
Sejak 19 Desember 2007 Beliau adalah Direktur Perseroan, dan per 21 Juni 2013 ditetapkan kembali untuk masa jabatan 5 tahun kedepan.
An Indonesian Nationality. Enggan Nursanti obtained her Bachelor's degree in Economics from the University of Surabaya in 1989. She started her career in PT. Fortune Mate Indonesia Tbk. from 1989 - 1991. From 1991 - 1993, she became the Accounting Manager of PT. Lezen Indonesia. Then from 1993 - 1999, she was the Finance Manager of PT. Tong Chuang Indonesia. From 2010 to date, she has been serving as the Commissioner of PT. Surya Intrindo Makmur Tbk. Since 19 December 2007, she has been serving as the Company's Director and as of June 21, 2013 was selected again for a 5 (five) year tenure
&OHHBO/VSTBOUJ Director Direktur
Warga Negara Indonesia, Enggan Nursanti, mendapat gelar Sarjana Ekonomi, Universitas Surabaya di tahun 1989. Beliau mengawali kariernya di PT Fortune Mate Indonesia Tbk dari tahun 1989 hingga tahun 1991. Pada tahun 1991 sampai dengan 1993 menjadi Manajer Akunting di PT Lezen Indonesia. Tahun 1993 sampai tahun 1999 menjabat sebagai Manajer Keuangan PT Tong Chuang Indonesia. Sampai dengan tahun 2010 sebagai Komisaris PT Surya Intrindo Makmur Tbk. Sejak 19 Desember 2007 sebagai Direktur Perseroan dan per tanggal 21 Juni 2013 ditetapkan kembali untuk masa jabatan 5 tahun kedepan.
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Director (non af filiated) Direktur (tidak terafiliasi)
An Indonesian Nationality. Yongki Tedja, obtained his Bachelor's degree in Accounting from the Economics Faculty of Wijaya Kusuma University, Surabaya in 1995. He started his career as an Accounting Staff of Bali Bank Group (banking) from 1994 for 2 years. He then joined PT. Siam Maspion Polymers (plastic manufacturing), a Joint Venture between PT. Maspion and Thai Plastic Company Ltd, Bangkok, Thailand for 3 years. From mid-2000 to early-2012, he was the Finance, accounting, and taxation Manager of PT Sekar Laut Tbk. From 2012 – 2013, he was a Director of PT. Fortune Mate Indonesia Tbk. From June 21, 2013 he has been serving as the Company's Director for a 5 (five) year tenure.
Warga Negara Indonesia, Yongki Tedja lulusan Universitas Wijaya Kusuma-Surabaya, Fakultas Ekonomi, Jurusan Accounting pada tahun 1995 Beliau mengawali karirnya sebagai Staff Accounting pada tahun 1994 di Group Bank Bali (banking) selama 2 tahun, kemudian bekerja di PT Siam Maspion Polymers (plastic manufacturing), Joint Venture antara PT Maspion dengan Thai Plastic Company Ltd (Bangkok) selama 3 tahun, dan sejak pertengahan 2000 sampai awal 2012 bekerja di PT Sekar Laut Tbk. sebagai Finance, Accounting & Tax Manager. Pada Tahun 2012-2013 sebagai Direktur PT Fortune Mate Indonesia Tbk. Sejak 21 Juni 2013 sebagai Direktur Perseroan untuk masa jabatan 5 tahun kedepan.
Laporan Tahunan 2015
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Good Corporate Governance Contents Tata Kelola Perusahaan Daftar Isi
Board of Commissioners Governance Tata Kelola Dewan Komisaris Board of commissioners consisted of a President Commissioner with concurrent responsibilities as the Independent Commissioner and Chief of the Audit Committee and 3 Commissioners, one of which is the Independent Commissioner.
Dewan Komisaris Perseroan terdiri seorang Presiden Komisaris merangkap Komisaris Independen, juga sekaligus sebagai ketua komite audit dan 3 orang komisaris, salah satunya adalah juga sebagai komisaris independen.
Board of Commissioners guarantees the implementation of the Company's strategy and management control while ensuring transparency and accountability in the management of the Company. The following shows the tasks and responsibilities of the Board of Commissioners:
Dewan Komisaris menjamin terlaksananya strategi perusahaan dan mengawasi Manajemen serta memastikan terlaksananya transparansi dan akuntanbilitas dalam pengelolaan Perusahaan. Tugas pokok Dewan Komisaris sebagai berikut :
Giving advice to the management in determining the Company's strategies, instructions for planning framework, risk management policies, evaluating annual budgeting and business plans, determining working targets, overlooking the implementation and Company performance, and also monitoring capital expenditures, investments and the management of assets.
Memberi masukan ke manajemen dalam menetapkan strategi perusahaan, mengarahkan kerangka rencana kerja, kebijakan pengendalian resiko, mengevaluasi rencana anggaran tahunan dan rencana usaha, menetapkan sasaran kerja, mengawasi pelaksanaan dan kinerja perusahaan, serta memonitor penggunaan modal, investasi dan pengelolaan asset.
To determine the remuneration of the Board of Directors and evaluating other management remuneration systems and guaranteesa fair and transparent nomination process of members for the Boardof Directors.
Menetapkan remunerisasi Direksi dan menilai sistim penggajian menajemen lainnya, dan menjamin berjalannya prose pencalonan anggota direksi secara adil dan trasparan.
Becoming the mediator and problem solver if there is conflict of interests, whether on the management level, Directors, even among the Commissioners, including if there are indications of misused Company assets and manipulation of Company transactions.
Menjadi mediator dan menyelesaikan jika ada masalah benturan kepentingan, baik pada tingkat manajemen, anggota direksimaupun antar anggota komisaris, termasuk jika terdapat indikasi penyalahgunaan harta perusahaan dan manipulasi transaksi perusahaan.
To analyze and evaluate the implementation of good corporate governance and improvising it when necessary together with the Company's Audit Committee.
Bersama–sama komite audit perusahaan menelaah dan megeavuasi pelaksanaan tata kelola perusahaan yang baik dan mengadakan perbaikan jika dipandang perlu.
Monitor the effectiveness of the disclosure of information and communication within the Company.
Memantau proses keterbukaan informasi dan efektifitas komunikasi dalam perusahaan
Independent Commissioner has the responsibility to pursue the implementation of good corporate governance principles, and proactively strive along with the Board of Commissioners to monitor and advise the Board of Directors effectively so as to improve performance, and guarantees transparency and accountability of the Company's financial statement. Throughout 2015, routine quarterly (4x) meetings have been held for the internal coordination of Commissioners and also to supervise and give directions to the Directors , especially in the area's related below: Determining the Company's underlying strategy;
Komisaris independen ber tanggung jawab mendorong diterapkannya prinsip tata kelola perusahaan yang baik di perusahaan. Juga secara proaktif mengupayakan agar dewan komisaris melakukan pengawasan dan memberikan nasihat kepada Direksi secara efektif sehingga dapat meningkatkan kinerja perusahaan, menjamin transparansi dan akuntabilitas laporan keuangan perusahaan. Selama tahun 2015, telah diselenggarakan rutin rapat triwulan (4x) baik yang dilakukan untuk koordinasi internal institusi Komisaris maupun dalam rangka arahan dan pengawasan institusi Direksi, terutama dalam hal terkait dibawah ini:
Determining the annual work plan; Determining the annual work plan; Supervising the operational activities; Implementation of corporate governance; Fulfilling corporate social responsibility; Fulfilling t he Company's obligations, be it as a Limited Liability Company or as a Public Company Under the supervision of the Nomination & Remuneration Committee, the remuneration of Commissioners is set along with the Board of Directors by considering the scope of tasks and general standards. The 2015 Commissioners' remuneration amounted to Rp. 1,568 Million.
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Penetapan strategi dasar Perseroan; Penetapan rencana kerja tahunan; Pengawasan pelaksanaan kinerja Perseroan; Pelaksanaan tata kelola Perseroan; Pemenuhan tanggung jawab social perusahaan Pemenuhan kewajiban Perseroan sebagai badan hukum Perseroal Terbatas, termasuk sebagai Perusahan terbuka. Dibawah pengawasan komite Nominasi dan Remunerasi, renumerasi komisaris ditetapkan bersama Direksi dengan mempertimbangkan lingkup tugas, dan kebiasaan umum yang berlaku. Renumerasi Komisaris selama tahun 2015 adalah sebesar Rp. 1,568 juta.
Good Corporate Governance Tata Kelola Perusahaan
Board of Directors Governance Tata Kelola Dewan Direktur The Company's Board of Directors consists of a President Director, Vice President Director and 4 (four) other Directors, one of which is the NonAffiliated Director. Together, they are fully responsible for the implementation of the Company's business activities
Direksi Perusahaan terdiri dari seorang Presiden Direktur, Wakil Presiden Direktur dan 4 (empat) orang Direktur, salah satunya adalah Direktur tidak terafiliasi, secara bersama-sama bertanggung jawab penuh atas pelaksanaan jalannya aktifitas usaha Perusahaan.
Directors are basically in charge of managing the Company's activities. Directors are obligated to be accountable for the performance of their duties toward the shareholders through the General Meeting of Shareholders.
Direksi pada dasarnya bertugas mengelola kegiatan perseroan. Direksi wajib mempertanggung jawabkan pelaksanaan tugasnya kepada pemegang saham melalui Rapat Umum Pemegang Saham.
The Vice President Director, Kreisna Dewantara Gozali, directly manages the Business and Commercial Department in addition to helping in the daily tasks of the President Director.
Wakil Presiden Direktur, yaitu Kreisna Dewantara Gozali, selain membantu keseharian tugas Presiden Direktur, juga mengelola langsung bidang Bisnis dan Komersial
The following outlines the job description of the Business and Commercial Department:
Bidang Bisnis dan Komersial dengan tugas pokok sebagai berikut:
Being responsible for increasing market shares be it in the domestic market or the export market. Maintaining a profitable working relationship with domestic and overseas partners. Being accountable for the Company's assets procurement including raw materials supplied for the Company to utilize resources optimally. The following outlines the job description of the Planting & Technique Department:
Bertanggung jawab atas peningkatan pangsa pasar, baik di pasar domestic maupun pasar ekspor. Menjalin hubungan kerjasama saling menguntungkan dengan para relasi dari dalam maupun luar negeri. Bertanggung jawab dalam urusan pengadaan aset Perusahaan, termasuk didalamnya pengadaan bahan baku untuk optimasi pemberdayaan aset Perseroan. Bidang Tanaman & Tehnik dengan tugas pokok seagai berikut :
Strive to develop and establish quality standards and techniques of plantation activities / production processes as well as plantation and production results; Being responsible for the achievement of quality standard of plantation activities and production, including the quality of yield; Being responsible for developing the area and improving (innovation) processing techniques and factory capacity enhancement
Berupaya mengembangkan dan menetapkan standar kualitas aktivitas perkebunan dan teknik / proses produksi serta hasil perkebunan dan produksi; Bertanggung jawab pencapaian standar kualitas aktifitas kebun dan produksi serta kualitas hasilnya;
This function is headed by the Plantation and Techique Director, Andrew Michael Vincent.
Bidang ini dipimpin oleh Direktur Perkebunan dan Teknik, Andrew Michael Vincent.
The following outlines the job description of the Finance & Tax Department:
Bidang Keuangan & Pajak dengan tugas pokok sebagai berikut:
Being responsible for the Company's financial management; Being accountable for tax statement preparations and accomplishing tax obligations in accordance to regulations that are currently valid. This function is headed by the Finance and tax Director, Enggan Nursanti.
The following outlines the job description of the AIS and Accounting: Being responsible for the Company's AIS; Being accountable for financial statement preparations and accomplishing accountancy obligations in accordance to regulations that are currently valid.
Bertanggung jawab pengembangan / luas lahan dan peningkatan (inovasi) tehnik proses dan kapasitas pabrik.
Bertanggung jawab pengelolaan keuangan perusahaan; Bertanggung jawab atas proses laporan pajak dan pemenuhan kewajiban perpajakan sesuai dengan ketentuan yang berlaku.
Bidang keuangan dan pajak dipimpin oleh Direktur Keuangan dan pajak, Enggan Nursanti. Bidang SIA dan Akuntansi dengan tugas pokok berikut: Bertanggung jawab kelola SIA Perusahaan; Bertanggung jawab atas proses penyusunan laporan keuangan dan pemenuhan kewajiban akuntansi sesuai ketentuan yang berlaku.
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Good Corporate Governance Contents Tata Kelola Perusahaan Daftar Isi This function is headed by the AIS and Accounting Director, Yongki Tedja, who is also the Non-Affiliated Director. Non-Affiliated Director is also involved in the decision making for material transactions with affiliated parties.
⌧Bidang SIA dan akuntansi dipimpin oleh Direktur SIA & Akuntansi, Yongki Tedja, yang juga Direktur Tidak Terafiliasi. Direktur tidak terafiliasi dilibatkan dalam pengambilan keputusan transaksi material dengan pihak-pihak terafiliasi.
The following outlines the job description of the General Affairs Department:
Bidang / Urusan umum dengan tugas pokok sebagai berikut:
Being responsible for the Company's legal affairs Being responsible for human resources, including management training programs for employees' competence. Ensuring that all Company activities are running properly and in accordance with the general rules and regulations that have been determined by the Company.
Bertanggung jawab dalam urusan legal Perusahaan. Bertanggung jawab dalam urusan sumber daya manusia, termasuk penyelenggaraan program pelatihan untuk kompetensi karyawan. Memastikan seluruh kegiatan Perusahaan berjalan dengan benar dan sesuai dengan peraturan umum dan ketentuan yang telah ditetapkan Perusahaan.
This function is headed by the General & Human Resourses Director, Jamal Rosyidin Hakki.
Bidang ini dipimpin Direktur Umum & Personalia, Jamal Rosyidin Hakki.
The following outlines the job description of the Business Development department:
Bidang pengembangan usaha dengan tugas pokok sebagai berikut:
Maintaining good relationships with all shareholders for the Company's business development and sustainability.
Bertanggung jawab terhadap aktifitas pengembangan usaha Perusahaan. Menjalin hubungan baik dengan semua shareholder demi kelangsungan usaha dan pengembangan usaha Perusahaan.
This function is directly headed by the President Director, Tjandra Mindharta Gozali. In the process of business development, the President Director is assisted by members of the Directors according to their own department. In the area of Corporate communication, the President Director is assisted by the Investor Relations and Corporate Secretary.
Bidang ini dipimpin langsung Direktur Utama, Tjandra Mindharta Gozali. Dalam urusan pengembangan usaha, Direktur utama dibantu anggota Direksi sesuai bidang masing-masing. Dalam urusan Corporate communication, Direktur utama dibantu Unit Hubungan Investor dan Sekretaris perusahaan.
Throughout 2015, routine monthly (12x) meetings have been held for the internal coordination of the Board of Directors and management, and quarterly (4x) meetings to improve the functional relationship between the Board of Directors and Commissioners. The following matters are discussed during the meetings:
Selama tahun 2015, telah diselenggarakan 12x rapat-rapat rutin bulanan yang dilakukan dalam rangka koordinasi internal institusi Direksi dan manajemen dan 4x rapat-rapat Triwulanan dalam rangka memperbaiki hubungan fungsional Direksi dengan institusi Komisaris. Rapat-rapat yang diadakan membahas sebagai berikut:
Establishing and implementing strategies and policies of the Company; Establishing and executing the annual work plans; Implementing, supervising / evaluating and the following up on the execution of the Company's performance; Implementing the Corporate Governance, including improving the operational procedural system ; Meeting the Company's obligations good as a Limited Liability Company, a Public Company or as a part of the society.
Penetapan dan pelaksanaan strategi dan kebijakan dasar Perseroan;
Being responsible for the Company's business development.
Remuneration of Directors is set along with the Board of Commissioners by considering the scope of tasks and general standards. The 2015 Directors' remuneration amounted to Rp.5,249 Million.
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Penetapan dan pelaksanaan rencana kerja tahunan; Pelaksanaan, pengawasan/evaluasi dan tindak lanjut pelaksanaan kinerja Perseroan; Pelaksanaan tata kelola Perseroan, termasuk pembenahan sistem prosedur operasi; Pemenuhan kewajiban Perseroan, baik sebagai Perseroan Terbatas, Perusahan terbuka maupun sebagai bagian dari Masyarakat.
Renumerasi Direksi ditetapkan bersama Komisaris dengan mempertimbangkan lingkup tugas, kebiasaan umum berlaku dan kemampuan Perseroan. Renumerasi Direksi selama tahun 2015 adalah Rp.5,249 juta.
Good Corporate Governance Tata Kelola Perusahaan
Audit Committee Governance Tata Kelola Komite Audit The Audit Committee is established by and is responsible to the Commissioners.
Komite Audit dibentuk dan bertanggung jawab kepada Komisaris.
The formation of the Audit Committee is in accordance to Section 15 of the Articles of Association concerning the duties and authorities of the Independent Commissioner and theregulations of the Financial Services Authority (FSA), regulation number IX.I.5 concerning the establishment and implementation guidelines for the Audit Committee.
Pembentukan Komite Audit sesuai dengan Anggaran Dasar Perusahaan Pasal 15 tentang Tugas Dan Wewenang Dewan Komisaris Independen serta peraturan Otoritas Jasa Keuangan (OJK), peraturan Nomor IX.I.5 Tentang Pembentukan dan Pedoman Pelaksanaan Kerja Komite Audit.
The formation of members of the Audit Committee is based on the decree set by the Board of Commissioners No: 051/NT/GZO/COMSK/01/XII/2014 with a service period from 2014 to 2017 as follows:
Susunan Anggota Komite Audit, berdasar SK Dewan Komisaris No: 051/NT/GZO/COM-SK/01/XII/2014 dengan masa bakti tahun 20142017 sebagai berikut:
President of the Audit Committee, Mustofa, Indonesian. Detailed curriculum vitae can be found in the biographies section of the Board of Commissioners. Member of the Audit Committee, Hartono, Indonesian. Has worked as a senior accountant at PT. Petrokimia, Gresik from 1978-2004. Member of the Audit Committee, Imam Sufii, Indonesian. He has worked at PT. Perkebunan Sawit Tenggulang, a subsidiary of PT. Perkebunan Nusantara VII (Persero) since 1983-2007 with his last position as Director.
Ketua Komite Audit, Mustofa, WNI, Riwayat hidup secara rinci dapat dilihat pada riwayat hidup Dewan Komisaris. Anggota Komite Audit, Hartono, WNI, Pengalaman kerja, tahun 1978 - 2004 di PT Petrokimia, Gresik, sebagai akuntan senior. Anggota Komite Audit, Imam Sufii, WNI. Pengalaman kerja, tahun 1983 - 2007 bekerja di PT. Perkebunan Sawit Tenggulang, anak perusahaan PT.Perkebunan Nusantara VII (Persero), jabatan terakhir sebagai Direktur.
Execution of duties of the Audit Committee is carried out in accordance to the 2015 Audit Committee Charter and the Audit Committee Work Program, as follows:
Pelaksanaan tugas Komite Audit dilakukan sesuai dengan Piagam Komite Audit dan Program Kerja Komite Audit tahun 2015, sebagai berikut:
Duties and Authorities:
Tugas dan Wewenang :
Conduct reviews on Financial Statements, Financial Projections and Other Financial Information released by the Company; Conduct reviews on the observance of laws and regulations and other provisions in relation to the activities of the Company; Conduct reviews on the implementation of monitoring conducted by the Internal Auditors as well as the External Auditors; Report to the Commissioners the variety of risks present and the implementations of risk management by the Board of Directors; Maintain the confidentiality of documents, data and information of the Company; Carry out specific tasks assigned by the Board of Commissioners; Conduct self-assessment on the implementation of tasks assigned to the Audi Committee. The Audit Committee is authorized to access records or information on employees, assets and other resources related to the Company's performance of its duties.
Melakukan telaah atas Laporan Keuangan, Proyeksi Keuangan dan Informasi Keuangan lainnya yang dikeluarkan Perusahaan; Melakukan telaah terhadap ketaatan atas peraturan perundangan dan ketentuan lainnya yang berhubungan dengan kegiatan Perusahaan; Melakukan telaah atas pelaksanaan pemeriksaan baik yang dilakukan oleh Auditor Internal maupun AuditorEksternal; Melaporkan kepada Komisaris, berbagai risiko yang dihadapi dan pelaksanaan manajemen risiko oleh Direksi; Mejaga kerahasiaan dokumen, data dan informasi Perusahaan; Melaksanakan tugas khusus yang diberikan Dewan Komisaris; Melakukan self-assessment pelaksanaan tugas Komite Audit; Komite Audit berwenang mengakses catatan atau informasi tentang karyawan, aset, serta sumber daya Perusahaan lainnya yang berkaitan dengan pelaksanaan tugasnya.
The Audit Committee has fulfilled their tasks and responsibilities. Through the coordination meetings, as many as 12 times a year, the Audit Committee managed to formulate and execute its work program. The coordination meetings were attended by the entire Audit Committee team and conducted along with the Board of Commissioner, Board of Directors and management team related.
Memenuhi tugas dan wewenangnya, komite audit telah merumuskan dalam bentuk program kerja dan telah melaksanakannya, dan dengan melakukan pertemuan koordinasi sebanyak 12 kali dalam setahun. Rapat koordinasi dihadiri seluruh Tim Komite Audit dan dilakukan bersama dengan Dewan Komisaris, Tim/Anggota Direksi dan Manajemen terkait.
The Audit Committee also provides input to the management for the refinement of the Standard Operating Procedure (SOP), the flow of financial documents and the execution of internal audit.
Komite audit juga memberikan masukan kepada management untuk penyempurnaanStandard Operating Procedure (SOP), arus dokumen keuangan dan pelaksanaan audit internal.
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Governance sGood tnetnCorporate oC isI rat faD
Tata Kelola Perusahaan
Nomination & Remuneration Committee Komite Nominasi & Remunerasi Professional Institutions and Capital Market support included in the Company's activities throughout 2015 are as follows:
Lembaga profesi dan Penunjang Pasar Modal yang dilibatkan dalam aktivitas Perusahaan selama tahun 2015 adalah sebagai berikut:
Based on the Company's Article 15 concerning the role and authority of the Board of Independent Commissioners and POJK no. 34/POJK.04/2014, the Nomination and Remuneration Committee of PT. GOZCO PLANTATIONS Tbk. has been established for the period 2015 – 2018 as such:
Berdasarkan Anggaran Dasar Perusahaan pasal 15 tentang tugas dan w e w e n a n g D e w a n Ko m i s a r i s I n d e p e n d e n s e r t a P O J K no.34/POJK.04/2014, telah dibentuk Komite Nominasi dan Remunisasi PT. GOZCO PLANTATIONS Tbk. untuk masa bakti tahun 2015 s/d 2018 sebagai berikut:
Chairman Member Member
: Benyamin Subrata : Mustofa : Imanadi
Ketua Anggota Anggota
: Benyamin Subrata : Mustofa : Imanadi
Imanadi, an Indonesian, aged 69. Has work experience in Exim Bank for 22 years with last position as Personnel Department Head in Jakarta Head Office, and as Cooperation Department Head II in Jakarta Head Office. He also has position as President Director Pension Fund in Mandiri Bank. He is non affiliated relation with director and Board of Commissioner member, and he is also not hold concurrent positions as the other Committee member in the Company.
Imanadi, Warganegara Indonesia, usia 69 tahun. Pernah bekerja selama 22 tahun di Bank Exim dengan jabatan terakhir sebagai Kepala bagian personalia di Kantor Pusat Jakarta, dan kemudian sebagai Kepala bagian Korporasi II Kantor Pusat Jakarta. Beliau juga pernah menjabat sebagai Direktur Utama Dana Pensiun Bank Mandiri. Beliau tidak ada hubungan affiliasi dengan anggota Direksi dan Komisaris Perseroan , dan beliau juga tidak merangkap jabatan sebagai anggota komite lain yang dibentuk Perseroan.
The following shows the tasks carried out by the Nomination and Remuneration Committee in accordance to the Charter:
Pelaksanaan tugas Komite Nominasi dan Remunisasi dilaksanakan sesuai dengan Piagam Komite Nominasi dan Remunisasi yaitu:
Assisting in the supervisory duties of the Board of Commissioners; Ensuring compliance with the regulations of the Bank Supervisory Authority, Ministry of Manpower, the law and other regulations set forth during the AGM; Ensuring implementation of Good Corporate Governance within the duties of the Board of Commissioners and fulfilling the requirements set by the Corporate Supervisory Authority.
Membantu tugas pengawasan Dewan Komisaris; Memastikan bahwa kepatuhan terhadap ketentuan-ketentuan Otoritas Pengawasan Bank, Mentri Tenaga Kerja, Hukum dan peraturan lainnya serta hal-hal yang telah ditetapkan dalam RUPS; Memastikan pelaksanaan tugas GCG Dewan Komisaris serta memenuhi persyaratan yang ditetapkan Otoritas Pengawas Perusahaan
The Nomination and Remuneration Committee has held quarterly meetings throughout 2015 to fulfill their duties and authorities. The following outlines the results:
Memenuhi tugas dan wewenang Komite Nominasi dan Remunisasi dalam tahun 2015 telah mengadakan rapat 3 bulanan dan menghasilkan sebagai berikut:
Establishment of the Nomination and Remuneration Committee Charter of PT GOZCO PLANTATIONS Tbk.; Reviewing the job descriptions of the Directors; Proposing criteria for the potential Finance Director candidates
Penetapan Piagam Komite Nominasi dan Remunisasi PT. GOZCO PLANTATIONS Tbk. Rivew Job Deskription Direksi. Usulan Kriteria calon Direksi Keuangan.
The results of the discussions and evaluations have been presented to the Board of Commissioners and have been submitted to the Board of Directors. Looking ahead, the Nomination and Remuneration Committee shall evaluate the employment regulations so as to fulfill the requirements according to the Job Agency Act no. 13, 2003 and is to be submitted to the Department of Labor.
Hasil pembahasan dan evaluasi tersebut telah disampaikan kepada Dewan Komisaris dan telah diserahkan kepada Dewan Direksi, dan untuk selanjutnya Komite Nominasi dan Remunisasi akan mengevaluasi peraturan ke pegawaian untuk memenuhi persyaratan sesuai Undang-Undang Ketenaga Kerjaan no.13 tahun 2003 dan guna disampaikan ke Departemen Tenaga Kerja.
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Good Corporate Governance Contents Tata Kelola Perusahaan
Daftar Isi
Corporate Secretary & Investor Relation Governance Tata Kelola Sekretaris Perusahaan & Hubungan Investor Based on the regulations of the Supervisory Agency for the Capital Market and Financial Statements (Bapepam & LK) No. IX.I.4 concerning the establishment of the Corporate Secretary, the Company has appointed Liviana as the Company's Corporate Secretary.
Berdasarkan peraturan Badan Pengawas Pasar Modal & Laporan Keuangan (Bapepam & LK) No. IX.I.4 tentang Pembentukan Sekretaris Perusahaan, Perseroan menunjuk Liviana sebagai Sekretaris Perusahaan.
For the effectiveness in the Company's relationship with the Investors, the Company has appointed Vice President Director, Kreisna Dewantara Gozali to directly handle it. He is be assisted by Edbert Effendy in the daily operations.
Demi efektifitas hubungan Perseroan dengan Investor, Perseroan menunjuk Wakil Presiden Direktur, Kreisna Dewantara Gozali untuk langsung menanganinya. Dalam pengelolaan kesehariannya, dibantu sdr. Edbert Effendy.
The following outlines the job descriptions of the Corporate Secretary:
Tugas pokok Sekretaris Perusahaan :
Following the Capital Markets developments especially regulations that are up to date in the Capital Markets. Providing the public, investors, with any information requested relating to the condition of the Company; Advising the Board of Directors in accordance with Regulation number 8 Year 1995 concerning the implementation of the Capital Markets regulations; As a liaison / contact person between the Company and the Financial Services Authority and the public. The following shows the activities that have been carried out throughout 2015: Attending meetings of the Company's Board of Directors. Acting as the spokesperson to the activities of one on one meetings for investor conferences, road shows and public exposures; Release of the financial statements and operational performances (quarters 1, 2, 3 and 4 in 2015); Managing the release of information to the public proportionally and responsibly; Managing the Company's website; Conducting administrative activities related to the Company's relationships with the Capital Markets community; Participating in the Investor Summit organized by the Indonesia Stock Exchange and attending the implementation training / Capital Markets regulations socialization well conducted by the Financial Services Authority, Indonesia Stock Exchange and the Association of Stock Exchange Issuers Indonesia.
Mengikuti perkembangan Pasar Modal khususnya peraturanperaturan yang berlaku di bidang Pasar Modal; Memberikan pelayanan kepada masyarakat atas tiap informasi yang dibutuhkan pemodal berkaitan kondisi Perseroan; Memberi masukan ke Direksi Perseroan untuk mematuhi Undang-undang nomor 8 tahun 1995 hal Pasar Modal dan peraturan pelaksanaannya; Sebagai penghubung/ contact person antara Perseroan dengan OJK dan masyarakat. Selama tahun 2015, kegiatan yang dilakukan :
Mengikuti rapat-rapat Dewan Direksi Perseroan; Bertindak sebagai spoke person dengan kegiatan one on one meeting dalam investor conference, road show dan paparan public; Penyampaian laporan keuangan dan kinerja berkala (triwulan 1, 2, 3 dan 4 tahun 2015); Mengelola penyampaian informasi tentang Perseroan ke Masyarakat secara proporsional dan bertanggung jawab; Mengelola web Perseroan; Menyelenggarakan kegiatan administrasi terkait dengan hubungan Perseroan dan komunitas pasar modal; Mengikuti investor summit yang diselenggarakan Bursa dan pelatihan penerapan / sosialisasi peraturan pasar modal baik yang diselenggarakan OJK, Bursa maupun oleh Asosiasi Emiten Indonesia.
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Good Corporate Governance Tata Kelola Perusahaan
Internal Control Governance Tata Kelola Pengendalian Internal Based on Bapepam & LK Regulation No. IX.I.7 concerning the Preparation Guidelines on the Establishment and Internal Audit Charter.
Berdasar pada Peraturan Bapepam & LK No IX.I.7 tentang Pembentukan dan Pedoman Penyusunan Piagam Unit Audit Internal.
The Company's Internal Audit Unit is headed by Jazid, Accountant as the Chief of the Internal Audit Unit.
Perseroan mengelola Unit Audit Internal, yang dipimpin oleh Jazid, Akuntan sebagai Ketua Unit Audit Internal.
Throughout 2015, the Internal Control was done by conducting programmed studies to measure the effectiveness of control schemes defined by management. It was good in the form of soft elements such as Organizational Governance, transaction policies, transaction systems and procedures, as well as hard elements whenever needed such as computers and other significant devices. The effectiveness study was synchronized with the implementation of risk management.
Selama tahun 2015, pengendalian internal dilakukan dengan melakukan telaah secara terprogram untuk mengukur efektifitas perangkat pengendalian yang ditetapkan manajemen, baik yang berupa soft seperti tata organisasi, kebijakan transaksi, sistim dan prosedur penyelenggaran transaksi, maupun berupa hard yang digunakan untuk keperluan itu, seperti komputer dan perangkat signifikan lainnya. Telaah effektifitas dilakukan sinkron dengan penyelenggaraan manajemen resiko.
The following conditions are expected to be achieved through the internal control programs being in place:
Dengan program pengendalian internal yang diselenggarakan, diharapkan diperoleh kondisi:
Implementation of plantation governance in accordance to the operational standard that has been determined by the Company. This control is managed exclusively under the Agronomy Department by the Internal Controls Unit; Safeguarding Company's assets, including the significant risk management of the Company's assets; Ensuring that all accounting and financial reporting are in compliance to the Financial Accounting standards;
Penyelenggaraan tata kelola tanaman sesuai standar operasi yang ditetapkan Perseroan. Pengendalian ini dikelola secara khusus dibawah Agronomi Internal Control unit; Pengamanan harta Perseroan, termasuk kendali resiko signifikan perlindungan harta Perseroan; Keyakinan persesuaian penyelenggaraan akuntansi dan pelaporan keuangan dengan Standar Akuntansi Keuangan yang berlaku; Keyakinan pemenuhan peraturan yang berlaku kepada Perseroan baik sebagai Perseroan Terbatas maupun Perusahaan Publik;
Ensuring that the Company is in compliance with regulations that are currently valid, either as a Limited Liability Company or as a Public Company Ensuring that the operations (land management and production process) are running in compliance to the guidelines and regulations determined by the Company. The Company seeks continuous improvement in the internal controls system according to the regulations and the development of the Company's operations.
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Laporan Tahunan 2015
Keyakinan operasional (pengelolaan lahan dan proses produksi) berjalan sesuai pedoman dan aturan yang diberlakukan Perseroan. Perusahaan berupaya terus mengembangkan sistem pengendalian internal sesuai aturan dan perkembangan operasi Perseroan.
Good Corporate Governance Contents Tata Kelola Perusahaan
Daftar Isi
Human Resources Governance Tata Kelola Sumber Daya Manusia The Company fully believes that Human Resources represent the wheel of motion and the primary factor of the Company's success. Along with the growth of the company, its subsidiaries and increasing competition within the CPO industry, the addition of skilled work force proficient in the knowledge from planting techniques to CPO processing is an important issue and will continue to be improved.
Perseroan yakin sepenuhnya bahwa SDM merupakan roda penggerak usaha dan faktor utama bagi kesuksesan perusahaan. Seiring dengan perkembangan Perseroan dan Anak Perusahaan serta meningkatnya persaingan dalam industri kelapa sawit, penambahan tenaga kerja yang memiliki tingkat pengetahuan dan ketrampilan mengenai teknis tanaman hingga proses pengolahan kelapa sawit menjadi hal yang penting dan akan terus ditingkatkan.
The following shows the number of employees classified by education as of the end the year for the last three years:
Jumlah karyawan berdasar pendidikan per akhir tahun selama tiga tahun terakhir sebagai berikut :
Description
Number of Employees / Jumlah Karyawan 2015 2014 2013
Keterangan
Post graduate Bachelor Diplom Senior High School Junior High school and others
1 176 80 1.221 3.215
5 223 65 1.145 3.259
6 191 56 1.241 3.664
Pasca sarjana Sarjana Sarjana muda SLTA SLTP dan lainnya
Total
4.693
4.697
5.158
Jumlah
There was a decrease of 4 employees in the Company as compared to 2014.
Dibandingkan dengan tahun 2014, jumlah karyawan Perusahaan berkurang sebanyak 4 karyawan.
The Company and subsidiaries have employed a total of 1 (one) expatriate.
Perusahaan dan Entitas Anak mempekerjakan 1 (satu) orang tenaga kerja asing.
Employees' Well Being.
Kesejahteraan Karyawan
The Company and its subsidiaries have provided various facilities and well being subsidies for the employees and their families according to the rules determined by the Government. The facilities and subsidies provided by the Company and its subsidiaries included Employees' Social Security (JHT Jamsostek & BPJS); reimbursement of employees' medication expenses; employees loan facilities; compensation of employees' maternity expenses; housing and transport facilities; and other well being subsidies.
Perseroan dan Anak Perusahaan memberikan berbagai fasilitas dan tunjangan kesejahteraan bagi karyawan dan keluarganya sesuai dengan ketentuan-ketentuan yang ditetapkan oleh Pemerintah. Adapun fasilitas dan tunjangan yang diberikan oleh Perseroan dan Anak Perseroan meliputi Jaminan Sosial Tenaga Kerja (JHT Jamsostek & BPJS Badan Penyelenggara Jaminan Sosial); Penggantian biaya pengobatan karyawan; Fasilitas pinjaman karyawan; Santunan biaya persalinan; Fasilitas perumahan dan transportasi; dan tunjangan kesejahteraan lain.
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Good Corporate Governance Tata Kelola Perusahaan Training
Pelatihan
Employees are given constant training programmed according to their field of work so as to improve the quality of Human Resources. Agronomical trainings are compulsory for all new employees working at the plantation sites. Employees working at the plantation sites were also given trainings on the management of fire at the forests and plantations. Trainings and or external third party seminars were also organized for some employees who are not working at the plantation sites according to their area of work. The management is continuously analyzing on attempts to improve the quality of human resources as part of the efforts to achieve the objectives of the Company
Untuk peningkatan kualitas Sumber Daya Manusia, secara terprogram kepada karyawan diberikan pelatihan sesuai dengan bidang pekerjaannya. Pelatihan agronomi wajib diikuti oleh seluruh karyawan baru dikebun. Kepada karyawan kebun juga diberikan pelatihan penanggulangan kebakaran hutan lahan dan kebun. Kepada karyawan tertentu non kebun juga diikutkan pelatihan dan atau seminar yang diselenggarakan pihak external yang materi bahasannya sesuai dengan tugas dan pekerjaannya. Manajemen selalu menganalisa upaya peningkatan kualitas SDM sebagai bagian dari upaya mencapai tujuan Perseroan
Corporate Risk Management Manajemen Resiko Perusahaan Significant risks that the Company manages to minimize in an effort to achieve its objectives are divided into legality risks, agronomic risks and financial risks with the following explanations:
Risiko signifikan yang dikelola Perseroan untuk diminimasi dalam rangka upaya mencapai tujuan Perseroan terbagi pada risiko legalitas, risiko agronomi dan risiko keuangan dengan penjelasan sebagai berikut :
Legal risks include the absence of legal certainty, inconsistencies of regulatory policies, and the limitations of land.
Risiko legalitas dapat berupa resiko tiadanya kepastian hukum, risiko inkonsistensi kebijakan regulator dan pembatasan lahan;
The absence of legal certainty risk may arise as a consequence of being in a developing country.This risk can also arise due to policies inconsistencies resulting from the replacement of Head of the Country / Region as a consequence of changes in the ruling political power. In order to minimize this risk, the Company has always strived to be law abiding citizen. Settlements for problems faced such as the investment in ITH will continue to be pursued in good faith and in line with the law.
Risiko tiadanya kepastian hukum bisa muncul sebagai konsekuensi hidup di negara berkembang. Risiko ini juga bisa muncul karena inkonsistensi kebijakan karena penggantian Pimpinan Negara/Daerah sebagai konsekuensi perubahan kekuatan politik yang berkuasa.Meminimasi, Perusahaan selalu berupaya menjadi warga baik yang patuh pada aturan yang berlaku. Permasalahan yang dihadapi, seperti masalah investasi ITH tetap diupayakan penyelesaiannya dengan iktikad baik dan di jalur hukum yang berlaku.
The limitations of land risks posed by the Moratorium Policy could not be avoided. Efforts made by the Company was only to the extent of proving that the existing lands were managed in an environmentally friendly manner.
Risiko pembatasan lahan karena kebijakan Moratorium tidak bisa dihindari. Upaya yang dilakukan Perseroan hanya sebatas membuktikan bahwa pengelolaan lahan yang ada dilakukan dengan berwawasan lingkungan.
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Laporan Tahunan 2015
Governance stGood netnoCorporate C Perusahaan isITata rat faKelola D Agronomic risks include harvesting failures:
Risiko agronomi dapat kegagalan panen;
The risk of harvesting failures may occur due to the extreme changes in the weather such as those that has been occurring for the last two years. The Company has tried to maximize the application of fertilizers on the plantings in an effort to minimize the decrease in productivity.
Risiko kegagalan panen dapat terjadi karena perubahan cuaca secara ekstrim seperti yang berlangsung sejak dua tahun terakhir. Perusahaan berupaya menyelenggarakan program pemupukan atas tanaman untuk minimasi penurunan produktivitasnya.
The risk of harvesting failures can also happen due to flooding such as the one that has occurred at the Company's subsidiary located next to the Musi river due to the silting up of the river. The Company is currently constructing levees in an effort to minimize the decrease in productivity.
Risiko kegagalan panen juga bisa terjadi karena banjir seperti yang dialami lahan Entitas anak yang bersebelahan dengan sungai Musi, sebagai akibat pendangkalan sungai. Pembuatan tanggul yang sedang dilakukan merupakan upaya untuk minimasi pengaruh penurunan hasil panen.
Financial risks include the fluctuating selling price, increase in tariffs and cost of external financing
Risiko keuangan dapat fluktuasi harga jual, kenaikan tarif biaya dan biaya pendanaan luar.
Fluctuations in the selling price of the Company's products are affected by the development of global CPO prices. The five-year cycle that occurs in the CPO price fluctuations can have significant changes in the range (can change 100%). The increase in tariff risk could arise due to the effect of inflation or government policies related to the Provincial Minimum Wage, and the determination of basic goods and fuel oil price changes. The increase cost of external financing risk could arise depending on the monetary policies such as the tightening of Rupiah and the determination of interest rates by the Bank Indonesia.
Fluktuasi harga jual produk Perseroan dipengaruhi oleh perkembangan harga CPO dunia. Siklus lima tahunan yang terjadi pada fluktuasi harga CPO bisa terjadi perubahan pada kisaran signifikan (bisa perubahan 100%). Risiko kenaikan tarif-tarif biaya bisa muncul karena pengaruh inflasi dan atau karena adanya kebijakan Pemerintah terkait Upah Minimal Propinsi, dan ketetapan perubahan harga bahan pokok dan bahan bakar minyak. Risiko kenaikan tarif pendanaan luar bisa muncul karena kebijakan moneter seperti pengetatan rupiah dan penetapan tingkat bunga oleh bank Indonesia.
The Company seeks to maintain good corporate governance in the management of the annual budget and operations in an effective and efficient manner.
Perusahaan berupaya menegakkan tata kelola yang baik dalam pengendalian budget tahunan dan pengendalian effektifitas dan effisiensi dalam operasionalnya
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Good Corporate Governance Tata Kelola Perusahaan
Capital Market Profession & Support Institutions of Company LembagaProfesi & PenunjangPasar Modal Perseroan The Capital Markets& Supporting Professional Institutions involved in the Company activities during 2015 are as follows :
Institution/Lembaga Independece Public Accountant/Kantor Akuntan Publik
Lembaga profesi dan Penunjang Pasar Modal yang dilibatkan dalam aktivitas Perseroan selama tahun 2015 adalah sebagai berikut :
Name/Nama
Doli, Bambang, Sulistiyanyto, Dadang & Ali General audit of the 2015 financial Kantor Cabang: Jl. Tapak Doro No. 15 Malang Phone: (62-3,1)1471135; Fax: (62-341)471135 E-mail: [email protected]
statement of the PT. Gozco Plantations Tbk and Subsidiaries / Pemeriksaan laporan keuangan tahun 2015 PT. Gozco Plantations Tbk dan Entitas Anak
PT Prima Bhaksana Lestari
Estimated Post Employe Obligation / Estimasi Liablitas Imbalan kerja
Wisma Prima 2nd Floor, Jl. Salemba Tengah No.11 Jakarta Pusat 10440 Phone: (021)31908304; Fax: (021)31905672
PT Adimitra Transferindo Plaza Property Lt 2, Kompleks Pertokoan Pulo Mas Blok VVV no 1 Jln, Perintis, Kemerdekaan Jakarta Timur 13210. Telp 021-47881515
Agung Iriantoro SH.,MH. Jl. Jati Padang Raya no. 13 a, Pasar Minggu, Jakarta Selatan Telp (021) 7823625; Fax (021) 7823626
The total honorarium given to the above Professionals & Supporting Institutions amounted to Rp. 695 Million.
49
Laporan Tahunan 2015
Activity/Aktifitas
Stock administrations / Administrasi, efek
Documentation of Annualy RUPS / Dokumentasi RUPS Tahunan
Total honorarium yang direalisasi kepada Profesi & Lembaga Penunjang sebesar Rp.695Juta.
Corporate Social Responsibility Tanggung Jawab Sosial Perseroan To support the Company's sustainable growth, the Company has a moral commitment to establish a balance by implementing the program of Corporate Social Responsibility (CSR) that is in tune with the needs of the stakeholders.
Untuk menunjang pertumbuhan Perusahaan yang berkelanjutan, Perusahaan memiliki komitmen moral untuk membangun keseimbangan dengan pelaksanaan program Tanggung Jawab Sosial Perusahaan (Corporate SocialResponsibility/CSR) sebagai program yang selaras dengan kebutuhan stakeholder.
The CSR programs are organized with the orientation of increasing the capacity of beneficiaries, preserving the indigenous knowledge and explore potential. The Company prioritizes the quality of the programs so that the objectives are appropriate, inspirational and significantly strengthen public confidence.
Program-program CSR diselenggarakan dengan orientasi peningkatan kapasitas penerima manfaat, menjaga kearifan lokal dan ekplorasi potensi. Perusahaan mengutamakan kualitas program dengan aktivitas yang tepat sasaran, memberi inspirasi, dan memperkuat kepercayaan publik yang bernilai signifikan.
CSR programs are conducted through Subsidiaries together with the surrounding community within the Company's operational area namely Sumatera and Kalimantan. The CSR programs consider some aspects of development, among others:
Program CSR dilakukan melalui Entitas anak perusahaan bersama masyarakat sekitar yang mencakup seluruh wilayah operasional Perusahaan di Sumatera, Kalimantan dengan memperhatikan beberapa aspek pembangunan antara lain:
51
· Economic empowerment of society;
·
Pemberdayaan ekonomi masyarakat;
·
Basic facilities & infrastructure developments;
·
Pembangunan sarana prasarana & infarstruktur dasar;
Peningkatan bidang Keagamaan, sosial, budaya & pendidikan;
·
Health & environmental developments.
Laporan Tahunan 2015
Bidang kesehatan dan lingkungan hidup.
Corporate Social Responsibility Tanggung Jawab Sosial Perseroan
Economic Empowerment Of Society Pemberdayaan Ekonomi Masyarakat CSR activities that support the economic activities were realized
Kegiatan CSR yang menunjang kegiatan ekonomi direalisasikan sesuai
according to the potential of each village. An example is the
potensi desa yaitu seperti pembangunan kolam ikan di Desa Karta
construction of fish ponds in the village of Karta Dewa, Muara Enim,
Dewa, Kabupaten Muara Enim, Sumatera Selatan dan sesuai kearifan
South Sumatera. Another example is the conservation of indigenous
lokal untuk melestarikan lokasi lelang “Desa Lubuk Mumpo” dengan
auction site in the location of Lubuk Mumpo Village. This is done
memberikan bantuan melalui kerja sama kontrak selama 5 tahunan
through a 5 years cooperation contract of “Lebak Lebung” financial aid.
dengan bantuan dana Lebak Lebung yang telah menjadi tradisi warga
This has been a tradition for local residents to conduct auctions where
setempat sehingga peningkatan hasil lelang tsb dananya akan
the income becomes the village's fund.
menjadi Kas Desa setempat.
Basic Facilities & Infrastructure Development Pembangunan Sarana Prasarana Dan Infrastruktur Dasar CSR activities that were directed to the development and maintenance
Aktivitas CSR yang diarahkan pada pembangunan dan pemeliharaan
of basic infrastructure were also highly associated with the economic
sarana infrastruktur dasar ini juga sangat berkaitan dengan
This opens the isolation and improves access to
pemberdayaan ekonomi masyarakat dengan membuka keterisolasian
economic activities of rural communities. For example, the construction
empowerment.
dan meningkatkan akses aktivitas ekonomi masyarakat desa melalui
of the bridge at the Ayawan River became the artery of the economic
pembuatan jembatan di sungai Ayawan yang menjadi urat nadi
activities of the villagers at Tumbang Bai, Seruyan District. This bridge
kegiatan ekonomi warga desa Tumbang Bai Kabupaten Seruyan
helps connect the village to the cultivation sites and made transport of
menuju lokasi perladangan dan mengambil hasil kebun warga
crops from the local growers possible.
setempat.
Another example was helping maintain 87.5 Km of road from
Bantuan pemeliharaan jalan sepanjang 87,5 km dari Desa Prambatan,
Prambatan Village until Karta Dewa Village which serves as the
Pengabuan sampai Karta Dewa yang berfungsi sebagai akses
economic access for the villages to manage their plantations and
perekonomian warga untuk mengelola kebun dan mengambil hasil
harvest their crops. This is especially for the rubber plantations of the
kebun terutama Kebun Karet masyarakat di wilayah Kecamatan Abab
villagers at the Abab district. This road also serves as an access to
sekaligus akses angkutan transportasi anak sekolah SMA Negeri Abab
transport students of Abab Government High School.
Annual Report 2015
52
Corporate Social Responsibility Tanggung Jawab Sosial Perseroan
Reglion, Social, Cultural & Educational Enhancement Peningkatan Bidang Keagamaan, Sosial, Budaya & Pendidikan The Company has established the Suryabumi Agrolanggeng
Sejak Perusahaan mendirikan sekolah dari TK, SDN, SMPN Suryabumi
Government Kindergarten, Elementary, Middle Schools located within
Agrolanggeng yang berada dalam lokasi Kebun Perusahaan yang
the Company's Plantation site at PALI District, Sumatera Selatan. Since
berada di Kabupaten. PALI, Sumatera Selatan, setiap tahun selalu
this establishment, the Company has been subsidizing for the
memberikan Bantuan Operasional Sekolah (BOS) selain yang dari
operational expenses of the Schools every year apart from what the
Pemerintah mulai dari Kesra Guru untuk peningkatan kualitas tenaga
Government has allocated. This subsidy comes in the form of the
Pengajar yang berjumlah 31 guru (2 TK, 12 SD, 17 SMP), Seragam
sekolah untuk 721 siswa (50 TK, 449 SD, 222 SMP), Bea Siswa untuk
Middle) to improve the quality of the Educators, school uniforms for 721
motivasi belajar siswa lebih berprestasi yang pada tahun 2015 ini
students (50 Kindergarten, 449 Elementary & 222 Middle) and
mencapai 50 siswa.
Scholarship programs. The purpose of the Scholarship program is to motivate students to perform better which in 2015, 50 students have received the Scholarship. Additionally, concern towards the field of education has also extended to
Selain itu perhatian bidang pendidikan juga menjangkau ke SMK di
the Polytechnic at Sub District of Benakat, Muara Enim District. This
Kecamatan Benakat Kabupaten Muara Enim dengan memberikan
comes in the form of providing scholarships and allowance during Job
bantuan uang saku selama Praktek Kerja Lapangan dan Bea Siswa
Training/ Internship for the best graduates.
kepada lulusan terbaiknya.
At Kalimantan, aid in the field of Education was also realized through
Di Kalimantan melalui SDN 25 Teluk Bakung juga diberikan bantuan
Government Elementary School 25 at Teluk Bakung by improving the
dengan peningkatan ruang belajar melalui pengantian papan tulis,
learning space. This was done by replacing the blackboards, desks,
meja dan kursi belajar serta penerangan lampu ruang kelas.
chairs and the lighting in the classrooms.
Health & Environmental Developments Pembangunan Bidang Kesehatan & Lingkungan Hidup In the field of health, in an effort to prevent the abuse and illegal
Dalam bidang Kesehatan sebagai upaya dalam Pencegahan dan
distribution of narcotics, psychotropic, other addictive substances and
Penanggulangan Penyalahgunaan dan Peredaran gelap Narkotika,
foging counseling sessions were conducted. This involved the Police
Psikotropika, Zat Adiktif lainya serta Pembasmian nyamuk Aedes
Department, Health Department and the local Department of Labor.
dilakukan penyuluhan yang melibatkan Polres, Dinas Kesehatan dan Dinas Ketenaga Kerjaan setempat.
The Company actively participates in the management of Integrated
Turut aktif mengelolaan Pos Pelayanan Terpadu (Posyandu) dan
Health Service Post (Posyandu). The Company also provides training of
menyediakan serta melakukan pelatihan tenaga medis yang
medical personnel needed in the Simpang Tais Village by involving the
dibutuhkan di desa Simpang Tais dengan melibatkan puskesmas
local clinics and the Company's polyclinic.
setempat dan poliklinik perusahaan.
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Laporan Tahunan 2015
Accountability Of The Annual Report Tanggung Jawab Laporan Tahunan
THE STATEMENT LETTER OF THE BOARD OF COMMISSIONERS AND DIRECTORS OF PT.GOZCO PLANTATIONS Tbk. CONCERNING THE ACCOUNTABILITY OF THE ANNUAL REPORT FOR THE PERIOD OF 2015.
SURAT PERNYATAAN ANGGOTA DEWAN KOMISARIS DAN DIREKSI TENTANG TANGGUNGJAWAB ATAS LAPORAN TAHUNAN TAHUN 2015, PT. GOZCO PLANTATIONS Tbk.
We, the undersigned, state that all information in the 2015 Annual Report of PT.Gozco Plantations Tbk. has been stated completely and we are responsible for the truth of the Annual Report.
Kami yang bertandatangan dibawah ini menyatakan bahwa semua informasi dalam laporan tahunan PT.Gozco Plantations Tbk. tahun 2015 telah dibuat lengkap dan bertanggungjawab atas kebenaran isi laporan tahunan perusahaan.
Herewith the statement has been made trully.
Demikian pernyataan ini dibuat dengan sebenarnya.
Jakarta, March 28, 2016 / Jakarta, 28 Maret 2016
Board of Commissioners / Dewan Komisaris
Mustofa President Commissioner and Independent Commissioner / Presiden Komisaris dan Komisaris Independen
Benyamin Subrata
Rudyansyah
Harijanto
Independent Commissioner / Komisaris Independen
Commissioner / Komisaris
Commissioner / Komisaris
Board of Directors / Dewan Direksi
Tjandra Mindharta Gozali President Director / Presiden Direktur
Kreisna Dewantara Gozali Vice President Director / Wakil Presiden Direktur
55
Andrew Michael Vincent
Enggan Nursanti
Plantation & Technique Director Direktur Perkebunan dan Teknik
Financial & Tax Director Direktur Keuangan & Pajak
Jamal Rosyidin Hakki
Yongki Tedja
General & Human Resources Director Direktur Umum & Personalia
IAS, Accounting & Independent (Nonaffiliated) Director / Direktur SIA & Akuntansi (Tidak Terafiliasi )
SURAT PERNYATAAN DIREKSI TENTANG TANGGUNG JAWAB ATAS LAPORAN KEUANGAN KONSOLIDASI UNTUK TAHUN YANG BERAKHIR PADA TANGGALTANGGAL 31 DESEMBER 2015 DAN 2014 PT GOZCO PLANTATIONS Tbk DAN ENTITAS ANAK
Kami yang bertandatangan di bawah ini: 1. Nama Alamat Kantor
Alamat domisili sesuai KTP No. Telepon Jabatan
2. Nama Alamat Kantor
Alamat domisili sesuai KTP No. Telepon Jabatan
DIRECTOS’ STATEMENT LETTER RELATING TO THE RESPONSIBILITY ON THE CONSOLIDATED FINANCIAL STATEMENTS FOR THE YEARS ENDED DECEMBER 31, 2015 AND 2014 PT GOZCO PLANTATIONS Tbk AND SUBSIDIARIES
We, the undersigned:
: :
1. Name Tanjdra Mindharta Gozali Office address Gedung Graha Permata Pancoran Jl. Raya Pasar Minggu 32C/10, Jakarta
:
Jl. Kupang Indah 2/48, Surabaya 021-7995676 Direktur Utama
: :
Domicile address as state in ID Phone Number Position
: :
2. Name Yongki Tedja Gedung Graha Peramata Pancoran Office address Jl. Raya Pasar Minggu 32C/10, Jakarta
1. Kami bertanggung jawab atas penyusunan dan penyajian laporan keuangan kosolidasi Persahaan dan Entitas Anak. 2. Laporan keuangan konsolidasi Perusahaan dan Entitas Anak telah disusun dan disajikan sesuai dengan standar Akutansi Keuangan di Indonesia. 3. a. Semua informasi dalam laporan keuangan konsolidasi Perusahaan dan Enritas Anak telah dimuat secara lengkap dan benar. b. Laporan keuangan konsolidasi Perusahaan dan Entitas Anak tidak mengandung informasi atau fakta material yang tidak benar dan tidak menghilangkan informasi atau fakta material. 4. Kami bertanggung jawab atas sistem pengendalian intern dalam Perusahaan dan Entitas Anak.
1. We are responsible for the preparation and presentation of the consolidated financial statements of the Entity and Subsidiarics. 2. The financial statements of the Entity and Subsidiaries have been prepared and presented in accordance with Indonesian Financial Accounting standards. 3. a. All information contained in the financial statements of the Entity and Subsidiaries are complete and correct.
Demikian pernyataan ini di buat dengan sebenarnya.
This statement letter is made truthfully.
b. The cosolidated finansial statements of the Entity and Subsidiaries do not contain misleading material information or facts and do not omit material in formation or facts. 4. We are responsible for the internal conrol system of the Entity and Subsidiaries.
Jakarta, 28 Maret 2016/Jakarta, March 28, 2016 Direktur Utama/President Director
Direktur / Director
( Tjandra Mindharta Gozali )
( Yongki Tedja )
Gedung Gozco, Jl. Raya Darmo 54-56, Surabaya 60265 - Indonesia, Phone (+62-31) 5612818, Fax (+ 62-31) 5620968 Ghraha Permata Pancoran, Jl. Raya Pasar Minggu 32C?10, Jakarta 12780 - Indonesia, Phone (+62 21) 7995676, Fax (+62 21) 7995663
Growing for the future PT GOZCO PLANTATIONS TBK AND SUBSIDIARIES/DAN ENTITAS ANAK CONSOLIDATED FINANCIAL STATEMENTS/ LAPORAN KEUANGAN KONSOLIDASI FOR THE YEARS ENDED DECEMBER 31, 2015 AND 2014/ UNTUK TAHUN YANG BERAKHIR PADA TANGGAL-TANGGAL 31 DESEMBER 2015 DAN 2014 AND/DAN INDEPENDENT AUDITOR’S REPORT/ LAPORAN AUDITOR INDEPENDEN
