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1. Pemeriksaan Tahunan PKPT terhadap 19 cabang dari rencana kerja fungsi satuan Pengawas Internal sPI
2013 sebanyak 31 cabang. biaya pemeriksaan yang telah terealisasi selama 2013 sebesar rp1,26 miliar.
2. melaksanakan pendampingan Kantor akuntan Publik KAP untuk general audit 2012 pada bulan Januari-
Februari 2013 sebanyak 12 cabang dan general audit 2013 pada bulan oktober-Desember 2013 serta bulan
Januari 2014 sebanyak 11 cabang. 3. Pendampingan bPK rI untuk audit penugasan dari Direksi
dan merealisasikan pemeriksaan terhadap 3 cabang yakni cabang merak, bekauheni dan lembar serta
melaksanakan penugasan khusus dari Direksi terhadap 3 cabang yakni cabang bangka, Kupang, dan banda Aceh.
Evaluasi Terhadap Efektivitas Sistem Pengendalian Internal
a. Evaluasi Terhadap Efektivitas Sistem Pengendalian Keuangan
evaluasi yang telah dilakukan Perseroan terhadap efektivitas sistem pengendalian internal menjadi salah satu fondasi
bagi Perseroan untuk terus melaksanakan perbaikan dan penyempurnaan sistem pengendalian yang dapat
meningkatkan pertumbuhan perusahaan. evaluasi tersebut salah satunya dilakukan melalui laporan keuangan Perseroan.
Dalam melakukan evaluasi, Perseroan menggunakan kriteria yang telah ditetapkan oleh Internal Control - Integrated
Framework yang telah dikeluarkan oleh coso. berdasarkan penilaian ini, Dewan Komisaris dan Direksi menyimpulkan
bahwa hingga tanggal 31 Desember 2013, sistem pengendalian internal Perseroan atas laporan keuangan telah
berjalan dengan efektif.
b. Evaluasi Terhadap Efektivitas Sistem Pengendalian Operasional
selain itu, evaluasi juga dilakukan melalui Unit Audit Internal. Unit Audit Internal melakukan upaya peningkatan
pengendalian internal internal control dalam berbagai kegiatan operasional Perseroan. hasil evaluasi atas pelaksanaan
1. conducting Annual Audit PKPT on 19 out of 31 branch offices determined in the work plan of Internal Audit at the
beginning of the year. The audit fee of 2013 amounting to rp1.26 billion.
2. mentoring the Public Accounting Firm which was
appointed to conduct 2012 general audit in January- February 2013 on 12 branch offices and 2013 general
audit in January 2014 on 11 branch offices. 3. mentoring bPK rI in conducting audit as delegated by
the board of Directors on 3 branch offices, i.e.: merak, bakauheni, and lembar branches, as well as conducting
special delgations from the board of Directors on bangka, Kupang, and banda Aceh branches.
Assessment on the Effectiveness of Internal Control System
a. Assessment on the Effectiveness of Financial Control System
The assessment that had been conducted by the company on the effectiveness of internal control system became a
foundation for the company to always conduct improvement and refinement on the control system, which in turn
contributed to the growth of the company. The evaluation was conducted in several ways, and one of them was through
the company’s financial report. In conducting the evaluation, the company utilized criteria
set by the Internal control – Integrated Framework issued by coso. based on the evaluation, the boards of commissioners
and Directors concluded that up until December 31, 2014, the company’s internal control system on financial statement
had run effectively.
b. Assessment on the Effectiveness of Operational Control System
Aside from that, assessment also had been conducted through the Internal Audit Unit, which made an effort to improve the
internal control in various operations of the company. The assessment result on the implementation of internal control
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sistem pengendalian internal menjadi salah satu dasar evaluasi manajemen terhadap efektifitas sistem pengendalian
internal untuk menentukan perbaikan dan penyempurnaan sistem ataupun kebijakan yang memungkinkan manajemen
dapat secara lebih efektif menjalankan kegiatan operasional Perseroan.Pengendalian internal di lingkungan Perseroan
senantiasa dievaluasi agar mampu mengikuti perkembangan bisnis Perseroan.
MANAJEMEN RISIKO
Gambaran Umum Sistem Manajemen Risiko Perseroan
sistem manajemen risiko Perseroan berfungsi untuk mengelola risiko perusahaan yang mencakup identifikasi, pengendalian,
serta evaluasi atas risiko-risiko yang berpotensi mengganggu aktivitas bisnis, kelangsungan usaha, dan menyebabkan tidak
tercapainya tujuan Perseroan. Identifikasi risiko menjadi langkah awal dalam penerapan
sistem manajemen risiko Perseroan. Perseroan meyakini bahwa penerapan identifikasi risiko secara akurat dan komprehensif
sangat penting untuk dilakukan. Perseroan senantiasa mengumpulkan data sebanyak mungkin untuk melihat
potensi risiko yang dilakukan melalui survei, wawancara, data historis, dan brainstorming dalam rapat antar divisi. risiko
yang dapat terjadi dalam aktivitas usaha umumnya bersumber dari unsur ketidakpastian yang menyebabkan tertekannya
profitabilitas hingga dapat menimbulkan kerugian. Proses identifikasi risiko memudahkan Perseroan untuk mengetahui
bahaya yang ditimbulkan terkait aktivitas bisnis Perseroan.
setelah itu, Perseroan melakukan pengendalian risiko dengan menggunakan pendekatan terstruktur mulai dari penilaian
risiko hingga pengembangan strategi untuk mengelola dan menyusun mitigasi risiko. Khusus mitigasi risiko, Perseroan
menggunakan sumber daya yang dimiliki perusahaan. Dalam proses ini, Perseroan menyusun serangkaian rencana kegitan
penanganan guna memperkecil eksposur risiko. Perseroan juga melakukan evaluasi atas keefektifan sistem manajemen
risiko yang dilakukan secara berkala.
TATA kElolA PERusAhAAN Good Corporate Governance
system became one of the bases for management evaluation on the effectiveness of internal control system. The aim of this
evaluation is to determine the improvement and refinement for the system, as well as the policy which will make the
management to be able to run operations effectively. The internal control system in the company’s environment is
constantly evaluated in order to follow the development of the company’s business activities.
RISK MANAGEMENT
Overview on the Risk Management System of the Company
risk management system of the company serves to manage the company’s risk and consists of identification, control, and
evaluation on the risks that have potential in disturbing the company’s business activities, existence, as well as leading to
the company’s failure in embracing its objectives. Identification of risks is the first step in the implementation
of the company’s risk management system. The company is certain that an accurate and comprehensive implementation
of risk management system is very important. To observe the potential risks that will be faced, the company gathered
data as much as possible through surveys, interviews, history, and brainstorming activities in the meetings between each
division. The risks that may happen in business activities generally come from uncertainty factor which results in
a pressure on the profit and consequently brings loss. The risk identification process enables the company to be aware
of the danger that may be incurred related to the business activities of the company.
Furthermore, the company conducts risk control by utilizing a structured approach, starting from the risk evaluation to the
strategy development, in order to manage and mitigate the risks. The company utilizes its own resources, especially to
mitigate risks. In this process, the company prepares a series of treatment activities to lessen risks exposure. The company
also evaluates the effectiveness of risk management system which is done periodically.
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TATA kElolA PERusAhAAN Good Corporate Governance
sistem manajemen risiko Perseroan yang diatur dalam Pedoman manajemen risiko perusahaan berfungsi
untuk mengelola risiko perusahaan. Pedoman tentang Penyelenggaraan Proses manajemen risiko merupakan
proses yang berlangsung berulang dan terus menerus yang pada dasarnya terdiri dari Proses Awal, Proses Inti dan
Proses Penunjang manajemen risiko. Proses Awal meliputi membangun lingkungan intern dan menyusun konteks.
Proses Inti meliputi Assessment risiko atas risiko-risiko yang berpotensi mengganggu aktivitas bisnis, kelangsungan
usaha, dan menyebabkan tidak tercapainya tujuan Perseroan dan melaksanakan tindak lanjut tanggapan perlakuan
atas risiko. Proses penunjang manajemen risiko meliputi melakukan
Kaji Ulang risiko, melakukan Pemantauan, melakukan Komunikasi, melakukan Konsultasi dan melakukan
Dokumentasi. sepanjang 2013 Perseroan telah melaksanakan beberapa sub
program, antara lain: • Konsolidasi kualitas daftar risiko dan pelaksanaan
assessment risiko unit kerja pusat dan cabang sebagai bahan daftar risiko Direktorat, dengan pelaksanaan
rekapitulasi dan analisis hasil assessment risiko unit kerja pusat dan cabang; konsolidasi daftar risiko unit kerja
kantor pusat dan cabang sebagai bahan penentuan risiko Direktorat Direktorat Usaha Penyeberangan, Direktorat
Utama dan Direktorat Usaha Pelabuhan, Direktorat sDm dan Umum serta Direktorat Teknik; validasi hasil
konsolidasi daftar risiko unit kerja kantor pusat dan cabang sebagai bahan penentuan daftar risiko Direktorat
Direktorat Keuangan, Direktorat Usaha Penyeberangan, Direktorat Utama, Direktorat Usaha Pelabuhan, Direktorat
sDm dan Umum serta Direktorat Teknik serta komunikasi dan validasi daftar risiko korporat.
• Pengesahan pedoman umum manajemen risiko oleh Direksi dan Dewan Komisaris.
• Pencetakan dan pendistribusian buku Pedoman manajemen risiko boD,boc, Unit Kerja Kantor Pusat
dan cabang. The companys management risk system, stipulated in the risk
management Guidelines, functions to manage and mitigate the companys risk. Guidelines on the Implementation of
risk management Process is the main referral to execute the procedure for managing risks, which comprising three
main process, namely Initial Process, core Process, and risk management supporting Process. Initial Process of
risk management aims to develop an internal environment and compose the context. core Process encompasses risk
Assessment on risks that have the potential to disrupt business activities and existence as well as causing the objectives if the
company cannot be achieved. In addition, this process will generate follow-ups response on the risks.
risk management supporting process covers the activities of risk review, monitoring, communicating, consulting, and
documenting.
Throughout 2013, the company had conducted several sub- programs related to risk mangement, such as:
• consolidation on the quality of risks and implementation of risk assessment in central and branches work
unit as a part of Directorates list of risk through the implementation of recapitulation and analysis of the result
of risk assessment conducted in central and branches work units; consolidation on the list of risks of work units
in headquarters and branches as a part of Directorate risk determination Ferry services, main and Port services, hr
GA, as well as engineering Directorates; approval for the results of consolidation on the list of risks of work units
in headquarters and branches as a part of Directorate risk determination Ferry services, main and Port services,
hr GA, as well as engineering Directorates, as well as communication and approving the corporates list of risks.
• Approval for the general guidelines of risk management by the board of Directors and board of commissioners.
• Publication and Distribution of risk management Guidelines to the board of Directors, board of
commissioners, and all work units in the headquarters and branch offices.
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• Penyusunan prosedur manajemen risiko • Penerapan manajemen risiko melalui analisis daftar risiko
dan hasil pengukuran risiko Leasing kapal bekas per 31 Desember 2012 dan review risk profile unit kerja dan
cabang sinabang, Tual dan Kupang.
Jenis Risiko dan Pengelolaannya
Jenis risiko dan pengelolaannya yang diselenggarakan oleh Perseroan selama 2013 sebagai berikut:
a. Risiko Pemasaran: risiko Pemasaran adalah tidak
