Papua Barat | West Papua

PT Elnusa Tbk Laporan Tahunan 2013 Annual Report Nusatenggara Timur Maluku Papua Barat Papua Kepulauan Maluku Utara Sulawesi Tenggara Sulawesi Selatan Sulawesi Utara Sulawesi Barat Sulawesi Tengah Gorontalo Kalimantan 1. Kalimantan Utara | North Kalimantan 2. Kalimantan Timur | East Kalimantan 3. Kalimantan Selatan | South Kalimantan Klien | Client : - Total eP indonesie - Chevron indonesia Company - sangatta West CBm inc. - Pertamina eksplorasi KTi - Pertamina aset V - PHe metana Tanjung ii Jawa | Java 1. DKI Jakarta 2. Jawa Barat | West Java 3. Jawa Tengah | Central Java 4. Jawa Timur | East Java Klien | Client : - PHe onWJ - PHe Wmo - PTm aset iV offshore Poleng - PTm aset iii offshore - Pertamina aset iii - Pondok makmur Dev. Project - Pertamina aset iV - TaC ellipse Jatirarangon Wahana ltd - Kso PD migas Bekasi - Kso axis sambidoyong energi - JoB Pertamina Petrochina east Java - PPgJJgoP - Pertamina eksplorasi Jawa Sulawesi 1. Sulawesi Tengah | Central Sulawesi 2. Sulawesi Selatan | South Sulawesi Klien | Client : - PPgmmgDP - energy equity epic sengkang Papua 1. Papua Barat | West Papua Klien | Client : - Petrochina international Bermuda - Pertamina gas - Pertamina eP aset ii - PHe metana suban i ii - PHe metana sumatera iV - TaC Pilona Petro Tanjung lontar - Tiara Bumi - Kso santika Pendopo energy - TaC indama Putera Kayapratama - Kso Cooper energy sukananti ltd - TaC gold Water TmT - TaC radiant ramok senabing - TaC Binatek reka Kruh - JoB Talisman ltd - PT Trisula CBm energy Tentang Perusahaan | about the Company Aceh Kalimantan Barat Kalimantan Timur Kalimantan Utara Kalimantan Tengah Kalimantan Selatan Nusatenggara Barat Sumatera Utara Sumatera Barat Jambi Bali Bangka Belitung Sumatera Selatan Lampung Banten DKI Jakarta Bengkulu Jawa Barat Jawa Tengah Jawa Timur Yogyakarta Kep. Riau Riau Daerah Operasi Jasa Hilir Migas dan Jasa Penunjang Hulu Migas oPeraTional area oF oil gas DoWnsTream oPeraTion serViCes anD oil gas UPsTream sUPPorT serViCes Fuel Transportation Business Fuel Depot Business Fuel Chemical Trading Business Sumatera 1. aceh 2. sumatera Utara north sumatera 3. riau 4. sumatera Barat West sumatera 5. sumatera selatan south sumatera Bali 1. Bali Sumatera 1. aceh 2. riau 3. sumatera Barat West sumatera 4. sumatera selatan south sumatera Kalimantan 1. Kalimantan Utara north Kalimantan 2. Kalimantan Timur east Kalimantan Papua 1. Papua Sumatera 1. Jambi 2. riau 3. sumatera selatan south sumatera Kalimantan 1. Kalimantan Timur east Kalimantan 2. Kalimantan selatan south Kalimantan Jawa | Java 1. DKi Jakarta Papua 1. Papua Jawa | Java 1. DKi Jakarta 2. Jawa Barat | West Java 3. Jawa Tengah | Central Java 4. Jawa Timur | east Java Maluku 1. Kep. maluku Utara north maluku 2. maluku Sulawesi 1. sulawesi Tengah Central sulawesi 2. sulawesi Tenggara south east sulawesi Sulawesi 1. sulawesi Utara north sulawesi 2. sulawesi selatan s outh sulawesi Kalimantan 1. Kalimantan Barat West Kalimantan 2. Kalimantan Timur east Kalimantan 3. Kalimantan selatan south Kalimantan PT Elnusa Tbk Laporan Tahunan 2013 Annual Report tenggara Barat Nusatenggara Timur Maluku Papua Barat Papua Kepulauan Maluku Utara Sulawesi Tenggara Sulawesi Selatan Sulawesi Utara Sulawesi Barat Sulawesi Tengah Gorontalo IT, Media Remastering Telecommunication Data Management Business OCTG Pipe Threading Trading Business Sumatera 1. sumatera selatan | south sumatera Kalimantan 1. Kalimantan Timur | east Kalimantan Jawa 1. Jawa Timur | east Java Sumatera 1. Jambi 2. sumatera selatan | south sumatera Jawa | Java 1. DKi Jakarta Sumatera 1. Kep. riau - Batam | riau island - Batam Laporan Pengembangan Sumber Daya Manusia | Human resources Development report PT Elnusa Tbk Laporan Tahunan 2013 Annual Report Laporan Pengembangan Sumber Daya Manusia Human resources Development report Laporan Pengembangan Sumber Daya Manusia | Human resources Development report sebagai perusahaan jasa, sDm merupakan faktor penting yang ikut menentukan keberhasilan perusahaan mencatatkan kinerja yang lebih baik di era bisnis yang kompetitif. Untuk menjaga tingkat pertumbuhan yang berkelanjutan, optimalisasi sDm menjadi sangat penting. Transformasi di bidang sDm ini merupakan kelanjutan dari program Turnaround yang telah dimulai sejak pertengahan tahun 2011. Program ‘Year of Human Resources for Growth Readiness’ diluncurkan sebagai bentuk komitmen Perseroan di samping juga sebagai titik awal bagi pelaksanaan transformasi pada pengelolaan sumber daya manusia untuk membentuk sDm yang optimal dan profesional serta organisasi yang dinamis. Program tersebut memastikan Perseroan memiliki sumber daya manusia yang berintegritas tinggi serta mampu beradaptasi pada dinamika bisnis yang cepat sehingga dapat mendukung pengembangan usaha yang berkelanjutan, akselerasi ekspansi usaha, dan meningkatkan budaya korporasi yang berlandaskan pada 3 tiga landasan nilai pokok Perusahaan yaitu Clean, Respectful dan Synergy. aspek fundamental yang menjadi fokus program utama dalam pengembangan sDm pada 2013 adalah peningkatan kompetensi sDm secara terintegrasi, optimalisasi komposisi organisasi dan penguatan budaya perusahaan. as a service company, its Hr is one important factor that will establish the company’s success in order to allow it to record better performance in this highly competitive business era. in order to maintain the level of its sustainable growth, Hr optimizing becomes so essential. Hr Transformation is the continuation of Turnaround program which started in mid 2011. year of Human resources for growth readiness’ Program was launched as one form of the Company’s commitment and it also serves as the initial point for the implementation of human resources transformation in order to establish optimal and professional Hr as well as in order to form a dynamic organization. such a program ensures that the Company would eventually have human resources who are at a high level of integrity as well individuals as who are able to adapt with rapid business dynamics so that it would be able to support continuous business development, accelerated business expansion, and improving corporate culture based on 3 three principles of corporate core values, namely Clean, respectful and synergy. The fundamental aspect which is the focus of Hr management in 2013 was the integrated Hr competency improvement, optimizing the composition of Hr organization and the strengthening the corporate culture. Program ‘Year of Human Resources for Growth Readiness’ year oF HUman resoUrCes For groWTH reaDiness’ Program Dalam rangka mewujudkan visi perusahaan menjadi “Perusahaan Jasa Energi Terpercaya”, Perseroan menyadari sepenuhnya bahwa keunggulan dalam hal pengelolaan Sumber Daya Manusia SDM yang optimal dan profesional merupakan faktor terpenting dan utama. Oleh karenanya, Perseroan menetapkan 2013 sebagai tahun transformasi di bidang SDM. in order to realize its corporate vision to be a “Trusted energy services Company”, the Company is fully aware that its superiority in respect of optimal and professional Human resources Hr management is the most important and essential factor. Therefore, the Company determines that 2013 is the year of transformation in Hr areas. PT Elnusa Tbk Laporan Tahunan 2013 Annual Report Dalam rangka meningkatkan kompetensi sDm secara terintegrasi, Perseroan terus memperkuat peran elnusa Petroleum school ePs sebagai pengelola dan penanggung jawab pelatihan. selama tahun 2013, ePs mempunyai 2 program besar dalam peningkatan kompetensi karyawan. Program pertama adalah program training untuk mengisi gap kompetensi, sedangkan yang kedua adalah program lesson learnt yang bertujuan memberikan pengetahuan bagi sDm Perseroan terhadap industri energi beserta isu-isu terkininya. Program training yang diselenggarakan terdiri dari tiga bentuk yaitu technical training, managerial training dan strategic management training. realisasi pelaksanaan ketiga jenis training tersebut pada 2013 adalah sebesar 8,0 mandays atau 64,6 jam per karyawan. Total biaya yang dikeluarkan untuk pelatihan karyawan selama 2013 sebesar rp7,8 miliar, mengalami peningkatan sebesar 34,7 dibandingkan tahun sebelumnya. sementara itu, program lesson learnt yang telah direalisasikan selama tahun 2013 adalah 50 kegiatan dengan alokasi waktu sebesar 125 jam. Kegiatan ditujukan untuk meningkatkan pemahaman dan pengetahuan mengenai aktivitas operasi, operational excellence, perkembangan bisnis, update kebijakan Pemerintah dan berbagi informasi mengenai hal-hal terkait dengan jasa energi. Beberapa bentuk program lainnya yang dilakukan dalam hal ini adalah: • Trainee Program Pelaksanaan Operation Training Program 2013 di fungsi operasi Snubbing, Slickline, Trainee Field Engineer, Coiled Tubing, Oil Tesing dan Reservoir Evaluation Services. • Competency Mapping Tujuan program ini adalah peningkatan Technical Competency dan Soft Competency melalui pemetaan dan update job description dari fungsi-fungsi dalam organisasi perusahaan sehingga didapatkan proil karyawan yang sesuai dengan kebutuhan suatu fungsi. Program ini telah terealisasi 93 untuk technical competency dan certiication serta 100 untuk soft competency level Division Head dan Department Head. • Leadership Development Program LDP Dalam rangka meningkatkan kemampuan kepemimpinan, 50 orang dari level manajemen tertinggi dan 42 orang dari level manajemen madya berpartisipasi dalam lDP yang diselenggarakan bekerja sama dengan lembaga Psikologi Terapan Universitas indonesia lPTUi. • Basic Management Training BMP Perseroan juga sedang mengembangkan program training menyerupai mini mBa untuk para manajemen level tengah. Program ini direncanakan pelaksanaannya pada tahun 2014. in order to integrally improve Hr competency, the Company continues to strengthen the roles of elnusa Petroleum school ePs as the management and institution in charge of the training. Throughout the year of 2013, ePs had 2 major programs in personnel competency improvement. The irst program was a training program ordered to ill in competency gaps. The second was the lesson learned program, which was intended to provide knowledge for the Company’s Hr with regards to the energy industry as well as its latest issues. The training programs held consisted of three different kinds of trainings, i.e. technical training, managerial training, and strategic management training. The realization of such three different kinds of training implementation in 2013 was 8.0 man-days or 64.6 hours per employee. The total cost for such personnel training throughout 2013 was rp7.8 billion which recorded an increase by 34.7 in comparison with the previous year’s igure. in the meantime, the lesson learned program which was realized throughout the year of 2013 consisted of 50 activities with time allocation of 125 hours. The activity was intended to enhance the understanding and knowledge on operational activities, operational excellence, business development, update on government policies, and other information on various matters related to energy services. other programs conducted for this Hr strategy were: • Trainee Program The implementation of the operation Training Program in 2013 was on snubbing operation, slick line, Trainee Field engineer, Coil Tubing, oil Testing, and reservoir evaluation services. • Competency Mapping The objectives of this program were to improve Technical Competency and soft Competency through mapping and updating job descriptions of the functions within the corporate organization so the proiles of the employees that meet the requirements of a functions can be gathered. This program was realized 93 for technical competency and certiication as well as 100 for soft competency for the level of Division Head and Department Head. • Leadership Development Program LDP in order to improve leadersip capacity, 50 people at top management level, and 42 people at middle management level participated in lDP held in cooperation with lembaga Psikologi Terapan or applied Psychology institute, University of indonesia lPTUi. • Basic management Training BmP The Company is in progress to develop a training program, similar to mini mBa for its middle management. This program is scheduled to be implemented in 2014. Peningkatan Kompetensi SDM Secara Terintegrasi inTegraTeD Hr ComPeTenCy imProVemenT Laporan Pengembangan Sumber Daya Manusia | Human resources Development report Dalam rangka untuk mengantisipasi kompetisi bisnis yang semakin ketat, Perseroan juga merasa perlu untuk melakukan perubahan pada struktur organisasi. Program ini ditujukan untuk menciptakan struktur organisasi yang optimal dengan mengedepankan aspek eisiensi dan efektivitas operasional perusahaan. sehingga diharapkan, dengan organisasi yang lebih dinamis, seluruh insan serta unit bisnis Perseroan akan terpacu untuk meningkatkan produktivitasnya dan mampu bersikap adaptif terhadap kebutuhan bisnis dan pelaksanaan strategi bisnis perusahaan ke depan. Pada tahun 2013, program ini direalisasikan dengan menerapkan strategi sebagai berikut: • Job Description Updating Program ini mencakup pelaksanaan proses pemetaan pekerjaan job mapping, wawancara dan review update kepada pemegang jabatan masing-masing. • Work Load Analysis WLA strategi Program ini direalisasikan dengan melakukan analisa terhadap beban kerja individual di fungsinya, sehingga setiap individu dapat berkontribusi secara optimal difungsinya masing-masing. • Career Management and Recruitment Dalam rangka memenuhi kebutuhan sDm di 2013 dan mempersiapkan kaderisasi sDm di tahun-tahun berikutnya, selama 2013 Perseroan merekrut 324 orang karyawan baru, termasuk 171 karyawan yang mengalami promosi perubahan status dari sebelumnya berstatus karyawan outsourcing menjadi karyawan direct Perseroan. selain itu Perseroan juga telah merekrut 41 orang Management Trainee sebagai peserta Operation Training Program serta 112 peserta program Operation Hse Training 2014 yang akan mulai dilaksanakan pada Januari 2014. in order to anticipate increasingly higher business competition, the Company also thinks that it is necessary to make changes on the organizational structure. This Program was intended to create optimal organizational structure which puts forward the eficiency and effectiveness of corporate operation aspects. so hopefully, with a more dynamic organization, all personnel as well as business units within the Company would be prompted to improve their productivity and able to show an adaptive work attitude toward business requirements and the implementation of corporate business strategies in the upcoming days. in the year of 2013, this program was realized by implementing the following strategies: • Job Description Updating This program includes the implementation of job mapping process, interviews and updated reviews on the respective oficers. • Work Load Analysis WLA The strategy of this Program is realized by performing analysis on the individual workloads in each function so that each individual would be able to contribute optimally to the extent of respective functions. • Career Management and Recruitment in order to fulill Hr needs in 2013 and to prepare new Hr recruitment in the subsequent years, the Company recruited 324 new employees, including 171 employees who were promoted by changing their status from outsourcing employees to direct employees of the Company. moreover, the Company also recruited 41 management Trainees as the participants in the operation Training Program as well as 112 participants of the operation Hse Training Program which would start in January 2014. Optimalisasi Organisasi oPTimiZing organiZaTion PT Elnusa Tbk Laporan Tahunan 2013 Annual Report Perseroan mulai melakukan penyusunan career path untuk semua jabatan dan career plan, dengan fokus awal bagi pekerja high lyer dan yang menempati posisi kunci key position di Perseroan. Pada 2013, sebanyak 259 karyawan memperoleh promosi jabatan atau naik sekitar 31,5 dibandingkan dengan 2012. Dari jumlah tersebut, 58 promosi jabatan terjadi di bagian operasi sedangkan 42 sisanya dilakukan di bagian Shared Services. • HR Information System HRIS Pada tahun 2013, Perseroan telah melakukan pemetaan dan telah menentukan 5 lima hal yang menjadi target peningkatan penerapan Hris, yaitu kelengkapan data, pemutakhiran data, pengembangan itur program Hris dan pengembangan program internal seperti perhitungan imbalan pascakerja yang dapat diperhitungkan secara terintergrasi antara sistem Hris dan Payroll serta perhitungan timesheet yang terintegrasi. • Individual Performance Management Perseroan menerapkan sistem Pengelolaan Kinerja sPK, dalam rangka membantu menyelaraskan kinerja individu dengan visi, misi, strategi serta proses bisnis yang dilakukan. Dalam penerapannya, sPK tidak hanya menitikberatkan pada hasil kerja tapi juga kompetensi pendukung pencapaian hasil kerja tersebut. Hasil penerapan sPK juga telah diintegrasikan dengan sistem lainnya seperti sistem reward, pengembangan kompetensi serta pengkajian pemberian kompensasi bagi karyawan. Perbaikan terkait hal ini adalah perancangan mekanisme baru One Sheet Formulir dalam pelaporan kontribusi karyawan setingkat. • Agile Organization strategi ini diterapkan dengan tujuan untuk membangun struktur organisasi yang efektif serta eisien sehingga mampu bertindak responsif terhadap berbagai perubahan. restrukturisasi komposisi struktur organisasi yang telah dilakukan Perseroan semenjak tahun 2011 adalah sebesar 18. Berikut gambaran komposisi sDm setelah pelaksanaan restrukturisasi. The Company started to complete the formulation of career paths for all positions and career plans, with the preliminary focus on high lyer workers and those who ill in the key positions in the Company. in 2013, as many as 259 employees received promotions or in other words, it increased by 31.5 compared to 2012’s igure. From such numbers 58 of the promotions took place in the operations division as the other 42 were done in the shared services division. • HR Information System HRIS in 2013, the Company completed the mapping and determined 5 ive targets for improvement with the implementation of Hris, they were, data completion, data update, development of Hris features programs, and internal program development such as post-employment compensation that is calculated in an integrated way between Hris and Payroll systems as well as integrated timesheet calculation. • Individual Performance Management The Company applies a Performance management system Pms in order to assist and synchronize the individual performance with the vision, mission, strategies as well as the business process being undertaken. in its implementation, Pms focused on not only the work results but also the competency that support the accomplishment of such work results. The results of the implementation of Pms have also been integrated with other systems, such as the reward system, competency building system as well as review system on compensation provision for the employees. Pms improvement consisted of a new mechanism design one sheet Form in reporting the contribution which has been provided by the employees at the levels of Division Head and Department Head. • Agile Organization This strategy is applied in order to establish effective and eficient organizational structure which would eventually be able to act responsively on any change. organizational restructuring which has been carried out by the Company since the year of 2011 progressed by 18. The following is the description of Hr composition after the restructuring implementation. Laporan Pengembangan Sumber Daya Manusia | Human resources Development report Proil SDM Perseroan Hingga akhir tahun 2013, total karyawan Perseroan dan anak- anak perusahaannya mencapai 1.716 orang, yang terdiri dari karyawan Perseroan sebanyak 1.205 orang dan karyawan anak Perusahaan sebanyak 511 orang. Dibawah ini merupakan komposisi organisasi di Perseroan Holding, dari berbagai aspek: Komposisi Karyawan berdasarkan Jenjang Usia Jenjang Usia age 2013 Persentase Percentage 2012 Persentase Percentage 20 tahun year 21-25 tahun year 69 5,7 53 5,1 26-30 tahun year 261 21,5 216 20,7 31-35 tahun year 238 19,8 192 18,4 36-40 tahun year 205 17,0 179 17,1 41-45 tahun year 174 14,5 156 14,9 46-50 tahun year 139 11,6 121 11,6 51-55 tahun year 94 7,8 103 9,9 55 tahun year 25 2,1 25 2,4 Total 1.205 100,0 1.045 100,0 Komposisi Karyawan berdasarkan Latar Belakang Pendidikan Pendidikan education 2013 Persentase Percentage 2012 Persentase Percentage Pasca sarjana master Degree 77 6 88 8 sarjana s-1 Bachelor Degree 615 51 579 55 Diploma 030201 Diploma 117 10 88 8 slTa senior High school 396 33 290

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Total 1.205 100 1.045 100 Komposisi Karyawan berdasarkan Kepangkatan Jabatan Position 2013 Persentase Percentage Director 5 0,4 Division Head Fungsional setara oficials 16 1,3 Department Head Fungsional setara oficials 32 2,7 section Head Fungsional setara oficials 74 6,2 Unit Head Fungsional setara oficials 219 18,2 supervisor supervisors 353 29,3 staff 487 40,3 Konsultan Consultant 19 1,6 Total 1.205 100,0 selanjutnya, jika ditinjau dari komposisi karyawan, yaitu operasi lapangan dan shared service kantor pusat maka komposisi karyawan shared service pada 2013 mengalami penurunan 13 sejak 2012, sedangkan karyawan operasi meningkat 26 sejak 2012 yang diakibatkan oleh semakin tingginya tuntutan operasi dan ekspansi Perseroan. Core Function Education 2013 2012 2011 operasi operation 955 757 779 shared service 250 288 306 Total 1.205 1.045 1.085 HR Proile and Productivity Until the end of 2013, the total number of the employees of the Company and its subsidiaries was 1,716, which consist of the Company’s employees of 1,205 people and the subsidiaries’ employees of 511 people. Below is the composition of organization in the Company Holding in various aspects: Employees Composition By Age Employees Composition By Education Employees Composition Based on Level Furthermore, if it is viewed from the employees composition, namely operational and shared services, the composition of shared service employees in 2013 decreased by 13 from the 2012’s igure, as the total number of operational employees increased by 26 since 2012 which is due to higher demand and requirement for the Company’s operation and expansion. PT Elnusa Tbk Laporan Tahunan 2013 Annual Report Program penguatan budaya perusahaan ditujukan untuk membangun fondasi yang kuat bagi kelanjutan eksistensi bisnis Perseroan sehingga menjadi ‘The Living Company’. Penguatan penerapan perusahaan tersebut mengedepankan nilai-nilai utama elnusa, yaitu Clean, Respectful dan Synergy, serta menerapkan prinsip-prinsip : - Operational Excellence , dengan menjunjung tinggi semangat ‘Hse is my culture, equipment is my life dan cost awareness is my attitude’. - Personal Ethos , dengan menerapkan semangat ‘working with passion, working with love dan working smart’. - Management Style , dengan menerapkan semangat ‘manage with knowledge, manage with speed dan manage with gut’. Upaya penguatan budaya-budaya terus dilakukan melalui penerapan nilai-nilai integritas dan profesionalisme sDm secara konsisten berkelanjutan sebagai fondasi membangun Good Corporate Governance GCG. Beberapa kegiatan atau program yang dilakukan adalah: • Meningkatkan ketegasan penegakan sanksi punishment tindakan indisipliner terhadap perilaku yang bertentangan dan dilarang perusahaan. selama tahun 2013, Perseroan mengeluarkan 34 sanksi tindakan indispliner baik berupa hukuman maupun pembinaan. • Pemberian reward atas pencapaian kinerja excellent dan sikap kerja profesional bagi individu-individu dan unit bisnis melalui program Hr award. • Mengadakan HR Forum untuk meningkatkan budaya sinergi di jajaran elnusa grup agar tercapai konsistensi dalam menjalankan program-program strategi bersama. • Dalam upaya pembentukan budaya perusahaan, top management juga secara berkelanjutan mengkomunikasikan kepada karyawan melalui berbagai kegiatan dan media internal perusahaan. Komunikasi yang dilakukan diisi dengan sosialisasi budaya, nilai-nilai, dan Code of Conduct perusahaan dan memberikan motivasi bagi karyawan. • Internalisasi budaya HSE yang terus dijalankan melalui program Hazard Observation Card HoC, Hse Meeting, Management Walkthrough, inspeksi tempat kerja, Job Safety Analysis, pelaksanaan medical check-up, serta Hse training telah memberikan dampak yang sangat baik bagi perusahaan, dimana selama 2013 tercatat terjadinya penurunan angka kecelakaan kerja. The program to strengthen Corporate Culture is intended to establish a strong foundation for sustainable business existence of the Company so it would become ‘The living Company’. strengthening the implementation of corporate culture puts forward the following spirit: - Operational Excellence , by strongly upholding the spirit of ‘Hse is my culture, equipment is my life and cost awareness is my attitude’. - Personal Ethos , by applying the spirit of ‘working with passion, working with love and working smart. - Management Style , by applying the spirit of ‘manage with knowledge, manage with speed and manage with gut’. The efforts to empower the culture are carried out through the application of integrity and Hr professionalism values which are done in a consistent and sustainable way to build good Corporate governance gCg foundations. These are several programs implemented were: • Improving the implementation of sanctions punishment with disciplinary measures against any acts which violate the company regulations and are prohibited. During 2013, the Company published 34 sanctions with disciplinary measures, in the form of punishment or development. • Extending rewards for excellent job performance and profesional work attitude for individuals and business units through Hr award program. • Managing HR Forum in order to enhance the culture of synergy within elnusa group so it would ensure consistency in performing strategic programs collectively. • In the effort to establish corporate culture, the top management also continuously communicates it to the employees through various events and corporate internal media. Communication was done with socialization of the corporate culture, values, and Code of Conduct and giving motivation for the employees. • Internalization of HSE culture which continues up to present through Hazard observation Card HoC programs, Hse meetings, management Walkthroughs, work site inspections, Job safety analysis, medical check-up, as well as Hse training has created outstanding impacts to the Company as throughout 2013, there was a signiicant decrease of occupational accidents. Penguatan Corporate Culture sTrengTHening CorPoraTe CUlTUre Laporan Pengembangan Sumber Daya Manusia | Human resources Development report • Mengadakan HSE Award sebagai bentuk apresiasi atas kepedulian dan konsistensi individu dan unit bisnis terhadap budaya Hse. • Pengelolaan hubungan industrial yang lebih baik dan berkelanjutan dalam rangka membangun hubungan yang baik di antara para karyawan dan dengan lingkungan sekitar, diantaranya melalui pembaharuan Peraturan Perusahaan untuk periode 2013-2015 yang melibatkan serikat Pekerja elnusa sPe, peningkatan rasa persaudaraan dan motivasi kerja di antara karyawan melalui berbagai kegiatan olah raga, seperti bulu tangkis, futsal, tenis lapangan, tenis meja, karate, yoga, memancing, pelaksanaan kegiatan keagamaan untuk meningkatkan keimanan dan ketakwaan dalam bentuk pengajian bulanan bagi pemeluk agama islam dan pendalaman iman bagi umat Kristiani. selain itu, berbagai bantuan kesejahteraan bagi karyawan dan keluarga. Remunerasi dan Produktivitas SDM remUneraTion anD Hr ProDUCTiViTy Perseroan senantiasa mengkaji paket remunerasi yang diberikan kepada karyawan agar dapat mempertahankan daya saingnya dibandingkan dengan standar industri yang ada. Pengkajian terhadap remunerasi karyawan didasarkan pada indikator makroekonomi, hasil kinerja individual, anggaran yang ditetapkan dengan tetap memperhatikan kemampuan Perseroan. Program-program terkait dengan perbaikan kesejahteraan karyawan yang telah dilakukan Perseroan di 2013 adalah sebagai berikut:

1. Penyesuaian Remunerasi terhadap UMP 2013