Pertamina - Hubungan Investor
2016
Laporan Tahunan • Annual Report
Embracing Change,
Lev eraging Challenges
Merangkul Perubahan, Mendayagunakan Tantangan
The declining w orld oil price has brought a great change int o t he
global economic and impact ed on decelerat ed perf ormance of t he
w orld’s corporat ions. Pert amina int erpret s each challenge as part of a
business dynamic t hat encourages us t o be more resilient , more agile
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t he low oil price becomes an opport unit y t o cont inue t o expand,
including acquisit ion of int ernat ional oil and gas blocks t o secure t he
supply of crude oil as an ef f ort t o support nat ional energy securit y.
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expect at ions.
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inf rast ruct ure t o sust ain long- t erm grow t h. Wit h it s compet ence and
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Pertamina Highlights 2016
Company Profile
Business Support
Management’s Discussion and Analysis
Corporate Governance
Corporate Social Responsibility
Financial Report
Other Information
1
Embracing Change,
Lev eraging Challenges
Merangkul Perubahan, Mendayagunakan Tantangan
Penurunan harga minyak dunia telah membawa perubahan besar
dalam tatanan ekonomi global dan berimbas pada perlambatan
kinerja seluruh korporasi dunia. Pertamina memaknai setiap
tantangan sebagai bagian dari dinamika usaha yang mendorong
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menghadapi perubahan. Di sektor hulu, rendahnya harga minyak
menjadi peluang untuk terus berekspansi mengakuisisi blok-blok
migas internasional untuk mengamankan pasokan minyak mentah
sebagai upaya mendukung ketahanan energi nasional. Di sektor hilir,
kami terus melakukan revitalisasi kilang untuk menghasilkan produk
EHUNXDOLWDVGHQJDQELD\DSURGXNVL\DQJSDOLQJHͤVLHQ.HXQJJXODQ
RSHUDVLGLGXNXQJROHKXSD\DHͤVLHQVLGDQSHQLQJNDWDQQLODLWDPEDK
melalui inisiatif-inisatif breakthrough project , telah menghasilkan
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memberikan dampak keuangan yang melampaui ekspektasi.
Dengan struktur keuangan yang semakin membaik, Pertamina
terus melanjutkan kegiatan investasi hulu dan pengolahan serta
pengembangan infrastruktur hilir migas untuk menjaga pertumbuhan
jangka panjang. Dengan kompetensi dan pengalaman yang dimiliki,
Pertamina percaya diri melangkah ke depan meraih visi menjadi
perusahaan energi nasional kelas dunia.
PERTAMINA Laporan Tahunan 2016 Annual Report
2
Kesinambungan Tema
Continuity of Themes
2014
Menginspirasi Indonesia, Mendunia
2012
2013
Entrusted with the New Energy
Towards Global Recognition
Ungkapan ‘Entrusted with the New Energy’ lebih
dari sekedar merujuk pada energi baru dan
terbarukan - meskipun Pertamina tengah
berupaya mengembangkan sumber-sumber
energi tersebut di Indonesia saat ini. Ungkapan
tersebut juga mencerminkan bagaimana
perkembangan dan kemajuan di internal
Pertamina selama tahun 2012 telah memberikan
‘energi baru’ bagi kami untuk mencapai
akselerasi pertumbuhan yang berkelanjutan
ke depan. Selain itu, sebagai National Oil
Company (NOC), Pertamina memang dipercaya
untuk menjaga kemandirian energi nasional sebuah amanat yang semakin nyata bersama
dengan langkah-langkah Pertamina menuju
visinya menjadi ‘Perusahaan Energi Kelas Dunia’
dan ‘Asia Energy Champion’ di tahun 2025.
Entrusted with the New Energy
The theme ‘Entrusted with the New Energy’ does
not refer just to new and renewable energy although Pertamina is serious about developing
those sources of energy in Indonesia. Rather,
it also illustrates how internal developments
and progress throughout 2012 have injected
Pertamina with ‘new energy’ towards accelerated
and sustainable growth going ahead. It also
means that, as Indonesia’s National Oil
Company (NOC), Pertamina is indeed entrusted
with safeguarding the nation’s energy selfsufficiency - a mission that is being achieved as
Pertamina moves nearer its vision of becoming a
World-Class Energy Company and Asia Energy
Champion by 2025.
Pada tahun 2013, Pertamina berhasil
membukukan peningkatan kinerja secara
keseluruhan, termasuk beberapa pencapaian
dan kemajuan yang semakin mengukuhkan
keberadaan Pertamina di mata dunia, semakin
mendekatkan Pertamina pada aspirasi Asian
Energy Champion 2025, dan berperan aktif
dalam mendukung bangsa dan negara Indonesia
berdiri sejajar dengan negara-negara maju di
dunia.
Tema Laporan Tahunan Pertamina tahun 2013,
“Towards Global Recognition”, menggambarkan
pencapaian prestasi serta inisiatif Pertamina
dalam menerapkan strategi bisnisnya sehingga
mampu mendapatkan kepercayaan dan
pengakuan dunia internasional.
Towards Global Recognition
In 2013, Pertamina succeeded in posting overall
improvement in its performance, including a
number of achievements and progress that have
strengthened our standing at the international
communities, bringing us ever closer to our
aspirations of Asian Energy Champion 2025,
and taking an active role in elevating the people
and nation of Indonesia to stand among the
ranks of developed countries in the world.
The theme of Pertamina’s 2013 Annual Report,
“Towards Global Recognition”, reflects on our
business initiatives as well as progress and
achievement during the year that have earned
recognition at the international level.
PERTAMINA Laporan Tahunan 2016 Annual Report
Saat menjalani tahun 2014, Pertamina menghadapi
berbagai tantangan, mulai dari dampak negatif akibat
turunnya harga minyak mentah dunia sampai terbatasnya
ruang pertumbuhan akibat perubahan politik, kebijakan
pemerintah, dan birokrasi perijinan. Namun demikian,
sebagai sebuah perusahaan kelas dunia, Pertamina
mampu mengelola tantangan menjadi sebuah
kesempatan, dan tetap kokoh berdiri sebagai sebuah
Perusahaan milik Negeri yang memberikan inspirasi bagi
Indonesia.
Pertamina konsisten menerapkan strategi pertumbuhan
“aggressive upstream, profitable downstream“, dengan
penekanan pada efisiensi dan optimalisasi produksi serta
penguatan kinerja tata kelola perusahaan yang baik
(GCG). Kami mengangkat tema “Inspiring Indonesia
to the World“ pada Laporan Tahunan 2014 untuk
mengiringi laju pergerakan isu energi global dan
berbagi inspirasi sebagai penyedia energi. Tentunya,
langkah ini perlu didukung oleh semua pemangku
kepentingan untuk bersama mengatasi tantangan,
mengelola kesempatan, dan berbagi pembelajaran
menuju pentas energi internasional.
Inspiring Indonesia to The World
In 2014, like other oil and gas companies, Pertamina
faced a number of challenges. The political dynamics in
the Middle East and the decline in oil prices negatively
impacted many corporations, including Pertamina.
Pertamina’s room for growth was also limited by other
factors such as political changes, government policies,
and bureaucratic licensing. However, Pertamina was able
to manage all these challenges and stands strong as the
Nation’s enterprise providing inspiration for Indonesia.
Pertamina consistently implemented the “aggressive
upstream, profitable downstream“ growth strategy, with
emphasis on efficiency and production optimization
as well as the strengthening of GCG. The theme of
“Inspiring Indonesia to the World” in Annual Report
2014 was chosen to convey the moving-forward of
global energy issues and to inspire others as an energy
provider. Obviously, this step needs to be supported
by all stakeholders to jointly address the challenges,
manage opportunities, and share lessons learned on the
international energy stage.
Pertamina Highlights 2016
Company Profile
Business Support
Management’s Discussion and Analysis
Corporate Governance
Corporate Social Responsibility
Financial Report
Other Information
3
2015
Memperbaharui Semangat, Memperkuat
Komitmen
Terpuruknya harga minyak mentah dunia sejak awal tahun
2015 memberikan tantangan berat bagi perusahaanperusahaan di sektor migas tidak terkecuali Pertamina.
Untuk menopang stabilitas perusahaan di tengah kondisi
tersebut, Pertamina mencanangkan program 5 prioritas
strategis yang terdiri dari pengembangan sektor hulu,
efisiensi di semua lini, peningkatan kapasitas kilang dan
petrokimia, pengembangan infrastruktur dan marketing,
serta perbaikan struktur keuangan.
Melalui berbagai inisiatif breakthrough project di kelima
aspek prioritas strategis yang dicanangkan, Pertamina
mampu menutup tahun 2015 dengan membukukan kinerja
yang cukup memuaskan baik dari operasional, finansial
maupun non finansial. Tahun 2015 dengan demikian
menjadi tahun pembuktian bagi Pertamina bahwa
kondisi krisis tidak menyurutkan semangat, namun justru
membulatkan tekad di seluruh jajaran Perseroan untuk
berjuang lebih keras dalam komitmen bersama mewujudkan
kemandirian energi bagi bangsa dan negara Indonesia.
Reenergizing Spirit, Strength
ening Commitments
The sharp decline in global crude prices since early
2015 presented considerable challenges to oil and gas
companies including Pertamina. To maintain operational
stability in those challenging times, Pertamina embarked on
the 5 Strategic Priorities program: expansion in upstream,
efficiencies at all lines of activity, increasing refinery
capacity, development of infrastructure & marketing, and
improvement of financial structure.
With breakthrough project initiatives in the 5 Strategic
Priorities, Pertamina was able to show satisfactory
performance in 2015 in terms of operations, financial and
non-financial. The year 2015 was thus a successful proving
ground for Pertamina: notwithstanding the crisis situation,
our fighting spirit remained undaunted throughout the
organization, strengthening our resolve to strive ever harder
towards our common commitments in ensuring energy
self-sufficiency for the benefit of the people and nation of
Indonesia.
2016
h
M
d
kan Tantangan
Merangkul Perubahan,
Mendayagunakan
Penurunan harga minyak dunia telah membawa perubahan besar dalam tatanan ekonomi
global dan berimbas pada perlambatan kinerja seluruh korporasi dunia. Pertamina
memaknai setiap tantangan sebagai bagian dari dinamika usaha yang mendorong untuk
lebih tangguh, lebih tangkas dan lebih efisien dalam menghadapi perubahan. Di sektor
hulu, rendahnya harga minyak menjadi peluang untuk terus berekspansi mengakuisisi blokblok migas internasional untuk mengamankan pasokan minyak mentah sebagai upaya
mendukung ketahanan energi nasional. Di sektor hilir, kami terus melakukan revitalisasi
kilang untuk menghasilkan produk berkualitas dengan biaya produksi yang paling
efisien. Keunggulan operasi didukung oleh upaya efisiensi dan peningkatan nilai tambah
melalui inisiatif-inisatif breakthrough project, telah menghasilkan kontribusi kinerja yang
signifikan dari sektor hulu dan hilir serta memberikan dampak keuangan yang melampaui
ekspektasi.
Dengan struktur keuangan yang semakin membaik, Pertamina terus melanjutkan kegiatan
investasi hulu dan pengolahan serta pengembangan infrastruktur hilir migas untuk menjaga
pertumbuhan jangka panjang. Dengan kompetensi dan pengalaman yang dimiliki,
Pertamina percaya diri melangkah ke depan meraih visi menjadi perusahaan energi
nasional kelas dunia.
Embracing Change, Leveraging Challenges
The declining world oil price has brought a great change into the global economic and
impacted on decelerated performance of the world’s corporations. Pertamina interprets
each challenge as part of a business dynamic that encourages us to be more resilient,
more agile and more efficient in facing those changes. In the upstream sector, the low oil
price becomes an opportunity to continue to expand, including acquisition of international
oil and gas blocks to secure the supply of crude oil as an effort to support national energy
security. In the downstream sector, Pertamina continues to revitalize and to build new
refineries to produce quality products at the most optimal production costs. Operational
excellence supported by efficiency and increased value added through breakthrough
project initiatives, has generated significant performance contribution of both upstream
and downstream sectors as well as financial results that exceed our expectations.
With improving financial structure, Pertamina has continued its upstream investment,
processing and development of downstream infrastructure to sustain long-term growth.
With its competence and experience, Pertamina is confident to move forward to realize
the vision to become a world-class national energy company.
PERTAMINA Laporan Tahunan 2016 Annual Report
4
Daf t ar Isi
Contents
1
Pertamina Highlights 2016
1
2
4
8
9
11
12
14
16
18
22
26
28
30
36
37
44
58
61
62
80
86
Merangkul Perubahan, Mendayagunakan
Tantangan
Embracing Change, Leveraging Challenges
Kesinambungan Tema
Continuity of Themes
Daftar Isi
Contents
5 Prioritas Strategis Pertamina
5 Pillars of Strategic Priorities
Pencapaian berdasarkan 5 Prioritas Strategis
Pertamina
Result of 5 Pillars of Strategic Priorities
Inisiatif 2016
Initiatives in 2016
Rencana Jangka Panjang Perusahaan
Long-term Corporate Plan
10 Keunggulan Pertamina
10 Pertamina Excellences
Peran Pertamina dalam Kemandirian Energi
Nasional
Our Role in Supporting Indonesian Energy and
Economy Independence
Ikhtisar Kinerja Keuangan
Financial Performance Highlights
Ikhtisar Kinerja Operasional
Operational Perfomance Highlights
Ikhtisar Kinerja Obligasi
Bonds Perfomance Highlights
Informasi Saham
Share Information
Penghargaan 2016
2016 Awards
Sertifikasi 2016
2016 Certification
Peristiwa Penting
Event Highlights
Laporan Dewan Komisaris
Board of Commissioners’ Report
Profil Dewan Komisaris
Board of Commissioners’ Profile
Profil Mantan Komisaris
Former Commissioner’ Profile
Laporan Direksi
Board of Directors’ Report
Profil Direksi
Board of Directors’ Profile
Pernyataan Direksi dan Dewan Komisaris
tentang Tanggung Jawab atas Laporan Tahunan
2016 PT Pertamina (Persero)
Statement of the Board of Directors’ and the Board
of Commissioners’ Responsibility on PT Pertamina
(Persero)’s Annual Report 2016
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88
90
92
94
96
97
98
99
99
100
102
104
106
108
110
111
114
117
118
120
124
Identitas Perusahaan
Corporate Identity
Pertamina dari Waktu ke Waktu
Pertamina Record of Events
Sejarah Perusahaan
Company History
Visi, Misi, Tujuan dan Tata Nilai
Vision, Mission, Goals and Values
Tata Nilai Unggulan 6C
The 6C Excellent Values
Budaya Pertamina
Pertamina Culture
Makna Logo
Meanings of the Logo
Makna Tagline
Meanings of the Tagline
Kegiatan Usaha Terintegrasi Pertamina
Pertamina Integrated Business Activities
Bidang Usaha
Business Activity
Produk dan Jasa
Products and Services
Struktur Grup Perusahaan
Company’s Group Structure
Struktur Organisasi
Organizational Structure
Pejabat Senior
Senior Officers
Direktur Utama Anak Perusahaan
President Director of Subsidiaries
Daftar Entitas Anak
List of Subsidiaries
Lembaga Profesi Penunjang Perusahaan
Supporting Institutions of Profession to the
Company
Website Pertamina
Pertamina’s Website
Alamat Perwakilan, Cabang, dan Anak
Perusahaan
Address of Representative, Branches, and
Subsidiaries
Business Support
126
143
146
150
154
Fungsi Sumber Daya Manusia
Human Resources Function
Fungsi Asset Management
Asset Management Function
Fungsi Corporate Shared Service
Corporate Shared Service Function
Fungsi Quality System and Knowledge
Management
Quality System and Knowledge Management
Function
Pengadaan
Procurement
Catatan untuk Pembaca Laporan
Note to Readers of the Report
• Tabel, grafik, dan infografik pada laporan ini memaparkan data
numerik dengan notasi Bahasa Inggris.
• In all tables, graphs, and info graphs presenting numeric data,
the English notation is used.
PERTAMINA Laporan Tahunan 2016 Annual Report
Pertamina Highlights
Pertamina
Highlights 2016
2016
Company Profile
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Business
Support
Business Support
Management’s Discussion
Discussion and
Analysis
Management’s
and Analysis
Corporate
Corporate Governance
Governance
Corporate Social
SocialResponsibility
Responsibility
Corporate
Financial Report
Report
Financial
Other
Information
Other Information
5
158
Management Discussion and
Analysis
160
TINJAUAN INDUSTRI DAN FAKTOR EKSTERNAL
EXTERNAL FACTORS AND INDUSTRIAL REVIEW
174
TINJAUAN KINERJA USAHA
BUSINESS PERFORMANCE REVIEW
178
Kinerja Sektor Hulu
Upstream Business Sector
196
Kinerja Sektor Gas, Energi Baru dan Terbarukan
Performance of Gas, New and Renewable Energy
Sector
206
Kinerja Sektor Pengolahan
Performance of Refinery Sector
222
Kinerja Sektor Pemasaran
Performance of Marketing Sector
264
Target 2017
Target 2017
265
Kemampuan Membayar Utang dan
Tingkat Kolektabilitas Piutang
Solvency and Receivables Collectibility Rate
266
Struktur Modal dan Kebijakan Manajemen atas
Struktur Modal
Capital Structure and Management Policy on Capital
Structure
268
Ikatan Material untuk Investasi Barang Modal
Material Commitments for Capital Expenditure
269
Investasi Barang Modal yang Direalisasikan pada
Tahun Buku Terakhir
Capital Expenditure Realized in Current Financial Year
270
Informasi dan Fakta Material yang Terjadi setelah
Tanggal Laporan Akuntan
Subsequent Events
230
Lini Bisnis Aviasi
Aviation Business Line
272
Kebijakan Dividen
Dividend Policy
233
Lini Bisnis Perkapalan
Shipping Business Line
273
241
Integrated Supply Chain
Integrated Supply Chain
Program Kepemilikan Saham
oleh Karyawan dan/atau Manejemen
Employee and/or Management Stock Ownership
Program (ESOP/MSOP)
243
Optimasi Margin Hilir
Downstream Margin Optimization
273
Penggunaan Dana Hasil Penawaran Umum
Realization of Use of Proceeds from Public Offering
245
Kinerja Anak Perusahaan
Subsidiary Report
273
Informasi Material Mengenai Investasi, Ekspansi,
Divestasi, Penggabungan/Peleburan Usaha,
Akuisisi atau Restrukturisasi Utang/Modal
Material Information On Investment, Expansion,
Divestment, Business Merger/
Consolidation, Acquisition, or Debt/Capital
Restructuring
275
Informasi Transaksi Material yang
Mengandung Benturan Kepentingan dan/atau
Transaksi dengan Pihak Afiliasi
Material Transaction Involving Conflict of Interest and/
or Affiliated-Party Transaction
276
Transaksi Penting Lainnya dalam Jumlah Signifikan
Other Material Transaction with Significant Amount
276
Perubahan Peraturan Perundang-Undangan yang
Berpengaruh Signifikan terhadap Perseroan
Changes in the Laws and Regulations with Significant
Impact on the Company
278
Perubahan Kebijakan Akuntansi yang Diterapkan
Perseroan pada Tahun Buku 2016
Changes in Accounting Policies Applied by the
Company in Financial Year 2016
278
Ketaatan sebagai Wajib Pajak
Tax Compliance
246
TINJAUAN KINERJA KEUANGAN
FINANCIAL PERFORMANCE REVIEW
248
Pembahasan Kinerja Keuangan
Discussion on Financial Performance
249
Analisa atas Laporan Laba Rugi
Statement of Profit or Loss Analysis
249
Penjualan dan Pendapatan Usaha Lainnya
Sales and Other Operating Revenues
252
Beban-Beban
Expenses
254
Laba (Rugi)
Profit (Loss)
255
Analisa atas Laporan Posisi Keuangan
Statement of Financial Position Analysis
255
Aset
Assets
257
Liabilitas
Liabilities
260
Ekuitas
Equity
261
Analisa atas Laporan Arus Kas
Statement of Cash Flow Analysis
279
Prospek Usaha
Business Prospects
262
Rasio-Rasio Keuangan
Financial Ratios
282
Aspek Pemasaran
Marketing Aspect
264
Pencapaian Target 2016
Targets Achievement in 2016
287
Kelangsungan Usaha
Business Continuity
Peringatan atas Pernyataan-Pernyataan
mengenai Masa Depan
Dalam dokumen ini mungkin terdapat rencana, proyeksi, strategi dan
tujuan Perseroan tertentu, yang bukan merupakan pernyataan fakta
historis dan perlu dipahami sebagai pernyataan mengenai masa
depan. Pernyataan mengenai masa depan tergantung pada risiko
dan ketidakpastian yang dapat menyebabkan keadaan dan hasil
aktual Perseroan di masa depan berbeda dari yang diharapkan atau
diindikasikan. Tidak ada jaminan bahwa hasil yang diantisipasi oleh
Perseroan atau diindikasikan oleh pernyataan-pernyataan mengenai
masa depan, akan tercapai.
Caution regarding Forward-Looking Statements
This document may contain certain plans, projections, strategies and
objectives of the Company that are not statements of historical fact
and would be treated as forward looking statements. Forward-looking
statements are subject to risks and uncertainties that may cause actual
events, and the Company’s future result, to be different than expected
or indicated by such statements. No assurance can be given that the
result anticipated by the Company, or indicated by such forwardlooking statements, will be achieved.
PERTAMINA Laporan Tahunan 2016 Annual Report
6
Daf t ar Isi
Contents
288
Pengukuran Perusahaan
Corporate Assessment
359
288
Tingkat Kesehatan Perusahaan
Corporate Soundness Level
360
290
Hasil Asesmen Kriteria Penilaian Kinerja Unggul
(KPKU)
Excellent Performance Evaluation Criteria (KPKU)
361
362
292
294
295
296
296
298
299
300
301
304
304
305
307
307
308
316
329
330
342
348
350
Corporate Governance
369
Komitmen Perseroan
Corporate Commitment
Sejarah dan Ruang Lingkup GCG
History and Scope of GCG
Dasar Hukum Penerapan GCG
Legal Basis of GCG Implementation
Prinsip GCG
GCG Principal
Tujuan Penerapan GCG
The Purpose of GCG Implementation
Roadmap GCG
GCG Roadmap
Pedoman GCG
GCG Guideline
Fungsi Compliance
Compliance Function
Sosialisasi Praktik GCG
Socialization of GCG Practice
Pengukuran dan Assessment
GCG
Measurement and GCG
Struktur Tata Kelola Perseroan
Company Governance Structure
Informasi Pemegang Saham Utama dan
Pengendali
Information on the Majority and Controlling
Shareholders
Informasi Pemegang Saham Non Pengendali
Information on the Non-Controlling Shareholders
Rapat Umum Pemegang Saham (RUPS)
General Meeting of the Shareholders (GMS)
Dewan Komisaris
Board of Commissioners
Komisaris Independen
Independent Commissioners
Direksi
Board of Directors
Asesmen terhadap Dewan Komisaris dan
Direksi
Assessment towards Board of Commissioners and
Board of Directors
Remunerasi Dewan Komisaris dan Direksi
Remuneration of BOC and BOD
Rapat Dewan Komisaris, Rapat Direksi dan
Rapat Dewan Komisaris mengundang Direksi
BOC Meetings, BOD Meetings, and BOC
Meetings with Invitation to BOD
376
PERTAMINA Laporan Tahunan 2016 Annual Report
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385
396
405
406
416
419
420
421
421
422
423
423
424
426
428
430
431
431
Hubungan Afiliasi
Affiliations
Hubungan Kerja Dewan Komisaris dan Direksi
Work Relation between BOC and BOD
Kebijakan Keberagaman Komposisi
Dewan Komisaris dan Direksi
Diversity of BOC and BOD Composition Policy
Komite Audit
Audit Committee
Komite Nominasi dan Remunerasi
Nomination and Remuneration Committee
Komite Pemantau Manajemen Risiko
Risk Management Monitoring Committee
Sekretaris Dewan Komisaris
Board of Commissioners’ Secretary
Sekretaris Perusahaan
Corporate Secretary
Unit Audit Internal
Internal Audit Unit
Akuntan Publik
Public Accountant
Sistem Manajemen Risiko
Risk Management System
Sistem Pengendalian Internal
Internal Control System
Investor Relation
Investor Relations
Kasus dan Perkara Penting
Important Legal Cases
Informasi mengenai Sanksi Administratif dan
Finansial
Information on Administrative and Financial
Sanctions
Akses Informasi dan Data Perusahaan
Access to Information and Company’s Data
Kode Perilaku
Code of Conduct
Inisiasi Anti Gratifikasi
Initiation of Anti Gratification
Partisipasi dalam Politik
Participation in Politics
Sistem Pelaporan Pelanggaran
Fraud Reporting System
Pedoman Tata Kelola Perusahaan Terbuka
Corporate Governance Guidelines for Public
Company
Realisasi Program GCG 2016
Realization of GCG Programs in 2016
Rencana GCG 2017
GCG Plan for 2017
Klarifikasi Ada/Tidaknya Praktik
Bad Corporate Governance
Clarification on Whether Bad Corporate
Governance Practices Exist
Indeks Kepuasan Pelanggan
Customer Satisfaction Index
Pertamina Highlights
Pertamina
Highlights 2016
2016
Company Profile
%QORCP[2TQƒNG
Business
Support
Business Support
Management’s Discussion
Discussion and
Analysis
Management’s
and Analysis
Corporate
Corporate Governance
Governance
Corporate Social
SocialResponsibility
Responsibility
Corporate
Financial Report
Report
Financial
Other
Information
Other Information
7
432
Corporate Social
Responsibility
434
434
435
438
439
440
443
450
453
455
Komitmen Perseroan
Company’s Commitment
Program CSR
CSR Program
Ruang Lingkup Kegiatan
Scope of Activities
Program Bina Lingkungan
Community Development Program
Program Kemitraan
Partnership Program
Tanggung Jawab Pertamina terhadap
Lingkungan
Corporate Social Responsibility for the Environment
Tanggung Jawab Pertamina terhadap
Ketenagakerjaan, Kesehatan dan Keselamatan
Kerja
Corporate Social Responsibility for Employment
and Occupational Health and Safety
Tanggung Jawab Pertamina terhadap Sosial
dan Masyarakat
Corporate Social Responsibility for Social and
Community Development
Tanggung Jawab Pertamina terhadap
Konsumen dan Pelanggan
Corporate Social Responsibility for Consumer and
Customer
Rencana Program CSR 2017
CSR Program Plan 2017
457
Financial Report
458
673
Laporan Keuangan Konsolidasian PT Pertamina
(Persero) dan Entitas Anak
Consolidated Financial Statements of PT Pertamina
(Persero) and Subsidiaries
Other Information
674
677
692
Daftar Istilah
Glossary of Terms
Referensi SEOJK
Nomor 30-SEOJK.04-2016: Laporan Tahunan
Perusahaan Publik
SEOJK Reference
No. 30-SEOJK.04-2016: Annual Report of Public
Company
Kriteria Annual Report Award 2016
2016 Annual Report Award Criteria
PERTAMINA Laporan Tahunan 2016 Annual Report
8
5 Priorit as St rat egis
Pert amina
5 Pillars of Strategic Priorities
Pengembangan
Efisiensi di
Semua Lini
1 Sektor Hulu
2
• Pengambilalihan dan
pengembangan blok utama
Indonesia: Mahakam, Cepu, ONWJ
• Pengembangan internasional:
Algeria, M&A Internasional lain
• Akselerasi pengembangan
Geothermal & EBT
• Operations Excellence (Pemboran,
EOR, Efisiensi)
• Eksplorasi
• Reformasi pengadaan minyak
mentah dan produk minyak melalui
ISC yang berkelas dunia.
• Penekanan losses di semua lini
operasi, hulu, kilang, transportasi
laut & darat
• Streamlining fungsi-fungsi korporasi
• Sentralisasi pengadaan
• Sentralisasi marketing
Expand Upstream Activities
• Acquisition and development of
Indonesia’s main blocks:
Mahakam, Cepu, ONWJ
• International development:
Algeria, other International M&A
• Geothermal and New & Renewable
energy development acceleration
• Operations excellence (Drilling,
EOR, Efficiency)
• Exploration
Enterprise-Wide Efficiencies
• Reformation of crude and oil product
procurement through world-class ISC
• Reduce volume losses in all lines of
operations: upstream, refinery, sea
and land transportation
• Streamlining of corporate functions
• Procurement centralization
• Marketing centralization
3
Peningkatan
Kapasitas Kilang
dan Petrokimia
• Upgrade kilang (Refinery
Development Master Plan)
• Kilang baru (Grass Root Refinery
Project)
• Revitalisasi & integrasi kilang swasta
Increase Refining and
Petrochemical Capacity
• Refinery upgrade (Refinery
Development Master Plan)
• Grass Root Refinery Project
• Revitalization and integration of
private refinery
Pertamina Highlights 2016
Company Profile
Business Support
Management’s Discussion and Analysis
Corporate Governance
Corporate Social Responsibility
Financial Report
Other Information
9
4
Pengembangan Infrastruktur
dan Marketing
5
• Peningkatan kapasitas storage & terminal
• Pengembangan jaringan SPBU & pemasaran bertaraf
internasional
• Pengembangan infrastruktur receiving & regasifikasi LNG
serta SPBG
• Marketing Operation Excellence
• Go International
Develop Marketing and Distribution Infrastructure
Perbaikan Struktur Keuangan
• Penyelesaian piutang ke negara
• Penyelarasan strategi pembiayaan jangka pendek dan
panjang
• Pengelolaan perencanaan & evaluasi investasi
Improvement in Financial Structure
• Settlement of receivables to the Government
• Alignment of short-term and long-term funding strategies
• Management of investment planning & evaluation
• Enhancement of storage and terminal capacities
• Development of Public Fuel Filling Station and world class
marketing network.
• Development of LNG Receiving & Regasification facility as
well as Gas Refuelling Station.
• Marketing Operation Excellence
• Go International
Visi M enjadi Perusahaan Energi Nasional Kelas Dunia
M ew ujudkan Kemandirian Energi Nasional
Vision to be the World-Class National Energy Company
Realizing National Energy Independence
Pencapaian berdasarkan 5 Priorit as St rat egis Pert amina
10
Result of 5 Pillars of Strategic Priorities
01 Pengembangan Sektor Hulu | Expand Upstream Activities
•
•
•
Hingga Desember 2016 Pertamina telah menjadi pemegang
24,53% saham di Maurel & Prom SA (M&P).
Perpanjangan kontrak pengelolaan blok ONWJ.
Penambahan cadangan migas 2C tahun 2016 lebih tinggi 10%
dari 2015.
•
•
•
As of December 2016, Pertamina has been the holder of
24.53% shares in Maurel & Prom SA (M&P).
The extension of ONWJ block management contract.
Findings of 2C reserve in 2016 10% higher than in 2015.
02 Efisiensi di Semua Lini | Enterprise-Wide Efficiencies
•
•
•
•
•
•
Efisiensi biaya operasi hulu sebesar USD1,2 miliar.
Biaya pokok produksi kilang turun menjadi 97,1% MOPS
dibandingkan 98,2% MOPS pada 2015.
Yield Valuable Product meningkat
dari 75,52% menjadi
77,67%.
Efisiensi pengadaan minyak mentah dan produk minyak oleh
Integrated Supply Chain (ISC) senilai USD315,4 juta.
Penurunan total losses menjadi 0,13% dengan nilai efisiensi
sebesar USD143 juta.
Efisiensi dari sentralisasi procurement non-hydrocarbon mencapai
USD280 juta.
•
•
•
•
•
•
USD1.2 billion: the cost efficiency of upstream operations.
Refinery production cost decreased to 97.1% of MOPS
compared to 98.2% of MOPS in 2015.
Yield Valuable Product increased from 75.52% to 77.67%.
The efficiency of crude and oil products procurement by Integrated
Supply Chain (ISC) worth up to USD315.4 million.
Reduce of total losses to 0.13% with the efficiency value worth up
to USD143 million.
The efficiency of the centralized non-hydrocarbon procurement
worth up to USD280 million.
03 Peningkatan Kapasitas Kilang dan Petrokimia | Increase Refining and Petrochemical Capacity
•
•
Pengembangan kilang existing:
a. Proyek Langit Biru Cilacap (PLBC) di kilang Cilacap,
b. Refinery Development Master Plan (RDMP) di kilang
Balikpapan, kilang Cilacap, kilang Dumai dan kilang
Balongan.
Rencana pembangunan kilang baru:
a. GRR (Grass Root Refinery) East di Bontang
b. GRR West 1 dan 2 di Tuban.
•
The development of existing refineries:
a. Blue Sky Project Cilacap (PLBC) in Cilacap refinery unit,
b. Refinery Development Master Plan (RDMP) in Balikpapan,
Cilacap, Dumai and Balongan refinery units.
•
Construction of new refineries:
a. GRR (Grass Root Refinery) East in Bontang,
b. GRR West 1 and 2 in Tuban.
04 Pengembangan Infrastruktur dan Marketing | Develop Marketing and Distribution Infrastructure
•
•
•
Rencana pengembangan infrastruktur:
a. Pembangunan LPG Refrigerated di Jawa Barat
b. Pembangunan pipa transmisi gas di Pulau Jawa (Trans Java
Pipeline).
Program Marketing Go International dengan strategi market entry
ke negara Thailand.
Pembangunan 8 unit kapal tanker tipe GP 17.500 DWT buatan
dalam negeri.
•
Plan for infrastructure development:
a. LPG Refrigerated development in West Java
b. Construction of gas pipeline in Java (Trans Java Pipeline).
•
Marketing Go International Program with market entry strategy to
Thailand.
Locally constructed of 8 units of crude oil tankers Type GP
17,500 DWT.
•
05 Perbaikan Struktur Keuangan | Improvement in Financial Structure
•
•
•
Peningkatan jumlah free cash yang digunakan untuk mempercepat
pelunasan pinjaman.
Penurunan pinjaman jangka pendek dan jangka panjang yang
berdampak pada penurunan beban bunga.
Rasio liabilitas jangka panjang terhadap total aset semakin baik.
PERTAMINA Laporan Tahunan 2016 Annual Report
•
The increase of free cash used to accelerate the loan repayment.
•
The decrease in short-term and long-term liabilities resulted the
decrease of interest expense.
Better long-term liabilities to total assets ratio.
•
Inisiat if 2016
Pertamina Highlights 2016
Company Profile
Business Support
Management’s Discussion and Analysis
Corporate Governance
Corporate Social Responsibility
Financial Report
Other Information
11
Initiatives in 2016
Sebagai salah satu program besar transformasi Pertamina,
Breakthrough Project (BTP) menjadi andalan untuk mencapai
visi perusahaan energi nasional kelas dunia. Inisiatif-inisiatif
BTP difokuskan pada efisiensi di semua lini agar tetap mampu
bersaing di industri migas yang masih menghadapi tantangan
berat. Di tahun 2016, BTP New Initiatives mencanangkan
target pencapaian nilai tambah sebesar USD2,13 miliar dan
realisasi financial impact yang tercapai sebesar USD2,67
miliar atau 125% dari target.
As one of the big Pertamina transformation programs,
Breakthrough Project (BTP) is the foundation towards achieving
the vision of a world-class national energy company. BTP
initiatives are focused on efficiency in all business lines in
order to remain competitive in the oil and gas industry which
is still facing tough challenges. In 2016, BTP New Initiatives
launched achievement target of value added of USD2.13
billion and the actual financial impact was USD2.67 billion
or 125% of the target.
Di sektor hulu, efisiensi dilakukan melalui optimalisasi biaya
operasi, dari target financial impact sebesar USD850 juta,
berhasil terealisasi sebesar USD1,2 miliar. Efisiensi yang
dihasilkan sebesar USD437 juta dan sisanya berupa value
creation dari prioritasi pekerjaan.
In the upstream sector, efficiency was done through
optimization of operating expenses, with a financial impact
target of USD850 million, the actual result was USD1.2
billion. The generated efficiency was USD437 million and
the remaining was value creation from jobs prioritization.
Di sektor pengolahan program efisiensi mencakup peningkatan
margin kilang dan operational excellence. Pembenahan
Tata Kelola Arus Minyak (PTKAM) yang bertujuan menekan
losses terus dilanjutkan dan berhasil menurunkan total losses
di bawah target 0,2%, yaitu 0,13% dengan nilai efisiensi
sebesar USD143 juta.
In the processing sector, the efficiency program included
refinery margin improvement and operational excellence.
Revamping Project of Oil Flow Governance (PTKAM) which is
aimed to cut losses continued and managed to decrease the
total losses below the target of 0.2%, reaching 0.13% with
an efficiency value of USD143 million.
Transformasi pengadaan minyak dan produk minyak oleh
Integrated Supply Chain (ISC) masih menjadi bagian penting
dalam BTP. Di tahun 2016 Pertamina melanjutkan penataan
proses bisnis ISC dengan sejumlah langkah terobosan meliputi
pembelian hydrocarbon, baik minyak mentah, kondensat dan
LPG yang bersumber dari Iran, crude processing deal untuk
minyak Basrah Light Crude, maksimalisasi pembelian minyak
mentah domestik melalui negosiasi peningkatan volume
minyak mentah domestik yang disuplai kepada Pertamina
oleh KKKS dan implementasi HPS keekonomian dalam
pengadaan minyak mentah serta penyederhanaan syarat
dan ketentuan (GT&C) dalam pengadaan minyak mentah di
RU VI Balongan sesuai dengan standar internasional. Dari
target sebesar USD180 juta, ISC berhasil membukukan
efisiensi senilai USD315,4 juta.
Transformation of oil and oil products procurement by
the Integrated Supply Chain (ISC) is still an important part
of BTP. In 2016, Pertamina continued to restructure ISC
business processes with a number of breakthroughs including
the purchase of hydrocarbons, in the form of crude oil,
condensate and LPG coming from Iran, crude processing
deal for Basrah Light Crude oil, maximizing the purchase
of domestic crude oil through a negotiated increase in the
volume of domestic crude oil supplied to Pertamina by KKKS
and the implementation of economic OE in the procurement
of crude oil as well as simplification of general terms and
conditions (GT&C) in the procurement of crude oil in RU VI
Balongan in accordance with the international standards. Of
the target of USD180 million, ISC recorded an efficiency of
USD315.4 million.
BTP Marketing Operation Excellence (MOrE) oleh Direktorat
Pemasaran menjadi BTP dengan persentase pencapaian
financial impact tertinggi, yaitu USD613 juta dari target
USD150 juta terutama dari program peningkatan volume
penjualan pertalite dan dexlite, optimalisasi tonase kapal dan
bunker shipping, top-up dari optimalisasi supply chain serta
efisiensi dari stream infrastructure excellence.
BTP Marketing Operation Excellence (MOrE) by the Marketing
Directorate became a BTP with the highest percentage of
the actual financial impact, reaching USD613 million of the
targeted USD150 million mainly from the increased sales
volume program of pertalite and dexlite, optimization of
ship tonnage and bunker shipping, top-up from supply chain
optimization as well as efficiency of stream infrastructure
excellence.
Efisiensi seluruh direktorat juga memberi kontribusi penting
untuk capaian BTP. Dari target program sebesar USD172 juta
telah tercapai USD233 juta terdiri dari efisiensi ABO seluruh
direktorat dan fungsi di Kantor Pusat sebesar USD41,6 juta
dan prioritas rencana kerja sebesar USD191,2 juta.
The efficiency of all directorates is also an important contribution
to BTP achievement. Of the program’s target amounting to
USD172 million, the realization has reached USD233 million
consisting of ABO efficiency across directorates and functions
at the Head Office of USD41.6 million and work plan
prioritization of USD191.2 million.
PERTAMINA Laporan Tahunan 2016 Annual Report
12
Rencana Jangka Panjang Perusahaan
Long-term Corporate Plan
Untuk mewujudkan visi “Pertamina” yang dijabarkan dalam
Rencana Jangka Panjang Perusahaan (RJPP) 2015-2019,
Pertamina telah menetapkan tema strategi Aggressive
Upstream, Profitable Downstream yang diarahkan kepada
pencapaian sasaran perusahaan semaksimal mungkin, yang
meliputi:
Strategi Sektor Hulu
Menetapkan sasaran produksi minyak dan gas
sebesar 1.039,4 MBOEPD pada tahun 2019
dengan pertumbuhan produksi minyak dan gas
rata-rata Compound Annual Growth Rate (CAGR)
dari tahun 2015 ke 2019 sebesar 15% dengan
strategi sebagai berikut:
• Meningkatkan cadangan dan produksi
migas secara organik melalui kegiatan
eksplorasi dan pengembangan, EOR, serta
optimasi produksi.
• Meningkatkan cadangan dan produksi
migas secara organik dan anorganik melalui
akuisisi lapangan produksi, lapangan
pengembangan dan lapangan eksplorasi
baik domestik maupun luar negeri.
• Mengembangkan proyek investasi yang
memberikan keuntungan yang maksimal
pada periode lima tahun mendatang (20152019).
Upstream Sector Strategy
Determine target to reach Oil and gas production
amounted to 1,039.4 MBOEPD in 2019 with
average growth of oil and gas production
Compound Annual Growth Rate (CAGR)
by 15% from 2015 To 2019 with the following
strategies:
• Increasing oil and gas reserve and
production organically through exploration
and development activities, EOR, as well as
production optimization.
• Increasing oil and gas reserve and production
organically and inorganically through the
acquisition of production, development
and exploration fields, both domestic and
abroad.
• Development of investment projects that
provide maximum benefits in the upcoming
five years (2015-2019).
Selain tiga strategi utama, RJPP didukung oleh strategi-strategi
penunjang yang meliputi:
• Menerapkan prinsip-prinsip HSE excellence dalam setiap
kegiatan perusahaan.
• Menerapkan strategi Integrated Supply Chain (ISC) untuk
menjamin pengadaan stok nasional.
• Menyusun risk appetite dan risk tolerance dalam Corporate Top
Risk Profile.
• Meningkatkan kinerja korporasi, unit bisnis dan Anak Perusahaan
melalui penerapan performance management system yang lebih
baik.
• Menyusun corporate portfolio optimization secara terintegrasi
dan komprehensif.
• Mengoptimalkan Sistem Informasi Sumber Daya Manusia (HRIS)
berbasis ERP untuk seluruh siklus pengelolaan SDM.
PERTAMINA Laporan Tahunan 2016 Annual Report
In order to realize Pertamina’s strategy which carries the
theme “Aggressive Upstream and Profitable Downstream” in
supporting the achievement of Pertamina’s vision contained
in the Company’s Long Term Plan (RJPP) 2015-2019, the
development of corporate strategy is aimed to optimally
achieve the corporate goals, which include:
Strategi Sektor Gas, Energi Baru dan
Terbarukan
Obyektif utama dari bisnis gas, energi baru dan
terbarukan adalah untuk menangkap peluang
yang datang dari seluruh mata rantai bisnis
gas, mengembangkan dan mengintegrasikan
portofolio bisnis gas Pertamina dari hulu sampai
hilir serta mengembangkan bisnis energi baru
dan terbarukan di Indonesia melalui strategi
sebagai berikut:
• Memperluas sumber pasokan (sourcing
dan trading) domestik dan global untuk
penguasaan bisnis gas di pasar domestik.
• Mengembangkan sumber energi baru
dan terbarukan dengan memanfaatkan
insentif pemerintah dan kebijakan yang
menguntungkan lainnya.
• Mengembangkan infrastruktur LNG, LPG,
CNG, jaringan pipa gas industri (transmisi
dan distribusi) dan jaringan gas kota (city
gas), untuk memenuhi kebutuhan gas dan
penguasaan pasar domestik.
• Mengembangkan portofolio bisnis hilir secara
agresif dan berorientasi bisnis untuk CNG,
LNG (industri, pertambangan, transportasi
dan maritim), niaga gas dan transmisi dan
distribusi gas guna menguasai bisnis gas
di sepanjang value chain dan menciptakan
nilai tambah bagi pemangku kepentingan.
Besides the three main strategies, the Company’s Long Term Plan is
supported by supporting strategies which among others include:
• Apply the principles of HSE excellence in all of the Company’s
activities.
• Implement the Integrated Supply Chain (ISC) strategy to ensure
the procurement of national stocks.
• Formulate Risk Appetite and Risk Tolerance in the Corporate Top
Risk Profile.
• Improve corporate, business units and subsidiaries performances
through better implementation of Performance Management
System.
• Develop an integrated and comprehensive Corporate Portfolio
Optimization.
• Optimizing ERP based Human Resources Information System
(HRIS) for the whole cycle of HR management.
Pertamina Highlights 2016
Company Profile
Business Support
Management’s Discussion and Analysis
Corporate Governance
Corporate Social Responsibility
Financial Report
Other Information
13
Gas, New and Renewable Energy
Sector
The main objectives of the gas and new renewable
energy business is capturing opportunities from
all gas business chain, developing and integrating
Pertamina’s gas business portfolio from upstream
to downstream and developing new renewable
energy business in Indonesia through the following
strategies:
• Expanding the source of domestic and global
supply (source and trade) for gas business
domination in domestic market.
• Developing new renewable energy sources
by utilizing government incentives and other
favourable policies.
• Developing infrastructure of LNG, LPG,
CNG, industrial gas pipeline (transmission
and distribution) and city gas distribution
network, to meet the needs of gas and to
capture a dominant domestic market.
• Implementing an aggressive and businessoriented strategy to develop downstream
business portfolio of CNG, LNG (industrial,
mining, transport and maritime), gas trading,
and gas transmission and distribution to
control gas business along the value chain
and create added value for stakeholders.
•
•
•
•
•
•
•
Strategi Sektor Hilir (Pengolahan dan
Pemasaran dan Niaga)
Tema strategi bisnis sektor bisnis Hilir adalah
profitable downstream, yaitu peningkatkan
keuntungan melalui peningkatan daya saing,
efisiensi serta optimasi operasional kilang
terhadap produk yang bernilai jual, melalui
strategi sebagai berikut:
• Memenuhi kebutuhan produk hilir domestik
dengan supply chain yang kompetitif.
• Meningkatkan marjin hilir melalui peningkatan
efisiensi operasional dan produk bernilai
tinggi.
• Meningkatkan kapabilitas dan daya saing
kilang kelas dunia beserta infrastruktur
pendukungnya melalui investasi proyekproyek strategis dalam kurun waktu 5 tahun
mendatang (2016-2020).
• Fokus pada pelanggan untuk mewujudkan
kapabilitas pelayanan kelas dunia terhadap
customer.
• Operational excellence dan cost leadership.
• Menjalin kemitraan strategis untuk bersinergi
dalam menghadapi persaingan.
• Membangun kapabilitas kelas dunia melalui
pembangunan
kapabilitas
organisasi
kelas dunia baik dari sisi aspek fisik
(pembangunan infrastruktur), sumber daya
manusia maupun kesisteman. Proses bisnis
terus disempurnakan agar mencapai lean
operation untuk mendukung para tenaga
penjualan sebagai ujung tombak penjualan
M&T.
Mengembangkan Corporate University sebagai vehicle dalam
menyiapkan sumber daya manusia pada jenjang teknis,
operasional, strategik dan visioner.
Implementasi modul business planning and consolidation (BPC)MySAP di PT Pertamina (Persero).
Mengembangkan sistem SAP Business Object-CFO Dashboard,
untuk mendukung kecepatan dan ketersediaan informasi yang
terstandarisasi bagi pengambil keputusan yang mobile.
Mengembangkan office center yang smart, green dan iconic
Mengimplementasi program Internal Control over Financial
Reporting (ICoFR) untuk mendorong penerapan pengendalian
internal di Pertamina sesuai dengan IFRS (International Financial
Reporting Standard).
Mendorong perubahan berbasis Information Communication
dan Technology (ICT) dan shared services.
Pemenuhan kebutuhan barang dan jasa berbasis Supply Chain
Management.
•
•
•
•
•
•
•
Downstream Sector Strategy (Refinery
and Marketing).
The theme of downstream business is profitable
downstream, which is increasing profit through
the increase in competitiveness, efficiency and
optimization of refinery operation of high value
products through the following strategies:
• Meeting the needs of the domestic
downstream products with competitive supply
chain.
• Increasing
downstream
margins
by
increasing operational efficiency and highvalue products.
• Improving
the
capabilities
and
competitiveness of world-class refinery and
supporting infrastructure through strategic
project investments in the upcoming five years
(2016-2020)
• Focus on customers to realize the world-class
customer services capabilities.
• Operational excellence and cost leadership.
• Creating synergistic strategic partnership to
face competition.
• Building a world class capabilities by
building a world-class organization in terms
of physical aspects (infrastructure), human
resources and system. Continuing business
process improvement to achieve lean
operation to support sales forces as the M&T
sales spearheads.
Develop Corporate University as a “vehicle” in preparing human
resources on the technical, operational, strategic and visionary
levels.
Implementation of the Business Planning and Consolidation (BPC)
-MySAP module at PT Pertamina (Persero).
Development of SAP Business Object-CFO Dashboard system to
support the speed and availability of standardized information for
mobile decision makers.
Developing a smart, green and iconic office centre.
Implementing Internal Control over Financial Reporting (ICOFR)
Program to encourage the implementation of internal control
in Pertamina in accordance with IFRS (International Financial
Reporting Standard).
Encouraging changes through Information Communication and
Technology (ICT) and shared services.
Meeting the goods and services needs through Supply Chain
Management.
PERTAMINA Laporan Tahunan 2016 Annual Report
10 Keunggulan Pert amina
14
10 Pertamina Excellences
Sebagai Perusahaan energi nasional kelas dunia, Pertamina
memiliki keunggulan-keunggulan, yaitu:
As a world class national energy Company, Pertamina has a
number of excellences, which are:
Mengoperasikan bisnis minyak dan gas yang
terintegrasi dari hulu hingga hilir yang saling
mendukung dalam kontribusi pendapatan,
menjadikan Pertamina mampu menghadapi
kondisi harga minyak global yang belum
membaik.
Operating an integrated business from
upstream to downstream which mutually
support in revenue contribution, has
positioned Pertamina as a company that is
able to face the global oil price conditions of
the which is not improved.
Melakukan program-program Breakthrough
Project (BTP) dengan total financial impact
sebesar USD2,67 miliar yang dihasilkan dari
top up revenue, efisiensi, dan value creation
serta melakukan inovasi Pertamina tanpa
henti, yang dibuktikan melalui Continuous
Improvement Program (CIP) dengan value
creation Rp24,6 triliun tahun 2016.
Conducting Breakthrough Project (BTP)
programs with total financial impact of
USD2.67 billion resulting from top up
revenue, efficiency, and value creation and
conducting Continuous Improvement Program
(CIP) with value creation of Rp24.6 trillion in
2016.
3
Memiliki wilayah operasi blok migas
internasional di
Laporan Tahunan • Annual Report
Embracing Change,
Lev eraging Challenges
Merangkul Perubahan, Mendayagunakan Tantangan
The declining w orld oil price has brought a great change int o t he
global economic and impact ed on decelerat ed perf ormance of t he
w orld’s corporat ions. Pert amina int erpret s each challenge as part of a
business dynamic t hat encourages us t o be more resilient , more agile
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t he low oil price becomes an opport unit y t o cont inue t o expand,
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supply of crude oil as an ef f ort t o support nat ional energy securit y.
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Pertamina Highlights 2016
Company Profile
Business Support
Management’s Discussion and Analysis
Corporate Governance
Corporate Social Responsibility
Financial Report
Other Information
1
Embracing Change,
Lev eraging Challenges
Merangkul Perubahan, Mendayagunakan Tantangan
Penurunan harga minyak dunia telah membawa perubahan besar
dalam tatanan ekonomi global dan berimbas pada perlambatan
kinerja seluruh korporasi dunia. Pertamina memaknai setiap
tantangan sebagai bagian dari dinamika usaha yang mendorong
XQWXNOHELKWDQJJXKOHELKWDQJNDVGDQOHELKHͤVLHQGDODP
menghadapi perubahan. Di sektor hulu, rendahnya harga minyak
menjadi peluang untuk terus berekspansi mengakuisisi blok-blok
migas internasional untuk mengamankan pasokan minyak mentah
sebagai upaya mendukung ketahanan energi nasional. Di sektor hilir,
kami terus melakukan revitalisasi kilang untuk menghasilkan produk
EHUNXDOLWDVGHQJDQELD\DSURGXNVL\DQJSDOLQJHͤVLHQ.HXQJJXODQ
RSHUDVLGLGXNXQJROHKXSD\DHͤVLHQVLGDQSHQLQJNDWDQQLODLWDPEDK
melalui inisiatif-inisatif breakthrough project , telah menghasilkan
NRQWULEXVLNLQHUMD\DQJVLJQLͤNDQGDULVHNWRUKXOXGDQKLOLUVHUWD
memberikan dampak keuangan yang melampaui ekspektasi.
Dengan struktur keuangan yang semakin membaik, Pertamina
terus melanjutkan kegiatan investasi hulu dan pengolahan serta
pengembangan infrastruktur hilir migas untuk menjaga pertumbuhan
jangka panjang. Dengan kompetensi dan pengalaman yang dimiliki,
Pertamina percaya diri melangkah ke depan meraih visi menjadi
perusahaan energi nasional kelas dunia.
PERTAMINA Laporan Tahunan 2016 Annual Report
2
Kesinambungan Tema
Continuity of Themes
2014
Menginspirasi Indonesia, Mendunia
2012
2013
Entrusted with the New Energy
Towards Global Recognition
Ungkapan ‘Entrusted with the New Energy’ lebih
dari sekedar merujuk pada energi baru dan
terbarukan - meskipun Pertamina tengah
berupaya mengembangkan sumber-sumber
energi tersebut di Indonesia saat ini. Ungkapan
tersebut juga mencerminkan bagaimana
perkembangan dan kemajuan di internal
Pertamina selama tahun 2012 telah memberikan
‘energi baru’ bagi kami untuk mencapai
akselerasi pertumbuhan yang berkelanjutan
ke depan. Selain itu, sebagai National Oil
Company (NOC), Pertamina memang dipercaya
untuk menjaga kemandirian energi nasional sebuah amanat yang semakin nyata bersama
dengan langkah-langkah Pertamina menuju
visinya menjadi ‘Perusahaan Energi Kelas Dunia’
dan ‘Asia Energy Champion’ di tahun 2025.
Entrusted with the New Energy
The theme ‘Entrusted with the New Energy’ does
not refer just to new and renewable energy although Pertamina is serious about developing
those sources of energy in Indonesia. Rather,
it also illustrates how internal developments
and progress throughout 2012 have injected
Pertamina with ‘new energy’ towards accelerated
and sustainable growth going ahead. It also
means that, as Indonesia’s National Oil
Company (NOC), Pertamina is indeed entrusted
with safeguarding the nation’s energy selfsufficiency - a mission that is being achieved as
Pertamina moves nearer its vision of becoming a
World-Class Energy Company and Asia Energy
Champion by 2025.
Pada tahun 2013, Pertamina berhasil
membukukan peningkatan kinerja secara
keseluruhan, termasuk beberapa pencapaian
dan kemajuan yang semakin mengukuhkan
keberadaan Pertamina di mata dunia, semakin
mendekatkan Pertamina pada aspirasi Asian
Energy Champion 2025, dan berperan aktif
dalam mendukung bangsa dan negara Indonesia
berdiri sejajar dengan negara-negara maju di
dunia.
Tema Laporan Tahunan Pertamina tahun 2013,
“Towards Global Recognition”, menggambarkan
pencapaian prestasi serta inisiatif Pertamina
dalam menerapkan strategi bisnisnya sehingga
mampu mendapatkan kepercayaan dan
pengakuan dunia internasional.
Towards Global Recognition
In 2013, Pertamina succeeded in posting overall
improvement in its performance, including a
number of achievements and progress that have
strengthened our standing at the international
communities, bringing us ever closer to our
aspirations of Asian Energy Champion 2025,
and taking an active role in elevating the people
and nation of Indonesia to stand among the
ranks of developed countries in the world.
The theme of Pertamina’s 2013 Annual Report,
“Towards Global Recognition”, reflects on our
business initiatives as well as progress and
achievement during the year that have earned
recognition at the international level.
PERTAMINA Laporan Tahunan 2016 Annual Report
Saat menjalani tahun 2014, Pertamina menghadapi
berbagai tantangan, mulai dari dampak negatif akibat
turunnya harga minyak mentah dunia sampai terbatasnya
ruang pertumbuhan akibat perubahan politik, kebijakan
pemerintah, dan birokrasi perijinan. Namun demikian,
sebagai sebuah perusahaan kelas dunia, Pertamina
mampu mengelola tantangan menjadi sebuah
kesempatan, dan tetap kokoh berdiri sebagai sebuah
Perusahaan milik Negeri yang memberikan inspirasi bagi
Indonesia.
Pertamina konsisten menerapkan strategi pertumbuhan
“aggressive upstream, profitable downstream“, dengan
penekanan pada efisiensi dan optimalisasi produksi serta
penguatan kinerja tata kelola perusahaan yang baik
(GCG). Kami mengangkat tema “Inspiring Indonesia
to the World“ pada Laporan Tahunan 2014 untuk
mengiringi laju pergerakan isu energi global dan
berbagi inspirasi sebagai penyedia energi. Tentunya,
langkah ini perlu didukung oleh semua pemangku
kepentingan untuk bersama mengatasi tantangan,
mengelola kesempatan, dan berbagi pembelajaran
menuju pentas energi internasional.
Inspiring Indonesia to The World
In 2014, like other oil and gas companies, Pertamina
faced a number of challenges. The political dynamics in
the Middle East and the decline in oil prices negatively
impacted many corporations, including Pertamina.
Pertamina’s room for growth was also limited by other
factors such as political changes, government policies,
and bureaucratic licensing. However, Pertamina was able
to manage all these challenges and stands strong as the
Nation’s enterprise providing inspiration for Indonesia.
Pertamina consistently implemented the “aggressive
upstream, profitable downstream“ growth strategy, with
emphasis on efficiency and production optimization
as well as the strengthening of GCG. The theme of
“Inspiring Indonesia to the World” in Annual Report
2014 was chosen to convey the moving-forward of
global energy issues and to inspire others as an energy
provider. Obviously, this step needs to be supported
by all stakeholders to jointly address the challenges,
manage opportunities, and share lessons learned on the
international energy stage.
Pertamina Highlights 2016
Company Profile
Business Support
Management’s Discussion and Analysis
Corporate Governance
Corporate Social Responsibility
Financial Report
Other Information
3
2015
Memperbaharui Semangat, Memperkuat
Komitmen
Terpuruknya harga minyak mentah dunia sejak awal tahun
2015 memberikan tantangan berat bagi perusahaanperusahaan di sektor migas tidak terkecuali Pertamina.
Untuk menopang stabilitas perusahaan di tengah kondisi
tersebut, Pertamina mencanangkan program 5 prioritas
strategis yang terdiri dari pengembangan sektor hulu,
efisiensi di semua lini, peningkatan kapasitas kilang dan
petrokimia, pengembangan infrastruktur dan marketing,
serta perbaikan struktur keuangan.
Melalui berbagai inisiatif breakthrough project di kelima
aspek prioritas strategis yang dicanangkan, Pertamina
mampu menutup tahun 2015 dengan membukukan kinerja
yang cukup memuaskan baik dari operasional, finansial
maupun non finansial. Tahun 2015 dengan demikian
menjadi tahun pembuktian bagi Pertamina bahwa
kondisi krisis tidak menyurutkan semangat, namun justru
membulatkan tekad di seluruh jajaran Perseroan untuk
berjuang lebih keras dalam komitmen bersama mewujudkan
kemandirian energi bagi bangsa dan negara Indonesia.
Reenergizing Spirit, Strength
ening Commitments
The sharp decline in global crude prices since early
2015 presented considerable challenges to oil and gas
companies including Pertamina. To maintain operational
stability in those challenging times, Pertamina embarked on
the 5 Strategic Priorities program: expansion in upstream,
efficiencies at all lines of activity, increasing refinery
capacity, development of infrastructure & marketing, and
improvement of financial structure.
With breakthrough project initiatives in the 5 Strategic
Priorities, Pertamina was able to show satisfactory
performance in 2015 in terms of operations, financial and
non-financial. The year 2015 was thus a successful proving
ground for Pertamina: notwithstanding the crisis situation,
our fighting spirit remained undaunted throughout the
organization, strengthening our resolve to strive ever harder
towards our common commitments in ensuring energy
self-sufficiency for the benefit of the people and nation of
Indonesia.
2016
h
M
d
kan Tantangan
Merangkul Perubahan,
Mendayagunakan
Penurunan harga minyak dunia telah membawa perubahan besar dalam tatanan ekonomi
global dan berimbas pada perlambatan kinerja seluruh korporasi dunia. Pertamina
memaknai setiap tantangan sebagai bagian dari dinamika usaha yang mendorong untuk
lebih tangguh, lebih tangkas dan lebih efisien dalam menghadapi perubahan. Di sektor
hulu, rendahnya harga minyak menjadi peluang untuk terus berekspansi mengakuisisi blokblok migas internasional untuk mengamankan pasokan minyak mentah sebagai upaya
mendukung ketahanan energi nasional. Di sektor hilir, kami terus melakukan revitalisasi
kilang untuk menghasilkan produk berkualitas dengan biaya produksi yang paling
efisien. Keunggulan operasi didukung oleh upaya efisiensi dan peningkatan nilai tambah
melalui inisiatif-inisatif breakthrough project, telah menghasilkan kontribusi kinerja yang
signifikan dari sektor hulu dan hilir serta memberikan dampak keuangan yang melampaui
ekspektasi.
Dengan struktur keuangan yang semakin membaik, Pertamina terus melanjutkan kegiatan
investasi hulu dan pengolahan serta pengembangan infrastruktur hilir migas untuk menjaga
pertumbuhan jangka panjang. Dengan kompetensi dan pengalaman yang dimiliki,
Pertamina percaya diri melangkah ke depan meraih visi menjadi perusahaan energi
nasional kelas dunia.
Embracing Change, Leveraging Challenges
The declining world oil price has brought a great change into the global economic and
impacted on decelerated performance of the world’s corporations. Pertamina interprets
each challenge as part of a business dynamic that encourages us to be more resilient,
more agile and more efficient in facing those changes. In the upstream sector, the low oil
price becomes an opportunity to continue to expand, including acquisition of international
oil and gas blocks to secure the supply of crude oil as an effort to support national energy
security. In the downstream sector, Pertamina continues to revitalize and to build new
refineries to produce quality products at the most optimal production costs. Operational
excellence supported by efficiency and increased value added through breakthrough
project initiatives, has generated significant performance contribution of both upstream
and downstream sectors as well as financial results that exceed our expectations.
With improving financial structure, Pertamina has continued its upstream investment,
processing and development of downstream infrastructure to sustain long-term growth.
With its competence and experience, Pertamina is confident to move forward to realize
the vision to become a world-class national energy company.
PERTAMINA Laporan Tahunan 2016 Annual Report
4
Daf t ar Isi
Contents
1
Pertamina Highlights 2016
1
2
4
8
9
11
12
14
16
18
22
26
28
30
36
37
44
58
61
62
80
86
Merangkul Perubahan, Mendayagunakan
Tantangan
Embracing Change, Leveraging Challenges
Kesinambungan Tema
Continuity of Themes
Daftar Isi
Contents
5 Prioritas Strategis Pertamina
5 Pillars of Strategic Priorities
Pencapaian berdasarkan 5 Prioritas Strategis
Pertamina
Result of 5 Pillars of Strategic Priorities
Inisiatif 2016
Initiatives in 2016
Rencana Jangka Panjang Perusahaan
Long-term Corporate Plan
10 Keunggulan Pertamina
10 Pertamina Excellences
Peran Pertamina dalam Kemandirian Energi
Nasional
Our Role in Supporting Indonesian Energy and
Economy Independence
Ikhtisar Kinerja Keuangan
Financial Performance Highlights
Ikhtisar Kinerja Operasional
Operational Perfomance Highlights
Ikhtisar Kinerja Obligasi
Bonds Perfomance Highlights
Informasi Saham
Share Information
Penghargaan 2016
2016 Awards
Sertifikasi 2016
2016 Certification
Peristiwa Penting
Event Highlights
Laporan Dewan Komisaris
Board of Commissioners’ Report
Profil Dewan Komisaris
Board of Commissioners’ Profile
Profil Mantan Komisaris
Former Commissioner’ Profile
Laporan Direksi
Board of Directors’ Report
Profil Direksi
Board of Directors’ Profile
Pernyataan Direksi dan Dewan Komisaris
tentang Tanggung Jawab atas Laporan Tahunan
2016 PT Pertamina (Persero)
Statement of the Board of Directors’ and the Board
of Commissioners’ Responsibility on PT Pertamina
(Persero)’s Annual Report 2016
%QORCP[2TQƒNG
88
90
92
94
96
97
98
99
99
100
102
104
106
108
110
111
114
117
118
120
124
Identitas Perusahaan
Corporate Identity
Pertamina dari Waktu ke Waktu
Pertamina Record of Events
Sejarah Perusahaan
Company History
Visi, Misi, Tujuan dan Tata Nilai
Vision, Mission, Goals and Values
Tata Nilai Unggulan 6C
The 6C Excellent Values
Budaya Pertamina
Pertamina Culture
Makna Logo
Meanings of the Logo
Makna Tagline
Meanings of the Tagline
Kegiatan Usaha Terintegrasi Pertamina
Pertamina Integrated Business Activities
Bidang Usaha
Business Activity
Produk dan Jasa
Products and Services
Struktur Grup Perusahaan
Company’s Group Structure
Struktur Organisasi
Organizational Structure
Pejabat Senior
Senior Officers
Direktur Utama Anak Perusahaan
President Director of Subsidiaries
Daftar Entitas Anak
List of Subsidiaries
Lembaga Profesi Penunjang Perusahaan
Supporting Institutions of Profession to the
Company
Website Pertamina
Pertamina’s Website
Alamat Perwakilan, Cabang, dan Anak
Perusahaan
Address of Representative, Branches, and
Subsidiaries
Business Support
126
143
146
150
154
Fungsi Sumber Daya Manusia
Human Resources Function
Fungsi Asset Management
Asset Management Function
Fungsi Corporate Shared Service
Corporate Shared Service Function
Fungsi Quality System and Knowledge
Management
Quality System and Knowledge Management
Function
Pengadaan
Procurement
Catatan untuk Pembaca Laporan
Note to Readers of the Report
• Tabel, grafik, dan infografik pada laporan ini memaparkan data
numerik dengan notasi Bahasa Inggris.
• In all tables, graphs, and info graphs presenting numeric data,
the English notation is used.
PERTAMINA Laporan Tahunan 2016 Annual Report
Pertamina Highlights
Pertamina
Highlights 2016
2016
Company Profile
%QORCP[2TQƒNG
Business
Support
Business Support
Management’s Discussion
Discussion and
Analysis
Management’s
and Analysis
Corporate
Corporate Governance
Governance
Corporate Social
SocialResponsibility
Responsibility
Corporate
Financial Report
Report
Financial
Other
Information
Other Information
5
158
Management Discussion and
Analysis
160
TINJAUAN INDUSTRI DAN FAKTOR EKSTERNAL
EXTERNAL FACTORS AND INDUSTRIAL REVIEW
174
TINJAUAN KINERJA USAHA
BUSINESS PERFORMANCE REVIEW
178
Kinerja Sektor Hulu
Upstream Business Sector
196
Kinerja Sektor Gas, Energi Baru dan Terbarukan
Performance of Gas, New and Renewable Energy
Sector
206
Kinerja Sektor Pengolahan
Performance of Refinery Sector
222
Kinerja Sektor Pemasaran
Performance of Marketing Sector
264
Target 2017
Target 2017
265
Kemampuan Membayar Utang dan
Tingkat Kolektabilitas Piutang
Solvency and Receivables Collectibility Rate
266
Struktur Modal dan Kebijakan Manajemen atas
Struktur Modal
Capital Structure and Management Policy on Capital
Structure
268
Ikatan Material untuk Investasi Barang Modal
Material Commitments for Capital Expenditure
269
Investasi Barang Modal yang Direalisasikan pada
Tahun Buku Terakhir
Capital Expenditure Realized in Current Financial Year
270
Informasi dan Fakta Material yang Terjadi setelah
Tanggal Laporan Akuntan
Subsequent Events
230
Lini Bisnis Aviasi
Aviation Business Line
272
Kebijakan Dividen
Dividend Policy
233
Lini Bisnis Perkapalan
Shipping Business Line
273
241
Integrated Supply Chain
Integrated Supply Chain
Program Kepemilikan Saham
oleh Karyawan dan/atau Manejemen
Employee and/or Management Stock Ownership
Program (ESOP/MSOP)
243
Optimasi Margin Hilir
Downstream Margin Optimization
273
Penggunaan Dana Hasil Penawaran Umum
Realization of Use of Proceeds from Public Offering
245
Kinerja Anak Perusahaan
Subsidiary Report
273
Informasi Material Mengenai Investasi, Ekspansi,
Divestasi, Penggabungan/Peleburan Usaha,
Akuisisi atau Restrukturisasi Utang/Modal
Material Information On Investment, Expansion,
Divestment, Business Merger/
Consolidation, Acquisition, or Debt/Capital
Restructuring
275
Informasi Transaksi Material yang
Mengandung Benturan Kepentingan dan/atau
Transaksi dengan Pihak Afiliasi
Material Transaction Involving Conflict of Interest and/
or Affiliated-Party Transaction
276
Transaksi Penting Lainnya dalam Jumlah Signifikan
Other Material Transaction with Significant Amount
276
Perubahan Peraturan Perundang-Undangan yang
Berpengaruh Signifikan terhadap Perseroan
Changes in the Laws and Regulations with Significant
Impact on the Company
278
Perubahan Kebijakan Akuntansi yang Diterapkan
Perseroan pada Tahun Buku 2016
Changes in Accounting Policies Applied by the
Company in Financial Year 2016
278
Ketaatan sebagai Wajib Pajak
Tax Compliance
246
TINJAUAN KINERJA KEUANGAN
FINANCIAL PERFORMANCE REVIEW
248
Pembahasan Kinerja Keuangan
Discussion on Financial Performance
249
Analisa atas Laporan Laba Rugi
Statement of Profit or Loss Analysis
249
Penjualan dan Pendapatan Usaha Lainnya
Sales and Other Operating Revenues
252
Beban-Beban
Expenses
254
Laba (Rugi)
Profit (Loss)
255
Analisa atas Laporan Posisi Keuangan
Statement of Financial Position Analysis
255
Aset
Assets
257
Liabilitas
Liabilities
260
Ekuitas
Equity
261
Analisa atas Laporan Arus Kas
Statement of Cash Flow Analysis
279
Prospek Usaha
Business Prospects
262
Rasio-Rasio Keuangan
Financial Ratios
282
Aspek Pemasaran
Marketing Aspect
264
Pencapaian Target 2016
Targets Achievement in 2016
287
Kelangsungan Usaha
Business Continuity
Peringatan atas Pernyataan-Pernyataan
mengenai Masa Depan
Dalam dokumen ini mungkin terdapat rencana, proyeksi, strategi dan
tujuan Perseroan tertentu, yang bukan merupakan pernyataan fakta
historis dan perlu dipahami sebagai pernyataan mengenai masa
depan. Pernyataan mengenai masa depan tergantung pada risiko
dan ketidakpastian yang dapat menyebabkan keadaan dan hasil
aktual Perseroan di masa depan berbeda dari yang diharapkan atau
diindikasikan. Tidak ada jaminan bahwa hasil yang diantisipasi oleh
Perseroan atau diindikasikan oleh pernyataan-pernyataan mengenai
masa depan, akan tercapai.
Caution regarding Forward-Looking Statements
This document may contain certain plans, projections, strategies and
objectives of the Company that are not statements of historical fact
and would be treated as forward looking statements. Forward-looking
statements are subject to risks and uncertainties that may cause actual
events, and the Company’s future result, to be different than expected
or indicated by such statements. No assurance can be given that the
result anticipated by the Company, or indicated by such forwardlooking statements, will be achieved.
PERTAMINA Laporan Tahunan 2016 Annual Report
6
Daf t ar Isi
Contents
288
Pengukuran Perusahaan
Corporate Assessment
359
288
Tingkat Kesehatan Perusahaan
Corporate Soundness Level
360
290
Hasil Asesmen Kriteria Penilaian Kinerja Unggul
(KPKU)
Excellent Performance Evaluation Criteria (KPKU)
361
362
292
294
295
296
296
298
299
300
301
304
304
305
307
307
308
316
329
330
342
348
350
Corporate Governance
369
Komitmen Perseroan
Corporate Commitment
Sejarah dan Ruang Lingkup GCG
History and Scope of GCG
Dasar Hukum Penerapan GCG
Legal Basis of GCG Implementation
Prinsip GCG
GCG Principal
Tujuan Penerapan GCG
The Purpose of GCG Implementation
Roadmap GCG
GCG Roadmap
Pedoman GCG
GCG Guideline
Fungsi Compliance
Compliance Function
Sosialisasi Praktik GCG
Socialization of GCG Practice
Pengukuran dan Assessment
GCG
Measurement and GCG
Struktur Tata Kelola Perseroan
Company Governance Structure
Informasi Pemegang Saham Utama dan
Pengendali
Information on the Majority and Controlling
Shareholders
Informasi Pemegang Saham Non Pengendali
Information on the Non-Controlling Shareholders
Rapat Umum Pemegang Saham (RUPS)
General Meeting of the Shareholders (GMS)
Dewan Komisaris
Board of Commissioners
Komisaris Independen
Independent Commissioners
Direksi
Board of Directors
Asesmen terhadap Dewan Komisaris dan
Direksi
Assessment towards Board of Commissioners and
Board of Directors
Remunerasi Dewan Komisaris dan Direksi
Remuneration of BOC and BOD
Rapat Dewan Komisaris, Rapat Direksi dan
Rapat Dewan Komisaris mengundang Direksi
BOC Meetings, BOD Meetings, and BOC
Meetings with Invitation to BOD
376
PERTAMINA Laporan Tahunan 2016 Annual Report
382
385
396
405
406
416
419
420
421
421
422
423
423
424
426
428
430
431
431
Hubungan Afiliasi
Affiliations
Hubungan Kerja Dewan Komisaris dan Direksi
Work Relation between BOC and BOD
Kebijakan Keberagaman Komposisi
Dewan Komisaris dan Direksi
Diversity of BOC and BOD Composition Policy
Komite Audit
Audit Committee
Komite Nominasi dan Remunerasi
Nomination and Remuneration Committee
Komite Pemantau Manajemen Risiko
Risk Management Monitoring Committee
Sekretaris Dewan Komisaris
Board of Commissioners’ Secretary
Sekretaris Perusahaan
Corporate Secretary
Unit Audit Internal
Internal Audit Unit
Akuntan Publik
Public Accountant
Sistem Manajemen Risiko
Risk Management System
Sistem Pengendalian Internal
Internal Control System
Investor Relation
Investor Relations
Kasus dan Perkara Penting
Important Legal Cases
Informasi mengenai Sanksi Administratif dan
Finansial
Information on Administrative and Financial
Sanctions
Akses Informasi dan Data Perusahaan
Access to Information and Company’s Data
Kode Perilaku
Code of Conduct
Inisiasi Anti Gratifikasi
Initiation of Anti Gratification
Partisipasi dalam Politik
Participation in Politics
Sistem Pelaporan Pelanggaran
Fraud Reporting System
Pedoman Tata Kelola Perusahaan Terbuka
Corporate Governance Guidelines for Public
Company
Realisasi Program GCG 2016
Realization of GCG Programs in 2016
Rencana GCG 2017
GCG Plan for 2017
Klarifikasi Ada/Tidaknya Praktik
Bad Corporate Governance
Clarification on Whether Bad Corporate
Governance Practices Exist
Indeks Kepuasan Pelanggan
Customer Satisfaction Index
Pertamina Highlights
Pertamina
Highlights 2016
2016
Company Profile
%QORCP[2TQƒNG
Business
Support
Business Support
Management’s Discussion
Discussion and
Analysis
Management’s
and Analysis
Corporate
Corporate Governance
Governance
Corporate Social
SocialResponsibility
Responsibility
Corporate
Financial Report
Report
Financial
Other
Information
Other Information
7
432
Corporate Social
Responsibility
434
434
435
438
439
440
443
450
453
455
Komitmen Perseroan
Company’s Commitment
Program CSR
CSR Program
Ruang Lingkup Kegiatan
Scope of Activities
Program Bina Lingkungan
Community Development Program
Program Kemitraan
Partnership Program
Tanggung Jawab Pertamina terhadap
Lingkungan
Corporate Social Responsibility for the Environment
Tanggung Jawab Pertamina terhadap
Ketenagakerjaan, Kesehatan dan Keselamatan
Kerja
Corporate Social Responsibility for Employment
and Occupational Health and Safety
Tanggung Jawab Pertamina terhadap Sosial
dan Masyarakat
Corporate Social Responsibility for Social and
Community Development
Tanggung Jawab Pertamina terhadap
Konsumen dan Pelanggan
Corporate Social Responsibility for Consumer and
Customer
Rencana Program CSR 2017
CSR Program Plan 2017
457
Financial Report
458
673
Laporan Keuangan Konsolidasian PT Pertamina
(Persero) dan Entitas Anak
Consolidated Financial Statements of PT Pertamina
(Persero) and Subsidiaries
Other Information
674
677
692
Daftar Istilah
Glossary of Terms
Referensi SEOJK
Nomor 30-SEOJK.04-2016: Laporan Tahunan
Perusahaan Publik
SEOJK Reference
No. 30-SEOJK.04-2016: Annual Report of Public
Company
Kriteria Annual Report Award 2016
2016 Annual Report Award Criteria
PERTAMINA Laporan Tahunan 2016 Annual Report
8
5 Priorit as St rat egis
Pert amina
5 Pillars of Strategic Priorities
Pengembangan
Efisiensi di
Semua Lini
1 Sektor Hulu
2
• Pengambilalihan dan
pengembangan blok utama
Indonesia: Mahakam, Cepu, ONWJ
• Pengembangan internasional:
Algeria, M&A Internasional lain
• Akselerasi pengembangan
Geothermal & EBT
• Operations Excellence (Pemboran,
EOR, Efisiensi)
• Eksplorasi
• Reformasi pengadaan minyak
mentah dan produk minyak melalui
ISC yang berkelas dunia.
• Penekanan losses di semua lini
operasi, hulu, kilang, transportasi
laut & darat
• Streamlining fungsi-fungsi korporasi
• Sentralisasi pengadaan
• Sentralisasi marketing
Expand Upstream Activities
• Acquisition and development of
Indonesia’s main blocks:
Mahakam, Cepu, ONWJ
• International development:
Algeria, other International M&A
• Geothermal and New & Renewable
energy development acceleration
• Operations excellence (Drilling,
EOR, Efficiency)
• Exploration
Enterprise-Wide Efficiencies
• Reformation of crude and oil product
procurement through world-class ISC
• Reduce volume losses in all lines of
operations: upstream, refinery, sea
and land transportation
• Streamlining of corporate functions
• Procurement centralization
• Marketing centralization
3
Peningkatan
Kapasitas Kilang
dan Petrokimia
• Upgrade kilang (Refinery
Development Master Plan)
• Kilang baru (Grass Root Refinery
Project)
• Revitalisasi & integrasi kilang swasta
Increase Refining and
Petrochemical Capacity
• Refinery upgrade (Refinery
Development Master Plan)
• Grass Root Refinery Project
• Revitalization and integration of
private refinery
Pertamina Highlights 2016
Company Profile
Business Support
Management’s Discussion and Analysis
Corporate Governance
Corporate Social Responsibility
Financial Report
Other Information
9
4
Pengembangan Infrastruktur
dan Marketing
5
• Peningkatan kapasitas storage & terminal
• Pengembangan jaringan SPBU & pemasaran bertaraf
internasional
• Pengembangan infrastruktur receiving & regasifikasi LNG
serta SPBG
• Marketing Operation Excellence
• Go International
Develop Marketing and Distribution Infrastructure
Perbaikan Struktur Keuangan
• Penyelesaian piutang ke negara
• Penyelarasan strategi pembiayaan jangka pendek dan
panjang
• Pengelolaan perencanaan & evaluasi investasi
Improvement in Financial Structure
• Settlement of receivables to the Government
• Alignment of short-term and long-term funding strategies
• Management of investment planning & evaluation
• Enhancement of storage and terminal capacities
• Development of Public Fuel Filling Station and world class
marketing network.
• Development of LNG Receiving & Regasification facility as
well as Gas Refuelling Station.
• Marketing Operation Excellence
• Go International
Visi M enjadi Perusahaan Energi Nasional Kelas Dunia
M ew ujudkan Kemandirian Energi Nasional
Vision to be the World-Class National Energy Company
Realizing National Energy Independence
Pencapaian berdasarkan 5 Priorit as St rat egis Pert amina
10
Result of 5 Pillars of Strategic Priorities
01 Pengembangan Sektor Hulu | Expand Upstream Activities
•
•
•
Hingga Desember 2016 Pertamina telah menjadi pemegang
24,53% saham di Maurel & Prom SA (M&P).
Perpanjangan kontrak pengelolaan blok ONWJ.
Penambahan cadangan migas 2C tahun 2016 lebih tinggi 10%
dari 2015.
•
•
•
As of December 2016, Pertamina has been the holder of
24.53% shares in Maurel & Prom SA (M&P).
The extension of ONWJ block management contract.
Findings of 2C reserve in 2016 10% higher than in 2015.
02 Efisiensi di Semua Lini | Enterprise-Wide Efficiencies
•
•
•
•
•
•
Efisiensi biaya operasi hulu sebesar USD1,2 miliar.
Biaya pokok produksi kilang turun menjadi 97,1% MOPS
dibandingkan 98,2% MOPS pada 2015.
Yield Valuable Product meningkat
dari 75,52% menjadi
77,67%.
Efisiensi pengadaan minyak mentah dan produk minyak oleh
Integrated Supply Chain (ISC) senilai USD315,4 juta.
Penurunan total losses menjadi 0,13% dengan nilai efisiensi
sebesar USD143 juta.
Efisiensi dari sentralisasi procurement non-hydrocarbon mencapai
USD280 juta.
•
•
•
•
•
•
USD1.2 billion: the cost efficiency of upstream operations.
Refinery production cost decreased to 97.1% of MOPS
compared to 98.2% of MOPS in 2015.
Yield Valuable Product increased from 75.52% to 77.67%.
The efficiency of crude and oil products procurement by Integrated
Supply Chain (ISC) worth up to USD315.4 million.
Reduce of total losses to 0.13% with the efficiency value worth up
to USD143 million.
The efficiency of the centralized non-hydrocarbon procurement
worth up to USD280 million.
03 Peningkatan Kapasitas Kilang dan Petrokimia | Increase Refining and Petrochemical Capacity
•
•
Pengembangan kilang existing:
a. Proyek Langit Biru Cilacap (PLBC) di kilang Cilacap,
b. Refinery Development Master Plan (RDMP) di kilang
Balikpapan, kilang Cilacap, kilang Dumai dan kilang
Balongan.
Rencana pembangunan kilang baru:
a. GRR (Grass Root Refinery) East di Bontang
b. GRR West 1 dan 2 di Tuban.
•
The development of existing refineries:
a. Blue Sky Project Cilacap (PLBC) in Cilacap refinery unit,
b. Refinery Development Master Plan (RDMP) in Balikpapan,
Cilacap, Dumai and Balongan refinery units.
•
Construction of new refineries:
a. GRR (Grass Root Refinery) East in Bontang,
b. GRR West 1 and 2 in Tuban.
04 Pengembangan Infrastruktur dan Marketing | Develop Marketing and Distribution Infrastructure
•
•
•
Rencana pengembangan infrastruktur:
a. Pembangunan LPG Refrigerated di Jawa Barat
b. Pembangunan pipa transmisi gas di Pulau Jawa (Trans Java
Pipeline).
Program Marketing Go International dengan strategi market entry
ke negara Thailand.
Pembangunan 8 unit kapal tanker tipe GP 17.500 DWT buatan
dalam negeri.
•
Plan for infrastructure development:
a. LPG Refrigerated development in West Java
b. Construction of gas pipeline in Java (Trans Java Pipeline).
•
Marketing Go International Program with market entry strategy to
Thailand.
Locally constructed of 8 units of crude oil tankers Type GP
17,500 DWT.
•
05 Perbaikan Struktur Keuangan | Improvement in Financial Structure
•
•
•
Peningkatan jumlah free cash yang digunakan untuk mempercepat
pelunasan pinjaman.
Penurunan pinjaman jangka pendek dan jangka panjang yang
berdampak pada penurunan beban bunga.
Rasio liabilitas jangka panjang terhadap total aset semakin baik.
PERTAMINA Laporan Tahunan 2016 Annual Report
•
The increase of free cash used to accelerate the loan repayment.
•
The decrease in short-term and long-term liabilities resulted the
decrease of interest expense.
Better long-term liabilities to total assets ratio.
•
Inisiat if 2016
Pertamina Highlights 2016
Company Profile
Business Support
Management’s Discussion and Analysis
Corporate Governance
Corporate Social Responsibility
Financial Report
Other Information
11
Initiatives in 2016
Sebagai salah satu program besar transformasi Pertamina,
Breakthrough Project (BTP) menjadi andalan untuk mencapai
visi perusahaan energi nasional kelas dunia. Inisiatif-inisiatif
BTP difokuskan pada efisiensi di semua lini agar tetap mampu
bersaing di industri migas yang masih menghadapi tantangan
berat. Di tahun 2016, BTP New Initiatives mencanangkan
target pencapaian nilai tambah sebesar USD2,13 miliar dan
realisasi financial impact yang tercapai sebesar USD2,67
miliar atau 125% dari target.
As one of the big Pertamina transformation programs,
Breakthrough Project (BTP) is the foundation towards achieving
the vision of a world-class national energy company. BTP
initiatives are focused on efficiency in all business lines in
order to remain competitive in the oil and gas industry which
is still facing tough challenges. In 2016, BTP New Initiatives
launched achievement target of value added of USD2.13
billion and the actual financial impact was USD2.67 billion
or 125% of the target.
Di sektor hulu, efisiensi dilakukan melalui optimalisasi biaya
operasi, dari target financial impact sebesar USD850 juta,
berhasil terealisasi sebesar USD1,2 miliar. Efisiensi yang
dihasilkan sebesar USD437 juta dan sisanya berupa value
creation dari prioritasi pekerjaan.
In the upstream sector, efficiency was done through
optimization of operating expenses, with a financial impact
target of USD850 million, the actual result was USD1.2
billion. The generated efficiency was USD437 million and
the remaining was value creation from jobs prioritization.
Di sektor pengolahan program efisiensi mencakup peningkatan
margin kilang dan operational excellence. Pembenahan
Tata Kelola Arus Minyak (PTKAM) yang bertujuan menekan
losses terus dilanjutkan dan berhasil menurunkan total losses
di bawah target 0,2%, yaitu 0,13% dengan nilai efisiensi
sebesar USD143 juta.
In the processing sector, the efficiency program included
refinery margin improvement and operational excellence.
Revamping Project of Oil Flow Governance (PTKAM) which is
aimed to cut losses continued and managed to decrease the
total losses below the target of 0.2%, reaching 0.13% with
an efficiency value of USD143 million.
Transformasi pengadaan minyak dan produk minyak oleh
Integrated Supply Chain (ISC) masih menjadi bagian penting
dalam BTP. Di tahun 2016 Pertamina melanjutkan penataan
proses bisnis ISC dengan sejumlah langkah terobosan meliputi
pembelian hydrocarbon, baik minyak mentah, kondensat dan
LPG yang bersumber dari Iran, crude processing deal untuk
minyak Basrah Light Crude, maksimalisasi pembelian minyak
mentah domestik melalui negosiasi peningkatan volume
minyak mentah domestik yang disuplai kepada Pertamina
oleh KKKS dan implementasi HPS keekonomian dalam
pengadaan minyak mentah serta penyederhanaan syarat
dan ketentuan (GT&C) dalam pengadaan minyak mentah di
RU VI Balongan sesuai dengan standar internasional. Dari
target sebesar USD180 juta, ISC berhasil membukukan
efisiensi senilai USD315,4 juta.
Transformation of oil and oil products procurement by
the Integrated Supply Chain (ISC) is still an important part
of BTP. In 2016, Pertamina continued to restructure ISC
business processes with a number of breakthroughs including
the purchase of hydrocarbons, in the form of crude oil,
condensate and LPG coming from Iran, crude processing
deal for Basrah Light Crude oil, maximizing the purchase
of domestic crude oil through a negotiated increase in the
volume of domestic crude oil supplied to Pertamina by KKKS
and the implementation of economic OE in the procurement
of crude oil as well as simplification of general terms and
conditions (GT&C) in the procurement of crude oil in RU VI
Balongan in accordance with the international standards. Of
the target of USD180 million, ISC recorded an efficiency of
USD315.4 million.
BTP Marketing Operation Excellence (MOrE) oleh Direktorat
Pemasaran menjadi BTP dengan persentase pencapaian
financial impact tertinggi, yaitu USD613 juta dari target
USD150 juta terutama dari program peningkatan volume
penjualan pertalite dan dexlite, optimalisasi tonase kapal dan
bunker shipping, top-up dari optimalisasi supply chain serta
efisiensi dari stream infrastructure excellence.
BTP Marketing Operation Excellence (MOrE) by the Marketing
Directorate became a BTP with the highest percentage of
the actual financial impact, reaching USD613 million of the
targeted USD150 million mainly from the increased sales
volume program of pertalite and dexlite, optimization of
ship tonnage and bunker shipping, top-up from supply chain
optimization as well as efficiency of stream infrastructure
excellence.
Efisiensi seluruh direktorat juga memberi kontribusi penting
untuk capaian BTP. Dari target program sebesar USD172 juta
telah tercapai USD233 juta terdiri dari efisiensi ABO seluruh
direktorat dan fungsi di Kantor Pusat sebesar USD41,6 juta
dan prioritas rencana kerja sebesar USD191,2 juta.
The efficiency of all directorates is also an important contribution
to BTP achievement. Of the program’s target amounting to
USD172 million, the realization has reached USD233 million
consisting of ABO efficiency across directorates and functions
at the Head Office of USD41.6 million and work plan
prioritization of USD191.2 million.
PERTAMINA Laporan Tahunan 2016 Annual Report
12
Rencana Jangka Panjang Perusahaan
Long-term Corporate Plan
Untuk mewujudkan visi “Pertamina” yang dijabarkan dalam
Rencana Jangka Panjang Perusahaan (RJPP) 2015-2019,
Pertamina telah menetapkan tema strategi Aggressive
Upstream, Profitable Downstream yang diarahkan kepada
pencapaian sasaran perusahaan semaksimal mungkin, yang
meliputi:
Strategi Sektor Hulu
Menetapkan sasaran produksi minyak dan gas
sebesar 1.039,4 MBOEPD pada tahun 2019
dengan pertumbuhan produksi minyak dan gas
rata-rata Compound Annual Growth Rate (CAGR)
dari tahun 2015 ke 2019 sebesar 15% dengan
strategi sebagai berikut:
• Meningkatkan cadangan dan produksi
migas secara organik melalui kegiatan
eksplorasi dan pengembangan, EOR, serta
optimasi produksi.
• Meningkatkan cadangan dan produksi
migas secara organik dan anorganik melalui
akuisisi lapangan produksi, lapangan
pengembangan dan lapangan eksplorasi
baik domestik maupun luar negeri.
• Mengembangkan proyek investasi yang
memberikan keuntungan yang maksimal
pada periode lima tahun mendatang (20152019).
Upstream Sector Strategy
Determine target to reach Oil and gas production
amounted to 1,039.4 MBOEPD in 2019 with
average growth of oil and gas production
Compound Annual Growth Rate (CAGR)
by 15% from 2015 To 2019 with the following
strategies:
• Increasing oil and gas reserve and
production organically through exploration
and development activities, EOR, as well as
production optimization.
• Increasing oil and gas reserve and production
organically and inorganically through the
acquisition of production, development
and exploration fields, both domestic and
abroad.
• Development of investment projects that
provide maximum benefits in the upcoming
five years (2015-2019).
Selain tiga strategi utama, RJPP didukung oleh strategi-strategi
penunjang yang meliputi:
• Menerapkan prinsip-prinsip HSE excellence dalam setiap
kegiatan perusahaan.
• Menerapkan strategi Integrated Supply Chain (ISC) untuk
menjamin pengadaan stok nasional.
• Menyusun risk appetite dan risk tolerance dalam Corporate Top
Risk Profile.
• Meningkatkan kinerja korporasi, unit bisnis dan Anak Perusahaan
melalui penerapan performance management system yang lebih
baik.
• Menyusun corporate portfolio optimization secara terintegrasi
dan komprehensif.
• Mengoptimalkan Sistem Informasi Sumber Daya Manusia (HRIS)
berbasis ERP untuk seluruh siklus pengelolaan SDM.
PERTAMINA Laporan Tahunan 2016 Annual Report
In order to realize Pertamina’s strategy which carries the
theme “Aggressive Upstream and Profitable Downstream” in
supporting the achievement of Pertamina’s vision contained
in the Company’s Long Term Plan (RJPP) 2015-2019, the
development of corporate strategy is aimed to optimally
achieve the corporate goals, which include:
Strategi Sektor Gas, Energi Baru dan
Terbarukan
Obyektif utama dari bisnis gas, energi baru dan
terbarukan adalah untuk menangkap peluang
yang datang dari seluruh mata rantai bisnis
gas, mengembangkan dan mengintegrasikan
portofolio bisnis gas Pertamina dari hulu sampai
hilir serta mengembangkan bisnis energi baru
dan terbarukan di Indonesia melalui strategi
sebagai berikut:
• Memperluas sumber pasokan (sourcing
dan trading) domestik dan global untuk
penguasaan bisnis gas di pasar domestik.
• Mengembangkan sumber energi baru
dan terbarukan dengan memanfaatkan
insentif pemerintah dan kebijakan yang
menguntungkan lainnya.
• Mengembangkan infrastruktur LNG, LPG,
CNG, jaringan pipa gas industri (transmisi
dan distribusi) dan jaringan gas kota (city
gas), untuk memenuhi kebutuhan gas dan
penguasaan pasar domestik.
• Mengembangkan portofolio bisnis hilir secara
agresif dan berorientasi bisnis untuk CNG,
LNG (industri, pertambangan, transportasi
dan maritim), niaga gas dan transmisi dan
distribusi gas guna menguasai bisnis gas
di sepanjang value chain dan menciptakan
nilai tambah bagi pemangku kepentingan.
Besides the three main strategies, the Company’s Long Term Plan is
supported by supporting strategies which among others include:
• Apply the principles of HSE excellence in all of the Company’s
activities.
• Implement the Integrated Supply Chain (ISC) strategy to ensure
the procurement of national stocks.
• Formulate Risk Appetite and Risk Tolerance in the Corporate Top
Risk Profile.
• Improve corporate, business units and subsidiaries performances
through better implementation of Performance Management
System.
• Develop an integrated and comprehensive Corporate Portfolio
Optimization.
• Optimizing ERP based Human Resources Information System
(HRIS) for the whole cycle of HR management.
Pertamina Highlights 2016
Company Profile
Business Support
Management’s Discussion and Analysis
Corporate Governance
Corporate Social Responsibility
Financial Report
Other Information
13
Gas, New and Renewable Energy
Sector
The main objectives of the gas and new renewable
energy business is capturing opportunities from
all gas business chain, developing and integrating
Pertamina’s gas business portfolio from upstream
to downstream and developing new renewable
energy business in Indonesia through the following
strategies:
• Expanding the source of domestic and global
supply (source and trade) for gas business
domination in domestic market.
• Developing new renewable energy sources
by utilizing government incentives and other
favourable policies.
• Developing infrastructure of LNG, LPG,
CNG, industrial gas pipeline (transmission
and distribution) and city gas distribution
network, to meet the needs of gas and to
capture a dominant domestic market.
• Implementing an aggressive and businessoriented strategy to develop downstream
business portfolio of CNG, LNG (industrial,
mining, transport and maritime), gas trading,
and gas transmission and distribution to
control gas business along the value chain
and create added value for stakeholders.
•
•
•
•
•
•
•
Strategi Sektor Hilir (Pengolahan dan
Pemasaran dan Niaga)
Tema strategi bisnis sektor bisnis Hilir adalah
profitable downstream, yaitu peningkatkan
keuntungan melalui peningkatan daya saing,
efisiensi serta optimasi operasional kilang
terhadap produk yang bernilai jual, melalui
strategi sebagai berikut:
• Memenuhi kebutuhan produk hilir domestik
dengan supply chain yang kompetitif.
• Meningkatkan marjin hilir melalui peningkatan
efisiensi operasional dan produk bernilai
tinggi.
• Meningkatkan kapabilitas dan daya saing
kilang kelas dunia beserta infrastruktur
pendukungnya melalui investasi proyekproyek strategis dalam kurun waktu 5 tahun
mendatang (2016-2020).
• Fokus pada pelanggan untuk mewujudkan
kapabilitas pelayanan kelas dunia terhadap
customer.
• Operational excellence dan cost leadership.
• Menjalin kemitraan strategis untuk bersinergi
dalam menghadapi persaingan.
• Membangun kapabilitas kelas dunia melalui
pembangunan
kapabilitas
organisasi
kelas dunia baik dari sisi aspek fisik
(pembangunan infrastruktur), sumber daya
manusia maupun kesisteman. Proses bisnis
terus disempurnakan agar mencapai lean
operation untuk mendukung para tenaga
penjualan sebagai ujung tombak penjualan
M&T.
Mengembangkan Corporate University sebagai vehicle dalam
menyiapkan sumber daya manusia pada jenjang teknis,
operasional, strategik dan visioner.
Implementasi modul business planning and consolidation (BPC)MySAP di PT Pertamina (Persero).
Mengembangkan sistem SAP Business Object-CFO Dashboard,
untuk mendukung kecepatan dan ketersediaan informasi yang
terstandarisasi bagi pengambil keputusan yang mobile.
Mengembangkan office center yang smart, green dan iconic
Mengimplementasi program Internal Control over Financial
Reporting (ICoFR) untuk mendorong penerapan pengendalian
internal di Pertamina sesuai dengan IFRS (International Financial
Reporting Standard).
Mendorong perubahan berbasis Information Communication
dan Technology (ICT) dan shared services.
Pemenuhan kebutuhan barang dan jasa berbasis Supply Chain
Management.
•
•
•
•
•
•
•
Downstream Sector Strategy (Refinery
and Marketing).
The theme of downstream business is profitable
downstream, which is increasing profit through
the increase in competitiveness, efficiency and
optimization of refinery operation of high value
products through the following strategies:
• Meeting the needs of the domestic
downstream products with competitive supply
chain.
• Increasing
downstream
margins
by
increasing operational efficiency and highvalue products.
• Improving
the
capabilities
and
competitiveness of world-class refinery and
supporting infrastructure through strategic
project investments in the upcoming five years
(2016-2020)
• Focus on customers to realize the world-class
customer services capabilities.
• Operational excellence and cost leadership.
• Creating synergistic strategic partnership to
face competition.
• Building a world class capabilities by
building a world-class organization in terms
of physical aspects (infrastructure), human
resources and system. Continuing business
process improvement to achieve lean
operation to support sales forces as the M&T
sales spearheads.
Develop Corporate University as a “vehicle” in preparing human
resources on the technical, operational, strategic and visionary
levels.
Implementation of the Business Planning and Consolidation (BPC)
-MySAP module at PT Pertamina (Persero).
Development of SAP Business Object-CFO Dashboard system to
support the speed and availability of standardized information for
mobile decision makers.
Developing a smart, green and iconic office centre.
Implementing Internal Control over Financial Reporting (ICOFR)
Program to encourage the implementation of internal control
in Pertamina in accordance with IFRS (International Financial
Reporting Standard).
Encouraging changes through Information Communication and
Technology (ICT) and shared services.
Meeting the goods and services needs through Supply Chain
Management.
PERTAMINA Laporan Tahunan 2016 Annual Report
10 Keunggulan Pert amina
14
10 Pertamina Excellences
Sebagai Perusahaan energi nasional kelas dunia, Pertamina
memiliki keunggulan-keunggulan, yaitu:
As a world class national energy Company, Pertamina has a
number of excellences, which are:
Mengoperasikan bisnis minyak dan gas yang
terintegrasi dari hulu hingga hilir yang saling
mendukung dalam kontribusi pendapatan,
menjadikan Pertamina mampu menghadapi
kondisi harga minyak global yang belum
membaik.
Operating an integrated business from
upstream to downstream which mutually
support in revenue contribution, has
positioned Pertamina as a company that is
able to face the global oil price conditions of
the which is not improved.
Melakukan program-program Breakthrough
Project (BTP) dengan total financial impact
sebesar USD2,67 miliar yang dihasilkan dari
top up revenue, efisiensi, dan value creation
serta melakukan inovasi Pertamina tanpa
henti, yang dibuktikan melalui Continuous
Improvement Program (CIP) dengan value
creation Rp24,6 triliun tahun 2016.
Conducting Breakthrough Project (BTP)
programs with total financial impact of
USD2.67 billion resulting from top up
revenue, efficiency, and value creation and
conducting Continuous Improvement Program
(CIP) with value creation of Rp24.6 trillion in
2016.
3
Memiliki wilayah operasi blok migas
internasional di