ARA Perhutani 2012 LOW

PEMANTAPAN PROSES BISNIS

MENUJU

PERHUTANI EKSELEN

CONSOLIDATION BUSINESS PROCESS TOWARDS EXCELLENT PERHUTANI

PERUM PERHUTANI

Laporan Tahunan

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Annual Report

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2012

PERUM PERHUTANI

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Laporan Tahunan

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Annual Report

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2012

PERUM PERHUTANI Kantor Pusat

Gedung Manggala Wanabakti Blok VII, Lt. 9–11

Jl. Gatot Subroto, Senayan Jakarta Pusat, 10270 Tel : (021) 5721282 Fax : (021) 5733616

email : humas@perumperhutani.com www.perumperhutani.com

Laporan Tahunan

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Annual Report

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2012

MENUJU PERHUTANI EKSELEN

PEMANTAPAN PROSES BISNIS

Daftar Isi

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Content

Daftar Isi

Content

Menuju Perum Perhutani Ekselen

Towards Excellent Perum Perhutani

Teknologi Informasi Sebagai Business Enabler

Information Technology as A Business Enabler

Pengelolaan Hutan Lestari Sebagai Syarat Mutlak Kelestarian Bisnis Perum Perhutani

Sustainable Forest Management as An Essential Condition

to Perhutani Business Sustainability

Sejarah Sertiikasi FSC di Perum

Perhutani

The History of FSC Certiication

in Perum Perhutani

Kilas Kinerja 2012

Highlights of 2012 Performance

Ikhtisar Keuangan

Financial Highlights

Ikhtisar Operasional

Operational Highlights

Peristiwa Penting yang Terjadi di

Tahun 2012

Signiicant Events in 2012

Laporan Dewan Pengawas dan Direksi

Report of Supervisory Board and Board

Of Directors

Laporan Dewan Pengawas Report of Supervisory Board Laporan Direksi

Report of The Boards of Directors

Lembar Pertanggungjawaban Laporan Tahunan

Responsibility of Annual Report

Proil Perusahaan Company Proile Sekilas Perusahaan

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Produk, Jasa dan Bidang Usaha

Product, Service, and Business Field Struktur Organisasi

Organizational Structure

Visi, Misi dan Budaya Perusahaan

Corporate Vision, Mission, and Culture

Sumber Daya Manusia

Human Capital

Pengembangan Usaha

Business Development

Wilayah Kerja dan Peta

Work Area and Operational Map

Daftar Kantor Anak Perusahaan dan Perusahaan Ailiasi

Listing of Subsidiary Ofice, Afiliated Company and Branch Ofice

Penghargaan dan Sertiikasi

Awards and Certiications

Anak Perusahaan dan Perusahaan Ailiasi beserta Strukturnya

Subsidiaries and Afiliated Companies Lembaga Profesi Penunjang Perusahaan Professional

Institutions of the Company Supporting

Proil Dewan Pengawas

Supervisory Board’s Proile

Proil Direksi

Board of Directors Proile Komposisi Pemegang Saham

Composition of Shareholders

Analisis dan Pembahasan Manajemen

Management Discussion and Analysis

Tinjauan Umum

General Review Tinjauan Bisnis Business Overview

Tinjauan Operasi Per Segmen Usaha

Daftar Isi

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Content

Kemampuan Membayar Utang dan

Tingkat Kolektibilitas Piutang

The Ability to Pay Debts and Accounts

Receivable Collectivity Level

Struktur Modal, Kebijakan

Manajemen Atas Struktur Modal dan

Tingkat Solvabilitas

Capital Structure, Management Policy on

Capital Structure and Solvability Level

Ikatan Material Untuk Perolehan Barang Modal

Material Contract of Capital Goods Acquisition

Informasi Keuangan Yang

Mengandung Kejadian Yang Bersifat Luar Biasa dan Jarang Terjadi

Financial Information Containing Characteristically Extraordinary and Rarely Happen

Informasi dan Fakta Material Mengenai Investasi, Ekspansi, Divestasi, Akuisisi atau Restrukturisasi Utang/Modal

Information and Material Fact Happen After The Date of Accountant Report

Transaksi Yang Mengandung

Benturan Kepentingan dan Transaksi

Dengan Pihak yang Memiliki

Hubungan Istimewa (Ailiasi)

Transactions Containing Conlict of

Interest, and the Nature of Transactions

with Afiliated Parties

Perubahan Peraturan Perundang-undangan yang Berpengaruh Signiikan Terhadap Perusahaan

The Amendement of Regulation

Having Signiicant Effects on The

Company

Tata Kelola Perusahaan Good Corporate Governance Potret Tata Kelola Perusahaan

GCG On Snapshot

Prinsip Tata Kelola Perusahaan

Kebijakan Tata Kelola Perusahaan

GCG Policy

Struktur dan Mekanisme Tata Kelola

Perusahaan

GCG Structure and Mechanism

Pemilik Modal

Capital Owner

Hak dan Wewenang Pemilik Modal

Right and Priviledge of Capital Owner Dewan Pengawas

Supervisory Board

Tugas, Kewenangan dan Kewajiban

Dewan Pengawas

Duties, Authority, and Obligations of

Supervisory Board

Frekuensi Rapat dan Tingkat Kehadiran

Dewan Pengawas

Supervisory Board’s Meeting and

Attendance Frequency

Komite-komite Lain di Bawah Dewan

Pengawas

Other Commitees Under The Supervisory

Board Komite Audit Audit Committee Komite Nominasi Nomination Committee Komite Remunerasi Remuneration Committee

Komite Manajemen Resiko

Risk Management Committee

Direksi

Board of Directors

Tugas, Kewenangan dan Kewajiban

Direksi

Duties, Authority, and Obligations of Board of Directors

Asessment Terhadap Dewan Pengawas dan Direksi

Assesment to Supervisory Board and

Board of Directors

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Prosedur Penetapan dan Besarnya Remunerasi Dewan Pengawas dan

Direksi

Determination Procedure and Cost of

Remuneration of Supervisory Board and

Board of Directors

Sekretaris Perusahaan

Corporate Secretary

Satuan Pengawas Intern (SPI)

Internal Audit Unit (IAU)

Kode Etik

Code of Conduct

Whistleblowing System

Whistleblowing System

Perkara Penting yang Dihadapi Oleh

Perum Perhutani

Important Cases Faced by Perum Perhutani

Akuntan Perusahaan

Corporate Accountant

Teknologi Informasi

Information Technology

Manajemen Resiko

Risk Management

Tanggung Jawab Sosial Perusahaan

Corporate Social Responsibility

Komitmen dan Kebijakan Keselamatan dan Kesehatan Kerja

Commitment and Work Safety and Health Policy

Tanggung Jawab Kepada Konsumen

Costumers Responsibility

Laporan Keuangan

Financial Report

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Menuju Perum Perhutani Ekselen

B

UMN merupakan tangan kedua pemerintah dalam melaksanakan pembangunan setelah APBN. Untuk itu BUMN dituntut untuk men-jadi instrument ketahanan nasional di bidang pangan, energy dan air. Selain itu BUMN juga diharapkan un-tuk menjadi engine of growth yaitu mesin pendorong pertumbuhan nasional dan BUMN harus menjadi pelopor dan kebanggan nasional. Berkaitan den-gan ketiga misi BUMN tersebut, Perum Perhu-tani diberi tugas oleh Negara untuk mengelola kawasan seluas 2,5 juta hektar di Pulau Jawa dan Madura.

Menurut Direktur Utama Perum Perhutani, di dalam melaksanakan tugasnya Perum Perhutani harus punya rencana atau road map yang jelas yaitu bagaimana agar Perum Perhutani menjadi penge-lola hutan yang ekselen. Target-target harus dilaku-kan secara terukur, terprogram sehingga tentunya secara bertahap cita-cita menuju Perum Perhutani yang ekselen akan tercapai sesuai harapan.

Towards Excellent Perum Perhutani

Menuju Perum Perhutani Ekselen

Towards Excellent Perum Perhutani

SOEs are the government’s second-hand to imple-ment developimple-ment after the state budget. Required

for that, SOEs state to become a national security

instrument in the ield of food, energy, and water.

In addition, SOEs are also expected to be engine of growth that is the national growth supporting en -gine, and SOEs should be the pioneer and national

pride. Relates to theat SOEs’ three missions, Perum Perhutani given task by the State to manage an area of 2.4 million hectares in the island of Java and Madura.

According to the President Director of Perum Per -hutani, in carrying out their duties, Perum Perhu

-tani must have a plan or a clear road map of how to be an excellent forest stewards. The targets should

be measurable and programmed, so gradually, the ideals towards the excellent Perum Perhutani will

Langkah menuju status sebagai pengelola hutan yang ekselen dimulai dengan penataan dan peng-golongan bisnis inti. Bisnis inti Perum Perhutani adalah meningkatkan potensi sumberdaya hutan. Sehingga Perum Perhutani selalu mengedepankan penanaman bibit unggul yang sekarang ini se-dang dilakukan secara intensif.

Upaya-upaya mengoptimalkan potensi sumber-daya hutan itu dilakukan melalui penanaman bibit unggul di tanaman Jati dengan produk Jati Plus Perhutani (JPP) yang didapatkan dengan sistem silvikultur intensif, juga pengembangan tanaman pinus bocor getah, pengembangan tanaman karet, dan penanaman kayu putih bibit unggul.

Langkah berikutnya adalah revitalisasi industri produk kayu dan non kayu. Hal ini dilakukan

den-gan diversiikasi jenis tanaman, terutama untuk

mendukung industri yang ada. Revitalisasi industri ini diwujudkan dengan meningkatkan kapasitas in-dustri kayu dan non kayu yang sudah dimiliki Perum Perhutani, lalu melakukan pembangunan industri baru antara lain pabrik derivative gondorukem dan terpentin di Pemalang, pabrik plywood di Kediri, pabrik pengolahan porang di Kediri, pabrik minyak kayu putih dan pengembangan 162 titik wana wisata yang tersebar di seluruh wilayah Perum Perhutani. Hal itu sekaligus menegaskan berjalannya proses transformasi bisnis dan revitalisasi industri yang telah dilakukan beberapa tahun terakhir. Jika dulu lebih dari 75% bisnis Perum Perhutani ditopang oleh pendapatan dari kayu, dalam lima tahun terakhir kontribusi produk non kayu naik 35%. Bahkan di-harapkan kelak 70% pendapatan akan didapat dari industri baik kayu dan non kayu, sedangkan 30% dari penjualan kayu bundar.

Jika dilihat dari potensi dan areal yang Perum Per-hutani kelola, maka potensi tersebut sudah sangat mencukupi. Langkah untuk peningkatan produkti-vitas sudah dimulai dan selanjutnya perlu diterus-kan dengan langkah-langkah yang lain. Sehingga

Step toward status as an excellent forest stewards

began with the arrangement and classiication of the core business. Perum Perhutani’s core business is to increase the potential of forest resources. So that Perum Perhutani always puts planting

exce-llent seeds that are now being carried out inten

-sively.

Efforts to optimize the potential of the forest re -sources through planting excellent seed in the Teak

cultivation with Perhutani Teak Plus (JPP) product which is obtained from intensive silviculture sys-tems, leaking sap pine development also, rubber cultivation, and planting eucalyptus excellent seeds.

The next step is the revitalization of timber and non-timber industryy. This is done with the diversiication of plants, especially to support existing industry. The industry rrevitalization is realized by increasing the capacity of timber and non-timber industry that is

already owned by Perum Perhutani, then do the con -struction of new industrial plants such as Gum Rosin

and turpentine derivatives factory in Pemalang,

ply-wood factory in Kediri, porang processing factory in

Kediri, eucalyptus oil factory and the development of

162 point ecotourism that are scattered throughout

the area of Perum Perhutani.

It conirmed the passage of business process trans-formation and the industry revitalization that has been done in recent years all at once. If it was more than 75% of Perum Perhutani’s business income sustained from timber revenue, in the last ive years, the contribution of non-timber products rose 35%. Even it’s expected in the future that 70% revenues will be derived from both industry and non-timber wood, while 30% of the sales of log wood.

If it seen of potency and areas which is manage

by Perum Perhutani, then the potency is suficient. Measures to increase the productivity have been

started and therefore need to continue with the

Kondisi Teknologi Informasi Perum

Perhutani

S

ebagai bagian dari penerapan Permen BUMN No. PER-01/MBU/2011tangggal 1 Agustus 2011 Tentang Penerapan Tata Kelola Perusahaan yang Baik (GCG) pada BUMN, pasal 2 dan 30 dimana Direksi BUMN wajib menerapkan tata kelola teknologi informasi, pada tahun 2012 Perum Perhutani melakukan Audit Teknologi In-formasi, dengan didampingi oleh PT LAPI ITB (In-stitut Teknologi Bandung).

Hasil Audit menunjukkan bahwa pada saat diaudit kematangan Teknologi Informasi Perum Perhutani masih pada tingkatan sangat awal. Secara umum, keselarasan keberadaan TI dalam mendukung strategi bisnis sesuai dengan Business Imperative TI masih rendah, sebagaimana ditunjukkan oleh belum adanya strategi dan agenda TI agar se-laras dengan strategi dan agenda-agenda bisnis. Demikian pula tingkat kepuasan stakeholder (in-ternal) atas layanan TI dan penciptaan value dari TI saat ini masih kurang.

Arsitektur TI Perum Perhutani masih belum optimal dalam mendukung transaksi bisnis maupun proses analitis dan pembuatan keputusan. Perencanaan dan pengelolaan jaringan komunikasi TI terutama di kantor unit dan KPH/KBM masih kurang. Dan demikian pula perencanaan dan pengelolaan Data Center dan DRC (Data Recovery Center) masih

be-Information Technology

as a Bussiness Enabler

Teknologi Informasi

sebagai Bussines Enabler

The Existing of Perum Perhutani

Information Technology

As a part of the application of SOEs Ministry Regu

-lation No. PER-01/MBU/2011 dated August 1, 2011 on Implementation of Good Corporate Governance (GCG) in SOEs, chapters 2 and 30, where the Board

of Directors of SOEs are required to implement in -formation technology management; Perum Perhu -tani doing Information Technology Audit in 2012,

accompanied by PT. LAPI ITB (Bandung Technology Institute).

Audit results showed that at the time of audited, Pe

-rum Perhutani’s Information Technology maturity is still at a very early level. In general, the presence

of IT alignment supporting business strategy in ac

-cordance with Business Imperative IT is still in a low level, as indicated by the lack of its strategy and agendas to align with business’ strategy and agen-das. Similarly, the level of stakeholder satisfaction (internal) for IT services and the creation of value from IT is still lacking. Similarly, anticipation and control of IT in the face of risk is still inadequate.

IT architecture of Perum Perhutani still not opti -mal in supporting business transactions as well as

analytical and decision-making processes. Planning

and management of IT communication networks,

especially in the units ofice and KPH / KBM is still lacking. And so did the planning and management of the Data Center and the DRC (Data Recovery Center) is still not exists nor lacking.

Secara keseluruhan, tata kelola TI masih banyak perlu perbaikan. Dari standar skore tingkat ke-matangan, dari skala 0 sampai 5, diketahui skore kematangan TI Perhutani masih belum mencapai “1”. Idealnya baseline tingkat kematangan adalah “3”. Diketahui kapabilitas dan kapasitas SDM TI masih rendah. Demikian pula kebijakan dan prose-dur kerja bidang TI masih belum tersedia. Keter-batasan dukungan TI atas bisnis dan risiko-risiko potensial yang terdapat pada arsitektur sistem informasi dan arsitektur infrastruktur sebenarnya merupakan dampak dari kematangan yang masih sangat rendah tersebut.

Road Map TI

Berdasarkan analisa lingkungan dan strategi pe-rusahaan ke depan, peran strategis TI Perum Per-hutani dirumuskan dalam Keputusan Direksi No. 594/Kpts/Dir/2012 tanggal 12 Nopember 2012 tentang Master Plan Teknologi Informasi Perum Perhutani jangka 2012-2016. Didalam Master Plan disebutkan tentang peran strategis bagi TI yaitu bahwa Teknologi Informasi Perum Perhutani ha-rus mampu sebagai “Business Enabler”, yang akan dicapai melalui transformasi dan integrasi proses bisnis menuju pengelolaan hutan lestari. Strategi TI kemudian dijabarkan dalam sebuah road map dan perincian kegiatan selama 5 tahun ke depan dalam bidang tata kelola, infrastruktur, sistem in-formasi serta struktur organisasi dan SDM.

Dalam rangka mendukung perbaikan Tata Kelola TI lebih lanjut, dengan SK Direksi Perum Perhu-tani No 627/Kpts/Dir/2012 tanggal 12 Desember 2012 tentang Komite Teknologi Informasi Perum Perhutani, diharapkan perencanaan, pembuatan keputusan strategis bidang TI serta pengendalian kegiatan bidang TI dapat segera diwujudkan.

In addition, overall, there are still many IT mana- gement that needs improvement. Maturity level

scores, from 0 to 5 scale, known that the IT maturity

score of Perhutani has not yet to reach “1”. Baseline maturity level is “3”. IT human resource capability and capacity still low. Similarly, policies and pro-cedures for IT sector is still not available. Thus the

limitations of IT support for the business and the potential risks contained in the information systems architecture and infrastructure architecture is actu

-ally an effect of its low maturity level.

IT Road Map

Based on the environmental analysis and corporate

strategy forward, the strategic role of Perum Perhu

-tani IT deined in Director’s Decree No. 594/Kpts/ Dir/2012 dated November 12, 2012 on the Informa-tion Technology Master Plan 2012-2016 term of Pe-rum Perhutani. The strategic role of IT is mentioned in the Master Plan ii that the Information Techno-logy of Perum Perhutani should serve as a “Business Enabler”, which will be achieved through the

trans-formation and integration of business processes into

sustainable forest management. IT strategy then translated into a road map and details of activities during the next 5 years in the areas of governance,

infrastructure, information systems and organiza

-tional structure and human resources.

In order to support improvements in IT

manage-ment, with the Board of Directors Decree of Perum

Perhutani No. 627/Kpts/Dir/2012 dated December

12, 2012 about Information Technology Commit -tee of Perum Perhutani, its expected that strategic

U

ni Eropa dan Amerika Serikat saat ini sa-ngat gencar memerangi usaha perusakan hutan (illegal logging) yang pada dasarnya me-miliki dampak sangat besar terhadap pemanasan global. Berbagai peraturan telah dikeluarkan terkait dengan penggunaan kayu dan produk kayu yang diijinkan untuk dipasarkan di Uni Eropa dan Amerika. Di Indonesia, khususnya Perum Perhutani, telah mengalami masa suram dalam pengelo-laan hutan selama kurun waktu 1998 – 2005. Pada kurun waktu tersebut terjadi penjarahan hutan besar-besaran yang menyebabkan rusaknya potensi sumber daya hutan di wilayah kerja Perum Perhutani. Dampak-nya adalah tidak diteri-manya produk kayu Perum Perhutani oleh pasar Uni Eropa dan Amerika Serikat. Sehingga hal ini secara lang-sung mempengaruhi kon-disi keuangan Perum Perhutani. Untuk dapat kembali memasarkan produk kayunya ke pasar internasional,

Uni Eropa dan Amerika Serikat mewajibkan pada Perusahaan dibidang kehutanan untuk memiliki

Sertiikasi kayu sebagai tanda Perusahaan tersebut

melaksanakan Pengelolaan Hutan Lestari.

Sustainable Forest Management

as An Essential Condition

to Perhutani Business Sustainability

Pengelolaan Hutan Lestari

Sebagai Syarat Mutlak

Kelestarian Bisnis Perum Perhutani

European Union and the United States is currently

very vigorous effort to combat deforestation (illegal logging) which basically has a very large impact on global warming. Various regulations have been

is-sued relating to the use of wood and wood prod -ucts which are allowed to be marketed in the Eu

-ropean Union and the United States. In Indonesia, Perum Perhutani in particular, have

suf-fered through the dismal forest man

-agement during the period 1998-2005. At this period occurred the

massive looting that led to the

destruction of the forest re -source potential in the re

-gion of Perum Perhutani.

The impact is the rejec -tion of Perum Perhu

-tani’s wood products by

European Union and the

United States markets. So this directly affects the

i-nancial condition of Perum

Perhutani. To be able

return-ing to market its timber products to the international market, the European Union and the United States requires the forestry

company to owned the wood certiication as a sign

that the company is implementing Sustainable For

Sertiikasi kayu merupakan salah satu unsur

pen-ting untuk mendorong praktik hutan lestari. Sebab, melalui label yang tertera dalam setiap produk akhir akan memudahkan siapa saja memeriksa sumber kayu yang menjadi bahan mentahnya. FSC (Forest Stewardship Council) telah menjadi

standar internasional sertiikasi kayu dan produk

kayu. Setiap perusahaan yang memiliki sertii

-kat FSC bisa menggunakan logo atau label pada

produknya. Penggunaannya bisa berupa lealet,

plat besi tempel atau cetakan pada carton pack-ing. Seluruh rantai distribusi kayu dari pengelola hutan, distributor kayu, industri pengelola kayu hingga peritel yang menjual produk kayu

terse-but ke konsumen harus memiliki sertiikat FSC

sebelum bisa menerapkan label pada produk. Di dalam logo harus dicantumkan kode khusus yang bisa dihubungkan ke nama perusahaan produsen. Audit dan pemeriksaan distribusi material pada

sertiikat FSC memiliki proses yang panjang dan

tidak mudah, sehingga setiap organisasi atau

pe-rusahaan yang ingin memiliki sertiikat FSC harus

benar-benar mengikuti aturan yang dipandu oleh

SmartWood. Sertiikasi Pengelolaan Hutan Lestari

(Sustainable Forest Management)

Sejarah Sertiikasi FSC di Perum

Perhutani

Pada tahun 1990, Perum Perhutani merupakan perusahaan pertama di dunia yang mendapat pengakuan internasional dengan penghargaan

“Certiicate of Rain Forest Alliance for Sustainable

Forest Management” dari Smartwood Rain Forest Alliance Amerika Serikat untuk seluruh kawasan hutan Perum Perhutani Jawa dan Madura.

Pada tahun 2002 sertiikat tersebut dicabut, namun

Perum Perhutani tetap berkomitmen melakukan

sertiikasi kembali dengan membentuk Kelompok Kerja Sertiikasi berdasarkan Keputusan Direksi

no. 614/Kpts/Dir/2002 pada September 2002 dan dikuatkan dengan Keputusan Direksi Nomor 430/ Kpts/Dir/2003. Kelompok kerja melakukan

fasili-tasi dan pendampingan untuk proses sertiikasi di

lapangan.

Berdasarkan Visi Perusahaan, Manajemen Perum Perhutani berkomitmen untuk memperoleh

kem-bali sertiikat Sustainable Forest Management

(SFM) standar Forest Stewardship Council untuk seluruh unit forest manajemen pada tahun 2015. Sebuah structure organisasi Biro Pengelolaan Hu-tan Lestari dibentuk di Kantor Pusat, Kantor Unit

Timber certiication is one of the important ele-ments to encourage sustainable forest practices. Therefore, through a label in each inal product

it will be easier for anyone to check the source of

wood raw material. FSC (Forest Stewardship

Coun-cil) has become the international standard of tim

-ber and wood products certiication . Any company that has FSC certiication can use the logo or label on their products. Its use can be a lealet, iron plate paste or print on the packing carton. The entire of

wood distribution chain which are start from forest management timber distributor, timber manage -ment industry up to retailers who sell the timber

products to the consumer must have a certiicate before it can apply the FSC label on the product.

Logo must include special code that can be linked

to the name of the manufacturer. Audit and mate-rial distribution inspection on FSC certiicate has a

long process and not easy, so that any organiza

-tion or company that would like to have FSC

certii-cate must strictly adhere to the rules that guided by

SmartWood.

The History of FSC Certiication in

Perum Perhutani

In 1990, Perum Perhutani is the irst company in

the world who gained international recognition

with the award “Certiicate of Rain Forest

Alli-ance for Sustainable Forest Management” from the SmartWood Rain Forest Alliance, United States for

the entire forest area of Perum Perhutani in Java and Madura.

In 2002 the certiicate is revoked, but Perum Per-hutani remains committed to regain the certiicate by formed Certiication Working Group which es-tablished by the Board of Directors Decree no. 614/ Kpts/Dir/2002 in September 2002 and conirmed by the Board of Directors Decree No. 430/Kpts/ Dir/2003. The working group is facilitating and mentoring the certiication process in the ield.

Based on the Company Vision, Perum Perhutani Management is committed to regain Sustainable

Forest Management (SFM) certiicate standards of

the Forest Stewardship Council (FSC) for the entire

unit of forest management in 2015. An

organiza-tional structure of Sustainable Forest Management

Pengakuan internasional dalam bentuk sertii

-kat SFM standar FSC ini secara signiikan mampu

mendukung pemantapan proses bisnis Perum Perhutani terutama dalam kegiatan ekspor hasil industri kayu maupun non kayu produksi Perum Perhutani.

Berikut perjalanan panjang Perum Perhutani dalam Pengelolaan Hutan Lestari :

1990

Perhutani merupakan perusahaan pertama di

du-nia yang mendapat “Certiicate Of Rain Forest Al

-liance For Sustainable Forest Management” dari Smartwood Rain Forest Alliance Amerika Serikat untuk seluruh kawasan hutan Perhutani Jawa dan Madura

1994

Sertiikat Pengelolaan Hutan Lestari (PHL) Per -hutani diperbarui oleh Smartwood untuk seluruh wilayah kerja Perhutani. Dimana penilaian untuk

sertiikasi menggunakan prinsip dan standar

Fo-rest Stewardship Council (FSC) dan dilakukan pada setiap KPH

1998

KPH Kebonharjo, Cepu dan Mantingan Unit I Jawa Tengah pada tahun 1997 dinilai oleh Smartwood Rain Forest Alliance Amerika Serikat dan setahun

kemudian KPH tersebut memperoleh Sertiikat PHL Standar FSC dengan nomor sertiikat SW-FM-COC-053

1999

KPH Kendal Unit I Jawa Tengah, KPH Madiun dan

KPH Lawu Ds Unit II Jawa Timur mendapat Sertii

-kat PHL Standar FSC dari Smartwood Rain Forest Alliance Amerika Serikat. Selain itu Industri Kayu

Cepu dan Brumbung juga menerima Sertiikasi

CoC Standar FSC dari Smartwood

2001

Sertiikat PHL standar FSC Perhutani yang mencakup

6 KPH ditangguhkan oleh Smartwood, karena Perhutani tak mampu melakukan perbaikan atas kerusakan hutan sebagaimana batas waktu yang ditentukan

2002

Sertiikasi PHL Standar FSC Perhutani dicabut

2003

KPH Kendal dan KPH Kebonharjo Unit I Jawa Tengah

menyiapkan sertiikasi PHL standar FSC dengan

didampingi konsultan TFT

International recognition in the form of FSC’s Stan-dard of SMF Certiicate was signiicantly able to support consolidation of Perum Perhutani’s

busi-ness processes, especially in the export operational

of Perum Perhutani’s timber and non-timber in-dustry products.

Perum Perhutani’s long journey in Sustainable Forest

Management as follow:

1990

Perhutani is the irst company in the world to be awarded “Certiicate Of Rain Forest Alliance For

Sustainable Forest Management” from the Smart -Wood Rain Forest Alliance, United States for the

entire forest area of Perum Perhutani in Java and Madura.

1994

Perhutani’s certiicate of Sustainable Forest

Mana-gement (SFM) updated by SmartWood to the entire working area of Perhutani, where the assessment

for certiication using the principles and standards

of Stewardship Forest Council (FSC) and performed

at every KPH

1998

KPH Kebonharjo, Cepu, and Mantingan of Unit I

Central Java in 1997 assessed by SmartWood Rain

Forest Alliance, United States and a year later the

KPHs obtain FSC’s Standard of SMF Certiicate with certiicate number SW-COC-FM-053

2000

KPH Kendal of Unit I Central Java, KPH Madiun and Lawu of Unit II East Java got FSC’s Standard of SMF Certiicate from SmartWood Rain Forest Alli-ance, United States. Moreover, Cepu and Brumbung Wood Industry also received FSC’s standard of CoC certiication from SmartWood.

2001

The Perhutani’s FSC’s Standard of SMF Certiicate covering 6 KPH suspended by SmartWood, because Perhutani not able to repair the damage of the

fo-rest as the deadline

2002

The Perhutani’s FSC’s Standard of SMF Certiicate was revoked

2003

KPH Kendal and KPH Kebonharjo of Unit I Central

Java prepare the FSC’s Standard of SMF

2004

KPH Ciamis Unit III Jawa Barat dan Banten

menyiap-kan sertiikasi PHL standar FSC dengan didampingi

konsultan TFT

2005

KPH Cepu dan KPH Randublatung Unit I Jawa

Ten-gah menyiapkan Sertiikasi PHL standar FSC di -dampingi konsultan TFT. Juga Industri Kayu Cepu menyiapkan Sistem Lacak Balak (CoC) pengen-dalian kayu dengan dampingan TFT. Begitu pula Perhutani Unit II Jawa Timur menyiapkan 5 KPH yakni Madiun, Saradan, Bojonegoro, Jatirogo dan

Banyuwangi Utara menyiapkan sertiikasi PHL.

Mereka didampingi konsultan dari WWF Indonesia

2006

Pra dan Penilaian Utama dilakukan di KPH Kebon-harjo dan KPH Kendal Unit I Jawa Tengah oleh Woodmark Soil Association (WSA)

2007

Perhutani belum menerima keputusan akhir

Serti-ikasi PHL untuk KPH Kendal dan KPH Kebonharjo

dari WSA sampai ada penilaian lapangan dan pen-injauan ulang untuk menyelesaikan proses

serti-ikasi. WSA akan melakukan kunjungan lapangan

Desember 2007

2008

Pre-Assessment oleh SGS Qualifor pada lima KPH yaitu Cepu dan Randublatung (Unit I Jawa Tengah), Madiun dan Banyuwangi Utara (Unit II Jawa Timur) dan KPH Ciamis (Unit III Jawa Barat dan Banten). Berdasarkan keputusan akhir WSA untuk KPH Ken-dal dan KPH Kebonharjo, WSA merekomendasikan

supaya Perhutani melakukan partial certiication

pada 7 KPH yaitu KPH Randublatung, Pemalang, Blora, Purwodadi, Pekalongan Barat, Kedu Utara dan Jatirogo

2009

Main Assessment oleh SGS Qualifor terhadap 5 KPH yang sebelumnya dilakukan pre-assessment. Selanjutnya sesuai kebijakan baru FSC terhadap perusahaan yang memiliki unit management yang

banyak untuk dilakukan partial certiication di 18

KPH, antara lain Unit I Jawa Tengah terdiri dari KPH Mantingan, Gundih, Telawa, Pekalongan Timur, Banyumas Barat dan Banyumas Timur. Unit II Jawa Timur terdiri dari KPH Saradan, Lawu Ds, Nganjuk, Jombang, Mojokerto dan Probolinggo. Sedangkan

2004

KPH Ciamis of Unit III West Java and Banten pre-pare the FSC’s Standard of SMF Certiication

assist-ed by the FSC consultant

2005

KPH Cepu and KPH Randublatung of Unit I Cen

-tral Java prepare the FSC’s Standard of SMF Certi-ication assisted by the TFT consultant. The Cepu

Timber Industry also prepare the Chain of Costudy

(CoC) timber control system with TFT consultant. Similarly, Perhutani Unit II East Java prepare 5 KPH : Madiun, Saradan, Bojonegoro, Jatirogo and North Banyuwangi for preparing SFM certiication. They

assisted by consultant from WWF Indonesia

2006

Pre and Primary Assessment were conducted in KPH Kebonharjo and KPH Kendal of Unit I Central

Java by Woodmark Soil Association (WSA)

2007

Perhutani has not received the inal decision of SMF certiication for KPH Kendal and KPH Kebonharjo from WSA until existing of ield assessment and re-view to complete the certiication process. WSA will conduct site visits in December 2007

2008

Main Assessment by SGS Qualifor on ive KPH : Cepu and Randublatung (Unit I Central Java), Ma-diun and North Banyuwangi (Unit II East Java) and Ciamis (Unit III West Java and Banten). Based on WSA inal decision for KPH Kendal and KPH

Ke-bonharjo, WSA recommends that Perhutani should

perform partial certiication at 6 KPH : Pekalongan, Pemalang, Blora, Purwodadi, North Kedu and

Ja-tirogo

2009

SGS Qualifor recommend to do partial certiica-tion at 16 KPH, among other Unit I Central Java

consists of KPH Mantingan, Gundih, Telawa, East

Pekalongan, West Banyumas and East Banyumas. Unit II East Java consists of KPH Saradan, Lawu Ds, Nganjuk, Jombang, Mojokerto and Probolinggo. As for the Unit III West Java and Banten, among oth-ers KPH Tasikmalaya, Sumedang, Majalengka, Ku-

2010

WSA dan perwakilan dari FSC International melakukan reassessment untuk KPH Kendal dan KPH Kebonharjo, sekaligus melakukan kembali

partial certiication ke KPH Blora dan Pekalongan

Timur (Unit I Jawa Tengah), KPH Probolinggo dan Parengan (Unit II Jawa Timur). Pada reassessment ini FSC mengeluarkan kebijakan dasar (Policy on Association) berkaitan dengan penerapan dan pengendalian kayu (Controlled Wood)

2011

Perhutani mendapatkan sertiikat FSC untuk 2 KPH,

masing-masing KPH Kebonharjo dan KPH Kendal.

2012

Perhutani kembali mendapatkan sertiikat FSC un

-tuk 3 KPH, yakni KPH Cepu, KPH Randublatung dan KPH Ciamis

2010

WSA and representatives of FSC International

con-ducted a reassessment to KPH Kendal and KPH

Kebonharjo, as well as perform partial certiication

to KPH Blora and East Pekalongan (Unit I Central

Java), KPH Probolinggo and Parengan (Unit II East Java). At this reassessment FSC issued a basic

poli-cies (Policy Association) relating to the implemen -tation and timber control (Controlled Wood)

2011

Perhutani obtain FSC certiication for 4 (four) KPH, respectively KPH Kebonharjo, KPH Kendal, KPH

Cepu, and KPH Randublatung

2012

Perhutani obtain the FSC certiicate for 3 KPH, ie,

Kilas Kinerja 2012 |

Highlights of 2012 Performance

Ikhtisar Keuangan

|

Financial highlight

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Kilas Kinerja 2012 |

Highlights of 2012 Performance

Ikhtisar Keuangan

|

Financial highlight

Highlights of 2012 Performance

Kilas Kinerja 2012 |

Highlights of 2012 Performance

Ikhtisar Keuangan

|

Financial highlight

NERACA 2012 2011 2010 BALANCE SHEET

ASET LANCAR Current assets

Kas dan setara kas 827,066,696,931 782,611,633,635 914,128,294,666 Cash and cash equivalent Piutang usaha 179,134,991,069 193,752,991,044 177,567,523,135 Trade receivables Persediaan 539,660,874,850 566,747,110,802 358,658,942,952 Inventories Uang muka dibayar 27,936,311,450 34,851,202,818 23,624,698,717 Prepaid advanced Biaya dibayar di muka 9,927,387,223 11,098,013,036 9,419,270,838 Prepaid expenses Pajak dibayar di muka 127,760,446,573 50,817,426,645 44,304,515,497 Prepaid taxes Aset lancar lainnya 54,669,659,689 23,172,763,827 16,888,996,653 Other current assets Jumlah Aset Lancar 1,766,156,367,785 1,663,051,141,807 1,544,592,242,458 Total current assets

ASET TIDAK LANCAR Non current assets

Tanaman belum menghasilkan 2,848,821,309 - - Unproduces plant Aset tetap 539,553,596,385 386,246,588,510 298,247,376,904 Fixed assets Aset pajak tangguhan 75,950,232,631 78,633,918,253 60,347,848,373 Deferred taxes Biaya ditangguhkan 33,482,576,664 33,638,166,271 39,939,517,315 Deferred charges Aset tidak lancar lainnya 25,869,274,604 26,439,202,041 16,115,177,701 Other current assets Jumlah Aset Tidak Lancar 677,704,501,593 524,957,875,075 414,649,920,293 Total non-current assets

JUMLAH ASET 2,443,860,869,378 2,188,009,016,882 1,959,242,162,751 Total assets

LIABILITAS JANGKA PENDEK Current liabilities Utang bank 126,971,769,890 127,221,696,139 6,299,999,999 Bank loan Utang usaha 71,136,166,601 59,770,422,269 31,199,253,046 Trade payable Liabilitas lain kepada Negara 1,590,552,587 2,901,030,513 4,406,992,807 Other liability to state Uang muka penjualan hasil hutan 50,445,146,832 30,852,519,975 24,354,684,423 Forest product sales advances Biaya yang masih harus dibayar 149,545,084,332 113,529,522,483 139,186,640,762 Accrued expenses

Utang pajak 48,967,024,776 20,742,409,712 48,021,882,871 Tax payables Liabilitas lancar lainnya 30,909,015,810 16,381,461,040 55,770,983,112 Other current liabilities Jumlah Liabilitas Jangka Pendek 479,564,760,828 371,399,062,131 309,240,437,020 Total current liabilities LIABILITAS JANGKA PANJANG Long-term liabilities Dana reboisasi 9,667,589,237 7,787,452,565 30,167,591,854 Greening fund

Uang muka kerjasama operasional 26,035,978,831 22,706,252,559 15,254,013,829 Joint operational advances Kewajiban imbalan pasca kerja 99,902,727,149 113,873,192,782 85,351,640,135 Employee beneits liabillities Liabilitas jangka panjang lainnya 2,747,479 10,182,377,165 - Other Long-term liabilities Jumlah Liabilitas Jangka Panjang 135,609,042,696 154,549,275,071 130,773,245,818 Total Long-term liabilities JUMLAH LIABILITAS 615,173,803,524 525,948,337,202 440,013,682,838 Total liabilities

EKUITAS Equity

Modal – Berasal dari kekayaan Negara 700,000,000,000 700,000,000,000 700,000,000,000 Equity Cadangan umum 866,647,783,033 740,759,328,373 590,229,584,365 Reserves

Cadangan tujuan 64,652,038,663 64,652,038,663 64,652,038,663 Restrictive reserves

Saldo laba yang belum ditentukan penggunaannya 202,149,873,704 149,762,903,334 156,044,744,008 Unappropriate retained earnings Kepentingan Non Pengendali (4,762,629,546) 6,886,409,310 8,302,112,877

Jumlah Ekuitas 1,828,687,065,854 1,662,060,679,680 1,519,228,479,913 Total equity

Posisi Neraca Perum Perhutani 2010 - 2012

Kilas Kinerja 2012 |

Highlights of 2012 Performance

Ikhtisar Keuangan

|

Financial highlight

Laporan Rugi Laba Konsolidasian 2012 2011 2010 Consolidated statements of income Pendapatan bersih 3,555,951,151,000 3,144,313,481,551 2,787,176,210,654 Revenue

Beban pokok penjualan (2,679,388,238,568) (2,268,915,222,358) (2,049,177,641,301) Cost of Revenue Laba bruto 876,562,912,432 875,398,259,193 737,998,569,353 Gross Proit

Beban usaha Operating Expenses

Beban distribusi 151,992,054,713 139,861,935,378 124,956,803,896 Marketing expenses

Beban administrasi 535,536,678,089 669,465,148,498 472,746,124,713 General and administrative expenses Beban hutan lindung 842,045,637 2,014,731,098 1,863,340,734 Expenses of protected forest Jumlah beban usaha 688,370,778,439 811,341,814,974 599,566,269,343 Total operating expenses Laba (rugi) usaha 188,192,133,993 64,056,444,219 138,432,300,010 Operating income

Pendapatan / (beban) lain-lain Other Income (expenses) Pendapatan lain-lain 120,247,544,932 139,984,266,163 84,498,730,617 Other income

Biaya lain-lain (44,517,909,758) (20,911,237,321) (17,189,711,663) Other expenses

Jumlah pendapatan/(beban) lain-lain 75,729,635,174 119,073,028,842 67,309,018,954 Total Other Income (expenses)

Laba (rugi) sebelum pajak

peng-hasilan 263,921,769,167 183,129,473,061 205,741,318,964 Proit before income tax

Manfaat (beban) pajak penghasilan Beneit (expense)

Kini (64,170,381,176) (54,517,112,750) (41,057,451,750) Current tax Tangguhan (2,683,685,621) 19,724,766,290 (8,630,720,166) Deferred tax Jumlah (66,854,066,797) (34,792,346,460) (49,688,171,916) Total income tax

Laba bersih sebelum hak minori

-tas 197,067,702,370 148,337,126,601 156,053,147,048

Net income before minority inter -est

Hak minoritas pemegang saham anak perusahaan

The minority shareholders of subsid-iaries

PT Perhutani Alam Wisata (1%) 47,549,099 9,282,591 (1,033,910) PT Perhutani Anugerah Kimia (45%) 5,034,622,235 1,416,494,142 (7,369,130) Jumlah 5,082,171,334 1,425,776,733 (8,403,040)

Kilas Kinerja 2012 |

Highlights of 2012 Performance

Ikhtisar Keuangan

|

Financial highlight

KEPUTUSAN MENTERI BUMN NO. 100 2012 2011 2010 DECISION LETTER MINISTER OF SOE NO. 100

RASIO KEUANGAN FINANCIAL RATIOS

Imbalan kepada Pemegang Saham 16.00 20.00 20.00 ROE

Imbalan Investasi 12.00 15.00 13.50 ROI

Rasio Kas 5.00 5.00 5.00 Cash Ratio

Rasio Lancar 5.00 5.00 5.00 Current Ratio

Periode Penagihan 5.00 5.00 5.00 Collection Periods

Perputaran Persediaan 5.00 4.50 5.00 Inventory Turn Over

Perputaran Total Asset 5.00 5.00 5.00 TATO

Rasio Modal Sendiri terhadap Total Asset 8.00 8.00 8.00 Total Capital Ratio Against Total Assets

RASIO OPERASIONAL OPERATIONAL RATIO

Rasio Kelestarian 5.00 5.00 5.00 Sustainable Ratio

Rasio Pengolahan 4.00 5.00 5.00 Processing Ratio

Rasio PMDH 1.00 5.00 4.00 PMDH Ratio

RASIO ADMINISTRASI ADMINISTRATION RATIO

Laporan Perhitungan Tahunan 3.00 3.00 3.00 Calculation annual report

Rancangan RKAP 3.00 3.00 3.00 Work plan company budgets

Laporan Periodik 3.00 2.00 2.00 Periodic report

Kinerja PUKK PUKK performance

1) Efektiitas Penyaluran Dana - - - 1) Effectiveness of channeling funds 2) Tingkat Kolektibilitas 2.00 2.00 1.00 2) Collectibility level

Kinerja Perum Perhutani berdasarkan Keputusan Menteri BUMN No. 100/MBU/2002 Performance of Perum Perhutani Based on SOEs Ministry Decree No. 100/MBU/2002

Kilas Kinerja 2012 |

Highlights of 2012 Performance

Ikhtisar Keuangan

|

Financial highlight

Pendapatan bersih

Revenue

Total Laba (Rugi) Komprehensif

Total Comprehensif Proit

Laba (rugi) Sebelum Pajak

Penghasilan

Proit Before Income Tax

Laba (Rugi) Usaha

Operating Income

2012

2012

2012

2011

2011

2011

2010

2010

2010

3,555,951,151,000

202,149,873,704

263,921,769,167 188,192,133,993 3,144,313,481,551

149,762,903,334

183,129,473,061 64,056,444,219 2,787,176,210,654

156,044,744,008

205,741,318,964 138,432,300,010

Kilas Kinerja 2012 |

Highlights of 2012 Performance

Eficiency Ratio

2010

2011

2012

Inventory Turnover

7.77

5.55

6.59

Collection Periode

22.30

21.44

18.39

Fixed Asset Turnover

9.35

8.14

6.59

Total Asset Turnover

1.34

1.23

1.46

Liquidity Ratio

2010 2011 2012

Current Ratio

5.00

4.48

3.68

Quick Ratio

3.84

2.95

2.56

Leverage Ratio

2010

2011

2012

Debt to Total Asset Ratio

1.50

2.43

2.91

Kilas Kinerja 2012 |

Highlights of 2012 Performance

Proitabilitas Ratio

2010

2011

2012

Gross Proit Margin Ratio

0.31

0.36

0.25

Operating Proit Ratio

0.12

0.14

0.07

Net Proit Margin Ratio

0.10

0.12

0.06

Return on Invesment

26.52

30.16

20.12

Operating Margin

Rasio(Rasio laba usaha

atas penjualan)

0.09

0.10

0.05

2010

2011

2012

ROE

0.17

0.19

0.11

Kilas Kinerja 2012 |

Highlights of 2012 Performance

Ikhtisar Oprasional

|

Operasional highlight

No Uraian Kegiatan

Description

Satuan

Unit 2012 2011 2010

1 Pengukuran Trase Baru

New Trase Measurement hm 354 421 454 2 Pengukuran Trase Ulang _{Trase re-measurement} hm 661 331 160 3 Pembuatan BATB

BATB Construction ha 777 573 -

4 Penataan Hutan

Forest Management ha 475,976 405,237 502,985 5 Pengukuran Alur

Path Measurement hm 22,175 48,481 27,241 6 Pengadaan Benih Jati

Teak Seed Procurement kg 7,816 8,151 28,094 7 Pengadaan Benih Pinus

Pine Seed Procurement kg 851 409 628 8 Pengadaan Benih Damar

Damar Seed Procurement kg 43 49 15

9 Pengadaan Benih Mahoni

Mahogany Seed Procurement kg 9,455 9,901 10,327 10 Pengadaan Benih Kayu Putih

Cajuput Seed Procurement kg 5 6 11

11 Pengadaan Bibit Jati

Teak Seed Procurement batang 28,570,607 36,967,976 37,007,276 12 Pengadaan Bibit Pinus

Pine Seed Procurement batang 8,885,291 6,316,679 6,714,282 13 Pengadaan Bibit Damar

Damar Seed Procurement batang 554,847 487,682 625,307 14 Pengadaan Bibit Mahoni

Mahogany Seed Procurement batang 6,874,019 9,501,985 9,164,668 15 Pengadaan Bibit Kayu Putih

Cajuput Seed Procurement batang 3,670,155 5,679,197 9,944,880 16 Pelaksanaan Tanaman

Plantation ha 46,448 55,796 54,519

17 Pemeliharaan Tanaman

Plant Maintaining ha 93,334 85,557 184,390 18 Perawatan Hutan _{Forest Conservation} ha 14,335 20,105 264,224 19 Tebangan Kayu Jati

Teak Felled Wood ha 26,317 39,679 35,301 20 Tebangan Kayu Rimba

Kilas Kinerja 2012 |

Highlights of 2012 Performance

Ikhtisar Keuangan

|

Financial highlight

Significant Events in 2012

Peristiwa Penting

di Tahun 2012

Kilas Kinerja 2012 |

Highlights of 2012 Performance

PERHUTANI-

PEMKOT SOLO

Eco Edu Park Taman Balekambang, Solo

Perhutani-Solo Government

Built Eco Edu Park Taman Balekambang, Solo

PERHUTANI-KORSEL perkuat perlindungan hutan

Perhutani-South Korea, Strenghten Forest Conservation

MARUBENI beli gum rosin PERHUTANI

MARUBENI Bought Perhu

-tani’s Gum Rosin

Lantai kayu PERHUTANI

tembus pasar Eropa

Perhutani’s Wood Floor Break

Throught The European Market

PERHUTANI ekspor kayu jati

RP 463 M

Perhutani’s Teak Wood Export Amounts IDR 463 Billion

02 Pebruari 2012

February 2, 2012

02 Maret 2012

March 2, 2012

31 Maret 2012

March 31, 2012

17 April 2012

April 17, 2012

7 Juni 2012

Kilas Kinerja 2012 |

Highlights of 2012 Performance

PERUM PERHUTANI dan KEJAKSAAN AGUNG tendatangi kerjasama bidang hukum perdata dan tata usaha negara dalam rangka perlindungan

hutan

Perum Perhutani and Attor -ney General signed Coorpo

-ration in Civil Law and Ad-ministrative Law for Forest Conservation

PERHUTANI gandeng TELKOM

Perhutani Hand in Hand With Telkom

Pabrik sagu PERHUTANI didukung UNIVERSITAS NEGERI PAPUA

Perhutani Sago Factory

Supported by University State

of Papua

PERHUTANI bantu lestarikan Owa Jawa

Perhutani Supported Owa Jawa Conservation

PERHUTANI ikut kongres produsen gum rosin dunia di

Boston

Perhutani Participate in Gum Rosin Producer World Congress in Boston

Jakarta, 12 Juni 2012

Jakarta, June 12, 2012

Jakarta, Rabu 8

Agustus 2012

Jakarta, Wednesday, August 8, 2012

22 Agustus 2012

August 22, 2012

Boston, 19 September 2012

Boston, September 19, 2012

26 Juli 2012

Kilas Kinerja 2012 |

Highlights of 2012 Performance

Ikhtisar Keuangan

|

Financial highlight

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Laporan Dewan Pengawas dan Direksi |

Report of Supervisory Board and Board Of Directors

Report of Supervisory Board

and Board Of Directors

Laporan

Dewan Pengawas

dan Direksi

Laporan Dewan Pengawas dan Direksi |

Report of Supervisory Board and Board Of Directors

“Secara umum kegiatan usaha Perum

Perhutani pada tahun 2012 masih

banyak dipengaruhi oleh kondisi lesunya

perekonomian dunia, khususnya yang

melanda Eropa dan Amerika. Belum

membaiknya harga gondorukem dan

terpentin di pasar internasional ikut

memberikan andil yang signiikan

terhadap pencapaian pendapatan usaha

Perum Perhutani. Namun demikian,

patut disyukuri dengan kondisi

perekonomian Indonesia yang cukup

kondusif, sebagaimana tergambar dari

pertumbuhan ekonomi 6,23% dan

tingkat inlasi yang terkendali di angka

4,3%, dapat dimanfaatkan secara baik

oleh perusahaan sehingga membantu

pencapaian kinerja Perum Perhutani

tahun 2012”.

Laporan Dewan Pengawas

Report of Supervisory Board

In general, business activity of Perum

Perhutani in 2012 was still much

inluenced by the global economic

slowdown, particularly that swept

Europe and America. Lack of

im-provement in the price of Gum Rosin

and Turpentine in the international

market contributed signiicantly to

the achievement of Perum Perhutani’s

revenue. However, be thankful with

the Indonesian economy that is

con-ducive, as illustrated in the economic

growth of 6.23% and the under

con-trol of inlation rate at 4.3% rate, can

be used by the Company so as help

the achievement of the performance

of Perum Perhutani in 2012 “.

Laporan Dewan Pengawas dan Direksi |

Report of Supervisory Board and Board Of Directors

Pemilik Modal dan Pemangku Kepentingan Yang Terhormat,

D

engan mengucapkan puji dan syukur ke-hadirat Tuhan Yang Maha Esa, kami dapat menyampaikan laporan pengawasan atas kinerja Direksi Perusahaan sebagaimana tertuang dalam Laporan Tahunan 2012 Perum Perhutani. Tahun 2012 merupakan tahun yang menantang, namun berkat kerja keras seluruh jajaran maka Pe-rum Perhutani dapat melaluinya dengan baik. Se-cara umum kegiatan usaha Perum Perhutani pada tahun 2012 masih banyak dipengaruhi oleh kon-disi lesunya perekonomian dunia, khususnya yang melanda Eropa dan Amerika. Belum membaiknya harga gondorukem dan terpentin di pasar

interna-sional ikut memberikan andil yang signiikan ter

-hadap pencapaian pendapatan usaha Perum Per-hutani. Namun demikian, patut disyukuri dengan kondisi perekonomian Indonesia yang cukup kon-dusif, sebagaimana tergambar dari pertumbuhan

ekonomi 6,23% dan tingkat inlasi yang terkendali

di angka 4,3%, dapat dimanfaatkan secara baik oleh perusahaan sehingga membantu pencapaian kinerja Perum Perhutani tahun 2012.

Pada tahun 2012 terdapat perubahan kebijakan akuntansi terkait dengan aset tanaman, yang se-belumnya dikapitalisir berubah menjadi beban biaya pada periode berjalan. Perubahan kebijakan tersebut terjadi sebagai akibat terbitnya Peraturan Menteri Kehutanan No. P.23/Menhut-II/2012 ten-tang Pedoman Pelaporan Keuangan pada Perum Perhutani. Laporan keuangan tahun 2010 dan 2011 telah disajikan kembali (restatement) agar sesuai dan mencerminkan perubahan kebijakan akuntansi tersebut. Dampak secara umum atas penyesuaian tersebut adalah meningkatnya Be-ban Pokok Penjualan (HPP), yang berujung pada turunnya pencapaian laba perusahaan pada tahun 2010 dan 2011.

Pencapaian Kinerja Perusahaan

Dewan Pengawas menilai bahwa Direksi dan selu-ruh jajaran Perum Perhutani telah bekerja sesuai dengan arah dan strategi Perusahaan, sebagaima-na yang dituangkan dalam rencasebagaima-na kerja dan ang-garan perusahaan.

Dear Stakeholder,

W

ith utter praise and gratitude to the presence of God Almighty, we are able

to deliver a report on the performance

monitoring of Board of Directors as set in this 2012

Annual Report of Perum Perhutani.

The year 2012 was a challenging year, but thanks to the hard work of its whole range so that Perum

Perhutani can get through it ine. In general, busi-ness activity of Perum Perhutani in 2012 was still much inluenced by the global economic slowdown, particularly that swept Europe and America. Lack of improvement in the price of Gum Rosin and

Tur-pentine in the international market contributed sig

-niicantly to the achievement of revenue of Perum Perhutani. However, be thankful with the Indone-sian economy that is conducive, as illustrated in the economic growth of 6.23% and the under control of inlation rate at 4.3% rate, can be used by the corporate so as help the achievement of the perfor-mance of Perum Perhutani in 2012.

In 2012, there is a change in accounting policy re

-lated to plant assets, which previously capitalized

then turned into a burden costs in the current pe

-riod. The policy changes occur as a result of the is-suance of the Minister of Forestry Regulation P.23/ Menhut-II/2012 about Financial Reporting Guide-lines on Perum Perhutani. Financial statements year 2010 and 2011 have been restated to it and relect the changes in accounting policies. General impact

on the adjustment is increasing Cost of Goods Sold

(COGS), which led to the decline in the achievement of Company proits in 2010 and 2011.

Achievement of the Corporate’s

Performance

Supervisory Board considers that Board of Directors

and whole range of Perum Perhutani has worked in accordance with the corporate direction and strat

Laporan Dewan Pengawas dan Direksi |

Report of Supervisory Board and Board Of Directors

Pendapatan usaha Perum Perhutani Tahun 2012 adalah sebesar Rp3.555,9 miliar, atau 100,2% dari RKAP yang sebesar Rp3.550,1 miliar. Pendapatan Pe-rum Perhutani terutama didorong oleh pendapatan dari sektor dalam negeri, khususnya segmen usaha kayu tebangan (tercapai 118,1%) dan kayu olahan (tercapai 171,8%). Pencapaian tersebut kiranya perlu mendapat apresiasi karena mampu tumbuh 13,1% jika dibandingkan tahun 2011, serta menunjukkan perkembangan yang positif dengan semakin me-ningkatnya kontribusi segmen usaha non kayu dan kayu olahan terhadap pendapatan usaha Perum Perhutani secara total.

Peningkatan kontribusi segmen usaha non kayu dan kayu olahan tersebut merupakan hal yang baik dan perlu dilanjutkan, dalam rangka mengu-rangi ketergantungan terhadap sumber daya kayu yang yang jumlahnya semakin terbatas dari tahun

ke tahun. Oleh sebab itu, Perum Perhutani perlu

menyusun road map/rencana strategis yang tepat atas arah pengembangan perusahaan ke depan. Penyusunan road map tersebut diharapkan dapat dijadikan pedoman dalam upaya untuk meman-faatkan peluang dan antisipasi terhadap tantangan dan kendala yang dihadapi Perum Perhutani. De-wan Pengawas menyarankan Direksi perlu terus melakukan penyempurnaan di berbagai bidang, baik dari proses bisnis, strategi dan operasional perusahaan yang didukung sarana dan prasarana, kompetensi SDM, dan sistem yang terintegrasi. Kegiatan investasi diharapkan menjadi perhatian utama bagi manajemen, dan hendaknya dapat di-laksanakan secara optimal guna mendukung pen-ingkatan kinerja Perusahaan ke depan. Manaje-men perlu memperbaiki proses perencanaan dan pemenuhan prasyarat legal formal atas pelaksa-naan investasi, sehingga keterlambatan program investasi bisa dihindari.

Sejalan dengan meningkatnya gangguan

keaman-an hutkeaman-an dkeaman-an konlik tenurial, kegiatkeaman-an penga -manan dan perlindungan hutan perlu senantiasa ditingkatkan kinerjanya, khususnya dengan lebih mengedepankan pendekatan preventif dan per-suasif. Direksi perlu lebih aktif melaksanakan koor-dinasi dengan instansi terkait, serta meningkatkan peran serta masyarakat dalam kegiatan perlin-dungan dan pengamanan hutan melalui program PHBM (Pengelolaan Hutan Bersama Masyarakat)

Perum Perhutani business revenues in 2012 amounting to IDR 3,555.9 billion, or 100.2% of the RKAP at IDR 3,550.1 billion. Perum Perhutani rev-enue was primarily driven by revrev-enue from the

do-mestic sector, especially the segment business of logs

(achieved 118.1%) and processed wood (achieved 171.8%). These achievements would have to be ap-preciated of being able to grow 13.1% compared to the year 2011, and showed a positive trend with the increasing contribution of non-timber business

segments and processed wood to Perum Perhutani

business revenues in total.

Increasing of the contribution of non-timber

busi-ness segment and processed wood is a good thing and should be continued, in order to reduce de -pendence on timber resources which are in limited

number from year to year. Therefore, Perum Per-hutani will need to develop the right strategic road map / plan to the direction of the Company ‘s future development.

The road map preparation is expected to be used as

guidelines in an effort to take advantage of

oppor-tunities and anticipating the challenges and con

-straints faced by Perum Perhutani. The Supervisory Board advise the Board of Directors to make im-provements in many areas continuously, both from

its business process, strategy and operations which are supported by infrastructure, human resource

competencies, and integrated systems.

Investment activity is expected to be a major

con-cern for management, and should be implemented

optimally to support the Company ‘s future perfor-mance improvement. Management needs to im-prove the planning process and fulillment of

for-mal legal prerequisite for the implementation of

investment, so that investment delays program can be avoided.

In line with the increasing security threats and con

-licts of forest tenure, the forest protection and secu-rity activities need to improve continuosly, especial-ly with the emphasizes of preventive and persuasive approach . Board of Directors need to be more ac-tively coordinate with relevant agencies, as well as

increasing community participation in forest pro

-tection and enforcement activities through CBFM

program (Forest Management) and empowerment

Laporan Dewan Pengawas dan Direksi |

Report of Supervisory Board and Board Of Directors

Perum Perhutani telah turut berperan dalam mendukung Ketahanan Pangan Nasional melalui pelaksanaan Program GP3K (Gerakan Pening-katan Produktivitas Pangan berbasis Korporasi), dan mampu memberikan hasil yang cukup

sig-niikan. Hal ini perlu untuk lebih ditingkatkan lagi

karena potensinya masih sangat besar. Dalam hal Program Kemitraan dan Bina Lingkungan (PKBL), Perum Perhutani juga ikut berperan aktif menya-lurkan dan melakukan pembinaan kepada mitra usaha kecil dan koperasi di berbagai bidang, serta bekerja sama dengan pihak ketiga yang berkom-peten. Dewan Pengawas mengharapkan agar hal ini ditingkatkan antara lain dengan meningkatkan tingkat kolektibilitas pinjaman dan segera meny-elesaikan piutang PKBL yang macet. Pelaksanaan Program GP3K dan PKBL juga agar dapat dise-laraskan dengan usaha-usaha dalam mengatasi

gangguan keamanan hutan dan konlik tenurial.

Implementasi Good Corporate

Governance

Dewan Pengawas mengharapkan agar pelaksa-naan Good Corporate Governance (GCG) dilaku-kan secara konsisten di seluruh jajaran dalam per-usahaan, dan tidak hanya sekedar slogan, namun benar-benar dapat menjadi pedoman bersama. Dewan Pengawas terus memantau dan memas-tikan bahwa GCG telah diterapkan secara efek-tif dan berkelanjutan. Dewan Pengawas secara teratur melakukan kontak dengan Direksi untuk membahas dan memberi arahan dalam mengatasi berbagai tantangan, serta mengantisipasi dampak perubahan situasi perekonomian, perundang- undangan, dan lingkungan terhadap Perusahaan. Dalam melaksanakan fungsi pengawasan dan pemberian nasihat manajemen perusahaan, De-wan Pengawas dibantu oleh dua Komite, yaitu Komite Audit dan Komite Manajemen Risiko. Fungsi pengawasan dan pemberian nasihat ini dilaksanakan melalui pertemuan rutin yang dia-dakan dengan Direksi, dan melalui pendelegasian kepada masing-masing Komite terkait.

Perubahan Komposisi Dewan

Pengawas

Selama tahun 2012 telah terjadi beberapa perubah-an komposisi Dewperubah-an Pengawas yaitu pengperubah-angkatperubah-an Sdr. Sarwono Kusumaatmadja melalui Keputusan Menteri BUMN No. KEP-60/MBU/2012 tanggal 6

Perum Perhutani has played a role in supporting the implementation of the National Food Security

through GP3K Program (A Corporate based In-creasing Food Productivity Movement), and able to provide signiicant results. This needs to be im-proved because of its huge potency. In terms of the Partnership and Community Development (PKBL), Perum Perhutani also take an active role on chan-neling and providing guidance to small businesses and cooperatives partners in various ields, as well as working with a competent third party. The Su-pervisory Board expects that it will be improved by increasing the level of collectibility of loans and im-mediately resolve the PKBL bad debt. Implementa-tion of GP3K and PKBL Program also to be aligned with efforts to overcome the disturbances and forest tenure conlict.

Implementation of Good Corporate

Governance

Supervisory Board expects that the implementation of Good Corporate Governance (GCG) performed consistently at all levels within the Company, and

not just as a slogan, but can really be the guidelines

together. Supervisory Board continue to monitor

and ensure that GCG has been implemented effec

-tively and sustainable. Supervisory Board do con-tact with the Board regularly to discuss and provide direction in addressing the various challenges, and

anticipate the impact of changes in the economic

situation, the laws, and the environment against the Company.

In carrying out its supervisory function and manage-ment company advisory, the Supervisory Board is

assisted by two Committees, namely the Audit Com

-mittee and Risk Management Com-mittee. This Mo-nitoring and advisory function is carried out through

regular meetings held by the Board of Directors, and

by delegating to each of the relevant committee.

Changes in Composition of The

Supervisory Board

During the year 2012, there have been several changes in the composition of the Supervisory Board with the appointment of Mr. Sarwono Kusumaat- madja through Minister of SOEs Decree No. KEP-60/

Laporan Dewan Pengawas dan Direksi |

Report of Supervisory Board and Board Of Directors

Februari 2012 dan pengangkatan Sdr. Adiari Nurcah-yanto menggantikan Sdr. Daniel Sparringa melalui Keputusan Menteri BUMN No. SK-190/MBU/2012 tanggal 8 Mei 2012. Pada tanggal 30 November 2012 Sdr. Lex Laksamana Zainal Lan mengajukan permohonan pengunduran diri dan telah dikukuh-kan pemberhentiannya dengan Keputusan Men-teri BUMN No. SK-01/MBU/2013 tanggal 2 Janu-ari 2013. Kami mengucapkan terima kasih yang sebesar-besarnya kepada Sdr. Daniel Sparringa dan Sdr. Lex Laksamana Zainal Lan atas kontribusi yang sangat berharga selama menjabat sebagai anggota Dewan Pengawas Perum Perhutani.

Dewan Pengawas, menyampaikan penghargaan yang tinggi kepada seluruh jajaran Direksi dan se-luruh pegawai Perusahaan atas kerjasama, loyalitas dan jerih payahnya dalam melaksanakan seluruh tugasnya masing-masing, sehingga kinerja tahun 2012 dapat tercapai dengan baik. Ke depan, ten-tu saja kinerja tersebut diharapkan akan semakin meningkat. Akhir kata, Dewan Pengawas juga me-nyampaikan penghargaan kepada para pemangku kepentingan atas dukungan dan kepercayaannya kepada Perum Perhutani selama ini.

Dewan Pengawas Perum Perhutani

The Supervisory Board of Perum Perhutani

Hadi Daryanto

Ketua

Chairman

MBU/2012 dated February 6, 2012 and the appoint-ment of Mr. Adiari Nurcahyanto replaces Mr. Daniel Sparringa through Minister of SOEs Decree No. SK-190/MBU/2012 dated May 8, 2012. At the date of November 30, 2012, Mr. Lex laksamana Zainal Lan submitting a resignation and dismissal afirmed by Minister of SOEs Decree No. SK-01/MBU/2013 dated January 2, 2013. We thank profusely to Mr. Daniel Sparringa and Mr. Lex Laksamana Zainal Lan invalu-able contribution during as member of the Supervi-sory Board of Perum Perhutani.

Supervisory Board expressed appreciation to the

entire Board of Directors and all employees of the Company for their cooperation, loyalty and his ef

-forts in implementing all of their respective duties, so that the 2012 performance can be achieved in a good way. Looking ahead, of course the perfor-mance is expected to further increase. Finally, the Supervisory Board also expressed appreciation to

all stakeholders for their support and trust in Perum

Laporan Dewan Pengawas dan Direksi |

Report of Supervisory Board and Board Of Directors

“Perhutani Ekselen diwujudkan

dengan Kinerja Unggul yang

Berkelanjutan yang bertumpu

kepada Organisasi yang Kuat

dan Bisnis yang Sehat.”

Laporan Direksi

Report of The Boards of Directors

“Excellent Perhutani

embodied by the

Sustainable Superior

Performance which

is relying on a Strong

Organization and Healthy

37. MANAJEMEN RISIKO KEUANGAN (Lanjutan)

37. FINANCIAL RISK MANAGEMENT (Continued)

3. Risiko Likuiditas (Lanjutan)

3. Liquidity Risk (Continued)

Per Desember 2012, 2011 dan 2010, Kewajiban

keuangan perusahaan memiliki batas waktu yang di

sajikan sebagai berikut:

As of December 2012, 2011 and 2010, the financial

liabilities of company has a time limit that is

presented as follows:

Lancar/ Current Tidak Lancar/ Non Current Kurang dari/ Less

than 6 sampai 12 6 to 12 1 sampai 5 1 to 5 Lebih dari/ More than 6 bulan/ month Bulan/ Month Tahun/ year 5 tahun/ year

Rp Rp Rp Rp

31 Desember 2012

Utang dagang dan lainnya/

Account Receivable

and others 165.277.043.953 2.747.479 - -

Pinjaman/ Loan 53.384.377.525 188.080.000.000 - -

- -

Total 218.661.421.478 188.082.747.479 - -

31 Desember 2011

Utang dagang dan lainnya/

Account Receivable

and others 122.313.112.715 45.508.315.446 20.877.215.660 22.706.252.559

Pinjaman/ Loan 9.141.696.139 118.080.000.000 - -

Total 131.454.808.854 163.588.315.446 20.877.215.660 22.706.252.559

31 Desember 2010

Utang dagang dan lainnya/

Account Receivable

and others 90.444.868.308 40.023.839.000 24.973.917.202 15.254.013.829

Pinjaman/ Loan 6.299.999.999 - - -

38. MANAJEMEN RISIKO PERMODALAN

38. CAPITAL RISK MANAGEMENT

Tujuan perseroan dalam mengelola permodalan adalah

untuk melindungi kemampuan perusahaan dalam rangka

mempertahankan kelangsungan usaha, sehingga entitas

dapat tetap meberikan imbal hasil bagi pemegang saham

dan manfaat bagi pemangku kepentingan lainnya dan

untuk mengelola struktur modal yang optimal untuk

meminimalisasi biaya modal yang efektif. Strategi

perusahaan selama tahun 2012, 2011, 2010 adalah

mempertahankan rasio ROE dan ROI pada kisaran 12%.

The company objective in managing capital is to

safeguard the ability of the company in order to maintain

business continuity, so that the entity can not give fixed

returns for shareholders and benefits for other

stakeholders and to manage an optimal capital structure

to minimize the effective cost of capital. The company's

strategy during the years 2012, 2011, 2010 is to maintain

the ratio of ROE and ROI in the range of 12%.

39. PENYAJIAN KEMBALI ATAS LAPORAN

KEUANGAN TAHUN 2011 DAN 2010

39. RESTATEMENT OF 2011 AND 2010 FINANCIAL

REPORT

Pada tahun berjalan, perseroan telah menyajikan

kembali laporan posisi keuangan konsolidasian dan

laporan laba rugi komprehensif konsolidasian yang

diterbitkan sebelumnya berkaitan dengan penerapan

pedoman laporan keuangan yang dikeluarkan oleh

Menteri Kehutanan Republik Indonesia dengan

Peraturan Menteri Kehutanan Republik Indonesia No.

P.23/MENHUT-II/2012 tanggal 11 Juni 2012 yang

diundangkan pada tanggal 12 Juni 2012. Pada kebijakan

pengakuan dan pengukuran biaya pengolahan hutan

dinyatakan bahwa seluruh biaya penanaman dan

pemeliharaan diakui sebagai biaya pada periode

terjadinya.

In the current year, the company has restated the

consolidated statements of financial position and

consolidated statement of comprehensive income related

to previously issued financial statements to the application

of the guidelines issued by the Ministry of Forestry of

Republic of Indonesia and the Indonesian Ministry of

Forestry Regulation No.. P.23/MENHUT-II/2012 dated

June 11, 2012 which was enacted on June 12, 2012. In

recognition and measurement policies forest processing

fee is stated that all the planting and maintenance costs

are recognized as an expense in the period incurred.

Sehubungan dengan itu, semua periode pelaporan

sebelumnya telah disajikan kembali untuk menunjukan

bahwa semua nilai aset tanaman telah dibiayakan dan

pengaruhnya terhadap akun – akun yang terkait sesuai

dengan PSAK 25 (Revisi 2009), “Kebijakan Akuntansi,

Estimasi Akuntansi dan Kesalahan” perubahannya

diterapkan secara retrospektif dan jumlah komparatif

lainnya telah disajikan kembali.

Accordingly, all previous reporting periods have been

restated to show that all the plants assets have been

expensed and the effect on the accounts associated

accordance with PSAK 25 (Revised 2009), "Accounting

Policies, Accounting Estimates and Errors" changes

applied retrospectively and the other comparative

amounts have been restated.

Tabel dibawah ini menunjukan pengaruh dari penyajian

39. PENYAJIAN KEMBALI ATAS LAPORAN

KEUANGAN TAHUN 2011 DAN 2010 (Lanjutan)

39. RESTATEMENT OF 2011 AND 2010 FINANCIAL

REPORT (Continued)

Sebelum Penyajian

Kembali/ Before Restatement

Koreksi/ Correction

Setelah Penyajian Kembali/ After Restatement

Rp Rp Rp

2 0 1 1 2 0 1 1

LAPORAN POSISI

KEUANGAN

STATEMENT OF FINANCIAL POSITION Aset Tanaman 377.629.723.300 (377.629.723.300) - Plant assets

Aset Tidak Lancar Lainnya: Other Non-Current Assets:

Aset PT KIFC - 16.535.552.591 16.535.552.591 Asset PT KIFC

Ekuitas 2.023.154.850.389 (361.094.170.709) 1.662.060.679.680 Equity

LAPORAN LABA RUGI KOMPREHENSIF

COMPREHENSIVE STATEMENT OF

INCOME Beban Pokok Penjualan (2.027.527.061.447) 241.388.160.911 2.268.915.222.358 Cost of Good sold Laba Bersih Tahun Berjalan 391.151.064.245 (241.388.160.911) 149.762.903.334 Net Income

2 0 1 0 2 0 1 0

LAPORAN POSISI

KEUANGAN

STATEMENT OF FINANCIAL POSITION Aset Tanaman 125.478.499.397 (125.478.499.397) - Plant assets

Aset Tidak Lancar Lainnya: Other Non-Current Assets:

Aset PT KIFC - 5.772.489.599 5.772.489.599 Asset PT KIFC

Ekuitas 1.638.934.489.711 (119.706.009.798) 1.519.228.479.913 Equity

LAPORAN LABA RUGI KOMPREHENSIF

COMPREHENSIVE STATEMENT OF

INCOME Beban Pokok Penjualan (1.929.471.631.503) 119.706.009.798 (2.049.177.641.301) Cost of Good sold Laba Bersih Tahun Berjalan

275.750.753.806 119.706.009.798 156.044.744.008 Net Income

40 REKLASIFIKASI AKUN

40. RECLASSIFICATION

Beberapa penilaian atas laporan keuangan tahun 2011 dilakukan reklasifikasi untuk penyesuaian dengan penyajian laporan keuangan tahun 2012.

Some assessment made of 2011 financial statements reclassification adjustments for the presentation of financial statements in 2012.

40 REKLASIFIKASI AKUN (Lanjutan)

40. RECLASSIFICATION (Continued)

Sebelum

Reklasifikasi/ Before Reclassification

Reklasifikasi/ Reclassification

Setelah Reklasifikasi/

After Reclassification

Rp Rp Rp

2 0 1 1 2 0 1 1

LAPORAN POSISI

KEUANGAN

STATEMENTS OF FINANCIAL POSITION

Piutang Usaha: Accounts Receivable:

Piutang usaha dalam

rangka RUPHR 24.464.626.229 9.021.781.369 33.486.407.598 Accounts receivable in order of RUPHR Uang Muka 43.872.984.187 (9.021.781.369) 34.851.202.818 Advance payment

Utang Usaha: Accounts Payable:

KAP Hendrawinata 770.000.000 (770.000.000) - KAP Hendrawinata

LAPI ITB 664.950.000 (664.950.000) - LAPI ITB

Rajiman, Bilitea dan

Partner 840.000.000 (840.000.000) - Rajiman, Bilitea and Partner

Liabilitas Lancar Lainnya: Other Current Liability:

KAP Hendrawinata - 770.000.000 770.000.000 KAP Hendrawinata

LAPI ITB - 664.950.000 664.950.000 LAPI ITB

Rajiman, Bilitea dan

Partner - 840.000.000 840.000.000 Rajiman, Bilitea and Partner

LAPORAN LABA RUGI KOMPREHENSIF

COMPREHENSIVE STATEMENT OF

INCOME

Beban Pokok Penjualan: Cost of Goods Sales:

Hasil Hutan Ekstraktif: Extractive Forest Products:

Biaya produksi lainnya:

344.158.775.263 (344.158.775.263) - Other production costs: Biaya pegawai - 242.500.358.058 242.500.358.058 Employee costs Biaya kesejahteraan

umum - 27.691.972.566 27.691.972.566 Cost of public welfare Biaya kesejahteraan

pegawai - 6.098.384.376 6.098.384.376 Employee welfare cost Biaya penyusutan - 48.092.260.461 48.092.260.461 Depreciation expense Biaya pendidikan - 11.334.664.006 11.334.664.006 Cost of education Biaya penyuluhan - 5.256.759.202 5.256.759.202 Counseling expense Biaya penyuluhan

lainnya - 1.042.782.168 1.042.782.168 Other counseling expense Biaya Penelitian

dan

Pengembangan - 926.678.400 926.678.400 Research and Development Costs Biaya visualisasi - 863.460.791 863.460.791 Cost of visualization Biaya

monitoring&e-valuasi - 351.455.235 351.455.235 Monitoring and evaluation Costs Pendapatan beda kurs 13.414.126.930 (6.971.919.304) 6.442.207.626 Different currency income Beban beda kurs (6.971.919.304) 6.971.919.304 - Different currency loss

40 REKLASIFIKASI AKUN (Lanjutan)

40. RECLASSIFICATION (Continued)

Beberapa penilaian atas laporan keuangan tahun 2010 dilakukan reklasifikasi untuk penyesuaian dengan penyajian laporan keuangan tahun 2012.

Some assessment made of 2010 financial statements reclassification adjustments for the presentation of financial statements in 2012.

Sebelum

Reklasifikasi/ Before Reclassification

Reklasifikasi/ Reclassification

Setelah Reklasifikasi/

After Reclassification

Rp Rp Rp

2 0 1 0 2 0 1 0

LAPORAN POSISI

KEUANGAN

STATEMENT OF FINANCIAL POSITION

Piutang Usaha: Accounts Receivable:

Piutang usaha dalam

rangka RUPHR 52.564.911.769 9.021.781.369 43.543.130.400 Accounts receivable in order of RUPHR Uang Muka 14.602.917.348 (9.021.781.369) 23.624.698.717 Advance payment

LAPORAN LABA RUGI

KOMPREHENSIF

STATEMENT OF COMPREHENSIVE INCOME

Beban Pokok Penjualan: Cost of Goods Sales:

Hasil Hutan Ekstraktif: Extractive Forest Products:

Biaya produksi lainnya: 311.117.772.523 (311.117.772.523) - Other production costs: Biaya pegawai - 263.452.985.397 263.452.985.397 Employee costs Biaya kesejahteraan

umum - 22.726.937.212 22.726.937.212

Cost of public welfare

Biaya kesejahteraan

pegawai - 6.780.025.931 6.780.025.931

Employee welfare costs

Biaya pendidikan - 9.185.199.115 9.185.199.115 Cost of education Biaya penyuluhan - 7.041.132.469 7.041.132.469 Counseling expense Biaya penyuluhan

lainnya - 35.613.203 35.613.203 Other counseling expense Biaya Penelitian

dan

Pengembangan - 1.486.668.476 1.486.668.476

Research and Development Costs Biaya visualisasi - 409.210.720 409.210.720 Cost of visualization Pendapatan beda kurs 9.172.449.701 (5.201.795.052) 3.970.654.649 Different currency income Beban beda kurs (5.201.795.052) 5.201.795.052 - Different currency loss

41. OTORISASI ATAS LAPORAN KEUANGAN 41. AUTHORIZATION OF FINANCIAL STATEMENT Laporan Keuangan Interim untuk tahun yang berakhir pada 31

Desember 2012 akan selesai disiapkan dan disetujui oleh Direktur Utama pada tanggal 11 Maret 2013.

Interim Financial Statements for the year ended December 31, 2012 will be completly prepared and approved by the President on March 11, 2013.