Several other policies and procedures related to GCG-based management

PT Elnusa Tbk 2010 Annual Report 97 •฀ Insan Perseroan DILARANG memberikan atau menjanjikan hadiah dan hiburan kepada pihak yang berhubungan dengan Perusahaan

9. Kebijakan Benturan Kepentingan

Perseroan memiliki kebijakan yang mengatur mengenai benturan kepentingan. Dalam kebijakan ini diatur mengenai hal-hal yang termasuk dalam kategori benturan kepentingan, cara penanganan dan berbagai aspek lain terkait lainnya.

10. Whistleblower Policy

Perseroan memiliki ketentuan mengenai whistleblower policy yakni sistem pelaporan pelanggaran. Dalam ketentuan ini diatur mengenai mekanisme pelaporan pelanggaran. Selain itu, diatur juga mengenai tahap penerimaan laporan, tahap penyelidikan sampai kepada tahap pemberian keputusan dan sanksi yang akan diberikan apabila pelanggaran yang dilaporkan terbukti.

11. Berbagai kebijakan dan prosedur lain terkait dengan kepengurusan perusahaan berbasis GCG

Perseroan memiliki berbagai kebijakan lain yang terkait dengan kepengurusan berbasis GCG. Tanggung jawab penyusunan berada di Section of System and Procedure . Dengan terpusatnya tanggung jawab penyusunan kebijakan dan prosedur, diharapkan dapat tercipta sebuah sistem yang komprehensif dan terintegrasi bagi seluruh Insan Perseroan. Pembagian tata kebijakan Perseroan terdiri atas Kebijakan Mutu, Manual Mutu, Kebijakan, Prosedur, Manual dan Dokumen Pendukung. Sampai dengan bulan September 2010 telah berhasil disusun sebanyak 23 Kebijakan dari berbagai divisi di Perseroan. •฀ All฀employees฀of฀the฀Company฀are฀Prohibited฀to฀ promise a reward or entertainment to anyone related to the company.

9. Conflict of Interest Policy

The company has a policy to deal with any conflict of interest. This particular policy regulates any notions categorized as conflict of interest along with the solution and other related aspects.

10. Whistleblower Policy

The Company has a whistleblower policy, which is a violation reporting system. This policy administers the violation reporting mechanism. Also it regulates report reception, investigation until decision making phase and the sanctions applied supposed the violation is proven.

11. Several other policies and procedures related to GCG-based management

The Company has several other polciies relating to GCG-based management. Responsibility for policy formulation lies on the Section of System and Procedure. With centralized responsibility for policy and procedure formulation, a comprehensive and integrated system is expected to be established for all employees of the Company. Corporate policies are comprised of Quality Policy, Quality Manual, Policy, Procedure, Manual and Supporting Documents. Until September 2010, there has been 23 policies which were compiled from various divisions in the Company. Laporan Tahunan 2010 PT Elnusa Tbk 98 Perubahan internal Organisasi Perseroan menuntut adanya adaptasi terhadap struktur organisasi dan proses bisnis business process di lingkungan Perseroan. Berkenaan dengan kelancaran dan kelangsungan operasi Perseroan, kebijakan dan prosedur atas proses bisnis di Perseroan perlu distandarkan dan disempurnakan. Pendekatan dalam menentukan proses bisnis berasal dari ketentuan pemangku kepentingan stakeholder requirement yang akan dijalankan oleh Perseroan sehingga dapat menghasilkan kepuasan stakeholder satisfaction . Perseroan telah menentukan bisnis inti pada Jasa Hulu Migas Terintegrasi Integrated Upstream Oil Gas Services , yang meliputi Geoscience Services, Drilling Services dan Oilfield Services, serta pengembangan usahanya business development. Identifikasi terhadap stakeholder requirement kemudian dirumuskan dalam rencana bisnis business plan Perseroan dan menjadi target pencapaian di semua lini, mulai dari pra operasi, operasi dan pasca operasi. Sementara dalam menjalankan setiap tahapan aktivitas operasional tersebut didukung oleh fungsi-fungsi Shared Services Support di Perseroan. Secara garis besar Business Process yang dijalankan di Perseroan digambarkan seperti gambar berikut, dimana dapat dilihat keterlibatan masing-masing proses, sekaligus merepresentasikan unsur organisasi yang mewakilinya. Internal changes in the Company’s organization needs a quick adaptation to organizational structure and business process in the Company’s environment. In order to facilitate smooth and sustained operation, policies and procedure for business process in the Company shall be standardized and constantly improved. Approach for determining business process comes from stakeholder requirements which will be executed by the Company to meet stakeholder’s satisfaction. The Company has determined the core business on integrated upstream oil and gas services comprising of Geoscience Services, Drilling Services and Oilfield Services, as well as its business development. Identification to stakeholder requirements is then formulated into corporate business plan and becomes the target of achievement across the lines, from pre- operation, operation and post-operation. Meanwhile, in each of the operational phase, the Company is supported by Shared ServicesSupport Functions. In general, business process in the Company can be drawn below, where involvement of each process is vividly described and shows organizational element representing it. OPERATION SUPPORTSHARED SERVICES PLANNING PERFORMANCE BUSINESS PROCESS CONTROL OPERA TIONAL SYSTEM INPUT STAKEHOLDER REQUIREMENT STAKEHOLDER R SATISFACTION INTEGRATED UPSTREAM OIL GAS SERVICES AND BUSINESS DEVELOPMENT ASSURANCE SYSTEM OUTPUT PROCESS SISTEM DAN PROSEDUR PERSEROAN Corporate System and Procedure PT Elnusa Tbk 2010 Annual Report 99 Pada tahun 2010 Section of System Procedure Perseroan telah menyusun Dokumen Sistem Manajemen Perseroan, yaitu dokumen yang merupakan rumusan kebijakan, peraturan, ketentuan, prosedur dan dokumen lainnya yang dipakai sebagai pedoman dalam aktivitaspekerjaankegiatan operasional Perseroan untuk menjamin mutu dari masukan input, proses dan hasil output yang distandarkandiinginkan. Dokumen Sistem Mutu terdiri dari beberapa dokumen yang terkendali, yaitu : In 2010, Section of System Procedure of the Company formulated the Corporate Management System Document, namely document that contains policies, regulation, rules, procedure, and other documents used as a guideline in activitywork operational performances to guarantee the quality based on the required standardized input, process and output. Quality System Document consists of several controlled documents, they are: •฀ Level 0: Kebijakan Mutu Berisikan kebijakan utama Perseroan atas komitmen penetapan dan penerapan Sistem Manajemen Mutu secara efektif dan bertanggung jawab. •฀ Level I: Manual Mutu Menjelaskan tentang garis besar Sistem Manajemen Mutu dan ruang lingkup dari penerapan Sistem Manajemen Mutu di Perseroan. Di dalam Manual Mutu juga dijelaskan tentang proses bisnis Perseroan. •฀ Level II: Kebijakan Prosedur Didalam Level II dijelaskan mengenai kebijakan beserta prosedur kerja setiap aktivitas proses operasional yang ada di Perseroan. •฀ Kebijakan berisi aturan yang dibuat oleh internal Perseroan sebagai guiding principle dalam kegiatan operasional Perseroan yang harus diikuti dan ditaati oleh Fungsi - Fungsi terkait. •฀ Level฀0:฀Quality฀Policy Containing main policy on commitment of determination and implementation of Quality Management System in effective and responsible manner. •฀ Level฀I:฀฀Quality฀Manual Explaining the basic guideline on Quality Management System and coverage of implementation of Quality Management System in the Company. The Quality Manual also states business process in the Company. •฀ Level฀II:฀Policy฀฀Procedure In Level II, working policies and procedure at each operational activity and process in the Company are explained. •฀ Policy฀containing฀rule฀made฀by฀internal฀parties฀ in the Company as guiding principle for operational activities the Company must follow and comply. Laporan Tahunan 2010 PT Elnusa Tbk 100 •฀ Standard Operating Procedure adalah tata cara kerja atas kegiatan di Perseroan, yang teratur, terukur, standar dan dilakukan secara konsisten sesuai dengan tujuan dan kebijakan Perseroan serta aturan yang berlaku. Biasa disingkat penyebutannya dengan Prosedur atau SOP. •฀ Level III: Manual Manual adalah bagian dari Prosedur yang merupakan petunjuk dalam melakukan suatu aktivitas secara spesifik. Misalnya : Manual SAP, Manual Alat, dan sebagainya. Dokumen ini bisa dilengkapi dengan ilustrasi dan deskripsi yang diperlukan untuk mempermudah pemahaman dan mengurangi kesalahan dalam penggunaannya. •฀ Level IV: Dokumen Pendukung Merupakan dokumen tambahan sebagai pelengkap bukti penerapan sistem mutu yang salah satu contohnya ialah formulir form. Berikut ini adalah daftar Kebijakan dan Prosedur Perseroan yang telah disusun : •฀฀ Standard฀Operating฀Procedure฀is฀a฀guideline฀for฀ activities in the Company, which are regulated, measured, standardized and consistent with objectives and policies of the Company and applicable rules. For short, it is ussualy called as SOP. •฀ Level฀III:฀Manual Manual is part of procedure that serves a guideline for conducting specific activities. It includes SAP Manual, Tools Manual, and others. This document is completed with necessary illustration and description to promote better understanding and minimum errors in the implementation. •฀ Level฀IV:฀Supporting฀Document Is an additional document which completes the document for quality system implementation, such as form. Below is the list of policies and procedure in the Company: SISTEM DAN PROSEDUR PERSEROAN CORPORATE SYSTEM AND PROCEDURE No DOKUMEN Document ISI DOKUMEN Contents KEBIJAKAN Policies PROSEDUR Procedure FORMULIR Form MANUAL Manual 1 Planning Performance √ √ √ SAP 2 Marketing √ √ √ SAP 3 Risk Management √ √ √ iRisQ 4 Persiapan Operasi Operation Preparation √ √ √ SAP 5 Investasi √ √ √ SAP 6 Geoscience Services √ √ √ SAP 7 Drilling Services √ √ √ SAP 8 Oilfield Services √ √ √ SAP 9 Operation Support √ √ √ SAP 10 Post Operation √ √ √ SAP 11 Pengadaan Procurement √ √ √ SAP 12 Asset Management Maintenance √ √ √ Alat Maintenance, dan SAP 13 Human Resources Management √ √ √ HRIS 14 Accounting Finance √ √ √ SAP 15 Investor Relations √ √ √ SAP 16 Communications √ √ √ - 17 Information System √ √ √ SAP 18 Legal √ √ √ - 19 Quality Assurance √ √ √ - 20 Health, Safety Environment HSE Mengacu pada format OHSAS 18001 : 2007 21 Internal Audit √ √ √ 22 Good Corporate Governance √ √ √ 23 Corporate Services √ √ √ PT Elnusa Tbk 2010 Annual Report 101 Perseroan menerapkan sistem pengelolaan risiko yang proaktif dan sistematik melalui pendekatan Enterprise Risk Management ERM dan Project Risk Management PRM. Risiko merupakan dampak dari suatu peristiwa yang mungkin terjadi, terhadap tujuan yang ditetapkan. Sebelum suatu peristiwa terjadi, manajemen Perseroan – melalui proses manajemen risiko – melakukan langkah-langkah antisipatif, baik untuk mengurangi probabilitas terjadinya, maupun untuk memitigasi dampaknya. Keberhasilan Perseroan mencapai sasaran tergantung antara lain pada seberapa baik kemampuan Perseroan mengelola risiko-risiko yang dihadapi. Sejalan dengan karakteristik dan proses bisnis yang dijalankan, Perseroan menerapkan proses pengelolaan risiko pada dua level utama, yaitu level korporat Enterprise Risk Management dan level proyek Project Risk Management . Di samping itu, karena proyek yang diambil oleh Perseroan dapat melibatkan investasi suatu alat, maka proses pengelolaan risiko juga mencakup kegiatan investment risk assessment. Perseroan terus melakukan langkah penyempurnaan implementasi pengelolaan risiko pada tahun 2010 dengan strategi sebagai berikut: Sinergi dengan Internal Audit dalam Pelatihan dan Penerapan Risk-Based Audit Fungsi manajemen risiko bersinergi dengan fungsi internal audit menggagas dan melaksanakan kegiatan pelatihan tentang Risk Based Audit pada tanggal 31 Mei – 1 Juni 2010. Tujuan dari kegiatan pelatihan ini adalah untuk meningkatkan keselarasan antara The Company employs proactive and systematic risk management system, through the Enterprise Risk Management ERM and Project Risk Management PRM approaches. Risk is an effect of a possible incident particularly over the goals being set by the company. Before an eventuality place, the company’s management- through risk management process- conducts anticipative measures, either to reduce the probability or to mitigate the impact. The Company’s success in achieving the target depends on how good the Company manages its risks. In line with the business characteristics and process, the Company imposes risk management process at two main levels, corporate level Enterprise Risk Management and project level Project Risk Management. Furthermore, considering Elnusa’s project that requires investment in certain equipments, the risk management process also covers investment risk assessment. The Company continued to improve the implementation of risk management in 2010 through the following strategies: Synergy with Internal Audit in the Training and Implementation of Risk-Based Audit The risk management function synergizing with internal audit function initiated and held Risk-Based Audit training on 31 May- 1 June 2010. This training aimed to increase the synchronization between internal audit activity and the risk management PENGENDALIAN RISIKO PERSEROAN Corporate Risk Management Laporan Tahunan 2010 PT Elnusa Tbk 102 aktivitas internal audit dengan aktivitas manajemen risiko, sehingga aktivitas internal audit fokus pada audit area yang memiliki eksposur risiko tinggi. Penerapan metodologi risk based audit itu sendiri sebenarnya telah dilakukan oleh fungsi internal audit pada periode sebelumnya. Pemisahan Fungsi Risk Management dari Fungsi Internal Audit Sejak pertengahan tahun 2010, fungsi Manajemen Risiko Perusahaan yang sebelumnya berada di bawah Divisi Internal Audit, pindah struktur organisasi menjadi di bawah Department Investment Analysis Risk Management . Perubahan tersebut dituangkan dalam Berita Acara Serah Terima Fungsi Manajemen Risiko dari Division Head Internal Audit kepada Department Head Investment Analysis Risk Management . Perpindahan ini telah dikukuhkan dengan Surat Keputusan Direksi Perseroan Nomor: 164ENKPTS000D2010 tertanggal 22 September 2010. Tujuan dari perubahan tersebut adalah untuk lebih meningkatkan sinergi antara fungsi manajemen risiko dan fungsi Monitoring Investasi, sehingga diharapkan antisipasi mitigasi risiko proyek, sudah dilakukan sejak investasi diinisiasi. Pelatihan dan Sosialisasi ISO 31000: 2009 Risk Management Pada tanggal 8 - 12 November 2010, perwakilan Perseroan berkesempatan mengikuti workshop tentang ISO 31000:2009 Risk Management dan Business Contingency Planning BCP di Kuala Lumpur Malaysia. Menindaklanjuti hasil workshop tersebut pada tanggal 22 November 2010 diselenggarakan acara Sosialisasi ISO 31000:2009 Risk Management dan BCP. Tujuan diselenggarakannya acara sosialisasi tersebut adalah untuk menyamakan pemahaman dan persepsi tentang Manajemen Risiko di kalangan risk owner dan meningkatkan kepedulian terhadap risiko yang dihadapi Perseroan dan mitigasi yang diperlukan, untuk memastikan bahwa sasaran Perseroan dapat tercapai. Upgrading iRisQ Risk Management Software ke Versi 3.1 Dalam rangka merespon beberapa kelemahan yang terdapat dalam iRisQ Risk Management Software versi 2.5 yang telah terinstal sejak akhir 2009, maka pada akhir 2010, provider software menginisiasi instalasi versi terbaru 3.1, sekaligus disepakatinya perpanjangan masa pemeliharaan terhadap software tersebut untuk jangka waktu 1 tahun berikutnya. Dengan terinstalnya versi terbaru ini, diharapkan adanya perbaikan pengamanan yang lebih optimal terhadap akses para user atas data risiko dari unit dan fungsi lain. activity, making the internal audit activity focused on the high risk exposure area. As a matter of fact, the implementation of risk-based audit methodology has been undertaken by the internal audit function in the previous period. The Separation of Risk Management Function and Internal Audit Function As of mid of 2010, there has been a change in Elnusa’s organizational structure. The Risk Management Function, previously under Internal Audit Division, is now under Department of Investment Analysis Risk Management. The change was poured in the Report on the Handover of Risk Management Function from Head of Internal Audit Division to Head of Investment Analysis Risk Management Department. This change had also been affirmed in the Decree of Board of Directors No: 164ENKPTS000D2010 dated 22 September 2010. The objective of the change is to enhance the synergy between risk management function and investment monitoring function. Thus, essentially the anticipation against risk mitigation of a project had been conducted since the investment was initiated. Training and Socialization of ISO 31000: 2009 Risk Management The Company’s representatives joined a workshop on ISO 31000: 2009 Risk Management and Business Contingency Planning BCP in Kuala Lumpur, Malaysia, on 8-12 November 2010. As the follow-up to their participation, on 22 November 2010, the Company held a Socialization program of ISO 31000: 2009 Risk Management and BCP. The purpose of convening the socialization event is to synchronize the understanding and perception over Risk Management amongst risk owners and enhance their awareness against the risks dealt by the Company and identify any necessary mitigation merely to ensure the accomplishment of Company’s targets. Upgrading iRisQ Risk Management Software to 3.1 Version In order to respond several weaknesses in iRisQ Risk Management, the Company has installed 2.5 version software since the end of 2009. Then, in the end of 2010, the software provider initiated the installation of the latest 3.1 version while at the same time the Company also reached an agreement to extend the software maintenance for the next one year. With the installation, the Company expects more optimum security improvement particularly towards the access of the users over risk data from other units and functions. PENGENDALIAN RISIKO PERSEROAN CORPORATE RISK MANAGEMENT PT Elnusa Tbk 2010 Annual Report 103 GAMBARAN UMUM EKSPOSUR RISIKO PERSEROAN 2010 DAN ANTISIPASI EKSPOSUR RISIKO 2011 Sebagai suatu evaluasi terhadap kejadian penting risiko selama tahun 2010, berikut kami sajikan 10 risiko-risiko yang menonjol, dan perlu peningkatan tindakan mitigasi di masa yang akan datang, agar sepanjang dapat diantisipasi, risiko-risiko tersebut tidak terulang terjadi.

1. Risiko penundaan proyek oleh klien