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:: tata Kelola Perusahaan

:: Corporate Governance

2013 Annual Report n PT KBN (Persero)72

Laporan Tahunan 2013 n PT KBN (Persero)73

Semua prinsip tata kelola perusahaan yang baik (good corporate governance/ GCG) telah diterap-kan di lingkungan PT KBN (Persero) sejak Septem-ber 2003. Prinsip keterbukaan (transparency), akuntabilitas (accountability), pertanggungjawa-ban (responsibility), kemandirian (independen-cy), dan keadilan (fairness) telah menjadi bagian pengelolaan di perseroan. Penerapan ini sebagai bentuk implementasi dari Keputusan Menteri Negara Badan Usaha Milik Negara (BUMN) No. PER-01/MBU/2011 tanggal 1 Agustus 2011 ten-tang Penerapan GCG pada BUMN.

Secara berkesinambungan perusahaan melaku-kan penyempurnaan terkait pelaksanaan praktik GCG, di antaranya melalui internalisasi konsep GCG secara menyeluruh antara manajemen dan karyawan perusahaan agar tercapai tujuan dari penerapan GCG. Selain berusaha mengikuti ”best practice” yang direkomendasi oleh Auditor, per-seroan pun senantiasa melakukan “benchmark-ing” dengan perusahaan-perusahaan lainnya dalam penerapan GCG. Sejak tahun 2007 per-seroan pun telah menyusun dan menerapkan tata kelola kewenangan yang terus disempurnakan.

Dalam implementasi prinsip keterbukaan dan menjaga independensi usaha, komisaris, direk-si, dan manajemen setingkat di bawah direksi menyatakan tidak menjadi komisaris dan direksi pada perusahaan lain yang sejenis. Mereka juga menya takan tidak memiliki saham di perusahaan yang terafiliasi dengan bisnis KBN.

Sebagai badan usaha yang bisnis utamanya bergerak di bidang properti dan logistik, upaya perlindungan konsumen senantiasa menjadi pri-oritas. Perlindungan secara fisik, misalnya, dilaku-kan melalui pelayanan keluhan pelanggan yang dipusatkan di bagian Pelayanan Fisik di masing-masing unit usaha kawasan. Unit ini bertugas untuk menampung dan mengatasi berbagai ke-luhan pelanggan terkait dengan fisik bangunan serta sarana dan prasarana di kawasan.

Since September 2003, all principles of the good corporate governance has been implemented in PT KBN (Persero). The principles of transparen-cy, accountability, responsibility, independency, and fairness have been the essential parts of the company management. These practices are the implementation of State Enterprises Minister’s decree No. PER-01/MBU/2011, August 1, 2011, about the implementation of the good corporate governance in state enterprises.

The company has continuously improved the im-plementation of the good corporate governance practices. For example, the company has fully in-ternalized the concepts among management and employees in a bid to achieve the goals of the implementation of the good corporate govern-ance. Beside following the best practices recom-mended by auditors, the company also continu-ously “benchmarking” the implementation of the concepts with that of in other companies. Since 2007, the company has formulated and applied authority management which will be improved continuously.

In the implementation of the principles of trans-parency and business independence, the board of commissioners, directors, and management one level below the directors, have committed that they will not take any position of commission-ers or directors at other similar companies. They have also stated that they do not have any share at any company affiliated with the KBN.

As a business entity focusing on property and logistic sectors, customer protection measures have always been priority. Physical protection among other was given through customer’s com-plaint service which centered at physical service division at each business zones. The division func-tions to accommodate and solve various custom-er complaints related to physical condition of the buildings and facilities in the zones.

>>> Penerapan Tata Kelola Perusahan yang Baik Implementation of Good Corporate Governance

Selama tahun 2013, telah dibangun berbagai sa-rana dan prasarana kawasan untuk senantiasa memperlancar segala kebutuhan pelanggan. Pembangunan itu meliputi perbaikan saluran air, pemeliharaan bangunan, pemeliharaan jalan, ke-bersihan kawasan serta pemeliharaan instalasi.

Tak hanya fisik, upaya non-fisik pun senantiasa menjadi agenda utama yang senantiasa dilaku-kan. Perseroan berhasil menyusun standar per-janjian sewa-menyewa lahan dan bangunan oleh konsultan hukum profesional yang hak-hak serta kewajiban konsumennya dilindungi dan diatur seimbang dengan hak dan kewajiban perseroan. Hal-hal yang diatur antara lain berupa kewajiban PT KBN (Persero) untuk menjamin lahan dan ban-gunan yang disewa tidak berada dalam sengketa dan konsumen dapat menggunakannya dengan aman dan tidak terganggu pihak lain. Tak hanya itu, perseroan pun menjamin keamanan kawasan di luar areal yang disewa investor. Berbagai upaya yang diberikan perseroan kepada pelanggan dalam rangka meningkatkan perlindungan yang terdiri dari palayanan fisik dan non-fisik.

Adapun beberapa program lainnya yang dilak-sanakan dalam rangka pelaksanaan tatakelola per usahaan adalah menerapkan Sistem Manaje-men Mutu ISO 9001:2000 yang telah dilakukan penyesuaian ke versi ISO 9001:2008 Series sejak bulan Maret 2010. Selain itu, menetapkan dan mensosialisasikan kebijakan mutu dan sasaran mutu perusahaan serta budaya mutu, yang mana pada akhirnya pimpinan dan seluruh karyawan PT KBN (Persero) bertekad untuk mewujudkan visi dan misi perusahaan, melalui upaya-upaya, seba-gai berikut:

a. Fokus kepada layanan

Meningkatkan kepuasan pelanggan di semua aspek pelayanan jasa yang ditawarkan perusa-haan, melalui pemenuhan persyaratan dan hara-pan pelanggan, undang-undang dan peraturan yang berlaku serta peningkatan profesionalisme pegawai.

Many zone facilities were built in 2013 to accel-erate all customers needs. The facilities included drainage reparation, building, road, and installa-tion maintenance as well as cleaning services for the zones.

In addition to this, non-physical measures have been always major agenda. The company had formulated the agreement standard for land and buildings leasing. Under the agreement, which was formulated by professional legal consultants, costumers and the company’s rights and obliga-tions are equally protected and regulated. On of regulated issue in the agreement is the company obligation to guarantee that the leased land and buildings are not in dispute and safe for the cus-tomers. Moreover, the company also guarantees security outside the rented areas. Various ini-tiatives were given the company to customers in order to improve the protection of physical and non-physical services.

As for some other programs are implemented within the framework of the implementation of corporate governance is to implement the ISO 9001:2000 Quality Management System which has made adjustments to the version of the ISO 9001:2008 Series since March 2010. In addition, establish and disseminate quality policy and qual-ity objectives as well as the company’s quality cul-ture, in the end the leadership and all employees of PT. KBN (Persero) is determined to realize the vision and mission of the company, with efforts as follows:

a. focusing on services

Increase customer satisfaction in all aspects of service offered by the company, through the ful-fillment of the requirements and expectations of customers, laws and regulations and increased staff professionalism.

Tata Kelola perusahaanCorporate Governance



b. pemahaman kesadaran terhadap lingkungan

Menciptakan kawasan industri dan lingkungan kerja yang bersih, aman dan nyaman bagi semua pihak yang berkegiatan di dalam kawasan.

Perseroan juga melakukan pemeliharaan budaya perusahaan yang berlandaskan budaya inovatif, pelayanan, good corporate governance, bisnis dan mutu. Bahkan, untuk pelaksanaan budaya mutu dengan meningkatkan dedikasi, loyalitas dan kepedulian kepada perusahaan dalam rang-ka peningkatan pelayanan kepada pelanggan, per usa haan meluncurkan budaya “Award and Ac tion” pada 17 Nopember 2010.

Untuk mengukur ketaatan pelaksanaan sistem mutu ISO 9001:2008, perusahaan telah mel-akukan survailance audit pada tanggal 27 De-sember 2013 dengan hasil menetapkan PT KBN (Persero) berhasil memperpanjang Sertifikat ISO 9001:2008.

Mekanisme PQC (Product Quality Control) untuk melihat dan memastikan produk yang ber hubung-an dengan citra perusahaan selalu dapat diting-katkan pun dilakukan perusahaan. Perseroan juga mengembangkan secara terus-menerus sistem ja ringan informasi manajemen yang terintegrasi.

rapat UmUm pemegang saham

Rapat Umum Pemegang Saham (RUPS) adalah mekanisme pengambilan keputusan perusahaan yang tertinggi dan mempunyai wewenang yang tidak diberikan kepada Direksi atau Komisaris, dalam batas yang ditentukan dalam undang-un-dang atau anggaran dasar. Salah satu wewenang RUPS adalah meminta pertanggungjawaban Komisaris dan Direksi terkait pengelolaan mana-jemen perusahaan.

Perusahaan menjamin untuk memberikan segala informasi yang berkaitan dengan pengelolaan perusahaan kepada RUPS sepanjang tidak ber-tentangan dengan kepentingan perusahaan dan peraturan perundang-undangan. Selama 2013, PT KBN (Persero) melaksanakan dua kali RUPS

b. Understanding principles of environmental awareness

Create industrial zones and working environment clean, safe and convenient for all parties activism in the region.

The Company also perform maintenance of cor-porate culture based on innovation, service, good corporate governance, business and quality. In fact, for the implementation of quality culture by increasing the dedication, loyalty and concern to the company in order to improve service to cus-tomers, the company launched a cultural “Award and Action” on November 17, 2010.

To measure adherence to the implementation of quality system ISO 9001:2008, the company has conducted an audit survailance on December 27, 2013 with the result is PT KBN (Persero) success-fully extended the ISO 9001:2008 certificate.

The mechanism of PQC (Product Quality Control) to see and ensure the product associated with the image of any company always can be improved by the company. The Company is also developing a continuous system of integrated management information network.

SHArEHOLDErS MEETInG (rUPS)

Shareholders meeting is the highest decision making mechanism and has authority, which is not given either to board of directors or commis-sioners, within the limits determined by the exist-ing regulations and the company’s statutes. One of the shareholders meeting’s responsibilities is to request the commissioners and directors’ respon-sibilities for the company management.

The Company ensures that it provides the share-holders meeting with any information related to the company management as long as this is in accord-ance with the company’s interests and the prevailing laws and regulations. In 2013, PT KBN completed two shareholders meetings, which are the shareholders

>>> Dewan Komisaris/Board of Commissioners

tUgas dewan komIsarIs

Komisaris PT KBN berjumlah empat orang dan bertanggung jawab kepada RUPS. Mereka ber-tugas melakukan pengawasan atas kebijakan pengelolaan dan jalannya perusahaan. Para komisaris ini juga melakukan pengawasan atas upaya pengembangan usaha perusahaan dan memberi nasihat kepada jajaran direksi. Komisa-ris juga melaksanakan tugas, tanggung jawab, dan wewenang lainnya sesuai dengan ketentuan anggaran dasar perusahaan, peraturan perun-dang-undangan, keputusan RUPS dan memantau penerapan pelaksanaan GCG di perusahaan.

Aspek governance pelaksanaan peran organ komisaris dinilai dengan menggunakan 11 (sebe-las) indikator yang pemenuhannya mencermin-kan best practices penerapan GCG.

duty of BoaRd of CoMMissioneRs

The Board of Commissioners of PT KBN consists of four members that are responsible to the Gen-eral Meeting. The BoC conducts supervision over any policy on the Company governance and the Company business development as well as gives advices to the Board of Directors. Besides, the BoC has duties, responsibilities and authorities in accordance with the Company’s Articles of Asso-ciation, the prevailing laws and regulations, and the Resolutions of the General Meeting of Share-holders, as well as monitors the Company’s GCG practices implementation.

There are 11 indicators to assess the governance aspect of the implementation of commissioner duties. The fulfillment of these indicators will re-flect the best practices of GCG.


yaitu RUPS Pengesahan Rencana Kerja dan Ang-garan Perusahaan tahun berjalan serta RUPS Pe-ngesahan Laporan Manajemen Perusahaan ta-hun sebelumnya.

meeting to approve the company work and budget program for the following year and the shareholders meetings to approve the company’s management re-port for the previous year.



frekUensI rapat dewan komIsarIs

Selama tahun 2013, Dewan Komisaris telah me-lakukan rapat Dewan Komisaris sebanyak 21 (dua puluh satu) kali yang digelar bersama jajaran di-reksi.

tingkat kehadiran dewan komisaris

Raldi Hendro Koestoer : 100%Marsudi Syuhud : 100%Indriani Widiastuti : 100%Maurits Napitupulu : 100%

Meeting attendanCe fReQuenCy

In 2013, the Board of Commissioners conducted 21 (twenty one) meetings with the attendance rate as follows:

Commissioners Attendance rate

Raldi Hendro Koestoer : 100%Marsudi Syuhud : 100%Indriani Widiastuti : 100%Maurits Napitupulu : 100%

fUngsI dan tUgas

Direksi PT KBN (Persero) berjumlah empat orang. Mereka bertugas mengelola perusahaan sesuai dengan maksud dan tujuannya. Direksi juga melaksanakan tugas, tanggung jawab, dan we-wenang lainnya sesuai dengan ketentuan ang-garan dasar perusahaan, peraturan perundang-undangan yang berlaku, dan atau berdasarkan keputusan RUPS serta penerapan praktik GCG di perusahaan.

dIrektUr Utama

fungsiMengkoordinasikan kegiatan Direksi dalam mem-impin dan mengurus jalannya Perusahaan sesuai dengan anggaran dasar dan rumah tangga, ara-han Rapat Umum Pemegang Saham (RUPS), visi & misi perusahaan secara maksimal & berdaya saing global dan melaksanakan segala kebijakan yang digariskan oleh pemegang saham dengan memanfaatkan seluruh aset perusahaan secara optimal untuk meraih target hasil yang ditetap-kan

>>> Direksi/Board of Directors

JoB and funCtionThe Board of Directors of PT KBN consists of four members that are responsible in governing and developing the Company to achieve its goals. The BoD also has duties, responsibilities and authori-ties in accordance with the Company’s Articles of Association, the prevailing laws and regula-tions, and the Resolutions of the General Meeting of Shareholders, as well as implements the GCG practices.

pResident diReCtoR

function Coordinating every program and activity of Board of Directors in leading and managing Corporate operations in accordance with Corporate’s Article of Association, guidance of General Meeting of Shareholders (RUPS), vision and mission at the maximum level of effort, ensuring global compet-itiveness, and performing all policies stipulated by Shareholders by optimizing Corporate assets in order to achieve targets.

Komisaris Utama 19.000.000 19.800.000 22.800.000 273.600.000President Commissioner

Komisaris 17.000.000 3.400.000 20.400.000 244.600.000Commissioner

posisi(Position)

per bulan(Monthly Salary)

gaji(Salary)

tunjangan(Allowance)

jumlah per bulan(Total per Month)

jumlah per tahun(Total per year)

remUnerasI


Dalam rangka pelaksanaan dan penerapan prin-sip-prinsip good corporate governance, dewan komisaris menyusun pembagian tugas masing-masing komisaris. Untuk Komisaris Utama ber-tugas memberi masukan sekaligus mengawasi jalannya perusahaan dari sisi pengembangan in-vestasi dan pemasaran. Sedangkan tiga komisa-ris lainnya diberi tanggung jawab masing-masing tentang perencanaan dan keuangan, organisasi dan sumber daya manusia, serta hukum dan perundang-undangan. Susunan tugas masing-masing anggota komisaris tersebut disesuaikan dengan susunan nama komisaris di bawah ini.

susunan dewan komisaris

Raldi Hendro Koestoer : Komisaris UtamaMarsudi Syuhud : KomisarisIndriani Widiastuti : KomisarisMaurits Napitupulu : Komisaris

In order to implement the principles of good corporate governance, Board of Commissioners formulates work division amongst the member of Commissioners. President Commissioner is re-sponsible to give inputs and supervise Corporate operations from the perspective of investment development and marketing. Three members of commissioners are responsible on planning and finance, organization and human resources, law and regulation. The scheme of each duty of Board of Commissioners is based on the alphabetical or-der or Commissioner’s name.

Members of Board of Commissioners

President Commissioner : Raldi Hendro KoestoerCommissioner : Marsudi SyuhudCommissioner : Indriani WidiastutiCommissioner : Maurits Napitupulu



tugas pokok1. Memimpin dan mengkoordinasikan seluruh

kegiatan penyelenggaraan perusahaan di bi-dang pengelolaan kawasan industri terpadu dan usaha lainnya sesuai dengan Anggaran Dasar Perusahaan serta kebijkana pemerin-tah dan berdasarkan prinsip-prinsip tata ke-lola perusahaan yang baik/Good Corporate Go vernance (GCG).

2. Mengkoordinasikan dan mendayagunakan aset Perusahaan secara optimal untuk mere-alisasikan visi dan misi perusahaan, serta me-raih keuntungan maksimal melalui cara kerja yang profesional dan berdaya saing global.

3. Mengkoordinasikan penyusunan Rencana Jang-ka Panjang (Corporate Plan), Statement of Cor-porate Intent (SCI), Rencana Kerja & Ang garan Perusahaan (RKAP) dan Rencana Kerja Anggaran (RKA) Program Kemitraan dan Bina Lingkungan, Kriteria Penilaian Kinerja Unggul (KPKU) sesuai waktu yang ditetapkan.

4. Mengkoordinasikan usaha-usaha pengem-bangan sumber daya manusia dan pengem-bangan usaha Perusahaan.

5. Memimpin dan mengkoordinasikan aktifitas pe ngembangan dan pemeriksaan terhadap ja lannya Sistem Mutu Internal Perusahaan de-ngan tetap memperhatikan prinsip GCG serta merumuskan program kerja Audit Internal.

6. Mengkoordinasikan perumusan pelaksanaan & pengawasan pengembangan fisik kawasan, perizinan pembangunan, pengendalian pro-perti dan lingkungan.

7. Melaporkan perkembangan perusahaan dan realisasi pelaksanaan RKAP, RKA Program Ke-mitraan dan Bina Lingkungan kepada pemeg-ang saham secara berkala.

8. Memimpin dan mengkordinasikan seluruh ak ti-vitas unit usaha bersama dengan Direksi lainnya.

9. Mengembangkan standar mutu pelayanan yang bedaya saing global (ISO) bidang ke giat-an Pengawasan Internal, Unit Usaha, Hu kum & Peraturan Perusahaan, Hubungan Ma sya ra-kat, Sistem Manajemen Informasi & Kesekre-tariatan.

10. Mengkoordinasikan kegiatan identifikasi ri si ko pengukuran risiko dan perumusan risk profile serta pemantauan dan pengendalian risiko.

Main duty1. Leading and coordinating every program and

activity of Corporate in the operation and ma nagement of an integrated industrial zone and other services in pursuant to Corporate’s Article of Association and the Government regulation and principles of Good Corporate Governance;

2. Coordinating and empowering Corporate as-sets at the most optimum level in order to realize Corporate vision and mission, and to gain the most maximum level of profit through the spirit of professionalism and global competitiveness;

3. Coordinating arrangement of Corporate Plan, Statement of Corporate Intent (SCI), Corporate Work and Budget Plan (RKAP) and Work and Budget Plan on Partnership and Environmental Development Program, As-sessment Criteria for Performance Excellent in pursuant to the appointed time;

4. Coordinating programs of human resources development and Corporate operations en-largement;

5. Leading and coordinating development and supervision programs on Internal Quality Management System by keeping committed to principles of GCG, as well as formulating work plan of Internal Audit;

6. Coordinating formulation of implementation and supervision on regional physical develop-ment, development permit, property and en-vironment control;

7. Reporting development of Corporate and realization of RKAP and RKA on Partnership and Environmental Development Program , to Shareholders regularly;

8. Leading and coordinating operations of all Corporate business lines with members of Board of Directors;

9. Developing a highly competitive standard of service quality (ISO) on Internal Supervision, Business Units, Law and Corporate Regula-tion, Public Relations, Management System of Information and Secretariat; and

10. Coordinating activities of risk identification, risk measurement, and risk profile formulation, as well as risk monitoring and controlling.

dIrektUr admInIstrasI dan keUangan

fungsi1. Bersama-sama dengan Direktur Utama meng-

koordinasikan pengurusan perusahaan sesuai dengan anggaran dasar & rumah tangga, visi, misi dan segala kebijakan yang digariskan oleh Rapat Umum Pemegang Saham (RUPS).

2. Sebagai anggota Direksi dan sebagai pimpinan Direktorat yang bertanggung jawab terhadap kegiatan:a) Divisi Akuntansi & Keuanganb) Divisi Sumber Daya Manusia & Umumc) Divisi Hukum & Ketatalaksanaand) Bagian Program Kemitraan & Bina Ling-

kungane) Pengembangan Usaha Kecil & Koperasif) Unit-unit usaha di bidang Akuntansi &

Keuangan, SDM & Umum serta Hukum & Ketatalaksanaan

tugas pokok1. Merumuskan kebijakan dan menyelengga-

rakan kegiatan di Bidang Akuntansi Manaje-men, Keuangan, Sistem Informasi Keuangan, Sumber Daya Manusia, Umum, Pengadaan, Hukum, Ketatalaksanaan, serta Pembinaan Program Kemitraan dan Bina Lingkungan.

2. Memimpin kegiatan evaluasi terhadap pelaksa-naan semua kebijakan dan merumuskan kem-bali kebijakan baru yang lebih efisien dan efektif.

3. Memimpin kegiatan pengendalian anggaran pe-rusahaan sebagaimana ditetapkan da lam Ren-cana Kerja & Anggaran Perusahaan (RKAP).

4. Memimpin penyusunan Rencana Jangka Panjang Perusahaan (RJPP), Rencana Jangka Menengah/Statement of Corporate Intent (SCI) dan penyusunan RKAP tahunan serta Rencana Kerja dan Anggaran (RKA) Program Kemitraan dan Bina Lingkungan dan penyu-sunan Kriteria Penilaian Kinerja Unggul (KPKU).

5. Merumuskan sasaran strategi kebijakan dan program kerja keuangan & umum untuk jang-ka pendek, jangka menengah, jangka panjang serta melakukan evaluasi secara bertahap

adMinistRation and finanCe diReCtoR

function1. Together with President Director, coordinating

Corporate management in accordance with in accordance with the Corporat’s Article of Asso-ciation, vision, mission, and decisions of Gen-eral Meeting of Shareholders (RUPS);

2. As member of the Board of Directors and Head of Directorate having responsibilities for activi-ties as follows:a. Accounting and Finance Divisionb. Human Resources and General Affairs Divi-

sionc. Law and Management Division d. Partnership and Community Development

Programe. Development of Smal Enterprises and Co-

operativesf. Business units on Accounting and Finance,

Human Resoruces, General Affairs, and Law and Management

Main duty1. Formulating policies and performing activi-

ties on Accounting Management, Finance, Financial Information System, Human Re-sources, General Affairs, Procurement, Law, Management, and Partnership and Commu-nity Development Program;

2. Directing an evaluation on all policies imple-mentation, and reformulating more efficient and effective new policies;

3. Directing Corporate budget control as stipu-lated in Corporate Work and Budget Plan (RKAP);

4. Directing formulation of Corporate Plan (RJPP), Statement of Corporate Intent (SCI), annual RKAP and Work and Budget Program on Partnership and Environmental Develop-ment, and formulation of Assessment Criteria for Performance Excellent;

5. Formulating targets of policy strategy and working plan for short, mid and long-term on finance and general affairs, as well as pe-




dalam rangka pencapaian target di bidang keuangan & umum.

6. Mengkoordinasikan kegiatan evaluasi lapor-an keuangan (neraca, laporan laba/rugi, lapor an arus kas) yang auditable secara berkala beserta perinciannya (bulanan, tri-wulan, maupun akhir tahun) serta kajian ke-layakan investasi dalam surat-surat berharga, akuisisi, merger dan privatisasi.

7. Mengkoordinasikan aktifitas penanganan permasalahan hukum dalam rangka aktifitas perusahaan mencapai target yang ditetap-kan.

8. Mendayagunakan dan mengembangkan Sum ber Daya Manusia yang dimiliki perusa-haan secara optimal.

9. Mendayagunakan dan mengembangkan pengelolaan piutang usaha yang merupakan sumber dana perusahaan secara optimal.

10. Mengupayakan dan mengembangkan sum-ber dana murah dari pihak ketiga dalam rang-ka pengembangan perusahaan.

11. Mengkoordinasikan seluruh aktivitas Unit Usaha bersama-sama dengan Direksi lainnya.

12. Mengembangkan standar mutu pelayanan yang berdaya saing global (ISO) di Bidang Akuntansi Manajemen, Keuangan, Sistem Informasi Keuangan, Pengembangan Sum-ber Daya Manusia, Pengadaan, Pelayanan Umum, Hukum dan Ketatalaksanaan, Unit Usaha sesuai bidangnya, Program Kemitraan dan Bina Lingkungan berdasarkan prinsip-prinsip tata kelola perusahaan yang baik/Good Corporate Governance (GCG).

13. Mengkoordinasikan tindak lanjut temuan-temuan pemeriksa internal dan pemeriksa eksternal dengan Divisi/Unit Usaha yang ber-sangkutan untuk perbaikannya.

14. Memberikan masukan kepada Direktur Uta-ma dalam rangka pengambilan keputusan perusahaan.

15. Melaksanakan tugas lain sebagaimana di-maksud dalam Anggaran Dasar Perusahaan dan Keputusan RUPS.

riodically evaluating the targets in order to achieve finance and general targets;

6. Coordinating periodically finance evalua-tion reports (balance, statement of income, statement of cash flows) that are auditable together with details (monthly, quarterly, and year end) and a proper review of investment on bonds, acquisition, merger and privatiza-tion;

7. Coordinating management activity of legal affairs in order to achieve Corporate targets,

8. Optimizing and developing Corporate human resources at best;

9. Optimizing and developing management of trade accounts receivables as Corporate fund resources,

10. Developing low-cost fund from third party in order to have Corporate expanded,

11. Coordinating all activities if Business Units, together with member of Board of Directors,

12. Developing global competitive standard of service quality (ISO) on Accounting Manage-ment, Finance, Financial Information System, Human Resources Development, Procure-ment, Public Services, Law, Management, and Partnership and Environmental Develop-ment Program, in accordance with the princi-ples or GCG;

13. Coordinating follow-ups of internal and ex-ternal auditors’ findings, with findings-relat-ed Division/Business Unit for improvement;

14. Providing inputs to President Director for Cor-porate decision making; and

15. Conducting other duties stipulated in Corpo-rate’s Article of Association and Decisions of RUPS.

dIrektUr pemasaran dan pengembangan



2. Sebagai anggota Direksi dan sebagai pimpinan Direktorat yang bertanggung jawab terhadap kegiatan :a) Divisi Pengembangan & Pengelolaan Ling-

kunganb) Divisi Pemasaran

tugas pokok1. Merumuskan kebijakan perencanaan dan pe-

ngembangan fisik dan mengkoordinasikan ke-giatan pemasaran, pelayanan fasilitas investa-si, penelitian & pengembangan usaha, serta mengkoordinasikan unit usaha sesuai dengan bidangnya di Kawasan Berikat Nusantara.

2. Memimpin dan merumuskan kebijakan seg-mentasi, targeting & positioning bagi produk jasa perusahaan sesuai dengan strategi yang ditetapkan.

3. Merumuskan kebijakan rancang bangun dan pemeliharaan sarana/prasarana sesuai de-ngan spesifikasi standar teknis.

4. Melakukan kegiatan evaluasi terhadap pelak-sanaan semua kebijakan di atas dan meru-muskan kembali kebijakan baru yang lebih efektif & efisien.

5. Memimpin & mengkoordinasikan upaya men -ciptakan jaringan pemasaran yang luas bagi produk jasa KBN.

6. Mengkoordinasikan penyusunan Rencana Jang -ka Panjang Perusahaan (RJPP), Rencana Jang-ka Menengah/Statement of Corporate Intent (SCI) dan penyusunan RKAP tahunan dan Kri-teria Penilaian Kinerja Unggul (KPKU) bidang pe-masaran dan pelayanan.

7. Merumuskan sasaran strategi kebijakan dan program kerja keuangan & umum untuk jang-ka pendek, jangka menengah, jangka panjang serta melakukan evaluasi secara bertahap dalam rangka pencapaian target pemasaran.

MaRKeting and developMent diReCtoR


Corporate management in accordance with in accordance with the Corporat’s Article of Asso-ciation, vision, mission, and decisions of Gen-eral Meeting of Shareholders (RUPS);

2. As member of the Board of Directors and Head of Directorate having responsibilities for activi-ties as follows :a. Environmental Development and Manage-

ment Divisionb. Marketing Division

Main duty1. Formulating policies of planning and physi-

cal development, and coordinating market-ing programs, investment facility services, research and business development, as well as coordinating business units in pursuant to their business operations in PT Kawasan Beri-kat Nusantara.

2. Leading and formulating policies on seg-menting, targeting, and positioning of Corpo-rate product and services in pursuant to the designed strategy;

3. Formulating build and design policy and in-frastructure maintenance in pursuant to technical standard specification;

4. Evaluating implementation of the above-mentioned programs and policies and refor-mulating more effective and more efficient new policies;

5. Leading and coordinating efforts for creating greater marketing network for products and services of KBN;

6. Coordinating formulation of Corporate Plan (RJPP), Statement of Corporate Intent (SCI), annual RKAP, and Assessment Criteria for Performance Excellent for marketing and ser-vices;

7. Formulating targets of policy strategy and working plan for short, mid and long-term for finance and general affairs, as well as pe-riodically evaluating the targets in order to achieve marketing targets;




8. Memimpin dan mengkoordinasikan kegiatan studi kelayakan untuk mengkaji peluang usa-ha-usaha baru serta melakukan penelitian kepuasan pelanggan.

9. Mengembangkan standar mutu pelayanan yang berdaya saing global (ISO) di bidang Pe masaran, Pelayanan Investasi, Penelitian & Pengembangan Usaha, dan Unit Usaha sesuai bidangnya

10. Mengembangkan standar mutu pelayanan yang berdaya saing global (ISO) bidang ke-giatan Perencanaan Pengembangan Fisik Ka-wasan, Perancangan Pembangunan Sarana/Prasarana, Perizinan Pembangunan, Pengen-dalian Properti dan Lingkungan sesuai de-ngan spesifikasi standar teknis Unit Usaha sesuai bidangnya.


12. Mengkoordinasikan penyusunan Laporan Manajemen dan Laporan Tahunan Perusa-haan serta evaluasinya di bidang pemasar-an, pelayanan fasilitas investasi, penelitian pengembangan usaha, serta unit usaha sesuai dengan bidangnya pada Kawasan Beri-kat Nusantara.

13. Memberikan masukan kepada Direktur Uta-ma dalam rangka pengambilan keputusan dan atau pemutusan sewa menyewa tanah dan/atau bangunan.


15. Menandatangani ijin-ijin yang diperlukan oleh investor (one stop service) kecuali IMB sesuai ketentuan yang berlaku.

16. Menandatangani kontrak perjanjian sewa menyewa pabrik, gudang, kantor, restoran/rumah makan dengan ukuran luas tertentu sesuai pendelegasian dari Direktur Utama dan ketentuan yang berlaku.

17. Mengendalikan pengeluaran ijin-ijin mendiri-kan bangunan (IMB).

8. Leading and coordinating proper study to review fresh business opportunities, and con-ducting research on customer satisfaction;

9. Developing global competitive standard of service quality (ISO) on Marketing, Invest-ment Services, Research and Business Devel-opment, and other Businesses;

10. Developing global competitive standard of service quality (ISO) on Regional Physical Plan and Development , Infrastructure Devel-opment, Development Permit, Property and Environment Control in accordance with the technical standard specification;

11. Coordinating follow-ups of internal and ex-ternal auditors’ findings, with findings-relat-ed Division/Business Unit for improvement;

12. Coordinating formulation of Management Report and Corporate Annual Report, togeth-er with their evaluation on marketing, invest-ment facility services, research and business development, and business units in accord-ance with its operation in Kawasan Berikat Nusantara (KBN);

13. Providing inputs to President Director in or-der to take over decisions and or lease con-tract termination for land and/or building;

14. Conducting other duties mentioned in Corpo-rate’s Article of Association and Decisions of RUPS;

15. Signing necessary permits fpr One Stop Ser-vice, except Building Permit (IMB) in accord-ance with the existing regulation;

16. Signing leasing contract on plant, warehouse, office, restaurant or any proper cafetaria in accordance with the authorized delegation of President Director and existing regulation; and

17. Controlling the issuing of Building Permits (IMB).

dIrektUr operasI



2. Sebagai anggota Direksi dan sebagai pimpinan Direktorat yang bertanggung jawab terhadap kegiatan :a) Divisi Keamananb) Unit Usaha Kawasan Cakungc) Unit Usaha Kawasan Marunda & Tanjung

Priokd) Unit Usaha Pelayanan Logistike) Unit-Unit Usaha di Bidang Kebersihan, Pen-

gelolaan Air, Manajemen Properti Non In-dustri, Pelayanan Kesehatan, Komunikasi & Teknologi Informasi dan Pengelolaan Beng-kel.

tugas pokok1. Merumuskan kebijakan dan mengkoordinasi-

kan kegiatan jasa properti, logistik, jaminan keamanan, ketertiban, dan kenyamanan berusaha serta mengkoordinasikan unit usa-ha sesuai dengan bidangnya di Kawasan Beri-kat Nusantara.

2. Memimpin dan mengkoordinasikan upaya menciptakan jaringan pemasaran yang luas bagi produk jasa KBN.

3. Mengkoordinasikan penyusunan Rencana Jangka Panjang Perusahaan (RJPP), Rencana Jangka Menengah/Statement of Corporate Intent (SCI) dan penyusunan RKAP tahunan dan Kriteria Penilaian Kinerja Unggul (KPKU) bidang properti dan logistik.

4. Merumuskan sasaran strategi kebijakan dan program kerja keamanan, pelayanan jasa properti dan logistik untuk jangka pendek, jangka menengah, jangka panjang serta mel-akukan evaluasi secara bertahap dalam rang-ka pencapaian target.

5. Mengkoordinasikan seluruh aktivitas SBU/Unit Usaha.

6. Mengembangkan standar mutu pelayanan yang berdaya saing global (ISO) di bidang

opeRation diReCtoR


Corporate affairs in accordance with the Cor-porat’s Article of Association, vision, mission, and decisions of general Meeting of Share-holders (RUPS);

2. As member of the Board of Directors and Head of Directorate having responsibilities for activi-ties as follows:a. Safety Divisionb. Cakung Business Unitc. Marunda and Tanjung Priok Business Unitd. Logistics Servicese. Business Units on Cleanliness, Water Man-

agement, Non-Industrial Property Man-agement, Heath Services; Communication and Information Technology, and Mechani-cal Workshop

Main duty1. Formulating policies and coordinating prop-

erty services, logistics, work safety, public order, and business reassurance, as well as coordinating Corporate business units in pur-suant to their business operations in PT Ka-wasan Berikat Nusantara;

2. Leading and coordinating attempts to cre-ate greater marketing network for Corporate product and services;

3. Coordinating formulation of Corporate Plan (RJPP), Statement of Corporate Intent (SCI), annual RKAP and Assessment Criteria for Per-formance Excellent on property and logistics unit;

4. Formulating short, mid and long term targets of policy and program strategy on security, property and logistic services, as well as pe-riodically evaluating whether the policies and programs have realized the expected targets;

5. Coordinating all activities of Unit Business Strategy (SBU);

6. Developing global competitive standard of service quality (ISO) on Property, Logistics and Safety Assurances and Public Order, Unit




Properti, Logistik dan Jaminan Keamanan/Ke-tertiban, SBU/Unit Usaha sesuai bidangnya.


8. Mengkoordinasikan penyusunan Laporan Manajemen dan Laporan Tahunan Perusa-haan serta evaluasinya di bidang jasa proper-ti, logistik, jaminan keamanan dan ketertiban serta SBU/Unit Usaha sesuai dengan bidan-gnya pada Kawasan Berikat Nusantara.


Business Strategy/Business Units;7. Coordinating follow-ups of internal and ex-

ternal auditors’ findings, with findings-relat-ed Division/Business Unit for improvement;

8. Coordinating formulation of Management Report and Corporate Annual Report and its evaluation to property, logistic, security as-surance and public order, as well as Business Units in pursuant to their business operations in PT Kawasan Berikat Nusantara; and

9. Performing other duty mentioned in Copro-rate’s Article of Association and Decree of General Meeting of Shareholders (RUPS).

susunan direksi

H. M. Sattar Taba : Direktur Utama

Gempa Nursyamsu Yasin : Direktur Administrasi dan Keuangan

Teddy Robinson : Direktur Pemasaran dan Pengembangan

Sudiro Agung Dananto : Direktur Operasi

Members of Board of Directors

President Director : H. M. Sattar Taba

Director of finance :Gempa Nursyamsu Yasin & Administrration

Marketing & : Teddy Robinson Development Director

Operations Director : Sudiro Agung Dananto

frekUensI rapat dIreksI

Selama tahun 2013, Direksi telah melakukan ra-pat Direksi sebanyak 67 (enam puluh tujuh) kali yang terdiri dari 46 (empat puluh enam) kali rapat intern Direksi dan rapat dengan Dewan Komisaris sebanyak 21 (dua puluh satu) kali.

tingkat kehadiran anggota direksi

H. M. Sattar Taba : 100%Gempa Nursyamsu Yasin : 100%Teddy Robinson : 100%Sudiro Agung Dananto : 100%

Meeting attendanCe fReQuenCy

In 2013, the directors had undergone 67 (sixty seven) directors meeting, 46 (forty sixth) of which were internal meetings and the remaining 21 (twenty one) were meetings with the commis-sioners.

Directors Attendance rate

H. M. Sattar Taba : 100%Gempa Nursyamsu Yasin : 100%Teddy Robinson : 100%Sudiro Agung Dananto : 100%

a. komIte aUdIt

Berdasarkan rekomendasi dari Tim Penilai GCG dan sesuai Undang-Undang BUMN Nomor 19 tahun 2004, maka sejak 2007 perusahaan telah memiliki Komite Audit. Komite ini berfungsi se-bagai alat pelengkap Komisaris dalam meningkat-kan fungsi pengawasan terhadap jalannya peru-sahaan dan sebagai mitra kerja auditor internal perusahaan.

tugas pokokaMemberikan pendapat profesional yang inde-

penden kepada komisaris atas laporan atau hal-hal lain yang disampaikan oleh direksi ke-pada komisaris;

aMengidentifikasikan hal-hal yang memerlukan perhatian komisaris.

tanggung jawabaMenjaga dan mempertahankan integritas

laporan keuangan perusahaan;aMemastikan independensi dan kompetensi

dari auditor eksternal perusahaan;aPenelaahan atas sistem pengendalian intern

perusahaan;aPenelaahan atas kepatuhan perusahaan ter-

hadap hukum dan perundang-undangan serta kebijakan internal;

A. AUDIT COMMITEE

Pursuant to the recommendation of the GCG As-sessment Team and Law Number 19 Year 2004 on Ministry of State-Owned Enterprises, since 2006 the Company has had an Audit Committee functioning as both a complementary unit for the Board of Commissioners in improving its supervi-sion task and a partner for the Company’s inter-nal auditor.

Main Duty of Audit CommitteeaProviding professional and independent opin-

ion to the Board of Commissioners for any re-port submitted by the Board of Directors to the Board of Commissioners; and

aIdentifying matters that concern the Board of Commissioners.

responsibility of Audit CommitteeaTaking care and maintaining the integrity of

the Company’s financial report;aEnsuring the independence and competence of

the Company’s external auditor;aConducting review upon the Company’s inter-

nal controlling system;aConducting review upon the Company’s com-

pliance towards the prevailing laws and regu-lations as well as its internal policies; and

>>> Komite-komite/Committees

Direktur Utama 47.000.000 14.100.000 61.100.000 733.200.000(President Director)

Direksi 42.300.000 12.690.000 54.990.000 659.880.000(Director)

posisi(Position)

per bulan(Monthly Salary)

gaji(Salary)

tunjangan(Allowance)

jumlah per bulan(Total per Month)

jumlah per tahun(Total per year)




aMelaporkan kepada komisaris atas berbagai perkara menyangkut laporan keuangan dan pengendalian intern perusahaan.

Dalam menjalankan tugasnya Komite Audit di-dasarkan pada sebuah charter (piagam) yang berisi tentang tugas, tanggung jawab dan ke-wenangan Komite Audit. Berikut adalah susunan kepengurusan Komite Audit:

g Indriani Widiastuti, Komisaris selaku Ketua Komite Audit;

g Sujatno, anggota; dang M. Farkhan Supriyadi, anggota.

frekuensi dan tingkat kehadiran rapat

Selama tahun 2013, komite telah melakukan ra-pat sebanyak 15 (lima belas) kali dengan tingkat kehadiran sebagai berikut:Indriani Widiastuti : 100%Sujatno : 100% M. Farkhan Supriyadi : 100%

aReporting the Board of Commissioners with any case regarding the Company’s financial re-port and internal controlling system.

In performing their tasks, the Audit Committee refers to a charter that regulates their duties, re-sponsibilities and authorities. The structure of the Audit Committee is as follows:

g Indriani Widiastuti, Commissioner, as Head of Audit Committee;

g Sujatno, member of Audit Committee; andg M. Farkhan Supriyadi, member of Audit Com-

mittee.

Meeting Attendance frequency

In 2013, the committee conducted 15 (fifteen) meetings with the attendance rate as follows: Indriani Widiastuti : 100%Sujatno : 100% M. Farkhan Supriyadi : 100%

kegIatan komIte aUdIt

Komite audit telah melaporkan kegiatannya se-lama tahun 2013 kepada Komisaris secara tertu-lis. Dalam laporan tersebut termuat laporan hasil review efektivitas sistem pengendalian manaje-men dan efektivitas pelaksanaan tugas auditor eksternal dan Satuan Pengawasan Intern (SPI) dan tugas-tugas lainya sesuai ketentuan peratu-ran perundangan yang berlaku. Komite juga telah menyusun jadwal dan pokok-pokok agenda per-temuan Komite Audit setiap awal tahun dan mel-aksanakannya, serta membuat risalah rapat yang menunjukkan adanya dinamika rapat.

Dalam pelaksanaannya masih terdapat beberapa hal yang perlu perbaikan dan penyempurnaan. Adapun yang perlu penyempurnaan itu adalah pembuatan laporan hasil evaluasi pengendalian intern dan hasil reviu audit Satuan Pengawas Intern serta perlunya penyusunan jadwal dan pokok-pokok agenda pertemuan komite yang ditetapkan pada awal tahun.

b. komIte pemantaU manajemen rIsIko

Berdasarkan Undang-Undang BUMN Nomor 19 tahun 2003 dan rekomendasi dari Tim Penilai GCG maka sejak 2011 perusahaan telah memi-liki Komite Pemantau Manajemen Risiko. Komite ini berfungsi sebagai alat pelengkap Komisaris dalam meningkatkan fungsi pengawasan terha-dap jalannya perusahaan dan sebagai mitra kerja auditor internal perusahaan.

tugas pokok1. Membantu Dewan Komisaris dalam pelaksa-

naan tugasnya, khususnya terkait dengan ke-patuhan organisasi terhadap prinsip-prinsip Good Corporate Governance (GCG)

2. Mengamati apakah perusahaan telah men-gantisipasi suatu kejadian potensial, baik yang dapat diperkirakan maupun yang tidak dapat diperkirakan yang berdampak negatif terha-dap organisasi.

3. Mendorong perusahaan dalam melakukan identifikasi risiko, pengukuran risiko dan pe-rumusan profil risiko perusahaan.

tHe auditing CoMMittee aCtivities

The Auditing committee has reported its activities in 2013 openly to the commissioners. The written report consists results of review on the effective-ness of management controlling system and the effectiveness of the jobs of the external auditors, the internal supervisory unit (SPI), and other units. The committee has also formulated sched-ule and main agenda of the committee meeting at the beginning of the year. The committee had done this and had produced the meeting’s sum-mary showing the dynamics in the meeting.

In the implementation, there are several things that need to be improved. Among these are the formulation of the internal supervision evalua-tion report and the results of the auditing review from the Internal Supervision Unit (SPI). In addi-tion to this, a schedule and agenda of the meet-ing in the beginning of the year are also need to be formulated.

B. rISK MAnAGEMEnT MOnITOrInG COMMITTEE

Based on the SOE’s Act Number 19 of 2003 and the recommendations of the Assessment Team GCG, since 2011 the company has had the Risk Management Monitoring Committee. This com-mittee serves as a complementary tool in improv-ing the supervisory function Commissioner of the running of the company and as a partner of the company’s internal auditors.

Main tasks1. Assist the implementation of the Board of

Commissioners, in particular related to the or-ganization’s compliance with the principles of Good Corporate Governance (GCG)

2. Viewing step company in anticipation of a po-tential incident, both predictable and unpre-dictable that negatively impact the organiza-tion.

3. Encourage companies to conduct risk identifi-cation, risk assessment and the formulation of the company’s risk profile.




4. Mendorong perusahaan dalam membuat ac-tion plan dalam rangka penerapan manaje-men risiko.

Berikut adalah susunan kepengurusan Komite Ma najemen Risiko:

g Maurits Napitupulu, Komisaris selaku Ketua Komite Pemantau Manajemen Risiko;

g Sofyan Z., anggota; dang Syamsul Monoarfa, anggota.

4. Encourage companies to create an action plan within the framework of the implementation of risk management.

The structure of the Risk Management Monitor-ing Committee is as follows:

g Maurits Napitupulu, commissioner, as Head of Risk Management Monitoring Committee;

g Sofyan Z., member of Risk Management Moni-toring Committee; and

g Syamsul Monoarfa, member of Risk Manage-ment Monitoring Committee.

Sesuai dengan ketentuan mengenai kewajiban pengungkapan informasi perusahaan, manaje-men telah membentuk struktur jabatan Sekre-taris Perusahaan yang berkedudukan langsung di bawah Direksi. Sekretaris Perusahaan bertang-gung jawab atas penyebaran informasi dan ko-munikasi tentang kinerja Perusahaan kepada pe-megang saham dan seluruh masyarakat umum.

Aspek governance pelaksanaan peran sekretaris perusahaan dinilai dengan menggunakan 2 (dua) indikator yang pemenuhannya mencerminkan best practices penerapan GCG.

tugas pokok1. Membangun jaringan kerja sama yang saling

menguntungkan dengan berbagai pihak sta-ke holder

2. Mengupayakan kelancaran pelaksanaan agen da direksi

3. Mengkomunikasikan kebijakan perusahaan dan atau pemerintah kepada pihak internal dan eksternal

4. Melaksanakan kegiatan kesekretariatan pe-rusahaan

5. Melaksanakan kegiatan identifikasi resiko, pengukuran resiko dan perumusan risk profile serta pemantauan dan pengendalian resiko

6. Mengelola dan mengembangkan sistem in-formasi perusahaan

7. Menyiapkan laporan perusahaan sesuai ke-

>>> Sekretaris Perusahaan/Corporate Secretary

tentuan yang berlaku8. Mengkoordinasikan bahan-bahan laporan

untuk rapat komisaris dan rapat umum pe-megang saham (RUPS)

9. Melakukan pembinaan kepada pegawai se-suai kewenangan dan ketentuan yang berlaku

10. Merumuskan sasaran mutu dan prosedur mutu unit kerja yang merupakan penjabaran dari kebijakan mutu, dan sasaran mutu peru-sahaan yang telah ditetapkan

11. Menyiapkan laporan kegiatan sekretariat pe-rusahaan secara benar dan tepat waktu

In accordance with the regulation of the com-pany obligation to distribute information to the public, management has established a position of corporate secretary which placed directly under the board of directors. The corporate secretary is responsible for information distribution about the company’s performance to shareholders and the public.

The corporate secretary roles is evaluated with two indicators which the fulfillment fully rep-resent the best practices of the good corporate governance.

Main tasks1. Build cooperation network with stakeholders2. Ensure the fluency of the board of directors’

activities.3. Communicate the company or the govern-

ment’s policies both to internal or external4. Implement the corporate secretariat activi-

ties.5. Conduct the risk identification activities, risk

measurement and formulating risks profile as well as risk monitoring and controlling.

6. Manage and develop the company informa-tion system.

7. Prepare the company’s report as requested by the regulations.

8. Coordinate report materials for the commis-sioners meeting and shareholders meeting

9. Supervise staffs in accordance with the au-thority and the existing regulations.

10. Formulate quality goals and jobs quality procedures which are the elaboration of the company’s quality policies and goals.

11. Prepare the proper and in time reports of the corporate secretariate activities.


>>> Satuan Pengawasan Intern/Internal Supervision UnittugasPerusahaan telah memiliki Satuan Pengawasan Intern (SPI) yang secara struktural berada lang-sung di bawah Direktur Utama dan bertugas me lakukan audit internal atas operasional per-usahaan ber dasarkan rencana audit tahunan. SPI melakukan audit internal dengan cakupan yang luas agar da pat menilai kendali operasional, kepatuhan hu kum dan prosedur, kualitas aset dan tingkat pe layanan, serta indikator kinerja manajemen lainnya.

Dalam melaksanakan tugas sebagai pengawas internal perusahaan, Satuan Pengawasan Intern menempatkan diri sebagai mitra kerja dengan unit kerja lainnya secara independen, obyektif, profesional, terpercaya, dan tanggap untuk men-dukung tugas direksi dan jajaran manajemen dalam usaha mencapai sasaran usaha perusahaan melalui proses kerja yang berdasarkan pada:

aProses bisnis perusahaan;aPelayanan pelanggan;aSikap proaktif, tanggap dan obyektif;aMelakukan penilaian dan evaluasi untuk me-

mastikan bahwa ketentuan perusahaan, da-pat dilaksanakan secara efektif;

aMelakukan pengkajian-pengkajian terhadap tingkat efisiensi dan efektifitas perusahaan;

SPI DutiesThe company has a SPI unit which was structur-ally placed under the president director. The unit has duties to carry out internal audit of the com-pany operation based on the annual audit plans. SPI undergo internal audit with wide coverage to examine operation controlling, legal and proce-dures obedience, assets quality and service level, and other criteria of management performance.

In doing it duties as the company’s internal super-vision, SPI places itself as a partner for other units by maintaining the principles of independence, professional, credible, and responsive to support the directors and management’s duties in reach-ing the company goals through working process which is based on:

aThe company’s business processaThe customers services, aResponsive objective and objective attitudes; aConducting assessment and evaluation to en-

sure the company’s regulation can be imple-mented effectively;

aConducting studies on the efficiency and the ef-fectiveness of the company



pemerIksaan spI

Selama 2013, SPI telah melakukan pemeriksaan pada semua unit di perusahaan dengan rincian sebagai berikut :

spi’s audits

In 2013, SPI has audited all units in the company which details as follows:

Pemeriksaan yang dilakukan SPI pada 2013. se-suai Program Kerja Pemeriksaan Tahunan (PKPT) meliputi:a Pemeriksaan Bidang Administrasi dan Keuang-

an sebanyak 7 LHP a Pemeriksaan Bidang Pemasaran, Pengawasan

Pembangunan dan Keamanan sebanyak 8 LHP.

Adapun penugasan khusus dari Direksi atau Non-PKPT meliputi Pemeriksaan Bidang Administrasi dan Keuangan sebanyak 6 LHP dan Bidang Penga-wasan Pembangunan sebanyak 8 LHP.

Selain melakukan pemeriksaan berdasarkan PKPT 2013 dan penugasan khusus dari Direksi (Non-PKPT), SPI juga melakukan monitoring tindak lan-jut Laporan Hasil Pemeriksaan tahun 2013.

Audits conducted by the SPI in 2013, as stipulated in the annual auditing program (PKPT), covered: a Auditing in administration and finance with 7

LHP a Auditing in marketing, development and secu-

rity supervision with 8 LHP.

Where as special assignment from Director or non-PKPT covered auditing in administration and finance with 6 LHP and 8 LHP in development su-pervision.

Beside conducted auditing based on PKPT 2013 and special assignment from director (Non-PKPT), SPI also conducted follow up monitoring for LHP 2013.


no Uraian target realisasi keterangan Description Target realization remark 1 LHP PKPT 16 15 - LHP tahun 2013

2 LHP Non-PKPT (Penugasan Khusus) (Special Assignment) - 14 - 1 LHP tahun 2012 yang melintas ke 2013 - 1 LHP 2012 cross to 2013

Jumlah / total 16 29

3 Monitoring Tindak Lanjut Follow-up Monitoring 16 14 - 1 TL LHP tahun 2012 - 1 FU LHP 2012

sasaran target tL 2013 real tL 2012 keteranganObjective fU Target 2013 fU real 2012 % remark

a b b : a

Januari s.d. 16 14 87,5% 1 LHP Tahun 2012Desember 13 LHP Tahun 2013

aMampu menemukan akar permasalahan po-kok disertai dengan bukti-bukti lengkap serta menyampaikan rekomendasi atas hasil te-muan pemeriksaan.

Sedangkan hubungan kerja dengan pemeriksa eksternal berperan sebagai mediator atas nama pimpinan perusahaan untuk membantu pihak pemeriksa eksternal dalam bidang pengawasan, setelah terlebih dahulu memperoleh persetujuan dari Direksi. SPI bersama Komite Audit melakukan pemantauan secara berkala atas pemeriksaan yang sedang dilaksanakan oleh Kantor Akuntan Publik.

Di samping itu guna menghindari terjadinya per-masalahan dalam pemeriksaan, auditor eksternal selalu berkoordinasi dengan SPI tentang hal-hal yang berkaitan dengan pemeriksaan, antara lain dalam menggunakan laporan hasil pemeriksaan (LHP) yang telah diterbitkan oleh SPI.

aAble to find the main problems proven with complete evidences and give recommenda-tion on the assessment results.

While, the SPI’s working relations with the exter-nal auditors are as a mediator on behalf of the company’s leaders to support the external audi-tors in undergoing supervision tasks, after con-sultation with the directors. SPI and the auditing committee conduct regularly monitoring on the audits which are being done by the public ac-countant.

Furthermore, to anticipate problems in the audit-ing, the external auditors always coordinate with SPI on any thing related with the audit, including the audit result report (LHP), which have been published by SPI.



pengendaLIan InternaL

Pengendalian internal dilakukan melalui kegia-tan Audit Program Kerja Pemeriksaan Tahunan (PKPT) dan Non PKPT tahun 2011. Aspek Pengen-dalian internal meliputi sebagai berikut:aPengendalian lingkungan;aInformasi dan komunikasi;aAktivitas pengendalian sistem dan prosedur;aMonitoring tindak lanjut.

Kegiatan pengendalian internal secara khusus un-tuk pengadaan barang dan jasa dilakukan moni-toring dan evaluasi setahun sekali.

inteRnal ContRol

Internal control is done through the activities of the annual auditing program (PKPT) and non-PKPT in 2011. Aspects of internal control include the following:aEnvironment Control;aInformation and communication;aControl systems and procedures activity;aFollow-up monitoring.

Once a year, there is monitoring and evaluation for internal control activities specifically for the procurement of goods and services.

>>> Manajemen Resiko/Risk ManagementSebagai salah satu upaya untuk meningkatkan Good Corporate Governance serta menjalankan visi dan misi perusahaan, PT KBN (Persero) ditun-tut untuk menerapkan manajemen risiko. Mana-jemen risiko merupakan proses mengidentifikasi, mengukur, memantau, dan mengendalikan risiko yang timbul.

Dengan adanya manajemen risiko, perusahaan dapat mengambil langkah-langkah perbaikan un-tuk dapat menyesuaikan risiko pada tingkat yang dapat diterima dengan meminimalkan risiko ke-ru gian dan memaksimalkan peluang. Sehingga per usahaan dapat memiliki komposisi portofolio usaha dengan risiko dan hasil yang seimbang. Manajemen risiko juga meliputi proses perkiraan besarnya risiko dan memastikan bahwa imbal-hasil terhadap modal cukup memadai.

Berdasarkan proses manajemen risiko tersebut, manajemen akan memperoleh peta risiko (profil risiko) perusahaan. Manajemen dapat menggu-nakan profil risiko ini sebagai acuan dalam proses pengambilan keputusan strategis bisnis sehingga dapat memaksimalkan shareholder value.

Perkembangan ekonomi dan teknologi mengaki-

To improve the Good Corporate Governance practices and achieve the Company’s vision and mission, PT KBN is required to implement risk management that is a process to identify meas-ure, observe and control any possible risks.

By having risk management, the Company can take some improvements to be able to adjust the risks into accepted levels by minimizing losses and maximizing opportunities so that the Com-pany has business portfolio composition with bal-anced loss and gain. Risk management also in-cludes process of risk estimation and ensures the adequacy of earnings against capital.

Based on the risk management process, the Board of Management will obtain the Company’s risk profile. The Board of Management can make use of this profile as reference in decision making process of company business strategy so that the Company can maximize shareholder value.

The rapid economic and technology development

batkan lingkungan bisnis bergerak sangat dinamis yang menyebabkan tuntutan pelanggan terha-dap produk dan layanan perusahaan juga se-makin meningkat. Kondisi ini menuntut perusa-haan untuk dapat mempertahankan keunggulan kompetitifnya agar dapat memenuhi kebutuhan pelanggan. Upaya ini sekaligus mampu membuat perusahaan bertahan dalam situasi persaingan yang semakin ketat.

Untuk menjamin kegiatan operasional perusahaan yang inovatif dan efisien, maka aspek pe ngelolaan risiko dalam suatu perusahaan menjadi sangat relevan. Tuntutan penerapan manajemen risiko di seluruh lini kegiatan perusahaan menjadi sangat penting. Pada kondisi lingkungan usaha dan per-saingan yang semakin kompleks, terma suk turbu-lensi ekonomi dan pengaruh faktor-faktor ekster-nal lainnya, mengharuskan perusahaan bertindak antisipatif dalam pengelolaan perusahaan melalui penerapan manajemen risiko. De ngan demikian perusahaan akan mampu meng antisipasi suatu kejadian potensial, baik yang dapat diperkirakan maupun yang tidak dapat diperkirakan yang ber-dampak negatif terhadap kelangsungan bisnis dan organisasi di masa mendatang.

penerapan manajemen rIsIko

Mengingat semakin pentingnya pengelolaan dan penanganan risiko perusahaan di masa menda-tang, maka harus ada komitmen dari pihak ma-na jemen, dalam hal ini direksi, untuk melakukan implementasi manajemen risiko di PT KBN (Per-sero). Kemudian manajemen mensosialisasikan kegiatan ini sehingga menghasilkan ”budaya sa-dar risiko” dan menciptakan pemahaman yang jelas akan peran dan tanggung jawab masing-masing unit kerja dalam menjalankan bisnisnya.

Perusahaan harus senantiasa menerapkan ma-najemen risiko di PT KBN (Persero) mengingat semakin kompleksnya perkembangan bisnis ke depan. Khusus untuk PT KBN (Persero), manaje-men risiko berguna untuk melakukan pengelo-laan risiko kegiatan operasional dan risiko-risiko lainnya menyangkut bisnis penyewaan lahan industri dan layanan logistik kepada investor.

has made business environment so dynamic that customers have higher demand on the Compa-ny’s goods and services. This situation requires the Company to be able to maintain its competi-tive advantages to meet customer needs. At the same time this also makes the Company be able to endure in a more competitive market.

To ensure the Company’s innovative and efficient operations, aspect of risk management becomes greatly relevant to any company. Demand for risk management implementation in every business line of the Company has become much impor-tant. In a more competitive and complex business environment, including economic turbulence and other external factors, the Company is required to be anticipative in managing operations by imple-menting risk management. Therefore, the Com-pany will be able to anticipate any predictable and unpredictable situation that brings negative impact to the Company’s future sustainability.

iMpleMentation of RisK ManageMent

Considering the higher importance of company risk management in the future, there should be a commitment from the Board of Management, i.e. the Board of Director, to implement risk man-agement at PT KBN. The Board of management, then, socialize this activity to establish “risk-aware culture” and create clearer understanding on each role and responsibility of working unit in conducting their business.

The Company has to implement risk manage-ment at PT KBN considering the more complex business environment in the future. Particularly to PT KBN, risk management helps managing operational activities and other risks concerning industrial land leasing and logistic services to in-vestors. Risk management has several goals, i.e. to identify which at the same time lessen the im-




Manajemen risiko mempunyai beberapa tu-juan yaitu untuk mengidentifikasi dan sekaligus mengurangi dampak dari kerugian yang telah diperkirakan (expected loss), kerugian yang tidak dapat diperkirakan (unexpected loss), maupun dari bencana/kerugian besar lainnya (catastro-phic loss).

Dengan penerapan manajemen risiko yang baik, perusahaan dapat mengantisipasi dan menanga-ni dengan baik risiko-risiko yang berpotensi mer-ugikan perusahaan. Pada akhirnya, antisipasi dan penanganan yang baik ini tidak mendatangkan kerugian bagi perusahaan. PT KBN (Persero) su-dah mulai melakukan implementasi penerapan manajemen risiko sejak 2005. Implementasi ini berupa pengenalan konsep manajemen risiko melalui kegiatan pelatihan Level 1 dan Level 2. Baru pada 2007, perusahaan membentuk Tim Manajemen Risiko melalui SK Direksi Nomor: 07/SKD/DRT.1.1/01/2007, tanggal 24 Januar i 2007.

Namun, sejak tahun 2008 pelaksanaan manaje-men risiko di perseroan tidak lagi dilaksanakan oleh sebuah tim tetapi statusnya ditingkatkan menjadi satu jabatan struktural. Hal ini sesuai dengan SKD No. 049/SKD/DRT.8.1/IV/2008 tang-gal 11 April 2008 tentang struktur Organisasi PT KBN (Persero). Tim penerapan GCG dilaksanakan oleh Divisi Hukum dan Ketatalaksanaan sedang-kan tim evaluasi GCG dilaksanakan oleh Satuan Pengawasan Intern (SPI).

Tahun 2013, PT KBN (Persero) telah melakukan aktivitas penerapan manajemen risiko, di anta-ranya:1. Kajian investasi Tahun 2013:

a. Pembangunan Depo Coil seluas 10.000 m2 di Blok C.2-8 di kawasan Marunda.

b. Pembangunan TPS Isi seluas 4.200 m2 di Kawasan Tanjung Priok.

c. Pembangunan TPS Isi seluas 3.580 m2 di Kawasan Tanjung Priok.

d. Pembangunan TPS Isi seluas 13.000 m2 di Kawasan Tanjung Priok.

e. Pembangunan TPS Isi seluas 2.314 m2 di Kawasan Tanjung Priok.

f. Pembangunan Depo Container Isi seluas

20.000 m2 di Blok C-01 A-74 di Kawasan Marunda.

g. Pembangunan Depo Isi seluas 100.000 m2 di Blok C-04 di Kawasan Marunda.

h. Pembangunan Depo Isi seluas 7.992 m2 di Kawasan Marunda (eks ABCO).

i. Pembangunan Depo Isi seluas 24.000 m2 di Blok C-04 di Kawasan Marunda.

2. Kajian Investasi Toko Kantor (Kokan) di ka-wasan Marunda.

3. Kajian Investasi seluas 2,1 ha di blok C-04 Ka-wasan Marunda.

4. Kajian Investasi Pengadaan 75 unit truck head.

5. Kajian Investasi Pengadaan Truck Mixer se-banyak 18 unit untuk SBU Prima Beton di Ka-wasan Marunda.

6. Kajian Investasi TPS di Kawasan Tanjung Priok.

7. Analisa Kerja Bata Ringan.8. Kajian Investasi 30 Truck Head dan 34 unit

Chasis Tahun 2013.9. Kajian Investasi SBU Pelayanan Logistik.10. Kajian Analisis Risiko Usaha Pengembangan

Kapasitas Batching Plan dengan Opsi Sewa.11. Penilaian Identifikasi Risiko Rumah Sakit.12. Kajian Pembangunan Depo C-04 seluas 15 ha

atas RKAP Tahun 2013.13. Monitoring dan Tindak Lanjut Action Plan pe-

riode Januari s.d. Juni 2013.14. Kajian Investasi Tahun 2014.

a. Investasi Gudang Tertutup sebanyak 6 unit @ 6.000 m2.

b. Investasi Depo Kontainer Isi 15 ha.c. Investasi Reachstaker 2 unit di Marunda.d. Investasi Reachstaker 2 unit di Cakung.e. Investasi Concrete Pump.f. Investasi Truck Mixer Mini 5 unit.g. Investasi Wheel Loader.h. Investasi Renovasi eks Bulog E-05.

pact of expected loss, unexpected loss, and other disaster/catastrophic loss.

With good implementation of risk management, the Company can anticipate and deal with po-tential Company’s losses. At the end, the good anticipation and management will prevent the Company from loss. Since 2005, PT KBN has implemented the risk management such as the introduction of risk management concept through training course Level 1 and Level 2. It was in 2007, then, the Company established Risk Management Team through Decision of Board of Directors Num-ber 07/SKD/DRT.1.1/01/2007, dated 24 January 2007.

Since 2008, however, the Company’s risk man-agement was not conducted by the team. In fact, the status was upgraded to a structural rank. This is in pursuant with SKD No, 049/SKD/DRT.8.1/IV/2008, dated 11 April 2008 on Organization Structure of PT KBN (Persero). Team for the im-plementation of GCG practices is conducted by Law and Managing Division, while team for GCG evaluation is by Internal Supervision Unit (SPI).

In 2013, PT KBN (Persero) has carried out the ap-plication of risk management activites, as follow:1. The 2013 investment study:

a. Construction of a 10,000 m2 Coil at Block C.2-8 in Marunda Area.

b. Construction of a 4,200 m2 TPS in Tanjung Priok area.

c. Construction of a 3,580 m2 TPS in Tanjung Priok area.

d. Construction of a 13,000 m2 TPS in Tanjung Priok area.

e. Construction of a 2,314 m2 TPS in Tanjung Priok area.

f. Construction of a 20,000 m2 Container De-pot at Block C-01 A-74 in Marunda area.

g. Construction of a 100,000 m2 Depot at Block C-04 in Marunda area.

h. Construction of a 7,992 m2 Depot in Marun-da (ex ABCO).

i. Construction of a 24,000 m2 Depot at Block C-04 in Marunda area.

2. Investment study of shop office in Marunda area.

3. Investment study of a 2.1 ha at block C-04 in Marunda area.

4. Investment study of procurement of 75 units truck head.

5. Investment study of procurement of 18 units Truck Mixer for Prima Beton SBU in Marunda area.

6. Investment study of TPS in Tanjung Priok area.

7. Working Analysis of light brick.8. Investment study of 30 units Truck Head and

34 units Chasis in 2013.9. Investment study for Logistic services SBU.10. Business Risk Assessment Analysis in Devel-

oping Capacity of Batching Plan to Lease Op-tion.

11. Hospital’s Identification Risk Assessment .12. Depot C-04 construction study of a 15 ha for

RKAP 2013.13. Monitoring dan follow up Action Plan periode

January up to June 2013.14. The 2014 investment study.

a. The investment of 6 units of covered ware-houses @ 6,000 m2.

b. The investment of a 15 ha Container De-pot.

c. Investment of 2 units Reachstaker in Marunda.

d. Investment of 2 units Reachstaker in Cakung.

e. Concrete Pump Investment.f. Investment of 5 units Truck Mixer Mini.g. Wheel Loader Investment.h. Investment of Renovation ex Bulog E-05




Dalam rangka menunjang kegiatan para pelang-gan, perusahaan juga menyediakan fasilitas pe-laya nan tahun 2013 berupa:1. Penerbitan Surat Keterangan Asal (Certificate

of Origin) dilaksanakan dalam waktu rata-rata 15 menit per dokumen.

2. Penanganan proses dokumen di luar PT KBN (Persero) dan pemindahan barang ekspor dapat dilaksanakan dalam waktu 3 jam dan barang impor dilaksanakan dalam waktu 4,5 jam.

3. Pelayanan kegiatan angkutan barang pelang-gan dilaksanakan selama 24 jam per hari.

4. Tersedianya alat angkut dan alat mekanik yang siap pakai untuk melayani pelanggan.

5. Penanganan keluhan pelanggan untuk per-baikan/pemeliharaan prasarana dan sarana sesuai Standar Mutu ISO 9001:2008, yang meliputi: pemeliharaan jalan dan saluran air, pemeliharaan instalasi air, listrik, dan telepon, serta pemeliharaan taman dan kebersihan ka-wasan.

6. Tersedianya fasilitas pendukung aktivitas pel-anggan antara lain: bank, kantor pos/perusa-haan ekspedisi & pelabuhan khusus di Marun-da, perbengkelan, kantin, sentra bisnis.

7. Tersedianya fasilitas sosial dan fasilitas umum antara lain:a. Pelayanan Keamanan dan Ketertiban yang

meliputi: pengamanan dan ketertiban ka-wasan, patroli keamanan, pemadam keba-karan, pengamanan kasus unjuk rasa, dan bantuan penyelesaian masalah ketenaga-kerjaan.

b. Sarana ibadah dan sarana olahraga.8. Tersedianya sarana perawatan dan pelayanan

kesehatan atau poliklinik (medical centre) yang melayani pasien selama 24 jam per hari oleh SBU Pelayanan Kesehatan.

9. Dalam proses sertifikasi atas penerapan SIstem Manajemen Lingkungan (SML) ISO 14000:2004 dalam meningkatkan pelayanan PT KBN (Persero) kepada para investor.

Guna mengetahui tingkat kepuasan pelanggan, setiap enam bulan perusahaan melakukan survey kepuasan pelanggan untuk selanjutnya dilakukan evaluasi atas hasil survey tersebut.

To support customer activities, in 2013 the Com-pany provides facilities such as:1. The issuance of the Certificate of Origin car-

ried out within an average of 15 minutes per document.

2. Handling documents outside the KBN (Pers-ero) and the removal of export goods can be carried out within 3 hours and imported goods carried within 4.5 hours

3. Customer service freight transport activities carried out for 24 hours per day.

4. The availability of transportation equipment and mechanical tools ready to serve custom-ers.

5. Handling customer complaints for repair / maintenance of appropriate infrastructure and facilities ISO 9001:2008 Quality Stand-ards, which include: maintenance of roads and drains, installation maintenance of wa-ter, electricity, and telephone, as well as gar-den maintenance and cleanliness of the area.

6. Availability of customer activity support fa-cilities such as: bank, post office / shipping companies and special ports in Marunda, workshop, canteen, business centers.

7. The availability of social facilities and public facilities, among others:a. Order and Safety Services which include:

security and order in the area, security patrols, fire fighting, safety case demon-stration, and assistance to completion of employment.

b. The availability of Places of worship and sports facilities.

8. Availability of care and health service or clinic (medical center) which serves patients 24 hours per day by Health Services SBU.

9. In the certification process for the imple-mentation of environmental management systems (EMS) ISO 14000:2004 in improving service KBN (Persero) to investors.

In order to determine the level of customer satis-faction, every six months the company doing cus-tomer satisfaction survey for further evaluation of the results of the survey.

>>> Pelayanan Pelanggan/Customer Services




Lingkungan Hidup adalah kesatuan ruang de-ngan semua benda, daya, keadaan, dan makhluk hidup, termasuk manusia dan perilakunya, yang mempengaruhi kelangsungan perikehidupan dan kesejahteraan manusia serta makhluk hidup lain. Adapun upaya pengelolaan Lingkungan Hidup un tuk melestarikan fungsi lingkungan hidup me-liputi kebijaksanaan penaatan, pemanfaatan, pe -ngembangan, pemeliharaan, pemulihan, peng-awasan, dan pengendalian lingkungan hidup. Se bagai perusahan yang sadar akan lingkungan PT KBN (Persero) memiliki visi dan misi yang men dukung pengelolaan lingkungan.

dasar hUkUm

A. Undang-Undang Undang-Undang RI Nomor 23 Tahun 1997 ten-tang Pengelolaan Lingkungan Hidup.

B. Peraturan Pemerintah Peraturan Pemerintah RI No 27 Tahun 1999 tentang Analisis Mengenai Dapak Lingkungan Hidup (AMDAL); PP No.82 Tahun 2001 tentang Pengelolaan Kualitas Air dan Pengendalian Pencemaran Air.

C. Keputusan Menteri & Gubernur DKI Jakarta1. Kepmen LH No. 17 Tahun 2001, tentang

Jenis Usaha yang Wajib Dilengkapi dengan Amdal;Keputusan Gubernur Propinsi DKI Jakar ta Nomor 2683 Tahun 2002, tentang Jenis Usaha/ Kegiatan yang Wajib Dilengkapi Amdal;

2. Keputusan Gubernur Propinsi DKI Jakar ta Nomor 189 Tahun 2002, tentang Jenis Us-aha/ Kegiatan Yang Wajib Dilengkapi UKL/UPL;

3. Kepmen LH No. 86 Tahun 2002, tentang Pedoman Pelaksana Upaya Pengelolaan Lingkungan Hidup dan Upaya Pemantauan Lingkungan Hidup;

4. Keputusan Gubernur DKI Jakar ta Nomor 582 Tahun 1995, tentang Penetapan Peruntukan dan Baku Mutu Limbah Cair di Wilayah DKI Jakarta;

5. Keputusan Gubernur Propinsi DKI Jakarta Nomor 551 Tahun 2001, tentang Penetapan Baku Mutu Udara Ambient dan Baku Tingkat Kebisingan di Propinsi DKI Jakarta.

>>> Pengelolaan Lingkungan/Environmental Management

Ecology is a united space with all object, power, situation and living thing, including human be-ing and their behavior, influencing humanity sustainability and human and other living things welfare. Meanwhile, an integrated ecological management to preserve environment including policies on environmental planning, empower-ment, development, maintenance, recovering, surveillance, and control. As the company which has realize environment PT KBN (Persero) has vision and mission that support environmental management.

legal Basis

A. Laws Law of the Republic of Indonesia Number 23 Year 1997 on Environmental Management.

B. Government Regulation Government Regulation of the Republic of Indonesia Number 27 Year 1999 on Environ-mental Impact Analysis (AMDAL); Government Regulation Number 82 Year 2001 on Water Quality Management and Water Pollution Management.

C. Decision of Minister and Governor of Jakarta1. Decision of Minister for Environment Num-

ber 17 Year 2001 on Business Line obliged to be Completed with AMDAL; Decision of Governor of Jakarta Number 2683 Year 2002 on Business Line/Activity obliged to be Completed with AMDAL;

2. Decision of Governor of Jakarta Number 189 Year 2002 on Business Line/Activity obliged to be Completed with UKL/UPL;

3. Decision of Minister for Environment Num-ber 86 Year 2002 on Code of Conduct on En-vironmental Management and Monitoring Programs;

4. Decision of Governor of Jakarta Number 582 Year 1995 on Allocation and Standard Liquid Waste Quality in Jakarta;

5. Decision of Governor of Jakarta Number 551 Year 2001 on Standard Ambient Air Quality and Standard Noise Level in Jakarta.

pengeLoLaan LIngkUngan hIdUp

PT KBN telah melakukan pengelolaan lingkung an hidup di wilayah kawasan berikat sesuai pera-turan Pemerintah RI No.27 tahun 1999 (ten-tang Analisis Mengenai Dampak Lingkungan Hidup, AMDAL). Dalam melakukan pengelolaan lingkung an hidup, PT KBN mengikuti AMDAL ka-wasan. Perusahaan mempunyai program kerja terkait masalah ini dengan implementasinya me-ng acu kepada Rencana Pengelolaan Lingkungan Hidup (RKL) dan Rencana Pemantauan Lingkung-an Hidup (RPL), sebagai pelaksanaan pengelo-laan lingkungan secara kimia fisik, biologi, sosial ekonomi budaya, dan kesehatan.

Salah satu contoh pengelolaan lingkungan secara kimia fisik adalah pengelolaan limbah cair. Saat ini PT KBN telah berhasil mengelola limbah cair domestik dengan menggunakan Instalasi Peng-olahan Air Limbah (IPAL). Dengan instalasi ini, per usahaan berhasil mendaur ulang limbah cair menjadi air bersih.

Di bidang kesehatan, perusahaan telah melaku-kan pembentukan Panitia Pembina Keselamatan dan Kesehatan Kerja (P2K3). Mereka telah mela-kukan kegiatan Pembasmian Sarang Nyamuk (PSN) di lingkungan kawasan dan pabrik. Dalam melakukan kegiatan ini, P2K3 bekerja sama de-ngan Dinas Kesehatan Provinsi Jakarta Utara dan investor di kawasan. Program ini berlangsung ru-tin setiap enam bulan atau menyesuaikan kondisi kebutuhan dengan menggunakan abtisasi. Pe-rusahaan juga memberikan pelatihan hyperkes kepada karyawan dan investor setiap semester minimal 100 peserta yang berasal dari 20 inves-tor. Di luar itu semua, KBN sebagai pengelolaan ka-wasan memiliki investor-investor dengan be-raneka kegiatan dan sebagai pendukung pen-gelola kawasan di dalam lingkungan hidup sesuai keputusan Gubernur Propinsi DKI Jakarta nomor 189 tahun 2002 (tentang jenis usaha/kegiatan yang wajib di lengkapi UKL/UPL). Untuk itu, setiap investor wajib memiliki dokumen Upaya

enviRonMental ManageMent

PT KBN have conducted environmental manage-ment in bonded areas in accordance with Gov-ernment Regulation of the Republic of Indonesia Number 27 Year 1999 (on Environmental Impact Analysis/AMDAL). In managing environment, PT KBN complies with the regional AMDAL. The Company had working program related to this matter whose implementation is referring to En-vironmental Managing Plan (RKL) and Environ-mental Monitoring Plan (RPL), as implementing environmental management in chemical and physical, biological, social, economic, cultural, and health aspect.

One of examples of chemical and physical imple-mentation of environmental management is the management of liquid pollution. Currently, PT KBN has been successful in managing domestic liquid pollution by using Water Waste Installation Processing (IPAL). Through this installation, the Company has successfully done recycling liquid waste to clean water.

In healthy sector, the Company has established Committee on Working Security Development (P2K3). They have had combat action against mosquitoes in the factory area cooperated with Jakarta’s Health Office and neighboring investors. This program using abatization has been carried out regularly every six months, it can be adjusted to the condition and need. Every semester, the Company also provides training on emergency response to minimum 100 investor’s employee from 20 investors.

Furthermore, PT KBN being responsible in man-aging those zones has investors with various busi-nesses to support KBN environmental–related tasks pursuant to Decision of Governor of Jakarta Number 189 Year 2002 (on the kind of business/ activity that required by UKL/UPL). Therefore, every investor is obliged to have document of En-vironmental Management Programs (UKL) and




Pengelolaan Lingkungan dan Upaya Pemantauan Lingkungan (UPL) sebagai dasar petunjuk imple-mentasi pengelolaan lingkungan hidup.

Sehingga, setiap investor yang menghasilkan lim-bah wajib mengelola sendiri limbahnya sebelum membuang ke sekitar lingkungan kawasan. In-vestor yang menghasilkan limbah cair tersebut sudah harus sesuai baku mutu seperti yang ter-tuang dalam keputusan Gubernur DKI Jakarta No-mor 582 tahun 1995 (tentang penetapan perun-tukan dan baku mutu limbah cair di wilayah DKI Jakarta). Sedangkan investor yang menghasilkan limbah udara ambient harus mengikuti prosedur sesuai baku mutu menurut keputusan Gubernur Propinsi DKI Jakarta Nomor 551 tahun 2001 ten-tang penetapan baku mutu udara ambient dan baku tingkat kebisingan di Propinsi DKI Jakarta.

peLestarIan LIngkUngan

Dalam pelestarian lingkungan, perusahaan mem-baginya menjadi dua kegiatan yaitu flora dan fau-na. Pelestarian flora di lingkungan perusahaan menggunakan metode penanaman dan penggan-tian pohon-pohon yang mati di sekitar kawasan. PT KBN (Persero) juga turut berpartisipasi pada program pemerintah berupa penanaman 10 ju-ta pohon. Untuk itu, setiap tahunnya perusaha-an melakukan penanaman pohon minimal 200 batang di setiap kawasan yang ada di wilayah PT KBN (Persero).

Perusahaan juga membuat program untuk men-unjang pelestarian fauna bebas jenis unggas-unggasan yang hidup di dalam kawasan. Demi menunjang kelestarian fauna tersebut, perusa-haan menjaga tempat hidup mereka tetap leng-kap dengan ketersediaan bahan makanan. Untuk itu, perusahaan menanam berbagai pohon yang menghasilkan buah-buahan sebagai konsumsi fauna tersebut, semisal menanam pohon sawo kecil dan seri (kersen) di sekitar kawasan.

Environmental Monitoring Programs (UPL) as ba-sic code of conduct in implementing environmen-tal management.

Finally, each investor supplying pollution is obliged to manage their pollution by their own before throwing it to neighboring area. Investors producing the liquid waste shall have their waste appropriate with the quality standard as men-tioned in Decision of Governor of Jakarta Num-ber 582 year 1995 (on Allocation and Standard Liquid Waste Quality in Jakarta). While investors creating ambient air pollution has to follow pro-cedure of quality standard according to Decision of Governor of Jakarta Number 551 Year 2001 on Standard Ambient Air Quality and Standard Noise Level in Jakarta.

enviRonMental pReseRvation

Meanwhile, for the environmental preservation, the Company has divided into two activities, i.e. flora and fauna preservation. The flora man-agement in KBN area uses tree plantation and replacement method. PT KBN also takes part in government program of minimum 10 million trees plantation. Therefore, every year the Com-pany plants minimum 200 trees in each KBN area.

Besides, the Company establishes program pre-serving wild fauna of poultry variety living in the area. To support the sustainability of the fauna preservation, the Company keeps their habitat completed with adequate availability of food. Therefore, the Company plants special variety of trees that produces fruits for fauna foodstuff, such as sapodilla and kersen around the area.

I. TaNaH-TaNaH YaNG BeRMaSalaH MaSIH daLam proses hUkUm.

Hingga akhir 2013, terdapat tanah-tanah yang masih dalam proses hukum di pengadilan, se-perti:a Kasus penyerobotan tanah Serang Bango

Marunda (HPL No. 2) masih dalam proses pe-nyidikan Polres Jakarta Utara yang didampingi kuasa hukum Law Firm TM Mangunsong SH. Kasus ini berlarut-larut lantaran saat pemerik-saan saksi-saksi, tersangka meninggal dunia sehingga laporan dihentikan. Untuk itu, PT KBN (Persero) akan membuat laporan baru.

a Kasus pidana atas laporan oknum yang meng-aku Sudirjo dan Hadiono yang menyebut pegawai PT KBN (Persero) diduga melakukan tindakan pemberian keterangan palsu atas sertifikat nomor 830/831. Dalam kasus ini, PT KBN (Persero) didampingi oleh Mangunsong Law Firm. Pengadilan Negeri menyatakan PT KBN (Persero) kalah dan pegawainya dinya-takan bersalah. Untuk itu, PT KBN (Persero) mengajukan banding dan sesuai keputusan Pengadilan Tinggi DKI Jakarta, PT KBN (Per-sero) dinyatakan menang. Namun, pada ting-kat kasasi di Mahkamah Agung, Perseroan kalah dan tengah mengajukan upaya hukum peninjauan kembali.

a PT KBN (Persero) melaporkan tindak pe-malsuan oleh oknum yang mengaku Sudirjo dan Hadiono, sesuai dengan hasil Labkrim Polda Metro Jaya No TBL/4222/XII/2010 PMJ/Ditreskrimum tanggal 3 Desember 2010. Saat ini, perkara masih dalam proses di Pengadilan Negeri Jakarta Utara.

a Gugatan perkara perdata atas nama Alim bin Hamdani saat ini masih dalam proses di PN Ja-karta Utara.

a Gugatan kasus tanah oleh Kosim bin Muham-ad Zen di tingkat kasasi Mahkamah Agung.

>>> Perkara Penting yang Dihadapi/Material Litigation

I. PrOBLEMATIC LAnD UnDEr LEGAL PrOCESS

Up to the end of 2013, numbers of land plots are still under legal process, including:

a The land grab case of Serang Bango Marun-da (HPL No. 2) is still under investigation by the North Jakarta Police, legal representation by Law Firm TM Mangunsong SH. The case dragged on because during the examination of witnesses, the suspect died so that the re-port is stopped. To that end, KBN (Persero) will create a new report.

a Criminal cas resulting from a report by Sudiro and Hadiono that employees of PT KBN (Pers-ero) is allegedly involved in providing false in-formation with regard to certificate number 830/831. PT KBN (Persero) is aided by Law Firm Mangunsong. The Company lost the case at district court level and its employee was sentenced guilty. Then, PT KBN (Persero) appeal and in accordance the decision of the High Court Jakarta, PT KBN (Persero) won the case. However, at the level of the Supreme Court, the Company lost and is filing legal ac-tion reconsideration.

a PT KBN (Persero) filed a report of forgery committed by individuals named Sudirjo and Hadiono, pursuant to a test result issued by the Criminal Laboratory of the Jakarta Met-ropolitan Police No TBL/4222/XII/2010 PMJ/Ditreskrimum dated Desember 3rd, 2010. The case is still in process at the North Jakarta Dis-trict Court.

a Civil law suit by Alim bin Hamdani which is still ongoing at the North Jakarta District Court.

a Land law suit by Kosim bin Muhamad Zein now under appeal at the Supreme COurt of the Republic of Indonesia.




a Masalah ganti rugi tanah yang terkena Proyek Kanal Banjir Timur (KBT). Intinya, terdapat perbedaan pendapat antara PT KBN (Persero) dan Pemprov DKI Jakarta mengenai Surat Izin Pengelolaan Penggunaan Tanah (SIIPPT) dan perbedaan penafsiran mengenai ruang ling-kup fasilitas umum/fasilitas sosial sehingga proses mediasi gagal mencapai titik temu. Pada bulan Juli dan November 2012, Direksi PT KBN (Persero) mengirimkan surat permo-honan ganti rugi tanah yang terkena proyek KBT. Perkembangan terakhir terjadi pada 10 April 2013 di mana Pemrov DKI Jakarta sudah menerbitkan SIIPPT.

a Masalah perjanjian Penggunaan Tanah Industri PT Lancar Buana Karya. Berawal dari anggapan bahwa tanah Hak Guna Bangunan (HGB) di atas Hak Pengelolaan (HPL) adalah milik inves-tor sehingga PT KBN (Persero) sebagai pemilik HPL tidak lagi memiliki kewenangan. Gugatan ini berkembang menjadi beberapa gugatan lain, baik perdata, pidana, dan Pengadilan Tata Usaha Negara (PTUN). Pada perkara perdata, perusahaan menghadapi gugatan dari bebera-pa perusahaan sekaligus yaitu PT Hargas, PT Lancar Buana Karya, PT Manterwoverindo, dan PT Tysindo. Untuk kasus pidana, para investor melaporkan PT KBN (Persero) dalam tiga hal: perbuatan tidak menyenangkan, keterangan palsu di media massa, dan keterangan palsu berupa surat. Ketiga gugatan tersebut saat ini dalam proses penghentian di kepolisian. Ada-pun gugatan di PTUN dimenangkan PT Lancar Buana Karya dan untuk itu, perusahaan men-gajukan banding.

II. permasaLahan pIUtang.

a Sewa lahan PT Multicon Indrajaya Terminal (MIT) yang bermasalahKasus ini terjadi lantaran tagihan piutang ke pada PT MIT sebesar Rp 5.164.229.452 yang berakibat terjadinya pemutusan per-janjian sewa menyewa depo kontainer. Atas pemutus an kontrak ini, PT MIT tidak terima dan melakukan gugatan. Keputusan Peng adil-an Negeri Jakarta Utara dan Pengadilan Tinggi

DKI Jakarta memenangkan gugatan PT MIT. Pada Februari 2012, PT KBN (Persero) meng-ajukan kasasi ke Mahkamah Agung dan di-menangkan dengan putusan Nomor Register 2570 Perdata.

a Piutang usaha PT Gatotkaca Trans Systemindo (GTS) yang macet. Piutang terjadi tahun 2009 sebesar Rp 251.831.472 dengan umur lebih dari dua ta-hun yang berasal dari sewa 2 wing box mi-lik PT KBN (Persero). Namun, PT GTS tidak mengakui utang tersebut. Perusahaan lan-tas menyerahkan masalah ini kepada Kantor Pelayan an Kekayaan Negara dan Lelang (KP-KNL). Pada pembahasan di KPKNL, awalnya, PT GTS bersedia membayar utang. Namun, PT GTS kemudian menyatakan keberatan dan tidak bisa membayar utang tersebut dengan alasan tagihan yang dibebankan adalah tagih-an “Ritase” sedangkan sudah ada perubahan sistem pembayaran secara “Sewa Bulanan”. Pembahasan di KPKNL masih berlangsung.

a Piutang usaha PT Sadikun Niagamas Raya (SNR)Piutang PT SNR ini terjadi tahun 2011 senilai Rp 1.877.990.000 yang terdiri dari sewa lahan sebesar Rp 1.382.990.000 dan jasa lift on-lift off sebesar Rp 495.000.000. Pada September 2012, PT SNR mengirim surat yang menyata-kan pengakuan atas putang sebesar tersebut dam mengajukan untuk dapat diangsur sela-ma 120 bulan. Namun, saat PT KBN (Persero) mengirim undangan untuk membahas surat tersebut, PT SNR tidak memenuhinya. Akhir-nya, Tim Penyelesaian Piutang mengirim surat kepada Konsultan Hukum PT KBN (Persero) Law Office Muchtar Pakpahan & Associates agar PT SNR diberikan tindakan hukum.

a The issue of land restitution project-affected East Flood Canal (KBT). In essence, there is a difference of opinion between PT KBN (Pers-ero) and the Jakarta administration on Land Use Permit Management (SIIPPT) and differ-ences in the interpretation of the scope of public facilities / social facilities so that the process of mediation failed to reach com-mon ground. In July and November 2012, the Board of Directors of PT KBN (Persero) sends letter requesting compensation land affected by the KBT. The latest development occurred on 10 April 2013 in which the Jakarta Provin-cial Government has issued SIIPPT.

a The Issues of Industrial Land Use agreement PT Lancar Buana Karya. Starting from the as-sumption that the ground Right to Build (HGB) above Rights Management (HPL) is owned by investors that PT KBN (Persero) as the HPL owner no longer has the authority. The law-suit developed into several other lawsuits, whether civil, criminal, and a State Adminis-trative Court (PTUN). In civil cases, the com-pany faces a lawsuit from several companies at once, namely PT Hargas, PT Lancar Buana Karya, PT Manterwoverindo, and PT Tysindo. For criminal cases, the investors reported KBN (Persero) in three ways: unpleasant acts, false representations in the mass media, and false statements in the form of a letter. The third lawsuit is currently in the process of termina-tion in the police. The lawsuit at the Adminis-trative Court won by PT Lancar Buana Karya and for that, the company filed an appeal.

II. PrOBLEMATIC BAD DEBT

a Problematic land lease of PT Multicon Indrajaya Terminal (MIT)This is the case because the bill receivable to PT MIT amounting to Rp 5,164,229,452 which results in termination of the lease agreement container depots. Upon termination of this contract, PT MIT does not accept and carry out the lawsuit. Decree of North Jakarta Dis-trict Court and the Jakarta High Court ruled

in favor of PT MIT. In February 2012, PT KBN (Persero) appealed to the Supreme Court and won by decision No. 2570 of the Civil Registry.

a The bad debt to PT Gatotkaca Trans Systemindo (gts).The debt occurred in 2009 amounted to Rp 251,831,472 with more than two years of age who come from the rent of 2 wing box belongs to PT KBN (Persero). However, PT GTS does not acknowledge the debt. The company then submit this matter to the State Property Of-fice and Auction (KPKNL). In the discussion on KPKNL, initially, PT GTS willing to pay the debt. However, PT GTS then raised objections and can not pay the debt on the grounds that the bill is a bill charged “Ritase” while the exist-ing payment system changes “Monthly Rent”. Discussion in KPKNL still ongoing.

a The bad debt to PT Sadikun Niagamas Raya (snr)PT SNR’s debt was happened in 2011 amount-ing to Rp 1,877,990,000 consisting of land lease amounting to Rp 1,382,990,000 and services on-lift off lift at Rp 495 million. In September 2012, PT SNR send a letter stat-ing the recognition of debt as stated amount and pose to be amortized over 120 months. However, when PT KBN (Persero) sends an in-vitation to discuss the letter, PT SNR does not comply. Finally, the Bad Debt Settlement team of PT KBN (Persero) sent a letter to the Legal Consultant Law Office Mochtar Pakpahan & Associates given PT SNR that legal action.




Prinsip Transparansi menghendaki perusahaan un tuk mengungkapkan informasi yang memadai secara tepat waktu yang berkaitan dengan as-pek kinerja perusahaan. Pengungkapan tersebut penting agar memungkinkan para stakeholders da pat mengakses informasi dan memonitor se-cara efektif tindakan-tindakan manajemen serta memantau kinerja perusahaan.

Berdasarkan hasil aspek governance pelaksana-an pengungkapan informasi (disclosure) dinilai de ngan menggunakan 3 (tiga) indikator yang pe-menuhannya mencerminkan best practices pe-nerapan GCG.

Penerapan prinsip ini meliputi beberapa aspek antara lain:a Laporan Keuangan yang harus mengungkap-

kan semua informasi keuangan yang ma-terial, prinsip, dan kebijakan akuntansi yang digunakan serta audit harus dilakukan oleh auditor yang independen;

a Penyampaian informasi lainnya kepada publik sesuai prosedur keterbukaan informasi yang harus di lakukan secara tepat waktu;

a Adanya akses berupa kemudahan untuk mem-peroleh informasi yang disajikan tersebut.

Perusahaan menyampaikan informasi kepada khalayak umum antara lain melalui website peru-sahaan yakni www.kbn.co.id, BUMN online KBN Portal, Press Release, Buletin Dua Bulanan (Info KBN), Brosur, Company Profile, Kegiatan Pameran serta promosi di sejumlah media massa.

The principle of transparency requires the Com-pany to punctually reveal sufficient information related with the Company’s performance. Such disclosure is important to enable stakeholders to have access on information and to observe ef-fectively management practices as well as to ob-serve the Company performance.

In pursuant to governance aspect, there are three indicators to assess the implementation of infor-mation disclosure in which the achievement will reflect the best practices of GCG.

The application of those principles covers several aspects:a Financial statement shall reveal all financial

information in which material, principle, and accounting policy as well as auditing shall be done by independent auditor;

a Delivery of other information to public refers to open information procedure that shall be done on time;

a Presence of easier access to gain information.

The Company disseminates information to public through the Company’s website, www.kbn.co.id, BUMN online KBN Portal, Press Release, Monthly Bulletin (Info KBN), Brochure, Company Profile, Exhibition and other promotions in mass media.

>>> Media Penyebaran Informasi/Information Dissemination Media

Berdasarkan nilai-nilai budaya perusahaan serta prinsip-prinsip tata kelola perusahaan yang baik, perusahaan telah menyusun Etika Perilaku Peng-usaha dan Pegawai sebagai perangkat nilai. Setiap elemen di PT KBN (Persero), baik pengusaha dan pegawai, wajib mentaati dan menjalankan etika ini dengan sebaik-baiknya dalam melaksana kan kegiatan. Secara garis besar, isi Etika Peri laku Pe-ngusaha dan Pegawai meliputi: a Pedoman Umuma Tanggung Jawaba Prinsip-prinsip Kesetaraana Kewajiban dan Larangan bagi Pengusaha dan

Pegawaia Keselamatan dan Kesehatan Kerja, dan a Hubungan Profesional

BudaYa PeRuSaHaaN/PelaYaNaN PRIMa

Untuk menjadi kawasan industri dengan layan-an jasa properti dan logistik yang ramah ling-kungan, pilihan utama dan terpercaya, Pimpinan dan seluruh karyawan PT Kawasan Berikat Nu-santara (Persero) bertekad untuk mencapainya melalui upaya:

>>> Pedoman Etika Perilaku Pengusaha & Pegawai Code of Conduct for Entrepreneurs & Employees

According to the Corporate Culture and the Cor-porate Good Governance principles, the Com-pany has arranged a Code of Conduct for Entre-preneurs and Employees as values equipment. Every element in KBN, both entrepreneur and employee, shall fulfill and perform the Conduct in their activities. Generally, the content of the Code of Conduct for Entrepreneurs and Employ-ees includes: a General Guidelinesa Responsibility a Principles of Equalitya Obligation and Prohibition for entrepreneur

and employeea Working Security, anda Professional Relationship

CoRpoRate CultuRe/pReMiuM seRviCes

In order to become an industrial zone providing property and logistic services that are environ-mentally friendly, most preferred and most reli-able, the Board of Directors and employees of PT Kawasan Berikat Nusantara (Persero) are fully committed to do the followings:




Perusahaan telah menerapkan tata cara peng-adaan barang dan jasa melalui SK Direksi No-mor 140/SKD/DIRUT/12/2008, 31 Desember 2008, tentang Pedoman Pelaksanaan Tata Cara Pengadaan Barang, Jasa Konstruksi, Konsultansi, dan jasa lainnya untuk dapat melakukan penge-lolaan pengadaan secara efisien, efektif, dan akuntabel.

PT KBN (Persero) telah merumuskan kebijakan dalam pengadaan barang dan jasa untuk dapat mendukung kebijakan yang berkaitan dengan pemberdayaan usaha kecil dan mendorong per-saingan usaha yang sehat dalam pengadaan ba-rang dan jasa. Selain itu, perusahaan juga turut mendukung berkembangnya kompetensi dan daya saing usaha nasional melalui pemanfaatan produk dalam negeri.

Pada prinsipnya pengadaan barang dan jasa di-lakukan melalui mekanisme lelang dengan mem-bandingkan sebanyak-banyaknya penawaran dari penyedia barang dan jasa. Ada pula prinsip peng-adaan barang dan jasa yang mewajibkan adanya klarifikasi teknis dan negosiasi biaya untuk mem-peroleh harga yang wajar tetapi secara teknis dan prosedur dapat dipertanggungjawabkan.

Untuk meningkatkan sistem pengadaan barang dan jasa, perusahaan berkomitmen terus mening-katkan kualitas pengadaan melalui peningkatan pengetahuan panitia pengadaan dengan mengi-kuti pelatihan sertifikasi ahli pengadaan barang dan jasa serta meningkatkan jumlah pelaksana.

The company has applied the procedure of goods and services procurement by Decision of the Board of Directors Number 140/SKD/DIRUT/12/2008, dated 31 December 2008, on Code of Conduct of the Implementation of Goods, Construction Ser-vices, Consultancy, and Others Services Procure-ment Procedure to conduct procurement man-agement efficiently, effectively and accountable.

PT. KBN has formulated policies in goods and services procurement in order to support policy related to the empowering of small enterprise and to encourage fair competition in goods and services procurement. In addition, the Company also supports the development of national com-petence and competitiveness by utilizing home-made products.

In principle, goods and services procurement con-ducted through auction mechanism by making comparison offerings from goods and services provider. There is also other principle of goods and services procurement which requires any technical clarification and expense negotiation to obtain proper price, and technically and proce-durally accountable.

To improve the system of goods and services procurement, the Company is committed to con-tinually upgrade procurement quality by both increasing procurement committee’s knowledge with trainings on expert certification on goods and services procurement, and increasing total number of participants.

>>> Tata Cara Pengadaan/Procurement

program kemItraan

Program Kemitraan dan Bina Lingkungan PT KBN (Persero) dilaksanakan sesuai dengan Peraturan Menteri Negara BUMN Nomor Per-05/MBU/2007 Tanggal 27 April 2007. Program kemitraan meru-pakan program untuk meningkatkan kemampuan pengusaha kecil agar menjadi tangguh dan man-diri melalui pemanfaatan dana dari laba PT KBN (Persero).

Dana Program Kemitraan diberikan dalam ben-tuk:a Pinjaman untuk membiayai modal kerja dan

atau pembelian aktiva tetap dalam rangka meningkatkan produktivitas dan penjualan;

a Pembinaan dengan dana hibah untuk pen-didikan, pelatihan, pemagangan, pemasaran, promosi dan kegiatan yang meningkatkan produktivitas bagi Mitra Binaan.

Adapun kegiatan program kemitraan PT KBN (Persero) tahun 2013 adalah:a Penyaluran dana pinjaman kepada 314 mitra

binaan senilai Rp 2,925 miliar.a Pembinaan calon mitra binaan melalui pen-

didikan tentang tertib administrasi keuangan dan akuntansi, pemasaran, kewirausahaan, dan pengelolaan kios atau ritel bagi mitra bi-naan.

Sesuai dengan persetujuan RUPS – PKBL Nomor: RIS/D5.MBU/A/2013, ditetapkan mulai tahun 2013 alokasi laba untuk Program Kemitraan diti-adakan dan tidak ada alokasi laba tahun 2012, se-dangkan Program Kemitraan yang sudah berjalan/sudah ada kontrak dapat tetap terus dijalankan.

program bina LingkunganProgram Bina Lingkungan merupakan program pemberdayaan kondisi sosial masyarakat di seki-tar perusahaan melalui pemanfaatan dana dari bagian laba bersih perusahaan. Ruang lingkup program bina lingkungan meliputi:a Bantuan untuk korban bencana alam

paRtneRsHip pRogRaMs

The partnership and environmental development program of PT KBN (Persero) is implemented pur-suant to the State Minister for State Enterprises Regulation No. PER-05/MBU/2007 dated April 27th,2007. This partnership program is a pro-gram aimed at enhancing the capability of small-scale businesses and make them strong, resilient, and independent by providing assistance taken from PT KBN (Persero)’s net profit.

Funds for the partnership program are provided in the form of:a Loans to finance working capital and or pur-

chase of fixed assets in order to increase pro-ductivity and sales;

a Development with grants for education, train-ing, apprenticeship, marketing, promotions and activities that enhance productivity for Partners.

Following are the partnership program activities realized by PT KBN (Persero) in 2013:a Loans totally amounting to Rp 2,925 billion

have been given to 314 foster partners.a Development of prospective partners through

education built on the orderly administration of finance and accounting, marketing, entre-preneurship, and management of retail or ki-osks for the partners.

In accordance with the approval of the RUPS- PKBLNumber: RIS/D5.MBU/A/2013, set began in 2013 profit allocation for the Partnership Pro-gram is eliminated and there is no allocation of profits in 2012, while the Partnership Program which has been running / existing contracts can continue to run.

Community Development ProgramsCommunity Development Program is a program on social and community empowerment by using some fund of the Company profit. The area of this program includes:

a Assistance to victims of natural disasters

>>> Program Kemitraan dan Bina Lingkungan Corporate Social Responsibilities


a Fokus kepada pelayanana Pemahaman kesadaran terhadap lingkungana Penerapan prinsip tata kelola perusahaan

yang baik (good corporate governance)a Penyelarasan budaya perusahaan yang men-

dukung peningkatan produktivitas tenaga kerja

a Focusing on servicesa Understanding principles of environmental

awaranessa Implementing practises of Good Corporate

Governancea Performing a harmonious Corporate Culture

supporting higher productivity of man power



a Bantuan untuk pendidikan/pelatihana Bantuan untuk peningkatan kesehatana Bantuan pengembangan sarana/prasarana

umuma Bantuan untuk sarana ibadaha Bantuan untuk pelestarian alam serta pe-

ngem bangan seni budaya

Berbagai kegiatan program Bina Lingkungan yang dilaksanakan tahun 2013:a Bantuan program banjir dan bantuan pele-

starian alam berupa penanaman pohon dan pembuatan composting dan vertikultur.

a Peningkatan kesehatan berupa bantuan peng-obatan gratis, bantuan posyandu, sunatan massal anak yang kurang mampu, dan donor darah.

a Bantuan pendidikan dan pelatihan untuk sa-rana dan prasarana sekolah-sekolah kurang mampu.

a Pengembangan sarana dan prasarana umum berupa bantuan untuk perbaikan/renovasi se-kolah, madrasah, dan sarana umum di wilayah Jakarta dan Bekasi.

a Sarana ibadah berupa bantuan dana untuk operasional masjid dan renovasi tempat iba-dah di lingkungan perusahaan.

Sesuai dengan persetujuan RUPS – PKBL Nomor : RIS-102/D5.MBU/A/2013, ditetapkan pendanaan untuk Bina Lingkungan akan dibebankan menjadi biaya perusahaan sesuai kemampuan perusa-haan.

a Assistance to education/training facilitiesa Assistance to health improvementa Assistance to develop public infrastructurea Assistance to religious facilitiesa Assistance to natural conservation and the

development of arts and culture

Various activities of the Community Development program implemented in 2013: a Aid for floods and assistance programs such

as nature conservation and tree planting and the making of composting and vertikultur.

a Improving health in the form of free medical assistance, posyandu aid, mass circumcision for disadvantaged children, and blood donors.

a Assistance for education and training for un-derprivileged schools.

a Development of public facilities and infra-structure in the form of assistance for renova-tion of schools, and public facilities in Jakarta and Bekasi.

a Means of worship in the form of operating grants for the renovation of mosques and places of worship in a corporate environment.

In accordance with the approval of the RUPS - PKBL Number: RIS-102/D5.MBU/A/2013, set funding for the Community Development will be charged according to ability company’s corporate costs.


:: Data Perusahaan

:: Corporate Information


Sesuai dengan agenda RUPS LB tentang peruba-han Susunan Direksi PT KBN disampaikan bahwa berdasarkan Keputusan Bersama Menteri Negara BUMN dan Gubernur Provinsi DKI Jakarta No-mor: KEP- 245/MBU/2007 dan Nomer: 6 Tahun 2007 tanggal 31 Oktober 2007, masa jabatan anggota-anggota Direksi PT KBN (Persero) bera-khir pada tanggal 5 November 2012, karena itu perlu memberhentikan dan sekaligus menetap-kan penggantinya.

Sesuai dengan surat Menteri BUMN Nomor: SR- 557/MBU/2012 tanggal 15 Oktober 2012 perihal Perubahan Susunan Direksi PT Kawasan Berikat Nusantara (Persero) kepada Pimpinan RUPSLB PT Kawasan Berikat Nusantara (Persero) diusulkan pemberhentian dengan hormat nama-nama beri-kut sebagai anggota Direksi PT KBN yaitu Raharjo Arjosiswoyo selaku Direktur Utama, Karyono Su-pomo selaku Direktur Adminitrasi & Keuangan, Eddy Ihut Siahaan selaku Direktur Pemasaran dan Pengembangan serta Riyodian B. Praktikto selaku Direktur Operasi.

Pemegang Saham, Pemerintah republik Indone-sia mengusulkan nama-nama untuk menjadi Di-reksi PT KBN yaitu H.M. Sattar Taba sebagai Direk-tur Utama, Gempa Nursyamsu sebagai Direktur Adminitrasi & Keuangan, dan Teddy Robinson sebagai Direktur Pemasaran dan Pengembangan.

Berikut adalah struktur organisasi PT Kawasan Berikat Nusantara untuk periode 2012-2017:

In accordance with the agenda of RUPS LB (Ex-traordinary General Shareholder Meeting) con-certing the change in the composition of the Di-rectors of PT KBN it is hereby informed that based on a Joint Decision by the State Minister for State Minister of State Owned Enterprises and the Gov-ernor of the Province of the Jakarta Special Capi-tal Region respectively No: Kep- 245/MBU/2007 and No: 6 Year 2007 dated October 31, 2007, the term of office of the members of the Board of Di-rectors of PT KBN (Persero) ended on November 5, 2012 and should therefore be discharged and at the same time appoint their successors.

Pursuant to letter No: SR-557/MBU/2012 dated October 15, 2012 from the Minister for State Owned Enterprises concerning the change of Di-rectors of PT Kawasan Berikat Nusantara (Pers-ero), it was proposed to dismiss the following members of PT KBN’s Board of Director; namely Raharjo Arjosiswoyo as President Director, Karyo-no Supomo as Administration & Finance Director, Eddy Ihut Siahaan as Marketing & Development Director and Riyodian B. Praktikto as Operations Director.

As Shareholders, Government of the Republic of Indonesia propose names to be Directors of PT KBN, namely H.M. Sattar Taba as President Di-rector, Gempa Nursyamsu as Administration & Finance Director, Teddy Robinson as Marketing & Development Director.

Following is the Organizational Structure of PT Kawasan Berikat Nusantara (Persero) for the 2012-2017 period:

>>> Struktur Organisasi/Organizational Structure

Data perusahaanCorporate Information

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>>> Profil Dewan Komisaris/Profile of the Board of Commissioners

Berlatar belakang pendidikan Sarjana Geografi dari Universitas Indonesia (1982), master of Scien ce (S-2) dalam Regional Science dari Uni-versity of Queensland, Australia (1986) dan gelar Doktor (Ph.D) dalam Environmental Planning dari Griffith University, Australia (1992). Sejak tahun 2006 sampai seka-rang bertugas sebagai Staf Ahli dalam Teknologi Inovatif dan Lingkungan untuk Menteri Koordina-tor Bidang Perekonomian Republik Indonesia. Pada Tahun 2013, Raldi Hendro Koestoer menjabat seba-gai Komisaris Utama PT KBN (Persero). He holds a Bachelor’s

Degree in Geographical Science from the Univer-sity of Indonesia which he earned in 1982, a Master’s Degree in Re-gional Science from the University of Queensland, Australia (1986) and a Doctorate (Ph.D) in Envi-ronmental Planning from Griffith University, Aus-tralia (1992). Since 2006

until now he serves as Expert Staff for Innovation Technology and Environment for the Coordinat-ing Minister of Economic Affairs of the Republic of Indonesia. In 2013, Raldi Hendro Koestoer As-sumes the office of President Commissioner of PT KBN (Persero).

Berlatar belakang pendidikan Sarjana Teknik Sipil, Institut Teknologi Bandung, mulai menjabat se-bagai Komisaris PT KBN (Persero) sejak Februari 2012. Pria kelahiran Balige, 6 September 1953 ini sebelumnya berkarir di Pemerintah Provinsi DKI Jakarta dan pernah menjabat sebagai Direktur Utama PDAM Jaya.

He has a Bachelor’s Degree in Civil Engineering from Instutute Teknologi Bandung and assumed his post as commissioner of PT KBN (Persero) since February 2012. He was born in Balige on September 6, 1953. Previously he worked with the Provincial Goverment of the Jakarta Spesial Capital District, and once held the post or Presi-dent Director of PDAM-Jaya (amunicipal water supply company)


:: raLdI hendro koestoer :: :: maUrIts napItUpULU ::




Mulai menjabat sebagai Komisaris PT KBN (Per-sero) sejak Februari 2012. Wanita kelahiran Kla-ten, 13 Desember 1968 ini berlatar pendidikan Sarjana Komputer, Universitas Gadjah Mada, dan Magister Teknik Informatika, Universitas Indo-nesia. Sejak tahun 2010-2012 Indiani Widiastuti pernah menjabat seba-gai Kepala Bidang Usaha Jasa IIc Kementerian BUMN. Saat ini menjabat sebagai Kepala Bidang Usaha Industri Primer IIIa, Kementerian BUMN.

She assumed her task as commissioner of PT KBN (Persero) starting in Feb-ruari 2012. She was born in Klaten on December 13, 1968 and holds a Bache-lor’s Degree in Computer Science from Univeritas gajah Mada, and a Mas-

ter’s degree in Information Technology from Uni-versitas Indonesia. From 2010 until 2012 she held the position of Head of Service Business Sector IIc with the Ministry for State-Owned Enterprises of the Republic of Indonesia, and presently she con-tinues to serve as Head of Primary-Industry Serc-tor IIIa with sald ministry.

Mulai menjabat sebagai Komisaris PT KBN (Per-sero) sejak Februari 2012. Pria kelahiran Kebu-men, 7 Februari 1964 ini berlatar belakang pen-didikan Sarjana Sastra Inggris dari STKIP PGRI Institut, bergelar Master Manajemen Pemasaran dari Universitas Tarumanegara dan Doktor di bi-dang Ekonomi dan Keuangan Islam, Universitas Trisakti.

Assumed the post of Commissioner of PT KBN (Persero) since February 2012. He was born in Ke-bumen on February 7, 1964 and hold a Bachelor’s Degree in English Literature from the STKIP PGRI Institute, a Master Degree In Marketing Man-agement from Universitas Tarumanegara, an a Doctorate in Islamic Economy and Finance from Universitas Trisakti.

:: IndrIanI wIdIastUtI :: :: MaRSudI SYuHud ::



>>> Profil Dewan Direksi/Profile of the Board of Directors

Menjabat sebagai Direktur Utama PT KBN (Per-sero) sejak November 2012. Berlatar belakang pendidikan Sarjana Ekonomi, mengawali karirnya pada PT Industri Kapal Indonesia (IKI) tahun 1979. Kemudian dilanjutkan berkarir di PT Semen Tona-sa pada tahun 1979-1988. Pernah menjabat se-bagai Direktur PT Purna Karya Manunggal, Direk-tur PT Pelayanan Tonasa Lines, Direktur Keuangan dan Pemasaran PT Semen Kupang, Direktur Utama PT Semen Kupang, Direktur Keuangan PT Semen Tonasa, Sejak Tahun 2005 sampai 2012 menjabat sebagai Direktur Utama PT Semen Tonasa. Aktif di berbagai organisasi saat ini men-jabat sebagai Wakil Ketua Umum Kadin Indonesia, Koordinator Wilayah Indo-nesia Timur, Ketua Umum YDPI Semen Tonasa, Ketua Dewan Penasihat Asosiasi Pengusaha Indonesia (AP-INDO) Selsel, serta Ketua Presidium Asosiasi Semen Indonesia (ASI).

Appointed as President Director PT KBN (Persero) since November 2012. As for educational back-ground he hold a Bach-elor’s Degree in Econom-ics, He started his career working for PT Indusri Ka-pal Indonesia (IKI) in 1979 and for PT Semen Tonasa in 1979-1988. Later on he proceeded to become Di-rector of PT Purna Karya Manunggal, Director of Pelayaran Tonasa Lines and Director of Finance & Marketing of PT Semen Tonasa. From 2005 to 2012 he served as Presi-dent Director of PT Se-men Tonasa. He is active in various organizations

and is now the Vice Chairman of the Indonesian Chamber of Commerce, Coordinator for the East-ern Indonesia Territory, Chairman of YDPI Semen Tonasa, Chaiman of the Advisory Board of the Indonesian Entrepreneurs Association (APINDO) South Sulawesi Chapter, and Presidium Chairman of the Indonesian Cement Association (ASI).

Berlatar balakang pendidikan Sarjana Akuntansi dan memiliki kompetensi sebagai Profesional In-ternal Auditor (PIA). Menjabat sebagai Direktur Administrasi & Keuangan PT KBN (Persero) sejak November 2012. Mengawali karirnya di PAAP UNPAD sebagai dosen, di Pemda JABAR sebagai Kepala Bagian Keuangan, kemudian di PT (Per-sero) Batam sebagai kepala Divisi Akuntansi dan Sistem Informasi pada tahun 1992-1995. Berga-bung di PT KBN sejak tahun 1995 sebagai Kepala Divisi Akuntansi, kemudian GM SBU Pelayanan Logistik. Sejak Januari 2012 hingga Oktober 2012 menjabat sebagai Kepala Satuan Pe ngawas Intern PT KBN.

Holds a Bachelor’s Degree in Accountancy and has a competency as Profession-al Internal Auditor (PIA). Appointed as Administra-tion & Finance Director of PT KBN (Persero) since No-vember 2102. He began his career as lecturer at PAAP UNPAD University, followed by working as Finance Department Chief of the West Java Regional Government and after that he become Head of the Accounting & Infor-mation System Division of PT (Persero) Batam from 1992 until 1995. He joined PT KBN in 1995 as Head of the Accounting Division, and later become GM of

the Logistics Service SBU. From January until Oc-tober 2012 he served as head of the internal Su-pervision Unit.


:: h.m. sattar taba :: :: GeMPa NuRSaMSu YaSIN ::



Saat ini menjabat sebagai Direktur Operasional PT KBN (Persero). Berlatar belakang pendidikan sarjana Teknik Sipil, Universitas Sebelas Maret Surakarta dan Magister Manajemen, Universi-tas Jayabaya. Mengawali kariernya di PT KBN (Persero) sebagai Kepala Bagian Pembangunan dan Pemeliharaan Konstruksi tahun 1991 hingga menjadi Kepala Divisi Pengembangan & Pengelo-laan Lingkungan tahun 2010. Pernah menjabat di PT Pengusahaan Daerah Industri Pulau Batam (Persero) sebagai Direksi pada Direktorat Ope-rasional, Pemasaran, dan Pengembangan dari 2010 hingga 2013. Aktif di berbagai bidang orga-nisasi, diantaranya Kepala Bidang KB Asosiasi Depo Peti Kemas Indonesia (ADEPTI), 2006-sekarang. Wakil Ketua Pusat Peng-kajian Eksport-Import Na-sional (PPEN), 2007-seka-rang. Anggota Pelaksana Penelitian & Pengabdian profesional masyarakat STIE Kampus Ungu, 2006 sekarang, dan pernah berprofesi sebagai Dosen Tidak Tetap di Sekolah Tinggi Manajemen La-bora pertengahan tahun 2005-2007, serta STIE Kampus Ungu Jakarta Swasta tahun 2006 sam-pai sekarang.

Now holds the post of operations Director of PT KBN (Persero). He has a Bachelor’s Degree in Civil Engineering from University Sebelas Maret Sura-karta and a Master’s Degree in Management from

University of Jayabaya. He started out in his career by joining PT KBN (Persero) at 1991 as Head of the Development & Construc-tion Maintenance Depar-tement and became Head of Environmental Devel-opment & Management Division till 2010. Next he worked for PT Pengu-sahaan Daerah Industri Pulau Batam (Persero) as Director of the Directorate of Operations, Marketing & Development from 2010 until 2013. He is active in various organizations i.e: Head of KB Field of the Indonesian Container De-pot Association (ADEPTI) from 2006 until now; Vice Chairman of the National

Center for Export-Import Studies (PPEN) drom 2007 up to now; a member of the Professional Research & DedicationCommunity of STIE Kam-pus Ungu from 2006 until present time. Once he served as Guest Lecturer as Sekolah Tinggi Man-agement Labora in 2005-2007, and STIE Kampus Ungu Jakarta Swasta from 2006 until now.


Saat ini menjabat sebagai Direktur Pemasaran dan pengembangan PT KBN (Persero). Pernah menjabat sebagai Direktur Perum Perumnas ta-hun 2007-2012, Direktur Utama PT Karnival In-donesia, Direktur Pemasaran dan Operasional PT Satria Kahayan Multitama, Direktur Pemasar an PT Duta Realtindo Jaya. Memulai karirnya di Se-tia Tour & Travel, Ellen Co, Lippo Cikarang Tbk., Eraska Group dan Tamara Group. Mendapatkan berbagai gelar mulai dari Sarjana Sastra Inggris Universitas Sumatera Utara, Master of Businnes Administration OTC Afiliasi California State Uni-versity, Magister Manaje-men pemasaran STIE IPWI, dan Master of Science dari Finance Northeastern Uni-versity, Boston, Amerika Serikat.

Presently hold the posi-tion of Marketing & De-velopment Director of PT KBN (Persero). Previously in his professional career he worked as Director of Perum Perumnas in 2007-2012, President Director of PT Karnival Indonesia, Marketing & Operations Director of PT Satria Ka-hayan Multitama, Mar-keting Director of PT Duta Realtindo Jaya. Much ear-lier he started his career working for Setia Tour & Travel, Ellen Co., Lippo Ci-karang Tbk, Eraska Group and Tamara Group. He has a Bachelor’s degree in English from Universitas Sumatera Utara, Master of

Business Administration OTC from California State University, Master’s Degree in Marketing Manage-ment from STIE IPWI, Master of Science in Finance from Northeastern University, Boston, United State of America.

:: TeddY RoBINSoN :: :: sUdIro agUng dananto ::



>>> Profil Sekretaris Perusahaan/Profile of the Corporate Secretary

>>> Profil Kepala Satuan Pengawas Intern Profile of the Head of Internal Supervision Unit

Appointed as Corporate Secretary of PT KBN (Persero) since 2013. He also serves as Head of Marketing and Services Division. Before that, he

appointed as head of human re-sources and general affairs since 2010. He holds a Bachelor of Eco-nomics Degree in Marketing Man-agement from the Islamic Univer-sity of North Sumatera in 1992. Piri was born in Medan, June 14, 1964. He participated in several training programs that support his task, such as Management Develop-ment Program (MDP B), Cascading The Corporate Level Strategy Map & Balanced Scorecard. Workshop on Procedure to Fix Proper Price Estimate (HPS), and Mechanism of

Compiling Contract Documentation Administra-tion & Procurement of Goods and Services.

PIRI PaSHa oeMRY

Menjabat sebagai Sekretaris Perusahaan PT KBN (Persero) sejak 2013. Ia juga merangkap sebagai Kepala Divisi Pemasaran dan Pelayanan. Sebe-lumnya menjabat sebagai kepala Divisi SDM dan Umum sejak Juni 2010. Meraih gelar Sarjana Ekonomi Manajemen Pemasar-an dari Universitas Islam Su-matera Utara tahun 1992. Pria ini lahir di Medan, 14 Juni 1964. Berbagai pendidikan non-formal yang mendukung berbagai tu-gas telah diambilnya mulai dari Program Pengembangan Mana-jemen Berjenjang (MDP B), Cascading The Corporate Level Stra tegy Map & Balanced Score-card hingga Workshop Teknik Prosedur Penyusunan Harga Perkiraan Sendiri (HPS) yang wajar, dan Mekanisme Penyusunan Admi nistrasi Dokumentasi Kontrak & Pengadaan Barang dan Jasa.

eka rastU mIftaCh

Menjabat sebagai Kepala Satuan Pengawas Intern sejak 2013. Sebelumnya menjabat sebagai Kepala Divisi Pemasaran sejak 4 Maret 2011. Meraih gelar sarjana dari Sydney College of Business, Sydney Australia tahun 1986. Eka lahir di Beirut, 23 Maret 1959. Berbagai pendidikan non-formal yang mendukung berbagai tu-gas telah diambilnya mulai dari Export Development, Awareness Of ISO 9000, Risk Management, hingga Management Develop-ment Program Level C.

Appointed as Head of Internal Supervision Unit since 2013. Be-fore that, as Head of Marketing Division of PT KBN (Persero) since March, 2011. He holds a Bache-lor’s Degree from the Sydney Col-lege of Business, Sydney, Australia which he earned in 1986. Eka was born in Beirut, March 23, 1959. He took part in several training programs that support his task, including Export Development, Awareness of ISO 9000, Risk Management, and Management Development Program Level C.

Anggota komite berasal dari luar PT KBN (Persero) dan tidak mempunyai kaitan dengan manajemen, kaitan dengan kepemilikan dan usaha perusa-haan. Sesuai dengan Surat Keputusan Komisaris Nomor: 02/DK/VI/2013 tanggal 28 Juni 2012, su-sunan anggota untuk periode dua tahun adalah sebagai berikut :

IndrIanI wIdIastUtISelain menjabat sebagai dewan komisaris, Indriani Widiastuti juga dipercaya sebagai ketua Komite Audit PT KBN (Persero). Wanita kelahiran Klaten 13 Desember 1968 ini pernah menjabat sebagai Kepala Bidang Usaha Jasa IIc Ke-menterian BUMN. Saat ini ia men-jabat sebagai Kepala Bidang Usaha Industri Primer IIIa Kementerian BUMN.

sUjatnoPria yang lahir di Boyolali 1 Sep-tember 1953, mempunyai peng-alaman sebagai pegawai Departe-men Perdagangan dari tahun 1976 dampai dengan 1991. Mulai berga-bung di PT KBN pada tahun 1991 sampai dengan 2009 dan jabatan terakhir adalah sebagai Kepala Di-visi Pemasaran. Saat ini, terhitung Juni 2012 mendapat perpanjangan masa jabatan Anggota Komite Au-dit di PT KBN (Persero).

M. FaRKHaN SuPRIYadILahir di Brebes, 24 April 1974. Me-nyelesaikan studinya di D-III Akun-tansi dari STAN (Sekolah Tinggi Akuntansi Negara), Sarjana Akun-tansi dari Universitas Diponegoro dan Magister Finance dari Univer-sitas Trisakti. Berpengalaman di in-dustri keuangan sejak tahun 1995 dan pernah bekerja di PT Kliring Berjangka Indonesia (Persero).

The committee members are from outside of PT KBN (Persero) and have no connection whatsoev-er with the company’s management, ownership and business. As stipulated by the Commissioners Decision No: 02/DK/VI/2013 dated June 28, 2012 the composition of members for the two year pe-riod are as follows:

Besides serving as a member of the Board of Commissioners, Indriani Wi-diastuti is also entrusted to head the Auditing Committee of PT KBN (Pers-ero). Born in Klaten, December 13, 1968, she once held the position of Head of the Service Business Sector IIc with the Ministry for State Owned En-terprises of the Republic of Indonesia, and presently she continues to serve as Head of Primary-Industry Sector IIIa with said ministry.

Born in Boyolali, September 1, 1953, he gained work experience with the Departemen of Trade where he occupied a staff position from 1976 until 1991. He joined PT KBN (Persero) in 1991 and worked until 2009 and his last position was Head of the Marketing Division. Now since June 2010 he has been appointed as a Member of the Au-diting Committee of PT KBN (Pers-ero).

Born in Brebes, April 24, 1974. Graduated from the D-III in Ac-counting Program from STAN (the State College of Accountancy), Bachelor of Accounting from Dipo-negoro University and a Masters in Finance from the University of Trisakti. Experienced in the finan-cial industry since 1995 and has worked in PT Kliring Berjangka In-donesia (Persero).

>>> Profil Anggota Komite Audit/ Profile of the Auditing Committee Members




Anggota Komite berasal dari luar PT KBN (Per-sero) dan tidak mempunyai kaitan dengan mana-jemen, kepemilikan dan usaha perusahaan. Sesuai dengan Surat Keputusan Komisaris No: 03/DK/II/2012, tanggal 1 Februari 2012, susunan anggota untuk periode dua tahun adalah sebagai berikut :

maUrIts napItUpULUMenjabat sebagai Komisaris PT KBN (Persero) sejak Februari 2012. Selain sebagai anggota De-wan Komisaris, ia juga dipercaya sebagai ketua Komite Peman-tau Manajemen Resiko PT KBN (Persero). Pria kelahiran Balige, 6 September 1953 ini sebelumnya berkarir di Pemerintah Provinsi DKI Jakarta dan pernah menjabat sebagai Direktur Utama PDAM Jaya.

sofIan ZPria kelahiran Curup, 3 Juli 1948 merupakan pensiunan BPKP (Badan Pengawasan dan Keuangan Pemerintah), meraih gelar sarjana dari Institut Ilmu Keuangan Negara, Jurusan Akun-tansi, Jakarta, tahun 1978. Diper-caya sebagai anggota Komite Pe-mantau Manajemen Resiko sejak tahun 2011.

SYaMSul MoNoaRFaPria kelahiran Gorontalo 25 De-sember 1954 mulai dipercaya sebagai anggoa Komite Peman-tau Manajemen Resiko PT KBN (Persero) sejak tahun 2011. Se-belumnya ia merupakan ketua Forum Komunikasi Pegawai PT KBN (Persero).

The committee members are from outside of PT KBN (Persero) and have no connection whatso-ever with the companys management, ownership and business. As stipulated by the Commission-ers Decision No: 03/DK/II/2012 dated February 1, 2012, the composition of members for the two year period are as follows:

Assumed his post as commissioner of PT KBN (Persero) since February 2012. Besides serving as a member of the Board of Commissioners, he is also en-trusted to head the Risk Management Monitoring Committee at PT KBN (Persero). Previously Mr. Napitupulu, who was born in Balige on September 6, 1953, held the post of President Di-rector of PDAM-Jaya (a municipal wa-

ter supply company).

He was born in Curup on July 3, 1948, and is a retiree of BPKP (Fi-nancial & Development Supervisory Board). He earned his undergradu-ate degree from the State Institute of Finance, Department of Account-ing, Jakarta, 1978. He entrusted as a member of the Risk Management Monitoring Committee since 2011.

Mr. Monoarfa was born in Goron-talo on December 25, 1954 and was entrusted to serve as a member of the Risk Management Monitor-ing Committee of PT KBN (Persero) since 2011. Previously he was the chairman of the Employee Commu-nication Forum of PT KBN (Persero).

>>> Profil Anggota Komite Pemantau Manajemen Resiko Profile of the Risk Management Monitoring Committee Members

ms. bUstomIMenjabat sebagai Kepala Divisi Pengembangan dan Pengelolaan Lingkungan PT KBN (Persero) se-jak Mei 2010. Meraih gelar Sarja-na Teknik Arsitek dari Universitas Brawijaya tahun 1994. Bustomi lahir di Gresik, 28 Agustus 1969. Berbagai pendidikan non-formal yang mendukung berbagai tugas telah diambilnya mulai dari In-ternal Quality Audit, Awareness Of ISO 9000, Financial Management for Non-Fin an cial Manager Workshop, hingga Program Pengembangan Manajemen Proyek.

PIRI PaSHa oeMRYMenjabat sebagai sebagai Kepala Divisi Pemasaran dan Pelayanan PT KBN (Persero) sejak 2013. Ia juga merangkap sebagai Sekreta-ris Perusahaan. Sebelumnya men-jabat sebagai kepala Divisi SDM dan Umum sejak Juni 2010. Me-raih gelar Sarjana Ekonomi Mana-jemen Pemasaran dari Universitas Islam Sumatera Utara tahun 1992. Pria ini lahir di Medan, 14 Juni 1964. Berbagai pendidikan non-formal yang mendukung ber-bagai tugas telah diambilnya mulai dari Program Pengembangan Manajemen Berjenjang (MDP B), Cascading The Corporate Level Strategy Map & Balanced Scorecard hingga Workshop Teknik Prosedur Penyusunan Harga Perkiraan Sendiri (HPS) yang wajar, dan Mekanisme Penyusunan Administrasi Dokumentasi Kontrak & Pengadaan Barang dan Jasa.

>>> Profil Para Kepala Divisi dan Unit/Profile of Head Division and Head Unit

Appointed as Head of the Devel-opment & Environment Treatment Division at PT KBN (Persero) since May 201. He holds a Bachelor’s Degree in Architectural Engineer-ing from the University of Brawi-jaya in 1994. Bustomi was born in Gresik, August 28, 1969. He par-ticipated in several training pro-grams to support his task such as Internal Quality Audit, Awareness

of ISO 9000, Financial Management for Non-Financial Manager Workshop, and Project Man-agement Development Program.

Appointed as Head of Market-ing and Services Division of PT KBN (Persero) since 2013. He also serves as Corporate Secretary. Be-fore that, he appointed as head of human resources and gen-eral affairs since 2010. He holds a Bachelor of Economics Degree in Marketing Management from the Islamic University of North

Sumatera in 1992. Piri was born in Medan, June 14, 1964. He participated in several training pro-grams that support his task, such as Manage-ment Development Program (MDP B), Cascading The Corporate Level Strategy Map & Balanced Scorecard. Workshop on Procedure to Fix Proper Price Estimate (HPS), and Mechanism of Compil-ing Contract Documentation Administration & Procurement of Goods and Services.




nInIek jUstInIMenjabat sebagai Kepala Divisi Hukum Ketatalaksanaan PT KBN (Persero) sejak Maret 2009. Me-raih gelar Sarjana Hukum Perdata dari Fakultas Hukum Universitas Padjadjaran tahun 1984. Niniek lahir di Rangkasbitung, 12 Mei 1959. Berbagai pendidikan non-formal yang mendukung berba-gai tugas telah diambilnya mulai dari Awareness Of ISO 9000:1994, Internal Qua-lity Auditor Training, Risk Management hingga Change Management.

bILson manaLUMenjabat sebagai kepala Divisi Akuntansi, Keuangan dan Mana-jemen informasi PT KBN (Per-sero) sejak April 2008. Meraih gelar Sarjana Akuntansi di STIE Swada ya tahun 2003. Bilson la-hir di Tarutung, 15 Agustus 1958. Berba gai pendidikan non-formal yang mendukung berbagai tugas telah diambilnya mulai dari Ap-plied Management Training For Executives, Internal Quality Audit, Seminar & Workshop Succes Key Conferging PSAK to UFRS Indonesia, Roadmap IFRS & Understanding Fi-nancial Reporting 2010 hingga Workshop Metode Proses Audit Laporan Keuangan Perusahaan.

mahjUddInMenjabat sebagai Kepala Divisi Keamanan PT KBN (Persero) se-jak Desember 2010. Dengan pen-didikan terkhir S2. Mahjuddin lahir di Ampenan, 14 Desember 1949. Sebelumnya menjabat se-bagai kepala Divisi Utama Puslab-for Bareskrim Polri.

Appointed as Head of the Law & Management Division at PT KBN (Persero) since March 2009. She holds a Bachelor’s Degree in Civil Law from the Law Faculty of Pad-jadjaran University in 1984. Niniek was born in Rangkasbitung, May 21, 1959. She took part in several training programs that support her task, such Awareness of ISO

9000:1994, Internal Quality Auditor Training, Risk Management, and Change Management.

Appointed as Head of the Ac-counting, Finance and Information Management Division at PT KBN (Persero) since April 2008. Earned his Bachelor’s Degree in Account-ing from STIE Swadaya, Jakarta in 2003. Bilson was born in Tarutung, August 15, 1958. He participate in several training programs that sup-port his task ranging from Applied Management Training for Execu-

tives, Internal Quality Audit, Seminar & Workshop on Success Keys Converging PSAK to IFRS in Indo-nesia, Roadmap IFRS & Understanding Financial Reporting 2010, to Workshop on Method to Audit Corporate Financial Report.

Mahjuddin holds a Master’s De-gree and was born in Ampenan, December 1949. Appointed as Head of the Security Division at PT KBN (Persero) since December 2010. Before that he was Chief An-alyst at the Forensic Laboratory of the National Police Crime & Investi-gation Division.

IrwandIMenjabat sebagai GM SBU Ka-wasan Cakung PT KBN (Persero) sejak 2013. Sebelumnya men-jabat sebagai Sekretaris Perusa-haan sejak Desember 2010. Me-raih gelar Sarjana Ekonomi dan Pembangunan dari Universitas Riau pada tahun 1987. Irwandi lahir di Pekanbaru, 10 Juni 1962. Berbagai pendidikan non-formal yang mendukung berbagai tugas telah diambilnya mulai dari Awareness of ISO 9000, Risk Manage-ment, Management Development Program Level C, dan Cascading The Corporate Level Strategy Map and Balanced Scorecard.

SeNToT YoGa TaMToMoMenjabat sebagai GM SBU Ka-wasan Marunda dan Tanjung Priok PT KBN (Persero) sejak 2013. Sebelumnya sebagai GM SBU Kawasan Cakung sejak Februari 2010. Meraih gelar S2 Manajemen Pemasaran di Uni-versitas Pembangunan Nasional “Veteran” Jakarta tahun 2004. Sentot lahir di Purwokerto, 2 Juni 1958. Berbagai pendidikan non-formal yang mendukung berbagai tugas telah diambilnya mulai dari Awareness Of ISO 9000, Measuring Customer Satisfaction, Risk Manage-ment, Change Management hingga Pelatihan Penerapan International Financial Reporting Standart (IFRS) dalam Laporan Keuangan Perusa-haan.

Appointed as Head of the Cakung Zone SBU of PT KBN (Persero) since 2013. Before, he has served as Cor-porate Secretary since 2010. He earned his Bachelor’s degree in Economics and development from Riau University in 1987. He was born on June 10, 1962. He pursued several non-formal educational courses that support his job, such

as the training programs Awareness of ISO 9000, Risk Management, Management Development Program Level C, and Cascading The Corporate Level Strategy Map and Balanced Scorecard.

Appointed as Head of the Marunda dan Tanjung Priok Zone SBU of PT KBN (Persero) since 2013. Before, as Head of the cakung Zone SBU Februari 2010. Earned a Master Degree in Marketing Management from the University of National Development “Veteran” (UPN), Ja-karta in 2004. Sentot was born in Purwokerto, June 2, 1958. He took part in several training programs

that support his task ranging from Awareness of ISO 9000, Measuring Customer Satisfaction, Risk Management, Change Management Training Application, to International Financial Reporting Standards (IFRS) in the Company Financial State-ment.





dadoek sIswandonoLahir di Malang, 24 Desember 1960. Meraih gelar Diploma 3 Teknik Listrik di Universitas Brawijaya pada tahun 1986. Men-jabat sebagai manager SBU Pe-ngelolaan Air sejak 29 Desember 2011 sampai saat ini. Bergabung di PT KBN sejak 1 Maret 1991. Menjalani berbagai pendidikan non-formal yang mendukung tugas nya, mulai dari Awareness of ISO 9000, Documentation of ISO 9000, trai-ning Gugus Kendali Mutu (GKM), serta beberapa diklat yaitu Cascading the Corporate Level Stra-tegy Map & Balanced Scorecard serta Program Pengembangan Manajemen Berjenjang MDP B.

He was born in Malang, December 24, 1960. For educational back-ground, Mr. Siswandono holds a D-III (three year diploma program). Diploma in electrical Engineering from University Brawijaya which he earned in 1986. He holds the post of Acting Manager of the Clean Water Supply SBU from December 29, 2011 until now. He joined PT KBN since March 1, 1991. He took

part in several training programs that support his task including Awareness of ISO 9000, Docu-mentation of ISO 9000, and training for Head of Quality Control (GKM), as well as Cascading the Corporate Level Strategy Map & Balan ce Score-card and Management Development Prog ram Level MDP B.

arIo tIdarBergabung di KBN sejak tahun 1989. Menjabat sebagai Manajer SBU Manajemen Properti Non-Industri sejak 29 Desember 2011. Pria kelahiran Kualasimpang, 6 September 1962 ini berlatar be-lakang pendidikan S1 Akuntansi STIE YAI Jakarta. Berbagai pendi-dikan non-formal pernah diikuti-nya, termasuk Awareness of ISO 9000 dan Internal Audit for Qua-lity Mangement System.

eko marwotoMenjabat sebagai manager SBU Prima beton sejak 2013. Sebelum-nya menjabat sebagai Manager SBU Pengelolaan Bengkel PT KBN (Persero) sejak Februari 2006. Me-raih gelar S2 Manajemen Keuangan dari Sekolah Tinggi Manajemen La-bora Tahun 2003. Eko lahir di Ka-rang Anyar, 4 September 1959. Ber bagai pendidikan non-formal yang mendukung berbagai tugas telah diambilnya mulai dari Manajemen Develop-ment Program, Awareness of ISO 9001:1994, In-ternal Quality Auditor Training hingga Audit Ope-rasional.

nUrsaLLahir di Jakarta, 30 Desember 1961. Gelar sarjananya diperoleh dari Fakultas Ekonomi Jurusan Ma najemen Perusahaan, Univer-sitas Jayabaya, Jakarta. Memulai karier di PT KBN (Persero) per 1 April 1991. Barbagai jabatan di PT KBN (Persero) pernah diemban-nya. Adapun sebagai Manager SBU Kepelabuhanan dijabatnya se jak Oktober 2012.

He Joined PT KBN since 1989. Assu-med the post of Manager of the Non-Industrial Property SBu of PT KBN since December 29, 2011. He was born in Kualasimpang, Septem ber 6, 1962 and holds Ba-chelor’s Degree in Accounting from STIE-YAI Jakarta. He took part in several training programs that support his task, including Aware-ness of ISO 9000 and Internal Audit

Training for Quality Management System.

Appointed as Head of the Prima Beton SBU of PT KBN (Persero) since 2013. Before it, he appoint-ed as Head of the Mechanical Workshop SBU PT KBN (Persero) since February 2006. He earned a Master’s Degree in Financial Man-agement from the Labora College of Management in 2003. Eko was born in Karang Anyar, September 4, 1959. He participated in several

training programs that support his task, rang-ing from Management Development Program, Awareness of ISO 9001:1994, Internal Quality Au-ditor Training, to Audit Operations Training.

Born in Jakarta, December 30, 1961. Obtaining a bachelor’s de-gree from the Faculty of Econom-ics, Department of Management Company, Jayabaya University, Ja-karta. Starting a career in PT KBN (Persero) per 1 April 1991. Across various positions he has held at KBN (Persero). He appointed as head of the port affairs SBU PT KBN (Persero) since October 2012.

L. hartonoLahir di Jakarta, 14 Februari 1968. Menyelesaikan studi dari Jurus-an Ekonomi Manajemen Perusa-haan Universitas Krisnadwipaya-na tahun 1992. Menjabat sebagai Manager SBU Pelayanan Logistik sejak 2011. Berbagai pendidikan non-formal yang mendukung tu-gas-tugasnya telah diambilnya mu lai dari Awareness of ISO 9000, Risk Mangement, The Awareness and Internal Audit Training for Quality Manage-ment System sampai Cascading The Corporate Level Strategy Map and Balanced Scorecard.

He was born in Jakarta, Februa-ry 14, 1968. He held Bachelor’s Degree in Corporate’s Economic Management from Krisnadwipaya University at 1992. Assumed the post of Manager of of PT KBN since 2011. He participated in several training programs that support his task, ranging from Awareness of ISO 9000, Risk Mangement, The Awareness and Internal Au-

dit Training for Quality Management System to Cascading The Corporate Level Stra tegy Map and Balanced Scorecard.

:: Laporan Keuangan Konsolidasi

:: Consolidated Financial Report

Pt Kawasan Berikat Nusantara (Persero)

Laporan Keuangan Untuk tahun-tahun Yang Berakhir pada

31 Desember 2013 dan 2012Beserta Laporan auditor Independen

Financial StatementFor The Years Ended December 31, 2013 and 2012

and Independent Auditor’s Report

Daftar IsiContents

Laporan Auditor Independen Independent Auditor’s Report Pernyataan Direksi Director’s Statements Laporan Keuangan Financial Statements Laporan Posisi KeuanganStatements of Financial Position

Laporan Laba Rugi KomprehensifStatements of Comprehensive Income

Laporan Perubahan EkuitasStatements of Changes in Equity

Laporan Arus KasStatements of Cash Flow

Catatan Atas Laporan KeuanganNotes to Financial Statements

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direktur Utamapresident director

direktur keuangan & administrasiadministration & Finance director

:: Laporan Keuangan Konsolidasi:: Consolidated Financial Report

Laporan Keuangan Konsolidasi 2013 n PT KBN (Persero)9

2013 Consolidated Financial Report n PT KBN (Persero) Laporan Keuangan Konsolidasi 2013 n PT KBN (Persero)10 11

:: tata kelola perusahaan - kbn.co.id€¦ · implementation of state enterprises minister’s...

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