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Laporan Keberlanjutan | 2019 | Sustainability Report

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PERTAMINA EP CEPU

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Strengthen the Energy for the Future

PEPC sebagai operator dari proyek lapangan Jambaran Tiung Biru (JTB) telah meraih pencapaian pengembangan yang signifikan. Sebagai Proyek Strategis Nasional untuk mengatasi defisit pasokan gas di Jawa tengah dan Jawa Timur, PEPC terus mengupayakan nilai keekonomian proyek ditengah harga gas yang kurang menguntungkan. Melalui pembiayaan proyek (project financing) yang dilaksanakan dengan sungguh-sungguh, proyek JTB kini berhasil dikembangkan dan akan siap produksi di tahun 2021. Tahun 2019 merupakan kinerja kami dalam membangun landasan yang kuat untuk energi masa depan.

PEPC as the project operator of the Jambaran Tiung Biru (JTB) field has achieved significant development. As a National Strategic Project that is tasked to address gas supply deficits in West Java and East Java, PEPC continues to work on the economic value of the project amidst unfavorable gas prices. Having actively implemented project financing, the JTB project is now successfully developed and will be ready for production in 2021. 2019 is the year of our performance to build a strong foundation for energy in the future.


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PT Pertamina EP Cepu (PEPC) berkomitmen menjalankan konsep keberlanjutan triple bottom line (profit, people & planet) secara terencana dalam strategi bisnis yang dapat menciptakan pertumbuhan yang berkelanjutan. Bagi PEPC, strategi keberlanjutan adalah upaya menciptakan sinergi pertumbuhan bisnis, selaras dengan melaksanakan tanggung jawab lingkungan dan sosial untuk mendukung pencapaian Tujuan Pembangunan Berkelanjutan (TPB).

PT Pertamina EP Cepu (PEPC) is committed to implementing the concept of triple bottom line sustainability (profit, people & planet) in a planned manner in a business strategy that can create sustainable growth. For PEPC, the sustainability strategy is an effort to create a synergy of business growth, in line with carrying out environmental and social responsibilities to support the achievement of the Sustainable Development Goals (SDGs).

Strategi Keberlanjutan [POJK 1]

Sustainability Strategy

Ikhtisar Kinerja Keberlanjutan [POJK 2]

Sustainabillity Performance Overview

Kinerja Ekonomi | Economic Performance

Kinerja Sosial | Social Performance

Kinerja Lingkungan | Environmental Performance

Jumlah Pendapatan Bersih (Net Sales: Penjualan Minyak) Total Net Revenue (Net Sales: Oil Sales)

Total Recordable Injury Rate (TRIR)PEPC & Mitra Kerja PEPC & Partners

Tingkat rata-rata jam pelatihan Average hours of training

Jumlah Desa Binaan Total Fostered Villages

Survei kepuasan masyarakat Community satisfaction survey

Tingkat Penerapan International Sustainability Rating System (ISRS8) Assessment Level of International Sustainability Rating System (ISRS8)

Realisasi biaya pengembangan & pemberdayaan masyarakat Cost realization of community development & empowerment

Distribusi Nilai Ekonomi kepada Pemangku Kepentingan Economic Value Distribution to Stakeholders

Intensitas pemakaian energi | Energy intensity

Intensitas pemakaian air | Water intensity

Intensitas Limbah Padat Non B3 | Non-Hazardous and Toxic Waste (Non-B3) Intensity

Intensitas Limbah B3 | Hazardous and Toxic Waste (B3) Intensity

Jumlah akumulasi penanaman Pohon | Accumulated Trees planted

Realisasi Produksi Minyak Realization of Oil Production

Laba (Rugi) Usaha Business Profit (Loss)

Realisasi komitmen penggunaan tingkat komponen dalam negeri (TKDN) 2019 Realization of commitment for 2019 Domestic Component Level (TKDN)

2019 2019

2019

Jam pelatihan setiap pekerjaTraining hours per employee

SatuanUnit

Desa Villages

Skala 5 Scale of 5

Satuan Unit

GJ/Bbls

m3/Bbls

kg/Bbls

kg/Bbls

PohonTrees

2019Kinerja | Performance

0,14

22,4

25

4,1

1.809 1.522 217.6412019

2018 2018

2018

0

15,4

23

3,8

1.779 1.537 208.7932018

2017 2017

2017

1,33

24,11

24

3,7

1.329 1.100 203.5222017

USD1.605 million 63,86%

0,0602

0,260,0050,080

6.065

Level 3 IDR9,5 billion

Juta USDMillion USD

Juta USDMillion USD BOPD

PERTAMINA EP CEPU

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Daftar IsiTable of Content

16 Profil Perusahaan Company Profile

17 Sekilas PT Pertamina EP Cepu Pertamina EP Cepu at a Glance18 Jejak Langkah PEPC PEPC Milestones25 Keunggulan PEPC PEPC Competitive Advantages26 Wilayah Operasional Operational Area

48 Kontribusi PEPC Terhadap Pertumbuhan Nasional

PEPC Contribution to National Growth

49 Realisasi dan Rencana Jangka Panjang PEPC

PEPC Long-Term Realization and Plan52 10 Arahan Strategis dari Direktur

Utama PEPC untuk Mencapai RKAP 10 Strategic Directions from

the PEPC President Director to Achieve WP&B Target

53 Pembiayaan Proyek Project Financing56 Kontribusi Ekonomi kepada Negara Economic Contribution to the Nation57 Nilai Ekonomi bagi

Pemangku Kepentingan Economic Values for Stakeholders59 Strategi Peningkatan Produksi 2019 Strategy for Enhancing

Production in 201960 Optimalisasi Kinerja Lifting

di Tengah Kegiatan Risk Based Inspection

Optimizing Lifting Performance in Risk-Based Inspection Activities

62 Mengembangkan Potensi Ekonomi Baru

Developing New Economic Potentials65 Customer Relationship

Management Customer Relationship Management

36 Tata Kelola Perusahaan Corporate Governance

37 Komitmen GCG GCG Commitment37 Struktur Tata Kelola Governance Structure39 Manajemen Risiko Risk Management 43 Kebijakan Anti-Korupsi dan

Whistleblowing System Anti-Corruption Policy and

Whistleblowing System46 Pendekatan Pemangku Kepentingan Stakeholder Engagement

03 Ikhtisar Kinerja Keberlanjutan Sustainability Performance Overview08 Sambutan Direktur Utama Message from President Director

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68 Pengelolaan dan Pemantauan Lingkungan

Environmental Management and Monitoring

70 Pengelolaan Bahan Kimia Chemical Management71 Pengendalian Energi Energy Control71 Pengendalian Emisi Emission Control

78 Pengelolaan Pekerja Profesional yang Beretika dan Berintegrasi Tinggi

Management of Professional and Ethical Employees with High Integrity

80 Milestone Human Resources Plan Milestone Human Resources Plan83 Rekrutmen dan Tingkat

Perputaran Pekerja Recruitment and Employee Turnover85 Sistem Remunerasi yang

Kompetitif dan Adil Competitive and Fair

Remuneration System86 Lingkungan Kerja yang Layak dan Aman

Decent and Safe Work Environment87 Pelatihan dan Pengembangan Pekerja

Training and Education for Employees90 Penilaian Kinerja, Survei Kepuasan

dan Engagement Pekerja Performance Assessment, Employee

Satisfaction and Engagement Survey91 Kebebasan Berorganisasi Freedom of Association92 Pengelolaan Keselamatan

Kerja dalam HSSE Occupational Safety Management in HSSE95 Pengelolaan Kesehatan

Kerja dalam HSSE Occupational Health

Management in HSSE

96 Pengembangan dan Pemberdayaan Masyarakat

Community Development and Empowerment

99 Kontribusi PEPC dalam Pencapaian Tujuan Pembangunan Berkelanjutan (TPB)

PEPC’s Contributions in Achieving Sustainable Development Goals

101 Pengembangan dan Pemberdayaan Masyarakat (PPM)

Community Development and Empowerment (PPM)

104 PPM Unggulan Tahun 2019 PPM Highlight in 2019108 Evaluasi Kinerja PPM PPM Performance Evaluation108 Mekanisme Penanganan

Pengaduan Masyarakat Community Grievance Mechanism

110 Tentang Laporan About this Report

118 Lampiran I : Kinerja Dalam Angka Appendix I : Performance in Figures131 Lampiran II : Referensi POJK 51/POJK.03/2017

dan Indeks Isi Standar GRI 2016 Appendix II: POJK 51/POJK.03/2017 References

and GRI Standard Content Index 2016139 Lampiran III: Lembar Umpan Balik Appendix III: Feedback Form

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72 Pelestarian Keanekaragaman Hayati Biodiversity Conservation74 Pengelolaan Air Water Management75 Pengelolaan Limbah Waste Management76 Penanganan Tumpahan Spill Handling76 Mekanisme Penanganan

Pengaduan Lingkungan Environment Grievance Mechanism

PERTAMINA EP CEPU

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VisiVision

Visi, Misi, dan Nilai Perusahaan [102-16]

Vision, Mission, and Company Values

MisiMission

TujuanObjective

Kompetensi Inti

Core Competency

Menjadi Perusahaan Migas Nasional Kelas Dunia

Melaksanakan pengusahaan operasi dan portofolio migas Blok Cepu dengan memegang teguh prinsip Good Corporate Governance, HSSE, profesional, kompetitif, dan kemitraan untuk menghasilkan kinerja keuangan yang tinggi guna memaksimalkan nilai tambah kepada stakeholders.

Untuk memperoleh keuntungan berdasarkan prinsip-prinsip pengelolaan perusahaan secara efektif dan efisien.

Produksi Minyak & Gas Bumi yang Hemat Biaya, berdasarkan Standar Keselamatan Internasional (Kepemimpinan Terbaik di Industri Perminyakan)

To become a World-Class National Oil and Gas Company

To perform the Cepu Block oil and gas operations and portfolio by upholding Good Corporate Governance, HSSE, professional, competitive, and partnership principles to generate high financial performance for maximizing added value for stakeholders.

To gain profit in accordance with the company management principles effectively and efficiently.

Cost-Effective Oil and Gas Production based on International Safety Standards (Best Leadership in Petroleum Industry)


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Tata Nilai 6C6C Values

Perusahaan dikelola secara profesional dengan:a. Menghindari benturan kepentingan.b. Tidak mentolerir suap.c. Menjunjung tinggi kepercayaan dan

integritas.d. Berpedoman pada asas-asas tata

kelola korporasi yang baik.

Mampu berkompetisi dalam skala regional maupun internasional, mendorong pertumbuhan melalui investasi, membangun budaya sadar biaya dan menghargai kinerja. Berperan dalam pembangunan ekonomi nasional, menjadi pelopor dalam reformasi BUMN, dan membangun kebanggaan bangsa.

Berorientasi pada kepentingan pelanggan dan berkomitmen untuk memberikan pelayanan terbaik kepada pelanggan.

Menciptakan nilai tambah dengan orientasi komersial dan mengambil keputusan berdasarkan prinsip-prinsip bisnis yang sehat.

Dikelola oleh pemimpin dan pekerja profesional yang memiliki talenta dan penguasaan teknis tinggi, berkomitmen dalam membangun kemampuan riset dan pengembangan.

The company is professionally managed by:a. Avoiding conflict of Interest.b. Not tolerating bribery.c. Upholding trust and integrity. d. Orienting towards good corporate

governance principles.

Able to compete on regional and international scale, encourage growth through investment, establish cost-conscious culture and appreciate performance. Playing a role in national economic development, becoming a pioneer in the reformation of SOEs, and promoting national pride.

Customer-interest oriented and committed to providing best services to customers.

Creating added value with commercial orientation and making decisions based on sound business principles.

Managed by professional and talented leaders and employees with highly-skilled techniques and the commitment to enhance the research and development capability.

Clean Bersih

Competitive Kompetitif

Confident Percaya Diri

Customer Focused Fokus Pada Pelanggan

Commercial Komersial

Capable Berkemampuan

Tata nilai PEPC merujuk pada PT Pertamina (Persero) sebagai induk perusahaan.

The PEPC values refer to PT Pertamina (Persero) as the holding company.

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PERTAMINA EP CEPU

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Sambutan Direktur Utama [102-14]

Message from President Director

Jamsaton NababanDirektur UtamaPresident Director

“PEPC telah menuntaskan financial close dengan nilai pendanaan sebesar USD1,85 miliar melalui pembiayaan proyek yang ramah lingkungan dan keberhasilan ini telah meningkatkan nilai keekonomian lapangan JTB, serta merupakan satu-satunya pendanaan proyek secara business to business (B2B) di lingkungan Anak Perusahaan Pertamina di Hulu”

"PEPC has completed a financial close with a funding value of USD1.85 billion through environmentally-friendly project financing and this success has increased the JTB field economic value, as well as is the only business to business (B2B) project funding within the Pertamina upstream subsidiary"

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Profil PerusahaanCompany Profile

Tata Kelola PerusahaanCorporate Governance

Kontribusi PEPC Terhadap Pertumbuhan Nasional PEPC Contribution to National Growth

Pengelolaan dan Pemantauan LingkunganEnvironmental Management and Monitoring

Pengelolaan Pekerja Profesional yang Beretika dan Berintegrasi Tinggi Management of Professional and Ethical Employees with High Integrity

Pengembangan dan Pemberdayaan MasyarakatPEPC Contribution to National Growth

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PERTAMINA EP CEPU

Pemangku Kepentingan yang kami hormati,

Tahun 2019 merupakan tahun momentum baru bagi PEPC untuk mulai melangkah menuju perusahaan berkelas dunia. Keberhasilan mendapatkan pembiayaan proyek ramah lingkungan untuk lapangan Jambaran Tiung Biru (JTB) menjadi tantangan, sekaligus kesempatan bagi PEPC untuk melaksanakan pekerjaan ini dengan seoptimal mungkin. Kami, semua jajaran Direksi dan pekerja PEPC akan melangkah bersama untuk menguatkan ketersediaan energi untuk masa depan Indonesia.

Strategi Merespon Tantangan

Proyek pengembangan JTB telah menunjukkan perkembangan yang signifikan di tahun 2019 dan akan diselesaikan di tahun 2021. PEPC sebagai operator dari proyek JTB yang merupakan proyek strategis nasional, mempunyai tanggung jawab untuk mengatasi defisit pasokan gas di Jawa tengah dan Jawa Timur. Oleh karena itu, pengembangan proyek JTB menjadi sangat penting untuk mendukung keberlanjutan masyarakat Indonesia.

Sejalan dengan komitmen tersebut, maka PEPC menerapkan berbagai strategi untuk meningkatkan nilai keekonomian yang maksimal bagi seluruh pemangku kepentingan, terutama pada pengelolaan risiko. Kami merespon setiap tantangan untuk memastikan bahwa ketersediaan energi saat ini menjadi landasan bagi pemenuhan kebutuhan masa depan, seiring dengan semangat kami untuk ‘memperkuat energi bagi masa depan’.

Di tahun 2019, PEPC telah menuntaskan financial close dengan nilai pendanaan sebesar USD1,85 miliar melalui pembiayaan proyek yang melibatkan delapan international lenders dan empat national lenders. Keberhasilan pembiayaan proyek telah meningkatkan nilai keekonomian lapangan JTB dan merupakan satu-satunya pendanaan proyek secara business to business (B2B) di lingkungan Anak Perusahaan Pertamina di Hulu. Kami juga berbangga telah meraih penghargaan internasional bergengsi sebagai ‘Asia Pacific Oil & Gas Deal of the Year’ di ajang Project Financing International Award 2019, London, Inggris.

Our respected stakeholders,

2019 was a new momentum for PEPC to start moving towards a world-class company. The success of acquiring an environmentally-friendly financing projects for the Jambaran Tiung Biru (JTB) field was a challenge, as well as an opportunity for PEPC to carry out this work to the fullest. We, all PEPC Directors and employees will work together to strengthen the availability of energy for the future, for Indonesia.

Strategies in Responding Challenges

The JTB development project has shown significant development in 2019 and will be completed by 2021. PEPC as the operator of the JTB project, which is a national strategic project, has the responsibility to overcome the gas supply deficit in Central and East Java. Hence, the development in the JTB project is essential in supporting the sustainability of the people of Indonesia.

In line with this commitment, PEPC has implemented several strategies to increase the maximum economic value for all stakeholders, especially in risk management. We respond to every challenge to ensure that current energy availability is the foundation to fulfil our future needs, along with our spirit to 'strengthen the energy for the future'.

In 2019, PEPC has completed a financial close with a funding value of USD1.85 billion through project financing, involving eight international lenders and four national lenders. The success of this project financing has increased the JTB field economic value and is the only business-to-business (B2B) project funding within Pertamina's upstream subsidiary. We are also honored to have won the prestigious international award as the 'Asia Pacific Oil & Gas Deal of the Year' at the 2019 Project Financing International Award, London, England.

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Capaian ini juga disertai oleh tanggung jawab yang besar. Kami menyadari bahwa pemenuhan kepatuhan, hingga pengelolaan risiko keselamatan dan lingkungan harus kami tingkatkan hingga mencapai standar internasional. Pemenuhan ini dievaluasi dan diawasi secara disiplin oleh berbagai organisasi terkemuka yang ditunjuk oleh international lenders. Salah satu pemenuhan yang harus dikelola dan ditingkatkan adalah Standar Integrated Sustainability Rating System (ISRS) 8th level 3.

Ketika lapangan JTB memasuki tahap produksi, kami telah mempersiapkan inisiatif injeksi emisi CO2 yang terproduksi dari gas yang diangkat ke permukaan untuk pemanfaatan enhanced oil recovery (EOR) di Pertamina EP Asset 4 Cepu, yang juga merupakan pemegang participating interest. Upaya ini dinilai dapat menghasilkan kinerja emisi produksi gas yang netral atau 'carbon-neutral' dari potensi emisi GRK yang sebelumnya harus terproduksi setiap tahun.

Kami juga mencanangkan target untuk melakukan penanaman sebanyak 25.000 Pohon Trembesi yang dinilai oleh Kementerian Lingkungan Hidup dapat membantu mengurangi emisi CO2. Dengan demikian, pencapaian pembiayaan proyek JTB dapat dikategorikan sebagai proyek ramah lingkungan, dengan memperhatikan aspek lingkungan, sosial dan tata Kelola (LST).

Tantangan dalam Pencapaian Kinerja Berkelanjutan

Dalam mencapai kinerja keberlanjutan, PEPC memiliki berbagai tantangan yang dikelola oleh Enterprise Risk Management (ERM). ERM mempunyai tanggung jawab dalam melakukan identifikasi, pengukuran, pemantauan, dan pengendalian eksposur risiko terkait aspek LST. Berdasarkan risk register yang dilakukan untuk tahun 2019 dan yang telah direncanakan untuk 2020, PEPC telah memetakan lebih dari 120 risiko dengan tujuh risiko diantaranya dikategorikan sebagai risiko utama. Pengelolaan ERM merujuk kepada ISO 31000:2009.

This achievement is followed with great responsibility. We are aware that compliance, as well as safety and environmental risk management, must be increased to reach the international standards. This fulfillment is evaluated and supervised thoroughly by various leading organizations appointed by the international lenders. One fulfillment that must be managed and improved is the 8th level 3 Integrated Sustainability Rating System (ISRS) Standard.

When the JTB field commenced the production phase, we had prepared an initiative to inject CO2 emissions produced from gas raised to the surface for enhanced oil recovery (EOR) at Pertamina EP Asset 4 Cepu, which is also a participating interest holder. This effort is considered could produce neutral or 'carbon-neutral' gas production from the potential GHG emissions that must be produced annually.

We also had a target of planting 25,000 Tamarind Trees, which was believed by the Ministry of Environment could help reducing CO2 emission. Thus, this JTB project funding can be categorized as an environmentally-friendly project, taking into account environmental, social and governance (ESG) aspects.

Challenges in Achieving Sustainable Performance

In achieving sustainability performance, PEPC has various challenges that are managed by the Enterprise Risk Management (ERM). ERM is responsible for identifying, measuring, monitoring and controlling risk exposures in ESG aspects. Based on the risk register for 2019 and planned for 2020, PEPC has mapped more than 120 risks with seven of them are categorized as the main risks. ERM management refers to ISO 31000: 2009.




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PERTAMINA EP CEPU

Sebagai upaya pencegahan penyuapan, PEPC memperoleh sertifikasi sistem manajemen anti-penyuapan ISO 37001:2016. Sertifikasi ISO ini dirancang untuk membantu PEPC dalam menerapkan sistem manajemen anti korupsi dan suap. Atas implementasi yang baik, sepanjang 2019, tidak terdapat kasus pelanggaran korupsi, gratifikasi, dan penyuapan dalam proses usaha Perusahaan dan seluruh mitra kerja.

Di lingkungan masyarakat, proyek pengembangan lapangan JTB telah memperoleh izin untuk beroperasi. Lingkungan kerja yang harmonis ini kami perkuat melalui program perekrutan dan pengembangan masyarakat setempat yang berpotensi menjadi tenaga kerja lokal di tahun 2021. Program Pengembangan dan Pemberdayaan Masyarakat (PPM) juga telah dilaksanakan untuk membangun kelembagaan Badan Usaha Milik Desa (BUMDes) yang kuat di 23 desa. Saat ini, PEPC telah mendampingi pengembangan program unggulan peternakan ayam petelur Bojonegoro melalui BUMDes dan mitra kerja. Di tahun 2019, peternakan telah memanfaatkan energi panel surya sebagai energi terbarukan.

Semua kegiatan usaha PEPC ditujukan untuk membangun masyarakat Indonesia. Pengembangan lapangan JTB telah membuka peluang lapangan pekerjaan baru, dengan potensi memenuhi kebutuhan gas 192 MMSCFD untuk wilayah Jawa Tengah dan Jawa Timur, serta memberikan potensi pemasukan untuk negara. Peningkatan standar kerja yang bertaraf internasional ini sekaligus meningkatkan nilai bagi PEPC untuk menjadi lebih kompetitif dan menjadi perusahaan berkelas dunia.

Selain pengembangan lapangan JTB, Lapangan Minyak Kedung Keris telah resmi beroperasi dan bersama-sama Lapangan Banyu Urip telah memberikan potensi kapasitas produksi sebesar 216,76 MBOPD. Lapangan Banyu Urip masih memberikan kontribusi terbesar sebagai produsen minyak untuk PT Pertamina (Persero) dan memenuhi ±25% kebutuhan nasional. Jumlah produksi minyak PEPC mencapai 217,64 MBOPD atau setara PEPC share 45% sebesar 97,94 MBOPD.

To prevent bribery, PEPC obtained ISO 37001:2016. This ISO Certification is designed to assist PEPC in implementing anti-corruption and bribery management systems. Throughout 2019, there were no cases of corruption, gratuity and bribery violations in the business processes of the Company and its business partners.

Within the community, the JTB field development project has obtained a permit to operate. This harmonious work environment was strengthened through the recruitment and development program of local communities who have the potentials to become local employees in 2021. The Community Development and Empowerment Program (PPM) has also been implemented to build strong ‘Stated-Owned Enterprise by Village’ (BUMDes) institutions in 23 villages. PEPC today has assisted the development of a main program for Bojonegoro poultry hens through BUMDes and partners. In 2019, the farms have utilized panel energy as renewable energy.

All PEPC business activities are aimed to develop Indonesian society. The JTB field has provided new employment opportunities, with the potential fulfilling the 192 MMSCFD gas needs for the Central and East Java regions, as well as provide potential income for the country. Increasing international standards in the work field is at the same time increasing the value for PEPC to become more competitive and a world-class company.

In addition to the development of the JTB field, the Kedung Keris Oil Field has officially operated and together with the Banyu Urip Field have generated a potential production capacity of 216.76 MBOPD. The Banyu Urip Field still provides the largest contribution as an oil producer for PT Pertamina (Persero) and fulfills ± 25% of national needs. Banyu Urip oil production reached 217.64 MBOPD or equivalent to PEPC share 45% of 97.94 MBOPD.

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We Change, Move On, Get Better

The new PEPC tagline, which was inaugurated on September 19, 2019, is a new spirit in implementing the production process. 'We change', is intended to be the transformation of PEPC from the previous vision of becoming the role model of the Upstream Subsidiary in the oil and gas sector. Thus, PEPC increased its partnership activities and developed more professional human resources to achieve the new vision of becoming a world-class national oil and gas company.

'Move on' can be interpreted as moving in a better direction. PEPC intends to keep moving to generate innovations in oil ad gas industry. in the oil and gas industry. This 'move on' process is a transition process for PEPC to further improve past performances. 'Get Better' helps PEPC to be spirited in working together with competent partners in their fields in order to increase collaborations for more optimal results in carrying out projects according to the Government of Indonesia mandate.

Energy for the Future

In regards to operational activity, PEPC is committed to apply ESG aspects for the employees, community, and environment. PEPC will keep applying work safety and environment principles in operations, while contributing to community development. The company growth resulted in PEPC contributing positive impacts to the improvement in economic and social welfare, and environmental preservation. This positive impact is expected to give energy to Indonesia' resilience and future energy.

We Change, Move On, Get Better

Tagline baru PEPC yang diresmikan pada tanggal 19 September 2019 ini merupakan semangat baru dalam melaksanakan proses produksi. ‘We change’, dimaksudkan adalah transformasi PEPC dalam perubahan dari visi sebelumnya yaitu menjadi role-model Anak Perusahaan Hulu di bidang minyak dan gas. Untuk itu PEPC meningkatkan kegiatan kemitraan dan pembinaan sumber daya manusia yang lebih profesional untuk mencapai visi yang baru yaitu menjadi Perusahaan Migas nasional berkelas dunia.

‘Move on’, dapat diartikan sebagai bergerak ke arah yang lebih baik. PEPC bermaksud untuk dapat terus bergerak membawa inovasi dalam industri minyak dan gas. Proses ‘move on’ ini dimaksudkan menjadi proses transisi PEPC untuk memperbaiki kinerja yang telah lalu menuju ke kinerja yang lebih baik lagi. ‘Get better’, menjadi semangat bagi PEPC untuk bekerja sama dengan mitra kerja yang kompeten di bidangnya sehingga meningkatkan kolaborasi untuk mencapai hasil yang lebih optimal dalam menjalankan proyek sesuai mandat Pemerintah Indonesia.

Energy for the Future

Dalam setiap kegiatan operasional, PEPC berkomitmen untuk menegakkan aspek LST, baik untuk karyawan, masyarakat, maupun kondisi lingkungan hidup. PEPC akan terus menerapkan prinsip-prinsip keselamatan kerja dan lingkungan dalam beroperasi, dengan tetap berkontribusi pada pengembangan masyarakat. Sejalan dengan hasil pertumbuhan perusahaan, PEPC juga berkontribusi untuk memberikan dampak positif bagi peningkatan kesejahteraan ekonomi, sosial, dan pelestarian lingkungan. Dampak positif ini diharapkan dapat menjadi energi bagi ketahanan Indonesia dan energi bagi masa depan.




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PERTAMINA EP CEPU

Jakarta, September 2020

Jamsaton Nababan

Direktur UtamaPresident Director

We express our deepest gratitude to all stakeholders for their support in achieving environmentally-friendly project financing.

Let's Together optimize the economic value and fight for the sustainability value.

Let's Together face the dynamics of challenges for our future.

Kami menyampaikan terima kasih yang sebesar-besarnya kepada seluruh pemangku kepentingan atas dukungannya dalam mencapai prestasi pembiayaan proyek yang merupakan proyek ramah lingkungan.

Mari Bersama mengoptimalkan nilai keekonomian dan memperjuangkan nilai keberlanjutan.

Mari Bersama menghadapi dinamika tantangan untuk masa depan.

"We Change, Move On, Get Better menjadi semangat baru kami dalam melaksanakan proses produksi melalui transformasi menuju Perusahan kelas dunia yang memperhatikan

tidak hanya aspek ekonomi, namun juga lingkungan, sosial dan tata kelola (LST)"

"We Change, Move On, Get Better is our new spirit in carrying out the production process through transformation towards a world-class company that acknowledges

not only economic aspect, but also environment, social, and governance (ESG)"

Lembar Persetujuan Dewan Komisaris dan Direksi atas Laporan Keberlanjutan 2019

Kami yang bertandatangan di bawah ini menyatakan bahwa semua informasi dalam Laporan Keberlanjutan 2019 PT Pertamina EP Cepu telah disampaikan secara lengkap dan bertanggung jawab penuh atas kebenaran isi laporan sesuai dengan POJK 51/POJK.03/2017. Laporan ini dibuat oleh Direksi dan telah mendapat persetujuan Dewan Komisaris.

Demikian lembar persetujuan ini dibuat dengan sebenarnya.

14





Dewan KomisarisBoard of Commissioners

MeidawatiKomisaris | Commisioners

(31 Januari 2019 – 20 Februari 2019)(January 31, 2019 – February 20, 2019)

Ricky Adi WibowoKomisaris | Commisioners

(13 Maret 2019 – 1 November 2019(March 13, 2019 – November 1, 2019)

Gandhi SriwidodoKomisaris Utama | President Commisioners

(01 Januari 2019 - 31 Desember 2019)(January 01, 2019 - December 31, 2019)

AfandiKomisaris | Commisioners

(01 November 2019 - 31 Desember 2019)(November 01, 2019 - December 31, 2019)

Daniel Syahputra PurbaKomisaris | Commisioners

(01 November 2019 - 31 Desember 2019)(November 01, 2019 - December 31, 2019)





Approval by the Board of Commissioners and Board of Directors for the 2019 Sustainability Report

We the undersigned, hereby declare that all information in PT Pertamina EP CEPU 2019 Sustainability Report is presented in its entirety and that we take full responsibility for the contents of the report presented in accordance with the Financial Service Authority Regulation (POJK) 51/POJK.03/2017. The report was prepares by the Board of Directors and has been approved by the Board of Commissioners.

This statement is made in all truthfulness.

15

PERTAMINA EP CEPU

Jamsaton NababanDirektur Utama | President Director

(01 Januari 2019 - 31 Desember 2019)(January 01, 2019 - December 31, 2019)

Taufik AditiyawarmanDirektur Pengembangan | Development Director

(30 Januari 2019 - 23 Agustus 2019)(January 30, 2019 - August 23, 2019)

Direksi Board of Directors

Achmad ZaidyDirektur Operasi

Director of Operation(30 Januari 2019 - 31 Desember 2019)(January 30, 2019 - December 31, 2019)

DesandriDirektur Business Support

Director of Business Support(01 Januari 2019 - 31 Desember 2019)(January 01, 2019 - December 31, 2019)


16









Sekilas PT Pertamina EP Cepu [POJK 3.B]

Pertamina EP Cepu at a Glance

Nama Perusahaan [102-1] Company Name PT Pertamina EP Cepu

Bidang Usaha [102-2] Line of Business

Kegiatan usaha hulu mencakup eksplorasi dan eksploitasi, serta komersialitas minyak dan gas bumiUpstream business activities including exploration, exploitation and commerciality of oil and gas

Kantor Pusat [102-3] Head Office

Patra Jasa Office Tower, 5th–7th & 13-14th floorsJl. Gatot Subroto Kav. 32-34 Jakarta Selatan 12950, IndonesiaTelp: 021-52900900, Fax: [email protected]

Bentuk Legal [102-5] Legal Form

Perseroan TerbatasLimited Company

Landasan Hukum [102-5] Shareholding

Akta pendirian No. 5 tanggal 14 September 2005 oleh Marianne Vincentia Hamdani, S.H., dengan persetujuan No. C-26131 HT.01.01.TH.2005 oleh Kementerian Hukum dan Hak Asasi Manusia dalam Surat Keputusan tanggal 21 September 2005. Dengan perubahan terakhir berdasarkan Akta No. 45 tanggal 28 Juni 2013 tentang perubahan anggaran dasar.

Establishment Deed No. 5 dated on September 14, 2005 by Marianne Vincentia Hamdani, S.H., with agreement No. C-26131 HT.01.01 .TH.2005 by the Ministry of Law and Human Rights in a Decree dated September 21, 2005. With the latest amendment based on Deed No. 45 dated 28 June 2013 regarding amendments to the articles of association.

PT Pertamina EP Cepu atau “PEPC” didirikan pada tahun 2005 dan merupakan anak perusahaan PT Pertamina (Persero). PEPC melaksanakan usaha yang bergerak di bidang minyak dan gas bumi dalam area kegiatan usaha hulu (upstream). Aktivitas perusahaan mencakup eksplorasi, pengembangan, eksploitasi, dan komersialitas di Wilayah Kerja Pertambangan (WKP) Blok Cepu sebagai pelaksanaan UU No.22 tahun 2001 dan PP No.35 tahun 2004.

Sesuai amandemen Joint Operating Agreement (JOA) terakhir di tahun 2009, PEPC sebagai pemilik 45% participating interest di Blok Cepu melakukan kontrak kerja sama dengan SKK Migas melaksanakan empat peran utama:

• Active partner dalam Joint Operation Agreement (JOA)• Pengelolaan perusahaan sesuai anggaran dasar• Operator unitisasi lapangan gas JTB• Pengawas penyaluran minyak mentah Banyu Urip- FSO

PT Pertamina EP Cepu or "PEPC" was founded in 2005 and is a subsidiary of PT Pertamina (Persero). PEPC conducts business in oil and gas in the upstream business area. The company's activities include exploration, development, exploitation and commerciality in the Cepu Block Mining Work Area (WKP) as the implementation of Law No.22 of 2001 and PP No.35 of 2004.

In accordance with the latest amendment to the Joint Operating Agreement (JOA) in 2009, PEPC as the owner of 45% participating interest in the Cepu Block, conducted a Production Contract (PSC) with SKK Migas, carrying out four main roles:

• Active partner in the Joint Operation Agreement (JOA)• Managing the company according to the Articles of

Association• Operator of JTB gas unitization field• Supervisor of the Banyu Urip crude oil distribution - FSO

17

PERTAMINA EP CEPU

Jejak Langkah PEPC PEPC Milestones

Pendirian PEPCPT Pertamina EP Cepu didirikan dan merupakan anak perusahaan PT Pertamina (Persero) untuk mengelola WKP Blok Cepu sebagai pelaksanaan UU No.22 tahun 2001 dan PP No.35 tahun 2004

Establishment of PEPCPT Pertamina EP Cepu was established and is a subsidiary of PT Pertamina (Persero) to manage the Cepu Block WKP as the implementation of Law No.22 of 2001 and PP No. 35 of 2004

Joint Operation Agreement Blok CepuAktivitas operasional di Blok Cepu antara PEPC, Exxon Mobil Cepu Ltd (EMCL), Ampolex secara efektif telah beroperasi dengan kegiatan utama, yaitu eksplorasi dan pengembangan, dan produksi di lapangan minyak Banyu Urip dan lapangan gas Jambaran Tiung Biru.

Joint Operation Agreement of Cepu BlockOperational activities at Cepu Block between PEPC, Exxon Mobil Cepu Ltd (EMCL), Ampolex, had been operating effectively, with the main activities were exploration and development, and production in the Banyu Urip oil field and the Jambaran Tiung Biru gas field.

Perubahan komposisi Participating Interest (PI)Penandatangan supplementary agreement atas KKKS yang menghasilkan Pemegang PI Blok Cepu dengan komposisi PEPC 45%, Mobil Cepu Ltd 20,5%, Ampolex (Cepu) Pte. Ltd. 24,5%, dan BUMD 10%.

Change in the Participating Interest (PI) compositionThe signing of the supplementary agreement on the Contractors PSC, resulting in Cepu Block PI Holder with the composition of 45% PEPC, 20.5% Mobil Cepu Ltd., 24.5% Ampolex (Cepu) Pte. Ltd., and 10% BUMD.

PEPC sebagai operator Lapangan Unitisasi Gas Jambaran – Tiung Biru (JTB)Berdasarkan Head of Agreement (HOA) antara EMCL, PEPC, dan PT Pertamina EP (PEP), PEPC dari yang semula hanya Non-Operator di Blok Cepu menjadi Operator Lapangan Unitisasi JTB. Penunjukan PEPC sebagai operator disetujui oleh Kementerian Energi Sumber Daya dan Mineral (ESDM) dan disampaikan oleh SKK Migas.

PEPC as operator of the Jambaran - Tiung Biru Gas Unitization Field (JTB)Based on the Head of Agreement (HOA) among EMCL, PEPC, and PT Pertamina EP (PEP), PEPC which previously operating solely as Non-Operators in Cepu Block, became the JTB Unitized Field Operator. The appointment of PEPC as an operator was approved by the Minister of Energy and Mineral Resources (MEMR)and submitted by SKK Migas.

2005 2006 2008- 2009

2011- 2013

18








Lifting Pertama Produksi Minyak Banyu UripCapaian volume lifting pertama sebesar 550.000 barel minyak mentah. Pencapaian ini merupakan hasil pengembangan jangka panjang, diantaranya selesainya jalur pipa darat sepanjang 72 km, jalur pipa laut sepanjang 23 km, menara tambat, serta Floating Storage and Offloading (FSO) di Laut jawa.

First Lifting of Banyu Urip Oil ProductionThe first lifting was 550,000 barrels of crude oil. This achievement was a result of long-term development, including the completion of 72 km of onshore pipelines, 23 km of offshore pipelines, mooring towers, and Floating Storage & Offloading (FSO) in the Java sea.

• Groundbreaking proyek JTB dan amandement JOA terkait

• Peningkatan produksi minyak lapangan Banyu Urip menjadi 203.522 BOPD melalui kegiatan high rate test dengan optimalisasi peralatan di Central Processing Facility.

• Groundbreaking of the JTB project and its JOA amendments

• Increased Banyu Urip field oil production to 203,522 BOPD through high rate test activities by optimizing equipment at the Central Processing Facility.

Pertamina 100% kuasai Lapangan Unitisasi Gas JTBPertamina mengambil alih hak kelola BUMD atas lapangan unitisasi gas Jambaran Tiung Biru (JTB), dengan participant interest PEPC 92% dan Pertamina EP 8%.

Pertamina's 100% Ownership of the JTB Gas Unitization FieldPertamina took over the management rights of the BUMD for the Jambaran Tiung Biru gas unitization field (JTB), with PEPC 92% participant interest and Pertamina EP 8%.

• PEPC telah menuntaskan financial close dengan nilai pendanaan sebesar USD1,85 miliar melalui project financing.

• Lapangan Kedung Keris on stream di November 2019

• PEPC mentransformasi visi misi serta tagline yang bertajuk “We Change, Move On, Get Better”.

• PEPC has completed its financial close with a funding value of USD1.85 billion through project financing

• Kedung Keris Field was on stream in November 2019

• PEPC transformed its vision and mission and tagline titled "We Change, Move On, Get Better"

2015 2017 2018 2019

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PERTAMINA EP CEPU

PEPC memiliki peran untuk mengawasi kegiatan produksi minyak yang dikelola Exxon Mobil Cepu Ltd (EMCL) sebagai operator lapangan Banyu Urip dan lapangan Kedung Keris sesuai JOA yang disepakati. Lapangan Banyu Urip telah beroperasi sejak 2008 dan merupakan produsen minyak terbesar di PT Pertamina (Persero). Sementara lapangan Kedung Keris mulai beroperasi di tahun 2019 dan menyumbang kontribusi produksi minyak sebesar 5.506 BOPD atau 5,6% total produksi.

Dalam produksi gas, pada mulanya proyek pengembangan lapangan unitisasi gas JTB dikelola oleh EMCL. Karena EMCL menilai proyek ini kurang memenuhi nilai keekonomian yang diharapkan, proyek pengembangan JTB saat itu belum menghasilkan kemajuan yang signifikan. Di sisi lain, Pertamina menilai proyek JTB sebagai proyek strategis nasional yang bermanfaat besar bagi negara dan pemangku kepentingan, khususnya dalam mengatasi defisit pasokan gas di Jawa Tengah dan Jawa Timur. Sejak 2018, proyek JTB secara resmi dialihkan kepada Pertamina dan menunjuk PEPC sebagai operator.

Di tahun 2019, untuk memenuhi nilai keekonomian yang diharapkan, PEPC melakukan project financing secara business to business (B2B) dan merupakan skema pendanaan proyek pertama di lingkungan Anak Perusahaan Pertamina di Hulu. Dengan optimal, PEPC telah menuntaskan financial close dengan nilai pendanaan sebesar USD1,85 miliar yang melibatkan 8 international lenders dan 4 national lenders. Pencapaian project financing mendukung percepatan kinerja konstruksi dan drilling yang melampaui target. Lapangan Unitisasi JTB ditargetkan akan beroperasi di tahun 2021 dengan kapasitas produksi 330 MMSCFD.

PEPC has a role to oversee oil production activities managed by Exxon Mobil Cepu Ltd (EMCL) as the operator of the Banyu Urip field and the Kedung Keris field in accordance with the agreed JOA. The Banyu Urip field has been operating since 2008 and is the largest oil producer in PT Pertamina (Persero). Meanwhile, the Kedung Keris field began operations in 2019 and contributed to oil production by 5,506 BOPD or 5.6% of total production.

In gas production, the beginning of JTB unitization gas-field development project was managed by Exxon Mobil Cepu Ltd (EMCL). Because EMCL assessed that this project did not meet the expected economic value, the JTB development project at that time had not produced significant progress. On the other hand, Pertamina considers the JTB project as a national strategic project that brings great benefit to the country and its stakeholders, particularly in overcoming the gas supply deficit in Central and East Java. Since 2018 the JTB project has been officially transferred to Pertamina and appointed PEPC as the operator.

In 2019, to meet the expected economic value, PEPC PEPC conducted business-to-business (B2B) project financing and was the first project funding scheme in Pertamina's Upstream Subsidiary. Optimally, PEPC has completed its financial close with a funding value of USD1.85 billion, involving 8 international lenders and 4 national lenders. Achievement of project financing supports the acceleration of construction and drilling performance that exceeds the target. The JTB Unitization Field is targeted to be operate in 2021 with a production capacity of 330 MMSCFD.

Lapangan Banyu Urip berkontribusi atas ±25% dari produksi nasionalThe Banyu Urip field contributes to ± 25% of national production

±25%

20








Selain itu, PEPC juga memelihara enam lapangan lain yang berada pada tahap studi atas cadangan potensial yang dapat dikembangkan untuk mendukung perekonomian apabila kondisi pasar mulai membaik. Dengan demikian kinerja keberlanjutan 2019 PEPC mencakup kinerja produksi minyak dari lapangan Banyu Urip dan lapangan Kedung Keris yang dioperasikan oleh Exxon Mobil Cepu Ltd (EMCL), pengembangan lapangan gas unitisasi JTB, serta pengelolaan kegiatan perkantoran di Jakarta dan di Bojonegoro.

In addition, PEPC also maintains six other fields that are at the study stage of potential reserves that can be developed to support the economy if market conditions begin to improve. Thus, PEPC's 2019 sustainability performance included oil production performance from the Banyu Urip field and the Kedung Keris field which is operated by Exxon Mobil Cepu Ltd (EMCL), the development of the JTB unitization gas field, and the management of office activities in Jakarta and Bojonegoro.

Pencapaian pembiayaan proyek telah memperoleh penghargaan internasional bergengsi sebagai ‘Asia Pasific Oil & Gas Deal Of the Year’ di ajang Project Financing International Award 2019, London, Inggris.

The project financing achievement has received a prestigious international award as 'Asia Pacific Oil & Gas Deal of the Year' at the 2019 Project Financing International Award, London, England.

21

PERTAMINA EP CEPU

Skala Organisasi [102-7] [POJK 3.C.1] Scale of Organization

UraianDescription

SatuanUnit 2019 2018 2017

Jumlah Pekerja Number of Employees

OrangPeople 282 244 260

Jumlah Pendapatan Bersih (Net sales penjualan minyak)Net Revenue (Net Sales from oil sales)

Juta USDMillion USD 1.809 1.779 1.329

Realisasi Penambahan Cadangan Terbukti (P1)Addition of Proven Reserves (P1)

Minyak dan Gas PEPC Share (45%)Oil and Gas PEPC Share (45%) MMBOE 40,02 41,80 30,32

Realisasi ProduksiProduction

MinyakOil BOPD 217.641 208.793 203.522

Minyak PEPC Share (45%)Oil and Gas PEPC Share (45%) BOPD 97.939 93.957 91.585

Gas1

Gas MMSCFD 108,42 84,53 76,48

Gas PEPC Share (45%)2

Gas of PEPC Share (45%) MMSCFD 25,95 20,23 18,81

Realisasi PenjualanLifting

MinyakOil BOPD 217.644 209.310 204.413

Minyak PEPC Share (45%) Oil of PEPC Share (45%) BOPD 97.940 94.191 91.986

Minyak dengan entitlementOil with entitlement Bbls 12.350.524 9.489.924 12.490.004

NeracaBalance Sheet

Jumlah AsetTotal Assets

Ribu USDThousand USD 3.557.976 2.992.894 2.608.022

Jumlah KewajibanTotal Liabilities


Jumlah EkuitasTotal Equity


1 Produksi gas dari lapangan minyak Banyu Urip dan Kedung Keris tidak dikomersilkan dan hanya digunakan untuk kebutuhan sendiri sebagai pressure maintenance. Produksi gas dari proyek pengembangan JTB mulai dikomersialkan di tahun 2021.

2 Gas yang dicatat hanya hidrokarbon. Sesuai dengan ketentuan Pertamina (Persero)

1 Gas productionfrom Banyu Urip and Kedung Keris oil field was not commercialized and only used for its own use as pressure maintenance. Gas production from the JTB development will be commercialized in 2021.

2 Hydrocarbon was the only gas recorded. In accordance with the provisions of PT Pertamina (Persero)

22








Kepemilikan Saham [102-5] Ownership

Fasilitas Produksi Lapangan Banyu Urip Production Facility of Banyu Urip Field

PEPC berada di bawah PT Pertamina (Persero), yang sahamnya 99,99% dimiliki oleh PT Pertamina (Persero), dan 0,01% oleh PT Pertamina Dana Ventura (PDV).

PEPC is under PT Pertamina (Persero), whose shares are 99.99% owned by PT Pertamina (Persero), and 0.01% by PT Pertamina Pedeve Indonesia (PDV).

99,99% Jumlah Kewajiban

Total Obligations

0,01%

PT Pertamina (Persero) PT Pertamina Dana Ventura (PDV)

Sumur PengembanganDevelopment Well

Oil Processing Facilites Oil Processing Facilites

Pipa Penyaluran Pipeline Distribution

Menara Tambat Mooring Tower

Floating Storage Offloading (FSO) Floating Storage Offloading (FSO)

45 220 MBOPD (SKPI)

72 kilometer onshore x 20’’

23 kilometer offshore x 20’’

1 Unit with capacity of 1,8 MMBOE

1 Unit

100%

23

PERTAMINA EP CEPU

Fasilitas Produksi Lapangan Kedung Keris Production Facility of Kedung Keris Field

Sumur PengembanganDevelopment Well

1

Pipa Penyaluran Pipeline Distribution

16 kilometer onshore x 20’’ tied in to Well Pad C Banyu Urip

24








Keunggulan PEPC PEPC Competitive Advantages

Sebagai Perusahaan energi nasional kelas dunia, PEPC memiliki keunggulan-keunggulan, yaitu:

As a world-class national energy company, PEPC has competitive advantages, such as:

Sebagai Pemilik Participating Interest di Blok Cepu (45%)PEPC sebagai Partner aktif bersama International Oil Company (IOC) yaitu ExxonMobil Cepu Limited, Ampolex, BKS PI Blok Cepu dalam mengembangkan WKP Blok Cepu terutama pengelolaan Lapangan Banyu Urip.

Sebagai Operator Unitisasi Lapangan Jambaran-Tiung Biru (90%)PEPC sebagai Operator Unitisasi Lapangan Jambaran- Tiung Biru akan melaksanakan tugasnya dengan sebaik-baiknya dalam pengembangan proyek Gas guna memenuhi target on stream di 2021 dan pemenuhan produksi nasional.

Perusahaan dengan Standar Operational ExcellenceMenerapkan Operational Excellence yang berfokus pada budaya Kesehatan & Keselamatan Kerja secara konsisten.

Produsen Minyak untuk ±25% Produksi NasionalLapangan Minyak Banyu Urip berhasil mencapai puncak produksi 217.641 BPOD dan menjadi penyumbang minyak terbesar untuk PT Pertamina (Persero)

Sebagai co-pilot Pembiayaan Proyek di Pertamina

PEPC adalah anak perusahaan PT Pertamina (Persero) yang pertama di hulu yang melaksanakan skema pembiayaan proyek.

The Cepu Block's Participating Interest Holder (45%)PEPC as an active Partner with the International Oil Company (IOC), namely ExxonMobil Cepu Limited, Ampolex, and BKS PI Blok Cepu develop the Cepu Block mine area, especially the management of the Banyu Urip Field.

The Operator of Jambaran-Tiung Biru Field Unitization (90%)PEPC as the Operator of Jambaran-Tiung Biru Field Unitization will carry out its duties to the fullest in the development of the Gas project to meet the on-stream target by 2021 and national production needs.

Company with Operational Excellence StandardsImplement Operational Excellence consistently that focuses on Occupational Health & Safety culture.

The Oil Producer for ± 25% of the National Production The Banyu Urip Oil Field reached a peak of 217,641 BOPD production and became the largest oil contributor to PT Pertamina (Persero)

The Co-Pilot of Project Financing at Pertamina PEPC is the first upstream subsidiary of PT Pertamina (Persero) to implement the project financing scheme.

25

PERTAMINA EP CEPU

Hingga tahun 2019, PEPC memiliki wilayah kerja pertambangan (WKP) seluas 91.902 ha di area operasi Kontraktor Kontrak Kerja Sama (KKKS) Blok Cepu yang meliputi Kabupaten Bojonegoro, Provinsi Jawa Timur dan Kabupaten Blora, serta Provinsi Jawa Tengah. PEPC mengelola sembilan lapangan yang memiliki cadangan potensial dan jalur pipa penyaluran minyak yang melewati wilayah Kabupaten Tuban, Jawa Timur. Dalam melakukan kegiatan administrasi, PEPC memiliki kantor pusat di Jakarta dan kantor perwakilan di Bojonegoro.

Until 2019, PEPC has a mining working area (WKP) covering an area of 91,902 ha in the Cepu Block Contractors PSC (KKKS) operational area which covers Bojonegoro Regency, East Java Province and Blora Regency, and Central Java Province. PEPC manages nine fields that have potential reserves and oil distribution pipelines that penetrate the Tuban Regency, East Java. In carrying out administrative activities, PEPC has a head office in Jakarta and a representative office in Bojonegoro.

Wilayah Operasional [102-4] [POJK 3.C.4] Operational Area

Struktur Potensial Blok CepuPotential Structure of Cepu Block

Lapangan Field

Produk Komersial Comercial Product

Status Status

Lokasi Location

Banyu Urip Minyak | Oil Tahap Produksi | Production Stage Bojonegoro

Jambaran Tiung Biru Gas Tahap Pengembangan | Development Stage Bojonegoro

Kedung Keris Minyak | Oil Tahap Produksi | Production Stage Bojonegoro

Cendana

Gas Tahap Studi | Study Stage

Bojonegoro

Alas Tua East Bojonegoro

Alas Tua Barat Bojonegoro

Pilang Blora

Giyanti Bojonegoro, Blora

Kalisari Blora

91.920 haLuas Area WKP Blok Cepu Mine Working Area of Cepu Block Mine

26








Participating Interest (PI) Pengelolaan KKKS Blok CepuParticipating Interest (PI) in Management of Cepu Block Contractors PSC

Komposisi pemegang PI Blok Cepu terdiri dari PEPC sebagai pemilik participating interest 45%, ExxonMobil Cepu Ltd (EMCL) 20,5% dan Ampolex (Cepu) Pte. Ltd. 24,5%, serta Badan Usaha Milik Daerah (BUMD) 10%. PI BUMD terdiri dari PT Sarana Patragas Hulu Cepu (SPHC) 1,09%, PT Blora Patragas Hulu (BPH) 2,18%, PT Petro Gas Jatim Utama (PJU) 2,24% dan PT Asri Dharma Sejahtera (ADS) sebesar 4,48%. Participant Interest ini berlaku untuk mengelola lapangan di Blok Cepu berdasarkan amandemen JOA di tahun 2009.

Berdasarkan amandemen JOA di tahun 2017, PEPC resmi mengalih kelola bagian EMCL sebagai operator di Lapangan gas Jambaran Tiung Biru (JTB). Kemudian, sesuai dengan amandemen JOA di tahun 2018, Pertamina kembali mengambil alih hak kelola atau participating interest BUMD di lapangan JTB. Saat ini, PI lapangan JTB telah dikuasai sepenuhnya oleh PT Pertamina (Persero) dengan PEPC 92% dan Pertamina EP 8%.

The composition of Cepu Block PI holders consists of PEPC as owner of 45% participating interest, ExxonMobil Cepu Ltd (EMCL) 20.5% and Ampolex (Cepu) Pte. Ltd. 24.5%, and Regional-Owned Enterprises (BUMD) 10%. PI BUMD consists of PT Sarana Patragas Hulu Cepu (SPHC) 1.09%, PT Blora Patragas Hulu (BPH) 2.18%, PT Petro Gas Jatim Utama (PJU) 2.24% and PT Asri Dharma Sejahtera (ADS) as 4.48%. This Participant Interest applies to manage the field in the Cepu Block based on the JOA amendment in 2009.

Based on the JOA amendment in 2017, PEPC officially transferred the management of the EMCL portion to the operator in the Jambaran Tiung Biru gas field (JTB). Then, in accordance with the JOA amendment in 2018, Pertamina again took over ownership of BUMD participating interest for JTB field. Currently, JTB field PI has been fully controlled by PT Pertamina (Persero) with PEPC owns 92% and Pertamina EP 8%.

PEPC

ExxonMobil Cepu Ltd. (EMCL)

Ampolex (Cepu) Pte. Ltd.

BUMDSPHCBPHPJUADS

45%20,5%24,5%

10% 1,09%2,18%2,24%4,49%

Participating Interest (PI) dalam Pengelolaan Lapangan Gas JTB Participating Interest (PI) in Management of JTB Gas Field

PEPC

PT Pertamina EP 91,9399%*

8,0601%

*Participating interest selanjutnya digenapkan 92%*Participating interest subsequently fulfilled 92%

27

PERTAMINA EP CEPU

Keberagaman dan Kesempatan yang Setara

Berdasarkan pengelolaan pekerja oleh Human Resources, Sumber Daya Manusia (SDM) PEPC dibagi menjadi pekerja waktu tidak tertentu (PWTT) yang merupakan pekerja tetap dan pekerja waktu tertentu (PWT) atau pekerja kontrak. PEPC telah membentuk departemen pengembangan lapangan yang akan bertanggung jawab hingga lapangan siap berproduksi.

Untuk pengawasan lapangan lainnya yang masih dalam proses studi, diisi oleh pekerja secondee (secondment) yang ditempatkan di unit pengelola. Dari jumlah pekerja waktu tertentu, tidak ada pekerja yang masih dalam supervisi (trainee) ataupun pekerja musiman.

Kesempatan setara diberikan tanpa membedakan gender, suku, ras, dan agama. Namun terdapat keengganan kaum perempuan untuk bekerja di PEPC, karena persyaratan kompetensi, tempat kerja yang berisiko tinggi, dan karakteristik kegiatan operasi di sektor hulu migas. Kondisi ini mempengaruhi keberagaman pekerja yang 82% posisi Assistant Manager/setara diduduki oleh pria.

Pasar Terlayani [102-6] [POJK 3.D]

Volume penjualan minyak PEPC dengan entitlement di 2019 telah mencapai 12.350.524 Bbls. PEPC melakukan penjualan dari titik serah FSO Gagak Rimang sejak dikeluarkannya keputusan Kementerian Energi dan Sumber Daya Mineral (ESDM) No.4028.K tahun 2017. Oleh karena itu, penjualan minyak mentah Banyu Urip kepada PT Pertamina (Persero) dilakukan di Central Processing Facility (CPF) menuju FSO Gagak Rimang melalui pipa onshore dan offshore.

PEPC telah melakukan kesepakatan harga gas dan calon pembeli untuk menindaklanjuti pengembangan lapangan JTB dengan pembangunan Gas Processing Facility. Perusahaan mengharapkan lapangan JTB dapat mulai memenuhi kebutuhan gas di Jawa Timur dan Jawa Tengah pada tahun 2021.

Diversity and Equal Opportunity

Based on the management of employees by Human Resources, PEPC's Human Resources (HR) is divided into full time employees (PWTT) who are permanent workers and certain time workers (PWT) or contract employees. PEPC has formed a field development department that will be held responsible until the field is ready for production.

For other field supervision that still in the study process is filled in by secondee placed in the management unit. Out of total contract employees, none of them are trainees or classified as seasonal workers.

Equal opportunities are given without discriminating gender, ethnicity, race and religion. However, there is reluctance in women towards working in PEPC due to, due to competency requirements, high-risk workplaces, and the characteristics of operational activity in the upstream oil and gas sector. This condition affects the diversity in employees, of which 82% of Assistant Manager positions / equivalent is occupied by male employees.

Served Market [102-6] [POJK 3.D]

The volume of PEPC oil sales with entitlement in 2019 has reached 12,350,524 Bbls. PEPC carries out sells from the FSO Gagak Rimang delivery point since the issuance of the Ministry of Energy and Mineral Resources (ESDM) Decree No.4028.K in 2017. Therefore, the sale of Banyu Urip crude oil to PT Pertamina (Persero) is carried out in the Central Processing Facility (CPF) to the Gagak Rimang FSO through onshore and offshore pipelines.

PEPC has an agreement on gas prices and prospective buyers to follow up on the development of the JTB field with the construction of the Gas Processing Facility. The company expects the JTB field to begin meeting gas needs in East and Central Java by 2021.

28








Penjualan Minyak dan Gas 2019Oil & Gas Sales 2019

Pelanggan Customer

Penjualan Sales

Mekanisme Pengiriman Produk Product Delivery Mechanism

Penjualan Lapangan Minyak Banyu Urip | Sales of Banyu Urip Oil Field

PT Pertamina (Persero) 79.440.114

Lifting FSOPenjualan minyak dengan entitlementOil Lifting with entitlement 12.350.524

Penjualan Lapangan Gas JTB | Sales of JTB Gas Field

PT Pertamina (Persero) Belum memasuki tahap produksiNot yet in production -

29

PERTAMINA EP CEPU

Proses BisnisBusiness Process

Menagement Process

1.0 Develop Vision and Strategy

2.0 Develop & Manage Business Risk

3.0 Develop & Manage Health, Safety, Security and Environment

4.0 Manage Enterprise Compliance & Remediation

5.0 Develop and Manage Business Capabilities

Core Process (as Operator & Partner)

Support Process (as Operator & Partner)

6.0 Exploration, Development & Project

7.0 Exploitation & Production Operation

8.0 Oil & Gas Disposition

9.0 Block Abandonment

10.0 Develop & Manage Human Capital

11.0 Manage Financial Resources

12.0 Supply Chain Management & Third Party Services

13.0 Manage Information, Communication Technology & External Relationships

Resources (Human Capital,

Raw Material),Technology,

Information, Financial)

Hydrocarbon(Crude & Gas)

Internal & External Environment

Change in Business(include Customer)

PEPC Business Process Model (Level 0)

Berdasarkan Surat keputusan Direktur Utama No.Kpts.00/CP0000/2017-S0Based on the Decree of the President Director No.Kpts.00/CP0000/2017-S0

30








Proses BisnisBusiness Process

Implementasi ISO Integrasi & International Sustainability Rating System (ISRS8)

Implementation of ISO Integration & International Sustainability Rating System (ISRS8)

Sesuai dengan kebijakan dari PT Pertamina (Persero), PEPC sedang dalam tahap pengembangan dengan pengimplementasian ISO yang terintegrasi sebagai salah satu persiapan penerapan sertifikasi di masa yang akan datang. Penerapan ISO integrasi diverifikasi oleh PT Pertamina (Persero). Hingga saat ini, PEPC terus berupaya untuk mengembangkan bisnis dan sistem tata kerja yang sesuai dengan Manajemen Sistem Tata Kerja Pertamina (MSTKP), yang telah dilakukan sejak 2017.

Dalam menjalankan sistem manajemen lingkungan, PEPC menggunakan sistem manajemen yang mengacu pada standarisasi internasional. Sistem manajemen yang dimiliki oleh PEPC telah diverifikasi oleh PT Pertamina (Persero), sehingga dalam menjalankan operasinya, PEPC menggunakan prinsip dan standar internasional melalui penerapan ISO integrasi dan pembangunan berkelanjutan. PEPC juga merealisasikan kinerja yang proaktif melalui persiapan implementasi ISO 9001, ISO 14001, dan ISO45001, untuk kantor pusat dan lapangan JTB yang sedang dalam tahap pre-construction.

In accordance with the policy of PT Pertamina (Persero), PEPC is in the development stage with the implementation of an integrated ISO as one of the preparations for the implementation of certification in the future. The implementation of ISO integration was verified by PT Pertamina (Persero). Currently, PEPC continues to strive to develop business and work systems that are in accordance with Pertamina's Work Management System (MSTKP), which has been conducted since 2017.

In carrying out the environmental management system, PEPC use a management system that refers to international standards. The management system owned by PEPC has been verified by PT Pertamina (Persero), so to carrying out the operations, PEPC uses international principles and standards through the application of ISO integration and sustainable development. PEPC also realized proactive performance through preparations of the implementation of ISO 9001, ISO 14001, and ISO45001, for the JTB head office and field in the pre-construction stage.

31

PERTAMINA EP CEPU

Framework System Management PEPCPEPC Management System Framework

PLAN

DO

CHECK

ACT

Bab I UmumI.1 TujuanI.2 Ruang Lingkup I.3 PengertianI.4 Referensi

Chapter I GeneralI.1 ObjectiveI.2 Scope of Work I.3 DefinitionI.4 Reference

Bab IIVisi, Misi, Tata Nilai, Kebijakan, Struktur Organisasi & Proses Bisnis

Chapter IIVision, Mission, Values, Policy, Organizational Structure & Business Process

PENINGKATANENHANCEMENT

KEPEMIMPINAN LEADERSHIP

PERENCANAANPLANNING

OPERASIONALPENDUKUNGOPERATIONAL SUPPORTER

EVALUASI KINERJA

PERFORMANCE EVALUATION

Melalui ISRS yang tertuang dalam Roadmap HSSE PEPC 2017-2030, PEPC melakukan penilaian kinerja HSSE. Dalam Roadmap fase I konstruksi di 2018, PEPC telah mengikuti sertifikasi internasional ISRS versi 8 dari Det Norske Veritas Germanischer Lloyd (DNV GL) untuk menunjang kinerja PEPC, dari kinerja reaktif menjadi proaktif. Di tahun 2019, PEPC telah memperoleh sertifikasi internasional ISO37001:2016 untuk Sistem Manajemen Anti-penyuapan sebagai bagian dari transformasi PEPC.

Referring to the ISRS stated in the 2017-2030 PEPC HSSE Roadmap, PEPC conducts an HSSE performance assessment. In the phase I of HSSE construction Roadmap in 2018, PEPC has followed ISRS international certification version 8 from Det Norske Veritas Germanischer Lloyd (DNV GL) to support PEPC performance, from reactive to proactive performance. In 2019, PEPC has obtained ISO37001: 2016 international certification for the Anti-Bribery Management System as part of PEPC transformation.

32








Keanggotaan Asosiasi [102-13] [POJK 3.E]

Sebagai salah satu perusahaan yang bergerak di bidang eksplorasi dan produksi minyak gas dan bumi, PEPC aktif tergabung dalam keanggotaan asosiasi nasional demi menjaga kemitraan strategis. PEPC telah bergabung dalam Forum Komunikasi Industri Hulu Migas sebagai penasehat yang bertujuan untuk memperoleh informasi terkini dan detil terkait legalitas dan perizinan. Selama menjadi anggota dari asosiasi tersebut, PEPC mampu berbagi perkembangan di daerah, terutama di bidang informasi industri migas.

Selama tahun 2019, Perusahaan telah memberikan kontribusinya secara finansial selain iuran keanggotaan, seperti sponsorship. Namun, Perusahaan tidak mengikuti proyek yang dilakukan bersama dengan asosiasi.

Association Membership [102-13] [POJK 3.E]

As one of the companies engaged in oil and gas exploration and production, PEPC is actively involved is actively involved in national associations to maintain strategic partnerships. PEPC has joined the Communication Forum for Upstream Oil and Gas Industries as an advisor that aims to obtain the latest information and details on legality and licensing. As a member of those associations, PEPC is able to share developments and informations in the oil and gas industry.

In 2019, the Company has contributed financially in addition to membership fees, such as sponsorship. However, the Company did not participate in projects carried out jointly with the association.

PEPC Management System yang mengacu pada ISO Integrasi PEPC Management System which referring to ISO Integration

Standardisasi Internasional International Standardization

Sistem Manajemen LingkunganEnvironmental Management System ISO 14001: 2015

Sistem Manajemen MutuQuality Management System ISO 9001: 2015

Sistem Manajemen Kesehatan & Keselamatan KerjaManagement System of Occupational Health and Safety

ISO 45001:2016

ISRS 8th Level 3 Integrated Sustainabilty Rating System

Sistem Manajemen RisikoRisk Management System ISO 31000: 2009

Sistem Manajemen Anti-suapAnti-Bribery Management System ISO 37001: 2016

Implementasi ISO Integrasi ISO Integration Implementation

33

PERTAMINA EP CEPU

Keanggotaan Organisasi [102-13]

Organizational Membership

Penghargaan Berdasarkan Lembaga Penyelenggara 2019Award Based on the Organizing Institution of 2019

Keanggotaan Organisasi Organizational Membership

Status: Anggota Status: Membership

Ikatan Ahli Geologi Indonesia (IAGI) Indonesian Geologists Association (IAGI)

Indonesian Petroleum Association (IPA) Indonesian Petroleum Association (IPA)

Ikatan Ahli Teknik Perminyakan Indonesia (IATMI) Association of Indonesian Petroleum Engineers

Himpunan Ahli Geofisika Indonesia (HAGI) Association of Indonesian Geophysicists

American Association of Petroleum Geologist (AAPG) American Association of Petroleum Geologist (AAPG)

Institut Akuntan Manajemen Indonesia (IAMI) Indonesian Institute of Management Accountant

Society of Petroleum Engineer (SPE) Society of Petroleum Engineer (SPE)

Perhimpunan Hubungan Masyarakat Indonesia Public Relations Association of Indonesia

Ikatan Akuntan Indonesia (IAI) Indonesian Institute of Accountant (IAI)

Ikatan Konsultan Pajak Indonesia (IKPI) Indonesian Tax Consultant Association

Ikatan Ahli Fasilitas Produksi Minyak dan Gas Bumi Indonesia (IAFMI)

Association of Indonesian Oil and Gas Production Facilities Engineers

Status: Penasehat Status: Advisor

Forum Komunikasi Industri Hulu Migas (Jawa, Bali, Nusa Tenggara)

Communication Forum for Upstream Oil and Gas Industry (Java, Bali, Nusa Tenggara)


PT Pertamina (Persero) PT Pertamina (Persero)

Juara 1 dalam kategori Best Upstream EBITDA Growth dalam ajang Annual Pertamina Subsidiary Award (APSA) 2019

1st place in the Best Upstream EBITDA Growth category in the 2019 Annual Pertamina Subsidiary Award (APSA) event

Juara 1 dalam kategori Best Upstream Company Soundness Level 2018 dalam ajang APSA 2019

1st place in the 2018 Best Upstream Company Soundness category in the APSA 2019 event

Juara 1 dalam kategori hijau CID Best Implementation of Community Involvement & Development dalam ajang APSA 2019

1st Place in the green category CID Best Implementation of Community Involvement & Development in the 2019 APSA event

Penghargaan Platinum untuk PC – Prove MC Split Seal Platinum Award for PC - Prove MC Split Seal

Penghargaan Platinum untuk PC – Prove Wakala Platinum Award for PC - Prove Wakala

Penghargaan Platinum untuk PC – Prove ComFin Spirit Platinum Award for PC - Prove ComFin Spirit

Penghargaan Gold untuk PC – Prove Ops Prod Gold Award for PC - Prove Ops Prod

Penghargaan Gold untuk I – Prove Disineyh Gold Award for I - Prove Disineyh

Penghargaan Gold untuk I – Prove Supreme Gold Award for I - Prove Supreme

Penghargaan Gold untuk FT – Prove Primadona Gold Award for FT - Prove Primadona

Penghargaan Best Value Creation untuk FT – Prove Primadona Best Value Creation Award for FT - Prove Primadona

34









Regional Regionally

Penghargaan terhadap Pelaksanaan Program Keselamatan dan Kesejahteraan Kerja (K3) mencapai 5.083.740 Jam Kerja Orang tanpa Kecelakaan Kerja

Award for the Implementation of Occupational Safety and Welfare Program (K3) reaching 5,083,740 Working Hours for People without Work Accidents

Nasional National

Best Design Booth Best Design Booth

PEPC sebagai penyumbang Pajak Migas Terbesar Tahun 2019 PEPC as the biggest contributor to Oil and Gas Tax in 2019

Juara 3 dalam kategori Best HSSE Performance dalam acara SKK Migas K3LL Award 2019

3rd place in the Best HSSE Performance category in the 2019 SKK Migas K3LL Award

Internasional International

Project Financing International Award 2019 for Deal of the Year atas Pembiayaan No.1 sebesar USD1,8 Milliar

Project Financing International Award 2019 for the Deal of the Year for Funding No.1 of USD 1.8 billion

Islamic Finance News Award 2019 for Indonesia Deal of the Year category Best Country Deal of The Year

Islamic Finance News Award 2019 for Indonesia Deal of the Year category Best Country Deal of The Year

Perubahan Signifikan 2019 [POJK 3.F] [102-10]

Significant Changes in 2019

▶ PEPC melakukan perubahan visi dan misi perusahaan sejalan dengan transformasi PEPC dalam pengelolaan Human Resources.

▶ Melalui RUPS Sirkuler, PEPC mengangkat Bapak Afandi dan Bapak Daniel Syahputra Purba sebagai Anggota Komisaris Baru.

▶ PEPC memberhentikan dengan hormat Bapak Taufik Aditiyawarman sebagai Direktur Pengembangan melalui RUPS Sirkuler.

▶ Dengan diperolehnya pendanaan dari pembiayaan proyek, PEPC melakukan konstruksi infrastruktur pengembangan lapangan JTB yang ditargetkan siap produksi di 2021.

▶ PEPC membentuk task force untuk risk owner dalam pengelolaan risiko yang meningkatkan koordinasi lintas fungsi bersama fungsi Risk & Quality Management dan Komite Risk Management.

▶ Pengembangan lapangan Kedung Keris telah resmi memasuki tahap produksi di tahun 2019.

▶ PEPC changed the company's vision and mission in line with PEPC's transformation in the management of Human Resources.

▶ Through Circular GMS, PEPC appoint Afandi and Daniel Syahputra Purba as the new Commissioners.

▶ PEPC respectfully dismiss Taufik Aditiyawarman as Development Director through Circular GMS.

▶ With funding obtained from project financing, PEPC has been carrying out construction in the JTB field development infrastructure, which was targeted to be ready for production by 2021; to be ready for production in 2021.

▶ PEPC formed a task force of risk owners in risk management which increased cross-functional coordination with the Risk & Quality Management function and the Risk Management Committee.

▶ Kedung Keris field development has officially entered the production stage in 2019.

35

PERTAMINA EP CEPU


36 Profil PerusahaanCompany Profile




PERTAMINA EP CEPU

37Pengelolaan dan Pemantauan LingkunganEnvironmental Management and Monitoring



Komitmen GCG Dalam penerapan tata kelola yang baik (Good Corporate Governance/GCG), Perusahaan mengacu pada pedoman yang dimiliki PT Pertamina (Persero). Penerapan GCG meliputi seluruh aspek Perusahaan, baik dari struktur organisasi maupun proses bisnis. Komitmen yang dijalankan oleh perusahaan selaras dengan prinsip Transparan, Akuntabel, Bertanggung Jawab, Independen, dan Kewajaran.

PEPC menerapkan kinerja sosialisasi GCG secara berkelanjutan melalui Complicance Online System (Compois), yaitu sistem yang mewajibkan seluruh pekerja untuk menyampaikan pelaporan kepatuhan. PEPC juga telah menerapkan Tata Kelola yang baik melalui Pedoman Good Corporate Governance, Code of Conduct, Board Manual, Pedoman Pelaporan Pajak Pribadi, Pedoman Pelaporan Harta Kekayaan Penyelenggara Negara (LHKPN), Pedoman Gratifikasi, Benturan Kepentingan, Tata Kerja Organisasi, dan Whistleblowing System.

Struktur Tata Kelola Struktur tata kelola PEPC merujuk pada Undang-Undang No.40 Tahun 2007 Tentang Perusahaan Terbatas, yang terdiri atas: [102-18]

• Rapat Umum Pemegang Saham (RUPS), yang merupakan organ Perusahaan tertinggi dalam struktur tata kelola.

• Dewan Komisaris merupakan organ Perusahaan yang memiliki tugas dan tanggung jawab mengawasi serta memberikan nasihat kepada Direksi.

• Direksi merupakan organ Perusahaan yang memiliki tugas dan tanggung jawab mengelola perusahaan.

GCG Commitment In implementing Good Corporate Governance (GCG), the company refers to the guidelines owned by PT Pertamina (Persero). GCG implementation covers all aspects of the Company, both from the organizational structure and business processes. Commitments carried out by companies are in line with the principles of Transparent, Accountable, Responsible, Independent and Fairness.

PEPC implements GCG socialization performance on an continuously through Complicance Online System (Compois), a system that requires all workers to submit compliance reports. PEPC has also implemented good governance through Good Corporate Governance Guidelines, Code of Conduct, Board Manuals, Personal Tax Reporting Guidelines, Guidelines for Report on Assets of State Officials (LHKPN), Gratification Guidelines, Conflicts of Interest, Organizational Work, and Whistleblowing System.

Governance Structure PEPC's governance structure refers to Law No.40 of 2007 regarding Limited Liability Companies, which consists of: [102-18]

• General Meeting of Shareholders (GMS), which is the highest organ of the Company in the governance structure.

• The Board of Commissioners is a corporate organ that has the duty and responsibility of overseeing and providing advice to the Board of Directors.

• The Board of Directors is the Company's organs that has the duties and responsibilities of managing the company.

Komposisi Dewan Komisaris dan Direksi yang komprehensif dapat dilihat di dalam Laporan Tahunan 2019.

A comprehensive composition of the Board of Commissioners and Board of Directors can be seen in the 2019 Annual Report.





Sesuai Surat Keputusan Direksi PEPC No. Kpts-015/C00000/2018-SO tanggal 8 Mei 2018 perihal Struktur Organisasi, PT Pertamina EP Cepu dan telah disetujui oleh Dewan Komisaris PEPC melalui Lembar Persetujuan Dewan Komisaris PEPC perihal Persetujuan Usulan Perubahan Organisasi PEPC.

Struktur Organisasi Organizational Structure

PEPC Board of Directors Decree Number Kpts-015/C00000/2018-SO dated May 8, 2018 on Organizational Structure of PT Pertamina EP Cepu has been approved by PEPC Board of Commissioners through the Approval Letter of PEPC BOC on the Approval of Proposed Changes in PEPC Organization.

Direktur UtamaPresident Director

Jamsaton Nababan

VP Legal & RelationWhisnu

Bahriansyah

VP HC & GAM. Ferry Bagdja

Direktur Business SupportDesandri

VP FinanceAgus Susanto

Manager Human Capital

Yadi Mulyadi

Manager General Support

Iman Machdi Suryadimulya

Manager JTB Site Office & PGAYadi Mulyadi

Manager JTB Legal, Land &

RegulatoryAmat zahrudin

Manager Management

AccountingBambang Tjahjo

Kuntjoro

Financial Controller Manager

Reddy Hendrawanto

Treasury & Tax Manager

Jonni Rusli

Manager ICT & Data

ManagementMashudi

Senior Manager Project

GPF & PLFirman Arif

Sr. Manager Drilling

Wagianto

Manager GPF & PL Engineering

Bontor Tampubolon

Manager GPF & PL Comm &

Start UpVacant

Manager Drilling OperationDhanar E. Prasetyo

Manager JTB Project ControlAhmad Rizki

Sr. Analyst JTB Contract/Compliances

Vacant

Manager GPF & PL ConstructionIwan Hamzah

Manager QA/QC Inspection

Agus Kusbiwanto

Manager Drilling EngineeringBambang Purwanto

Manager JTB PPOFrisyal

Pattisahusiwa

Ast. Man Risk JTB

Vacant

Manager GGRVacant

Manager HSSEDefrinaldo

Manager JTB Interface

Erwin Andri Kusuma

Manager SCMFransjono

Lazarus

Manager Commercial

Yudhi Herlambang

GM Gas Project JTB

Bob Wikan H. Adibrata

Development Director Vacant

PERTAMINA EP CEPU




Manajemen Risiko [102-11] [POJK 5.C]

PEPC melakukan pengelolaan risiko Enterprise Risk Management (ERM) melalui Risk and Quality Management (RQM) yang merujuk kepada ISO 31000:2009. ERM memiliki tanggung jawab dalam melakukan identifikasi, pengukuran, pemantauan, dan pengendalian eksposur risiko terkait kinerja ekonomi, lingkungan, dan sosial. Berdasarkan Risk Register yang dilakukan untuk tahun 2019 dan yang telah direncanakan untuk 2020, PEPC telah memetakan lebih dari 120 risiko dengan tujuh risiko diantaranya ditetapkan sebagai Top Risk.

Sesuai dengan Surat Perintah tentang Risk Management Awareness, PEPC menegakkan pengelolan risiko dengan memberikan tugas dan tanggung jawab kepada Risk Owner. Penegakan ini memberikan koordinasi yang lebih baik dan respon yang cepat dalam menanggapi pelaksanaan mitigasi risiko. Dengan demikian, proses evaluasi kinerja risiko telah dilakukan oleh Risk Owner, kemudian dievaluasi kembali oleh RQM, Komite Manajemen Risiko, dan Fungsi Audit.

Risk Management [102-11] [POJK 5.C]

PEPC manages Enterprise Risk Management (ERM) risk through Risk and Quality Management (RQM), which refers to ISO 31000: 2009. ERM has the responsibility in identifying, measuring, monitoring and controlling risk exposure related to economic, environmental and social performance. Based on the Risk Register conducted for 2019 and planned for 2020, PEPC has mapped more than 120 risks with seven of them being designated as Top Risk.

In accordance with the Instruction Letter on Risk Management Awareness, PEPC enforces risk management by assigning duties and responsibilities to the Risk Owner. This enforcement provides better coordination and rapid response in responding to the implementation of risk mitigation. Thus, the risk performance evaluation process has been carried out by the Risk Owner, then re-evaluated by the RQM, Risk Management Committee and Audit Function.





Risk Owner

Organ Pengelola RisikoRisk Management Organ

Komite Risk Management Risk Management Committee

Fungsi Risk & Quality Management Risk & Quality Management Function

VP Production Operation

VP Production Engineering

VP Project Management

VP Technical Support

VP Finance

VP Human Capital & General Affair

VP Legal & Relation

VP Strategi Planning & Risk Management

GM Jambaran Tiung Biru

Commercial

ICT Data & Management

HSSE

Internal Audit

PERTAMINA EP CEPU




Risk Map InherentInherent Risk Map

Risk Map ResidualResidual Risk Map

7 Risiko Utama | 7 Top Risk

Tidak Tercapainya Target Produksi Existing The Existing Production Target Not Achieved

Kendala Transportasi Kapal Ship Transportation Constraints

Kenaikan Biaya Operasi Produksi Banyu UripIncrease in Operating Costs for Banyu Urip Production

Rendahnya Penyerapan Anggaran Investasi JTBLow Absorption of JTB Investment Budget

Tidak Tercapainya Tambahan Cadangan P1Unachieved Additional Reserves P1

Tidak Tercapainya Target HSSE Excellence

Unachieved HSSE Excellence Targets

Kenaikan Biaya Operasi (JTB)Increase in Operating Costs (JTB)

#1

#5#4

#2

#6

#3

#7

Insignificant Insignificant

Alm

ost C

erta

inLi

kely

Mod

erat

eU

nlik

ely

Rare

Minor MinorModerate ModerateSignificant SignificantCatastrophic Catastrophic

Low1≤RPN≤3

Low to ModerateRPN=4

Moderate5≤RPN≤9

Moderate to High10≤RPN≤12

HighRPN>12

Ekonomi Economic

Ketenagakerjaan dan Lingkungan Labor and the Environment

Sosial Social

Risiko | Risk

Tidak Tercapainya First Oil (Kedung Keris)First Oil (Kedung Keris) was Not Achieved

Terjadinya kecelakaan kerja pada saat pekerjaan logging

Occupational accidents during logging work

Potensi Tuntutan Masyarakat & Perusahaan Lokal terhadap tenaga kerja & peluang bisnisPotential Community & Local Company Demands for workforce & business opportunities

Mitigasi Risiko | Risk Mitigation

• Memenuhi seluruh dokumen pendukung agar persetujuan Pipeline EPC AFE didapatkan sesuai milestone pekerjaan

• Merencanakan dan memastikan semua Long Lead Item Equipment dan material sesuai dengan yang direncanakan dan didatangkan tepat waktu

• Rapat koordinasi rutin progress pekerjaan dengan kontraktor sebagai bentuk pengawasan

• Fulfill all supporting documents so that EPC AFE Pipeline approval is obtained according to the work milestone

• Plan and ensure that all Long Lead Item Equipment and materials are as planned and delivered on time

• Regular work progress coordination meetings with contractors as a form of supervision

• Menjalankan prosedur HSE yang konsisten

• Pemasangan cage pada adjacent well

• Perform a consistent HSE procedure

• Installation of cage in adjacent well

• Mengacu kepada pemetaan sosial• Koordinasi dengan Disperinaker dan

Kadfin Bojonegoro untuk memberikan informasi terkait peluang kerja

• Pendekatan formal & informal kepada masyarakat

• Mengacu kepada RKAP, dan SOP Pembayaran Invoice

• Refers to social mapping

• Coordination with Disperinaker and Kadfin Bojonegoro to provide information related to employment opportunities

• A formal & informal approach to the community

• Refer to RKAP, and SOP for Invoice Payment

Risiko | Risk

Terganggunya Jadwal Pelayaran Banyu Urip Disruption of the Banyu Urip Shipping Schedule

Belum selesainya proses pengadaan lahan kompensasi Kawasan Hutan (Perhutani)The Completion of Forest Area (Perhutani) compensation land acquisition process has not been completed

Potensi Tuntutan Masyarakat terkait Gangguan LingkunganPotential Public Demands related to Environmental Disorders

Mitigasi Risiko | Risk Mitigation

Koordinasi antara PEPC, partner, SKK Migas, dan Pertamina (ISC, Kilang & Perkapalan) sehingga didapatkan final lifting schedule & FSO Gagak RimangCoordination between PEPC, partners, SKK Migas, and Pertamina (ISC, Refinery & Shipping) to achieve final lifting schedule & FSO Gagak Rimang

Koordinasi dengan Perhutani Jawa Timur untuk menerbitkan persetujuan rencana lahan kompensasi seluas 125ha di Jawa Barat koordinasi dengan SKK Migas, Perhutani dan Kementerian KLHCoordination with Perhutani in East Java to issue 125ha land compensation plan in West Java in coordination with SKK Migas, Perhutani and the Ministry of Environment

Sosialisasi terkait jadwal mobilisasi & demobilisasi alat berat kepada pemangku kepentingan bersama dengan Fungsi HSSE dan Tim Project

Socialization related to heavy equipment mobilization & demobilization schedules to stakeholders along with HSSE Function and Project Team





Diluar risiko ekonomi yang telah dipetakan dalam Top Risk, PEPC juga telah memetakan risiko lingkungan dan sosial yang dikelola oleh Fungsi HSSE, Human Capital (HC), dan CSR. Penjelasan terkait pelaksanaan pengelolaan risiko PEPC dapat dilihat di dalam Laporan Tahunan PEPC 2019.

Apart from the economic risk mapped in Top Risk, environmental and social risk which are managed by HSSE, Human Capital (HC), and CSR, were also mapped by PEPC. Details on the implementation of PEPC risk management can be viewed in the 2019 PEPC Annual Report.

Pengelolaan Risiko Risk Management

PERTAMINA EP CEPU




Kebijakan Antikorupsi dan Whistleblowing System [205-2]

Dalam meningkatkan pemahaman dan budaya antikorupsi di dalam Perusahaan, PEPC melakukan sosialisasi tata kelola seperti pedoman gratifikasi, pelaporan gratifikasi melalui Compois, pedoman benturan kepentingan, pelaporan LHKP, dan Whistleblowing System.

Sebagai anak perusahaan PT Pertamina (Persero), pejabat Perusahan di tingkat jabatan tertentu memiliki kewajiban untuk menyampaikan Laporan Harta Kekayaan Penyelenggara Negara (LHKPN). Ketentuan ini merujuk kepada Pedoman LHKPN No. 007/M00000/2017-S0 Tentang Penyelenggaraan Negara yang Bersih dan Bebas dari Korupsi, Kolusi, dan Nepotisme. Pejabat perusahaan di lingkungan PEPC yang memiliki kewajiban untuk menyampaikan pelaporan LHKPN antara lain Direksi, Vice President/setara, Manajer/setara, dan Komisaris.

Selama tahun 2019, terdapat 40 jumlah pejabat perusahaan yang melakukan wajib lapor. Pejabat Perusahaan akan menyampaikan laporan LHKPN kepada Fungsi Internal Audit, Fungsi Human Capital, dan Fungsi Compliance PT Pertamina (Persero), yang kemudian akan disampaikan kepada pihak berwenang di Komisi Pemberantasan Korupsi (KPK).

Segala bentuk pelanggaran yang ditemukan dapat disampaikan melalui saluran pengaduan whistleblower channel pada situs: http://pertaminaclean.pertamina.com agar dapat langsung ditindaklanjuti. Hingga akhir periode pelaporan, tidak terdapat laporan pengaduan terkait korupsi, suap, gratifikasi, ataupun benturan kepentingan yang terjadi di lingkungan PEPC.

Anti-Corruption Policy and Whistleblowing System [205-2]

In enhancing understanding and anti-corruption culture within the Company, PEPC governance socialization, such as gratification guidelines, gratification reporting through Compois, guidelines for conflict of interests, LHKP reporting, and the Whistleblowing System.

As a subsidiary of PT Pertamina (Persero), Company officials at a certain level of position have an obligation to submit a Report on the State's Assets (LHKPN). This provision refers to LHKPN Guideline No. 007 / M00000 / 2017-S0 Regarding the State Management that is Clean and Free of Corruption, Collusion and Nepotism. Company officials within PEPC who have the obligation to submit LHKPN reporting include Directors, Vice President / equivalent, Managers / equivalents, and Commissioners.

During 2019, there were 40 company officials who were required to report. Company officials will submit the LHKPN report to the Internal Audit Function, Human Capital Function, and Compliance Function of PT Pertamina (Persero), and will be submitted to the authorities in the Corruption Eradication Commission (KPK).

All forms of violations found can be submitted through the whistleblower channel http://pertaminaclean.pertamina.com for immediate follow-up. Until the end of the reporting period, there were no reports of complaints related to corruption, bribery, gratification, or conflicts of interest that occurred in PEPC.

Di tahun 2019, PEPC memperoleh sertifikasi internasional ISO 37001 untuk sistem manajemen anti-penyuapan

In 2019, PEPC obtained an international ISO 37001 certification for an anti-bribery management system

Bab dalam CoC | Chapter in CoC Topik dalam CoC | Topic in CoC

I Umum | General

II Prinsip & Kebijakan Pengelolaan Etika Kerja & Bisnis Principles & Policies for Management of Business Ethic

III Kesetaraan & Profesionalisme | Equality & Professionalism

IV Integritas Bisnis | Business Integrity

V Pengamanan Data & Informasi | Data & Information Security

VI Finansial, Kinerja, & Perlindungan Aset | Financial, Performance, & Asset Protection

VII Kepedulian Terhadap Komunitas & Politik | Concern for Community & Politic

VIII Persaingan Usaha | Business Competition

IX Komite Etika dan Pelaporan | Ethics and Reporting Committee

Program GCG GCG Program

Kegiatan Komunikasi Communication Activities

Pengukuran Pemahaman GCG melalui Compliance Online System (Compois)Measurement of Understanding of GCG through Compliance Online System (Compois)

Pengukuran GCG yang dilakukan melalui survei dan pelaporan secara online untuk mengukur pemahaman pekerja atas kebijakan dan praktik GCG yang dilaksanakan setiap tahun.GCG measurement through online survey and reporting to recognize employees' understanding over GCG policies and practices carried out every year.

Kampanye dan Promosi GCG GCG Campaign and Promotion

Sosialisasi kebijakan dan fasilitas GCG melalui intranet dan media internal seperti banner, dan leaflet agar pekerja tetap waspada dan sadar dalam menerapkan kebijakan GCG. Socialization of GCG policies and facilities through intranet and internal media, such as banners, and leaflets so that workers remain vigilant and aware in implementing GCG policies.

GCG Compliance Implementation 5 implementasi GCG yang diadopsi dari PT Pertamina (Persero), yaitu pengisian CoC, pengisian COI, pengisian gratifikasi, pengisian LHKPN (manajer ke atas), dan sosialisasi GCG.5 GCG implementations adopted from PT Pertamina (Persero), consisting of fulfillment of CoC, COI, gratification, LHKPN (manager above), and GCG socialization.





Komunikasi Tata Kelola dan Code of Conduct

Salah satu upaya PEPC dalam menjaga tata kelola perusahaan yang baik yaitu dengan menyusun standar etika perusahaan (Code of Conduct/CoC). Perusahaan menggunakan CoC sebagai acuan dalam menjalankan kegiatan operasional, mencegah terjadinya benturan kepentingan, serta menjaga bisnis yang beretika, terbuka, dan patuh terhadap undang-undang yang berlaku. Standar etika dan budaya kerja Perusahaan diatur di dalam Surat Keputusan Direksi Nomor A-002/CP0050/2017-S9 dan berlaku bagi seluruh pekerja PEPC.

Communication on Governance and Code of Conduct

One of PEPC's efforts in maintaining good corporate governance is to develop a company ethical standard (Code of Conduct/CoC). The company uses CoC as a reference in carrying out operational activities, preventing conflicts of interest, and maintaining business that is ethical, transparent, and complied with the applicable law. The Company's CoC and work cultureare regulated in Directors' Decree Number A-002/CP0050/2017-S9 and apply to all PEPC workers.

Program GCG GCG Program

Kegiatan Komunikasi Communication Activities

Townhall Meeting Sosialisasi semangat baru “One Team, One Commitment, One Goal” untuk menyamakan tujuan, visi dan tanggung jawab yang sama terhadap kelancaran proyek JTB. Socialization of the new spirit “One Team, One Commitment, One Purpose” to align the goals, vision and responsibility to the continuity of the JTB project.

Sharing Session HUT Berbagi informasi dalam serikat pekerja PEPC memperingati ulang tahun serikat pekerja PEPC yang pertama. Salah satu tema pembahasannya adalah hubungan industrial di perusahaan yang membentuk tata kelola yang baik. Sharing information in PEPC labor union in commemorating the first anniversary of the labor union. One of the discussion themes is industrial relations in companies that form Good Governance (Transparent, Accountable, Responsible, Independent, Fair).

Sharing Knowledge Berbagi pengetahuan antar pekerja lintas departemen yang memenuhi kriteria seperti kisah sukses, pembelajaran, pemecahan masalah dalam bentuk tatap muka. Face-to-face knowledge sharing between employees across departments that meet the criteria, such as success stories, learning experience, problem solving in the form of face to face.

PERTAMINA EP CEPU




Perusahaan berharap agar seluruh insan PEPC dapat berperan aktif untuk mengidentifikasi dan melaporkan tindakan pelanggaran CoC. Apabila terdapat pelanggaran, kejadian ini dilaporkan kepada atasan satu tingkat di atas jabatan. Hingga akhir tahun 2019, tidak terdapat pelanggaran terhadap CoC Perusahaan.

The company hopes that each PEPC employee can play an active role in identifying and reporting violations of CoC. If a violation occurs, the incident report can be submitted to the supervisor one level above the position. Until the end of 2019, there was no violations of the Company's CoC.





Perusahaan melakukan identifikasi pemangku kepentingan berdasarkan Risk & Quality Management yang tercantum di dalam PEPC Management System sesuai surat keputusan No. A-001/CP0040/2017-S9 REV-00. PEPC juga menggunakan hasil SWOT Analisis dan pemetaan untuk menilai risiko, peluang, dan perencanaan dalam mengukur pendekatan pemangku kepentingan.

The Company identifies stakeholders based on Risk & Quality Management listed in the PEPC Management System in accordance with Decree No. A-001/CP0040/2017-S9 REV- 00. PEPC also uses the SWOT Analysis result and mapping to assess risks, opportunities and planning in measuring stakeholder approaches.

Pendekatan Pemangku KepentinganStakeholder Engagement

Pemangku Kepentingan KunciMain Stakeholders

Kebutuhan Pemangku KepentinganStakeholders’ Needs

Respon Perusahaan Company’s Response

Pelibatan Engagement

PelangganCustomer

Fungsi Integrated Supply Chain sebagai perwakilan dari PT Pertamina (Persero): HSSE, volume & kualitas minyak, jaminan ketersediaan minyak, kehandalan penyaluran, layanan pelangganIntegrated Supply Chain Function as PT Pertamina (Persero) representative: HSSE, oil volume & quality, guaranteed oil availability, distribution reliability, customer service

• Memastikan kualitas produk dan layanan

• Melakukan perjanjian Jual Beli Minyak

• Menjamin ketersediaan minyak• Ensuring the quality of

products and services• Carrying out oil trading

agreement• Guarantees oil availability

Pertemuan dengan pelanggan dilakukan secara rutin dalam periode triwulan dan dilaksanakan dalam Rapat Koordinasi Lifting Minyak Mentah Banyu UripCustomer meetings are conducted regularly in quarterly period and held during the Banyu Urip Crude Lifting Coordination Meeting

Pemegang SahamShareholders

• Perolehan dividen• Pertumbuhan aset• Pelaporan kinerja• Dividend• Asset growth• Performance report

• Meningkatkan kinerja operasional dan investasi

• Menyusun dan pelaporan kinerja tepat waktu

• Mematuhi semua peraturan dan kebijakan yang telah ditetapkan

• Melakukan komunikasi dan kerja sama dengan sesama Anak Perusahaan Pertamina

• Improve operational and investment performance

• Prepare and report on performance on time

• Comply with all regulations and policies that have been set

• Communication and cooperation with fellow Pertamina subsidiaries

• Menyampaikan laporan minimal setiap tahun

• Rapat Umum Pemegang Saham

• Submit a report minimum every year

• General Meeting of Shareholders

PT Pertamina (Persero)Perusahaan Induk Holding Company

• Pertumbuhan nilai perusahaan• Efektivitas pengawasan penjualan

minyak ke pelanggan• Alokasi Migas Blok Cepu yang paling

besar kepada Pertamina• Sebagai operator JTB dengan kinerja ekselen• Growth in company value• Monitoring effectiveness of oil sales to customers• Biggest allocation of Oil and Gas

from Cepu Block to Pertamina• As JTB operator with excellent performance

• Menyampaikan laporan minimal setiap bulan

• Melakukan pertemuan setiap saat diperlukan

• Submit a report minimum every month

• Conduct meetings as needed

Pemerintah Pusat/ DaerahCentral/Regional Government

• Volume produksi migas• Peningkatan pendapatan negara

dari migas & pajak• Kepatuhan peraturan, termasuk penyampaian

laporan limbah, emisi, dan kegiatan masyarakat• Oil and gas production volume• Increased state revenues from oil and gas & taxes• Regulatory compliance, including

submitting reports on waste, emissions, and community activities

• Pengusahaan produksi migas• Penyetoran dan pelaporan

perpajakan tepat waktu• Pemenuhan peraturan

perundangan• Oil and gas production business• Timely deposit and tax reporting• Compliance with laws

and regulations

• Pertemuan berkala setiap diperlukan

• Forum kemasyarakatan• Menyampaikan

laporan berkala• Periodic meetings

as needed• Community forum• Submit periodic reports

Pelibatan dan Respon Kepada Pemangku Kepentingan [102-40, 102-42, 102-43, 102-44] [POJK 5.D.2] Engagement and Response to Stakeholders

PERTAMINA EP CEPU




Pemangku Kepentingan KunciMain Stakeholders

Kebutuhan Pemangku KepentinganStakeholders’ Needs

Respon Perusahaan Company’s Response

Pelibatan Engagement

Masyarakat Blok CepuCepu Block Community

• Peningkatan kesejahteraan Masyarakat Blok Cepu• Pemberdayaan kompetensi lokal• Pemenuhan kegiatan CSR • Pengelolaan lingkungan• Increased welfare of the Cepu Block Community• Empowering local competency• Fulfillment of CSR activities• Environment management

• Menyusun program CSR Bersama pemerintah daerah dan masyarakat

• Membina hubungan baik dengan berkomunikasi

• Arranging CSR programs with local governments and communities

• Establish good relations through communications

• Melaksanakan kegiatan CSR sesuai rencana

• Forum kemasyarakatan• Carry out CSR activities

as planned• Community forum

PekerjaEmployee

• Peningkatan kesejahteraan• Peningkatan kompetensi• Jenjang karir• Increased welfare• Increased competency• Career path

• Pengelolaan Sumber Daya Manusia

• Remunerasi• Jaminan manfaat • Memberikan pelatihan

dan Pendidikan• Melaksanakan penilaian kerja• Melaksanakan K3• Memberikan kesempatan

berserikat• Human Resources Management• Remuneration• Guarantee of benefits• Provide training and education• Carry out work assessments• Carry out OHS• Providing opportunity

association

• Melaksanakan pertemuan berkala

• Memberikan informasi melalui media internal yang terbit berkala

• Serikat Pekerja• Hold regular meetings• Provide information through

internal media which is published periodically

• Labor union

Pekerja PerbantuanSecondees

• Pengembangan karir• Peningkatan Kompetensi diri• Mendapatkan kompensasi &

kesejahteraan yang lebih baik• Career development• Increased self competency• Receive better compensation & welfare

PWTTPermanent Employee

• Mendapatkan career path yang jelas• Job security• Memperoleh Jaminan• Obtain a clear career path• Job security• Obtain assurance

PWTNon Permanent Employee

• Pengangkatan menjadi PWTT• Pengakuan sebagai profesional • Memperoleh kompensasi dan

kesejahteraan yang baik• Appointment to become permanent employee• Recognition as a professional• Receive competitive compensation and welfare

PemasokSupplier

• Kelancaran & Ketepatan waktu pembayaran• Kesinambungan usaha/bisnis• Smooth & Timely payment• Business continuity

Proses verifikasi dan pembayaran tagihan pihak ketiga tepat waktu sesuai kontrakThe verification process and bills payment to third party are on time according to the contract

Mengadakan pertemuan secara berkalaHold regular meetings

Mitra & KolaboratorPartner & Collaborator

Bantuan dalam proses perijinan (operasi, lahan, ekspatriat)Assistance in the licensing process (operations, land, expatriates)

Mengikuti proses negosiasi dengan pihak ketiga (masyarakat dan instansi pemerintah)Participate in the negotiation process with third parties (communities and government agencies)

Mengadakan pertemuan secara berkalaHold regular meetings





Kontribusi PEPC Terhadap Pertumbuhan NasionalPEPC Contribution to National Growth

PERTAMINA EP CEPU




Dasar Pelaporan Kinerja Ekonomi [103-1, 103-2, 103-3] Basis for Economic Performance Reporting

Pemenuhan Komitmen:• Kebijakan Pertamina

(Persero) dan SKK Migas

• Joint Operation Agreement dan KKKS

Tujuan dan Target: Pencapaian produksi minyak berdasarkan RKAP, yaitu sebesar 96.161,85 BOPD.

Tantangan:• Perubahan harga minyak global

• Optimasi kapasitas produksi dan lifting

• Kendala teknis seperti gangguan produksi sumur, tingkat air sumur, kebocoran hose.

Strategi dan Program:Peningkatan produksi melalui kegiatan subsurface and surface

Fulfill Commitment:• Pertamina (Persero) and

SKK Migas policies

• Joint Operation Agreement and KKKS

Objectives and Targets: Achievement of oil production based on WP&B, which is equal to 96,161.85 BOPD.

Challenge:• Changes in global oil prices

• Optimization of production and lifting capacity

• Technical constraints such as interruption in well production, well water level, hose leakage.

Strategies and programs:Increased production through subsurface and surface activities

Realisasi dan Rencana Jangka Panjang

Dari hasil evaluasi yang didapatkan pada tahun 2019, realisasi kinerja dan pengembangan Rencana Kerja Jangka Panjang PEPC menjadi dasar penetapan KPI Direksi yang ditindaklanjuti dengan “Sepuluh Arahan Strategis dari Direktur Utama”.

Realization and Long-Term Plan

Based on the 2019 evaluation results, the performance realization and development of the PEPC Long-Term Work Plan became the basis for determining the Board of Directors KPI, which was followed up with "Ten Strategic Directions from the President Director".





Program KerjaWork Program

PencapaianAchivement

Rencana Jangka Panjang Long Term Plan

2017 2018 2019 Target 2021-2022

Plan of Development (POD) Banyu Urip (clastic):Plan of Further Development (POFD)

Pengeboran EksplorasiExploration Drilling

Pengeboran Pengembangan Drilling Development

• Jambaran Tiung Biru:

• 1 Well Plug & Abandon (P&A),

• 1 Well re-entry,• 2 New Well

Jambaran Tiung Biru: 3 New Well

Produksi (100%) Production (100%)

Banyu Urip: 203.522 BOPD

Banyu Urip: 208.793 BOPD

• Banyu Urip: 212.135 BOPD

• Kedung Keris On Stream: 5.506 BOPD

• Banyu Urip: 2020: 201.346 BOPD 2021: 201.500 BOPD

• Jambaran Tiung Biru On Stream 2021

Lifting PEPC Share (45%) Lifting oil: 91.986 BOPD

Lifting oil: 94.191 BOPD

Lifting oil: 97.939 BOPD

Lifting Oil:• 2020: 90.334 BOPD• 2021: 90.043 BOPDLifting Gas (92%)• 2021: 192 MMSCFD

Program Kerja, Pencapaian dan RencanaWork Program, Achivement, and Plan

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Pencapaian Target 2022Target 2022 Achievement

Aspek & Indikator | Aspect & Indicator Target 2022

HSSE Jumlah Kecelakaan Number of Accident

PROPER

ISRS8

0 Hijau | GreenLevel 5

750

100%

80%

90%

99,5%R: 97,5%A: 95%Hijau | GreenSkala 3,9 dari 5 3.9 of scale 5

83%26%349 juta USD 349 million USD

63,60 MBOPD 311 MMSCFD 99,7%

QMA Score

Enterprise Risk Management

GCG Implementation

IT Availability

Reability (R), Availability (A), & Maintenance SF

Integrity Performance

Indeks Kepuasan Pelanggan Customer Satisfaction Index

EBITDA Margin

Net Profit Margin

Laba Bersih | Net Profit

Indeks Kompetensi Competency Index

Produksi Minyak Oil Production

Produksi Gas Gas Production

Lifting Minyak Oil Lifting

KesistemanSystem

Pengelolaan Risiko Risk Management

GCG

Operasional Operational

Keuangan Financial

Human Capital

Produksi Production





Financial• EBITDA• OPEXperUnit• HRProductivityPEPC

Operational Excellence

• ReservesReplacementRatio(RRR)Migas• Oil&GasProduction• LevelofUpstreamWayImplementation• EnterpriseRiskManagement

Growth

• InvestmentPerformance• StrategicInitatives• Knowledge,Standardization&Innovation• QMAScore

HSSE & People Management

• HSSEExcellence• GCGImplementationCompliance• People&QualityManagement

Penetapan KPI Direktur Utama PEPC President Director’s KPI Establishment

10 Arahan Strategis dari Direktur Utama PEPC untuk Mencapai RKAP 10 Strategic Directions from the PEPC President Director to Achieve WP&B Target

Penerapan HSSE ExcellenceImplementation of HSSE Excellence

Operational ExcellenceOperational Excellence

Meningkatkan Produksi & Lifting MinyakEnhancing Oil Production & Lifting

Meningkatkan Kompetensi PekerjaImproving Employee Competence

Pelaksanaan Project JTB & Pengembangan Project Kedung KerisJTB Project Implementation & Kedung Keris Project Development

Meningkatkan Satisfaction & Engagement PekerjaImproving Employee Satisfaction & Engagement

Penerapan HSSE ExcellenceImplementation of HSSE Excellence

Meningkatkan Satisfaction & Engagement CustomerImproving Customer Satisfaction & Engagement

Penerapan Business EthicsImplementation of Business Ethics

Efisiensi di Segala LiniEfficiency on All Operation

#1

#6

#2

#7

#3

#8

#4

#9

#5

#10

PERTAMINA EP CEPU




Pembiayaan Proyek

PEPC telah menuntaskan financial close dengan nilai pendanaan sebesar USD1,85 miliar yang dipercaya dan didanai oleh 8 international lenders dan 4 national lenders. Lapangan Unitisasi JTB ditargetkan akan beroperasi di tahun 2021 dengan kapasitas produksi 330 MMSCFD.

Project Financing

PEPC has completed its financial close with a funding value of USD1.85 billion, which is trusted and funded by 8 international lenders and 4 national lenders. The JTB Unitization Field is is targeted to operating in 2021 with a production capacity of 330 MMSCFD.

Skema Pendanaan | Financing Scheme

Trustee Borrowing Structure ("TBS") pada Project Persada*

Conventional Tranches and

Providers

RJJ Consortium

TrusteePEPC

(as operator of Unitized JTB Field)

PEPPertamina

SKKMigas

Producer's Agreement

Loan Agreement

Trust Agreement

JTB Contractors

Unit Operating Agreement

Unitization Agreement

EPC

Cont

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Prod

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Selle

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Onshore Bank Account Agreement

Amended Sale and Purchase Agreement of Natural Gas

Sale and Purchase Agreement of Condensate

Wakala Tranches and

Providers

Fund Providers

Conventional Tranches and

Providers

RJJ Consortium

TrusteePEPC

(as operator of Unitized JTB Field)

PEPPertamina

SKKMigas

Producer's Agreement

Inve

stm

ent A

genc

y Ag

reem

ent

Wak

ala

Agre

emen

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Trust Agreement

JTB Contractors

Unit Operating Agreement

Unitization Agreement

EPC

Cont

ract

Prod

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n Sh

arin

g Co

ntra

ct

Selle

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oint

men

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Onshore Bank Account Agreement

Amended Sale and Purchase Agreement of Natural Gas

Sale and Purchase Agreement of Condensate

Wakala Tranches and

Providers

Fund Providers





Pembiayaan proyek JTB menggunakan skema Trustee Borrowing Scheme (TBS) yang terdiri dari dua tranche yaitu Tranche Conventional Bank (TCB) dan Tranche Islamic Bank. Bank-bank yang termasuk di dalam TCB memberikan pembiayaan proyek sebesar 95% dan bank syariah yang termasuk di dalam Tranche Islamic Bank memberikan pembiayaan sebesar 5%. Dari skema ini, 20% hasil penjualan gas dari Pertamina akan diberikan ke negara dan sisanya akan dibayarkan kepada trustee sebagai Debt Service Coverage.

Pembiayaan proyek JTB ini terdiri dari sponsor, borrower, lender dan agen. Ruang lingkup pembiayaan ini meliputi kegiatan pengeboran 6 sumur pengembangan yang menghasilkan gas mentah sebesar 315 MMSCFD dan pengembangan saluran aliran gas dari sumur ke Gas Processing Facilities (GPF), serta saluran pipa gas penjualan dari GPF ke saluran pipa pembeli.

Berdasarkan perjanjian pembiayaan proyek dengan lender, PEPC harus dapat mematuhi sejumlah kewajiban dan salah satunya adalah mematuhi ketentuan tentang lingkungan dan kegiatan sosial. Ketentuan yang harus dipenuhi seperti menyerahkan Rencana Tanggap Darurat, Rencana Kesehatan dan Keselamatan Kerja, serta Rencana Pengelolaan Lingkungan. PEPC harus dapat menyerahkan laporan-laporan tersebut dalam waktu 90 hari setelah tanggal penyelesaian proyek.

JTB project financing uses the Trustee Borrowing Scheme (TBS) which consists of two tranche, namely Conventional Bank (TCB) and Tranche Islamic Bank. The banks included in the TCB provide project financing by 95%, and Islamic banks included in the Tranche Islamic Bank provide financing by 5%. This scheme shows 20% of the gas sales from Pertamina will be distributed to the state and the rest will be paid to the trustee as a Debt Service Coverage.

The JTB project funding consists of sponsors, borrowers, lenders and agents. The scope of this financing includes the drilling of 6 development wells that produce 315 MMSCFD of raw gas and the development of gas flow channels from the well to the Gas Processing Facilities (GPF), as well as sales gas pipelines from GPF to the buyer's pipeline.

Based on project financing agreements with lenders, PEPC must be able to comply with a number of obligations and one of them is to comply with environmental and social activity provisions. Requirements that must be met such as submitting an Emergency Response Plan, Occupational Health and Safety Plan, and Environmental Management Plan. PEPC must be able to submit these reports within 90 days after the project completion date.

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Pembiayaan Proyek sebagai Green Project

PEPC melaksanakan pembiayaan proyek Lapangan JTB berdasarkan konsep ramah lingkungan, sehingga program ini dapat dikategorikan sebagai green project. Kepatuhan PEPC terhadap aspek lingkungan, sosial dan tata Kelola (LST) dipastikan melalui penilaian yang dilakukan oleh advisor bidang lingkungan dan sosial ekonomi yang menggunakan standar-standar internasional.

PEPC telah bekerja sama dengan PEP Asset 4 Cepu yang merupakan pemegang participating interest dengan memanfaatkan gas buang yang terproduksi di lapangan JTB sebagai injeksi sumur di lapangan Sukowati milik PEP Asset 4 Cepu. Hal ini tidak hanya mengelola risiko lingkungan PEPC, tetapi sekaligus memberikan nilai ekonomi bagi PEP untuk meningkatkan produksi sumur. Selain itu, PEPC telah melakukan kegiatan penanaman pohon trembesi yang dinilai oleh Kementerian Lingkungan Hidup dapat berperan sebagai serapan CO2.

Penambahan Nilai Ekonomi dari Pembiayaan Proyek bagi Pemangku Kepentingan

Pembiayaan proyek juga telah meningkatkan nilai keekonomian proyek JTB yang pada mulanya dinilai tidak menguntungkan. IRR dari proyek JTB telah meningkat dari 11,67 menjadi 12,8 dengan Net Present Value (NPV) dari 45 menjadi 200. Peningkatkan ini menunjukkan bahwa pengembangan Lapangan JTB memiliki prospek yang baik, memenuhi uji kelayakan, dan memperoleh kepercayaan lender.

Di sisi lain, kehadiran lapangan JTB di tahun 2021 akan memenuhi kebutuhan gas 192 MMSCFD bagi Jawa Tengah dan Jawa Timur, memiliki Tingkat Kandungan Dalam Negeri (TKDN) 40,03% terhadap pengadaan barang dan jasa, dan memberikan potensi pemasukan negara hingga USD1.9775,45 juta. Dengan demikian, pembiayaan proyek berhasil mengoptimalkan nilai ekonomi dan keberlanjutan bagi pemangku kepentingan.

Project Financing as a Green Project

PEPC carries out JTB Field project financing based on environmentally-friendly concepts, so that this program can be categorized as a green project. PEPC compliance with environmental, social and governance (ESG) aspects is ensured through an assessment conducted by environmental and socio-economic advisors using international standards.

PEPC has cooperated with PEP asset 4 Cepu, a participating interest holder, by utilizing the exhaust gas produced in the JTB field as injection wells in the Sukowati field, owned by PEP Asset 4 Cepu. Not only it manages PEPC environmental risk, but it also provides economic value for PEP for well production increase. In addition, PEPC has carried out tamarind tree planting activities which are assessed by the Ministry of Environment as having a role as CO2.

Adding Economic Value from Project Financing for Stakeholders

Project financing has also increased the economic value of the JTB project which initially considered unprofitable. The IRR of the JTB project has increased from 11.67 to 12.8 with Net Present Value (NPV) from 45 to 200. This improvement shows that the JTB Field development has good prospects, fulfills due diligence, and gains lender confidence.

On the other hand, the presence of the JTB field in 2021 will meet gas needs 192 MMSCFD for Central and East Java, has a Domestic Component Level (TKDN) 40.03% of the procurement of goods and services, and provide the potential for state revenues up to USD1,9775.45 million. Thus, project financing has succeeded in optimizing economic value and sustainability for stakeholders.

PERTAMINA EP CEPU




Kontribusi Ekonomi kepada Negara

Tulang punggung penerimaan negara dan penggerak ekonomi nasional masih didominasi oleh industri hulu minyak dan gas bumi. Berdasarkan Undang-Undang Nomor 22 Tahun 2001 tentang Minyak dan Gas Bumi, setiap pemegang saham pengelolaan sumber daya migas di Indonesia dimiliki sepenuhnya oleh Pemerintah atas nama Negara sebagai pemegang Kuasa Pertambangan. Sebagai salah satu perusahaan yang bergerak di bidang minyak dan gas bumi, PEPC telah memberikan kontribusinya terhadap negara setiap tahun melalui PT Pertamina (Persero) dalam bentuk dividen.

PEPC juga memberikan nilai ekonomi kepada Kabupaten Bojonegoro dari PPh 21/26. Kabupaten Bojonegoro memiliki hak atas Dana Bagi Hasil (DBH) sebagai daerah penghasil migas. Dana tersebut digunakan untuk pembangunan daerah, fasilitas umum, dan program kemasyarakatan.

Penerimaan negara yang diperoleh dari PEPC juga didapatkan dari skema bisnis Perusahaan yang dijalankan bersama dengan kontraktor di WKP blok Cepu. PEPC bekerja sama dengan skema production sharing contract (PSC) untuk menentukan participating interest. Berdasarkan PSC yang telah ditentukan, pemerintah mendapat bagian dari perusahaan participating interest dalam KKKS.

Bagian yang diperoleh oleh pemerintah antara lain:

• First Tranche Petroleum (FTP) share sebesar 20% atas split pemerintah dari produksi yang dihasilkan

• Share Pemerintah dari Equity to be Split

• Domestic Market Obligation (DMO) dari produksi

• PPh atas penghasilan yang diterima kontraktor

PEPC juga mendapatkan dukungan finansial dari Pemerintah dalam bentuk cost recovery. Cost recovery adalah biaya operasi yang dapat dikembalikan dari kegiatan eksplorasi dan eksploitasi minyak dan gas bumi. Hingga akhir tahun 2019, PEPC mendapatkan anggaran dari cost recovery sebesar USD101.034,01 ribu. Biaya operasi yang diberikan terdiri dari:

Economic Contribution to the Nation

The backbone of state revenue and the driving force of national economy are still dominated by the upstream oil and gas industry. Based on Law Number 22 Year 2001 regarding Oil and Gas, each shareholder Indonesia's oil and gas resources management is fully owned by the Government on behalf of the State as the holder of the Mining Authority. As one of the companies engaged in the oil and gas sector, PEPC has contributed to the country annually through PT Pertamina (Persero) in the form of dividends.

PEPC also gives economic value to Bojonegoro Regency from PPh 21/26. Bojonegoro Regency has the right to the Revenue Sharing Fund as an oil and gas producing region. The funds are used for regional development, public facilities, and community programs.

State revenue from PEPC is also obtained from the Company's business scheme which is run jointly with contractors in the Cepu block WKP. PEPC works closely with contractors based on a production sharing contract (PSC) scheme to determine the participating interest. Based on the PSC that has been determined, the government obtains a share from the participating interest companies in the KKKS.

The share obtained by the government includes:

• First Tranche Petroleum (FTP) reached 20% share of government split from the production produced

• Share the Government from Equity to be Split

• Domestic Market Obligation (DMO) from production

• Income Tax received by the contractor's revenue

PEPC also received financial support from the Government in the form of cost recovery. Cost recovery is an operating cost that can be returned from oil and gas exploration and exploitation activities. Until the end of 2019, PEPC received a budget of cost recovery of USD101,034.01 thousand. The operating cost provided consists of:





• Biaya non-kapital tahun berjalan

• Penyusutan biaya kapital tahun berjalan

• Biaya operasi tahun-tahun sebelumnya yang belum memperoleh penggantian (unrecovered costs)

Nilai Ekonomi bagi Pemangku Kepentingan

Sepanjang 2019, pendapatan perusahaan tercatat sebesar USD1.809 juta. Peningkatan produksi serta penjualan minyak secara langsung dapat meningkatkan pendapatan usaha serta kontribusi ekonomi bagi negara. Nilai ekonomi bagi pemangku kepentingan kami sajikan pada Lampiran 1.

Dalam memenuhi kebutuhan energi di Indonesia, PEPC memiliki daya saing yang tinggi sebagai produsen minyak terbesar di lingkungan PT Pertamina (Persero). Dengan terus memantau perubahan permukaan di bawah tanah dan menyesuaikan teknik pemboran yang efektif, kegiatan eksploitasi lapangan Banyu Urip mampu menunjukkan pertumbuhan yang berkelanjutan.

Economic Value for Stakeholders

Throughout 2019, the company's revenue was recorded at USD1,809 million. Increasing oil production and sales could directly increase business income and economic contribution to the state. The economic value for stakeholders are presented in Appendix 1.

To meet Indonesia's energy needs, PEPC as the largest oil producer in the environment of PT Pertamina (Persero), has high level of competitiveness. By continuing to monitor changes in the underground surface and adjusting effective drilling techniques, the exploitation activities of the Banyu Urip field are able to demonstrate sustainable growth.

• Non-capital costs for the current year

• Depreciation of the cost of capital in the current year

• Uncovered costs for operating costs from previous years

Rata-rata Produksi Minyak Lapangan Banyu Urip (BOPD)Banyu Urip Field Average Oil Production (BOPD)

Rata-rata Produksi Minyak Lapangan Kedung Keris (BOPD)Average Oil Production in Kedung Keris Field (BOPD)

PERTAMINA EP CEPU




20192019 20182018 20162016 20172017 20152015

Produksi | Production PEPC Share (45%) Produksi | PEPC Production Share (45%)

217.641 208.793 203.522 171.106 71.490 97.939 93.957 91.585 76.997 32.170

Produksi PEPC Share (45%) PEPC Production Share (45%)

2019 2019

5.506 2.478

Produksi Production

Di tahun 2019, produksi lapangan Banyu Urip mencapai 217.641,22 BOPD, meningkat 104,23% dibandingkan tahun sebelumnya. Selain mengandalkan strategi peningkatan produksi surface, subsurface, dan Continous Improvement Program (CIP), peningkatan produksi ini juga didukung oleh High Rate Test dengan mengoptimalisasi peralatan di Central Processing Facility.

Dengan sinergi yang kuat antara PEPC dengan EMCL, Perusahaan berhasil memenuhi 101,85% target produksi RKAP 2019 yang ditentukan Pertamina (Persero). Sinergi yang baik juga ditunjukkan oleh kontribusi lapangan Kedung Keris yang mulai beroperasi dengan produksi 5.506 BOPD. Kendati demikian, tekanan harga minyak di tahun 2019 mempengaruhi turunnya penjualan bersih.

In 2019, Banyu Urip field production reached 217,641.22 BOPD, increasing by 104.23% compared to the previous year. In addition to relying on strategies to increase surface production, subsurface, and Continuous Improvement Program (CIP), this production increase was also supported by the High Rate Test by optimizing eby optimizing the Central Processing Facility equipment.

With the strong synergy between PEPC and EMCL, the Company succeeded in meeting 101.85% the 2019 RKAP production target set by Pertamina (Persero). Good synergy was also shown through contributions made by Kedung Keris field which began operations with a production of 5,506 BOPD. Nevertheless, pressure on oil prices in 2019 influenced the decreasing net sales.

Pendapatan Bersih (Ribu USD) Net Income (Thousand USD)

Pergerakan Harga Minyak Indonesian Crude Oil Price (USD/BBLs) Volatility of Indonesian Crude Oil Price (USD / BBLs)





1.809.725 1.779.008

1.328.939

822.356477.894

2019 2018 20162017 2015

67,18 73,08

51,6839,59 45,92

2019 2018 20162017 2015

Strategi Peningkatan Produksi 2019

1. SUBSURFACE:

Melakukan Reservoir Management melalui kegiatan:

• Improved Oil Recovery (IOR) berupa kegiatan pressure maintenance dengan menginjeksikan air di aquifer dan menginjeksikan gas di gas cap guna memaksimalkan perolehan minyak Lapangan Banyu Urip.

• Reservoir Surveillance Program, dengan melakukan kegiatan Cased-Hole Logging Campaign yang bertujuan untuk mengevaluasi pergerakan fluida masuk dan keluar dari wellbore, mengukur laju alir fluida, menentukan sifat fluida pada kondisi downhole, dan memantau pergerakan kontak fluida. Hasil analisis kegiatan ini digunakan untuk optimalisasi produksi, memantau dan meningkatkan kinerja reservoir.

• Production Monitoring, dengan memonitor produksi lapangan, produksi sumuran, productivity index sumuran, gas-oil ratio, dan water cut.

2. SURFACE:

a. Mengidentifikasi bottlenecking peralatan di fasilitas produksi lapangan Banyu Urip berdasarkan penentuan limitasi kapasitas peralatan dan kemudian mengoptimalkannya sehingga kapasitas keseluruhan plant dapat ditingkatkan dengan cara:

• Peningkatan cooling capacity dengan injeksi deaerated water serta melakukan modifikasi Wash Water Control Valve untuk meningkatkan flowrate water sehingga menurunkan temperatur di bottom produk HP Separator.

• Penguatan inlet suction crude oil pada stripping tower dengan memasang horizontal support beam di Train A untuk mencapai kegiatan operasi yang aman.

• Penginjeksian Drag Reducer Agent (DRA) dengan titik injeksi sesudah crude oil shipping pump agar kapasitas alir crude oil pada export flowline dapat ditingkatkan.

b. Pemasangan Additional Cooler pada November 2018 bertujuan untuk dapat menghilangkan cyclic load temperature, yaitu perbedaan temperatur antara siang dan malam sehingga oil flowrate dapat dioptimalkan.

c. Menjaga Operational Lifting di FSO Gagak Rimang

Strategy for Enhancing Production in 2019

1. SUBSURFACE:

Conducting Reservoir Management through activities as follows:

• Improved Oil Recovery (IOR) in the form of pressure maintenance a pressure maintenance activity by injecting water in the aquifer and gas in the gas cap to maximize the oil acquisition in Banyu Urip Field.

• Reservoir Surveillance Program, by conducting a Cased-Hole Logging Campaign that aims to evaluate fluid movements in and out of the wellbore, measure fluid flow rates, determine fluid properties in downhole conditions, and monitor fluid contact flow rates. The analysis result from this activity is used to used to optimize production, monitor and improve reservoir performance.

• Production Monitoring by monitoring field production, well production, well index productivity, gas-oil ratio, and water cut.

2. SURFACE:

a. Identify bottlenecks in the equipment used in Banyu Urip field production facilities based on the equipment capacity limitation, which then is optimized to enhance the plant overall capacity through the means below:

• Increase cooling capacity with deaerated water injection and Wash Water Control Valve modification to increase flowrate water and reduce the temperature on the bottom of HP Separator products.

• Strengthen the suction crude oil inlet at the stripping tower by mounting a horizontal support beam at Train A to achieve safe operation.

• The Drag Reducer Agent (DRA) injection with the injection point after the crude oil shipping pump to increase the crude oil flow capacity at the export flowline.

b. Install Additional Cooler in November 2018 to eliminate cyclic load temperature, which is the temperature difference between day and night so that the oil flowrate can be optimized.

c. Maintain Operational Lifting at FSO Gagak Rimang

PERTAMINA EP CEPU




Optimalisasi Kinerja Lifting di Tengah Kegiatan Risk Based Inspection

Sejak tahun 2017, Floating Storage Offloading (FSO) Gagak Rimang telah melakukan penjadwalan untuk inspeksi keselamatan dan keamanan yang dilakukan melalui Risk Based Inspection (RBI). Inspeksi ini dilakukan secara bertahap dan akan selesai di tahun 2021. Kegiatan ini menjadi tantangan bagi Perusahaan dalam mencapai target nilai lifting minyak yang ditentukan diantara banyaknya kegiatan lifting di FSO. Oleh karena itu, departemen Komersial telah melakukan beberapa strategi peningkatan kinerja lifting FSO.

Berdasarkan ketentuan dari badan klarifikasi American Bureau of Shipping (ABS) dan Biro klarifikasi Indonesia (BKI), penjadwalan Risk Based Inspection (RBI) dan Floating Storage Offloading (FSO) Gagak Rimang dilakukan secara bertahap sejak tahun 2017. Direncanakan selesai pada tahun 2021.

Demi mencapai nilai lifting minyak yang sesuai dengan target, FSO melalui Departemen Komersial melakukan berbagai strategi peningkatan kinerja lifting. Hal ini dilakukan ditengah berbagai kegiatan lifting yang berlangsung di FSO. Selain itu, perusahaan juga memprioritaskan inspeksi dan keamanan. Oleh sebab itu, dibutuhkan persiapan untuk menunjang fasilitas serta waktu yang optimal.

Optimizing Lifting Performance in Risk-Based Inspection Activities

Since 2017, Gagak Rimang Floating Storage Offloading (FSO) has been scheduling safety and security inspections conducted through Risk Based Inspection (RBI). This inspection is carried out in stages and will be completed in 2021. This activity is a challenge for the Company in achieving the target of lifting oil values determined among the many lifting activities in the FSO. Therefore, the Commercial department has implemented several strategies to improve FSO lifting performance.

Based on the provisions of the American Bureau of Shipping (ABS) and the Indonesian Clarification Bureau (BKI) clarification, the scheduling of the Risk Based Inspection (RBI) and Floating Storage Offloading (FSO) Gagak Rimang has been done in stages since 2017. Planned to be completed in 2021.

In order to achieve oil lifting values that are in line with the target, FSO through the Commercial Department has implemented various lifting performance improvement strategies. This is undertaken in the various lifting activities that take place at FSO. In addition, the company also prioritizes inspection and security. Therefore, preparation and optimal time are required to support the facilities.

Perbandingan target dan kinerja produksi, portofolio, pembiayaan, pendapatan, dan laba rugi telah disajikan pada Laporan Tahunan 2019.

Comparison of targets and performance of production, portfolio, financing, income and profit and loss can be seen in the 2019 Annual Report.





Optimalisasi Kinerja Lifting

Optimasi Penominasian Lifting dari 45 Hari Menjadi 2 Bulan Kedepan

Koordinasi dengan PT Pertamina (Persero) untuk menjadwalkan ulang waktu penominasian lifting dari yang sebelumnya 45 hari sebelum pelaksanaan sesuai PJBM, menjadi hingga 2 bulan sebelum pelaksanaan. Waktu persiapan yang lebih banyak diharapkan dapat meningkatkan kinerja lifting dan memitigasi kendala yang mungkin terjadi.

Penggunaan Kapal Type Suez Max untuk Memaksimalkan Kargo Parcel Lifting

Penggunaan kapal type Suez max dengan kapasitas kargo yang lebih besar dibanding kapal type aframax sebelumnya. Dengan demikian kinerja lifting dapat ditingkatkan dan tidak terjadi stock carry over.

Optimasi Koordinasi Lifting Saat Tanki Compartement Harus Menjalankan RBI Tank Inspection

Koordinasi pada saat periode RBI Tank Inspection dilaksanakan di FSO Gagak Rimang, seperti melakukan back up kapal di setiap Acceptence Loading Date, meminimalkan Stock Inventory dan menurunkan Dead Stock Kapal, serta pengaturan schedule kapal di Blok Cepu. Koordinasi ini mendukung kinerja lifting yang sesuai target dari sebelumnya diperkirakan akan mengalami penurunan dan RBI Tank Inspection berjalan baik sesuai jadwal.

Optimizing Lifting Performance

Lifting nominations optimization from 45 days to the next 2 months

Coordinating with PT Pertamina (Persero) to reschedule lifting time from previously 45 days prior to implementation under PJBM, up to 2 months before implementation. More preparation time is expected to improve lifting performance and mitigate possible obstacles.

Use of the Suez Max Type Ship to Maximize Lifting Parcel Cargo

Using of Suez max type ship with a larger cargo capacity than the previous Aframax type ships. Thus the lifting performance can be increased and there is no stock carry over.

Lifting Coordination Optimization When Tank Compartments Are Utilized for RBI Tank Inspection

Coordination during the RBI Tank Inspection period is carried out at the Gagak Rimang FSO, such as setting back up ships at each Acceptence Loading Date, minimizing Stock Inventory and reducing Ship Dead Stock, as well as arranging ship schedules in Cepu Block. This coordination supports the lifting performance to meet the target that is previously expected to decline and the RBI Tank Inspection runs well on schedule.

PERTAMINA EP CEPU




Mengembangkan Potensi Ekonomi Baru

Di tahun 2019, pengembangan lapangan unitisasi gas Jambaran Tiung Biru (JTB) terus dilaksanakan dan telah memasuki tahap konstruksi. Sesuai dengan ketentuan PP No.35/2004, lapangan JTB merupakan unitisasi antara dua lapangan, yaitu lapangan Jambaran dan lapangan Tiung Biru. Pengembangan Lapangan gas JTB 100% dikelola oleh Pertamina (Persero), dengan participating interest 92% PEPC dan 8% PT Pertamina EP. Setiap tahunnya, PEPC wajib melaporkan kinerja pengembangan lapangan unitisasi JTB melalui laporan tahunan dan laporan keberlanjutan.

PEPC terus meningkatkan usaha dalam mengembangkan potensi ekonomi baru dengan melakukan pengembangan lapangan unitisasi gas Jambaran Tiung Biru (JTB). Sebagai produk berkelanjutan, PEPC juga berupaya mendukung adanya inovasi penemuan energi terbarukan yang hingga saat ini masih menjadi tantangan tersendiri. Inovasi yang kami lakukan saat ini masih dalam skala penemuan potensi ekonomi baru melalui inisiatif strategis dalam meningkatkan produksi dan efisiensi.

Developing New Economic Potentials

In 2019, the development of the Jambaran Tiung Biru (JTB) gas unitization field continued and has entered the construction stage. In accordance with PP No.35 / 2004, the JTB field is a unitization between two fields, namely the Jambaran field and the Tiung Biru field. The JTB gas field development is 100% managed by Pertamina (Persero), with PEPC holding 92% participating interest and PT Pertamina EP 8%. Each year, PEPC is required to report on JTB unitization field development performance through annual reports and sustainability reports.

PEPC continues to increase its efforts in developing new economic potential by developing the Jambaran Tiung Biru (JTB) gas unitization field. As a sustainable product, PEPC also strives to support innovation in the discovery of renewable energy, which is still a challenge in itself. The ongoing innovation are still on the scale of discovering new economic potential through strategic initiatives to increase production and efficiency.

Rencana Pengembangan Lapangan Gas JTB JTB Gas Field Development Plan

*Pengelolaan PEPC sesuai participating interest 92% | *PEPC management based on 92% participating interest





Uraian Exploration

Pengembangan Development

Produksi Production

Komersialitas Commerciality

Kegiatan Operasi | Operational Activities

12 TAHUN12 YEARSStudi dan survei pembuktian cadangan migas Study and verification of oil and gas reserves

9 TAHUN9 YEARSPembangunan fasilitas produksi dan aktivitas pemboran eksplorasiConstruction of production facilities and exploration drilling activities

TARGET 20-25 TAHUNTARGET 20-25 YEARSPemboran sumur minyak dan gas, kerja ulang, dan perawatan sumurOil and gas well drilling, rework and well maintenance

Sesuai PJBG: 100% ke PT Pertamina (Persero) dan kemudian di jual ke PT PLN In accordance with the PJBG: 100% to PT Pertamina (Persero) and then sold to PT PLN

Realisasi Kinerja | Performance Realization

Realisasi Penambahan Cadangan Terbukti (P1) 41,80 MMBOEAddition of Proven Reserves (P1) 41.80 MMBOE

Kapasitas Produksi: Gas: 330 MMSCFD. Kapasitas Penyaluran Pipa gas di 267 km jalur Semarang – Gresik: 500 MMSCFDProduction Capacity:Gas: 330 MMSCFD. Gas distribution capacity in 267 km Semarang - Gresik pipeline: 500 MMSCFD

Produksi Gas:321 MMSCFDGas Production:321 MMSCFD

Kapasitas Penjualan Gas: 192 MMSCFDGas Sales Capacity:192 MMSCFD

Selain lapangan JTB, PEPC juga mengevaluasi potensi enam lapangan lainnya. Keenam lapangan potensial tersebut akan dapat digunakan secara maksimal melalui pengelolaan ketersediaan energi dan pengembangan lapangan, sehingga kinerja dapat memenuhi target pada tahun 2020.

Rantai Pasokan Terpadu [102-9]

Dalam menjalankan usahanya, PEPC memberikan kesempatan kerjasama terhadap vendor yang berasal dari wilayah operasi Perusahaan. Berdasarkan Pedoman Tata Kerja (PTK) Pengelolaan Rantai Suplai KKKS SKK Migas No. PTK007Rev.04/SKKMA0000/2017 dan Peraturan Daerah Kab.Bojonegoro No.23 tahun 2011, PEPC harus mengutamakan partisipasi lokal baik dari kontraktor, tenaga kerja, sumber daya alam atau material. Pada tahun 2019 PEPC tidak memiliki perubahan terkait dengan rantai pasokan.

Integrated Supply Chain [102-9]

In performing its business, PEPC offers opportunities in cooperating with vendors from the Company's operational areas. Based on the Work Procedure Guidelines (PTK) Supply Chain Management SKK Migas KKK No. PTK007Rev.04 / SKKMA0000 / 2017 and Regional Regulation of Purwonegoro Regency No.23 of 2011, PEPC must prioritize local participation from contractors, labor, natural resources or materials. In 2019 PEPC has no changes regarding the supply chain.

In addition to the JTB field, PEPC also evaluates six other potential fields. The six potential fields will be up for use to its maximum through energy availability management and field developments in order to meet the targets by 2020.

Lingkup Konstruksi Pengembangan Lapangan Gas JTB Construction Scope in the JTB Gas Field Development

PERTAMINA EP CEPU




Pembebasan Lahan Land Acquisition

Pembangunan Gas Processing Facility (GPF) Construction of Gas Processing Facility (GPF)

Pemboran Drilling

• Tanah Pribadi: 100% SELESAI• Tanah Kas Desa: 4,9 HA• Tanah Perhutani: 144,56 HA• Tanah Kompensasi Perhutani:

290 HA

• Private Land: 100% Completed• Village Cash Land: 4.9 Ha• Land of Perhutani: 144.56 Ha• Perhutani Compensation Land:

290 Ha

• USD1,5 BILLION Belanja Modal

• 6.000 Tenaga kerja diserap

• 45% Pencapaian konstruksi

• USD1.5 Billion Capital Expenditures

• 6,000 Workers are employed

• 45% Construction achievement

• Drilling Material: 9 KONTRAK MATERIAL

• Dilling Services: 30 KONTRAK DALAM TAHAP PELAKSANAAN DAN 1 KONTRAK DALAM PROSES TENDER

• Drilling Material: 9 Material contracts

• Drilling Services: 30 contracts in the implementation phase and 1 contract in the tender process

Melalui Fungsi Supply Chain Management (SCM), proses pengadaan dilakukan secara efisien dengan menggunakan Centralized Integrated Vendor Database (CIVD). CIVD merupakan database KKKS tersentralisasi yang dibentuk berdasarkan PTK 007 Rev 04 Tahun 2017 tentang Pengadaan Barang & Jasa KKKS. Dengan adanya sistem database CIVD, proses penilaian kualifikasi dan informasi vendor menjadi lebih cepat dan kompeten. Sistem VICD juga membantu vendor untuk melakukan pendaftaran secara otomatis dan dapat mengakses informasi tender lebih cepat.

Selain menggunakan sistem CIVD, PEPC juga melakukan strategi lainnya untuk bekerjasama dengan pihak lokal dengan melakukan proses tender di lokasi operasi dan memberikan sosialisasi kepada vendor lokal melalui “Vendor Day” setiap tahun. Pada tahun 2019, JTB melakukan pengembangan dengan mengoptimalkan peran dari PT Rekayasa Industri (Rekind) - JGC Indonesia dalam menangani contract procurement engineering construction untuk Gas Processing Facilities (GPF) dan fasilitas logistik terkait. Tata letak dan konfigurasi GPF dirancang agar dapat mengurangi kendala logisitik, menerapkan konstruksi yang sederhana dengan memaksimalkan kandungan dalam Negeri (TKDN), dan mengoptimalkan penggunaan tenaga kerja domestik.

Hingga tahun 2019, total nilai pengadaan barang dan jasa Perusahaan mencapai Rp562,62 miliar dan USD20,25 juta dengan realisasi komitmen TKDN terhadap barang dan jasa sebesar 63,86%. Berdasarkan hasil yang didapatkan, pencapaian komitmen TKDN lebih tinggi dari target SKK Migas, sebesar 35,15% (cost basis) untuk barang dan minimal 68,39% untuk jasa.

Selain itu, Perusahaan berhasil melakukan penghematan dari anggaran yang diberikan sebesar Rp612,33 miliar dan cost reduction sebesar Rp49,71 miliar. Penghematan yang diperoleh dikarenakan oleh negosiasi proses tender, renegosiasi kontrak eksisting, dan alih kelola/Novasi kontrak Drilling JTB, renegosiasi term of payment dan optimasi lingkup kontrak dengan tidak mengurangi sasaran pekerjaan.

Through the Supply Chain Management (SCM) Function, the procurement process is carried out efficiently by using the Centralized Integrated Vendor Database (CIVD). CIVD is a centralized KKKS database that was formed based on PTK 007 Rev 04 of 2017 regarding Procurement of KKKS Goods & Services. With the CIVD database system, the process of assessing qualifications and vendor information is faster and more competent. The VICD system also helps vendors register automatically and can access tender information more quickly.

In addition to using the CIVD system, PEPC also carries out other strategies to collaborate with local parties by conducting a tender process at the location of operations and providing information to local vendors through "Vendor Day" every year. In 2019, JTB performed some developments by optimizing the role of PT Rekayasa Industri (Rekind) - JGC Indonesia in handling contract manufacturing engineering construction for Gas Processing Facilities (GPF) and related logistical facilities. GPF layout and configuration is designed to reduce logical constraints, implement simple construction by maximizing domestic content (TKDN), and optimizing the use of domestic workers.

Until 2019, the total value of procurement of goods and services of the Company reach Rp562.62 billion and USD20.25 million with the realization of TKDN commitments on goods and services at 63.86%. Based on the results, the achievement of TKDN commitment is higher than the SKK Migas target, by 35.15% (cost basis) for goods and a minimum of 68.39% for services.

In addition, the Company succeeded in making savings from the given budget of Rp612.33 billion and cost reduction of Rp49.71 billion. The obtained savings were due to negotiation of the tender process, renegotiation of existing contracts, transfer of management/Novation contract of JTB Drilling, renegotiation of terms of payment, and optimization of the scope of the contract without reducing the work targets.





Customer Relationship Management

PEPC terus meningkatkan mutu layanan dan mendukung bisnis yang berkelanjutan dengan menerapkan ISO 9001:2015 dan menyesuaikan mekanisme komunikasi pelanggan berdasarkan TKO Suara Pelanggan PT Pertamina (Persero). Perusahaan juga mengelola hubungan yang baik dengan pelanggan melalui kegiatan Customer Care Management dan Customer Satisfaction Management.

PEPC memastikan bahwa tidak ada dampak negatif atas praktik ketenagakerjaan dan Hak Asasi Manusia (HAM) terhadap pemasok melalui mekanisme pengadaan. Mekanisme pengadaan dibentuk berdasarkan prinsip-prinsip keadilan yang berwawasan lingkungan, memperhatikan ketentuan HSSE, serta memastikan kondisi kerja telah sesuai dengan peraturan yang berlaku.

Customer Relationship Management

PEPC continues to improve service quality and support sustainable business by implementing ISO 9001: 2015 and adjusting customer communication mechanisms based on TKO of Suara Pelanggan PT Pertamina (Persero). The company also manages good relationships with customers through Customer Care Management and Customer Satisfaction Management activities.

PEPC ensures that there are no negative impacts on labor practices and human rights on suppliers through procurement mechanisms. The procurement mechanism was established formed based on environmentally-based fairness principles, HSSE provisions, and working conditions that are in accordance with applicable regulations.

Jumlah Vendor Pengadaan Barang dan Jasa Vendors for Procurement of Goods and Services

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JumlahTotal

58

14

44

Perusahaan NasionalNational Company

Perusahaan Dalam NegeriDomestic Companies

CUSTOMER CARE MANAGEMENT

1. CUSTOMER COMPLAIN MANAGEMENT• Menerima dan mencatat keluhan pelanggan

terkait permasalahan operasional rutin, ketidaksesuaian kualitas minyak, hingga keterlambatan pengapalan (demurrage). Sebagian besar minyak yang diproduksi PEPC dijual kepada PT Pertamina (Persero) sebagai induk perusahaan. Meski demikian, kami tetap menempatkan relasi komersial yang bersifat khusus ini secara professional.

• Perusahaan berupaya menjaga kepuasan pelanggan dengan menerapkan mekanisme untuk melayani komplain dari PT Pertamina (Persero) terkait produk minyak yang diserahkan. Keluhan dapat disampaikan melalui ‘Suara Pelanggan PEPC’. Di tahun 2018, PEPC telah menerima dua klaim dan menindaklanjuti dua masukan atau keluhan tersebut melalui rapat koordinasi, seperti coordination meeting, shipper coordination, dan workshop optimalisasi lifting secara berkala.

CUSTOMER CARE MANAGEMENT

1. CUSTOMER COMPLAINT MANAGEMENT• Receiving and recording Customer complaints

regarding routine operational issues, oil quality discrepancies, and demurrage. Most of the oil produced by PEPC is sold to PT Pertamina (Persero) as the parent company. However, we continue to treat this special commercial relationship professionally.

• The company strives to maintain customer satisfaction by implementing a mechanism to manage complaints from PT Pertamina (Persero) regarding oil products delivery. Complaints can be filed via ‘Suara Pelanggan PEPC’. In 2018, PEPC received two claims and followed up on the two feedbacks or complaints through coordination meetings, such as the coordination meeting, shipper oordination, and periodic lifting optimization workshops.

CUSTOMER RELATIONSHIP MANAGEMENT

2. CUSTOMER AWARENESS• In accordance with the provisions contained in

the PJBM, PEPC in managing Banyu Urip field ensures PT Pertamina (Persero) and PT Tri Wahana Universal (TWU), as informed customers regarding rights and obligations, the rights & obligations, provisions on volume, crude oil quality, crude oil extraction mechanism and financial aspect.

• Based on the results of awareness survey, PEPC managed to record customer engagement at 85.7% and customer recommendations reached 75%.

2. CUSTOMER AWARENESS• Sesuai dengan ketentuan yang tertuang di dalam

PJBM, PEPC dalam mengelola lapangan Banyu Urip memastikan PT Pertamina (Persero) dan PT Tri Wahana Universal (TWU), sebagai pelanggan terinformasikan hak dan kewajiban, ketentuan volume, kualitas minyak mentah, mekanisme pengambilan minyak mentah serta aspek keuangan/finansial.

• Berdasarkan hasil survei awareness yang dilakukan, PEPC berhasil mencatat keterikatan pelanggan sebesar 85,7% dan rekomendasi pelanggan mencapai 75%.

Suara Pelanggan PEPCTelp : 021-52900900

Email: [email protected]





CUSTOMER SATISFACTION MANAGEMENT

1. CUSTOMER SERVICE MANAGEMENT• Memberikan dukungan kepada pelanggan melalui

rapat koordinasi dan site visit yang membahas perencanaan produk, optimalisasi peralatan, pengaturan produksi dan pasokan, perbaikan sistem kerja hingga program kerja, mengangkat permasalahan yang sedang dihadapi oleh masing- masing pelanggan dalam menjalankan kegiatan operasional serta menanggapi dan memberikan solusi.

2. CUSTOMER SATISFACTION MANAGEMENT• Melakukan relasi dalam menjaga keharmonisan

hubungan dengan pelanggan, termasuk melakukan pengukuran Customer Satisfaction Index (CSI). Aspek yang menjadi indikator penilaian CSI adalah kinerja HSE; volume; kualitas produk; jaminan ketersediaan produk; kehandalan penyaluran; dan layanan pelanggan yang baik. Kami berkomitmen memberikan layanan atas produk yang setara kepada konsumen untuk memenuhi kebutuhan pasar nasional, Indonesia.

CUSTOMER SATISFACTION MANAGEMENT

1. CUSTOMER SERVICE MANAGEMENT• Providing support to customers through

coordination meetings and site visits to discuss product planning, optimization of equipment, production and supply arrangements, improvement ranging from work systems to work programs, raising issues that are being faced by each customer in carrying out operations, as well as responding and providing solutions.

2. CUSTOMER SATISFACTION MANAGEMENT• Building relations in maintaining harmony with

customers, including measuring the Customer Satisfaction Index (CSI). Aspects that become indicator of CSI assessment are HSE performance; volume; product quality; guarantee of product availability; distribution reliability; and good customer service. We are committed to providing services for equal products to consumers to meet the needs of the national market, Indonesia.

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CUSTOMER SATISFACTION INDEX

4,17 4,14,07 4,0

2019 2018 2017 2016





Pengelolaan dan Pemantauan Lingkungan Environmental Management and Monitoring

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Dasar Pelaporan Kinerja Lingkungan [103-1, 103-2, 103-3]

Basis for Reporting on Environmental Performance

Kebijakan & Komitmen:• Kebijakan HSE PEPC, Kebijakan

Pertamina (Persero) dan SKK Migas

• Joint Operation Agreement dan Production Sharing Contract

• Pemenuhan ISRS8 dan ISO 14001:2004

• Pemenuhan AMDAL

• Memorandum of Understanding (MoU) penanaman 25.000 pohon Trembesi

Tujuan dan Target: Pemenuhan kepatuhan dan kebijakan PT Pertamina (Persero)

Tantangan:Kepatuhan dan kebijakan PT Pertamina (Persero)

Strategi dan Program:Sistem manajemen lingkungan dan environmental management plan (EMP)

Policies & Commitments:• PEPC HSE Policy, Pertamina

(Persero) Policy and SKK Migas

• Joint Operation Agreement and Production Sharing Contract

• Fulfillment of ISRS8 and ISO 14001: 2004

• AMDAL compliance

• Memorandum of Understanding (MoU) for planting 25,000 Tamarind trees

Objectives and Targets: Fulfillment of compliance and policies of PT Pertamina (Persero)

Challenge:Compliance and policy of PT Pertamina (Persero)

Strategies and Programs:Environmental management system and environmental management plan (EMP)

Struktur Pengelola HSSE

HSSE Management Structure

Pengelolaan Bahan Kimia

Pengolahan minyak, gas dan air injeksi sebagai bahan penunjangan kegiatan operasi di Lapangan Banyu Urip menggunakan beberapa jenis bahan kimia. Penggunaan bahan kimia tersebut terdiri dari PPD, DRA, demulsifier, H2S Scavenger, dan antifoam. Fungsi bahan kimia tersebut adalah untuk membantu proses pemisahan dan pengaliran crude oil dari lapangan Banyu Urip menuju FSO Gagak Rimang, untuk menjaga kualitas dari crude oil yang dikomersialisasikan sesuai dengan persyaratan yang ditetapkan dalam perjanjian jual beli minyak.

Chemical Management

The processing of oil, gas and injection water as supporting material for operations in the Banyu Urip Field uses several types of chemicals. The use of these chemicals consists of PPD, DRA, demulsifier, H2S Scavenger, and antifoam. These chemicals mean to to assist the process of separating and circulating crude oil from the Banyu Urip towards FSO Gagak Rimang field, to maintain the quality of commercialized crude oil in accordance with the requirements stipulated in the oil purchase agreement.

HSSE Manager

Assistant Manager Safety & Health Environmental

Specialist

Assistant Manager Security

Risk Integrity Management Specialist

HSE Coordinator EPC-GPF

HSE Administration EPC-GPF

HSE Administration EPC-GPF

Safety Officer

Health Officer

Environmental Advisor

HO Security Coordinator

Penata HO

Penata HO

Danru Security

Security Officer

Administrasi Administrasi

AreaSupervisor

Site SecurityOfficer

Site SecurityOfficer

Danru Security EPC-A

Danru Security EPC-B & Drilling

Security Officer

Security Officer

HSE Coordinator EPC-ECW

HSE Administration EPC-ECW

HSE Administration EPC-ECW

Health & Safety Perf. Coordinator

Safety Training Coordinator

ERP & MEDIVAC Specialist

Safety Officer

Health Officer

Environmental Advisor

Site Security Coordinator

Penata SIte

Penata SIte

Danru Security

Security Officer

Supervisor Analyst

Surveilence Officer

Surveilence Officer

Security Analyst

OHIH Specialist

Safety Specialist

Safety Specialist





Pemenuhan Kondisi Pengaliran Minyak Terhadap Nilai Ambang Batas (NAB) Oil Distribution Conditions Compliance with Threshold Limit Values (TLV)

Penggunaan bahan kimia seperti biocide, oxygen scavenger, flocculant, morpholine scale inhibitor, corrosion inhibitor, dapat memastikan air injeksi yang dikembalikan ke reservoir untuk memberikan efek pressure maintenance dan menjaga kualitas aquifer setempat. Proses berlanjut pada minyak mentah yang disalurkan dari lapangan banyu urip menuju ke FSO Gagak Rimang yang terjaga sesuai dengan nilai ambang operasi yang dipersyaratkan.

Pengendalian Energi

PEPC melakukan upaya penghematan pemakaian energi dengan memanfaatkan gas terproduksi sebagai bahan bakar gas (gas fuel) di Central Processing Facility (CPF) untuk mengurangi ketergantungan bahan bakar minyak. Pemanfaatan ini mampu memenuhi 6.798.661 mscfd dari kebutuhan energi PEPC dan dikelola melalui Sulfur Recovery Unit (SRU) dengan Batasan flaring. [302-4]

Pengendalian Emisi [POJK 6.E.4.B]

Pada tahun 2019, PEPC telah melakukan uji emisi yang menghasilkan data pemantauan terkait parameter total partikulat, sulfur dioksida (SO2), Nitrogen Oksida (NO2), dan Karbon Monoksida (CO). Pengukuran emisi dilakukan pada tujuh titik di Area Wellpad Lapangan JTB. Parameter uji emisi yang digunakan telah mendapatkan akreditasi sesuai ISO/IEC 17025:2017 dengan nomor sertifikat LP-739-IDN.

Saat ini, kapasitas emisi yang dihasilkan masih berada di bawah batas yang tertera di Peraturan Menteri Negara Lingkungan Hidup No.13 Tahun 2009 tentang Baku Mutu Emisi Sumber Tidak Bergerak bagi Usaha dan/atau Kegiatan Minyak dan Gas Bumi. Dengan demikian, PEPC

The use of chemicals such as biocide, oxygen scavenger, flocculant, morpholine scale inhibitors, corrosion inhibitors, can ensure injection water returned to the reservoir provides pressure maintenance effect and maintains the quality of local aquifers. Subsequently, the crude oil that is channeled from banyu urip field to the maintained FSO Gagak Rimang is aligns with the required operating threshold.

Energy Control

PEPC reduces energy use by utilizing produced gas as gas fuel at the Central Processing Facility (CPF) in lessening the dependency on fuel oil. dependence on fuel oil. This utilization is able to meet 6,798,661 mscfd of PEPC's energy needs and is managed through the Sulfur Recovery Unit (SRU) with flaring limits. [302-4]

Emission Control [POJK 6.E.4.B]

In 2019, PEPC conducted emission test which resulted in data monitoring regarding the parameters of total particulate matter, sulfur dioxide (SO2), nitrogen oxide (NO2), and Carbon Monoxide (CO). The emission measurements were carried out in seven points of the Wellpad Area of JTB Field. The emission test parameters have been accredited according to ISO/IEC 17025:2017 with certificate number LP-739-IDN.

PEPC has not carried out calculation or monitoring of emissions because until now, the resulting emission capacity is still below the limit stated in the Regulation of the Minister of Environment No.13/2009 concerning the Quality Standard of Immovable Sources Emissions

ParameterParameter

NABTLV

Rerata tahun 2019 Average in 2019

Export Pipeline Pressure (Psig) Max. 800 Psig 644,92 Psig

Export Pipeline Temperature (oC) Max. 80 oC 75,28 oC

Pour Point Temperature (oC) 21 – 24 oC 23,96 oC

H2S content (ppm) Max. 10 ppm 0,16 ppm

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belum melakukan perhitungan atau pemantauan atas emisi tersebut. Namun, walaupun belum melakukan pengukuran, PEPC tetap memantau pengendalian emisi melalui berbagai inovasi untuk meningkatkan efisiensi dan mempersiapkan dilakukannya audit energi di masa mendatang.

Sejalan dengan konsep produksi bersih, sejak tahun 2012, PEPC tidak lagi menggunakan freon yang mengandung chlorofluorocarbon (CFC) karena menipiskan lapisan ozon. Perusahaan telah mengganti penggunaan bahan refrigerant Freon R-12/R-22 pada mesin pendingin udara (air conditioning/ AC) dengan Freon Musicool Hydrocarbon Refrigerant yang lebih ramah lingkungan dan bebas CFC. Perusahaan juga memastikan bahwa kualitas udara telah memenuhi baku mutu yang ditetapkan oleh pemerintah. Upaya ini mendukung pengurangan dampak negatif gas rumah kaca yang dapat menyebabkan meningkatnya suhu, naiknya permukaan air laut, hujan asam, dan ketidakstabilan iklim.

Pelestarian Keanekaragaman Hayati [POJK 6.E.3]

PEPC beroperasi di Kawasan hutan produksi dan dekat pemukiman dengan luas WKP Blok Cepu 91,920 ha.

for Oil Business and/or Activities and Natural Gas. Even though it has not executed any measurement yet, PEPC is committed to controlling emissions through efficiency innovations and energy audits in the future.

In line with the ongoing clean production, since 2012. PEPC no longer uses freon containing chlorofluorocarbons (CFCs) which can deplete the ozone layer. The company has replaced the use of Freon R-12/R-22 refrigerant in air conditioning/air conditioning machines with Freon Musicool Hydrocarbon Refrigerant which is more environmentally friendly and CFC free. PEPC also ensures that the air released meets the quality standards stipulated by the government. This is to reduce the impact of the greenhouse gas effect on society. The effects of the greenhouse gases that can be felt directly by the public are increasing global temperatures, rising sea levels, acid rain and climate instability.

Biodiversity Conservation [POJK 6.E.3]

PEPC operates in the production forest area and near settlements with Cepu Block WKP area extends to 91.920 ha.





PEPC melakukan upaya konservasi habitat pada area yang menjadi lokasi kegiatan operasi sesuai Undang-Undang (UU) No. 5 Tahun 1990 tentang Konservasi Sumber Daya Alam Hayati dan Ekosistemnya. Konservasi tersebut meliputi penanaman pohon di lapangan Banyu Urip dan lapangan pengembangan Kedung Keris dan JTB. Penanaman pohon di lapangan JTB dilakukan sesuai kewajiban pemenuhan AMDAL sebanyak 25.000 pohon trembesi atau setara dengan nilai penyerapan emisi karbon. Estimasi penyerapan karbon dioksida setelah 15 tahun dapat mencapai 98,25 ton CO2eq setiap tahunnya.

PEPC conducts habitat conservation in areas that became operation locations according to Law No. 5 of 1990 regarding Conservation of Biological Natural Resources and their Ecosystems. The conservation included planting trees in the Banyu Urip field and Kedung Keris and JTB development fields. Planting trees in the JTB field is carried out in accordance with AMDAL compliance requirements of 25,000 tamarind trees or equivalent to the value of carbon emissions absorption. Estimated carbon dioxide absorption after 15 years can reach 98.25 tons of CO2eq annually.

Luas Area Operasional yang Dilindungi Protected Operational Land Area

Wilayah Operasional PerusahaanCompany Operational Area

Luas Lahan (Ha) Land Area (Ha)

Status KawasanArea Status

Wilayah yang Termasuk Area Dilindungi (Ha)

Areas in Protected Areas (Ha)

Lapangan Banyu UripBanyu Urip Field

±146 Hutan Produksi

Production ForestsN/A

Lapangan Kedung KerisKedung Keris Field

±3,24Hutan Produksi


Lapangan JTBJTB Field

±16Hutan Produksi


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Pengelolaan Air

PEPC melakukan kegiatan produksi memanfaatkan penggunaan air sesuai dengan kondisi dan jenis kegiatan yang berbeda di beberapa lokasi bisnis, baik di lapangan produksi Banyu Urip, Lapangan Pengembangan JTB, Lapangan Kedung Keris dan kegiatan penjualan minyak di FSO.

Air sungai Bengawan Solo dipakai untuk kegiatan produksi dan operasi Cepu Field Facility (CPF) yang ditampung di water basin Lapangan Banyu Urip. Pemanfaatan air ini digunakan untuk air injeksi sebagai pressure maintenance dengan izin pemakaian dan ketentuan atau batasan yang memastikan tidak mengganggu ketinggian air. Pemanfaatan lainnya adalah untuk kegiatan steam & process, dan domestik, hingga memenuhi kebutuhan darurat seperti refill fire water tank, sebagai hydrant untuk pemadaman api, serta memenuhi kebutuhan air saat puncak produksi.

Selama tahun 2019, PEPC belum melakukan pemantauan pengelolaan air drainase yang kembali ke badan air laut di FSO dan belum melakukan perhitungan pengelolaan air buangan untuk Kantor Pusat, Lapangan JTB & KK.

Water Management

In production activities, PEPC utilizes water in accordance with varied conditions and types of activities in several business locations, such as Banyu Urip production field, JTB Development Field, Kedung Keris Field, and oil sales activities in FSO.

The water in Bengawan Solo river is used for PEPC production activities to meet the needs of the Cepu Field Facility (CFF) operations which are accommodated in the Banyu Urip Field water basin. This water is used for is used for injection water as pressure maintenance with usage permits and conditions or restrictions that ensure it does not interfere with water levels. Other uses are aimed for steam & process activities, and domestic purposes to meet emergency needs, such as to meet emergency needs such as refill fire water tanks, as a hydrant for fire fighting, as well as meeting water needs at peak production times.

In 2019, PEPC has not conducted monitoring for drainage water management that returns seawater in FSO and has not calculated waste water management at the Head Office, JTB & KK fields.

Penanaman Pohon Trees Planted

LokasiLocation

AkumulasiSampai 2019Accumulation

Until 2019

Penanaman 2019Planting 2019

Kerjasama PengelolaanCooperation with Third Party

Proyek JTBJTB project 6.065 5.200

LSM Ademos dan IDFoS, Bojonegoro Institute





Pengelolaan Limbah [POJK 6.E.5.B]

Mekanisme pengelolaan limbah dilakukan sesuai dengan jenis limbah. Limbah yang dihasilkan oleh PEPC terbagi menjadi limbah berbahan berbahaya dan beracun (B3) dan limbah padat non B3. Pengelolaan limbah diserahkan kepada pihak ketiga yang memiliki izin dari Kementerian Lingkungan Hidup dan Kehutanan (KLHK).

Perhitungan limbah tidak mencakup jumlah penggunaan di lapangan pengembangan Kedung Keris. Sementara volume penyerahan sampah di Kantor Pusat kepada pihak ketiga yang diangkut truk sampah mencapai 196,36 m3.

*Data awal menggunakan Kg dan dikonversikan ke Ton menggunakan https://www.rapidtables.com/convert/weight/kg-to-ton.html ** Data limbah merupakan gabungan dari area CPF, IF, WPKK, dan FSO Gagak Rimang selama periode 2019 yang dibuang kelokasi pembuangan berizin

Waste Management [POJK 6.E.5.B]

The waste management mechanism is carried out according to the type of waste. Waste generated by PEPC is divided into hazardous and toxic (B3) and non-B3 solid waste. Waste management is handed over to third parties who have permission from the Ministry of Environment and Forestry (KLHK).

Calculation of waste does not cover total use in Kedung Keris development field. On the other hand, the volume of Head Office’s waste handed over to third parties carried by garbage trucks reaches 196.36 m3.

*Initial data using Kg and converted to Tons using https://www.rapidtables.com/convert/weight/kg-to-ton.html ** Waste data is a combination of the CPF, IF, WPKK, and FSO Gagak Rimang areas during 2019 period which is disposed of to a licensed disposal location

Jumlah Limbah (Ton) [306-2]

Volume of Waste (Tons)

Jenis Limbah Type of Waste

Lapangan Banyu Urip **Banyu Urip Field **


JumlahTotal

Jumlah Limbah Padat Non B3Total Non B3 Solid Waste

214,16 210,50* 426,66

Jumlah Limbah B3Total B3 Waste

247,37 6.110,21* 6.357,58

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Penanganan Tumpahan [POJK 6.E.5.C]

PEPC merupakan perusahaan yang bergerak dalam produksi minyak, sehingga memiliki risiko terjadinya tumpahan minyak (oil spill) yang berbahaya. Aturan zero spill merupakan kebijakan lingkungan yang menyediakan pelatihan prosedur dan peralatan yang memadai mengacu pada pemenuhan aturan dari SKK Migas PTK 005/2011 tentang Penanggulangan Tumpahan Minyak.

Dalam penanggulan tumpahan minyak PEPC memiliki Emergency Response Team dan Fungsi HSSE di wilayah perairan maupun daratan. PEPC bekerjasama dengan pihak ketiga yang bertugas sebagai oil spill responder. Sepanjang tahun pelaporan, tidak ada peristiwa tumpahan minyak yang melebihi 15 bbls. Hal tersebut dikarenakan perusahaan secara rutin mengidentifikasi risiko, melakukan penyidikan dan perbaikan bila terjadi insiden, dan meningkatkan prosedur keselamatan kerja.

Mekanisme Penanganan Pengaduan Terkait Lingkungan [POJK 6.E.6]

PEPC menyediakan saluran komunikasi dan mekanisme penanganan pengaduan. Pengaduan yang terjadi di lapangan, prosesnya akan diteruskan oleh Personal Secondee yang ditempatkan di lokasi operasional yang juga memiliki fungsi sebagai pemberi informasi ke Kantor Pusat Perusahaan. Melalui fungsi Public, Government Affairs & Relations, pengaduan tersebut akan ditindaklanjuti secara cepat untuk dapat diseleksaikan sesuai dengan prosedur yang berlaku.

Spill Handling [POJK 6.E.5.C]

PEPC is a company concentrating on oil , which comes with the risk of potential dangerous oil spill. The zero spill rule is an environmental policy that provides training procedures and adequate equipment referring to compliance with the rules of the SKK Migas PTK 005/2011 regarding Oil Spill Prevention.

In managing oil spills, PEPC has Emergency Response Team and HSSE Function, both onshore and offshore. PEPC cooperates with third parties who serve as oil spill responder. During the reporting year, there were no oil spill events that exceeded 15 bbls. 15 bbls, as the company routinely identifies risks, conducts and repairs when incidents occur, as well as improves work safety procedures.

Environment Grievance Mechanism [POJK 6.E.6]

PEPC provides a communication channel and complaint handling mechanism. The process of complaints occurring in the field will be forwarded by Personal Secondee, who is placed in the operational location and also functions as information sources to the Company's Head Office. Through the Public, Government Affairs & Relations function, these complaints will be followed up quickly to be resolved according to the applicable procedures.

Intensitas Limbah yang Dihasilkan (Kg/Bbls) Intensity of Waste Generated (Kg/Bbls)

ParameterParameter 2019 2018

Intensitas Limbah Padat Non B3Non B3 Solid Waste Intensity

0,005 0,005

Intensitas Limbah B3B3 Waste Intensity

0,080 0,003





EXTE

RNAL

STA

KEH

OLD

ERS

PEPC GPF CONSTRUCTION

PGA & RELATION

SUMBERInformasi Langsung Telepon/SMS/Email/

Surat Media

SOURCEDirect Information Phone/SMS/Email/

Letter Media

REGISTRASIPencatatan dan

Kategorisasi Keluhan

REGISTRATIONRegister and

Complaint Categorize(PGA & Sosec)

SUMBERInformasi Langsung Telepon/SMS/Email/

Surat Media

SOURCEDirect Information Phone/SMS/Email/

Letter Media

MEETINGKoordinasi dengan

semua fungsi terkait untuk penyelesaian

dan/atau respon

COORDINATIONMeeting with all

related functions for completion and/or

response

RESPONRencana tindak

lanjut & target waktu (PGA &Sosec)

RESPONSEFollow-up plan & time

target (PGA & Sosec)

Keluhan MasukIncoming Complaints

Keluhan MasukIncoming Complaints

KoordinasiCoordination

1 Minggu1 WeekPenyampaian respon awal (Max 1 minggu)

Submission of initial response (Max 1 week)

Penyampaian isu resolusi ( Max 1 bulan)Submission of resolution issues (Max 1 month)

SELESAIFinish

EPC GPFContractor

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Pengelolaan Pekerja Profesional yang Beretika dan Berintegritas Tinggi Management of Professional and Ethical Employees with High Integrity

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Dasar Pelaporan Kinerja Sosial Terkait Ketenagakerjaan & K3 [103-1, 103-2, 103-3] Basis for Social Performance Disclosure Related to Employment & HSE

Pemenuhan Kebijakan dan Komitmen:• Visi dan Misi Perusahaan

• RKAP dan KPI

• Kebijakan HSSE dan penerapan Operational Excellence

• Perjanjian Kerja Bersama

• Pedoman Good Corporate Governance

• Pedoman Kode Etik

• Mengacu pada ISRS versi 8

Tujuan dan Target: • Zero Accident

• Pemenuhan target Milestone Human Resource Plan 2019

Tantangan:Penerapan budaya kerja K3

Compliance to Policies and Commitments:• Company Vision and Mission

• WP&B and KPI

• HSSE policy and implementation of Operational Excellence

• Collective Labor Agreement (CLA)

• Good Corporate Governance Guidelines

• Code of Conduct Guidelines

• Reference to ISRS version 8 standard

Purpose and Target: • Zero Accident

• Meeting the 2018 Milestone Human Resource Plan Target 2019

Challenge:Implementation of HSE culture





Dalam perencanaan dan pengembangan sumber daya manusia, strategi pengelolaan dilakukan oleh Departemen Human Capital melalui Milestone Human Resources Plan. Sesuai Rencana Milestone HR 2014-2019, PEPC berhasil meningkatkan pengembangan rekrutmen dan evaluasi kerja, Human Resource Information System (HRIS) dan Restrukturasi Pengelolaan Sumber Daya Manusia (RPSDM). Transformasi perusahaan ke depan akan dilanjutkan dengan Rencana Milestone HR 2019-2023 yang berfokus pada pengembangan teknologi dan karir serta talent management.

Fungsi Human Capital (HC) di tahun 2019 telah melakukan peningkatan layanan dengan menerapkan aplikasi HCIS. Melalui aplikasi HCIS, fungsi HC dapat menyediakan beberapa modul pelayanan secara online seperti monitoring absensi, service desk HC, permohonan cuti, permintaan surat keterangan online, slip upah dan SPT Online, dan Update Personal Data.

Milestone Human Resources Plan

In planning and developing human resources, the management strategy is carried out by the Human Capital Department through the Milestone Human Resources Plan. In accordance with the 2014-2019 HR Milestone Plan, PEPC has succeeded in enhancing the development of recruitment and job evaluation, Human Resource Information System (HRIS) and Human Resources Management Restructuring (RPSDM). The company's transformation going forward will be continued with the 2019-2023 HR Milestone Plan which focuses on technology and career development and talent management.

In 2019, the Human Capital (HC) function has improved its services has improved services by implementing the HCIS application. Through the HCIS application, the HC function can provide several online service modules such as attendance monitoring, HC service desk, leave requests, online certificate requests, online payroll and SPT slips, and Personal Data Updates.

PERTAMINA EP CEPU




▶ Memetakan perjalanan transformasi

▶ Menetapkan inisiatif dan roadmap untuk Transformasi HR pada akhir 2018 termasuk fokus tahunannya ke depan.

HC Pertamina EP Cepu masih banyak melakukan kegiatan transaksional pada seluruh level

Pertamina EP Cepu HC still conducting transactional activities at all levels

Aktivitas transaksional HC akan didukung oleh teknologi yang membanti HC untuk lebih fokus kepada aktivitas strategis

HC transactional activities will be supported by technology that will help HC to more focus on strategic activities

▶ Mengembangkan dasar World Class Human Capital for Pertamina EP Cepu dengan mentranformasikan fungsi Human Capital menjadi World Class HC.

▶ Menetapkan inisiatif dan roadmap Transformasi HC

▶ Mewujudkan World Class Human Capital bagi Pertamina EP Cepu

▶ Mapping Transformation Journey

▶ Establishing initiatives and roadmap for HR Transformation at the end of 2018, including yearly focus ahead

▶ Developing foundations of World Cass Human Capital for Pertamina EP Cepu by transforming Human Capital function into World Class HC

▶ Implementing HC Transformation initiative and roadmap

▶ Realization of World Class Human Capital for Pertamina EP Cepu

Blueprinting Year 1 ― Focus Year 2 ― Focus Year 3 ― FocusMenggapai WORLD CLASS HUMAN CAPITAL

Achievement of WORLD CLASS HUMAN CAPITAL

TRANSFORMASI HC- PT PERTAMINA EP CEPUHC TRANSFORMATION - PT PERTAMINA EP CEPU

2018 2019 2020 2021 2022

PT PERTAMINA HR Transformation Journey

WHERE WE ARE NOW WHERE WE WANT TO BE

StrategyProgram Design & DeliveryTransaction & Administration





HC Activities 2018-2026

2018 20222019 20232020 20242021 2025 2026

Organization Development Implementation, Monitoring, and Evaluation Organization Effectiveness Refer to Project Schedule

Monitoring and Evaluating Job Description

Manpower Planning & Recruitment Based on Competency

HRIS, Culture, & Policy Optimizing HR Process

with HR TechnologyImplementation HR Technology

Implementation, Monitoring, and Evaluating HR Policy

Optimizing HRIS

Employee Comp. & Benefit

Compensation & Benefits Design (Remuneration Structure, Incentives / Bonus Scheme, Ad hoc Reward)

Employee Health Management Using TPA

Training & Talent Development

Training & Development Design based on Competency

Career & Talent Management

E-Learning Design E-Learning Implementation, Monitoring, and Evaluation

Operator & Technician Training Program (JTB)

Rekrutmen dan Tingkat Perputaran Pekerja [POJK 6.C.2.A]

PEPC melaksanakan rekrutmen pegawai dengan menjunjung tinggi keterbukaan dan kesetaraan kesempatan kerja. Proses rekrutmen dilakukan tanpa diskriminasi terhadap suku, agama, ras, antar golongan, dan jenis kelamin. Selain itu, rekrutmen juga dilakukan dengan memperhatikan latar belakang pendidikan, keahlian, serta kepribadian calon pelamar.

Hingga akhir tahun 2019, terdapat 61 pekerja baru yang terdiri dari 15 pekerja mutasi PT Pertamina dan anak perusahaan Pertamina, dan 44 pekerja dari rekrutmen PEPC. Penambahan pekerja baru ini menunjukkan PEPC mengalami kenaikan jumlah pekerja sebesar 16% dari tahun 2019. Kenaikan jumlah pekerja tersebut dikarenakan adanya kebutuhan organisasi untuk mengisi posisi yang vacant.

Pembuatan SK Mutasi dan atau Surat Mutasi Jabatan merupakan bentuk pemberitahuan kepada pekerja dalam rangka proses promosi dan mutasi. Rentang waktu yang dibutuhkan sekurang-kurangnya 30 hari sebelum pemberitahuan. Diperkuat dengan UU Ketenagakerjaan No.13/2003, Perusahaan tidak mempekerjakan pekerja anak, dengan menetapkan usia minimum bagi pekerja yaitu 18 tahun.

Recruitment and Employee Turnover [POJK 6.C.2.A]

PEPC conducts employee recruitment by upholding openness and equal employment opportunities. The recruitment process is carried out without discrimination against ethnicity, religion, race, between groups, and gender. In addition, it is also carried out by taking into account educational background, by taking into account the educational background, expertise, and personality of prospective applicants.

As of the end of 2019, there were 61 new workers consisting of 15 PT Pertamina mutation workers and Pertamina's subsidiary companies, and 44 workers from the PEPC recruitment. The addition of new workers shows that PEPC has increased the number of workers by 16% from 2019. The increase in the number of workers is due to the organization's need to fill vacant positions.

The issuance of a Letter of Transfer and/or Transfer of Position Letter is a form of notification to employee for the process of promotion and transfer. The minimum period of 30 days is required before the announcement. Strengthen by the Law on Manpower No. 13/2003, the Company shall not employ child labor by setting a minimum age for employees of 18 years.

Penerimaan Pekerja Baru New Employee Hiring

TahunYear

Total PekerjaTotal Employees

Pekerja BaruNew Employee

Persentase Percentage

(%)

2019 282 61 22

2018 244 27 11

2017 260 63 24

PERTAMINA EP CEPU




Perputaran Pekerja Employee Turnover

TahunYear

Total PekerjaTotal Employees

Pekerja Meninggalkan Perusahaan

Employee Leaving theCompany

Persentase Percentage

(%)

2019 282 23 13

2018 244 43 18

2017 260 23 9





Sistem Remunerasi yang Kompetitif dan Adil [POJK 6.C.2.B]

Untuk menjamin kesetaraan remunerasi, Perusahaan telah menetapkan sistem grading atau Pertamina Reference Level. Remunerasi diberikan kepada pekerja berdasarkan jenjang jabatan, kinerja, masa kerja, serta hasil penilaian kerja individu tanpa membedakan pekerja pria dan wanita.

PEPC memberikan upah bagi pekerja berdasarkan ketentuan Permen Tenaga Kerja dan Transmigrasi Republik Indonesia No.7/2013. Pada tahun 2019, upah terendah yang diberikan bagi jabatan terendah sebesar Rp11.29 juta atau 607% lebih tinggi dari UMR Bojonegoro yaitu Rp1,85. [405-2]

Competitive and Fair Remuneration System [POJK 6.C.2.B]

To ensure remuneration equality, the Company has established a grading system or Pertamina Reference Level. Remuneration is given to employees based on their level of position, performance, working period, and results of individual performance assessments regardless of male and female employees.

PEPC provides wages for employees based on the provisions of Republic of Indonesia Manpower and Transmigration Minister Regulation No.7/2013. In 2019, the lowest wage for the lowest position was Rp11,290 million or 607% higher than the Bojonegoro minimum wage at Rp1.85 million. [405-2]

Upah Terendah terhadap Upah Minimum 2019 (Juta Rupiah) Lowest Wages Vs Minimum Wages 2019 (Million Rupiah)

PERTAMINA EP CEPU




Jabatan terendah PWTTLowest position of PWTT

Gender

Pria Male

WanitaFemale

Operator/admin/setaraOperator/admin/equivalent 11,29 11,29

Lingkungan Kerja yang Layak dan Aman

Kompensasi dan bantuan yang diberikan Perusahaan kepada para pekerja dibedakan berdasarkan status kepegawaian. Fasilitas yang diberikan hampir sebagian besar sama antara PWTT dan PWT. Perjanjian Kerja Bersama (PKB) memuat aturan pembedaan dan daftar fasilitas yang diterima oleh pegawai. [401-2]

Fasilitas kerja dan jenis pekerjaan yang diberikan oleh PEPC tidak dibedakan antara wanita dan pria yang dapat mengindikasikan terjadinya praktik diskriminasi. Berdasarkan UU No. 13 Tahun 2003 pasal 76 dan ketentuan dalam PKB, perusahaan berhak memberikan kemudahan bagi para pekerja wanita dengan mempertimbangkan kodrat mereka. Oleh karena itu, PEPC telah menyediakan fasilitas Nursing Room dan memberikan kompensasi kepada pekerja wanita seperti hak cuti melahirkan (maternity leave) selama tiga bulan dan jaminan bekerja kembali pascacuti (100% retention rate). PEPC juga mempertimbangkan pekerja pria dengan memberikan cuti izin kelahiran anak (paternity leave) selama tiga hari. Selama tahun 2019, terdapat satu pekerja wanita yang mengambil cuti melahirkan. [401-3]

Sebagai bentuk apresiasi kepada pekerja yang telah mendedikasikan kerja kerasnya untuk pertumbuhan usaha Perusahaan, PEPC melakukan pengelolaan kesejahteraan pekerja dengan memberikan beberapa manfaat pensiun kepada pekerja tetap yang telah memasuki usia 56 tahun. PEPC menerapkan Program Pensiun Manfaat Pasti (PPMP) dan Program Pensiun Iuran Pasti (PPIP) yang dikelola oleh Dana Pensiun Lembaga Keuangan (DPLK). Pengelolaan pensiun ini telah diatur di dalam TKO No: B-002/ CP3110/2013-S0 perihal Pendayagunaan MPPK Sampai Usia 56 Tahun. Ketentuannya adalah sebagai berikut:

• Program Pensiun Manfaat Pasti (PPMP) kepada DPLK, dengan skema pembayaran iuran yaitu 6% dari Base Salary PEPC menjadi beban Perusahaan dan 2% dari Base Salary PEPC menjadi beban pekerja.

Decent and Safe Work Environment

Compensation and assistance provided by the Company to employees are differentiated based on employment status. The facilities provided are almost the same between full time and contract employees. The Collective Labor Agreement (CLA) contains rules on differentiation and a list of facilities received by employees. [401-2]

Work facilities and types of work provided by PEPC are not differentiated between women and men which can indicate the practice of discrimination. Based on Law No. 13 of 2003 Article 76 and the provisions in the Collective Labor Agreement, the company has the right to provide facilities for female workers by considering their nature. Therefore, PEPC has provided Nursing Room facilities and compensation for female employees such as maternity leave for 3 months and guarantee of return to work (100% retention rate). PEPC also considers male employees by granting paternity leave for three days. During 2019, there was one female worker who took maternity leave. [401-3]

As a form of appreciation for employees who have dedicated their hard work to the growth of the Company's business, PEPC manages the employees’ welfare by providing several pension benefits to full time employees who have turned 56 years old. PEPC implements the Defined Benefit Pension Program (PPMP) and the Defined Contribution Pension Program (PPIP) managed by the Financial Institution Pension Fund (DPLK). This pension management has been regulated in TKO No: B-002 / CP3110 / 2013-S0 MPPK Utilization Until the Age of 56 Years. The conditions are as follows:

• Defined Benefit Pension Plan (PPMP) to DPLK, with a scheme to pay contribution 6% of PEPC Base Salary is borne by the Company and 2% of PEPC Base





• Program Pensiun Iuran Pasti (PPIP) kepada DPLK untuk Pekerja Perbantuan mengikuti ketentuan yang ada di PT Pertamina (Persero). [201-3]

Selain itu, PEPC juga memiliki program pelatihan yang dikhususkan bagi para pekerja yang akan memasuki masa pensiun. Pelatihan ini bertujuan sebagai penjamin kesejahteraan pekerja agar dapat melakukan kegiatan produktif lainnya. Selama tahun 2019, terdapat 12 pekerja yang mengikuti pelatihan dan pembekalan masa purna bakti dari Pertamina Global Executive Development. [404-2]

• The Definitive Contribution Pension Program (PPIP) to DPLK for Management of Professional and Ethical Employees with High Integrity follows the provisions of PT Pertamina (Persero). [201-3]

In addition, PEPC also has a training program specifically for workers who will enter retirement period. This training aims to guarantee workers' welfare so they can carry out other productive activities. During 2019, there were 12 employees who took part in training program and briefing from the Pertamina Global Executive Development. [404-2]

Pelatihan dan Pengembangan Pekerja [POJK 6.C.2.D]

Penyelenggaraan program pengembangan kompetensi berupa seminar, pelatihan, dan sertifikasi diadakan dalam rangka mendukung pertumbuhan SDM yang berkualitas. Di tahun 2019, PEPC memfokuskan pelatihan dan pengembangan pekerja berdasarkan kebutuhan perusahaan dalam mendukung proyek Lapangan Gas JTB dan kegiatan operasional Blok Cepu. Biaya pelatihan yang dialokasikan oleh PEPC sebesar UDS588.596,55 dan telah disesuaikan dengan standar kompetensi dan TKO B.10-20/CP3110/2019-S9 tentang Pelatihan & Sertifikasi Pekerja.

Program pengembangan Sumber Daya Manusia PEPC diberikan secara menyeluruh untuk semua pegawai pada setiap jenjang jabatan dengan tujuan memampukan setiap individu memiliki jenis dan jam pelatihan yang khusus, serta penilaian kinerja yang dapat dihitung.

Sepanjang tahun 2019, sebanyak 156 program pelatihan telah dilaksanakan, dan diikuti oleh 1.166 peserta. Total jam pelatihan yang telah diselenggarakan mencapai 26.120 jam, sehingga dapat memenuhi pencapaian pengembangan kompetensi (Learning Index) sebesar 108% dari target.

Training and Education for Employees [POJK 6.C.2.D]

The implementation of competency development programs in the form of seminars, training and certification is held in order to support the growth of qualified human resources. In 2019, PEPC focused on training and developing employees based on the company's needs in supporting JTB Gas Field project and Cepu Block operational activities. The training funds allocated by PEPC is USD 588,596.55 and has been adjusted to the competency standard and TKO B.10-20 / CP3110 / 2019-S9 regarding Employee Training & Certification.

PEPC Human Resources development program is given in a comprehensive manner to all employees at every level of the position with the aim of preparing each individual with specific type and hours of training, as well as measurable performance evaluation.

Throughout 2019, 156 training programs have been carried out, and attended by 1,166 participants. The total training hours that have been held reached 26,120 hours, so as to meet the achievement (Learning Index) of 108% of the target.

PERTAMINA EP CEPU




Tingkat Learning Index Learning Index

Rerata Jam Pelatihan oleh Peserta Berdasarkan Gender [404-1] Average Training Hours by Participants Based on Gender

Jumlah Pelatihan Pekerja Berdasarkan Tingkat Jabatan dan Gender [404-1] Number of Employee Training Based on Level of Position and Gender

Target Realisasi | Realization

241 peserta | participant100 jam | hours

1.166 peserta | participant108 jam | hours

Tingkat Learning Index Learning Index

Learning & Development Days

Jenis PelatihanTypes of Training

Peserta PelatihanTraining Participants Jam Pelatihan

Training HoursRerata

AveragePria Male

Wanita Female

SertifikasiCertification 39 16 2.350 42,73

Public Training Dalam NegeriDomestic Public Training 841 258 23.215 21,12

Public Training Luar NegeriOverseas Public Training 7 5 555 46,25

JumlahTotal 1.166 26.120 22,40

Tingkat JabatanLevel of Position

Peserta PelatihanNumber of Training

Pria Male

Wanita Female

DireksiDirectors 5 0

Manager/setara ke atasManager/equivalent and above 59 6

Staff 78 57

JumlahTotal 205





Kinerja Knowledge Management PEPC 2019 PEPC Knowledge Management Performance 2019

Sharing Knowledge

Dalam meningkatkan kompetensi pekerja PEPC melaksanakan mekanisme sharing knowledge atau transfer pengetahuan yang menciptakan aset pengetahuan dan memberikan nilai tambah bagi Perusahaan. Materi sharing knowledge terdiri dari pengetahuan yang memenuhi kriteria; kisah sukses, pembelajaran, pemecahan masalah dan trouble shooting. Tahun 2019 telah dilaksanakan sharing knowledge sebanyak 19 kali forum sharing knowledge dan 2 kali forum sharing knowledge webinar yang diikuti oleh seluruh pekerja PEPC.

Sharing Knowledge

In increasing employee competency, PEPC implement a sharing knowledge mechanism or knowledge transfer that create knowledge assets and provide added value to the Company. The knowledge sharing material consists of insights that meets the criteria, success stories, learning, problem solving, and troubleshooting. In 2019, there where 19 knowledge sharing forums and 2 knowledge sharing webinars attended by all PEPC employees.

Program Target RealisasiRealization %

Forum KOMET/WebinarKOMET Forum/Webinar 9 21 233

Diskusi CoP/Ask the ExpertCoP Discussion/Ask the Expert 5 5 100

Utilisasi Aset PengetahuanKnowledge Asset Utilization 7 8 114

PERTAMINA EP CEPU




Penilaian Kinerja, Survei Kepuasan dan Engagement Pekerja

Sepanjang tahun 2019, PEPC telah melakukan penilaian kerja terhadap 240 pekerja, baik Pekerja Waktu Tertentu (PWT) maupun Pekerja Waktu Tidak Tertentu (PWTT). PEPC menggunakan petunjuk teknis penilaian pekerja yang diterapkan di lingkungan Pertamina. Di tahun 2019 juga terdapat beberapa pekerja yang mendapatkan promosi jabatan menjadi pekerja PWTT dan promosi pengembangan karir.

Selain melakukan penilaian pekerja, PEPC juga telah melaksanakan dua penilaian lain bagi pekerja nya yaitu Survei Tingkat pemahaman Visi, Misi & Tata Nilai PEPC dan Internal Customer Survey. Penilain tersebut dilaksanakan untuk menilai pendekatan dan pengetahuan pekerja atas visi, misi dan tata nilai perusahaan serta program-programnya. Hasil dari kedua survei tersebut akan digunakan untuk melakukan evaluasi atas program pengembangan dan pelayanan fungsi Human Capital kedepannya.

Performance Assessment, Employee Satisfaction and Engagement Survey

Throughout 2019, PEPC has conducted work assessments to 240 workers, both non permanent employee (PWT) and permanent employees (PWTT). PEPC uses the technical instructions for assessing employees that are applied within Pertamina. In 2019 there are also some employees who get promotion to become PWTT employees and promote career development.

Aside from employee assessment, PEPC has also carried out two other assessments for its employees, namely the PEPC Vision, Mission & Values Level Survey and the Internal Customer Survey. The assessment was carried out to assess employees' approach and knowledge of the company's vision, mission and values and its programs. The results of the two surveys will be used to evaluate the development program and service of Human Capital functions in the future.

Pengembangan Karir Pekerja Waktu Tidak Tertentu Career Development of Permanent Employees

Survei Opini Pekerja (Skala 5) [102-43] Employee Opinion Survey (Scale 5)

Hasil Penilaian KinerjaPerformance Assesment Result

Pekerja | Employee JumlahTotalPria | Male Wanita | Female

Promosi PWT ke PWTTPromotion of PWT to PWTT 35 22 57

Promosi Jabatan & PRLJob Promotion & PRL 13 2 15

DemosiDemotion 0 0 0

4,34

3,46Internal Customer Satisfaction Survey

Employee Opinion Survey





Perwakilan Serikat Pekerja Labor Union Representative

Kebebasan Beroganisasi

Sebagai bagian dari pekerja PEPC, para pekerja memiliki hak untuk berserikat demi mempererat kebersamaan yang dilandasi pada ketaatan terhadap peraturan perundang-undangan, serta profesionalisme kerja. Hingga saat ini, serikat pekerja yang ada di dalam lingkungan perusahaan adalah Serikat Pekerja PT Pertamina EP Cepu (SP PEPC) dengan jumlah anggota sebanyak 136 dari total keseluruhan pekerja.

PEPC turut mendukung kebebasan berserikat secara tegas bagi para karyawannya seperti tercantum pada pasal-pasal dalam PKB. Perusahaan juga aktif mendukung aktivitas organisasi serikat kerja, seperti penyediaan dana untuk kegiatan maupun pengembangan SP PEPC. [102-41]

Freedom of Association

As a part of employees in PEPC, the employees have the right to associate in order to strengthen togetherness based on compliance with the laws and regulations, as well as professionalism. As of today, the existing labor union within the company is the Labor Union of PT Pertamina EP Cepu (SP PEPC) with a total membership of 136 of the total workers.

PEPC also supports the freedom of association for employees as stated in the articles of CLA. The Company also actively supports the activities labor union, such as providing funds for activities and development of SP PEPC. [102-41]

UraianDescription 2019

Serikat Pekerja Perempuan | Female Labor Union 29

Serikat Pekerja Laki-Laki | Male Labor Union 117

Jumlah anggota serikat pekerja | Number of labor union members 136

Jumlah pekerja | Number of employees 282

Persentase perwakilan pekerja dalam serikat pekerja | Percentage of employee representation in labor union 52%

PERTAMINA EP CEPU




Pengelolaan Keselamatan Kerja dalam HSSE [POJK 6.C.2.C] [403-1][403-2]

Demi mendukung pelaksanaan tugas dan tanggung jawab aspek HSSE, PEPC menerapkan Sistem Manajemen HSSE dan CMS HSSE sebagai acuan bersama bagi kontraktor di lapangan pengelolaan PEPC sebagai operator, yaitu Lapangan Unitisasi Gas JTB. Sistem Manajemen yang dimiliki PEPC telah memenuhi standar internasional ISRS8 level 3 dan berlandaskan pencapaian operational excellence dan HSSE excellence.

PEPC telah melakukan audit dan memetakan beberapa jenis pekerjaan ke dalam kategori berisiko tinggi melalui penerapan sistem manajemen HSSE. Hal tersebut dilakukan sebagai upaya perusahaan dalam mengendalikan dan meminimalisir bahaya pekerjaan berisiko tinggi akibat unsafe act (perilaku kerja tidak aman) dan unsafe condition (kondisi kerja tidak aman).

Occupational Safety Management in HSSE [POJK 6.C.2.C] [403-1][403-2]

In order to support the implementation of HSSE duties and responsibilities, PEPC implemented HSSE Management System and CMS HSSE as common reference with contractors in a managed field by PEPC as operator, JTB Gas Unitization Field. The Managemen System owned by PEPC has comply with international standard ISRS8 level 3 and is based on achievement of operational excellence and HSSE excellence.

PEPC has conducted audits and mapped several types of work in high-risk categories through the implementation of the HSSE management system. This is done by the company to control and minimize the danger of high-risk work due to unsafe act and unsafe condition.





Observation & Intenvention (PEKA) 2019

Perwakilan Manajemen dalam Komite HSSE [403-1] Management Representatives in HSSE Committee

Sebagai langkah awal pengelolaan implementasi program kerja HSSE, dibentuk Panitia Pembina Keselamatan dan Kesehatan Kerja (P2K3). Tercatat sebanyak 30 orang jumlah pekerja tergabung dalam P2K3, atau sebanyak 16,57% dari jumlah total pekerja waktu tidak tertentu.

Saat ini, beban tugas PEPC berpotensi risiko HSSE dikarenakan perannya sebagai Operator pengelolaan lapangan JTB. Sehingga, implementasi HSSE ditingkatkan dan dijadikan sebagai budaya dan perilaku yang mutlak untuk dilaksanakan. Di tahun 2019, PEPC menekankan 7 spesifik program yang diperuntukan untuk meningkatkan kinerja HSSE yang terintegrasi dan mendukung “Spirit to Zero, Zero Accident”.

Selain upaya-upaya diatas, PEPC juga melakukan upaya lain seperti Health Risk Assesment (HRA) di seluruh area operasi, melakukan pengukuran Indoor Air Quality (IAQ) di Jakarta dan Lapangan, melakukan survei ergonomic perkantoran, dan melakukan HSSE Training untuk Apprentice Operator dan Teknisi JTB di PEM AKAMIGAS

As an initial step in managing the implementation of the HSSE work program, an Occupational Safety and Health Committee (P2K3) was formed. There are 30 employees who have joined P2K3, or 16.57% of the total full-time employees.

At present, PEPC's task load has the potential for HSSE related risk due to the role as operator in managing JTB field. Thus, HSSE implementation was improved and implemented as an absolute culture and behavior. In 2019, PEPC emphasized 7 specific programs intended to improve integrated HSSE performance and support "Spirit to Zero, Zero Accident".

Moreover, PEPC also undertook other efforts, such as Health Risk Assessment (HRA) in all operating areas, measuring Indoor Air Quality (IAQ) in Jakarta and the Field, conducting office ergonomic surveys, and conducting HSSE Training for Apprentice Operators and Technicians JTB at PEM AKAMIGAS CEPU. The company has also

Unsafe Condition

15.021 Kondisi kerja 15,021 Working conditions

25.539 Perilaku kerja 25,539 Acts

Unsafe Act

UraianDescription 2019

Jumlah anggota Kantor Pusat | Number of members of Head Office 33

Jumlah anggota Lapangan JTB | Number of JTB Field members 25

Jumlah Anggota P2K3 | Number of P2K3 Members 58

Jumlah pekerja PWTT | Number of full-time employees 347

Persentase perwakilan manajemen terhadap jumlah pekerja Percentage of management representatives to total employees 17%

Keterangan | Notes: Anggota P2K3 berasal dari Kantor Pusat, Kantor JTB di Jakarta, GPF, dan Drilling.P2K3 members are from Head Office, JTB Office in Jakarta, GPF and Drilling.

PERTAMINA EP CEPU




Kinerja Keamanan Security Performance

CEPU. Perusahaan juga telah menerapkan 12 Life Saving Rules Pertamina untuk keselamatan dan kesehatan kerja pegawai selama aktivitas operasional. [403-5]

Tercatat hingga akhir 2019, perusahaan berhasil mempertahankan penurunan angka kasus kecelakaan kerja. Untuk mencegah terjadinya insiden fatalitas, Perusahaan menerapkan rekomendasi perbaikan yang diberikan oleh SKK Migas. Dari penerapan rekomendasi tersebut, perusahaan berhasil mempertahankan kecenderungan positif penurunan angka kasus kecelakaan kerja.

PEPC berhasil mengelola keamanan kerja sebagai bagian “security” dari HSSE, demi menunjang keselamatan kerja, dengan Project Management Security Plan dan Project Site Secruity Plan. Upaya perlindungan tersebut meliputi fasilitas, dan segala aspek termasuk aset, sumber daya, dan informasi terhadap akses-akses yang tidak sah dan tidak memiliki wewenang untuk menggunakannya. Keamanan terus diupayakan sebagai bentuk perlindungan terhadap pekerja di tempat kerja.

implemented 12 Pertamina Life Saving Rules for employee safety and health during operational activities. [403-5]

Until the end of 2019, the company succeeded to maintain a decrease in the number of work accident cases. To prevent fatality incidents, the Company implements recommendation for improvements provided by SKK Migas. From the implementation of these recommendations, the company managed to maintain a positive tendency to decrease the number of workplace accident cases.

PEPC successfully managed workplace security as a part of “security” in HSSE, to support work safety, with the Project Management Security Plan and Project Site Secruity Plan. Those security efforts is including facilities, equipment and all aspects which consist of assets, resources, and information on unauthorized accesses and do not have the authority to use them. Security continues to be sought as a form of protection for workers in the workplace.

Kinerja KeamananSecurity Performance 2019 2018

Reportable

Criminal (Pembakaran, Penyerangan, Pembunuhan, Pengucilan, Perampokan, Pencurian, dan Penggagalan)Criminal (arson, assault, murder, exclusion, robbery, theft and burglary)

0 0

Social Conflict (Ancaman, Unjuk Rasa, Premanisme, Blokade, Trespassing, dan Kasus Baru)Social Conflict (Threats, Demonstrations, Thuggery, Blockade, Trespassing, and New Cases) 0 0

Trans-national crime (Ancaman bom, Sabotase, Perusakan)Transnational Crime (Bomb Threats, Sabotage, Destruction) 0 0

Recordable

Criminal (Pembakaran, Penyerangan, Pembunuhan, Pengucilan, Perampokan, Pencurian, dan Penggagalan)Criminal (Arson, Assault, Murder, Exclusion, Robbery, Theft and Burglary)

3 8

Social Conflict (Ancaman, Unjuk Rasa, Premanisme, Blokade, Trespassing, dan Kasus Baru)Social Conflict (Threats, Demonstrations, Thuggery, Blockade, Trespassing, and New Cases) 3 8

Trans-national Crime (Ancaman Bom, Sabotase, Perusakan)Transnational Crime (Bomb Threats, Sabotage, Destruction) 2 0

Keterangan | Notes:a. Reportable: Jumlah kerugian yang dialami >Rp50 Juta rupiah | Reportable: Amount of losses suffered> Rp50 million rupiahb. Recordable: Jumlah kerugian yang dialami <Rp 50 Juta rupiah | Recordable: Amount of losses suffered <Rp50 million rupiah





Sebagai upaya untuk menjaga keamanan aset perusahaan, PEPC menyadari pentingnya mewujudkan lingkungan kerja yang harmonis mengingat banyaknya dinamika yang berlangsung di masyarakat. Jika dinamika yang terjadi tidak dapat diatasi akibat minimnya pemahaman dan partisipasi lokal, dapat timbul konflik.

Untuk mengurangi terjadinya konflik, PEPC mendorong pemenuhan partisipasi lokal, bekerja sama dengan Disnarker dan vendor melalui TKO mengenai Komunikasi dan Partisipasi sesuai Peraturan Daerah Kabupaten Bojonegoro No.23 tahun 2011. Melalui dukungan partisipasi lokal, proses produksi berjalan tanpa konflik sepanjang tahun 2019.

Pengelolaan Kesehatan Kerja dalam HSSE [403-3]

Aspek penting lain dalam pengelolaan K3 adalah kesehatan kerja. Secara berkala perusahaan melakukan pemeriksaan lingkungan kerja, baik untuk mencegah maupun meminimalkan penyakit akibat kerja ataupun lingkungan kerja. Sepanjang tahun 2019, kegiatan pemeriksaan lingkungan kerja dilaksanakan di seluruh kegiatan bisnis meliputi pemeriksaan tingkat kebisingan, tingkat getaran, debu, penerangan, dan pemantauan kualitas air. Perusahaan juga rutin melakukan medical check-up setiap tahunnya bagi para pekerja.

PEPC memetakan adanya potensi penyakit akibat gaya hidup dan lingkungan, berawal dari berat badan, merokok, makanan sehat, hingga akhirnya berpotensi pada penyakit jantung dan stroke. Dasar program mengacu pada hasil pemetaan tersebut dengan penekanan pada upaya preventif dan promotif bagi pekerja dan masyarakat sekitar.

In effort to secure the company's assets, PEPC realizes the importance of creating a harmonious work environment given the many dynamics that take place in the community. If the dynamics that occur cannot be overcome due to the lack of local understanding and participation by local people, conflicts can arise.

To reduce the occurrence of conflict, PEPC encourages the fulfillment of local participation, in collaboration with Manpower Agency and vendors through TKO on Communication and Participation in accordance with the Regional Regulations of Bojonegoro Regency No.23 in 2011. Through the support of local participation, the production process runs without conflict throughout 2019.

Occupational Health Management in HSSE [403-3]

Another important aspect in the OHS management is occupational health. The company periodically checks the work environment, both to prevent and minimize illnesses due to work or work environment. Throughout 2019, work environment inspection activities were carried out in all business activities including noise levels, vibration, dust, lighting and water quality monitoring. The company also routinely conducts medical check-ups every year for employees.

PEPC mapped the potential diseases caused by lifestyle and the environment, starting from body weight, smoking, healthy food, and ultimately the potential for heart disease and stroke. The basis of the program refers to the results of the mapping above with an emphasis on preventive and promotive for employees and surrounding communities.

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Pengembangan dan Pemberdayaan Masyarakat Community Development and Empowerment

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Dasar Pelaporan Sosial Terkait Kemasyarakatan [103-1, 103-2, 103-3]

Basis For Social Performance Disclosure Related To Community

Pemenuhan Kebijakan & Komitmen:• Visi dan Misi CSR

• Visi

Menumbuhkembangkan kehidupan yang lebih baik bersama PEPC.

• Misi

• Melaksanakan komitmen perusahaan untuk menjadi entitas bisnis yang memiliki reputasi tinggi yang dikelola secara profesional, fokus dan memiliki keunggulan kompetitif dengan menggunakan teknologi modern kelas dunia yang dihasilkan dari kemitraan dengan World Class Company sehingga memberikan nilai tambah lebih kepada para stakeholder terutama pemegang saham, pelanggan, pekerja, dan masyarakat luas.

• Melaksanakan tanggung jawab perusahaan dan kepedulian sosial untuk sebuah pembangunan masyarakat yang berkelanjutan.

Compliance to Policies & Commitments:• CSR Vision and Mission

• Vision

To foster a better life with PEPC.

• Mission

• To implement corporate commitments for becoming a business entity with high reputation that is managed professionally, focused, and has competitive advantages by applying world-class modern technology, a product from partnering with World Class Company, so that it provides more added values to the stakeholders, mainly shareholders, customers, employees, and the greater people.

• To implement corporate responsibility and social awareness for a sustainable community development.

PEPC memiliki komitmen dalam menjalankan program pemberdayaan masyarakat yang diselaraskan dengan upaya pelestarian lingkungan hidup. Untuk menjaga reputasi perusahaan dan lingkungan kerja yang harmonis, kami terus membangun hubungan baik antara PEPC dengan masyarakat sekitar wilayah kerja.

PEPC is committed to carrying out community empowerment programs that are aligned with environmental conservation. To maintain the company's reputation and harmonious work environment, we continue to build good relations between PEPC and the communities around operational area.





Target: • Kemandirian masyarakat yang

berkelanjutan

• Peningkatan citra perusahaan

Target: • Sustainable community

independence

• Improved company reputation

• Tujuan

• Eksternal, membantu Pemerintah memperbaiki Indeks Pembangunan Manusia (IPM) melalui pelaksanaan program-program yang membantu pencapaian target MDGs/SDGs.

• Internal, membangun hubungan yang harmonis dan kondusif dengan semua pemangku kepentingan untuk mendukung pencapaian tujuan korporasi, yang pada akhirnya akan meningkatkan reputasi korporasi.

• Mengadopsi Prinsip ISO 26000

• Objectives

• Externally, assisting the Government to improve the Human Development Index (HDI) by implementing programs that help the achievements of MDGs/SDGs target.

• Internally, establishing a harmonious and conducive relationship with all stakeholders to support the achievement of corporate objectives, which will ultimately increase the corporation’s reputation.

• Adopt the principle of ISO 26000

Kontribusi PEPC dalam Pencapaian Tujuan Pembangunan Berkelanjutan (TPB)

Seiring dengan perkembangan kegiatan usaha, PEPC turut memastikan bahwa perusahaan dapat memberikan manfaat dan dampak positif kepada kesejahteraan sosial, ekonomi dan lingkungan. Dengan demikian, PEPC memiliki komitmen SDG yang sudah diselaraskan dengan peran PEPC di dalam masyarakat.

PEPC’s Contributions in Achieving Sustainable Development Goals

Along with the development of business activities, PEPC also ensures that the company can provide positive benefits and impacts on social, economic and environmental welfare. Thus, PEPC has SDG commitments that have been aligned with the role of PEPC in the community.

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Struktur Pengelola CSRCSR Management Structure

Manager JTB Site Office & PGA

Ast. Man. Field Relation

Officer Media & Communication

Ast. Man. JTB Field /Site Office

Sr. Supervisor Operation

Supervisor Site Office

Ast. Man PGA

Officer Community Relation & CSR

Officer Media & Communication

Officer Government Relation

Peran PEPC dalam Komitmen Mendukung Tujuan Pembangunan BerkelanjutanPEPC Role in the Commitment to Support Sustainable Development Goals

Peran PEPC dalam Komitmen Mendukung Tujuan Pembangunan Berkelanjutan PEPC Role in the Commitment to Support Sustainable Development Goals

Tujuan SDGSDG Goals

Kontribusi dalam Peningkatan Infrastruktur dan Pemberdayaan Ekonomi Masyarakat

• Penambahan dan pemasangan jaringan kabel listrik PLN di Desa Bandungrejo• Perbaikan jembatan Desa Katur Kecamatan Gayam dan pengaspalan

jalan berlubang di Poros Umum Kecamatan Kalitidu – Gayam• Peningkatan jalan Desa Bandungrejo• Peningkatan akses masuk Kantor Kecamatan Ngasem• Program Peningkatan Mata Pencaharian Masyarakat Berbasis

Pada Pertanian, Peternakan, dan Perikanan• Program Pengembangan Badan Usaha Milik Desa (BUMDes) di Desa Bandungrejo dan Ngasem• Program Pengembangan Badan Usaha Milik Desa (BUMDes) di

Desa Dolokgede – Replikasi Budidaya Ayam PetelurContributions in Infrastructure Enhancement and Community Economic Empowerment

• Addition and installation of PLN electricity cable network in Bandungrejo Village• Bridges repair in Katur Village, Gayam Subdistrict and asphalt paving potholes in on

the Public Axis Road of Kalitidu District - Gayam of Kalitidu District - Gayam• Better street paving in Bandungrejo Village• Improved access to the Ngasem District Office• Community Livelihood Improvement Program based on Agriculture, Animal Husbandry and Fisheries• Village-Owned Enterprise (BUMDes) Development Program in Bandungrejo and Ngasem Villages• Village-Owned Enterprise Development (BUMDes) Program in

Dolokgede Village or Replication of poultry farm

Kontribusi dalam Peningkatan Kualitas Pendidikan• Program Bantuan Laboratorium Komputer di

Pusat Kegiatan Belajar Masyarakat (PKBM) Ngasem• Program Pelatihan & Sertifikasi Ketrampilan Industri Migas • Program Pelatihan Kewirausahaan (Tata Boga & Tata Busana)• Program Pengembangan Mekanik Motor• Budidaya Tanaman Hidroponik di SLB Kalitidu

Contributions in Quality Improvement of Education• Computer Laboratory Assistance Program at Ngasem Community Learning Center (CLA)• Oil and Gas Industry Training & Skills Certification Program• Entrepreneurship Training Program (Catering & Clothing)• Motor Mechanic Development Program• Hydroponic Cultivation in Kalitidu SLB

Kontribusi dalam Peningkatan Kualitas Sarana Prasarana Kesehatan• Program Peningkatan Kualitas Kesehatan Masyarakat melalui Akses Sanitasi di Desa Kaliombo

Contributions in Improving the Quality of Health Infrastructure• Program for Community Health Quality Improvement Program

through Sanitation Access in Kaliombo Village

Kontribusi dalam Peningkatan Kualitas Lingkungan Hidup

• Pelaksanaan Penanaman Pohon Trembesi dan Tanaman Penguat Tanggul• Manajemen Pengelolaan Limbah, Penanganan Tumpahan

Minyak (oil spill), dan Pengelolaan Bahan Kimia

Contributions in Improving the Quality of the Environment• Planting of Tamarind Trees and Embankment Strengthening Plants• Waste Management Management, Oil Spill Handling, and Chemical Management





PEPC memiliki program Pengembangan dan Pemberdayaan Masyarakat (PPM) yang sesuai dengan strategi dan tujuan Perusahaan. Melalui PPM diharapkan Perusahaan dan masyarakat, mitra kerja, dan pemerintah daerah dapat menciptakan lingkungan kerja yang harmonis untuk masa depan perusahaan yang lebih baik.

Pengembangan dan Pemberdayaan Masyarakat (PPM)

Sesuai dengan kebijakan TJSL yang dimiliki, PEPC melaksanakan program kemasyarakatan berdasarkan 4 pilar CSR. Pelaporan kinerja 4 pilar tersebut telah dikoordinasikan untuk memenuhi rencana 8 bidang Pengembangan dan Pemberdayaan Masyarakat (PPM) yang dicanangkan oleh Pemerintah di tahun 2018.

PEPC has Community Development and Empowerment (PPM) program that is in line with the Company's strategies and objectives. Through PPM, it is expected that the Company and the community, business partners and regional governments can create a harmonious work environment for a better company in the future.

Community Development and Empowerment (PPM)

In accordance with its TJSL policy, PEPC implements community programs based on 4 CSR pillars. The performance report on of the 4 pillars has been coordinated to fulfill the 8 plan of 8 areas of Community Development and Empowerment (PPM) announced by the Government in 2018.

Penerapan 4 Pilar CSR dan 8 Bidang PPM Application of 4 CSR Pillars and 8 PPM Areas

Pilar CSR CSR Pillars

Bidang PPM PPM Areas

Pendidikan Education

PendidikanEducation

Kesehatan Health

KesehatanHealth

Infrastruktur dan Pemberdayaan Ekonomi MasyarakatInfrastructure and Community Economic Empowerment

Tingkat Pendapatan Riil dan Kesempatan KerjaLevel of Real Income and Job Opportunity

LingkunganEnvironmental

Kemandirian Ekonomi (UMKM)Economic Independence (MSMEs)

Sosial dan BudayaSocial and Culture

Partisipasi Masyarakat Mengelola LingkunganCommunity Participation in Environmental Management

Penguatan Kelembagaan Institutional Reinforcement

Infrastruktur Penunjang PPM PPM Supporting Infrastructure

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Pengembangan program PPM dilakukan secara community base development agar dapat mengetahui kebutuan riil masyarakat yang ditunjang dengan persiapan pembentukan Organisasi Masyarakat Setempat (OMS). Di tahun 2019, PEPC melakukan survei lapangan untuk program PPM di 9 desa dan 4 kecamatan.

The PPM program development orients towards community-based development to recognize real needs of the community, which is supported by the preparation of the formation of Local Community Organizations (CSOs). In 2019, PEPC conducted a field survey for PPM program in 9 villages and 4 districts.

Penerapan 8 Bidang PPM Application of 8 PPM Areas

Bidang PPM PPM Area

Kegiatan Activities

Pendidikan Education

• Pelatihan Tata Boga dan Tata Busana (Kewirausahaan)• Program Apprentice Pelatihan Calon Operator JTB• Training on Catering and Clothing (Entrepreneurship)• JTB Operator Candidate Training Apprentice Program

Kesehatan Health

• Program Peningkatan Kualitas Kesehatan Masyarakat Melalui Akses Sanitasi• Program SEHATI: Peningkatan Posyandu• Community Health Quality Improvement Program Through Access to Sanitation• SEHATI Program: Improved Posyandu


Bantuan Alat Kerja bagi Peserta Pelatihan Tata Boga dan Tata BusanaWork Tool Assistance for Catering and Dressmaking Training Participants

Kemandirian Ekonomi (UMKM)Economic Independence (MSMEs)

Program Pengembangan BUMDes Budidaya Ayam Petelur di Desa Dolokgede, Bandungrejo, dan KacanganBUMDes Development Program for Laying Chicken Cultivation in Dolokgede, Bandungrejo, and Kacangan Villages

Sosial dan Budaya Social and Culture

• Bantuan air bersih untuk penanganan bencana kekeringan• Bantuan Hidroponik untuk Sekolah Luar Biasa Kalitidu• Dukungan Grebeg Budaya Bojonegoro• Clean water assistance for handling drought disasters• Hydroponic Assistance for Kalitidu Special School• Support Grebeg Bojonegoro Culture

Partisipasi Masyarakat Mengelola LingkunganCommunity Partifcipation inEnvironmental Management

• Program Penataan Lingkungan Sehat (Green School)• Program Agroforestry Berbasis Kawasan Hutan Bersama Masyarakat• Program Penanaman Pohon Trembesi• Healthy Environmental Management Program (Green School)• Agroforestry Program Based on Community Forest Areas• Tamarind Tree Planting Program

Penguatan KelembagaanInstitutional Reinforcement

• Program Berdaya & Berdesa Bersama BUMDes• Program Pengembangan Badan Usaha Milik Desa (BUMDes) di Desa Bandungrejo dan Ngasem• Empowerment & Village Program with BUMDes• Village-Owned Enterprise (BUMDes) Development Program in Bandungrejo and Ngasem Villages

Infrastruktur Penunjang PPM PPM Supporting Infrastructure

• Program Pengembangan Wisata Agroforestry (Pembuatan Fasilitas Penyulingan daun minyak kayu putih)

• Pembangunan 4 kandang ayam petelur di Desa Bandungrejo, Dolokgede, Kacangan• Agroforestry Tourism Development Program (Making Eucalyptus Oil Leaf Refining Facilities)• Construction of 4 laying hens' cages in Bandungrejo Village, Dolokgede, Kacangan





Penerapan Kebijakan CSR PT Pertamina (Persero) PT Pertamina (Persero) - PEPC's CSR Policy Implementation

Di tahun 2019, terdapat sinkronasi program dengan rencana pembangunan Pemerintah Kabupaten Bojonegoro, sehingga terdapat beberapa program yang dilaksanakan di luar daerah terdampak.

In 2019, there was a program synchronization with the Bojonegoro Regency Government development plan, resulting in several programs were implemented outside the affected area.

Desa Village

Kecamatan District

Kacangan Tambakrejo

Karangdowo Sumberrejo

Sugihwaras Kepohbaru

Ngadiluhur Balen

Kepohkidul Kedungadem

Jari Gondang

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• Saling Memberikan Manfaat Mutually Beneficial

• Sustainable Development

• Tanggung Jawab Dampak Operasional Responsibility on Operational impacts

• Green Economy

Sosialisasi & Publikasi Efektif

Effective Socialization and Publication Melaksanakan Tanggung Jawab Sosial

& Kepedulian Sosial Implementing Social Responsibility & Social Awareness

Value Added for Stakeholders

Value Added Shareholder & Community

Hubungan Harmonis & Kondusif

Harmonious & Conductive Relation

Peningkatan Kualitas Pendidikan

Education Quality Improvement

Pemberdayaan Kesehatan

Health Empowerment

Peningkatan Kualitas Lingkungan Hidup

Environment Quality Improvement

Harmonisasi : Profil Planet People

Harmonization: Profit-Planet-People

Sustainable Development

Peningkatan Infrastruktur & Pemberdayaan

Infrastructure Improvement & Community Development

CSR yang Sistematis & Terpadu dengan Menggunakan Metode Partisipatif

Systematic & Integrated CSR with Participatory Method

Program yang Sistematis & Terpadu dengan: Systematic & Integrated CSR with:

• Metode Partisipasi | Participatory Method• Harmonisasi Antara Profit-Planet-People Profit-Planet-People Harmony• Sustainable Development• Value Added Stakeholders & Community

MDI Index Improvement

Implementation Programe for MDG’s

Corporate Reputations

Corporate Growth

Melaksanakan Komitmen Korporat atas Tanggung Jawab Sosial & Lingkungan

Implementing Corporate Commitment Under Social & Environmental Responsibility

Menumbuhkembangkan Kehidupan yang Lebih Baik Bersama PT Pertamina EP Cepu (PEPC)

Fostering a Better Life with PT Pertamina EP Cepu (PEPC)

Menjadi entitas bisnis yang memiliki reputasi tinggi yang dikelola secara professional focus dan memiliki keunggulan kompetitif dengan menggunakan teknologi modern kelas dunia yang dihasilkan dari kemitraan dengan World Class Company

Becoming a highly-reputable business entity which is professionally managed, focused with competitive advantages using world-class modern technology resulting from partnership with World-Class Companies

MENUJU KEHIDUPAN YANG LEBIH BAIK

TOWARDS A BETTER LIFE

PPM Unggulan Tahun 2019PPM Highlights in 2019

Kesetaraan Kesempatan Kerja bagi Masyarakat Lokal [203-2] PEPC memberikan kesetaraan kesempatan kerja bagi masyarakat, termasuk masyarakat lokal sekitar wilayah operasi. Selama 2019, terdapat 1.608 pekerja lokal yang berasal dari Kabupaten Bojonegoro dan 730 orang berasal dari luar Kabupaten Bojonegoro. Sebanyak 33,92% pekerja lokal dari Kabupaten Bojonegoro berasal dari desa-desa dekat Lapangan Gas JTB.

Kesempatan kerja yang diberikan oleh Perusahaan mendapatkan respon yang baik dari masyarakat yang ditunjukkan melalui hasil survei tahun 2019 mencapai 64,62%. Selain itu, PEPC juga turut memberikan sejumlah pelatihan dan pendidikan bagi masyarakat, khususnya kalangan muda di wilayah Kabupaten Bojonegoro.

Equal Employment Opportunities for Local Communities [203-2] PEPC provides equal employment opportunities for the community, including local communities around the operational area. During 2019, there were 1,608 local employees from Bojonegoro Regency and 730 employees from outside Bojonegoro Regency. As many as 33.92% of local employees from Bojonegoro Regency come from villages near JTB Gas Field.

Employment opportunities provided by the Company received good response from the community as indicated through the results of the 2019 survey reaching 64.62%. In addition, PEPC also provided a number of training and education programs for the community, especially young people in the Bojonegoro Regency.

Program Bantuan Pendidikan PEPC memberikan program Beasiswa Pendidikan Diploma. Melalui program tersebut, Perusahaan mengharapkan siswa yang telah lulus dengan gelar Diploma dapat menjadi operator yang handal dan kompeten untuk proyek Lapangan Gas JTB. Di tahun 2019, terdapat 108 siswa yang telah mengikuti program beasiswa ini.

Selain memberikan bantuan beasiswa, PEPC bekerja sama dengan Dinas Perindustrian dan Tenaga Kerja Bojonegoro telah memberikan pendidikan dan pelatihan tentang keterampilan industri migas bagi masyarakat lokal. Pelatihan yang diberikan meliputi keterampilan scaffolder, operator crane mobile, pipe fitter, dan ahli K3. Para peserta pelatihan akan mendapatkan sertifikat yang dapat digunakan untuk melamar pekerjaan. Terdapat 250 peserta yang telah mengikuti program pelatihan ini di tahun 2019.

Education Assistance Program PEPC provides Diploma Education Scholarship programs. Through this program, the Company expects students who have graduated with a Diploma can become reliable and competent operators for the JTB Gas Field project. In 2019, there were 108 students who had participated in this scholarship program.

In addition to providing scholarship assistance, PEPC collaborates with the Bojonegoro Department of Industry and Labor to provide education and training on oil and gas industry skills for local communities. The training provided includes scaffolder skills, mobile crane operators, pipe fitters, and OHS experts. The trainees will get a certificate that can be used to apply for job. There are 250 participants who took part in this training program in 2019.





Mengembangkan Potensi Ekonomi Desa dengan BUMDes [203-2] Sejak tahun 2018, PEPC telah mengembangkan Badan Usaha Milik Desa (BUMDes) budidaya ayam petelur dengan memanfatkan lahan peternakan seluas 2.450m2. Dalam menjalankan program ini, PEPC bekerjasama dengan Pemerintah Desa Bandungrejo Kecamatan Ngasem. Selama tahun 2019, BUMDes Makmur Rejo Desa Bandungrejo telah membangun 2 unit kandang ayam dengan kapasitas 4.500 ayam petelur, serta produksi telur harian dapat mencapai 160kg/hari. Keberhasilan dari program ini membuat banyak masyarakat turut membudidayakan ayam petelur dan PEPC mereplikasi program ini di beberapa desa.

Di tahun 2019, PEPC mereplikasi program budidaya ayam petelur ke Desa Dolokgede dan Desa Kacangan. BUMDes Bumi Makmur Desa Dolokgede telah berhasil membudidayakan 1.500 ekor ayam petelur dengan produksi harian mencapai 1.400 butir atau 70 kg per hari. BUMDes Cakra Mandiri Desa Kacangan juga telah berhasil membudidayakan 1.500 ekor ayam petelur dengan produksi harian 1.800 butir atau 90 kg per hari.

PEPC juga bekerja sama dengan LSM Ademos dalam melakukan program penggemukan sapi potong di Desa Pelem. PEPC membantu masyarakat melalui pendampingan dan pembuatan kadang sapi komunal serat bantuan 10 ekor sapi untuk dipelihara.

Developing Village Economic Potential with BUMDes [203-2] Since 2018, PEPC has been developing Village-Owned Enterprises (BUMDes) for poultry hens by utilizing 2,450m2 farmland. In carrying out this program, PEPC collaborates with the Government of Bandungrejo Village, Ngasem District. During 2019, BUMDes Makmur Rejo Bandungrejo Village has built 2 units of chicken coops with a capacity of 4,500 poultry hens, and daily egg production can reach 160kg per day. The success of this program led many people to participate in poultry hens and PEPC replicated this program in several villages.

In 2019, PEPC replicated the poultry hens culture program to Dolokgede Village and Kacangan Village. BUMDes Bumi Makmur, Dolokgede Village has managed 1,500 poultry hens with a daily production of 1,400 eggs or 70 kg per day. BUMDes Cakra Mandiri Kacangan Village has also succeeded in managing 1,500 poultry hens with a daily production of 1,800 eggs or 90 kg per day.

PEPC also cooperates with NGO Ademos in conducting beef cattle fattening programs in Pelem Village. PEPC helps the community through mentoring and making communal cow pens and give 10 cows to raise.

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Mendukung Pengembangan UMKM di Bojonegoro Dalam mendukung program pengembangan UMKM Pemerintah Kabupaten Bojonegoro, PEPC telah mengadakan program pelatihan Kewirausahaan. PEPC menjalankan program pelatihan kewirausahaan bekerjasama dengan Unit Pelaksana Teknis (UPT) Pelatihan Kerja dan Dinas Perindustrian dan Tenaga Kerja (Disperinaker) Bojonegoro.

Selama tahun 2019, terdapat 40 peserta yang telah terlatih keterampilannya di bidang Tata Boga dan Tata Busana. Secara total, terdapat 180 peserta pelatihan yang terlatih untuk melakukan teknik sablon, handycraft, pengolahan hasil pertanian, tata boga, tata busana, dan pengembangan mekanik motor. PEPC turut memberikan bantuan kepada peserta untuk mendirikan usahanya pasca pelatihan dengan memberikan bantuan alat kerja.

Bantuan Bencana Alam PEPC mempunyai komitmen untuk membantu korban bencana alam yang diwujudkan melalui program bantuan kemanusiaan. Bantuan kemanusiaan yang disampaikan ditahun 2019 untuk bencana alam seperti kekeringan, banjir, longsor, maupun gempa bumi. Perusahaan juga telah memberikan bantuan air minum dan mandi kepada masyarakat Desa Kaliombo yang terkena bencana kekeringan. Dalam melaksanakan kegiatan bantuan bencana alam, PEPC bekerja sama dengan SKK Migas, BPBD Kabupaten Bojonegoro, dan PT Pertamina (Persero) dalam menyalurkan bantuan kepada masyarakat.

Supporting MSME Development in Bojonegoro In supporting the MSME development program of the Bojonegoro Regency Government, PEPC has held an Entrepreneurship training program. PEPC runs entrepreneurship training program in collaboration with the Technical Implementation Unit (UPT) of Job Training and the Industry and Manpower Agency (Disperinaker) of Bojonegoro.

During 2019, there were 40 participants whose skills had been trained in culinary and clothing. In total, there were 180 participants whose skills had been trained to do screen printing techniques, handicraft, agricultural product processing, culinary, clothing, and motor mechanic development. PEPC also provides assistance to participants in establishing their business after training by providing work tools.

Natural Disaster Assistance PEPC have a commitment in helping natural disasters' victims through humanitarian assistance program. Humanitarian assistance delivered in 2019 for natural disasters such as droughts, floods, landslides, and earthquakes. The company has also provided aid for drinking and shower water to Kaliombo villagers that affected by drought. In carrying out natural disaster assistance activities, PEPC cooperates with SKK Migas, BPBD of Bojonegoro Regency, and PT Pertamina (Persero) in distributing aid to the community.





Program Peningkatan Kualitas Kesehatan Masyarakat Melalui Akses Sanitasi Sebagai bentuk upaya pemberdayaan dan menjaga keberlanjutan, PEPC menerapkan program Peningkatan Akses Sanitasi bagi masyarakat. Di tahun 2019, PEPC melaksanakan program sanitasi melalui pembangunan 130 unit jamban sehat di Desa Kaliombo. Perusahaan melaksanakan bantuan bekerja sama dengan Tim Penggerak Pemberdayaan dan Kesejahteraan Keluarga (PKK).

PEPC juga terus mendukung program open defecation free atau tidak buang air besar sembarangan yang ditetapkan oleh Pemerintah Kabupaten Bojonegoro.

Community Health Quality Improvement Program Through Sanitation Access As a form of effort to empowering and maintaining sustainability, PEPC implements the Sanitation Access Improvement program for the community. In 2019, PEPC carries out sanitation program through 130 hygienic latrine units in Kaliombo Village. The company collaborate with the Family Empowerment and Welfare (PKK) team to implement the program.

PEPC also continues to support the open defecation free program established by the Bojonegoro Regency Government.

PERTAMINA EP CEPU




Evaluasi Kinerja PPM [413-1]

PEPC melakukan survei kepuasan masyarakat (Community Satisfaction Index/CSI) sebagai tolok ukur efektivitas pelaksanaan program PPM dan umpan balik bagi Perusahaan. Di tahun 2019, angka CSI mencapai 4,1 dari skala 5 yang menandakan bahwa masyarakat merasa puas atas program pengembangan dan pemberdayaan masyarakat yang dijalankan oleh PEPC.

Selain itu, tim Community Development Office (CDO) sebagai perwakilan PEPC melakukan pendampingan dalam melakukan kegiatan PPM dan mengevaluasi pelaksanaan setiap programnya. Program PPM 2019 telah memberdayakan 5 anggota CDO dan memberikan manfaat kepada 2.460 penerima manfaat langsung.

Di tahun 2019, PEPC telah mengalokasikan biaya sebesar Rp9,5 miliar untuk menunjang kegiatan PPM. Terdapat kenaikan biaya sebesar 109% dari tahun 2018 yang dikarenakan adanya peningkatan kegiatan pembangunan fasilitas GPF dan kegitan drilling di proyek JTB. PEPC juga mendapatkan dukungan finansial dari Pemerintah dalam bentuk cost recovery yang merupakan biaya operasi yang dapat dikembalikan dari kegiatan eksplorasi dan eksploitasi minyak dan gas bumi. Cost recovery yang dialokasikan untuk pemberdayaan masyarakat mencapai Rp5,04 miliar atau 60% dari total anggaran PPM.

Mekanisme Penanganan Pengaduan Masyarakat

PEPC memiliki prosedur penanganan pengaduan masyarakat yang bertujuan untuk mendengarkan, mencatat, dan menanggapi masukan dan keluhan masyarakat desa sekitar yang berpotensi terkena dampak dari kegiatan operasional PEPC. Prosedur penanganan pengaduan dapat dilihat dan diakses oleh masyarakat.

PPM Performance Evaluation [413-1]

PEPC conducts a community satisfaction survey (Community Satisfaction Index/CSI) as a benchmark to the effectiveness of the PPM program implementation and feedback for the Company. In 2019, the CSI number reached 4.1 of 5 scale, indicating that the community was satisfied with the community development and empowerment program implemented by PEPC.

In addition, the Community Development Office (CDO) team as PEPC representatives facilitated the implementation of PPM activities and evaluate each program implementation. The PPM 2019 program has empowered 5 CDO members and benefited 2,460 direct beneficiaries.

In 2019, PEPC has allocated Rp9.5 billion to support PPM activities. There was an increase of 109% in costs from 2018 due to the increase in GPF facility construction activities and drilling activities at the JTB project. PEPC also received financial support from the Government in the form of cost recovery which is an operating cost that can be returned from oil and gas exploration and exploitation activities. The allocated cost recovery for community empowerment reached Rp5.04 billion or 60% of the total PPM budget.

Community Grievance Mechanism

PEPC has a procedure for handling community complaints that aims to listen, record and respond to the input and complaints of surrounding villagers who are potentially affected by PEPC operational activities. The procedure for handling complaints can be seen and accessed by the public.





Terdapat 24 pengaduan masyarakat yang diterima oleh Perusahaan di tahun 2019. Pengaduan tersebut diantaranya 10 aspek Kesempatan Bisnis, 3 aspek Kesempatan Kerja, dan 11 dampak dari proyek. Dari seluruh pengaduan yang diterima, 100% telah diselesaikan dan tidak menimbulkan perselisihan diantara Perusahaan dengan masyarakat sekitar wilayah kerja. PEPC terus berkomitmen untuk melakukan pengkajian atas dampak kegiatan Perusahaan terhadap masyarakat.

There were 24 public complaints received by the Company in 2019. These complaints included 10 aspects of Business Opportunities, 3 aspects of Employment Opportunities, and 11 impacts from projects. Of all complaint received, 100% have been resolved and have not caused disputes between the Company and the community around the working area. PEPC continues to commit to conducting a study of the impact from the Company's activities on the community.

Alur penanganan pengaduan masyarakat secara umum terdiri dari empat tahapan:

The flow of handling public complaints in general consists of four stages:

Mengumumkan proses Announce the process

Menerima dan mencatat keluhanReceive and record complaints

Membahas dan menginvestigasi keluhan Discuss and investigate complaints

Penyelesaian, tanggapan, dan pengakhiran Settlement, response and termination

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Laporan Keberlanjutan 2019 berisikan informasi kinerja keberlanjutan yang mencakup aspek ekonomi, sosial, dan lingkungan untuk periode 1 Januari hingga 31 Desember 2019. Laporan diterbitkan setiap tahun dan Laporan Keberlanjutan 2018 telah diterbitkan pada 16 Mei 2019. [102-50][102-51][102-52]

Laporan Keberlanjutan ini belum diverifikasi melalui proses penjaminan (assurance) oleh pihak independen. Namun, laporan keuangan telah diaudit oleh kantor akuntan publik sebagai pihak ketiga. Di dalam laporan ini tidak ada perubahan terhadap topik material, namun terdapat pernyataan kembali pada bagian nilai ekonomi yang didistribusikan. [102-48][102-49][102-51][102-56]

Dasar Penyusunan Pelaporan

Laporan keberlanjutan ini telah disusun merujuk pada acuan Standar Global Reporting Initiative (GRI) dengan opsi core. Selain itu, Laporan ini juga disusun sesuai dengan ketentuan terkait penyusunan dan penerbitan Laporan Keberlanjutan bagi perusahaan-perusahaan di Indonesia: [102-54][102-55]

• Peraturan Otoritas Jasa Keuangan Nomor 51/POJK.03/2017 tentang penerapan Keuangan Berkelanjutan Bagi Lembaga Jasa Keuangan Emiten dan Perusahaan Publik.

• Peraturan PT Pertamina (Persero) No,A-100/H00200/2011-S0 Revisi I, Tentang Pengelolaan Anak Perusahaan dan Perusahaan Patungan Pertamina, Mengenai Materi Laporan Tahunan.

• Surat Keputusan Sekretaris Menteri BUMN No.SK-16/S.MBU/2012 tentang Indikator Parameter Penilaian dan Evaluasi atas Penerapan Tata Kelola

• Tujuan Pembangunan Berkelanjutan (TPB)

The 2019 Sustainability Report contains information on sustainability performance covering economic, social and environmental aspects for the period of January 1 to December 31, 2019. Reports are published annually and 2018 Sustainability Report has been published on May 16th, 2019. [102-50][102-51][102-52]

This Sustainability Report has not been verified through an assurance process by an independent party. However, the financial statement have been audited by the public accounting firm as a third party. In this report, there is no changes on material topics, however, there is a restatement on direct economic value. [102-48][102-49][102-51][102-56]

References for Developing Report

This sustainability report has been prepared referring to the Global Standard Reporting Initiative (GRI) guidelines with core options. Furthermore, this report is also prepared in accordance with the provisions related to the preparation and issuance of Sustainability Reports for companies in Indonesia: [102-54][102-55]

• Financial Services Authority Regulation Number 51 / POJK.03 / 2017 regarding the implementation of Sustainable Finance for Financial Services Institutions Issuers and Public Companies.

• Regulation of PT Pertamina (Persero) No, A-100 / H00200 / 2011-S0 Revision I, regarding Management of Subsidiaries and Pertamina Joint Venture Companies, regarding Annual Report Materials.

• Decree of the Secretary of the Minister of BUMN No.SK-16/S.MBU/2012 regarding Parameter Indicators for Evaluation and Evaluation of Implementation of Governance.

• Sustainable Development Goals (SDG)

Tentang LaporanAbout this Report

Prinsip Pelaporan Reporting Principles

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Penentuan Konten Laporan

Informasi kinerja di dalam laporan ini meliputi kinerja keberlanjutan Kantor Pusat di Jakarta dan Wilayah Kerja Pertambangan (WKP) Blok Cepu yang mencakup Lapangan Banyu Urip, Lapangan Jambaran Tiung Biru (JTB), dan Lapangan Kedung Keris. Penentuan isi laporan mempertimbangkan empat prinsip pelaporan dalam penentuan konten dan kualitas laporan. [102-45]

Tahapan Penetapan Isi Laporan [102-43]

1. Identifikasi

PEPC melakukan identifikasi atas konteks keberlanjutan yang relevan berdasarkan karakteristik industri pertambangan dan pengaruhnya terhadap pemangku kepentingan.

2. Prioritas Topik dan Validasi Konten

PEPC mementakan topik dan isu keberlanjutan, serta penetapan skala priortas melalui Focus Group Discussion (FGD) internal di kantor pusat. Informasi di dalam laporan ini dievaluasi oleh manajemen dari masing-masing fungsi terkait melalui diskusi yang berlangsung pada tanggal 22 Januari 2020.

Defining Content of the Report

Performance information in this report includes the sustainability performance of the Head Office in Jakarta and the Mining Work Area (WKP) of Cepu Block which consists of Banyu Urip Field, Jambaran Tiung Biru Field (JTB), and Kedung Keris Field. Content defining process took into account of reporting principles for defining report content and quality. [102-45]

Stages of Defining Report Content [102-43]

1. Identification

PEPC identifies relevant sustainability contexts based on the characteristics of the mining industry and their influence on stakeholders.

2. Prioritization Topics and Content Validation

PEPC mapped sustainability topics and issues, as well as setting priority scale through an internal Focus Group Discussion (FGD) at head office. Information in this report are evaluated by management from each from related functions through discussions that took place on January 22nd, 2020

Prinsip Pelaporan untuk Konten LaporanReporting Principles For Defining Report Content

Prinsip Pelaporan untuk Kualitas LaporanReporting Principles for Defining Report Quality

• Keseimbangan Balance

• Pembandingan Comparability

• Akurasi Accuracy

• Ketepatan Waktu Timeliness

• Kejelasan Clarity

• Keandalan Reliability

• Keterlibatan Pemangku Kepentingan Stakeholder Inclusiveness

• Konteks Keberlanjutan Sustainability Context

• Materialitas Materiality

• Kelengkapan Completeness


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3. Tinjauan

PEPC telah melakukan pengkajian ulang atas laporan tahun sebelumnya dan memperhatikan masukan dari pemangku kepentingan, baik internal maupun eksternal.

Batasan dan Dampak Topik Material [102-46] [102-47]

PEPC menentukan topik material dengan mempertimbangkan alasan dan respon, serta dampak pada pemangku kepentingan internal dan eksternal. Di tahun 2019, PEPC telah menetapkan lima topik material dan sembilan topik lainnya yang relevan.

3. Overview

PEPC has reviewed the previous year's report and paid attention to input from stakeholders, both internal and external.

Boundaries and Impact of Material Topics [102-46] [102-47]

PEPC determines material topics by considering reasons and responses, as well as impacts on internal and external stakeholders. In 2019, PEPC has established five material topics and nine other relevant topics.

Matriks Topik MaterialMaterial Topic Matrix

Dampak signifikan pada ekonomi, lingkungan dan sosial Significance of economic, environmental, & social impacts

Peng

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1 2 3 4

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Batasan Dampak Topik Material [103-1, 103-2, 103-3]

Material Topics Boundaries

Alasan Topik Material dan Respon

Kinerja ekonomi merupakan aspek penting bagi PEPC dalam melaksanakan proses bisnis yang berkelanjutan, serta menjadi dasar bagi para pemangku kepentingan dalam mengambil keputusan. Melalui PT Pertamina (Persero) sebagai perusahaan induk, kinerja ekonomi akan berkontribusi pada ketahanan energi Nasional.

Dampak pada Pemangku Kepentingan

• Internal: Pemegang Saham, Pekerja, Pemasok• Eksternal: Pemerintah, Masyarakat


Sebagai perusahaan migas, aspek K3 merupakan hal penting karena karakteristik operasi yang dijalankan Perusahaan memiliki risiko tinggi terhadap kesehatan dan keselamatan karyawan. Informasi ini penting diinformasikan agar pemangku kepentingan mengetahui komitmen PEPC dalam menyediakan tempat kerja yang sehat dan aman.


• Internal: Pekerja• Eksternal: Masyarakat

Rationale for Material Topics and Response

Economic performance is an important aspect for PEPC in carrying out sustainable business processes, as well as the basis for stakeholders in making decisions. Through PT Pertamina (Persero) as a holding company, economic performance will contribute to national energy security.

Impact to Stakeholders:

• Internal: Shareholders, Employees, Vendor• External: Government, Communities


As an oil and gas company, OHS information is essential due to the characteristics of the Company's operations, which have high risks to the employees' health and safety. This information needs to be informed, so that the stakeholders are aware of PEPC commitments in providing healthy and safe workplace.


• Internal: Employees• External: Communities

Kinerja EkonomiEconomic Performance

Kesehatan dan Keselamatan KerjaOccupational Health and Safety


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Kinerja produksi PEPC berkaitan erat dengan ketahanan energi Nasional dan karenanya sangat penting untuk disampaikan kepada pemangku kepentingan.


• Internal: Pemegang Saham• Eksternal: Pemerintah, Pelanggan


Pekerja adalah salah satu aspek terpenting untuk mendukung kelancaran kegiatan operasional PEPC. Oleh karena itu, Perusahaan terus meningkatkan kemampuan pekerja melalui pelatihan dan pendidikan.


• Internal: Pekerja• Eksternal: Mitra


PEPC's production performance is closely related to National energy security and therefore, it is very important to inform to the stakeholders.


• Internal: Shareholders• External: Government, Customers


Employee is one of the important aspects to support PEPC's operational activities. Hence, the Company continue to improve the employees' skill through education and training.


• Internal: Employees• External: Partner

EnergiEnergy

Pendidikan dan PelatihanTraining and Education

Batasan Dampak Topik Material [103-1, 103-2, 103-3]

Material Topics Boundaries

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Pekerja adalah salah satu aspek terpenting untuk mendukung kelancaran kegiatan operasional PEPC. Oleh karena itu, Perusahaan terus meningkatkan kemampuan pekerja melalui pelatihan dan pendidikan.


• Internal: Pekerja• Eksternal: Mitra


Employee is one of the important aspects to support PEPC's operational activities. Hence, the Company continue to improve the employees' skill through education and training.


• Internal: Employees• External: Partner

Masyarakat LokalLocal Community

Dampak Ekonomi Tidak Langsung | Indirect Economic Impact

Air | Water

Antikorupsi | Anti-corruption

Keberagaman dan Kesempatan yang Setara | Diversity and Equal Opportunity


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Pertanyaan, kritik, saran dan tanggapan atas Laporan Keberlanjutan 2019 ini dapat disampaikan melalui Lembar Umpan Balik yang terdapat di bagian akhir laporan ini atau dapat menghubungi: [102-53]

Questions, criticisms, suggestions and responses to the 2019 Sustainability Report can be submitted via the feedback form at the end of this report or can contact: [102-53]

Nama | Name VP Legal & Relations

Alamat | Address :Patra Jasa Office Tower 5-7th & 13-14th FloorJl. Gatot Subroto Kav 32-34Jakarta Selatan, Indonesia 12950 Tel: 021-52900900Fax: 021-52900597

Email | Email : [email protected]

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Lampiran I : Kinerja Dalam AngkaAppendix I : Performance in Figures

Informasi Umum | General Information

Uraian Description 2019 2018 2017

Jumlah Pekerja Number of Employees 282 244 260

Berdasarkan Status KepegawaianEmployees by Status

Dewan Komisaris, Komite Investasi dan DireksiBoard of Commissioners, Investment Committee and The Board of Directors

10 4 7

Pekerja Perbantuan PertaminaPertamina Secondees

54 57 60

Pekerja Waktu Tidak Tertentu (PWTT) Rekrutmen LangsungFull-Time Employee by Direct Hire

111 57 60

Pekerja PWTT AP AP Full-Time Employee

19 16 19

Pekerja Waktu TertentuContract Employee

88 110 114

Berdasarkan GenderEmployees by Gender

PriaMale 231 195 211

WanitaFemale 51 49 49

Berdasarkan UsiaEmployees by Age

<20 tahun<20 year 0 0 0

21-35 tahun21-35 year 86 85 90

36-50 tahun 36-50 year 144 108 105

>51 tahun>51 year 52 51 65

Jumlah Pekerja Berdasarkan Status, Gender, dan Lokasi [102-8] [POJK 3.C.2]

Number of Employees by Status, Gender, Area

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Uraian Description 2019 2018 2017

Berdasarkan PendidikanEmployees by Education

SLTA 7 8 8

Diploma 9 5 5

S1 (Sarjana)S1 (Bachelor) 211 187 192

S2 (Magister)S2 (Masters) 54 43 52

S3 (Doktoral)S3 (Doctoral) 1 1 3

Berdasarkan JabatanEmployees by Position

DireksiDirectors 3 2 2

Komisaris/Komite AuditCommissioner/Audit Committee 7 2 3

VP/GM/SetaraVP/GM/Equivalent 9 8 9

EM (KP)/ Manager (Unit) 29 30 35

Ast. Manager/SetaraAsst. Manager/Equivalent 48 46 50

Senior Supervisor/SetaraSenior Supervisor/Equivalent 126 111 128

Supervisor/SetaraSupervisor/Equivalent 54 39 20

Junior Operator/SetaraJunior Operator/Equivalent 6 4 22

Pekerja PEPC Berdasarkan Wilayah KerjaEmployees by Area

Pekerja PEPC di Kantor PusatPEPC Head Office 111 95 23

Pekerja PEPC di Banyu Urip (Lapangan Banyu Urip) PEPC Employee in Banyu Urip (Banyu Urip Field) 13 11 12

Pekerja PEPC di Proyek JTB (Pengembangan JTB)PEPC Employee in the JTB Project (JTB Development) 158 138 215


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Kinerja Ekonomi | Economic Performance

Nilai Ekonomi Langsung Dihasilkan dan Didistribusikan (Ribu USD) [201-1]

Direct Economic Value Generated and Distributed (Thousand USD)

Nilai Ekonomi Langsung Dihasilkan Direct Economic Value Generated 2019 2018 2017

Pendapatan Usaha Net Revenue 1.809.725 1.779.008 1.328.939

Nilai Ekonomi Didistribusikan Economic Value Distributed

Pengeluaran untuk Biaya OperasiSebagai bagian dari beban usaha, yakni dalam bentuk beban eksplorasi, beban produksi, biaya seluruh pengadaan bahan, barang dan jasa, beban umum dan admisnistrasi lainnya guna menjamin kelangsungan produksi. Expenditures for Operating CostsAs part of operating expenses, namely in the form of exploration expenses, production costs, costs procurement for materials, goods and services, general expenses and other administration to ensure the continuity of production.

243.056 201.879 190.896

Pengeluaran untuk Pekerja Dalam bentuk pembayaran gaji, pembiayaan pendidikan dan pelatihan, penyelenggaraan kesehatan, dana pensiun, dan manfaat lainnya guna meningkatkan kesejahteraan pekerja beserta keluarganya.Expenditures for Employees In the form of salary payments, funding for education and training, health care, pension funds, and other benefits to improve the welfare of workers and their families.

43.803 39.509 33.656

Pengeluaran untuk Pemerintah Dalam bentuk pembayaran pajak, royalti, retribusi dan penerimaan negara bukan pajak (PNBP) lainnya.Expenditures for Goverment In the form of payments of taxes, royalties, fees and other non-tax state revenues (PNBP).

638.946 547.382 300.586

Pembayaran Kepada Penyandang DanaPembayaran dividen kepada PT Pertamina (Persero) dan PT Pertamina Dana Ventura.Payment To FundersDividend payments to PT Pertamina (Persero) and PT Pertamina Dana Ventura.

679.273 336.960 231.772

Pengeluaran Untuk MasyarakatPenyediaan dana CSR dianggarkan oleh PEPC yang dikonsolidasi dan didistribusi berdasarkan Rencana Kerja dan kondisi. Bantuan sosial kemasyarakatan meliputi pembangunan infrastruktur, kesehatan dan keselamatan, pemberdayaan ekonomi, serta pendidikan.Expenditures for CommunityProvision of CSR funds is budgeted by PEPC which is consolidated and distributed based on the Work Plan and conditions. Community social assistance includes infrastructure development, health and safety, economic empowerment, and education.

654 466,7 436,2

Nilai Ekonomi yang DidistribusikanEconomic Value Distributed 1.605.732 789.174 771.886

Nilai Ekonomi yang DitahanRetained Economic Value 203.993 989.834 557.053

Keterangan | Notes: Dinyatakan kembali | Restatement

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Kontribusi Ekonomi Kepada Negara (USD) [201-1]

Economic Contribution to the Nation (USD)

Volume Air Berdasar Sumber & Kegiatan (m3) [303-1]

Water Volume Based on Source & Activity (m3)

Kontribusi Ekonomi Kepada Negara Economic Contribution to the Nation 2019 2018 2017

PPh Final Pasal 4 (2) & pasal 15 | Final Income Tax Article 4 (2) and Article 15 8.454.449 3.450.128 253.845

PPh 21/26 | Income Tax Article 21/26 8.266.364 5.725.733 6.273.536

PPh 23/26 | Income Tax Article 23/26 4.914.169 427.273 10.006.894

PPh Migas | Oil and Gas Income Tax Article 587.359.423 525.733.000 282.402.603

PPN | Value Added Tax 29.951.712 12.046.206 1.648.794

JumlahTotal 638.946.117 547.382.340 300.585.672

Sumber dan Kegiatan Source and Activity 2019 2018

Kegiatan Operasi CPFCPF operational Activity

Sumber Sungai Bengawan Solo untuk air penampungan di Raw Water Basin (RWB)Water source of Bengawan Solo for water reserves in Raw Water Basin (RWB) 9.650.886 7.501.554

Sebagai air injeksiAs water injection 10.238.516 9.103.293

Kebutuhan steam & process, serta kebutuhan domestikSteam & process activity, as well as domestic activity 417.166 323.260

Sumber air terproduksi sebagai air injeksiProduced water source for water injection 35.078 10.089

Kegiatan Operasi FSOFSO Operational Activity

Sumber water treatment air laut untuk kebutuhan operasi dan domestikSources of seawater treatment for operational and domestic activity - 150.000

Jumlah pemakaian air di CPF & FSO, Lapangan Banyu UripWater usage of CPF & FSO in Banyu Urip Field 8.697 17.088.196

Jumlah pemakaian air di Lapangan JTB untuk kebutuhan domestikWater usage in JTB Field for domestic activity 4.026 2.445

Jumlah pemakaian air di lapangan Kedung KerisWater usage in Kedung Keris Field 0 0

Jumlah pemakaian air di Kantor Pusat untuk kebutuhan domestikWater usage at Head Office for domestic activity 10 1.650

Total Pemakaian Air Total water usage 20.354.379 17.092.291

Kinerja Lingkungan | Environmental Performance


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Uraian Description

SatuanUnit

Lapangan Banyu Urip **Banyu Urip Field **


Kantor Pusat JakartaJakarta Head Office

Sumber Energi LangsungDirect Energy Sources

SolarDiesel Fuel Liter 15.390.277,16 965.649,3 0

Gas AlamNatural Gas Mscf 5.759,21 - 0

BensinGasoline Liter 49.576,00 25.884 58.502

Sumber Energi Tidak LangsungIndirect Energy Sources

PLN GJ - 2,40* 2,30*

Jumlah penggunaan energiTotal energy use GJ 4.783.601,21 138,24* 2,30

Jumlah produksi minyak Total oil production Bbls 79.439.045,80

Intensitas pemakaian energiEnergy use intensity GJ/Bbls 0,0602

Penggunaan dan Intensitas Energi dalam Kegiatan Operasional [POJK 6.D.3.A] [302-1][302-2] [302-3] [302-4]

Energy Use and Intensity in Operational Activities

* Data awal menggunakan kWh dan di konversikan menjadi GJ menggunakan https://www.convertunits.com/from/kWh/to/gigajoule ** Data lapangan Banyu Urip meliputi area Central Processing Facility (CPF), Infrastructure Facility (IF), Well Pad Kedung Keris (WPKK) dan Floating Storage Offloading (FSO) Gagak Rimang pada periode 2019

* Initial data use kWh and converted to GJ using https://www.convertunits.com/from/kWh/to/gigajoule** Banyu Urip Field data includes Central Processing Facility (CPF), Infrastructure Facility (IF), Well Pad Kedung Keris (WPKK), and Gagak Rimang Floating Storage Offloading (FSO) in the 2019 period

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Pengelolaan Air [303-1]

Water Management

Sumber AirWater Source

Kegiatan PenggunaanUsage Activity

Tujuan PembuanganWater Discharge Destination

Kegiatan di Lapangan Banyu UripActivity in Banyu Urip Field

Sungai Bengawan SoloBengawan Solo River

Kebutuhan air dalam menunjang kegiatan proses produksi di CPF (steam generation).Water needed to support the production process activites at CPF (steam generation).

Tidak dilakukan pembuangan ke lingkungan.No discharge to the environment.

Kebutuhan air injeksi untuk menjaga tekanan sumur dan reservoirInjection water needed to maintain well and reservoir pressure.


Kebutuhan air domestik.Domestic water needs.

Diolah pada Sewage Treatment Plant (STP) dan dialirkan menuju Raw Water Basin (RWB). Tidak dilakukan pembuangan ke lingkungan.Processed at the Sewage Treatment Plant (STP) and streamed to the Raw Water Basin (RWB). No discharge to the environment

Air TerproduksiProduced water

Diinjeksi kembali melalui sumur injeksi untuk menjaga tekanan sumur dan reservoir.Reinjection through injection wells to maintain well and reservoir pressure.


Kegiatan di FSO Gagak RimangActivity in FSO Gagak Rimang

Air Laut Seawater

Kebutuhan air FSO yang meliputi kebutuhan air domestik, air pendingin, steam generator, dll.FSO water needs include domestic water, cooling water, steam generators, etc.

Laut JawaJava Sea

Lapangan Pengembangan JTBJTB Development Field

Air TanahGroundwater

Kegiatan domestik selama pengembangan. Domestic activity during development. Sewage Treatment Plant (STP)


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Intensitas Air (m3/Bbls)

Water Intensity (m3/Bbls)Rasio Ratio 2019 2018

Jumlah produksi minyak (Bbls)Total oil production (Bbls) 79.439.045 76.209.693

Intensitas pemakaian air Water intensity 0,26 0,22

Kinerja Sosial | Social Performance

Fasilitas Pekerja Berdasarkan Status Kepegawaian [401-2]

Employee Facilities Based on Employment Status

Jenis Fasilitas Facility Type

Pekerja Waktu Tidak TertentuUnspecified Time Worker

Pekerja Waktu TertentuSpecific Time Workers

Upah Kerja LemburOvertime Wages

AdaProvided

AdaProvided

Tunjangan kesehatanHealth benefits

AdaProvided

AdaProvided

Asuransi JiwaLife insurance

AdaProvided

AdaProvided

Asuransi KesehatanHealth Insurance

AdaProvided

AdaProvided

Tunjangan Kecelakaan KerjaWorkplace Accident Benefits

AdaProvided

AdaProvided

Tunjangan ProfesiProfessional Allowance

AdaProvided

Tidak adaNot Provided

Cuti KehamilanMaternity Leave

AdaProvided

AdaProvided

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7 Program Perbaikan HSSE 7 HSSE Improvement Program

Program Programs Upaya Efforts

Governance

1. Keaktifan HSSE Committee 2. Maintain HSSE Reputation3. Penggunaan sistem penunjang

yang efektif dan efisien

1. Active HSSE Committee2. Maintain HSSE Reputation3. Use of an effective and

efficient support system

Improve Safe Work Practise

1. Development dan Pemutrakhiran STK-STK HSSE

2. Pengembangan Portable Demo Room di Lapangan JTB

3. Terlaksananya HSE Passport Training4. Keterlibatan dalam kegiatan-kegiatan

Project dan Pra-Operasi JTB

1. Development and Update of STK-STK HSE2. Development of Portable

Demo Room at JTB Field3. HSE Passport Training is held4. Involvement in JTB Project and

Pre-Operation activities

Improve Safety Culture

1. Incident Reporting & Recording2. Incident Investigation & Learning3. Safety Enhancement Orientation Program4. HSE Culture Survey 5. HSE Meeting & HSE Sharing6. Management Site Visit7. CSMS

1. Incident Reporting & Recording2. Incident Investigation & Learning3. Safety Enhancement Orientation Program4. HSE Culture Survey 5. HSE Meeting & HSE Sharing6. Management Site Visit7. CSMS

Jenis Fasilitas Facility Type

Pekerja Waktu Tidak TertentuUnspecified Time Worker

Pekerja Waktu TertentuSpecific Time Workers

Fasilitas KehamilanMaternity Facility

AdaProvided

AdaProvided

Cuti Ibadah HajiHajj Pilgrimage Leave

AdaProvided


Tunjangan PensiunPension Benefits

AdaProvided


Tunjangan Hari RayaReligious Holiday Allowance

AdaProvided

AdaProvided

Cuti BulananMonthly Leave

AdaProvided

AdaProvided

Cuti TahunanAnnual Leave

AdaProvided

AdaProvided

Insentif TahunanAnnual Incentives

AdaProvided


Program Pensiun Manfaat Pasti (PPMP)Defined Benefit Pension Program (PPMP)

AdaProvided


Program Pensiun Iuran Pasti (PPIP)Defined Contribution Pension Plan (PPIP)

AdaProvided



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Program Programs Upaya Efforts

Excellent Environment1. Amandemen AMDAL JTB2. Environment Monitoring (AMDAL/RKL-RPL)3. Program Penghijauan

1. JTB AMDAL Amendments 2. Environment Monitoring (AMDAL/RKL-RPL)3. Green Program

Excellent Emergency Readiness Emergency Drill (table top exercise) Emergency Drill (table top exercise)

Improve Security 1. Security Risk Assesment 2. Access Control System (ACS)

1. Security Risk Assesment 2. Access Control System (ACS)

Excellent OH-IH

1. Fit to Task2. Wellness Our Way Plus (WOW+)3. Fatigue Assesment Scoring 4. Hygienist Catering

1. Fit to Task2. Wellness Our Way Plus (WOW+)3. Fatigue Assesment Scoring 4. Hygienist Catering

12 Life Saving Rules Pertamina

Program Upaya Efforts

1. Tools and Equipment Gunakan peralatan & perlengkapan sesuai peruntukkannya

Use equipment & supplies according to their purpose

2. Safe Zone Position Posisikan diri pada zona yang aman dari pergerakkan peralatan

Position yourself in a safe zone from equipment movement

3. Permit To Work SIKA dibuat & disetujui sebelum bekerja. Patuhi & bekerja sesuai SIKA yang berlaku

SIKA was made & approved before work. Obey & work according to applicable SIKA

4. IsolationPastikan energi yang tersambung pada mesin/alat telah diisolasi/dikunci sebelum melakukan aktivitas pada mesin/alat tersebut

Make sure the energy connected to the machine/tool has been isolated/locked before carrying out activities on the machine/tool

5. Confined SpaceHanya personil yang terlatih dan memiliki kewenangan yang diperbolehkan bekerja di confined space

Only trained and authorized personnel are allowed to work in confined space

6. Lifting Operation Ikuti lifting plan, gunakan lifting equipment yang telah lulus inspeksi & tersertifikasi

Follow the lifting plan, use lifting equipment that has passed inspection & is certified

7. Fit to Work Setiap pekerja harus dalam kondisi fit. Lakukan pemeriksaan kesehatan sesuai persyaratan yang ditetapkan

Every worker must be in a fit condition. Perform health checks according to the requirements set

8. Working At HeightLindungi diri dari dampak akibat terjatuh dan objek yang jatuh dari ketinggian. Gunakan full body harness saat bekerja di ketinggian

Protect yourself from the effects of falls and objects that fall from a height. Use full body harness when working at height

9. Personal Floatation Device Kenakan pelampung di area kerja dengan potensi bahaya tenggelam di dalam air

Wear a buoy in the work area with the potential for drowning in the water

10. System Override Jangan lakukan by-pass/nonaktifkan/modifikasi peralatan yang dapat menyebabkan tidak berfungsinya safety devices

Do not by-pass/deactivate/modify equipment that may cause the safety devices to malfunction

11. Asset Integrity Pastikan kehandalan peralatan. Lakukan inspeksi, pemeliharaan & perawatan sesuai prosedur

Ensure equipment reliability. Perform inspections, maintenance & maintenance according to procedure

12. Driving Safety Pastikan pengemudi, penumpang & kendaraan telah mematuhi keselamatan berkendara yang berlaku

Make sure the driver, passengers & vehicles have complied with the applicable driving safety

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Tingkat dan Jumlah Peristiwa Kecelakaan Kerja [403-9]

Level and Number of Workplace Accidents

Tingkat Kecelakaan Kerja Workplace Accident

Wilayah Kerja | Operational Area

Lapangan Banyu UripBanyu Urip Field


Kegiatan Operasi Perusahaan | Company Operations

Kecelakaan Kerja | Workplace Accident

• Ringan | Minor 0 0 0

• Sedang | Moderate 0 0 0

• Berat | Major 0 0 0

• Fatal 0 0 0

Total Recordable Injury Rate (TRIR) 0 0 0

Lost Time Injury Rate (LTIR) 0 0 0

Kebakaran | Fire

• >USD10.000 0 0 0

• <USD10.000 0 0 0

Kegiatan Operasi Kontraktor Rekanan | Vendor Contractor Operations

Kecelakaan Kerja | Workplace Accident

• Ringan | Minor 0 0 0

• Sedang | Moderate 0 0 1

• Berat | Major 0 0 0

• Fatal 0 0 0

Severity Rate 0 0 0,162

Injury Frequency Rate (IFR) 0 0 0

Occupational Desease Rate (ODR) 0 0 0

Lost Day Rate (LDR) 0 0 0

Absenteeism Rate (AR) 0 0 0

Kebakaran | Fire

• >USD10.000 0 0 0

• <USD10.000 0 0 0

Keterangan: 1 Kecelakaan Kerja: tidak ada pekerja wanita yang mengalami kecelakan kerja. [403-2]2 Pencatatan TRIR, LDR, dan angka kecelakaan kerja dilakukan berdasarkan 1 juta jam kerja mengacu pada Peraturan Kementerian ESDM 1827K/30/MEM/2018 dan ketentuan GRI:a. Ringan: gangguan namun tidak mempengaruhi performa kerja yang

menyebabkan 1- 21 hari kerja hilang. Insiden yang membutuhkan First Aid Treatment tidak termasuk kategori ringan.

b. Sedang: gangguan kesehatan dan menyebabkan <21 hari kerja hilang.c. Berat: gangguan kesehatan dan menyebabkan ≥21 hari kerja hilang.d. Fatal: kerusakan kesehatan secara permanen dengan kecacatan serius

atau kematian yang menyebabkan 6.000 hari kerja hilang. Berdasarkan lampiran III-A, fatal adalah kecelakan kerja yang menyebabkan pekerja meninggal dunia akibat kecelakaan tersebut.

e. IFR = Jumlah seluruh kecelakaan kerja, yaitu cedera ringan, berat, dan fatal / Jumlah jam kerja x 1.000.000. IFR mencakup jumlah absen akibat kecelakaan kerja.

f. LDR = Jumlah hari kerja yang hilang dari yang dijadwalkan / jumlah jam kerja x 1.000.000. LDR mencakup jumlah absen akibat kecelakaan kerja.

g. Absentee rate = jumlah hari kerja yang hilang karena absen kerja akibat kecelakaan kerja / jumlah hari kerja yang dijadwalkan. Absen kerja tidak mencakup cuti yang diizinkan, seperti hari libur dan cuti melahirkan.

Note: 1 Workplace accident: no female employee experienced workplace accident. [403-2]2 IFR, LDR, and workplace accident rates are recorded based on 1 million working hours referring to the Ministry of Energy and Mineral Resources Regulation 1827K/30/MEM/2018 and GRI provisions:a. Minor: illness but does not affect work performance causing 1- 21 lost work

days. The incident that requires First Aid treatment is not in minor category.b. Moderate: illness and causing <21 lost work days.c. Major: illness and causing ≥21 lost work days.d. Fatal: permanent health damage with serious disability or death which

causes 6,000 lost work days. Based on Appendix III-A, fatal is workplace accident that causes employee to die from the accident.

e. IFR = Total number of workplace accidents, minor, major and fatal injuries/total working hours x 1,000,000. IFR includes the number of absences due to workplace accidents.

f. LDR = Number of lost work days from scheduled/working hours x 1,000,000. The LDR includes the number of absences due to workplace accidents.

g. Absentee rate = number of lost work days due to work absence caused by workplace accident/ number of scheduled workdays. Work absenteeism does not include permitted leave, such as holidays and maternity leave.


128

Program Peningkatan Kesehatan Kerja [403-3, 403-4, 403-6]

Occupational Health Improvement Program

Program Kesehatan Kerja Occupational Health Program

Kegiatan Pengelolaan Risiko Kesehatan KerjaOccupational Health Risk Management Activity

Pengendalian Bahaya Kesehatan di Tempat Kerja Health Hazard Control in the Workplace

Pengendalian bahaya kesehatan di proyek ECW dan GPF, seperti heat stress, kebisingan, paparan debu, dan bahaya ergonomicHealth hazards control at ECW and GPF projects, such as heat stress, noise, dust exposure, and ergonomic hazards

Health Surveillance & Fit for Task (FFT)

Kewajiban melakukan medical check up bagi PEPC dan kontraktor dan pemeriksaan Fit for Task rutin untuk pekerja yang berkerja di kondisi berisiko tinggi. Dalam penilaian oleh Pertamina Korporat tahun 2019 PEPC, dapat mempertahankan nilai 3,2 yang telah didapat di tahun sebelumnya.Obligation to conduct a medical check up for PEPC and contractors and routine Fit for Task checks for employees working in high-risk conditions. In an assessment held by Pertamina Corporation in 2019, PEPC could maintain the 3.2 score it earned in the previous year.

Medical Emergency Management

Manajemen sistem yang mencakup kinerja dokumentasi medical emergency response plan (MERP) dan HSSE management plan, pelaksanaan drilling, dan pelatihan basic first aid refreshment.System management that includes the performance of medical emergency response plans (MERP) and HSSE management plans, drilling operations, and basic first aid refreshment training.

Health CampaignSosialisasi dan edukasi melalui Health Talk, poster, dan bulletinDissemination and education through Health Talk, posters and bulletins

Pest Control ProgramKegiatan rutin pest control meliputi rodent control, pest control, hot fogging dan cold foggingRegular pest control activities include rodent control, pest control, hot fogging and cold fogging

Program Wellness Our Way (WOW)Wellnes Our Way Program

Pemeriksaan kesehatan sederhana kepada seluruh pekerja agar dapat diketahui faktor risiko kesehatannya dan mengelola risikonya dengan cepat, dengan harapan dapat meningkatkan derajat kesehatan pekerja dan meningkatkan produktifitas pekerjaanSimple health checks for all employees to be able to identify their health risk factors and manage their risks immediately, to improve the health of employees and increase work productivity

Fatigue Scoring Assesment (FAS-Score)Fatigue Scoring Assesment (FAS-Score)

Penilaian FAS score secara rutin kepada pekerja yang bekerja di kondisi berisiko tinggiRegular FAS score assessment for employees working in high-risk conditions

Program Drug & AlkoholDrug & Alcohol Program

Pemeriksaan Drug & alcohol rutin saat rekrutmen, saat bekerja di kondisi berisiko tinggi, setelah kecelakaan, dan random sampling. Di tahun 2019, pemeriksaan kepada 118 pekerja memperoleh hasil negatif.Regular drug & alcohol tests during recruitment, while working in high-risk conditions, after an accident, and random sampling. In 2019, tests on 118 employees came back negative

Food Safety InspectionPemeriksaan hygienist catering dan pelatihan terkait food safety kepada vendor cateringInspection of hygienist catering and food safety training to catering vendors

Health Risk Assessment

Dilakukan assessment dan mapping untuk Health Risk di area GPF, Drilling, BWH, Talok dan Kantor Jakarta sebagai baseline dalam pengelolaan risiko kesehatan di perusahaan.An assessment and mapping was conducted for Health Risk in the GPD , Drilling, BWH, Talok and Jakara Office as a baseline in managing health risk in the company

Survey Ergonomic 2019

Melakukan survei ergonomic perkantoran secara online sebagai input program 2020 dari sisi Health bagi pekerja kantor.Conducting office ergonomic surveys online as a 2020 program input from the Health side for office workers.

Indoor Air Quality (IAQ)Kegiatan monitoring Kualitas Udara di dalam ruangan kantor baik di kantor Jakarta maupun di lapangan.Air Quality monitoring activities in the office room both in the Jakarta Office and in field.

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Lokasi Pengembangan dan Pemberdayaan Masyarakat 2019 Locations of Community Development and Empowerment 2019

Desa Villages

KecamatanDistricts

Bandungrejo Ngasem

Ngadiluwih Ngasem

Dukoh Kidul Ngasem

Mediyunan Ngasem

Ngasem Ngasem

Gapluk Purwosari

Kaliombo Purwosari

Kuniran Purwosari

Pelem Purwosari

Punggur Purwosari

Tinumpuk Purwosari

Purwosari Purwosari

Desa Villages

KecamatanDistricts

Pojok Purwosari

Sedah Kidul Purwosari

Tlatah Purwosari

Ngrejeng Purwosari

Dolokgede Tambakrejo

Kalisumber Tambakrejo

Gayam Gayam

Mojodelik Gayam

Katur Gayam

Ringin Tunggal Gayam

Sumengko Kalitidu

Bidang PPM PPM Area

Target 2020Target 2020 2019 2018 Bidang Pilar CSR

CSR Pilar 2017

PendidikanEducation 25 49 12 Pendidikan

Education 15

KesehatanHealth 30 23 16 Kesehatan

Health 20


2 4 2

Infrastruktur dan Pemberdayaan Ekonomi MasyarakatInfrastructure and CommunityEconomic Empowerment

8

Kemandirian Ekonomi (UMKM)Economic Independence (MSMEs) 2 2 2 Lingkungan

Environment 3

Sosial dan BudayaSocial and Culture 30 24 13

Partisipasi Masyarakat Mengelola LingkunganCommunity Partifcipation in Environmental Management

3 7 4

Penguatan KelembagaanInstitutional Strengthening 2 15 2

Infrastruktur Penunjang PPM PPM Supporting Infrastructure 6 2 5

Jumlah Total 100 126 56 46

Jumlah Kegiatan PPM di Seluruh Wilayah Operasi Number of PPM Activities in All Operating Areas


130

Bidang PPM PPM Area

Target 2020Target 2020 2019 2018 Bidang Pilar CSR

CSR Pilar 2017

PendidikanEducation 1.728 1.980,9 1.616,6 Pendidikan

Education 2.172,1

KesehatanHealth 1.719,9 1.268,9 414,01 Kesehatan

Health 1.150,8


1.164 1.030,1 275,7

Infrastruktur dan Pemberdayaan Ekonomi MasyarakatInfrastructure and CommunityEconomic Empowerment

397,9

Kemandirian Ekonomi (UMKM)Economic Independence (MSMEs) 1.008 726,2 633,8 Lingkungan

Environment 50

Sosial dan BudayaSocial and Culture 659,2 1.576,6 1.115,1

Partisipasi Masyarakat Mengelola LingkunganCommunity Partifcipation in Environmental Management

1.264 1.896,4 109,9

Penguatan KelembagaanInstitutional Strengthening 900 627,9 330

Infrastruktur Penunjang PPM PPM Supporting Infrastructure 864 376,5 45,01

Jumlah Total 9.307,1 9.483,5 4.540,12 3.770,8

Sumber Source 2019 2018 2017

CSR PEPC Holding CSR of PEPC Holding 3.216,6 1.623,8 768,8

CSR Sinergi PT.Pertamina (Persero) 617,9 468,5 635,5

Work Program & Budget (WP&B) TJS (cost recovery) 3.773,3 2.690,3 1.950

WP&B Media (cost recovery) 611,2 507,6 805,3

WP&B Komunikasi (cost recovery) WP&B Communication (cost recovery)

591,9 796,3 1.150

WP&B Kelembagaan (cost recovery)WP&B Institutional (cost recovery) 672,7 167,3 536

Jumlah Total 9.483,5 6.253,9 5.845

Realisasi Anggaran PPM Berdasarkan Bidang (Juta Rupiah) Realization of PPM Budget by sector (Million Rupiah)

Realisasi Anggaran PPM Berdasarkan Sumber (Juta Rupiah) Realization of PPM Budget Based on Source (Million Rupiah)

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Lampiran II: Referensi POJK 51/POJK.03/2017 dan Indeks Isi Standar GRI 2016 [102-55]

Appendix II: POJK 51/POJK.03/2017 References and GRI Standard Content Index 2016 [102-55]

Referensi silang GRI Standard & POJK

GRI Standard & POJK Cross References

PengungkapanDescription

HalamanPage Numbers

GRI 101 Dasar 2016Foundation 2016

PENGUNGKAPAN UMUMGENERAL DISCLOSURES

GRI 102: Pengungkapan Umum 2016 GRI 102: General Disclosures 2016

102-1 Nama OrganisasiName of The Organization

17

102-2 Kegiatan, merek, produk, dan jasa Activities, brands, products, & services

17

102-3 Lokasi Kantor PusatLocation of Headquarter

17

102-4 Lokasi Operasi Location of operations

26

102-5 Kepemilikan Saham dan Bentuk HukumOwnership and Legal Form

17, 23

102-6 Pasar yang dilayani Markets Served

28

102-7 Skala Organisasi Scale of the organization

22

102-8 Informasi mengenai karyawan dan pekerja lain Information on employees and other workers

118-119

102-9 Rantai pasokan Supply chain

63

102-10 Perubahan signifikan pada organisasi dan rantai pasokannyaSignificant changes to the organization and its supply chain

35

102-11 Pendekatan atau Prinsip PencegahanPrecautionary Principle or approac

39

102-13 Keanggotaan asosiasi Membership of associations

34

102-14 Pernyataan dari pembuat keputusan senior Statement from senior decision-maker

8

102-16 Nilai, prinsip, standar, dan norma perilaku Values, principles, standards, and norms of behavior

6

102-18 Struktur tata kelola Governance structure

37

102-40 Daftar kelompok pemangku kepentingan List of stakeholder groups

46

102-41 Perjanjian perundingan kolektif Collective bargaining agreements

91

102-42 Mengidentifikasi dan memilih pemangku kepentingan Identifying and selecting stakeholders

46

102-43 Pendekatan terhadap keterlibatan pemangku kepentingan Approach to stakeholder engagement

46, 111

102-44 Topik utama dan masalah yang dikemukakanKey topics and concerns raised

46


132




HalamanPage Numbers

GRI 102: Pengungkapan Umum 2016 GRI 102: General Disclosures 2016

102-45 Entitas yang termasuk dalam laporan keuangan dikonsolidasiEntities included in the consolidated financial statements

111

102-46 Menetapkan isi laporan dan batasan topik Defining report content and topic boundaries

112

102-47 Daftar topik material List of material topics

112

102-48 Penyajian kembali informasiRestatements of information

110

102-49 Perubahan dalam pelaporan Changes in reporting

110

102-50 Periode pelaporanReporting period

110

102-51 Tanggal laporan terbaruDate of most recent report

110

102-52 Siklus pelaporanReporting cycle

110

102-53 Titik kontak untuk pertanyaan mengenai laporanContact point for questions rearding the report

116

102-54 Klaim bahwa pelaporan sesuai dengan standar GRIClaims of reporting in accordance with the GRI Standards

110

102-55 Indeks isi GRIGRI content index

131

102-56 Assurance oleh pihak eksternal External assurance

110

POJK 51/OJK.03/2017 1 Penjelasan Strategi Keberlanjutan Elaboration on Sustainability Strategy

2

2 Ikhtisar kinerja aspek keberlanjutan An overview of the sustainability performance aspect

3

5.a Tugas bagi Direksi dan Dewan Komisaris terkait kinerja keberlanjutan Board of Directors and Board of Commissioners duties on sustainability performance

37

5.b Pengembangan kompetensi anggota Direksi terkait kinerja keberlanjutan Competencies development for sustainability on members of the Board of Directors

39

5.c Penjelasan mengenai prosedur Perusahaan Publik dalam mengendalikan risiko keberlanjutan Company procedures in controlling the risk of sustainability

39

5.e Permasalahan terkait kinerja keberlanjutan Issues related to sustainability performance

6.a Kegiatan membangun budaya keberlanjutan di internal Perusahaan Publik Activities to build a sustainability culture in the internal Public Company

6.c.2.a Kesetaraan kesempatan bekerja, tenaga kerja paksa dan tenaga kerja anak Equality of employment opportunities, forced labor and child labor

83

6.c.2.b Persentase remunerasi Percentage of remuneration

85

6.d.1 Biaya lingkungan hidup Environmental costs

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HalamanPage Numbers

POJK 51/OJK.03/2017 6.d.2 Material ramah lingkungan Environmentally friendly materials

N/A

6.e.2 Kegiatan atau wilayah operasional yang menghasilkan dampak terhadap lingkungan hidup sekitarActivities or operational areas that have an impact to the surrounding environment

55, 72-74

6.e.3.a Dampak dari wilayah operasional yang dekat atau berada di daerah konservasiImpacts of operational areas that area near or in conservation area

72-74

6.e.3.b Upaya konservasi keanekaragaman hayati Efforts to conserve biodiversity

72-74

6.e.4.a Jumlah dan intensitas emisiNumber and intensity of emissions

71-72

6.e.5.a Jumlah limbah dan efluen yang dihasilkan The amount of waste and effluent

75

6.e.5.b Mekanisme pengelolaan limbah dan efluenWaste and effluent management mechanism

75

6.e.5.c Tumpahan yang terjadi (jika ada)Spill occuring (if any)

76

6.e.6 Jumlah dan materi pengaduan lingkungan hidup Number and subjects of the environment complaints

76-77

6.f.1 Inovasi dan pengembangan Produk BerkelanjutanInnovation and development of Sustainable Products

62

6.f.2 Jumlah dan persentase produk dan jasa yang sudah dievaluasi keamanannya bagi pelangganNumber and percentage of products and services that have been evaluated for the customer’s safety

32

6.f.3 Dampak positif dan dampak negatif yang ditimbulkan dari Produk dan/atau Jasa dan proses distribusiPositive and negative impact of Product and/or Services and distribution process

6.f.5 Survei kepuasan pelanggan Survey of customer satisfaction

108

7 Verifikasi tertulis dari pihak independenWritten verification from independen parties

110

Kinerja EkonomiEconomic Performance

GRI 103: Pendekatan Manajemen 2016GRI 103: Management Approach 2016

103-1 Penjelasan topik material dan Batasannya Explanation of the material topics and its Boundary

49

103-2 Pendekatan manajemen dan komponennya The management approach and its components

49

103-3 Evaluasi pendekatan manajemen Evaluation of the management approach

49

GRI 201: Kinerja Ekonomi 2016GRI 201: Economic Performance 2016

201-1 Nilai ekonomi langsung yang dihasilkan dan didistribusikan Direct economic value generated and distributed

120-121

201-3 Kewajiban program pensiun manfaat pasti dan program pensiun lainnya Defined benefit plan obligations and other retirement plans

86-87


134




HalamanPage Numbers

POJK 51/OJK.03/2017 6.b.1 Perbandingan target dan kinerja produksi, portofolio, pembiayaan, pendapatan, dan laba rugiComparison of targets and performance of production, portofolio, financing, income and profit and loss

60

6.b.2 Perbandingan target dan kinerja portofolio, target pembiayaan, atau investasi pada proyek yang sejalan dengan Keuangan Berkelanjutan Comparison of portfolio targets and performance, financing targets, or investments in projects in line with Sustainable Finance

N/A

6.c.1 Komitmen Perusahaan untuk memberikan produk dan/atau jasa yang setara kepada pelangganThe Company’s commitment to provide products and / or services equivalent to consumers

6.f.4 Jumlah produk yang ditarik kembali dan alasannya Number of products withdrawan and the reason

N/A

Kesehatan dan Keselamatan KerjaOccupational Health and Safety


103-1 Penjelasan topik material dan BatasannyaExplanation of the material topics and its Boundary

79-81

103-2 Pendekatan manajemen dan komponennyaThe management approach and its components

79-81


79-81

GRI 403:Kesehatan dan Keselamatan Kerja 2018GRI 403: Occupational Health & Safety 2018

403-1 Sistem manajemen kesehatan dan keselamatan kerjaOccupational health and safety management system

92-93

403-2 Identifikasi Bahaya dan Pengelolaan K3 Hazard identification and OHS Management

92

403-3 Layanan Kesehatan KerjaOccupational health services

95, 128

403-4 Partisipasi, konsultasi, dan komunikasi pekerja tentang keselamatan dan kesehatan kerjaWorker participation, consultation, and communication on occupational health and safety

128

403-5 Pelatihan bagi pekerja mengenai keselamatan dan kesehatan kerjaWorker training on occupational health and safety

96

403-6 Peningkatan kualitas kesehatan pekerjaPromotion of worker health

128

403-9 Kecelakaan kerjaWork-related injuries

129

POJK 51/POJK.03/2017 6.c.2.c Lingkungan bekerja layak dan aman Decent and safe working environment

86

EnergiEnergy


103-1 Penjelasan topik material dan Batasannya Explanation of the material topics

69


69


69

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HalamanPage Numbers

GRI 302: Energi 2016GRI 302: Energy 2016

302-1 Konsumsi energi dalam organisasiEnergy consumption within the organization

122

302-2 Konsumsi energi di luar organisasiEnergy consumption outside of the organization

122

302-3 Intensitas energi Energy intensity

122

302-4 Pengurangan konsumsi energi Reduction of energy consumption

71

POJK 51/OJK.03/2017 6.d.3.a Jumlah dan intensitas energi Number and intensity of energy

122

6.d.3.b Efisiensi energiEnergy efficiency

71

Pendidikan dan PelatihanTraining and Education

GRI 404: Pelatihan dan Pendidikan 2016GRI 404: Training and Education 2016

404-1 Rata-rata jam pelatihan per tahun per karyawanAverage hours of training per year per employee

90

404-2 Program untuk meningkatkan keterampilan karyawan dan program bantuan peralihan Programs for upgrading employee skills and transition assistance programs

89

Masyarakat LokalLocal Community


103-1 Penjelasan topik material dan Batasannya Explanation of the material topics and its Boundary

97


97


97

GRI 413: Komunitas Lokal 2016GRI 413: Local Communities 2016

413-1 Operasi dengan keterlibatan masyarakat lokal, penilaian dampak, dan program pengembanganOperations with local community engagement, impact assessments, and development programs

104-108

POJK 51/OJK.03/2017 6.c.3.b Mekanisme dan jumlah pengaduan masyarakat yang diterima dan ditindaklanjuti The mechanism and number of public complaints received and acted upon

108-109

6.d.3.b TJSL pada tujuan pembangunan berkelanjutanSocial and environment responsibility on sustainable development objectives

100-101

Dampak Ekonomi Tidak Langsung Indirect Economic Impact

GRI 203: Dampak Ekonomi Tidak LangsungGRI 203: Indirect Economic Impacts

203-2 Dampak ekonomi tidak langsung yang signifikan Significant indirect economic impacts

104-105


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HalamanPage Numbers

AirWater

GRI 303: Air dan Air Limbah (Efluen) 2018GRI 303 : Water and Effluents 2018

303-1 Interaksi dengan air sebagai sumber daya bersamaInteractions with water as a shared resource

74

Keberagaman dan Kesempatan yang Setara Diversity and Equal Opportunity

GRI 405: Keanekaragaman dan Kesempatan Setara 2016GRI 405: Diversity and Equal Opportunity 2016

405-2 Rasio gaji pokok dan remunerasi perempuan dibandingkan laki-laki Ratio of basic salary and remuneration of women to men

85

AntikorupsiAnti-corruption

GRI 205: Antikorupsi 2016GRI 205: Anti-corruption 2016

205-2 Komunikasi dan pelatihan tentang kebijakan dan prosedur antikorupsi Communication and training about anti-corruption policies and procedures

43

Limbah dan Efluen Waste and Effluent

GRI 306: Air Limbah(Efluen) danLimbah 2016GRI 306: Effluentsand Waste 2016

306-2 Limbah berdasarkan jenis dan metode pembuanganWaste by type and disposal method

73

PERTAMINA EP CEPU

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Lampiran III: Lembar Umpan BalikAppendix III: Feedback Form

Profil Anda Your Profile

Nama (bila berkenan) Name (if you please):

............................................................................................................................................................

Nama Lembaga/Perusahaan Institution/Company’s Name :

............................................................................................................................................................

Email : ..............................................................................................................................................

Nama Name:

VP Legal & Relations

Email:

[email protected]

Terima kasih atas masukan anda. Mohon lembar umpan balik ini dapat dikirim melalui surat elektronik kepada kontak yang tertera di laporan ini, atau langsung ke:

Thank you for your feedback. Please kindly send this feedback form according ot the contact of this report or directly send to:

Laporan Keberlanjutan 2019 PT Pertamina EP Cepu telah memberikan gambaran kinerja keberlanjutan Perusahaan. Kami mengharapkan masukan dari Bapak/Ibu/Saudara sekalian atas Laporan Keberlanjutan ini melalui e-mail atau formulir ini.

The 2019 Sustainability

Report of PT Pertamina EP

Cepu provides an overview of

sustainability performance. We

are looking forward to receive

any inputs from you for this

Sustainability Report by sending

an e-mail or filling this form.

Laporan ini mudah dimengerti. This report is easy to understand.

Laporan ini sudah menggambarkan informasi aspek material Perusahaan, baik dari sisi positif dan negatif.

This report has described the material aspects of the Company, both its positive and negative aspects

Topik material apa yang paling penting bagi anda: (nilai 1= paling penting s/d 4 = paling tidak penting)

What material topics are most important to you:

(score 1=most important up to 4 = Least important)

• Kinerja Ekonomi Economic Performance [ ] • Kesehatan dan Keselamatan Kerja (K3) Occupational Health and Safety [ ] • Energi Energy [ ] • Pendidikan dan Pelatihan Training and Education [ ] • Masyarakat Lokal Local Community [ ] • Dampak Ekonomi Tidak Langsung Indirect Economic Impact [ ] • Air Water [ ] • Keberagaman dan Kesempatan yang Setara [ ]

Diversity and Equal Opportunity • Antikorupsi Anti-corruption [ ]

Saran atau informasi lain terkait laporan: Other suggestions or information related to the report:

...................................................................................................................................................

...................................................................................................................................................

Tidak Setuju Disagree Netral Neutral Setuju Agree

Tidak Setuju Disagree Netral Neutral Setuju Agree

Pemerintah Governance

Perusahaan Corporate LSM NGO

Masyarakat Community

Karyawan Employee

Lainnya, mohon sebutkan ... Others, please state ...

...................................................................................................................................................

Golongan Pemangku Kepentingan Stakeholders Group:


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