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Laporan TahunanAnnual Report 2018

POWER OF THE PASTForce of the Future

Annual Report 2018 | PERTAMINA EP CEPU

SANGKALAN DAN BATASAN TANGGUNG JAWAB Laporan ini berisi pernyataan-pernyataan yang dapat dianggap sebagai pandangan masa depan (forward looking statements), sehingga hasil-hasil nyata Perseroan, pelaksanaan atau pencapaian-pencapaiannya dapat berbeda dari hasil yang diperoleh melalui pandangan masa depan (forward looking statements); yang merupakan hasil dari perubahan-perubahan ekonomi dan politik, baik nasional maupun regional, perubahan nilai tukar valuta asing, perubahan harga, permintaan dan penawaran pasar komoditas, perubahan kompetisi perusahaan, perubahan undang-undang atau peraturan dan prinsip-prinsip akuntansi, kebijakan-kebijakan dan pedoman-pedoman, serta perubahan-perubahan asumsi-asumsi yang digunakan dalam membuat pandangan masa depan (forward looking statements).

DISCLAIMER AND LIMITATION OF LIABILITY:This report contains statements that can be considered as forward looking statements, so that the tangible results of the Company, their implementation or achievements can be different from the results through forward looking statements; which are results of both national and regional economic and political changes, changes in foreign exchange rates, changes in prices, market demand and supply of commodities, changes in company competition, changes in laws or regulations and accounting principles, policies and guidelines, as well as changes in assumptions used in making forward looking statements.

Laporan Tahunan 2018 | PERTAMINA EP CEPU 1

Tanggung Jawab Sosial & LingkunganCorporate Social Responsibility

Laporan Tata Kelola PerusahaanCorporate Governance Report

Analisis & Pembahasan ManajemenManagement Discussion & Analysis

Keberhasilan PT Pertamina EP Cepu (PEPC) untuk mencapai target di tahun 2018 harus menjadi pendorong untuk PEPC

menghadapi tantangan ke depannya. Target dari tahun 2018 dan target 2019 yang lebih besar diharapkan dapat digapai dengan berlandaskan prinsip HSSE yang kuat dan berupaya

optimal untuk mencapai target.

The success of PT Pertamina EP Cepu (PEPC) in meeting the target in 2018 should be a driving force

for the company to face future challenges. The achievement of target in 2018 and the larger target

for 2019 is expected to be mainly based on sound HSSE principles and optimal efforts.

POWER OF THE PASTFORCE OF THE FUTURE

Annual Report 2018 | PERTAMINA EP CEPU2

Profil PerusahaanCompany Profile

Laporan ManajemenManagement Report

Ikhtisar UtamaHighlights

Subsidiaries and Their Addresses80 Struktur Grup dan Kepemilikan Saham Group Structure and Shareholding 82 Kronologi Penerbitan Saham Chronology of Share Listing82 Kronologi Pencatatan Efek Lainnya Chronology of Other Securities Listing82 Lembaga dan/atau Profesi Penunjang Pasar Modal Capital Market Supporting Institutions and/or Professions84 Penghargaan dan Sertifikasi Awards and Certifications 86 Informasi pada Website Perseroan dan Penyampaian Laporan Information on the Company Website and Publication of Report88 Peristiwa Penting 2018 Significant Events 2018

Analisis dan Pembahasan Manajemen Atas Kinerja Perusahaan Management Discussion and Analysis of Company Performance 94 Tinjauan Umum General Review 99 Tinjauan Operasi Per Segmen Usaha Operational Review Per Business Segment113 Tinjauan Operasi Segmen Usaha Produksi dan Komersialisasi Operational Review Of Production And Commercialization Segments118 Pendapatan dan Profitabilitas Usaha Business Income and Profitability121 Uraian atas Kinerja Keuangan Perusahaan Description Of Company’s Financial Performance125 Tinjauan Keuangan Financial Overview 139 Kemampuan Membayar Utang Capability to Pay Debt141 Tingkat Kolektabilitas Piutang Receivables Collectability141 Struktur Modal dan Kebijakan Manajemen Atas Struktur Modal Capital Structure and Management Policy on Capital Structure142 Ikatan Material untuk Investasi Barang Modal (Bukan Ikatan

Pendanaan) pada Tahun Buku Material Commitment for Capital Goods Investment (Non-funding

Commitment) in the Fiscal Year147 Investasi Barang Modal yang Direalisasikan Realization of Capital Goods Investment148 Informasi dan Fakta Material yang Terjadi Setelah Tanggal Laporan

Akuntan Information and Material Facts after Accountant’s Reporting Date149 Informasi Perbandingan Antara Target/Proyeksi pada Awal Tahun

Buku dengan Hasil yang Dicapai (Realisasi) Information on Comparison Between Targets/Projection at the

Beginning of Fiscal Year and Realization153 Target atau Proyeksi yang Ingin Dicapai untuk Satu Tahun

Mendatang Target or Projection to be Achieved for the Next One Year155 Uraian Tentang Prospek Usaha Description of Business Prospects161 Uraian Tentang Aspek Pemasaran Description of Marketing Aspects

1 Tema Theme2 Daftar Isi Table of Content4 Ikhtisar Utama Highlights6 Pokok Pokok Kinerja 2018 Performance Highlights 201810 Keunggulan PEPC Pepc Competitive Advantages 14 Ikhtisar Data Keuangan Penting Key Financial Highlights16 Informasi Saham Dan Aksi Korporasi Stock Information And Corporate Action 17 Informasi Mengenai Obligasi, Sukuk atau Obligasi Konversi Information about Bonds, Sukuk or Convertible Bonds17 Penghentian Sementara dan/atau Penghapusan Pencatatan Saham Suspension and/or Delisting of Shares

Laporan Manajemen Management Report20 Laporan Dewan Komisaris Board of Commissioners’ Report28 Laporan Direksi Board of Directors’ Report36 Surat Pernyataan Anggota Direksi dan Anggota Dewan Komisaris

tentang Tanggungjawab atas Laporan Tahunan 2018 PEPC Statement of Responsibility of the Board of Directors and the Board

of Commissioners' Members Over the PEPC Annual Report 2018 38 Kesinambungan Tema Continuity of Theme

Profil Perusahaan Company Profile42 Sekilas PEPC PEPC at A Glance44 Riwayat Singkat Perusahaan Brief History of the Company 46 Jejak Langkah Milestones 48 Wilayah Kerja dan Jangkauan Pasar Working Area and Market Coverage52 Visi, Misi, dan Budaya Perusahaan Vision, Mission, and Corporate Culture56 Kegiatan Operasi dan Usaha Operating and Business Activities61 Struktur Organisasi dan Pejabat Senior Perseroan Organizational Structure and Senior Officers of Company63 Profil Dewan Komisaris Board of Commissioners’ Profile67 Profil Direksi Board of Directors’ Profile73 Jumlah dan Profil Pekerja Number and Profile of Employees78 Informasi Komposisi Pemegang Saham Information on Shareholder Composition 80 Entitas Anak dan Alamat Entitas Anak

DAFTAR ISITABLE OF CONTENT

18

92

40





164 Kebijakan Dividen dan Pembayaran Dividen Dividend Policy and Dividend Payment165 Realisasi Penggunaan Dana Hasil Penawaran Umum Realization of Use of Public Offering Proceeds166 Informasi Material mengenai Investasi, Ekspansi, Divestasi, Akuisisi

dan Restrukturisasi Utang Material Information regarding Investment, Expansion, Divestment,

Acquisition, and Debt Restructuring167 Informasi Transaksi Material Mengandung Benturan Kepentingan

dan/atau Pihak Afiliasi Information on Material Transactions Containing Conflicts of Interest

and/or Affiliated Parties Business Continuity Information173 Program Kepemilikan Saham Oleh Karyawan dan/atau Manajemen

yang Dilaksanakan Oleh Perusahaan (ESOP/MSOP) Employee Stock Option Program/Management Stock Option (ESOP/

MSOP) Implemented by the Company174 Perubahan Ketentuan Peraturan Perundang-undangan yang

Berpengaruh Signifikan Terhadap Perusahaan Regulatory Changes that Significantly Affect the Company175 Perubahan Kebijakan Akuntansi yang Diterapkan Perusahaan pada

Tahun Buku Changes in Accounting Policies Applied by Company in the Fiscal

Year178 Informasi Kelangsungan Usaha Business Sustainability Information

Laporan Tata Kelola Perusahaan Corporate Governance182 Dasar Hukum, Prinsip-prinsip dan Tujuan Penerapan GCG Legal Basis, Principles and Objectives of Governance Implementation186 Komitmen Terhadap Penerapan GCG Secara Berkelanjutan Commitment to the Implementation of Sustainable Governance188 Penilaian Penerapan GCG GCG Implementation Assessment196 Struktur Tata Kelola PEPC PEPC Governance Structure198 Rapat Umum Pemegang Saham General Meeting of Shareholders205 Dewan Komisaris Board of Commissioners220 Direksi Board of Directors232 Kebijakan Keberagaman Komposisi Dewan Komisaris dan Direksi Remuneration Policy for the Board of Commissioners and Directors237 Kebijakan Remunerasi Dewan Komisaris dan Direksi Remuneration Policy for the Board of Commissioners and Directors 242 Komite Audit Audit Committee250 Komite Lainnya Other Committees253 Sekretaris Perusahaan Corporate secretary259 Sekretaris Dewan Komisaris Board of Commissioners Secretary262 Uraian Mengenai Unit Internal Audit Description of Internal Audit Unit267 Uraian Mengenai Akuntan Publik Description of Public Accountant269 Uraian Mengenai Manajemen Risiko Perusahaan Description of Company Risk Management

282 Uraian Mengenai Sistem Pengendalian Internal Description of Internal Control System287 Bahasan Mengenai Kode Etik Discussion of the Code of Conduct290 Pengungkapan Mengenai Whistleblowing System Disclosure of Whistleblowing System 294 Budaya Perusahaan Corporate Culture295 Perkara Penting yang Sedang Dihadapi Perusahaan, Entitas Anak

serta Anggota Dewan Komisaris dan Anggota Direksi Pada Periode Laporan Tahunan

Material Litigation Faced By Company, Subsidiarye And Members Of Board Of Commissioners And Board Of Directors In The Annual Reporting Period

295 Informasi Tentang Sanksi untuk Perusahaan Information About Sanctions Imposed on the Company296 Akses Informasi dan Data Perusahaan Access to Company Information and Data297 Penerapan atas Pedoman GCG Bagi Perusahaan Publik Penerbit Efek

Bersifat Ekuitas GCG Implementation Guidelines For Public Companies Issuing Equity

Securities297 Kebijakan Mengenai Keberagaman Komposisi Dewan Komisaris dan

Direksi Diversity Policy of the Board of Commissioners and Directors’

Composition299 Program Kepemilikan Saham Oleh Karyawan dan/atau Manajemen Employee and/or Management Stock Ownership Program299 Uraian Mengenai Kinerja Fungsi Pendukung Description Of Supporting Function Performance

Tanggung Jawab Sosial dan Lingkungan Social And Environmental Responsibility334 Corporate Social Responsibility yang terkait dengan Lingkungan Hidup Corporate Social Responsibility Related to Environment339 Corporate Social Responsibility Bidang Ketenagakerjaan, Praktik

Ketenagakerjaan dan Pengelolaan SDM CSR in Employment, Employment Practices and HR Management349 Corporate Social Responsibility yang terkait dengan

Ketenagakerjaan, Kesehatan, dan Keselamatan Kerja Corporate Social Responsibility that is Related with Employment,

Health, and Work Safety357 Corporate Social Responsibility yang terkait dengan Pengembangan

Sosial dan Kemasyarakatan Corporate Social Responsibility that is Related with Social and

Community Development368 Dukungan Pada Antikorupsi Support for Anti-Corruption369 Corporate Social Responsibility yang terkait dengan Tanggung

Jawab Kepada Konsumen Corporate Social Responsibility that is Related with Responsibilities

to Consumer

Referensi Kriteria Annual Report Award 2016 2016 Reference of Annual Report Award Criteria

Laporan Keuangan Audited Audited Financial Report

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372

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IKHTISAR UTAMA Highlights





POKOK POKOK KINERJA 2018PERFORMANCE HIGHLIGHTS 2018

Potensi tambahan cadangan migas:

Cadangan P1 41.803 MBOE (realisasi)Potential for additional oil and gas reserves:P1 Reserves at 41,803 MBOE (realization)

Kontaktor Kontrak Kerja Sama (KKKS) Blok Cepu menjalankan pengembangan Lapangan Kedung Keris sesuai dengan rencana pengembangan (POD) yang telah disetujui SKK Migas, dengan total investasi USD171 juta. Realisasi sampai akhir tahun 2018 adalah persiapan pemasangan pipa untuk penyaluran minyak produksi Lapangan Kedung Keris ke fasilitas pengolahan pada Lapangan Banyu Urip. Produksi Lapangan Kedung Keris ditargetkan akan mulai pada akhir tahun 2019 dengan dengan mencapai level produksi sekitar 5.000 BOPD (PEPC Share 45%: 2.250 BOPD).

The Contractors of Production Sharing Contract (PSC) of Cepu Block has been developing the Kedung Keris Field in accordance with Plan of Development (POD) that has been approved by SKK Migas, with a total investment of USD171 million. Until the end of 2018, some of the developments have been realized including the installation of pipes for the distribution of oil from the Kedung Keris Field to the processing facilities in the Banyu Urip Field. The Kedung Keris Field production is targeted to begin at the end of 2019 by achieving a production level of around 5,000 BOPD (PEPC Share 45%: 2,250 BOPD).

PT Pertamina EP Cepu (PEPC) sebagai operator proyek pengembangan Lapangan Gas Unitisasi Jambaran-Tiung Biru (JTB) terus mendorong percepatan proyek yang pada akhir tahun 2018 memasuki tahap konstruksi Gas Processing Facility (GPF) berkapasitas 330 MMSCFD dan ditargetkan selesai pada tahun 2021. Proyek JTB semula dirancang untuk menghasilkan sales gas sebesar 172 MMSCFD dan setelah dilakukan optimasi engineering diharapkan dapat menghasilkan sales gas sebesar 192 MMSCFD, sehingga dapat meningkatkan penerimaan negara.

PEPC as the operator of the project to develop the Jambaran-Tiung Biru Unitization Gas Field (JTB) continued to accelerate projects which at the end of 2018 entered construction stage of Gas Processing Facility (GPF) with a capacity of 330 MMSCFD and targeted to be completed in 2021. The JTB project was originally designed to generate gas sales of 172 MMSCFD and after engineering optimization it is expected to generate 192 MMSCFD of gas sales, to increase state revenues.

PengembanganDevelopment









Kinerja ProduksiProduction Performance

Kinerja LiftingLifting Performance

Produksi PEPC share 2018 terhadap target RKAPPEPC share production 2018 compared to WP&B target

Lifting PEPC share 2018 terhadap target RKAPPEPC share Lifting 2018 of WP&B target

Produksi PEPC share 2018 terhadap target produksi PT Pertamina (Persero)PEPC share 2018 production compared to production target of PT Pertamina (Persero)

Lifting PEPC share 2018 terhadap target produksi PT Pertamina (Persero)PEPC share lifting 2018 of production target of PT Pertamina (Persero)

Produksi lapangan Banyu Urip terhadap produksi minyak nasional 2018Banyu Urip field production compared to national oil production in 2018

Lifting minyak PEPC terhadap Lifting minyak nasional 2018PEPC oil lifting against national oil lifting 2018

• Produksi PEPC Share: 93.957 BOPD

• Target RKAP 2018: 90.616 BOPD• PEPC Share Production: 93,957

BOPD• WP&B target 2018: 90,616 BOPD

• Lifting PEPC Share: 94.191 BOPD• Target RKAP 2018: 90.344 BOPD

• PEPC Share Lifting: 94,191 BOPD• WP&B Target 2018: 90,344 BOPD

• Produksi PEPC Share: 93.957 BOPD

• Produksi minyak PT Pertamina (Persero): 393.390 BOPD

• PEPC Share Production: 93,957 BOPD

• PT Pertamina (Persero) oil production: 393,390 BOPD

• Lifting PEPC Share : 94.191 BOPD• Lifting minyak PT Pertamina

(Persero): 354.000 BOPD• PEPC Share Lifting: 94,191 BOPD• PT Pertamina (Persero) oil lifting:

354,000 BOPD

• Produksi lapangan Banyu Urip: 208.793 BOPD

• Produksi minyak nasional 2018: 778.000 BOPD

• Banyu Urip field production: 208,793 BOPD

• National oil production 2018: 778,000 BOPD

• Produksi lapangan Banyu Urip: 208.793 BOPD

• Lifting minyak nasional 2018: 776.600 BOPD

• Banyu Urip field production: 208,793 BOPD

• National oil lifting 2018: 776,600 BOPD

103.69%

104.26%

23.88%

26.60%

26.84%

26.91%

Produksi dan Komersialisasi Production and Commercialization





Pengelolaan LingkunganEnvironmental Management

Keselamatan dan Kesehatan KerjaOccupational Health and Safety

Meningkatnya produksi dan lifting minyak pada tahun 2018, serta relatif terjaganya harga minyak dunia, mendorong positif kinerja keuangan PEPC tahun 2018. • Total perolehan Pendapatan pada tahun 2018 sebesar

USD 1.779,01 juta meningkat 33,9% dibandingkan pendapatan tahun 2017.

• Total perolehan Laba Bersih tahun 2018 sebesar USD 842,40 juta meningkat 27,2% dibanding laba bersih tahun 2017.

Kementerian Lingkungan Hidup dan Kehutanan (KLHK) menyetujui amendemen dokumen Analisis Mengenai Dampak Lingkungan (AMDAL) proyek Blok Cepu, dengan memasukkan AMDAL Lapangan Kedung Keris sebagai bagian dari Blok Cepu.

The increased oil production and lifting in 2018, as well as the relatively stable world oil prices, has boosted PEPC's financial performance in 2018.• Total Revenue in 2018 was USD1,779.01 million,

increased by 33.9% compared to 2017.

• Total Net Profit in 2018 was USD 842.40 million, an increase of 27.2% compared to 2017.

The Ministry of Environment and Forestry (KLHK) approved the amendment of the Environmental Impact Analysis (Amdal) document of Cepu Block project, by including the Amdal of Kedung Keris Field as part of Cepu Block.

Proyek Gas Processing Facility (GPF) Lapangan Gas Unitisasi JTB mencapai lebih dari 1 juta jam kerja selamat tanpa Lost Time Injury (LTI), terhitung mulai 23 Oktober 2017 sampai dengan 31 Desember 2018.

Gas Processing Facility (GPF) project of JTB Gas Unitization reached 1 million safe man hours without Lost Time Injury (LTI), from October 23, 2017 to December 31, 2018.

FinansialFinancial





Pengembangan MasyarakatCommunity Development

PEPC menyelenggarakan Program Pengembangan Unit Bisnis BUMDes (Badan Usaha Milik Desa) bagi masyarakat di sekitar Proyek Pengembangan Lapangan Gas Unitisasi JTB. Sampai dengan akhir 2018, realisasi progam meliputi:

• Pengembangan BUMDes Desa Bandungrejo, Kecamatan Ngasem, Kabupaten Bojonegoro, diarahkan pada kemandirian budidaya peternak ayam petelur, melalui pelatihan motivasi kewirausahaan dan budidaya ayam petelur, pelatihan penyusunan rencana usaha BUMDes, pelatihan administrasi keuangan, dan pelatihan manajemen usaha dan pemasaran.

• Sosialisasi menyasar pada BUMDes Desa Bandungrejo,

Kecamatan Ngasem, meliputi pengurus dan anggota BUMDes yang merupakan warga desa dengan mata pencaharian sebagai petani dan peternak.

• Pembangunan dua unit instalasi kandang ayam dan pengadaan 1.500 ekor ayam di tahun 2018. Di tahun 2019, akan dikembangkan secara ekonomis menjadi 4.000 ekor ayam.

Pertamina EP Cepu implements BUMDes (Village Owned Enterprise) Business Unit Development Program for the community around JTB Unitization Gas Field Development Project. As of the end of 2018, the realization of the program included:• Development of Village-Owned Enterprise (BUMDes)

in Bandungrejo Village, Ngasem District, Bojonegoro Regency, is directed towards the independence of laying hen breeders, through training in entrepreneurial motivation and laying hens development, training on BUMDes business plan preparation, financial administration training, and business management and marketing training.

• The target of dissemination is BUMDES of Bandungrejo Village, Ngasem District, including its management and members consisting of village residents who work as farmers and breeders.

• Installation of two chicken coops and procurement of 1,500 chickens in 2018. In 2019, it will be developed economically to 4,000 chickens.





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 the following advantages:

45%

90%

±25%

01

02

03

04

Sebagai Pemilik Participating Interest di Blok Cepu (45%)

PEPC sebagai Partner aktif bersama International Oil Company (IOC) yaitu ExxonMobil Cepu Limited (EMCL), Ampolex, BUMD dalam mengembangkan WK Blok Cepu

terutama pengembangan Lapangan Banyu Urip.

As the Owner of Participating Interest in Cepu Block (45%)PEPC acts as an active Partner with International Oil Company

(IOC), ExxonMobil Cepu Limited (EMCL), Ampolex, BUMD (regional owned enterprise) in developing Cepu Block WK, especially the

development of Banyu Urip Field.

As the Unitization Operator for Jambaran-Tiung Biru Field PEPC as the Unitization Operator for Jambaran-Tiung Biru

Field will carry out its duties the best way possible in the Gas project development to meet the on stream target by 2021 and

national production.

Oil producer for ± 25% of National ProductionBanyu Urip Oil Field successfully reached the production peak

of 208,000 BPOD and became the largest oil contributor to PT Pertamina (Persero)

Company with Operational Excellence StandardsImplement Operational Excellence that consistently focuses on

Occupational Health and Safety culture

Perusahaan dengan Standar Operational Excellence

Menerapkan Operational Excellence yang berfokus pada budaya Kesehatan, Keselamatan Kerja secara

konsisten

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.

Produsen Minyak untuk ±25% Produksi NasionalLapangan Minyak Banyu Urip berhasil mencapai

puncak produksi 208.000 BPOD dan menjadi penyumbang minyak terbesar untuk PT Pertamina

(Persero)





Realisasi dan Rencana Jangka Panjang PEPC

Ditahun 2018, PEPC mengevaluasi pencapaian realisasi kinerja dan mengembangkan Rencana Kerja Jangka Panjang. Perencanaan ini menjadi dasar penetapan KPI Direksi dan ditindaklanjut dengan “Sepuluh Arahan Strategis dari Direktur Utama”.

Realization and Long Term Plans of PEPC

In 2018, PEPC evaluated the achievement of performance realization and developed Long Term Work Plan. This plan is the basis for determining the Board of Directors' KPI and is followed up with "Ten Strategic Directives from the President Director".

Menjadi Partner aktif yang menjunjung tinggi prinsip-prinsip kemitraan, konstruktif dalam memberikan solusi.

Being an active partner who upholds the principle of partnership, is constructive in providing solutions.

Menghasilkan pertumbuhan yang berkelanjutan dengan pendapatan yang terus meningkat setiap tahun.

Achieving sustainable growth by increasing income continuously every year.

Menjadi operator gas Lapangan Jambaran-Tiung Biru dengan menerapkan good engineering practices.

Becoming a gas operator for Jambaran-Tiung Biru Field by implementing good engineering practices.

Membangun struktur organisasi yang selaras dengan proses bisnis, dengan sumber daya manusia yang kompeten, profesional sehingga memberikan nilai tambah yang mendukung pencapaian standar operational excellence.

Building organizational structures that are in line with business processes, with competent, professional human resources so as to provide added value that supports the achievement of operational excellence standards.

Strategi PEPCUntuk mencapai visi dan misi

perusahaan serta menyelaraskan tujuan dan sasaran jangka panjang, PEPC menetapkan strategi meliputi:

PEPC StrategyTo achieve the company's vision and

mission as well as aligning long-term goals and objectives, PEPC

established the following strategies:

Memanfaatkan sistem informasi dan teknologi mutakhir untuk mendorong efisiensi dan transparansi operasi.

Utilizing the latest information systems and technology to promote efficiency and transparency of operations.

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10 ARAHAN DIREKTUR UTAMA UNTUK MENCAPAI TARGET RKAP

10 Strategic Directions from President Director to Meet WP&B Target

1. Penerapan HSSE Excellencea. HSSE adalah tanggung jawab semua pekerjab. Penerapan Spirit to Zero Accidentc. HSSE Golden Rules dilaksanakan secara Konsisten

Implementation of HSSE Excellencea. HSSE is a responsibility of all employeesb. Implementation of Spirit to Zero Accidentc. HSSE Golden Rules are implemented consistently

Enhancing Oil Production & Lifting Minyaka. Increase Banyu Urip oil productionb. Ensure the approved production profile is achieved c. Lifting oil production based on target

JTB Project Implementation & Kedung Keris Project Developmenta. Project implementation on-time, on-budget, on-scope, and

on-revenue (OTOBOSOR)b. Allignment of KPI in JTB developmentc. Enterprise Risk Management (ERM) implementation

2. Meningkatkan Produksi & Lifting Minyaka. Tingkatkan produksi minyak Banyu Uripb. Pastikan profil produksi yang disepakati tercapaic. Lakukan lifting produksi minyak sesuai target

3. Pelaksanaan Project JTB & Pengembangan Project Kedung Keris

a. Pelaksanaan project harus On-Time, On-Budget, On-Scope, dan On-Revenue (OTOBOSOR)

b. Allignment KPI dalam pengembangan JTB c. Penerapan Enterprise Risk Management (ERM)





Improving Employee Competence a. Develop employee competency, succession planning and

developing future leadersb. Management Team and PEPC employee play an active role

in Knowledge Sharing and Lesson Learned

Improving Employee Satisfaction & Engagement a. Ensuring employees' rights in accordance with company

regulations (work tools & facilities, safe & comfortable workplaces, compensation & benefits, rewards)

b. The Management Team and employees establish a harmonious relationship in performing their daily work

c. Conduct assesment of employee satisfaction & engagement levels

Improving Customer Satisfaction & Engagement a. All functions on PEPC perform the best service to each otherb. Ensure customer rights in accordance with the Oil Sale and

Purchase Agreement c. Implement customer complaint management, customer

awareness, and customer service as well as customer satisfaction & engagement assessment

Efficiency on all operationa. Cost efficient and minimize lossesb. Implementation of efficiency in resourcesc. Creative in seeking efficiency measures that are

quantitatively measured

Operational Excellencea. Management of Oil and Gas Reserves to ensure business

sustainabilityb. Operate oil and gas business in accordance with the

Business Process and Oil & Gas Engineering Best Practices (PDW, PUDW, Prod. Way)

c. Implement Management Systems, Management Standards, and utilization of the latest Information Technology facilities

Strategic Initiative & Continuous Improvement Programa. Strategic Initiative to achieve target of WP&Bb. Innovate and solve problem with PDCA (Plan, Do, Check,

dan Action) Continuous Improvement Program (CIP) method, which can realize actual savings and increase revenue

Implementation of Business Ethicsa. Consistent Implementation of guidelines on Work &

Business Conducts and Good Corporate Governance (GCG) principles

b. Compliance to internal and external laws and regulations

4. Strategic Initiative & Continuous Improvement Programa. Lakukan Strategic Initiative untuk pencapaian RKAPb. Lakukan inovasi dan penyelesaian permasalahan dengan

metode PDCA (Plan, Do, Check, dan Action) Continuous Improvement Program (CIP), yang secara nyata dapat mewujudkan penghematan dan peningkatan revenue

5. Penerapan Business Ethicsa. Penerapan pedoman Etika Kerja & Bisnis dan prinsip Good

Corporate Governance (GCG) secara konsistenb. Pemenuhan peraturan perundangan internal dan eksternal

6. Operational Excellencea. Pengelolaan Cadangan Migas untuk menjamin

keberlanjutan bisnisb. Melaksanakan pengusahaan migas sesuai dengan Bisnis

Proses dan Oil & Gas Engineering Best Practices (PDW, PUDW, Prod. Way)

c. Menerapkan Sistem Manajemen, Standar Manajemen, dan menggunakan sarana Teknologi Informasi mutakhir

7. Meningkatkan Kompetensi Pekerjaa. Mengembangkan kompetensi pekerja, perencanaan suksesi

dan menyiapkan pemimpin masa depanb. Tim Manajemen dan pekerja PEPC berperan aktif dalam

Knowledge Sharing dan Lesson Learned

10. Efisiensi di segala linia. Cost efficient dan minimize lossesb. Penerapan efisiensi dalam sumber dayac. Kreatif dalam mencari upaya efisiensi yang terukur secara

kuantitatif

8. Meningkatkan Satisfaction & Engagement Pekerjaa. Memberikan hak-hak pekerja sesuai dengan peraturan

perusahaan (alat & fasilitas kerja, tempat kerja aman & nyaman, kompensasi & benefit, reward)

b. Tim Manajemen dan pekerja menjalin hubungan yang harmonis dalam penyelesaian pekerjaan sehari-hari

c. Melaksanakan pengukuran tingkat satisfaction & engagement pekerja

9. Meningkatkan Satisfaction & Engagement Customera. Seluruh fungsi di internal PEPC saling memberikan layanan

terbaikb. Memberikan hak-hak customer sesuai dengan kontrak

Perjanjian Jual Beli Minyak - PJBMc. Melaksanakan customer complaint management, customer

awareness, dan customer service serta melakukan pengukuran tingkat satisfaction & engagement customer





IKHTISAR DATA KEUANGAN PENTING KEY FINANCIAL HIGHLIGHTS

Kinerja 2018 2017 2016 2015 2014 Performance

Pendapatan Usaha 1,779,008 1,328,939 882,356 477,894 292,536 Operating Revenues

Beban Usaha (241,388) (228,144) (250,951) (163,486) (94,272) Operating Expenses

Laba (Rugi) Usaha 1,537,620 1,100,795 631,405 314,408 198,264 Operating Profit (Loss)

Beban Keuangan (47,835) (57,950) (66,299) (19,231) (6,980) Financial Expenses

Penghasilan Keuangan 3,223 736 143 226 194 Financial Income

Penghasilan Lain-lain, Bersih

1,830 59,023 (56,629) 2,533 2,976 Other Income, Net

Laba Sebelum Pajak 1,494,838 1,102,604 508,690 297,936 194,454 Profit Before Tax

Beban Pajak Penghasilan (652,438) (440,399) (286,017) (138,199) (84,679) Income Tax Expense

Laba Bersih Tahun Berjalan

842,400 662,205 222,673 159,737 109,775 Current Year Net Profit

Pendapatan Komprehensif Lainnya

688 (475) 73 (153) - Other Comprehensive Income

Jumlah Pendapatan Komprehensif

843,088 661,730 222,746 159,584 109,775 Total Comprehensive Income

Laba (Rugi) Per Saham 1,686.18 1,323 445 319 220 Profit (Loss) Per Share

LABA RUGIPROFIT/LOSS

POSISI KEUANGANFINANCIAL POSITION

Ribuan USDThousands USD

Ribuan USDThousands USD

2,992,894

990,274 2,002,620

2018 2018 20182017 2017 20172016 2016 20162015 2015 20152014 2014 2014

2,608,022

673,9721,934,050

2,103,862

288,743 1,815,119

1,972,884

128,095

1,844,7991,728,393

178,980 1,549,413

AsetAssets

Aset LancarCurrent Assets

Aset Tidak LancarNon-Current Assets






Rasio Likuiditas (%) Liquidity Ratio (%)

Rasio Kas 100 46 13 10 26 Cash Ratio

Rasio Cepat 205 130 51 18 35 Quick Ratio

Rasio Lancar 210 134 54 24 44 Current Ratio

Rasio Profitabilitas (%) Profitability Ratio (%)

Margin Operasi 86 83 72 66 68 Operating Margin

Margin Laba Bersih 47 50 25 33 38 Net Profit Margin

Tingkat Pengembalian Modal 94 143 84 122 107 Rate of Return

Tingkat Pengembalian Investasi 67 56 37 26 53 Return on Investment

Rasio Solvabilitas (%) Solvency Ratio (%)

Rasio Hutang 42 57 77 85 88 Debt Ratio

Rasio Hutang Terhadap Modal 72 132 332 580 712 Debt to Capital Ratio

Rasio Aktivitas Activity Ratio

Periode Penagihan (Hari) 53 115 51 36 48 Collection Period (Days)

Perputaran Aset (%) 71 60 47 36 76 Asset Turnover (%)

Rasio Ekuitas Terhadap Aset (%) 58 43 23 15 12 Equity to Asset Ratio (%)

1,255,533 471,858

1,737,361

783,675

518,416

2018 2018

2018

2018

2018

2017 2017

2017

2017

2017

2016 2016

2016

2016

2016

2015 2015

2015

2015

2015

2014 2014

2014

2014

2014

1,481,977501,373

1,126,045

980,604

172,599

1,616,590

521,005

487,272

1,095,585

(232,262)

1,682,556

532,842

290,328

1,149,714

(404,747)

1,515,550

403,643

212,843

1,111,907

(224,663)

LiabilitasLiabilities

EkuitasEquity

Liabilitas LancarCurrent Liabilities

Modal Kerja BersihNet Working Capital

Liabilitas Tidak LancarNon-Current Liabilities





INFORMASI SAHAM DAN AKSI KORPORASI STOCK INFORMATION AND CORPORATE ACTION

PT Pertamina EP Cepu (PEPC) adalah Perseroan Terbatas tertutup dan tidak pernah mencatatkan saham Perusahaan di Bursa Saham/Bursa Efek manapun. Laporan ini tidak mengungkapkan informasi harga dan kinerja saham yang mencakup jumlah saham beredar, kapitalisasi pasar berdasarkan harga pada Bursa Saham/Bursa Efek tempat saham dicatatkan, harga saham tertinggi dan terendah, serta penutupan berdasarkan pada Bursa Saham/Bursa Efek tempat saham dicatatkan, volume perdagangan saham pada Bursa Saham/Bursa Efek tempat saham dicatatkan.

Selama tahun buku 2018, Perusahaan tidak melakukan aksi korporasi yang berdampak pada komposisi kepemilikan saham, harga dan kinerja saham PEPC. Laporan ini tidak mengungkapkan informasi mengenai rasio pemecahan (stock split), penggabungan saham (reverse stock), dividen saham, saham bonus, dan perubahan nilai nominal saham, jumlah saham beredar sebelum, dan sesudah aksi korporasi, serta harga saham sebelum dan sesudah aksi korporasi.

PT Pertamina EP Cepu (PEPC) is a non-listed Limited Liability Company and has never listed Company shares in any Stock Exchanges. This report does not disclose stock prices and performance information which comprises total outstanding shares, market capitalization based on prices at the Stock Exchange where shares are listed, the highest and lowest stock prices, and closure based on the Stock Exchange where shares are listed, volume of share trading at the Stock Exchange where the shares are listed.

During the fiscal year 2018, the Company did not take any corporate actions that affected the composition of share ownership, prices and performance of PEPC shares. This report does not disclose information about the stock split, reverse stock, stock dividends, bonus shares, and changes in the nominal value of shares, the number of outstanding shares before, and after corporate action, as well as stock prices before and after corporate action.

IKHTISAR OPERASIONALOPERATIONAL HIGHLIGHTS


Produksi (Barel) 76,209,693 74,285,165 62,624,750 26,094,071 11,218,400 Production (Barrels)

PEPC Share (45%) (Barel)

34,294,362 33,428,525 28,181,137 11,742,332 5,048,280 PEPC Share (45%) (Barrels)

Laporan Keuangan Perusahaan Bulanan (Hari)

≤ 7 hari < 7 Hari < 7 Hari < 7 Hari < 7 Hari Monthly Company Financial Report

(Days)

Laporan Keuangan Audited (Maret)

< Maret < Maret < Maret < Maret < Maret Audited Financial Report (March)

Rancangan RKAP (Agustus)

< Agustus < Agustus < Agustus < Agustus < Agustus Draft WP&B (August)

Tingkat Kesehatan Perusahaan

Sehat AAA Sound AAA

Sehat AASound AA

Sehat AASound AA

Sehat ASound A

Sehat AASound AA

Company Soundness Level





INFORMASI MENGENAI OBLIGASI, SUKUK ATAU OBLIGASI KONVERSIINFORMATION ABOUT BONDS, SUKUK OR CONVERTIBLE BONDS

PENGHENTIAN SEMENTARA DAN/ATAU PENGHAPUSAN PENCATATAN SAHAMSUSPENSION AND/OR DELISTING OF SHARES

Selama tahun 2018, PEPC tidak pernah menerbitkan obligasi / sukuk / obligasi konversi. Laporan ini tidak mengungkapkan informasi mengenai obligasi. Sukuk atau obligasi konversi yang masih beredar dalam dua tahun buku terakhir, mencakup tingkat bunga/imbalan, tanggal jatuh tempo dan peringkat obligasi/sukuk tahun buku 2017 serta 2016.

PEPC adalah Perseroan Terbatas tertutup dan tidak pernah mencatatkan saham Perusahaan di Bursa Saham/Bursa Efek manapun. Dengan demikian Perusahaan tidak pernah dihadapkan pada penghentian sementara perdagangan saham (suspension) dan/atau penghapusan pencatatan saham (delisting) dalam tahun buku.

During 2018, PEPC never issued bonds / sukuk/ convertible bonds. This report does not disclose information about bonds. Sukuk or convertible bonds that are still outstanding in the last two fiscal years, including the interest/yield rates, maturity dates and ratings of bonds/sukuk for the fiscal years 2017 and 2016.

PEPC is a non-listed Limited Liability Company and has never listed the Company’s shares in any Stock Exchanges. Therefore the Company has never been faced with a suspension of stock trading and/or the elimination of delisting in the fiscal year.





LAPORAN MANAJEMENMANAGEMENT REPORT

PEPC pada tahun 2018 mencatatkan kinerja positif, dengan pencapaian volume produksi minyak pada Lapangan Banyu Urip yang melebih target. Perusahaan terus mengembangkan kegiatan eksplorasi, pengembangan, maupun produksi minyak dan gas bumi (migas) Blok Cepu, sehingga dapat berkontribusi lebih besar pada produksi migas nasional.

PEPC recorded a positive performance in 2018, with the achievement of oil production volume that exceeded the target in Banyu Urip Field. The company continues to expand oil & gas exploration, development and production activities of Cepu Block to be able to contribute more to national oil & gas production.





LAPORAN DEWAN KOMISARIS BOARD OF COMMISSIONERS’ REPORT

Para Pemegang Saham yang terhormat.Selamat datang di Laporan Tahunan 2018.

Puji dan syukur kita panjatkan bersama kepada Allah SWT, Tuhan Yang Maha Esa. Atas perkenan-Nya, kita bersama-sama dapat melewati tahun 2018 dengan kinerja PEPC yang maksimal.

Melalui Laporan Tahunan ini, Dewan Komisaris menyampaikan Laporan terkait pelaksanaan tugas dan tanggung jawab pengawasan. Secara umum Dewan Komisaris menilai Direksi telah mengurus Perusahaan dengan baik sehingga bersama dengan Kontaktor Kontrak Kerja sama (KKKS) lain di Blok Cepu, dapat mengoptimalkan produksi minyak dari Lapangan Banyu Urip, serta memastikan proyek pengembangan Lapangan Gas Unitisasi Jambaran – Tiung Biru (JTB) terlaksana dengan baik.

Praise and gratitude to Allah SWT, God Almighty, for upon His blessings we managed to achieve maximum performance during the year 2018.

Through this Annual Report, the Board of Commissioners delivers Reports related to the implementation of oversight duties and responsibilities. The Board of Commissioners in general viewed the Board of Directors to have properly managed the Company, which along with other Contractors of Production Sharing Contract (PSC) in Cepu Block, were able to optimize oil production from Banyu Urip Field, and ensured that the Jambaran - Tiung Biru (JTB) Unitization Gas Field development project to be properly implemented.

Dear Shareholders. Welcome to the Annual Report 2018.





Tentu saja hal tersebut menjadi catatan menggembirakan di tengah belum terlalu membaiknya situasi ekonomi makro global, yang masih mengalami tekanan cukup berat hingga berpengaruh terhadap realisasi pertumbuhan ekonomi nasional. Tahun 2018, realisasi angka pertumbuhan nasional hanya 5,2% yang artinya masih meleset dari target APBN 2018 sebesar 5,4%.

Tekanan bagi perekonomian Indonesia semakin berat, karena pada tahun 2018 dihadapkan dengan realisasi nilai tukar rupiah terhadap dolar Amerika Serikat (USD) yang mencatat realisasi kurs rupiah Rp14.247 per USD, tak sesuai target Anggaran Pendapatan dan Belanja Negara (APBN) sebesar Rp13.400 per USD. Secara tidak langsung hal ini juga berpengaruh pada keuangan Perusahaan, mengingat sebagian besar transaksi dilaksanakan dalam denominasi USD.

Namun, dengan kerja keras bersama dan dukungan Pemegang Saham serta pemangku kepentingan lain, PEPC mampu menjawab tantangan yang ada. Perusahaan bersama dengan KKKS pemegang hak partisipasi (participating interest atau PI) Lapangan Banyu Urip Blok Cepu, kini memiliki kontribusi besar bagi produksi minyak nasional, dengan rata-rata volume produksi di atas 200.000 BOPD.

Komitmen kuat dari insan PEPC dan dukungan PT Pertamina (Persero) sebagai Pemegang Saham, mendorong Pemerintah memberikan kepercayaan besar untuk melaksanakan proyek pengembangan Lapangan Gas Unitisasi JTB. Dukungan Pemerintah diwujudkan dengan menunjuk PEPC sebagai operator Lapangan Gas Unitisasi JTB dan menjadikan proyek tersebut sebagai Proyek Strategis Nasional (PSN).

PENILAIAN TERHADAP KINERJA DIREKSI DAN PANDANGAN ATAS PROSPEK USAHAPara Pemegang Saham yang terhormat.Secara umum Dewan Komisaris telah melaksanakan tanggung jawab pengawasan dan memberikan masukan, saran serta nasihat kepada Direksi. Dinamika pergantian Dewan Komisaris selama periode pelaporan, tidak mengurangi komitmen masing-masing anggota Dewan Komisaris untuk melaksanakan tugas dan tanggung jawabnya.

It was undoubtedly an encouraging achievement amidst the global macroeconomic situation that had not fully recovered and was still experiencing considerable pressure that affected the realization of national economic growth. In 2018, the national growth rate was only 5.2%, which indicated the realization still missed the target of State Budget 2018, which was at 5.4%.

The pressure on the Indonesian economy was increasingly heavier, because it was faced with the exchange rate of rupiah realization in 2018 against the US dollar (USD) was recorded at IDR14,247 per USD, which did not meet the State Budget (APBN) target of IDR13,400 per USD. It also indirectly affected the Company's finances, considering that most transactions has been carried out in USD denominations.

However, with collective hard work and support of Shareholders and other stakeholders, PEPC was able to adress the challenges. The company, along with PSC contractors with participating interest (PI) in Banyu Urip Field, Cepu Block, currently has a large contribution to national oil production, with an average production volume above 200,000 BOPD.

The strong commitment from PEPC people and the support of PT Pertamina (Persero) as shareholder, prompted the Government to entrust PEPC with the execution of JTB Gas Unitization Gas Field development project. The Government’s support was realized by appointing PEPC as the JTB Unitization Gas Field operator and making this project a National Strategic Project (PSN).

PERFORMANCE ASSESSMENT OF THE BOARD OF DIRECTORS AND VIEWS ON BUSINESS PROSPECTDear Shareholders.The Board of Commissioners in general has carried out its oversight responsibilities and provided input, suggestions and advices to the Board of Directors. The dynamics of the Board of Commissioners' replacement during the reporting period did not diminish the commitment of each member of the Board of Commissioners to perform their duties and responsibilities.





Dari apa yang telah dilaksanakan Direksi selama tahun 2018, Dewan Komisaris berpendapat, Direksi telah melaksanakan tugas dan tanggung jawabnya dengan baik dalam mengurus PEPC. Keandalan Direksi menjadikan kinerja Perusahaan selama tahun 2018 memperlihatkan peningkatan signifikan dibanding tahun 2017.

Dalam hal produksi minyak, Direksi mampu mendorong Perusahaan dan mitra KKKS lain pemegang hak partisipasi Lapangan Banyu Biru Blok Cepu, untuk meningkatkan produksi minyak. Volume produksi minyak dari Lapangan Banyu Urip pada tahun 2018 mencapai rata-rata 208.793,7 BOPD (atau 93.957,2 BOPD share 45% PEPC), bertambah dibanding tahun 2017 sebesar rata-rata 203.521,9 BOPD (atau 91.584,9 BOPD share 45% PEPC). Peningkatan produksi minyak berpengaruh pada peningkatan perolehan Laba Bersih per 31 Desember 2018 menjadi USD842,40 juta, seiring meningkatnya perolehan Pendapatan Usaha dari hasil penjualan minyak menjadi USD1.779,01 juta per 31 Desember 2018 dari semula USD1.329 juta pada tahun 2017.

Dewan Komisaris menilai, Direksi juga telah berhasil menerapkan aspek kesehatan, keselamatan, keamanan dan lingkungan (HSSE) dalam kegiatan operasi yang dijalankan selama tahun 2018. Dewan Komisaris menghargai respon cepat Direksi pasca kejadian fatality dalam kecelakaan kerja pada 30 Juli 2017, dengan melakukan program peningkatan HSSE sehingga pada tahun 2018 dapat mencegah terjadinya kecelakaan kerja fatal maupun yang bersifat Loss Time Accident (LTA), Restricted Work Case (RWC) dan Medical Treatment Case (MTC).

Direksi juga dinilai telah menunjukkan komitmen besarnya pada pelaksanaan tanggung jawab sosial dan lingkungan (TJSL), melalui realisasi biaya Pengembangan dan Pemberdayaan Masyarakat (PPM) Rp6,25 miliar. Biaya tersebut digunakan untuk pelaksanaan program-program PPM di Kabupaten Bojonegoro dan Kabupaten Blora. Pelaksanaan program PPM selama tahun 2018 juga mendapatkan apresiasi dari masyarakat, melalui pelaksanaan survei kepuasan masyarakat (CSI atau community satisfaction index) yang mencapai nilai 3,8 dari skala 5. Hasil ini menandakan masyarakat puas terhadap program PPM Perusahaan.

Due to the Board of Directors’ performance during 2018, the Board of Commissioners viewed, that the Board of Directors has properly conducted its duties and responsibilities in managing PEPC. The reliability of the Board of Directors has resulted in the Company's performance during 2018 show a significant increase compared to 2017.

In terms of oil production, the Board of Directors managed to encourage the Company and other PSC partners as holders of participating interest in in Banyu Biru Field, Cepu Block, to increase oil production. The volume of oil production from Banyu Urip Field in 2018 reached an average of 208,793.7 BOPD (or 93,957.2 BOPD of 45% PEPC share), an increase compared to 2017 at an average of 203,521.9 BOPD (or 91,584.9 BOPD of 45% PEPC share). The increase in oil production raised Net Profit as of December 31, 2018 to USD842.40 million, along with the increase in the Operating Revenues from oil sales of USD1,779.01 million as of December 31, 2018 from USD1,329 million in 2017.

The Board of Commissioners viewed that the Board of Directors also succeeded in applying health, safety, security and environment (HSSE) aspects in operations during 2018. The Board of Commissioners appreciated the Board of Directors' fast response following the fatality caused by workplace accident on July 30, 2017, through the implementation of HSSE improvement program that managed to prevent fatal workplace accidents as well as Loss Time Accident (LTA), Restricted Work Case (RWC) and Medical Treatment Case (MTC).

The Board of Directors was also considered to have demonstrated a great commitment to the social and environmental responsibility (SER) implementation, through the realization of Community Development and Empowerment (PPM) fund amounted to IDR6.25 billion. These funds were used to execute PPM programs in Bojonegoro Regency and Blora Regency. The PPM program implementation during 2018 also received appreciation from the community, as indicated by the results of community satisfaction survey (CSI or community satisfaction index) which reached 3.8 on a scale of 5. This result indicated that the community was satisfied with the PPM programs.





Dewan Komisaris menilai Direksi telah menempatkan rencana pengembangan dan prospek usaha PEPC dengan benar. Pengembangan Lapangan Gas Unitisasi Jambaran Tiung Biru (JTB) yang direncanakan mulai berproduksi tahun 2021 dengan potensi 192 MMSCFD, akan menjadi sumber perolehan Pendapatan yang signifikan bagi Perusahaan dan memperkuat posisi PEPC dalam rantai pasok migas nasional. Demikian pula dengan langkah Direksi memanfaatkan penjualan produk ikutan baik kondensat maupun asam sulfat cair, akan mendukung pengembangan usaha pada masa mendatang.

PENGAWASAN TERHADAP IMPLEMENTASI STRATEGI PERUSAHAAN Sesuai dengan Rencana Kerja dan Anggaran Perusahaan (RKAP) 2018, Direksi telah menetapkan enam strategi Perusahaan untuk memperoleh keuntungan berdasarkan prinsip-prinsip pengelolaan PEPC secara efektif dan efisien.

Terkait strategi pertama, yakni menerapkan operasi unggul berfokus pada budaya kesehatan dan keselamatan kerja (K3) secara konsisten, Dewan Komisaris telah melakukan pengawasan untuk memastikan budaya K3 telah dilaksanakan. Dewan Komisaris memastikan Direksi dan manajemen melaksanakan seluruh rekomendasi SKK Migas guna mencegah terjadinya kecelakaan kerja fatal.

Berkaitan strategi kedua, yakni menjadi operator gas Lapangan Gas Unitisasi JTB dengan menerapkan good engineering practices, Dewan Komisaris telah melakukan pengawasan untuk memastikan Direksi memilih praktik-praktik rekayasa yang baik. Terutama dalam hal pemilihan teknologi dan metode fasilitas pemrosesan gas/ Gas Processing Facility (GPF). Dewan Komisaris mendorong dan mengeluarkan rekomendasi agar Direksi melakukan komunikasi dengan SKK Migas terkait permasalahan maupun kendala yang timbul di lapangan.

Terkait strategi ketiga, yakni menjadi partner aktif yang menjunjung tinggi prinsip-prinsip kemitraan dan konstruktif memberikan solusi, Dewan Komisaris telah memastikan Direksi agar memenuhi kewajiban terhadap mitra kerja. Baik terhadap KKKS pemilik hak partisipasi Lapangan Banyu Urip Blok Cepu, maupun kepada kontraktor dalam proyek pengembangan Lapangan Gas Unitisasi JTB dan vendor dalam rantai pasok Perusahaan.

The Board of Commissioners considers that the Board of Directors has put the development plan and prospects of PEPC business correctly. The Jambaran Tiung Biru (JTB) Gas Unitization Field Development planned to start production in 2021 with a potential of 192 MMSCFD, will be a significant source of revenue for the Company and strengthen PEPC's position in the national oil and gas supply chain. Likewise with the steps of the Board of Directors utilizing sales of follow-up products, both condensate and liquid sulfuric acid, will support business development in the future.

SUPERVISION OF COMPANY STRATEGY IMPLEMENTATIONIn accordance with the Corporate Work Plan and Budget (WP&B) 2018, the Board of Directors has established six Company strategies to gain profits based on the principles of managing PEPC effectively and efficiently.

Regarding the first strategy, which is implementing operational excellence focusing on occupational health and safety (OHS) culture consistently, the Board of Commissioners has conducted oversight to ensure that OHS culture has been carried out. The Board of Commissioners ensured the Board of Directors and management carry out all recommendations from SKK Migas to prevent fatal workplace accidents.

Regarding the second strategy, which is to become the gas operator for JTB Gas Unitization Field by implementing good engineering practices, the Board of Commissioners has conducted oversight to ensure the Board of Directors choose good engineering practices. Especially in terms of selecting technology and methods of gas processing facilities (GPF). The Board of Commissioners has encouraged and issued recommendations for the Board of Directors to communicate with SKK Migas on issues and obstacles that arise at the site.

Regarding the third strategy, which is to become an active partner who upholds the partnership principles and provides constructive solutions, the Board of Commissioners has ensured that the Board of Directors fulfilled its obligations to business partners. Both PSC holding participating rights in Banyu Urip Field of Cepu Block, as well as the contractors in JTB Unitization Gas Field development project and vendors in the Company's





Dewan Komisaris telah mengeluarkan surat keputusan terkait pembayaran cash call yang menjadi hak badan usaha milik daerah (BUMD) anggota Badan Kerja sama PI Blok Cepu, setelah menyerahkan hak partisipasi proyek pengembangan Lapangan Gas Unitisasi JTB kepada PEPC.

Berkaitan dengan strategi ke-empat, yakni menghasilkan pertumbuhan berkelanjutan dengan meningkatkan Pendapatan setiap tahun, Dewan Komisaris memastikan Direksi agar mendorong KKKS pada Lapangan Banyu Urip Blok Cepu untuk mengoptimalkan tingkat produksi. Dewan Komisaris juga mengawasi agar Direksi menerapkan efisiensi untuk menekan beban usaha dan beban operasional, sehingga potensi Pendapatan dapat dimaksimalkan.

Terkait dengan strategi ke-lima, yakni memanfaatkan sistem informasi dan teknologi terkini untuk mendorong efisiensi dan transparansi operasi, Dewan Komisaris telah memastikan Direksi mengembangkan Fungsi Information & Communication Technology (ICT). Berbagai program dan kegiatan yang telah dilaksanakan, memperlihatkan pengembangan ICT mampu meningkatkan efisiensi dan integrasi yang terbangun antar unit/fungsi kerja termasuk dengan SKK Migas maupun PT Pertamina (Persero) semakin meningkatkan transparansi operasi.

Berkaitan dengan strategi ke-enam, yakni membangun struktur organisasi terintegrasi dengan proses bisnis bermodalkan SDM yang kompeten, profesional sehingga memberikan nilai tambah yang mendukung pencapaian standar operational excellence, Dewan Komisaris telah melakukan fungsi pengawasan dan mendapatkan masih ada posisi-posisi strategis yang vacant. Hal ini tentu berpotensi menganggu kinerja Perusahaan, sehingga Dewan Komisaris telah berkomunikasi dengan Pemegang Saham agar segera menetapkan pejabat perusahaan definitif pada posisi-posisi vacant. Pada saat bersamaan Dewan Komisaris mendorong Direksi mengoptimalkan manajemen untuk meningkatkan kinerja Perusahaan.

supply chain. The Board of Commissioners has issued a decree concerning cash call payments that are the rights of regional-owned enterprises (BUMD) members of the Cepu Block PI Cooperation Agency, after handing over the participating rights to JTB Unitization Gas Field development project to PEPC.

Regarding the fourth strategy, which is to achieve sustainable growth by increasing revenues every year, the Board of Commissioners ensured that the Board of Directors advised PSC in Banyu Urip Field, Cepu Block, to optimize level of production. The Board of Commissioners also oversees the Board of Directors on efficiency implementation to reduce business and operating expenses, in order to maximize revenue potential.

Regarding the fifth strategy, which is utilizing the latest information and technology systems to boost efficiency and transparency of operations, the Board of Commissioners ensured that the Board of Directors has developed Information & Communication Technology (ICT) function. Various programs and activities that have been carried out, showed that ICT development managed to increase the efficiency and integration between work units/functions including SKK Migas and PT Pertamina (Persero) to further enhance transparency of operations.

Regarding the sixth strategy, namely building an organizational structure integrated with business processes with competent, professional HR so as to provide added value that supports the achievement of operational excellence standards, the Board of Commissioners has carried out a supervisory function and has vacant strategic positions. This certainly has the potential to disrupt the Company's performance, so that the Board of Commissioners has communicated with the Shareholders to immediately assign definitive company officials to vacant positions. At the same time the Board of Commissioners encouraged the Directors to optimize management to improve the Company's performance.





PANDANGAN ATAS PENERAPAN TATA KELOLA DAN PENERAPAN WBS Para Pemegang Saham yang terhormat.Seperti telah diuraikan pada penjelasan sebelumnya, Dewan Komisaris berpandangan bahwa Direksi telah menunjukkan komitmennya dalam penerapan tata kelola di lingkungan PEPC. Hal ini telah dibuktikan dari hasil penilaian penerapan GCG untuk tahun buku 2018, yang dilakukan BPKP. Penilaian menggunakan kriteria dan metodologi yang diatur dalam Surat Keputusan Sekretaris Kementerian BUMN No.SK- 6/S.MBU/2012 tanggal 6 Juni 2012.

Ada enam aspek penilaian, yakni Komitmen terhadap Penerapan Tata Kelola Berkelanjutan; Pemegang Saham dan Rapat Umum Pemegang Saham (RUPS)/Pemegang Modal; Dewan Komisaris/Dewan Pengawas; Direksi; Pengungkapan Informasi dan Transparansi; dan Aspek lainnya. Hasil penilaian memperlihatkan skor PEPC adalah 80,88 dari total bobot 100,00 naik dari skor sebelumnya yaitu 78,13 sehingga menandakan penerapan GCG telah berjalan dengan BAIK.

Dewan Komisaris menghargai kesungguhan Direksi untuk mendorong semua pejabat Perusahaan yang wajib menyampaikan Laporan Harta Kekayaan Penyelenggara Negara (LHKPN), untuk melaksanakan kewajibannya. Secara keseluruhan ada 40 pejabat PEPC yang wajib menyampaikan LHKPN dan seluruhnya telah menyampaikan LHKPN kepada pihak berwenang. Capaian ini menjadikan PEPC sebagai salah satu Anak Perusahaan PT Pertamina (Persero) terbaik dalam hal memenuhi kewajiban pelaporan LHKPN.

Dewan Komisaris menilai bahwa Direksi telah berhasil menerapkan Kode Etik dan membangun integritas insan PEPC dengan baik. Hal ini diketahui dari tidak adanya pelaporan pelanggaran Kode Etik maupun hal-hal lain terkait korupsi, suap, gratifikasi dan benturan kepentingan yang disampaikan melalui sistem pelaporan pelanggaran whistleblowing system (WBS). Semua ini menjadi modal penting dalam mewujudkan visi menjadikan PEPC sebagai perusahaan migas berstandar kelas dunia.

VIEWS ON GOVERNANCE AND WBS IMPLEMENTATION

Dear Shareholders.As described in the previous explanation, the Board of Commissioners viewed that the Board of Directors has demonstrated its commitment in implementing governance within PEPC environment. This has been proven from the results of the GCG implementation assessment for fiscal year 2018, which was conducted by the BPKP. The assessment used the criteria and methodology stipulated in the Secretary of the Ministry of SOEs Decree No.SK-6/S.MBU/2012 dated June 6, 2012.

There were six aspects of assessment on Commitment to sustainable governance, namely the General Meeting of Shareholders (GMS); Board of Commissioners; Board of Directors; Information disclosure & transparency; and other aspect. The results of the assessment showed that the PEPC score was 80.88 out of 100.00, up from the previous score of 78.13, indicating GCG implementation was in GOOD category.

The Board of Commissioners appreciated the Board of Directors’ seriousness to encourage all Company officials required to submit the State Official Assets Report (LHKPN), to fulfill their obligations. There were a total of 40 PEPC officials required to submit LHKPN and all have submitted LHKPN to the authorities. This achievement makes PEPC as one of the best PT Pertamina (Persero) Subsidiaries in fulfilling LHKPN reporting obligations.

The Board of Commissioners considers that the Board of Directors has succeeded in implementing the Code of Conduct and building the integrity of PEPC personnel properly. It is known from the absence of reporting of violations of the Code of Conduct and other matters related to corruption, bribery, gratification and conflicts of interest that are conveyed through a whistleblowing system (WBS) reporting system. All of this is an important capital in realizing the vision of making PEPC a world-class standard oil and gas company.





PERUBAHAN KOMPOSISI ANGGOTA DEWAN KOMISARIS

Para Pemegang Saham yang terhormat.Seperti perusahaan lain yang dikelola secara profesional, PEPC juga dihadapkan pada dinamika terkait dengan pelaksanaan tata kelola, termasuk perubahan keanggotaan dan komposisi Dewan Komisaris. Selama periode pelaporan, terjadi beberapa perubahan keanggotaan dan komposisi Dewan Komisaris yang diputuskan dalam RUPS Sirkuler.

Ada tiga kali pergantian anggota Dewan Komisaris. Pertama adalah Keputusan RUPS Sirkuler 31 Januari 2018 yang memberhentikan dengan hormat Bapak Arief Budiman, Bapak Denie S Tampubolon dan Bapak Dody Priambodo, sebagai Dewan Komisaris. RUPS Sirkuler yang sama juga mengangkat Bapak Ardhy N. Mokobombang, Ibu Meidawati dan Bapak Toto Nugroho sebagai Dewan Komisaris.

Pergantian berikutnya adalah Keputusan RUPS Sirkuler 31 Agustus 2018, yang memberhentikan dengan hormat Bapak Ardhi Mokobambang dan mengangkat Bapak Gandhi Sriwidodo sebagai Komisaris Utama. Sebelumnya pada 22 Juni 2018, periode jabatan Bapak Iwan Faidi sebagai anggota Dewan Komisaris juga berakhir dan tidak diperpanjang.

Berdasar RUPS Sirkuler 07 Desember 2018, Pemegang Saham memberhentikan dengan hormat Bapak Toto Nugroho sebagai anggota Dewan Komisaris sehubungan dengan diangkatnya beliau menjadi Direksi PT Pelindo III. Sampai dengan 31 Desember 2018 PT Pertamina (Persero) sebagai Pemegang Saham belum mengangkat dan menetapkan pejabat baru sebagai anggota Dewan Komisaris. Dengan demikian sampai dengan akhir tahun 2018, keanggotaan Dewan Komisaris efektif berjumlah dua orang, yakni Bapak Gandhi Sriwidodo selaku Komisaris Utama dan Ibu Meidawati selaku Komisaris.

Seluruh dinamika yang berlangsung, tidak bisa dilepaskan dari dinamika tata kelola yang berlangsung di PT Pertamina (Persero) sebagai induk perusahaan. Pada sisi lain, dinamika yang terjadi tidak mengurangi komitmen masing-masing anggota Dewan Komisaris, untuk melaksanakan tugas dan tanggung jawab terkait fungsi pengawasan Dewan Komisaris.

CHANGES IN THE BOARD OF COMMISSIONERS’ COMPOSITIONDear Shareholders.Similar with other companies that are professionally managed, PEPC has also faced with the dynamics in governance implementation, including changes in membership and composition of the Board of Commissioners. During the reporting period, there were several changes to the membership and composition of the Board of Commissioners which were decided at the Circular GMS.

There were three changes of the Board of Commissioners’ members. The first Circular Resolution of GMS on January 31, 2018, honorably dismissed Mr. Arief Budiman, Mr. Denie S Tampubolon and Mr. Dody Priambodo, as the Board of Commissioners. The same Circular Resolution of GMS also appointed Mr. Ardhy N. Mokobombang, Mrs. Meidawati and Mr. Toto Nugroho as members of the Board of Commissioners.

The next change was made through Circular Resolution of GMS on August 31, 2018, which honorably dismissed Mr. Ardhi Mokobambang and appointed Mr. Gandhi Sriwidodo as President Commissioner. Previously on June 22, 2018, the term of office of Mr. Iwan Faidi as a member of the Board of Commissioners also ended and was not extended.

Based on the Circular GMS on December 7, 2018, the Shareholders honorably dismissed Mr. Toto Nugroho as member of the Board of Commissioners due to his appointment as Director of PT Pelindo III. As of December 31, 2018, PT Pertamina (Persero) as Shareholder has not appointed and authorized new officials as members of the Board of Commissioners. Thus until the end of 2018, there were two members of the effective Board of Commissioners, Mr. Gandhi Sriwidodo as President Commissioner and Mrs. Meidawati as Commissioner.

All dynamics were closely related to the dynamics of governance at PT Pertamina (Persero) as the parent company. On the other hand, these dynamics did not diminish the commitment of each member to perform their supervisory duties and responsibilities of the Board of Commissioners.





FREKUENSI DAN CARA PEMBERIAN NASIHAT KEPADA ANGGOTA DIREKSISelama periode pelaporan, Dewan Komisaris telah melaksanakan 10 kali rapat internal dan delapan kali rapat dengan Direksi. Dewan Komisaris juga menyelenggarakan dan menghadiri rapat dengan Komite Audit maupun pihak-pihak lain di Perusahaan. Rapat menjadi media efektif untuk melakukan tinjauan (review) dalam rangka pengawasan Direksi, serta memberikan saran, masukan maupun nasihat kepada Direksi.

Dewan Komisaris juga telah melakukan empat kali kunjungan kerja (Management Walk Through) selama tahun 2018. Seluruhnya ke proyek pengembangan Lapangan Gas Unitisasi JTB. Melalui kunjungan kerja, Dewan Komisaris melihat langsung pelaksanaan dan perkembangan proyek strategis nasional tersebut, serta melakukan tinjauan dan memberikan masukan maupun nasihat kepada Direksi terkait proyek tersebut.

Sebagai tindak lanjut dari kunjungan ke proyek pengembangan Lapangan Gas Unitisasi JTB, Dewan Komisaris berpendapat perlu adanya pengawasan lebih intensif atas pelaksanaan proyek strategis nasional tersebut. Untuk itu, pada 10 Desember 2018, Dewan Komisaris telah membentuk Komite Investasi, yang akan membantu Dewan Komisaris dalam hal pengawasan atas setiap perkembangan proyek.

PENUTUPPara Pemegang Saham yang terhormat.Demikianlah Laporan yang disampaikan Dewan Komisaris, terkait dengan pelaksanaan tugas dan tanggung jawab pengawasan. Akhir kata, izinkan Dewan Komisaris menyampaikan terima kasih dan rasa hormat setinggi-tingginya, kepada semua pihak yang telah membantu pelaksanaan tugas dan tanggung jawab Dewan Komisaris selama tahun 2018.

Jakarta, 3 Mei 2019Jakarta, May 3, 2019

Gandhi Sriwidodo

Komisaris UtamaPresident Commisioners

FREQUENCY AND METHOD OF PROVIDING ADVICE TO MEMBERS OF THE BOARD OF DIRECTORSDuring the reporting period, the Board of Commissioners has conducted 10 internal meetings and eight meetings with the Board of Directors. The Board of Commissioners also organized and attended meetings with the Audit Committee and other parties at the Company. Meetings are an effective medium for reviewing the oversight on the Board of Directors, as well as providing recommendation, input and advice to the Board of Directors.

The Board of Commissioners has also conducted four Management Walk Through visits during 2018. All of them were visits to JTB Unitization Gas Field development project. Through such working visits, the Board of Commissioners directly saw the implementation and development of the national strategic project, as well as reviewed and provided input and advice to the Board of Directors regarding the project.

As a follow up of site visit to the JTB Unitization Gas Field development project, the Board of Commissioners believes that there is a need for more intensive supervision of the national strategic project implementation. Therefore, on December 10, 2018, the Board of Commissioners has established an Investment Committee, which will assist the Board of Commissioners in overseeing each project development.

CLOSINGDear Shareholders.This Report is presented by the Board of Commissioners on the implementation of oversight duties and responsibilities. Allow us, the Board of Commissioners, to express our highest gratitude and appreciation, to all parties who have helped carry out our duties and responsibilities during the year 2018.





LAPORAN DIREKSI BOARD OF DIRECTORS’ REPORT

Puji dan syukur kita panjatkan ke hadirat Allah SWT, Tuhan yang Maha Esa. Hanya karena perkenan-Nya, kita bersama-sama bisa membawa PEPC melalui tahun 2018 dan menyelesaikan Laporan Tahunan ini.

Seperti diketahui bersama, sebagai Anak Perusahaan Hulu (APH) PT Pertamina (Persero), PEPC merupakan perpanjangan tangan Pertamina untuk mengelola Wilayah Kerja Blok Cepu. Wilayah kerja Blok Cepu berada di perbatasan Kabupaten Bojonegoro, Jawa Timur dan Kabupaten Blora, Jawa Tengah.

Potensi cadangan hidrokarbon di dalam Blok Cepu cukup besar yang terdiri dari beberapa struktur Minyak dan Gas. Hal ini terbukti dengan pencapaian produksi minyak dari

Praise and gratitude to Allah SWT, the Almighty God.For upon His blessing, we managed to carry PEPC to go through the year 2018 and completed this Annual Report.

As the Upstream Subsidiary (APH) of PT Pertamina (Persero), PEPC is an arm of Pertamina to manage Cepu Block Working Area. The working area of Cepu Block is located on the border of Bojonegoro Regency, East Java and Blora Regency, Central Java.

The hydrocarbon potential reserves in Cepu Block is fairly large, which consists of several oil and gas structures. It has been proven by the oil production from Banyu Urip

Para Pemegang Saham yang terhormat.Selamat datang di Laporan Tahunan 2018.Dear Shareholders. Welcome to the Annual Report 2018 of PEPC.





Lapangan Banyu Urip, yang dioperasikan Kontraktor Kontrak Kerja Sama (KKKS) mitra PEPC. Tingkat produksi pada tahun 2018 mencapai 208.793 BOPD atau 26,7% dari produksi minyak nasional tahun 2018 sebesar 778.000 BOPD.

STRATEGI DAN KEBIJAKAN STRATEGISPara Pemegang Saham yang terhormat.Sesuai Rencana Kerja dan Anggaran Perusahaan (RKAP) 2018, PEPC memiliki tujuan sebagaimana tercantum dalam Anggaran Dasar, yaitu memperoleh keuntungan berdasarkan prinsip-prinsip pengelolaan secara efektif dan efisien.

Upaya untuk merealisasikan tujuan tersebut diwujudkan melalui enam strategi Perusahaan: 1. Menerapkan Operational Excellence berfokus pada

budaya Kesehatan dan Keselamatan Kerja secara konsisten.

2. Menjadi Operator gas Lapangan Jambaran-Tiung Biru dengan menerapkan good engineering practices.

3. Menjadi Partner Aktif yang menjunjung tinggi prinsip-prinsip kemitraan dan konstruktif memberikan solusi.

4. Menghasilkan pertumbuhan berkelanjutan dengan

peningkatan Pendapatan setiap tahun. 5. Memanfaatkan sistem informasi dan teknologi terkini

untuk mendorong efisiensi dan transparansi operasi. 6. Membangun struktur organisasi terintegrasi dengan

proses bisnis bermodalkan SDM yang kompeten, profesional sehingga memberikan nilai tambah yang mendukung pencapaian standar operational excellence.

Pelaksanaan strategi didukung oleh kebijakan penyusunan Rencana Kerja dan Anggaran Perusahaan (RKAP), yang merupakan turunan (cascading) dari Rencana Jangka Panjang Perusahaan (RJPP) 2017 – 2022. Kebijakan lain adalah menyusun dan menerapkan Peta Jalan (Roadmap) Kinerja Ekselen PEPC 2018 – 2025, dengan menyertakan target pencapaian pada setiap tahunnya.

PERBANDINGAN ANTARA HASIL YANG DICAPAI DAN TARGETSejalan dengan penerapan RJPP dan Peta Jalan Kinerja Ekselen PEPC, Direksi telah menyusun RKAP 2018 yang kemudian diperbaharui menjadi RKAP 2018 Revisi. Dalam RKAP disusun target-target pencapaian masing-masing fungsi.

Field, which is operated by PEPC partners as Contractors of Production Sharing Contract (PSC). The production level in 2018 reached 208,793 BOPD or 26.7% of national oil production in 2018 of 778,000 BOPD.

STRATEGIES AND STRATEGIC POLICIESDear Shareholders.In accordance with the Corporate Work Plan and Budget (WP&B) 2018, PEPC has objectives stated in the Articles of Association, which is to gain profit based on the principles of effective and efficient management.

Efforts to realize these objectives are through the Company's six strategies:1. Implementing the Operational Excellence which

consistently focuses on the Occupational Health and Safety culture

2. To become a gas operator for Jambaran-Tiung Biru Field by implementing good engineering practices.

3. To Become an Active Partner who upholds the principles of partnership and provides constructive solutions.

4. To achieve sustainable growth by increasing income every year.

5. To utilize the latest information system and technology to enhance efficiency and transparency of operations.

6. To build integrated organizational structure with business process supported by competent, professional human resources to provide added value for the achievement of operational excellence.

Implementation of the strategies is supported by policies for preparation of the Corporate Work Plan and Budget (WP&B), which is cascaded from the Company Long Term Plan (RJPP) 2017-2022. Another policy is to prepare and implement the PEPC Performance Excellence Roadmap 2018-2025, by including annual achievement target every year.

COMPARISON BETWEEN ACHIEVEMENT AND TARGET

In line with the RJPP implementation and PEPC Performance Excellence Roadmap, the Board of Directors prepared the WP&B 2018 which was later updated into the Revised WP&B 2018. The WP&B set out achievement targets for each function.





Secara umum kinerja Perusahaan pada tahun 2018 memperlihatkan peningkatan dibanding tahun 2017, dan manajemen dapat merealisasikan target-target yang ditetapkan dalam RKAP. Realisasi produksi dan lifting minyak mentah dari Lapangan Banyu Urip bahkan melebihi target RKAP 2018 Revisi.• Realisasi rata-rata volume produksi minyak (PEPC

share 45%) mencapai 93.957 BOPD atau 103,69% dari target RKAP Revisi 90.616 BOPD.

• Realisasi rata-rata volume lifting minyak (PEPC share 45%) 94.191 BOPD, atau 104,26% dari target RKAP Revisi 90.344 BOPD.

• Realisasi penambahan cadangan P1 (PEPC share 45%) mencapai 41,80 MMBOE atau 125,65% dari target RKAP Revisi sebesar 33,27 MMBOE.

Peningkatan volume produksi dan lifting minyak serta relatif stabilnya harga minyak di pasar dunia yang berimbas positif pada Indonesia Crude Price (ICP), telah mendorong bertambahnya Pendapatan dan Laba Bersih pada tahun 2018. • Realisasi total Pendapatan pada tahun 2018 sebesar

USD1.799,01 juta, atau 102,68% dari target RKAP Revisi sebesar USD1.752,00 juta.

• Realisasi Laba Usaha tahun 2018 mencapai USD1.537,62 juta atau 105,86% dari target RKAP Revisi sebesar USD1.452,49 juta.

• Realisasi EBITDA pada tahun 2018 adalah USD1.678,15 juta atau 105,89% dari target RKAP Revisi sebesar USD1.584,84 juta.

Dalam hal pelaksanaan operasi unggul, Direksi memastikan Perusahaan telah merealisasikan hal-hal yang sudah ditargetkan dalam RKAP Revisi maupun Key Performance Indicators (KPI) setiap Fungsi. Komitmen Direksi untuk menerapkan aspek-aspek terkait Kesehatan dan Kecelakaan Kerja (K3), menjadikan PEPC mampu memenuhi target nihil kecelakaan kerja yang menyebabkan kematian.

Dalam hal pelaksanaan tanggung jawab sosial dan lingkungan (TJSL), Direksi juga telah dapat merealisasikan berbagai hal yang menjadi target pencapaian kinerja sepanjang tahun 2018.

In general, the Company's performance in 2018 showed improvement compared to 2017, and the management was able to realize the targets set out in the WP&B. The realization of crude oil production and lifting from Banyu Urip Field even exceeded the target in the Revised WP&B 2018.• Realization of the average oil production volume (PEPC

share of 45%) reached 93,957 BOPD or 103.69% of the revised WP&B target of 90,616 BOPD.

• Realization of average oil lifting volume (PEPC share of 45%) of 94,191 BOPD, or 104.26% of the Revised WP&B target at 90,344 BOPD.

• Realization of additional P1 reserves (PEPC share of 45%) reached 41.80 MMBOE or 125.65% of the Revised WP&B target at 33.27 MMBOE.

The increase in oil production and lifting volume as well as the relatively stable oil prices in the world market which have a positive impact on Indonesia Crude Price (ICP), have driven the increase in Revenue and Net Profit in 2018.

• Realization of Total Revenues in 2018 amounted to USD1,799.01 million, or 102.68% of the Revised WP&B target at USD1,752.00 million.

• Realization of Operating Profit in 2018 reached USD1,537.62 million or 105.86% of the Revised WP&B target at USD1,452.49 million.

• Realization of EBITDA in 2018 was USD1,678.15 million or 105.89% of the Revised WP&B target at USD1,584.84 million.

In the aspect of operational excellence implementation, the Board of Directors ensures that the Company has realized the targets in the Revised WP&B and Key Performance Indicators (KPI) for each Function. The Board of Directors' commitment to apply occupational health and safety (OHS) aspects, has enabled PEPC to meet the target of zero fatal accident.

In terms of implementing social and environmental responsibility (SER), the Board of Directors has also managed to realize various targets to be achieved throughout 2018.

Realisasi Laba Usaha tahun 2018 mencapai 105,86% dari target RKAP RevisiRealization of Operating Profit in 2018 reached 105.86% of Revised WP&B target





• Terkait aspek tanggung jawab produk, Perusahaan mampu meningkatkan nilai Indeks Kepuasan Pelanggan menjadi 4,1 dari skala 5 atau 117,14% dari target RKAP Revisi sebesar 3,5 dari skala 5.

• Terkait aspek pemberdayaan masyarakat, Perusahaan telah merealisasikan seluruh target termasuk pemanfaatan dana program Pengembangan dan Pemberdayaan Masyarakat (PPM) sebesar Rp6,25 miliar. Berbagai program PPM telah dapat meningkatkan angka Indeks Kepuasan Masyarakat sebesar 3,8 dari skala 5.

• Terkait aspek penanganan keluhan sosial, Perusahaan dapat menyelesaikan dengan baik 31 pengaduan masyarakat sehingga gejolak sosial di masyarakat terkait kegiatan operasi maupun pengembangan usaha PEPC dapat dicegah.

Namun demikian, Direksi juga mencatat ada beberapa hal yang patut menjadi perhatian bersama, demi perbaikan di masa mendatang. Direksi mencatat adanya keterlambatan pekerjaan Engineering dan Procurement oleh Kontraktor EPC di proyek pengembangan Lapangan Gas Unitisasi Jambaran – Tiung Biru (JTB). Realisasi kemajuan pekerjaan sampai dengan akhir tahun 2018 adalah 20,56% dari target 21,99%. Direksi berupaya agar keterlambatan tersebut tidak sampai mempengaruhi penyelesaian proyek secara keseluruhan yang direncanakan selesai pada 2021.

KENDALA YANG DIHADAPI PERUSAHAANPara Pemegang Saham yang terhormat.Pencapaian kinerja pada tahun 2018 tidak terlepas dari kerja sama semua pihak di PEPC, dalam menyikapi tantangan yang ada dan mengubahnya menjadi kesempatan.

Tantangan internal paling mendasar adalah ketidaklengkapan Direksi. Sampai dengan akhir tahun 2018, jumlah Direksi ada dua orang yakni, Direktur Utama dan Direktur Business Support, sementara Direktur Pengembangan dan Direktur Operasi dalam kondisi vacant. Selama masa vacant, Dewan Komisaris menetapkan Direktur Utama sebagai Pelaksana Tugas Harian (PTH) Direktur Pengembangan, sedang Direktur Business Support sebagai PTH Direktur Operasi.

Hal yang sama juga dihadapi pada pejabat Perusahaan tertentu. Sampai dengan akhir tahun 2018, ada beberapa posisi dan jabatan di PEPC yang masih vacant. Tentu saja

• Regarding the aspect of product responsibility, the Company was able to increase the score of Customer Satisfaction Index to 4.1 on a scale of 5 or 117.14% of the Revised WP&B target of 3.5 on a scale of 5.

• Regarding the aspect of community empowerment, the Company has realized all targets including uses of the development program and community empowerment (PPM) funds amounted to IDR6.25 billion. Various PPM programs have been able to increase the score of Community Satisfaction Index by 3.8 on a scale of 5.

• Regarding the aspect of social complaint handling, the Company managed to properly resolve 31 public complaints, which was able to prevent social upheaval in the community due to operations and business development of PEPC.

However, the Board of Directors also noted that there were several issues that required attention for future improvements. The Board of Directors noted that there was a delay in Engineering and Procurement work by the EPC Contractor in the development of Jambaran-Tiung Biru Unitization Gas Field (JTB). The realization of work progress by the end of 2018 was 20.56% of the target at 21.99%. The Board of Directors attempted to prevent the delay from affecting the overall project completion plan by 2021.

OBSTACLES FACED BY COMPANYDear Shareholders.Performance achievement in 2018 was the result of cooperation of all parties at PEPC, in addressing existing obstacles and turning them into opportunities

The most basic internal challenge is the incomplete composition of Directors. As of the end of 2018, there were two Directors, President Director and Business Support Director, while the Development Director and Operations Director posts were vacant. During the vacant period, the Board of Commissioners appointed the President Director as Acting (PTH) Development Director, while Business Support Director as Acting Operations Director.

The same conditions were also faced by certain company officials. Until the end of 2018, there were several positions and occupations in PEPC that were still vacant. This





kondisi ini berimbas pada tidak optimalnya kinerja pada Fungsi yang ada, karena sebagian di antaranya merupakan posisi dan jabatan strategis.

Direksi patut bersyukur, karena memasuki tahun 2019, Pemegang Saham telah menunjuk pejabat Direktur Pengembangan dan Direktur Operasi. Selain itu, beberapa posisi dan jabatan strategis di PEPC juga mulai terisi. Kondisi ini diharapkan akan membuat kinerja Perusahaan pada kurun waktu mendatang lebih baik lagi.

Salah satu tantangan PEPC adalah keterbatasan wilayah kerja yang hanya meliputi Blok Cepu. Pada sisi lain, Perusahaan dihadapkan pada kondisi bahwa PEPC bukan sebagai Operator dalam pengelolaan Blok Cepu dan hanya sebagai partner aktif dengan hak partisipasi 45% yang terikat Joint Operating Agreement (JOA), sehingga tidak semua kebijakan Perusahaan dapat diakomodir dalam pengelolaan Blok Cepu.

Selain itu PEPC belum memiliki proses bisnis optimal dan terintegrasi dalam bisnis gas, yang mencakup proses produksi, transportasi, dan komersialisasi. Kondisi yang dihadapi semakin berat karena PEPC baru mulai menerapkan sistem manajemen yang terintegrasi, sementara hubungan antar fungsi masih bersifat silo (terkotak-kotak) dengan sistem pengelolaan Sumber Daya Manusia (SDM) yang belum optimal.

Direksi berupaya mengelola kendala-kendala yang dihadapi dengan mengubahnya menjadi tantangan. Secara bertahap, Perusahaan berupaya menerapkan sistem manajemen terintegrasi dan menjadikan keterbatasan yang ada pada setiap fungsi/unit kerja sebagai tantangan dan diwujudkan sebagai target-target kinerja dalam RKAP yang disusun setiap tahun.

GAMBARAN TENTANG PROSPEK USAHAPara Pemegang Saham yang terhormat.Saat ini perolehan Pendapatan Perusahaan masih bersumber dari komersialisasi lifting minyak produksi Lapangan Banyu Urip, yang menjadi bagian participating interest (PI) PEPC sebesar 45%. Saat ini total produksi minyak dari Lapangan Banyu Urip sudah mencapai lebih dari 200.000 BOPD dan diyakini akan dapat terus dipertahankan dalam beberapa tahun mendatang.

condition certainly caused the performance of existing functions to be less optimal, due to some of them were strategic positions and occupations.

Board of Directors, are grateful, as by the start of 2019, the Shareholders have appointed officials for Development Director and Operations Director. In addition, several strategic positions and occupations at PEPC also began to be filled. This condition was expected to improve the Company's performance in the following period.

One of PEPC’s challenges is the limited working area that only covers Cepu Block. On the other hand, the Company is faced with the condition that PEPC is not the Operator in the Cepu Block management and is only an active partner with 45% participating rights that are bound by a Joint Operating Agreement (JOA), therefore not all Company policies can be accommodated in the the Cepu Block management.

In addition, PEPC does not yet have an optimal business process and is integrated in the gas business, which includes the production, transportation and commercialization process. The conditions faced were increasingly difficult as PEPC had just begun to implement an integrated management system, while the interfunction relations were still silo (disparate) with less optimized Human Resources (HR) management system.

The Board of Directors seeks to manage the obstacles by turning them into opportunities. Gradually, the Company implements an integrated management system and makes existing limitations in each function/work unit an opportunity and set them as performance targets in the WP&B that are prepared annually.

VIEWS ON BUSINESS PROSPECTDear Shareholders.Currently, the Company's revenue was still generated from the commercialization of oil lifting from Banyu Urip field, which is PEPC's share of participating interest (PI) of 45%. At present total oil production from Banyu Urip Field has reached more than 200,000 BOPD and was believed to be able to be maintained in the next few years.





Dengan tingkat harga minyak mentah dunia dan ICP yang relatif terkendali, prospek usaha PEPC diyakini cukup baik. Dengan penerapan program inovasi berkelanjutan (Continuous Improvement Program atau CIP), maka berbagai inovasi yang dilakukan akan berpengaruh pada produksi, efisiensi operasi dan biaya produksi per barel. Dengan demikian Perusahaan akan dapat memaksimalkan perolehan Pendapatan dari komersialisasi lifting minyak.

Prospek usaha PEPC akan semakin berkembang, bila proyek pengembangan Lapangan Gas Unitisasi JTB mulai berproduksi. Dengan potensi gas sales mencapai 192 MMSCFD dan kesepakatan Perjanjian Jual Beli Gas (PJBG) dengan PT Pertamina (Persero) pada harga keekonomian yang sudah ditandatangani untuk volume gas 172 MMSCFD serta dalam proses amandemen untuk penambahan potensi 20 MMSCFD, maka Perusahaan akan mendapatkan sumber perolehan Pendapatan yang signifikan.

Selain dari gas sales, potensi perolehan Pendapatan juga berasal dari produk ikutan kondensat, dan telah telah mendapatkan pasar potensial dengan PT Pertamina (Persero). Potensi perolehan Pendapatan lain adalah dari penjualan asam sulfat cair dan saat ini PEPC terus mencari pihak-pihak untuk membeli asam sulfat cair, dengan persetujuan SKK Migas.

Berdasarkan perencanaan yang telah dibuat dan disetujui SKK Migas, proyek pengembangan Lapangan Gas Unitisasi JTB akan mulai berproduksi pada pertengahan tahun 2021. Saat ini proses pekerjaan proyek masih berlangsung dan telah memasuki tahapan EPC GPF, beserta fasilitas pendukung termasuk akses jalan mandiri.

PENERAPAN TATA KELOLAPara Pemegang Saham yang terhormat.Direksi dan seluruh insan PEPC berkomitmen meningkatkan penerapan tata kelola perusahaan yang baik (GCG). Setiap dua tahun sekali Perusahaan melaksanakan penilaian penerapan GCG yang dilakukan Badan Pemeriksa Keuangan dan Pembangunan (BPKP).

Penilaian terakhir dilakukan pada tahun 2016 dan dilakukan kembali pada tahun 2018. Penilaian menggunakan kriteria dan metodologi yang diatur dalam Surat Keputusan Sekretaris Kementerian BUMN No.SK- 6/S.MBU/2012 tanggal 6 Juni 2012. Ada enam aspek

With the world crude oil prices and ICP relatively under control, PEPC believes that it has fairly good business prospect. With the implementation of Continuous Improvement Program (CIP), the innovations made will have an impact on production, efficiency in operations and production costs per barrel. Thus the Company will be able to maximize revenue from oil lifting commercialization.

The prospect of PEPC's business will continue to grow when JTB Unitization Gas Field development project starts production. With the potential of gas sales at 192 MMSCFD and the Gas Sale and Purchase Agreement (PJBG) agreement with PT Pertamina (Persero) at an economic price that has been signed for 172 MMSCFD gas volume and in the amendment process for additional potential of 20 MMSCFD, the Company will get significant source of revenue.

In addition to gas sales, the potential for revenue generation also comes from condensate byproduct, which already has a potential market with PT Pertamina (Persero). The potential for other revenues is from the sale of liquid sulfuric acid and currently PEPC continues to look for liquid sulfuric acid buyers, with the approval of SKK Migas.

Based on the plan that has been made and approved by SKK Migas, the JTB Unitization Gas Field development project will begin production in mid 2021. Currently the project work process is still ongoing and has entered the EPC GPF stage, along with supporting facilities including access road.

GOVERNANCE IMPLEMENTATIONDear Shareholders,The Board of Directors and all PEPC personnel are committed to improving the implementation of Good Corporate Governance (GCG). Every two years the Company’s GCG implementation is assessed by the Finance and Development Supervisory Agency (BPKP).

The last assessments was carried out in 2016 and 2018. The assessment uses the criteria and methodology set out in the Secretary of the Ministry of SOEs Decree No.SK-6/S.MBU/2012 dated June 6, 2012. There are six aspects of assessment, namely Commitment to implementation





penilaian, yakni Komitmen terhadap Penerapan Tata Kelola Berkelanjutan; Pemegang Saham dan Rapat Umum Pemegang Saham (RUPS)/Pemegang Modal; Dewan Komisaris/Dewan Pengawas; Direksi; Pengungkapan Informasi dan Transparansi; dan Aspek lainnya.

Hasil penilaian memperlihatkan Skor PEPC adalah 80,88 dari total bobot 100,00. Pencapaian tersebut lebih tinggi dibanding hasil penilaian tahun 2016 sebesar 78,13 dan menandakan penerapan GCG telah berjalan dengan BAIK.

Sebagai anak perusahaan PT Pertamina (Persero), pejabat perusahaan di lingkungan PEPC pada tingkat jabatan tertentu wajib menyampaikan Laporan Harta Kekayaan Penyelenggara Negara (LHKPN). Hal ini sesuai dengan ketentuan dalam Pedoman LHKPN No. 007/M00000/2017-S0 yang diratifikasi melalui RUPS 28 Mei 2018, yang merupakan tindak lanjut pelaksanaan Undang Undang No.28 Tahun 1999 Tentang Penyelenggaraan Negara yang Bersih dan Bebas dari Korupsi, Kolusi dan Nepotisme.

Secara keseluruhan ada 40 pejabat Perusahaan di lingkungan PEPC yang berkewajiban menyampaikan LHKPN. Direksi patut bersyukur, karena seluruh pejabat Perusahaan telah melaksanakan kewajibannya dengan menyampaikan LHKPN kepada Fungsi Internal Audit, Fungsi Human Capital, Fungsi Compliance PT Pertamina (Persero), untuk kemudian diteruskan kepada pihak berwenang.

Selain itu, PEPC juga menyediakan sistem pelaporan pelanggaran atau Whistleblowing System (WBS) untuk pelaporan pelanggaran Pedoman Perilaku & Etika Bisnis yang merupakan Kode Etik Perusahaan. WBS dapat diakses langsung oleh pemangku kepentingan. Sampai akhir periode pelaporan, tidak terdapat laporan

of sustainable governance; the General Meeting of Shareholders (GMS); Board of Commissioners; Board of Directors; Information disclosure & transparency; and other aspects.

The results of the assessment showed that PEPC score was 80.88 of the total 100. This achievement was higher than the results of assessment in 2016 at 78.13, which indicated that the GCG implementation was under GOOD category.

As a subsidiary of PT Pertamina (Persero), the company officials within PEPC environment at certain positions are required to submit a State Official Assets Report (LHKPN). It is in accordance with the provisions in the LHKPN Guidelines No. 007/M00000/2017-S0 which was ratified at the GMS on May 28, 2018, as a follow-up to the implementation of Law No.28 of 1999 concerning the Implementation of a Clean Government Administration and Free of Corruption, Collusion and Nepotism.

A total of 40 Company officials of PEPC who are required to submit LHKPN. The Board of Directors is grateful, because all Company officials have fulfilled their obligations by submitting LHKPN to the Internal Audit Function, Human Capital Function, PT Pertamina (Persero) Compliance Function, to be forwarded later to the authorities.

In addition, PEPC also provides a whistleblowing system (WBS) for reporting violations of the Code of Conduct & Business Ethics which is the Company's Code of Ethics. WBS can be accessed directly by stakeholders. Until the

PEPC mengalami peningkatan atas penilaian penerapan GCG sebesar 103,5% dari hasil penilaian tahun 2016

PEPC’s GCG implementation assessment increased by 103.5% from the assessment in 2016

“





pelanggaran Kode Etik maupun hal-hal lain terkait korupsi, suap, gratifikasi dan benturan kepentingan yang terjadi di lingkungan Perusahaan. Hal ini menandakan penerapan GCG telah terlaksana dengan baik di PEPC.

PERUBAHAN KOMPOSISI DIREKSI Selama tahun 2018, komposisi Direksi PEPC hanya terdiri atas Direktur Utama dan Direktur Business Support, sedangkan posisi jabatan Direktur Operasi dan Direktur Pengembangan masih vacant. Meski demikian dengan dukungan segenap manajemen, Pemegang Saham dan pemangku kepentingan lain, Direksi tetap dapat mengurus Perusahaan dengan baik. Selama periode pelaporan, tidak terjadi perubahan keanggotaan Direksi.

PENUTUPPara Pemegang Saham yang terhormat.Demikianlah Laporan yang disampaikan Direksi, sebagai gambaran atas informasi yang diungkapkan dalam Laporan Tahunan 2018 PEPC. Semoga apa yang disampaikan dalam Laporan Direksi dan Laporan tahunan ini, bisa memberikan gambaran tentang pencapaian kinerja Perusahaan sepanjang tahun 2018.

Akhir kata, kami selaku anggota Direksi hendak menyampaikan terima kasih kepada semua insan PEPC yang telah menunjukkan dedikasi dan loyalitas; serta kepada segenap pemangku kepentingan yang sudah memberikan dukungan pada program-program kerja Perusahaan. Direksi mengajak agar pencapaian positif selama tahun 2018 tidak membuat kita terlena, tapi menjadi penambah semangat untuk kinerja yang lebih baik lagi pada masa-masa mendatang.

Jakarta, 3 Mei 2019 Jakarta, May 3, 2019

Jamsaton NababanDirektur Utama

President Director

end of the reporting period, there were no reports of violations of the Code of Ethics or other matters related to corruption, bribery, gratification and conflicts of interest that occurred within the Company. This indicated that the GCG has been properly implemented at PEPC.

CHANGES IN THE BOARD OF DIRECTORS COMPOSITIONDuring 2018, the composition of the PEPC Directors consisted of the President Director and the Director of Business Support, while the position of Director of Operations and Director of Development was still vacant. However, with the support of all management, Shareholders and other stakeholders, the Directors can still take care of the Company properly. During the reporting period, there was no change in the Directors' composition.

CLOSINGDear Shareholders,This report is presented by the Board of Directors as an illustration of the information disclosed in the PEPC Annual Report 2018. We hope our message in the Board of Directors' Report and Annual Report, can provide an overview of the Company's performance achievements during 2018.

In conclusion, we as the Board of Directors, wish to thank all PEPC personnel who have displayed their dedication and loyalty; and to all stakeholders who have supported the Company's work programs. The Board of Directors would like to call on us not to be complacent after the positive achievement in 2018, may it become additional motivation for us to achieve better performance in the future.





SURAT PERNYATAAN ANGGOTA DIREKSI DAN ANGGOTA DEWAN KOMISARIS TENTANG TANGGUNGJAWAB ATAS LAPORAN TAHUNAN 2018 PEPC STATEMENT OF RESPONSIBILITY OF THE BOARD OF DIRECTORS AND THE BOARD OF COMMISSIONERS’ MEMBERS OVER THE PEPC ANNUAL REPORT 2018

Jakarta, 3 Mei 2019 | Jakarta, May 3, 2019

DEWAN KOMISARIS | Board of Commissioners

Ardhy MokobombangKomisaris Utama

President Commisioners31 Januari - 31 Agustus 2018 January 31 - August 31, 2018

MeidawatiKomisaris

Commisioners31 Januari - 11 Desember 2018

January 31 - December 11, 2018

Toto NugrohoKomisaris

Commisioners31 Januari-7 Desember 2018

Januari 31 - December 7, 2018

Iwan FaidiKomisaris Independen

Independent Commissioner1 Januari - 22 Juni 2018

January 1 - June 22, 2018

Gandhi SriwidodoKomisaris Utama

President Commisioners31 Agustus - 31 Desember 2018 August 31 - December 31, 2018

Arief BudimanKomisaris Utama

President Commisioners1 Januari - 31 Januari 2018

January 1 - January 31, 2018

Dody PriambodoKomisaris

Commisioners1 Januari - 31 Januari 2018


Denie S. TampubolonKomisaris

Commisioners1 Januari - 31 Januari 2018






Direksi | Directors

Jakarta, 3 Mei 2019 | Jakarta, May 3, 2019

Jamsaton NababanDirektur Utama

President Director

DesandriDirektur Business SupportDirector Business Support

DesandriPTH Direktur Operasi

Acting Operation Director

Jamsaton NababanPTH Director PengembanganActing Development Director





KESINAMBUNGAN TEMA CONTINUITY OF THEME

2017NEW GLANCE FOR THE FUTURE

Pada tahun 2017, Pertamina EP Cepu (PEPC) telah membuktikan diri sebagai perusahaan yang mampu tumbuh secara berkelanjutan. PEPC berhasil membukukan laba bersih sebesar USD662,2 juta atau meningkat meningkat 197,39% dibanding tahun 2016, sebesar USD222,2 juta. Pencapaian ini merupakan prestasi dan pendorong semangat untuk mampu menjadi lebih baik.Selain kinerja keuangan yang membaik, PEPC juga berhasil meningkatkan produksi hingga dua kali lipat dibanding tahun sebelumnya, yakni mencapai angka 203.521 BOPD.

In 2017, Pertamina EP Cepu (PEPC) has proven the company’s capability to achieve sustainable growth. PEPC managed to record net profit of USD662.2 million or increased by 197.39% from USD222.2 million in 2016. These accomplishments should be considered as achievement and encouragement to be able to go beyond. In addition to improving financial performance, PEPC has also succeeded to double production from the previous year, which reached 203,521 BOPD.

Tahun 2016 merupakan pembuktian bahwa Cepu Production Operation di Banyu Urip dapat memproduksi sesuai dengan kapasitas terpasang atau bahkan mempunyai potensi untuk melebihi dari design capacity/name plate design. Hal ini dicapai dengan memperhatikan lifting cost yang sangat terkontrol, baik dengan melakukan semua usaha internal PEPC maupun dengan Exxon Mobil sebagai partner, sehingga memberikan world class business performance melebihi yang diharapkan oleh Shareholder.

The year 2016 was a proof that Cepu Production operations in Banyu Urip have managed to produce according to the installed capacity or even are potentially able to exceed the design capacity/name plate design. This can be achieved by performing strict control over the lifting cost, both within all internal efforts of Pertamina EP Cepu as well as with EXXON MOBIL as partners, to give world class business performance beyond Shareholders’ expectation.

2016GEARING UP, TOWARDS WORLD-CLASS PROJECT





Tahun 2015 diwarnai dengan situasi yang kurang menguntungkan dan krisis yang melanda bisnis migas telah membuat terjadinya ketidakpastian ekonomi, fluktuasi harga minyak dan situasi pasar global yang tidak menentu. PT Pertamina EP Cepu sebagai salah satu pelaku bisnis migas tetap optimis menghadapi setiap tantangan dan melihat ke depan dalam menjalankan roda bisnisnya dengan melakukan transformasi strategi segala aspek.

PEPC semakin menunjukkan kualitas dan kapabilitas sebagai partner ExxonMobil Cepu Limited untuk mengelola Blok Cepu. Pertamina EP Cepu memberikan ide-ide terobosan yang sangat inovatif untuk meningkatkan produksi minyak dan gas Indonesia sebagai penyokong masa depan. Proyek Banyu Urip merupakan target utama dalam waktu dekat sebagai tulang punggung produksi minyak nasional melalui fasilitas produksi dengan teknologi yang muktahir.

The year 2015 was marked by unfavorable situations and crisis that hit the oil and gas business, which haveled to economic uncertainty, fluctuations in oil prices and uncertain global market situations. PT Pertamina EP Cepu as one of oil and gas business players remains optimistic in facing every challenge and looking forward to running its business by implementing transformation strategy in all aspects.

PEPC increasingly shows its quality and capability as a partner for Exxon Mobil Cepu Limited in the management of Cepu Block. PEPC contributes innovative breakthroughs to increase Indonesia’s oil and gas production as the mainstay in the future. The Banyu Urip Project is a main target in the near future as the backbone of national oil production through its facilities with the latest technology.

2016GEARING UP, TOWARDS WORLD-CLASS PROJECT

2015Delivering Sustainable Future Growth

2014Sharpening The Future





Blok Cepu adalah salah satu wilayah pertambangan minyak dan gas bumi (migas) dengan cadangan terbesar di Indonesia. Blok Cepu sudah dieksplorasi sejak tahun 1870 pada masa pemerintahan kolonial Belanda. Saat ini, tingkat produksi minyak mentah mencapai 220.137 BOPD dan produksi gas bumi 103 MMSCFD (angka produksi per 31 Desember 2018).

PROFIL PERUSAHAANCOMPANY PROFILE

Cepu Block is one of oil and gas mining areas with the largest reserves in Indonesia. Exploration in Cepu Block has been conducted since 1870 during the Dutch colonial rule. Currently, the crude oil production has reached 220,137 BOPD and natural gas production at 103 MMSCFD as of December 31, 2018.





SEKILAS PEPC PEPC at A Glance





Nama Name PT Pertamina EP Cepu

Nama SebutanCommon Name

PEPC

Tanggal PendirianDate of Incorporation

14 September 2005September 14, 2005

Bidang UsahaBusiness fields

Kegiatan usaha hulu minyak dan gas bumi (migas), meliputi eksplorasi dan eksploitasi, serta penjualan produksi migas hasil kegiatan usaha eksplorasi dan eksploitasi.Upstream oil and gas business activities, comprising exploration and exploitation, sale of oil and gas production from exploration and exploitation business activities.

Status PerusahaanCompany Status

Perseroan Terbatas Limited Liability Company

Anak Perusahaan PT Pertamina (Persero) Subsidiary of PT Pertamina (Persero)

KepemilikanShareholding

PT Pertamina (Persero) 99%

PT Pertamina Pedeve Indonesia 1%

Dasar Hukum PendirianLegal Basis of Establishment

Akte No. 5 tanggal 14 September 2005 dengan Notaris Marianne Vincentia Hamdani SH, disahkan oleh Menteri Hukum dan Hak Asasi Manusia dalam Surat Keputusan No.C-26131 HT.01.01.TH 2005 tanggal 21 September 2005 dan diumumkan dalam Tambahan Berita Negara Republik Indonesia Nomor 5 tanggal 17 Januari2006.Deed No. 5 dated September 14, 2005, by Notary Marianne Vincentia Hamdani SH, approved by Minister of Justice and Human Rights in Decree No. C-26131 HT.01.01.TH 2005 dated September 21, 2005 and announced in the Supplement of the State Gazette of the Republic of Indonesia Number 5 dated January 17, 2006.

Akte No 32 Perubahan Anggaran Dasar Perseroan Tanggal 18 April 2016.Deed No. 32 Amendment to the Company's Articles of Association dated April 18, 2016.

Modal DasarAuthorized Capital

Rp2.000.000.000,- (Dua miliar rupiah)Rp2,000,000,000 (two billion rupiah)

Modal Ditempatkan dan Disetor PenuhIssued and Paid up Capital

Rp500.000.000,- (Lima ratus juta rupiah)Rp500,000,000 (five million rupiah)

Wilayah KerjaWorking Area

Wilayah Kerja Minyak dan Gas Bumi Blok Cepu, mencakup wilayah Kabupaten Bojonegoro dan Kabupaten Tuban, Provinsi Jawa Timur dan Kabupaten Blora, Provinsi Jawa Tengah.Cepu Block Oil and Gas Working Area covers Bojonegoro Regency and Tuban Regency, East Java Province and Blora Regency, Central Java Province.

Total PekerjaTotal Employees

Dewan Komisaris, Direksi & Komite Audit : 4 Board of Commissioners, Board of Directors and Investment Committee: 4

Pekerja Perbantuan Pertamina : 57 Pertamina Secondment Employees: 57

Pekerja PWTT Perbantuan AP : 16 Subsidiary Secondment of Permanent Employees (PWTT): 16

Pekerja PWTT Direct Hire : 57 Direct Hire Permanent Employees (PWTT): 57

Pekerja Waktu Tertentu (PWT) : 110 Non-permanent Employees: 110

Secondee dari EMCL: 0 Secondee from EMCL: 0

Kantor PusatHead Office

Gedung Patra Jasa, lantai 5th-7th,13th-14th

Jl. Gatot Subroto, Kav. 32- 34 Jakarta Selatan 12950 Telp. + 62 21 52900900 Fax. +62 21 52900597

Patra Jasa Building, 5th-7th,13th-14th

Jl. Gatot Subroto, Kav. 32-34 South Jakarta 12950Tel. + 62 21 52900900Fax. +62 21 52900597

Kantor LapanganSite Office

The Residence - PT Pertamina EP CepuJl. Raya Bojonegoro - Cepu Km.17Desa Talok, Kecamatan KalitiduKabupaten Bojonegoro, IndonesiaPhone. 0353-880470

The Residence - PT Pertamina EP CepuJl. Raya Bojonegoro - Cepu Km. 17Talok Village, Kalitidu DistrictBojonegoro Regency, IndonesiaPhone: + 62-353-880470

Website http://pepc.pertamina.com/

E-mail [email protected]

VP Legal & RelationsPT Pertamina EP CepuGedung Patra Jasa, lantai 5Jl. Gatot Subroto, Kav. 32- 34 Jakarta 12950Telp. + 62 21 52900900 Fax. +62 21 [email protected]

VP Legal & RelationsPT Pertamina EP CepuPatra Jasa Building, 5th floorJl. Gatot Subroto, Kav. 32-34 Jakarta 12950Tel. + 62 21 52900900Fax. +62 21 [email protected]

Informasi lebih lanjut mengenai Perusahaan silakan menghubungi:

For further information about the Company please contact:





RIWAYAT SINGKAT PERUSAHAAN BRIEF HISTORY OF THE COMPANY

PT Pertamina EP Cepu (PEPC) didirikan pada 14 September 2005 sebagai anak perusahaan PT Pertamina (Persero). Pembentukan PEPC tidak terlepas dari pelaksanaan Undang-Undang Nomor 22 Tahun 2001 tentang Minyak dan Gas Bumi serta Peraturan Pemerintah (PP) Nomor 31 Tahun 2003 tentang Pengalihan Bentuk Pertamina menjadi Perusahaan Perseroan (Persero).

Jika melihat sejarah, keterlibatan PEPC dalam mengelola Blok Cepu di perbatasan Jawa Timur dan Jawa Tengah, tidak terlepas dari sejarah panjang penemuan cadangan minyak pada sekitar tahun 1879. Blok Cepu meliputi wilayah Kabupaten Bojonegoro dan Kabupaten Blora. Blok Cepu dieksplorasi pertama kali oleh perusahaan minyak Royal Ducth/Shell DPM asal Belanda dan kemudian ditinggalkan pasca-perang dunia kedua.

PT Pertamina EP Cepu or PEPC was founded on September 14, 2005 as a subsidiary of PT Pertamina (Persero). PEPC was established based on Law Number 22 of 2001 on Oil and Gas, and Government Regulation (PP) Number 31 of 2003 on the transformation of Pertamina to a Corporation. Both of these provisions mandated that PT Pertamina (Persero) no longer hold a Mining Concession.

Historically, PEPC’s involvement in managing Cepu Block on the bordering area of East Java and Central Java was closely related with the long history of oil reserve discovery in 1879. Cepu Block covers Bojonegoro and Blora regencies. The block was first explored by oil company Royal Dutch/Shell DPM from the Netherlands, which later was abandoned post the second world war.





Pasca-kemerdekaan, konsesi Blok Cepu dimiliki PT Humpuss Patragas, yang beralih ke ExxonMobil, perusahaan minyak mentah dan gas bumi (migas) asal Amerika Serikat yang kemudian membentuk Mobil Cepu Ltd (MCL) yang menjadi salah satu KKKS Blok Cepu dan Operator Blok saat ini. Survei seismik pada tahun 2001 mendapatkan temuan minyak mentah dengan volume total sebanyak 1.478 miliar barel dan gas 8,14 miliar kaki kubik di Lapangan Banyu Urip.

Berdasarkan PP No. 35/2004 tentang Kegiatan Usaha Hulu Minyak dan Gas Bumi, kontrak-kontrak Pertamina Technical Assistant Contract (TAC) dan Enhanced Oil Recovery (EOR) beralih ke PT Pertamina (Persero) dan wilayah bekas kontrak tersebut tetap merupakan bagian wilayah kerja PT Pertamina (Persero). Dengan demikian TAC Blok Cepu seharusnya menjadi WKP PT Pertamina (Persero).

Namun berikutnya, Pemerintah menerbitkan PP No. 34/2005 tentang Perubahan atas PP No. 35/2004 mengenai Kegiatan Usaha Hulu Minyak dan Gas Bumi. Sesuai ketentuan tersebut, Kontrak TAC Blok Cepu dapat diubah ke Kontrak Kerja Sama (KKS) sehingga ditandatangani KKS untuk Wilayah Kerja Blok Cepu antara Pemerintah (melalui BP Migas) dan Kontraktor (PEPC, MCL dan Ampolex) serta disetujui oleh Menteri Energi dan Sumber Daya Mineral. Pada 15 Maret 2006 ditandatangani Joint Operating Agreement (JOA) Blok Cepu antara MCL, Ampolex dan PEPC yang berlaku efektif mundur sejak tanggal 17 September 2005. Di dalam JOA dinyatakan bahwa MCL ditunjuk sebagai Operator Blok Cepu.

Sejak tahun 2006, aktivitas operasional PEPC di Blok Cepu secara efektif telah dimulai dengan tiga kegiatan utama, yaitu kegiatan eksplorasi, pengembangan Lapangan Banyu Urip, dan kegiatan perencanaan pengembangan Lapangan Gas Jambaran-Cendana. Sejak tahun 2014 Mobil Cepu Ltd (MCL) berubah menjadi Exxon Mobil Cepu Limited (EMCL).

Post-independence, PT Humpuss Patragas held Cepu Block concession, then handed it over to ExxonMobil, a US oil and gas company, and later founded Mobil Cepu Ltd (MCL) as one of Cepu Block PSC Contractors who became the current Block Operator. The seismic survey in 2001 discovered 1,478 billion barrels of crude oil in place and 8.14 billion cubic feet of gas in Banyu Urip field.

Based on Government Regulation No. 35/2004 on Upstream Oil & Gas Business Activities, Pertamina’s Technical Assistance Contract (TAC) and Enhanced Oil Recovery (EOR) contracts shall be handed over to PT Pertamina (Persero) and the former contract areas should remained as part of working area of PT Pertamina (Persero). Thus Cepu Block TAC should have become the Mining Working Area of PT Pertamina (Persero).

However, the Government issued Government Regulation (PP) No. 34/2005 on Amendments to PP No. 35/2004 on Upstream Oil and Gas Business Activities. According to these provisions, Cepu Block TAC can be changed to a Cooperation Contract (KKS). On March 15, 2006, Cepu Block Joint Operating Agreement (JOA) was signed between MCL, Ampolex and PEPC, which was effective retroactive to September 17, 2005. The JOA stated that MCL was appointed as the Operator of Cepu Block.

Since 2006, PEPC's operations in Cepu Block have effectively begun with three main activities; exploration activities, development of Banyu Urip Field, and planning activities for the development of Jambaran-Cendana Gas Field. Since 2014, Mobil Cepu Ltd (MCL) changed into Exxon Mobil Cepu Limited (EMCL).





JEJAK LANGKAH MILESTONES

Pendirian PT Pertamina EP Cepu (PEPC), anak perusahaan PT Pertamina (Persero) untuk melakukan kegiatan usaha sektor hulu di Wilayah Kerja Pertambangan (WKP) migas Blok Cepu.

Establishment of PT Pertamina EP Cepu (PEPC), a subsidiary of PT Pertamina (Persero) to operate business in the upstream sector at Cepu Block oil and gas Mining Work Area (WKP).

Penandatangan Kontrak Kerjasama untuk Wilayah Kerja Blok Cepu antara Pemerintah (melalui BP Migas) dan Kontraktor (PEPC, MCL dan Ampolex) serta disetujui oleh Menteri Energi dan Sumber Daya Mineral

The signing of Cooperation Contract for Cepu Block Working Area between the Government (through BP Migas) and Contractors (PEPC, MCL and Ampolex) and approved by the Minister of Energy and Mineral Resources



31 Agustus 2006August 31, 2006

15 Maret 2006March 15, 2006


5 Februari 2013February 5, 2013

18 Maret 2013March 18, 2013

10 Juli 2014July 10, 2014


Joint Operating Agreement (JOA) Blok Cepu antara MCL, Ampolex dan PEPC, dengan tiga kegiatan utama, yaitu kegiatan eksplorasi, pengembangan lapangan minyak Banyu Urip, dan perencanaan pengembangan lapangan gas Jambaran-Cendana.

Cepu Block Joint Operating Agreement (JOA) between MCL, Ampolex and PEPC, with three main activities, namely exploration, development of Banyu Urip oil field, and planning for Jambaran-Cendana gas field development.

BPMIGAS menetapkan First Commercial Production Lapangan Banyu Urip dengan produksi rata-rata 5.000 BOPD. Project tersebut dinamakan Early Production Facilities (EPF) berproduksi rata-rata 30.000 BOPD.

BPMIGAS established First Commercial Production at Banyu Urip Field with average production of 5,000 BOPD. The production phase uses Early Production Facilities (EPF) with average production of 30,000 BOPD.

PEPC sebagai operator lapangan Unitisasi Gas Jambaran - Tiung Biru berdasarkan Head Of Agreement (HOA) antara MCL, PEPC, dan PT Pertamina EP (PEP).

PEPC was appointed as the operator of the Jambaran - Tiung Biru Gas Unitization field based on a Head Of Agreement (HOA) between MCL, PEPC and PT Pertamina EP (PEP).

Persetujuan Pengalihan Saham milik Koperasi Energi Indonesia kepada PT Pertamina Dana Ventura.

Approval of Transfer of Shares of Koperasi Energi Indonesia (Indonesian Energy Cooperative) to PT Pertamina Dana Ventura.

Persetujuan pelaksanaan Unitisasi Lapangan Jambaran-Tiung Biru dan PEPC ditunjuk sebagai Operator Pelaksanaan Unitisasi dari Kementerian ESDM dan SKK Migas.

Approval for Unitization implementation of Jambaran-Tiung Biru Field and PEPC was appointed as Operator of Unitization Implementation from the Ministry of Energy and Mineral Resources and SKK Migas.

Peresmian proyek peningkatan produksi minyak Lapangan Banyu Urip sebesar 10.000 BOPD oleh Presiden Susilo Bambang Yudhoyono (SBY).

Inauguration of oil production development project amounted 10,000 BOPD at Banyu Urip Field by President Susilo Bambang Yudhoyono (SBY).

SKK Migas memberikan persetujuan atas POD Lapangan Unitisasi JTB dan persetujuan PEPC membangun Gas Processing Facility (GPF) dengan kapasitas desain produksi 330 MMSCFD.

SKK Migas approved the POD of JTB Unitization Field and PEPC approval to build a Gas Processing Facility (GPF) with a design capacity of production at 330 MMSCFD.










23 Oktober 2014October 23, 2014

2 April 2015April 2, 2015

18 Desember 2015December 18, 2015

12 April 2015April 12, 2015




10 Nopember 2017November 10, 2017

1 Maret 2018March 1, 2018 27 Maret 2018

March 27, 2018

15 Mei 2018May 15, 2018



Peresmian fasilitas produksi Lapangan Banyu Urip oleh Menteri Koordinator Bidang Perekonomian, Chairul Tanjung (CT).

Inauguration of Banyu Urip Field production facility by the Coordinating Minister for Economic Affairs, Chairul Tanjung (CT).

Peningkatan Produksi Blok Cepu 10.000 BOPD Melalui Program Early Oil Expansion (EOE).

Increase in Cepu Block Production 10,000 BOPD through the Early Oil Expansion (EOE) Program.

Unitisasi Lapangan Jimbaran–Tiung Biru (JTB) menjalankan operasi produksi dengan full venting CO2.

Environmental Permit for Jimbaran-Tiung Biru (JTB) Field Unitization to conduct production operations with full venting CO2.

Penandatanganan Head of Agreement (HoA) Jual Beli Gas Lapangan Unitisasi JTB antara PEPC, EMCL, Ampolex, 4 (empat) BUMD, dan PEP sebagai pihak penjual (sellers) dengan PT Pertamina (Persero) sebagai pembeli (buyer).

The signing of Gas Sale Head of Agreement (HoA) of JTB Unitization Field between PEPC, EMCL, Ampolex, 4 (four) BUMDs, and PEP as sellers with PT Pertamina (Persero) as buyer.

PEPC melaksanakan lifting pertama dari Kapal FSO (Floating Storage and Offloading) Gagak Rimang di Surabaya. FSO merupakan tempat penampungan minyak mentah yang diproduksi dari Lapangan Banyu Urip.

PEPC carried out the first lifting from Gagak Rimang Floating Storage and Offloading (FSO) vessel in Surabaya. FSO is storage for crude oil production from Banyu Urip Field.

Penandatanganan HoA Pasokan Gas Bumi Lapangan Jambaran – Tiung Biru antara PT Pertamina (Persero) dengan PLN.

The signing of Gas Supply HoA of Jambaran - Tiung Biru Field between PT Pertamina (Persero) and PLN.

Groundbreaking Lapangan JTB oleh Menteri ESDM Ignasius Jonan.

Groundbreaking of JTB Field by Minister of Energy and Mineral Resources Mr. Ignasius Jonan.

Penandatanganan kontrak EPC GPF antara PEPC dengan Konsorsium PT Rekayasa Industri - JGC Indonesia – JGC Corporation.

The signing of GPF EPC contract between PEPC and PT Rekayasa Industri - JGC Indonesia - JGC Corporation consortium.

Penyelesaian Alih Kelola EMCL kepada PEPC atas Proyek JTB

Transfer of Management finalization from EMCL to PEPC on JTB Project

PEPC terima IMB Gas Processing Facilities (GPF) Proyek JTB

PEPC received IMB for JTB Gas Processing Facilities (GPF) Project

Kick off meeting Proyek EPC GPF JTB

Kick off meeting for EPC Project of JTB GPF

Penyelesaian Kegiatan Konstruksi Early Civil Work (ECW) untuk pembangunan Akses dan Well Pad.

Completion of Early Civil Work (ECW) for the construction of Access and Well Pad.

Penyelesaian Alih Kelola BKS kepada PEPC atas Proyek JTB sehingga Proyek JTB 100% dikelola oleh Pertamina (melalui PEPC dan PEP)

BKS Transfer of Management to PEPC over JTB Project which made JTB Project 100% managed by Pertamina (through PEPC and PEP)

Peresmian Menara Tambat Lapangan Urip oleh SKK Migas.

Inauguration of Urip Field Mooring Tower by SKK Migas.









WILAYAH KERJA DAN JANGKAUAN PASAR WORKING AREAS AND MARKET SHARE

Wilayah Kerja PertambanganMining Working Area

Hingga akhir periode pelaporan, kegiatan eksplorasi di Blok Cepu telah berhasil mendapatkan temuan migas di enam struktur, yakni Cendana, Banyu Urip, Jambaran, Kedung Keris, Alas Tua West, dan Alas Tua East.

Tahun 2006, struktur Banyu Urip kemudian dikembangkan sebagai lapangan migas pertama di Blok Cepu dan pekerjaan konstruksi selesai tahun 2015. Rata-rata produksi Lapangan Banyu Urip tahun 2018 mencapai 208.793 BOPD dengan produksi tertinggi lebih dari 220 MBOPD.

Tahun 2018, PEPC mengembangkan struktur Kedung Keris yang ditargetkan berproduksi pada tahun 2019. Proyek lain yang tengah dilaksanakan pada tahun 2018 adalah pengembangan Lapangan Gas Unitisasi Jambaran-Tiung Biru (JTB) yang ditargetkan berproduksi tahun 2021.

Until the end of the reporting period, exploration activities in Cepu Block had successfully discovered oil and gas in six structures, namely Cendana, Banyu Urip, Jambaran, Kedung Keris, West Alas Tua and East Alas Tua.

In 2006, Banyu Urip structure was later developed as the first oil & gas field in Cepu Block and completed its construction work in 2015. The average production of Banyu Urip Field in 2018 reached 208,793 BOPD with peak production of more than 220 MBOPD.

In 2018, PEPC developed Kedung Keris structure which was targeted to produce in 2019. Another project being implemented in 2018 was the development of Jambaran-Tiung Biru (JTB) Unitization Gas Field which was targeted to start production in 2021.

KEDUNG KERIS

GIYANTI





STRUKTUR PENGELOLA BLOK CEPU DAN LAPANGAN UNITISASI JTBMANAGEMENT STRUCTURE OF CEPU BLOCK AND JTB UNITIZATION FIELD

Persentase Produksi Minyak PEPC Terhadap Produksi Minyak PertaminaPercentage of PEPC Oil Production to Pertamina Oil Production

Persentase Produksi Minyak PEPC Terhadap Produksi Minyak NasionalPercentage of PEPC Oil Production to National Oil Production

No Pemegang Participating Interest (PI) Participating Interest (PI) Holder

Persentase (%)Percentage (%)

1 PEPC 45.00

2 ExxonMobil Cepu Ltd. 20.50

3 Ampolex (Cepu) Pte.Ltd. 24.50

4 BUMD Anggota Badan Kerja sama Blok Cepu BUMD members of Cepu Block Cooperation Agency 10.00

Jumlah Total 100.00

No BUMD Anggota Badan Kerja sama Blok Cepu Pemegang Participating Interest (PI)BUMD Members of Cepu Block Cooperation Agency Participating Interest (PI) Holders


1 PT Sarana Patra Hulu Cepu (SPHC) 1.0910

2 PT Blora Patragas Hulu (BPH) 2.1820

3 PT Petro Gas Jatim Utama (PJU) 2.2423

4 PT Asri Dharma Sejahtera (ADS) 4.4847

Jumlah Total 10.0000

No Pemegang Unit Interest JTBJTB Interest Unit Holder


1 PT Pertamina EP Cepu (Blok Cepu) PT Pertamina EP Cepu (Cepu Block) 92.00

2 PT Pertamina EP (Blok PEP) PT Pertamina EP (PEP Block) 8.00

Jumlah Total 100.00

JANGKAUAN PASAR

Pada tahun 2018, volume produksi minyak dari Lapangan Banyu Urip rata-rata sebanyak 208.792,7 BOPD. Jumlah tersebut mencapai 53,1% produksi minyak PT Pertamina (Persero) tahun 2018 sebanyak 393.390 BOPD dan 26,84% produksi minyak nasional tahun 2018 sebanyak 778.000 BOPD.

MARKET SHARE

In 2018, average oil production volume from Banyu Urip Field was 208,792.7 BOPD. The volume reached 53.1% of PT Pertamina (Persero) oil production in 2018, which was 393,390 BOPD, and 26.84% of national oil production in 2018 at 778,000 BOPD.

Satuan dalam BOPDUnit in BOPD

Satuan dalam BOPDUnit in BOPD

TahunYear

Produksi Minyak PEPC PEPC Oil Production

Produksi Minyak PT Pertamina (Persero)PT Pertamina (Persero) Oil Production

Persentase %Percentage %

2018 208,792.68 393,390 53.1

2017 203,521.92 341,690 59.6

2016 171,105.87 311,560 54.9

TahunYear

Produksi Minyak PEPC PEPC Oil Production

Produksi Minyak NasionalNational Oil Production


2018 208,792.68 778,000 26.8

2017 203,521.92 803,800 25.3

2016 171,105.87 820,300 20.9





Seluruh minyak produksi Blok Cepu yang menjadi bagian PEPC dan Badan Kerja sama Blok Cepu dijual di dalam negeri kepada PT Pertamina (Persero), juga sebagian dari minyak PEPC dijual ke TWU sampai dengan 31 Januari 2018. Sementara produksi Blok Cepu yang menjadi bagian dari EMCL dijual untuk pasar international.

The entire oil production by Cepu Block that became PEPC and Cepu Block Cooperation Agency’s share had been sold domestically to PT Pertamina (Persero), as well as a portion of PEPC share oil was sold to TWU until January 31, 2018. While EMCL share of Cepu Block’s production was sold to international market.

Skema Fasilitas POD Banyu UripScheme of POD for Banyu Urip Facilities

Skema Fasilitas Utama POD Banyu Urip - Blok Cepu Banyu Urip - Cepu Block POD Main Facility Scheme

WellpadA/B/C

CPFCentral Processing Facility

@200Kbd

TWU Refinery(6kbd PEPC

Share Pipeline Sales)

Banyu Urip Marine Terminal2 M Bbl max Inv

0.5 M Bbl min ballast

Export TankerSpot Chartered from Market

Offtake Standard Size (550-720 Kb)

Domestic TankerIndonesia - Flagged due to

cabotage 12 Numbers of LR vessel





Other Buyers(China, Thailand, Malaysia, Singapore, Australia, India)

Export EM Trading(EMCL Share)

2016 : 27%, 2017 : 15% EM Sriracha Refinery(300-900kb per month)

Pertamina Domestic RefineryDumai, Plaju, Cilacap, Balikpapan, Balongan

Limitation : mostly 200/400 kb disc lack of storage, sulfur processing& Handling, Diesel

Market Limited

Domestic Pertamina ISC(GOI, PEPC, BKS Share)2016 : 73%, 2017 : 85%





VISI, MISI, DAN BUDAYA PERUSAHAAN VISION, MISSION, AND CORPORATE CULTURE

VISI

MISI

Menjadi Role-Model Anak Perusahaan Hulu di Bidang Minyak dan Gas di dalam kegiatan kemitraan dan pembinaan SDM profesional.

1. Mendukung target yang dibebankan oleh Negara kepada PT Pertamina (Persero) untuk menemukan cadangan migas baru dan meningkatkan produksi migas Nasional, khususnya di Blok Cepu .

2. 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 stakeholders terutama pemegang saham, pelanggan, pekerja, dan masyarakat luas.

1. To support the targets set by the State to PT Pertamina (Persero) to find new oil and gas reserves and to increase national oil and gas production, particularly in Cepu Block.

2. To become a highly-reputable business entity which is professionally managed, focused, with competitive advantages by the utilization of world-class modern technology resulting from the partnership with World-Class Companies, thus contributing added value to stakeholders, particularly the shareholders, customers, employees, and society at large.

DASAR PENGESAHAN VISI & MISIDASAR PENGESAHAN VISI & MISI

Visi dan Misi Pertamina EP Cepu tercantum dalam Rencana Jangka Panjang Perusahaan 2011-2015 dan telah ditandatangani Direksi, serta disetujui Dewan Komisaris pada 15 Juni 2011. Visi, misi, dan tata nilai senantiasa ditinjau secara berkala untuk memastikan kesesuaiannya dengan perkembangan lingkungan bisnis Perusahaan dan sejalan dengan perkembangan lingkungan bisnis dan tantangan yang dihadapi Perusahaan.

Vision and Mission of PEPC are stated in the Company's Long Term Plan 2011-2015 and have been signed by the Board of Directors, as well as approved by the Board of Commissioners on June 15, 2011. Vision, mission and core values are regularly reviewed to ensure alignment with the development of the Company's business environment and challenges faced by the Company.

To become a role model for oil and gas upstream subsidiaries in partnership activities and professional human resources empowerment.

Vision

Mission





BUDAYA PERUSAHAANCORPORATE CULTURE





Dikelola secara profesional, menghindari benturan kepentingan, tidak menoleransi suap, menjunjung

tinggi kepercayaan, dan integritas. Berpedoman pada asas-asas tata

kelola korporasi yang baik.Professionally managed, avoid conflict

of interest, never tolerate bribery, respect trust and integrity based on

good corporate governance principles.

Mampu berkompetisi dalam skala regional maupun internasional,

mendorong pertumbuhan investasi, membangun budaya sadar biaya, dan

menghargai kinerja.Able to compete both regionally

and internationally, support growth through investment, build a cost

effective and performance oriented culture.

Berperan dalam pembangunan ekonomi nasional, menjadi pelopor dalam reformasi Badan Usaha Milik Negara (BUMN), dan membangun

kebanggaan bangsa.Involvement in national economic

development, as a pioneer in State-owned Enterprise reform, and to build

national pride.

Berorientasi pada kepentingan pelanggan dan berkomitmen untuk

memberikan pelayanan terbaik kepada pelanggan.

Focus on customers and commit to give the best services to customers.

Menciptakan nilai tambah dengan orientasi komersial, mengambil

keputusan berdasarkan prinsip-prinsip bisnis yang sehat.

Create added value based on commercial orientation and make decisions based on fair business

principles.

Dikelola oleh pemimpin dan pekerja yang profesional dan memiliki

talenta dan penguasaan teknis tinggi, berkomitmen dalam membangun

kemampuan riset dan pengembangan.Managed by professional, skilled, and highly qualified leaders and

employees', committed to building research and development

capabilities.

BERSIH CLEAN

KOMPETITIF COMPETITIVE

PERCAYA DIRI CONFIDENT

FOKUS PADA PELANGGAN CUSTOMER FOCUSED

KOMERSIAL COMMERCIAL

BERKEMAMPUANCAPABLE

SURVEI DAN SOSIALISASI BUDAYA PERUSAHAAN SURVEY AND DISSEMINATION OF CORPORATE CULTURE

Selama periode pelaporan PEPC belum melakukan survei untuk mengetahui penerimaan insan PEPC terhadap budaya perusahaan. Namun demikian, manajemen terus melakukan sosialisasi melalui berbagai

kegiatan internal dan melakukan employee opinion survey untuk menilai pendekatan dan penerimaan atas program-program pengembangan yang telah dilaksanakan.

During the reporting period, PEPC has not conducted a survey to find out the implementation of PEPC employees towards the corporate culture. However, management continued to disseminate through various

internal activities and conduct an employee opinion survey to assess the approach and acceptance of development programs that have been implemented.





TUJUAN, SASARAN DAN STRATEGI PERUSAHAAN GOALS, OBJECTIVES AND STRATEGIES OF THE COMPANY

PEPC memiliki tujuan sebagaimana tercantum dalam Anggaran Dasar Perusahaan, yaitu untuk memperoleh keuntungan berdasarkan prinsip-prinsip pengelolaan Perusahaan secara efektif dan efisien.

Sasaran Perusahaan 1. Sebagai pemilik PI Blok Cepu:

- Peningkatan target produksi Lapangan Banyu Urip menjadi lebih dari 200 KBOPD, dengan realisasi pada akhir tahun 2018 sebesar 220 KBOP setelah pembangunan fasilitas alat pendingin (cooler) sebagai bagian dari Full Field Development Facilities.

- Pencapaian target pemboran eksplorasi di struktur lain, di antaranya Lapangan Kedung Keris yang akan berproduksi pada akhir tahun 2019. Adapun struktur lain yang akan dieksplorasi adalah Alas Tua East, Alas Tua West, Giyanti, Kemuning, Alas Dara, Pilang, Kalisari, Jambaran, dan Cendana.

2. Pengelolaan dan Pengawasan Penyaluran Minyak Lapangan Banyu Urip

Sampai dengan akhir tahun 2018, PEPC menyalurkan minyak dari Lapangan Banyu Urip kepada konsumen, yakni PT Pertamina (Persero) dan PT Tri Wahana Universal (TWU). Penyaluran kepada PT Pertamina (Persero) dilakukan melalui fasilitas pipa onshore 27 kilometer (km) dan pipa offshore 23 km menuju Floating Storage Offloading (FSO) Gagak Rimang di lepas pantai. Sementara, penyaluran kepada TWU hanya melalui jalur pipa. Total realisasi lifting minyak yang disalurkan perhari rata-rata mencapai lebih dari 209.310 BOPD. Secara berkala PEPC bersama ISC, EMCL dan SKK Migas melakukan pemeriksaan kondisi pipa dan pengawasan penyaluran minyak untuk memastikan kelancaran pasokan.

3. Pengelolaan Perusahaan dengan Standar Operasi Unggul- Membangun sistem Sumber Daya Manusia Terpadu

(Human Resources Integrated System atau HRIS);- Implementasi Sistem Manajemen Mutu;

- Mempertahankan Zero Accident Perfomance.

PEPC’s goals are stated in the Articles of Association of the Company, namely to gain profits based on the principles of effective and efficient management of the Company.

Company Objectives 1. As a PI holder of Cepu Block:

- To increase Banyu Urip Field production target to more than 200 KBOPD, with realization by the end of 2018 was 220 KBOP after the construction of additional cooler facilities as part of Full Field Development Facilities.

- Achievement of exploration drilling targets in other structures, including Kedung Keris Field which will be in production at the end of 2019. Other structures to be explored are Alas Tua East, Alas Tua West, Giyanti, Kemuning, Alas Dara, Pilang, Kalisari, Jambaran, and Cendana.

2. As Seller Representatives of JTB Gas Sales and Banyu Urip oil lifting.

As of the end of 2018, PEPC is distributing oil from the Banyu Urip Field to customers, PT Pertamina (Persero) and PT Tri Wahana Universal (TWU). Distribution to PT Pertamina (Persero) was carried out through an onshore pipeline with 27 km in length and offshore pipeline with 23 km in length to the Gagak Rimang Floating Storage Offloading (FSO). Meanwhile, distribution to TWU is through the pipeline. The total realization oil lifting distributed per day averaged 209,310 BOPD. Periodically PEPC, together with ISC, EMCL and SKK Migas, will inspect pipeline conditions and monitor oil distribution to ensure supply stability.

3. Management of Companies with Operational Excellence Standards- Building an Human Resource Integrated System

(HRIS);- Implementation of the Quality Management

System;- Maintaining Zero Accident Perfomance.





4. Sebagai Operator Unitisasi Lapangan Gas Jambaran-Tiung Biru (JTB)

Pertamina EP Cepu terus mengembangkan Unitisasi Lapangan Gas JTB yang akan berproduksi mulai tahun 2021. Realisasi saat ini adalah pembangunan Gas Processing Facility (GPF) yang sedang dikerjakan konsorsium PT Rekayasa Industri dan Japan Gas Corporation. Selanjutnya pada April 2019 akan dilakukan pengeboran sumur gas, dengan target produksi mulai tahun 2021.

Pengembangan unitisasi lapangan gas JTB dilaksanakan PEPC sebagai tindak lanjut Keputusan Menteri ESDM Nomor 9/13/MEM.M/2017 tertanggal 3 Januari 2017, dimana Pertamina melalui PEPC telah resmi untuk mengalih kelola bagian EMCL sebagai operator di lapangan JTB. Lapangan unitisasi JTB ditargetkan menghasilkan lifting gas sebesar 192 MMSCFD yang akan dialirkan untuk pembangkit listrik PLN di Gresik dan memenuhi kebutuhan industri di Jawa Tengah dan Jawa Timur.

4. As the Operator for Unitization of Jambaran-Tiung Biru (JTB) Gas Field

PEPC continues to develop the JTB Gas Field Unitization which is targeted to start producing in 2021. The current realization is the construction of the Gas Processing Facility (GPF) which is conducted by a consortium of PT Rekayasa Industri, JGC Indonesia and Japan Gas Corporation. Meanwhile the gas well drilling is to be conducted in April 2019.

The development of JTB gas unitization field is carried out by PEPC as a follow-up to the Minister of Energy and Mineral Resources Decree Number 9/13/MEM.M/2017 dated January 3, 2017, stating that Pertamina through PEPC has officially transferred the ownership of EMCL as a operator at the JTB field. The JTB unitization field is targeted to produce gas lifting of 192 MMSCFD which will be channeled to the PLN power plant in Gresik and meet the industrial needs in Central and East Java.

Strategi PerusahaanUntuk mencapai visi dan misi Perusahaan serta menyelaraskan tujuan dan sasaran jangka panjang, PEPC menetapkan strategi meliputi: • Menerapkan operational excellence yang berfokus

pada budaya Kesehatan dan Keselamatan Kerja (K3) secara konsisten;

• Menjadi partner aktif yang menjunjung tinggi prinsip-prinsip kemitraan, konstruktif dalam memberikan solusi;

• Menghasilkan pertumbuhan yang berkelanjutan dengan pendapatan yang terus meningkat setiap tahun;

• Memanfaatkan sistem informasi dan teknologi mutakhir untuk mendorong efisiensi dan transparansi operasi;

• Menjadi operator Lapangan Gas Jambaran-Tiung Biru dengan menerapkan good engineering practices;

• Membangun struktur organisasi yang selaras dengan proses bisnis, dengan sumber daya manusia yang kompeten, profesional, sehingga memberikan nilai tambah yang mendukung pencapaian standar operational excellence.

Company StrategiesTo achieve the Company's vision and mission as well as to align long-term goals and objectives, PEPC sets the following strategies: • Implementing the Operational Excellence which

consistently focuses on the Occupational Health and Safety culture;

• To Become an Active Partner who upholds the principles of partnership and provides constructive solutions;

• To achieve sustainable growth by increasing income every year;

• To utilize the latest information system and technology to enhance efficiency and transparency of operations;

• To become the operator for Jambaran-Tiung BiruGas Field by implementing good engineering practices;

• To build integrated organizational structure with business process supported by competent, professional human resources to provide added value for the achievement of operational excellence.





KEGIATAN OPERASI DAN USAHA OPERATING AND BUSINESS ACTIVITIES

KEGIATAN USAHA MENURUT ANGGARAN DASAR TERAKHIRSesuai dengan Akta No.32 tanggal 18 April 2016 tentang Perubahan Anggaran Dasar Perseroan, kegiatan usaha PEPC adalah:a. Menyelenggarakan usaha hulu di bidang minyak

dan gas bumi meliputi eksplorasi dan eksploitasi serta penjualan produksi minyak dan gas bumi hasil kegiatan usaha eksplorasi dan eksploitasi.

b. Menyelenggarakan kegiatan usaha penunjang lain yang secara langsung maupun tidak langsung menunjang kegiatan usaha tersebut dalam huruf (a).

BIDANG USAHA DIJALANKAN PADA TAHUN BUKU

Pada tahun buku 2018, kegiatan usaha yang dijalankan Perusahaan meliputi:a. Segmen usaha kegiatan pengembangan mencakup

proyek pengembangan Lapangan Gas Unitisasi JTB, reservoir gas yang melampar melalui dua wilayah kerja (WK) pertambangan yakni WK Cepu dan WK milik PT Pertamina EP (PEP). Berdasarkan Peraturan Pemerintah (PP) No.35/2004 tentang Kegiatan Usaha Hulu Minyak dan Gas Bumi, pengelolaan terhadap struktur tersebut harus di unitisasi menjadi Lapangan Unitisasi Jambaran-Tiung Biru.

Sampai dengan akhir periode pelaporan, pelaksanaan kegiatan telah memasuki tahapan engineering, procurement and construction (EPC), dan direncanakan mulai berproduksi pada tahun 2021. Proyek pengembangan Gas Cepu ditargetkan memproduksi gas sebesar 315 MMSCFD selama masa plateau 16 tahun produksi.

b. Segmen usaha kegiatan produksi produksi minyak dan komersialisasi sampai dengan akhir periode pelaporan produksi minyak berasal dari Lapangan Banyu Urip, dengan volume produksi rata-rata 208,79 MBOPD. Jumlah tersebut melebihi target dalam APBN 2018 sebesar 205 MBPOD dan target Program Kerja & Anggaran (WP&B) 2018 Blok Cepu sebanyak 202 MBOPD.

BUSINESS ACTIVITIES ACCORDING TO THE LAST ARTICLES OF ASSOCIATIONIn accordance with Deed No.32 dated April 18, 2016 on Amendments to the Company's Articles of Association, PEPC's business activities are:a. To engage in upstream sector of oil and gas business

including exploration and exploitation as well as the sale of oil and gas production from exploration and exploitation business activities.

b. To engage in other supporting business activities that directly or indirectly support business activities stated in letter (a).

LINE OF BUSINESS CONDUCTED DURING THE FISCAL YEARIn fiscal year 2018, business activities carried out by the Company include:a. The business segment of development activities

includes JTB Unitization Gas Field development project, a gas reservoir that passes through two mining work areas (WK), namely WK Cepu and WK owned by PT Pertamina EP (PEP). Based on Government Regulation (PP) No. 35/2004 on Upstream Oil and Gas Business Activities, the management of these structures must be unitized into Jambaran-Tiung Biru Unitization Field.

Until the end of the reporting period, the activities

have entered the engineering, procurement and construction (EPC) stage, and was planned to start production in 2021. Cepu Gas development project is targeted to produce 315 MMSCFD of gas during the 16-year plateau.

b. Business segments of oil production and commercialization activities up to the end of the reporting period of oil production were collected from Banyu Urip Field, with an average production volume of 208.79 MBOPD. This figure exceeded the target in the State Budget 2018 at 205 MBPOD and the target of Cepu Block Work & Budget Program (WP&B) 2018 at 202 MBOPD.





Fasilitas Produksi Lapangan Banyu Urip Tahun 2018Banyu Urip Field Production Facilities in 2018

Komersialisasi Minyak Bumi oleh PEPC Tahun 2018Oil Commercialization by PEPC in 2018

Operasi ProduksiProduction Operation

Fasilitas Facility Keterangan Description

Sumur Pengembangan Development Well 45 Sumur 45 wells

Oil Processing Facilites 220 MBOPD (SKPI)

Pipa Penyaluran 72 kilometer onshore x 20’’

23 kilometer offshore x 20’’

Mooring Tower 1 unit

Turret Mooring

Floating Storage Offloading (FSO) 1 Unit, kapasitas 1,8 MMBOE 1 unit, capacity of 1.8 MMBOE

Realisasi lifting minyak Blok Cepu dari Lapangan Banyu Urip pada tahun 2018 sebanyak 209.314,03 BOPD. Jumlah tersebut lebih besar dari target WP&B 2018 Blok Cepu yang mencapai 201.263,49 BOPD. Produk minyak dijual kepada PT Pertamina (Persero) dan PT TWU.

The realization of Cepu Block oil lifting from Banyu Urip Field in 2018 was 209,314.03 BOPD. This figure was higher than the target of Cepu Block WP&B 2018 which was at 201,263.49 BOPD. The oil products were sold to PT Pertamina (Persero) and PT TWU.

Keuangan Finance

Item RKAP 2018WP&B 2018

RKAP 2018 Revisi Revised WP&B 2018

Item

ABI (Juta USD) 263,517 123,257 Investment Budget (USD million)

Pendapatan (Juta USD) 1,127,205 1,751,998 Revenue (USD million)

Beban Usaha (Juta USD) 309,174 299,512 Operating Expenses (USD million)

ABO (Juta USD) 175,568 168,517 Operating Budget (USD million)

EBITDA (Juta USD) 952,537 1,583,840 EBITDA (USD million)

Laba Bersih (Juta USD) 286,344 627,532 Net Profit (USD million)

Production Cost / BOE (USD / BOE) 4.08 3.75 Production Cost / BOE (USD / BOE)

Produksi Minyak (MBOPD)Oil Production (MBOPD)

Lifting Minyak (MBOPD)Oil Lifting (MBOPD)

Tambahan Cadangan P1 (MMBOE)Additional Reserves P1 (MMBOE)

RKAP 2018WP&B 2018

RKAP 2018WP&B 2018

RKAP 2018WP&B 2018

RKAP 2018 RevisiRevised WP&B 2018



87,066 86,805 33.2790,616 90,344 33.27





Quality Management Quality Management

Item RKAP 2018 WP&B 2018 RKAP 2018 Revisi Revised WP&B 2018

Quality Management Assessment (QMA)

Score KKEP 550 (Emerging) Score KKEP 550 (Emerging)

Continuous Improvement Program (CIP)

Employee Involvement (45%) Value Creation (6.5T) Employee Involvement (45%) Value Creation (6.5T)

Sistem Management (SM)Management System

ISO 9001 & 14001 (Integrated) Implementation on PEPC as one entity business

ISO 9001 & 14001 (Integrated) Implementation on PEPC as one entity business

Knowledge Management (KOMET)

Sharing Knowledge (10%) Utilisasi Aset KOMET (2%)Knowledge Sharing (10%) Asset Utilization KOMET (2%)

Sharing Knowledge (10%) Utilisasi Aset KOMET (2%)Knowledge Sharing (10%) Asset Utilization KOMET (2%)

Commercial Commercial

Item RKAP 2018 WP&B 2018


Item

Lifting Minyak 99.70% 99.70% Oil Lifting

Kepuasan Pelanggan 3.5 3.5 Customer Satisfaction

Respond Time (%) 100% 100% Respond Time (%)

Number of Closed Complaint (%) 100% 100% Number of Closed Complaint (%)

Customer Visit (scale) 100% 100% Customer Visit (scale)

Product Knowledge (%) 100% 100% Product Knowledge (%)

SLA Fulfilment (%) 100% 100% SLA Fulfilment (%)

Product / Service Delivery (%) 100% 100% Product / Service Delivery (%)

Realization of Compliance (SLA) (%)Information Technology (IT)

Legal & RelationLegal & Relation

IT Availability (%)IT Availability (%)

GCG Implementation ComplianceGCG Implementation Compliance

IT Utilization (%)IT Utilization (%)

Tingkat Pemahaman Visi, Misi & Tata NilaiLevel of Understanding of Vision, Mission

& Values

IT Security (%)IT Security (%)

Tanggung Jawab Sosial & Lingkungan (score)Social & Environmental Responsibility (score)







99.5

87%

99.5

3.5

99.5

80%

99.5

87%

99.5

3.5

99.5

80%

RKAP 2018WP&B 2018

RKAP 2018WP&B 2018

RKAP 2018WP&B 2018

RKAP 2018WP&B 2018

RKAP 2018WP&B 2018

RKAP 2018WP&B 2018





Human Capital (HC) Human Capital (HC)

Item RKAP 2018 WP&B 2018


Item

Position Occupied (%) 65 65 Position Occupied (%)

Human Capital Readiness (%) 80 80 Human Capital Readiness (%)

Learning Index (%) 70 70 Learning Index (%)

Talent Development Fulfillment (%) 100 100 Talent Development Fulfillment (%)

Critical Position Fulfillment (%) 100 100 Critical Position Fulfillment (%)

Turn Over Ratio (%) 0 0 Turn Over Ratio (%)

Reward & Benefit (%) 100 100 Reward & Benefit (%)

PKB Compliance (%) 100 100 CLA Compliance (%)

Employee Satisfaction Survey (scale) 3 3 Employee Satisfaction Survey (scale)

Degree of Health (scale ) 100 100 Degree of Health (scale )

Competency Index (%) 65 65 Competency Index (%)

Internal AuditInternal Audit

Supply Change Management (SCM)Supply Change Management (SCM)

Tindak Lanjut Internal AuditInternal Audit Follow up

Realisasi Pemenuhan (SLA) (%)Realization of Compliance (SLA) (%)

Tindak Lanjut Eksternal AuditExternal Audit Follow up

Realisasi Kinerja Pemasok / Vendor (%)Realization of Supplier/Vendor Performance (%)





100%

100%

100%

100%

100%

100%

100%

100%

RKAP 2018WP&B 2018

RKAP 2018WP&B 2018

RKAP 2018WP&B 2018

RKAP 2018WP&B 2018





PROSES BISNIS

PEPC menjalankan proses bisnis dengan mengintegrasikan tiga kegiatan utama Minyak dan Gas sektor Hulu, yaitu eksplorasi, pengembangan, dan produksi untuk mendapatkan kinerja dan hasil yang optimal. Integrasi ketiganya memungkinkan PEPC untuk mengalokasikan sumber daya, strategi, dan kebijakan secara optimal dalam mencapai tujuan perusahaan.

BUSINESS PROCESS

PEPC runs its business process by integrating the three main activities in Upstream Oil and Gas sector, namely exploration, development and production to achieve optimal performance and results. The integration of the three allows PEPC to allocate resources, strategies and policies optimally in achieving the company’s goals.

1.0 Develop Vision and Strategy

2.0 Develop & Manage Business Risk

10.0 Develop & Manage Human Capital

3.0 Develop & Manage Health, Safety, Security and Environment

11.0 Manage Financial Resources

4.0 Manage Enterprise Compliance & Remediation

12.0 Supply Chain Management & Third Party Services

5.0 Develop and Manage Business Capabilities

13.0 Manage Information, Communication Technology & External Relationships

6.0 Exploration, Development &

Project

7.0 Exploitation, & Production

Operation

8.0 Oil & Gas Disposition

9.0 Block Abandonment

Management Process

PEPC BUSINESS PROCESS MODEL (LEVEL 0)

Core Process (as Operator & Partner)

Support Process (as Operator & Partner)

Hyd

roca

rbon

(Cru

de &

Gas

)

Reso

urce

s (H

uman

Cap

ital,

Raw

Mat

eria

l), T

echn

olog

y,

Info

rmat

ion,

Fin

anci

al

Inte

rnal

& E

kste

rnal

En

viro

nmen

t Cha

nge

in B

usin

ess (

Incl

ude

Cust

omer

)





STRUKTUR ORGANISASI DAN PEJABAT SENIOR PERSEROAN ORGANIZATIONAL STRUCTURE AND SENIOR OFFICERS OF THE COMPANY

Struktur organisasi tata kelola perusahaan telah disahkan Direktur Utama PT Pertamina (Persero) No. Kpts-015/C00000/2018-S0 tanggal 08 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.

The organizational structure of corporate governance has been approved by the President Director of PT Pertamina (Persero) decree No. Kpts-015/C00000/2018-S0 dated May 8, 2018 on Organizational Structure - PT Pertamina EP Cepu and has been approved by the PEPC Board of Commissioners through the PEPC Board of Commissioners' Approval Sheet concerning Approval of Proposed Amendments to PEPC Organization.

Struktur Organisasi PT Pertamina EP Cepu

Organizational Structure of PEPC

Direktur UtamaPresident Director

Jamsaton Nababan

VP Legal & RelationWhisnu. B

VP Human Capital & General Support

M. Ferry . B

Manager HSSEDefrinaldo

Development Director/Direktur Pengembangan

Pejabat Sementara | Temporary Official

VP Technical SupportRachmat Hidajat

VP Project ManagementTonni. R

VP Strategic Planning & Risk Management


Chief Internal AuditDahlia

Manager SCMFransjono. L

Operation Director/Direktur Operasi


VP Production EngineeringPejabat Sementara | Temporary Official

VP Production OperationsHarkomoyo

Direktur Business SupportBusiness Support Director

Desandri

VP FinanceKhalid. B

Manager ICT & Data Management

Toto Mudjiharto

GM Gas Project JTBBob Wikan H. A

VP FinanceYudhi. I

Sekretaris Direktur UtamaSecretary of President Director

Yusnina. A





Daftar Pejabat Senior Perusahaan Tahun 2018List of Company Senior Officials in 2018

Keterangan | Note :1 per tanggal 27 April 2018 | as of April 27, 20182 per tanggal 11 Januari 2018 | as of January 11, 20183 per tanggal 14 September 2018 | as of September 14, 2018

Jabatan Position Nama Name

President Director Jamsaton Nababan

Manager SCM SCM Manager Fransjono Lazarus

Chief of Internal Audit Dahlia1

Manager HSSE HSSE Manager Defrinaldo2

VP Strategic Planning & Risk Management Vacant

Risk & QM Manager Adi FM Ringoringo

Strategic Planning Manager Gusnida

VP Legal & Relation

Whisnu Bahriansyah

Legal Manager Arti Nastiti

Legal Manager Sukma Nusantara3

Land & Regulatory Manager Tutuko Widodo

Land & Regulatory Manager Amat Zahrudin4

PGA & Relation Manager Kunadi

Development Director Taufik Adityawarman

Deputy GM Banyu Urip

Vacant

GM JTB Project Bob Wikan Haksara Adibrata

VP Technical Support Vacant

Geosciences Manager Yudha Prakasa

Reservoir Manager Joko Padmono

VP Project Management Tonni Ramelan

Interface Manager Erwin Andri Kusuma

Project Control Manager Erwin Lukman H

Project Engineering Manager M.Isa Ansori

Operation Director Achmad Zaidy

VP Production Engineering Vacant

Drilling Manager Bambang Purwanto5

Operations Technology Manager M. Frisyal Pattisahusiwa

Petroleum Engineering Manager Reza Rinaldi Zein6

VP Production Operations Harkomoyo

Production Manager Gunawan S Nugroho7

JTB Operations Manager* After JTB onstream

Facility Maintenance Manager Vacant

Deputy CPO

Business Director Desandri

IT Manager Toto Mudjiharto

Commercial Manager Yudi Irwanto Herlambang

VP People Development & Services M. Ferry Bagdja8

Human Capital Manager Yadi Mulyadi9

General Support Manager Iman Suryadimulya10

VP Finance Khalid Busnia

Financial Controller Manager M. Reddy Hendrawanto11

Management Accounting Manager Agus Salim

Treasury & Tax Manager Bambang Tjahjo Kuntjoro

Cepu Finance Support Coordinator Vacant

4 per tanggal 10 April | as of April 105 per 20 Juli 2018 | as of July 20, 20186 per 23 Februari 2018 | as of February 23, 20187 per 3 Desember 2018 | as of December 3, 2018

8 per 13 Agustus 2018 | as of August 13, 20189 per tanggal 5 Maret 2018 | as of March 5, 201810 per tanggal 2 Agustus 2018 | as of August 2, 201811 per tanggal 6 Agustus 2018 | as of August 6, 2018





PROFIL DEWAN KOMISARIS BOARD OF COMMISSIONERS' PROFILE

PERUBAHAN KEANGGOTAAN DEWAN KOMISARIS

Selama tahun 2018 terdapat beberapa perubahan susunan Dewan Komisris sebagai berikut :

CHANGES IN THE BOARD OF COMMISSIONERS’ MEMBERSHIPDuring 2018 there were several changes in the composition of the Board of Commissioners as follows:

Name Name

Jabatan Position

Dasar PengangkatanInauguration Basis

RepresentasiRepresentative

Arief Budiman(1 Jan – 31 Jan)

(January 1 – January 31)

Komisaris UtamaPresident Commissioner

Surat Keputusan Pemegang Saham Sirkulertanggal 17 Maret 2015

Circular Shareholders Decision LetterDated March 17, 2015

Pemegang SahamShareholder

Denie S. Tampubolon(1 Jan – 31 Jan)


KomisarisCommissioner

Surat Keputusan Pemegang Saham Sirkulertanggal 29 Oktober 2015

Circular Shareholders Decision LetterDated October 29, 2015


Dody Priambodo(1 Jan – 31 Jan)



Surat Keputusan Pemegang Saham Sirkulertanggal 29 Oktober 2015



Iwan Faidi (1 Jan – 22 Juni)

(January 1 –June 22)


Surat Keputusan Pemegang Saham Sirkulertanggal 22 Juni 2015

Circular Shareholders Decision LetterDated June 22, 2015


Ardhy Mokobombang(31 Jan – 31 Agustus)

(January 31 – August 31)


Surat Keputusan Pemegang Saham Sirkulertanggal 31 Januari 2018



Meidawati (31 Jan – 31 Desember)

(January 31 – December 31)





Toto Nugroho(31 Jan – 7 Desember)

(January 31 – December 7)





Gandhi Sriwidodo(31 Agustus – sekarang)

(August 31 – present)

Komisaris UtamaPresident Commissioner

Surat Keputusan Pemegang Saham Sirkulertanggal 31 Agustus 2018







Komposisi Dewan Komisaris per 31 Desember 2018The Board of Commissioners’ composition as of December 31, 2018 as follows:

Gandhi Sri WidodoKomisaris UtamaPresident Commissioner

Warga Negara Indonesia, lahir di Semarang tanggal 16 November 1963 dan saat ini berusia 55 tahun. Beliau saat ini berdomisili di Jakarta.

Riwayat Pendidikan Lulusan Teknik Kimia Universitas Diponegoro (S1) tahun 1989 dan Magister Management dengan konsentrasi Marketing dari Universitas Hasanudin tahun 2003

Perjalanan KarirMemulai karir di Pertamina sejak Tahun 1991 dan pernah menjabat VP Industrial Fuel Marketing PT Pertamina (Persero) dan sebagai Direktur Utama PT Pertamina Patra Niaga

Dasar Hukum Penunjukan PertamaDiangkat sebagai Komisaris Utama PEPC (PEPC), berdasarkan Surat Keputusan Pemegang Saham Secara Sirkuler tentang Pergantian Dewan Komisaris Tanggal 31 Agustus 2018

Indonesian citizen, born in Semarang on November 16, 1963 and currently 55 years old. He is currently domiciled in Jakarta

Educational BackgroundGraduated from Chemical Engineering from Diponegoro University (Bachelor’s degree) in 1989 and Masters in Management with a concentration in Marketing from Hasanudin University in 2003

Work ExperienceStarted his career at Pertamina since 1991 and served as VP Industrial Fuel Marketing at PT Pertamina (Persero) and as President Director of PT Pertamina Patra Niaga

Legal Basis of First AppointmentAppointed as President Commissioner of PEPC, based on Circular Shareholders' Decree on the Changes in the Board of Commissioners on August 31, 2018





MeidawatiKomisarisCommissioner

Warga Negara Indonesia, lahir di Jakarta tanggal 29 Mei 1965 dan saat ini berusia 53 tahun. Beliau saat ini berdomisili di Jakarta.

Riwayat Pendidikan Lulusan Teknik Pertambangan Universitas Sriwijaya (S1) tahun 1988

Perjalanan KarirMemulai karir di Pertamina sejak Tahun 1989 dan pernah menjabat SVP Upstream Strategic Planning & Operation Evaluation PT Pertamina (Persero) dan sebagai Direktur Utama PT Pertamina Hulu Energi

Dasar Hukum Penunjukan PertamaDiangkat sebagai Komisaris Utama PT Pertamina EP Cepu (PEPC), berdasarkan Surat Keputusan Pemegang Saham Secara Sirkuler tentang Pergantian Dewan Komisaris Tanggal 31 Januari 2018

Indonesian citizen, born in Jakarta on May 29, 1965 and currently 53 years old. She is currently domiciled in Jakarta

Educational backgroundGraduated from Mining Engineering (Bachelor’s degree) of Sriwijaya University in 1988

Work ExperienceStarted her career at Pertamina since 1989 and served as SVP Upstream Strategic Planning & Operation Evaluation at PT Pertamina (Persero) and as Managing Director of PT Pertamina Hulu Energi

Legal Basis of First AppointmentAppointed as President Commissioner of PEPC, based on Circular Shareholders' Decree on the Changes in the Board of Commissioners on January 31, 2018





PERNYATAAN INDEPENDENSI KOMISARIS INDEPENDEN INDEPENDENCE STATEMENT OF INDEPENDENT COMMISSIONER

RANGKAP JABATAN ANGGOTA DEWAN KOMISARIS CONCURRENT POSITION OF MEMBER OF BOARD OF COMMISSIONERS

Bapak Iwan Faidi ditunjuk sebagai Komisaris Independen sampai masa akhir jabatannya pada 22 Juni 2018 dan sampai dengan akhir tahun 2018 belum ada pengangkatan atau penetapan baru untuk Komisaris Independen, dengan demikian Laporan ini belum mengungkapkan informasi tentang Pernyataan Independensi Komisaris Independen. Namun sesuai dengan penerapan tata kelola perusahaan yang baik (GCG), PEPC mewajibkan setiap Komisaris Independen untuk membuat Surat Pernyataan Indepedensi & Imparsialitas Sebagai Komisaris Independen.

Mr. Iwan Faidi was appointed as an Independent Commissioner until the end of his term on June 22, 2018 and up until the end of 2018 there has been no new appointment or determination for Independent Commissioners, thus this Report did not disclose any information regarding the Independent Commissioner's Independent Statement. However, in accordance with good corporate governance (GCG) implementation, PEPC requires each Independent Commissioner to make an Independent & Impartiality Statement as an Independent Commissioner.

Ketentuan mengenai rangkap jabatan bagi anggota Dewan Komisaris, diatur dalam Pasal 15 ayat 24 Anggaran Dasar PEPC No. 45 Tanggal 28 Juni 2013 dengan ketentuan Anggota Dewan Komisaris dilarang memangku jabatan rangkap sebagai:

1. Anggota Direksi pada Badan Usaha Milik Daerah, Badan Usaha Milik Swasta

2. Pengurus Partai Politik dan/atau anggota legislatif3. Jabatan lainnya sesuai dengan ketentuan dalam

peraturan perundang-undangan4. Jabatan lainnya yang dapat menimbulkan benturan

kepentingan secara langsung atau tidak langsung dengan Perseroan sesuai dengan ketentuan perundang-undangan yang berlaku

Concurrent positions for members of the Board of Commissioners are regulated in Article 15 paragraph 24 of PEPC Articles of Association No. 45 dated June 28, 2013 with the provision that Members of the Board of Commissioners are prohibited from holding concurrent positions as:1. Member of the Board of Directors in Regional Owned

Enterprises, Private Owned Enterprises2. Political Party Board member and/or lawmaker3. Other position, in accordance with the provisions of

laws and regulations4. Other position, that directly or indirectly may cause

a conflict of interest with the Company in accordance with the provisions of applicable laws

NamaName

Jabatan Pada PEPCPosition in PEPC

Jabatan Pada Perusahaan LainPosition in Other Company

Gandhi Sri Widodo Komisaris Utama President Commissioner

• Direktur Logistik, Supply Chain dan Infrastruktur PT Pertamina (Persero).• Director of Logistics, Supply Chain and Infrastructure of PT Pertamina (Persero).

Meidawati KomisarisCommissioner

• Direktur Utama PT Pertamina Hulu Energi• President Director of PT Pertamina Hulu Energi

Rangkap Jabatan Anggota Dewan KomisarisConcurrent Position of the Board of Commissioners’ Members





PENDIDIKAN ATAU PELATIHAN YANG TELAH DIIKUTI ANGGOTA DEWAN KOMISARIS EDUCATION OR TRAINING THAT HAS BEEN ATTENDED BY THE BOARD OF COMMISSIONERS

HUBUNGAN AFILIASI DENGAN ANGGOTA DEWAN KOMISARIS LAINNYA AFFILIATE RELATIONSHIP WITH OTHER BOARD OF COMMISSIONERS’ MEMBER

PROFIL DIREKSIBOARD OF DIRECTORS’ PROFILE

Pada tahun 2018, PEPC menyertakan anggota Dewan Komisaris pada beberapa kegiatan guna mendukung pelaksanaan tugas, tanggung jawab, dan wewenang dalam melaksanakan fungsi pengawasan.

In 2018, PEPC provided members of the Board of Commissioners with several activities to support the implementation of duties, responsibilities and authority in performing their oversight function.

Anggota Dewan Komisaris tidak memiliki hubungan afiliasi terkait keuangan maupun kekeluargaan dengan anggota Direksi maupun dengan Pemegang Saham. Namun sesuai dengan status PEPC sebagai anak perusahaan PT Pertamina (Persero), Komisaris Utama dijabat oleh Direksi Pertamina atau pejabat Pertamina lain yang ditugaskan.

Members of the Board of Commissioners do not have affiliate relationships related to finance or family with other members of the Board of Directors or with Shareholders. However, in accordance with PEPC’s status as a subsidiary of PT Pertamina (Persero), the President Commissioner is held by Pertamina Directors or other Pertamina officials assigned.

PERUBAHAN KOMPOSISI ANGGOTA DIREKSI

Sesuai dengan RUPS tentang Pengangkatan Direktur Operasi dan Direktur Pengembangan tanggal 30 Januari 2019, Pemegang Saham memutuskan:1. Mengangkat dan menetapkan Bapak Achmad Zaidy

sebagai Direktur Operasi Perusahaan;2. Mengangkat dan menetapkan Bapak Taufik

Aditiyawarman sebagai Direktur Pengembangan Perusahaan.

CHANGES IN THE COMPOSITION OF THE BOARD OF DIRECTORS’ MEMBERS In accordance with the GMS on the Appointment of Operations Director and Development Director on January 30, 2019, the Shareholders decided to:1. Appoint and approve Mr. Achmad Zaidy as Director of

Operations;2. Appoint and approve Mr. Taufik Aditiyawarman as

Director of Development.

NamaName


Nama KegiatanActivity Name

Gandhi Sri Widodo Komisaris Utama President Commissioner

Focus Group Discussion dengan Tema “Peluang dan Tantangan bagi Stake-holder dalam Penyediaan Cadangan BBM di Indonesia”Focus Group Discussion with the theme "Opportunities and Challenges for Stakeholders in Supply of Fuel Reserves in Indonesia"

Pelatihan yang telah Diikuti Anggota Dewan Komisaris 2018Training that has been Attended by the Board of Commissioners In 2018

Komposisi Direksi Per 30 Januari 2019Composition of Board of Directors as of January 30, 2019

Jamsaton Nababan Direktur Utama President Director

Achmad Zaidy Direktur Operasi Operations Director

Desandri Direktur Bussines Support Bussines Support Director

Taufik Adityawarman Direktur Pengembangan Development Director





Jamsaton Nababan

Warga Negara Indonesia, lahir di Padang pada tanggal 16 Juli 1962 (56 tahun), domisili di Jakarta

Riwayat Pendidikan Meraih gelar gelar Sarjana Teknik Mesin – Universitas Sumatera Utara/Medan (1987).

Riwayat JabatanMerintis karir di Pertamina sejak tahun 1990 sebagai Production Facilities Maintenance Supervisor, di tahun 2006, Beliau diangkat sebagai Deputi Field Facilities Project Manager PEPC. Selanjutnya pernah menjadi Deputy Sr.Project Manager PT Pertamina EP (2009), Sr.Manager Teknik & PF PT Pertamina EP (2010 - 2013), VP Surface Facilities PT Pertamina EP (2013 - 2016), Direktur Pengembangan PEPC 7 November 2016-14 November 2017 dan ditunjuk menjadi Direktur Utama PEPC sejak tanggal 10 November 2017.

Dasar Pengangkatan PertamaDiangkat sebagai Direktur Utama PEPC (PEPC), berdasarkan: - Keputusan Pemegang Saham secara sirkuler tentang

Penetapan Pejabat Definitif Direktur Utama tanggal 12 September 2018

- Akta Pernyataan Keputusan Pemegang Saham PEPC tentang Penetapan Pejabat Definitif Direktur Utama No. 04 tanggal 10 Oktober 2018

- Keputusan Pemegang Saham Secara Sirkuler tentang Pergantian Direksi tanggal 14 November 2017

- Akta Pernyataan Keputusan Pemegang Saham PEPC tentang Pergantian Direksi No. 39 tanggal 30 November 2017

Indonesian citizen, born in Padang on July 16, 1962 (56 years old), domiciled in Jakarta

Educational BackgroundHold a Bachelor's degree in Mechanical Engineering - University of North Sumatra/Medan (1987).

History of PositionStarting his career at Pertamina since 1990 as a Production Facilities Maintenance Supervisor. In 2006, he was appointed as Deputy Field Facilities Project Manager of PEPC. Subsequently he held the post of Deputy Sr. Project Manager of PT Pertamina EP (2009), Engineering & PF Sr. Manager of PT Pertamina EP (2010 - 2013), VP Surface Facilities of PT Pertamina EP (2013-2016), PEPC Development Director from November 7, 2016- November 14, 2017 and was appointed as President Director of PEPC on November 10, 2017.

Legal Basis of AppointmentAppointed as President Director of PEPC, based on:

- Circular Decision of Shareholders on Determination of Definitive Official of President Director on September 12, 2018

- Deed of Statement of PEPC Shareholders’ Resolution concerning Approval of Definitive Official of President Director No. 04 dated October 10, 2018

- Circular Decision of Shareholders on the Change of Directors dated November 14, 2017

- Deed of of Statement of PEPC Shareholders’ Resolution on Changes of Directors No. 39 dated November 30, 2017






Achmad Zaidy

Warga Negara Indonesia, lahir di Kotabumi pada tanggal 28 Februari 1964 (55 tahun), domisili di Jakarta

Riwayat Pendidikan Teknik pertambangan, Universitas Sriwijaya (1988)

Perjalanan Karir • Direktur Operasi PEPC (2019-sekarang) • General Manager JOB Pertamina Medco E&P Tomori

Sulawesi (2017-2019)• General Manager JOB Pertamina Medco E&P

Simenggaris (2016-2017) • Production Manager PEPC (2010-2016) • Engineering Manager PEPC (2009-2010) • Berbagai jabatan di Pertamina UEP, JOB dan Pertamina

EP (1992-2009)

Dasar Hukum Penunjukan Diangkat sebagai Direktur Operasi PEPC, berdasarkan: - Keputusan Pemegang Saham secara sirkuler

tentang Pengangkatan Direktur Operasi dan Direktur Pengembangan tanggal 30 Januari 2019

Indonesian citizen, born in Kotabumi on February 28, 1964 (55 years old), domiciled in Jakarta

Educational BackgroundMining Engineering, Sriwijaya University (1988)

Work experience• Operations Director of PEPC (2019-present)• General Manager of JOB Pertamina Medco E & P Tomori

Sulawesi (2017-2019)• General Manager of JOB Pertamina Medco E & P

Simenggaris (2016-2017)• Production Manager of PEPC (2010-2016)• Engineering Manager of PEPC (2009-2010)• Various positions at Pertamina UEP, JOB and Pertamina

EP (1992-2009)

Legal Basis of AppointmentAppointed as Director of PEPC Operations, based on:- Circular Decision of Shareholders concerning

Appointment of Operations Director and Development Director on January 30, 2019

Direktur OperasiOperations Director





Warga Negara Indonesia, Lahir di Pekanbaru pada tanggal 24 Desember 1965 (53 tahun), domisili di Jakarta.

Riwayat Pendidikan Meraih gelar Sarjana Ekonomi Akuntansi dari Universitas Padjajaran Bandung tahun 1989 dan gelar Magister Akuntansi dari Universitas Indonesia tahun 1999.

Pengalaman KerjaPada awal kariernya di Pertamina ditempatkan di bagian Keuangan Pertamina Balikpapan sejak tahun 1990. Beberapa jabatan penting yang pernah dipercayakan padanya, yakni Manajer Keuangan UP IV Cilacap (2007 – 2008), Manajer Perbendaharaan Keuangan Hilir (2009), Manajer controller Keuangan Hilir (2009 – 2010), Manajer Manajemen Risiko Bisnis (2010), Strategic Planning & Risk Management Manager (2011 – 2013). Jabatan lainnya sebagai Direktur Keuangan Pertamedika (2011 – 2013), Direktur Keuangan dan Administrasi Drill.Serv.Area Kantor Pusat-Kantor Pusat 2015 – 2017). Ditunjuk menjadi Direktur Bisnis Support PEPC sejak tanggal 7 Februari – 31 Juli 2017, sebelum akhirnya diangkat menjadi Direktur Finance & Business Support sejak 1 Agustus 2017 sampai sekarang.

Dasar PengangkatanDiangkat sebagai Direktur Finance & Business Support PEPC, berdasarkan: - Keputusan Pemegang Saham secara sirkuler tentang

Penetapan Pejabat Definitif Direktur Business Support tanggal 7 Maret 2018

- Akta Pernyataan Keputusan Pemegang Saham PEPC tentang Penetapan Pejabat Definitif Direktur Business Support No. 06 tanggal 6 April 2018

- Keputusan Pemegang Saham Secara Sirkuler tentang Pengangkatan Direktur Business Support tanggal 7 Februari 2017

- Akta Pernyataan Keputusan Rapat PEPC tentang Pengangkatan Direktur Business Support No 18 tanggal 16 Februari 2017

Indonesian citizen, born in Pekanbaru on December 24, 1965 (53 years old), domiciled in Jakarta.

Educational BackgroundHe earned a Bachelor's degree in Accounting & Economics from Padjajaran University Bandung in 1989 and a Masters in Accounting from University of Indonesia in 1999.

Work ExperienceAt the beginning of his career at Pertamina, he was placed in the Finance Department of Pertamina Balikpapan since 1990. He has held several important positions, namely Finance Manager of UP IV Cilacap (2007 - 2008), Downstream Finance Treasury Manager (2009), Downstream Finance Controller Manager (2009 - 2010), Business Risk Management Manager (2010), Strategic Planning & Risk Management Manager (2011 - 2013). Other positions were Director of Pertamedika Finance (2011 - 2013), Director of Finance and Administration of Drill. Serv. Area - Head Office (2015 -2017). Appointed as PEPC Support Business Director from 7 February - 31 July 2017, prior his appointment as Finance & Business Support Director from August 1, 2017 until now.

Legal Basis of AppointmentAppointed as Director of PEPC Finance & Business Support, based on:- Circular Decision of Shareholders on the Determination of

Definitive Official of Business Support Director on March 7, 2018

- Deed of Statement of PEPC Shareholders concerning Determination of Definitive Official of Business Support Director No. 06, dated April 6, 2018

- Circular Shareholder Decisions regarding the Appointment of the Director of Business Support on February 7, 2017

- Deed of Statement of PEPC Meeting Resolution concerning Appointment of Business Support Director No. 18 dated February 16, 2017

DesandriDirektur Bussines SupportBussines Support Director





Warga Negara Indonesia, lahir di Ciamis pada tanggal 23 Agustus 1967 (51 tahun), domisili di Jakarta

Riwayat Pendidikan • Executive Development Program, Wharton Business

School, University of Pennsylvania (2014)• Post Graduate Certificate in Managing Projects,

Manchester Business School, University of Manchester, UK (2009)

• MM, Master Degree in Management/ Business Administration in Finance, University of Indonesia (2002)

• Teknik Mesin Institut Teknologi Bandung (1992)

Pengalaman Kerja• Direktur Pengembangan PEPC (2019-sekarang)• VP Surface Facilities PT Pertamina EP (2016-2019)• VP Project PHE ONWJ (2013-2016)• Sr Manager Project PHE ONWJ (2011-2013)• Facility Project Delivery Manager PHE ONWJ (2007-

2011)• Berbagai jabatan di BP, ARCO (1992-2007)

Dasar Hukum Penunjukan Diangkat sebagai Direktur Operasi PEPC, berdasarkan: - Keputusan Pemegang Saham secara sirkuler

tentang Pengangkatan Direktur Operasi dan Direktur Pengembangan tanggal 30 Januari 2019

Indonesian citizen, born in Ciamis on August 23, 1967 (51 years old), domiciled in Jakarta

Educational Background • Executive Development Program, Wharton Business

School, University of Pennsylvania (2014)• Post Graduate Certificate in Managing Projects,

Manchester Business School, University of Manchester, UK (2009)

• MM, Master Degree in Management/Business Administration in Finance, University of Indonesia (2002)

• Mechanical Engineering, Bandung Institute of Technology (1992)

Work Experience• Development Director of PEPC (2019-present)• VP Surface Facilities of PT Pertamina EP (2016-2019)• VP Project of PHE ONWJ (2013-2016)• Sr. Manager of PHE ONWJ Project (2011-2013)• Facility Project Delivery Manager of PHE ONWJ (2007-

2011)• Various positions at BP, ARCO (1992-2007)

Legal Basis of Appointment Appointed as Director of PEPC Operations, based on: - Circular Decision of Shareholders concerning

Appointment of Operations Director and Development Director dated January 30, 2019

Taufik AditiyawarmanDirektur PengembanganDevelopment Director





RANGKAP JABATAN SEBAGAI ANGGOTA DIREKSI CONCURRENT POSITIONS AS MEMBER OF BOARD OF DIRECTORS

PENDIDIKAN ATAU PELATIHAN YANG TELAH DIIKUTI ANGGOTA DIREKSIEDUCATION OR TRAINING THAT HAS BEEN ATTENDED BY MEMBERS OF THE BOARD OF DIRECTORS

Ketentuan mengenai rangkap jabatan bagi anggota Direksi, diatur dalam Akta No. 45 tanggal 28 Juni 2013 pasal 11 ayat 24 dengan ketentuan bahwa anggota Direksi dilarang memangku jabatan rangkap sebagaimana tersebut dibawah ini yaitu:1. Anggota Direksi pada Badan Usaha Milik Negara, Badan

Usaha Milik Daerah, Badan Usaha Milik Swasta

2. Jabatan struktural dan fungsional lainnya pada instansi / lembaga pemerintah pusat dan/ atau daerah

3. Pengurus Partai Politik dan/atau anggota legislatif4. Jabatan lainnya sesuai dengan ketentuan dalam

peraturan perundang-undangan; atau5. Jabatan lainnya yang dapat menimbulkan benturan

kepentingan secara langsung atau tidak langsung dengan Perseroan sesuai dengan ketentuan perundang-undangan yang berlaku

Concurrent positions for members of the Board of Directors are regulated in Deed No. 45 dated June 28, 2013, article 11, paragraph 24, which stipulates that Members of the Board of Directors are prohibited from holding concurrent positions as:1. Member of the Board of Directors in State Owned

Enterprises, Regional Owned Enterprises, Private Owned Enterprises

2. Structural and other functional position in central and/or regional government agencies/institutions

3. Political Party Board member and/or lawmaker4. Other position, in accordance with the provisions of

laws and regulations5. Other position, that directly or indirectly may cause

a conflict of interest with the Company in accordance with the provisions of applicable laws

Pada tahun 2018, PEPC menyertakan anggota Direksi pada beberapa kegiatan guna mendukung pelaksanaan tugas, tanggung jawab, dan wewenang dalam mengelola Perusahaan.

In 2018, PEPC provided members of the Board of Directors with several activities to support the implementation of duties, responsibilities and authority in managing the Company.

Rangkap Jabatan Anggota Direksi Concurrent Positions of BOD Members

NamaName


Jabatan Pada Perusahaan LainPosition in Other Company

Jamsaton Nababan Direktur Utama President Director

-

Achmad Zaidy Direktur OperasiOperations Director

-

Desandri Direktur Bussines SupportBussines Support Director

-

Taufik Aditiyawarman Direktur PengembanganDevelopment Director

-





HUBUNGAN AFILIASI DENGAN ANGGOTA DIREKSI LAIN AFFILIATE RELATIONSHIP WITH OTHER BOARD OF COMMISSIONERS’ MEMBER

PELATIHAN UNTUK PEJABAT SENIOR PEPC TRAINING FOR PEPC SENIOR OFFICIALS

JUMLAH DAN PROFIL PEKERJA NUMBER AND PROFILE OF EMPLOYEES

Anggota Direksi tidak memiliki hubungan afiliasi terkait keuangan maupun kekeluargaan dengan anggota Direksi yang lain maupun dengan anggota Dewan Komisaris dan Pemegang Saham. Namun sesuai dengan status PEPC sebagai anak perusahaan PT Pertamina (Persero), ada anggota Direksi Perusahaan yang merupakan pekerja Pertamina yang ditugaskan Pertamina.

Members of the Board of Directors do not have affiliate relationships related to finance or family with other members of the Board of Commissioners or with Shareholders. However, in accordance with PEPC’s status as a subsidiary of PT Pertamina (Persero), there shall be members of Board of Directors who are employees assigned by Pertamina.

Informasi mengenai pendidikan dan/atau pelatihan bagi pejabat senior Perusahaan meliputi Komite Perseroan, Sekretaris Perusahaan, Audit Internal, disampaikan pada pembahasan terpisah dalam Laporan ini.

Information about education and/or training for the Company’s senior officials including the Corporate Committee, Corporate Secretary, Internal Audit, is presented in a separate discussion in this Report.

STRATEGI PENGEMBANGAN SDMPencapaian PEPC untuk meningkatkan produksi minyak dan gas bumi (migas), tidak terlepas dari peran penting para pekerja. Perusahaan terus mendorong pengelolaan dan pengembangan sumber daya manusia (SDM), guna mendukung pencapaian Visi Perusahaan dan meningkatkan daya saing.

HR DEVELOPMENT STRATEGYThe achievement of PEPC to increase oil & gas production cannot be separated from the employees’ significant role. The company continues to encourage management and development of human resources (HR), to support the achievement of the Company's Vision and to raise competitiveness.

Pelatihan/Pendidikan Untuk Anggota Direksi Tahun 2018Training/Education for Members of Board of Directors in 2018

Jamsaton NababanDirektur Utama President Director• IPA Convention & Exhibition 2018

DesandriDirektur Bussines SupportBussines Support Director• IPA Convention & Exhibition 2018• Pelatihan Professional Petroleum Data Management

Professional Training on Petroleum Data Management





Pengembangan SDM menjadi tanggung jawab Fungsi SDM yang dipimpin pejabat perusahaan setingkat VP dan sampai dengan akhir tahun 2018 dijabat oleh M. Ferry Bagdja

HR development is the responsibility of HR function which is led by company official at the VP level, and until the end of 2018 was held by M. Ferry Bagdja

Strategi pengembangan SDM dilaksanakan melalui peningkatan kompetensi, dengan melaksanakan pelatihan yang selaras rencana bisnis Perusahaan. Pelaksanaan pelatihan disesuaikan dengan Training Guidance yang disusun berdasarkan Training Need Analysis (TNA) dan diselaraskan dengan kebutuhan jabatan maupun kebutuhan PEPC.

The HR development strategy is carried out through competence improvement by carrying out training that is in line with the Company's business plan. The training was adjusted to the Guidance Training prepared based on the Training Need Analysis (TNA) and aligned with the needs of the office and the needs of PEPC.

VP HC & GSM. Ferry Bagdja

Manager Human Capital

Ast. Man. HC Development

Officer HC PlanningOfficer Learning & Talent

Management

Officer HC Business Partner (JTB)Officer HC Business Partner

Ast. Man. IR & C&B

Officer Payroll

Jr. Officer Industrial Relation

Officer HR Services

Officer C&B

Jr. Officer HCIS & HC Services

Struktur Organisasi Fungsi SDMOrganizational Structure of HR Function





PROFIL DAN KOMPOSISI KARYAWAN

Sampai dengan akhir periode pelaporan, jumlah karyawan PEPC ada 244 orang, terdiri dari 195 pekerja laki-laki dan 49 pekerja perempuan. Jumlah tersebut berkurang 16 orang dibanding tahun 2017 sebanyak 260 pekerja. Penambahan jumlah pekerja seiring dengan kebijakan rekrutmen yang dilaksanakan sesuai dengan pengembangan Perusahaan.

Secara prinsip PEPC memberikan kesempatan setara kepada setiap warga negara Indonesia (WNI) untuk menjadi pekerja Perusahaan. Proses rekrutmen dilakukan secara terbuka dengan mempertimbangkan kemampuan terbaik setiap calon pekerja.

Para pekerja PEPC berasal dari berbagai latar belakang. Mereka ditempatkan dalam unit operasional maupun unit usaha di wilayah kerja Perusahaan.

EMPLOYEE PROFILE AND COMPOSITION As of the end of the reporting period, there were 244 PEPC employees, consisting of 195 male employees and 49 female employees. The number decreased by 16 people compared to 2017 at 260 employees. The decrease in the number of employees was in line with the recruitment policy implementation according to the Company’s development.

In principle, PEPC provides equal opportunities to every Indonesian citizen (WNI) to become its employee. The recruitment process is carried out openly by considering the best capabilities of each candidate employee.

PEPC employees come from various backgrounds. They are placed in operating units and business units in the Company's working area.

Komposisi Pekerja PEPC Berdasarkan Jenis KelaminComposition of PEPC Employees by Employment Status

Komposisi Pekerja PEPC Berdasarkan Status KepegawaianKomposisi Pekerja PEPC Berdasarkan Status Kepegawaian

Status KepegawaianEmployment Status

2018 2017 2016

Dewan Komisaris, Komite Audit dan DireksiBoard of Commissioner, Audit Committee and Board of Director

4 7 9

Pekerja Perbantuan PertaminaPertamina Secondment Employee

57 60 60

Pekerja Paru Waktu Tidak Tertentu (PWTT) Rekrutmen LangsungDirect Hire Full-Time Employee

57 60 60

Pekerja PWTT APSubsidiary (AP) Full-Time Employee

16 19 10

Pekerja PWTTContract Employee

110 114 77

Secondee Dari EMCLSecondee from EMCL

0 0 4

Jumlah Total 244 260 220

Laki-lakiMale

195

Laki-lakiMale

211Laki-lakiMale

179

PerempuanFemale

49

PerempuanFemale

49

PerempuanFemale

4180% 80.15%81.36%

20% 19.85% 18.64%2018 2017 2016

JumlahTotal

JumlahTotal

JumlahTotal

244 260 244





Komposisi Pekerja PEPC Berdasarkan Kelompok UsiaComposition of PEPC Employees by Age Group

Komposisi Pekerja PEPC Berdasarkan Tingkat Pendidikan Composition of PEPC Employees by Education Level

Komposisi Pekerja PEPC Berdasarkan PembebananComposition of PEPC Employees by Load Status

Komposisi Pekerja PEPC Status KepegawaianComposition of PEPC Employees by Organizational Level

Kelompok UsiaAge Group (Years)

2018 2017 2016

< 20 0 0 0

21 – 35 85 90 73

36 – 50 108 105 83

> 51 51 65 64


Tingkat PendidikanEducation Level

2018 2017 2016

S3 (Doktoral) Doctorate Degree 1 3 4

S2 (Magister) Master Degree 43 52 47

S1 (Sarjana) Bachelor Degree 187 192 154

Diploma Diploma 5 5 7

SLTA Senior High School 8 8 8


Pembebanan Load

2018 2017 2016

Kantor Pusat PEPC PEPC Head Office 95 23 30

Beban Banyu Urip (Lapangan Banyu Urip)Load of Banyu Urip (Banyu Urip Field)

11 12 9

Beban Proyek JTB (Pengembangan JTB)Load of JTB Project (JTB Development)

138 215 181


Status KepegawaianOrganizational Level

2018 2017 2016

Direksi Director 2 2 4

Komisaris Commissioner 2 3 5

VP/GM / Setara VP/GM/Equivalent 8 9 9

EM (KP) / Manager (Unit) EM (KP)/Manager (Unit) 30 35 45

Asst. Manager / Setara Asst. Manager/Equivalent 46 50 29

Senior Supervisor / Setara Senior Supervisor/Equivalent 113 128 104

Supervisor / Setara Supervisor/Equivalent 39 20 12

Junior Operator / Setara Junior Operator/Equivalent 4 22 12






PENGEMBANGAN KOMPETENSI KARYAWAN

Pengembangan kompetensi pekerja merupakan faktor kunci dalam mengelola SDM. PEPC berkomitmen melaksanakan pengembangan kompetensi pekerja secara berkelanjutan, dengan mempertimbangan kebutuhan kapabilitas dan kapasitas pekerja termasuk level keterampilan, kompetensi dan staffing sesuai dengan TKO Pelatihan pekerja Nomor: B- 026/CP3110/2013-S0, TKO Suksesi Jabatan No: B - 012/CP3110/2013-S0, Dewan pembinaan Karir Pekerja No: B - 013/CP3110/2013-S0.

Secara berkala PEPC menyelenggarakan berbagai kegiatan pengembangan SDM baik secara in-house training, maupun menyertakan pekerja dalam berbagai kegiatan pelatihan di luar Perusahaan. Pengembangan SDM dilaksanakan melalui kegiatan pendidikan karir, pendidikan profesi, keterampilan, serta berbagai kursus, latihan, seminar, lokakarya, pelatihan manajemen dan teknis yang disesuaikan dengan kebutuhan PEPC. Selain itu juga diselenggarakan pendidikan sertifikasi keahlian, pendidikan manajerial serta berbagai knowledge sharing session guna meningkatkan kualitas SDM.

Selama kurun waktu periode pelaporan, PEPC menyediakan biaya pengembangan kompetensi pekerja sebesar USD436.875. Jumlah tersebut berkurang 16% dibanding tahun 2017 yang mencapai USD520.100 Penurunan biaya pengembangan kompetensi ini disebabkan adanya Optimalisasi Biaya CAPEX.

Realisasi kegiatan pengembangan kompetensi karyawan pada tahun 2018 meliputi 73 program pelatihan dengan jumlah 632 peserta. Jumlah program pelatihan tersebut mengalami peningkatan dari tahun 2017 yaitu sebanyak 54 program pelatihan yang diikuti oleh 257 Peserta dari tingkat jabatan manajemen maupun staf.

EMPLOYEE COMPETENCE DEVELOPMENT

Employee competence development is a key factor in managing human resources (HR). PEPC is committed to continuously implementing employee competency development, taking into account the needs and capabilities of employees including level of skills, competency and staffing in compliance with Organizational Work Procedures (TKO) of employee training Number: B-026/CP3110/2013-S0, Position Succession TKO No: B-012/CP3110/2013-S0, Employee Career Advisory Board No: B-013/CP3110/2013-S0.

PEPC periodically organizes various HR development activities both in-house training and sending employees to various training activities outside the Company. HR development is carried out through career education, professional education, skills, as well as various courses, training, seminars, workshops, management and technical training that are tailored to the needs of PEPC. In addition, education on certification of skills, managerial education and various knowledge sharing sessions are held to improve the quality of human resources.

During the reporting period, PEPC allocated USD436,875 in funds for employee competency development. The amount decreased by 16% compared to 2017 which reached USD520,100. The decrease in competency development funds was due to CAPEX Optimization.

The realization of employee competency development activities in 2018 included 73 training programs with a total of 632 participants. The number of training programs has increased from 2017 with 54 training programs and attended by 257 participants from management and staff positions.





MENYIAPKAN KEPEMIMPINAN dan SUKSESI PEPC

Pengungkapan informasi tentang suksesi kepemimpinan di PEPC, disampaikan pada bahasan mengenai Dewan Komisaris dan Direksi, pada bagian lain Laporan ini.

PREPARING LEADERSHIP AND SUCCESSION PLAN OF PEPCDisclosure of information about leadership succession at PEPC, is presented in the discussion of the Board of Commissioners and Board of Directors in another section of this Report.

Catatan:Uraian lain mengenai pekerja PEPC dan ketenagakerjaan, disampaikan dalam bahasan tentang Pelaksanaan

Tanggung Jawab Sosial dan Lingkungan (TJSL) pada bagian lain Laporan Tahunan ini.

Note:Other descriptions of PEPC employees and employment, are presented in the discussion on Implementation of

Social and Environmental Responsibility (SER) in other part of this Annual Report.

INFORMASI KOMPOSISI PEMEGANG SAHAM INFORMATION ON SHAREHOLDER COMPOSITION

PEPC merupakan Perseroan Terbatas tertutup. Perusahaan belum pernah mencatatkan saham di Bursa Efek Indonesia (BEI). Tidak ada saham Perusahaan yang dimiliki publik.

PEPC is a non-listed Limited Liability Company. The company has never listed shares on the Indonesia Stock Exchange (IDX). There are no shares of the Company held by the public.

Jumlah dan Realisasi Biaya Anggaran Pendidkan dan Pelatihan Pekerja PEPC Untuk Tahun 2018 Amount and Realization of Education Budget and PEPC Employee Training in 2018

Jumlah Pekerja yang Mengikuti Program Pelatihan dan Jumlah Hari Pelatihan Tahun 2018 Number of Employees Participating in the Training Program and Number of Training Days in 2018

UraianDescription

Anggaran (USD)Budget (USD)

Realisasi (USD)Realization (USD)


Manajemen Management 79,997 35,847 44.8%

Staf Staff 356,878 250,339 70.2%

Jumlah Total 436,875 286,186 65.5%

Tingkat Jabatan Level of Position

Jumlah Program Pelatihan

Number of Training Programs

Jumlah Peserta Pelatihan

Number of Training Participants

Jumlah (%)Hari Pelatihan

Number of Training Days (%)

Manajemen Management 16 90 140

Staf Staff 57 542 1,116

Jumlah Total 73 632 1,256





As of the end of 2018, PEPC Shareholders are:

• PT Pertamina (Persero), a State-Owned Enterprise (SOE) whose shares are controlled by the Government of Indonesia.

• PT Pertamina Pedeve Indonesia, a subsidiary of PT Pertamina (Persero) with a shareholding composition 99.03% by PT Pertamina (Persero) and 0.07% by PT Pertamina Patra Niaga.

Pemegang Saham PEPCPEPC Shareholders

99%

1%

100%

Seluruh Pemegang Saham PEPC merupakan institusi dalam negeri. Tidak ada kepemilikan institusi atau individu asing.

All PEPC Shareholders are domestic institutions. There are no foreign ownership both institutional or individuals.

Sampai dengan akhir tahun 2018, Pemegang Saham PEPC adalah:• PT Pertamina (Persero), Badan Usaha Milik Negara

(BUMN) yang kepemilikan sahamnya dikuasai Pemerintah Indonesia.

• PT Pertamina Pedeve Indonesia, anak perusahaan PT Pertamina (Persero) dengan komposisi kepemilikan saham PT Pertamina (Persero) sebesar 99,03% dan PT Pertamina Patra Niaga sebesar 0,07%.





STRUKTUR NAMA PEMEGANG SAHAMSTRUCTURE OF SHAREHOLDERS

ENTITAS ANAK DAN ALAMAT ENTITAS ANAK SUBSIDIARIES AND THEIR ADDRESSES

STRUKTUR GRUP DAN KEPEMILIKAN SAHAM GROUP STRUCTURE AND SHAREHOLDING

PEPC tidak memiliki anak perusahaan. Dengan demikian Laporan Tahun 2019 ini tidak mengungkapkan informasi mengenai entitas anak, perusahan asosiasi, perusahaan ventura bersama dimana PEPC beserta persentase kepemilikan saham, bidang usaha, total aset, dan status operasi saham.

PEPC does not have a subsidiary. Thus this 2019 Report does not disclose information about subsidiaries, associate companies, joint venture companies in which PEPC has percentage of shareholding, line of business, total assets, and operating status of shares.

STRUKTUR DALAM GRUP PERTAMINADalam Pertamina Grup, PEPC merupakan salah satu anak perusahaan PT Pertamina (Persero), yang memiliki hubungan sinergi dengan sesama anak perusahaan.

STRUCTURE IN PERTAMINA GROUPIn Pertamina Group, PEPC is one of the subsidiaries of PT Pertamina (Persero), which has a synergistic relationship with fellow subsidiaries.

Modal DasarAuthorized Capital

Nilai per SahamValue per Share

Per December 31, 2018 As of December 31, 2018

Jumlah SahamVolume of Shares

Nominal (Rp)Nominal (Rp)

Modal Dasar Authorized Capital 1,000,000 2,000 2,000,000,0000

Modal ditempatkan & disetor Issued & paid up capital

Pemegang Saham Shareholders:

1. PT Pertamina (Persero) 495 495,000,000 99%

2. PT Pertamina Deve Indonesia 5 5,000,000 1%

Jumlah Modal ditempatkan & disetor penuhTotal Issued & paid up capital

500 500,000,000 100%

Jumlah saham dalam PortopelTotal Shares in Portfolio

1,500 1,500,000,000

Modal ditempatkan & disetor Pemegang SahamIssued & paid up capital by Shareholders

1. PT Pertamina (Persero) 495 495,000,000 99%

2. PT Pertamina Dana Ventura (PDV) 5 5,000,000 1%





Pertamina EP CepuPertamina 99%PT Pertamina Pedeve Indonesia 1%

Pertamina Hulu EnergiPertamina 98,72%PT Pertamina Pedeve Indonesia 1,28%

Pertamina DrillingPertamina 99,89%PT Pertamina Pedeve Indonesia 0,11%

Pertamina East NatunaPertamina 99,9%PT Pertamina Pedeve Indonesia 0,1%

Pertamina Internasional EPPertamina 99,999997%PT Pertamina Pedeve Indonesia 0,000003%

ElnusaPertamina 41,10%DP Pertamina 14,90%Public <5% 44,00%

Pertamina EPPertamina 99,99%PT Pertamina Pedeve Indonesia 0,01%

Pertamina Geothermal EnergyPertamina 90,06%PT Pertamina Pedeve Indonesia 9,94%

Pertamina E&P LibyaPertamina 99%PT Pertamina Pedeve Indonesia 1%

Pertamina EP Cepu ADKPertamina 99%PT Pertamina Pedeve Indonesia 1%

Conoco Phillips Algeria/Pertamina AlgeriaPertamina 100%

Pertamina Hulu IndonesiaPertamina 99,93%PT Pertamina Pedeve Indonesia 0,07%

02 Gas

Pertamina GasPertamina 99,99%PT Pertamina Pedeve Indonesia 0,01%

Pertamina Power IndonesiaPertamina 99,998897%PT Pertamina Pedeve Indonesia 0,001103%

Nusantara RegasPertamina 60%PT PGN Tbk 40%

PT Pertamina Kilang InternasionalPertamina 99,90%PT Pertamina Pedeve Indonesia 0,10%

Pertamina Patra NiagaPertamina 99,912%PT PTK 0,088%

Pertamina RetailPertamina 99,9994%PT Pertamina Pedeve Indonesia 0,0006%

Pertamina International ShippingPertamina 99,95%PT Pertamina Pedeve Indonesia 0,05%

Pertamina Trans KontinentalPertamina 99,999%PT Pertamina Pedeve Indonesia 0,001%

Pertamina LubricantsPertamina 99,95%PT Pertamina Pedeve Indonesia 0,05%

05 Finance & Service

PT Pertamina Pedeve IndonesiaPertamina 99,93%PT PPN 0,07%

Patra JasaPertamina 99,999%PT Pertamina Pedeve Indonesia 0,001%

PTCPertamina 91%PT Pertamina Pedeve Indonesia 9%

Pertamedika : Pertamina Bina Medika Pertamina 99,98%PT Pertamina Pedeve Indonesia 0,02%

Pelita Air Pertamina 99,997%PT Pertamina Pedeve Indonesia 0,003%

TuguPertamina 65%PT Sakti Laksana Prima 17,60%Siti Taskiyah 12,15%M. Satya Permadi 5,25%

PEPC Dalam Struktur Grup PT Pertamina (Persero)PEPC in PT Pertamina (Persero) Group Structure

UPSTREAM 01 GAS

DOWNSTREAM

REFINERY &PETROCHEMICAL

02 06

04

03

FINANCE &SERVICES





KRONOLOGI PENERBITAN SAHAMCHRONOLOGY OF SHARE LISTING

KRONOLOGI PENCATATAN EFEK LAINNYACHRONOLOGY OF OTHER SECURITIES LISTING

LEMBAGA DAN/ATAU PROFESI PENUNJANG PASAR MODALCAPITAL MARKET SUPPORTING INSTITUTIONS AND/OR PROFESSIONS

STRUKTUR KEPEMILIKAN PARTICIPATING INTERESTSTRUCTURE OF PARTICIPATING INTEREST OWNERSHIP

PEPC belum pernah mencatatkan saham di Bursa Saham manapun. Laporan tidak mengungkapkan informasi terkait kronologis pencatatan, jenis tindakan korporasi (corporate action), perubahan jumlah saham, maupun nama bursa.

PEPC has never listed shares on any Stock Exchanges. The report does not disclose information regarding the chronology of listing, types of corporate actions, changes in the number of shares, and names of exchanges.

PEPC belum pernah mencatatkan efek lainnya di Bursa Efek manapun. Laporan ini tidak mengungkapkan informasi terkait kronologis pencatatan, jenis tindakan korporasi, perubahan jumlah efek, nama bursa maupun peringkat efek.

PEPC has never listed other securities on any Stock Exchanges. This report does not disclose information regarding the chronology of listing, types of corporate actions, changes in the number of securities, names of exchanges and ratings of securities.

PEPC merupakan Perseroan Terbatas tertutup, sehingga Laporan ini tidak mengungkapkan informasi terkait lembaga dan/atau profesi penunjang pasar modal. Namun demikian dalam menjalankan kegiatan operasi dan usahanya, PEPC didukung oleh keberadaan lembaga dan/atau profesi penunjang.

PEPC is a non-listed Limited Liability Company, therefore this Report does not disclose information related to capital market supporting institutions and/or professions. However, in carrying out its operations and business activities, PEPC is supported by a number of supporting institutions and/or professions.

LapanganField

Participating InterestParticipating Interest


Lapangan Banyu UripBanyu Urip Field

PEPC 45

ExxonMobil Cepu Limited 20.5

Ampolex (Cepu) Pte.Ltd. 24.5

BUMD Anggota Badan Kerja sama Blok CepuBUMD members of Cepu Block Cooperation Agency

10

Lapangan Unitisasi JTBJTB Unitization Field

PEPC 92

PT Pertamina EP 8





Nama Lembaga dan Profesi PenunjangName of Supporting Institutions and Professions

AlamatAddress

Kantor Akuntan Publik EY (Kantor Akuntan Publik Purwantono, Sungkoro & Surja)

Public Accounting FirmEY (Purwantono, Sungkoro & Surja Public Accounting Firm)

Indonesia Stock Exchange Building Tower 2, 7th Floor Jl. Jend. Sudirman Kav. 52-53, Jakarta 12190, Indonesia Office: +62 21 5289 5000 Fax: +62 21 5289 4600 Website: http://www.ey.com

Notaris NotaryMarianne Vincentia Hamdani, SH

Jl Boulevard Raya Blok K4 No.3 Kelapa Gading Permai Jakarta Utara 14240 Telp. 021 4523463 faks 021 45854285Jl Boulevard Raya Blok K4 No.3 Kelapa Gading Permai North Jakarta 14240 Ph. 021 4523463 fax 021 45854285

Konsultan Hukum Legal ConsultantWatson Farley & Williams

6 Battery Road #28-00 Singapore 049909Telepon: (+65) 6532 5335 or 6551 9188 Fax. (+65) 6532 5434

SKK MigasSKK Migas

Gedung Wisma Mulia Lantai 35 Jl. Gatot Subroto No.42, Jakarta 12710 PO BOX 4775Telepon: (+62-21) 29241607 Fax. (+62-21) 29249999http://www.skkmigas.go.idWisma Mulia Building, 35th Floor Jl. Gatot Subroto No.42, Jakarta 12710 PO BOX 4775Phone: (+62-21) 29241607 Fax. (+62-21) 29249999http://www.skkmigas.go.id

Kementrian Energi dan Sumber Daya Mineral Republik Indonesia (KESDM) Ministry of Energy and Mineral Resources of Republic of Indonesia

Jl. Medan Merdeka Selatan No. 18, Jakarta 10110Telepon: +62 (021) 3804242 Fax: +62 (021) 3440649https://www.esdm.go.id/id/Jl. Medan Merdeka Selatan No. 18, Jakarta 10110Phone: +62 (021) 3804242 Fax: +62 (021) 3440649https://www.esdm.go.id/id/

Kementrian Lingkungan Hidup dan Kehutanan Republik Indonesia (KLHK) Ministry of Environment and Forestry of Republic of Indonesia

Gedung Manggala Wanabakti Blok I lt.2Jl. Jenderal Gatot Subroto, Jakarta 10270 PO BOX 6505Telepon: 021 – 5730191 Fax: +62-21-5705086http://www.menlhk.go.id/Manggala Wanabakti Building, Block I, 2nd fl.Jl. Jenderal Gatot Subroto, Jakarta 10270 PO BOX 6505Phone: 021 – 5730191 Fax: +62-21-5705086http://www.menlhk.go.id/

Kementrian Keuangan Republik Indonesia (Kemenkeu)Ministry of Finance of Republic of Indonesia

Gd. Djuanda I, Jl. Dr. Wahidin Raya No. 1, Jakarta Pusat, DKI Jakarta 10710Telp. (021) 3449230 Fax. (021) 3500842https://www.kemenkeu.go.id/Djuanda I Building, Jl. Dr. Wahidin Raya No. 1, Central Jakarta, DKI Jakarta 10710Phone. (021) 3449230 Fax. (021) 3500842https://www.kemenkeu.go.id/





PENGHARGAAN DAN SERTIFIKASIAWARDS AND CERTIFICATIONS

Penghargaan Berdasarkan lembaga penyelenggaraAward Based on the organizing institution

Direktorat Hulu Upstream Directorate

1 Upstream Improvement & Innovation Awards (UIIA) 2018

• Most Value Reserve dan kategori Platinum: I-PROVE Camaro Most Value Reserve and Platinum category: I-PROVE Camaro

• Runner-Up di Best of the Best: PEPC Runner-Up di Best of the Best: PEPC

• Best I-Prove dan kategori Platinum: I-PROVE Aqua De Vida Best I-Prove dan kategori Platinum: I-PROVE Aqua De Vida

• Most Value Creation 1 dan kategori Platinum: PC-PROVE Jin Botol Most Value Creation 1 dan kategori Platinum: PC-PROVE Jin Botol

• Kategori Gold: PC-PROVE Avenger Logistic, PC-PROVE Commers way, PC-PROVE Frontier, FT Prove Matoh, FT Prove Dump Truck Gold Category: PC-PROVE Avenger Logistic, PC-PROVE Commers way, PC-PROVE Frontier, FT Prove Matoh, FT Prove Dump Truck

• Kategori Silver:FT Prove FIT, FT Prove Balita Silver Category: FT Prove FIT, FT Prove Balita

Dari PT Pertamina (Persero)From PT Pertamina (Persero)

2 Annual Pertamina Quality Awards (APQA) 2018

• The Most Valuable Innovation: PC-PROVE Opsprod The Most Valuable Innovation: PC-PROVE Opsprod

• Kategori Gold: PC Prove Horizon, PC Prove Armada Reborn, PC Prove Frugale, PC Prove Lifter Gold Category: PC Prove Horizon, PC Prove Armada Reborn, PC Prove Frugale, PC Prove Lifter

3 Quality Management Assessment 2018 The Best Incremental Score Pertamina

Skor 591 (Emerging), kenaikan 33% dari skor 446 Score 591 (Emerging), a 33% increase from the score of 446

4 Annual Pertamina Subsidiary Award The Best Shareholder Achiever 1st Runner Up

5 PEPC sebagai Anak Perusahaan dengan pengelolaan LHKPN Tahun 2018 TERBAIK III PEPC ranked Third as a Subsidiary with the BEST LHKPN management 2018, Third Place

6 Best Contributor Cost Saving dalam Break Through Project Procurement Excellence 2018 Best Contributor Cost Saving in Breakthrough Project Pro-curement Excellence 2018

Dari Pemangku Kepentingan lainnyaFrom other Stakeholders

7 APQO International AC Team Awards 2018 PC-PROVE Opsprod 3 Stars (Highest Category) dari Asia Pacific Quality OrganizationAPQO International AC Team Awards 2018 PC-PROVE Opsprod 3 Stars (Highest Category) from Asia Pacific Quality Organization

8 Eksternal assessment ISRS 8 yang di lead oleh fungsi HSSE dari Det Norske Veritas Germanischer Lloyd (DNV GL)External assessment of ISRS 8 led by HSSE function from Det Norske Veritas Germanischer Lloyd (DNV GL)

9 The 13th Sustainability Reporting Award. Runner Up 1 Best Sustainability Report Category Oil and Gas dari National Center for Sustainability Report (NCSR)The 13th Sustainability Reporting Award. Runner Up 1 Best Sustainability Report Category Oil and Gas from National Center for Sustainability Report (NCSR)

Bidang KemasyarakatanCommunity

10 Penghargaan atas partisipasi mendukung kemandirian pengrajin batik dalam Peringatan HUT 2018 Bojonegoro oleh Asosiasi Pengrajin Batik Jonegoro Award for participating in supporting the independence of batik artisans during Bojonegoro Anniversary 2018 event by Bojonegoro Batik Artisan Association

11 Penghargaan atas partisipasi mendukung Peringatan HUT 2018 Bojonegoro oleh Panitia HUT Desa Gayam, BojonegoroAward for participating in supporting Bojonegoro Anniversary 2018 event by Anniversary Committee of Gayam Village, Bojonegoro

12 Penghargaan atas partisipasi mendukung hari santri nasional 2018 oleh Panitia HSN MWC NU GayamAward for participation in supporting national Santri Day 2018 by HSN MWC NU Committee of Gayam

13 Penghargaan atas partisipasi mendukung acara Millenial Inspiration Bojonegoro oleh Jawa Pos Radar BojonegoroAwards for participating in supporting Bojonegoro Millennial Inspiration by Jawa Pos Radar Bojonegoro

14 Penghargaan atas partisipasi dalam workshop dan deklarasi dengan tema Jurnalisme Telivisi di Era Digitial oleh forum Jurnalis Telivisi BojonegoroAward for participating in workshops and declaration with the theme of Jurnalisme Televisi di Era Digital (Television Journalism in the Digital Era) by Bojonegoro Television Journalist forum

15 Penghargaan Certificiate of Achievement atas kemitraan bersama Mitra Sinau bareng kategori Community Development oleh Asosiasi untuk Demokrasi dan Kesejahteraan Sosial (Ademos)Certificiate of Achievement on partnership with Mitra Sinau together with the category of Community Development by the Association for Democracy and Social Welfare (Ademos)





Implementasi ISO Integrasi & ISRS8

PEPC selalu terus berupaya mengembangkan proses bisnis dan sistem tata kerja yang sesuai dengan Manajemen Sistem Tata Kerja Pertamina (MSTKP). Sesuai dengan kebijakan dari PT Pertamina (Persero), PEPC masih dalam tahap pengembangan dengan mengimplementasikan ISO integrasi sebagai persiapan untuk penerapan sertifikasi di masa depan. Penerapan ISO integrasi diverifikasi oleh PT Pertamina (Persero).

PEPC terus berupaya memberikan nilai tambah di sepanjang rantai pasokan. PEPC menjalankan operasi dengan prinsip dan standar internasional terkait pembangunan berkelanjutan yang dituangkan dalam PEPC Management System dan Roadmap HSSE PEPC 2017-2030.

Melalui PEPC Management System, PEPC menjalankan sistem manajemen lingkungan yang mengacu pada standar internasional. Melalui Roadmap HSSE fase I konstruksi di 2018, PEPC juga mempersiapkan kinerja dari reaktif menjadi proaktif dengan mengikuti verifikasi sertifikasi internasional ISRS versi 8. Kinerja yang proaktif juga direalisasikan melalui persiapan implementasi ISO 9001, ISO 14001, dan ISO 45001 untuk kantor pusat dan lapangan JTB yang masih dalam tahap pre-construction.

Implementation of ISO Integration & ISRS8

PEPC strives to develop business process and work system that are in alignment with Pertamina Work Procedure Management System (MSTKP). In accordance with the policies of PT Pertamina (Persero), PEPC is still in the development stage by implementing ISO integration as preparation for the implementation of certification in the future. The implementation of ISO integration has been verified by PT Pertamina (Persero).

PEPC continue the efforts to add value along the supply chain. PEPC’s operations are conducted in compliance with international principles and standards of sustainable development as outlined in the PEPC Management System and PEPC HSSE Roadmap 2017-2030.

Through the PEPC Management System, PEPC carries out environmental management system that refers to international standards. Through the HSSE Roadmap phase I construction in 2018, PEPC also prepared performance from reactive to be proactive by following verification of ISRS version 8 international certification. Proactive performance has also been realized through the preparation of the implementation of ISO 9001, ISO 14001, and ISO45001 for the head office and JTB field was still in the pre-construction stage.

Implementasi ISO integrasi [102-12] ISO Integration Implementation

PEPC Management System yang mengacu pada ISO IntegrasiPEPC Management System that refers to ISO Integration

Standarisasi InternasionalInternational Standard

Sistem Manajemen LingkunganEnvironmental Management System

ISO 14001: 2015Sistem Manajemen LingkunganEnvironmental Management System

Sistem Manajemen MutuQuality Management System

ISO 9001: 2015Sistem Manajemen MutuQuality Management System

Sistem Manajemen Kesehatan & Keselamatan KerjaOccupational Health & Safety Management System

ISO 45001:2016

ISRS 8th Level 3Integrated Sustainabilty Rating System

Sistem Manajemen RisikoRisk Management System

ISO 31000: 2009 Sistem Manajemen RisikoISO 31000: 2009 Risk Management System





Ketersediaan Informasi Dalam Situs Perseroan Sesuai POJK No.8/POJK.4/2015Availability of Information on the Company's Website According to POJK No.8/POJK.4/2015

INFORMASI PADA WEBSITE PERSEROANDAN PENYAMPAIAN LAPORANINFORMATION ON THE COMPANY WEBSITE AND PUBLICATION OF REPORT

Sebagai bentuk kepatuhan pada ketentuan yang mengatur tentang informasi publik, PEPC telah mengelola situs web: pepc.pertamina.com sebagai akses informasi yang cepat dan memadai kepada para pemangku kepentingan. Materi informasi yang dikelola dalam situs Perusahaan telah menampilkan informasi wajib muat, sesuai Peraturan Otoritas Jasa Keuangan (OJK) No.8/POJK.4/2015 tertanggal 25 Juni 2015 tentang Situs Web Emiten atau Perusahaan Publik.

Sesuai dengan status PEPC bukan perusahaan terbuka, materi dalam situs yang dikelola Perusahaan dan informasi yang tersaji telah disesuaikan dengan status PEPC sebagai Perseroan Terbatas tertutup. Situs Perusahaan dan seluruh informasi yang disajikan, disampaikan dalam dua bahasa, yakni bahasa Indonesia dan Inggris.

As a form of compliance with the provisions on public information, PEPC manages the company website: pepc.pertamina.com, as fast and adequate information access for stakeholders. Information material managed on the Company's website has displayed necessary information, according to the Financial Services Authority (OJK) Regulation No.8/POJK.4/2015 dated June 25, 2015 concerning Website of Listed or Public Companies.

In accordance with PEPC’s status of non-listed company, the material on the website managed by the Company and the Limited Liability Company. The Company's website and all information are presented in two languages, Indonesian and English.

Informasi Umum General Information

Informasi Tata Kelola Perusahaan Information on Corporate Governance

Informasi Bagi Pemodal Atau Investor Information for Investors

Informasi Tanggung Jawab Sosial Perusahaan Information on Corporate Social Responsibility





Peta Situs Perusahaan COMPANY SITEMAP

Pelaporan PEPCPEPC Reporting

TRANSPARANSI PENYAMPAIAN LAPORAN

Secara berkala PEPC juga menerbitkan dan menyampaikan laporan kepada para pemangku kepentingan, terkait kinerja produksi dan komersialisasi minyak dan gas bumi (migas). Penyampaian laporan menjadi bentuk kepatuhan terhadap Undang-undang No.14 Tahun 2008 tentang Keterbukaan Informasi Publik, Peraturan OJK No. 31/POJK.04/2015 tentang Keterbukaan Informasi atau Fakta Material oleh Emiten atau Perusahaan Publik dan Peraturan Bapepam & LK No. I-E Lampiran Keputusan Direksi PT Bursa Efek Jakarta No. Kep-306/BEJ/07- 200 tentang Kewajiban Penyampaian Informasi.

TRANSPARENCY OF REPORTING

PEPC also periodically publishes and submits report to stakeholders, regarding the performance of oil and gas production and commercialization. The publishing of reports is a form of compliance with Law No. 14 of 2008 on Public Information Disclosure, OJK Regulation No. 31/POJK.04/2015 concerning Disclosure of Information or Material Facts by Listed or Public Company and Bapepam & LK Regulation No. I-E, Appendix of the Board of Directors’ Decree of PT Jakarta Stock Exchange No. Kep-306/BEJ/07-200 concerning Obligation for Information Disclosure.

1 Beranda Home

2 Tentang KamiAbout Us

Pengantar Direksi Foreword from Directors

Visi, Misi dan Tata Nilai Vision, Mission, and Values

Good Corporate Governance Good Corporate Governance

Sejarah Kami Our History

Manajemen Management

Informasi Finansial Financial Information

Investor Relations Investor Relations

Penghargaan Awards

Kantor Kami Our Office

3 Kegiatan Kami Our Business

1. Wilayah Operasi Where We Operate2. Proyek Projects3. Produksi Production

4 Masyarakat dan Lingkungan Society and Environment

Perilaku Aman Safety Behavior

Lingkungan Environment

Tanggung Jawab Social Responsibility

5 Berita News 1. New Release New Release2. Energia PEPC Energia PEPC3. Pengumuman tender Tender Announcement4. Media Library Media Library

6 Karir Join Us Mengapa PEPC Why PEPC

Testimonial Testimonies

7 Hubungi Kami Contact Us

LaporanReport

Frekuensi dan Tanggal PenerbitanFrequency and Date of Publication

Pihak Tujuan Penyampaian LaporanReport Recipients

ReferensiReferences

Laporan BulananMonthly Report

Per BulanMonthly

Direktur Utama PT Pertamina (persero), Direktur Hulu PT Pertamina (Persero), Dewan Komisaris PEPC, Direktur Utama PT Pertamina Pedeve Indonesia, VP Subsidiary/Joint Venture Management PT Pertamina (Persero)

President Director of PT Pertamina (Persero), Upstream Director of PT Pertamina (Persero), PEPC Board of Commissioners, President Director of PT Pertamina Pedeve Indonesia, VP Subsidiary/Joint Venture Management of PT Pertamina (Persero)

Monitoring Target RKAP yang dilaporkan kepada BOD – BOC PEPC dan pemegang saham

WP&B Target Monitoring reported to PEPC BOD-BOC and shareholders

Sustainability Report

1 tahun sekaliAnnually

Pemegang SahamStakeholders

NOMOR 51/ POJK.03/2017 ; UU no 40 tahun 2007 tentang Perseroan Terbatas

POJK Number 51/POJK.03/2017; Law No. 40 of 2007 on Limited Liability Company





PERISTIWA PENTING 2018 SIGNIFICANT EVENTS 2018

Januari 2018 January 2018 Februari 2018 February 2018 Maret 2018 March 2018

• Townhall Meeting PEPC dengan tema “One Team, One Commitment & One Goal"

• Pengukuhan HSSE Manager PEPC Bapak Defrinaldo

• Pertamina Chief Financial Officer Forum PT Pertamina (Persero) bersama Anak Perusahaan Th. 2018

• PEPC Townhall Meeting with theme "One Team, One Commitment & One Goal

• Inauguration of PEPC HSSE Manager Mr. Defrinaldo

• Pertamina Chief Financial Officer Forum of PT Pertamina (Persero) and Subsidiaries in 2018

• Sosialisasi HSSE seluruh Anak Perusahaan Pertamina di PEPC

• Sharing session Proses Reservoir PEPC bersama dengan Anak Perusahaan Hulu PT Pertamina (Persero)

• Kunjungan Politeknik Energi dan Mineral (PEM AKA Migas) ke PEPC Tahun 2018

• Spirit to Zero HSSE PEPC

• HSSE dissemination of all Pertamina Subsidiaries at PEPC

• Sharing session of PEPC's Reservoir Process with Upstream Subsidiaries of PT Pertamina (Persero)

• Energy and Mineral Polytechnic (AKA Migas) Visit to PEPC in 2018

• Spirit to Zero of PEPC HSSE

• Pengukuhan Petroleum Engineer Manager, bapak Reza Rinaldi Zein

• Penerimaan penghargaan SRA (Sustainability Report Award) PEPC mendapatkan Runner Up 1 Best Sustainability Report Category Oil and Gas

• Novasi kontrak Drilling dari EMCL ke PEPC karena adanya Alih Kelola Proyek JTB

• RUPS PEPC tahun buku 2017• Kick Off Meeting Proyek EPC GPF

antara PEPC dengan konsorsium Rekind – JGC Corporation & JGC Indonesia

• Upstream HSSE Forum Direktorat Hulu Pertamina

• Inauguration of Petroleum Engineer Manager, Mr Reza Rinaldi Zein

• Acceptance of PEPC SRA (Sustainability Report Award) as 1st Runner Up for Best Sustainability Report in Oil and Gas Category

• Novation of Drilling contract from EMCL to PEPC because of JTB Project Transfer

• PEPC GMS 2017• PC GPF Project Kick Off Meeting

between PEPC and Rekind - JGC Corporation & JGC Indonesia consortium

• Upstream HSSE Pertamina Forum of Upstream Directorate





April 2018 April 2018 Mei 2018 May 2018 Juni 2018 June 2018

• Pengukuhan Human Capital Manager, Bapak Yadi Mulyadi

• Pengukuhan Land & Regulatory Manager, Bapak Amat Zahrudin

• Family Gathering PEPC Tahun 2018• Drilling Workover & Technology

Forum 2018

• Inauguration of Human Capital Manager, Mr. Yadi Mulyadi

• Inauguration of Land & Regulatory Manager, Mr. Amat Zahrudin

• PEPC Family Gathering 2018• Drilling Workover & Technology

Forum 2018

• Human Capital Clinic on site untuk seluruh pekerja PEPC dengan tema “Financial Plan” Sharing session with Safir Senduk

• Indonesian Petroleum Association (IPA) 2018

• Buka Puasa seluruh pekerja PEPC bersama Direktur Hulu Pertamina, Bapak Syamsu Alam

• Safari Ramadhan PEPC tahun 2018 di Desa Dolokgede Kecamatan Tambakrejo KAbupaten Bojonegoro

• On site Human Capital Clinic for all PEPC employees with the theme "Financial Plan" Sharing session with Safir Senduk

• Indonesian Petroleum Association (IPA) 2018

• Ifthar banquet of all PEPC employees with Upstream Director of Pertamina, Mr. Syamsu Alam

• PEPC Ramadhan Safari 2018 in Dolokgede Village, Tambakrejo District, Bojonegoro Regency

• Buka Puasa bersama Anak Yatim bersama dengan Pertamina dan seluruh Anak Perusahaan Pertamina dalam menyambut Bulan Ramadhan 1439 H

• Apresiasi kepada Tenaga Kerja Jasa Penunjang (TKJP) PEPC tahun 2018

• Pengukuhan Internal Audit Manager PEPC, Ibu Dahlia

• Halal Bihalal PEPC setelah bulan Ramadhan 1439 H

• Workshop Sosialisasi Pedoman Drilling PEPC tahun 2018

• Iftar banquet with orphans, Pertamina and all subsidiaries in welcoming the month of Ramadan 1439 H

• Appreciation for PEPC Support Service employees' (TKJP) in 2018

• nauguration of PEPC Internal Audit Manager, Mrs. Dahlia

• PEPC Halal Bihalal gathering post Ramadhan 1439 H

• PEPC Drilling Guidelines Dissemination Workshop 2018





Juli 2018 July 2018 Agustus 2018 August 2018 September 2018 September 2018

• Sosialisasi Sistem Tata Kelola Fungsi Geosciences PEPC

• Sosialisasi STK Fungsi Strategic Planning PEPC

• Dissemination of PEPC Geosciences Function Management System

• Dissemination of Work Procedure System (STK) of PEPC Strategic Planning Function

• PEPC Healthy Talk and graduation day bersama Dokter

• Sosialisasi STK Fungsi Drilling PEPC• Pengukuhan VP People Development &

Services Bapak Ferry Bagdja• Project Financing high level meeting PEPC• Sosialisasi STK Fungsi SCM PEPC• Pengukuhan GS Manajer Bapak Iman

Suryadimulya dan Drilling Engineering Manager Bapak Bambang Purwanto

• Sosialisasi CSMS PEPC• Sosialisasi STK Surface Facilities• Pengukuhan Financial Controller Manager• Workshop Quality Management• Sosialisasi STK Finance• Pembukaan ajang kompetisi olahraga sebagai

rangkaian perayaan HUT PEPC ke 13• Penyerahan Hewan Qurban PEPC dalam

menyambut Hari Raya Idul Adha 1439 H• Workshop Leadership ISRS PEPC Tahun 2018• Sosialisasi STK Fungsi General Support

• PEPC Healthy Talk and graduation day with the Doctor

• Dissemination of STK for PEPC Drilling Function • Inauguration of VP People Development &

Services, Mr. Ferry Bagdja• PEPC Project Financing high level meeting

(PEPC)• Dissemination of STK for PEPC SCM Function• Inauguration of GS Manager Mr. Iman

Suryadimulya and Drilling Engineering Manager Mr. Bambang Purwanto

• Dissemination of PEPC CSMS• Dissemination of STK for Surface Facilities• Inauguration of Financial Controller Manager• Quality Management Workshop• Information on STK for Finance• Opening of sports competition event as part of

PEPC 13th Anniversary celebrations• Handover of PEPC Sacrifice Animals in

welcoming Eid al-Adha 1439 H• PEPC ISRS Leadership Workshop 2018• Dissemination of STK for General Support

Function

• MWT Lintas Direktorat ke JTB• Pengukuhan Manager Engineering

JTB, Bapak Bontor Tampubolon • HUT PEPC yang ke 13• Townhall Meeting perkenalan

Direksi Pertamina dengan Ibu Nicke Widyawati

• MWT Cross Directorates Visit to JTB• Inauguration of JTB Engineering

Manager, Mr. Bontor Tampubolon• PEPC 13th Anniversary• Townhall Meeting introducing

Pertamina's Directors with Mrs. Nicke Widyawati





Oktober 2018 October 2018 November 2018 November 2018 Desember 2018 December 2018

• Pengukuhan Legal Manager Bapak Sukma Nusantara

• Sosialisasi GCG PEPC oleh BPKP• Kunjungan DPRD Kabupaten

Bojonegoro ke PEPC• Kunjungan BPK,BPKP dan SKK

Migas ke Fasilitas Banyu Urip dan JTB

• Inauguration of Mr. Sukma Nusantara's Legal Manager

• nformation on PEPC GCG by BPKP• Visit of Bojonegoro Regency DPRD to

PEPC• BPK, BPKP and SKK Migas Visit to

Banyu Urip and JTB facilities

• Press conference Project JTB PEPC kepada Media Lokal Bojonegoro dan Media Nasional

• Survey budaya HSSE kepada seluruh pekerja PEPC

• Employee Forum Direktur Hulu Pertamina ke PEPC

• PEPC JTB Project Press conference to Bojonegoro Local Media and National Media

• HSSE cultural surveys of all PEPC employees

• Employee Forum, with Pertamina's Upstream Director to PEPC

• Workshop Human Capital untuk sinergi seluruh pekerja PEPC

• Kunjungan Komisi A DPRD Bojonegoro

• Event Eco Run seluruh anak Perusahaan Pertamina sebagai rangkaian dari Perayaan HUT PT Pertamina (Persero)

• Syukuran HUT Pertamina dan penghargaan APSA Th. 2018. PEPC mendapatkan penghargaan 1st Runner Up untuk kategori Best Shareholder Achiever

• Human Capital Workshop for synergy of all PEPC employees

• Visit of Bojonegoro Regional House of Represetatives (DPRD) Commission A

• Eco Run events for all Pertamina subsidiaries as a series of PT Pertamina (Persero) Anniversary Celebration

• Thanksgiving of Pertamina Anniversary and the APSA Award 2018. PEPC won the 1st Runner Up award for the Best Shareholder Achiever category





Pemerintah menetapkan Blok Cepu sebagai andalan penyumbang produksi minyak nasional. Produksi minyak mentah Blok Cepu diproyeksikan meningkat hingga 220.000 barel per hari (BOPD) sampai dengan tahun 2020 mendatang.

ANALISIS DAN PEMBAHASAN MANAJEMEN ATAS KINERJA PERUSAHAANMANAGEMENT DISCUSSION AND ANALYSIS ON COMPANY PERFORMANCE

The government designated Cepu Block as the main contributor to national oil production. Cepu Block crude oil production is projected to increase to 220,000 barrels per day (BOPD) by 2020.





TINJAUAN UMUM GENERAL REVIEW

TINJAUAN EKONOMI NASIONAL

Tahun 2018, perekonomian Indonesia masih dihadapkan pada pengaruh lingkungan makro global yang mengalami tekanan cukup berat. Akibatnya realisasi pertumbuhan ekonomi nasional tahun 2018 menurut Kementerian Keuangan RI hanya 5,2%. Angka ini meleset dari target Anggaran Pendapatan Belanja Negara (APBN) 2018, sebesar 5,4%.

Angka sedikit berbeda dirilis Badan Pusat Statistik (BPS), yang menyebut angka pertumbuhan ekonomi nasional tahun 2018 mencapai 5,2%. Namun angka tersebut juga masih berada di bawah target APBN 2018, sebesar 5,4%.

Meski pertumbuhan ekonomi tak memenuhi target APBN, namun secara umum kondisi ekonomi Indonesia relatif lebih baik dibanding tahun 2017 yang mencatatkan angka pertumbuhan ekonomi 5,1%. Situasi ekonomi nasional pada tahun 2018 juga relatif terkendali, yang ditandai inflasi sebesar 3,1% atau lebih rendah dari target APBN yakni 3,5%.

Selain kondisi global yang menghadapi tekanan cukup berat, tekanan dalam negeri juga turut mempengaruhi pertumbuhan ekonomi nasional. Di antaranya realisasi nilai tukar rupiah terhadap dolar Amerika Serikat (USD) yang mencatat realisasi kurs rupiah sepanjang 2018 sebesar Rp14.247 per USD, tak sesuai target APBN sebesar Rp13.400 per USD. Tekanan lain adalah harga minyak yang mengalami deviasi tajam dari asumsi APBN sebesar USD48 per barel, sementara realisasinya USD67,5 per barel.

Memasuki tahun 2019, ekonomi Indonesia diyakini akan mampu bangkit dan lebih baik. Namun demikian pertumbuhan ekonomi Indonesia tetap dihadapkan pada berbagai tantangan. Dalam jangka pendek, tantangan eksternal yang dihadapi meliputi normalisasi moneter negara maju, ketegangan geopolitik, dan proteksionisme. Sementara tantangan jangka pendek dari internal seperti arus modal asing yang berkurang, konsolidasi ekonomi domestik yang masih berlanjut, dan ruang fiskal yang terbatas.

NATIONAL ECONOMIC REVIEW

In 2018, Indonesian economy was still affected by the global macro environment that experienced severe pressure. As a result, the realization of national economic growth in 2018 was only 5.2% according to the Indonesian Ministry of Finance. This figure missed the State Budget (APBN) 2018 target of 5.4%.

A slightly different figure was released by the Central Statistics Agency (BPS), stating the national economic growth figures for 2018 reached 5.2%. However, this figure was still below the state budget 2018 target of 5.4%.

Although economic growth did not meet the State Budget target, in general, Indonesia’s economic conditions were relatively better than in 2017 which recorded a 5.1% economic growth rate. The national economic situation in 2018 was also relatively under control, which was marked by inflation of 3.1% or lower than the State Budget target of 3.5%.

In addition to global conditions that saw severe pressure, domestic pressure also affected national economic growth. The exchange rate realization of rupiah against the US dollar (USD) in 2018 was recorded at IDR14,247 per USD, which did not meet the State Budget target of IDR13,400 per USD. Another pressure was oil prices which saw a sharp deviation from the assumption of the State Budget of USD48 per barrel, while the realization was USD67.5 per barrel.

Entering 2019, Indonesia’s economy is believed to be able to rise and improve. However, Indonesia’s economic growth remains faced with various challenges. In the short term, external challenges faced include monetary normalization, geopolitical tensions, and protectionism of developed countries. While short-term domestic challenges are decreased foreign capital flows, continuing consolidation of domestic economy, and limited fiscal space.





Pada jangka menengah, tantangan eksternal meliputi kecenderungan penurunan produktivitas akibat peningkatan populasi penduduk usia tua di negara maju. Sedang tantangan jangka menengah internal mencakup permasalahan struktural seperti upaya meningkatkan daya saing.

Bank Indonesia memproyeksikan pertumbuhan ekonomi nasional pada tahun 2019 berkisar 5,2% - 5,6%. Proyeksi tersebut tidak mudah diwujudkan, karena tahun 2019 merupakan tahun politik bagi Indonesia, sehingga isu politik menjadi krusial. Proses dan hasil pemilihan kepala negara dapat memengaruhi kebijakan ekonomi yang diambil pada tahun 2019 dan kurun waktu berikutnya.

Sumber: Badan Pusat StatistikSource: Central Statistics Agency

Tingkat Pertumbuhan Ekonomi IndonesiaIndonesian Economic Growth

In the medium term, external challenges include a tendency to decrease productivity due to growth in the elderly population in developed countries. Meanwhile the medium term internal challenges include structural problems such as efforts to improve competitiveness.

Bank Indonesia has projected national economic growth in 2019 between 5.2% - 5.6%. The projection is not easy to realize, because 2019 is a political year for Indonesia which makes political issues become crucial. The process and results of the presidential election may influence economic policies taken in 2019 and the following period.

2018

2016

2017

2015

5.17%

5.02%

5.06%

4.88%

TINJAUAN INDUSTRI HULU MIGAS NASIONAL

Pertumbuhan ekonomi nasional sepanjang tahun 2018, turut dipengaruhi bertumbuhnya beberapa sektor. Salah satunya sektor informasi dan komunikasi yang ditandai berkembangnya era digitalisasi dan revolusi industri 4.0.

Sektor lain adalah pertambangan termasuk pertambangan minyak dan gas (migas). Dalam beberapa tahun terakhir sektor migas mampu menarik investor untuk mengelola blok-blok migas di nusantara, di antaranya Blok Cepu.

Masih besarnya minat usaha di sektor migas tak terlepas dari relatif terjaganya harga minyak dunia, sehingga

INDUSTRIAL OIL AND GAS INDUSTRY REVIEW

National economic growth throughout 2018 was also influenced by the growth in several sectors. One of them was the information and communications sector which was indicated by the development of the digitalization era and the industrial revolution 4.0.

The other sector was mining, including oil and gas mining. In the past few years, the oil and gas sector has been able to attract investors to manage oil & gas blocks in the archipelago, including Cepu Block.

The interest in oil and gas sector business that remain high was closely related to the relatively maintained world oil





tak sedikit investor yang menanamkan modal. Satuan Kerja Khusus Pelaksana Kegiatan Usaha Hulu Minyak dan Gas Bumi (SKK Migas), menyebut investasi hulu migas di Indonesia sampai akhir tahun 2018 meningkat dibandingkan 2017. Realisasi investasi hulu migas nasional hingga akhir 2018 mencapai USD1,37 miliar, dengan tingkat harga minyak mentah Indonesia (Indonesian Crude Price/ICP) USD69,8 per barel. Jumlah tersebut meningkat dari realisasi investasi 2017 sebesar USD10,2 miliar.

Keinginan besar untuk berinvestasi di sektor hulu migas juga didorong perubahan kebijakan Pemerintah, yang mengganti ketentuan pembayaran biaya operasi yang harus dikembalikan negara (cost recovery) dengan skema bagi hasil kotor (gross split) kepada perusahan kontraktor kontrak kerja sama (KKKS). Setelah diterapkan pada awal tahun 2017, tercatat sampai dengan kwartal pertama tahun 2019 sudah ada 42 blok migas yang mengalihkan kontrak bagi hasil dari basis cost recovery menjadi gross split.

Meski investasi di sektor hulu migas memperlihatkan dinamika positif, namun belum berpengaruh banyak pada pencapaian produksi siap jual (lifting) migas selama tahun 2018. Publikasi Kementerian Keuangan RI menyebut, realisasi lifting minyak pada tahun 2018 sebanyak 776.000 barrel per hari (BOPD), lebih rendah dari asumsi APBN sebanyak 800.000 BOPD. Demikian pula dengan realisasi lifting gas bumi sebesar 1.136 barel setara minyak per hari (BOEPD), dari asumsi APBN 1.200 BOEPD.

Pemerintah terus mendorong peningkatan lifting migas. Langkah strategis yang dilakukan adalah menjadikan empat proyek hulu migas skala besar sebagai Proyek Strategis Nasional (PSN). Ke-empat proyek tersebut adalah Indonesia Deepwater Development (IDD), Lapangan Abadi Blok Masel, Unitisasi Lapangan Gas Jambaran-Tiung Biru (JTB) Blok Cepu, dan Train-3 Kilang Tangguh.

Sektor migas memang masih menjadi salah satu sumber penerimaan negara. Realisasi penerimaan negara dari sektor migas tahun 2018 memperlihatkan kinerja positif. Direktorat Jenderal Minyak dan Gas Bumi (Ditjen Migas) Kementerian Energi dan Sumber Daya Mineral (ESDM), menyebutkan, penerimaan negara dari sektor migas sepanjang 2018 mencapai Rp228 triliun atau 182%

prices, which caused a substantial number of investors to invest. According to Special Task Force for Upstream Oil and Gas Business Activities (SKK Migas), upstream oil and gas investment in Indonesia until the end of 2018 increased compared to 2017. The realization of national upstream oil and gas investment until the end of 2018 reached USD1.37 billion, with Indonesian Crude Price (ICP) was at USD69.8 per barrel. The figures increased from investment realization in 2017 of USD10.2 billion.

The great interest to invest in the upstream oil & gas sector was also driven by changes in Government policy, which replaced the payment of cost recovery with a gross split scheme for Contractors of Production Sharing Contract (PSC). After being implemented in early 2017, up to the first quarter of 2019, there have been 42 oil & gas blocks recorded to have changed their production sharing contract scheme from cost recovery to gross split.

Although investment in the upstream oil & gas sector showed positive dynamics, it has not had much impact on the achievement of oil & gas lifting in 2018. The Ministry of Finance’s publication showed that realization of oil lifting in 2018 was 776,000 barrels per day (BOPD), lower from the assumption of the State Budget of 800,000 BOPD. The realization of natural gas lifting was 1,136 barrels of oil equivalent per day (BOEPD), from the assumption of 1,200 BOEPD in the State Budget.

The government continues to boost oil & gas lifting. The strategic step taken was to make four large-scale upstream oil & gas projects as National Strategic Projects (PSN). The four projects are Indonesia Deepwater Development (IDD), Abadi Field of Masel Block, Unitization of Jambaran-Tiung Biru (JTB) Gas Field in Cepu Block, and Train-3 of Tangguh Refinery.

The oil and gas sector evidently remained as one of state revenue sources. The realization of state revenues from the oil & gas sector in 2018 showed a positive performance. The Directorate General of Oil and Gas of the Ministry of Energy and Mineral Resources revealed that state revenues from oil and gas sector during 2018 reached IDR228 trillion or 182% of the State Budget 2018 target. The amount





dari target APBN 2018. Jumlah tersebut terbagi dalam Penerimaan Negara Bukan Pajak (PNBP) Rp163,4 triliun atau 72% dan dari Pajak Penghasilan (PPh) Migas senilai Rp163,4 triliun atau 28%.

Memasuki tahun 2019, beberapa proyek hulu migas mulai memasuki tahapan produksi sehingga akan berkontribusi terhadap realisasi produksi dan realisasi lifting migas. Pemerintah menetapkan target lifting migas 2019 sebesar 2 juta BOEPD, dengan rincian target lifting minyak 750.000 BOPD dan target lifting gas bumi 1.250 BOEPD.

Target lebih tinggi ditetapkan SKK Migas, yakni lifting migas tahun 2019 sebesar 2.025 juta BOEPD. Rinciannya target lifting minyak 775.000 BOPD dan target lifting gas bumi 1.250 juta BOEPD. SKK Migas juga menargetkan penerimaan dari sektor hulu migas pada tahun 2019 sebesar 17,5 miliar dolar AS atau setara Rp215 triliun, sama seperti realisasi penerimaan tahun 2017.

comprised Non-Tax State Revenues (PNBP) of IDR164.16 trillion or 72% and from Oil and Gas Income Tax (PPh) of IDR63.84 trillion or 28%.

Early 2019, several upstream oil and gas projects have been entering the production stage so that they will contribute to the realization of oil and gas production and lifting. The government has set a target of oil and gas lifting at 2 million BOEPD for 2019, comprising 750,000 BOPD of oil lifting target and 1,250 BOEPD of natural gas lifting target.

The higher target was set by SKK Migas for oil & gas lifting in 2019 at 2,025 million BOEPD, comprising the oil lifting target was set at 775,000 BOPD and the natural gas lifting target at 1,250 million BOEPD. SKK Migas also set a target of revenues from upstream oil & gas sector in 2019 to reach USD17.5 billion or IDR215 trillion, the same as the realization of revenues in 2017.

Sumber: Publikasi Kementerian Keuangan Source: Ministry of Finance Publication

Sumber: Publikasi Kementerian Keuangan Source: SKK Migas Publication

Target dan Realisasi Lifting Migas (APBN)Target and Realization of Oil & Gas Lifting (State Budget)

Target dan Realisasi Lifting Migas (SKK Migas)Target and Realization of Oil & Gas Lifting (SKK Migas)

UraianDescription

SatuanUnit

Target 2018Target 2018

Realisasi 2018Realization 2018


∆%

1 2 3 2:3

Minyak Oil BOPD 800,000 776,000 750,000 103

Gas Bumi Natural Gas BOEPD 1,200,000 1,136,000 1,250,000 90.88

Jumlah Total BOEPD 2,000,000 1,912,000 2,000,000 95.60

UraianDescription

SatuanUnit


Realisasi 2018Realisasi 2018


∆%

1 2 3 2:3

Minyak Oil BOPD 800,000 776,000 775,000 100.13

Gas Bumi Natural Gas BOEPD 1,200,000 1,136,000 1,250,000 90.88

Jumlah Total BOEPD 2,000,000 1,912,000 2,025,000 94.42





TINJAUAN POSISI PEPC DALAM INDUSTRI HULU MIGAS NASIONAL

PT Pertamina EP Cepu adalah anak perusahaan PT Pertamina (Persero) yang bergerak dalam sektor hulu migas. PEPC mengelola Blok Cepu, bersama dengan EMCL, Ampolex Cepu Pte.Ltd dan empat badan usaha milik daerah (BUMD) yang tergabung dalam Badan Kerja sama Blok Cepu.

Blok Cepu berada di wilayah Kabupaten Bojonegoro di Jawa Timur dan Kabupaten Blora di Jawa Tengah. Sampai dengan akhir tahun 2018 telah beroperasi Lapangan Minyak Banyu Urip yang memiliki Estimated Ultimate Recovery (EUR) sebesar 729 juta barel dan sesuai kondisi terkini, memiliki potensi penambahan menjadi 823 juta barel.

Setelah produksi awal pada Agustus 2009 melalui Fasilitas Produksi Awal dengan volume 20.000 barel, volume produksi Lapangan Banyu Urip terus ditingkatkan menjadi 80.000 BOPD pada tahun 2015 dan 165.000 BOPD pada tahun 2016. Pada awal tahun 2018, Lapangan Banyu Urip telah memproduksi lebih dari 200.000 BOPD.

Dengan tingkat produksi tersebut, Blok Cepu memiliki posisi strategis dalam produksi minyak nasional. Volume produksi minyak dari Lapangan Banyu Urip mencapai 26,84% dari total volume produksi minyak nasional sebesar 778.000 BOPD.

Produksi minyak Blok Cepu diproyeksikan dapat ditingkatkan lagi menjadi 220.000 BOPD. Proyeksi ini tidak terlepas dari pengembangan Lapangan Kedung Keris yang sampai akhir tahun 2018 masih dalam tahap penyelesaian, dan akan mulai berproduksi pada akhir tahun 2019 dengan volume sebanyak 10.000 BOPD.

Blok Cepu juga akan memberikan kontribusi signifikan pada produksi gas nasional, setelah proyek pengembangan Unitisasi Lapangan Gas JTB beroperasi. Sampai dengan akhir tahun 2018, pelaksanaan proyek pengembangan Unitisasi Lapangan Gas JTB memasuki tahapan rekayasa, pengadaan dan konstruksi (EPC/Engineering, Procurement, Construction) Gas Processing Facility (GPF). GPF ditargetkan beroperasi pada tahun 2021, GPF akan mampu memproses gas sebesar 330 MMSCFD dengan produksi gas jual sebesar 192 MMSCFD.

REVIEW OF PEPC POSITIONIN THE NATIONAL UPSTREAM OIL AND GAS INDUSTRY

PT Pertamina EP Cepu is a subsidiary of PT Pertamina (Persero) engaged in the upstream oil & gas sector. PEPC manages Cepu Block, together with EMCL, Ampolex Cepu Pte. Ltd. and four regional-owned enterprises (BUMD) that are members of Cepu Block Cooperation Agency.

Cepu Block is situated in Bojonegoro Regency area in East Java and Blora Regency in Central Java. Until the end of 2018, Banyu Urip Oil Field has been operating and has Estimated Ultimate Recovery (EUR) of 729 million barrels and according to current conditions, has the additional potential to 823 million barrels.

After its initial production in August 2009 through the Initial Production Facility with a volume of 20,000 barrels, the production volume of Banyu Urip Field continued to increase to 80,000 BOPD in 2015 and 165,000 BOPD in 2016. In early 2018, Banyu Urip Field has produced more than 200,000 BOPD.

With this level of production, Cepu Block has a strategic position in national oil production. The volume of oil production from Banyu Urip Field reached 26.84% of total national oil production volume of 778,000 BOPD.

Cepu Block oil production has been projected to increase to 220,000 BOPD. This projection was due to the development of Kedung Keris Field which until the end of 2018 was still in the completion stage, and to begin production by the end of 2019 at a volume of 10,000 BOPD.

Cepu Block will also make a significant contribution to national gas production, after JTB Gas Field Unitization development project operates. As of the end of 2018, the execution of the JTB Gas Field Unitization development project entered the Engineering, Procurement Construction (EPC) phase of Gas Processing Facility (GPF). GPF was targeted to operate in 2021, GPF will be able to process gas of 330 MMSCFD with selling gas production of 192 MMSCFD.





Kontribusi Lifting Migas PEPC terhadap Total Lifting Migas PT Pertamina (Persero) Tahun 2018 PEPC Oil & Gas Lifting Contribution to PT Pertamina (Persero) Total Oil & Gas Lifting in 2018

Kontribusi Lifting Migas PEPC terhadap Total Lifting Migas Nasional Tahun 2018 PEPC Oil & Gas Lifting Contribution to Total National Oil & Gas Lifting in 2018

∆%

∆%

26.6

12.1

94,191

94,191

354,000

776,000

Lifting PEPCPEPC Lifting

Lifting PEPCPEPC Lifting

Lifting PT Pertamina (Persero)PT Pertamina (Persero) Lifting

Lifting NasionalNational Lifting

BOPD

BOPD

BOPD

BOPD

Minyak Oil

Minyak Oil

TINJAUAN OPERASI PER SEGMEN USAHA OPERATIONAL REVIEW PER SEGMENT

DASAR PENETAPAN SEGMEN USAHA

Sesuai dengan Akta No.32 tanggal 18 April 2016 tentang Perubahan Anggaran Dasar Perseroan, kegiatan usaha PEPC adalah:a. Menyelenggarakan usaha hulu di bidang minyak

dan gas bumi meliputi eksplorasi dan eksploitasi serta penjualan produksi minyak dan gas bumi hasil kegiatan usaha eksplorasi dan eksploitasi.

b. Menyelenggarakan kegiatan usaha penunjang lain yang secara langsung maupun tidak langsung menunjang kegiatan usaha tersebut dalam huruf (a).

Selama tahun buku 2018, PEPC menjalankan kegiatan operasi segmen usaha meliputi pengembangan, produksi dan penjualan minyak. Secara umum kegiatan operasi pada seluruh segmen usaha memperlihatkan kinerja positif.

Dalam segmen usaha pengembangan, PEPC melanjutkan kegiatan proyek pengembangan Lapangan Gas Unitisasi JTB yang merupakan proyek strategis nasional (PSN).

BASIS OF DETERMINING BUSINESS SEGMENT

In accordance with Deed No.32 dated April 18, 2016 on Amendments to the Company’s Articles of Association, PEPC’s business activities are:a. Carrying out upstream business in the oil and gas

sector encompassing exploration and exploitation as well as the sale of oil and gas production resulting from exploration and exploitation business activities.

b. Carrying out other supporting business activities that directly or indirectly support business activities in letter (a).

During fiscal year 2018, PEPC conducted business segment operations covering development, production and sales of oil. In general, operating activities in all business segments showed positive performance.

In the development business segment, PEPC continued the development project of JTB Unitization Gas Field, which is a national strategic project (PSN). The project





TINJAUAN OPERASI SEGMEN USAHA PENGEMBANGAN OPERATIONAL REVIEW OF DEVELOPMENT BUSINESS SEGMENT

STRUKTUR ORGANISASI FUNGSI PENGEMBANGAN

Kegiatan operasi segmen usaha pengembangan menjadi tugas dan tanggung jawab Direktorat Pengembangan yang dipimpin Direktur Pengembangan dan dibantu VP Technical Support dan VP Project Management.

ORGANIZATIONAL STRUCTURE OF DEVELOPMENT FUNCTIONThe operations of development business segment are the duties and responsibilities of the Development Directorate led by the Development Director and assisted by VP Technical Support and VP Project Management.

Pelaksanaan proyek telah menyelesaikan pekerjaan Early Civil Work (ECW) pada 15 Mei 2018 dan pada bulan Agustus 2018 memulai pelaksanaan proyek Independent Access Road (IAR) area Banyu Urip yang direncanakan selesai pada bulan September 2019 dengan realisasi aktual pada akhir tahun 2018 mencapai progres 12,12%. Selanjutnya UPP SKK Migas telah memberikan dukungan untuk penyelesaian paket pengadaan kegiatan Pemboran Sumur JTB dengan target spud in di Jambaran East pada Juli 2019 dan status per akhir tahun 2018 mencapai progress 7% dengan kegiatan utama pengadaan material dan jasa pendukung pemboran sumur JTB meliputi 26 kontrak baru.

Pada segmen usaha produksi dan komersialisasi, memperlihatkan peningkatan kinerja dibanding tahun sebelumnya. Volume produksi minyak dari Lapangan Banyu Urip rata-rata mencapai 208.793,7 BOPD (atau 93.957,2 BOPD share 45% PEPC) per akhir tahun 2018, bertambah dibanding tahun 2017 sebesar rata-rata 203.521,9 BOPD (atau 91.584,9 BOPD share 45% PEPC).

Peningkatan produksi minyak berpengaruh pada peningkatan perolehan Laba Bersih per 31 Desember 2018 menjadi USD842,40 juta, seiring meningkatnya perolehan Pendapatan Usaha dari hasil penjualan minyak menjadi USD1.779,01 juta per 31 Desember 2018 dari semula USD1.328,94 juta pada tahun 2017.

has completed the Early Civil Work (ECW) phase on May 15, 2018 and in August 2018 began the execution of Independent Access Road (IAR) project in Banyu Urip area, which is planned to be completed in September 2019 with realization of progress by the end of 2018 reached 12.12%. Further, SKK Migas UPP has provided support for the completion of the procurement package of JTB Well Drilling activities with the target of spud in Jambaran East in July 2019 and the status of progress at the end of 2018 has reached 7% with the main activities of procuring materials and supporting services for JTB well drilling comprising 26 new contracts.

The production and commercialization business segments showed improved performance compared to the previous year. The average oil production volume from Banyu Urip Field reached at the average of 208,793.7 BOPD (or 93,957.2 BOPD, 45% PEPC share) as of the end of 2018. It was an increase from 2017 at the average of 203,521.9 BOPD (or 91,584.9 BOPD shares 45% PEPC).

The increase in oil production has has an effect on the increase in the Net Profit as of December 31, 2018 to USD 842.40 million, along with the increase in the Operating Revenues from oil sales to USD1,799.01 million as of December 31, 2018 from previously USD1,328.94 million in 2017.





Struktur Organisasi Fungsi PengembanganOrganizational Structure Development Function

President Director

Development Director

VP Project Management

Manager Project Control

Manager Interface

Deputy KK Project

Sr. Advisor

Manager Project Engineering

VP Technical Support

Manager G&G

Manager Reservoir

GM Gas Project JTB

Manager Surface Facilities

RPTK JTB

Secretary

SecretarySecretary

PROYEK PENGEMBANGAN LAPANGAN GAS UNITISASI JTB

Lapangan Unitisasi Jambaran-Tiung Biru terletak pada Wilayah Kerja (WK) Blok Cepu dan WK Blok PEP dengan koordinat sekitar 111043’ bujur timur dan 7014’ lintang selatan, dan terletak sekitar 200 km sebelah Timur Kota Semarang, Ibukota Propinsi Jawa Tengah dan 150 km sebelah Barat Kota Surabaya, Ibukota Propinsi Jawa Timur.

JTB UNITIZATION GAS FIELD DEVELOPMENT PROJECT

Jambaran-Tiung Biru Unitization Field is located in Cepu Block Working Area (WK) and PEP Block WK with coordinates around 111043’ east longitude and 7014’ southern latitude, about 200 km east of Semarang City, the Capital of Central Java Province and 150 km west of Surabaya City, the Capital of East Java Province.





Gambar Lokasi WK CepuLocation Image of Cepu Working Area

Gambar Lokasi Lapangan Gas Unitisasi Jambaran Tiung Biru Location Image of Jambaran-Tiung Biru Unitization Gas Field

Proyek Pengembangan Lapangan Gas Unitisasi Jambaran Tiung Biru (Proyek JTB) telah melalui perjalanan panjang. Diawali dengan penemuan Lapangan Gas Jambaran oleh EMCL pada tahun 2001 di WK Blok Cepu dan kemudian penemuan Lapangan Gas Tiung Biru oleh PT Pertamina EP di WK PT Pertamina EP pada tahun 2010.

Pada tahun 2010, diketahui bahwa reservoir Lapangan Jambaran (suatu lapangan hidrokarbon di WK Blok Cepu) melampar ke Lapangan Tiung Biru (lapangan hidrokarbon di WK PT Pertamina EP). Sesuai Peraturan Pemerintah (PP)

Jambaran Tiung Biru Unitization Gas Field Development Project (JTB Project) has been through a long journey. It began with the discovery of Jambaran Gas Field by EMCL in 2001 at working area of Cepu Block and later the discovery of Tiung Biru Gas Field by PT Pertamina EP at working area of PT Pertamina EP in 2010.

In 2010, it was discovered that Jambaran Field reservoir (a hydrocarbon field in Cepu Block working area) was spread to Tiung Biru Field (a hydrocarbon field in PT Pertamina EP working area). In accordance with Government Regulation

KEDUNG KERIS

GIYANTI

JAVA SEA Lapangan Gas CepuCepu Gas Field

JAVA SEA

INDIAN OCEAN





No. 35 Tahun 2004 tentang Kegiatan Usaha Hulu Minyak dan Gas Bumi, KKKS wajib melakukan unitisasi apabila terbukti adanya pelamparan reservoir yang memasuki WK KKKS lainnya.

Untuk itu, pada tanggal 14 September 2012, Para Kontraktor KKS Blok Cepu dan KKS PT Pertamina EP (PEP) menandatangani Perjanjian Unitisasi Lapangan Gas Jambaran dan Lapangan Tiung Biru yang terdiri dari Unitization Agreement (UA) dan Unit Operating Agreement (UOA), yang pada pokoknya menyepakati:a. Melakukan unitisasi terhadap Lapangan Jambaran

dan Lapangan Tiung Biru;b. Menunjuk PEPC sebagai Operator Lapangan Unitisasi

Jambaran-Tiung Biru (Lapangan Unitisasi JTB);c. Menentukan kerangka pengembangan dan

pengoperasian Lapangan Unitisasi JTB dengan membangun fasilitas produksi yang terdiri dari Gas Processing Facility (GPF), Pipeline dan fasilitas penunjang lainnya.

d. Meskipun PEPC ditunjuk sebagai Operator Lapangan Unitisasi JTB, namun disepakati bahwa kegiatan subsurface dan 60% kegiatan Drilling serta pengadaannya dilakukan oleh EMCL.

Menteri ESDM melalui Surat No. 1581/13/MEM.M/2013 tanggal 28 Februari 2013 telah menyetujui pelaksanaan unitisasi Lapangan Jambaran-Tiung Biru dengan PEPC sebagai Operator.

Plan Of Development Lapangan Unitisasi JTB (POD)

Semula Plan of Development (POD) dibuat untuk pengembangan secara terintegrasi Lapangan Unitisasi JTB dengan Lapangan Cendana (berada di WK Blok Cepu) yang telah disetujui oleh SKK MIGAS pada tanggal 13 Februari 2013.

Dalam usaha revalidasi estimasi project cost dan schedule POD, KKKS WK Blok Cepu dan KKKS WK PEP berusaha untuk melakukan optimasi dengan cara optimalisasi Proyek yang semula terintegrasi antara Lapangan Gas Unitisasi JTB dengan Lapangan Cendana, dan memisahkan lingkup pengembangan Lapangan Cendana dari POD.

Untuk itu, KKKS WK Blok Cepu dan KKKS WK PEP mengajukan POD revisi pengembangan Lapangan Unitisasi JTB tanpa Lapangan Cendana yang disetujui

(PP) No. 35 of 2004 concerning Upstream Oil and Gas Business Activities, the PSC must carry out unitization if it is proven that the reservoir is spread to other PSC’s working area.

Therefore, on September 14, 2012, Cepu Block PSC Contractors and PSC PT Pertamina EP (PEP) signed a Unitization Agreement for the Jambaran and Tiung Biru Gas Fields consisting of Unitization Agreement (UA) and Unit Operating Agreement (UOA), which in essence agreed to:a. Conduct unitization of Jambaran Field and Tiung Biru

Field;b. Appoint PEPC as Jambaran-Tiung Biru (JTB) Unitization

Field Operator c. Determine the framework for developing and operating

JTB Unitization Field by building production facilities consisting of Gas Processing Facility (GPF), Pipelines and other supporting facilities.

d. Although PEPC has been appointed as JTB Unitization Field Operator, it was agreed that subsurface activities and 60% of drilling activities as well as procurement are carried out by EMCL.

Minister of Energy and Mineral Resources through Letter No. 1581/13/MEM.M/2013 dated February 28, 2013 approved the unitization of Jambaran-Tiung Biru Field with PEPC as an Operator.

JTB Unitization Field Plan of Development (POD)

Originally Plan of Development (POD) was created for the integrated development of JTB Unitization Field with Cendana Field (located in Cepu Block working area) which was approved by SKK MIGAS on February 13, 2013.

In bid to revalidate the estimation of project costs and POD schedules, PSC Cepu Block working area and PSC PEP working area attempted to optimize the project which was originally integrated between JTB Unitization Gas Field and Cendana Field, and separated the scope of Cendana Field development from POD.

Therefore, PSC Cepu Block working area and PSC PEP working area proposed a revised POD for the development of JTB Unitization Field without Cendana Field that was





JTB Unitization Gas Field Project Execution Without Participation of ExxonMobil and BKS PI of Cepu Block

In early 2017, based on the letter of the Minister of Energy and Mineral Resources Number: 9/13/MEM.M/2017 dated January 3, 2017 on the Development of Jambaran-Tiung Biru Field, so that PEPC to fully execute the development of the Jambaran-Tiung Biru field and to take actions to resolve the rights and obligations through Business to Business with related parties, as well as other necessary steps. Based on this, PEPC, with the support of PT Pertamina (Persero), has conducted the process of management transfer for the rights and responsibilities of EMCL, Ampolex and BKS from the JTB Project. The process was conducted through several negotiations and amendments to the related agreements which were completely signed on December 5, 2018. Thus the rights of management

SKK MIGAS melalui surat No. SRT-0725/SKKO0000/2015/S1 tanggal 17 Agustus 2015 perihal Persetujuan Revisi POD Lapangan Unitisasi Jambaran – Tiung Biru, Wilayah Kerja Cepu dan Wilayah Kerja Pertamina EP. Alokasi gas diberikan kepada PLN dan PKC, melalui PT Pertamina (Dit. Gas) dan HOA (Head of Agreement) ditandatangani tanggal 18 Desember 2015 dan berlaku selama 1 (Satu) tahun dengan harga USD8/MMBTU (2012) dan ekskalasi 2%.

Sejalan dengan turunnya harga minyak dan gas dunia, pembeli gas Lapangan Unitisasi JTB menyatakan tidak dapat membeli gas dengan harga sebesar USD8/MMBTU (POD revisi), sehingga keekonomian Lapangan Unitisasi JTB terkoreksi turun.

Menyikapi hal tersebut, EMCL dan Ampolex (ExxonMobil) tidak dapat meneruskan partisipasinya dalam proyek pengembangan gas Lapangan Unitisasi JTB kecuali pemerintah memberikan fiskal insentif berupa perpanjangan jangka waktu KKKS WK Cepu, peningkatan persentase bagi hasil gas bumi untuk Kontraktor, percepatan depresiasi, dan/atau perubahan investment credit untuk mempertahankan keekonomian proyek. Namun demikian, pemerintah tidak memberikan fiskal insentif sebagaimana diminta. Berdasarkan hal tersebut di atas, Pertamina masih dapat mempertimbangkan keekonomian proyek, sehingga terdapat perbedaan antara ExxonMobil dengan Pertamina.

Pelaksanaan Proyek Lapangan Gas Unitisasi JTB Tanpa Partisipasi ExxonMobil dan BKS PI Blok Cepu

Memasuki tahun 2017 berdasarkan surat Menteri ESDM Nomor : 9/13/MEM.M/2017 tanggal 3 Januari 2017 perihal Pengembangan Lapangan Jambaran-Tiung Biru, agar PEPC melaksanakan secara penuh pengembangan lapangan Jambaran-Tiung Biru dan agar melakukan langkah – langkah penyelesaian hak dan kewajiban melalui Business to Business dengan pihak terkait, serta langkah-langkah lain yang diperlukan. Berdasarkan hal tersebut PEPC dengan dukungan PT Pertamina (Persero) melakukan proses alih kelola hak dan tanggung jawab EMCL, Ampolex dan BKS dari Proyek JTB. Proses tersebut dilalui dengan beberapa negosiasi dan dilakukan amandemen perjanjian-perjanjian terkait yang telah selesai ditandatangani secara keseluruhan pada tanggal

approved by SKK MIGAS through letter No. SRT-0725/SKKO0000/ 2015/S1 dated August 17, 2015 on the Approval of Revised POD for Jambaran - Tiung Biru Unitization Field, Cepu Working Area and Pertamina EP Working Area. Gas allocation to PLN and PKC, through PT Pertamina (Gas Directorate) and HOA (Head of Agreement) signed on December 18, 2015 and valid for 1 (one) year at a price of USD8/MMBTU (2012) and 2% escalation.

In line with the decline in world oil and gas prices, gas buyers of JTB Unitization stated that they were unable to buy gas at a price of USD8/MMBTU (revised POD), so that JTB Unitization Field’s economic value was corrected down.

In response to this, EMCL and Ampolex (ExxonMobil) were unable to continue their participation in JTB Unitization Field gas development project unless the government provided fiscal incentives in the form of the extended term of PSC Cepu working area, increasing the percentage of natural gas revenue sharing for Contractors, accelerating depreciation and/or changes in investment credit to maintain economic value of the project. However, the government did not provide fiscal incentives as requested. Thus, Pertamina can still consider the economic value of the project, so that there are differences between ExxonMobil and Pertamina.





5 Desember 2018. Dengan demikian hak alih kelola atau unit interest Lapangan Gas Unitisasi JTB menjadi PEPC (91,9399%) dan PT Pertamina EP (8,0601%).

Pemerintah melalui Kementerian ESDM menetapkan harga jual gas JTB sebesar US$6,7 flat per MMBTU. Persetujuan POD dan revisinya memakai harga gas sebesar US$8 eskalasi 2%/year tmt 2012, sehingga dampak dari penetapan harga tersebut adalah terjadi perubahan keekonomian pengembangan Lapangan Gas Unitisasi JTB. Agar proyek dapat tetap berjalan dengan ekonomis, diperlukan terobosan yakni usaha optimasi biaya kapital (CAPEX), perubahan bagi hasil antara Pemerintah dan PEPC, serta perubahan durasi kontrak wilayah kerja Lapangan Gas Unitisasi JTB.

Pada press release Kementerian ESDM tanggal 8 Agustus 2017, telah disepakati bersama bahwa CAPEX Proyek JTB tidak akan melebihi angka USD1,547 juta. Upaya lain untuk membuat keekonomian Proyek tetap menarik adalah dengan melakukan perubahan bagi hasil antara Pemerintah dengan PEPC sehingga menjadi 55% : 45% dan masa berlaku kontrak wilayah kerja Lapangan Gas Unitisasi JTB diperpanjang menjadi tahun 2043, sesuai surat Menteri ESDM Nomor : 5939/12/M.ESDM/2017 tanggal 1 Agustus 2017.

transfer or interest units in the JTB Gas Unitization Field became PEPC (91.9399%) and PT Pertamina EP (8.0601% )

The Government through the Ministry of Energy and Mineral Resources set JTB gas flat selling price at USD6.7 per MMBTU. The POD agreement and its revision use gas prices of USD8 with escalation 2%/year effective in 2012, so the impact of the pricing was an economic change in JTB Unitization Gas Field development. In order for the project to continue running economically, a breakthrough was needed, through the effort to optimize Capital Expenditure (CAPEX), changes in revenue sharing between the Government and PEPC, as well as changes in the duration of the contract of JTB Unitization Gas Field working area.

On the press release of the Ministry of Energy and Mineral Resources on August 8, 2017, it was agreed that CAPEX for JTB Project would not exceed USD1,547 million. Another effort to make the project remain attractive economically is to make a profit sharing change between the Government and PEPC into 55%:45% and the contract validity period for JTB Unitization Gas Field is extended to 2043, according to the letter of the Minister of Energy and Mineral Resources Number: 5939/12/M.EMR/2017 dated August 1, 2017.

No Persetujuan POD Original Lapangan JTB-CAgreement of JTB-C Field Original POD

Persetujuan POD Original Lapangan JTB-CAgreement of JTB Unitization Field Revised POD

OPTIMALISASIOPTIMIZATION

1. Subsurface & DrillingKumulatif Produksi Cumulative ProductionGas:1,234 BCFKondesat Condensate: 18.63 MBOEDrilling: 14 sumur produksi production wellsCendana:6 sumur wellsJambaran:8 sumur wellsOnstream: April 2017

Subsurface & DrillingKumulatif Produksi Cumulative ProductionGas:1,027 BCFKondesat Condensate: 16.28 MBOEDrilling: 6 sumur produksi production wellsCendana: 0 sumur wellsJambaran: 6 sumur wellsOnstream: Maret March 2019

Subsurface & DrillingKumulatif Produksi Cumulative Production ((s.d Sep 2035) :Gas: 993.3 BCFKondesat Condensate: 14.8 MBOEDrilling: 6 sumur produksi production wellsCendana: 0 sumur wellsJambaran: 6 sumur wellsOnstream: Q2 2021

Target Alokasi Gas Gas Allocation TargetPT PLN 85-100 mmscfdPT PKG 85 mmscfd

Target Alokasi Gas Gas Allocation TargetPT PKC 85 mmscfdPertamina 100 mmscfd

Target Alokasi Gas Gas Allocation Target100% Pertamina : 192 mmscfd

2. Surface FacilitiesGas Processing Plant: 330 mmscfdWellpad:5Pipeline: JTB + Cendana

Surface FacilitiesGas Processing Plant: 330 mmscfdWellpad:2Pipeline: JTB

Surface FacilitiesGas Processing Plant: 330 mmscfdWellpad:2Pipeline: JTB

Ringkasan Perubahan Pengembangan Lapangan Gas Unitisasi JTBSummary of Changes in JTB Unitization Gas Field Development





Dengan berubahnya target penyelesaian proyek, target onstream dan target jumlah sales gas, maka terjadi perubahan profil produksi lapangan Jambaran Tiung Biru. Berdasarkan simulasi Jambaran Tiung Biru yang diupdate pada bulan April 2018, jika gas onstream pada Q2 2021 diprediksi akan memulihkan 1.143 BCF Hydrocarbon gas selama kontrak PSC atau 1.551 BCF Hydrocarbon gas selama umur lapangan. Adapun gambaran produksi terkini adalah sebagai berikut.

With the change of project completion target, the onstream target and the volume of gas sales target, profile of the Jambaran Tiung Biru field production has also changed. Based on the simulation of Jambaran Tiung Biru which was updated in April 2018, if onstream gas in Q2 2021 is predicted to recover 1,143 BCF of Hydrocarbon gas during the PSC contract or 1,551 BCF Hydrocarbon gas over the life of the field. The current production profiles are as follows.

No Persetujuan POD Original Lapangan JTB-CAgreement of JTB-C Field Original POD

Persetujuan POD Original Lapangan JTB-CAgreement of JTB Unitization Field Revised POD

OPTIMALISASIOPTIMIZATION

3. Keekonomian EconomicTotal Biaya investasi: USD 3,292 MTotal Investment Costs: USD3,292 billionBiaya operasi (-ASR): USD 1,931 MOperating costs (+ASR): USD1,931 billionHarga gas: 8 USD/mmbtu, @2%(2012)Gas price: USD8/mmbtu, @2% (2012)GOI take: USD 6,104 M billionCont.take: USD 2,898 M billionIRR - 11,7%NPV@10%= USD 201M billion

Keekonomian EconomicTotal Biaya investasi: USD 2,056 MTotal Investment Costs: USD 2,056 billionBiaya operasi (-ASR): USD 1,818 MOperating costs (+ASR): USD 1,818 billionHarga gas: 8 USD/mmbtu, @2%(2012)Gas price: USD8/mmbtu, @2% (2012)GOI take: USD 5,931 M billionCont.take: USD 3,182 M billionIRR - 16%NPV@10%= USD 378M billion

Keekonomian EconomicTotal Biaya investasi: USD 1,547 MTotal Investment Costs: USD1,547 billionBiaya operasi (-ASR): USD 1,779 MOperating costs (+ASR): USD1,779 billionHarga gas: 6,7 USD/mmbtu, flatGas price: USD6.7/mmbtu, flatGOI take: USD 2,080 M billionCont.take: USD 1,886 M billionIRR - 11.18%[email protected]%= USD 17.42M billion

JTB Gas Production ProfilesJTB Gas Production Profiles

Gas

Prod

ucti

on R

ate

Gas P

rodu

ctio

n Ra

te

2.600

2.400

2.200

2.000

1.800

1.600

1.400

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1.000

800

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-

350

325

300

275

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175

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125

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75

50

25

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Gas Cumulative

Raw GasSales Gas

Gross Gas Cumulative

CO2





Penjualan Hasil Produksi

Seluruh produksi gas dari Lapangan Gas Unitisasi JTB akan disalurkan melalui jalu pipa gas Pertagas Gresik – Semarang (Gresem) dengan lokasi tie-in berjarak sekitar 11,5 km dari Gas Processing Facilities. Sesuai Perjanjian Jual Beli Gas (PJBG) yang ditandatangani 13 November 2017 seluruh gas sebesar 172 MMSCFD akan diserap oleh PT Pertamina (Persero). Sedangkan untuk kondensat sebesar +3.100 BOPD, berdasarkan penghitungan keekonomian proyek berbasis komersialisasi kondensat maka dilakukan perubahan rencana dari semula akan dialirkan ke Banyu Urip untuk diproses di Central Processing Facilities Banyu Urip milik EMCL menjadi akan dijual di Plant Gate Gas Processing Facility (GPF) dengan trucking system. Saat ini PEPC masih terus mencari pembeli untuk mengamankan target onstream pada kwartal kedua 2021.

Berdasarkan POD Revisi Lapangan Unitisasi JTB, produk ikutan sulfur yang dihasilkan dalam bentuk elemental sulfur (pellet), akan tetapi untuk optimasi Proyek JTB, PEPC mengusulkan penyederhanaan produk ikutan sulfur dari semula berbentuk pellet menjadi H2SO4 (Cair). Perubahan bentuk ini mempengaruhi volume produk ikutan yang dihasilkan, yaitu dari perkiraan awal sebanyak 60-120 metrik ton sulfur pelet per hari menjadi 189-380 metrik ton asam sulfat cair per hari.

Sales of Production

All gas production from JTB Unitization Gas Field will be distributed through the Pertagas Gresik-Semarang (Gresem) gas pipeline with a tie-in location approximately 11.5 km from the Gas Processing Facilities. According to the Gas Sale and Purchase Agreement (PJBG) signed on November 13, 2017, total gas of 172 MMSCFD will be absorbed by PT Pertamina (Persero). Meanwhile, total condensate of approximately 3,100 BOPD, based on the economic calculation of the condensate commercialization project, the change of plan will be carried out from originally to be distributed to Banyu Urip to be processed in EMCL’s Central Processing Facility at Banyu Urip, to be sold at the Plant Gate Gas Processing Facility (GPF) by trucking system. Currently PEPC is still looking for buyers to secure the onstream target in the second quarter of 2021.

Based on the Revised POD of JTB Unitization Field, sulfur byproduct is resulted in the form of elemental sulfur (pellet), but for optimization of JTB Project, PEPC proposed a simplification of sulfur byproduct from pellet-shaped to H2SO4 (liquid). The form of change affected the volume of byproducts, which was from the initial estimate of 60-120 metric tons of sulfur pellets per day to 189-380 metric tons of liquid sulfuric acid per day.

JTB Condensate Production ProfilesJTB Condensate Production Profiles

Cond

ensa

te P

rodu

ctio

n Ra

te

4.000

3.500

3.000

2.500

2.000

1.500

1.000

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18

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8

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Condensate Cumulative

Plant CondensatePlant Condensate

Condensate Cumulative

Produced Water





Sampai dengan akhir tahun 2018 pelaksanaan pengembangan Lapangan Gas Unitisasi JTB telah melaksanakan beberapa pengerjaan antara lain :

Pekerjaan Early Civil Work (ECW)ECW adalah Pekerjaan Penyiapan Wellpad dan Jalan Masuk untuk Kegiatan Pemboran dan ROW Jalur Pipa Proyek JTB, yang merupakan pekerjaan multi years dan pada kuartal pertama tahun 2018, terdapat sisa pekerjaan ECW dari tahun sebelumnya yaitu pemasangan pipe conductor, finishing Jembatan Kali Gandong, finishing box Kali Panggang, bangunan pendukung, dan penyelesaian punch list. Pekerjaan tersebut dinyatakan selesai dengan ditandatanganinya Berita Acara Serah Terima Pekerjaan (BAST) pada 15 Mei 2018. Setelah penandatanganan BAST tersebut, masa pemeliharaan pekerjaan ECW dimulai sejak 16 Mei 2018 hingga 15 November 2018. Capaian Tingkat Komponen Dalam Negeri (TKDN) pekerjaan ECW berdasar hasil verifikasi oleh Sucofindo sebagai pihak independen sebesar 92,10%.

Pekerjaan EPC Gas Processing Facilities (GPF)Gas Processing Facilities (GPF) akan didesain secara aman untuk mengelola Sour Gas dengan membuang kandungan impurities CO2, H2S, dan Mercaptan untuk memenuhi spesifikasi kualitas penjualan gas melalui pipa gas. Rancangan fasilitas menggunakan teknologi yang sudah terbukti untuk memberikan keandalan dan efisiensi produksi guna menjalankan pengolahan gas yang aman dan dapat diandalkan menjadi gas berkualitas jual melalui jalur pipa. Gas akan dikirim kepada pelanggan melalui jalur pipa transmisi gas pihak ketiga yang dibangun baru. Fasilitas Pengolahan Gas dirancang untuk kapasitas 330 MMSCFD dan untuk produksi selama 25 tahun. Konfigurasi dan tata letaknya dirancang untuk mengatasi kendala logistik dan guna memudahkan konstruksi sederhana, dengan memanfaatkan fabrikasi dan sumber daya tenaga kerja dalam negeri.

Sehubungan dengan adanya potensi pembentukan hidrat di Dew Point Control Unit perlu dilakukan mitigasi. Pada 23 Maret 2018, diterbitkan Change Inquiry (CI) agar Kontraktor EPC segera melakukan perubahan terhadap desain GPF, terkait penanganan pembentukan hidrat. Untuk menjembatani progress yang dihasilkan selama proses penyusunan basic design sebagai dasar Perubahan

Until the end of 2018, the JTB Unitization Gas Field development of has carried out a number of works, including:

Early Civil Work (ECW) ECW is a Wellpad Preparation and Entrance Works for Drilling and Pipeline ROW Activities of JTB Project, which are multi-year projects and in the first quarter of 2018, there were remaining ECW works from the previous year, including pipe conductor installation, Kali Gandong river bridge finishing, finishing box of Kali Panggang river, support buildings, and completing punch list. The works were declared completed by the signing of Handover Document (BAST) on May 15, 2018. After the signing of the BAST, the ECW work maintenance period started from May 16, 2018 to November 15, 2018. Achievement of Local Component Level (TKDN) based on results of verification by Sucofindo as an independent party was 92.10%.

EPC of Gas Processing Facilities (GPF) Gas Processing Facilities (GPF) will be designed safely to manage Sour Gas by removing impurities of CO2, H2S, and Mercaptan to meet the quality specifications of gas sales through gas pipelines. The design of the facility uses technology that has been proven to be reliable and efficient production to run safe and reliable gas processing into quality gas sold through pipelines. The gas will be sent to customers through a new third-party gas transmission pipelines. The Gas Processing Facilities have design capacity of 330 MMSCFD and to produce for 25 years. The configuration and layout are designed to overcome logistical problems and to facilitate simple construction, by utilizing domestic fabrication and human resources.

Due to the potential for hydrate formation in the Dew Point Control Unit, mitigation needs to be done. On March 23, 2018, a Change Inquiry (CI) was issued so that EPC Contractor immediately made changes to the GPF design, related to handle hydrate formation. To link the progress during the process of preparing basic design as the basis for Changing the Scope of the Contract, weighting change,





Lingkup Kontrak, maka disepakati sebuah perubahan pembobotan, durasi pekerjaan, dan perhitungan progress sementara, yaitu Interim Plan Schedule yang mulai diterapkan pada akhir kuartal kedua 2018.

Secara garis besar kegiatan pekerjaan GPF yang berlangsung selama tahun 2018 adalah penyusunan basic design terkait dengan hydrate formation, detail engineering design terkait hydrate formation maupun yang tidak terkait, PO beberapa LLI, pekerjaan persiapan lahan, pembangunan pioneer office dan temporary office. Seiring berjalannya waktu, kemajuan pekerjaan GPF mengalami keterlambatan jika dibandingkan dengan Interim Plan Schedule, sehingga Kontraktor EPC GPF mengusulkan rencana pelaksanaan EPC GPF baru, yaitu Recovery Interim Plan Schedule, dimana target waktu penyelesaian tetap sama. Sebagai tindak lanjut dari CI, Kontraktor EPC GPF telah menyampaikan Change Proposal (CP) pada tanggal 28 Desember 2018. PEPC masih mengevaluasi usulan tersebut sebelum melakukan amandemen Kontrak yang diperkirakan selesai pada Q2 tahun 2019. Pada akhir Desember 2018, kemajuan pekerjaan GPF secara keseluruhan adalah 14,27% actual vs 16,60% Interim Plan vs 13,69% Recovery Interim Plan.

Selama tahun 2018, pembelian peralatan long lead item atau peralatan yang membutuhkan waktu fabrikasi dan pengiriman lebih dari 12 bulan yang telah dilakukan adalah amine purification unit (Cansolv), propylene compressor, absorber regenerator, pipeline gathering line, permeate compressor gas compressor, packinox heat exchanger, H2S recycle gas compressor, sales gas compressor, MAC, dan Converter (CORE).

Kegiatan di lapangan telah dimulai sejak November 2017, yaitu kegiatan soil investigation dan persiapan pembangunan pioneer office. Pekerjaan pembangunan pioneer office dinyatakan selesai pada akhir Juni 2018, sedangkan kegiatan yang berlangsung hingga akhir Desember 2018 adalah ROW Work Package (Site Preparation), ROW Road Concrete, Site Preparation GPF, Pembangunan Perimeter Fence, Pembangunan TF-1 Contractor Office, Pembangunan TF-2 Company Office, Pembangunan TF-3 Warehouse, dan Pembangunan TF-7 Labour Canteen & Toilet.

duration of work, and temporary progress calculation such as, the Interim Plan Schedule which has been implemented at the end of the second quarter of 2018.

In general, GPF’s works that took place during 2018 were the preparation of basic design related to hydrate formation, detailed engineering design related and unrelated to hydrate formation, PO of some LLI, land preparation work, construction of pioneer office and temporary office. Over time, the progress of GPF works have been delayed compared to the Interim Plan Schedule, so the GPF EPC Contractor proposed a new GPF EPC implementation plan, namely the Recovery Interim Plan Schedule, with the completion time target remains the same. As a follow up to CI, the GPF EPC Contractor submitted a Change Proposal (CP) on December 28, 2018. PEPC was still evaluating the proposal before making amendment to the Contract, which is expected to be completed in Q2 2019. At the end of December 2018, the progress of GPF overall works reached 14.27% actual vs 16.60% Interim Plan vs 13.69% Recovery Interim Plan.

During 2018, the purchase of long lead items or equipment that requires fabrication and delivery for more than 12 months consisted of amine purification unit (Cansolv), propylene compressor, absorber regenerator, pipeline gathering line, permeate compressor gas compressor, packinox heat exchanger, H2S recycle gas compressor, sales gas compressor, MAC, and Converter (CORE).

Activities in the field have begun since November 2017, including soil investigation and preparation for the construction of pioneer office. The completion of pioneer office construction was declared at the end of June 2018, while the activities that took place until the end of December 2018 were ROW Work Packages (Site Preparation), ROW Road Concrete, GPF Site Preparation, Perimeter Fence Construction, TF-1 Contractor Office Construction, TF-2 Company Offices Construction, TF-3 Warehouse Construction, and Construction of TF-7 Labor Canteen & Toilet.





Komitmen TKDN yang dijanjikan oleh Kontraktor EPC GPF adalah sebesar 40,03%. Untuk memonitor pencapaian dan melakukan perhitungan capaian TKDN pekerjaan GPF, PEPC berkontrak dengan Sucofindo sejak periode 1 Oktober 2017 hingga 30 September 2020. Sucofindo telah melakukan monitoring pada 3 Juli 2018 dan 4 Agustus 2018 dan didapatkan TKDN Kumulatif pekerjaan GPF adalah 0,91%.

Pekerjaan Jambaran Tiung Biru Independent Access RoadAkibat perubahan skema komersialisasi kondensat dari tie-in ke Fasilitas Banyu Urip menjadi trucking dan penambahan volume produk turunan sulfur dari pellet sulfur menjadi asam sulfat cair, maka diperlukan jalan khusus dari titik serah kondensat dan asam sulfat ke jalan nasional Bojonegoro – Cepu. Hal ini didasari pertimbangan agar tidak menimbulkan gejolak sosioekonomi di jalan desa.

Dengan memanfaatkan jalan inspeksi ROW sales gas, jalan independent diusulkan menyusuri ROW sales gas dan melalui area Banyu Urip. Agar Area Banyu Urip tidak terganggu, maka dilakukan koordinasi antara EMCL (Operator Blok Cepu) dan PEPC untuk melakukan beberapa penyesuain di area Banyu Urip seperti pergeseran pagar Banyu Urip untuk memisahkan Jambaran Tiung Biru Independent Access Road dengan fasilitas Banyu Urip.

Pada akhir Desember 2018, kemajuan pekerjaan JTB Independent Access Road (IAR) adalah 12,12% actual dari rencana 15,46%. Keterlambatan disebabkan belum diterbitkannya PO Telecom dan Security Material. Namun, keterlambatan tersebut tidak mempengaruhi target penyelesaian pekerjaan secara keseluruhan, yang direncanakan selesai pada September 2019.

Kegiatan PemboranRencana pemboran untuk lapangan JTB akan menggunakan 2 wellpad, yaitu East Wellpad dan Central Wellpad dengan sistem kluster. Adapun rencana pekerjaan sebagai berikut :1. Plug & Abandon (P&A) 1 sumur di East Wellpad ( JAM-1)2. Re-entry dan komplesi 1 sumur di East Wellpad (JAM-4)3. Pemboran baru dan komplesi 3 sumur di East Wellpad

(JAM-3, JAM-5 & JAM-8)4. Pemboran baru dan komplesi 2 sumur di Central

Wellpad (JAM-7 & JAM-6)

The TKDN commitment by GPF EPC Contractor was at 40.03%. To monitor the achievement and calculate TKDN performance of GPF work, PEPC has a contract with Sucofindo from October 1, 2017 to September 30, 2020. Sucofindo has been monitoring on July 3, 2018 and August 4, 2018 and found the cumulative TKDN of GPF work at 0.91%.

Jambaran Tiung Biru Independent Access Road works

As a result of change in condensate commercialization scheme from tie-in to Banyu Urip facility into trucking and the addition of volumes of sulfur byproduct from sulfur pellet to liquid sulfuric acid, a dedicated road from the condensate and sulfuric acid points to Bojonegoro-Cepu national road was needed. It was based on considerations to prevent socio-economic problems on village roads.

By utilizing inspection road of gas sales ROW, an independent road was proposed along gas sales ROW and through Banyu Urip area. In order avoid disturbance to Banyu Urip Area, coordination between EMCL (Cepu Block Operator) and PEPC was conducted to make some adjustments in Banyu Urip area such as shifting the perimeter of Banyu Urip to separate Jambaran Tiung Biru Independent Access Road with Banyu Urip facilities.

At the end of December 2018, the work progress of JTB Independent Access Road (IAR) reached 12.12% of the planned 15.46%. The delay was due to the PO of Telecom and Security Material had not been issued. However, the delay did not affect the overall completion target of the works, which was planned to be completed by September 2019.

Drilling ActivitiesThe drilling plan for JTB field will use 2 wellpads, East Wellpad and Central Wellpad, under cluster system. The work plan is as follows:1. Plug & Abandon (P&A) of 1 well in East Wellpad (JAM-1)2. Re-entry and completion of 1 well in East Wellpad

(JAM-4)3. New drilling and completion of 3 wells in East Wellpad

(JAM-3, JAM-5 & JAM-8)4. New drilling and completion of 2 wells in Central

Wellpad (JAM-7 & JAM-6)





Desain sumur dan prosedur saat operasi dilakukan sesuai dengan standar pemboran Pertamina (Pertamina Drilling Way) dan standar pemboran yang berlaku di Indonesia (SNI Pemboran di darat dan lepas pantai) yang dapat mengakomodir sour gas (H2S) dan CO2 serta hole problem seperti shallow gas, loss circulation.

Sebelum ditandatanganinya Settlement Agreement Alih Kelola Lapangan Jambaran Tiung Biru, EMCL sebagai Operator Blok Cepu, telah memproses pekerjaan Drilling Procurement sebanyak 37 paket pengadaan untuk keperluan pengembangan Lapangan Tiung Biru dan Lapangan Kedung Keris. Sehubungan dengan selesainya proses alih kelola tersebut, Tim Drilling PEPC mengambil alih seluruh proses pengadaan tersebut di atas. Status pengadaan saat ini adalah 16 (enam belas) paket yang telah ditandatangani, akan dilakukan amandemen kontrak, yaitu mengeluarkan EMCL dalam kontrak, merubah lingkup kerja (mengeluarkan lingkup Kedung Keris), dan mengganti prosedur yang terkait dengan EMCL proprietary dan menyesuaikan atau menambahkan prosedur-prosedur yang berlaku di PEPC.

Progress per akhir tahun sampai dengan akhir Desember 2018 untuk 16 paket tersebut sudah selesai dilakukan amandemen kontrak. Ke-16 paket tersebut terdiri dari 6 Long Lead Item dan 10 Jasa. Sebanyak 23 paket akan dilakukan lelang baru dengan perkembangan per akhir tahun 2018 ada 4 dari 23 proses tender sudah selesai, sementara 19 proses tender sedang in progress.

Proyek JTB direncanakan akan melakukan pemboran sebanyak lima sumur pemboran baru (JAM-3, JAM-5, JAM-6, JAM-7 dan JAM-8), satu sumur pemboran ulang (re-entry JAM-4 ST) dan satu sumur Plug & Abandoned (P&A JAM-1ST). Pada tahun 2019, kegiatan pemboran pertama kali dimulai pada Kuartal ketiga diawali penutupan sumur JAM-1ST, dilanjutkan pemboran re-entry JAM-4ST, kemudian pemboran sumur baru JAM-3 dan JAM-5. Keempat sumur tersebut terletak di Wellpad Jambaran East. Untuk mendukung spud in di Jambaran East pada Juli 2019, proses pengadaan material dan jasa pendukung kegiatan pemboran sumur JTB, telah mencapai progress sekitar 51% pada akhir tahun 2018 ini.

Well design and procedures during operations are carried out in accordance with Pertamina Drilling Way and applicable drilling standards in Indonesia (SNI for onshore and offshore drilling) that can accommodate sour gas (H2S) and CO2 as well as hole problems such as shallow gas and lost circulation.

Prior to the signing of Settlement Agreement for Management Transfer of Jambaran Tiung Biru Field, EMCL as Cepu Block Operator has processed 37 Drilling Procurement packages for the development of Tiung Biru Field and Kedung Keris Field. In relation with the completion of management transfer process, PEPC Drilling Team took over the entire procurement process mentioned above. Current procurement status is 16 (sixteen) packages that have been signed will have amendments to the contract by removing EMCL from the contracts, changing scope of work (removing scope of Kedung Keris), and changing procedures related to EMCL proprietary and adjusting or adding procedures applicable at PEPC.

Year End Progress by the end of December 2018 was the contract for the 16 packages have been amended. The 16 packages consisted of 6 Long Lead Items and 10 Services. A total of 23 new packages were to be offered through new tender, and the progress as of the end of 2018, 4 out of 23 tenders already completed, while 19 tenders were in progress.

The JTB project is planned to drill five new drilling wells (JAM-3, JAM-5, JAM-6, JAM-7 and JAM-8), one re-entry drilling well (JAM-4 ST) and one Plug & Abandoned well (P&A JAM-1ST). In 2019, the first drilling began in the third quarter starting with the closure of JAM-1ST well, followed by re-entry drilling JAM-4ST, then drilling new wells of JAM-3 and JAM-5. The four wells are located in Jambaran East Wellpad. To support spud in Jambaran East in July 2019, the process of procuring materials and supporting services for JTB well drilling activities has reached a progress of around 51% by the end of 2018.





STATUS CADANGAN MIGAS TERBUKTI

Estimasi dan pengelolaan Cadangan Migas (Reserves Management) PEPC mengacu kepada PRMS 2007 yang digunakan dan ditetapkan PT Pertamina(Persero).

Status total cadangan migas terbukti per 1 Januari 2018 sebanyak 208,31 juta barel setara minyak (BOE). Jumlah tersebut meningkat dibanding tahun 2017 yang mencapai 177,4 juta BOE. Penambahan cadangan migas terbukti berasal dari Lapangan Banyu Urip dan Lapangan Kedung Keris.

Sampai dengan akhir tahun 2018, sisa cadangan migas terbukti sebanyak 169,3 juta BOE. Sebagian cadangan migas terbukti telah dimanfaatkan dalam proses produksi dengan total kumulatif produksi tahun 2018 sebanyak 283,97 juta Barel.

STATUS OF OIL & GAS PROVEN RESERVES

PEPC’s oil & gas estimation and Reserves Management refer to the PRMS 2007 used and established by PT Pertamina (Persero).

The status of total oil and gas proven reserves as of January 1, 2018 was 208.31 million barrels of oil equivalent (BOE). The number increased compared to 2017 which reached 177.4 million BOE. The addition of oil and gas proven reserves originated from Banyu Urip Field and Kedung Keris Field.

As of the end of 2018, the remaining oil & gas proven reserves was 169.3 million BOE. Some oil & gas proven reserves have been used in the production process with a cumulative total production in 2018 of 283.97 million barrels.

Tabel Perkiraan Cadangan Migas dan Produksi Tahun 2018Table of Estimated Oil & Gas Reserves and Production 2018

Tabel Perkiraan Cadangan Migas dan Produksi Tahun 2017Table of Estimated Oil & Gas Reserves and Production 2017

*re-statement : Cadangan sudah mengakomodir alih kelola Participating Interest JTB, Produksi dikalikan 45%*restatement: Reserves have accommodated JTB Participating Interest transfer of management, Production multiplied by 45%

UraianDescription

SatuanUnit

Estimasi Remaining Reserve per 1 Jan

2018Estimated Remaining

Reserves as of Jan 1, 2018

Produksi (PEPC Share 45%)

Jan – Des 2018Production of

(PEPC Share 45%) Jan – Dec 2018

Penambahan Cadangan P1

Jan – Des 2018Additional P1

ReservesJan - Dec 2018

Estimasi Remaining Reserve per 31 Des 2019

Estimated Remaining Reserves as of Dec 31,

2018

Minyak dan Kondensat (BU, KK, JTB)Oil and Condensate (BU, KK, JTB)

MSTB 140,813 34,294.36 556 106,534

Gas Bumi (JTB)Natural gas (JTB)

MBOE 68,405 0 41,247 63,763

Gas Bumi (Banyu Urip)Natural gas (Banyu Urip)

MBOE - 13,884.44 - -

Jumlah Total MBOE 208,308 41,803 169,286

UraianDescription

SatuanUnit

Estimasi Remaining Reserve per

1 Jan 2017Estimated Remaining

Reserves as of Jan 1, 2017

Produksi Jan – Des 2017

Production Jan – Dec 2017

Penambahan Cadangan P1

Jan – Des 2017Additional P1

ReservesJan - Dec 2017

Estimasi Remaining Reserve per 31 Des

2017Estimated Remaining Reserves as of Dec 31,

2017

Minyak dan Kondensat (BU, KK)Oil and Condensate (BU, KK)

MSTB 143,609 (33,428) 30,324 140,813*

Gas Bumi (JTB) Natural gas (JTB) MBOE 33,748 - - 67,495*

Jumlah Total MBOE 177,356 (33,428) 30,324 208,308*





TINJAUAN OPERASI SEGMEN USAHA PRODUKSI DAN KOMERSIALISASI OPERATIONAL REVIEW OF PRODUCTION AND COMMERCIALIZATION SEGMENTS

Sampai dengan akhir tahun 2018, kegiatan operasi pada segmen usaha produksi dan komersialisasi, meliputi produksi minyak mentah dari Lapangan Banyu Urip dan penjualannya kepada pelanggan.

STRUKTUR ORGANISASI FUNGSI PRODUKSI

Kegiatan operasi segmen usaha produksi migas menjadi tugas dan tanggung jawab Direktorat Operasi yang dipimpin Direktur PTH Direktur Operasi dan dibantu VP Production Operation dan Production Engineering.

As of the end of 2018, operations in the production and commercialization business segments included the production of crude oil from Banyu Urip field and its sales to customers.

ORGANIZATIONAL STRUCTURE OF PRODUCTION FUNCTIONSThe operating activities of oil and gas production business segment are the duties and responsibilities of the Operations Directorate led by the Acting Director of Operations and assisted by VP Production Operation and Production Engineering.

Struktur Organisasi Fungsi ProduksiOrganizational Structure of Production Function

VP Prod. Operations

ManagerProduction

Ast. ManagerOperation Planning










KINERJA PRODUKSI

Volume produksi minyak dari Lapangan Banyu Urip meningkat signifikan pada tahun 2018, pasca-kegiatan high rate test pada awal tahun 2017 untuk meningkatkan peningkatan produksi minyak dari 185.000 BOPD menjadi 200.000 BOPD. Setelah terbit Sertifikasi Kelayakan Penggunaan Instalasi (SKPI) pada 12 Mei 2017, serta Surat Keterangan Kelayakan Lingkungan dan Izin Lingkungan (SKKL & IL) pada 24 Juli 2017.

Volume produksi minyak mentah Lapangan Banyu Urip selama tahun 2018 hingga 31 Desember 2018 sebesar 76.209.693,1 BBLS atau rata-rata 208.793,7 BOPD. Dengan share 45% maka produksi minyak mentah PEPC adalah 34.294.361,9 BBLS atau rata-rata 93.957,2 BOPD. Jumlah tersebut mencapai 104% dari target RKAP 2018 sebanyak 30.074.727,9 BBLS atau rata-rata 91.917,0 BOPD.

Volume produksi minyak mentah pada tahun 2018 meningkat dibanding produksi minyak mentah pada tahun 2017. Volume produksi minyak mentah pada tahun 2017 hingga 31 Desember 2017 mencapai 74.285.499,1 BBLS, dengan PEPC share 45% sebesar 33.428.474,6 BBLS; atau rata-rata 203.521,9 BOPD dengan PEPC share 45% sebesar 91.584,9 BOPD.

Secara keseluruhan, kumulatif produksi minyak mentah Lapangan Banyu Urip mulai 31 Agustus 2009 sampai dengan 31 Desember 2018 sebanyak 284 MMBO, dengan PEPC share 45% sebesar 127,8 MMBO.

PRODUCTION PERFORMANCE

The volume of oil production from Banyu Urip Field increased significantly in 2018, after a high rate test in early 2017 to increase oil production from 185,000 BOPD to 200,000 BOPD. After the Certificate of Worthiness for Installation Use (SKPI) was issued on May 12, 2017, as well as the Environmental Feasibility Certificate and Environmental Permit (SKKL & IL) on July 24, 2017.

Banyu Urip Field crude oil production volume during 2018 to December 31, 2018 was 76,209,693.1 BBLS or an average of 208,793.7 BOPD. With a 45% share, PEPC crude oil production was 34,294,361.91 BBLS or an average of 93,957.2 BOPD. This amount was 104% of WP&B 2018 target of 30,074,727.9 BBLS or an average of 91,917.0 BOPD.

The volume of crude oil production in 2018 increased compared to crude oil production in 2017. The volume of crude oil production in 2017 to 31 December 2017 reached 74,285,499.1 BBLS, with PEPC share 45% at 33,428,474.6 BBLS; or an average of 203,521.9 BOPD with PEPC share 45% of 91,584.9 BOPD.

Overall, the cumulative Banyu Urip Field crude oil production from August 31, 2009 to December 31, 2018 was 284 MMBO, with PEPC share 45% of 127.8 MMBO.

Tabel Target dan Realisasi Produksi Minyak Tahun 2018 dan Perbandingan dengan Tahun 2017Table of Oil Production Target and Realization in 2018 and Comparison with 2017

∆%1:2

∆%1:2

∆%1:3

∆%1:3

103%

103%

104%

104%

90,616

33,074,687

93,957

33,074,687

91,580

33,428,474

Target RKAP 2018Target of WP&B 2018

Target RKAP 2018Target of WP&B 2018





BOPD

BOPD

BOPD

BOPD

BOPD

BOPD

BOPD

BBLS





2018

2018

2017

2017

2016

2016

76,209,693

208,793

74,285,499

203,522

62,624,750

171,105

BOPD

BBLS

Tabel Realisasi Produksi Minyak Lapangan Banyu UripTable of Banyu Urip Field Oil Production Realization

2015

2015

2014

2014

26,094,072

71,490

11,219,492

30,738

Struktur Organisasi Fungsi KomersialOrganizational Structure of Commercial Function

Sampai dengan akhir tahun 2018, Lapangan Gas Unitisasi JTB belum memproduksi gas bumi. Sesuai rencana pengembangan usaha, produksi gas bumi diproyeksi mulai berproduksi pada kwartal kedua 2021.

As of the end of 2018, JTB Unitization Gas Field has yet to produce natural gas. As per business development plan, natural gas is projected to start production in the second quarter of 2021.

STRUKTUR ORGANISASI FUNGSI KOMERSIAL

Kegiatan operasi segmen usaha komersial migas menjadi tugas dan tanggung jawab Direktorat Business Support yang dipimpin Direktur Finance dan Business Support.

COMMERCIAL FUNCTION ORGANIZATIONAL STRUCTUREThe operating activities of the oil & gas commercial business segment are the duties and responsibilities of the Business Support Directorate led by the Director of Finance and Business Support.

Finance & Business Support Director

Manager Commercial

Ast. Man. Commercial

and Planning

Analyst Commercial &Planning

Ast.Man. Marketing

Analyst Marketing





KINERJA PENJUALAN MIGASMinyak mentah produksi Lapangan Banyu Urip dijual berdasarkan Perjanjian Jual Beli Minyak (PJBM) dengan PT Pertamina (Persero) dan PT Tri Wahana Universal (TWU) selaku pelanggan. Minyak mentah menjadi bahan baku dalam proses produksi bahan bakar di Unit Pengilangan Pertamina dan unit pengilangan mini TWU.

Total volume penjualan (lifting) minyak mentah pada tahun 2018 mencapai 76.425.840 BBLS dengan penjualan entitlement PEPC sebesar 9.489.924 BBLS. Jumlah total penjualan Minyak Mentah Banyu Urip tersebut meningkat dibanding penjualan minyak mentah pada tahun 2017 sebesar 73.980.725 BBLS, dengan penjualan entitlement PEPC sebesar 12.490.004 BBLS. Terjadinya penurunan sebesar 30% atas entitlement PEPC di tahun 2018, dikarenakan pengaruh penurunan harga ICP yang cukup signifikan dan variabel lainnya, antara lain cost recovery serta perhitungan over/under antara para pihak.

OIL AND GAS PERFORMANCEThe crude oil produced by Banyu Urip Field is sold based on the Oil Sale and Purchase Agreement (PJBM) with PT Pertamina (Persero) and PT Tri Wahana Universal (TWU) as buyers. Crude oil is the raw material in fuel production process at the Pertamina’s Refinery Unit and TWU’s mini refinery unit.

Total sales volume crude oil lifting in 2018 reached 76,425,840 BBLS with sales of PEPC entitlement of 9,489,924 BBLS. Total sales of Banyu Urip Crude Oil increased compared to crude oil sales in 2017 at 73,980,725 BBLS, and sales of PEPC entitlement at 12,490,004 BBLS. The decline of 30% over PEPC entitlement in 2018, due to the significant effect of decline in ICP prices and other variables, including cost recovery and over/under calculations between the parties.

`

Tabel Volume Penjualan Minyak Mentah Lapangan Banyu Urip Tahun 2018Table of Banyu Urip Field Crude Oil Sales Volume in 2018

Tabel Volume Penjualan Minyak Mentah Lapangan Banyu UripTable of Banyu Urip Field Crude Oil Sales Volume

Satuan dalam BBLSUnit in BBLS

BulanMonth

Volume (BBLS)Volume (BBLS)

BulanMonth


Januari January 887,206 Juli July 725,041

Februari February 650,092 Agustus August 672,244

Maret March 499,873 September September 1,150,183

April April 850,166 Oktober October 331,112

Mei May 832,246 November November 1,024,179

Juni June 1,119,221 Desember December 933,422

Jumlah Total 9,489,924

2018 2017 20169,489,924 12,490,004 16,693,782

20155,185,799 + TWU





PENJUALAN MINYAK MENTAH DARI FSO GAGAK RIMANGPenjualan minyak mentah kepada PT Pertamina (Persero) dilakukan melalui mekanisme penyaluran dari fasilitas Floating Storage & Offloading (FSO) Gagak Rimang pertama kali beroperasi pada tanggal 11 April 2015 hingga saat ini. Total penjualan minyak mentah dari Lapangan Banyu Urip entitlement PEPC di FSO 2018 sebanyak 76.212.558 BBLS dengan penjualan entitlement PEPC di FSO Gagak Rimang pada tahun 2018 mencapai 9.302.863 BBLS.

SALES OF CRUDE OIL FROM FSO GAGAK RIMANGThe sales of crude oil to PT Pertamina (Persero) carried out through the distribution mechanism from Floating Storage & Offloading (FSO) Gagak Rimang, which was first operated on April 11, 2015 up until now. Total sales of crude oil from Banyu Field Urip of PEPC entitlement in 2018 at FSO was 76,212,558 BBLS with the sales of PEPC entitlement at FSO Gagak Rimang in 2018 reached 9,302,863 BBLS.

Tabel Volume Penjualan Minyak Mentah Lapangan Banyu Urip Tahun 2018 Di FSO Gagak RimangTable of Banyu Urip Field Oil Sales Volume in 2018 at FSO Gagak Rimang

Tabel Volume Penjualan Minyak Mentah Lapangan Banyu Urip Di FSO Gagak RimangTable of Banyu Urip Field Crude Oil Sales Volume in FSO Gagak Rimang


PENJUALAN MINYAK MENTAH KE TWUTWU adalah perusahaan yang mengoperasikan kilang mini di Desa Sumengko, Kabupaten Bojonegoro, Jawa Timur. Minyak mentah dari Lapangan Banyu Urip diproses di unit pengilangan mini menjadi beberapa varian produk, di antaranya High Speed Diesel (HSD), Straight Run Gasoline (SRG), VTB/LSWR oil, Heavy Vacuum Gas Oil (HVGO) dan Parafin.

Penjualan minyak mentah ke TWU pada tahun 2018 berhenti, menyusul adanya permintaan penghentian penyaluran t.m.t. 31 Januari 2018 dari TWU sebagai pihak pembeli. Hal tersebut didasari pemberlakuan Keputusan Menteri (Kepmen) ESDM Nomor 4028 K/12/MEM/2017 yang

SALES OF CRUDE OIL TO TWUTWU is a company that operates mini refineries in Sumengko Village, Bojonegoro Regency, East Java. Crude oil from Banyu Urip Field is processed in the mini refinery unit into several product variants, including High Speed Diesel (HSD), Straight Run Gasoline (SRG), VTB/LSWR oil, Heavy Vacuum Gas Oil (HVGO) and Paraffin.

The sales of crude oil to TWU in 2018 halted, following a request to terminate distribution effective on January 31, 2018 from TWU as the buyer. This was based on the enactment of Energy and Mineral Resouces Ministerial Decree Number 4028 K/12/MEM/2017 dated November 21,

BulanBulan


BulanBulan


Januari January 5,260,460 Juli July 5,600,481

Februari February 6,695,860 Agustus August 6,813,346

Maret March 6,547,594 September September 6,365,700

April April 5,956,550 Oktober October 6,464,433

Mei May 6,750,192 November November 6,297,838

Juni June 6,598,251 Desember December 6,870,813

Jumlah Total 76,212,558

2018 2017 201676,212,558 10,306,424 50,211,741






berlaku 21 November 2017. Total volume TWU terkirim selama tahun 2018 sebesar 187.061 BBLS untuk bulan Januari atau 6.034 BOPD, yang seluruhnya merupakan entitlement PEPC. Berdasar ketentuan tersebut, formula minyak mentah Banyu Urip adalah ICP Arjuna plus USD5,5 per barel pada titik serah FSO Gagak Rimang. Dengan ketentuan tersebut, harga minyak mentah dari Lapangan Banyu Urip dinilai TWU menjadi kurang ekonomis untuk diproses pada unit pengilangan.

Volume Penjualan Minyak Mentah Lapangan Banyu Urip Untuk TWUTable of Banyu Urip Field Crude Oil Sales Volume For TWU

PENDAPATAN DAN PROFITABILITAS USAHABUSINESS INCOME AND PROFITABILITY

Seiring peningkatan produksi dan penjualan minyak pada tahun 2018, PEPC mampu menjaga pendapatan dan profitabilitas Perusahaan. Pendapatan Perusahaan berasal dari penjualan minyak mentah dari Lapangan Banyu Urip, kepada pelanggan yakni PT Pertamina (Persero) dan PT TWU. Selama tahun 2018 PEPC juga menerima pendapatan sebagai pembayaran Domestic Market Obligation dari pemerintah, sehingga total Pendapatan yang diperoleh mencapai USD1.779.008 ribu.

DAMPAK PERUBAHAN HARGA JUAL MINYAK MENTAHATAS PENDAPATAN DAN LABA USAHAPendapatan Perusahaan diperoleh dari hasil penjualan minyak Lapangan Banyu Urip melalui mekanisme Perjanjian Jual Beli Minyak (PJBM) dengan PT Pertamina (Persero), berdasarkan harga jual yang ditetapkan SKK Migas dengan mengacu pada harga minyak mentah Indonesia atau Indonesia Crude Price (ICP). Berdasarkan data Kementerian ESDM, selama tahun 2018 tingkat ICP mencapai harga tertinggi pada periode Oktober sebesar USD77,56 per barel dan terendah USD54,81 per barel pada bulan Desember.

As oil production and sales increased in 2018, PEPC was able to maintain positive revenue and profitability. The Company’s revenue comes from the sale of crude oil from the Banyu Urip field to customers, PT Pertamina (Persero) and PT TWU. During 2018, PEPC also received income as a payment for the Domestic Market Obligation from the government, so that the total revenue earned reached USD1,779,008 thousand.

IMPACT OF PRICES CHANGES FOR CRUDE OIL ON INCOME AND BUSINESS PROFITThe Company’s revenue is sourced from the sale of Banyu Urip crude oil through the mechanism of the Oil Sale and Purchase Agreement (PJBM) with PT Pertamina (Persero), with selling price set by SKK Migas to be reference to the Indonesian Crude Price (ICP). Based on data from the Ministry of Energy and Mineral Resources, during the year 2018 the ICP level reached the highest price in the October period of USD77.56 per barrel and the lowest was USD54.81 per barrel in December.

2017. During 2018, total volume of crude oil sent to TWU in January was 187,061 BBLS or 6,034 BOPD, which was entirely PEPC entitlement. Based on the provision, Banyu Urip crude formula was Arjuna ICP plus USD5.5 per barrel at sales point of FSO Gagak Rimang. Thus, TWU considered the price of crude oil from Banyu Urip Field was not economical to be processed at the refinery unit.

2018 2017 2016187,061 2,183,580 1,306,308





Pergerakan Harga Minyak Mentah Berdasar ICP dan Harga MMBU Tahun 2018Fluctuation of Crude Oil Prices Based on ICP and MMBU Prices in 2018

Keterangan: * Data publikasi Kementerian ESDMNotes: *Publication data of the Ministry of Energy and Mineral Resources

Perubahan harga jual minyak mentah pada tahun 2018, berpengaruh langsung terhadap pendapatan Perusahaan. Namun demikian secara umum harga jual ICP dan MMBU masih lebih tinggi dari asumsi Perusahaan, yakni USD48 per barel sehingga masih mendatangkan keuntungan.

Selain itu PEPC bersama dengan mitra KKKS yang mengelola Lapangan Banyu Urip, juga berhasil menekan biaya produksi minyak mentah. Biaya produksi tahun 2018 mencapai USD2,34 per barel, lebih rendah dibanding tahun 2017 sebesar USD2,4 per barel. Penurunan ini mampu menurunkan biaya beban operasi sehingga perolehan Pendapatan dari hasil penjualan dapat dioptimalkan.

PROFITABILITAS Profitabilitas adalah rasio yang digunakan untuk mengukur kemampuan perusahaan dalam meningkatkan keuntungan. Rasio ini juga menunjukkan kemampuan perusahaan dalam memanfaatkan seluruh dana yang dimiliki untuk memperoleh laba maksimal dengan meningkatkan penjualan dan menekan beban atau biaya operasional .Profitabilitas dapat diukur melalui Operating Profit Margin (OPM), Net Profit Margin (NPM), Return On Equity (ROE) dan Return On Investment (ROI).

Changes of selling price of crude oil in 2018, have a direct effect on Company revenues. However, in general the selling price of ICP and MMBU is still higher than the Company’s assumption, which was USD48 per barrel and still resulted in profit.

In addition, PEPC, together with the Contractors PSC who manage the Banyu Urip Field, also managed to reduce the cost of producing crude oil. Production costs in 2018 reached USD2.34 per barrel, lower than in 2017 of USD2.4 per barrel. This decrease was able to reduce operating expense so that the revenue from sales could be optimized.

PROFITABILITYProfitability is the ratio used to measure the Company’s ability to increase profit, and to measure the level of business efficiency. This ratio also shows the Company’s ability to utilize all funds in hand to obtain maximum profit by increasing sales and reducing expenses or operating costs. Profitability can be measured by Operating Profit Margin (OPM), Net Profit Margin (NPM), Return on Equity (ROE), and Return on Investment (ROI).

Bulan MonthHarga Minyak Mentah Crude Oil Prices (USD/Barel)

ICP* MMBU

Januari January 65.59 71.44

Februari February 61.61 67.06

Maret March 61.87 67.07

April April 67.43 72.81

Mei May 72.46 77.75

Juni June 70.36 75.78

Juli July 70.68 75.76

Agustus August 69.36 74.88

September September 74.88 80.74

Oktober October 77.56 83.93

November November 62.98 69.49

Desember December 54.81 61.10





Tabel Profitabilitas (%)Table of Profitability (%)

Keterangan: *Disajikan kembaliNotes: * Restated

Operating Profit Margin (OPM)OPM merupakan ukuran dari kemampuan perusahaan dalam mengkonversi pendapatan atau penjualan bersih menjadi laba operasi atau laba usaha. OPM pada tahun 2018 adalah 86% lebih tinggi dibanding 2017 yang mencapai 83%. Pencapaian ini dipengaruhi oleh peningkatan pendapatan usaha sehingga meningkatkan laba usaha.

Net Profit Margin (NPM)NPM merupakan ukuran dari kemampuan perusahaan dalam menghasilkan keuntungan bersih. NPM pada tahun 2018 mencapai 47%, lebih rendah dibanding 2017 sebesar 50%. Penyebabnya adalah peningkatan pendapatan usaha lebih besar dibandingkan peningkatan laba bersih.

Return on Equity (ROE)ROE menunjukkan kemampuan dari modal sendiri untuk menghasilkan keuntungan bagi seluruh pemegang saham. ROE pada tahun 2018 sebesar 94%, lebih rendah dibanding tahun 2017 yang mencapai 143%. Hal ini dikarenakan jika dibandingkan dengan tahun sebelumnya, pertumbuhan laba bersih di tahun 2018 lebih kecil dibandingkan pertumbuhan ekuitas.

Return on Invesment (ROI)ROI merupakan ukuran dari kemampuan dari modal yang diinvestasikan dalam keseluruhan aset untuk menghasilkan laba. ROI untuk tahun 2018 adalah 67%, lebih tinggi dibanding 2017 sebesar 56%. Pencapaian tersebut menandakan bahwa aset yang dikelola PEPC semakin produktif.

Operating Profit Margin (OPM)OPM measures the Company’s ability to convert revenue or net sales to operating income. The OPM in 2018 is 86% higher than 2017 which reached 83%. This achievement was influenced by an increase in revenue, thereby increasing operating income

Net Profit Margin (NPM)NPM measures the Company’s ability to generate net profit. NPM in 2018 reached 47%, lower than 2017 at 50%. The cause was due to an increase in revenue was higher than the increase in net income.

Return on Equity (ROE)ROE shows capability of own capital to generate profit for all stakeholders. ROE in 2018 is 94%, lower than 2017 which reached 143%. This is because compared to the previous year, growth of net income in 2018 is smaller than the growth of equity.

Return on Invesment (ROI)ROI measures the capability of capital invested in all assets to generate profit. The ROI value for 2018 is 67%, higher than 2017 at 56%. This achievement indicates that the assets managed by PEPC are increasingly productive.

KeteranganDescription

2018 2017 2016 2015 2014*

OPM 86 83 72 66 68

NPM 47 50 25 33 38

ROE 94 143 84 122 107

ROI 67 56 37 24 53





URAIAN ATAS KINERJA KEUANGAN PERUSAHAANDESCRIPTION OF COMPANY’S FINANCIAL PERFORMANCE

LAPORAN LABA RUGI KOMPREHENSIF KONSOLIDASIANCONSOLIDATED COMPREHENSIVE INCOME STATEMENT

Uraian mengenai kinerja keuangan dalam Laporan ini disusun berdasarkan Laporan Keuangan yang disajikan sesuai prinsip-prinsip akuntansi keuangan (PSAK) yang berlaku umum di Indonesia. Laporan keuangan tahun 2018 telah diaudit oleh Kantor Akuntan Publik (KAP) Purwantono, Sungkoro & Surja dengan opini menyatakan wajar tanpa pengecualian.

The description of financial performance in this Report is prepared based on the Financial Statements which are disclosed in accordance with the financial accounting standards (PSAK) that generally accepted in Indonesia. The financial statement for the year 2018 have been audited by the Public Accounting Firm (KAP) Purwantono, Sungkoro & Surja with unqualified opinion.

Laba komprehensif tahun berjalan yang dibukukan PEPC pada tahun 2018 mencapai USD843.088 ribu. Pencapaian tersebut terutama dipengaruhi oleh kinerja operasional dengan pendapatan usaha sebesar USD1.779 juta.

The comprehensive income for the year recorded by PEPC in 2018 reached USD843,088 thousand. This achievement was mainly influenced by operational performance with operating revenues of USD1,779 million.

Tabel Laba RugiTable of Income Statement

Keterangan: * Disajikan kembali. Dalam Ribuan USDNotes: In Thousands of USD *Restated

No Keterangan Description 2018 2017 2016 2015* 2014*

1 Pendapatan Usaha Revenue 1,779,008 1,328,939 882,356 447,894 292,536

2 Beban Usaha Operating Expenses

Beban Eksplorasi Exploration Expenses - (3,592) - (14,864) (3,736)

Beban Produksi Production Expenses (214,325) (210,176) (186,588) (114,065) (48,164)

Beban Umum dan AdministrasiGeneral and Administrative Expenses

(27,063) (14,376) (64,363) (34,557) (42,372)

Beban Keuangan Finance Costs (47,835) (57,950) (66,229) (19,231) (6,980)

Pendapatan Keuangan Finance Income 3,223 736 143 226 194

Pendapatan Lain-lain BersihOther Income, Net

1,830 59,023 (56,629) 2,533 2,976

3 Laba Sebelum Pajak PenghasilanProfit Before Income Tax Expense

1,494,838 1,102,604 508,690 297,936 194,454

4 Beban Pajak PenghasilanIncome Tax Expense

(652,438) (440,399) (286,017) (138,199) (84,679)

5 Laba Tahun Berjalan Net Income 842,400 662,205 222,673 159,737 109,775

6 Pendapatan Komprehensif LainnyaOther Comprehensive Income

688 (475) 73 (153) -

7 Total Laba (Rugi) KomprehensifTotal Comprehensive Income

843,088 661,730 222,746 159,584 109,775





PENDAPATAN USAHAPendapatan usaha berasal dari penjualan minyak mentah kepada PT Pertamina (Persero) dan TWU. Selain itu juga ada pendapatan yang diterima dari pemerintah yang berasal dari pembayaran Domestic Market Obligation.

Total pendapatan yang diperoleh pada tahun 2018 mencapai USD1.779.008 ribu, meningkat 33,9% dibanding tahun 2017 sebesar USD1.328.939 ribu. Peningkatan tersebut dipengaruhi oleh peningkatan realisasi lifting dan jumlah cost recoverable di tahun 2018.

PEROLEHAN PENDAPATANRevenues sourced from the sale of crude oil to PT Pertamina (Persero) and TWU. In addition, there is also income sourced from the government through Domestic Market Obligation payments.

The net revenues earned in 2018 reached USD1,779,008 thousand with an increase of 33.9% compared to previous 2017 of USD1,328,939 thousand. This increase was influenced by the increase of lifting and the amount of cost recoverable in 2018.

Tabel Pendapatan Usaha Table of Revenues

Dalam Ribuan USDNotes: In Thousands of USD

Pendapatan Lain-lain BersihPada tahun 2018 PEPC juga memperoleh pendapatan lain-lain bersih, berjumlah total USD1.830 ribu. Perolehan tersebut turun 96,9% dibanding tahun 2017 sebesar USD59.023 ribu. Penyebabnya adalah perusahaan mencatat pemulihan atas penurunan nilai yang telah diakui tahun sebelumnya atas Proyek JTB.

Other Incomes - NetIn 2018 PEPC also obtained other Income - net of USD1,830 thousand. The amount is lower by 96.9% compared to 2017 of USD59,023 thousand. The reason is that the company recorded a recovery from the impairment recordable in the previous year for the JTB Project.


2018 2017 2016 Pertumbuhan Growth ∆%

1 2 3 1 : 2 1 : 3

Pihak yang BerelasiRelated parties

Minyak MentahCrude Oil

692,855 456,948 562,070 51.63 (18.70)

Pihak Ketiga Third Parties

(Overlifting/Underlifting)(Overlifting/Underlifting)

679 (5,906) (18,876) 111.50 (68.71)

Minyak Mentah Crude Oil 13,295 220,683 76,420 (93.98) 188.78

Jumlah Pendapatan Usaha – Pihak KetigaTotal Operating Income – Third Parties

13,974 214,777 57,544 (93.49) 273.24

Pemerintah Government

DMO Fees – Minyak MentahDMO Fees - Crude Oil

168,256 116,201 124,061 44.80 (6.34)

(Overlifting/Underlifting) 903,923 541,013 138,681 67.08 290.11

Jumlah Pendapatan Usaha – Pihak PemerintahOperating Income - Goverment

1,072,179 657,214 262,742 63.14 150.14

Jumlah Pendapatan UsahaTotal Operating Income

1,779,008 1,328,939 882,356 33.87 50.61





Tabel Pendapatan Lain-lain BersihTable of Other Net Income

Keterangan: Dalam Ribuan USD | * Disajikan kembali.Notes: In Thousands of USD │ *Restated

Keterangan Description 2018 2017 2016 2015 2014*

Pendapatan Jasa ManajemenIncome from Management Service

- - 1,658 1,653 2,146

Keuntungan Selisih KursForeign Exchange Gains

1,810 125 241 520 121

Kerugian Atas Imparement AsetLoss due to Asset Impairment

- 58,888 (58,888) - -

Lain-lain Others 20 10 360 360 360

Jumlah Pendapatan Lain-lain BersihTotal Other Income - Net

1,830 59,023 (56,829) 2,533 2,627


BEBAN USAHABeban Usaha terdiri dari tiga jenis yakni Beban Eksplorasi, Beban Produksi serta Beban Umum dan Administrasi. Beban Usaha tahun 2018 mencapai USD241.388 ribu, naik 5,8% dibanding tahun 2017 sebesar USD228.144 ribu. Hal ini disebabkan oleh peningkatan beban produksi serta beban umum dan administrasi.

OPERATING EXPENSESOperating expenses consist of three items, i.e. Exploration, Production, and General and Administrative Expenses. Operating Expenses in 2018 reached USD241,388 thousand with an increase of 5.8% compared to 2017 of USD228,144 thousand. This is due to an increase in production expenses as well as general and administrative expenses.

Tabel Beban UsahaTable of Operating Expenses


Beban EksplorasiExploration Expenses

- 3,592 - 14,864 3,736

Beban ProduksiProduction Expenses

214,325 210,176 186,588 114,065 48,164

Beban Umum dan AdministrasiGeneral and Administrative Expenses

27,063 14,376 64,363 34,557 42,372

Jumlah Beban UsahaTotal Operating Expenses

241,388 228,144 250,951 163,486 94,272

Beban EksplorasiBeban Eksplorasi terdiri dari studi geologi & geofisika dan beban umum/administrasi. Tidak ada beban eksplorasi tahun 2018. Sementara beban eksplorasi tahun 2017 mencapai USD3.592. Penyebabnya adalah karena sudah tidak ada kegiatan eksplorasi oleh perusahaan.

Beban ProduksiBeban Produksi terdiri dari material, biaya personal, depresiasi dan amortisasi, serta administrasi dan umum. Beban Produksi pada tahun 2018 tercatat sebesar USD214.325 ribu, naik dibanding tahun 2017 yang mencapai USD210.176 ribu. Penyebabnya adalah

Exploration ExpensesExploration expenses consist of geology and geophysics and general/administrative expenses. There is no exploration expenses in 2018. While the exploration expenses in 2017 reached USD3,592. The reason is because there have been no exploration activities by the company.

Production ExpensesProduction Expenses increase along with the increase in production volume which consists of material, personal expenses, depreciation and amortization and administrative and general expenses. Production Expenses in 2018 were recorded at USD214,325 thousand higher than





peningkatan beban depresiasi, deplesi, dan amortisasi dikarenakan penambahan Aset sumur produksi dan fasilitas produksi atas penyesuaian perolehan Aset dari Biaya Pembongkaran dan Restorasi Lokasi Aset.

Beban Umum dan AdministrasiBeban Umum dan Administrasi terdiri dari biaya personal fungsi umum, biaya penunjang, kerugian selisih kurs dan jasa lain-lain. Beban Umum dan Administrasi tahun 2018 mencapai USD27.063 ribu, bertambah dibanding tahun 2017 sebesar USD14.376 ribu. Hal tersebut dipengaruhi oleh restrukturisasi organisasi Proyek JTB ke PEPC Holding.

BEBAN KEUANGANBeban Keuangan terdiri dari beban bunga Proyek Pengembangan Lapangan Banyu Urip dan beban akresi (beban atas pengakuan perubahan nilai atas asumsi yang digunakan). Beban bunga dialokasikan oleh PT Pertamina (Persero) kepada Anak Perusahaan atas pinjaman PT Pertamina (Persero) dari pihak ketiga untuk pembiayaan proyek-proyek investasi di Pertamina (Persero).

Beban Keuangan pada tahun 2018 mencapai USD47.835 ribu, turun 17,5% dibanding tahun 2017 sebesar USD57.950 ribu. Penurunan ini disebabkan oleh penurunan beban bunga proyek.

the 2017 of USD210,176 thousand. The increase was due to an increase in the expenses of depreciation, depletion and amortization related to additional assets of production well and production facilities as an adjustment to the assets acquisition from the provision for decommissioning and site restoration.

General and Administrative ExpensesGeneral and Administrative Expenses consist of general function personal expenses, supporting expenses, foreign exchange losses, and other services. General and Administrative Expenses in 2018 reached USD27,063 thousand higher compared to previous 2017 of USD14,376 thousand. This was influenced by the restructuring of the JTB Project organization to PEPC Holding.

FINANCE COSTSFinance costs consist of interest expense from Banyu Urip Field Development Project and accretion expenses (expense of recognizing changes in value for the assumptions used). Interest expense is allocated by PT Pertamina (Persero) to the Subsidiary for the loan by PT Pertamina (Persero) from a third party to finance investment projects at Pertamina (Persero).

Finance costs in 2018 reached USD47,835 thousand, lower by 17.5% compared to 2017 amounting to USD57,950 thousand. The decrease was caused by a decrease in project interest.

Tabel Beban Keuangan Table of Finance Costs

Keterangan: Dalam Ribuan USD | * Disajikan kembali.Notes: In Thousands of USD | *Restated


Beban Bunga – Proyek Interest Expenses - Project 46,198 57,618 65,943 18,996 6,716

Beban Akresi Accretion Expenses 1,637 332 286 235 251

Beban Keuangan Lain Other Financial Expenses - - - - 13

Jumlah Beban Bunga Total Financial Costs 47,835 57,950 66,229 19,231 6,980

BEBAN PAJAKBeban Pajak Migas terdiri dari Pajak kini dan Beban Pajak Tangguhan yang berasal dari timbulnya perbedaan temporer dan realisasinya. Beban Pajak tahun 2018 sebesar USD652.438 ribu, meningkat sebesar 48,2% dibanding tahun 2017 sebesar USD440.399 ribu. Kenaikan sesuai dengan realisasi beban tahun 2018.

Tax ExpensesOil and Gas Tax Expenses comprise of Current Tax and Deferred Tax coming from the occurrence of temporary differences and its realization. The 2018 tax expenses were USD652,438 thousand with an increase of 48.2% compared to 2017 of USD440,399 thousand. The increase was in accordance with the realization of expenses in 2018.





TINJAUAN KEUANGANFINANCIAL REVIEW

LAPORAN POSISI KEUANGAN KONSOLIDASIANPosisi keuangan PEPC pada akhir tahun 2018 menunjukkan peningkatan signifikan, baik pertumbuhan Total Aset maupun dalam bentuk Laba Ditahan. Kinerja positif selama tahun 2018 mencatatkan nilai Total Aset sebesar USD2.992.894 ribu, meningkat 24,0% dibanding 2017 sebesar USD2.608.022 ribu. Nilai Total Liabilitas tahun 2018 mencapai USD1.255.533 ribu, berkurang 15,3% dibanding tahun 2017 sebesar USD1.481.977ribu. Nilai Ekuitas pada tahun 2018 mencapai USD1.737.361 ribu, lebih besar dibanding tahun 2017 sebesar USD1.126.045 ribu.

ASETNilai Total Aset pada akhir tahun 2018 meningkat 24,0% menjadi USD2.992.894 ribu, dibanding tahun 2017 sebesar USD2.608.022 ribu. Peningkatan terjadi karena peningkatan yang signifikan pada Aset Lancar.

CONSOLIDATED FINANCIAL POSITION REPORTPEPC’s financial position at the end of 2018 shows a significant increase, both in the growth of total assets and retained earnings. Positive performance during 2018 recorded a total asset value of USD2,992,894 thousand with an increase of 24.0% compared to 2017 of USD2,608,022 thousand.

The value of Total Liabilities in 2018 reached USD1,255,533 thousand with a decrease of 15.3% compared to 2017 of USD1,481,977 thousand. The value of Equity in 2018 reached USD1,737,361 thousand, greater than in 2017 of USD1,126,045 thousand.

ASSETSThe total value of assets at the end of 2018 increased by 24.0% to USD2,992,894 thousand from previous 2017 of USD2,608,022 thousand. The increase occurred due to a significant increase in the Current Asset.



Tabel Total Aset Table of Total Assets

Aset LancarNilai Aset Lancar pada tahun 2018 sebesar USD990.274 ribu, bertambah 46,9% dibanding tahun 2017 sebesar USD673.972 ribu. Peningkatan terjadi karena peningkatan yang signifikan pada Kas dan Setara Kas.

Current AssetsCurrent Asset in 2018 amounted to USD990,274 thousand with an increase of 46.9% compared to 2017 of USD673,972 thousand. The increase occurs due to a significant increase in Cash and Cash Equivalents.

Tabel Aset Lancar Table of Current Assets


Aset Lancar Current Assets 990,274 673,972 288,743 128,095 178,980

Aset Tidak Lancar Non-current Assets 2,002,620 1,943,050 1,815,119 1,844,789 1,549,413

Jumlah Aset Total Assets 2,992,894 2,608,022 2,103,862 1,972,884 1,728,393


Kas dan Setara Kas Cash and Cash Equivalents 472,980 229,042 71,252 50,801 104,409

Piutang Usaha Receivables 485,202 415,222 192,827 46,826 38,862

Piutang Lain-lain Other Receivables 5,379 4,940 4,481 11,591 16,652

Persediaan Inventory 24,581 23,771 19,009 15,623 15,721

Uang Muka dan Biaya Dibayar DimukaAdvances and Prepayments

2,132 997 1,174 3,254 336

Jumlah Aset Lancar Total Current Assets 990,274 673,972 288,743 128.095 175,980





Kas dan Setara KasKas dan Setara Kas merupakan salah satu aset Perusahaan yang liquid. Kebijakan manajemen dalam mengelola Kas dan Setara Kas yaitu Kas dan Setara Kas termasuk kas, kas di bank dan semua deposito berjangka yang jatuh tempo kurang dari dua belas bulan dan tidak digunakan sebagai jaminan atau tidak dibatasi penggunaannya. Laporan mengenai arus kas masuk dan keluar disajikan dalam laporan khusus untuk tujuan Analisis Arus Kas yang terbagi dalam tiga kategori yaitu keperluan operasi, investasi dan pendanaan.

Nilai Kas dan Setara Kas pada tahun 2018 mencapai USD472.980 ribu. Nilai tersebut bertambah 106,5% dibanding tahun 2017 sebesar USD229.042 ribu. Peningkatan tersebut dipengaruhi oleh peningkatan angka penerimaan penjualan dari pelanggan.

Cash and Cash EquivalentsCash and Cash equivalents are among the most current Company Assets. PEPC’s Management policy determined that Cash and Cash Equivalents, including cash, cash in banks, and all time deposits maturing in less than twelve months and were not be used as collateral, should not be limited for use. Report on cash inflows and outflows is presented in a special statement for the purpose of Cash Flow Analysis which is divided into three categories, i.e. operating, investing, and funding activities..

Cash and Cash Equivalents in 2018 reached USD472,980 thousand. This amount increased by 106.5% compared to 2017 of USD229,042 thousand. The increase was influenced by an increase in sales revenue from customers.

Tabel Kas dan Setara Kas Table of Cash and Cash Equivalents



Kas Cash

Rekening Rupiah Account in Rupiah - 1 2 9 21

Rekening Dollar AS Account in USD 3 3 3 3 3

Bank

Rekening Rupiah Account in Rupiah 151,317 20,029 4,772 2,620 8,303

Rekening Dollar AS Account in USD 317,215 204,564 62,030 43,724 86,660

Deposito Berjangka (Rupiah) Time Deposit (Rupiah) - - - - -

Deposito Berjangka (Dollar AS) Time Deposit (USD) 4,445 4,445 4,445 4,455 7,422

Jumlah Kas dan Setara Kas Total Cash and Cash Equivalents 472,980 229,042 71,252 50,801 102,409

Piutang UsahaPiutang Usaha PEPC merupakan jumlah tagihan dari pelanggan untuk penjualan minyak dan gas bumi yang dilakukan dalam kegiatan usaha. Jumlah tercatat piutang usaha adalah sama dengan nilai wajarnya karena jatuh temponya yang pendek.

Seluruh saldo piutang tercatat belum jatuh tempo dan tidak mengalami penurunan nilai. Kebijakan perusahaan atas Piutang Usaha, jika piutang diharapkan tertagih dalam satu tahun atau kurang, piutang tersebut dikelompokkan sebagai Aset Lancar. Saldo piutang usaha merupakan bagian Perusahaan atas penjualan minyak ke pelanggan, piutang underlifting dan DMO.

Trade ReceivablesPEPC’s Trade Receivables comprise the amount of invoice from the customers for the sales of oil and natural gas conducted in the business activities. The carrying amounts of trade receivables approximate their fair values due to short maturity term.

All receivable balances are recorded not maturing and not undergoing impairment. The Company’s policy on Trade Receivables is that when the receivables are expected to be billed in one year or less, they will be categorized as current assets. The trade receivables balance represents the Company’s share of oil sales to customers, underliftings and DMO.





Piutang Usaha terdiri dari piutang kepada pihak ketiga atas penjualan minyak mentah melalui joint lifting (oleh EMCL) dan piutang kepada pihak berelasi atas penjualan minyak mentah kepada Pertamina (Persero) atau ISC. Piutang Usaha pada tahun 2018 mencapai USD485.202 ribu. Jumlah tersebut bertambah16,9% dibanding tahun 2017 sebesar USD415.222 ribu. Hal ini terjadi karena peningkatan penjualan pada pihak berelasi.

Trade Receivables consist of receivables to third parties for the sales of crude oil through joint lifting (by EMCL) and receivables to related parties for the sales of crude oil to Pertamina (Persero) or ISC. The Trade Receivables in 2018 reached USD485,202 thousand. This amount increased by 16.9% compared to 2017 of USD415,222 thousand. This increase was influence by an increase in sales to related parties.

Tabel Piutang Usaha Table of Trade Receivables


Piutang Lain-lainPiutang Lain-lain terdiri dari tagihan kepada pihak ketiga atas transaksi penyerahan jasa kepada pihak ketiga atau pembiayaan beban pihak ketiga (Unitisasi JTB, PT Pertamina EP dan PT Pertamina Drilling Service Indonesia). Karena jatuh tempo yang pendek, jumlah yang tercatat dalam Piutang Lain-lain adalah sama dengan nilai wajar. Seluruh saldo piutang belum jatuh tempo dan tidak mengalami penurunan nilai.

Piutang Lain-lain tahun 2018 sebesar USD4.999 ribu. Jumlah tersebut bertambah 14,1% dibanding tahun 2017 yang mencapai USD4.383 ribu. Kenaikan Piutang Lain-lain dipengaruhi oleh piutang pembiayaan ke PEPC JTB.

Other ReceivablesOther receivables include amounts due from third parties for service delivery transactions or financing of third party expenses (Jambaran- Tiung Biru Unitization, PT Pertamina EP and PT Pertamina Drilling Service Indonesia). Due to short maturity period, the carrying amounts of other receivables approximate their fair values. All receivables balances are not maturing and not undergoing impairment.

Other Receivables in 2018 amounted to USD4,999 thousand. This amount increased by 14.1% compared to 2017 which reached USD4,383 thousand. Increase in Other Receivables is affected by financing receivables to PEPC JTB.


Pihak Ketiga Third Parties 26,689 27,386 42,212 18,726 21,154

Pihak Berelasi Related Parties 458,513 387,836 150,615 28,100 17,708

Jumlah Piutang Usaha Total Trade Receivables 485,202 415,222 192,827 46,826 38,862

Tabel Nilai Piutang Lain-lainTable of Other Receivables



Pihak Ketiga Third Parties 835 3,960 4,128 10,689 88

Pihak Berelasi Related Parties 4,164 423 353 902 16,564

Jumlah Piutang Lain-lain Total Other Receivables 4,999 4,383 4,481 11,591 16,652





Persediaan/ InventoryPersediaan/inventory terdiri dari persediaan/inventory sehubungan dengan operasi di KKKS Blok Cepu berdasarkan Joint Interest Billing (JIB) yang diterbitkan oleh Operator. Persediaan consumable seperti suku cadang, bahan bakar, pipeline, drilling material, bahan kimia, dan perlengkapan yang seluruhnya dinilai dengan harga perolehan dikurangi provisi persediaan usang dan bergerak lambat. Biaya Material tersebut diakui dalam laba rugi pada saat digunakan dalam operasi. Harga perolehan persediaan ditentukan dengan metode harga rata-rata tertimbang dan provisi persediaan usang dan bergerak lambat ditentukan berdasarkan estimasi penggunaan atau penjualan masing-masing jenis persediaan pada masa mendatang.

Persediaan telah diasuransikan terhadap risiko kebakaran, pencurian, dan risiko lain yang mungkin terjadi. Manajemen berpendapat bahwa nilai pertanggungan tersebut cukup untuk menutup kemungkinan kerugian yang timbul dari persediaan yang diasuransikan. Manajemen berkeyakinan bahwa seluruh persediaan tersebut dapat dipakai, sehingga untuk persediaan usang dan lambat bergerak tidak diperlukan penyisihan.

Nilai Persediaan tahun 2018 tercatat mencapai USD24.581 ribu. Nilai tersebut bertambah 3,4% dibanding 2017 sebesar USD23.771 ribu. Peningkatan terjadi karena penambahan pada material umum sehubungan dengan operasi di KKKS Blok Cepu berdasarkan informasi Joint Interest Billing Statement yang diterbitkan oleh Operator.

InventoriesInventories include items for Cepu Block KKS operations based on Joint Interest Billing (JIB) issued by the Operator. Consumable inventories including spare parts, fuel, pipeline, drilling materials, chemicals, and equipment are all valued using acquisition price less the provision for obsolete and slow moving inventories. The costs for such materials are acknowledged in the statement of Profit and Loss when used in operations. Acquisition price for inventories is determined by weighted average price method while provision for obsolete and slow-moving inventories is based on estimated use or sales of each type of inventory in the future.

The inventories are insured against the risks of fire, theft, and other possible risks. The management argues that the insurance amount is sufficient to cover for the possible losses arising from the insured inventories. The management believes that the entire inventories are usable, therefore allowance for obsolete and slow-moving inventories is unnecessary.

Inventory value in 2018 was recorded at USD24,581 thousand. This value increased by 3.4% compared to 2017 of USD23,771 thousand. The increase in inventories was mainly due to the increase in general materials for Cepu Block PSC operations based on the information in the Joint Interest Billing Statements issued by the Operator.

PersediaanInventories


2018 2017 201624,581 23,711 19,009

2015 201448,826 38,862





2018 2017 20162,132 997 1,174

2015 20143,254 3,336



Uang Muka dan Biaya Dibayar DimukaNilai Uang Muka dan Biaya Dibayar Dimuka pada tahun 2018 mencapai USD2.132 ribu. Nilai tersebut meningkat 113,8% dibanding tahun 2017 sebesar USD997 ribu. Kondisi tersebut dipengaruhi oleh peningkatan pada uang muka kepada vendor.

Advances and Prepayments The Advances and Prepayments in 2018 reached USD2,132 thousand. This amount increased by 113.8% compared to 2017 of USD997 thousand. This increase is influenced by an increase in advances to vendors.

Tabel Nilai Aset Tidak Lancar Table of Non-current Assets


Non-Current AssetsNon-Current Assets include net Oil and Gas properties, Reimbursable Value Added Tax, Deferred Tax, and Other Assets. Non-Current Assets in 2018 was recorded at USD2,002,620 thousand with an increase of 3.6% compared to 2017 of USD1,934,050 thousand. The increase was influenced by an increase in oil and gas assets.


Aset Minyak dan Gas Bumi BersihOil & Gas Properties

1,944,222 1,871,886 1,759,657 1,768,122 1,473,731

Pajak Pertambahan Nilai (PPN) yang Dapat Ditagihkan KembaliReimbursable Value Added Tax (VAT)

31,195 43,160 55,253 76,462 73,648

Aset Lain-lainOther Non-current Asset

27,203 19,004 209 205 2,034

Jumlah Aset Tidak LancarTotal Non-current Assets

2,002,620 1,934,050 1,815,119 1,844,789 1,549.413

Aset Tidak LancarAset Tidak Lancar terdiri dari Aset Minyak dan Gas Bumi bersih, Pajak Pertambahan Nilai yang dapat ditagihkan kembali, Aset Pajak Tangguhan dan Aset Lain-lain. Nilai Aset Tidak Lancar tahun 2018 tercatat sebesar USD2.002.620 ribu, bertambah 3,6% dibanding tahun 2017 yang mencapai USD1.934.050 ribu. Penyebabnya adalah peningkatan aset minyak dan gas bumi.

Aset Minyak dan Gas BumiAset Minyak dan Gas Bumi tahun 2018 mencapai USD1.944.222 ribu. Jumlah tersebut meningkat 3,86% dibanding tahun 2017 sebesar USD1.871.886 ribu Peningkatan disebabkan oleh penambahan sumur produksi dan fasilitas produksi yang merupakan penyesuaian perolehan Aset dari Provisi Biaya Pembongkaran Dan Restorasi Lokasi Aset.

Oil and Gas AssetsThe Oil and Gas Assets in 2018 reached USD1,944,222 thousand. This amount increased by 3.86% compared to 2017 of USD1,871,886 thousand. The increase was caused by the addition of production wells and facilities as an adjustment to the assets acquisition from the provision for decommissioning and site restoration.





Aset Minyak dan Gas BumiOil and Gas Assets


Informasi secara lebih rinci mengenai pertumbuhan investasi Aset Minyak dan Gas Bumi dijelaskan pada sub bab selanjutnya yaitu sub bab Investasi Barang Modal pada halaman 147 Laporan ini.

Detailed information regarding the investment growth of Oil and Gas Assets was disclosed in the next sub-chapter of the capital investment on page 147 of this report.

2018 2017 20161,944,222 1,871,856 1,759,657

2015 20141,768,122 1,473,731

Pajak Pertambahan Nilai (PPN) yang Dapat Ditagihkan KembaliPPN yang dapat ditagihkan kembali dari SKK Migas merupakan bagian Perusahaan atas PPN yang dibayar oleh Operator sehubungan dengan pembelian barang/jasa yang digunakan untuk dengan kegiatan operasi.

Berdasarkan evaluasi manajemen terhadap PPN yang dapat di-reimbursement, manajemen berkeyakinan bahwa tidak diperlukan penyisihan piutang atas kemungkinan kerugian dan tidak tertagihnya PPN dari SKK Migas tersebut.

PPN yang dapat di-reimbursement kembali oleh PEPC pada tahun 2018 mencapai USD31.195 ribu. Jumlah tersebut berkurang 27,7% dibandingkan tahun 2017 sebesar USD43.160. Hal ini disebabkan karena sebagian PPN yang dapat ditagihkan kembali telah dibayarkan oleh Pemerintah.

Reimbursable Value Added Tax (VAT)

Reimbursable VAT from SKK Migas is the Company’s share on the VAT paid by the Operator for the purchase of goods/services used for operational activities.

Based on management evaluation on the reimbursable VAT, the management believes that allowances for possible losses and noncollectable VAT from SKK Migas are unnecessary.

PEPC’s Reimbursable VAT in 2018 reached USD31,195 thousand. This amount decreased by 27.7% compared to 2017 of USD43,160. The decline was mainly because some Reimbursable VATs were paid by the Government.

Perkembangan PPN yang Dapat Ditagihkan Kembali Reimbursable VAT Growth


2018 2017 201631,195 43,160 55,253

2015 201476.462 73,648





Tabel Total Liabilitas Table of Total Liabilities


Aset Lain-lainAset Lain-lain pada tahun 2018 mencapai USD27.203 ribu. Jumlah tersebut naik 43,1% dibanding tahun 2017 sebesar USD19.004 ribu. Kenaikan di latarbelakangi oleh setoran dana Abandonment Site Restoration (ASR).

LIABILITAS Nilai total Liabilitas tahun 2018 sebesar USD1.255.533 ribu, turun 15,3% dibanding tahun 2017 sebesar USD1.481.977 ribu. Penurunan disebabkan oleh penurunan pada Liabilitas Jangka Pendek maupun Liabilitas Jangka Panjang.

Other AssetsThe Other Assets in 2018 reached USD27,203 thousand. This amount increased by 43.1% compared to 2017 amounting to USD19,004 thousand. The increase was influenced by the Abandonment Site Restoration fund.

LIABILITIES Liabilities in 2018 amounted to USD1.255,533 thousand, lower by 15.3% compared to 2017 of USD1,481,977 thousand. The decline was caused by a decrease in Short-term Liabilities and Long-Term Liabilities.

Liabilitas Jangka PendekLiabilitas Jangka Pendek adalah utang-utang yang harus dilunasi dalam jangka pendek, biasanya dalam tempo satu tahun. Jenis Liabilitas Jangka Pendek terdiri dari Utang Usaha, Utang Lain-lain, Utang Pajak dan Biaya yang Masih Harus Dibayar.

Liabilitas Jangka Pendek sampai dengan akhir tahun 2018 sebesar USD471.858 ribu. Jumlah tersebut berkurang 5,9% dibanding 2017 sebesar USD501.373 ribu. Hal ini disebabkan oleh penurunan utang usaha, utang lain-lain, dan pinjaman pemegang saham.

Short-Term LiabilitiesShort-Term liabilities are payables to be paid in short term, commonly within a year. Short-Term Liabilities include Trade Payables, Other Payables, Taxes Payable, and Accrued Expenses.

The Short-Term Liabilities at the end of 2018 was USD471,858 thousand. This amount decreased by 5.9% compared to 2017 of USD501,373 thousand. This was due to a decline in trade payables, other payables, and shareholder loans.


Liabilitas Jangka PendekCurrent Liabilities

471,858 501,373 521,005 532,842 403,643

Liabilitas Jangka PanjangNon-current Liabilities

783,675 980,604 1,095,585 1,149,714 1,111,907

Jumlah LiabilitasTotal Liabilities

1,255,533 1,481,977 1,616,590 1,682,556 1,515,550





Tabel Liabilitas Jangka Pendek Table of Short-term Liabilities



Utang UsahaUtang kepada EMCL merupakan utang cash call untuk kepentingan pembiayaan operasi di KKKS Blok Cepu. Utang Usaha PEPC pada tahun 2018 mencapai USD38.256 ribu, turun 42,9% dibanding tahun 2017 sebesar USD66.948 ribu. Hal ini dipengaruhi oleh penurunan biaya yang dilaporkan oleh Operator melalui Joint Interest Billing Statement.

Trade PayablesPayables to ExxonMobil Cepu Limited (EMCL) is a cash call for the financing of Cepu Block PSC Operations. Trade payables in 2018 reached USD38,256 thousand, lower than 42.9% compared to 2017 of USD66,948 thousand. This was affected by the decrease in costs disclosed by the Operator through the Joint Interest Billing Statement.

Tabel Utang UsahaTable of Trade Payables

Uang Muka PelangganTidak ada nilai Uang Muka Pelanggan pada tahun 2018. Jumlah tersebut menurun 100% dibanding tahun 2017 sebesar USD5.812 ribu.

Utang Lain-lainUtang lain-lain terjadi akibat dari transaksi kepada Pihak Berelasi dan Pihak Ketiga. Utang kepada Pihak Berelasi berupa utang kepada PT Pertamina (Persero), PT Pertamina Training & Consulting, PT Pertamina Bina Medika, PT Pertamina Patra Niaga, PT Patra Jasa, PT Pertamina Trans Kontinental, PT Pertamina Hulu Energi, PT Pertamina Hulu Indonesia, PT Pertamina EP Cepu ADK.

Advance from Customer There was no Advance from Customer in 2018. While in 2017, there was advance from customer of USD5,812 thousand.

Other PayablesOther Payables occur from transactions with Related Parties and Third Parties. Payables to Related Parties include debts to PT Pertamina (Persero), PT Pertamina Training & Consulting, PT Pertamina Bina Medika, PT Pertamina Patra Niaga, PT Patra Jasa, PT Pertamina Trans Kontinental, PT Pertamina Hulu Energi, PT Pertamina Hulu Indonesia, PT Pertamina EP Cepu ADK.


Utang Usaha Trade Payables 38,256 66,948 163,536 122,318 58,740

Uang Muka Pelanggan Advance from Customer - 5,812 3,751 - -

Utang Lain-lain Other Payables 7,954 61,813 94,531 182,127 90,932

Utang Pajak Taxes Payable 199,203 145,431 45,067 32,202 11,989

Biaya yang Masih Harus DibayarAccrued Expenses

53,130 13,390 6,141 1,337 74,961

Pinjaman Pemegang Saham – Jangka PendekShareholder Loan Short-Term Portion

173,315 207,979 207,979 194,858 167,021

Jumlah Liabilitas Jangka PendekTotal Current Liabilities

471,858 501,373 521,005 532,842 403,643


Pihak Ketiga Third Parties 30,313 64,267 163,536 115,490 53,749

Pihak Berelasi Related Parties - - - 6,828 -

Lain-lain Others 7,943 2,681 - - 4,991

Jumlah Utang Usaha Total Trade Payables 38,256 66,948 163,536 122,318 58,740






Tabel Utang Pajak Table of Taxes Payable


Pajak Penghasilan dan Dividen Corporate and Dividend Tax

193,767 144,621 44,866 31,973 11,680

Pajak Lain-lain Other Taxes 5,436 810 201 249 309

PPN VAT 2,538 166 55 60 62

PPh Pasal 4 (2) Income Tax – Article 4(2) 423 - (31) - 29

PPh Pasal 26 Income Tax – Article 26 - - 4 4 5

PPh Pasal 23 Income Tax – Article 23 365 9 81 118 68

PPh Pasal 21 Income Tax – Article 21 2,110 635 91 67 145

PPh Pasal 15 Income Tax – Article 15 - - - - -

Jumlah Utang Pajak Total Taxes Payable 199,203 145,431 45,067 32,222 11,989

Nilai Utang Lain-Lain pada tahun 2018 mencapai USD7.954 ribu, turun 87,1% dibanding tahun 2017 sebesar USD61.813 ribu. Hal ini terjadi karena penurunan utang kepada pihak berelasi.

Utang PajakNilai Utang Pajak sampai dengan akhir tahun 2018 sebesar USD199.203 ribu, bertambah 37% dibanding tahun 2017 sebesar USD145.431 ribu. Hal ini disebabkan oleh peningkatan PPh dan dividen karena pendapatan sebelum pajak yang meningkat.

Other Payables in 2018 reached USD7,954 thousand, lower than 87.1% compared to 2017 of USD61,813 thousand. This decline was due to a decrease in payables to related parties.

Taxes PayableTaxes Payable at the end of 2018 amounted to USD199,203 thousand with an increase of 37% compared to 2017 of USD145,431 thousand. The increase was mainly due to an increase in Corporate and Dividend Tax as a result of the increase in income before tax.

Biaya yang Masih Harus DibayarBeban Yang Masih Harus Dibayar kepada pemasok dan operator merupakan bagian Perusahaan atas akrual sehubungan dengan kegiatan operasi. Beban yang Masih Harus Dibayar pada tahun 2018 mencapai USD53.130 ribu, meningkat 296,8% dibanding tahun 2017 sebesar USD13.390 ribu Peningkatan disebabkan peningkatan akrual kegiatan pembangunan Gas Processing Facilities (GPF) di Lapangan Gas Unitisasi JTB.

Accrued ExpensesAccrued expenses to suppliers and operators are accrued Company share in relation to operational activities. Accrued expenses in 2018 reached USD53,130 thousand with an increase of 296.8% compared to 2017 of USD13,390 thousand. The increase was due to an increase in accruals of Gas Processing Facilities (GPF) construction activities in the JTB Unitization Gas Field.

Biaya yang Masih DibayarAccrued Expenses


2018 2017 201653,130 13,390 6,141

2015 20141,337 74,961





Pinjaman Pemegang Saham – Dikurangi Bagian Jangka PendekShareholder Loan – Net of Current Portion



LIABILITAS JANGKA PANJANG Liabilitas Jangka Panjang terdiri dari pinjaman, kewajiban pajak tangguhan, kewajiban untuk biaya pembongkaran dan restorasi lokasi aset dan kewajiban imbalan kerja. Nilai Liabilitas Jangka Panjang PEPC hingga akhir tahun 2018 mencapai USD783.675 ribu, turun 20,1% dibanding tahun 2017 USD980.604 ribu. Penurunan disebabkan oleh telah diselesaikannya pembayaran utang pokok.

LONG-TERM LIABILITIESLong-Term Liabilities comprises of loans, deferred tax liabilities, provision for decommissioning and site restoration costs and provision for employee benefits. Long Term Liabilities as of the end of 2018 reached USD783,675 thousand, lower than 20.1% compared to 2017 of USD980,604 thousand. The decrease was caused by the payment of the principal loans.

Tabel Liabilitas Jangka Panjang Table of Long-term Liabilities

Pinjaman Pemegang Saham – Dikurangi Bagian Jangka PendekPinjaman Pemegang Saham – Dikurangi Bagian Jangka Pendek pada tahun 2018 mencapai USD346.631 ribu. Jumlah tersebut turun 44,4% dibanding tahun 2017 sebesar USD623.935 ribu. Penurunan disebabkan oleh telah diselesaikannya pembayaran utang pokok.

Shareholder Loan – Net of Current Portion

Shareholder Loan – Net of Current Portion in 2018 reached USD346,631 thousand. This amount decreased by 44.4% compared to 2017 of USD623,935 thousand. The decrease was caused by the payment of the principal loan.


Pinjaman Pemegang Saham – Dikurangi Bagian Jangka PendekShareholder Loan – Net of Current Portion

346,631 623,935 831,914 974,293 1,002,130

Kewajiban Pajak TangguhanTaxes Payable

363,576 323,739 255,498 169,154 100,920

Provisi Untuk Biaya Pembongkaran dan Restorasi Lokasi AsetProvision for decommissioning and site restoration

73,121 32,754 6,273 4,780 4,445

Liabilitas Imbalan KerjaEmployee Benefits Liability

347 176 1,900 1,487 4,413

Jumlah Liabilitas Jangka PanjangTotal Non-current Liabilities

783,675 980,604 1,095,585 1,149,714 1,111,908

2018 2017 2016346,631 623,935 831,914

2015 2014*974,293 1,002,130






Kewajiban Pajak TangguhanNilai Kewajiban Pajak Tangguhan PEPC tahun 2018 sebesar USD363.576 ribu, bertambah 12,3% dibanding tahun 2017 sebesar USD323.739 ribu. Hal ini dipengaruhi oleh selisih perbedaan biaya depresiasi antara komersil dan PSC (Production Sharing Contract).

Deferred Tax LiabilitiesDeferred Tax Liabilities for 2018 was USD363,576 thousand with an increase of 12.3% compared to 2017 of USD323,739 thousand. The increase was mainly due to the difference in depreciation cost between the commercial and the PSC (Production Sharing Contract).

Kewajiban Pajak TangguhanDeferred Tax Liabilities

Provisi untuk Biaya Pembongkaran dan Restorasi Lokasi AsetNilai Provisi untuk Biaya Pembongkaran dan Restorasi Lokasi Aset PEPC selama tahun 2018 mencapai USD73.121 ribu. Nilai tersebut naik 123,2% dibanding tahun 2017 sebesar USD32.754 ribu. Penyebabnya adalah penyesuaian akibat perubahan estimasi atas waktu dan pengeluaran kas, perubahan tarif pembongkaran dan restorasi dan perubahan suku bunga diskonto dan inflasi yang diterapkan Perusahaan.

Liabilitias Imbalan KerjaLiabilitas Imbalan Kerja selama tahun 2018 sebesar USD347 ribu. Nilai tersebut bertambah 97,2% dibanding tahun 2017 sebesar USD176 ribu. Hal tersebut disebabkan oleh peningkatan kewajiban tahun berjalan atas employee benefit atau PAP (Penghargaan atas Pengabdian).

EKUITASNilai Total Ekuitas pada tahun 2018 mencapai USD1.737.361 ribu, meningkat 54,3% dibanding tahun 2017 sebesar USD1.126.045 ribu. Penyebabnya adalah peningkatan laba tahun berjalan.

Provision for Decommissioning and Site Restoration

Provision for Decommissioning and Site Restoration in 2018 reached USD73,121 thousand. This amount increased by 123.2% compared to 2017 of USD32,754 thousand. The adjustment represents the changes in estimated timing and amounts of the cash outflows, changes in decommissioning and site restoration costs, as well as the discount rate and inflation rate applied by the Company.

Employee Benefits Liability Employee Benefits Liability in 2018 was USD347 thousand. This amount increased by 97.2% compared to 2017 of USD176 thousand. This was due to an increase in current year liabilities for employee benefits or award for service.

EQUITYTotal Equity in 2018 reached USD1,737,361 thousand with an increase of 54.3% compared to 2017 of USD1,126,045 thousand. This was due to the increase in profit for the year.

2018 2017 2016363,576 323,739 255,498

2015 2014*169,154 100,920

Tabel EkuitasTable of Equity



Modal Saham Share Capital 49 49 49 49 49

Saldo Laba (Rugi) DitahanRetained Earnings

1,737,312 1,125,996 487,223 290,279 212,794

Jumlah Ekuitas Total Equity 1,737,361 1,126,045 487,272 290,328 212,843





Tabel Arus KasTable of Cash Flow


LAPORAN ARUS KAS KONSOLIDASIANCONSOLIDATED CASH FLOW STATEMENT

Sebagai komponen posisi keuangan PEPC yang paling likuid, kas menjadi salah satu komponen yang sangat tinggi mobilisasinya, oleh karena itu diperlukan pengelolaan yang tepat dan jelas. Laporan ini memuat arus kas dari kegiatan operasi, kegiatan transaksi investasi dan kegiatan transaksi pembiayaan/pendanaan serta kenaikan atau penurunan bersih dalam kas selama satu periode.

Posisi Kas dan Setara Kas per 31 Desember 2018 mencapai USD472.980 ribu, meningkat 51,6% dibanding tahun 2017 sebesar USD229.042 ribu. Penyebabnya adalah peningkatan pada kas bersih yang dihasilkan dari Aktivitas Operasi.

As the most current component in PEPC’s financial position, cash has the highest mobilization, hence accurate and clear management shall be needed. This statement contains cash flows from operating, investing, and financing activities as well as net increase or decrease in a Company’s cash balance throughout one period.

Cash and Cash Equivalents as of December 31, 2018 reached USD472,980 thousand with an increase of 51.6% compared to 2017 of USD229,042 thousand. The cause was an increase in net cash generated from operating activities.

Kas Bersih yang Diperoleh Dari Aktivitas OperasiNilai kas bersih yang diperoleh dari aktivitas operasi pada tahun 2018 mencapai USD788.289 ribu, meningkat 157% dibanding tahun 2017 sebesar USD306.723 ribu.

Net Cash Provided by Operating ActivitiesThe net cash provided by operating activities in 2018 reached USD788,289 thousand with an increase of 157% compared to 2017 of USD306,723 thousand.


Kas Bersih yang Diperoleh dari Aktivitas OperasiNet Cash Provided by Operating Actvities

788,289 306,723 112,613 236,812 82,363

Kas Bersih yang Digunakan untuk Aktivitas InvestasiNet Cash Used in Investing Actvities

(174,121) (148,691) (157,761) (289,124) (407,109)

Kas Bersih yang Digunakan Untuk Aktivitas PendanaanNet Cash Used in Financing Actvities

(368,577) (195) 65,381 (698) 316,670

Kenaikan Bersih Kas dan Setara KasNet Increase in Cash and Cash Equivalents

245,591 157,837 20,233 (53,010) (7,986)

Efek Perubahan Nilai Kurs Pada Kas dan Setara KasEffect of Exchange Rate Changes on Cash and Cash Equivalents

(1,653) (47) 218 (598) (224)

Saldo Kas dan Setara Kas Pada Awal TahunCash and Cash Equivalents at the Beginning of The Year

229,042 71,252 50,801 104,409 112,619

Saldo Kas dan Setara Kas Pada AKhir TahunCash and Cash Equivalents at the End of The Year

472,980 229,042 71,252 50,801 104,409





Tabel Arus Kas Dari Aktivitas Operasi Table of Cash Flow from Operating Activities



Penerimaan Kas Dari PelangganCash Receipts From Customers

402,514 795,787 235,390 329,889 268,123

Penerimaan Kas Dari PemerintahCash Receipts From Government

1,047,194 44,771 7,148 30,350 12,938

Penerimaan Dana dari PertaminaCash Receipts From Pertamina

2,146 24 147,618 87,811 -

Pembayaran Kas Kepada Vendor dan KaryawanCash Receipts to Supplier and Employees

(103,334) (262,192) (69,349) (161,791) (143,147)

Pembayaran Pajak PenghasilanPayments of Income Tax

(563,454) (272,403) (208,337) (49,673) (55,746)

Penerimaan dan Pendapatan BungaReceipts of Interest Income

3,223 736 143 226 195

Kas Bersih yang Dihasilkan Dari Aktivitas OperasiNet Cash Provided by Operating Activities

788,289 306,723 112,613 236,812 82,363





Tabel Arus Kas Dari Aktivitas Pendanaan Table of Cash Flow from Financing Activity


Kas Bersih yang Digunakan untuk Aktivitas InvestasiAktivitas investasi terutama berupa pengembangan Lapangan Banyu Urip yang artinya melakukan aktivitas pembayaran untuk perolehan aset minyak dan gas bumi. Kas Bersih yang digunakan untuk Aktivitas Investasi pada tahun 2018 mencapai USD174.121 ribu, meningkat 17,1% dibanding 2017 sebesar USD148.691 ribu.

Net Cash Used in Investing ActvitiesInvesting activities particularly the development of Banyu Urip Field mean making payment for the acquisition of oil and gas properties. Net Cash Used in Investment Activities in 2018 reached USD174,121 thousand with an increase of 17.1% compared to 2017 of USD148,691 thousand.


Penerimaan dari Pihak yang BerelasiReceipts from Related Parties

- - 65,600 - 320,000

Pembayaran Kas Kepada Pihak BerelasiCash Payments to Related Parties

(351,968) - - - -

Pembayaran Dividen Ke Pihak BerelasiDividend Payments to Related Parties

(16,609) (195) (219) (698) (3,330)

Kas Bersih yang (Digunakan Untuk)/Diperoleh dari Aktivitas PendanaanNet Cash (Used in)/Provided by Financing Activity

(368,577) (195) 65,381 (698) 316,670

Net Cash Used in/Provided by Financing Actvities

Net Cash Used in Funding Activities in 2018 amounted to USD368,577 thousand, higher compared to 2017 of USD195 thousand.

Kas Bersih yang Digunakan/Diperoleh Untuk Aktivitas PendanaanKas Bersih yang Digunakan dari Aktivitas Pendanaan pada tahun 2018 sebesar USD368.577 ribu, meningkat dibanding 2017 sebesar USD195 ribu.

Arus Kas Dari Aktivitas Investasi Cash Flows From Investing Activities


Pembayaran untuk Perolehan Aset Minyak dan Gas BumiPayments for Acquistion of Oil and Gas Properties

2018 2017 2016174,121 148,691 157,761

2015 2014*289,124 407,019





KEMAMPUAN MEMBAYAR UTANGCAPABILITY TO PAY DEBT

Kemampuan membayar utang dapat diukur melalui rasio solvabilitas dan rasio likuiditas. Rasio-rasio ini menjadi tolak ukur bagi PEPC untuk menilai kemungkinan risiko-risiko yang muncul dalam kegiatan operasional. PEPC melakukan evaluasi terhadap rasio tersebut secara berkala sebagai wujud penerapan pengendalian utang dalam batas wajar.

RASIO SOLVABILITAS Rasio Solvabilitas digunakan untuk menilai kemampuan perusahaan membayar seluruh utang, baik jangka panjang maupun jangka pendek. Rasio Solvabilitas dihitung menggunakan Debt to Total Assets Ratio (DAR) dan Debt to Total Equity Ratio (DER).

Capability to pay debt can be measured by financial ratios such as solvency and liquidity. The ratios become the benchmark for PEPC to assess the possible risks arising from operational activities. PEPC regularly evaluates the ratio to implement the dept controlling within reasonable limits.

SOLVENCY RATIO Solvency ratio is used to assess Company’s capability in paying all debts, either short- or long-term. This is shown by Debt to Assets Ratio (DAR) and Debt to Total Equity Ratio (DER).

2018

2018

2017

2017

2016

2016

42

72

57

132

77

332

2015

2015

2014*

2014*

85

580

88

712

Tabel Solvabilitas Table of Solvency

Keterangan: Dalam % | * Data disajikan kembaliNotes: In % | *Restated

DAR

DER

Debt to Total Assets Ratio (DAR)DAR merupakan ukuran yang digunakan untuk mengetahui sejauh mana jumlah aset yang dimiliki oleh perusahaan untuk menutupi seluruh utang. Semakin rendah nilai DAR semakin baik dan mengindikasikan bahwa Perusahaan mampu dalam memenuhi kewajiban jangka panjangnya.

Rasio DAR pada tahun 2018 adalah 42%, lebih rendah dibanding 2017 sebesar 57%. Hal ini disebabkan oleh peningkatan aset.

Debt to Total Assets Ratio (DAR)DAR measures the extent of which the amount of assets owned by the Company is capable of covering the entire debts. Lower DAR value is preferable, which indicates that the Company is able to meet its long-term liabilities.

The DAR ratio in 2018 was 42%, lower than 2017 at 57%. This was caused by an increase in assets.





Keterangan: Dalam % | * Data disajikan kembaliNotes: In % | *Restated

Tabel LikuiditasTable of Liquidity

Cash RatioCash ratio menunjukkan kemampuan perusahaan dalam menyelesaikan kewajiban jangka pendek dengan menggunakan kas dan surat berharga yang dimiliki. Cash Ratio tahun 2018 mencapai 100%, lebih tinggi dibanding 2017 sebesar 46%. Penyebabnya adalah perusahaan memiliki kas dan setara kas yang hampir sama dengan liabilitas lancar. Namun, hal ini tidak berpengaruh terhadap kondisi keuangan perusahaan karena liabilitas tersebut memasukkan liabilitas kepada pihak berelasi.

Acid RatioAcid Ratio mengukur kemampuan perusahaan dalam menyelesaikan kewajiban jangka pendeknya dengan menggunakan aset lancar (tanpa memperhitungkan persediaan). Acid Ratio PEPC pada tahun 2018 sebesar 205%, lebih tinggi dibanding tahun 2017 yang mencapai 130%.

Cash RatioCash ratio shows the Company’s ability to pay off its current liabilities using cash and securities in hand. Cash Ratio in 2018 reached 100%, higher than 2017 at 46%. The cause was that the company has cash and cash equivalents that are almost at the same amount as current liabilities. However, this does not affect the company’s financial condition due to the liability included liabilities to related parties.

Acid -Test RatioAcid-Test Ratio measures the Company’s ability to pay off its current liabilities by using current assets (without taking into account of inventories). Acid Ratio in 2018 was 205%, higher than 2017 of 130%.


Cash Ratio 100 46 13 10 26

Acid-Test Ratio 205 130 51 18 35

Current Ratio 210 134 54 24 44

Debt to Total Equity Ratio (DER)DER digunakan untuk mengukur bagian modal sendiri yang dijadikan jaminan untuk keseluruhan kewajiban atau utang. Semakin rendah nilai DER semakin baik, dan mengindikasikan bahwa Perusahaan mampu dalam memenuhi kewajiban jangka panjangnya.

Nilai DER PEPC pada tahun 2018 adalah 72%, lebih rendah dibanding tahun 2017 sebesar 132%. Hal ini disebabkan peningkatan jumlah hutang lebih sedikit dibandingkan dengan peningkatan jumlah ekuitas.

LIKUIDITAS Likuiditas adalah rasio yang mencerminkan kemampuan perusahaan untuk memenuhi kewajibannya,terutama kewajiban jangka pendek. Tingkat Likuiditas dapat dilihat melalui cash ratio, acid ratio dan current ratio.

Debt to Total Equity Ratio (DER)DER is used to measure the share of owner’s equity used as collateral for the entire liabilities or debts. Lower DER value is preferable, which indicates that the Company is able to meet its long-term liabilities.

The DER ratio in 2018 was 72%, lower than 2017 at 132%. This was due to an increase in the amount of debt that lower compare to the increase in the amount of equity.

LIQUIDITYLiquidity is a ratio that reflects the Company’s ability to meet its liabilities, particularly current liabilities. The level of liquidity can be seen from cash ratio, acid-test ratio, and current ratio.





Current RatioCurrent Ratio mengukur kemampuan perusahaan dalam menyelesaikan kewajiban jangka pendeknya dengan menggunakan seluruh aset lancar. Current Ratio tahun 2018 sebesar 210%, lebih tinggi dibanding 2017 sebesar 134%.

Current RatioCurrent Ratio measures the Company’s ability to pay off its current liabilities by using the entire current assets. The Current Ratio in 2018 was 210%, higher than 2017 of 134%.

TINGKAT KOLEKTIBILITAS PIUTANGCOLLECTIBILITY OF RECEIVABLES

Merupakan tingkat kecepatan diterimanya kembali dana yang ditanamkan dalam surat-surat berharga atau piutang lainnya, atau kemampuan perusahaan dalam menagih piutang (collecting period). Semakin kecil nilai kolektibilitas piutang, menunjukkan kemampuan perusahaan dalam menagih lebih cepat.

Collecting period tahun 2018 adalah selama 53 hari, atau lebih cepat dibanding tahun 2017 selama 115 hari. Kondisi ini dipengaruhi oleh peningkatan kepatuhan debitur dalam menyelesaikan pembayaran invoice yang telah ditagihkan.

Collectibility denotes the speed of return of the funds invested in securities or other receivables, or in other words the Company’s ability to collect receivables (collecting period). Lower collectibility is preferable, which indicates the Company’s ability to collect receivables faster.

Collecting period in 2018 was 53 days, or faster than 2017 of 115 days. This condition was influenced by an increase in debtor compliance in paying off billed invoice.

Kolektibilitas Piutang (Hari)Collectibility of Receivables (Days)

2018 2017 201653 115 51

2015 2014*36 48

Collection Period

STRUKTUR MODAL DAN KEBIJAKAN MANAJEMEN ATAS STRUKTUR MODALCAPITAL STRUCTURE AND MANAGEMENT POLICY ON CAPITAL STRUCTURE

Struktur modal PEPC terdiri dari utang jangka panjang dan modal sendiri. PEPC mengelola risiko modal untuk memastikan akan mampu melanjutkan kelangsungan usaha. Sampai dengan akhir tahun 2018, struktur Aset yang dibiayai oleh Ekuitas sebesar 58%, meningkat dibanding tahun sebelumnya sebesar 43%. Sedangkan yang dibiayai oleh Liabilitas mencapai 42%, berkurang dibanding tahun 2017 sebesar 57%.

The capital structure of PEPC consists of long-term debt and equity. PEPC manages capital risk to ensure its capability in maintaining business continuity. As of the end of 2018, the structure of Assets financed by Equity was 58%, an increase compared to the previous year at 43%. While those financed by liabilities reached 42%, a decrease compared to 2017 at 57%.





IKATAN MATERIAL UNTUK INVESTASI BARANG MODAL (BUKAN IKATAN PENDANAAN) PADA TAHUN BUKUMATERIAL COMMITMENT FOR CAPITAL GOODS INVESTMENT (NON FUNDING COMMITMENT) IN THE FISCAL YEAR

Perikatan dengan pihak lain merupakan hal yang diperlukan khususnya dalam investasi barang modal. Ikatan yang bersifat material memiliki perlakuan yang khusus karena menyangkut keberlanjutan usaha dan biasanya memiliki tempo jangka waktu panjang. Setiap ikatan dalam hal investasi barang modal yang bersifat material, maka perikatan yang dilakukan harus memenuhi sejumlah aspek.

Commitment with other parties is needed especially in capital goods investment. Material commitments have special treatment because they are related to business continuity and usually have a long period of time. Every commitment in capital goods investment is material in nature, thus the engagement must fulfill a number of aspects.

Tabel Aspek Perikatan MaterialTable of Material Commitment Aspects

Aspek Aspect Keterangan Description

Tujuan Perikatan Commitment Objectives

Perikatan dengan pihak-pihak terkait dalam rangka perolehan aset investasi atau barang modal yang digunakan untuk mendukung kelancaran dan keberlanjutan kegiatan produksi sehingga mendorong pencapaian realisasi dari target PEPC maupun peningkatan pertumbuhan kinerja.Commitments with related parties in acquiring investment assets or capital goods used to support the smooth operations and sustainability of production which boost the realization of PEPC target achievement and increasing performance growth.

Sumber Dana Source of funds

Pendanaan internal Perusahaan.Company internal funding.

Pinjaman. Loans.

Mata Uang DenominasiDenomination

USD (Dollar Amerika Serikat)USD (United States Dollar)

Perlindungan Risiko Risk Protection

Seluruh bentuk ikatan material dengan nilai pertanggungan yang dianggap cukup oleh Manajemen untuk menutup kemungkinan kerugian yang timbul dari risiko yang diasuransikan.All forms of material commitment with total sum insured deemed sufficient by the Management to cover possible losses arising from insured risks.

KEBIJAKAN MANAJEMEN ATAS STRUKTUR MODALKebijakan permodalan dan pendanaan PEPC sepenuhnya diatur sesuai dengan kebijakan PT Pertamina (Persero) sebagai induk perusahaan. Perusahaan tidak diberikan otorisasi untuk melakukan pinjaman, baik jangka pendek maupun jangka panjang. Kondisi ini menjadikan penerimaan modal Perusahaan tergantung sepenuhnya dengan kemampuan PT Pertamina (Persero) mendapatkan sumber pendanaan.

MANAGEMENT POLICY ON CAPITAL STRUCTUREPEPC’s capital and funding policies are fully made in accordance with the policies of PT Pertamina (Persero) as the parent company. The company is not authorized to get any loans, either short or long term. This condition makes the Company’s capital to fully rely on the ability of PT Pertamina (Persero) to find sources of fund.





BENTUK IKATAN MATERIALBentuk investasi barang modal yang dilakukan PEPC disesuaikan dengan industri dan kebutuhan kegiatan operasional. Selama tahun 2018 ada beberapa ikatan barang modal yang material.

1. Perjanjian Jual Beli Minyak Mentah Banyu Urip Pada tanggal 16 April 2015 melalui Keputusan

Kementerian Energi dan Sumber Daya Mineral (ESDM) No. 209.K/DJM.B/2015, Kementerian ESDM telah menetapkan formula harga Minyak Mentah Banyu Urip (MMBU) di titik serah FSO Gagak Rimang adalah sebesar ICP Arjuna dikurangi USD0,50/barel (nilai penuh), dan harga minyak MMBU di titik serah Early Production Facility (EPF) adalah sebesar ICP Arjuna dikurangi USD3,50/barel (nilai penuh).

Pada tanggal 23 Juni 2016 melalui Keputusan Kementerian ESDM No.168.K/12/DJM.B/2016 harga MMBU di titik serah FSO Gagak Rimang ditetapkan sebesar ICP Arjuna dikurangi USD0,50/barel (nilai penuh). Harga tersebut digunakan Perusahaan dalam Perjanjian Jual Beli Minyak (PJBM) dengan PT Pertamina (Persero) dan TWU. Tidak ada lagi penjualan dari titik serah EPF.

Pada tanggal 21 November 2017 melalui Keputusan Kementerian ESDM No.4028.K/12/MEM/2017 harga MMBU di titik serah FSO Gagak Rimang ditetapkan sebesar ICP Arjuna ditambah USD5,50/barel (nilai penuh).

Sampai dengan 31 Januari 2018, penjualan minyak mentah bagian PEPC dialokasikan ke PT Pertamina (Persero) dan TWU. Setelah penjualan ke TWU dihentikan, maka seluruh penjualan minyak mentah Banyu Urip bagian PEPC dialokasikan ke PT Pertamina (Persero) di titik serah Gagak Rimang.

2. Perjanjian Unitisasi Jambaran - Tiung Biru Sesuai ketentuan PP No.35/2004 Tentang Kegiatan

Usaha Hulu Minyak dan Gas Bumi, Pasal 41 dan Pasal 42 mengenai Unitisasi, KKS mempunyai kewajiban melakukan Unitisasi apabila terbukti adanya penambahan cadangan yang memasuki wilayah kerja Kontraktor lainnya. Dalam rangka memenuhi ketentuan tersebut, pada 14 September 2012 telah ditandatangani Perjanjian Unitisasi Lapangan

FORM OF MATERIAL COMMITMENTSThe form of investment in capital goods by PEPC is adjusted to the industry and the needs of operating activities. During 2018 there were several material commitments of capital goods.

1. Banyu Urip Crude Oil Sale and Purchase Agreement On April 16, 2015 through the Decree of the Ministry of

Energy and Mineral Resources No. 209.K/DJM.B/2015, stipulates that the formula for the price of Banyu Urip Crude Oil (MMBU) at FSO Gagak Rimang delivery point has been set at Arjuna ICP less USD0.50/barrel (full amount), and MMBU price at delivery point of Early Production Facility (EPF) was at Arjuna ICP less USD3.50/barrel (full amount).

On June 23, 2016 through the Decree of Ministry of Energy and Mineral Resources No.168.K/12/DJM.B/2016 MMBU price at FSO Gagak Rimang delivery point was set at Arjuna ICP less USD0.50/barrel (full amount). The price was used by the Company in the Oil Sale and Purchase Agreement with PT Pertamina (Persero) and TWU. There were no more sales from EPF delivery point.

On November 21, 2017 through the Decree of Ministry of Energy and Mineral Resources No.4028.K/12/MEM/2017 the price of MMBU at delivery point of FSO Gagak Rimang was set at Arjuna ICP plus USD5.50/barrel (full amount).

As of January 31, 2018, the sales of PEPC share of crude oil had been allocated to PT Pertamina (Persero) and TWU. After the sales to TWU was terminated, the entire sales of Banyu Urip crude oil from PEPC share was allocated to PT Pertamina (Persero) at Gagak Rimang delivery point.

2. Jambaran - Tiung Biru Unitization Agreement In accordance with Government Regulation No.

35/2004 on Upstream Oil and Gas Business Activities, Article 41 and Article 42 concerning Unitization, PSC has the obligation to form Unitization if it is proven that additional reserves enter other Contractors’ working area. In order to meet these requirements, on September 14, 2012, a Unitization Agreement between Jambaran and Tiung Biru Fields was signed between





Jambaran dan Lapangan Tiung Biru antara KKKS Blok Cepu yang terdiri dari PEPC, EMCL, Ampolex Cepu Pte.Ltd, dan Badan Kerja Sama (BKS) PI Blok Cepu di satu pihak, dengan KKKS Blok PT Pertamina EP (PEP) di lain pihak. Dalam kesepakatan Perjanjian Unitisasi disebutkan PEPC ditunjuk sebagai Operator Unitisasi Lapangan Jambaran-Tiung Biru.

KKKS Blok Cepu dan KKKS Blok PEP masing-masing juga telah menunjuk PEPC sebagai Seller Representative untuk seluruh gas bumi Blok Cepu dan gas bumi Lapangan Tiung Biru. Kesepakatan tersebut dituangkan dalam perjanjian terpisah.

Pada 9 November 2012, KKKS Blok Cepu dan KKKS Blok PEP telah menyampaikan surat permohonan persetujuan kepada Menteri ESDM untuk melaksanakan Unitisasi Lapangan Jambaran – Lapangan Tiung Biru dan Penentuan Perusahaan sebagai Operator Unitisasi melalui Kepala SKK Migas. Surat MESDM No. 151/13/MEM/M/2013 tanggal 28 Februari 2013 menyampaikan persetujuan pelaksanaan unitisasi Lapangan Jambaran-Tiung Biru dan penentuan PEPC sebagai Operator.

Selain Perjanjian Unitisasi (Unitization Agreement atau UA) dan Perjanjian Unit Operasi (Unit Operating Agreement atau UOA), KKKS WK Blok Cepu menyepakati Cepu Gas Marketing Agreement (CGMA) yang mengatur pemasaran bersama atas gas bumi Cepu dan akan menunjuk PEPC sebagai wakil penjual gas bumi Cepu. Perjanjian tersebut mengatur agar KKKS WK Blok Cepu akan mendukung PEPC sebagai penjual bagian Pemerintah dari hasil produksi gas bumi WK Cepu.

Pada tanggal 13 Februari 2013, Plan of Development (POD) sudah disetujui oleh SKK Migas dan revisi atas POD tersebut disetujui tanggal 17 Agustus 2015.

Pada 18 Desember 2015 dilakukan penandatanganan Head Of Agreement (HOA) gas Jambaran-Tiung Biru (JTB) di Jakarta, yaitu persetujuan penjualan gas yang diproduksi dari Lapangan Unitisasi Jambaran dan Tiung Biru (proyek gas JTB). Perjanjian antara PEPC dan pemegang PI WK Cepu yakni EMCL, PT Asri Dharma Sejahtera, PT Blora Patragas Hulu, PT Petrogas Jatim

PSC Cepu Block consisting of PEPC, EMCL, Ampolex Cepu Pte.Ltd, and Cepu Block PI Cooperation Agency (BKS) as one party, with PSC PT Pertamina EP (PEP) Block as the other party. In the Unitization Agreement, PEPC was designated as the Unitization Operator for Jambaran-Tiung Biru Field.

PSC Cepu Block and PSC PEP Block have also appointed PEPC as Seller Representative for all natural gas of Cepu Block and Tiung Biru Field. The agreement was set out in a separate agreement.

On November 9, 2012, PSC Cepu Block and PSC PEP Block submitted a letter requesting approval to the Minister of Energy and Mineral Resources to implement the Unitization of the Jambaran Field - Tiung Biru Field and Determination of the Company as the Unitization Operator through the Head of SKK Migas. Letter of Minister of Energy and Mineral Resources No. 151/13/MEM/M/2013 dated February 28, 2013 granted the approval for the implementation of unitization of Jambaran-Tiung Biru Field and determination of PEPC as Operator.

In addition to the Unitization Agreement (UA) and Unit Operating Agreement (UOA), PSC Cepu Block Working Area agreed to the Cepu Gas Marketing Agreement (CGMA) which regulates joint marketing of Cepu natural gas and will appoint PEPC as Cepu natural gas sales representative. The agreement stipulates that PSC Cepu Block Working Area will support PEPC as the seller of the Government’s share of natural gas production of Cepu Working Area.

On February 13, 2013, Plan of Development (POD) was approved by SKK Migas and the revised POD was approved on August 17, 2015.

On December 18, 2015, Head of Agreement (HOA) on Jambaran-Tiung Biru (JTB) gas sales for gas production from Jambaran and Tiung Biru Unitization Field (JTB gas project). The agreement between PEPC and Cepu WK PI holders namely EMCL, PT Asri Dharma Sejahtera, PT Blora Patragas Hulu, PT Petrogas Jatim Utama





Utama Cendana dan SPHC sebagai pihak penjual, dengan PT Pertamina (Persero) yang bertindak sebagai pembeli.

Berdasarkan surat dari Menteri ESDM No. 9/13/MEM.M/2017 tanggal 3 Januari 2017 kepada Direktur Utama PT Pertamina (Persero), bahwa Pemerintah telah menetapkan pelaksanaan pengembangan Lapangan JTB dilakukan sepenuhnya oleh PEPC. Selanjutnya PEPC mengambil alih hak dan kewajiban pengelolaan Proyek JTB dari EMCL dan Ampolex dengan biaya yang ditetapkan atas kesepakatan tersebut maka hak atas hidrokarbon, akrual dan pengelolaan properti masa depan dan unit properti atas Lapangan JTB akan beralih dari EMCL/Ampolex kepada PEPC. Kesepakatan tersebut juga mengatur bahwa pihak EMCL dan Ampolex tidak bertanggung jawab atas pengembalian biaya operasi yang terkait dengan Lapangan JTB.

Pada tanggal 03 November 2017 telah ditandatangani Settlement Agreement antara PEPC, EMCL, dan Ampolex Cepu Pte.Ltd, dalam rangka pelaksanaan pengembangan Lapangan Unitisasi JTB tanpa partisipasi EMCL.

Berikutnya, tanggal 10 November 2017 para KKKS WK Cepu menandatangani amandemen Joint Of Agreement (JOA) bahwa pengembangan dan pengoperasian Lapangan Jambaran dilakukan oleh PEPC, SPHC, PJUC, BOPD dan ADS tanpa partisipasi EMCL dan Ampolex Cepu Pte.Ltd. Saat yang bersamaan, amandemen UA dan UOA juga ditandatangani oleh KKKS Blok Cepu dan PEP atas perihal yang sama.

Cendana and SPHC as sellers, with PT Pertamina (Persero) acting as buyer.

Based on letter of Minister of Energy and Mineral Resources No. 9/13/MEM.M/ 2017 dated January 3, 2017 to the President Director of PT Pertamina (Persero), that the Government has determined the development of JTB Field to be carried out entirely by PEPC. Furthermore, PEPC shall take over the rights and obligations of JTB Project management from EMCL and Ampolex with the cost determined in the agreement, the rights on hydrocarbons, accruals and management of future property and property units at JTB Field will be transferred from EMCL/Ampolex to PEPC. The agreement also stipulates that EMCL and Ampolex are not responsible for the cost recovery related to JTB Field.

On November 3, 2017 a Settlement Agreement was signed between PEPC, EMCL, and Ampolex Cepu Pte. Ltd., for the execution of JTB Unitization Field development without EMCL participation.

Moreover, on November 10, 2017 the PSC Cepu Working Area signed an amendment to Joint Operating Agreement (JOA) that the development and operation of Jambaran Field shall be carried out by PEPC, SPHC, PJUC, BOPD and ADS without the participation of EMCL and Ampolex Cepu Pte.Ltd. At the same time, the amendments to the UA and UOA were also signed by PSC Cepu Block and PEP on the same subject.

Perubahan Unit Interest Lapangan Unitisasi Jambaran-Tiung BiruChange in Interest Unit of Jambaran-Tiung Biru Unitization Field

Sebelum Pengalihan EMCL dan AmpolexBefore Transfer of EMCL and Ampolex

Setelah Pengalihan EMCL dan AmpolexAfter Transfer of EMCL and Ampolex

Unit Interest Interest Unit Persentase (%) Percentage Unit Interest Interest Unit Persentase (%) Percentage

PEPC 41.3730 PEPC 82.7460

EMCL 22.5253 PEP 8.0601

Ampolex Cepu Pte.Ltd 18.8477 SPHC 1.0031

PEP 8.0601 ADS 4.1231

SPHC 1.0031 BOPD 2.0061

ADS 4.1231 PJUC 2.0616

BOPD 2.0061 Total 100.0000

PJUC 2.0616

Total 100.0000





Pada tanggal 13 November 2017 dilakukan penandatangan Perjanjian Jual Beli Gas Bumi (PJBG) antara PEPC dan PT Pertamina EP dengan Direktorat Gas PT Pertamina (Persero).

Perkembangan Perjanjian Unitisasi JTB pada tahun 2018, Melalui Surat No. 001/KETUA-BKS/XI/2017 tanggal 17 November 2017 dan Surat No. 004/KETUABKS/XII/2017 tanggal 19 Desember 2017, sebagai bagian dari proses business to business dalam alih kelola Proyek JTB, selanjutnya BUMD menyampaikan penarikan diri dari pengembangan lapangan JTB terhitung mulai tanggal 1 Januari 2018 Dalam pengalihan ini, PEPC mengembalikan cash call yang telah dibayarkan BUMD mulai 2013 sampai dengan 31 Desember 2017 , yang dicatat PEPC sebagai penambah aset minyak dan gas bumi.

On November 13, 2017 the signing of the Natural Gas Sale and Purchase Agreement (GSPA) was signed between PEPC and PT Pertamina EP with Gas Directorate of PT Pertamina (Persero).

Development of JTB Unitization Agreement in 2018, through Letter No. 001/KETUA-BKS/XI/2017 dated November 17, 2017 and Letter No. 004/KETUABKS/XII /2017 dated December 19, 2017, as part of the business to business process in JTB Project management transfer, then BUMD announced withdrawal from JTB field development starting January 1, 2018. In this transfer, PEPC refunded the cash call that had been paid by BUMD since 2013 to December 31, 2017, which was recorded by PEPC as an addition to oil and gas assets.

Perubahan Unit Interest Lapangan Unitisasi Jambaran-Tiung BiruChange in Interest Unit of Jambaran-Tiung Biru Unitization Field

Sebelum Pengalihan BKSBefore Transfer of BKS

Setelah Pengalihan BKSAfter Transfer of BKS

Unit Interest Interest Unit

Persentase (%) Percentage

Unit Interest Interest Unit

Persentase (%) Percentage

PEPC 82.7460 PEPC 91.9399

PEP 8.0601 PEP 8.0601

SPHC 1.0031 Total 100.0000

ADS 4.1231

BOPD 2.0061

PJUC 2.0616

Total 100.0000





INVESTASI BARANG MODAL YANG DIREALISASIKANREALIZED CAPITAL GOODS INVESTMENT

Tujuan investasi barang modal adalah untuk kelancaran dan keberlanjutan kegiatan produksi sehingga mendorong pencapaian realisasi dari target Perusahaan maupun menghindari pertumbuhan kinerja. Sumber dana investasi berasal dari internal Perusahaan dan pinjaman, dengan denominasi dalam mata uang dollar AS.

Langkah Perlindungan Risiko:Asuransi manajemen terdiri dari bagian 1 (aset darat), bagian 2 (aset lepas pantai), bagian 3 (sumur), bagian 4 (FSO) dan semua batas yang mengikuti kebijakan standar SKK Migas: 1. Batas Agregat Kewajiban untuk Bencana Alam

a. Bagian 1: Hanya boleh membayar sampai USD171.450 ribu untuk setiap satu kejadian atau sesuai jumlah Tertanggung dalam bagian I, mana saja yang lebih rendah.

b. Bagian II, IV: Hanya boleh membayar sampai USD171.450 ribu untuk setiap satu kejadian.

c. Bagian III: USD15.750 ribu menggabungkan batas tunggal (single limit) dengan cakupan pertanggungan ekstra sampai USD171.450 ribu untuk setiap satu kejadian.

2. Batas Agregat untuk Semua Kondisi – Batas ini mencakup banyak skenario yang berbeda. Silahkan lihat di bawah ini:a. Batas Agregat Klausul Kewajiban Darat

Penanggung.b. Batas Agregat Klausul Kewajiban Lepas Pantai

Penanggung3. Batas Asuransi Manajemen mengikuti kebijakan

standar SKK Migas (sama di antara semua PQ) yang menurut SKK Migas dapat mencakup semua kegiatan di Blok.

The purpose of investment in capital goods is to maintain smooth operations and production activities so as to boost the achievement of the Company’s targets and avoid performance growth. The sources of investment funds originated from internal company and loans, with denomination in US dollars.

Steps of Risk Protection:Management insurance consists of part 1 (onshore assets), part 2 (offshore assets), part 3 (wells), part 4 (FSO) and all limits that comply with SKK Migas standard policies:

1. Aggregate Limit of Liability for Natural Disastersa. Section 1: Shall only pay up to USD171,450

thousand each incident or as per sum insured of section I, whichever is lower

b. Section II, IV: Shall only up to USD171,450 thousand can be paid for every single incident.

c. Part III: USD15,750 thousand combines single limit with extra coverage up to USD171,450 thousand for every single incident.

2. Aggregate Limit for All Conditions - The limit includes many different scenarios. Please see below:

a. Aggregate Limit of Insurer’s Onshore Liability Clause.

b. Aggregate Limit of Insurer’s Offshore Liability Clause

3. Management Insurance Limit complies with SKK Migas standard policy (applied at all PQ) which according to SKK Migas can cover all activities in the Block.

Tabel Investasi Barang Modal PEPC Tahun 2018Table of PEPC Capital Goods Investment

Keterangan: Denominasi dalam ribuan USDNote: Denomination in thousands USD

Sumur Produksi

Production Well

Fasilitas Produksi

Production Facilities

Harta BergerakMovable

Assets

198,609 1,296,792 5,244 443,577 1,944,222

Aset Dalam Penyelesaian

Assets in Progress

JumlahTotal





INFORMASI DAN FAKTA MATERIAL YANG TERJADISETELAH TANGGAL LAPORAN AKUNTANINFORMATION AND MATERIAL FACTS AFTER THE ACCOUNTANT’S REPORTING DATE

Tabel Nilai Investasi Barang Modal Aset Minyak dan Gas Bumi Tahun 2018Table of Investment Value in Capital Goods of Oil and Gas Assets in 2018

Informasi material yang terjadi setelah tanggal laporan akuntan dan berpengaruh terhadap kinerja maupun risiko usaha PEPC pada masa mendatang, adalah:1. Pengangkatan Bapak Achmad Zaidy sebagai Direktur

Operasi Perusahaan, berdasarkan keputusan RUPS Sirkuler tanggal 30 Januari 2019.

2. Pengangkatan Bapak Taufik Aditiyawarman sebagai Direktur Pengembangan, berdasarkan keputusan RUPS Sirkuler tanggal 30 Januari 2019.

PEPC membayarkan kembali dana investasi sebagai kompensasi atas pengembalian penyertaan hak kelola atau Participating Interest (PI) Unitisasi Lapangan Gas JTB, yang sebelumnya dimiliki PT Asri Dharma Sejahtera

Material information that occured after the date of the accountant’s report and affected PEPC’s business performance and risks in the future, are:1. Appointment of Mr. Achmad Zaidy as Director of

Operations of the Company, based on the resolution of the Circular GMS on January 30, 2019.

2. Appointment of Mr. Taufik Aditiyawarman as Director of Development, based on the resolution of the Circular GMS on January 30, 2019.

PEPC refunded investment as compensation for returning the participating interest (PI) in JTB Gas Field Unitization, previously owned by PT Asri Dharma Sejahtera (4.4847%), PT Blora Patragas Hulu (2.1820%), PT Petrogas East Java


Saldo AwalInitial Balance

PenambahanAddition

ReklasifikasiReclassification

Pemulihan / (Penurunan)

Recovery/(Impairment)

Saldo AKhirFinal Balance

Nilai Perolehan Acquisition Value

Sumur Produksi Production Well 330,462 35,334 - - 365,796

Fasilitas Produksi Production Facilities 1,544,896 3,816 - - 1,548,712

Harta Bergerak Movable Assets 18,601 - - - 18,601

Sub Jumlah Sub-total 1,893,959 39,150 - - 1,933,109

Aset Dalam Penyelesaian Assets in Progress

Sumur Produksi Production Well 91,408 715 - - 92,123

Fasilitas Produksi Production Facilities 178,468 172,986 - - 351,454

Sub Jumlah Sub-total 269,876 173,701 - - 443,577

Jumlah Nilai PerolehanAcqusition Value

2,163,835 212,851 - - 2,376,686

Akumulasi Penyusutan Depresiasi dan Amortisasi Accumulated Depreciation and Amortization

Sumur Produksi Production Well 111,657 55,530 - - 167,187

Fasilitas Produksi Production Facilities 172,180 79,740 - - 251,920

Harta Bergerak Movable Assets 8,112 5,245 - - 13,357

Sub Jumlah Sub-total 291,949 140,515 - - 432,464

Jumlah Akumulasi PenyusutanAccumulated Depreciation

291,949 140,515 - - 432,464

Nilai Buku Bersih Net Book Value 1,871,886 72,336 - - 1,944,222





(4,4847%), PT Blora Patragas Hulu (2,1820%), PT Petrogas Jatim Utama Cendana (2,2423%), dan PT Sarana Patra Hulu Cepu (1,0910%). Alasan pengembalian karena para BUMD anggota BKS Blok Cepu menilai proyek pengembangan Unitisasi Lapangan Gas JTB tidak ekonomis dengan penjualan harga gas USD 6,7/MMBTU.

INFORMASI PERBANDINGAN ANTARA TARGET/PROYEKSI PADA AWAL TAHUN BUKU DENGAN HASIL YANG DICAPAI (REALISASI)INFORMATION ON COMPARISON BETWEEN TARGETS/PROJECTION AT THE BEGINNING OF FISCAL YEAR AND REALIZATION

PEPC menetapkan target kinerja dan proyeksi keuangan 2018 dalam Rencana Kerja dan Anggaran Perusahaan (RKAP) 2018 tertanggal 31 Januari 2018 dan diubah sebagai RKAP Revisi tertanggal 11 Oktober 2018. Target kinerja ditetapkan dengan memperhatikan capaian realisasi tahun sebelumnya, serta asumsi logis sesuai dengan kondisi perekonomian yang berpengaruh pada lingkungan bisnis.

TARGET DAN REALISASI PENDAPATAN DAN LABA Realisasi Laba Komprehensif PEPC tahun 2018 sebesar USD843.088 ribu. Jumlah tersebut mencapai 134,35% dari target RKAP 2018 sebesar USD627.533 ribu dan 127,41% dari realisasi 2017 sebesar USD661.731 ribu.

PEPC sets performance targets for 2018 in the Corporate Work Plan and Budget (WP&B) dated January 31, 2018 and is amended as the Revised WP&B dated October 11, 2018. PEPC sets performance target financial projection by taking into account the realization in the previous year as well as logical assumption according to the economic condition which affects business environment.

TARGET AND REALIZATION OF REVENUE AND INCOMERealization of PEPC’s Comprehensive Income for 2018 amounting to USD843,088 thousand. This amount reached 134.35% of the 2018 WP&B target of USD627,533 thousand and 127.41% of 2017 realization of USD661,731 thousand.

Tabel Perbandingan Realisasi Laba Rugi 2018 dengan Target RKAP 2018Table of Comparison of Realization of Profit and Loss in 2018 with WP&B Target of 2018

Deskripsi Description

Target RKAP 2018WP&B Target 2018

Realisasi 2018Realization in 2018


Pendapatan Usaha Revenue 1,751,998 1,779,008 101.54

Beban Usaha Operating Expenses 299,512 241,388 80.59

Beban Produksi Production Expenses 255,158 214,325 84.00

Beban Umum dan AdminstrasiGeneral and Administrative Expenses

44,354 27,063 61.02

Beban Keuangan Finance Costs (53,900) (47,835) 88.75

Pendapatan Keuangan Finance Income 450 3,223 716.22

Pendapatan Lain-lain Bersih Other Income, Net 359 1,830 509.75

Laba Sebelum Pajak Penghasilan Profit Before Income Tax Expense 1,399,395 1,494,838 106.82

Beban Pajak Penghasilan Income Tax Expense 771,863 652,438 84.53

Main Cendana (2.2423%), and PT Sarana Patra Hulu Cepu (1.0910%). The reason for the refund was because the BUMD members of Cepu Block BKS considered the Unitization of JTB Gas Field development project was not economical with the sale of gas prices at USD6.7/MMBTU.





Keterangan: Dalam Ribuan USDNotes: In Thousands of USD

Realisasi Pendapatan Usaha PEPC tahun 2018 sebesar USD1.779.008 ribu. Jumlah tersebut mencapai 101,5% dari target RKAP 2018 sebesar USD1.751.998 ribu dan 133,9% dari realisasi 2017 sebesar USD1.328.939 ribu.

Realisasi Beban Usaha PEPC tahun 2018 sebesar USD241.388 ribu. Jumlah tersebut mencapai 80,6% dari target RKAP 2018 sebesar USD299.512 ribu dan 105,8% dari realisasi tahun 2017 sebesar USD228.143 ribu.

TARGET DAN REALISASI TOTAL ASETRealisasi Jumlah Aset PEPC tahun 2018 sebesar USD2.992.894 ribu. Jumlah tersebut mencapai 121,7% dari target RKAP 2018 sebesar USD2.459.118 ribu dan 114,8% dari realisasi 2017 sebesar USD2.608.022 ribu.

Realization of PEPC Revenues in 2018 amounting to USD1,779,008 thousand. This amount reached 101.5% of the 2018 WP&B target of USD1,751,998 thousand and 133.9% of 2017 realization of USD1,328,939 thousand.

Realization of PEPC’s Operating Expenses in 2018 amounted to USD241,388 thousand. This amount reached 80.6% of the 2018 WP&B target of USD299,512 thousand and 105.8% of 2017 realization of USD228,143 thousand.

TARGET AND REALIZATION OF ASSETSRealization of PEPC total assets in 2018 amounting to USD2,992,894 thousand. This amount reached 121.7% of the 2018 WP&B target of USD2,459,118 thousand and 114.8% of 2017 realization of USD2,608,022 thousand.

Tabel Perbandingan Realisasi Total Aset 2018 dengan Target RKAP 2018Table of Comparison of Assets Realization in 2018 with WP&B Target of 2018





Aset Lancar Current Asset 606,959 990,274 163.15

Kas dan Setara Kas Cash and Cash Equivalents 171,673 472,980 275.51

Piutang Usaha Receivables 398,537 485,202 121.75

Piutang Lain-lain Other Receivables 12,547 5,379 42.87

Persediaan Inventory 21,164 24,581 116.15


3,038 2,132 70.18

Aset Tidak Lancar Non-current Assets 1,852,159 2,002,620 108.12

Aset Minyak dan Gas Bumi BersihOil & Gas Properties

1,850,908 1,944,222 105.04

Pajak Pertambahan Nilai (PPN) yang Dapat Ditagihkan KembaliReimbursable Value Added Tax (VAT)

- 31,195 -

Aset Lain-lain Other Non-current Asset 1,251 27,203 2,174.58

Jumlah Aset Total Assets 2,459,118 2,992,894 121.71





Laba Bersih Net Income 627,533 842,400 134.24

Pendapatan Komprehensif Lainnya Other Comprehensive Income

- 688 -

Jumlah Pendapatan Komprehensif Total Comprehensive Income

627,533 843,088 134.35








TARGET DAN REALISASI LIABILITASRealisasi Total Liabilitas PEPC tahun 2018 sebesar USD1.255.533 ribu. Jumlah tersebut mencapai 119,4% dari target RKAP 2018 atau 84,7% dari realisasi 2017 sebesar USD1.481.977 ribu.

TARGET AND REALIZATION OF LIABILITIESRealization of PEPC total liabilities in 2018 amounting to USD1,255,533 thousand. This amount reached 119.4% of the 2018 WP&B target or 84.7% of 2017 realization of USD1,481,977 thousand.

Tabel Perbandingan Realisasi Total Liabilitas 2018 dengan Target RKAP 2018Table of Comparison of Liabilities Realization in 2018 with WP&B Target of 2018

TARGET DAN REALISASI EKUITASRealisasi Total Ekuitas PEPC tahun 2018 sebesar USD1.737.361 ribu. Jumlah tersebut mencapai 123,5% dari RKAP 2018 sebesar USD1.407.302 ribu dan 154,3% dari realisasi 2017 sebesar USD1.126.045 ribu.

TARGET AND REALIZATION OF EQUITYThe realization of PEPC Total Equity in 2018 amounted to USD1,737,361 thousand. This amount reached 123.5% of the 2018 WP&B target of USD1,407,302 thousand and 154.3% of the 2017 realization of USD1,126,045 thousand.

Tabel Perbandingan Realisasi Total Ekuitas 2018 dengan Target RKAP 2018Table of Comparison of Equity Realization in 2018 with WP&B Target of 2018





Liabilitas Jangka PendekTotal Taxes Payable

333,529 471,858 141.47

Utang Usaha Trade Payables 92,055 38,256 41.56

Utang Lain-lain Other Payables 57,697 207,157 359.04

Biaya yang Masih Harus DibayarAccrued Expenses

7,369 53,130 721

Pinjaman Pemegang SahamShareholder Loan

766,227 519,946 67.86

Kewajiban Pajak TangguhanTaxes Payable

118,847 363,576 305.92

Provisi Untuk Biaya Pembongkaran dan Restorasi Lokasi AsetProvision for decommissioning and site restoration

6,844 73,121 1,068.39

Liabilitas Imbalan KerjaEmployee Benefits Liability

2,776 347 12.49

Jumlah LiabilitasTotal Liabilities

1,051,816 1,255,533 119.37





Modal Saham Share Capital 49 49 100

Saldo Laba (Rugi) Ditahan Retained Earnings 1,407,253 1,737,312 123.45

Jumlah Ekuitas Total Equity 1,407,302 1,737,361 123.45

TARGET DAN REALISASI STRUKTUR MODALRealisasi Aset yang dibiayai oleh Liabilitas adalah USD1.255.533 ribu yang mencapai 119,4% dari target RKAP 2018 sebesar USD1.051.816 ribu dan 84,7% dari realisasi 2017 sebesar USD1.481.977 ribu. Sedangkan

TARGET AND REALIZATION OF CAPITAL STRUCTURERealization of Assets financed by Liabilities were USD1,255,533 thousand, which reached 119.4% of the 2018 WP&B target of USD1,051,816 thousand and 84.7% of






Tabel Perbandingan Realisasi Struktur Modal 2018 dengan Target RKAP 2018 Table of Comparison of Capital Structure Realization in 2018 with WP&B Target of 2018

TARGET DAN REALISASI ANGGARAN BIAYAAnggaran Biaya PEPC dibedakan menjadi Anggaran Biaya Investasi (ABI) dan Anggaran Biaya Operasi (ABO). Realisasi ABI sebesar USD174,1 juta atau 141,27% terhadap RKAP Revisi 2018 sebesar USD123,3 juta. Investasi tersebut digunakan untuk Proyek JTB, seperti EPC GPF, pekerjaan interim schedule (progress & PO critical LLI), independent access road, kompensasi lahan Perhutani, pembayaran final pekerjaan ECW dan Proyek Kedung Keris. Realisasi investasi tersebut bertujuan untuk menjaga target on stream Q2 2021 tercapai.

Di tahun 2018, Direksi merealisasikan ABI di atas 10% dengan dasar :• Efisiensi ABI pada RKAP Revisi 2018 sesuai fax SVP

USPPE no.208/D10000/2018-S0 tanggal 23 Mei 2018, bahwa PEPC diminta menurunkan ABI dari USD 263,5 juta menjadi USD122 juta.

• Realisasi ABI sebesar USD174,1 juta masih di bawah RKAP 2018 sebesar USD 263,5 juta (RKAP sebelum revisi).

Realisasi ABO pada tahun 2018 sebesar USD100,9 juta, yang mencapai 59,9% dari target RKAP Revisi 2018 sebesar USD168,5 juta.

TARGET AND REALIZATION OF COST BUDGETThe Cost Budget is divided into the Investment Cost Budget (ABI) and Operating Cost Budget (ABO). The realization of the ABI was USD174.1 million or 141.27% of Revised WP&B 2018 target of USD123.3 million. The investment was used for the JTB Project, such as the development of EPC GPF, interim work schedule (progress & LLI critical PO), independent access road, land compensation of Perhutani (state-owned forestry company), Final payment for ECW work and the Kedung Keris Project. The investments were realized to ensure Q2 2021 on stream targets are achieved.

In 2018 the Directors actualized ABI at above 10% with the concerns of:• Efficiency of ABI in the Revised WP&B 2018 as set forth

in USPPE SVP fax no.208/D10000/2018-S0 dated May 23, 2018, that PEPC was requested to reduce the ABI from USD263.5 million to USD122 million.

• The realization of ABI reached USD174.1 million and was still below the WP&B 2018 of USD263.5 million (WP&B before revision).

The realization of ABO in 2018 was USD100.9 million, which reached 59.9% of the Revised WP&B 2018 target of USD168.5 million.





Liabilitas Liabilities 1,051,816 1,255,533 119.37

Ekuitas Equity 1,407,302 1,737,361 123.45

Aset Total Assets 2,459,118 2,992,894 121.71


Target RKAP Revisi 2018Target of Revised WP&B 2018



Anggaran Biaya Operasional Operating Cost Budget 168,517 100,873 59.86

Anggaran Biaya Investasi Investment Cost Budget 123,257 174,121 141.27

Tabel Perbandingan Realisasi ABI dan ABO 2018 dengan Target RKAP Revisi 2018Table of Comparison for ABI and ABO in 2018 with Target of Revised WP&B 2018


Aset yang dibiayai oleh Ekuitas pada tahun 2018 sebesar USD1.737.361 ribu, atau mencapai 123,5% dari target RKAP 2018 dan 154,3% dari realisasi 2017 sebesar USD1.126.045 ribu.

2017 realization of USD1,481,977 thousand. While Assets financed by Equity in 2018 amounted to USD1,737,361 thousand, or 123.5% of the 2018 WP&B target and 154.3% of 2017 realization of USD1,126,045 thousand.






TARGET ATAU PROYEKSI YANG INGIN DICAPAI UNTUK SATU TAHUN MENDATANGTARGETS/PROJECTIONS FOR ONE YEAR IN THE FUTURE

Proyeksi target-target yang menjadi sasaran kinerja tahun 2019 disusun dalam RKAP 2019. Proyeksi disusun dengan mempertimbangkan berbagai faktor yang diperkirakan dapat mempengaruhi kinerja keuangan dan operasional Perusahaan dalam satu tahun mendatang.

The projections of the performance targets in 2019 were projected in the 2019 WP&B. Projections are made by considering various factors that are expected to affect the Company’s financial performance and operations in the coming year.

Tabel Perbandingan Target RKAP 2019 dan Perbandingan Realisasi 2018Table of Comparison of Financial Realization in 2018 and WP&B Target of 2019

NoUraian

DescriptionProyeksi RKAP 2019

Projected WP&B of 2019Realisasi 2018

Realization in 2018

Persentase Percentage

(%)

1 Laba Usaha Operating Income

1,474,451 1,537,620 104

2 Pendapatan Usaha Revenue

1,800,519 1,779,008 99

3 Beban Usaha Operating Expenses

326,068 241,388 74

4 Angaran Biaya InvestasiOperating Cost Budget

327,801 174,121 53

5 Anggaran Biaya OperasiCapital Expenditure Budget

194,161 100,873 52


Tabel Perbandingan Posisi Keuangan di 2018 dan Target RKAP 2019Table of Comparison of Financial Position in 2018 and WP&B Target of 2019

UraianDescription

Proyeksi RKAP 2019Projected WP&B of 2019



(%)

Aktiva Asset

Aktiva Lancar Current Assets 608,785 990,274 163

Aktiva Tidak Lancar Non-current Assets 2,067,034 2,002,620 97

Total Aktiva Total Assets 2,675,819 2,992,894 112

Liabilitas Liabilities

Liabilitas Lancar Current Liabilities 266,057 471,858 177

Liabilitas Tidak Lancar Non-current Liabilities 343,937 783,675 228

Total Liabilitas Total Liabilities 609,994 1,255,533 206

Ekuitas Equity

Ekuitas Equiity 2,065,775 1,737,361 84

Total Liabilitas dan EkuitasTotal Liabilties and Equity

2,675,819 2,992,894 112





Tabel Perbandingan Realisasi Eksplorasi 2018 dan Target RKAP 2019Table of Comparison for Exploration Performance in 2018 and WP&B Target of 2019

TARGET-TARGET LAIN RKAP 2019PEPC telah menetapkan target-target lain yang berkaitan dengan kegiatan operasi usaha eksplorasi dan produksi.

OTHER TARGETS OF 2019 WP&BPEPC has set other targets related to the operations of the exploration and production.

UraianDescription

SatuanUnit

Proyeksi 2019Projected WP&B of 2019

Realisasi 2018Realization in

2018


(%)

Pemboran Drilling Sumur Wells 4 - N/A

Penambahan Cadangan P1 Additional P1 Reserves

MMBOE 34.07 41.80 123

UraianDescription

SatuanUnit



2018


(%)

Total Produksi Migas*Total Oil & Gas Production*

MBOEPD 97,179 97,449 100

Total Produksi Minyak MentahTotal Oil Production

MBOPD 93,619 93,957 100

Total Produksi Gas Bumi*Total Gas Production*

MMSCFD 20.62 20.23 98

Tabel Perbandingan Realisasi Produksi 2018 dan Target RKAP 2019Table of Comparison for Production Performance in 2018 and WP&B Target of 2019

*Gas yang dicatat dan ditargetkan hanya hidrokarbon* Gases recorded and targeted only hydrocarbons

Tabel Perbandingan Realisasi Lifting 2018 dan Target RKAP 2019Table of Comparison for Lifting Performance in 2018 and WP&B Target of 2019

UraianDescription

SatuanUnit



2018


(%)

Total Lifting MigasTotal Oil & Gas Lifting

MBOEPD 93,338 94,191 101

Total Lifting Minyak MentahTotal Oil Lifting

MBOPD 93,338 94,191 101

Total Lifting Gas BumiTotal Oil Lifting - PEPC Entitlement

Bbls - - 78

Total Lifting Gas BumiTotal Gas Lifting

MMSCFD - - -





URAIAN TENTANG PROSPEK USAHADESCRIPTION OF BUSINESS PROSPECT

Sampai dengan akhir tahun 2018, kegiatan usaha PEPC mencakup produksi dan komersialitas minyak mentah dari Lapangan Banyu Urip, yang dikelola bersama kontraktor KKKS Blok Cepu lainnya. Dengan proporsi bagi hasil sebesar 45% sesuai PI, kegiatan usaha PEPC memiliki prospek terbaik dibanding industri Hulu Migas pada saat ini.

Hal ini didasari pada potensi peningkatan produksi minyak mentah dalam beberapa tahun mendatang. Berdasarkan data Satuan Kerja Khusus Kegiatan Usaha Hulu Minyak dan Gas Bumi (SKK Migas), rata-rata produksi minyak dari Lapangan Banyu Urip tercatat paling tinggi sebanyak 208.793 BOPD.

Potensi peningkatan produksi minyak tak terlepas dari pengembangan yang dilakukan pada Lapangan Kedung Keris, yang akan beroperasi pada akhir tahun 2019. Lapangan Kedung Keris akan memberikan tambahan pasokan minyak mentah Blok Cepu.

Sejalan dengan pelaksanaan proyek pengembangan Unitisasi Lapangan Gas JTB, prospek usaha PEPC akan semakin berkembang. Sebagai pemegang Unit Interest terbesar (92%), maka potensi Pendapatan yang diperoleh Perusahaan saat Unitisasi Lapangan Gas JTB beroperasi, sangatlah besar.

Sebagai gambaran, berdasarkan penghitungan SKK Migas, berproduksinya gas sales dari pemrosesan pada GPF yang ada di Unitisasi Lapangan Gas JTB, akan meningkatkan penerimaan negara sebanyak Rp48 triliun sampai kontrak selesai tahun 2035. Jumlah tersebut merupakan bagian Pemerintah sebesar 45,8% berdasarkan perjanjian bagi hasil (PBH), sementara bagian KKKS 24,5% dan 29,7% untuk pengembalian biaya operasi (cost recovery). Potensi pendapatan yang besar berasal dari komersialisasi gas sales berdasar Perjanjian Jual Beli Gas (PJBG) antara PEPC, PT Pertamina EP dengan PT Pertamina (Persero).

As of the end of 2018, PEPC’s business activities encompassed the production and commerciality of crude oil from Banyu Urip Field, which is managed with other PSC contractors of Cepu Block. With a 45% profit sharing proportion according to PI, PEPC’s business activities have the best prospects compared to the current Upstream Oil & Gas industry.

This is based on the potential for rising crude oil production in the next several years. Based on data from the Special Task Force for Upstream Oil and Gas Business Activities (SKK Migas), the average oil production from Banyu Urip Field was recorded as the highest at 208,793 BOPD.

The potential for oil production increase is closely related to the development at Kedung Keris Field, which will be operational by the end of 2019. Kedung Keris Field will provide additional crude oil supplies of Cepu Block.

In line with the implementation of JTB Gas Field Unitization development project, the prospects for PEPC business will thrive further. As the largest holder of Interest Unit (92%), the Company has very large potential income earned when JTB Gas Field Unitization operates.

As an illustration, based on SKK Migas calculation, the sales of gas production from processing at GPF in JTB Gas Field Unitization, will increase state revenues by IDR48 trillion until the contract expires in 2035. The Government share is 45.8% based on the profit sharing agreement (PSA), while the PSC share is 24.5% and 29.7% for cost recovery. The large revenue potential is from the commercialization of gas sales based on the Gas Sale and Purchase Agreement (GSPA) between PEPC, PT Pertamina EP and PT Pertamina (Persero).





TANTANGAN Upaya untuk meningkatkan produksi minyak mentah di Blok Cepu dihadapkan beberapa tantangan.1. Fasilitas produksi yang ada saat ini di Lapangan Banyu

Urip hanya untuk volume produksi minyak mentah maksimal 220.000 BOPD. Untuk meningkatkan produksi minyak mentah lebih banyak lagi, diperlukan dukungan fasilitas dan kapasitas lebih besar lagi.

2. Fasilitas penyimpanan (FSO) Gagak Rimang yang ada saat ini tidak cukup untuk menampung produksi minyak mentah yang lebih besar lagi. FSO Gagak Rimang memiliki kapasitas dua juta barel. Mampu mengakomodasi tanker berbobot mati 50 ribu sampai 300 ribu ton dengan 30.000-50.000 bbl/jam per muatan. Disamping itu adanya keterbatasan Operasi lifting terkait proses offloading dan kapasitas kapal buyer.

Sementara pada proyek pengembangan Unitisasi Lapangan Gas JTB, tantangan utama adalah tuntutan efisiensi biaya investasi hingga USD600 juta dari semula USD2,1 miliar menjadi USD1,5 miliar.

STRATEGI KEBERLANJUTAN BISNISStrategi yang dilakukan PEPC untuk menjaga keberlanjutan bisnis di masa mendatang adalah dengan tetap menjaga kesinambungan komunikasi yang baik dengan pihak buyer (dalam hal ini PT. Pertamina (Persero) cq. Fungsi Integrated Supply Chain) sebagaimana yang telah diperjanjikan di PJBM dan secara berkala terus meng-update kegiatan operasional baik mingguan, bulanan ataupun review per semester/tahunan guna memastikan proses kegiatan pengambilan Minyak Mentah Banyu Urip berjalan secara lancar & aman secara HSSE serta memenuhi Standard Operational Procedure (SOP)/Off Take Procedure yang ditetapkan.

Inisiatif untuk mengembangkan Lapangan Giyanti, Pilang Alas Tua West, dan Cendana dengan jejaring fasilitas (facility network) yang direncanakan sebagai berikut: • Membangun GPF di area antara Cendana dan JTB.

Kapasitas Facility ~ 110 MMSCFD. • Menggunakan teknologi hybrid (membran dan

solvent). • Pada tahap 1 (NGD-1) memproses lapangan dari

Cendana first gas Q2 2025), raw gas 100 MMSCFD.

CHALLENGES Efforts to increase crude oil production in Cepu Block has been faced with several challenges.1. Production facilities currently available at Banyu Urip

Field were only for a maximum volume of 220,000 BOPD of crude oil production. To increase crude oil production more, greater support for facilities and capacity is needed.

2. Current storage facility of FSO Gagak Rimang was insufficient to accommodate larger volume of crude oil production. FSO Gagak Rimang has a capacity of 2 million barrels, which is able to accommodate tankers with dead weight of 50,000 to 300,000 tons with 30,000-50,000 bbls/hour per cargo. There were also constraint in lifting operations in offloading process and capacity of buyer’s ship.

While in JTB Gas Field Unitization development project, the main challenge was the demand for investment costs efficiency of up to USD600 million from originally USD2.1 billion to USD1.5 billion.

BUSINESS SUSTAINABILITY STRATEGYThe strategy carried out by PEPC to maintain business continuity in the future is to maintain the continuity of good communication with the buyer (in this case PT Pertamina (Persero) cq. Integrated Supply Chain Function) as agreed in the GSPA and regularly provides weekly and monthly update of operational activities or half-yearly/yearly review to ensure the smooth process of taking Banyu Urip Crude Oil, securely based on HSSE and meets the established Standard Operating Procedure (SOP)/Offtake Procedure.

Initiatives to develop Giyanti Field, Pilang, Alas Tua West, and Cendana with facility network plan as follows:

• Building GPF in the area between Cendana and JTB. Facility Capacity ~ 110 MMSCFD.

• Using hybrid technology (membranes and solvents).

• In phase 1 (NGD-1) processes the field from Cendana first gas in Q2 2025, 100 MMSCFD of raw gas.





• Pada tahap berikutnya, Cendana decline dan ATW first gas 2027 menuju fasilitas GPF.

• CO2 dimanfaatkan untuk EOR di Lapangan Sukowati (tie-in point di GPF JTB) atau alternative EOR Banyu Urip.

• Sales gas menuju pipa Pertagas.

Inisiatif Pengembangan Jejaring Fasilitas Pada Lapangan Di Sekitar GPFInitiative for Field Facility Network Development Around GPF

4” Utility water line - 6 KM

4” Sales condensat line - 6 KM

8” Produced water line - 6 KM

8” CO2 CRA line - 8 KM

18” Gathering Line (CRA) - 20 KM

16” Gathering Line (CRA) - 11 KM10” Gathering Line (CRA) - 20 KM

PERTAGAS PIPELINE12” Sales gas line - 6 KM

8” Gathering Line (CRA) - 16 KM

BANYU URIP

JTB

POD NGO-1POFD NGO-2Sale gas quality lineSour gas quality lineCondensate lineCO2 lineWater line

GPF

GIYANTI

PILANG CENDANA ATW

• In the next phase, Cendana decline and ATW first gas in 2027 to GPF facilities.

• CO2 is used for EOR at Sukowati Field (tie-in point at GPF JTB) or alternative EOR at Banyu Urip.

• Sales gas to Pertagas pipeline.

Strategi lain adalah penyusunan dan pelaksanaan Peta Jalan Kinerja Ekselen PEPC 2018-2025 dengan target pencapaian yang telah ditetapkan untuk masing-masing Fungsi.

Another strategy is the drafting and implementation of PEPC Performance Excellence Roadmap 2018-2025 with the achievement targets have been set for each Function.





Roadmap Kinerja Ekselen PEPC 2018-2025 PEPC Performance Excellence Roadmap 2018-2025

ProgramProgram

Produksi Production

2018 2019 2020 2021 2022 2023 2024 2025

Produksi (MBOEPD) PEPC SharedProduction (MBOEPD) of PEPC Share

87.07 88.72 82.35 83.10 90.89 82.03 74.07 78.04

Produksi minyak*(M-BOPD)Oil Production* (MBOPD)

87.07 88.72 82.35 70.66 63.60 54.73 46.78 40.05

Sales Gas (MSCF)Gas Sales (MSCF)

0.00 0.00 0.00 72.08 158.14 158.14 158.14 220

ProgramProgram

CadanganReserves

2018 2019 2020 2021 2022 2023 2024 2025

Reserves 2P (MMBOE) PEPC Shared

399 400 366 340 342 307 276 276

Additional Reserves P1 (MMBOE) PEPC Shared

33.27 32.20 29.28 24.56 31.27 12.98 12.93 12.90

Reserves Replacement Ratio Based on P1 (%)

105 99 97 79 90 41 45 43

ProgramProgram

Surface FacilitySurface Facility

2018 2019 2020 2021 2022 2023 2024 2025

Reliability (%) 97.5% 97.5% 97.5% 97.5% 97.5% 97.5% 97.5% 97.5%

Availability (%) 95.0% 95.0% 95.0% 95.0% 95.0% 95.0% 95.0% 95.0%

ProgramProgram

Information Technology (IT)Information Technology (IT)

2018 2019 2020 2021 2022 2023 2024 2025

IT Availability (%) 95.0% 97.0% 98.0% 99.0% 99.5% 99.5% 99.9% 99.9%

IT Utilization (%) 95.0% 97.0% 97.0% 97.0% 97.0% 97.0% 97.0% 97.0%

IT Reliability (%) 95.0% 97.0% 98.0% 99.0% 99.5% 99.5% 99.9% 99.9%





ProgramProgram

Quality Management Quality Management

2018 2019 2020 2021 2022 2023 2024 2025Quality Management Assessment (QMA)

Score KKEP 550 (Emerging)

Tindak Lanjut OFI-AFI 90%-

100%Follow up OFI-AFI

90%-100%

Score KKEP 650 (Emerging)


100%Follow up OFI-AFI

90%-100%

Score KKEP 750 (Benchmark)


100%Follow up OFI-AFI 90%-100%

Score KKEP 755 (Benchmark)


100%Follow up OFI-AFI 90%-100%

Continuous Improvement Program (CIP)

Employee Involvement (45%) Value

Creation (6.5 T)


Creation (7 T)


Creation (6 T)


Creation (5 T)


Creation (5,5 T)


Creation (6 T)


Creation (6,5 T)


Creation (7 T)

Sistem Management (SM) Management System (MS)

ISO 9001 & 14001

(Integrated) Implementation on PEPC as one entity business

Sertifikasi ISO Integrasi

(9001,14001& 45001)

Integrated Certification of

ISO (9001, 14001 & 45001)


(9001,14001& 45001)


ISO (9001, 14001 & 45001)


(9001,14001& 45001)


ISO (9001, 14001 & 45001)


(9001,14001& 45001)


ISO (9001, 14001 & 45001)


(9001,14001& 45001)

Integrated Certification of ISO (9001,

14001 & 45001)


(9001,14001& 45001)


14001 & 45001)


(9001,14001& 45001)


14001 & 45001)

Knowledge Management (KOMET)

Sharing Knowledge

(10%) Utilisasi Aset KOMET

(2%)Sharing

Knowledge (10%) Asset

Utilization of KOMET (2%)

Sharing Knowledge


(4%) Sharing Knowledge (12%)

Asset Utilization of KOMET (4%)

Sharing Knowledge (14%)

Utilisasi Aset KOMET (6%)




Utilisasi Aset KOMET (8%)



Sharing Knowledge

(15%) Utilisasi Aset KOMET (8%)

Sharing Knowledge (15%) Asset


Sharing Knowledge


(8%)Sharing



Sharing Knowledge


(8%)Sharing



Sharing Knowledge


(8%)Sharing



ProgramProgram

Legal & Relation (L&R)Legal & Relation (L&R)

2018 2019 2020 2021 2022 2023 2024 2025

GCG Implementation Compliance (%)GCG Implementation Compliance (%)

88% 88% 89% 89% 90% 90% 90% 90%

Tingkat Pemahaman Visi Misi PEPC & Tata Nilai (Score)Comprehension Level of PEPC Vision, Mission & Core Values (Score)

3.5 3.9 4 4.1 4.2 4.2 4.3 4.4

Tanggung Jawab Sosial & Lingkungan (%)Social & Environmental Responsibility (%)

80.0% 85.0% 90.0% 92.5% 95.0% 97.5% 100.0% 100.0%





ProgramProgram

CommercialCommercial

2018 2019 2020 2021 2022 2023 2024 2025

Lifting Minyak (%)Oil Lifting (%)

99.7% 99.7% 99.7% 99.7% 99.7% 99.7% 99.7% 99.7%

Lifting Gas (%)Gas Lifting (%)

- - - 95% 95% 95% 95% 95%

Kepuasan Pelanggan (Score)Customer Satisfaction (Score)

3.5 3.6 3.7 3.8 3.9 4 4.1 4.2

Respond Time (%)Respond Time (%)

100% 100% 100% 100% 100% 100% 100% 100%

Number of Closed Complain (%)Number of Resolved Complaint (%)

100% 100% 100% 100% 100% 100% 100% 100%

Customer Visit (%) Customer Visit (%)

100% 100% 100% 100% 100% 100% 100% 100%

Product Knowledge (%)Product Knowledge (%)

100% 100% 100% 100% 100% 100% 100% 100%

Product / Service Delivery (%)Product / Service Delivery (%)

100% 100% 100% 100% 100% 100% 100% 100%

ProgramProgram

Supply Change Management (SCM)Supply Change Management (SCM)

2018 2019 2020 2021 2022 2023 2024 2025

Realisasi Pemenuhan (SLA) (%)Realization of SLA Fullfillment (%)

95% 98% 100% 100% 100% 100% 100% 100%

Realisasi Kinerja Pemasok/Vendor (%)Ralization of Supplier/Vendor Performance

75% 80% 85% 90% 90% 90% 90% 90%

Cost Reduction (%)Cost Reduction (%)

3% 3% 3% 3% 5% 5% 5% 5%

Supplier Relationship Management (%)Supplier Relationship Management (%)

75% 80% 85% 90% 90% 90% 90% 90%

ProgramProgram

Pengelolaan Resiko (Risk Management)Pengelolaan Resiko (Risk Management)

2018 2019 2020 2021 2022 2023 2024 2025

Enterprise Risk Management (ERM) (%)Enterprise Risk Management (ERM) (%)

100% 100% 100% 100% 100% 100% 100% 100%





URAIAN TENTANG ASPEK PEMASARANDESCRIPTION OF MARKETING ASPECT

Sampai dengan akhir tahun 2018, kegiatan pemasaran yang dijalankan PEPC terkait komersialisasi migas adalah pemasaran minyak mentah produksi CPP Lapangan Banyu Urip. Pemasaran minyak mentah Banyu Urip (MMBU) yang diproduksi dari unit CPP dilakukan dengan cara “in kind”. Setiap parties atau pemegang PI Blok Cepu dapat melakukan penjualan alokasi bagiannya masing-masing sesuai persentase PI setiap KKKS (entitlement).

Sesuai dengan proporsi kepemilikan PI, PEPC menjual entitlement sebesar 45% bagian dari total produksi MMBU. Perusahaan memiliki Perjanjian Jual Beli Minyak (PJBM) No. 16/C0000/2015-S0 tanggal 01 Juli 2015 dengan PT Pertamina (Persero), melalui Fungsi Integrated Suppy Chain (ISC) PT Pertamina (Persero). PEPC juga memiliki PJBM (Sales & Purchase Agreement-SPA) dengan PT TWU, namun dengan adanya permintaan penghentian penyaluran ke PT TWU t.m.t. 31 Januari 2018, penyaluran Minyak Mentah Banyu Urip ke Kilang TWU dihentikan sampai dengan pihak TWU memberikan permintaan kembali penyaluran Minyak Mentah Banyu Urip kepada PEPC sebagaimana yang berlaku didalam Sales Purchase Agreement.

Harga penjualan MMBU entitlement PEPC kepada PT Pertamina (Persero) dan TWU mengacu kepada harga yang ditetapkan Pemerintah, dengan ketentuan pada titik serah di FSO Gagak Rimang. Secara berkala harga yang telah ditetapkan ditinjau ulang, guna menyesuaikan dengan harga minyak dunia.

STRUKTUR PENGELOLA PEMASARAN Berdasarkan Persetujuan Dewan Komisaris dan Direksi PEPC tentang struktur organisasi, yang tertuang dalam Surat Keputusan Direktur Utama PT Pertamina EP Cepu No. Kpts 018/CP0000/2018-S0 tanggal 20 Juli 2018 sebagai perubahan Dari Struktur Organisasi (2011-2015) yang tertuang dalam Surat Keputusan Direktur Utama PT Pertamina (Persero) No. Kpts. 012/CP0000/2012-S0 tanggal 25 Mei 2012 tentang Organisasi dan Tata Kerja PEPC Jo. No. Kpts. 012/CP0000/2014-S0 tanggal 15 April 2014 tentang Organisasi dan Tata Kerja PEPC (2013- 2015), telah ditetapkan divisi yang membidangi kegiatan pemasaran adalah Commercial Manager.

As of the end of 2018, PEPC’s marketing activities in oil & gas commercialization were marketing of crude oil of Banyu Urip Field CPP production. The marketing of Banyu Urip crude oil (MMBU) produced from CPP unit was carried out in an “in kind” method. Each party or PI holder of Cepu Block can sell their respective allocation according to the PI percentage of each PSC contractor (entitlement).

In accordance with PI ownership proportion, PEPC sells entitlement 45% of total MMBU production. The company has an Oil Sale and Purchase Agreement (OSPA) No. 16/C0000/2015-S0 dated July 1, 2015 with PT Pertamina (Persero), through Integrated Suppy Chain (ISC) Function. PEPC also has SPA (Sales & Purchase Agreement) with PT TWU, however with a request to terminate the distribution to PT TWU effective January 31, 2018, the distribution of Banyu Urip Crude Oil to TWU Refinery was halted until TWU files a request to resume Banyu Urip Crude Oil distribution to PEPC as applicable in the Sales Purchase Agreement.

The MMBU selling price of PEPC entitlement to PT Pertamina (Persero) and TWU refers to prices set by the Government, with conditions at delivery point of FSO Gagak Rimang. Periodically the prices that have been set are reviewed, in order to adjust to world oil prices.

MARKETING MANAGEMENT STRUCTUREBased on the approval of PEPC Board of Commissioners and Directors regarding the organizational structure, which is stated in the Decree of the President Director of PT Pertamina EP Cepu No. Kpts 018/CP0000/2018-S0 dated July 20, 2018 as a change from the Organizational Structure (2011-2015) contained in the Decree of President Director of PT Pertamina (Persero) No. Kpts. 012/CP0000/2012-S0 dated May 25, 2012 on Organization and Work Procedure of PEPC Jo. No. Kpts. 012/CP0000/2014-S0 dated April 15, 2014 on PEPC Organization and Work Procedures (2013-2015), the division in charge of marketing activities has been designated, namely Commercial Manager.





Sampai dengan akhir tahun 2018, Commercial Manager PEPC dijabat oleh Yudhi Herlambang dan dibantu Marketing Assistant Manager serta Commercial & Administration Assistant Manager. Commercial Manager bertanggung jawab kepada Direktur Penunjang Bisnis.

Until the end of 2018, PEPC Commercial Manager post was held by Yudhi Herlambang and assisted by Marketing Assistant Manager and Commercial & Administration Assistant Manager. The Commercial Manager is responsible to the Business Support Director.

Struktur Pengelolaan PemasaranMarketing Management Structure

STRATEGI PEMASARAN (KOMERSIALISASI)Strategi Komersialisasi PEPC disesuaikan dengan kebijakan korporasi PT Pertamina (Persero) selaku induk perusahaan, yakni untuk memenuhi kebutuhan kilang Pertamina dan kebutuhan domestik lainnya. Namun demikian tidak tertutup kemungkinan PEPC melakukan penjualan kepada selain pembeli domestik.

Produk migas yang diproduksi PEPC bersifat khusus, sehingga Perusahaan tidak bisa begitu saja melakukan penjualan. Komersialisasi produk migas Perusahaan diatur dan ditentukan oleh SKK Migas, sebagai badan Pemerintah yang bertugas mengatur sektor hulu migas di Indonesia. Komersialisasi produk migas dilaksanakan melalui mekanisme perjanjian jual beli dengan pihak-pihak yang sudah disetujui SKK Migas, yakni Perjanjian Jual Beli Minyak (PJBM) dan Perjanjian Jual Beli Gas (PJBG). Sampai dengan akhir tahun 2018, PJBM yang telah terealisasi adalah PJBM antara PEPC dengan PT Pertamina (Persero) dan antara PEPC dengan PT TWU yang kemudian telah dibatalkan sepihak oleh PT TWU.

MARKETING STRATEGY (COMMERCIALIZATION)Commercialization Strategy of PEPC is adapted to the corporate policy of PT Pertamina (Persero) as the parent company, to meet Pertamina’s refinery needs and other domestic needs. However, it is possible for PEPC to sell to non-domestic buyers.

The oil & gas products produced by PEPC are specialty products, thus the Company cannot just make any sales. The commercialization of the Company’s oil & gas products is regulated and determined by SKK Migas, as a Government body tasked with regulating the upstream oil & gas sector in Indonesia. The commercialization of oil and gas products is carried out through a mechanism of sale and purchase agreement with parties that have been approved by SKK Migas, namely the Oil Sale and Purchase Agreement (OSPA) and Gas Sale and Purchase Agreement (GSPA). As of the end of 2018, the OSPA that had been realized was OSPA between PEPC and PT Pertamina (Persero) and between PEPC and PT TWU, which later was canceled unilaterally by PT TWU.

Finance & Business Support Director

Manager Commercial

Ast. Man. Commercial and Planning

Analyst Commercial & Planning

Ast.Man. Marketing

Analyst Marketing





Tabel Persentase Lifting Minyak Mentah PEPC Tahun 2018Table of PEPC Crude Oil Lifting Percentage 2018

PRODUK DIHASILKAN DAN PANGSA PASAR Minyak MentahPada Tahun 2018 seluruh MMBU yang menjadi bagian dari hak bagi hasil sesuai PI 45% atau entitlement PEPC disalurkan ke kebutuhan Domestik yaitu kepada PT Pertamina (Persero) untuk bahan baku proses produksi pada kilang-kilang Pertamina dan kilang mini TWU. Pada tanggal 31 Januari 2018 dengan dengan adanya permintaan penghentian penyaluran ke PT TWU t.m.t. 31 Januari 2018, penyaluran Minyak Mentah Banyu Urip ke Kilang TWU dihentikan. MMBU disalurkan dari CPF di Lapangan Banyu Urip ke titik penyerahan di FSO Gagak Rimang.

Lifting MMBU entitlement PEPC pada tahun 2018 mencapai 9,48 juta BBLS. Jumlah tersebut mencakup 26,80% dari lifting minyak mentah PT Pertamina (Persero) dan 12,22% lifting minyak mentah nasional pada tahun 2018.

PRODUCTS AND MARKET SHARECrude OilIn 2018, all MMBU that was a share of profit sharing rights according to PI 45% or PEPC entitlement was distributed to domestic needs, namely to PT Pertamina (Persero) as raw materials for production process at Pertamina refineries and TWU mini refinery. On January 31, 2018, distribution of Banyu Urip Crude Oil to TWU Refinery halted based on PT TWU’s request for termination of distribution effective January 31, 2018. MMBU is distributed from CPF at Banyu Urip Field to delivery point at FSO Gagak Rimang.

MMBU Lifting of PEPC entitlement in 2018 reached 9.48 million BBLS. This amount accounted 26.80% of PT Pertamina (Persero) crude oil lifting and 12.22% of national crude oil lifting in 2018.

Keterangan: Dalam BblsNote: In Bbls

GasSampai dengan akhir tahun 2018 belum ada komersialisasi gas. Unitisasi Lapangan Gas JTB masih dalam tahapan proyek pengembangan dan belum berproduksi.

Namun dalam proses produksi minyak mentah pada unit CPF Lapangan Banyu Urip, dihasilkan gas ikutan (gas associated). Gas ikutan tidak dikomersialkan dan hanya digunakan untuk kebutuhan sendiri (own use) serta diinjeksikan ke dalam sumur sebagai penjaga tekanan (pressure maintenance) reservoir.

GasUntil the end of 2018 there was no commercialization of gas. Unitization of JTB Gas Field was still in the stage of a development and has not yet produced.

However in the process of producing crude oil at CPF unit in Banyu Urip Field, associated gas is also produced. Associated gas is not commercialized and is only used for own use and is injected into the well as reservoir pressure maintenance.

PEPC PEPCPertaminaNasionalNational

9,489,924 9,489,924354,000 776,00026.80 % 12.22 %

Terhadap Volume PertaminaVersus Pertamina Volume

Terhadap Volume NasionalVersus National Volume





KEBIJAKAN DIVIDEN DAN PEMBAYARAN DIVIDENDIVIDEND POLICY AND DIVIDEND PAYMENT

Berdasarkan Undang-undang No. 40 Tahun 2007 tentang Perseroan Terbatas, pembagian dividen dilakukan berdasarkan keputusan Rapat Umum Pemegang Saham (RUPS). Sebagai anak perusahaan PT Pertamina (Persero), kebijakan dividen PEPC juga mengacu Pedoman PT Pertamina (Persero) No.A-001/H00200/2011-S0 tentang Pengelolaan Anak Perusahaan dan Perusahaan Patungan Pertamina.

Kebijakan pembagian dividen untuk tahun buku 2017 ditetapkan dalam pelaksanaan RUPS Tahunan tahun buku 2017, dan telah dilaksanakan pada tanggal 21 Maret 2018. RUPS memutuskan penetapan penggunaan Laba Tahun Berjalan (Laba - Bersih) Perseroan Tahun Buku yang berakhir 31 Desember 2017 sebesar USD662.205.000 sebagai berikut:1. Sebesar USD231.771.750 atau 35% dari Laba Bersih

sebagai dividen ke Pemegang Saham, dimana dividen sebesar USD215.162.253 di-offset dengan piutang usaha ke PT Pertamina (Persero), sedangkan dividen sebesar USD16.609.497 dibayarkan secara cash.

2. Besarnya dividen yang menjadi hak Pemegang Saham wajib disetorkan kepada Pemegang Saham selambat-lambatnya 30 (tiga puluh) hari setelah ditetapkan oleh RUPS atau pada tanggal lain yang ditetapkan oleh RUPS.

Sementara untuk kebijakan pembagian dividen lain, telah diputuskan dalam RUPS Tahunan periode tahun buku sebelumnya dan telah dilaksanakan. Informasi tentang hal tersebut diungkap dalam tabulasi berikut.

Under Law No. 40 of 2007 concerning Limited Liability Companies, dividend payment is made based on the resolution of the General Meeting of Shareholders (GMS). As a subsidiary of PT Pertamina (Persero), PEPC’s dividend policy also refers to the Guidelines of PT Pertamina (Persero) No.A-001/H00200/2011-S0 regarding Management of Subsidiaries and Joint Venture Companies of Pertamina.

The dividend payment policy for fiscal year 2017 was established during the Annual GMS2017, and has been executed on March 21, 2018. The GMS decided uses of the Company’s Current Year Net Profit ended December 31, 2017 amounted to USD662,205,000 as follows:

1. As much as USD231,771,750 or 35% of Net Profit was allocated as dividends to Shareholders, in which dividends of USD215,162,253 were offset by trade receivables to PT Pertamina (Persero), while dividends of USD16,609,497 were paid in cash.

2. The amount of dividends that are the rights of the Shareholders must be paid to the Shareholders no later than 30 (thirty) days after being determined by the GMS or at another date determined by GMS.

Meanwhile, policy on other dividend payments has been decided at the Annual GMS for the previous fiscal year and has been implemented. Information about this is revealed in the following table.

Tabel Pembagian Dividen Kepada Pemegang SahamTable of Dividend Payments to Shareholders

Tahun BukuFiscal Year

Total Dividen Dibayarkan (dalam

ribu USD)Total Dividend Payment (USD)

Jumlah Dividen Per Saham (USD)

Total Dividend per Share (USD)

Payout Ratio (%)Payout Ratio (%)

Tanggal Pengumuman

Penetapan RUPSDeclaration Date by

GMS

Tanggal Pembayaran Dividen Kas

Payment Date of Cash Dividend

2017 231,772 463.5 35 21 Maret 2018March 21, 2018

2 Mei 2018May 2, 2018

2016 22,957 45.9 10 23 Maret 2017March 23, 2017

28 Juli 2017July 28, 2017

2015 25,802 51.6 16 15 April 2016April 15, 2016

30 Sept 2016Sept 30, 2016

2014 82,009 164.2 75 16 Maret 2015March 16, 2015

22 Des 2015Dec 22, 2015





REALISASI PENGGUNAAN DANA HASIL PENAWARAN UMUMREALIZATION OF USE OF PUBLIC OFFERING FUNDS

PERUBAHAN EKUITAS Berdasarkan uraian mengenai kebijakan dividen dan pembagian dividen, tidak seluruh Laba Komprehensif dibayarkan sebagai dividen yang dibagikan. Sebagian dari Laba Komprehensif dialokasikan sebagai Laba Ditahan demi kelangsungan operasi PEPC dan memperkuat Ekuitas Perusahaan.

EQUITY CHANGEBased on the description of dividend policy and dividend payment, Comprehensive Net Profits are not entirely allocated to payment of dividends. A portion of the Comprehensive Net Profit is allocated as Retained Earnings for the continuity of PEPC operations and strengthening the Company’s Equity.

Tabel Perubahan Ekuitas Tahun 2018 Setelah Pembayaran DividenTable of Changes in Equity 2018 After Dividend Payment

Keterangan: Dalam Ribu USDNote: In Thousands USD

PEPC merupakan Perseroan Terbatas tertutup dan sampai dengan 31 Desember 2018 belum melakukan penawaran umum saham. Laporan ini tidak mengungkapkan informasi terkait realisasi penggunaan dana hasil penawaran umum, terkait total perolehan dana, rencana penggunaan dana, rincian penggunaan dana, saldo dana dan tanggal persetujuan RUPS/RUPO atas perubahan penggunaan dana.

PEPC is a non-listed Limited Liability Company and as of December 31, 2018 has not conducted a public offering. This report does not disclose information regarding the realization of uses of proceeds from public offerings, total proceeds, usse of funds plan, detailed uses of fund, fund balance and date of approval of the GMS/General Meeting of Bondholders for changes in uses of funds.


Ditempatkan dan DisetorIssued and Paid-Up Capital

Saldo Laba DitahanRetained Earnings

Jumlah EkuitasTotal Equity

Saldo 1 Januari 2017 Balance as of January 1, 2017 49 487,223 487,272

Pembagian Dividen Dividends Declared - (22,957) (22,957)

Pengukuran kembali atas Liabilitas Imbalan Pasti NetoRemeasurement of Net Defined Benefit Liabilty

- (475) (475)

Laba Tahun Berjalan Profit for the Year - 662,205 662,205

Saldo 31 Desember 2017Balance as of December 31, 2017

49 1,125,996 1,126,045

Pembagian Dividen Dividends Declared - (231,772) (231,772)

Pengukuran kembali atas Liabilitas Imbalan Pasti NetoRemeasurement of Net Defined Benefit Liabilty

- 688 688

Laba Tahun Berjalan Profit for the Year - 842,400 842,400

Saldo 31 Desember 2018Balance as of December 31, 2018

49 1,737,312 1,737,361





INFORMASI MATERIAL MENGENAI INVESTASI, EKSPANSI, DIVESTASI, AKUISISI DAN RESTRUKTURISASI UTANGMATERIAL INFORMATION ABOUT INVESTMENT, EXPANSION, DIVESTMENT, ACQUISITION, AND DEBT RESTRUCTURING

INVESTASI Anggaran Biaya Investasi (ABI) digunakan untuk realisasi Proyek JTB, seperti EPC GPF, pekerjaan interim schedule (progress & PO critical LLI), independent access road, kompensasi lahan Perhutani, pembayaran final pekerjaan ECW dan Proyek Kedung Keris. Investasi tersebut bertujuan untuk menjaga target on stream Q2 2021 tercapai. Realisasi ABI di tahun 2018 mencapai USD174,1 juta atau 141,27% terhadap RKAP Revisi 2018 sebesar USD123,3 juta.

Di tahun 2018, Direksi merealisasikan ABI di atas 10% dengan dasar :• Efisiensi ABI pada RKAP Revisi 2018 sesuai fax SVP

USPPE no.208/D10000/2018-S0 tanggal 23 Mei 2018, bahwa PEPC diminta menurunkan ABI dari USD 263,5 juta menjadi USD122 juta.

• Realisasi ABI sebesar USD174,1 juta masih di bawah RKAP 2018 sebesar USD 263,5 juta (RKAP sebelum revisi).

INVESTASI PADA ENTITASSampai dengan akhir tahun 2018 PEPC tidak memiliki entitas anak usaha, dengan demikian tidak ada investasi khusus yang ditujukan bagi pengembangan operasi/usaha entitas anak usaha.

EKSPANSI Sampai akhir tahun 2018, Perusahaan tidak melakukan kegiatan ekspansi untuk kepentingan pengembangan usaha. Laporan ini tidak mengungkapkan informasi tentang kegiatan ekspansi terkait tujuan, nilai transaksi dan sumber dana kegiatan ekspansi.

DIVESTASI Selama periode pelaporan, PEPC tidak melakukan kegiatan divestasi. Dengan demikian Laporan ini tidak mengungkapkan informasi mengenai kegiatan divestasi terkait tujuan, nilai transaksi dan penggunaan dana dari hasil kegiatan divestasi.

INVESTMENTThe investment cost budget (ABI) was used for the JTB Project, such as the development of EPC GPF, interim work schedule (progress & LLI critical PO), independent access road, land compensation of Perhutani (state-owned forestry company), final payment for ECW work and the Kedung Keris Project. The investments aim to ensure Q2 2021 on stream targets are achieved. The realization of the ABI was USD174.1 million or 141.27% of Revised WP&B 2018 target of USD123.3 million.

In 2018 the Directors actualized ABI at above 10% with the concerns of:• Efficiency of ABI in the Revised WP&B 2018 as set forth

in USPPE SVP fax no.208/D10000/2018-S0 dated May 23, 2018, that PEPC was requested to reduce the ABI from USD263.5 million to USD122 million.

• Realization of ABI reached USD174.1 million and was still below the WP&B 2018 of USD263.5 million (WP&B before revision).

INVESTMENT IN ENTITYAs of the end of 2018, PEPC did not have a subsidiary, thus there was no special investment intended for the development of operations/business of subsidiary.

EXPANSION Until the end of 2018, the Company has not made any expansion for business development. This report does not disclose information about the purpose, transaction value and source of funds for expansion activities.

DIVESTMENT During the reporting period, PEPC did not make any divestment activities. Thus this report does not disclose information regarding divestment activities related to the purpose, value of transactions and uses of funds from the results of divestment activities.





AKUISISI Pada akhir tahun 2018 Perusahaan mengambil alih hak dan kewajiban pengelolaan Unitisasi Lapangan Gas JTB, dari empat BUMD anggota BKS Blok Cepu, yakni Ke-empat BUMD adalah PT Jatim Utama Cendana (2,2423%), PT Sarana Patra Hulu Cepu (1,0910%), PT Asri Dharma Sejahtera (4,4847%) dan PT Blora Patragas Hulu (2,1820%). Selanjutnya pada 18 Desember 2018 PEPC melakukan pengembalian cash call sebesar USD 16.764 ribu, sehingga pada akhir periode pelaporan unit interest Perusahaan atas Unitisasi Lapangan Gas JTB mencapai 92%.

RESTRUKTURISASI UTANG Angsuran pokok hutang jangka panjang ke PT Pertamina (Persero) menjadi lebih kecil karena adanya percepatan angsuran pokok yang seharusnya dibayar di tahun 2019 dibayarkan di tahun 2018.

TRANSAKSI AFILIASI Tahun 2018, PEPC tidak melakukan kegiatan transaksi afiliasi sehingga tidak ada informasi terkait tujuan, nilai transaksi dan sumber dana kegiatan transaksi afiliasi.

TRANSAKSI MENGANDUNG BENTURAN KEPENTINGANTahun 2018, PEPC tidak melakukan kegiatan divestasi sehingga tidak ada informasi terkait tujuan, nilai transaksi dan sumber dana kegiatan divestasi.

INFORMASI TRANSAKSI MATERIAL MENGANDUNG BENTURAN KEPENTINGAN DAN/ATAU PIHAK AFILIASIMATERIAL INFORMATION CONTAINING CONFLICTS OF INTEREST AND/OR AFFILIATETRANSACTIONS

Perusahaan melakukan transaksi dengan pihak-pihak berelasi sebagaimana didefinisikan dalam PSAK 7 (Revisi 2010) “Pengungkapan Pihak-pihak Berelasi”. Seluruh transaksi dan saldo yang material dengan pihak-pihak berelasi telah diungkapkan dalam Laporan Tahunan maupun dalam Laporan Keuangan (catatan).

The company conducts transactions with related parties as defined in SFAS 7 (Revised 2010) “Related Party Disclosures”. All material transactions and balance with related parties have been disclosed in the Annual Report and in the Financial Statements (notes).

ACQUISITION At the end of 2018 the Company took over the rights and obligations of JTB Gas Field Unitization management, from the four regional owned enterprises (BUMD) members of Cepu Block BKS, namely PT Jatim Utama Cendana (2.2423%), PT Sarana Patra Hulu Cepu (1.0910 %), PT Asri Dharma Sejahtera (4.4847%) and PT Blora Patragas Hulu (2.1820%). On December 18, 2018, PEPC refunded the cash call of USD16,764 thousand, thus at the end of the reporting period the Company’s interest unit in JTB Gas Field Unitization reached 92%.

DEBT RESTRUCTURINGThe principal installments of long-term debt to PT Pertamina (Persero) were smaller due to the acceleration of principal installments that should be paid in 2019 had been paid in 2018.

AFFILIATE TRANSACTIONSIn 2018, PEPC did not conduct any affiliate transactions, thus there was no information regarding the objective, transaction value and source of funds for affiliate transactions.

TRANSACTIONS CONTAINING CONFLICT OF INTERESTIn 2018, PEPC did not conduct any transactions containing conflict of interest, thus there was no information regarding the purpose, transaction value and sources of funds for such tansactions.





KRITERIA PIHAK BERELASISesuai dengan kriteria dalam PSAK 7 (Revisi2010) “Pengungkapan Pihak-pihak Berelasi”, maka Transaksi Perusahaan dan Entitas Anak dengan Badan Usaha Milik Negara/Daerah dan perusahaan-perusahaan lain yang dimiliki/dikendalikan oleh Negara/Daerah dianggap sebagai transaksi dengan pihak-pihak berelasi.Suatu pihak dianggap berelasi dengan Perusahaan jika:1. Orang atau anggota keluarga terdekat mempunya

irelasi dengan entitas pelapor jika orang tersebut:a. Memiliki pengendalian atau pengendalian bersama

atas entitas pelapor;b. Memiliki pengaruh signifikan atas entitas

pelapor;atauc. Personel manajemen kunci entitas pelapor atau

entitas induk entitas pelapor.

2. Suatu entitas berelasi dengan entitas pelapor jika memenuhi salah satu hal berikut:a. Entitas dan entitas pelapor adalah anggota dari

kelompok usaha yang sama (artinya entitas induk, entitas anak dan entitas anak berikutnya terkait dengan entitas lain);

b. Satu entitas adalah entitas asosiasi atau ventura bersama dari entitas lain (atau entitas asosiasi atau ventura bersama yang merupakan anggota suatu kelompok usaha, yang mana entitas lain tersebut adalah anggotanya);

c. Kedua entitas tersebut adalah ventura bersama dari pihak ketiga yang sama;

d. Satu entitas adalah ventura bersama dari entitas ketiga dan entitas yang lain adalah entitas asosiasi dari entitas ketiga;

e. Entitas tersebut adalah suatu program imbalan pascakerja untuk imbalan kerja dari salah satu entitas pelapor atau entitas yang terkait dengan entitas pelapor. Jika entitas pelapor adalah entitas yang menyelenggarakan program tersebut, maka entitas sponsor juga berelasi dengan entitas pelapor;

f. Entitas yang dikendalikan atau dikendalikan bersama oleh orang diidentifikasi dalam huruf (a);

g. Orang yang diidentifikasi dalam huruf (a) (i) memiliki pengaruh signifikan atas entitas atau personil manajemen kunci entitas (atau entitas induk dari entitas).

RELATED PARTY CRITERIA In accordance with the criteria in SFAS 7 (Revised 2010) “Related Party Disclosures”, transactions between the Company and Subsidiaries with State/Regional-Owned Enterprises and other companies owned/controlled by the State/Regions are considered as transactions with related parties. A party is considered to be related to the Company if: 1. A person or a close member of that person’s family is

related to a reporting entity if that person: a. has control or joint control over the reporting

entity;b. has significant influence over reporting entity; or

c. is a member of the key management personnel of the reporting entity or of a parent of the reporting entity.

2. An entity is related to a reporting entity if any of the following conditions applies: a. The entity and the reporting entity are members

of the same group (which means that each parent, subsidiary and fellow subsidiary is related to the others).

b. One entity is an associate or joint venture of the other entity (or an associate or joint venture of a member of a group of which the other entity is a member).

c. Both entities are joint ventures of the same third party;

d. One entity is a joint venture of a third entity and the other entity is an associate of the third entity;

e. The entity is a post-employment defined benefit plan for the employee benefit of either the reporting entity or an entity related to the reporting entity. If the reporting entity is the entity that manage such a plan, the sponsoring entity is also related to the reporting entity;

f. The entity is controlled or jointly controlled by a person identified in (a).

g. A person identified in (a)(i) has significant influence over the entity or is a member of the key management personnel of the entity (or of a parent of the entity).





NAMA PIHAK DAN SIFAT HUBUNGAN TRANSAKSI PIHAK BERELASIInformasi tersaji dalam tabulasi berikut.

NAME OF PARTY, RELATIONSHIP, AND NATURE OF TRANSACTION WITH RELATED PARTIESThe information is presented in the following table.

Tabel Nama Pihak, dan Sifat Hubungan Transaksi Dengan Pihak BerelasiTable of Names of Related Parties, Relationships and Nature of Transactions with Related Parties

KEWAJARAN TRANSAKSI Seluruh transaksi dengan pihak berelasi telah melewati prosedur yang ditetapkan berdasarkan peraturan yang berlaku. Seluruh transaksi dengan pihak berelasi pada periode pelaporan telah diungkapkan dalam Laporan Keuangan PEPC Tahun Buku 2018, sesuai dengan PSAK 7 (Revisi 2010).

Berdasarkan hasil audit yang dilakukan, Kantor Akuntan Publik (KAP) Purwantono, Sungkoro & Surja (EY) telah memberikan opini bahwa Laporan Keuangan telah

FAIRNESS OF TRANSACTIONSAll transactions with related parties have been through procedures established under applicable regulations. All transactions with related parties in the reporting period have been disclosed in the PEPC Financial Statements 2018, in accordance with SFAS 7 (Revised 2010).

Based on the audit results, the Public Accounting Firm Purwantono, Sungkoro & Surja (EY) has provided an opinion that the Financial Statements have been presented

Nama Pihak BerelasiNames of Related Parties

Hubungan Dengan Pihak BerelasiRelationships with Related Parties

Sifat TransaksiNature of Transactions

PT Pertamina (Persero) Pemegang SahamShareholder

Pinjaman dana dan pegawai yang diper-bantukanLoan or Secondment Staff

PT Pertamina Pedeve Indonesia Pemegang Saham Shareholder Penggantian biaya Reimbursement

PT Pertamina EP Entitas sepengendali Entity under common control Penggantian biaya Reimbursement

PT Pertamina Bina Medika Entitas sepengendali Entity under common control Penggantian biaya Reimbursement

PT Patra Jasa Entitas sepengendali Entity under common control Sewa Gedung Building Lease

PT Pertamina Trans Kontinental Entitas sepengendali Entity under common control Penggantian biaya Reimbursement

PT Pertamina Training & Consulting Entitas sepengendali Entity under common control Penggantian biaya Reimbursement

PT Pertamina Hulu Energi Entitas sepengendali Entity under common control Penggantian biaya Reimbursement

PT Pertamina EP Cepu ADK Entitas sepengendali Entity under common control Penggantian biaya Reimbursement

PT Bank Mandiri (Persero) Tbk Entitas berelasi dengan PemerintahEntity related to the Government

Penempatan danaPlacement of Funds

PT Bank Negara Indonesia (Persero) Tbk Entitas berelasi dengan PemerintahEntity related to the Government


PT Bank Rakyat Indonesia (Persero) Tbk Entitas berelasi dengan PemerintahEntity related to the Government


PT Bank Tabungan Negara (Persero) Tbk Entitas berelasi dengan PemerintahEntity related to the Government


Kementerian KeuanganMinistry of Finance

Entitas PemerintahEntitas Pemerintah

Penerimaan bagi hasilProfit sharing revenue

Selama periode pelaporan, Perusahaan melakukan transaksi dengan pihak-pihak berelasi. Transaksi yang dilakukan berdasarkan persyaratan yang disetujui kedua belah pihak, dengan kondisi persyaratan tersebut mungkin tidak sama dengan transaksi lain yang dilakukan dengan pihak-pihak yang tidak berelasi.

During the reporting period, the Company entered into transactions with related parties. The transactions were conducted based on terms agreed by both parties, with condition that these terms might differ from other transactions conducted with non-related parties.





disajikan secara “wajar tanpa pengecualian, dalam semua hal yang material, posisi keuangan, sesuai dengan Standar Akuntansi Keuangan di Indonesia”.

Dengan demikian seluruh transaksi dengan pihak berelasi yang dilaksanakan pada periode pelaporan adalah wajar dan telah memenuhi peraturan perundang-undangan yang berlaku di Indonesia.

TUJUAN TRANSAKSI Transaksi dengan pihak berelasi bertujuan untuk bersinergi dengan anak perusahaan PT Pertamina (Persero) lainnya maupun dengan BUMN lainnya, dalam rangka optimalisasi biaya.

NILAI TRANSAKSI PIHAK BERELASI Informasi tersaji dalam tabulasi berikut.

RELATED PARTY TRANSACTION VALUEInformation is presented in the following tabulation.

Tabel Nilai Transaksi Pihak BerelasiTable of Related Party Transactions Values

Keterangan 2018 2017 2016 2015 2014 Description

Kas dan Setara Kas 472,977 229,038 71,247 50,789 104,385 Cash and Cash Equivalents

Piutang Usaha Trade Receivables

Kementerian Keuangan (Ditjen Penerimaan Negara Bukan Pajak; Ditjen Anggaran)

224,904 174,563 79,966 - 17,367 Ministry of Finance (Directorate of Non-Tax

Revenue at Directorate General of Budget)

PT Pertamina (Persero) 233,609 213,273 70,649 28,100 - PT Pertamina (Persero)

Piutang Lain-lain Other Receivables

PEPC ADK - - 16 - 13,501 PEPC ADK

PT Pertamina (Persero) 3,964 - 269 761 2,591 PT Pertamina (Persero)

PT Pertamina EP 66 71 66 130 445 PT Pertamina EP

PT Pertamina Hulu Energi 5 5 - - 27 PT Pertamina Hulu Energi

PT Pertamina Gas 13 6 2 11 - PT Pertamina Gas

PT Pertamina Drilling Service Indo-nesia

116 78 - - - PT Pertamina Drilling Service Indonesia

Jumlah Aset Pihak Berelasi 935,654 617,034 222,215 79,791 138,657 Total Assets of Related Parties

Utang Usaha Trade Payables

Kementerian Keuangan - - - - - Ministry of Finance

(Ditjen PNBP; Ditjen Anggaran) - - 6,828 - - (Directorate of Non-TaxRevenue at Directorate General of

Budget)

Utang Lain-lain Other Payables

PT Pertamina (Persero) 4,635 58,670 94,255 181,209 90,009 PT Pertamina (Persero)

PT Pertamina Dana Ventura - - - - 181 PT Pertamina Dana Ventura

PT Pertamina Bina Medika 136 95 6 141 149 PT Pertamina Bina Medika

PT Pertamina Training & Consulting 180 86 4 1 105 PT Pertamina Training & Consulting

PT Patra Jasa 4 6 43 7 8 PT Patra Jasa

PT Pertamina Patra Niaga 23 12 - - - PT Pertamina Patra Niaga

PT Pertamina Trans Kontinental 1 4 7 9 - PT Pertamina Trans Kontinental

“unqualified, in all material aspects, financial position, in accordance with Indonesian Financial Accounting Standards”.

Thus all transactions with related parties in the reporting period are fair and have complied with the applicable laws and regulations in Indonesia.

PURPOSE OF TRANSACTION Transactions with related parties are aimed at synergizing with other subsidiaries of PT Pertamina (Persero) and other SOEs to optimize costs.





Keterangan: Dalam Ribuan USDNote: In thousands USD

MEKANISME TINJAUAN TRANSAKSI PIHAK BERELASI DAN PEMENUHAN KETENTUAN TERKAITPEPC telah memiliki mekanisme tinjauan (review) atas transaksi dengan pihak berelasi, berikut dengan alasan mendasar terjadinya transaksi dengan pihak berelasi telah sesuai dengan peraturan perundang-undangan yang berlaku. Mekanisme review dimaksud adalah sebagai berikut.

• Rekonsiliasi hutang piutang antar anak perusahaan dan induk perusahaan, dan terbitkannya Berita Acara Rekonsiliasi;

• Pada tanggal 28 Desember 2012, Perusahaan dan PT Pertamina (Persero) menandatangani Perjanjian Pinjaman Dana untuk jangka waktu sepuluh tahun. Pinjaman ditujukan untuk membiayai bagian Perusahaan atas pengembangan Proyek Lapangan Banyu Urip. Tingkat bunga pinjaman mengacu pada tingkat bunga pasar, yaitu berdasarkan pada tingkat bunga yang ditanggung oleh PT Pertamina (Persero) dari pihak yang memberikan pinjaman yang digunakan PT Pertamina (Persero) untuk Fasilitas Pinjaman (“Lender”). Per 31 Desember 2015, tingkat bunga yang dikenakan sebesar 5,31%. Pelunasan pokok pinjaman akan dimulai pada 30 Juni 2016, dengan pelunasan dilakukan setiap enam bulan sampai tanggal 31 Desember 2021.

REVIEW MECHANISM OF RELATED PARTY TRANSACTION AND COMPLIANCE WITH RELATED REGULATIONPEPC has a review mechanism for related party transactions, along with the reasons underlying such related party transactions in accordance with the applicable laws and regulations. The review mechanism referred to is as follows.

• Reconciliation of payables and receivables between subsidiaries and parent company, and the issuance of Minutes of Reconciliation;

• On December 28, 2012, the Company and PT Pertamina (Persero) signed a Loan Agreement for a period of 10 years. The loan was intended to finance the Company’s share for Banyu Urip Field project development. The loan interest rate referred to market interest rate, which was based on the interest rate borne by PT Pertamina (Persero) from the Lender and used by PT Pertamina (Persero) as Loan Facility. As of December 31, 2015, the interest rate applied was 5.31%. The repayment of principal loan started on June 30, 2016, with installment paid every six months until December 31, 2021.

Keterangan 2018 2017 2016 2015 2014 Description

PT Pertamina Hulu Energi 114 - - - - PT Pertamina Hulu Energi

PT Pertamina Hulu Indonesia 2 - - - PT Pertamina Hulu Indonesia

PEPC ADK 4 - 22 6 - PEPC ADK

PT Pertamina EP - - - 1 1 PT Pertamina EP

Pinjaman Pemegang Saham Shareholder Loans

Jangka Pendek 173,315 207,979 207,979 194,858 167,201 Short-Term

Jangka Panjang 346,631 623,936 822,914 974,293 1,002,130 Long-Term

Jumlah Liabilitas Pihak Berelasi 525,045 890,788 1,132,058 1,350,525 1,259,784 Total Liabilities of Related Parties





PROGRAM KEPEMILIKAN SAHAM OLEH KARYAWANDAN/ATAU MANAJEMEN YANG DILAKSANAKAN OLEH PERUSAHAAN (ESOP/MSOP)EMPLOYEE AND/OR MANAGEMENT STOCK OPTION PROGRAM (ESOP AND/OR MSOP)

Sampai dengan akhir tahun 2018, PEPC belum melaksanakan program kepemilikan saham untuk karyawan dan/atau manajemen yang dilakukan melalui penawaran saham atau penawaran opsi saham dalam rangka kompensasi kepada Karyawan, Direksi dan Dewan Komisaris. Dengan demikian Laporan ini tidak mengungkapkan informasi terkait pelaksanaan ESOP (Employee Stock Option Program) dan MSOP (Management Stock Option Program), baik mengenai jumlah saham dan realisasinya, jangka waktu, persyaratan karyawan dan/atau manajemen yang berhak maupun harga exercise.

ANGGOTA DIREKSI DAN ANGGOTA DEWAN KOMISARIS YANG MEMILIKI SAHAM DI PERUSAHAAN

Kepemilikan saham PEPC dikuasai oleh PT Pertamina (Persero) dan PT Pertamina Pedeve Indonesia sebagai Pemegang Saham. Sampai akhir periode pelaporan tidak ada Dewan Komisaris dan Direksi maupun anggota keluarga mereka yang memiliki saham Perusahaan.

Pengungkapan informasi ini disampaikan sebagai pelaksanaan prinsip transparansi dengan standar yang tinggi, sesuai dengan POJK No.11/POJK.04/2017 tentang Laporan Kepemilikan atau Setiap Perubahan Kepemilikan Perusahaan Terbuka, walaupun PEPC bukan merupakan Perseroan Terbatas terbuka.

As of the end of 2018, PEPC has not implemented stock ownership program for employees and/or management through stock offering or stock option as the compensation for employees, Board of Directors and Board of Commissioners. Therefore, this report does not disclose information on Employee Stock Option Program (ESOP) and Management Stock Option Program (MSOP), either in the number of shares and realization, time period, requirements for entitled employees and/or management, or exercise price.

MEMBERS OF THE BOARD OF DIRECTORS AND MEMBERS OF THE BOARD OF COMMISSIONERS WHO HAVE SHARES IN THE COMPANYPEPC’s shareholdings are controlled by PT Pertamina (Persero) and PT Pertamina Pedeve Indonesia as Shareholders. Until the end of the reporting period there were no Board of Commissioners and Directors or family members who owned the Company’s shares.

The disclosure of this information serves as the implementation of transparency principle with high standards, in accordance with POJK No.11/POJK.04/2017 concerning Report Ownership or Any Change in Ownership of Public Companies, even though PEPC is a non-listed Limited Liability Company.





PERUBAHAN KETENTUAN PERATURAN PERUNDANG-UNDANGAN YANG BERPENGARUH SIGNIFIKAN TERHADAP PERUSAHAANREGULATORY CHANGES THAT SIGNIFICANTLY AFFECT THE COMPANY

No Peraturan Regulations

Pengaruh Signifikan Terhadap PEPC Significant Impact on PEPC

1 Peraturan Menteri ESDM No. 18 Tahun 2018 tentang Pemeriksaan Keselamatan Instalasi dan Peralatan Pada Kegiatan Usaha Migas.

Minister of Energy and Mineral Resources Regulation No. 18 of 2018 concerning Installation and Equipment Safety Inspection in Oil & Gas Business Activities.

Bentuk persetujuan instalasi menjadi satu bentuk perizinan yakni Persetujuan Layak Operasi. Peraturan akan memudahkan Perusahaan mendapatkan izin terkait instalasi dan peralatan pada kegiatan usaha migas.

Permen ESDM Nomor 18 tahun 2018 menyederhanakan perizinan yang sebelumnya berlaku:• Menghapus Persetujuan Desain dari Kepala

Inspeksi (Ditjen Migas) menjadi Hasil Penelahaan Desain dari Kepala Teknik (Badan Usaha/Bentuk Usaha Tetap).

• Menghapus Persetujuan Penggunaan (PP) Peralatan Migas dari Kepala Inspeksi (Ditjen Migas) menjadi Hasil Inspeksi dari Kepala Teknik (Badan Usaha/Bentuk Usaha Tetap) atau Sertifikat Inspeksi (Perusahaan Inspeksi).

• Menghapus Persetujuan Hasil Analisis Risiko dari Kepala Inspeksi (Ditjen Migas).

• Menyederhanakan persyaratan Perusahaan Inspeksi dengan menggabungkan Surat pengesahan dan Kualifikasi Peringkat Perusahaan Inspeksi ke dalam Surat Kemampuan Usaha Penunjang (SKUP) Migas Perusahaan Inspeksi dengan bintang 3.

• Menyederhanakan persyaratan Perusahaan Enjineering dengan meniadakan Surat Keterangan Terdaftar (SKT) menjadi Surat Kemampuan Usaha Penunjang (SKUP) Perusahaan Enjineering dengan bintang 2.

• Menghapus evaluasi dan pengesahan calon Kepala Teknik (BU/BUT) oleh Kepala Inspeksi (Ditjen Migas).

• Menghapus persetujuan Hasil Penilaian Sisa Umur Layan dari Kepala Inspeksi (Ditjen Migas).

• Menghapus Persetujuan Desain, Persetujuan Penggunaan, dan Persetujuan Layak Operasi (Ditjen Migas) untuk Instalasi SPBU (Stasiun Pengisian Bahan Bakar Umum) menjadi Inspeksi Mandiri oleh Kepala Teknik (Badan Usaha/Bentuk Usaha Tetap).

The form of installation approval becomes a form of licensing, namely Operational Worthiness Approval. The regulation will make it easier for the Company to obtain permits related to installations and equipment in oil and gas business activities.

Minister of Energy and Mineral Resources Regulation Number 18 of 2018 simplifies licensing previously applied:• Removing the Design Approval from the Head of

Inspection (DG Oil and Gas) to the Design Review from the Head of Engineering (Business Entity/Permanent Establishment).

• Removing the Use Approval (PP) of Oil and Gas Equipment from the Head of Inspection (DG Oil and Gas) to the Inspection Result from the Head of Engineering (Business Entity/Permanent Establishment) or Inspection Certificate (Inspection Company).

• Removing the Approval of Risk Analysis Results from the Head of Inspection (DG of Oil and Gas).

• Simplify the requirements of the Inspection Company by combining the Approval Letter and the Rating Qualification of Inspection Company of Oil and Gas Supporting Business (SKUP) to 3-star.

• Simplify the requirements of the Engineering Company by removing the Registered Certificate (SKT) into Certificate of Supporting Business Company (SKUP) a 2-star.

• Removing the evaluation and ratification of candidates for the Technical Head (BU/BUT) by the Head of Inspection (DG General of Oil and Gas).

• Removing the approval of the Service Life Assessment Result from the Head of Inspection (DG of Oil and Gas).

• Removing the Design Approval, Use Approval and Operational Worthiness Approval (DG Oil and Gas) for the installation of gas stations to be Independent Inspection by the Head of Engineering (Business Entity/ Permanent Establishment).

2 Peraturan Menteri ESDM Nomor 14 tahun 2018 tentang Kegiatan Usaha Penunjang Migas

Minister of Energy and Mineral Resources Regulation Number 14 of 2018 concerning Oil and Gas Supporting Business ActivitiesMigas

• Pemerintah menghapuskan Surat Keterangan Terdaftar (SKT) dan disederhanakan menjadi Su-rat Kemampuan Usaha Penunjang (SKUP) Migas dengan subbidang usaha menjadi 13.

• Penerbitan SKUP Migas diperuntukkan bagi kegia-tan inti migas saja.

• SKUP Migas diklasifikasikan menjadi 13 sub-bidang yang terbagi dalam 3 kelompok yaitu jasa konstruksi migas, jasa non konstruksi migas dan industri penunjang migas.

• The Government removed the Certificate of Registration (SKT) and simplified it to become Letter of Oil and Gas Supporting Business Capacity (SKUP) with 13 business sub-fields.

• Issuance of SKUP Migas is intended for core oil and gas activities only.

• SKUP Migas is classified into 13 sub-fields which are divided into 3 groups, namely oil & gas construction services, oil & gas non-construction services and oil & gas supporting industries.





PERUBAHAN KEBIJAKAN AKUNTANSI YANG DITERAPKAN PERUSAHAAN PADA TAHUN BUKU CHANGES IN ACCOUNTING POLICIES APPLIED BY COMPANY IN THE FISCAL YEAR

No Perubahan Kebijakan Akuntansi Tahun 2018Changes in Accounting Policies 2018

Pengaruh Bagi PerusahaanImpact on the Company

1 Amandemen PSAK 2: Laporan Arus Kas tentang Prakarsa Pengungkapan

Amendment to SFAS 2: Cash Flow StatementsConcerning Disclosure Initiative

Tidak menimbulkan perubahan besar terhadap kebijakan akuntansi perusahaan

Does not cause significant changes to the company’s accounting policy

2 Amandemen PSAK 46: Pajak Penghasilan tentang Pengakuan Aset Pajak Tangguhan untuk Rugi yang Belum Direalisasi

Amendment to SFAS 46: Income TaxConcerning Recognition of Deferred Tax Assets for Unrealized Loss

Tidak menimbulkan perubahan besar terhadap kebijakan akuntansi perusahaan

Does not cause significant changes to the company’s accounting policy

3ISAK 33: Transaksi valuta asing dan imbalan di muka, yang mengklarifikasi penggunaan tanggal transaksi untuk menentukan kurs yang digunakan saat pengakuan awal dari aset, beban, atau pendapatan terkait pada saat entitas menerima atau membayar imbalan di mukadalam valuta asing.

ISFAS 33: Foreign currency transactions and advance consideration, which clarifies use of transaction date to determine the exchange rate used when initial recognition of assets, expenses, or related income at the time of the entity receive or pay compensation in advance in foreign exchange.

Standar baru namun belum berlaku efektif untuk laporan keuangan

The new standard has not been aplied for financial statements

4 Amandemen PSAK 24 (2018): Imbalan Kerja. Amandemen, Kurtailmen atau Penyelesaian Program. Berlaku efektif 1 Januari 2019.

Amendment to SFAS 24 (2018): Employee Benefit Amendments, Curtailmen or Program Completion. Effective since January 1, 2019.



5 PSAK 46 (Penyesuaian Tahunan 2018): Pajak Penghasilan. Berlaku efektif 1 Januari 2019.

SFAS 46 (Annual Adjustment 2018):Income tax. Effective since January 1, 2019.



6 PSAK 71: Instrumen Keuangan, yang merevisi persyaratan terkait klasifikasi dan pengukuran instrumen keuangan, termasuk model kerugian kredit ekspektasian untuk menghitung penurunan nilai aset keuangan, dan persyaratan akuntansi lindung nilai secara umum yangbaru. Berlaku efektif 1 Januari 2020 dengan penerapan dini diperkenankan SFAS 71: Financial Instruments, whichrevise requirements related to classification and measurement of financial instruments, including the credit loss model expectation to calculate impairment of financial assets, and requirements general hedge accounting new. Effective since January 1, 2020 with early application is permitted







No Perubahan Kebijakan Akuntansi Tahun 2018Changes in Accounting Policies 2018

Pengaruh Bagi PerusahaanImpact on the Company

7 PSAK 72: Pendapatan dari Kontrak dengan Pelanggan yang menetapkan kerangka yang komprehensif untuk menentukan bagaimana, kapan dan berapa besar pendapatan dapat diakui. PSAK 72 menggantikan sejumlah standar akuntansi pendapatan yang ada saat ini, termasuk PSAK 23: Pendapatan, PSAK 34: Kontrak Konstruksi dan ISAK 10: Program Loyalitas Pelanggan. Berlaku efektif 1 Januari 2020 dengan penerapan dini diperkenankan

SFAS 72: Revenues from Contracts with Customers who set comprehensive framework to determine how, when and how much income can be recognized. SFAS 72 replacing a number of accounting standards current revenues, including SFAS 23: Revenue, SFAS 34: Construction Contract and ISFAS 10: Customer Loyalty Program. Effective January 1, 2020 with early application is permitted



8 PSAK 73: Sewa, berlaku efektif 1 Januari 2020 dengan penerapan dinidiperkenankan khusus bagi entitas yang telah menerapkan PSAK 72 yangmenetapkan prinsip pengakuan, pengukuran, penyajian, dan pengungkapan atas sewa dengan memperkenalkan model akuntansi tunggal khususnya untuk penyewa. Penyewa disyaratkan untuk mengakui aset hak-guna dan liabilitas sewa.

SFAS 73: Leases, effective January 1 2020 with early application is permitted especially for entities that have applied SFAS 72 that establish the principle of recognition, measurement, presentation, and disclosure on lease by introducing a single accounting model especially for lessee. The lessee is required to recognize right of use assets and lease liabilities.



9 Amendemen PSAK 71: Instrumen Keuangan tentang Fitur PercepatanPelunasan dengan Kompensasi Negatif yang mengatur bahwa aset keuangan dengan fitur percepatan pelunasan yang dapat menghasilkan kompensasi negatif memenuhi kualifikasi sebagai arus kas kontraktual yang berasal semata dari pembayaran pokok dan bunga. Berlaku efektif 1 Januari 2020 dengan penerapan dini diperkenankan

Amendments to SFAS 71: Financial Instruments concerning Feature of Accelerating Repayment with Negative Compensation which regulates that financial assets with repayment acceleration features that can produce negative compensation qualify as contractual cash flows that originate solely from payments of principal and interest. Effective January 1, 2020 with early application is permitted








Business Support DirectorDesandri

Manager Commercial

Manager ICT &Data Management

Secretary

Secretary

VP Finance

Manager Financial Controller

Manager Treasuryand Tax

ManagerManagement Acc

Struktur Pengelolaan FinanceFinance Function Sttructure





INFORMASI KELANGSUNGAN USAHAINFORMATION ON BUSINESS CONTINUITY

Kelangsungan usaha PEPC tidak bisa dilepaskan dari kesinambungan produksi migas pada Lapangan Banyu Urip Blok Cepu, yang dikelola bersama KKKS lain, serta pelaksanaan proyek pengembangan Unitisasi Lapangan Gas JTB. Faktor lain adalah kesiapan dan keandalan Perusahaan dalam mengendalikan situasi darurat/krisis.

KETERSEDIAAN CADANGAN LAPANGAN BANYU URIPFaktor yang berpengaruh pada kelangsungan produksi minyak mentah pada Lapangan Banyu Urip adalah ketersediaan cadangan minyak mentah pada struktur Banyu Urip di perut bumi Blok Cepu. Berdasarkan publikasi SKK Migas pada akhir tahun 2018, telah terjadi kenaikan cadangan minyak Lapangan Banyu Urip sebesar 12,8% setelah pembaharuan data seismik. Cadangan Lapangan Banyu Urip meningkat dari 729 juta barel menjadi 823 juta barel. Tambahan cadangan tersebut berpotensi meningkatkan produksi Lapangan Banyu Urip dan kesinambungan usaha PEPC dan KKKS lain di Blok Cepu.

Untuk memastikan kelangsungan produksi minyak mentah dari Lapangan Banyu Urip, PEPC bersama KKKS lain melakukan beberapa upaya strategis selama tahun 2018, di antaranya mengoptimalkan peralatan di Central Processing Facility dengan menggunakan metode Lipuitor dan kegiatan surveilance facility (produksi).

REALISASI PROYEK PENGEMBANGAN UNITISASI LAPANGAN JTBPEPC menjadi operator Unitisasi Lapangan JTB dengan penyertaan Unit Interest sebesar 98%. Saat ini PEPC tengah melakukan proyek pengembangan Unitisasi Lapangan JTB yang dilengkapi dengan GPF untuk memproses gas dari sumur-sumur gas menjadi gas sales.

Kelangsungan usaha produksi dan komersial gas sales sangat bergantung pada realisasi pelaksanaan proyek pengembangan Unitisasi Lapangan Gas JTB, yang akan mengolah cadangan gas sebanyak 1,2 triliun kaki kubik yang tersimpan di perut bumi Blok Cepu. Hingga akhir tahun 2018, pelaksanaan proyek pengembangan telah memasuki tahap ketiga yakni pengerjaan EPC GPF. Pada bulan April 2019 pelaksanaan proyek direncanakan

The continuity of the PEPC business is closely related with the continuity of oil and gas production at Banyu Urip Field of Cepu Block, which is managed jointly with other PSC Contractors, as well as the implementation of JTB Gas Field Unitization development project. Other factors are the readiness and reliability of the Company in controlling emergency/crisis situations.

AVAILABILITY OF BANYU URIP FIELD RESERVESThe factor that affects the continuity of crude oil production in Banyu Urip Field is the availability of crude oil reserves in the structure of Banyu Urip in Cepu Block. Based on the publication of SKK Migas at the end of 2018, there has been an increase in Banyu Urip Field oil reserves by 12.8% after the update of seismic data. Banyu Urip Field reserves increased from 729 million barrels to 823 million barrels. The additional reserves have the potential to increase the production of Banyu Urip Field and the business continuity of PEPC and other PSC Contractors in Cepu Block.

To ensure the continuity of crude oil production from Banyu Urip Field, PEPC and other PSC Contractors conducted several strategic efforts during 2018, including optimizing equipment at the Central Processing Facility using the Lipuitor method and facility surveillance activities.

REALIZATION OF JTB FIELD UNITIZATION DEVELOPMENT PROJECTPEPC became JTB Field Unitization Operator with 98% of interest unit. PEPC is currently carrying out JTB Unitization Field development project equipped with GPF to process gas from gas wells into gas sales.

The continuity of production business and commercial gas sales highly relies on the realization of JTB Gas Field Unitization development project, which will process 1.2 trillion cubic feet of gas reserves in Cepu Block. Until the end of 2018, the development project has entered the third phase of GPF EPC. In April 2019, the project is planned to





memasuki tahapan keempat yakni pengeboran sumur gas. Sesuai rencana yang sudah disiapkan, produksi gas dari Unitisasi Lapangan Gas JTB diperkirakan akan terealisasi pada kuartal kedua 2021 dan akan dapat beroperasi selama 25 tahun.

Langkah strategis yang dilakukan PEPC untuk memastikan realisasi pelaksanaan proyek pengembangan Unitisasi Lapangan Gas JTB:• Meningkatkan kegiatan dan awareness system HSSE

ke semua pihak yang terlibat dalam proyek JTB baik di area site dan kantor

• Menerapkan Project Management terpadu termasuk pemantauan dan pengawasan (kunjungan lapangan) secara rutin untuk memastikan pekerjaan EPF dan GPF berjalan sesuai dengan jadwal yang sudah disepakati.

• Melakukan koordinasi melekat dengan PEPC, Fungsi terkait di SKK Migas dan beberapa stakeholder lainnya terkait dengan proyek EPF dan GPF, antara lain rapat bulanan pembahasan kemajuan proyek (PMM).

• Mengimplementasikan Project Risk Management secara komprehensif

PENGENDALIAN SITUASI DARURAT DAN KRISIS Pengendalian situasi darurat dan/atau krisis pada Lapangan Banyu Urip dan fasilitas pendukungnya, menjadi tanggung jawab KKKS Operator yang menjadi mitra PEPC dalam mengelola Blok Cepu. Dengan demikian Laporan ini tidak mengungkapkan informasi terkait pengendalian situasi darurat dan/atau krisis, sebagai upaya untuk menjaga kelangsungan usaha produksi migas di Lapangan Banyu Urip.

enter the fourth stage, which is gas well drilling. According to plan, the gas production from JTB Unitization Gas Field is expected to be realized in the second quarter of 2021 and will be able to operate for 25 years.

Strategic steps taken by PEPC to ensure realization of JTB Gas Field Unitization development project:

• Increasing HSSE system activities and awareness to all parties involved in the JTB project both in the site and office area

• Implementing integrated Project Management including regular monitoring and supervision (site visits) to ensure EPF and GPF works are conducted according to the agreed schedule.

• Coordinating integrally with PEPC, related functions at SKK Migas and several other stakeholders in EPF and GPF projects, including monthly project progress discussions (PMM) meetings.

• Implementing a comprehensive Project Risk Management

CONTROL OF EMERGENCY SITUATION AND CRISISControl of emergency situations and/or crisis at Banyu Urip Field and its supporting facilities is the responsibility of PSC Contractor Operator which partners with PEPC in managing Cepu Block. Thus this report does not disclose information regarding the control of emergency situations and/or crisis, as an effort to maintain the continuity of the oil and gas production business in Banyu Urip Field.





PEPC berkomitmen menjunjung tinggi nilai-nilai integritas dan menerapkan prinsip-prinsip Tata Kelola Perusahaan yang Baik/Good Corporate Governance (GCG) dalam setiap aktivitas usahanya. Pemenuhan aspek-aspek GCG akan mendukung tujuan Perusahaan baik dalam mencapai kinerja terbaik, profitabilitas, dan nilai tambah bagi seluruh pemangku kepentingan, serta keberlangsungan usaha jangka panjang.

TATA KELOLA PERUSAHAANCORPORATE GOVERNANCE

PEPC is committed to upholding the integrity values and applying Good Corporate Governance (GCG) principles in each of its business activities. Fulfillment of GCG aspects will support the Company's goals to achieve the best performance, profitability, and added value for all stakeholders, as well as long-term business continuity.





DASAR HUKUM, PRINSIP-PRINSIPDAN TUJUAN PENERAPAN TATA KELOLALEGAL BASIS, PRINCIPLES AND PURPOSES OF GOVERNANCE IMPLEMENTATION

DASAR HUKUM PENERAPAN GCG Penerapan GCG di lingkungan PEPC dilandasi pada kepatuhan terhadap ketentuan hukum dan peraturan perundang-undangan yang berlaku. Penerapan GCG diatur dalam beberapa perangkat hukum dan perundang-undangan, di antaranya:• Undang-Undang Nomor 19 Tahun 2003 tentang Badan

Usaha Milik Negara;• Undang-Undang Nomor 40 Tahun 2007 tentang

Perseroan Terbatas;• Undang-Undang Nomor 14 Tahun 2008 tentang

Keterbukaan Informasi Publik;• Peraturan Pemerintah Nomor 45 Tahun 2005 tentang

Pendirian, Pengurusan, Pengawasan, dan Pembubaran Badan Usaha Milik Negara;

• Peraturan Menteri Negara BUMN No.PER-01/MBU/2011 tanggal 01 Agustus 2011 tentang Penerapan Tata Kelola Perusahaan yang baik (Good Corporate Governance) pada Badan Usaha Milik Negara;

• Peraturan Menteri Negara BUMN No.PER-09/MBU/2012 tanggal 6 Juli 2012 tentang Perubahan atas Peraturan Menteri Negara BUMN No. PER-01/MBU/2011 tanggal 01 Agustus 2011 tentang Penerapan Tata Kelola Perusahaan yang Baik (Good Corporate Governance) pada Badan Usaha Milik Negara;

• Peraturan Menteri Negara BUMN No.PER-10/MBU/2012 tanggal 24 Juli 2012 tentang Organ Pendukung Dewan Komisaris/Dewan Pengawas Badan Usaha Milik Negara;

• Peraturan Menteri Negara BUMN No. PER-12/MBU/2012 tanggal 24 Agustus 2012 tentang Organ Pendukung Dewan Komisaris/Dewan Pengawas Badan Usaha Milik Negara;

• Peraturan Menteri Negara BUMN No. PER-16/MBU/2012 tanggal 1 Oktober 2012 tentang Perubahan Kedua Atas Peraturan Menteri Negara BUMN No. PER-01/MBU/2011 tentang Organ Pendukung Dewan Komisaris/Dewan Pengawas Badan Usaha Milik Negara;

LEGAL BASIS FOR GCG IMPLEMENTATION The application of GCG within PEPC environment is based on compliance with provisions of applicable laws and regulations. GCG implementation is regulated in a number of legal and regulatory instruments, including:

• Law Number 19 of 2003 concerning State-Owned Enterprises;

• Law Number 40 of 2007 concerning Limited Liability Companies;

• Law Number 14 of 2008 concerning Public Information Disclosure;

• Government Regulation Number 45 of 2005 concerning Establishment, Management, Supervision and Dissolution of State-Owned Enterprises;

• Regulation of State Minister of State-Owned Enterprises No.PER-01/MBU/2011 dated August 1, 2011 concerning Good Corporate Governance Implementation in State-Owned Enterprises;

• Regulation of State Minister of State-Owned Enterprises No.PER-09/MBU/ 2012 dated July 6, 2012 concerning Amendment to Regulation of State Minister of State-Owned Enterprises No. PER-01/MBU/2011 dated August 1, 2011 concerning Good Corporate Governance Implementation in State-Owned Enterprises;

• Regulation of the State Minister of State-Owned Enterprises No.PER-10/MBU/2012 dated July 24, 2012 concerning Supporting Organs of the Board of Commissioners/Supervisory Board of State-Owned Enterprises;

• Regulation of State Minister of State Owned Enterprises No. PER-12/MBU/2012 dated August 24, 2012 concerning Supporting Organs of the Board of Commissioners/Supervisory Board of State-Owned Enterprises;

• Regulation of State Minister of State Owned Enterprises No. PER-16/MBU/2012 dated October 1, 2012 concerning the Second Amendment to Regulation of State Minister of State-Owned Enterprises No. PER-01/MBU/ 2011 concerning Supporting Organs of the Board of Commissioners/Supervisory Board of State-Owned Enterprises;





• Surat Keputusan Sekretaris Kementerian Badan Usaha Milik Negara No.SK-16/S.MBU/2012 tanggal 6 Juni 2012 tentang Indikator/Parameter Penilaian dan Evaluasi Atas Penerapan Tata Kelola Perusahaan yang Baik (Good Corporate Governance) Pada Badan Usaha Milik Negara;

• Anggaran Dasar Perusahaan;• Surat Kesepakatan Bersama Dewan Komisaris dan

Direksi PEPC tentang Pemberlakuan Pedoman Good Corporate Governance (GCG) tanggal 24 Juli 2014.

TUJUAN PENERAPAN GCG• Meningkatkan disiplin dan tanggung jawab dari Organ

Perusahaan demi menjaga kepentingan shareholder dan stakeholder Perusahaan;

• Mendorong pengelolaan PEPC secara profesional, efektif dan efisien demi mencapai visi dan misi PEPC;

• Memaksimalkan nilai PEPC dengan cara meningkatkan penerapan prinsip-prinsip transparansi, kemandirian, akuntabilitas, pertanggungjawaban,dan kewajaran dalam pelaksanaan kegiatan Perusahaan;

• Terlaksananya pengelolaan Perusahaan secara profesional dan mandiri;

• Terciptanya pengambilan keputusan oleh seluruh Organ Perusahaan yang didasarkan pada nilai moral yang tinggi dan kepatuhan terhadap peraturan perundang-undangan yang berlaku;

• Mencegah terjadinya penyimpangan dalam pengelolaan Perusahaan.

• Decree of the Secretary of the Ministry of State-Owned Enterprises No.SK-16/S.MBU/2012 dated June 6, 2012 concerning Indicators/Parameters for Assessment and Evaluation of Good Corporate Governance Implementation in State-Owned Enterprises;

• Articles of Association of the Company;• Letter of Joint Agreement between the Board of

Commissioners and Board of Directors of PEPC regarding the Application of Good Corporate Governance (GCG) Guidelines on July 24, 2014.

PURPOSE OF GCG IMPLEMENTATION• To increase discipline and responsibility of company

organs in order to protect the shareholders and stakeholders’ interests;

• To encourage professional, effective and efficient management to achieve PEPC vision and mission;

• To maximize PEPC values by improving the application of transparency, independence, accountability, responsibility and fairness principles in conducting the Company's activities;

• To achieve professional and independent management of the Company;

• To create a decision making process by all Company Organs based on high moral values and compliance with applicable laws and regulations;

• To prevent irregularities in the management of the Company.









PRINSIP PRINSIP GCGGCG PRINCIPLES

TransparansiTransparency

Accountability

Responsibility

Akuntabilitas

Pertanggungjawaban

Dalam mewujudkan transparansi, Perusahaan menyediakan berbagai informasi yang material dan relevan melalui akses yang dapat dipahami seluruh pemangku kepentingan. Informasi yang diberikan tidak mengabaikan aspek kehati-hatian dan aspek kerahasiaan. PEPC menyediakan informasi secara tepat waktu, relevan, memadai, jelas, akurat, dan dapat diperbandingkan dengan cara yang mudah diakses dan dipahami oleh stakeholders melalui Laporan Tahunan, Website, dan media lainnya serta menyediakan jalur komunikasi bagi stakeholders ke Perusahaan.

In creating transparency, the Company provides various material and relevant information through access that can be understood by all stakeholders. The information provided shall not compromise prudence and confidentiality. PEPC provides timely, relevant, adequate, clear, accurate, and comparable information that is easy to be accessed and understood by stakeholders through Annual Reports, Websites and other media as well as provides communication channels to the Company for stakeholders.

Praktik akuntabilitas PEPC dilakukan melalui pembagian tugas dan tanggung jawab yang jelas bagi masing-masing organ anggota Dewan Komisaris dan Direksi, serta seluruh jajaran di bawahnya sehingga pengelolaan berjalan secara efektif dalam rangka mewujudkan keberlanjutan bisnis. Prinsip akuntabilitas diterapkan melalui pengawasan yang dilaksanakan melalui berbagai komite yang dimiliki Dewan Komisaris, pelaporan Direksi kepada Dewan Komisaris mengenai rencana anggaran tahunan dan evaluasi bersama atas kinerja keuangan Perusahaan, penyampaian laporan keuangan pada RUPS Tahunan, pembentukan Internal Audit, penunjukan auditor eksternal dan lain sebagainya.

PEPC's accountability practices are carried out through clear division of tasks and responsibilities for each organ of the Board of Commissioners and Directors, as well as all levels below them for effective management in order to achieve business sustainability. The accountability principle is implemented through supervision by various committees of the Board of Commissioners, reporting by Board of Directors to the Board of Commissioners regarding annual budget plan and joint evaluation on the Company's financial performance, submission of financial report at the Annual GMS, the formation of Internal Audit, the appointment of external auditors and so on.

Bentuk pertanggungjawaban PEPC dengan melakukan kesesuaian pengelolaan Perusahaan terhadap peraturan perundang-undangan yang berlaku dan prinsip-prinsip korporasi yang sehat. PEPC senantiasa berupaya untuk mematuhi peraturan perundang-undangan, serta melaksanakan tanggung jawab terhadap masyarakat dan lingkungan agar dapat tercapai kesinambungan usaha dalam jangka panjang dan diakui sebagai good corporate citizen, melalui program Corporate Social Responsibility (CSR) terpadu yang mencakup aspek pendidikan, sosial dan Lingkungan.

The PEPC’s form of responsibility is conducted through the conformity of the Company’s management to the prevailing laws and regulations and sound corporate principles. PEPC strives to comply with the laws and regulation and to carry out the company’s social and environment responsibility to the community to achieve business sustainability in a long term and to be acknowledged as a good corporate citizen, through an integrated Corporate Social Responsibility (CSR) program encompassing education, social, and environmental aspects.









PEPC is managed independently and professionally without any conflict of interests and without any influence/ pressure from any party. In order to apply GCG principles, PEPC manages the Company independently so that their corporate organs do not dominate each other and cannot be intervened by any party.

Independen

Keadilan dan Kewajaran

PEPC dikelola secara mandiri dan profesional tanpa benturan kepentingan serta tanpa pengaruh/tekanan dari pihak manapun. Untuk melaksanakan prinsip GCG, PEPC melaksanakan pengelolaan Perusahaan secara independen, sehingga masing-masing Organ Perusahaan tidak saling mendominasi dan tidak dapat diintervensi oleh pihak lain.

Dalam menjalankan Perusahaan, PEPC senantiasa menerapkan prinsip kewajaran dan kesetaraan dalam memberikan perlakuan yang adil dalam memenuhi hak stakeholder sesuai dengan peraturan perundangan yang berlaku, serta standar etika yang pantas dalam dunia usaha.

In running the Company, PEPC always applies the fairness and equality principles and provides fair treatment in fulfilling their stakeholders’ rights in accordance with the prevailing laws and regulations as well as acceptable ethical standards in the business sector.

Independence

Fairness





KOMITMEN TERHADAP PENERAPAN GCG SECARA BERKELANJUTAN COMMITMENT TO SUSTAINABLE GCG APPLICATION

PEPC berkomitmen menerapkan GCG secara konsisten dan berkelanjutan guna memelihara kepercayaan pemegang saham dan pemangku kepentingan lain melalui standar kerja yang berkualitas serta berlandaskan etika. Penerapan GCG diaktualisasikan melalui serangkaian kegiatan yang dapat mendukung tata kelola perusahaan yang berkelanjutan, di antaranya menyusun kebijakan-kebijakan pendukung pelaksanaan GCG, penyempurnaan soft structure GCG, penyampaian Laporan Harta Kekayaan Pejabat Negara, pelaporan gratifikasi, serta penilaian penerapan GCG secara eksternal yang dilakukan setiap dua tahun sekali.

ATURAN DAN KEBIJAKAN PENDUKUNG GCG Secara umum, Anggaran Dasar Perusahaan menjadi aturan utama yang menjadi pedoman bersama dalam penerapan GCG oleh semua fungsi dan seluruh pekerja maupun para pemangku kepentingan. Secara berjenjang PEPC memberlakukan beberapa ketentuan lain sebagai pedoman bersama penerapan GCG di lingkungan Perusahaan, yakni Keputusan RUPS, Keputusan Dewan Komisaris, Keputusan Direksi, dan aturan-aturan lain yang mengatur lingkup pekerjaan yang lebih khusus.

PEPC is committed to consistent and sustainabe implementation of GCG to maintain the shareholders and other stakeholders’ trust, through quality and ethical standards of work. GCG implementation is actualized through a series of activities that can support sustainable corporate governance, including preparing supporting policies for GCG implementation, improving GCG soft structure, submitting State Official Assets Reports, gratification reporting, and external evaluation of GCG implementation every two years.

GCG SUPPORTING REGULATIONS AND POLICIES In general, the Company's Articles of Association are the main ordinance as common guidelines in implementing GCG by all functions, employees and stakeholders. In stages, PEPC applies several other provisions as common guidelines for GCG implementation within the Company, such as GMS Resolutions, Board of Commissioners’ Decisions, Board of Directors' Decisions, and other rules that regulate the scope of work more specifically.

Hirarki Peraturan Di PEPC Pendukung GCGGCG Supporting Regulation Hierarchy at PEPC

Anggaran DasarArticles of Association

Keputusan RUPSGMS Resolutions

Keputusan Dewan KomisarisBoard of Commissioners’ Decisions

Keputusan DireksiBoard of Directors' Decisions

Keputusan Pejabat Perusahaan Ditingkat Unit KerjaDecision of Company Officers at Work Unit Level





Sampai dengan akhir periode pelaporan ada beberapa aturan dan kebijakan pendukung penerapan GCG di lingkungan PEPC, yaitu:• Pedoman Good Corporate Governance (GCG) yang

telah disahkan melalui Keputusan Bersama Dewan Komisaris dan Direksi No. Kpts.025/CP0000/2013-S0 tanggal 25 Oktober 2015;

• Pedoman Etika Usaha dan Tata Perilaku Pedoman Tata Kerja Dewan Komisaris dan Direksi (Board Manual) yang telah disahkan melalui Surat Keputusan Dewan Komisaris – Direksi No. Kpts-031/CP0000/2014-S0 tanggal 15 Juli 2014;

• Pedoman Perilaku (Code of Conduct) telah disahkan melalui Surat Keputusan Direktur Utama No.Kpts-021/CP0000/2014-S0 tanggal 26 Juni 2014;

• Piagam Komite Audit (Audit Committee Charter) telah disahkan melalui Surat Keputusan Dewan Komisaris yang telah ditandatangani oleh Komite Audit dan Komisaris Utama PEPC pada tanggal 25 Juli 2013;

• Pedoman Kewajiban Penyampaian Laporan Harta Kekayaan Penyelenggara Negara (LHKPN) No. 007/M00000/2017-S0 yang diratifikasi melalui Keputusan Pemegang Saham PEPC tanggal 28 Mei 2018;

• Pedoman Konflik Kepentingan (Conflict of Interest/CoI) telah disahkan melalui Surat Keputusan Direktur Utama No.Kpts.022/CP0000/2014-S0 tanggal 26 Juni 2014;

• Pedoman Penerimaan Hadiah/Cinderamata dan Hiburan (Gratifikasi) yang telah disahkan melalui Surat Keputusan Direktur Utama No.Kpts.023/CP0000/2014-S0 tanggal 26 Juni 2014;

• Piagam Internal Audit (Internal Audit Charter) telah disahkan melalui Surat Keputusan Direktur Utama No.A-001/CP0020/2013-S0 tanggal 30 Agustus 2013;

• Tata Kerja Organisasi Pengelolaan Whistle Blowing System (WBS) telah disahkan melalui Surat Keputusan Direktur Utama No.Kpts.023/CP0000/2014-S0 tanggal 26 Juni 2014;

• Tata Kerja Organisasi Pemberian dan Penerimaan Cinderamata Serta Keramahtamahan telah disahkan oleh Direktur Utama tanggal 15 Juli 2014.

Until the end of the reporting period there were several supporting regulations and policies for GCG implementation in PEPC environment, namely:• Good Corporate Governance Guidelines (CoCG)

validated by a Joint Decision of the Board of Commissioners and the Board of Directors No. Kpts.025/CP0000/2013-S0 dated October 25, 2015

• Guidelines for Work Ethics and Work Procedures and Behaviour Guidelines of the Board of Commissioners and the Board of Directors (Board Manual) validated by Decree of the Board of Commissioners and the Board of Directors No. Kpts-031/CP0000/2014-S0 dated July 15, 2014

• Code of Conduct validated by Decree of the President Director No. Kpts-021/CP0000/2014-S0 dated June 26, 2014

• Audit Committee Charter validated by Decree of the Board of Commissioners signed by the Audit Committee and the President Commissioner of PEPC on July 25, 2013

• Guidelines to State Official Asset Reporting (LHKPN) validated by Decree of the President Director No. Kpts/CP0000/2013-S0 dated May 28, 2018.

• Guidelines to Conflict of Interest (CoI) validated by Decree of the President Director No. Kpts.022/CP0000/2014-S0 dated June 26, 2014

• Guidelines to the Acceptance of Gift/Souvenir and Entertainment (Gratification) validated by Decree of the President Director No. Kpts.023/CP0000/2014-S0 dated June 26, 2014

• Internal Audit Charter validated by Decree the President Director No.A-001/CP0020/2013-S0 dated August 30, 2013

• Whistleblowing System (WBS) Management Organizational Work Procedures validated by Decree of the President Director No.Kpts.023/CP0000/2014-S0 dated June 26, 2014

• Giving and Acceptance of Gift/Souvenir and Entertainment Organizational Work Procedures validated by the President Director on July 15, 2014





SOSIALISASI PENERAPAN GCGKomitmen PEPC dalam menerapkan GCG juga diwujudkan dengan terus melakukan sosialisasi dan promosi terkait penerapan GCG kepada seluruh unit kerja maupun para pemangku kepentingan. Selama tahun 2018 ada beberapa progam/kegiatan sosialisasi GCG yang telah dilaksanakan, di antaranya:• Sosialisasi GCG & Compliance Online di Kantor PEPC

Jakarta, Kantor Kontraktor EPC GPF dan Kantor Lapangan Proyek JTB

• Klinik LHKPN di Kantor PEPC Jakarta• Workshop Self-Assessment GCG di Jakarta• Sosialisasi GCG Online• Sosialisasi WBS melalui media Energia PEPC

DISSEMINATION OF GCG IMPLEMENTATION PEPC's commitment to implementing GCG is also realized by continuing to carry out dissemination and promotion on GCG implementation to all work units and stakeholders. During 2018 there were several GCG dissemination programs/activities that have been carried out, including:

• Dissemination of GCG & Compliance Online at PEPC Jakarta Office, GPF EPC Contractor Office and JTB Project Site Office

• LHKPN Clinic at PEPC Office in Jakarta• GCG Self-Assessment Workshop in Jakarta• GCG Online Dissemination• WBS Dissemination through PEPC Energia media

PENILAIAN PENERAPAN GCGGCG IMPLEMENTATION ASSESSMENT

Komitmen PEPC meningkatkan penerapan GCG diwujudkan antara lain dengan melakukan penilaian terhadap kualitas manajemen Perusahaan atas pelaksanaan prinsip-prinsip GCG, dengan memperhatikan signifikansi atau materialitas suatu permasalahan terhadap penerapan GCG pada Perusahaan sesuai skala, karakteristik dan kompleksitas usaha PEPC. Penilaian dilakukan setiap dua tahun oleh pihak independen untuk menjaga objektivitas.

HASIL PENILAIANPenilaian penerapan GCG PEPC untuk tahun buku 2018 dilakukan oleh Badan Pengawasan Keuangan dan Pembangunan (BPKP). Penilaian menggunakan kriteria dan metodologi yang diatur dalam Surat Keputusan Sekretaris Kementerian BUMN No. SK-16/S.MBU/2012 tanggal 6 Juni 2012 tentang Indikator/Parameter Penilaian dan Evaluasi atas Penerapan Tata Kelola Perusahaan Yang Baik (Good Corporate Governance) Pada Badan Usaha Milik Negara.

Ada enam aspek penilaian, yakni Komitmen terhadap Penerapan Tata Kelola Berkelanjutan; Pemegang Saham dan Rapat Umum Pemegang Saham (RUPS)/Pemegang Modal; Dewan Komisaris/Dewan Pengawas; Direksi; Pengungkapan Informasi dan Transparansi; dan Aspek lainnya.

PEPC's commitment to enhance GCG implementation is realized by evaluating the Company's management quality on the implementation of GCG principles, taking into account the significance or materiality of an issue in GCG implementation based on the scale, characteristics and complexity of PEPC business. Assessment is conducted every two years by independent parties to maintain objectivity.

ASSESSMENT RESULTSPEPC’s GCG implementation assessment for finscal year 2018 was carried out by the Finance and Development Supervisory Agency (BPKP). The criteria and methodology of assessment are stipulated in the Decree of the Secretary for Ministry of SOEs No. SK-16/S.MBU/2012 dated June 6, 2012 concerning Indicators/Parameters for Assessment and Evaluation of Good Corporate Governance Implementation in State-Owned Enterprises.

There are six aspects of assessment, namely Commitment to Implementation of Sustainable Governance, Shareholders and the General Meeting of Shareholders (GMS)/Capital Owners; Board of Commissioners/Supervisory Board; Board of Directors; Information Disclosure and Transparency; and other aspects.





Hasil penilaian memperlihatkan Skor PEPC adalah 80,88 dari total Bobot 100,00. Pencapaian tersebut lebih tinggi dibanding hasil penilaian tahun 2016 sebesar 78,13 dan masuk dalam kategori Baik.

The assessment results showed that PEPC’s score was 80.88 of total weight 100.00. This achievement was higher than the assessment in 2016, which was at 78.13 and in Good category.

Tabel Hasil Penilaian Penerapan GCGTable of GCG Implementation Assessment Results

Tabel Hasil Penilaian Penerapan GCG Tahun Buku 2018Table of GCG Implementation Assessment Results for Fiscal Year 2018

BabAspek Pengujian/Indikator/Parameter

Aspects of Test/ Indicator/ParameterBobotWeight

Capaian Tahun 2018Achievement in 2018 Penjelasan

RemarkSkor Score %

I Komitmen Terhadap Penerapan Tata Kelola Perusahaan yang Baik Secara BerkelanjutanCommitment to Implementation of Sustainable Good Corporate Governance

7.00 6.17 88.14 Sangat BaikVery Good

II Pemegang Saham dan RUPS/Pemilik ModalShareholders and GMS/Capital Owners

9.00 7.41 82.30 Baik Good

III Dewan Komisaris/Dewan PengawasBoard of Commissioners/Supervisory Board


IV Direksi Board of Directors


V Pengungkapan Informasi dan TransparansiInformation Disclosure and Transparency

9.00 7.28 80.00 Baik Good

VI Aspek Lainnya Other Aspects 5.00 0 0 0

Skor KeseluruhanTotal Score

100.00 80.88Baik

Good

2018 2016 201480.88 78.13 77.57

Baik Good Baik Good Baik Good

Pencapaian Achievement





Tabel Rekomendasi Hasil Penilaian Penerapan GCG Tahun Buku 2018Table of Recommendation on GCG Application Assessment Results for Fiscal Year 2018

Rekomendasi dan Tindak Lanjut Hasil Penilaian Penerapan GCG Aspek Komitmen Terhadap Penerapan GCG Secara BerkelanjutanRecommendations and Follow Up on GCG Implementation Assessment Results Commitment to Sustainable GCG Implementation Aspect

BabChapter

Aspek Penilaian GCGGCG Assessment Aspects

Jumlah RekomendasiNumber of Recommendations

I Komitmen Terhadap Penerapan GCG Secara BerkelanjutanCommitment to Implementation of Sustainable Good Corporate Governance

4

II Pemegang Saham dan RUPS/Pemilik ModalShareholders and GMS/Capital Owners

4

III Dewan Komisaris Board of Commissioners/Supervisory Board 9

IV Direksi Board of Directors 12

V Pengungkapan Informasi dan TransparansiInformation Disclosure and Transparency

3

VI Aspek LainnyaOther Aspects

0

BabChapter

RekomendasiRecommendation

Tindak Lanjut Follow up

1 Pedoman Tata KelolaPedoman Tata Kelola

• Code of Corporate Governance dan Pedoman Perilaku tahun 2014 perlu dimutakhirkan.• Seluruh anggota Komisaris melakukan penandatanganan komitmen untuk mematuhi

Pedoman Perilaku.• Code of Corporate Governance and Code of Conduct 2014 needed to be updated.• Signing Code of Conduct compliance commitment by all members of Board of

Commissioners.

2 Pelaksanaan Pedoman Tata KelolaCode of Corporate Governance Implementation

• Komite perlu mendatangani pernyataan kepatuhan terhadap Code of Conduct.• The Committee needs to sign a statement of compliance with the Code of Conduct.

3 Pengukuran Terhadap Penerapan Tata KelolaGovernance Implementation Measurement

• Direksi melakukan pengukuran penerapan Tata Kelola Perusahaan yang Baik secara mandiri, memuat hasilnya dalam Laporan Tahunan dan menindak lanjuti area of improvement.

• The Board of Directors measures Good Corporate Governance implementation independently, contains the results in the Annual Report and follows up the area of improvement.

4 GratifikasiGratification

• Melakukan peninjauan dan penyempurnaan Pedoman Gratifikasi dan perangkat pendukungnya secara berkala.

• Conducting review and improvement of Gratification Guidelines and supporting tools regularly.

TINDAK LANJUT ATAS PENILAIAN GCG TAHUN BUKU 2018Dari hasil penilaian yang dilakukan ada beberapa rekomendasi untuk peningkatan penerapan GCG di lingkungan PEPC. Secara keseluruhan terdapat 32 rekomendasi yang meliputi enam aspek penilaian.

FOLLOW UP ON GCG ASSESSMENT FISCAL YEAR 2018

Due to the assessment results several recommendations have been made for improvement of GCG implementation in PEPC environment. Overall there were 32 recommendations in six aspects of assessment.





Rekomendasi dan Tindak Lanjut Hasil Penilaian Penerapan GCG Aspek Pemegang Saham dan RUPS/Pemilik ModalRecommendations and Follow Up on GCG Implementation Assessment Results Shareholders and GMS/Capital Owners Aspect

No Rekomendasi Tindak Lanjut Follow Up

1 Pengangkatan dan pemberhentian anggota Direksi dan Dewan Komisaris

Appointment and dismissal of members of the Board of Directors and Board of Commissioners

• Menetapkan Direktur definitif selambat-lambatnya 30 hari sejak masa jabatan tersebut berakhir

• Menetapkan pengaturan/mekanisme pengunduran diri Direksi dari jabatan rangkap yang menimbulkan benturan kepentingan.

• Melengkapi proses penilaian calon anggota Dewan Komisaris dengan Berita Acara penilaian dan menetapkan Dewan Komisaris terpilih berdasarkan hasil akhir penilaian.

• Pengangkatan Dewan Komisaris didukung dengan Berita Acara pelantikan.

• Jumlah anggota Dewan Komisaris melebihi jumlah Direksi.

• Mengangkat Komisaris Independen

• Designating a definitive Director no later than 30 days after the term of office ends

• Establishing procedures/mechanisms for the resignation of the Board of Directors from concurrent positions which cause conflicts of interest.

• Completing the assessment process of Board of Commissioners’ candidate members with Minutes of Assessment and designate elected Board of Commissioners based on the assessment final results.

• Appointment of the Board of Commissioners is supported by the Inauguration Minutes.

• The number of members of the Board of Commissioners exceeds the number of Board of Directors’ members.

• Appointing an Independent Commissioner

2 Pemberian persetujuan atas tindakan yang perlu mendapat persetujuan/keputusan RUPS

Giving approval for actions that require GMS approval/decision

• Memberikan pengesahan terhadap rancangan RJPP selambat-lambatnya dalam waktu 60 (enam puluh) hari setelah diterimanya Rancangan RJPP.

• Memberikan pengesahan terhadap RKAP sesuai ketentuan dalam Anggaran Dasar yaitu selambatnya 30 hari sejak awal tahun berjalan.

• Validating RJPP draft no later than 60 (sixty) days after receiving the RJPP draft.

• Validating WP&B in accordance with provisions in the Articles of Association, no later than 30 days from the beginning of the current year.

Persetujuan laporan tahunan dan laporan pengawasan

Approval of annual report and oversight report

• Menetapkan sistem dan melakukan penilaian kinerja Direksi secara individu.

• Menetapkan pedoman penilaian kinerja Direksi secara individu.

• Mengesahkan Target Kinerja Direksi secara individu • Melakukan penilaian atas capaian kinerja Direksi

secara individu • Menetapkan pedoman penilaian kinerja untuk

Dewan Komisaris yang sekurang-kurangnya memuat indikator kinerja utama dan kriteria keberhasilan.

• Menetapkan pedoman penunjukan audit eksternal. Dalam Anggaran Dasar PEPC telah dinyatakan bahwa kewenangan menetapkan KAP ada pada PS/RUPS.

• Establishing a system and assessment the Board of Directors’ individual performance.

• Establishing guidelines for assessment of the Board of Directors’ individual performance.

• Validating the Board of Directors' Individual Performance Targets

• Performing assessment of the Board of Directors’ individual performance

• Establishing guidelines for performance assessment for the Board of Commissioners which at least contain key performance indicators and success criteria.

• Establishing guidelines for external audit appointment. Tt has been stated in the Articles of Association of PEPC that the authority to appoint Public Accounting Firm is in the hands of Shareholders/GMS.

Pelaksanaan GCG oleh Pemegang Saham

GCG Implementation by Shareholders

• Menyusun rencana dan progres tindak lanjut atas Area of Improvement hasil assessment GCG yang lalu.

• Planning and progress of follow-up on the Area of Improvement of the previous GCG assessment results.





Rekomendasi dan Tindak Lanjut Hasil Penilaian Penerapan GCG Aspek Dewan KomisarisRecommendations and Follow Up on GCG Implementation Assessment Results Board of Commissioners Aspect

No RekomendasiRecommendation


1 Program pelatihan/pembelajaran Dekom

BOC training/learning program

• Melaksanakan pelatihan anggota Dewan Komisaris sesuai rencana.

• Menyusun laporan tentang tentang hasil pelatihan yang telah dijalani anggota Dewan Komisaris.

• Conducting training for the Board of Commissioners’ members according to plan.

• Preparing a report about the results of the training attended by the Board of Commissioners’ members.

2 Pembagian Tugas, Wewenang dan Tanggung jawab Dekom

Division of Duties, Authorities and Responsibilities of BOC

• Menetapkan pembagian tugas diantara Dewan Komisaris yang mencakup seluruh bidang tugas Direksi.

• Memuat indikator kinerja utama dan target targetnya yang mencerminkan ukuran keberhasilan pelaksanaan tugas pengawasan dan pemberian nasihat kepada Direksi ke dalam Rencana Kerja Tahunan Dewan Komisaris.

• Establishing division of duties within the Board of Commissioners which covers all areas of the Board of Directors' duties.

• Containing key performance indicators and targets that reflect the successful implementation of the oversight duties and the provision of advice to the Board of Directors in the Annual Work Plan of the Board of Commissioners.

3 Persetujuan Rancangan RJP dan RKAP

RJP and WP&B Draft Approval

• Memberikan tanggapan tertulis sesuai dengan standar waktu yang ditetapkan sejak usulan rancangan RJPP disampaikan.

• Memberikan tanggapan tertulis berupa pendapat dan saran mengenai rancangan RKAP sesuai dengan standar waktu yang ditetapkan.

• Providing written responses in accordance with the set time standard since the proposed RJPP draft was submitted.

• Providing written responses in the form of opinions and recommendations regarding the WP&B draft in accordance with the set time standards.

4 Arahan terhadap implementasi rencana dan kebijakan perusahaan

Directions for the implementation of corporate plans and policies

• Melakukan telaah kesesuaian visi dan misi perusahaan dengan perubahan lingkungan bisnis.

• Melakukan telaah atas sistem pengendalian intern, kebijakan manajemen risiko, kebijakan pengembangan karir, kebijakan pengadaan barang dan jasa, hal-hal penting dalam kebijakan akuntansi dan penyusunan laporan keuangan serta kebijakan mutu dan layanan.

• Memasukkan kegiatan pengawasan dan pemberian nasihat terhadap kebijakan dan pelaksanaan pengadaan serta kebijakan mutu dan pelayanan dalam rencana kerja.

• Melakukan evaluasi kajian risiko dan legal (risk and legal review) atas rencana inisiatif bisnis, kebijakan dan rencana kerja sama yang akan dilakukan oleh perusahaan dan menyampaikan kepada RUPS.

• Menandatangani Laporan Manajemen Triwulanan .• Memuat besarnya honorarium/imbal jasa untuk

penunjukkan eksternal auditor dalam Keputusan Dewan Komisaris

• Melakukan telaahan atas hasil audit eksternal dan kualitas rekomendasi audit eksternal serta memberikan arahan kepada Direksi tentang peningkatan efektivitas audit eksternal.

• Review the alignment of the company's vision and mission with changes in the business environment.

• Reviewing internal control systems, risk management policies, career development policies, procurement for goods and services policies, important matters in accounting policies and preparation of financial report as well as quality and service policies.

• Incorporatingoversight and advisory activities on policies and implementation of procurement as well as quality and service policies in work plans.

• Evaluating the risk and legal review of business initiative plan, policies and cooperation plans that will be carried out by the company and submit to the GMS.

• Sign Quarterly Management Report.• Contain the honorarium/fees for the appointed

external auditors in the Board of Commissioners' Decree

• Reviewing the results of external audit, the quality of external audit recommendations and provide directions to the Board of Directors regarding the improvement of external audit effectiveness.







5 Pencalonan anggota Direksi dan penilaian kinerja Direksi

Nomination of the Board of Directors’ members and performance assessment of the Board of Directors

• Menyampaikan usulan atas calon-calon anggota Direksi yang baru kepada RUPS.

• Melakukan penilaian kinerja Direksi secara individu dan menyampaikan hasil penilaiannya kepada Pemegang Saham.

• Submitting nomination for new candidates of the Board of Directors’ members to the GMS.

• Conducting individual performance assessment of the Board of Directors and submit the results of their assessment to the Shareholders.

6 Benturan kepentingan

Conflict of interest

• Membuat laporan tentang kepemilikan saham pada perusahaan dan perusahaan lainnya yang dimiliki Komisaris dan anggota keluarga.

• Prepare report on shareholding in company and other companies owned by Commissioners and family members

7 Praktik Tata Kelola Perusahaan

Corporate Governance Practices

• Membuat Indikator Pencapaian Kinerja Dewan Komisaris beserta target-targetnya secara self assessment dan disetujui RUPS

• Melakukan pembahasan/evaluasi atas hasil penilaian kinerja komisaris berikut komite komisaris yang dituangkan dalam laporan pelaksanaan tugas Dewan Komisaris

• Menindaklanjuti seluruh Area of Improvement yang menjadi kewenangan Dewan Komisaris.

• Preparing Key Performance Indicators for the Board of Commissioners and their targets through self assessment and approved by GMS

• Holding discussions/evaluations on the results of performance assessment of the commissioners their committees as set out in the report on implementation of duties of the Board of Commissioners

• Follow up on all Area of Improvement which is under the authority of the Board of Commissioners.

8 Rapat Dewan Komisaris

Board of Commissioners Meeting

• Mengadakan rapat paling sedikit satu bulan sekali sesuai ketentuan dalam Board Manual.

• Holding meetings at least once a month according to the provisions in the Board Manual.

9 Dewan Komisaris memiliki Komite Dewan Komisaris/Dewan Pengawas yang efektif

The Board of Commissioners has an effective Board of Commissioners/ Supervisory Committee

• Melaporkan pengangkatan Ketua maupun anggota Komite kepada RUPS.

• Meninjau dan memutakhirkan Piagam Komite Audit secara berkala.

• Membentuk Komite Audit dan setelah terbentuk, Komite Audit menyelenggarakan rapat Komite Audit.

• Komite Audit membuat laporan Triwulanan dan tahunan.

• Memuat self assessment dalam program kerja tahunan Komite Audit

• Reporting the appointment of the Chairman as well as Committee members to the GMS.

• Reviewing and updating the Audit Committee Charter regularly.

• Forming an Audit Committee and once formed, the Audit Committee holds Audit Committee meetings.

• Audit Committee prepares Quarterly and annual reports.

• Containing self assessment in the Audit Committee's annual work program





Rekomendasi dan Tindak Lanjut Hasil Penilaian Penerapan GCG Aspek DireksiRecommendations and Follow Up on GCG Implementation Assessment Results Board of Directors Aspect



1 Program pelatihan/pembelajaran Direksi

Training/learning programs for Board of Directors

• Membuat rencana kerja • Membuat laporan tentang hasil pelatihan

yang telah dijalani anggota Direksi

• Preparing work plan• Preparing report on results of the training

attended by members of the Board of Directors

2 Pembagian tugas/fungsi, wewenang dan tanggung jawab

Division of duties/functions, authority and responsibilities

• Mengesahkan uraian tugas Direksi • Membuat TKO/TKI untuk seluruh proses

bisnis perusahaan• Membuat kebijakan mengenai jangka

waktu pengkomunikasian keputusan Direksi ke jenjang di bawahnya

• Validating the Board of Directors' job descriptions

• Preparing TKO/TKI for all company business processes

• Making policy on the period of communication of the Board of Directors' decision to the levels below

3 Perencanaan perusahaan

Corporate planning

• Menyampaikan RJPP kepada Pemegang Saham sebelum 31 Oktober tahun periode RJPP tahun berjalan

• Menyampaikan RKAP kepada Pemegang Saham sebelum tanggal 31 Oktober tahun berjalan

• Menyampaikan rencana suksesi kepada Dewan Komisaris

• Submitting the RJPP to Shareholders before October 31 of the current RJPP period

• Submitting WP&B to Shareholders before October 31 of the current year

• Submitting succession plan to the Board of Commissioners

4 Pemenuhan target kinerja perusahaan

Fulfillment of company performance target

• Menggunakan aplikasi komputer untuk mendukung sistem pengukuran kinerja

• Melakukan audit ICT dan melaporkan hasil audit ICT kepada Dewan Komisaris

• Melakukan evaluasi pasca diklat dan evaluasi program pengembangan SDM

• Membuat kebijakan keterbukaan informasi yang berkaitan dengan perencanaan Perusahaan yang berpengaruh kepada karyawan

• Using computer applications to support performance measurement systems

• Conducting IT audit and reporting the results of IT audit to the Board of Commissioners

• Conducting post-training evaluation and evaluation of HR development programs

• Making policy of information disclosure related to company planning that affects employees

5 Pengendalian Operasional dan Keuangan terhadap implementasi rencana dan Kebijakan Perusahaan

Operating and Financial Control on the implementation of corporate plans and policies

• Menyusun rancangan pengendalian intern dan melakukan evaluasi pengendalian intern tingkat entitas

• Preparing the internal control design and conducting internal control evaluation at entity level

6 Hubungan dengan Stakeholders

Relationship with Stakeholders

• Membuat laporan atas tindak lanjut hasil survey pelanggan

• Membuat laporan atas tindak lanjut hasil survey karyawan

• Membuat kebijakan yang mendorong partisipasi pegawai dengan menetapkan jenis kebijakan perusahaan yang harus dikomunikasikan kepada karyawan dan jenis kebijakan yang harus melibatkan karyawan dalam perumusannya

• Membuat kebijakan mengenai metode penilaian untuk mengukur kepuasan karyawan

• Preparing report on the follow-up of customer survey results

• Preparing report on the follow-up of employee survey results

• Making policies that encourage employee participation by determining the types of company policies that must be communicated to employees and the types of policies that must involve employees in their formulation

• Making policies regarding assessment methods to measure employee satisfaction







7 Pengelolaan Potensi Benturan Kepentingan

Management of Potential Conflict of Interest

• Menyampaikan informasi kepemilikan saham Direksi pada perusahaan lain kepada Sekretaris Perusahaan

• Submitting information on shareholding of Board of Directors in other companies to the Corporate Secretary

8 Keterbukaan informasi dan komunikasi

Information Disclosure and Communication

• Menyampaikan laporan bulanan kepada Pemegang Saham tepat waktu

• Timely submission of monthly reports to Shareholders

9 Rapat Direksi

Board of Directors Meeting

• Melakukan Rapat Direksi sedikitnya 1 (satu) kali setiap bulannya sesuai dengan ketentuan dalam Board Manual

• Memuat evaluasi atas hasil Rapat Direksi sebelumnya yang belum selesai dilakukan/ditindaklanjuti dalam Risalah Rapat

• Holding Board of Directors' Meetings at least 1 (one) time each month as stipulated in the Board Manual

• Containing evaluations of the results of previous Board of Directors Meetings that have not been completed/followed up in the Minutes of Meeting

10 Internal Audit (IA) /Satuan Pengawasan Intern

Internal Audit Unit

• Mendapatkan persetujuan Dewan Komisaris untuk pengangkatan Chief Internal Audit

• Melaksanakan program penjaminan kualitas dan peningkatan fungsi audit

• Obtaining the Board of Commissioners’ approval for appointment of Chief Internal Audit

• Conducting quality assurance programs and improving audit function

11 Sekretaris Perusahaan

Corporate Secretary

• Meningkatkan kualifikasi Sekretaris Perusahaan sehingga memenuhi kualifikasi pendidikan yang sesuai untuk melaksanakan peran sebagai pejabat penghubung perusahaan

• Membuat daftar khusus yang memuat data kepemilikan saham di perusahaan lain dari Anggota Direksi, Komisaris dan keluarganya

• Raising the qualifications for Corporate Secretary in order to meet the appropriate education qualifications in carrying out the role as company liaison

• Preparing a special list that contains data on shareholding in other companies by the members of the Board of Directors, Board of Commissioners and their families

12 Penyelenggaraan RUPS

GMS Implementation

• Mengusulkan kepada RUPS untuk menyelenggaraan RUPS pengesahan RJPP dan RKAP secara tepat waktu

• Proposing to the GMS to hold GMS on RJPP and WP&B validation in a timely manner





Rekomendasi dan Tindak Lanjut Hasil Penilaian Penerapan GCG Aspek Pengungkapan Informasi dan TransparansiRecommendations and Follow Up on GCG Implementation Assessment Results Information Disclosure and Transparency Aspect

STRUKTUR TATA KELOLA PEPCPEPC GOVERNANCE STRUCTURE

Sesuai dengan Undang-Undang No. 40 tahun 2007 Tentang Perseroan Terbatas, maka organ utama tata kelola PEPC terdiri atas Rapat Umum Pemegang Saham. (RUPS), Dewan Komisaris dan Direksi. Masing-masing organ mempunyai independensi dalam melaksanakan tugas, fungsi, dan tanggung jawabnya untuk kepentingan PEPC, sehingga tercipta mekanisme control check and balance.

RUPS adalah organ perusahaan yang berwenang mengambil seluruh keputusan yang tidak dilimpahkan kepada Direksi dan Dewan Komisaris, sesuai ketentuan perundang-undangan dan Anggaran Dasar, meliputi persetujuan atas Laporan Tahunan, mengevaluasi kinerja Perusahaan, mengangkat dan memberhentikan anggota Dewan Komisaris atau Direksi.

In accordance with Law No. 40 of 2007 on Limited Liability Companies, the main organs of PEPC governance consist of the General Meeting of Shareholders. (GMS), Board of Commissioners and Directors. Each organ has independence in carrying out its duties, functions and responsibilities for PEPC’s interest, thus creating a control mechanism of check and balance.

The GMS is a corporate organ that has the authority to take all decisions that are not delegated to the Board of Directors and Board of Commissioners, in accordance with statutory provisions and Articles of Association, including approval of the Annual Report, evaluating the Company's performance, appointment and dismissal of the Board of Commissioners or Directors’ members.

bab RekomendasiRecommendation


1 Penyediaan Informasi kepada Stakeholders.

Penyediaan Informasi kepada Stakeholders.

• Membuat pengaturan mengenai kategori informasi publik dan informasi rahasia

• Membuat pengaturan mengenai pihak-pihak yang dapat menyampaikan informasi publik

• Membuat prosedur penyampaian informasi kepada stakeholders

• Organizing the categorization of public information and confidential information

• Arranging the parties who can deliver public information

• Preparing procedures for delivering information to stakeholders

2 Pengungkapan informasi (Laporan Tahunan)

Information Disclosure (Annual Report)

• Memuat Sertifikat yang diterima Perusahaan dalam Profil Perusahaan

• Memuat Bahasan tentang dampak perubahan harga terhadap penjualan atau pendapatan bersih perusahaan serta laba operasi perusahaan selama 2 (dua) tahun

• Memuat dalam Praktik Tata Kelola:o Remunerasi anggota Dewan Komisaris

dan anggota Direksio Pengaruh terhadap kondisi keuangan

Perusahaan atas perkara yang dihadapi perusahaan

• Containing certificates received by the Company in the Company Profile

• Containing discussion about the impact of changes in prices on sales or net income of the company and the company's operating profit for 2 (two) years

• Contained in Governance Practices:o Remuneration of the Board of

Commissioners and the Board of Directors’ members

o Impact on the Company’s financial condition due to cases faced by the company

3 Penghargaan

Awards

• Meningkatkan kualitas Annual Report sehingga memperoleh penghargaan dalam Annual Report Award berskala nasional

• Mengikutsertakan perusahan berpartisipasi untuk memperoleh penghargaan di bidang publikasi dan keterbukaan informasi

• Improving the quality of Annual Report that resulted in award at the national Annual Report Award

• Participating in the competition to get recognized in publication and information disclosure





Dewan Komisaris berwenang melakukan pengawasan atas jalannya Perusahaan dan memberikan rekomendasi bagi Direksi terkait pengelolaan Perusahaan. Dalam menjalankan fungsi pengawasan, Dewan Komisaris dibantu oleh Sekretaris Dewan Komisaris, Komite Audit dan Komite Investasi.

Direksi melakukan fungsi pengurusan Perusahaan serta mengambil kebijakan-kebijakan manajemen dan operasional. Direksi mewakili Perusahaan dalam melakukan kerja sama, serta menyelesaikan hambatan-hambatan strategis yang mengganggu pencapaian visi dan misi Perusahaan. Dalam melakukan kepengurusan Perusahaan dibantu oleh VP Legal & Relation, Fungsi Legal, serta fungsi kerja lain yang menjalankan fungsi kepengurusan Perusahaan.

The Board of Commissioners has the authority to oversee the running of the Company and provide recommendations to the Directors regarding the management of the Company. In carrying out its oversight function, the Board of Commissioners is assisted by the Secretary of the Board of Commissioners, Audit Committee and Investment Committee.

The Board of Directors performs the management functions of the Company and makes management and operational policies. The Board of Directors represents the Company in building collaboration, and resolves strategic obstacles that hinder the achievement of the Company's vision and mission. In conducting management, the Company is assisted by VP of Legal & Relations, Legal Functions, and other work functions that carry out the management functions of the Company.

Struktur Tata Kelola PerusahaanCorporate Governance Structure

Rapat Umum Pemegang Saham (RUPS)General Meeting of Shareholders (GMS)

Dewan KomisarisBoard of Commissioners

Sekretaris Dewan KomisarisSecretary to the Board of

Commissioners

Komite AuditAudit Committee

DireksiBoard of Directors

VP Legal & RelationVP Legal & Relation

Legal FunctionLegal Function





RAPAT UMUM PEMEGANG SAHAMGENERAL MEETING OF SHAREHOLDERS

RUPS adalah organ perusahaan dengan kekuasaan tertinggi dalam struktur tata kelola perusahaan yang berwenang mengambil seluruh keputusan yang tidak dilimpahkan kepada Direksi dan Dewan Komisaris sesuai dengan ketentuan perundang-undangan dan Anggaran Dasar. RUPS juga menjadi menjadi forum bagi Pemegang Saham untuk mengambil keputusan penting berkaitan dengan kepentingan usaha PEPC.

PEMEGANG SAHAMPemegang Saham adalah individu atau badan hukum yang secara sah memiliki saham Perusahaan. Pemegang Saham Utama dan Pengendali PEPC adalah PT Pertamina(Persero), BUMN yang sahamnya 100% dimiliki Pemerintah Republik Indonesia melalui Kementerian Negara BUMN dan pemegang saham PEPC lainnya adalah PT Pertamina Pedeve Indonesia dengan komposisi kepemilikan saham PT Pertamina (Persero) sebesar 99,03% dan PT Pertamina Patra Niaga 0,07%.

The GMS is the company organ with the highest authority in the corporate governance structure to make all decisions that are not delegated to the Board of Directors and the Board of Commissioners in accordance with provisions of laws and regulations, as well as the Articles of Association. The GMS also serves as a forum for Shareholders to make important decisions for PEPC’s business interests.

SHAREHOLDERSShareholders are individuals or legal entities that lawfully own Company shares. PEPC's Majority and Controlling Shareholder is PT Pertamina (Persero), an SOE whose 100% shares are owned by the Government of the Republic of Indonesia through the State Ministry of SOEs, while the other shareholders of PEPC are PT Pertamina Pedeve Indonesia whose 99.03% shares are owned by PT Pertamina (Persero) and 0.07% owned by PT Pertamina Patra Niaga.

Pemegang Saham Pertamina EP CepuShareholders of PEPC

PT Pertamina Pedeve Indonesia

1%PT Pertamina (Persero)

99%

PT Pertamina EP CEPU

Pemerintah RIGovernment of Indonesia

100%





HAK DAN TANGGUNG JAWAB PEMEGANG SAHAM Perusahaan menjamin pemenuhan hak dan tanggung jawab Pemegang Saham sesuai ketentuan perundang-undangan yang berlaku.

Hak Pemegang Saham:1. Hak untuk hadir dan memberikan suara pada Rapat

Umum Pemegang Saham (RUPS). 2. Hak untuk mendapatkan dividen atau pembagian

laba. 3. Hak untuk mendapatkan penjelasan dari Direksi atas

kinerja Perseroan.4. Hak untuk mendapatkan perlakuan yang sama sebagai

Pemegang Saham.

Tanggung jawab Pemegang Saham:Pada hakekatnya, tanggung jawab Pemegang Saham sebatas pada jumlah nilai saham yang disetornya dan akan bertanggung jawab secara pribadi (tidak terbatas) bila memenuhi salah satu kondisi:a. Melakukan satu atau lebih hal yang mengakibatkan

terjadinya pengungkapan tabir perusahaan.b. Menjadi penanggung pribadi (personal guarantor)

berdasarkan perjanjian penanggungan pribadi.

RIGHTS AND RESPONSIBILITIES OF SHAREHOLDERS The Company guarantees the fulfillment of Shareholders’ rights and responsibilities in accordance with the applicable laws and regulations.

Rights of Shareholders:1. The right to attend and vote at the General Meeting of

Shareholders (GMS).2. The right to receive dividends or profit sharing.

3. The right to get an explanation from the Board of Directors on the Company's performance.

4. The right to equal treatment as Shareholders.

Responsibilities of Shareholders:In essence, the responsibilities of the Shareholders are limited to the total value of shares they paid and will be personally responsible (unlimited) if it fulfills one of the conditions:a. Do one or more things that result in disclosure of the

company.b. Become a personal guarantor based on a personal

agreement.

PENYELENGGARAAN RUPSPelaksanaan RUPS terdiri atas RUPS Tahunan (RUPST) dan RUPS Sirkuler. Selama tahun 2018, Perusahaan telah menyelenggarakan satu kali RUPST dan 12 kali RUPS Sirkuler.

Pada tahun 2018 PEPC menyelenggarakan RUPST untuk tahun buku 2017 pada tanggal 21 Maret 2018 dan dilaksanakan di Jakarta. Proses penyelenggaraan RUPST dilaksanakan berdasarkan Anggaran Dasar Perusahaan dan memperhatikan Peraturan Otoritas Jasa Keuangan No. 32/POJK.04/2014 tentang Rencana dan Penyelenggaraan Rapat Umum Pemegang Saham Perusahaan Terbuka, dengan penyesuaian PEPC sebagai Perseroan Terbatas tertutup.

Sesuai Anggaran Dasar Perusahaan, pelaksanaan RUPS diatur antara lain: • Semua RUPS diadakan di tempat kedudukan Perseroan

atau di tempat Perseroan melakukan kegiatan usaha.

GMS IMPLEMENTATIONThe GMS consists of the Annual GMS (AGMS) and Circular GMS. During 2018, the Company has held one AGMS and 12 Circular GMS.

In 2018, PEPC held an AGMS for the fiscal year 2017 on March 21, 2018 and was held in Jakarta. The convening of AGMS is based on the Company's Articles of Association and takes into account the Financial Services Authority Regulation No. 32/POJK.04/2014 concerning the Plan and Implementation of the General Meeting of Shareholders of the Publicly Listed Company, with the adjustment to PEPC as a non-listed Limited Liability Company.

In accordance with the Company's Articles of Association, the GMS implementation is regulated as follows:• All GMS are held at the Company's place of domicile

or at the place where the Company conducts business activities.





Kehadiran Dewan Komisaris dalam RUPS Tahunan 2018 Attendance of the Board of Commissioners at the Annual GMS 2018

NamaName

PosisiPosition

Kehadiran Attendance

Ardhy Mokobombang Komisaris UtamaPresident Commissioner

HadirPresent


HadirPresent

Iwan Faidi KomisarisCommissioner

HadirPresent

Toto Nugroho KomisarisCommissioner

HadirPresent

• Pemanggilan RUPS dilakukan dengan surat tercatat yang memakai tanda penerimaan dan dapat juga dilakukan melalui dua surat kabar harian berbahasa Indonesia yang terbit dan beredar luas/nasional di wilayah Republik Indonesia, paling lambat 14 hari sebelum Rapat diadakan.

• Dari segala sesuatu yang dibicarakan dan diputuskan dalam Rapat itu dibuat notulen atau risalah Rapat dan isinya menjadi bukti yang sah terhadap semua Pemegang Saham dan Pihak Ketiga.

KETENTUAN KUORUMKetentuan kourum dalam RUPS Tahunan diatur dalam Anggaran Dasar Perusahaan. Sesuai ketentuan tersebut, RUPS Tahunan dapat dilangsungkan dan dinyatakan korum apabila dihadiri oleh Pemegang Saham lebih dari ½ (satu per dua) bagian dari jumlah seluruh saham yang telah dikeluarkan Perseroan dengan hak suara yang sah, kecuali apabila ditentukan lain dalam Anggaran Dasar.

PELAKSANAAN DAN PUTUSAN RUPS TAHUNAN 2018

RUPS Tahunan 2018 untuk tahun buku 2017 atau Rapat diselanggarakan pada tanggal 21 Maret 2018, bertempat di Jakarta. Rapat dihadiri Pemegang Saham, yakni PT Pertamina (Persero) dan PT Pertamina Dana Ventura, anggota Dewan Komisaris, dan anggota Direksi. Selain itu, turut hadir pihak-pihak yang menunjang kegiatan Perusahaan, yakni:1 Notaris Marianne Vincentia Hamdani sebagai pejabat

umum yang berwenang membuat Risalah RUPS sebagai akta otentik.

2 Kantor Akuntan Publik Mohammad Suryohadi sebagai pelaksana audit Laporan Keuangan Perusahaan.

• Summon of the GMS is carried out with registered letters with receipts and can also be published in two Indonesian language daily newspapers with wide/national circulation in the territory of the Republic of Indonesia, no later than 14 days prior the Meeting is held.

• All matters discussed and decided at the Meeting are recorded in minutes of meeting and the contents become valid evidence for all Shareholders and Third Parties.

CONDITIONS OF QUORUMQuorum conditions at the Annual GMS are stipulated in the Articles of Association of the Company. In the provision, the Annual GMS can be held and declared quorum if attended by Shareholders of more than ½ (one half) of the total shares issued by the Company with valid voting rights, unless otherwise specified in the Articles of Association.

IMPLEMENTATION AND RESOLUTIONS OF ANNUAL GMS 2018The Annual GMS 2018 for the fiscal year 2017 was held on March 21, 2018, in Jakarta. The meeting was attended by Shareholders, PT Pertamina (Persero) and PT Pertamina Dana Ventura, members of the Board of Commissioners, and members of the Board of Directors. In addition, there were also parties who supported the Company's activities as follows:1 Notary Marianne Vincentia Hamdani as general officer

authorized to make the Minutes of the GMS as authentic deeds.

2 Public Accounting Firm Mohammad Suryohadi as the auditor of the Company's Financial Statements.





Kehadiran Direksi dalam RUPS Tahunan 2018 Attendance of the Board of Directors at the Annual GMS 2018

Nama Name Posisi Position Kehadiran Attendance

Jamsaton Nababan Komisaris UtamaPresident Commissioner

HadirPresent

Jamsaton Nababan PTH Direktur OperasiActing Operations Director

HadirPresent

Desandri Direktur Bussines SupportBussines Support Director

HadirPresent

Desandri PTH Direktur PengembanganActing Development Director

HadirPresent

KEPUTUSAN RUPS TAHUNAN 2018Informasi disajikan dalam tabulasi.

RESOLUTIONS OF ANNUAL GMS 2018Information is presented in the tabulation.

Mata acaraPenyampaian Laporan Tahunan Tahun Buku 2017

Keputusan Mata Acara 1• Para pemegang saham menyampaikan dapat menerima pemaparan Laporan• Kinerja Operasi dan Keuangan Direksi serta Pengawasan oleh

Dewan Komisaris Perseroan.

Agenda To present the Annual Report for Fiscal Year 2017

Resolution of Agenda 1• Shareholders accepted the presentation of the Report • The Board of Directors' Operational and Financial Performance as well as Oversight

Report by the Company's Board of Commissioners.

Mata Acara 1 Agenda 1

Mata acaraPersetujuan Laporan Tahunan termasuk Pengesahan Laporan Keuangan Perseroandisertai Pemberian Pelunasan dan Pembebasan Tanggung Jawab Sepenuhnya (volledig acquit et de charge) kepada Direksi dan Dewan Komisaris

Keputusan Mata Acara 21. Menyetujui Laporan Tahunan Perseroan untuk Tahun Buku 2017 serta mengesahkan Laporan Keuangan Perseroan untuk tahun buku

yang berakhir pada 31-12-2017 beserta penjelasannya yang telah diaudit Kantor Akuntan Publik (KAP) Purwantono, Sungkoro dan Surja sebagaimana termuat dalam Laporan Nomor RPC-5736/PSS/2018 tanggal 27-02-2018 dengan pendapat "Wajar dalam semua hal yang material".

2. Memberikan pelunasan dan pembebasan sepenuhnya dari tanggungjawab (volledig acquit et de charge) kepada Direksi atas tindakan pengurusan dan kepada Dewan Komisaris atas tindakan pengawasan yang mereka lakukan dalam tahun buku yang berakhir tanggal 31-12-2017.

AgendaTo approve Annual Report including Ratification of the Company's Financial Statements and to grant Full Release and Discharge (volledig acquit et de charge) to the Board of Directors and Board of Commissioners

Resolutions of Agenda 21. Approved the Company's Annual Report for the Fiscal Year 2017 and ratify the Company's Financial Report for the fiscal year ending

December 31, 2017 with the audited elucidation by Public Accounting Firm Purwantono, Sungkoro and Surja as stated in Report Number RPC-5736/PSS/2018 dated February 27, 2018 with the opinion "Present Fairly in all material respects".

2. Granted full release and discharge (volledig acquit et de charge) to the Board of Directors for their management activities and to the Board of Commissioners for their oversight activities that they conducted in the fiscal year end December 31, 2017.






Mata acaraPengusulan Penggunaan Laba Tahun Buku 2017

Keputusan Mata Acara 3Pemegang Saham dengan suara bulat memutuskan: • Penetapan penggunaan Laba Tahun Berjalan (Laba Bersih) Perseroan Tahun Buku yang berakhir 31-12-2017 sebesar USD662.205.000

sebagai berikut:a. Sebesar USD231.771.750 atau 35% dari Laba Bersih tahun buku yang berakhir 31-12-2017 sebagai Dividen ke Pemegang Saham, dimana

dividen sebesar USD215.162.253 di-offset dengan Piutang Usaha ke PT Pertamina (Persero), sedangkan Dividen sebesar USD16.609.497 dibayarkan secara kas.

b. Besarnya dividen yang menjadi hak Pemegang Saham wajib disetorkan kepada Pemegang Saham selambat-lambatnya 30 (tiga puluh) hari setelah ditetapkan oleh RUPS atau pada tanggal lain yang ditetapkan oleh RUPS.

Mata acaraPengusulan Penunjukan Kantor Akuntan Publik (KAP) untuk Tahun Buku 2018

Keputusan Mata Acara 4Pemegang Saham dengan suara bulat memutuskan: • Memberikan kuasa dan melimpahkan kewenangan kepada Dewan Komisaris Perseroan untuk menetapkan Kantor Akuntan Publik (KAP)

dalam melakukan pemeriksaan atas Laporan Keuangan Perseroan untuk Tahun Buku yang berakhir pada tanggal 31-12-2018 berikut nilai jasanya sesuai ketentuan dan peraturan yang berlaku, ditunjuk dengan ketentuan bahwa KAP yang sama dengan KAP yang ditunjuk oleh PT Pertamina (Persero).

Agenda To propose Appointment of Public Accounting Firm for Fiscal Year 2018

Resolution of Agenda 4The shareholders unanimously decided: • Granted the power and delegated authority to the Board of Commissioners of the Company to designate the Public Accounting Firm (KAP)

to audit the Company's Financial Statements for the Fiscal Year ending on December 31, 2018 along with its service fees in accordance with applicable laws and regulations, appointed under the conditions that the firm is the same KAP appointed by PT Pertamina (Persero).

Agenda To propose Uses of Profit for the Fiscal Year 2017

Resolutions of Agenda 3Shareholders unanimously decided:Determined the uses of the Company's Current Year Profit (Net Profit) for the fiscal year ending December 31, 2017 amounted to USD662,205,000 as follows:

a. A total of USD231,771,750 or 35% of net profit for the fiscal year ending December 31, 2017 as dividends to shareholders, whereas the dividend of USD215,162,253 is offset with trade receivables to PT Pertamina (Persero), while dividends of USD16,609,497 are paid in cash.

b. The amount of dividends as the Shareholders’ rights shall be remitted to the Shareholders no later than 30 (thirty) days after determination by the GMS or at another date stipulated by the GMS.







Mata acaraPengusulan Penghargaan Atas Kinerja (Tantiem) kepada Direksi dan Dewan Komisaris Tahun Buku 2017.

Keputusan Mata Acara 5Para Pemegang Saham secara bulat memutuskan:• Penetapan Penghargaan atas Kinerja (Tantiem) Direksi dan Dewan Komisaris Tahun Buku 2017 akan ditentukan kemudian dan akan

dilaksanakan dalam RUPS terpisah secara sirkuler.

AgendaTo propose Performance Bonus (Tantiem) for the Board of Directors and Board of Commissioners for the Fiscal Year 2017.

Resolution of Agenda 5The Shareholders unanimously decided:• Agreed that the Performance Bonus (Tantiem) of the Board of Directors and the Board of Commissioners for the Fiscal Year 2017 to be

determined later and to be conducted in a separate GMS circularly.


Mata acaraUsulan Remunerasi Direksi dan Dewan Komisaris Tahun Buku 2018

Keputusan Mata Acara 6Para Pemegang Saham secara bulat memutuskan • Penetapan Remunerasi Direksi dan Dewan Komisaris Tahun Buku 2018 akan ditentukan kemudian dan akan dilaksanakan dalarn RUPS

terpisah secara sirkuler.

Agenda To propose Remuneration for Board of Directors and Board of Commissioners for the Fiscal Year 2018

Resolution of Agenda 6The Shareholders unanimously decided • Agreed that the Remuneration of the Board of Directors and Board of Commissioners for the Fiscal Year 2018 to be determined later and to

be conducted in a separate GMS circularly.






RUPS SIRKULERSelama periode pelaporan, PEPC juga menyelenggarakan RUPS secara on paper (RUPS Sirkuler), dengan ketentuan semua Pemegang Saham telah diberitahu secara tertulis dan semua Pemegang Saham memberikan persetujuan mengenai usul yang diajukan secara tertulis serta menandatangani persetujuan tersebut. Keputusan yang diambil dengan cara demikian, mempunyai kekuatan yang sama dengan keputusan yang diambil dengan sah dalam Rapat Umum Pemegang Saham.

CIRCULAR GMSDuring the reporting period, PEPC also held a GMS on paper (Circular GMS), provided all Shareholders were notified in writing and all Shareholders gave their approval regarding the proposal submitted in writing and signed the approval. The resolutions made in this way have the same power as decisions taken legally at the General Meeting of Shareholders.

Pelaksanaan dan Keputusan RUPS Sirkuler Tahun 2018Implementation and Resolutions of Circular GMS 2018

NoTanggal dan Tempat Pelaksanaan RUPSDate and Place of GMS

KeputusanResolutions

1 3 Januari 2018January 3, 2018

Pemberlakuan STK Investasi dan STK ESA & MESOPImplementation of STK Investment and STK ESA & MESOP

2 31 Januari 2018January 31, 2018

Pergantian Dewan KomisarisChanges of the Board of Commissioners

3 7 Maret 2018March 7, 2018

Penetapan Pejabat Definitif Direktur Business SupportDetermination of Definitive Official for Business Support Director

4 19 Maret 2018March 19, 2018

Revisi RKAP Tahun 2017 dan Revisi KPI Tahun 2017Revised WP&B 2017 and Revised KPI 2017

5 06 April 2018April 6, 2018

Perubahan Anggaran Dasar terkait Perubahan Nama Pemegang SahamAmendments to the Articles of Association related to Changes in the Name of Shareholders

6 28 Mei 2018May 28, 2018

Kewajiban Penyampaian Laporan Harta Kekayaan Penyelenggara Negara (LHKPN)Obligation to Submitz the State Official Assets Report (LHKPN)

7 28 Juni 2018June 28, 2018

Penetapan Penghargaan atas Kinerja Tahunan (Tantiem) Direksi dan Dewan KomisarisDetermination of Annual Performance Bonus (Tantiem) for the Board of Directors and Board of Commissioners

8 28 Juni 2018June 28, 2018

Rencana Kerja Anggaran Perusahaan (RKAP) Tahun 2018 dan Key Performance Indicator (KPI) Kesepakatan Kinerja Tahun 2018The Corporate Work Plan & Budget (WP&B) 2018 and theKey Performance Indicators (KPI) of Performance Contract 2018

9 28 Agustus 2018August 28, 2018

Pengembalian Cash Call Proyek Lapangan Unitisasi Jambaran Tiung Biru (JTB) kepada Badan Kerja sama Blok Cepu (BKS) Cash Call Refund of Jambaran Tiung Biru Unitization Field Project (JTB) to Cepu Block Cooperation Agency (BKS)

10 31 Agustus 2018August 31, 2018

Pergantian Dewan Komisaris Changes of the Board of Commissioners

11 12 September 2018September 12, 2018

Penetapan Pejabat Definitif Direktur UtamaDetermination of Definitive Officials of the President Director

12 7 Desember 2018December 7, 2018

Penetapan Pemberhentian Anggota Dewan KomisarisDetermination of Dismissal of the Board of Commissioners’ Members





DEWAN KOMISARISBOARD OF COMMISSIONERS

Dewan Komisaris merupakan salah satu organ utama tata kelola Perusahaan. Dewan Komisaris memiliki tanggung jawab langsung kepada Pemegang Saham. Pertanggungjawaban Dewan Komisaris kepada Pemegang Saham merupakan perwujudan akuntabilitas pengawasan atas pengelolaan Perusahaan oleh Direksi.

Tugas dan tanggung jawab Dewan Komisaris adalah melakukan pengawasan atas kebijakan pengurusan, jalannya pengurusan pada umumnya, baik mengenai pihak yang bertugas atau berfungsi melakukan pengawasan dan memberikan nasihat kepada Direksi untuk kepentingan Perusahaan dan Pemegang Saham khususnya, serta pemangku kepentingan (stakeholder) pada umumnya. Hal tersebut untuk memastikan Perusahaan dikelola oleh Direksi sesuai dengan harapan Pemegang Saham.

DASAR, KRITERIA DAN PROSES PENGANGKATAN ANGGOTA DEWAN KOMISARISPengangkatan anggota Dewan Komisaris Perusahaan dilakukan oleh Pemegang Saham dengan memperhatikan ketentuan perundang-undangan yang berlaku. Proses pengangkatan anggota Dewan Komisaris melalui proses pencalonan dan ditetapkan melalui Keputusan dalam RUPS.

Anggota Dewan Komisaris diangkat dengan mempertimbangkan aspek integritas, kompetensi, reputasi, pengalaman, dan keahlian yang dibutuhkan dalam menjalankan fungsi dan tugasnya masing-masing, serta memenuhi persyaratan umum dan khusus yang ditetapkan dalam ketentuan dan peraturan yang berlaku.

Persyaratan umum anggota Dewan Komisaris

• Warga negara Indonesia yang bertakwa kepada Tuhan Yang Maha Esa;

• Setia pada negara dan pemerintah; • Tidak terlibat secara langsung maupun tidak langsung

dalam kegiatan pengkhianatan kepada negara; • Sehat jasmani dan rohani; • Tidak pernah melakukan kegiatan yang merugikan

negara;

The Board of Commissioners is one of the main organs of corporate governance, with direct responsibility to the Shareholders. The the Board of Commissioners’ responsibility to the Shareholders is the realization of oversight accountability for the management of the Company by Board of Directors.

The Board of Commissioners’ duties and responsibilities are to oversee management policies, general management process, regarding both in oversight and advisory function to the Board of Directors for the interests of the Company and Shareholders in particular, as well as stakeholders in general. This is to ensure the Company is managed by the Board of Directors according to the Shareholders’ expectations

BASIC, CRITERIA AND APPOINTMENT PROCESS OF THE BOARD OF COMMISSIONERS’ MEMBERS The appointment of the Board of Commissioners’ members of the Company is carried out by the Shareholders by taking into account the provisions of applicable laws. The Board of Commissioners’ members are appointed through the nomination process and ratified through GMS Resolution.

Members of the Board of Commissioners are appointed by considering the aspects of integrity, competence, reputation, experience, and expertise needed performing their respective functions and duties, as well as meeting the general and specific requirements stipulated in the applicable rules and regulations.

General requirements for members of the Board of Commissioners• Indonesian citizens who are devoted to God Almighty;

• Faithful to the state and government;• Not involved directly or indirectly in activities of

treason against the state;• Physical and spiritual health;• Never conduct any activities that are damaging to the

state;





• Tidak dicabut hak pilihnya berdasarkan putusan pengadilan.

• Cakap melakukan perbuatan hukum, kecuali dalam waktu 5 tahun sebelum pengangkatannya pernah: • Dinyatakan pailit; • Menjadi anggota Direksi atau Dewan Komisaris

yang dinyatakan bersalah menyebabkan suatu Perusahaan dinyatakan pailit;

• Dihukum karena melakukan tindak pidana dan/ atau yang berkaitan dengan sektor migas

Persyaratan khusus anggota Dewan Komisaris

• Menurut penilaian PT Pertamina (Persero) yang bersangkutan memiliki kompetensi dan integritas, mencakup:

• Memiliki akhlak dan moral yang baik • Mematuhi peraturan perundang-undangan yang

berlaku • Memiliki komitmen yang tinggi dalam pengembangan

operasional perusahaan yang sehat • Memiliki kemampuan dalam menjalankan tugas • Memiliki pengetahuan dan/atau pengalaman di bidang

migas, hukum atau manajemen risiko • Pendidikan formal minimal S1 dan Lulus fit & proper

test serta dinyatakan lulus oleh PT Pertamina (Persero) selaku pemegang saham

Persyaratan lainnya• Dewan Komisaris dilarang saling memiliki hubungan

keluarga sampai dengan derajat ketiga dengan sesama anggota Dewan Komisaris dan/ atau anggota Direksi;

• Apabila hubungan keluarga sebagaimana dimaksud di atas terjadi setelah pengangkatan sebagai anggota Dewan Komisaris maka untuk melanjutkan jabatannya diperlukan ijin tertulis dari RUPS;

• Calon anggota Dewan Komisaris hanya dapat merangkap jabatan sebagai anggota Dewan Komisaris, Direksi atau Pejabat Eksekutif pada satu lembaga/perusahaan bukan lembaga keuangan;

• Tidak termasuk rangkap jabatan, apabila anggota Dewan Komisaris:

• Menjalankan tugas fungsional pengawasan dari pemilik perusahaan yang berbentuk badan hukum, atau

• Voting rights are not revoked based on court decisions;

• Able to do legal actions, except within 5 years prior to his appointment:• Declared bankrupt;• As a member of the Board of Directors or Board of

Commissioners found guilty of causing a Company to be declared bankrupt;

• Sentenced for committing a crime and/or related to the oil & gas sector

Special requirements for members of the Board of Commissioners• Possess competencies and integrity based on the

assessment of PT Pertamina (Persero), as follows:

• Possess good character and morals• Comply with applicable laws and regulations

• Highly committed in developing sound company operations

• Able to carry out tasks• Possess knowledge and/or experience in the field of oil

& gas, legal or risk management• Minimum formal education of bachelor’s degree,

passed fit & proper test and declared passed by PT Pertamina (Persero) as the shareholder

Other requirements• A member of the Board of Commissioners is prohibited

from having family ties up to the third degree with fellow members of the Board of Commissioners and/or members of the Board of Directors;

• If the aforementioned family ties occur after the appointment as a member of the Board of Commissioners, then written permission from the GMS is required to continue his position;

• Candidate members of the Board of Commissioners can only hold concurrent positions as members of the Board of Commissioners, Board of Directors or Executive Officers in one non-financial institution/company;

• Not considered as concurrent positions, if members of the Board of Commissioners:

• Carry out duties of oversight function from owner of the company as a legal entity, or





• Merangkap jabatan pada organisasi atau lembaga lainnya, sepanjang yang bersangkutan tidak mengabaikan pelaksanaan tugas dan tanggung jawab sebagai anggota Dewan Komisaris.

• Calon anggota Dewan Komisaris dilarang menjadi pengurus partai politik yang dibuktikan dengan surat pernyataan dari yang bersangkutan.

Selain itu, pengangkatan anggota Dewan Komisaris juga melalui proses uji kepatutan dan kelayakan (fit & proper test) dan memperoleh persetujuan dari PT Pertamina (Persero) sebagai induk perusahaan. Persetujuan PT Pertamina (Persero) diperlukan mengingat anggota Dewan Komisaris merupakan pekerja PT Pertamina (Persero) yang ditempatkan/ditugaskan Perseroan.

KOMPOSISI KEANGGOTAAN DEWAN KOMISARIS DAN DASAR PENGANGKATANJumlah dan komposisi Dewan Komisaris telah disesuaikan dengan kebutuhan PEPC yang diharapkan dapat melakukan fungsi pengawasan secara efektif, obyektif, dan independen, serta tidak memiliki benturan kepentingan yang dapat menganggu kemampuannya untuk melaksanakan tugas dan tanggung jawabnya.

PT Pertamina (Persero) telah mengangkat dan menetapkan Komisaris dan Komisaris Independen yaitu Bapak Iwan Faidi untuk bertugas di PEPC hingga 22 Juni 2018. Namun Demikian dengan berakhirnya masa jabatan Pak Iwan Faidi di 22 Juni 2018 sampai dengan akhir 2018, belum ada pengganti Komisaris Independen. Dengan demikian, per 31 Desember 2018 komposisi keanggotaan Dewan Komisaris Perusahaan terdiri dari Komisaris Utama dan satu anggota komisaris.

• Concurrent positions at other organizations or institutions, as long as the person concerned does not neglect the implementation of duties and responsibilities as a member of the Board of Commissioners.

• Candidate members of the Board of Commissioners are prohibited from holding the position as board members of political parties which is proven with a statement from the concerned parties.

In addition, the appointment of the Board of Commissioners’ members is also conducted through fit and proper test and approval from PT Pertamina (Persero) as the parent company. The agreement of PT Pertamina (Persero) is needed because the Board of Commissioners’ members are employees of PT Pertamina (Persero) who are placed/assigned by the Company.

COMPOSITION OF THE BOARD OF COMMISSIONERS’ MEMBERSHIP AND BASIS OF APPOINTMENTThe number and composition of the Board of Commissioners have been adjusted to PEPC’s needs who are expected to carry out effective, objective and independent oversight function, and have no conflict of interest that can disrupt their ability to carry out their duties and responsibilities.

PT Pertamina (Persero) has appointed Commissioner and Independent Commissioner, Mr. Iwan Faidi, to serve at PEPC until June 22, 2018. However, as Mr. Iwan Faidi's term ended on June 22, 2018, there was no replacement for Independent Commissioner until the end of 2018. Therefore, as of December 31, 2018, the composition of the Company's Board of Commissioners’ membership consisted of President Commissioner and one commissioner.

Komposisi Keanggotaan Dewan Komisaris PEPC Per 31 Desember 2018Composition of PEPC Board of Commissioners Membership As of December 31, 2018

NamaName

JabatanPosition

Dasar Pengangkatan dan Masa JabatanBasis for Appointement and Term of Office

RepresentasiRepresentation

Gandhi Sriwidodo Komisaris UtamaPresident Commissioner

RUPS Pergantian Dewan Komisaris tanggal 31 Agus-tus 2018 dengan 1 periode masa jabatanGMS for Changes in the Board of Commissioners on August 31, 2018 with 1 term of office



RUPS Sirkuler 31 Januari 2018 dengan 1 periode masa jabatanCircular GMS on January 31, 2018 with 1 term of office






Periode jabatan anggota Dewan Komisaris PEPC diatur dalam Anggaran Dasar PEPC Pasal 15 Ayat 8. Jabatan sebagai anggota Dewan Komisaris adalah selama 3 tahun dan dapat diangkat kembali untuk 1 kali masa jabatan serta berakhir apabila:• Meninggal dunia• Masa jabatannya berakhir• Kehilangan kewarganegaraan Indonesia• Mengundurkan diri• Diberhentikan berdasarkan Keputusan RUPS

The term of office of PEPC Commissioners is stipulated in the PEPC Articles of Association, Article 15, Paragraph 8. The term of office as a member of the Board of Commissioners is 3 years and may be reappointed for another term and shall end if:• Passes away• His/her term of office expires• Losses Indonesian citizenship• Resigns• Dismissed based on resolution of GMS

Komposisi Keanggotaan Dewan Komisaris PEPC 1 Januari 2018Composition of PEPC Board of Commissioners’ Membership as of January 1, 2018

NamaName

JabatanPosition

Dasar Pengangkatan Basis for Appointement

Arief Budiman Komisaris UtamaPresident Commissioner

Surat Keputusan Pemegang Saham Sirkuler tanggal 17 Maret 2015Letter of Circular Resolution of Shareholders dated March 17, 2015

Denie S. Tampubolon KomisarisCommissioner

Surat Keputusan Pemegang Saham Sirkuler tanggal 29 Oktober 2015Letter of Circular Resolution of Shareholders dated October 29, 2015

Dody Priambodo KomisarisCommissioner

Surat Keputusan Pemegang Saham Sirkuler tanggal 29 Oktober 2015Letter of Circular Resolution of Shareholders dated October 29, 2015


RUPS Sirkuler 22 Juni 2015Circular GMS June 22 2015

• RUPS Sirkuler 31 Januari 2018 Pemegang Saham Perseroan memutuskan1. Memberhentikan dengan hormat Arief Budiman

sebagai Komisaris Utama, dengan alasan perubahan susunan Direksi PT Pertamina (Persero) dan mengangkat Ardhy N Mokobambang sebagai Komisaris Utama.

2. Memberhentikan dengan hormat Denie S. Tampubolon sebagai Komisaris, dengan alasan perubahan susunan Direksi PT Pertamina (Persero) dan mengangkat Meidawati sebagai Komisaris.

3. Memberhentikan dengan hormat Dody Priambodo sebagai Komisaris, dengan alasan perubahan susunan Direksi PT Pertamina (Persero) dan mengangkat Toto Nugroho P sebagai Komisaris.

Perubahan susunan anggota Komisaris ini berlaku terhitung mulai tanggal Keputusan Pemegang Saham ini ditandatangani untuk jangka waktu satu periode masa jabatan sebagaimana dimaksud dalam Anggaran Dasar Perseroan atau sampai dengan RUPS memutuskan lain.

Circular GMS on January 31, 2018, Shareholders of the Company decided

1. Respectfully dismissed Arief Budiman as President Commissioner, due to changes in the composition of the Board of Directors of PT Pertamina (Persero) and appointed Ardhy N Mokobambang as President Commissioner.

2. Respectfully dismissed Denie S. Tampubolon as Commissioner, due to changes in the composition of the Board of Directors of PT Pertamina (Persero) and appointed Meidawati as Commissioner.

3. Respectfully dismissed Dody Priambodo as Commissioner, due to changes in the composition of the Board of Directors of PT Pertamina (Persero) and appointed Toto Nugroho P as Commissioner.

Changes in the composition of the Board of Commissioners’ membership are effective from the date of this Resolution of Shareholders is signed for a period of one term as referred to in the Articles of Association of the Company or until the GMS decides otherwise.





Komposisi Keanggotaan Dewan Komisaris PEPC Setelah RUPS Sirkuler 31 Januari 2018Composition of PEPC Board of Commissioners’ Membership After Circular GMS on January 31, 2018

RUPS Sirkuler 31 Agustus 2018 Pemegang Saham Perseroan memutuskan:• Memberhentikan dengan hormat Ardhy N

Mokobambang sebagai Komisaris Utama, dan mengangkat Gandhi Sriwidodo sebagai Komisaris Utama.

• Memberhentikan dengan hormat Iwan Faidy sebagai Komisaris, sehubungan berakhirnya periode jabatan pada 22 Juni 2018.

Perubahan susunan anggota Komisaris ini berlaku mulai tanggal Keputusan Pemegang Saham ini ditandatangani untuk jangka waktu satu periode masa jabatan sebagaimana dimaksud dalam Anggaran Dasar Perseroan atau sampai dengan RUPS memutuskan lain.

In Circular GMS of August 31, 2018, The Company's Shareholders decided:• Respectfully dismissed Ardhy N Mokobambang as

President Commissioner, and appointed Gandhi Sriwidodo as President Commissioner.

• Respectfully dismissed Iwan Faidy as Commissioner according to the expiration of the term of office on June 22, 2018.

Changes in the composition of the Board of Commissioners’ membership are effective from the date of this Resolution of Shareholders is signed for a period of one term as referred to in the Articles of Association of the Company or until the GMS decides otherwise.

Nama Name Jabatan Position Dasar Pengangkatan Basis for Appointement

Ardhy N Mokobambang Komisaris Utama President Commissioner RUPS Sirkuler 31 Januari 2018 Circular GMS on January 31, 2018

Meidawati Komisaris Commissioner RUPS Sirkuler 31 Januari 2018 Circular GMS on January 31, 2018

Toto Nugroho P Komisaris Commissioner RUPS Sirkuler 31 Januari 2018 Circular GMS on January 31, 2018

Iwan Faidi Komisaris Commissioner RUPS Sirkuler 22 Juni 2015 Circular GMS on June 22, 2015


Gandhi Sriwidodo Komisaris Utama President Commissioner RUPS Sirkuler 31 Agustus 2018 Circular GMS on August 31, 2018

Meidawati Komisaris Commissioner RUPS Sirkuler 31 Januari 2018 Circular GMS on January 31, 2018

Toto Nugroho Komisaris Commissioner RUPS Sirkuler 31 Januari 2018 Circular GMS on January 31, 2018

Komposisi Keanggotan Dewan Komisaris PEPC Setelah RUPS Sirkuler 31 Agustus 2018 Sampai Dengan 7 Desember 2018Composition of PEPC Board of Commissioners Membership After Circular GMS on August 31, 2018 until December 7, 2018

• RUPS Sirkuler 7 Desember 2018 Pemegang Saham Perseroan memutuskan:

Memberhentikan dengan hormat dengan hormat Toto Nugroho sebagai Komisaris, dengan alasan telah diangkat sebagai anggota Direksi PT Pelabuhan Indonesia III dan yang bersangkutan telah mengajukan pengunduran diri.

Perubahan susunan anggota Komisaris ini berlaku terhitung mulai tanggal Keputusan Pemegang Saham ini ditandatangani untuk jangka waktu satu periode masa jabatan sebagaimana dimaksud dalam Anggaran Dasar Perseroan atau sampai dengan RUPS memutuskan lain.

• Circular GMS December 7, 2018 The Company's Shareholders decided:

Respectfully dismissed Toto Nugroho as Commissioner, arguing that he had been appointed as a member of the Board of Directors of PT Pelabuhan Indonesia III and that the person concerned had submitted his resignation.

Changes in the composition of the members of the Board of Commissioners are valid as from the date of this Shareholders' Decree signed for a period of one term as referred to in the Articles of Association of the Company or until the GMS decides otherwise.


Gandhi Sriwidodo Komisaris Utama President Commissioner RUPS Sirkuler 31 Agustus 2018 Circular GMS on August 31, 2018

Meidawati Komisaris Commissioner RUPS Sirkuler 7 Desember 2018 Circular GMS on December 7, 2018

Setelah RUPS Sirkuler 7 Desember 2018 Sampai Dengan 31 Desember 2018After Circular GMS on December 7, 2018 until December 31, 2018





KOMISARIS INDEPENDEN DAN INDEPEDENSI DEWAN KOMISARISINDEPENDENT COMMISSIONERAND INDEPENDENCE OF THE BOARD OF COMMISSIONERS

PEPC telah mengangkat dan menetapkan Komisaris dan Komisaris Independen yaitu Bapak Iwan Faidi, namun masa jabatan beliau berakhir sampai dengan 22 Juni 2018 dan sampai dengan akhir periode pelaporan PEPC belum mengangkat dan menetapkan Komisaris Independen. Dengan demikian sampai dengan 31 Desember 2018 Pemegang Saham belum mengangkat dan menetapkan Komisaris Independen.

INDEPENDENSI ANGGOTA DEWAN KOMISARIS

Dalam melaksanakan tugas dan tanggung jawabnya, senantiasa bersikap independen, sesuai dengan kriteria yang ditentukan dalam Salinan Peraturan Menteri Negara Badan Usaha Milik Negara No. Per-01 /MBU/2011 Tentang Penerapan Tata Kelola Perusahaan Yang Baik (Good Corporate Governance) Pada Badan Usaha Milik Negara.

Sesuai Pasal 13 ayat 3, anggota Dewan Komisaris harus memenuhi ketentuan yang mengatur kriteria indepedensi, di antaranya:• Dewan Komisaris tidak memiliki hubungan keuangan

dengan anggota Dewan Komisaris, anggota Direksi dan/atau pemegang saham pengendali;

• Dewan Komisaris tidak memiliki hubungan kepengurusan Perusahaan dengan anggota Dewan Komisaris, anggota Direksi dan/atau pemegang saham pengendali;

• Dewan Komisaris tidak memiliki hubungan kepemilikan saham dengan anggota Dewan Komisaris, anggota Direksi dan/atau pemegang saham pengendali;

• Dewan Komisaris tidak memiliki hubungan keluarga dengan anggota Dewan Komisaris, anggota Direksi dan/atau pemegang saham pengendali.

PEPC has appointed Mr. Iwan Faidi as a Commissioner and Independent Commissioner with term of office expires on June 22, 2018 and until the end of the reporting period PEPC did not appoint an Independent Commissioner. Thus, as of December 31, 2018, the Shareholders did not appoint an Independent Commissioner.

INDEPENDENCE OF THE BOARD OF COMMISSIONERS

The Board of Commissioners’ members have always been independent in carrying out their duties and responsibilities, in accordance with the criteria specified in the Regulations of the State Minister for State-Owned Enterprises No. Per-01/MBU/2011 concerning Implementation of Good Corporate Governance in State-Owned Enterprises.

Pursuant to Article 13 paragraph 3, members of the Board of Commissioners must meet the independent criteria, as follows:• The Board of Commissioners has no financial relations

with members of the Board of Commissioners, the Board of Directors and/or controlling shareholders;

• The Board of Commissioners has no relationship in the management of the Company with members of the Board of Commissioners, members of the Board of Directors and/or controlling shareholders;

• The Board of Commissioners has no shareholding relationship with members of the Board of Commissioners, members of the Board of Directors and/or controlling shareholders;

• The Board of Commissioners has no family relationships with members of the Board of Commissioners, members of the Board of Directors and/or controlling shareholders.





TUGAS DAN TANGGUNG JAWAB DEWAN KOMISARIS

Sesuai dengan Board Manual, Dewan Komisaris memiliki tugas dan tanggung jawab sebagai berikut:

• Melaporkan kepada Perusahaan mengenai kepemilikan sahamnya dan/atau keluarganya pada Perusahaan dan Perusahaan lain;

• Memberikan laporan tentang tugas pengawasan yang telah dilakukan selama tahun buku yang baru/lampau kepada RUPS;

• Menetapkan batasan-batasan nilai perbuatan hukum Direksi;

• Menetapkan keputusan batasan-batasan nilai dari perbuatan hukum Direksi yang memerlukan persetujuan tertulis Komisaris;

• Memberikan putusan terhadap usulan perbuatan hukum Direksi yang memerlukan persetujuan tertulis Komisaris yang tidak bertentangan dengan Anggaran Dasar;

• Memberikan tanggapan tertulis atas hal-hal yang menjadi tugas dan kewenangan Dewan Komisaris;

• Memberikan tanggapan tertulis untuk memberikan pendapat dan saran kepada RUPS atas usulan perbuatan hukum yang akan dilaksanakan oleh Direksi yang diajukan kepada RUPS untuk mendapatkan persetujuan;

• Memberikan pendapat dan saran kepada Direksi;

• Memberikan pendapat dan saran kepada RUPS mengenai RJPP dan RKAP yang diusulkan Direksi;

• Mengkaji, mengevaluasi atau memberikan rekomendasi kepada Direksi dan segenap jajarannya berkaitan dengan penyusunan Visi, Misi, perubahan Anggaran Dasar serta rencana-rencana strategis Perusahaan lainnya seperti yang diatur dalam Anggaran Dasar;

• Meneliti dan menelaah laporan-laporan dari komite-komite yang menjadi organ pendukung Dewan Komisaris;

• Mengikuti perkembangan kegiatan Perusahaan baik dari informasi-informasi internal yang disediakan oleh Perusahaan maupun dari informasi-informasi eksternal yang berasal dari media maupun dari sumber-sumber lainnya;

DUTIES AND RESPONSIBILITIES OF THE BOARD OF COMMISSIONERSIn accordance with the Board Manual, the Board of Commissioners has the following duties and responsibilities:• Reporting to the Company regarding their share

ownership and/or the shares of their family in the Company and other Companies;

• Submitting report on the oversight duties conducted during the new fiscal year/past fiscal year to GMS;

• Establishing value limits of the Board of Directors’ legal actions;

• Establishing the decision on value limits of the Board of Directors’ legal actions which require a written approval from the Board of Commissioners;

• Making decision on the Board of Directors’ proposal of legal action value limits which require a written approval from the Board of Commissioners, which does not conflict with the Articles of the Association;

• Providing written responses to matters which become the duties and authorities of the Board of Commissioners;

• Providing written responses to give opinions and advices to the GMS on proposed legal actions to made by the Board of Directors submitted to the GMS for approval;

• Providing opinions and advices to the Board of Directors;

• Providing opinions and advices to the GMS regarding the RJPP and WP&B proposed by the Board of Directors;

• Reviewing, evaluating or making recommendations to the Board of Directors and all of staff related to the drafting of the Company’s Vision, Mission, amendments to the Articles of Association and other strategic plans as stipulated in the Articles of Association;

• Researching and studying reports from committees which are supporting organs of the Board of Commissioners;

• Following the development of Company activities both from internal information provided by the Company and from external information from the media as well as from other sources;





• Melakukan penilaian atas akurasi informasi yang disiapkan untuk pihak lain, khususnya dalam Laporan Keuangan dan Non-Keuangan Tahunan serta Laporan Tahunan yang disesuaikan dengan best practice.

Sampai dengan akhir periode pelaporan, anggota Dewan Komisaris berjumlah satu orang, sehingga dengan demikian Laporan ini tidak mengungkapkan informasi mengenai pembagian tugas di antara anggota Dewan Komisaris. Sesuai dengan Board Manual sebagai pedoman kerja Dewan Komisaris, anggota Dewan Komisaris dapat melakukan pembagian tugas di antara mereka, seusai latar belakang keahlian dan pengalaman masing-masing.

PELAKSANAAN TUGAS DAN TANGGUNG JAWABDEWAN KOMISARIS

Selama tahun 2018, Dewan Komisaris telah menyusun program kerja untuk mendukung pelaksanaan fungsi pengawasan, serta telah menjalankan tugas dan tanggung jawabnya dalam mengawasi Direksi mengurus Perusahaan.

Program Kerja Dewan Komisaris 2018, di antaranya:• Rapat Rutin Internal Dewan Komisaris• Rapat Rutin bersama Direksi• Management Workthrough• Seminar & Workshop• Monitoring dan Evaluasi :

o RKAPo RJPPo KPIo Remunerasio Audit Kepatuhan Direksi

• Pengawasan atas Kebijakan:o Akutansio Laporan Keuangano Risk Managemento IT

IMPLEMENTATION OF DUTIES AND RESPONSIBILITIESBOARD OF COMMISSIONERS

During 2018, the Board of Commissioners has developed a work program to support the oversight function implementation, and has carried out its duties and responsibilities to oversee the Board of Directors in managing the Company.

The Board of Commissioners Work Program 2018, includes:• Regular Board of Commissioners Internal Meetings• Regular Meetings with the Board of Directors• Management Walk Through• Seminars & Workshops• Monitoring and Evaluation:

o Corporate work Plan & Budget (WP&B)o Corporate Long Term Plan (RJPP)o Key Performance Indicator (KPI)o Remunerationo Board of Directors Compliance Audit

• Oversight of Policy:o Accountingo Financial Statementso Risk Managemento IT

• Assessing the accuracy of the information prepared for other parties, especially in the Annual Financial and Non-Financial reports and Annual Report according to best practices.

As of the end of the reporting period, there was only one member of the Board of Commissioners, therefore this Report does not disclose information about the division duties among members of the Board of Commissioners. In accordance with the Board Manual as the work guideline of the Board of Commissioners, members of the Board of Commissioners can divide the duties between them, based on their respective expertise background and experience.





Selama tahun 2018, Dewan Komisaris telah menerbitkan 2 surat berisi keputusan pengawasan dan penunjukan/penetapan terkait beberapa aspek, yaitu:1. Penetepan KAP tahun buku 2018

2. Pengangkatan Ketua dan Anggota Komite Investasi

Dewan Komisaris juga telah memberikan rekomendasi, persetujuan dan nasihat kepada Direksi, di antaranya:1. Menyarankan kepada Direksi untuk melakukan

korespodensi tertulis secara formal kepada SKK Migas perihal persetujuan perubahan teknologi terkait penggunaan Hydrate

2. Dewan Komisaris akan mengirimkan surat kepada Pemegang Saham terkait status Direksi dan Komisaris yang masih vacant

3. Diusulkan kepada Direksi untuk mengirimkan surat ke PT Pertamina (Persero) selaku buyer guna mendapatkan konfirmasi fungsi yang menggantikan Dit Gas sebagai koordinator penjualan gas dan menyampaikan isu perubahan alokasi ke MESDM jika digantikan dengan pihak/fungsi di luar PT Pertamina (Persero)

4. Rekomendasi – rekomendasi tertulis Dewan Komisaris telah dikirimkan via Memo No. 022/DK/CP/2018-S0 tanggal 28 September 2018 terkait hasil laporan Komite Audit selama tahun 2018

Dalam periode pelaporan, Dewan Komisaris juga telah melakukan kunjungan kerja terkait pelaksanaan tugas dan tanggung jawab pengawasan, yaitu:1. 05 Januari 2018 – Proyek Jambaran Tiung Biru2. 02 Februari 2018 – Proyek Jambaran Tiung Biru3. 04 Mei 2018 – Proyek Jambaran Tiung Biru4. 23 November 2018 – Proyek Jambaran Tiung Biru

During 2018, the Board of Commissioners has issued 2 letters concerning oversight decisions and appointments regarding several aspects, namely:1. Appointment of Public Accounting Firm for fiscal year

20182. Appointment of Chairman and Member of the

Investment Committee

The Board of Commissioners has also provided recommendations, approvals and advices to the Board of Directors, including:1. Advising the Board of Directors to formally make

written correspondence to SKK Migas for approval of technological changes on the use of Hydrate

2. Advising the Board of Commissioners to send a letter to the Shareholders regarding the vacant positions in the Board of Directors and Commissioners

3. Advising the Board of Directors to send a letter to PT Pertamina (Persero) as the buyer to confirm which function that replaces Directorate of Gas as the gas sales coordinator and submit the issue of allocation changes to the Minister of Energy and Mineral Resources if the replacement is party/ function outside PT Pertamina (Persero)

4. Written recommendations from the Board of Commissioners have been sent via Memo No. 022/DK/CP/2018-S0 dated September 28, 2018 on the results of the Audit Committee report during 2018

In the reporting period, the Board of Commissioners has also conducted the following working visits as part of the implementation of oversight duties and responsibilities:1. January 05 2018 - Jambaran Tiung Biru Project2. February 2, 2018 - Jambaran Tiung Biru Project3. May 4, 2018 - Jambaran Tiung Biru Project4. November 23, 2018 - Jambaran Tiung Biru Project





PIAGAM DEWAN KOMISARIS

Dalam menjalankan fungsi dan peran pengawasannya, Dewan Komisaris merujuk pada Board Manual sebagai pedoman kerja. Board Manual ditetapkan melalui Surat Keputusan Direksi No 031/CP0000/2014-S0 tanggal 15 Juli 2014 dan disusun berdasarkan prinsip-prinsip hukum korporasi, ketentuan Anggaran Dasar, peraturan dan ketentuan perundang-undangan yang berlaku, arahan Pemegang Saham serta praktik-praktik terbaik (best practices) GCG.

CHARTER OF THE BOARD OF COMMISSIONERS

In carrying out its oversight functions and roles, the Board of Commissioners refers to the Board Manual as work guidelines. The Board Manual was issued by the Directors Decree No. 031/CP0000/2014-S0 dated July 15, 2014 and had been prepared based on the principles of corporate law, the provisions of the Articles of Association, applicable laws and regulations, directives of Shareholders and GCG best practices.

Board Manual Dewan KomisarisBoard of Commissioners' Board Manual

KEBIJAKAN DAN PELAKSANAAN RAPAT DEWAN KOMISARIS

Kebijakan Rapat Dewan Komisaris mengacu pada Board Manual. Rapat Dewan Komisaris terdiri dari:1. Rapat Internal yaitu rapat yang dihadiri oleh Dewan

Komisaris, dilaksanakan paling sedikit satu bulan sekali atau sesuai dengan kebutuhan;

2. Rapat koordinasi (gabungan) yaitu rapat Dewan Komisaris yang mengundang Direksi, dilaksanakan paling sedikit satu bulan sekali atau sesuai dengan kebutuhan. Tujuan rapat koordinasi untuk koordinasi tentang kinerja Perusahaan secara menyeluruh yang dibuat dalam Laporan Kinerja/Manajemen setiap bulan dan rapat khusus bila diperlukan.

POLICY AND IMPLEMENTATION OF THE BOARD OF COMMISSIONERS MEETING

The Board of Commissioners Meeting Policy refers to the Board Manual. The Board of Commissioners meetings consist of:1. Internal meetings, i.e. meetings attended by the Board

of Commissioners, held at least once a month or according to the needs.

2. Coordination (joint) meetings, i.e. the Board of Commissioners’ meetings inviting the Board of Directors, held at least once a month or according to the needs. The purpose of the coordination meetings is to coordinate the overall Company’s performance as described in montly Performance/Management Report and special meetings if necessary.

No Bab Chapter

1 Tugas, Wewenang & Kewajiban Dewan Direksi Duties, Authorities & Obligations of the Board of Directors

2 Etika Jabatan Dewan Komisaris Professional Ethics of the Board of Commissioners

3 Akses Informasi bagi Dewan Komisaris Information Access for the Board of Commissioners

4 Pembagian Kerja Komisaris Work Division of Commissioners

5 Rencana Kerja Dewan Komisaris Work Plan of the Board of Commissioners

6 Rapat Dewan Komisaris Board of Commissioners Meetings

7 Tata Tertib Rapat Dewan Komisaris Code of Conduct of the Board of Commissioners Meetings

8 Mekanisme Pembahasan dan Pengambilan Keputusan oleh Dewan Komisaris

Discussion and Decision Making Mechanism by the Board of Commissioners

9 Pertanggungjawaban Dewan Komisaris Accountability of the Board of Commissioners

10 Evaluasi Kinerja Dewan Komisaris Performance Evaluation of the Board of Commissioners

11 Organ Pendukung Dewan Komisaris• Komite Audit• Sekretaris Dewan Komisaris

Supporting Organs of the Board of Commissioners• Audit Committee• Secretary of the Board of Commissioners





Keputusan Rapat Dewan Komisaris baik internal maupun gabungan, diambil berdasarkan musyawarah untuk mufakat. Dalam hal keputusan musyawarah mufakat tidak tercapai maka keputusan diambil berdasarkan pemungutan suara setuju terbanyak. Dewan Komisaris dapat juga mengambil keputusan yang sah dan mengikat tanpa mengadakan rapat, dengan ketentuan bahwa seluruh anggota Dewan Komisaris telah disetujui secara tertulis dan ditandatangani oleh seluruh anggota Dewan Komisaris.Keputusan yang diambil mempunyai kekuatan yang sama dengan keputusan melalui rapat formal.

Sampai akhir periode pelaporan, anggota Dewan Komisaris memiliki dua Dewan Komisaris yaitu satu Komisaris Utama dan satu anggota Komisaris.

PELAKSANAAN RAPAT DAN KEHADIRAN ANGGOTA DEWAN KOMISARIS

Selama periode pelaporan, Dewan Komisaris telah menyelenggarakan 10 kali Rapat Dewan Komisaris dengan tingkat rerata kehadiran mencapai 94%. Selain itu, Dewan Komisaris telah melaksanakan 8 kali Rapat Dewan Komisaris yang mengundang Direksi.

The decisions of the Board of Commissioners meetings, both internal and joint meetings, are taken based on deliberations to reach consensus. In case that a consensus agreement is not reached then the decision taken based on voting agrees the most. The Board of Commissioners can also make legitimate and binding decisions without holding a meeting, provided that the decisions have been approved in writing and signed by all members of the Board of Commissioners. The decision taken has the same power as the decision made through a formal meeting.

Until the end of the reporting period, the Board of Commissioners consisted of two members, namely one President Commissioner and one Commissioner.

IMPLEMENTATION OF MEETINGS AND ATTENDANCE OF THE BOARD OF COMMISSIONERS

During the reporting period, the Board of Commissioners held 10 Board of Commissioners meetings with average attendance rate of 94%. In addition, the Board of Commissioners has held 8 Board of Commissioners meetings in which Board of Directors were invited.

Tabel Kehadiran Rapat Dewan Komisaris Tahun 2018Attendance Table of the Board of Commissioners Meeting in 2018

Anggota Dewan

KomisarisMember of

the Board of Commissioners

6 MaretMarch 6

22 MaretMarch

22

12 AprilApril

12

17 MeiMay 17

26 JuliJuly 26

29 AgustusAugust

29

15 Okt (lap

Agustus) Oct 15

(August report)

15 Okt (Lap

September)Oct 15

(September report)

19 NovemberNovember

19

28 DesemberDecember

28

Ardhy N. Mokobombang

Hadir Present

Hadir Present

Hadir Present

Hadir Present

Hadir Present

Hadir Present

- - - -

Gandhi Sriwidodo

- - - - - - Hadir Present

Hadir Present

Hadir Present

Hadir Present

Iwan Faidi Hadir Present

Hadir Present

Hadir Present

Hadir Present

- - - - - -

Meidawati Hadir Present

DinasAssign-ment

Hadir Present

Hadir Present

Hadir Present

Hadir Present

Hadir Present

Hadir Present

Hadir Present

DinasAssign-ment

Toto Nugroho

Hadir Present

Hadir Present

DinasAssign-ment

Hadir Present

Hadir Present

Hadir Present

Hadir Present

Hadir Present

- -





Tabel Frekuensi Rapat Dewan Komisaris Dengan Persentase Kehadiran Tahun 2018Table of Frequency of Board of Commissioners Meetings with Attendance Percentage in 2018

Agenda Rapat Dewan Komisaris Tahun 2018Agenda of Board of Commissioners Meeting 2018

Selama tahun 2018, Dewan Komisaris juga menyelenggarakan rapat dengan mengundang Direksi atau Rapat Gabungan. Total ada 8 kali pelaksanaan Rapat Gabungan.

During 2018, the Board of Commissioners also held meetings by inviting Board of Directors or Joint Meetings. There were a total of 8 joint meetings.

Nama Name

JabatanPosition

Jumlah Rapat Number of Meetings

Jumlah KehadiranNumber of Attendance

Persentase KehadiranPercentage of Attendance

Ardhy N. Mokobombang Komisaris UtamaPresident Commissioner

6 6 100%


4 4 100%


4 4 100%


10 8 80%


8 7 88%

Rerata Kehadiran Anggota Dewan KomisarisAverage attendance of the Board of Commissioners’ members

94%

No TanggalDate

Agenda RapatMeeting Agenda

Peserta RapatMeeting Participant

1 6 Maret March 6 Remunerasi dan Tantiem Remuneration and Tantiem

Dewan Komisaris dan Komite AuditBoard of Commissioners and Audit Committee

2 22 Maret March 22 Pemaparan Proyek JTB Presentation of the JTB Project

Dewan Komisaris, Komite Audit dan General Manager JTBBoard of Commissioners, Audit Committee, and General Manager JTB

3 12 April April 12 Laporan Maret March report Dewan Komisaris dan Komite AuditBoard of Commissioners and Audit Committee

4 17 Mei May 17 Laporan April April report Dewan Komisaris dan Komite AuditBoard of Commissioners and Audit Committee

5 26 Juli July 26 Laporan Juni June report Dewan Komisaris Board of Commissioners

6 29 Agustus August 29 Laporan Juli July report Dewan Komisaris Board of Commissioners

7 15 Oktober October 15 Laporan Agustus August report Dewan Komisaris Board of Commissioners

8 15 Oktober October 15 Laporan September September report Dewan Komisaris Board of Commissioners

9 19 November November 19 Laporan Oktober October report Dewan Komisaris Board of Commissioners

10 28 Desember December 28 Laporan November November report Dewan Komisaris Board of Commissioners





Nama Name

JabatanPosition



Persentase KehadiranAttendance Percentage

DEWAN KOMISARIS BOARD OF COMMISSIONERS

Ardhy N. Mokobombang Komisaris UtamaPresident Commissioner

4 4 100%


4 4 100%


3 3 100%


8 7 88%


6 5 83%

DIREKSI BOARD OF DIRECTORS

Ardhy N. Mokobombang Direktur UtamaPresident Director

8 8 100%

Gandhi Sriwidodo Direktur Penunjang BisnisBusiness Support Director

8 8 100%

Tabel Kehadiran Rapat Gabungan Dewan Komisaris dan Direksi Tahun 2018Attendance Table of Board of Commissioners and Directors Joint Meeting 2018

Tabel Frekuensi dan Persentase Kehadiran Rapat Gabungan Dewan Komisaris dan Direksi Tahun 2018Table of Frequency and Attendance Percentage Board of Commissioners and Directors Joint Meetings 2018

UraianDescription

12 AprilApril 12

17 MeiMay 17

26 JuliJuly 26

29 AgustusAugust 29

15 Okt (lap Agustus)

Oct 15(August report)

15 Okt (Lap September)

Oct 15(September

report)

19 NovemberNovember

19

28 DesemberDecember

28


Ardhy N. Mokobombang

HadirPresent

HadirPresent

HadirPresent

HadirPresent

- - - -

Gandhi Sriwidodo

- - - - HadirPresent

HadirPresent

HadirPresent

HadirPresent

Iwan Faidi HadirPresent

HadirPresent

- - - - - -

Meidawati HadirPresent

HadirPresent

HadirPresent

HadirPresent

HadirPresent

HadirPresent

HadirPresent

DinasAssignment

Toto Nugroho DinasAssignment

HadirPresent

HadirPresent

HadirPresent

HadirPresent

HadirPresent

- -


Jamsaton Nababan

HadirPresent

HadirPresent

HadirPresent

HadirPresent

HadirPresent

HadirPresent

HadirPresent

HadirPresent

Desandri HadirPresent

HadirPresent

HadirPresent

HadirPresent

HadirPresent

HadirPresent

HadirPresent

HadirPresent





Agenda Rapat Gabungan Dewan dan Komisaris Komisaris Tahun 2018Agenda of Board of Commissioners and Directors Joint Meetings in 2018

PEMANTAUAN DAN EVALUASI TINDAK LANJUT KEPUTUSAN RAPAT DEWAN KOMISARIS

Keputusan yang diambil dalam rapat Dewan Komisaris dan rapat Dewan Komisaris bersama Direksi, telah dicatat dan didokumentasikan dengan baik dalam risalah rapat Dewan Komisaris. Risalah rapat ditandatangani oleh Ketua Rapat dan didistribusikan kepada semua anggota Dewan Komisaris yang menghadiri rapat maupun tidak, serta pihak terkait apabila diperlukan. Perbedaan pendapat (disenting opinion) yang terjadi dalam rapat telah dicatat dalam risalah rapat disertai alasan mengenai perbedaan pendapat.

Dewan Komisaris bersama Komite yang dibentuk Dewan Komisaris memastikan setiap putusan Rapat telah ditindaklanjuti oleh Direksi. Secara umum seluruh keputusan Rapat Dewan Komisaris dan Rapat Dewan Komisaris bersama Direksi pada periode pelaporan, telah ditindaklanjuti dengan baik oleh Direksi.

PENILAIAN KINERJA DEWAN KOMISARIS

Kebijakan Umum mengenai evaluasi kinerja Dewan Komisaris PEPC mengacu pada Board Manual Perusahaan. Pelaksanaan penilaian kinerja Dewan Komisaris dilakukan berdasarkan keberhasilan pelaksanaan tugas dan tanggung jawab pengawasan dan pemberian nasihat

MONITORING AND EVALUATION OF FOLLOW UP ON DECISION OF THE BOARD OF COMMISSIONERS MEETINGDecisions taken in Board of Commissioners meetings and Board of Commissioners meetings with the Board of Directors have been recorded and documented properly in the minutes of the Board of Commissioners meeting. Minutes of meetings are signed by the Chairperson of the Meeting and distributed to all members of the Board of Commissioners who attend meetings or not, and related parties if necessary. Dissenting opinions in the meeting are recorded in the minutes of meeting along with their reasons.

The Board of Commissioners together with the Committees formed by the Board of Commissioners ensure that each meeting decision is followed up by the Board of Directors. In general, all decisions of the Board of Commissioners Meetings and joint meetings with the Board of Directors during the reporting period have been properly followed up by the Board of Directors.

PERFORMANCE ASSESSMENT OF THE BOARD OF COMMISSIONERSGeneral Policy on the performance evaluation of PEPC Board of Commissioners refers to the Company's Board Manual. The performance evaluation is carried out based on the accomplishment in the implementation of oversight and advisory duties and responsibilities by the

No TanggalDate


Peserta RapatMeeting Participant

1 12 April 2018April 12, 2018

Laporan Maret March report Dewan Komisaris dan Komite AuditBOC, BOD and Audit Committee

2 17 Mei 2018 May 17, 2018

Laporan April April report Dewan Komisaris dan Komite AuditBOC, BOD and Audit Committee

3 26 Juli 2018July 26, 2018

Laporan Juni June report Dewan Komisaris dan DireksiBOC and BOD

4 29 Agustus 2018August 29, 2018

Laporan Juli July report Dewan Komisaris dan DireksiBOC and BOD

5 15 Oktober 2018October 15, 2018

Laporan Agustus August report Dewan Komisaris dan DireksiBOC and BOD

6 15 Oktober 2018October 15, 2018

Laporan September September report Dewan Komisaris dan DireksiBOC and BOD

7 19 November 2018November 19, 2018

Laporan Oktober October report Dewan Komisaris dan DireksiBOC and BOD

8 28 Desember 2018December 28, 2018

Laporan November November report Dewan Komisaris dan DireksiBOC and BOD





oleh Dewan Komisaris yang telah disusun dalam Program Kerja 2018, sesuai dengan peraturan dan ketentuan yang berlaku.

Penilaian atas kinerja Dewan Komisaris pada periode pelaporan dilakukan secara kolegial bersama Direksi melalui dalam laporan tahunan dengan metode KPI dengan hasil penilaian 101,20%.

PENILAIAN KINERJAKOMITE DI BAWAH DEWAN KOMISARISSampai dengan akhir periode pelaporan, Dewan Komisaris memiliki Komite Audit dan Komite Investasi sebagai Komite yang membantu pelaksanaan fungsi pengawasan Dewan Komisaris.

• Penilaian kinerja Komite Audit baru dapat dilaksanakan sebatas kehadiran dalam rapat-rapat yang diselenggarakan Dewan Komisaris maupun Komite Audit. Hal ini dikarenakan keanggotaan Komite Audit mengalami perubahan terkait dengan berakhirnya periode jabatan Bapak Iwan Faidi sebagai Komisaris Perusahaan pada 22 Juni 2018; dan juga berakhirnya periode jabatan Ibu Lindawati Gani sebagai anggota Komite Audit pada bulan September 2018. Selanjutnya sampai dengan akhir tahun 2018 Dewan Komisaris belum menunjuk pejabat definitif Ketua dan anggota Komite Audit.

• Dewan Komisaris belum melakukan penilaian terhadap kinerja Komite Investasi, karena baru dibentuk pada 10 Desember 2018.

KOMITE NOMINASI DAN REMUNERASISampai dengan akhir tahun 2018, PEPC belum membentuk dan belum memiliki Komite Nominasi dan Remunerasi. Hal ini tidak terlepas dari status PEPC sebagai anak usaha PT Pertamina (Persero), sehingga fungsi Komite Nominasi dan Remunerasi PEPC dilaksanakan oleh Dewan Komisaris.

Dengan demikian prosedur terkait nominasi maupun remunerasi Dewan Komisaris, Direksi dan pejabat perusahaan di lingkungan PEPC, menjadi kewenangan PT Pertamina (Persero) sebagai Pemegang Saham. Dalam proses penetapannya, proses penetapan putusan pertimbangan rekomendasi Dewan Komisaris.

Board of Commissioners which have been prepared in the Work Program 2018, in compliance with applicable rules and regulations.

Assessment of the Board of Commissioners’ performance in the reporting period was carried out collegially with the Board of Directors through the annual report with the KPI method with the the assessment results of 101.20%.

PERFORMANCE ASSESSMENTOF COMMITTEE UNDER THE BOARD OF COMMISSIONERSAs of the end of the reporting period, the Board of Commissioners has had an Audit Committee and Investment Committee, as supporting committees in the implementation of the oversight function of the Board of Commissioners.• The performance assessment of the Audit Committee

was only be carried out in limited scope of attendance at meetings held by the Board of Commissioners and Audit Committee. This was due to the change in the Audit Committee’s membership as Mr. Iwan Faidi’s term of office as the Company's Commissioner expired on June 22, 2018; and the term of office of Ms. Lindawati Gani as a member of the Audit Committee expired in September 2018. Furthermore, until the end of 2018, the Board of Commissioners has not appointed a definitive official as Chairman and member of the Audit Committee.

• The Board of Commissioners has not conducted performance assessment Investment Committee, because it was only formed on December 10, 2018.

NOMINATION AND REMUNERATION COMMITTEEAs of the end of 2018, PEPC has not established and has not yet had a Nomination and Remuneration Committee. This was due to PEPC's status as a subsidiary of PT Pertamina (Persero), thus the Nomination and Remuneration Committee function is carried out by the Board of Commissioners.

Therefore the procedures related to the nomination and remuneration of the Board of Commissioners, Board of Directors and company officials within PEPC are the authority of PT Pertamina (Persero) as the Shareholder. The decision in the appointment process takes into account the Board of Commissioners' recommendations.





Selama tahun 2018, telah dilakukan evaluasi remunerasi 2018 dan tantiem tahun buku 2017 yang disampaikan kepada Pemegang Saham melalui RUPS Tahunan Tahun Buku 2017 pada agenda ke 5 dan ke 6. Adapun hasil evaluasi dan rekomendasi disampaikan ke Pemegang Saham melalui surat yang diserahkan secara langsung pada RUPS Tahunan tahun buku 2017.

DIREKSIBOARD OF DIRECTORS

Dalam struktur tata kelola PEPC, Direksi merupakan organ tata kelola yang bertugas dan bertanggung jawab secara kolegial mengurus Perusahaan dan mewakili Perusahaan baik di dalam maupun di luar pengadilan. Masing-masing anggota Direksi dapat melaksanakan tugas mengambil keputusan sesuai pembagian tugas dan wewenangnya, namun pelaksanaan tugas oleh masing-masing anggota Direksi tetap merupakan tanggung jawab bersama.

DASAR, KRITERIA DAN PROSES PENGANGKATAN ANGGOTA DIREKSIDireksi diangkat dan ditetapkan dalam RUPS. Pengangkatan Direksi Perusahaan mengacu pada ketentuan perundang-undangan yang berlaku di Indonesia, dengan mempertimbangkan persyaratan yang ditetapkan Anggaran Dasar Perusahaan.

Persyaratan untuk dipilih dan diangkat sebagai anggota Direksi, sesuai Anggaran Dasar Perusahaan adalah:

• Orang Perseorangan yang mampu melaksanakan perbuatan hukum dan tidak pernah dinyatakan pailit atau tidak pernah menjadi anggota Direksi atau Komisaris yang dinyatakan bersalah

• Tidak pernah menyebabkan suatu perseroan dinyatakan pailit

• Bukan orang yang pernah dihukum karena melakukan tindak pidana yang merugikan keuangan Negara dalam waktu 5 (lima) tahun sebelum pengangkatannya

• Keahlian, integritas, kepemimpinan, pengalaman, jujur dan perilaku yang baik serta berdedikasi tinggi

• Antara para anggota Direksi dan anggota Komisaris tidak boleh ada hubungan keluarga sedarah sampai derajat ketiga baik menurut garis lurus maupun garis kesamping atau hubungan semenda (menantu atau ipar)

In the governance structure of PEPC, the Board of Directors is a governance organ that has collegial duty and responsibility to manage the Company and represent the Company both inside and outside the court. Each member of the Board of Directors can carry out the duty of making decisions in accordance with the division of duties and authority, however the implementation of duties by each member of the Board of Directors remains a shared responsibility.

BASIS, CRITERIA AND PROCESS OF APPOINTMENTOF THE BOARD OF DIRECTORS’ MEMBERSMembers of Board of Directors are appointed in the GMS. The appointment of the Company's Board of Directors refers to the provisions of applicable laws in Indonesia, taking into account the requirements stipulated in the Company's Articles of Association.

Requirements to be elected and appointed as a member of the Board of Directors, according to the Company's Articles of Association are:• Individuals who are capable of carrying out legal

actions and have never been declared bankrupt or have never been found guilty as members of a Board of Directors or Commissioners

• Never cause a company to go bankrupt

• Not a person who has been convicted of a criminal offense that is damaging to the State's finances within 5 (five) years prior to his appointment

• Having expertise, integrity, leadership, experience, honesty and good behavior and highly dedicated

• Between fellow members of the Board of Directors, between Members of the Board of Directors and members of the Board of Commissioners there must be no family relations to the third degree either in a straight line or collateral line (inlaws).

During 2018, the evaluation of remuneration for fiscal year 2018 and tantiem for fiscal year 2017 was submitted to the Shareholders through the Annual GMS Fiscal Year 2017 on the 5th and 6th agenda. The results of the evaluation and recommendations were submitted to the Shareholders through letters submitted directly to the Annual GMS fiscal year 2017.





Untuk menjamin profesionalisme dan integritas calon anggota Direksi, Pemegang Saham menyelenggarakan uji kelayakan dan kepatutan (fit and proper test). Uji kelayakan dan kepatutan dilakukan untuk mengetahui integritas, kompetensi, reputasi, dan pengalaman yang dibutuhkan calon anggota Direksi dalam menjalankan fungsi dan tugas masing-masing.

Anggota Direksi yang telah diangkat dan ditetapkan akan menjabat sampai dengan 5 (lima) tahun dan dapat diangkat kembali untuk 1 (satu) kali masa jabatan, tanpa mengurangi hak RUPS untuk memberhentikan setiap waktu melalui keputusan RUPS dengan menyebutkan alasannya. Pemberhentian dapat dilakukan apabila anggota Direksi yang bersangkutan, di antaranya: • Tidak dapat memenuhi kewajibannya yang telah

disepakati dalam kontrak manajemen; • Tidak dapat melaksanakan tugasnya dengan baik; • Tidak lagi memenuhi persyaratan dan/atau melanggar

ketentuan Anggaran Dasar dan/atau peraturan perundang-undangan yang berlaku;

• Terlibat dalam tindakan yang merugikan Perseroan dan/atau Negara;

• Dinyatakan bersalah berdasarkan putusan pengadilan yang mempunyai kekuatan hukum tetap.

KOMPOSISI DIREKSI DAN PERIODE JABATAN

Selama tahun 2018, susunan Direksi PEPC hanya dijabat oleh Direktur Utama dan Direktur Business Support sedangkan posisi jabatan Direktur Operasi dan Direktur Pengembangan vacant. Selama periode pelaporan, tidak terjadi perubahan keanggotaan Direksi.

To guarantee the professionalism and integrity of candidate members of the Board of Directors, Shareholders hold a fit and proper test. The fit and proper test is carried out to determine the integrity, competence, reputation, and experience needed by candidate members in performing their respective functions and duties.

Members of the Board of Directors who have been appointed will hold office for up to 5 (five) years and can be reappointed for 1 (one) term of office, without prejudice to the right of the GMS to terminate at any time through the GMS resolution citing the reason. Dismissal can be made if the concerned member of the Board of Directors:

• Unable to fulfill his/her obligations as agreed in the management contract;

• Unable to perform their duties properly;• No longer meet the requirements and/or violates

the provisions of the Articles of Association and/or applicable laws and regulations;

• Involved in actions that are harmful to the Company and/or the State;

• Found guilty based on court decisions that have permanent legal force.

COMPOSITION OF THE BOARD OF DIRECTORS AND TERM OF OFFICEDuring 2018, the composition of PEPC Board of Directors only consisted of President Director and Business Support Director while the position of Operations Director and Development Director were vacant. During the reporting period, there was no change in the Board of Directors' membership.





Dengan demikian sampai dengan 31 Desember 2018, komposisi anggota Direksi ada dua orang, yang terdiri dari satu orang Direktur Utama dan satu orang Direktur.

Thus, as of December 31, 2018, there were two members in the Board of Directors composition. They consisted of a President Director and one Director.

NamaName

JabatanPosition

Dasar PengangkatanBasis of Appointment

Periode JabatanTerm of Office

Jamsaton Nababan


• Keputusan Pemegang Saham secara sirkuler tentang Penetapan Pejabat Definitif Direktur Utama tanggal 12 September 2018.

• Akta Pernyataan Keputusan Pemegang Saham PEPC tentang Penetapan Pejabat Definitif Direktur Utama No. 04 tanggal 10 Oktober 2018.

• Keputusan Pemegang Saham Secara Sirkuler tentang Pergantian Direksi tanggal 14 November 2017.

• Akta Pernyataan Keputusan Pemegang Saham PEPC tentang Pergantian Direksi No. 39 tanggal 30 November 2017.

• Circular Resolution of Shareholders on Appointment of Definitive Official for President Director dated September 12, 2018.

• Deed of Declaration of PEPC Shareholders’ Resolution on Appointment of Definitive Official for President Director No. 04 dated October 10, 2018.

• Circular Resolution of Shareholders on the Change of Board of Directors dated November 14, 2017.

• Deed of Declaration of PEPC Shareholders' Resolution on Change of Board of Directors No. 39 dated November 30, 2017.

14 November 2017 – 14 November 2020

November 14, 2017 – November 14, 2020

Desandri Direktur Penunjang BisnisBusiness Support Director

• Keputusan Pemegang Saham secara sirkuler tentang Penetapan Pejabat Definitif Direktur Business Support tanggal 7 Maret 2018.

• Akta Pernyataan Keputusan Pemegang Saham PEPC tentang Penetapan Pejabat Definitif Direktur Business Support No. 06 tanggal 6 April 2018.

• Keputusan Pemegang Saham Secara Sirkuler tentang Pengangkatan Direktur Business Support tanggal 7 Februari 2017.

• Akta Pernyataan Keputusan Rapat PEPC tentang Pengangkatan Direktur Business Support No 18 tanggal 16 Februari 2017.

• Circular Resolution of Shareholders on the Appointment of Definitive Official for Business Support Director dated March 7, 2018.

• Deed of Declaration of PEPC Shareholders’ Resolution on the Appointment of Definitive Official for Business Support Director No. 06 dated April 6, 2018.

• Circular Resolution of Shareholders on Appointment of Business Support Director dated February 7, 2017.

• Deed of PEPC Meeting Resolution on Appointment of Business Support Director No. 18 dated February 16, 2017.


TUGAS, WEWENANG DAN TANGGUNG JAWAB DIREKSI

• Melaksanakan pengurusan Perusahaan sesuai untuk kepentingan dan tujuan Perusahaan;

• Memelihara dan mengurus kekayaan Perusahaan; • Mewakili Perusahaan di dalam maupun di luar

Pengadilan serta melakukan segala tindakan dan perbuatan baik mengenai pengurusan maupun mengenai pemilikan kekayaan Perusahaan serta mengikat Perusahaan dengan pihak lain dan/atau pihak lain dengan Perusahaan;

DUTIES AND RESPONSIBILITIES OF THE BOARD OF DIRECTORS• Conducting the company management in accordance

with its interest and objectives;• Maintaining and managing the assets of the company;• Representing the Company inside and outside the

Court as well as performs all good deeds regarding both the management and ownership of the Company’s assets and also binding the Company to other parties and/or other parties to the Company;

Komposisi Dewan Komisaris Per 31 Desember 2018 dan Dasar PengangkatanComposition of the Board of Commissioners As of December 31, 2018 and the Appointment Basis





• Mencurahkan tenaga, pikiran dan perhatian secara penuh kepada tugas, kewajiban dan pencapaian tujuan Perseroan;

• Menyiapkan rancangan RJPP yang merupakan rencana strategis yang memuat sasaran dan tujuan Perusahaan yang hendak dicapai dalam jangka waktu 5 (lima) tahun, yang telah ditandatangani bersama dengan Dewan Komisaris disampaikan kepada RUPS untuk mendapatkan pengesahan;

• Menyiapkan rancangan RKAP Perusahaan yang merupakan penjabaran tahunan dari RJPP Perusahaan dan selanjutnya disampaikan kepada RUPS untuk mendapatkan pengesahan;

• Mengadakan dan memelihara pembukuan dan administrasi Perusahaan sesuai kelaziman yang berlaku bagi suatu Perusahaan;

• Dalam waktu 6 (enam) bulan setelah tahun buku Perseroan ditutup, menyampaikan Laporan Tahunan dan Laporan Manajemen yang telah ditandatangani oleh Direksi dan Dewan Komisaris kepada RUPS untuk mendapatkan pengesahan;

• Menyusun sistem akuntansi sesuai Standar Akuntansi Keuangan dan berdasarkan prinsip-prinsip pengendalian intern, terutama fungsi verifikasi, pencatatan, pelaporan penyimpanan dan pengawasan;

• Memberikan pertanggungjawaban dan segala keterangan tentang keadaan jalannya Perusahaan berupa laporan kegiatan Perusahaan termasuk laporan keuangan baik dalam bentuk Laporan Tahunan maupun dalam bentuk laporan berkala menurut cara dan waktu yang ditentukan serta setiap kali diminta oleh RUPS.

PEMBAGIAN TUGAS DAN TANGGUNG JAWAB DIREKSI

Pembagian tugas dan tanggung jawab Direksi PEPC didasarkan pada ketentuan internal Perusahaan sesuai dengan bidangnya. Pembagian tugas dan tanggung jawab Direksi diungkap dalam tabel.

• Fully dedicate the energy, thought and attention to the duties, responsibilities and the achievement of Company objectives;

• Drafting the Company’s Long Term Plan which is a strategic plan in setting the goals and objectives of the Company to be achieved within a 5 (five) years period, which is signed along with the Board of Commissioners to be submitted to GMS for approval;

• Preparing the Company’s Work Plan & Budget which is an annual elaboration of Company’s Long Term Plan and then submitted to the GMS for approval;

• Preparing and maintaining accountancy and administration of the Company in accordance with applicable standards for a Company.

• Within six (6) months after the closure of Company’s fiscal year, BOD submit the Annual Report and Management Report signed by the BOD and the BOC to the GMS for approval.

• Organizing an accounting system in accordance with Financial Accounting Standard and based on internal control principles, especially the function of verification, recording, reporting, storage and monitoring.

• Providing the accountability and all information about the Company’s performance stated in the Company’s report form activities including financial statements both in the form of an annual or periodic reports by the method and time specified and whenever requested by GMS.

DIVISION OF DUTIES AND RESPONSIBILITIES OF THE BOARD OF DIRECTORSThe division of duties and responsibilities of the PEPC Directors is based on the Company's internal provisions in accordance with their fields. The division of duties and responsibilities of the Board of Directors is presented in the table below.





Tabel Pembagian Tugas Anggota DireksiTable of Division of Duties of Members of the Board of Directors

Jabatan Position Tugas dan Tanggung Jawab Duties and Responsibilities


• Menetapkan rencana strategis dan anggaran perusahaan jangka menengah dan panjang.

• Mengarahkan dan memantau implementasi rencana strategis PEPC.

• Membina kemitraan secara strategis dengan MCL dalam mengelola blok migas.

• Bertindak sebagai OpCom Chairman Block Cepu.• Memastikan kapabilitas dan kompetensi SDM PEPC

sesuai dengan standard dan kebutuhan baik saat ini maupun jangka Panjang.

• Berkoordinasi dengan ESDM, SKK MIGAS, PEMDA, Pertamina Korporat, EMCL dan pihak eksternal lainnya dalam mendukung pengelolaan kegiatan PEPC.

• Memastikan program CSR diimplementasikan.

• Establishing the company’s strategic plans and budgets for medium and long-term period.

• Directing and monitoring the implementation of PEPC strategic plan.

• Building a strategic partnership with MCL in managing oil and gas block.

• Acting as OpCom Chairman of Cepu Block.• Ensuring the capability and competency of PEPC

HR in accordance with the current and long-term standard and needs.

• Coordinating with the Ministry of Energy and Mineral Resources, SKK MIGAS, local governments, Corporate Pertamina, EMCL and other external parties in supporting the management of PEPC activities.

• Ensuring the implementation of CSR programs.

Direktur OperasiOperations Director

• Menetapkan rencana strategis dan anggaran operasi jangka menengah dan panjang.

• Mengarahkan dan memantau implementasi rencana strategis operasi.

• Membina kemitraan secara stratejik dengan EMCL dalam pengelolaan bersama wilayah kerja Blok Cepu.

• Menyusun rencana optimalisasi produksi dan efisiensi.

• Memastikan seluruh SDM pelaksana operasi dan produksi memiliki kapablitas dan kompetensi sesuai standard dan kebutuhan, sehingga kegiatan operasi dapat berjalan dengan optimal.

• Berkoordinasi dengan ESDM, SKK MIGAS, PEMDA, Pertamina Korporat, EMCL dan pihak eksternal lainnya dalam mendukung pengelolaan kegiatan operasi produksi PEPC.

• Memastikan seluruh kegiatan operasi produksi sesuai dengan ketentuan/ standard HSSE.

• Establishing the company’s strategic plans and budgets for medium and long-term period.

• Directing and monitoring the implementation of operating strategic plan.

• Building a strategic partnership with EMCL in joint management of Cepu Block working area.

• Preparing production optimization and efficiency plans.

• Ensuring all HR of operations and production possess capabilities and competencies in accordance with the standard and requirements to optimize operations.

• Coordinating with the Ministry of Energy and Mineral Resources, SKK MIGAS, local governments, Corporate Pertamina, EMCL and other external parties in supporting the management of production activities of PEPC.

• Ensuring all of production activities are in accordance with the HSSE provisions/standards.

Direktur PengembanganDevelopment Director

• Menetapkan rencana strategis dan anggaran development jangka menengah dan panjang.

• Mengarahkan dan memantau implementasi rencana strategis dibidang engineering, pengembangan proyek, serta new Venture.

• Membina kemitraan secara strategis dengan EMCL dalam mengelola kegiatan pengelolaan proyek pada tahap pengembangan baik pada blok minyak maupun gas.

• Menyusun rencana peningkatan efisiensi dalam hal perancangan dan pengembangan.

• Memastikan seluruh SDM di seluruh Direktorat Development memiliki kapabilitas dan kompetensi sesuai kebutuhan serta standar industri.

• Berkoordinasi dengan ESDM, SKK MIGAS, PEMDA, Pertamina Korporat, EMCL dan pihak eksternal lainnya dalam mendukung kegiatan pengembangan/ engineering (EPC).

• Memastikan seluruh kegiatan pengembangan sesuai dengan ketentuan/ standar HSSE.

• Establishing the strategic plan and development budgets for medium and long-term period.

• Directing and monitoring the implementation of strategic plan in engineering, project development and new venture.

• Building strategic partnership with EMCL in managing activities for project in development phase both for oil and gas blocks.

• Preparing the efficiency improvement plan in design and development.

• Ensuring all HR in Development Directorate possess capabilities and competencies in accordance with the requirements and standard of industry.

• Coordinating with the Ministry of Energy and Mineral Resources, SKK MIGAS, local governments, Corporate Pertamina, EMCL and other external parties in supporting engineering, procurement and construction (EPC) activities.

• Ensuring all of the development activities are in accordance with the HSSE provisions/standards.





Jabatan Position Tugas dan Tanggung Jawab Duties and Responsibilities

Direktur business supportDirektur business support

• Menetapkan rencana strategis (jangka panjang) Direktorat General Affairs, yang meliputi bidang Human Capital, General Services, Gas Marketing, dan Keuangan.

• Merencanakan, mengarahkan dan mengendalikan seluruh kegiatan pendukung operasional bisnis, dan memastikan selaras dengan rencana strategis Perusahaan.

• Memastikan kebutuhan Perusahaan atas tenaga kerja terpenuhi dengan baik dan tepat waktu.

• Memastikan anggaran Perusahaan terkendali dengan baik, sehingga kegiatan operasional Perusahaan dapat berjalan dengan lancar.

• Memastikan kebutuhan Perusahaan atas barang dan jasa terpenuhi dengan baik sesuai dengan kebijakan dan ketentuan Perusahaan yang berlaku.

• Mengarahkan kegiatan gas marketing dalam mencapai target yang ditetapkan, serta memastikan selaras dengan rencana bisnis Perusahaan.

• Establishing long-term strategic plan of the General Affairs Directorate, encompassing Human Capital, General Services, Gas Marketing and Finance.

• Planning, directing and controlling all of business operations supporting activities and ensuring their alignment with the company’s strategic plan.

• Ensuring the company’s needs of manpower are met properly and timely.

• Ensuring the company’s budget is properly managed, so that the company’s operations can run well.

• Ensuring the company’s needs of goods and services are properly met in accordance with the applicable policies and provisions of the company.

• Directing the gas marketing activities in meeting the target that has been set as well as ensuring it to be aligned with the company’s business plan.

Pelaksanaan Tugas dan Tanggung Jawab Direksi Tahun 2018Selama tahun 2018, Direksi telah menjalankan tugas dan tanggung jawabnya dalam mengurus Perusahaan.

Pelaksanaan Program KerjaDireksi telah merealisasikan pencapaian target-target dalam indikator utama KPI meliputi Finansial, Operasi Unggul, Pertumbuhan, HSSE dan pengelolaan sumber daya manusia (SDM).

Keputusan-keputusan Strategis1. RKAP

a. Penerapan HSSE Excellenceb. Meningkatkan Produksi & Lifting Minyakc. Pelaksanaan Project JTB & Pengembangan Project

Kedung Kerisd. Strategic Initiative & Continuous Improvement

Programe. Penerapan Business Ethicsf. Operational Excellenceg. Meningkatkan Kompetensi Pekerjah. Meningkatkan Satisfaction & Engagement Pekerjai. Meningkatkan Satisfaction & Engagement Customerj. Efisiensi di segala lini

2. Perubahan desain proses dari semula AGRU (Sulfinol/ SHELL) + AGE (Flexsorb/EMRE)+ Claus (SHELL) menjadi AGRU (Selexol/UOP) + Membrane (UOP) + Cansolv (SHELL) + Bayqik (SHELL)

Implementation of Duties and Responsibilities of the Board of Directors in 2018During 2018, the Board of Directors has carried out its duties and responsibilities in managing the Company.

Implementation of Work ProgramThe Board of Directors has realized the achievement of Key Performance Indicators (KPI) targets including Financial, Operational Excellence, Growth, HSSE and human resource management.

Strategic Decisions1. WP&B

a. Application of HSSE Excellenceb. Increasing Oil Production & Liftingc. JTB Project Implementation & Kedung Keris Project

Developmentd. Strategic Initiative & Continuous Improvement

Programe. Application of Business Ethicsf. Operational Excellenceg. Increasing Employee Competenceh. Increasing Employee Satisfaction & Engagementi. Improving Customer Satisfaction & Engagementj. Efficiency on all lines

2. Changes in the design process from AGRU (Sulfinol/SHELL) + AGE (Flexsorb/EMRE) + Claus (SHELL) to AGRU (Selexol/UOP) + Membrane (UOP) + Cansolv (SHELL) + Bayqik (SHELL)





INDEPEDENSI DIREKSI Independensi Direksi menjamin terlaksananya peran dan tanggung jawab masing-masing Direksi dijalankan dengan sungguh-sungguh dan patuh terhadap peraturan yang berlaku. Indikator yang menunjukkan independensi Direksi antara lain tidak adanya rangkap jabatan, kepemilikan saham yang tidak sesuai dengan peraturan serta tidak adanya hubungan keluarga satu sama lain maupun dengan Direksi dan Pemegang Saham.

Selama tahun 2018, anggota Direksi Perusahaan tidak merangkap jabatan yang dilarang oleh ketentuan Anggaran Dasar Perusahaan maupun peraturan perundang-undangan yang berlaku tentang pelaksanaan GCG.

INDEPENDENCE OF THE BOARD OF DIRECTORS The independence of BOD guarantees the implementation of each Director’s roles and responsibilities properly and in compliance with the applicable regulations. The indicators that indicate independence of BOD are the absence of concurrent positions, no shareholding that does not comply with regulations and the absence of family relationship with fellow members of BOD and Shareholders.

During 2018, all members of PEPC Board of Directors did not hold any concurrent positions prohibited by the Articles of Association of the Company as well as the applicable laws and regulations on the GCG implementation.

No Nama kegiatan Name of Activity Tanggal Date

1 Management Walk Through (MWT) Direksi ke Proyek JTB Management Walk Through (MWT) of Board of Directors to JTB Project

24 Januari 2018January 24, 2018

2 Perpisahan Bupati Bojonegoro Bojonegoro Regent Farewell function

9 Maret 2018March 9, 2018

3 MWT Direktur Business Support MWT of Business Support Director

3 Mei 2018May 3, 2018

4 Peresmian kantor Talok dan MWT Direktur UtamaInauguration of Talok office and MWT of President Director

7 Mei 2018May 7, 2018

5 Safari Ramadhan PEPC di Desa Dolokgede Kecamatan Tambakrejo – Bojonegoro PEPC Ramadan Safari to Dolokgede Village, Tambakrejo District - Bojonegoro

22 Mei 2018May 22, 2018

6 MWT Direktur Business Support dan Safari Ramadhan Cluster Bojonegoro MWT of Business Support Director and Ramadan Safari to Bojonegoro Cluster

27 Mei 2018May 27, 2018

7 MWT Direktur Utama PEPC MWT of PEPC President Director

26 Juli 2018July 26, 2018

8 MWT Lintas Direktorat Direktur Sumber Daya Manusia Pertamina bersama dengan Dirut PEPC Cross Directorates MWT by Pertamina Human Resources Director and PEPC President Director


9 Kunjungan Dirut PEPC ke Komisi VII DPRD Bojonegoro PEPC President Director visit to Commission VII of Bojonegoro Regional House of Representatives (DPRD)


10 Progress update Proyek JTB dari Direktur Utama PEPC ke SKK Migas Jabanusa JTB Project progress update from PEPC President Director to SKK Migas Jabanusa


Tabel Kunjungan Kerja DireksiTable of Board of Directors' Working Visits

3. Pengembalian Cash Call Proyek Lapangan Unitisasi Jambaran – Tiung Biru (JTB) kepada Badan Kerja sama PI Blok Cepu (BKS)

4. Project Financing untuk Proyek Pengembangan Lapangan Unitisasi Jambaran – Tiung Biru (JTB)

Kunjungan Kerja DireksiDireksi PEPC telah melakukan beberapa kunjungan kerja sebagai bagian dari pelaksanaan tugas dan tanggung jawabnya.

3. Cash Call Refunds of Jambaran - Tiung Biru Unitization Field Project (JTB) to PI Cepu Block Cooperation Agency (BKS)

4. Project Financing for Jambaran - Tiung Biru Unitization Field Development Project (JTB)

Board of Directors' Working VisitsPEPC Board of Directors carried out several working visits as part of its duties and responsibilities.





PIAGAM DIREKSI SEBAGAI PEDOMAN DAN TATA TERTIB KERJA DIREKSI

Dalam menjalankan fungsi dan peran pengawasannya, Direksi merujuk Board Manual sebagai Pedoman Kerja yang disusun berdasarkan prinsip-prinsip hukum korporasi, ketentuan Anggaran Dasar, peraturan dan ketentuan perundang-undangan yang berlaku, arahan Pemegang Saham, serta praktik-praktik terbaik GCG.

BOD CHARTER AS GUIDELINES AND WORK PROCEDURES OF BOD

In performing their duties, BOD refers to the Board Manual as Work Guidelines prepared based on the corporate law principles, the provisions of the Articles of Association, applicable laws and regulations, the Shareholders’ directives as well as the Good Corporate Governance best practices.

Board ManualBoard Manual

KEBIJAKAN DAN PELAKSANAAN RAPAT DIREKSI

Pelaksanaan Rapat Direksi mengacu pada Anggaran Dasar Perusahaan dan Board Manual. Sesuai Board Manual, Rapat Direksi diadakan setiap sebulan sekali atau setiap waktu apabila dipandang perlu oleh seorang atau lebih anggota Direksi atau atas permintaan tertulis dari seorang atau lebih anggota Dewan Komisaris atau Pemegang Saham yang memiliki jumlah saham terbesar, dengan menyebutkan hal-hal akan dibicarakan. Rapat dilaksanakan di tempat kedudukan Perusahaan atau tempat kegiatan usaha Perusahaan atau ditempat wilayah Republik Indonesia yang ditetapkan oleh Direksi.

POLICY AND IMPLEMENTATION OF THE BOARD OF DIRECTORS MEETINGImplementation of Board of Directors Meetings refers to the Company's Articles of Association and the Board Manual. In accordance with the Board Manual, Board of Directors Meeting is held once a month or at any time deemed necessary by one or more members of the Board of Directors or at the written request of one or more members of the Board of Commissioners or Shareholders who have the largest number of shares, stating matters that will be discussed. Meetings are held at the Company's domicile or the place of business of the Company or in the territory of the Republic of Indonesia as determined by the Board of Directors.

Bab

Tugas, Wewenang dan Kewajiban Direksi Duties, Authorities and Obligations of the Board of Directors

Indepedensi (Kemandirian) Direksi Independence of the Board of Directors

Etika Jabatan Anggota Direksi Code of Ethics for the Board of Directors’ Members

Rapat Direksi Board of Directors Meeting

Mekanisme Pembahasan dan Pengambilan Keputusan Oleh Direksi Discussion and Decision Making Mechanism by the Board of Directors

Evaluasi Kinerja Direksi Board of Directors Performance Evaluation

Organ Pendukung Direksi Board of Directors’ Supporting Organs

FREKUENSI RAPAT, TINGKAT KEHADIRAN DAN AGENDA RAPAT DIREKSI Selama tahun 2018, Direksi telah melaksanakan rapat internal sebanyak 9 kali. Selain itu, Direksi juga menghadiri rapat gabungan dengan Dewan Komisaris sebanyak 8 kali.

KETENTUAN KUORUM DAN PENGAMBILAN KEPUTUSANSesuai ketentuan dalam Anggaran Dasar Perusahaan, Rapat Direksi adalah sah dan berhak mengambil keputusan-keputusan yang mengikat, apabila dihadiri oleh lebih dari ½ (satu per dua) jumlah anggota Direksi dan Wakilnya.

FREQUENCY, ATTENDANCE RATE AND AGENDA OF BOARD OF DIRECTORS MEETING During 2018, the Board of Directors held 9 internal meetings. In addition, the Board of Directors also attended 8 times of joint meetings with the Board of Commissioners.

PROVISIONS OF QUORUM AND DECISION MAKINGIn accordance with the provisions in the Articles of Association of the Company, the Board of Directors Meeting is legal and has the right to make binding decisions, if attended by more than ½ (one half) of the members of the Board of Directors and their Deputies.





Tabel Kehadiran Rapat Direksi Tahun 2018Attendance Table of the Board of Directors Meeting in 2018

Tabel Frekuensi Rapat Direksi dan Persentase Kehadiran Tahun 2018Table of BOD Meeting Frequency and Attendance Percentage in 2018

Agenda Rapat Direksi Tahun 2018Agenda of Board of Directors Meeting 2018

NamaName

Jan Feb Mar Apr Mei Jun Nov Des Des

31 15 1 12 16 7 15 6 19

Jamsaton Nababan

V V V V V V V V V

Desandri V V V V V - V V V

Nama Name

JabatanPosition



Persentase KehadiranAttendance Percentage

Jamsaton Nababan Direktur UtamaPresident Director

9 9 100%

Desandri Direktur Penunjang BisnisBusiness Support Director

9 8 88,9%

Rerata Kehadiran Anggota Dewan KomisarisAverage Attendance of Board of Directors’ Members

94.5%

No TanggalDate


Peserta RapatMeeting Participants

1 31 Jan 2018Jan 31, 2018

• Safety Moments Safety Moments• Program HSSE PEPC PEPC HSSE Program• Monitoring SP (Surat Perintah) Monitoring of Work Order (SP)• Issues Tracking Register Issues Tracking Register

• Jamsaton Nababan• Desandri

2 15 Feb 2018Feb 15, 2018

• Safety Moments Safety Moments• Digital Transformation Digital Transformation• Tracking Register Tracking Register


3 1 Mar 2018March 1, 2018

• Safety Moments Safety Moments• Dry Run RUPS TB 2017 Dry Run RUPS TB 2017


4 12 Apr 2018Apr 12, 2018

• Safety Moments Safety Moments• BKS Non- Participation pada Proyek JTB BKS Non-Participation in JTB Project • JTB Project Financing Status Update JTB Project Financing Status Update


5 16 Mei 2018May 16, 2018

• Safety Moments Safety Moments• Dry Run BOD – BOC Meeting Dry Run of BoD - BoC Meeting• Hasil Appraisal calon lahan kompensasi Perhutani JTB Appraisal Results of

prospective Perhutani JTB compensation land• Persiapan rangkaian acara Ramadhan 1439 H Preparation of Ramadan 1439 H events


6 7 Juni 2018June 7, 2018

• Safety Moments Safety Moments• JTB H2S Variation Study JTB H2S Variation Study• Calon Lahan Kompensasi Perhutani JTB Prospective Compensation Land of

Perhutani JTB• WBS& CBS Proyek JTB WBS & CBS JTB Project• Lain-Lain Others

• Pengadaan Genset untuk JC Wellpad pasca ECW Completion Procurement of Genset for JC Wellpad after ECW Completion

• Proses Approval PR/PO/GR/SA Proyek JTB secara berjenjang Approval Process of PR/PO/GR/ SA of JTB Project in stages

• Utilisasi Direksi Keet ECW Directors Utilization of Keet ECW






KEBIJAKAN SUKSESI DIREKSI

Kebijakan regenerasi kepemimpinan PEPC disesuaikan dengan kebijakan suksesi yang berlaku di PT Pertamina (Persero) sebagai induk perusahaan. Secara umum suksesi kepemimpinan Perusahaan bersumber dari internal dan eksternal, dalam hal ini adalah PT Pertamina (Persero).

Secara internal, PEPC menyiapkan berbagai program bagi para pejabat Perusahaan untuk menerima tongkat estafet kepemimpinan melalui pelatihan atau aktivitas terkait bidang manajemen, strategis bisinis, perencanaan strategis, analisis risiko dan potensi bisnis, analisa kinerja operasional dan keuangan serta berbagai program lainnya.

Sesuai prosedur pengangkatan anggota Direksi PEPC, PT Pertamina (Persero) melalui Direksi melakukan proses seleksi untuk menentukan calon anggota Direksi PEPC yang selanjutnya disampaikan kepada Dewan Komisaris Pertamina. Calon anggota bisa berasal dari internal PEPC maupun eksternal dari PT Pertamina (Persero) atau Anak Perusahaan PT Pertamina (Persero) lain.

Dewan Komisaris PT Pertamina (Persero) kemudian melakukan uji kelayakan dan kepatutan. Berdasarkan hasil uji tersebut Dewan Komisaris PT Pertamina (Persero) kemudian menetapkan calon anggota Direksi PEPC dan menyerahkan kepada Direksi PT Pertamina (Persero) untuk diputuskan dalam RUPS. Calon Direksi Perusahaan yang telah diangkat dan ditetapkan oleh RUPS, menandatangani kontrak manajemen dengan Direksi PT Pertamina (Persero) sebagai representasi Pemegang Saham, sebelum ditetapkan menjadi anggota Direksi.

BOARD OF DIRECTORS SUCCESSION POLICY

The PEPC leadership regeneration policy is adapted to the succession policy applied at PT Pertamina (Persero) as the holding company. In general, the source for the Company's leadership succession is from internal and external sources, in which case is PT Pertamina (Persero).

Internally, PEPC prepares various programs for Company officials to receive leadership batons through training or activities on management, strategic business, strategic planning, risk analysis and business potential, analysis of operational and financial performance and various other programs.

In accordance with the procedure for the appointment of PEPC Board of Directors’ members, PT Pertamina (Persero) through the Board of Directors conducts a selection process to determine the candidate members of PEPC Board of Directors which are then submitted to Pertamina Board of Commissioners. Candidate members may come from internal PEPC or externally from PT Pertamina (Persero) or other Subsidiaries of PT Pertamina (Persero).

The Board of Commissioners of PT Pertamina (Persero) then holds fit and proper tests. Based on the test results, the Board of Commissioners of PT Pertamina (Persero) then assigns candidates to the Board of Directors of PEPC and submits to the Board of Directors of PT Pertamina (Persero) to be decided at the GMS. Candidate Directors of the Company who have been appointed by GMS, sign a management contract with the Board of Directors of PT Pertamina (Persero) as a representation of Shareholders, before officially become members of the Board of Directors.

No TanggalDate


Peserta RapatMeeting Participants

7 1 Nov 2018Nov 1, 2018

• Safety Moments Safety Moments• Tagihan Lead Negotiator dari EMCL Lead Negotiator Bill from EMCL• Hasil Due Diligence Offtake Sulfur JTB Results of JTB Sulfur Offtake Due Diligence• Project Financing Status Update Project Financing Status Update


8 19 Des 2018Dec 19, 2018

• Safety Moments Safety Moments• Dry Run PEPC BOD – BOC meeting Dry Run of PEPC BoD - BoC meeting• Lain – lain Others

• Realisasi ABI PEPC 2018 Realization of the PEPC ABI2018• Penyusunan Materi PEPC untuk Dit. Hulu (JTB History, JTB S-Curve, Stakeholder

Periodic Report Format, Subsurface Opportunities) Preparation of PEPC Materials for Upstream Directorate (JTB History, JTB S-Curve, Stakeholder Periodic Report Format, Subsurface Opportunities)

• Status GCG Compliance Status of GCG Compliance






Mekanisme Kebijakan Sukses Direksi PEPCMechanism of PEPC BOD Succession Policy

Direksi Pertamina menyampaikan calon Direksi PEPC terpilih kepada Dewan

Komisaris disertai penjelasan mengenai prosedur dan proses

penetapannya

Pertamina Board of Directors submits the selected candidates

of the PEPC Board of Directors to the Board of Commissioners

along with the explanation on the procedures and the

determination process

Dewan Komisaris Pertamina melakukan penilaian terhadap

proses penjaringan, proses penilaian menentukan

kelayakan dan kepatuhan (fit and proper) dan penetapan yang dilakukan oleh Direksi

Pertamina untuk memberikan penetapan tertulis

Pertamina Board of Commissioners, assess the

selection process, the appraisal process performs to determine

their fitness and properness made by Pertamina Board of Directors to provide written

statement

Dewan Komisaris Pertamina memberikan penetapan tertulis kepada Direksi

Pertamina dalam waktu selambat-lambatnya 15 hari kalender. Dalam hal Dewan Komisaris belum atau tidak

memberikan persetujuan tertulis dalam jangka waktu

tersebut, maka dianggap telah menyetujui usulan Direksi

PertaminaPertamina Board of

Commissioner provides written statement to Pertamina Bard

of Directors no later than 15 calender days. While the

Board of Commissioners has not or did not provide the

written statement within the time period, the proposal is

considered as approved

RUPS Penetapan Anggota Direksi Perusahaan

GMS Appointment of Company’s Board of Directors Members

KEPUTUSAN RUPST SATU TAHUN SEBELUMNYADAN PELAKSANAANNYADalam Laporan ini disertakan pembahasan mengenai hasil RUPST 2017 untuk tahun buku 2016 dan RUPST 2016 untuk tahun buku 2015, serta pelaksanaannya. Pengungkapan informasi ini sesuai ketentuan dalam Surat Edaran Otoritas Jasa Keuangan (SEOJK) No.30/SEOJK.04/2016 tentang Bentuk dan Isi Laporan Tahunan Emiten Atau Perusahaan Publik, namun telah disesuaikan dengan status PEPC sebagai Perseroan Terbatas tertutup.

KEPUTUSAN RUPST 2017 UNTUK TAHUN BUKU 2016RUPST 2016 diselenggarakan pada 23 Maret 2017, bertempat di Jakarta. Risalah Rapat tertuang dalam Akta Berita Acara RUPST PEPC tertanggal 23 Maret 2017 No. 73 yang dibuat oleh Notaris Marianne Vincentia Hamdani, SH. Seluruh keputusan sesuai dengan mata acara yang telah ditetapkan dalam RUPS, telah dilaksanakan Direksi. Dengan demikian Laporan ini tidak mengungkapkan informasi tentang adanya keputusan RUPST 2017 untuk tahun buku 2016 yang belum dilaksanakan Direksi sampai dengan berakhirnya tahun buku 2018.

LAST YEAR’S AGMS RESOLUTIONS AND IMPLEMENTATIONThis report included a discussion of results of the AGMS 2017 for fiscal year 2016 and the AGMS 2016 for fiscal year 2015, and their implementation. The information disclosure is in accordance with the provisions in the Financial Services Authority Circular (SEOJK) No.30/SEOJK.04/2016 concerning the Form and Content of the Annual Report of Issuers or Publicly Listed Companies, with adjustments to PEPC's status as a non-listed Limited Liability Company.

RESOLUTIONS OF AGMS 2017 FOR FISCAL YEAR 2016 The AGMS 2016 was held on March 23, 2017, in Jakarta. The Minutes of Meeting were set out in the Deed of Minutes of PEPC AGMS No. 73 dated March 23, 2017, made by Notary Marianne Vincentia Hamdani, SH. All resolutions, based on the agenda established in the GMS, have been implemented by the Board of Directors. Therefore, this report did not disclose information about the AGMS 2017 resolutions for fiscal year 2016 that has not been implemented by the Board of Directors until the end of fiscal year 2018.





PENILAIAN KINERJA DIREKSI

Penilaian kinerja Direksi dilakukan secara kolektif kolegial maupun individual oleh Pemegang Saham. Penilaian kinerja Direksi berdasarkan pada pelaksanaan tugas dan tanggung jawab Direksi, rencana kerja Direksi dan target yang telah disepakati. Indikator penilaian kinerja Direksi tahun 2018 adalah pencapaian kontrak kerja manajemen dalam Key Performance Indicators (KPI) Korporat yang meliputi:

• Group KPI mencakup Aspek keuangan; • Division KPI mencakup: Financial, Operational

Excellence, Growth, HSSE & People Management.

Evaluasi kinerja Direksi dilakukan setiap tiga bulan dan tahunan. Penilaian atas realisasi kinerja yang tertuang dalam KPI dipertanggungjawabkan melalui RUPS Tahunan dan dilakukan penilaian atas pencapaian KPI berdasarkan target yang telah disepakati.

PERFORMANCE ASSESSMENT OF THE BOARDS OF DIRECTORS The performance assessment of the Board of Directors was performed through collective collegial and also individual by the Shareholders. The performance assessment of the BOD is based on the implementation of BOD’s duties and responsibilities, the BOD’s work plan and mutually agreed targets. The performance assessment indicator of the BOD is the achievement of management work contract in Corporate Key Performance Indicator (KPI) 2017 which included:• KPI Group, covers financial aspect;• KPI Division covers; Financial, Operational Excellence,

Growth, HSSE & People Management. The performance evaluation of the Board of Directors is conducted quarterly and annually. Performance evaluation realization contained in the KPI is accounted for through the Annual GMS and an evaluation of KPI’s achievement is based on agreed targets.

Tabel Pencapaian KPI Direktur Utama dan Direktur Bussiness SupportTable of KPI Achievement of President Director and Director of Business Support

PENILAIAN KINERJAFUNGSI PENDUKUNG PELAKSANAAN TUGAS DIREKSISesuai struktur organisasi tata kelola dalam mengurus Perusahaan, Direksi didukung oleh Fungsi Legal & Relation dan Fungsi Sekretaris Perusahaan yang mendukung pelaksanaan tugas Direksi. Sejalan dengan penerapan GCG, pada tahun 2018 Direksi juga melakukan penilaian terhadap kinerja masing-masing fungsi.

Penilaian dilakukan berbasis pencapaian target-target kinerja dalam KPI. Secara umum hasil penilaian memperlihatkan masing-masing Fungsi telah menjalankan tugas dan tanggung jawabnya dengan baik.

PERFORMANCE ASSESSMENTOF SUPPORTING DIRECTORS FUNCTION DUTIES In accordance with the governance structure of the organization in managing the Company, the Board of Directors is supported by the Legal & Relations Function and the Corporate Secretary Function that supports the implementation of the duties of the Board of Directors. In line with the GCG implementation, in 2018 the Directors also evaluate the performance of each function.

Assessment is based on performance targets in the KPI. In general, the results of the assessment show that each function has carried out its duties and responsibilities properly.

UraianDescription

TW1 TW2 TW3 TW4


101.16% 99.79% 101.52% 101.20%

Direktur Bussiness SupportBussiness Support Director

96.92% 93.95% 97.53% 100.95%





KEBIJAKAN KEBERAGAMANKOMPOSISI DEWAN KOMISARIS DAN DIREKSIDIVERSITY POLICY COMPOSITION OF BOARD OF COMMISSIONERS AND BOARD OF DIRECTORS

KEBIJAKAN KEBERAGAMAN KOMPOSISI DEWAN KOMISARIS DAN DIREKSISejalan dengan penerapan GCG, proses pengangkatan anggota Dewan Komisaris dan Direksi juga mempertimbangkan keberagaman berdasarkan latar belakang keahlian, kompetensi, pengetahuan, pendidikan dan pengalaman kerja. Tujuannya agar mendapatkan anggota Dewan Komisaris dan Direksi yang sesuai dengan kebutuhan dalam pelaksanaan tugas dan wewenang masing- masing.

Kebijakan keberagaman Dewan Komisaris dan Direksi telah diatur secara umum dalam Board Manual, yaitu pada Bab Persyaratan Pengangkatan Anggota Dewan Komisaris dan Direksi. Sampai dengan akhir periode pelaporan, komposisi Direksi telah memperhatikan keberagaman keahlian, pengalaman, dan pengetahuan yang dibutuhkan.

DIVERSITY POLICY COMPOSITION OF BOARD OF COMMISSIONERS AND BOARD OF DIRECTORSIn line with the implementation of GCG, the appointment of the Board of Commissioners and Board of Directors’ members also considers diversity based on the background of expertise, competence, knowledge, education and work experience. The aim is to find the members who qualify the requirements to carry out their respective duties and authorities.

The diversity policy of the Board of Commissioners and Board of Directors are generally regulated in the Requirements Chapter for Appointment of Members of the Board of Commissioners and Board of Directors, in the Board Manual. Until the end of the reporting period, the composition of the Board of Directors has taken into account the diversity of required expertise, experience and knowledge.

Tabel Keberagaman Komposisi Dewan KomisarisTable of Diversity in the Composition of Board of Commissioners

Arief Budiman1

Laki-Laki Male42 tahun 42 years

Pendidikan TerakhirMaster of Business Administration (Honors) dari the Wharton School, University of Pennsylvania

Pengalaman Kerja• President Direktur PT McKinsey Indonesia dan Partner Associate di

Booz Allen & Hamilton (USA) Summer Associate• Investment Banking di Merrill Lynch Associate di Booz Allen &

Hamilton (USA) • Sistem Engineer du Pilar Pradhana Ekatama

KeahlianKemampuan Kepemimpinan (Co-Founder) dari Yayasan Pemimpin Muda Indonesia, Teknik Industri Master of Business Administration

Latest EducationMaster of Business Administration (Honors) from the Wharton School, University of Pennsylvania

Work Experience• President Director of PT McKinsey Indonesia and Partner Associate at Booz Allen & Hamilton (US)Summer Associate• Investment Banking at Merrill Lynch Hamilton (USA) • System Engineer du Pilar Pradhana Ekatama

ExpertiseLeadership Capability (Co-Founder) of Yayasan Pemimpin Muda Indnesia Foundation Industrial Engineering Master of Business Administration

1Menjabat sampai dengan 31 Januari 2018 1 Serving up to January 31, 2018





Dody Priambodo2


Pendidikan TerakhirMagister Teknik Geologi Minyak dari Institut Teknologi Bandung

Pengalaman Kerja• SPV Eksplorasi Dit.Hulu PT Pertamina (Persero) Exploration & New

Discovery Project Director• PT Pertamina EP Vice President Exploration • PT Pertamina EP Vice President Asia - Amerika • PT PHE

KeahlianTeknik Geologi Minyak

Denie S. Tampubolon3


Pendidikan TerakhirSarjana Teknik Geodesi dari Institut Teknologi Bandung

Pengalaman Kerja• Ahli Prosesing Geofisika Eksplorasi – Dit EP – Jakarta• PPM/PJ Ahli Utama Data Base – Jakarta• Staff Perbantuan – OPEC – Austria• Non Establish – Jakarta• Analis Utama Ren. Evaluasi Pengembangan Usaha – Jakarta• Staf Ahli Wakil Direktur Utama – Korporat dan KP Pertamina• Manager Upstream Business Intelligence – Dit. Hulu – KP

Pertamina• Staf Khusus Menteri ESDM – KP Pertamina• Staf Ahli Direktur Utama – KP Pertamina• VP Upstream Business Growth – KP Pertamina• Presiden Direktur PT Pertamina Internasional EP• SVP Upstream Business Development – Dit. Hulu – KP Pertamina

KeahlianTeknik Geodesi

Latest EducationBachelor in Geodesy Engineering from Bandung Institute of Technology

Work Experience• Geophysical Exploration Processing Expert – Dit. EP – Jakarta• PPM/PJ Senior Expert of Data Base - Jakarta• Seconded Staff - OPEC - Austria• Non Establish – Jakarta• Senior Analyst of Business Development Plan Evaluation – Jakarta• Expert Staff of Vice President Director - Corporate and KP

Pertamina• Upstream Business Intelligence Manager – Upstream Directorate -

KP Pertamina• Special Staff of Minister of Energy and Mineral Resources - KP

Pertamina• Expert Staff of President Director - KP Pertamina• VP Upstream Business Growth - KP Pertamina• President Director of PT Pertamina Internasional EP• SVP Upstream Business Development – Upstream Directorate - KP

Pertamina

ExpertiseGeodesy Engineering

Latest EducationMaster of Geodetic Engineering from Bandung Institute of Technology

Work Experience• SPV Exploration of Upstream Directorate, PT Pertamina (Persero) Exploration & New Discovery Project Director• PT Pertamina EP Vice President Exploration • PT Pertamina EP Vice President of Asia - America• PT PHE

ExpertiseGeodetic Engineering

2 Menjabat sampai dengan 31 Januari 20183 Menjabat sampai dengan 31 Januari 2018

2 Serving up to January 31, 20183 Serving up to January 31, 2018





Iwan Faidi4


Pendidikan TerakhirDoktor dalam bidang Akuntansi (S3) Universitas Padjajaran

Pengalaman KerjaAsisten Deputi Peningkatan Daya Saing Koperasi dan UMKMAsisten Deputi Pengembangan Kewirausahaan di Kementerian Koordinator Bidang Perekonomian,Kepala Biro Umum di Kementerian Koordinator Bidang Perekonomian,Inspektur di Kementerian Koordinator Bidang Perekonomian,Anggota Tim Sekretariat Komite Kebijakan Kredit Usaha Rakyat di Kepala Bidang Pasar Modal dan Lembaga Keuangan dan Kementerian Koordinator Bidang Perekonomian,Kepala Bidang Pengawasan Penerimaan, BPKPKepala Seksi Pengawasan Lembaga-Lembaga Keuangan BUMN/BUMD di Badan Pengawasan Keuangan dan PembangunanWidyaiswara, Sekolah Tinggi Akuntansi NegaraSenior Auditor, Direktorat Perencanaan, BPKPAkuntan, Direktorat Jenderal Lembaga-Lembaga Keuangan,Kementerian KeuanganJunior Akuntan, Keinspekturan Bea dan Cukai, Kementerian Keuangan

KeahlianAkuntansi

Ardhy Mokobombang5


Pendidikan TerakhirS1 Teknik Kimia Institut Teknologi Bandung

Pengalaman Kerja• Lecturer di Jurusan Teknik Kimia, ITB• Trainee di Bimbingan Profesi Sarjana Teknik Pengolahan Batch XIII

di Pengolahan Unit 3• Process Engineer, Supervisor dan Section Head di Pengolahan Unit 3• Senior Manager of Operation and Manufacturing (SMOM)• GM Pengolahan Unit 3• VP Strategic Planning, Business Development and Operational

Risk (SPBD & OR)• President Commissioner PT Trans Pacific Petrochemical Indotama

• President Director Patra-SK• VP Supply Chain Planning & Optimization, ISC• SVP Refining Operation• Direktur Mega Proyek Pengolahan dan Petrokimia

KeahlianAkuntansi

Latest EducationBachelor in Chemical Engineering, Bandung Institute of Technology

Work Experience• Lecturer in Chemical Engineering Department, ITB,• Trainee in Process Engineering Training for Engineer Batch XIII at

Processing Unit 3,• Process Engineer, Supervisor and Section Head at Processing Unit 3• Senior Manager of Operations and Manufacturing (SMOM)• GM Processing Unit 3• VP Strategic Planning, Business Development and Operational

Risk (SPBD & OR)• President Commissioner of PT Trans Pacific Petrochemical

Indotama• President Director of Patra-SK• VP Supply Chain Planning & Optimization, ISC• SVP Refining Operation, • Director of Processing and Petrochemical Mega Project

ExpertiseAccounting

Latest EducationDoctorate in Accounting, Padjadjaran University

Work ExperienceAssistant Deputy for Increasing Competitiveness of Cooperatives and MSMEs, Assistant Deputy for Entrepreneurship Development at the Coordinating Ministry for Economic Affairs, Head of the General Affairs Bureau at the Coordinating Ministry for Economic Affairs,Inspector at the Coordinating Ministry for Economic Affairs,Member of the People's Business Credit Policy Committee Secretariat Team at the Head of Capital Market and Financial Institutions Division and the Coordinating Ministry for Economic Affairs, Head of Income Supervision Division, BPKP, Head of State/Regional Owned (BUMN/BUMD) Financial Institution Supervision Section at Finance and Development Supervisory Agency, Widyaiswara, State Accounting College Senior Auditor, Planning Directorate, BPKP, Accountant, Directorate General of Financial Institutions, Ministry of FinanceJunior Accountant, Inspectorate of Customs and Excise, Ministry of Finance

ExpertiseAccounting

4 Menjabat sampai dengan 22 Juni 20185 Menjabat sampai dengan 31 Agustus 2018

4 Serving up to June 22, 20185 Serving up to August 31, 2018`





MeidawatiPerempuan Female54 tahun 54 years

Pendidikan TerakhirS1 Teknik Pertambangan Universitas Sriwijaya

Pengalaman Kerja• Staff Penganggaran Dit HL-PPU• Asisten Manajer Perencanaan & Penganggaran PEP• Manajer Manajemen Investasi PEP,• VP Strategic Planning & Manajemen Risiko PEP,• VP Planning, Project & Risk Management PHE• SVP Upstream, Strategic Planning & Operation Evaluation

KeahlianBudgeting

Latest EducationBachelor in Mining Engineering, University of Sriwijaya

Work Experience• Budgeting Staff at Dit. HL-PPU• Assistant Manager of Planning & Budgeting of PEP• Investment Management Manager of PEP,• VP Strategic Planning & Risk Management of PEP,• VP Planning, Project & Risk Management of PHE• SVP Upstream, Strategic Planning & Operation Evaluation

ExpertiseBudgeting

Toto Nugroho6


Pendidikan TerakhirS1 Teknik Gas & Petrokimia Universitas Master of Chemical Engineering – Universitas of TexasExec MBA, INSEAD Global Leadership

Pengalaman Kerja• Process Engineering, Kilang RU IV Balongan• Teknologi Informasi Scientific Application,• Ast Man Strategi Korporat,• Ast Man Overseas Business Development• Manager Governance & Performance – ISC• Manager & Renewable Energy Business Development,• Direktur Utama Pertamina Energy Services,• Strategic Advisor to Finance Director,• President Direktur PT Pertamina Gas• SVP ISC

KeahlianAkuntansi

Gandhi Sri WidodoLaki-Laki Male55 tahun 55 years

Pendidikan TerakhirS1 Teknik Kimia Universitas Diponegoro dan Magister Manajemen Marketing-Universitas Hasanudin

Pengalaman KerjaMemulai karir di Pertamina sejak Tahun 1991 dan pernah menjabat VP Industrial Fuel Marketing PT Pertamina (Persero) dan sebagai Direktur Utama PT Pertamina Patra Niaga

Latest EducationBachelor’s degree in Chemical Engineering, Diponegoro University and Master of Marketing Management-University of Hasanudin

Work ExperienceStarted his career at Pertamina since 1991 and served as VP Industrial Fuel Marketing at PT Pertamina (Persero) and as President Director of PT Pertamina Patra Niaga

Latest EducationBachelor in Gas & Petrochemical Engineering, UniversityMaster of Chemical Engineering - University of TexasExec MBA, INSEAD Global Leadership

Work Experience• Process Engineering, RU IV Refinery, Balongan• Scientific Application Information Technology,• Asst. Manager of Corporate Strategy,• Asst. Manager of Overseas Business Development• Manager of Governance & Performance – ISC• Manager of New & Renewable Energy Business Development,• President Director of Pertamina • Energy Services, Strategic Advisor to Finance Director,• President Director of PT Pertamina Gas• SVP ISC

ExpertiseAccounting

6 Menjabat sampai dengan 7 Desember 2018 6 Serving up to December 7, 2018





PROGRAM PENGENALAN BAGI ANGGOTA DEWAN KOMISARIS DAN DIREKSI Pada tahun 2018, Perusahaan telah mengangkat Bapak Ardhy Mokobombang, Ibu Meidawati dan Bapak Toto Nugroho pada 31 Januari 2018. Kemudian tanggal 31 Agustus 2018 Bapak Ardhy Mokobombang digantikan dengan Bapak Gandhi Sriwidodo sebagai Komisaris Utama. Selanjutnya Perusahaan menyelenggarakan program pengenalan bagi mereka. Program pengenalan dilakukan secara bersamaan melalui forum rapat Dewan Komisaris dan Direksi.

Materi yang diperkenalkan kepada anggota Direksi baru meliputi:• Pelaksanaan prinsip-prinsip tata kelola perusahaan

yang baik; • Gambaran mengenai Perusahaan berkaitan dengan

tujuan, sifat, dan lingkup kegiatan, kinerja keuangan dan operasi, strategi, rencana usaha jangka pendek dan jangka panjang, posisi kompetitif, risiko dan masalah-masalah strategis lainnya;

• Keterangan berkaitan dengan kewenangan yang didelegasikan, audit internal dan eksternal, sistem dan kebijakan pengendalian internal, termasuk Komite Audit;

• Keterangan mengenai tugas dan tanggung jawab Dewan Komisaris dan Direksi serta hal-hal yang tidak diperbolehkan.

INDUCTION PROGRAM FOR MEMBERS OF BOARD OF COMMISSIONERS AND BOARD OF DIRECTORSIn 2018, the Company appointed Mr. Ardhy Mokobombang, Mrs. Meidawati and Mr. Toto Nugroho on January 31. Then on August 31, 2018 Mr. Ardhy Mokobombang was replaced by Mr. Gandhi Sriwidodo as President Commissioner. Furthermore, the Company held an induction program for the newly appointed members. The induction program was held simultaneously through the forum of Board of Commissioners and Board of Directors meetings.

Materials introduced to new Directors include:

• Implementation of good corporate governance principles;

• An overview of the Company related to objectives, nature and scope of activities, financial and operating performance, strategies, short-term and long-term business plans, competitive position, risks and other strategic issues;

• Information about authority delegation, internal and external audits, internal control system and policy, including the Audit Committee;

• A description of duties and responsibilities of the Board of Commissioners and Board of Directors as well as matters that are prohibited.





KEBIJAKAN REMUNERASI DEWAN KOMISARIS DAN DIREKSI REMUNERATION POLICYBOARD OF COMMISSIONERS AND BOARD OF DIRECTORS

KEBIJAKAN REMUNERASI DEWAN KOMISARIS DAN DIREKSIKebijakan remunerasi bagi Dewan Komisaris dan Direksi PEPC mengacu pada beberapa ketentuan yang berlaku di Indonesia, yaitu:1. Undang-Undang PT Undang-Undang Republik

Indonesia No.40 Tahun 2007 tentang Perseroan Terbatas Pasal 113;

2. Peraturan Menteri No. PER-02/MBU/06/2016 tentang Perubahan Atas Peraturan Menteri Badan Usaha Milik Negara No.PER-04/MBU/2014 tentang Pedoman Penetapan Penghasilan Direksi, Dewan Komisaris, dan Dewan Pengawas Badan Usaha Milik Negara;

3. Anggaran Dasar Perusahaan; 4. Keputusan Pemegang Saham Secara Sirkuler PEPC

tentang Penghasilan Direksi dan Dewan Komisaris tanggal 3 Agustus 2017

5. Surat dari Direktorat SDM, SVP Human Capital Development No. R-039/K10000/2018-S8 tanggal 7 Juni 2018 perihal Tantiem/ Insentif Kinerja/ Kompensasi atas kinerja (KAK) Board of Director (BOD) dan Board of Commisioners (BOC) Anak Perusahaan / Perusahaan Patungan Tahun Buku 2017.

PROSEDUR PENGUSULAN PENETAPAN REMUNERASI DEWAN KOMISARIS DAN DIREKSI

Sesuai peraturan yang berlaku, besaran penghasilan Dewan Komisaris dan Direksi ditetapkan oleh Rapat Umum Pemegang Saham (RUPS) dengan pertimbangan kinerja Perusahaan, dikaitkan dengan remunerasi yang berlaku umum di industri hulu migas.

Mekanisme penetapan remunerasi diawali dengan pengajuan usulan dari Direksi kepada Dewan Komisaris. Selanjutnya usulan tersebut dibahas dan dikaji Dewan Komisaris yang selanjutnya menyampaikan rekomendasi kepada RUPS. Selanjutnya RUPS yang akan mempelajari rekomendasi Dewan Komisaris dan memberikan persetujuan penetapan remunerasi.

REMUNERATION POLICY OF BOARD OF COMMISSIONERS AND BOARD OF DIRECTORSThe remuneration policy for the Board of Commissioners and Directors of PEPC refers to several provisions that apply in Indonesia, namely:1. Law of the Republic of Indonesia No.40 of 2007

concerning Limited Liability Company, Article 113;

2. Ministerial Regulation No. PER-02/MBU/06/2016 concerning Amendment to Minister of State-Owned Enterprises Regulation No.PER-04/MBU/2014 on Guidelines to Establish the Income of Board of Directors, Board of Commissioners, and Supervisory Board of State-Owned Enterprises;

3. Articles of Association of the Company;4. PEPC Circular Resolution of Shareholders on the Income

of Board of Directors and Board of Commissioners dated August 3, 2017

5. Letter from the HR Directorate, SVP Human Capital Development No. R-039/K10000/2018-S8 dated June 7, 2018 regarding Tantiem/Performance/ Compensation Incentives for Performance (KAK) of Board of Directors (BOD) and Board of Commissioners (BOC) of Subsidiaries/Joint Venture Companies for Fiscal Year 2017.

PROCEDURE FOR REMUNERATION PROPOSALOF THE BOARD OF COMMISSIONERS AND BOARD OF DIRECTORSIn accordance with applicable regulations, the income of the Board of Commissioners and Board of Directors is determined by the General Meeting of Shareholders (GMS) with consideration of the Company's performance, and remuneration generally applicable in the upstream oil & gas industry.

The mechanism for determining remuneration starts with the submission of proposals from the Board of Directors to the Board of Commissioners. The proposal is later discussed and reviewed by the Board of Commissioners who then makes recommendations to the GMS. The GMS will study the recommendations from the Board of Commissioners and gives approval to establish the remuneration.





INDIKATOR PENETAPAN REMUNERASI DEWAN KOMISARIS DAN DIREKSI

Penetapan penghasilan yang termasuk dalam remunerasi Dewan Komisaris dan Direksi, berupa gaji atau honorarium, tunjangan dan fasilitas yang bersifat tetap, dilakukan dengan mempertimbangkan faktor skala usaha, faktor kompleksitas usaha, tingkat inflasi, kondisi dan kemampuan keuangan Perusahaan, dan faktor-faktor lain yang relevan. Penetapan tidak boleh bertentangan dengan peraturan perundang-undangan sesuai dengan ketentuan yang diatur dalam Peraturan Menteri BUMN Nomor: PER-04/MBU/2014 tentang Pedoman Penetapan Penghasilan Direksi, Dewan Komisaris.

INDICATORS OF REMUNERATION ESTABLISHMENTFOR BOARD OF COMMISSIONERS AND BOARD OF DIRECTORS Income included in the remuneration for Board of Commissioners and Board Directors, in the form of salaries or honorariums, permanent benefits and facilities, is established by considering factors of business scale, business complexity, inflation rate, financial conditions and capabilities of the Company, and other relevant factors. The remuneration establishment must not conflict with the laws and regulations in accordance with the provisions stipulated in the Minister of SOEs Regulation Number: PER-04/MBU/2014 on Guidelines for Establishing Income for Board of Directors, Board of Commissioners.

Tabel Struktur Remunerasi Dewan Komisaris dan Direksi Tahun 2018Table of Board of Commissioners and Directors Remuneration Structure 2018

No Remunerasi Dewan KomisarisBoard of Commissioners Remuneration

Remunerasi DireksiBoard of Directors Remuneration

1 Honorarium Honorariums Gaji Salaries

2 Tunjangan Terdiri atas :1. Tunjangan Transport2. Tunjangan Hari Raya Keagamaan3. Aspurjab4. Tunjangan Pajak

Benefits Consisting of:1. Transport Allowance2. Religious Holidays Allowance

3. Aspurjab (Pension Fund)4. Tax Benefits

Tunjangan Terdiri atas :1. Tunjangan Perumahan (Utilities)2. Tunjangan Hari Raya Keagamaan3. Aspurjab4. Tunjangan Pajak

Benefits Consisting of :1. Housing Allowance (Utilities)2. Religious Holidays Allowances3. Aspurjab (Pension Fund)4. Tax Benefits

3 Fasilitas terdiri dari :1. Fasilitas Kesehatan & Bantuan Hukum2. Fasilitas Komunikasi & Sarana TIFacilities consist of:1. Health & Legal Aid Facilities2. IT & Communication Facilities

Fasilitas terdiri dari :1. Fasilitas Kendaraan Ringan2. Fasilitas Kesehatan & Bantuan Hukum3. Fasilitas Komunikasi & Sarana TIFacilities consist of: 1. Light Vehicle Facilities2. Health & Legal Aid Facilities3. IT & Communication Facilities

4 Tantiem Tantiem

Skema mekanisme penetapan remunerasi Dewan Komisaris dan DireksiScheme of remuneration establishment mechanism of the Board of Commissioners and the Board of Directors


Mengajukan usulan kepada Dewan Komisaris mengenai

besaran remunerasi.

Submits a proposal to the BOC regarding the amount of

remuneration


Melakukan kajian penatapan remunerasi dan mengajukan

usulan kepada RUPS.

Review the remuneration and propose it to RUPS.

RUPSMempelajari usulan Dewan Komisaris dan memberikan

persetujuan penetapan remunerasi.

Review the proposal of BOC and grant the approval to the

remuneration.





Tabel Metode Penghitungan Remunerasi Dewan Komisaris dan DireksiTable of Remuneration Calculation Methods for the Board of Commissioners and Directors

Struktur RemunerasiRemuneration Structure

Metode Perhitungan Calculation Methods

Dewan Komisaris Board of Commissioners Direksi Board of Directors

Gaji/HonorariumSalary/Honorarium

Honorarium Komisaris Utama sebesar 45% dari Gaji Direktur Utama.Honorarium of President Commissioner is 45% of the Salary of President Director.

Gaji Direktur Utama sebesar Rp144.600.000.Salary of the President Director is Rp144,600,000.

Honorarium Komisaris sebesar 90% dari Honorarium Komisaris Utama.A Commissioner’s honorarium is 90% of President Commissioner's Honorarium.

Gaji Direktur sebesar 90% dari Gaji Direktur Utama.A Director's salary is 90% of President Director's salary.

Tunjangan Benefits

Tunjangan transportasi diberikan 20% dari honorarium masing-masing Komisaris Utama/Komisaris.Transportation allowance is 20% of each honorarium of President Commissioner/ Commissioner.

Tunjangan Perumahan (termasuk didalamnya Tunjangan Utilities) diberikan sebesar :1. Dirut: Rp27.500.0002. Direksi : 90% dari Tunjangan Perumahan3. Direktur Utama Housing Allowances (including Utilities allowances) are given in the amount of:1. President Director: Rp27,500,0002. Directors: 90% of Housing Allowances3. President Director

Tunjangan KomunikasiCommunication Allowance

Tunjangan komunikasi diberikan untuk masing-masing anggota Dewan Komisaris.Communication allowances are given for each member of the Board of Commissioners.

Tunjangan komunikasi diberikan untuk masing-masing anggota Direksi.Communication allowances are given for each member of the Board of Directors.

Tunjangan Hari RayaReligious Holiday Allowance

Diberikan sebesar satu kali honorarium. Given as much as one time honorarium.

Diberikan sebesar satu kali gaji.Given as much as one time salary.

Fasilitas KesehatanHealth facilities

Fasilitas kesehatan diberikan berupa:• Rawat jalan dan obat• Rawat inap dan obat• Medical check up

Health facilities are provided in the form of:• Outpatient and medication• Inpatient and medication• Medical check-up

Fasilitas Bantuan HukumLegal Assisstance Facility

Diberikan fasilitas bantuan hukum (termasuk Asuransi Director & Office Liability).Legal assistance facilities (including Insurance Director & Office Liability) is provided.

Tantiem Komisaris Utama 45% (empat puluh lima persen) dari Direktur Utama.President Commissioner received 45% (forty five percent) of the President Director’s.

Direktur Utama sebesar Rp3.759.600.000 (Gross)President Director received Rp3,759,600,000 (Gross)

Anggota Dewan Komisaris sebesar 40,5% (empat puluh persen koma lima) dari Direktur Utama.Members of the Board of Commissioners received 40.5% (forty percent point five) of the President Director’s.

Anggota Direksi 90% (Sembilan puluh persen) dari Direktur Utama.Members of the Board of Directors received 90% (ninety percent) of the President Director’s.





JUMLAH REMUNERASI DEWAN KOMISARIS DAN DIREKSIPenetapan jumlah remunerasi Dewan Komisaris dan Direksi untuk tahun buku 2018 ditentukan berdasarkan Keputusan Pemegang Saham Secara Sirkuler PEPC tentang Penghasilan Direksi dan Dewan Komisaris tanggal 3 Agustus 2017.

AMOUNT OF REMUNERATION OF BOARD OF COMMISSIONERS AND BOARD OF DIRECTORSThe establishment of the Board of Commissioners and Board of Directors’ remuneration for fiscal year 2018 was based on the PEPC Circular Resolution of Shareholders on the Income of the Board of Directors and Board of Commissioners on August 3, 2017.

Tabel Remunerasi yang Diterima Dewan Komisaris dan Direksi Tahun Buku 2018Table of Remuneration Received by the Board of Commissioners and Board of Directors Fiscal Year 2018

Tabel Rincian Jumlah Remunerasi yang Diperoleh Dewan Komisaris Tahun Buku 2018Table of Detailed Amount of Remuneration Received by Board of Commissioners Fiscal Year 2018

Tabel Rincian Jumlah Remunerasi yang Diperoleh Direksi Tahun Buku 2018Table of Detailed Amount of Remuneration Received by Board of Directors Fiscal Year 2018

TANTIEMPemberian tantiem bagi Dewan Komisaris dan Direksi Perusahaan, mengacu pada Surat Keputusan Pemegang Saham tentang Penetapan Penghargaan atas Kinerja Tahunan (Tantiem) Direksi dan Dewan Komisaris Perseroan Tahun Buku 2017. Berdasarkan ketentuan tersebut maka bagi anggota Dewan Komisaris PEPC yang berasal dari Direksi dan Pekerja PT Pertamina (Persero) berlaku ketentuan sebagai berikut:• Direksi PT Pertamina (Persero) tidak berhak menerima

pembayaran Tantiem/Insentif Kinerja/Kompensasi Atas Kinerja (KAK). Tantiem/Insentif Kinerja/Kompensasi Atas Kinerja (KAK) yang menjadi haknya

TANTIEMProvision of tantiem for the Board of Commissioners and the Board of Directors, referred to Decree on Reward for Annual Performance (Tantiem) of the Board of Directors and the Board of Commissioners of the Company for Fiscal Year 2017. Based on this provision, PEPC Board of Commissioners’ members from the Board of Directors and employees of PT Pertamina (Persero), the following provisions apply:• The Board of Directors of PT Pertamina (Persero)

is not entitled to Tantiem/Performance Incentives/Compensation Over Performance (KAK). Tantiem/Performance Incentives/Compensation Over

JabatanPosition

Take Home Pay (Rp/Net)Take Home Pay (Rp/Net)

Tunjangan Lain (Rp/Net)Other Benefits (Rp/Net)

Dewan KomisarisBoard of Commissioners

58,563,000 11,712,600

DireksiBoard of Directors

130,140,000 24,750,000

Uraian Description 2018 2017 2016

Di Atas Rp2 miliar Above Rp2 billion 1 - -

Di Antara Rp1 miliar - Rp2 miliar Between Rp1 billion - Rp2 billion

- 4 4

Di Bawah Rp1 miliarBelow Rp1 billion

3 - -

Uraian Description 2018 2017 2016

Di Atas Rp2 miliar Above Rp2 billion 2 4 4

Di Antara Rp1 miliar - Rp2 miliar Between Rp1 billion - Rp2 billion

- - -

Di Bawah Rp1 miliarBelow Rp1 billion

- - -





akan dibayarkan Perseroan kepada PT Pertamina (Persero) sebagai jasa manajemen.

• Pekerja PT Pertamina (Persero) berhak menerima Tantiem/Insentif Kinerja/Kompensasi Atas Kinerja (KAK) setelah dikurangi bonus yang diterima bersangkutan dari PT Pertamina (Persero), dengan formula perhitungan yaitu: besaran Tantiem/Insentif Kinerja/Kompensasi Atas Kinerja (KAK) net – besaran bonus net.

• Dalam hal pekerja PT Pertamina (Persero) menerima Tantiem/Insentif Kinerja/Kompensasi Atas Kinerja (KAK) lebih kecil dari bonus yang diterima PT Pertamina (Persero), maka yang bersangkutan tidak berhak menerima Tantiem.

• Bagian Tantiem/Insentif Kinerja/Kompensasi Atas Kinerja (KAK) dari Komisarsi Perseroan yang merupakan pekerja PT Pertamina (Persero) yang tidak dibayarkan kepada yang bersangkutan berdasarkan ketentuan butir b dan c di atas akan dibayarkan oleh Perseroan kepada PT Pertamina (Persero) sebagai penghasil lain–lain.

Tabel Besaran Tantiem Atas Kinerja Tahunan Direksi dan Dewan Komisaris Tahun Buku 2018Table of Amount of Tantiem on Annual Performance of Board of Directors and Board of Commissioners Fiscal Year 2018

BONUS KINERJA DAN NON KINERJA DEWAN KOMISARIS DAN DIREKSIBonus kinerja anggota Dewan Komisaris dan Direksi Perusahaan berupa tantiem, sedangkan bonus non kinerja yang diterima berupa Tunjangan Hari Raya. Selama tahun 2018, baik Dewan Komisaris maupun Direksi tidak menerima opsi saham dari PEPC.

PERFORMANCE AND NON-PERFORMANCE BONUSBOARD OF COMMISSIONERS AND BOARD OF DIRECTORSThe performance bonus for the members of PEPC Board of Commissioners and Board of Directors is in form of tantiem, while non-performance bonus received by each member of the Board of Directors is in form of Religious Holiday Allowance. Throughout 2018, both Board of Commissioners and Board of Directors did not receive stock option from PEPC.

Struktur RemunerasiRemuneration

Structure

Metode PerhitunganCalculation Method

Direksi Board of Directors Dewan Komisaris Board of Commissioners

Tantiem Direktur Utama Rp3.759.600.000,- (Gross)President Director Rp3,759,600,000 (Gross)

Komisaris Utama 45% Dari Direktur Utama Rp1.691.820.000President Commissioner 45% of President Director’s Rp1,691,820,000

Anggota Direksi 90% Dari Direktur Utama Rp3.383.640.000(Gross)Member of Board of Directors 90% of President Director’s Rp3,383,640,000(Gross)

Dewan Komisaris 40,5% dari Direktur Utama Rp1.522.638.000Board of Commissioners 40.5% of President Director’s Rp1,522,638,000

Performance (KAK) that becomes his/her right shall be paid by the Company to PT Pertamina (Persero) as management service.

• Employees of PT Pertamina (Persero) are entitled to receive Tantiem/Performance Incentives/Performance Compensation (KAK) after deducting it with bonus they received from PT Pertamina (Persero) by this calculation formula: amount of tantiem - amount of net bonus.

• In the event the employees of PEPC receive a smaller amount of Tantiem/Performance Incentives/ Performance Compensation (KAK) than the bonus received from PT Pertamina (Persero), they are not entitled to receive Tantiem.

• Portion of Tantiem/Performance Incentives/Performance Compensation (KAK) from the Commissioners who are also employees of PT Pertamina (Persero) which is not paid to them based on the provisions in point b and c above shall be paid by the Company to PT Pertamina (Persero) as miscellaneous income.





KOMITE AUDITAUDIT COMMITTEE

Komite Audit dibentuk oleh Dewan Komisaris berdasarkan Surat Keputusan (SK) Dewan Komisaris dan bertugas membantu Dewan Komisaris melaksanakan tugas pengawasan dengan melakukan telaah atas hasil pemeriksaan Auditor Internal dan Auditor Eksternal, serta memantau penerapan GCG.

KEANGGOTAAN KOMITE AUDITKomposisi keanggotaan Komite Audit terdiri dari dua orang yang telah selesai masa jabatannya di 2018. Hingga akhir Desember 2018, belum ada penetapan jabatan (vacant) atas keanggotaan komite audit.

The Audit Committee was established by the Board of Commissioners based on the Board of Commissioners' Decree with duties to assist the Board of Commissioners in carrying out oversight duties by examining the results of the Internal and External Auditors’ audit, and monitoring the GCG implementation.

AUDIT COMMITTEE MEMBERSHIPThe composition of Audit Committee membership consisted of two people who have finished their term of office in 2018. Until the end of December 2018, the positions in the audit committee were vacant.

Tabel Keanggotaan Komite Audit Tahun 2018Table of Audit Committee Membership in 2018

PROFIL KETUA DAN ANGGOTA KOMITE AUDIT

Ketua Komite Audit hingga akhir periode pelaporan dijabat Bapak Iwan Faidi yang sebelumnya merupakan Komisaris Perusahaan dan telah diberhentikan dengan hormat karena telah habis masa jabatannya sebagai Komisaris Perusahaan. Jabatan sebagai Ketua Komite Audit masih melekat karena sesuai SK Dewan Direksi No. Kpts-02/DK/CP/2015, masa jabatan sebagai Ketua Komite Audit berakhir pada 10 September 2015. Mengingat tidak ada keputusan Pemegang Saham perihal Ketua Komite Audit selama periode pelaporan, dengan demikian Bapak Iwan Faidi tetap menjabat sebagai Ketua Komite Audit sampai masa jabatannya selesai.

PROFILE OF CHAIRMAN AND MEMBER OF AUDIT COMMITTEEAudit Committee Chairman until the end of the reporting period was held by Mr. Iwan Faidi who was previously a Commissioner of the Company and has been dismissed with respect due to his term of office has expired. The position as Chairman of the Audit Committee was still attached based on Decree of the Board of Directors No. Kpts-02/DK/CP/2015, the term of office as Chairman of the Audit Committee ended on September 10, 2015. Considering there are no decisions of the Shareholders regarding the Chairman of the Audit Committee during the reporting period, therefore Mr. Iwan Faidi continued to serve as Chairman of the Audit Committee until his term of office ended.

NamaName

JabatanPosition

Dasar PengangkatanBasis of Appointment

Masa JabatanTerm of Office

Iwan Faidi KetuaChairman

SK Penggantian Ketua Komite Audit PEPC Tahun 2015 No. Kpts-002/DK/CP/2015-S0 Decree on Replacement of PEPC Audit Committee Chairman of 2015 No. Kpts-002/DK/CP/ 2015-S0

September 2018September 2018

Linda Wati Gani AnggotaMember

SK Penggantian Ketua Komite Audit PEPC Tahun 2015 No. Kpts-002/DK/CP/2015-S0 Decree on Replacement of PEPC Audit Committee Chairman of 2015 No. Kpts-002/DK/CP/ 2015-S0

September 2018September 2018





Anggota Komite Audit adalah Ibu Lindawati Gani. Sesuai dengan SK Dewan Komisaris perihal pengangkatan sebagai Anggota Komite Audit, periode jabatan Ibu Lindawati Gani berakhir pada September 2016 dan telah diperpanjang untuk dua tahun masa jabatan sebagai anggota Komite Audit. Dengan demikian masa jabatan Ibu Lindawati Gunawan telah berakhir pada September 2018 karena tidak dapat lagi diperpanjang.

The Audit Committee member was Mrs. Lindawati Gani. In accordance with the Board of Commissioners' Decree regarding the appointment of Audit Committee Members, Mrs. Lindawati Gani's term of office ended in September 2016 and has been extended to another two-year term. Thus her term of office ended in September 2018 because it could no longer be extended.

Nama : Iwan FaidiJabatan : Anggota Komite AuditUsia : 56 TahunKewarganegaraan : Indonesia

Lahir di Plaju, 18 Maret 1962.Meraih gelar Ajun Akuntan(DIII) dari Sekolah Tinggi. Akuntansi Negara (1984); Akuntan (DIV) dari Sekolah Tinggi Akuntansi Negara(1990); Master in ScienceManagement (S2) Arthur D.Little School of Management,Cambridge, Massachusetts(1993); Meraih gelarDoktor dalam bidangAkuntansi (S3) UniversitasPadjajaran (2005). Riwayat Pekerjaan• Dimulai sejak tahun 1984 sebagai Junior Akuntan,Keinspekturan

Bea dan Cukai, Kementerian Keuangan (1984 – 1987).• Akuntan di Direktorat Jenderal Lembaga-Lembaga

Keuangan,Kementerian Keuangan (1990 – 1991).• Senior Auditor, Direktorat Perencanaan, BPKP (1993 – 1995). • Widyaiswara, Sekolah Tinggi Akuntansi Negara (1997 -1998).• Kepala Seksi Pengawasan Lembaga-Lembaga Keuangan BUMN/

BUMD, Badan Pengawasan Keuangan dan Pembangunan(1995 – 2000).

• Kepala Bidang PengawasanPenerimaan, BPKP (Agustus- November 2000).

• Sekretaris Komite Audit Komite Pemantau Pelaksanaan Tugas Badan Penyehatan Perbankan Nasional (Oversight Committee, BPPN) (Des 2000- Feb 2004).

• Anggota Komite Badan Pengatur Hilir Minyak dan Gas Bumi (Mei 2003 - Mei 2007).

• Anggota Tim Sekretariat Komite Kebijakan Kredit Usaha Rakyat Kepala Bidang Pasar Modal danLembaga Keuangan Kementerian KoordinatorBidang Perekonomian (Nov 2007 – Mei 2012).

• Inspektur Kementerian Koordinator Bidang Perekonomian (September 2011 – Mei 2013).

• Kepala Biro Umum Kementerian Koordinator Bidang Perekonomian (Mei 2013 - Juli 2015),Asisten Deputi Pengembangan Kewirausahaan Kementerian Koordinator Bidang Perekonomian(Juli 2015 – Januari 2017).

• Asisten Deputi Peningkatan Daya Saing Koperasi dan UMKM(Januari 2017 – Sekarang).

Name : Iwan FaidiPosition : Audit Committee Member Age : 56 years oldCitizenship : Indonesian

Born in Plaju, March 18, 1962.Earned Associate Accountant (DIII) from State College of Accountancy (1984); Accountant (DIV) from the State College of Accountancy (1990); Master in Science Management from Arthur D.Little School of Management, Cambridge, Massachusetts (1993); earned a Doctorate in Accountingfrom Padjajaran University (2005). Employment History• Started his career since 1984 as a Junior Accountant, Customs

and Excise Inspectorate, Ministry of Finance (1984 - 1987).• Accountant at the Directorate General of Financial Institutions,

Ministry of Finance (1990 - 1991).• Senior Auditor, Directorate of Planning, BPKP (1993 - 1995).• Widyaiswara, State College of Accounting (1997 -1998).• Section Head of Supervision of State/Regional Owned Financial

Institutions, Finance and Development Supervisory Agency (1995 - 2000).

• Head of Revenue Monitoring Division, Finance and Development Supervisory Agency (August-November 2000).

• Audit Committee Secretary of Oversight Committee for the Indonesian Bank Restructuring Agency (IBRA) Task Implementation (Dec 2000 - Feb 2004).

• Member of Committee on Downstream Oil and Gas Regulatory Body (May 2003 - May 2007).

• Team Member of the People's Business Credit Policy Secretariat, Head of the Capital Market and Financial Institutions at the Coordinating Ministry for Economic Affairs (Nov 2007 - May 2012).

• Inspector at the Coordinating Ministry for Economic Affairs (September 2011 - May 2013).

• Head of General Affairs Bureau of the Coordinating Ministry for Economic Affairs (May 2013 - July 2015), Assistant Deputy for Entrepreneurship Development at the Coordinating Ministry for Economic Affairs (July 2015 - January 2017).

• Assistant Deputy for Competitiveness Improvement of Cooperatives and MSMEs (January 2017 - Present).

Profil Ketua Komite AuditProfile of Audit Committee Chairman





Nama : Linda Wati GaniJabatan : Anggota Komite AuditUsia : 56 TahunKewarganegaraan : Indonesia

Lahir di Surabaya, tanggal 4 Mei 1962.Lulusan Sarjana jurusan Akuntansi Fakultas Ekonomi jurusan Akuntansi Universitas Airlangga, gelar Master of Business Administration dari Institut Pengembangan Manajemen Indonesia, gelar Magister Manajemen kekhususan Manajemen Akuntansi dari Universitas Indonesia dan gelarDoktor dari Universitas Indonesia.

Pengalaman Kerja - Memulai karir pada Kantor Akuntan Publik “Johan, Malonda, dan

Rekan" Surabaya (1987- 1993).- Sebagai pengajar di Fakultas Ekonomi Universitas Airlangga

(1987-1995) dan di Fakultas Ekonomi Universitas Indonesia (1995-sekarang).

- Pada Juni 2011 diangkat sebagai Guru Besar Tetap Fakultas Ekonomi Universitas Indonesia.

- Direktur Magister Akuntansi dan Pendidikan Profesi Akuntansi di Fakultas Ekonomi Universitas Indonesia (2008-2013).

- Sekretaris Program Magister Akuntansi (2003-2008).- Dewan Sertifikasi Akuntansi Profesional (DSAP) IAI.- Dewan Penguji CPMA,- Bendahara II CD.- Anggota Panel Riset Centre of Excellence Southeast Asia,

Chartered Institute of Management Accountant (CIMA).

Name : Linda Wati GaniPosition : Member of Audit Committee Age : 56 years oldCitizenship : Indonesian

Born in Surabaya, May 4, 1962.She graduated with a Bachelor degree in Accounting from the Faculty of Economics majoring in Accounting at Airlangga University, Master of Business Administration from the Indonesian Management Development Institute, Master of Management in Management Accounting from University of Indonesia and a Doctorate from University of Indonesia.

Work Experience • Started her career at the Public Accounting Firm "Johan, Malonda

dan Rekan", Surabaya (1987-1993).• As a lecturer at the Faculty of Economics, Airlangga University

(1987-1995) and at the Faculty of Economics, University of Indonesia (1995-present).

• In June 2011, she was appointed as Permanent Professor of Faculty of Economics, University of Indonesia.

• Director of Master of Accounting and Accounting Professional Education at Faculty of Economics, University of Indonesia (2008-2013).

• Secretary of Master of Accounting Program (2003-2008).• Professional Accounting Certification Board (DSAP) of IAI.• Board of Examiners of CPMA,• Treasurer II of CD.• Member of the Southeast Asia Center of Excellence Research

Panel at Chartered Institute of Management Accountant (CIMA).

Dengan berakhirnya masa jabatan Pak Iwan Faidi dan Ibu Lindawati Gani sampai dengan 31 Desember 2018, Pemegang Saham belum mengangkat dan menetapkan pejabat definitif sebagai Ketua Komite Audit dan Anggota Komite Audit.

PENGANGKATAN DAN PEMBERHENTIAN ANGGOTA KOMITE AUDITDewan Komisaris memiliki wewenang untuk mengangkat dan memberhentikan anggota Komite Audit. Calon anggota Komite Audit diangkat apabila telah memenuhi kriteria yang ditetapkan terutama terkait kompetensi dan indepedensi.

Despite the term of office of Mr. Iwan Faidi and Mrs. Lindawati Gani ended on December 31, 2018, the Shareholders have not appointed definitive officials as Chairman and Member of the Audit Committee.

APPOINTMENT AND DISMISSAL OF AUDIT COMMITTEE MEMBERSThe Board of Commissioners has the authority to appoint and dismiss members of the Audit Committee. Candidates for Audit Committee members are appointed if they have met the criteria that have been set, especially related to competence and independence.

Profil Anggota Komite AuditProfile of Audit Committee Member





Dewan Komisaris dapat memberhentikan anggota Komite Audit, apabila anggota yang bersangkutan:• Mengundurkan diri • Kehilangan kewarganegaraan • Meninggal dunia • Melakukan sesuatu yang bersifat merugikan

Perusahaan • Melanggar atau tidak memenuhi persyaratan sebagai

anggota Komite Audit• Tidak dapat melaksanakan dan tanggungjawabnya

yang dinyatakan oleh Dewan Komisaris.

Masa jabatan Bapak Iwan Faidi sebagai Ketua Komite Audit berakhir pada 10 September 2018 dan masa jabatan Ibu Lindawati Gani sebagai Anggota Komite Audit berakhir pada 23 September 2018. Selanjutnya sampai dengan 31 Desember 2018, Pemegang Saham belum mengangkat dan menetapkan pejabat definitif sebagai Ketua Komite Audit dan Anggota Komite Audit.

RANGKAP JABATAN ANGGOTA KOMITE AUDIT

Rangkap jabatan yang dilakukan anggota Komite Audit sampai dengan akhir tahun 2018.1. Bapak Iwan Faidi menjabat sebagai Asisten Deputi

Peningkatan Daya Saing Koperasi dan UMKM Asisten Deputi Peningkatan Daya Saing Koperasi dan UMKM.

2. Ibu Lindawati Gani menjabat sebagai Dosen pada Universitas Indonesia.

INDEPENDENSI ANGGOTA KOMITE AUDITDalam menjalankan tugasnya, anggota Komite Audit senantiasa independen dan profesional. Sejalan dengan upaya meningkatkan penerapan GCG, PEPC berupaya menyesuaikan kriteria independensi anggota Komite Audit dengan Peraturan Otoritas Jasa Keuangan (OJK) No.55/POJK.04/2015 tentang Pembentukan dan Pedoman Pelaksanaan Kerja Komite Audit.

The members of the Audit & Financial Committee may be dismissed by the Board of Commissioners if such members:• Resign• Lose citizenship• Pass away• Commit any action which harms the Company

• Violate or do not meet the requirements as the members of the Audit Committee, and

• Fail to perform their responsibilities as stated by the Board of Commissioners.

The term of office of Mr. Iwan Faidi as Chairman of the Audit Committee ended on September 10, 2018 and the term of office of Mrs. Lindawati Gani as a Member of the Audit Committee ended on September 23, 2018. Until December 31, 2018, the Shareholders have not appointed definitive officials as Chairman and Member of the Audit Committee.

CONCURRENT POSITIONS OF AUDIT COMMITTEE MEMBERSConcurrent positions held by members of the Audit Committee until the end of 2018.1. Mr. Iwan Faidi served as Deputy Assistant for

Competitiveness of Cooperatives and MSMEs Improvement.

2. Mrs. Lindawati Gani served as a Lecturer at the University of Indonesia.

INDEPENDENCE OF MEMBERS OF THE AUDIT COMMITTEEIn performing their duties, members of the Audit Committee are always independent and professional. In line with efforts to enhance GCG implementation, PEPC conforms the independence criteria of Audit Committee members with the Financial Services Authority (OJK) Regulation No.55/POJK.04/2015 on the Establishment and Work Guidelines of the Audit Committee.





Tabulasi Pemenuhan Kriteria Indepedensi Anggota Komite Audit Kriteria Indepedensi Berdasarkan Peraturan OJK No. 55/POJK.04/2015Tabulation of Independence Criteria Compliance for Audit Committee Members Based on OJK Regulation No. 55/POJK.04/2015

PEDOMAN KERJA, TUGAS DAN TANGGUNG JAWAB KOMITE AUDITPedoman kerja Komite Audit mengacu pada Piagam Komite Audit yang disahkan berdasarkan Surat Keputusan Dewan Komisaris. Piagam Komite Audit mengatur tentang (1) Tujuan Pembentukan Komite Audit; (2) Kedudukan dan Komposisi; (3) Hak dan Wewenang; (4) Tugas dan Tanggung Jawab; (5) Hubungan dengan Pihak yang Terkait; (6) Rapat; (7) Pelaporan; (8) Konflik Kepentingan dan Kode Etik; (9) Hak dan Fasilitas Komite.

WORK GUIDELINES, DUTIES AND RESPONSIBILITIES OF THE AUDIT COMMITTEEThe Audit Committee's work guidelines refer to the Audit Committee Charter which was ratified based on the Decree of the Board of Commissioners. The Audit Committee Charter regulates (1) the objectives of the Audit Committee Establishment; (2) Position and Composition; (3) Rights and Authorities; (4) Duties and Responsibilities; (5) Relationships with Related Parties; (6) Meetings; (7) Reporting; (8) Conflict of Interest and Code of Ethics; (9) Committee Rights and Facilities.

Kriteria IndepedensiIndependence Criteria

Tingkat Pemenuhan Anggota Komite AuditLevel of Compliance

Audit Committee Members

Iwan Faidi Lindawati Gani

Bukan merupakan orang dalam Kantor Akuntan Publik, Kantor Konsultan Hukum, Kantor Jasa Penilai Publik atau pihak lain yang memberi jasa asurans, jasa non-asuransi, jasa penilai dan/atau jasa konsultasi lain kepada Perusahaan dalam waktu enam bulan terakhir. Not a person in Public Accounting Firm, Legal Consultant Office, Public Appraiser Office or other parties that provide insurance services, non-insurance services, appraisal services and/or other consulting services to the Company within the last six months.

√ √

Bukan merupakan orang yang bekerja atau mempunyai wewenang dan tanggung jawab untuk merencanakan, memimpin, mengendalikan, atau mengawasi kegiatan Perusahaan dalam waktu enam bulan terakhir, kecuali Komisaris Independen. Not a person who works or has the authority and responsibility to plan, lead, control, or supervise activities of the Company within the last six months, except for an Independent Commissioner.

√ √

Tidak mempunyai saham langsung maupun tidak langsung pada Emiten atau Perusahaan Publik.Do not have direct or indirect shares in the Issuer or Public Company.

√ √

Tidak mempunyai hubungan afiliasi dengan anggota Dewan Komisaris, anggota Direksi, atau Pemegang Saham Utama Perusahaan.Not affiliated with members of the Board of Commissioners, members of the Board of Directors, or the Company's Majority Shareholders.

√ √

Tidak mempunyai hubungan usaha baik langsung maupun tidak langsung yang berkaitan dengan kegiatan usaha PEPC. Do not have business relations either directly or indirectly related to PEPC business activities.

√ √





Dalam melaksanakan tugasnya, Komite Audit juga berpedoman pada peraturan dan perundang-undangan yang berlaku.• Undang-Undang No.40/2007 tentang Perseroan

Terbatas.• Undang-Undang No.19/2003 tentang Badan Usaha

Milik Negara (BUMN).• Anggaran Dasar Perusahaan.• Peraturan Menteri Negara BUMN No.PER-01/MBU/2011

tentang Penerapan Tata Kelola Perusahaan Yang Baik (Good Corporate Governance) Pada BUMN yang telah diubah dengan Peraturan Menteri Negara BUMN No. PER-09/MBU/2014.

• Pedoman Umum Good Corporate Governance Indonesia dari Komite Nasional Kebijakan Corporate Governance 2006.

TUGAS DAN TANGGUNG JAWAB KOMITE AUDIT • Membuat rencana kerja tahunan yang disetujui Dewan

Komisaris; • Melakukan penelaahan atas kebijakan akuntansi

dan proses penyusunan Laporan Keuangan untuk memastikan bahwa Laporan Keuangan telah disusun secara lengkap, konsisten dan sesuai dengan standar akuntansi yang berlaku;

• Melakukan penelaahan dan memberi masukan terhadap kebijakan Direksi dalam pengurusan Perseroan dan penyusunan serta pelaksanaan Rencana Jangka Panjang Perusahaan (RJPP) dan Rencana Kerja dan Anggaran Perusahaan (RKAP) berdasarkan ketentuan sebagaimana diatur dalam Anggaran Dasar, Keputusan RUPS dan Peraturan Perundang-undangan yang berlaku;

• Melakukan telaah atas ketaatan terhadap peraturan perundang-undangan yang berhubungan dengan kegiatan Perusahaan;

• Memberi rekomendasi kepada Dewan Komisaris mengenai penunjukan Kantor Akuntan Publik (KAP) yang didasarkan pada independensi, ruang lingkup penugasan dan biaya jasa kredit;

• Memberi masukan terhadap usulan pengangkatan dan pemberhentian Kepala Internal Auditor;

• Melakukan penelaahan atas rencana kerja dan pelaksanaan pemeriksaan oleh Internal Auditor;

In carrying out its duties, the Audit Committee is also guided by applicable laws and regulations.

• Law No. 40/2007 concerning Limited Liability Companies.

• Law No.19/2003 concerning State-Owned Enterprises (BUMN).

• Articles of Association of the Company.• Regulation of the State Minister of State-Owned

Enterprises No.PER-01/ MBU/2011 concerning the Implementation of Good Corporate Governance in SOEs that have been amended by the Regulation of the State Minister of State-Owned Enterprises No. PER-09/MBU/2014.

• General Guidelines for Good Corporate Governance Indonesia from theNational Committee on Corporate Governance Policy 2006.

DUTIES AND RESPONSIBILITIES OF AUDIT COMMITTEE• Drafting annual work plan approved by the Board of

Commissioners;• Reviewing accounting policies and preparation of

Financial Statements to ensure that the Financial Report has been prepared completely, consistently, and in compliance with the applicable accounting standards;

• Reviewing and providing feedback to the Board of Directors’ policies in managing the company as well as to preparation and implementation of RJPP and WP&B based on the provisions in the Articles of Association, GMS Resolutions, and prevailing laws and regulations;

• Reviewing the compliance with laws and regulations that are relevant to the Company’s activities;

• Making recommendation to the Board of Commissioners regarding the appointment of Public Accounting Firm based on independence, scope of appointment, and credit service cost;

• Providing input regarding the proposed appointment and dismissal of Chief Internal Auditor;

• Reviewing the work plans and audit implementation by Internal Auditor;





• Melakukan penelaahan dan pemantauan atas pelaksanaan tindak lanjut oleh hasil pemeriksaan Internal Auditor dan Eksternal Auditor;

• Menelaah dan memberikan saran kepada Dewan Komisaris terkait adanya potensi benturan kepentingan Perusahaan;

• Menjaga kerahasiaan dokumen, data dan informasi mengenai Perusahaan baik dari pihak internal yang diberoleh selama menjalankan tugas sebagai Komite Audit;

• Memastikan efektivitas sistem pengendalian intern dan efektivitas pelaksanaan tugas eksternal auditor dan internal auditor;

• Menilai pelaksanaan kegiatan serta hasil audit serta hasil internal audit yang dilaksanakan oleh Internal Auditor maupun Eksternal Auditor;

• Memberikan rekomendasi mengenai penyempurnaan sistem pengendalian manajemen serta pelaksanaannya;

• Memastikan telah mendapatkan prosedur evaluasi yang memuaskan terhadap segala informasi yang dikeluarkan Perusahaan;

• Melakukan identifikasi hal-hal yang memerlukan perhatian dewan Komisaris/dewan Pengawas serta tugas-tugas Dewan Komisaris/Dewan Pengawas lainnya.

KEBIJAKAN DAN FREKUENSIPELAKSANAAN RAPAT KOMITE AUDITRapat Komite Audit terdiri atas:1. Rapat Internal Komite Audit, dilaksanakan sekurang-

kurangnya satu kali dalam tiga bulan dengan agenda rapat yang telah disepakati sebelumnya.

2. Rapat Koordinasi Komite Audit, dimana Ketua Komite Audit dapat mengundang Dewan Komisaris, Direksi, Manajer, Internal Auditor Manajer atau Eksternal Auditor untuk hadir dalam rapat. Rapat koordinasi sekurang-kurangnya satu kali dalam sebulan.

Keputusan yang diambil dalam rapat Komite Audit telah dicatat dan didokumentasikan dengan baik dalam risalah rapat Komite Audit dan Keuangan. Risalah rapat ditandangani ketua rapat dan didistribusikan kepada semua anggota Komite Audit yang menghadiri rapat maupun tidak. Perbedaan pendapat (disenting opinion) yang terjadi dalam rapat akan dicantumkan dalam risalah rapat disertai alasan mengenai perbedaan pendapat.

• Reviewing and monitoring the implementation of follow-up of audit by Internal and External Auditors;

• Reviewing and providing suggestion to the Board of Commissioners regarding the Company’s potential conflict of interests;

• Maintaining the confidentiality of documents, data, and information about the Company, including those obtained from the internal party when performing the duties as part of Audit Committee;

• Ensuring the effectiveness of internal control system and the implementation of external and internal auditors’ duties;

• Evaluating the implementation of audit activities and results as well as internal audit results by Internal and External Auditors;

• Making recommendations regarding the refinement of the management control system as well as its implementation;

• Ensuring that a satisfactory evaluation procedures are obtained towards all information issued by the Company;

• Identifying the matters which require the close attention of the Board of Commissioners/Supervisory Board as well as other duties of the Board of Commissioners/Supervisory Board.

POLICY AND FREQUENCY AUDIT COMMITTEE MEETING IMPLEMENTATION The Audit Committee Meeting consists of:1. Internal Audit Committee Meetings, held at least once

in three months with meeting agenda that have been previously agreed upon.

2. Audit Committee Coordination Meeting, where the Chairman of Audit Committee can invite the Board of Commissioners, Board of Directors, Managers, Manager Internal or External Auditors to attend the meeting. Coordination meeting is held at least once a month.

Decisions made in the Audit Committee meetings have been recorded and documented properly in the Audit and Finance Committee’s minutes of meeting. The minutes of meeting is signed by the chairman of the meeting and distributed to all members of the Audit Committee who attend the meeting or not. Dissenting opinions that occur in a meeting will be included in the minutes of meeting along with their reasons.





FREKUENSI RAPATSelama tahun 2018, Komite Audit telah mengadakan rapat dengan agenda membahas beberapa hal yang berkaitan dengan pelaksanaan tugas dan tanggung jawab Komite Audit.• Monitoring pelaksanaan kegiatan Audit oleh Internal

Audit. • Monitoring pelaksanaan kegiatan pendampingan

review oleh konsultan eksternal. • Arahan mengenai Program Kerja Internal Audit. • Pembahasan dan arahan mengenai tindak lanjut hasil

Audit Internal. • Pembahasan mengenai penyusunan laporan

Keuangan oleh Kantor Akuntan Publik.

MEETING FREQUENCYDuring 2018, the Audit Committee held meetings with agenda to discuss several matters on the implementation of the Audit Committee’s duties and responsibilities.

• Monitoring the audit implementation by Internal Audit.

• Monitoring the implementation of review facilitation by external consultants.

• Directions on the Internal Audit Work Program.• Discussion and direction regarding follow-up to

Internal Audit results.• Discussion on the preparation of financial statements

by Public Accounting Firm.

Tabel Rekapitulisasi Rapat Komite Audit 2018Table of Audit Committee Meetings Recapitulation 2018

NamaName

JabatanPosition

Jumlah RapatNumber of Meetings

KehadiranAttendance

% Kehadiran% Attendance

Iwan Faidi Ketua Chairman 6 6 100

Lindawati Gani Anggota Member 6 3 50

Realisasi pelaksanaan rapat hanya sampai dengan berakhirnya masa jabatan Bapak Iwan Faidi sebagai Ketua Komite Audit dan Ibu Lindawati Gunawan sebagai Anggota Komite Audit. Selanjutnya Komite Audit tidak menyelenggarakan kegiatan rapat karena belum ada pengangkatan dan penetapan pejabat definitif Ketua Komite Audit dan Anggota Komite Audit.

PELAKSANAAN KEGIATAN KOMITE AUDITKomite Audit bertanggung jawab kepada Dewan Komisaris dan menyampaikan laporan kepada Dewan Komisaris. Laporan yang dibuat dan disampaikan oleh Komite Audit kepada Dewan Komisaris meliputi:1. Laporan bulanan mengenai tugas yang dilaksanakan

dan realisasi program kerja dalam bulanan yang bersangkutan.

2. Laporan tahunan pelaksanaan kegiatan Komite Audit.

3. Laporan atas setiap penugasan khusus yang diberikan oleh Dewan Komisaris.

Pelaksanaan kegiatan yang dilakukan pada tahun 2018:1. Rapat rutin Komite Audit.2. Rapat rutin Dewan Komisaris.3. Rapat rutin Dewan Komisaris dan Direksi.

The realization of meeting implementation was only until the end of the term of office of Mr. Iwan Faidi as Chairman of the Audit Committee and Ms. Lindawati Gunawan as a Member of the Audit Committee. Afterward, the Audit Committee did not hold any meetings because there was no appointment of definitive official for the Chairman and Members of the Audit Committee.

AUDIT COMMITTEE’S IMPLEMENTATION REPORTThe Audit Committee is responsible to the Board of Commissioners and shall submit reports to the Board of Commissioners. Reports prepared and submitted by the Audit Committee to the Board of Commissioners are:1. Monthly reports on the implemented tasks and work

program realization in the related month.

2. Annual report on the implementation of the Audit Committee’s activities.

3. Reports on each special assignment given by the Board of Commissioners.

Implementation of activities carried out in 2018:1. Regular Audit Committee meetings.2. Regular Board of Commissioners meetings. 3. Regular Board of Commissioners and Board of Directors

meetings.





4. Review usulan Kantor Akuntan Publik.5. Penyusunan Program Kerja Komite Audit.6. Management Walkthrough (MWT).

PENILAIAN KINERJA KOMITE AUDIT Penilaian kinerja Komite Audit dilakukan Dewan Komisaris. Penilaian dilaksanakan berdasarkan realisasi dan penyelesaian program kerja yang tercantum dalam Rencana Kerja dan Anggaran Komite Audit serta dilaporkan kepada Dewan Komisaris dalam Laporan Komite Audit. Hasil penilaian menjadi bahan pertimbangan bagi Dewan Komisaris Perusahaan untuk mengangkat kembali dan/atau memberhentikan anggota Komite Audit untuk periode jabatan berikutnya.

Dewan Komisaris belum melakukan penilaian kinerja audit tahun 2018, mengingat masa jabatan Bapak Iwan Faidi sebagai Ketua Komite Audit dan Ibu Lindawati Gunawan sebagai Anggota Komite Audit, telah berakhir sebelum 31 Desember 2018. Namun, demikian Dewan Komisaris berpendapat selama periode pelaporan sampai berakhirnya masa jabatan masing-masing Ketua dan Anggota Komite Audit, Komite Audit telah melaksanakan tugas dan tanggung jawabnya dengan baik dalam membantu fungsi pengawasan Dewan Komisaris.

4. Review of the proposed Public Accounting Firm.5. Preparation of Audit Committee Work Program.6. Management Walkthrough (MWT).

ASSESSMENT OF AUDIT COMMITTEE PERFORMANCE The Audit Committee performance assessment is conducted by the Board of Commissioners. The assessment is carried out based on realization and completion of work program stated in the Audit Committee Work Plan and Budget and reported to the Board of Commissioners in the Audit Committee Report. The assessment results are used as consideration for the Company's Board of Commissioners to reappoint and/or dismiss members of the Audit Committee for the next term of office.

The Board of Commissioners did not conduct audit performance assessment in 2018, considering the term of office of Mr. Iwan Faidi as Chairman of the Audit Committee and Mrs. Lindawati Gunawan as Audit Committee Member has expired before December 31, 2018. However, the Board of Commissioners believes, during the reporting period until the end of their respective term of office, the Audit Committee performed its duties and responsibilities properly to assist the oversight function of the Board of Commissioners.

KOMITE LAINNYAOTHER COMMITTEES

KOMITE INVESTASIDewan Komisaris telah membentuk Komite Investasi PEPC. Pembentukan Komite Investasi didasarkan pada pertimbangan telah berjalannya proyek pengembangan Lapangan Unitisasi Gas JTB pada fase konstruksi. Dewan Komisaris berpendapat perlunya kebutuhan pemantauan yang lebih rutin dan lebih mendetail berikut analisa yang matang untuk dapat memberikan pengawasan dan rekomendasi lebih baik untuk pengelolaan proyek pengembangan tersebut.

INVESTMENT COMMITTEEThe Board of Commissioners has established PEPC Investment Committee. The establishment of Investment Committee was based on consideration that JTB Gas Unitization Field development project has been in the construction phase. The Board of Commissioners viewed that there was a need for more regular and more detailed monitoring along with careful analysis to provide better supervision and recommendations for development project management.





Nama : MeidawatiJabatan : Ketua Komite InvestasiUsia : 54TahunKewarganegaraan : Indonesia

Lahir di Jakarta, 29 Mei 1964Meraih gelar S1 Teknik Pertambangan Universitas Sriwijaya Palembang Riwayat Pekerjaan2015 – sekarang, sebagai SVP upstream strategic planning, operation & evaluation, PT Pertamina (Persero).

Name : MeidawatiPosition : Chairwoman of Investment CommitteeAge : 54 years oldCitizenship : Indonesian

Born in Jakarta, May 29, 1964She holds a Bachelor's degree in Mining Engineering, Sriwijaya University, Palembang Employment History2015 - present, as an SVP upstream strategic planning, operation & evaluation, PT Pertamina (Persero).

Profil Ketua Komite InvestasiProfile of Investment Committee Chairwoman

Selanjutnya Dewan Komisaris telah mengangkat Ketua dan Anggota Komite Investasi, berdasarkan SK Dewan Komisaris No.Kpts – 002/DK/CP/2018-S0 tanggal 10 Desember 2018 tentang Pengangkatan Ketua dan Anggota Komite Investasi PEPC. Sesuai dengan SK tersebut, Dewan Komisaris memutuskan dan menetapkan Ketua dan Anggota Komite Investasi sebagai berikut:

• Ketua: Ibu Meidawati.• Anggota: Bapak Bandung Winardijanto.

Furthermore, the Board of Commissioners has appointed the Chairman and Member of Investment Committee, based on Decree of the Board of Commissioners No.Kpts-002/DK/CP/2018-S0 dated December 10, 2018 on the Appointment of Chairman and Member of PEPC Investment Committee. In accordance with the decree, the Board of Commissioners decided and appointed the Chairman and Member of the Investment Committee as follows:• Chairwoman: Mrs Meidawati.• Member: Mr Bandung Winardijanto.





Nama : Bandung WinardijantoJabatan : Anggota Komite AuditUsia : 61 TahunKewarganegaraan : Indonesia

Lahir di Semarang, 16 Juli 1957 Sarjana dari Institut Teknologi Bandung, Jurusan Komputer dan Proses Kontrol.

Pengalaman Kerja TerakhirNov 2017 – Nov 2018 JV ITS & PT Reconsult (PLN Subsidiary) 1. Pre FEED Design Assessment for PLN Project - LNG

Regassification for 5 location in Papua 2. Developed MFS (Minimum Functional Spec) & EPC

Tender Doc from Pre FEED status

July 2014 – August 2017 PT Pertamina Hulu – Development & Technology EPC & Project Management Adviser to BOD. 1. EPC Project Monitoring & Advisor

a. PEP – (1) JGDP / Gundih, (2) MGDP - Donggi / Luwuk (3) MGDP Matindok / Luwuk, (4) PGDP Paku Gajah, (5) PMDP Pondok Makmur,

b. PHE JOB - Senoro / Luwuk c. PGE – (1) Kamojang 5, (2) Ulubelu 3 and 4, (3)

Karaha Bodas 3 & 4, (4) Hulu Lais 1 & 2, (5) Lumut Bale 1 & 2, (6) Lahendong 5

d. PEPC – (1) Banyu Urip Oil Processing Plant, (2) JTB – Gas CPP

Name : Bandung WinardijantoPosition : Member of the Investment CommitteeAge : 61 years oldCitizenship : Indonesian

Born in Semarang, July 16, 1957Bachelor’s degree from Bandung Institute of Technology, Department of Computer and Process Control.

Last Work ExperienceNov. 2017 – Nov. 2018 JV ITS & PT Reconsult (PLN Subsidiary)1. Pre FEED Design Assessment for PLN Project - LNG

Regassification for 5 location in Papua2. Developed MFS (Minimum Functional Spec) & EPC

Tender Doc from Pre FEED status

July 2014 - August 2017 PT Pertamina Hulu - Development & Technology EPC & Project Management Advisor to BOD.1. EPC Project Monitoring & Advisor

a. PEP - (1) JGDP/Gundih, (2) MGDP - Donggi/Luwuk (3) MGDP Matindok/Luwuk, (4) PGDP Paku Gajah, (5) PMDP Pondok Makmur,

b. PHE JOB - Senoro/Luwukc. PGE - (1) Kamojang 5, (2) Ulubelu 3 and 4, (3) Karaha

Bodas 3 & 4, (4) Hulu Lais 1 & 2, (5) Lumut Bale 1 & 2, (6) Lahendong 5

d. PEPC - (1) Banyu Urip Oil Processing Plant, (2) JTB - Gas CPP

Dewan Komisaris telah menerbitkan Piagam Komite Investasi, sebagai pedoman kerja bagi Ketua dan Anggota Komite Investasi. Piagam Komite Investasi memuat: (1) Pendahuluan; (2) Tugas dan Tanggung Jawab Komite Investasi; (3) Pola Hubungan Komite Investasi; (4) Pelaporan Komite; dan (5) Lain-lain.

The Board of Commissioners has issued the Investment Committee Charter, as a working guideline for the Chairman and Member of the Investment Committee. The Investment Committee Charter contains: (1) Introduction; (2) Duties and Responsibilities of the Investment Committee; (3) Investment Committee Relationship Pattern; (4) Committee Reporting; and (5) Others.

Profil Anggota Komite InvestasiProfile of Investment Committee Member





SEKRETARIS PERUSAHAANCORPORATE SECRETARY

Fungsi Sekretaris Perusahaan memiliki peran strategis dalam membantu Direksi PEPC untuk mengawal penerapan GCG di lingkungan Perusahaan, dan menjadi sumber informasi serta meningkatkan hubungan komunikasi internal dan eksternal terkait dengan kegiatan usaha.

PROFIL SEKRETARIS PERUSAHAANPembentukan Fungsi Sekretaris mengacu pada Peraturan Menteri Badan Usaha Milik Negara (BUMN) No.KEP-117/M-MBU/2002 Tentang Penerapan Praktik Good Corporate Governance Pada Badan Usaha Milik Negara. Sekretaris Perusahaan ditunjuk dan diangkat Direksi, serta bertanggung jawab kepada Direksi.

Sampai dengan akhir tahun 2018, Fungsi Sekretaris Perusahaan dijalankan oleh Vice President (VP) Legal & Relation yang dijabat Bapak Wisnu Bahriansyah, berdasarkan Surat Keputusan No. Kpts.P-129/K0000/2017-S8 tanggal 24 Maret 2017. Dalam menjalankan tugas dan tanggung jawab sebagai Fungsi Sekretaris Perusahaan, VP Legal & Relation dibantu oleh Legal Manager, Land & Regulatory Manager, serta PGA & Relation Manager.

The function of the Corporate Secretary has a strategic role in assisting PEPC Board of Directors to oversee GCG implementation within the Company, and to become a source of information and to improve communication relations related to business activities between internal and external parties.

CORPORATE SECRETARY PROFILE Formation of the Secretary Function refers to the Minister of State-Owned Enterprises (SOEs) Regulation No. KEP-117/M-MBU/2002 on the Implementation of Good Corporate Governance Practices in State-Owned Enterprises. The Corporate Secretary is appointed by the Board of Directors, and is responsible to the Board of Directors.

As of the end of 2018, the Corporate Secretary Function was carried out by the Vice President (VP) of Legal & Relations held by Mr Wisnu Bahriansyah, based on Decree No. Kpts.P-129/K0000/2017-S8 dated March 24, 2017. In carrying out its duties and responsibilities as Corporate Secretary, VP Legal & Relations is assisted by Legal Manager, Land & Regulatory Manager, as well as PGA & Relations Manager.

Dewan Komisaris belum melakukan penilaian kinerja Komite Investasi, mengingat baru saja dibentuk dan akan efektif bekerja membantu Dewan Komisaris pada tahun 2019. Dewan Komisaris mendorong Komite Investasi untuk menyusun program kerja dan pengembangan kompetensi, guna mendukung pelaksanaan fungsi pengawasan Dewan Komisaris.

KOMITE NOMINASI DAN REMUNERASISampai dengan akhir tahun 2018, PEPC belum membentuk Komite Nominasi dan Remunerasi. Fungsi Komite Nominasi dan Remunerasi dilaksanakan Dewan Komisaris. Secara terbatas Dewan Komisaris juga diberikan kewenangan untuk menjalankan fungsi sebagai Komite Nominasi dan Remunerasi Perusahaan.

The Board of Commissioners has not yet conducted assessment of the Investment Committee’s performance, considering that it has just been established and to effectively assist the Board of Commissioners in 2019. The Board of Commissioners encouraged the Investment Committee to prepare work programs and competency development to support the implementation of the Board of Commissioners’ oversight function.

NOMINATION AND REMUNERATION COMMITTEEAs of the end of 2018, PEPC has not yet established the Nomination and Remuneration Committee. The function of the Nomination and Remuneration Committee is carried out by the Board of Commissioners. In limited scope, the Board of Commissioners is also given the authority to carry out the function as the Company's Nomination and Remuneration Committee.





Struktur Organisasi Fungsi Sekretaris PerusahaanOrganizational Structure of the Corporate Secretary Function

Nama : Whisnu BahriansyahKelahiran : Purwokerto, 1 Oktober 1968Domisili : JakartaUsia : 50 TahunKewarganegaraan : Indonesia

Pendidikan - Master of Business Administration (MBA), IMD, Switzerland, 2010- Sarjana Teknik Sipil, Institut Teknologi Bandung, 1992

Training yang diikuti:- IPA (Indonesian Petroleum Assosiation) (2017)- Leadership Masterclass (2014)- Mastering Project Management (2013) - Modern Management Skills (2011)- Program Pengembangan Eksekutif Pertamina Angkatan 4 (2009)- Transformation Leadership Engine Angkatan 2 (2008).

Perjalanan Karir:- VP Legal & Relations PT Pertamina EP Cepu ( Juni 2016 –

sekarang). - Interface Manager PT Pertamina EP Cepu (Maret 2016 – sekarang). - Pjs. Deputy Project Executive / Deputy General Manager Banyu

Urip PT Pertamina EP Cepu (2016).- Sr. Development Manager Banyu Urip PT Pertamina EP Cepu

(2011-2016). - Manager BOD Support PT Pertamina (Persero) (2009-2010).- Ka. Biro Direksi PT Pertamina (Persero) (2008). - Manajer Hubungan Pemerintah PT Pertamina (Persero) (2006-

2008).

Name : Wisnu BahriansyahBorn : Purwokerto, October 1, 1968Age : 50 years oldDomicile : JakartaCitizenship : Indonesian

Educational Background • Master of Business Administration (MBA), IMD, Switzerland, 2010• Bachelor of Civil Engineering, Bandung Institute of Technology,

1992

Training attended:• IPA (Indonesian Petroleum Association) (2017)• Leadership Masterclass (2014)• Mastering Project Management (2013)• Modern Management Skills (2011)• Pertamina Executive Development Program Batch 4 (2009)• Transformation Leadership Engine Batch 2 (2008).

Career Journey:• VP Legal & Relations at PEPC (June 2016 - present).

• Interface Manager at PEPC (March 2016 - present).• Acting Deputy Project Executive/Deputy General Manager of

Banyu Urip, PEPC (2016).• Sr. Development Manager of Banyu Urip, PEPC (2011-2016).

• BoD Support Manager at PT Pertamina (Persero) (2009-2010).• Head of BOD Bureau at PT Pertamina (Persero) (2008).• Government Relations Manager of PT Pertamina (Persero) (2006-

2008).

Profil Sekretaris PerusahaanCorporate Secretary Profile

President Diretor

Legal Manager JTB Site Office & PGA Manager

VP Legal & Relation

Land & Regulatory Manager





PEDOMAN KERJA SEKRETARIS PERUSAHAANFungsi Sekretaris Perusahaan telah dilengkapi Pedoman Kerja yang tertuang pada Job Description Corporate Secretary dan Board Manual. Tugas dan tanggung jawab Fungsi Sekretaris Perusahaan diatur dalam Uraian Jabatan Sekretaris Perusahaan yang disahkan oleh Direktur Utama pada 15 April 2014.

Secara umum tugas dan tanggung jawab Fungi Sekretaris Perusahaan adalah menyusun strategi dan kebijakan Corporate Secretary, meliputi kegiatan kepatuhan, pencitraan, CSR, dan Corporate Affairs termasuk legal; memastikan implementasi dilaksanakan sesuai dan selaras dengan rencana strategi bisnis perusahaan (jangka pendek maupun panjang), guna menjaga/meningkatkan reputasi dan citra perusahaan yang sudah baik.

TUGAS DAN TANGGUNG JAWAB SEKRETARIS PERUSAHAAN• Mengkoordinasikan dan merumuskan kebijakan dan

sasaran strategis di Fungsi Legal, PGA & Relation dan Land & Regulatory untuk mendukung pencapaian Visi, Misi dan strategi jangka panjang Perusahaan.

• Menetapkan program kerja di Fungsi Legal, PGA & Relation dan Land & Regulatory untuk memastikan tersedianya arahan dan pedoman bagi pengendalian seluruh aktivitas Legal, PGA & Relation dan Land & Regulatory sesuai dengan strategi yang telah ditentukan.

• Menetapkan, mengkoordinasikan dan mengendalikan pengelolaan dan pembinaan hubungan dengan instansi Pemerintah dan instansi lainnya untuk memastikan adanya hubungan kerja yang bersinergi dalam menunjang pelaksanaan operasional perusahaan.

• Menetapkan, mengkoordinasikan dan mengendalikan pengelolaan dan pembinaan hubungan & pembinaan hubungan dengan Dewan Komisaris dan Pemegang Saham untuk menyelaraskan peran dan tanggung jawab masing-masing Direksi sebagai executor & Dewan Komisaris (sebagai pengawas) bagi pencapaian tujuan Perusahaan.

WORK GUIDELINES FOR CORPORATE SECRETARYThe Corporate Secretary function has been equipped with Work Guidelines contained in the Job Description of Corporate Secretary and Board Manual. The duties and responsibilities of Corporate Secretary function are stipulated in the Job Description of the Corporate Secretary which was approved by the President Director on April 15, 2014.

In general, the duties and responsibilities of Corporate Secretary Function are to formulate Corporate Secretary’s strategies and policies, including activities in compliance, image building, CSR and Corporate Affairs including legal; ensuring the implementation is in accordance and aligned with the company's both short and long term business strategy plans, in order to maintain/enhance the reputation and image of the company that has already been good.

DUTIES AND RESPONSIBILITIES OF CORPORATE SECRETARY• Coordinating and formulating strategic policies and

targets on Legal, PGA & Relation and Land & Regulatory functions to support the achievement of company’s vision, mission and long-term strategies.

• Determining work program on the Legal, PGA & Relation and Land & Regulatory functions to ensure the availability of instructions and guidelines in controlling all Legal, PGA & Relation and Land & Regulatory activities in accordance with the strategies that have been set.

• Determining, coordinating and controlling the management and building relation with government institutions and other institutions to ensure a synergized work relation in supporting the company’s operations.

• Determining, coordinating and controlling the management and building relationship with BOC and Shareholders to align the roles and responsibilities of each Director as the executor & BOC as the supervisor for the company’s goal achievement.





• Menetapkan, mengkoordinasikan dan mengendalikan kegiatan sebagai fasilitator Direksi untuk memastikan komunikasi yang efektif antara Direksi dan seluruh Fungsi di perusahaan.

• Menetapkan, mengkoordinasikan dan mengendalikan kegiatan bidang hukum untuk memastikan bahwa kegiatan perusahaan telah memperhitungkan aspek risiko, aspek hukum dan tersedianya perlindungan hukum terhadap pekerja dan seluruh kegiatan PEPC.

• Menetapkan, mengkoordinasikan dan mengendalikan kegiatan kehumasan termasuk didalamnya kegiatan corporate social responsibility (CSR) untuk mendapatkan dukungan stakeholder terhadap kegiatan operasional perusahaan serta terbangunnya citra perusahaan.

• Menetapkan, mengkoordinasikan dan mengendalikan kegiatan GCG di lingkungan PEPC serta kegiatan kesekretariatan di lingkungan Direksi dan Perseroan terkait RUPS, Risalah Rapat, Profil Perusahaan dan Laporan Tahunan.

• Menetapkan, mengkoordinasikan dan mengendalikan kegiatan multimedia dan strategi komunikasi yang efektif serta interaksi dengan berbagai komunitas dan lembaga swadaya masyarakat.

PENDIDIKAN DAN PELATIHAN SEKRETARIS PERUSAHAANSelama tahun 2018 PEPC menyertakan pejabat Fungsi Sekretaris Perusahaan pada program/kegiatan pendidikan dan pelatihan guna meningkatkan keahlian dan kompetensi.1. Legal preventive Program LSG Products 20182. Pelatihan Strategic Discussion and Sharing Best Practice

- Optimizing The Future Role of Corporate Secretary

3. Workshop Trustee Borrowing Scheme Cashflow Waterfall Simulations, Mechanics and Impacts, 3 April 2018

4. Workshop Leadership Terkait Aspek HSEQ yang Disyaratkan dalam Assessment HSSE Berbasis Protokol ISRS

5. Pembekalan Masa Purna Karya tahun 2018

• Determining, coordinating and controlling the activities as a facilitator to the Directors to ensure an effective communication between the Directors and all functions of the company.

• Determining, coordinating and controlling legal activities to ensure that the company has considered the risk and legal aspects, as well as the availability of legal protection to all employees and all activities of PEPC.

• Determining, coordinating and controlling public relations activities including Corporate Social Responsibility (CSR) to gain support from the stakeholders for the company’s operations as well as to build company image.

• Determining, coordinating and controlling GCG activities at PEPC as well as secretarial activities for Directors and the company related to GMS, Minutes of Meeting, Company Profile and Annual Report.

• Determining, coordinating and controlling multimedia activities and effective communication strategies as well as interaction with various communities and NGOs.

CORPORATE SECRETARY EDUCATION AND TRAINING

During 2018, PEPC enrolled officials in the the Corporate Secretary function to education and training programs/activities to improve their expertise and competency.

1. Legal preventive Program of LSG Products 20182. Training on Strategic Discussion and Sharing Best

Practice - Optimizing the Future Role of Corporate Secretary

3. Workshop on Trustee Borrowing Scheme Cashflow Waterfall Simulations, Mechanics and Impacts, April 3, 2018

4. Leadership Workshop in HSEQ Aspects Required in HSSE Assessment Based on the ISRS Protocol

5. Training on Retirement Period of 2018





PELAKSANAAN KEGIATAN SEKRETARIS PERUSAHAAN

Tugas dan tanggung jawab yang telah dilaksanakan Fungsi Sekretaris Perusahaan selama tahun 2018:

A. External 1. Kunjungan kehormatan tamu perusahaan. Selama

tahun 2018 PEPC mendapatkan kunjungan kehormatan dari : - Menteri ESDM ke Proyek Banyu Urip dan JTB, 11

Januari 2018- Direktur Hulu Pertamina ke Proyek JTB, 11 Januari

2018 - Direktur Sumber Daya Manusia Pertamina, 6

September 2018- Ketua BPK dan Kepala SKK Migas ke Fsilitas

Produksi Banyu Urip dan Proyek JTB, 25 Oktober 2018

- Kunjungan Staf Wakil Presiden ke Bojonegoro, 8 November 2018

2. Pelaksanaan Project Financing bersama Fungsi Project Management, Legal dan Finance untuk Proyek JTB

3. Workshop Hydrate Mitigation & Optimization Proyek JTB

4. Penyusunan AR & SR PEPC tahun buku 20175. Penyelenggaaraan RUPS PEPC tahun buku 20176. Pelaksanaan sponsor meeting EPC Gas Processing

Facilities JTB 7. Rapat Kerja bersama Komisi A DPRD Bojonegoro

terkait implementasi Perda Lokal Bojonegoro content Proyek JTB

8. Pembahasan perjanjian kerja sama PEPC dengan PEM AKAMIGAS

9. Pre – Interview Discussion bersama Direktur Utama PEPC dengan south China Morning Post

10. Hydrate Mitigation Workshop dengan kejaksaan Agung 11. Rapat Proses Penggantian TKD Pelem PEPC12. Tindak Lanjut Pelaksanaan Pelatihan EPDP Surface

Facilities Year 213. Peresmian kantor Talok PEPC, Bojonegoro 14. Pembahasan Adendum Kontrak Sulfinol15. Forum Fasilitas Produksi Migas 2018 IATMI16. Pembuatan Video 3D untuk Proyek Strategis Nasional17. Rapat Kerja dengan Komisi D DPRD Bojonegoro terkait

Amdal JTB18. Mendampingi Komisaris pada Kunjungan ke PPSDM

Migas Cepu

IMPLEMENTATION OF CORPORATE SECRETARY ACTIVITIES Duties and responsibilities that have been carried out by the Corporate Secretary's Functions during 2018:

A. External1. Honorary visit of company guests. During 2018 PEPC

received honorary visits from:

a. Minister of ESDM to the Banyu Urip and JTB Projects, January 11, 2018

b. Director of Upstream Pertamina to the JTB Project, January 11, 2018

c. Pertamina Human Resources Director, September 6, 2018

d. Chairperson of BPK and Head of SKK Migas to the Production Facility of Banyu Urip and JTB Project, October 25, 2018

e. Staff Visit of the Vice President to Bojonegoro, November 8, 2018

2. Implementation of Project Financing along with Project Management, Legal and Finance Functions for the JTB Project

3. Workshop on Hydrate Mitigation & Optimization of the JTB Project

4. Preparation of the AR & SR PEPC fiscal year 20175. The organizer of the 2017 PEPC GMS6. Implementation of the meeting sponsor of the EPC Gas

Processing Facilities JTB7. Working Meeting with Commission A of the Bojonegoro

DPRD related to the implementation of the Local Regulation of Bojonegoro JTB Project content

8. Discussion of the PEPC cooperation agreement with PEM AKAMIGAS

9. Pre-Interview Discussion with PEPC's Managing Director with the South China Morning Post

10. Hydrate Mitigation Workshop with the Attorney General's Office

11. Meeting of the PEPC Pelem TKD Replacement Process12. Follow-Up Implementation of EPDP Surface Facilities

Year 2 Training13. Inauguration of the Talok PEPC office, Bojonegoro14. Discussion of Sulfinol Contract Addendum15. Forum for IATMI's 2018 Oil and Gas Production Facility16. Making 3D Videos for National Strategic Projects17. Working Meeting with Commission D of Bojonegoro

DPRD related to JTB EIA18. Accompanying the Commissioner on a Visit to Cepu Oil

and Gas PPSDM





19. Rapat Pembahasan Hasil Audit JOA - Home Office Overhead (HOO)

20. Mendampingi Direktur Utama PEPC pada Pertemuan dengan EMCL terkait FSA JTB

21. Diskusi Permintaan Bantuan Uji Kualitas Udara Ambien TPA Bojonegoro

22. Survey one on one oleh Juri Independen dalam penjurian APSA 2018 kategori Best ERM implementation

23. Update and Next Planning Project Financing untuk Proyek Pengembangan Lapangan Unitisasi JTB

24. Pembahasan Penggunaan Konsultan Hukum WFW untuk Proyek JTB

25. Lender's Legal Consel Clarification Meeting26. JTB Sponsor Meeting, GasTech 201827. Closing Meeting ISRS8 Assessment PEPC 201828. Press conference update Progress Proyek JTB kepada

Media Nasional dan Lokal Bojonegoro29. Survey Budaya HSSE & Fit to Work Assesment PEPC

oleh Pertamina30. Rapat Koordinasi Perijinan EPC GPF dengan UPP JTB

SKK Migas31. Pertamina Energy Forum Opening Ceremony32. Pertemuan Pre-Sosialisasi EPC GPF bersama Bupati

Bojonegoro dan Direktur Utama PEPC33. Penyerahan Persetujuan Desain Proyek JTB oleh Dir

Jen Migas34. Sosialisasi Project EPC GPF bersama Pemerintah

Kabupaten Bojonegoro

B. Internal 1. Board of Director & Board of Commissioner Meeting

yang diadakan setiap bulan2. Rapat manajemen yang dihadiri oleh seluruh tim

manajemen PEPC3. Rapat Direksi PEPC 4. Penyamaan Persepsi Dokumen Kinerja Ekselen (DKE)

dan Worksheet Quality Management Assessment PEPC (PEPC)

5. Pembahasan Lanjutan (internal) atas Home Office Overhead (HOO) sebagai Tindak Lanjut Audit JOA EMCL

6. Serah terima jabatan Land & Regulatory Manager 7. Management Walk Through Board of Director & Board of

Commissioner8. Persiapan rangkaian acara Ramadhan PEPC yang

terdiri dari: - Safari Ramadhan PEPC - Safari Ramadhan Cluster Bojonegoro

19. JOA Audit Result Discussion Meeting - Home Office Overhead (HOO)

20. Accompanying PEPC's Managing Director at the Meeting with EMCL related FSA JTB

21. Discussion of Bojonegoro TPA Ambien Air Quality Test Assistance

22. One on one survey by an Independent Judge in judging the APSA 2018 category for Best ERM implementation

23. Update and Next Planning Project Financing for the JTB Unitization Field Development Project

24. Discussion of the Use of WFW Legal Consultants for the JTB Project

25. Lender's Legal Counseling Clarification Meeting26. JTB Sponsor Meeting, GasTech 201827. PEPC 2018 Assessment ISRS8 Closing Meeting28. Press conference update on JTB Project Progress to

Bojonegoro National and Local Media29. PEPC HSSE & Fit to Work Assessment Survey by

Pertamina30. EPC GPF Licensing Coordination Meeting with SKK

Migas UPP JTB31. Pertamina Energy Forum Opening Ceremony32. EPC GPF Pre-Socialization Meeting with Bojonegoro

Regent and PEPC President Director33. Submission of Approval for JTB Project Design by the

Director General of Oil and Gas34. Socialization of the EPC GPF Project with the

Bojonegoro District Government

B. Internal1. Board of Directors & Board of Commissioner Meetings

are held every month2. Management meeting attended by all PEPC

management teams3. PEPC Board of Directors' Meetings4. Establishing common perception of Performance

Excellence Document and PEPC Worksheet Quality Management Assessment

5. Further discussion (internal) on the Home Office Overhead (HOO) as Follow-Up of EMCL JOA Audit

6. Handover of Land & Regulatory Manager position7. Management Walk Through of the Board of Directors &

Board of Commissioners8. Preparation of PEPC Ramadan events consisting of:

- PEPC Ramadan Safari- Bojonegoro Cluster Ramadan Safari





- Buka puasa bersama seluruh pekerja PEPC bersama Anak Yatim di Jaka

- Perayaan Nuzulul Qur’an serta buka Puasa bersama anak yatim bersama dengan Pertamina dan seluruh anak Perusahaan Pertamina

- Halal Bihalal seluruh pekerja PEPC 9. Pelaksanaan Challenge Session RKAP 201910. Persiapan update website PEPC11. Pembahasan PJBG Lapangan Unitisasi JTB Pertamina

dengan PEPC 12. Performance Dialogue TW II 2018 Direktur Utama PEPC,

Pemaparan Program Drilling Proyek JTB dan Proses Pengadaan Material Drilling

13. Undangan Sosialisasi Delegation of Authority Guidance (DOAG) dan Uang Muka Kerja (UMK)

14. Inventarisasi Permasalahan Keamanan untuk Persiapan Koordinasi dengan Stakeholder proyek JTB

15. Challenge Session RKAP PEPC 201916. Rapat koordinasi proyek Cleo Algeria bersama dengan

fungsi hukum Pertamina 17. Rapat koordinasi perihal keputusan RUPS alih kelola

JTB bersama dengan Fungsi SJV Pertamina18. Update addendum perjanjian unitisasi & pembahasan

perubahan para pihak penandatanganan dalam PJBG19. Upstream Improvement Innovation Award (UIIA),

Direktorat Hulu Pertamina20. Bi-weekly Leader's Forum Pertamina - Leader's Insight

by Bupati Bojonegoro Drs. Suyoto

- Iftar banquet with all PEPC employees and Orphans in Jakarta

- Nuzulul Qur'an and Iftar banquet with orphans, Pertamina and all Pertamina's subsidiaries

- Halal Bihalal gathering for all PEPC employees9. Implementation of WP&B 2019 Challenge Session10. Preparing to update PEPC website11. Discussion of PJBG of Pertamina JTB Unitization Field

with PEPC12. Performance Dialogue of TW II 2018 of PEPC President

Director, Presentation of Drilling Program for JTB Project and Procurement Process for Drilling Materials

13. Invitation to Dissemination of Delegation of Authority Guidance (DOAG) and Work Advance Payment (UMK)

14. Inventory of Security Issues for Coordination Preparation with JTB project stakeholders

15. PEPC WP&B 2019 Challenge Session16. Coordination meetings of Cleo Algeria project with

Pertamina's legal functions17. Coordination meetings on the GMS resolutions on JTB

management along with Pertamina's SJV Function18. Updating the addendum of unitization agreement &

talks of changes with signatories of the PJBG19. Upstream Improvement Innovation Award (UIIA),

Pertamina Upstream Directorate20. Bi-weekly Leaders Forum of Pertamina - Leader's

Insight by Bojonegoro Regent Drs. Suyoto

SEKRETARIS DEWAN KOMISARISSECRETARY OF THE BOARD OF COMMISSIONERS

Sekretaris Dewan Komisaris memegang peranan penting dalam mendukung kinerja Dewan Komisaris. Tugas dan tanggung jawab Sekretaris Dewan Komisaris tidak hanya fungsi administratif, namun mempunyai fungsi lain guna mendukung pelaksanaan fungsi pengawasan oleh Dewan Komisaris.

Pengangkatan dan pemberhentian Sekretaris Dewan Komisaris dilakukan oleh Dewan Komisaris. Sekretaris Dewan Komisaris bertanggung jawab kepada Dewan Komisaris.

Secretary of the Board of Commissioners plays an important role in supporting the performance of the Board of Commissioners. Duties and responsibilities of Secretary of the Board of Commissioners are not only administrative functions, but has other functions to support the implementation of the Board of Commissioners oversight function.

The appointment and dismissal of the Secretary of the Board of Commissioners is carried out by the Board of Commissioners. The Secretary of the Board of Commissioners is responsible to the Board of Commissioners.





Nama : Budhi PratamaDomisili : JakartaUsia : 42 TahunKewarganegaraan : IndonesiaLahir di Medan, tanggal 21 September 1976.

Pendidikan Lulusan Sarjana Jurusan Teknik Material Fakultas Teknik Industri Institut Teknologi Bandung tahun 1999.

Riwayat PekerjaanMengawali karir di Kantor Pusat PT Pertamina EP Cepu sebagai Assistant Manager Performance Management.

Pelatihan yang pernah diikuti, antara lain: • Talented Development Acceleration - Leadership Program,

PCU,2017. • Fundamental Project Management, Sinergi Daya Mitra,2017.• Senior Management Development Program (initial program),

PCU,2015.• Strategi Bisnis Kunci Peningkatan Kinerja & Daya Saing Korporasi,

oleh MB Solution, 2013. • High Impact Presentation Skill, oleh Dale Carnegie, 2013. • Climate Change & Emmissions Trading Services, oleh Glomacs,

2012.

Name : Budhi PratamaDomicile : JakartaAge : 42 years oldCitizenship : IndonesianBorn in Medan, September 21, 1976.

Education BackgroundGraduated with a Bachelor’s in Material Engineering Department, Faculty of Industrial Engineering, Bandung Institute of Technology in 1999.

Employment HistoryStarted his career at PEPC Head Office as Assistant Manager Performance Management.

Training programs that have been attended:• Talent Development Acceleration - Leadership Program, PCU,

2017.• Fundamental Project Management, Sinergi Daya Mitra, 2017.• Senior Management Development Program (initial program),• PCU, 2015.• Business Strategies as Key for Enhancing Corporate Performance

& Comptitiveness, by MB Solution, 2013.• High Impact Presentation Skill, by Dale Carnegie, 2013.• Climate Change & Emmissions Trading Services, by Glomacs,

2012.

PROFIL SEKRETARIS DEWAN KOMISARISSampai dengan akhir periode pelaporan, Sekretaris Dewan Komisaris dijabat Bapak Budhi Pratama, yang diangkat berdasarkan Surat Keputusan Dewan Komisaris No. Kpts-002/DK/CP/2016-S0 dan Surat Penunjukan oleh Direksi No. SP3S-028/ CP00000/2010-S8.

SECRETARY OF THE BOARD OF COMMISSIONERS PROFILEUntil the end of the reporting period, Mr. Budhi Pratama served as Secretary of the Board of Commissioners, and was appointed based on the Decree of the Board of Commissioners No. Kpts-002/DK/CP/2016-S0 and Appointment Letter by Board of Directors No. SP3S-028/CP00000/2010-S8.





PEDOMAN KERJA SEKRETARIS DEWAN KOMISARIS

Sekretaris Dewan Komisaris telah memiliki Pedoman Kerja yang tertuang dalam Job Description untuk Sekretaris Dewan Komisaris yang telah disahkan dalam Surat Keputusan oleh Dewan Komisaris pada No. Kpts-002/DK/CP/2016-S0 dan Surat Penunjukan oleh Direksi No.SP3S-028/CP00000/2010-S8.

TUGAS DAN TANGGUNG JAWAB SEKRETARIS DEWAN KOMISARISTugas dan tanggung jawab Sekretaris Dewan Komisaris meliputi:• Mengelola persiapan dan pelaksanaan rapat-rapat

dengan Dewan Komisaris. • Menyiapkan dan membuat catatan dari rapat-rapat

(notulen rapat) Dewan Komisaris dan Direksi. • Menjaga ketertiban dokumentasinya (file administrasi). • Menyelaraskan jadwal kerja anggota Direksi dan

Dewan Komisaris. • Menyelenggarakan kegiatan seremonial protokoler

yang berkaitan dengan peresmian, pengukuhan dan lain-lain.

PELAKSANAAN KEGIATAN SEKRETARIS DEWAN KOMISARISSelama tahun 2018 Sekretaris Dewan Komisaris telah melaksanakan beberapa kegiatan.1. Penyelenggaraan rapat bulanan, mulai dari undangan,

agenda, materi rapat dan notulensinya. 2. Pelaksanaan rapat Komite Audit, mulai dari undangan,

agenda, materi rapat dan notulensinya.

3. Persiapan pra-RUPS dan RUPS, mulai dari undangan, agenda dan materi rapat.

4. Penyusunan Rencana Kerja dan Anggaran (RKA) Dewan Komisaris.

5. Menindaklanjuti area of improvement hasil diagnostic assessment GCG dari BPKP.

WORK GUIDELINES OF THE SECRETARY OF THE BOARD OF COMMISSIONERSThe Secretary of the Board of Commissioners has a Work Guidelines set forth in the Job Description of Secretary of the Board of Commissioners which has been approved in a Decree by the Board of Commissioners at No. Kpts-002/DK/CP/ 2016-S0 and Letter of Appointment by the Board of Directors No.SP3S-028/ CP00000/2010-S8.

DUTIES AND RESPONSIBILITIES OF THE SECRETARY OF THE BOARD OF COMMISSIONERSDuties and responsibilities of the Secretary of the Board of Commissioners include:• To manage the preparation and implementation of

meetings with the Board of Commissioners;• To prepare and make minutes of meetings of the Board

of Commissioners and Board of Directors;• To maintain an orderly documentation (administrative

files);• To align work schedule of the members of the Board of

Directors and the Board of Commissioners;• To organize protocol ceremonial activities relating to

the official announcement, inauguration, and others.

IMPLEMENTATION OF ACTIVITIES OF THE SECRETARY OF THE BOARD OF COMMISSIONERSDuring 2018 the Secretary of the Board of Commissioners carried out several activities.1. Organizing monthly meetings, starting from invitations,

agendas, meeting materials and minutes.2. Implementation of Audit Committee meetings, starting

from invitations, agendas, materials and minutes of meeting.

3. Pre-GMS and GMS preparations, starting from invitations, agendas and meeting materials.

4. Preparation of the Board of Commissioners' Work Plan and Budget (WP&B).

5. Following up on the area of improvement, the GCG assessment diagnostic results from the BPKP.





URAIAN MENGENAI UNIT AUDIT INTERNALDESCRIPTION OF THE INTERNAL AUDIT UNIT

Fungsi Internal Audit memegang peran penting guna menyelaraskan lingkup pengawasan yang lebih masif dan komprehensif, baik dalam penerapan GCG, pengelolaan risiko serta penerapan pengendalian internal di lingkungan Perusahaan. Hal ini bertujuan untuk mendukung pencapaian kinerja pengawasan yang lebih efektif dalam mencegah penyimpangan yang terjadi pada proses bisnis PEPC.

KEDUDUKAN DAN STRUKTUR UNIT AUDIT INTERNAL Fungsi Internal Audit mempunyai kedudukan langsung di bawah Direktur Utama untuk menjamin independensi dari seluruh kegiatan atau unit kerja yang diaudit. Fungsi Internal Audit juga menjadi mitra manajemen dalam mewujudkan penerapan GCG, pengelolaan risiko serta penerapan pengendalian internal di lingkungan Perusahaan. Fungsi Internal Audit dipimpin Chief Internal Audit yang diangkat dan diberhentikan oleh Direksi dengan persetujuan Komisaris.

Berdasarkan SK Direktur Utama No.Kpts-018/CP0000/2018-S8 tanggal 20 Juli 2018 tentang Struktur Organisasi PEPC, Internal Audit berada langsung di bawah Direktur Utama.

The Internal Audit function plays an important role in aligning more massive and comprehensive scope of oversight, both in the GCG implementation, risk management and the internal control implementation within the Company. This aims to support more effective oversight performance achievement in preventing irregularities that occur in the PEPC business process.

POSITION AND INTERNAL AUDIT UNIT STRUCTURE The Internal Audit function’s position is directly under the President Director to ensure the independence of all audit activities or work units. The Internal Audit function is also a management partner in realizing the GCG implementation, risk management and internal control implementation within the Company. The Internal Audit function is headed by the Chief Internal Audit who is appointed and dismissed by the Board of Directors with the approval of the Board of Commissioners.

Based on the Managing Director's Decree No. Kpts-018/CP0000/2018-S8 dated July 20, 2018 on the Organizational Structure of PEPC, Internal Audit is directly under the President Director.

Struktur Organisasi Internal AuditorInternal Auditor Organizational Structure

President Director

Chief Internal AuditDahlia

Ast. Manager AP & QA

Jr. Officer AP & QA

Sr. AuditorInternal Audit

Jr. AuditorInternal Audit

AuditorInternal Audit





INDEPENDENSI INTERNAL AUDITIndependensi Internal Audit diatur dalam Piagam Internal Audit PEPC. Sejalan dengan kedudukan Internal Audit yang independen maka Internal Audit dapat berkomunikasi langsung dengan Dewan Komisaris dan Komite Audit, untuk menginformasikan berbagai hal yang berkaitan dengan hasil audit. Chief Internal Audit dibantu oleh Senior Auditor dan Assistant Manager AP&QA.

PROFIL CHIEF INTERNAL AUDIT Sampai dengan bulan Maret 2018, Chief Internal Audit dijabat oleh Bapak Joni Nazarudin, yang diangkat berdasarkan Surat Keputusan Direksi PT Pertamina No. Kpts.P-033/K00000/2013-S8 tanggal 25 Januari 2017.

Untuk selanjutnya, Chief Internal Audit dijabat oleh Ibu Dahlia yang yang diangkat berdasarkan Surat Keputusan Direksi PT Pertamina (Persero) No. Kpts.P-213/K00000/2013-S8 tanggal 27 April 2017.

INTERNAL AUDIT INDEPENDENCEIndependence of Internal Audit is stipulated in the PEPC Internal Audit Charter. In line with its independent position, Internal Audit can communicate directly with the Board of Commissioners and Audit Committee, about various matters concerning audit results. The Chief Internal Audit is assisted by Senior Auditor and Assistant Manager of AP&QA.

CHIEF INTERNAL AUDIT PROFILE Until March 2018, the Chief Internal Audit was held by Mr. Joni Nazarudin, who was appointed based on the Decree of the Board of Directors of PT Pertamina (Persero) No. Kpts.P-033/K00000/2013-S8 dated January 25, 2017.

Henceforward, the Chief Internal Audit was held by Mrs. Dahlia who was appointed based on the Decree of the Board of Directors of PT Pertamina (Persero) No. Kpts.P-213/K00000/2013-S8 dated April 27, 2017

Nama : DahliaDomisili : JakartaUsia : 39 TahunKewarganegaraan : Indonesia

Lahir di Jakarta, 06 April 1980. Pendidikan Meraih gelar S1 Ekonomi Akuntansi pada tahun 2002 dari Universitas Indonesia dan gelar S2 Magister Manajemen pada tahun 2018.

Riwayat PekerjaanPada tahun 2002 sd 2003 pernah berkarir di PT. Unilever Indonesia sebagai Asman Financial Accounting. Kemudian mulai berkarir di PT Pertamina sejak tahun 2003 dalam berbagai posisi di Fungsi Internal Audit di Unit dan di Pusat sebagai Junior Auditor, Auditor Madya, Senior Auditor, Manager Gas& NRE Internal Audit dan terakhir sebagai Chief Internal Audit PT Pertamina EP Cepu.

Telah memiliki beberapa sertifikasi diantaranya. • SertifikasiQualified Internal Auditor (QIA) - nasional• Sertifikasi Certified Internal Auditor (CIA) - international• Sertifikasi Associate Chartered Professional Accountant (aCPA)

Name : DahliaAge : 39 years oldCitizenship : IndonesianDomicile : Jakarta

Born in Jakarta, April 6, 1980. Educational backgroundEarned a Bachelor's degree in Accounting Economics in 2002 from University of Indonesia and a Master’s degree in Management in 2018.

Employment HistoryIn 2002 until 2003, she worked at PT Unilever Indonesia as Asst. Manager of Financial Accounting. Then she began her career at PT Pertamina in 2003 holding various positions in the Internal Audit Unit Function and at the Head Office as Junior Auditor, Auditor Madya, Senior Auditor, Internal Audit Gas & NRE Manager and most recently as Chief Internal Audit of PEPC.

She holds several certifications as follows:• Qualified Internal Auditor (QIA) - national• Certified Internal Auditor (CIA) - international• Certification of Associate Chartered Professional Accountant

(ACPA)





JUMLAH DAN KUALIFIKASI AUDITOR INTERNAL Chief Internal Audit dan para Auditor Internal harus memiliki keahlian profesi serta memenuhi kualifikasi yang telah ditetapkan peraturan perundang-undangan. Sampai dengan 31 Desember 2018, tenaga auditor pada Fungsi Internal Audit PEPC berjumlah 6 (enam) orang.

Seluruh personel Fungsi Internal Audit telah memiliki pengetahuan, keterampilan, dan berbagai kompetensi baik akademik maupun kompetensi audit serta memiliki sertifikasi auditor yang meliputi Certified Internal Auditor (CIA) dan Qualified Audit Internal (QIA) serta memiliki pengetahuan mengenai Proses Bisnis Perusahaan.

NUMBER AND QUALIFICATION OF INTERNAL AUDITORS Chief Internal Audit and Internal Auditors must have professional expertise as well as meet the qualifications set by the laws and regulations. As of December 31, 2018, there were 6 (six) auditors in the Internal Audit Function of PEPC.

All personnel of Internal Audit Function have had the knowledge, skills as well as both academic and audit competencies. They also have auditor certifications including Certified Internal Auditor (CIA) and Qualified Internal Audit (QIA), and have knowledge about the Company's Business Process.

Tabel Personel Fungsi Audit InternalTable of Internal Audit Function Personnel

PENDIDIKAN, PELATIHAN, DAN SERTIFIKASI PROFESI INTERNAL AUDIT Perusahaan menyertakan auditor pada berbagai kegiatan pendidikan, pelatihan dan sertifikasi. Selama tahun 2018 ada beberapa kegiatan yang diikuti oleh para auditor internal yaitu sebagai berikut:1. HSSE Leadership Mandatory Training2. Forum Komunikasi Satuan Pengawasan Intern3. Risk Based Internal Audit Workshop4. INSEAD - Pertamina Enterprise Accelerator Training

Programme

PEDOMAN KERJA INTERNAL AUDITPelaksanaan tugas dan tanggung jawab Internal Audit mengacu pada Pedoman Pengelolaan Fungsi Internal Audit Nomor A-001/CP0020/2017-S9 Revisi 01 yang berlaku terhitung tanggal 27 November 2017. Ruang lingkup pedoman ini mengatur kebijakan pegelolaan

INTERNAL AUDIT CEDUCATION, TRAINING, AND PROFESSIONAL CERTIFICATION The company enrolled the auditors to various education, training and programs. During 2018 there were several programs that were attended by the internal auditors, as follows:1. HSSE Leadership Mandatory Training2. Internal Audit Unit Communication Forum3. Risk Based Internal Audit Workshop4. INSEAD - Pertamina Enterprise Accelerator Training

Program

INTERNAL AUDIT WORK GUIDELINESThe implementation of Internal Audit’s duties and responsibilities refers to the Management Guidelines of Internal Audit Function Number A-001/CP0020/2017-S9 Revision 01 which is effective from November 27, 2017. The guidelines regulate the management of function and

JabatanPosition

JumlahTotal

Sertifikasi Kualifikasi ProfesiProfessional Qualification Certification

Chief Internal Audit 1 CIA, QIA, ACPA

Senior Auditor 1 QIA

Assistant Manager AP&QA 1 QIA

Auditor 1 QIA

Junior Auditor 2 QIA

Junior APQA Officer - -Jumlah Total 6





fungsi dan tugas pengawasan yang dijalankan oleh Fungsi Internal Audit yang mencakup: (1) Standar Pelaksanaan Fungsi Internal Audit, (2) Perencanaan Tugas Fungsi Internal Audit, (3) Kualifikasi Internal Audit, (4) Tugas dan Tanggung Jawab dalam Proses Audit, (5) Konsultasi/Review/Evaluasi/Pendampingan, (6) Pelaksanaan Tugas Internal Audit, serta (7) Quality Assurance & Improvement Program Fungsi Internal Audit.

KODE ETIK AUDITORKode Etik Auditor dituangkan dalam Piagam Audit PEPC yang telah ditetapkan dan disahkan oleh Chief Internal Audit, Direktur Utama dan Komisaris Utama pada tanggal 14 Agustus 2018. Dalam Piagam Audit dimuat tentang Visi, Misi, Tujuan, Value, Ruang Lingkup, Prinsip Utama, Independensi, Wewenang, Tugas dan Tanggung Jawab serta Standar Pelaksanaan Internal Audit.

TUGAS DAN TANGGUNG JAWAB INTERNAL AUDITSesuai Piagam Audit PEPC, terdapat tugas dan tanggung jawab Internal Audit yaitu: 1. Menyusun dan mengusulkan Annual Audit Plan

dan rencana anggaran biaya untuk mendapatkan persetujuan Direktur Utama.

2. Melaksanakan kegiatan penugasan melalui kegiatan assurance dan consulting di seluruh unit kerja perusahaan.

3. Melaksanakan koordinasi pengawasan dengan Internal Audit PT Pertamina (Persero).

4. Melaksanakan penilaian atas risiko dan control secara terus menerus melalui kegiatan Continuous Auditing.

5. Melaksanakan review atas laporan keuangan secara periodik.

6. Melaksanakan pemeriksaan kepatuhan terhadap peraturan perundang-undangan terkait.

7. Mengidentifikasi alternatif perbaikan dan peningkatan kinerja bisnis perusahaan seta memitigasi terjadinya masalah berulang (repeatable dan replicable).

8. Melaksanakan koordinasi dengan Komite Audit.9. Melaporkan hasil penugasan kepada Direktur Utama

dan Direktur lainnya yang relevan.10. Monitoring pelaksanaan tindak lanjut hasil audit

internal, eksternal dan institusi pengawasan lainnya.

11. Melaksanakan koordinasi kegiatan pengawasan dengan eksternal Auditor (SKK Migas, BPK, BPKP dan Direktorat Jendral Pajak).

oversight duties carried out by Internal Audit Function that include: (1) Standards for Internal Audit Function Implementation, (2) Planning for Internal Audit Function Duties, (3) Internal Audit Qualifications, (4) Duties and Responsibilities in the Audit Process, (5) Consultation/Review/Evaluation/Assistance, (6) Implementation of Internal Audit Duties, and (7) Quality Assurance & Improvement Program of Internal Audit Function.

AUDITOR CODE OF ETHICSThe Auditor's Code of Ethics is set forth in the PEPC Audit Charter that has been established and approved by the Chief Internal Audit, President Director and President Commissioner on August 14, 2018. The Audit Charter contains Vision, Mission, Objectives, Values, Scope, Main Principles, Independence, Authority, Duties and Responsibilities, as well as Standards for Internal Audit Implementation.

DUTIES AND RESPONSIBILITIES OF INTERNAL AUDITIn accordance with the PEPC Audit Charter, duties and responsibilities of Internal Audit, are:1. Drafting and proposing the Annual Audit Plan and

budget plan to get the President Director's approval.

2. Conducting assignments through assurance and consulting activities at all work units of the company.

3. Coordinating supervision with Internal Audit of PT Pertamina (Persero).

4. Conducting assessments of risk and Continuous Auditing activities.

5. Reviewing financial statements periodically.

6. Conducting inspection of compliance with relevant laws and regulations.

7. Identifying alternative improvements, improving business performance of the company and mitigating recurring problems (repeatable and replicable).

8. Coordinating with the Audit Committee.9. Reporting the assignment results to the President

Director and other related Directors.10. Monitoring the implementation of follow-up on the

audit results of internal, external and other supervisory institutions.

11. Coordinating supervisory activities with external auditors (SKK Migas, BPK, BPKP and Directorate General of Taxes).





12. Melaksanakan koordinasi dengan fungsi lain baik Internal Perusahaan maupun PT Pertamina (Persero) dalam melaksanakan tindak lanjut atas pengaduan yang dilakukan oleh masyarakat atau pihak lainnya sesuai ketentuan yang berlaku.

13. Melaksanakan audit investigasi terhadap masalah yang dapat menimbulkan kerugian bagi perusahaan dengan berkoordinasi dengan Internal Audit PT Pertamina (Persero).

14. Melaksanakan kegiatan Quality Assurance and Improvement Program.

15. Melaporkan hasil kegiatan penugasan kepada Dewan Komisaris dan Komite Audit.

16. Melaksanakan penugasan lain yang diamanatkan oleh Direksi dan atau Dewan Komisaris.

PELAKSANAAN TUGAS INTERNAL AUDITOR TAHUN 2018Fungsi Internal Audit telah menerbitkan 4 (empat) Laporan Hasil Audit (LHA). Dari 39 temuan yang harus ditindaklanjuti di tahun 2018, 36 temuan telah selesai ditindaklanjuti oleh manajemen (92%). Selama tahun 2018, Fungsi Internal Audit telah melakukan pendampingan 1 (satu) penugasan Audit BPK RI, outsourcing 3 (tiga) penugasan kepada BPKP dan sebagai counterpart Kantor Akuntan Publik dalam audit Laporan Keuangan PEPC tahun buku 2018.

REKOMENDASI INTERNAL AUDIT ATAS PELAKSANAAN SISTEM PENGENDALIAN INTERNAL PEPCFungsi Internal Audit telah memberikan rekomendasi yang melibatkan keseluruhan unsur dalam internal PEPC, yakni:• Rekomendasi pembuatan Pedoman dan TKO yang

belum ada di Fungsi IT, HSSE dan Human Capital

• Rekomendasi perbaikan monitoring sistem pelaksanaan kerja antara lain monitoring peralatan kerja HSSE untuk mendukung tercapainya kinerja operasi excellent HSSE.

• Rekomendasi untuk Fungsi HC untuk memastikan tercapainya peningkatan kinerja, kompetensi pekerja dan budaya inovatif serta keunggulan kompetitif yang diperlukan dalam mencapai sasaran strategis perusahaan.

12. Coordinating with other functions, both in the Company and PT Pertamina (Persero), to follow up on complaints made by the community or other parties in accordance with applicable regulations.

13. Conducting an investigative audit of problems that can cause harm to the company by coordinating with the Internal Audit of PT Pertamina (Persero).

14. Conducting the Quality Assurance and Improvement Program activities.

15. Reporting the results of assignment activities to the Board of Commissioners and the Audit Committee.

16. Conducting other assignments mandated by the Board of Directors and/or the Board of Commissioners.

IMPLEMENTATION OF AUDITOR DUTIES IN 2018

The Internal Audit function has published 4 (four) Audit Reports (LHA). Of 39 findings that must be followed up in 2018, 36 findings have been followed up by management (92%). During 2018, the Internal Audit Function has assisted 1 (one) BPK RI Audit assignment, outsourcing of 3 (three) assignments to BPKP and as a counterpart of the Public Accounting Firm in auditing PEPC Financial Statements fiscal year 2018.

INTERNAL AUDIT RECOMMENDATIONS ON PEPC INTERNAL CONTROL SYSTEM IMPLEMENTATION The Internal Audit function has made recommendations that involved all internal elements of PEPC, namely:• Recommendations for drafting Guidelines and TKOs

that have not been established for the IT, HSSE and Human Capital Functions

• Recommendations for improving monitoring of work implementation systems, including monitoring HSSE work equipment to support the achievement of HSSE operational excellence.

• Recommendations for the HC Function to ensure to achieve improvement of performance, employee competencies and innovative culture as well as competitive advantages required to achieve the company's strategic goals.





URAIAN MENGENAI AKUNTAN PUBLIK DESCRIPTION OF PUBLIC ACCOUNTANT

Sejalan dengan penerapan GCG dan memastikan integritas penyajian Laporan Keuangan Tahun Buku 2018, Perusahaan telah menunjuk Kantor Akuntan Publik (KAP) sebagai Auditor Eksternal dan pihak independen pelaksana audit. KAP bertanggung jawab untuk menyampaikan opini atas ketaatan Laporan Keuangan Perusahaan, yang diaudit terhadap Standar Akuntansi Keuangan (PSAK) yang berlaku umum dan laporan yang disiapkan menyajikan posisi keuangan dan hasil usaha secara wajar.

Sesuai Keputusan RUPST 2018 tanggal 23 Maret 2018 perihal Penunjukan KAP, maka Perusahaan menunjuk KAP Purwantono, Sungkoro & Surja sebagai pelaksana audit umum di Perusahaan. Penunjukan Auditor Eksternal telah memenuhi prinsip-prinsip etika profesi antara lain tanggung jawab profesi, kepentingan umum (publik), integritas, objektivitas, kompetensi dan kehati-hatian profesional, kerahasiaan, perilaku profesional serta standar teknis.

Penetapan KAP sebagai Auditor Eksternal juga telah sesuai Peraturan Menteri Keuangan Nomor 17/PMK.01/2008 tanggal 5 Februari 2008 khususnya pasal 3 ayat 1 yang menyebutkan bahwa pemberian jasa audit umum atas laporan keuangan dari suatu entitas dilakukan oleh KAP paling lama untuk 6 (enam) tahun buku berturut-turut dan oleh seorang Akuntan Publik paling lama untuk 3 (tiga) tahun buku berturut-turut.

Dari hasil audit yang dilakukan atas Laporan Keuangan Tahun Buku 2018, KAP memberikan opini “wajar tanpa pengecualian, dalam semua hal yang material, posisi keuangan, sesuai dengan Standar Akuntansi Keuangan di Indonesia”.

In line with the GCG implementation and to ensure the integrity of Financial Statements for Fiscal Year 2018, the Company has appointed the Public Accounting Firm (KAP) as an External Auditor and an independent party to audit. The KAP is responsible for providing an opinion on compliance of the Company's Financial Statements, which are audited based on generally accepted Financial Accounting Standards (PSAK) and the reports present fair financial position and business results.

In accordance with the Resolution of AGMS 2018 dated March 23, 2018 regarding the Appointment of Public Accounting Firm, the Company appointed KAP Purwantono, Sungkoro & Surja as the general auditor at the Company. Appointment of External Auditors has complied with professional ethics principles including professional responsibility, public interest, integrity, objectivity, competence and professional discretion, confidentiality, professional conduct and technical standards.

Determination of KAP to be the External Auditor is also in accordance with Minister of Finance Regulation Number 17/PMK.01/2008 dated February 5, 2008 specifically article 3 paragraph 1 which states that the provision of general audit services for financial statements of an entity is carried out by KAP for a maximum of 6 (six ) consecutive fiscal years and by a Public Accountant for a maximum of 3 (three) consecutive years.

The results of the audit on the Financial Statements for fiscal year 2018, KAP provides "unqualified opinion, in all material respects, financial positions, in accordance with the Financial Accounting Standards in Indonesia".





KAP Pelaksana Audit Laporan Keuangan PEPCPublic Accounting Firm as Auditor for PEPC Financial Statements

JASA LAINNYA YANG DIBERIKAN KAPSelama pelaksanaan audit Laporan Keuangan Tahun Buku 2018, KAP Purwantono, Sungkoro & Surja (EY) tidak memberikan jasa lain kepada PEPC selain jasa audit sehingga pelaksanaan proses audit berjalan independen dan tidak terdapat benturan kepentingan.

OTHER SERVICES PROVIDED BY KAPDuring the audit of the Financial Statements for Fiscal Year 2018, KAP Purwantono, Sungkoro & Surja (EY) did not provide other services to PEPC other than audit services so that the audit process has been carried out independently with no conflict of interest.

Tahun BukuFiscal Year

Kantor Akuntan PublikPublic Accounting Firm

Akuntan PublikPublic Accountant

Jasa yang DiberikanServices Provided

KomisiFee

2018 Purwantono, Sungkoro & Surja (Ernst & Young)

Widya Arijanti Audit Laporan Neraca, Audit Laporan Laba Rugi, Audit Laporan Perubahan Ekuitas, Laporan Arus Kas, Laporan Perubahan Dana Investasi TerkaitAudit of Balance Sheet, Audit of Income Statements, Audit of Statements of Changes in Equity, Cash Flow Statements, Statements of Changes in RestrictedInvestment

Rp410,200,000



Rp293,000,000



Rp272,000,000



Rp288,000,000

2014 Tanudiredja, Wibisana & Rekan (Pricewaterhouse Coopers)

Yusron, SE.CPA Audit Laporan Neraca, Audit Laporan Laba Rugi Audit Laporan Perubahan Ekuitas, Laporan Arus Kas, Laporan Perubahan Dana Investasi TerkaitAudit of Balance Sheet, Audit of Income Statements, Audit of Statements of Changes in Equity, Cash Flow Statements, Statements of Changes in RestrictedInvestment

Rp250,000,000





URAIAN MENGENAI MANAJEMEN RISIKO PERUSAHAANDESCRIPTION OF COMPANY RISK MANAGEMENT

Sebagai pelaku industri hulu migas, PEPC memahami pentingnya pengelolaan risiko dalam proses perencanaan strategis maupun operasional Perusahaan. Pengelolaan risiko juga menjadi salah satu bentuk penerapan GCG.

Penerapan manajemen risiko akan berpengaruh langsung pada peningkatan kualitas pengelolaan Perusahaan, melalui perlindungan aset dan mengoptimalkan return dari risiko keterlambatan ataupun kegagalan target pencapaian proyek. PEPC menerapkan pola pengelolaan risiko secara terpadu untuk mengidentifikasi, mengukur, memantau dan mengendalikan eksposur risiko di seluruh lini organisasi sehingga tidak menimbulkan dampak negatif terhadap pencapaian tujuan Perusahaan.

STRUKTUR PENGELOLAAN RISIKO PEPCSesuai SK Direksi No.Kpts-003/CP0000/2016-S0 tentang Organisasi Transformasi PEPC Tahun 2016-2018, struktur organisasi manajemen risiko dikelola oleh Fungsi Risk & Quality Management yang berada langsung di bawah Direktur Utama. Fungsi Risk & Quality Management dipimpin oleh PJS VP Strategic Planning and Risk Management dan kini dijabat Bapak Tonni Ramelan dan dibantu Risk Management Manager yang kini dijabat oleh Bapak Adi FM Ringoringo.

As an upstream oil & gas industry player, PEPC understands the importance of risk management in the Company's strategic planning and operational processes. Risk management is also one form of GCG implementation.

The application of risk management will have a direct effect on quality improvement of the Company‘s management, through asset protection and optimizing returns from the risk of delay or failure in achieving project targets. PEPC implements an integrated risk management pattern to identify, measure, monitor and control risk exposures across all organizational lines in order not to have a negative impact on achieving the Company's goals.

STRUCTURE OF PEPC RISK MANAGEMENTIn accordance with the Directors Decree No.Kpts-003/CP0000/2016-S0 on PEPC Organization Transformation for 2016-2018, the risk management organization structure is managed by the Risk & Quality Management Function which is directly under the President Director. The Risk & Quality Management function is led by Acting VP Strategic Planning and Risk Management and is currently held by Mr. Tonni Ramelan and assisted by Risk Management Manager currently held by Mr. Adi FM Ringoringo.





Struktur Organisasi Pengelolaan Risiko PEPCOrganizational Structure of PEPC Risk Management

Assistant Manager Operation Legal Risk & Insurance

Assistant Manager Financial & Project Risk

Analyst Operation Legal Risk & Insurance

Junior Analyst Insurance

Risk & Quality Management Manager

Analyst Financial & Risk Project

Junior Analyst Financial & Risk Project

Assistant Manager Quality Management

Senior Analyst Quality Management

Analyst Quality Management

Junior Analyst Quality Management

President Director





Profil PJS VP Strategic Planning and Risk ManagementActing VP Strategic Planning and Risk Management Profile

Nama : Tonni RamelanDomisili : JakartaUsia : 54 TahunKewarganegaraan : Indonesia

Pendidikan Meraih gelar sarjana Teknik Sipil Institut Teknologi Bandung di tahun 1988.

Riwayat Pekerjaan• Sebelumnya bertugas diberbagai posisi antara lain:• Sebagai Planning & Evaluation Manager (2010-2015).• Cost & Schedule Specialist Kantor Pusat EP Cepu (2008-2010).• Team Mnagement Strategic Planninng- Staff PER (2005-2008).• Design & Construction (D&C)-Staff Perbantun BOB PT Bumi Siak-

Pusuko-Pertamina (2002-2008).• Staf Teknol Sipil Direktorat Hulu – Jastek, Dit Hulu (2001-2002). • URS Tek/Ahli UT Sipil Diretorat Hulu, DIT EP (1998-2001).• Teknik Lapangan Rantau/Ahli Utama Sipil, DIR EP (1995-1998).• Teknik Lapangan Pangkalan Susu/Pengawas TOP SIP , dir ep

(1993-1995).

Name : Tonni RamelanAge : 54 years oldCitizenship : IndonesianDomicile : Jakarta

Educational backgroundEarned a bachelor’s degree in Civil Engineering, Bandung Institute of Technology in 1988.

Employment History• Previously served in various positions including:• Planning & Evaluation Manager (2010-2015).• Cost & Specialist Schedule of EP Cepu Head Office (2008-2010).• Management Strategic Planninng Team - PER Staff (2005-2008).• Design & Construction (D & C) – BOB Secondee of PT Siak-Pusuko-

Pertamina (2002-2008).• Staff of Technological Civil, Upstream Directorate - Jastek,

Upstream Directorate (2001-2002).• URS Engineering/Civil UT Expert of Upstream Directorate,• Field Engineering/TOP SIP Supervisor, DIR EP (1993-1995).





Profil Manajer Manajemen RisikoRisk Management Manager Profile

Nama : Adi FM RingoringoDomisili : JakartaUsia : 54 TahunKewarganegaraan : Indonesia

Lahir di Bandung, 23 September 1964.

Pendidikan Meraih gelar S2 Master of Science Majoring Petroleum Geology dari New Mexico Institute of Mining and Technology, Socorro, New Mexico USA.

Riwayat Pekerjaan• Bergabung dengan PEPC sejak tahun 2011 sebagai Senior

Geophysics (Secondee MCL).• New Venture Manager(2013).• Management Manager (Desember 2015).

Perjalanan karir beliau selama 10 tahun terakhir diantaranya Ahli Geologi Pertamina DOH NAD Sumbagut (1997), Ahli Utama Geologi Proyek Pengembangan GasSumbagsel (2002), Senior Geologist Proyek Pengembangan Pondok Tengah (2006) dan Senior Geoscience Pertamina EP(2009).

Penghargaan yang pernah diraih yaitu Pertamina Scholarship for Graduate Student in USA (1993), Penghargaan GM DOH NAD Sumbagut atas Team Penemu Zona Minyak 850 Struktur Paluh Tabuhan Timur Pangkalan Susu – DOHNAD Sumbagut (2009) dan Penghargaan Direktur Hulu Pertamina Persero atas Keberhasilan Proyek Pengembangan Sumbagsel (2006).

Name : Adi FM RingoringoAge : 54 years oldCitizenship : IndonesianDomicile : Jakarta

Born in Bandung, September 23, 1964.

Educational backgroundEarned a Masters degree in Science Majoring Petroleum Geology from New Mexico Institute of Mining and Technology, Socorro, New Mexico, US.

Employment History• Joined PEPC since 2011 as Senior Geophysics (MCL Secondee).

• New Venture Manager (2013).• Management Manager (December 2015).

His career journey for the past 10 years include Geologist at Pertamina DOH for Aceh and Northern Sumatra (1997), Senior Geologist Expert of Gas Development Project for Southern Sumatra (2002), Senior Geologist of Pondok Tengah Development Project (2006) and Senior Geoscience of Pertamina EP (2009).

Some of his achievements were Pertamina Scholarship for Graduate Student in the US (1993), Award from DOH Aceh and Northern Sumatra GM for Team of Discovery of 850 Oil Zone Paluh, East Tabuhan Structure, Pangkalan Susu – DOH Aceh and Northern Sumatra (2009) and Award from Upstream Director of Pertamina Persero for the Successful Development Project in Southern Sumatra (2006 )





TUGAS DAN TANGGUNG JAWAB Tugas dan Tanggung Jawab Risk Management Manager meliputi beberapa hal.• Menetapkan kajian dan analisa secara komprehensif

dan terintegrasi atas seluruh jenis risiko yang melekat pada setiap aktivitas, operasi dan transaksi baik internal maupun eksternal dalam proses bisnis perusahaan dan proyek yang berpotensi merugikan perusahaan melalui pendekatan kuantitatif maupun kualitatif.

• Mengarahkan dan mengendalikan proses pengukuran eksposur risiko perusahaan terhadap aktivitas bisnis atau konsentrasi bisnis perusahaan.

• Mengarahkan rekomendasi konsep strategis yang bersifat responsif maupun antisipatif terhadap risiko dan “opportunity” yang berpengaruh terhadap kinerja perusahaan.

• Melakukan review atas implementasi risk response/risk treatment dan melakukan updating risiko perusahaan serta melaporkan secara periodik kepada manajemen atau Direksi dan risk taking unit 5. Menyusun laporan terhadap eksposur risiko yang mencakup seluruh eksposur bisnis perusahaan.

• Merumuskan dan memutuskan konsep strategi dan kebijakan pengelolaan risiko bisnis Perusahaan dengan memperhitungkan kapabilitas perusahaan untuk menjadi pedoman (dalam bentuk sistem tata kerja/ STK).

• Mengarahkan kajian risiko dalam setiap proyek yang dikembangkan oleh Perusahaan dan melaporkan status Rencana Tindakan Penilaian Risiko dan hasil pelaksanaan tindakan kepada Manajemen dan stakeholders lainnya.

• Memutuskan probabilitas risiko-risiko ekonomi antara lain Value at Risk, Net Present Value (NPV), Interest Rate of Return (IRR) dan Pay Out Time berdasarkan ketersediaan data atas semua risiko yang ada baik operasional, pra FS maupun pelaksanaan proyek.

• Mengendalikan dan memonitor pelaksanaan Rencana Tindakan Penilaian Risiko Proyek.

• Mengarahkan dan memutuskan studi-studi, kursus yang diperlukan oleh pemilik risiko yang diperlukan untuk dilaksanakan.

DUTIES AND RESPONSIBILITIESThe duties and responsibilities of Risk Management Manager include:• Establishing a comprehensive and integrated

assessment and analysis of all types of risks inherent in every activity, operation and transaction both internally and externally in the company's business processes and projects that have the potential to harm the company through quantitative and qualitative approaches.

• Directing and controlling the process of measuring the company's risk exposure to its business activity or business concentration.

• Directing recommendations on strategic concepts that are responsive and anticipatory to risks and "opportunity" that affect the company's performance.

• Reviewing the implementation of risk response/risk treatment, updating company risks and reporting periodically to the management or the Board of Directors and risk taking unit 5. Preparing report on risk exposures that encompasses all company business exposures.

• Formulating and making decision on the strategy concept and management policies of the Company's business risks to be guidelines (in the form of a working system/STK) by taking into account the company's capability.

• Directing risk analysis in each project developed by the Company and reporting the status of the Risk Assessment Action Plan and the results of implementation of the actions to the Management and other stakeholders.

• Making decision on the probability of economic risks including Value at Risk, Net Present Value (NPV), Interest Rate of Return (IRR) and Pay Out Time based on the availability of data on all existing risks both operational, pre-FS and project implementation.

• Controlling and monitoring the implementation of Project Risk Assessment Action Plan.

• Directing and making decision on studies, courses required by the risk owner to be implemented.





• Memutuskan apakah diperlukannya perubahan analisa dan mitigasi risiko dari suatu proyek dalam periode tertentu. Perubahan-perubahan tersebu tbisa disebabkan karena aktual realisasi proyek, kondisi lapangan, pasar, politik dan sebagainya.

• Memutuskan jenis pelatihan/edukasi yang diperlukan oleh fungsi Manajemen Risiko dan risk owner guna membangun risk awareness dalam perusahaan dan meningkatkan efektifitas implementasi Manajemen Risiko.

• Melakukan koordinasi dengan Direktorat Hulu dan Direktorat Keuangan Pertamina Korporat dalam membuat risiko-risiko proyek strategis PEPC.

• Mengarahkan dan memutuskan Rencana kerja dan usulkan anggaran Fungsi Manajemen Risiko untuk dimasukkan kedalam WP&B dan RKAP evidence setiap tahunnya serta mengendalikan pelaksanaan RKAP tersebut.

PENJELASAN MENGENAI SISTEM MANAJEMEN RISIKO YANG DITERAPKAN PERUSAHAAN PEPC memiliki kebijakan di bidang Manajemen Risiko yang dituangkan dalam Pedoman Pengelolaan Manajemen Risiko PEPC No. A-002/CP0040/2017-S9 REV-01. Tujuan dari kebijakan pengelolaan risiko adalah membantu Perusahaan dalam usaha meminimalkan potensi kerugian, biaya-biaya yang harus dikeluarkan terkait dengan pencapaian Rencana Kerja Anggaran Perusahaan (RKAP) dan Rencana Jangka Panjang (RJP).

Manajemen Risiko juga diharapkan dapat memaksimalkan peluang, mempertahankan lingkungan kerja yang kondusif, membangun kepercayaan investor, meningkatkan shareholder value, meningkatkan tata kelola perusahaan yang sehat, mengantisipasi perubahan lingkungan yang pesat dan mengintegrasikan strategi perusahaan.

Landasan penerapan manajemen risiko di PEPC mengacu pada:1. Peraturan Menteri Negara BUMN No.PER-01/ MBU/2011

tentang Penerapan Tata Kelola Perusahaan yang Baik pada Badan Usaha Milik Negara.

2. Traktat Implementasi Manajemen Risiko PEPC yang telah ditandatangani pada tanggal 21 Mei 2018 sebagai bentuk komitmen Direksi.

3. STK Pedoman Pengelolaan Manajemen Risiko PEPC No.A-002/CP0040/2017-S9 REV-01 tanggal

• Making decision whether it is necessary to change the risk analysis and mitigation of a project within a certain period. These changes can be caused by actual project realization, field conditions, markets, politics and so on.

• Making decision on what type of training/education is required by the Risk Management function and risk owner to raise risk awareness within the company and increase the effectiveness of Risk Management implementation.

• Coordinating with Upstream Directorate and Corporate Finance Directorate in compiling risks for strategic projects of PEPC.

• Directing and making decision on the work plan and proposing budget for Risk Management Function to be included in the WP&B and WP&B evidence annually as well as controlling the implementation of the WP&B.

ELUCIDATION OF RISK MANAGEMENT SYSTEM IMPLEMENTED BY THE COMPANYPEPC has a policy in Risk Management as set forth in PEPC Risk Management Management Guidelines No. A-002/CP0040/2017-S9 REV-01. The purpose of the risk management policy is to help the Company to minimize potential losses, costs that must be incurred to meet the Company's Work Plan & Budget (WP&B) and Long-Term Plan (RJP).

Risk Management is also expected to maximize opportunities, maintain a conducive work environment, build investor confidence, increase shareholder value, improve sound corporate governance, anticipate rapid environmental changes and integrate the company’s strategies.

The foundation for implementing risk management in PEPC refers to:1. Minister of State-Owned Enterprises Regulation

No.PER-01/MBU/2011 concerning the Implementation of Good Corporate Governance in State-Owned Enterprises.

2. PEPC Risk Management Implementation Treaty signed on May 21, 2018 as a form of commitment of the Board of Directors.

3. STK of PEPC Risk Management Management Guidelines No.A-002/CP0040/2017-S9 REV-01 dated November 22,





22 November 2017 sebagai pedoman pengelolaan manajemen risiko yang berlaku di PEPC.

4. Tata Kerja Organisasi (TKO) & Tata Kerja Individu (TKI) yang mendukung pelaksanaan pengelolaan risiko di PEPC. Dengan adanya landasan tersebut, maka sistem manajemen risiko yang diterapkan di PEPC secara garis besar menekankan pada lima hal yaitu risk awareness, framework & discipline dan habit & culture.

KERANGKA KERJA ISO 31000 SEBAGAI KERANGKA KERJA MANAJEMEN RISIKOSebagai bagian dari PT Pertamina (Persero), PEPC menerapkan kerangka kerja ISO 31000:2009 tentang Sistem Manajemen Risiko, sebagai standar mutu pengelolaan risiko Perusahaan. ISO 31000:2009 berisi prinsip-prinsip, kerangka kerja, serta panduan dalam pengelolaan risiko.

Penerapan ISO 31000:2009 sebagai kerangka kerja manajemen risiko, dilakukan terintegrasi sesuai kondisi, lingkungan dan proses bisnis Perusahaan PEPC melakukan penyesuaian yang memungkinkan seluruh kegiatan strategis, manajemen dan operasional dalam organisasi dapat mendukung tercapainya tujuan Enterprise Risk Management (ERM) Perusahaan.

2017 as risk management management guidelines applicable in PEPC.

4. Organization Work Procedures (TKO) & Individual Work Procedures (TKI) that support the implementation of risk management in PEPC. With this foundation, the risk management system implemented in PEPC generally emphasizes five aspects, namely risk awareness, framework & discipline and habit & culture.

ISO 31000 FRAMEWORKAS RISK MANAGEMENT FRAMEWORKAs part of PT Pertamina (Persero), PEPC implements ISO 31000:2009 framework of Risk Management System, as the Company's risk management quality standard. ISO 31000:2009 contains principles, frameworks, and guidelines for risk management.

The ISO 31000: 2009 as a risk management framework is implemented integrally according to conditions, environment and business process of the company. PEPC makes adjustments that allow all strategic activities, management and operations within the organization to support the achievement of of the Enterprise Risk Management (ERM) objectives.

FRAMEWORK ISO 31000ISO 31000 FRAMEWORK

1. Create Value ;2. Integral part of organizational

process ;3. Part of decision making ;4. Explicitly addresses uncertainly ;5. Systematic, structured, & timely ; 6. Based on the best information ;7. Tailored ;8. Takes human and cultural factors

into account ;9. Transparant & inclusive ;10. Dynamic, iterative and responsive

to change ; 11. Facilitates continual

improvement and echancement of the organization

RISK MANAGEMENT PRINCIPLES

Plan

Act Check

Plan

RISK MANAGEMENT PROCESS

RISK MANAGEMENT FRAMEWORK

Mandate and commitment

Design of framework

Establishing the context

Risk identification

Risk analysis

Risk evaluation

Risk treatment

Continual improvement framework

Implementing risk management - Implementing the framework- Implementing the risk management process

Monitoring and review of the framework

Com

mun

icat

ion

& co

ntru

ctio

n

Monitor &

review

Risk assessment





Prinsip-prinsip manajemen risiko merupakan dasar untuk melaksanakan secara efektif kerangka kerja dan proses manajemen risiko di setiap tingkatan organisasi di PEPC. Kesuksesan pengelolaan manajemen risiko bergantung pada efektivitas penerapan kerangka kerja manajemen risiko sebagai dasar pengelolaan risiko di setiap tingkatan organisasi.

Komitmen penerapan manajemen risiko yang kuat serta perencanaan strategis di Perusahaan tertuang dalam Piagam Manajemen Risiko PEPC, sebagai traktat penerapan manajemen risiko di Lingkungan Perusahaan. Dengan demikian semua tingkatan organisasi berkomitmen dalam menerapkan manajemen risiko

The risk management principles are the basis for effectively implementing risk management frameworks and processes at every level of the organization in PEPC. Successful risk management relies on the effectiveness of implementing a risk management framework as a basis for risk management at every level of the organization.

Strong commitment to the implementation of risk management and strategic planning in the Company is set forth in the PEPC Risk Management Charter, as a treaty on the risk management implementation within the Company’s environment. Thus all levels of the organization are committed to implementing the risk management.

PENGEMBANGAN KOMPETENSI MANAJEMEN RISIKO Pengelolaan risiko PEPC Cepu didukung sumber daya manusia dengan kompetensi pengelolaan risiko manajemen yang baik. Namun demikian Perusahaan terus mendorong setiap pekerja untuk meningkatkan kemampuan dalam pengelolaan risiko melalui program-program pelatihan.

DEVELOPMENT OF RISK MANAGEMENT COMPETENCYRisk management for PEPC is supported by human resources with good risk management competencies. However, the Company continues to encourage every employee to improve their ability to manage risk through training programs.





PEPC dengan Direktorat Hulu & Korporat Pertamina membekali Sumber Daya Manusia dengan memberikan banyak pelatihan sertifikasi profesional di bidang Manajemen Risiko. Sertifikasi ini di antaranya yaitu Certified Risk Professional (CRP) yang dikeluarkan oleh Lembaga Sertifikasi Profesi Pasar Modal (LSP-PM). Pelatihan bersertifikasi diperlukan untuk meningkatkan pengembangan budaya sadar risiko (risk consciousness) dan berbagi pengetahuan (sharing knowledge). Selain pelatihan, PEPC juga melakukan program sosialisasi pedoman risiko dan benchmarking terkait upaya antisipasi potensi kejadian di proyek.

RISIKO-RISIKO YANG DIHADAPI DAN UPAYA MENGELOLA RISIKODalam mengelola risiko, setiap tahun PEPC menyusun Laporan Risk Register On Going Business / RKAP dan Top Risk Perusahaan berdasarkan data dan informasi potensi risiko yang telah diidentifikasi dengan masing-masing dan didokumentasikan dalam ERM System dari setiap Direktorat dan Fungsi di PEPC berdasarkan Risk Limit yang diberikan PT Pertamina (Persero) kepada Perusahaan. Laporan tersebut kemudian diajukan kepada Direktorat Hulu PT Pertamina (Persero).

Upaya mengelola risiko dilakukan oleh risk owner melalui rencana mitigasi dan realisasi pelaksanaan mitigasi dipantau secara berkala oleh Fungsi Risk & Quality Management. Hal tersebut dilakukan untuk mencegah atau mengurangi dampak potensi risiko.

PROFIL RISIKO PERUSAHAAN DAN MITIGASI RISIKOSelama tahun 2018 Perusahaan telah menentukan Laporan Top Risk PEPC yang terbagi atas Top Risk Quantitative dan Top Risk Qualitative berdasarkan data dan informasi potensi risiko yang telah diidentifikasi dan didokumentasikan dalam risk register. Keberadaan Top Risk ditindaklanjuti dengan merumuskan rencana mitigasi untuk setiap risiko, dengan melibatkan risk owner (Pemilik Risiko), proses challenge session Upstream Risk Management (URM) Direktorat Hulu Pertamina dan persetujuan Direksi PEPC.

Pengelolaan risiko senantiasa dipantau secara berkala setiap tiga bulan oleh Fungsi Manajemen Risiko di tingkat fungsional atau operasional. Tujuannya untuk mencegah atau mengurangi dampak potensi risiko.

PEPC with Upstream Directorate & Pertamina Corporate provides Human Resources with training in professional certification in Risk Management. These certifications include the Certified Risk Professional (CRP) issued by the Capital Market Professional Certification Institute (LSP-PM). Certification training is needed to enhance risk awareness and knowledge sharing. In addition to training, PEPC also conducts risk guidelines and benchmarking dissemination program on efforts to anticipate potential incidents in the project.

RISKS FACED AND RISK MANAGEMENT EFFORTS

In managing risk, each year PEPC prepares the Company's Risk Register On Going Business/WP&B and Top Risk reports based on data and information on each identified potential risks and documented in the ERM System of each Directorate and Function in PEPC based on the Risk Limit given by PT Pertamina (Persero) to the Company. The report was then submitted to the Upstream Directorate of PT Pertamina (Persero).

Efforts to manage risk are carried out by the risk owner through mitigation plan and realization of mitigation implementation monitored regularly by the Risk & Quality Management Function. This aims to prevent or reduce the impact of potential risks.

RISK PROFILE AND RISK MITIGATION OF THE COMPANYDuring 2018 the Company has established PEPC Top Risk Report which was divided into Top Risk Quantitative and Top Risk Qualitative based on data and information on potential risks that have been identified and documented in the risk register. The Top Risks identification is followed up by formulating mitigation plan for each risk, involving the risk owner, challenge session process of the Upstream Risk Management (URM) at Upstream Directorate of Pertamina and the approval of PEPC Board of Directors.

Risk management is regularly monitored every three months by the Risk Management Function at the functional or operational level. It aimed at preventing or reducing the impact of potential risks.





Tabel Top RiskTable of Top Risk

No. Top Risk 2018 Mitigasi Mitigation

TOP RISK QUANTITATIVE

1 Tidak Tercapainya Target Produksi Banyu Urip Pada Fase OperasionalBanyu Urip Production Target Unachieved at the Operational Phase

1. Melakukan perbaikan boiler dengan plug in pada tubing steam yang bocor di FSO

2. Monitoring maintance secara harian seperti memberikan grease di bearing

3. Berkoordinasi dengan pihak terkait seperti BMKG untuk antisipasi perubahan cuaca ekstrim

1. Repairing boiler with plug in for steam leaks in tubing at FSO

2. Monitoring maintenance daily, such as applying grease in the bearings

3. Coordinating with relevant parties, such as BMKG to anticipate extreme weather changes

2 Terganggunya Jadwal Shipping Banyu UripDisruption of Banyu Urip Shipping Schedule

1. Koordinasi antara PEPC, partner, SKK Migas dan Pertamina (ISC, Kilang & Perkapalan)

2. Koordinasi antara PEPC dengan pertamina (ISC & Perkapalan) untuk menambahkan kapal yang sesuai dengan spesifikasi.

3. Mengupayakan FSO Gagak Rimang dapat beroperasi 24 jam dan dapat menerima kapal Medium Range (MR)

4. Mempercepat persiapan dokumen sebelum lifting5. Melakukan submit vetting kapal ke IMT Singapura

1. Coordinating among PEPC, partners, SKK Migas and Perrtamina (ISC, Refinery & Shipping)

2. Coordinating between PEPC and Pertamina (ISC & Shipping) to add vessel according to specifications.

3. Trying to operate FSO Gagak Rimang for 24 hours and open for Medium Range (MR) vessel

4. Accelerating document preparation before lifting5. Submit vetting of vessel to IMT Singapore

3 Tidak Seluruh Cost Recovery Disetujui Oleh SKK Migas Untuk Early Civil Work Proyek Jambaran-Tiung BiruCost Recovery has not been entirely approved by SKK Migas for Early Civil Work of Jambaran-Tiung Biru Project

1. Melakukan koordinasi dengan SKK Migas dalam penyusunan WP&B dan memberikan penjelasan kepada SKK Migas dengan justifikasi pendukung

2. Membentuk Tim Change Order untuk melakukan review atas Change Proposal dari Kontraktor/PP agar sesuai dengan kontrak

3. Monitoring cost & schedule secara periodik dioptimalkan

1. Coordinating with SKK Migas in preparing WP&B dan providing explaination to SKK Migas with suppoting justification

2. Forming Change Order Team to review on Proposal Changes from Contractors/PP to be aligned with contract

3. Optimizing periodic monitoring cost & schedule

TOP RISK QUALITATIVE

1 Tidak Adanya Kesepakatan Alih Kelola Proyek JTB[RETIRED]No Transfer of Management Agreement for JTB Project [RETIRED]

1.1 Melakukan simulasi perhitungan keekonomian proyek dengan berbagai skenario untuk percepatan PJBG yaitu:

a. Perubahan Split dari yang telah disepakati di PSCb. Optimasi CAPEX1.2 Koordinasi dengan partner dalam upaya mencari solusi agar

harga Gas JTB dapat diterima oleh pasar

1.1. Conducting simulation on project economic calculation with various scenarios to accelerate PJBG including:

a. Change of Split that has been agreed in PSCb. CAPEX optimization1.2. Coordinating with partners to find solution for JTB Gas

prices to be acceptable in the market

2 Kemunduran Penyelesaian Pekerjaan Epc Gas Processing Facility (GPF) Proyek Jambaran-Tiung Biru (JTB)

Delay in EPC Work Completion of Gas Processing Facility (GPF) at Jambaran-Tiung Biru (JTB) Project.

1. Memilih kontraktor pelaksana EPC yang kompeten dan berpengalaman melakukan eksekusi project sejenis dengan kompleksitas yang sama dan memastikan mobilisasi pekerjaan sesuai jadwal.

2. Memastikan semua proses pengadaan dan pengiriman Long Lead Item equipment dan material sesuai dengan yang direncanakan dan di datangkan tepat waktu

3. Membuat multi workflow approval dokumen4. Monitoring aktivitas pekerjaan EPC peer to peer dengan tim

PEPC untuk memastikan progress pekerjaan EPC GPF sesuai rencana

5. Koordinasi dengan fungsi drilling untuk mempercepat penyelesaian pekerjaan drilling

1. Selecting competent and experienced EPC contractor to execute such projects with the same complexity and ensure job mobilization to be done as scheduled.

2. Ensuring all procurement process and shipping of Long Lead Item equipment according to plan with timely delivery.

3. Making multi workflow approval document4. Peer to peer monitoring of EPC work activities with PEPC

Team to ensure GPF EPC work according to schedule5. Coordinating with drilling function to accelerate drilling

completion

3 Gangguan Keselamatan Proyek Jambaran-Tiung Biru (JTB)

Disruption to the Safety of Jambaran-Tiung Biru (JTB) Project

1. Pengawasan melekat pada area-area yang berpotensi terjadi kecelakaan kerja1.a Melakukan monitoring secara reguler untuk pengawasan

pekerjaan dan kualitas pekerjaan1.b Koordinasi dengan management kontraktor minimal 1

minggu sekali2. Implementasi dan sosialisasi aspek serta program pelatihan

HSSE kepada Pekerja dan pihak terkait lainnya secara berkesinambungan dan konsisten2.a Akselerasi secara pararel dengan pekerjaan Rutin2.b Melakukan Tool Box Meeting dan JSA/SIKA Review setiap

hari3. Mengadakan simulasi kecelakaan kerja untuk mengurangi

dampak4. Memastikan semua SOP tersedia dengan baik5. Pemenuhan persyaratan kelengkapan safety equipment dan life

saving5.a Monitoring Safety Performance Report

6. Berperan aktif dalam penyusunan dan implementasi Emergency Response & Business Continuity Plans (ER & BCP)6.a Seluruh Fasilitas JTB didesain dengan merujuk

International Code & Standard, National Standard, Gov Regulation & Engineering Best Practice

1. Built in control at areas that have potential to cause workplace accidents 1.a. Regular monitoring to oversee the works and quality

of work1.b. Coordinating with contractor management at least

once a week2. Implementation, dissemination and training programs

of HSSE aspects for employees and other related parties continuously and consistently.2.a. Acceleration in parallel with routine works2.b. Holding Tool Box Meeting and JSA/SIKA Review daily

3. Conducting workplace accident simulation to reduce impact

4. Ensuring all SOPs are properly in place5. Meeting requirements of safety equipment and life saving

5.a. Monitoring Safety Performance Report6. Playing an active role in drafting and implementation of

Emergency Response & Business Continuity Plans (ER&BCP)6.a. All JTB Facilities are designed with reference to

International Code & Standard, National Standard, Government Regulations & Engineering Best Practices.





PEPC memetakan profil risiko untuk tahun 2018 sesuai kriteria probabilitas (ditentukan berdasarkan persentase kemungkinan terjadinya risiko) dan kriteria dampak. • Sesuai kriteria probabilitas, maka profil risiko

dideskripsikan dalam peringkat potensi peluang terjadinya risiko, dengan peringkat tertinggi (Indeks 6: Pasti terjadi) hingga peringkat terendah (Indeks 1: Hampir tidak mungkin Terjadi).

• Sesuai kriteria dampak, maka profil risiko dideskripsikan dalam peringkat besarnya dampak yang ditimbulkan, dengan peringkat tertinggi (Indeks 5: Sangat besar) hingga peringkat terendah (Indeks 1: Sangat kecil atau tidak signifikan).

Berdasar kriteria di atas, PEPC melakukan pemetaan untuk risiko-risiko inherent, yakni paparan potensi risiko sebelum dilakukan penanganan risiko (risk treatment) atau rencana respon; dan risiko-risiko residual (residual risk), yakni paparan risiko setelah dilakukan penanganan risiko.

PEPC mapped risk profile for 2018 according to probability criteria (determined based on the percentage of possible risks) and impact criteria.• Based on probability criteria, the risk profile is

described in the rank with potential opportunities for risk, with the highest rating (Index 6: Very Likely) to the lowest rank (Index 1: Very Unlikely).

• Based on impact criteria, the risk profile is described in the ratings of the impact magnitude, with the highest rating (Index 5: Very large) to the lowest rating (Index 1: Very small or insignificant).

Based on the above criteria, PEPC conducted mapping for inherent risks, such as exposure to potential risks before risk treatment or response plan; and residual risk, such as risk exposure after risk management.

Tabel Peta Risiko - Top Risk PEPC 2018Table of Risk Map – Top Risk of PEPC 2018

PRO

BABI

LITA

SPR

OBA

BILI

TY

DAMPAKIMPACT

InherentResidualRetired

Low 1 ≤ RPN ≤ 3Low to Moderate RPN = 4Moderate 5 ≤ RPN ≤ 9Moderate to High 10 ≤ RPN ≤ 12High RPN > 12

3 6 2

1

5

4

3 2 5

6 4 1





Rencana Mitigasi Mitigation Plan

Realisasi Mitigasi Mitigation Realization

Kumulatif Realisasi Cumulative Mitigation

TINJAUAN ATAS EFEKTIVITAS SISTEM MANAJEMEN RISIKO Sesuai dengan KPI Direktur Utama PEPC Tahun 2018 maka pencapaian Enterprise Risk Management dalam Pengelolaan Risiko selama Tahun 2018 adalah sebagai berikut :

REVIEW ON RISK MANAGEMENT SYSTEM EFFECTIVENESS In accordance with PEPC President Director's KPI in 2018, the achievements of Enterprise Risk Management in Risk Management during 2018 are:

• Laporan Monitoring Rencana Mitigasi RKAP 2018 (On going Business) dengan realisasi 100% dengan hasil telah melaksanakan seluruh rencana mitigasi sebanyak 507 (lima ratus tujuh) mitigasi dari total 507 (lima ratus tujuh) selama tahun 2018, meningkat dari tahun sebelumnya yaitu 451 (empat ratus lima puluh satu) mitigasi.

• Laporan Monitoring Rencana Mitigasi Proyek Prioritas – JTB dengan realisasi 100% dengan hasil telah melaksanakan seluruh rencana mitigasi sebanyak 700 (tujuh ratus) mitigasi dari total 700 (tujuh ratus) mitigasi.

• Pengelolaan Risiko “Tidak Tercapainya Target Produksi Banyu Urip Pada Fase Operasional” dapat dimitigasi dengan pencapaian 104% dari target produksi PEPC untuk tahun 2018 (RKAP 2018 Revisi).

• Pengelolaan Risiko “Terganggunya Jadwal Shipping Banyu Urip” dapat dimitigasi dengan pencapaian 104% dari target lifting PEPC untuk tahun 2018 (RKAP 2018 Revisi).

• Monitoring Report on Mitigation Plan of WP&B 2018 (On Going Business) with 100% realization of all 507 (five hundred seven) mitigation plans have been implemented during 2018, up from 451 (four hundred fifty one) mitigations.

• Monitoring Report on Mitigation Plan of Priority Project - JTB with 100% realization of all 700 (seven hundred) mitigation plans have been implemented.

• Management of "Unachieved Banyu Urip Production Targets in the Operational Phase" Risk can be mitigated by achieving 104% of PEPC production target for 2018 (Revised WP&B 2018).

• Management of "Disrupted Banyu Urip Shipping Schedule" Risk can be mitigated by achieving 104% of PEPC lifting target for 2018 (Revised WP&B 2018).

Pengelolaan RIsiko PEPC Tahun 2018PEPC Risk Management in 2018

Jum

lah

Mit

igas

iN

umbe

r of M

itiga

tion

600

500

400

300

200

100

0Target Realisasi Mitigasi 2018Target of Mitigation Realization 2018





• Pengelolaan Risiko “Tidak Seluruh Cost Recovery Disetujui oleh SKK Migas untuk Early Civil Work Proyek Jambaran-Tiung Biru” dapat dimitigasi sesuai rencana mitigasi.

• Pengelolaan Risiko “Tidak Adanya Kesepakatan Alih Kelola Proyek JTB” telah selesai dilaksanakan dengan status Retired.

• Pengelolaan Risiko “Kemunduran Penyelesaian Pekerjaan EPC Gas Processing Facility (GPF) Proyek Jambaran-Tiung Biru (JTB)” secara berkelanjutan dilakukan mitigasi agar sesuai rencana keseluruhan On Stream di tahun 2021.

• Pengelolaan Risiko “Gangguan Keselamatan Proyek Jambaran-Tiung Biru (JTB)” dapat dimitigasi sehinggah jumlah fatality di 2018 nihil.

• Pencapaian penyusunan dan implementasi Enterprise Risk Management System (ERMS) Risk Register RKAP periode tahun 2019 (On Going Business) dengan realisasi 100%.

• Pencapaian penyusunan dan implementasi Enterprise Risk Management System (ERMS) Risk Register Fase Eksekusi dengan realisasi 100%, pertama kali dilakukan di lingkungan PT Pertamina (Persero) dan Anak Perusahaan.

FOKUS MANAJEMEN RISIKO KE DEPANSejalan dengan upaya menerapkan standar best practice pada pengelolaan risiko, PEPC telah menentukan fokus dan arah pengelolaan manajemen risiko pada kurun waktu mendatang. Penerapan pengelolaan risiko diharapkan dapat mendukung budaya untuk mempertimbangkan risiko dalam setiap pengambilan keputusan sehingga seluruh aktifitas bisnis PEPC akan berkelanjutan.

Fokus dan arah pengelolaan manajemen risiko pada masa mendatang, meliputi beberapa hal.1. Laporan Monitoring Mitigasi Risiko dilakukan oleh

Risk Owner sebagai bentuk upaya pengelolaan risiko sebagai bagian dari kinerja individu.

2. Monitoring pelaksanaan mitigasi risiko yang terdapat pada Proyek Jambaran Tiung Biru agar dapat dilaksanakan sesuai jadwal, sesuai anggaran dan sesuai spesifikasi atau OTOBOS (On Time, On Budget dan On Spec).

3. Implementasi penggunaan Software @RISK untuk analisis kuantitatif.

4. Melakukan Sertifikasi Manajemen Risiko kepada Risk Owner untuk memberikan dasar pemahaman yang

• Risk Management "Not All Cost Recovery Approved by SKK Migas for Early Civil Work of Jambaran-Tiung Biru Project" risk can be mitigated according to mitigation plan.

• Risk Management "No Agreement on Management Transfer of JTB Project" has been completed with Retired status.

• Risk Management "Delay in EPC Gas Processing Facility (GPF) Project Completion of Jambaran-Tiung Biru (JTB)" mitigation is continuously carried out according to the overall plan for On Stream by 2021.

• Management of "Safety Disruption of Jambaran-Tiung Biru (JTB) Project" risk managed to be mitigated to zero fatalities in 2018.

• Achievement of the preparation and implementation of Enterprise Risk Management System (ERMS) Risk Register of WP&B for the period of 2019 (On Going Business) with 100% realization.

• Achievement of risk register preparation and implementation of the Enterprise Risk Management System (ERMS) at Execution Phase with 100% realization, the first being carried out within PT Pertamina (Persero) and its subsidiaries.

FUTURE RISK MANAGEMENT FOCUSIn line with efforts to apply standards of risk management best practices, PEPC has determined the focus and direction of risk management in the future. The implementation of risk management is expected to support risk conscious culture to consider risks in every decision making to make all PEPC business activities sustainable.

The focus and direction of risk management in the future are as follows:1. Monitoring Report of Risk Mitigation carried out by Risk

Owner as a form of risk management efforts as part of individual performance.

2. Monitoring risk mitigation implementation in Jambaran Tiung Biru Project so that the project can be executed On Time, On Budget and On Spec (OTOBOS).

3. Implementation of the use of @RISK Software for quantitative analysis.

4. Conducting Risk Management Certification for Risk Owners to provide the same basic understanding





sama baik secara konsep/teori maupun implementasi Manajemen Risiko.

5. Terus mengembangkan dan menerapkan Awareness Program mengenai Manajemen Risiko melalui sosialisasi, benchmarking, pelatihan maupun workshop kepada Pekerja PEPC di level Manajemen maupun pelaksana.

SOSIALISASI DAN SERTIFIKASI MANAJEMEN RISIKO

PEPC terus berupaya membangun kesadaran risiko (risk awareness) dari semua pemangku kepentingan guna mendukung penerapan manajemen risiko. Salah satu langkah strategis yang dilakukan adalah dengan terus melakukan sosialisasi mengenai manajemen risiko.

Fungsi Manajemen Risiko didukung oleh keberadaan staf yang telah memiliki beberapa sertifikasi manajemen risiko bertaraf Internasional. Komitmen Perusahaan untuk mengelola segala risiko dengan baik telah mengundang apresiasi berupa penghargaan dari berbagai pihak selama tahun 2018.

URAIAN MENGENAI SISTEM PENGENDALIAN INTERNAL DESCRIPTION OF THE INTERNAL CONTROL SYSTEM

Sistem Pengendalian Intern (SPI) merupakan suatu mekanisme proses pengawasan yang ditetapkan Manajemen Perusahaan secara berkesinambungan (on going basis) yang kualitas desain dan pelaksanaannya dipengaruhi Dewan Komisaris, Direksi serta seluruh pejabat dan pekerja Perusahaan. Penerapan sistem pengendalian internal yang dilakukan PEPC mengacu pada Peraturan Menteri Negara Badan Usaha Milik Negara Nomor: PER-01 /MBU/2011 tentang Penerapan Tata Kelola Perusahaan Yang Baik (Good Corporate Governance) pada Badan Usaha Milik Negara.

The Internal Control System (SPI) is a monitoring process mechanism established by the Company Management on an ongoing basis (on going basis) whose quality of design and implementation is influenced by the Board of Commissioners, Directors and all officials and employees of the Company. The implementation of the internal control system carried out by PEPC refers to the Regulation of the State Minister for State-Owned Enterprises Number: PER-01 / MBU / 2011 concerning Implementation of Good Corporate Governance in State-Owned Enterprises.

both in concept/theory and implementation of Risk Management.

5. Continuing to develop and implement the Awareness Program on Risk Management through dissemination, benchmarking, training and workshops for PEPC Employees at the Management and operational levels.

DISSEMINATION AND CERTIFICATION OF RISK MANAGEMENTPEPC continues to build risk awareness from all stakeholders to support the implementation of risk management. One of the strategic steps taken is to continue to disseminate information on risk management.

The Risk Management function is supported by the staff who have several international certifications on risk management standards. The Company's commitment to manage all risks properly has gained appreciation in the form of awards from various parties during 2018.





KESESUAIAN SISTEM PENGENDALIAN INTERNAL DENGAN KERANGKA YANG DIAKUI SECARA INTERNASIONAL (COSO – INTERNATIONAL CONTROL INTEGRATED FRAMEWORK)

Sistem pengendalian internal PEPC mengacu pada prinsip-prinsip COSO (Committee of Sponsoring Organizations) - Internal Control Integrated Framework. Direksi PEPC menerapkan SPI melalui penerapan kebijakan dan prosedur Perusahaan secara konsisten, terkait dengan kegiatan usaha, manajemen risiko, perencanaan strategis, pembagian tugas dan pendelegasian wewenang yang jelas, serta kebijakan akuntansi yang memadai. Sedangkan Dewan Komisaris dengan dibantu oleh Komite Audit, mengawasi kecukupan dan kewajaran dalam penyusunan laporan keuangan, pengelolaan risiko dengan memperhatikan prinsip kehati-hatian.

PEPC memiliki Fungsi Internal Audit sebagai bagian yang tidak terpisahkan dalam pengendalian Internal Audit secara keseluruhan. Pada dasarnya, lingkup kegiatan Internal Audit adalah untuk memastikan bahwa sistem pengendalian internal telah dilakukan secara efektif dan konsisten oleh seluruh jajaran manajemen dan pekerja.

CONFORMITY OF INTERNAL CONTROL SYSTEMWITH INTERNATIONALLY RECOGNIZED INTERNAL CONTROL INTEGRATED FRAMEWORK(COSO )

PEPC internal control system (SPI) refers to the principles of COSO (Committee of Sponsoring Organizations) - Internal Control Integrated Framework. PEPC Board of Directors implements SPI through the consistent application of Company policies and procedures, related to business activities, risk management, strategic planning, clear division of duties and delegation of authority, as well as adequate accounting policies. Meanwhile, the Board of Commissioners is assisted by the Audit Committee, oversees the adequacy and fairness in the preparation of financial statements, managing risk with regard to the prudential principle.

PEPC has an Internal Audit Function as an integral part in controlling Internal Audit. The scope of Internal Audit activities is to ensure that the internal control system has been implemented effectively and consistently by all levels of management and employees.

TUJUAN PENERAPAN SPI Sistem Pengendalian Internal merupakan suatu proses yang integral pada tindakan dan kegiatan yang dilakukan secara terus menerus oleh pimpinan dan seluruh pegawai untuk memberi keyakinan yang memadai atas tercapainya tujuan Organisasi.

TujuanPurposes

PenerapanImplementation

KepatuhanCompliance

Kepatuhan terhadap peraturan perundang-undangan yang berlaku.Compliance with applicable laws and regulations.

InformasiInformation

Tersedianya informasi keuangan dan manajeman yang benar, lengkap dan tepat waktu.Availability of accurate, complete and timely financial and management information.

OperasionalOperations

Efisiensi dan efektivitas dari kegiatan usaha.Efficiency and effectiveness of business activities.

Budaya Risiko Risk Culture

Meningkatkan efektivitas budaya risiko pada Perusahaan secara menyeluruh.Improving the effectiveness of risk culture for the entire Company.

PURPOSES OF SPI IMPLEMENTATION Internal Control System is a process that is integral to actions and activities carried out continuously by the leadership and all employees to provide adequate confidence in achieving organizational goals.





Penerapan SPI dilaksanakan berkesusaian dengan prinsip-prinsip pengendalian internal COSO yang terdiri dari lima elemen utama saling berkaitan: lingkungan pengendalian, penilaian risiko, aktivitas pengendalian, sistem informasi dan komunikasi, serta pemantauan. Sampai dengan akhir periode pelaporan, penerapan kelima komponen tersebut telah mendukung efektivitas dan efisiensi operasi, keandalan pelaporan keuangan, menjaga keamanan aset, kepatuhan terhadap perundang-undangan dan kontrak, sehingga dapat memberikan nilai tambah bagi Perusahaan.

The implementation of SPI is carried out concurrently with COSO's internal control principles which consist of five main elements which are interrelated: the control environment, risk assessment, control activities, information and communication system, and monitoring. Until the end of the reporting period, the application of the five components has supported the effectiveness and efficiency of operations, reliability of financial reporting, safeguarding asset security, compliance with laws and contracts, to provide added value to the Company.

Lima Komponen Pengendalian Internal Berbasis COSOFive Components of COSO-Based Internal Control

Lingkungan Pengendalian InternalInternal Control Environment

Penilaian RisikoRisk Assessment

Lingkungan Pengendalian• Lingkungan pengendalian yang efektif diperlukan dalam

mendukung seluruh organ Perusahaan dapat menjalankan semua aktivitasnya, mengerti mengenai tugas dan tanggung jawab, memiliki pengetahuan yang memadai dan mengerti serta berkomitmen untuk melakukan aktivitas yang benar dengan cara yang benar.

• PEPC telah memiliki Pedoman Kode Etik Perusahaan yang telah ditandatangani oleh seluruh pekerja dan disosialisasikan kepada semua tingkatan di Perusahaan. Selain itu lingkungan pengendalian di Perusahaan juga telah tergambarkan dengan jelas melalui pembentukan struktur organisasi yang menggambarkan pemisahan fungsi dan tugas dari masing-masing organ Perusahaan

Identifikasi dan Penilaian Risiko• Penilaian risiko merupakan proses identifikasi dan analisa

risiko yang relevan terkait pencapaian tujuan Perusahaan dan menentukan respon yang tepat dalam menghilangkan, meminimalisasi, atau menentukan risiko yang dapat diterima.

• PEPC telah melakukan pengelolaan manajemen risiko. Sistem Pengendalian Internal yang efektif mengharuskan PEPC secara terus menerus mengidentifikasi dan menilai risiko yang dapat mempengaruhi pencapaian sasaran. Penilaian risiko harus dilakukan oleh auditor intern melalui cakupan audit yang dilakukan lebih luas dan menyeluruh.

Control Environment• Effective control environment is needed in supporting

all Company organs to carry out all of their activities, understand their duties and responsibilities, have adequate knowledge and understanding and are committed to carry out the right activities properly.

• PEPC has Company Code of Conduct that has been signed by all employees and disseminated to all levels in the Company. The control environment in the Company also has also been clearly shown through the organizational structure that describes the separation of functions and duties of each organ of the Company .

Risk Identification and Assessment• Risk assessment is a process of identifying and analyzing

related risks in achieving Company’s goals and determining the appropriate response in eliminating, minimizing, or determining acceptable risks.

• PEPC has carried out risk management. The effective Internal Control System requires PEPC to continuously identify and assess risks that can affect the achievement of goals. Risk assessment must be carried out by internal auditor through a broader and more comprehensive scope of audit.





Aktivitas PengendalianControl Activities

Informasi dan KomunikasiInformation and Communication

PemantauanMonitoring

Aktifitas Pengendalian• Dalam rangka menciptakan pengendalian yang efektif PEPC

melibatkan seluruh pekerja termasuk Direksi dalam kegiatan Perusahaan sehari-hari dan risiko yang telah teridentifikasi serta memiliki kebijakan dan prosedur pengendalian serta dilakukan proses verifikasi lebih dini untuk memastikan kebijakan dan prosedur secara konsisten dipatuhi.

• Kegiatan pengendalian PEPC meliputi kebijakan, prosedur dan praktek yang memberi keyakinan pekerja PEPC bahwa arahan Dewan Komisaris dan Direksi PEPC secara efektif.

Informasi dan Komunikasi• Komunikasi atas informasi telah dilakukan secara efektif

baik dalam komunikasi di lingkungan PEPC maupun komunikasi dengan pihak luar yang terkait dalam program, proyek, dan kegiatan lainnya termasuk penganggaran.

• PEPC telah melakukan forum komunikasi internal antara lain melalui Rapat Dewan Komisaris, Rapat Direksi, Rapat Komite Audit, Rapat Manajemen dan rapat-rapat lainnya atau melalui pelaporan formal.

• Setiap unit kerja di lingkungan PEPC dituntut untuk mengidentifikasi, mencatat, dan mengkomunikasikan informasi (keuangan dan non keuangan) yang berkaitan dengan pelaksanaan tugas pokok dan fungsinya dalam waktu dan bentuk (format) yang tepat untuk memudahkan pelaksanaan, pengendalian dan pertanggung jawabannya.

Monitoring Sistem Pengendalian Internal• Pemantauan dilakukan untuk mengetahui bahwa sistem

pengendalian intern telah dilakukan sebagaimana yang telah direncanakan dan kelemahan-kelemahan yang telah diidentifkasi sudah dibuatkan rencana perbaikan. PEPC melakukan monitoring secara terus menerus terhadap efektivitas keseluruhan pelaksanaan pengendalian internal.

• Monitoring dilakukan terhadap seluruh fungsi yang merupakan bagian dari kegiatan operasional PEPC. Proses monitoring ini dilakukan oleh Fungsi Internal Audit yang dilaksanakan melalui kegiatan Audit maupun kegiatan Non Audit. Pelaksanaan monitoring selain dilakukan oleh Fungsi Internal Audit, dapat juga dilakukan oleh KAP yang ditunjuk dan ditetapkan oleh PEPC, serta juga dapat dilakukan oleh BPKP sesuai dengan peraturan perundang-undangan yang berlaku.

Control Activities• In order to create effective control, PEPC involves all

employees including the Baord of Directors in daily corporate activities and risks that have been identified and have control policies and procedures as well as undergo early verification process to ensure policies and procedures are consistently complied.

• PEPC control activities include policies, procedures and practices that give PEPC employees’ confidence that the directions of the Board of Commissioners and Board of Directors of PEPC are effective.

Information and Communication• Communication of information has been carried out

effectively both in communication within PEPC environment and communication with external parties regarding programs, projects and other activities including budgeting.

• PEPC has conducted internal communication forums, through Board of Commissioners Meetings, Board of Directors Meetings, Audit Committee Meetings, Management Meetings and other meetings or through formal reporting.

• Every work unit in the PEPC environment is required to identify, record, and communicate information (financial and non-financial) regarding the implementation of the main duties and functions timely and in the appropriate format to facilitate implementation, control and accountability.

Internal Control System Monitoring • Monitoring is carried out to find out that the internal control

system has been carried out as planned and identified weaknesses have been provided with improvement plans. PEPC conducts continuous monitoring on the effectiveness of overall internal control implementation.

• Monitoring is carried out on all functions that are part of PEPC's operations. This monitoring process is carried out by the Internal Audit Function through Audit aand Non Audit activities. The monitoring is not only carried out by the Internal Audit Function, but also by the Public Accounting Firm (KAP) appointed by PEPC, and can also be carried out by BPKP in accordance with the applicable laws and regulations.





TINJAUAN ATAS PELAKSANAAN SISTEM PENGENDALIAN INTERNAL TAHUN BUKU 2018 Pelaksanaan tinjauan atas penerapan SPI di lingkungan PEPC dilaksanakan secara berkala dan menjadi tanggung jawab Fungsi Internal Audit. Tujuannya adalah memastikan keandalan dan integritas informasi akuntansi, keuangan dan operasi telah sesuai dengan kebijakan Perusahaan dan peraturan perundang-undangan yang berlaku, serta evaluasi atas kecukupan pengamanan aset Perusahaan.

TINJAUAN PENGENDALIAN INTERNAL DALAM HAL KEUANGAN Pengendalian internal dalam hal keuangan dilakukan melalui mekanisme pengawasan internal atas pelaporan keuangan (Internal Control Over Financial Reporting/ICoFR). Mekanisme ICoFR merupakan pengujian yang bertujuan untuk memastikan efektivitas dan pelaksanaan dari pengendalian internal dalam rangka memberikan keyakinan yang memadai terhadap keandalan pelaporan keuangan.

PEPC merupakan salah satu Anak Perusahaan PT Pertamina (Persero) yang ditugaskan untuk menerapkan ICoFR, utamanya untuk segmen biaya operasi dan segmen pelaporan keuangan. Sebagai bentuk komitmen atas implementasi ICoFR di PEPC, maka diterbitkan Surat Perintah Direktur Utama PEPC No. 01/CP0000/2017-S0 tanggal 20 Februari 2017 tentang Penunjukan Pelaksana Tugas Program Internal Control over Financial Reporting (ICoFR) PEPC.

Selanjutnya selama periode pelaporan, Perusahaan telah menerapkan ICoFR untuk melakukan tinjauan dalam hal keuangan dan pelaksanaan evaluasinya.

Penerapan kebijakan ini mengarahkan, melaksanakan, mengevaluasi dan melaporkan efektivitas pengendalian intern baik tingkat entitas maupun transaksional termasuk pengendalian internal. Dalam jangka panjang, penerapan ICoFR memberikan keyakinan kepada pemangku kepentingan atas efektivitas pengendalian intern dalam pelaporan keuangan dan meningkatkan kepercayaan terhadap Perseroan dan Manajemen Perseroan.

REVIEW OF INTERNAL CONTROL SYSTEMIMPLEMENTATION FISCAL YEAR 2018 The review of SPI implementation within PEPC environment is carried out regularly and is the responsibility of Internal Audit Function. The aim is to ensure the reliability and integrity of accounting, financial and operating information in accordance with Company policies and applicable laws and regulations, as well as evaluating the adequacy of the Company's asset security.

REVIEW OF INTERNAL CONTROL ON FINANCE

Internal control in financial matters is carried out through an Internal Control over Financial Reporting (ICoFR) mechanism. The ICoFR mechanism is a test that aims to ensure the effectiveness and implementation of internal control in order to provide adequate confidence in the reliability of financial reporting.

PEPC is one of the subsidiaries of PT Pertamina (Persero) which is assigned to implement ICoFR, mainly for the operating cost segment and financial reporting segment. As a form of commitment to ICoFR implementation in PEPC, President Director of PEPC has issued Decree No. 01/CP0000/2017-S0 dated February 20, 2017 on Appointment of Acting Officer for PEPC’s Internal Control over Financial Reporting (ICoFR) Program.

During the reporting period, the Company has implemented ICoFR to conduct financial review and evaluation.

The application of this policy directs, implements, evaluates and reports on the effectiveness of internal control at both entity and transactional levels. In the long term, the application of ICoFR gives confidence to stakeholders on the effectiveness of internal control in financial reporting and increasing trust in the Company and the Management of the Company.





TINJAUAN PENGENDALIAN INTERNAL ATAS OPERASIONAL Tinjauan pengendalian internal atas operasional menjadi tanggung jawab Fungsi Internal Audit dan dilakukan melalui penegakan integritas dan nilai etika, mendorong pegawai untuk melaksanakan aturan dan kebijakan Perseroan, menghimbau pekerja untuk menampilkan sikap keteladanan dalam sikap dan perbuatan, menegakkan tindakan kedisiplinan atas pelanggaran peraturan, menetapkan kebijakan diskresi terkait intervensi terhadap kebijakan manajemen, meminimalisir potensi terjadinya benturan kepentingan, menyusun SOP dan standar kompetensi, mengupayakan kepemimpinan yang kondusif, serta menciptakan lingkungan kerja yang aman dan sehat.

PEPC juga mendorong pemangku kepentingan untuk terlibat dalam tinjauan pengendalian internal melalui penerapan mekanisme pelaporan WBS yang dikelola Fungsi Compliance. Penerapan WBS memastikan pelaksanaan kegiatan operasional Perusahaan senantiasa mematuhi ketentuan perundang-undangan yang berlaku.

REVIEW OF INTERNAL CONTROL ON OPERATIONS

The review of internal control over operations is the responsibility of the Internal Audit Function and is carried out by upholding integrity and ethical values, encouraging employees to implement Company rules and policies, encouraging employees to display exemplary attitudes and actions, enforcing disciplinary actions for violating regulations, establishing discretionary policies related to intervention in management policies, minimizing potential conflicts of interest, preparing SOPs and competency standards, building conducive leadership, and creating a safe and healthy work environment.

PEPC also encourages stakeholders to be involved in reviewing internal control through the application of WBS reporting mechanism managed by the Compliance Function. The WBS implementation ensures that the Company's operations always comply with the applicable laws and regulations.

BAHASAN MENGENAI KODE ETIK DISCUSSION OF CODE OF ETHICS

Komitmen PEPC berkomitmen melaksanakan praktik-praktik terbaik GCG, diwujudkan antara lain dengan pemberlakukan Pedoman Etika Bisnis & Etika Kerja (Code of Conduct atau CoC) sebagai Kode Etik yang menjadi acuan perilaku insan PEPC dalam melaksanakan tugas dan tanggung jawab masing-masing serta berinteraksi dengan pemangku kepentingan Perusahaan.

Penerapan Pedoman Etika Bisnis & Etika Kerja sebagai Kode Etik didasarkan pada Surat Keputusan Direksi No.Kpts A-002/CP0050/2017-S9. Selain bagi insan PEPC, Pedoman Etika Bisnis & Etika Kerja juga menjadi pedoman dan harus dipatuhi pihak-pihak eksternal yang bertindak untuk dan atas nama Perusahaan serta mitra kerja.

PEPC's commitment to implementing GCG best practices is realized by applying the Code of Conduct (CoC) as a Code of Ethics to be a reference for PEPC personnel in carrying out their respective duties and responsibilities, as well as interacting with stakeholders of the Company.

Implementation of the Code of Conduct as a Code of Ethics based on Board of Directors Decree No. KPTS A-002/CP0050/2017-S9. In addition to PEPC personnel, the Code of Conduct also serves as guidelines and must be adhered to by external parties acting for and on behalf of the Company and partners.





POKOK-POKOK DALAM PEDOMAN PERILAKU (CoC)KEY POINTS IN CODE OF CONDUCT (CoC)

BENTUK SOSIALISASI PEDOMAN PERILAKU & ETIKA BISNIS (CoC) Perusahaan terus melakukan penyebarluasan dan sosialisasi ke segenap Insan PEPC dan pihak-pihak berkepentingan lain. Bentuk kegiatan yang telah dilaksanakan pada periode pelaporan, di antaranya:

FORMS OF DISSEMINATIONCODE OF CONDUCT (CoC)The company continues to spread and disseminate the CoC to all PEPC Personnel and other stakeholders. The activities that have been carried out during the reporting period include:

Bab dalam CoCChapter in CoC

Topik dalam CoCTopics in CoC

Bab I Chapter I Umum General

Bab II Chapter II Prinsip & Kebijakan Pengelolaan Etika Kerja & Bisnis Principles & Policies for Management of Work Ethics & Business

Bab III Chapter III Kesetaraan & Professionalisme Equality & Professionalism

Bab IV Chapter IV Integritas Bisnis Business Integrity

Bab V Chapter V Pengamanan Data & Informasi Data & Information Security

Bab VI Chapter VI Finansial, Kinerja, & Perlindungan Aset Finance, Performance & Asset Protection

Bab VII Chapter VII Kepedulian Terhadap Komunitas & Politik Community & Political Awareness

Bab VIII Chapter VIII Persaingan Usaha Business competition

Bab IX Chapter IX Komite Etika dan Pelaporan Ethics and Reporting Committee

Program GCGGCG Program

Kegiatan KomunikasiCommunication Activities

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

Pengukuran pemahaman GCG dilakukan melalui survei dan pelaporan secara online untuk mengukur pemahaman pekerja atas kebijakan dan praktik GCG yang dilaksanakan setiap tahun.

Measurement of GCG understanding is conducted through online survey and reporting to identify employees' understanding of GCG policies and practices that are carried out every year.

Kampanye dan Promosi GCGGCG Campaign and Promotion

Sosialisasi kebijakan dan fasilitas GCG dilakukan melalui intranet dan media internal seperti banner, dan leaflet agar pekerja tetap waspada dan sadar dalam menerapkan kebijakan GCG.Dissemination of GCG policies and facilities is carried out through intranet and internal media such as banners, and leaflets so that employees remain alert and aware in implementing GCG policies.

GCG Compliance Implementation 5 implementasi GCG yang diadopsi dari PT Pertamina (Persero): pengisian CoC, pengisian COI, pengisian gratifikasi, sosialisasi GCG, dan pengisian LHKPN (manager ke atas).5 GCG implementation adopted from PT Pertamina (Persero): CoC compliance, COI compliance, gratification compliance, GCG dissemination, and LHKPN compliance for managers and above.

Townhall Meeting Sosialisasi semangat baru “One Team, One Commitment, One Goal” untuk menyamakan tujuan, visi dan tanggung jawab yang sama terhadap kelancaran proyek JTB. Dissemination of new spirit "One Team, One Commitment, One Goal" to have the same goal, vision and responsibility for the smooth implementation of 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 Good Governance (Transparent, Accountable, Responsible, Independent, Fair).Sharing information in the PEPC labor union commemorating the first anniversary of PEPC labor union. One of the topics is industrial relations in the company to establish Good Governance (Transparent, Accountable, Responsible, Independent, Fair).

Sharing Knowledge Berbagi pengetahuan antar pekerja lintas departemen yang memenuhi kriteria kisah sukses, pembelajaran, pemecahan masalah dalam bentuk tatap muka.Knowledge sharing between employees across departments that meet the criteria for success stories, lesson learned, problem solving in face-to-face forum.





Seluruh jajaran Perusahaan berperan aktif menemukan atau mengetahui tindakan yang melanggar CoC. Jika terjadi pelanggaran, pelaporan dapat disampaikan kepada atasan satu tingkat diatas jabatan. Selama periode pelaporan, tidak terdapat pelanggaran terhadap CoC Perusahaan.

PAKTA INTEGRITAS KEPATUHAN TERHADAP PEDOMAN PERILAKU & ETIKA BISNIS (CoC)Pedoman Etika Bisnis & Etika Kerja berlaku untuk seluruh anggota Direksi, anggota Dewan Komisaris, dan seluruh Insan PEPC pada semua tingkatan jabatan. Komitmen untuk melaksanakan Pedoman Etika Bisnis & Etika Kerja dinyatakan dalam Surat Pernyataan yang harus ditandatangani setiap tahun.

Ada dua Surat Pernyataan terkait Pedoman Etika Bisnis & Etika Kerja.1. Surat Pernyataan Insan PEPC Surat pernyataan ini ditandatangani setiap pekerja

PEPC dan berisi pernyataan telah menerima, membaca dan memahami Pedoman Etika Bisnis dan Etika Kerja (Code of Conduct) dan bersedia untuk mematuhi ketentuan yang tercantum di dalamnya dan menerima sanksi atas pelanggaran (jika ada) yang dilakukan.

2. Surat Pernyataan Pejabat yang Bertanggung Jawab Atas Penerapan Etika Bisnis dan Etika Kerja (Code of Conduct) Di PEPC.

Surat pernyataan ditandatangani pejabat Perusahaan yang bertanggung jawab atas penerapan Pedoman Etika Bisnis dan Etika Kerja (Code of Conduct) di fungsi maupun unit kerja yang menjadi tanggung jawabnya.

SANKSI UNTUK PELANGGARAN PEDOMAN PERILAKU (CoC)Setiap insan PEPC berkewajiban melaporkan setiap fakta penyimpangan Pedoman Etika Bisnis & Etika Kerja kepada Fungsi Compliance. Perusahaan menjamin dan melindungi kerahasiaan identitas pelapor. Setiap laporan akan ditindaklanjuti Fungsi Compliance dan menyampaikan hasilnya kepada Direksi atau Komisaris sesuai dengan lingkup tanggung jawabnya.

Bagi setiap pelaporan yang terbukti, maka Direksi dan/atau Komisaris akan memutuskan pemberian tindakan pembinaan, sanksi disiplin dan/atau tindakan perbaikan serta pencegahan yang harus dilaksanakan oleh atasan

All lines in the Company play an active role in finding or recognizing actions that violate CoC. If a violation occurs, it can be reported to the supervisor one level above the position concerned. During the reporting period, there was no violation of the Company's CoC.

INTEGRITY PACT OF COMPLIANCE WITH CODE OF CONDUCT (CoC)The Code of Business Ethics & Work Ethics (Code of Conduct/CoC) applies to all members of the Board of Directors, the Board of Commissioners, and all PEPC Personnel at all levels of positions. Commitment to implementing the Code of Business Ethics & Work Ethics is declared in a Statement that must be signed every year.

There are two Statements related to the Code of Conduct.

1. Statement of PEPC Personnel This statement is signed by each employee of PEPC and

contains a statement that he/she has received, read and understood the Code of Conduct and is willing to comply with the provisions contained therein and accept the imposed sanctions for violations (if any).

2. Statement of Officials Responsible for Code of Conduct implementation in PEPC.

A statement letter is signed by the Company official who is responsible for the implementation of the Code of Conduct in the function and work unit under his supervision.

SANCTIONS FOR CODE OF CONDUCT (CoC) VIOLATIONEvery PEPC personnel is obliged to report any facts of Code of Conduct infringement to the Compliance Function. The company guarantees and protects the confidentiality of the whistleblower's identity. Each report will be followed up by the Compliance Function and the results will be delivered to the relevant Director or Commissioner based on their scope of responsibilities.

For each proven report, the Director and/or Commissioner will decide to impose improvement measures, disciplinary measures and/or corrective and preventive actions that must be carried out by immediate superior in their





langsung di lingkungan masing-masing. Bentuk sanksi yang diberikan diatur secara tersendiri.

Pihak yang dilaporkan dengan dugaan melakukan penyimpangan/pelanggaran, tetap memiliki hak untuk didengar penjelasannya di hadapan atasan langsung sebelum pemberian tindakan pembinaan atau hukuman disiplin. Pelaksanaan tindakan pembinaan, hukuman disiplin dan/atau tindakan perbaikan serta pencegahan yang dilakukan oleh atasan langsung dilaporkan kepada Manajer Compliance.

Uraian tentang jumlah pelanggaran kode etik beserta sanksi yang diberikan pada tahun 2018 disajikan terpisah dalam bahasan mengenai WBS pada bagian lain dalam Laporan ini.

respective environments. The form of sanction provided is regulated separately.

Parties who are reported with suspicion of committing irregularities/violations, still have the right to be heard in the explanation before their immediate superiors before receiving improvement or disciplinary action. Implementation of improvement actions, disciplinary penalties and/or corrective actions and prevention carried out by immediate superiors and reported to the Compliance Manager.

Description of the number of violations of the code of conduct along with sanctions given in 2018 is presented separately in the WBS topic in other part of this Report.

PENGUNGKAPAN MENGENAI WHISTLEBLOWING SYSTEM DISCLOSURE ABOUT WHISTLEBLOWING SYSTEM

PEPC telah memiliki sistem pelaporan pelanggaran atau WBS, yang merupakan jalur komunikasi pekerja, pelanggan, mitra kerja, dan pihak-pihak lainnya dalam melaporkan kejadian yang diduga berhubungan dengan tindakan fraud, kriminal, pelanggaran kebijakan Perusahaan dan pelanggaran Kode Etik yang melibatkan segenap jajaran Perusahaan. WBS juga menjadi bagian dari penerapan strategi anti-fraud dan merupakan bagian dari sistem pengendalian internal dalam mencegah terjadinya praktik penyimpangan.

Penerapan WBS dikuatkan Surat Keputusan Direksi PT Pertamina (Persero) sebagai induk perusahaan, No. Kpts.023/CP0000/2014-SO tentang Pemberlakuan SK Direksi PT Pertamina (Persero) Nomor Kpts. 15/C0000/2012-S0 tentang Unit Pengendalian Gratifikasi, Pedoman Gratifikasi, Penolakan, Penerimaan, Pemberian Hadiah/Cinderamata dan Hiburan (Entertainment), Penyampaian Laporan-Laporan atas Program Kepatuhan melalui Compliance Online System, serta WBS di lingkungan PEPC tanggal 26 Juni 2014.

Kebijakan WBS PEPC mengatur aspek mulai dari aspek unit pengelola, kerahasiaan dan perlindungan pelapor, cara pelaporan serta sanksi dan hukuman. Adapun yang dapat dilaporkan dalam kebijakan WBS PEPC adalah korupsi,

PEPC has established a violation reporting system or whistleblowing system (WBS), which is a communication channel of employees, customers, partners and other parties in reporting incidents that are suspected to be related to fraud, crimes, violations of Company policies and violations of Code of Conduct involving parties at all levels of the Company. The WBS is also part of the anti-fraud strategy implementation and is part of the internal control system to prevent occurrence of irregularities.

WBS application is reinforced by the Board of Directors’ Decree of PT Pertamina (Persero) as the holding company, No. Kpts.023/CP0000/2014-SO dated June 26, 2014 on the Imposition of Board of Directors' Decree of PT Pertamina (Persero) Number Kpts.15/C0000/2012-S0 on Gratification Control Unit, Guidelines for Gratification, Refusal, Acceptance, Rewards/Gifts and Entertainment, Reporting on Compliance Programs through Compliance Online System, and WBS within PEPC environment.

The WBS policy of PEPC regulates aspects of management unit, whistleblower confidentiality and protection, reporting mechanism as well as sanctions and penalties. Reports that can be filed to PEPC WBS are corruption,





suap, gratifikasi, benturan kepentingan, pencurian, kecurangan dan perbuatan lain yang bersifat melanggaran hukum maupun Peraturan Perusahaan.

PENGELOLAAN WBS Dalam pelaksanaannya proses pengaduan pelanggaran melibatkan pihak-pihak di dalam Perusahaan. Manajemen memberikan kewenangan kepada pihak-pihak tertentu untuk menindaklanjuti laporan pengaduan/penyingkapan, sesuai kategori terlapor.• Chief Compliance Officer (CCO), jika terlapor adalah

Insan Pertamina selain CCO, Fungsi Compliance, Dewan Komisaris dan Direksi.

• Dewan Komisaris, jika terlapor adalah Direksi.

• Direktur Utama, jika terlapor adalah Dewan Komisaris, CCO dan Fungsi Compliance.

CCO adalah pejabat yang ditunjuk oleh Direktur Utama yang bertanggung jawab atas program kepatuhan Perusahaan dan memastikan bahwa Dewan Komisaris, Direksi dan pekerja mematuhi peraturan dan ketentuan baik pemerintah, Perusahaan dan ketentuan lain yang berlaku serta perilaku organisasi sesuai dengan Pedoman Etika Bisnis & Etika Kerja Perusahaan.

Laporan yang dapat disampaikan melalui WBS adalah laporan tindak pelanggaran yang meliputi perbuatan tidak etis/ tidak bermoral atau perbuatan lain yang dapat merugikan Perusahaan maupun para pemangku kepentingan, yang dilakukan oleh seluruh Insan PEPC termasuk Direksi dan Dewan Komisaris. Setiap laporan yang disampaikan akan ditangani berdasarkan mekanisme yang telah ditetapkan Perusahaan.

bribery, gratification, conflict of interest, theft, fraud and other illegal acts or violation of Company Regulations.

WBS MANAGEMENTThe implementation of whistleblowing process involves internal parties of the Company. The Management authorizes certain parties to follow up reports on complaints/exposes, according to the category of reported parties.• Chief Compliance Officer (CCO), if the reported party is

a personnel of Pertamina other than CCO, Compliance Function, Board of Commissioners and Board of Directors.

• Board of Commissioners, if the reported party is member of the Board of Directors.

• President Director, if the reported party is member of the Board of Commissioners, CCO and Compliance Function.

CCO is an official appointed by the President Director to be in charge of the Company's compliance program and ensure that the Board of Commissioners, Directors and employees comply with rules and regulations of the government, the Company and other applicable provisions and organizational conduct in accordance with the Company's Code of Conduct.

Reports that can be filed through WBS are reports of violations which include unethical/immoral conduct or other actions that can harm the Company or stakeholders, which are committed by all PEPC personnel including the Board of Directors and the Board of Commissioners. Each report filed will be handled based on the mechanism established by the Company.





Mekanisme Pengelolaan PelaporanReporting Management Mechanism

SALURAN PENYAMPAIAN PELAPORAN PELANGGARANPEPC menyediakan beberapa saluran bagi para pelaporan untuk menyampaikan pelaporan pelanggaran.

HOW TO FILE A REPORT OF VIOLATIONPEPC provides several channels for whistleblowers to file report of violation.

Penyampaian laporan pelanggaran oleh pelapor Submission of violation report by informant

Memonitor pelaksanaan tindak lanjut hasil investasi WBS yang dilakukan Fungsi terkaitMonitor the of follow up of the investigation result conducted by related function

Identifikasi laporan sesuai kategori lingkup pengaduan/penyingkapan kepada konsultan WBSReport identification in accordance with scope of complaint/disclosure category to WBS consultant

Pemberian hukuman atau sanksi terhadap pelanggaran apabila laporan tersebut terbukti Punishment or sanctions for violains If the report is problem right

Konsultan WBS menyampaikan laporan penyingkapan kepada fungsi ComplianceWBS consultant delivers disclosure report to Compliance function

CCO dan direktur membahas hasil investigasi CCO and board of director discuss investigation result

Fungsi Compliance melakukan pulbaket dan membuat resumenya kemudian mempresentasikan kepada CCOCompliance function collecting information materials and compile its resume and the submits such resume to CCO

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+62 21 3815909, 3815310 dan 3815911

+62 81 1175 0612

+62 21 3815912

pertaminaclean.pertamina.com

[email protected]

PertaminaClean,PO-Box-7077/JkpSA, Jakarta 10350





PERLINDUNGAN BAGI PELAPOR PEPC memberikan perlindungan kepada pihak-pihak yang telah menyampaikan pelaporan pelanggaran. Jaminan perlindungan yang diberikan meliputi:• Kerahasiaan identitas pelapor.• Perlindungan terhadap pelapor dari segala bentuk

ancaman, intimidasi, hukuman ataupun tindakan tidak menyenangkan dari pihak-pihak manapun selama pelapor menjaga kerahasiaan kasus yang diadukan kepada pihak manapun.

• Perlindungan juga berlaku bagi pekerja yang melaksanakan investigasi maupun pihak-pihak yang memberikan informasi terkait dengan pengaduan/penyingkapan.

• Pihak yang melanggar prinsip kerahasiaan tersebut akan diberikan sanksi yang berat sesuai ketentuan yang berlaku di Perusahaan.

PENANGANAN PENGADUAN/LAPORAN PELANGGARAN PADA SISTEM WBS Selama tahun 2018 tercatat tidak ada pengaduan/laporan yang disampaikan melalui WBS. Hal ini menegaskan komitmen Perusahaan untuk menerapkan Pedoman Perilaku & Etika Bisnis, telah dipatuhi dan dilaksanakan oleh insan PEPC serta pemangku kepentingan lain.

SOSIALISASI WBSPEPC terus melakukan upaya sosialisasi pemberlakuan WBS sebagai bagian dari komitmen meningkatkan penerapan GCG. Selama tahun 2018 ada beberapa kegiatan sosialisasi yang telah dijalankan.• Melalui sosialisasi GCG,• Majalah energia• GCG Online

PROTECTION FOR WHISTLEBLOWER PEPC provides protection to whistleblowers who have filed violation reports. Guarantees provided include:

• Confidentiality of the whistleblower’s identity.• Protection for whistleblowers from any forms of

threats, intimidation, punishment or hostile acts from any party as long as the whistleblower maintains the confidentiality of the reported case from any party.

• Protection also applies to employees who conduct investigations and those who provide information related to the complaints/exposes.

• Parties who violate the confidentiality principle will be given severe sanctions according to the applicable provisions in the Company.

HANDLING OF COMPLAINTS/REPORTS OF VIOLATIONS IN WBSDuring 2018 there were no complaints/reports submitted through the WBS. This confirmed the Company's commitment to implementing the Code of Conduct & Business Ethics, has been complied and implemented by PEPC personnel and other stakeholders.

WBS DISSEMINATIONPEPC continues to make efforts to disseminate the WBS implementation as part of its commitment to improve GCG implementation. During 2018, several dissemination activities have been carried out.• Through GCG dissemination,• Energia magazine• GCG Online





BERSIH Clean Dikelola secara profesional, menghindari benturan kepentingan, tidak menoleransi suap, menjunjung tinggi kepercayaan,

dan integritas. Berpedoman pada asas-asas tata kelola korporasi yang baik. Professionally managed, avoid conflict of interest, never tolerate bribery, respect trust and integrity based on good corporate

governance principles.

PERCAYA DIRI CONFIDENT Berperan dalam pembangunan ekonomi nasional, menjadi pelopor dalam reformasi Badan Usaha Milik Negara (BUMN), dan

membangun kebanggaan bangsa. Involvement in national economic development, as a pioneer in State-owned Enterprise reform, and to build national pride.

KOMERSIAL COMMERCIAL Menciptakan nilai tambah dengan orientasi komersial, mengambil keputusan berdasarkan prinsip-prinsip bisnis yang sehat. Create added value based on commercial orientation and make decisions based on fair business principles.

KOMPETITIF COMPETITIVE Mampu berkompetisi dalam skala regional maupun internasional, mendorong pertumbuhan investasi, membangun budaya

sadar biaya, dan menghargai kinerja. Able to compete both regionally and internationally, support growth through investment, build a cost effective and

performance oriented culture.

FOKUS PADA PELANGGAN CUSTOMER FOCUSED Berorientasi pada kepentingan pelanggan dan berkomitmen untuk memberikan pelayanan terbaik kepada pelanggan. Focus on customers and commit to give the best services to customers.

BERKEMAMPUAN CAPABLE Dikelola oleh pemimpin dan pekerja yang profesional dan memiliki talenta dan penguasaan teknis tinggi, berkomitmen dalam

membangun kemampuan riset dan pengembangan. Managed by professional, skilled, and highly qualified leaders and employees', committed to building research and

development capabilities.

BUDAYA PERUSAHAAN CORPORATE CULTURE

Budaya Perusahaan PEPC dibangun sejalan tata nilai yang telah ditetapkan oleh PT Pertamina (Persero), yakni “6C”.

PEPC's corporate culture, "6C", has been built in line with the core values established by PT Pertamina (Persero).





PERKARA PENTING YANG SEDANG DIHADAPI PERUSAHAAN, ENTITAS ANAK SERTA ANGGOTA DEWAN KOMISARIS DAN ANGGOTA DIREKSI PADA PERIODE LAPORAN TAHUNAN MATERIAL LITIGATION FACED BY COMPANY, SUBSIDIARY AND MEMBERS OF BOARD OF COMMISSIONERS AND BOARD OF DIRECTORS IN THE ANNUAL REPORTING PERIOD

PEPC berupaya mematuhi setiap peraturan yang berlaku dan mengantisipasi setiap tindakan yang berpotensi menimbulkan permasalahan hukum baik bagi Perusahaan, Dewan Komisaris, Direksi, dan seluruh elemen yang ada di Perusahaan.

Pengelolaan aspek hukum dilaksanakan oleh Fungsi Legal yang dipimpin VP Legal and Relation dan bertanggung jawab kepada Direktur Utama Dalam menjalankan tugas dan tanggung jawabnya.

PEPC strives to comply with every existing regulation and anticipates every action that has the potential to cause legal problems for the Company, the Board of Commissioners, the Board of Directors, and all elements in the Company.

Management of legal aspect is carried out by Legal Function led by VP Legal and Relations and responsible to the President Director in carrying out their duties and responsibilities.

PERKARA HUKUM PENTING YANG DIHADAPI PERUSAHAANSampai dengan akhir periode pelaporan, ada beberapa perkara hukum penting yang sedang dihadapi Perusahaan. Secara umum proses hukum atas perkara-perkara hukum yang dihadapi sedang berlangsung, dan belum ada yang memiliki putusan berkekuatan hukum tetap. Tidak ada perkara hukum yang berdampak terhadap keuangan perusahaan.

MATERIAL LITIGATION FACED BY THE COMPANY

As of the end of the reporting period, there were several material litigations that were faced by the Company. In general, the litigation were still ongoing, and none of them have received permanent legal force decision. There were no legal cases that affected the company's finances.

INFORMASI TENTANG SANKSI UNTUK PERUSAHAANINFORMATION ABOUT SANCTIONS FOR COMPANY

Sampai dengan akhir periode pelaporan, PEPC tidak pernah menerima sanksi administratif maupun sanksi lain dari Satuan Kerja Khusus Pelaksana Kegiatan Usaha Hulu Minyak dan Gas Bumi (SKK Migas), sebagai badan regulator kegiatan usaha hulu migas di Indonesia. Perusahaan juga tidak pernah menderima sanksi dalam bentuk apapun dari Otoritas Jasa Keuangan (OJK) maupun pihak berkepentingan lain.

Until the end of the reporting period, PEPC has never received administrative sanctions or other sanctions from the Special Task Force for Upstream Oil and Gas Business Activities (SKK Migas), as the regulator of upstream oil and gas business activities in Indonesia. The company also never received sanctions of any kind from the Financial Services Authority (OJK) or other interested parties.





Demikian pula dengan anggota Dewan Komisaris dan Direksi Perusahaan, selama tahun 2018 tidak pernah menerima sanksi administratif maupun sanksi lain dari SKK Migas maupun pihak berwenang lain.

KEPATUHANTidak adanya sanksi yang diterima PEPC menegaskan komitmen Perusahaan untuk mematuhi setiap peraturan perundang-undangan yang berlaku. Untuk memastikan kepatuhan, PEPC telah menangkat Chief Compliance Officer (CCO) sebagai pejabat perusahaan yang bertanggung jawab atas penerapan GCG dan kepatuhan Perusahaan terhadap peraturan perundang-undangan yang berlaku.

Selama kurun waktu periode pelaporan, CCO bersama Fungsi Compliance & Corporate Administration menyelenggarakan kegiatan untuk memberikan pemahaman peraturan perundang-undangan yang berpengaruh pada bisnis PEPC dan juga teknis dalam pelaksanaan di lapangan. Melalui kegiatan tersebut, diharapkan aktivitas pada unit-unit opersional dijalankan dengan hukum dan peraturan yang berlaku.

Likewise, members of the Board of Commissioners and Directors of the Company, during 2018, never received administrative sanctions or other sanctions from SKK Migas or other authorities.

COMPLIANCEThe absence of sanctions received by PEPC confirms the Company's commitment to comply with all applicable laws and regulations. To ensure compliance, PEPC has appointed Chief Compliance Officer (CCO) as a company official responsible for the GCG implementation and the Company's compliance with applicable laws and regulations.

During the reporting period, CCO along with the Compliance & Corporate Administration function held activities to provide employees with an understanding of laws and regulations that affect PEPC business and the technical aspects of implementation in the field. Through these activities, are operational units’ activities are expected to be conducted in compliance with applicable laws and regulations.

AKSES INFORMASI DAN DATA PERUSAHAANACCESS TO COMPANY INFORMATION AND DATA

PEPC memberikan akses data dan informasi kepada para stakeholders, di antaranya melalui website, yaitu http://pepc.pertamina.com. Sejalan dengan prinsip transparansi dalam penerapan GCG dan keterbukaan informasi, PEPC berupaya menyajikan informasi sesuai dengan Peraturan OJK No.8/POJK.04.2015 tentang Situs Web Emiten Atau Perusahaan Publik, dengan penyesuain kondisi PEPC sebagai Perseroan Terbatas tertutup.

PEPC provides data and information access to stakeholders, including the website, http://pepc.pertamina.com. In line with the transparency principle in the implementation of GCG and information disclosure, PEPC strives to present information in accordance with OJK Regulation No.8/POJK.04.2015 on Issuers or Public Companies' Websites, with adjustments to the condition of PEPC as a non-listed Limited Liability Company.





PENERAPAN ATAS PEDOMAN GCG BAGI PERUSAHAAN PUBLIK PENERBIT EFEK BERSIFAT EKUITAS GCG IMPLEMENTATION GUIDELINES FOR PUBLIC COMPANIES ISSUING EQUITY SECURITIES

KEBIJAKAN MENGENAI KEBERAGAMAN KOMPOSISI DEWAN KOMISARIS DAN DIREKSI POLICY ABOUT DIVERSITY COMPOSITION OF THE BOARD OF COMMISSIONERS AND BOARD OF DIRECTORS

PEPC juga mendistribusikan informasi melalui media cetak dan elektronik, diantaranya majalah internal Energia PEPC, broadcast email, publikasi Perusahaan dan profil perusahaan.

KERAHASIAAN INFORMASIUntuk informasi tertentu yang bersifat rahasia, Perusahaan memiliki kebijakan bahwa Komisaris, Direksi, Auditor Eksternal, Komite-komite di bawah Dewan Komisaris dan seluruh pekerja berkewajiban menjaga kerahasisaan informasi. Penyampaian informasi yang termasuk rahasia hanya dapat diberikan melalui otoritas khusus oleh Dewan Komisaris/Direksi. Adapun pihak yang bertindak sebagai juru bicara Perusahaan hanya Komisaris Utama, Direktur Utama dan Sekretaris Perusahaan atau seseorang yang diberi pelimpahan tugas khusus dari pejabat Perusahaan yang bersangkutan.

PEPC also distributes information through print and electronic media, including Energia PEPC internal magazines, email broadcasts, Company publications and company profiles.

INFORMATION CONFIDENTIALITY For certain confidential information, the Company has a policy that the Commissioners, Directors, External Auditors, Committees under the Board of Commissioners and all employees are obliged to maintain information confidentiality. Disclosure of information including, confidential information, can only be provided through special authority by the Board of Commissioners/the Board of Directors. The only party acting as a spokesperson for the Company is the President Commissioner, President Director and Corporate Secretary, or a person who is given special assignment from the relevant official of the Company.

PEPC adalah Perseroan Terbatas yang bukan merupakan perusahaan terbuka dan tidak menerbitkan efek bersifat ekuitas. Dengan demikian Laporan ini tidak mengungkapkan informasi penerapan atas pedoman tata kelola bagi perusahaan terbuka penerbit efek bersifat khusus, baik tentang rekomendasi yang sudah dilaksanakan maupun rekomendasi yang belum dilaksanakan.

PEPC is a non-listed Limited Liability Company and does not issue equity securities. Therefore, this report does not disclose information on the application of good corporate governance guidelines for publicly-listed companies, issuers of special securities, either on recommendations that have been or have not been implemented.

Keanggotaan Dewan Komisaris dan Direksi merupakan hak pemegang saham yang ditetapkan melalui RUPS, dengan tetap memperhatikan peraturan perundang-undangan yang berlaku. Secara prinsip penentuan anggota Dewan Komisaris dan Direksi dilakukan tanpa diskriminasi dengan mempertimbangkan bidang keahlian, pendidikan dan pengalaman yang mencakup bidang hulu migas, keuangan, ekonomi, dan tata kelola Perusahaan.

Membership of the Board of Commissioners and Board of Directors is shareholders' rights and is exercised through the GMS, with due regard to the applicable laws and regulations. In principle, the appointment of Board of Commissioners and Board of Directors’ members is carried out without discrimination by considering the fields of expertise, education and experience in the upstream oil & gas, financial, economic and corporate governance fields.





Sampai dengan akhir periode pelaporan, komposisi keanggotaan Dewan Komisaris terdiri dari satu orang, yakni Bapak Gandhi Sri Widodo sebagai Komisaris Utama. Sehingga Laporan ini belum menyertakan pengungkapan informasi mengenai keberagaman komposisi Dewan Komisaris. Adapun untuk keanggotaan Direksi terdiri dari empat orang. Informasi tentang keberagaman komposisi keanggotaan Direksi disajikan dalam tabulasi berikut.

As of the end of the reporting period, the composition of the Board of Commissioners consisted of one member, Mr. Gandhi Sri Widodo, as President Commissioner. Thus, this Report does not include disclosure of information regarding the diversity in the composition of Board of Commissioners. Meanwhile, the Board of Directors consisted of four people. Information about the diversity of the composition of the Board of Directors' membership is presented in the following table.

Tabel Keberagaman Komposisi DireksiTable of Board of Directors’ Composition Diversity

Jamsaton NababanLaki-Laki Male55 tahun 55 Years

Pendidikan TerakhirS1 Teknin Mesin Universitas Sumatra Utara

Pengalaman Kerja• Deputi Field Facilities Project Manager PEPC• Deputy Sr.Project Manager PT Pertamina EP• Sr.Manager Teknik & PF PT Pertamina EP • VP Surface Facilities PT Pertamina EP

KeahlianTeknik Mesin

DesandriLaki-Laki Male52 tahun 52 Years

Pendidikan TerakhirS2 Ilmu Akuntansi Universitas Indonesia Jakarta

Pengalaman Kerja• Direktur Keungan & Administrasi di Drill.Serv. Area Kantor Pusat• Direktur Keuangan di PT Pertamedika Jabodetabek-Jakarta

Selatan• Strategic Planning Risk Mgt Manager di Kantor Pusat PT Pertamina• Manajer Manajemen Risiko Bisnis di Kantor Pusat PT Pertamina

KeahlianKeuangan dan Risiko

EducationMaster’s degree in Accounting Science, University of Indonesia, Jakarta

Work Experience• Director of Finance & Administration at Drill.Serv. Area, Head

Office• Director of Finance at PT Pertamedika Jabodetabek -South

Jakarta,• Strategic Planning Risk Management Manager at PT Pertamina

Head Office, • Business Risk Management Manager at PT Pertamina Head Office

ExpertiseFinance and Risk

EducationBachelor’s degree in Mechanical Engineering, University of North Sumatra

Work Experience• Deputy Field Facilities Project Manager of PEPC• Deputy Sr. Project Manager of PT Pertamina EP• Sr. Manager Engineering & PF of PT Pertamina EP• VP Surface Facilities of PT Pertamina EP

ExpertiseMechanical Engineering





PROGRAM KEPEMILIKAN SAHAM OLEH KARYAWANDAN/ATAU MANAJEMEN EMPLOYEE AND/OR MANAGEMENTSTOCK OWNERSHIP PROGRAM

URAIAN MENGENAI KINERJA FUNGSI PENDUKUNG DESCRIPTION OF SUPPORTING FUNCTION PERFORMANCE

Pada tahun 2018 PEPC tidak memiliki program Kepemilikan Saham oleh Karyawan dan/atau manajemen yang dilaksanakan Perusahaan (Employee Stock Ownership Program/Management Stock Ownership Program). Dengan demikian Laporan ini tidak menyertakan pengungkapan informasi terkait jumlah saham dan/atau opsi, jangka waktu pelaksanaan, persyaratan karyawan dan/atau manajemen yang berhak dan harga pelaksanaan sebagai bentuk pelaksanaan program tersebut.

In 2018, PEPC did not have Employee Stock Ownership Program/Management Stock Ownership Program (ESOP/MSOP). Thus, this report does not include disclosure of information regarding the number of shares and/or options, implementation period, requirements for employees and/or management who are entitled and the price as a form of implementation of the program.

MANAJEMEN MUTUPEPC berkomitmen menerapkan manajemen mutu sesuai dengan Kebijakan Manajemen Mutu PT Pertamina (Persero) dan Sistem Manajemen Nasional maupun Internasional. Sejak tahun 2017 PEPC menerapkan Integrasi Sistem Manajemen Standard yang berbasis pada beberapa standar maupun ketentuan, di antaranya ISO 9001:2015 (Sistem Manajemen Mutu), ISO 14001:2015 (Sistem Manajemen Lingkungan) dan DIS 45001:2016 (Sistem Manajemen Kesehatan dan Keselamatan Kerja), Kebijakan Sistem Manajemen PEPC, Kriteria Kinerja Ekselen Pertamina (KKEP) dan Sistem Tata Kerja (STK) yang mengacu pada Manajemen Sistem Tata Kerja Pertamina (MSTKP).

Sampai dengan tahun 2018, PEPC telah memiliki kebijakan terkait Sistem Manajemen Mutu:• Kebijakan mengenai sistem manajemen (SM) & STK

yaitu PEPC Management System untuk mengelola standar & prosedur yang berlaku dalam menjalankan proses bisnis PEPC dengan melakukan review update dan pemantauan kumpulan STK (SOP, Pedoman, TKO, TKI) yang dikelola oleh Fungsi Risk & Quality Management.

• Kebijakan mengenai standar pelayanan minimal, antara lain memuat indikator keberhasilan dan sanksi atas ketidaktercapaian standar mutu layanan.

QUALITY MANAGEMENTPEPC is committed to implementing quality management in accordance with PT Pertamina (Persero) Quality Management Policy and National and International Management Systems. Since 2017, PEPC has implemented the Standard Management System Integration based on several standards and provisions, including ISO 9001:2015 (Quality Management System), ISO 14001:2015 (Environmental Management System) and DIS 45001:2016 (Occupational Health and Safety Management System), PEPC Management System Policy, Pertamina Performance Excellence Criteria (KKEP) and Work Procedure System (STK) referring to Pertamina's Work System Management (MSTKP).

Until 2018, PEPC has established policies on Quality Management System, as follows:• Policy on management system (SM) & STK, namely

PEPC Management System to manage applicable standards & procedures in running PEPC business process by conducting review updates and monitoring the compilation of STK (SOP, Guidelines, TKO, TKI) managed by Risk & Quality Management Function.

• Policy on minimum service standards, including indicators of success and sanctions for failure to meet service quality standards.





• SOP Layanan Pelanggan dan Standar Pelayanan Minimal (SPM) dan menetapkan indikator keberhasilannya dan diinformasikan secara terbuka kepada stakeholder baik internal maupun internal Perusahaan.

PENGELOLA MANAJEMEN MUTU Pengelolaan Mutu PEPC dijalankan oleh Fungsi Risk & Quality Management yang dipimpin oleh Risk & Quality Management Manager yang dijabat Bapak Adi FM Ringoringo dan bertanggung jawab kepada VP Strategic Planning & Risk Management. Dalam menjalankan tugas dan tanggung jawabnya Risk & Quality Management Manager dibantu oleh Assisstant Manager Quality Management dan Analyst Quality Management.

Perusahaan juga membentuk membentuk struktur organisasi pelaksana Manajemen Mutu berdasarkan Surat Perintah No. Prin-05/CP0000/2017-S0 tanggal 17 Maret 2017 tentang Dewan Mutu PEPC. Sesuai ketentuan tersebut, Pelaksana Manajemen Mutu atau Dewan Mutu dipimpin Direktur Utama.

Struktur Pelaksana Manajemen Mutu PEPCStructure of PEPC Quality Management Executives

President Director

Assistant Manager Quality Management

Assistant Manager Financial& Project Risk

Assistant Manager Operation Legal Risk & Insurance



Junior Analyst Insurance Junior Analyst Insurance

Risk & QualityManagement Manager

Senior Analyst Quality Management

Analyst Quality Management

Junior Analyst Quality Management

• SOPs for Customer Service and Minimum Service Standards (SPM) and establish success indicators and disclose information to both internal and external stakeholders of the Company.

QUALITY MANAGEMENT CONTROLLERPEPC Quality Management is handled by Risk & Quality Management Function led by Risk & Quality Management Manager held by Mr Adi FM Ringoringo and responsible to VP of Strategic Planning & Risk Management. In carrying out his/her duties and responsibilities, Risk & Quality Management Manager is assisted by Assistant Manager of Quality Management and Quality Management Analyst.

The company also formed an organizational structure to implement Quality Management based on Letter of Instruction No. Prin-05/CP0000/2017-S0 dated March 17, 2017 regarding PEPC Board of Quality. In accordance with this provision, the Quality Management Controller or Board of Quality is led by the President Director.





TUGAS DAN TANGGUNG JAWAB DEWAN MUTU • Mengelola dan mendorong kegiatan Implementasi

Manajemen Mutu perusahaan yang mencakup aspek: Continuous Improvement Program (CIP), Standardization Management (SM), Knowledge Management (KOMET) dan Quality Management Assessment (QMA) dengan tujuan mendukung dan meningkatkan pencapaian target bisnis RJPP/RKAP.

• Mengelola kegiatan dan implementasi CIP melalui Tim CIP: Project Collaboration Improvement (PC-Prove), Functional Team Improvement (FT-Prove) dan Individual Improvement (I-Prove) sesuai dengan kaidah Plan Do Check Action (PDCA) dan Delapan Alat Tujuh Langkah (DELTA).

• Mengelola kegiatan System Management Standard bidang Quality dan HSE sebagai pemenuhan persyaratan peraturan yang berlaku baik di Perusahaan, nasional maupun internasional.

• Mengelola perbaikan proses, kinerja dan metode kerja dengan melakukan sosialisasi, perencanaan dan evaluasi kegiatan Implementasi Manajemen Mutu melalui: Overall Meeting Effectiveness (OME), Performance Dialogue (PD), Coaching dan Tools lain yang dianggap perlu.

• Mengelola Aset Pengetahuan di PEPC melalui kegiatan knowledge sharing, portal KOMET dan lain-lain.

• Mendorong peningkatan kinerja perusahaan melalui kegiatan Quality Management Assessment berbasis Kriteria Kinerja Ekselen Pertamina (KKEP).

• Menunjuk PIC di masing-masing Fungsi untuk berkoordinasi dengan Fungsi Risk & Quality Management guna kelancaran kegiatan Implementasi Manajemen Mutu.

• Melaporkan progress kegiatan Implementasi Manajemen Mutu secara periodik dan berjenjang oleh PIC masing-masing Fungsi kepada Fungsi Risk & Quality Management.

KEGIATAN MANAJEMEN MUTU TAHUN 2018 Kegiatan Manajemen Mutu PEPC selama periode pelaporan, meliputi beberapa hal.1. Quality Management Assessment (QMA)2. Continuous Improvement Program (CIP)3. Knowledge Management (KOMET)4. Standardization Management (SM)

DUTIES AND RESPONSIBILITIES OF BOARD OF QUALITY • To manage and promote the activity of company’s

Quality Management Implementation which covers: Continuous Improvement Program (CIP), Standardization Management (SM), Knowledge Management (KOMET) and Quality Management Assessment (QMA) to support and increase the accomplishments of RJPP/WP&B business target.

• To manage the activity and implementation of Continuous Improvement Program through CIP Team: Project Collaboration Improvement (PCProve), Functional Team Improvement (FT-Prove) and Individual Improvement (I-Prove) according to the Plan Do Check Action (PDCA) and Delapan Alat Tujuh Langkah (DELTA) guidelines.

• To manage the activity of System Management Standard in the field of Quality and HSE as fulfillment of both national and international regulation requirements applicable in the Company.

• To manage the process of improvement, performance and working method by performing dissemination, planning and evaluating the activity of Quality Management Implementation through: Overall Meeting Effectiveness (OME), Performance Dialogue (PD), Coaching and other necessary tools.

• To manage Knowledge Assets in PEPC through Knowledge Sharing, KOMET portal and other activities.

• To support the company’s performance improvement through Quality Management Assessment based on Pertamina Performance Excellence Criteria (KKEP)

• To appoint PIC from each Function to coordinate with Risk & Quality Management Function to support the Quality Management Implementation.

• To report the activity progress of Quality Management Implementation periodically and gradually by the PIC from each Function to the Risk & Quality Management Function

QUALITY MANAGEMENT ACTIVITIES IN 2018PEPC Quality Management activities during the reporting period, are:1. Quality Management Assessment (QMA)2. Continuous Improvement Program (CIP)3. Knowledge Management (KOMET)4. Standardization Management (BC)





QUALITY MANAGEMENT ASSESSMENT (QMA)Untuk meningkatkan kinerja, memasuki tahun 2018 PEPC telah mengimplementasikan Kriteria Kinerja Ekselen Pertamina (KKEP), meliputi Leadership & Sustainability; Operational Excellent; Work Focus; dan Customer Focus.

Untuk mengukur tingkat keberhasilan implementasi KKEP telah dilakukan assessment melalui kegiatan Quality Management Assessment (QMA) 2018, yang meliputi :• Penyusunan Worksheet & dokumen Kinerja Ekselen

PEPC.• Assesment QMA oleh Examiner PT Pertamina (Persero)

dengan hasil skor 591 dari target 490. Pencapaian ini menunjukkan realisasi 120% dari target dan peningkatan skor 33% dari pencapaian tahun 2016 sebesar 446.

QUALITY MANAGEMENT ASSESSMENT (QMA)To improve performance, since early 2018 PEPC has implemented the Pertamina Performance Excellence Criteria (KKEP), including Leadership & Sustainability; Operational Excellence; Work Focus; and Customer Focus.

To measure the success rate of KKEP implementation, an assessment has been conducted through the Quality Management Assessment (QMA) activity in 2018, including:• Preparation of Worksheet & documents of PEPC

Performance Excellence.• QMA conducted by Examiner of PT Pertamina (Persero)

with a score of 591 from the target of 490. This achievement shows the realization of 105% of target and a score increase of 33% from the achievement in 2016 at 446.

Tabel 1. Perbandingan Skor QMA PEPC Skor Tahun 2016 : 446 dan Skor tahun 2018 : 591Table 1. Comparison of PEPC QMA Scores in 2016: 446 and score in 2018: 591

CONTINOUS IMPROVEMENT PROGRAM (CIP)Salah satu aspek penting dalam upaya peningkatan mutu adalah pelaksanaan program pengembangan berkelanjutan (CIP). Pelaksanaan CIP juga ditujukan bagi peningkatan budaya inovasi kepada setiap pekerja PEPC.

Setiap tahun Perusahaan terus mendorong setiap pekerja PEPC untuk berpartisipasi pada kegiatan CIP. Baik yang diselenggarakan pada Forum Internal CIP PEPC, Forum CIP Tingkat Direktorat, maupun Forum CIP tingkat internasional.

Penerapan CIP dilaksanakan berdasarkan SK Direktur Utama PT Pertamina (Persero) No.Kpts-31/C00000/2012-S0 perihal Code of Pertamina Quality Management System. Sesuai ketentuan tersebut dijelaskan

CONTINOUS IMPROVEMENT PROGRAM (CIP)One important aspect in efforts to improve quality is the implementation of a continuous improvement program (CIP). The CIP implementation is also aimed at increasing the culture of innovation for every employee of PEPC.

Every year, the Company continues to encourage every PEPC employee to participate in CIP activities, either being held at PEPC Internal CIP Forum, the Directorate CIP Forum, and the international CIP Forum.

The CIP is implemented based on the Decree of President Director of PT Pertamina (Persero) No.Kpts-31/C00000/2012-S0 on the Code of Pertamina Quality Management System. The code stipulates that each

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bahwa setiap pelaksanaan kegiatan improvement atau upaya penyelesaian suatu ide/masalah/ inovasi secara perorangan maupun kelompok dalam mendukung pencapaian sasaran Perusahaan, wajib menggunakan konsep Continuous Improvement Program (CIP). Kegiatan CIP dilaksanakan oleh semua pekerja dalam melakukan tugas dan tanggung jawab di pekerjaan sehari-hari.

Pelaksanaan kegiatan CIP ini dibagi dalam tiga kategori, yaitu dalam bentuk Project Colaboration Improvement (PC-Prove), Functional Team Improvement (FT-Prove) dan Individual Improvement (I-Prove). Kegiatan PC-PROVE, FT-PROVEdan I-PROVE ini meliputi perencanaan ide/inovasi, pelaksanaan, evaluasi dan standarisasi, keikutsertaan dalam forum presentasi, penilaian risalah & sistim penghargaan, pelaporan dan tindak lanjut, serta kegiatan audit CIP I & II.

Jenjang keikutsertaan Tim CIP PC-PROVE/FT-PROVE/I-PROVE adalah mengikuti forum presentasi CIP tingkat PEPC (APH), tingkat Direktorat (Upstream), tingkat Korporat Pertamina (APQA), tingkat Nasional dan tingkat Internasional.

Di tingkat PEPC, Forum Presentasi CIP diselenggarakan pada bulan Oktober 2018, mencakup semua fungsi Kantor Pusat dan proyek pengembangan Lapangan Gas Unitisasi JTB. Secara keseluruhan ada 33 Tim CIP dengan keterlibatan 143 orang pekerja yang mengikuti Forum Presentasi CIP Internal PEPC. Hasil penilaian Juri pada Forum CIP 2018 terlihat peningkatan yang signifikan dari tahun sebelumnya, baik jumlah CIP, keterlibatan pekerja maupun value creation

improvement activity or effort to resolve idea/problem/innovation, both individual and group, in supporting the achievement of the Company's objectives, must use the Continuous Improvement Program (CIP) concept. CIP activities are carried out by all employees in carrying out their duties and responsibilities in their daily work.

The implementation of CIP activities is divided into three categories, namely in the form of Project Collaboration Improvement (PC-Prove), Functional Team Improvement (FT-Prove) and Individual Improvement (I-Prove). The PC-PROVE, FT-PROVE and I-PROVE activities include idea planning/innovation, implementation, evaluation and standardization, participation in presentation forums, evaluation of minutes & reward system, reporting and follow-up, as well as CIP I & II audit activities.

The participation stages for CIP Team of PC-PROVE/FT-PROVE/I-PROVE are to join CIP presentation forum of PEPC level (APH), Directorate level (Upstream), Pertamina Corporate level (APQA), National and International levels.

At PEPC level, the CIP Presentation Forum was held in October 2018, covering all functions of the Head Office and development project of JTB Unitization Gas Field. Overall, there were 33 CIP Teams involving 143 employees who participated in the PEPC Internal CIP Presentation Forum. The results of the judges' assessment on the CIP Forum 2018 saw a significant increase from the previous year, both in the number of CIP, employee involvement and value creation.





Tabel Pelaksanaan dan Kesertaan Pekerja PEPC Pada Forum CIP Tahun 2018Table of Implementation and Participation of PEPC Employees at the CIP Forum in 2018

Tabel Keterlibatan Pekerja dalam CIPTable of Employee Involvement in CIP

Tabel Keterlibatan Pekerja dalam CIPTable of Employee Involvement in CIP

Forum CIP CIP Forum

Pelaksanaan Implementation

Uraian Description

Forum Internal CIP PEPCPEPC CIP Internal Forum

Oktober 2018October 2018

• 33 Risalah 33 Minutes• 143 Pekerja 143 Employees

Hasil Penilaian Juri • 33 Tim CIP Lolos Audit II dari 39 Tim CIP terdaftar (6 Tim CIP ikut forum

presentasi tahun 2019)• 19 Gugus meraih Kategori GOLD• 12 Gugus meraih Kategori SILVER• 2 Gugus meraih Bronze

Judges' Assessment Results• 33 CIP Teams Passed Audit II out of 39 registered CIP Teams (6 CIP Teams joined the presentation forum in 2019)• 19 Clusters won Gold category• 12 Clusters won Silver category• 2 Clusters won Bronze category

Forum CIP Tingkat Direktorat Hulu PT Pertamina (Persero)CIP Forum at Upstream Directorate level of PT Pertamina (Persero)

27 – 30 November 2018November 27 – 30, 2018

Peserta 10 Gugus Participants 10 clusters

Hasil Penilaian Juri Judges' Assessment Results• PC – Prove JIN BOTOL : Platinum• I – Prove AQUA DE VIDA : Platinum,• I – Prove CAMARO : Platinum,• PC – Prove AVENGER LOGISTIC : Gold• PC – Prove FRONTIER : Gold• FT – Prove DUMP TRUCK : Gold• FT – Prove MATOH : Gold• FT – Prove COMMERS WAY : Gold• PC – Prove BALITA : Silver• PC – Prove FIT : Silver

The Most Value Creation 1: PC – Prove JIN BOTOL The Best I-Prove: I – Prove AQUA DE VIDAMost Value Reserve 2: I – Prove CAMARO

Forum CIP InternasionalInternational CIP Forum

8 – 13 Desember 2018December 8–13, 2018

Peserta 1 Gugus Participant 1 cluster

Hasil Penilaian Juri• PC – Prove OPSPROD berhasil meraih prestasi 3 Star

Judges' Assessment Results• PC - Pro OPSPROD won 3 Stars

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10

0

876543210

Value Creation

Riil ProyeksiProjection

PotensiPotention

1.60.5

3

1.3

3.5 3.2

6

0.9

7.3





Tabel 3. Value Creation CIPTable 3. CIP Value Creation

TahunForum CIPCIP Forum

Jumlah CIPNumber of CIP

Prestasi / Peringkat Achievement/Rating

Bronze Silver Gold Platinum

2016

PEPC 27 - 7 20 -

APQA 4 - 1 1 2

International (New Zealand)International (New Zealand)

2 - - 2 -

2017

PEPC 30 2 13 14 -

UIIA 10 - - 7 3

International (Filipina)International (Philippines)

2 - - 2 -

2018

APQA 5 - - 4 1

PEPC 33 2 12 19 -

UIIA 10 - 2 5 3

International (Abu Dhabi)International (Abu Dhabi)

1 - - 1 -

Prestasi Continuous Improvement Program (CIP) Fungsi SCM• Fungsi SCM PEPC berpartisipasi aktif dalam CIP dan

memperoleh prestasi sebagai berikut :1. Tahun 2017, Jumlah CIP 3 gugus dengan perolehan

di tingkat PEPC (Internal PEPC : 2 GOLD ; 1 Silver dan Tingkat Hulu UIIA : 1 GOLD).

2. Tahun 2018, Jumlah CIP 3 gugus dengan perolehan di tingkat PEPC (Internal PEPC : 2 GOLD ; 1 Silver dan Tingkat Hulu UIIA : 1 GOLD).

Continuous Improvement Program (CIP) Achievement of SCM Function• SCM function of PEPC actively participated in CIP and

earned the following achievements:1. In 2017, with 3 clusters of CIP received 2 Gold and 1

Silver ratings at the Internal PEPC level; and 1 Gold rating at Upstream UIIA Level.

2. In 2018, with 3 clusters of CIP received 2 Gold and 1 Silver ratings at the Internal PEPC level: and 1 Gold rating at Upstream UIIA Level.





KNOWLEDGE MANAGEMENT (KOMET)Secara berkala dan berkesinambungan, PEPC menyelenggarakan program Knowledge Management (Komet) untuk mendorong setiap insan PEPC melakukan kegiatan berbagai pengetahuan (sharing knowledge). Penyelenggaraan Komet dilaksanakan meliputi:1. Forum Sharing Offline Adalah kegiatan berbagi pengetahuan yang secara

rutin dilakukan dalam waktu satu kali dalam satu bulan melalui tatap muka. Forum ini disampaikan oleh para pekerja PEPC, sebanyak 18 kali.

2. Forum Sharing Online Adalah bentuk forum sharing knowledge yang

dilaksanakan khusus secara online melalui media internet

3. Community Of Practice (CoP) Adalah diskusi antar expertise dalam ilmu disiplin

yang sama di 1 fungsi maupun lintas fungsi untuk membahas solusi permasalahan yang ada di lingkungan perusahaan

4. Ask the Expert Adalah wadah tanya jawab yang dikelola oleh QSKM

Korporat dalam berbagi pengetahuan secara online melalui Portal Knowledge Management (KOMET)

5. Comment On Download Adalah bentuk feedback terhadap asset pengetahuan

yang terdapat pada Portal Knowledge Management (KOMET)

6. Utilisasi Pengetahuan Adalah penggunaan asset pengetahuan yang terdapat

pada Portal KOMET sebagai bahan pembelajaran.

Pada tahun 2018 realisasi pelaksanaan program Komet memperlihatkan pencapaian:

KNOWLEDGE MANAGEMENT (KOMET)Periodically and continuously, PEPC organizes a Knowledge Management (Komet) program to encourage every PEPC personnel to carry out various knowledge activities (knowledge sharing).The following are Komet activities:1. Offline Sharing Forum A knowledge sharing activity that is regularly held

once a month in face to face method. This forum was delivered by PEPC employees for 18 times.

2. Online Sharing Forum A form of knowledge sharing forum implemented

specifically online through internet 3. Community Of Practice (CoP) A discussion cross expertise in the same disciplines in

one function or inter-functions to discuss solutions to existing problems within the company

4. Ask the Expert A question and answer forum organized by QSKM

Corporate in online knowledge sharing through Knowledge Management (KOMET) Portal

5. Comment On Download A form of feedback on the knowledge assets contained

in the Knowledge Management (KOMET) Portal

6. Knowledge Utilization The utilization of knowledge assets contained in

KOMET Portal as learning material.

In 2018 the realization of Komet program shows the following achievements:

NO KETERANGANDESCRIPTION

TARGET 2018

TARGET 2018

REALISASI 2018

REALIZATION 2018

TARGET vs REAL

TARGET vs REAL

1 Forum KOMET/WebinarKOMET/Webinar Forum

14 18 128%

2 Diskusi CoP/ Ask The ExpertCoP Discussion/ Ask The Expert

5 7 120%

3 Utilisasi Aset PengetahuanKnowledge Asset Utilization

7 7 100%

2016 20182017

120

100

80

60

40

20

0

Pencapaian KOMET (%)Achievement of KOMET (%)





STANDARISASI MANAJEMENAspek penting dalam pengelolaan mutu adalah standarisasi. PEPC berkomitmen meningkatkan kualitas proses dan produk melalui penerapan Sistem Manajemen Terintegrasi (IMS), yang meliputi beberapa standar internasional, yakni ISO 9001:2015 (Sistem Manajemen Mutu), ISO 14001:2015 (Sistem Manajemen Lingkungan) & DIS 45001:2016 (Sistem Manajemen Kesehatan dan Keselamatan Kerja).

Tahun 2018 Perusahaan melanjutkan program standarisasi yang telah dimulai pada tahun 2017. Kegiatan yang selesai dilaksanakan pada tahun 2018 meliputi:1. Mapping standar-standar nasional dan international

(API, ANSI, ASTM, dll) yang terkait dalam proses bisnis masing-masing fungsi.

2. Benchmark & Identifikasi3. Gap standard dengan existing STK4. Review/ Penyusunan STK dengan memasukan standar-

standar nasional dan atau internasional terkait sebagai referensi:a. Persiapanb. Review dan Penyusunan STK

- Identifikasi STK- Penyusunan STK- Penandatanganan STK

c. Pengendalian Dokumen5. Implementasi persyaratan standarisasi material dan

equipment pada proyek EPC GPF JTB & Banyu Urip• Untuk mendukung kegiatan penyusunan STK

tersebut, mengacu pada Pedoman No.A-009/I10000/2012-S9 tentang Manajemen Sistem Tata Kerja, Pertamina - MSTKP (STK dapat diakses di intrapepc.pertamina.com).

• Telah dilaksanakan Sosialisasi STK dari 11 Fungsi dari periode Juli - September 2018.

• Inventarisasi STK yaitu melakukan kegiatan Print & Inventarisasi Kumpulan Dokumen STK yang didapat dari Direktorat Hulu sebagai Referensi Pedoman yang digunakan di Internal PEPC.

• Pengarsipan STK di PEPC dilakukan melalui sistem penyimpanan berbasis online pada situs intra PEPC.

MANAGEMENT STANDARDIZATION An important aspect in quality management is standardization. PEPC is committed to improving the quality of processes and products through the implementation of an Integrated Management System (IMS), which includes several international standards, namely ISO 9001: 2015 (Quality Management System), ISO 14001: 2015 (Environmental Management System) & DIS 45001: 2016 (Management System Occupational Health and Safety).

In 2018, the Company continued the standardization program that began in 2017. The activities that have been completed in 2018 include:1. Mapping national and international standards (API,

ANSI, ASTM, etc.) related to the business processes of each function.

2. Benchmark & Identification3. Gap between standard and existing STK4. Review/Preparation of STK by including relevant

national and international standards as a reference:a. Preparationb. Review and Preparation of STK

- STK Identification - STK Drafting- STK Signing

c. Document Control5. Implementation of standardized material and

equipment requirements for the EPC GPF JTB & Banyu Urip projects• To support the STK drafting process, referring to

the Guideline No. A-009/I10000/2012-S9 on Work System Management, Pertamina - MSTKP (STK can be accessed at intrapepc.pertamina.com).

• STK dissemination of 11 functions has been carried out in the period July - September 2018.

• STK inventorying, to carry out Print & Inventory activities of the STK Document Compilation from the Upstream Directorate as a Reference Guidelines for PEPC internal use.

• STK archiving at PEPC is done through an online-based storage system PEPC’s intra site.





Dalam mengelola risiko, setiap tahun PEPC menyusun Laporan Risk Register On Going Business / RKAP dan Top Risk PEPC berdasarkan data dan informasi potensi risiko yang telah diidentifikasi dengan masing-masing risk owner dan didokumentasikan dalam Enterprise Risk Management System (ERMS) dari setiap Direktorat dan Fungsi di PEPC berdasarkan Risk Limit yang diberikan oleh Pertamina (Persero) kepada PEPC. Laporan tersebut kemudian di ajukan kepada Direktorat Hulu di Pertamina (Persero).

KEGIATAN SISTEM MANAJEMEN MUTUPEPC telah melaksanakan Audit ISO Internal, yang dimulai dengan kickoff meeting pada tanggal 14 Agustus 2018 hingga closing meeting pada 06 Desember 2018, dengan auditor wakil dari anak perusahaan hulu (APH) lain PT Pertamina (Persero) dan internal PEPC. Hasil audit ditemukan 264 temuan dari seluruh fungsi dan 15 item General Finding, dan semua temuan diharapkan dapat ditindaklanjuti pada tahun 2019.

Tahun 2018, fokus bisnis PEPC disamping full-stream operasional lapangan Banyu Urip juga pada pengembangan dan pengelolaan Lapangan Gas Unitisas JTB dan Lapangan Kedung Keris. Dengan semakin intensifnya kegiatan proyek dan operasi migas yang berisiko tinggi, maka untuk mencapai kinerja operasi ekselen sangat diperlukan pengelolaan dan pengimplementasian standar-standar nasional dan internasional, diantaranya dan tidak terbatas pada API, ANSI, ASTM, DNV, IEC, ISA, ISO, NACE, NFPA, Norsok, OSHA.

Implementasi standar tersebut guna menjamin kegiatan operasi pengusahaan migas PEPC dapat mencapai target RKAP/RJPP, berjalan dengan lancar, aman (HSSE) dan berkesinambungan. Dalam mewujudkan tujuan dalam penerapan berbagai standar nasional dan internasional di bisnis hulu migas, pada tahun 2018 PEPC telah menyusun Rencana Kerja yang meliputi pemetaan standar nasional dan internasional; benchmark dan identifikasi; gap standard dengan existing STK; serta peninjauan.

In managing risk, PEPC prepares the Report of Risk Register On Going Business/WP&B and PEPC Top Risk based on data and information on potential risks identified with each risk owner and documented in the Enterprise Risk Management System (ERMS) of each Directorate and Function in PEPC based on Risk Limit given by Pertamina (Persero) to PEPC. The report was then submitted to the Upstream Directorate at Pertamina (Persero).

QUALITY MANAGEMENT SYSTEM ACTIVITIESPEPC has conducted an Internal Audit of ISO, starting with the kickoff meeting on August 14, 2018 until the closing meeting on December 6, 2018, with auditors representing other upstream subsidiaries (APH), PT Pertamina (Persero) and PEPC internal parties. The audit results identified 264 findings from all functions and 15 items of General Finding, and all findings are expected to be followed up in 2019.

In 2018, PEPC business focused on the development and management of the JTB Unitization Gas Field and Kedung Keris Field, in addition to Banyu Urip field full-stream operations. With the intensified activities of high-risk oil & gas project and operations, to achieve operational excellence performance, it is necessary to manage and implement national and international standards, including and not limited to API, ANSI, ASTM, DNV, IEC, ISA, ISO, NACE, NFPA, Norsok, OSHA.

The implementation of these standards is to ensure that PEPC's oil and gas concession operations can meet the target of WP&B/RJPP, run smoothly, safety (HSSE) and sustainably. In realizing the objectives in implementing national and international standards in the upstream oil and gas business, in 2018 PEPC has established Work Plan which included national and international standard mapping; benchmark and identification; gap between standards and existing STK; and review.





FOKUS MANAJEMEN MUTU MASA MENDATANGPEPC telah menetapkan target penerapan Manajemen Mutu 2018 – 2025, yang mencakup 4 Pilar Quality Management.

FUTURE QUALITY MANAGEMENT FOCUSPEPC has set the target for implementation of Quality Management 2018-2025, which includes 4 Pillars of Quality Management.

Tabel Penerapan 4 Pilar Quality ManagementTable of Implementation of 4 Pillars of Quality Management

Pengelola Quality Management AssessmentManagement Quality Management Assessment

Pengelolaan Continous Improvement ProgramManagement Continuous Improvement Program

Pengelolaan Knowledge ManagementManagement Knowledge Management

Pengelolaaan Standarization ManagementManagement Standarization Management

Dengan mempertahankan praktik bisnis dalam aspek leadership & sustainability, operational excellent, workforce focus dan customer focus, disertai aksi untuk pengembangan.

Dengan terus membudayakan para pekerja berinovasi, meningkatkan partisipasi dan keterlibatan pekerja dalam penyelesaian masalah menggunakan metode PDCA dan DELTA.

Dengan terus membudayakan para pekerja untuk berpartisipasi dalam sharing knowledge, penyelenggaraan forum berbagai pengetahuan secara rutin (tiap 2 mingguan) baik secara offline maupun online (webinar).

Dengan menyusun kelengkapan STK fungsi, sosialisasi STK, audit internal ISO Integrasi I dan II serta tindak lanjutnya, sebagai persiapan sertifikasi ISO integrasi meliputi (ISO 9001:2015, ISO 14001:2015 & DIS 45001:2016)

Koordinasi kegiatan Quality Management PEPC dengan Upstream Business Improvement Direktorat Hulu, QKSM PT Pertamina (Persero) dan PIC Quality.

By maintaining business practices in the aspects of leadership & sustainability, operational excellence, workforce focus and customer focus, along with action for development.

By continuing to build a culture for employees to innovate, increasing employee participation and involvement in solving problems using PDCA and DELTA methods.

By continuing to build a culture for employees to participate in knowledge sharing, organizing various knowledge forums regularly (every 2 weeks) both offline and online (webinars).

By preparing the completeness of STK function, STK dissemination, internal audit of ISO Integration I and II and follow-up, as preparation for ISO integration certification covering ISO 9001: 2015, ISO 14001: 2015 & DIS 45001: 2016

Coordination of PEPC Quality Management activities with Upstream Business Improvement of the Upstream Directorate, QKSM of PT Pertamina (Persero) and PIC Quality.





Diagram Penerapan Manajemen Mutu 2018 - 2025Quality Management Implementation Diagram 2018 - 2025

URAIAN RANTAI PASOK DAN MANAJEMEN PENGADAAN BARANG DAN JASAAktivitas proses bisnis yang meliputi pengadaan barang/jasa, logistik dan strategi pengembangannya di lingkungan PEPC, menjadi tanggung jawab Fungsi Supply Chain Management (SCM). Keberadaan Fungsi SCM memiliki peran penting sebagai pendukung operasional melalui rantai pasok barang dan jasa yang dijalankan dengan mengedepankan prinsip-prinsip efektivitas, efisiensi, kompetitif, transparansi, keadilan, akuntabilitas demi mewujudkan operasi unggul kelas dunia. Selain itu proses rantai pasok barang dan jasa juga harus mendukung dan menumbuh kembangkan kemampuan nasional, berwawasan lingkungan serta menjunjung keselamatan dan etika kerja yang tinggi.

Kegiatan utama Fungsi SCM meliputi tiga pilar, yakni procurement (pengadaan), logistic (logistik) dan pengembangan strategis (strategic development). Untuk mendukung meningkatkan kinerja ketiga pilar tersebut, Fungsi SCM telah menyusun peta jalan hingga tahun 2021, guna membantu PEPC mewujudkan perusahaan standar kelas dunia.

DESCRIPTION OF SUPPLY CHAIN AND MANAGEMENT OF PROCUREMENT OF GOODS AND SERVICESBusiness process activities including the procurement of goods/services, logistics and development strategies in the PEPC environment, are the responsibility of the Supply Chain Management (SCM) Function. The SCM Function plays an important role as an operational support through the supply chain of goods and services by upholding the principles of effectiveness, efficiency, competitiveness, transparency, fairness, accountability in order to realize world-class operational excellence. In addition, the supply chain process of goods and services must also support and develop national capabilities, be environmentally sound and uphold safety and work ethics.

The main activities of SCM function include three pillars, namely procurement, logistic and strategic development. To support the performance improvement of the three pillars, SCM Function has prepared the road map until 2021, to help PEPC realize a world-class company.





STRUKTUR ORGANISASI FUNGSI SCM Berdasarkan Surat Keputusan Direktur Utama No.Kpts.012/CP0000/2014/S0 tentang Organisasi dan Tata Kerja PEPC tanggal 15 April 2014, kegiatan pengelolaan rantai pasok dijalankan Fungsi SCM yang dipimpin oleh SCM Manager dan sampai dengan akhir periode pelaporan dijabat Bapak Fransjono Lazarus, berdasarkan SK Nomor KPTS.P-412/EP0000/2015-S8 SCM. Seluruh personel Fungsi SCM telah memiliki sertifikat PTK 007 dan sertifikasi dari Badan Nasional Standarisasi Profesi (BNSP) untuk melaksanakan proses tender. Sebagian personel Fungsi SCM juga telah mendapatkan sertifikat keahlian profesi dari BNSP. Fungsi SCM tercatat memiliki 2 (dua) orang Assesor Nasional untuk pelaksanaan uji kompetensi panitia tender di lingkungan Hulu Migas dan 3 (tiga) orang memiliki sertifikasi sebagai verifikator TKDN.

ORGANIZATIONAL STRUCTURE OF SCM FUNCTIONBased on the President Director's Decree No. Kpts.012/CP0000/2014/S0 on PEPC Organization and Work Procedure dated April 15, 2014, supply chain management activities are carried out by the SCM Function led by SCM Manager, which was held by Mr Fransjono Lazarus up to the end of the reporting period based on Decree Number KPTS.P-412/EP0000/2015-S8 SCM. All personnel of SCM Function have a certificate of PTK 007 and certification from the Professional Standardization National Agency (BNSP) to carry out the tender process. Some personnel of SCM Function have also received BNSP professional expertise certificate. The SCM Function is recorded to have 2 (two) National Assessors to perform competency test for tender committee in the Upstream Oil and Gas environment and 3 (three) certified personnel as TKDN verification officers.

Tabel Struktur Organisasi Fungsi SCM PEPCTable of PEPC SCM Function Organizational Structure

Manager SCM

Ast. ManagerProcurement

Sekretaris Dewan KomisarisAnalyst

Procurement

AST ManagerSCM Planning

Jr. AnalystNational Capacity

Jr. AnalystSCM Planning

President Director

Jr. AnalystProcurement

Jr. Analyst Procurement

Ast. Man. JTB Procurment & Logistic





Profil SCM ManagerSCM Manager Profile

Nama : Fransjono LazarusDomisili : JakartaUsia : 48 TahunKewarganegaraan : Indonesia

Lahir di Jakarta, 7 Oktober 1970.Master dalam bidang Teknologi Perminyakan Universitas Trisakti, Jakarta.Sarjana Teknologi Informatika, Universitas Gunadarma, Jakarta.

Riwayat PekerjaanBerkarir di PT Pertamina EP sejak tahun 2008 dengan berbagai jabatan diantaranya sebagai Asisten Manajer Logistik/Pengadaan tahun 2008-2013, Procurement Subsurface Assistant Manager Asset 2 tahun 2013- 2014, SCM Project Manager Pertamina EP tahun 2014 sampai 2015, SCM Manager PT Pertamina EP Cepu tahun 2015 sampai saat ini.

Telah mengikuti berbagai training dan telah mendapatkan Sertifikasi Panitia Pengadaan Barang dan Jasa Industri MIGAS, Sertifikasi Assesor Kompeten Nasional SKKNI PRS MIGAS, Sertifikat Kompetensi Procurement (BNSP-LSP Hulu Migas), Sertifikat Kompetensi Supply Chain Management (BNSP-LSP Hulu Migas), Sertifikasi Assesor Kompetensi Tata Cara Pelaksanaan Assessment On Line dan Sertifikasi Panitia Pengadaan Barang & Jasa SKK MIGAS.

Name : Fransjono LazarusPosition : SCM ManagerAge : 48 years oldCitizenship : Indonesian

Born in Jakarta, October 7, 1970.Master in Petroleum Technology, Trisakti University, Jakarta.Bachelor of Information Technology, Gunadarma University, Jakarta.

Employment HistoryHe started his career at PT Pertamina EP since 2008 with various positions including as Logistics/Procurement Assistant Manager in 2008-2013, Subsurface Procurement Assistant Manager of Asset 2 in 2013-2014, SCM Project Manager of Pertamina EP in 2014 to 2015, SCPC Manager from 2015-present.

He has participated in various trainings and has received the Certification of Oil and Gas Industry Goods and Services Procurement Committee, National Competency Assesor Certificate of SKKNI PRS MiIGAS, Procurement Competency Certificate (BNSP-LSP Upstream Oil & Gas), Supply Chain Management Competency Certificate (BNSP-LSP Upstream Oil & Gas), Certification of Assessor Competency in Online Assessment Procedures and Certification of SKKMIGAS Goods & Services Procurement Committee.

TUGAS DAN TANGGUNG JAWAB FUNGSI SCM • Fungsi support operasional yang strategis dalam

organisasi PEPC dan dunia migas pada umumnya mengingat operasional perusahaan sebagian besar tergantung pada rantai pasokan barang dan jasa.

• Menciptakan proses bisnis dan tata kelola yang baik dalam upaya mendukung operasional migas dalam negeri dengan mengutamakan kemampuan usaha dalam negeri.

• Mengutamakan aspek legalitas, teknis dan komersial dalam setiap pengambilan keputusan untuk mendukung tercapainya pengadaan barang/jasa yang efektif, efisien, kompetitif, transparan, adil, bertanggung jawab serta mendukung dan menumbuh kembangkan kemampuan nasional.

DUTIES AND RESPONSIBILITIES OF SCM FUNCTION • The strategic operational support function within the

organization of PT Pertamina EP Cepu and the oil and gas world generally as the company’s operations is largely dependent on the Supply Chain of Goods and Services.

• Creating business processes and good governance in supporting domestic oil and gas operations by prioritizing the ability of domestic business.

• Prioritize the legal, technical and commercial aspects in any decision-making to support the achievement of effective, efficient, competitive, transparent, equitable, responsible and efficient of goods/services procurement as well as supporting and developing national capacity.





• Mengedepankan pentingnya pembinaan sumber daya manusia agar terpenuhinya kompetensi (soft skill dan hard skill) sesuai dengan tuntutan World Class Company bersama dengan penggunaan teknologi informasi yang up to date.

• Bentuk penjabaran berupa rencana kerja proses yang terintegrasi pada proses pengadaan barang dan jasa dengan pihak Penyedia Barang/Jasa :a. Memastikan jumlah hari kerja pengadaan barang

dan jasa tidak melebihi dari target waktu yang ditentukan.

b. Penghematan biaya hasil tender (value generation) penerapan mekanisme control terhadap pengadaan barang dan jasa yang dilakukan secara seksama.

PETA JALAN (ROADMAP) 2017 - 2021(ROADMAP) 2017 - 2021

• Prioritize the importance of human resource development to meet the competence (technical and soft) in accordance with the demands of World Class Company along with the use of up-to-date information technology.

• The form of elaboration in the form of a process work plan that is integrated in the process of procurement of goods and services with the Goods / Services Provider:a. Ensure the number of working days for the

procurement of goods and services does not exceed the specified time target.

b. The value generation of savings in the implementation of a control mechanism for the procurement of goods and services is carried out carefully.

1. Procurement information system (PIS) -> PROMIS2. Centralized integrated vendor database (CIVD)3. Kontrak EPC GPF EPC GPF Contract4. Alih kelola JTB ( Procurement drilling ) JTB Management Transfer (Procurement Drilling)5. TKO dan TKI fungsi SCM TKO and TKI of SCM function6. Pemenuhan Organisasi Organization Fulfillment7. Logistic Operation8. Inovasi Fungsi SCM SCM Function Innovation9. Penghematan Biaya-biaya Cost Saving

Roadmap SCM

building foundationstandardized process &

documents

procurement excellence

CRM excellence SRM excellence strategic partner to all stakeholder CSM

2017 2018 2019 2020 2021





PEDOMAN DAN PROSEDUR PENGADAAN BARANG DAN JASA Pengadaan barang dan jasa dilakukan sesuai dengan STK yang terdiri dari Pedoman, Tata Kerja Organisasi (TKO) dan Tata Kerja Individu (TKI) sebagai acuan prosedur kerja Fungsi SCM.

Perusahaan juga memastikan proses pengadaan barang dan jasa telah memenuhi ketentuan perundang-undangan yang berlaku.1. Permen ESDM No. 15 Tahun 2013 tentang Penggunaan

Komponen Dalam Negeri Pada Kegiatan Usaha Hulu Minyak dan Gas Bumi.

2. Permen ESDM No. 27 Tahun 2008 tentang Kegiatan Usaha Hulu Migas.

3. Pedoman Tata Kerja SKK Migas No. 007/SKKMA0000/2017/S0 Buku Kedua Revisi 04 Tahun 2017 tentang Pedoman Pelaksanaan Pengadaan Barang/Jasa.

4. Pedoman Tata Kerja SKK Migas No. 007/SKKMA0000/2017/S0 Tahun 2017 tentang Pedoman Pengelolaan Rantai Suplai Kontraktor Kontrak Kerja Sama (PTK 007 Revisi 4).

5. Petunjuk Pelaksanaan Tender Nomor: EDR-0167/SKKMH0000/2017/S7.

6. ISO 9001:2015 tentang Managemen Mutu.

Selain itu, Fungsi SCM juga mempertimbangkan keberadaan Peraturan Daerah Kab. Bojonegoro No.23 tahun 2011 tentang Percepatan Pertumbuhan Ekonomi Daerah dalam Pelaksanaan Eksplorasi dan Eksploitasi

GUIDELINES AND PROCEDURES FOR PROCUREMENT OF GOODS AND SERVICESProcurement of goods and services is carried out in accordance with STK which consists of Guidelines, Organization Work Procedures (TKO) and Individual Work Procedures (TKI) as a reference for the work procedures of the SCM Function.

The company also ensures that the process of procurement of goods and services meets the applicable provisions of laws.1. Minister of Energy and Mineral Resources Regulation

No. 15 of 2013 concerning the Use of Domestic Components in Upstream Oil and Gas Business Activities.

2. Minister of Energy and Mineral Resources Regulation No. 27 of 2008 concerning Upstream Oil and Gas Business Activities.

3. SKK Migas Working Procedure No. 007 / SKKMA0000 / 2017 / S0 Second Book Revision 04 of 2017 concerning Goods / Services Procurement Implementation Guidelines.

4. SKK Migas Working Procedure No. 007/SKKMA0000/2017/S0 2017 concerning Supply Chain Management Guidelines for Cooperation Contract Contractors (PTK 007 Revised 4).

5. Tender Implementation Guidelines No: EDR-0167/SKKMH0000/2017/S7.

6. ISO 9001:2015 concerning Quality Management.

In addition, the SCM function also considers the Regional Regulations of Bojonegoro Regency No.23 of 2011 on the Acceleration of Regional Economic Growth in the Implementation of Exploration, Exploitation and

Tahun Year Keterangan Description

2017 Menetapkan dasar, standarisasi proses dan pedoman serta kehandalan sistem.

Establish the foundation, standardized processes and guidelines as well as system reliability.

2018 Meningkatkan keunggulan proses pengadaan dan penyiapan logistik.

Improve the excellence of logistics procurement and preparation process.

2019 Pelaksanaan operasional Logistik dan peningkatan customer relationship management.

Conduct logistics operations and improve customer relationship management.

2020 Supplier Relationship Management Supplier Relationship Management

2021 Menjadi mitra strategis bagi semua pemangku kepentingan SCM. Become a strategic partner for all SCM stakeholders.





serta Pengolahan Minyak dan Gas Bumi di Kab. Bojonegoro, dengan tujuan:’a. Meningkatkan pendapatan daerah.b. Mendukung dan menumbuh kembangkan kemampuan

daerah.c. Mengendalikan permasalah sosial dan ekonomi yang

dapat menghambat kelancaran rangkaian pelaksanaan eksplorasi dan eksploitasi serta pengolahan minyak dan gas bumi di daerah.

Kebijakan-kebijakan tersebut menjadi pedoman dan berlaku bagi seluruh pihak yang terlibat dalam rantai pasok Perusahaan. Perusahaan juga memiliki kebijakan terhadap kontrol, yaitu penerapan mekanisme kontrol terhadap tahapan proses pengadaan barang/jasa yang dilakukan secara seksama sesuai dengan Peraturan Perusahaan dan Peraturan Pemerintah lainnya yang terkait dengan jenis komoditi barang/jasa. Setiap tahapan proses pengadaan dikontrol dengan melewati persetujuan Pejabat Berwenang sesuai dengan SK Direktur Utama Nomor Kpts-024/CP0000/2017-S0 tentang Pelimpahan Otorisasi Perusahaan.

KEGIATAN FUNGSI SCM TAHUN 2018Selama tahun 2018 kegiatan Fungsi SCM mengalami peningkatan dari aktivitas tahun-tahun sebelumnya. Hal ini disebabkan semakin meningkatnya akitvitas kinerja pada kegiatan pengadaan, logistik dan pengembangan strategis. Selama kurun waktu pelaporan, Perusahaan telah merealisasikan rencana pengadaan barang dan jasa guna memenuhi kebutuhan operasi Perusahaan. Selama tahun 2018 Fungsi SCM telah menyelenggarakan 43 kontrak pengadaan barang dan jasa. Jumlah tersebut meningkat signifikan dibanding tahun 2017 sebanyak 29 kontrak. Hal ini seiring pelaksanaan proyek pengembangan Lapangan Gas Unitisasi JTB.

Tabel Data Kontrak 2015-2018Table of Contract Data 2015-2018

Processing of Oil and Gas in Bojonegoro Regency with the following purposes: a. Increase regional income.b. Support and develop regional capacity.

c. Control social and economic problems that can hamper the proper implementation of exploration and exploitation as well as processing of oil and gas in the region.

These policies serve as guidelines and apply to all parties involved in the Company's supply chain. The company also has a policy of control, which is the application of control mechanisms to the procurement process of goods/ services that is carried out carefully in compliance with Company Regulations and other Government Regulations regarding the type of commodity goods/services. Each stage of the procurement process is controlled through the approval of the Authorized Officer in accordance with President Director Decree No. Kpts-024/CP0000/2017-S0 on the Company’s Authorization Delegation.

SCM FUNCTION ACTIVITIES IN 2018During 2018 the activities of SCM Function increased from the previous years. This was due to increasing procurement, logistics and strategic development activities. During the reporting period, the Company has realized procurement plan of goods and services to meet the Company's operational needs. During 2018, the SCM function has executed 43 contracts for the procurement of goods and services. This number increased significantly compared to 29 contracts in 2017. This was in line with the implementation of JTB Unitization Gas Field development project.

20162016 20182017

60

50

40

30

20

10

0

2431 29

43





Grafik Perkembangan Value Contract dengan Lokal Bojonegoro 2015-2018Graph of Contract Value Development with Local Vendors in Bojonegoro 2015-2018

Pengembangan Vendor LokalDalam proses pengadaan yang berlangsung, PEPC memberikan perhatian pada upaya pengembangan vendor lokal. Hal tersebut dilaksanakan melalui pembinaan sehingga vendor lokal yang ada dapat bersaing dalam mengikuti proses tender di PEPC dengan jujur, transparan, dan kompeten. Selama tahun 2018 PEPC telah berhasil menaikkan nilai kontrak yang diperoleh vendor lokal di Kabupaten Bojonegoro dalam pelaksanaan proyek pengembangan Lapangan Unitisasi Gas JTB.

Local Vendor DevelopmentIn the ongoing procurement process, PEPC pays attention to local vendor development efforts. This is done through coaching to enable the existing local vendors to be truthful, transparent and competent in competing through participation in the tender process at PEPC. During 2018, PEPC has succeeded in increasing the value of local vendors’ contracts in Bojonegoro Regency during the JTB Gas Unitization Field development project implementation.

Penilaian Kinerja SKK MigasPada tahun 2018 kinerja Fungsi SCM PEPC telah dinilai SKK Migas. Penilaian berkaitan dengan kepatuhan pelaksanaan proses pengadaan barang dan jasa terhadap PTK 007. Hasil dari penilaian tersebut adalah PEPC khususnya untuk Fungsi SCM telah mendapatkan skor 76,26. Pencapaian tersebut masuk dalam kategori BAIK sesuai dengan klasifikasi penilaian KPI oleh SKK Migas, menandakan pelaksanaan proses pengadaan barang/jasa di PEPC sudah dilaksanakan dengan baik.

Optimasi Efisiensi Melalui Kegiatan LogistikSelama tahun 2018, Logistik pada Fungsi SCM ikut merealisasikan dukung program optimasi efisiensi melalui kegiatan Facility Sharing Agreement (FSA). Kegiatan FSA yang dilaksanakan meliputi pemakaian bersama pergudangan yang dilaksanakan bersama FSA Warehouse di CPO Banyu Urip dengan nilai efisiensi kurang lebih mencapi Rp4 miliar.

SKK Migas Performance AssessmentIn 2018 the performance of PEPC SCM Function was assessed by SKK Migas. The assessment was on compliance with PTK 007 in the procurement of goods and services. The result score of PEPC especially for the SCM Function assessment was 76.26. The achievement was in the GOOD category according to KPI assessment classification by SKK Migas, indicating that the process of procurement of goods/services in PEPC has been carried out properly.

Efficiency Optimization Through Logistics ActivitiesDuring 2018, Logistics at SCM Function helped realized the efficiency optimization program through the Facility Sharing Agreement (FSA). The FSA included the joint use of warehouses with the FSA Warehouse at Banyu Urip CPO with an efficiency value of approximately IDR4 billion.

20162016 20182017

150

100

50

0

Dala

m M

ilyar

Rup

iah

In B

illio

ns R

upia

h

4 Tahun TerakhirThe Last 4 Years





Penghematan Tahun 2018Saving in 2018

RENCANA FUNGSI SCM PADA TAHUN MENDATANGSesuai Roadmap yang sudah disusun, pada tahun 2019 Fungsi SCM berupaya untuk mewujudkan kegiatan logistik dan CRM unggul. Upaya yang dilakukan antara lain dari aspek strategic development yaitu dengan peningkatan kompetensi SDM melalui sertifikasi kompetensi personel, pemenuhan organisasi yang kosong dengan personel yang kompeten, dan memberikan training / pelatihan kepada pekerja sesuai dengan kompetensinya. Untuk menunjang kegiatan pengadaan, akan dilakukan optimalisasi sistem aplikasi Procurement Management Information System (PROMIS).

SCM FUNCTION PLAN IN THE FUTURE YEARIn accordance with the Roadmap that has been established, in 2019 SCM function will create superior logistics and CRM activities. The efforts include the strategic development aspects, by increasing HR competencies through personnel competency certification, filling vacant organizations with competent personnel, and providing training to employees according to their respective competencies. In order to support procurement activities, Procurement Management Information System (PROMIS) application system will be optimized.

Non EPC

Efisiensi Efficiency Rp MiliarIDR billion

52

Reduksi Reduction 21.5

Kontrak Novasi Novation Contract

Kontrak dalam USD Juta Contract in USD million 29.61

Kontrak dalam Rp Miliar Contract in USD billion 2.94

Kegiatan CSMSFungsi SCM pada tahun 2018 telah melaksanakan kegiatan penilaian CSMS bagi seluruh kontrak pekerjaan di PEPC. Pada bulan Juli 2018 telah dilaksanakan sosialisasi pelaksanaan penilaian CSMS kepada seluruh pelaksana kontrak. Kegiatan sosialisasi dilanjutkan dengan fasilitas coaching session agar bisa diperoleh hasil seluruh peserta penilaian prakalifikasi CSMS dapat mempersiapkan segala dokumen yang dibutuhkan. Kegiatan sosialisasi dan coaching dilaksanakan di Kantor pusat Jakarta dan Bojonegoro.

Sampai dengan akhir Desember 2018 telah diperoleh hasil penilaian prakualifikasi CSMS. Dari dari 34 peserta yang menyampaikan dokumen CSMS, sebanyak 11 perusahaan lolos, sehingga berhak atas sertifikasi CSMS.

VALUE GENERATION PROSES PENGADAAN Sesuai dengan tugas dan tanggung jawab Fungsi SCM dalam pengelolaan rantai pasok adalah mendapatkan penghematan biaya hasil tender (value generation). Selama tahun 2018 Fungsi SCM telah merealisasikan penghematan baik untuk pengadaan non-EPC maupun dari kontrak novasi.

CSMS Activities The SCM Function in 2018 has carried out CSMS assessment for all work contracts at PEPC. In July 2018, dissemination of CSMS assessment implementation was carried out to all contractors. The dissemination activities continued with coaching session facility that resulted in CSMS pre-qualification assessment participants could prepare all the required documents. Dissemination and coaching activities were held at Jakarta head office and Bojonegoro.

As of the end of December 2018 the results of the CSMS prequalification assessment have been received. Of the 34 participants who submitted CSMS documents, 11 companies passed, so that they were entitled to CSMS certification.

VALUE GENERATION PROCUREMENT PROCESS The duties and responsibilities of SCM Function in supply chain management include saving tender result cost (value generation). During 2018, the SCM Function has realized saving for both non-EPC procurement and novation contracts.





Dari aspek procurement, peningkatan keterlibatan personel SCM dalam Early Procurement Involvement (EPI), Peningkatan dan mobilisasi Personel SCM di Lokasi Proyek, Optimalisasi pengadaan di lokasi proyek sesuai peraturan yang berlaku, Monitoring TKDN, kinerja penghematan dan pengurangan biaya, kegiatan tender pemboran, dukungan kepada pelaksanaan eksekusi EPC-GPF pada Lapanan Gas Unitisasi JTB dan CIP.

Sedangkan dari aspek logistic, dilakukan persiapan untuk master list bagi barang-barang impor, menyediakan warehouse untuk kegiatan drilling, penyiapan pengurusan dokumen impor, dan melakukan expediting untuk PO barang-barang drilling dan EPC yang telah diterbitkan.

PEMANFAATAN TEKNOLOGI INFORMASISejalan dengan penerapan GCG, Fungsi SCM terus mengembangkan kegiatan pengadaan barang dan jasa dengan memanfaatkan teknologi informasi (TI). Sampai dengan akhir periode pelaporan, pemanfaatan TI dalam proses pengadaan barang dan jasa mencakup beberapa hal.

• Aplikasi PROMIS (Procurement Management Information System), merupakan sistem aplikasi yang berbasis web untuk membantu pelaksanaan proses pengadaan. Semua dokumen dan urutan proses akan terdokumentasi di dalam sistem.

• Centralized Integrated Vendor Data Based (CIVD) merupakan database terpusat yang berisi seluruh penyedia barang dan jasa mampu. Penyedia barang dan jasa yang terdaftar di CIVD dan memenuhi syarat akan mendapatkan Surat Pengganti Dokumen Administrasi (SPDA) sebagai sertifikat bahwa terdaftar sebagai penyedia barang dan jasa di SKK Migas.

• MySAP • P2P

PENGELOLAAN TEKNOLOGI INFORMASIPengelolaan sistem teknologi informasi (ICT) PEPC telah dilengkapi dengan berbagai kebijakan, prosedur dan pelaksanaan aktivitas pengelolaan teknologi informasi sehingga membentuk ICT Governance yang terus berkembang.

In the procurement aspect, increasing the involvement of SCM personnel in the Early Procurement Involvement (EPI), increasing and mobilizing SCM personnel in the project site, optimizing procurement at the project site in accordance with applicable regulations, TKDN Monitoring, saving performance and cost reduction, drilling tender, support to EPC-GPF execution in JTB Unitization Gas Field and CIP.

Meanwhile in logistics aspect, preparing master list for imported goods, providing warehouses for drilling activities, preparing management of import documents, and expediting for PO drilling and EPC goods had been issued.

INFORMATION TECHNOLOGY UTILIZATION In line with GCG implementation, the SCM function continues to develop activities for procurement of goods and services using information technology (IT). Until the end of the reporting period, the use of IT in the process of procurement of goods and services including several activities.

• PROMIS (Procurement Management Information System) application, is a web-based application system to help implement the procurement process. All documents and process sequences will be documented in the system.

• Centralized Integrated Vendor Data Based (CIVD) is a centralized database containing all capable suppliers of goods and services. Suppliers of goods and services registered in CIVD and qualified will receive Letter of Administrative Document Substite (SPDA) as a certificate stating the supplier of goods and services is registered at SKK Migas.

• MySAP• P2P

INFORMATION TECHNOLOGY MANAGEMENTThe management of PEPC's Information and Communications Technology (ICT) system has been equipped with various policies, procedures and implementation of information technology management activities so as to form ICT Governance that keeps developing.





Struktur Organisasi ICT PEPCOrganizational Structure of PEPC ICT

Ast. Manager DataManagement & IT

Governance

Sr. Officer UpstreamData & Geomatics

AST Manager ITOperation

RPTK JTB Analyst IT SystemDevelopment

President Director

Jr. Officer BusinessData Management &

IT Governance

Jr. Officer ERP Appication

Analyst IT ArchitecutreSystem & Database Mgt.

Manager ICT & Data Management

STRUKTUR PENGELOLA ICTPengelolaan ICT Perusahaan menjadi tanggung jawab Fungsi ICT Management, sesuai Struktur Organisasi (2016-2018) PEPC, yang tertuang dalam Surat Keputusan Direktur Utama PT Pertamina (Persero) No Kpts. 003/CP0000/2016-S0 tanggal 29 Januari 2016 tentang Organisasi dan Tata Kerja PEPC 2016-2018. Fungsi ICT Management dipimpin ICT Manager yang bertanggung jawab kepada Direktur Penunjang Bisnis.

Sampai dengan akhir periode pelaporan, ICT Manager dijabat Bapak Toto Mudjiharto, berdasarkan SK Direktur SDM dan Umum No. Kpts 562/K00000/2015-S8 tanggal 9 September 2015. ICT Manager dibantu oleh Ast Manager ICT Operation & Ast. Manager Application Development.

ICT MANAGEMENT STRUCTUREThe Company’s ICT management is the responsibility of ICT Management Function, according to PEPC's Organizational Structure (2016-2018), which is stated in the Decree of the President Director of PT Pertamina (Persero) No. Kpts. 003/CP0000/2016-S0 dated January 29, 2016 on PEPC Organization and Work Procedure 2016-2018. The ICT Management function is led by ICT Manager who is responsible to the Business Support Director.

Until the end of the reporting period, ICT Manager has been held by Mr Toto Mudjiharto, based on the Decree of HR Director and General Affairs No. Kpts. 562/K00000/2015-S8 dated September 9, 2015. The ICT Manager is assisted by Asst. Manager of ICT Operations & Asst. Manager of Application Development.

Ast. Man. Application Development





Profil ICT Manager ICT Manager Profile

Nama : Toto MudjihartoDomisili : JakartaUsia : 55 TahunKewarganegaraan : Indonesia

Lahir di Purwokerto, 17 April 1963.Sarjana Teknik Sipil dari Institut Teknologi Bandung (ITB).Magister Manajemen dari Universitas Gajah Mada, Yogyakarta.

Riwayat Pekerjaan• 17.06.1992 - 30.09.1997 Asisten Analis Program Unit

Pemasaran VII Makassar• 01.10.1997 - 02.08.2001 Ahli Utama Sistem Aplikasi

Unit Pengolahan II Dumai• 03.08.2001 - 30.09.2004 Kepala Bagian Pengembangan

Sistem Informasi Unit Pengolahan II Dumai• 01.10.2004 - 31.03.2008 Pengawas Pengembangan &

Pem Sistem Informasi UPMS III Jakarta• 01.04.2008 - 31.03.2009 Senior Business Analyst

Services & Quality Management Project MySAP • 01.04.2009 - 31.12.2011 Asisten Manager Change

Management IT Solution CSS• 01.01.2012 - 30.06.2013 Assisten Manager PP/QM SAP IT

Solution CSS• 01.07.2013 – 01.10.2015 ICT Manager, PT Pertamina

Drilling Service Indonesia• 02.10.2015 - Sekarang IT Manager PEPC

Name : Toto MudjihartoDomicile : JakartaAge : 55 years oldCitizenship : Indonesian

Born in Purwokerto, April 17, 1963.Bachelor of Civil Engineering from Bandung Institute of Technology (ITB).Master of Management from Gajah Mada University, Yogyakarta.

Employment History• 17.06.1992 - 30.09.1997 Program Assistant Analyst,

Marketing Unit VII Makassar• 01.10.1997 - 02.08.2001 Application System Senior

Expert of Processing Unit II Dumai• 03.08.2001 - 30.09.2004 Information System

Development Section Head of Processing Unit II Dumai • 01.10.2004 - 31.03.2008 Information System

Development & Pem Supervisor, UPMS III Jakarta• 01.04.2008 - 31.03.2009, Senior Business Analyst of

Services & Quality Management Project MySAP• 01.04.2009 - 31.12.2011, CSS Manager Assistant for

Management IT Solution• 01.01.2012 - 30.06.2013, Assistant Manager of PP/QM

SAP IT Solution CSS• 01.07.2013 - 01.10.2015, ICT Manager, PT Pertamina

Drilling Service Indonesia• 02.10.2015 – present, IT Manager of PEPC





SASARAN ICTICT TARGET

Profit Growth Pemanfaatan ICT dapat meningkatkan pertumbuhan laba Perusahaan

ICT utilization can increase the Company's profit growth

Production Growth & New Reserve

Pemanfaatan ICT dapat mendukung peningkatan produksi dan cadangan baru.

ICT utilization can support the increase of production and new reserves.

Cost Effectiveness Pemanfaatan ICT dapat mendukung efektifitas biaya yang dikeluarkan oleh Perusahaan.

ICT utilization can support the effectiveness of costs incurred by the Company.

HSSE Excellence Pemanfaatan ICT dapat memfasilitasi sistem pengendalian insiden/kecelakaan di lingkungan kerja guna mendukung kondisi lingkungan yang mengutamakan keselamatan kerja serta dapat memfasilitasi sistem pengendalian dampak lingkungan di lingkungan kerja guna mendukung upaya zero pollution di area kerja Perusahaan.

ICT Utilization of can facilitate incident/accident control system in the work environment to support conditions of environment in prioritizing occupational safety and can facilitate environmental impact control system in the work environment to support efforts for zero pollution in the Company's work area.

ICT Services Availability & Reliability

ICT dapat memberikan layanan yang andal (ketersediaannya dan keberlangsungannya) di setiap lapisan proses bisnis dan lapisan unit organisasi di lingkungan Perusahaan.

ICT can provide reliable services (availability and sustainability) in every layer of business processes and layer of organizational units within the Company.

Decision Making Support

Pemanfaatan ICT dapat mendukung dalam pembuatan keputusan baik di seluruh tingkatan level manajemen.

ICT Utilization can support good decision making at all levels of management.

Automated System Dengan adanya ICT dapat mengotomasi sistem kerja yang masih manual yang sudah ada di lingkungan Perusahaan sehingga dapat memudahkan baik dari segi penggunaan dan pengolahan informasi.

The ICT can automate the existing work systems that are still manual within the Company so that it can facilitate both in information use and processing.

ICT Optimization layanan ICT yang sudah ada seharusnya dapat dioptimisasi sehingga dapat memberikan layanan yang memuaskan ke seluruh stakeholders.

Existing ICT services should be optimized to be able to provide satisfactory services to all stakeholders.

ICT Integration prasarana ICT yang beroperasi di lingkungan Perusahaan dapat diintegrasikan dengan baik untuk memudahkan distribusi informasi serta kemudahan pengembangan ICT di masa mendatang

ICT infrastructure operating in the Company's environment can be properly integrated to facilitate the distribution of information and development of ICT in the future

ICT Standardization

ICT yang digunakan di lingkungan Perusahaan seharusnya di masa mendatang sudah terstandardisasi menggunakan standar yang ditetapkan oleh Perusahaan baik standar nasional maupun internasional.

ICT used in the Company should use both national and international standards set by the Company in the future.

TATA KELOLA ICT Sistem teknologi informasi PEPC telah dilengkapi dengan berbagai kebijakan, prosedur dan pelaksanaan aktivitas pengelolaan teknologi informasi sehingga membentuk ICT Governance yang terus berkembang. Tata kelola ICT bertujuan untuk:• Menyelaraskan teknologi informasi dengan strategi

Perusahaan serta realisasi dari keuntungan-keuntungan yang telah dijanjikan dari penerapan ICT.

• Penggunaan teknologi informasi memungkinkan Perusahaan mengambil peluang-peluang yang ada.

ICT GOVERNANCEPEPC’s information technology system has been equipped with various policies, procedures and implementation of information technology management activities so as to form ICT Governance that keeps developing. ICT governance aims at:• Aligning information technology with the Company's

strategy and the realization of benefits offered from ICT application.

• Utilizing information technology that allows the Company to take advantage of opportunities.





• Memaksimalkan pemanfaatan ICT dan memaksimalkan keuntungan dari penerapan ICT tersebut.

• Bertanggung jawab terhadap penggunaan sumber daya ICT.

• Mengelola risiko-risiko terkait teknologi informasi secara tepat.

Pengelolaan teknologi informasi PEPC telah dilaksanakan secara terintegrasi dengan PT Pertamina (Persero) dan seluruh Anak Perusahaannya. PEPC juga terus melakukan tinjauan dan pembaruan ketentuan mengenai pengelolaan ICT. Beberapa ketentuan yang diberlakukan pada tahun 2018:1. Pedoman Pengelolaan Keamanan Informasi No: A-001/

CP3010/2017-S9 REV-002. Surat Keputusan Tentang Standarisasi Sarana

dan Fasilitas Teknologi Informasi No: Kpts-032/CP0000/2017-S0

3. TKO Pelayanan Permintaan Material IT Supplies No: B-003/CP3010/2017-S9 REV-00

4. TKO Pelayanan Permintaan Software Package dan/atau Sistem Aplikasi No: B-004/CP3010/2017-S9

5. TKO Pegelolaan Penyelesaian Kendala IT No: B-001/CP3010/2017-S9 REV-01

6. TKO Pelayanan Permintaan Alokasi Perangkat IT (PC/LAPTOP/PRINTER/SCANNER) No: B-002/CP3010/2017-S9 REV-01

7. TKO Pengelolaan Informasi Perusahaan Pada TV PEPC Channel No: B-007/CP3010/2018-S9 REV-00

8. TKO Pengelolaan Fasilitas Penunjang Kerja Telepon Seluler Dan/Atau Tablet PC No: B-006/CP3010/2018-S9 REV-00

9. TKO Pelaksanaan Pengelolaan Fasilitas Pulsa Telepon Selular (SIM CARD) No: B-005/CP3010/2018-S9 REV-00

ICT MASTER PLAN Untuk mendukung penerapan dan pemanfaatan ICT, PEPC membentuk Information and Communications Technology (ICT) Master Plan sebagai pedoman tata kelola ICT Perusahaan.

• Maximizing ICT utilization and maximizing the benefits from ICT application.

• Responsible utilization of ICT resources.

• Managing risks related to information technology appropriately.

The management of PEPC's information technology has been implemented integrally with PT Pertamina (Persero) and all of its subsidiaries. PEPC also continues to review and update provisions regarding ICT management. Some provisions that were applied in 2018 as follows:

1. Information Security Management Guidelines No: A-001/CP3010/2017-S9 REV-00

2. Decree on Standardization of Information Technology Devices and Facilities No: Kpts-032/CP0000/2017-S0

3. TKO for Services of IT Materials Supplies Requests No: B-003/CP3010/2017-S9 REV-00

4. TKO of Service for Software Package and/or Application System Requests No: B-004/CP3010/2017-S9

5. TKO for Management of IT Troubleshooting No: B-001/CP3010/2017-S9 REV-01

6. TKO for Service of IT Devices (PC/LAPTOP/PRINTER/SCANNER) Allocation Request No: B-002/CP3010/2017-S9 REV-01

7. TKO for Company Information Management on PEPC TV Channel No: B-007/CP3010/2018-S9 REV-00

8. TKO for Management of Work Support Facilities Cellular Phones and/or Tablet PCs No: B-006/CP3010/2018-S9 REV-00

9. TKO for Management of Cellular Phone Credit Facilities (SIM CARD) No: B-005/CP3010/2018-S9 REV-00

ICT MASTER PLANTo support the adoption and use of ICT, PEPC established the Information and Communications Technology (ICT) Master Plan as a guideline for Corporate ICT governance.





ICT Master Plan PEPC 2014-2018:PEPC ICT Master Plan 2014-2018:





Pada lapisan pertama arsitektur aplikasi PEPC terdapat antarmuka berupa website dan internet/portal internal. Corporate website dan portal internal dimunculkan dalam arsitektur, karena sebagian besar aplikasi yang dirancang berbasis web, sehingga website dan portal merupakan komponen utama yang diakses oleh pengguna.

Pada lapisan kedua, terdapat kelompok aplikasi seperti EIS, Upstream, Enterprise Management, Supply Chain Management, dan Customer Management. Pada lapisan ini terdapat kelompok EIS (Executive Information System), dengan maksud agar aplikasi sistem informasi yang dibangun dan dikelola PEPC memberikan nilai tambah, membantu pimpinan Perusahaan dalam mengambil keputusan bisnis dengan cepat dan tepat sebagaimana tertuang dalam ICT Goals yang telah dirumuskan.

PENERAPAN PETA JALANPenerapan Peta Jalan (Roadmap Implementation)dipetakan ke dalam lima tahun yaitu (2014-2018). Implementasi roadmap tahun 2014 dan 2015 telah berjalan dengan baik sehingga dilanjutkan dengan fokus implementasi ICT PEPC yang secara umum dibagi ke dalam empat bagian untuk tahun 2017-2018.

In the first layer of the PEPC application architecture there is an interface in the form of a website and an internet/internal portal. Internal corporate websites and portals are raised in architecture, because most applications are designed web-based, so websites and portals are the main components that are accessed by users.

In the second layer, there are groups of applications such as EIS, Upstream, Enterprise Management, Supply Chain Management, and Customer Management. In this layer there is an EIS (Executive Information System) group, with the intention that the information system application built and managed by PEPC provides added value, helps the company leaders in making business decisions quickly and precisely as contained in the ICT Goals that have been formulated.

ROADMAP IMPLEMENTATION The Roadmap implementation was allotted into five years, from 2014 to 2018. The roadmap implementation in 2014 and 2015 has been running well, and continued with PEPC ICT implementation focusing on four parts for the years 2017-2018.

Tabel Data Preparation Fokus Implementasi ICT Master PlanTable of Data Preparation for ICT Master Plan Implementation Focus

KomponenComponent

2016 2017 2018

Informasi StrategisStrategic Information

Persiapan penataan ulang modul JVA, PS, FICO, menyesuaikan dengan update proses bisnis PEPC.Preparation of JVA, PS, FICO module rearrangement, adapts to the updated PEPC business process

Relive SAP (Modul JVA, PS, FICO)Relive SAP (JVA, PS, FICO Module)

Persiapan implementasi Modul PM serta optimalisasi.Preparation of PM Module implementation and optimization.

Data OperasiOperating Data

Enhancement existing EDMS.Enhancement existing EDMS.

Data preparation untuk SAP Modul PMData preparation for SAP PM Module

Enhancement modul-modul ERP.Enhancement of ERP modules.





Tabel Data Preparation Fokus Implementasi ICT Master Plan AplikasiTable of Data Preparation for ICT Master Plan Implementation Focus in Application

Tabel Data Preparation Fokus Implementasi ICT Master Plan InfrastrukturTable of Data Preparation for ICT Master Plan Implementation Focus in Infrastructure

Komponen Component 2018 2017 2016



Data OperasiOperating Data

• Pengembangan intranet PEPC & aplikasi penunjang bisnis seperti monitoring kontrak/pengadaan aset.• Enhancement aplikasi existing.• Development of PEPC intranets & business support applications such as monitoring contracts / asset

procurement.• Enhanced existing application.

ES • User requirement pengembangan lebih lanjut dari executive dashboard existing.• User requirements for further development of existing executive dashboards.

Enterprise Management • Penataan business blueprint PEPC yang akan diterapkan dalam modul-modul ERP (PM, JVA, FICO, PS)• Penyiapan dan pemeliharaan master data ERP.• Business arrangement of the PEPC blueprint to be applied in ERP modules (PM, JVA, FICO, PS)• Preparation and maintenance of ERP data masters.

Upstream (GGR) • Membangun aplikasi data historian untuk penyediaan laporan/monitoring real time.• Building data historian application to provide real time reports/monitoring.

Enterprise Management Supply Chain

• Optimalisasi ERP, Roll out model FM, PS, JWA, Web App Procure To Pay, monitoring anggaran FM, IP2P.• Integrasi sistem informasi yang ada/dibangun dengan database SAP.• Implementasi E-PROC dan Procurement Information System.• ERP Optimization, Roll out FM, PS, JWA, Web App Procurement To Pay models, FM budget monitoring, IP2P.• Integration of existing/built with SAP database information system.• Implementation of E-PROC and Procurement Information System.

Data Center Pembangunan DRCDRC Development

Data Communication Network

Implementasi IP Telephony Kantor Pusat.Implementation of Head Office IP Telephony.

Radio Communication Implementasi standarisasi LAN dan optimalisasi WAN.Implementation of LAN standardization and WAN optimization.

Client Peripheral Penyediaan sistem digital mobile radio.Provision of digital mobile radio systems.

Common & Other Services Upgrade HYSYS penambahan modul Geolog 7 & Eclips.Upgrade HYSYS as addition to Geologist 7 & Eclips module.

Tata KelolaGovernance

• Review/Update ICT Master Plan dan STK Ekxixting.• Perencanaan dan pendefinisian tingkat layanan, penerapan service desk/ticketing system untuk penanganan

permintaan user (remedy).• Review/Update of ICT Master Plan and Existing STK.• Planning and defining service levels, implementing a service desk/ticketing system for handling user requests

(remedy).

SDM ICTICT HR

• Penambahan SDM ICT sesuai kebutuhan bisnis dan tingkat layanan.• Upskilling SDM ICT sesuai kebutuhan dan tingkat layangan.• Evaluasi kebutuhan SDM ICT.• Addition of ICT HR according to business needs and level of service.• ICT HR Upskilling according to the needs and level of service.• Evaluation of ICT HR needs.

SDM UserUser HR

• Sosialisasi/pengumpulan data.• Upskilling/refreshment training untuk trainers/user.• Information dissemination/data collection.• Upskilling/refreshment training for trainers/users.

Tabel Data Preparation Fokus Implementasi ICT Master Plan Tata KelolaTable of Data Preparation for ICT Master Plan Implementation Focus in Governance





KINERJA ICT TAHUN 2018Penerapan sistem teknologi informasi yang handal dan memadai dipercaya akan meningkatkan performance Perusahaan. Untuk itu, Perusahaan berkomitmen melakukan peningkatan sistem teknologi informasi khususnya guna meningkatkan kinerja perusahaan dan juga untuk menghadapi persaingan di industri migas antara lain dengan mengembangkan berbagai program yaitu: 1. Optimalisasi dan Sentralisasi Standarisasi Layanan ICT

dengan Implementasi Surat Keputusan Pengelolaan Layanan ICT (SK : 032/CP0000/2017-S0);

2. Optimalisasi Prosedur Pekerjaan dan Layanan ICT. (4 TKO);

3. Utilitasi ERP (MySAP) bulan Desember 2018;4. Mengirimkan pengumuman, pemberitahuan dan

berita-berita internal PEPC melalui email broadcast PEPC agar tercipta sirkulasi perputaran informasi di dalam lingkungan kerja PEPC.

ICT Software1. Integrasi System SOT-FQR PEPC dan SKK Migas;2. Renewal Thinkcell dan Proses Pengadaan Renewal

Antivirus;3. Enhancement modul reporting SOT FQR (ERP-JV-

Enhancement TCode : ZJV12_OL);4. Implementasi pengembangan Web Survey HSSE;5. Renewal & True Up Lisensi Microsoft;6. Enhancement Web PEKA Online HSSE;7. Enhancement Website PEPC;8. Implementasi Aplikasi E-Correspondence;9. Implementasi MySAP Perubahan Organisasi;10. Pengembangan Aplikasi Konsultasi Audit PEPC

(SIKOLMI);11. Implementasi Web STK Fungsi RQM;12. Pembelian Software Team Viewer;13. Persiapan Implementasi MySAP Operational Project

JTB;

ICT Infrastructure1. Penyediaan perangkat workstation untuk kebutuhan

Fungsi Reservoir & Geoscience;2. Pembuatan Koneksi VPN Tunneling antara kantor

PEPC Jakarta dengan Kantor Kontraktor (Rekind) Kalibata;

3. Upgrade bandwith internet PEPC kantor pusat;4. Penyediaan Fasilitas ICT Oleh Kontraktor Berdasarkan

Appendix A-25;

ICT PERFORMANCE IN 2018The application of reliable and adequate information technology system is believed to improve the Company's performance. Thus, the Company is committed to improving the information technology system specifically to improve company performance and also to face competition in the oil & gas industry, by developing various programs, namely:

1. Optimizing and Centralizing ICT Service Standards with the Implementation of ICT Service Management Decree (SK: 032/CP0000/2017-S0);

2. Optimization of Work Procedures and ICT Services. (4 TKO);

3. ERP (MySAP) utilization in December 2018;4. Sending PEPC announcements, notifications and

internal news via PEPC e-mail broadcast to create circulation of information is within the PEPC work environment.

ICT Software1. Integration of PEPC SOT-FQR System and SKK Migas;2. Thinkcell Renewal and Procurement of Renewal

Antivirus;3. SOT FQR reporting module enhancement (ERP-JV-

Enhancement TCode: ZJV12_OL);4. Implementation of HSSE Web Survey development;5. Renewal & True Up License of Microsoft;6. PEKA Online HSSE Enhancement Web;7. Enhanced PEPC Website;8. Implementation of E-Correspondence Application;9. MySAP Implementation of Organizational Change;10. PEPC Audit Consultation Application Development

(SIKOLMI);11. STK for Web Implementation of RQM Function;12. Purchase of Team Viewer Software;13. Preparation of MySAP Operational Project

Implementation;

ICT Infrastructure1. Provision of workstation devices for the needs of

Reservoir & Geoscience Functions;2. Establishment of VPN Tunneling Connection between

the PEPC Jakarta office and Contractor’s Kalibata Office (Rekind);

3. PEPC head office internet bandwidth upgrade;4. Provision of ICT Facilities by Contractors Based on

Appendix A-25;





5. Pembuatan Redundancy / Backup Link Internet Access PEPC kantor pusat;

6. Enhancement / Upgrade Konfigurasi Firewall;7. Penyediaan Backup Link Internet & Penyediaan WAN

antara Kantor PEPC Bojonegoro (Talok Residence) dengan Kantor PEPC Pusat;

8. Pembuatan Kontrak Penyediaan ICT Supplies PEPC;

9. Pembangunan Infrastruktur Jaringan Kantor PEPC Bojonegoro (Talok Residence);

10. Optimalisasi / Upgrade Storage Server PEPC;11. Implementasi Digital Signage di Kantor PEPC

Jakarta & PEPC Bojonegoro sebagai media publikasi informasi digital;

12. Pembuatan kontrak kerja sama antara ICT PEPC dengan CICT Pertamina;

13. Pembuatan kontrak kerja sama layanan dengan Telkomsel;

INVESTASI ICT DAN PENGEMBANGAN SDM BIDANG ICTUntuk mendapatkan infrastruktur teknologi informasi yang handal, PEPC selalu konsisten mengalokasikan sebagian dari pendapatan Perusahaan untuk digunakan sebagai anggaran teknologi informasi.

Pada tahun 2018 jumlah anggaran belanja modal PEPC untuk pengembangan ICT sebesar USD1.820.230 (Estimasi Kurs 1 USD = Rp14.500). Anggaran tersebut dialokasikan untuk investasi di bidang teknologi informasi yang mencakup hal-hal berikut Pengembangan aplikasi strategis dan inovatif, pengembagan infrastruktur serta tata kelola teknologi informasi berupa:

5. Making Redundancy/Internet Access Backup Linksof PEPC Head Office;

6. Firewall Configuration Enhancement/Upgrade;7. Provision of Internet Backup Links & WAN between

PEPC Bojonegoro Office (Talok Residence) and PEPC Head Office;

8. Making Contracts for the Supply of ICT Supplies of PEPC;

9. PEPC Bojonegoro Office Network Infrastructure Development (Talok Residence);

10. PEPC Storage Server Optimization;11. Implementation of Digital Signage at PEPC Jakarta

& PEPC Bojonegoro offices as a digital information publication media;

12. Making cooperation contracts between PEPC ICT and Pertamina CICT;

13. Making service cooperation contract with Telkomsel;

ICT INVESTMENT AND DEVELOPMENT OF HR IN ICTIn order to have reliable information technology infrastructure, PEPC has always consistently allocated a portion of the Company's revenue to be used as an information technology budget.

In 2018 total PEPC capital expenditure budget for ICT development was USD1,820,230 (Estimated Exchange Rate of 1 USD = IDR14,500). The budget allocation was for investment in information technology which consisted of strategic and innovative application development, infrastructure development as well as information technology governance, in the form of:

Sewa Peralatan IT IT Devices Rent 368,020

Sewa Peralatan IT TPC IT TPC Rent 83,568

Radio Komunikasi Communication Radio 143,123

Software Purchase Purchase Software 111,470

Software Maintenance Maintenance Software 234,750

Software EDMS EDMS Software 76,000

IT Development IT Development 41,025

IT Material IT Material 186,034

Network & Infrastructure (Office Bojonegoro) Network & Infrastructure (Office Bojonegoro) 162,370

Network & Infrastructure - (Maintenance) Network & Infrastructure - (Maintenance) 201,146

Storage Capacity Upgrade Storage Capacity Upgrade 118,835

Project Monitoring & Surveilance Infrastructure Project Monitoring & Surveillance Infrastructure 93,889

Total 1,820,230

Deskripsi Description WP & B 2018





Selama tahun 2018, Perusahaan juga melakukan pengembangan SDM di bidang ICT guna mendukung penerapan ICT. Untuk meningkatkan kemampuan dan keahlian setiap sumber daya manusia Divisi ICT, Perusahaan juga mengirimkan pekerja dibidang ICT untuk mengikuti kursus-kursus, pelatihan, dan seminar seputar teknologi. Kursus, seminar, dan pelatihan yang diikuti ini biasanya dilakukan di luar Perusahaan dan disesuaikan dengan kebutuhan divisi, termasuk Divisi ICT.

Selain itu, peningkatan pengetahuan ICT juga dilakukan dengan mengundang partner untuk melakukan transfer/ update product knowledge yang melibatkan pekerja ICT dan dilaksanakan di lingkungan internal Perusahaan.

During 2018, the Company also developed HR in the ICT field to support the application of ICT. To improve the ability and expertise of every human resource at ICT, the Company also sent employees to take courses, training, and seminars around technology. The courses, seminars and training that were usually carried out outside the Company and tailored to the needs of the division, including the ICT Division.

In addition, ICT knowledge improvement is also carried out by inviting partners for transfer/update of product knowledge involving ICT employees and implemented in the Company's internal environment.

Beberapa kegiatan dalam rangka meningkatkan pengetahuan ICT yang telah direalisasikan atau diikuti di tahun 2018 antara lain:1. Update product knowledge Computer Security

Software;2. Update product knowledge Next Generation Firewall;3. Update product knowledge Cisco Network;4. Update Product knowledge HP Backup System;5. Update product knowledge Hyper Converged

Infrastructure;6. Update product knowledge Microsoft ;

STRATEGI PENGEMBANGAN ICTPEPC menyusun strategi ICT berdasarkan kondisi existing dan sasaran ICT Perusahaan. Gap diantara keduanya dianalisis dan selanjutnya ditetapkan langkah-langkah perbaikan yang perlu dilakukan untuk meminimalkan/meniadakan gap tersebut sebagaima dimuat dalam Road Map Implementasi ICT Master Plan. Fokus implementasi ICT PEPC secara umum dibagi ke dalam 4 bagian, yaitu Data Preparation, Aplikasi, Infrastruktur, dan Tata Kelola. Fokus implementasi dari data preparation adalah akuisisi, validasi, dan penyajian data & informasi.

SINERGI ANAK PERUSAHAANSebagai bagian dari PT Pertamina (Persero), PEPC terus membangun sinergi dengan sesama anak perusahaan Pertamina, baik anak perusahaan di Direktorat Hulu maupun dengan Direktorat lain. Sinergi diperlukan dalam rangka memperkuat bisnis Pertamina grup dan meningkatkan kinerja anak perusahaan melalui peningkatan profitabilitas, operasi unggul dan keunggulan daya saing serta optimalisasi peluang bisnis guna menghasilkan nilai tambah bagi korporat.

Some activities to improve ICT knowledge that have been realized or attended in 2018 include:

1. Update product knowledge of Computer Security Software;

2. Update Next Generation Firewall product knowledge;3. Update Cisco Network product knowledge;4. Update product knowledge for HP Backup System;5. Update product knowledge of Hyper Converged

Infrastructure;6. Update Microsoft product knowledge;

ICT DEVELOPMENT STRATEGYPEPC develops ICT strategy based on the Company’s existing conditions and targets of ICT. The gap between the two is analyzed and corrective steps are made if needed to minimize/eliminate the gap as stated in PEPC ICT Master Plan Implementation Roadmap. The focus of PEPC ICT implementation is generally divided into 4 parts, namely Data Preparation, Applications, Infrastructure, and Governance. The focus of ata preparation implementation is the acquisition, validation, and presentation of data & information.

SYNERGY OF SUBSIDIARIESAs part of PT Pertamina (Persero), PEPC continues to build synergies with fellow Pertamina subsidiaries, both in the Upstream Directorate and other Directorates. Synergy is needed to strengthen Pertamina Group's business and improve the performance of its subsidiaries through increased profitability, operational excellence and competitive advantage, as well as optimizing business opportunities to generate added value for the company.





Sebagai bentuk dukungan PEPC pada sinergi di antara anak perusahaan Pertamina, PEPC telah menandatangani Piagam Sinergi Bisnis 2018 bersama dengan anak perusahaan di Direktorat Hulu dan Direktorat Pemasaran PT Pertamina (Persero). Penandatanganan dilakukan pada Forum Sinergi Anak Perusahaan Direktorat Hulu dan Direktorat Pemasaran Group, yang dihadiri Direktur Logistik, Supply Chain, & Infrastruktur Gandhi Sriwidodo beserta Direksi dari masing-masing anak perusahaan.

Selain PEPC, anak perusahaan PT Pertamina (Persero) yang turut serta dalam kegiatan tersebut adalah PT Pertamina Retail, PT Pertamina Lubricants, PT Pertamina Patra Niaga, PT Pertamina Trans Kontinental, PT Pertamina International Shipping, PT Pertamina EP, PT Pertamina EP Cepu ADK, PT Pertamina Hulu Energi, PT Pertamina Hulu Indonesia, PT Pertamina Geothermal Energy, PT Pertamina International EP, PT Pertamina Drilling Service Indonesia, dan PT Elnusa Tbk. Dalam kesempatan tersebut masing-masing anak perusahaan menyampaikan potensi bisnis dan kerja sama yang dimiliki.

Selama periode pelaporan, PEPC telah membangun sinergi dengan beberapa anak perusahaan PT Pertamina (Persero) dan juga dengan PT Pertamina (Persero). Sinergi yang terbangun memungkinkan PEPC mengoptimalkan potensi yang dimiliki dan secara bersamaan mendukung efisiensi serta berkontribusi pada peningkatan nilai tambah bagi masing-masing anak perusahaan serta PT Pertamina (Persero).

As a form of PEPC's support for the synergy among Pertamina's subsidiaries, PEPC has signed the Charter of Business Synergy 2018 together with subsidiaries in the Upstream Directorate and Marketing Directorate of PT Pertamina (Persero). The signing was conducted at the Upstream Synergy Subsidiary Forum and the Group Marketing Directorate, which was attended by Director of Logistics, Supply Chain & Infrastructure, Gandhi Sriwidodo, along with Directors from the subsidiaries.

In addition to PEPC, subsidiaries of PT Pertamina (Persero) participating in the activity was PT Pertamina Retail, PT Pertamina Lubricants, PT Pertamina Patra Niaga, PT Pertamina Trans Kontinental, PT Pertamina International Shipping, PT Pertamina EP, PT Pertamina EP Cepu ADK, PT Pertamina Hulu Energi, PT Pertamina Hulu Indonesia, PT Pertamina Geothermal Energy, PT Pertamina International EP, PT Pertamina Drilling Service Indonesia, and PT Elnusa Tbk. On this occasion each of the subsidiaries presented their business potentials and cooperation.

During the reporting period, PEPC has built synergies with several subsidiaries of PT Pertamina (Persero) as well as with PT Pertamina (Persero). The synergy that has been built enabled PEPC to optimize its potential and simultaneously support efficiency and contribute to increasing the added value of respective subsidiaries and PT Pertamina (Persero).

Tabel Sinergi PEPC dengan Anak Perusahaan PT Pertamina (Persero) Tahun 2018Table of PEPC Synergies with Subsidiaries of PT Pertamina (Persero) in 2018

Dalam ribu USD | In Thousands USD

UraianDescription

Tahun Year

2018 2017 2016

Penjualan Sales

PT Pertamina (Persero) Penjualan Minyak MentahCrude Oil Sales

692,855 436,363 559,297

Pembelian Purchase

PT Pertamina (Persero) Biaya Tenaga Ahli, Layanan Berbasis ERP, Diklat, BBMExpert Fees, ERP Based Services, Training, Fuel

1,249 460 1,981

PT Pertamina Patra Jasa & PT Prima Armada Raya

Sewa Gedung dan Kendaraan Ringan PenumpangBuilding Lease and Passenger Light Vehicles

1,836 414 1,425

PT Pertamina Bina Medika Biaya Employee MedicalEmployee Medical Expenses

130 316 506

PT Pertamina Training and Consulting

Biaya Jasa ProfesionalProfessional Services Fees

278 1,301 1,175





CATATAN SINERGI 31 DESEMBER 2018 TERHADAP 31 DESEMBER 2017 :penjualan minyak ke PT Pertamina (persero) 2018 > 2017 sebesar USD 256,49 Juta dikarenakan kenaikan volume lifting/penjualan (2017 8.345,57 MBBL : 2018 9.489,92 MBBL) dan kenaikan (2017 USD 52,29/bbl : 2018 USD 73,01/bbl)

SYNERGY NOTES OF DECEMBER 31, 2018 VS DECEMBER 31, 2017:Oil sales to PT Pertamina (Persero) 2018>2017 amounted to USD256.49 million due to an increase in lifting/sales volume (2017: 8,345.57 MBBL, 2018: 9,489.92 MBBL) and increase (2017: USD 52.29/bbl, 2018: USD 73.01/bbl)

UraianDescription

Tahun Year

2018 2017 2016

PT Tugu Pratama Indonesia (PT Pratama Mitra Sejati)

Biaya Jasa Sewa Kendaraan Ringan PenumpangPassenger Lightweight Vehicle Rental Services Expenses

- 262 99

PT. Pertamina Dana Ventura (PT Mitra Tour & Travel)

Biaya Tiket PesawatFlight Ticket Expenses

- 6 323

PT. Pertamina Trans Kontinental

Biaya jasa keagenan dan jasa Pelabuhan (Export Minyak Mentah)Cost of Agency and Port services (Crude Oil Export)

- - -

PT. Pertamina Patra Niaga Biaya Tenaga AhliExpert Fees

128 3,280 -

PT. Pertamina Retail Pembelian fuelFuel purchase

- 36 20

Jumlah Pembelian Total Purchase 3,620 6,076 5,530

PT. Pertamina (Persero) / MOR V

Pembelian fuel blok CEPUCepu Block fuel purchase

- 11,342 -





TANGGUNG JAWAB SOSIAL

DAN LINGKUNGANSOCIAL AND ENVIRONMENTAL RESPONSIBILITY

PEPC tidak hanya mengedepankan pendekatan keuntungan finansial, tetapi juga berkontribusi pada peningkatan kesejahteraan

masyarakat dan terjaganya lingkungan di wilayah operasi. Perusahaan terus menyempurnakan Tanggung Jawab Sosial yang mendukung Sustainable

development Goals dan cetak biru pemerintah melalui Pengembangan dan Pemberdayaan Masyarakat (PPM). PEPC berkomitmen memberdayakan masyarakat

melalui kemitraan untuk mencapai kemandirian mereka.

Komitmen TJSL pada bidang ketenagakerjaan dipenuhi dengan penyelenggaraan pengembangan kompetensi pekerja, serta penerapan keselamatan dan kesehatan kerja (K3) yang memenuhi standar internasional ISRS8 level 3. Di bidang lingkungan, komitmen TJSL diwujudkan

dengan melakukan pengelolaan lingkungan dengan kepatuhan kepada peraturan yang berlaku dan mengembangkan beberapa inovasi seperti Improved Oil Recovery yang menghasilkan zero water

discharge, dan meminimalkan emisi dari flaring.

PEPC does not only prioritize the financial benefit approach, but also contributes to community welfare improvement and maintaining the environment in the operating area.

The company continues to refine its Social Responsibility that supports Sustainable development Goals and government blueprint through Community Development

and Empowerment (PPM). PEPC is committed to empowering communities through partnerships to achieve their independence.

Social and Environmental Responsibility (SER) commitment in the field of employment is fulfilled by implementing employee competency

development, as well as the application of occupational health and safety (OHS) that meets level 3 of ISRS8 international

standards. In the environmental field, SER commitment is realized by managing the environment in

compliance with applicable regulations and developing several innovations such as

Improved Oil Recovery that produces zero water discharge, and minimizes

emissions from flaring.





CORPORATE SOCIAL RESPONSIBILITY YANG TERKAIT DENGAN LINGKUNGAN HIDUPCORPORATE SOCIAL RESPONSIBILITY RELATED TO ENVIRONMENT

Kebijakan, Komitmen, dan Sertifikasi di Bidang LingkunganKomitmen PEPC melaksanakan TJSL bidang lingkungan diwujudkan dengan menerapkan Sistem manajemen lingkungan sesuai ISO 14001: 2015 dan Environmental management plan (EMP). Pengelolaan lingkungan menjadi tanggung jawab Departemen Health, Security, Safety, and Environment (HSSE). Setiap kegiatan operasi dilengkapi kebijakan dan komitmen yang mendukung pemenuhan visi dan misi Perusahaan, serta kepatuhan terhadap peraturan yang berlaku.

Pemenuhan Peraturan: 1. Undang-Undang No. 5 Tahun 1990 Tentang Konservasi

Sumber Daya Hayati dan Ekosistemnya2. Undang-Undang No. 32 Tahun 2009 tentang

Perlindungan Dan Pengelolaan Lingkungan Hidup3. Undang-Undang No. 41 Tahun 1999 tentang Kehutanan4. Undang-Undang No. 30 tahun 2007 tentang Energi5. Peraturan Pemerintah No.27 Tahun 2012 tentang Izin

Lingkungan

Policies, Commitments, and Certifications in EnvironmentPEPC’s commitment to implement CSR in the environmental field is realized by implementing an environmental management system in accordance with ISO 14001:2015 and the Environmental Management Plan (EMP). Environmental management is the responsibility of the Department of Health, Security, Safety, and Environment (HSSE). Every operating activity is equipped with policies and commitments that support the achievement of the Company’s vision and mission, as well as compliance with applicable regulations.

Compliance with Regulations:1. Law No. 5 of 1990 concerning Conservation of Biological

Resources and Ecosystems2. Law No. 32 of 2009 concerning Environmental

Protection and Management3. Law No. 41 of 1999 concerning Forestry4. Law No. 30 of 2007 concerning Energy5. Government Regulation No.27 of 2012 concerning

Environmental Permits





Pemenuhan Kebijakan & Komitmen:1. Kebijakan HSE PEPC, Kebijakan Pertamina (Persero)

dan SKK Migas2. Joint Operation Agreement dan Production Sharing

Contract3. Pemenuhan ISRS8 dan ISO 14001:20044. Pemenuhan AMDAL5. Memorandum of Understanding (MoU) penanaman

25.000 pohon

Penggunaan MaterialPEPC menggunakan beberapa jenis bahan kimia dalam proses injeksi sebagai bahan penunjang yang habis terpakai di kegiatan operasi lapangan Banyu Urip. Penggunaan H2S Scavanger mampu memisahkan gas beracun H2S yang ikut terbawa oleh minyak di lapangan Banyu Urip sehingga minyak yang diproduksi tetap aman dikelola dan sesuai dengan persyaratan yang ditetapkan dalam perjanjian jual beli minyak.

Minyak mentah yang disalurkan dari lapangan Banyu Urip melalui onshore-offshore export pipeline sejauh 95 km ke FSO Gagak Rimang dijaga kondisi pengalirannya sesuai dengan nilai ambang operasi yang dipersyaratkan. Melalui pengelolaan layanan mutu yang baik, kami memastikan kualitas seluruh produk sehingga tidak ada penarikan kembali produk ataupun kemasan barrel.

Compliance with Policies & Commitments:1. HSE Policies of PEPC, Policies of Pertamina (Persero)

and SKK Migas2. Joint Operation Agreement and Production Sharing

Contract3. Compliance with ISRS8 and ISO 14001: 20044. Compliance with AMDAL5. Memorandum of Understanding (MoU) on planting

25,000 trees

Use of MaterialPEPC uses several types of chemicals in the injection process as consumable supporting materials in Banyu Urip field operations. The use of H2S Scavanger is able to separate toxic gas H2S which is carried by oil in Banyu Urip field so that the oil produced remains safe to be managed and complies with the requirements set out in the oil sale and purchase agreement.

Crude oil channeled from Banyu Urip field through 95 km long onshore-offshore export pipelines to FSO Gagak Rimang is maintained to be in compliance with the required operating threshold. Through the good quality service management, we ensure the quality of all products, so that no product or barrel packaging are recalled.

Pemenuhan kondisi pengaliran minyak terhadap Nilai Ambang Batas (NAB)Oil distribution conditions compliance with threshold limit values (TLV)

Penggunaan bahan kimia MDEA dan TEG juga digunakan dalam proses pemisahan gas untuk menjaga spesifikasi pemanfaatan gas di CPF dan juga spesifikasi gas injeksi yang akan dikembalikan ke reservoir sehingga dapat memberikan efek pressure maintenance seperti yang diharapkan.

MDEA and TEG chemicals are also used in the gas separation process to maintain gas utilization specifications in CPF as well as gas injection specifications that will be recirculated to the reservoir to give pressure maintenance effect as expected.

NoParameterParameter

NABTLV

Rerata tahun 2018Average Value in 2018

1 Export Pipeline Pressure (Psig) Max. 800 706

2 Export Pipeline Temperature (oC) Max. 80 76.67

3 Pour Point Temperature (oC) 21 – 24 24

4 H2S content (ppm) Max. 10 0.25





Sementara penggunaan biocide mampu membunuh bakteri di proses pemisahan air (water treatment). Dengan demikian kualitas air injeksi yang kembali ke dalam tanah dapat memberikan efek pressure maintenance dan tidak menimbulkan pencemaran di aquifer setempat. Selain itu, pemesanan setiap bahan kimia di kelola melalui Material Safety Data Sheet (MSDS).

Pengelolaan EnergiAda beberapa bentuk energi yang digunakan Perusahaan, baik energi bahan bakar fosil yang diolah sendiri (energi langsung) dan energi yang diperoleh dari pihak ketiga (energi tidak langsung). Lapangan Banyu Urip menghasilkan gas ikutan dari produksi yang terbawa bersama minyak, yang disebut juga gas terproduksi. Sebagai upaya mengurangi ketergantungan bahan bakar minyak, PEPC memanfaatkan gas terproduksi sebagai bahan bakar gas (gas fuel) di Central Processing Facility (CPF) dan gas injeksi sebagai pressure maintenance di sumur. Pemanfaatan gas ikutan ini telah berhasil memenuhi 82,6% kebutuhan energi PEPC dan dikelola melalui Sulfur Recovery Unit (SRU) dengan batasan flaring.

Meanwhile the use of biocides can kill bacteria in the water treatment process. Thus the quality of injection water returning to the soil can give pressure maintenance effect and does not cause pollution in the local aquifer. In addition, ordering each chemical is managed through Material Safety Data Sheet (MSDS).

Energy ManagementThere are several forms of energy used by the Company, both fossil fuel energy from own processing (direct energy) and energy from third parties (indirect energy). Banyu Urip field produces associated gas from production which is carried along with oil, also called produced gas. In an effort to reduce fuel dependence, PEPC use produced gas as gas fuel in the Central Processing Facility (CPF) and gas injection as a pressure maintenance in the well. The utilization of this associated gas has successfully reached 82.6% of PEPC’s energy needs and has been managed through Sulfur Recovery Unit (SRU) with flaring limits.

Penggunaan energi Lapangan Banyu UripEnergy Use of Banyu Urip Field

Sumber EnergiEnergy Source

Jenis EnergiType of Energy

PemanfaatanUtilization

Jumlah 2018Total 2018

Energi Langsung Direct Energy

Solar Diesel Fuel

Tidak dapat diperbaharuiNon renewable

Pembangkit listrik sendiri: Gas turbine Genset untuk CPF dan FSO, TransportasiOwn power plant: gas turbine generator for CPF and FSO, Transportation

10,344,400 liters

Gas Alam dari Produksi sendiri (gas terproduksi)Natural gas from own production (produced gas)


Pembangkit listrik sendiri di CPF, Proses injeksi sumur.Own power plant at CPF, Well injection process

6,824,929.7 MCSF

Energi Tidak Langsung Indirect Energy

PLN Tidak dapat diperbaharuiNon renewable

Kegiatan di Cepu Field Facility (CFF) terkait produksi dan perkantoranActivities at Cepu Field Facility (CFF) related to production and offices

305,513,520 Kwh





Penggunaan energi Lapangan JTBEnergy usage of JTB field

Penggunaan dan Intensitas Energi dalam kegiatan operasional 2018Energy Use and Intensity in operational activities 2018

1Perhitungan penggunaan energi tidak mencakup lapangan pengembangan Kedung Keris. Data kinerja baru dapat dikelola ketika lapangan memasuki tahap operasi.1 Calculation of energy use does not cover Kedung Keris development field. Performance data can only be managed when the field enters the operation phase.

Pengelolaan LimbahAda beberapa bentuk limbah yang dihasilkan Perusahaan, baik yang berasal dari proses produksi, proses penunjang, kegiatan perumahan dan perkantoran. Limbah ini dibagi dua, yaitu limbah berbahan berbahaya dan beracun (B3) dan padat non B3. Pengelolaan limbah B3 maupun limbah padat non B3 sepenuhnya diserahkan ke pihak ketiga yang memiliki izin dari Kementerian Lingkungan Hidup dan Kehutanan (KLHK).

Waste ManagementThere are several forms of waste produced by the Company, both originating from the production process, supporting process, housing and office activities. The waste is divided into two, namely hazardous and toxic (B3) waste and non-B3 solid waste. Management of B3 waste and non-B3 solid waste is fully handed over to third parties that have permits from the Ministry of Environment and Forestry (KLHK).

Sumber EnergiEnergy Source

Jenis EnergiType of Energy

PemanfaatanUtilization

Jumlah 2018Total 2018

Energi Langsung Direct Energy

Solar Diesel Fuel


TransportasiTransportation

1,724,435 liters

BensinGasoline


TransportasiTransportation

5,957 liters

Energi Tidak Langsung Indirect Energy

PLN Tidak dapat diperbaharuiNon renewable

Kegiatan PeneranganLighting

5,539.86 Kwh

UraianDescription

SatuanUnit


Lapangan JTBJTB Field

Kantor Pusat JakartaJakarta Head Office

Sumber Energi Langsung Direct Energy Sources

Solar Diesel Fuel GJ 415,804 69,315 -

Gas Alam Natural Gas GJ 7,200,812 - -

Bensin Gasoline GJ - 174 1,563

Sumber Energi tidak Langsung Indirect Energy Sources

PLN GJ 1,099,848 20 1,003

Jumlah penggunaan energi Total energy use

GJ 8,716,465 69,355 2,566

8,716,465

Jumlah produksi minyak Total oil production

Bbls76,209,693

Intensitas pemakaian energiEnergy use intensity

GJ/Bbls0.11





2018 0.005

Jumlah Limbah (Ton)Volume of Waste (tons)

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

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

Penanganan Tumpahan Sebagai perusahaan yang bergerak dalam produksi minyak, PEPC memahami bahaya tumpahan minyak (oil spill) yang dapat terjadi saat transportasi di laut dan pengeboran di darat, sehingga berisiko mempengaruhi kualitas air atau tanah, baik terkait sedimentasi dan degradasi mikroba. PEPC memiliki aturan Zero Spill di dalam kebijakan lingkungan yang menyediakan pelatihan prosedur dan peralatan yang memadai mengacu pada pemenuhan aturan dari SKK Migas PTK 005 Tahun 2011 Tentang Penanggulangan Tumpahan Minyak.

PEPC memiliki Emergency Response Team dan Fungsi HSSE yang selalu siaga menanggulangi tumpahan minyak di wilayah perairan maupun daratan. Selain itu, PEPC juga bekerjasama dengan pihak ketiga yang bertugas sebagai Oil Spill Responder. Dengan demikian kondisi darurat segera dapat kembali stabil dalam waktu singkat.

Perusahaan secara rutin mengidentifikasi risiko, melakukan penyidikan dan perbaikan bila terjadi insiden, dan meningkatkan prosedur keselamatan kerja. Sepanjang tahun pelaporan, tidak ada peristiwa tumpahan minyak yang melebihi 15 bbls.

Spill Handling As a company engaged in oil production, PEPC understands the dangers of oil spills that can occur while transporting at sea and drilling on land, thus the risk of affecting water or soil quality, due to sedimentation and microbial degradation. PEPC has a Zero Spill rule in environmental policy that provides training on procedures and adequate equipment in compliance with the regulation of SKK Migas PTK 005 of 2011 concerning the Mitigation of Oil Spills.

PEPC has an Emergency Response Team and HSSE Function that are always on standby to deal with oil spills both offshore and onshore areas. PEPC also collaborates with third parties who serve as Oil Spill Responder. Thus the emergency condition can immediately be stabilized in a short time.

The company regularly identifies risks, conducts investigation and repair when incident occurs, as well as improves work safety procedures. Throughout the reporting year, there were no oil spill incidents that exceeded 15 bbls.

Jenis Limbah Type of Waste



TotalTotal

Jumlah Limbah Padat Non B3Total Non B3 Solid Waste

419.5 12.6 432.1

Jumlah Limbah B3Total B3 Waste

206.1 0.19 206.3

Intensitas Limbah Padat Non B3Non B3 Solid Waste Intensity

Intensitas Limbah B3B3 Waste Intensity 2018 0.003





Mekanisme Pengaduan Masalah LingkunganSebagai wadah untuk penyampaian pengaduan terkait masalah lingkungan dari pemangku kepentingan khususnya masyarakat sekitar lokasi operasi Perusahan, PEPC telah menyediakan saluran komunikasi dan mekanisme penanganan pengaduan. Untuk pengaduan yang terjadi di lapangan, prosesnya akan diteruskan oleh Personil 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 diselesaikan sesuai dengan prosedur yang berlaku.

Mechanism of Environmental Complaint HandlingAs a forum for filing complaints on environmental issues from stakeholders, especially the communities surrounding the Company’s operations, PEPC has provided communication channels and complaint handling mechanisms. For complaints that occur on the site, the process will be forwarded by Secondee Personnel stationed at the operating site who also has a function as the information provider to the Company’s Head Office. Through the function of Public, Government Affairs & Relations, the complaints will be followed up immediately to be resolved in accordance with applicable procedures.

CORPORATE SOCIAL RESPONSIBILITY BIDANG KETENAGAKERJAAN, PRAKTIK KETENAGAKERJAAN DAN PENGELOLAAN SDMCORPORATE SOCIAL RESPONSIBILITY IN EMPLOYMENT, LABOR PRACTICES AND HR MANAGEMENT

Kebijakan dan Komitmen di Bidang KetenagakerjaanKomitmen PEPC melaksanakan TJSL bidang ketenagakerjaan diwujudkan dengan menerapkan Sistem manajemen K3 sesuai Milestone Human Resources Plan 2014-2018. Pengelolaan SDM menjadi tanggung jawab Departemen Human Capital. Setiap kegiatan operasi dilengkapi kebijakan dan komitmen yang mendukung pemenuhan visi dan misi Perusahaan, serta kepatuhan terhadap peraturan yang berlaku.

Pemenuhan Peraturan: 1. UU No.22 Tahun 2001 tentang Minyak dan Gas Bumi2. Keputusan Menteri ESDM No. 1827 Tahun 2018 tentang

Pedoman Pelaksanaan Kaidah Pertambangan Yang Baik

Kebijakan dan Komitmen: 1. Visi dan Misi Perusahaan 2. RKAP dan KPI3. Perjanjian Kerja Bersama 4. Pedoman Good Corporate Governance5. Pedoman Kode Etik

Policy and Commitment in EmploymentPEPC’s commitment to implement TJSL in employment is realized by applying OHS management system in accordance with the Milestone Human Resources Plan 2014-2018. HR management is the responsibility of Human Capital Department. Every operating activity is equipped with policies and commitments that support the achievement of the Company’s vision and mission, as well as compliance with applicable regulations.

Compliance with Regulation:1. Law No.22 of 2001 concerning Oil and Gas2. Decree of the Minister of Energy and Natural Resources

No. 1827 of 2018 concerning Good Mining Practice Implementation Guidelines

Policies and Commitments:1. Company Vision and Mission2. WP&B and KPI3. Collective Labor Agreement4. Code of Good Corporate Governance 5. Code of Conduct





Milestone Human Resources Plan Perencanaan dan pengembangan sumber daya manusia dikelola oleh Departemen Human Capital melalui Milestone Human Resources Plan. Di dalam strategi besar ini, PEPC menentukan strategi pengembangan manusia yang diawali oleh pengembangan sistem rekrutmen hingga evaluasi, termasuk sistem informasi dan infrastruktur HR terkait untuk mencapai Visi PEPC dalam membangun budaya bisnis berkelanjutan.

Milestone of Human Resources Plan Human resource planning and development is managed by the Human Capital Department through the Milestone Human Resources Plan. In this grand strategy, PEPC determines human development strategy that begins with the development of recruitment system to evaluation, including information system and HR infrastructure on achieving PEPC Vision to build a sustainable business culture.

2018 2019 2020 2021 2022

Transformasi HC – PT pertamina EP cepu

Blueprinting Year1 Focus Year2 Focus Year3 Focus

Menggapai World Class Human Capital

Achieving world class human capital

• Memetakan perjalanan transformasi

• Menetapkan inisiatif dan roadmap untuk transformasi HR pada akhir 2018 termasuk focus tahunannya ke depan

• Mapping the transformation journey

• Establishing initiatives and roadmap for HR transformation by the end of 2018 including the following annual focus

• Mengembangkan dasar world class human capital for pertamina EP cepu dengan mentransformasikan fungsi human capital menjadi world class HC

• Melaksanakan inisiatif dan roadmap transformasi HC

• Developing the foundation of word class human capital for Pertamina EP Cepu by transforming human capital function into world class HC

• Implementing HC transformation initiatives and roadmap

• Mewujudkan world class human capital bagi pertamina EP cepu

• Realizing world class human capital for Pertamina EP Cepu

PERTAMINA HR TRANSFORMATION JOURNEY

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

HC of Pertamina EP Cepu still has many transactional activities at all levels

aktifitas transaksional HC akan di dukung oleh teknologi yang akan membantu HC untuk lebih fokus kepada aktivitas strategis

HC transactional activities will be supported by technology to facilitate HC to be more focused on strategic activities

Where we are now Where we want to be

StrategyProgram design & delivery transaction & administration





HC activities 2018-2026

Organization development

Training & talent devel-

opment

Employee comp. & benefit

HRIS culture & policy

2018 2019 2020 2021 2022 2023 2024 2025 2026

Implementation, monitoring, and evaluation organization effectiveness refer to project schedule

Monitoring and evaluating job description

Manpower planning & recruitment based on competency

Operator & technician training program (JTB)

Employee health management using TPA

Optimizing HR process with HR technology Implementation HR technology

Training & development design based on competency

Compesantion & benefit design (remuneration structure , incentives / bonus scheme , ad hoc reward )

Implementation , monitoring and evaluating HR policy

Optimizing HRIS

Career & talent management

E-learning design E-learning implementation, monitoring and evaluation

Memasuki tahun 2018, PEPC telah berhasil menyelesaikan pengembangan rekrutmen dan evaluasi kerja, termasuk Human Resource Information System (HRIS). Pencapaian ini menjadi jejak Milestone HR 2014-2018 dan menjadi fondasi yang kuat bagi PEPC untuk memulai pembabakan baru dalam Rencana Milestone Human Resources Plan 2019-2023 yang akan berfokus pada teknologi dan pengembangan karir dan talent management.

Kesetaraan Gender dan Kesempatan KerjaBerdasarkan status kepegawaiannya, SDM PEPC dibagi menjadi pekerja waktu tidak tertentu atau PWTT (pekerja tetap) dan pekerja waktu tertentu atau PWT (pekerja kontrak) yang dikelola oleh fungsi Human Resources. Meskipun lapangan JTB belum beroperasi, namun PEPC telah membentuk departemen pengembangan lapangan terkait dengan pekerja yang telah ditentukan akan bertanggung jawab hingga lapangan siap produksi.

Since early 2018, PEPC has successfully completed the development of recruitment and job evaluation, including the Human Resource Information System (HRIS). This achievement is one of HR Milestones 2014-2018 and a strong foundation for PEPC to start a new division in the Milestone Human Resources Plan 2019-2023 which will focus on technology, career development and talent management.

Gender Equality and Job OpportunitiesBased on employment status, PEPC HR is divided into Full time employees or PWTT and contract employees or PWT managed by Human Resources function. Even though JTB field has not yet operated, PEPC has established field development department related to employees who will be in charge until the field is ready for production.





Sementara 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) maupun tergolong pekerja musiman.

Selain itu, Perusahaan juga memiliki fungsi Supply Chain Management (SCM) yang mendukung kegiatan bisnis melalui pekerja alihdaya. Laporan ini tidak menyertakan informasi terkait dengan pekerja alihdaya karena terbatasnya informasi jumlah pekerja ini.

While other field supervision that is still in the study process is filled by secondees (secondment) placed in the management unit. Out of total defined time employees, none of them are trainees or classified as seasonal employees’.

In addition, the Company also has Supply Chain Management (SCM) function that supports business activities through outsourced employees. This report does not include information related to outsourced employees because of the limited information on the number of employees.

Jumlah Pekerja Berdasarkan Status dan Gender [102-8]

Number of Employees by Status and Gender

Status Kepegawaian Employment Status

2018

Pria Male Wanita Female

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

3 1

Pekerja Perbantuan PertaminaPertamina Secondees

48 9

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

47 10

Pekerja PWTT AP AP Full-Time Employee

16 0

Pekerja Waktu TertentuContract Employment

81 29

Secondee dari EMCLEMCL Secondees

0 0

JumlahTotal

244

Jumlah Pekerja Berdasarkan Wilayah PenempatanNumber of Employees by Placement Area

*Penempatan pekerja Secondee (Secondment) di unit pengelola EMCL*Secondee (Secondment) placement in EMCL management unit

Wilayah KerjaWorking Area

2018


Kantor Pusat PEPCPEPC Head Office

157 46

Kantor Perwakilan BojonegoroBojonegoro Representative Office

28 2

Kantor EMCL*EMCL Office*

10 1

JumlahTotal

244





Jumlah Pekerja Berdasarkan Tingkat Jabatan, Gender, dan UsiaNumber of Employees by Position Level, Gender, and Age

Kami memberikan kesempatan setara tanpa membedakan gender, suku, ras dan agama kepada siapa saja untuk bekerja di lingkungan PEPC. Namun terdapat beberapa faktor yang diduga mempengaruhi keengganan kaum perempuan bekerja di PEPC, seperti persyaratan kompetensi, tempat kerja yang berisiko tinggi, dan karakteristik kegiatan operasi di sektor hulu migas. Kondisi ini mempengaruhi keberagaman pekerja yang menduduki komposisi Assistant Manager/setara ke atas diisi 92% pria.

Tingkat Perpindahan Pekerja (Turnover)Pada tahun 2018, jumlah pekerja mengalami penurunan sebesar 6% dibandingkan jumlah pekerja 2017. Dari jumlah ini, terdapat 27 pekerja baru yang diterima yang terdiri dari 17 pekerja mutasi PT Pertamina (Persero) dan anak perusahaan Pertamina, dan 10 dari rekrutmen PEPC. Berkurangnya jumlah pekerja tercatat dikarenakan adanya dua pekerja yang mengundurkan diri dan 41 pekerja yang mutasi antar anak perusahaan Pertamina atau pensiun. Dengan tingkat perputaran kurang dari 1%.

Dalam proses promosi dan mutasi, pemberitahuan kepada pekerja yang terkait, dilakukan melalui pembuatan SK Mutasi dan atau Surat Mutasi Jabatan dengan rentang waktu minimal 30 hari sebelumnya. Berdasarkan UU Ketenagakerjaan No.13/2003, Perusahaan tidak memperkerjakan pekerja anak dan mengatur usia minimum bagi tenaga kerja, yaitu 18 tahun.

We provide equal opportunities regardless of gender, ethnicity, race and religion of anyone working within PEPC environment. However, there are several factors that are considered to cause disinclination of women to work at PEPC, such as competency requirements, high-risk workplace, and the characteristics of operations in the upstream oil and gas sector. Such conditions influence the diversity of employees who occupy the post of Assistant Manager/equivalent and up, are 92% of male employees.

Employee TurnoverIn 2018, the number of employees decreased by 6% compared to 2017. Out of this number, 27 newly recruited employees consisted of 17 were transferred from PT Pertamina (Persero) and Pertamina subsidiaries, and 10 from PEPC’s recruitment. The decrease of registered employees was due to resignation of two employees and 41 employees were transferred to Pertamina’s subsidiaries or retired. Thus, the turnover rate was of less than 1%.

In the process of promotion and transfer, notification to concerned employee is made through the issuance of a Letter of Transfer and/or Transfer of Position Letter with a minimum period of 30 days. Based on Law on Manpower No.13/2003, the Company shall not employ child labor and stipulates the minimum age for employees set at 18 years.

Tingkat JabatanPosition Level

Gender Usia Age

Pria Male Wanita Female <30 30-50 >50

Direksi Directors 2 0 0 0 2

Komisaris/Komite AuditCommissioner/Audit Committee

1 1 0 0 2

VP/GM 8 0 0 1 7

Manager Manager 28 2 0 10 20

Ast. Manager 42 4 0 30 16

Senior Supervisor 91 22 10 97 6

Supervisor 23 16 11 24 4

Operator Operator 0 4 2 2 0

Jumlah Jumlah 244 244





Pendidikan dan/atau Pelatihan PekerjaDalam mendukung pertumbuhan SDM yang berkualitas, PEPC menyelenggarakan program pengembangan kompetensi, baik berupa seminar, pelatihan, dan sertifikasi. Di tahun 2018, PEPC mengalokasikan dana pengembangan SDM hingga USD436.875 juta yang disesuaikan berdasarkan standar kompetensi dan TKO B026/CP3110/2013-S0 tentang Pelatihan Pekerja.

Pengembangan SDM PEPC memampukan setiap individu memiliki jenis dan jam pelatihan yang khusus, serta penilaian kinerja yang terukur. Kami memastikan bahwa program pengembangan sumber daya manusia diberikan secara menyeluruh pada setiap jenjang jabatan.

Selama 2018, telah diselenggarakan beberapa pelatihan dengan 73 program pelatihan yang diikuti oleh 632 peserta. Dengan demikian, tercatat jumlah hari pelatihan mencapai 1.256 hari pelatihan dan memenuhi pencapaian pengembangan kompetensi (Learning Index) sebesar 100%.

Employee Education and/or TrainingIn supporting the growth of quality human resources, PEPC organizes competency development programs in the form of seminars, training and certification. In 2018, PEPC allocated HR development funds of up to USD436,875 million as an adjustment based on competency standards and TKO B026/CP3110/2013-S0 concerning Employee Training.

PEPC HR development enables each individual to have specific types and hours of training, as well as measurable performance evaluation. We ensure that human resource development programs are provided thoroughly at every level of position.

During 2018, several training courses were held with 73 training programs attended by 632 participants. Thus, the number of training days reached 1,256 training days and achieved Learning Index of 100%.

Tingkat Learning IndexLearning Index

UraianDescription



Tingkat Learning Index Learning Index 90% 100%

Learning & Development Days 40 jam hours 41.52 jam hours





Rerata Jam Pelatihan oleh Peserta Berdasarkan Gender [404-1]

Average Training Hours by Participants Based on Gender

Jenis PelatihanType of Training

Peserta Pelatihan Training Participants Jam PelatihanTraining Hours

RerataAveragePria Male Wanita Female

Sertifikasi Certification 14 4 392 21.78

Public Training Dalam NegeriDomestic Public Training

548 57 9,320 15.4

Public Training Luar NegeriOverseas Public Training

7 2 336 37.33

Jumlah Total 632 10,048 15.4

Jumlah Pelatihan Pekerja Berdasarkan Tingkat Jabatan dan Gender [404-1]

Number of Employee Training Based on Level of Position and Gender

Sharing Knowledge Hal lain yang dilakukan Perusahaan untuk meningkatkan kompetensi pekerja adalah dengan 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. Pelaksanaan sharing knowledge di tahun 2018 sebanyak 26 Kali melalui Knowledge Management Forum (KOMET), diskusi CoP, dan Utilisasi Aset Pengetahuan.

Knowledge Sharing Another effort conducted by the Company to improve employee competency by implementing knowledge sharing mechanism or transfer of knowledge that create knowledge assets and provide added value to the Company. Knowledge sharing material consists of knowledge that meets the criteria; success stories, learning, problem solving and troubleshooting. The implementation of knowledge sharing in 2018 was 26 times through the Knowledge Management Forum (KOMET), CoP discussions, and Knowledge Asset Utilization.

Kinerja Knowledge Management PEPC 2018PEPC Knowledge Management Performance 2018

Tingkat JabatanLevel of Position

Peserta Pelatihan Training Participants


Direksi Directors 3 -

Manager/setara ke atasManager/equivalent and above

86 4

Staff Staff 480 59

Jumlah Total 632

ProgramProgram

TargetTarget

RealisasiRealization

%

Forum KOMET/WebinarKOMET Forum/Webinar

14 18 128%

Diskusi CoP/Ask the ExpertCoP Discussion/Ask the Expert

5 6 120%

Utilisasi Aset PengetahuanKnowledge Asset Utilization

7 7 100%





Penerimaan Pekerja BaruNew Employee Recruitment

Perputaran PekerjaEmployee Turnover

Sistem Remunerasi yang Kompetitif dan AdilPEPC menjamin manfaat kerja dan mendukung kesetaraan remunerasi dengan menerapkan system grading/Pertamina Reference Level. Pemberian remunerasi kepada setiap pekerja dilakukan berdasarkan jenjang jabatan, kinerja, masa kerja, dan hasil penilaian kinerja individu, tanpa membedakan pekerja pria dan wanita.

Competitive and Fair Remuneration SystemPEPC guarantees the benefits and supports remuneration equality by applying grading system/Pertamina Reference Level. Provision of remuneration to each employee is based on the level of position, performance, working period, and results of individual performance assessments, regardless of male and female employees.

Tahun Year

Total Pekerja Total Employees

Pekerja Baru New Employees


2018 244 27 11%

2017 260 63 24%

2016 220 26 12%

Tahun Year

Total Pekerja Total Employees

Pekerja Meninggalkan Perusahaan Employee Leaving Company


2018 244 43 18%

2017 260 23 9%

2016 220 21 10%

Upah Terendah terhadap Upah Minimum 2018Lowest Wage Vs Minimum Wage 2018

Perusahaan memberikan upah kepada pekerja diatas ketentuan upah minimum yang ditetapkan dalam Permen Tenaga Kerja dan Transmigrasi Republik Indonesia No.7/2013. Besaran imbal jasa pekerjaan untuk jabatan terendah pada tahun 2018 adalah Rp7.610.942 (Base Salary). Jumlah tersebut lebih besar 442% dari UMR Bojonegoro, yaitu Rp1.720.460.

The company provides wages to employees above the minimum wage provisions stipulated in the Republic of Indonesia Manpower and Transmigration Minister Regulation No.7/2013. The amount of remuneration for the lowest position in 2018 was IDR7,610,942 (Base Salary). This amount was 442% higher than the Bojonegoro regional minimum wage at IDR1,720,460.

Rp8,376,806 Rp7,610,942Pria Male Wanita Female

Operator/admin/setaraOperator/admin/equivalent





Sementara itu, untuk kompensasi dan bantuan yang diberikan kepada pekerja dibedakan berdasarkan status kepegawaian. Namun pada intinya, sebagian fasilitas diberikan sama antara PWTT dan PWT. Aturan pembedaan maupun daftar fasilitas tertulis dalam Perjanjian Kerja Bersama (PKB).

Meanwhile, compensation and assistance for employees are provided based on employment status. However, some facilities are provided equally between Full time and Contract employees. Rules for different facilities as well as their list are stated in the Collective Labor Agreement (CLA).

Fasilitas Pekerja berdasarkan Status KepegawaianEmployee Facilities based on Employment Status

Jenis FasilitasType of Facility

Pekerja Waktu Tidak TertentuFull Time Employee

Pekerja Waktu TertentuContract Employee

Upah Kerja Lembur Overtime Wages Ada Provided Ada Provided

Tunjangan kesehatan Health benefits Ada Provided Ada Provided

Asuransi Jiwa Life insurance Ada Provided Ada Provided

Asuransi Kesehatan Health Insurance Ada Provided Ada Provided

Tunjangan kecelakaan kerja Workplace accident benefits Ada Provided Ada Provided

Tunjangan profesi Professional allowance Ada Provided Tidak ada Not Provided

Cuti Kehamilan Maternity leave Ada Provided Ada Provided

Fasilitas Kehamilan Maternity Facility Ada Provided Ada Provided

Cuti Ibadah Haji Hajj Pilgrimage Leave Ada Provided Tidak ada Not Provided

Tunjangan Pensiun Pension Benefits Ada Provided Tidak ada Not Provided

Tunjangan Hari Raya Religious Holiday allowance Ada Provided Ada Provided

Cuti Bulanan Monthly Leave Ada Provided Ada Provided

Cuti Tahunan Annual leave Ada Provided Ada Provided

Insentif Tahunan Annual incentives Ada Provided Tidak ada Not Provided

Program Pensiun Manfaat pasti (PPMP)Defined Benefit Pension Program (PPMP)

Ada Provided Tidak ada Not Provided

Program Pensiun Iuran Pasti (PPIP)Defined Contribution Pension Plan (PPIP)

Ada Provided Tidak ada Not Provided





PEPC tidak membedakan penyediaan fasilitas kerja maupun jenis pekerjaan yang bisa mengindikasikan terjadinya praktik diskriminasi. Meski demikian, merujuk UU No.13 Tahun 2003 Pasal 76 dan ketentuan dalam PKB, Perusahaan memberikan beberapa kemudahan bagi pekerja wanita dengan mempertimbangkan sifat kodrati mereka, diantaranya memberikan hak cuti melahirkan (maternity leave) 1,5 bulan selama sebelum dan setelah melahirkan, serta jaminan bekerja kembali pascacuti (100% retention rate). Sementara untuk cuti ijin karena kelahiran anak (paternity leave) diberikan selama tiga hari. Selama tahun 2018, 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.

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

PEPC juga mengadakan program pelatihan khusus bagi pekerja yang akan menghadapi masa purna karya yang bertujuan untuk menjamin kesejahteraan mereka dengan melakukan kegiatan lain yang produktif. Selama tahun 2018, sebanyak dua pekerja mengikuti program pelatihan pembekalan Masa Purna Bakti materi pelatihan Pertamina Global Executive Development.

PEPC does not provide different job facilities and type of work that can indicate any discriminatory practices. However, referring to Law No. 13 of 2003 Article 76 and provisions in the CLA, the Company provides some facilities for female employees by considering their nature, including giving the rights to 1.5 months of maternity leave before and after childbirth, as well as guarantee of return to work (100% retention rate) after the leave. Meanwhile, paternity leave is given for three days. During 2018, there was one female employee who took maternity leave.

As a form of appreciation to 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 a Defined Benefit Pension Program (PPMP) and a Defined Contribution Pension Program (PPIP) managed by the Financial Institution Pension Fund (DPLK). This pension management has been arranged in the TKO No: B-002/CP3110/2013-S0 regarding MPPK Utilization Until the Age of 56 Years. The conditions are as follows:

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

• Defined Contribution Pension Plan (PPIP) to DPLK for Secondees follows the provisions of PT Pertamina (Persero).

PEPC also organizes special training programs for employees who will enter retirement period which aimed at ensuring their welfare through other productive activities. During 2018, two employees took part in the training program for pre-retirement Pertamina Global Executive Development training material.





CORPORATE SOCIAL RESPONSIBILITY YANG TERKAIT DENGAN KETENAGAKERJAAN, KESEHATAN, DAN KESELAMATAN KERJACORPORATE SOCIAL RESPONSIBILITY THAT IS RELATED WITH EMPLOYMENT, HEALTH, AND WORK SAFETY

Kebijakan, Komitmen, dan Sertifikasi di Bidang Keselamatan Kerja Komitmen PEPC melaksanakan TJSL bidang ketenagakerjaan diwujudkan dengan menerapkan Sistem manajemen K3 sesuai OHSAS 18001:2007 dan ISRS versi 8. Pengelolaan K3 menjadi tanggung jawab Departemen Health, Security, Safety, and Environment (HSSE). Setiap kegiatan operasi dilengkapi kebijakan dan komitmen yang mendukung pemenuhan visi dan misi Perusahaan, serta kepatuhan terhadap peraturan yang berlaku.

Pemenuhan Peraturan: 1. UU No.22 Tahun 2001 tentang Minyak dan Gas Bumi2. PP No.50 Tahun 2012 tentang Penerapan K3

3. Peraturan Menteri Ketenagakerjaan No.04 tahun 1987 tentang Panitia Pembina Keselamatan dan Kesehatan Kerja

4. Keputusan Menteri ESDM No. 1827 Tahun 2018 tentang Pedoman Pelaksanaan Kaidah Pertambangan Yang Baik

Kebijakan dan Komitmen: 1. Visi dan Misi Perusahaan 2. RKAP dan KPI3. Kebijakan HSSE dan penerapan Operational Excellence

4. Perjanjian Kerja Bersama 5. Mengacu pada ISRS versi 8 dan OHSAS 18001:2007

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

PEPC’s commitment to implement SER in employment aspect is realized by implementing OHS management system in accordance with OHSAS 18001:2007 and ISRS version 8. OHS management is the responsibility of the Department of Health, Security, Safety, and Environment (HSSE). Every operational activity is equipped with policies and commitments that support the achievement of the Company’s vision and mission, as well as compliance with applicable regulations.

Compliance with Regulations:1. Law No.22 of 2001 concerning Oil and Gas2. Government Regulation No. 50 of 2012 concerning OHS

Implementation 3. Minister of Manpower Regulation No.44 of 1987

concerning Occupational Health and Safety Committee

4. Decree of Minister of Energy and Mineral Resources No. 1827 of 2018 concerning Good Mining Practice Implementation Guidelines

Policies and Commitments:1. Company Vision and Mission2. WP&B and KPI3. HSSE policy and implementation of Operational

Excellence4. Collective Labor Agreement5. Refer to ISRS version 8 and OHSAS 18001:2007

Work Facilities and SafetyTo support the implementation of HSSE duties and responsibilities, the Company has implemented HSSE Management System and HSSE CMS which become a common reference with contractors in JTB Gas Unitization Field, which is managed by PEPC as operator. The Management System is based on achievement of operational excellence and HSSE excellence, and complies with international standard, ISRS8 level 3.





Observation & Intervention (PEKA) 2018Observation & Intervention (PEKA) 2018

Tiga Jenis Pekerjaan Berisiko Tinggi dan Pengelolaannya secara umum Three Types of High Risk Work and Management in general

Pengelolaan dan implementasi program kerja HSSE diawali dengan pembentukan Panitia Pembina Keselamatan dan Kesehatan Kerja (P2K3). Pada tahun 2018, jumlah pekerja yang tergabung dalam P2K3 adalah 55 orang atau 22,6% dari seluruh pekerja waktu tidak tertentu. P2K3 di kantor pusat dipimpin oleh Direktur Utama, sementara P2K3 di lapangan JTB dipimpin oleh General Manager project JTB. P2K3 beranggotakan perwakilan dari setiap fungsi yang menduduki posisi superintendent atau setara keatas.

The management and implementation of HSSE work program begins with the establishment of an Occupational Safety and Health Committee (P2K3). In 2018, the number of employees joined in P2K3 was 55 people or 22.6% of total full time employees. P2K3 at the head office is led by the President Director, while P2K3 in JTB field is led by General Manager of JTB project. P2K3 consists of representatives from each function who occupy the position of superintendent or equivalent or above.

Perwakilan Manajemen dalam Komite HSSEManagement Representatives in HSSE Committee

Unsafe Condition Unsafe Act

Jenis Pekerjaan Type of Work

Risiko yang Ditimbulkan Risk Caused

Upaya dan Tindak Lanjut Perusahaan Action and Follow up by the Company

Pekerjaan lifting dan rigging di rig/hoistLifting and rigging work on rigs/hoists

Terjatuh, tertimpa, terjepit, tertumbuk, ledakan, blow out, kebakaranFall, crushed, pinched, struck, explosion, blowout, fire

Penerapan HSSE Plan, HSSE Checklist, Inspeksi rutinApplication of HSSE Plan, HSSE Checklist, Routine Inspection

Pengawasan pekerjaan panas Supervision of hot work

Kebakaran dan ledakanFires and explosion

Penyediaan gas detector, (APAR/APAB), blower, windsock, dan barrier.Provision of gas detector (APAR/APAB), blower, windsock, and barrier.

Bekerja di ketinggianWork at height

Terjatuh Fall

Penyediaan APD, bodyharness dan scaffolding yang standar.Provision of standard PPE, bodyharness and scaffolding.

Uraian Description 2018

Jumlah anggota Kantor Pusat Number of members of Head Office 18

Jumlah anggota Lapangan JTB Number of JTB Field members 37

Jumlah Anggota P2K3 Number of P2K3 Members 55

Jumlah pekerja PWTT Number of full-time employees 244

Persentase perwakilan manajemen terhadap jumlah pekerjaPercentage of management representatives to total employees

22.6%

4,268 7,276 Perilaku kerjaWorking Acts

Kondisi kerjaworking conditions

Melalui penerapan sistem manajemen HSSE, PEPC telah memetakan dan mengaudit jenis pekerjaan dalam kategori berisiko tinggi. Dengan demikian upaya pengendalian bahaya pekerjaan berisiko tinggi baik akibat unsafe act (perilaku kerja tidak aman) dan unsafe condition (kondisi kerja tidak aman) dapat diminimalkan.

Through the implementation of HSSE management system, PEPC has mapped and audited types of work in high-risk category. Thus the effort to control the danger of high-risk work both due to unsafe act and unsafe condition can be minimized.





Memasuki pengelolaan lapangan JTB dengan peranan sebagai Operator, menjadikan beban tugas PEPC saat ini berpotensi risiko HSSE. Oleh karenanya peningkatan implementasi HSSE sebagai budaya dan perilaku mutlak dilaksanakan. Beberapa peningkatan HSSE baru yang mendukung perbaikan kinerja di tahun 2018 adalah Pengembangan Key Performance Indicator “Spirit to Zero” dan HSSE Golden Rules Control System (HSSE-CS).

Joining the management of JTB field with the role as Operator, making PEPC’s current task load has the potential for HSSE related risks. Therefore, increasing HSSE implementation as a culture and behavior is an absolute must to be implemented. Some of the new HSSE improvements that support improved performance in 2018 are Development of the “Spirit to Zero” Key Performance Indicator and HSSE Golden Rules Control System (HSSE-CS).

Program Peningkatan K3 OHS Improvement Program

Program K3 OHS Program

Kegiatan Komunikasi Communication Activity

Launching Program Aspek HSSE 2018Launching of HSSE Aspect Program 2018

Perbaikan aspek HSSE dengan 20 program HSSE yang dilekatkan dalam Key Performance Indicator “Spirit to Zero” yang ditandatangani oleh Jajaran Manajemen sebagai komitmen bersama.HSSE aspect improvements with 20 HSSE programs that are embedded in the “Spirit to Zero” Key Performance Indicator signed by the Management staff as a joint commitment.

Kampanye dan Promosi K3OHS Campaign and Promotion

Ditahun 2018, PEPC mengkampanyekan “Spirit to Zero, Zero Accident, Kami Pilih Bekerja Selamat” sebagai semangat baru.In 2018, PEPC campaigned “Spirit to Zero, Zero Accident, Kami Pilih Bekerja Selamat” as a new spirit.

HSSE Golden Rules Control SystemHSSE Golden Rules Control System

Integrasi beberapa upaya leading spirit to zero, zero accident, kami pilih bekerja selamat dengan mengoptimalkan teknologi dalam mitigasi pengawasan aspek HSSE di proyek JTB.Integration several efforts leading spirit to zero, zero accident efforts by optimizing technology in HSSE aspects of mitigation monitoring in JTB project.

Implementasi Reward & Consequences HSSEReward & Consequences HSSE Implementation

Ketentuan reward & consequences atas penerapan kinerja HSSE untuk membentuk budaya HSSE.Provisions for reward & consequences on HSSE performance to shape HSSE culture.

Survei Budaya HSSEHSSE Culture Survey

Berdasarkan hasil survei secara internal di tahun 2018, penerapan budaya HSSE berada di tingkat 3,76. Pencapaian ini menunjukkan bahwa 39% responden PEPC berada pada tingkat budaya Pathological hingga kalkulatif, sementara 61% responden berapa pada tingkat budaya proaktif dan generative.Based on the results of an internal survey in 2018, the application of HSSE culture is at the level of 3.76. This achievement shows that 39% of PEPC respondents are at the level of Pathological culture to calculative, while 61% of respondents at the level of proactive and generative culture.

Bulan K3 NasionalNational OHS Month

Memperingati bulan K3 dengan Tema “Melalui Budaya Keselamatan dan Kesehatan Kerja (K3) Mendorong Terbentuknya Bangsa yang Berkarakter”. Menyambut bulan K3, 100 pekerja PEPC melakukan gerakan donor darah.Commemorating OHS month with the theme “Through the Occupational Health Safety and Health Culture (K3) Encouraging the Establishment of a Characteristic Nation”. Welcoming the OHS month, 100 PEPC employees’ carried out blood donation movements.

Health TalkHealth Talk

Melakukan penyuluhan kesehatan di Jakarta, dengan tema “Penyakit Jantung Koroner dan Penyebabnya”Conduct health counseling in Jakarta, with the theme “Coronary Heart Disease and Its Causes”

Pelatihan Personel keamananTraining for Security Personnel

Pelatihan kepada 37 anggota personel keamanan proyek pengembangan lapangan JTBTraining for 37 members of JTB field development project security personnel

Overview ISRSISRS Overview

Sosialisasi tool pengukuran implementasi sistem manajemen HSSE. Di tahun 2018, Tingkat penerapan HSSE PEPC berapa di ISRS8 di level 3Dissemination of measurement tools for implementing HSSE management systems. In 2018, level of PEPC HSSE implementation is in ISRS8 at level 3

Upstream HSSE ForumUpstream HSSE Forum

Pemaparan Safety Performance Hulu yang dilakukan oleh PEPC, Pertamina (Persero) dan anak perusahaan lainnya.Presentation of Upstream Safety Performance conducted by PEPC, Pertamina (Persero) and other subsidiaries.





Belajar dari insiden fatality yang terjadi di 2017, PEPC telah berhasil menerapkan beberapa rekomendasi perbaikan yang diberikan oleh SKK Migas. Disertai komitmen penerapan K3 yang kuat, PEPC membuahkan hasil kinerja zero fatality. Perusahaan berhasil mempertahankan kecenderungan positif penurunan angka kasus kecelakaan kerja, dibandingkan tahun sebelumnya.

Learning from fatality incidents that occurred in 2017, PEPC has successfully implemented several recommendations for improvements provided by SKK Migas. Accompanied by a strong commitment to the OHS implementation. PEPC generated results of zero fatality. The company managed to maintain a positive tendency to decrease the number of workplace accident cases, compared to the previous year.

Tingkat dan Jumlah Peristiwa Kecelakaan KerjaLevel and Number of Workplace accidents

Tingkat Kecelakaan KerjaWorkplace accident

Wilayah Kerja Working Area


Lapangan Kedung KerisKedung Keris Field


Kegiatan Operasi Perusahaan Company Operations

Kecelakaan kerja Workplace accident 0 0 0

• Ringan Minor 0 0 0

• Sedang Moderate 0 0 0

• Berat Major 0 0 0

• Fatal 0 0 0

Severity Rate 0 0 0

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

World-related Fatality 0 0 0

Kebakaran Fire 0 0 0

• >USD10,000 0 0 0

• <USD10,000 0 0 0

Kegiatan Operasi Kontraktor Rekanan Vendor Contractor Operations

Kecelakaan kerja Workplace accident 0 0 0

• Ringan Minor 0 0 0

• Sedang Moderate 0 0 0

• Berat Major 0 0 0

• Fatal 0 0 0

Severity Rate 0 0 0

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

World-related Fatality 0 0 0

Kebakaran Fire

>USD10,000 0 0 0

<USD10,000 0 0 0





Keterangan: 1Kecelakaan Kerja: tidak ada pekerja perempuan yang mengalami kecelakan kerja. [403-2]2Pencatatan IFR, 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. 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.

Dalam menunjang keselamatan kerja, PEPC mengelola keamanan kerja sebagai bagian “security” dari HSSE. Keamanan kerja merupakan upaya perlindungan terhadap pekerja di tempat kerja dengan berbagai fasilitas dan kegiatan, peralatan dan segala aspek yang meliputi aset, sumber daya, dan informasi terhadap akses-akses yang tidak sah dan tidak memiliki wewenang untuk menggunakannya. Dalam menjaga keamanan aset, Departemen HSSE memiliki Project Management Security Plan dan Project Site Security Plan.

In supporting occupational safety, PEPC manages workplace security as part of “security” in HSSE. Workplace security is an effort to protect employees in the workplace with various facilities and activities, equipment and all aspects which include assets, resources, and information on illegal access and unauthorized to use them. In maintaining asset security, the HSSE Department has a Project Management Security Plan and Project Site Security Plan.

Kinerja KeamananSecurity Performance

Kinerja KeamananSecurity Performance

2018 2017

Kegiatan Operasi PEPC PEPC Operations

Valuable Material & Asset Loss (kriminalitas seperti pencurian)Valuable Material & Asset Loss (crime, such as theft)

0 0

Social Conflict (Demonstration & Blokade)Social Conflict (Demonstration & Blockade)

0 1

Kegiatan Operasi Kontraktor dan RekananContractors and Vendors’ Operations

Valuable Material & Asset Loss (kriminalitas seperti pencurian)Valuable Material & Asset Loss (crime, such as theft)

8 5

Social Conflict (Demonstration & Blokade)Social Conflict (Demonstration & Blockade)

8 29





PEPC menyadari bahwa tidak mudah mewujudkan lingkungan kerja yang harmonis, mengingat dinamika yang berlangsung di masyarakat. Sebagai upaya menjaga keamanan aset perusahaan, PEPC menyadari bahwa dinamika yang terjadi berujung pada konflik sosial yang disebabkan kurangnya pemahaman dan partisipasi lokal.

Sejak tahun 2017, PEPC telah mendorong pemenuhan partisipasi lokal bekerja sama dengan Dinas Tenaga Kerja kepada vendor melalui TKO mengenai Komunikasi dan Partisipasi sesuai Peraturan Daerah Kab. Bojonegoro No.23 tahun 2011. Hal ini meningkatkan kinerja lingkungan yang aman, dengan penurunan jumlah konflik sosial yang signifikan di tahun 2018.

Pengelolaan Kesehatan KerjaSelain keselamatan kerja, aspek penting lain dalam pengelolaan K3 adalah kesehatan kerja. Penerapan kesehatan kerja di PEPC, secara berkala kami awali dengan pemeriksaan lingkungan kerja baik untuk mencegah dan meminimalkan penyakit akibat kerja atau lingkungan kerja.

Kegiatan pemeriksaan lingkungan kerja secara berkala dilakukan di seluruh kegiatan bisnis yang dilakukan sepanjang tahun 2018, antara lain meliputi pemeriksaan tingkat kebisingan, tingkat getaran, debu, penerangan, dan pemantauan kualitas air. Selain itu juga dilaksanakan medical check up setiap tahun untuk pekerja.

Berdasarkan hasil pemeriksaan lingkungan kerja dan laporan pemeriksaan kesehatan melalui program Wellness Our Way (WOW) yang menindaklanjuti temuan penyakit yang menjadi perhatian setiap tiga bulan. 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. Hasil ini menjadi dasar program kerja K3 dengan penekanan pada upaya preventif dan promotif bagi pekerja dan masyarakat sekitar, salah satunya dengan diadakannya Health talk tentang “Penyakit Jantung Koroner dan Penyebabnya”.

PEPC realizes that it is not easy to realize a harmonious work environment, given the dynamics that take place in the community. As an effort to secure the company’s assets, PEPC realizes that the dynamics that occur have led to social conflicts caused by a lack of understanding and participation by local people.

Since 2017, PEPC has promoted the fulfillment of local participation in collaboration with Manpower Agency to vendors through TKO on Communication and Participation in accordance with the Regional Regulations of Bojonegoro Regency No.23 in 2011. This has improved the safe environmental performance, with a significant decrease in the number of social conflicts in 2018.

Occupational Health ManagementIn addition to occupational safety, another important aspect in the OHS management is occupational health. We apply occupational health in PEPC by starting with periodic inspection of the work environment both to prevent and minimize illnesses due to work or work environment.

Periodic inspection of the work environment is carried out in all business activities throughout 2018, including noise levels, vibration, dust, lighting, and water quality monitoring. In addition, medical check-ups are also held annually for employees.

Based on the results of the work environment inspection and health examination report through the Wellness Our Way (WOW) program which follows up on the findings of the disease that is of concern every three months. PEPC mapped the potential diseases due to lifestyle and environment, including weight, smoking, healthy food, and ultimately the potential heart disease and stroke. These results form the basis of OHS work program with an emphasis on preventive and promotive efforts for employees and the surrounding community, one of which is by holding Health talk on “Coronary Heart Disease and its Causes”.





Program Peningkatan Kesehatan KerjaOccupational Health Improvement Program

Mekanisme Pengaduan Masalah KetenagakerjaanDalam memastikan tidak adanya perselisihan dalam hubungan industrial dalam perusahaan, PEPC menyusun mekanisme penyelesaian masalah dalam hubungan ketenagakerjaan melalui Perjanjian Kerja Bersama dan Serikat Pekerja. Pekerja PEPC memiliki hak untuk berserikat dan mempererat kebersamaan, dengan dilandasi pada ketaatan terhadap peraturan perundang-undangan serta profesionalisme kerja. Keberadaan serikat pekerja di lingkungan Perusahaan saat ini adalah Serikat Pekerja PT Pertamina EP Cepu (SP PEPC). Jumlah pekerja

Employment Complaint Handling MechanismIn ensuring that there are no disputes in industrial relations within the company, PEPC has developed a mechanism for resolving problems in employment relations through Collective Labor Agreement and Labor Union. PEPC employees have the right to associate and strengthen togetherness, based on compliance with laws and regulations, as well as professionalism. The existence of unions in the Company is currently the Labor Union of PT Pertamina EP Cepu (SP PEPC). The number of employees

Program Kesehatan KerjaOccupational Health Program

Kegiatan pengelolaan risiko kesehatan kerjaActivities of occupational health risk management

Pengendalian Bahaya Kesehatan di Tempat KerjaHealth 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)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 tinggiObligation to conduct a medical check up for PEPC and contractors and routine Fit for Task checks for employees working in high-risk conditions

Medical Emergency ManagementMedical Emergency Management

Manajemen sistem yang mencakup kinerja dokumentasi medical emergency response plan (MERP) dan HSSE management plan, pelaksanaan drilling, dan pelatihan basic first aid refreshmentSystem management that includes the performance of medical emergency response plans (MERP) and HSSE management plans, drilling operations, and basic first aid refreshment training

Health Campaign Sosialisasi dan edukasi melalui Health Talk, poster, dan bulletinDissemination and education through Health Talk, posters and bulletins

Pest Control Program Kegiatan 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) 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) 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 & alkohol rutin saat rekrutmen, saat bekerja di kondisi berisiko tinggi, setelah kecelakaan, dan random sampling. Di tahun 2018, 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 2018, tests on 118 employees came back negative.

Food Safety Inspection Pemeriksaan hygienist catering dan pelatihan terkait food safety kepada vendor cateringInspection of catering hygiene and food safety training to catering vendors





yang tergabung dalam SP PEP pada tahun 2018 berjumlah 143 orang atau 58,6% dari keseluruhan pekerja.

Dukungan PEPC terhadap kebebasan berserikat secara tegas tercantum pada pasal-pasal di dalam PKB. Perusahaan secara aktif menyediakan fasilitas bagi penyelenggaraan SP PEPC dan juga aktivitas para pengurusnya, termasuk penyediaan dana untuk kegiatan maupun pengembangan SP PEPC.

Perwakilan Serikat PekerjaLabor Union Representative

Sharing Session HUTSerikat Pekerja PEPC (SP PEPC) memperingati ulang tahun SP PEPC yang pertama di tahun 2018. Beberapa kegiatan peringatan HUT dilakukan meliputi bakti sosial, donor darah, dan sharing session. Didalam sharing session, disosialisasikan pembahasan terkait pelaksanaan hubungan industrial yang membentuk good governance, kebebasan berserikat, kemandirian serikat pekerja, dan perbaikan kuaitas kehidupan, hingga budaya kerja transformasional. Meskipun SP PEPC masih terbilang muda, namun hubungan harmonis yang terwujud telah menjadi dasar yang kuat bagi PEPC untuk mengawali tahun 2019 yang produktif.

Anniversary Sharing Session The PEPC Labor Union (SP PEPC) commemorated the first anniversary of SP PEPC in 2018. Some of the anniversary activities that were carried out including social services, blood donations, and sharing sessions. In the sharing session, topics discussed were about the implementation of industrial relations that shape good governance, freedom of association, labor union independence, and improvement in the quality of life, to a transformational work culture. Although the SP PEPC is still relatively young, the harmonious relations that have been realized have become a solid basis for PEPC to start a productive year of 2019.

joined the SP PEPC in 2018 was 143 people or 58.6% of the total employees.

PEPC’s support for freedom of association is stated in the articles of CLA. The company actively provides facilities for the implementation of SP PEPC as well as the activities of its administrators, including the provision of funds for the activities and development of SP PEPC.

“2018 2018 2018143 244 58.6%

Jumlah anggota serikat pekerjaNumber of labor union members

Jumlah pekerjaNumber of employees

Persentase perwakilan pekerja dalam serikat pekerja

Percentage of employee representation in labor union





Selain penilaian bagi pekerja, PEPC juga menerima penilaian atas kondisi dan ekspetasi dari pekerja. Setiap tahun, Perusahaan melakukan employee opinion survey untuk menilai pendekatan dan penerimaan atas program-program pengembangan yang telah dilaksanakan. Hasil survei menjadi bahan evaluasi program pengembangan SDM di tahun berikutnya.

Aside from employee assessment, PEPC also receives assessments of the conditions and expectations of employees. Every year, the Company conducts an employee opinion survey to assess the approach and acceptance of development programs that have been implemented. The survey results were the material to evaluate HR development program in the following year.

Survei Opini Pekerja (Skala 5)Employee Opinion Survey (Scale 5)

20182018 3.424.06

Internal Customer Satisfaction Survey

Employee Opinion Survey

CORPORATE SOCIAL RESPONSIBILITY YANG TERKAIT DENGAN PENGEMBANGAN SOSIAL DAN KEMASYARAKATANCORPORATE SOCIAL RESPONSIBILITY THAT IS RELATED WITHSOCIAL AND COMMUNITY DEVELOPMENT

Kebijakan, Komitmen, dan Sertifikasi terkait Kinerja KetenagakerjaanKomitmen PEPC melaksanakan TJSL bidang kemasyarakatan diwujudkan dengan menerapkan visi dan misi CSR, mendukung Sustainability Development Goals, dan mengadopsi ISO 26000. Di tahun 2018, sesuai pemenuhan Keputusan Menteri ESDM No. 1824 Tahun 2018, pengelolaan program kemasyarakat dikembangkan mengacu pada cetak biru Pemerintah, yang kemudian disebut Pengembangan dan Pemberdayaan Masyarakat (PPM). Pengelolaan PPM menjadi tanggung jawab Departemen Public Government Affair & Relation. Setiap kegiatan operasi dilengkapi kebijakan dan komitmen yang mendukung pemenuhan visi dan misi Perusahaan, serta kepatuhan terhadap peraturan yang berlaku.

Policies, Commitments and Certifications on Employment PerformancePEPC’s commitment to implement CSR in the community sector is realized by implementing CSR vision and mission, supporting the Sustainability Development Goals, and adopting ISO 26000. In 2018, according to the fulfillment of Minister of Energy and Mineral Resources Decree No. 1824 of 2018, community program management is developed based on the Government’s blueprint, which is then called Community Development and Empowerment (PPM). PPM management is the responsibility of the Public Government Affairs & Relations Department. Every operational activity is equipped with policies and commitments that support the fulfillment of the Company’s vision and mission, as well as compliance with applicable regulations.





Pemenuhan Peraturan: 1. Peraturan Daerah Kab. Bojonegoro No.23 tahun 2011

tentang percepatan pertumbuhan ekonomi daerah dalam pelaksanaan eksplorasi dan eksploitasi di Kab. Bojonegoro

2. Peraturan Bupati Bojonegoro No. 48 tahun 2011 tentang optimalisasi kandungan lokal dalam industri migas di Kab. Bojonegoro

3. Peraturan Provinsi Jatim No.4 tahun 2001 tentang aktivitas CSR terkait bina lingkungan & sosial, Kemitraan UKM & koperasi, ComDev, BanSos.

4. Mengacu UU No.22 Tahun 2001 tentang Minyak dan Gas Bumi, Pasal 40 yang mengatur tanggung jawab mengembangkan lingkungan dan masyarakat setempat.

5. Mengacu UU No.40 Tahun 2007 tentang Perseroan Terbatas, Pasal 74 mengatur kewajiban melakukan TJSL yang dianggarkan sebagai biaya perusahaan.

6. Keputusan Menteri ESDM No. 1824 Tahun 2018 tentang Pedoman Pelaksanaan Pengembangan Dan Pemberdayaan Masyarakat.

Kebijakan& komitmen: 1. Visi dan Misi CSR

• Visi Menumbuhkan kembangkan Kehidupan yang Lebih Baik Bersama PEPC

• Misio 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 stakeholders terutama pemegang saham, pelanggan, pekerja dan masyarakat luas.

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

• Tujuano Eksternal, membantu Pemerintah memperbaiki

Indeks Pembangunan Manusia (IPM) melalui pelaksanaan program-program yang membantu pencapaian target MDGs/SDGs.

Compliance with Regulations:1. Regional Regulation of Bojonegoro Regency No.23 of

2011 concerning the acceleration of regional economic growth in the implementation of exploration and exploitation in the Bojonegoro Regency.

2. Bojonegoro Regent Regulation No. 48 of 2011 concerning the optimization of local content in the oil and gas industry in Bojonegoro Regency.

3. East Java Provincial Regulation No.4 of 2001 concerning CSR activities related to environmental & social development, SME & cooperative partnerships, ComDev, Social Assistance.

4. Referring to Law No.22 of 2001 concerning Oil and Gas, Article 40 which regulates the responsibility of developing the local environment and community.

5. Referring to Law No. 40 of 2007 concerning Limited Liability Companies, Article 74 regulates the obligation to carry out SER budgeted as company costs.

6. Decree of the Minister of Energy and Mineral Resouces No. 1824 of 2018 concerning Guidelines for Implementation of Community Development and Empowerment.

Policies & commitments:1. CSR Vision and Mission

• Vision to Grow and expand for Better Life with PEPC

• Missiono To carry out the company’s commitment to

become a business entity that has a high reputation and is professionally managed, focused and has a competitive advantage by using world-class modern technology resulting from partnerships with World Class Company so as to provide more value to stakeholders, especially shareholders, customers, employees’ and the wider community.

o To carry out corporate responsibility and social care for a sustainable community development.

• Objectiveso External, to support the Government improve

Human Development Index (HDI) through the implementation of programs that help achieve the MDGs/SDGs.





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

2. Mengadopsi prinsip ISO 26000

Pengembangan Dan Pemberdayaan Masyarakat (PPM)Berdasarkan Keputusan Menteri Energi dan Sumber Daya Mineral No. 1824 tahun 2018, PEPC mengelola kembali penerapan pemberdayaan masyarakat untuk tidak hanya mendukung SDGs, tetapi juga cetak biru (blueprint) pembangunan pemerintah daerah Bojonegoro. Sejalan dengan penyesuaian tersebut, PEPC kini menerapkan 8 bidang Pengembangan dan Pemberdayaan Masyarakat (PPM) dari sebelumnya 4 pilar CSR. Meskipun demikian, PEPC juga melakukan pencatatan kinerja program kemasyarakatan yang dikelompokkan dalam 4 pilar CSR untuk kemudahan pelaksanaan program di lapangan selama tahap pengembangan yang akan dikaji ulang pada tahun 2019.

o Internal, to build harmonious and conducive relationships with all stakeholders to support the achievement of the Company’s goals, which in turn will enhance the company’s reputation.

2. To adopt the principle of ISO 26000

Community Development and Empowerment (PPM)Based on Decree of the Minister of Energy and Mineral Resources No. 1824 of 2018, PEPC manages the implementation of community empowerment to not only support the SDGs, but also the development blueprint of Bojonegoro regional government. In line with these adjustments, PEPC is now implementing 8 areas of Community Development and Empowerment (PPM) from the previous 4 pillars of CSR. However, PEPC also recorded the performance of community programs that were grouped into 4 CSR pillars to facilitate the implementation of programs in the field during the development phase which will be reviewed in 2019.

Penerapan transisi program CD berdasarkan 8 bidang PPM dari 4 pilarApplication of CD program transitions based on 8 PPM fields from 4 pillars

Pilar CSR CSR Pillar Bidang PPM PPM areas

1. Pendidikan Education 1. Pendidikan Education

2. Kesehatan Health 2. Kesehatan Health

3. Infrastruktur dan Pemberdayaan Ekonomi Masyarakat Infrastructure and Community Economic Empowerment

3. Tingkat Pendapatan Riil dan Kesempatan Kerja Level of Real Income and Job Opportunity

4. Lingkungan Environment 4. Kemandirian Ekonomi (UMKM) Economic Independence (MSMEs)

5. Sosial dan Budaya Social and Culture

6. Partisipasi Masyarakat Mengelola Lingkungan Community Partifcipation in Environmental Management

7. Penguatan kelembagaan Institutional Strengthening

8. Infrastruktur penunjang PPM PPM supporting infrastructure

Pendekatan pengembangan PPM dilakukan secara community base development, sehingga sejalan dengan kebutuhan rill masyarakat yang ditunjang dengan persiapan pembentukan Organisasi masyarakat Setempat (OMS). Pengembangan PPM juga diawali dengan survei lapangan dan pemetaan sosial ekonomi yang dilakukan di 23 desa dan 5 kecamatan yang telah dikonsultasikan melalui musyawarah yang dihadiri oleh perwakilan pemerintah daerah dan masyarakat.

The approach to developing PPM is carried out through community base development, so that it is in line with the real needs of the community which is supported by the preparation of the formation of Local Community Organizations (CSOs). The PPM development was also preceded by a field survey and socio-economic mapping carried out in 23 villages and 5 districts that had been consulted through deliberations attended by representatives of local government and the community.





Lokasi Pengembangan dan Pemberdayaan MasyarakatLocation of Community Development and Empowerment

No Desa Village Kecamatan District

1 Bandungrejo Ngasem

2 Ngadiluwih Ngasem

3 Dukoh Kidul Ngasem

4 Mediyunan Ngasem

5 Ngasem Ngasem

6 Gapluk Purwosari

7 Kaliombo Purwosari

8 Kuniran Purwosari

9 Pelem Purwosari

10 Punggur Purwosari

11 Tinumpuk Purwosari

No Desa Village Kecamatan District

12 Purwosari Purwosari

13 Pojok Purwosari

14 Sedah Kidul Purwosari

15 Tlatah Purwosari

16 Ngrejeng Purwosari

17 Dolokgede Tambakrejo

18 Kalisumber Tambakrejo

19 Gayam Gayam

20 Mojodelik Gayam

21 Katur Gayam

22 Ringin Tunggal Gayam

23 Sumengko Kalitidu

Evaluasi dan Upaya Peningkatan CSRDalam mengukur kinerja program PPM, Perusahaan melakukan survei kepuasan masyarakat (Community Satisfaction Index / CSI). Survei CSI dilaksanakan sebagai tolok ukur efektifitas pelaksanaan program dan sebagai umpan balik bagi Perusahaan dalam melaksanakan dan mengembangkan program PPM. Di tahun 2018, angka CSI mencapai nilai 3,8 dari skala 5 yang berarti masyarakat puas terhadap program pengembangan dan pemberdayaan masyarakat yang dijalankan oleh PEPC.

Kegiatan pengembangan dan pemberdayaan masyarakat didampingi oleh tim Community Development Officer (CDO) sebagai perwakilan perusahaan, yang juga berfungsi untuk mengevaluasi setiap pelaksanaan program. Sepanjang tahun 2018, program PPM telah memberdayakan 4 anggota CDO dan memberikan manfaat kepada lebih dari 1.500 penerima manfaat langsung.

PPM Performance EvaluationIn measuring the performance of PPM program, the Company conducts community satisfaction surveys to identify Community Satisfaction Index (CSI). The CSI survey was carried out as a benchmark for the effectiveness of program implementation and as feedback for the Company in implementing and developing PPM program. In 2018, the CSI reached 3.8 on a scale of 5, which meant that the community was satisfied with PEPC development and community empowerment program.

Community development and empowerment activities are facilitated by a Community Development Officer (CDO) team as a company representative, which also serves to evaluate each program implementation. Throughout 2018, the PPM program has empowered 4 CDO members and benefited more than 1,500 direct beneficiaries.





Jumlah Kegiatan CSR di Seluruh Wilayah OperasiNumber of PPM Activities in All Operating Areas

Bidang PPMPPM Area


2018 Bidang Pilar CSRCSR Pillar

2017 2016

Pendidikan Education 15 12 Pendidikan Education 15 10

Kesehatan Health 20 16 Kesehatan Health 20 11

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

2 2 Infrastruktur dan Pemberdayaan Ekonomi MasyarakatInfrastructure and Community Economic Empowerment

8 2

Kemandirian Ekonomi (UMKM)Economic Independence (MSMEs)

2 2 Lingkungan Environment 3 2

Sosial dan BudayaSocial and Culture

15 13

Partisipasi Masyarakat Mengelola LingkunganCommunity Partifcipation in Environmental Management

2 4

Penguatan kelembagaanInstitutional Strengthening

2 2

Infrastruktur penunjang PPMPPM supporting infrastructure

5 5

Jumlah Total 63 56 Total 46 25

Untuk menunjang kegiatan pengembangan dan pemberdayaan masyarakat sepanjang tahun 2018, PEPC mengalokasikan biaya sebesar Rp6,25 miliar. Realisasi biaya ini meningkat sebesar 6,9% dibanding tahun 2017 yaitu Rp5,84 miliar. Biaya ini meningkat sejalan dengan adanya transisi kegiatan dari empat pilar CSR menjadi delapan bidang PPM. Di sisi lain, PEPC juga mendapatkan dukungan finansial dari Pemerintah berupa cost recovery yang merupakan biaya operasi yang dapat dikembalikan dari kegiatan eksplorasi dan eksploitasi minyak dan gas bumi. Pendanaan cost recovery yang dialokasi dalam pemberdayaan masyarakat mencapai Rp3,3 miliar atau 61,3% dari total anggaran PPM.

To support community development and empowerment activities throughout 2018, PEPC allocated IDR6.25 billion in funds. Realization of the funds increased by 6.9% compared to 2017, which was IDR5.84 billion. The funds increased in line with the transition of activities from the four CSR pillars to eight PPM areas. On the other hand, 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. Cost recovery funding allocated for community empowerment reached IDR3.3 billion or 61.3% of the total PPM budget.





Realisasi Anggaran CSR 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)

Mekanisme Penanganan Pengaduan MasyarakatSelain melakukan pendekatan musyawarah dan interaksi secara umum, PEPC telah memiliki prosedur penanganan pengaduan masyarakat yang bertujuan untuk mendengarkan, mencatat, dan menanggapi masukan dan keluhan masyarakat desa sekitar yang berpotensi terkena dampak kegiatan operasional PEPC. Prosedur penanganan pengaduan masyarakat keluhan dibuat transparan dan dapat diakses oleh masyarakat luas.

Community Complaint Handling MechanismIn addition to conducting a deliberation and interaction approach in general, PEPC has a public complaint handling procedure that aims to listen to, record, and respond to input and complaints from community of surrounding villages who are potentially affected by PEPC operations. The community complaint handling procedure is made transparent and can be accessed by the wider community.

Bidang PPMPPM Area


2018 Bidang Pilar CSRCSR Pillar

2017 2016

Pendidikan Education 1,350 1,616.6 Pendidikan Education 2,172.1 733.8

Kesehatan Health 725 414.01 Kesehatan Health 1,150.8 570.4

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

870 275.7 Infrastruktur dan Pemberdayaan Ekonomi MasyarakatInfrastructure and Community Economic Empowerment

397.9 253.6

Kemandirian Ekonomi (UMKM)Economic Independence (MSMEs)

1,740 633.8 Lingkungan Environment 50 65.06

Sosial dan BudayaSocial and Culture

435 1,115.1

Partisipasi Masyarakat Mengelola LingkunganCommunity Partifcipation in Environmental Management

435 109.9

Penguatan kelembagaanInstitutional Strengthening

1,015 330

Infrastruktur penunjang PPMPPM supporting infrastructure

435 45.01

Jumlah Total 7,005 4,540.12 Total 3,770.8 1,622.86

Bidang PPM PPM Area 2018 2017 2016

CSR PEPC Holding CSR of PEPC Holding 1,623.8 768.8 518.8

CSR Sinergi PT Pertamina (Persero) 468.5 635.5 542.3

Work Program & Budget (WP&B) TJS (cost recovery) 2,690.3 1,950 2,200

WP&B Media (cost recovery) 507.6 805.3 537.9

WP&B Komunikasi (cost recovery) WP&B Communication (cost recovery) 796.3 1,150 291.4

WP&B Kelembagaan (cost recovery) WP&B Institutional (cost recovery) 167.3 536 301.4

Jumlah 6,253.9 5,845.6 4,391.8





Alur penanganan pengaduan masyarakat secara umum terdiri dari empat tahapan yaitu: 1) Mengumumkan proses,2) Menerima dan mencatat keluhan, 3) Membahas dan menginvestigasi keluhan, 4) Penyelesaian, tanggapan, dan dan pengakhiran.

Pada tahun 2018, Perusahaan menerima 31 pengaduan masyarakat diantaranya mengenai dampak proyek JTB terhadap partisipasi lokal dalam bisnis dan tenaga kerja, serta perizinan lahan. Dari seluruh pengaduan yang diterima, 100% telah diselesaikan dan tidak menimbulkan insiden perselisihan antara Perusahaan dengan masyarakat lokal maupun masyarakat adat, perlindungan atas budaya lokal serta aspek lainnya. Kedepannya, Perusahaan berkomitmen untuk melakukan pengkajian lebih mendalam atas dampak kegiatan Perusahaan terhadap masyarakat.

Penggunaan Tenaga Kerja LokalMempersiapkan generasi muda melalui Keterampilan Industri MigasProyek pengembangan lapangan JTB merupakan salah satu proyek strategis nasional. Keberhasilan proyek JTB diproyeksi akan selesai di tahun 2021 tentu akan menjadi momen penting dalam peningkatan ekonomi daerah dan energi Indonesia. Pengembangan tenaga kerja lokal melalui sertifikasi migas ditujukan untuk generasi muda sekitar lapangan yang siap memegang peran penting untuk mengawal keberlanjutan lapangan JTB di masa depan. Untuk mengembangkan pemuda Bojonegoro dengan pribadi yang terampil dan disiplin, serangkaian program pendidikan dan pelatihan keterampilan industri migas telah diberikan sejak tahun 2014, diantaranya ketrampilan scaffolder, operator crane mobile, Pipe Fitter, dan ahli K3.

Program Sertifikasi Migas ini dilaksanakan di Pusat Pengembangan Sumber Daya Manusia Minyak dan Gas Bumi (PPSDM Migas) Cepu, Kabupaten Blora, Jawa Tengah, melalui kerjasama PEPC dengan Dinas Perindustrian dan Tenaga Kerja (Disperinaker) Bojonegoro dan Lembaga Informasi dan Komunikasi Banyu Urip Bangkit (LIMA 2B). Meskipun PEPC tidak memberikan kepastian akan diterima bekerja di PEPC, program sertifikasi ini mampu memberikan bekal bagi para pemuda Bojonegoro untuk membuka akses lapangan pekerjaan yang lebih luas. Di tahun 2018, sebanyak 74 peserta program pelatihan dan

The flow of handling public complaints in general consists of four stages, namely:1) Announcing the process,2) Receiving and recording complaints,3) Discussing and investigating complaints,4) Settlement, response and termination.

In 2018, the Company received 31 public complaints including the impact of the JTB project on local participation in business and workforce, as well as land licensing. Of all complaints received, 100% have been resolved and have not caused incidents of disputes between the Company and local communities, as well as indigenous peoples, protection of local culture and other aspects. Going forward, the Company is committed to conducting a more in-depth study of the impact from the Company’s activities on the community.

Employing Local Workforce Preparing younger generation through skills of oil & gas industryJTB field development project is one of the national strategic projects. The success of JTB project projected to be completed in 2021 will certainly be an significant moment in improving Indonesia’s regional economy and energy. The development of local workforce through oil and gas certification is intended for younger generation around the field who are ready to take an important role in maintaining sustainability of JTB field in the future. To develop Bojonegoro youth into skilled individuals and discipline, a series of education and skills training programs for oil and gas industry have been provided since 2014, including scaffolders, mobile crane operators, Pipe Fitters, and OHS experts.

The Oil and Gas Certification Program was held at Cepu Oil & Gas Human Resource Development Center (PPSDM), Blora Regency, Central Java, through PEPC collaboration with Bojonegoro Industry and Manpower Agency and Banyu Urip Bangkit Information and Communication Institute (LIMA 2B). Although PEPC does not provide certainty that they will be accepted to work for PEPC, this certification program for Bojonegoro youth is able to open access to wider employment opportunities. In 2018, as many as 74 participants in oil & gas training and certification programs passed certifications. Meanwhile since this certification





sertfikasi migas dinyatakan lulus sertifikasi. Sementara sejak program sertifikasi ini berjalan di tahun 2014, tercatat 250 pemuda Bojonegoro telah lulus sertifikasi.

Rantai Pasokan Terpadu yang mendukung TKDNPEPC menjalankan rangkaian usaha dari eksplorasi, pengembangan, dan produksi, serta pengawasan. Kebijakan pengelolaan rantai pasok dari pemasok barang dan jasa dilakukan sejalan dengan pemenuhan Pedoman Tata Kerja (PTK) Pengelolaan Rantai Suplai KKKS SKK Migas No. PTK007Rev.04/SKKMA0000/2017 untuk memberikan kesempatan kerjasama yang lebih besar kepada vendor lokal yaitu vendor yang berasal dari wilayah asal daerah operasi Perusahaan. Kebijakan ini didukung dengan Peraturan Daerah Kab. Bojonegoro No.23 tahun 2011, bahwa PEPC juga memberikan keutamaan terhadap partisipasi lokal, yang terdiri dari kontraktor lokal, tenaga kerja lokal, sumber daya alam atau material lokal.

Sejak tahun 2017, PEPC melalui Supply Chain Management (SCM) telah mengawali proses pengadaan yang lebih efisien melalui Centralized Integrated Vendor Database (CIVD). CIVD merupakan inovasi yang disesuaikan dengan peraturan pada PTK 007 Rev 04 Tahun 2017 tentang Pengadaan Barang & Jasa KKKS yang mewajibkan setiap perusahaan yang bergerak di bidang barang/jasa memiliki sebuah database KKKS tersentralisasi. PEPC dapat mempercepat proses penilaian kualifikasi dan mendapatkan informasi vendor yang sudah terbukti kompeten. Manfaat CIVD juga dirasakan oleh vendor, yaitu pendaftaran otomatis pada sistem dan akses informasi tender yang cepat.

Strategi lain yang dilakukan untuk mendukung partisipasi lokal adalah melaksanakan proses tender secara langsung di lokasi operasi berada dan sosialisasi & edukasi kepada vendor lokal melalui “Vendor Day” setiap tahun. Di tahun 2018, pengembangan JTB mengoptimalkan peran serta PT Rekayasa Industri (Rekind) – JGC Indonesia dalam contract procurement engineering construction untuk Gas Processing Facilities (GPF) dan fasilitas logistik terkait. Konfigurasi GPF dan tata letak akan dirancang untuk mengurangi kendala logistik dan menerapkan konstruksi yang sederhana dengan memaksimalkan kandungan dalam Negeri (TKDN) dan mengoptimalkan penggunaan tenaga kerja domestik.

program has been running since 2014, there have been 250 Bojonegoro youth who have passed the certification.

Integrated Supply Chain that supports TKDNPEPC conducts a series of businesses from exploration, development and production, as well as supervision. The supply chain management policy of suppliers of goods and services is carried out in line with the fulfillment of SKK Migas Contractors of Production Sharing Contract (PSC) Supply Chain Management Guidelines (PTK) PTK007Rev.04/SKKMA0000/2017 to provide opportunities for more collaboration with local vendors, namely vendors originating from the area where the Company operates. This policy is supported by Regional Regulations of Bojonegoro Regency No. 23 of 2011, that PEPC also prioritizes local participation, consisting of local contractors, local workforce, natural resources or local materials.

Since 2017, PEPC through Supply Chain Management (SCM) has initiated a more efficient procurement process through the Centralized Integrated Vendor Database (CIVD). CIVD is an innovation adapted to the regulations in PTK 007 Rev 04 of 2017 on PSC Procurement of Goods & Services which requires every company engaged in the goods/services sector to have a centralized PSC database. PEPC can accelerate the assessment process of qualifications and obtaining information of vendors who have been proven competent. The CIVD also benefits vendors with the system’s automatic registration and quick access to tender information.

Another strategy carried out to support local participation is to hold the tender process directly at the location of the operations and provides dissemination & education for local vendors through the “Vendor Day” every year. In 2018, the JTB development has optimized the participation of PT Rekayasa Industri (Rekind) - JGC Indonesia in the procurement engineering construction contract for Gas Processing Facilities (GPF) and related logistics facilities. GPF configuration and layout will be designed to reduce logistical constraints and implement simple construction by maximizing domestic content (TKDN) and optimizing the use of domestic labor.





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

KategoriCategory

Jumlah VendorTotal Vendors

Perusahaan Asing Foreign Company 4

Perusahaan Nasional National Company 2

Perusahaan Dalam Negeri Domestic Company 44

Jumlah Total 50

Di tahun 2018, tercatat total nilai pengadaan barang dan jasa Perusahaan mencapai Rp270,8 miliar dan USD5,52 juta dengan realisasi komitmen TKDN terhadap barang dan jasa sebesar 98,35%. Pencapaian komitmen TKDN ini lebih tinggi dari yang ditargetkan SKK Migas, yaitu minimal 25% (cost basis) untuk barang, dan minimal 55% untuk jasa.

Selain itu, kinerja pengadaan barang dan jasa juga menghasilkan penghematan dari yang dianggarkan sebesar Rp52 miliar dan cost reduction dari hasil negosiasi sebesar Rp21,5 miliar. Nilai penghematan cost reduction ini sebagian besar diraih dari pengadaan drilling dan hasil renegosiasi dari kontrak novasi drilling Lapangan JTB atas alih kelola dari EMCL.

In 2018, total value of procurement of goods and services of the Company reached IDR270.8 billion and USD5.52 million with realization of TKDN commitments on goods and services at 98.35%. The achievement of TKDN commitment was higher than that targeted by SKK Migas, which is a minimum of 25% (cost base) for goods, and a minimum of 55% for services.

In addition, the performance of procurement of goods and services also resulted in saving of the budget IDR52 billion and the cost reduction from the negotiations amounted to IDR21.5 billion. The value of cost reduction saving was mostly gained from drilling procurement and results of novation contract renegotiation of JTB field drilling for management transfer from EMCL.

PEPC meraih penghargaan Best Contributor Cost Saving dalam BreakThrough Project Procurement Excellence 2018 dari PT Pertamina (Persero) atas kinerja 2017 yang memberikan kontribusi cost saving terbesar diantara anak perusahaan Pertamina.

PEPC won the Best Contributor Cost Saving award in the Procurement Excellence BreakThrough Project 2018 from PT Pertamina (Persero) for its performance in 2017 which contributed to the biggest cost saving among Pertamina’s subsidiaries.

“Dalam rangka memastikan bahwa pemasok barang dan jasa yang bekerjasama dengan Perusahaan tidak menghasilkan dampak negatif terhadap praktik ketenagakerjaan dan Hak Asasi Manusia (HAM), PEPC menerapkan mekanisme pengadaan dengan dasar prinsip-prinsip keadilan, di antaranya berwawasan lingkungan, memperhatikan ketentuan HSSE dan wajib menyediakan kondisi kerja bagi pekerja sesuai peraturan yang berlaku.

In order to ensure that suppliers of goods and services that cooperate with the Company do not cause negative impacts on labor practices and human rights, PEPC implements a procurement mechanism based on fairness principle, including environmentally sound, observe HSSE provisions and are required to provide working conditions for employees that are in accordance with applicable regulations.





Pemberdayaan masyarakat melalui pemberian edukasiProgram Bantuan Pendidikan PEPC menunjukkan komitmennya dalam meningkatkan kualitas pendidikan baik di sekitar daerah operasi maupun nasional. Di Bojonegoro, PEPC mendukung upaya mengurangi angka putus sekolah melalui peningkatan kualitas layanan Pusat Kegiatan Belajar Masyarakat (PKBM) Wana Bhakti Ngasem melalui penyediaan fasilitas laboratorium komputer berupa 18 unit laptop, 2 unit server, 2 unit monitor sebagai sarana belajar mengajar dan ujian nasional.

PKBM inilah yang mempelopori adanya kegiatan Kejar Paket A hingga C setingkat SD hingga SMA, Pendidikan Anak Usia Dini (PAUD), Kelompok Belajar Usaha (KBU), Pemberdayaan Perempuan, Keaksaraan Fungsional Dasar Dewasa, Taman Bacaan Masyarakat (TBM) dan lain sebagainya. PKBM Wana Bhakti sendiri merupakan PKBM yang mempunyai siswa kurang lebih 200 orang, dengan jenjang yang berbeda-beda. Mereka berasal dari sekitar Kecamatan Ngasem, Kalitidu dan beberapa kecamatan di sekitarnya.

PEPC juga menyalurkan dana CSR dalam bentuk bantuan sarana prasarana pendidikan bagi 6 sekolah mulai tingkat TK, SD, SMP dan SMA di daerah Siborong-borong, Tapanuli Utara. Bantuan diberikan berupa buku perpustakaan, alat music, alat olahraga, in-focus, screen, computer dan laptop.

Mendukung pengembangan UMKM di BojonegoroProgram pelatihan Kewirausahaan digulirkan PEPC sejak tahun 2016 untuk mendukung program pengembangan UMKM yang dicanangkan Pemerintah Kabupaten Bojonegoro. Program ini bekerjasama dengan Unit Pelaksana Teknis (UPT) Pelatihan Kerja dan Dinas Perindustrian dan Tenaga Kerja (Disperinaker) Bojonegoro.

Hingga tahun 2018, program ini telah melatih 215 peserta dengan ketrampilan Teknik Sablon, Handycraft, Pengolahan Hasil Pertanian, Tata Boga, Tata Busana dan pengembangan mekanik motor. Dan untuk mendukung peserta mendirikan unit usaha kecil pasca pelatihan, PEPC memberikan modal berupa bantuan alat kerja.

Community empowerment through education

Education Assistance ProgramPEPC shows its commitment to improving the quality of education both around the operating areas and nationwide. In Bojonegoro, the PEPC supports the efforts to reduce dropout rates through improving the service quality of Community Learning Activity Center PKBM Wana Bhakti Ngasem by providing computer laboratory facilities in the form of 18 laptop units, 2 server units, 2 monitor units as facilities for learning and national examinations.

The PKBM has pioneered the elementary to high school Equivalency activities (Package A to C), Early Childhood Education (PAUD), Business Learning Group (KBU), Women’s Empowerment, Basic Functional Literacy for Adult, Community Library (TBM) and so on. PKBM Wana Bhakti itself is a Community Learning Activity Center (PKBM) that has approximately 200 students, at different levels. They come from surrounding areas of Ngasem and Kalitidu districts, as well as several other neighboring districts.

PEPC also disbursed CSR funds in the form of assistance for educational infrastructure and facilities for 6 schools from kindergarten, elementary, middle and high schools in Siborong-borong area, North Tapanuli. The assistance was provided in the form of library books, musical instruments, sports equipment, in-focus, screens, computers and laptops.

Supporting MSME Development in BojonegoroThe Entrepreneurship training program was rolled out by PEPC in 2016 to support the MSME development program launched by the Government of Bojonegoro Regency. The program is in collaboration with Bojonegoro Technical Implementation Unit (UPT) and the Industry and Manpower Agency (Disperinaker).

Until 2018, this program has trained 215 participants on skills of Screen Printing, Handycraft, Agricultural Product Processing, Culinary, Clothing and motor mechanic development. To support the participants in establishing small business units after training, PEPC provides capital in the form of work tools.





PPM Yang Mendukung Perbaikan Sarana & Prasana SosialProgram Peningkatan Kualitas Kesehatan Masyarakat melalui Akses SanitasiPEPC berkomitmen terhadap peningkatan kualitas kesehatan masyarakat di sekitar wilayah operasi, dengan berpartisipasi dalam mendukung Program ODF atau tidak buang air besar sembarangan (BABS) yang dicanangkan oleh Pemerintah Kabupaten Bojonegoro.

Program Peningkatan Akses Sanitasi merupakan bentuk upaya pemberdayaan (empowerment) serta menjaga keberlanjutan (sustainability) dari program agar manfaatnya dapat dirasakan oleh sebanyak-banyaknya masyarakat. Di tahun 2018, PEPC bekerjasama dengan Tim Penggerak Pemberdayaan dan Kesejahteraan Keluarga (PKK) sebagai mitra kerja pemerintah kabupaten, melaksanakan program Sanitasi berupa pembangunan 130 unit jamban sehat di Desa Kaliombo, Kecamatan Purwosari, Kabupaten Bojonegoro.

Bentuk Donasi lainnyaBantuan Bencana Alam Lokal dan NasionalKepedulian PEPC dalam membantu meringankan beban korban bencana alam diwujudkan dalam program bantuan kemanusiaan di tahun 2018 diantaranya Banjir di Bojonegoro, Gempa Bumi dan Tsunami di Palu Sulawesi Utara, dan Gempa Bumi Lombok. Bantuan ini disalurkan bekerjasama dengan SKK Migas, BPBD Kabupaten Bojonegoro, PT Pertamina (Persero).

Menanggapi beberapa kejadian banjir yang terjadi di Ledok Kulon dan Ledok Wetan, PEPC ikut membantu korban banjir melalui kerjasama dengan Badan Penanggulangan Bencana Daerah (BPBD) Bojonegoro. BPBD telah mengevakuasi 1.150 pengungsi di gedung serba guna dan memberikan bantuan logistik. Partisipasi PEPC dalam bantuan logistik ini mencakup makanan pokok seperti beras, saus sambal & kecap, sardine, dan mie instan.

PEPC juga menunjukkan kepedulian sosial saat terjadinya bencana gempa bumi dan tsunami di Palu dan Lombok melalui penggalangan dana dari pekerja dan perusahaan. Bantuan tersebut disalurkan dalam bentuk bantuan logistik seperti baju siap pakai, mainan anak, mie instan, sembako, penampungan air, beras, dsb.

PPM Supporting Social Facilities & Infrastructure Improvement Community Health Quality Improvement Program through Sanitation AccessPEPC is committed to improving the quality of health of communities around the operating area, by participating in Open Defecation Free (ODF) program launched by Bojonegoro Regency Government.

The Sanitation Access Improvement Program is a form of empowerment effort and maintaining sustainability of the program to benefit as many people as possible. In 2018, PEPC in collaboration with the Family Empowerment and Welfare (PKK) Team as a partner of regency government, implemented the Sanitation program through 130 hygienic latrine units in Kaliombo Village, Purwosari District, Bojonegoro Regency.

Other Form of DonationLocal and National Natural Disaster AssistancePEPC’s concern in helping ease the burden of natural disasters’ victims embodied in the humanitarian assistance program in 2018, including floods in Bojonegoro, earthquake and tsunami in Palu North Sulawesi, as well as earthquake in Lombok. The assistance was distributed in collaboration with SKK Migas, Bojonegoro Regional Disaster Management Agency (BPBD) Regency and PT Pertamina (Persero).

Responding to several floods that took place in Ledok Kulon and Ledok Wetan, PEPC helped flood victims through collaboration with Bojonegoro Regional Disaster Management Agency (BPBD). BPBD has evacuated 1,150 refugees in a multi-purpose building and provided logistics assistance. PEPC’s participation in logistics assistance included staple foods such as rice, chili sauce & soy sauce, canned sardines and instant noodles.

PEPC also showed social awareness during the earthquake and tsunami in Palu and Lombok through fundraising from employees and companies. The assistance was distributed in the form of logistics assistance such as clothes, children’s toys, instant noodles, groceries, water storage, rice, etc.





DUKUNGAN PADA ANTIKORUPSISUPPORT TO ANTI CORRUPTION

Kebijakan Anti Korupsi dan Whistleblowing SystemDalam menjalankan bisnis yang bersih dan menghindari segala bentuk kecurangan, secara berkesinambungan PEPC meningkatkan pemahaman anti korupsi bagi seluruh jajaran Direksi maupun pekerja. Upaya membangun budaya anti korupsi diwujudkan, di antaranya melalui komunikasi tata kelola seperti pedoman gratifikasi, pelaporan gratifikasi melalui Compois, pedoman konflik kepentingan, pelaporan LHKPN, dan Whistle Blowing System.

Sebagai anak perusahaan PT Pertamina (Persero), pejabat perusahaan di lingkungan PEPC pada tingkat jabatan tertentu wajib menyampaikan Laporan Harta Kekayaan Penyelenggara Negara (LHKPN). Hal ini sesuai dengan ketentuan dalam Pedoman LHKPN No. 007/M00000/2017-S0 yang diratifikasi melalui RUPS 28 Mei 2018, yang merupakan tindak lanjut pelaksanaan Undang Undang No.28 Tahun 1999 Tentang Penyelenggaraan Negara yang Bersih dan Bebas dari Korupsi, Kolusi dan Nepotisme.

Adapun pejabat perusahaan di lingkungan PEPC yang berkewajiban menyampaikan LHKPN adalah:1. Direksi2. Vice President/setara3. Manajer/setara4. Komisaris

LHKPN dari pejabat perusahaan di lingkungan PEPC disampaikan kepada Fungsi Internal Audit, Fungsi Human Capital, Fungsi Compliance PT Pertamina (Persero), untuk kemudian diteruskan kepada pihak berwenang Komisi Pemberantasan Korupsi (KPK). Hingga akhir tahun 2018, terdapat 40 pejabat perusahaan yang menjadi wajib lapor.

Anti Corruption Policy and Whistleblowing SystemIn running a clean business and avoiding all forms of fraud, PEPC intensifies the understanding of anti-corruption for all levels of Directors and employees. Efforts to build an anti-corruption culture are realized through governance communication such as gratification guidelines, gratification reporting through Compois, guidelines for conflicts of interest, LHKPN reporting, and Whistleblowing System.

As a subsidiary of PT Pertamina (Persero), company officials of PEPC at certain positions are required to submit a State Official Assets Report (LHKPN). This is in accordance with the provisions in LHKPN Guidelines No. 007/M00000/2017-S0 which was ratified at GMS on May 28, 2018, as a follow-up to the implementation of Law No.28 of 1999 concerning the Implementation of Clean State Administration and Free from Corruption, Collusion and Nepotism.

The company officials within PEPC who are required to submit LHKPN are:1. Directors2. Vice President/equivalent3. Managers/equivalent4. Commissioners

LHKPN reports of company officials within PEPC environment are submitted to the Internal Audit Function, Human Capital Function, Compliance Function of PT Pertamina (Persero), and then forwarded to the Corruption Eradication Commission (KPK). Until the end of 2018, there have been 40 company officials required to report.

PEPC sebagai Anak Perusahaan meraih penghargaan pengelolaan LHKPN Tahun 2018 Terbaik III, dengan tingkat pelaporan 100% dari 40 wajib Lapor LHKPN

PEPC as a Subsidiary won the Third Place for the Best LHKPN management 2018, with 100% reporting rate of 40 officials required to submit LHKPN.“





Selain itu, PEPC juga menyediakan saluran pengaduan Whistleblower Channel yang dapat diakses melalui website http://pertaminaclean.pertamina.com. Dengan demikian, segala bentuk pelanggaran yang terjadi dapat langsung dikelola dan ditindaklanjuti sesuai dengan prosedur yang berlaku. Sampai akhir periode pelaporan, tidak terdapat laporan pengaduan terkait korupsi, suap, gratifikasi, benturan kepentingan yang terjadi di lingkungan Perusahaan.

In addition, PEPC also provides a Whistleblower Channel which can be accessed through the website http://pertaminaclean.pertamina.com. Thus, all forms of violations that occur can be directly handled and followed up in accordance with applicable procedures. Until the end of the reporting period, there were no reports regarding corruption, bribery, gratification, conflicts of interest that occurred within the Company.

CORPORATE SOCIAL RESPONSIBILITY YANG TERKAIT DENGAN TANGGUNG JAWAB KEPADA KONSUMENCORPORATE SOCIAL RESPONSIBILITY THAT IS RELATED WITH RESPONSIBILITIES TO CONSUMER

Komitmen pada tanggung jawab produk diwujudkan PEPC dengan menjamin kualitas produk, kesinambungan pasokan dan ketepatan waktu pengiriman sesuai kontrak yang telah disepakati dengan pelanggan. Perusahaan memberikan akses kepada pelanggan untuk menyampaikan pengaduan dan terus melakukan inovasi berkelanjutan.

Kesehatan dan Keselamatan KonsumenPEPC menggunakan beberapa jenis bahan kimia dalam proses injeksi sebagai bahan penunjang yang habis terpakai di kegiatan operasi lapangan Banyu Urip. Penggunaan H2S Scavanger mampu memisahkan gas beracun H2S yang ikut terbawa oleh minyak di lapangan Banyu Urip sehingga minyak yang diproduksi tetap aman dikelola dan sesuai dengan persyaratan yang ditetapkan dalam perjanjian jual beli minyak.

Kegiatan injeksi bahan kimia dilakukan berdasarkan kebutuhan dan kondisi sumur, serta dikelola dengan ketentuan tata cara penyimpanan, pengumpulan, pengolahan, dan penimbunan yang berlaku. Selain itu, pemesanan setiap bahan kimia di kelola melalui Material Safety Data Sheet (MSDS).

Minyak mentah yang disalurkan dari titik lifting lapangan Banyu Urip sampai ke FSO Gagak Rimang melalui onshore-offshore export pipeline sejauh 95 km yang diawasi kondisi pengalirannya sesuai dengan nilai ambang operasi yang dipersyaratkan dan tidak merugikan siapapun. Melalui pengelolaan layanan mutu yang baik, kami memastikan kualitas seluruh produk sehingga tidak ada penarikan kembali produk ataupun kemasan barrel.

Commitment to product responsibility is realized by PEPC by ensuring product quality, continuity of supply and timely delivery according to the contract agreed with the customer. The company provides access to customers to file complaints and continue to make continuous innovations.

Consumer Health and SafetyPEPC uses several types of chemicals in the injection process as consumable supporting materials in Banyu Urip field operations. The use of H2S Scavenger is able to separate toxic gas H2S which is carried by oil in Banyu Urip field so that the oil produced remains safe to be managed and complies with the requirements set out in the oil sale and purchase agreement.

Chemical injection is carried out based on the needs and conditions of the wells, and are managed with the applicable procedures for storing, collecting, processing and stockpiling. In addition, ordering each chemical is managed through a Material Safety Data Sheet (MSDS).

Crude oil distributed from Banyu Urip field lifting point to FSO Gagak Rimang through a 95-km onshore-offshore export pipeline which its distribution conditions is monitored in compliance with the required operating threshold value and does not harm anyone. Through the good quality service management, we ensure the quality of all products, so that no product or barrel packaging are recalled.





Pemenuhan kondisi pengaliran minyak terhadap nilai ambang batas (NAB)Oil distribution conditions compliance with threshold limit values (TLV)

Informasi Barang dan/atau Jasa, Sarana, Jumlah, dan Penanggulangan Pengaduan KonsumenDalam mendukung bisnis yang berkelanjutan, PEPC juga meningkatkan mutu layanan melalui penerapan ISO 9001:2015 dan mengadopsi mekanisme komunikasi pelanggan sesuai TKO Suara Pelanggan PT Pertamina (Persero). PEPC mengelola hubungan dengan pelanggan melalui beberapa kegiatan yang terdiri dari Customer Care Management dan Customer Satisfaction Management.

Customer Care ManagementProgram penanganan keluhan pelanggan melalui pendekatan Customer Care Management terdiri dari Customer Complain Management dan Customer Awareness.

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.

Information on Goods and/or Services, Facilities, Amounts, and Consumer Complaint HandlingIn supporting sustainable business, PEPC also improves service quality through the application of ISO 9001:2015 and adopts customer communication mechanism in accordance with TKO of Suara Pelanggan PT Pertamina (Persero). PEPC manages customer relations through several activities consisting of Customer Care Management and Customer Satisfaction Management.

Customer Care ManagementThe customer complaint handling program through the Customer Care Management approach consists of Customer Complaint Management and Customer Awareness.

1. Customer Complaint ManagementReceiving 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 place this special commercial relationship professionally.

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

No ParameterParameter

NABTLV

Rerata tahun 2018Average in 2018

1 Export Pipeline Pressure (Psig) Max. 800 Psig 706 Psig

2 Export Pipeline Temperature (oC) Max. 80 oC 76.67 oC

3 Pour Point Temperature (oC) 21 – 24 oC 24 oC

4 H2S content (ppm) Max. 10 ppm 0.25 ppm





Suara Pelanggan PEPC Telp : 021-52900900 Email : [email protected]

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 & 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%.

Customer Satisfaction ManagementTingkat kepuasan pelanggan yang terjaga dilakukan memalui pendekatan Customer Satisfaction Management terdiri dari Customer Service Management dan 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.

Suara Pelanggan PEPC Ph: 021-52900900Email: [email protected]

2. Customer AwarenessIn accordance with the provisions contained in the PJBM, PEPC in managing Banyu Urip field ensured PT Pertamina (Persero) and PT Tri Wahana Universal (TWU), as customers have been informed about 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%.

Customer Satisfaction Management The customer satisfaction index is maintained through Customer Satisfaction Management approach consisting of Customer Service Management and 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). Aspect that become indicator of CSI assessment are HSE performance; volume; product quality; guarantee of product availability; distribution reliability; and good customer service.

Customer Satisfaction Index 2018 2017 2016

4.07 4.1 4.0





Referensi Kriteria Annual Report Award 20162016 Reference of Annual Report Award Criteria





No Materi Subject

Penjelasan Description

Halaman Page

I Umum General

1 Laporan tahunan disajikan dalam bahasa Indonesia yang baik dan benar dan dianjurkan menyajikan juga dalam bahasa Inggris.In good and correct Indonesian, it is recommended to present the report also in English

2 Laporan tahunan dicetak dengan kualitas yang baik dan menggunakan jenis dan ukuran huruf yang mudah dibaca.The annual report should be printed in good quality paper, using the font type and size that allow for easy reading

3 Laporan tahunan mencantumkan identitas perusahaan dengan jelas.

Should state clearly the identity of the company.

Nama perusahaan dan tahun annual report ditampilkan di:• Sampul muka• Samping• Sampul belakang, dan• Setiap halaman

Name of company and year of the Annual Report is placed on:• The front cover• Sides• Back cover, and• Each page

4 Laporan tahunan ditampilkan di website perusahaan. Mencakup laporan tahunan terkini dan paling kurang 4 tahun terakhir.The annual report are displayed on the company’s website. Includes the latest annual reports and at least the last 4 years

II Ikhtisar Data Keuangan Penting Summary of Key Financial Information

1 Informasi hasil usaha perusahaan dalam bentuk perbandingan selama 3 (tiga) tahun buku atau sejak memulai usahanya jika perusahaan tersebut menjalankan kegiatan usahanya selama kurang dari 3 (tiga) tahun.

Result of the Company information in comparative form over a period of 3 financial years or since the commencement of business if the company has been running its business activities for less than 3 years.

Informasi memuat antara lain:• Penjualan/pendapatan usaha• Laba (rugi)

› Diatribusikan kepada pemilik entitas induk, dan

› Diatribusikan kepada kepentingan nonpengendali

• Penghasilan komprehensif periode berjalan› Diatribusikan kepada pemilik entitas

induk, dan› Diatribusikan kepada kepentingan

nonpengendali, dan• Laba (rugi) per saham. Catatan: Apabila perusahaan tidak

memiliki entitas anak, perusahaan menyajikan laba (rugi) dan penghasilan komprehensif periode berjalan secara total

The information contained includes:• Sales/income from business• Profit (loss)

› Attributable to owners, and› Attributable to non-controlling

shareholders• Total of profit (loss) and other

comprehensive income› Attributable to owners, and› Attributable to non-controlling

shareholders, and• Net profit (loss) per share. Note: profit (loss) and other

comprehensive income disclosed in total if the company doesn’t have subsidiaries.

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2 Informasi posisi keuangan perusahaan dalam bentuk perbandingan selama 3 (tiga) tahun buku atau sejak memulai usahanya jika perusahaan tersebut menjalankan kegiatan usahanya selama kurang dari 3(tiga) tahun. Financial information in comparative form overa period of 3 (three) financial years or since thecommencement of business if the companyhas been running its business activities for lessthan 3 years.

Informasi memuat antara lain:• Jumlah investasi pada entitas asosiasi,• Jumlah aset,• Jumlah liabilitas, dan• Jumlah ekuitas

The information contained includes:• Investments in associated entities,• Total assets,• Total liabilities, and• Total equity

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No Materi Subject


Halaman Page

3 Rasio keuangan dalam bentuk perbandingan selama 3 (tiga) tahun buku atau sejak memulai usahanya jikaPerusahaan tersebut menjalankan kegiatan usahanya selama kurang dari 3 (tiga) tahun. Informasi memuat 5 (lima) rasio keuangan yang umum dan relevan dengan industri perusahaan.Financial Ratio in comparative form over a period of 3 (three) financial years or since the commencement of business if the company has been running its business activities for less than 3 (three) years. The information contains 5 (five) general financial ratios and relevant to the industry.

Informasi memuat 5 (lima) rasio keuangan yang umum dan relevandengan industri perusahaan.

Information on outstanding bonds, sukuk, or convertible bonds of the last 2 (two) fiscal years.

15

4 Informasi harga saham dalam bentuk tabeldan grafik.Information regarding share price in the form of tables and graphs.

Jumlah saham yang beredar• Informasi dalam bentuk tabel yang

memuat:› Kapitalisasi pasar berdasarkan harga

pada Bursa Efek tempat saham dicatatkan

› Harga saham tertinggi, terendah, dan penutupan berdasarkan harga pada Bursa Efek tempat saham dicatatkan, dan

› Volume perdagangan saham pada Bursa Efek tempat saham dicatatkan

• Informasi dalam bentuk grafik yang memuat paling kurang:› Harga penutupan berdasarkan harga

pada Bursa Efek tempat saham dicatatkan, dan

› Volume perdagangan saham pada Bursa Efek tempat saham dicatatkan untuk setiap masa triwulan dalam 2 (dua) tahun buku terakhir

Catatan: apabila perusahaan tidak memiliki kapitalisasi pasar, informasi harga saham, dan volume perdagangan saham, agar diungkapkan

Outstanding shares• Information presented on table which

contains:› Market capitalisation based on price

at Stock Exchange where the shares are listed

› Highest, lowest and closing price based on price at Stock Exchange where the shares are listed, and

› Stock trading volume at Stock Exchange where the shares are listed.

• Information presented on graphs which contains at least:› Closing price based on price at Stock

Exchange where the company shares are listed

› Quarterly stock trading volume at Stock Exchange where the shares are listed in the last 2 (two) fiscal years

Note: should be disclosed if the company does not have market capitalisation, stock price information, and stock trading volume.

16

5 Informasi mengenai obligasi, sukuk atau obligasi konversi yang masih beredar dalam 2 (dua) tahun buku terakhir.Information regarding bonds, sharia bonds or convertible bonds issued and which are still outstanding in the last 2 financial years.

Informasi memuat:• Jumlah obligasi/ sukuk/ obligasi

konversi yang beredar (outstanding)• Tingkat bunga/imbalan• Tanggal jatuh tempo, dan• Peringkat obligasi/sukuk tahun 2015

dan 2016 Catatan: apabila perusahaan tidak

memiliki obligasi/ sukuk/ obligasi konversi, agar diungkapkan

The information contained includes:• The amount/ value of bonds/

convertible bonds outstanding

• Interest rate• Maturity date, and• Rating of bonds Note: should be disclosed if the

company does not have bonds/ value of bonds/ convertible bonds.

17

III Laporan Dewan Komisaris dan Direksi Board of Commissioners and Board of Directors Report

1 Laporan Dewan KomisarisBoard of Commissioners Report

Memuat hal-hal sebagai berikut:• Penilaian atas kinerja Direksi mengenai

pengelolaan perusahaan dan dasar penilaiannya

• Pandangan atas prospek usaha perusahaan yang disusun oleh Direksi dan dasar pertimbangannya

• Pandangan atas penerapan/ pengelolaan whistleblowing system (WBS) di perusahaan dan peran Dewan Komisaris dalam WBS tersebut, dan

• Perubahan komposisi Dewan Komisaris (jika ada) dan alasan perubahannya.

Contains the following items:• Assessment on the performance of

the Board of Directors in managing the company and the basis of such assessment

• View on the prospects of the company’s business as established by the Board of Directors, and the basis of such view

• Assessment of the performance of the committees under the Board of Commissioners, and

• Changes in the composition of the Board of Commissioners (if any) and the reasons of the changes.

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2 Laporan DireksiBoard of Directors Report

Memuat hal-hal sebagai berikut:• Analisis atas kinerja perusahaan, yang

mencakup antara lain:›› kebijakan strategis,›› perbandingan antara hasil yang

dicapai dengan yang ditargetkan, dan

›› kendala-kendala yang dihadapi perusahaan dan langkah-langkah penyelesaiannya,

• Analisis tentang prospek usaha,• Perkembangan penerapan tata kelola

perusahaan pada tahun buku, dan• Perubahan komposisi anggota Direksi

(jika ada) dan alasan perubahannya.

Contains the following items:• Company performance analysis, that

includes such as:›› strategic policies,›› target and result comparison, and›› challenges faced by the company

and solving steps,• Business prospect analysis,• Corporate governance implementation

growth within the fiscal year, and• Changes in the composition of the

Board of Directors (if any) and the reasons of the changes.

28

3 Tanda tangan anggota Dewan Komisaris dan anggota DireksiSignature of members of the Board of Directors and Board ofCommissioners

Memuat hal-hal sebagai berikut:• Tanda tangan dituangkan pada

lembaran tersendiri• Pernyataan bahwa Dewan Komisaris

dan Direksi bertanggung jawab penuh atas kebenaran isi laporan tahunan

• Ditandatangani seluruh anggota Dewan Komisaris dan anggota Direksi dengan menyebutkan nama dan jabatannya, dan

• Penjelasan tertulis dalam surat tersendiri dari yang bersangkutan dalam hal terdapat anggota Dewan Komisaris atau anggota Direksi yang tidak menandatangani laporan tahunan, atau penjelasan tertulis dalam surat tersendiri dari anggota yang lain dalam hal tidak terdapat penjelasan tertulis dari yang bersangkutan.

Contains the following items:• Signatures are set on a separate page• Statement that the Board of Directors

and the Board of Commissioners are fully responsible for the accuracy of the annual report

• Signed by all members of the Board of Commissioners and Board of Directors, stating their names and titles/positions, and

• A written explanation in a separate letter from each member of the Board of Commissioners orBoard of Directors who refuses to sign the annual report, or: written explanation in a separate letter from the other members in the event that there is no writtenexplanation provided by the said member.

36

IV Profil Perusahaan Company Profile

1 Nama dan alamat lengkap perusahaanName and address of the company

Informasi memuat antara lain: nama dan alamat, kode pos, no. Telp, no. Fax, email, dan website.

Includes information on name and address, zip code, telephone and/or facsimile, email, website.

43

2 Riwayat singkat perusahaanBrief history of the company

Mencakup antara lain: tanggal/tahun pendirian, nama, perubahan nama perusahaan (jika ada), dan tanggal efektif perubahan nama perusahaan. Catatan: apabila perusahaan tidak pernah melakukan perubahan nama, agar diungkapkan.

Includes among others: date/year of establishment, name and change in the company name, if any. Note: should be disclosed if the company never change the name.

44

3 Bidang usahaField of business

Uraian mengenai antara lain:• Kegiatan usaha perusahaan menurut

anggaran dasar terakhir• Kegiatan usaha yang dijalankan, dan• Produk dan/atau jasa yang dihasilkan

The descriptions contains the following items:

• The company’s business activities in accordance with the last articles of associations

• The company’s business activities, and• The types of products and or services

produced

56

4 Struktur OrganisasiOrganisational structure

Dalam bentuk bagan, meliputi nama dan jabatan paling kurang sampai dengan struktur satu tingkat di bawah direksi.

In the form of a chart, including the names and titles, at least until onelevel below the board of directors on the structure.

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5 Visi, Misi, dan Budaya PerusahaanCompany, Vision and Mission

Mencakup:• Visi perusahaan• Misi perusahaan• Keterangan bahwa visi dan misi

tersebut telah direviu dan disetujui oleh Direksi/Dewan Komisaris pada tahun buku

• Pernyataan mengenai budaya perusahaan (corporate culture) yang dimiliki perusahaan.

The information should contain:• Company vision• Company mission• A note that the vision and mission

statements have been approved by the Board of Directors/ Commissioners

• Statement concerning the corporate culture

52

6 Identitas dan riwayat hidup singkat anggota Dewan KomisarisName, title, and brief curriculum vitae of the members of the Board of Commissioners

Informasi memuat antara lain:• Nama• Jabatan dan periode jabatan (termasuk

jabatan pada perusahaan atau lembaga lain)

• Umur• Domisili• Pendidikan (Bidang Studi dan Lembaga

Pendidikan)• Pengalaman kerja (Jabatan, Instansi,

dan Periode Menjabat), dan• Riwayat penunjukkan (periode dan

jabatan) sebagai anggota Dewan Komisaris di Perusahaan sejak pertama kali ditunjuk

The information should contain:• Name• Title (including position in other

company or institution)• Age• Domicile• Education (Fifield of Study and

Institutions)• Working experience (Position,

Institution/Company and Period Served), and

• Appointment history as the Board of Commissioners in the Company

64

7 Identitas dan riwayat hidup singkat anggota DireksiName, title, and brief curriculum vitae of the members of the Board of Directors.

Informasi memuat antara lain:• Nama• Jabatan dan periode jabatan (termasuk

jabatan pada perusahaan atau lembaga lain)

• Umur• Domisili• Pendidikan (Bidang Studi dan Lembaga

Pendidikan)• Pengalaman kerja (Jabatan, Instansi, dan

Periode Menjabat), dan• Riwayat penunjukkan (periode dan

jabatan) sebagai anggota Dewan Komisaris di Perusahaan sejak pertama kali ditunjuk

The information should contain:• Name• Title (including position in other

company or institution)• Age• Domicile• Education (Field of Study and

Institutions)• Working experience (Position,

Institution/Company and Period Served),and

• Appointment history as the Board of Commissioners in the Company

68

8 Jumlah karyawan (komparatif 2 tahun) dan data pengembangan kompetensi karyawan yang mencerminkan adanya kesempatan untuk masing-masing level organisasi.Number of employees (comparative in two years) and description of competence building (for example: education and training of employees).

Informasi memuat antara lain:• Jumlah karyawan untuk masing-masing

level organisasi• Jumlah karyawan untuk masing-masing

tingkat pendidikan• Jumlah karyawan berdasarkan status

kepegawaian• Data pengembangan kompetensi

karyawan yang telah dilakukan pada tahun buku yang terdiri dari pihak (level jabatan) yang mengikuti pelatihan, jenis pelatihan, dan tujuan pelatihan

• Biaya pengembangan kompetensi karyawan yang telah dikeluarkan pada tahun buku.

The information should contain:• The number of employees for each level

of the organisation• The number of employees for each level

of education• The number of employees based on

employment status• The description and data of employees

compentencies development program that has been conducted, which also reflect equal opportunity to all employees, for each level of the organisation

• Expenses of employee’s Compentencies development program incurred.

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9 Komposisi Pemegang sahamComposition of shareholders

Mencakup antara lain:• Rincian nama pemegang saham yang

meliputi 20 pemegang saham terbesar dan persentase kepemilikannya

• Rincian pemegang saham dan persentase kepemilikannya meliputi:›› Nama pemegang saham yang memiliki

5% atau lebih saham›› Kelompok pemegang saham

masyarakat dengan kepemilikan saham masing-masing kurang dari 5%.

• Nama Direktur dan Komisaris serta persentase kepemilikan sahamnya secara langsung dan tidak langsung.

Catatan: apabila Direktur dan Komisaris tidak memiliki saham langsung dan tidak langsung, agar diungkapkan.

Should include:• The details include the name of

20 largest shareholders and their percentage of ownership

• The details of shareholders and their percentage of ownership, including:›› Names of shareholders having 5% or

more shares›› Group of public shareholders with less

than 5% ownership each.

• Name of Directors and Commissioners with their share direct and indirect share ownership percentage.

Note: should be disclosed if the Directors and Commissioners do not own direct or indirect shares.

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10 Daftar entitas anak dan/atau entitas asosiasiList of Subsidiary and/or Afliate companies

Dalam bentuk tabel memuat informasi antara lain:

• Nama entitas anak dan/atau asosiasi• Persentase kepemilikan saham• Keterangan tentang bidang usaha

entitas anak dan/atau entitas asosiasi, dan

• Keterangan status operasi entitas anak dan/atau entitas asosiasi (telah beroperasi atau belum beroperasi).

The information contains, among others:• Name of Subsidiary/Afliate• Percentage of share ownership• Information on the field of business

Subsidiary/Afliate, and• Explanation regarding the operational

status of the Subsidiary/Afliate (already operating or not yet operating)

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11 Struktur grup perusahaanCompany’s group structure

Struktur grup perusahaan dalam bentuk bagan yang menggambarkan entitas induk, entitas anak, entitas asosiasi, joint venture, dan special purpose vehicle (SPV).

Company’s group structure in the form of a chart, that flows subsidiaries, associated entities, joint venture andspecial purpose vehicle (SPV).

80

12 Kronologi penerbitan saham (termasuk private placement) dan/atau pencatatan saham dari awal penerbitan sampai dengan akhir tahun buku.Chronology of shares listing.

Mencakup antara lain:• Tahun penerbitan saham, jumlah

saham, nilai nominal saham, dan harga penawaran saham untuk masing-masing tindakan korporasi (corporate action)

• Jumlah saham tercatat setelah masing-masing tindakan korporasi (corporate action)

• Nama bursa di mana saham perusahaan dicatatkan

Catatan: apabila perusahaan tidak memiliki kronologi pencatatan

Includes among others:• The issuance of shares, number of

shares, par values shares, and stock price for every corporate actions

• The number of listed shares after every corporate actions

• Name of Stock Exchange where the company shares are listed

Note: should be disclosed if the company does not have chronology of shares listing.

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13 Kronologi penerbitan dan/atau pencatatan efek lainnya dari awal penerbitan sampai dengan akhir tahun buku.Chronology of other securities listing

Mencakup antara lain:• Nama efek lainnya, tahun penerbitan

efek lainnya, tingkat bunga/imbalan efek lainnya, dan tanggal jatuh tempo efek lainnya

• Nilai penawaran efek lainnya• Nama bursa di mana efek lainnya

dicatatkan• Peringkat efek. Catatan: apabila perusahaan tidak

memiliki kronologi penerbitan dan pencatatan efek lainnya, agar diungkapkan.

Includes among others:• Chronology of other securities listing• Types of corporate action that caused

changes in the number of securities• Changes in the number of securities

from the initial listing up to the end of the financial year

• Rating of the securities. Note: should be disclosed if the

company does not have chronology of other securities listing.

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14 Nama dan alamat lembaga dan/atau profesi penunjangName and address of capital market institutions and or supporting professions

Informasi memuat antara lain:• Nama dan alamat BAE/pihak yang

mengadministrasikan saham perusahaan

• Nama dan alamat Kantor Akuntan Publik

• Nama dan alamat perusahaan pemeringkat efek.

The information contains, among others:• Name and address of Share Registrar/

parties administering the company’s shares

• Name and address of the Public Accountants’ Office

• Name and address of the Securities Rating company

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15 Penghargaan yang diterima dalam tahun buku terakhir dan/atau Sertifikasi yang masih berlaku dalam tahun buku terakhir baik yang berskala nasional maupuninternasional.Award and/or certification received by the company on last fiscal year, both on a national scale and international scale.

Informasi memuat antara lain:• Nama penghargaan dan/atau Sertifikasi• Tahun perolehan penghargaan dan/

atau Sertifikasi• Badan pemberi penghargaan dan/ atau

Sertifikasi• Masa berlaku (untuk Sertifikasi).

Information should include:• Name of the award and or certification• Year of receiving the award• Institution presenting the award and or

certification• Period of validity (for certificates).

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16 Nama dan alamat entitas anak dan/atau kantor cabang atau kantor perwakilan (jika ada).Name and address of subsidiary companies and or branch office or representative office (if any)

Memuat informasi antara lain:• Nama dan alamat entitas anak• Nama dan alamat kantor cabang/

perwakilan Catatan: apabila perusahaan tidak

memiliki entitas anak, kantor cabang, dan kantor perwakilan, agar diungkapkan.

Information should include:• Name and address of business entities• Name and address of branch/

representative office Note: should be disclosed if there

is no business entities/branches/ representatives.

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17 Informasi pada Website PerusahaanInformation presented on Company’s website

Meliputi paling kurang:• Informasi pemegang saham sampai

dengan pemilik akhir individu• Isi Kode Etik• Informasi Rapat Umum Pemegang

Saham (RUPS) paling kurang meliputi bahan mata acara yang dibahas dalam RUPS, ringkasan risalah RUPS, dan informasi tanggal penting yaitu tanggal pengumuman RUPS, tanggal pemanggilan RUPS, tanggal RUPS, tanggal ringkasan risalah RUPS diumumkan

• Laporan keuangan tahunan terpisah (5 tahun terakhir)

• Profil Dewan Komisaris dan Direksi• Piagam/Charter Dewan Komisaris,

Direksi, Komite-komite, dan Unit Audit Internal.

Includes at least:• Shareholder information up to the

ultimate beneficial owner• The Content of the Code of Conduct• Information about General Meeting of

Shareholders (GMS) shall at least cover the agenda which discussed in the GMS, summary of minutes of the GMS, and information on important dates, namely the date of the GMS announcement, the date of the GMS notice, the date of the GMS summary of minutes announced,

• Separate annual financial statements (last 5 years)

• Board of Commissioners and Board of Directors Profile

• Charter of the Board of Commissioners, Board of Directors, Committees, and Internal Audit Unit

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18 Pendidikan dan/atau pelatihan Dewan Komisaris, Direksi, Komite-komite, Sekretaris Perusahaan, dan Unit Audit Internal.Education and/or training for the Board of Commissioners, Board of Directors, Committees, Corporate Secretary, and Internal Audit Unit.

Meliputi paling kurang informasi (jenis dan pihak yang relevan dalam mengikuti):

• Pendidikan dan/atau pelatihan untuk Dewan Komisaris

• Pendidikan dan/atau pelatihan untuk Direksi

• Pendidikan dan/atau pelatihan untuk Komite Audit;

• Pendidikan dan/atau pelatihan untuk Komite Nominasi dan Remunerasi

• Pendidikan dan/atau pelatihan untuk Komite Lainnya

• Pendidikan dan/atau pelatihan untuk Sekretaris Perusahaan, dan

• Pendidikan dan/atau pelatihan untuk Unit Audit Internal. yang diikuti pada tahun buku

Catatan: apabila tidak terdapat pendidikan dan/atau pelatihan pada tahun buku, agar diungkapkan.

Covering at least contains information about (type and relevant parties to participate):

• Education and/or training for the Board of Commissioners

• Education and/or training for the Board of Directors

• Education and/or training for Audit Committee

• Education and/or training for Nomination and Remuneration Committee

• Education and/or training for other Committees

• Education and/or training for Corporate Secretary, and

• Education and/or training for Internal Audit Unit, within the fiscal year Note: should be disclosed if there is no education and/or training in the fiscal year.

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264, 276, 318, 329

V Analisa dan Pembahasan Manajemen atas Kinerja PerusahaanManagement Analysis and Discussion on Company Performances

1 Tinjauan operasi per segmen usahaExplanation of each business segment.

Memuat uraian mengenai• Penjelasan masing-masing segmen

usaha.• Kinerja per segmen usaha, antara lain:

›› Produksi›› Peningkatan/penurunan kapasitas

produksi›› Penjualan/pendapatan usaha›› Profitabilitas.

Explanation of each businesssegment.• Performance by business segments,

among others:›› Production›› Increase/decrease in productioncapacity›› Sales/income from business›› Profitability.

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2 Uraian atas kinerja keuangan perusahaanDescription of company’s financial performance.

Analisis kinerja keuangan yang mencakup perbandingan antara kinerja keuangan tahun yang bersangkutan dengan tahun sebelumnya dan penyebab kenaikan/ penurunan suatu akun (dalam bentuk narasi dan tabel), antara lain mengenai:

• Aset lancar, aset tidak lancar, dan total aset

• Liabilitas jangka pendek, liabilitas jangka panjang dan total liabilitas

• Ekuitas• Penjualan/pendapatan usaha, beban,

laba (rugi), penghasilan komprehensif lain, dan penghasilan komprehensif periode berjalan

• Arus kas

Financial performance analysis which includes a comparison between thefinancial performance of the current year and that of the previous year, and the cause of the increase/ decrease (in the form of narration and tables), among others concerning:

• Current assets, non-current assets, and total assets

• Short term liabilities, long term liabilities, total liabilities

• Equity• Sales/operating revenues, expenses

and profit (loss), Other comprehensive revenues, and total comprehensive profit (loss)

• Cash flows

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3 Bahasan dan analisis tentang kemampuan membayar utang dan tingkat kolektibilitas piutang perusahaan, dengan menyajikan perhitungan rasio yang relevan sesuai dengan jenis industry perusahaan.Discussion and analysis on the capacity to pay debts and the company’s accounts receivable collectibility, by presenting the relevant ratios calculated in accordance with the type of industry of the company.

Penjelasan tentang:• Kemampuan membayar hutang, baik

jangka pendek maupun jangka panjang• Tingkat kolektibilitas piutang

Explanation on:• Capacity to pay debts in long term and

short term• Accounts receivable collectibility

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4 Bahasan tentang struktur modal (capital structure) dan kebijakan manajemen atas struktur modal (capital structure policy).Discussion on capital structure and capital structure policies.

Penjelasan atas:• Rincian struktur modal (capital

structure) yang terdiri dari utang berbasis bunga/sukuk dan ekuitas

• Kebijakan manajemen atas struktur modal (capital structure policies)

• Dasar pemilihan kebijakan manajemen atas struktur modal.

Explanation on:• Details of capital structure consisting of

subordinated bonds and equity• Management policies of the capital

structure, and the basis of the such policies

• Basic of management policy choice on capital structure

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5 Bahasan mengenai ikatan yang material untuk investasi barang modal (bukan ikatan pendanaan) pada tahun buku terakhir.Discussion on material commitment for investment of capital goods (non-funding commitment) in the last fiscal year.

Penjelasan tentang:• Nama pihak yang melakukan ikatan• Tujuan dari ikatan tersebut• Sumber dana yang diharapkan untuk

memenuhi ikatan-ikatan tersebut• Mata uang yang menjadi denominasi• Langkah-langkah yang direncanakan

perusahaan untuk melindungi risiko dari posisi mata uang asing yang terkait.

Catatan: apabila perusahaan tidak mempunyai ikatan terkait investasi barang modal pada tahun buku terakhir agar diungkapkan.

Explanation on:• Name of the related party.• Objective of commitments.• Financial source which expected to fulfill

the commitments.• Denominated currency.• Steps taken by the Company to protect

the position of related foreign currency against risks.

Note: Should be disclosed if the company has no material commitments in investments in capital goods in the last fiscal year

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6 Bahasan mengenai investasi barang modal yang direalisasikan pada tahun buku terakhir.Discussion on investment of capital goods realised in the last fiscal year.

Penjelasan tentang:• Jenis investasi barang modal• Tujuan investasi barang modal

• Nilai investasi barang modal yang dikeluarkan pada tahun buku terakhir

Catatan: apabila tidak terdapat realisasi investasi barang modal, agar diungkapkan.

Explanation on:• Type of the investment of capital goods• The purpose of the investment of capital

goods• Value of the investment of capital goods

realised in the last fiscal year Note: Should be disclosed if the

company has no investments in capital goods realised.

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7 Informasi perbandingan antara target pada awal tahun buku dengan hasil yang dicapai (realisasi), dan target atau proyeksi yang ingin dicapai untuk satu tahun mendatang mengenai pendapatan, laba, dan lainnya yang dianggap penting bagi perusahaan. Information about the comparison between the target at the beginning of the fiscal year with the results achieved (realisation), and the target or projected to be achieved for the coming year regarding revenue, earnings, capital structure, or others that are considered important for the company.

Informasi memuat antara lain:Perbandingan antara target pada awal tahun buku dengan hasil yang dicapai (realisasi) Target atau proyeksi yang ingin dicapai dalam 1 (satu) tahun mendatang.

Information should include:The comparison between the target at the beginning of the fiscal year with the results achieved (realisation) The target or projected to be achieved forthe coming year (at least 1 year).

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8 Informasi dan fakta material yang terjadi setelah tanggal laporan akuntan.Material Information and facts that occurred after the date of the accountant’s report (subsequent events).

Uraian kejadian penting setelah tanggal laporan akuntan termasuk dampaknya terhadap kinerja dan risiko usaha di masa mendatang.Catatan: apabila tidak ada kejadian penting setelah tanggal laporan akuntan, agar diungkapkan.

Description of important events after the date of the accountant’s report including their impact on performance and business risks in the future.Note: should be disclosed if there are no significant events after the date of accountant report.

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9 Uraian tentang prospek usaha perusahaan.Description of the company’s business prospects.

Uraian mengenai prospek perusahaan dikaitkan dengan industri dan ekonomi secara umum disertai data pendukung kuantitatif dari sumber data yang layak dipercaya.

Description on the company’s prospects regarding industry and economy in general, accompanied with supporting quantitative data from reliable data sources.

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10 Uraian tentang aspek pemasaran.Information on marketing aspects.

Uraian tentang aspek pemasaran atas produk dan/atau jasa perusahaan, antara lain strategi pemasaran dan pangsa pasar.

Information regarding the marketing of the company’s products and services, among others concerning the market segment

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11 Uraian mengenai kebijakan dividen dan jumlah dividen kas per saham dan jumlah dividen per tahun yang diumumkan atau dibayar selama 2 (dua) tahun buku terakhir.

Description regarding the dividend policy and the date and amount of cash dividend per share and amount of dividend per year as announced or paid during the past two (2) years.

Memuat uraian mengenai:• Kebijakan pembagian dividen• Total dividen yang dibagikan• Jumlah dividen kas per saham• Payout ratio• Tanggal pengumuman dan pembayaran

dividen kas. Untuk masing-masing tahun

Catatan: apabila tidak ada pembagian dividen, agar diungkapkan alasannya.

Contains description on:• Dividen policy• Amount of dividend• Cash dividend per share• Pay-out ratio• The announcement date of cash dividen

payment for each year

Note: if there is no dividend payment, disclose the reasons for not making a dividend payment.

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12 Program kepemilikan saham oleh karyawan dan/atau manajemen yang dilaksanakan perusahaan (ESOP/MSOP) yang masih ada sampai tahun buku.Management and/or Employee Stock Ownership Program implemented by the company (ESOP/MSOP)

Memuat uraian mengenai:• Jumlah saham ESOP/MSOP dan

realisasinya• Jangka waktu• Persyaratan karyawan dan/atau

manajemen yang berhak• Harga exercise Catatan: apabila tidak memiliki program

dimaksud, agar diungkapkan.

Contains description on:• Amount of ESOP/MSOP shares• and the realisation• Time periode• Requirements of rightful employee and/

or management• Exercise price Note: should be disclosed if there is no

such program.

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13 Realisasi penggunaan dana hasil penawaran umum (dalam hal perusahaan masih diwajibkan menyampaikan laporan realisasi penggunaan dana).Use of proceeds from the public offering (in the event that the company is still obligated to report such use of proceeds).

Memuat uraian mengenai:• Total perolehan dana• Rencana penggunaan dana• Rincian penggunaan dana• Saldo dana• Tanggal persetujuan RUPS/RUPO atas

perubahan penggunaan dana (jika ada)

Catatan: apabila tidak memiliki informasi realisasi penggunaan dana hasil penawaran umum, agar diungkapkan.

Contains information on:• Total funds obtained• Plan for funds utilisation• Details of funds utilisation• Remaining balance of funds• Date of General Meeting of Shareholder

(or Bondholder) approval on change in the funds utilisation plan (if any)

Note: should be disclosed if does not have information regarding utilization realisation of public offering result fund

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14 Informasi transaksi material yang mengandung benturan kepentingan dan/ atau transaksi dengan pihak afiliasi.Information on material transactions with conflict of interest and/or transactions with related parties.

Memuat uraian mengenai:• Nama pihak yang bertransaksi dan sifat

hubungan afiliasi • Penjelasan mengenai kewajaran

transaksi• Alasan dilakukannya transaksi• Realisasi transaksi pada periode tahun

buku terakhir• Kebijakan perusahaan terkait dengan

mekanisme review atas transaksi• Pemenuhan peraturan dan ketentuan

terkait

Catatan: apabila tidak mempunyai transaksi dimaksud, agar diungkapkan.

Contains information on:• Name of the transacting parties and

nature of related parties• A description of the fairness of the

transaction• Reason for the transaction• Realisation of transactions during the

period• Company policies regarding the review

mechanism on the transactions• Compliance with related rules and

regulations Note: should be disclosed if there are no

such transactions.

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15 Uraian mengenai perubahan peraturan perundang-undangan terhadap perusahaan pada tahun buku terakhir.Description of changes in regulation which have a significant effect on the company.

Uraian memuat antara lain:• Nama peraturan perundangundangan

yang mengalami perubahan• Dampaknya (kuantitatif dan/atau

kualitatif) terhadap perusahaan (jika signifikan) atau pernyataan bahwa dampaknya tidak signifikan.

Catatan: apabila tidak terdapat perubahan peraturan perundangundangan pada tahun buku terakhir, agar diungkapkan.

Descprition should contain:• Name of legislation that is changed

• Impact (quantitatively and/or qualitatively) to the company (if significant) or statement that the impact is insignificant

Note: should be disclosed if there is no changes in legislation within the last fiscal year

174

16 Uraian mengenai perubahan kebijakan akuntansi yang diterapkan perusahaan pada tahun buku terakhir.Description of changes in the accounting policy.

Uraian memuat antara lain:• Perubahan kebijakan akuntansi;• Alasan perubahan kebijakan akuntansi;

dan• Dampaknya secara kuantitatif terhadap

laporan keuangan. Catatan: apabila tidak terdapat

perubahan kebijakan akuntansi pada tahun buku terakhir, agar diungkapkan.

Description should contain:• Changes of accounting policies;• Reasons for the change of accounting

policy; and• Quantitative impact to the financial

report. Note: should be disclosed if there is no

changes in accounting policy within the last fiscal year

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17 Informasi kelangsungan usaha.Information of Business continuity.

Pengungkapan informasi mengenai:• Hal-hal yang berpotensi berpengaruh

signifikan terhadap kelangsungan usaha perusahaan pada tahun buku terakhir

• Assessment manajemen atas hal hal pada angka 1

• Asumsi yang digunakan manajemen dalam melakukan assessment

Catatan: apabila tidak terdapat hal-hal yang berpotensi berpengaruh signifikan terhadap kelangsungan usaha perusahaan pada tahun buku terakhir, agar diungkapkan asumsi yang mendasari manajemen dalam meyakini bahwa tidak terdapat hal-hal yang berpotensi berpengaruh signifikan terhadap kelangsungan usaha perusahaan pada tahun buku terakhir.

Disclosure about:• Issues with significant potential to affect

company’s business continuity in the last fiscal year

• Management assessment on issues in number 1

• Assumptions used by management in doing assessment

Notes: if there are no issues of significant potential to affect business continuity in the last fiscal year, should be disclosed underlying assumption which is used by management to assure that there are no issues of significant potential to affect business continuity in the last fiscal year.

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VI Good Corporate Governance

1 Uraian Dewan Komisaris.Information on the Board of Commissioners.

Uraian memuat antara lain:• Uraian tanggung jawab Dewan

Komisaris• Penilaian atas kinerja masing-masing

komite yang berada di bawah Dewan Komisaris dan dasar penilaiannya

• Pengungkapan mengenai Board Charter (pedoman dan tata tertib kerja Dewan Komisaris).

The information should contain:• Description of the responsibility of the

Board of Commissioners.• Assessment of the performance of

each committee under the Board of Commissioners and the basis of its assessment.

• Disclosing the Board Charter (guidance and work procedure of the Board of Commissioners).

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2 Komisaris Independen (jumlahnya minimal 30% dari total Dewan Komisaris).Information about Independent Commissioner

Meliputi antara lain:• Kriteria penentuan Komisaris

Independen• Pernyataan tentang independensi

masing masing Komisaris Independen.

The information should contain:• The criteria of Independent

Commissioner• Statement about the independency of

each Independent Commissioner.

210

3 Uraian Direksi.Information on the Board of Directors

Uraian memuat antara lain:• Ruang lingkup pekerjaan dan tanggung

jawab masing-masing anggota Direksi• Pengungkapan mengenai Board

Charter (pedoman dan tata tertib kerja Direksi)

The information should include:• Scope of work and responsibility of

each member of the Board of Directors• Disclosing the Board Charter (guidance

and work procedure of the Board of Directors)

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4 Penilaian Penerapan GCG untuk tahun buku 2018 yang meliputi paling kurang aspek Dewan Komisaris dan Direksi.Assessment GCG implementation in 2018 fiscal year on members of the Board of Commissioners and Board of Directors.

Memuat uraian mengenai:• Kriteria yang digunakan dalam

penilaian• Pihak yang melakukan penilaian• Skor penilaian masing-masing kriteria• Rekomendasi hasil penilaian• Alasan belum/tidak diterapkannya

rekomendasi Catatan: apabila tidak ada penilaian

penerapan GCG untuk tahun buku 2018, agar diungkapkan.

Description should contain:• Criteria used in the assessment

• Party who performs the assessment• Assessment result for each criteria• Assessment result recommendation• Reasons for not yet/not implemented

recommendation Note: should be disclosed if there is no

GCG implementation in 2018 fiscal year.

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5 Uraian mengenai kebijakan remunerasi bagi Dewan Komisaris dan Direksi.Description of the remuneration policy for the Board of Directors that is related to the company performance.

Mencakup antara lain:• Pengungkapan prosedur pengusulan

sampai dengan penetapan remunerasi Dewan Komisaris

• Pengungkapan prosedur pengusulan sampai dengan penetapan remunerasi Direksi

• Struktur remunerasi yang menunjukkan komponen remunerasi dan jumlah nominal per komponen untuk setiap anggota Dewan Komisaris

• Struktur remunerasi yang menunjukkan komponen remunerasi dan jumlah nominal per komponen untuk setiap anggota Direksi

• Pengungkapan indikator untuk penetapan remunerasi Direksi

• Pengungkapan bonus kinerja, bonus non kinerja, dan/atau opsi saham yang diterima setiap anggota Dewan Komisaris dan Direksi (jika ada)

Catatan: apabila tidak terdapat bonus kinerja, bonus non kinerja, dan opsi saham yang diterima setiap anggota Dewan Komisaris dan Direksi, agar diungkapkan.

Includes among others:• Board of Commissioners Remuneration

procedures

• Board of Directors Remuneration procedures

• Remuneration structure, disclosing the type and amount of short-term and long-term compensation/post service benefits for each member of the Board of Commissioners

• Remuneration structure, disclosing the type and amount of short-term and long-term compensation/post service benefits for each member of the Board of Directors

• Performance indicators to determine the remuneration of the Board of Directors

• Performance bonus, nonperformance bonus, and/or stock options received by the Board of Commissioners and the Board of Directors disclosure (if any)

Note: should be disclosed if there is no performance bonus, nonperformance bonus, and stock options received by the Board of Commissioners and the Board of Directors.

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6 Frekuensi dan Tingkat Kehadiran Rapat yang dihadiri mayoritas anggota pada rapat Dewan Komisaris (minimal 1 kali dalam 2 bulan), Rapat Direksi (minimal 1 kali dalam 1 bulan), dan Rapat Gabungan Dewan Komisaris dengan Direksi (minimal 1 kali dalam 4 bulan).Frequency of Boards of Commissioners meetings, Board of Director meetings, and joint meetings Board of Commissioners and Board of Directors

Informasi memuat antara lain:• Tanggal Rapat• Peserta Rapat• Agenda Rapat untuk masing-masing

rapat Dewan Komisaris, Direksi, dan rapat gabungan.

Information include:• Date of meetings• Meeting participants• Meeting Agenda for each Board of

Commissioners meetings, Board of Directors meeting and joint meetings.

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7 Informasi mengenai pemegang saham utama dan pengendali, baik langsung maupun tidak langsung, sampai kepada pemilik individu.Information regarding major and controlling shareholders, either direct or indirect, and individual shareholders.

Dalam bentuk skema atau diagram yang memisahkan pemegang saham utama dengan pemegang saham pengendali.Catatan: yang dimaksud pemegang saham utama adalah pihak yang, baik secara langsung maupun tidak langsung, memiliki sekurang-kurangnya 20% (dua puluh perseratus) hak suara dari seluruh saham yang mempunyai hak suara yang dikeluarkan oleh suatu Perseroan, tetapi bukan pemegang saham pengendali.

Presented in scheme or diagram which separates major shareholders with controlling shareholders.Note: major shareholders is a party who, direct or indirectly, owns at least 20% (twenty per cent) voting rights of all shares with voting rights issued by a Company, but not a controlling shareholders.

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8 Pengungkapan hubungan afiliasi antara anggota Direksi, Dewan Komisaris, dan Pemegang Saham Utama dan/atau pengendali.Disclosure of affiliation with other members of the Board of Commissioners and Board of Directors and major and/or controlling shareholders

Mencakup antara lain:• Hubungan afiliasi antara anggota

Direksi dengan anggota Direksi lainnya• Hubungan afiliasi antara anggota

Direksi dan anggota Dewan Komisaris• Hubungan afiliasi antara anggota

Direksi dengan Pemegang Saham Utama dan/atau Pengendali

• Hubungan afiliasi antara anggota Dewan Komisaris dengan anggota Komisaris lainnya; dan

• Hubungan afiliasi antara anggota Dewan Komisaris dengan Pemegang Saham Utama dan/atau Pengendali

Catatan: apabila tidak mempunyai hubungan afiliasi

Includes among others:• Affiliation between member of the

Board of Directors and other Board of Directors members

• Affiliation between member of the Board of Directors and Board of Commissioners members

• Affiliation between member of the Board of Directors and major and/ or controlling shareholders

• Affiliation between member of the Board of Commissioners and other Board of Commissioners Members

• Affiliation between member of the Board of Commissioners and major and/or controlling shareholders

Note: should be disclosed if there are no such affiliation.

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9 Komite AuditAudit Committee

Mencakup antara lain:• Nama, jabatan, dan periode jabatan

anggota komite audit• Riwayat pendidikan (Bidang Studi dan

Lembaga Pendidikan) dan pengalaman kerja (Jabatan, Instansi, dan Periode Menjabat) anggota komite audit

• Independensi anggota komite audit• Uraian tugas dan tanggung jawab• Uraian pelaksanaan kegiatan komite

audit pada tahun buku• Frekuensi pertemuan dan tingkat

kehadiran komite audit

Includes among others:• Name and title of the members of the

Audit Committee• Qualification of education and work

experience of Audit Committee members

• Independence of the members of the Audit Committee

• Description of tasks and responsibilities• Brief report on the activities carried out

by the Audit Committee• Frequency of meetings and the

attendance of the Audit Committee

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10 Komite Nominasi dan/atau Remunerasi.Nomination and Remuneration Committee/ Function.

Mencakup antara lain:• Nama, jabatan, dan riwayat hidup

singkat anggota komite nominasi dan/ atau remunerasi

• Independensi komite nominasi dan/ atau remunerasi

• Uraian tugas dan tanggung jawab

• Uraian pelaksanaan kegiatan komite nominasi dan/atau remunerasi pada tahun buku

• Frekuensi pertemuan dan tingkat kehadiran komite nominasi dan/atau remunerasi

• Pernyataan adanya pedoman komite nominasi dan/atau remunerasi

• Kebijakan mengenai suksesi direksi.

Includes among others:• Name, title, and brief curriculum vitae

of the members of the Nomination and/or Remuneration Committee/Function

• Independence of the members of the Nomination and/or Remuneration Committee/ Function

• Description of the tasks and responsibilities

• Activities carried out by the Nomination and/or Remuneration Committee/Function

• Frequency of meetings and the attendance rate of the Nomination and/or Remuneration Committee/ Function

• Statement about Nomination and/ or Remuneration Committee/ Function guidelines

• Board of Directors sucession policy.

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11 Komite-komite lain di bawah Dewan Komisaris yang dimiliki oleh perusahaan.Other committees of the company under the Board of Commissioners.

Mencakup antara lain:• Nama, jabatan, dan riwayat hidup

singkat anggota komite lain• Independensi komite lain• Uraian tugas dan tanggung jawab• Uraian pelaksanaan kegiatan komite

lain pada tahun buku• Frekuensi pertemuan dan tingkat

kehadiran komite lain.

Includes among others:• Name, title, and brief curriculum vitae

of the members of the committees• Independence of the members of the

committee• Description of the tasks and

responsibilities• Activities carried out by the committees• Frequency of meetings and• the attendance rate of other

committee.

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12 Uraian tugas dan Fungsi Sekretaris Perusahaan.Description of tasks and function of the Corporate Secretary.

Mencakup antara lain:• Nama, dan riwayat jabatan singkat

sekretaris perusahaan• Domisili• Uraian tugas dan tanggung jawab• Uraian pelaksanaan tugas sekretaris

perusahaan pada tahun buku.

Includes:• Name, brief curriculum vitae of

Corporate Secretary• Domicile• Duties and responsibilities• description• Duties execution of Corporate Secretary

description within the fiscal year.

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13 Uraian mengenai Unit Audit Internal.Description of Internal Audit Unit.

Mencakup antara lain:• Nama ketua Unit Audit Internal• Jumlah pegawai (Auditor Internal)

pada Unit Audit Internal• Sertifikasi sebagai profesi Audit Internal• Kedudukan Unit Audit Internal dalam

struktur perusahaan• Uraian pelaksanaan kegiatan Unit Audit

Internal pada tahun buku• Pihak yang mengangkat dan

memberhentikan Ketua Unit Audit Internal.

Includes among others:• Name of Internal Audit Unit Head• Number of employees in the Internal

Audit Unit• Certification of Internal Audit

profession• Internal Audit Unit position in

company’s structure• Duties execution of Internal Audit Unit

description within the fiscal year• Party who appoints and dismisses

Internal Audit Unit Head.

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14 Akuntan PublikPublic Accountant

Informasi memuat antara lain:• Nama dan tahun akuntan publik yang

melakukan audit laporan• keuangan tahunan selama 5 tahun

terakhir• Nama dan tahun Kantor Akuntan

Publik yang melakukan audit laporan keuangan tahunan selama 5 tahun terakhir

• Besarnya fee untuk masing masing jenis jasa yang diberikan oleh Kantor Akuntan Publik pada tahun buku terakhir

• Jasa lain yang diberikan Kantor Akuntan Publik dan akuntan public selain jasa audit laporan keuangan tahunan pada tahun buku terakhir.

The information should contain:• Name and year of service of the public

accountant who audited annual financial report for the last 5 years

• Name and year of service of the Public Accounting Firm who audited annual financial report for the last 5 years

• The amount of fees for the auditand other attestation services (in the event that such accountant provides other attestation services together with the audit)

• Other service provided by the accountant in addition to financial audit in the last fiscal year.

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15 Uraian mengenai manajemen risiko perusahaan.Description of the company’s risk management.

Mencakup antara lain:• Penjelasan mengenai sistem

manajemen risiko yang diterapkan perusahaan

• Penjelasan mengenai hasil reviu yang dilakukan atas sistem manajemen risiko pada tahun buku

• Penjelasan mengenai risiko risiko yang dihadapi perusahaan

• Upaya untuk mengelola risiko tersebut.

Includes among others:• Description of risk management

systems• Description of evaluation on the

effectiveness of risk management systems

• Description of risks faced by the company

• Efforts to manage these risks.

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16 Uraian mengenai sistem pengendalian intern.Description of internal control systems.

Mencakup antara lain:• Penjelasan singkat mengenai sistem

pengendalian intern, antara lain mencakup pengendalian keuangan dan operasional

• Penjelasan kesesuaian sistem pengendalian intern dengan kerangka yang diakui secara internasional (COSO – )

• Penjelasan mengenai hasil reviu yang dilakukan atas pelaksanaan sistem pengendalian intern pada tahun buku.

Includes among others:• Short description of the internal

control system, including financial and operational control

• Description of compatibility between the internal control system and internationally recognised internal control framework (COSO)

• Description of evaluation on the effectiveness of internal control system.

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17 Uraian mengenai corporate social responsibility yang terkait dengan lingkungan hidupDescription of corporate social responsibility activities related to environment

Mencakup antara lain informasi tentang:• Target/rencana kegiatan pada tahun

2018 yang ditetapkan manajemen• Kegiatan yang dilakukan dan dampak

kuantitatif atas kegiatan tersebut; dan terkait program lingkungan hidup yang berhubungan dengan kegiatan operasional perusahaan, seperti penggunaan material dan energi yang ramah lingkungan dan dapat didaur ulang, sistem pengolahan limbah perusahaan, mekanisme pengaduan masalah lingkungan, pertimbangan aspek lingkungan dalam pemberian kredit kepada nasabah, dan lain-lain

• Sertifikasi di bidang lingkungan yang dimiliki.

Contains information on, among others:• Goals/activity plan on the year 2018

that was established by• Management;Activities that have been

carried out and quantitative effects out of those activities; and Related to the environment program that is connected with company’s operational activities, such as energy and material utilization that is environment friendly and recyclable, company’s waste processing system, environmental issues complaint mechanism, considerations on credit grants to customer related to environmental aspects,etc.

• Environment-related certification.

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18 Uraian mengenai corporate social responsibility yang terkait dengan ketenagakerjaan, kesehatan, dan keselamatan kerja. Description of corporate social responsibility related to the workforce, work health and safety.


2018 yang ditetapkan manajemen; dan• Kegiatan yang dilakukan dan dampak

kuantitatif atas kegiatan tersebut terkait praktik ketenagakerjaan, kesehatan, dan keselamatan kerja, seperti kesetaraan gender dan kesempatan kerja, sarana dan keselamatan kerja, tingkat turnover karyawan, tingkat kecelakaan kerja, remunerasi, mekanisme pengaduan masalah ketenagakerjaan, dan lain-lain.


that was established by management;• Activities that have been carried out

and quantitative effects out of those activities related to employment, occupational health, and safety practices, such as gender equality and equal work opportunity, occupational facilities and safety, employee turnover rate, workplace accidents, remuneration, whistleblowing mechanism on employment, etc

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19 Uraian mengenai corporate social responsibility yang terkait dengan pengembangan sosial dan kemasyarakatan.Description of corporate social responsibility activities related to social and community development.


2018 yang ditetapkan manajemen• Kegiatan yang dilakukan dan dampak

atas kegiatan tersebut• Biaya yang dikeluarkan terkait

pengembangan sosial dan kemasyarakatan, seperti penggunaan tenaga kerja lokal, pemberdayaan masyarakat sekitar perusahaan, perbaikan sarana dan prasarana sosial, bentuk donasi lainnya, komunikasi mengenai kebijakan dan prosedur anti korupsi, pelatihan mengenai anti korupsi, dan lain-lain.


that was established by management • Activities that have been carried out

and effects from those activities; • Expenditure Related to social and

community development, such as the use of local workforce, empowerment of surrounding communities, reparation of social facilities and infrastructure, other forms of donations, dissemination on anti-corruption policies and procedures, training on anti-corruption, etc.

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20 Uraian mengenai corporate social responsibility yang terkait dengan tanggung jawab kepada konsumen.Description of corporate social responsibility activities related to responsibility to the consumer

Mencakup antara lain:• Target/rencana kegiatan yang pada

tahun 2018 ditetapkan manajemen, dan Kegiatan yang dilakukan dan

• dampak atas kegiatan tersebut terkait tanggung jawab produk, seperti kesehatan dan keselamatan konsumen, informasi produk, sarana, jumlah dan penanggulangan atas pengaduan konsumen, dan lain-lain.


that was established by management;• Activities that have been carried

out and effects from those activities Related to product responsibility, such as consumer’s health and safety, product information, facilities, number and response on customers’ complaints, etc.

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21 Perkara penting yang sedang dihadapi oleh perusahaan, entitas anak, serta anggota Dewan Komisaris dan anggota Direksi yang menjabat pada periode laporan tahunan.Important cases faced by the company, subsidiary, as well as members of the Board of Commissioners andthe Board of Directors who are serving in annual reportperiod.

Mencakup antara lain:• Pokok perkara/gugatan• Status penyelesaian perkara/gugatan• Risiko yang dihadapi perusahaan dan

nilai nominal tuntutan/gugatan• Sanksi administrasi yang dikenakan

kepada perusahaan, anggota Dewan Komisaris dan Direksi, oleh otoritas terkait (pasar modal, perbankan dan lainnya) pada tahun buku terakhir (atau terdapat pernyataan bahwa tidak dikenakan sanksi administrasi).

Catatan: dalam hal perusahaan, entitas anak, anggota Dewan Komisaris, dan anggota Direksi tidak memiliki perkara penting, agar diungkapkan.

Includes, among others:1. Principle case/lawsuit;2. Dispute/lawsuit settlement status;3. Risks faced by the company and

nominal value of dispute/ lawsuit; and4. Administrative sanctions imposed

to Entity, Board of Commissioners and Board of Directors members, by relevant authorities (capital market, banking, and others) on the current fiscal year (or statement confirming no imposition of administrative sanction exists).

Remark: explanation shall be given in the event that the company, subsidiaries, or member of Board of Commissioners and Board of Directors do not have any disputes.

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22 Akses informasi dan data perusahaan.Access to corporate information and data.

Uraian mengenai tersedianya akses informasi dan data perusahaan kepada publik, misalnya melalui website (dalam bahasa Indonesia dan Bahasa Inggris), media massa, mailing list, buletin, pertemuan dengan analis, dan sebagainya.

Description on the availability of access to corporate information and data to the public, for example through website, mass media, mailing list, bulletin, analyst meeting, etc

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23 Bahasan mengenai kode etik.Discussion of company code of conduct.

Memuat uraian antara lain:• Pokok-pokok kode etik• Pengungkapan bahwa kode etik

berlaku bagi seluruh level organisasi• Penyebarluasan kode etik• Sanksi untuk masing-masing jenis

pelanggaran yang diatur dalam kode etik (normatif); dan

• Jumlah pelanggaran kode etik beserta sanksi yang diberikan pada tahun buku terakhir

Catatan: apabila tidak terdapat pelanggaran kode etik pada tahun buku terakhir, agar diungkapkan.

The descriptions contain, among other:1. Code of ethics basis;2. Disclosure that the code of ethics

applies to all levels of organization;3. Dissemination of the code of ethics;4. Sanctions on each type of violations

that is regulated on the code of ethics (normative); and

5. Number of code of ethics violation with the sanctions given on current fiscal year.

Remark: explanation shall be given in the event that there is no code of ethics violation in the current fiscal year.

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24 Pengungkapan mengenai whistleblowing system.Disclosure on the whistleblowing system

Memuat uraian tentang mekanisme whistleblowing system antara lain:

• Penyampaian laporan pelanggaran• Perlindungan bagi whistleblower• Penanganan pengaduan• Pihak yang mengelola pengaduan• Jumlah pengaduan yang masuk dan

diproses pada tahun buku terakhir

• Sanksi/tindak lanjut atas pengaduan yang telah selesai diproses pada tahun buku.

Catatan: apabila tidak terdapat pengaduan yang masuk dan telah selesai diproses pada tahun buku terakhir, agar diungkapkan.

Consists of the description on whistleblowing system, i.e.:

1. Submission of violation reports;2. Whistleblower protection;3. Handling of complaints;4. Parties handling the complaints; and5. Number of complaints received and

processed in the current fiscal year; and6. Sanctions/follow up on the complaints

when the process is finished on fiscal year.

Remark: Explanation shall be given in the event that there is no complaints received and processed until finish on the current fiscal year.

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25 Kebijakan mengenai keberagaman komposisi Dewan Komisaris dan Direksi.The diversity of the Board of Commissioners and Board of Directors composition.

Uraian kebijakan tertulis Perusahaan mengenai keberagaman komposisi Dewan Komisaris dan Direksi dalam pendidikan (bidang studi), pengalaman kerja, usia, dan jenis kelamin.Catatan: apabila tidak ada kebijakan dimaksud, agar diungkapkan alasan dan pertimbangannya.

Description of the Company’s policy on composition diversity of the Board of Commissioners and Board of Directors composition on Education (field of study), work experience, age, and gender.Note: the reasons and consideration should be disclosed, if there are no such policy.

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VII Informasi Keuangan Financial Information

1 Surat Pernyataan Direksi dan/atau Dewan Komisaris tentang Tanggung Jawab atas Laporan Keuangan.Statement by the Board of Directors concerning the Responsibility of the Board of Directors on the Financial Statement

Kesesuaian dengan peraturan terkait tentang Tanggung Jawab atas LaporanKeuangan.

Compliance with regulation regarding responsibility on the Financial Statement.

393

2 Deskripsi Auditor Independen di Opini.Description of the Independent Auditor in the Opinion.

Deskripsi memuat tentang:• Nama dan tanda tangan• Tanggal Laporan Audit• Nomor ijin KAP dan nomor ijin Akuntan

Publik.

The description contains:• Name and signature• Date of the audit report; and• KAP license number and Public

Accountant license number.

395

3 Laporan keuangan yang lengkap.Comprehensive financial statement.

Memuat secara lengkap unsur-unsurlaporan keuangan:• Laporan posisi keuangan• Laporan laba rugi dan penghasilan

komprehensif lain• Laporan perubahan ekuitas• Laporan arus kas• Catatan atas laporan keuangan• Informasi komparatif mengenai periode

sebelumnya• Laporan posisi keuangan pada

awal periode sebelumnya ketika entitas menerapkan suatu kebijakan akuntansi secara retrospektif atau membuat penyajian kembali pos-pos laporan keuangan, atau ketika entitas mereklasikasi pos-pos dalam laporan keuangannya (jika relevan).

Contains all elements of the financialstatement:• Financial Position (Balance sheet)• Comprehensive Profit loss statement• Statement of changes in equity• Statement of Cash flows• Notes to the financial statement• Comparative information about

previous period• Financial position at the start of

comparative periods when the company implement retrospective application of accounting policies, or re-stated its accounts of financial statements, or re-classied the accounts of its financial statements (if relevant).

390

4 Perbandingan tingkat profitabilitas.Comparison of profitability.

Perbandingan kinerja/laba (rugi) tahun berjalan dengan tahun sebelumnya.

Comparison of profit (loss) from operations for the year by the previous year.

14

5 Laporan Arus Kas.Cash Flow Report.

Memenuhi ketentuan sebagai berikut: Pengelompokan dalam tiga kategori aktivitas: operasi, investasi, dan pendanaan

• Penggunaan metode langsung (direct method) untuk melaporkan arus kas dari aktivitas operasi

• Pemisahan penyajian antara penerimaan kas dan atau pengeluaran kas selama tahun berjalan pada aktivitas operasi, investasi dan pendanaan

• Pengungkapan transaksi non kas harus dicantumkan dalam catatan atas laporan keuangan

Meets the following provisions:• Grouped into three categories of activity:

operational activity, investment, and funding

• Uses a direct method reporting for cash flows for operational activity

• Separating the presentation between cash receipt and or cash expended during the current year for operational, investment, and funding activities

• Disclosing activities that do not influence the cash flow

400

6 Ikhtisar Kebijakan Akuntansi.Summary of Accounting Policy.

Meliputi sekurang-kurangnya:• Pernyataan kepatuhan terhadap SAK• Dasar pengukuran dan penyusunan

laporan keuangan• Pajak penghasilan• Imbalan kerja• Instrumen Keuangan

Includes at least:• Statement of compliance to Financial

Accounting Standard• Basis for the measurement and

preparation of financial statements• Income tax• Work compensation• Financial instruments

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7 Pengungkapan transaksi pihak berelasi.Disclosure on transaction with related parties.

Hal-hal yang diungkapkan antara lain:• Nama pihak berelasi, serta sifat dan

hubungan dengan pihak berelasi• Nilai transaksi beserta persentasenya

terhadap total pendapatan dan beban terkait

• Jumlah saldo beserta persentasenya terhadap total aset atau liabilitas terkait

Disclosure of, among others:• Name of related party, and nature of

relation with related party• Amount of transaction and its

percentage to total related revenues and expenses

• Total balance of transaction and its percentage to total assets or liabilities

409, 442

8 Pengungkapan yang berhubungan dengan perpajakan.Disclosure related to taxation.

Hal-hal yang harus diungkapkan:• Rekonsiliasi fiskal dan perhitungan

beban pajak kini• Penjelasan hubungan antara beban

(penghasilan) pajak dan laba akuntansi• Pernyataan bahwa Laba Kena Pajak

(LKP) hasil rekonsiliasi dijadikan dasar dalam pengisian SPT Tahunan PPh Badan tahun 2016

• Rincian aset dan liabilitas pajak tangguhan yang diakui pada laporan posisi keuangan untuk setiap periode penyajian, dan jumlah beban (penghasilan) pajak tangguhan yang diakui pada laporan laba rugi apabila jumlah tersebut tidak terlihat dari jumlah aset atau liabilitas pajak tangguhan yang diakui pada laporan posisi keuangan

• Pengungkapan ada atau tidak ada sengketa pajak.

Issues that should be disclosed:• Fifiscal reconciliation andcalculation of current tax• Explanation on the relation between

tax expenses (benefit) and accounting/book profit

• Statement that the amount of Taxable Profit as calculated through reconciliation is in accordance with the Tax Return

• Details of deferred tax assets and liabilities recognised on the financial position (balance sheet) for each reporting period, and the amount of deferred tax expenses (benefit) recognised in the profit/ loss statement in the event that the amount is not recognisable from the amount of deferred tax assets and liabilities presented on the financial position (balance sheet)

• Disclosure of whether or not there is a tax dispute.

436

9 Pengungkapan yang berhubungan dengan aset tetap.Disclosure related to Fifixed Assets.

Hal-hal yang harus diungkapkan:• Metode penyusutan yang digunakan• Uraian mengenai kebijakan akuntansi

yang dipilih antara model revaluasi dan model biaya

• Metode dan asumsi signifikan yang digunakan dalam mengestimasi nilai wajar aset tetap (untuk model revaluasi) atau pengungkapan nilai wajar aset tetap (untuk model biaya)

• Rekonsiliasi jumlah tercatat bruto dan akumulasi penyusutan aset tetap pada awal dan akhir periode dengan menunjukkan: penambahan, pengurangan dan reklasikasi.

Issues that should be disclosed:• Depreciation method used• Description of the selected accounting

policies between the revaluation model and cost model

• The methods and significant assumptions used in estimating the fair value of fixed assets (revaluation model) or disclosure of the fair value of fixed assets (cost model)

• Reconciliation of the gross book value and accumulated depreciation of fixed assets at the beginning and end of the reporting period, showing any addition, reduction and reclassication.

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10 Pengungkapan yang berhubungan dengan segmen operasi.Disclosures relating to operating segment.

Hal-hal yang harus diungkapkan:• Informasi umum yang meliputi

faktor-faktor yang digunakan untuk mengidentikasi segmen yang dilaporkan

• Informasi tentang laba rugi, aset, dan liabilitas segmen yang dilaporkan

• Rekonsiliasi dari total pendapatan segmen, laba rugi segmen yang dilaporkan, aset segmen, liabilitas segmen, dan unsur material segmen lainnya terhadap jumlah terkait dalam entitas

• Pengungkapan pada level entitas, yang meliputi informasi tentang produk dan/atau jasa, wilayah geografis dan pelanggan utama.

Issues that should be disclosed:• General information which includes the

factors used to identify segments that are reported

• Information about income, assets, and liabilities of the reported segment

• Reconciliation of total segment revenues, reported segment profit or loss, segment assets, segment liabilities and other segment material elements to the related number of the entity

• Disclosures at entity level, which includes information about products and/or services, geographic areas and major customers.

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11 Pengungkapan yang berhubungan dengan Instrumen Keuangan.Disclosures relating to Financial Instruments.

Hal-hal yang harus diungkapkan:• Rincian instrumen keuangan yang

dimiliki berdasarkan klasifikasinya• Nilai wajar dan hirarkinya untuk setiap

kelompok instrumen keuangan• Penjelasan risiko yang terkait dengan

instrumen keuangan: risiko pasar, risiko kredit dan risiko likuiditas

• Kebijakan manajemen risiko• Analisis risiko yang terkait dengan

instrumen keuangan secara kuantitatif.

Issues that should be disclosed:• The Detail of financial instruments

based on the classication• The fair value of each class of financial

instruments• Risk management policy• Explanation of the risks associated with

financial instruments: market risk, credit risk and liquidity risk

• Risk analysis related to financial instruments quantitatively.

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12 Penerbitan laporan keuangan.Publication of financial statements.

Hal-hal yang diungkapkan antara lain:• Tanggal laporan keuangan diotorisasi

untuk terbit• Pihak yang bertanggung jawab

mengotorisasi laporan keuangan.

Issues to be disclosed include:• The date that the financial statements is

authorised to be published• The party responsible to authorise the

published financial statements.

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Laporan Keuangan AuditedAudited Financial Report

PT Pertamina EP Cepu

Laporan keuangan tanggal 31 Desember 2018 dan untuk tahun yang berakhir pada tanggal tersebut beserta laporan auditor independen/ Financial statements as of December 31, 2018 and

for the year then ended with independent auditors’ report Financial statements as of December 31, 2017 and

The original financial statements included herein

are in the Indonesian language.

PT PERTAMINA EP CEPU

LAPORAN KEUANGAN TANGGAL 31 DESEMBER 2018 DAN UNTUK TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT BESERTA LAPORAN AUDITOR INDEPENDEN

FINANCIAL STATEMENTS

AS OF DECEMBER 31, 2018 AND FOR THE YEAR THEN ENDED

WITH INDEPENDENT AUDITORS’ REPORT

Daftar Isi/Table of Contents Lampiran/Schedule

Laporan Auditor Independen Independent Auditors’ Report Laporan Posisi Keuangan ............................................... 1 ....................................... Statement of Financial Position Laporan Laba Rugi dan Statement of Profit or Loss and Penghasilan Komprehensif Lain .............................. 2 ................................. Other Comprehensive Income Laporan Perubahan Ekuitas ............................................ 3 ...................................... Statement of Changes in Equity Laporan Arus Kas ........................................................... 4 ................................................ Statement of Cash Flows Catatan Atas Laporan Keuangan .................................... 5 ................................... Notes to the Financial Statements

***************************


Lampiran 1 Schedule

The original financial statements included herein are in the Indonesian language.

LAPORAN POSISI KEUANGAN TANGGAL 31 DESEMBER 2018 (Disajikan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain)

STATEMENT OF FINANCIAL POSITION

AS OF DECEMBER 31, 2018 (Expressed in thousands of US Dollars,

unless otherwise stated)

Catatan/ Notes 2018 2017

ASET ASSETS ASET LANCAR CURRENT ASSETS Kas dan setara kas 5 472.980 229.042 Cash and cash equivalents Piutang usaha 6 485.202 415.222 Trade receivables Piutang lain-lain 7 5.379 4.940 Other receivables Persediaan 24.581 23.771 Inventories Uang muka dan beban dibayar di muka 2.132 997 Advances and prepayments

Jumlah Aset Lancar 990.274 673.972 Total Current Assets

ASET TIDAK LANCAR NON-CURRENT ASSETS Pajak Pertambahan Nilai (PPN) Reimbursable Value Added Tax yang dapat ditagihkan kembali 12a 31.195 43.160 (VAT) Aset minyak dan gas bumi 8 1.944.222 1.871.886 Oil and gas properties Aset tidak lancar lainnya 27.203 19.004 Other non-current assets

Jumlah Aset Tidak Lancar 2.002.620 1.934.050 Total Non-current Assets

JUMLAH ASET 2.992.894 2.608.022 TOTAL ASSETS

LIABILITAS DAN EKUITAS LIABILITIES AND EQUITY LIABILITAS LIABILITIES LIABILITAS JANGKA PENDEK CURRENT LIABILITIES Utang usaha 9 38.256 66.948 Trade payables Utang lain-lain 10 7.954 61.813 Other payables Uang muka pelanggan - 5.812 Advance from customer Beban masih harus dibayar 11 53.130 13.390 Accrued expenses Pinjaman pemegang saham - Shareholder loan - bagian jangka pendek 20d 173.315 207.979 current portion Utang pajak 12b 199.203 145.431 Taxes payable

Jumlah Liabilitas Jangka Pendek 471.858 501.373 Total Current Liabilities

LIABILITAS JANGKA PANJANG NON-CURRENT LIABILITIES Pinjaman pemegang saham - Shareholder loan - dikurangi bagian jangka pendek 20d 346.631 623.935 net of current portion Kewajiban pajak tangguhan 12e 363.576 323.739 Deferred tax liabilities Liabilitas imbalan kerja 347 176 Employee benefits liability Provision for decommissioning Provisi pembongkaran dan restorasi 13 73.121 32.754 and site restoration

Jumlah Liabiliitas Jangka Panjang 783.675 980.604 Total Non-current Liabilities

JUMLAH LIABILITAS 1.255.533 1.481.977 TOTAL LIABILITIES

EKUITAS EQUITY Modal saham Share capital Modal dasar - 2.000 saham Authorised - 2,000 shares Rp1.000.000 per saham at par value of Rp1,000,000 (nilai penuh) each (full amount) Modal ditempatkan dan Issued and paid-up disetor - 500 saham 14 49 49 capital - 500 shares Laba ditahan 1.737.312 1.125.996 Retained earnings

JUMLAH EKUITAS 1.737.361 1.126.045 TOTAL EQUITY

JUMLAH LIABILITAS DAN EKUITAS 2.992.894 2.608.022 TOTAL LIABILITIES AND EQUITY

Catatan atas laporan keuangan terlampir merupakan bagian

yang tidak terpisahkan dari laporan keuangan secara keseluruhan.

The accompanying notes to the financial statements form an integral part of these financial

statements taken as a whole.


Lampiran 2 Schedule


LAPORAN LABA RUGI DAN PENGHASILAN KOMPREHENSIF LAIN UNTUK TAHUN YANG BERAKHIR PADA TANGGAL 31 DESEMBER 2018 (Disajikan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain)

STATEMENT OF PROFIT OR LOSS AND OTHER COMPREHENSIVE INCOME

FOR THE YEAR ENDED DECEMBER 31, 2018

(Expressed in thousands of US Dollars, unless otherwise stated)

Catatan/ Notes 2018 2017

PENDAPATAN USAHA 17 1.779.008 1.328.939 REVENUE BEBAN USAHA OPERATING EXPENSES Beban eksplorasi - (3.592) Exploration expenses Beban produksi 18a (214.325) (210.176) Production expenses Beban umum General and dan administrasi 18b (27.063) (14.376) administrative expenses Beban keuangan 19 (47.835) (57.950) Finance costs Pendapatan keuangan 3.223 736 Finance income Pendapatan lain-lain, neto 18c 1.830 59.023 Other income, net

JUMLAH BEBAN USAHA (284.170) (226.335) TOTAL OPERATION EXPENSE

LABA SEBELUM BEBAN PAJAK PROFIT BEFORE INCOME PENGHASILAN 1.494.838 1.102.604 TAX EXPENSE BEBAN PAJAK PENGHASILAN, NETO 12c (652.438) (440.399) INCOME TAX EXPENSE, NET

LABA TAHUN BERJALAN 842.400 662.205 PROFIT FOR THE YEAR PENGHASILAN/(RUGI) OTHER COMPREHENSIVE KOMPREHENSIF LAIN INCOME/(LOSS) Pos yang tidak akan direklasifikasi Item not to be reclassified to ke laba rugi dalam periode profit or loss in subsequent berikutnya (neto setelah pajak) periods (net of tax) Pengukuran kembali atas liabilitas Remeasurement of net defined imbalan pasti neto 688 (475) benefits liability

PENGHASILAN/(RUGI) KOMPREHENSIF OTHER COMPREHENSIVE LAIN, NETO SETELAH PAJAK 688 (475) INCOME/(LOSS), NET OF TAX

JUMLAH PENGHASILAN TOTAL COMPREHENSIVE KOMPREHENSIF TAHUN BERJALAN 843.088 661.730 INCOME FOR THE YEAR

Catatan atas laporan keuangan terlampir merupakan bagian yang tidak terpisahkan dari laporan keuangan secara

keseluruhan.


statements taken as a whole.


Lampiran 3 Schedule


LAPORAN PERUBAHAN EKUITAS UNTUK TAHUN YANG BERAKHIR PADA TANGGAL 31 DESEMBER 2018 (Disajikan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain)

STATEMENT OF CHANGES IN EQUITY FOR THE YEAR ENDED

DECEMBER 31, 2018 (Expressed in thousands of US Dollars,


Modal ditempatkan dan disetor/ Jumlah Issued and Saldo laba/ ekuitas/ Catatan/ paid-up Retained Total Notes capital earnings equity

Saldo 1 Januari 2017/ Balance as of January 1, 2017/ 31 Desember 2016 49 487.223 487.272 December 31, 2016 Pembagian dividen 15 - (22.957) (22.957) Dividends declared Pengukuran kembali atas liabilitas Remeasurement of net defined imbalan pasti neto - (475) (475) benefits liability Laba tahun berjalan - 662.205 662.205 Profit for the year

Saldo 31 Desember 2017 49 1.125.996 1.126.045 Balance as of December 31, 2017 Pembagian dividen 15 - (231.772) (231.772) Dividends declared Pengukuran kembali atas liabilitas Remeasurement of net defined imbalan pasti neto - 688 688 benefits liability Laba tahun berjalan - 842.400 842.400 Profit for the year

Saldo 31 Desember 2018 49 1.737.312 1.737.361 Balance as of December 31, 2018


statements taken as a whole. Catatan atas laporan keuangan terlampir merupakan bagian

yang tidak terpisahkan dari laporan keuangan secara keseluruhan.


Lampiran 4 Schedule


LAPORAN ARUS KAS UNTUK TAHUN YANG BERAKHIR PADA TANGGAL 31 DESEMBER 2018 (Disajikan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain)

STATEMENT OF CASH FLOWS FOR THE YEAR ENDED

DECEMBER 31, 2018 (Expressed in thousands of US Dollars,


2018 2017

CASH FLOWS FROM OPERATING ARUS KAS DARI AKTIVITAS OPERASI ACTIVITIES Penerimaan kas dari pelanggan 402.514 795.787 Cash receipts from customers Penerimaan kas dari Pertamina 2.146 24 Cash receipts from Pertamina Pembayaran kas Cash paid to suppliers kepada pemasok dan karyawan (103.334) (262.192) and employees Pembayaran pajak penghasilan (563.454) (272.403) Payments of income tax Penerimaan dari pendapatan bunga 3.223 736 Receipts of interest income Penerimaan dari pemerintah 1.047.194 44.771 Cash receipts from government

Kas neto yang diperoleh dari Net cash provided by operating aktivitas operasi 788.289 306.723 activities

ARUS KAS DARI CASH FLOWS FROM INVESTING AKTIVITAS INVESTASI ACTIVITY Pembayaran untuk perolehan Payments for acquisition of aset minyak dan gas bumi (174.121) (148.691) oil and gas properties

Kas neto yang digunakan untuk Net cash used in investing aktivitas investasi (174.121) (148.691) activity

ARUS KAS DARI AKTIVITAS CASH FLOWS FROM FINANCING PENDANAAN ACTIVITIES Pembayaran dividen (16.609) (195) Dividend payments Pembayaran pinjaman pemegang saham (311.968) - Repayments of shareholder loan Pembayaran bunga pinjaman (40.000) - Payment of interest loan

Kas neto yang digunakan untuk Net cash used in aktivitas pendanaan (368.577) (195) financing activities

KENAIKAN NETO KAS NET INCREASE IN CASH DAN SETARA KAS 245.591 157.837 AND CASH EQUIVALENTS Dampak perubahan nilai tukar atas kas Effect of exchange rate changes dan setara kas (1.653) (47) on cash and cash equivalents KAS DAN SETARA KAS PADA CASH AND CASH EQUIVALENTS AT AWAL TAHUN 229.042 71.252 THE BEGINNING OF THE YEAR

KAS DAN SETARA KAS PADA CASH AND CASH EQUIVALENTS AT AKHIR TAHUN 472.980 229.042 THE END OF YEAR

Catatan atas laporan keuangan terlampir merupakan bagian yang tidak terpisahkan dari laporan keuangan

secara keseluruhan.

The accompanying notes to the financial statements form an integral part of these financial statements taken

as a whole.


Lampiran 5/1 Schedule CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2018 (Disajikan dalam ribuan Dolar Amerika Serikat, kecuali dinyatakan lain)

NOTES TO THE FINANCIAL STATEMENTS DECEMBER 31, 2018



1. UMUM 1. GENERAL

a. Pendirian Perusahaan a. The establishment of the Company

Perusahaan didirikan berdasarkan Akta No. 5 tanggal 14 September 2005 dari Marianne Vincentia Hamdani, S.H. Akta pendirian ini telah disahkan oleh Menteri Hukum dan Hak Asasi Manusia dalam Surat Keputusan No. C-26131 HT.01.01.TH.2005 tanggal 21 September 2005 dan diumumkan dalam Tambahan Berita Negara No. 5 tanggal 17 Januari 2006.

The Company was established by virtue of Notarial Deed No. 5 dated September 14, 2005 of Marianne Vincentia Hamdani, S.H. The deed of establishment was approved by the Ministry of Law and Human Rights in Decision Letter No. C-26131.HT.01.01.TH.2005 dated September 21, 2005 and published in State Gazette No. 5 dated January 17, 2006.

Anggaran Dasar Perusahaan telah mengalami beberapa kali perubahan. Perubahan terakhir berdasarkan Akta No. 44 tanggal 30 April 2018 dari Marianne Vincentia Hamdani, S.H, tentang perubahan anggaran dasar. Perubahan tersebut telah disahkan Menteri Hukum dan Hak Asasi Manusia Republik Indonesia dengan Surat Keputusan No. AHU-AH.01.03-0214128 tanggal 8 Juni 2018.

The Company’s Articles of Association have been amended several times. The latest amendment was based on Notarial Deed No. 44 of Marianne Vincentia Hamdani, S.H., dated April 30, 2018 regarding the change in the Company’s articles of association. The amendment was approved by the Minister of Law and Human Rights of the Republic of Indonesia in Decree No. AHU-AH.01.03-0214128 dated June 8, 2018.

Komposisi Direksi Perusahaan terakhir diubah berdasarkan Akta Notaris Marianne Vincentia Hamdani, S.H., No. 4 tanggal 10 Oktober 2018.

The composition of Company’s Directors last amended by the Notarial Deed Marianne Vincentia Hamdani, S.H., No. 4 dated October 10, 2018.

Perusahaan didirikan untuk menjalankan kegiatan usaha hulu minyak dan gas bumi.

The Company was established to engage in upstream oil and natural gas activities.

b. Dewan Komisaris, Direksi dan Karyawan b. Boards of Commissioners, Directors and

Employees

Susunan dari Dewan Komisaris Perusahaan pada tanggal 31 Desember 2018 dan 2017 adalah sebagai berikut:

The composition of the Company’s Board of Commissioners as at December 31, 2018 and 2017 is as follows:

2018 2017

Dewan Komisaris Board of Commissioners Komisaris Utama Komisaris Komisaris Komisaris

Gandhi Sriwidodo**** Meidawati** - -

Arief Budiman* Doddy Priambodo* Denie S. Tampubolon* Iwan Faidi***

President Commissioner Commissioner Commissioner Commissioner

* Berhenti sejak 31 Januari 2018 ** Efektif sejak 31 Januari 2018 *** Berhenti sejak 31 Agustus 2018 **** Efektif sejak 31 Agustus 2018

* Resigned since January 31, 2018 ** Effective since January 31, 2018 *** Resigned since August 31, 2018 **** Effective since August 31, 2018

Susunan dari Direksi Perusahaan pada tanggal 31 Desember 2018 dan 2017 adalah sebagai berikut:

The composition of the Company’s Board of Directors as at December 31, 2018 and 2017 is as follows:

Direksi Board of Directors Direktur Utama Direktur Business Support

Jamsaton Nababan* Desandri**

President Director Director of Business Support

* Efektif sejak 14 November 2017 ** Efektif sejak 23 Januari 2017

* Effective since November 14, 2017 ** Effective since January 23, 2017






1. UMUM (lanjutan) 1. GENERAL (continued)

b. Dewan Komisaris, Direksi dan Karyawan (lanjutan)

b. Boards of Commissioners, Directors and Employees (continued)

Pada tanggal 31 Desember 2018, Perusahaan memiliki 132 karyawan tetap (2017: 141 karyawan tetap) termasuk 58 karyawan (2017: 81 karyawan) adalah karyawan Pertamina dengan status diperbantukan kepada Perusahaan (tidak diaudit).

As of December 31, 2018, the Company had 132 permanent employees (2017: 141 permanent employees) including 58 employees (2017: 81 employees) were Pertamina’s employees seconded to the Company (unaudited).

c. Domisili kantor pusat Perusahaan c. Principal address

Kantor pusat Perusahaan beralamat di Gedung Patra Jasa Office Tower Lt. 5, 6, 7 dan 13, Jl. Jend. Gatot Subroto Kav. 32-34, DKI Jakarta 12950, Indonesia.

The principal address of the Company is Patra Jasa Office Tower, 5th, 6th, 7th, 13th floors, Jl. Jend. Gatot Subroto Kav. 32-34, DKI Jakarta 12950, Indonesia.

d. SKK Migas d. SKK Migas

Berdasarkan putusan Mahkamah Konstitusi No. 36/PUU-X/2012 tertanggal 13 November 2012, sejak tanggal 13 November 2012 Badan Pelaksana Kegiatan Usaha Hulu Minyak dan Gas Bumi (“BPMIGAS”) dibubarkan sehingga tugas dan fungsinya dialihkan kepada Pemerintah Indonesia sampai diterbitkannya UU atau peraturan baru.

Based on the Constitutional Court's decision No. 36/PUU-X/2012 dated November 13, 2012, effective on November 13, 2012, Badan Pelaksana Kegiatan Usaha Hulu Minyak dan Gas Bumi (“BPMIGAS”) was dissolved and therefore its duties and functions were assigned to the Government of Indonesia until the issue of new laws or regulations.

Kementerian Energi dan Sumber Daya Mineral, berdasarkan Keputusan Menteri No. 3135 K/08/MEM/2012 dan Keputusan Menteri No. 3136 K/73/MEM 2012, tertanggal 13 November 2012, membentuk Satuan Kerja Sementara Pelaksana Kegiatan Usaha Hulu Minyak dan Gas Bumi ("SKSP MIGAS"), yang efektif sejak 13 November 2012, mengambil alih tugas, fungsi dan organisasi BPMIGAS.

The Ministry of Energy and Mineral Resources, based on Ministerial Decision No. 3135 K/08/MEM/2012 and Ministerial Decision No. 3136 K/73/MEM 2012 dated November 13, 2012, established a Temporary Working Unit for Upstream Oil and Gas Activities (“SKSP MIGAS”) effective from November 13, 2012, which assumed the duties, functions and organisation of BPMIGAS.

Berdasarkan Peraturan Presiden No. 9/2013 tertanggal 10 Januari 2013, dibentuk Satuan Kerja Khusus Pelaksanaan Kegiatan Usaha Minyak dan Gas Bumi (“SKK Migas”) menggantikan SKSP MIGAS.

Based on Presidential Regulation No. 9/2013 dated January 10, 2013, the Special Working Unit on Upstream Oil and Gas Activities (“SKK Migas”) was established to replace SKSP MIGAS.

Untuk tujuan laporan keuangan, pemakaian istilah BPMIGAS dan SKSP MIGAS yang dipakai di tahun-tahun sebelumnya diubah menjadi SKK Migas.

For the purpose of these financial statements, the terms BPMIGAS and SKSP MIGAS which were used in prior years have been changed to SKK Migas.

2. KONTRAK KERJA SAMA DENGAN SKK MIGAS 2. PRODUCTION SHARING CONTRACT WITH SKK

MIGAS

Pada tanggal 3 Agustus 1990, Pertamina Lama dan PT Humpuss Patragas (HPG) sebagai kontraktor memulai Technical Assistance Contract (TAC) untuk WK Cepu.

On August 3, 1990, the former Pertamina Entity and PT Humpuss Patragas (HPG) as a contractor, entered into a Technical Assistance Contract (TAC) for the Cepu Block.






2. KONTRAK KERJA SAMA DENGAN SKK MIGAS (lanjutan)

2. PRODUCTION SHARING CONTRACT WITH SKK MIGAS (continued)

Pada tahun 1997, HPG mengalihkan 49% participating interest di TAC WK Cepu kepada Ampolex (Cepu) Pte. Ltd. (Ampolex) dan pada tahun 2000 HPG mengalihkan sisa kepemilikan sebesar 51% kepada Mobil Cepu Ltd (MCL), dengan persetujuan Pertamina Lama dan Pemerintah Republik Indonesia yang diwakili oleh Menteri Energi dan Sumber Daya Mineral. TAC WK Cepu efektif berakhir pada tanggal 16 September 2005.

In 1997, HPG assigned a 49% participacing interest in the Cepu Block TAC to Ampolex (Cepu) Pte. Ltd. (Ampolex), and in 2000, HPG assigned its remaining 51% participating interest to Mobil Cepu Ltd. (MCL) with the approval of the former Pertamina Entity and the Government of the Republic of Indonesia acting through the Minister of Energy and Mineral Resources. The Cepu Block TAC was terminated on September 16, 2005.

Pada tanggal 17 September 2005 ditandatangani Kontrak Kerja Sama (”KKS”) antara SKK Migas dengan Perusahaan (50% participating interest), MCL (25,50% participating interest) dan Ampolex (24,50% participating interest) (secara bersama-sama disebut Kontraktor) untuk jangka waktu 30 tahun dari tanggal 17 September 2005 sampai dengan tanggal 16 September 2035, dan dapat diperpanjang sesuai dengan peraturan yang berlaku.

On September 17, 2005, a Production Sharing Contract (”PSC”) was signed between SKK Migas and the Company (50% participating interest), MCL (25.50% participating interest) and Ampolex (24.50% participating interest) (collectively referred to as the Contractors) for a period of 30 years from September 17, 2005 until September 16, 2035, and extendable in accordance with the applicable regulations.

Pada tanggal 15 Maret 2006, para kontraktor KKS Blok Cepu menandatangani Joint Operating Agreement (JOA) untuk melaksanakan kegiatan operasional minyak dan gas bumi dengan MCL bertindak sebagai operator.

On March 15, 2006, the Cepu Block PSC contractors entered into a Joint Operating Agreement (JOA) to conduct oil and natural gas operations with MCL as the Operator.

Sesuai dengan Pasal 19 dari JOA, beban masa lalu yang terjadi di masa TAC WK Cepu merupakan bagian dari pengembalian biaya operasi dalam KKS Blok Cepu dimana MCL dan Ampolex mendapatkan prioritas utama di atas semua pihak yang terlibat di dalam JOA untuk mendapatkan pengembalian beban masa lalu tersebut. Pengembalian beban masa lalu dilakukan melalui lifting oleh MCL dan Ampolex sampai dengan 50% dari jumlah lifting minyak dan gas bumi setiap tahun setelah dikurangi First Tranche Petroleum (FTP) (Catatan 2g).

In accordance with Article 19 of the JOA, prior year costs incurred under the Cepu Block TAC, are treated as part of the recoverable costs under the Cepu Block PSC, for which MCL and Ampolex have priority over all other JOA parties in the recovery of these prior years costs. The settlement of prior year costs is to be effected by MCL and Ampolex lifting up to 50% of the total liftings of crude oil and natural gas each year, after deducting First Tranche Petroleum (FTP) (Note 2g).

Di kemudian hari, MCL berubah menjadi ExxonMobil Cepu Limited (“EMCL”).

MCL subsequently changed to ExxonMobil Cepu Limited (“EMCL”).

KKS Blok Cepu mulai memproduksi minyak secara komersial pada tanggal 31 Agustus 2009.

The Cepu Block PSC commenced commercial oil production on August 31, 2009.

Berdasarkan Perjanjian Unitisasi (UA) Lapangan Jambaran dan Lapangan Tiung Biru antara Kontraktor KKS Blok Cepu dengan PT Pertamina EP (PEP) yang ditandatangani pada tanggal 14 September 2012, Perusahaan ditunjuk sebagai operator Unitisasi Lapangan Jambaran Tiung Biru (Catatan 21b).

In relation to the a Unitisation Agreement (UA) related to the Jambaran and Tiung Biru Fields between the Cepu Block PSC Contractors and PT Pertamina EP which was signed on September 14, 2012, the Company is appointed as the operator of the Jambaran Tiung Biru Unitized Field (Note 21b).

a. Wilayah Kerja a. Working area

Wilayah kerja KKS adalah wilayah dimana kontraktor dapat melaksanakan kegiatan operasi minyak dan gas bumi. Kontraktor KKS wajib mengembalikan persentase tertentu dari luas wilayah kerja yang ditentukan kepada Pemerintah melalui SKK Migas selama periode KKS. Area tersebut berada di tiga wilayah Kabupaten dan dua Provinsi, yaitu Kabupaten Bojonegoro dan Kabupaten Tuban di Provinsi Jawa Timur serta Kabupaten Blora di Provinsi Jawa Tengah.

The PSC working area is a designated area in which the contractors may conduct oil and natural gas operations. PSC contractors must return a certain percentage of the designated working area to SKK Migas on behalf of the Government during the term of the PSC. The working area is located between three Regencies and two Provinces, Bojonegoro and Tuban Regency in East Java and Blora Regency in Central Java.








b. Bagi hasil produksi minyak mentah dan gas

bumi b. Crude oil and natural gas production sharing

Bagi hasil produksi minyak antara Kontraktor dan Pemerintah ditentukan dengan menggunakan harga rata-rata tertimbang minyak mentah selama tahun yang bersangkutan sebagai berikut:

The Contractors’ and the Government’s share of the equity (profit) oil production is determined based on the annual weighted average oil price during the respective year, as follows:

Harga rata-rata tertimbang minyak mentah selama

tahun yang bersangkutan/ Crude oil annual weighted average price during the

respective year

Pemerintah diwakili oleh SKK Migas/SKK Migas

representing the Government

Kontraktor/ Contractors

Lebih dari atau sama dengan/ Greater than or equal to

(US$/bbl)

Kurang dari/ Less than (US$/bbl)

0 35 46,4286% 53,5714% 35 40 55,3572% 44,6428% 40 45 64,2858% 35,7142% 45 - 73,2143% 26,7857%

Bagi hasil produksi gas antara Kontraktor dan Pemerintah adalah, masing-masing 62,5% dan 37,5%.

The Contractors’ and the Government’s share of equity (profit) gas production is 62.5% and 37.5%, respectively.

Pembagian hasil produksi minyak dan gas bumi dihitung secara tahunan, yang merupakan jumlah liftings selama tahun yang berakhir pada tanggal 31 Desember setelah dikurangi kredit investasi, FTP dan pengembalian biaya operasi.

The share of oil and natural gas production is calculated on an annual basis, which represents the number of liftings during the year ended December 31, after deducting the investment credit, FTP and returning operating costs.

Berdasarkan Kontrak Penyesuaian Bagi Hasil antara Perusahaan dengan SKK Migas yang telah disetujui oleh Menteri Energi dan Sumber Daya Mineral yang berlaku efektif sejak 2 Januari 2014, Perusahaan mendapatkan penyesuaian bagi hasil menjadi sebesar 40% setelah tarif pajak gabungan sebesar 40,5%. Kontrak Penyesuaian Bagi Hasil tetap berlaku sepanjang persyaratan berikut ini terpenuhi: i. Kepemilikan saham Pertamina 100% dimiliki

secara langsung oleh Negara; ii. Kepemilikan saham Perusahaan tidak

mengalami perubahan atau tetap seperti pada saat Kontrak ditandatangani;

iii. Participating interest Perusahaan pada KKS Blok Cepu tidak dialihkan kepada pihak lain.

Based on a Side Contract between the Company and SKK Migas, which was approved by the Minister of Energy and Mineral Resources with an effective date of January 2, 2014, the Company’s equity oil and natural gas production share after tax at a combined tax rate of 40.5%, is 40%.The Side Contract remains effective if the following requirements are met: i. 100% of Pertamina shares are directly

owned by the Government; ii. There are no changes in the composition of

the shareholders of the Company since the effective date of the Contract;

iii. The Company’s participating interest in Cepu Block PSC is not transferred to another party.

c. Pengembalian biaya operasi c. Cost recovery

Pengembalian biaya operasi tahunan terdiri dari: i. Biaya non-kapital tahun berjalan; ii. Penyusutan biaya kapital tahun berjalan; iii. Biaya operasi tahun-tahun sebelumnya yang

belum memperoleh penggantian (unrecovered costs).

Annual cost recovery comprises: i. Current year non-capital costs; ii. Current year amortisation of capital costs; iii. Unrecovered operating costs from previous

years.

d. Kredit investasi d. Investment credit

Kontraktor memperoleh fasilitas kredit investasi sebagai penambah pengembalian biaya operasi, sebesar maksimal 15,78% dari biaya investasi kapital yang dikeluarkan untuk pengembangan fasilitas produksi minyak mentah dan gas bumi, apabila disetujui oleh SKK Migas.

The Contractors are entitled to an investment credit (entitlement to additional cost recovery) of a maximum of 15.78% of the direct capital investments required to develop crude oil and natural gas production facilities, subject to approval by SKK Migas.








e. Harga minyak mentah dan gas bumi e. Crude oil and natural gas prices

Produksi minyak mentah bagian Kontraktor dinilai dengan Harga Minyak Indonesia (Indonesian Crude Prices - ICP). Gas bumi yang dikirim kepada pihak ketiga dan pihak berelasi dinilai dengan harga yang ditetapkan dalam Perjanjian Jual Beli Gas (”PJBG”).

The Contractors’ share of crude oil production is priced at Indonesian Crude Prices (ICP). Natural gas delivered to third parties and related parties is valued based on the prices stipulated in the respective Gas Sale and Purchase Agreements (”GSPA”).

f. Domestic Market Obligation (DMO) f. Domestic Market Obligation (DMO)

Minyak Mentah Kontraktor KKS wajib memenuhi kebutuhan dalam negeri Indonesia dengan perhitungan setiap tahun sebagai berikut:

Crude Oil The PSC Contractors are required to supply the domestic market in Indonesia in accordance with the following annual calculations:

i. Mengalikan jumlah minyak mentah yang diproduksi dari wilayah kerja dengan hasil pembagian antara jumlah kebutuhan minyak mentah dalam negeri sebagai pembilang dan jumlah seluruh minyak mentah Indonesia yang diproduksi oleh seluruh perusahaan perminyakan sebagai penyebut.

ii. Menghitung 25% jumlah minyak mentah yang diproduksi dari wilayah kerja.

iii. Mengalikan jumlah minyak mentah yang lebih kecil antara hitungan (i) dan (ii) dengan persentase bagi hasil minyak mentah milik Kontraktor (Catatan 2b).

i. Multiply the total quantity of crude oil produced from the contract area by a fraction, the numerator of which is the total quantity of crude oil to be supplied and the denominator is the entire Indonesian production of crude oil of all petroleum companies.

ii. Compute 25% of the total quantity of crude oil produced from the contract area.

iii. Multiply the lower computed, either under (i) or (ii) by the percentage of the contractor’s entitlement (Note 2b).

Harga DMO untuk minyak mentah adalah harga rata-rata tertimbang dari seluruh jenis minyak mentah yang dijual oleh kontraktor KKS atau harga lain yang ditentukan dalam KKS tersebut.

The price of DMO for crude oil supplied is equal to the weighted average of all types of crude oil sold by the PSC Contractor or other price determined under the PSC.

DMO dengan ketentuan harga Penuh (100%) Pada tanggal 30 Desember 2015, Menteri Energi dan Sumber Daya Mineral mengeluarkan surat No. 10607/12/MEM.M/2015 yang memberikan DMO Fee sebesar ICP kepada Perusahaan untuk mencapai besaran bagi hasil migas setelah pajak 60% (Pemerintah): 40% (Perusahaan). Pelaksanaan penyesuaian DMO tersebut dilakukan melalui amandemen Side Contract yang ditandatangani pada tanggal 4 September 2017.

DMO with the provisions Full Price (100%) On December 30, 2015, the Minister of Energy and Mineral Resources issued letter No. 10607/12/MEM.M/2015, which provides for a DMO Fee equal to ICP to be paid to the Company in order to result in an equity split after taxes of 60% (Government): 40% (Company). The implementation of the DMO fee adjustment is being documented through an amendment of a Side Contract, which was signed on September 4, 2017.

Gas Bumi Kontraktor KKS wajib memenuhi kebutuhan dalam negeri Indonesia sebesar 25% dari total gas bumi yang diproduksi dari wilayah kerja kontraktor dikalikan dengan persentase bagi hasil Kontraktor.

Natural Gas The PSC Contractors are required to supply the domestic market in Indonesia with 25% of the total quantity of natural gas produced in the working area multiplied by the Contractor’s entitlement percentage.

Harga DMO untuk gas bumi ditentukan berdasarkan harga jual yang disepakati di dalam kontrak penjualan.

The price of DMO for natural gas is determined based on the agreed contracted sales prices.








g. First Tranche Petroleum (FTP)

g. First Tranche Petroleum (FTP)

Setiap tahun Pemerintah dan Kontraktor berhak untuk menerima sebesar masing-masing 20% dari produksi minyak dan gas bumi sebelum dikurangi dengan pengembalian biaya operasi dan kredit investasi. Pembagian hak atas FTP antara Pemerintah dan Kontraktor sama seperti pembagian hak atas minyak dan gas bumi seperti dijelaskan di dalam Catatan 2b.

The Government and the Contractors are entitled to each receive an amount equal to 20% of the total production of oil and natural gas each year before any deduction for the recovery of operating costs and investment credit. FTP is shared between the Government and the Contractors in accordance with the entitlements to production described in Note 2b.

h. Hak milik atas persediaan, perlengkapan dan

peralatan h. Ownership of materials, supplies and

equipment

Persediaan dan perlengkapan, serta peralatan yang dibeli oleh Kontraktor untuk kegiatan operasi minyak dan gas bumi adalah milik Pemerintah (dalam hal pengadaan barang impor, pada saat barang tersebut telah berada di Pelabuhan Indonesia), akan tetapi, kontraktor KKS memiliki hak untuk menggunakan persediaan, perlengkapan dan peralatan tersebut sampai dinyatakan surplus atau ditinggalkan dengan persetujuan SKK Migas.

Materials, supplies and equipment acquired by the Contractors for oil and natural gas operations belong to the Government (in the case of imports, when landed at Indonesian ports), however, the PSC Contractors have the right to utilise such materials, supplies and equipment until they are declared surplus or abandoned with the approval of SKK Migas.

i. Kewajiban pengalihan participating interest

kepada Badan Usaha Milik Daerah (BUMD) i. Obligation to assign a participating interest to

a Regional Government Company (BUMD)

Kontraktor diwajibkan untuk menawarkan pengalihan 10% dari participating interest-nya kepada BUMD yang ditunjuk oleh Pemerintah berdasarkan perjanjian komersial yang wajar.

The Contractors must offer 10% of their participating interests to a BUMD designated by the Government on the basis of a reasonable commercial agreement with the designated BUMD.

Para pihak yang berpartisipasi dalam perjanjian KKS Blok Cepu menyetujui bahwa bagian dari 10% tersebut terdiri dari 5% dari participating interest Perusahaan dan 5% dari participating interest EMCL dan Ampolex. Pada tanggal 22 Februari 2008, 10% dari participating interest tersebut telah dialihkan kepada PT Sarana Patra Hulu Cepu (SPHC), PT Blora Patragas Hulu (BPH), PT Asri Dharma Sejahtera (ADS) dan PT Petrogas Jatim Utama Cendana (PJUC) dengan porsi participating interest sebesar 1,0910%, 2,1820%, 4,4847% dan 2,2423%, sehingga participating interest Perusahaan menjadi 45%.

It has been agreed by the participating partners in the Cepu Block PSC that this 10% shall comprise a 5% participating interest assigned by the Company and a 5% participating interest assigned by EMCL and Ampolex. on February 22, 2008, the 10% participating interest has been transferred to PT Sarana Patra Hulu Cepu (SPHC), PT Blora Patragas Hulu (BPH), PT Asri Dharma Sejahtera (ADS) and PT Petrogas Jatim Utama Cendana (PJUC) with participating interests of 1.0910%, 2.1820%, 4.4847% and 2.2423%, respectively, resulted to the Company participating interest of 45%.

3. IKHTISAR KEBIJAKAN AKUNTANSI PENTING 3. SUMMARY OF SIGNIFICANT ACCOUNTING

POLICIES

Laporan keuangan Perusahaan telah diselesaikan dan disetujui untuk diterbitkan oleh Direksi Perusahaan pada tanggal 20 Februari 2019.

Kebijakan akuntansi dan pelaporan keuangan yang diterapkan oleh Perusahaan sesuai dengan standar akuntasi keuangan di Indonesia, yaitu Pernyataan Standar Akuntansi Keuangan (“PSAK”). Kebijakan akuntansi diterapkan secara konsisten oleh Perusahaan dalam penyusunan laporan keuangan untuk tanggal 31 Desember 2018 dan 2017.

The Company’s financial statements were completed and authorized for issuance by the Company’s Board of Directors on February 20, 2019.

The accounting and financial reporting policies adopted by the Company are in conformity with Indonesian financial accounting standards, which are based on Indonesian Statements of Financial Accounting Standards (“SFAS”). The accounting policies were applied consistently by the Company in the preparation of the financial statements as of December 31, 2018 and 2017.






3. IKHTISAR KEBIJAKAN AKUNTANSI PENTING (lanjutan)

3. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (continued)

a. Dasar penyusunan laporan keuangan a. Basis of financial statements preparation

Laporan keuangan disusun berdasarkan basis akrual dan dasar pengukuran dengan menggunakan biaya historis, kecuali beberapa akun tertentu yang dicatat berdasarkan pengukuran lain sebagaimana diuraikan dalam kebijakan akuntansi masing-masing akun tersebut.

The financial statements have been prepared on the accrual basis and the measurement basis used is historical cost, except for certain accounts which requires different measurement as disclosed on each accounts accounting policies.

Laporan arus kas disusun dengan menggunakan metode langsung dan mengklasifikasikan arus kas menjadi aktivitas operasi, investasi dan pendanaan.

The statement of cash flows has been prepared based on the direct method by classifying the cash flows on the basis of operating, investing and financing activities.

Laporan keuangan disajikan dalam ribuan Dolar Amerika Serikat (AS$ atau Dolar AS), mata uang fungsional dan penyajian Perusahaan, kecuali dinyatakan lain

The financial statements are presented in thousands of United States Dollars (US$ or US Dollars), which is also the Company’s functional currency, unless otherwise stated.

b. Perubahan kebijakan akuntansi dan

pengungkapan b. Changes in accounting policies and

disclosure

i. Penerapan dari standar dan interpretasi baru/revisi berikut, tidak menimbulkan perubahan besar terhadap kebijakan akuntansi Perusahaan dan efek material terhadap laporan keuangan

i. The adoption of these new/revised standards and interpretations did not result in substantial changes to the Company’s accounting policies and had no material effect on the amounts reported in the financial statements.

Standar baru, revisi terhadap standar yang telah ada dan interpretasi berikut ini, telah diterbitkan dan wajib untuk diterapkan untuk pertama kali untuk tahun buku Perusahaan yang dimulai pada atau setelah tanggal 1 Januari 2018 atau periode setelahnya. Perusahaan telah mengadopsinya tetapi tidak ada dampak signifikan terhadap bisnis Perusahaan saat ini.

The following new standards, amendments to existing standards and interpretations have been published and are mandatory for the first time adoption for the Company’s financial year beginning on January 1, 2018 or later periods. The Company has adopted them but they have no significant impact to the Company’s business.

- Amandemen PSAK 2: Laporan Arus Kas

tentang Prakarsa Pengungkapan; - Amandemen PSAK 46: Pajak Penghasilan

tentang Pengakuan Aset Pajak Tangguhan untuk Rugi yang Belum Direalisasi.

- Amendment to SFAS 2: Statement of Cash Flow on the Disclosures Initiative;

- Amendment to SFAS 46: Income Taxes on the Recognition of Deferred Tax Assets for Unrealized Losses









pengungkapan (lanjutan) b. Changes in accounting policies and

disclosure (continued)

ii. Standar baru, revisi dan interpretasi yang telah diterbitkan, namun belum berlaku efektif

ii. New standards, amendments and interpretations issued but not yet effective

Berikut ini adalah standar akuntansi yang telah disahkan oleh Dewan Standar Akuntansi Keuangan (DSAK) yang dipandang relevan terhadap pelaporan keuangan Perusahaan namun belum berlaku efektif untuk laporan keuangan 31 Desember 2018 dan untuk tahun yang berakhir pada tanggal tersebut:

The following are accounting standards issued by the Indonesian Financial Accounting Standards Board (DSAK) that are considered relevant to the financial reporting of the Company but not yet effective for financial statements as of December 31, 2018 and for the year then ended:

- ISAK 33: Transaksi valuta asing dan

imbalan di muka, yang mengklarifikasi penggunaan tanggal transaksi untuk menentukan kurs yang digunakan saat pengakuan awal dari aset, beban, atau pendapatan terkait pada saat entitas menerima atau membayar imbalan di muka dalam valuta asing.

- Amandemen PSAK 24 (2018): Imbalan Kerja. Amandemen, Kurtailmen atau Penyelesaian Program. Berlaku efektif 1 Januari 2019.

- PSAK 46 (Penyesuaian Tahunan 2018): Pajak Penghasilan. Berlaku efektif 1 Januari 2019.

- PSAK 71: Instrumen Keuangan, yang merevisi persyaratan terkait klasifikasi dan pengukuran instrumen keuangan, termasuk model kerugian kredit ekspektasian untuk menghitung penurunan nilai aset keuangan, dan persyaratan akuntansi lindung nilai secara umum yang baru. Berlaku efektif 1 Januari 2020 dengan penerapan dini diperkenankan

- IFAS 33: Foreign currency transaction and advance consideration, which clarify the use of the transaction date to determine the exchange rate used in the initial recognition of the related asset, expense, or income at the time the entity as received or paid advance consideration in the foreign currency.

- Amendment to SFAS 24 (2018): Employee Benefits. Plan Amendment, Curtailment or Settlement. Effective January 1, 2019.

- SFAS 46 (Annual Improvement 2018): Income Taxes. Effective January 1, 2019.

- SFAS 71: Financial Instruments, which revised the requirements related to the classification and measurement of financial instruments, including the expectation credit loss model for calculation of impairment of financial assets, and new general hedging accounting requirements. Effective January 1, 2020 with earlier application is permitted.

- PSAK 72: Pendapatan dari Kontrak dengan

Pelanggan yang menetapkan kerangka yang komprehensif untuk menentukan bagaimana, kapan dan berapa besar pendapatan dapat diakui. PSAK 72 menggantikan sejumlah standar akuntansi pendapatan yang ada saat ini, termasuk PSAK 23: Pendapatan, PSAK 34: Kontrak Konstruksi dan ISAK 10: Program Loyalitas Pelanggan. Berlaku efektif 1 Januari 2020 dengan penerapan dini diperkenankan

- SFAS 72: Revenue from Contracts with Customers which sets out a comprehensive framework to determine how, when and how much revenue can be recognized. SFAS 72 supersedes some current revenue accounting standards, including SFAS 23: Revenue, SFAS 34: Construction Contracts and IFAS 10: Customer Loyalty Programs. Effective January 1, 2020 with earlier application is permitted.









pengungkapan (lanjutan) b. Changes in accounting policies and

disclosure (continued)

ii. Standar baru, revisi dan interpretasi yang telah diterbitkan, namun belum berlaku efektif (lanjutan)

ii. New standards, amendments and interpretations issued but not yet effective (continued)

- PSAK 73: Sewa, berlaku efektif 1 Januari

2020 dengan penerapan dini diperkenankan khusus bagi entitas yang telah menerapkan PSAK 72 yang menetapkan prinsip pengakuan, pengukuran, penyajian, dan pengungkapan atas sewa dengan memperkenalkan model akuntansi tunggal khususnya untuk penyewa. Penyewa disyaratkan untuk mengakui aset hak-guna dan liabilitas sewa.

- SFAS 73: Lease, effective January 1, 2020 with earlier application is permitted only for entities that apply SFAS 72, which establishes the principles of recognition, measurement, presentation, and disclosure of leases by introducing a single accounting model specifically for lessee. Lessee are required to recognize right-of-use assets and lease liabilities.

- Amendemen PSAK 71: Instrumen

Keuangan tentang Fitur Percepatan Pelunasan dengan Kompensasi Negatif yang mengatur bahwa aset keuangan dengan fitur percepatan pelunasan yang dapat menghasilkan kompensasi negatif memenuhi kualifikasi sebagai arus kas kontraktual yang berasal semata dari pembayaran pokok dan bunga. Berlaku efektif 1 Januari 2020 dengan penerapan dini diperkenankan.

- Amendement of SFAS 71: Financial Instruments regarding prepayment features with negative compensation which regulates that financial assets wich prepayment features that can results negative compensation meets qualification as contractual cashflows that are solely payments of principal and interest. Effective January 1, 2020 with earlier application is permitted.

Perusahaan sedang mengevaluasi standar akuntansi tersebut dan belum menentukan dampaknya terhadap laporan keuangan.

The Company is presently evaluating and has not yet determined the effects of these accounting standards on its financial statements.

c. Transaksi dengan pihak-pihak berelasi c. Related party transactions

Perusahaan melakukan transaksi dengan pihak berelasi sesuai PSAK 7: Pengungkapan Pihak-Pihak Berelasi. Seluruh transaksi dan saldo yang material dengan pihak berelasi diungkapkan dalam catatan atas laporan keuangan.

The Company enters into transactions with related parties as defined in SFAS 7: Related Party Disclosures. All significant transactions and balances with related parties are disclosed in the notes to these financial statements.

d. Kas dan setara kas d. Cash and cash equivalents

Kas dan setara kas termasuk kas, simpanan yang sewaktu-waktu bisa dicairkan dan investasi likuid jangka pendek lainnya yang jatuh tempo dalam tiga bulan atau kurang sejak tanggal penempatan dan tidak digunakan sebagai jaminan atau tidak dibatasi penggunaannya.

Cash and cash equivalents include cash on hand, cash in banks including cash on hand, deposits held at call with banks and other short-term highly liquid investments with original and time deposits with maturity periods of three months or less at the time of placement and which are not used as collateral or are not restricted.








e. Piutang usaha dan lain-lain e. Trade and other receivables

Piutang usaha adalah jumlah tagihan dari pelanggan untuk penjualan minyak dan gas bumi yang dilakukan dalam kegiatan usaha biasa. Piutang lain-lain adalah jumlah tagihan dari pihak berelasi dan pihak ketiga untuk transaksi selain usaha.

Trade receivables are amounts due from customers for crude oil and natural gas sales in the ordinary course of business. Other receivables include amounts due from related parties and third parties for non-trade transactions.

Piutang usaha dan lain-lain pada awalnya diakui sebesar nilai wajar dan kemudian diukur pada biaya perolehan diamortisasi dengan menggunakan metode suku bunga efektif, dikurangi dengan provisi untuk penurunan nilai. Jika piutang diharapkan tertagih dalam satu tahun atau kurang (atau dalam siklus normal operasi dari bisnis jika lebih lama), piutang tersebut dikelompokkan sebagai aset lancar. Jika lebih, piutang tersebut disajikan sebagai aset tidak lancar.

Trade and other receivables are recognised initially at fair value and subsequently measured at amortised cost using the effective interest method, less a provision for impairmen. If collection is expected in one year or less (or in the normal operating cycle of the business if longer), they are classified as current assets. If more, they are presented as non-current assets.

f. Persediaan f. Inventories

Persediaan material seperti suku cadang, bahan kimia dan sebagainya, dicatat berdasarkan metode rata-rata. Persediaan material tidak termasuk persediaan usang, tidak terpakai dan lambat pergerakannya yang disajikan dalam akun aset lain-lain dan menjadi bagian dari aset tidak lancar.

Materials such as spare parts, chemicals and others are stated at average cost. Materials exclude obsolete, unusable and slow-moving materials which are recorded as part of other assets under the non-current assets section.

Penyisihan penurunan nilai persediaan usang, tidak terpakai dan lambat pergerakannya dilakukan berdasarkan analisis manajemen terhadap kondisi material tersebut pada akhir tahun.

A provision for obsolete, unusable and slow-moving materials is provided based on management’s analysis of the condition of such materials at the end of the year.

Perusahaan tidak mengakui persediaan minyak mentah dan gas bumi karena persediaan tersebut merupakan milik Pemerintah sampai minyak mentah dan gas bumi tersebut dijual.

The Company does not recognise inventories of crude oil and natural gas as such inventories remain the property of the Government until sold.

g. Instrumen keuangan g. Financial instruments

i. Aset keuangan i. Financial assets

Pengakuan awal Initial recognition

Aset keuangan diklasifikasikan sebagai aset keuangan yang diukur pada nilai wajar melalui laba rugi, pinjaman yang diberikan dan piutang, investasi dimiliki hingga jatuh tempo, aset keuangan tersedia untuk dijual, atau sebagai derivatif yang ditetapkan sebagai instrumen lindung nilai dalam lindung nilai yang efektif. Pengklasifikasian ini tergantung pada hakekat dan tujuan aset keuangan diperoleh dan ditetapkan pada saat pengakuan awal. Tidak terdapat klasifikasi aset keuangan Perusahaan sebagai aset keuangan yang dimiliki hingga jatuh tempo (HTM).

Financial assets are classified as financial assets at fair value through profit or loss, loans and receivables, held-to-maturity investments, available-for-sale financial assets, or as derivatives designated as hedging instruments in an effective hedge. The classification depends on the nature and purpose for which the asset was acquired and is determined at the time of initial recognition. The Company has not classified any of its financial assets as held to maturity (HTM).








g. Instrumen keuangan (lanjutan) g. Financial instruments (continued)

i. Aset keuangan (lanjutan) i. Financial assets (continued)

Pengakuan awal (lanjutan) Initial recognition (continued)

Aset keuangan pada awalnya diakui pada nilai wajar, dan dalam hal aset keuangan yang tidak diakui pada nilai wajar melalui laba rugi, ditambah dengan biaya transaksi yang dapat diatributasikan secara langsung.

Financial assets are recognized initially at fair value, in the case of financial assets not at fair value through profit or loss, directly attributable transaction costs are added to the fair value.

Pengukuran setelah pengakuan Subsequent measurement

Pengukuran setelah pengakuan awal atas aset keuangan bergantung pada klasifikasi sebagai berikut:

The subsequent measurement of financial assets depends on their classification as follows:

- Aset keuangan yang diukur pada nilai wajar

melalui laba rugi

Aset keuangan yang diukur pada nilai wajar melalui laba rugi termasuk aset keuangan untuk diperdagangkan dan aset keuangan yang ditetapkan pada saat pengakuan awal untuk diukur pada nilai wajar melalui laba rugi.

- Financial assets at fair value through profit or loss

Financial assets at fair value through

profit or loss include financial assets held for trading and financial assets designated upon initial recognition at fair value through profit or loss.

- Pinjaman yang diberikan dan piutang

Pinjaman yang diberikan dan piutang adalah aset keuangan non derivatif dengan pembayaran tetap atau telah ditentukan, yang tidak mempunyai kuotasi di pasar aktif.

- Loans and receivables

Loans and receivables are non-derivative financial assets with fixed or determinable payments that are not quoted in an active market.

- Aset keuangan tersedia untuk dijual

Aset keuangan tersedia untuk dijual adalah aset keuangan nonderivatif yang ditetapkan sebagai tersedia untuk dijual atau yang tidak diklasifikasikan dalam dua kategori sebelumnya. Setelah pengukuran awal, aset keuangan tersedia untuk dijual diukur dengan nilai wajar dengan keuntungan atau kerugian yang belum terealisasi diakui dalam ekuitas sampai investasi tersebut dihentikan pengakuannya. Pada saat itu, keuntungan atau kerugian kumulatif yang sebelumnya diakui dalam ekuitas akan direklasifikasi ke laporan laba rugi dan penghasilan komprehensif lain sebagai penyesuaian reklasifikasi.

- Available-for-sale (AFS) financial assets

AFS financial assets are non-derivative financial assets that are designated as available-for-sale or are not classified in any of the two preceding categories. After initial measurement, AFS financial assets are measured at fair value with unrealized gains or losses recognized in equity until the investment is derecognized. At that time, the cummulative gain or loss previously recognized in equity is reclassified to the statements of profit and loss and other comprehensive income as a reclassification adjustment.









i. Aset keuangan (lanjutan) i. Financial assets (continued)

Penghentian pengakuan Derecognition

Penghentian pengakuan atas suatu aset keuangan, atau, bila dapat diterapkan untuk bagian dari aset keuangan atau bagian dari kelompok aset keuangan serupa, terjadi bila:

A financial asset, or where applicable, a part of a financial asset or part of a group of similar financial assets, is derecognized when:

- hak kontraktual atas arus kas yang berasal

dari aset keuangan tersebut berakhir; atau - the contractual rights to receive cash

flows from the asset have expired; or

- Perusahaan telah mengalihkan hak untuk menerima arus kas yang berasal dari aset keuangan tersebut atau menanggung kewajiban untuk membayar arus kas yang diterima tersebut tanpa penundaan yang signifikan kepada pihak ketiga melalui suatu kesepakatan penyerahan dan (a) Perusahaan secara substansial memindahkan seluruh risiko dan manfaat atas kepemilikan aset keuangan tersebut, atau (b) Perusahaan secara substansial tidak memindahkan dan tidak memiliki seluruh risiko dan manfaat atas kepemilikan aset keuangan tersebut, namun telah memindahkan pengendalian atas aset keuangan tersebut.

- the Company has transferred its rights to receive cash flows from the asset or has assumed an obligation to pay the received cash flows in full without material delay to a third party under a “pass-through” arrangement, and either (a) the Company has transferred substantially all the risks and rewards of the financial asset, or (b) the Company has neither transferred nor retained substantially all the risks and rewards of the asset, but has transferred control of the asset.

ii. Liabilitas keuangan ii. Financial liabilities

Pengakuan awal Initial recognition

Liabilitas keuangan diklasifikasikan sebagai liabilitas keuangan yang diukur pada nilai wajar melalui laba rugi dan liabilitas keuangan lainnya. Perusahaan menentukan klasifikasi liabilitas keuangan pada saat pengakuan awal.

Financial liabilities are classified as financial liabilities at fair value through profit or loss and other financial liabilities. The Company determines the classification of its financial liabilities at initial recognition.

Liabilitas keuangan pada awalnya diukur pada nilai wajar dan, dalam hal liabilitas keuangan yang diukur dengan biaya perolehan diamortisasi, ditambah biaya transaksi yang dapat diatribusikan secara langsung.

Financial liabilities are recognized initially at fair value and, in the case of financial liabilities recognized at amortized cost, include directly attributable transaction costs.

Liabilitas keuangan Perusahaan yang dikategorikan sebagai liabilitas keuangan lainnya meliputi pinjaman jangka pendek, utang usaha, utang Pemerintah, beban masih harus dibayar, liabilitas jangka panjang, utang lain-lain, utang obligasi, dan utang jangka panjang lain-lain.

The Company’s financial liabilities which are classified as other financial liabilities include short-term loans, trade payables, due to the Government, accrued expenses, long-term liabilities, other payables, bonds payable and other non-current payables.









ii. Liabilitas keuangan (lanjutan) ii. Financial liabilities (continued)

Pengukuran setelah pengakuan awal Subsequent measurement

Pengukuran liabilitas keuangan tergantung pada klasifikasinya sebagai berikut:

The measurement of financial liabilities depends on their classification as follows:

- Liabilitas keuangan yang diukur pada nilai

wajar melalui laba rugi - Financial liabilities at fair value through

profit or loss

Liabilitas keuangan yang diukur pada nilai wajar melalui laba rugi termasuk liabilitas keuangan untuk diperdagangkan dan liabilitas keuangan yang ditetapkan pada saat pengakuan awal untuk diukur pada nilai wajar melalui laba rugi.

Financial liabilities at fair value through profit or loss include financial liabilities held for trading and financial liabilities designated upon initial recognition at fair value through profit or loss.

Liabilitas keuangan diklasifikasikan sebagai kelompok diperdagangkan jika mereka diperoleh untuk tujuan dijual atau dibeli kembali dalam waktu dekat. Liabilitas derivatif juga diklasifikasikan sebagai kelompok diperdagangkan kecuali mereka ditetapkan sebagai instrumen lindung nilai efektif.

Financial liabilities are classified as held for trading if they are acquired for the purpose of selling or repurchasing in the near term. Derivative liabilities are also classified as held for trading unless they are designated as effective hedging instruments.

Keuntungan atau kerugian atas liabilitas yang dimiliki untuk diperdagangkan diakui dalam laporan laba rugi dan penghasilan komprehensif lain.

Gains or losses on liabilities held for trading are recognized in the statement of profit and loss and other comprehensive income.

- Liabilitas keuangan pada biaya perolehan

diamortiasi - Financial liabilities at amortized cost

Setelah pengakuan awal, liabilitas keuangan yang diukur pada biaya perolehan diamortisasi yang dikenakan bunga selanjutnya diukur pada biaya perolehan diamortisasi dengan menggunakan metode SBE. Pada tanggal pelaporan, biaya bunga yang masih harus dibayar dicatat secara terpisah dari pokok pinjaman terkait dalam bagian liabilitas lancar. Keuntungan dan kerugian diakui dalam laporan laba rugi dan penghasilan komprehensif lain ketika liabilitas dihentikan pengakuannya serta melalui proses amortisasi menggunakan metode SBE.

After initial recognition, interest-bearing loans and borrowings are subsequently measured at cost using the EIR method. At the reporting date, the accrued interest is recorded separately from the respective principal loans as part of current liabilities. Gains and losses are recognized in the statement of profit or loss and other comprehensive income when the liabilities are derecognized as well as through the amortization process using the EIR method.









ii. Liabilitas keuangan (lanjutan) ii. Financial liabilities (continued)

Penghentian pengakuan Derecognition

Ketika sebuah liabilitas keuangan ditukar dengan liabilitas keuangan lain dari pemberi pinjaman yang sama atas persyaratan yang secara substansial berbeda, atau bila persyaratan dari liabilitas keuangan tersebut secara substansial dimodifikasi, pertukaran atau modifikasi persyaratan tersebut dicatat sebagai penghentian pengakuan liabilitas keuangan awal dan pengakuan liabilitas keuangan baru, dan selisih antara nilai tercatat masing-masing liabilitas keuangan tersebut diakui dalam laporan laba rugi dan penghasilan komprehensif lain.

When an existing financial liability is replaced by another from the same lender on substantially different terms, or the terms of an existing liability are substantially modified, such an exchange or modification is treated as a derecognition of the original liability and the recognition of a new liability, and the difference in the respective carrying amounts is recognized in the statement of profit and loss and other comprehensive income.

Liabilitas keuangan dihentikan pengakuannya pada saat liabilitas tersebut dihentikan atau dibatalkan atau kadaluarsa.

A financial liability is derecognized when the obligation under the liability is discharged or cancelled or has expired.

Metode suku bunga efektif (SBE) Effective interest rate (EIR) method

Metode SBE adalah metode yang digunakan untuk menghitung biaya perolehan diamortisasi dari aset keuangan dan mengalokasikan pendapatan bunga selama periode yang relevan.

The EIR method is a method of calculating the amortized cost of a financial asset and of allocating interest income over the relevant period.

iii. Saling hapus antar instrumen keuangan iii. Offsetting financial instruments

Aset keuangan dan liabilitas keuangan disajikan secara saling hapus dan nilai netonya disajikan dalam laporan posisi keuangan, jika terdapat hak yang berkekuatan hukum untuk melakukan saling hapus atas jumlah yang telah diakui tersebut dan ada niat untuk menyelesaikan secara neto, atau merealisasikan aset dan menyelesaikan liabilitas secara simultan.

Financial assets and liabilitites are offset and the net amount reported in the statements of financial position, when there is a legally enforceable right to offset the recognized amounts and there is an intention to settle on a net basis, or to realize the asset and settle the liability simultaneously.









iv. Instrumen keuangan derivatif dan akuntansi

lindung nilai iv. Derivative finansial instruments and

hedge accounting

Perusahaan menggunakan instrumen keuangan kontrak forward mata uang asing untuk melakukan lindung nilai atas risiko mata uang asing. Instrumen keuangan tersebut pada awalnya diakui sebesar nilai wajar pada tanggal kontrak derivatif dimulai dan selanjutnya diukur kembali pada nilai wajar. Derivatif dicatat sebagai aset keuangan saat nilai wajarnya positif dan sebagai liabilitas keuangan saat nilai wajarnya negatif.

The Company uses derivative foreign currency forward contracts to hedge its foreign currency risks. Such derivative financial instruments are initially recognized at fair value on the date on which a derivative contract is entered into and are subsequently remeasured at fair value. Derivatives are carried as financial assets when the fair value is positive and as financial liabilities when the fair value is negative.

Perusahaan mempunyai kontrak forward dan option antar mata uang yang digunakan sebagai lindung nilai atas eksposur perubahan dalam arus kas sehubungan dengan perubahan nilai tukar mata uang asing. Kontrak forward dan option tersebut tidak memenuhi persyaratan akuntansi lindung nilai.

The Company entered into forward and currency option contracts that are used as a hedge for the exposure to changes in cash flows relating to interest payments and bonds repayment due to changes in foreign exchange rates. Such forward and option contracts does not meet the criteria of hedge accounting.

h. Penurunan nilai dari aset keuangan h. Impairment of financial assets

Aset yang dicatat berdasarkan biaya perolehan diamortisasi

Assets carried at amortised cost

Pada setiap akhir periode pelaporan, Perusahaan mengevaluasi apakah terdapat bukti yang objektif bahwa aset keuangan atau suatu kelompok aset keuangan mengalami penurunan nilai.

The Company assesses at the end of each reporting period whether there is objective evidence that a financial asset or group of financial assets is impaired.

Kriteria yang digunakan Perusahaan untuk menentukan bahwa ada bukti objektif dari suatu penurunan nilai meliputi:

The criteria that the Company uses to determine that there is objective evidence of an impairment loss include:

- debitur gagal membayar atau menunggak pembayaran;

- default or delinquency in payments by the debtor;

- kesulitan keuangan signifikan yang dialami debitur;

- significant financial difficulty of the debtor;

- pelanggaran kontrak, seperti terjadinya wanprestasi atau tunggakan pembayaran pokok atau bunga;

- a breach of contract, such as a default or delinquency in interest or principal payments;

- pemberi pinjaman, dengan alasan ekonomi atau hukum sehubungan dengan kesulitan keuangan yang dialami pihak peminjam, memberikan keringanan kepada pihak peminjam yang tidak mungkin diberikan jika pihak peminjam tidak mengalami kesulitan tersebut;

- the lenders, for economic or legal reasons relating to the borrower’s financial difficulty, granting to the borrower a concession that the lenders would not otherwise consider;

- terdapat kemungkinan besar bahwa debitur akan dinyatakan pailit atau melakukan reorganisasi keuangan lainnya;

- the probability that the debtor will enter bankruptcy or other financial reorganisation;

- hilangnya pasar aktif dari aset keuangan akibat

kesulitan keuangan; atau - the disappearance of an active market for

that financial asset because of financial difficulties; or








h. Penurunan nilai dari aset keuangan (lanjutan) h. Impairment of financial assets (continued)

Aset yang dicatat berdasarkan biaya perolehan diamortisasi (lanjutan)

Assets carried at amortised cost (continued)

- data yang dapat diobservasi mengindikasikan

adanya penurunan yang dapat diukur atas estimasi arus kas masa depan dari kelompok aset keuangan sejak pengakuan awal aset dimaksud, meskipun penurunannya belum dapat diidentifikasi ke aset keuangan secara individual dalam kelompok aset tersebut, termasuk antara lain:

- observable data indicating that there is a measurable decrease in the estimated future cash flows from a portfolio of financial assets since the initial recognition of those assets, although the decrease cannot yet be traced to the individual financial assets in the portfolio, including:

· memburuknya status pembayaran pihak

peminjam dalam kelompok tersebut; dan · adverse changes in the payment status

of borrowers in the portfolio; and · kondisi ekonomi nasional atau lokal yang

berkorelasi dengan wanprestasi atas aset dalam kelompok tersebut.

· national or local economic conditions that correlate with defaults on the assets in the portfolio.

Jika terdapat bukti objektif bahwa kerugian penurunan niIai telah terjadi, maka jumlah kerugian tersebut diukur sebesar selisih nilai tercatat aset dengan nilai kini estimasi arus kas masa depan (tidak termasuk kerugian kredit di masa depan yang belum terjadi) yang didiskonto dengan menggunakan SBE awal dari aset tersebut. Nilai tercatat aset tersebut dikurangi, baik secara langsung maupun menggunakan pos provisi. Jumlah kerugian yang terjadi diakui pada laporan laba rugi.

If there is an objective evidence that an impairment loss has occurred, the amount of loss is measured as the difference between the asset’s carrying amount and the present value of estimated future cash flows (excluding future credit losses that have not been incurred) discounted at the financial asset’s original EIR. The carrying amount of the asset is reduced either directly or through the use of a provision account. The amount of the loss is recognized in the profit or loss.

Jika, pada periode berikutnya, jumlah kerugian penurunan nilai berkurang dan pengurangan tersebut dapat dikaitkan secara objektif dengan peristiwa yang terjadi setelah penurunan nilai diakui (seperti meningkatnya peringkat kredit debitur), maka kerugian penurunan nilai yang sebelumnya diakui akan dipulihkan, baik secara langsung, atau dengan menyesuaikan pos provisinya. Jumlah pemulihan tersebut diakui pada laporan laba rugi dan jumlahnya tidak boleh mengakibatkan nilai tercatat aset keuangan melebihi biaya perolehan diamortisasi pada tanggal pemulihan dilakukan seandainya tidak ada penurunan nilai.

If, in a subsequent period, the amount of the impairment loss decreases and the decrease can be related objectively to an event occurring after the impairment was recognized (such as an improvement in the debtor’s credit rating), the previously recognized impairment loss will be reversed either directly or by adjusting the provision account. The reversal amount is recognized in the profit or loss and the amount cannot exceed what the amortized cost would have been had the impairment not been recognized at the date the impairment was reversed.

Aset yang tersedia untuk dijual Assets classified as available for sale

Ketika penurunan nilai wajar atas aset keuangan yang diklasifikasikan dalam kelompok tersedia untuk dijual telah diakui secara langsung dalam ekuitas dan terdapat bukti objektif bahwa aset tersebut mengalami penurunan nilai, maka kerugian kumulatif yang sebelumnya diakui secara langsung dalam ekuitas harus dikeluarkan dari ekuitas dan diakui pada laporan laba rugi meskipun aset keuangan tersebut belum dihentikan pengakuannya. Jumlah kerugian kumulatif yang dikeluarkan dari ekuitas dan diakui pada laporan laba rugi merupakan selisih antara biaya perolehan dengan nilai wajar kini, dikurangi kerugian penurunan nilai aset keuangan yang sebelumnya telah diakui pada laporan laba rugi.

When a decline in the fair value of an available-for-sale financial asset has been recognized directly in equity and there is objective evidence that the assets are impaired, the cumulative loss that had been recognized in equity will be reclassified from equity to the profit or loss even though the financial asset has not been derecognized. The amount of the cumulative loss that is reclassified from equity to the profit or loss is the difference between the acquisition cost and the current fair value, less any impairment loss on that financial asset previously recognized in the profit or loss.








h. Penurunan nilai dari aset keuangan (lanjutan) h. Impairment of financial assets (continued)

Aset yang tersedia untuk dijual (lanjutan) Assets classified as available for sale

(continued)

Kerugian penurunan nilai atas instrumen ekuitas yang telah diakui pada laporan laba rugi tidak dapat dipulihkan melalui laporan laba rugi.

The impairment losses recognized in the profit or loss on equity instrument cannot be reversed through the profit or loss.

i. Aset minyak dan gas bumi i. Oil and gas properties

1. Aset eksplorasi dan evaluasi 1. Exploration and evaluation assets

Pengeluaran sehubungan dengan kegiatan eksplorasi dan evaluasi minyak dan gas bumi dicatat dengan menggunakan metode akuntansi successful efforts. Biaya yang terjadi diakumulasikan berdasarkan lapangan per lapangan atau sumur per sumur.

Oil and natural gas exploration and evaluation expenditure is accounted for using the ‘successful efforts’ method of accounting. Costs are accumulated on a field by field basis or a well by well basis.

Biaya geologi dan geofisika dibebankan pada saat terjadi.

Geological and geophysical costs are expensed as incurred.

Biaya-biaya untuk memperoleh hak eksplorasi dan eksploitasi minyak dan gas bumi dicatat sebagai biaya perolehan aset yang belum terbukti jika cadangan terbukti belum ditemukan, atau sebagai biaya perolehan aset terbukti bila cadangan terbukti telah ditemukan. Biaya perolehan aset terbukti diamortisasi dari tanggal mulai produksi komersial berdasarkan jumlah estimasi cadangan terbukti.

Costs to acquire rights to explore for and produce oil and gas are recorded as unproved property acquisition costs for properties where proved reserves have not yet been discovered, or proved property acquisition costs if proved reserves have been discovered. Proved property acquisition costs are amortized from the date of commercial production based on total estimated units of proved reserves.

Biaya pengeboran sumur eksplorasi dan biaya pengeboran sumur tes stratigrafi, dikapitalisasi sebagai bagian dari aset dalam penyelesaian - sumur eksplorasi dan evaluasi di dalam aset minyak dan gas bumi hingga ditentukan apakah sumur tersebut menemukan cadangan terbukti. Jika sumur tersebut tidak menemukan cadangan terbukti, biaya pengeboran sumur yang telah dikapitalisasi akan dibebankan pada laba rugi sebagai beban sumur kering (dry hole).

The costs of drilling exploratory wells and the costs of drilling exploratory-type stratigraphic test wells are capitalised as part of assets under construction- exploratory and evaluation wells within oil and gas properties pending the determination of whether the well has found proved reserves. If the well has not found proved reserves, the capitalised costs of drilling the well are then charged to profit or loss as a dry hole expense.

Aset eksplorasi dan evaluasi direklasifikasi dari aset eksplorasi dan evaluasi ketika prosedur evaluasi telah selesai. Aset eksplorasi dan evaluasi yang cadangannya secara komersial telah terbukti akan direklasifikasi menjadi aset pengembangan. Aset eksplorasi dan evaluasi diuji penurunan nilai sebelum direklasifikasi keluar dari aset eksplorasi dan evaluasi.

Exploration and evaluation assets are reclassified from exploration and evaluation assets when evaluation procedures have been completed. Exploration and evaluation assets for which commercially-viable reserves have been identified are reclassified to development assets. Exploration and evaluation assets are tested for impairment immediately prior to reclassification out of exploration and evaluation assets.








i. Aset minyak dan gas bumi (lanjutan) i. Oil and gas properties (continued)

2. Aset pengembangan 2. Development assets

Biaya pengeboran sumur pengembangan termasuk biaya pengeboran sumur pengembangan yang tidak menghasilkan dan sumur pengembangan stratigrafi bersama dengan aset eksplorasi dan evaluasi dikapitalisasi sebagai bagian dari aset dalam penyelesaian - sumur pengembangan hingga proses pengeboran selesai. Pada saat pengembangan sumur di lapangan tertentu telah selesai, maka sumur tersebut akan ditransfer menjadi sumur produksi.

The costs of drilling development wells including the costs of drilling unsuccessful development wells and development-type stratigraphic wells together with the reclassified exploration and evaluation assets are capitalised as part of assets under construction - development wells until drilling is completed. When the development well is completed in a specific field, it is transferred to the production wells.

3. Aset produksi 3. Production assets

Aset produksi merupakan agregasi aset eksplorasi dan evaluasi dan pengeluaran pengembangan yang berhubungan dengan sumur berproduksi. Aset produksi dideplesikan menggunakan metode unit produksi berdasarkan cadangan terbukti yang telah dikembangkan sejak dimulainya produksi komersialnya dari masing-masing lapangan.

Production assets are aggregated exploration and evaluation assets and development expenditure associated with the producing wells. Production assets are depleted using a unit-of-production method on the basis of proved developed reserves, from the dates of commercial production of the respective fields.

4. Aset minyak dan gas bumi lainnya 4. Other oil and gas assets

Aset minyak dan gas bumi lainnya disusutkan dengan menggunakan metode garis lurus berdasarkan taksiran masa manfaat ekonomis atau masa KKS, mana yang lebih rendah, sebagai berikut:

Other oil and gas assets are depreciated using the straight-line method over the lesser of their estimated useful lives or the terms of the PSC as follows:

Tahun/Years

Fasilitas Produksi 20 Production facilities Harta bergerak 5 Movable assets

Masa manfaat dan metode penyusutan ditelaah, dan disesuaikan jika diperlukan, setidaknya setiap akhir tahun. Dampak dari setiap revisi diakui pada laba rugi ketika perubahan terjadi.

The useful lives and methods of depreciation of assets are reviewed, and adjusted prospectively if appropriate, at a minimum at each financial year-end. The effect of any revisions is recognised in profit or loss when the changes arise.








i. Aset minyak dan gas bumi (lanjutan) i. Oil and gas properties (continued)

4. Aset minyak dan gas bumi lainnya (lanjutan) 4. Other oil and gas assets (continued)

Biaya setelah pengakuan awal aset diakui sebagai bagian dari nilai tercatat aset atau sebagai aset yang terpisah, sebagaimana mestinya, hanya apabila kemungkinan besar Perusahaan akan mendapatkan manfaat ekonomis masa depan berkenaan dengan aset tersebut dan biaya perolehan aset dapat diukur dengan andal. Nilai tercatat komponen yang diganti tidak lagi diakui. Biaya perbaikan dan pemeliharaan dibebankan pada laba rugi pada periode dimana biaya tersebut terjadi.

Subsequent costs are included in the asset’s carrying amount or recognised as a separate asset, as appropriate, only when it is probable that future economic benefits associated with the item will flow to the Company and the cost of the item can be measured reliably. The carrying amounts of the replaced parts are derecognised. All other repairs and maintenance are charged to profit or loss during the period in which they are incurred.

Akumulasi biaya atas pembangunan, instalasi, atau penyelesaian bangunan, pabrik dan fasilitas infrastruktur seperti anjungan dan saluran pipa dikapitalisasi sebagai aset dalam penyelesaian - lain-lain. Biaya ini direklasifikasi ke aset tetap pada saat pembangunan atau instalasi telah selesai. Depresiasi juga mulai dibebankan pada saat tersebut.

The accumulated costs of the construction, installation or completion of buildings, plant and infrastructure facilities such as platforms and pipelines are capitalised as assets under construction - others. These costs are reclassified to the fixed asset accounts when the construction or installation is completed. Depreciation is charged from that date.

5. Hak kepemilikan atas operasi unitisasi 5. Ownsership interest in unitisation

operation

Aset bersama adalah aset dimana setiap pihak mempunyai hak dan kepemilikan bersama. Setiap pihak memiliki hak eksklusif untuk mendapatkan bagian dari aset dan manfaat ekonomis yang dihasilkan oleh aset tersebut.

A joint asset is an asset to which each party has rights and often has joint ownership. Each party has exclusive rights to a share of the asset and the economic benefits generated from that asset.

Pada unitisasi, operator dan non-operator mempersatukan aset mereka di dalam satu lapangan produksi untuk membentuk satu unit produksi dan sebagai imbalan menerima kepemilikan di dalam unit tersebut. Dengan demikian, operasi unitisasi adalah perjanjian pengendalian bersama aset. Berdasarkan perjanjian ini, Perusahaan mencatat bagiannya atas pengendalian bersama aset, setiap liabilitas yang terjadi, bagiannya atas liabilitas yang terjadi bersama dengan pihak lain yang berkaitan dengan perjanjian bersama, setiap penghasilan dari penjualan atau penggunaan bagiannya atas output ventura bersama, bersama dengan bagiannya atas beban yang terjadi pada ventura bersama. Apabila Perusahaan sebagai operator, Perusahaan akan mengakui piutang dari pihak non-operator (sebesar porsi pihak non-operator atas beban dan pengeluaran modal yang ditanggung oleh operator); jika sebaliknya, Perusahaan akan mengakui utang kepada operator.

In a unitisation, all the operating and non-operating participants combine their assets in a producing field to form a single unit and in return receive an undivided interest in that unit. As such, a unitisation operation is a jointly controlled asset arrangement. Under this arrangement, the Company records its share of the joint asset, any liabilities it incurs, its share of any liabilities incurred jointly with the other parties relating to the joint arrangement, any revenue from the sale or use of its share of the output of the joint asset and any expenses it incurs in respect of its interest in the joint arrangement. If the Company is the operator, the Company recognizes receivables from the other parties (representing the other parties’ share of expenses and capital expenditure borne by the operator); otherwise, the Company recognizes payables to the operator.








j. Pengaturan bersama j. Joint arrangements

Perusahaan merupakan pihak dalam pengaturan bersama apabila terdapat pengaturan kontraktual yang memberikan pengendalian bersama atas aktivitas relevan kepada Perusahaan dan minimal satu pihak lainnya. Pengendalian bersama diuji dengan prinsip yang sama dengan penilaian pengendalian.

The Company is a party to a joint arrangement when there is a contractual arrangement that confers joint control over the relevant activities of the arrangement to the Company and at least one other party. Joint control is assessed under the same principles as control.

Perusahaan mengklasifikasikan kepentingannya dalam pengaturan bersama sebagai berikut: - Ventura bersama: ketika Perusahaan memiliki

hak hanya pada aset neto dari pengaturan bersama;

- Operasi bersama: ketika Perusahaan memiliki hak atas aset dan kewajiban atas liabilitas yang terkait dengan pengaturan bersama.

The Company classifies its interests in joint arrangements as either: - Joint ventures: where the Company has rights

to only the net assets of the joint arrangement; - Joint operations: where the Company has both

the rights to assets and obligations for the liabilities of the joint arrangement.

Dalam melakukan penilaian klasifikasi kepentingan dalam pengaturan bersama, Perusahaan mempertimbangkan hal-hal berikut: - struktur pengaturan bersama; - bentuk hukum pengaturan bersama apabila

dibentuk melalui sarana terpisah; - persyaratan pengaturan kontraktual bersama;

- ketika relevan, fakta dan keadaan lain (termasuk

pengaturan kontraktual lain).

In assessing the classification of interests in joint arrangements, the Company takes into account: - the structure of the joint arrangement; - the legal form of joint arrangements

structured through a separate vehicle; - the contractual terms of the joint

arrangement agreement; - any other facts and circumstances

(including any other contractual arrangements).

Perusahaan mencatat kepentingannya dalam operasi bersama dengan mengakui hak atas aset, kewajiban atas liabilitas, pendapatan dan beban sesuai dengan ketentuan hak dan kewajiban dalam ketentuan kontraktual.

The Company accounts for its interests in joint operations by recognising its share of assets, liabilities, revenues and expenses in accordance with its contractually conferred rights and obligations.

k. Utang usaha dan lain-lain k. Trade and other payables

Utang usaha dan lain-lain pada awalnya diakui pada nilai wajar dan kemudian diukur pada harga perolehan diamortisasi dengan menggunakan metode suku bunga efektif. Utang dikelompokkan sebagai liabilitas jangka pendek apabila pembayaran jatuh tempo dalam waktu satu tahun atau kurang (atau dalam siklus normal operasi dari bisnis jika lebih lama). Jika tidak, utang usaha tersebut disajikan sebagai liabilitas jangka panjang.

Trade and other payables are recognised initially at fair value and subsequently measured at amortised cost using the effective interest method. Payables are classified as current liabilities if payment is due within one year or less (or in the normal operating cycle of the business if longer). If not, they are presented as long-term liabilities.








l. Provisi untuk biaya pembongkaran dan restorasi

lokasi aset l. Provision for decommissioning and site

restoration costs

Provisi untuk biaya pembongkaran, restorasi lokasi aset dan kegiatan lainnya yang terkait dicatat untuk mengakui kewajiban hukum berkaitan dengan penarikan aset minyak dan gas bumi termasuk penutupan dan peninggalan sumur, pembongkaran dan pembuangan pipa minyak dan gas bumi, dan fasilitas produksi yang berasal dari akuisisi, konstruksi atau pengembangan dan/atau operasi normal dari aset tersebut. Penarikan aset tersebut, termasuk penjualan, peninggalan, pendaurulangan atau penghapusan dengan cara lain, adalah penarikan selain penghentian sementara pemakaian.

Provision for decommissioning, site restoration and other related activities is provided for the legal obligations associated with the retirement of oil and gas properties including the plugging and abandonment of wells and the removal and disposal of oil and natural gas pipelines, and production facilities that result from the acquisition, construction or development and/or the normal operation of such assets. The retirements of such assets are their non- temporary removal from service including sale, abandonment, recycling or disposal in some other manner.

Kewajiban ini diakui sebagai liabilitas pada saat timbulnya kewajiban konstruktif yang berkaitan dengan penarikan sebuah aset. Biaya penarikan aset dalam jumlah yang setara dengan jumlah liabilitas dikapitalisasi sebagai bagian dari suatu aset tertentu dan kemudian disusutkan atau dideplesi selama masa manfaat aset tersebut. Kewajiban ini diukur pada nilai kini dari perkiraan pengeluaran yang diperlukan untuk menyelesaikan kewajiban, menggunakan tingkat diskonto sebelum pajak yang mencerminkan penilaian pasar atas nilai waktu uang dan risiko yang terkait dengan kewajiban tersebut.

These obligations are recognised as liabilities when a constructive obligation with respect to the retirement of an asset is incurred. An asset retirement cost equivalent to these liabilities is categorised as part of the related asset’s carrying value and is subsequently depreciated or depleted over the asset’s useful life. These obligations are measured at the present value of the expenditure expected to be required to settle the obligation using a pre-tax rate that reflects current market assessments of the time value of money and the risks specific to the obligation.

Provisi untuk hal-hal yang berkaitan dengan lingkungan yang tidak berkaitan dengan penarikan aset, dimana Perusahaan merupakan pihak yang bertanggung jawab, diakui ketika:

Provision for environmental issues that may not involve the retirement of an asset, where the Company is a responsible party, are recognised when:

- Perusahaan memiliki kewajiban kini (baik yang

bersifat hukum maupun konstruktif), sebagai akibat peristiwa masa lalu,

- Besar kemungkinan penyelesaian kewajiban tersebut mengakibatkan arus keluar sumber daya, dan

- Estimasi yang andal mengenai jumlah kewajiban tersebut dapat dibuat.

- The Company has present (legal or constructive) obligations as a result of past events,

- It is probable that an outflow of resources will be required to settle the obligation, and

- The amount has been reliably estimated.








m. Biaya pinjaman m. Borrowing costs

Biaya pinjaman merupakan bunga dan selisih kurs pinjaman yang diterima dalam mata uang asing dan biaya lainnya (amortisasi diskonto/premi dari pinjaman diterima, dll) yang terjadi sehubungan dengan peminjaman dana.

Borrowing costs are interest and exchange differences on foreign currency denominated borrowings and other costs (amortization of discounts/premiums on borrowings, etc) incurred in connection with the borrowing of funds.

Biaya pinjaman yang dapat diatribusikan secara langsung dengan perolehan, konstruksi, atau pembuatan aset kualifikasian dikapitalisasi sebagai bagian dari biaya perolehan aset tersebut. Biaya pinjaman lainnya diakui sebagai beban pada saat terjadinya.

Borrowing costs which are directly attributable to the acquisition, construction, or production of qualifying assets are capitalized as part of the acquisition cost of the qualifying assets. Other borrowing costs are recognized as expense in the period in which they are incurred.

Kapitalisasi biaya pinjaman dihentikan saat selesainya secara substansial seluruh aktivitas yang diperlukan untuk mempersiapkan aset kualifikasian agar dapat digunakan atau dijual sesuai dengan maksudnya.

The Company ceases capitalizing borrowing costs when substantially all the activities necessary to prepare the qualifying asset for its intended use or sale are complete.

n. Pengakuan pendapatan dan beban n. Revenue and expenses recognition

Pendapatan mencakup nilai wajar dari imbalan yang diterima atau piutang yang berasal penjualan minyak mentah dan gas bumi dalam aktivitas normal usaha Perusahaan. Pendapatan dari penjualan minyak mentah dan gas bumi diakui berdasarkan persentase hak sementara (provisional entitlements) pada saat lifting. Perbedaan lifting aktual minyak mentah dan gas bumi menghasilkan piutang ketika final entitlements melebihi lifting minyak mentah dan gas bumi (posisi underlifting) dan menghasilkan utang ketika lifting minyak mentah dan gas bumi melebihi final entitlements (posisi overlifting). Underlifting dan overlifting tersebut akan dicatat sebagai penambah atau pengurang pendapatan. Volume underlifting dan overlifting dinilai berdasarkan harga rata-rata tertimbang tahunan Minyak Mentah (contoh: ICP) dan gas (contoh: harga yang ditetapkan dalam PJBG).

Revenue comprises the fair value of the consideration received or receivable for the sale of crude oil and natural gas in the ordinary course of the Company’s activities. Revenue from sales of crude oil and natural gas is recognised on the basis of the provisional entitlements at the point of lifting. Differences between the Company’s actual liftings of crude oil and natural gas result in a receivable when the final entitlements exceed the lifting of crude oil and natural gas (underlifting position) and in a payable when the lifting of crude oil and natural gas exceeds the final entitlements (overlifting position). This underlifting and overlifting will be adjusted against revenue. Underlifting and overlifting volumes are valued based on the annual weighted average sales price for crude (i.e. ICP) and gas (i.e. the agreed prices in the GSPAs).

Beban diakui pada saat terjadi berdasarkan konsep akrual.

Expenses are recognised when incurred on an accrual basis.








o. Pajak penghasilan o. Income tax

Beban pajak terdiri dari pajak kini dan pajak tangguhan. Pajak diakui dalam laporan laba rugi, kecuali jika pajak tersebut terkait dengan transaksi atau kejadian yang langsung diakui ke ekuitas. Dalam hal ini, pajak tersebut masing-masing diakui di pendapatan komprehensif lain atau langsung di ekuitas.

Tax expense comprises current and deferred tax. Tax expense is recognised in profit or loss, except to the extent that it relates to items recognised directly in equity. In this case, the tax is also recognised in other comprehensive income or directly in equity, respectively.

Metode balance sheet liability diterapkan untuk menentukan beban pajak penghasilan. Berdasarkan metode ini, beban pajak kini dihitung berdasarkan taksiran laba kena pajak tahun berjalan. Aset dan liabilitas pajak tangguhan diakui untuk semua perbedaan temporer yang timbul antara jumlah aset dan liabilitas komersial dengan perhitungan pajak pada setiap tanggal pelaporan.

The balance sheet liability method is applied to determine income tax expense. Under this method, current tax expense is provided based on the estimated taxable income for the year. Deferred tax assets and liabilities are recognized for temporary differences between commercial assets and liabilities and the tax bases at each reporting date.

Aset dan liabilitas pajak tangguhan yang berasal dari kegiatan di luar kegiatan KKS dihitung dengan menggunakan tarif pajak yang berlaku atau secara substansial telah berlaku pada tanggal neraca. Untuk aset dan liabilitas pajak tangguhan terkait kegiatan KKS dihitung dengan menggunakan tarif pajak yang berlaku pada tanggal efektifnya KKS atau tanggal perpanjangan atau tanggal perubahan KKS. Perubahan nilai tercatat aset dan liabilitas pajak tangguhan yang disebabkan oleh perubahan tarif pajak dibebankan pada tahun berjalan, kecuali untuk transaksi-transaksi yang sebelumnya telah langsung dibebankan atau dikreditkan ke ekuitas.

Deferred tax assets and liabilities involving activities other than PSC activities are measured at the tax rates that have been enacted or substantively enacted at the balance sheet date. Deferred tax assets and liabilities involving PSC activities are measured at the tax rates in effect at the effective date of the PSC or extensions or amendments of such PSC. Changes in deferred tax assets and liabilities as a result of amendments of tax rates are recognised in the current year, except for transactions previously charged or credited directly to equity.

Aset pajak penghasilan tangguhan diakui hanya jika besar kemungkinan jumlah penghasilan kena pajak di masa depan akan memadai untuk dikompensasi dengan perbedaan temporer yang masih dapat dimanfaatkan.

Deferred income tax assets are recognised only to the extent that it is probable that future taxable profit will be available against which the temporary differences can be utilised.

Perusahaan secara periodik mengevaluasi posisi

yang dilaporkan di Surat Pemberitahuan Tahunan (“SPT”) sehubungan dengan situasi di mana aturan pajak yang belaku membutuhkan interpretasi. Jika perlu, Perusahaan menentukan penyisihan berdasarkan jumlah yang diharapkan akan dibayar kepada otoritas pajak.

The Company periodically evaluates positions taken in tax returns with respect to situations in which applicable tax regulations are subject to interpretation. Where appropriate, the Company establishes provision based on the amounts expected to be paid to the tax authorities.








o. Pajak penghasilan (lanjutan) o. Income tax (continued)

Koreksi terhadap kewajiban perpajakan dicatat pada saat surat ketetapan pajak diterima, atau dalam hal Perusahaan mengajukan banding, ketika: (1) pada saat hasil dari banding tersebut ditetapkan, kecuali bila terdapat ketidakpastian yang signifikan atas hasil banding tersebut, maka koreksi berdasarkan surat ketetapan pajak terhadap kewajiban perpajakan tersebut dicatat pada saat pengajuan banding dibuat, atau (2) pada saat dimana berdasarkan pengetahuan dari perkembangan atas kasus lain yang serupa dengan kasus yang sedang dalam proses banding, berdasarkan ketentuan Pengadilan Pajak atau Mahkamah Agung, dimana ada ketidakpastian signifikan atas hasil proses banding, maka pada saat itu perubahan kewajiban perpajakan diakui berdasarkan jumlah ketetapan pajak yang diajukan banding.

Amendments to taxation obligations are recorded when an assessment is received or, for assessment amounts appealed against by the Company, when: (1) the result of the appeal is determined, unless there is significant uncertainty as to the outcome of such an appeal, in which event the impact of the amendment of tax obligations based on an assessment is recognised at the time of making such an appeal, or (2) at the time based on knowledge of developments in similar cases involving matters appealed, in rulings by the Tax Court or the Supreme Court, that a positive appeal outcome is adjudged to be significantly uncertain, in which event the impact of an amendment of tax obligations is recognised based on assessment amounts appealed.

p. Penurunan nilai dari aset non-keuangan p. Impairment of non-financial assets

Aset yang memiliki umur manfaat tidak terbatas - sebagai contoh, goodwill atau aset tak berwujud yang belum siap digunakan tidak diamortisasi dan dilakukan pengujian penurunan nilai secara tahunan.

Assets that have an indefinite useful life - for example, goodwill or intangible assets not ready for use - are not subject to amortization and are tested annually for impairment.

Aset yang diamortisasi atau didepresiasi diuji terhadap penurunan nilai ketika terdapat indikasi bahwa nilai tercatatnya mungkin tidak dapat dipulihkan. Penurunan nilai diakui jika nilai tercatat aset melebihi jumlah terpulihkan. Jumlah terpulihkan adalah yang lebih tinggi antara nilai wajar aset dikurangi biaya pelepasan dan nilai pakai aset. Dalam menentukan penurunan nilai, aset dikelompokkan pada tingkat yang paling rendah dimana terdapat arus kas yang dapat diidentifikasi (unit penghasil kas). Aset non-keuangan selain goodwill yang mengalami penurunan nilai diuji setiap tanggal pelaporan untuk menentukan apakah terdapat kemungkinan pemulihan penurunan nilai.

Assets that are subject to amortization or depreciation are reviewed for impairment whenever events or changes in circumstances indicate that the carrying amount may not be recoverable. An impairment loss is recognized in the amount by which the asset’s carrying amount exceeds its recoverable amount. The recoverable amount is the higher of an asset’s fair value less costs to sell and value in use. For purposes of assessing impairment, assets are grouped at the lowest levels for which there are separately identifiable cash flows (Cash-Generating Units or CGUs). Non-financial assets other than goodwill that suffer an impairment are reviewed for possible reversal of the impairment at each reporting date.








q. Penjabaran mata uang asing q. Foreign currency translation

i. Mata uang fungsional dan penyajian i. Functional and presentation currency

Akun-akun yang tercakup dalam laporan keuangan Perusahaan diukur menggunakan mata uang dari lingkungan ekonomi utama di mana entitas beroperasi (mata uang fungsional).

Items included in the financial statements of the Company are measured using the currency of the primary economic environment in which the entity operates (the functional currency).

Laporan keuangan disajikan dalam Dolar Amerika Serikat (AS$ atau Dolar AS), yang merupakan mata uang fungsional Perusahaan.

The financial statements are presented in United States Dollars (US$ or US Dollars), which is the Company’s functional currency.

ii. Transaksi dan saldo ii. Transactions and balances

Transaksi dalam mata uang selain Dolar AS dijabarkan ke dalam mata uang Dolar AS dengan menggunakan kurs yang berlaku pada tanggal transaksi. Pada setiap tanggal pelaporan, aset dan liabilitas moneter dalam mata uang selain Dolar AS dijabarkan ke dalam mata uang Dolar AS menggunakan kurs penutup. Kurs yang digunakan sebagai acuan adalah kurs yang dikeluarkan oleh Bank Indonesia. Keuntungan dan kerugian selisih kurs yang timbul dari penyelesaian transaksi dalam mata uang asing dan dari penjabaran aset dan liabilitas moneter dalam mata uang asing diakui di dalam laporan laba rugi, kecuali jika ditangguhkan di dalam ekuitas sebagai lindung nilai arus kas dan lindung nilai investasi neto yang memenuhi syarat.

Non-US Dollar currency transactions are translated into US Dollar using the exchange rates prevailing at the dates of the transactions. At each reporting date, monetary assets and liabilities denominated in non-US Dollar currency are translated into US Dollar using the closing exchange rate. The exchange rate used as a benchmark is the rate which is issued by Bank Indonesia. Foreign exchange gains and losses resulting from the settlement of such transactions and from the translation at period-end exchange rates of monetary assets and liabilities denominated in foreign currencies are recognized in the profit or loss, except when deferred in equity as qualifying cash flows hedges and qualifying net investment hedges.

Nilai tukar yang digunakan pada tanggal 31 Desember 2018 dan 2017 adalah sebagai berikut (nilai penuh):

At December 31, 2018 and 2017, the exchange rates used were as follows (full amount):

2018 2017

10.000 Rupiah/Dolar AS 0,69 0,74 10,000 Rupiah/US Dollars

r. Dividen r. Dividends

Pembagian dividen kepada pemegang saham Perusahaan diakui sebagai liabilitas dalam laporan keuangan Perusahaan dalam tahun dimana pembagian dividen tersebut disetujui oleh pemegang saham Perusahaan.

Dividend distributions to the Company’s shareholders are recognised as liabilities in the Company’s financial statements in the year in which the dividends are approved by the Company’s shareholders.








s. Modal saham s. Share capital

Saham biasa dikelompokkan sebagai ekuitas. Ordinary shares are classified as equity.

Biaya langsung yang berkaitan dengan penerbitan saham baru disajikan sebagai pengurang ekuitas, setelah dikurangi pajak, dari jumlah yang diterima.

Incremental costs directly attributable to the issuance of new shares are shown in equity as a deduction, net of tax, from the proceeds.

4. PENGGUNAAN ESTIMASI PERTIMBANGAN DAN ASUMSI MANAJEMEN

4. MANAGEMENT’S USE OF ESTIMATES JUDGMENTS AND ASSUMPTIONS

Penyusunan laporan keuangan sesuai dengan Standar Akuntansi Keuangan di Indonesia mengharuskan manajemen untuk membuat estimasi dan asumsi yang mempengaruhi jumlah aset dan liabilitas yang dilaporkan, pengungkapan aset dan kewajiban kontinjensi pada tanggal laporan keuangan, serta jumlah pendapatan dan beban selama periode pelaporan. Estimasi, asumsi dan penilaian tersebut dievaluasi secara terus menerus dan berdasarkan pengalaman historis dan faktor-faktor lainnya, termasuk ekspektasi peristiwa di masa mendatang yang memungkinkan.

The preparation of financial statements in conformity with Indonesian Financial Accounting Standards requires management to make estimates and assumptions that affect the reported amounts of assets and liabilities and the disclosure of contingent assets and liabilities at the date of the financial statements, and the reported amounts of revenue and expenses during the reporting period. Estimates, assumptions and judgments are continually evaluated and are based on historical experience and other factors, including expectations of future events that are believed to be reasonable under the circumstances.

Perusahaan telah mengidentifikasi kebijakan akuntansi penting berikut dimana dibutuhkan pertimbangan, estimasi dan asumsi signifikan yang dibuat dan dimana hasil aktual dapat berbeda dari estimasi tersebut berdasarkan asumsi dan kondisi yang berbeda dan dapat mempengaruhi secara material hasil keuangan atau posisi keuangan yang dilaporkan dalam periode mendatang.

The Company has identified the following critical accounting policies under which significant judgments, estimates and assumptions are made and where actual results may differ from these estimates under different assumptions and conditions and may materially affect financial results or the financial position reported in future periods.

a. Pertimbangan a. Judgments

Pertimbangan berikut dibuat oleh manajemen dalam proses penerapan kebijakan akuntansi Perusahaan yang memiliki dampak yang paling signifikan terhadap jumlah yang diakui dalam laporan keuangan Perusahaan.

The following judgments are made by management in the process of applying the Company’s accounting policies that have the most significant effects on the amounts recognised in the Company’s financial statements.






4. PENGGUNAAN ESTIMASI PERTIMBANGAN DAN ASUMSI MANAJEMEN (lanjutan)

4. MANAGEMENT’S USE OF ESTIMATES JUDGMENTS AND ASSUMPTIONS (continued)

a. Pertimbangan (lanjutan) a. Judgments (continued)

i. Aset eksplorasi dan evaluasi i. Exploration and evaluation assets

Untuk sumur eksplorasi dan sumur uji eksplorasi stratigrafi, biaya yang secara langsung terkait dengan pengeboran sumur-sumur tersebut, dikapitalisasi dahulu sebagai aset dalam penyelesaian dalam akun aset minyak dan gas bumi, hingga ditentukan apakah telah ditemukan cadangan minyak dan gas bumi yang berpotensi ekonomis berdasarkan pengeboran tersebut. Penentuan ini biasanya dilakukan dalam waktu satu tahun setelah penyelesaian sumur, tetapi bisa memakan waktu lebih lama, tergantung pada kompleksitas struktur geologi. Kebijakan ini mengharuskan manajemen untuk membuat estimasi dan asumsi tertentu atas peristiwa dan keadaan di masa depan khususnya apakah operasi eksploitasi dapat dilaksanakan secara ekonomis. Setiap estimasi dan asumsi tersebut dapat berubah seiring tersedianya informasi baru. Jika sumur tidak menemukan cadangan yang memiliki potensi ekonomi, biaya sumur akan dibebankan sebagai beban sumur kering (dry hole) dan diklasifikasikan sebagai biaya eksplorasi.

For exploration and exploratory - type stratigraphic test wells, costs directly associated with the drilling of those wells are initially capitalised within assets under construction within oil and gas properties, pending determination of whether potential economically feasible oil and natural gas reserves have been discovered by the drilling effort. The determination is usually made within one year after well completion, but it can take longer, depending on the complexity of the geological structure. This policy requires management to make certain estimates and assumptions as to future events and circumstances, in particular whether an economically viable extraction operation can be established. Such estimates and assumptions may change as new information becomes available. If the well does not discover potential economically vaiable oil and natural gas quantities, the well costs are expensed as a dry hole and are reported in exploration expenses.

ii. Biaya pengembangan ii. Development expenditure

Kegiatan pengembangan dimulai setelah dilakukan pengesahan proyek oleh tingkat manajemen yang berwenang. Pertimbangan diterapkan oleh manajemen dalam menentukan kelayakan suatu proyek secara ekonomis. Dalam melakukan pertimbangan ini, manajemen perlu membuat estimasi dan asumsi tertentu yang serupa dengan kapitalisasi biaya eksplorasi dan evaluasi yang dijelaskan di atas.

Development activities commence after a project is sanctioned by the appropriate level of management. Judgment is applied by management in determining when a project is economically viable. In exercising this judgment, management is required to make certain estimates and assumptions similar to those described above for capitalised exploration and evaluation expenditure.

b. Estimasi dan asumsi b. Estimates and assumptions

Asumsi utama mengenai masa depan dan sumber utama lain dalam mengestimasi ketidakpastian pada tanggal pelaporan yang mempunyai risiko signifikan yang dapat menyebabkan penyesuaian material terhadap nilai tercatat aset dan liabilitas dalam periode berikutnya diungkapkan di bawah ini. Perusahaan mendasarkan asumsi dan estimasi pada parameter yang tersedia saat laporan keuangan disusun. Kondisi yang ada dan asumsi mengenai perkembangan masa depan dapat berubah karena perubahan situasi pasar yang berada di luar kendali Perusahaan. Perubahan tersebut tercermin dalam asumsi ketika keadaan tersebut terjadi.

The key assumptions concerning the future and other key sources of estimated uncertainty at the reporting date that have a significant risk of causing material adjustment to the carrying amounts of assets and liabilities within the next financial period are disclosed below. The Company based its assumptions and estimates on parameters which were available when the financial statements were prepared. Existing circumstances and assumptions about future developments may change due to market changes or circumstances arising beyond the control of the Company. Such changes are reflected in the assumptions when they occur.








b. Estimasi dan asumsi (lanjutan) b. Estimates and assumptions (continued)

i. Estimasi cadangan minyak dan gas bumi i. Oil and gas reserve estimates

Cadangan minyak dan gas bumi terbukti adalah perkiraan jumlah minyak mentah, gas bumi dan gas bumi cair yang berdasarkan data geologis dan teknis dapat diambil dengan tingkat kepastian yang memadai di tahun-tahun mendatang dari reservoir yang ada berdasarkan kondisi ekonomi dan operasi yang sekarang ada, yaitu harga dan biaya pada tanggal estimasi tersebut dibuat. Cadangan terbukti meliputi: (i) cadangan terbukti dikembangkan: jumlah hidrokarbon yang diharapkan akan diambil melalui sumur, fasilitas dan metode operasi yang sekarang ada; (ii) cadangan terbukti yang belum dikembangkan: jumlah hidrokarbon yang diharapkan dapat diambil setelah adanya pengeboran di area baru atau dari sumur yang telah ada dimana dibutuhkan biaya yang relatif besar untuk penyelesaiannya. Berdasarkan jumlah cadangan ini, Perusahaan telah menetapkan pengeluaran program pengembangan yang bertujuan untuk mengembangkan cadangan tersebut. Cadangan terbukti tidak termasuk cadangan terindikasi dan cadangan tereka.

Oil and gas properties with proven reserves are the estimated quantities of crude oil, natural gas and natural gas liquids which geological and engineering data demonstrate with reasonable certainty to be recoverable in future years from known reservoirs under existing economic and operating conditions, i.e., prices and costs as at the date the estimate is made. Proved reserves include: (i) proved developed reserves: amounts of hydrocarbons that are expected to be retrieved through existing wells, facilities and operating methods; and (ii) undeveloped proved reserves: amounts of hydrocarbons that are expected to be retrieved as a result of new wells in undrilled areas or from existing wells where relatively major expenditures is required for completion. Based on these reserves amounts the Company has already defined a clear development expenditure program which is an expression of the Company's determination to develop existing reserves. Proved reserves do not include probable or possible reserves.

Keakuratan estimasi cadangan terbukti tergantung pada sejumlah faktor, asumsi dan variabel seperti: kualitas data geologi, teknis dan ekonomi beserta interpretasi dan pertimbangan terkait, hasil pengeboran, pengujian dan produksi setelah tanggal estimasi, kinerja produksi dari reservoir, teknik produksi, proyeksi tingkat produksi di masa mendatang, estimasi besaran biaya dan waktu terjadinya pengeluaran pengembangan, ketersediaan pasar komersial, harga komoditi yang diharapkan dan nilai tukar.

The accuracy of proven reserve estimates depends on a number of factors, assumptions and variables such as: the quality of available geological, technical and economic data and the interpretation and judgment thereon, the results of drilling, testing and production after the date of the estimates, the production performance of the reservoirs, production techniques, projected future rates of production, the anticipated cost and timing of development expenditure and the availability of commercial markets, anticipated commodity prices and exchange rates.

Karena asumsi ekonomis yang digunakan untuk mengestimasi cadangan berubah dari waktu ke waktu dan tambahan data geologi yang dihasilkan selama operasi, estimasi cadangan dapat berubah dari waktu ke waktu. Perubahan cadangan yang dilaporkan dapat mempengaruhi hasil dan posisi keuangan Perusahaan dalam berbagai cara, diantaranya:

As the economic assumptions used to estimate reserves change from period to period and additional geological data is generated during the course of operations, estimates of reserves may change from period to period. Changes in reported reserves may affect the Company’s financial results and financial position in a number of ways, including:









i. Estimasi cadangan minyak dan gas bumi

(lanjutan) i. Oil and gas reserve estimates (continued)

- Penyusutan dan amortisasi yang

dibebankan pada laba rugi dapat berubah apabila beban-beban tersebut ditentukan berdasarkan unit produksi, atau jika masa manfaat ekonomi sumur aset berubah.

- Depreciation and amortisation charged to profit or loss may change when such charges are determined on a unit-of-production basis, or where the useful economic lives of assets change.

- Provisi biaya pembongkaran, restorasi

lokasi aset dan hal-hal yang berkaitan dengan lingkungan dapat berubah apabila terjadi perubahan dalam perkiraan cadangan yang mempengaruhi ekspektasi tentang waktu atau biaya kegiatan ini.

- The decommissioning, site restoration and environmental provision may change where changes in estimated reserves affect expectations about the timing or cost of these activities.

- Nilai tercatat asset atau liabilitas pajak

tangguhan dapat berubah karena perubahan estimasi pemulihan manfaat pajak.

- The carrying value of deferred tax assets or liabilities may change due to changes in estimates of the likely recovery of the tax benefits.

ii. Aset minyak dan gas bumi ii. Oil and gas properties

Perusahaan menerapkan metode successful efforts untuk akuntansi kegiatan eksplorasi dan evaluasi minyak dan gas bumi.

The Company follows the principles of the successful efforts method of accounting for its oil and natural gas exploration and evaluation activities.

Untuk sumur eksplorasi dan sumur uji eksplorasi stratigrafi, biaya yang secara langsung terkait dengan pengeboran sumur-sumur tersebut, dikapitalisasi dahulu sebagai aset dalam penyelesaian dalam akun aset minyak dan gas bumi, hingga ditentukan apakah telah ditemukan cadangan minyak dan gas yang berpotensi ekonomis berdasarkan pengeboran tersebut. Penentuan ini biasanya dilakukan dalam waktu satu tahun setelah penyelesaian sumur, tetapi dapat memakan waktu lebih lama, tergantung pada kompleksitas struktur geologi. Kebijakan ini mengharuskan manajemen untuk membuat estimasi dan asumsi tertentu atas peristiwa dan keadaan di masa depan, khususnya apakah operasi eksploitasi dapat dilaksanakan secara ekonomis.

For exploration and exploratory-type stratigraphic test wells, costs directly associated with the drilling of those wells are initially capitalized as assets under construction within oil and gas properties, pending determination of whether potentially economically viable oil and gas reserves have been discovered by the drilling effort. The determination is usually made within one year after well completion, but can take longer, depending on the complexity of the geological structure. This policy requires management to make certain estimates and assumptions as to future events and circumstances, in particular whether an economically viable extraction operation can be established.









ii. Aset minyak dan gas bumi (lanjutan) ii. Oil and gas properties (continued)

Setiap estimasi dan asumsi tersebut dapat berubah seiring tersedianya informasi baru. Jika sumur tidak menemukan cadangan yang memiliki potensi ekonomi, biaya sumur akan dibebankan sebagai beban sumur kering (dry hole) dan diklasifikasikan sebagai biaya eksplorasi.

Such estimates and assumptions may change as new information becomes available. If the well does not discover potentially economically viable oil and gas quantities, the well costs are expensed as a dry hole and are reported in exploration expense.

iii. Penurunan nilai aset non-keuangan iii. Impairment of non-financial assets

Aset minyak dan gas bumi yang telah menemukan cadangan terbukti, ditelaah untuk penurunan nilai ketika kejadian dan perubahan keadaan mengindikasikan bahwa nilai tercatat aset tidak dapat dipulihkan. Jika terdapat indikasi tersebut, nilai terpulihkan aset akan diestimasi. Nilai terpulihkan aset ditentukan berdasarkan nilai yang lebih besar antara nilai wajar aset dikurangi biaya untuk menjual atau nilai pakainya.

Proven oil and gas properties are reviewed for impairment losses whenever events or changes in circumstances indicate that the carrying amount may not be recoverable. If any such indication exists, the asset’s recoverable amount is estimated. The recoverable amount of an asset is determined as the greater of an asset’s fair value less costs to sell or its value in use.

Penentuan nilai wajar aset dikurangi biaya untuk menjual atau nilai pakai mengharuskan manajemen untuk membuat estimasi dan asumsi yang berkaitan dengan volume produksi dan penjualan, harga komoditas (mempertimbangkan harga sekarang dan historis, tren harga dan faktor-faktor lain yang terkait), cadangan yang telah dikembangkan dan belum dikembangkan (Catatan 4b (i)), biaya operasi, biaya penutupan dan peninggalan sumur yang sudah tidak terpakai dan pengeluaran modal di masa depan, penurunan tingkat produksi, tingkat diskonto dan faktor lainnya.

The determination of fair value less costs to sell or value in use requires management to make estimates and assumptions about expected production and sales volumes, commodity prices (considering current and historical prices, price trends and related factors), developed and undeveloped reserves (Note 4b (i)), operating costs, costs for plugging and abandonment of wells and future capital expenditure, field decline rates, discount rates, and other factors.

Estimasi dan asumsi ini memiliki risiko dan ketidakpastian, dan oleh karena itu terdapat kemungkinan terjadi perubahan keadaan yang akan mengubah proyeksi ini, yang dapat mempengaruhi jumlah terpulihnya aset. Dalam keadaan tersebut, beberapa atau semua nilai tercatat aset mungkin akan mengalami tambahan atau pengurangan penurunan nilai dengan dampak yang dicatat dalam laba rugi.

These estimates and assumptions are subject to risk and uncertainty, and hence there is a possibility that changes in circumstances will alter these projections, which may have an impact on the recoverable amount of the assets. In such circumstances, some or all of the carrying value of the assets may be further impaired or the impairment charge reduced with the impact recorded in profit or loss.







4. MANAGEMENT’S USE OF ESTIMATES JUDGEMENTS AND ASSUMPTIONS (continued)


iv. Pajak iv. Taxation

Perhitungan beban pajak penghasilan Perusahaan melibatkan penafsiran terhadap peraturan perpajakan dan peraturan yang berlaku termasuk KKS Perusahaan serta peraturan pemerintah yang terkait seperti Peraturan Pemerintah No. 79 tanggal 20 Desember 2010 mengenai Biaya Operasi yang Dapat Dikembalikan dan Perlakuan Pajak Penghasilan di Bidang Usaha Hulu Minyak dan Gas Bumi. Terdapat banyak transaksi dan perhitungan yang dapat menyebabkan ketidakpastian di dalam penentuan kewajiban pajak. Resolusi dari posisi pajak yang diambil oleh Perusahaan, melalui negosiasi dengan otoritas pajak yang relevan atau auditor Pemerintah dapat berlangsung bertahun-tahun dan sangat sulit untuk memprediksi hasil akhirnya.

The calculation of the Company’s income tax expense involves the interpretation of applicable tax laws and regulations including the Company’s PSC as well as related government regulations, such as Government Regulation No. 79 dated December 20, 2010 regarding Cost Recovery and Income Tax Treatment in the Upstream Oil and Gas Business. There are many transactions and calculations for which the ultimate tax determination is uncertain in the ordinary course of business. The resolution of tax positions taken by the Company, through negotiations with relevant tax authorities or the Government auditors, can take several years to complete, and in some cases it is difficult to predict the ultimate outcome.

v. Provisi untuk biaya pembongkaran dan

restorasi v. Provision for decommissioning and site

restoration costs

Perusahaan memiliki kewajiban untuk melakukan pembongkaran fasilitas produksi minyak dan gas bumi dan pipa pada akhir umur manfaat aset tersebut. Kewajiban pembongkaran terbesar yang dihadapi Perusahaan berkaitan dengan penutupan dan peninggalan sumur yang sudah tidak terpakai dan pembuangan platform minyak dan gas bumi dan saluran pipa pada area kontrak Perusahaan.

The Company is obliged to carry out the future decommissioning of oil and natural gas production facilities and pipelines at the end of their economic lives. The largest decommissioning obligations facing the Company relate to the plugging and abandonment of wells and to the removal and disposal of oil and natural gas platforms and pipelines in its contract area.

Sebagian besar pembongkaran akan dilakukan di masa yang akan datang sehingga terdapat ketidakpastian mengenai persyaratan yang harus dipenuhi pada saat dilakukannya pembongkaran. Teknologi pembongkaran dan biaya pembongkaran terus berubah, termasuk ekspektasi politik, lingkungan, keselamatan dan publik. Akibatnya, terdapat ketidakpastian yang signifikan terkait kapan dan jumlah arus kas masa depan yang harus dikeluarkan. Perubahan dalam ekspektasi biaya masa depan yang diharapkan tercermin dalam provisi dan aset yang terkait, yang dapat memiliki dampak yang material terhadap laporan keuangan Perusahaan.

Most of these decommissioning events are many years in the future, and the precise requirements that will have to be met when the removal event actually occurs are uncertain. Decommissioning technologies and costs are constantly changing, as well as political, environmental, safety and public expectations. Consequently, the timing and amounts of future cash flows are subject to significant uncertainty. Changes in expected future costs are reflected in both the provision and the related asset and could have a material impact on the Company’s financial statements.

Jika biaya pembongkaran yang diharapkan berbeda 1% dari estimasi manajemen, jumlah tercatat yang diprovisikan untuk biaya pembongkaran dan restorasi lokasi aset akan lebih rendah atau lebih tinggi sebesar AS$731.

If the expected decommissioning costs used differ by 1% from management’s estimates, the carrying amount of the provision for decommissioning and site restoration costs will be an estimated US$731 lower or higher.






5. KAS DAN SETARA KAS 5. CASH AND CASH EQUIVALENTS

2018 2017

Kas Cash on hand - Rupiah - 1 Rupiah - - Dolar AS 3 3 US Dollars -

3 4

Rekening Rupiah: Rupiah account: - PT Bank Mandiri (Persero) Tbk. 12.741 2.824 PT Bank Mandiri (Persero) Tbk. - - PT Bank Negara Indonesia PT Bank Negara Indonesia -

(Persero) Tbk. 108.297 16.323 (Persero) Tbk. - PT Bank Rakyat Indonesia PT Bank Rakyat Indonesia -

(Persero) Tbk. 14.506 882 (Persero) Tbk. - PT Bank Tabungan Negara PT Bank Tabungan Negara -

(Persero) Tbk. 15.773 - (Persero) Tbk. 151.317 20.029

Rekening Dolar AS: US Dollars account:

- PT Bank Mandiri (Persero) Tbk. 3.135 19.298 PT Bank Mandiri (Persero) Tbk. - - PT Bank Negara Indonesia PT Bank Negara Indonesia -

(Persero) Tbk. 311.057 172.943 (Persero) Tbk. - PT Bank Rakyat Indonesia PT Bank Rakyat Indonesia -

(Persero) Tbk. 3.023 12.323 (Persero) Tbk. 317.215 204.564

Deposito berjangka: Time deposit:

PT Bank Negara Indonesia PT Bank Negara Indonesia (Persero) Tbk. (Persero) Tbk.

- Rekening Dolar AS 4.445 4.445 US Dollars account -

472.980 229.042

Tingkat bunga per tahun untuk deposito berjangka pada tahun 2018 dan 2017 sebagai berikut:

The annual interest rates on time deposits during 2018 and 2017 were as follows:

2018 2017

Rekening Dolar AS 0,75% 0,50% US Dollars account

PT Bank Mandiri (Persero) Tbk, PT Bank Negara Indonesia (Persero) Tbk, PT Bank Rakyat Indonesia (Persero) Tbk dan PT Bank Tabungan Negara (Persero) Tbk adalah entitas berelasi dengan Pemerintah. Lihat Catatan 20g untuk rincian sifat hubungan dan transaksi dengan pihak berelasi.

PT Bank Mandiri (Persero) Tbk, PT Bank Negara Indonesia (Persero) Tbk, PT Bank Rakyat Indonesia (Persero) Tbk and PT Bank Tabungan Negara (Persero) Tbk are government-related entities banks. Refer to Note 20g for details of the nature of relationships and transactions with related parties.






6. PIUTANG USAHA 6. TRADE RECEIVABLES

2018 2017

Pihak ketiga 26.689 27.386 Third parties Pihak berelasi (Catatan 20a) 458.513 387.836 Related parties (Note 20a)

485.202 415.222

Piutang usaha pihak ketiga terdiri dari: Trade receivables third parties consists of: 2018 2017

PT Tri Wahana Universal (TWU) 725 2.196 PT Tri Wahana Universal (TWU) EMCL 25.964 25.190 EMCL

26.689 27.386

Saldo piutang usaha merupakan bagian Perusahaan atas penjualan minyak ke pelanggan, piutang underlifting dan DMO.

The trade receivables balance represents the Company’s share of oil sales to customers, underliftings and DMO.

Karena jatuh temponya yang pendek, jumlah tercatat piutang usaha kurang lebih sama dengan nilai wajarnya.

Due to the short-term nature of trade receivables, their carrying amounts approximate their fair values.

Berdasarkan evaluasi manajemen terhadap kolektibilitas saldo masing-masing piutang usaha pada tanggal 31 Desember 2018, manajemen berpendapat bahwa seluruh jumlah piutang akan tertagih oleh karena itu tidak ada provisi penurunan nilai yang perlu dicatat.

Based on management’s review for the collectibility of the individual trade receivable accounts as at December 31, 2018, management believes that all receivables will be collected and therefore no provision for impairment has been recorded.

7. PIUTANG LAIN-LAIN 7. OTHER RECEIVABLES

2018 2017

Pihak ketiga 835 3.960 Third parties Piutang karyawan 380 557 Employee receivables Pihak berelasi (Catatan 20b) 4.164 423 Related parties (Note 20b)

5.379 4.940

Piutang lain-lain terdiri dari saldo setoran dana kepada Pertamina, piutang karyawan, kepada pihak ketiga atas pembiayaan yang dilakukan oleh Perusahaan untuk kepentingan pihak lain, tagihan atas penggunaan aset Perusahaan dan penggantian biaya.

Other receivables represent transfers of cash to Pertamina, employee receivables, to third parties, payments made by the Company on behalf of other parties, charges to other parties for the use of the Company’s assets and the reimbursement of expenses.

Karena jatuh temponya yang pendek, jumlah tercatat piutang lain-lain kurang lebih sama dengan nilai wajarnya.

Due to the short-term nature of other receivables, their carrying amounts approximate their fair values.

Seluruh saldo piutang belum jatuh tempo dan tidak mengalami penurunan nilai.

None of the balances are past due or have been impaired.






8. ASET MINYAK DAN GAS BUMI 8. OIL AND GAS PROPERTIES 2018

Pemulihan/ (penurunan) nilai asset/ Saldo awal/ Recovery/ Saldo akhir/ Beginning Penambahan/ Reklasifikasi/ (impairment) Ending balance Additions Reclassifications of assets balance

Nilai perolehan Acquisition costs

Sumur produksi 330.462 35.334 - - 365.796 Production wells Fasilitas produksi 1.544.896 3.816 - - 1.548.712 Production facilities Harta bergerak 18.601 - - - 18.601 Movable assets

Sub-jumlah 1.893.959 39.150 - - 1.933.109 Sub-total

Aset dalam penyelesaian Assets under construction

Sumur produksi 91.408 715 - - 92.123 Production wells Fasilitas produksi 178.468 172.986 - - 351.454 Production facilities

Sub-jumlah 269.876 173.701 - - 443.577 Sub-total

Jumlah nilai perolehan 2.163.835 212.851 - - 2.376.686 Total acquisition cost

Akumulasi penyusutan, deplesi Accumulated depreciation, dan amortisasi depletion and amortization

Sumur produksi 111.657 55.530 - - 167.187 Production wells Fasilitas produksi 172.180 79.740 - - 251.920 Production facilities Harta bergerak 8.112 5.245 - - 13.357 Movable assets

Jumlah akumulasi penyusutan, Total accumulated depreciation, deplesi dan amortisasi 291.949 140.515 - - 432.464 depletion and amortization

Nilai buku neto 1.871.886 1.944.222 Net book value

2017

Pemulihan/ (penurunan) nilai asset/ Saldo awal/ Recovery/ Saldo akhir/ Beginning Penambahan/ Reklasifikasi/ (impairment) Ending balance Additions Reclassifications of assets balance

Nilai perolehan Acquisition costs

Sumur produksi 306.614 23.848 - - 330.462 Production wells Fasilitas produksi 1.419.741 2.301 122.854 - 1.544.896 Production facilities Harta bergerak 18.601 - - - 18.610 Movable assets

Sub-jumlah 1.744.956 26.149 122.854 - 1.893.959 Sub-total

Aset dalam penyelesaian Assets under construction

Sumur produksi 61.109 - - 30.299 91.408 Production wells Fasilitas produksi 124.042 148.691 (122.854) 28.589 178.468 Production facilities

Sub-jumlah 185.151 148.691 (122.854) 58.888 269.876 Sub-total

Jumlah nilai perolehan 1.930.107 174.840 - 58.888 2.163.835 Total acquisition cost

Akumulasi penyusutan, deplesi Accumulated depreciation, dan amortisasi depletion and amortization

Sumur produksi 63.641 48.016 - - 111.657 Production wells Fasilitas produksi 99.011 73.169 - - 172.180 Production facilities Harta bergerak 7.798 314 - - 8.112 Movable assets

Jumlah akumulasi penyusutan, Total accumulated depreciation, deplesi dan amortisasi 170.450 121.499 - - 291.949 depletion and amortization

Nilai buku neto 1.759.657 1.871.886 Net book value






8. ASET MINYAK DAN GAS BUMI (lanjutan) 8. OIL AND GAS PROPERTIES (continued) Biaya penyusutan, deplesi dan amortisasi sebesar AS$140.515 (2017: AS$121.499) dibebankan sebagai beban produksi (Catatan 18a).

Depreciation, depletion and amortisation expenses of US$140,515 (2017: US$121,499) were charged to production expenses (Note 18a).

Penambahan sumur produksi dan fasilitas produksi di tahun 2018 sebesar AS$38.730 (2017: AS$26.149) merupakan penyesuaian biaya pembongkaran dan restorasi (Catatan 13).

The additions to the production wells and production facilities in 2018 amounting to US$38,730 (2017: US$26,149) represent adjustment of decommissioning and site restoration costs (Note 13).

Aset minyak dan gas bumi mencerminkan participating interest Perusahaan dalam aset minyak dan gas bumi, yang diakui berdasarkan Joint Interest Statements yang diterbitkan oleh Operator.

Oil and gas properties reflect the Company’s participating interest in the oil and gas properties, recognised based on information in the Joint Interest Statements issued by the Operator.

Manajemen melakukan pengujian penurunan nilai begitu terdapat indikasi aspek komersial dan teknikal.

Management performed impairment testing if there are technical and commercial indication.

9. UTANG USAHA 9. TRADE PAYABLES

Utang usaha terdiri dari: Trade payables consists of:

2018 2017

Pihak ketiga: Third party: EMCL 30.313 64.267 EMCL

Lain-lain 7.943 2.681 Others

38.256 66.948

Utang kepada EMCL merupakan saldo utang under call pada tanggal 31 Desember 2018 dan 2017 untuk kepentingan pembiayaan operasi di KKS Blok Cepu.

The payable to EMCL represents under cash-called position as of December 31, 2018 and 2017 in relation to financing of the Cepu Block PSC operations.

10. UTANG LAIN-LAIN 10. OTHER PAYABLES

2018 2017

Pihak ketiga 2.855 2.940 Third parties Pihak berelasi (Catatan 20c) 5.099 58.873 Related parties (Note 20c)

7.954 61.813

11. BEBAN MASIH HARUS DIBAYAR 11. ACCRUED EXPENSES

2018 2017

Pemasok dan kontraktor 42.943 3.220 Suppliers and contractors Bonus dan insentif 9.314 6.093 Bonuses and incentives Severance and past service Pesangon dan imbalan jasa 480 2.790 liabilities Lain-lain 393 1.287 Others

53.130 13.390

Beban masih harus dibayar kepada pemasok dan kontraktor merupakan bagian Perusahaan atas akrual sehubungan dengan kegiatan pembangunan Gas Processing Facility (GPF) di lapangan unitisasi Jambaran-Tiung Biru (JTB).

Accrued expenses to suppliers and contractors represent the Company’s share of accruals in relation to development of the Gas Processing Facility (GPF) in the Jambaran-Tiung Biru unitization field (JTB).






12. PERPAJAKAN 12. TAXATION

a. PPN yang dapat ditagihkan kembali a. Reimbursable VAT

2018 2017

PPN yang dapat ditagihkan kembali 31.195 43.160 Reimbursable VAT

PPN yang dapat ditagihkan kembali merupakan bagian Perusahaan atas PPN yang dibayar oleh Kontraktor KKS sehubungan dengan pembelian persediaan, peralatan dan perlengkapan yang berkaitan dengan kegiatan operasi KKS yang dapat ditagihkan kembali dari SKK Migas.

The reimbursable VAT represents the Company’s portion of VAT paid by the PSC Contractors in relation to purchases of materials, equipment and services involving PSC operations, and is reimbursable by SKK Migas.

Berdasarkan evaluasi manajemen terhadap kolektibilitas saldo PPN yang dapat ditagihkan kembali pada tanggal 31 Desember 2018, manajemen berpendapat bahwa seluruh jumlah PPN akan tertagih oleh karena itu tidak ada provisi penurunan nilai yang perlu dicatat.

Based on management’s review for the collectibility of the reimbursable VAT as of December 31, 2018, management believes that all VAT will be collected and therefore no provision for impairment has been recorded.

b. Utang pajak b. Taxes payable

2018 2017

Pajak penghasilan dan dividen 193.767 144.621 Corporate and dividend tax

Pajak lain-lain: Other taxes: - PPN 2.538 166 VAT - - Pajak penghasilan - Pasal 15/4(2) 423 - Income tax – Article 15/4(2) - - Pajak penghasilan - Pasal 21 2.110 635 Income tax - Article 21 - - Pajak penghasilan - Pasal 23/26 365 9 Income tax - Article 23/26 -

5.436 810

199.203 145.431

c. Beban pajak penghasilan c. Income tax expense 2018 2017

Kini (Catatan 12d) 612.601 372.158 Current (Note 12d) Tangguhan (Catatan 12e) 39.837 68.241 Deferred (Note 12e)

Beban pajak penghasilan 652.438 440.399 Income tax expense






12. PERPAJAKAN (lanjutan)

12. TAXATION (continued)

d. Pajak kini d. Current income tax

Rekonsiliasi antara laba sebelum pajak penghasilan menurut laba rugi dengan laba sebelum pajak penghasilan dari kegiatan usaha KKS adalah sebagai berikut:

The reconciliation between profit before income tax as shown in profit or loss and profit before income tax from PSC activities is as follows:

2018 2017

Laba sebelum beban pajak penghasilan 1.494.838 1.102.604 Profit before income tax expense

Dikurangi: Less: Pendapatan bunga yang sudah dikenakan pajak penghasilan final (3.223) (736) Interest income subject to final tax Laba sebelum beban pajak Profit before income tax from dari kegiatan usaha KKS 1.491.615 1.101.868 PSC activities Ditambah/(dikurangi): Add/(less): Beda temporer: Temporary differences: Provisi untuk biaya pembongkaran Provision for decommissioning dan restorasi lokasi aset 12.182 26.480 and site restoration costs Unrecovered costs (30.192) 97.595 Unrecovered costs Penyusutan, deplesi dan amortisasi Depreciation, depletion and aset minyak dan gas bumi (80.354) (271.987) amortisation of oil and gas properties Piutang usaha - (20.585) Trade receivables

Sub-jumlah beda temporer (98.364) (168.497) Sub-total of temporary differences

Beda tetap: Permanent differences: Beban bunga 46.198 57.618 Interest expense Selisih kurs (1.811) (126) Foreign exchange differences Kredit investasi 4.992 13.075 Investment credit Pemulihan nilai aset - (58.888) Recovery of assets Lain-lain 69.964 (26.142) Others

Sub-jumlah beda tetap 119.343 (14.463) Sub-total of permanent differences

Laba kena pajak 1.512.594 918.908 Taxable income Tarif pajak 40,5% 40,5% Tax rate Beban pajak penghasilan kini 612.601 372.158 Current income tax expense

Rekonsiliasi antara beban pajak penghasilan dengan hasil perkalian laba akuntasi sebelum pajak penghasilan dan tarif pajak yang berlaku sebagai berikut:

The reconciliation between income tax expense and the theoretical tax amount on the Company’s profit before income tax using currently enacted tax rates is as follows:

2018 2017

Laba sebelum pajak penghasilan 1.494.838 1.102.604 Profit before income tax Pajak dihitung dengan tarif Income tax calculated at pajak yang berlaku (40,5%) 605.409 446.555 the applicable tax rate (40.5%) Penghasilan yang telah dikenakan pajak final (1.305) (298) Income subject to final tax Beban/(pendapatan) yang Non-deductible expenses/ tidak dapat dikurangkan 48.334 17.992 (non taxable income) (Pemulihan)/penurunan nilai aset - (23.850) (Recovery)/impairment of assets

Beban pajak penghasilan 652.438 440.399 Income tax expense






12. PERPAJAKAN (lanjutan)

12. TAXATION (continued)

e. Pajak tangguhan e. Deferred tax

Aset dan kewajiban pajak tangguhan Perusahaan dan beban pajak tangguhan untuk tahun yang berakhir pada 31 Desember 2018 dan 2017 sebagai berikut:

Details of deferred tax assets and liabilities and the deferred tax expense for the years ended December 31, 2018 and 2017 are as follows:

2018

Saldo awal/ Saldo akhir/ Beginning Mutasi/ Ending balance Movements balance

Aset pajak tangguhan: Deferred tax assets: Penyisihan untuk biaya pembongkaran Provision for decommissioning dan restorasi lokasi asset 13.266 4.934 18.200 and site restoration costs Unrecovered costs 41.155 (12.228) 28.927 Unrecovered costs

Sub-jumlah aset pajak tangguhan 54.421 (7.294) 47.127 Sub-total deferred tax assets Kewajiban pajak tangguhan: Deferred tax liabilities: Aset minyak dan gas bumi (378.160) (32.543) (410.703) Oil and gas properties

Beban pajak tangguhan (39.837) Deferred tax expense

Kewajiban pajak tangguhan, neto (323.739) (363.576) Deferred tax liabilities, net

2017

Saldo awal/ Saldo akhir/ Beginning Mutasi/ Ending balance Movements balance

Aset pajak tangguhan: Deferred tax assets: Penyisihan untuk biaya pembongkaran Provision for decommissioning dan restorasi lokasi asset 2.541 10.725 13.266 and site restoration costs Unrecovered costs 1.629 39.526 41.155 Unrecovered costs Piutang usaha 8.337 (8.337) - Trade receivables

Sub-jumlah aset pajak tangguhan 12.507 41.914 54.421 Sub-total deferred tax assets Kewajiban pajak tangguhan: Deferred tax liabilities: Aset minyak dan gas bumi (268.005 ) (110.155) (378.160) Oil and gas properties

Beban pajak tangguhan (68.241) Deferred tax expense

Kewajiban pajak tangguhan, neto (255.498) (323.739) Deferred tax liabilities, net

f. Administrasi pajak di Indonesia f. Tax administration in Indonesia

Undang-undang perpajakan yang berlaku di Indonesia mengatur bahwa Perusahaan menghitung, menetapkan dan membayar sendiri besarnya jumlah pajak yang terutang. Berdasarkan peraturan perundang-undangan yang berlaku, Direktur Jenderal Pajak (DJP) dapat menetapkan atau mengubah jumlah pajak terutang dalam jangka waktu tertentu, saat ini jangka waktunya adalah lima tahun sejak tanggal terutangnya pajak.

The taxation laws of Indonesia require the Company to submit its tax returns on the basis of self assessment. Under the prevailing regulations the Director General of Tax (DGT) may assess or amend taxes within a certain period, currently within five years of the date when the tax becomes due.






12. PERPAJAKAN (lanjutan) 12. TAXATION (continued)

g. Surat ketetapan pajak Perusahaan g. Tax assessment letters of the Company

Pada tahun 2016, Direktorat Jenderal Pajak (DJP) menerbitkan Surat Ketetapan Pajak Kurang Bayar (SKPKB) sebagai berikut:

In 2016, the Directorate General of Taxation (DGT) issued the following underpayment tax assessment letters (SKPKB):

Kurang/lebih bayar atau rugi fiskal

Underpayment/Overpayment or fiscal loss

Nomor dan Menurut Direktorat Status pada tanggal penerbitan Jenderal Pajak/ Menurut tanggal surat ketetapan/ Tahun According to Perusahaan/ laporan keuangan/ Number and pajak/ Jenis pajak/ Indonesian According to Status as of issue date of Fiscal Type of Tax to the the date of assessment letter year taxes Office Company financial statement 00011/216/11/081/16 2011 PPh badan/ Kurang bayar Nihil/Nil Dalam proses keberatan/ 20 Juli/July 2016 Corporate and sebesar AS$21.557/ In objection process dividend tax Underpayment of US$21,557

Pada tanggal 19 Agustus 2016, Perusahaan sudah membayar seluruh SKPKB tersebut dan dicatat sebagai aset lain-lain - tidak lancar. Pada tanggal 27 November 2017, Perusahaan mengajukan surat permohonan banding atas putusan penolakan keberatan tanggal 28 Agustus 2017.

On August 19, 2016, the Company paid the total assessed amounts and recorded as other assets - non current. On November 27, 2017, the Company filed appeal letters against the rejected objection letters on August 28, 2017.

Manajemen memutuskan untuk membukukan provisi atas pembayaran SKPKB tersebut pada tahun 2016.

Management decided to record a provision of the above SKPKB payment in 2016.

13. PROVISI BIAYA PEMBONGKARAN DAN

RESTORASI LOKASI ASET

13. PROVISION FOR DECOMMISSIONING AND SITE

RESTORATION COSTS

Sebagai Kontraktor KKS, Perusahaan bertanggung jawab atas kegiatan penghentian pengoperasian fasilitas produksi dan sarana penunjang dan melakukan pemulihan lingkungan di wilayah kerja nya (“ASR”). Mutasi provisi biaya pembongkaran dan restorasi lokasi aset sebagai berikut:

As a PSC Contractor, the Company is responsible for decommissioning of production and support facilities and conducting environmental restoration activities in the working area (“ASR”). The movements in the provision for decommissioning and site restoration are as follows:

2018 2017

Saldo awal 32.754 6.273 Beginning balance Penyesuaian 38.730 26.149 Adjustments Beban akresi (Catatan 19) 1.637 332 Accretion expense (Note 19)

Saldo akhir 73.121 32.754 Ending balance

Penyesuaian merupakan akibat perubahan estimasi atas waktu dan pengeluaran kas, perubahan tarif pembongkaran dan restorasi dan perubahan suku bunga diskonto dan inflasi yang diterapkan Perusahaan yang menyebabkan kenaikan jumlah liabilitas.

The adjustment represents the changes in estimated timing and amounts of the cash outflows, changes in decommissioning and site restoration costs as well as the discount rate and inflation rate applied by the Company, resulting in an increase in the amount of such liabilities.

Sesuai dengan instruksi SKK Migas, Perusahaan wajib menyetorkan dana ASR ke rekening bersama dana ASR sesuai dengan laporan pencadangan dana ASR. Sampai dengan tanggal 31 Desember 2018 Perusahaan telah menyetorkan dana ASR sebesar AS$28.186 (2017: AS$19.988), termasuk pendapatan bunga, sebagai dana pembongkaran, restorasi lokasi aset dan aktivitas lain yang terkait ke dalam rekening bersama denganSKK Migas. Setoran tersebut dicatat sebagai aset lain-lain karena dana tersebut hanya dapat digunakan untuk tujuan tersebut diatas dengan persetujuan dari SKK Migas atau ditransfer ke SKK Migas.

Pursuant to SKK Migas’s instructions, the Company must provide ASR funding in ASR joint account matching the amounts in the ASR funding reserve report. As of December 31, 2018 the Company has deposited ASR funds in the amount of US$28,186 (2017: US$19,988), including interest revenue, dismantlement funds, asset location restoration and other related activities in the joint account with SKK Migas. The deposit is classified as other assets and it is only to be used for ASR purposes with SKK Migas approval or transferred to SKK Migas.






14. MODAL SAHAM 14. SHARE CAPITAL

Pada tanggal 31 Desember 2018 dan 2017 jumlah modal ditempatkan dan disetor oleh Perusahaan adalah sebagai berikut:

As of December 31, 2018 and 2017 the Company’s issued and paid-up capital position is as follows:

Persentase kepemilikan/ Nilai saham/ Percentage of Lembar/Shares Share value ownership

PT Pertamina (Persero) PT Pertamina (Persero) (“Pertamina”) 495 48 99 (“Pertamina”)

PT Pertamina Pedeve Indonesia PT Pertamina Pedeve Indonesia (“PDV”)* 5 1 1 (“PDV”)*

500 49 100

* berubah menjadi PT Pertamina Pedeve Indonesia sejak

31 Januari 2018. * changed into PT Pertamina Pedeve Indonesia since

January 31, 2018.

Saham biasa memberikan hak kepada pemegangnya untuk memperoleh dividen dan hasil dari pembubaran perusahaan sesuai dengan proporsi jumlah dan jumlah yang dibayarkan atas saham yang dimiliki.

Ordinary shares entitle the holder to participate in dividends and the proceeds on winding up of the Company in proportion to the number of and amounts paid on the shares held.

15. DIVIDEN 15. DIVIDENDS

Berdasarkan surat keputusan pemegang saham secara sirkuler, pemegang saham menetapkan pembagian dividen sebagai berikut:

Based on the circular shareholder resolution, the shareholder approved, among others, dividends distribution as follows:

Tanggal Resolusi Pemegang Saham/ Dividen per saham/ Dividen/ Date of Shareholders Resolution Dividends per share Dividends

21 Maret 2018/March 21, 2018 463,5 231.772 23 Maret 2017/March 23, 2017 45,9 22.957 16. CADANGAN UMUM 16. GENERAL RESERVE

UU Perseroan Terbatas Republik Indonesia No. 1/1995 yang diterbitkan di bulan Maret 1995 dan telah diubah dengan UU No. 40/2007 yang diterbitkan pada bulan Agustus 2007, mengharuskan pembentukan cadangan umum dari laba neto sejumlah minimal 20% dari jumlah modal yang ditempatkan dan disetor penuh. Tidak ada batasan waktu untuk membentuk cadangan tersebut.

The Limited Liability Company Law of the Republic of Indonesia No. 1/1995 introduced in March 1995 and amended by Law No. 40/2007, issued in August 2007, requires the establishment of a general reserve from net income amounting to at least 20% of a company’s issued and paid up capital. There is no time limit on the establishment of the general reserve.






17. PENDAPATAN USAHA 17. REVENUE

2018 2017

Pihak yang berelasi (Catatan 20e) Related party (Note 20e) Minyak mentah 692.855 456.948 Crude oil

Pihak ketiga: Third parties: Underlifting/(overlifting) 679 (5.906) Underlifting/(overlifting) Minyak mentah 13.295 220.683 Crude oil

Jumlah pendapatan usaha - pihak ketiga 13.974 214.777 Total revenue third parties

Pemerintah: Government: DMO fees - minyak mentah 168.256 116.201 DMO fees - crude oil Underlifting 903.923 541.013 Underlifting

Jumlah pendapatan usaha - Pemerintah 1.072.179 657.214 Total revenue Government

Jumlah 1.779.008 1.328.939 Total

18. BEBAN USAHA 18. OPERATING EXPENSES

a. Beban produksi a. Production expenses

2018 2017

Beban penyusutan, deplesi Depreciation, depletion and dan amortisasi (Catatan 8) 140.515 121.499 amortisation (Note 8) Material 42.891 47.664 Materials Gaji, upah dan tunjangan 20.446 23.029 Salaries, wages and allowances Lain-lain 10.473 17.984 Others

214.325 210.176

b. Beban umum dan administrasi b. General and administrative expenses

2018 2017

Gaji, upah dan tunjangan 19.063 10.627 Salaries, wages and allowances Jasa umum 2.583 1.867 General services Jasa professional 4.992 1.506 Professional fees Sewa 282 268 Rentals Beban perlengkapan 143 108 Supplies

27.063 14.376

c. Pendapatan lain-lain neto c. Other income net

2018 2017

Keuntungan selisih kurs, neto 1.810 125 Foreign exchange gains, net Pemulihan nilai aset - 58.888 Recovery of assets Lain-lain 20 10 Others

1.830 59.023






18. BEBAN USAHA (lanjutan) 18. OPERATING EXPENSES (continued)

c. Pendapatan lain-lain neto (lanjutan) c. Other income net (continued)

Berdasarkan PJBG antara Perusahaan dan PT Pertamina EP dengan Direktorat Gas Pertamina yang ditandatangani pada tanggal 13 November 2017 dan penambahan 41,37% participating interest Perusahaan di JTB (catatan 21b), Perusahaan mencatat pemulihan atas penurunan nilai yang telah diakui tahun sebelumnya atas Proyek JTB.

Based on the GSPA between the Company and PT Pertamina EP with the Directorate of Gas of Pertamina which was signed on November 13, 2017 and addition of the Company’s participating interest by 41.37% in the JTB field (note 21b), the Company recorded recovery of previous year's impairment on the JTB Project

19. BEBAN KEUANGAN 19. FINANCE COSTS

2018 2017

Beban bunga - proyek 46.198 57.618 Interest expense - projects Beban akresi (Catatan 13) 1.637 332 Accretion expense (Note 13)

47.835 57.950

Beban bunga atas proyek merupakan biaya bunga yang dibebankan oleh Pertamina atas pinjaman yang digunakan Perusahaan untuk proyek pengembangan minyak di KKS Blok Cepu.

Interest expense in relation to projects represent interest charged by Pertamina in relation to loans of which proceeds were provided to the Company for oil development projects in the Cepu Block PSC.

20. SALDO DAN TRANSAKSI DENGAN PIHAK

BERELASI 20. RELATED PARTY BALANCES AND

TRANSACTIONS

2018 2017

Kas dan setara kas (Catatan 5) 472.977 229.038 Cash and cash equivalents (Note 5) Piutang usaha (Catatan 6) 458.513 387.836 Trade receivables (Note 6) Piutang lain-lain (Catatan 7) 4.164 423 Other receivables (Note 7)

935.654 617.297

Persentase terhadap jumlah aset 31% 24% As a percentage of total assets

Utang lain-lain (Catatan 10) 5.099 58.873 Other payables (Note 10) Pinjaman pemegang saham

(Catatan 20d) 519.946 831.914 Shareholder loan (Note 20d)

525.045 890.787

Persentase terhadap jumlah liabilitas 42% 60% As a percentage of total liabilities

a. Piutang usaha a. Trade receivables 2018 2017

Kementerian Keuangan The Ministry of Finance (Direktorat Jenderal Anggaran) 224.904 174.563 (Directorate General of Budget) Pertamina 233.609 213.273 Pertamina

458.513 387.836

Persentase terhadap jumlah piutang usaha 94% 93% As a percentage of trade receivables

Piutang usaha dari Pertamina merupakan piutang atas penjualan minyak bumi kepada Pertamina. Piutang usaha dari Kementerian Keuangan merupakan piutang underlifting.

The trade receivable from Pertamina results from crude oil sales to Pertamina. The trade receivable from the Ministry of Finance represents an underlifting receivable.







BERELASI (lanjutan) 20. RELATED PARTY BALANCES AND

TRANSACTIONS (continued)

b. Piutang lain-lain b. Other receivables 2018 2017

Pertamina 3.964 263 Pertamina PT Pertamina Driling Services PT Pertamina Driling Services Indonesia 116 78 Indonesia PT Pertamina EP 66 71 PT Pertamina EP PT Pertamina Gas 13 6 PT Pertamina Gas PT Pertamina Hulu Energi 5 5 PT Pertamina Hulu Energi

4.164 423

Persentase terhadap jumlah piutang lain-lain 77% 8% As a percentage of other receivables

c. Utang lain-lain c. Other payables 2018 2017

Pertamina 4.635 58.670 Pertamina PT Pertamina Training & Consulting 180 86 PT Pertamina Training & Consulting PT Pertamina Bina Medika 136 95 PT Pertamina Bina Medika PT Pertamina Patra Niaga 23 12 PT Pertamina Patra Niaga PT Patra Jasa 4 6 PT Patra Jasa PT Pertamina Trans Kontinental 1 4 PT Pertamina Trans Kontinental PT Pertamina Hulu Energi 114 0 PT Pertamina Hulu Energi PT Pertamina Hulu Indonesia 2 0 PT Pertamina Hulu Indonesia PT Pertamina EP Cepu ADK 4 - PT Pertamina EP Cepu ADK

5.099 58.873

Persentase terhadap jumlah utang lain-lain 64% 95% As a percentage of other payables

Saldo utang lain-lain pada Pertamina sebagai berikut:

Other payable amounts due to Pertamina are as follows:

2018 2017

Interest expense charged Pembebanan bunga by Pertamina in relation to

oleh Pertamina atas pinjaman Pertamina’s loans from third Pertamina dari pihak ketiga parties utilised for Cepu untuk proyek Blok Cepu - 57.618 Block project

Pembebanan biaya imbalan kerja Seconded employee benefit karyawan perbantuan Pertamina expenses charged by Pertamina kepada Perusahaan 3.095 251 to the Company

Lain-lain 1.540 801 Others

4.635 58.670







BERELASI (lanjutan) 20. RELATED PARTY BALANCES AND

TRANSACTIONS (continued) d. Pinjaman pemegang saham

d. Shareholder loan

2018 2017

Pinjaman dari Pertamina 519.946 831.914 Loan from Pertamina

Dikurangi: Less: Bagian jangka pendek 173.315 207.979 Short-term portion

Pinjaman pemegang saham - Shareholder loans- dikurangi bagian jangka pendek 346.631 623.935 net of short-term portion

Mutasi utang pada Pertamina sebagai berikut: Movements in the amounts due to Pertamina are as follows:

2018 2017

Saldo awal 831.914 1.039.893 Beginning balance Pembayaran (311.968) (207.979) Paid

Saldo akhir 519.946 831.914 Ending balance

Pada tanggal 28 Desember 2012, Perusahaan dan Pertamina menandatangani Perjanjian Pinjaman Dana untuk jangka waktu 10 (sepuluh) tahun. Pinjaman ini ditujukan untuk membiayai bagian Perusahaan atas pengembangan proyek Banyu Urip. Tingkat bunga pinjaman mengacu pada tingkat bunga pasar, yaitu berdasarkan pada tingkat bunga yang ditanggung oleh Pertamina dari Pihak yang memberikan pinjaman yang digunakan oleh Pertamina untuk Fasilitas Pinjaman (“Lender”). Pada 31 Desember 2018, tingkat bunga yang dikenakan adalah sebesar 5,10% (2017: 6,93%) per tahun. Pelunasan pokok pinjaman dimulai pada tanggal 30 Juni 2017 dengan pelunasan dilakukan setiap enam bulan sampai tanggal 31 Desember 2021.

On December 28, 2012, the Company and Pertamina signed a Loan Agreement (Perjanjian Pinjaman Dana) effective for a period of 10 (ten) years. This loan is for financing the Company’s share of the Banyu Urip project development costs. The loan interest rate refers to the market interest rate, which is based on interest rate incurred by Pertamina for the parties granting the loans used by Pertamina to finance this Loan Facility (“Lender”). As of Desember 31, 2018, the interest rate applied is 5.10% (2017: 6.93%) p.a. Loan principal repayments are due to commence on June 30, 2017 with repayments being made every six months thereafter through December 31, 2021.

e. Pendapatan usaha e. Revenue

2018 2017

Pertamina 692.855 456.948 Pertamina

f. Kompensasi kepada manajemen kunci f. Key management compensation

Manajemen kunci termasuk Dewan Komisaris dan Direksi. Kompensasi yang dibayar untuk manajemen kunci atas dasar jasa pekerjaan sebagai berikut:

Key management includes the Board of Commissioners and Board of Directors. The compensation paid to key management for employee services is as follows:

2018 2017

Gaji dan imbalan karyawan jangka Salaries and other short-term pendek 431 633 employee benefits

Persentase terhadap jumlah As a percentage of total salary

beban gaji 2% 4% expense






20. SALDO DAN TRANSAKSI DENGAN PIHAK BERELASI (lanjutan)

20. RELATED PARTY BALANCES AND TRANSACTIONS (continued)

g. Sifat hubungan dan transaksi dengan pihak berelasi

g. The nature of relationships and transactions with related parties

Hubungan dengan pihak

Pihak berelasi/ yang berelasi/ Relationships Sifat transaksi/ Related parties with related parties Nature of transactions

Pertamina Pemegang saham/Shareholder Penjualan minyak, pinjaman dana dan pegawai yang

diperbantukan/ Oil sales, borrowing of funds and secondment of employees

PT Pertamina EP Entitas sepengendali/ Penggantian biaya/Reimbursement of expenses Entity under common control

PT Pertamina Bina Medika Entitas sepengendali/ Penggantian biaya/Reimbursement of expenses Entity under common control

PT Pertamina Dana Ventura Pemegang saham/Shareholder Penggantian biaya/Reimbursement of expenses

PT Patra Jasa Entitas sepengendali/ Sewa gedung/Rental of buildings Entity under common control

PT Bank Mandiri (Persero) Tbk. Entitas berelasi dengan Pemerintah/ Penempatan dana/Placement of funds Government related entity

PT Bank Negara Indonesia (Persero) Tbk.

Entitas berelasi dengan Pemerintah/ Government related entity

Penempatan dana/Placement of funds

PT Bank Rakyat Indonesia (Persero) Tbk.



PT Bank Tabungan Negara (Persero) Tbk.



PT Pertamina EP Cepu ADK Entitas sepengendali/ Entity under common control

Penggantian biaya/Reimbursement of expenses

PT Pertamina Training & Consulting

Entitas sepengendali/ Entity under common control

Penggantian biaya/Reimbursement of expenses

Kementerian Keuangan (Direktorat Jenderal Anggaran)/The Ministry of Finance (Directorate Entitas Pemerintah/Government Penerimaan bagi hasil/Government production sharing General of Budget) entity






21. KOMITMEN DAN LIABILITAS KONTINJENSI 21. COMMITMENTS AND CONTINGENT LIABILITIES

a. Perjanjian jual beli minyak mentah Banyu Urip a. Banyu Urip crude oil sale and purchase agreement

Pada tanggal 23 Juni 2016 melalui Keputusan Kementerian Energi dan Sumber Daya Mineral No. 168.K/12/DJM.B/2016 harga minyak mentah Banyu Urip di titik serah FSO Gagak Rimang ditetapkan sebesar ICP Arjuna dikurangi AS$0,50/barel (nilai penuh). Harga tersebut digunakan Perusahaan dalam Perjanjian Jual Beli Minyak (PJBM) dengan Pertamina dan PT Tri Wahana Universal (TWU). Pada tanggal 21 November 2017 melalui Keputusan Kementerian Energi dan Sumber Daya Mineral No. 4028.K/12/MEM/2017 harga minyak mentah Banyu Urip di titik serah FSO Gagak Rimang ditetapkan sebesar ICP Arjuna ditambah AS$5,50/barel (nilai penuh).

On June 23, 2016, through the decision letter of Ministry of Energy Mineral Resources No. 168.K/12/DJM.B/2016, the Banyu Urip crude oil price on the Gagak Rimang FSO delivery point is set at Arjuna ICP less US$0.50/barrel (full amount). These crude price formulas are used by the Company in its Crude Sales Purchase Agreement (CSPA) with Pertamina and PT Tri Wahana Universal (TWU). On November 21, 2017, through the decision letter of Ministry of Energy Mineral Resources No. 4028.K/12/MEM/2017, the Banyu Urip crude oil price on the Gagak Rimang FSO delivery point is set at Arjuna ICP plus US$5.50/barrel (full amount).

b. Perjanjian Unitisasi Jambaran Tiung Biru b. Jambaran Tiung Biru Unitisation Agreement

Sesuai ketentuan PP No. 35/2004 pasal 41 dan pasal 42 mengenai Unitisasi, Kontraktor KKS mempunyai kewajiban untuk melakukan Unitisasi apabila terbukti adanya pelamparan reservoir yang memasuki wilayah kerja Kontraktor lainnya. Dalam rangka memenuhi ketentuan tersebut, pada tanggal 14 September 2012, telah ditandatangani Perjanjian Unitisasi (UA) Lapangan Jambaran dan Lapangan Tiung Biru antara Kontraktor KKS Blok Cepu yang terdiri dari Perusahaan, EMCL, Ampolex, dan Badan Kerja Sama PI Blok Cepu (BUMD) di satu pihak dengan Kontraktor KKS Blok PT Pertamina EP (PEP) di lain pihak.

Government Regulation No. 35/2004, specifically Article 41 and Article 42 regarding Unitisation stipulates that PSC Contractors are required to conduct unitisation where there is evidence of a reservoir extending into another Contractor’s Work Area. In conformity with this requirement, a Unitisation Agreement (UA) related to the Jambaran and Tiung Biru Fields was signed on September 14, 2012 between the Cepu Block PSC Contractors - composed of the Company, EMCL, Ampolex and the Badan Kerja Sama PI of the Cepu Block (BUMD) as one party, with PT Pertamina EP (PEP) as the other party.

Kesepakatan utama yang tercapai dalam UA adalah:

The main covenants agreed upon in the UA are as follows:

1. Lapangan Jambaran dan Lapangan Tiung Biru diunitisasi.

2. Perusahaan ditunjuk sebagai Operator Unitisasi Lapangan Jambaran-Tiung Biru.

3. Penetapan Equity.

1. The Jambaran Field and the Tiung Biru Field shall be unitised.

2. The Company is designated as the operator of the Jambaran-Tiung Biru Fields Unitisation.

3. Equity Determination.






21. KOMITMEN DAN LIABILITAS KONTINJENSI

(lanjutan) 21. COMMITMENTS AND CONTINGENT LIABILITIES

(continued)

b. Perjanjian Unitisasi Jambaran Tiung Biru (lanjutan)

b. Jambaran Tiung Biru Unitisation Agreement (continued)

Selain kesepakatan UA Lapangan Jambaran - Tiung Biru, Kontraktor KKS Blok Cepu dan Kontraktor KKS Blok PEP masing masing telah menunjuk Perusahaan sebagai Seller Representative untuk seluruh gas bumi Blok Cepu dan gas bumi lapangan Tiung Biru yang dituangkan dalam perjanjian terpisah.

In addition to the covenants set out in the UA of the Jambaran - Tiung Biru Fields, the Cepu Block PSC Contractors and the PEP Block PSC Contractor have each designated the Company as the Seller’s Representative for all of the Cepu Block natural gas and the Tiung Biru field natural gas in separate agreements.

Pada tanggal 9 November 2012, Kontraktor KKS Blok Cepu dan Kontraktor KKS Blok PEP telah menyampaikan surat permohonan persetujuan kepada Menteri ESDM untuk melaksanakan Unitisasi Lapangan Jambaran - Tiung Biru dan Penentuan Perusahaan sebagai Operator Unitisasi melalui Kepala SKK Migas. SKK Migas melalui surat No. 151/13/MEM/M/2013 tanggal 28 Februari 2013 menyetujui pelaksanaan unitisasi lapangan Jambaran-Tiung Biru dan Penentuan Perusahaan sebagai Operator.

On November 9, 2012 the Cepu PSC Contractors and the PEP Block Contractor submitted a letter of request through SKK Migas to secure the ESDM Minister’s approval to conduct the Jambaran - Tiung Biru Fields Unitisation and the designation of the Company as the Operator of the Unitisation. SKK Migas through its letter No.151/13/MEM/M/2013 dated February 28, 2013 approved the unitisation of the Jambaran - Tiung Biru field and appointed the Company as the Operator.

Selain Unitization Agreement (UA) dan Unit Operating Agreement (UOA), Kontraktor KKS Blok Cepu dan KKS Blok PEP menyepakati Cepu Gas Marketing Agreement (CGMA) yang mengatur pemasaran bersama atas gas bumi Cepu dan akan menunjuk Perusahaan sebagai wakil penjual. EMCL akan mendukung penunjukan Perusahaan sebagai penjual bagian Pemerintah dari hasil produksi gas bumi Blok Cepu. CGMA ini akan dilaksanakan oleh Kontraktor KKS Cepu.

In addition to Unitization Unit (UA) and Unit Operation Agreement (UOA), WK Cepu KKS Contractors and PEP WK KKS agreed to Cepu Gas Marketing Agreement (CGMA) which regulates for the joint marketing of Cepu natural gas and the appointment of the Company as the Seller’s Representative. EMCL also agreed to support the appointment of the Company as the Seller of the State’s share of Cepu natural gas. The CGMA will be executed by the Contractor under the Cepu PSC.

Pada tanggal 13 Februari 2013, Plan of Development (POD) sudah disetujui oleh SKK Migas dan revisi atas POD tersebut disetujui tanggal 17 Agustus 2015.

On February 13, 2013, the Plan of Development (POD) was approved by SKK Migas and the revision of the POD was approved on August 17, 2015.

UA, UOA dan CGMA telah disetujui oleh para partner Blok Cepu pada tanggal 14 September 2012. Unitisasi Lapangan Jambaran - Tiung Biru dan penetapan Perusahaan sebagai Operator Unit Lapangan Jambaran - Tiung Biru telah disetujui oleh Kementerian Energi dan Sumber Daya Mineral tanggal 28 Februari 2013.

The UA, UOA and CGMA have been approved by the Cepu Block partners on September 14, 2012. The Jambaran - Tiung Biru Fields Unitisation and determination of the Company as operator of the Jambaran - Tiung Biru Fields have been approved by the Ministry of Energy and Mineral Resources on February 28, 2013.






21. KOMITMEN DAN LIABILITAS KONTIJENSI (lanjutan) 21. COMMITMENTS AND CONTINGENT LIABILITIES

(continued)



Penandatanganan Head Of Agreement (HOA) gas Jambaran Tiung Biru (JTB) di Jakarta tanggal 18 Desember 2015, yaitu persetujuan penjualan gas yang diproduksi dari Lapangan Unitisasi Jambaran dan Tiung Biru (proyek gas JTB) antara Perusahaan dan pemegang PI Blok Cepu antara lain EMCL, PT Asri Dharma Sejahtera, PT Blora Patragas Hulu, PT Petrogas Jatim Utama Cendana dan SPHC sebagai pihak pejual dengan PT. Pertamina Persero yang bertindak sebagai pembeli.

The signing of the Head Of Agreement (HOA) gas Jambaran Tiung Biru (JTB) in Jakarta on December 18, 2015, which approved the sale of gas produced from Jambaran - Tiung Biru Untization Fields (gas project JTB) between the Company and holders of participating interests among other EMCL, PT Asri Dharma Sejahtera, PT Blora Patragas Hulu, PT Petrogas Jatim Utama Cendana and SPHC as the sellers with PT. Pertamina Persero, which acts as the buyer.

Berdasarkan surat dari Menteri Energi dan Sumber Daya Mineral No. 9/13/MEM.M/2017 tanggal 3 Januari 2017 kepada Direktur Utama Pertamina bahwa Pemerintah telah menetapkan pengembangan lapangan JTB agar dilakukan oleh PEPC. EMCL menyetujui pengembangan Unitisasi Lapangan JTB tanpa partisipasi EMCL. PEPC dan EMCL menyepakati bahwa biaya yang ditetapkan sehubungan pengambilalihan unit participating interest adalah sebesar AS$103 juta yang terdiri dari opportunity value sebesar AS$32,6 Juta dan reimbursement atas pengeluaran biaya EMCL dan Ampolex sampai dengan 31 Juli 2017 sebesar AS$70,4 juta hak atas hidrokarbon, akrual dan properti masa depan dan unit properti atas lapangan JTB akan beralih dari EMCL kepada PEPC. EMCL tidak bertanggungjawab atas pengembalian biaya operasi yang terkait dengan lapangan JTB.

Based on a letter from the Minister of Energy and Mineral Resources No. 9/13/MEM.M/2017 dated January 3, 2017 to the President Director of Pertamina, the Government has determined that the development of JTB field will be carried out by the Company. EMCL approved the development of a field Unitisasi JTB without participation of the EMCL. PEPC and EMCL agreed that the costs set out in respect of the takeover of the unit's participating interest is US$103 million which consists of the opportunity value of US$32.6 million and reimbursements over expenses EMCL and Ampolex until July 31, 2017 amounted to US$70.4 million. The right of hydrocarbons, accrual and future property and unit property over JTB field will switch from EMCL to PEPC. EMCL is not responsible for any recovery of operations cost associated with JTB fields

Efektif sejak tanggal 3 November 2017, participating interest Perusahaan di lapangan unitisasi JTB menjadi 82,74%. Pembayaran untuk akuisisi atas participating interest ini dicatat sebagai aset minyak dan gas bumi.

Effective from November 3, 2017, the Company’s participating interest in JTB unitization field is 82.74%. The consideration for this acquisition was recorded as oil and gas properties.

Komposisi partisipasi di lapangan unitisasi JTB pada tanggal 31 Desember 2017 adalah:

Unit interest (%) PEPC 82,7460 PEP 8,0601 SPHC 1,0031 ADS 4,1231 BPH 2,0061 PJUC 2,0616 Total 100,0000

The participating compositions of the JTB unitization field as of December 31, 2017 is:

Unit interest (%) PEPC 82,7460 PEP 8,0601 SPHC 1,0031 ADS 4,1231 BPH 2,0061 PJUC 2,0616 Total 100,0000






21. KOMITMEN DAN LIABILITAS KONTIJENSI (lanjutan) 21. COMMITMENTS AND CONTINGENT LIABILITIES

(continued)



Penarikan PI BUMD dari Lapangan JTB Withdrawal of BUMD’s PI from JTB field

Melalui Surat No. 001/KETUA-BKS/XI/2017 tanggal 17 November 2017 dan Surat No. 004/KETUA-BKS/XII/2017 tanggal 19 Desember 2017, BUMD menyampaikan penarikan diri dari pengembangan lapangan JTB terhitung mulai tanggal 1 Januari 2018, sehingga Perusahaan menambah 9,19% PI di lapangan unitisasi JTB menjadi 91,93%. Atas transaksi ini, Perusahaan mengganti cash call yang telah dibayarkan BUMD tersebut sebesar AS$16.764.058 (nilai penuh), yang dicatat Perusahaan sebagai penambah aset minyak dan gas bumi.

Through the letter No. 001/KETUA-BKS/XI/2017 dated November 17, 2017 and letter No. 004/KETUA-BKS/XII/2017 dated December 19, 2017, BUMD submits their withdrawal from the development of JTB field starting from January 1, 2018 resulting in additional 9.19% PI to the Company in JTB unitization field to 91.93%. On this transaction, the Company reimbursed the total cash call paid by BUMD amounting to US$16.764.058 (full amount) which is recorded as additional oil and gas properties.

c. Perjanjian Jual Beli Gas c. Gas Sales and Purchase Agreements

Pada tanggal 13 November 2017, Perusahaan menandatangani PJBG untuk mengirimkan gas sebesar 172 MMSCFD kepada Pertamina. PJBG tersebut berlaku efektif selama 20 tahun semenjak tanggal perjanjian atau kemampuan reservoir lapangan JTB dengan harga jual sebesar AS$6,7/MMBTU.

On November 13, 2017, the Company signed GSPA to deliver gas amounting to 172 MMSCFD to Pertamina. The GSPA effectively applied for 20 years from the date of the agreement or the JTB field reservoir capacity with the selling price of US$6.7/MMBTU.

22. AKTIVITAS YANG TIDAK MEMPENGARUHI ARUS

KAS 22. ACTIVITIES NOT AFFECTING CASH FLOWS

Aktivitas investasi dan pendanaan Perusahaan yang tidak memiliki pengaruh arus kas sebagai berikut:

As at the date of the issuance of these financial statements, the Company has not signed the GSPA, even the reserves are recognized.

2018 2017

Penambahan aset minyak dan gas Additions to oil and gas properties as a bumi yang berasal dari kapitalisasi result of the capitalisation biaya pembongkaran dan of decommisioning and site restorasi lokasi aset (Catatan 8) 38.730 26.149 reclamation costs (Note 8)

Aktivitas pendanaan Perusahaan yang tidak memiliki pengaruh arus kas adalah sebagai berikut:

Financing activities of the Company which do not affect cash flows are as follows:

2018 2017

Pinjaman pemegang saham Shareholder loans Saldo awal 831.914 1.039.893 Beginning balance Arus kas: Cash flow: - Pembayaran (311.968) - Paid - Perubahan non-kas: Non-cash changes: - Pelunasan - (207.979) Settlement - - (207.979) Saldo akhir (Catatan 20d) 519.946 831.914 Ending balance (Note 20d)






22. AKTIVITAS YANG TIDAK MEMPENGARUHI ARUS

KAS (lanjutan) 22. ACTIVITIES NOT AFFECTING CASH FLOWS

(continued)

2018 2017

Utang lain-lain - Pertamina Other payables - Pertamina Saldo awal 58.670 94.255 Beginning balance Arus kas: Cash flow: - Pembayaran dividen (14.292) - Dividen paid - - Pembayaran bunga pinjaman (40.000) - Interest loan paid - Perubahan non-kas: Non-cash changes: - Pengumuman dividen 229.454 22.728 Dividend declared - - Pelunasan dividen (215.162) (22.728) Dividend settled - - Beban bunga 46.198 57.618 Interest expense - - Pelunasan beban bunga (63.816) (65.943) Interest settled - - Lain-lain 3.583 (27.260) Others - 257 (35.585) Saldo akhir (Catatan 20c) 4.635 58.670 Ending balance (Note 20c)

23. ASET DAN LIABILITAS KEUANGAN 23. FINANCIAL ASSETS AND LIABILITIES

Pada tanggal 31 Desember 2018, semua aset keuangan Perusahaan yang terdiri dari kas dan setara kas, piutang usaha dan piutang lain-lain yang berjumlah AS$963.561 (2017: AS$649.204) dikategorikan sebagai pinjaman dan piutang. Perusahaan tidak memiliki kategori aset keuangan lain selain pinjaman dan piutang.

As of December 31, 2018, all of the Company’s financial assets which consisted of cash and cash equivalents, trade receivables and other receivables totaling US$963,561 (2017: US$649,204) were categorised as loans and receivables. The Company does not have any other financial asset category other than loans and receivables.

Pada tanggal 31 Desember 2018, semua liabilitas keuangan Perusahaan yang terdiri dari utang usaha, beban masih harus dibayar, pinjaman pemegang saham dan utang lain-lain yang berjumlah AS$619.286 (2017: AS$974.065) dikategorikan sebagai liabilitas keuangan lain yang diukur pada biaya perolehan diamortisasi. Perusahaan tidak memiliki kategori liabilitas keuangan lain selain liabilitas keuangan lain yang diukur pada biaya perolehan diamortisasi.

As of December 31, 2018, all of the Company’s financial liabilities which comprise trade payables, accrued expenses, shareholder loans and other payables totaling US$619,286 (2017: US$974,065) are categorised as other financial liabilities at amortised costs. The Company does not have any other financial liability category other than other financial liabilities at amortised costs.

24. MANAJEMEN RISIKO KEUANGAN 24. FINANCIAL RISK MANAGEMENT

Berbagai aktivitas yang dilakukan membuat Perusahaan terekspos terhadap berbagai risiko keuangan: risiko pasar (termasuk risiko dari dampak nilai tukar mata uang asing. risiko harga dan risiko suku bunga), risiko kredit dan risiko likuiditas. Tujuan dari kebijakan manajemen risiko Perusahaan adalah untuk mengidentifikasi, mengukur, mengawasi dan mengelola risiko dasar dalam upaya melindungi kesinambungan bisnis dalam jangka panjang dan meminimalkan dampak yang tidak diharapkan pada kinerja keuangan Perusahaan.

The Company’s activities expose it to a variety of financial risks: market risk (including the effects of currency exchange risk. price risk and interest rate risk), credit risk and liquidity risk. The objectives of the Company’s risk management policies are to identify measure, monitor and manage basic risks in order to safeguard the Company's long-term business continuity and minimise potential adverse effects on the financial performance of the Company.

I. Risiko usaha I. Business risks

Aktivitas bisnis Perusahaan dipengaruhi berbagai risiko keuangan (hulu dan hilir) misalnya sebagai berikut:

The Company’s business activities are exposed to a variety of business risks (upstream and downstream) which are as follows:






24. MANAJEMEN RISIKO KEUANGAN (lanjutan) 24. FINANCIAL RISK MANAGEMENT (continued)

I. Risiko usaha (lanjutan) I. Business risks (continued)

i. Perkiraan cadangan minyak mentah, gas alam dan panas bumi milik Perusahaan tidak pasti dan mungkin terbukti tidak akurat dari waktu ke waktu atau mungkin tidak dapat secara akurat mencerminkan tingkat cadangan yang sebenarnya, atau bahkan jika akurat, keterbatasan teknis dapat mencegah Perusahaan untuk mendapatkan kembali cadangan ini.

i. The Company’s crude oil, natural gas and geothermal reserves estimates are uncertain and may prove to be inaccurate over time or may not accurately reflect actual reserves levels, or even if accurate, technical limitations may prevent the Company from retrieving these reserves.

ii. Perusahaan tergantung kepada kemampuan

manajemen untuk mengembangkan cadangan yang ada, mengganti cadangan yang ada dan mengembangkan cadangan tambahan.

ii. The Company is dependent on management’s ability to develop existing reserves, replace existing reserves and develop additional reserves.

II. Risiko keuangan II. Financial risks

a. Risiko pasar a. Market risk

i. Risiko mata uang asing i. Foreign exchange risk

Sebagian besar pendapatan dan pengeluaran operasi dari Perusahaan didenominasi dalam mata uang Dolar AS. yang secara tidak langsung merupakan lindung nilai alami (natural hedge) terhadap eksposur fluktuasi mata uang asing. Pengeluaran signifikan dalam mata uang asing (Rupiah) berhubungan dengan pembayaran gaji. Namun demikian, pengeluaran-pengeluaran tersebut tidak material dibandingkan dengan keseluruhan pengeluaran untuk satu tahun. Karena pertimbangan tersebut, manajemen berkeyakinan bahwa Perusahaan tidak memiliki eksposur yang signifikan terhadap fluktuasi nilai tukar mata uang asing.

The majority of the Company’s revenue and operating expenditures is denominated in US Dollars, which indirectly represents a natural hedge on exposure to fluctuations in foreign exchange rates. The significant expenditure denominated in another currency (Rupiah) relates to payroll. However, these expenditures are not material to Company’s total annual expenditure. Because of these considerations, management believes that the Company does not have a significant exposure to fluctuations in foreign exchange rates.

Pada tanggal 31 Desember 2018, jika mata uang Rupiah melemah atau menguat sebesar 3% terhadap Dolar AS dengan semua variabel konstan, laba setelah pajak dalam tahun berjalan akan menjadi lebih tinggi atau lebih rendah sebesar AS$54.317 (2017: lebih tinggi atau lebih rendah AS$4) terutama diakibatkan penjabaran keuntungan atau kerugian translasi kas dan setara kas, piutang usaha, piutang lain-lain, pajak dibayar dimuka, utang usaha, utang lain-lain, biaya yang masih harus dibayar dan utang pajak.

As of December 31, 2018, if the Rupiah weakened or strengthened by 3% against the US Dollar with all other variables held constant, the post-tax profit for the period would have been higher or lower by US$54,317 (2017: higher or lower by US$4) mainly as a result of foreign exchange gains or losses on the translation of Rupiah-denominated cash and cash equivalents, trade receivables, other receivables, prepaid taxes, trade payables, other payables, accrued expenses and tax payables.







II. Risiko keuangan (lanjutan) II. Financial risks (continued)

a. Risiko pasar (lanjutan) a. Market risk (continued)

ii. Risiko harga ii. Price risk

Perusahaan terekspos terhadap risiko pasar yang berhubungan dengan pergerakan harga minyak mentah karena minyak mentah adalah produk komoditas yang diperjualbelikan di pasar minyak dunia. Sebagai produk komoditas, harga minyak mentah sangat tergantung pada dinamika pasokan dan permintaan minyak mentah di pasar ekspor dunia, yang sangat dipengaruhi oleh:

The Company is exposed to market risk associated with price movements of crude oil since crude oil is a commodity product traded on the world crude markets. As a commodity product, global crude oil prices are principally dependent on the supply and demand dynamics of crude oil in the world export market which are significantly affected by:

· Faktor-faktor fundamental (seperti

produksi, persediaan, kondisi kilang, fasilitas pipa dan kebijakan produksi, tingkat pertumbuhan ekonomi, kebutuhan, musim dan ketersediaan teknologi sumber tenaga alternatif).

· Fundamental factors (such as production, inventories, condition of refineries, pipeline facilities and production policy, economic growth, needs, seasons and the technological availability of alternative energy sources).

· Faktor-faktor non-fundamental (kekhawatiran pasar akibat gangguan politik, keamanan dan aksi spekulasi di pasar minyak).

· Non-fundamental factors (market concerns due to political interference, security and speculation in oil markets).

Harga minyak mentah Perusahaan ditentukan berdasarkan harga ICP yang didasarkan harga minyak mentah dunia dengan kualitas yang sama sehingga cenderung sangat mengikuti siklus dan terpengaruh oleh fluktuasi yang signifikan yang disebabkan oleh dinamika pasokan dan permintaan seperti yang didiskusikan di atas. Namun demikian, Perusahaan tidak melakukan lindung nilai terhadap fluktuasi harga minyak mentah sesuai dengan instruksi dari Pertamina. Risiko fluktuasi harga minyak mentah dimonitor secara berkesinambungan untuk mengetahui besarnya eksposur risiko yang dihadapi Perusahaan.

Prices for the Company’s crude oil are based on ICP which are based on global crude oil prices with a similar grade, and therefore tend to be highly cyclical and subject to significant fluctuations due to supply and demand dynamics, as discussed above. However, the Company does not use derivative instruments to hedge its exposure to crude oil price risk in accordance with an instruction from Pertamina. The risk of crude oil price fluctuations is monitored on an ongoing basis to determine the magnitude of the risk exposures facing the Company.

iii. Risiko suku bunga arus kas dan nilai pasar iii. Cash flow and fair value interest rate risk

Pertamina menyelenggarakan mekanisme pendanaan secara terpusat dan mengalokasikan pembebanan bunga atas pinjaman ke pihak ketiga untuk bagian Perusahaan atas proyek pengembangan Blok Cepu. Bunga yang dibebankan Pertamina kepada Perusahaan tergantung pada suku bunga yang dibayar Pertamina atas pinjaman yang dikenakan suku bunga tetap dan variable. Dengan demikian. Perusahaan terekpos pada nilai pasar risiko suku bunga karena perubahan tingkat suku bunga pasar akan mempengaruhi Pertamina yang akan membebankan sebagian biaya pinjaman tersebut kepada Perusahaan.

Pertamina has established a centralised funding mechanism and allocates interest expenses on loans from third parties utilised for the Company’s portion of the Cepu Block project development. Interest charged by Pertamina to the Company is dependent on the interest rates paid by Pertamina on its own borrowings, which bear interest at fixed and variable rates. As such, the Company is exposed to the fair value of interest rate risk, due to the fact that changes in market interest rates will affect Pertamina, which in turn will pass through a portion of its borrowing costs to the Company.








b. Risiko kredit b. Credit risk

Pada tanggal 31 Desember 2018 jumlah maksimal eksposur dari risiko kredit adalah AS$963.561 (2017: AS$649.204) terdiri dari kas dan setara kas, piutang usaha dan piutang lain-lain. Risiko kredit terutama berasal dari penempatan dana pada bank, deposito berjangka, piutang usaha dan piutang lain-lain.

As of December 31, 2018, the total maximum exposure to credit risk was US$963,561 (2017: US$649,204) consisting of cash and cash equivalents, trade receivables and other receivables. Credit risk arises from cash in banks, time deposits, trade receivables and other receivables.

Perusahaan memiliki risiko kredit yang secara signifikan berasal dari piutang yang belum dibayar dan kas dan setara kas. Pada sebagian besar transaksinya, Perusahaan menggunakan bank pemerintah yang secara independen dinilai dengan peringkat AAA, AA+ dan AA.

The Company has a significant credit risk involving receivables and cash and cash equivalents. For its bank transactions, the Company uses state-owned banks that are independently assessed as being AAA, AA+ and AA rated institutions.

Perusahaan tidak memiliki konsentrasi risiko kredit yang signifikan.

The Company has no significant concentrations of credit risk.

c. Risiko likuiditas c. Liquidity risk

Risiko likuiditas merupakan risiko yang muncul dalam situasi dimana posisi arus kas Perusahaan mengindikasikan bahwa arus kas masuk dari pendapatan jangka pendek tidak cukup untuk memenuhi arus kas keluar untuk pengeluaran jangka pendek. Sebagian besar arus kas masuk Perusahaan bergantung pada dana dari Pertamina, dalam bentuk cash call. Manajemen Perusahaan secara rutin melakukan monitor atas perkiraan arus kas dan arus kas aktual dan melakukan koordinasi secara rutin atas pendanaan dengan Pertamina.

Liquidity risk is defined as the risk that arises in situations where a company's cash flow indicates that the cash inflow from short- term revenue is not sufficient to cover the cash outflow for short-term expenditures. Most of the Company’s cash inflow depends on funding in the form of cash advances from Pertamina. The Company’s management regularly monitors projected and actual cash flows and regularly coordinates funding arrangements with Pertamina.

Tabel di bawah ini menggambarkan liabilitas keuangan Perusahaan pada tanggal laporan keuangan berdasarkan jatuh temponya yang relevan berdasarkan periode sisa hingga tanggal jatuh tempo kontraktual. Jumlah yang diungkapkan dalam tabel ini adalah nilai arus kas kontraktual yang tidak terdiskonto termasuk estimasi pembayaran bunga:

The table below analyses the Company's financial liabilities at the reporting date into relevant maturity groupings based on the remaining period to the contractual maturity date. The amounts disclosed in the table represent contractual undiscounted cash flow including estimated interest payments:






272.655 346.631 - 619.286



c. Risiko likuiditas (lanjutan) c. Liquidity risk (continued)

31 Desember/December 31, 2018

Kurang dari 1 tahun/

Lebih dari 1 tahun dan kurang dari

5 tahun/ Later than 1 year and

Lebih dari 5 tahun/

Less than 1 year not later than

5 years Later than 5 years Jumlah/

Total Liabilitas Liabilities Utang usaha 38.256 - - 38.256 Trade payables Utang lain-lain

7.954 - - 7.954 Other payables Beban masih harus

dibayar 53.130 - - 53.130 Accrued expenses Pinjaman kepada

pemegang saham 173.315 346.631 - 519.946 Shareholder loans

d. Nilai wajar d. Fair values

Nilai wajar adalah suatu jumlah dimana suatu aset dapat dipertukarkan atau suatu liabilitas diselesaikan antara pihak yang memahami dan berkeinginan untuk melakukan transaksi wajar.

The fair value is the amount for which an asset could be exchanged or a liability settled between knowledgeable and willing parties in an arm's length transaction.

Nilai tercatat dari aset dan liabilitas keuangan mendekati nilai wajarnya.

The carrying amounts of financial assets and liabilities approximate their fair values.

III. Manajemen risiko permodalan III. Capital risk management

Sesuai dengan kebijakan Pertamina, kebijakan permodalan dan pendanaan Perusahaan sepenuhnya diatur oleh Pertamina. Perusahaan tidak diberikan otorisasi untuk melakukan pinjaman, baik jangka pendek maupun jangka panjang. Oleh karena itu, penerimaan modal Perusahaan sangat tergantung sepenuhnya dengan kemampuan Pertamina mendapatkan pendanaan. Dalam mengelola permodalannya, Pertamina senantiasa mempertahankan kelangsungan usahanya, termasuk entitas anak serta memaksimalkan manfaat bagi pemegang saham dan pemangku kepentingan lainnya. Pertamina secara aktif dan rutin menelaah dan mengelola permodalannya untuk memastikan struktur modal dan pengembalian yang optimal bagi pemegang saham, dengan mempertimbangkan efisiensi penggunaan modal berdasarkan arus kas operasi dan belanja modal, serta mempertimbangkan kebutuhan modal di masa yang akan datang sebagai suatu Kelompok. Dengan demikian, kemampuan Perusahaan dalam mengelola permodalannya untuk memaksimalkan manfaat bagi pemegang saham dan pemangku kepentingan lainnya serta untuk senantiasa mempertahankan kelangsungan usaha sangat terbatas.

In accordance with Pertamina’s policy, capital management and financing activities including dividend distributions are managed by Pertamina. The Company is not authorised to obtain any short-term or long-term borrowings. Therefore, the Company’s ability to obtain capital depends on Pertamina’s ability to obtain funding. In managing capital, Pertamina safeguards its own ability to continue as a going concern as well as that of its subsidiaries, as well as seeking to maximise benefits to the shareholders and other stakeholders. Pertamina actively and regularly reviews and manages its capital on a group basis to ensure an optimal capital structure and returns to Pertamina’s shareholders, taking into consideration the efficiency of capital use based on operating cash flow and capital expenditure, and also a consideration of future capital needs as a Group. As such, the Company’s ability to manage capital to maximise benefits to the shareholders and other stakeholders and to safeguard its ability to continue as a going concern is limited.






25. AUDIT PEMERINTAH 25. GOVERNMENT AUDITS

Kebijakan akuntansi yang ditetapkan dalam KKS menjadi subjek interpretasi oleh SKK Migas dan Pemerintah. Setiap tahun, pembukuan secara akuntansi dan laporan keuangan Operator KKS menjadi subjek audit oleh SKK Migas dan/atau Pemerintah. Klaim-klaim yang timbul dari audit oleh SKK Migas dan Pemerintah akan disetujui oleh manajemen Perusahaan dan dicatat dalam pembukuan secara akuntansi atau didiskusikan lebih lanjut dengan SKK Migas dan/atau Pemerintah. Penyelesaian atas klaim-klaim yang didiskusikan tersebut memerlukan proses negosiasi yang cukup lama.

The accunting policies specified in the PSC are subject to interpretation by SKK Migas and the Government. The accounting records and reports of the PSC Operator are subject to audit by SKK Migas and/or the Government auditors on an annual basis. Claims arising from these audits are either agreed upon by the management of the Company and recorded in its accounting records, or disscussed with SKK Migas and/or the Government auditors. Resolution of the claims may involve a lengthy negotiation process.

Operator KKS telah diaudit bersama-sama oleh SKK Migas, Badan Pengawas Keuangan dan Pembangunan (BPKP) dan Direktorat Jenderal Pajak untuk tahun buku 2016. Hasil Audit sedang didiskusikan lebih lanjut oleh Operator KKS.

The PSC Operator has been Audited jointly by SKK Migas, the Finance and Development Supervisory Agency (BPKP) and the Directorate General of Tax for the financial year 2016. Audit results are being discussed further by KKS Operators.

26. PERISTIWA PENTING SETELAH TANGGAL NERACA 26. SIGNIFICANT SUBSEQUENT EVENTS

Pengangkatan Direksi Board of Directors Appointment Berdasarkan Keputusan Pemegang Saham Secara Sirkuler tanggal 30 Januari 2019, Bapak Achmad Zaidy diangkat sebagai Pj. Direktur Operasi dan Bapak Taufik Aditiyawarman diangkat sebagai Pj. Direktur Pengembangan Perseroan berlaku efektif terhitung mulai tanggal 30 Januari 2019.

Based on the Circular Shareholder Resolution dated Januari 30, 2019, Mr. Achmad Zaidy was appointed as acting Operation Director and Mr. Taufik Aditiyawarman was appointed as acting Development Director effective from January 30, 2019.

PT PERTAMINA EP CEPU (PEPC) - HEAD OFFICEPatra Jasa Office Tower, 5,6,7,13 & 14th floorsJln. Gatot Subroto Kav. 32-34Jakarta Selatan (12950) IndonesiaPhone +62-21-52900 900 Fax: +62-21-52900 597

PT PERTAMINA EP CEPU (PEPC) - FIELD OFFICEThe Residence - PT Pertamina EP CepuJl. Raya Bojonegoro - Cepu Km. 17Desa Talok, Kecamatan Kalitidu Kabupaten Bojonegoro, IndonesiaPhone: +62-353-880470

http://pepc.pertamina.com/

Laporan TahunanAnnual Report 2018

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