Otras Producciones ORGANIZACIÓN DE EVENTOS
JURADO/INTEGRANTE DE COMISIONES EVALUADORAS DE TRABAJOS ACADÉMICOS
3.2.1 Assessment Results of GCG Implementation
Based on ANTAM’s experience accumulated since 2003, the Company each year has appointed an independent assessor to evaluate company-wide GCG implementation. In accordance with regulatory developments related to GCG implementation across ANTAM, in 2014 as was the case for 2013, the Board of Commissioners has appointed an independent assessor with the authority to access GCG practices in ANTAM by applying the four assessment methods. Since 2003, ANTAM has solicited the services of more than six different independent assessors, yet each time these evaluators arrived at the same conclusion that ANTAM is a company that has consistently applied GCG principles with a highly satisfactory level of implementation. The evaluation of the independent assessor that was recently completed in February 2014 based on the four abovementioned methods revealed impressive results. The evaluation outcome of 2013 which earned a commendable review in overall was sustained in the assessment results for 2014. The independent assessor however had put forward recommendations and imparted advice as input for drawing up the GCG-NR Committee Work Program at the Board of Commissioners level, and the GCG Implementation Bureau at the management level.
LAPORAN DEWAN KOMISARIS
Berdasarkan ASX CG Principle & Recommendation,
penilaian tingkat adopsi ANTAM terhadap ASX Principles dan rekomendasi untuk tahun yang berakhit 31 Desember 2014, ANTAM mendapat score 4,56 dari nilai maksimum 5,0. Artinya GCG ANTAM sudah memenuhi standar praktik terbaik. Berdasarkan metoda Kementerian BUMN hasil penilaian tahun 2014 adalah 97,04% mengalami kenaikan 0,17% dibandingkan dengan penilaian tahun 2013 yang besarnya 96,88% dalam tingkat pemenuhan. Berdasarkan Pedoman GCG Indonesia penilaian terhadap 7 (tujuh) parameter penilaian diperoleh nilai 4,92 dari nilai maksimum 5,0. Berdasarkan ASEAN Corporate Governance Scorecard sepanjang sejalan dengan aturan yang berlaku di Indonesia, ANTAM akan melaksanakannya dengan
full adoption.
Dewan Komisaris merasa puas dengan hasil asesmen tahun 2013 dan 2014 yang dilakukan oleh dua asesor independen yang berbeda namun kedua hasil penilaiannya relatif sama pada level yang tertinggi. Atas prestasi yang dicapai, Dewan Komisaris sangat menghargai peran Komite Penunjang Dewan Komisaris dalam mendukung Dewan Komisaris untuk memastikan telah diterapkannya prinsip- prinsip Good Coorporate Governance di Perusahaan.
3.2.2 ANTAM menerima penghargaan Annual Report
Award dan Merupakan Most Trusted Company 2014: Fundamental ANTAM tetap Baik
Sebagaimana dijelaskan di atas, hasil penilaian dari berbagai lembaga survei menyatakan bahwa penerapan GCG di ANTAM tahun 2014 sangat baik, sehingga menjadi rujukan/benchmarking bagi perusahaan BUMN maupun perusahaan publik lainnya. Dalam berbagai kesempatan, Dewan Komisaris selalu menekankan agar Direksi ANTAM sebagai pemegang saham utama anak/cucu perusahaan atau pembina YAKESPEN atau pendiri DAPEN, agar menjadikan GCG sebagai rujukan bagi anak/cucu perusahaan sehingga akhirnya menjadi budaya juga di anak-anak perusahaan ANTAM. Hasil penilaian asesor independen 2014, sejalan dengan tingkat kepercayaan dan pengakuan pihak luar bahwa fundamental Perusahaan masih
Based on ASX CG Principles & Recommendations, an assessment of ANTAM’s level of adopting ASX Principles and Recommendations by the end of December 31, 2014 earned a score of 4.56 from a maximum score of 5.0. This means that ANTAM’s GCG has met the best practice standards. When assessed according to the SOE Ministry’s method, the evaluation for 2014 achieved the score of 97.04%, an increase by 0.17% compared to results in 2013 at 96.88% in terms of compliance. Based on the Indonesia GCG Guidelines, the assessment of 7 (seven) identified parameters earned a score of 4.92 from the maximum of 5.0. With regard to the ASEAN Corporate Governance Scorecard, providing the mechanism is consistent with regulations applicable in Indonesia, ANTAM shall ensure implementation with full adoption.
The Board of Commissioners is pleased with the assessment results for 2013 and 2014 that were conducted by two different independent assessors, yet produced relatively similar outcomes at the highest level. In reference to this accomplishment, the Board of Commissioners duly acknowledges the role of BOC Supporting Committees in providing the Board with the support necessary to ensure the implementation of Good Corporate Governance principles within the Company.
3.2.2 ANTAM receives the Annual Report Award and declared Most Trusted Company 2014: ANTAM Fundamentals Remain Strong
As explained earlier, the assessment results of various survey agencies have found that ANTAM’s GCG implementation in 2014 has been highly remarkable, making the Company the benchmark for SOEs and other public firms. On many occasions, the Board of Commissioners has emphasized on the need for ANTAM BOD as the principal shareholders of subsidiaries/sub-subsidiaries or as trustees of YAKESPEN or founders of DAPEN to consistently apply GCG as reference for their subsidiaries/sub- subsidiaries as well as ANTAM subsidiaries until it ultimately becomes company-wide culture.
The evaluation results of independent assessors in 2014 are consistent with the level of trust and recognition from other parties that regard the
terhormat dan terkemuka bahwa ANTAM merupakan Most Trusted Company, ANTAM masuk kembali ke kelompok perusahaan LQ-45, ANTAM memenangkan Annual Report Award pada tahun 2014, ANTAM memenangkan Best Sustainability
Report 2014, ANTAM mendapatkan penghargaan
PROPER Hijau 2014, ANTAM mendapatkan penghargaan CSR Award 2014, ANTAM masuk kembali dalam indeks SRI KEHATI 2014, ANTAM mendapatkan predikat Best Company in Creating
Leaders 2014, ANTAM mendapatkan Penghargaan
Anugerah Perusahaan Terbuka Indonesia 2014. Pesan yang diambil dari berbagai pengakuan di atas sangat strategis, bahwa secara fundamental ANTAM tetap baik, dan selalu dioperasikan dengan selalu mengedepankan prinsip-prinsip Tata Kelola Perusahaan Yang Baik. Bahwa ANTAM dalam keadaan rugi lebih disebabkan oleh faktor situasional belaka.
4. PANDANGAN ATAS PROSPEK USAHA
PERUSAHAAN
4.1 Tantangan dan Peluang Tahun 2015
Dalam menghadapi pelaksanaan RKAP 2015, Dewan Komisaris mengingatkan Direksi untuk menggunakan pengalaman tahun 2014 yang lalu dalam mengelola ANTAM yang mengalami kerugian, mempertahankan fundamental perusahaan tetap baik, menyempurnakan hal-hal yang sudah berjalan baik. Pola fluktuasi harga nikel sepertinya tidak terlalu diharapkan membaik dalam waktu dekat meskipun menurut nara sumber terpercaya mengatakan mulai pertengahan tahun 2015, harga nikel akan membaik.
Dibandingkan dengan pengelolaan Perseroan Tahun 2014, Dewan Komisaris berpandangan bahwa upaya Direksi untuk segera mendapatkan tambahan cash (quick yield initiative) dalam tahun 2015 merupakan bagian dari solusi untuk menciptakan kinerja keuangan ANTAM yang lebih baik. Upaya normatif yang telah dilakukan pada tahun 2014 dalam mengelola ANTAM, yang sudah menghasilkan cash, tetap dipertahankan dengan tingkat komitmen tertinggi. Artinya tidak ada alasan untuk tidak men-
deliver komitmen seluruh insan ANTAM sejalan
dengan tema RAPIM ANTAM 2015 “Ensuring the
Successful Delivery of Our Commitments”. Program
as acknowledged by various reputable and prominent institutions in which ANTAM was awarded the Most Trusted Company; reinstated into the LQ-45 group of companies; won the Annual Report Award 2014; earned Best Sustainability Report 2014, awarded Green PROPER 2014; bestowed the CSR Award 2014; reentered the SRI KEHATI index 2014; declared Best Company in Creating Leaders 2014; and earned the Indonesia Transparent Company Award 2014.
From the foregoing different forms of recognition, a highly strategic message that can be drawn is on how ANTAM has fundamentally remained impressive with the ability to consistently give precedence to the implementation of the principles of good corporate governance, and that ANTAM’s losses are mainly due to situational factors.
4. VIEW ON COMPANY BUSINESS
PROSPECTS
4.1 Challenges and Opportunities in 2015
In implementing RKAP 2015, the Board of Commissioners has advised the Board of Directors to draw from past experiences in 2014 to help better manage ANTAM which has incurred losses, maintain Company fundamentals at a satisfactory level, and further improve well-functioning aspects. We should expect too high for improvements in the unstable nickel price trend in the near future, despite reliable sources predicting that nickel prices will recover by mid-2015.
Compared to the way in which the Company was managed in 2014, the Board of Commissioners believes that the Board of Directors’ quick yield initiative in 2015 is part of the solution to create better financial performance within ANTAM. Normative efforts that have been initiated in 2014 in regard to the management of ANTAM and which have succeeded in generating cash shall be maintained at the highest level of commitment. There should be no reason to not deliver on the commitment for all ANTAM personnel which is consistent with the theme of ANTAM’s Workforce Meeting 2015: “Ensuring the Successful Delivery
LAPORAN DEWAN KOMISARIS
BRANKAS (BeRencana AmaN Kelola emaS) merupakan Jasa Depositori Emas Logam Mulia yakni pengembangan lebih lanjut trading emas melalui 10 gerai butik emas yang sudah dibuka ANTAM sampai dengan tahun 2014. Tambahan cash lainnya berasal dari operasi komersial dari Pabrik CGA Tayan dan operasi komersial P3FP pada 2015 sehingga diperoleh tambahan 2.400 ton nikel dalam feronikel. Efisiensi 2014 Direktorat Operasi berhasil menghemat sangat memuaskan dan diharapkan efisiensi dikembangkan lebih luas di seluruh jajaran ANTAM. Peluang efisiensi pada Direktorat Utama, Keuangan, Pengembangan (selesai lebih awal), SDM (In house traning), Umum dan CSR (program rescheduling & reconditioning Program Kemitraan). Sebagaimana diketahui bahwa Proyek CGA Tayan dan P3FP merupakan “buah” komitmen ANTAM dalam mendukung program hilirisasi yang diamanatkan UU No. 4 Tahun 2009 mengenai Minerba yang kemudian disinkronkan dengan program kemandirian dan kedaulatan ekonomi bangsa, sebagaimana diamanatkan oleh UU Perindustrian No.3 Tahun 2014, yang mengusung Visi Pembangunan Industri Nasional 2035: “Menjadi Negara Industri Tangguh”, dimana peran ANTAM sangat strategis perusahaan yang bermain di industri hulu. Komitmen hilirisasi ANTAM dikukuhkan juga dengan perubahan Visi ANTAM 2020 menjadi Visi ANTAM 2030 yang tadinya berbasis pertambangan berubah menjadi berbasis sumber daya alam yang diwujudkan dalam misinya memaksimalkan nilai perusahaan bagi shareholder dan stakeholder termasuk meningkatkan kesejahteraan karyawan serta kemandirian masyarakat di sekitar wilayah operasi.
Dewan Komisaris juga menghargai upaya Direksi yang memanfaatkan peluang menurunkan Capex dan
Opex melalui perolehan tax allowance/tax holiday
proyek-proyek ANTAM P3FP, Proyek CGA Tayan dan Proyek FHT yang tentunya baru dirasakan imbasnya pada tahun 2015 dan dalam masa pembangunan dan masa operasinya.
4.2 New Discovery
Produksi logam emas ANTAM sebagaimana dijelaskan pada butir 2.1 Kinerja Operasional tersebut di atas, mulai menghadapi permasalahan cadangan
of Our Commitments”. The BRANKAS Program, a gold depository service scheme, has been further expanded to include gold trading through 10 retail gold boutiques which ANTAM has established until 2014. Other additional sources of cash include the commercial operations of the Tayan CGA Plant and P3FP in 2015, as well as the production of an additional 2,400 tons of nickel contained in ferronickel. In terms of efficiency in 2014, the Directorate of Operations was able to implement cost saving satisfactorily and this impressive efficiency-enhancing effort is expected to be replicated across ANTAM. Efficiency opportunities are evident in the Main Directorate, Finance, Development (completed much earlier), Human Resource (in-house training), General and CSR (rescheduling & reconditioning of the Partnership Program). The Tayan CGA and P3FP projects are the “result” of ANTAM’s commitment in supporting the downstream program stipulated in Law No. 4/2009 on Mineral and Coal Mining which was later synchronized with the self-reliance and national economic sovereignty program promoted in Law No.3/2014 on Industries, that embraces the National Industrial Development Vision 2035 on “becoming a formidable industrial state” in which ANTAM plays a highly strategic role as a company involved in the downstream industry. ANTAM’s downstream commitment is further reinforced by the decision to change ANTAM Vision 2020 to ANTAM Vision 2030, previously from being mining- based to natural resource-based that will be realized through its mission to maximize corporate value for shareholders and stakeholders, including in improving employee welfare and the self-sufficiency of communities near operating areas.
The Board of Commissioners also highly appreciates the Board of Directors ability to take advantage of opportunities for lowering Capex and Opex through tax allowance/tax holiday for ANTAM projects including P3FP, Tayan CGA and FHT from which their impact will only be felt in 2015 and during their development and operations.
4.2 New Discovery
ANTAM’s gold production, as mentioned in point 2.1. on Operational Performance, is now facing the issue of dwindling gold reserves and lower gold ore grade.
kehadiran ANTAM tahun 1968, barulah pada tahun 1991 “New Discovery pertama” cadangan bijih Pongkor terjadi artinya dua puluh tiga tahun setelah kehadiran ANTAM. Mestinya jika mengikuti siklus 23 tahun, maka pada tahun 2014 ini semestinya ANTAM menemukan “New Discovery kedua” yang sangat diharapkan.
Dewan Komisaris selalu mengingatkan Direksi bahwa sebagai perusahaan yang berbasis sumber daya mineral (mineral resources based industry), cadangan bijih merupakan aset utama sebagai basis pertumbuhan. Sehubungan dengan hal tersebut, kegiatan eksplorasi yang dikembangkan perusahaan perlu segera mendapatkan cadangan baru (New Discovery) khususnya untuk cadangan emas yang sudah menipis, baik di sekeliling area Pongkor maupun di sekeliling area Cibaliung. Dewan Komisaris menilai perlu meningkatkan peluang ANTAM untuk mengembangkan potensi cadangan emas yang berada di areal kerjasama Kontrak Karya ANTAM yang sudah berumur lebih dari sepuluh tahun, namun tidak memberi nilai tambah buat negara.
4.3 Pengendalian Perusahaan Anak-Cucu
dan DAPEN dan Yakespen
Sebagaimana dijelaskan pada butir 2.1 pada dasarnya ANTAM tanpa anak perusahaan/cucu perusahaan/ perusahaan afiliasi masih berkinerja positive. Dewan Komisaris memahami ANTAM berpandangan untuk tumbuh dan berkembang melalui anak/ cucu Perusahaan. Dengan keterbatasan dana, momen tumbuh dan berkembang pada saat ini jelas kurang kondusif. Apalagi pembentukan anak perusahaan masih sepenuhnya berorientasi pada aspek bisnisnya saja. Akibatnya di kala kinerja keuangan ANTAM sebagai induk Perusahaan tidak tangguh dan kokoh seperti apa yang terjadi pada tahun 2014, ketika kinerja 30 anak perusahaan, cucu perusahaan, perusahaan afiliasi, DAPEN, YAKESPEN dikonsolidasikan ke ANTAM, akibatnya ANTAM sebagai induk menjadi semakin rugi karena sebagian besar anak dan cucu baru tumbuh sehingga keadaannya masih dalam keadaan rugi. Seyogianya Direksi ANTAM sebagai pendiri/pembina/pemegang saham memberikan batas waktu tertentu kepada Direksi anak/cucu perusahaan agar anak/cucu perusahaaan afiliasi kembali berkinerja positif.
in 1991 when it made its first new discovery of ore reserve in Pongkor, which is 23 years after ANTAM was founded. If this 23-year cycle applies, then in 2014 ANTAM should uncover its much-anticipated second new discovery.
The Board of Commissioners has stressed to the Board of Directors that as a mineral resource-based company, ore reserves are the main asset on which the company grows. In view of this, exploration activities developed by the company need to immediately make new discoveries, specifically for gold reserves that are continually diminishing, both in areas surrounding Pongkor and Cibaliung. The Board of Commissioners sees the need to explore opportunities that will allow ANTAM to develop its gold reserve potential located in areas under ANTAM’s Contract of Work which has been ongoing for over ten years yet still unable to provide added value for the country.