Power of the Past --- Force of the Futurepepc.pertamina.com/pdf-Annual/SR-2018.pdf · 2018 2017...

Sustainability Report 2018 | PERTAMINA EP CEPU 01

Komitmen dalam Pengembangan Pemberdayaan MasyarakatCommitment to CommunityDevelopment and Empowerment

Pengelolaan Pekerja yang Profesional dan Berintegritas TinggiManagement of Professional Employeeswith Ethical and High Integrity

Pengelolaan dan Pemantauan LingkunganEnvironmental Management and Monitoring

2018P

ower of the P

ast --- Force of the FutureLap

oran Keberlanjutan

Sustainability Rep

ort

01 Laporan Keberlanjutan 2018 | PERTAMINA EP CEPU

Kontribusi PEPC Terhadap Pertumbuhan Nasional Contribution of PEPC to National Growth

Ikhtisar UtamaHighlights

Profil PerusahaanCompany Profile

Power of the Past Force of the FutureKeberhasilan 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 dikerjakan dengan terutama berlandaskan prinsip HSSE yang kuat dan selalu target oriented.

The success of PEPC to achieve its target in 2018 must be a driving force for PEPC to win the future challenge. The target from 2018 and the greater target in 2019 is expected to be carried out with HSSE-based principles that are strong and always target-oriented.





IKHTISAR KINERJA KEBERLANJUTANSustainabillity Performance Overview

Kinerja LingkunganEnvironmental Performance

KinerjaPerformance

SatuanUnit

2018

Intensitas pemakaian energi | Energy intensity GJ/Bbls 0.11

Intensitas pemakaian air | Water intensity m3/Bbls 0.22

Intensitas Limbah B3 | Intensity of hazardous and toxic waste kg/Bbls 0.003

Jumlah akumulasi penanaman Pohon | Accumulated Trees planted Pohon | Trees 31,000

USD828.68 millionDistribusi Nilai Ekonomi kepada Pemangku KepentinganDistribution of Economic Value to Stakeholders

Kinerja EkonomiEconomic Performance

Kinerja SosialSocial Performance

2018 2017 2016

208,793

1,779

203,522

1,329

171,106

882

Pendapatan Bersih (Juta USD)Net Sales (Oil Sales)(Million USD)

Realisasi Produksi MinyakRealization of Oil Production (BOPD)

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

2018

02017 2016

1,33 0

Tingkat rata-rata jam pelatihanAverage hours of training

15.4 Jam pelatihan setiap pekerja

Training hour per employee

24.11 Jam pelatihan setiap pekerja

Training hour per employee Jam pelatihan setiap pekerja

Training hour per employee

22.74

Jumlah Desa BinaanTotal Fostered Villages

23 Desa | Villages

24 25 Desa | Villages Desa | Villages

Survei kepuasan masyarakatCommunity satisfaction survey

3.8 Skala 5 | Scale of 5

3.7 2.9 Skala 5 | Scale of 5 Skala 5 | Scale of 5

98.35Realisasi komitmen TKDN 2018Realization of commitment for Domestic Component Level 2018

Level 3Tingkat Penerapan ISRS8

Assessment level of ISRS8

IDR6,25 billionRealisasi biaya pengembangan & pemberdayaan masyarakatCost for community development & empowerment

3.8/5.0Survei kepuasan masyarakatCommunity satisfaction survey





DAFTAR ISITable of Content

02 Ikhtisar Kinerja Keberlanjutan Sustainability Performance Overview05 Sambutan Direktur Utama Message from President Director

11 PROFIL PERUSAHAANCompany Profile

12 Sekilas Pertamina EP CEPU Pertamina EP CEPU at a Glance27 Tata Kelola Perusahaan Corporate Governance

38 KONTRIBUSI PEPC TERHADAP PERTUMBUHAN NASIONAL

Contribution of PEPC to National Growth

39 Keunggulan PEPC Competitive Advantages

41 Realisasi dan Rencana Jangka Panjang PEPCRealization and Long Term Plans for PEPC

43 10 Arahan Strategis mencapai RKAP10 Strategic Directions to Achieve target of WP&B

45 Strategi Menjaga Pertumbuhan Ekonomi Strategy to Maintain Economic Growth

49 Optimalisasi Kinerja Lifting di Tengah Pencapaian Risk Based Inspection

Optimization of Lifting Performance Amidst the Risk Based Inspection Achievement

50 Mengembangkan Potensi Ekonomi Baru Developing a New Economic Potential

51 Kontribusi Ekonomi kepada Negara Economic Contribution to The State

53 Nilai Ekonomi Bagi Pemangku Kepentingan Economic Values for Stakeholders

54 Rantai Pasokan Terpadu yang mendukung TKDN Integrated Supply Chain that supports Domestic

Component Level

57 Customer Relationship Management

59 PENGELOLAAN DAN PEMANTAUAN LINGKUNGAN

Environmental Management and Monitoring

63 Pengelolaan Bahan Kimia Chemical Management

64 Pengelolaan Energi Energy Management

66 Pengendalian Emisi Emission Control

66 Pelestarian Keanekaragaman Hayati Preservation of Biodiversity

68 Pengelolaan Air Water Management

71 Pengelolaan Limbah Waste Management

71 Penanganan Tumpahan Spill Handling

72 Mekanisme Penanganan Pengaduan Lingkungan Environment Grievance Mechanism





73 PENGELOLAAN PEKERJA PROFESIONAL YANG BERETIKA DAN BERINTEGRITAS TINGGI

Management of Professional Workers with Ethical and High Integrity

76 Milestone Human Resources Plan

77 Keberagaman Pekerja Diversity of the Employees

79 Rekrutmen dan Tingkat Perputaran Pekerja Recruitment and Employee Turnover

80 Sistem Remunerasi yang Kompetitif dan Adil Competitive and Fair Remuneration System

83 Pengembangan dan Pelatihan Pekerja Employee Education and Training

84 Penilaian Kinerja Pekerja Performance Assessment for Employee

85 Kebebasan Beroganisasi Freedom of Association

86 Pengelolaan Keselamatan Kerja dalam HSSE Occupational Safety Management in HSSE

92 Pengelolaan Kesehatan Kerja dalam HSSE Occupational Health Management in HSSE

95 KOMITMEN DALAM PENGEMBANGAN DAN PEMBERDAYAAN MASYARAKAT Commitment to Community Development and Empowerment

100 Kontribusi PEPC dalam Pencapaian Tujuan Pembangunan Berkelanjutan PEPC Contribution in Achieving Sustainable Development Goals

102 Pengembangan Dan Pemberdayaan Masyarakat (PPM) Community Development and Empowerment (PPM)

105 Mekanisme Penanganan Pengaduan Masyarkat Community Grievance Mechanism

107 Evaluasi Kinerja PPM PPM Performance Evaluation

109 PPM Unggulan Tahun 2018 PPM Highlight in 2018

115 Tentang Laporan About this Report

117 Referensi POJK No. 51/OJK.03/2017 dan Pengungkapan GRI Standar yang Relevan Reference of Financial Service Authority Regulation No.51/OJK.03/2017 and relevant GRI Standards Disclosures





SAMBUTAN DIREKTUR UTAMA [102-14]

Message from President Director

Jamsaton Nababan

Direktur UtamaPresident Director

Pada Laporan Keberlanjutan PEPC tahun lalu, yaitu 2017, kami menyampaikan produksi lapangan Banyu Urip telah mencapai produksi tertinggi. Kini, prestasi yang sama untuk tahun 2018 kami raih dengan rata – rata produksi tertinggi di 208.793 BOPD. Pertumbuhan ini diiringi dengan perbaikan kinerja HSSE zero accident dan penerapan kinerja yang ramah lingkungan.

In last year’s PEPC sustainability report of 2017, we conveyed that Banyu Urip Field has reached the highest production. Now we have repeat the same achievements for 2018 with the highest production levels in 208,793 BOPD. This growth is accompanied by improvement in HSSE performance of zero accident and the implementation of environmentally friendly performance.





Pemangku kepentingan yang kami hormati,Our respected stakeholders,

Pertumbuhan Berkelanjutan dengan Zero AccidentBagi PEPC, tahun 2018 merupakan tahun pertumbuhan, baik secara produksi, efisiensi, dan keamanan operasi. Hal ini diawali dengan membaiknya harga minyak diawal tahun 2018 dan upaya kami menjaga produksi yang optimal. Optimalisasi lapangan Banyu Urip terutama diperoleh dari subsurface activity dari reservoir management dan surface activity dari pemasangan additional cooler dan debottlenecking peralatan di Lapangan Banyu Urip. Di tahun 2018, PEPC berhasil membukukan laba bersih USD842,4 juta atau 127% dibandingkan laba bersih tahun sebelumnya.

Di sisi lain, sejak memegang tanggung jawab sebagai operator tunggal atas pengelolaan Lapangan Unitisasi Gas Jambaran Tiung Biru (JTB), kami menyadari bahwa kegiatan operasi kini berpotensi risiko HSSE. Di tahun 2018, kami melakukan perbaikan aspek HSSE dengan 20 program HSSE yang dilekatkan pada Key Performance Indicator “Spirit to Zero” dan mengembangkan HSSE Golden Rules Control System (HSSE-CS). Melalui penegakan budaya HSSE secara berkelanjutan, PEPC berhasil mencatat kinerja Zero Accident di tahun 2018.

Perbaikan kinerja HSSE juga dihasilkan dari pengelolaan Improved Oil Recovery yang mengurangi emisi flaring dan zero discharge dari air terproduksi. Selain meminimalkan dampak bagi lingkungan, PEPC juga memberikan manfaat bagi lingkungan melalui komitmen pemenuhan AMDAL melalui penanaman 25.000 pohon.

Sustainable Growth with Zero AccidentFor PEPC, 2018 is a year of growth, both in terms of production, efficiency and security of operations. This growth begins with the improving oil prices in early 2018 and our efforts to maintain optimal production. The optimization of the Banyu Urip Field is mainly derived from subsurface activity of reservoir management and surface activity, including installation of additional cooler and debottlenecking of equipment in Banyu Urip Field. In 2018, PEPC managed to record a net profit of USD842.4 million or 127% compare to the net profit of previous year.

On the other hand, since taking responsibility as the sole operator for the development of Jambaran Tiung Biru (JTB) Gas Unitization Field, we recognize that operations are now potentially exposed to HSSE risks. In 2018, we made improvements to the HSSE aspects with 20 HSSE programs that were attached to the “Spirit to Zero” Key Performance Indicator and developed the HSSE Golden Rules Control System (HSSE-CS). Through continuous enforcement of HSSE culture, PEPC successfully achieved Zero Accident performance in 2018.

HSSE performance improvements also contributed from the management of Improved Oil Recovery that reduces flaring emissions and zero discharge from produced water. In addition to minimizing the impact on the environment, PEPC also provides benefits to the environment through its commitment to fulfill the AMDAL through planting 25,000 trees.





Aspek Sosial Ekonomi dalam Pengembangan Proyek JTB Salah satu prestasi penting lainnya yang dapat kami sampaikan adalah pelaksanaan Proyek Pengembangan Lapangan Gas JTB yang dioptimalkan akan siap berproduksi di awal tahun 2021. Kehadiran lapangan gas JTB memiliki peran penting dalam menghasilkan nilai kepada pemangku kepentingan dan menjadi salah satu proyek strategis nasional.

Di tahun 2018, Lapangan Unitisasi JTB telah sepenuhnya dikuasai PT Pertamina (Persero) dengan dilakukannya alih hak kelola Badan Usaha Milik Daerah (BUMD) atas lapangan unitisasi gas JTB, dengan participant interest PEPC 92% dan Pertamina EP 8%. Hal ini menjadikan proyek strategis JTB menjadi tugas PEPC yang paling utama. PEPC memegang tanggung jawab ini dengan komitmen yang tinggi dalam keberlanjutan, yang ditunjukkan dengan adanya upaya sinergi pemberdayaan masyarakat di empat kecamatan di Bojonegoro.

Socio-Economic Aspect in the Development of JTB Project One other important achievement that we can convey is that the JTB Field Development Project has been optimized to be ready to operate in early 2021. The presence of the JTB gas field has an important role in generating value for stakeholders and becoming one of the national strategic projects.

In 2018, the JTB Unitization Field was fully controlled by PT Pertamina (Persero) by transfer over the ownership of the Regional Owned Enterprises (BUMD) for the JTB gas unitization field, with composition of participant interest consisting of 92% PEPC and 8% Pertamina EP. This makes the JTB strategic project as the most important responsibility for PEPC. PEPC holds this responsibility with a high commitment to sustainability, which is demonstrated by the effort to synergize community empowerment in four sub-districts in Bojonegoro.

Perolehan penghargaan dengan kategori Business Performance Excellence dari PT Pertamina (Persero), atas kinerja 2018 yang dicapai PEPC. Salah satunya adalah pencapaian laba bersih 2018 yang mencapai 127% dari laba bersih 2017. Nilai laba ini merupakan terbesar di anak perusahaan PT Pertamina (Persero).

Awarded with Business Performance Excellence category from PT Pertamina (Persero), for the 2018 performance achieved by PEPC. One of them is the achievement of 2018 net profit which reached 127% of the 2017 net income. This profit is the largest among subsidiary of PT Pertamina (Persero).





PT Pertamina EP Cepu

Upaya penciptaan peluang dan dampak positif bagi masyarakat kami lakukan dengan target pemenuhan komitmen Tingkat Komponen Dalam Negeri (TKDN) minimal untuk barang 25% dan jasa 55%. Lebih lanjut, PEPC telah mempersiapkan generasi muda dalam program kemasyarakatan melalui Pelatihan dan Sertifikasi Industri Migas yang telah dijalankan sejak 2014 untuk mempersiapkan pemuda Bojonegoro ikut berpartisipasi dalam proyek JTB.

Salah satu program kemasyarakatan lain yang telah memberikan manfaat signifikan adalah Peningkatan Akses Air Bersih yang menyalurkan air bersih kepada lebih dari 500 sambungan rumah tangga. Sementara untuk mendukung kemandirian ekonomi masyarakat, Kami telah mempersiapkan usaha peternakan yang optimal melalui penguatan lembaga Badan Usaha Milik Desa (BUMDes). Di kesempatan ini, kami mengucapkan terima kasih kepada semua pemangku kepentingan, atas dukungan dan kerjasamanya selama 2018. Kami juga terus mendorong sinergi dari semua pihak untuk mensukseskan proyek JTB dan mendukung ketahanan energi nasional.

The effort to create opportunities and positive impacts for the community is realized by fulfilling the minimum target of Domestic Component Level (TKDN) commitments of goods for 25% and services for 55%. Furthermore, PEPC has invited the young generation through community programs of Oil and Gas Industry Training and Certification which has been running since 2014 to prepare opportunity for Bojonegoro youth to participate in the JTB project.

One other community program that has provided significant benefits is the Improved Clean Water Access that distributes clean water to more than 500 household connections. Meanwhile, to support the economic independence of the community, we have prepared an optimal livestock breeding business by strengthening the Village Owned Enterprises (BUMDes).

On this occasion, we would like to thank all stakeholders, for their support and cooperation during 2018. We also continue to encourage synergy from all parties to succeed the JTB project and support national energy security.

Jamsaton NababanDirektur Utama | President Director





SURAT PERNYATAAN ANGGOTA DIREKSI DAN ANGGOTA DEWAN KOMISARIS TENTANG TANGGUNG JAWAB ATAS LAPORAN KEBERLANJUTAN 2018 PEPC Statement of Responsibility of the Board of Directors and the Board of Commissioners’ Members over the PEPC Sustainability Report 2018

Jakarta, 28 Maret 2019 | March 28, 2019

Dewan Komisaris | Board of Commissioners

Ardhy MokobombangKomisaris Utama

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

MeidawatiKomisaris

Commisioners31 Januari - 11 Desember 2018

January 31 - December 11, 2018

Toto NugrohoKomisaris

Commisioners31 Januari -7 Desember 2018

January 31 - December 7, 2018

Iwan FaidiKomisaris

Commisioners1 Januari - 22 Juni 2018

January 1 - June 22, 2018

Gandhi SriwidodoKomisaris Utama

President Commisioners31 Agustus - 31 Desember 2018August 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, 28 Maret 2019 | March 28, 2019

Jamsaton NababanDirektur Utama

President Director

DesandriDirektur Business SupportDirector Business Support

DesandriPTH Direktur Operasi

Acting Operation Director

Jamsaton NababanPTH Director PengembanganActing Development Director





PROFIL PERUSAHAANCompany Profile

Lapangan Banyu Urip berkontribusi atas ±25% dari produksi nasional. Di sisi lain, Lapangan Unitisasi JTB diharapkan siap berproduksi di tahun 2021

Banyu Urip field contributed for ± 25% of national production. On the other hand, JTB Unitization Field is expected to be ready for production in 2021.





SEKILAS PERTAMINA EP CEPUPertamina EP Cepu at a Glance

Nama Perusahaan [102-1]

Company NamePT Pertamina EP Cepu

Bidang Usaha [102-2]

Line of BusinessKegiatan usaha hulu mencakup eksplorasi dan eksploitasi minyak dan gas bumiUpstream business activities including exploration, exploitation and commerciality of oil and gas

Kantor Pusat [102-3]

Head OfficePatra Jasa Office Tower 5th–7th & 13-14th floors

Jl. Gatot Subroto Kav. 32-34 Jakarta Selatan 12950, Indonesia

Telp: 021-52900900

Fax: 021-52900597

[email protected]

www.pertamina-epcepu.com

Bentuk Legal [102-5]

Legal FormPerseroan TerbatasLimited Company

Landasan Hukum [102-5]

Legal BasisAkta pendirian No. 5 tanggal 14 September 2005 oleh Marianne Vincentia Hamdani, S.H., dengan persetujuan No. C-26131 HT.01.01 .TH.2005 oleh Kementerian Hukum dan Hak Asasi Manusia dalam Surat Keputusan tanggal 21 September 2005. Dengan perubahan terakhir berdasarkan Akta No. 45 tanggal 28 Juni 2013 tentang perubahan anggaran dasar.Establishment Deed No. 5 dated on September 14, 2005 by Marianne Vincentia Hamdani, S.H., with agreement No. C-26131 HT.01.01 .TH.2005 by the Ministry of Law and Human Rights in a Decree dated September 21, 2005. With the latest amendment based on Deed No. 45 dated 28 June 2013 concerning amendments to the articles of association.

Kepemilikan Saham [102-5]

ShareholdingPEPC berada di bawah PT Pertamina (Persero), yang sahamnya 99,99% dimiliki oleh PT Pertamina (Persero), dan 0,01% oleh PT Pertamina Dana Ventura.PEPC is under PT Pertamina (Persero), whose 99.99% shares are owned by PT Pertamina (Persero), and 0.01% by PT Pertamina Dana Ventura.

Sejak perubahan komposisi participating interest di tahun 2009, PEPC sebagai pemilik 45% participating interest di Blok Cepu melakukan Kontrak Kerjasama dengan SKK Migas melaksanakan empat peran utama, meliputi active partner dalam Joint Operation Agreement (JOA), pengelolaan perusahaan sesuai anggaran dasar, dan operator unitisasi lapangan gas JTB, serta pengawas penyaluran minyak mentah Banyu Urip - FSO.

Since the change in the composition of participating interest in 2009, PEPC as the owner of a 45% participating interest in Blok Cepu conducted a Production Contract (PSC) with SKK Migas carrying out four main roles, consisting active partners in a Joint Operation Agreement (JOA), managing the company in accordance with the Articles of Association, and operator of JTB gas unitization field, as well as supervisor of the Banyu Urip crude oil distribution - FSO.

PT Pertamina EP Cepu, selanjutnya disebut “PEPC” atau “kami”, bergerak di bidang minyak dan gas bumi dalam area kegiatan usaha hulu (upstream) yang meliputi aktivitas eksplorasi, pengembangan, dan eksploitasi, di Wilayah Kerja Pertambangan (WKP) Blok Cepu.

PT Pertamina EP Cepu, hereinafter referred to as “PEPC” or “us”, is engaged in oil and gas in the upstream business area which includes exploration, development, exploitation, and commerciality activities in the Cepu Block Mining Work Area (WKP).





Pendirian PEPC PT Pertamina (Persero) untuk mengelola WKP Blok Cepu sebagai pelaksanaan UU No.22 tahun 2001 dan PP No.35 tahun 2004

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

2005

Jejak Langkah PEPCMilestones of PEPC

Joint Operating Agreement Blok Cepu Aktivitas operasional di Blok Cepu antara PEPC, EMCL, Ampolex secara efektif telah beroperasi dengan kegiatan utama, yaitu eksplorasi dan pengembangan, dan produksi di lapangan minyak Banyu Urip dan lapangan gas Jambaran Tiung Biru.

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

2006PEPC sebagai operator Lapangan Unitisasi Gas Jambaran – Tiung Biru (JTB) Berdasarkan Head of Agreement (HOA) antara EMCL, PEPC, dan PT Pertamina EP (PEP), PEPC dari yang semula hanya Non Operator di Blok Cepu menjadi Operator Lapangan Unitisasi JTB. Penunjukan PEPC sebagai operator disetujui oleh kementerian ESDM dan disampaikan oleh SKK Migas.

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

2011-2013

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

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

2008-2009





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

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

2015• Groundbreaking proyek JTB dan amandemen

JOA terkait• Peningkatan produksi minyak lapangan Banyu

Urip menjadi 203.522 BOPD melalui kegiatan high rate test dengan optimalisasi peralatan di Central Processing Facility.

• Groundbreaking of the JTB project and its JOA amendments

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

2017

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

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

2018





Fasilitas Produksi Lapangan Banyu Urip Production Facility of Banyu Urip Field

PEPC berperan aktif dalam mengawasi operasional Lapangan minyak Banyu Urip dan pengembangan lapangan Kedung Keris yang dioperasikan oleh EMCL sebagai operator sesuai JOA. Sementara di bidang gas, PEPC berperan sebagai operator yang mengelola langsung pengembangan lapangan unitisasi gas JTB. Selain dari lapangan yang telah memasuki tahap pengembangan dan produksi, PEPC juga memelihara enam lapangan lain yang berada pada tahap studi atas cadangan potensial yang akan dikembangkan untuk memenuhi nilai keekonomian ketika kondisi pasar mendukung.

Memahami bahwa lapangan Banyu Urip sebagai satu-satunya lapangan yang beroperasi di tahap produksi, maka kinerja keberlanjutan PEPC secara lengkap baik pencapaian ekonomi, lingkungan, dan ketenagakerjaan hanya mewakili kinerja di lapangan minyak Banyu Urip di Jawa Timur, kantor perwakilan di Bojonegoro, dan kantor pusat di Jakarta.

PEPC has an active role in overseeing the operations of the Banyu Urip oil field and the development of the Kedung Keris field, which are operated by Exxon Mobil Cepu Ltd (EMCL) as an operator in accordance with JOA. While in the gas sector, PEPC has a role as the operator that manages the development of the JTB gas unitization field directly. In addition to the field that has entered the development and production phase, PEPC also manages six other fields that are at the study stage of potential reserves that will be developed to meet the economic value when market conditions support.

Understanding that the Banyu Urip field is the only field that operates at the production stage and our duty to develop JTB project as operator, PEPC’s sustainability performance in economic, environmental and employment achievements, mostly only cover the performance in Banyu Urip oil field and JTB gas unitization field in East Java, a representative office in Bojonegoro, and the head office in Jakarta.

Sumur PengembanganDevelopment Well

Oil Processing Facilites

Pipa PenyaluranPipeline Distribution

45 Sumur

Wells

220 MBOPD (SKPI)

72 23 Kilometer

Onshore x 20” Kilometer

Offshore x 20”

Menara TambatMooring Tower

Floating Storage Offloading (FSO)1 Unit Kapasitas 1,8 MMBOE

1 Unit with capacity of 1.8 MMBOE





Skala Organisasi [102-7]

Scale of OrganizationUraian Satuan | Unit 2018 2017 2016

Jumlah Pekerja Number of Employees

OrangPeople

244 260 220

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

Juta USDMillion USD

1,779 1,329 882

Realisasi Penambahan Cadangan Terbukti (P1) Addition of proven reserves (P1)

• Minyak dan Gas PEPC Share (45%) Oil and Gas PEPC Share (45%)

MMBOE 41.80 30.32 52.16

Realisasi ProduksiProduction

• Minyak Oil

BOPD 208,793 203,522 171,106

• Minyak PEPC Share (45%) Oil

BOPD 93,957 91,585 76,998

• Gas MMSCFD 84.53 76.48 59.05

• Gas PEPC Share (45%) MMSCFD 20.23 18.81 26.57

Realisasi Penjualan Lifting

• MinyakOil

BOPD 209,310 204,413 170,455

• PEPC Share (45%) MinyakOil of PEPC Share (45%)

BOPD 94,191 91,986 76,705

• Minyak dengan entitlementOil with entitlement

Bbls 9,489,924 12,490,004 16,693,782

NeracaBalance Sheet

Jumlah AsetTotal Assets

Ribu USDThousand USD

2,992,894 2,608,022 2,103,862

Jumlah KewajibanTotal Liabilities


1,255,533 1,481,977 1,616,590

Jumlah EkuitasTotal Equity


1,737,361 1,126,045 487,272

1Produksi gas dari lapangan minyak Banyu Urip tidak dikomersilkan dan hanya digunakan untuk kebutuhan sendiri sebagai pressure maintenance. Produksi gas dari proyek pengembangan JTB mulai dikomersialkan di tahun 2021.2Gas yang dicatat hanya hidrokarbon1Gas production from the Banyu Urip oil field is not commercialized and is only used for its own use as pressure maintenance. Gas production from the JTB development project began to be commercialized in 2021.2Only gas of hydrocarbons are recorded

The PI holder of the Cepu Block is in accordance with the results of the last JOA amendment in 2009, with the composition of PEPC as the owner of a 45% participating interest, along with ExxonMobil Cepu Ltd (EMCL) 20.5% and Ampolex (Cepu) Pte. Ltd. 24.5%, both are subsidiaries of Exxon Mobil, as well as 10% Regional Owned Enterprises (BUMD). PI BUMD consists of PT Sarana Patra Hulu Cepu (SPHC) 1.09%, PT Blora Patragas Hulu (BPH) 2.18%, PT Petro Gas Jatim Utama (PJU) 2.24% and PT Asri Dharma Sejahtera (ADS) of 4.48%. This Participant Interest Amount applies to each field management in the Cepu Block.

Pemegang PI Blok Cepu sesuai hasil amandemen JOA terakhir di tahun 2009, dengan komposisi PEPC sebagai pemilik participating interest 45%, bersama ExxonMobil Cepu Ltd (EMCL) 20,5% dan Ampolex (Cepu) Pte. Ltd. 24,5%, keduanya adalah anak perusahaan Exxon Mobil, serta Badan Usaha Milik Daerah (BUMD) 10%. PI BUMD terdiri dari PT Sarana Patra Hulu Cepu (SPHC) 1,09%, PT Blora Patragas Hulu (BPH) 2,18%, PT Petro Gas Jatim Utama (PJU) 2,24% dan PT Asri Dharma Sejahtera (ADS) sebesar 4,48%. Besaran Participant Interest ini berlaku untuk pengelolaan lapangan di Blok Cepu.





Participating Interest (PI) pengelolaan KKKS Blok CepuParticipating Interest (PI) in management of Cepu Block Contractors PSC

Sesuai amandemen JOA pada November 2017, PEPC telah resmi untuk mengalih kelola bagian EMCL sebagai Operator di Lapangan gas Jambaran Tiung Biru (JTB). Dilanjutkan dengan amandemen JOA pada 2018, Pertamina kembali mengambil alih hak kelola atau participating interest BUMD di lapangan JTB. Dengan demikian, PI lapangan JTB sudah 100% dikuasai oleh PT Pertamina (Persero) dengan PEPC 92% dan Pertamina EP 8%. Dengan cadangan gas dan kondesat terbukti sebesar 63.763 MBOE, PEPC mengawali pengembangan proyek JTB dari pembangunan Gas Power Plant (GPP) ke pipa gas Gresik-Semarang untuk memenuhi pasokan gas di Jawa Timur dan Jawa Tengah. Lapangan Unitisasi JTB diharapkan siap berproduksi di tahun 2021.

Wilayah Kerja [102-4]

Blok Cepu merupakan Wilayah Kerja Pertambangan (WKP) minyak dan gas bumi di Indonesia yang mencakup wilayah Kabupaten Bojonegoro, Provinsi Jawa Timur serta Kabupaten Blora, Provinsi Jawa Tengah. Adapun fasilitas jalur pipa penyaluran minyak melewati wilayah kabupaten Tuban, Jawa Timur. PEPC beroperasi di WKP seluas 91.920 ha dan merupakan area operasi KKKS Blok Cepu Hingga tahun 2018, PEPC telah mengelola sembilan lapangan yang memiliki cadangan potensial. Untuk memenuhi kebutuhan administrasi, PEPC memiliki kantor pusat di Jakarta dan kantor perwakilan di Bojonegoro.

In accordance with the amendments to the JOA in November 2017, PEPC has officially transferred the ownership of EMCL as a Operator at the Jambaran Tiung Biru gas field (JTB). Following the amendment of the JOA in 2018, Pertamina again took over ownership of BUMD participant interest for JTB field. Thus, the PI of JTB field has been 100% controlled by PT Pertamina (Persero) with PEPC owns 92% and Pertamina EP 8%. With proven reserves of gas and condensate amounted to 63.763 MBOE, PEPC initiated the development of the JTB project from the construction of the Gas Power Plant (GPP) to the Gresik-Semarang gas pipeline to meet the gas supply in East and Central Java. JTB Unitization Field is expected to be ready for production in 2021.

Working Area [102-4]

The Cepu Block is an oil and gas Mining Working Area (WKP) domiciled in Indonesia which covers the Bojonegoro Regency, East Java Province and Blora Regency, Central Java Province. The oil distribution pipeline facilities pass through the district of Tuban, East Java. PEPC operates in the WKP of 91,920 ha and is the operating area of the Cepu Block Contractors PSC. Until 2018, PEPC has managed nine fields that have potential reserves. In order to meet administrative requirements, PEPC has a head office in Jakarta and a representative office in Bojonegoro.

PEPCExxonMobil Cepu Ltd. (EMCL)Ampolex (Cepu) Pte. Ltd.BUMD

SPHCBPHPJUADS

PEPCPT Pertamina EP

Participating Interest (PI) pengelolaan Lapangan Gas JTB Participating Interest (PI) in management of JTB Gas Field

45%

20.5%

24.5%

10%

91.93%

8.06%

1.0910 %2.1820 %2.2423 %4.4847 %





Struktur Potensial Blok CepuPotential Structure of Cepu Block

No. Lapangan Field

Produk KomersialComercial Product

Status LokasiLocation

1 Banyu UripMinyak

OilTahap Produksi

Production StageBojonegoro

2 Jambaran Tiung Biru GasTahap Pengembangan

Development Stage

Bojonegoro

3 Kedung KerisMinyak

OilBojonegoro

4 Cendana

GasTahap StudiStudy Stage

Bojonegoro

5 Alas Tua East Bojonegoro

6 Alas Tua West Bojonegoro

7 Pilang Blora

8 Giyanti Bojonegoro, Blora

9 Kalisari Blora

Wilayah Kerja PertambanganWorking Mining Areas

91.920 ha Luas Area WKP Blok Cepu

Mine Working Area of Cepu Block





Pasar Terlayani [102-6]

Pada 2018, volume penjualan minyak PEPC dengan entitlement mencapai 9,48 juta Bbls. Sesuai dengan keputusan Kementerian Energi dan Sumber Daya Mineral (ESDM) No.4028.K/2017, PEPC tidak lagi melakukan penjualan dari titik serah Early Production Facility (EPF), melainkan dari titik serah FSO Gagak Rimang. Dengan demikian, penjualan minyak mentah Banyu Urip kepada PT Pertamina (Persero) dan refinery PT Tri Wahana Universal (TWU) di Bojonegoro kini dilakukan dari Central Processing Facility (CPF) melalui pipa onshore dan offshore menuju FSO Gagak Rimang.

Keputusan Kementerian ESDM No. 4028 K/12/MEM/2017 juga berpengaruh pada kinerja penjualan minyak kepada TWU, yaitu jarak tempuh pemrosesan unit pengilangan dan harga titik serah di FSO gagak rimang yang dinilai kurang ekonomis. Penjualan minyak mentah ke TWU pada tahun 2018 mulai berhenti setelah satu bulan penjualan dengan diterimanya permintaan penghentian penyaluran sejak 31 Januari 2018.

Sementara terkait penjualan gas, PEPC telah menyelesaikan Perjanjian Jual Beli Gas (PJBG) Lapangan Unitisasi JTB antara PEPC dan PEP dengan PT Pertamina (Persero), kemudian PJBG JTB antara PT Pertamina (Persero) dengan Perusahaan Listrik Negara (Persero). Kesepakatan harga gas dan calon pembeli menjadi capaian penting dalam menindak lanjut pengembangan lapangan JTB dengan pembangunan Gas Processing Facility JTB. Penjualan Gas JTB diharapkan dapat mulai memenuhi kebutuhan gas di Jawa Timur dan Jawa Tengah pada tahun 2021.

Seluruh penjualan minyak dan gas ditujukan untuk memenuhi kebutuhan pasar nasional, Indonesia.

Penjualan minyak dan gas 2018Oil & Gas Sales 2018

Pelanggan Customer

Penjualan Sales

Mekanisme pengiriman produkProduct Delivery Mechanism

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

PT Pertamina (Persero) 9,302,863 Bbls Lifting FSO

PT Tri Wahana Universal (TWU) 187,061 Bbls Lifting Pipeline per 31 Januari 2018

Penjualan Minyak dengan entitlementOil Lifting with entitlement

9,489,924 Bbls

Penjualan Lapangan Gas JTB

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

Served Market [102-6]

In 2018, the sales volume of PEPC oil with entitlement reached 9.48 million Bbls. In accordance with the decision of the Ministry of Energy and Mineral Resources (MEMR) No.4028.K of 2017, PEPC no longer carries out sales from the delivery point of the Early production Facility (EPF), but from the handover of the Gagak Rimang FSO. Thus, the sale of Banyu Urip crude oil to PT Pertamina (Persero) and PT Tri Wahana Universal (TWU) refinery in Bojonegoro is now carried out from the Central Processing Facility (CPF) via onshore and offshore pipelines to FSO Gagak Rimang.

The MEMR Decree No. 4028.K of 2017 also influences the performance of oil sales to TWU, which are the processing distance of refining units and the price from the point of delivery in the FSO Gagak Rimang which is considered less economical. The sale of crude oil to TWU in 2018 began to stop after one month of sale with the admission of the request for termination of distribution since 31 January 2018.

On the other hand regarding the future gas sales, PEPC has completed the Gas Sale and Purchase Agreement (GSPA) for JTB Unitization field between PEPC and PEP with PT Pertamina (Persero), then GSPA JTB between PT Pertamina (Persero) and the PT Perusahaan Listrik Negara (PLN). The gas price agreement and prospective buyers are main achievements in following up the development of the JTB field with the construction of the Gas Processing Facility. JTB is expected to start meeting the gas needs in East Java and Central Java in 2021.

All oil and gas sales are intended to meet the needs of the national market, Indonesia.





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

Proses BisnisBusiness Process

Implementasi ISO Integrasi & ISRS8 Sejak 2017, PEPC 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).

Implementation of ISO Integration & ISRS8 Since 2017, PEPC has continued to develop business processes and work systems that are in accordance with Pertamina’s Management System. 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 was verified by PT Pertamina (Persero).

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

Core Process (as Operator & Partner)

Support Process (as Operator & Partner)

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PEPC menjalankan operasi dengan prinsip dan standar internasional melalui penerapan ISO integrasi dan pembangunan berkelanjutan yang dituangkan dalam PEPC Management System dan diverifikasi oleh PT Pertamina (Persero). Melalui PEPC Management System, PEPC menjalankan sistem manajemen lingkungan yang mengacu pada standarisasi internasional. Kinerja yang proaktif juga direalisasikan melalui persiapan implementasi ISO 9001, ISO 14001, dan ISO45001 untuk kantor pusat dan lapangan JTB yang masih dalam tahap pre-construction.

PEPC operate with international principles and standards through the implementation of ISO Integration and sustainable development as set forth in the PEPC Management System and verified by PT Pertamina (Persero). Through the PEPC Management System, PEPC runs an environmental management system that refers to international standardization. Proactive performance is also realized through the preparation of the implementation of ISO 9001, ISO 14001, and ISO45001 for the JTB head office and field in the pre-construction stage.

Framework System Management PEPCPEPC Management System Framework

BAB I UMUMI.1 TujuanI.2 Ruang LingkupI.3 PengertianI.4 Referensi

BAB II Visi, Misi, Tata Nilai, Kebijakan, Struktur Organisasi & Proses Bisnis

BAB III KONTEKS ORGANISASIIII.1 Organisasi dan KonteksnyaIII.2 Kebutuhan dan harapan pihak BekesangkutanIII.3 Lingkup PEPC M5III.4 PEPC M5 dan prosesnya

PLAN• Kepemimpinan• Leadership• Perencanaan• Planning

DO

• Operasional• Operational• Pendukung• Supporter

CHECKEvaluasi Kinerja

Performance Evaluation

ACTPeningkatan

Enhancement

CHAPTER I GENERALI.1 ObjectiveI.2 Scope of WorkI.3 DefinitionI.4 Reference

CHAPTER II Vision, Mission, Values, Policy, Organizational Structure & Business Process

CHAPTER III ORGANIZATIONAL CONTEXTIII.1 Organization and its ContextIII.2 Needs and expectations of the Related PartyIII.3 Scope of PEPC M5III.4 PEPC M5 and its process





Selain itu, PEPC juga melakukan penilaian kinerja HSSE melalui ISRS8 yang tertuang dalam Roadmap HSSE PEPC 2017-2030. Dalam Roadmap HSSE fase I konstruksi di 2018, PEPC juga mempersiapkan kinerja dari reaktif menjadi proaktif dengan mengikuti verifikasi sertifikasi internasional ISRS versi 8 dari Det Norske Veritas Germanischer Lloyd (DNV GL).

Implementasi ISO integrasi

ISO Integration ImplementationPEPC Management System yang mengacu pada ISO Integrasi Standarisasi Internasional

Sistem Manajemen Lingkungan | Environmental Management System ISO 14001: 2015

Sistem Manajemen Mutu | Quality Management System ISO 9001: 2015

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

ISO 45001:2016

ISRS 8th Level 3 Integrated Sustainabilty Rating System

Sistem Manajemen Risiko | Risk Management System ISO 31000: 2009

Moreover, PEPC also evaluates HSSE performance through ISRS8 as set forth in the 2017-2030 PEPC HSSE Roadmap. Through the phase I HSSE construction Roadmap in 2018, PEPC also prepares performance from reactive to be proactive by following verification of ISRS international certification version 8 by Det Norske Veritas Germanischer Lloyd (DNV GL).

Keanggotaan Asosiasi [102-13]

PEPC menjalin dan menjaga kemitraan strategis dengan bergabung dalam keanggotaan asosiasi nasional. PEPC berperan aktif sebagai penasehat Forum Komunikasi industri Hulu Migas untuk memperoleh informasi yang jelas dan terbaru terkait legalitas dan perizinan.

Keanggotaan asosiasi ini telah memungkinkan PEPC untuk berbagi perkembangan informasi industri migas dan mempengaruhi kebijakan pengembangan daerah. Selama tahun 2018, perusahaan memberikan kontribusi secara finansial di luar iuran keanggotaan, seperti sponsorship. Meskipun demikian, perusahaan tidak mengikuti proyek pekerjaan yang dilakukan bersama dengan asosiasi.

Association Membership [102-13]

PEPC establishes and maintains strategic partnerships by joining national association membership. PEPC played an active role as an advisor for the Upstream Oil and Gas Industry Communication Forum to obtain clear and up-to-date information regarding legality and licensing.

This association membership has enabled PEPC to share the development of information on the oil and gas industry and influence regional development policies. During 2018, companies contribute financially beyond membership fees, such as sponsorship. Nonetheless, the company does not participate in the project work carried out jointly with the association.

Keanggotaan Organisasi [102-13]

Organizational MembershipKeanggotaan Organisasi Organizational Membership

Status: Anggota Membership

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

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

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

Himpunan Ahli Geofisika Indonesia (HAGI) Association of Indonesian Geophysicists

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

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

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

Perhimpunan Hubungan Masyarakat Indonesia Public Relations Association of Indonesia

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

Ikatan Konsultan Pajak Indonesia (IKPI) Indonesian Tax Consultant Association

Ikatan Ahli Fasilitas Produksi Minyak dan Gas Bumi Indonesia (IAFMI) Association of Indonesian Oil and Gas Production Facilities Engineers

Status: Penasehat Advisor

Forum Komunikasi Industri Hulu Migas (Jawa, Bali, Nusa Tenggara) Communication Forum for Upstream Oil and Gas Industry





Penghargaan Berdasarkan lembaga penyelenggaraAward Based on the organizing institution

Upstream Improvement & Innovation Awards (UIIA) 2018• Most Value Reserve And Platinum Category: I-PROVE

Camaro • Runner-Up in Best of the Best: PEPC • Best I-Prove And Platinum Category: I-PROVE Aqua De

Vida • Most Value Creation 1 And Platinum Category: PC-

PROVE Jin Botol • Kategori Gold: 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

PENGHARGAAN 2018Awards of 2018

1. Annual Pertamina Quality Awards (APQA) 2018• The Most Valuable Innovation: PC-PROVE Opsprod • Kategori Gold: PC Prove Horizon, PC Prove

Armada Reborn, PC Prove Frugale, PC Prove Lifter

2. Quality Management Assessment 2018 The Best Incremental Score Pertamina

3. Annual Pertamina Subsidiary Award The Best Shareholder Achiever 1st Runner Up

4. PEPC as a Subsidiary won the Best Performance in LHKPN management award 2018

5. Best Contributor Cost Saving dalam BreakThrough Project Procurement Excellence 2018

Dari Direktorat HuluFrom Upstream Directorate

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





• Highest Category di APQO International AC Team Awards 2018 kepada PC-PROVE Opsprod dari Asia Pacific Quality Organization

• Runner Up 1 Best Sustainability Report Category Oil and Gas di 13th Sustainability Reporting Award, dari National Center for Sustainability Report (NCSR)

• Highest Category at APQO International AC Team Awards 2018 to PC-PROVE Opsprod from the Asia Pacific Quality Organization

• First Runner Up for Best Oil and Gas Category Sustainability Report at the 13th Sustainability Reporting Award, from the National Center for Sustainability Report (NCSR)

Dari Pemangku Kepentingan LainnyaFrom other Stakeholders

• Penghargaan atas partisipasi mendukung kemandirian pengrajin batik dalam Peringatan HUT 2018 Bojonegoro oleh Asosiasi Pengrajin Batik Jonegoro

• Penghargaan atas partisipasi mendukung Peringatan HUT 2018 Bojonegoro oleh Panitia HUT Desa Gayam, Bojonegoro

• Penghargaan atas partisipasi mendukung hari santri nasional 2018 oleh Panitia HSN MWC NU Gayam

• Penghargaan atas partisipasi mendukung acara Millenial Inspiration Bojonegoro oleh Jawa Pos Radar Bojonegoro

• Penghargaan atas partisipasi dalam workshop dan deklarasi dengan tema Jurnalisme Telivisi di Era Digitial oleh forum Jurnalis Telivisi Bojonegoro

• Penghargaan Certificate of Achievement atas kemitraan bersama Mitra Sinau dalam kategori Community Development oleh Asosiasi untuk Demokrasi dan Kesejahteraan Sosial (Ademos)

• The award for participation to support independence of batik craftsmen in the Commemoration of Bojonegoro’s 2018 Anniversary by the Jonegoro Batik Craftsmen Association

• Award for participation to support the Bojonegoro 2018 Anniversary Commemoration by the Anniversary Committee of Gayam Village, Bojonegoro

• Award for participation to support the 2018 national “santri” day by NU Gayam HSN MWC Committee

• Award for participation to support the Bojonegoro Millennial Inspiration by Jawa Pos Radar Bojonegoro

• Award for participation in workshops and declarations with the theme of Television Journalism in the Digitial Era by the Bojonegoro Telivision Journalist Forum

• Certificiate of Achievement Award for partnership with Mitra Sinau in category of Community Development by the Association for Democracy and Social Welfare (Ademos)

Bidang KemasyarakatanSocial Area





Menjadi Role-Model Anak Perusahaan Hulu di Bidang Minyak dan Gas di dalam kegiatan kemitraan dan pembinaan SDM profesional. [102-16]

To become role model for oil and gas upstream subsidiary in partnership activities and professional human resources empowerment. [102-16]

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.

Meeting the targets set by the State to PT Pertamina (Persero) in order to discover new oil and gas reserves and increasing production of the National Oil and Gas, particularly in Cepu Block.

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.

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

Tujuan Objective

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

To gain a profit in accordance with company management principles in effective and efficient manner

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

Cost Effective Oil & Gas Production with the International Safety Standard (Best Leadership in Petroleum Industry)

Core CompetencyKompetensi Inti

MISI Mission

VISI Vision





Clean

Perusahaan dikelola secara profesional dengan:a. Menghindari benturan

kepentingan.b. Tidak mentolerir suap.c. Menjunjung tinggi kepercayaan

dan integritas.d. Berpedoman pada asas-asas tata

kelola korporasi yang baik.

Company is professionally managed by:a. Avoiding conflict of Interest.b. Will not tolerate bribery.c. Upholding the trust and integrity.d. Guided by the good corporate

governance Guided by the principles of good corporate governance.

Mampu berkompetisi dalam skala regional maupun internasional, mendorong pertumbuhan melalui investasi, membangun budaya sadar biaya dan menghargai kinerja.

Able to compete in regional and international scale, encouraging growth through investment, establishing cost-conscious culture and appreciating performance.

Berperan dalam pembangunan ekonomi nasional, menjadi pelopor dalam reformasi BUMN, dan membangun kebanggaan bangsa.

Playing a role in national economic development, becoming a pioneer in the reformation of SOEs, and promoting national pride.

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

Customer’s interest-Oriented and committed to providing the best service to customers.

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

Creating added value with commercial orientation and taking decisions based on the principles of sound business.

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

Managed by professional, talented leaders and employees who also posses great technical mastery in developing research and development ability.

Tata nilai PEPC merujuk pada PT Pertamina (Persero) sebagai induk perusahaan.The value of PEPC refers to PT Pertamina (Persero) as the holding company.

Competitive

Confident

Comercial

Capable

CustomerFocused

Tata Nilai 6C6C Values





TATA KELOLA PERUSAHAANCORPORATE GOVERNANCE

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 Best Performance in LHKPN management award 2018, with a 100% reporting rate of 40 officials required to Report





Komitmen GCG Kami berkomitmen menerapkan tata kelola yang baik (Good Corporate Governance/GCG) sesuai dengan prinsip-prinsip Transparency, Accountability, Responsibility, Independency dan Fairness (TARIF). Penerapan GCG mengacu pada pedoman dari PT Pertamina (Persero) yang meliputi seluruh aspek Perusahaan, baik dari sisi struktur organisasi maupun proses bisnis.

Penerapan Tata Kelola yang baik, PEPC realisasikan melalui pedoman Good Corporate Governance, Code of Conduct, Board Manual, Pedoman Pelaporan Laporan Pajak- Pajak Pribadi, Pedoman Pelaporan Harta Kekayaan Penyelenggara Negara (LHKPN), Pedoman Gratifikasi, Conflict of Interest, Tata Kerja Organisasi Pengelolaan, dan Whistleblowing System. Sementara untuk kinerja sosialisasi GCG, PEPC terapkan secara berkelanjutan melaui Compliance Online System (Compois), yaitu sistem penyampaian kewajiban pelaporan kepatuhan bagi setiap insan perusahaan.

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

• RUPS yang merupakan organ Perusahaan tertinggi dalam struktur tata kelola.

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

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

Komposisi Dewan Komisaris dan Direksi disampaikan secara komprehensif dalam laporan tahunan 2018 yang saling melengkapi laporan keberlanjutan ini.

GCG CommitmentWe are committed to implementing good corporate governance (GCG) in accordance with the principles of Transparency, Accountability, Responsibility, Independence and Fairness (TARIF). GCG implementation refers to the guidelines of PT Pertamina (Persero) which covers all aspects of the Company, both in terms of organizational structure and business processes.

Implementation of good governance in PEPC is realized through the guidelines of Good Corporate Governance, Code of Conduct, Board Manual, Reporting Guidelines for Personal Tax, Guidelines for state official wealth report (LHKPN), Guidelines for Gratification, Conflict of Interest, Organizational Work Procedures, and the Whistle Blowing System. While for the performance of GCG socialization, PEPC socialize it continuously through Compliance Online System (Compois), which is a system for delivering compliance reporting obligations for each employee.

Governance StructureThe PEPC governance structure is in accordance to Law No. 40 of 2007 concerning Limited Liability Companies, which consists of: [102-18]

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

• The Board of Commissioners is the corporate officers that has duties and responsibilities and provides advice to the Board of Directors.

• The Board of Directors is the corporate officers that has the duties and responsibilities of managing the company.

The composition of the Board of Commissioners and Directors is reported comprehensively in the 2018 annual report which complements this sustainability report.





Melalui Surat Keputusan Direksi PEPC No. Kpts-003/CP0000/2016-S0 tanggal 29 Januari 2016 perihal Struktur Organisasi, PEPC melakukan perubahan organisasi selama periode 2016-2018 untuk menyesuaikan perubahan bisnis dengan selesainya proyek Banyu Urip On Stream dan pengembangan lapangan JTB yang akan beroperasi dalam waktu dekat. [102-10]

Struktur OrganisasiOrganizational Structure

Through the Decree of the PEPC Director No. Kpts-003/CP0000/2016-S0 dated January 29, 2016 concerning Organizational Structure, PEPC made organizational changes during the period 2016-2018 to adjust business changes with the completion of the Banyu Urip On Stream project and development of JTB field which will operate in the near future. [102-10]

Direktur UtamaJamsaton 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 SupportDesandri

VP FinanceKhalid. B

Manager ICT & Data Management

Toto Mudjiharto

GM Gas Project JTBBob Wikan H. A

VP FinanceYudhi. I

Sekretaris Direktur UtamaYusnina. A





Manajemen Risiko [102-11, 102-30]

Dengan berjalannya pengembangan lapangan JTB dan meluasnya jangkauan usaha migas, PEPC mempersiapkan pengelolaan risiko yang terpadu melalui Enterprise Risk Management (ERM) yang dimulai dari penyusunan Rencana Kerja & Anggaran Perusahaan (RKAB). Sesuai dengan ISO 31000 tahun 2009, ERM mengidentifikasi, mengukur, memantau dan mengendalikan eksposur risiko terkait kinerja ekonomi, lingkungan, dan sosial.

Uraian lengkap pelaksanaan pengelolaan risiko disampaikan dalam Laporan Tahunan PEPC 2018.

Risk Management [102-11, 102-30]

With the development of the JTB field and the expanding scope of oil and gas businesses, PEPC is developing integrated risk management through Enterprise Risk Management (ERM) which starts from the development of the Corporate Work Plan & Budget (WP&B). In accordance with ISO 31000:2009 implementation, ERM identifies, measures, monitors and controls risk exposures related to economic, environmental and social performance.

A complete description of the implementation of risk management is presented in the PEPC 2018 Annual Report.

Pengelolaan Beberapa Risiko Terkait KeberlanjutanManagement of Risks on Sustainability

EkonomiEconomy

Ketenagakerjaan dan LingkunganManpower and Environment

SosialSocial

Risiko Tidak Tercapainya Target Produksi Banyu Urip Risk of Unachieved Target of Banyu Urip Production

Risiko Gangguan Keselamatan Proyek JTBRisk of JTB Project Safety Disruption

Risiko Aspek Sosio-ekonomi Proyek JTBRisk of Socio-economic Aspects of the JTB Project

• Melakukan perbaikan boiler dengan plug in pada tubing steam yang bocor

• Koordinasi dengan pihak BMKG untuk mengantisipasi cuaca ekstrim

• Repairing the boiler with plug in on leaked steam tubing

• Coordination with the BMKG to anticipate extreme weather

• Pengawasan pada area yang berpotensi atas kecelakaan kerja

• Implementasi & sosialisasi aspek HSSE• Supervision of areas that have the

potential for occupational accidents• Implementation & dissemination of

HSSE aspects

• Kerjasama dengan perangkat pemerintah, aparat keamanan, dan masyarakat lokal

• Menjalankan program kemasyarakatan dan program penunjang operasi

• Collaboration with government officials, security forces, and local communities

• Carry out community programs and operational support programs

Risiko Kemunduran Penyelesaian GPF di proyek JTB Risk of GPF Development Setback in the JTB project

Risiko Gangguan Lingkungan Proyek JTBRisk of JTB Project Environmental Disruption

• Memastikan proses pengadaan sesuai rencana

• Monitoring pekerjaan EPC peer to peer• Koordinasi dengan Fungsi Drilling

untuk mempercepat pengeboran• Ensure the procurement process is

according to plan• Monitoring EPC work by peer to peer • Coordination with the Drilling Function

to accelerate drilling activities

• Pemeliharaan pipa dan mitigasi potensi korosi melalui injeksi corrosion inhibitor dan periodic cleaning pigging & running smart pigging

• Pipe maintenance and corrosion potential mitigation through corrosion inhibitors injection and periodic cleaning pigging & running smart pigging

Risiko Gangguan Keamanan Proyek JTBRisk of JTB Project Security Disruption

• Meningkatkan partisipasi masyarakat• Sosialisasi dan awareness terkait

security management• Increase participation of community• Socialize the awareness regarding

security management





Prinsip Etika BisnisUntuk mewujudkan tata kelola perusahaan yang profesional, PEPC berupaya mencegah terjadinya benturan kepentingan dengan menyusun standar etika perusahaan (Code of Conduct/COC). COC menjadi acuan bersama dalam menjalankan kegiatan usaha, serta membangun iklim bisnis yang beretika, terbuka, dan patuh terhadap ketetapan undang-undang. Standar etika dan budaya kerja Perusahaan berlaku bagi seluruh pekerja dan diatur melalui Surat Keputusan Direksi Nomor A-002/CP0050/2017-S9.

Principles of Business EthicsTo realize a professional corporate governance, PEPC seeks to prevent conflicts of interest by establishing Code of Conduct (COC). COC is a joint reference in carrying out business activities, as well as building a business climate that is ethical, transparent and compliance to the law. The Company’s COC and work culture apply to all employees and are regulated by Directors’ Decree Number A-002/CP0050/2017-S9.

Kode Etik [102-16]

Code of ConductBab dalam COC | Chapter in COC Topik dalam COC | Topic in COC

Bab I Umum | General

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

Bab III Kesetaraan & Professionalisme | Equality & Professionalism

Bab IV Integritas Bisnis | Business Integrity

Bab V Pengamanan Data & Informasi | Data & information Security

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

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

Bab VIII Persaingan Usaha | Business Competition

Bab IX Komite Etika dan Pelaporan | Ethics and Reporting Committee





Komunikasi Tata Kelola dan Code of Conduct [102-16]

Communication of Governance & Code of ConductProgram GCGGCG Program

Kegiatan KomunikasiCommunication Activities

Pengukuran Pemahaman GCG melalui Compliance Online System (Compois)Measurement of Understanding of GCG 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 through online surveys and reporting to measure workers’ 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.The socialization of GCG policies and facilities through intranet and internal media such as banners, and leaflets so that workers remain vigilant and aware in implementing GCG policies.

GCG Compliance Implementation

5 implementasi GCG yang diadopsi dari PT Pertamina (Persero): pengisian COC, pengisian COI, pengisian gratifikasi, sosialisasi GCG, dan pengisian LHKPN (manager ke atas).5 GCG implementations adopted from PT Pertamina (Persero), consist of fulfillment of COC, COI, gratification, LHKPN (manager up), and GCG socialization.

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

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

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

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.

All levels of the Company have an active role in finding or identifying suspected actions that violate COC. If a violation occurs, report can be submitted to the supervisor one level above the position. During the reporting period, there was no violation of the Company’s COC.





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 Whistleblowing 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.

Anti-Corruption Policy and Whistleblowing SystemIn operating a clean business and avoided from all forms of fraud, PEPC continuously enhances the understanding of anti corruption for all levels of Directors and workers. Efforts to build anti-corruption culture are realized, through governance communication such as gratification guidelines, reporting of gratification through Compois, guidelines for conflicts of interest, LHKPN reporting, and Whistle Blowing System.

As a subsidiary of PT Pertamina (Persero), employee at certain positions in PEPC are required to submit a state official wealth report (LHKPN). This is in accordance with the provisions in the LHKPN Guidelines No.007/M00000/2017-S0 which was ratified through the May 28, 2018 GMS, which is a follow-up to the implementation of Law No.28 of 1999 concerning the Implementation of a Clean and Free of Corruption, Collusion and Nepotism.





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.

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.

The company officials within the PEPC who are obliged to submit LHKPN are:1. Directors2. Vice President or equivalent3. Manager or equivalent4. Commissioner

LHKPN from company officials within PEPC is reported to the Internal Audit Function, Human Capital Function, Compliance Function of PT Pertamina (Persero), and then forwarded to the authorities of the Corruption Eradication Commission (KPK). Until the end of 2018, there are 40 company officials who are required to report.

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 managed and followed up in accordance with applicable procedures. Until the end of the reporting period, there were no complaints reports regarding corruption, bribery, gratification, and conflicts of interest that occurred within the Company.





Pendekatan Kepada Pemangku Kepentingan [102-40, 102-42, 102-43, 102-44]

Stakeholders EngagementPemangku Kepentingan KunciMain Stakeholders

Persyaratan / HarapanRequirement / Expectation

Proses Pemenuhan HarapanProcess of meeting the expectation

PelangganCustomer

Pertamina & PT TWU: HSE, Volume & kualitas minyak, jaminan ketersediaan minyak, kehandalan penyaluran, layanan pelanggan yang baikPertamina & PT TWU: HSE, Oil volume & quality, guaranteed availability of oil, reliability of distribution, good customer service

• Produk Quality Assurance• Perjanjian Jual Beli Minyak• Menjamin Ketersediaan Minyak• Quality Assurance products• Oil Sale and Purchase Agreement• Guarantee the availability of oil

Pemegang SahamShareholders

• Perolehan Dividen• Pertumbuhan Aset• Pelaporan Kinerja• Earnings of Dividends• Asset growth• Performance Reporting

• Peningkatan kinerja operasional dan investasi

• Penyusunan dan pelaporan kinerja tepat waktu

• Improved operational and investment performance

• Performance Planning and Reporting of on timePerusahaan Induk PT Pertamina

(Persero)Holding Company

• Pertumbuhan nilai perusahaan• Efektivitas pengawasan penjualan minyak ke

pelanggan• Alokasi Migas Blok Cepu yang paling besar kepada

Pertamina• Sebagai operator JTB dengan kinerja ekselen• Growth in company value• Monitoring Effectiveness of oil sales to customers• Biggest allocation of Oil and Gas from Cepu Block to

Pertamina• As a JTB operator with excellent performance

Pemerintah Pusat/ DaerahCentral/Regional Government

• Volume Produksi migas• Peningkatan pendapatan negara dari migas & pajak• Kepatuhan peraturan• Oil and Gas Production Volume• Increased state revenues from oil and gas & taxes• Regulatory compliance

• Meningkatkan produksi migas• Penyetoran dan pelaporan perpajakan

tepat waktu• Pemenuhan peraturan perundangan• Increasing oil and gas production• On time payment and tax reporting • Compliance with laws and regulations

Masyarakat Blok CepuCepu Block Community

• Peningkatan kesejahteraan Masyarakat Blok Cepu• Pemberdayaan local content• Pemenuhan CSR & PKBL• Increased welfare of the Cepu Block Community• Empowering local content• Fulfillment of CSR & Partnerships program of PKBL

• Penyetoran dan pelaporan perpajakan tepat waktu

• Kontribusi program CSR & PKBL• On time payment and tax reporting • Contribution of CSR & Partnership

program of PKBL

Hingga akhir tahun 2018, Perusahaan telah melakukan identifikasi pemangku kepentingan melalui Risk & Quality Management yang disusun dalam PEPC Management System sesuai surat keputusan No. A-001/CP0040/2017-S9 REV-00. Keberadaan pemangku kepentingan diidentifikasi melalui hasil analisis SWOT dan pemetaan stakeholders yang menjadi dasar untuk menilai risiko, peluang, dan perencanaan.

Until the end of 2018, the Company has identified stakeholders through Risk & Quality Management set in form of PEPC Management System in accordance with Decree No.A-001/CP0040/2017-S9 REV-00. The presence of stakeholders is identified through the results of SWOT analysis and stakeholder mapping which is the basis for assessing risks, opportunities and planning.

Pendekatan Pemangku KepentinganStakeholder Engagement





Pemangku Kepentingan KunciMain Stakeholders

Persyaratan / HarapanRequirement / Expectation

Proses Pemenuhan HarapanProcess of meeting the expectation

PekerjaEmployee

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

• Pengelolaan Sumberdaya Manusia• Remunerasi• Jaminan manfaat• Human resource Management• Remuneration• Guaranteed benefits

Pekerja PerbantuanCo-worker

• Pengembangan karir• Peningkatan Kompetensi diri• Mendapatkan kompensasi & kesejahteraan yang lebih

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

PWTT PEPCPermanent Employee

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

PWTNon Permanent Employee

• Pengangkatan menjadi PWTT• Pengakuan sebagai profesional• Memperoleh kompensasi dan kesejahteraan yang baik• Appointment to become permanent employee• Recognition as a professional• Receive competitive compensation and welfare

PemasokSupplier

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

• Proses verifikasi dan pembayaran tagihan pihak III tepat waktu sesuai kontrak

• The verification process and bills payment of third party on time according to the contract

Mitra & KolaboratorPartner & Collaborator

• Bantuan dalam proses perizinan (operasi, lahan, ekspatriat)

• Assistance in the licensing process (operations, land, expatriates)

• Mengikuti proses negosiasi dengan pihak ketiga (masyarakat dan instansi pemerintah)

• Participate the negotiation process with third parties (communities and government agencies)





Tujuan dan Target: Pencapaian produksi minyak

berdasarkan RKAP, yaitu sebesar 200.000 BOPD.

Tantangan:• Perubahan harga minyak global

• Optimasi kapasitas produksi dan lifting

Strategi dan program:Peningkatan produksi melalui kegiatan subsurface and surface

KONTRIBUSI PEPC TERHADAP

PERTUMBUHAN NASIONAL

CONTRIBUTION OF PEPC TO NATIONAL GROWTH

Goals and Targets:Achievement of oil production based on WP&B, which is equal to 200,000 BOPD.

Challenge:• Changes in global oil prices• Capacity optimization of production and lifting

Strategy and program:Production Optimization through subsurface and surface activities





KEUNGGULAN PEPCCompetitive Advantages of PEPC

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

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

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

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

As a Participating Interest Owner in the Cepu Block (45%)PEPC as an active Partner with the International Oil Company (IOC) of ExxonMobil Cepu Limited, Ampolex, and BUMD in developing the Cepu Block mine area, especially the operation of the Banyu Urip Field.

As an Operator of Unitization Jambaran-Tiung Biru Field (90%)PEPC as the Operator of Jambaran-Tiung Unitization Biru Field will carry out its duties as well as possible in the development of the Gas project to meet the target on stream in 2021 and contribute to national production.

Sebagai Operator Unitisasi Lapangan Jambaran-Tiung Biru (90%)

As an Operator of Unitization Jambaran-Tiung Biru Field (90%)

Sebagai Pemilik Participating Interest di Blok Cepu (45%)

As a Participating Interest Owner in the Cepu Block (45%)

Produsen Minyak untuk ±25% Produksi NasionalOil producers for ± 25% of national production

Perusahaan dengan Standar Operational ExcellenceCompany with Operational Excellence Standards





Produsen Minyak untuk ±25% Produksi NasionalLapangan Minyak Banyu Urip berhasil mencapai puncak produksi 208.793 BPOD dan menjadi penyumbang minyak terbesar untuk PT Pertamina (Persero).

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

Oil producers for ± 25% of national productionThe Banyu Urip Oil Field reached the peak of production of 208,793 BPOD and became the largest oil contributor to PT Pertamina (Persero)

Company with Operational Excellence StandardsImplement Operational Excellence that focuses on a consistent culture of occupational Health & Safety.

Strategi PEPCUntuk mencapai visi dan misi perusahaan serta menyelaraskan tujuan dan sasaran jangka panjang, PEPC menetapkan strategi meliputi:

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

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

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

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

5. 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.

PEPC StrategyTo achieve the company’s vision and mission as well as align the long-term goals and objectives, PEPC sets out strategies including:

1. Being an active partner who upholds the principles of partnership, and constructive in providing solutions.

2. Produce sustainable growth with income that continues to increase every year.

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

4. Become an operator at Jambaran-Tiung Biru gas Field by implementing good engineering practices.

5. Build organizational structures that are in line with business processes along with competent & professional human resources, thus providing added value that supports the achievement of operational excellence standards.





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 for PEPCIn 2018, PEPC evaluates the achievement of performance realization and develops the Long Term Work Plan. This plan is the basis for determining the Directors’ KPI and is followed up with “Ten Strategic Directions from the President Director”.

Program KerjaWork program

PencapaianAchivement

Rencana Jangka PanjangLong term plan

2015 - 2016 2017 2018 Target2019

Target2020 - 2021

Plan of Development (POD)

Kedung Keris: POD Jambaran Tiung Biru:

POD Revision

Banyu Urip (clastic):Plan of Further Development

(POFD)

Pengeboran EksplorasiExploration Drilling

Kedung Keris:1 Well Re-entry

Pengeboran PengembanganDrilling Development

Banyu Urip:New well: 8

Well Carry Over: 3

Jambaran Tiung Biru:

1 Well Plug &

Abandon (P&A), 1 Well re-entry,

2 New Well

Jambaran Tiung Biru:

3 New Well

Produksi (100%)Production (100%)

Banyu Urip:171,106 BOPD

Banyu Urip: 203,522 BOPD



Kedung KerisOn Stream

Banyu Urip 2020: 201,346 BOPD

2021: 201,500 BOPD

Jambaran Tiung Biru On Stream 2021

Lifting PEPC Share (45%)

Lifting oil: 76,705 BOPD



Lifting oil:93,338 BOPD

Lifting oil2020: 90,334 BOPD2021: 90,043 BOPD

Lifting Gas (92%)2021: 192 MMSCFD





Target 2022Aspek & Indikator | Aspect & Indicator Target

HSSE

Number of Accident 0

PROPER Hijau

ISRS8 Level 5

Kesisteman | System

Band Benchmark

Score QMA 750

Pengelolaan Risiko | Risk Management

Enterprise Risk Management 100%

GCG

GCG Implementation 90%

Operasional | Operational

IT Availability 99.5%

Reability (R), Availability (A), & Maintenance SF R: 97.5% | A: 95%

Integrity Performance Hijau | Green

Kepuasan Pelanggan | Customer Satisfaction Index Skala 3,9 dari 5 | 3.9 of scale 5

Keuangan | Financial

EBITDA Margin 83%

Net Profit Margin 26%

Laba Bersih | Net Profit 346 juta USD | Million USD

Human Capital

Competence Index 80%

Produksi | Production

Produksi Minyak | Oil Production 63,600 BOPD

Produksi Gas | Gas Production 158.14 MMSCFD

Lifting Minyak | Oil Lifting 99.7%

1. Financial• EBITDA• OPEX per Unit• HR Productivity PEPC

2. Operational Excellence

• Reserves Replacement Ratio (RRR) Migas• Produksi migas | Oil and gas production• Level of Upstream Way Implementation• Enterprise Risk Management

3. Growth

• Pencapaian Investasi | Investment Achievement• Strategic Initatives• Knowledge, Standardization & Innovation• Skor QMA

4. HSSE & People Management• HSSE Excellence• GCG Implementation Compliance• People & Quality Management

Penetapan KPI Direktur Utama PEPCEstablishment of PEPC President Director’s KPI





10 Arahan Strategis dari Direktur Utama PEPC Untuk Mencapai RKAP10 Strategic Directions from the PEPC President Director

to Achieve target of WP&B

1. Penerapan HSSE Excellencea. HSSE adalah tanggung jawab

semua pekerjab. Penerapan Spirit to Zero

Accidentc. HSSE Golden Rules dilaksanakan

secara Konsisten

2. Meningkatkan Produksi & Lifting Minyak

a. Tingkatkan produksi minyak Banyu Urip

b. Pastikan profil produksi yang disepakati tercapai

c. Lakukan lifting produksi minyak sesuai target

3. Pelaksanaan Project JTB & Pengembangan Project Kedung Kerisa. 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)

4. Strategic Initiative & Continuous Improvement Programa. Lakukan Strategic Initiative

untuk pencapaian RKAPb. Lakukan inovasi dan

penyelesaian permasalahan dengan metode PDCA (CIP), yang secara nyata dapat mewujudkan penghematan dan peningkatan revenue

5. Penerapan Etika Bisnisa. Penerapan pedoman Etika Kerja

& Bisnis dan prinsip GCG secara konsisten

b. Pemenuhan peraturan perundangan internal Serta eksternal

1. Implementation of HSSE Excellencea. HSSE is a responsibility of all

employeesb. Implementation of Spirit to Zero

Accidentc. HSSE Golden Rules are

implemented consistently

2. Enhancing Oil Production & Lifting Minyaka. Increase Banyu Urip oil

productionb. Ensure the approved production

profile is achieved c. Lifting oil production based on

target

3. JTB Project Implementation & Kedung Keris Project Development

a. Project implmentation on-time, on-budget, on-scope, and on-revenue (OTOBOSOR)

b. Allignment of KPI in JTB development

c. Enterprise Risk Management (ERM) implementation

4. Strategic Initiative & Continuous Improvement Programa. Strategic Initiative to achieve

target of WP&Bb. Innovate and solve problem

with PDCA (CIP) method, which can realize actual savings and increase revenue

5. Implementation of Business Ethicsa. Consistent Implementation of

guidelines on Work & Business Conducts and GCG principles

b. Compliance to internal and external laws and regulations





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)

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

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

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

secara kuantitatif

6. 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)

7. 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

8. Improving Employee Satisfaction & Engagement a. Ensuring workers’ rights in accordance with

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

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

c. Conduct assesment of employee satisfaction & engagement levels

9. Improving Customer Satisfaction & Engagementa. 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 assesment

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

quantitatively measured





Strategi Menjaga Pertumbuhan Ekonomi Memahami pengelolaan sumur yang terbilang muda, PEPC memiliki daya saing yang tinggi di antara perusahaan migas lainnya dalam memenuhi kebutuhan energi Indonesia. Di sisi lain, harga minyak mentah berdasarkan Indonesian Crude Oil Price (ICP) menunjukkan peningkatan harga rata-rata sepanjang tahun 2018, dengan nilai ICP rata-rata berada di tingkat 73,08 USD/BBLs.

Kondisi yang mendukung ini menjadikan strategi PEPC untuk memaksimalkan pengembangan lapangan JTB dan mengoptimalkan produksi lapangan Banyu Urip. Dari catatan produksi di tahun 2018 sebesar 208.793 BOPD, PEPC kembali mencatat produksi tertinggi selama perusahaan beroperasi. Peningkatan produksi ini berhasil dicapai melalui beberapa kegiatan di subsurface dan surface activities.

Strategy to Maintain Economic GrowthUnderstanding the management of wells that are still relatively young, PEPC has high level of competitiveness among other oil and gas companies in meeting Indonesia’s energy needs. On the other hand, the price of crude oil based on the Indonesian Crude Oil Price (ICP) shows an increase in average prices throughout 2018, with ICP values averaging at 73.08 USD/BBLs.

This favorable condition help the PEPC strategy to optimize the development of JTB field and and production of Banyu Urip field. From the production of 2018 reached 208,793 BOPD, PEPC once again recorded the highest production since operation. This increase in production was achieved through several subsurface and surface activities.

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

201873.08

201751.68 2016

39.59

201545.92

201488.18

201398.87

2012104.98

Dengan optimalnya produksi Lapangan minyak Banyu Urip di fase full production facility, PEPC terus mengupayakan pertumbuhan produksi minyak melalui pengembangan lapangan Kedung Keris yang memasuki tahap konstruksi fasilitas produksi di 2018 dan beroperasi di tahun 2019. Pertumbuhan ekonomi juga akan dihasilkan dari produksi gas dari pengembangan lapangan Jambaran Tiung Biru yang memasuki tahap persiapan pengeboran di tahun 2018 dan beroperasi di tahun 2021.

With the optimal production of the Banyu Urip oil field at the full production facility phase, PEPC continues to enhance its oil production through the development of Kedung Keris field that has began the construction stage of production facilities in 2018 and will operates in 2019. Economic growth will also be generated from gas production of the Jambaran Tiung Biru field development that is entering the drilling preparation stage in 2018 and will be in operation in 2021.





Strategi Peningkatan Produksi 2018 Strategy for enhancing production in 2018

1. Subsurface: a. Melakukan Reservoir Management melalui kegiatan:

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

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

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

1. Subsurface: a. Conducting Reservoir Management through

activities:• Improved Oil Recovery (IOR) in a form of a pressure

maintenance activity by injecting water in the aquifer and injecting gas in the gas cap to maximize the acquisition of the Banyu Urip Field oil.

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

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

2. Surface: a. Mengidentifikasi bottlenecking peralatan di

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

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

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

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

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

c. Menjaga Operational Lifting di FSO Gagak Rimang

2. Surface: a. Identify equipment bottlenecking in the Banyu Urip

field production facility based on determination of equipment capacity limitation and then optimize it so that the overall capacity of the plant can be improved by:

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

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

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

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

c. Maintain Operational Lifting at FSO Gagak Rimang





Produksi PEPC share 93.957 BOPD melampaui target RKAP yang ditetapkan 90.616 BOPDPEPC production shares of 93,957 BOPD exceed the WP&B target of 90,616 BOPD

Pencapaian produksi terhadap RKAP 2018Production achievement to target 2018

Produksi Minyak Lapangan Banyu Urip (BOPD) Banyu Urip Field Oil Production (BOPD)

2018 2017 2016

208,793

93,957

203,522

91,585

171,106

76,997

Produksi Production

PEPC Share (45%)Produksi

Production

Laba Bersih (Juta USD)Net Profit (Million USD)

Pencapaian 2018 juga secara signifikan dipengaruhi oleh keberhasilan implementasi strategic iniatiative dalam meningkatkan produksi dan efisiensi terus menerus. Strategic initiative ini dapat direalisasikan melalui manajemen asset, inovasi teknologi, pengembangan struktur organisasi, penjadwalan ulang pekerjaan yang tidak ekonomis. Dengan demikian, PEPC berhasil mencatat laba bersih USD842,4 Juta di tahun 2018, yang mencapai 127% dari laba bersih tahun 2017.

The achievement of 2018 is also significantly affected by the success of the strategic initiatives in increasing production and continuous efficiency. The strategic initiatives can be realized through asset management, technological innovation, development of organizational structures, rescheduling of jobs that are not economical. Thus, PEPC managed to record a net profit of USD842.4 Million in 2018, which reached 127% of 2017 net income.

104%

2018842

2017662

2016222

±25% Produksi minyak lapangan Banyu Urip dalam memenuhi kebutuhan nasionalBanyu Urip field oil production contribution for national consumption





Inisiatif Strategis 2018Strategic Initiative 2018

Peningkatan tingkat produksi dengan capaian 104% melebihi target RKAP

• Peningkatan keyakinan angka cadangan dalam menjaga keberlanjutan produksi

• Peningkatan stream day capacity (SDC) ≥ 200 MBOPD dan optimasi biaya bahan kimia dengan memenuhi standar keteknikan HSSE

• Optimasi waktu planned shut down dengan integrasi beberapa kegiatan dalam satu waktu

• Optimasi kegiatan Risk Based Inspection (RBI) di FSO Gagak Rimang dengan pengelolaan operasional lifting

Increased production level with an achievement of 104% exceeding the RKAP target

• Increased reliability and availability in reserves in maintaining sustainable production

• Increased stream day capacity (SDC) ≥ 200 MBOPD and optimization of chemical costs by meeting HSSE engineering standards

• Optimization of time for planned shut down by integrating several activities at one time

• Optimization of Risk Based Inspection (RBI) activities in FSO Gagak Rimang with operational management of lifting

Melakukan Business to Business (B2B) dengan partner untuk mempercepat alih kelola participating interest milik BUMD di lapangan unitisasi JTB dengan capaian selesainya alih kelola di 2018

• Pre-inisasi alih kelola lapangan unitisasi JTB dengan partner dan pemerintah

• Workshop alih kelola lapangan unitisasi JTB dengan PT Pertamina (Persero)

• Menyiapkan administrasi B2B lapangan unitisasi JTB

• Kajian keekonomian proyek JTB

Conduct Business to Business (B2B) with partners to accelerate transfer management of participating interest owned by BUMD in the JTB unitization field with the completion of management transfers in 2018

• Pre-initiation of transfer management of JTB unitization field with partners and the government

• Workshop regarding transfer management of JTB unitization field with PT Pertamina (Persero)

• Set up the B2B administration of the JTB unitization field

• Economic studies of JTB project

01

02





Optimalisasi kinerja lifting ditengah pencapaian Risk Based InspectionSesuai dengan ketentuan dari badan klarifikasi American Bureau of Shipping (ABS) dan Biro Klarifikasi Indonesia (BKI), maka Floating Storage Offloading (FSO) Gagak Rimang menjadwalkan Risk Based Inspection (RBI) yang dilakukan secara bertahap setiap tahun dan akan selesai secara menyeluruh pada tahun ke lima.

Inspeksi keselamatan dan keamanan ini menjadi prioritas dengan perlu disiapkannya fasilitas dan waktu yang optimal. Disisi lain kegiatan ini menjadi tantangan dalam upaya mencapai nilai lifting minyak yang ditargetkan di tengah banyaknya kegiatan lifting di FSO. Untuk itu, FSO melalui departemen Komersial melakukan beberapa strategi peningkatan kinerja lifting.

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

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

Optimasi koordinasi lifting saat tanki compartement harus menjalankan RBI Tank Inspection.

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

Optimizing lifting performance amidst Risk Based Inspection activitiesIn accordance with the provisions of the clarification of the American Bureau of Shipping (ABS) and the Indonesian Clarification Bureau (BKI), the Gagak Rimang Floating Storage Offloading (FSO) schedules a Risk Based Inspection (RBI) which is carried out in stages every year since 2017 and will be completed thoroughly in 2021.

This safety and security inspection is a priority with the requirement to set up optimal facilities and time. On the other hand, this activity is a challenge in an effort to achieve the targeted oil lifting value amid the many lifting activities in the FSO. For this reason, the FSO through the Commercial department carried out several strategies to improve lifting performance.

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

Use of the Suez Max type ship to maximize lifting parcel cargo.The use of Suez max type ship with a larger cargo capacity than the previous Aframax type ships. Thus the lifting performance can be increased and there is no stock carry over.

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





Mengembangkan Potensi Ekonomi BaruDi tahun 2018, perusahaan juga diharapkan PT Pertamina (Persero) untuk mengawal perkembangan kegiatan pengembangan lapangan minyak Kedung Keris (KK) dan lapangan gas Jambaran Tiung Biru (JTB). Pengembangan Lapangan minyak KK dikelola oleh ExxonMobil Cepu Limited (EMCL). Pengembangan lapangan KK ditargetkan dapat mulai menghasilkan minyak yang kemudian diproses di lapangan Banyu Urip, sehingga meningkatkan produksi minyak PEPC yang akan on stream di akhir tahun 2019.

Realisasi Kinerja Pengembangan Lapangan Gas JTB Realization of JTB Gas Field Development

EksplorasiExploration

PengembanganDevelopment

ProduksiProduction

KomersialitasComerciality

Kegiatan OperasiOperational Activities

12 tahun | 12 YearsStudi dan survei pembuktian

cadangan migasStudy and verification of oil and

gas reserves

9 tahun | 9 yearsPembangunan fasilitas produksi

dan aktivitas pemboran eksplorasi

Construction of production facilities and exploration drilling

activities

Target 20-25 tahun20-25 years target

Pemboran sumur minyak dan gas, kerja ulang, dan perawatan

sumurOil and gas well drilling, rework

work, and well maintenance

Sesuai PJBG: 100% ke PT Pertamina (Persero) dan

kemudian di jual ke PT PLNIn accordance with the PJBG:

100% to PT Pertamina (Persero) and then sold to PT PLN

Realisasi KinerjaPerformance Realization

Realisasi Penambahan Cadangan Terbukti (P1)

Addition of proven reserves (P1)41.80 MMBOE

Kapasitas Produksi: Production Capacity:

Gas: 330 MMSCFD

Kapasitas Penyaluran gas di 267 km Pipa jalur Semarang – Gresik:

500 MMSCFDGas distribution capacity in 267 km Semarang - Gresik pipeline:

500 MMSCFD

Produksi Gas:Gas Production:

321 MMSCFD

Kapasitas Penjualan Gas:Gas Sales Capacity:

192 MMSCFD

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

Developing a new economic potentialIn 2018, the company is also required by PT Pertamina (Persero) to oversee the development of the development activities of Kedung Keris (KK) oil field and the Jambaran Tiung Biru (JTB) gas field. Oil Field Development KK is managed by ExxonMobil Cepu Limited (EMCL). KK field development is targeted to start producing oil which is then processed in the Banyu Urip field, thereby increasing PEPC oil production which will be on stream by the end of 2019.

Lingkup konstruksi dalam pengembangan Lapangan Gas JTBConstruction scope in the development of the JTB Gas Field

1. Early Civil WorkPersiapan infrastruktur sipilPreparation of civil infrastructure

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

3. Pengeboran enam sumur dari wellpadDrilling of six wells from wellpad

Menyiapkan wellpad dan jalan akses pengeboranPrepare wellpad and drilling access roads

USD1.5 Miliar | BillionBelanja ModalCapital Expenditures6,000 Tenaga kerja diserapWorkers are employed

• 5 New Wells• 1 re-entry well• 1 plug & Abandon Well





Lapangan gas JTB merupakan hasil unitisasi antara dua lapangan, yaitu lapangan Jambaran dan lapangan Tiung Biru. Lapangan gas unitisasi ini merupakan reservoir gas yang melampar melalui dua wilayah kerja pertambangan (WKP) PEPC dan WKP PT Pertamina EP. Sesuai ketentuan PP No.35/2004, pengelolaan reservoir tersebut di unitisasi. Pengembangan Lapangan gas JTB dikelola 100% oleh Pertamina (Persero) dengan participating interest 92% PEPC dan 8% PT Pertamina EP. Setiap tahun, PEPC terus melaporkan kinerja pengembangan lapangan unitisasi JTB melalui laporan tahunan dan laporan keberlanjutan.

Selain dari lapangan Banyu Urip, Kedung Keris dan JTB, PEPC juga mengelola enam lapangan potensial lainnya. Melalui pengelolaan ketersediaan energi dan pengembangan lapangan yang optimal, PEPC optimis dapat meningkatkan dan memenuhi target produksi minyak pada tahun 2019 mendatang.

Kontribusi Ekonomi kepada Negara Industri hulu minyak dan gas bumi masih memegang peranan yang dominan karena menjadi tulang punggung bagi penerimaan negara serta penggerak ekonomi nasional. Berdasarkan Undang- Undang Nomor 22 Tahun 2001 tentang Minyak dan Gas Bumi, pemegang saham pengelolaan sumber daya migas di Indonesia, dimiliki sepenuhnya oleh Pemerintah atas nama Negara sebagai pemegang Kuasa Pertambangan. PEPC setiap tahunnya memberikan kontribusi kepada negara melalui PT Pertamina (Persero) dalam bentuk dividen.

PEPC juga memberikan kontribusi kepada negara dari PPh 21/26, juga akan memberikan nilai ekonomi kepada Kabupaten Bojonegoro. Sebagai daerah penghasil migas, Kabupaten Bojonegoro berhak atas Dana Bagi Hasil (DBH) yang digunakan untuk pembangunan daerah, fasilitas umum, dan program kemasyarakatan.

The JTB gas field is the result of unitization between two fields, namely the Jambaran field and the Tiung Biru field. The unitization gas field is a gas reservoir that runs through mining work areas (WKP) of two entities of PEPC and PT Pertamina EP. In accordance with PP No. 35/2004, management of the reservoir is unitized. The JTB gas field development is managed 100% by Pertamina (Persero) with participating interest of PEPC 92% and PT Pertamina EP 8%. Every year, PEPC continues to report on the development of the JTB unitization field through annual reports and sustainability reports.

Apart from the Banyu Urip, Kedung Keris and JTB fields, PEPC also manages six other potential fields. Through managing energy availability and optimal field development, PEPC is optimistic in increasing performance and meeting the oil production targets in 2019.

Economic Contribution to the CountryThe upstream oil and gas industry still plays a dominant role as it is the backbone of state revenues and the driving force of the national economy. Based on Law No.22 of 2001 concerning Oil and Gas, shareholders of oil and gas resource management in Indonesia are fully owned by the Government on behalf of the State as holders of Mining Authorities. PEPC annually contributes to the country through PT Pertamina (Persero) in the form of dividends.

PEPC also contributes to the country in the form of tax payments amounting to USD547 million in 2018. One of the revenues to the state from PPh 21/26, will also provide economic value to Bojonegoro Regency. As an oil and gas producing region, Bojonegoro Regency is entitled to Revenue Sharing Funds which are used for regional development, public facilities, and community programs.





Kontribusi Ekonomi kepada Negara (USD) Economic Contribution to the Country (USD)

Kontribusi Ekonomi kepada NegaraEconomic Contribution to the Country

2018 2017 2016

PPh Final Pasal 4 (2) & pasal 15Final Income Tax Article 4 (2) and Article 15

3,450,128 253,845 151,214

PPh 21/26 | Income Tax Article 21/26 5,725,733 6,273,536 4,472,006

PPh 23/26 | Income Tax Article 23/26 427,273 10,006,894 9,418,052

PPh Migas | Oil and Gas Income Tax Article 525,733,000 282,402,603 186,753,655

PPN | Value Added Tax 12,046,206 1,648,794 1,112,289

Jumlah | Total 547,382,340 300,585,672 201,907,216

Selain itu, penerimaan Negara juga diperoleh dari skema bisnis yang PEPC bersama kontraktor jalankan di WKP blok Cepu. PEPC bersama kontraktor melakukan kerjasama dengan skema production sharing contract (PSC) yang diawali penyertaan modal masing-masing KKKS yang menentukan participating interest dan pembagian keuntungan sesuai PP No.35/1994. Sesuai PSC yang diterapkan, pemerintah memperoleh setoran dari perusahaan participating interest dalam KKKS.

Perolehan bagian untuk pemerintah terdiri dari:1. First Tranche Petroleum (FTP) share sebesar 20% atas

split pemerintah dari produksi yang dihasilkan2. Share Pemerintah dari Equity to be Split3. Domestic Market Obligation (DMO) dari produksi4. PPh atas penghasilan yang diterima kontraktor

Di sisi lain, PEPC juga mendapatkan dukungan finansial dari Pemerintah yang disebut dengan cost recovery. Cost recovery merupakan biaya operasi yang dapat dikembalikan dari kegiatan eksplorasi dan eksploitasi minyak dan gas bumi, yang terdiri dari: • Biaya non-kapital tahun berjalan• Penyusutan biaya kapital tahun• Biaya operasi tahun-tahun sebelumnya yang belum

memperoleh penggantian (unrecovered costs)

Pada tahun 2018, PEPC mendapatkan alokasi anggaran sebesar USD89.961 ribu yang didanai dari cost recovery.

In addition, state revenues are also obtained from the business scheme that PEPC and contractors run in the Cepu Block mine work area. PEPC and the contractor collaborated with the Contractors PSC scheme initiated by their respective capital participation and determined their participating interest and profit sharing according to PP No. 35/1994. In accordance with the profit sharing scheme implemented, the government obtains deposits from participating interest companies in the KKKS.

The acquisition of shares for the government consists of:1. First Tranche Petroleum (FTP) reached 20% share of

government split from production produced2. Government Share from Equity to be Split3. Domestic Market Obligation (DMO) from production4. Income tax received by the contractor’s revenue

On the other hand, PEPC also receives financial support from the Government called cost recovery. Cost recovery is operating costs that can be returned from oil and gas exploration and exploitation activities, which consist of:

• Current year’s non-capital costs• Depreciation of the cost of capital in the current year• Unrecovered costs for operating costs from previous

years

In 2018, PEPC received a budget allocation of USD89,961 thousand funded by cost recovery.





Penjualan Minyak | Oil Sales1,779,008

201,879

Nilai Ekonomi Langsung DihasilkanDirect Economic Value Generated

Nilai Ekonomi DidistribusikanEconomic Value Distributed

Sebagai bagian dari beban usaha, yakni dalam bentuk beban eksplorasi, beban produksi, biaya seluruh pengadaan bahan, barang dan jasa, beban umum dan administrasi lainnya guna menjamin kelangsungan produksi.

As part of operating expenses, in the form of exploration expenses, production costs, costs procurement for materials, goods and services, general expenses and other administration to ensure continuity of production.

39,509Pengeluaran Untuk PekerjaExpenditures for Employees

Dalam bentuk pembayaran gaji, pembiayaan pendidikan dan pelatihan, penyelenggaraan kesehatan, dana pensiun, dan manfaat lainnya guna meningkatkan kesejahteraan pekerja beserta keluarganya.

In the form of salary payments, funding for education and training, health care, pension funds, and other benefits to improve the welfare of workers and their families.

547,382Pengeluaran Untuk Pemerintah

Expenditures for Goverment

Dalam bentuk pembayaran pajak, royalti, retribusi dan penerimaan negara bukan pajak (PNBP) lainnya.

In the form of payments of taxes, royalties, fees and other non-tax state revenues (PNBP).

Nilai Ekonomi Langsung Dihasilkan dan Didistribusikan 2018 (Ribu USD) [201-1]

Direct Economic Value Generated and Distributed 2018 (Thousand USD)

39,509Pengeluaran Untuk PekerjaExpenditures for Employees

Pendapatan UsahaNet Revenue

Nilai Ekonomi DidistribusikanEconomic Value Distributed

403.9Pengeluaran Untuk Masyarakat

Expenditures for Community

Penyediaan dana CSR dianggarkan oleh PEPC yang dikonsolidasi dan didistribusi berdasarkan Rencana Kerja dan kondisi. Bantuan sosial kemasyarakatan meliputi pembangunan infrastruktur, kesehatan dan keselamatan, pemberdayaan ekonomi, serta pendidikan.

Provision of CSR funds is budgeted by PEPC which is consolidated and distributed based on the Work Plan and conditions. Community social assistance includes infrastructure development, health and safety, economic empowerment, and education.





Rantai Pasokan Terpadu yang mendukung TKDN

PEPC 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.03/SKKO0000/2015 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.

Integrated Supply Chain that supports Domestic Component LevelPEPC 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 Cooperation Contract (KKKS) 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 KKKS Procurement of Goods & Services which requires every company engaged in the goods/services sector to have a centralized KKKS 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.





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.

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

Jumlah Vendor Pengadaan Barang dan Jasa

Number Vendors for Procurement of Goods and Services

Perusahaan AsingForeign Company

4

Perusahaan NasionalNational Company

2

Perusahaan Dalam NegeriDomestic Company

44

JumlahTotal

50





Dalam rangka memastikan 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.

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.





Customer Complain ManagementMenerima 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.

Suara Pelanggan PEPCTelp : 021-52900900Email: [email protected]

Customer Complaint Management Receiving and recording Customer complaints regarding routine operational issues, oil quality discrepancies, and demurrage. Most of the oil produced by PEPC is sold to PT Pertamina (Persero) as the parent company. However, we continue to 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.

Suara Pelanggan PEPCTelp : 021-52900900Email: [email protected]

Customer Relationship ManagementDalam 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 Relationship ManagementIn 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 Relationship ManagementCustomer Relationship Management

01





Customer Satisfaction Index [102-43]

2018 2017 2016

4.07 4.1 4.0

Customer AwarenessSesuai 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 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 Service ManagementMemberikan 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.

Customer Service ManagementProviding 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.

02

03

Customer Satisfaction ManagementMelakukan 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.

Customer Satisfaction ManagementBuilding 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.

04





PENGELOLAAN DAN PEMANTAUAN LINGKUNGANEnvironmental Managementand Monitoring

Goals and Targets:Compliance to policy of PT Pertamina (Persero)

Tujuan dan Target: Pemenuhan Kepatuhan dan kebijakan PT Pertamina (persero)

Tantangan:• Kepatuhan pada peraturan

yang berlaku

Strategi dan program:Sistem manajemen lingkungan dan Environmental management plan (EMP)

Challenge:• Compliance with applicable

regulations

Strategy and program:Environmental management system and Environmental management plan (EMP)





Dasar Pelaporan Kinerja LingkunganKegiatan eksplorasi dan produksi tidak terlepas dari pemanfaatan bahan baku, energi dan air dalam menghasilkan minyak dan gas bumi yang juga disertai emisi, limbah dan beban pencemar lainnya. Dengan karakteristik bisnis yang mengelola sumber daya alam, PEPC memahami pentingnya sistem manajemen lingkungan dalam meminimalkan kebutuhan alam, menjaga produksi yang efisien dan aman, serta mengelola dampak lingkungan.

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 Pemgelolaan 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

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

Basis for Environmental Performance DisclosureExploration and production activities are inseparable from the utilization of raw materials, energy and water in producing oil and gas which are also accompanied by emissions, waste and other pollutants. With the characteristics of businesses that manage natural resources, PEPC understands the importance of environmental management systems in minimizing natural dependence, maintaining efficient and safe production, and managing environmental impacts.

Regulatory Compliance:1. Law No.5 of 1990 concerning Conservation of Natural

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

Compliance to Policies & Commitments:1. HSE PEPC Policy, Pertamina (Persero) and SKK Migas

Policy2. Joint Operation Agreement and Production Sharing

Contract3. Compliance with ISRS8 and ISO 14001:20044. Compliance with EIA & EMP5. Memorandum of Understanding (MoU) for planting

25,000 trees

Sebagai Perusahaan pengelola Sumber Daya Alam, PEPC berkomitmen melakukan kegiatan operasional Perusahaan yang berkontribusi terhadap kelestarian lingkungan. Sepanjang tahun 2018, PEPC merealisasikan biaya pengelolaan dan pemantauan lingkungan di lapangan JTB sebesar USD243.398.

As a natural resource management company, PEPC is committed to operate activities that contribute to environmental sustainability. Throughout 2018, PEPC realized the costs of USD243,398 for environmental management and monitoring in the JTB field.





Organization Work Procedure (TKO) and Guidelines:• TKO for Management of Oil Spills on Land• TKO for Environmental Activities Monitoring in Oil and

Gas Fields• TKO for Domestic Waste Management in Oil and Gas

Field• TKO for Management of Hazardous and Toxic Waste

(B3) in Oil and Gas Field• TKO for Management of Ambient Air Quality in Oil and

Gas Field• TKO for Preparation of Environmental Impact Analysis

(EIA) in the Oil and Gas Field

Resources and management mechanisms in evaluation:

1. Management of funding sources in accordance with the 2018 WP&B

2. Waste Management Plan (WPM)3. Management of the Contractor Management System

(CMS)

Tata Kerja Organisasi (TKO) dan Pedoman:• TKO Pengelolaan Tumpahan Minyak di Darat • TKO Pemantauan Lingkungan Kegiatan di Lapangan

Migas• TKO Pengelolaan Sampah Domestik di Lapangan Migas

• TKO Pengelolaan Limbah Bahan Berbahaya dan Beracun (B3) di Lapangan Migas

• TKO Pengelolaan Kualitas Udara Ambien di Lapangan Migas

• TKO Penyusunan Analisis Mengenai Dampak Lingkungan (AMDAL) di Lapangan Migas

Sumber daya dan mekanisme manajemen dalam mengevaluasi: 1. Pengelolaan sumber dana sesuai RKAP 2018

2. Waste Management Plan (WPM)3. Pengelolaan Contractor Management System (CMS)

Struktur pengelola HSSEHSSE management structure

HSSEManager

Assistant ManagerSafety and Health

Assistant ManagerSecurity

Risk IntegrityManagement Specialist

HSE CordinatorEPC-GPF

HSE CordinatorEPC-ECW

HSE Administration EPC-GPF

Safety Officer

Health Officer

EnvironmentalAdvisor

HSE Administration EPC-GPF

Safety Officer

Health Officer

EnvironmentalAdvisor

OHIH Specialist

Safety Specialist

Health & Safety Perf. Coordinator

Safety Training Coordinator

ERP & MEDIVAC Specialist

EnvironmentalSpecialist

HO Security Coordinator

Penata HO

Danru Security

Security Officer

Administrasi

Penata Site

Danru Security

Security Officer

Site Security Coordinator

Area Supervisor

Site Security Officer

Danru SecurityEPC-A

Security Officer

Administrasi

Danru SecurityEPC-B & Drilling

Security Officer

Supervisor Analyst

Security Analyst

SurveilenceOfficer





Pengelolaan Bahan Kimia PEPC menggunakan beberapa jenis bahan kimia dalam proses pengolahan minyak, gas, dan air injeksi sebagai bahan penunjang yang habis terpakai di kegiatan operasi lapangan Banyu Urip.

Penggunaan bahan kimia minyak mentah terdiri dari PPD, DRA, demulsifier, H2S Scavenger, dan antifoam. Seluruh penggunaan bahan kimia tersebut untuk membantu proses pemisahan dan pengaliran crude oil dari lapangan Banyu Urip menuju FSO Gagak Rimang. Selain itu, penggunaan bahan kimia tersebut juga untuk menjaga kualitas dari crude oil yang di komersialisasikan sesuai dengan persyaratan yang ditetapkan dalam perjanjian jual beli minyak. Sebagai contoh, 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 kebutuhan pelanggan.

Penggunaan bahan kimia MDEA dan TEG digunakan dalam proses pemisahan gas untuk menjaga spesifikasi pemanfaatan gas di CPF. Bahan kimia ini juga memastikan spesifikasi gas injeksi yang akan dikembalikan ke reservoir sehingga dapat memberikan efek pressure maintenance seperti yang diharapkan.

Selain itu, penggunaan bahan kimia di proses pemisahan air (water treatment) diantaranya biocide, oxygen scavenger, flocculant, morpholine scale inhibitor, corrosion inhibitor, mampu memastikan air injeksi yang dikembalikan ke reservoir untuk memberikan efek pressure maintenance dan menjaga kualitas aquifer setempat. Selain itu, pemesanan setiap bahan kimia di kelola melalui Material Safety Data Sheet (MSDS). [306-5]

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.

Chemical ManagementPEPC uses several types of chemicals in the processing of oil, gas and injection water as consumable supporting materials in the Banyu Urip field operations.

The use of crude oil chemicals consists of PPD, DRA, demulsifier, H2S Scavenger, and antifoam. The entire use of these chemicals is to help the process of separation and conversion of crude oil from the Banyu Urip field to FSO Gagak Rimang. In addition, the use of these chemicals is also to maintain the quality of the crude oil commercialized in accordance with the requirements set forth in the oil purchase agreement. For example the use of H2S Scavanger that capable of separating H2S toxic gas which is carried by oil production in the Banyu Urip field. Therefore the produced oil remained safe and according to customer needs.

The use of MDEA and TEG chemicals is used in the gas separation process to maintain gas utilization specifications in the CPF. It also ensured the gas injection specifications that will be returned to the reservoir to provide the expected effect of pressure maintenance.

In addition, the use of chemicals in the water treatment process, including biocide, oxygen scavenger, flocculant, morpholine scale inhibitor, corrosion inhibitor, and several other commodities have ensured the injection water of reservoir to provide pressure maintenance and maintain quality of local aquifer. In addition, ordering each chemical is managed through a Material Safety Data Sheet (MSDS). [306-5]

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.





Pengelolaan Energi Ada 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 ketergantung 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. [302-1] [302-2]

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. [302-1]

[302-2]

Penggunaan energi Lapangan Banyu Urip Energy Use of Banyu Urip Field

Sumber Energi Energy Source

Jenis EnergiType of Energy

PemanfaatanUtilization

Jumlah 2018Total 2018

Energi Langsung | Direct Energy

SolarDiesel Fuel

Tidak dapat diperbaharuiNon renewable

Pembangkit listrik sendiri: Gas turbine Genset untuk CPF dan FSO,

Transportasi

Own power plant: gas turbine generator for CPF and FSO,

Transportation

10,344,400 Liter

Gas Alam dari Produksi sendiri (gas terproduksi)Natural gas from own production (produced gas)

Tidak dapat diperbaharuiNon renewable

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 perkantoran

Activities at Cepu Field Facility (CFF) related to production and offices

305,513,520 Kwh

Pemenuhan kondisi pengaliran minyak terhadap nilai ambang batas (NAB)Oil distribution conditions compliance with threshold limit values (TLV)

No. ParameterNABTLV

Rata - rata 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





Penggunaan energi Lapangan JTBEnergy Use of JTB Field

Sumber Energi Energy Source

Jenis EnergiType of Energy

PemanfaatanUtilization

Jumlah 2018Total 2018

Energi Langsung | Direct Energy

Solar | Diesel Fuel Tidak dapat diperbaharuiNon renewable

TransportasiTransportation

1,724,435 Liter

Bensin | Gasoline Tidak dapat diperbaharuiNon renewable

TransportasiTransportation

5,957 Liter

Energi Tidak Langsung | Indirect Energy

PLN Tidak dapat diperbaharuiNon renewable

Kegiatan PeneranganLightning

5,539.86 Kwh

Penggunaan dan Intensitas Energi dalam kegiatan operasional 20181 [302-1] [302-2] [302-3]

Energy Use and Intensity in operational activities 20181

UraianDescription

SatuanUnit

Lapangan Banyu UripBanyu Urip Field

Lapangan JTBJTB Field

Kantor Pusat JakartaJakarta Head Office

Sumber Energi LangsungDirect Energy Sources

GJ - - -

SolarDiesel Fuel

GJ 415,804 69,315 -

Gas AlamNatural Gas

GJ 7,200,812 - -

BensinGasoline

GJ - 174 1,563

Sumber Energi tidak LangsungIndirect Energy Sources

GJ - - -

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

Bbls 76,209,693

Intensitas pemakaian energiEnergy use Intensity

GJ/Bbls 0.11

1Perhitungan penggunaan energi tidak mencakup lapangan pengembangan Kedung Keris. Data kinerja baru dapat dikelola ketika lapangan memasuki tahap operasi.1Calculation of energy use does not cover Kedung Keris development field. Performance data can only be managed when the field enters the operation phase.





Pengendalian Emisi Dalam proses produksi minyak yang diangkat, terdapat beberapa gas lainnya yang ikut turut dilepaskan dan dikelola melalui Gas Process treatment dalam bentuk suar bakar flaring. Gas emisi yang dihasilkan meliputi karbon dioksida (CO2), nitrogen oksida (NOx), dan sulfur Oksida (SOx). Emisi langsung lainnya yang serupa juga dihasilkan dalam kegiatan produksi; pembakaran pompa, boiler, genset.

Pencemaran emisi dapat menyebabkan pemanasan global, hujan asam, dan kabut asap. Oleh karenanya, PEPC berkomitmen mengendalikan emisi melalui inovasi efisiensi energi dan audit energi. Dalam pengendalian emisi, PEPC juga memastikan kualitas udara yang dikeluarkan telah memenuhi baku mutu yang ditetapkan pemerintah.

Pelestarian Keanekaragaman Hayati Dari seluruh luasan area WKP Blok Cepu 91.920 ha, PEPC beroperasi di kawasan hutan produksi dan berdekatan dengan pemukiman. [304-1]

Emission ControlIn the production process from the oil is lifted, there are a number of other gases which are also released and managed through the Gas Process treatment in the form of flares. Gas emissions produced include carbon dioxide (CO2), nitrogen oxides (NOx), and sulfur oxides (SOx). Other similar direct emissions are also produced in production activities; combustion pumps, boilers, generators.

Emission pollution can cause global warming, acid rain and smog. Therefore, PEPC is committed to controlling emissions through energy efficiency innovations and energy audits. In controlling emissions, PEPC also ensures the air quality released has met the quality standards set by the government.

Preservation of BiodiversityFrom the mine area of the Cepu Block 91,920 ha, PEPC operates in production forest areas and adjacent to settlements. [304-1]

Luas Area Operasional yang Dilindungi [304-1]

Area of Protected Operational AreaWilayah Operasional

PerusahaanCompany Operational Area

Luas LahanLand Area

(Ha)

Status KawasanArea Status

Wilayah yang Termasuk Area Dilindungi (Ha)

Areas in Protected Areas (Ha)


±146 Hutan ProduksiProduction Forests

-

Lapangan Kedung KerisKedung Keris Field

±3.24 Hutan ProduksiProduction Forests

-


±16 Hutan ProduksiProduction Forests

-





Selain menyediakan lahan pengganti, secara berkesinambungan, Perusahaan juga melakukan upaya konservasi habitat pada area yang menjadi lokasi kegiatan operasi sesuai Undang-Undang (UU) No.5 Tahun 1990 tentang Konservasi Sumber Daya Alam Hayati dan Ekosistemnya.

Berdasarkan studi AMDAL yang dilakukan pihak eksternal pada tahun 2013, PEPC telah memetakan potensi dampak yang mungkin ditimbulkan Perusahaan terhadap keanekaragaman hayati, antara lain kegiatan pembukaan lahan untuk pengembangan lapangan. Studi menunjukkan tidak ditemukanya Spesies fauna yang terancam punah berdasarkan daftar IUCN di WKP Blok Cepu. [304-2]

Meskipun demikian, PEPC melaksanakan penanaman pohon di lapangan Banyu Urip dan lapangan pengembangan Kedung Keris dan JTB. Penanaman pohon di lapangan JTB dilakukan sesuai kewajiban pemenuhan AMDAL sebanyak 25.000 pohon trembesi atau setara dengan nilai penyerapan emisi karbon. Dalam kondisi yang optimal, estimasi penyerapan CO2 setelah 15 tahun mampu mencapai 98,25 Ton CO2eq setiap tahunnya.

In addition to providing land replacement, on an ongoing basis, the Company also makes habitat conservation efforts in areas that become the location of operations according to Law No. 5 of 1990 concerning Conservation of Natural Resources and Ecosystems.

Based on the EIA & EMP study conducted by external parties in 2013, PEPC has mapped the potential impact that the Company might have on biodiversity, including from land clearing activities for field development. The study found that there is on endangered fauna species based on the IUCN list in the Cepu Block mine area. [304-2]

However, PEPC carried out tree planting in the Banyu Urip field and the Kedung Keris field as well as JTB development fields. Tree planting in the JTB field is carried out according to the obligation to fulfill AMDAL as many as 25,000 trembesi trees or equivalent to the value of absorption of carbon emissions. In optimal conditions, the estimated absorption of CO2 after 15 years can reach 98.25 tons of CO2eq annually.

Penanaman Pohon [304-3]

Trees Planted Lokasi

LocationAkumulasi Sampai 2018Accumulation Until 2018

Penanaman 2018Planting 2018

Kerjasama PengelolaanCooperation by third party

Di sekitar wilayah Lapangan Banyu Urip dan Kedung Keris

Banyu Urip and Kedung Keris Fields

25,000PohonTrees

7,806PohonTrees

Dinas Lingkungan Hidup dan LSM Kab. Bojonegoro

Environmental Agency and NGO of BojonegoroDi sekitar wilayah proyek JTB

JTB Project6,000 Pohon trembesi

Trembesi Trees6,000 Pohon trembesi

Trembesi Trees





Pengelolaan Air Memahami kondisi dan jenis kegiatan yang berbeda di beberapa lokasi bisnis seperti lapangan produksi Banyu Urip, Lapangan Pengembangan JTB, dan kegiatan penjualan minyak di FSO, PEPC memanfaatkan beberapa sumber air.

Water Management Understanding the different conditions and types of activities in several business locations such as the Banyu Urip production field, JTB Development Field, and oil sales activities at FSO, PEPC uses several water sources.

Penggunaan Air berdasarkan sumberWater consumption based on sources

Sumber AirWater source

Kegiatan PenggunaanUsage activity

Tujuan PembuanganWater discharge destination

Kegiatan CFF di Lapangan Banyu UripCFF activity in Banyu Urip Field

Sungai Bengawan Solo Waduk Air Water Basin

Penampungan airWater reserves

Waduk AirWater Basin

Kegiatan steam & process, dan domestikSteam & process activity, and domestic

activity

Sewage Treatment Plant (STP)

Sebagai air injeksiAs water injection

Zero Discharge

Air TerproduksiProduced water

Sebagai air injeksiAs water injection

Zero Discharge

Kegiatan penjualan di FSO, OffshoreFSO Sales activity, Offshore

Treatment Air Laut Water Treatment from seawater

Kegiatan operasi FSOFSO Operational activity

Air drainase FSO yang diolah melalui Slop Tank ke badan air laut

FSO drainage processed through Slop Tank into seawater

Lapangan Pengembangan JTBJTB Development Field

Air TanahGroundwater

Kegiatan domestik selama pengembanganDomestic activity during development stage

Sewage Treatment Plant (STP)





Dalam kegiatan produksi, PEPC memiliki izin pemanfaatan air sungai Bengawan Solo sebagai air kebutuhan operasi Cepu Field Facility (CFF) yang ditampung di Water Basin Lapangan Banyu Urip. Penggunaan air ini sebagian besar dimanfaatkan untuk air injeksi sebagai pressure maintenance dengan izin pemakaian dan ketentuan atau batasan yang memastikan tidak menggangu ketinggian air permukaan dan keanekaragaman hayati di dalamnya. Dengan adanya kegiatan air injeksi, proses produksi sepenuhnya tidak menghasilkan air yang dibuang ke badan air (Zero Discharge).

Selain untuk air injeksi, Waduk Air memiliki kapasitas tamping air 2,75 juta m3 yang juga dimanfaatkan untuk kegiatan di CFF meliputi kegiatan steam & process, dan domestik, hingga memenuhi kebutuhan darurat seperti refill fire water tank, sebagai hydrant untuk pemadaman api, serta memenuhi kebutuhan air di waktu puncak produksi. Adapun PEPC belum mencatat jumlah penggunaan air di lapangan Kedung Keris dan di kantor pusat Jakarta yang sepenuhnya dikelola oleh pengelola gedung

In production activities, PEPC has permit to utilize Bengawan Solo river as water for the operation needs of the Cepu Field Facility (CFF) which is reserved in the Banyu Urip Field’s Water Basin. The use of this water is mostly used for injection water as a pressure maintenance with usage permits and provisions or restrictions that ensure it does not interfere with the surface water level and the biodiversity in it. With the injection water activity, the production process is completely zero discharge.

In addition for injection water, the Water Basin has a capacity of 2.75 million m3 which is also used for CFF activities including steam & process activities, and domestic activity, as well as to meet emergency needs such as refill fire water tanks, as hydrants to extinguish fire, and meet water needs at peak production time. As for the development activity in Kedung Keris field, PEPC has not recorded the amount of water usage.





Volume Air Berdasar Sumber & Kegiatan (m3) Water Volume Based on Source & Activity (m3)

Sumber KegiatanSource and activity

2018

Kegiatan Operasi CFFCFF operational activity

Sumber sungai Bengawan Solo untuk air penampungan di waduk airWater source of Bengawan Solo for water reserves in water basin

7,501,554

Sumber Air Penampungan Water BasinWater Source of Water Basin

• Sebagai Air injeksi• As water injection

9,103,293

• Kebutuhan steam & process, serta kebutuhan domestik

• Steam & process activity, as well as domestic activity

323,260

Sumber air terproduksi sebagai air injeksiWater sourced from produced water for water injection

10,089

Kegiatan operasi FSOFSO operational activity

Sumber water treatment air laut untuk kebutuhan operasi dan domestikWater sourced of seawater treatment for operational and domestic activity

150,000

Jumlah pemakaian air di CFF & FSO, lapangan Banyu UripWater usage of CFF & FSO in Banyu Urip Field

17,088,196

Jumlah pemakaian air di lapangan JTB untuk kebutuhan domesticWater usage in JTB field for domestic activity

2,445

Jumlah pemakaian air di kantor pusat untuk kebutuhan domestikWater usage at head office for domestic activitiy

1,650

Total Pemakaian Air Total water usage

17,092,291

Air limbah drainase yang dibuang berasal dari kegiatan domestik di CFF, dan pencucian tangki di area kerja FSO, serta air hujan yang bersinggungan langsung dengan fasilitas produksi. Pengelolaan air drainase yang kembali ke badan air laut di FSO dicatat berdasarkan debit harian dan dibarengi dengan pemantauan rutin setiap tahun oleh pihak independen, sesuai dengan PerMenKes No. 416/MEN.KES/PER/IX/1990 tentang Pengawasan Kualitas Air. Adapun PEPC belum menghitung Pengelolaan air buangan di Kantor Pusat, lapangan JTB & KK yang diolah di STP. [306-5]

Volume Air Buangan (m3)

Water Discharges Volume (m3)Pengelolaan

Treatment2018

Pembuangan limbah air di CFF dengan tujuan Sewage Treatment Plant (STP) Water discharges in CFF with destination of Sewage Treatment Plant (STP)

429,500

Pembuangan limbah air drainase FSO yang diolah melalui Slop Tank ke badan air laut FSO drainage water processed through Slop Tank and discharges into seawater

13,616,836

Jumlah Pembuangan air dari CFF & FSOTotal water discharges from CFF & FSO

14,046,336

The drainage water discharged comes from domestic activities at CFF, and washing tanks in the FSO work area, as well as rainwater that is directly in contact with production facilities. The management of drainage water that returns to the seawater at FSO is recorded on a daily basis and is accompanied by regular monitoring every year by independent party, in accordance with PerMenKes No. 416/MEN.KES/PER/IX/1990 concerning Effluent Quality Monitoring. On the other hand, PEPC has not calculated the management of water discharges at the Head Office, the JTB & KK fields which are processed at STP. [306-5]

Intensitas Air (m3/Bbls)Water Intensity (m3/Bbls)

RasioRatio

2018

Jumlah produksi minyak (Bbls)Total oil production (Bbls)

429,500

Intensitas pemakaian air Water intensity

13,616,836

Intensitas air limbah Water discharges intensity

14,046,336





Penanganan TumpahanSebagai 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. Selin 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. [306-3]

Jumlah Limbah (Ton) [306-2]

Volume of Waste (tons)

Jenis Limbah Type of Waste

Lapangan Banyu UripBanyu Urip

Field

Lapangan JTB

JTB FieldTotal

Jumlah Limbah Padat Non B3

Total Non B3 Solid Waste

419.5 12.6 432.1

Jumlah Limbah B3Total B3 Waste

206.1 0.19 206.3

*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)

2018

Intensitas Limbah Padat Non B3Non B3 Solid Waste Intensity

0.005

Intensitas Limbah B3B3 Waste Intensity

0.003

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).

Spill HandlingAs 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. [306-3]





Mekanisme Penanganan Pengaduan terkait 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.

Environment Grievance Mechanism

As a platform to deliver the complaints related to environment from the stakeholders, especially for the community around the Company’s operation location, PEPC provides communication channel and complaint handling mechanism. For complaint happen in the field, it will be processed to the Personnel Secondee who assigned at the operation location that also has a function as an informant to the Company Head Office. Through the Public, Government Affairs and Relations functions, the complaints will be followed up quickly and resolved according to the applicable procedures.

Exte

rnal

Sta

keho

lder

s

PEPC GPF Construction

PGA & Relation

SumberInformasi Langsung Telepon/SMS/Email/

Surat Media

SourceDirect Information Phine/SMS/Email/

Letter Media

RegistrasiPencatatan dan

Kategorisasi Keluhan

RegistrationRegister and

Complaint Categorize(PGA & Sosec)


Surat Media


Letter Media

MeetingKoordinasi dengan

semua fungsi terkait untuk penyelesaian

dan/atau respon

CoordinationMeeting with all

related functions for completion and/or

response

ResponRencana tidak

lanjut & target waktu (PGA &Sosec)

ResponseFollow-up plan & time target (PGA & Sosec)

SelesaiFinish

EPC GPFContractor

Keluhan Masuk

Incoming Complaints

Keluhan Masuk

Incoming Complaints

KoordinasiCoordination

1 Minggu1 Week

Penyampaian respon awal ( Max 1 minggu)Submission of initial response (Max 1 week)

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





PENGELOLAAN PEKERJA YANG BERETIKA DANBERINTEGRITAS TINGGI Management of ProfessionalEmployees with Ethical and High Integrity

Compliance to Policies and Commitments:1. Company Vision and Mission2. WP&B and KPI3. HSSE policy and implementation of

Operational Excellence4. Collective Labor Agreement (CLA)5. Good Corporate Governance

Guidelines6. Code of Conduct Guidelines7. Reference to ISRS version 8 standard

Kebijakan dan Komitmen: 1. Visi dan Misi Perusahaan 2. RKAP dan KPI3. Kebijakan HSSE dan penerapan

Operational Excellence4. Perjanjian Kerja Bersama 5. Pedoman Good Corporate

Governance6. Pedoman Kode Etik7. Mengacu pada ISRS versi 8

Target:• Zero Accident• Pemenuhan target Milestone

Human Resource Plan 2018

Tantangan:• Penerapan budaya kerja K3

Tanggung Jawab: HSSE Manager dan Human Capital Manager

Struktur pengelola HSSE dapat dilihat di hal 62

Target:• Zero Accident• Meeting the 2018 Milestone

Human Resource Plan Target

Challenge:• Implementation of HSE

culture

Responsible: HSSE Manager and Human Capital Manager

The HSSE management structure can be found on page 62





Berdasarkan Milestone Human Resources Plan 2014-2018, PEPC telah merealisasikan perubahan sistem rekrutmen & evaluasi HR, dan melanjutkan pengembangan Human Resource Information System (HRIS) dan Resktrukturisa-si Pengelolaan Sumber Daya Manusia (RPSDM). Beberapa peningkatan lingkungan kerja ini telah dilaksanakan un-tuk membangun PEPC yang bekerja dan siap menghadapi tantangan dan perubahan di industri migas.

Based on the 2014-2018 Milestone Human Resources Plan, PEPC has realized a change in the HR recruitment & eval-uation system, and continues the development of the Hu-man Resource Information System (HRIS) and the Restruc-turing of Human Resource Management (RPSDM). Several enhancements to this work environment have been car-ried out to build PEPC able to work and are ready to face challenges and changes in the oil and gas industry.

Dasar Pelaporan Kinerja Sosial terkait Ketenagakerjaan & K3PEPC memahami bahwa pencapaian kinerja Perusahaan selama tahun 2018 tidak bisa dilepaskan dari andil pekerja. Dengan memperhatikan operasi bisnis yang berkelanjutan, Perusahaan berupaya memastikan peluang yang sama bagi pekerja dalam berkarir, keselamatan kerja yang aman dan sehat, dan sinergi yang kuat dengan mitra kerja dalam KKKS. Informasi ini penting disampaikan karena mempengaruhi kinerja Perusahaan.

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

Sumber Daya: 1. Dana sesuai RKAP2. Centralized Integrated Vendor Database (CIVD)3. Human Resource Information System4. Fungsi HSSE dan Human Resources5. Serikat pekerja6. Panitia Pembina Kesehatan dan Kecelakaan Kerja (P2K3)

Basis for Social Performance Disclosure related to Human Resources & HSEPEPC understands that the Company’s performance during 2018 cannot be separated from the contribution of employees. Through commitment to run sustainable business operations, the Company seeks to ensure equal opportunities for employees in career path, safe, secure and healthy work environment, and strong synergy with partners in the Contractors PSC. This information is important to be disclosed because it affects the Company’s performance.

Regulatory Compliance:1. Law No.22 of 2001 concerning Oil and Gas2. Government Regulation No.50 of 2012 concerning the

Implementation of HSE3. Minister of Manpower Regulation No.44 of 1987

concerning the Occupational Safety and Health Supervisory Committee

4. Minister of Energy and Mineral Resources Decree No.1827 of 2018 concerning Good Mining Code Implementation Guidelines

Resources and management mechanisms in evaluation:1. Funds in accordance with WP&B2. Centralized Integrated Vendor Database (CIVD)3. Human Resource Information System4. HSSE and Human Resources functions5. Labor Union of PEPC6. Occupational Health and Safety Advisory Committee (P2K3)





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 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.

Transformasi Human CapitalHuman Capital Transformation

Blueprinting Year 1 Focus

Year 2 Focus

Year 3 Focus

Mencapai World Class Human Capital

Achieving world class human capital

2018 2019 2020 2021 2022

• Memetakan Perjalanan Transformasi

• Menetapkan Inisiatif dan roadmap untuk Transformasi HR pada akhir 2018 termasuk 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

Where We are Now Where We Want to be

Strategy

Program Design & Delivery

Transaction &Administration

Aktifitas transaksional HC akan didukung oleh teknologi yang akan membantu HC untuk lebih fokus kepada aktifitas strategis

HC transactional activities will be supported by technology to facilitate HC to be more focused on strategic activities

Pertamina HR Transformation JourneyHC Pertamina EP cepu

masih banyak melakukan

kegiatan transaksional

pada seluruh level

HC of Pertamina EP

Cepu still has many

transactional activities at

all levels





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.

Keberagaman Pekerja [102-8]

Berdasarkan 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.

Diversity of the Employees [102-8]

Based 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.

Human Capital Activities 2018 - 2026

2018 2019 2020 2021 2022 2023 2024 2025 2026

Organization Development

Training & Talent Development

Employee comp. & Benefit

HRIS Culture & Policy

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)

Training & Development Design Based on Competency

Career & Talent Management

e-learning design e-learning Implementation

Employee Health Management using TPA

Compensation & benefit design (remuneration structure, incentives / bonus scheme, ad hoc reward)

Optimizing Hr Process with HR Technology

Implementation, Monitoring and Evaluating HR Policy

Optimizing HRIS

Implementation HR Technology





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 Audit 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 -

Pekerja Waktu TertentuContract Employment

81 29

Secondee dari EMCLEMCL Secondees

- -

JumlahTotal

244

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 workers.

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 Wilayah Penempatan [102-8]

Number of Employees by Placement Area

Wilayah Kerja Working Area

2018

PriaMale

WanitaFemale

Kantor Pusat PEPCPEPC Head Office

157 46

Kantor Perwakilan BojonegoroBojonegoro Representative Office

28 2

Kantor EMCL*EMCL Office*

10 1

JumlahTotal

244

*Penempatan pekerja Secondee (Secondment) di unit pengelola EMCL*Secondee (Secondment) placement in EMCL management unit





Jumlah Pekerja Berdasarkan Tingkat Jabatan, Gender, dan Usia [102-8]

Number of Employees by Position Level, Gender, and Age

Tingkat JabatanPosition Level

Gender Usia | Age

Pria Wanita <30 30-50 >50

Direksi | Directors 2 - - - 2

Komisaris/Komite Audit | Commissioner/Audit Committee 1 1 - - 2

VP/GM 8 - - 1 7

Manager 28 2 - 10 20

Ast. Manager 42 4 - 30 16

Senior Supervisor 91 22 10 97 6

Supervisor 23 16 11 24 4

Operator - 4 2 2 0

Jumlah | Total 244 244

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.

Rekrutmen dan Tingkat Perputaran Pekerja 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.

Recruitment and 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.





Penerimaan Pekerja BaruNew Employee Hiring

TahunYear

Total PekerjaTotal

Employees

Pekerja BaruNew Employee

PersentasePerecentage

2018 244 27 11%

2017 260 63 24%

2016 220 26 12%

Perputaran PekerjaEmployee Turnover

TahunYear

Total PekerjaTotal Employees

Pekerja Meninggalkan Perusahaan

Employee Leaving the Company

PersentasePerecentage

2018 244 43 18%

2017 260 23 9%

2016 220 21 10%

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.

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. [202-1]

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.

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. [202-1]

Upah Terendah Terhadap Upah Minimum 2018Lowest Wages Vs Minimum Wages 2018

Jabatan terendah PWTTLowest position of PWTT

Gender

PriaMale

WanitaFemale

Operator/admin/setaraOperator/admin/equivalent

Rp8,376,806IDR8,376,806

Rp7,610,942IDR7,610,942





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). [401-2]

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). [401-2]

Fasilitas Pekerja Berdasarkan Status KepegawaianWorkers Facilities Based on Employment Status

Jenis Fasilitas Pekerja Waktu Tidak Tertentu Pekerja Waktu Tertentu

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 izin karena kelahiran anak (paternity leave) diberikan selama tiga hari. Selama tahun 2018, terdapat satu pekerja wanita yang mengambil cuti melahirkan.

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.





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. [404-2]

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. [404-2]





Pengembangan dan 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

Target 2018Realisasi 2018

Realization 2018

Tingkat Learning IndexLearning Index

90% 100%

Learning & Development Days 40 jam40 Hours

41,5 jam41.5 Hours

Rerata Jam Pelatihan oleh Peserta Berdasarkan Gender [404-1]

Average Training Hours by Participants Based on Gender

Jenis PelatihanTypes of Training

Peserta PelatihanTraining Participants Jam Pelatihan

Training HoursRerataAveragePria

MaleWanitaFemale

Sertifikasi | Certification 14 4 392 21.78

Public Training Dalam Negeri | Domestic Public Training 548 57 9,320 15.4

Public Training Luar Negeri | Overseas 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

Tingkat JabatanLevel of Position

Jumlah Pelatihan | Number of Training

Pria | Male Wanita | Female

Direksi | Directors 3 -

Manager/setara ke atas | Manager/equivalent and above 86 4

Staff 480 59

Jumlah | Total 632

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.

Sharing Knowledge 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 2018 PEPC Knowledge Management Performance 2018

Program Target RealisasiRealization

%

Forum KOMET/Webinar | KOMET Forum/Webinar 14 18 128%

Diskusi CoP/Ask the Expert | CoP Discussion/Ask the Expert 5 6 120%

Utilisasi Aset Pengetahuan | Knowledge Asset Utilization 7 7 100%

Penilaian Kinerja, Survei Kepuasan dan Engagement Pekerja Selama tahun 2018, ada 244 pekerja atau 100% dari seluruh pekerja waktu tidak tertentu (PWTT) yang mendapatkan penilaian kerja. Dari jumlah tersebut, sebanyak beberapa pekerja dari berbagai tingkatan telah mendapatkan promosi.

Performance Assessment, Employee Satisfaction and Engagement Survey During 2018, there were 244 workers or 100% of all permanent employees (PWTT) who received work assessments. Of these, a number of workers from various levels have received promotions.





Pengembangan Karir Pekerja Waktu Tidak TertentuDevelopment of Career of Permanent Employees

Hasil Penilaian KinerjaPerformance Assesment Result

Pekerja PriaMale Employee

Pekerja WanitaFemale Employee

JumlahTotal

Promosi | Promotion 6 0 6

Rotasi/Mutasi dalam PEPC | Rotation/mutation in PEPC 0 2 2

Demosi | Demotion 0 0 0

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.

Survei Opini Pekerja (Skala 5) [102-43]

Employee Opinion Survey (Scale 5)Uraian | Description 2018

Employee Opinion Survey 4.06

Internal Customer Satisfaction Survey 3.42

Kebebasan Beroganisasi 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 yang tergabung dalam SP PEPC 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.

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.

Freedom of AssociationPEPC 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 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.

Perwakilan Serikat PekerjaLabor Union Representative

Uraian | Description 2018

Jumlah anggota serikat pekerjaNumber of labor union members

143

Jumlah pekerjaNumber of employees

244

Persentase perwakilan pekerja dalam serikat pekerjaPercentage of employee representation in labor union

58.6%





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.

Pengelolaan Keselamatan Kerja dalam HSSEUntuk 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.

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.

Occupational Safety Management in HSSE To 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.

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.

Anniversary Sharing Session The PEPC Labor Union (SP PEPC) commemorates 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.

Observation & Intervention (PEKA) 2018

Unsafe Condition7.276 Kondisi Kerja | 7,276 working conditions

Unsafe Act4.268 Perilaku kerja | 4,268 acts





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 HSSE [403-1]

Management Representatives in HSSE CommitteeUraian | 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 pekerja | Percentage of management representatives to total employees 22.6%

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).

Tiga Jenis Pekerjaan Berisiko Tinggi dan Pengelolaannya Secara Umum [403-3]

Three Types of High Risk Work and Management in general Jenis Pekerjaan

Type of WorkRisiko yang Ditimbulkan

Risk CausedUpaya 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.





Program Peningkatan K3 [403-3]

OHS Improvement Program Program K3OHS Program

Kegiatan KomunikasiCommunication Activity

Launching Program Aspek HSSE 2018

Launching of HSSE Aspect Program

Perbaikan aspek HSSE dengan 20 program HSSE yang dilekatkan dalam Key Performance Indicator “Spirit to Zero” yang ditandatangai 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 K3

OHS 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 System

HSSE 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 HSSE

Reward & 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 HSSE

HSSE 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 Nasional

National 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 workers carried out blood donation movements.

Health 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 keamanan

Training for Security Personnel

Pelatihan kepada 37 anggota personel keamanan proyek pengembangan lapangan JTB

Training 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 3

Dissemination of measurement tools for implementing HSSE management systems. In 2018, level of PEPC HSSE implementation is in ISRS8 at level 3

Upstream 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.





Tingkat Kecelakaan KerjaWorkplace Accident





Kegiatan Operasi PerusahaanCompany Operations

Kecelakaan kerjaWorkplace 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

KebakaranFire

• >USD10,000 0 0 0

• <USD10,000 0 0 0

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 Kerja [403-2]

Level and Number of Workplace accidents





Tingkat Kecelakaan KerjaWorkplace Accident





Kegiatan Operasi Kontraktor RekananVendor Contractor Operations

Kecelakaan kerjaWorkplace 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

KebakaranFire

>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. [403-2]2 IFR, LDR, and workplace accident rates are recorded based on 1 million working hours referring to the Ministry of Energy and Mineral Resources Regulation 1827K/30/MEM/2018 and GRI provisions:

a. Minor: illness but does not affect work performance causing 1- 21 lost work days. The incident that requires First Aid treatment is not in minor category.b. Moderate: illness and causing <21 lost work days.c. Major: illness and causing≥21 lost work days.d. Fatal: permanent health damage with serious disability or death which causes 6,000 lost work days. Based on Appendix III-A, fatal is workplace accident that causes employee to

die from the accident.e. IFR = Total number of workplace accidents, minor, major and fatal injuries/total working hours x 1,000,000. IFR includes the number of absences due to workplace accidents.f. LDR = Number of lost work days from scheduled/working hours x 1,000,000. The LDR includes the number of absences due to workplace accidents.g. Absentee rate = number of lost work days due to work absence caused by workplace accident/ number of scheduled workdays. Work absenteeism does not include permitted

leave, such as holidays and maternity leave.





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 Keamanan Security Performance

Kinerja KeamananSecurity Performance

2018 2017

Kegiatan Operasi PEPCPEPC 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.

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.





Sejak tahun 2017, PEPC telah mendorong pemenuhan partisipasi lokal bekerjsama dengan Dinarker 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 Kerja dalam HSSESelain 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”.

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 Management in HSSEIn 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 Kerja [403-3]

Occupational Health Improvement Program Program Kesehatan KerjaOccupational Health Program

Kegiatan pengelolaan risiko kesehatan kerjaActivities of occupational health risk management

Pengendalian Bahaya Kesehatan di Tempat Kerja

Health Hazard Control in the Workplace

Pengendalian bahaya kesehatan di proyek ECW dan GPF, seperti heat stress, kebisingan, paparan debu, dan bahaya ergonomic

Health hazards control at ECW and GPF projects, such as heat stress, noise, dust exposure, and ergonomic hazards

Health Surveillance & Fit For Task (FFT)

Kewajiban melakukan medical check up bagi PEPC dan kontraktor dan pemeriksaan Fit for Task rutin untuk pekerja yang berkerja di kondisi berisiko tinggi

Obligation 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 Management

Manajemen sistem yang mencakup kinerja dokumentasi medical emergency response plan (MERP) dan HSSE management plan, pelaksanaan drilling, dan pelatihan basic first aid refreshment

System management that includes the performance of medical emergency response plans (MERP) and HSSE management plans, drilling operations, and basic first aid refreshment training

Health Campaign Sosialisasi dan edukasi melalui Health Talk, poster, dan bulletin

Dissemination and education through Health Talk, posters and bulletins

Pest Control Program Kegiatan rutin pest control meliputi rodent control, pest control, hot fogging dan cold fogging

Regular 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 pekerjaan

Simple 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 tinggi

Regular FAS score assessment for employees working in high-risk conditions

Program Drug & Alkohol

Drug & 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 catering

Inspection of hygienist catering and food safety training to catering vendors





KOMITMEN DALAM PENGEMBANGAN

DAN PEMBERDAYAAN MASYARAKAT

COMMITMENT TO COMMUNITY

DEVELOPMENT AND EMPOWERMENT





Prioritas bagi masyarakat telah PEPC realisasikan secara berkelanjutan melalui penyediaan lapangan kerja, pembangunan fasilitas umum, dan berbagai program pengembangan ekonomi yang ramah lingkungan. Di tahun 2018, PEPC mengembangkan rencana pengembangan dan pemberdayaan masyarakat (PPM) untuk mewujudkan kesejahteraan masyarakat melalui delapan bidang PPM.

Priorities for community have been realized by PEPC in a sustainable manner through the provision of employment, construction of public facilities, and various eco-friendly economic development programs. In 2018, PEPC developed a community development and empowerment plan (PPM) to realize community welfare through eight PPM sectors.

Dasar Pelaporan Kinerja Sosial terkait Kemasyarakatan [413-1]

Bersamaan dengan pelestarian lingkungan hidup, PEPC tetap berkomitmen menjalankan program pemberdayaan bagi masyarakat. Tingginya pemahaman masyarakat dan terjalinnya kebersamaan selalu kami jaga untuk membangun lingkungan kerja yang harmonis. Dengan demikian, kegiatan operasi PEPC dapat ikut terjaga, baik dalam perizinan, keamanan fasilitas produksi, hingga reputasi perusahaan.

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.

Basis for Social Performance Disclosure related to community [413-1]

Along with environmental preservation, PEPC remains committed to carry out an empowerment program for the community. The understanding of local content and the establishment of solidarity are always being maintained to build a harmonious work environment. Thus, PEPC operations can also be well maintained, both in licensing, security of production facilities, to the company’s reputation.

Regulatory Compliance:1. Bojonegoro District Regulation No.23 of 2011

concerning the acceleration of regional economic growth in the implementation of exploration and exploitation in the Bojonegoro District

2. Bojonegoro Regent Regulation No.48 of 2011 concerning optimization of local content in the oil and gas industry in Bojonegoro District

3. East Java Provincial Regulation No.4 of 2001 concerning CSR activities related to environmental & social development, SME & cooperative partnerships, ComDev, Social Program.

4. Referring to Law No.22 of 2001 concerning Oil and Gas, Article 40 which regulates the responsibility of developing the environment and the local community.

5. Referring to Law No. 40 of 2007 concerning Limited Liability Companies, Article 74 regulates the obligation to carry out CSR that is budgeted as a company expense.

6. Decree of the Minister of ESDM No.1824 of 2018 concerning Guidelines for Implementation of Community Development and Empowerment.





Kebijakan & komitmen: 1. Visi dan Misi CSR

• Visi o Menumbuhkankembangkan Kehidupan yang

Lebih Baik Bersama PEPC• Misi

o 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.

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 26000Target:• Kemandirian masyarakat yang berkelanjutan• Peningkatan citra perusahaan

Tanggung Jawab: JTB Site Office & Public Government Affair Manager

Sumber Daya: Pembiayaan dari anggaran CSR PEPC holding, CSR PT Pertamina (Persero), dan Work Program & Budget (Cost Recovery).

Compliance to Policies & Commitments:1. CSR Vision and Mission

• VisionFostering Better Life with PEPC

• Missiono Implementing corporate commitments

of being a business entity that has a high reputation, professionally managed, focused, and competitive advantage using world-class modern technology generated from a partnership with World Class Company so as to provide more added value to stakeholders, especially shareholders, customers, workers and the community at large.

o Implementing corporate responsibility and social awareness for a sustainable community development.

• Objectiveso Externally, assisting the Government to improve

the Human Development Index (HDI) through the implementation of programs that assist the achievement of the MDGs/SDGs targets.

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

2. Adopt the principle of ISO 26000Target:• Sustainable community independence• Improved company reputation

Responsible:JTB Site Office & Public Government Affair (PGA) Manager

Resources: Financing from the PEPC holding CSR budget, PT Pertamina (Persero) CSR, and Work Program & Budget (Cost Recovery) CSR.





Struktur pengelola CSR CSR management structure

Manager JTB Site Office & PGA

Ast. Man. Field Relation

Officer Media & Communication

Ast. Man. JTB Field/Site Office

Sr. Supervisor Operation

Supervisor Site Office

Ast. Man PGA

Officer Community Relation & CSR

Officer Media & Communication

Officer Government Relation





Kontribusi PEPC dalam Pencapaian Tujuan Pembangunan BerkelanjutanSeiring berkembangnya perusahaan, PEPC selalu berperan aktif dalam meningkatkan kesejahteraan masyarakat, khususnya yang berada di sekitar daerah operasi. Untuk itu, PEPC berusaha menjalankan kegiatan perusahaan dengan memberikan manfaat dan dampak positif pada kesejahteraan sosial, ekonomi dan kelestarian lingkungan.

PEPC’s Contributions in Achieving Sustainable Development GoalsAlong with the development of the company, PEPC has always played an active role in improving the welfare of the community, especially those around the operating area. Thus, PEPC carry out company activities by providing positive benefits and impacts for social, economic and environmental wellbeing.

Untuk mencapai manfaat positif yang maksimal, PEPC mengembangkan strategi kegiatan pemberdayaan masyarakat dengan mengarah pada pencapaian tujuan pembangunan berkelanjutan atau Sustainable Development Goals (SDG). SDG merupakan kerangka pembangunan dunia yang berisi 17 tujuan dengan 169 capaian yang terukur dan tenggat waktu yang telah ditentukan oleh Perserikatan Bangsa-Bangsa (PBB).

Strategi PEPC untuk mewujudkan kesejahteraan masyarakat yang selaras dengan pencapaian SDGs dilakukan melalui prioritas pada 9 tujuan SDGs.

To achieve optimal positive benefits, PEPC develops community empowerment strategies that lead to the achievement of sustainable development goals (SDG). The SDG is a world development framework that contains 17 objectives with 169 measurable achievements and timeline determined by the United Nations (UN).

The PEPC strategy for developing community welfare that is in line with the achievement of SDG has been conducted by setting priorities on 9 goals of SDG.

Peran PEPC dalam Komitmen SDGsThe Role of PEPC in SDG Commitments

Tujuan SDGs SDG Goals

Kontribusi dalam Peningkatan Infrastruktur dan Pemberdayaan Ekonomi Masyarakat1. Penambahan dan pemasangan jaringan kabel listrik PLN di Desa Bandungrejo2. Perbaikan jembatan Desa Katur Kecamatan Gayam dan pengaspalan jalan berlubang di Poros Umum Kecamatan

Kalitidu – Gayam3. Peningkatan jalan Desa Bandungrejo4. Peningkatan akses masuk Kantor Kecamatan Ngasem5. Program Peningkatan Mata Pencaharian Masyarakat Berbasis Pada Pertanian, Peternakan, dan Perikanan 6. Program Pengembangan Badan Usaha Milik Desa (BUMDes) di Desa Bandungrejo dan Ngasem7. Program Pengembangan Badan Usaha Milik Desa (BUMDes) di Desa Dolokgede – Replikasi Budidaya Ayam Petelur Contributions in Improving Infrastructure and Community Economic Empowerment1. Addition and installation of PLN electricity cable network in Bandungrejo Village2. Bridges repair in Katur Village, Gayam Subdistrict and cracked street paving in the Public Shaft of Kalitidu District

- Gayam3. Better street paving in Bandungrejo Village4. Improved access to the Ngasem District Office5. Community Livelihood Improvement Program based on Agriculture, Animal Husbandry and Fisheries 6. Village-Owned Enterprise (BUMDes) Development Program in Bandungrejo and Ngasem Villages7. Village-Owned Enterprise Development (BUMDes) Program in Dolokgede Village for Replication of poultry farm

Menjamin Pola Produksi yang BerkelanjutanPeningkatan Produksi Minyak MentahEnsuring Sustainable Production SchemeIncreased Crude Oil Production





Dengan tujuan dan strategi tersebut, PEPC telah melakukan program pengembangan dan pemberdayaan masyarakat (PPM) sebagai bagian dari kegiatan tanggung jawab sosial dan lingkungan perusahaan. Semua kegiatan PPM dilakukan bersama dengan masyarakat, mitra kerja dan pemerintah daerah. Kerja sama yang erat dan saling mendukung ini diharapkan dapat menciptakan lingkungan kerja yang harmonis sehingga apa yang kami bangun hari ini dapat menjadi dasar kokoh bagi masa depan yang lebih cerah.

With these objectives and strategies, PEPC has carried out a community development and empowerment program (PPM) as part of its corporate social and environmental responsibility activities. All PPM activities are carried out together with the community, local partners and government. This close and mutual collaboration is expected to create a harmonious work environment so that what we build today can become a solid foundation for a brighter future.

Peran PEPC dalam Komitmen SDGsThe Role of PEPC in SDG Commitments

Tujuan SDGs SDG Goals

Kontribusi dalam Peningkatan Kualitas Pendidikan1. Program Bantuan Laboratorium Komputer di Pusat Kegiatan Belajar Masyarakat (PKBM) Ngasem2. Program Pelatihan & Sertifikasi Keterampilan Industri Migas3. Program Pelatihan Kewirausahaan (Tata Boga & Tata Busana)4. Program Pengembangan Mekanik Motor5. Budidaya Tanaman Hidroponik di SLB KalitiduContributions in Quality Improvement of Education1. Computer Laboratory Assistance Program at the Ngasem Community Learning Center (CLA)2. Oil and Gas Industry Training & Skills Certification Program3. Entrepreneurship Training Program (Catering & Clothing)4. Motor Mechanic Development Program5. Hydroponic Cultivation in Kalitidu SLB

Kontribusi dalam Peningkatan Kualitas Sarana Prasarana Kesehatan1. Program Program Peningkatan Kualitas Kesehatan Masyarakat melalui Akses Sanitasi di Desa KaliomboContributions in Improving the Quality of Health Infrastructure1. Program for Community Health Quality Improvement Program through Sanitation Access in Kaliombo Village

Kontribusi dalam Peningkatan Kualitas Lingkungan Hidup1. Pelaksanaan Penanaman Pohon Trembesi dan Tanaman Penguat Tanggul2. Manajemen Pengelolaan Limbah, Penanganan Tumpahan Minyak (Oil Spill), dan Pengelolaan Bahan KimiaContributions in Improving the Quality of the Environment1. Planting of Trembesi Trees and Embankment Strengthening Plants2. Waste Management Management, Oil Spill Handling, and Chemical Management





Penerapan transisi program CD berdasarkan 8 bidang PPM dari 4 pilar Application of CD program transitions based on 8 PPM fields from 4 pillars

Pengembangan Dan Pemberdayaan Masyarakat (PPM) [413-1]

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.

Community Development and Empowerment (PPM) [413-1]

Based on Decree of the Minister of Energy and Mineral Resources No. 1824 in 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 Kebijakan CSR PT Pertamina (persero) PT Pertamina (persero) – PEPC’s CSR Policy Implementation

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.





Proses Eksekusi Program PPM PEPC The PPM PEPC Program Execution Process





Lokasi Pengembangan dan Pemberdayaan MasyarakatLocation of Community Development and Empowerment

No Desa Kecamatan

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

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

Mekanisme Penanganan Pengaduan Masyarakat [413-1]

Selain 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.

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.

Community Grievance Mechanism [413-1]

In 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.

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 complaints4) Settlement, response and termination.





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.

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.

Exte

rnal

Sta

keho

lder

s

PEPC GPF Construction

PGA & Relation


Surat Media


Letter Media

RegistrasiPencatatan dan

Kategorisasi Keluhan

RegistrationRegister and

Complaint Categorize(PGA & Sosec)


Surat Media


Letter Media

MeetingKoordinasi dengan

semua fungsi terkait untuk penyelesaian

dan/atau respon

CoordinationMeeting with all

related functions for completion and/or

response

ResponRencana tidak

lanjut & target waktu (PGA &Sosec)

ResponseFollow-up plan & time target (PGA & Sosec)

SelesaiFinish

EPC GPFContractor

Keluhan Masuk

Incoming Complaints

Keluhan Masuk

Incoming Complaints

KoordinasiCoordination

1 Minggu1 Week

Penyampaian respon awal ( Max 1 minggu)Submission of initial response (Max 1 week)

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





Jumlah Kegiatan PPM di Seluruh Wilayah OperasiNumber of PPM Activities in All Operating Areas

Bidang PPM PPM Area

Target 2019 2018Bidang Pilar CSR

CSR Pillar2017 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 Pendidikan | Education 3 2

Sosial dan Budaya Social 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 Jumlah | Total 46 25

Evaluasi Kinerja PPM [413-1]

Dalam 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 Evaluation [413-1]

In 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.





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 3,3 miliar rupiah 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 PPM berdasarkan bidang (Juta Rupiah)Realization of PPM Budget by sector (Million Rupiah)

Bidang PPMPPM Area

Target 2019

2018Bidang Pilar CSR

CSR Pillar2017 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 Masyarakat

Infrastructure and Community Economic Empowerment

397.9 253.6

Kemandirian Ekonomi (UMKM)Economic Independence (MSMEs)

1,740 633.8 Lingkungan

Environment50 65.06

Sosial dan Budaya | Social and Culture 435 1,115.1

Partisipasi Masyarakat Mengelola LingkunganCommunity Partifcipation in Environmental Management

435 109.9

Penguatan kelembagaan | Institutional Strengthening 1,015 330

Infrastruktur penunjang PPM PPM supporting infrastructure

435 45.01

Jumlah | Total 7,005 4,540.12 Jumlah | Total 3,770.8 1,622.86

Realisasi Anggaran PPM berdasarkan sumber (Juta Rupiah)Realization of PPM Budget based on source (Million Rupiah)

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 | Total 6,253.9 5,845.6 4,391.8





PPM UNGGULAN TAHUN 2018 [413-1]

PPM Highlights in 2018

Mengembangkan Potensi Ekonomi \Desa dengan BUMDESDi tahun 2018, PEPC bekerjasama dengan Pemerintah Desa Bandungrejo dan Kecamatan Ngasem serta bermitra kerja dengan Institute Development of Society (IDFoS) untuk mengatur pemisahan aset Desa dan mengembangkan BUMDES hingga mampu mengelola tanah kas desa untuk lahan peternakan seluas ±3.000 m2. Penguatan kelembagaan ini kemudian akan dilanjutkan dengan bimbingan teknis pengelolaan ternak ayam petelor. Di tahun 2018, BUMDes Makmur Rejo Desa Bandungrejo telah membangun 2 unit kandang ayam dengan kapasitas 1,500 ayam petelor, serta produksi telor harian telah mencapai rata-rata 75 Kg/hari.

Berdasarkan tujuannya, BUMDes di masa depan akan dapat mengelola peningkatan kinerja program masyarakat berbasis pertanian, peternakan, dan perikanan. Untuk itu di akhir tahun 2018 dilakukan pengembangan program BUMDes Ngasem Abadi di Desa Ngasem dengan potensi ekonomi berupa pengolahan daun minyak kayu putih dan replikasi budidaya ayam petelur dikelola BUMDes Bumi Makmur di Desa Dolokgede.

Developing Economic Potential through Vil-lage-Owned Enterprise (BUMDes)In 2018, PEPC collaborated with the Government of Bandungrejo Village and Ngasem District and partnered with the Institute Development of Society (IDFoS) to regulate the separation of village assets and develop BUMDes to be able to manage village cash asset for ± 3,000 m2 of farmland. This institutional strengthening will then be followed by technical guidance on the management of poultry. In 2018, BUMDes Makmur Rejo in Bandungrejo Village has built 2 units of chicken coops with a capacity of 1,500 poultry hens, and daily egg production has reached an average of 75 Kg/day.

Based on its objectives, future BUMDes will be able to manage the performance improvement of community-based agriculture, livestock and fisheries programs. For this reason, at the end of 2018 Ngasem Abadi BUMDes in Ngasem Village develop their economic potential in the form of processing eucalyptus oil leaves and replicating poultry managed by Bumi Makmur BUMDes in Dolokgede Village.





Mempersiapkan 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 sertfikasi migas dinyatakan lulus sertifikasi. Sementara sejak program sertifikasi ini berjalan di tahun 2014, tercatat 250 pemuda Bojonegoro telah lulus sertifikasi.

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 program has been running since 2014, there have been 250 Bojonegoro youth who have passed the certification.





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 keterampilan 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.

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.





Bantuan 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.

Local 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, sardine 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.





Program 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.

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.





Program 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, komputer dan laptop.

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.


Tentang LaporanAbout this ReportPEPC menerbitkan Laporan Keberlanjutan 2018 sebagai media penyampaian informasi secara transparan kepada pemangku kepentingan. Konten laporan ini terkait kinerja ekonomi, sosial, dan lingkungan pada periode 1 Januari hingga 31 Desember 2018. Laporan ini merupakan satu ke-satuan dengan Laporan Tahunan 2018 yang informasinya saling melengkapi. Laporan Keberlanjutan 2018 PEPC dit-erbitkan pada Mei 2018, bersamaan dengan penyelengga-raan Rapat Umum Pemegang Saham (RUPS) tahun buku 2018 pada 2 Mei 2018.

Dasar Penyusunan LaporanPenyusunan laporan telah disesuaikan dengan ketentu-an-ketentuan berkaitan dengan penyusunan dan penerbi-tan Laporan Keberlanjutan bagi perusahaan-perusahaan di Indonesia: [102-49]

• Peraturan Otoritas Jasa Keuangan Nomor 51/POJK.03/2017 tentang Penerapan Keuangan Berke-lanjutan Bagi Lembaga Jasa Keuangan, Emiten dan Perusahaan Publik.

• Peraturan PT Pertamina (Persero) No.A-001/H00200/2011-S0 Revisi I, Tentang Pengelolaan Anak Perusahaan dan Perusahaan Patungan Pertamina, Mengenai Materi Laporan Tahunan.

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

• Sustainable Development Goals (SDGs).

Selain itu, laporan disusun merujuk pada acuan Standar Global Reporting Initiative (GRI). Laporan ini dilengkapi indeks pada halaman 117 sebagai navigasi untuk memu-dahkan pemangku Kepentingan dalam mendapatkan in-formasi yang diperlukan.

PEPC belum menunjuk pihak independen untuk melakukan assurance atau penjaminan pada laporan keberlanjutan 2018. Meski demikian, PEPC memiliki keyakinan bahwa laporan ini memiliki kualitas dan keandalan yang cukup karena disusun bersama dengan pihak konsultan independen yang memiliki kemampuan dan pengalaman dalam penyusunan laporan perusahaan.

PEPC published the Sustainability Report 2018 as a medium for transparent information disclosure to stakeholders. This report contains information related to economic, social and environmental performance in the period January 1 to December 31, 2018. This report is an integral part of the Annual Report 2018 and the information is complementary. The 2018 PEPC Sustainability Report was published in May 2018, together with the the General Meeting of Shareholders (GMS) for fiscal year 2018 on 2 May 2018.

References for Developing ReportThe sustainability report has been prepared according to the provisions related to the publication of Sustainability Reports for Indonesian companies: [102-49]

• Financial Services Authority Regulation Number 51/POJK.03/2017 concerning the Implementation of Sus-tainable Finance for Financial Service Institutions, Is-suers and Public Companies.

• Regulation of PT Pertamina (Persero) No.A-001/H00200/2011-S0 Revision I, concerning Management of Subsidiaries and Pertamina Joint Venture Compa-nies, regarding Annual Report Materials.

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

• Sustainable Development Goals (SDGs).

In addition, the report has been prepared with the reference to the Global Reporting Initiative (GRI) Standard. This report is equipped with an index on page 117 as a navigation to facilitate stakeholders in obtaining the necessary information.

PEPC has not appointed an independent party to carry out assurance in the 2018 sustainability report. However, PEPC has confidence that this report has sufficient quality and reliability as it was prepared together with an independent consultant who has experiences in preparing company reports.


Penentuan Konten LaporanInformasi yang tercantum dalam laporan ini mencakup kinerja keberlanjutan Kantor Pusat di Jakarta dan Wilayah Kerja Pertambangan (WKP) Blok Cepu yang mencakup tiga lapangan, yaitu Lapangan Banyu Urip, Lapangan Jambaran Tiung Biru (JTB), dan Lapangan Kedung Keris. Pelaporan informasi kinerja di lapangan JTB dan Kedung Keris merupakan peningkatan batasan dan cakupan laporan di tahun 2018 dibandingkan Laporan tahun sebelumnya. Oleh karena itu, terdapat penyajian ulang (restatement) atas informasi kinerja tahun sebelumnya dalam bidang lingkungan. Penentuan isi laporan mempertimbangkan empat prinsip pelaporan dalam penentuan konten dan kualitas laporan.

Defining Content of the ReportInformation stated in this report covers sustainability performance of Head Office in Jakarta and Mining Work Area Cepu Block that consists of three fields, Banyu Urip field, Jambaran Tiung Biru (JTB) field, and Kedung Keris field. Disclosures of JTB field and Kedung Keris field have become an improvement of reporting boundary and scope in 2018 compared to previous reporting in 2017. Therefore, there are restatements of information regarding previous performance data in environmental performance. Content defining process took into account of reporting principles for defining report content and quality.

Prinsip PelaporanReporting Principles

Prinsip Pelaporan Untuk Konten LaporanReporting Principles For Defining Report Content

Prinsip Pelaporan Untuk Kualitas LaporanReporting Principles For Defining Report Content

• Keterlibatan Pemangku Kepentingan• Konteks Keberlanjutan• Materialitas• Kelengkapan

• Stakeholder Inclusiveness• Sustainability Context• Materiality• Completeness

• Keseimbangan • Pembandingan• Akurasi• Ketepatan Waktu • Kejelasan• Keandalan

• Accuracy• Balance• Clarity• Comparability• Reliability• Timeliness

Tahapan Penetapan Isi Laporan: 1. Identifikasi Konteks keberlanjutan yang relevan diidentifikasi

berdasarkan karakteristik industri pertambangan dan pengaruhnya terhadap pemangku kepentingan.

2. Prioritasi Topik dan Validasi Konten Topik dan isu keberlanjutan serta penetapan skala

prioritas dilakukan melalui Focus Group Discussion (FGD) internal di kantor pusat. Sementara data ter-kait dievaluasi oleh manajemen dari masing-masing fungsi terkait melalui konsinyering yang berlangsung pada tanggal 14-15 Maret 2019.

3. Tinjauan Kajian ulang atas laporan tahun sebelumnya

didiskusikan dengan memperhatikan masukan dari pemangku kepentingan, baik internal maupun eksternal.

Stages of Defining Report Content1. Identification Relevant sustainability contexts are identified based

on the characteristics of the mining industry and their influence on stakeholders.

2. Prioritization Topics and Content Validation The sustainability topics and issues as well as prior-

itization were conducted through an internal Focus Group Discussion (FGD) at head office. While the re-liability of data are evaluated by management from each related function through FGD that takes place on 14-15 March 2019.

3. Overview A review of the previous year’s report was discussed

with attention to input from stakeholders, both internal and external.


Referensi POJK No. 51/OJK.03/2017 dan Pengungkapan GRI Standar yang RelevanReference of Financial Service Authority Regulation No.51/OJK.03/2017 and relevant GRI Standards Disclosures

POJK 51/ OJK.03/2017 PengungkapanDisclosures

Halaman Page numbers

1

Penjelasan Strategi KeberlanjutanDescription of sustainability strategy

5-8102-14 Pernyataan dari pembuat keputusan senior

Statement from senior decision-maker

2 Ikhtisar kinerja aspek keberlanjutanSustainability performance highlight 2

3.a

Visi, misi, dan nilai keberlanjutan PerusahaanVision, mission, and Company sustainability value

25-26,32102-16 Nilai, prinsip, standar, dan norma perilaku

Values, principles, standards, and norms of behavior

3.b

Nama, kontak, dan alamat PerusahaanCompany name, contact, and address

12102-1 Nama organisasiName of the organization

102-3 Lokasi kantor pusat Location of headquarters

3.c

3.c.1

Total aset atau kapitalisasi aset, dan total kewajibanTotal assets or asset capitalization, and total liabilities

16102-7 Skala organisasi

Scale of the organization

3.c.2

Jumlah karyawan yang dibagi menurut jenis kelamin, jabatan, usia, pendidikan, dan status ketenagakerjaanThe number of employees divided according to gender, position, age, education, and employment status 77-79

102-8 Informasi mengenai karyawan Information on employees

3.c.3

Persentase kepemilikan saham (publik dan pemerintah)Percentage of share ownership (public and government)

12102-5 Kepemilikan dan bentuk hukum

Ownership and legal form

3.c.4

Wilayah operasionalOperational area

17-18102-4 Lokasi operasi

Location of operations

102-6 Pasar TerlayaniServed Market 19

3.d

Produk, layanan, dan kegiatan usahaProducts, services and business activities

12102-2 Kegiatan, merek, produk, dan jasa

Activities, brands, products, and services




3.e

Keanggotaan pada asosiasiMembership in associations

22102-13 Keanggotaan asosiasi

Membership of associations

3.f

Perubahan yang bersifat signifikanSignificant changes

29 102-10 Perubahan signifikan

Significant changes

4.a Kebijakan untuk merespon tantangan dalam pemenuhan strategi keberlanjutanPolicy to respond to challenges in meeting sustainability strategies

38, 40-44, 46-49, 59, 73, 76, 98-100

4.b Penerapan Keuangan BerkelanjutanImplementation of Sustainable Finance N/A

4.c Strategi pencapaian targetTarget achievement strategy

38, 40-44, 46-49, 59, 73, 76, 98-100

5.a

Uraian mengenai tugas bagi Direksi dan Dewan Komisaris, pegawai, pejabat dan/atau unit kerja yang menjadi penanggung jawab penerapan keberlanjutanA description of the duties of the Board of Directors and the Board of Commissioners, employees, officials and / or work units who are responsible for implementing sustainability

28-29, 62, 99

5.b

Penjelasan mengenai pengembangan kompetensi yang dilaksanakan terhadap anggota Direksi, anggota Dewan Komisaris, pegawai, pejabat dan/atau unit kerja yang menjadi penanggung jawab penerapan Keuangan BerkelanjutanExplanation of competence development carried out on the members of the Board of Directors, members of the Board of Commissioners, employees, officers and / or work units responsible for the implementation of Sustainable Finance

N/A

5.c

Penjelasan mengenai pengendalian risiko keberlanjutanA description of sustainability risk management

30102-11 Prinsip kehati-hatianPrecautionary principle or approach

102-30 Efektivitas proses manajemen risikoEffectiveness of risk management processes

5.d

Penjelasan mengenai pemangku kepentinganExplanation of stakeholders

35-36

102-40 Daftar kelompok pemangku kepentingan List of stakeholder groups

102-42 Mengidentifikasi dan memilih pemangku kepentingan Identifying and selecting stakeholders

102-43 Pendekatan terhadap keterlibatan pemangku kepentingan Approach to stakeholder engagement

5.e

Permasalahan terkait kinerja keberlanjutanIssues related to sustainability performance 35-36, 38, 59, 73

102-44 Topik utama dan masalah Key topics and concerns 35-36

6.a Penjelasan mengenai kegiatan membangun budaya keberlanjutanA description of building a culture of sustainability 31-33, 76, 88,

6.b Uraian mengenai kinerja ekonomiEconomic performance

53201-1 Nilai ekonomi langsung yang dihasilkan dan didistribusikan

Direct economic value generated and distributed




6.c

6.c.1

Komitmen Perusahaan untuk memberikan produk dan/atau jasaThe Company's commitment to provide products and/ or services equivalent to consumers

19, 63416-1 Penilaian dampak kesehatan dan keselamatan dari produk dan jasa

Assessment of the health and safety impacts of product and service

6.c.2.a

Kesetaraan kesempatan bekerja dan ada atau tidaknya tenaga kerja paksa dan tenaga kerja anakEquality of employment opportunities and the presence or absence of forced labor and child labor

79, 81

401-2 Manfaat Kerja bagi pekerja tetap dan tidak tetapBenefits provided to full-time employees and temporary employees 81

6.c.2.bPersentase remunerasi pegawai tetap di tingkat terendah terhadap upah minimum regionalPercentage of permanent employee remuneration at the lowest level against the regional minimum wage 80202-1 Rasio standar upah karyawan terhadap upah minimum regional

Ratio of standard level wage compared to local minimum wage

6.c.2.c

Lingkungan bekerja yang layak dan amanDecent and safe working Environment 85-93

102-43 Pelibatan pemangku kepentinganStakeholder engagement 85

403-1 Perwakilan pekerja dalam Komite K3Workers representation in health and safety committee 87

403-2 Jumlah kecelakaan kerjaNumber of accidents 89

403-3 Pengelolaan pekerjaan berisiko tinggiWorkers with high incidence or high risk 87, 88, 93




6.c

6.c.2.d

Pelatihan dan pengembangan kemampuan pegawaiTraining and education for employees 82-84

404-1 Rata-rata jam pelatihan setiap pekerja Average hours of training per employee 83

404-2 Program peningkatkan keterampilan karyawan dan bantuan peralihan Programs for upgrading employee skills and transition assistance 82

6.c.3.a

Informasi kegiatan atau wilayah operasional yang menghasilkan dampak positif dan dampak negatif terhadap masyarakat sekitarInformation on activities or operational areas that generate positive impacts and negative impacts on local communities

97 - 114413-1 Operasi dengan keterlibatan masyarakat lokal, penilaian dampak, dan program

pengembangan Operations with local community engagement, impact assessments, and development programs

6.c.3.b

Mekanisme dan jumlah pengaduan masyarakat yang diterima dan ditindaklanjutiThe mechanism and number of public complaints received and acted upon

105-106411-1 Insiden pelanggaran hak penduduk asli

Incidents of violations of indigenous people rights

6.c.3.c

TJSL pada tujuan pembangunan berkelanjutan meliputi jenis dan capaian kegiatan program pemberdayaan masyarakatSocial and environmental responsibility on sustainable development objectives includes the types and achievements of community empowerment program activities

99-101, 107-108

6.d

6.d.1 Biaya Lingkungan Hidup yang dikeluarkanEnvironmental costs incurred 61

6.d.2 Penggunaan material yang ramah lingkunganUse of environmentally friendly materials 63

6.d.3

Penggunaan energiEnergy use

64-65302-1 Penggunaan energiEnergy use

302-4 Intensitas energiEnergy Intensity




6.e

6.e.1 Kinerja sebagaimana dimaksud dalam huruf dPerformance as meant in point d 61-65

6.e.2

Kegiatan atau wilayah operasional yang menghasilkan dampak lingkungan hidupActivities or operational areas that have an impact to the surrounding environment

67304-2 Dampak sigifikan kegiatan, produk dan jasa pada keanekaragaman hayati

Significant impacts of activities, products and services on biodiversity

6.e.3.a

Dampak dari wilayah operasional yang dekat atau berada di daerah konservasiImpacts of operational areas that are near or in conservation area

66304-1 Lokasi operasi yang diniliki, disewa, dikelola, atau dekat dengan area dilindungi dan area dengan nilai keanekaragaman tinggi di luar area yang dilindungiOperational sites owned, leased, managed in, or adjacent to, protected areas and areas of high biodiversity value outside protected areas

6.e.3.b

Upaya konservasi keanekaragaman hayatiEfforts to conserve biodiversity

67304-3 Habitat yang dilindungi atau dikembalikan

Habitats protected or restored

6.e.4 Pengendalian emisi Emission management 66

6.e.5.a Jumlah limbah dan efluen yang dihasilkan berdasarkan jenisThe amount of waste and effluent produced by type 68-71

306-2 Limbah dihasilkan berdasarkan jenis dan cara pengelolaan Waste by type and disposal method 71

6.e.5.b Mekanisme pengelolaan limbah dan efluenWaste and effluent management mechanisms 63, 68 - 71

306-1 Limbah air dihasilkan berdasarkan kualitas dan tujuanWater discharge by quality and destination 70 - 71

306-5 Pengelolaan badan air tujuan pembuangan air limbahWater bodies affected by water discharges 63, 70

6.e.5.c Tumpahan yang terjadi (jika ada)Spills that occurred (if any)

71306-3 Tumpahan yang signifikan

Significant spills

6.e.6 Jumlah dan materi pengaduan Lingkungan Hidup yang diterima dan diselesaikanNumber and material of the environment complaints received and completed 72




6.f

6.f.1 Inovasi dan pengembangan produk berkelanjutanInnovation and development of sustainable products N/A

6.f.2

Jumlah dan persentase produk dan jasa yang sudah dievaluasi keamanannya bagi pelangganNumber and percentage of products and services that have been evaluated for the customer's safety

63, 57-58

6.f.3Dampak positif dan dampak negatif yang ditimbulkan dari produk dan/atau jasa dan proses distribusiPositive and negative impact of product and/or services and distribution process

56, 67, 99-101

6.f.4 Jumlah produk yang ditarik kembali dan alasannyaNumber of products withdrawn and the reason 63

6.f.5

Survei kepuasan pelangganSurvey of customer satisfaction

58102-43 Pelibatan pemangku kepentingan

Stakeholder engagement

7

Verifikasi tertulis dari pihak independenVerifikasi tertulis dari pihak independen

115102-56 External assurance

External assurance

Catatan | Note:Indikator berwarna merah adalah rujukan Standar GRI | Red indicators indicate to GRI Standard references





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ower of the P

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oran Keberlanjutan

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