180
Strengthening Corporate Capabilites Through Products & Services Quality KANTOR PUSAT / HEAD OFFICE Wisma SMR 10th & 3rd Floor, Jl. Yos Sudarso Kav. 89, RT.10/ RW.11, Sunter Jaya, Tj. Priok, Kota Jkt Utara, Daerah Khusus Ibukota Jakarta - 14350 Telepon : (021) 6505829 Email : [email protected] Website : www.edi-indonesia.co.id

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Page 1: Strengthening Corporate Capabilites Through Products ......Strengthening Corporate Capabilites Through Products & Services Quality Kantor Pusat / Head office Wisma SMR 10th & 3rd Floor,

Strengthening Corporate Capabilites Through Products & Services Q

uality

Kantor Pusat / Head office

Wisma SMR 10th & 3rd Floor, Jl. Yos Sudarso Kav. 89, RT.10/RW.11, Sunter Jaya, Tj. Priok, Kota Jkt Utara, Daerah Khusus Ibukota Jakarta - 14350

Telepon : (021) 6505829Email : [email protected] : www.edi-indonesia.co.id

Page 2: Strengthening Corporate Capabilites Through Products ......Strengthening Corporate Capabilites Through Products & Services Quality Kantor Pusat / Head office Wisma SMR 10th & 3rd Floor,

Laporan TahunanAnnual Report

2017

Strengthening Corporate Capabilities Through Products & Services Quality

Strengthening Corporate Capabilites Through Products & Services Q

uality

Page 3: Strengthening Corporate Capabilites Through Products ......Strengthening Corporate Capabilites Through Products & Services Quality Kantor Pusat / Head office Wisma SMR 10th & 3rd Floor,

Laporan tahunan ini memuat pernyataan mengenai kondisi keuangan, hasil operasi, proyeksi, rencana,

strategi, kebijakan, serta tujuan Perseroan, yang digolongkan sebagai pernyataan ke depan dalam

pelaksanaan peraturan yang berlaku, kecuali hal-hal yang bersifat historis. Pernyataan ini merupakan

pernyataan prospektif yang memiliki risiko, ketidakpastian, serta dapat mengakibatkan perkembangan

aktual secara material berbeda dari yang dilaporkan. Pernyataan prospektif dalam laporan tahunan ini

dibuat berdasarkan berbagai asumsi mengenai kondisi terkini dan kondisi mendatang, serta berasal dari

lingkungan bisnis Perseroan. Perseroan tidak menjamin bahwa dokumen-dokumen yang telah dipastikan

keabsahannya akan membawa hasil-hasil tertentu sesuai harapan. Laporan ini memuat kata “Perseroan”

atau PT EDI Indonesia yang didefinisikan sebagai PT Electronic Data Interchange Indonesia yang bergerak

di bidang usaha penyedia jasa Pertukaran Data Elektronik (PDE). Hal ini digunakan atas dasar kemudahan

untuk menyebut PT EDI Indonesia secara umum.

This annual report contains financial condition, operation results, projections, plans, strategies, policy, as

well as the Company’s objectives, which is classified as forward-looking statements in the implementation

of the applicable laws, excluding historical matters. Such forward-looking statements are subject to known

and unknown risks (prospective), uncertainties, and other factors that could cause actual results to differ

materially from expected results. Prospective statements in this annual report are prepared based on

numerous assumptions concerning current conditions and future events of the Company and the business

environment where the Company conducts business. The Company shall have no obligation to guarantee

that all the valid documents presented will bring specific results as expected. This annual report contains the

word “Company” or “PT EDI Indonesia” hereinafter referred to as PT Electronic Data Interchange Indonesia

as the company that runs business in Electronic Data Exchange (PDE) service provider. This is used to simply

refer to PT EDI Indonesia in general.

Sanggahan dan Batasan Tanggung JawabDisclaimer

Page 4: Strengthening Corporate Capabilites Through Products ......Strengthening Corporate Capabilites Through Products & Services Quality Kantor Pusat / Head office Wisma SMR 10th & 3rd Floor,

Selamat datang pada Laporan Tahunan 2017 PT EDI Indonesia.

Pada tahun ini kami mengusung tema besar ‘Strengthening

Corporate Capabilities Through Products and Service

Quality’. Tema tersebut merupakan wujud komitmen bersama

seluruh insan Peseroan untuk fokus memberikan produk dan

layanan yang prima bagi konsumen. Hal tersebut sejalan dengan

visi dan misi PT EDI Indonesia yakni menjadi penyedia layanan

e-business dengan menghadirkan layanan e-business yang inovatif

dan terkemuka di Asia. Guna mendukung langkah itu, PT EDI

Indonesia juga senantiasa mengoptimalisasi sumber daya manusia,

membangun budaya kerja yang kuat serta melakukan proses yang

berkelanjutan untuk memberikan nilai tambah bagi Perseroan

serta para pemangku kepentingan. Laporan Tahunan ini bertujuan

memberikan informasi yang memadai terkait kebijakan yang

telah dan akan dilakukan serta pencapaian Perseroan pada tahun

2017 kepada para pemegang saham serta seluruh pemangku

kepentingan lainnya.

Welcome to the 2017 Annual Report of PT EDI Indonesia. This

year we carry a substantial theme ‘strengthening corporate

capabilities through Products and service Quality’. The theme

is a manifestation of a commitment of all the Company’s personnel

to focus on providing excellent products and services for consumers.

This is in line with PT EDI Indonesia’s vision and mission namely

becoming an e-business services provider by creating innovative and

leading e-business services in Asia. In order to support this measure,

PT EDI Indonesia also continues to optimize human resources, build

a solid work culture and perform a sustainable process to provide

added value for the Company and stakeholders. This Annual Report

aims to provide adequate information on policies that have been

and will be conducted as well as achievements of the Company in

2017 to the shareholders and other stakeholders.

Tentang Laporan TahunanAbout the Annual Report

PT ELECTRONIC DATA INTERCHANGE INDONESIA Laporan Tahunan 2017 Annual Report 1

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Daftar IsiTable of ContentsKILaS KInerJa 20172017 Flashback Performance4 Laporan Ikhtisar Posisi Keuangan Financial Position Highlights6 Grafik Ikhtisar Keuangan Chart of Financial Highlights 7 Ikhtisar Saham Share Highlights 7 Penghargaan dan Sertifikasi 2017 2017 Award and Certification8 Jejak Langkah Milestones9 Peristiwa Penting Event Highlights

LaPoran ManaJeMenManagement report12 Laporan Dewan Komisaris Board of Commissioners Report16 Laporan Direktur Board of Directors Report

ProFIL PeruSahaanCompany Profile24 Profil Perusahaan Company Profile 25 Sekilas PT EDI Indonesia PT EDI Indonesia at a Glance27 Visi dan Misi Vision and Mission27 Kegiatan Usaha Business Activities28 Produk dan Layanan Products and Services42 Struktur Organisasi Organizational Structure44 Profil Dewan Komisaris Board of Commissioners Profile46 Profil Direksi Board of Directors Profile47 Struktur dan Komposisi Pemegang Saham Shareholder Structure and Composition47 Struktur Grup Perusahaan Company Group Structure48 Entitas Anak Subsidiary48 Entitas Asosiasi Associated Entity48 Kronologis Pencatatan Saham Share Listing Chronology48 Kronologis Pencatatan Efek Lainnya Other Securities Listing Chronology49 Lembaga Profesi Penunjang Perusahaan Professional Institutions Supporting Company49 Informasi Pada Website Information on Website50 Kantor Regional Regional Offices51 Sumber Daya Manusia Human Resources55 Teknologi Informasi Information Technology

anaLISIS Dan PeMBahaSan ManaJeMenManagement Discussion and analysis60 Tinjauan Umum General Overview61 Tinjauan Keuangan Financial Overview61 Laporan Posisi Keuangan Statement of Financial Position

62 Laporan Laba Rugi dan Komprehensif Lainnya Statement of Profit or Loss and Other

Comprehensive Income64 Laporan Arus Kas Statement of Cash Flow65 Tingkat Kesehatan Perusahaan Company Health Index68 Kemampuan Membayar Utang Solvency69 Struktur Modal Capital Structure70 Kelompok Instrumen Keuangan Group of Financial Instruments71 Ikatan Material Untuk Investasi Barang Modal Material Commitment for Capital Goods

Investment71 Investasi Barang Modal yang Direalisasikan

Pada Tahun Buku Terakhir Comparison Between Projection and

Realization71 Perbandingan antara Proyeksi dan Realisasi Comparison of Projection and Realization71 Proyeksi Tahun 2018 Projection for 201872 Aspek Pemasaran dan Sistem Distribusi Marketing Aspect and Distribution System73 Program Kepemilikan Saham oleh Karyawan

atau Manajemen Employee and/or Management Share

Ownership Program73 Realisasi Penggunaan Dana Hasil Penawaran

Umum Realization of The Use of Proceeds from Public

Offering73 Informasi Material Mengenai Investasi,

Ekspansi, Divestasi, Penggabungan/Peleburan Usaha, Akuisisi dan Restrukturisasi Utang/Modal

Material Information on Investment, Expansion, Divestment, Merger/Consolidation, Acquisition, and Capital/Debt Restructuring

74 Informasi dan Transaksi Material yang Mengandung Benturan Kepentingan

Information on Material Transaction Containing Conflict of Interest

74 Perubahan Kebijakan Akuntansi Pada Tahun Buku

Changes in Accounting Policy in FIscal Year

TaTa KeLoLa PeruSahaanGood Corporate Governance76 Tujuan Objective77 Implementasi GCG GCG Implementation78 Pedoman Tata Kelola Perusahaan

Corporate Governance Code79 Struktur Tata Kelola Perusahaan Corporate Governance Structure80 Assestment GCG GCG Assessment81 Rapat Umum Pemegang Saham (RUPS) General Meeting of Shareholders (GMS)82 Dewan Komisaris Board of Commissioners85 Direksi Board of Directors87 Rapat Gabungan Dewan Komisaris dan

Direksi Joint Meeting of The Board of Commissioners

and The Board of Directors

89 Kebijakan Remunerasi Dewan Komisaris dan Direksi

Remuneration Policy of The Board of Commissioners and Board of Directors

90 Informasi Hubungan Afiliasi Dewan Komisaris dan Direksi

Information of Affiliation of The Board of Commissioners and Board of Directors

92 Sekretaris Perusahaan Corporate Secretary94 Komite Audit Audit Committee97 Komite Nominasi dan Remunerasi Nomination and Remuneration Committee97 Satuan Pengawas Internal Internal Audit Unit100 Laporan Singkat Pelaksanaan Kegiatan Unit

Audit Internal Brief Report on Activities of Internal Audit

Unit101 Audit Eksternal External Auditor101 Sistem Pengendalian Internal Internal Control System102 Manajemen Risiko Risk Management108 Perkara Penting yang Dihadapi Sepanjang

2017 Legal Cases in 2017108 Informasi Sanksi Administrasi Information on Administrative Sanction108 Pedoman Etika Perusahaan Company Code of Conduct110 Nilai dan Budaya Perusahaan Corporate Value and Culture111 Whistleblowing System Whistleblowing System114 Benturan Kepentingan Conflict of Interesst115 Pengendalian Gratifikasi Gratification Management116 Laporan Harta Kekayaan Penyelenggara

Negara (LHKPN) Report on Assets of State Officials (LHKPN)117 Akses Informasi Perusahaan Access to The Company’s Information

TanGGunG JawaB SoSIaL PeruSahaanCorporate Social responsibility120 Kebijakan CSR CSR Policy120 Tujuan CSR Objective of CSR120 Struktur Pengelola, Anggaran dan Timeline

Pelaksanaan CSR Management Structure, Budget, and Timeline

of CSR Implementation121 Tanggung Jawab Sosial Perusahaan Terkait

Keselamatan, Kesehatan Kerja dan Lindung Lingkungan

Corporate Social Responsibility Related to Occupational Health and Safety and Environmental Protection

122 Tanggung Jawab Sosial Pada Konsumen Social Responsibility to Consumer

LeMBar PernYaTaan Dewan PenGawaS Dan DIreKSIStatement of The Supervisory Board and The Board of Directors

LaPoran KeuanGan Financial Statements

PT ELECTRONIC DATA INTERCHANGE INDONESIA Laporan Tahunan 2017 Annual Report2

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01IkhtIsar kInerja 2017P e r f o r m a n c e H i g h l i g h t s i n 2 0 1 7

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Laporan Ikhtisar Posisi KeuanganFinancial Position Highlights

LaPoran iKHtisar Posisi Keuangan / rePort on financiaL Position HigHLigHtsDalam Ribuan Rupiah / In Thousand Rupiah

Keterangan / Description 2017 2016 2015 2014 2013

Aset Lancar / Current Assets 102.413.401 96.067.472 98.206.924 81.123.057 83.591.329

Aset Tetap / Fixed Assets 54.101.320 52.295.361 36.525.523 29.849.616 29.641.259

Aset Tak Berwujud / Intangible Assets 9.537.482 7.589.050 4.793.155 5.280.574 4.380.209

Aset Lainya / Other Assets 115.921 178.098 185.314 1.421.327 1.126.425

Jumlah Aset / Total Assets 156.514.721 148.362.833 139.660.279 118.408.901 119.730.505

Liabilitas Jangka Pendek / Current Liabilities 40.855.864 43.099.616 36.372.808 28.147.024 25.691.398

Liabilitas Jangka Panjang / Non-Current Liabilitiess 8.335.283 6.014.797 4.774.008 7.229.406 6.124.499

Jumlah Ekuitas / Total Equity 107.323.574 99.248.420 55.860.247 48.698.922 54.180.152

Jumlah Liabilitas dan Ekuitas / Total Liabilities and

Equity 156.514.721 148.362.833 139.660.279 118.408.901 119.730.505

LaPoran Laba rugi KomPreHensif KonsoLidasian / consoLidated statements of comPreHensive Profit or Loss

Keterangan / Description 2017 2016 2015 2014 2013

Pendapatan / Revenues 168.443.691 149.507.673 163.562.263 138.322.235 125.541.864

Laba Usaha / Gross Income 73.967.601 73.047.941 56.728.085 45.096.919 43.363.171

Pendapatan (Beban) Lain-lain / Other Operating

Income (Expenses)3.496.636 2.698.766 (434.210) 1.070.802 1.066.033

Laba Sebelum Pajak / Income Before Tax 49.536.417 47.505.362 56.293.875 46.167.721 44.429.204

Taksiran Pajak / Income Tax Expenses (11.863.974) (11.419.816) (13.640.659) (11.834.172) (10.694.747)

Laba Setelah Pajak / Income After Tax 37.672.443 36.085.546 42.653.216 34.333.549 33.734.457

Pendapatan Komprehensif Lainnya / Other

Comprehensive Income(728.853) (1.228.016) 294.619 - -

Laba Komprehensif Tahun Berjalan / Comprehensive

Income for the Year36.943.590 34.857.530 42.947.835 34.333.528 33.734.457

PT ELECTRONIC DATA INTERCHANGE INDONESIA Laporan Tahunan 2017 Annual Report4

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LaPoran arus Kas / statement of casH fLows Dalam Ribuan Rupiah / In Thousand Rupiah

Keterangan / Description 2017 2016 2015 2014 2013

Penerimaan dari Penjualan / Cash received from customers

151.938.959 148.567.341 162.839.291 138.039.002 127.138.388

Pengeluaran Beban Operasional / Operational Expense

(121.021.874) (84.994.072) (97.788.361) (80.082.514) (72.484.491)

Pembayaran Pajak / Tax Paid (8.766.820) (13.423.830) (12.908.466) (6.574.457) (10.694.747)

arus Kas aKtivitas oPerasi / casH fLows from oPerating activities

30.917.085 59.765.979 52.143.107 51.382.130 43.959.150

Perolehan Investasi / Investment Acquisition (26.150.645) (25.668.032) (16.642.350) (14.718.734) (15.415.313)

Penerimaan Bunga / Receipts of Interest 3.459.480 2.970.412 3.849.397 1.778.444 2.153.340

Peningkatan (Penurunan) Aset Lancar Lainnya / Increase (Decrease) of Other Current Assets

6.601.048 6.866.548 (7.943.693) (3.831.700)

Peningkatan (Penurunan) Investasi Jangka Pendek / Placements in Short-term Investment

(3000.000) (2.000.000) - 1.696 -

arus Kas aKtivitas investasi / casH fLows from investing activities

(16.231.686) (21.727.208) (5.926.405) (20.882.287) (17.093.673)

Pembayaran Bunga / Interest Payments (92.264) (8.816) (321) (39.599) (15.594)

Pembayaran Deviden / Dividend Payments (28.868.436) (34.122.573) (27.466.822) - (64.974.965)

arus Kas aKtivitas Pendanaan / casH fLows for financing activities

(28.960.700) (34.131.389) (27.466.822) (39.599) (64.990.558)

SURPLUS (DEFISIT) / SURPLUS (DEFICIT) (14.275.301) 3.907.382 18.749.559 30.460.244 (38.125.081)

Kas dan setara Kas awal / cash and cash equivalent at beginning of Year

78.642.006 74.734.624 55.985.065 25.524.821 63.649.903

Kas dan setara Kas aKHir / casH and casH eQuivaLent at end of Year

64.366.705 78.642.006 74.734.624 55.985.065 25.524.821

rasio / statement of casH fLows Keterangan / Description 2017 2016 2015 2014 2013

Rasio Laba terhadap Aset / Profit to Asset Ratio 23.60 23.50 43.60 29.00 28.18

Rasio Laba terhadap Ekuitas / Profit to Equity Ratio 34.42 35.12 26.26 41.35 38.37

Rasio Laba terhadap Pendapatan / Profit to Income Ratio

21.93 23.32 26.26 24.82 26.87

Rasio Lancar / Current Ratio 250,67% 222,63% 285,73% 269,15% 325,37%

PT ELECTRONIC DATA INTERCHANGE INDONESIA Laporan Tahunan 2017 Annual Report 5

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PenDaPaTan / reVenueS

aSeT LanCar / CurrenT aSSeTS

JuMLah eKuITaS / ToTaL eQuITY

LaBa uSaha / GroSS InCoMe

JuMLah aSeT / ToTaL aSSeTS

168.443.691

102.413.401

73.967.601

107.323.574

156.514.721

149.507.673

96.067.472

73.047.941

99.248.420

148.362.833

163.562.263

98.206.924

56.728.085

55.860.247

139.660.279

138.322.235

81.123.057

45.096.919

48.698.922

118.408.901

125.541.864

83.591.329

43.363.171

54.180.152

119.730.505

2017

2017

2017

2017

2017

2016

2016

2016

2016

2016

2015

2015

2015

2015

2014

2014

2014

2014

2014

2013

2013

2013

2013

2013

Grafik Ikhtisar KeuanganChart of Financial Highlights

Dalam Ribuan Rupiah / In Thousand Rupiah

Dalam Ribuan Rupiah / In Thousand Rupiah

Dalam Ribuan Rupiah / In Thousand Rupiah

Dalam Ribuan Rupiah / In Thousand Rupiah

Dalam Ribuan Rupiah / In Thousand Rupiah

2015

PT ELECTRONIC DATA INTERCHANGE INDONESIA Laporan Tahunan 2017 Annual Report6

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Ikhtisar Saham Share Highlights

Pada tahun 2017, PT EDI Indonesia belum melakukan aktivitas

perdagangan saham di Bursa Efek manapun sehingga informasi

mengenai:

a. Ikhtisar kinerja perdagangan saham yang terdiri dari jumlah

saham beredar, kapitalisasi pasar berdasarkan harga pada

Bursa Efek tempat dicatatkan, harga saham tertinggi,

terendah dan penutupan, serta volume perdagangan

b. Informasi aksi korporasi yang meliputi bentuk-bentuk

aksi korporasi, tanggal pelaksanaan aksi korporasi, rasio

pemecahan saham, jumlah saham beredar sebelum dan

sesudah aksi korporasi

c. Sanksi pengehentian saham yang berupa penghentian

perdagangan saham dan penghapusan pencatatan saham.

Tidak dapat disajikan karena tidak relevan dengan kondisi

Perseroan saat ini.

PT EDI Indonesia has not trade any shares in any Stock Exchange

in 2017, therefore information on:

a. Highlights of share trading performance that consist of total

outstanding shares, market capitalization based on price in

Stock Exchange, the highest, lowest, and closing prices, as

well as trading volume

b. Corporate action including forms of corporate action, date

of implementation of corporate action, share split ratio,

total outstanding shares before and after corporate action

c. Trading halt in the form of share trading suspension and

delisting

Cannot be presented since it is not relevant to the Company’s

current condition.

Penghargaan dan Sertifikasi 2017 2017 Award and Certification

Penghargaan / Award Keterangan / Description

The Best Subsdiary IPC Group

PT EDI Indonesia meraih penghargaan The Best Subsdiary IPC Group (BOPO dan

nilai GCG Terbaik Tahun 2016) / PT EDI Indonesia received The Best Subsidiary IPC

Group (BOPO and the Best GCG Score in 2016)

Mendapatkan Penghargaan BUMN Award

2017 / Awarded with BUMN Award 2017

PT EDI Indonesia mendapatkan penghargaan BUMN Award 2017 untuk kategori

anak perusahaan dengan pengembangan SDM terbaik. / PT EDI Indonesia received

an award in BUMN Award 2017 for subsidiary with the best HR development

Sertifikasi ISO 27001:2013 / ISO

27001:2013 Certificate

PT EDI Indonesia mendapatkan sertifikasi Keamanan Informasi ISO 27001:2013

yang diterbitkan oleh BSI ANAB pada 8 September 2016, sertifikat ini berlaku

sampai dengan 24 Agustus 2019. / PT EDI Indonesia received ISO 27001:2013

Information Security certificate issued by BSI ANAB on September 8, 2016, valid

until August 24, 2019.

PT ELECTRONIC DATA INTERCHANGE INDONESIA Laporan Tahunan 2017 Annual Report 7

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2016• The Best Subsdiary IPC Group.

• ISO 27001:2013 Certified

2015• BussinessQualityServiceofTheYear

From Indonesia Business Award

• IntegratedtoASEANSingleWindow

1997

2003

2007

2017

2010

2012

2013Jejak LangkahMilestones

Customs EDI.

PT EDI Indonesia Over Internet.

INSW Connected woth 18

Government’s Agents.

BUMN Awards: Terbaik ketiga Anak

Perusahaan BUMN pengelolaan SDM

Terbaik

BUMN Awards: The Best Third HR

Management

Member of Pan Asia E-Commerce

Alliance (PAA).

Single Agent Advance Filling

Rules (AFR).

•Member of Pan Asia

E-Commerce Alliance (PAA).

• ISO 27001:2005 Certified

PT ELECTRONIC DATA INTERCHANGE INDONESIA Laporan Tahunan 2017 Annual Report8

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JanuariJanuary

Perisiwa Penting 2017 2017 Significant Events

Security Advisory

Petya - WannaCry VulnerabilityPT EDI Indonesia menyadari dan telah memantau dengan seksama berita terbaru seputar petya ransonware yang merupakan varian baru dari WannaCry.

Sebagai upaya untuk menjaga layanan dan untuk mengurangi risiko bagi pelanggan kami, PT EDI Indonesia secara proaktif melakukan peninjauan dan monitoring sistem dan produk yang diberikan kepada pelanggan untuk menilai dampak potensial dari masalah yang dijelaskan dalam CVE-2017-0144 dan CVE-2017-0145. Setelah kami menyelesaikan penilaian risiko teknis, sistem dan produk PT EDI Indonesia yang memiliki resiko rentan akan diperbaiki dengan patch yang tersedia.

Di PT EDI Indonesia, kami berkomitmen untuk melaksanakan dan menegakkan kewajiban kami terkait keamanan dan privasi informasi pelanggan kami. Dengan demikian, kami akan terus mengevaluasi produk perangkat lunak kami dan mengambil tindakan yang diperlukan untuk mengurangi potensi risiko yang terkait dengan kerentanan ini.

Informasi lebih lanjut Untuk informasi lebih lanjut, silakan untuk menghubungi kantor pelayanan kami.

©2017 PT EDI Indonesia. www.edi-indonesia.co.id. Customer support: [email protected]

Pembukaan Kantor Regional EDII

Purwakarta, Jawa Barat.

Opening of EDII Regional Office

Purwakarta, West Java

Security Advisory Petya - WannaCry

Vulnerability.

JuniJune

1. PAA Meeting 2. Kerjasama dengan Trade Van

Cooperation with Trade Van

3. Customer Gathering 2017

MeiMay

PT ELECTRONIC DATA INTERCHANGE INDONESIA Laporan Tahunan 2017 Annual Report 9

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Lomba eDii aDu iDe Dahsyat (4D).

eDii aDu iDe Dahsyat (4D) Contest

1. Outlook Export 2018

1. Workshop EDII-ALFI-GeTS

1. Customer Day

2. Sertijab dan Perkenalan Komisaris

Utama EDII

Position Handover and Introduction

of President Commissioner of EDII

2. Joint market EDII dengan IPC Pusat

dan Teluk Bayur ke Semen Padang

Joint market between EDII and

Central IPC and Teluk Bayur to Semen

Padang

3. Penandatanganan MoU di Hadapan

Menteri BUMN

Signing of MoU Before the Minister

of SOE

3. Malam Anugerah BUMN 2017

agustusAugust

SeptemberSeptember

novemberNovember

DesemberDecember

2. CSR EDII 2017 (Penanaman

Mangroove)

CSR of EDII 2017 (Mangrove

Planting)

PT ELECTRONIC DATA INTERCHANGE INDONESIA Laporan Tahunan 2017 Annual Report10

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02Laporan ManajeMenM a n a g e m e n t R e p o r t s

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Laporan Dewan KomisarisBoard of Commissioners Report

Pemegang saHam dan Para PemangKu KePentingan Yang terHormat,Puji dan syukur kita panjatkan kepada Tuhan Yang Maha Kuasa atas segala

karunia yang diberikan kepada kita semua, sehingga PT Electronic Data

Interchange (PT EDI Indonesia) berhasil melalui tahun 2017 dengan pencapaian

kinerja yang baik.

Kami selaku Dewan Komisaris yang mempunyai tugas melakukan pengawasan

dan pemberian nasihat senantiasa selalu bersinergi dengan Direksi dalam

mengelola Perseroan. Oleh karenanya, pada kesempatan yang baik ini,

Dewan Komisaris akan menyampaikan pandangan dan Laporan Kinerja yang

telah dilakukan dengan mengendepankan aspek transparansi, akuntabel dan

bertanggung jawab, dalam menjalankan fungsi pengawasan di PT EDI Indonesia.

eKonomi stabiLPada tahun 2017, kinerja ekonomi baik global dan nasional terus mengalami

perbaikan. Bahkan dengan adanya akselerasi pertumbuhan ekonomi di negara

maju membuat International Monetary Fund (IMF) merevisi proyeksi pertumbuhan

ekonomi global pada tahun 2017-2018 masing-masing ke level 3,7% dan 3,8%

pertumbuhan ini meningkat dari tahun sebelumnya yaitu 3,5%.

vaLued sHareHoLders and staKeHoLders,First of all, we would like to express our gratitude to the Almighty God for His

blessings bestowed to us all, therefore PT Electronic Data Interchange (PT EDI

Indonesia) managed to end the year 2017 with a great performance.

The Board of Commissioners who are assigned to monitor and advise always

synergizes with the Board of Directors in managing the Company. Therefore,

on this occasion, the Board of Commissioners would like to deliver our view

on Performance Report by prioritizing aspect of transparency, accountable, and

responsibility in running the supervisory function in PT EDI Indonesia.

stabLe economYIn 2017, the economic performance of both global and national continued to

improve. Even with the acceleration of economic growth in developed countries,

the International Monetary Fund (IMF) revised the projection of global economic

growth in 2017-2018 from 3.5% to 3.7% and 3.8% respectively.

PrasetYadiKomisaris UtamaPresident Commissioner

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Membaiknya ekonomi global tersebut tentunya secara langsung

membawa dampak positif terhadap kinerja ekonomi Indonesia.

Berbagai aspek fundamental seperti ekspor dan investasi

mengalami peningkatan. Berdasarkan pada data Badan Pusat

Statistik (BPS), pertumbuhan ekonomi di Indonesia pada tahun

2017 mencapai 5,05%. Sementara itu, tercatat sejak tahun

2014 ekonomi dalam negeri tumbuh sebesar 5,01%, tahun

2015 sebesar 4,88% dan tahun 2016 sebesar 5,03%, sehingga

pertumbuhan ekonomi nasional tahun 2017 merupakan yang

tertinggi sejak tahun 2014. Kendati demikian, pencapaian

pertumbuhan ekonomi Nasional masih belum sesuai dengan

target yang telah ditetapkan oleh Pemerintah yakni sebesar

5,2%.

Kinerja Perseroan berjaLan dengan baiK Kondusifnya situasi ekonomi baik di dalam negeri maupun di

tingkat global, turut berkontribusi terhadap kinerja Perseroan

baik aspek keuangan maupun operasional. Pada tahun 2017,

PT EDI Indonesia berhasil membukukan kenaikan pendapatan

usaha bila dibandingkan dengan tahun 2016, yakni tercatat

sebesar Rp168,44 miliar, mengalami kenaikan Rp18,9 miliar

atau sebesar 12,67%. Kendati demikian, pencapaian ini masih

lebih rendah 10,68% dari RKAP atau sebesar Rp20,15 miliar

yang disebabkan oleh faktor eksternal Perseroan. Demikian

pula pada Laba Bersih Perseroan yang juga mengalami

peningkatan. Hingga akhir Desember 2017, Laba Bersih

Perseroan tercatat sebesar Rp37,7miliar, meningkat 4,40%

bila dibanding pencapaian pada tahun 2016 sebesar Rp36,086

miliar. Sedangkan dilihat dari RKAP, Laba Bersih Perseroan

tercapai 37 % dibandingkan target yang sudah ditetapkan

sebesar Rp50,89 miliar. Selain dari keberhasilan tersebut

Perseroan juga telah berhasil membukukan peningkatan total

aset hingga mencapai Rp.156,515 miliar atau naik 5,49%

dibandingkan dengan tahun 2016 sebesar Rp148,362.

Namun pencapain ini masih lebih rendah 12,50% dari total

aset yang telah ditetapkan RKAP tahun 2017. Berdasarkan

kinerja tersebut, Dewan Komisaris memandang bahwa

jajaran Direksi telah menunjukkan performa yang baik karena

berhasil merumuskan dan menerapkan strategi-strategi yang

optimal di tengah pergolakan kondisi industri yang sangat

fluktuatif. Perseroan pun telah dapat mencapai konsistensi

dalam memberikan pelayanan terbaik kepada pelanggan.

Keberhasilan Direksi dalam mengelola Perseroan pada semua

The improving global economy directly brought positive impact

on Indonesia’s economic performance. Fundamental aspects,

such as exports and investment have increased. Based on data

from Indonesia Statistics (BPS), economic growth in Indonesia

in 2017 reached 5.05%. Meanwhile, since 2014, the domestic

economy grew by 5.01%, by 2015 grew by 4.88%, and by 2016

grew by 5.03%, making the national economic growth in 2017

was the highest since 2014. Nevertheless, the achievement of

national economic growth was still not in line with the target

set by the Government at 5.2%.

good Performance of tHe comPanYFavorable economic situation, both domestically and globally,

contributed to the Company’s performance, both financial and

operational. In 2017, PT EDI Indonesia booked an increase in

revenues compared to that of 2016, which stood at Rp168.44

billion, an increase of Rp18.9 billion, or 12.67%. Nevertheless,

this achievement is still lower by 10.68% of RKAP or Rp20.15

billion caused by external factors of the Company. Similarly, the

Company’s Net Profit increased as well. By the end of December

2017, the Company’s Net Profit was recorded at Rp37.7 billion,

an increase of 4.40% compared to that of 2016 at Rp36.086

billion. Meanwhile, viewed from the RKAP, the Company’s Net

Profit reached 37% compared to the set target of Rp50.89

billion. Aside from the success, the Company has also recorded

an increase in total assets up to Rp156.515 billion, or an

increase of 5.49% compared to that of 2016 at Rp148,362.

However, this achievement was still lower by 12.50% of the

total assets that have been established in RKAP 2017. Based

on this performance, the Board of Commissioners view that

the Board of Directors has shown good performance, for it

successfully formulated and implemented the optimal strategies

in the middle of the turbulence of industry conditions which

is very volatile. The Company has also been able to achieve

consistency in providing the best service to customers. The

success of the Board of Directors in managing the Company in

all aspects can also be seen from the Company’s Health Index

based on the Decree of the Minister of State-Owned Enterprises

No. KEP-100/MBU/2002 dated June 4, 2002 on Assessment of

Health Index of State-Owned Enterprises. As a result, PT EDI

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aspek juga bisa terlihat dari Tingkat Kesehatan Perusahaan

yang berpedoman pada Surat Keputusan Menteri Badan

Usaha Milik Negara NomorKEP-100/MBU/2002 tanggal 4 Juni

2002 Tentang Penilaian Tingkat Kesehatan Badan Usaha Milik

Negara. Hasilnya, PT EDI Indonesia dapat digolongkan ‘sehat’

dalam peringkat ‘aaa’. Penilaian tersebut meliputi aspek

Keuangan, Operasional dan Administrasi. Komisaris berharap

Direksi dapat senantiasa meningkatkan pengelolaan agar lebih

berkualitas dan profesional.

PeneraPan GooD CorPorATe GovernAnCe (gcg)Komisaris memandang Direksi telah menjalankan pengelolaan

Perseroan dengan cukup baik sesuai dengan prinsip-prinsip tata

kelola perusahaan yang baik atau Good Corporate Governance

(GCG). Komisaris juga tidak menemukan adanya benturan

kepentingan maupun tindakan yang melanggar etika dan

integritas yang dilakukan oleh karyawan Perseroan, termasuk

temuan gratifikasi yang dilakukan pejabat maupun karyawan

PT EDI Indonesia. Hal tersebut sebagai indikator bila GCG tidak

hanya sekedar dipenuhi oleh Perseroan namun sudah menjadi

bagian dari budaya PT EDI Indonesia. Komisaris berpandangan

kualitas penerapan GCG sendiri terus mengalami peningkatan

dari sisi kualitas. Dari hasil assessment GCG Tahun 2017, PT EDI

Indonesia memperoleh skor 84,329 dari total bobot yaitu sebesar

100 yang setara dengan 84,329% dengan Klasifikasi Kualitas

Penerapan GCG “baik”. Perolehan skor assessment GCG ini

mengalami peningkatan dari tahun 2016 yakni yang tercatat

sebesar 75,076. Komsaris sangat mengapresiasi Direksi yang

terus bekerja keras meningkatkan kualitas GCG di Perseroan.

Komisaris menyakini dengan implementasi GCG yang baik

tentunya akan memberikan nilai tambah bagi Perseroan dalam

menghadapi tantangan bisnis yang semakin dinamis. Dewan

Komisaris berharap, Direksi terus meningkatkan kualitas GCG

dengan mengevaluasi perangkat infrastruktur yang dimiliki

serta menyesuaikan dengan peraturan maupun perundang-

undangan yang terbaru terkait GCG serta best practice yang

sesuai dengan bisnis yang dijalankan oleh PT EDI Indonesia.

ProPeK usaHaKomisaris menilai kondisi perekonomian akan semakin baik

di tahun mendatang. Pemerintah melalui Kementeraian

Keuangan menargetkan pertumbuhan ekonomi Indonesia pada

tahun 2018 sebesar 5,4%. Optimisme ini didasari dari berbagai

perbaikan yang dilakukan pemerintah seperti melakukan

percepatan pembangunan infrastruktur untuk meningkatkan

daya saing serta mendorong pertumbuhan ekonomi yang

Indonesia can be classified as ‘Healthy’ in the ‘AAA’ rating.

The assessment covers the aspects of Finance, Operations and

Administration. The Board of Commissioners hopes that the

Board of Directors can always improve the management to be

more qualified and professional.

imPLementation of good corPorate governanceThe Board of Commissioners believes that the Board of Directors

has properly managed the Company in accordance with the

principles of Good Corporate Governance (GCG). The Board

of Commissioners also did not find any conflict of interest or

actions that violate the ethics and integrity of the Company’s

employees, including the findings of gratuities by officials and

employees of PT EDI Indonesia. This is an indicator when GCG

is not only fulfilled by the Company but has become part of

the culture of PT EDI Indonesia. The Board of Commissioners

believes that the quality of GCG implementation itself continues

to improve in terms of quality. Based on the assessment of GCG

in 2017, PT EDI Indonesia obtained a score of 84.329 of the

total value of 100 or equivalent to 84.329% with “Good”

Classification. The GCG assessment score increased from 2016

which was recorded at 75.076. The Board of Commissioners

deeply appreciates the Board of Directors who continues to work

hard to improve the quality of GCG in the Company. The Board

of Commissioner believes that appropriate GCG implementation

will certainly provide added value for the Company in facing

the dynamic business challenges. The Board of Commissioners

hopes that the Board of Directors will continue to improve the

quality of GCG by evaluating the infrastructure of its owned

and in accordance with the latest laws and regulations related

to GCG and best practice in accordance with the business run

by PT EDI Indonesia.

business outLooKThe Board of Commissioners assessed that economic condition

will be better in the upcoming year. The government through

the Ministry of Finance targets economic growth in Indonesia

in 2018 to be 5.4%. This optimism is based on various

improvements made by the government such as accelerating

infrastructure development to improve competitiveness and

encourage more progressive economic growth. Referring to the

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lebih progresif. Mengacu pada berbagai indikator tersebut,

Komisaris melihat bisnis yang dijalankan PT EDI Indonesia akan

terus lebih baik di tahun-tahun mendatang. Kami memandang

Direksi sudah sangat baik untuk mengoptimalkan peluang

tersebut dengan menerapkan berbagai kebijakan strategis yang

dituangkan dalam RKAP 2018. Komisaris berharap Direksi dapat

memaksimalkan kreativitas bisnis untuk memanfaatkan potensi

dan peluang bisnis yang ada guna peningkatan profitabilitas

Perseroan.

PerubaHan KomPosisi dewan Komisaris

Pada tahun 2017, terdapat perubahan komposisi Dewan

Komisaris PT EDI Indonesia. Berdasarkan Akta Notaris Nomor 19

Tanggal 15 Agustus 2017 Bapak Budi Susilo tidak lagi menjabat

sebagai Komisaris Utama. Adapun hingga hingga akhir

Desember 2017, susunan Dewan Komisaris PT EDI Indonesia

sebagai berikut:

nama / name jabatan / Position

Prasetyadi Komisaris Utama / President Commissioner

Herry Andriejanssen Komisaris / Commissioner

aPresiasiSebagai penutup Laporan Tahunan ini, perkenankan saya,

mewakili Dewan Komisaris, menyampaikan ucapan terima kasih

kepada para Pemagang Saham, seluruh mitra kerja serta para

pemangku kepentingan atas dukungan dan kepercayaannya

selama ini pada PT EDI Indonesia.

Apresiasi setinggi-tingginya juga kami sampaikan kepada

Direksi serta seluruh karyawan atas dedikasi dan kerja keras

sehingga PT EDI Indonesia berhasil mencatatkan pencapaian

yang baik pada tahun 2017. Sebagai bagian dari BUMN, PT

EDI Indonesia juga terus berkomitmen untuk selalu hadir untuk

membangun negeri dengan berkontribusi pada bidang jasa

pelayanan e-bussiness.

various indicators, the Board of Commissioners sees that the

business run by PT EDI Indonesia will continue to improve in the

upcoming years. We consider that the Board of Directors was

excellent at optimizing these opportunities by implementing

various strategic policies as outlined in the RKAP 2018. The

Board of Commissioners hopes that the Board of Directors may

maximize business creativity to exploit the existing business

potentials and opportunities in order to increase the profitability

of the Company.

cHanges in comPosition of tHe board of commissionersThere was a change in the composition of the Board of

Commissioners of PT EDI Indonesia in 2017. Pursuant to

Notarial Deed No. 19 dated August 15, 2017, Mr. Budi Susilo is

no longer serving as President Commissioner. As of December

2017, the composition of the Board of Commissioners of PT EDI

Indonesia is as follows:

aPPreciationAs a closing statement, please allow me, on behalf of the Board

of Commissioners, to thank the Shareholders, all partners and

stakeholders for their continuous support and trust in PT EDI

Indonesia.

We would also like to extend our genuine appreciation to

the Board of Directors and all employees for their dedication

and hard work so that PT EDI Indonesia managed to record a

good achievement in 2017. As part of SOE, PT EDI Indonesia

also continues to commit to present to build the country by

contributing to the field of e-business services.

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e. HeLmi wantonoDirektur UtamaPresident Director

Laporan DireksiBoard of Directors Report

Pemegang saHam dan PemangKu KePentingan Yang terHormatPertama-tama, kami atas nama Direksi mengucapkan puji syukur atas kehadirat

Tuhan Yang Maha Esa, karena berkat limpahan rahmat dan karunia-Nya sehingga

PT Electronic Data Interchange Indonesia (PT EDI Indonesia) dapat melalui tahun

2017 dengan baik meski dihadapkan berbagai tantangan yang sangat dinamis.

Untuk itu, perkenankanlah kami selaku Direksi yang bertanggung jawab

terhadap pengelolaan PT EDI Indonesia menyampaikan Laporan Tahunan tahun

buku 2017 dengan tema ‘Strengthening Corporate Capabilities Through

Products and Service Quality’. Penyampaian laporan tahunan sejalan dengan

prinsip transapransi, akuntabitas serta responsibility kepada para para pemegang

saham para pemangku kepentingan.

ekonomi membaik

Pertumbuhan ekonomi nasional hingga akhir 2017 tercatat 5,07% atau lebih

baik jika dibandingkan pertumbuhan pada periode yang sama tahun lalu. Bank

Indonesia menyatakan membaiknya pertumbuhan ekonomi ini didorong oleh

meningkatnya kinerja ekspor dan investasi, serta konsumsi yang relatif terjaga.

Membaiknya ekonomi di dalam negeri turut dipengaruhi oleh tren positif

ekonomi global, khususnya yang terjadi di sejumlah negara maju. Pemerintah pun

dear sHareHoLders and staKeHoLders,First of all, the Board of Directors would like to extend our gratitude to the

Almighty God for His blessings and grace, PT Electronic Data Interchange

Indonesia (PT EDI Indonesia) passed the year 2017 with good performance

despite the dynamic challenges.

To that end, please allow us, on behalf of the Board of Directors, to deliver the

2017 Annual Report with the theme “strengthening corporate capabilities

through Products and service Quality”. The submission of this annual report

is in line with the principle of transparency, accountability, and responsibility to

shareholders and stakeholders.

improved economy

National economic growth until the end of 2017 was 5.07% or better compared

to growth in the same period in last year. Bank Indonesia stated that the

improving economic growth was driven by improved exports and investment

performance, as well as relatively safe consumption. The improvement in the

domestic economy was also influenced by positive trends in the global economy,

particularly in some developed countries. The government also showed a strong

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menunjukan komitmen yang kuat terhadap reformasi dari pihak

pemerintah terkait pemerataan pembangunan infrastruktur di

segala bidang yang secara tidak langsung juga memberikan

peluang tersendiri bagi Perseroan untuk terus meningkatkan

kinerja dan memperluas portofolio bisnisnya. Salah satu faktor

yang mendorong bergairahnya ekonomi di dalam negeri juga

dipengaruhi oleh berkembangnya bisnis digital. Kehadiran

era digital di industri bisnis tanah air ini berkontribusi terhadap

kecepatan akses dan kesempatan lebih besar bagi konsumen.

Kondisi ini tentunya memiliki keuntungan tersendiri bagi PT EDI

Indonesia yang sudah berpengalaman menjalanakan kegiatan

usaha dalam memberikan layanan e-business.

foKus tingKatKan KuaLitas ProduK dan LaYananPada tahun 2017, PT EDI Indonesia menempatkan tema besar

‘Strengthening Corporate Capabilities Through Products

and Service Quality’. Tema tersebut merupakan wujud

komitmen bersama seluruh insan Peseroan untuk senantiasa

fokus memberikan produk dan layanan yang prima bagi mitra

kerja. Hal tersebut juga sejalan dengan visi dan misi PT EDI

Indonesia yakni menjadi penyedia layanan e-business yang

terkemuka di Asia dengan menghadirkan layanan e-business

yang inovatif, berstandar internasional dengan menjunjung

tinggi Good Corporate Governance untuk memberikan nilai

tambah berkelanjutan bagi stakeholders. Sehingga PT EDI

Indonesia benar-benar bisa menjadi ‘All About e-Business

Solutions’ bagi semua. Fokus peningkatan kualitas layanan dan

produk yang juga didukung oleh Corporate Value yang dimiliki

Perseroan dengan mengusung tag line ‘s i a P’ yakni Synergy

for Goals, Integrity for People, Action for Better, Performing

for Excellence dan telah dijalankan dengan baik oleh seluruh

pejabat dan karyawan di lingkungan PT EDI Indonesia di dukung

oleh sumberdaya yang berpengalaman di bidang Application

Development, Kepabeanan, Supply Chain Management dan

Kepelabuhanan.

Kinerja Perseroan

Direksi senantiasa melakukan pengelolaan Perseroan dengan

mengendepankan prinsip kehati-hatian dan profesionalitas

yang mengacau pada ketentuan dan perundang-undangan

yang berlaku. Pengelolaan tersebut meliputi aspek keuangan

dan operasional. Keberhasilan Direksi melakukan pengelolaan

commitment to the reform of the government related to the

equitable distribution of infrastructure development in all areas

which indirectly also provides an opportunity for the Company

to continue to improve its performance and expand its

business portfolio. The domestic economic excitement was also

influenced by the development of digital business. The presence

of the digital era in the national business industry contributes to

greater access and opportunity for consumers. This condition

certainly has its own advantages for PT EDI Indonesia who has

experience in running business activities in providing e-business

services.

focus on eLevating tHe QuaLitY of Products and servicesIn 2017, PT EDI Indonesia puts the theme of ‘strengthening

corporate capabilities through Products and service

Quality‘. The theme is a manifestation of the joint commitment

of all employees of the Company to always focus on providing

excellent products and services for business partners. It is also

in line with the vision and mission of PT EDI Indonesia to be

the leading provider of e-business services in Asia by delivering

innovative, international-standard e-business services by

upholding Good Corporate Governance to provide sustainable

added value for stakeholders. Therefore, PT EDI Indonesia may

truly be ‹All About e-Business Solutions› for all. The focus of

service and product quality improvement is also supported by

Corporate Value of the Company by carrying the tag line ‹S I

A P›, namely Synergy for Goals, Integrity for People, Action for

Better, Performing for Excellence and has been run well by all

officials and employees in PT EDI Indonesia. It is supported by

experienced resources in Application Development, Customs,

Supply Chain Management and Port.

Performance of the company

The Board of Directors continuously manages the Company

by prioritizing principle of prudence and professionalism that

refers to the prevailing laws and regulations. The management

covers the financial and operational aspects. The success of the

Board of Directors in managing the Company can be seen from

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Perseroan dengan baik dapat terlihat dari penilaian tingkat

perusahaan yang berpedoman pada Surat Keputusan Menteri

Badan Usaha Milik Negara Nomor KEP-100/MBU/2002 tanggal

4 Juni 2002 tentang Penilaian Tingkat Kesehatan Sadan Usaha

Milik Negara. Perseroan berhasil mendapatkan skor 96,00,

digolongkan ‘Sehat’ dengan mendapatkan predikat aaa.

Indikator dan bobot penilaian tingkat kesehatan Perusahaan

untuk ke tiga aspek yang dinilai yakni aspek keuangan,

operasional dan administrasi. Selain itu, Perseroan juga telah

menyusun Rencana Kerja dan Anggaran Perusahaan (RKAP)

2017 yang disusun dan dilaksanakan sesuai dengan ketentuan

yang tercantum dalam Keputusan Menteri Badan Usaha Milik

Negara Republik Indonesia No. KEP-101/MSU/2002 tanggal 4

Juni 2002 tentang Penyusunan Rencana Kerja dan Anggaran

Perusahaan Badan Usaha Milik Negara. RKAP tahun 2017

telah mendapat pengesahan oleh Rapat Umum Pemegang

Saham sebagaimana dituangkan dalam risalah rapat Nomor:

HK.568/30/1/6/Pl.ll-17 KS-001/LEG/SISTEK-EDll/1/2017 tanggal

30 Januari 2017.

asPeK KeuanganSementara dari aspek keuangan, Perseroan telah berhasil

mencatatkan kinerja secara maksimal dengan pengelolaan yang

dilakukan secara profesional dan transparan. Berdasarkan, hasil

audit yang dilakukan oleh Kantor Akuntan Publik Purwantono,

Sungkoro & Surja, dengan opini wajar dalam semua hal yang

material, posisi keuangan, serta kinerja keuangan dan arus kas

konsolidasian untuk tahun yang berakhir pada tanggal tersebut

sesuai dengan Standar Akuntansi Keuangan di Indonesia.

Management telah menetapkan dan menjalankan kebijakan

transformasi bisnis sejak tahun 2015, dimana Management

berkonsentrasi meningkatkan portfolio sektor non pemerintah.

Secara garis besar, pendapatan Perseroan didukung oleh dua

sektor, yaitu sektor pemerintahan dan non pemerintahan.

Sampai dengan tahun 2014, kontribusi sektor pemerintahan

kepada total pendapatan adalah 85%. Seiring kebijakan

transformasi bisnis yang diterapkan Management, kontribusi

sektor non pemerintah meningkat setiap tahunnya. Pada

tahun 2017, sektor non pemerintah berkontribusi sebesar

34,8% kepada total pendapatan. Transformasi bisnis yang

diterapkan Management, antara lain perluasan pasar swasta

melalui produk masal dan transformasi Kantor Regional dari

service center menjadi profit center. Management menerapkan

3 kebijakan terkait produk masal, yaitu : self development,

kolaborasi dengan Perseroan di dalam maupun luar negeri, dan

kerjasama dengan prisipal internasional. Pada semester 1 2017

the Company’s rating based on the Decree of the Minister of

State Owned Enterprises No. KEP-100/MBU/2002 dated June

4, 2002, on Assessment on Health Index of State-Owned

Enterprises. The Company managed to get a score of 96.00,

classified as ‘Healthy’ with predicate aaa. The indicator and

value of the Company’s health index for the three assessed

aspects are financial, operational and administrative aspects. In

addition, the Company has also drafted the Company’s Work

Plan and Budget (RKAP) 2017 that is prepared and implemented

in accordance with the provisions stipulated in the Decree of the

Minister of State Owned Enterprises of the Republic of Indonesia

No. KEP-101/MSU/2002 dated June 4, 2002, on Preparation of

Work Plan and Budget of State-Owned Enterprises. RKAP 2017

has been approved by the General Meeting of Shareholders as

set forth in minutes of the meeting No. HK.568/30/1/6/Pl.ll-17

KS-001/LEG/SISTEK-EDll/1/2017 dated January 30, 2017.

financiaL asPectMeanwhile, from the financial aspect, the Company has

successfully recorded the maximum performance with

professional and transparent management. Based on the results

of the audit conducted by Public Accounting Firm Purwantono,

Sungkoro & Surja, with fair opinion in all material respects

opinion, financial position, as well as the financial performance

and the consolidated cash flows for the year ended on that date

in accordance with Indonesian Financial Accounting Standards.

The management has determined and operated a business

transformation policy since 2015, in which the Management

concentrates on increasing the non-government sector

portfolio. Broadly speaking, the Company’s revenue is supported

by two sectors, namely the government and non-government

sectors. Until 2014, the contribution of the government sector

to total revenue was 85%. As the business transformation

policy implemented by Management, the contribution of the

non-government sector increases every year. In 2017, the

non-government sector contributed 34.8% to total revenues.

Business transformations implemented by Management are,

among others, expansion of private market through mass

product and transformation of Regional Office from service

center to profit center. The Management implements 3

policies related to mass products, namely: self-development,

collaboration with the Company domestically and abroad, and

cooperation with international principals. In the first semester

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Secara keseluruhan, PT EDI Indonesia telah mencapai 90% target

yang diterapkan oleh Pemegang Saham untuk tahun 2017.

Capaian ini tidak lepas dari kondisi makro ekonomi Indonesia

dan dunia. Di tengah pertumbuhan ekonomi global dan

Indonesia yang konservatif, PT EDI Indonesia pada tahun 2017

berhasil membukukan pertumbuhan usaha sebesar 12,7% dari

tahun sebelumnya dan 92% pertumbuhan di sektor swasta.

Hal ini merupakan prestasi atas kinerja seluruh tenaga kerja

perusahaan. Budaya inovasi yang diterapkan oleh Manajemen

merupakan bagian dari transformasi bisnis. Manajemen secara

intensif mendorong setiap tenaga kerja PT EDI Indonesia untuk

berkontribusi aktif melalui penciptaan karya dan nilai tambah

baru bagi Perseroan.

imPLementasi tata KeLoLa PerusaHaan Yang baiK/GooD GovernAnCe CorPoorATe (gcg)Tata kelola Perusahaan yang baik atau GCG telah menjadi

bagian dari budaya PT EDI Indonesia dan dijalankan dengan

baik oleh seluruh pejabat maupun karyawan Perseroan.

Implementasi GCG sendiri mengacu pada Peraturan Menteri

BUMN PER-09/MBU/2012 tanggal 06 Juli 2012 Perubahan atas

Peraturan Menteri Negara Badan Usaha Milik Negara Nomor

PER-01/MBU/2011 Tentang Penerapan Tata Kelola Perusahaan

of 2017, mass product launch have been conducted, this has a

direct impact on private sector and Regional Offices. The private

sector grew exponentially by 92% over the previous year and

contributed 22.7% to total revenue. The contribution of the

private sector at the start of business transformation was 11%,

this doubled contribution demonstrates the performance and

commitment of the Management in developing the private

market. Overall the Regional Office grew by 26.8% in 2017, a

significant growth compared to the previous year’s growth of

14.8%. In addition to the Private sector and Regional Offices,

the Management is also strengthening in the Port sector and

extending services in the logistics sector. Ports and logistics

become new sectors that are the target of the company’s

business growth. The growth of e-commerce in today’s digital

trend makes the logistics sector to become one of the key

players. This is what makes port and logistics turn into the

concentration of non-government markets and is expected to

contribute greatly to the Company’s finances. Management

policy in 2017 has a positive impact on the Company’s financial

statements.

Overall, PT EDI Indonesia has reached 90% of the target

implemented by the Shareholders for 2017. This achievement

is inseparable from the macroeconomic conditions of Indonesia

and the world. Amid Indonesia’s conservative global and global

economic growth, PT EDI Indonesia managed to increase its

revenue by 12.7% in over the previous year and 92% growth in

the private sector. This is an achievement for the performance

of all workforces of the Company. The culture of innovation

implemented by the Management is part of the business

transformation. The management intensively encourages every

workforce of PT EDI Indonesia to actively contribute through the

creation of new works and added value to the Company.

imPLementation of good corPorate governance (gcg)

Good corporate governance or GCG has become part of the

culture of PT EDI Indonesia and is run properly by all officers

and employees of the Company. The implementation of GCG

itself refers to Regulation of the Minister of State-Owned

Enterprise No. PER-09/MBU/2012 dated July 6, 2012, on

Amendment to Regulation of the Minister of State-Owned

Enterprise No. PER-01/MBU/2011 on the Implementation of

PT ELECTRONIC DATA INTERCHANGE INDONESIA Laporan Tahunan 2017 Annual Report 19

telah dilakukan launching produk masal, hal ini berdampak

langsung kepada pendapatan sektor swasta dan Kantor

Regional. Sektor swasta bertumbuh secara ekponensial sebesar

92% dari tahun sebelumnya dan berkontribusi sebesar 22,7%

terhadap total pendapatan. Kontribusi sektor swasta pada awal

transformasi bisnis adalah 11%, kontribusi yang bertumbuh

dua kali lipat ini menunjukan kinerja dan komitmen Manajemen

di dalam mengembangkan pasar swasta. Secara keseluruhan

Kantor Regional bertumbuh sebesar 26,8% pada tahun 2017,

pertumbuhan yang signifikan dibandingkan pertumbuhan tahun

sebelumnya sebesar 14,8%. Selain sektor Swasta dan Kantor

Regional, Management juga melakukan penguatan di sektor

Kepelabuhanan dan melakukan perluasan layanan di sektor

logistic. Kepelabuhan dan logistik menjadi sektor baru yang

menjadi sasaran pertumbuhan usaha perusahaan. Pertumbuhan

e-commerce dalam trend digital saat ini, menjadikan sektor

logisitk salah satu pemain kunci. Hal inilah yang menjadikan

kepelabuhanan dan logistik menjadi konsentrasi pasar non

pemerintahan dan diharapkan memberikan kontribusi yang

besar kepada keuangan perusahaan. Kebijakan Manajemen

pada tahun 2017 memberikan dampak positif kepada laporan

keuangan Perseroan.

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Yang Baik (Good Corporate Governance) Beberapa inisiatif

serta improvment internal juga dilakukan guna memaksimalkan

penerapan GCG yang dimiliki seperti Infrastruktur untuk

mendukung pelaksanaan GCG yakni Board of Manual BOD dan

BOC, Pedoman Tata Kelola Perusahaan yang Baik, Pedoman

Etika Perilaku / CoC (Code of Conduct), Pedoman Penanganan

Gratifikasi, Pedoman LHKPN, Pedoman WBS, Pedoman

Perlindungan Saksi dan Pelapor dan Pedoman Penanganan

Benturan Kepentingan. Dengan adanya Pedoman tersebut,

seluruh insan PT EDI Indonesia dapat menjalankan tugas dan

kewajibannya dengan baik sesuai fungsi masing-masing.

Dalam rangka mengevaluasi pelaksanaan GCG, PT EDI Indonesia

juga secara berkala melakukan asesmen. Pelaksanaan asesmen

GCG di Perseroan mengacu pada Peraturan Menteri Negara

BUMN Nomor PER-09/MBU/2012 tentang Perubahan atas

Peraturan Menteri Negara BUMN Nomor PER -01/MBU/2011

tentang Penerapan Tata Kelola Perusahaan yang Baik (Good

Corporate Governance) pada Badan Usaha Milik Negara. Pada

tahun 2017 asesmen GCG dilakukan dengan melibatkan pihak

di luar yaitu dengan menunjuk PT Multi Utama Indojasa (MUC

Consulting Group). Dari ke-enam aspek pokok yang menjadi

bahan penilaian, PT EDI Indonesia periode tahun 2017 adalah

sebesar 84,329 dari total bobot yaitu sebesar 100 yang setara

dengan 84,329% sehingga secara overall hasil assessment

Implementasi PT EDI Indonesia mendapatkan Klasifikasi Kualitas

Penerapan GCG “baik”. PT EDI Indonesia memiliki komitmen

nyata untuk selalu mengimplementasikan GCG dengan baik

sesuai peraturan perundang-undangan yang berlaku serta best

practice di masa-masa mendatang.

Komitmen menjaLanKan Program csrPada tahun 2017, PT EDI Indonesia sudah menjalankan tanggung

jawab sosial perusahaan (Corporate Social Responsibility/

CSR) secara terukur sehinngga implementasi program yang

dijalankan bisa tepat sasaran sesuai dengan kebutuhan

masyarakat. Program CSR yang telah dijalankan yakni meliputi

aspek lingkungan, kemasyarakat serta ketenagakerjaan. Selama

tahun 2017, telah menyalurkan dana sebesar Rp 11.275.000

untuk berbagai kegiatan kemasyarakatan dan lingkungan. Tidak

hanya itu, sebagai Perseroan yang bergerak di bidang jasa, PT

EDI Indonesia tentunya sangat menyadari kegiatan bisnis yang

dilakukan kerap bersentuhan langsung dengan konsumen. Oleh

karenanya pelayanan merupakan hal yang esensial dan penting

untuk selalu ditingkatkan kualitasnya. Guna mengetahui

kualitas pelayanan yang dimiliki, Perseroan melaksanakan

pengukuran kepuasan pelanggan dengan melakukan survei

kepuasaan pelanggan. Kegiatan ini merupakan elemen penting

Good Corporate Governance. Several initiatives and internal

improvements are also made to maximize GCG implementation

such as Infrastructure to support the implementation of GCG

namely Board of Manual for Board of Directors and Board of

Commissioners, Good Corporate Governance Code, Code of

Conduct, Gratification Handling Guidelines, LHKPN Guidelines,

WBS Guidelines, Witness and Whistleblower Protection

Guidelines and Conflict of Interest Handling Guidelines. With

these guidelines, all employees of PT EDI Indonesia can perform

their duties and obligations well according to their respective

functions.

In order to evaluate the implementation of GCG, PT EDI

Indonesia also periodically conducts assessments. The

implementation of the GCG assessment in the Company refers

to the Regulation of the Minister of State-Owned Enterprise

No. PER-09/MBU/2012 on the Amendment to the Regulation of

the Minister of State-Owned Enterprise No. PER-01/MBU/2011

on the Implementation of Good Corporate Governance in

State-Owned Enterprises. In 2017, the GCG assessment was

conducted an external party, namely PT Multi Utama Indojasa

(MUC Consulting Group). Of the six principal aspects of the

assessment, PT EDI Indonesia obtained 84.329 of the total

value of 100, equal to 84.329%, hence the results of overall

assessment on PT EDI Indonesia received “Good” classification

for the quality of GCG implementation. PT EDI Indonesia has

a real commitment to always implement GCG properly in

accordance with applicable laws and regulations as well as best

practice in the future.

commitment on csr ProgramIn 2017, PT EDI Indonesia carried out Corporate Social

Responsibility/CSR in a measured way so that the implementation

of the program can be properly targeted according to the needs

of the community. CSR programs that have been implemented

including environmental, community and employment aspects.

In 2017, it disbursed Rp11,275,000 for various community

and environmental activities. Not only that, as a company that

engaged in services, PT EDI Indonesia is very aware of business

activities that are often in direct contact with consumers.

Therefore, the quality of service is essential and important to be

improved continuously. In order to know the quality of service

owned, the Company measures the customer satisfaction by

conducting customer satisfaction survey. This activity is an

important element in providing better, more efficient and more

effective service and also serves a form of corporate social

responsibility. The results of the Customer Satisfaction Survey

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dalam menyediakan pelayanan yang lebih baik, lebih efisien

dan lebih efektif. Kegiatan ini sekaligus bentuk tanggung jawab

sosial pada Perseroan. Berdasarkan hasil Survei Kepuasan

Pelanggan Periode tahun 2017, Indeks Kepuasan Pelanggan

PT EDI Indonesia Tahun 2017 berdasarkan 3 (tiga) aspek

pelayanan yaitu aspek produk utama, aspek customer service

dan aspek call center adalah 4,27 (Kategori Sangat Puas), jika

dibandingkan dengan tahun 2016, Indeks kepuasan pelanggan

ini mengalami kenaikan sebesar 0,20. Hal ini membuktikan

kualitas pelayanan Perseroan semakin baik dan terus mendapat

apresiasi dari konsumen.

ProYeKsi bisnis 2018 Era digital dan Industry 4.0 yang yang sedang dihadapi saat ini

merupakan era emas bagi perusahaan. PT EDI Indonesia sebagai

Perseroan IT yang terkemuka dan terdepan di Indonesia selalu

memajukan nilai tumbuh bersama kepada seluruh pemangku

kepentingan (stakeholder) dan dengan lincah senantiasa

beradaptasi untuk memberikan nilai-nilai baru. Kolaborasi

menjadi strategi yang terus dimajukan oleh Management.

Melalui kolaborasi terjadi percepatan perpindahan teknologi

dan keahlian dalam menciptakan karya baru, hal ini membuat

perusahaan mampu mempertahankan posisinya di tengah

persaingan usaha. PT EDI Indonesia juga semakin memasuki pasar

global, terutama pasar Asia, melalui kolaborasi yang dibangun.

Saat ini PT EDI Indonesia telah memasuki pasar Singapura,

Filipina, Malaysia, Taiwan, Mesir, dan Yordania. Management

akan terus mengembangkan pasar global untuk mewujudkan

visi perusahaan, yaitu : Menjadi Penyedia Layanan eBusiness

yang terkemuka di Asia. Melalui inovasi berkesinambungan,

tenaga kerja yang berkualitas dan komitmen yang kuat di

dalam menjalankan tata kelola perusahaan yang baik, PT EDI

Indonesia merupakan Perseroan dengan potensi pertumbuhan

dan keberlangsungan perusahaan yang baik.

PerubaHan KomPosisi direKsi

Selama tahun 2017 tidak terdapat perubahan komposisi Direksi

PT EDI Indonesia. Adapun komposisi anggota Direksi PT EDI

Indonesia hingga 31 Desember 2017 adalah sebagai berikut:

nama / name jabatan / Position dasar Hukum Pengangkatan

E. Helmi WantonoDirektur Utama / President

DirectorAkta Notaris Nomor 2 Tanggal 2 Desember 2014 / Notarial Deed No.2

dated December 2, 2014

Elon Manurung Direktur Keuangan dan

Pendukung / Finance and Support Director

Akta Notaris Nomor 27 tanggal 17 Februari 2015 / Notarial Deed No. 27 dated February 17, 2015

for the Period of 2017, Customer Satisfaction Index of PT EDI

Indonesia in 2017 based on 3 (three) aspects of service, namely

the main product aspect, customer service aspect and call center

aspect was 4.27 (Categorized as Very Satisfied). Compared to

that of 2016, this index of customer satisfaction increased by

0.20. This proves that the service quality of the Company is

better and continues to receive appreciation from consumers.

Projection for 2018 The current digital era and Industry 4.0 is a golden era for

the Company. PT EDI Indonesia as a foremost and leading IT

Company in Indonesia always advances the value of growing

together to all stakeholders and is agile in adapting to providing

new values. Collaboration into a strategy that continues to be

advanced by the Management. Through collaboration, there is

an acceleration of technology transfer and expertise in creating

new works, this enables the Company to maintain its position

in the midst of business competition. PT EDI Indonesia is also

increasingly entering the global market, especially the Asian

market, through its built-in collaboration. Currently, PT EDI

Indonesia has entered the markets of Singapore, Philippines,

Malaysia, Taiwan, Egypt and Jordan. The Management will

continue to develop the global market to realize the Company’s

vision, namely: To become a leading eBusiness service provider

in Asia. Through continuous innovation, quality workforce and

strong commitment in carrying out good corporate governance,

PT EDI Indonesia is a company with good growth potential and

a sustainable.

cHange in tHe board of directors comPosition There was no change in the Board of Directors composition in

2017. Composition of the Board of Directors of PT EDI Indonesia

as of December 31, 2017 is as follows:

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aPresiasiSebagai penutup Laporan Tahunan 2017, Direksi memberikan

penghargaan yang setinggi-tingginya atas kepercayaan,

komitmen dan kerja sama dari seluruh pemangku kepentingan,

khususnya kepada jajaran tim manajemen dan seluruh

karyawan yang telah bekerja keras sehingga PT EDI Indonesia

mencatatkan kinerja yang baik di tahun 2017. Begitu pula

dengan Dewan Komisaris, kami sampaikan terima kasih dan

apresiasi yang setinggi-tingginya atas arahan yang telah

diberikan oleh Dewan Komisaris. Arahan tersebut sangat

memberikan kontribusi dalam pencapaian kinerja Perseroan,

sehingga mampu meningkatkan kinerja Perseroan di 2017.

PT EDI Indonesia berkomitmen untuk terus mengoptimalkan

segala potensi yang dimiliki agar bisa menjadi penyedia layanan

e-business yang terkemuka di Asia dengan menghadirkan

produk dan layanan berkualitas internasional serta memberikan

kontribusi terbaik bagi pembangunan bangsa.

aPPreciationAs the final remarks, the Board of Directors would like to extend

sincere appreciation for the trust, commitment and cooperation

of all stakeholders, especially to the management team and

all employees who have worked hard so that PT EDI Indonesia

performed well in 2017. The same appreciation also goes to

the Board of Commissioners for the direction given to us.

Such directive contributed greatly to the achievement of the

Company’s performance, thereby enhancing the Company’s

performance in 2017.

PT EDI Indonesia is committed to continuously optimize its

potential to become Asia’s leading e-business service provider

by delivering international quality products and services and

making the best contribution to the nation’s development.

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03profIL perusahaanC o m p a n y P r o f i l e

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Profil PerusahaanCompany Profile

nama Perusahaan / Company name

Pt electronic data interchange indonesia (edii)

tanggal Pendirian / date of establishment

1 Juni 1995 / June 1, 1995

dasar Hukum Pendirian / Legal basis of establishment

Akta pendirian No.1 Tanggal 1 Juni 1995 yang dibuat dihadapan Ny. Sulami Mustafa. SH, Notaris di Jakarta / Deed of Establishment No.1 Dated June 1, 1995 drawn up before Mrs. Sulami Mustafa SH, Notary in Jakarta

bidang usaha / Line of business

Pertukaran Data Elektronik, Teknologi Informasi / Electronic Data Exchange, Information Technology

alamat Kantor Pusat / address of Head office

Wisma SMR 10th & 3rd Floor, Jl. Yos Sudarso Kav. 89, RT.10/RW.11, Sunter Jaya, Tj. Priok, Kota Jkt Utara, Daerah Khusus Ibukota Jakarta 14350

nomor telepon / telephone number

(021) 6505829

Kantor cabang / branch office

1. medan Gedung WIKA 2nd Floor Jl.Krakatau No.15 Medan 20234 Telp. +62-61 664-0395, Fax. +62-61 664-0396, [email protected] 2. Purwakarta Perumahan Bumi Inti Persada. Ruko No.15 Jl. Raya Cibening Bungursari, Purwakarta,

Jawa Barat. Telp. +628157000287 / +628157000288, [email protected] 3. semarang Wisma HSBC Lt. 5/505 Jl.Gajah Mada No.135 Semarang 50134 Telp. +62-24 845-0580 Fax. +62-24 845-0581 [email protected] 4. surabaya Permata Bintoro Kav.101 & 102 Jl.Ketampon, Surabaya 60264

Telp. +62-31 566-7474, Fax. +62-31 566-2198, [email protected]

Pemegang saham / shareholders

PT Pelabuhan Indonesia II (Persero) 51% dan PT Sisindokom Teknologi 49% / PT Pelabuhan Indonesia II (Persero) 51% and PT Sisindokom Teknologi 49%

modal dasar / authorized capital

Rp100.000.000.000

modal ditempatkan dan disetor Penuh / issued and fully Paid capital

Rp25.000.000.000

email1. [email protected]. [email protected]. [email protected]

website www.edi-indonesia.co.id

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Sekilas PT eDI Indonesia PT EDI Indonesia at a Glance

PT EDI Indonesia didirikan pada tanggal 1 Juni 1995 sebagai

perusahaan pelopor dalam mengembangkan Jasa Pertukaran

Data Elektronik (PDE) di Indonesia yang merupakan anak

perusahaan dari PT Pelabuhan Indonesia II (Persero). Dengan

pengalaman lebih dari 18 tahun, PT EDI Indonesia telah

memberikan beragam solusi kepada para pelanggannya di

bidang e-business mulai dari Konsultansi bidang IT, Training,

Pengembangan Software, Implementasi dan Integrasi Sistem,

IT Managed Service hingga penyelenggaraan layanan PDE

berbasis teknologi Value Added Network / VAN, EDI Over

Internet, Web Services / SOA (Service Oriented Architecture) dan

layanan berbasis Cloud Services. Dan demi menjamin keamanan

informasi dari seluruh Pelanggan, PT. EDI Indonesia kini telah

mendapat sertifikasi iso 27001:2013. Dalam kurun waktu

tersebut dengan layanan Pertukaran Data Elektronik 60 x 24 x

7, kami mendukung kegiatan perdagangan, khususnya fasilitasi

perdagangan internasional. Pengguna jasa PT EDI Indonesia

saat ini meliputi instansi pemerintah, BUMN, importir, eksportir,

perusahaan pelayaran, bank, perusahaan farmasi, perusahaan

retail, asuransi dan otomotif antara lain Kementerian

PT EDI Indonesia is a subsidiary of PT Pelabuhan Indonesia II

(Persero) that was established on June 1, 1995 as a pioneer

company in developing Electronic Data Exchange Services (PDE)

in Indonesia. With more than 18 years of experience, PT EDI

Indonesia has provided various solutions to its customers in

the field of e-business ranging from IT Consultancy, Training,

Software Development, Implementation and System Integration,

IT Managed Service to the implementation of PDE services based

on Value Added Network technology/VAN, EDI Over Internet,

Web Services/SOA (Service Oriented Architecture) and Cloud

Services-based services. To ensure the security of information

from all Customers, PT. EDI Indonesia has now been certified ISO

27001: 2013. During that time with the 60 x 24 x 7 Electronic

Data Exchange service, we support trading activities, especially

international trade facilitation. Service users of PT EDI Indonesia

currently include government agencies, SOEs, importers,

exporters, shipping companies, banks, pharmaceutical

companies, retail companies, insurance and automotive such

as Ministry of Finance, Ministry of Trade, Ministry of Health,

Ministry of Post and Telecommunication, BPOM, Karantina,

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Keuangan, Kementerian Perdagangan, Kementerian Kesehatan,

Kementerian Pos dan Telekomunikasi, BPOM, Karantina,

Unilever, Nestle, Matahari, Giant, Lotte, Philips, Coca Cola,

Toshiba, Indomaret, Toyota, AHM, Bakrie, serta komunitas

bank yakni Bank Mandiri, BRI, Bank Mega, Deutsche Bank,

JP Morgan, Citibank, Bank ANZ, Bank Panin, BCA, Standard

Chartered, Bank Mizuho, CIMB Niaga, Mitsui Bank, Bank

Of Tokyo Mitsubishi UFJ, Bank BNI, Bank Danamon. PT EDI

Indonesia juga memperluas target pemasaran ke internasional

dengan memberikan layanan yang menghubungkan

perusahaan dengan partner bisnis baik di dalam maupun luar

negeri diantaranya dengan menjalin kerjasama interkoneksi

ke beberapa e-business provider di negara lain, seperti CIECC

di China (terhubung langsung dengan 14 Propinsi di China),

NACCS di Jepang, KTNet di Korea Selatan, InterCommerce di

Philipina, dan KGH di Swedia yang terhubung ke semua negara

Uni Eropa. Dengan adanya kerjasama interkoneksi tersebut

memungkinkan masyarakat usaha di Indonesia bertukar

dokumen/informasi dengan partner bisnis secara reliable,

aman, dan terpercaya secara otomatis dari aplikasi ke aplikasi.

Solusi yang kami miliki untuk layanan e-business di dukung

oleh sumberdaya yang berpengalaman di bidang Application

Development, Kepabeanan, Supply Chain Management dan

Kepelabuhanan. PT EDI Indonesia senantiasa memperbaharui

layanan sesuai dengan perkembangan Teknologi Informasi

yang terus berkembang untuk kebutuhan yang diperlukan

dalam rangka kemudahan dan percepatan kegiatan bisnis,

seiring dengan motto kami “All About e-Business Solutions”.

Unilever, Nestle, Matahari, Giant, Lotte, Philips, Coca Cola,

Toshiba, Indomaret, Toyota, AHM, Bakrie as well as Bank

Mandiri, BRI, Bank Mega, Deutsche Bank, JP Morgan, Citibank,

Bank ANZ, Bank Panin, BCA, Standard Chartered, Mizuho Bank,

CIMB Niaga, Mitsui Bank, Bank Of Tokyo Mitsubishi UFJ, Bank

BNI, and Bank Danamon. PT EDI Indonesia also expands its

marketing target to the international by providing services that

connect the company with business partners both domestically

and abroad, among others by establishing interconnection

cooperation to several e-business providers in other countries

such as CIECC in China (directly connected with 14 provinces in

China), NACCS in Japan, KTNet in South Korea, InterCommerce

in the Philippines, and KGH in Sweden that is connected to

all EU countries. This interconnection cooperation enables the

business community in Indonesia to exchange documents/

information with business partners reliably, safely and trusted

automatically from application to application. Our solutions for

e-business services are supported by experienced resources in

Application Development, Customs, Supply Chain Management

and Ports. PT EDI Indonesia constantly updates its services in line

with the ever-evolving Information Technology developments

for the needs that are needed in order to facilitate and accelerate

business activities, in line with our motto “All About e-Business

Solutions”.

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Berdasarkan Anggaran Dasar Perusahaan yang tercantum

dalam akta nomor 33 Tanggal 27 April 2009 pasal 3 ayat 2

yaitu, PT EDI Indonesia menjalan kegiatan usaha yaitu:

A. Menjalankan usaha perteknikan dan konsultasi di bidang

penggunaan jasatelekomunikasi dan/atau jasa tranportasi,

jasa teknologi informasi, serta jasa teknologi informasi

untuk pelayanan administrasi efek.

B. Menjalankan usaha perdagangan impor, ekspor, distribusi

dari alat-alat dan peralatan telekomunikasi.

C. Menjalankan usaha pemasangan instalasi dan peralatan

dibidang telekomunikasi.

D. Menjalankan usaha usaha lain yang bersifat komplementer

dan/atau pengembangan dalam arti kata seluas-luasnya.

Based on the Company’s Articles of Association as stated in

deed No. 33 dated April 27, 2009 article 3, paragraph 2, PT EDI

Indonesia runs the following business activities:

A. Conducting engineering business and consulting in the

field of use of telecommunication and/or transportation

services, information technology services, and information

technology services for securities administration services.

B. Conducting business of import, export, distribution of

telecommunication equipment and tools.

C. Running installation business and installation of equipment

in the field of telecommunications.

D. Conducting other business enterprises that are

complementary and/or development in the broadest sense

of the word.

Visi dan Misi Vision and Mission

Kegiatan usahaBusiness Activities

vIsIMIsI

Vision

Mission

Memberikan layanan e-business yang inovatif,

berstandar internasional dengan menjunjung

tingg Good Corporate Governance untuk

memberikan nilai tambah berkelanjutan bagi

stakeholders / Providing innovative e-business

service with international standard by upholding

Good Corporate Governance to provide

sustainable added value to stakeholders

Menjadi Penyedia Layanan e-business yang

terkemuka di Asia /

To be the Leading e-business Service Provider

in Asia

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Produk dan LayananProducts and Services

ProduK1. EDI ENABLER (eXtreme, eXperteXchange)

2. Trade2Gov (eLicensing, LRIT)

3. Trade2SCM (B2B Integration)

4. Trade2Port (Cargolink, TPFT Online, PLP Online, IMRK, TPS

Online)

5. Trade2Web (AFR, IT Inventory)

6. Perbankan & Asuransi (Smartpay, e-RTE, e-Tax, MPNG2,

CMOS)

7. Other Product (MIR/Do It, Simars, ISG (Information Service

Gateway))

8. e-Reporting T2G

9. PLB Inventory

10. EPC (PT EDI INDONESIA Portal Community)

LaYanan1. Call Center

2. Monitoring System

3. Disaster Recovery Center

new Products 20171. Syarani

2. TPB Marketplace

3. Do-IT

4. IS3 (e-Seal)

5. E-Declaration

ProduK1. edi enabler

EDI Enabler adalah tools atau aplikasi yang diperlukan pengguna

(trading partner) dalam rangka melakukan pertukaran dokumen

secara elektronik. EDI Enabler ini memiliki 2 fungsi utama,

yaitu sebagai Translator (memungkinkan EDI Enabler untuk

melakukan translasi dari satu format data/dokumen ke format

data/dokumen lainnya. Baik dari format inhouse aplikasi ke

suatu format standar (UN/EDIFACT, ANSI X.12, dll) lainnya dan

sebaliknya) dan Communicator (memungkinkan EDI Enabler

untuk connect ke jaringan EDI untuk mempertukarkan data/

dokumen secara elektronik antar trading partner dalam satu

mekanisme komunikasi yang handal dan aman).

Products1. EDI ENABLER (eXtreme, eXperteXchange)

2. Trade2Gov (eLicensing, LRIT)

3. Trade2SCM (B2B Integration)

4. Trade2Port (Cargolink, TPFT Online, PLP Online, IMRK, TPS

Online)

5. Trade2Web (AFR, IT Inventory)

6. Banking & Insurance (Smartpay, e-RTE, e-Tax, MPNG2,

CMOS)

7. Other Product (MIR/Do It, Simars, ISG (Information Service

Gateway))

8. e-Reporting T2G

9. PLB Inventory

10. EPC (PT EDI INDONESIA Portal Community)

services1. Call Center

2. System Monitoring

3. Disaster Recovery Center

new Products 20171. Syarani

2. TPB Marketplace

3. Do-IT

4. IS3 (e-Seal)

5. E-Declaration

Products1. edi enabler

EDI Enabler serves as tool or application used by trading

partners to exchange document electronically. EDI Enabler has

2 main functions, namely as a translator (enables EDI Enabler

to translate one data or document format to another, either

it is from an in-house application format or to other standard

format (UN/EDIFACT, ANSI X.12, etc.) vice versa and as a

communicator (enables EDI Enabler to connect user to the

EDI network to exchange data or document electronically,

between one trading partners to another, in a secured reliable

communication system).

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• eXtreme

eXtreme 2.0 is an application developed and recommended by

PT EDI Indonesia as an alternative of EDI Enabler for user who

exchange document electronically. eXtreme 2.0 connects to

EDII network owned by PT EDI Indonesia (PT EDI INDONESIA)

using http/s protocol and web-services technology. Therefore,

users only need to access public internet network. Users of the

system who already have their own internet connection (either

leased-line or dial-up) does not require additional cost when

they use eXtreme 2.0.

eXtreme 2.0 is also able to establish direct connection to network

of PT EDI INDONESIA without public internet, namely by using

dial-up service to dial-access-number of PT EDI INDONESIA

that is available in many regions of large cities in Indonesia, or

by using national access number: 080988908 (tariff Rp150/

minute). eXtreme 2.0 uses XSLT to translate those as follows:

- Flatfile - UN/EDIFACT

- Flatfile - XML/EDI

- XML - XML/EDI

- XML/EDI

- Binary

Moreover, eXtreme 2.0 has features to do direct translation

from table application structure to data or document format,

vice versa.

Some of those features are:

- Encrypted data (3DES, DES, RC4, etc.)

- Guarantee of data or document received by trading partners

- Notifications via e-mail or SMS

- Integration to internal system

- “Pre/Post Command” feature to facilitate other application

• eXtreme

eXtreme 2.0 merupakan aplikasi yang dikembangkan dan

direkomendasikan oleh PT EDI Indonesia sebagai salah satu

alternatif EDI Enabler untuk pengguna yang akan melakukan

pertukaran dokumen secara elektronik. eXtreme 2.0 melakukan

koneksi ke jaringan EDI milik PT EDI Indonesia (PT EDI INDONESIA)

menggunakan protokol http/s memanfaatkan teknologi web-

services. Untuk itu pengguna hanya memerlukan jaringan publik

internet. Pengguna yang sudah memiliki jaringan internet (baik

leased-line atau dial-up), maka menggunakan eXtreme 2.0

tidak memerlukan penambahan investasi lagi.

eXtreme 2.0 juga dapat melakukan koneksi secara langsung ke

jaringan PT EDI INDONESIA tanpa melalui publik internet, yaitu

melalui dial-up ke dial-access-number PT EDI INDONESIA yang

terdapat di banyak wilayah kota besar di Indonesia atau akses

nasional di nomor 080988908 (tarif Rp 150,-/menit). eXtreme

2.0 menggunakan teknologi XSLT untuk melakukan translasi:

- Flatfile - UN/EDIFACT

- Flatfile - XML/EDI

- XML - XML/EDI

- XML/EDI

- Binary

Selain itu eXtreme 2.0 juga memiliki fitur untuk melakukan

translasi langsung dari struktur tabel aplikasi ke format data/

dokumen dan berlaku juga sebaliknya.

Beberapa fitur yang dimiliki antara lain:

- Enkripsi data (3DES, DES, RC4, dll)

- Jaminan data/dokumen diterima trading partner

- Notifikasi melalui Email atau SMS

- Dapat diintegrasikan dengan sistem internal

- Memiliki “Pre/Post Command” untuk memudahkan

menjalankan aplikasi lain.

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• eXperteXchange (X2)

eXpert eXchange (X2), is an Internet-based EDI Enabler and can

be used by service users in transactions of Customs documents

(BC 1.0, BC 1.1, BC 2.0, BC 2.3, BC 3.0) and other EDI-based

document transactions. The advantage of eXpert eXchange

(X2) from earlier EDI Enabler is that it is compatible with 32-bit

or 64-bit Operating System and Certified Security System (SSL

Certificate).

There are two types of SSL Certificate, namely:

Self-signed

- Published by PT EDI INDONESIA

- Valid for a lifetime

- Issued maximum 1 working day by PT EDI INDONESIA

Trusted Certificate

- Issued by CA Issuer

- Valid for 1 year and must be renewed every year

- Issued 1-2 business days by CA Issuer

2. trade 2 gov

PT EDI Indonesia has been working with the Government in

developing applications that are used for public services in

various fields in ministries.

Lrit (Pt edi indonesia as recognize asP)

LRIT (Long Range Identification and Tracking of Ships) is a system

of long-range identification and tracking of ships involving

Indonesian-flagged ships and foreign-flagged ships entering

and leaving Indonesian waters.

http://www.lrit-indonesia.com

• eXperteXchange (X2)

eXpert eXchange (X2), adalah sebuah EDI Enabler berbasis

internet dan dapat digunakan oleh pengguna jasa dalam

melakukan transaksi pengiriman dokumen Kepabeanan (BC 1.0,

BC 1.1, BC 2.0, BC 2.3, BC 3.0) maupun transaksi pengiriman

dokumen lainnya yang berbasis EDI. Keunggulan eXpert

eXchange (X2) dari EDI Enabler sebelumnya adalah compatible

dengan Operating System 32-bit ataupun 64-bit dan Security

System yang bersertifikasi (SSL Certificate).

Ada dua jenis SSL Certificate, yaitu :

Self-signed

- Diterbitkan oleh PT EDI INDONESIA

- Berlaku selamanya (lifetime)

- Diterbitkan maksimal 1 hari kerja oleh PT EDI INDONESIA

Trusted Certificate

- Diterbitkan CA IssuerI

- Berlaku 1 tahun dan harus diperpanjang tiap tahunnya

- Diterbitkan 1-2 hari kerja oleh CA Issuer

2. trade 2 gov

PT EDI Indonesia telah bekerjasama dengan Pemerintah dalam

mengembangkan aplikasi yang digunakan untuk pelayanan

publik di berbagai bidang di kementerian-kementerian.

Lrit (Pt edi indonesia as recognize asP)

LRIT (Long Range Identification and Tracking of Ships)

merupakan sistem identifikasi dan penjejakan kapal jarak jauh

yang melibatkan kapal-kapal berbendera Indonesia dan kapal-

kapal berbendera asing yang masuk dan keluar wilayah perairan

Indonesia.

http://www.lrit-indonesia.com

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e-Licensing

Several ministries that use service of PT EDI INDONESIA as

consultant and developer for system development.

Among others:

• Ministry of Trade

- inatrade is an online electronic export and/or import

licensing service system at the Ministry of Trade. http://

inatrade.kemendag.go.id

- esKa is an application for online submission and

issuance of Certificate of Origin. http://e-ska.kemendag.

go.id

- siPo is an Online Licensing and Non-Licensing

Integration System for SIUP, TDP, Franchise and Modern

Stores. http://sipo.kemendag.go.id

- aPi online is an Application for submission and issuance

of Web-based Online Importer Identity Number. http://

api.kemendag.go.id/

- siPt (Sistem Informasi Perizinan Terpadu/Integrated

Licensing Information System) is an online licensing

issuance service owned by the Ministry of Trade which

issues domestic trade licenses such as Agency/Distributor

Registration Letters and Trading License for Alcoholic

Beverage. http://sipt.kemendag.go.id

• Ministry of Health

- regalkes is the Medical Device Registration Application

and Online PKRT that is built to facilitate public services

in the licensing process that issues Certificates of

Production of Medical Devices and Household Health

Supplies (PKRT), Medical Devices Distributors License

(PAK License) as well as Circulatory License for Medical

Devices and PKRT Products. http://regalkes.depkes.go.id

- e-Pharm was built to facilitate public services in the

process of licensing of Import and Export of Narcotics,

Psychotropic and Pharmaceutical Precursors within the

Ministry of Health. http://e-pharm.kemkes.go.id

• Ministry of Forestry

- siLK (sistem informasi Legalitas Kayu / wood

Legality information system) is a system owned

by the Ministry of Forestry which aims to facilitate,

standardize and monitor the issuance of Wood Legality

verification documents. http://silk.dephut.go.id/

e-Licensing

Beberapa kementerian menggunakan jasa PT EDI INDONESIA

sebagai konsultan sekaligus developer untuk pengembangan

sistem mereka. Antara lain:

• Kementerian Perdagangan

- inatrade adalah sistem pelayanan perijinan ekspor

dan/atau impor pada Kementerian Perdagangan secara

elektronik yang dilakukan secara online. http://inatrade.

kemendag.go.id

- esKa adalah aplikasi pengajuan dan penerbitan Surat

Keterangan Asal secara online. http://e-ska.kemendag.

go.id

- siPo adalah Sistem Integrasi Perijinan dan Non-Perijinan

Online SIUP, TDP, Waralaba dan Toko Modern. http://

sipo.kemendag.go.id

- aPi online adalah Aplikasi pengajuan dan penerbitan

Angka Pengenal Importir Online berbasis web. http://

api.kemendag.go.id/

- siPt adalah Sistem Informasi Perizinan Terpadu adalah

layanan penerbitan perizinan online milik Kementerian

Perdagangan yang menerbitkan izin perdagangan dalam

negeri di antaranya Surat Tanda Pendaftaran Keagenan/

Distributor dan Surat Izin Usaha Perdagangan Minuman

Berakohol. http://sipt.kemendag.go.id

• Kementerian Kesehatan

- regalkes adalah Aplikasi Registrasi Alat Kesehatan

dan PKRT Online dibangun untuk memfasilitasi layanan

publik dalam proses perizinan yang menerbitkan

Sertifikat Produksi Alat Kesehatan dan Perbekalan

Kesehatan Rumah Tangga (PKRT), Izin Penyalur Alat

Kesehatan (Izin PAK) juga untuk Izin Edar Produk Alat

Kesehatan dan PKRT. http://regalkes.depkes.go.id

- e-Pharm dibangun untuk memfasilitasi layanan publik

dalam proses perizinan Impor dan Ekspor Narkotika,

Psikotropika dan Prekursor Farmasi di lingkungan

Kementerian Kesehatan. http://e-pharm.kemkes.go.id

• Kementerian Kehutanan

- siLK (sistem informasi Legalitas Kayu) adalah

sistem milik Kementerian Kehutanan yang bertujuan

untuk memfasilitasi, menstandarisasi, dan memonitor

penerbitan dokumen verifikasi Legalitas Kayu. http://silk.

dephut.go.id/

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• BP Batam

- siKmb sistem informasi Keluar masuk barang

(siKmb / information system of exit entrance)

owned by Batam Enterprises Agency (BP Batam) is a

web-based application system that functions to make

applications and issuance of business licenses in the

area of Free Zone of Batam, either export license, import

license, Business License (IU) including the determination

of import quotas. http://ftzbbk.bpbatam.go.id/

• Ministry of Marine and Fisheries

- PPK online is an integrated system between PPK Web

and Sisterkaroline owned by Puskari, useful for service

users to create and submit FishQuarantine Inspection

Application online. http://ppk.bkipm.kkp.go.id

3. trade2scm (b2b integration)

b2b integration

Solutions in the electronic exchange of information between

one party and another (trading partner) in a series of Supply

Chain Management (SCM) activities.

http://www.trade2scm.com

4. trade2Port (cargolink, tPft online, PLP online, imrK)

cargoLinK

cargoLink (Integrated Cargo release System) is an

application or system that manages and organizes Cargo Release

activities and expenditure activities in the seaport community.

This system can be used by TPS (Temporary Landfill) Officer,

Consignee (Importer, Exporter, PPJK), Trucking Company, and

Bank related to Cargo Release payment. The current system is

still done manually. In the process of implementation, consignee

takes a lot of time to remove the container. In addition, there

is still the possibility of errors (human error) in data re-input

• BP Batam

- siKmb sistem informasi Keluar masuk barang

(siKmb) milik Badan Pengusahaan Batam (BP Batam)

adalah sistem aplikasi berbasis web yang berfungsi untuk

melakukan permohonan dan penerbitan perizinan usaha

di wilayah Kawasan Bebas Batam, baik izin ekspor, izin

impor, Izin Usaha (IU) termasuk penentuan kuota impor.

http://ftzbbk.bpbatam.go.id/

• Kementerian Kelautan dan Perikanan

- PPK online adalah Sistem terintegrasi antara PPK

Web dengan Sisterkaroline milik Puskari, berguna bagi

pengguna jasa untuk membuat dan mengirimkan

Permohonan Pemeriksaan Karantina Ikan secara online.

http://ppk.bkipm.kkp.go.id

3. trade2scm (b2b integration)

b2b integration

Solusi dalam pertukaran informasi secara elektronik antara

satu pihak dengan pihak lain (trading partner) pada rangkaian

kegiatan Supply Chain Management (SCM).

http://www.trade2scm.com

4. trade2Port (cargolink, tPft online, PLP online, imrK)

cargoLinK

cargoLink (Integrated Cargo release System) adalah

aplikasi atau sistem yang mengelola dan mengatur kegiatan

dan proses pengeluaran barang Cargo Release di komunitas

kepelabuhanan. Sistem ini dapat digunakan oleh TPS (Tempat

Penimbunan Sementara) Officer, Consignee (Importir, Eksportir,

PPJK), Perusahaan Pengangkut Barang (Truck), dan Bank

yang terkait dengan pembayaran Cargo Release. Sistem yang

ada sekarang masih dilakukan secara manual. Dalam proses

pelaksanaannya, consignee membutuhkan banyak waktu

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activities. CargoLink helps speed up the processing time of

these items through applications that run electronically. This

application is an application that replaces the Cargo Release

process which is still manual to be electronic. Thus, reducing

the waiting time and accumulation of container in TPS. In this

system there is an integrated electronic document exchange

between Shipping Line, Consignee (Importer/Exporter/PPJK),

TPS, Bank, and Trucking in this portal.

http://www.cargolink.co.id

tPft onLine

Integrated Physical Examination Site Online Application System

(TPFT Online) is an integrated information system used by the

TPFT management company in performing integrated physical

examination services by related agencies that ensure the security

of data and information and integrate the flow and process of

information between internal systems automatically, acceptance

of container list must be physically inspected from related

institution (Tanjung Priok Customs Service Office, Agricultural

Quarantine,andFishQuarantine),InspectionScheduling,Gate

In/Gate Out Recording, Recording of Inspection Result from

related institution.

Users of the TPFT portal consist of inspectors from the inspection

agency(CustomsandQuarantine)andtheownerofthegoods

or forwarder, whose containers are checked at the TPFT.

http://tpft.edi-indonesia.co.id

PLP onLine

PLP (Pindah Lokaso Penimbunan/Moving Landfill Site) is an

information system for moving landfill of imported landfill

of which the customs duty has not yet been settled from the

Original Temporary Landfill (TPS) to Destination TPS which is

within a territory of Supervision of Customs Office.

untuk mengeluarkan peti kemas. Selain itu, masih terdapat

kemungkinan terjadinya kesalahan–kesalahan (human

error) dalam kegiatan re-input data. CargoLink membantu

mempercepat waktu proses pengeluaran barang tersebut

melalui aplikasi yang dijalankan secara elektronik. Aplikasi ini

merupakan aplikasi yang menggantikan proses Cargo Release

yang selama ini masih manual menjadi elektronis. Sehingga

mengurangi waktu tunggu dan penumpukkan container di TPS.

Didalam sistem ini terdapat pertukaran dokumen elektronis

antara Shipping Line, Consignee (Importir/Eksportir/PPJK), TPS,

Bank, dan Trucking yang terintegrasi didalam portal ini.

http://www.cargolink.co.id

tPft onLine

Sistem Aplikasi Online Tempat Pemeriksaan Fisik Terpadu (TPFT

Online) adalah sistem informasi terintegrasi yang digunakan

perusahaan pengelola TPFT dalam melakukan pelayanan

pemeriksaan fisik terpadu oleh instansi terkait yang menjamin

keamanan data dan informasi serta memadukan alur dan proses

informasi antar sistem internal secara otomatis, yang meliputi

sistem penerimaan daftar container wajib periksa fisik dari

instansi terkait (Kantor Pelayanan Utama Bea Cukai Tanjung

Priok, Karantina Pertanian, dan Karantina Ikan), Penjadualan

Pemeriksaan, Pencatatan Gate In/Gate Out (Masuk dan Keluar

petikemas), Pencatatan Hasil Pemeriksaan dari instansi terkait.

Pengguna portal TPFT terdiri dari petugas pemeriksa dari instansi

pemeriksa (Bea Cukai dan Karantina) dan pemilik barang atau

forwarder, yang peti kemasnya diperiksa di TPFT.

http://tpft.edi-indonesia.co.id

PLP onLine

PLP (Pindah Lokasi Penimbunan) adalah sistem informasi

pemindahan lokasi penimbunan barang impor yang belum

diselesaikan kewajiban pabeannya dari Tempat Penimbunan

Sementara (TPS) Asal ke TPS Tujuan yang berada dalam satu

wilayah pengawasan Kantor Pabean.

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imrK

Ship Space Load Information System (IMRK) is a web-based

system that serves as a medium of information between shipping

companies and users of shipping services to the availability of

space in a ship, including information on ship profiles, routes,

rates and ship tracking.

tPs online

TPS Online is an electronic data exchange solution for

Temporary Landfill used to communicate with Customs. With

Online TPS, TPS/Warehouse will be able to submit reports and

collect responses from Customs. PLP Module is already included

on TPS subsystem online.

5. trade2web (afr, it inventory)

afr (advance filing rules)

AFR (Advance Filing Rules) requires ship operators and NVOCC

(Non Vessel Operating Common Carrier) to transmit information

electronically about goods that will be disassembled at ports in

Japan. Such information shall be received by Japanese Customs

within 24 hours prior to the departure of the vessel. AFR is

effective since March 10, 2014.

[email protected]

imrK

Sistem Informasi Muatan Ruang Kapal (IMRK) adalah sebuah

sistem berbasis web yang berfungsi sebagai media informasi

antara perusahaan pelayaran dengan pengguna jasa pelayaran

terhadap ketersediaan/availability ruang/ space dalam sebuah

kapal termasuk informasi tentang profil kapal, rute, rate dan

tracking kapal.

tPs online

TPS Online adalah Solusi pertukaran data elektronik untuk

Tempat Penimbunan Sementara yang digunakan untuk

berkomunikasi dengan Bea Cukai. Dengan TPS Online, TPS /

Gudang akan dapat mengirimkan laporan dan mengumpulkan

respon dari Bea Cukai. PLP Modul sudah disertakan pada TPS

subsistem secara online.

5. trade2web (afr, it inventory)

afr (advance filing rules)

AFR (Advance Filing Rules) mewajibkan operator kapal dan

NVOCC (Non Vessel Operating Common Carrier) untuk

mengirimkan informasi secara elektronik mengenai barang

yang akan dibongkar pada pelabuhan di Jepang. Informasi

tersebut harus diterima oleh Customs Jepang paling lambat 24

jam sebelum keberangkatan kapal. AFR efektif berlaku sejak 10

Maret 2014.

[email protected]

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it inventorY

• e-inKaber

e-INKABER is a computer-based inventory information system

for the management of goods made specifically for Bonded

Area Entrepreneurs or PDKB to comply with the provisions in the

Regulation of the Minister of Finance and the Regulation of the

General Director of Customs and Excise on Bonded Zone. The

application is built on the web (online) with Cloud Computing

platform support.

Computer-based Inventory Information Systems that must be

owned by Bonded Zone Entrepreneur or PDKB at least meet the

following criteria:

1. Can be used for continuous and realtime recording within

the related Bonded Zone to:

o Importation of goods

o Spending on goods

o Goods in the production process (work in process)

o Adjustment

o Results of enumeration (stock opname)

2. Must be made in such a way as to produce reports in the

form of:

o Goods Submission Report per customs document

o Goods Delivery Report per customs document

o Position of Goods in Process Report (WIP)

o Report of Responsibility for Goods Movement namely:

o Reports of responsibility for mutation of raw materials

and auxiliary materials

o Reports of responsibility for the mutation of finished

goods

o Responsibility report for the mutation of scrap

o Reports of responsibility for machine and office

equipment mutations

http://www.e-inkaber.com

gb inventory

GB Inventory is a computer-based inventory information system

for the management of goods that is made specifically for

bonded warehouse, as a supporter of industrial activities, i.e.

bonded warehouse which functions to stockpile and provide

imported goods to be distributed to industrial companies

elsewhere in customs areas (TLDDP) and/or Bonded Zone (KB) to

it inventorY

• e-inKaber

e-INKABER adalah sebuah sistem informasi persediaan berbasis

komputer untuk pengelolaan barang yang dibuat khusus untuk

Pengusaha Kawasan Berikat atau PDKB untuk memenuhi

ketentuan dalam Peraturan Menteri Keuangan dan Peraturan

Direktur Jenderal Bea dan Cukai tentang Kawasan Berikat

(KB). Aplikasi dibuat berbasis web (online) dengan dukungan

platform Cloud Computing.

Sistem Informasi Persediaan berbasis komputer yang wajib

dimiliki Pengusaha Kawasan Berikat atau PDKB paling sedikit

memenuhi kriteria sebagai berikut :

1. Dapat digunakan untuk pencatatan secara kontinu dan

realtime di dalam Kawasan Berikat yang bersangkutan

terhadap :

o Pemasukan barang

o Pengeluaran barang

o Barang dalam proses produksi (work in process)

o Penyesuaian (adjustment)

o Hasil pencacahan (stock opname)

2. Harus dibuat sedemikian rupa sehingga menghasilkan

laporan berupa:

o Laporan Pemasukan Barang per dokumen pabean

o Laporan Pengeluaran Barang per dokumen pabean

o Laporan Posisi Barang dalam Proses (WIP)

o Laporan Pertanggungjawaban Mutasi Barang yaitu :

o Laporan pertanggungjawaban mutasi bahan baku dan

bahan penolong

o Laporan pertanggungjawaban mutasi barang jadi

o Laporan pertanggungjawaban mutasi barang sisa dan

scrap

o Laporan pertanggungjawaban mutasi mesin dan

peralatan perkantoran

http://www.e-inkaber.com

gb inventory

GB Inventory adalah sebuah sistem informasi persediaan

berbasis komputer untuk pengelolaan barang yang dibuat

khusus untuk Gudang Berikat, sebagai Pendukung Kegiatan

Industri, yaitu Gudang Berikat yang berfungsi menimbun dan

menyediakan barang impor untuk didistribusikan kepada

perusahaan industri di tempat lain dalam daerah pabean

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comply with the provisions in the Regulation of the Minister of

Finance and the Regulation of the Director General of Customs

and Excise concerning Bonded Warehouse (GB). The application

is built on the web (online) with Cloud Computing platform

support.

To comply with the provisions of the Regulation of the General

Director of Customs and Excise No. 50/BC/2011, particularly

for computer-based Inventory Information System that must be

owned by Bonded Warehouse Entrepreneurs at least meet the

following criteria:

1. Can be used for continuous and realtime recording within

the concerned Bonded Warehouse, including:

o Importation of goods

o Spending on goods

o Adjustment

o Results of enumeration (stock opname)

2. Must be made in such a way as to produce reports in the

form of:

o Report on position of Goods per customs document

o Report on Responsibility of Goods Movements

http://www.gbinventory.com

Kite inventory

KITEInventory is a computer-based inventory information

system for the management of goods made specifically for

Entrepreneurs to comply with the provisions of the Regulation

of the Minister of Finance and the Regulation of the General

Director of Customs and Excise regarding the Procedure of the

Exemption and Paid Return of Import Duty on Imported Goods

(TLDDP) dan/atau Kawasan Berikat (KB) guna memenuhi

ketentuan dalam Peraturan Menteri Keuangan dan Peraturan

Direktur Jenderal Bea dan Cukai tentang Gudang Berikat

(GB). Aplikasi dibuat berbasis web (online) dengan dukungan

platform Cloud Computing.

Untuk memenuhi ketentuan dalam Peraturan Direktur

Jenderal Bea dan Cukai Nomor 50/BC/2011, khususnya untuk

Sistem Informasi Persediaan berbasis komputer yang wajib

dimiliki Pengusaha Gudang Berikat paling sedikit memenuhi

kriteria sebagai berikut:

1. Dapat digunakan untuk pencatatan secara kontinu dan

realtime di dalam Gudang Berikat yang bersangkutan

termasuk:

o Pemasukan barang

o Pengeluaran barang

o Penyesuaian (adjustment)

o Hasil pencacahan (stock opname)

2. Harus dibuat sedemikian rupa sehingga menghasilkan

laporan berupa:

o Laporan posisi Barang per dokumen pabean

o Laporan Pertanggungjawaban Mutasi Barang

http://www.gbinventory.com

Kite inventory

KITEInventory adalah sebuah sistem informasi persediaan

berbasis komputer untuk pengelolaan barang yang dibuat

khusus untuk Pengusaha guna memenuhi ketentuan Peraturan

Menteri Keuangan dan Peraturan Direktur Jenderal Bea dan

Cukai tentang Tata Laksana Pembebasan dan Pengembalian

Bea Masuk yang Telah Dibayar atas Impor Barang dan Bahan

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and Materials to be Processed, or Installed Other Goods for

Destination to be Exported. The application is built on the web

(online) with Cloud Computing platform support which consists

of release module and return module.

http://www.kiteinventory.com

PLb inventory

The bonded logistics center is a bonded stockpile to stock goods

originating outside customs areas and/or goods originating

from elsewhere within the customs area, may be accompanied

by 1 (one) or more simple activities within a specified period for

reissue

objectives:

· Logistics efficiency

· Increased competitiveness of domestic industry

· Provision of export market access for MSME products

· Decreased dwelling time

PLb inventory features:

· Customs notification system for bonded logistics center

· Inventory system

· Reporting system

· Transfer between PDPLB

· PLB Inventory Interface

6. banking & insurance (smartpay, e-rte, e-tax, mPng2,

cmos)

smartPaY

SmartPay is a system that is functioned to accelerate process

of payment transactions for electronic transactions. In addition,

there is also Ease in tracking the status of payments..

e-rte

Automation System of Provision of Export Transaction Details

Reporting (RTE) in accordance with the format of Bank

Indonesia in a systematic and integrated manner by conducting

the reconciliation of Exporter data and the Incoming Fund data

from Banking.

untuk Diolah, Dirakit, atau Dipasang Barang Lain dengan

Tujuan untuk Diekspor. Aplikasi dibuat berbasis web (online)

dengan dukungan platform Cloud Computing yang terdiri dari

modul pembebasan dan modul pengembalian.

http://www.kiteinventory.com

PLb inventory

Pusat logistik berikat adalah tempat penimbunan berikat untuk

menimbun barang asal luar daerah pabean dan/atau barang

yang berasal dari tempat lain dalam daerah pabean, dapat

disertai 1 (satu) atau lebih kegiatan sederhana dalam jangka

waktu tertentu untuk dikeluarkan kembali.

tujuan:

· Efisiensi logistik

· Peningkatan competitiveness industry dalam negeri

· Penyediaan akses pasar ekspor bagi produk UMKM

· Penurunan dwelling time

fitur PLb inventory:

· Sistem pemberitahuan pabean untuk pusat logistik berikat

· Sistem inventory

· Sistem pelaporan

· Perpindahan antar PDPLB

· Interface PLB Inventory

6. Perbankan & asuransi (smartpay, e-rte, e-tax, mPng2,

cmos)

smartPaY

SmartPay adalah sistem yang difungsikan guna percepatan

proses transaksi pembayaran untuk transaksi elektronik.

Selain itu juga terdapat Kemudahan dalam tracking status

pembayaran.

e-rte

Sistem Otomasi Penyediaan Pelaporan Rincian Transaksi Ekspor

(RTE) sesuai dengan format dari Bank Indonesia secara sistematis

dan terpadu dengan melakukan ekonsiliasi data Eksportir dan

data Incoming Fund dari Perbankan.

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e-TAX

Automation System of Payment and Reporting of Perception

Foreign Exchange Tax electronically involving Taxpayer,

Banking, Directorate General of Customs and Excise (DJBC) and

Directorate General of Taxes (DGT).

mPng2

Automation System of Payment and Reporting of Perception

Foreign Exchange Tax which involves Taxpayers, Banking,

Directorate General of Customs and Excise (DJBC) and

Directorate General of Tax (DGT) by Billing System method.

cmos

C-MOS application is an integrated information system that

connects insurance companies, workshops and sparepart

suppliers to conduct electronic vehicle insurance claim process

so that the whole claim process can be done quickly and

accurately.

7. other Product (mir/do it, simars)

multi interface reporting

MIR (Multi Interface & Report) applications presents for

integration of enterprise internal systems/applications with

Customs Modules, in which the internal system/application

becomes the source of data for the creation of PIB, PEB and/or

TPB documents. The MIR application is used to integrate data

from the company’s in-house system to the Module (PIB, PEB

and TPB), as a means of data transfer monitoring and control

(PIB, PEB and TPB) conducted by the company, as well as a

means of reporting (PIB, PEB, and TPB).

e-TAX

Sistem Otomasi Pembayaran dan Pelaporan Pajak Devisa

Persepsi secara elektronik yang melibatkan Wajib Pajak,

Perbankan, Direktorat Jenderal Bea dan Cukai (DJBC) dan

Direktorat Jenderal Pajak (DJP).

mPng2

Sistem Otomasi Pembayaran dan Pelaporan Pajak Devisa

Persepsi secara elektronik yang melibatkan Wajib Pajak,

Perbankan, Direktorat Jenderal Bea dan Cukai (DJBC) dan

Direktorat Jenderal Pajak (DJP) dengan metode Billing System.

cmos

Aplikasi C-MOS adalah suatu sistem informasi terpadu yang

menghubungkan perusahaan asuransi, bengkel dan supplier

sparepart untuk melakukan proses klaim asuransi kendaraan

bermotor secara elektronik sehingga keseluruhan proses klaim

dapat dilakukan dengan cepat dan akurat.

7. other Product (mir/do it, simars)

multi interface reporting

Aplikasi MIR (Multi Interface & Report) hadir untuk integrasi

aplikasi / sistem internal perusahaan dengan Modul

Kepabeanan, dimana aplikasi / sistem internal tersebut menjadi

sumber data untuk pembuatan dokumen PIB, PEB dan / atau

TPB. Aplikasi MIR difungsikan untuk Integrasi data dari sistem

inhouse perusahaan ke Modul (PIB, PEB, dan TPB), Sebagai

sarana kontrol dan monitoring pengirimaan data (PIB, PEB, dan

TPB) yang dilakukan oleh perusahaan, dan juga sebagai sarana

pembuatan laporan (PIB, PEB, dan TPB).

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simars

SIMARS (Sistem Informasi Manajemen Rumah Sakit/Hospital

Management Information System) is a revolutionary solution

with end-to-end features to simplify Hospital management at

the cost of providing the fastest Return Of Investment (ROI).

Access to the right information and automation of complex

tasks & workflows is a major focus of Hospital Information

Systems, enabling to free staff to spend more time treating

patients and extending the reach of services.

Information Service Gateway (isg)

· Ease of sending data to e-INKABER applications for

companies that already have In-house applications

· Delivery of customs data from modules that can be carried

out on a scheduled and automatic basis

· Delivery of production transaction data from In-house

application to e-INKABER on scheduled and automatic basis

· Reduce human-error potential due to data entry and double

entry data manually

· Fast, precise and accurate data presentation in e-INKABER

applications

e-reporting trade2gov

· Facilitate business actors to prepare reports on the realization

of export import activities to the relevant Ministries/

Agencies/Institutions

· Reduce Re-Entry activities in the preparation of export and

import realization reports (webform or upload .xls file)

· The data format follows international standardization

· Payment system per number of items or volumes to be

reported in every transaction

simars

SIMARS (Sistem Informasi Manajemen Rumah Sakit) adalah solusi

revolusioner dengan end-to-end fitur untuk menyederhanakan

manajemen Rumah Sakit dengan biaya yang memberikan Return

Of Investment (ROI) tercepat. Akses ke informasi yang tepat dan

otomasi tugas-tugas kompleks & alur kerja merupakan fokus

utama dari Sistem Informasi Rumah Sakit, memungkinkan

membebaskan staf untuk menghabiskan lebih banyak waktu

merawat pasien dan memperluas jangkauan layanan.

Information Service Gateway (isg)

· Kemudahan untuk mengirimkann data ke aplikasi e-INKABER

untuk perusahaan yang telah mempunyai aplikasi In-house

· Pengiriman data kepabeanan dari modul yang dapat

dilakukan secara terjadwal dan otomatis

· Pengiriman data transaksi produksi dari aplikasi In-house ke

e-INKABER secara terjadwal dan otomatis

· Mengurangi potensi human-error akibat adanya entry data

maupun double entry data secara manual

· Penyajian data yang lebih cepat, tepat dan akurat di aplikasi

e-INKABER

e-reporting trade2gov

· Memudahkan pelaku usaha membuat laporan realisasi

kegiatan ekspor impor kepada Kementerian/Badan/

Lembaga negara terkait

· Mengurangi kegiatan Re-Entry dalam pembuatan laporan

realisasi ekspor dan impor (webform maupun upload .xls

file)

· Format data mengikuti standarisasi internasional

· Sistem pembayaran per jumlah item atau volume yang akan

dilaporkan setiap transaksinya

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Pt edi indonesia Portal community

Portal that provides various features and facilities shown to

stakeholders of PT EDI INDONESIA. We provide services in

maintenance/troubleshooting related to Customs PDE/Customs

Application by remotely belonging to customer’s computer.

services

1. call center

ØPDE Kepabeanan (1500 848)*

ØCall Center SKA (1500 334)*

ØCall Center Ina Trade (1500 404)*

ØPT EDI INDONESIA Services (652 1010)*

ØCall Center SILK (651 5054)

*) Layanan 24 Jam

PT EDI Indonesia has a Call Center service that operates 24

hours/7 days nonstop to provide maximum service to clients.

The operator owned by PT EDI Indonesia has the ability to

provide solutions with system management knowledge

orientation that is ready to provide business service. In addition,

PT EDI Indonesia’s call center can also serve access from both

national and international, so that customers get the best

facilities unlimited by distance and time.

Pt edi indonesia Portal community

Portal yang menyediakan berbagai feature dan fasilitas yang

ditunjukan kepada stakeholder PT EDI INDONESIA. Kami

memberikan pelayanan dalam perawatan/troubleshooting

berkaitan dengan PDE Kepabeanan/Aplikasi Pabean dengan

me-remote komputer milik pelanggan.

LaYanan

1. call center

ØPDE Kepabeanan (1500 848)*

ØCall Center SKA (1500 334)*

ØCall Center Ina Trade (1500 404)*

ØPT EDI INDONESIA Services (652 1010)*

ØCall Center SILK (651 5054)

*) Layanan 24 Jam

PT EDI Indonesia memiliki layanan Call Center yang beroperasi

nonstop 24 jam/7 hari demi memberikan pelayanan maksimal

kepada klien.

Operator yang dimiliki PT EDI Indonesia memiliki kemampuan

memberikan solusi dengan orientasi terhadap pengetahuan

manajemen sistem yang siap memberikan business service.

Selain itu, call center PT EDI Indonesia juga dapat melayani akses

dari nasional maupun internasional, sehingga para pelanggan

mendapatkan fasilitas terbaik tanpa terbatas oleh jarak dan

waktu.

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Beberapa layanan PT EDI Indonesia yang digunakan oleh

instansi pemerintah memiliki nomor khusus yang dapat diakses

langsung oleh pengguna sistem layanan.

2. monitoring system

Layanan Monitoring System PT EDI Indonesia mencakup:

· Terpantau 24 Jam non-stop

· Integrasi dashboard monitoring system

· Peringatan Otomatis

· History event Log

· History utility Log

3. disaster recovery center

Some of PT EDI Indonesia services used by the government

agencies have a special number that can be accessed directly by

users of the service system..

2. monitoring system

Monitoring System services of PT EDI Indonesia include:

· Monitored 24 Hours non-stop

· Integration of dashboard monitoring system

· Automatic Warning

· History event Log

· History utility Log

3. disaster recovery center

feature & benefit

· Strategic access and location

· IT Recovery facility

· Redundant Network

· CCTV Online for Security Monitoring

· Certifications (ISO/IEC 27001:2005, ISO 14001:2004,

OHSAS 18001:2007)

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Struktur organisasi Organizational Structure

*Catatan / Notes:

• SIMO

• Corporate Marketing

• Public Relation

• Legal & Compliance

*Catatan / Notes:

• Business Development 1

• Business Development 2

grouP Head government

grouP Head commerciaL

division Head saLes 1

customs

division Head saLes 3

Private

division Head saLes 2 government

division Head saLes 4 Port

division Head brancH office

saLes force saLes forcesaLes force saLes force jatim & baLi

deveLoPment & oPeration jateng & diY

jabar

sumut

internaL audit

corPorate secretarY*

business deveLoPment**

advisorY board

PT EDI Indonesia memiliki website sebagai sumber informasI

mengenai kinerja perusahaan yang disajikan secara transparan bagi

investor serta seluruh pemangku kepentingan lainnya. Website

Perseroan dapat diakses melalui www.edi-indonesia.co.id. Pada

website tersebut, seluruh pemangku kepentingan dapat mengakses

berbagai informasi terkait aktivitas bisnis PT EDI Indonesia.

The organizational structure of PT EDI Indonesia has been approved

based on the Decree of the Board of Directors of PT EDI Indonesia

Number 5460.E01/HK.110/04/2016 on Organization Structure PT

EDI Indonesia. The organization structure of PT EDI Indonesia is as

follows:

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President director

cHief oPerating officer

grouP Head oPeration

division Head internationaL

division Head it oPeration

division Head it deveLoPment

division Head it Pmo

division Head Human caPitaL

& suPPort

division Head finance

researcH & deveLoPmentsaLes forceProject mgt

officer Human caPitaL treasurYcustomer service

generaL affairs accountingoPeration

engineering

QuaLitY assurance

Procurement TAXoPeration suPPort

financiaL PLanningdata center &

infrastucture

Project & Product dev.

finance & suPPort director

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Profil Dewan KomisarisProfile of Board of Commissioners

PrasetYadiKomisaris UtamaPresident Commissioner

Warga Negara Indonesia, berusia 47 tahun, berdomisili di Jakarta. Mendapatkan gelar

Sarjana Teknik Mesin dari Institut Teknologi Sepuluh November (ITS) Surabaya. (1993)

dan dua gelar Magister dengan jurusan Port and Coastal Engineering dari University of

Le Havre Prancis (1998) dan Manajemen dari Universitas Airlangga Surabaya (2015).

Menjabat sebagai Direktur berdasarkan keputusan Menteri BUMN nomor SK-101/

MBU/05/2016 tanggal 16 Mei 2016. Sebelumnya beliau pernah menjabat sebagai Staf

Direktorat Teknik Kantor Pusat PT Pelindo IV (Persero) (1995-2000). Kemudian beliau

menjabat beberapa jabatan penting di PT Pelindo IV yaitu Asisten Senior Manager Alat

Bongkar Muat (2002-2004), Asisten Senior Manager Sigi dan Rekayasa (2004-2007),

Senior Manager Pemeliharaan Bangunan dan Peralatan (2007-2009). Kemudian di PT

Pelindo III sebagai Senior Manager Pemeliharaan Fasilitas Pelabuhan (2010-2012) serta

Direktur Utama PT Terminal Teluk Lamong (2014- 2016). Kemudian menjabat sebagai

Direktur Operasi dan Informasi di PT Pelabuhan Indonesia II (Persero) pada tanggal 16 Mei

2016 hingga sekarang. Pelatihan atau pendidikan untuk peningkatan kompetensi yang

pernah diikuti di dalam danluar negeri antara lain adalah Development of 20 thinking

HRD from PT PELINDO I-IV, Cisarua Bogor-Indonesia (Pengembangan 20 SDM Pemikir)

(2003), port Engineering and Management, JICA - Japan (2004), Diklat Manajerial Tingkat

Madya, LPPM Jakarta (2006), Container Handling Equipment Maintenance Training,

WurzburgGermany (2000), serta Container Handling Equipment Survey/Inspection dan

Port Operation di Spanyol, Belgia Jerman, Jepang, Taiwan dan Malaysia (2007-2009).

Indonesian citizen, 47 years old, domiciled in Jakarta. Obtained Bachelor’s Degree in

Mechanical Engineering from Sepuluh Nopember Institute of Technology (ITS) Surabaya

(1993) and two Master’s Degrees majoring in Port and Coastal Engineering from the

University of Le Havre France (1998) and Management from Airlangga University

Surabaya (2015). Served as a Director based on the decision of the Minister of State-

Owned Enterprises No. SK-101/MBU/05/2016 dated May 16, 2016. Previously, he served

as Director of Engineering at PT Pelindo IV (Persero) (1995-2000). Then, he held several

important positions at PT Pelindo IV, Assistant to Senior Manager of Loading & Unloading

Tools (2002-2004), Assistant to Senior Manager of Sigi and Engineering (2004-2007),

Senior Manager of Equipment and Building Maintenance (2007-2009). Then, at PT

Pelindo III as Senior Manager of Port Facility Maintenance (2010-2012) and Director

at PT Terminal Teluk Lamong (2014-2016). Then served as Director of Operations and

Information at PT Pelabuhan Indonesia II (Persero) on May 16, 2016 until now. Training

or education for the improvement of competencies that have been followed in and

outside the country include Development of 20 HRD thinking from PT PELINDO I-IV,

Cisarua Bogor-Indonesia (2003), Port Engineering and Management, JICA - Japan (2004),

Container Handling Equipment Maintenance Training, Wurzburg Germany (2000), and

Container Handling Equipment Survey/Inspection and Port Operation in Spain, Belgium,

Germany, Japan, Taiwan and Malaysia (2007- 2009).

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budi susiLoKomisaris Utama (Periode 2014- Agustus 2017)President Commissioner (Period 2014- August 2017)

HerrY andriejanssenKomisaris UtamaCommissioner

Warga Negara Indonesia, berusia 58 tahun, berdomisili di Jakarta. Mendapatkan gelar

Sarjana Hukum dari Universitas Diponegoro dan Magister Manajemen di Sekolah Tinggi

Manajemen Labora. Sebelumnya beliau pernah menjabat sebagai Direktur Utama

Perseroan pada tahun 2010-2014, Direktur Pemasaran dan Pengembangan Usaha

Perseroan (2010), SM Pelayanan Jasa di PT Pelindo II (2007-2010), SM Operasi Wilayah II

di PT Pelindo II (2004-2007), GM Cabang Pelabuhan Pangkal Balam di PT Pelindo II (2003-

2004) serta berbagai posisi strategis lainya di sejumlah perusahaan lainya. Berdasarkan

Akta Notaris Nomor 19 Tanggal 15 Agustus 2017 beliau tidak lagi menjabat sebagai

Komisaris Utama.

Indonesian citizen, 58 years old, domiciled in Jakarta. Obtained Bachelor’s Degree in

Law from Diponegoro University and Master’s Degree in Management at Sekolah Tinggi

Manajemen Labora. Previously, he served as President Director of the Company (2010-

2014), Director of Marketing and Business Development of the Company (2010), SM

Services at PT Pelindo II (2007-2010), SM Operation Area II at PT Pelindo II (2004-2007),

GM Branch Pangkal Balam Port at PT Pelindo II (2003-2004) and various other strategic

positions at several other companies. Based on Notarial Deed No. 19 dated August 15,

2017, he is no longer serving as President Commissioner.

Warga Negara Indonesia, berusia 68 tahun, berdomisili di Jakarta. Mendapatkan gelar

Bachelor of Science dari Nanyang University, Singapora (1972) dan gelar Master of

Business Administration (MBA) dari Columbia University, New York (1976). Sebelumnya

beliau pernah menjabat sebagai Financial Planning Manager di Texas Instrument Inc.

Dallas, Texas (1976-1978), Credit & Marketing Departemen (1978-1980) di Indovest

Bank, Jakarta, sebagai Direktur Keuangan di PT. BESUKI INDAH ELECTRONICS (1981-

1983), dan Direktur Utama di PT. Aneka Spring Telekomindo Group (1984-sekarang).

Saat ini beliau juga tercatat sebagai Komisaris Utama di PT. Sisindokom Lintasbuana.

Indonesian citizen, 68 years old, domiciled in Jakarta. Obtain a Bachelor of Science degree

from Nanyang University, Singapore (1972) and a Master of Business Administration

(MBA) degree from Columbia University, New York (1976). Previously he served as

Financial Planning Manager at Texas Instrument Inc. Dallas, Texas (1976-1978), Credit

& Marketing Department (1978-1980) at Indovest Bank, Jakarta, as Director of Finance

at PT. BESUKI INDAH ELECTRONICS (1981-1983), and President Director at PT Aneka

Spring Telekomindo Group (1984-present). Currently he is also listed as the President

Commissioner of PT Sisindokom Lintasbuana.

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Profil DireksiProfile of Board of Directors

e. HeLmi wantonoDirektur UtamaPresident Director

eLon manurungDirektur Keuangan dan PendukungFinance and Support Director

Warga Negara Indonesia, berusia 52 tahun, berdomisili di Jakarta. Mendapatkan gelar

Sarjana Ekonomi dari Sekolah Tinggi Ilmu Ekonomi Akuntansi (1988). Sebelumnya beliau

menjabat sebagai Direktur Utama Perseroan sejak tahun 2014. Sebelumnya beliau

pernah menjabat sebagai Direktur Operasi dan Pemasaran di PT Provis Garuda Servis

(2010-2014), Direktur Operasi dan Pemasaran di PT Humas Resource Sevices, Sinarmas

Group (2007-2010), dan Asisten Wakil Presiden Bank BII (1989-2006).

Indonesian citizen, 52 years old, domiciled in Jakarta. Obtained Bachelor’s Degree in

Economics from Sekolah Tinggi Ilmu Ekonomi Akuntansi (1988). Previously, he served as

President Director of the Company since 2014. He once served as Director of Operations

and Marketing at PT Provis Garuda Servis (2010-2014), Director of Operations and

Marketing at PT Humas Resource Sevices, Sinarmas Group (2007-2010), and Assistant to

Vice President of Bank BII (1989-2006)

Warga Negara Indonesia, berusia 57 tahun, berdomisili di Jakarta. Mendapatkan gelar

Sarjana S1 Akutansi dari Universitas Padjadjaran Bandung (1986) serta Sarjana Strata 2

dari Universitas Persada Indonesia (2012). Sebelumnya beliau pernah menjabat sebagai

Manager Finance, Accounting & Tax di Pt Mitra Alumindo Selaras- (2012-2014),

Direktur di Pt Sarana Sentra Abadijaya-Jakarta- (2010-2012), Finance Manager Di PT

Adhisakti Solusi Komputindo (2000-2009), Koordinator Wilayah Kontroller Di PT Bank

Artha Graha (1989-1999) serta berbagai posisi strategis lainya di sejumlah perusahaan

lainya.

Indonesian citizen, 57 years old, domiciled in Jakarta. He earned a Bachelor’s Degree

in Accounting from Padjadjaran University, Bandung (1986) and Master’s Degree from

Universitas Persada Indonesia (2012). Previously, he served as Finance, Accounting &

Tax Manager at PT Mitra Alumindo Selaras (2012-2014), Director at PT Sarana Sentra

Abadijaya-Jakarta- (2010-2012), Finance Manager at PT Adhisakti Solusi Komputindo

(2000-2009) , Area Controller Coordinator at PT Bank Artha Graha (1989-1999) and

various other strategic positions in several other companies.

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Struktur dan Komposisi Pemegang SahamShareholder Structure and Composition

nama / / nama jabatan / Position dasar Hukum Pengangkatan / Legal Basis of

Appointmentmasa jabatan / Tenure

PrasetyadiKomisaris Utama / President

CommissionerAkta Notaris Nomor 19 Tanggal 15 Agustus 2017

/ Notarial Deed No.19 Dated August 15, 20172017 – Sekarang/Present

Budi Susilo Komisaris Utama / President

CommissionerAkta Notaris Nomor 2 Tanggal 2 Desember 2014 /

Notarial Deed No.2 Dated December 2, 20142014-2017

Herry Andriejanssen Komisaris / CommissionerAkta Notaris Nomor 2 Tanggal 2 Desember 2014 /

Notarial Deed No.2 Dated December 2, 20142014 – Sekarang/Present

E. Helmi Wantono Direktur Utama / CommissionerAkta Nomor 2 Tanggal 2 Desember 2014 / Deed

No.2 Dated December 2, 20142014 – Sekarang/Present

Elon ManurungDirektur Keuangan dan

Pendukung / Finance and Support Director

Akta Notaris Nomor 27 tanggal 17 Februari 2015 / Notarial Deed No.27 dated February 17, 2015

2015 – Sekarang/Present

Komposisi Saham PT EDI INDONESIA tidak ada yang dimiliki

oleh Dewan Komisaris maupun Direksi Perusahaan, begitu juga

maksyarakat dikarenakan PT EDI INDONESIA bukan perusahaan

go publik. Saham PT EDI INDONESIA dimiliki oleh PT Pelabuhan

Indonesia II (Persero) sebesar 51% dan PT Sisindokom Teknologi

sebesar 49%.

nama / nameKepemilikan saham (%) /

Share ownership (%)nilai saham / Share value

jumlah Lembar saham / Total Shares

PT Pelabuhan Indonesia II (Persero) 51% 12.750.000.000 12.750.000

PT Sisindokom Teknologi 49% 12.250.000.000 12.250.000

The composition of shares of PT EDI INDONESIA is not owned

by the Board of Commissioners or the Board of Directors of the

Company, as well as public since PT EDI INDONESIA is not a

public company. The shares of PT EDI INDONESIA are owned by

PT Pelabuhan Indonesia II (Persero) at 51% and PT Sisindokom

Teknologi at 49%.

Struktur Grup PerusahaanCompany Group Structure

Sebagai bagian dari IPC Grup dan Sisindokom, PT EDI INDONESIA

juga merupakan salah satu anak perusahaan PT Pelabuhan

Indonesia II (Persero), yang memiliki hubungan bisnis dengan

sesama anak Perusahaan yang ada di lingkungan PT Pelabuhan

Indonesia II (Persero).

As part of IPC Group and Sisindokom, PT EDI INDONESIA is

also a subsidiary of PT Pelabuhan Indonesia II (Persero) which

has business relationships with other subsidiaries within PT

Pelabuhan Indonesia II (Persero).

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entitas anakSubsidiary

entitas asosiasiAssociated Entity

Kronologis Pencatatan SahamShare Listing Chronology

Kronologis Pencatatan efek Lainnya Other Securities Listing Chronology

Sampai dengan akhir tahun 2017, PT EDI INDONESIA tidak

memiliki Anak Perusahaan sehingga tidak ada informasi terkait

nama, persentase kepemilikan, bidang usaha dan status operasi

terkait dengan anak Perusahaan.

Sampai dengan akhir tahun 2017, PT EDI INDONESIA tidak

memiliki perusahaan patungan namun memiliki sejumlah

entitas berelasi yaitu perusahaan yang berada di bawah grup PT

Pelabuhan Indonesia II (Persero) atau IPC Group.

Sampai dengan tahun 2017, PT EDI INDONESIA belum pernah

mencatatkan saham di Bursa Saham, sehingga tidak ada

informasi terkait kronologis pencatatan, jenis tindakan korporasi

(corporate action), perubahan jumlah saham, maupun nama

bursa.

Sampai dengan tahun 2017, PT EDI INDONESIA belum pernah

mencatatkan efek lainnya di Bursa Efek, sehingga tidak ada

informasi terkait kronologis pencatatan, jenis tindakan korporasi,

perubahan jumlah efek, nama bursa maupun peringkat efek.

As of the end of 2017, PT EDI INDONESIA has no Subsidiary,

hence there is no information related to the name, percentage

of ownership, line of business and operating status related to

the subsidiary.

As of the end of 2017, PT EDI INDONESIA does not have a joint

venture, however has a number of related entities i.e. companies

under the group of PT Pelabuhan Indonesia II (Persero) or IPC

Group.

As of 2017, PT EDI INDONESIA has never listed its shares on

the Stock Exchange, hence there is no information related to

listing chronology, the type of corporate action, changes in total

shares, and the name of the exchange.

As of 2017, PT EDI INDONESIA has never listed other securities

on the Stock Exchange, hence there is no information related to

the listing chronology, the type of corporate action, the change

in total securities, the name of the stock exchange and the

rating of securities.

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Lembaga Profesi Penunjang PerusahaanProfessional Institutions Supporting Company

Informasi Pada WebsiteInformation on Website

Sampai dengan akhir tahun 2017, PT EDI INDONESIA tidak

memiliki Anak Perusahaan sehingga tidak ada informasi terkait

nama, persentase kepemilikan, bidang usaha dan status operasi

terkait dengan anak Perusahaan.

Lembaga dan

Profesi / Institutions

and Professions

nama / namealamat dan nomor telepon / Address and Phone

number

jasa yang diberikan / Service rendered

FeePeriode /

Period

Kantor Akuntan Publik / Public Accounting Firm

Purwantono, Sungkoro, dan

Surja

Indonesia Stock Building Tower 2, 7th FloorJl. Jend. Sudirman Kav. 52-53 Jakarta 12190Telp: (62-21) 5289 5000Fax: (62-21) 5289 4100

Audit umum, audit keuangan,

menerbitkan management

letter / General audit, financial

audit, issue management

letter

Rp286.000.000 2017

Notaris / Notary

Adi Triharso SH

Pusat Niaga Duta Mas Fatmawati Blok D2 No.16Jl. RS Fatmawati No. 39Jakarta Selatan, 10210Telp Phone: (021) 72790164

Jasa Kenotariatan / Notarial Service

Rp7.000.000 2017

As of the end of 2017, PT EDI Indonesia did not have a Subsidiary,

thus information on name, ownership percentage, business line

and operational status of a Subsidiary is not presented.

PT EDI Indonesia memiliki website sebagai sumber informasI

mengenai kinerja perusahaan yang disajikan secara transparan

bagi investor serta seluruh pemangku kepentingan lainnya.

Website Perseroan dapat diakses melalui www.edi-indonesia.

co.id. Pada website tersebut, seluruh pemangku kepentingan

dapat mengakses berbagai informasi terkait aktivitas bisnis PT

EDI Indonesia

PT EDI Indonesia has a website as a source of information on

the performance of the Company presented in a transparent

manner for investors and other stakeholders. The Company

website can be accessed on www.edi-indonesia.co.id. On the

website, all stakeholders can access various information related

to PT EDI Indonesia’s business activities.

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1. medan

Gedung WIKA 2nd Floor Jl.Krakatau No.15 Medan 20234

Telp. +62-61 664-0395 Fax. +62-61 664-0396

[email protected]

2. Purwakarta

Perumahan Bumi Inti Persada. Ruko No.15 Jl. Raya Cibening

Bungursari, Purwakarta, Jawa Barat.

Telp. +628157000287 / +628157000288

[email protected]

3. semarang

Wisma HSBC Lt. 5/505

Jl.Gajah Mada No.135 Semarang 50134

Telp. +62-24 845-0580 Fax. +62-24 845-0581

[email protected]

4. surabaya

Permata Bintoro Kav.101 & 102

Jl.Ketampon, Surabaya 60264

Telp. +62-31 566-7474 Fax. +62-31 566-2198

[email protected]

1. medan

Gedung WIKA 2nd Floor Jl.Krakatau No.15 Medan 20234

Phone. +62-61 664-0395 Fax. +62-61 664-0396

[email protected]

2. Purwakarta

Perumahan Bumi Inti Persada. Ruko No.15 Jl. Raya Cibening

Bungursari, Purwakarta, West Java.

Phone. +628157000287 / +628157000288

[email protected]

3. semarang

Wisma HSBC Lt. 5/505

Jl.Gajah Mada No.135 Semarang 50134

Phone. +62-24 845-0580 Fax. +62-24 845-0581

[email protected]

4. surabaya

Permata Bintoro Kav.101 & 102

Jl.Ketampon, Surabaya 60264

Phone. +62-31 566-7474 Fax. +62-31 566-2198

[email protected]

Kantor regionalRegional Offices

1

23

4

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Sumber Daya ManusiaHuman Resources

PT EDI Indonesia menyadari bahwa Sumber

Daya Manusia (SDM) merupakan salah satu aset

berharga yang dapat membantu Perusahaan dalam

mewujudkan visi, misi, dan tujuan Perseroan. Dengan

didukung oleh SDM yang unggul, berkompeten

dan berkualitas, Perseroan mampu memberikan

layanan terbaik dalam rangka memenuhi kebutuhan

pelanggan dalam bidang e-business serta

memberikan nilai tambah bagi para pemangku

kepentingan.

KomPosisi KarYawan Pt edi indonesiaHingga akhir tahun 2017, jumlah karyawan PT EDI

Indonesia tercatat sebanyak 276 karyawan. Jumlah

ini mengalami penurunan pada tahun sebelumnya

yang tercatat sebanyak 287 karyawan. Berikut

demografi karyawan PT EDI Indonesia pada tahun

2017.

PT EDI Indonesia is aware that Human Resources

(HR) is one of the valuable assets that can assist the

Company in realizing the Company’s vision, mission

and objectives. Supported by qualified, competent

and quality human resources, the Company is able

to provide the best service in order to meet customer

needs in the field of e-business and provide added

value to the stakeholders.

emPLoYee comPosition of Pt edi indonesiaAs of the end of 2017, total employees of PT

EDI Indonesia were recorded at 276 employees,

decreased compared to the previous year which

recorded at 287 employees.

Proses rekrutmen PT eDI Indonesia dilakukan secara transparan dan akuntabel.Recruitment process of PT EDI Indonesia is conducted transparently and accountably..

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based on employee status

Organic

Non-Organic

based on educational Level

Organic

Non-Organic

Based on Position Level

berdasarkan status Karyawan

Organik

Keterangan / Description 2017 2016 Persentase / Percentage

Perempuan / Female 52 50 36%

Laki-Laki / Male 138 125 47.79%

jumlah / total 190 175 1.60%

Non Organis

Keterangan / Description 2017 2016 Persentase / Percentage

Perempuan / Female 68 66 21.43%

Laki-Laki / Male 122 134 -13.48%

jumlah / total 190 200 1

berdasarkan tingkat Pendidikan

Organik

Keterangan / Description 2017 2016 Persentase / Percentage

S2 / Master’s Degree 16 16 0%

S1 / Bachelor’s Degree 91 78 16.67%

D3 dan D4 / D3 and D4 34 34 0%

SMU/SMK / High School 48 46 4.35%

SD / Primary School 1 1 0%

Lainya / Others - - -

jumlah / total 190 175 8.57%

Non Organik

Keterangan / Description 2017 2016 Persentase / Percentage

S2 / Master’s Degree - - -

S1 / Bachelor’s Degree 63 64 -1.56%

D3 dan D4 / D3 and D4 39 46 -1.52%

SMU/SMK / High School 84 87 -3.45%

SD / Primary School 4 3 -33.33%

Lainya / Others - - -

jumlah / total 190 200 -0.05%

Berdasarkan Tingkat Jabatan

Keterangan / Description 2017 2016 Persentase / Percentage

SVP 10 11 -9.09%

VP 29 27 -7.41%

AVP 20 20 0%

Advisory Board 2 2 0%

Staff 129 115 1,22%

Non Staff 190 200 -5%

jumlah / total 380 375 1.33%

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berdasarkan Klasifikasi generasi

Organik

Keterangan / Description 2017 2016 Persentase / Percentage

Generasi Milenials / Millennial Generation 119 100 19%

Generasi X / Generation X 67 71 -5.63%

Baby Boomers 3 3 0%

Tradisional / Traditional 1 1 0%

jumlah / total 190 175 -8.57%

Non Organik

Keterangan / Description 2017 2016 Persentase / Percentage

Generasi Milenials / Millennial Generation 151 165 84.85%

Generasi X / Generation X 17 11 54.55%

Baby Boomers 17 18 5.56%

Tradisional / Traditional 5 6 16.67%

jumlah / total 190 200 0.05%

reKrutmen dan PerPutaran KarYawanSelama tahun 2017, PT EDI Indonesia melakukan proses

rekrutmen karyawan yang didasarkan pada aspek kebutuhan

bisnis. Proses rekrutmen dilakukan secara transparan dan

akuntabel dengan mengendepankan prinsip kewajaran serta

persamaan peluang untuk menempati berbagai posisi yang

tersedia sesuai keterampilan dan kompetensi yang dibutuhkan

oleh Perseroan guna memaksimalkan kinerja.

Berikut data hasil proses rekrutmen dilaksanakan oleh PT EDI

Indonesia

Keterangan / Description 2017 2016 Persentase / Percentage

SVP 1 0 100%

AVP 1 1 0%

VP 0 1 -100%

Staff 8 7 14.29%

Non Staff 41 33 24.24%

jumlah / total 51 42 21.43%

Selain melakukan proses rekrutmen yang dilaksankan dengan

mengendepankan prinsip transparan dan akuntabel, PT EDI

Indonesia juga menerapakan sistem pengembangan karir

karyawan dengan sistem promosi jabatan. Promosi jabatan ini

merupakan bentuk apresiasi dari Perseroan terhadap karyawan

yang diniliai memiliki kinerja baik selama bekerja. Dengan

adanya sistem promosi jabatani ini diharapkan karyawan

semakin terpacu untuk meningkatkan kinerjanya.

based on generation classification

Organic

Non-Organic

recruitment and emPLoYee turnoverIn 2017, PT EDI Indonesia conducted employee recruitment

process based on business needs aspect. The recruitment process

is transparent and accountable by prioritizing the principle of

fairness and equality of opportunity to occupy various vacant

positions according to the skills and competencies required by

the Company to maximize performance.

The following is data recruitment process conducted by PT EDI

Indonesia

In addition to conducting a recruitment process that is

implemented by prioritizing transparent and accountable

principles, PT EDI Indonesia also implements employee career

development system with promotion system. Promotion of is

a form of appreciation from the Company to employees who

are assessed to have good performance during work. With the

existence of this promotion system, employees are expected to

be more motivated to improve their performance.

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Promosi jabatan

Keterangan / Description 2017 2016 Persentase / Percentage

SVP 0 4 -100%

AVP 0 5 -100%

VP 3 12 -0.75%

Staff 5 20 -0.75%

Non Staff 0 0 0

jumlah 8 41 -0.80%

PeLatiHan dan Pengembangan KomPetensi KarYawanPT EDI Indonesia berkomitmen untuk senantiasa meningkatkan

kemampuan dan kompetensi para karyawannya dalam rangka

mendukung kinerja Perseroan secara keseluruhan. Komitmen

tersebut diimplementasikan dengan mengikutsertakan

para karyawan pada berbagai kegiatan pelatihan maupun

workshop yang dilaksanakan oleh pihak internal maupun

eksternal. Adapun selama tahun 2017, PT EDI Indonesia telah

mengikutsertakan 104 karyawan pada 38 kegiatan pelatihan

atau pendidikan dengan total biaya sebesar Rp823.585.856.

remunerasi KarYawan PT EDI Indonesia menerapkan kebijakan sistem remunerasi

yang proposional sesuai dengan jenjang serta tingkat jabatan.

Penetapan remunerasi sendiri didasarkan pada Surat Keputusan

Direksi PT EDI Indonesia Nomor:4671/E01/HK.110/01/2016

Tentang Sistem dan Besaran Remunerasi.

Komponen remunerasi

1. Gaji Pokok

2. Tunjangan Pokok

3. Insentif Disiplin

4. Insentif Prestasi

5. Bonus

6. Uang Cuti

7. THR

Berdasarkan Surat Keputusan tersebut, pemberian bonus bagi

karyawan didasarkan pada prestasi kerja, tugas dan tanggung

jawab, dan kepatuhan karyawan pada seluruh peraturan.

Adapun pada tahun 2017, total remunerasi yang dikeluarkan

oleh PT EDI Indonesia sebesar Rp35.260.329.111.

Promotion

training and deveLoPment for emPLoYeesPT EDI Indonesia is committed to continuously improve the

capability and competence of its employees to support the

Company’s performance as a whole. The commitment is

implemented by engaging employees in various training and

workshop activities conducted by internal and external parties.

As for 2017, PT EDI Indonesia has enrolled 104 employees

in 38 training or educational activities with total cost of

Rp823,585,856.

emPLoYee remuneration PT EDI Indonesia implements a remuneration system policy

that is proportional to the level and level of position. The

determination of remuneration itself is based on the Decree of

the Board of Directors of PT EDI Indonesia Number: 4671/E01/

HK.110/01/2016 on System and Amount of Remuneration.

components of remuneration

1. Basic Salary

2. Basic Allowance

3. Discipline Incentives

4. Achievement Incentives

5. Bonus

6. Money Leave

7. THR

Based on the Decree, the awarding of bonuses to employees

is based on work performance, duties and responsibilities,

and employee compliance with all regulations. As of 2017,

total remuneration issued by PT EDI Indonesia amounted to

Rp35,260,329,111.

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Infomation Technology

Sebagai Perseroan yang melakukan kegiatan bisnis utamanya

di bidang pertukaran data elektronik, teknologi informasi, PT

EDI Indonesia memahami teknologi informasi merupakan inti

dari usaha perusahaan. Sehingga perlu dilakukan pengelolaan

sistem informasi yang terarah dan terukur untuk mendukung

strategi bisnis Perseroan yang diselaraskan dengan penerapan

tata kelola perusahaan yang baik.

KebijaKaan PengeLoLaan sistem teKnoLogi informasi Guna mendukung pemanfaatan teknologi informasi yang

optimal secara berkelanjutan, PT EDI Indonesia telah menyusun

master plan teknologi informasi yang tertuang dalam Master

Plan 2016-2019 PT EDI Indonesia.

As a Company that conducts its main business activities in the

field of exchange of electronic data, information technology,

PT EDI Indonesia understands that information technology is

the core of the Company’s business. Therefore, it is necessary

to manage the targeted and measurable information system to

support the Company’s business strategy which is aligned with

the implementation of good corporate governance.

PoLicY on management of information tecHnoLogY sYstem To support the optimum utilization of information technology

on an ongoing basis, PT EDI Indonesia has developed an

information technology master plan contained in the Master

Plan 2016-2019 PT EDI Indonesia.

Teknologi Informasi

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tujuan

Tujuan penyusunan master plan teknologi informasi ini

bertujuan mengatur dan mengontrol teknologi informasi agar

pengembangnya selarasa dengan startegi serta tujuan bisnis

Perseroan serta implementasi teknologi informasi governance

yang meliputi aspek:

a. Memastikan keselarasan teknologi informasi dan

pengembangnya dengan strategi bisnis Perseroan.

b. Memastikan investasi dalam teknologi informasi semakin

mendukung pencapaian keuntungan yang maksimal dari

segi nilai dan biaya.

c. Memastikan setiap aktivitas teknologi informasi mengacu

pada prinsip kehati-hatian terhadap risiko yang mungkin

terjadi.

d. Memastikan pengembangan sumber daya teknologi

informasi baik Sumber Daya Manusia (SDM) maupun

non SDM dilakukan dengan investasi yang optimal,

bertanggungjawab dan dikelola dengan baik.

e. Performance meansurement, yaitu memastika terdapat

mekanisme pengukuran kinerja yang dilakukan secara

teratur dan terdokumentasi untuk setiap proses teknologi

informasi dan penggunaan sumber daya teknologi informasi.

doKumentasi arsiteKtur sistem informasi Pt edi indonesia Informasi arsitektur merupakan kebutuhan data yang

diperlukan untuk menunjang proses bisnis. Dalam hal ini

arsitektur informasi yang diperlukan dalam arus informasi

Perseroan. Pada arsitektur informasi terhubung dengan Sales,

Finance, IT Operation dan bagian lainnya terhubung ke jaringan

lokal. Secara umum kegiatan Sales dalam kaitannya dengan

database pelanggan adalah melakukan registrasi data calon

atau pelanggan, sedangkan bagian finance akan melakukan

invoicing berdasarkan data yang sudah di input oleh bagian

sales. Arsitektur sistem informasi berguna sebagai penuntun

bagi kegiatan operasional Perseroan atau menjadi cetak biru

(blueprint), untuk arahan di masa mendatang. Sedangkan

tujuannya adalah bagian informasi teknologi informasi

memenuhi kebutuhan bisnis strategis organisasi.

imPLementasi KebijaKan sistem teKnoLogi informasi 2017 Selama tahun 2017, PT EDI Indonesia telah mengimplementasikan

kebijakan sistem teknologi informasi untuk mendukung kinerja

Perseroan. Implementasi tersebut baik dalam lingkup Pertukaran

Data Elektronik (PDE) maupun produk layanan managed service

lainya yang diberikan oleh Perseroan.

objective

The preparation of information technology master plan aims to

regulate and control information technology for developers in

line with the strategy and business objectives of the Company

and the implementation of information technology governance

which includes the following aspects:

a. Ensuring the alignment of information technology and its

developers with the business strategy of the Company.

b. Ensuring that investment in information technology further

supports the achievement of maximum profit in terms of

value and cost.

c. Ensuring that each information technology activity refers to

the prudence principle against possible risks.

d. Ensuring that development of information technology

resources both Human Resources (HR) and non HR are

carried out with optimal investment, responsible and well

managed.

e. Performance measurement, i.e. ensuring that there is a

performance measurement mechanism that is conducted

regularly and documented for each process of information

technology and the use of information technology resources.

documentation of information sYstem arcHitecture of Pt edi indonesia Architecture information is the data requirement needed

to support business process. In this case, the information

architecture is required in the Company’s information flow.

The information architecture is connected with Sales, Finance,

IT Operations and other parts connected to the local network.

In general, Sales activity in relation to the customer database

is to register prospective or customer data, while the finance

will invoice based on data already in input by the sales division.

The information system architecture is useful as a guide for

the Company’s operational activities or a blueprint for future

direction. The goal is that the information technology division to

meet the strategic business needs of the organization.

imPLementation of PoLicY on information tecHnoLogY sYstem in 2017 In 2017, PT EDI Indonesia has implemented policy on information

technology system to support the Company’s performance. The

implementation is good in the scope of Electronic Data Exchange

(PDE) and other managed services given by the Company.

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Berikut Kegiatan Pelaksanaan Sistem Teknologi Informasi pada

tahun 2017 yakni meliputi aspek:

1. Pengembangan Aplikasi dan Implementasi

2. Pengembangan dan Peningkatan Infrastuktur

3. Melakukan Tata Kelola Sistem Informasi

biaYa investasi Pengembangan sistem teKnoLogi informasi Pada tahun 2017, PT EDI Indonesia telah mengimplementasi

sejumlah kebijakan terkait pengembangan sistem informasi

teknologi. Adapun biaya yang dikeluarkan untuk mendukung

pelaksanaan implementasi pengembangan sistem teknologi

informasi yakni sebesar Rp14.865.456.744.

rencana strategis Pengembangan sistem teKnoLogi informasi 2018Sesuai dengan Master Plan Sistem Teknologi Informasi 2016-

2019, berikut rencana kerja pengembangan sistem teknologi

informasi pada tahun 2018 yang telah disusun yang sesuai

dengan face enchanment pada coorporate roadmap:

a. Pengembangan Aplikasi dan Implementasi

1. Pelaksanaan migrasi atas database idxdb yang tidak

masuk fase migrasi di 2017

2. Pelaksanaan dan implementasi sistem Penetration Tes

Webapp dan DB

3. Standby Backup Database Swtiching dari Eksisting ke

Standby Server

4. Upgrade Al Gateway

5. Migrasi atas Switching ke sistem baru

6. Penambahan kapasitas CPU dan memori untuk server

Switching

7. Pengembangan lanjutan dari aplikasi Billing untuk

diintegrasikan dengan sistem biller dan sistem

e-payment sehingga pelanggan dapat membayar

melalui bank yang pada ujungnya terintegrasi

dengan CDBS dan sistem keuangan. Sistem biller akan

mengimplementasikan e-payment untuk pembayaran

tagihan kepada pelanggan PT EDI Indonesia

8. Penguatan penerapan standarisasi pengembangan

aplikasi dengan ruang lingkup seluruh projek

pengembangan aplikasi baru. Ditargetkan 90%

pengembangan aplikasi menggunkan standar yang

telah ditetapkan dan sudah menggunakan BitBucket

untuk versioning

The following is Implementation of Information Technology

System in 2017 which includes:

1. Application Development and Implementation

2. Infrastructure Development and Improvement

3. Conducting Information System Governance

cost of investment in deveLoPment of information tecHnoLogY sYstemIn 2017, PT EDI Indonesia has implemented a number of

policies related to the development of information technology

system. The costs incurred to support the implementation of the

development of information technology systems that amounted

to Rp14,865,456,744..

strategic PLan for tHe deveLoPment of information tecHnoLogY sYstem in 2018In accordance with the Master Plan of Information Technology

System 2016-2019. The following are work plan on

development of information technology system for 2018 that

have been prepared in accordance with the face enhancement

on the corporate roadmap:

a. Application Development and Implementation

1. Implementation of migration of idxdb database that do

not enter the migration phase in 2017

2. Implementation of DB and Webapp Test Penetration

system

3. Standby Backup Database Switching from Existing to

Standby Server

4. Al Gateway Upgrade

5. Migrating over Switching to a new system

6. Addition of CPU and memory capacity for server

Switching

7. Advanced development of Billing application to be

integrated with biller system and e-payment system

so that customers can pay via bank which at the end

integrated with CDBS and financial system. The biller

system will implement e-payment for bill payment to

customers of PT EDI Indonesia

8. Strengthening of implementation of standardization

of application development with the scope of all new

application development projects. Targeted 90% of app

development using predefined standards and already

using BitBucket for versioning

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9. Implementasi e-FBPPBJ untuk sarana pengadaan barang

dan jasa, aplikasi HRIS versi baru yang sudah diatur fitur

payroll-nya.

b. Pengembangan infrastruktur

1. Penyusunan kajian dan rencanan pemindahan Data

center ke lokasi baru yang berstandar Tier 3

2. Penambahan kapasitas DRC dengan mengganti switch

dan firewall baru di lokasi DRC

3. Melaksanakan uji coba DR Test

4. Implementasi sistem manajemen informasi dalam

keamanan

5. Melaksanakan pemindahan Datacenter ke Tier 3

6. Implemetasi tool server container dan release

maanagement berbasis container

7. Upgrade atas perangkat dashboard

c. Tata Kelola

1. Melaksanakan review blue print sistem informasi secara

periodik

2. Melaksanakan upgrade atas sistem teknologi governance

khususnya untuk sistem rilis aplikasi

3. Audit security pentest atas pelayanan yang critical

4. Melaksanakan review SOP dan menambag serta

menyesuaikan SOP yang belum tercakup

5. Implementasi pengaturan sistem rilis aplikasi ke server

produksi dengan mengadopsi cara akses dan persyaratan

aplikasi masuk server produksi

9. Implementation of e-FBPPBJ for procurement of goods

and services, new version of HRIS application of which

the payroll feature has been set up.

b. Development of infrastructure

1. Preparation of study and plan of transfer of Datacenter

to new location of Tier 3 standard

2. Addition of DRC capacity by replacing new switches and

firewalls in DRC locations

3. Carry out a DR Test trial

4. Implementation of information management system in

security

5. Implementing the Datacenter transfer to Tier 3

6. Implementation of container-based release management

and tool server container

7. Upgrade the dashboard device

c. Governance

1. Implementing blue print review of information system

periodically

2. Implementing upgrades over governance technology

system, especially for applications release system

3. Pentest security audit for critical services

4. Implementing SOP review and add and adjust SOP that

has not been covered

5. Implementation of application release system settings

to the production server by adopting the access and

application requirements of the production server

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04anaLIsIs dan peMbahasan ManajeMenM a n a g e m e n t D i s c u s s i o n a n d A n a l y s i s

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tinjauan umum Laju pertumbuhan ekonomi Indonesia terus menampakan

perbaikan dari tahun-tahun sebelumnya. Kementerian

Keuangan mengungkapkan pertumbuhan ekonomi Indonesia

pada Tahun 2017 berhasil tumbuh di angka 5,07% (yoy),

meningkat 0,5% dibanding tahun 2016 yang tercatat sebesar

5,02% (yoy). Pencapaian ini merupakan yang tertinggi jika

melihat pertumbuhan ekonomi nasional dalam empat tahun

terakhir. Penguatan ekonomi Indonesia ditopang oleh faktor

fundamental seperti aspek ekspor dan investasi yang dipengaruhi

membaiknya harga komoditas di perdagangan global. Badan

Pusat Statisik (BPS) mencatat secara kumulatif nilai ekspor

Indonesia pada periode Januari–November 2017 mencapai

US$153,90 miliar atau meningkat 17,16 persen dibanding

periode yang sama tahun 2016. Pertumbuhan ekspor masih

didominasi oleh komoditas pertambangan dan mineral, seperti

batubara, palm oil, dan biji kopi. Sementara dari sisi investasi,

Badan Koordinasi Penanaman Modal (BKPM) mencatat realisasi

investasi sepanjang 2017 mencapai Rp692,8 triliun, melampaui

target yang ditetapkan sebesar Rp678,8 triliun. Membaiknya

ekonomi di sepanjang 2017 berkontribusi terhadap penguatan

Produk Domestik Bruto (PDB) dari 5,0 persen di kuartal kedua

generaL overviewIndonesia’s economic growth continues to show improvement

over previous years. The Ministry of Finance stated that

Indonesia’s economic growth in 2017 grew by 5.07% (yoy), a

0.5% increase compared to the year of 2016 at 5.02% (yoy).

This achievement is the highest national economic growth in

the last four years. The strengthening of Indonesia’s economy is

sustained by fundamental factors such as export and investment

aspects that were driven by the improved commodity prices in

global trade. Statistics Indonesia (BPS) cumulatively recorded the

value of Indonesian exports in the period of January-November

2017 reached US$153.90 billion or an increase of 17.16 percent

over the same period in 2016. Export growth is still dominated

by mining and mineral commodities, such as coal, palm oil,

and coffee beans. On investment sector, the Investment

Coordinating Board (Badan Koordinasi Penanaman Modal/

BKPM) recorded that realization of investment throughout 2017

reached Rp692.8 trillion, exceeding the target set at Rp678.8

trillion. The improving economy throughout 2017 contributed

to the strengthening of Gross Domestic Product (GDP)from

5.0 percent in the second quarter of 2017 to 5.1 percent in

the third quarter of 2017. Given the strengthening national

analisis dan Pembahasan ManajemenManagement Discussion and Analysis

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2017, menjadi 5,1 persen di kuartal ketiga 2017. Melihat fondasi

ekonomi nasional yang terus mengalami penguatan serta

kondisi global yang cenderung stabil, Pemerintah optimistis

pada tahun 2018 bisa membukukan pertumbuhan ekonomi

mencapai 5,4%. Guna mencapai target tersebut, Kementerian

Keuangan telah menyiapkan langkah-langkah strategis yang

akan menonjolkan prestasi komponen PDB PMTB atau investasi

sebagai salah satu faktor pendorong pertumbuhan ekonomi

nasional di tahun 2018.

tinjauan KeuanganUraian mengenai kinerja keuangan ini disusun berdasarkan

Laporan Keuangan yang disajikan sesuai dengan Pernyataan

Standar Akuntansi Keuangan (PSAK) yang berlaku umum di

Indonesia untuk tahun yang berakhir pada tanggal 31 Desember

2017. Laporan keuangan PT EDI Indonesia telah diaudit oleh

Kantor Akuntan Publik Purwantono, Sungkoro & Surja, dengan

opini wajar dalam semua hal yang material, posisi keuangan,

serta kinerja keuangan dan arus kas konsolidasian untuk tahun

yang berakhir pada tanggal tersebut sesuai dengan Standar

Akuntansi Keuangan di Indonesia.

LaPoran Posisi Keuanganaset

aset Lancar

Pada tahun 2017 aset lancar PT EDI Indonesia tercatat sebesar

Rp102,41 miliar atau mengalami peningkatan sebesar 6,6% bila

dibandingkan pada tahun 2016 yang tercatat sebesar Rp96,07

miliar. Peningkatan jumlah aset lancar ini terjadi karena adanya

pembelian aset tetap dan pembangunan produk-produk baru.

aset tidak Lancar

Jumlah aset tidak lancar PT EDI Indonesia hingga akhir Desember

2017 tercatat sebesar Rp54,10 miliar atau mengalami kenaikan

sebesar 3,5% bila dibandingkan pada tahun 2016 yakni sebesar

Rp52,30 miliar. Kenaikan aset tidak lancar ini disebabkan oleh

adanya kenaikan piutang.

total aset

Total aset PT EDI Indonesia hingga akhir Desember 2017 tercatat

sebesar Rp156,51 miliar atau mengalami peningkatan sebesar

5,5% bila dibandingkan dengan total aset yang diperoleh pada

tahun 2016 yakni sebesar 148,36 miliar. Kenaikan perolehan

economic foundation as well as stable global conditions, the

Government is optimistic that by 2018, economic growth will

reach 5.4%. To achieve the target, the Ministry of Finance has

prepared strategic measures that will highlight the achievement

of GDP component of PMTB or investment as one of the factors

to drive the national economic growth in 2018.

financiaL overviewThis financial performance description is prepared based on the

Financial Statements presented in accordance with Statement

of Financial Accounting Standards (PSAK) that is generally

accepted in Indonesia for the year ended on December 31,

2017. The financial statements of PT EDI Indonesia have been

audited by the Public Accounting Firm Purwantono, Sungkoro &

Surja, with fair opinion in all material respects, financial position,

and financial performance and consolidated cash flows for the

year ended on that date in accordance with Indonesian Financial

Accounting Standards.

statement of financiaL Positionassets

current assets

Current assets of PT EDI Indonesia in 2017 was recorded at

Rp102.41 billion or increased by 6.6% compared to that of

2016 at Rp96.07 billion. The increase was caused by purchase

of fixed assets and development of new products.

non-current assets

Total non-current assets of PT EDI Indonesia as of December

2017 was recorded at Rp54.10 billion or increased by 3.5%

compared to that of 2016 at Rp52.30 billion. The increase was

due to increase in receivables.

total assets

Total assets of PT EDI Indonesia as of December 2017 was

recorded at Rp156.51 billion or increased by 5.5% compared to

total assets in 2016 at 148.36 billion. The increase in total assets

was mainly caused by increase in receivables, purchase of fixed

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total aset ini terutama di sebabkan oleh adanya kenaikan

piutang, pembelian aset tetap dan pembangunan produk-

produk baru.

(Dalam miliar Rupiah)

aset

Keterangan / Description 2017 2016Perubahan /

Change(%)

Aset Lancar / Current Assets 102,413,401 96,067,472 6,345,929 6.6

Aset Tidak Lancar / Non-Current Assets 54,101,320 52,295,361 1,805,959 3.5

Total Aset / Total Assets 156,514,721 148,362,833 8,151,888 5.5

Liabilitas

Total Liabilitas Perseroan pada tahun 2017 tercatat sebesar Rp

49,19 miliar atau sedikit mengalami kenaikan yakni 0,2% bila

dibandingkan pencapaian pada tahun 2016 sebesar Rp49,11

miliar. Peningkatan jumlah liabilitas terjadi karena adanya

kenaikan hutang operasional di tahun 2017.

Keterangan / Description 2017 2016Perubahan /

Change(%)

Liabilitas Jangka Pendek / Current Liabilities 40,855,864 43,099,616 -2,243,752 -5.2

Liabilitas Jangka Panjang / Non-Current Liabilities 8,335,283 6,014,797 2,320,486 38.6

Jumlah Liabilitas / Total Liabilities 49,191,147 49,114,413 76,734 0.2

ekuitas

Posisi ekuitas PT EDI Indonesia pada tahun 2017 tercatat sebesar

Rp107,32 miliar atau meningkat 8,1% bila dibandingkan

ekuitas pada tahun 2016 yakni tercatat sebesar Rp99,25 miliar.

Kenaikan ekuitas Perseroan terjadi terutama disebabkan oleh

adanya pembagian dividen tahun 2016 yang sebagian ditahan

menjadi saldo laba.

Keterangan / Description 2017 2016Perubahan /

Change(%)

Modal Saham / Share Capital 25,000,000 25,000,000 0 0.0

Penghasilan Komprehensif Lain / Other Comprehensive Income (1,662,250) (933,397) -728,853 78.1

Laba Telah Ditentukan Penggunaanya / Appropriated Retained Earnings

46,313,380 39,096,271 7,217,109 18.5

Laba Belum Ditentukan Penggunaanya / Unappropriated Retained Earnings

37,672,444 36,085,546 1,586,898 4.4

Total Ekuitas / Total Equity 107,323,547 99,248,420 8,075,127 8.1

LaPoran Laba rugi dan KomPreHensif LainPendapatan

Realisasi pendapatan usaha mencapai Rp168,4 miliar, lebih

tinggi Rp18,9 miliar atau naik 12,7% bila dibandingkan tahun

2016 yang tercatat sebesar Rp149,51 miliar. Kenaikan tersebut

disebabkan pada tahun 2017 terdapat penjualan perangkat

keras Rp18,6 miliar yang sebelumnya belum ada di tahun 2016.

assets and development of new products.

(in billion rupiah)

assets

Liabilities

Total liabilities of the Company in 2017 was recorded at

Rp49.19 billion or slightly increased by 0.2% compared to that

of 2016 at Rp49.11 billion. Increase in liabilities was caused by

the increased operational payables in 2017.

equity

Equity of PT EDI Indonesia in 2017 was recorded at Rp107.32

billion or increased by 8.1% compared to equity in 2016 at

Rp99.25 billion. Increase in equity was mainly due to dividend

distribution in 2016 of which a portion was reserved for retained

earnings

statement of Profit or Loss and otHer comPreHensive incomerevenues

Revenues of the Company stood at Rp168.4 billion, increased by

12.7% or Rp18.9 billion compared to that of 2016 at Rp149.51

billion. Such increase was caused by hardware sales at Rp18.6

billion in 2017 which previously nil in 2016.

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beban usaha

Hingga akhir Desember 2017, beban usaha PT EDI Indonesia

tercatat sebesar Rp122,4 miliar atau mengalami peningkatan

16,9% bila dibandingkan tahun 2016. Kenaikan beban usaha

ini disebabkan oleh kenaikan biaya pegawai, biaya maintenance

karena ada investasi alat produksi.

Laba sebelum Pajak

PT EDI Indonesia mencatatkan laba sebelum pajak pada

tahun 2017 sebesar Rp49,54 miliar, mengalami kenaika

4,3% bila dibandingkan pada tahun 2016 sebesar Rp47,05

miliar. Kenaikan laba ini terjadi karena adanya pertumbuhan

pendapatan usaha.

jumlah Penghasilan Komprehensif Periode berjalan

Hingga akhir Desember 2017, PT EDI Indonesia berhasil

membukukan penghasilan komprehensif tahun berjalan sebesar

Rp36,94 miliar atau naik 6,0% dari perolehan tahun 2016 yang

tercatat hanya sebesar Rp34,86 miliar. Kenaikan perolehan

penghasilan komprehensif tahun berjalan ini terutama

disebabkan oleh pertumbuhan laba perusahaan mengalami

peningkatan.

Keterangan / Description 2017 2016Perubahan /

Change(%)

Pendapatan Usaha / Revenues

Kepabeanan / Customs 83,867,021 89,719,001 -5,851,980 -6.5

Non Kepabeanan / Non-Customs 84,576,669 59,788,672 24,787,997 41.5

Total Pendapatan / Total Revenues 168,443,691 149,507,673 18,936,018 12.7

Beban Usaha / Operating Expenses

Total Beban Usaha / Total Operating Expenses 122,403,899 104,701,077 17,702,822 16.9

Laba Usaha / Operating Income 46,039,781 44,806,596 1,233,185 2.8

Pendapatan dan Beban Lain-Lain / Operating and Other Expenses 3,496,637 2,698,766 797,871 29.6

Laba (Rugi) Sebelum Pajak / Profit (Loss) Before Tax 49,536,418 47,505,362 2,031,056 4.3

Pajak Penghasilan / Income Tax -11,863,974 -11,419,816 -444,158 3.9

Laba (Rugi) Setelah Pajak / Profit (Loss) After Tax 37,672,444 36,085,546 1,586,898 4.4

Pendapatan Komprehensif Lainya Setelah Pajak Tahun Berjalan / Other Comprehensive Income After Tax for the Year

-728,853 -1,228,016 499,163 -40.6

Laba (Rugi) Komprehensif Tahun Berjalan / Comprehensive Income (Loss) for the Year

36,943,591 34,857,529 2,086,062 6.0

Produksi trafik

Realisasi produksi trafik tahun 2017 dibandingkan dengan

RKAP 2017 adalah sebagai berikut:

Keterangan / Description satuan / UnitrKaP tahun 2017 / rKaP

2017realisasi tahun 2017 /

realization in 2017rasio /

ratio (%)

Kepabeanan / Customs dokumen / document 3.283.073 3.478.628 105,96

Non kepabeaan / Non-Customs

Kepelabuhan / Port Kk 2.040.000 2.047.676 100,38

TPFT container 78.000 32.702 41,93

operating expenses

As of December 2017, operating expenses of PT EDI Indonesia

was recorded at Rp122.4 billion or increased by 16.9%

compared to that of 2016. Such increase was caused by the

increase in employee and maintenance costs due to investment

in production.

income before tax

Income before tax of PT EDI Indonesia in 2017 was recorded at

Rp49.54 billion, increased by 4.3% compared to that of 2016 at

Rp47.05 billion. The increase was caused by revenues growth.

total comprehensive income for the Year

As of December 2017, comprehensive income for the year of

PT EDI Indonesia stood at Rp36.94 billion or increased by 6.0%

from that of 2016 at Rp34.86 billion. Increase in comprehensive

income for the year was mainly caused by the increase in the

company’s income growth.

traffic Production

Traffic production in 2017 compared to RKAP 2017 is as follows:

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Realisasi produksi trafik pada sektor kepabeanan sebesar

3.478.628 dokumen atau 105,96% dari RKAP 2017. Pada

sektor non kepabeanan capaian realisasi terhadap RKAP 2017

adalah sebagai berikut:

tPft

Realisasi produksi trafik pada sektor non kepabeanan di TPFT

sebesar 32. 702 container atau lebih rendah 58,07% dari

anggaran yang telah ditetapkan. Hal ini disebabkan pada tahun

2017 berhentinya pemeriksaan Jalur Merah yang dilakukan di

TPFT PT Multi Terminal Indonesia (MTI) dan adanya kebijakan dari

Badan Karantina yang memprioritaskan pemeriksaan barang

yang medium dan high risk dilakukan di Tempat Penimbunan

Sementara pada Lini 1 yaitu TPS yang mempunyai dermaga

antara lain KSO Petikemas Koja, PT Jakarta International

Container Terminal, PT New Priok Container Terminal One,

Mustika Alam Lestari (MAL) dan Terminal Operasi 3 Pelabuhan

Tanjung Priok sedangkan Tempat Pemeriksaan Fisik Terpadu

PT Multi Terminal Indonesia merupakan Tempat Penimbunan

Sementara Lini 2.

Pde Kepelabuhanan

Realisasi produksi trafik pde-kepelabuhanan sebesar 2.047.676

kk, lebih tinggi sebesar 0,38% jika dibandingkan dengan

anggaran sebesar 2.040.000 kk.

LaPoran arus Kas arus Kas neto diperoleh dari aktivitas operasi

Pada tahun 2017, arus kas neto diperoleh dari aktivitas operasi

tercatat sebesar Rp30,92 mliar atau turun 48,3% dibandingkan

tahun 2016 yakni sebesar Rp59,77 miliar. Penurunan arus kas

neto diperoleh dari aktivitas operasi ini disebabkan karena pada

tahun 2016 terdapat penerimaan restitusi ppn 2013-2014

sebesar 5,9 miliar dan penerimaan pengembalian jaminan

penerbitan bank garansi sebesar 6,7 miliar.

Sementara penerimaan atas pekerjaan di akhir tahun 2017

baru diterima dananya di awal 2018 sehingga mengakibatkan

piutang di tahun 2017 lebih besar dibandingkan tahun 2016.

arus Kas neto diperoleh dari (digunakan untuk)

aktivitas investasi

Pada tahun 2017, arus kas neto diperoleh dari (digunakan

untuk) aktivitas investasi sebesar Rp16,23 miliar atau turun

25,3% dibandingkan tahun 2016 sebesar Rp21,73 miliar.

Penurunan ini terjadi karena tahun 2017 realisasi pengadaan

aset tetap dan aset tak berwujud lebih kecil dari tahun 2016.

Traffic production in customs sector amounted to 3,478,628

documents or 105.96% from RKAP 2017, while realization in

non-customs to RKAP 2017 is as follows:

tPft

The realization of traffic production in the non-customs sector

in TPFT was 32,702 containers or lower by 58.07% of the

established budget. This was due to the stoppage of the Red

Line in 2017 conducted at TPFT of PT Multi Terminal Indonesia

(MTI) and the policy of Quarantine Agency that prioritizes

medium and high risk inspection at Temporary Landfill at

Line 1, namely TPS which has a dock between KSO Petikemas

Koja, PT Jakarta International Container Terminal, PT New

Priok Container Terminal One, Mustika Alam Lestari (MAL)

and Terminal of Operation 3 Port of Tanjung Priok whereas PT

Multi Terminal Indonesia Integrated Physical Inspection Site is a

Temporary Landfill Site 2.

Pde Kepelabuhanan

Realization of PDE-port traffic production was 2,047,676 kk,

higher by 0.38% compared to budget at 2,040,000 kk.

statement of casH fLows net cash flows provided by operating activities

Net cash flows provided by operating activities in 2017 was

recorded at Rp30.92 billion or decreased by 48.3% compared

to that of 2016 at Rp59.77 billion. The decrease was due to

receipt of vat restitution in 2013-2014 by 5.9 billion and receipt

of guarantee bank issuance insurance return by 6.7 billion.

Meanwhile, receipt on works at the end of 2017 was received

at the beginning of 2018, causing higher receivables in 2017

compared to that of 2016.

net cash flows provided by (used in) investing activities

Net cash flows provided by (used in) investing activities in

2017 was recorded at Rp16.23 billion or decreased by 25.3%

compared to that of 2016 at Rp21.73 billion. The decrease was

due to realization of procurement of fixed assets and intangible

assets was lower in 2017 compared to that of 2016.

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arus Kas neto diperoleh dari (digunakan untuk)

aktivitas Pendanaan

Pada tahun 2017, arus kas neto diperoleh dari (digunakan

untuk) aktivitas pendanaan tercatat sebesar Rp28,97 miliar,

turun 15,2% dibandingkan tahun sebelumnya. Penurunan ini

disebabkan oleh Penurunan laba setelah pajak ditahun 2017.

Kas dan setara Kas akhir Periode

Hingga akhir Desember 2017, PT EDI Indonesia membukukan

kas dan setara kas akhir periode sebesar Rp64,37 miliar atau

turun 18,2% bila dibandingkan perolehan kas dan setara kas

akhir periode pada tahun 2016 yakni sebesar Rp78,64 miliar.

Penurunan ini terutama disebabkan oleh Pembayaran investasi

tahun 2016 yang jatuh tempo di 2017, dan kenaikan piutang

yang masih belum tertagih.

Keterangan / Description 2017 2016Perubahan /

Change(%)

Arus Kas Neto diperoleh dari Aktivitas Operasi / Net Cash Flows provided by Operating Activities

30,917,085 59,765,979 -28,848,894 -48.3

Arus Kas Neto diperoleh dari (digunakan untuk) Aktivitas Investasi / Net Cash Flows provided by (used in) Investing Activities

-16,231,686 -21,727,208 5,495,522 -25.3

Arus Kas Neto diperoleh dari (digunakan untuk) Aktivitas Pendanaan / Net Cash Flows provided by (used in) Financing Activities

-28,960,436 -34,131,389 5,170,953 -15.2

Kenaikan (Penurunan) Neto Kas dan Setara Kas / Net Increase (Decrease) in Cash and Cash Equivalent

-14,275,301 3,907,382 -18,182,683 -465.3

Kas dan Setara Kas Awal Tahun / Cash and Cash Equivalent at Beginning of Year

78,642,006 74,734,624 3,907,382 5.2

Kas dan Setara Kas Akhir Periode / Cash and Cash Equivalent at End of Year 64,366,705 78,642,006 -14,275,301 -18.2

tingKat KeseHatan PerusaHaan Dalam melakukan penilaian tingkat kesehatan, Perusahaan

berpedoman pada Surat Keputusan Menteri Badan Usaha Milik

Negara Nomor KEP-100/MBU/2002 tanggal 4 Juni 2002 tentang

Penilaian Tingkat Kesehatan Badan Usaha Milik Negara, dengan

indikator dan bobot penilaian tingkat kesehatan Perusahaan

untuk ke tiga aspek yang dinilai, berikut bobot dan hasil

penilaian tingkat kesehatan tahun 2017:

Total skor penilaian tingkat kesehatan Perusahaan tahun 2017

adalah 96 digolongkan “SEHAT” dalam peringkat “AAA”.

Keterangan / Description Kep-100/mbu/2002skor reailsasi 2017 / Score of

realization in 2017

Aspek keuangan / Financial aspect 70.00 68,50

Aspek operasional / Operational aspect 15,00 12,50

Aspek administrasi / Administrative aspect 15,00 15,00

Total 100,00 96,00

net cash flows provided by (used in) financing activities

Net cash flows provided by (used in) financing activities in 2017

was recorded at Rp28.97 billion, decreased by 15.2% compared

to the previous year. The decrease was caused by decrease in

income after tax in 2017.

cash and cash equivalent at end of Period

As of December 2017, cash and cash equivalent at the end of

period was booked at Rp64.37 billion or decreased by 18.2%

compared to cash and cash equivalent at the end of period in

2016 at Rp78.64 billion. The decline was mainly caused by the

Payment of investment in 2016, which was due in 2017, as well

as the increase in uncollectible receivables.

COMPANY HEALTH INDEXIn assessing the health index, the Company refers to Decree

of the Minister of State-Owned Enterprises No. KEP-100/

MBU/2002 dated June 4, 2002 on Assessment on Health Index

of State-Owned Enterprises with indicator and value for the

three assessed aspects, as well as value and assessment result of

health index in 2017.

Total scores of the Company’s health index in 2017 was 96 or

categorized as “HEALTHY” with “AAA” rating.

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aspek keuangan

Hasil penilaian per indikatar sebagai berikut:

no. Keterangan / Description Hasil / resultbobot / value

skor / Scorerealisasi

2017/ realization

in 2017

realisasl 2016 /

realization in 2016

1 lmbalan kepada pemegang saham / Return to shareholders 54,09% 20,00 20,00 20,00

2 lmbalan investasi (ROI) / Return on Investment 38,90% 15,00 15,00 15,00

3 Rasio kas / Cash Ratio 157,55% 5,00 5,00 5,00

4 Rasio lancar / Current Ratio 250,67% 5,00 5,00 5,00

5 Collection periods 47 5,00 5,00 5,00

6 Perputaran persediaan / Inventory turnover 1 5,00 5,00 5,00

7 Perputaran total aset / Total assets turnover 107,67% 4,00 4,50 4.50

8 Rasio modal sendiri terhadap total aset / Equity to total assets 44,50% 9,00 9,00 10,00

total bobot / total value 70,00 68,50 68,00

Capaian tingkat kesehatan pada aspek keuangan tahun 2017

dengan skor 68,50 atau lebih tinggi skor 0,50 dari capaian

tahun 2016.

aspek operasional

Penilaian aspek operasional sebagai berikut:

no.lndikator Penilalan / Assessment

Indicatorstandar / Standard

Hasil / resultbobot / value

skor / ScorerKaP real 2017 real 2016

1Pelayanan kepada pelanggan / Customer service

0%-10% 1,65% 5,00 5,00 5.00 5.00

2 Available EDI 0 < t < 24 jam 0.4 jam 5,00 5,00 5,00 5,00

3 Kineria trafik / Traffic performance 100 % 83% 5.00 5,00 2,50 2,50

total bobot / total value 15 15 12,50 12.50

• Pelayanankepadapelanggan

Realisasi rasio hasil perhitungan pelayanan kepada

pelanggan tahun 2017 sebesar 1,65% masuk dalam

kisaran 0% s/d 10% dengan kriteria “Baik Sekali” sehingga

skor yang didapat adalah 100% dari bobot penilaian atau

mendapatkan skor 5,00, hasil ini sama dengan pencapaian

tahun 2016.

• Availability Perangkat Electronic Data Interchange

Realisasi hasil perhitungan availibility perangkat electronic

data interchange tahun 2017 sebesar 0,4 jam masuk dalam

range O st s 24 dengan kriteria “Baik Sekali” sehingga

skor yang didapat adalah 100% dari bobot penilaian atau

mendapatkan skor 5,00, hasil ini sama dengan capaian

tahun 2016.

• Kinerjatrafik

Realisasi rasio hasil perhitungan kinerja trafik tahun 2017

sebesar 83% masih di bawah 100% dengan kriteria

“Cukup, 80 sampai dengan 90% dari RKAP” sehingga skor

yang diperoleh 50% dari bobot penilaian atau mendapatkan

skor 2,5, hasil ini sama dengan capaian tahun 2016.

Financial Aspect

Result of assessment per indicator is as follows

Achievement of health index in financial aspect in 2017 with

score of 68.50 or higher by 0.50 from achievement in 2016.

operational aspect

Assessment on operational aspect is as follows:

• Customerservice

The realization of the ratio of customer service calculation in

2017 was 1.65%, classified into the range of 0% to 10%

with the criteria of “Very Good” so that the obtained score

is 100% of the value of the score or obtained a score of

5.00, this result is the same with that of 2016.

• Availability of Electronic Data Interchange Device

The realization of the results of the calculation of the

electronic data interchange device availability in 2017 was

0.4 hours, classified into the range of O to 24 with the

criteria of “Very Good” so that the obtained score is 100%

of the value of the score or obtained a score of 5.00, this

result equals to that of 2016.

• Trafficperformance

The realization of the ratio of the results of the calculation of

traffic performance in 2017 was 83% which was still below

100% with the criteria “Fair, 80 to 90% of RKAP”, hence

the obtained score was 50% of the value of the assessment

or obtained a score of 2.5, this result is equal to that of

2016.

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Hasil penilaian terhadap aspek administrasi Perusahaan untuk

tahun buku 2017 adalah sebagai berikut:

no. Keterangan / Description standar / Standardrealisasl

2017 / realization in 2017skor / Score

2017 2016

1 Laporan Keuangan / Financial Statements Maret 2017 / March 201720 Februari 2017 / February

20, 20173 3

2 RKAP <= 3 bulan / months27 Oktober 2015 / October

27, 20153 3

3 Laporan Periodik / Periodic Report <= 0 hari / day 0 hari keterlambatan / day late 3 3

4 PUKK Tidak relevan / Irrelevant Tidak relevan / Irrelevant 6 6

jumlah skor aspek adminlstrasi / total score of administrative aspect 15 15

Laporan Keuangan tahunan

Laporan audit independen untuk tahun buku 2017 diserahkan

kepada Pemilik Saham pada tanggal 22 Maret 2018, dengan

demikian waktu yang tercapai masih di bawah standar batas

waktu penyerahan yang ditetapkan pada akhir bulan Maret

tahun 2018, sehingga masuk kedalam kriteria tepat waktu

dengan mendapatkan skor 3,00.

rancangan rKaP

Berdasar bukti dari elektronik mail (email) tertera tanggal

penyampaian RKAP tahun buku 2017 pada tanggal 27 Juli 2016

untuk rancangan RKAP lnvestasi dan tanggal 7 September 2016

untuk rancangan RKAP tahun 2017 dengan demikian tanggal

tersebut masih berada di bawah batas yang ditentukan yaitu 60

hari sebelum memasuki tahun anggaran 2017, sehingga masuk

kedalam kriteria tepat waktu dengan mendapatkan skor 3,00.

Laporan Periodik

Perusahaan telah mengirimkan laporan periodiknya sesuai

dengan bukti dari elektronik mail (email) yang tertera tanggal

penyampaian yaitu: laporan periodik triwulan I pada tanggal

7 April 2017 (nol hari keterlambatan), laporan periodik

triwulan II pada tanggal 10 Juli 2017 (nol hari keterlambatan),

laporan periodik triwulan Ill pada tanggal 5 Oktober 2017 (nol

hari keterlambatan), laporan periodik IV tanggal 11 Januari

2018 (nol hari keterlambatan), jumlah keterlambatan secara

keseluruhan sebanyak 0 (nol) hari sehingga hasil laporan

periodik mendapatkan skor 3,00.

Kinerja Pembinaan usaha Kecil dan Koperasi (PuKK)

Dikarenakan Perusahaan tidak diwajibkan mempunyai PUKK

maka untuk poin ini mendapatkan skor 6,00.

The results of the assessment of the administrative aspects of

the Company for the 2017 fiscal year are as follows:

annual financial statements

The independent audit report for the 2017 fiscal year was

submitted to the Shares Owner on March 22, 2018, thus the

time elapsed was still below the standard submission deadline

set at the end of March 2018, thus entering the criteria on time

by earning a score of 3.00 .

rKaP design

Based on the evidence of electronic mail (e-mail), the date of

submission of RKAP 2017 fiscal year on July 27, 2016 for the

Investment RKAP draft and September 7, 2016 for the 2017

draft RKAP, thus the date is still below the specified limit of 60

days before entering the 2017 fiscal year, hence classified into

the criteria on time with a score of 3.00.

Periodic report

The Company has sent its periodic report in accordance with the

evidence of electronic mail (e-mail) on the date of submission,

namely: quarterly periodic report on April 7, 2017 (zero day

delay), second quarter periodic report on July 10, 2017 (zero

day of delay, the third quarterly periodic report on October 5,

2017 (zero day of delay), the fourth periodic report on January

11, 2018 (zero day of delay), total number of delays totaling 0

(zero) day so that the results of the periodic report obtained a

score of 3.00.

Performance of small enterprises and cooperatives

development (PuKK)

Since the Company is not required to have PUKK then this point

obtained a score of 6.00.

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KemamPuan membaYar utang uraian tentang Kemampuan membayar utang dan

tingkat Kolektabilitas

Risiko-risiko utama yang timbul dari instrumen keuangan yang

dimiliki Perusahaan adalah risiko nilai tukar, nilai likuiditas, risiko

kredit dan risiko suku bunga. Kegiatan operasional Perusahaan

dijalankan secara berhati-hati dengan mengelola risiko-risiko

tersebut agar tidak menimbulkan potensi kerugian bagi

Perusahaan

risiko nilai tukar

Risiko nila tukar adalah risiko dimana nilai wajar atau arus kas

kontraktual masa mendatang dari suatu instrumen keuangan

akan terpengaruh akibat perubahan nilai tukar. Eksposur

Perusahaan yang terpengaruh risiko nilai tukar terutama terkait

dengan kas dan setara kas

Tabel berikut menunjukkan posisi aset moneter dalam mata

uang selain Rupiah pada tanggal 31 Desember 2017

Keterangan / Descriptiondalam mata uang asli / In

original currency

31 desember 2017 (tanggal pelaporan) /

December 31, 2017(reporting date)

22 maret 2018 (tanggal penyelesaian laporan keuangan) / March 22,

2018 (Settlement date of financial statements)

Aset / AssetsKas dan setara kas / Cash and Cash Equivalent

AS$38.023 515.132 522.318

Total aset / Total assets 515.132 522.318

Jika aset moneter Perusahaan dalam mata uang asing pada

tanggal 31 Desember 2017 tersebut dijabarkan ke dalam

Rupiah dengan menggunakan kurs tengah Bank Indonesia

pada tanggal 22 Maret 2018, maka aset moneter neto akan

meningkat sebesar Rp 7.186.

risiko likuiditas

Risiko likuiditas adalah risiko kerugian yang timbul karena

Perusahan tidak memiliki arus leas yang cukup untuk memenuhi

liabilitasnya. Dalam pengelolaan risiko likuiditas, manajemen

memantau dan menjaga jumlah kas dan setara kas yang

dianggap memadai untuk membiayai operasional Perusahaan

dan untuk mengatasi dampak fluktuasi arus kas. Manajemen

juga melakukan evaluasi berkala atas proyeksi arus kas dan

arus kas aktual, termasuk jadwal jatuh tempo utang, dan

terus-menerus melakukan penelaahan pasar keuangan untuk

mendapatkan sumber pendanaan yang optimal.

Tabel berikut menunjukkan jatuh tempo liabilitas keuangan

berdasarkan pembayaran kontraktual yang tidak didiskontokan

pada tanggal 31 Desember 2017

soLvencYdescription of solvency and collectability rate

The mains risks arising from the Company’s financial

instruments are foreign exchange risk, liquidity risk, credit risk

and interest rate risk. The operational activities of the Company

are managed in prudential manner by managing those risks to

minimize potential losses.

exchange rate risk

Foreign exchange rate risks is the risk that the fair value of future

contractual cash flows of a financial instrument will fluctuate

because of changes in foreign exchange rates. The Company’s

exposure to the foreign exchange risk relates primarily to cash

and cash equivalents.

The following table shows monetary assets denominated in

currencies other than Rupiah as of December 31, 2017

If the Company’s monetary assets in foreign currencies as of

December 31, 2017 are reflected into Rupiah using the Bank

Indonesia middle rate as of March 22, 2018, the net monetary

assets will increase by Rp7,186.

Liquidity risk

Liquidity risk is the risk arising when the cash flows position

of the Company is not enough to cover the liabilities which

becomes due. In managing the liquidity risk, the management

monitors and maintains a level of cash and cash equivalents

deemed adequate to finance the Company’s operations and to

mitigate the effects of fluctuation in cash flows. Management

also regularly evaluates the projected and actual cash flows,

including loan maturity profiles, and continuously assesses

conditions in the financial markets for opportunities to obtain

optimal funding sources.

The following table shows the maturity profile of financial

liabilities based on contractual undisclosed payments as of

December 31, 2017

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Keterangan / DescriptionKurang dari 1

tahun / Less than 1 year

1-3 tahun / year(s)

3-5 tahun / yearsLebih dari 5

tahun / More than 5 years

total

Utang usaha / Trade payables• pihak ketiga / third parties• pihak berelasi / related parties

16.400.9021.998.390

--

--

--

16.400.9021.998.390

Utang lain-lain / Other payables• pihak ketiga / third parties• pihak berelasi / related parties

886.5821.802.264

--

--

--

886.5821.802.264

Beban akrual / Accrued expenses 12.113.013 - - - 12.113.013

Total 33.201.151 - - - 33.201.151

risiko Kredit

Risiko kredit adalah risiko bahwa Perusahaan akan mengalarri

kerugian yang timbul dari pelanggan atau pihak lawan akibat

gagal memenuhi liabilitas kontraktualnya.

Kebijakan umum Perusahaan untuk penjualan ke pelanggan

baru dan yang sudah ada adalah menyeleksi petanggan.

pelangan yang memiliki kondisl keuangan yang kuat serta

reputasi yang baik.

Manajemen yakin akan kemampuannya untuk terus mengontrol

dan mempenahankan eksposur yang minimal terhadap risiko

kredit mengingat Perusahaan memiliki kebijaksanaan yang jetas

dalam pemilihan pelanggan, rnenggunakan perjanjian yang

berkekuatan hukum pada saat melakukan transaksi penjualan

dan sejarah tingkat kredit macet yang rendah.

risiko suku bunga

Risiko suku bunga adalah risiko di mana nilai wajar atau arus kas

kontraktual masa daatang dari suatu instrumen keuangan akan

terpengaruh akibat perubahan suku bunga pasar. Perusahaan

belum memiliki eksposur terhadap risiko suku bunga karena

tidak memiliki pinjaman.

struKtur modaL manajemen Permodalan

Struktur permodalan Perusahaan sebagian besar terdiri dari

ekuitas (terdiri dari modal saham dan saldo laba ditahan).

Tujuan utama dari pengelolaan Perusahaan adalah untuk

memastikan bahwa Perusahaan mempertahankan rasio

modal yang sehat dalam rangka mendukung bisnis dan

memaksimalutn nilai pemegang saham. Peseroan mengelola

permodalan untuk menjaga kelangsungan usahanya datam

rangka memaksimumken kekayaan para pemegang saham

dan manfaat kepada pihak lain yang berkepentiogan terhadap

Perusahaan dan untuk struktur optimal permodalan untuk

menginngl biaya permodalan.

credit risk

Credit risk is a risk that the Company will incur a loss arising

from the customers or the counterparties who fail to fulfill their

contractual obligations.

The general policy for sale to new customers and existing

customers is to choose who have the strong financial condition

and good reputation.

Management is confident in its ability to continue to control and

maintain minimal exposure to credit risk given the Company has

a clear policy in the selection of customers, using the force of

law at the time of the sale agreement and the low level of bad

credit history.

interest rate risk

Interest rate risk is the risk that the fair value or contractual

future cash flows of a financial instrument will be affected due

to changes in market interest rates. The Company does not

have an exposure to the interest rate risk yet since no interest-

bearing loan obtained.

caPitaL structure capital management

The capital structure of the Company mostly consists of equity

(consisting of capital stock and retained earning). The primary

objective of the Company’s capital management is to ensure that

it maintains healthy capital ratios in order to support its business

and maximize shareholder value. The Company manages its

capital to safeguard the Company’s ability to continue as a

going concern in order to maximize the return to shareholders

and benefits for other stakeholders, and to maintain optimal

capital structure to reduce the cost of capital.

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KeLomPoK instrumen Keuangan lnstrumen keuangan yang disajikan di dalarn laporan posisl

keuangan dicatat sebesar nilai wajar atau disajlkan dalam

jumlah tercatat, baik karena jumlah 1ersebut adalah kurang

lebih sebesar niai wajamya atau karena nilai wajamya tidak

dapat diukur secara handal. Penjelasan leblh lanjut diberikan

pada paragraf.paragraf berikut. Instrumen keuangan dengan

nilal tercatat kurang lebih sebesar nllai wajamya. Manajemen

menelapkan bahwa nllai tercatat (berdasarkan jumlah nominal)

kas dan setara kas, investasi }angka pendek, piutang usaha,

neto, plutang lain-lain, utang usaha, utang lain-lain, dan

beban beban aktual kurang lebih sebesar nilai wajamya karena

lnstrumen keuangan tersebut berjangka pendek.

Keterangan / Description31 desember 2017 / December 31, 2017

nilai tercatat / recorded value

nilai wajar / Fair value

aset Keuangan / financial assetsKas dan setara kas / Cash and cash equivalent 64.366.705 64.366.705

Investasi jangka pendek / Short-term investment 5.000.000 5.000.000

Piutang usaha – neto / Trade receivables - net 21.599.249 21.599.249

Piutang lain-lain / Other receivables 89.409 89.409

Liabilitas Keuangan / financial LiabilitiesUtang usaha / Trade payables 18.399.292 18.399.292

Utang lain-lain / Other payables 2.688.846 2.688.846

Beban akrual / Accrued expenses 12.113.013 12.113.013

Keterangan / Description31 desember 2016 / December 31, 2016

nilai tercatat / recorded value

nilai wajar / Fair value

aset Keuangan / financial assetsKas dan setara kas / Cash and cash equivalent 78.642.006 78.642.006

Investasi jangka pendek / Short-term investment 2.000.000 2.000.000

Piutang usaha – neto / Trade receivables - net 6.655.745 6.655.745

Piutang lain-lain / Other receivables 127.258 127.258

Liabilitas Keuangan / financial Liabilities

Utang usaha / Trade payables 14.546.834 14.546.834

Utang lain-lain / Other payables 5.278.824 5.278.824

Beban akrual / Accrued expenses 18.981.330 18.981.330

Nilai wajar kas dan setara kas, investasi jangka pendek,

piutang usaha neto, piutang lain-lain, utang usaha, utang

laln-lain dan beban beban akrual mendekati nilai lercatat

karena jangka waktu jatuh tempo yang singkat atas instrumen

keuangan Selain instrumen keuangan yang disebutkan diatas,

Perusahaan tidak memiliki aset atau liabilitas lain yang diukur

atau diungkapkan dengan nilai wajar, oleh karena itu penilalan

nilai wajar berdasarkan PSAK 68 (pengukuran nilal Wajar) tidak

diperlukan.

grouP of financiaL instruments Financial instrument presented to the statements of financial

position are carried at fair value otherwise, they are presented at

carrying amounts as either these are reasonable approximation

of fair values or their fair values cannot be reliably measured.

Further explanations are provided in the following paragraphs.

Financial instruments with carrying amounts that approximate

their fair values. Management has determined that the carrying

amounts (based on nominal amounts) of cash and cash

equivalents, short-term investment, trade receivables - net,

other receivables, trade payable, other payables and accrued

expenses reasonably approximate their fair values because they

are mostly short-term in nature.

The fair value of cash and cash equivalents, short-term

investment, net trade receivables, other trade receivables, trade

payable, other payable and accrued expenses approximate

their carrying amounts largely due to the short-term maturities

of these instruments. Other than financial instruments item

mentioned above, the Company does not have any other assets

or liabilities measured nor disclosed at fair value, therefore fair

value hierarchy under PSAK 68 (fair value measurements) is not

considered necessary.

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iKatan materiaL untuK investasi barang modaL Pada tahun 2017, tidak terdapat uraian mengenai ikatan yang

material untuk investasi barang modal, sehingga tidak terdapat

informasi mengenai ikatan yang material untuk investasi barang

modal.

investasi barang modaL Yang direaLisasiKan Pada taHun buKu teraKHirPada tahun 2017, tidak terdapat informasi investasi barang

modal yang direalisasikan pada tahun buku terakhir, sehingga

tidak terdapat informasi mengenai investasi barang modal yang

direalisasikan pada tahun buku terakhir.

Perbandingan antara ProYeKsi dan reaLisasiPerbandingan antara proyeksi dan realiasi PT EDI Indonesia

berpedoman pada RKAP 2017 yang telah disusun dan

dilaksanakan sesuai dengan ketentuan yang tercantum dalam

Keputusan Menteri Badan Usaha Milik Negara Republik

Indonesia No. KEP-101/MBU/2002 tanggal 4 Juni 2002

tentang Penyusunan Rencana Kerja dan Anggaran Perusahaan

Badan Usaha Milik Negara. RKAP tahun 2017 telah mendapat

pengesahan oleh Rapat Umum Pemegang Saham sebagaimana

dituangkan dalam risalah rapat Nomor: HK.568/30/1/6/PI.II-17

& KS-001/LEG/SISTEK-EDII/1/2017 tanggal 30 Januari 2017.

Keterangan / DescriptionProyeksi tahun 2017 (rKaP) /

Projection for 2017 (rKAP)realisasi tahun 2017 /

realization in 2017

Pencapaian (%) /

Achievement (%)

Aset / Assets 178,875,567 156,514,721 87,5

Liabilitas / Liabilities 58,465,498 49,191,147 84,1

Ekuitas / Equity 120,410,069 107,323,574 89,1

Laba Usaha / Operating Income 65,509,069 46,039,780 70,28

Laba Sebelum Pajak / Income before tax 67,849,069 49,536,417 73,01

Laba Tahun Berjalan / Income for the year 50,886,802 36,943,590 72,60

ProYeKsi taHun 2018PT EDI Indonesia telah menyusun Rencana Kerja dan Anggaran

Perusahaan (RKAP) tahun 2018 sebagai acuan pokok Perseroan

dalam menjalankan aktivitas usahanya. Pencapaian target

finansial untuk tahun 2018 tersebut didasarkan oleh berbagai

asumsi kondisi eksternal dan internal yang dapat mempengaruhi

aktivitas Perseroan. berikut adalah target finansial Perseroan

untuk tahun buku 2018:

materiaL commitment for caPitaL goods investmentThere was no description of the material commitment for capital

investment in 2017, hence there is no information on material

commitment for capital goods investment.

reaLized caPitaL goods investment in tHe finaL fiscaL Year

There was no information on capital goods investment realized

in the last fiscal year, hence there is no information on capital

goods investment realized in the last fiscal year.

comParison between Projection and reaLizationThe comparison between projection and realization of PT EDI

Indonesia is based on RKAP 2017 which has been prepared and

implemented in accordance with the provisions stipulated in

the Decree of the Minister of State Owned Enterprises of the

Republic of Indonesia No. KEP-101/MBU/2002 dated June 4,

2002, on Preparation of Work Plan and Budget of State-Owned

Enterprises. RKAP 2017 has been approved by the General

Meeting of Shareholders as set forth in minutes of the meeting

No.: HK.568/30/1/6/PI.II-17 & KS-001/LEG/SISTEK-EDII/1/2017

on January 30, 2017.

Projection for 2018PT EDI Indonesia has formulated the Company’s Work Plan and

Budget (RKAP) 2018 as the main reference of the Company in

conducting its business activities. The achievement of financial

targets for the year 2018 is based on various assumptions of

external and internal conditions that may affect the Company’s

activities. The following are the financial targets of the Company

for the 2018 fiscal year:

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Disajikan dalam miliar Rupiah

Keterangan / Descriptionrealisasi 2017 /

realization in 2017Proyeksi 2018 /

Projection for 2018

Aset / Assets 156,514,721 114,583,862

Liabilitas / Liabilities 49,191,147 ....mohon data

Ekuitas / Equity 107,323,547 122,880,199

Laba Usaha / Operating Income 46,039,780 55,584,147

Laba Sebelum Pajak / Income before tax 49,536,417 57,584,682

Laba Tahun Berjalan / Income for the year 36,943,590 43,188,512,177

asPeK Pemasaran dan sistem distribusi

PT EDI Indonesia berkomitmen untuk memberikan pelayanan

terbaik kepada pelanggan sebagai upaya memperluas pangsa

pasar. Komitmen tersebut dituangkan dalam marketing mix

strategi yang disusun berdasarkan perkembangan bisnis.

Secara rutin, EDII menyelenggarakan berbagai kegiatan sales &

marketing dalam rangka memelihara hubungan baik dengan

pelanggan, sehingga loyalitas konsumen dapat dipertahankan.

avP corporate marketingAnastasia

marketing Produk / Product Marketing

-

marketing communicationPratiwi Nareshwari

marketing research-

admin marketing / Marketing AdministratorMelly Puspita

avP corporate marketing:

Mengkoordinasikan kegiatan yang berhubungan dengan

corporate marketing baik dalam bidang riset marketing,

pengelolaan produk maupun komunikasi marketing agar

kegiatan marketing perusahaan dapat terlaksanakan.

marketing Produk:

Mengumpulkan dan mengolah informasi yang berkaitan

dengan marketing mix agar strategi marketing produk dapat

terimplementasi dengan baik.

marketing communication:

Melakukan eksekusi komunikasi pemasaran produk baik

internal dan eksternal guna mendukung program marketing

perusahaan.

Presented in billion Rupiah

marKeting asPect and distribution sYstemPT EDI Indonesia is committed to provide the best services

to customers as an effort to expand its market share. Such

commitment is stated in marketing mix strategy that is prepared

based on business development. EDII regularly holds various

sales & marketing activities to maintain good relationship with

customers, thus consumer’s loyalty can be maintained.

avP corporate marketing:

Coordinate activities related to corporate marketing, both

in the field of marketing research, product management and

marketing communications, therefore corporate marketing

activities can be implemented.

Product marketing:

Collect and process information related to marketing mix so that

product marketing strategy can be implemented appropriately.

marketing communication:

Execute product marketing communications, both internal and

external to support the Company’s marketing program.

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marketing reseacrh:

Mengumpulkan, mengolah dan menganalisa data pelanggan

serta pasar, untuk mendukung marketing strategic planning

dari produk.

admin marketing:

Melakukan kegiatan administrasi terkait operasional Corporate

Marketing dalam rangka mendukung operasional Sub divisi.

Program KePemiLiKan saHam oLeH KarYawan dan/atau manajemen Pada tahun 2017, saham PT EDI Indonesia tercatat sebesar

51% dimiliki oleh PT Pelabuhan Indonesia II (Persero) dan 49%

dimiliki oleh PT Sisindokom Teknologi. Oleh karena itu, tidak

ada kepemilikan saham oleh karyawan atau Employee Stock

Option Program (ESOP) dan tidak ada kepemilikan saham oleh

manajemen atau Management Stock Option Program (MSOP).

Sehingga tidak ada informasi terkait jumlah saham ESOP/MSOP

dan realisasinya, jangka waktu, persyaratan karyawan dan/atau

manajemen yang berhak serta harga exercise.

Kebijakan dividen tahun 2017

Kebijakan pembagian dividen tahun 2017 yang diterapkan di PT

EDI Indonesia berdasarkan keputusan RUPS Penetapan dividen

yang akan dilaksanakan kemudian.

Tahun 2016 Kebijakan pembagian dividen yang diterapkan di PT

EDI Indonesia berdasarkan keputusan RUPS Sirkuler Penetapan

dividen. Sebagaimana berdasarkan RUPS Sirkuler tanggal 26

September 2017, dividen sejumlah Rp. 28.868.436.484.

reaLisasi Penggunaan dana HasiL Penawaran umum Sampai dengan tahun 2017, PT EDI Indonesia belum menjadi

perusahaan terbuka (go public) atau belum melakukan

Penawaran Umum di bursa efek, sehingga tidak ada informasi

terkait dengan total perolehan dana, rencana penggunaan

dana, rincian penggunaan dana, saldo dana dan tanggal

persetujuan Rapat Umum Pemegang Saham (RUPS) atas

perubahan penggunaan dana.

informasi materiaL mengenai investasi, eKsPansi, divestasi, Penggabungan/PeLeburan usaHa, aKuisisi dan restruKturisasi utang/modaL

Selama tahun 2017, PT EDI Indonesia tidak melakukan aktivitas

investasi barang modal, ekspansi, divestasi, akuisis serta

restrukturisasi hutang dan modal.

marketing reseacrh:

Collect, process and analyze customer and market data to

support marketing strategic planning of products.

marketing administrator:

Conduct administrative activities related to Corporate Marketing

operations to support of Sub Division operations.

emPLoYee and/or management sHare ownersHiP Program As of 2017, 51% shares of PT EDI Indonesia were held by PT

Pelabuhan Indonesia II (Persero) and 49% were held by PT

Sisindokom Teknologi. There is no Employee Stock Option

Program (ESOP) and Management Stock Option Program

(MSOP). Thus, there is no information on total shares in ESOP/

MSOP and the realization, period, requirements of entitled

employee and/or management as well as exercise price.

dividend Policy in 2017

Dividend policy in 2017 implemented by PT EDI Indonesia was

based on GMS resolutions on Determination of dividend that

will be implemented later.

In 2016, Dividend distribution policy implemented by PT EDI

Indonesia was based on Circular GMS on Determination of

dividend. Based on Circular GMS dated September 26, 2017,

the amount of dividend was Rp28,868,436,484.

reaLization of tHe use of Proceeds from PubLic offeringAs of 2017, PT EDI Indonesia has not yet become a public

company or has not conducted a Public Offering on the stock

exchange, hence there is no information related to total fund

acquisition, fund usage plan, fund usage details, fund balance

and date of approval of General Meeting Shareholders (GMS)

for changes in the use of funds.

materiaL information on investment, EXPANSION, DIVESTMENT, MERGER/consoLidation, acQuisition, and caPitaL/debt restructuringThroughout 2017, PT EDI Indonesia did not engage in capital

goods investment activity, expansion, divestment, acquisition

and debt and capital restructuring.

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informasi transaKsi materiaL Yang mengandung benturan KePentingan Pada tahun 2017, tidak terdapat informasi transaksi material

yang mengandung benturan kepentingan, sehingga tidak

terdapat informasi mengenai informasi transaksi material yang

mengandung benturan kepentingan.

PerubaHan KebijaKan aKuntansi Pada taHun buKu Salah satu komitmen PT EDI Indonesia terhadap penerapan

kepatuhan adalah selalu menaati peraturan yang berlaku dari

regulator, yang relevan pada bisnis dan operasi Perusahaan.

Bentuk implementasi komitmen tersebut adalah melakukan

pengkajian terhadap peraturan baru dan amandemen peraturan

sehingga Perseroan selalu taat pada ketentuan peraturan

dan amandemennya. Selama tahun 2016, terdapat sejumlah

peraturan baru dan perubahan peraturan yang berpengaruh

signifikan terhadap kinerja Perusahaan

1. Perpres No. 76 tahun 2014 perihal Pengelola Portal

Indonesia National Single Window.

2. Pemberlakuan Pasar Bebas ASEAN

Pelaku bisnis lain di negara-negara ASEAN sangat

memungkinkan untuk menjadikan Indonesia sebagai target

market sehingga persaingan bisnis di wilayah Indonesia

akan semakin menuntut para pelaku bisnis dari Indonesia

untuk menyediakan layanan yang lebih baik.

information on materiaL transaction containing confLict of interest There was no information on material transaction containing

conflict of interest in 2017, thus there is no information on

material transaction containing conflict of interest.

cHanges in accounting PoLicY in fiscaL YearOne of commitments of PT EDI Indonesia on compliance is

by always complying with the prevailing regulations that are

relevant to the Company’s operation and business. Form of

implementation of the commitment is by reviewing the new

regulations and amendment, therefore the Company always

complies with the regulations and the amendments. There was

new regulations and amendments that significantly affect the

Company in 2016.

1. Presidential Regulation No.76 of 2014 on Management of

Indonesia National Single Window Portal

2. Implementation of ASEAN Free Market

Other business players in ASEAN countries are likely to set

Indonesia as market target, hence business competition

in Indonesia will demand Indonesia’s business players to

provide better services.

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05tata keLoLa perusahaanG o o d C o r p o r a t e G o v e r n a n c e

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Tata Kelola PerusahaanGood Corporate Governance

PT EDI Indonesia telah menjalankan praktik

tata kelola perusahaan yang baik atau Good

Corporate Governance (GCG), secara konsisten,

baik dalam aspek pengelolaan keuangan

maupun operasional sesuai tentang ketentuan

dan peraturan perundangan yang berlaku serta

best practice di bidang usaha yang dijalankan

oleh Perseroan. PT EDI Indonesia menyakini,

implementasi GCG yang dijalankan dengan baik

akan memberikan nilai tambah bagi Perseroan

serta para pemangku kepentingan termasuk

para pemegang saham dan keberlanjutan

usaha di masa depan.

tujuan Implementasi GCG di PT EDI Indonesia secara

spesesifik memiliki tujuan yakni:

1. Memberdayakan fungsi dan kemandirian

Organ Perseroan sehingga pengambilan

keputusan berdasarkan pada nilai moral

yang tinggi dan kepatuhan terhadap

peraturan perundang-undangan yang

berlaku

PT EDI Indonesia has been consistently

conducting good corporate governance (GCG)

practices, in both financial and operational

management aspects in accordance with

the prevailing laws and regulations and best

practices in the business field run by the

Company. PT EDI Indonesia believes that

a well-executed GCG implementation will

provide added value to the Company as well as

stakeholders including shareholders and future

business sustainability.

objective The implementation of GCG in PT EDI Indonesia

specifically has the following objectives:

1. Empowering the function and independence

of the Company’s Instrument so that

decision-making is based on high moral

values and compliance with applicable laws

and regulations.

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2. Mendorong dan mendukung pengembangan, pengelolaan

risiko Perseroan secara lebih hati-hati (prudent), akuntabel,

dan bertanggung jawab sejalan dengan prinsip-prinsip GCG

3. Optimalisasi nilai Perusahaan bagi Pemegang Saham dengan

tetap memperhatikan pemangku kepentingan.

imPLementasi gcg Penerapan Praktik GCG PT EDI Indonesia didasarkan Peraturan

Menteri Badan Usaha Milik Negara Nomor Per-01/MBU/2011

tentang Penerapan Tata Kelola Perusahaan yang Baik (Good

Corporate Governance) pada Badan Usaha Milik Negara

diartikan sebagai prinsip-prinsip yang mendasari suatu proses

dan mekanisme pengelolaan Perseroan berlandaskan peraturan

perundang-undangan dan etika berusaha yang berpegang pada

prinsip-prinsip GCG yaitu transparansi, akuntabilitas, tanggung

jawab, kemandirian, dan kewajaran.

Berikut penjabaran mengenai prinsip-prinsip GCG yang menjadi

landasan bagi PT EDI Indonesia

1. transparansi

Untuk menjaga obyektivitas dalam menjalankan bisnis,

Perseroan menyediakan informasi yang material dan

relevan dengan cara yang mudah diakses dan dipahami

oleh stakeholders. Perseroan mengambil inisiatif untuk

mengungkapkan tidak hanya masalah yang disyaratkan oleh

peraturan perundang-undangan, tetapi juga hal penting

lainnya untuk pengambilan keputusan oleh Pemegang

Saham dan Stakeholders sesuai dengan haknya.

2. akuntabilitas

Perseroan mempertanggungjawabkan kinerjanya secara

transparan dan wajar. Untuk itu, Perusahaan berupaya

melaksanakan pengelolaan Perusahaan secara bertanggung

jawab, benar, terukur dan sesuai dengan kepentingan

Perusahaan dengan tetap memperhitungkan kepentingan

Pemegang Saham dan Stakeholder lain. Akuntabilitas

merupakan prasyarat yang diperlukan untuk mencapai

kinerja yang berkesinambungan.

3. tanggung jawab

Perseroan selalu berupaya untuk mematuhi peraturan

perundang-undangan serta melaksanakan tanggung jawab

terhadap masyarakat dan lingkungan agar dapat tercapai

kesinambungan usaha dalam jangka panjang dan diakui

sebagai good corporate citizen.

2. Encouraging and supporting the development, risk

management of the Company more prudently, accountably

and responsibly in line with GCG principles

3. Optimizing the value of the Company to Shareholders with

due regard to the stakeholders.

gcg imPLementation The implementation of GCG Practice of PT EDI Indonesia which

is based on the Regulation of the Minister of State-Owned

Enterprise Number Per-01/MBU/2011 on the Implementation

of Good Corporate Governance in State-Owned Enterprises is

defined as the principles underlying a process and mechanism of

management of the Company based on the laws and regulations

and ethics that strive to adhere to GCG principles, namely

transparency, accountability, responsibility, independence, and

fairness.

The following are description of GCG principles which became

the foundation for PT EDI Indonesia

1. transparency

To maintain objectivity in conducting business, the Company

provides material and relevant information in a manner

that is easily accessible and understood by stakeholders.

The Company takes the initiative to disclose not only the

problems required by the laws and regulations, but also other

important matters for decision-making by Shareholders and

Stakeholders in accordance with their rights.

2. accountability

The Company is accountable for its performance in a

transparent and fair manner. To that end, the Company

strives to implement the Company’s management

responsibly, correctly, measurably, and in accordance

with the Company’s interests while taking into account

the interests of Shareholders and other Stakeholders.

Accountability is a necessary prerequisite for achieving

sustainable performance.

3. responsibility

The Company always strives to comply with the laws and

regulations as well as to take responsibility for society

and environment in order to achieve long-term business

continuity and be recognized as a good corporate citizen.

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4. Kemandirian

Untuk melaksanakan prinsip GCG, Perusahaan

melaksanakan pengelolaan Perseroan secara independen

sehingga masing-masing Organ Perusahaan tidak saling

mendominasi dan tidak dapat diintervensi oleh pihak lain.

5. Kewajaran

Dalam melaksanakan kegiatannya, Perusahaan senantiasa

memperhatikan kepentingan Pemegang Saham dan

Stakeholders berdasarkan asas kewajaran atau kesetaraan.

Pedoman tata KeLoLa PerusaHaan PT EDI Indonesia memiliki Pedoman Tata Kelola Perusahaan

atau GCG Code guna memastikan implementasi GCG berjalan

dengan baik sesuai tugas dan fungsi masing-masing. GCG

Code Perusahaan merupakan kristalisasi dari kaidah-kaidah

GCG, peraturan perundang-undangan yang berlaku, nilai-nilai

budaya yang dianut, visi dan misi serta praktek-praktek terbaik

(best practices) GCG. Pedoman GCG yang telah disusun menjadi

acuan bagi Pemegang Saham, Dewan Komisaris, Direksi,

Karyawan serta menjadi acuan bagi Stakeholder lainnya dalam

berhubungan dengan Perusahaan. Sekaligus menjadi payung

dalam penyusunan Pedoman Perusahaan serta peraturan

teknis lainnya sesuai kebutuhan dalam mendorong tata kelola

perusahaan yang efektif. GCG Code ini telah ditetapkan dan

disahkan bersama oleh Komisaris serta Direksi PT EDI Indonesia

pada Mei 2016.

Landasan Implementasi GCG Code

a. Undang-undang Republik Indonesia Nomor 40 tahun 2007

tentang Perseroan Terbatas;

b. Keputusan Menteri Badan Usaha Milik Negara Nomor

KEP-101/MBU/2002 tentang Rencana Kerja Anggaran

Perusahaan BUMN

c. Keputusan Menteri Badan Usaha Milik Negara Nomor KEP-

102/MBU/2002 tentang Rencana Kerja Jangka Panjang

Perusahaan BUMN

d. Peraturan Menteri Badan Usaha Milik Negara Nomor Per-

01/MBU/2011 tentang Penerapan Tata Kelola Perusahaan

yang Baik (Good Corporate Governance) pada Badan Usaha

Milik Negara

e. Peraturan Menteri Badan Usaha Milik Negara Per-09/

MBU/2012 tentang Perubahan atas Peraturan Pemerintah

BUMN Nomor Per-01/MBU/2011 tentang Penerapan Tata

Kelola Perusahaan yang Baik (Good Corporate Governance)

pada Badan Usaha Milik Negara

4. independence

To implement GCG principles, the Company independently

manage the Company so that the Company’s instruments

do not dominate each other and cannot be interfered by

other parties.

5. fairness

In conducting its activities, the Company always takes into

account the interest of Shareholders and Stakeholders

based on the principle of fairness or equality..

corPorate governance code PT EDI Indonesia has Good Corporate Governance Code or

GCG Code to ensure that GCG implementation runs well in

accordance with respective duties and functions. The Company’s

GCG Code is a crystallization of GCG rules, applicable laws and

regulations, adopted cultural values, vision and mission, and

GCG best practices. The GCG Guidelines have been compiled

as a reference for Shareholders, Board of Commissioners,

Board of Directors, Employees as well as a reference for other

Stakeholders in dealing with the Company. This also serves as

basis in the preparation of the Company’s Guidelines as well as

other technical regulations as needed in encouraging effective

corporate governance. The GCG Code has been established and

validated by the Board of Commissioners and Board of Directors

of PT EDI Indonesia in May 2016.

Basis of Implementation of GCG Code

a. Law of the Republic of Indonesia Number 40 of 2007 on

Limited Liability Companies;

b. Decree of the Minister of State Owned Enterprises No. KEP-

101/MBU/2002 on Work Plan and Budget of State-Owned

Enterprises

c. Decree of the Minister of State-Owned Enterprises No.

KEP-102/MBU/2002 on Long-Term Corporate Work Plan of

State-Owned Enterprises

d. Regulation of the Minister of State Owned Enterprises

Number Per-01/MBU/2011 on the Implementation of Good

Corporate Governance in State-Owned Enterprises

e. Regulation of the Minister of State-Owned Enterprises Per-

09/MBU/2012 on Amendment to Government Regulation

of SOEs Number Per-01/MBU/2011 on the Implementation

of Good Corporate Governance in State-Owned Enterprises

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f. Peraturan Menteri Badan Usaha Milik Negara Nomor Per-

12/MBU/2012 tentang Organ Pendukung Dewan Komisaris/

Dewan Pengawas BUMN

g. Peraturan Menteri Badan Usaha Milik Negara Nomor PER-

03/MBU/2012 Tentang Pedoman Pengangkatan Anggota

Direksi dan Dewan Komisaris Anak Perusahaan Badan

Usaha Milik Negara Keputusan Sekretaris Menteri BUMN

SK-16/S.MBU/2012 tentang Indikator/Parameter Penilaian

dan Evaluasi Atas Penerapan Tata Kelola Perusahaan yang

Baik (GCG) pada BUMN

h. Pedoman Umum Good Corporate Governance Indonesia

Tahun 2006

i. Anggaran Dasar Perusahaan.

struKtur tata KeLoLa PerusaHaan Berpedoman pada UU Perseroan Terbatas No.40 Tahun 2007,

struktur umum tata kelola perusahaan terdiri dari Rapat

Umum Pemegang Saham, Dewan Komisaris dan Direksi yang

berkedudukan sebagai organ utama dan bertanggung jawab atas

pengendalian dan pengawasan kegiatan usaha. Keseluruhan

organ utama tersebut berperan dalam melaksanakan proses

chcek and balances kegiatan usaha agar dapat dikelola dan

dipertanggungjawabkan secara sehat.

Dasar-Dasar Pelaksanaan GCG di PT EDI Indonesia:

a. Anggaran Dasar atau Akta Pendirian Perusahaan

sebagaimana diatur dalam Pasal 15 Undang-Undang

Republik Indonesia Nomor 40 Tahun 2007 tentang

Perseroan Terbatas (UUPT);

b. Keputusan Rapat Umum Pemegang Saham memuat hal-

hal yang perlu mendapat persetujuan Pemegang Saham,

sebagaimana diatur dalam Anggaran Dasar Perusahaan;

c. Keputusan Dewan Komisaris memuat hal-hal yang

merupakan kewenangan Dewan Komisaris dalam

melaksanakan fungsi pengawasan dan penasihatan

sebagaimana diatur dalam Anggaran Dasar Perusahaan dan

peraturan perundang-undangan yang berlaku serta hal-

hal lain yang diperlukan untuk memperlancar pelaksanaan

tugas-tugas Dewan Komisaris;

d. Keputusan Direksi memuat hal-hal mengenai penetapan

kebijakan umum tentang penyusunan strategi, penyusunan

organisasi, sumber daya manusia, keuangan dan akuntansi,

pengadaan dan sebagainya, yang menjadi landasan hukum

bagi pelaksanaan tugas sehari-hari;

e. Surat Edaran Direksi merupakan surat dinas yang diedarkan

dengan maksud agar pesan atau berita dinas diketahui para

Pegawai atau orang-orang tertentu, sesuai dengan maksud

pengedaran surat tersebut. Skema Heirarki Peraturan

Perusahaan.

f. Regulation of the Minister of State Owned Enterprises

Number Per-12/MBU/2012 on the Supporting Instruments

of the Board of Commissioners/Supervisory Board of SOEs

g. Regulation of the Minister of State Owned Enterprises

Number PER-03/MBU/2012 on Guidelines for Appointment

of Members of the Board of Directors and Board of

Commissioners of Subsidiaries of State-Owned Enterprises

h. Decision of Secretary of State-Owned Enterprises No. SK-

16/S.MBU/2012 on Indicators/Parameters of Assessment

and Evaluation of Implementation of Good Corporate

Governance (GCG) in SOEs

i. General Guidelines of Good Corporate Governance

Indonesia Year 2006

j. The Company’s Articles of Association.

corPorate governance structureBased on the Law on Limited Liability Company No.40 of

2007, the general structure of corporate governance consists

of General Meeting of Shareholders, Board of Commissioners

and Board of Directors which serves as the main instrument

and is responsible for the control and supervision of business

activities. All of the major instruments play a role in conducting

the check and balances process of business activities in order to

be managed and accounted for in a healthy manner.

Fundamentals of GCG Implementation at PT EDI Indonesia:

a. Articles of Association or Deed of Company Establishment

as regulated in Article 15 of Law of the Republic of Indonesia

Number 40 Year 2007 on Limited Liability Company (UUPT);

b. The resolution of the General Meeting of Shareholders

contains matters that need to be approved by the

Shareholders, as stipulated in the Articles of Association of

the Company;

c. Decision of the Board of Commissioners contains matters

which are the authority of the Board of Commissioners

in performing the advisory and supervisory functions as

stipulated in the Company’s Articles of Association and the

prevailing laws and regulations as well as other matters that

are necessary to facilitate the implementation of the duties

of the Board of Commissioners;

d. Decision of the Board of Directors includes matters

concerning determination of general policy on the

preparation of strategies, organization, human resources,

finance and accounting, procurement etc., which form the

legal basis for the implementation of daily duties;

e. The Circular Letter of the Board of Directors is a letter of

service circulated with the intention that the message or

official news be known to the Employees or certain persons,

in accordance with the purpose of circulation of the letter.

Hierarchy Scheme of Company Regulation.

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Hierarchy scheme of company regulations

gcg assessment PT EDI Indonesia regularly identifies GCG implementation,

either through Self-Assessment or assessment by independent

consultant (BPKP). This is carried out to see the aspect of GCG

that has reached best practice or area that has not reached best

practice. The results of this assessment become the basis for

improvement of GCG implementation.

gcg assessment 2017

PT EDI Indonesia appointed PT Multi Utama Indojasa (MUC

Consulting Group) to assess the implementation of GCG of PT

EDI Indonesia for the period of 2017. This Assessment aims to

assess the implementation of GCG in EDII based on the standard

of test equipment of Decision of Secretary of Minister of SOEs

Number: SK-16/S.MBU/2012 concerning Indicators/Parameters

of Assessment and Evaluation of Good Corporate Governance

(GCG) Implementation in SOEs, covering six key aspects of

measurement, including Commitment to the Implementation

of Good Corporate Governance, Shareholders and GMS, Board

of Commissioners, Board of Directors, Disclosure of Information

and Transparency and Other Aspects.

The results of assessment on GCG implementation can be seen

in the following table:

skema Heirarki Peraturan Perusahaan

anggaran dasarArticles of Association

Keputusan ruPsGMS Resolution

Keputusan dewan KomisarisBoard of Commissioners Decision

Keputusan direksiBoard of Directors Decision

surat edaran direksiCircular Letter of the Board of

Directors

Assessment gcg PT EDI Indonesia secara rutin melakukan identifikasi atas

implementasi GCG, baik melalui Self Assessment maupun

penilaian oleh konsultan independent (BPKP), hal ini dilakukan

untuk melihat aspek GCG yang telah mencapai praktik terbaik

(best practice) maupun area yang belum mencapai praktik

terbaik. Hasil penilaian ini menjadi basis perbaikan implementasi

GCG.

Assessment gcg 2017

PT EDI Indonesia menunjuk PT Multi Utama Indojasa (MUC

Consulting Group) melakukan penilaian atas implementasi

GCG PT EDI Indonesia untuk periode tahun 2017. Assessment

ini adalah implementasi Good Corporate Governance (GCG) di

EDII bertujuan untuk menilai implementasi GCG berdasarkan

standar alat uji Keputusan Sekretaris Menteri BUMN Nomor:

SK-16/S.MBU/2012 tentang Indikator/Parameter Penilaian

dan Evaluasi atas Penerapan Tata Kelola Perusahaan yang

Baik (GCG) pada BUMN, yang mencakup enam aspek pokok

pengukuran meliputi Komitmen Terhadap Penerapan Tata

Kelola Perusahaan yang Baik Secara Berkelanjutan, Pemegang

Saham dan RUPS, Dewan Komisaris, Direksi, Pengungkapan

Informasi dan Transparansi serta Aspek Lainnya.

Hasil assessment penerapan GCG tersebut dapat dilihat pada

tabel berikut ini:

aspek / Aspectsbobot / value

skor / Score

%

Komitmen terhadap Penerapan Tata Kelola Perusahaan yang Baik Secara Berkelanjutan / Commitment to Sustainable Corporate Governance

7,000 6,366 90.940

Pemegang Saham dan RUPS/Pemilik Modal / Shareholders and GMS/Share Owner 35,000 33.096 94.561

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aspek / Aspectsbobot / value

skor / Score

%

Dewan Komisaris/Dewan Pengawas / Board of Commissioners/Supervisory Board 35,000 30.629 87.511

Direksi / Board of Directors 9,000 5,627 62.522

Pengungkapan Informasi dan Transparansi / Information Disclosure and Transparency 5,00 -

Aspek Lain / Other Aspects 100 84.329 84.329

total 100 84.329 84.329Klasifikasi Kualitas Penerapan gcg / classification of Quality of gcg implementation baiK

Dari ke-enam aspek pokok tersebut, total nilai yang diperoleh

PT EDI Indonesia periode tahun 2017 adalah sebesar 84,329

dari total bobot yaitu sebesar 100 yang setara dengan 84,329%

sehingga secara overall hasil assessment Implementasi PT EDI

Indonesia mendapatkan Klasifikasi Kualitas Penerapan GCG

“Baik”.

Melihat dari hasil asemen tersebut, PT EDI menyadari ada

beberapa aspek yang belum terlaksana dengan optimal.

Perseroan pun berkomitmen akan meningkatkan kualitas

penerapan GCG yang mengacu pada best practice yang terus

berkembang.

raPat umum Pemegang saHam Rapat Umum Pemegang Saham (RUPS) adalah mekanisme

pengambilan keputusan yang tertinggi dan mempunyai

wewenang yang tidak diberikan kepada Direksi atau Komisaris,

dalam batas yang ditentukan dalam undang-undang atau

anggaran dasar. Salah satu wewenang RUPS adalah meminta

pertanggungjawaban Komisaris dan Direksi terkait pengelolaan

manajemen perusahaan.

Hak dan tanggung jawab Pemegang saham dalam ruPs

Berdasarkan Undang-Undang No. 19 Tahun 2003 tentang

Badan Usaha Milik Negara, hak dan tanggung jawab pemegang

saham, terdiri dari:

• Melaksanakan kegiatan RUPS.

• Memutuskan pengangkatan, pengangkatan ulang dan/atau

pemberhentian Dewan Komisaris dan Direksi Perusahaan.

• Menyetujui pengesahan Rencana Kerja dan Anggaran

Perusahaan (RKAP).

• Mengesahkan Laporan Keuangan Perusahaan.

• Memberi rekomendasi dan menyetujui pembahasan dalam

RUPS.

• Melaksanakan penyertaan modal yang berasal dari APBN.

Setiap Pemegang Saham berhak mendapatkan perlakuan yang

sama, baik Pemegang Saham Mayoritas maupun Pemegang

Saham Minoritas.

Of these six aspects, the total value obtained by PT EDI Indonesia

for the period of 2017 was 84,329 out of 100 or equal to

84,329%, hence overall assessment result of PT EDI Indonesia

obtained the “Good” Classification.

Given the results, PT EDI is aware that there are some aspects

that have not been implemented optimally. The Company is

also committed to improve the quality of GCG implementation

that refers to the growing best practice.

generaL meeting of sHareHoLdersGeneral Meeting of Shareholders (GMS) is the highest decision-

making mechanism and has the authority that is not granted

to the Board of Directors or Board of Commissioners, within

the limits specified in the laws or articles of association. One

of the authorities of the GMS is to request responsibility of the

Board of Commissioners and the Board of Directors for the

management of the Company.

rights and responsibilities of the shareholders in the

gms

Pursuant to Law No.19 of 2003 on State-Owned Enterprises,

rights and responsibilities of shareholders consist of:

• Holding GMS.

• Deciding the appointment, reappointment and/or dismissal

of the Company’s Boards of Commissioners and Board of

Directors.

• Approving the validation of the Work Plan and Company

Budget (RKAP).

• Approving the Company’s Financial Statements.

• Providing recommendations and approving discussion in the

GMS.

• Implementing capital participation derived from APBN.

Each Shareholder is entitled to equal treatment, both Majority

Shareholders and Minority Shareholders.

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informasi Pemegang saham

Adapun komposisi pemegang saham PT EDI Indonesia sebagai

berikut:

Pemegang saham / Shareholders Lembar saham / Shares% Kepemilikan /

ownershipjumlah / Total

PT Pelindo II 12.750.000 51% 12.750.000.000

PT Sisindokom 12.250.000 49% 12.250.000.000

jumlah / total 15.000.000 100,00 15.000.000.000

agenda, Keputusan dan realisasi ruPs tahun 2017

Kegiatan RUPS Tahun 2017 dengan agenda pengesahan

Laporan Tahun Buku 2016 dilaksanakan pada tanggal 15 Juni

2017 dan dihadiri oleh 2 pemegang saham atau setara 100 %

pemegang saham.

agenda uraian / Description realisasi / realizationPembukaan / Opening RUPS dibuka oleh Direktur PAP IPC / GMS was opened by Director of PAP IPC Terealisasi / Realized

Penyampaian Laporan / Submission of Report

Penyampaian Laporan Tahunan dan Laporan Keuangan Perusahaan Tahun Buku 2016 oleh Direksi EDII / Submission of Annual Report and Financial Statements of 2016 Fiscal Year by the Board of Directors of EDII

Terealisasi / Realized

Tanggapan dari Dewan Komisaris / Response from the Board of Commissioners

Tanggapan Dewan Komisaris EDII atas Laporan Tahunan dan Laporan Keuangan Tahun Buku 2016 / Response of the Board of Commissioners of EDII on Annual Report and Financial Statements of 2016 Fiscal Year

Terealisasi / Realized

Pembahasan / Discussion Pembahasan oleh Pemegang Saham / Discussion by Shareholders Terealisasi / Realized

Penutup / ClosingRUPS ditutup dengan pembacaan keputusan RUPS oleh Direktur PAP IPC / GMS was closed by reading the resolutions of GMS by Director of PAP IPC

Terealisasi / Realized

dewan Komisaris dan direksi yang hadir pada ruPs 2017

nama / name jabatan / PositionKehadiran / Attendance

Hadir / Attendedtidak Hadir / not

AttendedPrasetyadi* Komisaris Utama / President Commissioner - ✓Budi Susilo Komisaris Utama / President Commissioner ✓ -

Herry Andriejanssen Komisaris / Commissioner ✓ -

E. Helmi Wantono Direktur Utama / President Director ✓ -

Elon Manurung Direktur Keuangan dan Pendukung / Director of Finance and Supporting ✓ -

*Belum menjabat sebagai Komisaris Utama

dewan Komisaris Dewan Komisaris memiliki fungsi untuk melakukan pengawasan

dan memberikan nasihat kepada Direksi dalam menjalankan

serta melakukan Perseroan. Komisaris juga mempunyai tugas

untuk memantau dan memastikan bahwa pengelolaan Perseroan

berjalan dengan baik dan selaras dengan implementasi GCG.

Board manual dewan Komisaris

Dewan Komisaris memiliki Board Manual yang tertuang

dalam Surat Keputusan Bersama Dewan Komisaris dan Direksi

pada Mei 2016. Dengan adanya Board Manual merupakan

akan terwujud kejelasan, fungsi, tugas, tanggungjawab dan

wewenang Dewan Komisaris. Board Manual ini juga adalah soft

structure GCGC, sebagai penjabaran dari Pedoman Tata Kelola

Perusahan (Good Corporate Governance Code) yang mengacu

pada Anggaran Dasar Perusahaan. implementasi dari prinsip-

shareholders information

Composition of shareholders of PT EDI Indonesia is as follows:

agenda, resolution, and realization of gms in 2017

The GMS activity of 2017 with the agenda of validating the 2016

Fiscal Year Report was held on June 15, 2017 and attended by 2

shareholders or equivalent to 100% of shareholders.

the board of commissioners and board of directors who

attended the gms in 2017

*Has not served as President Commissioner

board of commissionersFunctions of the Board of Commissioners are to supervise and

advise the Board of Directors in running and managing the

Company. The Board of Commissioners also has the duty to

monitor and ensure that the management of the Company is

working properly and in line with the implementation of GCG.

board manual of the board of commissioners

The Board of Commissioners has a Board Manual as stated in

the Joint Decree of the Board of Commissioners and Board of

Directors on May 2016. With the Board Manual, the Board

of Commissioners shall have the clarity, functions, duties,

responsibilities and authorities of the Board of Commissioners.

This Board Manual is also the soft structure of GCG, as the

elaboration of the Good Corporate Governance Code which

refers to the Company’s Articles of Association. Implementation

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prinsip hukum korporasi dan ketentuan Anggaran Dasar yang

mengatur tata kerja Komisaris.

Komposisi dewan Komisaris

Adapun komposisi Dewan Komisaris PT EDI Indonesia hingga

31 Desember 2017 adalah sebagai berikut:

nama / name jabatan / Position dasar Hukum Pengangkatan / Legal Basis of Appointment

PrasetyadiKomisaris Utama / President Commissioner

Akta Notaris Nomor 19 Tanggal 15 Agustus 2017 / Notarial Deed No.19 dated August 15, 2017

*Budi Susilo Komisaris Utama / President Commissioner

Akta Notaris Nomor 2 Tanggal 2 Desember 2014 / Notarial Deed No.1 dated December 2, 2014

Herry Andriejanssen Komisaris / CommissionerAkta Notaris Nomor 2 Tanggal 2 Desember 2014 / Notarial Deed No.1 dated

December 2, 2014* Berdasarkan Akta Notaris Nomor 19 Tanggal 15 Agustus 2017 beliau tidak lagi

menjabat sebagai Komisaris Utama.

tugas dewan Komisaris

Berdasarkan Board Manual yang dimiliki tugas Dewan

Komisaris PT EDI Indonesia secara umum bertugas melakukan

fungsi pengawasan terkait kebijakan dan jalannya Perseroan

serta memberikan nasihat kepada Direksi untuk kepentingan

Perseroan. Berikut tugas yang dijalankan oleh Dewan Komisaris

PT EDI Indonesia:

1. Dewan Komisaris sebagai organ Perusahaan bertugas

dan bertanggung jawab secara kolektif untuk melakukan

pengawasan dan memberikan nasihat kepada Direksi serta

memastikan bahwa Perusahaan melaksanakan GCG.

2. Dalam melaksanakan tugasnya, Dewan Komisaris harus

mematuhi peraturan perundang-undangan dan atau

Anggaran Dasar

3. Dewan Komisaris melakukan pengawasan atas kebijakan

pengurusan, jalannya pengurusan pada umumnya,

baik mengenai Perusahaan maupun usaha Perusahaan,

dan memberi nasihat kepada Direksi. Pengawasan dan

pemberian nasihat sebagaimana dimaksud dilakukan untuk

kepentingan Perusahaan dan sesuai dengan maksud dan

tujuan Perusahaan.

tanggung jawab dewan Komisaris

Selain tugas, Dewan Komisaris juga diberi tanggung jawab

yang melekat pada fungsi yang dimilikinya. Tanggung Jawab

Dewan Komisaris, meliputi diantaranya:

1. Dewan Komisaris bertanggung jawab atas pengawasan

Perusahaan.

2. Setiap Anggota Dewan Komisaris wajib dengan itikad baik,

kehati-hatian, dan bertanggung jawab dalam menjalankan

tugas pengawasan dan pemberian nasihat kepada Direksi

untuk kepentingan Perusahaan dan sesuai dengan maksud

dan tujuan Perusahaan.

of the principles of corporate law and the provisions of the

Articles of Association governing the work of the Board of

Commissioners.

composition of the board of commissioners

Composition of the Board of Commissioners of PT EDI Indonesia

as of December 31, 2017 is as follows:

* No longer serves as President Commissioner pursuant to Notarial Deed No.19

dated August 15, 2017.

duties of the board of commissioners

Based on the Board Manual, duties of the Board of

Commissioners of PT EDI Indonesia in general is in charge of

performing supervisory functions related to the Company’s

policies and operations and advises the Board of Directors on

behalf of the Company. The following duties are run by the

Board of Commissioners of PT EDI Indonesia:

1. The Board of Commissioners as the instrument of the

Company shall have the duty and responsibility collectively

to oversee and advise the Board of Directors and ensure that

the Company implements GCG.

2. In performing its duties, the Board of Commissioners shall

comply with the laws and regulations and/or Articles of

Association.

3. The Board of Commissioners shall supervise the management

policy, the general management of the Company and the

Company’s business, and advise the Board of Directors.

Supervision and advisory as intended for the interest of

the Company and in accordance with the purposes and

objectives of the Company.

responsibilities of the board of commissioners

In addition to the duties, the Board of Commissioners is also given

the responsibility attached to its functions. The responsibilities

of the Board of Commissioners, covering among others:

1. The Board of Commissioners is responsible for the

supervision of the Company.

2. Each Member of the Board of Commissioners shall be in

good faith, prudent and responsible in carrying out the

supervisory and advisory duties to the Board of Directors for

the interest of the Company and in accordance with the

purposes and objectives of the Company.

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3. Setiap Anggota Dewan Komisaris ikut bertanggung jawab

secara pribadi atas kerugian Perusahaan apabila yang

bersangkutan bersalah atau lalai menjalankan tugasnya.

4. Dalam hal Dewan Komisaris terdiri atas 2 (dua) Anggota

Dewan Komisaris atau lebih, tanggung jawab sebagaimana

dimaksud pada poin 3 berlaku secara tanggung renteng

bagi setiap Anggota Dewan Komisaris.

5. Dalam hal terjadi kepailitan karena kesalahan atau

kelalaian Dewan Komisaris dalam melakukan pengawasan

terhadap pengurusan yang dilaksanakan oleh Direksi dan

kekayaan Perusahaan tidak cukup untuk membayar seluruh

kewajiban Perusahaan akibat kepailitan tersebut, setiap

Anggota Dewan Komisaris secara tanggung renteng ikut

bertanggung jawab dengan Anggota Direksi atas kewajiban

yang belum dilunasi.

frekuensi rapat dan tingkat Kehadiran

Dewan Komisaris mengadakan rapat dan pertemuan baik

rapat internal Dewan Komisaris maupun rapat bersama Direksi

serta Komite-komite. Rapat Dewan Komisaris juga dapat

diselenggarakan di luar agenda yang telah ditetapkan jika

terdapat hal-hal yang mendesak yang membutuhkan peran

dan tugas-tugas Dewan Komisaris di dalamnya. Sepanjang

2017, Dewan Komisaris mengadakan kali 12 pertemuan. Rapat

Dewan Komisaris juga selalu dihadiri oleh Sekretaris Dewan

Komisaris yakni Bapak A Syaiful Amin yang bertugas sebagai

notulen rapat. Berikut tingkat kehadiran rapat masing-masing

anggota Dewan Komisaris:

nama / name jabatan / Positiontingkat Kehadiran / Attendance Level

jumlah rapat / Total Meetings

tingkat Kehadiran / Attendance rate

frekuensi / Frequency

Prasetyadi Komisaris Utama / President Commissioner 12 5 41,6%

*Budi Susilo Komisaris Utama / President Commissioner 12 7 58,33%

Herry Andriejanssen Komisaris / Commissioner 12 12 100%

Pelatihan dan Pengembangan Kompetensi dewan

Komisaris

Selama tahun 2017, PT EDI Indonesia tidak mengadakan

pelatihan Dewan Komisaris

evaluasi Kinerja dewan Komisaris

Kebijakan Dewan Komisaris dalam melakukan evaluasi

terhadap kinerja Dewan Komisaris berdasarkan pada hasil

penilaian sendiri Dewan Komisaris, hasil assessment GCG,

hasil pencapaian KPI Dewan Komisaris dan tingkat kesehatan

Perusahaan serta berdasarkan pertanggung jawaban laporan

tahunan dan laporan keuangan tahunan Perusahaan. Penilaian

kinerja Dewan Komisaris dilaporkan dalam Laporan Pelaksanaan

Tugas Pengawasan Dewan Komisaris.

3. Each member of the Board of Commissioners shall be

personally liable for the loss of the Company in the event

that the concerned is guilty or negligent in performing his/

her duties.

4. In the event that the Board of Commissioners consists of 2

(two) members or more, the responsibilities referred to in

point 3 shall apply jointly to each member of the Board of

Commissioners.

5. In the event of bankruptcy due to a mistake or negligence of

the Board of Commissioners in supervising the management

exercised by the Board of Directors and the Company’s

assets is insufficient to pay all the Company’s liability

resulting from such insolvency, each member of the Board

of Commissioners is jointly responsible with the Board of

Directors shall held responsible for the unpaid liabilities.

meeting frequency and attendance rate

The Board of Commissioners holds meetings, both internal

meetings of the Board of Commissioners and joint meetings

with the Board of Directors and the Committees. The meetings

of the Board of Commissioners may also be held outside the

prescribed agenda in the event that there are urgent matters

that require the roles and duties of the Board of Commissioners.

Throughout 2017, the Board of Commissioners held 12

meetings. The Board of Commissioners meeting was also

attended by Secretary of the Board of Commissioners, namely

Mr. A Syaiful Amin who served as the meeting minutes. The

following is attendance levels of each member of the Board of

Commissioners:

training and competence development for the board of

commissioners

PT EDI Indonesia did not hold any training for the Board of

Commissioners in 2017.

evaluation on Performance of the board of commissioners

The Board of Commissioners’ policy in evaluating the

performance of the Board of Commissioners is based on the

Board of Commissioners’ own assessment results, the GCG

assessment result, the achievement of the KPI of the Board of

Commissioners and the Company’s soundness level and on the

basis of the annual report and annual financial statements of

the Company. The assessment on performance of the Board

of Commissioners is reported in the Board of Commissioners

Supervisory Implementation Report.

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direKsi Direksi PT EDI Indonesia bertanggungjawab secara kolegial

dalam mengelola perusahaan. Masing-masing anggota Direksi

dapat melaksanakan tugas dan mengambil keputusan sesuai

dengan pembagian tugas dan wewenangnya.

Board manual direksi

Direksi PT EDI Indonesia memiliki Board Manual yang tertuang

dalam Surat Keputusan Bersama Dewan Komisaris dan Direksi

pada Mei 2016. Dengan adanya Board Manual merupakan

akan terwujud kejelasan, fungsi, tugas, tanggungjawab dan

wewenang anggota Direksi.

Komposisi dewan direksi

Adapun komposisi anggota Direksi PT EDI Indonesia hingga 31

Desember 2017 adalah sebagai berikut:

nama / name jabatan / Position dasar Hukum Pengangkatan / Legal Basis of Appointment

E. Helmi Wantono Direktur Utama / President DirectorAkta Notaris Nomor 2 Tanggal 2 Desember 2014 / Notarial Deed No.2

dated December 2, 2014

Elon Manurung Direktur Keuangan dan Pendukung / Finance and Support Director

Akta Notaris Nomor 27 tanggal 17 Februari 2015 / Notarial Deed No.27 dated February 17, 2015

tugas dan tanggungjawab direksi

1. Direksi sebagai organ perusahaan bertugas dan

bertanggungjawab secara kolegial dalam mengelola

perusahaan. Masing-masing Anggota Direksi dapat

melaksanakan tugas dan mengambil keputusan sesuai

dengan pembagian tugas dan wewenangnya. Pelaksanaan

tugas oleh masing-masing Anggota Direksi tetap merupakan

tanggung jawab bersama. Kedudukan masing-masing

Anggota Direksi termasuk Direktur Utama adalah setara.

Tugas Direktur Utama sebagai primus inter pares adalah

mengkoordinasikan kegiatan Direksi.

2. Direksi harus melaksanakan tugasnya dengan itikad

baik untuk kepentingan Perusahaan dan sesuai dengan

maksud dan tujuan Perusahaan, serta memastikan agar

Perusahaan melaksanakan tanggung jawab sosialnya serta

memperhatikan kepentingan dari berbagai Pemangku

Kepentingan sesuai dengan ketentuan peraturan

perundangundangan.

3. Direksi berwenang menjalankan pengurusan sesuai

dengan kebijakan yang dipandang tepat, dalam batas yang

ditentukan dalam undang-undang ini dan/atau Anggaran

Dasar.

4. Dalam melaksanakan tugasnya, Anggota Direksi wajib

mencurahkan tenaga, pikiran dan perhatian secara penuh

pada tugas, kewajiban, dan pencapaian tujuan Perusahaan.

5. Direksi menetapkan struktur/susunan organisasi yang sesuai

dengan kebutuhan Perusahaan:

board of directorsThe Board of Directors of PT EDI Indonesia are jointly

responsible in managing the Company. Each member of the

Board of Directors may perform the duties and make decisions

in accordance with the division of duties and authority.

board manual of the board of directors

The Board of Directors of PT EDI Indonesia has a Board Manual

as stipulated in the Joint Decree of the Board of Commissioners

and the Board of Directors in May 2016. The Board Manual shall

be the clarity, functions, duties, responsibilities and authority of

the members of the Board of Directors..

composition of the board of directors

The composition of members of the Board of Directors of PT EDI

Indonesia as of December 31, 2017 is as follows:

duties and responsibilities of the board of directors

1. The Board of Directors as an instrument of the Company is

assigned and jointly responsible in managing the Company.

Each Member of the Board of Directors may perform the

duties and make decisions in accordance with the division

of duties and authority. The implementation of duties by

each member of the Board of Directors shall remain a

joint responsibility. The position of each of the members

of the Board of Directors, including the President Director

is equivalent. The duty of the President Director as primus

inter pares is to coordinate the activities of the Board of

Directors.

2. The Board of Directors shall perform its duties in good faith

for the interests of the Company and in accordance with the

purposes and objectives of the Company, as well as ensuring

that the Company performs its social responsibilities and

the interests of various Stakeholders in accordance with the

provisions of the law..

3. The Board of Directors is authorized to manage the Company

in accordance with the policies deemed appropriate,

within the limits specified in this law and/or the Articles of

Association.

4. In performing its duties, Members of the Board of Directors

shall devote full effort, thoughts and attention to the duties,

obligations and achievements of the Company’s objectives.

5. The Board of Directors shall determine organizational

structure/composition in accordance with the needs of the

Company:

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a. Terdapat struktur organisasi yang dirancang untuk

memastikan pencapaian sasaran dan tujuan Perusahaan.

b. Terdapat penetapan oleh Direksi tentang uraian tugas

dan tanggungjawab masingmasing Anggota Direksi.

c. Terdapat penetapan deskripsi dan spesifikasi jabatan

serta uraian tugas untuk semua tingkat jabatan di

struktur organisasi.

d. Permintaan persetujuan Dewan Komisaris atas struktur

organisasi.

6. Salah seorang Anggota Direksi ditunjuk oleh Rapat

Direksi sebagai penanggung jawab dalam penerapan dan

pemantauan GCG di Perusahaan.

terkait rKaP

1. Direksi memiliki Rencana Jangka Panjang Perusahaan (RJPP)

yang disahkan oleh RUPS.

2. Direksi menyusun kebijakan, prosedur dan pedoman

penyusunan Rencana Jangka Panjang Perusahaan (RJPP)

yang memadai.

3. Direksi menyusun rancangan RJPP yang sesuai dengan

pedoman penyusunan RJPP yang ditetapkan.

4. Direksi menyiapkan Rencana Jangka Panjang Perusahaan

(RJPP) yang merupakan rencana strategis yang memuat

sasaran dan tujuan yang hendak dicapai dalam jangka

waktu 5 (lima) tahun. RJPP sekurang-kurangnya memuat:

a. Evaluasi pelaksanaan RJPP sebelumnya,

b. Posisi Perusahaan saat ini,

c. Asumsi-asumsi yang dipakai dalam penyususnan RJPP,

dan

d. Penetapan misi, sasaran, kebijakan, dan program kerja

jangka panjang.

5. Dewan Komisaris mengkaji dan memberikan pendapat

mengenai RJPP yang disiapkan Direksi sebelum

ditandatangani bersama.

6. Terdapat proses telaah oleh Direksi atas rancangan (RJPP)

yang disusun oleh Tim Penyusun RJPP dan menindaklanjuti/

membahas hasil telaahan (tanggapan/pendapat) Dewan

Komisaris atas rancangan RJPP.

7. Direksi menyampaikan rancangan RJPP kepada RUPS dan/

atau Dewan Komisaris tepat waktu atau sesuai jadwal

waktu ditentukan.

8. Penyampaian paling lambat kepada Pemegang Saham

pada tanggal 31 Oktober sebelum RJPP tahun berjalan. Jika

pengesahan oleh RUPS, maka penyampaian kepada Dewan

Komisaris sebelum 30 September tahun berjalan.

9. Direksi mensosialisasikan RJPP kepada seluruh karyawan

Perusahaan.

a. There is an organizational structure designed to ensure

the achievement of the Company’s goals and objectives.

b. There is a determination by the Board of Directors

regarding the description of duties and responsibilities

of each Member of the Board of Directors.

c. There is a determination of job descriptions and

specifications for all positions in the organizational

structure.

d. Request for approval from the Board of Commissioners

on the organizational structure.

6. A member of the Board of Directors shall be appointed by

the Board of Directors Meeting as a person in charge for the

implementation and monitoring of GCG in the Company..

related to rKaP

1. The Board of Directors has a Company Long Term Plan

(RJPP) approved by the GMS.

2. The Board of Directors shall prepare adequate policies,

procedures and guidelines for the preparation of the

Company’s Long Term Plan (RJPP).

3. The Board of Directors shall prepare the draft of RJPP in

accordance with the guidelines for the preparation of the

prescribed RJPP.

4. The Board of Directors prepares the Company’s Long Term

Plan (RJPP) which is a strategic plan that contains the goals

and objectives to be achieved within a period of 5 (five)

years. RJPP contains at least:

a. Evaluation of the previous RJPP implementation,

b. Current Company Position,

c. The assumptions used in preparing RJPP, and

d. Determination of long-term mission, goals, policies, and

work programs.

5. The Board of Commissioners reviews and provides opinions

on the RJPP prepared by the Board of Directors before being

jointly signed.

6. There is a review process by the Board of Directors on

the design (RJPP) prepared by the RJPP Preparation Team

and follow-up/discuss the results of the review (response/

opinion) of the Board of Commissioners on the RJPP draft.

7. The Board of Directors submits the RJPP draft to the GMS

and/or the Board of Commissioners on time or according to

the specified schedule.

8. Submission to the Shareholders is no later than October

31, prior to the current RJPP for the year. In the event of

validation by the GMS, then the submission to the Board of

Commissioners prior to September 30 of the year.

9. The Board of Directors socializes RJPP to all employees of

the Company.

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frekuensi rapat dan tingkat Kehadiran

Selama 2017, anggota Direksi mengadakan kali 11 pertemuan

atau pertemuan untuk membahas kinerja Perseroan. Berikut

tingkat kehadiran rapat masing-masing anggota Direksi

Perseroan:

nama / name jabatan / Position

tingkat Kehadiran / Attendance Level

jumlah rapat / Total Meetings

tingkat Kehadiran / Attendance

rate

frekuensi / Frequency

E. Helmi Wantono Direktur Utama / President Director 11 11 100%

Elon Manurung Direktur Keuangan dan Pendukung / Finance and Support Director

11 11 100%

Pelatihan dan Pengembangan Kompetensi direksi

Selama tahun 2017, PT EDI Indonesia mengikutsertakan Direksi

dalam beberapa pelatihan guna meningkatkan kemampuan

dalam menjalankan fungsi dan tugas sebagai Direksi. Beberapa

pelatihan yang diikuti Direksi adalah:

Peserta/ Participant waktu Pelaksanaan / Time topik / TopicPenyelanggara /

organizerbiaya / Cost

1. Direktur Utama2. Direktur Keuangan dan

Pendukung /3. President Director4. Finance and Support

Director

22 - 23 Februari 2017 / February 22 - 23, 2017 (Non Commercial Group) & 1 - 2 Maret 2017 / March 1 - 2, 2017 (Commercial Group)

Mindmap Prime Consultan

Rp203.000.000 (untuk BOD dan karyawan EDII SVP,VP,AVP) / (for BOD and employees of EDII,

SVP, VP, AVP)

Direktur Keuangan dan Pendukung / Finance and Support Director

6 - 7 September 2017 / September 6 - 7, 2017

Reinventing Human Capital Practices for Indonesian Millenials

PPM Manajemen Rp4.500.000

raPat gabungan dewan Komisaris dan direKsi

Secara umum, agenda rapat gabungan Dewan Komisaris dan

Direksi membahas tentang:

• Evaluasi Kinerja Keuangan dan Operasional Perseroan

(bulanan, triwulan, semester dan tahunan);

• Pembahasan dan Penetapan RKAP;

• Evaluasi dan Rekomendasi Komite-Komite di Bawah Direksi;

• Persiapan pelaksanaan RUPS;

• Agenda lain yang menjadi kewenangan Dewan Komisaris

dan Direksi.

Selama tahun 2017, PT EDI Indonesia telah mengadakan 12

kali pertemuan atau rapat gabungan antara Dewan Komisaris

dan Direksi dengan tingkat kehadiran masing-masing anggota

sebagai berikut:

nama / name jabatan / Position jumlah rapat / Total Meeting

tingkat Kehadiran / Attendance rate

frekuensi / Frequency

Prasetyadi Komisaris Utama / President Commissioner 12 5 41,6%

*Budi Susilo Komisaris Utama / President Commissioner 12 7 58,33%

meeting frequency and attendance rate

The Board of Directors held 11 meetings to discuss the

Company’s performance in 2017. The following is attendance

rate of each member of the Board of Directors:

training and competence development for the board of

directors

In 2017, PT EDI Indonesia included the Board of Directors

in several trainings to improve their ability to carry out the

functions and duties as the Board of Directors. Some trainings

attended by the Board of Directors are:

joint meeting of tHe board of commissioners and tHe board of directorsIn general, joint meeting of the Board of Commissioners and

Board of Directors:

• Evaluate the Company’s Financial and Operational

Performance (monthly, quarterly, semester and yearly);

• Discuss and Determine RKAP;

• Evaluate and Recommend Committees Under the Board of

Directors;

• Prepare GMS implementation;

• Other agenda under the authority of the Board of

Commissioners and Board of Directors.

PT EDI Indonesia held 12 joint meetings between the Board of

Commissioners and the Board of Directors in 2017 with the

attendance of each member as follows:

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nama / name jabatan / Position jumlah rapat / Total Meeting

tingkat Kehadiran / Attendance rate

frekuensi / Frequency

Herry Andriejanssen Komisaris / Commissioner 12 12 100%

E. Helmi Wantono Direktur Utama / President Director 12 12 100%

Elon Manurung Direktur Keuangan dan Pendukung / Finance and Support Director

12 12 100%

Berikut Risalah Rapat Gabungan Dewan Komisaris dan Direksi

tanggal / Date agenda rapat / Meeting Agenda

dewan Komisaris dan direksi yang Hadir / Attended Board of Commissioners and Board of Directors

Prasetyadi*budi susilo

Herry andriejanssen

e. Helmi wantono

elon manurung

17 Januari 2017 / January 17, 2017

• Pembahasan Pra RUPS RKAP Tahun 2017• Laporan Self Assesment GCG 2015 /• Discussion on Pre GMS of 2017 RKAP• GCG Self-Assessment Report in 2015

-Hadir / Attend-

edHadir / Attended

Hadir / Attended

Hadir / Attended

22 Februari 2017 / February 22, 2017

Pembahasan Evaluasi Kinerja Bulan Januari 2017 / Discussion on Evaluation of Performance in January 2017

-Hadir / Attend-

edHadir / Attended

Hadir / Attended

Hadir / Attended

30 Maret 2017 / March 20, 2017

Pembahasan Evaluasi Kinerja Bulan Februari 2017 / Discussion on Evaluation of Performance in February 2017

Hadir / Attend-

edHadir / Attended

Hadir / Attended

Hadir / Attended

11 April 2017 / April 11, 2017

Pembahasan Evaluasi Kinerja Bulan Maret 2017 / Discussion on Evaluation of Performance in March 2017

Hadir / Attend-

edHadir / Attended

Hadir / Attended

Hadir / Attended

22 Mei 2017 / May 22, 2017

Pembahasan Materi Pra RUPS Pertanggungjawaban 2016 / Discussion on Material of Pre GMS of Accountability in 2016

Hadir / Attend-

edHadir / Attended

Hadir / Attended

Hadir / Attended

13 Juni 2017 / June 13, 2017

• Laporan Pelaksanaan Pra RUPS• Laporan Kinerja Perusahan Hingga Bulan Mei

2017 / • Report on Implementation of Pre GMS• Report on Company Performance as of May

2017

Hadir / Attend-

edHadir / Attended

Hadir / Attended

Hadir / Attended

19 Juli 2017 / July 19, 2017

• Laporan Kinerja Hingga 30 Juni 2017• PembahasanUsulan RKAP 2018• Pembahasan Usulan RJPP 2016-2020 / • Report on Performance as of June 30, 2017• Discussion on Proposal of 2018 RKAP• Discussion on Proposal of RJPP 2016-2020

Hadir / Attend-

edHadir / Attended

Hadir / Attended

Hadir / Attended

21 Agustus 2017 / August 21, 2017

• Serah Terima Jabatan PT EDII• Program Pengenalan Komisaris Baru PT EDII• Pembahasan RJPP 2016-2020 PT EDII /• Handover of Position of PT EDII• Introduction Program for New Commissioner

of PT EDII• Discussion on RJPP 2016-2020 of PT EDII

Hadir / Attended

- Hadir / AttendedHadir /

AttendedHadir /

Attended

20 September 2017 / September 20, 2017

Pembahasan Kinerja Perusahaan Hingga Agustus 2017 / Discussion on Company Performance as of August 2017

Hadir / Attended

- Hadir / AttendedHadir /

AttendedHadir /

Attended

1 November 2017 / November 1, 2017

• Serah Terima dan Perkenalan Sekeretaris Dewan Komisaris

• Tindak Lanjut Arahan Dekom Bulan Agustus 2017

• Laporan Kinerja Perusahaan per 30 September 2017 /

• Handover and Introduction of Secretary of the Board of Commissioners

• Follow-up on Direction of the Board of Commissioners in August 2017

• Report on Company Performance as of September 30, 2017

Hadir / Attended

- Hadir / AttendedHadir /

AttendedHadir /

Attended

The following is the Minutes of Joint Meeting of the Board of

Commissioners and Board of Directors Meeting

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tanggal / Date agenda rapat / Meeting Agenda

dewan Komisaris dan direksi yang Hadir / Attended Board of Commissioners and Board of Directors

Prasetyadi*budi susilo

Herry andriejanssen

e. Helmi wantono

elon manurung

21 November 2017 / November 21, 2017

• Tindak Lanjut Rapat Tanggal 1 November 2017

• Pembahasan Materi Pra RUPS RKAP 2018• Laporan Kinerja Perusahaan per 31 Oktober

2017 / • Follow-up on Meeting dated November 1,

2017• Discussion on Pre GMS Material on RKAP

2018• Report on Company Performance as of

October 31, 2017

Hadir / Attended

- Hadir / AttendedHadir /

AttendedHadir /

Attended

12 Desember 2017 / December 12, 2017

• Tindak Lanjut Rapat Tanggal 21 November 2017

• Laporan Pra RUPS RKAP 2018• Laporan Kinerja Perusahaan per November

2017 / • Follow-up on Meeting dated November 21,

2017• Report on Pre GMS of RKAP 2018• Report on Company Performance as of

November 2017

Hadir / Attended

Hadir / AttendedHadir /

AttendedHadir /

Attended

Penilaian terhadap Kinerja dewan Komisaris dan direksi

Penilaian terhadap kinerja Dewan Komisaris dan Direksi

dilakukan secara berkala berdasarkan target pencapaian

(goal setting) dan KPI (Key Performance Indicator) yang sudah

disepakati bersama pada saat awal tahun sesuai tugas dan

tanggung jawab masing-masing anggota Direksi. Sesuai dengan

surat Kementerian BUMN No. S.08/S.MBU/2013 Tanggal 16

Januari 2013 tentang Panduan Penentuan Key Performance

Indicator (KPI) pada Badan Usaha Milik Negara Direksi dengan

Pengawasan Dewan Komisaris/Dewan Pengawas PT EDI

Indonesia dan Pemegang Saham BUMN sepakat membuat

kontrak Manajemen untuk tahun 2017. Kontrak Manajemen ini

bertujan menetapkan janji-janji atau pernyataan Direksi untuk

memenuhi segala target-target yang ditetapkan oleh RUPS atau

Menteri BUMN.

KebijaKan remunerasi dewan Komisaris dan direKsiPT EDI Indonesia berpedoman pada peraturan dan perundang-

undangan yang berlaku dalam menyusun, menetapkan dan

memberikan remunerasi kepada anggota Dewan Komisaris

maupun Direksi. Pemberian remunerasi yang wajar dan layak

berdasarkan kinerja, diharapkan mampu menjadi motivasi

bagi Direksi maupun Dewan Komisaris untuk senantiasa

meningkatkan etos kerja guna memberikan kontribusi yang

positif untuk keberlangsungan bisnis PT EDI Indonesia.

remunerasi dewan Komisaris

Remunerasi Dewan Komisaris PT EDI Indonesia tahun 2017

didasarkan pada keputusan Rapat Umum Pemegang Saham

tentang Persetujuan Pengesahan Laporan Tahun Buku 2016.

assessment on the Performance of the board of

commissioners and board of directors

Assessment on the performance of the Board of Commissioners

and the Board of Directors shall be conducted periodically

based on the set target and KPI (Key Performance Indicator)

agreed upon at the beginning of the year in accordance with

the duties and responsibilities of each member of the Board

of Directors. In accordance with the letter of the Ministry

of SOEs No. S.08/S.MBU/2013 dated January 16, 2013 on

Guidelines for Determination of Key Performance Indicator

(KPI) on State-Owned Enterprises of the Board of Directors with

Supervision of Board of Commissioners/Board of Supervisors

of PT EDI Indonesia and BUMN Shareholders agreed to make

Management Contract for 2017. This Management Contract

sets out the promises or decisions of the Board of Directors to

fulfill all targets set by the GMS or the Minister of SOEs

remuneration PoLicY of tHe board of commissioners and board of directorsPT EDI Indonesia is guided by the prevailing laws and regulations

in preparing, stipulating and providing remuneration to members

of the Board of Commissioners and Board of Directors. Provision

of reasonable and proper remuneration based on performance

is expected to be a motivation for the Board of Directors and

Board of Commissioners to continuously improve the work

ethic in order to contribute positively to the sustainability of PT

EDI Indonesia’s business.

remuneration for the board of commissioners

Remuneration for the Board of Commissioners of PT EDI

Indonesia in 2017 was based on the decision of the General

Meeting of Shareholders concerning the Approval of Validation

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Berikut komponen remunerasi yang diterima Dewan Komisaris

PT EDI Indonesia tahun 2017:

remunerasi / remuneration jabatan / Position Keterangan / DescriptionHonorarium Komisaris Utama / President Commissioner 45% dari Gaji Direktur Utama / 45% of Salary

of President Director

Komisaris / Commissioner 90% dari Honorarium Komisaris Utama / 90% of Honorarium of President Commissioner

remunerasi direksi

Remunerasi Direksi PT EDI Indonesia tahun 2017 didasarkan

pada keputusan Rapat Umum Pemegang Saham tentang

Persetujuan Pengesahan Laporan Tahun Buku 2016. Berikut

komponen remunerasi yang diterima Direksi PT EDI Indonesia

tahun 2017:

remunerasi / remuneration jabatan / Position Keterangan / Description

Gaji / Salary Direktur Utama / President Director100% dari Gaji Direktur Utama / 100% of Salary of President Director

Direksi / Director90% dari Direktur Utama / 90% of President Director

informasi Hubungan afiLiasi dewan Komisaris dan direKsi

Seluruh anggota Dewan Komisaris dan Direksi PT EDI Indonesia

berstatus independen atau tidak memiliki hubungan satu

sama lain serta dengan pemegang saham yang dilarang

oleh peraturan perundang-undangan yang berlaku tentang

implementasi GCG.

nama / name jabatan / Position

Hubungan Keluarga / Family relationship Hubungan Keuangan / Financial relationship

dewan Komisarisdireksi / Board of

Commissioners and Board of

Directors

Pemegang sahamsebagai dewan

Komisaris / Shareholders as Board of

Commissioners

direksi / Board of Directors

dewan Komisaris / Board of

Commissioner

direksi / Board of Directors

Pemegang saham / Shareholders

Ya / Yestidak /

noYa / Yes

tidak / no

Ya / Yestidak /

noYa / Yes

tidak / no

Ya / Yestidak /

noYa / Yes

tidak / no

PrasetyadiKomisaris Utama / President Commissioner

✓ ✓ ✓ ✓ ✓ ✓ ✓

*Budi Susilo Komisaris Utama / President Commissioner

✓ ✓ ✓ ✓ ✓ ✓

Herry Andriejanssen

Komisaris / Commissioner ✓ ✓ ✓ ✓ ✓ ✓

E. Helmi Wantono

Direktur Utama / President Director

✓ ✓ ✓ ✓ ✓ ✓

Elon Manurung Direktur Keuangan dan Pendukung / Finance and Support Director

✓ ✓ ✓ ✓ ✓ ✓

Key Performance Indicators

PT EDI Indonesia secara berkesinambungan melakukan asesmet

terhadap seluruh aspek Perseroan guna memastikan seluruh

fungsi dan tugas masing-masing karyawan berjalan dengan

baik. Salah satu asesment yang dilakukan yakni melalui Key

Performance Indicators (KPI). Melalui KPI tersebut Perseroan

bisa mengetahui aspek mana yang perlu dilakukan perbaikan

agar pengelolaan Perseroan bisa berjalan optimal.

of the 2016 Financial Year. The following are the components

of remuneration received by the Board of Commissioners of PT

EDI Indonesia in 2017:

remuneration for the board of directors

Remuneration for the Board of Directors of PT EDI Indonesia in

2017 was based on the resolution of the General Meeting of

Shareholders on Approval of Validation of the 2016 Fiscal Year.

The following are the remuneration components received by

the Board of Directors of PT EDI Indonesia in 2017:

information on affiLiation of tHe board of commissioners and board of directorsAll members of the Board of Commissioners and Board of

Directors of PT EDI Indonesia are independent or have no

relationship with each other and with shareholders as prohibited

by the applicable laws and regulations on GCG implementation.

Key Performance indicators

PT EDI Indonesia continuously assesses all aspects of the

Company to ensure that all functions and duties of each

employee are going well. One of the assessments carried out is

through Key Performance Indicators (KPI). Through the KPI, the

Company may know which aspects need to be improved so that

the management of the Company can run optimally.

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Berikut hasil KPI PT EDI Indonesia

indikator KPi / KPI Indicatorbobot / value

rKaP 2017

realisasi 2017 /

realization in 2017

skor / Score

Keuangan dan Pasar / finance and market 20EBITDA Margin 6 43,2 36,1 5,01

Average Collection Period (ACP) 7 25,2 12,7 3,52

11 31 2,48

fokus Pelanggan / customer focus 24Indek Kepuasan Pelanggan / Customer Satisfactory Index 12 4 4,15 12,45

Persentase Tindak Lanjut Konsumen Komplain / Percentage of Follow-up on Consumer’s Complaint

12 56 100 12,24

efektivitas Produk dan Proses / effectiveness of Product and Process 18Tingkat Kesiapan Alat Produksi / Level of Readiness of Production Tools 7 99,5 99,5 7,00

Tingkat Pemanfaatan Alat Produksi / Level of Usage of Production Tools 6 55 50 6,55

Tingkat Kepatuhan Terhadap Kontrak Kemitraan / Level of Compliance with Partnership Contract

5 80 90 5,63

Fokus Tenaga Kerja / Focus on Manpower 20

Peningkatan Kompetensi Pegawai / Improvement of Employee’s Competence 8 80 89,9 8,99

Produktivitas Pegawai / Employee Productivity 6 977 882 5,42

Indeks Kepuasan Pegawai / Employee Satisfactory Index 6 3,8 3,9 6,16

Kepemimpinan, Tata Kelola dan Tanggung Jawab Kemasyarakatan / Leadership, Governance, and Social Responsibility

18

Penyerapan Investasi / Investment Absorption 8 87,5 95,9 8,77

Skor Pencapaian GCG / GCG Score Achievement 5 77 81 5,26

Tindak Lanjut KAP / Follow-up on KAP 5 100 100 5,00

Total Skor / Total Score 100 94,49

Pada tahun 2017, skor KPI PT EDI Indonesia tercatat sebesar

94,49 atau mengalami kenaikan bila dibandingkan tahun 2016

yakni skornya tercatat 92,86. Tren peningkatan skor KPI ini

menunjukan kualitas pengelolaan Perseroan semakin baik.

sekretaris dewan Komisaris

PT EDI Indonesia memiliki Sekretaris Dewan Komisaris yang

bertugas secara umum adalah membantu Dewan Komisaris

dalam bidang kegiatan kesekretariatan.

Fungsi dan tugas Sekrertaris Dewan Komisaris paling sedikit

mencakup hal-hal sebagai berikut:

1. Menyelenggarakan kegiatan administrasi kesekretariatan di

lingkungan Dewan Komisaris.

2. Menyelenggarakan rapat Dewan Komisaris dan rapat/

pertemuan antara Dewan Komisaris dengan Pemegang

Saham, Direksi maupun pihak-pihak terkait lainnya.

3. Menyediakan data/informasi yang diperlukan oleh Dewan

Komisaris dan komite-komite di lingkungan Dewan

Komisaris yang berkaitan dengan

a. monitoring tindak lanjut hasil keputusan, rekomendasi

dan arahan Dewan Komisaris;

b. Bahan/materi yang bersifat administrasi mengenai

laporan/kegiatan Direksi dalam mengelola Perusahaan;

The following are KPI results of PT EDI Indonesia

In 2017, KPI score of PT EDI Indonesia was recorded at 94.49

or an increase compared to the year 2016 at 92.86. This trend

of increasing KPI scores shows the quality of the Company’s

management is getting better.

secretary of the board of commissioners

PT EDI Indonesia has a Secretary of the Board of Commissioners

who is assigned generally to assist the Board of Commissioners

in the field of secretarial activities..

The functions and duties of the Secretary of the Board of

Commissioners include at least the following:

1. To organize secretariat administration activities within the

Board of Commissioners.

2. To hold meetings of the Board of Commissioners and

meetings between the Board of Commissioners with

Shareholders, Board of Directors and other relevant parties.

3. Provide data/information required by the Board of

Commissioners and committees within the Board of

Commissioners concerned with

a. monitoring the follow-up of decision result,

recommendation and direction of the Board of

Commissioners;

b. Materials that are administrative about the reports/

activities of the Board of Directors in managing the

Company;

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c. Dukungan administrasi serta monitoring berkaitan

dengan hal - hal yang harus mendapatkan persetujuan

atau rekomendasi dari Dewan Komisaris sehubungan

dengan kegiatan pengelolaan Perusahaan yang

dilakukan oleh Direksi.

4. Mengumpulkan data-data teknis yang berasal dari komite-

komite di lingkungan Dewan Komisaris dan tenaga ahli

Dewan Komisaris untuk keperluan Dewan Komisaris

seKretaris PerusaHaan Sekretaris Perusahaan PT EDI Indonesia memiliki peranan

strategis membantu Direksi dalam membangun dan memelihara

hubungan baik dengan pihak internal maupun eksternal,

yaitu kepada regulator, pasar modal, pemegang saham dan

pemangku kepentingan lainnya yang sejalan dengan semangat

keterbukaan informasi Perseroan. Sekretaris Perusahaan juga

harus dapat memastikan penyampaian informasi terkait dengan

Perseroan secara akurat, transparan dan tepat waktu kepada

instansi yang terkait, Pemegang Saham maupun pemangku

kepentingan lainnya.

Profil sekretaris Perusahaan

Direksi PT EDI Indonesia menunjuk Barozi sebagai Sekretaris

Perusahaan berdasarkan Surat Keputusan Direksi nomor 5460/

E01/HK.110/04/2016 Tanggal 27 April 2016 Barozi mulai

menjabat sebagai Sekretaris PT EDI Indonesia sejak tahun 2016.

Profil Sekretaris Perusahaan

Nama : Barozi

Usia : 51 Tahun

Barozi merupakan peraih gelar Sarjana S2 Manajemen Teknologi

Informasi yang diperoleh dari Universitas Indonesia pada tahum

2003. Sebelumnya Barozi pernah menjabat sebagai SVP Sales

Private Sector (2013-2016), SVP HRD & Support (2010-2013),

VP Sales Sektor Customs & Finance (2008-2010), VP Sales

Sektor SCM & Port (2007-2008) dan VP Sales Sektor Non

Goverment (2005-2007). Barozi juga menjalani pendidikan non

formal berupa pelatihan dan seminar diantaranya, Empowering

Leadership Training (2016) Go For Change Training (2015) dan

EDI/EDIFACT Fundamentals & Best Practices Training (2010).

fungsi sekretaris Perusahaan

a. Memastikan bahwa Perusahaan mematuhi peraturan

tentang persyaratan keterbukaan sejalan dengan penerapan

prinsip-prinsip GCG

b. Memberikan informasi yang dibutuhkan oleh Direksi dan

Dewan Komisaris secara berkala dan/atau sewaktu-waktu

apabila diminta

c. Administrative and monitoring support related to

matters that must obtain approval or recommendations

from the Board of Commissioners regarding the

Company’s management activities carried out by the

Board of Directors.

4. To gather technical data from committees within the Board of

Commissioners and experts of the Board of Commissioners

for the needs of the Board of Commissioners.

corPorate secretarY Corporate Secretary of PT EDI Indonesia has a strategic role

to assist the Board of Directors in building and maintaining

good relationships with internal and external parties, namely to

regulators, capital markets, shareholders and other stakeholders

in line with the spirit of the Company’s information disclosure.

Corporate Secretary must also be able to ensure the accurate,

transparent and timely delivery of information related to the

Company to the relevant agencies, Shareholders and other

stakeholders.

Profile of corporate secretary

The Directors of PT EDI Indonesia appointed Barozi as the

Corporate Secretary based on the Directors Decree number

5460/E01/HK.110/04/2016 dated April 27, 2016. Barozi began

serving as Secretary of PT EDI Indonesia since 2016.

Profile of corporate secretary

name : barozi

age : 51 Years old

Barozi earned a Master’s Degree in Information Technology

Management from University of Indonesia in 2003. Barozi

previously served as SVP Sales Private Sector (2013-2016),

SVP HRD & Support (2010-2013), VP Sales Sector Customs

& Finance (2010-2013) 2008-2010), VP Sales for SCM & Port

Sector (2007-2008) and VP Sales for Non Government Sector

(2005-2007). Barozi also underwent non-formal education

in the form of training and seminars including, Empowering

Leadership Training (2016) Go for Change Training (2015) and

EDI/EDIFACT Fundamentals & Best Practices Training (2010).

function of the corporate secretary

a. Ensure that the Company complies with the regulations

regarding disclosure requirements in line with the application

of GCG principles

b. Provide information needed by the Board of Directors and

the Board of Commissioners periodically and/or at any time

if requested

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c. As a liaison officer; and

d. Administer and store company documents, including but

not limited to the Register of Shareholders, Special Register

and minutes of Board of Directors ‘meetings, Board of

Commissioners’ meetings and GMS.

organizational structure of corporate secretary

EDII places a Head of Corporate Secretary Division with the

position of Senior Vice President. The Head of the Corporate

Secretary is appointed by the Board of Directors with the

primary objective of assisting the Board of Directors in managing

the information to be communicated to internal and external

companies.

The Corporate Secretary is directly responsible to the President

Director in the Company’s organizational structure, the Corporate

Secretary is assisted by the functions of the Corporate Secretary

& Public Relations, Legal & Compliance, Corporate Marketing,

and Strategic Initiative Management Officers (SIMO).

implementation of corporate secretary activity

Barozi as Corporate Secretary of PT EDI Indonesia has carried

out his functions and duties in 2017 in accordance with board

manual of the Board of Directors. Activities carried out in 2017

are as follows::

• Implemented Pre GMS, GMS of RKAP, GMS of Approval of

Annual Report and 2016 Fiscal Year, and Circular GMS and

GMS of Approval of RJPP 2016-2020

• Held IPC Forum

• Held Meetings, BOD, BOD and SVP, BOD and Sales

• Training for BOD

• Implemented CSR 2017

c. Sebagai penghubung (liaison officer); dan

d. Menatausahakan serta menyimpan dokumen perusahaan,

termasuk tetapi tidak terbatas pada Daftar Pemegang

Saham, Daftar Khusus dan risalah rapat Direksi, rapat

Dewan Komisaris dan RUPS.

struktur organisasi sekretaris Perusahaan

EDII menempatkan seorang Kepala Bagian Sekretaris Perusahaan

dengan jabatan Senior Vice President. Kepala Bagian Sekretaris

Perusahaan ditunjuk dan diangkat oleh direksi dengan tujuan

utama untuk membantu Direksi mengelola Informasi yang akan

dikomunikasikan kepada intern dan ekstern perusahaan.

Sekretaris Perusahaan bertanggung jawab langsung kepada

Direktur Utama dalam struktur organisasi Perusahaan,

Sekretaris Perusahaan dibantu oleh fungsi Corporate Secretary

& Public Relation, Legal & Compliance, Corporate Marketing,

dan Strategic Inisiatif Management Officer (SIMO).

President director

svP corporate secretary

vP Public relation & corporate secretary

vP simovP Legal & compliance

avP corporate marketing

Pelaksanaan Kegiatan sekretaris Perusahaan

Selama Tahun 2017 Barozi selaku Sekretaris Perusahaan PT EDI

Indonesia telah menjalankan fungsi dan tugasnya sesuai dengan

bord manual Direksi. Adapun kegiatan yang dilaksanakan pada

tahun 2017 yakni diantaranya:

• Melaksanakan Kegiatan Pra RUPS, RUPS RKAP, RUPS

Persetujuan Laporan Tahunan dan Pengesahan Tahun Buku

2016, dan RUPS Sirkuler serta RUPS Pengesahan RJPP 2016-

2020

• Melaksanakan Forum Kegiatan IPC

• Menggelar Rapat, BOD, BOD dan SVP, BOD dan Sales

• Pelatihan BOD

• Melaksanakan Program CSR 2017

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Komite audit Komite Audit membantu Dewan Komisaris dalam dalam hal

melakukan pengawasan terhadap sistem dan proses Pelaporan

Keuangan, proses audit atas laporan Keuangan Perusahaan,

evaluasi atas pelaksanaan pengawasan internal (internal

control) Perusahaan, evaluasi atas kinerja Internal Auditor

Perusahaan, dan pengawasan kinerja teknis dan operasional

serta pemenuhan ketentuan dan peraturan perundang-

undangan lainnya. Oleh karenanya, Komite Audit bertanggung

jawab langsung terhadap Dewan Komisaris.

Komposisi anggota Komite audit

Pada tahun 2017, Komposisi Komite Audit PT EDI Indonesia

adalah sebagai berikut:

nama / name jabatan / Position dasar Hukum Pengangkatan / Legal Basis of Appointment

Harry Andriejanssen Ketua Komite Audit / Head of Audit Committee Surat Keputusan Direksi Nomor: 01/DK/I/EDII-2016 tentang Pembentukan Komite Audit Dan Penunjukan Anggota Komite Audit Dewan Komisaris PT EDI Indonesia / Decree of Board of Directors Number: 01/DK/I/EDII-2016 on the Establishment of Audit Committee and Appointment of Audit Committee Members of Board of Commissioners of PT EDI Indonesia.

KalebKomite Audit / Audit Committee

Profil Komite audit

1. Harry Andriejanssen (Ketua Komite Audit)

Profil sudah disajikan pada profil Dewan Komisaris

2. Kaleb : (Komite Audit)

Usia : 36 tahun

Kaleb meraih gelar Sarjana Akuntansi. Sebelumnya Kaleb pernah

menjabat sebagai Manager Compliance Corporate Governance,

Risk Management and Quality Assurance di PT Administrasi

Medika (Telkom Group) (2013-2017),Certification Operation

Head di PT Bereau Veritas Certification Indonesia (2010-2013),

Superindent Material Control di PT Intracawood Manufacturing

(2007-2010), Financial Credit Controller di PT Charoen

Pokphand Indonesia (2004-2007) dan Head Audit di PT Asia

Plast Industries (2002-2004). Saat ini beliau juga tercatat sebaga

General Manager Compliance and Risk Management di Astel

Group (2017-sekarang). Beliau juga memiliki berbagai sertifikasi

diantarnya Understanding ISO 21500 Project Management dari

DECRA (2017), ISO 31000:2009 dari BSI Indonesia (2016),

IRCA Transition ISO 9001:2015 dari BSI Indonesia (2016), serta

Penetration Tes dari PT Panji Tech (2015) dan Internal Audit ISO

27001:2013 dari PT Panji Tech (2015).

audit committeeThe Audit Committee assists the Board of Commissioners in

supervising the Financial Reporting system and process, audit

process on the Company’s Financial Statements, evaluation on the

Company’s internal control and Internal Auditor’s performance,

and monitoring of technical and operational performance as

well as compliance with other laws and regulations. Therefore,

the Audit Committee is directly responsible to the Board of

Commissioners.

composition of audit committee

In 2017, the Composition of Audit Committee of PT EDI

Indonesia is as follows:

Profile of audit committee members

1. Harry Andriejanssen (Head of Audit Committee)

Profile of the Head of Audit Committee has been presented in

Board of Commissioners Profile

2. Kaleb (Audit Committee Member)

Age: 36 years old

Mr. Kaleb obtained his Bachelor’s degree in Accounting.

Previously, he served as the Manager of Compliance Corporate

Governance, Risk Management and Quality Assurance at PT

Administrasi Medika (Telkom Group) (2013-2017), Certification

Operation Head at PT Bereau Veritas Certification Indonesia

(2010-2013), Superindent Material Control at PT Intracawood

Manufacturing (2007-2010), Financial Credit Controller at

PT Charoen Pokphand Indonesia (2004-2007), and Head of

Audit at PT Asia Plast Industries (2002-2004). Currently, he

is also listed as the General Manager of Compliance and Risk

Management at Astel Group (2017-present). He has obtained

various certifications, among others, Understanding ISO 21500

Project Management from DECRA (2017), ISO 31000:2009

from BSI Indonesia (2016), IRCA Transition ISO 9001:2015 from

BSI Indonesia (2016), as well as Penetration Test from PT Panji

Tech (2015) and Internal Audit ISO 27001:2013 from PT Panji

Tech (2015).

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tugas dan wewenang Komite audit

a. Memastikan efektivitas sistem pengendalian manajemen

dan memberikan rekomendasi penyempurnaan sistem

pengendalian manajemen beserta pelaksanaannya;

b. Memastikan efektivitas pelaksanaan tugas auditor eksternal

dan SPI

c. Menilai pelaksanaan kegiatan serta hasil audit yang

dilaksanakan oleh auditor eksternal dan SPI

d. mengakses catatan atau informasi tentang karyawan, dana,

aset, serta sumber daya lainnya milik Perusahaan yang

berkaitan dengan pelaksanaan tugasnya.

independensi Komite auditindependensi Komite audit / audit committee independency

aspek independensi / independency aspectHarry

andriejanssenKaleb

uyung rahmat Putra

Yanuar tri jayadi

Tidak Memiliki Hubungan Keuangan dengan Komisaris dan Direksi / Does not have Financial Relation with Commissioners and Directors

✓ ✓ ✓ ✓

Tidak Memiliki Hubungan Kepengurusan di Perseroan ataupun di perusahaan aliasi / Does not have Management Relation in the Company or other affiliated company

✓ ✓ ✓ ✓

Tidak Memiliki Hubungan Kepemilikan Saham di Perseroan / Does not have Share Ownership Relation in the Company

✓ ✓ ✓ ✓

Tidak Memiliki Hubungan Keluarga dengan anggota Dewan Komisaris, anggota Direksi dan sesama anggota Komite / Does not have Family relation with members of Board of Commissioners, members of Board of Directors, and other members of the Committee

✓ ✓ ✓ ✓

Tidak Memiliki Hubungan Keuangan dengan Komisaris dan Direksi / Does not have Financial relation with Board of Commissioners and Board of Directors

✓ ✓ ✓ ✓

Tidak Menjabat Sebagai Pengurus Parpol, Pejabat Pemerintah Daerah / Does not serve as a Board of Political Party, Regional Government Official

✓ ✓ ✓ ✓

frekuensi rapat Komite audit

Komite Audit melaksanakan rapat secara berkala baik dengan

internal anggota maupun dengan Dewan Komisaris dan Direksi.

Sepanjang 2017, Komite Audit menyelenggarakan rapat

sebanyak 6 kali rapat dengan tingkat kehadiran masing-masing

anggota sebagai berikut:

nama / name jabatan / Positionjumlah rapat / Total Meetings

jumlah Kehadiran / Total Attendance

frekuensi Kehadiran / Attendance Frequency

Harry Andriejanssen Ketua Komite Audit / Head of Audit Committee

6 6 100%

Kaleb Komite Audit / Audit Committee 6 6 100%

Uyung Rahmat Putra VP Internal Audit Area 2 6 6 100%

Yanuar Tri Jayadi VP Internal Audit Area 1 6 6 100%

temuan, rekomendasi dan tindak Lanjut Laporan Komite

audit

Selama tahun 2017, Komite Audit telah melakukan berbagai

kegiatan terkait pelaksanaannya membantu Dewan Komisaris

menjalankan fungsi pengawasan secara internal. Berikut

pelaksanaan kinerja Komite Audit selama tahun 2017:

duties and authority of audit committee

a. Ensuring the effectiveness of management control system

and providing recommendations for improvement of

management control system and the implementation;

b. Ensuring the effectiveness of external auditors and Internal

Audit’s duties implementation

c. Assessing the implementation of audit activities and the

results conducted by external auditors and Internal Audit

d. Accessing records or information about the Company’s

employees, funds, assets, and other resources relating to

the performance of its duties.

independency of audit committee

frequency of audit committee meetings

The Audit Committee conducts periodical meeting, either

internally or with the Board of Commissioners and Board of

Directors. During the year, the Company’s Audit Committee

held 6 meetings with attendance rate of each member as

follows:

findings, recommendation and follow-up of audit

committee report

The Audit Committee has carried out a number of activities in

2017 in relation to its duty to assist the Board of Commissioners

to implement internal supervisory function. The following table

describes the performance of Audit Committee in 2017:

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Kegiatan / Activity rekomendasi / recommendation

1. telaah Kebijakan manajemen risiko / review of risk management Policy

1. Kebijakan manajemen risiko perlu dirumuskan secara detail dalam bentuk SOP dan instruksi kerja

2. Menentukan pihak-pihak yang terlibat proses manajemen risiko baik pihak yang bertanggung jawab, pemberi persetujuan pada setiap proses manajemen risiko, /

1. Risk management policy needs to be formulated in detail in the form of SOP and work instructions

2. Determine the parties involved in the risk management process, both responsible parties and the parties providing approval to each risk management process

2. Permasalahan atau Keluhan stakeholder/ stakeholders’ issues or complaints

Komponen key performance indicator (KPl) dibahas pada setiap rapat dekom terkait materi pemaparan kinerja perusahaan tiap bulannya. / Key performance indicator (KPl) components are discussed at each meeting of Board of Commissioners in relation to monthly Company’s performance description material

3. sistem Pengendalian internal / internal control system

1. Perlu ditambahkan pada SOP Satuan Pengawasan Internal terkait ketentuan yang mengatur object audit apa saja yang diperkenankan untuk dilakukan pemeriksaan satuan pengawas internal, sehingga tidak ada data yang bersifat confidential yang sampai bocor oleh pihak satuan pengawas internal pada saat melakukan pemeriksaan. Top manajemen dalam hal ini diwakili dewan direksi perlu menetapkan object audit yang diperbolehkan dan yang tidak diperbolehkan (contohnya: data gaji karyawan).

2. Perlu dibuatkan flow proses pelaksaanan audit dan penyclesaian temuan audit sehingga lebih mudah untuk dijadikan panduan bagi team satuan pengawas internal dalam menjalankan proses audit.

3. Perlu mekanisme tambahan terkait persyaratan kompetensi bagi tim satuan pengawas internal, dimana persyaratan ini meliputi lamanya pengalaman, pendidikan dan pelatihan apa saja yang wajib diikuti oleh team satuan pengawas internal.

4. Kedua SOP Satuan Pengawas Internal baik area 1dan 2 sebaiknya dijadikan satu, sehingga tidak menimbulkan dualisme. /

1. It should be added to the SOP of the Internal Audit Unit regarding the provisions governing which audit object is permitted to be inspected by the internal audit unit; hence, there would be no confidential data leaked by the internal audit unit during the inspection. The top management, in this case represented the Board of Directors, needs to determine which audit objects allowed and not allowed (for example: employee salary data).

2. It should be made a flowchart of audit implementation process and settlement of audit findings so as to facilitate the Internal Audit in making references to guide them in conducting the audit process.

3. It should be prepared an additional mechanism related to the competency requirements for the internal audit unit, where these requirements include the length of experience, education and training that the internal audit unit should attend.

4. The SOP of Internal Audit Unit, both in area 1 and 2, should be made into one so as not to cause dualism.

4. telaah Kebijakan teknologi informasi / review of information technology Policy

Perlu ditingkatkan sosialisasi kebijakan kemanaan informasi terhadap seluruh lini perusahaan yang dinilai belum memadai , karena berdasarkan hasil internal audit ISO 27001:2013, masih ditemukan beberapa temuan kategori major pada beberapa bagian, diharapan dengan adanya sosialisasi yang intensif terhadap seluruh lini dan bagian terkait, untuk ke depannya tidak lagi ditemukan temuan major baik pada saat internal maupun eksternal audit./ It is necessary to improve the dissemination of information security policy to all lines that are considered inadequate, since there are still several major category findings in a number of sections based on the result of internal audit ISO 27001:2013. It is expected that, with the intensive dissemination to all lines and related sections, there will be no more major findings at the time of both internal and external audit activities.

5. telaah Kebijakaan Pengembangan Karir / review of career development Policy

1. Penempatan karyawan pada jabatan dalam struktur organisasi perusahaan harus sesuai dengan kompetensi requirement, jika tcrjadinya gap kompetensi maka perlu disusun program terkait pemenuhan standar kompetesnsi.

2. Perlu dibuatkan mekanisme persyaratan yang mengatur promosi dan demosi, serta mutasi dalam bentuk SK direksi dan SOP dengan memperhatikan peraturan perundang -undangan tenaga kerja serta juga peraturan perusahaan. /

1. Placement of employees in positions within the organizational structure of the Company must be in accordance with the required competences. If there is a competency gap, it is necessary to prepare a program related to the fulfillment of competency standards..

2. It is necessary to prepare a requirement mechanism that regulates promotion and demotion as well as transfer in the form of Decree of Board of Directors and SOPs with due regard to labor laws and regulations as well as Company regulations.

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Kegiatan / Activity rekomendasi / recommendation

6. telaah Kebijakan suksesi / review of succession Policy

1. Menetapkan kompetensi requirement terhadap seluruh jenjang jabatan pada semua bagian baik operasional maupun non operasional.

2. Melakukan kompetensi assessment antara kompetensi requirement dibandingkan dengan kompetensi yang sudah ada.

3. Melakukan pemetaan kompetensi dan jika terjadi gap kompetensi maka manajemen harus menetapkan program dan strategi pengembangan kompetensi dalam rangka menutupi gap kompetensi. /

1. Establish the required competencies on all levels of position in all parts, both operational and non-operational..

2. Conduct competency assessment between the required competencies and existing competencies

3. Conduct competency mapping and, if there is a competency gap, then the Management must establish competency development programs and strategies in order to cover the competency gap.

7. telaah Kebijakan akuntansi / review of accounting Policy

1. Pedoman Tata Kelola Perusahaan yang Baik PT EDI Indonesia pada bagian Kebijakan Keuangan.2. Pedoman Tata Kelola Perusahaan yang Baik PT EDI Indonesia pada bagian Kebijakan Akuntansi

& pajak. / 1. Good Corporate Governance Guidelines of PT EDI Indonesia in the Financial Policy section..2. Good Corporate Governance Guidelines of PT EDI Indonesia in the Accounting & Tax Policy

section.

8. telaah Kebijakan Pengadaan barang dan jasa / review of goods and services Procurement Policy

1. Perlu dibuat mekanisme tambahan terkait kriteria selcksi calon supplier.2. Mekanisme terhadap evaluasi kinerja supplier yang dilakukan secara periodik.3. Assessment risk untuk menentukan penanganan terhadap supplier. / 1. It is necessary to prepare an additional mechanism regarding the criteria to select candidates

for suppliers..2. Mechanism of supplier performance evaluation shall be conducted periodically.3. Risk assessment to determine the handling of suppliers shall be conducted..

9. telaah Kebijakan mutu Pelayanan / review of service Quality Policy

1. Menetapkan standar mutu layanan yang akan diadopsi/dipakai dalam memberikan pelayanan kepada customer, standar ini yang dimaksud misalnya penerapan standar service excellence (The International Standar for Service Excellence /TISSE), atau penerapan ISO 9001:2015 (quality manajement system), dan standar lainnya yang sesuai dengan karakteristik perusahaan.

2. Menetapkan SOP dan working instruction yang detail terkait tata cara dalam memberikan pelayanan yang bermutu.

3. Menetapkan SOP dan working instruction yang detail terkait penanganan complain customer dan cara menyelesaikannya termasuk SOP dan working instruction terkait survey kepuasan pelanggan dan ketentuan dalam melaksanakan tindaklanjut hasil kepuasan pelanggan.

4. Melakukan pemantauan hasil mutu pelayanan dan kendala-kendala dalam menerapkan SOP dan working instruction yang dituangkan ke dalam rapat tinjauan manajemen yang dilakukan secara berkala /

1. Menetapkan standar mutu layanan yang akan diadopsi/dipakai dalam memberikan pelayanan Establish service quality standards that will be adopted/used in providing services to customers. The standards include the application of The International Standard for Service Excellence (TISSE), or the implementation of ISO 9001:2015 (quality management system), and other standards that are in line with the Company’s characteristics.

2. Establish detailed SOP and working instructions related to the procedures in providing quality services.

3. Establish detailed SOP and working instruction related to handling of customer complaints and how to solve them, including SOP and working instruction related to customer satisfaction survey and provision in implementing follow-up result of customer satisfaction.

4. Monitor the results of service quality and constraints in applying SOP and working instruction as outlined in the management review meetings conducted periodically.

Komite nominasi dan remunerasi

Sampai dengan 31 Desember 2017, PT EDI Indonesia tidak

membentuk Komite Nominasi dan Remunerasi. Pelaksanaan

fungsi Komite Nominasi dan Remunerasi dilaksanakan oleh

Dewan Komisaris dibantu dengan divisi terkait.

satuan Pengawas internaL Satuan Pengawas Intern (SPI) dalam menjalankan fungsinya

membantu Direktur Utama dalam kegiatan mengumpulkan

informasi faktual dan signifikan melalui pemeriksaan dan

nomination and remuneration committeeAs of December 31, 2017, PT EDI Indonesia has not established

a Nomination and Remuneration Committee. The Nomination

and Remuneration Committee’s function is carried out by

the Board of Commissioners with assistance from the related

divisions.

internaL audit unitThe Internal Audit Unit has a function to assist the President

Director in collecting factual and significant information

through systematic, objective, and documented examination,

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penilaian serta penarikan kesimpulan secara sistematis, objektif

dan terdokumentasi serta saran dan perbaikan terhadap

pengelolaan perusahaan sesuai dengan prinsip Tata Kelola

Perusahaan yang Baik (GCG).

Profil Pjs Kepala satuan Pengawas internal

Nama : Yanuar Tri Jayadi

Usia : 45 Tahun

Riwayat Pendidikan : S1 Akuntansi STIE Perbanas 2003

Riwayat Jabatan : Staf Akuntansi (2003-2007), Staf Finance

(2007-2011), Marketing Specialist (2011-2012), Head of

General Affairs (2012-2014), VP Internal Controler (2014-

2017), Pjs SVP Internal Audit (2017-Sekarang)

SK Pengangkatan : SK Direksi nomor 2381/E01/

HK.110/11/2017 tanggal 30 November 2017

fungsi satuan Pengawas internal

Satuan kerja Pengawasan Internal mempunyai hubungan

fungsional dengan Dewan Komisaris melalui Komite Audit dan

menjalankan fungsi

a. Evaluasi atas efektivitas pelaksanaan pengendalian intern,

manajemen risiko, dan proses tata kelola perusahaan, sesuai

dengan peraturan perundang-undangan dan kebijakan

Perusahaan

b. Pemeriksaan dan penilaian atas efisiensi dan efektivitas

di bidang keuangan, operasional, sumber daya manusia,

teknologi informasi, dan kegiatan lainnya.

Satuan kerja atau fungsi pengawasan internal secara langsung

bertugas membantu Direksi dalam memastikan pencapaian

tujuan dan kelangsungan usaha dengan:

a. Melakukan evaluasi terhadap pelaksanaan program

perusahaan

b. Memberikan saran dalam upaya memperbaiki efektivitas

proses pengendalian risiko

c. Melakukan evaluasi kepatuhan perusahaan terhadap

peraturan perusahaan, pelaksanaan GCG dan perundang-

undangan; dan

d. Memfasilitasi kelancaran pelaksanaan audit oleh auditor

eksternal;

divisi internal audit

Divisi Internal Audit PT EDI Indonesia ditetapkan berdasarkan

Surat Keputusan Direksi Nomor 5460/E01/HK.110/04/2016

Tanggal 27 April 2016 Tentang Struktur Organisasi PT EDI

Indonesia. Divisi Internal Audit merupakan mitra manajemen

dalam mewujudkan tata kelola perusahaan yang baik pengelolaa

risiko serta penerapan pengendalian internal di lingkungan EDII

assessment, and conclusion, as well as through suggestions

and improvements toward the Company’s management in

accordance with Good Corporate Governance (GCG) principles.

Profile of acting Head of internal audit unit

Name : Yanuar Tri Jayadi

Age : 45 years old

Education History : Bachelor’s degree in Accounting from STIE

Perbanas in 2003

Career History: Accounting Staff (2003-2007), Finance Staff

(2007-2011), Marketing Specialist (2011-2012), Head of

General Affairs (2012-2014), VP Internal Controller (2014-

2017), Acting SVP Internal Audit (2017-Present)

Decree of Appointment : Decree of Board of Directors number

2381/E01/HK.110/11/2017 dated November 30, 2017

function of internal audit unit

The Internal Audit Unit has a functional relationship with the

Board of Commissioners through the Audit Committee and

performs the following functions:

a. Evaluation of the effectiveness of internal control,

risk management, and corporate governance process

implementations, in accordance with the laws and

regulations as well as the Company’s policies

b. Examination and assessment on efficiency and effectiveness

in finance, operations, human resources, information

technology, and other activities.

The internal audit work unit or function is directly in charge of

assisting the Board of Directors in ensuring the realization of

objectives and business continuity by:

a. Evaluating the implementation of Company’s programs

b. Providing advice in an effort to improve the effectiveness of

risk control process

c. Evaluating Company’s compliance with the prevailing

regulations, GCG implementation and laws and regulations;

and

d. Facilitating the flow of implementation of audit activities by

external auditors;

internal audit division

The Internal Audit Division of PT EDI Indonesia is determined

based on the Decree of Board of Directors Number 5460/E01/

HK.110/04/2016 dated April 27, 2016, on the Organizational

Structure of PT EDI Indonesia. The Company’s Internal Audit

Division is the management’s partner in realizing good

corporate governance, risk management and internal control

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dan dituntut untuk selalu dapat memberikan nilai tambah dan

landasan yang kuat bagi perusahaan.

Divisi Internal Audit dibagi menjadi dua Area yang masing-

masing dipimpin oleh Vice President (VP), adapun pembagian

Area tersebut adalah:

Area Objek Audit

1. Membantu Pimpinan Perusahaan dalam melaksanakan

audit terhadap proses pengendalian manajemen di ranah

Sales, IT Development, IT Operation, Business Development,

IT PMO.

2. Membantu Pimpinan Perusahaan dalam melaksanakan

audit terhadap proses pengendalian manajemen di ranah

Support, Finance, dan Corporate Secretary.

Profil divisi audit internal

1. Yanuar tri jayadi

44 tahun

Yanuar mendapatkan gelar Sarjana Akuntansi dari STIE Perbanas

Jakarta pada tahun 2003. Beliau ditunjuk sebagai Internal Audit

berdasarkan Surat Keputusan Direksi PT EDI Indonesia Nomor

Surat Keputusan Direksi PT EDI Indonesia Nomor 2602/E01/

HK.110/03/2015 tanggal 23 Maret 2016. Sebelumnya beliau

pernah menjabat sebagai VP General Affairs (2012-2014), Head

of General Affairs (2012-2013), Marketing Specialist (2011-

2012), Staf Financial and Administration Controller (2007-

2011), dan Staf Akuntansi (2003-2007).

2. uyung rahmat Putra

51 tahun

Uyung Rahmat mendapatkan Sarjana Teknik & Manajemen

Industri dari Insitut Teknologi Indonesia, pada tahun 1992.

Beliau diangkat sebagai Internal Audit berdasarkan Surat

Keputusan Direksi PT EDI Indonesia Nomor 5042/E01/

HK.110/02/2016 tanggal 29 Februari 2016. Sebelumnya beliau

pernah menjabat sebagai VP General Affairs (2014-2016), VP

Sales Customs (2012-2014), VP Procurement (2010-2012),

Head of Procurement (2004-2010), PT Mercedez Benz Indonesia

(1995-2004), PT Pindad (Persero) (1992-1995).

Piagam internal audit

Piagam Internal Audit merupakan rujukan tertinggi pelaksanaan

aktivitas Internal Audit yang lingkungan pengendalian internal,

kajian terhadap pengelolaan risiko usaha, pengendalian

terhadap kegiatan perusahaan pada setiap tingkat dan unit

dalam struktur organisasi, sistem informasi dan komunikasi,

dan monitoring terhadap kualitas sistem pengendalian internal.

implementation within EDII’s environment, and is required to

always be able to provide added values and strong foundation

for the Company.

The Internal Audit Division is divided into two Areas, each

headed by a Vice President (VP). The division of the area is as

follows:

Audit Object Area

1. Assisting the Company’s Leaders in carrying out audit

activities on the management control process in the field of

Sales, IT Development, IT Operation, Business Development,

and IT PMO.

2. Assisting the Company’s Leaders in carrying out audit

activities on the management control process in the field of

Support, Finance, and Corporate Secretary.

Profile of internal audit division

1. Yanuar tri jayadi

44 Years old

Mr. Jayadi obtained his Bachelor’s degree in Accounting from

STIE Perbanas Jakarta in 2003. He was appointed as the Head

of Internal Audit pursuant to the Decree of Board of Directors

of PT EDI Indonesia Number 2602/E01/HK.110/03/2015 dated

March 23, 2016. Previously, he served as the VP General Affairs

(2012-2014), Head of General Affairs (2012-2013), Marketing

Specialist (2011-2012), Financial and Administration Controller

Staff (2007-2011), and Accounting Staff (2003-2007).

2. uyung rahmat Putra

51 Years old

Mr. Rahmat obtained his Bachelor’s degree in Industrial

Engineering & Management from Institut Teknologi Indonesia

in 1992. He was appointed as a member of Internal Audit of the

Company pursuant to the Decree of Board of Directors of PT EDI

Indonesia Number 5042/E01/HK.110/02/2016 dated February

29, 2016. Previously, he served as the VP General Affairs (2014-

2016), VP Sales Customs (2012-2014), VP Procurement (2010-

2012), and Head of Procurement (2004-2010), and worked

at PT Mercedez Benz Indonesia (1995-2004) and PT Pindad

(Persero) (1992-1995).

charter of internal audit

The Internal Audit Charter is the highest reference to the

implementation of Internal Audit activities within the internal

control environment, review of business risk management,

control of corporate activities at all levels and units within

the organizational structure, information and communication

systems, and monitoring of the quality of internal control

system.

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tugas, tanggung jawab dan Kewenangan divisi internal

audit

Divisi Internal Audit EDII memiliki tugas dan tanggung jawab

sesuai dengan misinya yang tercantum dalam Piagam Internal

Audit. Posisi auditor internal PT EDI Indonesia sebagai penunjang

dan mitra manajemen, harus ikut berperan dan mendukung

terwujudnya sasaran PT EDI Indonesia yang telah ditetapkan

sehingga dapat berkembang secara sehat dan wajar melalui

pendekatan sistematis dan obyektif dengan penerapan evaluasi

atas efektivitas pengendalian internal, efektivitas pengelolaan

risiko, efektivitas proses pelaksanaan operasional dengan

memanfaatkan sumber daya serta memberikan masukan-

masukan guna kepuasan pelanggan. Adapun kewenangan

Divisi Internal Audit sebagai berikut:

1. Memperoleh informasi dalam waktu yang layak dari seluruh

karyawan PT EDI Indonesia, dengan wewenang ini auditor

berhak melihat/mengakses semua dokumen, data dan

catatan, meminta keterangan dari setiap karyawan dan

meninjau seluruh area, fasilitas serta aset perusahaan.

Untuk itu, setiap karyawan PT EDI Indonesia berkewajiban

memberikan informasi yang diperlukan oleh Auditor bisa

bekerja secara efektif dan efisien.

2. Mengalokasikan sumber daya audit, menentukan fokus,

ruang lingkup dan jadwal audit, serta menerapkan teknik

yang dipandang perlu untuk mencapai tujuan audit. Jika

dipandang perlu, internal audit memiliki wewenang untuk

mendapatkan saran dan nasihat dari tenaga profesional

dengan biaya perusahaan.

3. Melakukan konsultasi dan menyampaikan laporan kepada

Direktur Utama dan Komisaris dan berkoordinasi dengan

Komite Audit.

4. Wewenang Auditor sebatas pada penilaian dan analisis atas

aktivitas yang di-review/ diaudit. Auditor tidak mempunyai

wewenang dalam hal pelaksanaan dan tanggung jawab

atas aktivitas yang di-review/diaudit tersebut.

LaPoran singKat PeLaKsanaan Kegiatan unit audit internaLfokus Kegiatan unit internal audit 2017

1. Audit Strategy and Plan

Mengimplementasikan penyusunan dan standarisasi

pekerjaan audit yang sesuai dengan kebutuhan perusahaan,

yang mencakup;

• StrategicandAnnualPlanning

• AuditStandardPerformance

• AuditAdministration

2. Auditing Execution/Implementation

Mengimplementasikan pekerjaan audit perusahaan yang

sesuai dengan Penyusun Program Kerja Pemeriksaan

Tahunan (PKPT), yang mencakup;

duties, responsibilities and authority of the internal

audit division

The Internal Audit Division of EDII has duties and responsibilities

in accordance with their mission contained in the Internal Audit

Charter. The position of internal auditor of PT EDI Indonesia as

a supporter and partner of the management must participate

in and support the realization of PT EDI Indonesia’s established

target so that it can develop soundly and reasonably through

a systematic and objective approach with the evaluation of

internal control effectiveness, risk management effectiveness,

operational implementation process by utilizing the resources

and providing inputs for customer satisfaction. The authority of

the Internal Audit Division is as follows:

1. Obtain information in a reasonable time from all employees

of PT EDI Indonesia; with this authority, the auditor has the

right to view/access all documents, data and records, to

request information from each employee and to review all

areas, facilities and assets of the Company. For this reason,

every employee of PT EDI Indonesia is obliged to provide

information needed by the Auditor to work effectively and

efficiently.

2. Allocate audit resources, determine audit focus, scope

and schedule, and apply techniques deemed necessary to

achieve audit objectives. If deemed necessary, the internal

audit has the authority to obtain advice from professional

party at the expense of the Company.

3. Conduct consultation and submit reports to the President

Director and President Commissioner, and coordinate with

the Audit Committee.

4. The authority of the Auditor is limited to the assessment

and analysis of activities to be reviewed/audited. The auditor

does not have the authority in terms of implementation and

responsibility for the reviewed/audited activities.

brief rePort on activities of internaL audit unitfocus of activity of internal audit unit in 2017

1. Audit Strategy and Plan

Implemented the preparation and standardization of audit

activities that are in accordance with the Company’s needs,

covering:

• Strategic and Annual Planning

• AuditStandardPerformance

• AuditAdministration

2. Auditing Execution/Implementation

Implemented the Company’s audit activities that are in

accordance with the Preparation of Annual Audit Work

Program, covering:

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• OperationalandComplianceaudit

• SpecialauditandInvestigation

• InternalControlReview

3. Audit Advisory Services

Mengimplementasikan proses monitoring, advise, and Audit

Services, yang meliputi;

• Proses monitoring tindak lanjut hasil audit (internal-

eksternal).

• Evaluasiinternalcontrol system.

• Memberikan saran, pembinaan dan arahan dalam

pekerjaan audit.

auditor eKsternaLPT EDI Indonesia juga menunjuk Auditor Eksternal untuk

melaksanakan audit independen terhadap Perseroan khususnya

dalam penyajian laporan keuangan. Untuk itu Auditor Eksternal

diharapkan dapat mengevaluasi keandalan pelaksanaan fungsi-

fungsi manajemen baik dalam kegiatan operasional maupun

keuangan. EDI Indonesia (Persero) menggunakan jasa auditor

eksternal untuk memastikan integritas penyajian Laporan

Keuangan kepada Pemegang Saham.

Periode audit dan biaya audit

Pada Tahun 2017, PT EDI Indonesia Kantor Akuntan Publik

Purwantoro, Sungkoro & Surja melakukan audit laporan

keuangan tahunan Perseroan sebanyak 1 (satu) periode. Tabel

di bawah menginformasikan Akuntan dan Kantor Akuntan

Publik yang memberikan Audit Keuangan Perseroan selama 5

(lima) tahun terakhir serta biaya audit yang dikeluarkan:tahun / Year KaP biaya / Fee

2017 Purwantoro, Sungkoro & Surja 286.000.000

2016 Purwantoro, Sungkoro & Surja 286.950.000

2015 Purwantoro, Sungkoro & Surja 266.950.000

2014 Purwantoro, Suherman & Surja 266.950.000

2013 Hadori Sugiarto Adi & Rekan 120.000.000

sistem PengendaLian internaL PT EDI Indonesia menjalankan Sistem Pengendalian yang

bertujuan untuk memastikan semua kebijakan terkoordinasi

yang disusun untuk mengakomodasi hal-hal sebagai berikut :

1. Mengamankan aset perusahaan.

2. Menguji ketepatan dan keandalan dari data/informasi yang

diperoleh.

3. Mengupayakan efisiensi usaha

4. Mentaati kebijakan pimpinan yang ditetapkan.

Pengendalian internal secara sistem adalah suatu proses

berkesinambungan yang dilakukan oleh Dewan Komisaris,

Direksi, seluruh Karyawan dan Staf untuk memberikan

keyakinan yang memadai dalam rangka pencapaian Visi, Misi

dan 5 Pilar Strategi perusahaan. Untuk menjalankan perusahaan

• Operational and Compliance audit

• SpecialauditandInvestigation

• InternalControlReview

3. Audit Advisory Services

Implemented monitoring and advisory processes as well as

Audit Services, covering:

• Monitoring process of the follow-up activity of audit

results (internal-external audit)

• Evaluationoninternalcontrolsystem

• Provisionofadvice,developmentanddirectioninaudit

activities

EXTERNAL AUDITORPT EDI Indonesia also appoints an External Auditor to conduct

an independent audit activity on the Company, specifically in

presenting the financial statements. Hence, the External Auditor

is expected to evaluate the reliability of the implementation

of management functions in both operational and financial

activities. PT EDI Indonesia (Persero) employs the services of an

external auditor to ensure the integrity of Financial Statements

presentation to Shareholders.

audit Period and audit fees

In 2017, PT EDI Indonesia appointed Public Accounting Firm

of Purwantoro, Sungkoro & Surja to audit the Company’s

annual financial statements for 1 (one) period. The table below

describes the Accountants and Public Accounting Firms that

provide audit activities for the Company’s Finance in the last 5

(five) years, as well as audit fees incurred:

internaL controL sYstemPT EDI Indonesia operates a Control System which aims to ensure

that all coordinated policies are prepared to accommodate the

following:

1. Securing company assets.

2. Examining the accuracy and reliability of the data/

information obtained.

3. Seeking business efficiency.

4. Complying with the stipulated leadership policy..

Internal control system is a continuous process undertaken by

the Board of Commissioners, Board of Directors, all employees

and staff of the Company to provide reasonable confidence in

the achievement of the Company’s Vision, Mission and 5 Pillars

of Strategy. To carry out an effective Company’s management, it

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secara efektif dibutuhkan sistem pengendalian internal yang

memadai, sehingga dapat mencapai tujuannya. Secara terus

menerus sistem pengendalian internal akan menjadi alat untuk

melakukan perbaikan dan penyempurnaan tercapainya Tata

Kelola Perusahaan Yang Baik (Good Corporate Governance).

Pendekatan coso (Commitee of Sponsoring organization

of The Treadway Commission)

Pendekatan ini memandang kegiatan pengendalian internal

secara sistem sehingga bukan lagi suatu struktur berupa alat

melainkan sebuah proses, sehingga kegiatan pengendalian

internal menjadi lebih dinamis dan meliputi seluruh proses

bisnis yang ada di dalam perusahaan. Kerangka COSO terdiri

dari 3 dimensi , yaitu:

1. Operasi

2. Laporan Keuangan

3. Kepatuhan

Ketiga dimensi tersebut memiliki beberapa kriteria untuk

mengevaluasi internal kontrol perusahaan, yaitu:

1. Lingkungan pengendalian (control environment).

2. Penaksiran Risiko (risk assessment).

3. Aktivitas Kontrol (control activities). Atribut yang perlu

diperhatikan auditor dalam aktivitas kontrol ini adalah

kebijakan dan prosedur (policies and procedures) dalam

setiap aktivitas perusahaan. Hal ini bertujuan untuk

mengidentifikasi risiko-risiko yang akan dihadapi untuk

mencapai tujuan yang telah ditetapkan.

4. Informasi dan komunikasi (information and communication).

5. Pengawasan (monitoring)

tinjauan efektivitas sistem Pengendalian internal

Pada tahun 2017, Sistem Pengendalian Internal yang dimiliki

oleh PT EDI Indonesia telah berjalan dengan baik sehingga

mampu meningkatkan pengelolaan Perseroan menjadi lebih

efektif dan efisien. Secara rutin dan berkala, PT EDI Indonesia

juga melakukan evaluasi serta identifikasi terhadap hal yang

harus diperbaiki pada implementasi Sistem Pengendalian

Internal.

manajemen risiKo Manajemen risiko merupakan bagian dari tata kelola

perusahaan yang baik dan telah menjadi bagian dari setiap

kegiatan operasional perusahaan. Penerpan Manajemen risiko

yang terukur dan terarah berperan penting dalam menjaga

kelangsungan PT EDI Indonesia secara berkelanjutan.

dasar Kebijakan manajemen risiko

Dalam rangka meningkatkan penerapan tata kelola perusahaan

yang baik, Manajemen PT EDI Indonesia menerapkan

requires an adequate internal control system so as to be able to

achieve its objectives. On an ongoing basis, the internal control

system will serve as a tool for improvement and development,

as well as for the achievement of Good Corporate Governance.

coso approach (committee of sponsoring organizations

of the treadway commission)

This approach views the activities of internal control system to

the extent that it is no longer a tool structure but a process;

hence, internal control activities become more dynamic and

encompass the entire business processes that exist within a

company. The COSO framework consists of 3 dimensions,

namely:

1. Operation

2. Financial Statements

3. Compliance

These three dimensions have several criteria to evaluate internal

control of a company, namely:

1. Control environment.

2. Risk Assessment.

3. Control activities. Attributes that auditors need to pay

attention to in this control activity are policies and procedures

in each company’s activity. It aims to identify the risks that

will be faced to achieve the goals set.

4. Information and communication.

5. Monitoring.

review on the effectiveness of internal control system

In 2017, the Internal Control System established by PT EDI

Indonesia had run well and was able to elevate the Company’s

management to be more effective and efficient. Regularly, PT

EDI Indonesia also undertakes evaluation and identification of

matters that require improvements within the implementation

of its Internal Control System.

risK managementRisk management is a part of good corporate governance

and has been integrated into all operational activities of the

Company. The measured and directed implementation of

Risk Management plays a key role in maintaining the business

continuity of PT EDI Indonesia.

basis of risk management Policy

In order to improve the implementation of good corporate

governance, the Management of PT EDI Indonesia applies risk

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manajemen risiko di dalam setiap kegiatan perusahaan.

Penerapan Manajemen Risiko PT EDI Indonesia mengacu

kepada :

1. Undang-undang nomor: 19 Tahun 2003 tentang Badan

Usaha Milik Negara (Lembaran Negara RI No. 70 Tahun

2003, Tambahan Lembaran Negara RI No. 4297)

2. Undang-undang nomor: 40 Tahun 2007 tentang Perseroan

Terbatas (Lembaga Negara RI No. 106 Tahun 2007,

Tambahan Lembaran Negara RI No. 4756)

3. Peraturan Menteri BUMN nomor: Per-01/MBU/2001 tanggal

01 Agustus 2011 tentang penerapan Tata Kelola Perusahaan

yang Baik (Good Corporate Governance) pada Badan Usaha

Milik Negara sebagaimana telah diubah dengan Peraturan

Menteri Negara Badan Usaha Milik Negara Nomor : PER-

09/MBU/2012 tanggal 6 Juli 2012 tentang perubahan

atas Peraturan Menteri Negara Badan Usaha Milik Negara

Nomor : PER-01/MBU/2011 tanggal 1 Agustus 2011

tentang Penerapan Tata Kelola Perusahaan yang Baik (Good

Corporate Governance) pada Badan Usaha Milik Negara.

4. Keputusan Sekretaris Menteri Negara Badan Usaha Milik

Negara Nomor SK-16/S.MBU/2012 tentang Indikator/

Parameter Penilaian dan Evaluasi atas Penerapan Tata Kelola

Perusahaan yang Baik (Good Corporate Governance) pada

Badan Usaha Milik Negara.

5. Akta Perusahaan Nomor 1 tanggal 1 Juni 1995 tentang

pendirian PT EDI Indonesia dibuat dihadapan Ny. Sulami

Mustafa, SH., dan sebagaimana telah beberapa kali diubah

terkahir dengan Akta Nomor 27 tanggal 17 Februari 2015

dibuat dihadapan Adi Tri Harso, SH.

6. Pedoman Tata Kelola Perusahaan yang Baik (Good Corporate

Governance – GCG Code) PT EDI Indonesia Edisi tahun 2016

7. Pedoman Tata Kerja Dewan Komisaris dan Direksi (Board

Manual) PT EDI Indonesia Edisi tahun 2016

8. Pedoman Etika dan Perilaku (Code of Conduct) Perusahaan

Edisi tahun 2016

9. Surat Keputusan Direksi PT Pelabuhan Indonesia II (Persero)

nomor: HK.568/16/1/2/PI.II-17 tanggal 16 Januari 2017,

tentang Pedoman Penerapan Manajemen Risiko PT

Pelabuhan Indonesia II (Persero)

10. Surat Keputusan Direksi PT EDI Indonesia Nomor: 5761/

E01/PS.020/06/2016 tanggal 8 Juni 2016 tentang Kebijakan

Manajemen Risiko sebagaimana telah diubah dengan Surat

Keputusan Direksi Nomor : 0210/E01/PS.020/01/2017

tentang Perubahan atas Surat Keputusan Direksi Nomor

5761/E01/PS.020/06/2016 tentang Kebijakan Manajemen

Risiko.

management in all activities of the Company.

Risk Management implementation at PT EDI Indonesia refers to:

1. Law No. 19 of 2003 regarding State-Owned Enterprises

(State Gazette of the Republic of Indonesia No. 70 of

2003, Supplement to the State Gazette of the Republic of

Indonesia No. 4297)

2. Law No. 40 of 2007 regarding Limited Liability Companies

(State Gazette of the Republic of Indonesia No. 106 of

2007, Supplement to the State Gazette of the Republic of

Indonesia No. 4756)

3. Regulation of Minister of SOE No. Per-01/MBU/2001

dated August 1, 2011, regarding Implementation of

Good Corporate Governance at State-Owned Enterprises,

as amended through the Regulation of State Minister of

State-Owned Enterprise No. PER-09/MBU/2012 dated July

6, 2012 regarding amendment to the Regulation of State

Minister of State-Owned Enterprise No. PER-01/MBU/2001

dated August 1, 2011, regarding Implementation of Good

Corporate Governance at State-Owned Enterprises.

4. Decision of Secretary to the State Minister of State-Owned

Enterprise No. SK-16/S.MBU/2012 regarding Assessment

and Evaluation Indicators/Parameter on the Implementation

of Good Corporate Governance at State-Owned Enterprises.

5. Deed of the Company No. 1 dated June 1, 1955, regarding

establishment of PT EDI Indonesia, drawn up before

Mrs. Sulami Mustafa, SH., which has undergone several

amendments with the most recent amendment through the

Deed No. 27 dated February 17, 2015, drawn up before Adi

Tri Harso, SH.

6. Good Corporate Governance Code (GCG Code) of PT EDI

Indonesia of 2016 Edition.

7. Board Manual of Board of Commissioners and Board of

Directors of PT EDI Indonesia of 2016 Edition.

8. Code of Conduct of the Company of 2016 Edition.

9. Decree of Board of Directors of PT Pelabuhan Indonesia II

(Persero) No. HK.568/161/2/PI.II-17 dated January 16, 2017,

regarding Risk Management Implementation Guideline of

PT Pelabuhan Indonesia II (Persero).

10. Decree of Board of Directors of PT EDI Indonesia No. 5761/

E01/PS.020/06/2016 dated June 8, 2016 regarding Risk

Management Policy, as amended through the Decree of

Board of Directors No. 0210/E01/PS.020/01/2017 regarding

Amendment to the Decree of Board of Directors No. 5761/

E01/PS.020/06/2016 regarding Risk Management Policy.

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Profil vice President strategy & risk management

Nama : Margareta Novi Ursula

Jabatan : Vice President Strategy & Risk

Management

SK Pengangkatan : Surat Keputusan Direksi PT EDI

Indonesia Nomor 2382/e01/

HK.110/11/2017 Tentang Alih

Tugas /Jabatan Karyawan

Riwayat Pendidikan : S1 Hubungan Internasional,

Universitas Katolik Parahyangan

(2002)

S2 Master of Business

Administration, Ernst Abbe

University Applied Science

Germany (2015)

Penerapan manajemen risiko Pt edi indonesia

visi, misi dan objektif Perusahaan

Company Vision, Mission and Objectives

1. Nilai tambah / Added Value2. Bagian terpadu dari Proses Organisasi /

Integrated Part of Organization Process3. Bagian dari pengambilan keputusan / Part

of decision making4. Secara khusus menangani ketidakpastian /

Specifically handle uncertainty5. Sistematis, terstruktur dan tepat waktu /

Systematic, structured and Timely6. Berdasarkan informasi terbaik yang ada /

Based on the best available information7. Khas untuk penggunanya / Typically for

users8. Mempertimbangkan faktor manusia dan

budaya / Considering human factor and culture

9. Transparan dan inklusif / Transparent and inclusive

10.Dinamis, berulang dan responsif terhadap perubahan / Dynamic, repeatable and responsive to changes

11.Memfasilitasi perbaikan dan berkelanjutan dan peningkatan organisasi / Facilitating sustainable improvement and organization improvement

Mandat & Komitmen / Mandates & Commitments

Menentukan Konteks / Determining Context

Identifikasi Risiko / Risk Identification

Analisa Risiko / Risk Analysis

Evaluasi Risiko / Risk Evaluation

Penilaian Risiko

Risk Assessment

Kom

unik

asi &

Kon

sulta

si /

Com

mun

icat

ion

& C

onsu

ltatio

n Pengawasan &

Kaji U

lang / Supervision &

Review

Perlakuan Risiko / Risk Handling

Desain/perencanaan kerangka kerja untuk

mengelola risiko / Design/planning of framework to

manage risk

Pengawasan dan kaji ulang kerangka kerja /

Supervision and review of framework

Perbaikan berkelanjutan kerangka kerja / Sustainable

improvement of framework

Penerapan manajemen risiko / Risk

management implementation

PrinsiP-PrinsiP manajemen risiKoRisk Management Principles

KerangKa Kerja manajemen risiKoRisk Management Framework

Proses PengeLoLaan risiKoRisk Management Process

Profile of vice President strategy & risk management

Name : Margareta Novi Ursula

Position : Vice President Strategy & Risk

Management

Decree of Appointment : Decree of Board of Directors of PT

EDI Indonesia Number 2382/e01/

HK.110/11/2017 regarding Transfer of

Position of Employee

Education History : Bachelor’s degree in International

Relations from Parahyangan Catholic

University (2002)

Master’s degree in Business

Administration from Ernst Abbe

University of Applied Science Germany

(2015)

risk management implementation of Pt edi indonesia

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strategi manajemen risiko

Startegi Manajemen Risiko merupakan acuan terhadap

pendekatan mengenai cara pencapaian tujuan manajemen

risiko. Diperlukan sinergi atas 3 kegiatan yang merupakan alat

atau sarana yang diperlukan untuk mendukung tercapaianya

tujuan Manajemen Risiko, yaitu :

1. Proses Pengelolaan Risiko

Menerapkan dan mengkomunikasikan Kebijakan

Manajemen Risiko secara konsisten dan berkesinambungan

di seluruh perusahaan serta meningkatkan kualitas proses

pengelolaan risiko di semua lini organisasi. Semua alur

transaksi dievaluasi dan bila diperlukan dilakukan proses kaji

ulang dengan tujuan agar risiko dapat diminimalkan.

2. Mengembangkan Infrastruktur Manajemen Risiko

Mengembangkan infrastruktur yang mendukung

pelaksanaan Manajemen Risiko secara menyeluruh sesuai

dengan praktik-praktik terbaik yang berlaku di industri

Teknologi Informasi.

3. Pengelolaan Lingkungan Manajemen Risiko

Membentuk suatu lingkungan kerja yang meliputi budaya,

komunikasi, pengukuran kinerjaberbasis risiko dan

sebagainya untuk mendukung implementasi Manajemen

Risiko secara keseluruhan. Menciptakan budaya peduli

risiko di seluruh lingkungan perusahaan dengan penekanan

risiko perusahaan adalah tanggung jawab seluruh pegawai

perusahaan.

Kategori risiko Pt edi indonesia

1. Risiko Strategis (Strategic Risk)

Risiko strategis adalah risiko yang disebabkan oleh adanya

pengambilan keputusan dan atau penerapan strategi yang

tidak tepat atau kegagalan dalam merespon perubahan-

perubahan kondisi eksternal. Risiko strategis juga merupakan

risiko yang antara lain disebabkan adanya penetapan

dan pelaksanaan strategi yang tidak tepat, pengambilan

keputusan bisnis yang tidak tepat.

2. Risiko Operasional (Operational Risk)

Risiko operasional adalah risiko yang antara lain disebabkan

oleh ketidakcukupan dan atau tidak berfungsinya proses

internal, kesalahan manusia, kegagalan sistem, atau

adanya problem eksternal yang mempengaruhi operasional

perusahaan. Risiko operasional dapat menimbulkan kerugian

keuangan secara langsung maupun tidak langsung dan

kerugian potensial atas hilangnya kesempatan memperoleh

keuntungan. Risiko ini merupakan risiko yang melekat

(inherent) pada setiap aktivitas fungsional perusahaan,

seperti kegiatan produksi, operasional dan jasa, pembiayaan

perdagangan, pendanaan & instrument utang, teknologi

sistem informasi & sistem informasi manajemen dan

pengelolaan sumber daya manusia.

risk management strategy

The Risk Management Strategy is a reference to the approach

of the method to achieve the objectives of risk management.

Synergy is required on the 3 activities which are the tools or

means required to support the achievement of Risk Management

objectives, namely:

1. Risk Management Process

Applying and communicating the Risk Management Policy

consistently and continuously throughout the company and

improving the quality of risk management processes across

all organizational lines. All transaction flows are evaluated

and ,if necessary, reviewed with an aim to minimize risks.

2. Developing Risk Management Infrastructure Developing

infrastructure that supports the overall implementation

of Risk Management in accordance with best practices

applying in the Information Technology industry.

3. Risk Management Environmental Management

Establishing a work environment that includes culture,

communication, risk-based performance measurement and

so on to support the implementation of Risk Management

as a whole. Creating a risk-caring culture across the

company’s environment by emphasizing that corporate risk

is the responsibility of all the company’s employees.

risk category of Pt edi indonesia

1. Strategic Risk

Strategic risk is a risk caused by decision making and or

improper strategy implementation or failure to respond to

changes in external conditions. Strategic risk is also a risk that,

among others, due to the imposition and implementation of

inappropriate strategies, improper business decisions.

2. Operational Risk

Operational risk is a risk that, among others, is caused by

the inadequacy and or malfunction of internal processes,

human error, system failure, or any external problems

affecting the company’s operations. Operational risk can

cause financial losses directly or indirectly and potential

losses for loss of opportunity to gain profits. This risk is an

inherent risk in any functional activities of the company,

such as production, operational and service activities, trade

financing, funding & debt instruments, information systems

technology & management information system and human

resource management.

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3. Project Risk

Project risk is a risk arising from every project activity being

initiated or performed by the company. This risk can be

caused by internal party or by third party. Risks arising from

the internal party include: an error in the calculation of

the project load so as it directly gives impact on the profit

margin of the related project, the mistake in capturing

the employer’s aspirations so that the scope of work to

grow and delay the completion of work. Risks arising from

third parties include: delay in the provision of supporting

equipment (hardware).

4. Financial Risk

Financial risk is a risk that directly affects the operating cash

flow of the company. Financial risk is reflected in factors such

as balance sheet leverage, off-balance sheet transactions,

contractual obligations, debt repayment, liquidity, and

other matters that reduce financial flexibility. Financial risks

include all kinds of financial risk, usually comparable to non-

financial risks, such as operational risk. Risk types include

exchange rate risk, interest rate risk, and liquidity risk.

5. Reputation Risk

Reputation risk is a risk due to decreased level of stakeholders’

trust sourced from negative perceptions. Negative risks may

arise from negative publicity related to business activities or

negative perceptions of business activities or services of the

company.

6. Legal and Compliance Risk

Compliance risk is the risk caused by the lawsuit, failure of

law/regulation and agreement. In the practice, compliance

risks are attached to the business associated with laws and

regulations.

7. Health, Safety and Environment Risk

Health, safety, environmental and community risks are

risks arising from failure to manage minimum standards of

safety, health, minimum environmental standards and social

values.

3. Risiko Proyek (Project Risk)

Risiko proyek adalah risiko yang timbul dari setiap

kegiatan proyek yang sedang diinisiasi atau dilakukan oleh

perusahaan. Risiko ini dapat disebabkan oleh pihak internal

maupun oleh pihak ketiga. Risiko yang muncul dari pihak

internal, antara lain : kesalahan di dalam penghitungan

beban proyek sehingga berdampak langsung kepada

margin keuntungan proyek terkait, kesalahan di dalam

menangkap aspirasi pemberi pekerjaan sehingga lingkup

pekerjaan (scope of work) menjadi berkembang dan

keterlambatan penyelesaian pekerjaan. Risiko yang muncul

dari pihak ketiga, antara lain : keterlambatan penyediaan

alat pendukung (hardware).

4. Risiko Keuangan (Financial Risk)

Risiko keuangan adalah risiko yang berdampak langsung

kepada arus kas operasi perusahaan. Risiko keuangan

tercermin dalam faktor-faktor seperti leverage neraca,

transaksi off- balance sheet, kewajiban kontrak, jatuh

tempo pembayaran utang, likuiditas, dan hal lainnya

yang mengurangi fleksibelitas keuangan. Risiko keuangan

meliputi segala macam risiko yang berkaitan dengan

keuangan, biasanya diperbandingkan dengan risiko non

keuangan, seperti risiko operasional. Jenis risiko misalnya

adalah risiko nilai tukar, risiko suku bunga, dan risiko

likuiditas.

5. Risiko Reputasi (Reputation Risk)

Risiko reputasi adalah risiko akibat menurunnya tingkat

kepercayaan stakeholder yang bersumber dari persepsi

negatif. Risiko negative dapat timbul dari adanya publikasi

negatif terkait dengan kegiatan usaha atau persepsi negatif

mengenai kegiatan usaha maupun layanan perusahaan.

6. Risiko Hukum dan Kepatuhan (Legal and Compliance Risk)

Risiko kepatuhan adalah risiko yang disebabkan akibat dari

gugatan, kegagalan hukum/regulasi dan kesepakatan. Di

dalam prakteknya risiko kepatuhan melekat pada usaha

yang terkait dengan peraturan perundang- undangan.

7. Risiko Kesehatan, Keselamatan, Lingkungan dan Komunitas

(Health, Safety and Environment Risk)

Risiko kesehatan, keselamatan, lingkungan dan komunitas

adalah risiko yang timbul sebagai akibat dari kegagalan

dalam mengelola standar minimum keselamatan,

kesehatan, standar minimum lingkungan dan nilai-nilai

kemasyarakatan.

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risiko dan mitigasi Pt edi indonesia 2017 Keterangan /

DescriptionKategori risiko /

risk Categorymitigasi risiko / risk Mitigation

Swakelola Layanan Kepabean / Customs Service Self-Management

1. Risiko Strategis 2. Risiko Keuangan /1. Strategic Risk2. Financial Risk

1. Meningkatkan hubungan baik dan relasi dengan Bea dan Cukai Indonesia serta Kementerian Keuangan dan Kementerian Koordinasi Ekonomi Indonesia

2. Memberikan layanan yang memberikan nilai tambah kepada Bea dan Cukai dan Indonesia, seperti : layanan pengolahan data kegiatan perdagangan internasional Indonesia (data analytical).

3. Membangun layanan yang memiliki kontribusi sebanding dengan kontribusi layanan Kepabeanan dengan tetap mengedepankan kompetensi dasar perusahaan dalam pertukaran data. /

1. Strengthening good relationship and relations with Indonesian Customs and Excises and the Ministry of Finance and the Ministry of Economic Coordination of Indonesia

2. Providing services which give added value to Indonesian Customs and Excises, namely: data processing service of Indonesia’s international trading activities (data analytical)

3. Developing services whose contribution is comparable to the contribution of Customs services by continuing to prioritize company basic competency on data exchange.

Multi Vendor Layananan PDE Kepabeanan / Customs PDE Service Multi-Vendor

1. Risiko Strategis2. Risiko Keuangan / 1. Strategic Risk2. Financial Risk

1. Membangun value proposition layanan Kepabeanan untuk pelaku usaha. Value proposition yang perlu dibangun :a. Data Repository Suatu fasilitas dimana pelaku usaha dapat menyimpan data-data elektronik kegiatan

kepabaeanannya, data ini harus disimpan pelaku usaha selama 10 tahun. Fasilitas ini harus segera dibangun.b. Konektivitas layanan komersial dengan luar negeri Perlu dibangun konektivitas dengan perusahaan penyedia

layanan kepabeanan di luar negeri, hal ini dimaksudkan untuk mempercepat proses pertukaran data komersial diantar pelaku usaha di Indonesia dengan luar negeri. Keanggotaan perusahaan pada Pan Asia e-Commerce Alliance (PAA) menjadi nilai lebih. Konektivitas yang dibangun dapat memfasilitasi layanan B2B antar negara PAA. Efisiensi waktu dan biaya menjadi nilai yang dimajukan oleh perusahaan kepada pelaku usaha. Potensi kompetitor untuk memiliki konektivitas dengan 10 wilayah ekonomi di Asia lebih kecil daripada yang telah dibangun perusahaan.

c. Automation Conversion Commercial Documents Suatu fasilitas dimana pelaku usaha tidak perlu melakukan entry ulang data-data kepabeanannya. Data ekspor di negara lain, dapat otomatis dikonversi menjadi data impor untuk kepentingan pemberitahuan impor barang di Indonesia. Fasilitas ini akan mempercepat proses pembuatan deklarasi kepabanan, sehingga menggurangi biaya yang akan ditanggung pelaku usaha. Selain itu, fasilitas ini akan mengurangi kesalahan input yang dapat berdampak lebih lamanya pelaku usaha untuk mengeluarkan barang. Efisiensi waktu dan upaya menjadi nilai yang dimajukan dalam layanan ini.

d. Meningkatkan Service Level Agreement (SLA) SLA dari layanan kepabeanan perusahaan harus senantiasa dijaga dan ditingkatkan. Nilai faster, better dan efficient harus menjadi warna layanan perusahaan. Kualitas infrastruktur dan supra struktur harus dijaga. Peremajaanalat-alat produksi, peningkatan kompetensi tenaga kerja dan keamanan data menjadikan perusahaan mampu menciptakan operational excellence.

2. Meningkatkan customer engagement dan customer experience melalui Customer Relationship Management (CRM). CRM memberikan insight kepada perusahaan untuk berkomunikasi dengan tepat kepada pelanggan, komunikasi yang tepat merupakan kunci dalam keberlangsungan usaha perusahaan. Tagline perusahaan “all about e-business solution” harus senantiasa dimajukan di dalam berinteraksi dengan pelanggan. /

1. Establish value proposition of Customs services for business actors. Value proposition shall be established:a. Data Repository. A facility where the business actors can store electronic data of customs activities, this data

should be stored by by the business actors for 10 years. This facility must be promptly built.b. Connectivity of commercial services with overseas. Connectivity with customs service provider companies

shall be built, it is intended to accelerate the process of commercial data exchange between the business actors in Indonesia with overseas. Company membership in Pan Asia e-Commerce Alliance (PAA) becomes added value. The connectivity built can facilitate B2B services between PAA countries. Time and cost efficiency is the value advanced by the company to the business actors. The potential of competitors to have connectivity with 10 economic regions in Asia is less than the company has built.

c. Automation Conversion Commercial Documents. A facility where the business actors do not need to perform re-entry of customs data. Export data in other countries, can be automatically converted into import data for the purpose of notification of import of goods in Indonesia. This facility will speed up the process of the declaration of customs, reducing the cost to be borne by the business actors. Besides, this facility will reduce input errors that can impact on the longer time of the business actors to remove goods. The efficiency of time and effort is the advanced value in this service.

d. Improving Service Level Agreement (SLA) from customs services of the company must always maintained and improved. Faster, better and efficient value should be the service color of the company. The quality of infrastructure and supra structure must be maintained. Renewal of production equipment, increased labor competence and data security make the company able to create operational excellence.

2. Improving customer engagement and customer experience through Customer Relationship Management (CRM). CRM provides insight to the company to communicate appropriately to customers. Appropriate communication is the key in the company’s business continuity. Tag line of the company “all about e-business solution “should always be advanced in interacting with customers.

Mayoritas Layanan Perusahaan di Sektor Pemerintahan / Majority of the Company’s Services in Government Sector

1. Risiko Strategis2. Risiko Keuangan / 1. Strategic Risk2. Financial Risk

1. Meningkatkan hubungan baik dengan Pejabat Pemerintahan, hal ini dimaksudkan untuk mengetahui informasi kebijakan terkini dari instansi terkait dan memberikan masukan teknologi digital yang dapat mendukung kebijakan Pemerintah.

2. Menjaga SLA dari setiap layanan3. Memajukan keamanan data untuk setiap layanan di Pemerintahan. Hal ini dimaksudkan untuk menjaga

kepercayaan Pemerintah atas data yang dikelola oleh perusahaan. / 1. Improving good relations with Government Officials, this is intended to obtain the latest policy information

from relevant agencies and provide input on digital technology that can support the Government’s policy.2. Maintaining the SLA of each service3. Advancing data security for each service in the Government. This is intended to maintain the Government’s trust

in the data managed by the company.

Risk and Mitigation of PT EDI Indonesia in 2017

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Keterangan / Description

Kategori risiko / risk Category

mitigasi risiko / risk Mitigation

IT Security / IT Security

1. Risiko Reputasi 2. Risiko Operasional 3. Risiko Keuangan / 1. Reputation Risk2. Operational Risk3. Financial Risk

1. Meningkatkan Perlindungan Terhadap Software & Hardware Untuk meningkatkan keamanan software dan hardware yang dimiliki perusahaan agar terlindungi dari ancaman peretasan, seperti halnya melakukan pemeriksaan berkala secara rutin. Serta update terhadap informasi- informasi yang berhubungan dengan keamanan IT.

2. Membatasi Akses Perlunya pembagian akses terhadap software/ aplikasi oleh pihak- pihak yang berwenang. Agar tidak sembarangan tenaga kerja atau tenaga kerja yang tidak berkepentingan dapat mengaksesnya.

3. Melakukan peremajaan dan penambahan infrastruktur terkait keamanan digital. Infrastruktur keamanan digital tidak hanya terbatas pada anti virus saja, tetapi dapat ditambahkan dengan infrastruktur pengamanan lainnya.

4. Membuat kebijakan IT Governance Kebijakan ini diperlukan untuk membuat tata kelola yang baik di dalam kegiatan digital setiap tenaga kerja perusahaan. Tata kelola yang baik menjadi awal keamanan digital.

5. Meningkatkan Monitoring Terhadap Aplikasi/ Performa Produk Menjaga kualitas dari produk- produk yang dimiliki perusahaan agar tidak mengalami kendala atau gangguan pada saat digunakan. /

6. 1. Improving Software & Hardware security. To improve software and hardware security owned by the company

to be protected from the threat of hacking, as well as conducting regular periodic checks and updating information related to IT security.

2. Limiting Access. access distribution to software/applications by authorized parties is required.3. In order to prevent illegal access of unauthorized labor.4. enovating and adding infrastructure related to digital security. Digital security infrastructure activity is not only

limited to anti-virus, but can also to other security infrastructure.5. Formulating IT Governance policies. This policy is required to make good governance within the digital activity

of the company’s employee. Good governance is the beginning of digital security.6. Increasing Monitoring of Product Applications/Performance. Maintaining the quality of the products owned by

the company to prevent facing problems or disturbances when used.

Perizinan dan Kontrak Kerjasama / Cooperation Permit and Contract

1. Risiko Kepatuhan 2. Risiko Operasional3. Risiko Keuangan /1. Compliance Risk2. Operational Risk3. Financial Risk

1. Menerapkan sistem monitoring untuk masa berlaku perizinan dan kontrak. Hal ini berlaku untuk seluruh dokumen perusahaan, baik perizinan perusahan maupun kontrak dengan pihak ketiga maupun pelanggan. Bagian legal perusahaan harus secara aktif melakukan monitoring untuk setiap dokumen perusahaan.

2. Melakukan perpanjangan perizinan maupun kontrak kerjasama dengan pihak ketiga sebelum masa berlaku berakhir. Kebijakan ini dapat menjadi Key Performance Indicator (KPI) individu bagian legal perusahaan dan pengadaan. /

1. Implementing the monitoring system for license validity and contract. This applies to all company documents, both company licensing and contract with third parties and customers. The legal division of the company should actively monitor all the company’s document.

2. Extending licensing and cooperation contracts with third parties before the expiration period. This policy can be a Key Performance Indicator (KPI) for individual of legal and procurement divisions.

Sinergi IPC Group (Cabang Anak Perusahaan) / IPC Synergy (Branch of Subsidiary)

1. Risiko Hukum dan Kepatuhan

2. Risiko Keuangan / 1. Law and Compliance

Risk2. Financial Risk

1. Setiap kegiatan sinergi di dalam IPC Group harus selalu mengedepankan aspek legalitas dan komersial.2. Jika aspek operasional dalam sinergi berjalan lebih dahulu, dokumentasi legalitas harus segera dipenuhi.

Dokumentasi legal harus dimiliki sebelum kegiatan berakhir.3. Setiap sinergi yang dilakukan dalam IPC Group harus selalu dilaporkan kepada Direktorat Pembina Anak

Perusahaan (PAP) IPC. / 1. Every synergy activity in IPC Group must always prioritize legal and commercial aspects.2. If the operational aspect in the synergy is implemented firs, the legality documentation must be fulfilled

immediately. Legal documentation must be held before the activity ends. 3. Every synergy conducted by IPC Group shall be reported to Directorate Pembina Anak Perusahaan (PAP) IPC.

PerKara Penting Yang diHadaPi sePanjang 2017Selama tahun 2017, tidak terdapat perkara penting yang

dihadapi Perseroan dalam hal ini terkait permasalah hukum.

informasi sanKsi administrasi

Sepanjang tahun 2017, tidak terdapat sanksi administratif yang

diberikan oleh otoritas terkait baik terhadap PT EDI Indonesia,

anggota Dewan Komisaris dan Direksi, serta anak perusahaan.

Pedoman etiKa PerusaHaan PT EDI Indonesia berkomitmen untuk mengimplementasikan

GCG secara konsisten yang salah satunya dilakukan melalui

penyusunan Pedoman Etika Kerja dan Etika Bisnis Perusahaan

(Code of Conduct). Code of Conduct berlaku untuk seluruh

individu yang bertindak untuk dan atas nama Perusahaan, anak

perusahaan dan afiliasi di bawah pengendalian, Pemegang

Saham serta seluruh stakeholders atau mitra kerja yang

melakukan transaksi bisnis dengan Perseroan. Code of Conduct

LegaL case in 2017

During 2017, there was no legal case faced by the Company

related to law.

information on administrative sanctionsThroughout 2017, there was no administrative sanction given

by the relevant authority to PT EDI Indonesia, members of the

Board of Commissioners and Board of Directors, as well as the

subsidiary.

comPanY code of conduct PT EDI Indonesia is committed to implementing GCG consistently

through, one of them, the formulation of the Company’s Code

of Conduct. Code of Conduct applies to all individuals acting for

and on behalf of the Company, subsidiary and affiliation under

the supervision, Shareholders and all stakeholders or partners

performing business transactions with the Company. Code of

Conduct is jointly ratified and set forth by the Company’s Board

of Commissioners and Board of Directors in May 2016.

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disahkan dan ditetapkan bersama oleh Komisaris dan Direksi

Perseroan pada Mei 2016.

muatan Code of ConductBeberapa aspek kritikal yang dipandang perlu diatur dalam

Code of Conduct sebagai standar etika Perusahaan dalam

berhubungan dengan stakeholders, baik internal maupun

eksternal antara lain meliputi hal-hal sebagai berikut:

1. Melindungi Kepentingan Pegawai

2. Hubungan Dengan Mitra Usaha

3. Perlindungan Informasi dan Aset

4. Melindungi Komunitas dan Pemerintah

Komitmen Code of ConductKomitmen dalam berprilaku dan berinteraksi dengan para

pemangku kepentingan menjadi perhatian utama Perusahaan

dan menjadi bagian dari etika bisnis dan etika kerja Perusahaan

dalam menciptakan nilai tambah (value creation) tidak saja bagi

Perusahaan tetapi juga bagi para pemangku kepentingan. EDII

menyusun dan mengembangkan etika bisnis dan etika kerja

dengan standar yang tinggi dan memperhatikan kepentingan

para pemangku kepentingan termasuk kriteria kepuasannya.

Code of Conduct ini disusun sebagai acuan berperilaku segenap

pihak yang berhubungan dengan Perusahaan antara lain

mencakup:

1. Pemegang Saham (Shareholders)

Meningkatkan kepercayaan Pemegang Saham bahwa

Perusahaan dikelola secara hati-hati (prudent), efisien,

transparan, akuntabel dan fair untuk mencapai tingkat

profitabilitas yang diharapkan dengan tetap memperhatikan

kepentingan Perusahaan.

2. Perusahaan

a. Meningkatkan nilai Perusahaan dengan memberikan

kepastian dan perlindungan kepada para stakeholders

dalam berhubungan dengan Perusahaan sehingga

menghasilkan reputasi yang baik, yang pada akhirnya

mewujudkan keberhasilan usaha dalam jangka panjang.

b. Mendorong kegiatan operasional menjadi lebih efisien

dan efektif mengingat hubungan dengan pegawai,

mitra kerja, pelanggan, masyarakat, pemerintah dan

stakeholders lainnya memiliki standar etika yang harus

diperhatikan;

3. Pegawai

a. Menciptakan lingkungan kerja yang menjunjung tinggi

nilai-nilai dan budaya perusahaan sehingga akan

meningkatkan kinerja dan produktivitas Pegawai secara

menyeluruh.

contents of code of conductSeveral critical aspects that are deemed necessary to be regulated

in the Code of Conduct as the Company’s ethical standards in

dealing with stakeholders, both internal and external include

the following:

1. Protecting Employees’ Interests

2. Relationship With Partners

3. Information and Assets Protection

4. Protecting the Community and Government

commitment of code of conductCommitment in behaving and interacting with stakeholders is

the Company’s main concern and part of the business ethics

and the Company’s work ethic in value creation not only for

the Company but also for the stakeholders. EDII formulates and

develops business ethics and work ethics with high standards

and takes into account the interests of stakeholders including

the criteria of satisfaction.

Code of Conduct is prepared as a reference of all parties to

behave related to the Company, among others includes:

1. Shareholders

Increasing Shareholders’ confidence that the Company is

managed prudently, efficiently, transparently, accountably

and fairly to achieve the expected level of profitability while

taking into account the interests of the Company.

2. Company

a. Increasing the Company’s value by providing certainty

and protection to stakeholders in dealing with the

Company so as to produce a good reputation, which

ultimately realizes the success of the business in the long

term.

b. Encouraging operational activities to be more efficient

and effective as relationships with employees, partners,

customers, community, government and other

stakeholders have ethical standards to be considered;

3. Employee

a. Creating work environment that upholds the corporate

values and culture so that it will improve the performance

and productivity of employees as a whole.

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b. Menjadi pedoman tentang tingkah laku yang diinginkan

dan yang tidak diinginkan oleh Perusahaan;

4. Stakeholders

Menciptakan hubungan yang harmonis dan saling

menguntungkan dengan stakeholders sehingga mendorong

reputasi Perusahaan sebagai perusahaan yang bertanggung

jawab (good corporate citizen).

sosialisasi

PT EDI Indonesia secara berkala melakukan sosialisasi Code

of Conduct kepaada seluruh karyawan agar etika perusahaan

benar-benar dipatuhi dan di jalankan oleh seluruh insan

Perseroan.

Penegakan Code of Conduct

PT EDI Indonesia berkomitmen menegakan aturan terkait Code

of Conduct. Perseroan telah menyusun mekanisme pelanggaran

Code of Conduct dengan memberikan sanksi sesuai dengan

ketentuan yang berlaku. Selama tahun 2017 tidak terdapat

pelanggaran etika baik yang dilakukan oleh pejabat maupun

karyawan PT EDI Indonesia

niLai dan budaYa PerusaHaan Nilai dan Budaya Perusahaan merupakan prinsip yang

menggambarkan karakteristik Perusahaan dan menjadi

semangat yang harus dikedepankan dalam menjalankan

aktivitas sehari-hari Perseroan. Nilai dan Budaya Perusahaan

ini telah tertanam dengan baik di benak seluruh insan PT EDI

Indonesia dalam menjalankan aktvitas sehari-hari.

nilai Perusahaan

S i A P• sinergy for Goals

“We Transform Individual Action Into Collective Power”

- Mampu bertindak mandiri sesuai dengan tugas dan

tanggung jawab pekerjaan

- Bekerja sama dan menciptakan sinergi dengan orang

lain dalam mencapai sasaran perusahaan

b. Becoming a guideline of behavior that is desired and not

allowed by the Company;

4. Stakeholders

Creating a harmonious and mutually beneficial relationship

with stakeholders so as to drive the Company’s reputation

as a good corporate citizen.

dissemination

PT EDI Indonesia periodically disseminates the Code of Conduct

to all employees so that the company’s ethics are truly obeyed

and implemented by all the Company’s personnel.

code of conduct enforcement

PT EDI Indonesia is committed to enforcing the rules related to

the Code of Conduct. The Company has prepared a mechanism

for violating the Code of Conduct by giving sanctions in

accordance with the applicable regulations. During the year

2017 there is no violation of ethics either committed by officials

or employees of PT EDI Indonesia

corPorate vaLue and cuLtureCorporate Values and Culture are principles that describe the

characteristics of the Company and become the spirit that

should be upheld in carrying out the Company’s daily activities.

The Corporate Value and Culture have been embedded properly

in the minds of all PT EDI Indonesia’s personnel in carrying out

daily activities.

corporate value

• sinergy for Goals

“We Transform Individual Action Into Collective Power”

- Being able to act independently according to job duties

and responsibilities

- Cooperating and creating synergy with others in

achieving company goals

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- Mengedepankan semangat kebersamaan dan

kepercayaan serta menghargai orang lain dalam

kelompok

- Bersikap terbuka dan transparan dalam berkoordinasi

• integrity For People

“We Follow Our Strategies and Adhere to Our Commitments”

- Mendahulukan dan mempromosikan nilai maupun etika

perusahaan dalam setiap aktivitas organisasi secara

internal dan eksternal

- Disiplin, profesional dan jujur dalam menjalankan tugas

dan tanggung jawab sesuai dengan strategi perusahaan

- Berkomitmen tinggi untuk selalu mengedepankan

kepentingan perusahaan diatas kepentingan pribadi

- Bersikap tegas namun sopan dan ramah dalam berkata

dan bertindak

- Bertanggung jawab terhadap setiap ucapan, keputusan

dan tindakan

• action For Better

“We Rapidly Develop Ideas Into Products”

- Menciptakan solusi yang inovatif untuk memberikan

nilai tambah kepada seluruh pemangku kepentingan

- Mencoba cara-cara/ide-ide baru yang berbeda /unik /

kreatif dalam mengerjakan pekerjaan sehari-hari

- Proaktif dalam mendorong perbaikan berkelanjutan di

seluruh aspek pertumbuhan dan perkembangan diri,

kelompok kerja dan organisasi

- Bersikap terbuka dan saling berbagi dalam proses

pembelajaran

• Performing For Excellence

“We Perform Beyond Expectation”

- Berorientasi kepada hasil kerja dengan standar prestasi

yang tinggi sesuai dengan strategi perusahaan

- Memberikan solusi yang unggul dan melebihi ekspektasi

- Memberikan pelayanan yang cepat dan tepat

- Membangun dan mengembangkan strategi yang

kompetitif dalam upaya memenuhi dan bahkan

melampaui kebutuhan pasar

WhISTLeBLoWInG SYSTeMPT EDI Indonesia senantiasa mempermudah akses untuk berbagai

pengaduan terkait Perusahaan melalui pengelolaan Sistem

Pelaporan Pelanggaran/Whistleblowing System (WBS) dan

berkomitmen untuk menindaklanjuti setiap pengaduan demi

menjaga hubungan yang harmonis dengan stakeholders. WBS

menjadi bagian dalam implementasi GCG yang cukup penting

dalam menekan pelanggaran yang mungkin terjadi. Oleh karena

itu, inisiatif penerapan WBS di lingkungan EDII merupakan

komitmen Perusahaan terkait Tata Kelola Perusahaan yang

Baik, PT EDI Indonesia sebagai anak Perusahaan PT Pelabuhan

- Prioritizing the spirit of togetherness and trust and

respecting others in the group

- Being open and transparent in coordination

• integrity For People

“We Follow Our Strategies and Adhere to Our Commitments”

- Putting forward and promoting the corporate value

and ethics in every organizational activity internally and

externally

- Being discipline, professional and honest in carrying out

duties and responsibilities in accordance with company

strategy

- Having high commitment to always put the interests of

the company above personal interests

- Being assertive but polite and friendly in saying and

acting

- Being responsible for any speech, decision and action

• action For Better

“We Rapidly Develop Ideas Into Products”

- Creating innovative solutions to provide added value to

all stakeholders

- Attempting new ways/ideas which are different/unique/

creative in conducting daily duties

- Being proactive in promoting sustainable improvement

across all aspects of growth and self-development,

working group and the organization

- Being open and sharing in the learning process

• Performing For Excellence

“We Perform Beyond Expectation”

- Being oriented to the work with high achievement

standards in accordance with company strategy

- Providing superior solutions and exceeding expectations

- Providing fast and appropriate service

- Building and developing competitive strategies in an

effort to meet and even exceed the market needs

wHistLebLowing sYstemPT EDI Indonesia continues to facilitate access to a wide range of

complaints related to the Company through the management

of Whistleblowing System (WBS) and committed to following

up any complaints to maintain a harmonious relationship with

stakeholders. WBS is part of the implementation of GCG in

suppressing possible violations. Therefore, WBS implementation

initiative in EDII is the Company’s commitment to Good

Corporate Governance, PT EDI Indonesia as a subsidiary of PT

Pelabuhan Indonesia II (Persero) has implemented WBS through

IPC Program. IPC Bersih is a real program of PT Pelabuhan

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Indonesia II (Persero) telah menerapkan WBS melalui Program

IPC. IPC Bersih adalah sebuah program nyata dari PT Pelabuhan

Indonesia II (Persero) dan Anak Perusahaan untuk mewujudkan

tempat kerja yang bersih dari tindakan curang, korupsi dan

pemerasan.

dasar Kebijakan

PT EDI Indonesia telah menyusun pedoman Penerapan WBS

dengan Surat Keputusan Direksi PT EDI Indonesia Nomor 5752/

E01/HK.110/06/2016 tanggal 07 Juni 2016 tentang Penerapan

Whistleblowing System pada PT EDI Indonesia. Kebijakan

tersebut diadopsi dari Penerapan WBS di PT Pelabuhan

Indonesia II (Persero). WBS merupakan bagian dari GCG Soft

Structure yang dimiliki PT EDII Indonesia.

Pengelolaan Pengaduan

Pihak Pengelola Pengaduan WBS PT EDI Indonesia mengadopsi

atau merujuk kepada pengelolaan WBS di PT Pelabuhan

Indonesia II (Persero), dimana IPC telah membentuk Komite

“IPC Bersih”, yang ditugaskan dalam pelaksanaan manajemen

anti tindak kejahatan dan penerapan WBS di LAPORAN

TAHUNAN 2016 PT EDI INDONESIA 270 Lingkungan PT

Pelabuhan Indonesia II (Persero), berdasarkan SK Direksi Nomor

PT Pelabuhan Indonesia II (Persero) UM.338/31/3/1/PI.II-15.

Lingkup Kebijakan wbs

Kebijakan WBS PT EDI Indonesia mencakup pelaporan terhadap

perbuatan pelanggaran diantaranya tindakan curang (tidak

adil), korupsi, pencurian, pelanggaran kebijakan dan peraturan

perusahaan, benturan kepentingan, penyuapan/gratifikasi,

penggelapan, penipuan, pemerasan, pelanggaran terhadap:

peraturan perundangan, pedoman tata kelola perusahaan,

pedoman perilaku, prosedur operasi standar (standard

operating procedure) baik yang berpotensi merugikan

keuangan perusahaan maupun yang dapat menimbulkan efek

negatif terhadap citra perusahaan.

Perlindungan Pelapor Pelanggaran

PT EDI Indonesia berkomitmen melindungi pelapor pelanggaran

yang beritikad baik untuk mendorong penegakan disiplin yang

memberikan rasa aman bagi pelapor beserta keluarganya.

Melalui sistem IPC Bersih, Pihak yang melaporkan akan

diberikan perlindungan, baik dalam hal kerahasiaan identitas

maupun dari kemungkingan tindakan balasan dari si terlapor.

mekanisme Pelaporan Pelanggaran

Mekanisme Pelaporan dan Penanganan Pelanggaran Laporan

dapat disampaikan melalui salah satu dari 6 (enam) cara yaitu

Online, Telepon, Faksimili, Email, Surat, dan SMS. Setelah

Indonesia II (Persero) and Subsidiaries to realize a clean

workplace from fraud, corruption and extortion.

basic Policy

PT EDI Indonesia has developed Guidelines of WBS

Implementation through Decree of the Board of Directors of

PT EDI Indonesia No. 5752/E01/HK.110/06/2016 dated June 7,

2016 on Implementation of Whistleblowing System at PT EDI

Indonesia. The policy is adopted from WBS Implementation in

PT Pelabuhan Indonesia II (Persero). WBS is part of GCG Soft

Structure owned by PT EDII Indonesia.

complaint management

WBS Complaint Management Party of PT EDI Indonesia adopts

or refers to WBS management at PT Pelabuhan Indonesia II

(Persero), in which IPC has established “IPC Bersih” Committee,

assigned in the implementation of anti crime management

and WBS implementation in ANNUAL REPORT 2016 of PT

EDI INDONESIA 270 Environment PT Pelabuhan Indonesia II

(Persero), pursuant to Decree of the Board of Directors of PT

Pelabuhan Indonesia II (Persero) No. UM.338/31/3/1/PI.II-15.

scope of wbs Policy

WBS policy of PT EDI Indonesia covers reporting on violations

including fraud (unfair), corruption, theft, violation of

company policies and regulations, conflict of interest, bribery/

gratification, embezzlement, fraud, extortion, violations to: laws

and regulations, code of corporate governance guidelines, code

of conduct, standard operating procedure that may potentially

harm the company’s financial and that can cause negative

effects on the company’s image.

Protection for whistleblower

PT EDI Indonesia is committed to protecting whistleblowers

who have good faith to encourage discipline enforcement that

provides a sense of security to the whistleblowers and their

families. Through the IPC Net system, the reporting Party will

be granted protection, both in terms of identity confidentiality

and the possibility of countermeasure from the reported party.

violation reporting mechanisms

The Reporting Mechanism and Violation Report handling

can be submitted through one of 6 (six) methods namely

Online, Telephone, Facsimile, Email, Letter and SMS. Once

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pelapor melaporkan, laporan tersebut akan diteruskan kepada

analis deloitte yang akan mengkaji informasi yang pelapor

berikan. Kemudian analis tersebut akan membuat laporan

tertulis dalam waktu 1 (satu) hari kerja kepada komite IPC

bersih yang akan menentukan tindakan selanjutnya. Tugas dan

Tanggung Jawab Tim Komite IPC Bersih yaitu:

1. Mengelola laporan yang diberikan oleh Deloitte terhadap

pelaporan yang masuk ke saluran yang tersedia dalam

Whistleblowing System (WBS) melalui E-Room.

2. Menindaklanjuti laporan yang telah diberikan Deloitte

sesuai dengan mekanisme yang berlaku di IPC (14 hari kerja

setelah laporan diterima dalam E-Room).

3. Melakukan rapat internal dengan tim IPC Bersih dan Tim

Deloitte setiap bulan diminggu terakhir sebagai proses

pembuatan laporan bulanan.

4. Melakukan sosialisasi tentang penerapan WBS di lingkungan

kerja Cabang dan PT Pelabuhan Indonesia II (Persero).

5. Membuat laporan bulanan mengenai statistik pelaporan,

tindak lanjut hingga pemberian reward dan punishment

kepada palapor dan terlapor serta melaporkan kepada

Direksi PT Pelabuhan Indonesia II (Persero) dengan jangka

waktu 2 bulan sekali.

the whistleblower reports, the report will be forwarded to the

deloitte analyst who will review information reported. Then the

analyst will make a written report within 1 (one) working day

to the IPC Bersih committee that will determine the next action.

Duties and Responsibilities of IPC Bersih Committee include:

1. Managing Deloitte’s report on incoming reporting to

available channels in the Whistleblowing System (WBS) via

E-Room.

2. Following up on the reports from Deloitte in accordance

with mechanism applied in IPC (14 working days after

report received in E-Room).

3. Organizing an internal meeting with IPC Bersih committee

and Deloitte Team every month of the last week as a

monthly reporting process.

4. Conducting dissemination of the implementation of WBS

within Branches and PT Pelabuhan Indonesia II (Persero).

5. Making monthly report on reporting statistics, follow up

and reward and punishment to the reporting and reported

parties and submitting it to the Board of Directors of PT

Pelabuhan Indonesia II (Persero) with a period of 2 months.

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flow tindak lanjut Laporan di iPc Pusat:

Flow Tindak Lanjut Laporan untuk Anak Perusahaan / Flow Flow of Report Follow Up in Subsidiary

PROSES PEMILAHAN DATA DAN INFORMASI AWAL / PRELIMINARY

DATA AND INFORMATION SELECTION PROCESS

PROSES INVESTIGASI / INVESTIGATION PROCESS

PROSES ENFORCEMENT / ENFORCEMENT PROCESS

Laporan Hasil Analisa WBS dari Konsultan Independen / Report of WBS Analysis Results from Independent

Consultant

Komite “IPC BERSIH” / “IPC BERSIH” Committee

Kepala SPI Anak Perusahaan /

Subsidiary’s Head of SPI

Direktur Utama Anak Perusahaan /

President Director of Subsidiary

Dewan Komisaris Anak Perusahaan

/ Board of Commissioners of

Subsidiary

Internal Investigasi / Internal

Investigation

Internal Investigasi / Internal

Investigation

Eksternal Investigasi / External

Investigation

SDM Menetapkan Rewards, Sanksi, Perlindungan Saksi,

Pemulihan Nama Baik, dll / Human Resources

Determination of Rewards, Sanctions, Sanction

Protection, Vindication, so forth

Komite IPC Bersih dibentuk Berdasarkan SK Direksi Nomor HK.56/3/5/9/PLII-14 tentang Pembentukan Komite IPC Bersih yang terdiri dari SDM, Hukum, Manajemen Risiko, Sekretaris Perusahaan dan Satuan Pengawas Internal / IPC Bersih Committee was established Pursuant to Decree of the Board of Directors No. HK.56/3/5/9/PLII-14 on Establishment of IPC Bersih Committee consisting of Human Resources, Law, Risk

Management, Corporate Secretary, and Internal Audit Unit

Keputusan Direktur Utama (Internal/Eksternal) / Decision of President Director (Internal/

External)

Direksi IPC / Board of Directors of IPC

Berdasarkan Nota Dinas Nomor 0173/DO1/HM.390/01/2018,

sepanjang tahun 2017, Perseroan tidak menerima laporan

dugaan penyimpangan yang disampaikan melalui jalur WBS.

benturan KePentinganPT EDI Indonesia berkomitmen menghindari terjadinya praktik

benturan kepentingan dalam segala aktivitas usaha yang

dilakukan terutama yang merugikan kepentingan Perseroan.

Sebagai upaya pencegahan dan penanganan terhadap adanya

potensi benturan kepentingan dan pejabat atau pegawai di

lingkungan Perseroan dalam pengambilan keputusan atau

pelaksanaan tugasnya, Perseroan telah membentuk Pedoman

Penanganan Benturan Kepentingan.

flow of report follow up in iPc Pusat:

Based on Office Memo No. 0173/DO1/HM.390/01/2018,

throughout 2017, the Company did not receive alleged

irregularities report submitted through WBS.

confLict of interestPT EDI Indonesia is committed to avoiding the occurrence of

conflict of interest practices in all business activities, especially

those that harm the interests of the Company. As an effort to

prevent and handle any potential conflicts of interest and any

officers or employees within the Company in their decision-

making or duty implementation, the Company has established

Guidelines of Conflict of Interest Handling.

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Pedoman Penanganan benturan Kepentingan

Dalam rangka mencegah terjadinya praktik Benturan

Kepentengan yang merugikan Perseroan, PT EDI Indonesia

telah membuat Pedoman Penanganan Benturan Kepentingan

di Lingkungan PT EDI Indonesia yang tertuang dalam Surat

Keputusan Direksi PT EDI Indonesia Nomor: 0452/E01/

HK.110/03/2017. Pedoman ini merupakan acuan bagi seluruh

pejabat dan pegawai Perseroan dalam penanganan terhadap

adanya atau potensi adanya benturan kepentingan dalam

pelaksanaan tugas dan fungsi masing-masing. Penyusunan

Pedoman Penanganan Benturan Kepentingan ini mengacu

pada Peraturan Menteri Negara BUMN NOMOR: PER-01/

MBU/01/2011, dan peraturan-peraturan yang berlaku.

Komitmen menghindari benturan Kepentingan

Sebagai bentuk komitmen nyata untuk menghindari agar

tidak terjadi Benturan Kepentingan, Direksi PT EDI Indonesia

telah membuat Surat Pernyataan Benturan Kepentingan yang

ditanda tangani langsung oleh Direktur Utama Elon Manurung

dan Direksi E Helmi Wantono pada Januari 2017.

PengendaLian gratifiKasi PT EDI Indonesia senantiasa melandaskan kegiatan usahanya

dengan mengacu kepada prinsip GCG termasuk di dalamnya

mengendalikan praktik Gratifikasi. Kebijakan Pengendalian

Gratifikasi PT EDI Indonesia menyadari bahwa setiap hubungan

hukum dan hubungan kerja yang terjalin antara Perusahaan

dengan Pihak Ketiga, baik stakeholder maupun vendor, bukan

tidak mungkin bersinggungan dengan praktik Gratifikasi.

Sehingga sebagai suatu usaha untuk melindungi Perusahaan

diperlukannya suatu pedoman yang bertujuan untuk

mengendalikan praktik Gratifikasi dimaksud. Hal ini dilakukan

agar seluruh Insan Perseroan memiliki pemahaman dan sikap

yang seragam atas perlakuan Gratifikasi yang mungkin timbul

dan sepatutnya dapat melindungi Insan EDII agar tidak terjerat

dalam praktik Gratifikasi yang termasuk tindak Pidana Suap,

sebagaimana diatur dalam Pasal 12 B Ayat (1) Undang-undang

Nomor 20 Tahun 2001 tentang Perubahan atas Undang-

undang Nomor 31 Tahun 1999 tentang Pemberantasan tindak

Pidana Korupsi.

Kebijakan Pengendalian gratifikasi

Kebijakan pengendalian gratifikasi di Perseroan dituangkan

dalam Surat Keputusan Direksi PT EDI Indonesia Nomor 5801/

E01/HK.110/06/2016 tanggal 14 Juni 2016 tentang Pedoman

Pengendalian Gratifikasi di Lingkungan PT EDI Indonesia.

Pedoman Pengendalian Gratifikasi ini diharapkan dapat

memberikan kekuatan dan keyakinan bagi setiap Insan EDII

dalam menyikapi Gratifikasi ketika hubungan dengan Pihak

Ketiga dan merupakan komitmen dalam penerapan prinsip-

prinsip GCG.

guidelines of conflict of interest Handling

In the event of preventing any Conflicts of Interest causing loss

of the Company, PT EDI Indonesia has formulated Guidelines

of Conflict of Interest Handling within PT EDI Indonesia as set

forth in Decree of the Board of Directors of PT EDI Indonesia

No. 0452/E01/HK.110/03/2017. The guidelines is a reference

of all officials and employees of the Company in handling any

potential conflicts of interest in the implementation of duties and

responsibilities respectively. The formulation of the Guidelines

of Conflict of Interest Handling refers to the Regulation of the

Ministry of SOE No.: PER-01/MBU/01/2011, and the applicable

regulations.

commitment to avoiding conflicts of interest

As a real commitment to avoid Conflict of Interest, the Board

of Directors of PT EDI Indonesia has issued a Declaration of

Conflict of Interest signed by President Director Elon Manurung

and Board of Directors E Helmi Wantono in January 2017.

gratification management PT EDI Indonesia continues to base its business activities with

reference to GCG principles including controlling Gratification

practice. Gratification Management Policy of PT EDI Indonesia

recognizes that any legal relationship and working relationship

exists between the Company and the Third Party, both

stakeholders and vendors, possibly intersect with Gratification

practice. So as an effort to protect the Company, a guideline

which aims to manage the Gratified practice is required.

This is conducted so that all the Company’s personnel have

harmonious understanding and attitude towards Gratification

treatment which may arise and should be able to protect EDII’s

Personnel from being entangled in Gratification practice which

includes Bribe Crime as regulated in Article 12 B Paragraph (1)

Law No. 20 Year 2001 concerning Amendment to Law No. 31

Year 1999 concerning Eradication of Corruption.

Policy of gratification management

The policy of gratification management of the Company

is set forth in the Decree of the Board of Directors of PT EDI

Indonesia No. 5801/E01/HK.110/06/2016 dated June 14,

2016 on Guidelines of Gratification Management within PT

EDI Indonesia. The Guidelines of Gratification Management is

expected to give power and assurance for all EDII personnel in

addressing Gratification when the relationship with Third Party

and a commitment in the implementation of GCG principles.

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sanction for gratification violation

Violations of the provisions in the Gratification Control

Guidelines will be subject to sanctions in accordance with

applicable laws and regulations and will be subject to sanctions

in accordance with the provisions of the Company’s regulations.

gratification Handling in 2017

During 2017, there was no report regarding gratification.

rePorts on assets of state officiaLs (LHKPn)All officials of PT EDI Indonesia are highly aware and obedient

to carry out their obligations to carry out assets reporting which

is expected to encourage the implementation of high business

ethics and prevent the occurrence of conflicts of interest, fraud

and other behavioral deviations in the implementation of the

Company’s business practice. This commitment is also in line

with the principles of GCG namely, transparent, accountable,

responsible, independent and fairness.

LHKPn Policy

Implementation of LHKPN within PT EDI Indonesia is based on

Decree of the Board of Directors No. 5860/E01/HK/110/06/2016

on Report on State Officials (LHKPN) at PT EDI Indonesia.

Procurement of goods and services

PT EDI Indonesia has formulated the process of procurement of

goods and services optimally based on the measurement of the

needs of the Company where the procurement service function

identifies the need for procurement of goods and services for

the implementation of EDII’s business practice. Both goods and

services user (EDII) or the provider of goods and services (Vendor)

of the the goods and services procurement activity as well as the

parties involved in the activity within EDII shall comply with the

ethics of procurement of goods and services covering working

professionally, independently as well as with responsibility on

the basis of honesty, and avoid and prevent any conflicts of

interest of the parties directly or indirectly related in the process

of goods and services procurement.

Policy of goods and services Procurement

Operating standard and Procedure of the Procurement of

Goods and Services of PT EDI Indonesia has been updated

and stipulated in Decree of the Board of Directors of PT EDI

Indonesia No. 5480/E01/HK.110/04/2016 on Revision to Decree

No. 1879/DU/HK.110/01/2013 on Operating standard and

Procedure of the Procurement of Goods and Services of PT EDI

Indonesia stipulated by the Board of Directors on April 29, 2016.

sanksi atas Pelanggaran gratifikasi

Pelanggaran terhadap ketentuan dalam Pedoman Pengendalian

Gratifikasi akan berpotensi dikenakan sanksi sesuai ketentuan

perundang-undangan yang berlaku dan akan dikenakan sanksi

sesuai dengan ketentuan peraturan Perseroan.

Penanganan gratifikasi 2017

Selama tahun 2017, tidak terdapat laporan mengenai gratifikasi.

LaPoran Harta KeKaYaan PenYeLenggara negara (LHKPn)Seluruh pejabat PT EDI Indonesia sangat sadar dan patuh untuk

menjalankan kewajibannya melaksanakan pelaporan harta

kekayaan yang diharapkan akan mendorong terlaksananya

etika bisnis yang tinggi dan mencegah timbulnya benturan

kepentingan, kecurangan serta penyimpangan prilaku lainya

dalam pelaksanaan kegiatan bisnis Perseroan. Komitmen ini

juga selaras dengan prinsip-prinsip dari GCG yakni, transparan,

akuntabel, bertanggungjawab, independen dan kewajaran.

Kebijakan LHKPn

Pelaksanaan LHKPN di lingkungan PT EDI Indonesia berpedoman

pada Surat Keputusan Direksi Nomor 5860/E01/HK/110/06/2016

tentang Laporan Harta Kekayaan Penyelenggara (LHKPN) di PT

EDI Indonesia.

Pengadaan barang dan jasa

PT EDI Indonesia telah merancang proses pengadaaan barang

dan jasa secara optimal berdasarkan perhitungan kebutuhan

Perseroan dimana fungsi pelayanan pengadaan menidentifikasi

kebutuhan pengadaan barang dan jasa bagi pelaksanaan

kegiatan usaha EDII. Baik pengguna barang dan jasa (EDII) atau

penyedia barang dan jasa (Vendor) penyelenggaraan kegiatan

pengadaan barang dan jasa serta para pihak yang terkait

dalam kegiatan tersebut di lingkungan EDII, harus mematuhi

etika pengadaan barang dan jasa yang meliputi bekerja

secara profesional, mandiri disertai rasa tanggung jawab atas

dasar kejujuran, serta menghindari dan mencegah terjadinya

pertentangan kepentingan para pihak yang terkait langsung

maupun tidak langsung dalam proses pengadaan barang dan

jasa.

Kebijakan Pengadaan barang dan jasa

Standar Operasi dan Prosedur Pengadaan Barang dan Jasa

PT EDI Indonesia telah dimutakhirkan dan ditetapkan dalam

Surat Keputusan Direksi PT EDI Indonesia Nomor 5480/E01/

HK.110/04/2016 tentang Revisi terhadap SK Nomor 1879/

DU/HK.110/01/2013 tentang Standar Operasi dan Prosedur

Pengadaan Barang dan Jasa PT EDI Indonesia yang ditetapkan

oleh Direksi pada tanggal 29 April 2016.

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metode Pengadaan barang dan jasa

Terdapat beberapa metode pengadaan barang dan jasa yang

dilakukan oleh EDII yakni Pengadaan Langsung, Pemilihan

Langsung dan Penunjukan Langsung. Berikut disajikan detail

masing-masing metode:

• Metode Pengadaan Langsung

Pengadaan Langsung adalah pelaksanaan pengadaan

barang/jasa yang dilakukan tanpa melalui Pemilihan

Langsung atau Penunjukan Langsung dengan nilai

pengadaan dibawah atau sama dengan Rp6.000.000 (enam

juta Rupiah).

• Pemilihan Langsung

Pemilihan Langsung adalah pelaksanaan pengadaan barang/

jasa yang dilakukan dengan nilai diatas Rp6.000.000 (enam

juta Rupiah).

• Penunjukan Langsung

Penunjukan langsung yaitu serangkaian kegiatan pengadaan

barang/jasa yang tidak dibatasi nilainya dengan menunjuk

1 (satu) penyedia barang/jasa yang memenuhi syarat dan

dapat dipertanggungjawabkan berdasarkan justifikasi dari

user atau pengguna barang/jasa yang telah disetujui oleh

Direksi atau pejabat yang berwenang.

aKses informasi PerusaHaan PT EDI Indonesia menyadari bahwa publik adalah strategic

partner dalam menjaga keberlangsungan usaha. Terkait

keterbukaan informasi dan data Perusahaan, Perseroan

mengacu pada Pedoman Kebijakan Publikasi dan Pelayanan

Informasi, yang mengatur Kebijakan Komunikasi Perusahaan.

Kebijakan ini mencakup antara lain ketentuan yang mengatur

peran dan tanggung jawab beberapa organ perusahaan (Dewan

Komisaris, Direksi, Sekretaris Perusahaan, dan Karyawan) terkait

pengelolaan informasi Perusahaan.

Corporate Secretary bertanggung jawab dalam

mengkoordinasikan pengelolaan media komunikasi, baik media

elektronik maupun cetak, sehingga integritas dan kredibilitas

atas informasi Perseroan kepada masyarakat dapat dijaga

sebagaimana diatur dalam pada Pedoman Kebijakan Publikasi

dan Pelayanan Informasi.

media informasi Perusahaan

PT EDI Indonesia menjamin tersedianya akses informasi dan

data Perusahaan kepada publik melalui berbagai media seperti

Website dan Internal Web Portal serta media cetak seperti Jurnal

EDII, Annual Report yang sebagian diantaranya disediakan juga

dalam bentuk yang bisa diakses secara online.

methods of goods and services Procurement

Several methods of goods and services procurement conducted

by EDII include Direct Procurement, Direct Selection and Direct

Appointment. The following are the details of each method:

• Direct Procurement Method

Direct Procurement is a goods/services procurement activity

without Direct Selection or Direct Appointment with

procurement value under or equivalent to Rp6,000,000 (six

million Rupiah).

• Direct Selection

Direct Selection is a goods/services procurement activity

with value above Rp6,000,000 (six million Rupiah).

• Direct Appointment

Direct appointment is a series of unrestricted goods/services

procurement by appointing 1 (one) provider of eligible

goods and services based on the justification of the user

of goods/services approved by the Board of Directors or

authorized officers.

access to tHe comPanY’s information PT EDI Indonesia understands that the public is strategic partners

in maintaining business continuity. Related to information

and data disclosure of the Company, the Company refers

to Guidelines to Publication Policy and Information Service,

which regulate Communication Policy of the Company. This

policy covers among others a provision regulating roles and

responsibilities of several instruments of the company (the

Board of Commissioners, the Board of Directors, Corporate

Secretary, and Employees) related to information management

of the Company.

Corporate Secretary is responsible in coordinating the

management of communication media, either electronic

or printed, so that integrity and credibility of the Company’s

information for the community can be controlled as regulated

in Guidelines for Publication Policy and Information Services.

information media of the company

PT EDI Indonesia guarantees the availability of access to the

Company’s information and data to the public through various

media such as Website and Internal Web Portals as well as

printed media such as EDII Journal, Annual Report, some of

which are also provided in a form that can be accessed online.

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• Website

Perseroan telah memiliki media untuk penyediaan lnformasi

Publik berupa website (situs) yang ditangani secara langsung

oleh Perseroan. Situs ini dapat diakses melalui link www.

ediindonesia.co.id. Situs ini merupakan media online yang

ditujukan untuk publik yang memuat berbagai informasi

dan data mengenai EDII, seperti produk layanan, berita,

press release, dan informasi penting lainnya yang ditujukan

untuk seluruh pemangku kepentingan.

• Internal Web Portal

Internal Web Portal (EDII WIPO) merupakan media online

khusus bagi kalangan internal EDII, menampilkan informasi

aktivitas pegawai dan Perusahaan. EDII WIPO hanya bisa

diakses oleh pegawai yang sudah memiliki username dan

password. EDII WIPO berisi kilasan berita tentang kegiatan

Perusahaan dalam rentang waktu satu sampai dua hari

sebelum penayangan berita. EDII WIPO dirancang sebagai

media komunikasi dua arah, karena pegawai bisa langsung

berinteraksi atau memberi masukan untuk berita yang

disampaikan pada hari yang sama. Pegawai juga mendapat

ruang untuk menyampaikan aspirasi atau gagasan tentang

salah satu topik yang berada di dalam portal tersebut.

• Website

The Company has had media for Public Information in

the form of website (site) which is managed directly by

the Company. This site can be accessed through www.

ediindonesia.co.id link. This site is a public online medium

that contains information and data about EDII, such as

service products, news, press releases, and other important

information aimed at all stakeholders.

.

• Internal Web Portal

Internal Web Portal (EDII WIPO) is an online media specifically

for internal EDII, displaying employee and company activity

information. EDII WIPO can only be accessed by every

employee who has had username and password. EDII WIPO

contains brief news of the Company’s activities within the

range of one to two days prior to newscasting. EDII WIPO

is designed as a two-way communication medium, because

employees can directly interact or provide feedback for

news delivered on the same day. The employees are also

given space to convey aspirations or ideas about one of the

topics within the portal.

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06tanggung jawab sosIaL perusahaanC o r p o r a t e S o c i a l R e s p o n s i b i l i t y

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Tanggung Jawab Sosial PerusahaanCorporate Social Responsibility

Sebagai bagian dari Badan Usaha Milik Negara, PT EDI Indonesia

memiliki komitmen tinggi dalam menjalankan tanggung

jawab sosial perusahaan (Corporate Social Responsibility/

CSR), sehingga keberadaan Perseroan bisa memberikan

dampak positif bagi kehidupan. PT EDI Indonesia berupaya

menciptakan keseimbangan pembangunan baik ekonomi,

sosial, maupun lingkungan. PT EDI Indonesia menyadari

sepenuhnya kelangsungan usaha jangka panjang dipengaruhi

oleh hubungan dan kemampuan Perseroan dalam memenuhi

harapan stakeholder-nya dan hanya dapat dibangun dengan

memberikan keseimbangan antara kepentingan komersial

(profit), sosial (people) dan lingkungan hidup (planet).

KebijaKan csrPelaksanaan program CSR PT EDI Indonesia didasarkan pada

peraturan perundang-undangan yang berlaku mengenai CSR

diantaranya pasal 74 Undang-Undang Nomor: 40 Tahun 2007

tentang Perseroan Terbatas (UUPT) dan Peraturan Pemerintah

Nomor 47 Tahun 2012 tentang Tanggung Jawab Sosial dan

Lingkungan. Bahkan, secara khusus pedoman pelaksanaan

kegiatan CSR PT EDI INDONESIA ditetapkan melalui Surat

Keputusan Direksi PT EDI Indonesia Nomor 5755/E01/

HM.190/06/2016 tanggal 07 Juni 2016 tentang Pedoman

Pelaksanaan Program Kemitraan dan Bina Lingkungan.

tujuan csrPelaksanaan kegiatan CSR di PT EDI Indonesia secara secara

eksplisit memiliki tujuan sebagai berikut:

• Merupakan implementasi dari konsep tata kelola perusahaan

yang baik (Good Coporate Governance)

• Meningkatkan citra perusahaan

• Turut berpartisipasi dalam rangka pelestarian lingkungan

struKtur PengeLoLa, anggaran, dan timeLine PeLaKsanaan csr• struktur Pengelola csr

Pelaksanaan kegiatan CSR PT Indonesia dijalankan oleh

subdivisi Public Relations di divisi Corporate Secretary melalui

persetujuan Direksi PT EDI Indonesia. Program CSR yang

dilaksanakan Perseroan senantiasa diselaraskan dengan

kebutuhan masyarakat dan lingkungan sekitar. Sehingga

pelaksanaanya lebih terukur dan terarah yakni memberi

manfaat luas bagi kehidupan.

As a part of State-Owned Enterprises, PT EDI Indonesia has a

high commitment in carrying out Corporate Social Responsibility

(CSR), so that the Company’s existence can have a positive

impact on life. PT EDI Indonesia seeks to create a balance of

economic, social and environmental development. PT EDI

Indonesia is fully aware that long-term business continuity is

influenced by the Company’s relationship and ability to meet

the expectations of its stakeholders and can only be built by

providing a balance between commercial (profit), social (people)

and the environment (planet) interests.

csr PoLicYThe implementation of CSR program of PT EDI Indonesia is

based on the prevailing laws and regulations concerning CSR

such as Article 74 of Law Number 40 Year 2007 on Limited

Liability Company (UUPT) and Government Regulation Number

47 Year 2012 on Social and Environmental Responsibility. In

fact, the guidelines for the implementation of CSR activities of

PT EDI INDONESIA are specifically determined by virtue of Decree

of the Board of Directors of PT EDI Indonesia Number 5755/

E01/HM.190/06/2016 dated June 7, 2016 on Guidelines for

Implementation of Partnership and Community Development

Program.

objective of csrImplementation of CSR activities at PT EDI Indonesia explicitly

has the following objectives:

• An implementation of good corporate governance concept

• Improving corporate image

• Participating in environmental conservation

management structure, budget, and timeLine of csr imPLementation• csr management structure

Implementation of CSR activities of PT EDI Indonesia is

run by Public Relations subdivision in Corporate Secretary

division through approval of the Board of Directors of PT

EDI Indonesia. CSR programs implemented by the Company

are always aligned with the needs of the community and the

environment, hence the implementation is more measurable

and directed that provides broad benefits for life.

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• sumber dan realisasi anggaran csr

Program CSR PT EDI Indonesia disusun dengan

memperhatikan kebutuhan dan keberlanjutan program

dan diharapkan dapat mendorong peningkatan manfaat

bagi pemangku kepentingan baik dari segi ekonomis,

sosial maupun lingkungan melalui penerapan kebijakan

alokasi anggaran CSR yang memperhatikan asas kepatuhan

dan kewajaran. Dalam pelaksanaannya, sumber dana

untuk aktivitas program CSR PT EDI Indonesa berasal dari

anggaran Perusahaan yang sudah disetujui oleh Dewan

Komisaris dalam RUPS Tahunan. Selama tahun 2017 PT EDI

Indonesia telah menyalurkan dana sebesar Rp11.275.000

(Sebelas Juta Dua Ratus Tujuh Puluh Lima Ribu Rupiah) yang

disalurkan melalui kegiatan Penanaman 100 bibit pohon

Mangroove di kawasan Ekowisata, Pantai Indah Kapuk,

Jakarta Utara pada 28 Desember 2017.

tanggung jawab sosiaL PerusaHaan terKait KeseLamatan, KeseHatan Kerja dan Lindung LingKungan PT EDI Indonesia secara konsisten dan berkesinambungan

menjalankan komitmennya dalam melaksanakan tanggung

jawab sosial perusahaan terhadap Keselamatan, Kesehatan Kerja

dan Lindung Lingkungan (K3LL). Tanggung jawab sosial yang

saling terintegrasi ini bertujuan mengurangi angka kecelakaan

dan penyakit akibat kerja serta terciptanya lingkungan kerja

yang aman, efisien dan produktif.

Kebijakan K3LL di Perusahaan

Kebijakan pelaksanaan K3LL, secara umum mengacu pada

beberapa peraturan dan perundangan yang berlaku yakni

Peraturan Pemerintah RI Nomor: 50 Tahun 2012 tentang

Penerapan Sistem Manajemen Keselamatan dan Kesehatan

Kerja yang dijalankan secara patuh oleh PT EDI Indonesia.

implementasi Program K3LL

Selama tahun 2017, PT EDI Indonesia telah melaksanakan

berbagai program K3LL yakni:

1. Melakukan Pengelolaan Lingkungan Di Wisma SMR

2. Melakukan Program Simulasi Penanganan Dalam Keadaan

Darurat

3. Melakukan Pelatihan Pemadam Kebakaran

4. Melakukan Pengelolaan Terhadap Bahan Berbahaya Di

Lingkungan Kantor

• Source and Realization of CSR Budget

CSR Program of PT EDI Indonesia is prepared by taking

into account the needs and sustainability of the program

and is expected to encourage the improvement of the

benefit for the stakeholders from the economic, social

and environmental aspects through the implementation of

CSR budget allocation policy that considers the principle of

compliance and fairness. In its implementation, the funding

source for CSR program activities of PT EDI Indonesia comes

from the Company’s budget which has been approved by

the Board of Commissioners in the Annual General Meeting

of Shareholders. In 2017, PT EDI Indonesia has distributed

Rp11,275,000 (Eleven Million Two Hundred and Seventy

Five Thousand Rupiah) which is channeled by Planting 100

Mangrove trees in Ecotourism areas, Pantai Indah Kapuk,

North Jakarta on December 28, 2017.

corPorate sociaL resPonsibiLitY reLated to occuPationaL HeaLtH and safetY and environmentaL ProtectionPT EDI Indonesia consistently and continuously carries out its

commitment in carrying out its corporate social responsibility

towards Occupational Health and Safety and Environmental

Protection (K3LL). The integrated social responsibility is aimed

at reducing the number of accidents and diseases caused by

work and the creation of a safe, efficient and productive work

environment.

K3LL Policy in the company

The policy on implementation of K3LL generally refers to

several prevailing laws and regulations, namely Regulation

of the Government of the Republic of Indonesia No. 50 Year

2012 on Implementation of Occupational Health and Safety

Management System which is adhered to by PT EDI Indonesia.

implementation of K3LL Program

In 2017, PT EDI Indonesia has implemented various K3LL

programs, among others:

1. Conducted Environmental Management at Wisma SMR

2. Conducted a Simulation Program for Handling Emergency

3. Conducted Fire Training

4. Managed Hazardous Materials in the Office Environment

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5. Melakukan Pemantauan Serta Analisa Terhadap Gangguan

Kesehatan Yang Muncul Akibat Kerja Di Perseroan

6. Melaksanakan Kegiataan Indetifikasi Bahaya Dan Penilaian

Risiko Di Perseroan

sosialisasi K3LL

Dalam rangka mengoptimalkan pelaksanaan K3LL, PT EDI

Indonesia secara berkesinambungan melakukan kegiataan

sosialisasi kepada seluruh insan Perseroan. Kegiatan sosialisasi

ini bertujuan agar pelaksanaan K3LL dipahami dan dijalankan

dengan baik oleh seluruh lapisan karyawan Perseroan.

Kegiatan sosialisasi

1. Pemasangan Banner dan Poster

Pemasangan Banner dan Poster dimaksudkan untuk

menggugah kesadaran karyawan mengenai aspek K3LL

yang tidak terlepas dari kegiataan kerja sehari-hari.

2. Sosialisasi dan Briefing

Sosialisasi dan Briefing diadakan sebagai pendalaman atas

kesadaran yang digugah melalui pemasangan Banner dan

Poster. Sosialisasi diadakan untuk para Kepala Divisi atau

perwakilannya, sedangkan briefing diadakan untuk calon

pengurus K3 PT EDI Indonesia.

tanggung jawab sosiaL Pada Konsumen Sebagai Perseroan yang bergerak di bidang jasa, PT EDI

Indonesia tentunya sangat menyadari kegiatan bisnis yang

dilakukan kerap bersentuhan langsung dengan konsumen. Oleh

karenanya pelayanan merupakan hal yang esensial dan penting

untuk selalu ditingkatkan kualitasnya. Guna mengetahui

kualitas pelayanan yang dimiliki, Perseroan melaksanakan

pengukuran kepuasan pelanggan dengan melakukan survei

kepuasaan pelanggan. Kegiatan ini merupakan elemen penting

dalam menyediakan pelayanan yang lebih baik, lebih efisien

dan lebih efektif. Apabila pelanggan merasa puas terhadap

suatu pelayanan yang disediakan, maka pelayanan tersebut

dapat dipastikan efektif dan efisien. Dengan adanya survei

tersebut, maka upaya peningkatan level of service menjadi

lebih mudah untuk dilaksanakan, karena Perseroan mampu

mendeteksi secara dini mana elemen pelayanan yang memiliki

kelemahan sehingga menjadi dasar bagi Perseroan melakukan

keputusan strategis untuk selalu memberikan pelayanan prima

bagi konsumen.

5. Monitored and Analyzed Health Problems that Appeared

Due to Work in the Company

6. Implemented Hazard Identification and Risk Assessment in

the Company

socialization of K3LL

In order to optimize the implementation of K3LL, PT EDI

Indonesia continuously conducts socialization activities to all

of the Company’s employees. This socialization activity aims

to ensure that the implementation of K3LL is understood and

executed properly by all layers of the Company’s employees.

socialization

1. Installation of Banners and Posters

Installation of Banners and Posters is intended to arouse

employees’ awareness on K3LL aspects that cannot be

separated from daily work activities.

2. Socialization and Briefing

Socialization and Briefing are held as a deepening of

awareness evoked through the installation of Banners and

Posters. The socialization was held for the Head of Division

or its representative, while the briefing was held for the

candidates of K3 management of PT EDI Indonesia.

sociaL resPonsibiLitY to consumer Indonesia must be very aware of business activities that are

often in direct contact with consumers. Therefore, service

is essential and the quality needs to always be improved. In

order to know the quality of service, the Company measures

customer satisfaction by conducting customer satisfaction

survey. This activity is an important element in providing

better, more efficient and more effective service. In the event

that the customer is satisfied with the provided service, then

the service can be ascertained effective and efficient. With the

survey, efforts to increase the level of service become easier to

implement since the Company is able to detect early where the

elements of service that have weaknesses that become the basis

for the Company to make strategic decisions to always provide

excellent service for consumers.

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Pelaksanaan dan Hasil survei Kepuasaan Pelanggan

Survei Kepuasan Pelanggan dilakukan secara rutin setiap tahun

oleh PT EDI Indonesia dalam rangka mengukur tingkat kepuasan

Pelanggan atau lebih dikenal dengan Customer Satisfaction

Index (CSI). Indeks Kepuasan Pelanggan dibangun dari 3 aspek

yaitu aspek produk utama, aspek customer service dan aspek

call center sedangkan Indeks Loyalitas Pelanggan dibangun

dari 3 faktor utama (Akan tetap menggunakan produk EDII,

Akan merekomendasikan, dan Produk EDII merupakan produk

utama).

Hasil Pada Survei Kepuasan Pelanggan Periode tahun 2017,

survei dilakukan di Jakarta dan 4 Kantor Regional mulai tanggal

4 April – 10 April 2018 dengan jumlah responden sebanyak

167 responden, pengisian kuesioner dilakukan secara bebas

dan rahasia. Indeks Kepuasan Pelanggan PT Electronic Data

Interchange (EDI) Indonesia Tahun 2017 berdasarkan 3 (tiga)

aspek pelayanan yaitu aspek produk utama, aspek customer

service dan aspek call center adalah 4,27 (Kategori Sangat

Puas), jika dibandingkan dengan tahun 2016, Indeks kepuasan

pelanggan ini mengalami kenaikan sebesar 0,20.

Berdasarkan kategori layanan pada Indeks Kepuasan Pelanggan,

indeks nilai aspek produk utama adalah 4,23 (Kategori Sangat

Puas), Pelanggan aspek customer service adalah 4,33 (Kategori

Sangat Puas) dan Pelanggan aspek call center adalah 4,25

(Kategori Sangat Puas).

Berdasarkan regional PT EDI Indonesia di tingkat regional, maka

indeks kepuasan pelanggan paling tinggi dicapai oleh Regional

Semarang yaitu 4,36 (Kategori Sangat Puas) sedangkan

terendah adalah Regional Jakarta dengan indeks sebesar 4,22

(Kategori Sangat Puas).

Sementara, indeks Loyalitas Pelanggan PT Electronic Data

Interchange (EDI) Indonesia dibentuk berdasarkan 3 (faktor)

faktor yaitu faktor Akan tetap menggunakan produk PT EDI

Indonesia, faktor Akan merekomendasikan, faktor Produk EDII

merupakan produk utama. Indeks Loyalitas Pelanggan PT EDI

Indonesia Tahun 2017 adalah 4,26 (Kategori Sangat Loyal),

Indeks ini mengalami kenaikan jika dibandingkan dengan

tahun 2016. Indeks Loyalitas Pelanggan berdasarkan kategori

pelanggan per regional, yaitu Pelanggan Jakarta dengan nilai

indeks 4,20 (Kategori Loyal), Pelanggan Medan dengan nilai

indeks 4,28 (Kategori Sangat Loyal), Pelanggan Purwakarta

dengan nilai indeks 4,25 (Kategori Sangat Loyal), Pelanggan

Semarang dengan nilai indeks 4,30 (Kategori Sangat Loyal), dan

Pelanggan Surabaya dengan nilai indeks 4,30 (Kategori Sangat

Loyal).

implementation and results of customer satisfaction

survey

Customer Satisfaction Survey is conducted regularly every

year by PT EDI Indonesia to measure the level of customer

satisfaction or better known as Customer Satisfaction Index

(CSI). The Customer Satisfaction Index is built from 3 aspects:

main product aspect, customer service aspect and call center

aspect, while Customer Loyalty Index is built from 3 main factors

(however still use products of EDII, willing to recommend, and

products of EDII are the main product).

Results of Customer Satisfaction Survey for period of 2017,

the survey were conducted in Jakarta and 4 Regional Offices

from April 4 to April 10, 2018 with 167 respondents, the

questionnaires are filled free and confidential. Customer

Satisfaction Index of PT Electronic Data Interchange (EDI)

Indonesia in 2017 based on 3 (three) aspects of service, namely

main product aspect, customer service aspect and call center

aspect was 4.27 (Categorized as Very Satisfied), if compared to

2016, the customer satisfaction index increased by 0.20.

Based on service category in Customer Satisfaction Index, the

main product aspect index was 4.23 (Categorized as Very

Satisfied), customer service aspect was 4.33 (Categorized as

Very Satisfied) and call center aspect was 4.25 (Categorized as

Very Satisfied).

Based on the region of PT EDI Indonesia at the regional level,

the highest index of customer satisfaction was achieved by

Semarang Region at 4.36 (Categorized as Very Satisfied)

while the lowest was Jakarta Region with an index of 4.22

(Categorized as Very Satisfied).

Meanwhile, Customer Loyalty Index of PT Electronic Data

Interchange (EDI) Indonesia was formed based on 3 factors,

namely factor to continuously use product of PT EDI Indonesia,

factor to recommend, EDII Product factor is the main product.

Customer Loyalty Index of PT EDI Indonesia in 2017 was 4.26

(Very Loyal Category), this index has increased compared to that

of 2016. Customer Loyalty Index is based on customer category

per region, namely Jakarta Customer with index value at 4.20

(Loyal Category), Medan customer with index value at 4.28

(Very Loyal Category), Purwakarta customer with index value

at 4.25 (Very Loyal Category), Semarang Customer with index

value at 4.30 (Very Loyal Category), and Surabaya Customer

with index value at 4.30 (Very Loyal Category).

PT ELECTRONIC DATA INTERCHANGE INDONESIA Laporan Tahunan 2017 Annual Report 123

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rekomendasi

Berdasarkan hasil analisis denganmenggunakanmetode IPQ

(Importance-Performance Quadrant) didapat atribut yang

dianggap penting, namun tingkat kepuasannya masih belum

sesuai dengan kepentingan pelanggan dan menjadi prioritas

utama segera diperbaiki. Atribut tersebut adalah Indeks.

Kepuasan Pelanggan berdasarkan kategori pelanggan adalah

sebagai berikut:

1. Melakukan perbaikan untuk pelanggan aspek produk

utama dengan fokus

• Harga yang ditawarkan kompetitif

2. Melakukan perbaikan untuk pelanggan aspek Customer

Service dengan fokus pertama ada pada:

• Petugas workshop di PT EDI Indonesia selalu siap 24 jam

melayani pelanggan yang datang

3. Melakukan perbaikan untuk pelanggan aspek Call Center

dengan fokus pertama ada pada:

• Peningkatan menyediakan Call Center bagi pelanggan

PT EDI Indonesia

• Kemampuan Petugas Call Center dalam memberikan

penjelasan kepada pelanggan

• Pengetahuan dan kompetensi Petugas Call Center dalam

menyelesaikan permasalahan pelanggan

• Kesungguhan Petugas Call Center dalam mengatasi

permasalahan pelanggan

4. Melakukan workshop untuk perumusan Corrective Actions

di setiap unit kerja, dengan agenda:

• Penyamaan pemahaman terhadap tingkat kepuasan

dan harapan pelanggan berdasarkan hasil survey

• Presentasi usulan corrective actions oleh tiap unit kerja

5. Melakukan monitoring meeting sebelum pelaksanaan

survey tahun depan dengan tujuan:

• Memantau perkembangan pelaksanaan corrective

actions

• Mempertajam cakupan dan kedalaman aspek dan

atribut yang akan disurvei pada survei selanjutnya

recommendation

Importance-Performance Quadrant attributes are considered

important, however the level of satisfaction is still not in

accordance with the interests of customers and a top priority

immediately fixed. The attribute is Index. Customer Satisfaction

by customer category is as follows:

1. Make improvements to customer of the main product

aspect with the first focus on:

• Harga yang ditawarkan kompetitif

2. Make improvements to customer of Customer Service

aspect with the first focus on:

• Officers of workshops at PT EDI Indonesia are always

ready 24 hours serving customers

3. Make improvements to customer of Call Center aspect with

the first focus on:

• Improvement by providing Call Center for customers of

PT EDI Indonesia

• The ability of Call Center Officers to provide explanations

to customers

• Knowledge and competence of Call Center Officers in

solving customer problems

• Call Center’s seriousness in addressing customer issues

4. Conduct workshops for the formulation of Corrective

Actions in each work unit, with the agenda:

• Equal understanding of customer satisfaction and

expectation based on survey results

• Presentation of proposed corrective actions by each

work unit

5. Monitor meeting before next year’s survey with the

objectives to:

• Monitor progress in the implementation of corrective

actions

• Sharpen the scope and depth of aspects and attributes

to be surveyed in subsequent surveys

PT ELECTRONIC DATA INTERCHANGE INDONESIA Laporan Tahunan 2017 Annual Report124

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