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PT ADHI KARYA (Persero) Tbk. | Laporan Keberlanjutan 20202
Pandemi COVID-19 yang melanda Indonesia selama tahun 2020 merupakan tantangan tersendiri bagi PT Adhi Karya (Persero) Tbk. Kebijakan pemerintah membatasi aktivitas dan mobilitas penduduk untuk menghentikan penyebaran virus berdampak signifikan pada proses pembangunan nasional, termasuk di sektor infrastruktur dan konstruksi. Dengan adanya kebijakan tersebut, maka ruang gerak pekerja yang sebelumnya mengerjakan berbagai proyek infrastruktur di Tanah Air menjadi tidak leluasa. Walau kinerja ADHI turut terdampak atas kebijakan tersebut, namun Perusahaan mendukung sepenuhnya karena di balik kebijakan tersebut terdapat tujuan lebih besar, yaitu pengendalian COVID-19.
Bagi ADHI, pandemi merupakan salah satu risiko yang mesti dihadapi, meski risiko tersebut belum pernah terjadi sebelumnya. Untuk meminimalkan dampak, sekaligus menopang pertumbuhan kinerja, Perusahaan telah mengambil berbagai kebijakan strategis. Di antaranya, merevisi target-target yang dipatok sebelumnya, mengelola keuangan secara konservatif, melakukan berbagai efisiensi untuk menekan beban dan biaya, serta menjalankan proyek-proyek dengan tetap mengikuti protokol penanganan COVID-19.
Komitmen dan kesungguhan ADHI dalam menerapkan berbagai kebijakan strategis mendapat respons positif dari para pemangku kepentingan. Hal itu, antara lain, ditunjukkan dengan naiknya harga saham di penghujung tahun, sejalan dengan kenaikan Indeks Harga Saham Gabungan (IHSG). Selain faktor ekonomi makro yang membaik, respons tersebut tak lepas dari keberhasilan ADHI dalam mengatasi tantangan selama tahun 2020, yang dibuktikan dengan adanya perbaikan kinerja operasional, serta meningkatnya perolehan kontrak. Selain menumbuhkan optimisme, berbagai pencapaian tersebut merupakan modal penting bagi ADHI untuk mencapai dan mewujudkan keberlanjutan usaha di masa depan.***
In 2020, COVID-19 pandemic outbreak Indonesia brought a challenge for PT Adhi Karya (Persero) Tbk. Government policies to restrict activities and mobility of the population to end the virus transmission have a significant impact on the national development process, including in infrastructure and construction sectors. With this policy, space for the workers who previously worked on various infrastructure projects in the country is no longer free. Despite ADHI's performance was also affected, the Company fully supports the policy as there is a greater purpose, which is the COVID-19 controlling.
ADHI views the as is one of the risks that shall be encountered, despite the risk has never happened before. To minimize the impact, while supporting performance growth, at the same time, the Company has adopted various strategic policies. Among other things, revising previously set targets, managing finances conservatively, conducted various efficiencies to reduce expenses and costs, and running the projects while complying to the COVID-19 handling protocols.
ADHI's commitment and devotion in implementing various strategic policies received a positive response from stakeholders. This was indicated, among others, by the increase in share prices at the end of the year, in line with the increase in the Jakarta Composite Index (IHSG). Apart from improving macroeconomic factors, this response cannot be separated from ADHI's success in overcoming challenges during 2020, as evidenced by improvements in operational performance, as well as increased contract acquisition. In addition to fostering optimism, these various achievements are important assets for ADHI to achieve and realize business sustainability in the future. ***
Penjelasan Tema / Theme Explanatione
Mengatasi Tantangan, Mencapai Keberlanjutan
Overcoming Challenges, Attaining Sustainability
2020 Sustainability Report | PT ADHI KARYA (Persero) Tbk. 1
Overcoming Challenges, Attaining SustainabilityMengatasi Tantangan, Mencapai Keberlanjutan
Tata Kelola Perusahaan BerkelanjutanSustainable Corporate Governance
Kinerja Ekonomi BerkelanjutanSustainable Economic Performance
Komitmen Penerapan GCG 64Commitment to GCG Implementation
Prinsip-Prinsip Tata Kelola 65Governance Principles
Struktur Tata Kelola 66Governance Structure
Rapat Umum Pemegang Saham (RUPS) 68General Meeting of Shareholders (GMS)
Dewan Komisaris 69Board of Commissioners
Direksi 70Directors
Manajemen Risiko 71Risk Management
Kode Etik 76Code of Conduct
Whistleblowing System 78Whistleblowing System
Pelibatan Pemangku Kepentingan 82Stakeholder Engagement
Tinjauan Ekonomi Indonesia Tahun 2020 842020 Economic Overview of Indonesia
Tinjauan Sektor Konstruksi 86Construction Sector Overview
Kinerja Ekonomi ADHI Tahun 2020 88ADHI Economic Performance in 2020
Distribusi Nilai Ekonomi 90Economic Value Distribution
Ikhtisar Kinerja Keberlanjutan Tahun 2020 6Sustainability Performance Highlights 2020
Penjelasan TemaThemes Explanation
Ikhtisar Kinerja KeberlanjutanSustainability Performance Highlights
Laporan Direksi 8Report Of The Board Of Directors Surat Pernyataan Tanggung Jawab Atas Laporan Keberlanjutan PT Adhi Karya (Persero) Tbk Tahun 2020 16Statement of Responsibility of PT Adhi Karya (Persero) Tbk Sustainability Report 2020
Penjelasan Direksi Explanation from the Board of Directors
Tentang Laporan KeberlanjutanAbout the Sustainability Report
Profil PerusahaanCompany profile
Tentang Laporan Keberlanjutan 20About Sustainability Report
Identitas Perusahaan 32Corporate Identity
Riwayat Singkat Perusahaan 34Brief History of the Company
Jejak Langkah 36Mliestones
Visi, Misi, dan Nilai Perusahaan 37Vision, Mission, and Company Values
Logo Adhi 42ADHI’s Logo
Kepemilikan Saham 44Shares Ownership
Struktur Organisasi 46Organization Structure
Bidang Usaha 48Line of Business
Lokasi Operasi dan Pasar yang Dilayani 51Location of Operation and Markets Served
Skala Organisasi 51Organization Scale
Informasi Mengenai Karyawan 52Information Regarding Employees
Rantai Pasokan 55Supply Chain
PT ADHI KARYA (Persero) Tbk. | Laporan Keberlanjutan 20202
Ikhtisar Kinerja KeberlanjutanSustainability Performance Highlights
Daftar Isi Content’s
Daftar IsiTable of contents
Bersama Mewujudkan Kelestarian LingkunganTogether To Make A Sustainable Environment
Landasan Kebijakan 100Policy Foundation
Pengelolaan Air 103Water Management
Pengelolaan Energi 103Energy Management
Pengelolaan Emisi 104Emission Management
Pengelolaan Limbah 105Waste Management
Tumpahan yang Terjadi 105 Spills That Happened
Keanekaragaman Hayati 106Biodiversity
Kepatuhan Lingkungan 107Environmental Compliance
Biaya Lingkungan 107Environmental Costs
Mengoptimalkan Sumber Daya Manusia Sebagai Aset UtamaOptimizing Human Resources as the Main Asset
Roadmap Sumber Daya Manusia 111Human Resources Roadmap
Rekrutmen dan Turnover 112Recruitment and Turnover
Kesetaraan Kesempatan Bekerja 113Equal Job Opportunity
Upah Minimum Regional 114Regional Minimum Wagel
Tenaga Kerja Anak dan Kerja Paksa 114Child Labor and Forced Labor
Pelatihan dan Pengembangan Kemampuan Karyawan 115Employee Training and Capacity Building
Sistem Manajemen Unjuk Kerja 118Performance Management System
Tunjangan Karyawan 118Employee Benefits
Mewujudkan Lingkungan Bekerja yang Layak dan AmanEstablishment of Decent and Safe Work Environment
Memberikan Layanan Terbaik Untuk PelangganProvide Excellent Service To Customers
Kesehatan, Keselamatan Kerja dan Lingkungan (K3L) 123Health, Safety and Environment (K3L)
Promosi, Sosialisasi dan Komunikasi K3L 124Promotion, Socialization and Communication of K3L
Roadmap K3L/HSE 125K3L/HSE Roadmap
Identifikasi Bahaya, Penilaian Risiko dan Pengendalian Bahaya 127Hazards Identification, Risk Assessment and Hazard Control
Pelatihan K3 127K3 training
Tanggap Darurat 128Emergency response
Kinerja K3 Tahun 2020 1292020 OHS Performance
Kesehatan Lingkungan Kerja 130Health of the Work Environment
Penghargaan K3 131K3 Awards
Saluran Pengaduan 136Complaint Channels
Survei Kepuasan Pelanggan 136Customer Satisfaction Survey
Verifikasi Tertulis dari Pihak Independen 137Written Verification by Independent Parties
Lembar Umpan Balik 138FEEDBACK SHEET
Tanggapan Terhadap Umpan Balik Laporan Tahun Sebelumnya 140Response to Previous Year Report Feedback
Daftar Pengungkapan Sesuai POJK 51/POJK.03/2017 141POJK 51/POJK.03/2017 Cross Reference
Indeks Isi GRI Standards 144GRI Standards Cross Reference
Tautan Standar GRI Dengan SDGs 150GRI Standard Links To SDGs
2020 Sustainability Report | PT ADHI KARYA (Persero) Tbk. 3
Overcoming Challenges, Attaining SustainabilityMengatasi Tantangan, Mencapai Keberlanjutan
DeskripsiDescription
SatuanUnit 2020 2019 2018
Kinerja Ekonomi [B.1]Economic Performance [B.1]
Kuantitas produk/jasaQuantity of products/services
Lini UsahaBusiness Line 5 5 5
Pendapatan/Penjualan Sales revenue
Miliar RupiahBillion Rupiah 10.827,9 15.307,9 15.655,5
Laba (Rugi) Bersih Tahun BerjalanNet Profit (Loss) for the Year
Miliar RupiahBillion Rupiah 24 665 644
Produk ramah lingkunganEco-friendly product
Unit ProdukProduct Units - - -
Pelibatan pelibatan pihak lokal yang berkaitan dengan proses bisnis Keuangan Berkelanjutan. Involving local parties related to Sustainable Finance business process.
Partisipasi (%)Participation (%)
22 dari 70 (31,3%)
117 dari 129 (90,70%) -
Nilai kontrakContract value
Rp1,7 triliun / billion
Rp 1,1 triliun / billion
Kinerja Lingkungan [B.2]Environmental Performance [B.2]
Penggunaan listrik*)Electricity usage *) kWh 341.468 439.886 304.678
GigaJoules 1.229,3 1.583,46 1.096,75
Penggunaan Air*)Air TanahWater usage*) Groundwater
Meter kubikMeter kubik 4.503 9.065 8.404
Ikhtisar Kinerja Keberlanjutan Tahun 2020Sustainability Performance Highlights 2020
PT ADHI KARYA (Persero) Tbk. | Laporan Keberlanjutan 20204
Ikhtisar Kinerja KeberlanjutanSustainability Performance Highlights
DeskripsiDescription
SatuanUnit 2020 2019 2018
Penambahan/(Pengurangan) emisi Cakupan 2 dari penggunaan listrikIncrease / (reduce) Scope 2 emissions from electricity use
Kg CO2eq (91.922,41) 126.284,27 -
Pelestarian keanekaragaman hayatiBiodiversity conservation
Jumlah pohon ditanamNumber of trees planted 1.623 2.310 1.573
Kinerja Sosial [B.3]Social Performance [B.3]
Jumlah Karyawan TetapNumber of Permanent Employees
OrangPerson 1.894 1.739 1.545
Jumlah Karyawan Tidak TetapNumber of Non-Permanent Employees
OrangPerson 864 1,015 759
Insiden Kecelakaan Kerja Work Accident Incidents
KasusCase 38 36 43
Jumlah Jam PelatihanJumlah Jam Pelatihan
JamHoures 21.938 9.646 2.088
Indeks Kepuasan PelangganCustomer Satisfaction Index
PersenPercent 89,07 88,61 77,82
Dana CSRCSR Fund
Jutaan RupiahMillion Rupiah 5.767 7.245 3.524
*) Penggunaan Kantor PusatEnglish
2020 Sustainability Report | PT ADHI KARYA (Persero) Tbk. 5
Overcoming Challenges, Attaining SustainabilityMengatasi Tantangan, Mencapai Keberlanjutan
Para Pemegang Saham dan Pemangku Kepentingan yang Terhormat
Puji syukur kami panjatkan ke hadirat Tuhan yang Maha Esa karena atas perkenan-Nya, PT Adhi Karya (Persero) Tbk dapat melalui tahun 2020 yang penuh tantangan dengan membukukan kinerja positif. Pencapaian itu sangat berarti karena diraih pada saat perekonomian Indonesia sedang menghadapi tantangan yang sangat berat, yaitu pandemi COVID-19. Pandemi berkepanjangan telah membuat semua sektor perekonomian terdampak, dan bermuara pada merosotnya pertumbuhan ekonomi. Pada tahun 2020, untuk pertama kalinya setelah reformasi, ekonomi Indonesia tumbuh minus 2,07%, dan memasuki zona resesi.
Keberhasilan ADHI melalui tahun 2020 yang penuh tantangan sekaligus merupakan momentum yang sangat penting bagi keberlanjutan perusahaan. Selain membuktikan ketepatan kebijakan strategis yang diambil selama tahun pelaporan, hal itu juga menunjukkan bahwa ADHI berhasil menerapkan manajemen risiko dengan baik, bahkan untuk jenis risiko yang belum pernah terjadi sebelumnya. Sinergi dan komitmen untuk menghadapi tantangan secara bersama-sama memberikan andil besar dalam pencapaian tersebut. Untuk mewujudkan sinergi dan kebersamaan itu, ADHI secara kontinyu menanamkan pentingnya membangun budaya keberlanjutan kepada segenap Insan Perseroan melalui berbagai kegiatan dan kesempatan. [F.1]
ADHI dan Dukungan Keuangan BerkelanjutanTahun 2020 merupakan tahun pertama bagi ADHI sebagai perusahaan publik untuk menerapkan keuangan berkelanjutan, sebagaimana diatur dalam Peraturan Otoritas Jasa Keuangan (POJK) No.51/POJK.03/2017 tentang Penerapan Keuangan Berkelanjutan bagi Lembaga Jasa Keuangan, Emiten dan Perusahaan Publik. Isu penting dalam keuangan berkelanjutan adalah terciptanya pertumbuhan ekonomi berkelanjutan dengan menyelaraskan kepentingan ekonomi, sosial, dan lingkungan hidup.
Sesuai peraturan tersebut, dukungan ADHI terhadap penerapan keuangan berkelanjutan bisa diwujudkan dengan mengalokasikan sebagian dana Tanggung Jawab Sosial Perusahaan (Corporate Social Responsibility/CSR) untuk mendukung kegiatan penerapan keuangan berkelanjutan. Dalam hal ini, ADHI mewujudkannya melalui berbagai program Tanggung Jawab Sosial Perusahaan serta Program Kemitraan dan Bina Lingkungan (PKBL).
Dear Shareholders and Stakeholders
Praise our gratitude to the presence of God Almighty for His permission, PT Adhi Karya (Persero) Tbk was managed to pass 2020 that was full of challenges by recording positive performance. This achievement becomes very meaningful as achieved when the Indonesian economy was dealing a very tough challenge, the COVID-19 pandemic. The prolonged pandemic has affected all economy sectors, leading to a decline in economic growth. In 2020, for the first time after the reform, Indonesian economy grew by minus 2.07%, and entered a recession zone.
ADHI's success to pass 2020, which was full of challenges, was also a crucial momentum for the company's sustainability. Besides to prove the accuracy of the strategic policies taken during the reporting year, it also shows that ADHI succeeded in implementing risk management well, even for types of risk that had never happened before. Synergy and commitment to solve the challenges together contributed greatly to our achievement. To build synergy and togetherness, ADHI strives to internalize the importance of building a culture of sustainability for all Company’s personnel through various activities and opportunities. [F.1]
ADHI and Sustainable Financial Support2020 was the first year for ADHI as a public company to exercise sustainable finance, as stipulated in the Financial Services Authority Regulation (POJK) No.51/POJK.03/2017 concerning Implementation of Sustainable Finance for Financial Service Institutions, Issuers and Public Companies. An important issue in sustainable finance is creation of sustainable economic growth by aligning economic, social and environmental interests.
In accordance with these regulations, ADHI's support for the implementation of sustainable finance can be achieved by allocating a portion of the Corporate Social Responsibility (CSR) funds to support sustainable finance implementation activities. In this case, ADHI makes it happen through various Corporate Social Responsibility programs and the Partnership and Community Development Program (PKBL).
PT ADHI KARYA (Persero) Tbk. | Laporan Keberlanjutan 20206
Ikhtisar Kinerja KeberlanjutanSustainability Performance Highlights
Laporan Direksi [GRI 102-14][D.1]Report Of The Board Of Directors [GRI 102-14] [D.1]
2020 Sustainability Report | PT ADHI KARYA (Persero) Tbk. 7
Overcoming Challenges, Attaining SustainabilityMengatasi Tantangan, Mencapai Keberlanjutan
Entus Asnawi MukhsonDirektur UtamaPresident Director
Implementasi CSR dan PKBL oleh ADHI sekaligus merupakan kontribusi untuk terwujudnya pembangunan berkelanjutan, yaitu proses membangun dengan memegang prinsip memenuhi kebutuhan sekarang tanpa mengorbankan pemenuhan kebutuhan generasi mendatang. Di Indonesia, pelaksanaan pencapaian Tujuan Pembangunan Berkelanjutan (TPB) atau Sustainable Development Goals (SDGs) dituangkan dalam Peraturan Presiden Republik Indonesia Nomor 59 Tahun 2017. Selaras dengan ketentuan yang berlaku, ADHI telah memetakan program CSR dan PKBL dengan TPB. Berdasarkan pemetaan tersebut, Perseroan telah mendukung terwujudnya 6 dari 17 TPB, yaitu Tujuan ke-1: Tanpa Kemiskinan, ke-2: Tanpa Kelaparan, ke-3: Kehidupan Sehat dan Sejahtera, ke-4: Pendidikan Bermutu, ke-8: Pekerjaan Layak dan Pertumbuhan Ekonomi, dan ke-11: Kota dan Pemukiman yang Berkelanjutan.
ADHI dan Kinerja KeberlanjutanImplikasi lain dari penerapan POJK No.51/POJK.03/2017 per 1 Januari 2020 bagi ADHI adalah adanya kewajiban untuk menerbitkan Laporan Keberlanjutan yang berisi pencapaian kinerja ekonomi, keuangan, sosial dan lingkungan selama tahun pelaporan. Dengan demikian, laporan tahun 2020 ini merupakan penerbitan pertama sejak pemberlakuan peraturan OJK tersebut. Namun demikian, sebelum peraturan tersebut berlaku, ADHI telah menerbitkan laporan secara sukarela sejak tahun 2016, dan laporan ini merupakan laporan kelima.
Selain mengikuti format dan ketentuan POJK No.51/POJK.03/2017 sebagai rujukan baru, laporan ini disusun dengan merujuk panduan global, yaitu Standar GRI. Sesuai dengan kedua rujukan, laporan ini berisi tentang kebijakan, strategi dan pencapaian kinerja ekonomi, keuangan, sosial dan lingkungan beserta dampaknya selama tahun 2020.
Kinerja Ekonomi Pandemi COVID-19 secara nyata telah melumpuhkan berbagai sektor perekonomian di Indonesia, termasuk sektor usaha konstruksi. Badan Pusat Statistik mencatat, sektor ini tumbuh -3,26%, turun signifikan dibanding tahun 2019 yang mencapai 5,76%. Adapun sektor real estat, termasuk di dalamnya industri properti, masih tumbuh 2,32%, namun terkoreksi separuhnya dibanding tahun 2019 yang tumbuh sebesar 5,76%. Sebagai korporasi yang bidang usahanya antara lain di bidang konstruksi dan properti, kinerja ADHI turut terdampak dengan merosotnya kinerja di sektor konstruksi dan properti tersebut.
Sebagaimana korporasi pada umumnya, ADHI telah mencanangkan berbagai target pada tahun 2020. Dalam perkembangannya, target-target tersebut mengalami revisi sejalan dengan terjadinya Pandemi COVID-19. Revisi dilakukan bersamaan dengan revisi target-target dalam RKAP 2020. Adapun kebijakan strategis yang ditetapkan Perseroan dibagi dalam dua strategi besar, yaitu operasional dan keuangan.
ADHI's CSR and PKBL implementation also becomes a contribution to the realization of sustainable development, which is the development process by upholding the principle of fulfilling current needs without sacrificing the needs of future generations. In Indonesia, implementation of the Sustainable Development Goals (SDGs) achievement is outlined in the Presidential Republic of Indonesia Regulation Number 59 of 2017. In line with the prevailing regulations, ADHI has mapped the CSR and PKBL programs with the SDGs. Based on the mapping, the Company has supported achievement of 6 of 17 SDGs, including Goal 1: No Poverty, 2nd: Zero Hunger, 3rd: Good Health and Well-Being, 4th: Quality Education, 8th: Decent Work and Economic Growth, and 11th: Sustainable Cities and Communities.
ADHI and Sustainability PerformanceAnother implication of POJK No.51/POJK.03/2017 implementation as of January 1, 2020 for ADHI is the obligation to issue a Sustainability Report containing the achievement of economic, financial, social and environmental performance during the reporting year. Thus, this 2020 report is the first publication since enactment of the OJK regulation. However, before the regulation came into effect, ADHI has been publishing reports voluntarily since 2016, and this report is the fifth report.
Apart from following the format and provisions of POJK No.51/POJK.03/2017 as a new reference, this report is prepared with reference to global guidelines, the GRI Standards. Based on the two references, this report includes policies, strategies and achievements of economic, financial, social and environmental performance and their impacts in 2020.
Economic PerformanceCOVID-19 pandemic has paralyzed various economic in Indonesia, including the construction business sector. The Central Statistics Agency noted that this sector grew -3.26%, a significant decrease compared to 5.76% reached in 2019. The real estate sector, including the property industry, managed to grew 2.32%, however, was corrected by half compared to 5.76% growth in 2019. As a corporation whose business sectors include construction and property, ADHI's performance was also affected by the decline in performance in the construction and property sectors.
Similar to the corporations in general, ADHI has set various targets in 2020. In its development, these targets have been revised following the COVID-19 Pandemic. The revision is carried out related to with the revised targets in the 2020 RKAP. The strategic policies established by the Company are divided into two major strategies, including operational and financial aspects.
PT ADHI KARYA (Persero) Tbk. | Laporan Keberlanjutan 20208
Ikhtisar Kinerja KeberlanjutanSustainability Performance Highlights
Rincian dari kedua strategi besar tersebut adalah sebagai berikut:
Strategi Operasional1. Pemberlakukan protokol COVID-19 baik di Kantor maupun
di Proyek.2. Selektif dalam pemilihan proyek investasi yang sesuai
dengan core business ADHI dengan porsi minoritas dan penerapan exit strategi yang tepat.
3. Penciptaan recurring income, seperti yang kami tengah dalami saat ini seperti SPAM, pengelolaan air, dan pengelolaan limbah.
4. Penguatan pengelolaan manajemen bisnis Properti seperti bekerja sama dengan pihak kampus, bekerja sama dengan perbankan untuk mendapatkan potongan kredit, dan sebagainya.
Strategi Keuangan1. Efisiensi Internal.2. Relaksasi Perbankan.3. Berkoordinasi untuk pembayaran proyek besar seperti LRT
Jabodebek dan Jalan Tol Aceh Sigli.4. Menyeleksi CAPEX dengan ketat.
Di tengah situasi yang sangat menantang akibat pandemi COVID-19, manajemen didukung seluruh karyawan telah berupaya secara maksimal untuk mewujudkan target-target revis yang telah ditetapkan Perseroan. Upaya tersebut membawa hasil, antara lain, ADHI berhasil membukukan kontrak baru senilai Rp19,7 triliun, naik sebesar 34,0% dibandingkan dengan perolehan kontrak baru tahun 2019, yang mencapai Rp14,7 triliun.
Di luar itu, ADHI berhasil membukukan pendapatan sebesar Rp10,8 triliun, atau 81,2% dari RKAP 2020 (Revisi), laba kotor sebesar Rp1,7 triliun, atau 93,7% dari RKAP 2020 (Revisi). Adapun realisasi margin laba kotor (gross profit margin) ADHI sebesar 16,0%, jauh melebihi target pada RKAP 2020 (Revisi) sebesar 13,9% Setelah dikurangi dengn berbagai biaya dan kewajiban, ADHI membukukan laba bersih sebesar Rp23,70 miliar, atau 31,7% dari RKAP 2020 (Revisi).
Kinerja Lingkungan Sebagai bentuk dan dukungan terhadap kelestarian lingkungan, ADHI berkomitmen untuk mematuhi semua regulasi terkait lingkungan hidup. Komitmen itu dibangun karena Perseroan meyakini bahwa lingkungan hidup yang baik merupakan hak asasi bagi setiap warga negara. Selain mengikuti semua regulasi dalam pengerjaan proyek, langkah nyata ADHI dalam mewujudkan lingkungan yang baik adalah menerapkan operasional yang ramah lingkungan. Kebijakan ini dilakukan dengan menjalankan prinsip reduce, reuse, and recycle, antara lain, dalam pengelolaan energi, air, emisi dan limbah.
The details of the two major strategies are as follows:
Operational Strategy1. Enforcement of the COVID-19 protocol both at the Office and
at the Project.2. Be selective in choosing investment projects according
to ADHI's core business with a minority portion and implementing appropriate exit strategies.
3. Recurring income creation, as we are currently exploring as SPAM, water management, and waste management.
4. Strengthening the management of Property business management such as collaboration with universities, banks to acquire loans deduction, and others.
Financial Strategy1. Internal Efficiency.2. Banking Relaxation.3. Coordinate for payments for large projects such as the
Jabodebek LRT and Aceh Sigli Toll Roads.4. Tight CAPEX selection.
Amidst of a very challenging situation due to the COVID-19 pandemic, management is supported by all employees who have made their best efforts to realize the revising targets that have been set by the Company. These efforts resulted, among others, the success of ADHI in managing new contracts booking valued Rp19.7 trillion, an increase of 34.0% compared to the acquisition of new contracts in 2019, which reached Rp14.7 trillion.
Moreover, ADHI managed to book revenues of Rp10.8 trillion, or 81.2% of the 2020 RKAP (Revised), gross profit of Rp1.7 trillion, or 93.7% of the 2020 RKAP (Revised). As for the realization of ADHI's gross profit margin of 16.0%, far exceeding the target in the 2020 RKAP (Revised) of 13.9% After deducting various costs and liabilities, ADHI booked a net profit of Rp23.70 billion, or 31.7% of the 2020 RKAP (Revised).
Environmental PerformanceAs a manifestation and support for environmental sustainability, ADHI is committed to complying with all regulations related to the environment. This commitment was built because the Company believes that a good environment is a human right for every citizen. Apart from following all regulations in project work, ADHI's real step in creating a good environment is implementing environmentally friendly operations. This policy is carried out by implementing the principles of reduce, reuse and recycle, among others, in the energy, water, emissions and waste management.
2020 Sustainability Report | PT ADHI KARYA (Persero) Tbk. 9
Overcoming Challenges, Attaining SustainabilityMengatasi Tantangan, Mencapai Keberlanjutan
Sejalan dengan kebijakan efisiensi, ADHI berhasil mengurangi penggunaan energi listrik Kantor Pusat dari 439.886 kWh pada tahun 2019 menjadi 341.468 kWh pada tahun 2020. Pengurangan ini otomatis menurunkan emisi gas rumah kaca (Cakupan 2) tidak langsung dari penggunaan listrik, yaitu sebesar 318.931,11 kgCO2eq, turun dibandingkan tahun 2019, yang mencapai 410.853,524 KgCO2eq. Pengurangan juga berhasil diwujudkan dalam penggunaan air, yaitu dari 9.065 meter kubik pada tahun 2019 menjadi 4.503 meter kubik pada tahun 2020, atau turun separuhnya.
Komitmen terhadap lingkungan juga ditunjukkan ADHI dengan tidak membangun kantor yang berada di dekat atau di daerah konservasi atau memiliki keanekaragaman hayati tinggi. Dengan demikian, operasional Perseroan tidak berdampak negatif terhadap keanekaragaman hayati. Di sisi lain, untuk mewujudkan keanekaragaman hayati, selama tahun 2020, Perseroan menanam 1.634 bibit tanaman berbagai jenis. Kepatuhan ADHI terhadap berbagai regulasi terkait lingkungan membawa hasil dengan tidak adanya sanksi atau denda, baik material maupun non material, terkait ketidakpatuhan terhadap regulasi lingkungan selama tahun 2020. Selain tidak mendapatkan sanksi atau denda, selama tahun pelaporan, Perseroan juga tidak menerima pengaduan terkait lingkungan hidup.
Komitmen ADHI terhadap prinsip keberlanjutan lingkungan juga ditunjukkan dengan keikutsertaannya dalam program SRI KEHATI yang diselenggarakan oleh Bursa Efek Indonesia dan Yayasan Kehati. Program ini diadakan untuk mendorong kepatuhan terhadap prinsip keberlanjutan, keuangan, dan tata kelola yang baik, serta kepedulian terhadap lingkungan hidup. ADHI meyakini bahwa kolaborasi tersebut akan memberikan andil besar dalam penyelamatan lingkungan, yang pada gilirannya bisa mengurangi potensi terjadinya bencana.
Kinerja SosialKeberhasilan ADHI melalui tahun 2020 yang penuh tantangan tak lepas dari kemampuan Perseroan memenuhi tanggung jawab terhadap para pemangku kepentingan, baik internal maupun eksternal. Pemangku kepentingan internal di antaranya adalah pemegang saham, pekerja lintas divisi dan level jabatan, serta manajemen; sedangkan pemangku kepentingan eksternal di antaranya konsumen/pelanggan, vendor/pemasok, pemerintah (pusat maupun daerah), serta masyarakat di sekitar perusahaan beroperasi.
In line with the efficiency policy, ADHI has succeeded in reducing the use of electricity at the Head Office from 439,886 kWh in 2019 to 341,468 kWh in 2020. This reduction automatically reduces indirect (Scope 2) greenhouse gas emissions from electricity use, which is 318,931.11 kgCO2eq, down compared to 2019, which reached 410,853,524 KgCO2eq. Reductions have also been successfully realized in water use, from 9,065 cubic meters in 2019 to 4,503 cubic meters in 2020, or halved.
ADHI also shows commitment to the environment by not building offices that are near or in conservation areas or have high biodiversity. Therefore, the Company's operations will not have a negative impact on biodiversity. On the other hand, to realize biodiversity, during 2020, the Company planted 1,634 seedlings of various types. ADHI's compliance with various environmental-related regulations has resulted in the absence of sanctions or fines, both material and non-material, related to non-compliance with environmental regulations during 2020. Apart from not receiving sanctions or fines, during the reporting year, the Company also did not receive complaints related to the environment.
ADHI's commitment to environment sustainability principle is also demonstrated by its participation in the SRI KEHATI program organized by the Indonesia Stock Exchange and the Kehati Foundation. This program was held to encourage compliance with the principles of sustainability, finance and good governance, as well as concern for the environment. ADHI believes that this collaboration will greatly contribute to saving the environment, which in turn can reduce the potential for disasters.
Social PerformanceADHI's success through 2020, which was full of challenges, cannot be separated from the Company's ability to fulfill its responsibilities to stakeholders, both internal and external. Internal stakeholders include shareholders, workers across divisions and levels of positions, as well as management; while external stakeholders include consumers/customers, vendors/suppliers, government (central and local), as well as the communities live where the company is operating.
PT ADHI KARYA (Persero) Tbk. | Laporan Keberlanjutan 202010
Ikhtisar Kinerja KeberlanjutanSustainability Performance Highlights
Pemenuhan tanggung jawab kepada karyawan, selain memperlakukan secara setara, tidak mempekerjakan anak, tidak ada kerja paksa, dan memberikan upah dan tunjangan sesuai ketentuan yang berlaku, ADHI secara berkala melakukan pengembangan kompetensi untuk meningkatkan kapasitas mereka. Selama tahun 2020, Perseroan mengalokasikan dana untuk pengembangan kompetensi sebesar Rp5,10 miliar. Dengan alokasi dana tersebut, jam pendidikan dan pelatihan mengalami peningkatan signifikan, yaitu dari 9.646 jam pada tahun 2019 menjadi 21.938 jam pada tahun 2020. Peningkatan tersebut diikuti dengan bertambahnya karyawan yang ikut pengembangan kompetensi, dari 1.378 orang pada tahun 2019 menjadi 2.346 orang pada tahun 2020.
Selaras dengan upaya meningkatkan kapasitas dan kapabilitas pegawai, ADHI juga mengoptimalkan terwujudnya lingkungan kerja yang sehat dan aman dengan tujuan akhir adalah tidak adanya kecelakaan kerja (zero accident). Merujuk pada kinerja K3 tahun 2020, severity rate, frequency rate dan implementasi SMK3L telah mencapai target yang telah ditetapkan Perseroan. Komitmen ADHI terhadap K3 juga telah membuahkan apresiasi dari pihak eksternal dengan diperolehnya enam penghargaan di bidang K3 selama tahun 2020.
Secara khusus, kepada pelanggan sebagai salah satu pemangku kepentingan utama, ADHI terus berupaya untuk meningkatkan kualitas produk dan layanan sehingga mereka meraih kepuasan maksimal. Untuk mengetahui tingkat kepuasan pelanggan, Perseroan secara berkala melakukan survei kepuasan pelanggan, khususnya untuk proyek-proyek yang tengah berjalan dan telah mencapai progres pekerjaaan minimal 50%. Hasil survei kepuasan pelanggan tahun 2020 menunjukkan sebanyak 89,07% pelanggan menyatakan puas terhadap produk dan layanan ADHI, naik dibanding tahun sebelumnya, yang mencapai 88,61%.
Sementara itu, bagi masyarakat, ADHI memenuhi tanggung jawab sosial dengan melibatkan mereka dalam berbagai kegiatan pemberdayaan melalui CSR dan PKBL. Selama tahun 2020, ADHI mengeluarkan biaya pelaksanaan CSR sebesar Rp5.766.837.940, Program Kemitraan sebesar Rp4.196.000.000 dan Program Bina Lingkungan sebesar Rp4.501.452.734. Sejalan dengan pelibatan masyarakat melalui program CSR dan PKBL, ADHI juga membuka diri kepada masyarakat jika ada keluhan atau dampak negatif yang timbul akibat dari operasional perusahaan. Untuk itu, Perseroan membuka saluran pengaduan dari masyarakat. Per 31 Desember 2020, pengaduan masyarakat yang masuk sebanyak 25 pengaduan, dan seluruhnya telah diselesaikan dengan baik.
Fulfillment of responsibilities to the employees, in addition to equal treatment, not employing child labor, no forced labor, and providing wages and benefits based on prevailing regulations, ADHI periodically develops competencies to increase their capacity. In 2020, the Company allocated funds for competency development of Rp5.10 billion. With this allocation of funds, education and training hours have increased significantly, from 9,646 hours in 2019 to 21,938 hours in 2020. This increase was followed by an increase in employees participating in competency development, from 1,378 people in 2019 to 2,346 people in 2020.
In line with the efforts to develop capacity and capability of employees, ADHI also optimizes establishment of a healthy and safe work environment with the ultimate goal of zero accidents. Referring to the 2020 K3 performance, severity rate, frequency rate and implementation of SMK3L have reached the target set by the Company. ADHI's commitment to K3 has also resulted in appreciation from external parties by obtaining six OSH awards in 2020.
Particularly, to customers, as one of our main stakeholders, ADHI continues to strive to improve the quality of products and services so that they achieve maximum satisfaction. To determine the level of customer satisfaction, the Company periodically conducts customer satisfaction surveys, especially for projects that are currently underway and have achieved a minimum work progress of 50%. The results of the 2020 customer satisfaction survey showed that 89.07% of customers expressed satisfaction with ADHI's products and services, an increase compared to the previous year, which reached 88.61%.
Meanwhile, for the community, ADHI fulfills its social responsibility by involving them in various empowerment activities through CSR and PKBL. During 2020, ADHI spent a CSR implementation fee of Rp5,766,837,940, a Partnership Program of Rp4,196,000,000 and a Community Development Program of Rp4,501,452,734. In line with community involvement through CSR and PKBL programs, ADHI also opens up to the public if there are complaints or negative impacts arising from company operations. For this reason, the Company provides a public complaint channel. As of December 31, 2020, there were 25 complaints from the public, and all of them had been resolved properly.
2020 Sustainability Report | PT ADHI KARYA (Persero) Tbk. 11
Overcoming Challenges, Attaining SustainabilityMengatasi Tantangan, Mencapai Keberlanjutan
Prospek dan Peluang
Sejumlah lembaga internasional, termasuk Badan Kesehatan Dunia (WHO) mengingatkan bahwa pandemi COVID-19 masih akan berlangsung. Untuk itu, semua negara harus waspada dan terus melakukan langkah dan kebijakan terbaik untuk membendung laju pandemi tersebut. Sebagai salah satu warga dunia, Indonesia telah mengambil berbagai kebijakan sejak virus corona terdeteksi pada awal Maret 2020, hingga tahun berganti. Di antara kebijakan strategis yang diambil pemerintah adalah vaksinasi massal yang dilakukan sejak pertengahan Januari 2021. Kebijakan ini telah menumbuhkan optimisme di berbagai kalangan, termasuk di kalangan dunia usaha. Beragam kebijakan strategis yang diambil pemerintah diyakini akan mampu mendongkrak pertumbuhan ekonomi Indonesia. Dalam hal ini, Dana Moneter Internasional (IMF) memprediksi pertumbuhan ekonomi Indonesia tahun 2021 di kisaran 4,3%, sedangkan prediksi Bank Dunia sedikit lebih tinggi, yaitu 4,4%.
Membaiknya perekonomian Indonesia diharapkan terjadi pada semua sektor dan lapangan usaha, termasuk sektor konstruksi dan real estat. Apalagi, selain meluncurkan program Pemulihan Ekonomi Nasional (PEN), Pemerintah juga telah menetapkan anggaran infrastruktur menjadi Rp417 triliun atau naik 48% dari tahun 2020. Berdasarkan skenario optimistik tersebut, ADHI menetapkan sejumlah target pada tahun 2020, yaitu:
1. Kenaikan kontrak baru sebesar 15%-20% dari pencapaian tahun 2020.
2. Kenaikan pendapatan sebesar 20%-25% dari pencapaian tahun 2020.
3. Penambahan proyek investasi sebanyak 2-3 proyek investasi.
Prospects and Opportunities
Several international agencies, including World Health Organization (WHO) warned that the COVID-19 pandemic was still going on. Therefore, all countries must be vigilant and continue to take the best steps and policies to stem the pace of the pandemic. As a global citizen, Indonesia has taken various policies since the corona virus was detected in early March 2020, until the year has changed. Among the strategic policies taken by the government is mass vaccination which has been carried out since mid-January 2021. This policy has generated optimism in various circles, including among the business world. Various strategic policies implemented by the government were expected will be able to boost Indonesia's economic growth. In this regard, the International Monetary Fund (IMF) projected Indonesia's economic growth in 2021 in the range of 4.3%, while the World Bank's prediction is slightly higher, which is 4.4%.
The improvement in the Indonesian economy is expected to occur in all sectors and business fields, including the construction and real estate sectors. Moreover, apart from launching the National Economic Recovery (PEN) program, the Government has also set the infrastructure budget to Rp417 trillion or an increase of 48% from 2020. Based on this optimistic scenario, ADHI has stipulated several targets in 2020, namely:
1. New contracts growth by 15%-20% from the achievement in 2020.
2. Revenues growth by 20% -25% from the achievement in 2020.
3. Additional investment projects of 2-3 investment projects.
PT ADHI KARYA (Persero) Tbk. | Laporan Keberlanjutan 202012
Ikhtisar Kinerja KeberlanjutanSustainability Performance Highlights
Penutup
Kinerja positif yang ditorehkan ADHI tahun 2020 merupakan kerja keras dan hasil kerja sama serta dukungan berbagai pihak. Untuk itu, Direksi mengucapkan terima kasih kepada Dewan Komisaris yang telah melakukan pengawasan dan memberikan arahan sehingga Direksi dapat menjalankan tugas dengan baik. Terima kasih juga kami sampaikan kepada Pemegang Saham atas kepercayaan yang diberikan kepada kami dalam mengelola Perseroan selama tahun pelaporan.
Kepada seluruh karyawan, kami berterima kasih atas kerja keras, dedikasi dan loyalitas yang diberikan sehingga ADHI dapat melalui tahun 2020 dengan baik. Masih belum tercapainya sejumlah target hendaknya tidak membuat patah semangat. Justru sebaliknya, hal itu menjadi pemacu semangat untuk bekerja dan berprestasi lebih baik lagi. Apresiasi juga kami sampaikan kepada para pemasok/mitra, konsumen/pelanggan, pemerintah pusat/daerah maupun masyarakat yang telah memberikan dukungan selama ini. Kami meyakini, semua dukungan itu merupakan modal utama agar ADHI semakin maju, berkembang dan berkelanjutan pada tahun-tahun mendatang.
Jakarta, 5 April 2021
Entus Asnawi MukhsonDirektur Utama
President Director
Closing Remarks
ADHI's positive performance in 2020 is a hard work and result of cooperation and support from various parties. Therefore, Board of Directors would like to thank the Board of Commissioners for supervising and providing direction thereby the Board of Directors can carry out their duties properly. We would also thank the Shareholders for the trust given to us in managing the Company during the reporting year.
To all employees, we are grateful for the hard work, dedication and loyalty given so that ADHI can get through 2020 well. Still not achieving a number of targets should not discourage. On the contrary, it is an encouragement to work and achieve better. Our appreciation is also addressed to the suppliers/partners, consumers/customers, central/local government and the community who have provided support recently. We believe that all these supports are our strength to bring ADHI to be more advanced, developed and sustainable in the upcoming years.
2020 Sustainability Report | PT ADHI KARYA (Persero) Tbk. 13
Overcoming Challenges, Attaining SustainabilityMengatasi Tantangan, Mencapai Keberlanjutan
Kami yang bertanda tangan di bawah ini menyatakan bahwa semua informasi dalam Laporan Keberlanjutan PT Adhi Karya (Persero) Tbk Tahun 2020 telah dimuat secara lengkap dan bertanggung jawab penuh atas kebenaran isi laporan ini.
Demikian pernyataan ini dibuat dengan sebenarnya
Jakarta, April 2021
Direksi/Board of Directors
ENTUS ASNAWI M.Direktur Utama
President director
SUKO WIDIGDODirektur Operasi 1
Operationa Director 1
PUNDJUNG SETYA BRATADirektur Operasi 2
Operationa Director 2
A.A.G. AGUNG DHARMAWAN Direktur KeuanganFinance Director
AGUS KARIANTODirektur SDMHR Director
PARTHA SARATHIDirektur QHSE & Pengembangan
QHSE & Development Director
We, the undersigned, hereby declared that all information in PT Adhi Karya (Persero) Tbk Sustainability Report 2020 have been fully published and being solely responsible upon accountability of contents of this report.
This statement is made truthfully,
Jakarta, April 2021
Surat Pernyataan Tanggung Jawab Atas Laporan Keberlanjutan PT Adhi Karya (Persero) TbkTahun 2020 [G.2]Statement of Responsibility of PT Adhi Karya (Persero) Tbk Sustainability Report 2020 [G.2]
PT ADHI KARYA (Persero) Tbk. | Laporan Keberlanjutan 202014
Ikhtisar Kinerja KeberlanjutanSustainability Performance Highlights
2020 Sustainability Report | PT ADHI KARYA (Persero) Tbk. 15
Overcoming Challenges, Attaining SustainabilityMengatasi Tantangan, Mencapai Keberlanjutan
Sustainability Report 2020 PT ADHI KARYA (PERSERO) TBK.
Tentang Laporan KeberlanjutanAbout Sustainability Report
Laporan Keberlanjutan PT Adhi Karya (Persero) Tbk 2020 ini merupakan laporan kelima yang diterbitkan secara terpisah dengan Laporan Tahunan Perusahaan. Laporan ini mencakup kinerja ekonomi, sosial dan lingkungan yang dilakukan ADHI selama periode 1 Januari-31 Desember 2020, dan tidak termasuk anak perusahaan. Sebagai bagian tak terpisahkan dari Laporan Tahunan Perusahaan, laporan ini diterbitkan setahun sekali. Laporan sebelumnya terbit pada April 2020. [Pengungkapan GRI 102-45, 102-50, 102-51, 102-52]
Penerbitan Laporan ini tak lepas dari upaya Perusahaan menegakkan prinsip-prinsip Tata Kelola Perusahaan yang Baik, yakni Transparansi, Akuntabilitas, Responsibilitas, Independensi, dan Fairness (Kewajaran). Selain itu, penerbitan laporan ini sekaligus merupakan kepatuhan ADHI terhadap implementasi Peraturan Otoritas Jasa Keuangan (POJK) No.51/POJK.03/2017 tentang Penerapan Laporan Keuangan Berkelanjutan bagi Lembaga Jasa Keuangan, Emiten dan Perusahaan Publik, yang berlaku per 1 Januari 2020. Dalam perkembangannya, sesuai Surat OJK S-264/D.04/2020, penerapan peraturan ini diberikan relaksasi menjadi per 1 Januari 2021. Walau demikian, sebelum OJK mewajibkan penerbitan laporan keberlanjutan, ADHI telah menerbitkan laporan keberlajutan secara rutin setiap tahun.
Rujukan Laporan Penyusunan laporan ini merujuk pada POJK No.51/POJK.03/2017, dan dikombinasikan dengan standar global, yaitu Standar GRI (GRI Standards) yang dikeluarkan oleh Global Sustainability Standards Board (GSSB) –lembaga yang dibentuk oleh Global Reporting Initiative (GRI) untuk menangani pengembangan standar laporan keberlanjutan. Sesuai dengan pilihan yang disediakan dalam Standar GRI, yakni Pilihan Inti dan Pilihan Komprehensif, laporan ini telah disiapkan sesuai dengan Standar GRI: Pilihan Inti (Core). [GRI 102-54]
Perusahaan berupaya untuk menyampaikan semua informasi yang diminta POJK No.51/2017 dan Standar GRI. Untuk memudahkan pembaca menemukan informasi yang sesuai dengan rujukan, kami menyertakan penanda khusus berupa angka dan huruf sesuai Isi Laporan Keberlanjutan sebagaimana diatur dalam Lampiran II POJK No.51/2017, atau pencantuman angka pengungkapan Standar GRI di belakang kalimat atau alinea yang relevan. Data lengkap kecocokan isi laporan dengan kedua rujukan disajikan di bagian belakang laporan ini, dimulai pada halaman 141. [GRI 102-55]
This PT Adhi Karya (Persero) Tbk 2020 Sustainability Report is the fifth report published separately with the Company's Annual Report. This report covers economic, social and environmental performance carried out by ADHI during the period 1 January-31 December 2020, and does not include subsidiaries. As an integral part of the Company's Annual Report, this report is published annually. The previous report was published in April 2020. [Disclosure GRI 102-45, 102-50, 102-51, 102-52]
Publication of this report cannot be separated from the Company's efforts to uphold Good Corporate Governance principles such as Transparency, Accountability, Responsibility, Independence and Fairness. In addition, issuance of this report also becomes ADHI's compliance with the implementation of the Financial Services Authority Regulation (POJK) No.51/POJK.03/2017 concerning the Implementation of Sustainable Financial Reports for Financial Services Institutions, Issuers and Public Companies, which is effective as of January 1, 2020. In its development, according to the OJK Letter S-264/D.04/2020, the implementation of this regulation was given relaxation as of January 1, 2021. However, before OJK required the issuance of a sustainability report, ADHI had published a continuity report regularly every year.
Report Reference
The preparation of this report refers to POJK No.51/POJK.03/2017, and is combined with global standards, namely the GRI Standards (GRI Standards) issued by the Global Sustainability Standards Board (GSSB) - an institution established by the Global Reporting Initiative (GRI) to handle the development of sustainability reporting standards. In accordance with the options provided in the GRI Standards, namely Core Choices and Comprehensive Choices, this report has been prepared in accordance with the GRI Standards: Core Choices. [GRI 102-54]
The company endeavors to convey all the information requested by POJK No.51/2017 and the GRI Standards. To make it easier for readers to find information that matches the reference, we include special markers in the form of numbers and letters according to the contents of the Sustainability Report as set out in Attachment II to POJK No.51/2017, or the inclusion of GRI Standard disclosure numbers behind the relevant sentences or paragraphs. Complete data on the compatibility of the report content with the two references is presented at the back of this report, starting on page 141. [GRI 102-55]
PT ADHI KARYA (Persero) Tbk. | Laporan Keberlanjutan 202018
Tentang Laporan KeberlanjutanAbout the Sustainability Report
Tentang Laporan KeberlanjutanAbout Sustainability Report
Melalui Laporan ini, kami berharap para pemangku kepentingan, seperti pelanggan, pemasok, pekerja, pemegang saham dan pemangku kepentingan lainnya, dapat mengetahui komitmen dan kontribusi ADHI dalam upaya pencapaian Tujuan Pembangunan Berkelanjutan (Sustainable Development Goals/SDG’s). Untuk itu, kami juga menyampaikan tautan materialitas laporan ini dengan SDGs, sesuai dengan SDG Compass, The Guide for Business Action on the SDGs, yang disusun oleh GRI, United Nations Global Compact, dan the World Business Council for Sustainable Development (WBCSD).
Untuk membantu pemangku kepentingan melakukan analisis tren kinerja Perusahaan, data kuantitatif dalam laporan ini disajikan dengan menggunakan prinsip daya banding (comparability), minimal tiga tahun berturut-turut. Sementara itu, untuk memenuhi prinsip validitas, apabila terdapat penyajian kembali informasi yang diberikan pada laporan sebelumnya, yang diakibatkan oleh perubahan metode pengukuran, kami memberi tanda *disajikan kembali. [GRI 102-48]
Data keuangan dalam laporan ini menggunakan nominasi Rupiah, kecuali diindikasikan lain. Dalam melaporkan data keuangan, kami menggunakan teknik berdasarkan Pernyataan Standar Akuntansi Keuangan (“PSAK”) Indonesia. Sedangkan untuk data keberlanjutan, kami menggunakan teknik pengukuran data yang berlaku secara internasional. Untuk menjangkau pembaca yang lebih luas, laporan ini dibuat dalam dua bahasa, yakni Bahasa Indonesia dan Bahasa Inggris. Selain versi cetak, laporan yang sama bisa diakses di situs resmi ADHI, yaitu https://adhi.co.id/
Proses Penentuan Isi Laporan [GRI 102-46]Prinsip penetapan konten laporan ini didasarkan pada 4 (empat) prinsip panduan GRI, yaitu:
1. Inklusivitas Pemangku Kepentingan Kami melibatkan pemangku kepentingan dalam penentuan
topik material yang diungkapkan dalam laporan ini melalui Focus Group Discussion dan Uji Materialitas.
2. Konteks Keberlanjutan Konten dalam laporan ini adalah isu atau topik yang
berhubungan dengan konteks keberlanjutan, meliputi topik ekonomi, lingkungan dan sosial.
3. Materialitas Prinsip ini kami terapkan dengan menentukan konten
laporan melalui prosedur penetapan materialitas dengan terlebih dulu mengidentifikasi topik spesifik, kemudian menetapkan bobot dari masing-masing topik tersebut melalui uji materialitas sehingga didapat topik yang material, yakni topik yang kami nilai relevan, menjadi prioritas dan penting untuk disampaikan.
4. Lengkap Kami menegakkan prinsip ini dengan melakukan pengujian
atas topik yang material, mencakup ketersediaan data maupun penetapan batasan (boundary) sehingga mencerminkan dampak ekonomi, lingkungan dan sosial yang signifikan.
Through this report, we hope that stakeholders, such as customers, suppliers, workers, shareholders and other stakeholders, can find out about ADHI's commitment and contribution in achieving the Sustainable Development Goals (SDG's). For this reason, we also convey the materiality link of this report with the SDGs, in accordance with the SDG Compass, The Guide for Business Action on the SDGs, compiled by GRI, United Nations Global Compact, and the World Business Council for Sustainable Development (WBCSD).
To assist the stakeholders in analyzing trends in the Company's performance, quantitative data in this report is presented using the principle of comparability, for a minimum of three consecutive years. Meanwhile, to comply with the principle of validity, if there is a restatement of the information provided in the previous report, which is caused by a change in the measurement method, we mark * restated. [GRI 102-48]
Financial data in this report is nominated in Rupiah, unless otherwise indicated. In reporting financial data, we use techniques based on Indonesian Financial Accounting Standards (“PSAK”). As for sustainability data, we use data measurement techniques that are internationally accepted. In order to reach a wider audience, this report is prepared in two languages, namely Indonesian and English. Apart from the printed version, the same report can be accessed on the official ADHI website, namely https://adhi.co.id/
Process for Determining the Content of the Report [GRI 102-46]The principles for determining the content of this report are based on 4 (four) GRI guiding principles, namely:
1. Stakeholder Inclusivity We involve stakeholders in determining the material topics
disclosed in this report through Focus Group Discussions and Materiality Tests.
2. Sustainability Context The content in this report is an issue or topic related to the
context of sustainability, covering economic, environmental and social topics.
3. Materiality We apply this principle by determining the content of the
report through the materiality determination procedure by first identifying specific topics, Then determine the weight of each of these topics through a materiality test so that material topics, namely topics that we consider relevant, become priority and important to be conveyed.
4. Complete We enforce this principle by conducting tests on material
topics, including data availability and establishing boundaries so that they reflect significant economic, environmental and social impacts.
2020 Sustainability Report | PT ADHI KARYA (Persero) Tbk. 19
Overcoming Challenges, Attaining SustainabilityMengatasi Tantangan, Mencapai Keberlanjutan
Sementara itu, dalam menentukan topik dan isi laporan, kami merujuk panduan GRI yang membagi dalam 4 (empat) tahap yaitu:
1. Identifikasi Kami melakukan identifikasi terhadap topik-topik yang
material/penting dan menetapkan batasan (boundary) 2. Prioritas Kami membuat prioritas atas topik-topik yang telah
diidentifikasi pada langkah sebelumnya 3. Validasi Kami melakukan validasi atas topik-topik yang dinilai
material tersebut4. Review Kami melakukan review atas Laporan setelah diterbitkan
guna meningkatkan kualitas laporan tahun berikutnya.
Keempat langkah dalam menetapkan konten laporan digambarkan dalam Bagan Alur Proses Penetapan Konten Laporan berikut ini. (didesain ulang)
Selanjutnya, konten laporan diulas demi memenuhi 6 (enam) prinsip kualitas yang direkomendasikan oleh GRI, meliputi:
1. Akurasi Informasi yang disajikan harus akurat dan detail sehingga
dapat digunakan oleh para pemangku kepentingan untuk menilai kinerja perusahaan.
2. Keseimbangan Kinerja perusahaan yang disajikan harus memuat aspek
positif maupun negatif sehingga dapat dinilai secara rasional dan menyeluruh.
3. Kejelasan Informasi yang disajikan harus mudah dipahami dan terbuka
bagi para pemangku kepentingan untuk diakses.
Meanwhile, in determining the topic and content of the report, we refer to the GRI guidelines which are divided into 4 (four) stages, namely:
1. Identification We identify material/important topics and establish
boundaries (boundaries)2. Priority We prioritize the topics identified in the previous step
3. Validation We did validation on the topics that were assessed by the
material4. Reviews We conduct a review of the report after it is published to
improve the quality of the report for the following year.
The four steps in defining the report content are described in the Report Content Determination Process Flowchart below. (redesigned)
Furthermore, the report content is reviewed in order to fulfill the 6 (six) quality principles recommended by GRI, including:
1. Accuracy The information presented must be accurate and detailed so
that it can be used by stakeholders to assess the company's performance.
2. Balance The company's performance that is presented must contain
both positive and negative aspects so that it can be assessed rationally and thoroughly.
3. Clarity The information presented must be easy to understand and
open for stakeholders to access.
PT ADHI KARYA (Persero) Tbk. | Laporan Keberlanjutan 202020
Tentang Laporan KeberlanjutanAbout the Sustainability Report
Tahap/Stage 1IDENTIFIKASIIdentification
Tahap/Stage 2PRIORITASPrioritizing
Tahap/Stage 4REVIEW
Prioritizing
Tahap/Stage 3VALIDASIValidation
Konteks KeberlanjutanSutainability Context
Konteks KeberlanjutanSutainability Context
MaterialitasMateriality
LengkapCompleteness
LengkapCompleteness
Pelibatan Pemangku KepentinganStakeholder Inclusiveness
4. Daya Banding Informasi yang disajikan harus konsisten dan dapat
digunakan oleh pemangku kepentingan untuk menilai perubahan kinerja yang terjadi pada perusahaan dalam jangka waktu tertentu, dapat dengan menyertakan data dan informasi untuk beberapa tahun sebelum periode pelaporan yang digunakan.
5. Keandalan Laporan harus memuat dan menggunakan informasi
serta proses yang digunakan dalam menyiapkan laporan, yang dapat diperiksa dan mencerminkan kualitas dan materialitas dari informasi yang disajikan.
6. Ketepatan Waktu Laporan harus diterbitkan secara rutin sehingga pemangku
kepentingan dapat mengambil keputusan secara tepat waktu berdasarkan informasi yang tersedia.
Daftar Topik Material dan Boundary [GRI 102-47]Topik material dalam laporan ini adalah topik atau isu yang diprioritaskan Perusahaan untuk disampaikan dalam laporan. Dimensi yang digunakan untuk menentukan prioritas, antara lain, dampak terhadap ekonomi, lingkungan, dan sosial bagi segenap pemangku kepentingan. Dampak dalam laporan ini termasuk di dalamnya yang bernilai positif.
Untuk mendapatkan Topik Material, ADHI melakukan Focus Group Discussion secara daring pada 18 Desember 2020, yang diikuti oleh para penanggung jawab penyusunan laporan keberlanjutan lintas divisi/bagian sebagai pemangku internal. Selanjutnya, topik-topik material yang telah disepakati dilakukan pengujian melalui survei uji materialitas dengan melibatkan pemangku kepentingan internal maupun eksternal. Selain menjadi bentuk pelibatan pemangku kepentingan, survei dilakukan untuk memperoleh peringkat masing-masing topik material. Dalam survei, responden diminta menilai 16 topik material yang telah disepakati dalam FGD dengan skala 1-5 berdasarkan tingkat kepentingannya sebagai berikut:
1. Paling Kurang Penting 4. Penting2. Kurang Penting 5. Paling Penting3. Agak Penting
No. Topik / Topic
Topik Ekonomi / Economic Topic
1 Kinerja ekonomi / Economic Performance
2 Keberadaan pasar / Market Avaibility
3 Dampak ekonomi tidak langsung / Indirect Economic Impact
4 Praktik pengadaan / Procurement Practice
4. Appeal The information presented must be consistent and can be
used by stakeholders to assess changes in performance that occur in the company within a certain period of time, by including data and information for several years prior to the reporting period used.
5. Reliability The report must contain and use the information and
processes used in preparing the report, which can be checked and reflects the quality and materiality of the information presented.
6. Punctuality of Time Reports should be published regularly so that stakeholders
can make decisions in a timely manner based on available information.
List of Material Topics and Boundaries [GRI 102-47]Material topics in this report are topics or issues that are prioritized by the Company to be conveyed in the report. The dimensions used to determine priorities include, among others, the impact on the economy, environment and social for all stakeholders. The impact in this report includes positive values.
To get material topics, ADHI conducted an online Focus Group Discussion on December 18, 2020, which was attended by the people in charge of preparing cross-division sustainability reports as internal stakeholders. Furthermore, material topics that have been agreed upon are tested through a materiality test survey involving internal and external stakeholders. Apart from being a form of stakeholder engagement, a survey was conducted to rank each material topic. In the survey, respondents were asked to rate 16 material topics that had been agreed upon in the FGD on a scale of 1-5 based on their level of importance as follows:
1. Least Important 4. Important2. Less Important 5. Most Important3. Somewhat Important
2020 Sustainability Report | PT ADHI KARYA (Persero) Tbk. 21
Overcoming Challenges, Attaining SustainabilityMengatasi Tantangan, Mencapai Keberlanjutan
No. Topik / Topic
Topik Lingkungan / Enviromental Topic
5 Energi / Energy
6 Air / Water
7 Emisi / Emission
Topik Sosial / Sosial Topic
8 Kepegawaian / Employment
9 Kesehatan dan Keselamatan Kerja / Occupational Health and Safety
10 Pelatihan dan pendidikan karyawan / Employee training and education
11 Keanekaragaman dan Kesempatan Setara / Diversity and Equal Opportunity
12 Non-Diskriminasi / Non-Discrimination
13 Pekerja Anak / Child Labor
14 Kerja Paksa atau Wajib Kerja / Forced or Compulsory Labor
15 Masyarakat lokal / Local community
16 Privasi pelanggan / Customer privacy
Dalam survei uji materialitas, sebanyak 38 responden pemangku kepentingan internal (karyawan dan manajemen lintas divisi/bagian) dan 34 responden pemangku kepentingan eksternal (antara lain analis, peneliti, pengacara, dan anggota masyarakat secara umum) telah mengisi dan mengembalikan formulir survei. Selanjutnya, semua data dari responden diolah untuk mendapatkan peringkat/skor setiap topik. Berdasarkan olah data uji materialitas tersebut, diperoleh hasil yaitu 12 (dua belas) topik material mendapat peringkat tinggi/sangat tinggi (rerata skor ≥4-5), yaitu:
No. Topik / Topic
Topik Ekonomi / Economic Topic
1 Kinerja ekonomi / Economic Performance
2 Keberadaan pasar / Market Avaibility
3 Dampak ekonomi tidak langsung / Indirect Economic Impact
4 Praktik pengadaan / Procurement Practice
Topik Lingkungan / Enviromental Topic
5 Energi / Energy
Topik Sosial / Sosial Topic
9 Kesehatan dan Keselamatan Kerja / Occupational Health and Safety
10 Pelatihan dan pendidikan karyawan / Employee training and education
11 Keanekaragaman dan Kesempatan Setara / Diversity and Equal Opportunity
12 Non-Diskriminasi / Non-Discrimination
13 Pekerja Anak / Pekerja Anak
14 Kerja Paksa atau Wajib Kerja / Forced or Compulsory Labor
15 Masyarakat lokal / Local community
16 Privasi pelanggan / Customers Privacy
In the materiality test survey, 38 respondents from internal stakeholders (employees and management across divisions/divisions) and 34 respondents from external stakeholders (including analysts, researchers, lawyers, and members of the general public) have filled in and returned the survey forms. Furthermore, all data from respondents are processed to obtain a ranking/score for each topic. Based on the materiality test data, the results obtained were 12 (twelve) material topics received high/very high ratings (mean score ≥4-5), such as:
PT ADHI KARYA (Persero) Tbk. | Laporan Keberlanjutan 202022
Tentang Laporan KeberlanjutanAbout the Sustainability Report
Sementara itu, 4 (empat) topik material mendapat peringkat sedang (skor >2 dan <4)
No. Topik / Topic
Topik Lingkungan / Enviromental Topic
6 Air / Water
7 Emisi / Emission
Topik Sosial / Sosial Topic
8 Kepegawaian / Employment
11 Keanekaragaman dan Kesempatan Setara / Diversity and Equal Opportunity
Keterangan: Tinggi Sedang Rendah
Meanwhile, 4 (four) material topics received moderate ratings (scores> 2 and <4)
2020 Sustainability Report | PT ADHI KARYA (Persero) Tbk. 23
Overcoming Challenges, Attaining SustainabilityMengatasi Tantangan, Mencapai Keberlanjutan
Matriks Materialitas TerpilihSelected Materiality Matrix
5.00
4.50
4.00
3.50
3.00
2.50
2.00
1.50
1.00
0.50
0.000.00
PENTING BAGI PERUSAHAANIMPORTANT FOR THE COMPANY
PEN
TIN
G B
AG
I PEM
AN
GK
U K
EPEN
TIN
GA
NIM
PO
RTA
NT
FOR
STA
KE
HO
LDE
RS
0.50 1.00 1.50 2.00 2.50 3.00 3.50 4.00 4.50 5.00
118
712
6
915
412 35 13
16 14 0
Berdasarkan hasil uji materialitas tersebut tidak diperoleh topik material dengan peringkat/skor rendah, yaitu rerata skor ≤2. Untuk laporan ini, ke-16 topik material dengan peringkat tinggi/sangat tinggi dan sedang disepakati sebagai topik material yang akan dibahas secara lengkap pengungkapannya sesuai FGD. Dengan demikian, topik material laporan ini berbeda dan mengalami perubahan signifikan jika dibandingkan dengan laporan tahun sebelumnya, yang mencakup 5 Topik Material, yaitu: [GRI 102-49]
1. Dampak ekonomi langsung dan tidak langsung2. Pendidikan dan pelatihan3. Kesehatan dan keselamatan kerja4. Anti korupsi5. Pengelolaan lingkungan
Topik Material dan Batasan (Boundary) Tahun 2020
Topik Material / Material Topic[GRI 102-47]
Kenapa Topik Ini Material / Why This Topic Is Material
[GRI 103-1]
Nomor PengungkapanGRI Standards
GRI Standards Disclosure Number
Batasan (Boundary) Topik / Topic Boundaries
[GRI 102-46]
Di dalam ADHI / Within Adhi
Di Luar ADHI / Outside ADHI
Topik Ekonomi / Economic Topics
Kinerja ekonomiEconomic performance
Menggambarkan pencapaian dan kinerja Perusahaan selama tahun pelaporanDescribe the achievements and performance of the Company during the reporting year
201-1 √ √
Keberadaan PasarMarket Presence
Menggambarkan komitmen Perusahaan terhadap hak normatif dalam pengupahan Describes the Company's commitment to normative rights in wages
202-1 √ √
Dampak Ekonomi Tidak LangsungIndirect Economic Impact
Menggambarkan manfaat atas keberadaan Perusahaan bagi masyarakat di sekitarnyaDescribe the benefits of the Company's existence for the surrounding community
203-1, 203-2 √ √
Praktik PengadaanProcurement Practices
Menggambarkan komitmen Perusahaan terhadap keberadaan pemasok lokalDescribes the Company's commitment to the presence of local suppliers
204-1 √ √
Topik Lingkungan / Environmental Topics
Energi Energy
Menggambarkan kepedulian Perusahaan terhadap pengelolaan energi tak terbarukan yang ketersediannya kian terbatasThis illustrates the Company's concern for the management of non-renewable energy, whose availability is increasingly limited
302-1, 302-4 √ √
Air Water
Menggambarkan kepedulian Perusahaan terhadap pengelolaan sumber daya air yang ketersediannya kian terbatasThis illustrates the Company's concern for the management of water resources, whose availability is increasingly limited
303-1 √ √
Based on the results of the materiality test, there was no material topic with a low rating/score, namely the mean score ≤2. For this report, the 16 material topics with high / very high ratings and agreed as the material topics will be discussed in full in accordance with the FGD. Thus, the material topic of this report is different and has experienced significant changes when compared to the previous year's report, which covered 5 Material Topics, as follows: [GRI 102-49]
1. Direct and indirect economic impact2. Education and training3. Occupational health and safety4. Anti-corruption5. Environmental management
Material Topics and Boundaries for 2020
PT ADHI KARYA (Persero) Tbk. | Laporan Keberlanjutan 202024
Tentang Laporan KeberlanjutanAbout the Sustainability Report
Topik Material / Material Topic[GRI 102-47]
Kenapa Topik Ini Material / Why This Topic Is Material
[GRI 103-1]
Nomor PengungkapanGRI Standards
GRI Standards Disclosure Number
Batasan (Boundary) Topik / Topic Boundaries
[GRI 102-46]
Di dalam ADHI / Within Adhi
Di Luar ADHI / Outside ADHI
EmisiEmission
Menggambarkan kepedulian Perusahaan terhadap emisi gas rumah kaca yang berdampak besar pada perubahan iklimDescribes the Company's concern for greenhouse gas emissions that have a major impact on climate change
305-1, 305-2, 305-5 √ √
Topik Sosial / Social Topics
KepegawaianStaffing
Menggambarkan komitmen Perusahaan tentang pentingnya pengelolaan pegawai/SDMDescribes the Company's commitment to the importance of managing employees/HR
401-1 √
Kesehatan dan Keselamatan KerjaOccupational Health and Safety
Menggambarkan komitmen Perusahaan dalam menyediakan tempat kerja yang aman dan nyamanDescribes the Company's commitment to providing a safe and comfortable workplace
403-2 √
Pelatihan dan pendidikanTraining and education
Menggambarkan komitmen Perusahaan dalam upaya meningkatkan kompetensi pekerjaDescribes the Company's commitment to improving employee competence
404-2 √
Keanekaragaman dan Kesempatan SetaraDiversity and Equal Opportunity
Menggambarkan komitmen Perusahaan dalammenghargai keberagaman dan kesetaraan untuk maju dan berkembangDescribes the Company's commitment to value diversity and equality in order to progress and develop
405-1 √
Non-DiskriminasiNon-Discrimination
Menggambarkan komitmen Perusahaan dalam menghargai kesamaan antar-sesamaDescribes the Company's commitment to respecting equality between people
406-1
Pekerja AnakChild Labor
Menggambarkan komitmen Perusahaan terhadap kualifikasi dan batasan usia pekerjaDescribe the Company's commitment to the qualifications and age limits of workers
408-1 √
Kerja Paksa atau Wajib KerjaForced or Compulsory Labor
Menggambarkan komitmen Perusahaan untuk mempekerjakan pegawai sesuai dengan ketentuan, termasuk di antaranya tentang jam kerja, remunerasi dan jam kerja, dan sebagainya.Describes the Company's commitment to employ employees in accordance with the provisions, including working hours, remuneration and working hours, and so on.
409-1 √
Masyarakat lokalLocal community
Menggambarkan komitmen Perusahaan terhadap keterlibatan masyarakat di sekitarnya dalam berbagai program/kegiatanDescribes the Company's commitment to the involvement of the surrounding community in various programs/activities
413-1, 413-2 √ √
Privasi pelangganCustomer privacy
Menggambarkan komitmen Perusahaan dalam menjaga kerahasiaan data pelangganDescribes the Company's commitment to maintaining the confidentiality of customer data
418-1 √ √
2020 Sustainability Report | PT ADHI KARYA (Persero) Tbk. 25
Overcoming Challenges, Attaining SustainabilityMengatasi Tantangan, Mencapai Keberlanjutan
External Assurance
GRI merekomendasikan penggunaan external assurance oleh pihak ketiga yang independen untuk memastikan kualitas dan kehandalan informasi yang disampaikan dalam laporan ini. Namun, hal itu bukanlah persyaratan agar dapat “sesuai” dengan Panduan. Untuk itu, pemeriksaan laporan ini baru dilakukan oleh tim internal, dan Perusahaan belum melakukan penjaminan dari pihak ketiga yang independen. Namun demikian, kami menjamin bahwa seluruh informasi yang diungkapkan di dalam laporan ini adalah benar, akurat, dan faktual. [GRI 102-56]
Umpan BalikUntuk terwujudnya komunikasi dua arah, ADHI menyediakan Lembar Umpan Balik di bagian akhir laporan ini. Kepada para pemangku kepentingan, kami mengundang Anda untuk menyampaikan saran, masukan dan pertanyaan atas data dan informasi yang disajikan dalam laporan ini sehingga kami dapat meningkatkan kualitas laporan dan kinerja keberlanjutan kami di masa mendatang.
Akses Informasi atas Laporan Keberlanjutan ADHI memberikan akses informasi seluas-luasnya bagi seluruh pemangku kepentingan, serta masyarakat untuk mengakses laporan ini. Apabila ada pertanyaan terhadap isi laporan, mohon menghubungi: [GRI 102-53]
External Assurance
GRI recommends the use of external assurance by independent third parties to ensure the quality and reliability of the information presented in this report. However, that is not a requirement to be "compliant" with the Guidelines. For this reason, an examination of this report has only been carried out by an internal team, and the Company has not undertaken an assurance from an independent third party. However, we guarantee that all information disclosed in this report is true, accurate and factual. [GRI 102-56]
FeedbackTo realize two-way communication, ADHI provides a Feedback Sheet at the end of this report. To our stakeholders, we invite you to submit suggestions, input and questions regarding the data and information presented in this report so that we can improve the quality of our reports and our future sustainability performance.
Access to Information on Sustainability ReportsADHI provides the widest possible access to information for all stakeholders, as well as the public, to access this report. If you have any questions regarding the contents of the report, please contact: [GRI 102-53]
PT ADHI KARYA (Persero) Tbk. | Laporan Keberlanjutan 202026
Tentang Laporan KeberlanjutanAbout the Sustainability Report
PT ADHI KARYA (PERSERO) TBK.Sekretaris PerusahaanGedung HarmonisJl. Raya Pasar Minggu Km 18Jakarta Selatan 12510Indonesia
P: +62 21 797 5312F: +62 21 797 5311E: [email protected]
2020 Sustainability Report | PT ADHI KARYA (Persero) Tbk. 27
Overcoming Challenges, Attaining SustainabilityMengatasi Tantangan, Mencapai Keberlanjutan
Sustainability Report 2020 PT ADHI KARYA (PERSERO) TBK.
Profil Perusahaan Company Profile
PT ADHI KARYA (Persero) Tbk. | Laporan Keberlanjutan 202030
Profil PerusahaanCompany Profile
Identitas PerusahaanCorporate Identity
Nama Panggilan [GRI 102-1]Nickname [GRI 102-1] ADHI
Bidang Usaha [GRI 102-2]Line of Business [GRI 102-2]
Jasa KonstruksiConstruction Services
Status Perusahaan GRI 102-5]Company Status [GRI 102-5]
Perusahaan TerbukaPublic Company
Tanggal PendirianDate of Establishment
11 Maret 196011 Maret 1960
Akta Pendirian PerusahaanDeed of Incorporation
Akta No. 1 Tanggal 1 Juni 1974Deed No. 1 on June 1, 1974
Kepemilikan Saham [GRI 102-5]Share Ownership [GRI 102-5]
• Pemerintah Republik Indonesia (51%)• Publik (49%)• Government of the Republic of Indonesia (51%)• Publik (49%)
Modal DasarAuthorized Capital
5.440.000.000 saham dengan nilai nominal Rp544.000.000.000 atau masing-masing bernilai Rp100,-5.440.000.000 shares with a nominal value of Rp544.000.000.000 or each worth Rp100,-
Modal Ditempatkan dan Disetor PenuhIssued and Paid-up Capital
3.560.849.376 saham dengan nilai nominal Rp356.084.937.6003.560.849.376 shares with a nominal value of Rp356.084.937.600
Pencatatan di BursaShare Listing
18 Maret 2004March 18, 2004
Bursa SahamStock Echange
Bursa Efek IndonesiaIndonesian Stock Exchange
Jenis SahamTypes of Shares
Saham Seri A Dwiwarna dan Saham Seri BDwiwarna A Series Shares and Series B
Kode SahamShares Code ADHI
Hasil Pemeringkat obligasiBond Rating Results A-
Nama [GRI 102-1] Name [GRI 102-1]PT Adhi Karya (Persero) Tbk.
Dasar HukumLegal BasisPeraturan Pemerintah Republik Indonesia Nomor 2 Tahun 1960 Tentang Penentuan Pemborongan Milik Belanda yang Dikenakan Nasionalisasi, yang diundangkan di Jakarta pada tanggal 16 Januari 1960 oleh Menteri Muda Kehakiman yaitu Sahardjo. Berdasarkan Surat Keputusan Menteri Pekerjaan Umum dan Tenaga Nomor 5 Tahun 1960 tanggal 11 Maret 1960, nama Perusahaan diganti menjadi Perusahaan Bangunan Adhi Karya.Republic of Indonesia Government Regulation Number 2 of 1960 Concerning the Determination of Dutch Ownership Under the Nationalization, which was promulgated in Jakarta on January 16th, 1960 by the Deputy Minister of Justice, Sahardjo. Based on the Decree of the Minister of Public Works and Labor Number 5 of 1960 dated March 11th, 1960, the name of the Company was changed to the Adhi Karya Construction Company.
2020 Sustainability Report | PT ADHI KARYA (Persero) Tbk. 31
Overcoming Challenges, Attaining SustainabilityMengatasi Tantangan, Mencapai Keberlanjutan
Kode Obligasi Bond Code
Obligasi Berkelanjutan II Adhi Karya Tahap IISeri A: ADHI02ACN2 jatuh tempo pada 25 Juni 2022 Seri B: ADHI02BCN2 jatuh tempo pada 25 Juni 2024Adhi Karya II Shelf-Registration Bonds Phase IISeries A: ADHI02ACN2 will mature on June 25, 2022Series B: ADHI02BCN2 due on June 25, 2024
Jumlah Pegawai [GRI 102-7]Number of Employees [GRI 102-7]
2.758 orang2.758 employees
Alamat Kantor Pusat [GRI 102-3] [C.2]Head Office Address [GRI 102-3] [C.2]
Gedung Harmonis/ South BuildingJl. Raya Pasar Minggu KM.18Jakarta 12510 - Indonesia
TeleponPhone +62 21 797 5312
FaksimileFax +62 21 797 5311
EmailEmail [email protected]
Situs WebWebsite www.adhi.co.id
Entitas Anak dan AsosiasiSubsidiary entities and Associations
Entitas Anak: Subsidiaries:
PT Adhi Persada Beton PT Adhi Persada Properti PT Adhi Persada Gedung PT Adhi Commuter Properti PT Dumai Tirta Persada PT Jalintim Adhi Abipraya
Entitas Asosiasi:Associate Entity:
PT Jasamarga Bali Tol PT Trans-Pacific Petrochemicals Indotama PT Perusahaan Air Indonesia Amerika (PAIA)PT Jogjasolo Marga MakmurPT Jasamarga Jogja Bawen
Sekretaris Perusahaan Corporate Secretary Parwanto Noegroho
Email InformasiEmail Information [email protected]
Layanan Informasi Information Center +62 21 797 5312
Facebook adhikaryaID
Instagram adhikaryaID
Twitter adhikaryaID
YouTube adhikaryaID
PT ADHI KARYA (Persero) Tbk. | Laporan Keberlanjutan 202032
Profil PerusahaanCompany Profile
Riwayat Singkat PerusahaanBrief History of the Company
PT Adhi Karya (Persero) Tbk, selanjutnya disebut dengan “ADHI” atau “Perseroan” berdiri pada 1 Juni 1974. Pendiriannya dikuatkan melalui Akta Notaris Nomor 1 Tanggal 1 Juni 1974, yang dibuat di hadapan Kartini Muljadi SH, Notaris di Jakarta dengan nama PT Adhi Karya, yang diubah melalui Akta Nomor 2 Tanggal 3 Desember 1974 oleh Notaris yang sama, dan telah disahkan dalam Keputusan Menteri Kehakiman Nomor Y.A.5/5/13 Tanggal 7 Januari 1975. [GRI 102-1]
Keberadaan ADHI tak lepas dari Perusahaan Pemborongan milik Belanda bernama Architecten-Ingenieurs-en Aannemersbedrijf “Associatie Selle en de Bruyn, Reyerse en de Vries N.V” (Associatie N.V.). Setelah Indonesia merdeka, statusnya berubah dengan terbitnya Peraturan Pemerintah Republik Indonesia Nomor 2 Tahun 1960 tentang Penentuan Pemborongan Milik Belanda yang Dikenakan Nasionalisasi, yang diundangkan di Jakarta pada tanggal 16 Januari 1960 oleh Menteri Muda Kehakiman yaitu Sahardjo.
Selanjutnya, berdasarkan Surat Keputusan Menteri Pekerjaan Umum dan Tenaga Nomor 5 Tahun 1960 tanggal 11 Maret 1960, nama Perusahaan diganti menjadi Perusahaan Bangunan Adhi Karya. Kemudian, berdasarkan Peraturan Pemerintah (PP) No. 65 tahun 1961, Adhi Karya ditetapkan menjadi Perusahaan Negara Adhi Karya. Pada tahun itu juga, berdasarkan PP yang sama Perusahaan Konstruksi bekas milik Belanda yang telah dinasionalisasikan, Associate NV, dilebur ke dalam Perusahaan.
PT Adhi Karya (Persero) Tbk, hereinafter referred to as "ADHI" or "the Company" was established on June 1, 1974. Its establishment was strengthened by Notarial Deed Number 1 dated June 1, 1974, drawn up before Kartini Muljadi SH, Notary in Jakarta under the name PT Adhi Karya, as amended under Deed No. 2 dated December 3, 1974 by the same notary, and has been ratified in the Decree of the Minister of Justice Number YA5/5/13 dated January 7, 1975. [GRI 102-1]
Existence of ADHI cannot be separated from the Dutch-owned contracting company named Architecten-Ingenieurs-en Aannemersbedrijf "Associatie Selle en de Bruyn, Reyerse en de Vries N.V" (Associatie N.V.). After Indonesia's independence, its status changed with the issuance of Government Regulation of the Republic of Indonesia Number 2 of 1960 concerning the Determination of Dutch-Owned Contractors Subject to Nationalization, which was promulgated in Jakarta on January 16, 1960 by the Deputy Minister of Justice, Sahardjo.
Furthermore, according to the Minister of Public Works and Energy Decree Number 5 of 1960 dated March 11, 1960, the Company’s name was changed to Adhi Karya Building Company. Then, based on Government Regulation (PP) No. 65 in 1961, Adhi Karya was determined to be the Adhi Karya State Company. In that same year, based on the same PP, the former Dutch-owned construction company that had been nationalized, Associate NV, was merged into the Company.
2020 Sustainability Report | PT ADHI KARYA (Persero) Tbk. 33
Overcoming Challenges, Attaining SustainabilityMengatasi Tantangan, Mencapai Keberlanjutan
Dalam perkembangannya, pada 22 Juli 1971, diundangkan Peraturan Pemerintah Republik Indonesia Nomor 41 Tahun 1971 tentang Pengalihan Bentuk Perusahaan Bangunan Negara Adhi Karya Menjadi Perusahaan Perseroan (Persero) oleh Sekretaris Negara Republik Indonesia, Letnan Jenderal TNI Alamsiah. Dengan dialihkannya dari bentuk Perusahaan Bangunan Negara Adhi Karya (PN Adhi Karya) menjadi Perusahaan Perseroan (Persero), maka PN Adhi Karya dinyatakan bubar pada saat pendirian Perusahaan Perseroan (Persero) tersebut.
Babak baru perjalanan ADHI terjadi pada tanggal 8 Maret 2004. Pada tanggal tersebut, Perseroan memperoleh Pernyataan Efektif dari Ketua Badan Pengawas Pasar Modal (BAPEPAM) dengan suratnya No. S- 494/PM/2004 untuk melakukan penawaran perdana kepada masyarakat 441.320.000 saham biasa atas nama baru dengan nilai nominal Rp 100 setiap saham dengan harga penawaran Rp 150 setiap saham. Dari jumlah saham yang ditawarkan dalam penawaran umum kepada masyarakat tersebut, sebesar 10% atau sebanyak 44.132.000 saham biasa atas nama baru dijatahkan secara khusus kepada manajemen dan karyawan melalui program penjatahan saham untuk pegawai Perusahaan (Employee Shares Allocation/ESA). Pada tanggal 17 Maret 2004, ADHI resmi tercatat di PT Bursa Efek Jakarta dengan melepaskan saham sebanyak 441.320.000 lembar dengan nilai nominal Rp 100 dengan harga penawaran sebesar Rp 150, sehingga telah ditempatkan dan disetor penuh sebanyak 1.801.320.000 lembar saham. [GRI 102-5]
Selanjutnya, pada tanggal 22 September 2015, ADHI memperoleh pernyataan efektif dari Otoritas Jasa Keuangan (OJK) berdasarkan Surat Keputusan No. S-435/D.04/2015 untuk melakukan penawaran umum kepada masyarakat atas 1.759.529.376 saham biasa dengan nilai nominal Rp100 per saham dan harga penawaran Rp1.560 per saham. Pada bulan berikutnya, yaitu tanggal 21 Oktober 2015, seluruh saham Perseroan sebanyak 1.759.528.376 saham telah tercatat di Bursa Efek Indonesia Modal disetor semula 1.801.320.000 setara dengan Rp180.132.000.000 menjadi 3.560.849.376 atau setara dengan Rp 356.084.937.600. [GRI 102-5]
Sebagai salah satu BUMN konstruksi terkemuka di Tanah Air, ADHI berkomitmen untuk memberikan produk terbaik untuk semua proyek/kontrak yang dikerjakan. Per 31 Desember 2020, Perseroan memperolah kontrak baru sebesar Rp19,74 triliun atau naik sebesar 34,0% dibandingkan perolehan kontrak baru pada tahun 2019, yang mencapai Rp14,73 triliun. Kontrak tersebut meliputi lini bisnis Konstruksi & Energi sebesar 93,47%, Properti sebesar 6%, dan sisanya merupakan lini bisnis lainnya.
In its development, on July 22, 1971, the Republic of Indonesia Government Regulation Number 41 of 1971 concerning the Transfer of State Building Company Adhi Karya into a Limited Liability Company (Persero) was promulgated by the State Secretary of the Republic of Indonesia, Lieutenant General TNI Alamsiah. With the transfer from the form of the Adhi Karya State Building Company (PN Adhi Karya) to the Limited Liability Company (Persero), PN Adhi Karya was declared disbanded at the time the Limited Liability Company (Persero) was founded.
The new chapter of ADHI's journey occurred on March 8, 2004. On that date, the Company obtained an Effective Statement from the Chairman of the Capital Market Supervisory Agency (BAPEPAM) with his letter No. S- 494/PM/2004 to do initial offering to the public 441,320,000 common shares under new names with a nominal value of Rp. 100 per share with an offering price of Rp150 each stock. Of the total shares offered in the public offering, 10% or 44,132,000 ordinary shares under new names were specifically allocated to management and employees through the Employee Shares Allocation (ESA) program. On March 17, 2004, ADHI was officially listed on the Jakarta Stock Exchange by releasing 441,320,000 shares with a par value of Rp 100 with an offering price of Rp150, therefore 1,801,320,000 shares were issued and fully paid. [GRI 102-5]
Furthermore, on September 22, 2015, ADHI obtained a statement effective from the Financial Services Authority (OJK) based on Decree No. S- 435/D.04/2015 to execute a public offering upon 1,759,529,376 common shares with a par value of Rp100 per share and offering price of Rp1,560 per share. In the following month, namely 21 October 2015, all of the Company's shares totaling 1,759,528,376 shares were registered at Indonesia Stock Exchange Initially paid-up capital was 1,801,320,000 equivalent to Rp180,132,000,000 to 3,560,849,376 or the equivalent of Rp356,084,937,600. [GRI 102-5]
As one of the leading construction SOEs in the country, ADHI is committed to providing the best products for all projects/contracts undertaken. As of December 31, 2020, the Company obtained new contracts amounting to IDR 19.74 trillion, an increase of 34.0% compared to the acquisition of new contracts in 2019, which reached IDR 14.73 trillion. The contract covers the Construction & Energy business line amounting to 93.47%, Property at 6%, and the rest is for other business lines.
1960PN Adhi Karya dibentuk dari hasil nasionalisasi
perusahaan Belanda bernama Associatie NV
PN Adhi Karya was established from the nationalization of a Dutch company called Associatie NV
1974PN Adhi Karya berubah menjadi PT Adhi Karya
(Persero)
PN Adhi Karya was changed into PT Adhi Karya (Persero)
2004Menjadi BUMN Konstruksi pertama yang tercatat di
Bursa Efek Indonesia (BEI) d.h. Bursa Efek Jakarta (BEJ) pada tanggal 18 Maret 2004 sehingga menjadi
PT Adhi Karya (Persero) Tbk.
Becoming the first Construction SOE listed on the Indonesia Stock Exchange (IDX) d.h. Jakarta Stock
Exchange (JSX) on March 18, 2004 so that it became PT Adhi Karya (Persero) Tbk
2011Melakukan transformasi perusahaan dengan:
• Mengubah Visi, Misi, dan Tata Nilai Perusahaan• Melakukan restrukturisasi organisasi
• Mendirikan ADHI Learning Center (ALC)
Transforming the company by:•Changing Corporate Vision, Mission and Values
•Restructuring Organization•Established the ADHI Learning Center (ALC
2012Mendirikan anak perusahaan yaitu
PT Adhi Persada Properti
Establishing a subsidiary, PT Adhi Persada Properti
2014Pendirian Anak Perusahaan:
• PT Adhi Persada Gedung (APG)• PT Adhi Persada Beton (APB)
Establishment of Subsidiaries:•PT Adhi Persada Gedung (APG)
•PT Adhi Persada Beton (APB)2015Groundbreaking LRT Jabodebek
Groundbreaking Jabodebek LRT
2018Pendirian anak usaha PT Adhi Commuter Properti
Perubahan Visi, Misi, dan Nilai Perusahaan
Establishment of subsidiary PT Adhi Commuter PropertiChanged of Vision, Mission, and Corporate Value
2019Pendirian Anak Usaha PT Dumai Tirta Persada
Establishment of subsidiary PT Dumai Tirta Persada
2020Pendirian Anak Perusahaan PT Jalintim Adhi Abipraya
Perubahan Nilai Perusahaan
Establishment of a subsidiary, PT Jalintim Adhi AbiprayaChange in Company Value
Jejak Langkah Mliestones
PT ADHI KARYA (Persero) Tbk. | Laporan Keberlanjutan 202034
Profil PerusahaanCompany Profile
Visi, Misi, dan Nilai Perusahaan [GRI 102-16] [C.1] Vision, Mission, and Company Values [GRI 102-16] [C.1]
Visi Vision
Misi Mision
Menjadi Korporasi lnovatif dan Berbudaya Unggul untuk Pertumbuhan Berkelanjutan.Become an Innovative and Excellent-Cultured Corporation for Sustainable Growth.
• Membangun insan yang unggul, profesional, amanah, dan berjiwa wirausaha.
• Mengembangkan bisnis konstruksi, rekayasa, properti, industri, dan investasi yang bereputasi.
• Mengembangkan inovasi produk dan proses untuk memberi solusi serta impact bagi stakeholders.
• Menjalankan organisasi dengan tata kelola perusahaan yang baik.
• Menjalankan sistem manajemen yang menjamin pencapaian sasaran kualitas, keselamatan, kesehatan, dan lingkungan kerja.
• Mengembangkan teknologi informasi dan komunikasi sebagai sarana untuk pembuatan keputusan dan pengelolaan risiko korporasi.
• Building an excellent professional, trustworthy, and entrepreneurial people.
• Developing reputable construction, engineering, property, industry, and investment businesses.
• Developing product and process innovations to provide solutions and impacts for stakeholders.
• Running an organization with good corporate governance.
• Running a management system that guarantees the achievement of quality, safety, health, and work environment objectives.
• Developing information and communication technology as a means for decision making and corporate risk management.
Visi, Misi dan Nilai Perusahaan ADHI ditetapkan berdasarkan Surat Keputusan Direksi PT Adhi Karya (Persero) Tbk. No. 014-6/2018/028 tanggal 9 Maret 2018 tentang Perubahan Visi, Misi, dan Nilai Perusahaan.
ADHI's Vision, Mission and Corporate Values are determined based on PT Adhi Karya (Persero) Tbk. Board of Directors Decree No. 014-6/2018/028 dated 9 March 2018 concerning Changes in the Vision, Mission and Values of the Company.
Pada tahun 2020, Perseroan mengubah Nilai Perusahaan menjadi AKHLAK yang ditetapkan berdasarkan Surat Keputusan Direksi Nomor 014-6/2020/432 tentang Penetapan Visi, Misi dan Nilai Perusahaan PT Adhi Karya (Persero) Tbk.
In 2020, the Company changed the Company Value to AKHLAK which was determined based on the Decree of the Board of Directors Number 014-6/2020/432 concerning Determination of the Vision, Mission and Corporate Values of PT Adhi Karya (Persero) Tbk.
2020 Sustainability Report | PT ADHI KARYA (Persero) Tbk. 35
Overcoming Challenges, Attaining SustainabilityMengatasi Tantangan, Mencapai Keberlanjutan
AmanahTrust
Memegang teguh kepercayaan yang
diberikan
Uphold the trust given
LoyalLoyal
Berdedikasi dan mengutamakan
kepentingan bangsa dan negara
Dedicated and prioritizing the interests of the nation and
state
KompetenCompetent
Terus belajar dan mengembangkan
kapabilitas
Continue to learn and develop capabilities
AdaptifAdaptive
Terus berinovasi dan antusias dalam
menggerakkan ataupun menghadapi perubahan
Continue to innovate and be enthusiastic in driving or facing
change
HarmonisHarmonious
Saling peduli dan menghargai
perbedaan
Caring for each other and respecting differences
KolaboratifCollaborative
Membangun kerjasama yang
sinergis
Build synergistic cooperation
Review Visi, Misi dan Nilai Perusahaan
Pada tahun 2020, Perseroan telah melakukan telaahan terkait Visi, Misi, dan Nilai Perusahaan. Hal ini dalam rangka mendukung progam kerja Kementerian Badan Usaha Milik Negara dalam mewujudkan peran perusahaan BUMN sebagai mesin pertumbuhan ekonomi, akselerator kesejahteraan sosial (social welfare), penyedia lapangan kerja, dan penyedia talenta, sehingga dibutuhkan transformasi SDM BUMN sebagai identitas dan perekat budaya kerja yang mendukung peningkatan kinerja secara berkelanjutan.
Penetapan Visi, Misi, dan Nilai Perusahaan ADHI di tahun 2020 telah mendapatkan dukungan dari Dewan Komisaris dan Direksi Perseroan.
Review of the Company's Vision, Mission and Values In 2020, the Company has conducted a study related to the Vision, Mission and Values of the Company. This is in order to support the work program of the Ministry of State-Owned Enterprises in realizing the role of BUMN companies as engines of economic growth, social welfare accelerators, job providers, and talent providers, so it is necessary to transform BUMN HR as an identity and glue for a work culture. support continuous performance improvement.
The determination of ADHI's Vision, Mission and Corporate Values in 2020 has received support from the Company's Board of Commissioners and Directors.
PT ADHI KARYA (Persero) Tbk. | Laporan Keberlanjutan 202036
Profil PerusahaanCompany Profile
Roadmap Budaya PerusahaanCorporate Culture Roadmap
Bagaimana ADHI ingin meningkatkan kesadaran dalam learning organization dan meningkatkan tingkat adaptability dalam dunia bisnisHow ADHI wants to increase awareness in learning organizations and increase the level of adaptability in the business world
Pengukuran Index Budaya 2019 untuk menjadi program Peningkatan Index Budaya 2020Measuring the Cultural Index 2019 to become a 2020 Cultural Index Enhancement program
ADHI ingin meraih kembali sebagai market leader industrinya dengan merumuskan Visi, Misi dan Values baruADHI wants to regain its position as market leader in its industry by formulating new vision, mission and values
Penerapan values yaitu bekerja cerdas, jujur bertanggung jawab, dan bersahajaApplying values, namely working smart, honestly, responsibly, and modestly
2020
2019
2018
2017
Konsep Launching Program Budaya ADHIADHI Cultural Program Launch Concept
Profiling Index Budaya ADHIADHI Cultural Index Profiling
Transformasi 3.0 – Back to be the BestTransformasi 3.0 – Back to be the Best
Budaya 3BCulture 3B
Implementasi Budaya Perusahaan
Nilai-nilai budaya perusahaan sangat diperlukan dalam mencapai visi dan misi perusahaan. Nilai budaya tersebut merupakan ciri pembeda yang menjadi karakteristik sebuah perusahaan di kondisi saat ini yang terus mengalami perubahan dari waktu ke waktu. Tantangan era digitalisasi dan persaingan yang semakin terbuka saat ini membuat setiap perusahaan harus dapat bertahan dan beradaptasi dengan perubahan yang ada untuk menjaga kelangsungan hidup perusahaannya. Maka itu, nilai-nilai budaya perusahaan penting untuk terus dijaga keberlangsungannya serta penerapannya dalam kinerja sehari-hari.
Implementation of Corporate Culture
The values of corporate culture are very necessary in achieving the company's vision and mission. This cultural value is a distinguishing feature that characterizes a company in its current state which continues to change from time to time. The challenges of the era of digitalization and increasingly open competition make every company must be able to survive and adapt to existing changes to maintain the survival of its company. Therefore, it is important that the corporate culture values be maintained and their application in daily performance.
2020 Sustainability Report | PT ADHI KARYA (Persero) Tbk. 37
Overcoming Challenges, Attaining SustainabilityMengatasi Tantangan, Mencapai Keberlanjutan
Fase Implementasi Perubahan Budaya Cultural Change Implementation Phase
Tahap 11st Step
• • •Profiling Budaya
Perusahaan
Profiling Company Culture
Tahap 22nd Step
• • •Launching
Budaya ADHI
ADHI Culture Launching
Tahap 33rd Step
• • •Sosialisasi
Budaya
Culture socialization
Tahap 44th Step
• • •Aktivasi Budaya
Cultural Activation
Tahap 55th Step
• • •Evaluasi dan Monitoring
Budaya
Cultural evaluation and
monitoring
Implementasi budaya bertujuan menanamkan nilai-nilai budaya perusahaan di dalam diri Insan ADHI sehingga dapat menjadi acuan para Insan ADHI dalam berperilaku di lingkungan kerja melalui Program Sosialisasi dan Aktivasi Budaya.
Program Sosialisasi Nilai-nilai Budaya PerusahaanProgram sosialisasi bertujuan untuk memberikan pengetahuan, menanamkan serta meningkatkan pemahaman mengenai nilai-nilai budaya perusahaan. Program sosialisasi dilakukan melalui workshop dan media internal di Perusahaan, berupa tampilan pada website, standing banner, serta tampilan logo pada id card, dan atribut menarik lainnya.
The implementation of culture aims to instill the values of corporate culture in ADHI Individuals so that they can become a reference for ADHI Individuals in behaving in the work environment through the Cultural Socialization and Activation Program.
Corporate Culture Values Socialization ProgramThe socialization program aims to provide knowledge, instill and increase understanding of corporate cultural values. The socialization program is carried out through workshops and internal media in the Company, in the form of a display on the website, a standing banner, and a logo display on an id card, and other interesting attributes.
PT ADHI KARYA (Persero) Tbk. | Laporan Keberlanjutan 202038
Profil PerusahaanCompany Profile
Kampanye melalui Media Sosial
Kampanye melalui media sosial dilakukan pada hari-hari nasional tertentu untuk menampilkan nilai budaya perusahaan yang dipasang pada status WhatsApp (WA), sebagai pengganti foto pribadi, atau diunggah pada media sosial lainnya. Tujuan dari kampanye ini adalah meningkatkan kesadaran tentang pentingnya nilai-nilai yang sesuai dengan tema/hari nasional yang diangkat.
AktivasiValue sebagai nilai-nilai budaya perusahaan perlu diinternalisasi agar semakin diyakini dan diterapkan dalam kinerja sehari-hari. Program internalisasi diperlukan untuk seluruh Insan ADHI agar nilai-nilai perusahaan dapat tertanam dan tercermin dalam perilaku para Insan ADHI dalam bekerja demi mencapai visi dan misi perusahaan.
Campaign through Social Media
Campaigns through social media are carried out on certain national days to display corporate cultural values posted on WhatsApp (WA) status, as a substitute for personal photos, or uploaded on other social media. The aim of this campaign is to raise awareness about the importance of values in accordance with the theme/national day raised.
ActivationValues as corporate cultural values need to be internalized so that they are increasingly believed and applied in daily performance. The internalization program is needed for all ADHI personnel so that company values can be embedded and reflected in the behavior of ADHI personnel in working to achieve the company's vision and mission.
2020 Sustainability Report | PT ADHI KARYA (Persero) Tbk. 39
Overcoming Challenges, Attaining SustainabilityMengatasi Tantangan, Mencapai Keberlanjutan
Logo ADHIADHI’S LOGO
Brand DNAADHI merupakan salah satu perusahaan konstruksi terbesar dan terkemuka di Indonesia. ADHI berupaya menampilkan identitas yang baru dengan kenginan menjadikan jati diri secara lebih segar dan penuh semangat sesuai spirit dan visi perusahaan yang siap menghadapi tantangan masa depan, dan era pasar global.
Spirit futuristik ini ditampilkan dalam bola energi yang menjadi identitas visual logonya. Makna bola energi merah adalah melambangkan entitas yang utuh, sempurna dan seimbang. Di lain sisi juga mengandung semangat dan energi yang teramat besar. Dari masa ke masa, ADHI dinilai mampu menampilkan karya monumental yang dihasilkan oleh tangan-tangan kreatif anak bangsa.
Bola energi ini ditampilkan dengan refleksi cahaya yang merupakan refleksi cahaya Ilahi sebagai perlambangan bahwa setiap langkah dan usaha yang dibuat oleh ADHI dilakukan dengan penuh kesadaran dan tanggung jawab, serta dikerjakan atas izin Yang Maha Kuasa. Refleksi ini juga diartikan sebagai sebuah cahaya harapan, dengan kata lain ADHI merupakan sebuah entitas yang optimis dalam menyambut hari-hari yang akan datang. Hal inilah yang dapat menjadi lambang keunggulan ADHI di antara perusahaan konstruksi lainnya.
Perseroan juga meluncurkan tagline “Beyond Construction”. Makna tagline ini adalah penegasan motivasi Perseroan untuk merambah ke bidang usaha lain, namun masih terkait dengan bisnis inti (core business) Perseroan.
DNA BrandADHI is one of the largest and leading construction companies in Indonesia. ADHI strives to present a new identity with a desire to make oneself fresher and full of enthusiasm in accordance with the spirit and vision of a company that is ready to face future challenges and the era of the global market.
This futuristic spirit is displayed in a ball of energy which becomes the visual identity of the logo. The meaning of the red energy ball is to symbolize a whole, perfect and balanced entity. On the other hand, it also contains immense enthusiasm and energy. From time to time, ADHI is considered capable of presenting monumental works produced by the creative hands of the nation's children.
This energy ball is displayed with a reflection of light which is a reflection of Divine light as a symbol that every step and effort made by ADHI is carried out with full awareness and responsibility, and carried out with the permission of the Almighty. This reflection is also interpreted as a light of hope, in other words ADHI is an entity that is optimistic in welcoming the days to come. This can be a symbol of ADHI's excellence among other construction companies.
The company also launched the tagline "Beyond Construction". The meaning of this tagline is an affirmation of the Company's motivation to expand into other business fields, but is still related to the Company's core business.
PT ADHI KARYA (Persero) Tbk. | Laporan Keberlanjutan 202040
Profil PerusahaanCompany Profile
Kelengkapan BrandSecara mendasar, merah masih merupakan keseluruhan persepsi visual yang dipertahankan. Merah merupakan warna yang memiliki psikologi persepsi yang menyampaikan pesan, integritas, dan optimisme, yang mana masih sesuai dengan nilai - nilai baru dari ADHI, maka warna ini dianggap sebagai warisan yang harus tetap dijaga.
Komposisi warna yang dipilih juga mewakili jiwa inovatif, dikarenakan warna yang ada tersusun secara lugas. Persepsi ini didapat dari komposisi antara gradasi warna merah yang berubah, dari gelap menjadi semakin terang dengan tulisan ADHI yang sederhana dan modern.
Pemilihan bentuk bola yang menyerupai globe dengan visualisasi 3 dimensi, juga memberikan impresi bersifat dinamis, fleksibel dan playful. Bentuk ini dimaknai sebagai kesan adaptif dan terbuka pada perkembangan dan hal-hal baru.
Brand AttributesFundamentally, red is still the overall preserved visual perception. Red is a color that has a psychology of perception that conveys a message, integrity, and optimism, which is still in accordance with the new values of ADHI, so this color is considered as a legacy that must be preserved.
The color composition chosen also represents an innovative spirit, because the colors are arranged in a straightforward manner. This perception is obtained from the composition between the changing red color gradations, from dark to brighter with the simple and modern writing of ADHI.
Selection of a ball that resembles a globe with 3-dimensional visualization also gives the impression of being dynamic, flexible and playful. This form is interpreted as an adaptive impression and open to new developments and things
2020 Sustainability Report | PT ADHI KARYA (Persero) Tbk. 41
Overcoming Challenges, Attaining SustainabilityMengatasi Tantangan, Mencapai Keberlanjutan
Kepemilikan Saham [GRI 102-5]Shares Ownership [GRI 102-5]
Kepemilikan Saham ADHI per 31 Desember 2020ADHI Share Ownership as of December 31, 2020
Pemegang SahamShareholders
Jumlah Saham (Lembar)Number of Shares (sheets)
Modal Ditempatkan dan Disetor Penuh (Rp)
Issued and Fully Paid Capital(Rp)
Persentase Kepemilikan (%)Percentage of Ownership (%)
Pemerintah Republik IndonesiaGovernment of the Republic of Indonesia
Seri A DwiwarnaSeries A Dwiwarna 1 100 00,00
Seri BSeries B 1.816.046.623 181.604.662.300 51,00
Sub jumlahSub total 1.816.046.624 181.604.662.400 51,00
Publik (kurang dari 5%)Public (less than 5%)
LokalLocal 1.522.960.709 152.296.070.900 42,78
AsingForeign 221.799.514 22.179.951.400 6,22
Sub jumlahSub total 1.744.760.223 174.476.022.300 49,00
JumlahAmount 3.560.806.847 356.080.684.700 100,00
51% 49%
PT ADHI KARYA (Persero) Tbk. | Laporan Keberlanjutan 202042
Profil PerusahaanCompany Profile
2020 Sustainability Report | PT ADHI KARYA (Persero) Tbk. 43
Overcoming Challenges, Attaining SustainabilityMengatasi Tantangan, Mencapai Keberlanjutan
Struktur OrganisasiOrganization Structure
Per 31 Desember 2020, Struktur Organisasi revisi terakhir berdasarkan Surat Keputusan Direksi tentang Penyempurnaan Struktur Organisasi PT Adhi Karya (Persero) Tbk. Nomor 014-6/2020/305 sebagai berikut:
As of December 31, 2020, the last revised Organizational Structure was based on the Decree of the Board of Directors regarding the Improvement of Organization Structure of PT Adhi Karya (Persero) Tbk. Number 014-6/2020/305 as follows:
Direktur UtamaPresident Director
Direktur Operasi 1Director Operation 1
Direktur Operasi 2Director Operation 2
Departemen EPCEPC Department
Departemen GedungBuilding
Department
Departemen Infrastruktur I
Infrastructure I Department
Departemen Infrastruktur II
Infrastructure IIDepartment
DepartemenPerkeretaapian
Railways Department
Satuan Pengawas InternInternal Auditor
APP
APG
APB
ACP
DTP
JAA
PT ADHI KARYA (Persero) Tbk. | Laporan Keberlanjutan 202044
Profil PerusahaanCompany Profile
Direktur KeuanganDirector of Finance
DepartemenAkuntansi & KeuanganAccounting & Finance
Department
Departemen Portofolio Bisnis & Manajemen RisikoBusiness Portfolio & Risk
Management
Direktur SDMDirector Of HR
Departemen SDMHR Department
Departemen LegalLegal Department
DepartemenPemasaranMarketing
Department
Corporate Secretary
ADHI Learning Center
Direktur QHSE & Pengembangan
Director of QHSE & Development
Departemen QHSE QHSE
Department
Departemen Investasi Investment Department
DepartemenEngineeringEngineering Department
Departemen Corporate Strategy & IT
Corporate Strategy & IT Department
2020 Sustainability Report | PT ADHI KARYA (Persero) Tbk. 45
Overcoming Challenges, Attaining SustainabilityMengatasi Tantangan, Mencapai Keberlanjutan
Bidang Usaha [GRI 102-2] [C.4]Line of Business [GRI 102-2] [C.4]
• Kegiatan Usaha Berdasarkan Anggaran Dasar
Berdasarkan Pasal 3 Anggaran Dasar Perseroan, yang tertuang dalam Akta No. 163 tanggal 28 Mei 2019, maksud dan tujuan serta kegiatan usaha Perseroan adalah melakukan usaha dalam bidang konstruksi, serta menjalankan usaha di bidang jasa konstruksi, properti, industri, energi dan investasi. Dengan dukungan sebelas kantor operasional yang tersebar di seluruh wilayah Indonesia serta didukung enam anak usaha yang dimiliki, Perseroan menjalankan usahanya secara berkelanjutan di seluruh wilayah Indonesia. Segmentasi pasar yang diambil Perseroan berdasarkan sumber pendanaan meliputi proyek pemerintah (APBN/APBD), swasta, dan BUMN. Untuk jenis proyek yang dikerjakan Perseroan dikelompokkan menjadi proyek infrastruktur dan energi, proyek properti, dan proyek lainnya.
Sejak tahun 2016, Perseroan mengedepankan penerapan teknologi diantaranya adalah e-procurement, e-risk, u-shaped girder yang digunakan pada proyek LRT, dan Building Information Modeling (BIM). E-procurement merupakan proses pengadaan barang dan jasa tertentu di lingkungan Perseroan, di mana seluruh proses pengadaan dilakukan sesuai prosedur yang telah ada namun diterapkan secara elektronik. E-risk merupakan aplikasi yang digunakan untuk mendokumentasi tiap tahap manajemen risiko secara otomatis, yang meliputi risiko beserta monitoring-nya. Sementara U-Shape girder merupakan struktur beton yang digunakan Perseroan dalam membangun LRT. Untuk pertama kali U-Shape Girder lahir di Indonesia melalui Pabrik Precast milik Perseroan di Sentul, Bogor, Jawa Barat. BIM merupakan proses yang didukung oleh berbagai alat, teknologi, dan kontrak yang melibatkan pembangkitan dan pengelolaan representasi digital dari karakteristik fisik dan fungsional tempat.
• Bidang Usaha yang Dijalankan Pada Tahun Buku
Pada tahun buku 2020, ADHI telah menjalankan seluruh kegiatan usaha yang dituangkan dalam Anggaran Dasar Perseroan.
• Business Activities Based on the Articles of Association
Based on Article 3 of the Company's Articles of Association, which is stated in Deed No. 163 dated 28 May 2019, the purposes and objectives and business activities of the Company are to conduct business in the construction sector, as well as to conduct business in the fields of construction services, property, industry, energy and investment. With the support of eleven operational offices spread throughout Indonesia and supported by its six subsidiaries, the Company runs its business in a sustainable manner throughout Indonesia. Market segmentation taken by the Company based on funding sources includes government projects (APBN/APBD), private sector, and BUMN. The types of projects carried out by the Company are grouped into infrastructure and energy projects, property projects and other projects.
Since 2016, the Company has put forward the application of technology including e-procurement, e-risk, u-shaped girder used in LRT projects, and Building Information Modeling (BIM). E-procurement is the process of procuring certain goods and services within the Company, where the entire procurement process is carried out according to existing procedures but is applied electronically. E-risk is an application that is used to automatically document each stage of risk management, which includes risks and their monitoring. Meanwhile, the U-Shape girder is a concrete structure used by the Company in building LRT. For the first time, the U-Shape Girder was born in Indonesia through the Company's Precast Factory in Sentul, Bogor, West Java. BIM is a process supported by a variety of tools, technologies, and contracts that involve the generation and management of digital representations of the physical and functional characteristics of a place.
• Business Fields Executed in the Fiscal Year In the fiscal year 2020, ADHI has carried out all its business
activities set forth in the Company's Articles of Association.
PT ADHI KARYA (Persero) Tbk. | Laporan Keberlanjutan 202046
Profil PerusahaanCompany Profile
KonstruksiConstruction
PropertiProperty
• Lima Lini Bisnis ADHI
Lini Bisnis sesuai dengan perubahan terakhir Anggaran Dasar PT Adhi Karya (Persero) Tbk. Berdasarkan Akta Notaris No. 163 Tanggal 28 Mei 2019 yang dibuat oleh Notaris, Shasa Adisa Putri, S.H., M.Kn. sebagai pengganti dari Notaris dan PPAT Ashoya Ratam, S.H., M.Kn., disebutkan Bidang Usaha ADHI sebagai berikut:
Meliputi bidanga. Konstruksi seluruh sektor bangunan Gedung.b. Konstruksi seluruh sektor bangunan sipil
(diantaranya kontruksi jalan, jembatan, jalan dan jembatan kereta api, pelabuhan, dermaga, bendungan, bagunan pengelolaan air bersih dan limbah, stasiun, dan lain-lain)
c. Pekerjaan mekanikal serta elektrikal.d. Pembangunan sarana dan prasarana
perkeretaapianDikerjakan OlehDepartemen Infrastruktur I, Departemen Infrastruktur II, Departemen PerkerataapianDepartemen GedungPT Adhi Persada Gedung (Entitas Anak).
Covers the fields of:a. Construction of all building sectors.b. Construction of all sectors of civil buildings
(including construction of roads, bridges, roads and railroad bridges, ports, docks, dams, building management of clean water and waste, stations, etc.)
c. Mechanical works and electrical.d. Infrastructure Co n s t r u c t i o n
and railroad facilities.
Done ByDepartment of Infrastructure I,Department of Infrastructure II,Railway DepartmentBuilding DepartmentPT Adhi Persada Gedung (Subsidiary).
Meliputi bidangPembangunan High-rise Building (mixed use: komersial, perkantoran, residensial, maupun hotel) dan Landed houseDikerjakan Oleh PT Adhi Persada Properti (Entitas Anak) PT Adhi Commuter Properti (Entitas Anak).
Covers the fields of:Construction of high-rise buildings (mixed use: commercial, offices, residential, and hotels) and landed houses
Done ByPT Adhi Persada Properti (Entitas Anak) PT Adhi Commuter Properti (Entitas Anak).
01 02
• ADHI's Five Business Lines
Business Lines in accordance with the latest amendments to the Articles of Association of PT Adhi Karya (Persero) Tbk. Based on the Notary Deed No. 163 Dated May 28, 2019 made by Notary, Shasa Adisa Putri, S.H., M.Kn. As a substitute for Notary and PPAT Ashoya Ratam, S.H., M.Kn., ADHI Business Fields are mentioned as follows:
2020 Sustainability Report | PT ADHI KARYA (Persero) Tbk. 47
Overcoming Challenges, Attaining SustainabilityMengatasi Tantangan, Mencapai Keberlanjutan
InvestasiInvestasi
Meliputi bidang Industri dan pabrikasi bahan serta komponen produk jadi bidang konstruksi yaitu beton pracetak.Dikerjakan Oleh PT Adhi Persada Beton (Entitas Anak).
Covers the fields of:Manufacture and manufacture of materials and components of finished products in the construction sector, namely precast concrete.
Done ByPT Adhi Persada Beton (Subsidiary).
Meliputi bidang a. Kelistrikan b. Telekomunikasi c. Perminyakan d. Agro Industry dan Pertrokimia e. Perbaikan atau pemeliharaan pekerjaan di atasDikerjakan Oleh Departemen EPC
Covers the fields of:a. Electricalb. Telecommunicationc. Petroleumd. Agro Industry and Chemicalse. Repair or maintenance work above
Done ByEPC Department
Meliputi bidang Kegiatan usaha berupa penyertaan modal pada perusahaan lain dan/atau pengelolaan usaha di bidang prasarana/ sarana dasar (infrastruktur), jalan tol, industri energi baru terbarukan, industri konversi, pengelolaan limbah termasuk Bahan Berbahaya dan Beracun (B3) dan lain-lain.Dikerjakan Oleh Departemen Investasi, PT Dumai Tirta Persada (Entitas Anak).PT Jalintim Adhi Abipraya (Entitas Anak)
Covers the fields of:Business activities in form of capital participation in other companies and/or business management in the field of infrastructure/basic facilities (infrastructure), toll roads, the new renewable energy industry, conversion industry, waste management including Hazardous and Toxic Materials (B3) and others.
Done ByDepartment of Investment,PT Dumai Tirta Persada (Subsidiary)PT Jalintim Adhi Abipraya (Subsidiary)
03 04 05IndustriIndustri
Energi Energy
PT ADHI KARYA (Persero) Tbk. | Laporan Keberlanjutan 202048
Profil PerusahaanCompany Profile
Lokasi Operasi dan Pasar yang Dilayani [GRI 102-4, 102-6]Location of Operation and Markets Served [GRI 102-4, 102-6]
Skala Organisasi [GRI 102-7] [C.3]Organization Scale [GRI 102-7] [C.3]
Perseroan menjalankan usahanya secara berkelanjutan di seluruh wilayah Indonesia. Per 31 Desember 2020, Perseroan memiliki 11 kantor operasional. Produk dan layanan yang diberikan ADHI seluruhnya ditujukan untuk segmen korporasi.
The Company runs its business in a sustainable manner throughout Indonesia. As of December 31, 2020, the Company has 11 operational offices. Products and services provided by ADHI are entirely aimed at the corporate segment.
DeskripsiDescription
SatuanUnit 2020 2019 2018
Jumlah KaryawanNumber of employees
OrangPerson 2.758 2.741 2.304
Jumlah PendapatanTotal Income
Miliar RupiahBillion Rupiah 10.827,9 15.307,9 15.655,5
Jumlah LiabilitasTotal Liabilities
Miliar RupiahBillion Rupiah 32.519 29.681,5 23.806
Jumlah Ekuitas Total Equity
Miliar RupiahBillion Rupiah 5.575 6.834,3 6.285
Jumlah Aset Total assets
Miliar RupiahBillion Rupiah 38.094 36.515,8 30.092
Laba Tahun Berjalan Current year profit
Miliar RupiahBillion Rupiah 24 665 644
Jumlah Produk dan Jasa yang DitawarkanNumber of Products and Services Offered
Lini BisnisBusiness Lines 5 5 5
Jumlah total operasiTotal number of operations
Kantor OperasionalOperations Office 11 11 11
Pemegang saham terbesarThe largest shareholder
PersenPercent
Pemerintah Indonesia 51%
Government of Indonesia 51%
Pemerintah Indonesia 51%
Government of Indonesia 51%
Pemerintah Indonesia 51%
Government of Indonesia 51%
2020 Sustainability Report | PT ADHI KARYA (Persero) Tbk. 49
Overcoming Challenges, Attaining SustainabilityMengatasi Tantangan, Mencapai Keberlanjutan
Informasi Mengenai Karyawan [GRI 102-8]Information Regarding Employees [GRI 102-8]
Per 31 Desember 2020, jumlah karyawan Perseroan mencapai 2.758 orang, mengalami peningkatan 0,1% dibandingkan jumlah karyawan per 31 Desember 2019 yang sebanyak 2.754 orang.
As of December 31, 2020, number of the Company's employees reached 2,758 employees, increased by 0.1% compared to the number of employees as of December 31, 2019, which was 2,754 employees.
Perkembangan Jumlah Karyawan 2017-2020 (orang)Development of Number of Employees 2017-2020 (employees)
2017 2018 2019 2020
2.067
2.754
2.304
2.758
PT ADHI KARYA (Persero) Tbk. | Laporan Keberlanjutan 202050
Profil PerusahaanCompany Profile
Demografi Karyawan Berdasarkan Level Organisasi (orang)Employee Demographics Based on Organization Level (employees)
Demografi Karyawan Berdasarkan Tingkat Pendidikan (orang)Employee Demographics Based on Education Level (employees)
Level OrganisasiLevel of Organization
2020 2019 2018
JumlahTotal
PersentasePercentage
JumlahTotal
PersentasePercentage
JumlahTotal
PersentasePercentage
Direksi Anak PerusahaanDirectors of Subsidiaries 16 0,6% 15 0,5% 14 0,61
General ManagerGeneral Manager 22 0,8% 18 0,7% 14 0,61
Manajer DivisiDivision Manager 151 5,5% 158 5,7% 142 0,17
Tenaga AhliSpecialist 17 0,6% 14 0,5% 15 0,65
Senior StaffSenior Staff 178 6,5% 156 5,7% 141 6,12
StaffStaff 648 23,5% 617 22,4% 453 19,66
AdminAdmin 43 1,6% 39 1,4% 45 1,95
Project Manager (PM)Project Manager (PM) 193 7,0% 196 7,1% 188 8,16
Level 2 ProyekLevel 2 Project 632 22,9% 577 21,0% 546 23,70
Level 3 ProyekLevel 3 Project 820 29,7% 915 33,2% 616 26,74
Level 4 ProyekLevel 4 Project 38 1,4% 49 1,8% 129 5,60
Level 5 ProyekLevel 5 Project 0 0,0% 0 0,0% 1 0,04
JumlahTotal 2.758 100,00% 2.754 100,0% 2.304 100,00
Level OrganisasiLevel of Organization
2020 2019 2018
JumlahTotal
PersentasePercentage
JumlahTotal
PersentasePercentage
JumlahTotal
PersentasePercentage
S3 2 0,1% 2 0,1% 2 0,09
S2 230 8,3% 217 7,9% 80 3,47
S1 1.872 67,9% 1;878 68,2% 1.556 67,53
D4 32 1,2% 32 1,2% 14 0,61
D3 300 10,9% 299 10,9% 319 13,85
D2 4 0,1% 2 0,1% 2 0,09
D1 6 0,2% 6 0,2% 7 0,30
SMA/SMK/STM 310 11,2% 316 11,5% 321 13,93
SMP 2 0,1% 2 0,1% 2 0,09
SD 0 0,0% 2 0,1% 1 0,04
JumlahTotal 2.758 100,0% 2.754 7,9% 2.304 100,00
2020 Sustainability Report | PT ADHI KARYA (Persero) Tbk. 51
Overcoming Challenges, Attaining SustainabilityMengatasi Tantangan, Mencapai Keberlanjutan
Demografi Karyawan Berdasarkan Status Kepegawaian (orang)Employee Demographics Based on Employment Status (employees)
Demografi Karyawan Berdasarkan Rentang Usia (orang)Employee Demographics by Age Range (employees)
Demografi Karyawan Berdasarkan Gender/Jenis Kelamin (orang)Employee Demographics by Gender (employees)
Status KepegawaianEmployment Status
2020 2019 2018
JumlahTotal
PersentasePercentage
JumlahTotal
PersentasePercentage
JumlahTotal
PersentasePercentage
Tetap /Permanent 1.894 68,7% 1.739 63% 1.545 67,06
Tidak Tetap /Non-Permanent 864 31,3% 1.015 37% 759 32,94
Jumlah /Total 2.758 100,0% 2.754 100% 2.304 100,00
Rentang UsiaAge Range
2020 2019 2018
JumlahTotal
PersentasePercentage
JumlahTotal
PersentasePercentage
JumlahTotal
PersentasePercentage
>30 tahun /years old 996 36,1% 976 35,4% 682 29,6
>31-45 tahun /years old 1.038 37,6% 1017 36,9% 951 41,2
>46-55 tahun /years old 686 24,9% 683 24,8% 632 27,4
>55 tahun /years old 38 1,4% 78 2,8% 39 1,7
Jumlah /Total 2.758 100,0% 2.754 100,0% 2.304 100,00
Level OrganisasiLevel of Organization
2020 2019 2018
JumlahTotal
PersentasePercentage
JumlahTotal
PersentasePercentage
JumlahTotal
PersentasePercentage
Laki-laki /Male 2.292 83,1% 2.295 83,3% 1.987 86,24
Perempuan /Female 466 16,9% 459 16,7% 317 13,76
Jumlah /Total 2.758 100,0% 2.754 100,0% 2.304 100,00
PT ADHI KARYA (Persero) Tbk. | Laporan Keberlanjutan 202052
Profil PerusahaanCompany Profile
Rantai Pasokan [GRI 102-9]Supply Chain [GRI 102-9]
Untuk menjalankan lima lini bisnis yang beragam, ADHI memerlukan berbagai barang dan jasa yang tidak bisa dipenuhi secara mandiri. Untuk itu, Perseroan menggandeng pemasok/vendor, baik barang maupun jasa, untuk pemenuhan kebutuhan tersebut. Dalam pengadaan barang dan jasa, ADHI sangat memperhatikan proses pengadaan barang/jasa sebagai bagian dari proses bisnis sehingga dapat memberikan manfaat bagi Perseroan maupun bagi pihak ketiga (pemasok/vendor). Guna mendukung proses pengadaan yang transparan, Direksi ADHI menerbitkan Surat Keputusan Direksi PT Adhi Karya (Persero) Tbk., Nomor: 014-6/208/208 tentang Penyempurnaan Kebijakan Pengadaan Barang dan Jasa si Lingkungan PT Adhi Karya (Persero) Tbk. pada tanggal 7 Juni 2018. [GRI 103-1, 103-2]
Sejalan dengan komitmen pengadaan barang dan jasa yang transparan, ADHI telah mengembangkan e-procurement, yaitu proses pengadaan barang dan jasa tertentu di lingkungan Perseroan, dimana seluruh proses pengadaan dilakukan sesuai prosedur yang telah ada, namun diterapkan secara elektronik. Untuk mendukung e-procurement, ADHI telah memiliki Daftar Penyedia Barang dan Jasa yang terpilih (Vendor Approved List/VAL dan Subcontractor Approved List/SAL) yang dapat mengikuti pengadaan barang dan jasa yang diselenggarakan Perseroan
Salah satu prinsip yang dianut ADHI dalam pengadaan barang dan jasa adalah adil/tidak diskriminatif. Dengan prinsip ini, maka Perseroan memberikan perlakuan yang sama terhadap semua calon rekanan sehingga terwujud persaingan yang sehat dan tidak mengarah adanya pemberian keuntungan kepada pihak tertentu dengan dan atau alasan apapun.
Selanjutnya, sesuai dengan rencana sebelumnya, pada tahun 2020, ADHI sudah mulai menerapkan CSMS (Construction Safety Management System), yaitu kontraktor-kontraktor lokal didorong untuk memiliki standar mutu dan keselamatan kerja yang tinggi sesuai dengan standar yang diterapkan oleh Perseroan. Langkah itu perlu diambil untuk meningkatkan reputasi kontraktor sehingga menjadi nilai tambah tersendiri bagi kontraktor dalam menangani suatu proyek.
Dalam perkembangannya, dengan terbitnya Peraturan Menteri Badan Usaha Milik Negara Republik Indonesia Nomor PER-08/MBU/12/2019 tentang Pedoman Umum Pelaksanaan Pengadaan Barang dan Jasa Badan Usaha Milik Negara, maka pengadaan barang dan jasa di ADHI merujuk pada peraturan tersebut. Sebagai salah satu BUMN, Perseroan mendukung spirit dalam peraturan tersebut, yaitu “Mengutamakan penggunaan produksi dalam negeri, rancang bangun dan perekayasaan nasional, serta perluasan kesempatan bagi usaha kecil sepanjang kualitas, harga, dan tujuannya dapat dipertanggungjawabkan.”
To run five diverse business lines, ADHI requires a variety of goods and services that cannot be fulfilled independently. For this reason, the Company collaborates with suppliers/vendors, both goods and services, to meet these needs. In the procurement of goods and services, ADHI pays close attention to the process of procuring goods/services as part of the business process so that it can provide benefits for the Company and for third parties (suppliers/vendors). In order to support a transparent procurement process, the ADHI Board of Directors issued the Decree of the Board of Directors of PT Adhi Karya (Persero) Tbk., Number: 014-6/208/208 concerning the Improvement of the Environmental Goods and Services Procurement Policy of PT Adhi Karya (Persero) Tbk. on June 7, 2018. [GRI 103-1, 103-2]
In line with the commitment to transparent goods and services procurement, ADHI has developing e-procurement, namely the process of procuring certain goods and services within the Company, where the entire procurement process is carried out according to existing procedures, but is applied electronically. To support e-procurement, ADHI already has a list of selected providers of goods and services (Vendor Approved List/VAL and Subcontractor Approved List/SAL) who can participate in the procurement of goods and services organized by the Company.
One of the principles adhered to by ADHI in the procurement of goods and services is fair/non-discriminatory. With this principle, the Company provides equal treatment to all prospective partners so as to create fair competition and not lead to the giving of benefits to certain parties for any and or any reason.
Furthermore, in accordance with the previous plan, in 2020, ADHI has started implementing CSMS (Construction Safety Management System), where local contractors are encouraged to have high quality and work safety standards in accordance with the standards applied by the Company. This step needs to be taken to improve the reputation of the contractor so that it becomes an added value for the contractor in handling a project.
In its development, with the issuance of the Regulation of the Minister of State Owned Enterprises of the Republic of Indonesia Number PER-08/MBU/12/2019 concerning General Guidelines for the Implementation of the Procurement of Goods and Services for State-Owned Enterprises, the procurement of goods and services at ADHI refers to this regulation. As one of the BUMNs, the Company supports the spirit of this regulation, namely "Prioritizing the use of domestic production, national design and engineering, as well as expanding opportunities for small businesses as long as the quality, price and purpose can be accounted for. "
2020 Sustainability Report | PT ADHI KARYA (Persero) Tbk. 53
Overcoming Challenges, Attaining SustainabilityMengatasi Tantangan, Mencapai Keberlanjutan
Sesuai dengan spirit tersebut, dalam pengadaan barang dan jasa, ADHI berusaha semaksimal mungkin untuk mengutamakan dan memberdayakan pemasok lokal, yaitu pemasok yang domisili perusahaannya sama dengan wilayah operasi kantor cabang dimana proyek tersebut ada. Kategori yang lain adalah pemasok non-lokal, yaitu pemasok yang domisili perusahaannya di luar wilayah operasi kantor cabang dimana proyek tersebut ada. Berdasarkan kriteria atau kategorisasi tersebut di atas, maka rantai pasokan ADHI selama tahun 2018-2020 adalah sebagai berikut: [GRI 103-3, 204-1]
Pemasok Barang dan Jasa Tahun 2018-2020Goods and Services Suppliers in 2018-2020
KeteranganDescription
Jumlah Pemasok*Total Suppliers
2020 2019
Lokal / Local 22 117
Non-lokal / Non-Local 48 12
Jumlah / Total 70 129
*Berdasarkan keikutsertaan dalam e-procurement* Based on participation in e-procurement
Perubahan Signifikan pada Organisasi dan Rantai Pasokan [GRI 102-10] [C.6] Pada tahun 2020, terdapat perubahan signifikan di ADHI, antara lain, pendirian Anak Perusahaan PT Jalintim Adhi Abipraya, yang didirikan berdasarkan Akta Notaris No 42 Tanggal 13 Juli 2020. Pendirian anak perusahaan ini telah mendapatkan persetujuan dari Menteri Hukum dan Hak Asasi Manusia Republik Indonesia dengan surat No. AHU-0032956.AH.01.01 Tahun 2020 tanggal 13 Juli 2020. Pendirian PT Jalintim Adhi Abipraya merupakan kewajiban bagi ADHI dan Brantas Abipraya sebagai pemenang tender proyek KPBU (Kerjasama Pemerintah dengan Badan Usaha) Jalan Lintas Timur Sumatera. Di anak perusahaan ini, ADHI menguasai 60 persen kepemilikan saham, sedangkan 40 persen lainnya dimiliki oleh PT Brantas Abipraya.
Sementara itu, pada rantai pasokan, perubahan terjadi dengan adanya pengurangan jumlah pemasok, dari 129 pemasok pada tahun 2019 menjadi 70 pemasok pada tahun 2020. Pengurangan jumlah pemasok tersebut diikuti dengan penambahan nilai kontrak, yaitu dari Rp1,1 triliun pada tahun 2019 menjadi Rp1,7 Triliun pada tahun 2020. Perubahan pada rantai pasokan tersebut tidak mempengaruhi upaya ADHI untuk mewujudkan target-target yang telah ditetapkan sebelumnya.
Significant Changes to the Organization and Supply Chain[GRI 102-10] [C.6]
In 2020, there were significant changes at ADHI, among others, the establishment of a subsidiary company PT Jalintim Adhi Abipraya, which was established based on Notary Deed No. 42 dated 13 July 2020. The establishment of this subsidiary has received approval from the Minister of Law and Human Rights of the Republic of Indonesia with letter No. AHU-0032956.AH.01.01 Year 2020 dated 13 July 2020. The establishment of PT Jalintim Adhi Abipraya is an obligation for ADHI and Brantas Abipraya as winners of the PPP project tender (Government Cooperation with Business Entities) Jalan Lintas Timur Sumatra. In this subsidiary, ADHI controls 60 percent of share ownership, while the other 40 percent is owned by PT Brantas Abipraya.
Meanwhile, in the supply chain, changes occurred with a reduction in the number of suppliers, from 129 suppliers in 2019 to 70 suppliers in 2020. The reduction in the number of suppliers was followed by an increase in contract value, from Rp1.1 trillion in 2019 to Rp1. 7 Trillion in 2020. The changes in the supply chain will not affect ADHI's efforts to achieve the targets that have been previously set.
In accordance with this spirit, in the procurement of goods and services, ADHI tries its best to prioritize and empower local suppliers, namely suppliers whose company domicile is the same as the operational area of the branch office where the project is located. Another category is non-local suppliers, namely suppliers whose company domicile is outside the operational area of the branch office where the project exists. Based on the criteria or categorization above, the ADHI supply chain during 2018-2020 is as follows: [GRI 103-3, 204-1]
PT ADHI KARYA (Persero) Tbk. | Laporan Keberlanjutan 202054
Profil PerusahaanCompany Profile
Pendekatan atau Prinsip Pencegahan [GRI 102-11]
Dalam menjalankan usaha, ADHI menghadapi berbagai risiko yang berpotensi menghambat pencapaian kinerja dan target-target yang telah ditetapkan dalam Rencana Kerja dan Anggaran Perusahaan (RKAP). Untuk itu, Perseroan telah menerapkan kebijakan Manajemen Risiko sehingga berbagai risiko yang dihadapi akan dapat diidentifikasi, dikelola, dikendalikan, dan dilakukan mitigasi secara tepat. Dengan demikian, apabila risiko tidak bisa dicegah, risiko tersebut tidak menimbulkan dampak negatif yang signifikan bagi Perseroan. Dalam mengelola risiko, ADHI menggunakan pedoman SNI ISO 31000: 2018, dan telah menuangkannya di dalam roadmap akselerasi penerapan manajemen risiko.Uraian tentang Manajemen Risiko selengkapnya disajikan dalam Bab Tata Kelola Keberlanjutan pada laporan ini.
Inisiatif Eksternal [GRI 102-12]Untuk mendapatkan hasil dan kinerja terbaik, ADHI mengadopsi berbagai standar eksternal yang relevan dengan kegiatan usaha Perseroan, antara lain, sertifikasi yang berskala nasional maupun internasional. Komitmen Perseroan dalam menerapkan operasional usaha dengan berpedoman pada standar terbaik tersebut telah mendapatkan apresiasi dari pihak eksternal dengan memberikan penghargaan. Sertifikasi yang berlaku dan penghargaan yang diperoleh selama tahun pelaporan adalah sebagai berikut:
• Sertifikasi
ISO 9001 : 2015
Masa BerlakuValidity period
: 27 Juli 2021July 27, 2021
Deskripsi SingkatShort Description
: Sistem Manajemen Mutu (ISO 9001:2015)Quality management system (ISO 9001: 2015)
Lembaga (yang memberikan)Institutions (which provide)
: United Registrar of Systems (URS)United Registrar of Systems (URS)
Precautionary Principles or Approaches [GRI 102-11]
In running a business, ADHI faces various risks that have the potential to hinder the achievement of performance and targets set in the Company's Work Plan and Budget (RKAP). To that end, the Company has implemented a Risk Management policy so that the various risks faced can be identified, managed, controlled and mitigated appropriately. Thus, if the risks cannot be prevented, these risks will not have a significant negative impact on the Company. In managing risk, ADHI uses the SNI ISO 31000: 2018 guidelines, and has included it in the roadmap for accelerating risk management implementation. A complete description of Risk Management is presented in the Sustainable Governance Chapter of this report.
External Initiatives [GRI 102-12]
To get the best results and performance, ADHI adopts various external standards that are relevant to the Company's business activities, including national and international certification. The Company's commitment to implementing business operations based on the best standards has received appreciation from external parties by providing awards. The applicable certifications and awards obtained during the reporting year are as follows:
• Certification
2020 Sustainability Report | PT ADHI KARYA (Persero) Tbk. 55
Overcoming Challenges, Attaining SustainabilityMengatasi Tantangan, Mencapai Keberlanjutan
ISO 45001:2018
Masa BerlakuValidity period
: 27 Juli 2021July 27, 2021
Deskripsi SingkatShort Description
: Sistem Manajemen Keselematan dan Kesehatan Kerja (ISO 45001:2018)Occupational Health and Safety Management System (ISO 45001: 2018)
Lembaga (yang memberikan)Institutions (which provide)
: United Registrar of Systems (URS)United Registrar of Systems (URS)
ISO 14001:2015
Masa BerlakuMasa Berlaku
: 27 Juli 2021July 27, 2021
Deskripsi SingkatDeskripsi Singkat
: Sistem Manajemen Lingkungan (ISO 14001:2015)Environmental Management System (ISO 14001: 2015)
Lembaga (yang memberikan)Lembaga (yang memberikan)
: United Registrar of Systems (URS)United Registrar of Systems (URS)
Sertifikat SMK3 Kementrian Ketenagakerjaan RI Sertifikat SMK3 Kementrian Ketenagakerjaan RI
Masa BerlakuValidity period
: 17 Oktober 2023October 13, 2023
Deskripsi SingkatShort Description
: Pencapaian 89.15% untuk kategori tingkat lanjutan (166 kriteria)Achievement of 89.15% for the advanced level category (166 criteria)
Lembaga (yang memberikan)Institutions (which provide)
: Menteri Ketenagakerjaan Republik IndonesiaManpower of The Republik of Indonesia)
PT ADHI KARYA (Persero) Tbk. | Laporan Keberlanjutan 202056
Profil PerusahaanCompany Profile
SNI ISO 37001:2016
Masa BerlakuValidity period
: 1 September 2023September 1, 2023
Deskripsi SingkatShort Description
: Sistem Manajemen Anti Penyuapan (SNI ISO 37001:2016)Anti-Bribery Management System (SNI ISO 37001: 2016)
Lembaga (yang memberikan)Institutions (which provide)
: Sucofindo International Certification ServicesSucofindo International Certification Services
ISO 19650-2-2018
Masa BerlakuMasa Berlaku
: 14 September 2021September 14, 2024
Deskripsi SingkatDeskripsi Singkat
: Menyediakan layanan desain, konstrusi dan commissioning yang sesuai dengan BIM level 2 ISO 19650-1:2018 dan ISO 19650-2:2018Provide design, construction and commissioning services in accordance with BIM level 2 ISO 19650-1: 2018 and ISO 19650-2: 2018
Lembaga (yang memberikan)Lembaga (yang memberikan)
: Balai Sertifikasi Industri (BSI)Industrial Certification Center
Verification CertificateNo. VC 733181
First Issued: 2020-09-15 Effective Date: 2020-09-15Latest Issue: 2020-09-15 Expiry Date: 2021-09-14
Page: 1 of 2This certificate has been issued by and remains the property of BSI Assurance UK Ltd, Kitemark Court, Davy Avenue, Knowlhill, Milton Keynes MK5 8PP, UnitedKingdom and should be returned immediately upon request.To check its validity telephone +44 (0) 345 080 9000. An electronic certificate can be authenticated online.
BSI Assurance UK Limited, registered in England under number 7805321 at 389 Chiswick High Road, London W4 4AL, UK.A member of BSI Group of Companies.
Verification Certificate
This is to certify that: Adhi Karya (Persero)Tbk PTSouth BuildingJl. Raya Pasar Minggu Km.18Jakarta SelatanDKI Jakarta12510Indonesia
Holds Certificate Number: VC 733181
In respect of:
ISO 19650-2:2018 Organization and digitization of information about buildings and civil engineering
works, including building information modelling (BIM) - Information management using building
information modelling. Part 2: Delivery phase of the assets.
Providing design, construction and commissioning services complying with BIM Level 2 in accordance
with ISO 19650-1:2018 & ISO 19650-2:2018.
For and on behalf of BSI: Chris Lewis - Certification Director, Product Certification
First Issued: 2020-09-15 Effective Date: 2020-09-15Latest Issue: 2020-09-15 Expiry Date: 2021-09-14
Page: 1 of 2
This certificate has been issued by and remains the property of BSI Assurance UK Ltd, Kitemark Court, Davy Avenue, Knowlhill, Milton Keynes MK5 8PP, UnitedKingdom and should be returned immediately upon request.To check its validity telephone +44 (0) 345 080 9000. An electronic certificate can be authenticated online.
BSI Assurance UK Limited, registered in England under number 7805321 at 389 Chiswick High Road, London W4 4AL, UK.A member of BSI Group of Companies.
Verification CertificateNo. VC 733181
First Issued: 2020-09-15 Effective Date: 2020-09-15Latest Issue: 2020-09-15 Expiry Date: 2021-09-14
Page: 1 of 2This certificate has been issued by and remains the property of BSI Assurance UK Ltd, Kitemark Court, Davy Avenue, Knowlhill, Milton Keynes MK5 8PP, UnitedKingdom and should be returned immediately upon request.To check its validity telephone +44 (0) 345 080 9000. An electronic certificate can be authenticated online.
BSI Assurance UK Limited, registered in England under number 7805321 at 389 Chiswick High Road, London W4 4AL, UK.A member of BSI Group of Companies.
Verification Certificate
This is to certify that: Adhi Karya (Persero)Tbk PTSouth BuildingJl. Raya Pasar Minggu Km.18Jakarta SelatanDKI Jakarta12510Indonesia
Holds Certificate Number: VC 733181
In respect of:
ISO 19650-2:2018 Organization and digitization of information about buildings and civil engineering
works, including building information modelling (BIM) - Information management using building
information modelling. Part 2: Delivery phase of the assets.
Providing design, construction and commissioning services complying with BIM Level 2 in accordance
with ISO 19650-1:2018 & ISO 19650-2:2018.
For and on behalf of BSI: Chris Lewis - Certification Director, Product Certification
First Issued: 2020-09-15 Effective Date: 2020-09-15Latest Issue: 2020-09-15 Expiry Date: 2021-09-14
Page: 1 of 2
This certificate has been issued by and remains the property of BSI Assurance UK Ltd, Kitemark Court, Davy Avenue, Knowlhill, Milton Keynes MK5 8PP, UnitedKingdom and should be returned immediately upon request.To check its validity telephone +44 (0) 345 080 9000. An electronic certificate can be authenticated online.
BSI Assurance UK Limited, registered in England under number 7805321 at 389 Chiswick High Road, London W4 4AL, UK.A member of BSI Group of Companies.
Verification CertificateNo. VC 733181
First Issued: 2020-09-15 Effective Date: 2020-09-15Latest Issue: 2020-09-15 Expiry Date: 2021-09-14
Page: 1 of 2This certificate has been issued by and remains the property of BSI Assurance UK Ltd, Kitemark Court, Davy Avenue, Knowlhill, Milton Keynes MK5 8PP, UnitedKingdom and should be returned immediately upon request.To check its validity telephone +44 (0) 345 080 9000. An electronic certificate can be authenticated online.
BSI Assurance UK Limited, registered in England under number 7805321 at 389 Chiswick High Road, London W4 4AL, UK.A member of BSI Group of Companies.
Verification Certificate
This is to certify that: Adhi Karya (Persero)Tbk PTSouth BuildingJl. Raya Pasar Minggu Km.18Jakarta SelatanDKI Jakarta12510Indonesia
Holds Certificate Number: VC 733181
In respect of:
ISO 19650-2:2018 Organization and digitization of information about buildings and civil engineering
works, including building information modelling (BIM) - Information management using building
information modelling. Part 2: Delivery phase of the assets.
Providing design, construction and commissioning services complying with BIM Level 2 in accordance
with ISO 19650-1:2018 & ISO 19650-2:2018.
For and on behalf of BSI: Chris Lewis - Certification Director, Product Certification
First Issued: 2020-09-15 Effective Date: 2020-09-15Latest Issue: 2020-09-15 Expiry Date: 2021-09-14
Page: 1 of 2
This certificate has been issued by and remains the property of BSI Assurance UK Ltd, Kitemark Court, Davy Avenue, Knowlhill, Milton Keynes MK5 8PP, UnitedKingdom and should be returned immediately upon request.To check its validity telephone +44 (0) 345 080 9000. An electronic certificate can be authenticated online.
BSI Assurance UK Limited, registered in England under number 7805321 at 389 Chiswick High Road, London W4 4AL, UK.A member of BSI Group of Companies.
Verification CertificateNo. VC 733181
First Issued: 2020-09-15 Effective Date: 2020-09-15Latest Issue: 2020-09-15 Expiry Date: 2021-09-14
Page: 1 of 2This certificate has been issued by and remains the property of BSI Assurance UK Ltd, Kitemark Court, Davy Avenue, Knowlhill, Milton Keynes MK5 8PP, UnitedKingdom and should be returned immediately upon request.To check its validity telephone +44 (0) 345 080 9000. An electronic certificate can be authenticated online.
BSI Assurance UK Limited, registered in England under number 7805321 at 389 Chiswick High Road, London W4 4AL, UK.A member of BSI Group of Companies.
Verification Certificate
This is to certify that: Adhi Karya (Persero)Tbk PTSouth BuildingJl. Raya Pasar Minggu Km.18Jakarta SelatanDKI Jakarta12510Indonesia
Holds Certificate Number: VC 733181
In respect of:
ISO 19650-2:2018 Organization and digitization of information about buildings and civil engineering
works, including building information modelling (BIM) - Information management using building
information modelling. Part 2: Delivery phase of the assets.
Providing design, construction and commissioning services complying with BIM Level 2 in accordance
with ISO 19650-1:2018 & ISO 19650-2:2018.
For and on behalf of BSI: Chris Lewis - Certification Director, Product Certification
First Issued: 2020-09-15 Effective Date: 2020-09-15Latest Issue: 2020-09-15 Expiry Date: 2021-09-14
Page: 1 of 2
This certificate has been issued by and remains the property of BSI Assurance UK Ltd, Kitemark Court, Davy Avenue, Knowlhill, Milton Keynes MK5 8PP, UnitedKingdom and should be returned immediately upon request.To check its validity telephone +44 (0) 345 080 9000. An electronic certificate can be authenticated online.
BSI Assurance UK Limited, registered in England under number 7805321 at 389 Chiswick High Road, London W4 4AL, UK.A member of BSI Group of Companies.
Verification CertificateNo. VC 733181
First Issued: 2020-09-15 Effective Date: 2020-09-15Latest Issue: 2020-09-15 Expiry Date: 2021-09-14
Page: 1 of 2This certificate has been issued by and remains the property of BSI Assurance UK Ltd, Kitemark Court, Davy Avenue, Knowlhill, Milton Keynes MK5 8PP, UnitedKingdom and should be returned immediately upon request.To check its validity telephone +44 (0) 345 080 9000. An electronic certificate can be authenticated online.
BSI Assurance UK Limited, registered in England under number 7805321 at 389 Chiswick High Road, London W4 4AL, UK.A member of BSI Group of Companies.
Verification Certificate
This is to certify that: Adhi Karya (Persero)Tbk PTSouth BuildingJl. Raya Pasar Minggu Km.18Jakarta SelatanDKI Jakarta12510Indonesia
Holds Certificate Number: VC 733181
In respect of:
ISO 19650-2:2018 Organization and digitization of information about buildings and civil engineering
works, including building information modelling (BIM) - Information management using building
information modelling. Part 2: Delivery phase of the assets.
Providing design, construction and commissioning services complying with BIM Level 2 in accordance
with ISO 19650-1:2018 & ISO 19650-2:2018.
For and on behalf of BSI: Chris Lewis - Certification Director, Product Certification
First Issued: 2020-09-15 Effective Date: 2020-09-15Latest Issue: 2020-09-15 Expiry Date: 2021-09-14
Page: 1 of 2
This certificate has been issued by and remains the property of BSI Assurance UK Ltd, Kitemark Court, Davy Avenue, Knowlhill, Milton Keynes MK5 8PP, UnitedKingdom and should be returned immediately upon request.To check its validity telephone +44 (0) 345 080 9000. An electronic certificate can be authenticated online.
BSI Assurance UK Limited, registered in England under number 7805321 at 389 Chiswick High Road, London W4 4AL, UK.A member of BSI Group of Companies.
Verification CertificateNo. VC 733181
First Issued: 2020-09-15 Effective Date: 2020-09-15Latest Issue: 2020-09-15 Expiry Date: 2021-09-14
Page: 1 of 2This certificate has been issued by and remains the property of BSI Assurance UK Ltd, Kitemark Court, Davy Avenue, Knowlhill, Milton Keynes MK5 8PP, UnitedKingdom and should be returned immediately upon request.To check its validity telephone +44 (0) 345 080 9000. An electronic certificate can be authenticated online.
BSI Assurance UK Limited, registered in England under number 7805321 at 389 Chiswick High Road, London W4 4AL, UK.A member of BSI Group of Companies.
Verification Certificate
This is to certify that: Adhi Karya (Persero)Tbk PTSouth BuildingJl. Raya Pasar Minggu Km.18Jakarta SelatanDKI Jakarta12510Indonesia
Holds Certificate Number: VC 733181
In respect of:
ISO 19650-2:2018 Organization and digitization of information about buildings and civil engineering
works, including building information modelling (BIM) - Information management using building
information modelling. Part 2: Delivery phase of the assets.
Providing design, construction and commissioning services complying with BIM Level 2 in accordance
with ISO 19650-1:2018 & ISO 19650-2:2018.
For and on behalf of BSI: Chris Lewis - Certification Director, Product Certification
First Issued: 2020-09-15 Effective Date: 2020-09-15Latest Issue: 2020-09-15 Expiry Date: 2021-09-14
Page: 1 of 2
This certificate has been issued by and remains the property of BSI Assurance UK Ltd, Kitemark Court, Davy Avenue, Knowlhill, Milton Keynes MK5 8PP, UnitedKingdom and should be returned immediately upon request.To check its validity telephone +44 (0) 345 080 9000. An electronic certificate can be authenticated online.
BSI Assurance UK Limited, registered in England under number 7805321 at 389 Chiswick High Road, London W4 4AL, UK.A member of BSI Group of Companies.
Verification CertificateNo. VC 733181
First Issued: 2020-09-15 Effective Date: 2020-09-15Latest Issue: 2020-09-15 Expiry Date: 2021-09-14
Page: 1 of 2This certificate has been issued by and remains the property of BSI Assurance UK Ltd, Kitemark Court, Davy Avenue, Knowlhill, Milton Keynes MK5 8PP, UnitedKingdom and should be returned immediately upon request.To check its validity telephone +44 (0) 345 080 9000. An electronic certificate can be authenticated online.
BSI Assurance UK Limited, registered in England under number 7805321 at 389 Chiswick High Road, London W4 4AL, UK.A member of BSI Group of Companies.
Verification Certificate
This is to certify that: Adhi Karya (Persero)Tbk PTSouth BuildingJl. Raya Pasar Minggu Km.18Jakarta SelatanDKI Jakarta12510Indonesia
Holds Certificate Number: VC 733181
In respect of:
ISO 19650-2:2018 Organization and digitization of information about buildings and civil engineering
works, including building information modelling (BIM) - Information management using building
information modelling. Part 2: Delivery phase of the assets.
Providing design, construction and commissioning services complying with BIM Level 2 in accordance
with ISO 19650-1:2018 & ISO 19650-2:2018.
For and on behalf of BSI: Chris Lewis - Certification Director, Product Certification
First Issued: 2020-09-15 Effective Date: 2020-09-15Latest Issue: 2020-09-15 Expiry Date: 2021-09-14
Page: 1 of 2
This certificate has been issued by and remains the property of BSI Assurance UK Ltd, Kitemark Court, Davy Avenue, Knowlhill, Milton Keynes MK5 8PP, UnitedKingdom and should be returned immediately upon request.To check its validity telephone +44 (0) 345 080 9000. An electronic certificate can be authenticated online.
BSI Assurance UK Limited, registered in England under number 7805321 at 389 Chiswick High Road, London W4 4AL, UK.A member of BSI Group of Companies.
• Penghargaan
No Kategori AwardAward Category
Nama Award - PenyelenggaraName - Organizer
TanggalDate
SkalaScale
1
CEO Safety Leadership Award [Budi Harto - ADHI]CEO Safety Leadership Award [Budi Harto - ADHI]
INDONESIA CONSTRUCTION SAFETY AWARDS (ICSA) - A2K4 & Ditjen Bina Konstruksi KPUPRINDONESIA CONSTRUCTION SAFETY AWARDS (ICSA) - A2K4 & Directorate General of Construction KPUPR Development
15 Januari 2020January, 15 2020
NasionalNational
2
Directorship Safety Performance Award for SOE [Partha Sarathi - ADHI]Directorship Safety Performance Award for SOE [Partha Sarathi - ADHI]
INDONESIA CONSTRUCTION SAFETY AWARDS (ICSA) - A2K4 & Ditjen Bina Konstruksi KPUPRINDONESIA CONSTRUCTION SAFETY AWARDS (ICSA) - A2K4 & Directorate General of Construction KPUPR Development
15 Januari 2020January, 15 2020
NasionalNational
3
Directorship Safety Performance Award for Private Sector [Koorniawan Rohadi Purwo - APG]Directorship Safety Performance Award for Private Sector [Koorniawan Rohadi Purwo - APG]
INDONESIA CONSTRUCTION SAFETY AWARDS (ICSA) - A2K4 & Ditjen Bina Konstruksi KPUPRINDONESIA CONSTRUCTION SAFETY AWARDS (ICSA) - A2K4 & Directorate General of Construction KPUPR Development
15 Januari 2020January, 15 2020
NasionalNational
• Awards
2020 Sustainability Report | PT ADHI KARYA (Persero) Tbk. 57
Overcoming Challenges, Attaining SustainabilityMengatasi Tantangan, Mencapai Keberlanjutan
No Kategori AwardAward Category
Nama Award - PenyelenggaraName - Organizer
TanggalDate
SkalaScale
4
Best HSE Performance untuk kategori Pabrik Beton Precast [APB]Best HSE Performance for Precast Concrete Factory [APB] category
INDONESIA CONSTRUCTION SAFETY AWARDS (ICSA) - A2K4 & Ditjen Bina Konstruksi KPUPRINDONESIA CONSTRUCTION SAFETY AWARDS (ICSA) - A2K4 & Directorate General of Construction KPUPR Development
15 Januari 2020January, 15 2020
NasionalNational
5
Penerapan Manajemen Keselamatan Konstruksi terbaik kategori Infrastruktur Transportasi KA [Proyek LRT Ruas Mampang-Dukuh Atas - DPKA]Application of the best Construction Safety Management in the Railway Transportation Infrastructure category
INDONESIA CONSTRUCTION SAFETY AWARDS (ICSA) - A2K4 & Ditjen Bina Konstruksi KPUPRINDONESIA CONSTRUCTION SAFETY AWARDS (ICSA) - A2K4 & Directorate General of Construction KPUPR Development
15 Januari 2020January, 15 2020
NasionalNational
6
Penerapan Manajemen Keselamatan Konstruksi terbaik kategori Infrastruktur Transportasi Laut [Proyek Patimban ADHI Jo]Application of the best Construction Safety Management in the Sea Transportation Infrastructure category
INDONESIA CONSTRUCTION SAFETY AWARDS (ICSA) - A2K4 & Ditjen Bina Konstruksi KPUPRINDONESIA CONSTRUCTION SAFETY AWARDS (ICSA) - A2K4 & Directorate General of Construction KPUPR Development
15 Januari 2020January, 15 2020
NasionalNational
7 2nd The Best2nd The Best
Corporate Secretary & Communication Award V 2020 - Economic ReviewCorporate Secretary & Communication Award V 2020 - Economic Review
07 Februari 2020February 7, 2020
NasionalNational
8 Kategori GoldGold Category
Indonesia CSR Brand Equity Award 2020 - The IconomicsIndonesia CSR Brand Equity Award 2020 - The Iconomics
27 Februari 2020February 27, 2020
NasionalNational
9
3rd place Technology Breakthrough [Artificial Intelligence In Construction Industry Machine Learning: for Safety Morning]
BUMN MILLENNIAL INNOVATION SUMMIT 2020 - KBUMNBUMN MILLENNIAL INNOVATION SUMMIT 2020 - KBUMN
30 Juli 2020July 30, 2020
NasionalNational
10 Kategori GoldGold Category
Financial Zoominar & Indonesia Finance Award-III-2020 (IFA) - Economic ReviewFinancial Zoominar & Indonesia Finance Award-III-2020 (IFA) - Economic Review
08 Oktober 2020October 8, 2020
NasionalNational
11 1st The Best IT For Public Company1st The Best IT For Public Company
Indonesia IT Award III 2020 - Economic ReviewIndonesia IT Award III 2020 - Economic Review
08 November 2020November 8, 2020
NasionalNational
12
Produksi U-Shaped Girder Pertama untuk Sistem Jalur KeretaFirst U-Shaped Girder Production for Railway Line System
MURI (Museum Rekor Indonesia)MURI (Museum Rekor Indonesia)
11 November 2020November 11, 2020
NasionalNational
13
Seri Pengiriman Terberat U-Shaped Girder untuk Sistem Jalur Kereta Tanpa KecelakaanU-Shaped Girder Toughest Delivery Series for an Accident-Free Railway Line System
MURI (Museum Rekor Indonesia)MURI (Museum Rekor Indonesia)
11 November 2020November 11, 2020
NasionalNational
PT ADHI KARYA (Persero) Tbk. | Laporan Keberlanjutan 202058
Profil PerusahaanCompany Profile
No Kategori AwardAward Category
Nama Award - PenyelenggaraName - Organizer
TanggalDate
SkalaScale
14
Pembangunan Jalur Kereta dengan Struktur U-Shaped Girder Terpanjang Construction of a Railway Line with the Longest U-Shaped Girder Structure
MURI (Museum Rekor Indonesia)MURI (Museum Rekor Indonesia)
11 November 2020November 11, 2020
NasionalNational
Keanggotaan Asosiasi [GRI 102-13] [C.5]Selama tahun 2020, ADHI bergabung dengan asosiasi yang memiliki bidang usaha yang sama sehingga dapat mengikuti perkembangan isu atau topik-topik terkini, sekaligus berkesempatan untuk menyampaikan berbagai pendapat terkait isu atau topik tersebut. Asosiasi yang diikuti selama tahun pelaporan adalah sebagai berikut:
No Nama AsosiasiAssociation name
PosisiPosition
LingkupField
Iuran Tahunan (Jika ada)Anual fee ( If any)
1Kamar Dagang dan Industri IndonesiaIndonesian Chamber of Commerce and Industry
AnggotaMember
NasionalNational Rp. 4.900.000
2
Gabungan Pelaksana Konstruksi Nasional Indonesia (GAPENSI)Association of Indonesian National Construction Implementers (GAPENSI)
AnggotaMember
NasionalNational Rp. 18.000.000
3
Gabungan Perusahaan Nasional Rancangbangun Indonesia (GAPENRI)Association of Indonesian National Design and Construction Companies (GAPENRI)
AnggotaMember
NasionalNational Rp. 12.500.000
4Asosiasi Kontraktor Indonesia (AKI)Indonesian Contractors Association (AKI)
AnggotaMember
NasionalNational Rp. 12.000.000
5
KNIBB (Komite Nasional Indonesia untuk Bendungan Besar)KNIBB (Indonesian National Committee for Large Dams)
AnggotaMember
NasionalNational Rp. 2.000.000
Membership of the Association [GRI 102-13] [C.5]During 2020, ADHI joins an association that has the same business field so that it can keep up with the latest issues or topics, as well as the opportunity to convey various opinions related to the issue or topic. The associations followed during the reporting year are as follows:
2020 Sustainability Report | PT ADHI KARYA (Persero) Tbk. 59
Overcoming Challenges, Attaining SustainabilityMengatasi Tantangan, Mencapai Keberlanjutan
Sustainability Report 2020 PT ADHI KARYA (PERSERO) TBK.
Tata Kelola Perusahaan Berkalanjutan
Sustainable Corporate Governance
PT ADHI KARYA (Persero) Tbk. | Laporan Keberlanjutan 202062
Tata Kelola Perusahaan BerkalanjutanSustainable Corporate Governance
Komitmen Penerapan GCGCommitment to GCG Implementation
Tata Kelola Perusahaan yang Baik (Good Corporate Governance), yang selanjutnya disebut GCG, adalah prinsip-prinsip yang mendasari proses dan mekanisme pengelolaan usaha di ADHI berlandaskan peraturan perundang-undangan dan etika berusaha yang berlaku di Indonesia. Dengan posisinya yang begitu penting, Perseroan sangat memahami jika GCG menjadi perhatian utama pemegang saham, menyamai kinerja finansial dan potensi pertumbuhan bisnis. Langkah konkret yang diambil ADHI untuk menyikapi perhatian pemegang saham tersebut adalah menempatkan GCG tidak sekadar sebagai aksesoris, tetapi merupakan sistem nilai dan best practices yang sangat fundamental bagi peningkatan nilai perusahaan.
Selain meningkatkan nilai perusahaan, penerapan GCG secara optimal juga akan membuat ADHI terhindar dari berbagai risiko yang timbul akibat keputusan-keputusan yang kurang tepat. Lebih dari itu, penerapan GCG juga akan mendorong Perseroan menjalankan usaha dengan lebih efisien, sekaligus menciptakan budaya kerja yang lebih sehat.
Melalui penerapan GCG, ADHI juga akan terbantu dalam mengarahkan dan mengendalikan perusahaan sehingga tercipta tata hubungan yang baik, adil dan transparan di antara berbagai pihak yang terkait dan memiliki kepentingan dengan perusahaan. Pihak-pihak terkait tersebut adalah pemangku kepentingan internal, antara lain pegawai dengan berbagai divisi, bidang kerja dan level jabatan, serta manajemen; sedangkan pemangku kepentingan eksternal, antara lain, pemberi kerja/konsumen, pemasok, kreditur, regulator, komunitas masyarakat setempat, dan sebagainya.
Hal yang tak kalah penting, dengan penerapan GCG di semua lini, maka manajemen ADHI akan lebih mudah memenuhi harapan dan kepentingan para pemegang saham (shareholders). Secara timbal balik, apabila manajemen Perseroan mampu mewujudkan kepentingan pemegang saham tersebut, maka kepercayaan pemegang saham kepada manajemen akan semakin meningkat.
Becermin pada besarnya manfaat dari penerapan GCG tersebut, maka seluruh insan ADHI berkomitmen penuh untuk menjadikan GCG sebagai budaya kerja. Untuk itu, komitmen Perseroan ditegaskan di dalam Anggaran Dasar Perseroan. Segenap insan ADHI menerapkan praktik-praktik GCG dalam pengelolaan Perseroan yang dituangkan dalam Pedoman Good Corporate Governance (GCG Code).
Good Corporate Governance, hereinafter referred to as GCG, are the principles that underlie the processes and mechanisms of business management at ADHI based on the laws and business ethics that apply in Indonesia. With such an important position, the Company fully understands that GCG is the main concern of shareholders, equaling financial performance and the potential for business growth. The concrete steps taken by ADHI to respond to the attention of shareholders is to place GCG not only as an accessory, but as a system of values and best practices that are fundamental to increasing corporate value.
In addition to increasing company value, the optimal implementation of GCG will also prevent ADHI from various risks arising from inappropriate decisions. More than that, the implementation of GCG will also encourage the Company to run its business more efficiently, while creating a healthier work culture.
Through the implementation of GCG, ADHI will also be assisted in directing and controlling the company so that a good, fair and transparent relationship is created between the various parties that are related and have interests with the company. These related parties are internal stakeholders, including employees from various divisions, work fields and levels of positions, as well as management; while external stakeholders include employers/customers, suppliers, creditors, regulators, local communities, and others.
Another important matter, with the implementation of GCG on all fronts, it will be easier for ADHI management to meet the expectations and interests of shareholders. Reciprocally, if the management of the Company is able to realize the interests of these shareholders, then the trust of shareholders in management will increase.
Reflecting on the great benefits of implementing GCG, all ADHI people are fully committed to making GCG a work culture. For this reason, the Company's commitment is affirmed in the Company's Articles of Association. All ADHI people apply GCG practices in the management of the Company as outlined in the Good Corporate Governance Guidelines (GCG Code).
2020 Sustainability Report | PT ADHI KARYA (Persero) Tbk. 63
Overcoming Challenges, Attaining SustainabilityMengatasi Tantangan, Mencapai Keberlanjutan
Prinsip-Prinsip Tata KelolaGovernance Principles
In realizing the Vision and carrying out the Mission, all ADHI people are strongly determined to apply the five basic principles of GCG as stipulated in the Regulation of the Minister of BUMN No. PER-01/MBU.2011 dated 1 August 2011 and No. PER-09/MBU/2012 dated July 6, 2012, and released in the General Guidelines for Good Corporate Governance (GCG) issued by the National Committee for Governance Policy (KNKG), namely:
1. Transparency (Transparency)2. Accountability3. Responsibility4. Independency (Independency)5. Fairness The explanation and application of GCG principles within the Company is regulated in the ADHI GCG Guidelines which have been refined through the Decree of the Board of Directors No. 014-6/2020/377 dated 27 July 2020 concerning the Improvement of the Guidelines for Good Corporate Governance (GCG CODE) of PT Adhi Karya (Persero) Tbk.
Dalam mewujudkan Visi dan menjalankan Misi, seluruh insan ADHI bertekad kuat untuk menerapkan lima prinsip dasar GCG yang diatur dalam Peraturan Menteri BUMN No. PER-01/MBU.2011 tanggal 1 Agustus 2011 dan No. PER-09/MBU/2012 tanggal 6 Juli 2012, serta dirilis dalam Pedoman Umum Good Corporate Governance (GCG) yang diterbitkan oleh Komite Nasional Kebijakan Governance (KNKG), yakni:
1. Transparansi (Transparency)2. Akuntabilitas (Accountability)3. Pertanggungjawaban (Responsibility) 4. Independensi (Independency)5. Kewajaran (Fairness)
Penjelasan dan penerapan prinsip-prinsip GCG di lingkungan Perseroan diatur dalam Pedoman GCG ADHI yang telah disempurnakan melalui Surat Keputusan Direksi No. 014-6/20182020/37750 tanggal 28 Juni 2018 27 Juli 2020 tentang Penyempurnaan Pedoman Tata Kelola Perusahaan yang Baik/ Good Corporate Governance (GCG CODE) PT Adhi Karya (Persero) Tbk.
Prinsip / Principle Makna Prinsip / Meaning of Principles
Transparansi atau KeterbukaanTransparency or Openness
Prinsip transparansi yaitu keterbukaan dalam melaksanakan proses pengambilan keputusan dan keterbukaan dalam mengemukakan informasi material dan relevan mengenai Perusahaan.
Perusahaan akan mematuhi peraturan perundang-undangan yang mengatur masalah keterbukaan informasi yang berlaku bagi Perusahaan. Transparansi juga mencakup hal-hal yang relevan dengan informasi yang dibutuhkan oleh publik berkaitan dengan produk dan aktivitas operasional Perusahaan yang secara potensial dapat mempengaruhi perilaku pemangku kepentingan.
Transparency principle is openness in carrying out the decision-making process and openness in presenting material and relevant information about the Company.
The company will comply with the laws and regulations governing information disclosure issues that apply to the Company. Transparency also includes matters that are relevant to the information needed by the public in relation to the Company's products and operational activities that can potentially influence stakeholder behavior.
AkuntabilitasAccountability
Prinsip akuntabilitas yaitu kejelasan fungsi, pelaksanaan dan pertanggungjawaban Organ Perusahaan sehingga pengelolaan Perusahaan terlaksana secara efektif.
Akuntabilitas berkaitan dengan pelaksanaan tugas dan wewenang yang dimiliki seseorang atau satuan kerja dalam melaksanakan tanggung jawab yang dibebankan Perusahaan. Akuntabilitas ini meliputi penjelasan atas pelaksanaan tugas dan wewenang, pelaporan atas pelaksanaan tugas dan wewenang, serta pertanggungjawaban atas aktivitas dalam melaksanakan tugas dan wewenang tersebut.
Accountability principle, which is clarity of functions, implementation and accountability of Company Organs so that the management of the Company is carried out effectively.
Accountability relates to the implementation of duties and authorities owned by a person or work unit in carrying out the responsibilities assigned to the Company. This accountability includes an explanation of the implementation of duties and authorities, reporting on the implementation of duties and authorities, as well as accountability for activities in carrying out these duties and authorities.
PT ADHI KARYA (Persero) Tbk. | Laporan Keberlanjutan 202064
Tata Kelola Perusahaan BerkalanjutanSustainable Corporate Governance
Prinsip / Principle Makna Prinsip / Meaning of Principles
Bertanggung JawabResponsible
Prinsip bpertanggung jawaban yaitu kesesuaian di dalam pengelolaan Perusahaan terhadap peraturan perundang-undangan yang berlaku dan prinsip-prinsip korporasi yang sehat.Responsibility principle, namely conformity in the management of the Company with the prevailing laws and regulations and sound corporate principles.
KemandirianIndependence
Prinsip kemandirian yaitu keadaan di mana Perusahaan dikelola secara profesional tanpa benturan kepentingan dan pengaruh/tekanan dari pihak manapun yang tidak sesuai dengan peraturan perundang-undangan yang berlaku dan prinsip-prinsip korporasi yang sehat.Independency principle is a condition in which the Company is managed professionally without conflict of interest and influence/pressure from any party that is not in accordance with the prevailing laws and regulations and sound corporate principles.
Kewajaran dan atau KesetaraanFairness and/or Equality
Keadilan Kewajaran dan atau kesetaraan dalam pemenuhan hakhak Pemegang Saham, manajemen, karyawan dan Pemangku Kepentingan Perusahaan lainnya, sebagaimana tercantum dalam perjanjian, hal ini juga mencakup perlakuan adil dan setara kepada seluruh individu Perusahaan, tanpa terkecuali, sesuai dengan kebijakan dan peraturan yang berlaku.Fairness or equality in fulfilling rights of Shareholders, management, employees and other Company Stakeholders, as stated in the agreement, this also includes fair and equal treatment of all individual companies, without exception, in accordance with prevailing policies and regulations.
Struktur Tata Kelola [GRI 102-18]Governance Structure [GRI 102-18]
ADHI merancang struktur tata kelola perusahaan yang baik dengan tujuan untuk memberikan nilai tambah bagi seluruh pemangku kepentingan. Dalam implementasinya, struktur tata kelola ADHI merujuk pada Undang-Undang Republik Indonesia No. 40 tahun 2007 tentang Perseroan Terbatas. Berdasarkan undang-undang ini, terdapat tiga Organ Utama Perseroan yaitu:
• Rapat Umum Pemegang Saham (RUPS) Organ Perseroan yang mempunyai wewenang yang tidak
diberikan kepada Direksi atau Dewan Komisaris dalam batas yang ditentukan dalam Undang-Undang Perseroan Terbatas Nomor 40 Tahun 2007 dan/atau Anggaran Dasar.
• Direksi Organ Perseroan yang berwenang dan bertanggung jawab
penuh atas pengurusan Perseroan untuk kepentingan Perseroan, sesuai dengan maksud dan tujuan Perseroan serta mewakili Perseroan baik di dalam maupun di luar pengadilan sesuai dengan ketentuan Anggaran Dasar.
• Dewan Komisaris Organ Perseroan yang bertugas melakukan pengawasan
secara umum dan atau khusus sesuai dengan Anggaran Dasar serta memberikan nasihat kepada Direksi.
ADHI designs a good corporate governance structure with the aim of providing added value for all stakeholders. In its implementation, ADHI's governance structure refers to the Law of the Republic of Indonesia No. 40 of 2007 concerning Limited Liability Companies. Based on this law, there are three Main Organs of the Company, namely:
• General Meeting of Shareholders (GMS) Company organs that have authority that are not granted to
the Board of Directors or the Board of Commissioners within the limits specified in the Limited Liability Company Law Number 40 of 2007 and/or the Articles of Association.
• Directors The Company's organs are authorized and fully responsible
for the management of the Company for the interests of the Company, in accordance with the purposes and objectives of the Company and represent the Company both inside and outside the court in accordance with the provisions of the Articles of Association.
• Board of Commissioners The Company's organs are in charge of conducting general
and/or specific supervision in accordance with the Articles of Association and providing advice to the Board of Directors.
2020 Sustainability Report | PT ADHI KARYA (Persero) Tbk. 65
Overcoming Challenges, Attaining SustainabilityMengatasi Tantangan, Mencapai Keberlanjutan
Selain Organ Utama, ADHI memiliki Organ-Organ Pendukung yang membantu Dewan Komisaris dan Direksi dalam mengawasi dan menjalankan kegiatan operasional Perseroan untuk mencapai visi dan misi. Organ-organ Pendukung tersebut adalah sebagai berikut:
Organ Pendukung Dewan Komisaris:1. Sekretaris Dewan Komisaris2. Komite Audit3. Komite Pemantau Manajemen Risiko dan Mutu 4. Komite Pengawasan GCG dan Legal5. Komite Nominasi dan Remunerasi.
Organ Pendukung Direksi:1. Corporate Secretary2. Satuan Pengawasan Intern
Selain Organ Utama dan Organ Pendukung, sebagai salah satu perusahaan publik, ADHI terkena kewajiban untuk menerapkan Peraturan Otoritas Jasa Keuangan Nomor 51/POJK.03/2017 tentang Penerapan Keuangan Berkelanjutan bagi Lembaga Jasa Keuangan, Emiten, dan Perusahaan Publik, per 1 Januari 2020. Dalam Lampiran II, peraturan ini mengatur tentang adanya pegawai, pejabat dan/atau unit kerja yang menjadi penanggung jawab penerapan Keuangan Berkelanjutan. Namun demikian, hingga akhir tahun 2020, ADHI belum secara resmi membentuk atau menugaskan pegawai, pejabat atau unit kerja yang menjadi penanggunggjawab penerapan keuangan berkelanjutan. Dengan demikian, ADHI juga belum bisa menyampaikan pengembangan kompetensi terkait keuangan berkelanjutan selama tahun pelaporan. [E.1][E.2]
Apart from the Main Organs, ADHI has Supporting Organs that assist the Board of Commissioners and Directors in supervising and carrying out the Company's operational activities to achieve the vision and mission. The Supporting Organs are as follows:
Supporting Organs of the Board of Commissioners:1. Secretary of the Board of Commissioners2. Audit Committee3. Risk Management and Quality Monitoring Committee4. GCG and Legal Quality Monitoring Committee.5. Nomination and Remuneration Committee.
Supporting Organs of the Board of Directors:1. Corporate Secretary2. Internal Audit Unit
Apart from the Main Organs and Supporting Organs, as a public company, ADHI is subject to the obligation to implement the Financial Services Authority Regulation Number 51/POJK.03/2017 concerning the Implementation of Sustainable Finance for Financial Service Institutions, Issuers, and Public Companies, as of January 1, 2020. In Appendix II, this regulation regulates the existence of employees, officers and/or work units who are responsible for implementing Sustainable Finance. However, until the end of 2020, ADHI has not officially formed or assigned employees, officials or work units who are responsible for implementing sustainable finance. Thus, ADHI has also not been able to convey competency development related to sustainable finance during the reporting year. [E.1] [E.2]
PT ADHI KARYA (Persero) Tbk. | Laporan Keberlanjutan 202066
Tata Kelola Perusahaan BerkalanjutanSustainable Corporate Governance
Rapat Umum Pemegang Saham (RUPS)General Meeting of Shareholders (GMS)
Rapat Umum Pemegang Saham (RUPS) merupakan Organ Perusahaan yang mempunyai wewenang yang tidak diberikan kepada Direksi atau Dewan Komisaris dalam batas yang ditentukan dalam Undang-undang dan/atau Anggaran Dasar. RUPS sebagai organ Perusahaan merupakan wadah bagi Pemegang Saham untuk mengambil keputusan penting yang berkaitan dengan modal yang ditanam dalam Perusahaan, dengan memperhatikan ketentuan Anggaran Dasar dan peraturan perundang-undangan. RUPS merupakan otoritas dan struktur tertinggi pada Perseroan, serta merupakan forum utama di mana para pemegang saham dapat menggunakan hak dan otoritasnya pada Perseroan.
Keputusan yang diambil dalam RUPS harus didasarkan pada kepentingan Perseroan dalam jangka panjang maupun jangka pendek. RUPS dan/atau Pemegang Saham tidak dapat melakukan intervensi terhadap tugas, fungsi dan wewenang Dewan Komisaris dan Direksi dengan tidak mengurangi wewenang RUPS untuk menjalankan haknya sesuai dengan Anggaran Dasar dan peraturan perundang-undangan; termasuk untuk melakukan penggantian atau pemberhentian anggota Dewan Komisaris dan atau Direksi
Berdasarkan kepada POJK No. 32/POJK.04/2014 tentang Rencana dan Penyelenggaraan RUPS dan No. 10/POJK.04/2017 tentang Perubahan Atas POJK No. 32/POJK.04/2014, RUPS Tahunan diselenggarakan setiap tahun sekali paling lambat 6 (enam) bulan setelah tahun buku terakhir, sedangkan RUPS Luar Biasa dapat dilakukan setiap saat apabila dipandang perlu oleh Direksi dan/atau Dewan Komisaris dan/ atau Pemegang Saham. Forum ini juga merupakan otoritas tertinggi di mana sejumlah keputusan penting dihasilkan dan disahkan untuk kemudian menjadi kebijakan resmi Perseroan.
Selama tahun pelaporan, ADHI menyelenggarakan 1 (satu) kali RUPS Tahunan, dan tidak menyelenggarakan RUPS Luar Biasa. RUPS Tahunan diselenggarakan pada hari Kamis, 4 Juni 2020, di Auditorium Kantor Pusat PT Adhi Karya (Persero) Tbk, Jakarta.
The General Meeting of Shareholders (GMS) is an organ of the company that has the authority that is not given to the Board of Directors or the Board of Commissioners within the limits specified in the Law and/or the Articles of Association. The GMS as an organ of the Company is a forum for Shareholders to make important decisions related to capital invested in the Company, by taking into account the provisions of the Articles of Association and laws and regulations. The GMS is the highest authority and structure in the Company, and is the main forum where shareholders can exercise their rights and authority on the Company.
Decisions taken at the GMS must be based on the long-term and short-term interests of the Company. The GMS and/or Shareholders cannot intervene in the duties, functions and powers of the Board of Commissioners and the Board of Directors without prejudice to the authority of the GMS to exercise their rights in accordance with the Articles of Association and laws and regulations; including to replace or dismiss members of the Board of Commissioners and or the Board of Directors Based on POJK No. 32/POJK.04/2014 concerning the Plan and Implementation of the GMS and No. 10/POJK.04/2017 concerning Amendments to POJK No. 32/POJK.04/2014, Annual GMS is held every year no later than 6 (six) months after the last financial year, while Extraordinary GMS can be held at any time if deemed necessary by the Board of Directors and/or the Board of Commissioners and/or Shareholders. This forum is also the highest authority where a number of important decisions are made and passed to become the official policy of the Company.
During the reporting year, ADHI held 1 (one) Annual GMS, and did not hold an Extraordinary GMS. Annual GMS is held on Thursday, June 4, 2020, at the Auditorium of the Head Office of PT Adhi Karya (Persero) Tbk, Jakarta.
2020 Sustainability Report | PT ADHI KARYA (Persero) Tbk. 67
Overcoming Challenges, Attaining SustainabilityMengatasi Tantangan, Mencapai Keberlanjutan
The Board of Commissioners is an organ of the Company that is collectively tasked and responsible for supervising and providing advice to the Board of Directors and ensuring that ADHI Management and Personnel realize the implementation of GCG at all levels and levels of the organization. Based on Article 31 of Law Number 19 Year 2003 concerning State-Owned Enterprises (BUMN), the duties of a BUMN commissioner are to supervise the board of directors in carrying out the management of the Persero, as well as provide advice to the Board of Directors. The duties and powers of supervision as well as providing advice from the Board of Commissioners to the Board of Directors are also regulated in the Company's Board Manual and refer to the Company's Articles of Association. The Board of Commissioners in carrying out its duties and powers of supervision and provision of advice is limited to issues related to the Company's business activities (going concern).
The composition of the ADHI Board of Commissioners has been regulated in the Work Guidelines, consisting of at least 2 (two) people, and a maximum of the same number of members of the Board of Directors appointed by the GMS with one of them appointed as the President Commissioner. The Company is also required to have an Independent Commissioner with a total of at least 30% (thirty percent) of the total number of members of the Board of Commissioners.
In 2020, the composition of the Board of Commissioners of the Company underwent changes in accordance with the resolution of the Annual GMS held on June 4, 2020, as stated in full in the Company's 2020 Annual Report. The composition of the Board of Commissioners as of December 31, 2020 is as follows:
Composition and Composition of the Board of Commissioners as of December 31, 2020
Dewan KomisarisBoard of Commissioners
Dewan Komisaris merupakan organ Perseroan yang bertugas dan bertanggung jawab secara kolektif untuk melakukan pengawasan dan memberikan nasihat kepada Direksi serta memastikan bahwa Manajemen dan Insan ADHI merealisasikan penerapan GCG pada seluruh tingkatan maupun jenjang organisasi. Berdasarkan Pasal 31 Undang-undang Nomor 19 Tahun 2003 tentang Badan Usaha Milik Negara (BUMN), tugas seorang komisaris BUMN yakni mengawasi direksi dalam menjalankan kepengurusan Persero, serta memberikan nasihat kepada Direksi. Tugas dan wewenang pengawasan serta pemberian nasihat dari Dewan Komisaris kepada Direksi juga diatur di dalam Board Manual Perseroan dan mengacu dengan Anggaran Dasar Perseroan. Dewan Komisaris dalam melaksanakan tugas dan wewenang pengawasan dan pemberian nasihat terbatas pada isu - isu yang terkait dengan kegiatan usaha Perseroan (going concern).
Komposisi Dewan Komisaris ADHI telah diatur dalam Pedoman Kerja, terdiri dari sekurang-kurangnya 2 (dua) orang, dan maksimal sama dengan jumlah anggota Direksi yang diangkat oleh RUPS dengan seorang diantaranya diangkat sebagai Komisaris Utama. Perseroan juga wajib memiliki Komisaris Independen dengan jumlah paling kurang 30% (tiga puluh persen) dari jumlah jajaran anggota Dewan Komisaris.
Pada tahun 2020, komposisi Dewan Komisaris Perseroan mengalami perubahan sesuai dengan keputusan RUPS Tahunan yang dilaksanakan pada tanggal 4 Juni 2020, sebagaimana disampaikan selengkapnya dalam Laporan Tahunan Perseroan Tahun 2020. Adapun komposisi Dewan Komisaris per 31 Desember 2020 adalah sebagai berikut:
Komposisi dan Susunan Dewan Komisaris per 31 Desember 2020
Nama Name
Jabatan Position
Dasar Pengangkatan Appointment Decree
Akhir Periode Jabatan End of Term of Office
Dodyi Usodho Hargo S. Komisaris UtamaPresident Commissioner
RUPS Tahunan 4 Juni 2020Annual GMS 4 June 2020
RUPS 20252025 GMS
Cahyo R. Muzhar KomisarisCommissioner
RUPS Tahunan 4 Juni 2020Annual GMS 4 June 2020
RUPS 20252025 GMS
Yustinus Prastowo KomisarisCommissioner
RUPS Tahunan 4 Juni 2020Annual GMS 4 June 2020
RUPS 20252025 GMS
Widiarto KomisarisCommissioner
RUPS Tahunan 4 Juni 2020Annual GMS 4 June 2020
RUPS 20252025 GMS
Hironimus Hilapok Komisaris IndependenIndependent Commissioner
RUPS Tahunan 4 Juni 2020Annual GMS 4 June 2020
RUPS 20252025 GMS
Abdul Muni Komisaris IndependenIndependent Commissioner
RUPS Tahunan pada 9 Mei 2019Annual GMS 9 May 2019
RUPS 20242024 GMS
PT ADHI KARYA (Persero) Tbk. | Laporan Keberlanjutan 202068
Tata Kelola Perusahaan BerkalanjutanSustainable Corporate Governance
DireksiDirectors
Direksi adalah organ tata kelola Perusahaan yang berwenang dan bertanggung jawab penuh atas pengurusan Perseroan untuk kepentingan PT Adhi Karya (Persero) Tbk., sesuai dengan maksud dan tujuan Perseroan serta mewakili Perseroan, baik di dalam maupun di luar pengadilan sesuai dengan ketentuan Anggaran Dasar. Direksi sepakat untuk melaksanakan tugas dan mengambil keputusan sesuai dengan pembagian tugas, wewenang dan hal-hal lain sesuai dengan Anggaran Dasar dan peraturan perundang-undangan yang berlaku.
Jumlah anggota Direksi sekurang kurangnya adalah 2 (dua), yang terdiri dari seorang Direktur Utama dan anggota Direksi yang ditetapkan dalam Rapat Umum Pemegang Saham. Pada tahun 2020, anggota Direksi ADHI berjumlah 6 (enam) orang. Sebagaimana disampaikan dalam Laporan Tahunan Perseroan Tahun 2020, komposisi Direksi Perseroan tahun 2020 mengalami perubahan sesuai keputusan RUPS Tahunan yang diselenggarakan tanggal 4 Juni 2020. Adapun komposisi Direksi per 31 Desember 2020 adalah sebagai berikut:
Susunan Direksi ADHI per 31 Desember 2020
Nama Name
Jabatan Position
Dasar Pengangkatan Appointment Decree
Akhir Periode Jabatan End of Term of Office
Entus Asnawi Mukhson Direktur UtamaPresident Director
RUPS Tahunan 20202020 Annual GMS
RUPS 20252025 GMS
A. Suko Widigdo Direktur Operasi 1Director of Operation 1
RUPS Tahunan 20202020 Annual GMS
RUPS 20252025 GMS
Pundjung Setya Brata Direktur Operasi 2Director of Operation 2
RUPS Tahunan 9 Mei 2019Annual GMS 9 May 2019
RUPS 20242024 GMS
A.A.G Agung Dharmawan Direktur KeuanganDirectof of Finance
RUPS Tahunan 20202020 Annual GMS
RUPS 20252025 GMS
Agus Karianto Direktur SDMDirector of HR
RUPS Tahunan 13 April 2018Annual GMS 13 april 2018
RUPS 20232023 GMS
Partha Sarathi Direktur QHSE dan PengembanganDirector of QHSE and Development
RUPS Tahunan 24 April 2018Annual GMS 24 April 2018
RUPS 20222022 GMs
The Board of Directors is a corporate governance organ that is authorized and fully responsible for the management of the Company for the benefit of PT Adhi Karya (Persero) Tbk., In accordance with the aims and objectives of the Company and representing the Company, both within or outside the court in accordance with the provisions of the Articles of Association. The Board of Directors agrees to carry out duties and make decisions in accordance with the division of tasks, powers and other matters in accordance with the Articles of Association and the prevailing laws and regulations.
The number of members of the Board of Directors shall be at least 2 (two), consisting of a President Director and a member of the Board of Directors appointed in the General Meeting of Shareholders. In 2020, there are 6 (six) members of the ADHI Board of Directors. As stated in the Company's 2020 Annual Report, the composition of the Board of Directors of the Company in 2020 was changed according to the resolution of the Annual GMS held on 4 June 2020. The composition of the Board of Directors as of 31 December 2020 is as follows:
ADHI Board of Directors as of 31 December 2020
2020 Sustainability Report | PT ADHI KARYA (Persero) Tbk. 69
Overcoming Challenges, Attaining SustainabilityMengatasi Tantangan, Mencapai Keberlanjutan
Manajemen Risiko [E.3]Risk Management [E.3]
Risiko merupakan bagian tak terpisahkan dari proses bisnis ADHI. Apabila tidak dikelola dengan baik, risiko-risiko tersebut akan mempengaruhi kestabilan perusahaan, bahkan berpotensi menghambat pencapaian target dan tujuan yang telah ditetapkan, termasuk pencapaian program-program penerapan keuangan berkelanjutan. Untuk mengelola risiko, sekaligus meminimalkan dampak yang mungkin timbul, ADHI telah menyusun kebijakan penerapan manajemen risiko yang dituangkan dalam SK Direksi PT Adhi Karya (Persero) Tbk No. 014-6/2019/506 tentang Penerapan Kebijakan Manajemen Risiko tanggal 17 Desember 2019. Kebijakan tersebut mengatur penerapan manajemen risiko Perseroan yang mengacu pada SNI ISO 31000 : 2018.
Kebijakan tersebut memuat:
1. PT Adhi Karya (Persero) Tbk. menerapkan sistem Manajemen Risiko berbasis standar SNI ISO 31000:2018, yang diintegrasikan ke dalam semua proses bisnis dan sesuai dengan Tata Kelola Perusahaan yang Baik (Good Corporate Governance) dengan tujuan untuk menciptakan dan melindungi nilai perusahaan.
2. Dewan Komisaris bertanggung jawab dalam memastikan pemantauan atas efektivitas pelaksanaan sistem penegendalian internal dan pengendalian risiko oleh Direksi dan manajemen melalui management review atas:a. Pelaksanaan strategi dan risiko strategis perusahaan
secara berkalab. Pemantauan atas tindak lanjut temuan dan rekomendasi
yang disampaikan oleh regulator, audit internal dan audit eksternal melalui Komite Audit dan Komite Pemantau Manajemen Risiko dan Mutu, dan Komite Pemantau Good Corporate Governance dan Legal.
c. Direksi bersama dengan manajemen melakukan review secara berkala terhadap pelaksanaan strategi Perusahaan dalam kegiatan operasional maupun non operasional berdasarkan kebijaka dan prosedur pengendalian internal.
3. Integrasi proses manajemen risiko dilakukan berdasarakan risk based thinking approach dimulai dari penetapan visi misi, RJPP, RKAP, KPI dan pelaksanaan seluruh proses bisnis termasuk pengambilan keputusan untuk lebih menjamin ketercapaian sasaran dengan target-target kinerjanya.
4. Manajemen memfasilitasi sumber daya uang diperlukan untuk memenuti penerapan Manajemen Risiko berbasis standar SNI ISO 31000:2018.
Risk is an integral part of ADHI's business process. If not managed properly, these risks will affect the stability of the company, and even have the potential to hinder the achievement of the targets and goals that have been set, including the achievement of sustainable finance implementation programs. To manage risk, while minimizing the impact that may arise, ADHI has formulated a risk management implementation policy as outlined in the Decree of the Board of Directors of PT Adhi Karya (Persero) Tbk. This policy regulates the implementation of the Company's risk management which refers to SNI ISO 31000: 2018.
The policy contains:
1. PT Adhi Karya (Persero) Tbk. implementing a Risk Management system based on the SNI ISO 31000: 2018 standard, which is integrated into all business processes and in accordance with Good Corporate Governance with the aim of creating and protecting corporate value.
2. The Board of Commissioners is responsible for ensuring the monitoring of the effectiveness of the implementation of the internal control system and risk control by the Board of Directors and management through a management review of:a. Implementation of the company's strategic and strategic
risks on a regular basisb. Monitoring of follow-up findings and recommendations
submitted by regulators, internal audit and external audit through the Audit Committee and the Risk Management and Quality Monitoring Committee, and the Monitoring Committee Good Corporate Governance and Legal.
c. The Board of Directors together with management periodically reviews the implementation of the Company's strategy in operational and non-operational activities based on internal control policies and procedures.
3. The integration of the risk management process is carried out based on a risk based thinking approach starting from the establishment of a vision and mission, RJPP, RKAP, KPI and the implementation of all business processes including decision making to further ensure the achievement of targets with performance targets.
4. Management facilitates the financial resources needed to comply with the implementation of Risk Management based on SNI ISO 31000: 2018 standards.
PT ADHI KARYA (Persero) Tbk. | Laporan Keberlanjutan 202070
Tata Kelola Perusahaan BerkalanjutanSustainable Corporate Governance
Person in Charge of Risk Management Implementation
The person in charge for implementing risk management at ADHI is under the Business Portfolio & Risk Management Department, which reports to the Director of Finance. Within the Business Portfolio & Risk Management (PBMR) Department, there is a Risk Management Bureau as the unit and owner of the Corporate Risk Management function.
In each work unit, both in the Operations, Supporting and Subsidiaries, there is also a risk management unit that is responsible for implementing risk management in their respective environments. This risk management unit consists of the risk owner, namely the risk owner who is the Head of Work Units at every level of the organization, from Corporate to Project, who has the authority and authority to manage risks. Risk treatment owners are all levels in the Risk Management Unit who help Risk Owners manage various risks that affect the achievement of targets and performance targets. The risk officer has a functional role to facilitate (daily coaching) the risk owners in each work unit in carrying out the risk management process in their respective units.
In this regard, PT. Adhi Karya (Persero) Tbk has formed a Risk Champion Team (RCT) and created a work program for the Acceleration Team from the PBMR Department with the Counterpart Team from Work Units and Subsidiaries as a work team, which is supported by members of the Risk Management and Quality Monitoring Committee (KPMRM).
To date, the Acceleration Team and the Counterpart Team have produced; Compilation of 9 Risk Categories for Corporate, 7 Risk Categories for Departments, and projects, Mapping of business processes per business line, Risk registers based on business processes, Prototype indicator parameters both qualitative and quantitative (on-going), and Risk register for RKAP 2021
Risk Management Roadmap
The Company has a Risk Management roadmap which is based on the Risk Management Manual while continuing to carry out the development of Infrastructure, Capabilities, Integration and Risk Culture.
1. Risk Management Infrastructure Management of risk management infrastructure provides
risk management infrastructure in risk management in the company, in order to be able to support the maximum achievement of company performance and increase the company's maturity level.a. Digitalization program (ADHI e-risk)b. Review and carry out a review of the Risk Management
roadmapc. Implementation of Risk Management Implementation
Maturity Level Assessment by External Parties
Penanggung Jawab Penerapan Manajemen Risiko Penanggung jawab penerapan manajemen risiko di ADHI berada di bawah Departemen Portofolio Bisnis & Manajemen Risiko, yang bertanggung jawab kepada Direktur Keuangan. Di dalam Departemen Portofolio Bisnis & Manajemen Risiko (PBMR) terdapat Biro Manajemen Risiko sebagai unit dan pemilik fungsi Manajemen Risiko Korporat.
Di setiap unit kerja baik pada bagian Operasional, Supporting dan Anak Perusahaan juga terdapat unit manajemen risiko yang bertanggung jawab dalam pelaksanaan manajemen risiko di lingkungannya masing-masing. Unit manajemen risiko ini terdiri dari risk owner yaitu pemilik risiko yang merupakan Kepala Satuan Kerja di setiap tingkatan organisasi, mulai dari Korporat hingga Proyek, yang memiliki kewenangan dan otoritas untuk mengelola risiko. Risk treatment owner merupakan seluruh jajaran pada Unit Pengelola Risiko yang membantu Pemilik Risiko mengelola berbagai risiko yang mempengaruhi ketercapaian sasaran dan target-target kinerja. Risk officer sebagai peran fungsional untuk memfasilitasi (daily coaching) para risk owner di setiap satuan kerja dalam menjalankan proses manajemen risiko di unitnya masing-masing.
Berkenaan dengan hal tersebut, PT. Adhi Karya (Persero) Tbk telah membentuk Risk Champion Team (RCT) dan membuat program kerja Tim Akselerasi dari Departemen PBMR dengan Tim Counterpart dari Unit Kerja dan Anak Perusahaan sebagai tim kerja, yang didukung oleh anggota Komite Pemantau Manajemen Risiko dan Mutu (KPMRM).
Sampai dengan saat ini, Tim Akselerasi dan Tim Counterpart telah menghasilkan; Penyusunan 9 Kategori Risiko untuk Korporat, 7 Kategori Risiko untuk Departemen, dan proyek, Pemetaan proses bisnis per lini bisnis, Risk register berdasarkan proses bisnis, Prototype indikator parameter baik kualitatif maupun kuantitatif (on-going), dan Risk register RKAP 2021
Roadmap Manajemen Risiko
Perseroan memiliki Roadmap Manajemen Risiko yang dibuat berdasarkan Manual Manajemen Risiko dengan tetap melaksanakan pengembangan Infrastruktur, Kapabilitas, Integrasi, dan Budaya Risiko.
1. Infrastruktur Manajemen Risiko Pengelolaan infastruktur manajemen risiko menyediakan
infrastruktur manajemen risiko dalam pengelolaan risiko di perusahaan, agar mampu mendukung pencapaian kinerja perusahaan secara maksimal dan meningkatkan level maturitas perusahaan. a. Program digitalisasi (ADHI e-risk)b. Review dan melaksanakan kajian roadmap Manajemen
Risikoc. Pelaksanaan Asesmen Tingkat Maturitas Penerapan
Manajemen Risiko oleh Pihak Eksternal
2020 Sustainability Report | PT ADHI KARYA (Persero) Tbk. 71
Overcoming Challenges, Attaining SustainabilityMengatasi Tantangan, Mencapai Keberlanjutan
2. Kapabilitas Manajemen Risiko Pengelolaan kapabilitas manajemen risiko melaksanakan
kegiatan fungsi Kapabilitas Manajemen Risiko agar mampu mendukung pencapaian kinerja perusahaan secara optimal dan meningkatkan level maturitas.a. Sosialisasi Manual dan Prosedur Manajemen Risiko
beserta risk appetite & risk tolerance korporatb. Risk Awarenessc. Peningkatan kapabilitas Manajemen Risikod. Benchmarking Manajemen Risiko
3. Integrasi Manajemen Risiko Pengelolaan integrasi manajemen risiko melaksanakan
proses integrasi manajemen risiko ke dalam proses bisnis perusahaan, agar mampu mendukung pencapaian kinerja perusahaan secara maksimal dan meningkatkan level maturitas perusahaan. a. Pelaksanaan assessment internal Manajemen Risiko b. Pembuatan RKAP berbasis risiko
4. Budaya Manajemen Risiko Manajemen risiko mengusahakan agar tercipta budaya sadar
risiko. Penerapan budaya perusahaan biasanya dilakukan melalui perumusan nilai-nilai yang akan dianut oleh perusahaan tersebut. a. Dashboard Manajemen Risikob. FGD antara Risk Champion Team dan Risk Officer
dengan Biro Manajemen Risiko dan Komite Pemantau Manajemen Risiko dan Mutu
Profil Risiko ADHI
ADHI menyadari bahwa risiko telah menjadi bagian yang tidak terpisahkan dalam setiap proses bisnis yang dijalankan Perseroan. Dampak dari risiko tersebut secara signifikan dapat mempengaruhi kestabilan Perseroan, yang tentu saja melekat pada semua aktivitas dan pengambilan keputusan dalam menjalankan bisnis.
ADHI telah mempersiapkan profil risikonya yang terdiri dari Peta Risiko dan Risk Register Korporasi, dengan menampilkan risiko negatif (ancaman) maupun risiko positif (peluang). Peta risiko merupakan suatu gambaran kondisi risiko yang mendeskripsikan seluruh posisi risiko dalam suatu diagram. Risk Register (Daftar Risiko) adalah rekaman informasi mutakhir dari risiko yang telah teridentifikasi. Dalam hal ini baik Peta Risiko dan Risk Register disusun berdasarkan 9 kategori risiko, yaitu Risiko Strategis, Investasi, Pemasaran, Produksi, Keuangan, SDM, Legal, Teknologi Informasi (IT) dan QHSE.
2. Risk Management Capability The management of risk management capabilities carries out
the activities of the Risk Management Capability function in order to be able to support the achievement of optimal company performance and increase the maturity level.a. Dissemination of Risk Management Manual and Procedure
along with corporate risk appetite & risk toleranceb. Risk Awarenessc. Increased risk management capabilitiesd. Risk Management Benchmarking
3. Risk Management Integration Management of integrated risk management implements
the process of integrating risk management into the company's business processes, in order to be able to support the maximum achievement of company performance and increase the company's maturity level.a. Implementation of Risk Management internal assessmentb. Creating a risk-based RKAP
4. Risk Management Culture Risk management strives to create a risk awareness culture.
The application of corporate culture is usually carried out through the formulation of values to be adopted by the company.a. Risk Management Dashboardb. FGD between the Risk Champion Team and Risk
Officer with the Risk Management Bureau and the Risk Management and Quality Monitoring Committee
ADHI Risk Profile
ADHI realizes that risk has become an inseparable part of every business process carried out by the Company. The impact of these risks can significantly affect the stability of the Company, which of course is inherent in all activities and decision making in running the business.
ADHI has prepared a risk profile consisting of a Risk Map and a Corporate Risk Register, showing both negative risks (threats) and positive risks (opportunities). The risk map is a description of risk conditions that describes all risk positions in a diagram. Risk Register is a recording of up-to-date information on identified risks. In this case, both the Risk Map and the Risk Register are prepared based on 9 risk categories, namely Strategic Risk, Investment, Marketing, Production, Finance, Human Resources, Legal, Information Technology (IT) and QHSE.
PT ADHI KARYA (Persero) Tbk. | Laporan Keberlanjutan 202072
Tata Kelola Perusahaan BerkalanjutanSustainable Corporate Governance
Risiko Risk
Mitigasi Mitigation
Risiko Strategis / Strategic Risk
Risiko yang mempengaruhi ketercapaian sasaran strategis perusahaan dalam rencana jangka, pendek, menengah, dan panjangRisks that affect the achievement of the company's strategic goals in the short, medium, and long term plans
Melakukan analisa komprehensif, menyusun inisiatif strategis perusahaan, dan Business Continuity Plans Perform comprehensive analysis, compile company strategic initiatives, and Business Continuity Plans
Risiko Investasi / Investment Risk
Risiko tidak tercapainya sasaran dalam pelaksanaan corporate action terkait rencana investasiRisk of not achieving targets in implementing corporate actions related to investment plans
Melakukan kajian kelayakan investasi, payback strategy, sensivity analysis dan exit strategy, serta membentuk komite investasiconduct investment feasibility studies, payback strategy, sensitivity analysis and exit strategy, and form an investment committee
Risiko Pemasaran / Marketing Risk
Persaingan usahaBusiness competition
Kajian level of confidence atas rencana perolehan kontrak, due diligence terhadap seluruh tahapan, menggunakan teknologi dan inovasi terbarustudy of the level of confidence in the contract acquisition plan, due diligence for all stages, using the latest technology and innovations
Kepuasan PelangganCustomer satisfaction
Memastikan standarisasi layanan dan diferensiasi produk yang excellent dan kompetitif, dengan mengoptimalkan bisnis intelligenceensuring service standardization and competitive and excellent product differentiation, by optimizing business intelligence
Risiko Produksi / Production Risk
Mutu (kualitas pekerjaan), dan Metode kerja tidak sesuaiQuality (quality of work), and work methods are not appropriate
Melakukan sertifikasi dan skill laborCertification and skill labor
Pemilihan MitraPartner Selection
Due Diligence (uji tuntas) atas calon mitra/partner kerja sama untuk mengetahui kapabilitas, kompetensi dan performance dari segi teknisDue Diligence on potential partners/partners to determine capabilities, competencies and technical performance
Risiko Keuangan / Financial Risk
Cash Flow Operasi negatifNegative Operating Cash Flow
Pemanfaatan NCLMempercepat penagihan/ factoring (anjak piutang) ke bank/ instansi keuangan lainnyaUtilization of NCLAccelerate billing/factoring (factoring) to banks/other financial institutions
Penurunan gross marginDecrease in gross margin
Mengoptimalkan QC, dan dihubungkan dengan kinerja proyek - Mencegah terjadinya lost time, dan 5R dengan produktifitas dan efisiensi proyek - Melakukan holdpoint secara berkalaOptimizes QC, and links to project performance- Prevent lost time and 5R with project productivity and efficiency- Doing holdpoint regularly
Keterbatasan working capitalLimited working capital
Memanfaatkan Leverage Subkon/Supplier dengan menghitung cost of moneyTake advantage of the Subcontractor/Supplier Leverage by calculating the cost of money
Re-strukturisasi AssetAsset Re-structuring
Melakukan relaksasi pinjaman atas pokok dan bunga untuk proyek- proyek investasi (prefinancing, dan turnkey)Relaxing loans on principal and interest for investment projects (prefinancing and turnkey)
Risiko SDM / HR risk
Man Power PlanningMan Power Planning
Melakukan perencanaan kebutuhan pelatihan bagi pegawai sebagai prioritas, serta bekerjasama dengan ALC dan pihak-pihak terkait untuk membangun materi program pengembangan yang sesuai dengan target posisi dan tujuan pengembanganPlanning training needs for employees as a priority, and collaborating with ALC and related parties to develop development program materials in accordance with the target position and development objectives
People Development ProgramPeople Development Program
Perencanaan kebutuhan pelatihan bagi pegawai harus disusun sesuai prioritasPlanning for training needs for employees must be prepared according to priority
2020 Sustainability Report | PT ADHI KARYA (Persero) Tbk. 73
Overcoming Challenges, Attaining SustainabilityMengatasi Tantangan, Mencapai Keberlanjutan
Risiko Risk
Mitigasi Mitigation
Risiko Legal / Legal Risk
Kontrak dan klaimContracts and claims
Mempersiapkan personil dan struktur organisasi untuk mengakomodasi dan memperkuat legal and compliance, melakukan asesmen secara berkala dengan melibatkan unit kerja terkait, serta melakukan verifikasi terhadap owner, vendor, dan rekananPrepare personnel and organizational structures to accommodate and strengthen legal and compliance, conduct regular assessments involving related work units, and verify owners, vendors, and partners.
Risiko IT / IT risk
BIM applicationBIM application
Melakukan sertifikasi BIM sesuai yang disyaratkanPerform BIM certification as required
TeknologiTechnology
Pengendalian lisensi di Kantor Pusat dan komitmen penggunaan software berlisensi pada seluruh departemen operasionalControl of licenses at Head Office and commitment to use licensed software in all operational departments
Kualitas ITIT quality
Melakukan action plan terkait atribut kesenjangan untuk memenuhi kriteria maturitas ITCarry out an action plan related to the gap attribute to meet the IT maturity criteria
Risiko QHSE / QHSE risk
Risiko Health services, assurance, safety, dan environmentHealth services, assurance, safety and environment risks
Meningkatkan sosialisasi pemahaman K3L kepada SDM di semua level, dan melakukan monitoring, inspeksi dan evaluasai berkala terhadap pelaksanaan SMK3L di semua unit usaha dan proyekIncrease the socialization of K3L understanding to human resources at all levels, and carry out regular monitoring, inspection and evaluation of the implementation of SMK3L in all business units and projects
Risiko Force Majeur Force Majeur risk
Melakukan usaha-usaha memutus rantai penyebaran COVID-19 bagi insan ADHIMaking efforts to break the chain of the spread of COVID-19 for ADHI people
Rencana Penerapan Manajemen Risiko ke DepanFuture Risk Management Implementation Plan
2018
Initial
2019
Repeatable
2020
Defined
2021
Managed
2024
Optimized
PT ADHI KARYA (Persero) Tbk. | Laporan Keberlanjutan 202074
Tata Kelola Perusahaan BerkalanjutanSustainable Corporate Governance
Mengacu pada program dan strategi improvement di atas, maka sasaran manajemen risiko PT Adhi Karya (Persero) Tbk untuk tahun 2020 berada di level “Defined”, dan tahun 2021 berada di level “Managed”. Fokus pada peningkatan kualitas Integrasi, Perancangan Kerangka Kerja, Komunikasi dan Konsultasi, Implementasi, Evaluasi, Perbaikan Kerangka Kerja Manajemen Risiko, Lingkup, Konteks dan Kriteria, Identifikasi Risiko, Monitoring dan Review serta Pelaporan Manajemen Risiko.
Seluruh insan ADHI berpedoman pada nilai-nilai, prinsip-prinsip, standar, dan norma-norma perilaku yang telah disepakati bersama yang dirumuskan dalam Pedoman Perilaku Perusahaan (Code of Conduct). Sebagai pedoman perilaku bagi seluruh pegawai dalam berinteraksi dengan pihak dalam dan pihak luar, Kode Etik diperkenalkan ke seluruh tingkatan di dalam Perseroan dan tertulis dalam kontrak kerja perekrutan pegawai yang harus dipahami dan ditandatangani oleh seluruh pegawai. Melalui sosialisasi serupa diharapkan seluruh pegawai berperilaku sesuai nilai-nilai Perseroan dan menerapkan Kode Etik dalam kegiatan sehari-hari. Untuk internalisasi Kode Etik, Perseroan secara berkala mengadakan acara untuk mengingatkan dan menekankan penerapan Kode Etik bagi para pegawai.
• Pokok-Pokok Kode Etik
Pedoman Etika Bisnis ADHI (Code of ADHI Business Conduct) memuat tingkah laku moral dan etika yang harus dimiliki oleh semua pegawai dan pengurus Perseroan.
Pedoman tersebut berisi hal-hal berikut:1. Aset dan informasi Perseroan.2. Perseroan dan karyawan.3. Berhati-hati dalam melakukan usaha dan pekerjaan
sampingan.4. Memperlakukan keluarga dan teman secara etis dalam
pekerjaan.5. Berhati-hati dalam menghadapi tawaran dan pemberian
hadiah, jamuan, dan hiburan.6. Menjalin hubungan yang wajar dengan pemerintah.7. Menjaga reputasi ADHI dalam aktivitas politik.8. Memperlakukan mitra bisnis ADHI dengan adil9. Bersaing secara sehat.
ll ADHI people are guided by the values, principles, standards and norms of behavior that have been mutually agreed upon which are formulated in the Code of Conduct. As a code of conduct for all employees in interacting with internal and external parties, the Code of Ethics is introduced to all levels within the Company and is written in the employee recruitment work contract which must be understood and signed by all employees. Through this kind of socialization, it is hoped that all employees will behave in accordance with the Company's values and apply the Code of Ethics in their daily activities. To internalize the Code of Ethics, the Company periodically holds events to remind and emphasize the application of the Code of Ethics for employees.
• Principles of the Code of Ethics
ADHI's Code of Business Ethics (Code of ADHI Business Conduct) contains moral and ethical behavior that must be possessed by all employees and management of the Company.
The guidelines contain the following:1. Company assets and information.2. Company and employees.3. Be careful in doing business and side jobs.
4. Treating family and friends ethically at work.
5. Exercise caution in dealing with offers and giving of gifts, meals and entertainment.
6. Maintain a reasonable relationship with the government.7. Maintain ADHI's reputation in political activities.8. Treat ADHI's business partners fairly9. Competing fairly.
Kode Etik [GRI 102-16]Code of Conduct [GRI 102-16]
Referring to the improvement programs and strategies above, PT Adhi Karya (Persero) Tbk's risk management target for 2020 is at the “Defined” level, and in 2021 it is at the “Managed” level. Focus on improving the quality of Integration, Framework Design, Communication and Consultation, Implementation, Evaluation, Improvement of Risk Management Frameworks, Scope, Context and Criteria, Risk Identification, Monitoring and Review and Risk Management Reporting.
2020 Sustainability Report | PT ADHI KARYA (Persero) Tbk. 75
Overcoming Challenges, Attaining SustainabilityMengatasi Tantangan, Mencapai Keberlanjutan
• Sosialisasi dan Penyebarluasan Kode Etik Sosialisasi dan penyebarluasan Kode Etik wajib dilakukan oleh setiap Departemen/Divisi/ Proyek dengan menyampaikan Kode Etik tersebut kepada seluruh personel yang ada di lingkungan masing-masing. Pegawai akan diminta secara berkala mengisi lembar pernyataan kepatuhan terhadap Pedoman sebagai wujud komitmen. Departemen SDM bersama General Manager, Kepala Divisi akan melakukan monitoring pelaksanaan pedoman di masing-masing Departemen/Divisi/Proyek dan melakukan evaluasi secara berkala terhadap penerapan pedoman
• Saksi Bagi Pelanggar Kode Etik
Komitmen ADHI untuk menegakkan Kode Etik dilakukan dengan merumuskan mekanisme dan jenis sanksi bagi pelanggar. Dalam hal ini, mekanisme dan sanksi merujuk pada Peraturan Perusahaan, serta prosedur yang telah disepakati dalam Perjanjian Kerja Bersama (PKB). Sanksi dijatuhkan secara konsisten dan proporsional sesuai dengan tingkat atau derajat pelanggaranya. Di sisi lain, ADHI akan memberikan penghargaan terkait pelaksanaan Kode Etik sebagai bagian dari penilaian Insan ADHI. Untuk itu, Perseroan akan memilih Insan ADHI yang dinilai memiliki integritas yang tinggi dalam melaksanakan tugas dan wewenangnya, dan memberinya penghargaan.
• Jumlah Pelanggaran Kode Etik
Selama tahun 2020, ADHI tidak menerima laporan tentang pelanggaran Kode Etik sehingga Perseroan tidak menjatuhkan sanksi apapun.
• Dissemination and Dissemination of the Code of Ethics
Socialization and dissemination of the Code of Ethics must be carried out by each Department/Division/Project by submitting the Code of Ethics to all personnel in their respective environment. Employees will be asked periodically to fill out a statement of compliance with the Guidelines as a form of commitment. The HR Department together with the General Manager, Head of Divisions will monitor the implementation of the guidelines in each Department/Division/Project and conduct periodic evaluations of the implementation of the guidelines.
• Witnesses for Code of Conduct Violators
ADHI's commitment to upholding the Code of Ethics is carried out by formulating mechanisms and types of sanctions for violators. In this case, the mechanisms and sanctions refer to the Company Regulations, as well as the procedures agreed in the Collective Bargaining Agreement (PKB). Sanctions are imposed consistently and proportionally according to the level or degree of the offender. On the other hand, ADHI will give awards related to the implementation of the Code of Ethics as part of the assessment of ADHI Individuals. For this reason, the Company will select ADHI personnel who are considered to have high integrity in carrying out their duties and authorities, and give them awards.
• Number of Code of Conduct Violations
During 2020, ADHI did not receive reports about violations of the Code of Ethics so that the Company did not impose any sanctions.
PT ADHI KARYA (Persero) Tbk. | Laporan Keberlanjutan 202076
Tata Kelola Perusahaan BerkalanjutanSustainable Corporate Governance
Sebagai bagian dari penerapan GCG, ADHI memiliki Sistem Pelaporan Pelanggaran (Whistleblowing System) yang memungkinkan setiap karyawan/Insan ADHI menyampaikan laporan terkait dugaan adanya pelanggaran terhadap peraturan, perundang-undangan dan prinsip-prinsip Tata Kelola Perusahaan. Keberadaan sistem ini dikuatkan melalui Surat Keputusan Direksi PT Adhi Karya (Persero) Tbk. Nomor: 014-6/2018/352 tentang Penyempurnaan Sistem Pelaporan Pelanggaran/ Whistleblowing System (WBS) PT Adhi Karya (Persero) Tbk. Sasaran keberadaan WBS adalah mempermudah manajemen menangani laporan pelanggaran, memberikan jaminan kerahasiaan serta sarana pelaporan, mendukung penerapan praktik GCG dan peraturan Perseroan, serta mengintegrasikan WBS dalam sistem pengendalian internal perusahaan dan manajemen risiko yang mendukung GCG.
• Pengelola WBS
Untuk mengelola WBS, termasuk melaksanakan penelaahan awal terhadap pengaduan/penyingkapan pelanggaran, ADHI membentuk Komite Etik yang disahkan melalui Memo Direksi Nomor: 026/DU/18 tanggal 28 Juni 2018 tentang Penetapan Direktur Penanggung Jawab WBS dan Komite Etik. Komite ini bersifat Ad Hoc/Ex Officio, yang bertugas memberikan kajian dan rekomendasi kepada Direksi untuk melakukan pengambilan keputusan. Komite Etik terdiri dari unsur-unsur sebagai berikut:1. General Manager Legal. 2. General Manager SDM. 3. Kepala SPI.4. Corporate Secretary
• Sarana/Media Pelaporan Bagi pelapor yang hendak menyampaikan pengungkapan/pelaporan pengaduan pelanggaran kepada Komite Etik, mereka bisa memanfaatkan aplikasi e-WBS yang tersedia pada sarana/media menu WBS di website situs web adhi ADHI (www.adhi.co.id) yang khusus diperuntukkan bagi Sistem Pengelolaan Pelanggaran. Adapun pelanggaran yang dapat dilaporkan melalui WBS, meliputi:a. Benturan Kepentingan;b. Korupsi;c. Kecurangan;d. Penggelapan;e. Gratifikasi;f. Suap;g. Pelanggaran dalam Proses Pengadaan Barang dan Jasa.
As part of the implementation of GCG, ADHI has a Whistleblowing System that allows every ADHI employee/personnel to submit reports regarding suspected violations of regulations, laws and the principles of Corporate Governance. The existence of this system is strengthened through the Decree of the Board of Directors of PT Adhi Karya (Persero) Tbk. Number: 014-6/2018/352 concerning the Improvement of the Whistleblowing System (WBS) of PT Adhi Karya (Persero) Tbk. The objectives of the WBS are to facilitate management in handling violation reports, provide assurance of confidentiality and reporting facilities, support the implementation of GCG practices and Company regulations, and integrate the WBS in the company's internal control system and risk management that supports GCG.
• WBS Manager
To manage the WBS, including conducting preliminary reviews of complaints/disclosure of violations, ADHI established an Ethics Committee which was endorsed by the Directors Memo Number: 026/DU/18 dated 28 June 2018 concerning the Appointment of the Director in Charge of WBS and the Ethics Committee. This committee is an Ad Hoc/Ex Officio, which is tasked with providing reviews and recommendations to the Board of Directors to make decisions. The Ethics Committee consists of the following elements:1. General Manager Legal.2. General Manager of HR.3. Head of SPI.4. Corporate Secretary
• Reporting Facility/Media
For whistleblowers who wish to submit disclosure/reporting of violations to the Ethics Committee, they can use the e-WBS application available on the WBS menu on the ADHI website (www.adhi.co.id) which is specifically for the Violation Management System. The violations that can be reported through the WBS include:
a. Conflict of Interest;b. Corruption;c. Fraud;d. Embezzlement;e. Gratuities;f. Bribery;g. Violations in the Process of Procurement of Goods and
Services.
Whistleblowing System Whistleblowing System
2020 Sustainability Report | PT ADHI KARYA (Persero) Tbk. 77
Overcoming Challenges, Attaining SustainabilityMengatasi Tantangan, Mencapai Keberlanjutan
Kepada pelapor (whistleblower), ADHI menjamin kerahasiaan identitasnya, serta memberikan perlindungan dari segala bentuk ancaman, intimidasi, ataupun tindakan tidak menyenangkan dari pihak manapun, selama/sepanjang Pelapor dapat menjaga kerahasiaan kasus yang diadukan/dilaporkan. Perlindungan juga berlaku bagi petugas yang ditunjuk Perusahaan dalam melaksanakan investigasi, verifikasi maupun pihak-pihak yang memberikan informasi terkait dengan pengaduan/penyingkapan fakta penyimpangan.
Alur Mekanisme WBSFlow of WBS Mechanism
PelaporWhistleblower
Komite EtikEthic Committee
Direksi/DekomBOD/BOC
Indikasi PelanggaranViolations Indication
Menyaring LaporanReport Filter
InvestigasiInvestigation
VerifikasiVerification
PenelaahanReview
• Nama • NPP• Unit Kerja• Bukti Pendukung• Name • NPP• Work Unit• Supporting Evidence
Tidak / No
Ya / Yes
Pemberian SanksiSanctions
TerbuktiProven
SelesaiFinished
Kajian & RekomendasiReview &
Recommendation
To whistleblowers, ADHI guarantees the confidentiality of his identity, and provides protection from all forms of threats, intimidation, or unpleasant actions from any party, as long as/as long as the Reporting Party can maintain the confidentiality of the reported/reported case. Protection also applies to officers appointed by the Company in carrying out investigations, verification and parties providing information related to complaints/disclosure of facts of irregularities.
PT ADHI KARYA (Persero) Tbk. | Laporan Keberlanjutan 202078
Tata Kelola Perusahaan BerkalanjutanSustainable Corporate Governance
• Sosialisasi WBS Pada tahun 2020, ADHI melakukan sosialisasi WBS pada bulan Juni, yang diikuti oleh 123 peserta. Sosialisasi dilakukan melalui ILMU ADHI yaitu media e-learning yang dapat diakses oleh seluruh Insan ADHI. Kegiatan dilakukan oleh Departemen SDM, ditujukan kepada Insan ADHI yang mengikuti Great Employee Development Program dan Fresh Graduate Development Program (karyawan baru). Dalam sosialisasi ini juga diberikan materi Gratifikasi dan Code of Conduct (CoC).
• Jumlah Pengaduan, Tindak Lanjut dan Sanksi
Selama tahun 2020, tidak terdapat laporan pengaduan pelanggaran melalui sistem WBS sehingga tidak terdapat informasi terkait pelanggaran, tindak lanjut dan sanksi yang diberikan.
Kebijakan Antikorupsi/Antigratifikasi
ADHI mendukung penuh langkah dan kebijakan pemerintah untuk memberantas korupsi. Dalam hal ini, Perseroan meyakini bahwa korupsi merupakan musuh bersama, sekaligus menjadi penghambat bagi lajunya pembangunan yang saat ini sedang dilakukan secara sungguh-sungguh dan berkelanjutan. Sikap dan komitmen ADHI tersebut merupakan dukungan dan implementasi Undang-Undang No. 20 Tahun 2001 tentang Perubahan atas Undang-Undang No. 31 Tahun 1999 tentang Pemberantasan Tindak Pidana Korupsi, serta Surat Edaran No.S-35/MBU/01/2020 tanggal 10 Januari 2020, yang berisi instruksi agar Direksi BUMN mengimplementasikan Sistem Manajemen Anti-Suap (SMAP).
Komitmen ADHI terhadap antikorupsi/antigratifikasi dikuatkan melalui Surat Keputusan Direksi PT Adhi Karya (Persero) Tbk yang disahkan pada tanggal 22 Desember 2016, yang mengatur pengendalian gratifikasi yang dianggap berlawanan dengan tugas dan kewajiban karyawan. Penolakan secara sopan wajib dilakukan apabila karyawan ditawarkan gratifikasi yang tidak sesuai dengan ketentuan yan telah diatur dlam pedoman ADHI. Setiap penerimaan gratifikasi yang dianggap suap wajib ditolak, bilamana dengan penolakan dikhawatirkan bisa mengganggu hubungan dan/atau pemberian tersebut sudah berada di tempat penerima, maka gratifikasi tersebut wajib dilaporkan ke Komisi Pemberantas Korupsi (KPK) atau ke Tim Pelaksana Pengendali Gratifikasi (TPPG) sebagai pengelola gratifikasi di ADHI.
• WBS socialization
In 2020, ADHI conducted WBS socialization in June. Socialization is carried out through ADHI's ILMU, which is an e-learning media that can be accessed by all ADHI personnel. Activities carried out by the HR Department are aimed at ADHI personnel who participate in the Great Employee Development Program and the Fresh Graduate Development Program (new employees). In this socialization, Gratification and Code of Conduct (CoC) materials were also given.
• Number of Complaints, Follow-Up and Sanctions
During 2020, there were no reports of complaints of violations through the WBS system so there was no information regarding violations, follow-ups and sanctions given.
Anti-Corruption/Anti-Corruption Policy
ADHI fully supports government measures and policies to eradicate corruption. In this regard, the Company believes that corruption is a common enemy, as well as an obstacle to the progress of development which is currently being carried out in a serious and sustainable manner. ADHI's attitude and commitment is the support and implementation of Law No. 20 of 2001 concerning Amendments to Law No. 31 of 1999 concerning Eradication of Corruption, as well as Circular No.S-35/MBU/01/2020 dated January 10, 2020, which contains instructions for BUMN Directors to implement an Anti-Bribery Management System (SMAP).
ADHI's commitment to anti-corruption/anti-corruption is strengthened through the Decree of the Board of Directors of PT Adhi Karya (Persero) Tbk which was passed on December 22, 2016, which regulates gratification control which is considered contrary to the duties and obligations of employees. A polite refusal must be made if an employee is offered gratuities that are not in accordance with the provisions stipulated in ADHI guidelines. Any receipt of a gratification deemed a bribe must be rejected, if it is feared that it could interfere with the relationship and/or the gift is already at the recipient's place, then the gratification must be reported to the Corruption Eradication Commission (KPK) or to the Gratification Control Implementation Team (TPPG) as the gratification manager at ADHI.
2020 Sustainability Report | PT ADHI KARYA (Persero) Tbk. 79
Overcoming Challenges, Attaining SustainabilityMengatasi Tantangan, Mencapai Keberlanjutan
Bersaing Secara Sehat Persaingan merupakan hal yang lazim dalam dunia bisnis, termasuk di jasa konstruksi. Bagi pelaku usaha, persaingan merupakan realita yang harus dihadapi, sekaligus menjadi motivasi untuk menghadirkan produk dan layanan berkualitas agar menjadi pilihan konsumen/pelanggan. Sementara itu, bagi konsumen/pelanggan, persaingan memungkinkan adanya sejumlah pilihan sehingga mereka bisa memilih sesuai dengan kebutuhannya dengan kualitas terbaik.
Dalam menghadapi persaingan, ADHI berpedoman pada Undang-Undang Nomor 5 Tahun 1999 tentang Larangan Praktek Monopoli dan Persaingan Usaha Tidak Sehat, antara lain, “Setiap orang yang berusaha di Indonesia harus berada dalam situasi persaingan yang sehat dan wajar sehingga tidak menimbulkan adanya pemusatan kekuatan ekonomi pada pelaku usaha tertentu.” Sejalan dengan itu, Perseroan telah mengaturnya dalam Kode Etik dengan topik “Bersaing secara Sehat.” Dalam hal ini, ADHI berprinsip bahwa persaingan sehat merupakan salah satu cara untuk mempromosikan efisiensi ekonomi untuk menuju pembangunan berkelanjutan.
Berkaitan dengan persaingan yang sehat, ADHI telah merumuskan “Apa yang harus Dilakukan,” dan “Larangan atau yang Harus Dihindari.” Dalam hal ini, Perseroan akan berfokus pada upaya menghadirkan produk dan layanan berkualitas sebagai keunggulan daya saing. Selain mendukung persaingan sehat sehingga tidak terjadi monopoli, ADHI juga berkomitmen untuk menjauhi praktik trust, yaitu membuat kesepakatan dengan pelaku usaha lain untuk mengontrol produksi dan pemasaran atas barang atau jasa sehingga dapat mengakibatkan terjadinya praktek monopoli dan atau persaingan usaha tidak sehat.
Komitmen ADHI untuk bersaing secara sehat membawa hasil dengan tidak adanya tindakan hukum atau sanksi dari Komisi Pengawas Persaingan Usaha (KPPU) selama tahun pelaporan. Hal tersebut sekaligus membuktikan bahwa dalam menjalankan usaha, ADHI patuh terhadap regulasi yang melarang praktek monopoli dan persaingan usaha tidak sehat, temasuk di dalamnya tidak menerapkan kebijakan trust.
Fair Competition
Competition is commonplace in the business world, including in construction services. For business actors, competition is a reality that must be faced, as well as a motivation to deliver quality products and services so that they become the choice of customers/customers. Meanwhile, for customers/customers, competition allows a number of choices so that they can choose according to their needs with the best quality.
In the face of competition, ADHI is guided by Law Number 5 of 1999 concerning the Prohibition of Monopolistic Practices and Unfair Business Competition, among others, "Every person who does business in Indonesia must be in a situation of healthy and fair competition so as not to cause a concentration of economic power. to certain business actors. " In line with that, the Company has regulated it in the Code of Ethics with the topic "Competing fairly." In this case, ADHI has the principle that fair competition is one way to promote economic efficiency towards sustainable development.
With regard to fair competition, ADHI has formulated "What to Do," and "Don'ts or What to Avoid." In this case, the Company will focus on efforts to deliver quality products and services as a competitive advantage. In addition to supporting healthy competition so that monopoly does not occur, ADHI is also committed to avoiding trust practices, namely making agreements with other business actors to control the production and marketing of goods or services so as to result in monopolistic practices and/or unfair business competition.
ADHI's commitment to compete fairly brought results in the absence of legal action or sanctions from the Business Competition Supervisory Commission (KPPU) during the reporting year. This also proves that in running its business, ADHI complies with regulations that prohibit monopolistic practices and unfair business competition, including not implementing trust policies.
PT ADHI KARYA (Persero) Tbk. | Laporan Keberlanjutan 202080
Tata Kelola Perusahaan BerkalanjutanSustainable Corporate Governance
ADHI mendefinisikan pemangku kepentingan sebagai entitas atau individu yang terpengaruh oleh kegiatan, produk, dan jasa Perseroan. Di sisi lain, keberadaan mereka juga mempengaruhi Perseroan dalam mewujudkan keberhasilan penerapan strategi dan pencapaian tujuan. Berkaitan dengan pemangku kepentingan, ADHI telah melakukan identifikasi individu atau kelompok yang merupakan pemangku kepentingan berdasarkan pengaruh masing-masing. [GRI 102-42)
Perseroan menyadari bahwa setiap pemangku kepentingan memilik peran dan kontribusi terhadap tewujudnya usaha ADHI yang berkelanjutan. Untuk itu, Perseoran berupaya semaksimal untuk melibatkan mereka dalam berbagai program/kegiatan sesuai dengan jenis pemangku kepentingan. Pelibatan diarahkan dengan tetap merujuk pada kepentingan Perusahaan, baik jangka pendek, menengah maupun panjang. Daftar dan pelibatan pemangku kepentingan ADHI selengkapnya disajikan pada tabel berikut:
Pemangku Kepentingan / Discussion Topics
[GRI 102-40]
Topik Pembahasan / Discussion Topics [GRI 102-44]
Pendekatan / Approach [GRI 102-43]
Frekuensi Pendekatan / Approach Frequency
[GRI 102-43]
Pemegang sahamShareholders
Informasi kinerja keuangan terkait aksi korporat dan strategi perusahaanFinancial performance information related to corporate actions and corporate strategy
RUPS TahunanAnnual GMS
Setahun SekaliOnce a Year
Informasi kinerja non keuanganNon-financial performance information
Laporan triwulananQuarterly reports
Setahun 4 kali4 times a year
KaryawanEmployees
Pemenuhan hak-hak normatif dan perlindungan kerjaFulfillment of normative rights and work protection
Media internal (Majalah)Internal media (Magazine)
3 bulan sekali3 months
Pengembangan karierCareer development
Perjanjian Kerja BersamaCollective labor agreement[GRI 102-41]
2 tahun sekali2 years
Kesetaraan kesempatan pengembangan karierEqual career development opportunities
Orientasi karyawan baruProgram pengembangan individuNew employee orientationIndividual development program
Setiap programInsidentil Every programIncidental
Kesehatan dan keselamatan kerjaOccupational Health and Safety
Serikat PekerjaEmployee survey
Setahun sekaliOnce a year
Owner
Pelaksanaan pekerjaan tepat waktu, tepat anggaran dan amanExecution of work on time, on budget and safely
Pelaporan kemajuan pekerjaanWork progress reporting
Sesuai termin yang ditentukanAccording to the terms specified
Kualitas produk dan jasaQuality of products and services
Pengkajian Kontrak KerjaWork Contract Assessment
Saat dibutuhkanWhen needed
InovasiInnovation
Survei kepuasan pelangganCustomer satisfaction survey
Setahun 2 kali2 times a year
ADHI defines stakeholders as entities or individuals who are affected by the activities, products and services of the Company. On the other hand, their existence also influences the Company in realizing the success of strategy implementation and goal achievement. With regard to stakeholders, ADHI has identified individuals or groups who are stakeholders based on their respective influences. (GRI 102-42)
The Company realizes that every stakeholder has a role and contribution to the realization of a sustainable ADHI business. For this reason, the company makes every effort to involve them in various programs/activities according to the types of stakeholders. The involvement is directed by referring to the interests of the Company, both in the short, medium and long term. The full list and involvement of ADHI stakeholders is presented in the following table:
Pelibatan Pemangku Kepentingan [E.4]Stakeholder Engagement [E.4]
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Overcoming Challenges, Attaining SustainabilityMengatasi Tantangan, Mencapai Keberlanjutan
Pemangku Kepentingan / Discussion Topics
[GRI 102-40]
Topik Pembahasan / Discussion Topics [GRI 102-44]
Pendekatan / Approach [GRI 102-43]
Frekuensi Pendekatan / Approach Frequency
[GRI 102-43]
PemerintahGovernment
Kepatuhan pada peraturan dan perundanganCompliance with laws and regulations
Laporan TahunanAnnual report
Minimal setahun sekaliMinimal setahun sekali
Transparansi dan informasi terkiniTransparency and up-to-date information
Laporan KeberlanjutanSustainability Report
Minimal setahun sekaliMinimal setahun sekali
Tata kelola perusahaan yang baikGood corporate governance
Program Kemitraan dan Bina LingkunganPartnerships and community development program
Minimal setahun sekaliMinimal setahun sekali
Anti korupsi dan etika bisnisAnti-corruption and business ethics
SosialisasiSocialization
Minimal setahun sekaliAt least once a year
MasyarakatMasyarakat
Program CSR yang direncanakan dan dilaksanakanCSR programs that are planned and implemented
Kerja sama strategis dalam program CSRStrategic cooperation in the CSR program
Minimal setahun sekaliAt least once a year
Dampak dan kinerja lingkunganEnvironmental impact and performance
Pelaporan PKBLPKBL reporting
Minimal setahun sekaliAt least once a year
Kesempatan untuk berkolaborasi pada kegiatan CSROpportunity to collaborate on CSR activities
Program CSR di sekitar lingkungan proyekMedia for society
Minimal setahun sekaliAt least once a year
Informasi kegiatanActivity information
Media untuk masyarakatMedia untuk masyarakat
Minimal setahun sekaliAt least once a year
MediaMedia
Kinerja keuangan dan non keuanganFinancial and non-financial performance
Press releasePaparan publikKunjungan proyekPress releasePublic exposureProject visit
InsidentilIncidental
PemasokSuppliers
Proses pengadaan barang dan jasa yang transparanTransparent procurement of goods and services
Sosialisasi sistem pengadaan barang dan jasaSocialization of the system for procurement of goods and services
InsidentilIncidental
Hubungan bisnis yang saling menguntungkan antara Perseroan dan pemasokMutually beneficial business relationship between the Company and suppliers
Apresiasi penghargaan bagi pemasokAppreciation awards for suppliers
InsidentilIncidental
Permasalahan terhadap Penerapan Keuangan Berkelanjutan [E.5]Tahun 2020 merupakan tahun pertama bagi ADHI menerapkan keuangan berkelanjutan, sebagaimana diamanatkan dalam POJK No.51/POJK.03/2017. Sesuai peraturan tersebut, penerapan keuangan berkelanjutan bagi Perusahaan Publik bisa diwujudkan dengan mengalokasikan sebagian dana Program Kemitraan dan Bina Lingkungan (PKBL) untuk membiayai berbagai program yang selaras dengan keuangan berkelanjutan. Antara lain, pembangunan sarana dan prasarana untuk meningkatkan kualitas hidup masyarakat di sekitar daerah operasi perusahaan, atau penyelenggaraan berbagai pelatihan untuk Usaha Kecil dan Menengah (UKM) terkait bisnis berkelanjutan.
Sesuai dengan panduan tersebut, selama tahun 2020, ADHI telah menyelenggarakan program-program yang sejalan dengan penerapan keuangan berkelanjutan, yaitu Renovasi Balai Desa Keringan Wetan Bulurejo, Pembangunan Saluran Sanitasi Desa Kepuh Sukoharjo, dan Pelatihan Pengembangan Kapasitas Mitra Binaan, dan tidak menemukan permasalahan yang signifikan dalam penerapan program-program tersebut.
Issue in Sustainable Finance Implementation [E.5]2020 is the first year for ADHI to implement sustainable finance, as mandated in POJK No.51/POJK.03/2017. In accordance with these regulations, the implementation of sustainable finance for Public Companies can be realized by allocating a portion of the Partnership and Community Development Program (PKBL) funds to finance various programs that are in line with sustainable finance. Among other things, the construction of facilities and infrastructure to improve the quality of life of the communities around the company's operational areas, or the holding of various trainings for Small and Medium Enterprises (UKM) related to sustainable business.
In accordance with these guidelines, during 2020, ADHI has carried out programs that are in line with the implementation of sustainable finance, namely Renovation of the Keringan Wetan Bulurejo Village Hall, Construction of the Village Sanitation Channels in Kepuh Sukoharjo Village, and Training on Capacity Building for Foster Partners, and did not find any significant problems. in implementing these programs.
PT ADHI KARYA (Persero) Tbk. | Laporan Keberlanjutan 202082
Kinerja Ekonomi KeberlanjutanSustainable Economic PerformanceSustainability Report 2020
PT ADHI KARYA (PERSERO) TBK.
2020 Sustainability Report | PT ADHI KARYA (Persero) Tbk. 83
Astonishing Innovation and Creation for the NationKarya dan Inovasi Terbaik untuk Bangsa
Kinerja Ekonomi Berkelanjutan Sustainable Economic Performance
Tinjauan Ekonomi Indonesia Tahun 20202020 Economic Overview of Indonesia
PT ADHI KARYA (Persero) Tbk. | Laporan Keberlanjutan 202084
Kinerja Ekonomi KeberlanjutanSustainable Economic Performance
Perekonomian Indonesia menghadapi masa sulit selama tahun 2020. Pandemi COVID-19 yang berkepanjangan telah membuat sendi-sendi perekonomian runtuh, bahkan Indonesia memasuki resesi. Begitu besarnya dampak pandemi bagi perekonomian Indonesia, tak berlebihan jika Menteri Keuangan Sri Mulyani menyatakan persoalan pandemi jauh lebih kompleks dibandingkan dengan krisis ekonomi tahun 2008- 2009 dan 1997-1998.
Resesi ekonomi Indonesia ditandai dengan laju perekonomian pada kuartal III yang tercatat kembali -3,49%, setelah sebelumnya terkontraksi atau tumbuh -5,32% pada kuartal II. Selanjutnya, pada kuartal IV, meski terjadi perbaikan, namun ekonomi Indonesia masih mencatatkan -2,19%. Menurut Bank Indonesia, perbaikan ekonomi domestik kuartal IV 2020 ditopang realisasi stimulus dan kontribusi positif sektor eksternal. Konsumsi pemerintah tumbuh positif pada 2020 sebesar 1,94% dipengaruhi oleh realisasi stimulus pemerintah, terutama berupa bantuan sosial, belanja barang dan jasa lainnya, serta Transfer ke Daerah dan Dana Desa (TKDD).
Trend membaiknya laju perekonomian pada kuartal II, III dan IV, walau masih minus, menjadi penanda bahwa langkah dan kebijakan pemerintah untuk mengendalikan pandemi sekaligus berupaya agar ekonomi tetap bergerak berada di jalur yang benar. Dengan trend perbaikan serupa itu, sebagaimana disampaikan Badan Pusat Statistik, pertumbuhan ekonomi Indonesia pada tahun 2020 tercatat -2,07%. Data BPS tersebut sejalan dengan proyeksi Kementerian Keuangan RI dan Bank Dunia yang menyebut pertumbuhan ekonomi Indonesia tahun 2020 maksimal -2,2%.
Pertumbuhan Produk Domestik Bruto 2014-2020
Sumber: Berita Resmi Statistik, Badan Pusat Statistik (BPS), 5 Februari 2021Source: Statistics Official News, Central Statistics Agency (BPS), February 5, 2021
Indonesian economy was dealing with difficult situations during 2020. The prolonged COVID-19 pandemic has made the joints of the economy collapse, and even Indonesia has entered a recession. The magnitude of the impact of the pandemic on the Indonesian economy is no exaggeration if the Minister of Finance Sri Mulyani stated that the pandemic problem is much more complex than the economic crises in 2008-2009 and 1997-1998.
Indonesia's economic recession was marked by the economic pace in the third quarter which recorded a return of -3.49%, after previously contracting or growing -5.32% in the second quarter. Furthermore, in the fourth quarter, despite improvements, Indonesia's economy still recorded -2.19%. According to Bank Indonesia, the improvement in the domestic economy in the fourth quarter of 2020 will be supported by the realization of stimulus and positive contributions from the external sector. Government consumption grew positively in 2020 at 1.94% influenced by the realization of government stimuli, especially in the form of social assistance, spending on other goods and services, as well as Transfers to Regions and Village Funds (TKDD).
The trend of improving economic pace in the second, third and fourth quarters, although still minus, is a sign that the government's steps and policies to control the pandemic are at the same time trying to keep the economy moving on the right track. With this similar improvement trend, as conveyed by the Central Statistics Agency, Indonesia's economic growth in 2020 was recorded at -2.07%. The BPS data is in line with the projection of the Indonesian Ministry of Finance and the World Bank, which states that Indonesia's economic growth in 2020 will be a maximum of -2.2%.
Gross Domestic Product Growth 2014-2020
5,01
2014 2015 2016 2017 2018 2019 2020
4,88 5,03 5,07 5,17 5,02
-2,07
2020 Sustainability Report | PT ADHI KARYA (Persero) Tbk. 85
Overcoming Challenges, Attaining SustainabilityMengatasi Tantangan, Mencapai Keberlanjutan
Menurut BPS, di tengah resesi ekonomi, dari 17 lapangan usaha yang disurvei dan menjadi komponen dalam pendorong perekonomi Indonesia tahun 2020, tercatat 10 lapangan usaha tumbuh minus, sedangkan 7 labangan usaha lainnya masih mampu mencatatkan pertumbuhan positif. Salah satu lapangan usaha yang mengalami kontraksi adalah konstruksi yaitu -3,26%, turun signifikan dibanding tahun 2019 yang tumbuh sebesar 5,76%. ADHI sebagai korporasi yang bergerak di lapangan usaha konstruksi turut berdampak dengan masuknya Indonesia ke dalam resesi akibat pandemi COVID-19. [GRI 103-1]
According to BPS, in the midst of an economic recession, the 17 business fields surveyed and being a component in driving the Indonesian economy in 2020, 10 business fields recorded negative growth, while 7 other business fields were still able to record positive growth. One of the business fields that experienced a contraction was construction, namely -3.26%, a significant decrease compared to 2019 which grew by 5.76%. ADHI as a corporation engaged in the construction business has had an impact with Indonesia's entry into a recession due to the COVID-19 pandemic. [GRI 103-1]
Tinjauan Sektor Konstruksi Construction Sector Overview
PT ADHI KARYA (Persero) Tbk. | Laporan Keberlanjutan 202086
Kinerja Ekonomi KeberlanjutanSustainable Economic Performance
Jasa konstruksi, yaitu layanan jasa konsultansi konstruksi dan/atau pekerjaan konstruksi, merupakan salah satu lapangan usaha yang terdapat pandemi COVID-19 selama tahun 2020, sebagaimana disampaikan BPS. Sempat tumbuh 2,90% pada kuartal I tahun 2020, namun tiga kuartal berikutnya terus mengalami kontraksi, bahkan pada kuartal IV, kontraksinya paling besar di antara ketiga kuartal, yaitu -5,67%. Kontraksi dipicu oleh sejumlah faktor, antara lain, karena kegiatan investasi mengalami penurunan signifikan akibat adanya Pembatasan Sosial Berskala Besar (PSBB) sehingga sejumlah proyek konstruksi, baik pemerintah maupun swasta, tertunda.
Laju Pertumbuhan Lapangan Usaha Konstruksi (y-on-y)
Sumber: Berita Resmi Statistik, Badan Pusat Statistik (BPS), 5 Februari 2021Source: Official Statistics News, Central Bureau of Statistics (BPS), February 5, 2021
Kontraksi yang dialami sektor atau lapangan usaha konstruksi selama tiga kuartal pada tahun 2020 menunjukkan begitu besarnya dampak pandemi COVID-19. Bahkan, berbagai upaya yang dilakukan pemerintah belum sepenuhnya berhasil mendorong pertumbuhan sektor ini sehingga tumbuh positif, atau minimal kontraksinya menurun dari kuartal ke kuartal.
Selama tahun 2020, sektor konstruksi merupakan salah satu sektor yang mendapat perhatian khusus dari pemerintah. Hal itu antara lain ditandari dengan terbitnya Peraturan Pemerintah (PP) Nomor 22 Tahun 2020 tentang Peraturan Pelaksanaan Undang-Undang Nomor 2 Tahun 2017 tentang Jasa Konstruksi. Selain menjadi payung hukum agar sektor konstruksi terus bergerak, penerbitan peraturan ini juga merupakan upaya pemerintah untuk meningkatkan iklim usaha kondusif, penyelenggaraan jasa konstruksi transparan, penyederhanaan skema, pengaturan jasa konstruksi yang tidak membebani masyarakat, serta menjamin arah kebijakan jasa konstruksi lebih profesional.
Construction services, namely construction consulting services and/or construction work, are one of the business fields that have the COVID-19 pandemic during 2020, as stated by BPS. It grew 2.90% in the first quarter of 2020, however, the next three quarters continued to contract, even in the fourth quarter, the contraction was the biggest among the three quarters, namely -5.67%. The contraction was triggered by a number of factors, among others, because investment activities had decreased significantly as a result of the Large-Scale Social Restrictions (PSBB) so that a number of construction projects, both government and private, were postponed.
Construction Business Growth Rate (y-on-y)
5,737,35
Q1 Q2 Q3 Q4
202020`920`8
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
5,79 5,58 5,91 5,69 5,65 5,79
2,90
-5,39 -4,52 -5,67
The contraction experienced by the construction sector or field for three quarters in 2020 shows the enormous impact of the COVID-19 pandemic. In fact, the various efforts made by the government have not fully succeeded in driving the growth of this sector so that it grows positively, or at least the contraction has decreased quarterly.
In 2020, the construction sector is one of the sectors that will receive special concern from the government. This was marked, among others, by the issuance of Government Regulation (PP) Number 22 of 2020 concerning Implementation Regulations of Law Number 2 of 2017 concerning Construction Services. Apart from being a legal umbrella so that the construction sector continues to move, the issuance of this regulation is also an effort by the government to improve a conducive business climate, provide transparent construction services, simplify schemes, regulate construction services that do not burden the community, and guarantee a more professional direction for construction service policies.
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Overcoming Challenges, Attaining SustainabilityMengatasi Tantangan, Mencapai Keberlanjutan
Sebelumnya, pada 27 Maret 2020, telah terbit pula Instruksi Menteri PUPR Nomor 2/2020 yang menegaskan agar sektor konstruksi tetap berjalan di tengah pandemi.
Penghentian jasa konstruksi hanya dilakukan jika ada permintaan dari pelaksana sendiri. Dalam menjalankan kegiatan, pengerjaan konstruksi tetap harus mematuhi protokol kesehatan yang ditetapkan oleh Gugus Tugas Percepatan Penanganan COVID-19.
Previously, on March 27, 2020, PUPR Minister Instruction Number 2/2020 was issued which emphasized that the construction sector would continue to run in the midst of a pandemic.
Termination of construction services is only carried out if there is a request from the executor himself. In carrying out activities, construction work must still comply with the health protocol set by the Task Force for the Acceleration of COVID-19 Handling.
Kinerja Ekonomi ADHI Tahun 2020ADHI Economic Performance in 2020
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Kinerja Ekonomi KeberlanjutanSustainable Economic Performance
Sebagai korporasi yang bergerak di sektor Jasa Konstruksi dengan lima lini bisnis, yaitu Konstruksi, Properti, Industri, Energi, dan Investasi, ADHI telah menyusun target-target kinerja yang dituangkan dalam Rencana Kerja dan Anggaran Perusahaan (RKAP) Tahun 2020. Target-target tersebut telah disosialisasikan kepada seluruh insan Perseroan melalui berbagai kegiatan internal, seperti rapat dengan Dewan Komisaris, Direksi, maupun rapat dengan manajemen di bawah level Direksi, dan sebagainya. Melalui upaya itu, maka semangat untuk mencapai target telah dibangun dan menjadi tanggung jawab bersama. [GRI 103-2]
Untuk mewujudkan kinerja tahun 2020, manajemen ADHI telah pula merumuskan berbagai kebijakan strategis. Dalam perkembangannya, kebijakan-kebijakan itu mengalami revisi sejalan dengan terjadinya Pandemi COVID-19. Revisi dilakukan bersamaan dengan revisi target-target dalam RKAP 2020. Secara singkat, kebijakan strategis yang diambil ADHI untuk mencapai target dan kinerja tahun 2020, sekaligus sebagai respons atas pandemi COVID-19 adalah sebagai berikut: [GRI 103-3] [A.1]
A. Strategi Operasional Bisnis Infrastruktur:1. Efisiensi biaya operasional;2. Penciptaan recurring income melalui pengelolaan
limbah, SPAM dan IT;3. Selektif terhadap proyek-proyek investasi;4. Memformulasikan exit strategi yang tepat untuk proyek
investasi;5. Penguatan manajemen risiko.
Bisnis Properti:1. Penguatan kapabilitas pengelolaan sektor properti;2. Penguatan pemasaran.
B. Strategi Keuangan1. Relaksasi perbankan;2. Percepatan pembayaran dari LRT Jabodebek dan Jalan
Tol Sigli–Banda Aceh;3. Alternatif skema sumber pendanaan lainnya;4. Melakukan perbaikan struktur ekuitas dengan cara
IPO Anak Perusahaan, PMN & Right issue atau sumber ekuitas lainnya.
Selama tahun 2020, manajemen didukung seluruh karyawan telah berupaya secara maksimal untuk mewujudkan target-target yang telah ditetapkan. Upaya tersebut membawa hasil, antara lain, ADHI membukukan kontrak baru senilai Rp19,7 triliun, naik sebesar 34,0% dibandingkan dengan perolehan kontrak baru tahun 2019, yang mencapai Rp14,7 triliun. Dengan demikian, nilai total Order Book sampai dengan Desember 2020
As a corporation engaged in the Construction Services sector with five business lines, namely Construction, Property, Industry, Energy, and Investment, ADHI has compiled performance targets as outlined in the Work Plan and Company Budget (RKAP) for 2020. These targets has been socialized to all employees of the Company through various internal activities, such as meetings with the Board of Commissioners, Directors, as well as meetings with management below the level of the Board of Directors, and so on. Through this effort, the spirit to achieve the target has been built and becomes a shared responsibility. [GRI 103-2]
To realize 2020 performance, ADHI management has also formulated various strategic policies. During their development, these policies underwent revisions in line with the COVID-19 Pandemic. Revisions are made in conjunction with the revised targets in the 2020 RKAP. In brief, the strategic policies taken by ADHI to achieve targets and performance in 2020, as well as in response to the COVID-19 pandemic, are as follows: [GRI 103-3] [A.1]
A. Operational StrategyInfrastructure Business:1. Operational cost efficiency;2. Creation of recurring income through waste
management, SPAM and IT;3. Selective towards investment projects;4. Formulating an appropriate exit strategy for investment
projects;5. Strengthening risk management.
Property Business:1. Strengthening the capabilities of the property sector
management;2. Strengthening marketing.
B. Financial Strategy1. Banking relaxation;2. Accelerated payments from the Jabodebek LRT and the
Sigli – Banda Aceh Toll Road;3. Other alternative funding source schemes;4. Improving the equity structure by means of the
Subsidiary's IPO, PMN & Right issue or other sources of equity.
In 2020, the management was supported by all employees who have made their best efforts to realize the targets that have been set. These efforts brought results, among others, ADHI booked new contracts worth Rp19.7 trillion, increased by 34.0% compared to the acquisition of new contracts in 2019, which reached Rp14.7 trillion. Thus, the total value of the Order Book up to December 2020 is Rp49.2 trillion (excluding taxes). The
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sebesar Rp49,2 triliun (di luar pajak). Sebesar 93% perolehan kontrak tersebut disumbang oleh lini bisnis konstruksi dan energi, sebesar 6% properti, dan sisanya disumbang lini bisnis lainnya. [GRI 103-3]
Berdasarkan tipe pekerjaan, kontrak yang diperoleh terdiri dari proyek gedung sebesar 19 persen, MRT sebesar 7 persen, jalan dan jembatan sebesar 56 persen, serta proyek infrastruktur lainnya seperti pembuatan bendungan, bandara, dan proyek-proyek EPC sebesar 18 persen. Adapun segmentasi kepemilikan atas proyek-proyek dikerjakan ADHI terdiri dari pemerintah sebesar 44 persen, BUMN sebesar 11 persen, swasta sebesar 5 persen, dan investasi sebesar 40 persen. [GRI 103-3]
Uraian selengkapnya tentang target dan pencapaian kinerja tahun 2020 disajikan dalam tabel berikut: [GRI 103-3][F.2]
Target dan Realisasi Tahun 2018-2020Target and Realization for 2018-2020
Dalam Miliar RpIn Billions of Rp
No. IndikatorIndicator
2020 2019 2018
RealisasiRealization
Target (Revisi)Target
(Revision )
% RealisasiRealization Target % Realisasi
Realization Target %
1 2 1:2 3 4 3:4 5 6 5:6
1 Pendapatan UsahaOperating Revenues 10.827,7 13.342 81,2% 15.307,9 18.441,1 83,0% 15.655,5 18.505,8 84,6%
2Laba kotorGross profit 1.735,7 1.853 93,7% 2.336,1 2.310,8 101,1% 2.506,6 3.095,9 81,0%
3Laba bersihNet Profit 23,7 76 31,7% 663,8 755,0 87,9% 644,2 836,4 77,0%
4 ROE 0,5% 14,0% 3,3% 10,7% 14,0% 76,1% 12,3% 12,4% 99.2%
5Beban pokok pendapatanCost of income
84,0% 86,1% 97,5% 12,971,8 16.130,3 80.4% 13,148,9 15.409,9 85.3%
Berdasarkan tabel di atas, pendapatan usaha tahun 2020 tercatat sebesar Rp10,83 triliun, turun sebesar Rp 4,48 triliun atau 29,3% dibanding tahun 2019, yang mencapai Rp15,31 triliun. Pencapaian tersebut merupakan 81,2% dari RKAP (Revisi) tahun 2020 sebesar Rp13,34 triliun. Penurunan terjadi karena pandemi COVID-19 yang berpengaruh terhadap pendapatan usaha.
Adapun laba kotor tahun 2020 mengalami penurunan sebesar 25,7% menjadi Rp 1,74 triliun dibandingkan laba kotor tahun 2019, yaitu sebesar Rp2,34 triliun. Pencapaian tersebut merupakan 93,7% dari RKAP (Revisi) tahun 2020 sebesar Rp1,85 triliun Penurunan dipengaruhi oleh turunnya pendapatan sebelumnya yang berpengaruh terhadap pendapatan tahun berjalan.
Sementara itu, laba bersih Perseroan tahun 2020 tercatat sebesar Rp23,70 miliar, turun sebesar Rp640,1.miliar atau 96,4.% dibanding laba bersih tahun 2019, yang mencapai Rp663,8 miliar. Realisasi laba bersih tahun 2020 tersebut merupakan 31,7% dari RKAP (Revisi) 2020 sebesar Rp76 miliar.
construction and energy business lines accounted for 93% of the contracts, 6% from the property, and the rest was contributed by other business lines. [GRI 103-3]
Based on the type of work, the contracts obtained consist of building projects by 19 percent, MRT by 7 percent, roads and bridges by 56 percent, and other infrastructure projects such as building dams, airports and EPC projects by 18 percent. The ownership segmentation of projects carried out by ADHI consists of the government by 44 percent, BUMN by 11 percent, the private sector by 5 percent, and investment by 40 percent. [GRI 103-3]
A complete description of the targets and performance achievements in 2020 is presented in the following table: [GRI 103-3] [F.2]
Based on the table above, operating revenues in 2020 were recorded at Rp10.83 trillion, decreased by Rp4.48 trillion or 29.3% compared to 2019, which reached Rp15.31 trillion. This achievement represents 81.2% of the 2020 RKAP (Revised) amounting to Rp13.34 trillion. The decline occurred due to the COVID-19 pandemic which affected business income.
The gross profit in 2020 decreased by 25.7% to Rp1.74 trillion compared to the gross profit in 2019, which amounted to Rp2.34 trillion. This achievement represented 93.7% of the 2020 RKAP (Revised) of Rp1.85 trillion. The decline was influenced by the decline in previous income which had an effect on profit for the year.
Meanwhile, the Company's net profit in 2020 was recorded at Rp23.70 billion, decreased by Rp640.1 billion or 96.4% compared to 2019 net profit, which reached Rp663.8 billion. The realization of the 2020 net profit was 31.7% of the 2020 RKAP (Revised) amounting to Rp76 billion.
Distribusi Nilai EkonomiEconomic Value Distribution
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Dengan pencapaian kinerja tersebut di atas, maka distribusi nilai ekonomi ADHI, yaitu nilai ekonomi langsung yang dihasilkan, nilai ekonomi yang didistribusikan, dan nilai ekonomi yang ditahan, dapat dihitung. Nilai ekonomi langsung yang dihasilkan adalah sejumlah pendapatan yang diperoleh dari hasil kegiatan bisnis Perseroan. Sedangkan nilai ekonomi yang didistribusikan merupakan sejumlah pengeluaran yang didistribusikan sebagai bentuk kontribusi Perseroan dalam meningkatkan laju pertumbuhan ekonomi dan kesejahteraan para pemangku kepentingan, seperti pembayaran gaji, pajak, dividen, pembayaran untuk pemasok, maupun realisasi dana untuk masyarakat sebagai salah satu bentuk perwujudan Program Kemitraan dan Bina Lingkungan (PKBL), yang diimplementasikan melalui berbagai Program Tanggung Jawab Sosial Perusahaan (Corporate Social Responsibility/CSR) serta Program Kemitraan dan Bina Lingkungan (PKBL). Adapun nilai ekonomi yang ditahan adalah selisih antara nilai ekonomi yang dihasilkan dikurangi dengan nilai ekonomi yang didistribusikan, yang digunakan untuk pengembangan usaha Perseroan. [GRI 103-3, 201-1]
Tabel Distribusi Nilai Ekonomi Tahun 2018-2020Economic Value Distribution Table 2018-2020
Dalam Jutaan RpIn Millions of Rp
UraianDescription 2020 2019 2018
Nilai ekonomi langsung yang dihasilkanDirect economic value generated
PendapatanRevenues
10.827.682 15.307.860* 15.655.500*
Nilai ekonomi yang didistribusikanEconomic value distributed
Beban Pokok PendapatanCost of Income
9.091.969 12.971.806 13.148.896*
Beban Pegawai Personnel Expenses
444.999 562.450 403.174*
Pembayaran Dividen kepada Pemegang SahamDividend Payment to Shareholders
66.380 128.831 103.083
Beban Pajak PenghasilanIncome Tax Expense
332.638 518.527* 522.748*
Pengeluaran untuk MasyarakatExpenditures for the Society
4.501 6.385 4.460
JumlahTotal
9.940 14.187.999 14.182.361*
Nilai ekonomi ditahanRetained Economic Value
887 1.119.861* 1.473.149*
*) Disajikan kembali/ Restated
With the aforementioned performance achievements, the distribution of ADHI economic value, namely the direct economic value generated, the distributed economic value, and the retained economic value, can be calculated. The resulting direct economic value is the amount of revenue obtained from the results of the Company's business activities. Meanwhile, the distributed economic value is a number of expenditures distributed as a manifestation of the Company's contribution in increasing the rate of economic growth and the welfare of stakeholders, such as payment of salaries, taxes, dividends, payments for suppliers, and realization of funds for the community as a form of social responsibility. and the Partnership and Community Development Program (PKBL), which are implemented through various Corporate Social Responsibility (CSR) Programs and the Partnership and Community Development Program (PKBL). The economic value withheld is the difference between the economic value generated minus the distributed economic value, which is used for the development of the Company's business. [GRI 103-3, 201-1]
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Dampak Ekonomi Tidak Langsung
Dalam menjalankan operasional usaha, ADHI berprinsip agar keberadaannya membawa manfaat sebesar-besarnya bagi para pemangku kepentingan, termasuk masyarakat sebagai salah satu pemangku kepentingan eksternal. Prinsip itu sejalan dengan implementasi Tanggung Jawab Sosial dan Lingkungan (TJSL) sebagaimana diatur dalam Undang-Undang No. 40 Tahun 2007 tentang Perseroan Terbatas. Menurut undang-undang ini, TJSL adalah “Komitmen Perseroan untuk berperan serta dalam pembangunan ekonomi berkelanjutan guna meningkatkan kualitas kehidupan dan lingkungan yang bermanfaat, baik bagi Perseroan sendiri, komunitas setempat, maupun masyarakat pada umumnya.” [GRI 103-1, 103-2]
Dampak ekonomi tidak langsung atas keberadaan ADHI yang proyek-proyeknya tersebar di berbagai wilayah di Indonesia antara lain menyerap pekerja lokal, yaitu pekerja yang berdomisili di sekitar proyek atau operasional perusahaan. Untuk menjaga kualitas produk dan layanan, pekerja lokal yang hendak bekerja di Perseroan tetap harus memenuhi kualifikasi yang diperlukan, serta melalui prosedur rekrutmen yang berlaku. Dampak yang lain, kehadiran ADHI dengan proyek-proyeknya juga membuka peluang bagi para pemasok lokal, yaitu mereka yang berdomisili dan menjalankan usaha di sekitar proyek atau operasional perusahaan, untuk menawarkan atau memberikan produk atau jasa yang diperlukan guna mendukung operasional perusahaan. ADHI optimistis adanya berbagai peluang tersebut akan mendorong pertumbuhan ekonomi masyarakat setempat. [GRI 103-3, 203-2]
Berkaitan dengan implementasi TJSL, ADHI berupaya semaksimal mungkin untuk menjalin komunikasi dengan masyarakat setempat. Upaya itu dilakukan agar program-program TJSL yang diwujudkan melalui Program Corporate Social Responsibilty/CSR dan Program Kemitraan dan Bina Lingkungan (PKBL) benar—benar selaras dan seusai dengan kebutuhan mereka. Implementasi keseluruhan program tersebut dilandasi semangat ADHI Peduli.[F.23]
Selama tahun 2020, ADHI mengeluarkan biaya CSR sebesar Rp5.766.837.940, turun dibandingkan tahun 2019, yang mencapai Rp7.244.804.085. Penurunan terjadi karena adanya pandemi COVID-19 yang mengharuskan perusahaan untuk memberikan berbagai bantuan dalam rangka penanggulangan pandemi tersebut sehingga alokasi dana untuk CSR berkurang. Selain sesuai dengan kebutuhan masyarakat setempat, pelaksanaan program-program CSR tersebut sekaligus merupakan dukungan ADHI terhadap pencapaian Tujuan Pembangunan Keberlanjutan (SDGs), yang diadopsi pemerintah dalam SDGs Indonesia (http://sdgsindonesia.or.id/)
Indirect Economic Impact
In carrying out business operations, ADHI has the principle that its existence brings maximum benefits to stakeholders, including the community as one of the external stakeholders. This principle is in line with the implementation of Social and Environmental Responsibility (TJSL) as regulated in Law No. 40 of 2007 concerning Limited Liability Companies. According to this law, TJSL is “The Company's commitment to participate in sustainable economic development in order to improve the quality of life and a beneficial environment, both for the Company itself, the local community, as well society at large. " [GRI 103-1, 103-2]
The indirect economic impact on the existence of ADHI, whose projects are spread across various regions in Indonesia, among others, absorb local workers, namely workers who live around the company's projects or operations. To maintain the quality of products and services, local workers who wish to work for the Company must still meet the necessary qualifications, as well as go through the applicable recruitment procedures. Another impact, the presence of ADHI with its projects also opens opportunities for local suppliers, namely those who live and run businesses around the company's project or operations, to offer or provide products or services needed to support the company's operations. ADHI is optimistic that these various opportunities will encourage the economic growth of the local community. [GRI 103-3, 203-2]
Regarding the implementation of TJSL, ADHI makes every effort to establish communication with the local community. This effort was made so that the TJSL programs that were realized through the Corporate Social Responsibility/CSR Program and the Partnership and Community Development Program (PKBL) were truly aligned and in line with their needs. The implementation of the entire program is based on the spirit of ADHI Peduli. [F.23]
During 2020, ADHI incurred CSR costs of Rp5,766,837,940, decreased compared to 2019, which reached Rp7,244,804,085. The decline occurred due to the COVID-19 pandemic which required companies to provide various assistance in the context of tackling the pandemic so that the allocation of funds for CSR was reduced. Apart from being in accordance with the needs of the local community, the implementation of these CSR programs is also ADHI's support for the achievement of the Sustainable Development Goals (SDGs), which the government has adopted in the Indonesian SDGs (http://sdgsindonesia.or.id/)
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Tabel Realisasi Program CSR Tahun 2018-2020 [GRI 103-3, 203-1, 413-1]Table of Realization of CSR Programs for 2018-2020 [GRI 103-3, 203-1, 413-1]
Program Bina LingkunganCommunity Development Program 2020 2019 2018
Bencana AlamNatural disasters
Rp720.837.940 Rp161.264.800 Rp856.000.000
Pembangunan InfrastrukturInfrastructure development
Rp1.500.000.000 Rp764.746.968 Rp584.000.000
LingkunganEnvironment
- Rp142.727.000 Rp10.000.000
Kegiatan dan sarana ibadahActivities and facilities of worship
- Rp634.750.000 Rp688.000.000
Panti AsuhanOrphanage
- Rp293.473.277 Rp279.000.000
PendidikanEducation
Rp3.456.000.000 Rp4.189.976.500 Rp379.000.000
Bantuan SosialSocial Assistance
- Rp1.057.865.540 Rp710.000.000
Total Rp5.766.837.940 Rp7.244.804.085 Rp3.524.000.000
Tabel Program CSR dan Kesesuaian dengan SDGs [F.2][F.25]Table of CSR Programs and Conformity with SDGs [F.2][F.25]
. No Jenis Kegiatan Type of Activities
Kesesuaian dengan Tujuan Pembangunan Berkelanjutan (SDGs)
Conformity with the Sustainable Development Goals (SDGs)
Penjelasan Description
CapaianAchievement
1
Penyaluran BeasiswaDistribution of Scholarships
Tujua ke-4: Pendidikan Bermutu4th Goal: Quality Education
Pemberian Beasiswa ke mahasiswa – mahasiswa yang berprestasiProviding scholarships to students who excel
Peningkatan kualitas SDMImproving the quality of human resources
2
Pembangunan sarana umumConstruction of public facilities
Tujuan ke-11: Kota dan pemukiman yang berkelanjutan11th Goal: Sustainable cities and settlements
Pembangunan sarana dan prasarana umum untuk meningkatkan akses barang publikDevelopment of public facilities and infrastructure to increase access to public goods
Peningkatan kualitas hidup masyarakatIncreasing the quality of life of the community
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Overcoming Challenges, Attaining SustainabilityMengatasi Tantangan, Mencapai Keberlanjutan
Di luar CSR, ADHI juga berkomitmen agar kehadirannya membawa manfaat bagi masyarakat melalui implementasi Program Kemitraan dan Bina Lingkungan. Penerapan PKBL di ADHI merujuk pada berbagai perundangan, peraturan dan ketentuan terkait, yaitu: [GRI 103-2]1. UU No.19/2003 tentang Badan Usaha Milik Negara.2. Undang-Undang Republik Indonesia No. 40 Tahun 2007
tentang Perseroan Terbatas.3. Undang-Undang No. 32 Tahun 2009 tentang Perlindungan
dan Pengelolaan Lingkungan Hidup4. Peraturan Pemerintah No. 47 Tahun 2012 tentang Tanggung
Jawab Sosial dan Lingkungan Perseroan Terbatas5. Peraturan Presiden Republik Indonesia Nomor 59
Tahun 2017 tentang Pelaksanaan Pencapaian Tujuan Pembangunan Berkelanjutan
6. Keputusan Menteri BUMN No. 02/MBU/7/2017 tanggal 5 Juli 2017 tentang Perubahan Kedua Atas Peraturan Menteri Badan Usaha Milik Negara No.9/MBU/07/2015 Tentang Program Kemitraan dan Program Bina Lingkungan Badan Usaha Milik Negara.
7. Peraturan Menteri BUMN PER-02/MBU/04/2020 Tanggal 02 April 2020 tentang Perubahan Ketiga Atas Peraturan Menteri Badan Usaha Milik Negara Nomor PER-09/MBU/07/2015 tentang Program Kemitraan dan Bina Lingkungan Badan Usaha Milik Negara
8. Surat Edaran Menteri Negara BUMN No. SE-07/MBU/2008 tentang Pelaksanaan PKBL
9. ISO 26000 SR : 2010 Guidance on SocialResponsibility/Core-Subjects
10. Sustainable Development Goals (SDGs) : 2015-2030 17 Core Subjects
Program Kemitraan
Program Kemitraan adalah program untuk meningkatkan kemampuan usaha kecil (mitra binaan) agar menjadi tangguh dan mandiri. Sesuai dengan Peraturan Menteri Badan Usaha Milik Negara Republik Indonesia Nomor PER-02/MBU/04/2020 tentang Perubahan Ketiga Atas Peraturan Menteri Badan Usaha Milik Negara Nomor PER-09/MBU/07/2015 tentang Program Kemitraan dan Program Bina Lingkungan Badan Usaha Milik Negara, dana Program Kemitraan disalurkan dalam bentuk:
a. pinjaman untuk membiayai modal kerja dan/atau pembelian aset tetap dalam rangka meningkatkan produksi dan penjualan;
b. pinjaman tambahan untuk membiayai kebutuhan yang bersifat jangka pendek untuk memenuhi pesanan dari rekanan usaha Mitra Binaan;
Jumlah pinjaman untuk setiap Mitra Binaan dari Program Kemitraan paling banyak adalah Rp200.000.000,00 (dua ratus juta rupiah). Adapun besarnya jasa administrasi pinjaman dana Program Kemitraan adalah sebesar 3% (tiga persen) per tahun dari saldo pinjaman awal tahun.
Apart from CSR, ADHI is also committed to its presence bringing benefits to the community through the implementation of the Partnership and Community Development Program. The implementation of PKBL in ADHI refers to various related laws, regulations and provisions, namely: [GRI 103-2]1. Law No.19/2003 on State-Owned Enterprises.2. Law of the Republic of Indonesia No. 40 of 2007 concerning
Limited Liability Companies.3. Law No. 32 of 2009 concerning Protection and
Management of the Environment4. Government Regulation no. 47 of 2012 concerning Social and
Environmental Responsibility of Limited Liability Companies5. Presidential Regulation of the Republic of Indonesia
Number 59 of 2017 concerning Implementation of Achieving the Sustainable Development Goals
6. Decree of the Minister of BUMN No. 02/MBU/7/2017 dated 5 July 2017 concerning the Second Amendment to the Regulation of the Minister of State-Owned Enterprises No.9/MBU/07/2015 concerning the Partnership Program and the Community Development Program for State-Owned Enterprises.
7. Regulation of the Minister of BUMN PER-02/MBU/04/2020 dated 02 April 2020 concerning the Third Amendment to the Regulation of the Minister for State-Owned Enterprises Number PER-09/MBU/07/2015 concerning the Partnership and Community Development Program for State-Owned Enterprises
8. Circular of the Minister of State for SOEs No. SE-07/MBU/2008 concerning the Implementation of PKBL
9. ISO 26000 SR: 2010 Guidance on Social Responsibility/Core-Subjects
10. Sustainable Development Goals (SDGs): 2015-2030 17 Core Subjects
Partnership Program
The Partnership Program is a program to improve the ability of small businesses (fostered partners) to become resilient and independent. In accordance with the Regulation of the Minister of State Owned Enterprises of the Republic of Indonesia Number PER-02/MBU/04/2020 regarding the Third Amendment to the Regulation of the Minister for State-Owned Enterprises Number PER-09/MBU/07/2015 concerning the Partnership Program and the Community Development Program for State-Owned Enterprises, the Partnership Program funds are channeled in the form of:a. loans to finance working capital and/or purchase of fixed
assets in order to increase production and sales;
b. additional loans to finance short-term needs to fulfill orders from the Foster Partner's business partners;
The maximum loan amount for each Foster Partner from the Partnership Program is Rp200,000,000.00 (two hundred million rupiah). The amount of loan administration services for the Partnership Program funds is 3% (three percent) per year of the loan balance at the beginning of the year.
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Dalam implementasi di lapangan, selain menyalurkan pinjaman lunak kepada Mitra Binaan, ADHI berkewajiban untuk melakukan pembinaan secara terintegrasi, baik untuk membiayai pendidikan, pelatihan pemagangan, pemasaran, promosi, dan hal-hal lain yang menyangkut peningkatan produktivitas Mitra Binaan, maupun untuk pengkajian/penelitian yang berkaitan dengan Program Kemitraan. Dana pembinaan tersebut bersifat hibah dan besarnya maksimal 20% (dua puluh persen) dari dana Program Kemitraan yang disalurkan pada tahun berjalan.
Selama tahun 2020, ADHI telah merealisasikan penyaluran dana Program Kemitraan sebesar Rp4.196.000.000 yang disalurkan kepada 92 Mitra Binaan. Jumlah tersebut naik dibandingkan tahun 2019 dengan penyaluran dana Program Kemitraan sebesar Rp2.986.080.000 yang disalurkan kepada 46 Mitra Binaan. Penyaluran tersebut termasuk pelaksanaan pembinaan dan pelatihan yang diberikan kepada 3 Mitra Binaan ADHI periode 2020 yang terpilih dengan total serapan tenaga kerja sebanyak 30 orang. [GRI 103-3, 203-2, 413-1] [F.3]
Realisasi Program Kemitraan Berdasarkan SektorRealization of Partnership Programs by Sector
Dalam Jutaan RpIn Millions of Rp
No. SektorSector 2020 2019 2018
1 IndustriIndustry
1.200 500 -
2 PertanianAgriculture
- 400 -
3 PerdaganganTrading
- - -
4 JasaServices
- - -
5 PeternakanRanch
600 - 2.100
6 PerikananFishery
- - -
7 PerkebunanPlantation
2.000 1.600 1.000
8 Pembinaan MitraPartner Development
396 486 740
Jumlah/ total 4.196 2.896 3.841
Tabel Program Kemitraaan dan Kesesuaian dengan SDGs [F.2] [F.25]Table of Partnership Programs and Conformity with SDGs [F.2] [F.25]
NoJenis Kegiatan
Pembinaan MitraType of Activities
Kesesuaian dengan Tujuan Pembangunan Berkelanjutan
(SDGs)Conformity with the Sustainable
Development Goals (SDGs)
Penjelasan Description
CapaianAchievement
1 Penyaluran Program KemitraanPartnership Program Disbursement
Tujuan ke-8: Pekerjaan Layak dan Pertumbuhan Ekonomi8th Goals: Decent Work and Economic Growth
Penyaluran kredit modal kerja bagi UMKM mitra binaan untuk meningkatkan kapasitas merekaWorking capital loans disbursement for partner SMEs to upgrade their capacities
Jumlah dana yang tersalurkan meningkatIncreasing amount of the disbursed proceeds
In implementation in the field, in addition to distributing soft loans to Foster Partners, ADHI is obliged to carry out integrated coaching, both for finance education, apprenticeship training, marketing, promotion, and other matters relating to increasing the productivity of the Foster Partners, as well as for studies/research related to the Partnership Program. The coaching fund is a grant and the maximum amount is 20% (twenty percent) of the Partnership Program funds disbursed in the current year.
During 2020, ADHI has disbursed Rp4,196,000,000 of Partnership Program funds which were distributed to 92 Foster Partners. This amount increased compared to 2019 with the distribution of Partnership Program funds of Rp2,986,080,000 which were distributed to 46 Foster Partners. This distribution includes the implementation of coaching and training provided to 3 selected ADHI Development Partners for the period of 2020 with a total workforce absorption as many as 30 people. [GRI 103-3, 203-2, 413-1] [F.3]
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Overcoming Challenges, Attaining SustainabilityMengatasi Tantangan, Mencapai Keberlanjutan
Program Bina Lingkungan
Program Bina Lingkungan adalah program pemberdayaan kondisi sosial masyarakat oleh BUMN. Sesuai dengan Peraturan Menteri Badan Usaha Milik Negara Republik Indonesia Nomor PER-02/MBU/04/2020 tentang Perubahan Ketiga Atas Peraturan Menteri Badan Usaha Milik Negara Nomor PER-09/MBU/07/2015 tentang Program Kemitraan dan Program Bina Lingkungan Badan Usaha Milik Negara, dana Program Bina Lingkungan disalurkan dalam bentuk:
a. bantuan bencana alam dan bencana non alam, termasuk yang disebabkan oleh wabah;
b. bantuan pendidikan, dapat berupa pelatihan, prasarana dan sarana pendidikan;
c. bantuan peningkatan kesehatan;d. bantuan pengembangan prasarana dan/atau sarana
umum;e. bantuan sarana ibadah;f. bantuan pelestarian alam; ataug. bantuan sosial kemasyarakatan untuk pengentasan
kemiskinan, termasuk untuk:1. elektrifikasi;2. penyediaan sarana air bersih;3. penyediaan sarana sanitasi;4. bantuan pendidikan, pelatihan, pemagangan;
promosi, dan bentuk bantuan lain yang terkait dengan upaya peningkatan kemandirian ekonomi usaha kecil selain Mitra Binaan Program Kemitraan;
5. perbaikan rumah untuk masyarakat tidak mampu;6. bantuan pembibitan untuk pertanian, peternakan dan
perikanan; atau7. bantuan peralatan usaha.
Sesuai dengan peruntukannya, selama tahun 2020, ADHI telah menyalurkan dana Program Bina Lingkungan sebesar Rp4.501.452.734. Jumlah tersebut turun dibandingkan tahun 2019 dengan penyaluran dana Program Bina Lingkungan sebesar Rp6.385.536.219. Dari penyaluran dana tersebut, penerima manfaat Program Bina Lingkungan diperkirakan mencapai 19.676 orang. [F.23]
Tabel Realisasi Program Bina Lingkungan Tahun 2018-2020 [GRI 103-3, 203-1, 413-1] [F.3]Table of Realizations of Community Development Programs 2018-2020 [GRI 103-3, 203-1, 413-1] [F.3]
Program Bina LingkunganCommunity Development Program 2020 2019 2018
Bantuan Sosial MasyarakatCommunity Social Assistance Rp1.110.792.902 Rp3.740.686.219 Rp1.959.902.249
Pendidikan dan Pelatihaneducation and training Rp445.000.000 Rp932.875.000 Rp795.230.000
Sarana & Prasarana UmumPublic Facilities & Infrastructure Rp120.000.000 Rp1.326.975.000 Rp635.123.724
Sarana IbadahPlace of worship Rp250.000.000 Rp360.000.000 Rp433.046.000
Community Development Program
The Community Development Program is a program to empower the community's social conditions by BUMN. In accordance with the Regulation of the Minister for State-Owned Enterprises of the Republic of Indonesia Number PER-02/MBU/04/2020 concerning the Third Amendment to the Regulation of the Minister for State-Owned Enterprises Number PER-09/MBU/07/2015 concerning the Partnership Program and the Community Development Program for Owned Enterprises State, Community Development Program funds are channeled in the form of:a. assistance for natural disasters and non-natural disasters,
including those caused by plague;b. educational assistance, can be in the form of training,
educational infrastructure and facilities;c. health improvement assistance;d. assistance for developing public infrastructure and/or
facilities;e. religious facilities assistance;f. nature conservation assistance; org. community social assistance for poverty alleviation,
including for:1. electrification;2. provision of clean water facilities;3. provision of sanitation facilities;4. education, training, apprenticeship assistance;
promotions, and other forms of assistance related to efforts to increase the economic independence of small businesses other than the Partnership Program Foster Partners;
5. house improvements for the poor;6. nursery assistance for agriculture, livestock and
fisheries; or7. business equipment assistance.
In accordance with its designation, during 2020, ADHI has distributed Community Development Program funds amounting to Rp4,501,452,734. This amount decreased compared to 2019 with the distribution of funds for the Community Development Program of Rp6,385,536,219. From the distribution of these funds, the beneficiaries of the Community Development Program are estimated to reach 19,676 people. [F.23]
PT ADHI KARYA (Persero) Tbk. | Laporan Keberlanjutan 202096
Kinerja Ekonomi KeberlanjutanSustainable Economic Performance
Tabel Realisasi Program Bina Lingkungan Tahun 2018-2020 [GRI 103-3, 203-1, 413-1] [F.3]Table of Realizations of Community Development Programs 2018-2020 [GRI 103-3, 203-1, 413-1] [F.3]
Program Bina LingkunganCommunity Development Program 2020 2019 2018
Bencana AlamNatural disasters Rp2.440.018.532 - Rp432.955.500
Pelestarian AlamNature Conservation - Rp25.000.000 Rp194.586.898
Peningkatan KesehatanHealth Improvement Rp135.641.300 - Rp10.000.000
Total Rp4.501.452.734 Rp6.385.536.219 Rp4.460.844.371
Tabel Program Bina Lingkungan dan Kesesuaian dengan SDGs[F.2] [F.25]Table of Community Development Programs and Conformity with SDGs[F.2] [F.25]
No Jenis KegiatanType of Activities
Kesesuaian dengan Tujuan Pembangunan Berkelanjutan (SDGs)
Conformity with the Sustainable Development Goals (SDGs)
Penjelasan Description
CapaianAchievement
1
Penyaluran Sembako untuk Meringankan Dampak PandemiDistribution of Groceries to Relieve the Impact of a Pandemic
Tujuan ke-1: Tanpa KemiskinanTujuan ke-2: /Tanpa KelaparanTujuan ke-2: /Tanpa KelaparanGoal 2:/Zero Hunger
Penyaluran Sembako untuk masyarakat berpendapatan rendah yang terdampak pandemi Distribution of basic foodstuffs for low-income communities affected by the pandemic
Peningkatan Kesejahteraan MasyarakatImprovement of Community Welfare
2
Penyaluran bantuan alat-alat kesehatanProviding medical equipment assistance
Tujuan ke-3: Kehidupan Sehat dan SejahteraGoal 3: Good Health and Well-Being
Penyauran bantuan alat-alat kesehatan untuk menghadapi PandemiProviding medical equipment assistance to deal with the pandemic
Peningkatan kualitas hidup masyarakatIncreasing the quality of life of the community
3
Pembangunan sarana umumConstruction of public facilities
Tujuan ke-11:Kota dan pemukiman yang berkelanjutanGoal 11:Sustainable cities and Communities
Pembangunan sarana dan prasarana umum untuk meningkatkan akses barang publikDevelopment of public facilities and infrastructure to increase access to public goods
Peningkatan kualitas hidup masyarakatIncreasing the quality of life of the community
Sejalan dengan pelibatan masyarakat melalui program CSR dan PKBL, ADHI juga membuka diri kepada masyarakat jika ada keluhan atau dampak negatif yang timbul akibat dari operasional perusahaan. Untuk itu, Perseroan membuka saluran pengaduan melalui: [F.24] [GRI 103-3, 413-2]
Unit Kepatuhan PT Adhi Karya (Persero) Tbk. Jl. Raya Pasar Minggu KM 18, Jakarta SelatanTelpon : 021.7975312Fax : 021.7975311Email : [email protected]
Per 31 Desember 2020, pengaduan masyarakat yang masuk sebanyak 25 pengaduan. Dari pengaduan sebanyak itu, seluruh pengaduan telah diselesaikan dengan baik [F.24]
In line with community involvement through CSR and PKBL programs, ADHI also opens up to the community if there are complaints or negative impacts arising from company operations. For this reason, the Company opens a complaint channel through: [F.24] [GRI 103-3, 413-2]
Compliance Unit PT Adhi Karya (Persero) Tbk.Jl. Raya Pasar Minggu KM 18, South JakartaPhone : 021.7975312Fax : 021.7975311Email : [email protected]
As of December 31, 2020, there were 25 complaints from the public. From that many complaints, all complaints have been resolved properly [F.24]
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Tabel Keluhan Masyarakat Tahun 20202020 Public Complaints Table
No BulanMonth
Jumlah PengaduanNumber of Complaints
Jumlah Pengaduan TerselesaikanNumber of Complaints Resolved
1 JanuariJanuary 6 6
2 FebruariFebruary 4 4
3 MaretMarch 2 2
4 AprilApril 2 2
5 MeiMay 1 1
6 JuniJune 2 2
7 JuliJuly 1 1
8 AgustusAugust
3 3
9 SeptemberSeptember
2 2
10 OktoberOctober
1 1
11 NovemberNovember
1 1
12 DesemberDecember
0 0
Total 25 25
PT ADHI KARYA (Persero) Tbk. | Laporan Keberlanjutan 202098
Bersama Mewujudkan Kelestarian Lingkungan Together To Make A Sustainable EnvironmentSustainability Report 2020
PT ADHI KARYA (PERSERO) TBK.
2020 Sustainability Report | PT ADHI KARYA (Persero) Tbk. 99
Astonishing Innovation and Creation for the NationKarya dan Inovasi Terbaik untuk Bangsa
Bersama Mewujudkan Kelestarian Lingkungan
Together To Make A Sustainable Environment
PT ADHI KARYA (Persero) Tbk. | Laporan Keberlanjutan 2020100
Bersama Mewujudkan Kelestarian Lingkungan Together To Make A Sustainable Environment
Kerusakan lingkungan merupakan salah satu permasalahan besar bagi warga dunia, termasuk Indonesia. Kerusakan tersebut terjadi merata, baik lingkungan darat, laut dan maupun udara. Dalam banyak kejadian, kerusakan lingkungan tersebut memicu terjadinya bencana sehingga korban jiwa dan kerugian material tak bisa dielakkan. Supaya tidak semakin memburuk, maka semua pihak harus turut serta dan ambil bagian dalam mengendalikan persoalan tersebut. Tanpa upaya bersama, niscaya kerusakan lingkungan akan semakin menjadi, yang pada gilirannya akan berdampak buruk bagi kehidupan manusia. [GRI 103-1]
Pemerintah Indonesia melalui Kementerian Lingkungan Hidup dan Kehutanan telah berupaya untuk mengendalikan persoalan kerusakan lingkungan melalui koordinasi dengan para pemangku kepentingan. Selain pemerintah pusat, koordinasi juga dilakukan dengan pemerintah daerah, dunia usaha, dunia pendidikan, LSM, serta para pelaku di lapangan.
Sebagai korporasi yang berorientasi keberlanjutan, ADHI mendukung sepenuhnya upaya pemerintah menggandeng semua pemangku kepentingan untuk membangun kepedulian terhadap lingkungan. Sejalan dengan itu, setiap tahun, Perseroan ikut dalam program SRI KEHATI yang diselenggarakan oleh Bursa Efek Indonesia dan Yayasan Kehati guna mendorong kepatuhan terhadap prinsip keberlanjutan, keuangan, dan tata kelola yang baik, serta kepedulian terhadap lingkungan hidup. ADHI meyakini bahwa kolaborasi tersebut akan memberikan andil besar dalam penyelamatan lingkungan, yang pada gilirannya bisa mengurangi potensi terjadinya bencana.
Landasan Kebijakan [GRI 103-2]
ADHI berkomitmen untuk turut menjaga kelestarian lingkungan karena meyakini bahwa lingkungan hidup yang baik dan sehat merupakan hak asasi setiap warga negara, sebagaimana diamanatkan dalam Pasal 28H Undang-Undang Dasar Negara Republik Indonesia Tahun 1945. Selaras dengan komitmen ini, maka Perseroan menjadikan berbagai regulasi lingkungan sebagai acuan dalam menyelenggarakan operasional usaha.
Regulasi lingkungan yang menjadi pedoman dalam operasional Perseroan, antara lain, Undang-Undang Nomor 32 Tahun 2009 tentang Perlindungan dan Pengelolaan Lingkungan Hidup beserta turunannya; Undang-Undang Republik Indonesia Nomor 30 Tahun 2007 tentang Energi; Peraturan Pemerintah Republik Indonesia Nomor 101 Tahun 2014 tentang Pengelolaan Limbah Bahan Berbahaya dan Beracun; Peraturan Pemerintah Republik Indonesia Nomor 27 Tahun 2012 Tentang Izin Lingkungan; Keputusan Menteri Negara Lingkungan Hidup Nomor 111 Tahun 2003 tentang Pedoman Mengenai Syarat dan Tata Cara Perizinan serta Pedoman Kajian Pembuangan Air Limbah ke Air atau Sumber Air; dan, Peraturan Menteri Negara Lingkungan Hidup Nomor 01 Tahun 2010 tentang Tata Laksana Pengendalian Pencemaran Air.
Environmental damage is one of the big problems for citizens of the world, including Indonesia. The damage occurred evenly, both in the land, sea and air environment. In many cases, environmental damage has triggered disasters so that casualties and material losses are inevitable. In order not to get worse, all parties must participate and take part in controlling the problem. Without concerted efforts, environmental damage will undoubtedly increase, which in turn will have a negative impact on human life. [GRI 103-1]
The Indonesian government through the Ministry of Environment and Forestry has made efforts to control the problem of environmental damage through coordination with stakeholders. Apart from the central government, coordination is also carried out with local governments, the business community, the education sector, NGOs, as well as actors in the field.
As a sustainability-oriented corporation, ADHI fully supports the government's efforts to collaborate with all stakeholders to build awareness for the environment. In line with that, every year, the Company participates in the SRI KEHATI program organized by the Indonesia Stock Exchange and the Kehati Foundation to encourage compliance with the principles of sustainability, finance and good governance, as well as concern for the environment. ADHI believes that this collaboration will contribute greatly to saving the environment, which in turn can reduce the potential for disasters.
Policy Foundation [GRI 103-2]
ADHI is committed to taking part in preserving the environment because it believes that a good and healthy environment is the human right of every citizen, as mandated in Article 28H of the 1945 Constitution of the Republic of Indonesia. In line with this commitment, the Company makes various environmental regulations as a reference in carrying out business operations.
Environmental regulations that serve as guidelines in the Company's operations, among others, Law Number 32 of 2009 concerning Protection and Management of the Environment and its derivatives; Law of the Republic of Indonesia Number 30 of 2007 concerning Energy; Government Regulation of the Republic of Indonesia Number 101 of 2014 concerning Management of Hazardous and Toxic Waste; Republic of Indonesia Government Regulation Number 27 of 2012 concerning Environmental Permits; Decree of the State Minister for the Environment Number 111 of 2003 concerning Guidelines Regarding Requirements and Procedures for Licensing and Guidelines for the Study of Disposal of Wastewater to Water or Water Sources; and, Regulation of the State Minister for the Environment Number 01 of 2010 concerning Management of Water Pollution Control.
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Berdasarkan regulasi yang ada, selanjutnya manajemen ADHI merumuskan berbagai regulasi internal sesuai dengan kebutuhan di lapangan. Dalam konteks ini, Perseroan terus berupaya secara maksimal untuk meningkatkan daya dukung lingkungan, memiliki analisis mengenai dampak lingkungan hidup (AMDAL), melakukan upaya pengelolaan lingkungan hidup dan upaya pemantauan lingkungan hidup (UKL-UPL), memenuhi baku mutu lingkungan, serta mengedepankan operasional perusahaan yang ramah lingkungan, dan sebagainya. Perseroan juga sudah memiliki dan menerapkan ISO 9001:2015 tentang Sistem Manajemen Mutu, dan ISO 14001:2015 tentang Sistem Manajemen Lingkungan. [A.1]
Regulasi lain yang mulai berlaku bagi ADHI sebagai perusahaan publik per 1 Januari 2020 adalah Peraturan Otoritas Jasa Keuangan (POJK) No.51/POJK.03/2017 tentang Penerapan Keuangan Berkelanjutan bagi Lembaga Jasa Keuangan, Emiten dan Perusahaan Publik. Peraturan ini menegaskan tentang pentingnya setiap emiten dan perusahaan publik untuk mewujudkan keselarasan antara kepentingan ekonomi, sosial dan lingkungan.
Pengelolaan Material/Bahan Baku Sesuai bidang usaha yang dijalankan, yaitu di bidang jasa konstruksi, energi, properti, industri, dan investasi, maka ADHI membutuhkan berbagai material/bahan baku. Secara garis besar, material tersebut bisa dibedakan menjadi dua kelompok, yaitu material terbarukan dan tidak terbarukan. Perseroan memastikan bahwa semua bahan material tersebut diambil dan diperoleh dari sumber-sumber legal dan berizin. Volume kedua bahan baku dan jenisnya yang digunakan Perseroan selama tahun 2020 adalah sebagai berikut:
Tabel Penggunaan Bahan Baku/Material Table of Use of Raw Materials/Materials
No. Nama MaterialName of Material
SatuanUnit
TahunTahun
2020 2019
Volume NilaiValue Volume Nilai
Material tidak terbarukan Material tidak terbarukan
1 PasirPassive M3 76,502.21 4,718,712,074.17 202.54 57,117,150.00
2 Batu PecahBroken Stone M3 6,204.07 1,463,408,100.00 47.2 16,520,000.00
3 Batu ArmourArmour Stone M3 61,365.25 12,566,460,676.61 - -
4 Batu KaliRiver Stone M3 2,779.36 668,368,623.29 - -
5 Sirtu M3 108,959.48 11,799,862,199.00 - -
6 SemenCement Zak 242,684.40 2,272,732,052.55 4,638.25 212,369,821.73
Based on existing regulations, ADHI management then formulates various internal regulations according to the needs in the field. In this context, the Company continues to make maximum efforts to improve the carrying capacity of the environment, has an analysis of environmental impacts (AMDAL), makes environmental management and environmental monitoring efforts (UKL-UPL), meets environmental quality standards, and promotes company operations. environmentally friendly, and so on. The Company also has and implements ISO 9001: 2015 concerning Quality Management Systems, and ISO 14001: 2015 concerning Environmental Management Systems. [A.1]
Another regulation that came into force for ADHI as a public company as of January 1, 2020 is the Financial Services Authority Regulation (POJK) No.51/POJK.03/2017 concerning the Implementation of Sustainable Finance for Financial Service Institutions, Issuers and Public Companies. This regulation emphasizes the importance of every issuer and public company to achieve harmony between economic, social and environmental interests.
Material/Raw Material Management
In accordance with the line of business that is carried out, namely in the fields of construction services, energy, property, industry, and investment, ADHI requires a variety of materials/raw materials. Broadly speaking, these materials can be divided into two groups, namely renewable and non-renewable materials. The Company ensures that all these materials are taken and obtained from legal and licensed sources. The volume of the two raw materials and their types used by the Company during 2020 are as follows:
PT ADHI KARYA (Persero) Tbk. | Laporan Keberlanjutan 2020102
Bersama Mewujudkan Kelestarian Lingkungan Together To Make A Sustainable Environment
Tabel Penggunaan Bahan Baku/Material Table of Use of Raw Materials/Materials
No. Nama MaterialName of Material
SatuanUnit
TahunTahun
2020 2019
Volume NilaiValue Volume Nilai
Material Terbarukan Renewable Material
1 KayuWood M3 349,54 Rp.684.494.339 - -
Sesuai dengan tabel di atas, sebagian besar material yang digunakan ADHI bersumber dari alam, dan masuk kategori tak terbarukan, seperti pasir, batu pecah, batu armour, batu kali, sirtu, semen, dan sebagainya. Sebagai material tak terbarukan, maka ketersediaannya kian terbatas. Oleh karena itu, Perseroan berupaya untuk menggunakannya seefisien mungkin sehingga tidak menghasilkan banyak limbah, sekaligus menghemat bahan baku. Bahkan, untuk material tertentu yang memungkinkan untuk dipakai kembali, berkomitmen untuk memanfaatkannya dengan baik. [F.5]
Sementara itu, dalam operasional perkantoran, ADHI menggunakan kertas sebagai salah satu bahan baku atau material pendukung. Kertas digunakan untuk keperluan administrasi, seperti surat menyurat, kontrak kerja dengan mitra, memo dan sebagainya. Perseroan menyadari bahwa pembuatan kertas memerlukan bubur kayu dari penebangan pohon, energi listrik dan bahan bakar minyak sebagai sumber energi, air dan zat kimia lainnya. Proses pembuatan kertas juga menghasilkan berbagai macam limbah, baik padat, cair maupun gas, serta limbah yang masuk kategori bahan berbahaya dan beracun (B3) maupun non-B3. Dengan demikian, proses pembuatan kertas turut menyumbang dan berdampak pada lingkungan, termasuk menyebabkan pemanasan global dan perubahan iklim.
Becermin besarnya dampak terhadap lingkungan dari proses pembuatan kertas, maka ADHI berkomitmen untuk mengurangi penggunaan kertas. Upaya yang dilakukan, antara lain, mengoptimalkan penggunaan kertas bekas dokumen yang tidak bersifat rahasia untuk digunakan kembali pada sisi lainnya yang masih kosong untuk keperluan-keperluan internal. Upaya lain untuk menghemat kertas dilakukan dengan melakukan pengecekan secara optimal sebelum mencetak naskah atau surat-surat sehingga terhindar dari kemungkinan harus mencetak ulang karena salah ketik atau salah ejaan.
Penggunaan kertas oleh ADHI otomatis menimbulkan limbah yang masuk kategori non-B3 (Bahan Berbahaya dan Beracun). Untuk pengolahan limbah kertas, Perseroan menyerahkan kepada pihak ketiga, termasuk kemungkinan untuk digunakan kembali atau didaur ulang. Namun demikian, hingga akhir tahun 2020, ADHI tidak memanfaatkan hasil kertas daur ulang tersebut sebagai material ramah lingkungan dalam operasional sehari-hari. [F.5]
According to the table above, most of the materials used by ADHI are sourced from nature, and are included in the non-renewable category, such as sand, crushed stone, armor stone, river stone, gravel, cement, and so on. As a non-renewable material, its availability is increasingly limited. Therefore, the Company strives to use it as efficiently as possible so that it does not produce a lot of waste, while saving raw materials. In fact, for certain materials that allow it to be reused, commit to be used properly. [F.5]
Meanwhile, in office operations, ADHI uses paper as one of the raw materials or supporting materials. Paper is used for administrative purposes, such as correspondence, work contracts with partners, memos and so on. The company realizes that paper making requires wood pulp from felling trees, electricity and fuel oil as a source of energy, water and other chemicals. The paper-making process also produces various kinds of waste, both solid, liquid and gas, as well as waste that is categorized as hazardous and toxic (B3) and non-B3. Thus, the paper-making process contributes to and has an impact on the environment, including causing global warming and climate change.
Reflecting the large environmental impact of the papermaking process, ADHI is committed to reducing paper use. The efforts made include optimizing the use of used document paper which is not confidential to be reused on the other side which is still empty for internal purposes. Another effort to save paper is done by checking optimally before printing manuscripts or letters so as to avoid the possibility of having to reprint due to typos or misspellings.
The use of paper by ADHI automatically creates waste that is categorized as non-B3 (Hazardous and Toxic Materials). For paper waste treatment, the Company submits it to a third party, including the possibility to be reused or recycled. However, until the end of 2020, ADHI did not utilize the results of recycled paper as environmentally friendly materials in daily operations. [F.5]
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Pengelolaan Air
Air merupakan kebutuhan penting bagi ADHI, baik untuk kegiatan operasional di kantor maupun di lokasi proyek. Dalam operasional sehari-hari, air dimanfaatkan untuk berbagai keperluan domestik karyawan, seperti aktivitas MCK, dapur, wudhu, dan lain-lain. Sedangkan di lokasi proyek, selain digunakan untuk kebutuhan sehari-hari karyawan, air juga dimanfaatkan untuk aktivitas yang sama. Adapun sumber air yang digunakan di kantor maupun di lokasi proyek adalah air tanah. [GRI 103-1]
ADHI menyadari bahwa ketersediaan air bersih kian terbatas. Sebab itu, Perseroan berkomitmen untuk melakukan penghematan air. Selain melakukan kampanye dan himbauan penghematan air, secara berkala dilakukan pengecekan saluran air, keran atau valve, dan segera melakukan perbaikan secepatnya apabila terjadi kebocoran atau kerusakan. Dengan berbagai kebijakan tersebut, realisasi penggunaan air Kantor Pusat selama tahun pelaporan adalah sebagai berikut: [GRI 103-2, 103-3, 303-1] [F.8]
Tabel Volume Penggunaan AirWater Use Volume Table
No. Sumber AirWater Source
SatuanUnit 2020 2019 2018
1 Air PDAMPADM Water m3 - -
2 Air tanahLand Water m3 4.503 9.065 8.404
3 Air hujanRain Water m3 - -
JumlahTotal m3 4.503 9.065*
*disajikan kembali / restated
Berdasarkan tabel di atas, volume penggunaan air tahun 2020, turun dibandingkan tahun 2019. Penurunan terjadi karena sejalan dengan kebijakan efisiensi penggunaan air oleh perusahaan. [GRI 103-3]
Pengelolaan Energi
Dalam menjalankan operasional usaha, ADHI memanfaatkan dua energi utama, yaitu bahan bakar minyak (BBM) dan listrik. BBM digunakan sebagai sumber energi penggerak kendaraan operasional, alat berat di lokasi proyek, serta genset. Sedangkan listrik digunakan untuk penerangan dan sumber energi berbagai sarana dan prasarana elektronik, seperti komputer, laptop, lift, mesin fotokopi, dan lain-lain. [GRI 103-1]
Perseroan menyadari bahwa BBM maupun listrik –yang sebagian besar masih menggunakan batubaru sebagai pembangkit—termasuk sumber energi tak terbarukan dan ketersediaannya terbatas. Sebab itu, ADHI berupaya untuk melakukan efisiensi dalam menggunakan kedua jenis energi tersebut. [GRI 103-2]
Water Management
Water is an important requirement for ADHI, both for operational activities at the office and at the project site. In daily operations, water is used for various domestic needs of employees, such as activities for the toilet, kitchen, ablution, and others. Meanwhile, at the project site, besides being used for the daily needs of employees, water is also used for the same activities. The source of water used in the office and at the project site is groundwater. [GRI 103-1]
ADHI realizes that the availability of clean water is increasingly limited. Therefore, the Company is committed to saving water. In addition to campaigning and appealing for water savings, periodically checking the drains, taps or valves, and making repairs as soon as possible should a leak or damage occur. With these various policies, the realization of Head Office water use during the reporting year is as follows: [GRI 103-2, 103-3, 303-1] [F.8]
Based on the table above, the volume of water use in 2020 decreased compared to 2019. The decrease occurred because it was in line with the company's water use efficiency policy. [GRI 103-3]
Energy Management
In carrying out business operations, ADHI utilizes two main energies, namely fuel oil (BBM) and electricity. Fuel is used as a source of energy to drive operational vehicles, heavy equipment at the project site, and generators. Meanwhile, electricity is used for lighting and energy sources for various electronic facilities and infrastructure, such as computers, laptops, elevators, photocopiers, and others. [GRI 103-1]
The Company realizes that both fuel and electricity - most of which still use coal as a generator - include non-renewable energy sources and their availability is limited. Therefore, ADHI strives to make efficiency in using these two types of energy. [GRI 103-2]
PT ADHI KARYA (Persero) Tbk. | Laporan Keberlanjutan 2020104
Bersama Mewujudkan Kelestarian Lingkungan Together To Make A Sustainable Environment
Sejumlah langkah nyata efisiensi penggunaan energi BBM oleh ADHI selama tahun 2020 adalah sebagai berikut: [GRI 103-3, 302-4, 305-5] [F.12]1. Mengembangkan kawasan berbasis TOD (Transit Oriented
Development) dengan salah satu orientasinya adalah mengurangi penggunaan kendaraan pribadi dan beralih menggunakan transportasi publik.
2. Membentuk komunitas ADHIGO dengan kegiatan mengajak seluruh karyawan ADHI untuk lebih sering menggunakan sepeda, baik ke kantor maupun kegiatan-kegiatan lain, dalam rangka mengurangi penggunaan BBM dan dampak polusi udara. Perseroan mendukung kegiatan ini dengan menyelenggarakan berbagai acara yang mendukung kegiatan bersepeda dan menyediakan fasilitas parkir sepeda dan kamar mandi untuk berbilas di kantor.
Sementara itu, untuk menghemat penggunaan listrik, upaya yang dilakukan Perseroan antara lain, memasang listrik tenaga surya di atap Gedung Kantor Pusat sebagai implementasi program green office. [GRI 103-3, 302-4, 305-5][F.7] [F.12]
Melalui berbagai upaya penghematan tersebut, penggunaan listrik selama tahun pelaporan adalah sebagai berikut: [GRI 103-3, 302-1][F.6]
Tabel Konsumsi Listrik Tahun 2018-2020Electricity Consumption Table for 2018-2020
UraianDescription
SatuanUnit 2020 2019 2018
Listrik*Listrik*
(kWh) 341.468 439.886 304.678
GigaJoules 1.229,3 1.583,59 1.096,84
* Data Kantor Pusat. ADHI tidak melaporkan pencatatan listrik di proyek sehubungan dengan tersebarnya proyek sehingga belum ada angka konsolidasi terkait penggunaan energi listrik.
* Head Office data. ADHI does not report electricity records in the project in connection with the distribution of the project so there is no consolidated figure regarding the use of electrical energy.
Berdasarkan tabel di atas, penggunaan listrik tahun 2020, turun dibandingkan tahun 2019. Penurunan terjadi sejalan dengan kebijakan efisiensi yang diimplementasikan perusahaan. Sementara itu, untuk penghitungan Intensitas Konsumsi Energi (IKE) listrik Kantor Pusat, ADHI belum melakukan audit energi sehingga belum bisa menyampaikan IKE pada tahun pelaporan. [GRI 103-3] [F.6]
Pengelolaan Emisi
Emisi gas rumah kaca (GRK) merupakan salah satu pemicu terjadinya pemanasan global dan perubahan iklim. Oleh karena dampak negatif emisi gas rumah kaca yang begitu nyata bagi bumi, maka ADHI berkomitmen untuk mengelola emisi dengan baik. Apalagi, dalam operasional sehari-hari, Perseroan berkontribusi dalam menghasilkan emisi, yaitu dari penggunaan BBM dan listrik. Oleh karena dampak negatif yang ditimbulkan bagi lingkungan, ADHI berkomitmen untuk mengurangi emisi GRK yang dihasilkan, antara lain, dengan melakukan penghematan penggunaan energi BBM dan listrik. Dalam hal ini, keberhasilan efisiensi energi otomatis akan berdampak pada pengurangan emisi yang dihasilkan Perseroan. [GRI 103-1, 103-2]
A number of concrete steps to efficiency the use of fuel energy by ADHI during 2020 are as follows: [GRI 103-3, 302-4, 305-5] [F.12]
1. Developing an area based on TOD (Transit Oriented Development) with one of the orientations being to reduce the use of private vehicles and switch to using public transportation.
2. Forming an ADHIGO community by inviting all ADHI employees to use bicycles more often, both to the office and other activities, in order to reduce the use of fuel and the impact of air pollution. The Company supports this activity by organizing various events that support cycling activities and providing bicycle parking and bathroom facilities for rinsing at the office.
Meanwhile, to save electricity usage, the Company's efforts include installing solar power on the roof of the Head Office Building as an implementation of the green office program. [GRI 103-3, 302-4, 305-5] [F.7] [F.12]
Through these various savings efforts, electricity usage during the reporting year is as follows: [GRI 103-3, 302-1] [F.6]
Based on the table above, electricity use in 2020 decreased compared to 2019. The decline occurred in line with the efficiency policy implemented by the company. Meanwhile, for the calculation of Energy Consumption Intensity (IKE) for electricity at the Head Office, ADHI has not conducted an energy audit so that it has not been able to submit IKE in the reporting year. [GRI 103-3] [F.6]
Emission Management
Greenhouse gas (GHG) emissions are one of the triggers for global warming and climate change. Because the negative impact of greenhouse gas emissions is so real for the earth, ADHI is committed to managing emissions well. Moreover, in daily operations, the Company contributes in producing emissions, namely from the use of fuel and electricity. Due to the negative impact on the environment, ADHI is committed to reducing the resulting GHG emissions, among others, by saving energy use of fuel and electricity. In this case, the success of automatic energy efficiency will have an impact on reducing the emission produced by the Company. [GRI 103-1, 103-2]
2020 Sustainability Report | PT ADHI KARYA (Persero) Tbk. 105
Overcoming Challenges, Attaining SustainabilityMengatasi Tantangan, Mencapai Keberlanjutan
ADHI menghasilkan emisi gas rumah kaca (Cakupan 1) langsung dari penggunaan BBM, dan emisi gas rumah kaca (Cakupan 2) tidak langsung dari penggunaan listrik. Besarnya emisi gas rumah kaca sangat dipengaruhi dengan volume penggunaan BBM dan listrik. Namun demikian, pada laporan ini, ADHI baru bisa menyampaikan penghitungan emisi Cakupan 2, yaitu dengan mengalikan konsumsi listrik (dalam Kwh per tahun) dengan average grid emission factor yang dikeluarkan Kementerian ESDM merujuk RUPTL PLN 2015-2024, yaitu sebesar 0,934 kgCO2/Kwh (2017). Berdasarkan rumus/penghitungan di atas, emisi gas rumah (Cakupan 2) tidak langsung tahun 2020 dari penggunaan listrik adalah 318.931,11 kgCO2eq, turun dibandingkan tahun 2019, yang mencapai 410.853,524 KgCO2eq. [GRI 103-3, 305-1, 305-2, 305-5][F.11]
Pengelolaan Limbah
Limbah merupakan salah satu sumber kerusakan bagi lingkungan apabila tidak dikelola dengan baik. Sejalan dengan komitmen terhadap lingkungan, ADHI melakukan pengelolaan limbah dengan sebaik-baiknya dengan menerapkan prosedur pengelolaan sesuai karakteristik limbah. Limbah dikategorikan sebagai limbah organik, limbah non organik, limbah B3 cair dan padat. Masing-masing jenis limbah dipisahkan dalam kontainer berkode warna. Penanganan limbah B3 dilakukan oleh mitra pihak ketiga yang bersertifikasi, dan setiap tahunnya diaudit berdasarkan standar yang ditetapkan oleh Pemerintah.
Tabel Volume Jenis Limbah dan Metode Pengelolaan Tahun 2018-2020 [F.13, F.14]Table of Volume Types of Waste and Management Methods for 2018-2020 [F.13, F.14]
No. Jenis LimbahType of Waste
SatuanUnit 2020 2019 2018
1. OrganikOrganic Ton 2,2 0,749 -
2. Non-organikNon-organic Ton 2,1 1,732 -
3. Limbah padat Non-B3 Non-Hazardous Solid Waste Ton 1,5 - -
4 Limbah padat B3Hazardous Solid Waste Kg 282,8 - -
Salah satu upaya ADHI untuk mengurangi limbah domestik dari aktivitas perkantoran, antara lain, dilakukan melalui Program Diet Plastik. Melalui program ini karyawan dihimbau agar bijak dalam menggunakan plastik sekali pakai untuk meminimalisir sampah plastik di lingkungan kantor maupun lingkungan proyek ADHI. Himbauan untuk membawa botol minum pribadi dan kantong belanja non-plastik juga disampaikan terus menerus sehingga diharapkan menjadi gaya hidup insan ADHI, yang kemudian menularkannya kepada lingkungan terdekat seperti keluarga dan teman.
Tumpahan yang Terjadi [F.15]
Tumpahan minyak, bahan bakar minyak, dan zat kimia tertentu merupakan salah satu risiko dalam operasional usaha ADHI, khususnya di lokasi proyek. Apabila terjadi tumpahan, insiden
ADHI produces direct (Scope 1) greenhouse gas emissions from the use of fuel, and indirect (Scope 2) greenhouse gas emissions from the use of electricity. The amount of greenhouse gas emissions is strongly influenced by the volume of fuel and electricity use. However, in this report, ADHI can only submit the calculation of Scope 2 emissions, namely by multiplying electricity consumption (in Kwh per year) with the average grid emission factor issued by the Ministry of Energy and Mineral Resources referring to the 2015-2024 RUPTL PLN, which is 0.934 kgCO2/Kwh 2017). Based on the formula/calculation above, indirect (Scope 2) house gas emissions in 2020 from electricity use is 318,931.11 kgCO2eq, a decrease compared to 2019, which reached 410,853,524 KgCO2eq. [GRI 103-3, 305-1, 305-2, 305-5] [F.11]
Waste Management
Waste is a source of damage to the environment if it is not managed properly. In line with its commitment to the environment, ADHI carries out the best possible waste management by implementing management procedures according to the characteristics of the waste. The waste is categorized as organic waste, inorganic waste, liquid and solid B3 waste. Each type of waste is separated in a color coded container. The handling of B3 waste is carried out by a certified third party partner, and annually is audited according to the standards set by the Government.
One of ADHI's efforts to reduce domestic waste from office activities, among others, is carried out through the Plastic Diet Program. Through this program, employees are encouraged to be wise in using single-use plastics to minimize plastic waste in the office environment and the ADHI project environment. Appeals to bring personal drinking bottles and non-plastic shopping bags are also continuously conveyed so that it is hoped that it will become a lifestyle for ADHI people, who then transmit them to their closest environment such as family and friends.
Spills That Happened [F.15]
Oil, fuel oil, and certain chemical spills are one of the risks in ADHI's business operations, especially at project sites. If a spill occurs, the incident can affect the quality of soil, water,
PT ADHI KARYA (Persero) Tbk. | Laporan Keberlanjutan 2020106
Bersama Mewujudkan Kelestarian Lingkungan Together To Make A Sustainable Environment
itu bisa memengaruhi kualitas tanah, air, udara, keanekaragaman hayati, dan kesehatan manusia yang berada di lokasi. Komitmen ADHI untuk mencegah terjadinya tumpahan membawa hasil dengan tidak adanya insiden tumpahan yang signifikan selama tahun pelaporan. Dengan demikian, tidak ada tindakan khusus yang diambil Perseroan terkait insiden tumpahan. Untuk pengelolaan limbah ADHI mengacu pada:• Petunjuk Kerja pengendalian kebocoran dan Tumpahan B3
(SP 014 HS W23)• Petunjuk Kerja Pengelolaan Lingkungan (SP 024 HS W12)
• Petunjuk Kerja Pembuangan Limbah Proyek Konstruksi (SP 024 HS W22)
• Petunjuk Kerja Pembuatan tempat sementara limbah bahan berbahaya dan beracun (B3) (SP 024 HS W37)
Mekanisme pengelolaan limbah adalah bekerja sama dengan Pemerintah daerah atau dengan pihak ketiga yang mempunyai lisensi di proyek setempat sesuai rekomendasi pemilik proyek
Keanekaragaman Hayati [F.9][F.10]
Keanekaragaman hayati adalah kekayaan atau bentuk kehidupan di bumi, baik tumbuhan, hewan, mikroorganisme, genetika yang dikandungnya, maupun ekosistem, serta proses-proses ekologi yang dibangun menjadi lingkungan hidup. ADHI menyadari bahwa melindungi keanekaragaman hayati merupakan hal yang penting untuk memastikan kemampuan spesies tanaman dan hewan, keanekaragaman genetik, dan ekosistem alami untuk bertahan hidup. Selain itu, sulit dipungkiri bahwa ekosistem alami menyediakan air dan udara bersih, dan berkontribusi pada keamanan pangan dan kesehatan manusia. Keanekaragaman hayati juga berkontribusi secara langsung pada penghidupan masyarakat lokal sehingga terjaganya keanekaragaman hayati turut berkontribusi dalam mengurangi kemiskinan, sekaligus mewujudkan pembangunan berkelanjutan.
Sejalan dengan komitmen untuk menjaga kelestarian lingkungan, pada tahun pelaporan, ADHI tidak memiliki area operasional yang berada di dekat atau di daerah konservasi atau memiliki keanekaragaman hayati tinggi. Dengan demikian, operasional Perseroan tidak berdampak negatif terhadap keanekaragaman hayati. Di sisi lain, untuk mewujudkan keanekaragaman hayati, selama tahun 2020, ADHI melakukan berbagai program sebagai berikut:
Tabel Konservasi Keanekaragaman Hayati Tahun 2018-2020Biodiversity Conservation Table 2018-2020
UraianDescription
SatuanUnit 2020 2019 2018
Penanaman pohonTree Planting
Batang pohonTree trunk 1.623 2.310 1.573
Penangkaran faunaCaptive fauna
EkorTail 80 80 80
air, biodiversity and human health in the location. ADHI's commitment to prevent the occurrence of spills resulted in the absence of significant spill incidents during the reporting year. Thus, there is no special action taken by the Company regarding the spill incident. For ADHI waste management refers to:
• B3 Leaks and Spill Control Work Guidelines (SP 014 HS W23)
• Environmental Management Work Guidelines (SP 024 HS W12)
• Construction Project Waste Disposal Work Guidelines (SP 024 HS W22)
• Working Instructions for the creation of a temporary place for hazardous and toxic waste (B3) (SP 024 HS W37)
The waste management mechanism is in collaboration with the local government or with a third party that has a license in the local project according to the project owner's recommendation
Biodiversity [F.9] [F.10]
Biodiversity is the wealth or form of life on earth, both plants, animals, microorganisms, the genetics they contain, as well as ecosystems, as well as ecological processes that are built into the living environment. ADHI realizes that protecting biodiversity is essential to ensure the survival of plant and animal species, genetic diversity and natural ecosystems. In addition, it is hard to deny that natural ecosystems provide clean water and air, and contribute to food security and human health. Biodiversity also contributes directly to the livelihoods of local communities so that the preservation of biodiversity also contributes to reducing poverty, as well as realizing sustainable development.
In line with its commitment to preserving the environment, in the reporting year, ADHI did not have an operational area that was near or in a conservation area or had high biodiversity. Thus, the Company's operations will not have a negative impact on biodiversity. On the other hand, to realize biodiversity, during 2020, ADHI carries out various programs as follows:
2020 Sustainability Report | PT ADHI KARYA (Persero) Tbk. 107
Overcoming Challenges, Attaining SustainabilityMengatasi Tantangan, Mencapai Keberlanjutan
Kepatuhan Lingkungan [F.16]
Dalam menjalankan usaha, ADHI berkomitmen untuk senantiasa mematuhi peraturan pemerintah di bidang lingkungan hidup. Komitmen itu membawa hasil dengan tidak adanya sanksi atau denda, baik material maupun non material, terkait ketidakpatuhan terhadap regulasi lingkungan selama tahun 2020. Selain tidak mendapatkan sanksi atau denda, selama tahun pelaporan, Perseroan juga tidak menerima pengaduan terkait lingkungan hidup.
Biaya Lingkungan [F.4]
ADHI menyadari bahwa kegiatan operasi perusahaan dapat berdampak buruk terhadap lingkungan dan masyarakat apabila tidak dilakukan pencegahan dini terhadap risiko bagi lingkungan. Untuk mencegah terjadinya risiko, termasuk mitigasi dampak lingkungan, Perseroan telah menganggarkan biaya lingkungan, termasuk pos penggunaannya. Biaya lingkungan dan pemanfaatnya disajikan dalam tabel berikut:
Tabel Biaya Lingkungan Tahun 2018-20202018-2020 Environmental Cost Table
Tahun Year
Jumlah Biaya LingkunganTotal Environmental Costs
Pemanfaatan/PenggunaanUtilization/Use
2018 4.460.844.371 Pengeluaran program Bina Lingkungan tahun 20182018 Community Development program expenditures
2019 6.385.536.219 Pengeluaran program Bina Lingkungan tahun 20192019 Community Development program expenditures
2020 4.501.452.734 Pengeluaran program Bina Lingkungan tahun 20202020 Community Development program expenditures
Berdasarkan tabel di atas, biaya lingkungan tahun 2020 turun dibandingkan tahun sebelumnya. Penurunan terjadi karena efisiensi yang harus dilakukan karena turunnya pendapatan diakibatkan oleh pandemi COVID-19.
Environmental Compliance [F.16]
In running a business, ADHI is committed to always comply with government regulations in the environmental sector. This commitment has resulted in the absence of sanctions or fines, both material and non-material, related to non-compliance with environmental regulations during 2020. Apart from not receiving sanctions or fines, during the reporting year, the Company also did not receive complaints related to the environment.
Environmental Costs [F.4]
ADHI realizes that the company's operations can have a negative impact on the environment and society if there is no early prevention of risks to the environment. To prevent risks, including mitigating environmental impacts, the Company has budgeted environmental costs, including their usage posts. The environmental costs and their beneficiaries are presented in the following table:
Based on the table above, the environmental costs in 2020 decreased compared to the previous year. The decline occurred because of the efficiency that had to be done because of the decline in income caused by the COVID-19 pandemic.
PT ADHI KARYA (Persero) Tbk. | Laporan Keberlanjutan 2020108
Mengoptimalkan Sumber Daya Manusia Sebagai Aset UtamaOptimizing Human Resources as the Main AssetSustainability Report 2020
PT ADHI KARYA (PERSERO) TBK.
2020 Sustainability Report | PT ADHI KARYA (Persero) Tbk. 109
Astonishing Innovation and Creation for the NationKarya dan Inovasi Terbaik untuk Bangsa
Mengoptimalkan Sumber Daya Manusia Sebagai Aset Utama
Optimizing Human Resources as the Main Asset
PT ADHI KARYA (Persero) Tbk. | Laporan Keberlanjutan 2020110
Mengoptimalkan Sumber Daya Manusia Sebagai Aset UtamaOptimizing Human Resources as the Main Asset
Sumber daya manusia merupakan salah satu aset utama bagi ADHI. Keberadaan mereka menjadi penggerak dan pelaksana operasional sehari-hari, sekaligus menjadi pengendali sumber daya yang lain, seperti modal dan teknologi. Dalam operasional sehari-hari, mereka juga menjadi garda terdepan pelayanan kepada konsumen, pelanggan maupun pemberi kerja sehingga sangat berperan dalam membentuk image ADHI sebagai korporasi tepercaya di bidang usaha jasa konstruksi. [GRI 103-1]
Dalam mengelola sumber daya manusia, yaitu individu-individu yang bekerja di ADHI, Perseroan menerapkan berbagai kebijakan dengan mengacu pada peraturan ketenagakerjaan yang berlaku, khususnya Undang-Undang No. 13 tahun 2003 tentang Ketenagakerjaan, serta praktik-praktik ketenagakerjaan yang umum dilakukan di Indonesia. Pengelolaan karyawan meliputi perencanaan, seleksi/rekrutmen dan turnover, tidak mempekerjakan anak, tidak ada kerja paksa, menerapkan prinsip keberagaman dan non-diskriminasi, menerapkan manajemen karier, remunerasi, hingga jaminan sosial dan pensiun. Dengan pengelolaan yang menyeluruh tersebut, ADHI optimistis segenap karyawan dapat bekerja secara optimal, dan berkontribusi positif terhadap kinerja perusahaan. [GRI 103-2] [A.1]
Human resources are one of the main assets for ADHI. Their existence is the driving force and executor of daily operations, as well as controlling other resources, such as capital and technology. In daily operations, they are also at the forefront of services to consumers, customers and employers so that they play a major role in shaping ADHI's image as a trusted corporation in the construction service business. [GRI 103-1]
In managing human resources, which refer to individuals who work at ADHI, the Company implements various policies with reference to the applicable labor regulations, in particular Law No. 13 of 2003 concerning Manpower, as well as labor practices that are common in Indonesia. Employee management includes planning, selection/recruitment and turnover, no child employment, no forced labor, applying the principles of diversity and non-discrimination, applying career management, remuneration, to social security and pensions. With this comprehensive management, ADHI is optimistic that all employees can work optimally and contribute positively to company performance. (GRI 103-2) [A.1]
Roadmap Sumber Daya ManusiaHuman Resources Roadmap
2020 Sustainability Report | PT ADHI KARYA (Persero) Tbk. 111
Overcoming Challenges, Attaining SustainabilityMengatasi Tantangan, Mencapai Keberlanjutan
Pengelolaan sumber daya manusia ADHI dilakukan secara incorporated oleh Departemen Sumber Daya Manusia, yang terintegrasi sesuai 5 Lini Bisnis ADHI. Setiap tahapan proses pengelolaan sumber daya manusia diatur dalam Prosedur SDM yang akan dievaluasi dan ditinjau setiap tahun, untuk disesuaikan dengan perkembangan perusahaan. Sejalan dengan upaya menghadirkan sumber daya manusia terbaik, ADHI telah menyusun peta jalan atau roadmap, yang dimulai pada tahun 2018. Bagi Perseroan, peta jalan tersebut merupakan panduan dalam melaksanakan penyusunan dan evaluasi pelaksanaan program, kebijakan dan kegiatan terkait karyawan. Peta jalan SDG selengkapnya adalah sebagia berikut: (didesain ulang)
Roadmap SDM 2018-2021
INFRAINFRA
Roadmap/ManualRoadmap/Manual
ImplementasiImplementation
KajianStudy
PenyesuaianAdjusment
Implementasi Hasil KajianImplementation of Study Result
2018 2019 2020 2021
INTEGRASIINTEGRATION
Model BisnisBusiness Model
Penggunaam Model BisnisUse of Business Model
PengkajianAssessment
PemutakhiranUpdate
ADHI human resources management is carried out incorporated by the Human Resources Department, which is integrated according to ADHI's 5 Business Lines. Each stage of the human resource management process is regulated in HR Procedures which will be evaluated and reviewed annually, to suit the development of the company. In line with efforts to bring in the best human resources, ADHI has compiled a road map or roadmap, which began in 2018. For the Company, this road map is a guide in carrying out the preparation and evaluation of the implementation of programs, policies and activities related to employees. The complete SDG roadmap is as follows:
Rekrutmen dan TurnoverRecruitment and Turnover
Rekrutmen merupakan tahapan paling penting dalam pengembangan ketenagakerjaan di ADHI. Melalui rekrutmen, Perseroan dapat menjalankan proses regenerasi, sekaligus mengisi pos-pos maupun jabatan yang kosong sesuai dengan kebutuhan perusahaan. Lebih dari itu, melalui rekrutmen, ADHI juga berkesempatan untuk menyiapkan pemimpin-pemimpin masa depan, memenuhi kebutuhan sumber daya manusia dalam jangka panjang, serta memastikan ketersediaan dan pemenuhan sumber daya manusia sesuai lini bisnis perusahaan.
Per 31 Desember 2020, jumlah karyawan ADHI mencapai 2.758 orang. Jumlah tersebut merupakan akumulasi dari karyawan lama, ditambah karyawan baru hasil rekrutmen, dan dikurangi dengan adanya karyawan yang berhenti bekerja dari ADHI dengan berbagai alasan yang dibenarkan ketentuan dan perundang-undangan. Berkaitan dengan rekrutmen, selama tahun 2020, Perseroan merekrut karyawan baru sebanyak 52 orang. Sementara itu, jumlah karyawan yang berhenti bekerja dari ADHI selama tahun 2020 tercatat sebanyak 134 orang. [GRI 103-3, 401-1]
Berdasarkan jumlah karyawan keluar tersebut, maka tingkat turnover selama tahun 2020 adalah sebagai berikut: [GRI 103-3, 401-1]
Tingkat turnover karyawan tahun Tahun 2018-2020Employee Turnover Rate in 2018-2020
PenyebabPenyebab 2020 2019 2018
PensiunCause 31 32 31
Meninggal DuniaPassed Away 10 3 4
Berhenti KerjaStop working 93 137 77
Jumlah karyawan yang keluarNumber of resigned employees 134 172 112
Total karyawanTotal employees 2.758 2.754 2.473
Persentase turnoverTurnover percentage 3% 6,2% 3,1%
Recruitment is the most important stage in employment development at ADHI. Through recruitment, the Company can carry out the regeneration process, as well as fill vacant posts and positions according to the company's needs. More than that, through recruitment, ADHI also has the opportunity to prepare future leaders, meet human resource needs in the long term, and ensure the availability and fulfillment of human resources according to the company's business lines.
As of December 31, 2020, the number of ADHI employees reached 2,758 people. This amount is the accumulation of old employees, plus new recruits, and reduced by the number of employees who have left ADHI for various reasons justified by the provisions and laws. With regard to recruitment, during 2020, the Company recruited 52 new employees. Meanwhile, the number of employees who stopped working from ADHI during 2020 was 134 people. [GRI 103-3, 401-1]
Based on the number of employees leaving, the turnover rates for 2020 are as follows: [GRI 103-3, 401-1]
PT ADHI KARYA (Persero) Tbk. | Laporan Keberlanjutan 2020112
Mengoptimalkan Sumber Daya Manusia Sebagai Aset UtamaOptimizing Human Resources as the Main Asset
Kesetaraan Kesempatan Bekerja [F.18]Equal Job Opportunity [F.18]
ADHI menerapkan prinsip kesetaraan atau non-diskriminasi di tempat kerja. Untuk itu, setiap karyawan mendapatkan perlakuan yang sama. Sejalan dengan konsep ini, maka Perseroan memberikan kesempatan kepada siapapun untuk mengembangkan diri dan menduduki posisi yang tersedia tanpa membedakan jenis kelamin, suku, agama dan ras. Informasi mengenai kesetaraan dan keanekaragaman karyawan selengkapnya disampaikan di Bab Profil laporan ini. [GRI 103-3, 405-1]
Prinsip kesetaraan dan non-diskriminasi tersebut merupakan implementasi Undang-Undang No. 13 tahun 2003 tentang Ketenagakerjaan, selaras dengan Konvensi ILO No: 111/1958 tentang Diskriminasi dalam Kerja dan Jabatan (Discrimination in Respect of Employment and Occupation) yang telah diratifikasi Indonesia. Komitmen menjaga keberagaman dan non-diskriminasi membawa hasil dengan tidak adanya insiden diskriminasi sehingga tidak perlu ada tindakan perbaikan selama tahun pelaporan. [GRI 103-3, 406-1]
Sesuai dengan prinsip non-diskriminasi, ADHI memberikan gaji pokok dan fasilitas yang sama antara pekerja laki-laki dan perempuan. Perbandingan gaji pokok dan remunerasi antara pekerja laki-laki dan perempuan adalah 1:1 di setiap lokasi operasi yang signifikan, yaitu dalam ruang lingkup provinsi dimana perusahaan beroperasi. Pemberian remunerasi yang sama antara pria dan wanita merupakan langkah nyata ADHI menerapkan Undang-Undang No. 13 tahun 2003 tentang Ketenagakerjaan, dan Konvensi ILO No: 100/1951 tentang Pengupahan yang Sama bagi Pekerja Laki-laki dan Wanita untuk Pekerjaan yang Sama Nilainya (Equal Remuneration for Men and Women Workers for Work of Equal Value).
ADHI applies the principle of equality or non-discrimination in the workplace. For that, every employee gets the same treatment. In line with this concept, the Company provides opportunities for anyone to develop themselves and occupy available positions regardless of gender, ethnicity, religion and race. Full information on equality and diversity of employees is provided in the Profile Chapter of this report. [GRI 103-3, 405-1]
The principle of equality and non-discrimination is the implementation of Law no. 13 of 2003 concerning Manpower, in line with the ILO Convention No: 111/1958 concerning Discrimination in Work and Occupation (Discrimination in Respect of Employment and Occupation) which has been ratified by Indonesia. The commitment to maintaining diversity and non-discrimination brings results in the absence of incidents of discrimination so there is no need for corrective action during the reporting year. [GRI 103-3, 406-1]
In accordance with the principle of non-discrimination, ADHI provides the same basic salary and facilities for male and female workers. The ratio of basic salary and remuneration between male and female workers is 1: 1 at each significant location of operation, that is, within the scope of the province where the company operates. Providing equal remuneration for men and women is a concrete step for ADHI to implement Law No. 13 of 2003 concerning Employment, and ILO Convention No: 100/1951 concerning Equal Wages for Men and Women Workers for Work of Equal Value (Equal Remuneration for Men and Women Workers for Work of Equal Value).
2020 Sustainability Report | PT ADHI KARYA (Persero) Tbk. 113
Overcoming Challenges, Attaining SustainabilityMengatasi Tantangan, Mencapai Keberlanjutan
Upah Minimum Regional [F.20]Regional Minimum Wagel [F.20]
Tenaga Kerja Anak dan Kerja Paksa [F.19]Child Labor and Forced Labor [F.19]
ADHI menjalankan proyek di berbagai wilayah di Indonesia. Dengan demikian, upah minimum pekerja tetap baru berbeda-beda, tergantung dengan wilayah kerja pekerja tersebut. Sesuai dengan Undang-undang No.13 Tahun 2003 tentang Ketenagakerjaan, pemberian upah minimum diarahkan kepada pencapaian kebutuhan hidup layak bagi pekerja. Besaran upah minimum sangat tergantung dari masing-masing daerah, yang umumnya menyesuaikan dengan harga kebutuhan pokok, tingkat inflasi, standar kelayakan hidup, dan variabel lainnya. [GRI 103-1]
Sesuai dengan Keputusan Menteri Tenaga Kerja dan Transmigrasi Nomor 226 Tahun 2000, pemberian upah di ADHI senantiasa memperhatikan Upah Minimum Provinsi (yang sebelumnya disebut dengan UMR Tingkat I) dan Upah Minimum Kabupaten/Kota (yang sebelumnya disebut dengan UMR Tingkat II). Berpatokan pada regulasi tersebut, sekaligus sejalan dengan komitmen untuk memberikan kesejahteraan kepada pekerja, maka Perseroan memberikan upah kepada pekerja tetap baru sesuai dengan ketentuan yang berlaku di wilayah operasional perusahaan. Dalam pemberian upah tersebut, Perseroan tidak membedakan berdasarkan jenis kelamin laki-laki atau perempuan. [GRI 103-2, 103-3, 202-1]
Dalam mengelola karyawan, ADHI tunduk dan patuh terhadap Undang-undang No.13 Tahun 2003 tentang Ketenagakerjaan. Antara lain, usia minimal karyawan adalah 22 tahun, sedangkan jam kerja yang disepakati adalah 40 jam dalam 1 minggu, sesuai dengan pasal 77 Undang-Undang No. 13 tahun 2003 tentang Ketenagakerjaan.
Selain merujuk pada Undang-Undang Republik Indonesia Nomor 13 Tahun 2003, komitmen Perseroan tidak mempekerjakan anak sejalan dengan Konvensi ILO No: 138/1973) tentang Batas Usia Minimum untuk Bekerja (Minimum Age for Admission to Employment), dan Konvensi ILO No: 182/1999) tentang Penghapusan Bentuk-bentuk Pekerjaan Terburuk untuk Anak (Elimination of the Worst Forms of Child Labour). Sedangkan komitmen untuk menetapkan batasan waktu kerja sehingga tidak ada kerja paksa selaras dengan Konvensi ILO No: 29/1930 tentang Kerja Paksa atau Kerja Wajib (Forced or Compulsory Labour), dan Konvensi ILO No: 105/1957 tentang Penghapusan Kerja Paksa (Abolition of Forced Labour).
Komitmen ADHI untuk mematuhi usia dan waktu bekerja membawa hasil dengan tidak adanya insiden pekerja anak maupun kerja paksa selama tahun 2020. [GRI 103-3, 408-1, 409-1]
ADHI runs projects in various regions in Indonesia. Thus, the minimum wage for new permanent workers varies depending on the work area of the worker. In accordance with Law No.13 of 2003 concerning Manpower, the provision of minimum wages is directed at achieving the needs of a decent living for workers. The amount of the minimum wage really depends on each region, which generally adjusts to the price of basic necessities, the inflation rate, the standard of living, and other variables. [GRI 103-1]
In accordance with the Decree of the Minister of Manpower and Transmigration Number 226 of 2000, the provision of wages at ADHI always takes into account the Provincial Minimum Wage (previously known as UMR Level I) and Regency/City Minimum Wages (previously referred to as UMR Level II). Based on these regulations, as well as in line with the commitment to provide welfare to workers, the Company provides wages to new permanent workers in accordance with the applicable regulations in the company's operational area. In providing such wages, the Company does not differentiate based on male or female sex. [GRI 103-2, 103-3, 202-1]
In managing employees, ADHI obeys and complies with Law No.13 of 2003 concerning Manpower. Among other things, the minimum age for employees is 22 years, while the agreed working hours are 40 hours in 1 week, in accordance with Article 77 of Law No. 13 of 2003 concerning Manpower.
Apart from referring to the Law of the Republic of Indonesia Number 13 of 2003, the Company's commitment not to employ children is in line with ILO Convention No: 138/1973) concerning Minimum Age for Admission to Employment, and ILO Convention No: 182/1999) on the Elimination of the Worst Forms of Child Labor. Meanwhile, the commitment to set limits on working time so that there is no forced labor is in line with ILO Convention No: 29/1930 concerning Forced or Compulsory Labor, and ILO Convention No: 105/1957 concerning the Abolition of Forced Labor).
ADHI's commitment to comply with age and working time has paid off with no incidents of child labor or forced labor during 2020. [GRI 103-3, 408-1, 409-1]
PT ADHI KARYA (Persero) Tbk. | Laporan Keberlanjutan 2020114
Mengoptimalkan Sumber Daya Manusia Sebagai Aset UtamaOptimizing Human Resources as the Main Asset
Pelatihan dan PengembanganKemampuan Karyawan [F.22]Employee Training and Capacity Building [F.22]
Sejalan dengan komitmen untuk menghadirkan karyawan berkualitas dan kompeten di bidangnya, ADHI bersama tim Human Capital telah mengembangkan ADHI Learning Center untuk mengasah dan meningkatkan kompetensi karyawan agar bisa bersaing pada industri 4.0 serta berperilaku inovatif. Pelatihan dan pengembangan sumber daya manusia Perseroan menetapkan misi untuk dijalankan oleh ADHI Learning Center (ALC) pada seluruh kegiatan pelatihan, yaitu:1. Menjadi pusat pembelajaran dalam membangun insan yang
unggul, profesional, amanah dan berjiwa wirausaha.2. Mengembangkan skill, knowledge dan attitude Insan ADHI
sehingga memenuhi kriteria dalam Talent Pool BUMN.3. Melaksanakan program pembelajaran yang link and match
dengan kebutuhan unit kerja kepada seluruh Insan dan mitra kerja ADHI sebagai bagian dalam pertumbuhan berkelanjutan melalui peningkatan kinerja ADHI.
4. Transformasi program pembelajaran melalui digitalisasi kegiatan pembelajaran.
5. Menjadi strategic partner setiap unit kerja dalam peningkatan kapabilitas Insan ADHI.
6. Menghasilkan Certified Employee/Expertise dalam Mega Proyek Infrastruktur (Konstruksi, Energi, Properti, Industri & Investasi) di Adhi Karya.
Selanjutnya, sesuai dengan bidang usaha yang digeluti, ADHI memerlukan sumber daya manusia dengan kompetensi yang spesifik, sejalan dengan meningkatnya kebutuhan SDM yang andal seiring dengan bertumbuhnya bisnis Perseroan. Tahap-tahap proses pengembangan SDM di Perseroan adalah sebagai berikut:• Analyze
- Menganalisis kebutuhan pengembangan- Menganalisis organisasi, tugas, dan kelompok serta
individu• Design
- Merumuskan Sasaran Pengembangan- Merancang Program Pengembangan
• Develop- Mengembangkan Materi Pengembangan
• Implement - Mengimplementasikan Pengembangan- Menerapkan Prinsip Belajar
• Evaluate- Mengukur Efektivitas Program Pengembangan
Untuk melengkapi dan meningkatkan kompetensi Pegawai dengan kemampuan yang dibutuhkan oleh Perseroan dalam menjawab tantangan bisnis saat ini dan masa mendatang, ADHI memiliki berbagai program pengembangan berbasis kompetensi, di antaranya:
In line with the commitment to presenting quality and competent employees in their fields, ADHI and the Human Capital team have developed the ADHI Learning Center to hone and improve employee competencies so that they can compete in industry 4.0 and behave innovatively. Training and human resource development The Company sets a mission to be carried out by the ADHI Learning Center (ALC) in all training activities, namely:1. To become a learning center in building a superior,
professional, trustworthy and entrepreneurial person.2. Develop skills, knowledge and attitude of ADHI personnel so
that they meet the criteria in the BUMN Talent Pool.3. Implement learning programs that link and match with
the needs of work units to all ADHI personnel and partners as part of sustainable growth through improving ADHI's performance.
4. Transformation of learning programs through digitizing learning activities.
5. Become a strategic partner of each work unit in enhancing the capabilities of ADHI People.
6. Produce Certified Employee/Expertise in Mega Infrastructure Projects (Construction, Energy, Property, Industry & Investment) at Adhi Karya.
Furthermore, in accordance with the business field it is engaged in, ADHI requires human resources with specific competencies, in line with the increasing need for reliable HR as the Company's business grows. The stages of the HR development process in the Company are as follows:
• Analyze- Analyze development needs- Analyze organizations, tasks, and groups and
individuals• Design
- Formulating Development Goals- Designing a Development Program
• Develop- Developing Development Materials
• Implement- Implementing Development- Applying Learning Principles
• Evaluate- Measuring the Effectiveness of Development Programs
To complement and improve employee competencies with the capabilities required by the Company in responding to current and future business challenges, ADHI has various competency-based development programs, including:
2020 Sustainability Report | PT ADHI KARYA (Persero) Tbk. 115
Overcoming Challenges, Attaining SustainabilityMengatasi Tantangan, Mencapai Keberlanjutan
1. PMDP (Project Manager Development Program).2. PDDP (Project Director Development Program).3. GSDP (Great Specialist Development Program).4. SMDP (Senior Manager Development Program).5. GMDP (General Manager Development Program).6. EDP (Executive Development Program).
Lebih dari itu, untuk mendukung peningkatan kompetensi karyawan, ADHI secara aktif membekali Insan ADHI dengan berbagai pelatihan. Salah satu pelatihan untuk mendukung terciptanya Leader Create Leader adalah dengan membekali pelatihan coaching bagi level manajerial. Tujuan dari pelatihan coaching ini adalah memberi pengetahuan dan keterampilan tentang bagaimana melakukan peranan mereka sebagai pemimpin, terutama kaitannya dengan pengelolaan bawahannya melalui cara Coaching dan Counseling.
Selain dibekali dengan pelatihan, ADHI juga membekali SDM melalui program pengembangan, seperti ASP (ADHI Scholarship Program), yakni program beasiswa studi lanjutan formal, yang terus berjalan setiap tahunnya. Berkaitan dengan pengembangan kompetensi karyawan, ADHI juga mengembangkan Integrated Learning System untuk menyampaikan materi pelatihan, yang terdiri dari Learning Management System (LMS), Knowledge Management System (KMS) serta Digital Library (DigiLib).
Untuk menyelenggarakan berbagai program pengembangan kompetensi karyawan, ADHI telah mengalokasikan dana sebesar Rp5,10 miliar selama tahun 2020, turun dibandingkan tahun 2029, yang mencapai Rp6,4 miliar. Adapun rincian kegiatan pengembangan kompetensi karyawan, jenis pendidikan dan pelatihan, rata-rata jam kerja menurut jenis kelamin dan kategori jabatan selengkapnya disajikan dalam tabel berikut: [GRI 103-3, 404-2]
Jenis Pelatihan Tahun 2020
Jenis PelatihanType of Training
Jumlah PelatihanTotal Training
Jumlah PesertaTotal Participant
Durasi (jam)Duration(Hours)
Rata-rata pelatihan (jam/orang)Average training (hours/person)
2019
Public Training 90 535 3745 7
In House Training 21 843 5901 7
Dewan Komisaris & DireksiBoard of Commissioners & Directors
26 54 378 7
2020
Public Training 62 654 10.314 16
In House Training 54 1692 4.401 3
Dewan Komisaris & DireksiBoard of Commissioners & Directors
5 13 62 5
1. PMDP (Project Manager Development Program).2. PDDP (Project Director Development Program).3. GSDP (Great Specialist Development Program).4. SMDP (Senior Manager Development Program).5. GMDP (General Manager Development Program).6. EDP (Executive Development Program).
More than that, to support the improvement of employee competencies, ADHI is actively providing ADHI People with various trainings. One of the trainings to support the creation of a Leader Create Leader is to provide coaching training for managerial levels. The purpose of this coaching training is to provide knowledge and skills on how to carry out their roles as leaders, especially in relation to the management of their subordinates through Coaching and Counseling.
Apart from being provided with training, ADHI also provides human resources through development programs, such as the ASP (ADHI Scholarship Program), which is a formal advanced study scholarship program, which continues every year. Regarding employee competency development, ADHI has also developed an Integrated Learning System to deliver training materials, which consists of a Learning Management System (LMS), Knowledge Management System (KMS) and a Digital Library (DigiLib).
To carry out various employee competency development programs, ADHI has allocated funds amounting to IDR 5.10 billion during 2020, a decrease compared to 2029, which reached IDR 6.4 billion. The details of employee competency development activities, type of education and training, average working hours according to gender and full job category are presented in the following table: [GRI 103-3, 404-2]
Types of Training in 2020
PT ADHI KARYA (Persero) Tbk. | Laporan Keberlanjutan 2020116
Mengoptimalkan Sumber Daya Manusia Sebagai Aset UtamaOptimizing Human Resources as the Main Asset
Rata-rata Jam Pelatihan Tahun 2018-2020
UraianDescription
Jumlah Pekerja yang Memperoleh Pelatihan
Number of Workers Received Training
Jam PelatihanTraining Hours
Rata-rata Jam Pelatihan Setiap Pekerja
Average Hours of TrainingEvery Worker
2020 2019 2020 2019 2020 2019
Keseluruhan Overall 2.346 1.378 21.938 9.646 10 12
Berdasarkan GenderBased on Gender
Laki-laki Man 2.012 1119 18.520 7.833 10 12
Perempuan Women 334 259 3.416 1.813 11 13
Berdasarkan kategori jabatan karyawanBased on the employee's job category
KOMISARISCOMMISSIONER 10 44 57 308 6 19
DIREKSIDIRECTORS 3 10 14 70 5 14
DIREKSI.APDIRECTORS OF AP 15 69 394 483 27 33
GM 28 84 172 588 7 33
M.Div 19 37 84 259 5 24
M.Biro 148 152 1.680 1.064 12 17
M.BD 63 27 624 189 10 13
PD 1 0 1 0 1 0
PM 380 94 2.835 658 8 9
L.2P 507 94 5.215 658 11 8
L.3P 367 194 3.314 1.358 10 9
L.4P 54 50 561 350 11 9
SPC 23 2 166 14 8 7
SS 203 125 1.427 875 8 14
STAFF 482 337 5.079 2.359 11 13
ADMIN 21 13 178 91 9 16
No Cluster 22 46 128 322 6 8
Average training hours 2018-2020
2020 Sustainability Report | PT ADHI KARYA (Persero) Tbk. 117
Overcoming Challenges, Attaining SustainabilityMengatasi Tantangan, Mencapai Keberlanjutan
Sistem Manajemen Unjuk KerjaPerformance Management System
Tunjangan KaryawanEmployee Benefits
Penilaian kinerja karyawan di ADHI diawali dengan penetapan Performance Planning di awal tahun yang dituangkan dalam bentuk KPI, yang kemudian diturunkan hingga tingkatan KPI individu. Tahap selanjutnya adalah Performance Review yang dilakukan setiap triwulan berbarengan dengan review informal yang dilakukan sesuai kebutuhan. Di tahap ini, para pemimpin melakukan coaching dan counseling, mengevaluasi kinerja tim dan masing-masing individu dan langsung menyusun action plan pencapaian sisa target ke depannya. Pada awal tahun berikutnya dilakukan Performance Appraisal untuk menilai kinerja selama satu tahun, dengan sistem gabungan antara penilaian kinerja individu (aspek bisnis dan perilaku) dan potensi pengembangan karyawan.
Employee performance appraisal at ADHI begins with the establishment of a Performance Planning at the beginning of the year which is outlined in the form of KPIs, which are then downgraded to individual KPI levels. The next stage is the Performance Review which is carried out every quarter in conjunction with an informal review which is carried out as needed. At this stage, the leaders conduct coaching and counseling, evaluate the performance of the team and each individual and immediately compile an action plan for achieving the remaining targets in the future. At the beginning of the following year, a Performance Appraisal was conducted to assess performance for one year, using a combined system of individual performance appraisals (business and behavioral aspects) and employee development potential.
As stated in the Profile Chapter, based on their status, ADHI employees are divided into permanent and non-permanent employees. However, the difference in status has no effect on the types of benefits received, as presented in the following table:
Sebagaimana disampaikan dalam Bab Profil, berdasarkan statusnya, karyawan ADHI terbagi menjadi karyawan tetap dan tidak tetap. Walau demikian, perbedaan status tersebut tidak berpengaruh terhadap jenis tunjangan yang diterima, sebagaimana disajikan dalam tabel berikut:
Tabel Tunjangan yang Diberikan Kepada Karyawan Tetap dan KontrakTable of Benefits Provided to Permanent and Contract Employees
Jenis TunjanganType of Benefits
Karyawan TetapPermanent Employee
Karyawan KontrakContract Employee
Asuransi JiwaLife insurance √ √
BPJS Tenaga KerjaBPJS Labor √ √
BPJS KesehatanBPJS Health
Karyawan + keluargaEmployee + Family
Karyawan + keluargaEmployee + Family
Asuransi KesehatanHealth Insurance
Karyawan + keluargaEmployee + Family
Karyawan + keluargaEmployee + Family
PT ADHI KARYA (Persero) Tbk. | Laporan Keberlanjutan 2020118
Mengoptimalkan Sumber Daya Manusia Sebagai Aset UtamaOptimizing Human Resources as the Main Asset
2020 Sustainability Report | PT ADHI KARYA (Persero) Tbk. 119
Overcoming Challenges, Attaining SustainabilityMengatasi Tantangan, Mencapai Keberlanjutan
PT ADHI KARYA (Persero) Tbk. | Laporan Keberlanjutan 2020120
Mewujudkan Lingkungan Bekerja yang Layak dan AmanEstablishment of Decent and Safe Work Environment Sustainability Report 2020
PT ADHI KARYA (PERSERO) TBK.
2020 Sustainability Report | PT ADHI KARYA (Persero) Tbk. 121
Astonishing Innovation and Creation for the NationKarya dan Inovasi Terbaik untuk Bangsa
Mewujudkan Lingkungan Bekerja yang Layak dan Aman [F.21] Establishment ofDecent and Safe Work Environment [F.21]
PT ADHI KARYA (Persero) Tbk. | Laporan Keberlanjutan 2020122
Mewujudkan Lingkungan Bekerja yang Layak dan AmanEstablishment of Decent and Safe Work Environment
ADHI meyakini bahwa lingkungan kerja yang layak dan aman sesuai prinsip Kesehatan dan Keselamatan Kerja (K3) berkontribusi besar terhadap performa dan kinerja karyawan. Dengan lingkungan kerja seperti itu, maka semua karyawan bisa bekerja dengan tenang tanpa diliputi kekhawatiran bakal terjadi hal-hal yang tidak diinginkan, seperti penyakit akibat kerja maupun insiden kecelakaan kerja, baik kategori ringan, sedang, berat, apalagi fatal. Tujuan akhir K3 di Perseroan adalah terwujudnya angka kecelakaan kerja nihil (zero accident) serta tidak adanya penyakit akibat kerja. [GRI 103-1]
Untuk mewujudkan angka kecelakaan kerja nihil tersebut, ADHI menerapkan sistem manajemen terpadu berupa Kesehatan, Keselamatan Kerja dan Lingkungan (K3L) secara konsisten. Implementasi K3L merujuk pada berbagai regulasi terkait K3 di antararanya: [GRI 103-2]• Undang-Undang No. 13 Tahun 2013 tentang Ketenagakerjaan • Undang-Undang No. 1 Tahun 1970 tentang Keselamatan
Kerja, Undang-undang Nomor 23 tahun 1992 tentang Kesehatan
• Undang-undang No. 13 Tahun 2003 tentang Ketenagakerjaan• Keputusan Presiden Nomor 22 Tahun 1993 tentang Penyakit
yang Timbul Akibat Hubungan Kerja• Peraturan Pemerintah Nomor 50 Tahun 2012 tentang
Penerapan Sistem Manajemen Keselamatan dan Kesehatan Kerja
Selain regulasi tersebut di atas, ADHI memiliki sejumlah kebijakan internal terkait kebijakan mutu dan K3L sebagai berikut: [GRI 103-2]• Kebijakan Mutu & K3L dan Sasaran Mutu & K3L No. 014-
6/2018/373 tanggal 11 Juli 2018• Manual Manajemen Risiko No: 014-6/2018/457 tanggal 17
Desember 2018• Surat Keputusan Direksi tentang Perubahan Struktur
Organisasi Panitia Pembina Keselamatan dan Kesehatan Kerja & Lingkungan (P2K3L) No: 014-6/2018/202 A tanggal 28 Mei 2018
• Kebijakan SWA (Stop Work Action) No: 014-6/2018/207 tanggal 8 Juni 2019
• Kebijakan Sistem Manajemen Risiko Asesmen Berbasis Manajemen Risiko sesuai dokumen No: BP 009 RS P04 tanggal 17 Juni 2019
• Prosedur Penerapan SMM sesuai dokumen Nomor: BP 024 QS P01 tanggal 2 Juli 2019
• Penerapan Prosedur Sistem Manajemen K3L sesuai dokumen Nomor: BP 024 HS P01 tanggal 2 Mei 2019
ADHI believes that a decent and safe work environment in accordance with the principles of Occupational Health and Safety (K3) contributes greatly to employee performance and performance. With such a work environment, all employees can work calmly without worrying about unwanted things, such as work-related illnesses and work accidents, whether in the mild, moderate, severe, or even fatal categories. The ultimate goal of K3 in the Company is the realization of zero accidents and the absence of occupational diseases. [GRI 103-1]
To achieve this zero work accident rate, ADHI consistently implements an integrated management system in the form of Health, Safety and Environment (K3L). The implementation of K3L refers to various regulations related to K3, including: [GRI 103-2]• Law No. 13 of 2013 concerning Manpower• Law No. 1 of 1970 concerning Work Safety, Law Number 23
of 1992 concerning Health
• Law No. 13 of 2003 concerning Manpower• Presidential Decree No. 22/1993 concerning Diseases
Arising from Employment Relationships• Government Regulation Number 50 of 2012 concerning
the Implementation of the Occupational Safety and Health Management System
In addition to the aforementioned regulations, ADHI has a number of internal policies related to quality and HSE policies as follows: [GRI 103-2]• Quality Policy & K3L and Quality Target & K3L No. 014-
6/2018/373 dated 11 July 2018• Risk Management Manual No: 014-6/2018/457 dated 17
December 2018• Decree of the Board of Directors regarding Changes in the
Organizational Structure of the Committee for Occupational Safety and Health & Environment (P2K3L) No: 014-6/2018/202 A dated 28 May 2018
• SWA Policy (Stop Work Action) No: 014-6/2018/207 dated 8 June 2019
• Risk Management Based Assessment Risk Management System Policy according to document No: BP 009 RS P04 dated 17 June 2019
• Procedure for implementing the QMS according to document Number: BP 024 QS P01 dated July 2, 2019
• Implementation of the K3L Management System Procedure according to document Number: BP 024 HS P01 dated May 2, 2019
Kesehatan, Keselamatan Kerja dan Lingkungan (K3L)Health, Safety and Environment (K3L)
2020 Sustainability Report | PT ADHI KARYA (Persero) Tbk. 123
Overcoming Challenges, Attaining SustainabilityMengatasi Tantangan, Mencapai Keberlanjutan
In line with ADHI's commitment to realizing a decent and safe work environment, ADHI puts the Health, Safety and Environment (K3L) organization under the direct supervision of the Director of QHSE and Development. The management system that guarantees occupational health and safety goals as well as protection of the environment is contained in the Quality and K3L Policy and Targets, which are signed directly by the President Director. [A.1]
ADHI implements K3L with the following objectives:• Improve the effectiveness of planned, measured,
structured and integrated occupational health and safety protection.
• Prevent and reduce occupational accidents and occupational diseases by involving elements of management, workers/laborers and trade/labor unions.
• Creating a safe, comfortable, healthy and efficient workplace to boost productivity.
• Implementation of Health, Safety and Environment (HSE) initiatives at ADHI is a realization of the Company's commitment to serve customers and stakeholders as well as possible.
Another objective of K3L implementation is to achieve the Company's goals without fatal accidents (zero fatality accidents) and prevention of pollution. Therefore, ADHI always strives to improve all aspects related to K3L. In line with that, the Company has also adopted ISO 45001: 2018 concerning the Occupational Health and Safety Management System.
Seiring dengan komitmen ADHI untuk mewujudkan lingkungan kerja yang layak dan aman, maka ADHI menempatkan organisasi Kesehatan, Keselamatan Kerja dan Lingkungan (K3L) di bawah pengawasan langsung Direktur QHSE dan Pengembangan. Sistem manajemen yang menjamin sasaran kesehatan dan keselamatan kerja serta perlindungan terhadap lingkungan tertuang di dalam Kebijakan dan Sasaran Mutu dan K3L yang ditandatangani langsung oleh Direktur Utama. [A.1]
ADHI menerapkan K3L dengan tujuan sebagai berikut:• Meningkatkan efektivitas perlindungan keselamatan dan
kesehatan kerja yang terencana, terukur, terstruktur, dan terintegrasi.
• Mencegah dan mengurangi kecelakaan kerja dan penyakit akibat kerja dengan melibatkan unsur manajemen, pekerja/buruh dan serikat pekerja/ serikat buruh.
• Menciptakan tempat kerja yang aman, nyaman, sehat dan efisien untuk mendorong produktivitas.
• Pelaksanaan inisiatif Kesehatan, Keselamatan Kerja dan Lingkungan (K3L) atau Health, Safety and Environment (HSE) di ADHI merupakan realisasi dari komitmen Perseroan untuk melayani pelanggan dan stakeholder dengan sebaik-baiknya.
Tujuan lain pelaksanaan K3L adalah mencapai sasaran Perseroan tanpa kecelakaan fatal (zero fatality accident) dan pencegahan polusi. Oleh karena itu, ADHI senantiasa berupaya untuk meningkatkan semua aspek yang berhubungan dengan K3L. Sejalan dengan itu, Perseroan juga telah mengadopsi ISO 45001:2018 tentang Sistem Manajemen Kesehatan dan Keselamatan Kerja.
Promosi, Sosialisasi dan Komunikasi K3L Promotion, Socialization and Communication of K3L
Becermin pada pentingnya penerapan K3L, selama tahun 2020, ADHI melakukan berbagai program dan bentuk promosi, sosialisasi dan komunikasi K3L sebagai berikut:a. Safety Induction – Pengenalan lingkungan kerja/tempat yang
memiliki potensi bahaya tertentu dan bagaimana upaya mitigasinya. Safety induction harus dilakukan untuk setiap pekerja baru maupun pengunjung, agar kecelakaan akibat kurangnya informasi lingkungan kerja dapat dihindari.
b. Safety Morning Talk (SMT) dilakukan untuk mengingatkan secara periodik tentang aspek-aspek K3L. Melalui SMT, potensi bahaya yang berada di lingkungan pekerjaan diidentifikasi untuk meningkatkan perilaku dan kondisi yang aman.
c. Tool Box Meeting (TBM) - Pertemuan di kelompok-kelompok kecil dalam suatu pekerjaan tertentu yang membicarakan apa saja pekerjaan yang dilakukan, sasaran mutu yang ingin dicapai serta potensi bahaya aspek K3L apa saja yang mungkin terjadi.
d. Rapat P2K3L (HSE Commitee Meeting) - Sarana komunikasi untuk memberikan saran dan pertimbangan kepada Perseroan terkait pelaksanaan program K3L di unit kerja serta membahas isu dan regulasi terbaru terkait K3L. Setiap tiga bulan sekali Organisasi P2K3L baik di kantor pusat maupun unit kerja berkewajiban membuat laporan P2K3L yang diserahkan ke Dinas Tenaga Kerja setempat.
e. Kampanye peningkatan mutu dan K3L berkelanjutan dilaksanakan di semua unit bisnis, entitas dan proyek.
f. Tagline “Safety is Our Spirit” dikampanyekan dan menjadi slogan untuk meningkatkan semangat dan kesadaran Insan ADHI terhadap K3L.
g. Penghargaan atas inovasi dan implementasi sistem manajemen mutu dan K3L secara individu atau kelompok (tim proyek).
Reflecting on the importance of implementing K3L, during 2020, ADHI carried out various programs and forms of K3L promotion, socialization and communication as follows:a. Safety Induction - Introduction to the work environment/
place that has certain potential hazards and how to mitigate it. Safety induction must be carried out for every new worker or visitor, so that accidents due to lack of information on the work environment can be avoided.
b. Safety Morning Talk (SMT) is conducted to remind periodically about K3L aspects. Through SMT, potential hazards in the work environment are identified to promote safe behavior and conditions.
c. Tool Box Meeting (TBM) - Meetings in small groups in a particular job that discuss what work is being carried out, the quality objectives to be achieved and the potential hazards of what K3L aspects might occur.
d. P2K3L Meeting (HSE Committee Meeting) - A means of communication to provide advice and considerations to the Company regarding the implementation of the K3L program in work units as well as discussing the latest issues and regulations related to K3L. Every three months the P2K3L organization both at the head office and work units is obliged to make a P2K3L report which is submitted to the local Manpower Office.
e. Continuous HSE and quality improvement campaigns are implemented in all business units, entities and projects.
f. The tagline "Safety is Our Spirit" was campaigned and became a slogan to increase the enthusiasm and awareness of ADHI personnel towards K3L.
g. Award for innovation and implementation of quality management systems and K3L individually or in groups (project team).
PT ADHI KARYA (Persero) Tbk. | Laporan Keberlanjutan 2020124
Mewujudkan Lingkungan Bekerja yang Layak dan AmanEstablishment of Decent and Safe Work Environment
Roadmap K3L/HSEK3L/HSE Roadmap
Untuk memandu penerapan dan pencapaian, sekaligus evaluasi atas pelaksanaan program K3L/HSE, ADHI telah menyusun roadmap sebagai berikut:
1. Zero Fatality Accident 2. Sertifikasi Ahli K3 Konstruksi, Target PM,
PEM dan PPM3. Compliant Audit SMK3 (eksternal) ditingkat
Corporate >80%4. On Going Project, Compliant SMK3 80%5. Sosialisasi Manual, Standar Internal,
Prosedur dan WI k3L6. Metode Kerja Compliant Peraturan
Perundangan7. Pendampingan CSMS Rekanan Penyedia Jasa8. Implementasi Program Reward &
Punishment K3L
1. Zero Fatality Accident (SR maks 0,42 dan FR maks (0,52) & Pencemaran Lingkungan
2. Penerapan Prinsip CSMS Rekanan Penyedia Jasa
3. Tindak lanjut Peningkatan Budaya & Leadership K3
4. Implementasi Program Reward & Punishment K3L
5. Peningkatan SMK3L ≥ 85%6. Peningkatan Monitoring Control Room7. Sosialisasi Standar Internal, Prosedur, dan
WI8. Pembuatan dan Review Prosedur / WI9. Kepuasan Pelanggan HSE ≥ 85%10. Sosialisasi ISO 45001:Occupational Health
and Safety
1. Zero Fatality Accident (SR maks 0,42 dan FR maks (0,52) & Pencemaran Lingkungan
2. Penerapan Penilaian CSMS Rekanan Penyedia Jasa
3. On Going, Implementasi Budaya & Leadership K3
4. Implementasi Program Reward & Punishment K3L
5. Peningkatan SMK3L ≥ 85%6. On Going, Monitoring Control Room untuk
seluruh proyek Adhi7. Kepuasan Pelanggan HSE ≥ 85%8. On Going, Implementasi Standar Internal,
Prosedur, dan WI di Pilot Project9. Pembuatan dan Review Prosedur/WI
1. Zero Fatality Accident (SR maks 0,41 dan FR maks (0,51) & Pencemaran Lingkungan
2. Penerapan Penilaian CSMS Rekanan Penyedia Jasa
3. Implementasi Budaya & Leadership K34. Implementasi Program Reward &
Punishment K3L5. Peningkatan SMK3L ≥ 90%6. Monitoring Control Room untuk seluruh
proyek Adhi7. Kepuasan Pelanggan HSE ≥ 90%8. Implementasi Standar Internal, Prosedur,
dan WI di Proyek Pilot9. Pembuatan dan Review Prosedur/WI
202020192018
1. Zero Fatality Accident (SR maks 0,40 dan FR maks (0,50) & Pencemaran Lingkungan
2. Penerapan Penilaian CSMS Rekanan Penyedia Jasa
3. Implementasi Budaya & Leadership K34. Implementasi Program Reward &
Punishment K3L5. Peningkatan SMK3L ≥ 92%6. Monitoring Control Room untuk seluruh
proyek Adhi7. Kepuasan Pelanggan HSE ≥ 90%8. Implementasi Standar Internal, Prosedur,
dan WI di Proyek Pilot9. Pembuatan dan Review Prosedur/WI
2022
No. 2018 2019 2020 2021 2022
1
Zero Fatality Accident Zero Fatality Accident (SR maks 0,42 dan FR maks 0,52) & Pencemaran LingkunganZero Fatality Accident (SR max 0.42 and FR max 0.52) & Environmental Pollution
Zero Fatality Accident (SR maks 0,42 dan FR maks 0,52) & Pencemaran Lingkungan Zero Fatality Accident (SR max 0.42 and FR max 0.52) & Environmental Pollution
Zero Fatality Accident (SR maks 0,41 dan FR maks 0,51) & Pencemaran Lingkungan.Zero Fatality Accident (SR max 0.41 and FR max 0.51) & Environmental Pollution.
Zero Fatality Accident (SR maks 0,40 dan FR maks 0,50) & Pencemaran Lingkungan.Zero Fatality Accident (SR max 0.40 and FR max 0.50) & Environmental Pollution.
2
Sertifikasi Ahli K3 (Konstruksi, target PM, PEM, dan PPMK3 Expert Certification (Construction, target PM, PEM, and PPM
Penerapan Prinsip CSMS Rekanan Penyedia JasaApplication of CSMS Principles for Service Provider Partners
Penerapan Penilaian CSMS Rekanan Penyedia JasaApplication of CSMS Assessment of Service Provider Partners
Penerapan Penilaian CSMS Rekanan Penyedia Jasa.Application of CSMS Assessment Service Provider Partners.
Penerapan Penilaian CSMS Rekanan Penyedia Jasa.Application of CSMS Assessment Service Provider Partners.
3
Compliant Audit SMK3 (eksternal) di tingkat Corporate > 80 %SMK3 Audit Compliant (external) at the Corporate level> 80%
Tindak Lanjut Peningkatan Budaya & Leadership K3Follow up of K3 Culture & Leadership Improvement
On Going, Implementasi Budaya & Leadership K3On Going, Implementation of K3 Culture & Leadership
Implementasi Budaya & Leadership K3Implementation of K3 Culture & Leadership
Implementasi Budaya & Leadership K3Implementation of K3 Culture & Leadership
To guide the implementation and achievement, as well as evaluation of the implementation of the K3L/HSE program, ADHI has prepared a roadmap as follows:
2021
2020 Sustainability Report | PT ADHI KARYA (Persero) Tbk. 125
Overcoming Challenges, Attaining SustainabilityMengatasi Tantangan, Mencapai Keberlanjutan
No. 2018 2019 2020 2021 2022
4
On Going Project, Compliant SMK3 80%
Implementasi Program Reward & Punishment K3LImplementation of the K3LReward & Punishment Program
Implementasi Program Reward & Punishment K3LImplementation of the K3L Reward & Punishment Program
Implementasi Program Reward & Punishment K3LImplementation of the K3L Reward & Punishment Program
Implementasi Program Reward & Punishment K3LImplementation of the K3L Reward & Punishment Program
5
Sosialisasi Manual, Standar Internal, Prosedur dan WI K3LDissemination of Manuals, Internal Standards, Procedures and WI K3L
Peningkatan SMK3L ≥ 85%Increase in SMK3L ≥ 85%
Penilaian SMK3L ≥ 87%SMK3L assessment ≥ 87%
Penilaian SMK3L ≥ 90%SMK3L assessment ≥ 90%
Penilaian SMK3L ≥ 92%SMK3L assessment ≥ 92%
6
Metode Kerja Compliant Peraturan PerundanganWork Methods Compliant with Legislation
Peningkatan Monitoring Control RoomImproved Monitoring Control Room
On Going, Monitoring Control Room untuk seluruh proyek ADHIOn Going, Monitoring Control Room untuk seluruh proyek ADHI
Monitoring Control Room untuk seluruh proyek ADHI.Monitoring Control Room for all ADHI projects.
Monitoring Control Room untuk seluruh proyek ADHI.Monitoring Control Room for all ADHI projects.
7
Pendampingan CSMS Rekanan Penyedia JasaCSMS Assistance for Service Provider Partners
Sosialisasi Standar Internal, Prosedur, dan WIDissemination of Internal Standards, Procedures, and WI
Kepuasan Pelanggan HSE ≥ 85%HSE Customer Satisfaction ≥ 85%
Kepuasan Pelanggan HSE ≥ 90%HSE Customer Satisfaction ≥ 90%
Kepuasan Pelanggan HSE ≥ 90%HSE Customer Satisfaction ≥ 90%
8
Implementasi Program Reward & Punishment K3LImplementation of the K3L Reward & Punishment Program
Pembuatan dan Review Prosedur / WIPreparation and Procedure Review/WI
On Going, Implementasi Standar Internal, Prosedur, dan WI di Pilot ProjectOn Going, Implementation of Internal Standards, Procedures, and WI in the Pilot Project
Implementasi Standar Internal, Prosedur, dan WI di Proyek PilotImplementation of Internal Standards, Procedures, and WI in the Pilot Project
Implementasi Standar Internal, Prosedur, dan WI di Proyek PilotImplementation of Internal Standards, Procedures, and WI in the Pilot Project
9
Kepuasan Pelanggan HSE ≥ 85%HSE Customer Satisfaction ≥ 85%
Pembuatan dan Review Prosedur / WIPreparation and Procedure Review/WI
Pembuatan dan Review Prosedur / WIPreparation and Procedure Review/WI
Pembuatan dan Review Prosedur / WIPreparation and Procedure Review/WI
10
Sosialisasi ISO 45001: Occupational Health and SafetySocialization of ISO 45001: Occupational Health and Safety
Berdasarkan evaluasi atas implementasi roadmap K3L tahun 2020, ADHI telah membukukan pencapaian sebagai berikut:
No. 2020 Pencapaian Pencapaian
1
Zero Fatality Accident (SR maks 0,42 dan FR maks 0,52) & Pencemaran Lingkungan Zero Fatality Accident (SR max 0.42 and FR max 0.52) & Environmental Pollution
SR = 0.00FR = 0.00
2 Penerapan Penilaian CSMS Rekanan Penyedia JasaApplication of CSMS Assessment of Service Provider Partners
Terlaksana sesuai road map CSMS Adhi Implemented according to the CSMS Adhi road map
3 On Going, Implementasi Budaya & Leadership K3On Going, Implementation of K3 Culture & Leadership
TerlaksanaDone
4 Implementasi Program Reward & Punishment K3LImplementation of the K3L Reward & Punishment Program
Terlaksana QHSE AwardImplemented the QHSE Award
5 Penilaian SMK3L ≥ 87%SMK3L assessment ≥ 87%
89.8%
6 On Going, Monitoring Control Room untuk seluruh proyek ADHIOn Going, Monitoring Control Room for all ADHI projects
CCTV sebagian besar sudah terpasang di Proyek AdhiMost of the CCTVs have been installed in the Adhi Project
7 Kepuasan Pelanggan HSE ≥ 85%HSE Customer Satisfaction ≥ 85%
83,56%
8On Going, Implementasi Standar Internal, Prosedur, dan WI di Pilot ProjectOn Going, Implementation of Internal Standards, Procedures, and WI in the Pilot Project
Standar Internal, Prosedur dan WI terimplementasiImplemented Internal Standards, Procedures and WI
9 Pembuatan dan Review Prosedur / WIPreparation and Procedure Review/WI
Prosedur dan WI HSE berjumlah Procedure and WI HSE total
Based on the evaluation of the implementation of the 2020 K3L roadmap, ADHI has recorded the following achievements:
PT ADHI KARYA (Persero) Tbk. | Laporan Keberlanjutan 2020126
Mewujudkan Lingkungan Bekerja yang Layak dan AmanEstablishment of Decent and Safe Work Environment
Identifikasi Bahaya, Penilaian Risiko dan Pengendalian Bahaya Hazards Identification, Risk Assessment and Hazard Control
Untuk mewujudkan target zero accident, ADHI telah memetakan dan mengidentifikasi berbagai jenis pekerjaan dan risiko yang mungkin timbul, termasuk melakukan mitigasi untuk mengurangi dampak risiko tersebut. Pemetaan dan identifikasi serta pengujian risiko dilaksanakan dengan memperhatikan lingkup aktivitas, persyaratan peraturan pemerintah, standar dan persyaratan kontrak. Dalam konteks inilah, ADHI melakukan Hazard Identification Risk Assessment and Determining Control (HIRADC) di setiap proyek dalam rangka melakukan pengendalian bahaya yang ada di area kerja proyek.
HIRADC dilakukan untuk mengetahui semua potensi bahaya K3 yang berpotensi terjadi selama aktivitas kerja berlangsung di area kerja, serta merencanakan tindakan pengendalian untuk menghilangkan atau meminimalisir potensi bahaya yang ada. Secara berkala, HIRADC ditinjau untuk memastikan bahwa tidak ada potensi risiko bahaya yang tidak teridentifikasi dan dikendalikan. Seiring dengan itu, setiap bulan, pengelola proyek juga melaporkan data terkait statistik K3 ke Departemen QHSE, seperti data insiden, severity rate, frequency rate, incident rate, kecelakaan yang nyaris terjadi, jam kerja, dan jumlah pekerja. [GRI 103-3]
To achieve the zero accident target, ADHI has mapped and identified various types of work and risks that may arise, including mitigating to reduce the impact of these risks. Mapping and identification and testing of risks are carried out by taking into account the scope of activities, government regulatory requirements, standards and contract requirements. In this context, ADHI carries out Hazard Identification Risk Assessment and Determining Control (HIRADC) in each project in order to control hazards in the project work area.
HIRADC is carried out to find out all the potential K3 hazards that could potentially occur during work activities in the work area, as well as to plan control measures to eliminate or minimize the potential hazards that exist. Periodically, HIRADC is reviewed to ensure that there are no potential hazards that are not identified and controlled. Along with that, every month, the project manager also reports data related to K3 statistics to the QHSE Department, such as incident data, severity rate, frequency rate, incident rate, near accident, working hours, and number of workers. [GRI 103-3]
Pelatihan K3 K3 training
Sejalan dengan kebijakan mengidentifikasi bahaya dan penilaian risiko, ADHI melengkapi upaya untuk mewujudkan lingkungan kerja yang aman dengan melakukan pelatihan K3 secara berkala. Pelatihan diadakan untuk meningkatkan kompetensi sumber daya manusia terkait aspek K3, sekaligus meningkatkan kesadaran pihak yang terlibat dalam aktivitas ADHI. Mengingat pentingnya pelatihan K3, maka pelatihan tersebut diselenggarakan di kantor pusat maupun di area unit kerja. Pelatihan K3 diselenggarakan secara internal atau Perseroan mengirimkan perwakilan pelatihan serupa yang diselenggarakan pihak eksternal. Selama tahun 2020, pelatihan K3 yang diselenggarakan dan diikuti oleh ADHI adalah sebagai berikut: [GRI 103-3]1. Pelatihan dan Sertifikasi Ahli K3 Konstruksi Madya Batch 1
2. Pelatihan dan Pelatihan awareness ADHI Quality and Safety Management System (ADHI-QSMS).
3. Pelatihan dan Sertifikasi Ahli K3 Konstruksi Madya Batch 2
4. Awareness ADHI Quality and Safety Management System (ADHI-QSMS).
In line with the policy of identifying hazards and risk assessment, ADHI complements efforts to create a safe work environment by conducting regular K3 training. The training was held to improve the competence of human resources related to K3 aspects, as well as to increase the awareness of the parties involved in ADHI activities. Given the importance of K3 training, the training is held at the head office and in the work unit area. OHS training is held internally or the Company sends representatives of similar training held by external parties. During 2020, the K3 training organized and attended by ADHI is as follows: [GRI 103-3]
1. Training and Certification of K3 Expert for Intermediate Construction Batch 1
2. Training and training on ADHI Quality and Safety Management System (ADHI-QSMS) awareness.
3. Training and Certification of Intermediate Construction K3 Experts Batch 2
4. Awareness ADHI Quality and Safety Management System (ADHI-QSMS).
2020 Sustainability Report | PT ADHI KARYA (Persero) Tbk. 127
Overcoming Challenges, Attaining SustainabilityMengatasi Tantangan, Mencapai Keberlanjutan
Tanggap DaruratEmergency response
Kecelakaan kerja merupakan salah satu risiko yang dihadapi ADHI. Untuk meminimalkan dampak yang timbul, selain menetapkan mitigasi risiko, Perseroan telah memiliki kebijakan tentang tanggap darurat. Isi kebijakan tersebut adalah memastikan seluruh area kerja telah dilengkapi dengan sarana dan prasarana pendukung, tersedianya prosedur tanggap darurat, terbentuknya tim tanggap darurat dan merencanakan serta melaksanakan program simulasi tanggap darurat.
Simulasi Tanggap Darurat (Emergency Response Drill) di ADHI dilaksanakan minimal setiap satu tahun sekali dengan melibatkan semua karyawan, baik di kantor pusat, kantor departemen maupun proyek. Simulasi Tanggap Darurat juga dimaksudkan untuk memastikan perlindungan yang maksimal bagi karyawan dan semua orang yang ada di lingkungan kerja ADHI serta penyelamatan aset berharga dan dokumen penting perusahaan ketika terjadi situasi/kondisi darurat. [GRI 103-3]
Work accident is one of the risks faced by ADHI. In order to minimize the impacts that arise, in addition to determining risk mitigation, the Company has a policy on emergency response. The content of the policy is to ensure that all work areas are equipped with supporting facilities and infrastructure, the availability of emergency response procedures, the formation of an emergency response team and planning and implementing an emergency response simulation program.
Emergency Response Drills at ADHI are carried out at least once a year by involving all employees, both at the head office, departmental offices and projects. Emergency Response Simulation is also intended to ensure maximum protection for employees and all people in the ADHI work environment as well as the rescue of valuable assets and important company documents when an emergency situation occurs. [GRI 103-3]
5. Pelatihan ISO 9001:20156. Pelatihan dan Sertifikasi Ahli K3 Konstruksi Muda Batch 1
7. Pelatihan dan Sertifikasi Ahli K3 Konstruksi Muda Batch 2
8. Pelatihan dan Sertifikasi Auditor Mutu.9. Pelatihan dan Sertifikasi Ahli K3 Umum Batch 110. Pelatihan dan Sertifikasi Ahli K3 Lingkungan Kerja.
11. Pelatihan dan Sertifikasi Ahli K3 Listrik.
5. ISO 9001: 2015 training6. Training and Certification of Young Construction K3 Experts
Batch 17. Training and Certification of Young Construction K3 Experts
Batch 28. Training and Certification of Quality Auditors.9. Training and Certification of General K3 Expert Batch 110. Occupational Health and Safety Expert Certification and
Training.11. Training and Certification of Electrical K3 Experts.
PT ADHI KARYA (Persero) Tbk. | Laporan Keberlanjutan 2020128
Mewujudkan Lingkungan Bekerja yang Layak dan AmanEstablishment of Decent and Safe Work Environment
Kinerja K3 Tahun 20202020 OHS Performance
Sepanjang tahun 2020, segenap Insan ADHI telah menjalankan dan mematuhi berbagai regulasi dan kebijakan internal terkait K3. Upaya tersebut membawa hasil sebagai berikut: [GRI 403-2]
Tabel Kinerja K3 Tahun 2018-2020K3 Performance Table 2018-2020
DeskripsiDescription Target 2020 2019 2018
Nearmiss - 1.142 173 24
InsidenIncident - 38 36 43
Incident Rate - 0,52 0,47 0,65
Severity Rate Max 0,42 0,00 78,24 274,07
Frequency Rate Max 0,52 0,00 0,01 0,01
Total Jam KerjaTotal Working Hours - 72.662.842 76.687.052 66.573.850
Implementasi SMK3LImplementation of SMK3L 87% 89,80% 90,05% 81,70%
Kepuasan Pelanggan Penerapan SMK3LCustomer Satisfaction 85% 83,56% 80,29% 77,75%
*) SMK3L = Sistem Manajemen Keselamatan dan Kesehatan Kerja serta Lingkungan
*) SMK3L = Occupational Health and Safety Management System and Environment
Berdasarkan tabel di atas, severity rate, frequency rate dan implementasi SMK3L telah mencapai target yang telah ditetapkan Perseroan. Pencapaian tersebut dipengaruhi oleh terimplementasinya Sistem Manajemen K3L yang terintegrasi di unit kerja ADHI. Komitmen Manajemen (Level pusat hingga proyek), perencanaan K3L, Operasional K3L, Pemantauan dan Evaluasi K3L serta improvement diterapkan di semua Unit Kerja ADHI dengan baik sehingga kecelakaan kerja dapat dihindari. Sementara itu, target kepuasan pelanggan penerapan SMK3L memang belum tercapai, namun terdapat peningkatan yang signifikan setiap tahunnya. ADHI tetap menyambut peningkatan ini dengan baik, namun tetap dilakukan evaluasi dari ketidakteracapaian tersebut.
Selaras dengan pencapaian kinerja K3, ADHI juga telah melakukan evaluasi berkaitan dengan penyakit akibat kerja, yaitu penyakit yang terjadi atau dialami pekerja akibat rutinitas atau paparan zat tertentu di tempat kerja. Selama tahun 2020, Perseroan tidak menerima laporan adanya penyakit akibat kerja sehingga tidak ada tindakan atau kebijakan khusus untuk menangani masalah tersebut. [GRI 103-3, 403-2]
Throughout 2020, all ADHI personnel have implemented and complied with various regulations and internal policies related to K3. These efforts led to the following results: [GRI 403-2]
Based on the table above, the severity rate, frequency rate and implementation of SMK3L have reached the target set by the Company. This achievement is influenced by the implementation of an integrated K3L Management System in the ADHI work unit. Management commitment (central to project level), K3L planning, K3L operation, K3L monitoring and evaluation and improvement are implemented in all ADHI Work Units properly so that work accidents can be avoided. Meanwhile, the target for customer satisfaction in implementing SMK3L has not been achieved, but there is a significant increase every year. ADHI still welcomes this increase, but is still evaluating the non-achievement.
In line with the achievement of K3 performance, ADHI has also conducted evaluations related to occupational diseases, namely diseases that occur or are experienced by workers due to routine or exposure to certain substances in the workplace. During 2020, the Company did not receive reports of occupational diseases so there was no specific action or policy to deal with the problem. [GRI 103-3, 403-2]
2020 Sustainability Report | PT ADHI KARYA (Persero) Tbk. 129
Overcoming Challenges, Attaining SustainabilityMengatasi Tantangan, Mencapai Keberlanjutan
Selain keamanan kerja, ADHI juga memberikan perhatian yang sama terhadap kesehatan lingkungan kerja. Penciptaan lingkungan kerja yang sehat dan nyaman merupakan faktor penting dalam mendukung kinerja karyawan. Upaya yang dilakukan ADHI dalam mewujudkan kesehatan lingkungan kerja antara lain:• Pemeriksaan rutin kesehatan lingkungan kerja ADHI, baik di
proyek, kantor divisi maupun kantor pusat.• Penyuluhan kesehatan dan pelatihan.• Penyemprotan nyamuk dan serangga.• Pengukuran tingkat kebisingan.• Pengukuran kualitas air dan udara.• Tingkat penerangan lampu.• Pengukuran kadar emisi kendaraan bermotor di lingkungan
kantor pusat.
Sejalan dengan upaya mewujudkan kesehatan lingkungan kerja, ADHI juga mengimbanginya dengan mendorong terciptanya pola hidup sehat dan seimbang di kalangan karyawan. Upaya yang dilakukan antara lain melalui penyuluhan intensif mengenai pengelolaan kesehatan masing-masing insan ADHI, pentingnya menjaga keseimbangan antara pekerjaan, kesehatan jasmani dan rohani. Langkah nyata Perseroan untuk meningkatkan kesehatan karyawan dilakukan dengan menyelenggarakan kegiatan berikut: [GRI 103-3]• Medical check up setahun sekali• Evaluasi risiko kesehatan• Pengukuran kelembaban, pencahayaan dan suhu ruangan.• Pemeriksaan biometric• Sesi-sesi senam pagi reguler• Pemeriksaan bio-monitoring air minum.• Poster-poster yang mendorong pola hidup sehat
Selain melakukan berbagai program di atas, Perseroan memberikan dukungan untuk terwujudnya work life balance. Dukungan diimplementasikan dengan menyediakan berbagai fasilitas olahraga di kantor pusat, seperti lapangan badminton, tenis lapangan, futsal. Selain itu, Perseroan juga memberi keleluasaan terbentuknya berbagai komunitas sesuai dengan minat insan ADHI, di antaranya komunitas olahraga, seperti sepeda, badminton, tenis lapangan, futsal, bola basket, serta komunitas seni, seperti fotografi, video, dan lain-lain. Bahkan, untuk memacu semangat para penggiatnya, kegiatan berbagai komunitas tersebut dipertandingkan pada event ADHI Sport untuk memeriahkan perayaan ulang tahun ADHI tiap 11 Maret. ADHI memberikan dukungan dan keleluasaan kepada karyawan untuk melakukan aktivitas yang berhubungan dengan kesehatan dan kebugaran karena meyakini bahwa karyawan yang sehat akan memiliki kinerja yang baik dan produktivitas tinggi, mampu menghadirkan ide-ide segar, serta menciptakan suasana kerja antar karyawan yang lebih menyenangkan.
Apart from job security, ADHI also pays the same attention to the health of the work environment. The creation of a healthy and comfortable work environment is an important factor in supporting employee performance. The efforts made by ADHI in realizing a healthy work environment include:
• Routine health checks of ADHI's work environment, both in projects, divisional offices and head office.
• Health education and training.• Spraying for mosquitoes and insects.• Noise level measurement.• Measurement of water and air quality.• Lamp illumination level.• Measurement of motor vehicle emission levels in the head
office environment.
In line with the efforts to achieve a healthier work environment, ADHI also keeps pace by encouraging the creation of a healthy and balanced lifestyle among employees. Efforts made include intensive counseling on the health management of each ADHI individual, the importance of maintaining a balance between work, physical and spiritual health. The Company's concrete steps to improve employee health are carried out by organizing the following activities: [GRI 103-3]
• Medical check up once a year• Health risk evaluation• Measurement of humidity, lighting and room temperature.• Biometric examination• Regular morning gym sessions• Drinking water bio-monitoring checks.• Posters that encourage a healthy lifestyle
In addition to carrying out the various programs above, the Company provides support for the realization of a work life balance. Support is implemented by providing various sports facilities at the head office, such as badminton courts, tennis courts, futsal. In addition, the Company also provides flexibility to form various communities according to ADHI people's interests, including sports communities, such as bicycles, badminton, tennis, futsal, basketball, as well as art communities, such as photography, video, and others. In fact, to spur the enthusiasm of its activists, the activities of these various communities are competed at the ADHI Sport event to celebrate ADHI's birthday every March 11. ADHI provides support and flexibility for employees to carry out activities related to health and fitness because they believe that healthy employees will have good performance and high productivity, be able to present fresh ideas, and create a more pleasant work atmosphere among employees.
Kesehatan Lingkungan Kerja Health of the Work Environment
PT ADHI KARYA (Persero) Tbk. | Laporan Keberlanjutan 2020130
Mewujudkan Lingkungan Bekerja yang Layak dan AmanEstablishment of Decent and Safe Work Environment
Upaya seluruh Insan ADHI untuk mewujudkan angka kecelakaan kerja nihil pada tahun 2020 membawa hasil dengan diraihnya penghargaan terkait K3 sebagai berikut:
Nama PenghargaanAward Name
TanggalDate
PenerimaRecipient
Instansi PemberiGiving Agency
CEO Safety Leadership Award [Budi Harto - ADHI]CEO Safety Leadership Award [Budi Harto - ADHI]
15 Januari 2020January 15, 2020 ADHI
INDONESIA CONSTRUCTION SAFETY AWARDS (ICSA) - A2K4 & Ditjen Bina Konstruksi KPUPRINDONESIA CONSTRUCTION SAFETY AWARDS (ICSA) - A2K4 & Directorate General of Construction KPUPR Development
Directorship Safety Performance Award for SOE [Partha Sarathi - ADHI]Directorship Safety Performance Award for SOE [Partha Sarathi - ADHI]
15 Januari 2020January 15, 2020 ADHI
INDONESIA CONSTRUCTION SAFETY AWARDS (ICSA) - A2K4 & Ditjen Bina Konstruksi KPUPRINDONESIA CONSTRUCTION SAFETY AWARDS (ICSA) - A2K4 & Directorate General of Construction of KPUPR
Directorship Safety Performance Award for Private Sector [Koorniawan Rohadi Purwo - APG]Directorship Safety Performance Award for Private Sector [Koorniawan Rohadi Purwo - APG]
15 Januari 2020January 15, 2020 ADHI
INDONESIA CONSTRUCTION SAFETY AWARDS (ICSA) - A2K4 & Ditjen Bina Konstruksi KPUPRINDONESIA CONSTRUCTION SAFETY AWARDS (ICSA) - A2K4 & Directorate General of Construction KPUPR Development
Best HSE Performance untuk kategori Pabrik Beton Precast [APB]Best HSE Performance for Precast Concrete Factory [APB] category
15 Januari 2020January 15, 2020 ADHI
INDONESIA CONSTRUCTION SAFETY AWARDS (ICSA) - A2K4 & Ditjen Bina Konstruksi KPUPRINDONESIA CONSTRUCTION SAFETY AWARDS (ICSA) - A2K4 & Directorate General of Construction KPUPR Development
Penerapan Manajemen Keselamatan Konstruksi terbaik kategori Infrastruktur Transportasi KA [Proyek LRT Ruas Mampang-Dukuh Atas - DPKA]Application of the best Construction Safety Management in the Railway Transportation Infrastructure category [LRT Project for the Mampang-
15 Januari 2020January 15, 2020 ADHI
INDONESIA CONSTRUCTION SAFETY AWARDS (ICSA) - A2K4 & Ditjen Bina Konstruksi KPUPRINDONESIA CONSTRUCTION SAFETY AWARDS (ICSA) - A2K4 & Directorate General of Construction KPUPR Development
Penerapan Manajemen Keselamatan Konstruksi terbaik kategori Infrastruktur Transportasi Laut [Proyek Patimban ADHI Jo]Application of the best Construction Safety Management in the Sea Transportation Infrastructure category [Patimban ADHI Jo Project]
15 Januari 2020January 15, 2020 ADHI
INDONESIA CONSTRUCTION SAFETY AWARDS (ICSA) - A2K4 & Ditjen Bina Konstruksi KPUPRINDONESIA CONSTRUCTION SAFETY AWARDS (ICSA) - A2K4 & Directorate General of Construction KPUPR Development
Penghargaan K3 K3 Awards
The efforts of all ADHI personnel to achieve zero work accidents by 2020 have resulted in the following awards for K3:
2020 Sustainability Report | PT ADHI KARYA (Persero) Tbk. 131
Overcoming Challenges, Attaining SustainabilityMengatasi Tantangan, Mencapai Keberlanjutan
PT ADHI KARYA (Persero) Tbk. | Laporan Keberlanjutan 2020132
Memberikan Layanan Terbaik Untuk PelangganProvide Excellent Service To CustomersSustainability Report 2020
PT ADHI KARYA (PERSERO) TBK.
2020 Sustainability Report | PT ADHI KARYA (Persero) Tbk. 133
Astonishing Innovation and Creation for the NationKarya dan Inovasi Terbaik untuk Bangsa
Memberikan Layanan Terbaik Untuk PelangganProvide Excellent Service To Customers
Pelanggan merupakan pemangku kepentingan utama bagi ADHI. Keberadaan mereka akan turut menentukan keberlanjutan usaha Perseroan. Oleh karena kedudukan pelanggan yang begitu strategis, maka ADHI berupaya secara maksimal untuk mewujudkan kepuasan pelanggan. Langkah nyata yang dilakukan ADHI adalah memberikan produk dan layanan terbaik secara setara, tanpa membedakan latar belakang pelanggan. Selaras dengan itu, Perseroan juga berkomitmen menyediakan saluran pengaduan bagi pelanggan dan memberikan solusi terbaik secepatnya. [GRI 103-1] [F.17]
Dalam upaya memberikan produk dan layanan terbaik kepada pelanggan, ADHI menerapkan Sistem Manajemen Mutu ISO 9001:2015. Mutu konstruksi bisa didefinisikan sebagai pemenuhan seluruh persyaratan pengguna sesuai dengan lingkup pekerjaan, anggaran dan waktu (jadwal) yang telah ditentukan. Komitmen ADHI untuk memberikan produk dan layanan terbaik, termasuk mengimplementasikan manajemen mutu, merupakan penghagaan dan pengakuan atas hak-hak pelanggan/konsumen, sebagaimana diatur dalam Undang-Undang Nomor 8 Tahun 1999 tentang Perlindungan Konsumen (Lembaran Negara Republik Indonesia Tahun 1999 Nomor 22, Tambahan Lembaran Negara Republik Indonesia Nomor 3821). [GRI 103-2] [A.1]
Konsep Sistem Manajemen Mutu (SMM) yang menjadi pegangan ADHI di antaranya: [GRI 103-3]• Fokus kepada pelanggan• Kepemimpinan• Keterlibatan orang• Pendekatan proses• Peningkatan• Pengambilan keputusan berbasis bukti• Manajemen hubungan
Salah satu pendekatan yang dilakukan ADHI untuk memenuhi SMM adalah memanfaatkan berbagai inovasi teknologi terkini. Misalnya, menerapkan teknologi di bidang AEC (Arsitektur, Engineering dan Construction) yaitu BIM (Building Information Modeling). ADHI sudah mengimplementasikan BIM pada beberapa proyek ADHI dan ditangani Biro Khusus untuk mengkoordinasi dan memantau berjalannya BIM pada Departemen Operasional. Sementara itu, untuk menjamin ketertiban administrasi, Perseroan terus mengembangkan dan mengintegrasikan DHIERA terhadap aplikasi lain yang sudah dibangun terlebih dahulu, yakni CLOUDIA, ADELE, e-Procurement, dan aplikasi-aplikasi lain yang ada di ADHI. Langkah integrasi DHIERA terhadap CLOUDIA sebagai media penyimpanan dokumen-dokumen seperti Nota, Kontrak/PO, dan lain-lain. Adapun langkah integrasi DHIERA dengan e-Procurement dan e-Marketplace yang sudah dioperasikan sejak tahun 2019. [F.26]
Selain memanfaatkan berbagai inovasi terkini, langkah nyata yang dilakukan ADHI untuk memenuhi hak konsumen/pelanggan adalah ADHI berupaya untuk memberikan informasi yang jelas terkait produk dan layanan yang diberikan Perseroan. Salah satu
Customers are main stakeholders for ADHI. Their existence will also determine the sustainability of the Company's business. Because of the strategic position of customers, ADHI tries its best to achieve customer satisfaction. The real step that ADHI has taken is to provide the best products and services equally, regardless of the customer's background. In line with that, the Company is also committed to providing complaint channels for customers and providing the best solutions as quickly as possible. [GRI 103-1] [F.17]
In an effort to provide the best products and services to customers, ADHI implements the ISO 9001: 2015 Quality Management System. Construction quality can be defined as the fulfillment of all user requirements according to a predetermined scope of work, budget and time (schedule). ADHI's commitment to providing the best products and services, including implementing quality management, is the protection and recognition of the rights of customers/consumers, as regulated in Law Number 8 of 1999 concerning Consumer Protection (State Gazette of the Republic of Indonesia of 1999 Number 22, Supplementary State Gazette of the Republic of Indonesia Number 3821). [GRI 103-2] [A.1]
The concept of the Quality Management System (QMS) which ADHI holds, includes: [GRI 103-3]• Focus on the customer• Leadership• People involvement• Process approach• Enhancement• Evidence-based decision making• Relationship management One of the approaches taken by ADHI to fulfill SMM is to take advantage of the latest technological innovations. For example, applying technology in the field of AEC (Architecture, Engineering and Construction), namely BIM (Building Information Modeling). ADHI has implemented BIM in several ADHI projects and is handled by the Special Bureau to coordinate and monitor the progress of BIM in the Operations Department. Meanwhile, to ensure administrative order, the Company continues to develop and integrate DHIERA with other pre-built applications, namely CLOUDIA, ADELE, e-Procurement, and other applications available at ADHI. Steps to integrate DHIERA into CLOUDIA as a storage medium for documents such as notes, contracts/POs, and others. There are steps to integrate DHIERA with e-Procurement and e-Marketplace which have been operating since 2019. [F.26]
In addition to utilizing the latest innovations, the real steps that ADHI has taken to fulfill the rights of consumers/customers are that ADHI strives to provide clear information regarding the products and services provided by the Company. One of
PT ADHI KARYA (Persero) Tbk. | Laporan Keberlanjutan 2020134
Memberikan Layanan Terbaik Untuk PelangganProvide Excellent Service To Customers
media yang digunakan Perseroan untuk mengomunikasikan produk dan layanan yang diberikan adalah melalui website resmi perusahaan, yaitu www.adhi.co.id, yang bisa diakses secara bebas.
Penyampaian informasi yang jelas dan lengkap merupakan komitmen ADHI dalam memasarkan produk dan layanan secara adil dan bertanggungjawab. Dalam hal ini, Perseroan menghindari segala klaim yang berlebihan, menipu dan tidak jujur, serta tidak pernah berpretensi untuk mengambil keuntungan dari kurangnya pengetahuan konsumen tentang produk dan layanan yang dimiliki Perseroan. Kesungguhan Perseroan dalam menerapkan konsep pemasaran yang adil membawa hasil dengan tidak adanya produk dan layanan ADHI yang menimbulkan dampak negatif atau merugikan konsumen. [F.28]
Layanan terbaik ADHI kepada pelanggan juga diwujudkan melalui jaminan kesehatan dan keselamatan mereka saat berada di lokasi operasional ADHI. Jaminan ini tertuang pada sasaran dan kebijakan mutu, K3L dan anti suap. Dalam pelaksanaan di lapangan, owner/pelanggan/stakeholder yang datang, petugas QHSE di lapangan berkewajiban untuk memberikan safety induction kepada pengunjung. Safety induction menjelaskan gambaran lokasi proyek beserta bahaya-bahaya yang mungkin terjadi di lapangan, serta memberikan informasi lokasi-lokasi penting yang biasa dituju seperti toilet, tempat ibadah, jalur evakuasi, titik kumpul evakuasi dan lain-lain. Jaminan kesehatan dan keselamatan pelanggan merupakan bagian dari upaya ADHI untuk mewujudkan angka kecelakaan kerja nihil (zero accident). [F.27]
the media used by the Company to communicate the products and services provided is through the company's official website, namely www.adhi.co.id, which can be accessed freely.
Delivering clear and complete information is ADHI's commitment in marketing products and services fairly and responsibly. In this case, the Company avoids all claims that are exaggerated, deceptive and dishonest, and never pretends to take advantage of consumers' lack of knowledge about the products and services owned by the Company. The Company's seriousness in applying the concept of fair marketing brings results in the absence of ADHI products and services that have a negative or detrimental impact on consumers. [F.28]
ADHI's best service to customers is also realized through guaranteeing their health and safety while at ADHI's operational locations. This guarantee is stated in the objectives and quality policy, K3L and anti-bribery. In the implementation in the field, the owner/customers/stakeholders who come, QHSE officers in the field are obliged to provide safety induction to visitors. Safety induction describes a description of the project location and the hazards that may occur in the field, as well as providing information on important locations that are usually addressed such as toilets, worship, evacuation routes, evacuation gathering points and others. Customer health and safety guarantees are part of ADHI's efforts to achieve zero accidents. [F.27]
2020 Sustainability Report | PT ADHI KARYA (Persero) Tbk. 135
Overcoming Challenges, Attaining SustainabilityMengatasi Tantangan, Mencapai Keberlanjutan
Saluran PengaduanComplaint Channels
Survei Kepuasan PelangganCustomer Satisfaction Survey
ADHI's commitment to provide the best service to customers is also manifested by providing a channel for complaints and providing immediate responses/solutions. The complaint centers prepared by the Company are as follows:1. Company website2. Call Center for Customer Service PT Adhi Karya (Persero) Tbk. Phone: +62 21 797 5312 Fax: +62 21 797 53113. Email: [email protected]. Mailing Address Head Office : PT Adhi Karya (Persero) Tbk. Address : South Building Jl. Raya Pasar Minggu KM. 18 Jakarta 12510 - Indonesia. The complaints that can be submitted by customers are as follows:1. Abuse of authority (conflict of interest, bribery and
gratuities).2. Misuse of assets (cash, non cash, and fraudulent
expenses).3. Falsification of reports (financial and non-financial/
operational).
As of December 31, 2020, ADHI received 25 customer complaints, and all of them (100%) have been resolved properly. Among the complaints received, there were no complaints related to violations of customer privacy and loss of customer data. This is in line with the Company's commitment to maintaining the confidentiality of the identity of its customers. [GRI 103-3, 418-1]
PT ADHI KARYA (Persero) Tbk. | Laporan Keberlanjutan 2020136
Memberikan Layanan Terbaik Untuk PelangganProvide Excellent Service To Customers
Untuk mengetahui dan mengukur tingkat kepuasan pelanggan, ADHI secara berkala melakukan survei kepuasan pelanggan, khususnya untuk proyek-proyek yang tengah berjalan dan telah mencapai progres pekerjaaan minimal 50%. Hasil survei kepuasan pelanggan tahun 2020 menunjukkan sebanyak 89,07% pelanggan menyatakan puas terhadap produk dan layanan ADHI, naik dibanding tahun sebelumnya, yang mencapai 78,07%. [F.30]
Komitmen ADHI untuk memberikan layanan terbaik kepada pelanggan juga diwujudkan dengan menyediakan saluran pengaduan dan memberikan tanggapan/solusi segera. Pusat pengaduan yang disiapkan Perseroan adalah sebagai berikut: 1. Website Perseroan 2. Call Center Customer Service PT Adhi Karya (Persero) Tbk. Telpon : +62 21 797 5312 Fax : +62 21 797 53113. Email : [email protected]. Alamat Surat Menyurat Kantor Pusat : PT Adhi Karya (Persero) Tbk. Alamat : South Building / Gedung Harmonis Jl. Raya Pasar Minggu KM. 18 Jakarta 12510 - Indonesia.
Adapun pengaduan yang bisa disampaikan pelanggan adalah sebagai berikut:1. Penyalahgunaan wewenang (benturan kepentingan,
penyuapan, dan gratifikasi).2. Penyalahgunaan aset (cash, non cash, dan pemalsuan
pengeluaran).3. Pemalsuan laporan (keuangan dan non keuangan/
operasional).
Per 31 Desember 2020, ADHI menerima 25 pengaduan pelanggan, dan semuanya (100%) sudah bisa diselesaikan dengan baik. Di antara pengaduan yang masuk, tidak terdapat pengaduan yang berhubungan dengan pelanggaran terhadap privasi pelanggan dan hilangnya data pelanggan. Hal itu sejalan dengan komitmen Perseroan untuk menjaga kerahasiaan identitas dari pelanggan. [GRI 103-3, 418-1]
To find out and measure the level of customer satisfaction, ADHI regularly conducts customer satisfaction surveys, especially for projects that are ongoing and have achieved a minimum work progress of 50%. The results of the 2020 customer satisfaction survey showed that 89.07% of customers expressed satisfaction with ADHI's products and services, an increase compared to the previous year, which reached 78.07%. [F.30]
Verifikasi Tertulis dari Pihak Independen [G.1]Written Verification by Independent Parties [G.1]
Laporan keberlanjutan ini belum diverifikasi oleh Penyedia Jasa Assurance (Assurance Services Provider). Namun demikian, ADHI menjamin bahwa seluruh informasi yang diungkapkan dalam laporan ini adalah benar, akurat, dan faktual. Untuk menjaga validitas isi, apabila terdapat revisi atas informasi/data laporan tahun sebelumnya karena perubahan metode pengukuran atau sebab yang lain, dalam laporan ini akan diberi penanda: *disajikan kembali
2020 Sustainability Report | PT ADHI KARYA (Persero) Tbk. 137
Overcoming Challenges, Attaining SustainabilityMengatasi Tantangan, Mencapai Keberlanjutan
This sustainability report has not been verified by the Assurance Services Provider. However, ADHI guarantees that all information disclosed in this report is true, accurate and factual. To maintain the content validity, if there is a revision of information/data from the previous year's report due to a change in measurement method or other reasons, this report will be marked with: * restated
Lembar Umpan Balik [G.3]FEEDBACK SHEET [G.3]
Terima kasih kepada Bapak/Ibu/Saudara yang telah berkenan membaca Laporan Keberlanjutan PT Adhi Karya (Persero) Tbk Tahun 2020. Untuk meningkatkan isi Laporan Keberlanjutan pada tahun-tahun mendatang, kami berharap Bapak/Ibu/Saudara bersedia untuk mengisi Lembar Umpan Balik ini dengan melingkari salah satu jawaban dan mengisi titik-titik yang tersedia, kemudian mengirimkannya kepada kami.Thank you to Mr./Madam/Brother for reading the Sustainability Report of PT Adhi Karya (Persero) Tbk in 2020. To improve the contents of the Sustainability Report in the coming years, we hope that you are willing to fill out this Feedback Sheet with circle one of the answers and fill in the dots provided, then send it to us.
1. Laporan Keberlanjutan ini sudah memberikan informasi yang jelas mengenai kinerja ekonomi, sosial dan lingkungan PT Adhi Karya (Persero) Tbk:
This Sustainability Report provides clear information regarding the economic, social and environmental performance of PT Adhi Karya (Persero) Tbk:
2. Laporan Keberlanjutan ini sudah memberikan informasi yang jelas mengenai pemenuhan tanggung jawab sosial dan lingkungan PT Adhi Karya (Persero) Tbk:
This Sustainability Report has provided clear information regarding the fulfillment of PT Adhi Karya (Persero) Tbk's social and environmental responsibilities:
3. Materi dan data dalam Laporan Keberlanjutan ini mudah dimengerti dan dipahami: The material and data in this Sustainability Report is easy to understand and understand:
4. Materi dan data dalam Laporan Keberlanjutan ini sudah cukup lengkap: The material and data in this Sustainability Report are sufficiently complete:
5. Apakah desain, tata letak, grafis dan foto-foto dalam Laporan Keberlanjutan ini sudah bagus? Are the design, layout, graphics and photos in this Sustainability Report good?
6. Informasi apa yang paling bermanfaat dari Laporan Keberlanjutan ini? What information is the most useful from this Sustainability Report?
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7. Informasi apa yang dinilai kurang bermanfaat dari Laporan Keberlanjutan ini? What information is considered less useful in this Sustainability Report?
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SetujuAgree a. Tidak Setuju
Disagree b. Tidak TahuDo not knowc.
SetujuAgree a. Tidak Setuju
Disagree. b. Tidak TahuDo not knowc.
SetujuAgree a. Tidak Setuju
Disagree. b. Tidak TahuDo not knowc.
SetujuAgree a. Tidak Setuju
Disagree. b. Tidak TahuDo not knowc.
SetujuAgree a. Tidak Setuju
Disagree. b. Tidak TahuDo not knowc.
PT ADHI KARYA (Persero) Tbk. | Laporan Keberlanjutan 2020138
Lembar Umpan BalikFeedback Sheet
8. Informasi apa yang dinilai masih kurang dari Laporan Keberlanjutan ini dan perlu ditambahkan pada Laporan Keberlanjutan mendatang?
What information is considered still lacking in this Sustainability Report and need to be added to the future Sustainability Report?
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Identitas Pengirim :Sender's Identity
Nama / Name : .............................................................................................................Email : .............................................................................................................HP / Mobile : .............................................................................................................
Identifikasi menurut kategori pemangku kepentingan:Identification by stakeholder category:a. Pelanggan Customers b. Pegawai/Organisasi Pegawai Employees/Employee Organizationsc. Pemegang saham Shareholdersd. Pemerintah, Regulator, Legislatif Government, Regulator, Legislativee. Mitra kerja Work partnersf. Media massa Mass mediag. Masyarakat Public h. Lain-lain, sebutkan............. Others, please specify ..........
Mohon lembar umpan balik ini dikirimkan ke:Please send this feedback sheet to:
PT Adhi Karya (Persero) Tbk. [GRI 102-53]Sekretaris PerusahaanGedung HarmonisJl. Raya Psar Minggu Km 18Jakarta Selatan 12510IndonesiaP: +62 21 797 5312F: +62 21 797 5311E: [email protected]
2020 Sustainability Report | PT ADHI KARYA (Persero) Tbk. 139
Overcoming Challenges, Attaining SustainabilityMengatasi Tantangan, Mencapai Keberlanjutan
Tanggapan Terhadap Umpan Balik Laporan Tahun Sebelumnya [G.4]Response to Previous Year Report Feedback [G.4]
Selama tahun 2020, ADHI tidak mendapatkan tanggapan spesifik terkait Laporan Keberlanjutan 2019 untuk perbaikan laporan. Namun demikian, ADHI telah menyempurnakan laporan ini agar sesuai dengan panduan POJK No.51/POJK.03/2017 dan Standar GRI. Perseroan berharap laporan ini dapat menjadi informasi yang berguna bagi para pemangku kepentingan.
In 2020, ADHI did not get specific responses related to the 2019 Sustainability Report to improve the report. However, ADHI has refined this report to comply with POJK No.51/POJK.03/2017 guidelines and GRI Standards. The company hopes that this report can be useful information for stakeholders.
PT ADHI KARYA (Persero) Tbk. | Laporan Keberlanjutan 2020140
Lembar Umpan BalikFeedback Sheet
Daftar Pengungkapan SesuaiPOJK 51/POJK.03/2017 [G.5]POJK 51/POJK.03/2017 Cross Reference [G.5]
No Indeks
Nama Indeks Index Name
HalamanPages
A.1 Penjelasan Strategi KeberlanjutanDescription on Sustainability Strategy
88,101, 110, 123, 134
Ikhtisar Kinerja KeberlanjutanHighlights on the Performance of Sustainability
B.1 Ikhtisar Kinerja Ekonomi Economy Performance Highlights 4
B.2 Ikhtisar Kinerja Lingkungan Hidup Environment Performance Highlights 4
B.3 Ikhtisar Kinerja SosialSocial Performance Highlights 5
Profil Perusahaan Company Profile
C.1 Visi, Misi, dan Nilai KeberlanjutanVision, Mission and Sustainability Values 35
C.2 Alamat PerusahaanCompany Address 31
C.3 Skala PerusahaanCompany Scale 49
C.4 Produk, Layanan, dan Kegiatan Usaha yang DijalankanProducts, Services, and Business Activities That Are Executed 46
C.5 Keanggotaan pada AsosiasiMembership in association 59
C.6 Perubahan Organisasi Bersifat SignifikanOrganizational Change is Significant 54
Penjelasan DireksiExplanation from Board of Director
D.1 Penjelasan DireksiExplanation from Board of Directors 6
Tata Kelola KeberlanjutanSustainability Governance
E.1 Penanggungjawab Penerapan Keuangan BerkelanjutanResponsible for the Implementation of Sustainable Finance 65
E.2 Pengembangan Kompetensi Terkait Keuangan berkelanjutanCompetency Development Related to Sustainable Finance 65
E.3 Penilaian Risiko Atas Penerapan Keuangan berkelanjutanRisk Assessment for the Implementation of Sustainable Finance 69
E.4 Hubungan Dengan Pemangku KepentinganRelations with Stakeholders 80
E.5 Permasalahan terhadap Penerapan Keuangan berkelanjutanProblems with the Implementation of Sustainable Finance 81
Kinerja KeberlanjutanSustainability Performance
F.1 Kegiatan Membangun Budaya KeberlanjutanActivities to Build A Culture of Sustainability 6
2020 Sustainability Report | PT ADHI KARYA (Persero) Tbk. 141
Overcoming Challenges, Attaining SustainabilityMengatasi Tantangan, Mencapai Keberlanjutan
No Indeks
Nama Indeks Index Name
HalamanPages
Kinerja EkonomiEconomy Performance
F.2
Perbandingan Target dan Kinerja Produksi, Portofolio, Target Pembiayaan, atau Investasi, Pendapatan dan Laba RugiComparison of Production Targets and Performance, Portfolios, Financing Targets, or Investments, Income and Profit and Loss
89,92,94
F.3
Perbandingan Target dan Kinerja Portofolio, Target Pembiayaan, atau Investasi Pada Instrumen Keuangan atau Proyek Yang Sejalan dengan Keuangan BerkelanjutanComparison of Portfolio Targets and Performance, Financing Targets, or Investments in Similar Financial Instruments or Projects with Sustainable Finance
94,95
Kinerja LingkunganEnvironmental Performance
UmumGeneral
F.4 Biaya Lingkungan HidupEnvironmental Costs 107
Aspek MaterialMaterial Aspects
F.5 Penggunaan Material Yang Ramah LingkunganAmount and Intensity of Energy Used 102
Aspek EnergiEnergy Aspects
F.6 Jumlah dan Intensitas Energi yang DigunakanAmount and Intensity of Energy Used 104
F.7 Upaya dan Pencapaian Efisiensi Energi dan Penggunaan Energi TerbarukanEfforts and Achievement of Energy Efficiency and Use of Renewable Energy 104
Aspek AirWater Aspects
F.8 Penggunaan AirWater Usage 103
Aspek Keanekaragaman HayatiBiodiversity Aspects
F.9 Dampak dari Wilayah Operasional yang Dekat atau Berada di Daerah Konservasi atau Memiliki Keanekaragaman HayatiImpact of Operational Areas that Are Near or Located in Conservation Areas or Have Biodiversity
106
F.10 Usaha Konservasi Keanekaragaman HayatiBiodiversity Conservation Effort 106
Aspek EmisiEmission Aspect
F.11 Jumlah dan Intensitas Emisi yang Dihasilkan Berdasarkan JenisnyaAmount and Intensity of Emissions by Type 105
F.12 Upaya dan Pencapaian Pengurangan Emisi yang DilakukanEmission Reduction Efforts and Achievements Made 104
Aspek Limbah Dan EfluenWaste and Effluent Aspects
F.13 Jumlah Limbah dan Efluen yang Dihasilkan Berdasarkan JenisAmount of Waste And Effluent Generated By Type 105
F.14 Mekanisme Pengelolaan Limbah dan EfluenWaste And Effluent Management Mechanisms 105
F.15 Tumpahan yang Terjadi (Jika Ada)Spill Occurring (If Any) 105
Aspek Pengaduan Terkait Lingkungan HidupAspects of Complaints Related to the Environment
F.16 Jumlah dan Materi Pengaduan Lingkungan Hidup yang Diterima dan DiselesaikanNumber And Material of Environmental Complaints Received And Resolved 107
PT ADHI KARYA (Persero) Tbk. | Laporan Keberlanjutan 2020142
Daftar Pengungkapan Sesuai POJK 51/POJK.03/2017POJK 51/POJK.03/2017 Cross Reference
No Indeks
Nama Indeks Index Name
HalamanPages
Kinerja SosialSocial Performance
F.17
Komitmen LJK, Emiten, atau Perusahaan Publik untuk Memberikan Layanan Atas Produk dan/atau Jasa yang Setara Kepada KonsumenLJK, Issuer, or Public Company Commitment to Provide Equal Service for Products and / or Servicesto Consumers
134
Aspek KetenagakerjaanManpower Aspects
F.18 Kesetaraan Kesempatan BekerjaEqual Opportunity to Work 113
F.19 Tenaga Kerja Anak dan Tenaga Kerja PaksaChild Labor and Forced Labor 114
F.20 Upah Minimum RegionalRegional Minimum Wage 114
F.21 Lingkungan Bekerja yang Layak Dan AmanDecent And Safe Work Environment 121
F.22 Pelatihan dan Pengembangan Kemampuan PegawaiEmployee Training and Capacity Building 115
Aspek MasyarakatCommunity Aspects
F.23 Dampak Operasi Terhadap Masyarakat SekitarImpact of Operations on the Surrounding Communities 91,95
F.24 Pengaduan MasyarakatPublic Complaints
F.25 Kegiatan Tanggung Jawab Sosial Lingkungan (TJSL)Environmental Social Responsibility (TJSL) Activities 92,94
Tanggung Jawab Pengembangan Produk/Jasa BerkelanjutanResponsibility for Sustainable Product / Service Development
F.26 Inovasi dan Pengembangan Produk/Jasa Keuangan berkelanjutanSustainable Financial Product / Service Innovation and Development 134
F.27 Produk / Jasa Yang Sudah Dievaluasi Keamanannya Bagi PelangganProducts / services that have been evaluated for safety for customers 135
F.28 Dampak Produk / JasaProduct / Service Impact 135
F.29 Jumlah Produk yang Ditarik KembaliNumber of Products Recalled N/R
F.30 Survei Kepuasan Pelanggan terhadap Produk dan / atau Jasa Keuangan BerkelanjutanCustomer Satisfaction Survey on Sustainable Financial Products and / or Services 136
Lain-lainEtc
G.1 Verifikasi Tertulis dari Pihak Independen, Jika AdaIndependent Party Written Verification, If Any 137
G.2 Surat Pernyataan Anggota Direksi Tentang Tanggung Jawab Atas Laporan KeberlanjutanStatement of Members of the Board of Directors regarding the Responsibility for Sustainability Reports 14
G.3 Lembar Umpan BalikFeedback Sheet 138
G.4 Tanggapan Terhadap Umpan Balik Laporan Tahun SebelumnyaResponses to Previous Year’s Report Feedback 140
G.5 Daftar Pengungkapan Sesuai POJK 51/2017List of Disclosures in Accordance with POJK 51/2017 141
2020 Sustainability Report | PT ADHI KARYA (Persero) Tbk. 143
Overcoming Challenges, Attaining SustainabilityMengatasi Tantangan, Mencapai Keberlanjutan
Indikator Standar GRIGRI Standard Indicators
PENGUNGKAPANDisclosure
Hlm.Pages Omision
GRI 102: PENGUNGKAPAN UMUM 2016 / 2016 General Disclosures
Pengungkapan Disclosure
PROFIL ORGANISASIOrganizational profile
102-1 Nama perusahaanName of the Company 30,32
102-2 Kegiatan, Merek, produk, dan jasa Activities, brands, products, and services 30,46
102-3 Lokasi kantor pusat Location of headquarters 31
102-4 Lokasi operasi Location of operations 49
102-5 Kepemilikan dan bentuk hukumOwnership and legal form 30,33,43
102-6 Pasar yang dilayaniMarkets served 49
102-7 Skala organisasi Scale of the organization 31,49
102-8 Informasi mengenai karyawan Information on employees and other workers 50
102-9 Rantai pasokanSupply chain 53
102-10 Perubahan signifikan pada organisasi dan rantai pasokannyaSignificant changes to the organization and its supply chain 54
102-11 Pendekatan atau prinsip pencegahanPrecautionary Principle or approach 55
102-12 Inisiatif eksternalExternal initiatives 55
102-13 Keanggotaan asosiasiMembership of associations 59
PengungkapanDisclosure
STRATEGIStrategy
102-14 Pernyataan dari pembuat keputusan seniorStatement from senior decision-maker 6
PengungkapanDisclosure
ETIKA DAN INTEGRITASEthics and integrity
102-16 Nilai, prinsip, standar, dan norma perilakuValues, principles, standards, and norms of behavior 35
PengungkapanDisclosure
TATA KELOLAGovernance
102-18 Struktur tata kelolaGovernance structure 64
PengungkapanDisclosure
KETERLIBATAN PEMANGKU KEPENTINGANStakeholder engagement
102-40 Daftar kelompok pemangku kepentinganList of stakeholder groups 80
102-41 Perjanjian perundingan kolektif Collective bargaining agreements 80
102-42 Mengidentifikasi dan memilih pemangku kepentingan Identifying and selecting stakeholders 80
Indeks Isi GRI Standards GRI Standards Cross Reference
PT ADHI KARYA (Persero) Tbk. | Laporan Keberlanjutan 2020144
Indeks Isi Gri Standards Gri Standards Cross Reference
Indikator Standar GRIGRI Standard Indicators
PENGUNGKAPANDisclosure
Hlm.Pages Omision
102-43 Pendekatan terhadap keterlibatan pemangku kepentinganApproach to stakeholder engagement 80
102-44 Topik utama dan masalah yang dikemukakan Key topics and concerns raised 80
Pengungkapan Disclosure
PRAKTIK PELAPORANReporting practice
102-45 Entitas yang termasuk dalam laporan keuangan dikonsolidasiEntities included in the consolidated financial statements 18
102-46 Menetapkan isi laporan dan batasan topikDefining report content and topic Boundaries 19,24
102-47 Daftar topik materialList of material topics 21,24
102-48 Penyajian kembali informasiRestatements of information 19
102-49 Perubahan dalam pelaporan Changes in reporting 24
102-50 Periode pelaporanReporting period 18
102-51 Tanggal laporan terbaruDate of most recent report 18
102-52 Siklus pelaporanReporting cycle 18
102-53 Titik kontak untuk pertanyaan mengenai laporanContact point for questions regarding the report 26
102-54 Klaim bahwa pelaporan sesuai dengan Standar GRIClaims of reporting in accordance with the GRI Standards 18
102-55 Indeks isi GRIGRI content index 18,141
102-56 Assurance oleh pihak eksternalExternal assurance 26
PENGUNGKAPAN STANDAR KHUSUS 20162016 SPECIAL STANDARD DISCLOSURES
TOPIK EKONOMIECONOMIC TOPICS
KINERJA EKONOMIECONOMIC PERFORMANCE
√
GRI 103:PendekatanManajemen 20162016 Management Approach
103-1 Penjelasan topik material dan batasannyaExplanation of the material topic and its Boundary 24,85
103-2 Pendekatan manajemen dan komponennyaThe management approach and its components 88
103-3 Evaluasi pendekatan manajemenEvaluation of the management approach 88,89,90
GRI 201: Kinerja Ekonomi 2016 Economic Performance2016
201-1 Nilai ekonomi langsung yang dihasilkan dan didistribusikanDirect economic value generated and distributed 90
KEBERADAAN PASARMARKET PRESENCE
GRI 103:PendekatanManajemen 2016
103-1 Penjelasan topik material dan batasannyaExplanation of the material topic and its Boundary 24,114
103-2 Pendekatan manajemen dan komponennyaThe management approach and its components 114
103-3 Evaluasi pendekatan manajemenEvaluation of the management approach 114
2020 Sustainability Report | PT ADHI KARYA (Persero) Tbk. 145
Overcoming Challenges, Attaining SustainabilityMengatasi Tantangan, Mencapai Keberlanjutan
Indikator Standar GRIGRI Standard Indicators
PENGUNGKAPANDisclosure
Hlm.Pages Omision
GRI 202: Keberadaan Pasar 2016Market Presence 2016
202-1 Rasio standar upah karyawan entry-level berdasarkan jenis kelamin terhadap upah minimum regionalRatio of standard wages of entry-level employees by gender to regional minimum wages
114
DAMPAK EKONOMI TIDAK LANGSUNGINDIRECT ECONOMIC IMPACT
GRI 103:PendekatanManajemen 20162016 Management Approach
103-1 Penjelasan topik material dan batasannyaExplanation of the material topic and its Boundary 24,91
103-2 Pendekatan manajemen dan komponennyaThe management approach and its components 91
103-3 Evaluasi pendekatan manajemenEvaluation of the management approach 91,92,95,96
GRI 203: Dampak Ekonomi Tidak Langsung Indirect Economic Impact
203-1 Investasi infrastruktur dan dukungan layananInfrastructure investment and service support 92,94,95,96
203-2 Dampak ekonomi tidak langsung yang signifikanSignificant indirect economic impacts 91,94
PRAKTIK PENGADAAN
GRI 103:PendekatanManajemen 20162016 Management Approach
103-1 Penjelasan topik material dan batasannyaExplanation of the material topic and its Boundary 24,53
103-2 Pendekatan manajemen dan komponennyaThe management approach and its components 53
103-3 Evaluasi pendekatan manajemenEvaluation of the management approach 54
GRI 204: Praktik Pengadaan 2016Procurement Practices 2016
204-1 Proporsi pengeluaran untuk pemasok lokalProportion of spending on local suppliers 54
TOPIK LINGKUNGANEnvironmental topics
ENERGIEnergy
GRI 103:PendekatanManajemen 20162016 Management Approach
103-1 Penjelasan topik material dan batasannyaExplanation of the material topic and its Boundary 24,100,103
103-2 Pendekatan manajemen dan komponennyaThe management approach and its components 100,103
103-3 Evaluasi pendekatan manajemenEvaluation of the management approach 104
GRI 302: Energi 2016Energy 2016
302-1 Konsumsi energi dalam organisasi Energy consumption within the organization 104
302-4 Pengurangan konsumsi energiReduction in energy consumption 104
AIRWATER
GRI 103:PendekatanManajemen 20162016 Management Approach
103-1 Penjelasan topik material dan batasannyaExplanation of the material topic and its Boundary 24,100,103
103-2 Pendekatan manajemen dan komponennyaThe management approach and its components 100,103
103-3 Evaluasi pendekatan manajemenEvaluation of the management approach 103
GRI 303: Air 2016 2016 Water
303-1 Pengambilan air berdasarkan sumber Water withdrawal by source 103
PT ADHI KARYA (Persero) Tbk. | Laporan Keberlanjutan 2020146
Indeks Isi Gri Standards Gri Standards Cross Reference
Indikator Standar GRIGRI Standard Indicators
PENGUNGKAPANDisclosure
Hlm.Pages Omision
EMISIEMISSIONS
GRI 103:PendekatanManajemen 20162016 Management Approach
103-1 Penjelasan topik material dan batasannyaExplanation of the material topic and its Boundary 25,100
103-2 Pendekatan manajemen dan komponennyaThe management approach and its components 100,
103-3 Evaluasi pendekatan manajemenEvaluation of the management approach 104,105
GRI 305: Emisi 2016Emissions2016
305-1 Emisi GRK (Cakupan 1) langsungDirect (Scope 1) GHG emissions 105
305-2 Emisi energi GRK (Cakupan 2) tidak langsungEnergy indirect (Scope 2) GHG emissions 105
305-5 Pengurangan emisi GRKGRK emission reduction 104,105
TOPIK SOSIALSocial Topics
KEPEGAWAIANEMPLOYMENT
GRI 103:PendekatanManajemen 20162016 Management Approach
103-1 Penjelasan topik material dan batasannyaExplanation of the material topic and its Boundary 25,110
103-2 Pendekatan manajemen dan komponennyaThe management approach and its components 110
103-3 Evaluasi pendekatan manajemenEvaluation of the management approach 112
GRI 401: Kepegawaian 2016Employment2016
401-1 Perekrutan karyawan baru dan pergantian karyawan New employee hires and employee turnover 112
KESEHATAN DAN KESELAMATAN KERJAOccupational Health And Safety
GRI 103:PendekatanManajemen 20182018 Management Approach
103-1 Penjelasan topik material dan batasannyaExplanation of the material topic and its Boundary 25,122
103-2 Pendekatan manajemen dan komponennyaThe management approach and its components 122
103-3 Evaluasi pendekatan manajemenEvaluation of the management approach 129,130
GRI 403: Kesehatan dan Keselamatan Kerja 2018Occupational Health And Safety 2018
403-2 Jenis kecelakaan kerja dan tingkat kecelakaan kerja, penyakit akibat kerja, hari kerja yang hilang, dan ketidakhadiran, serta jumlah kematian terkait pekerjaanTypes of work accidents and rates of work accidents, occupational diseases, lost work days and absences, as well as the number of work-related deaths
129
PELATIHAN DAN PENDIDIKANTraining and Education
GRI 103:PendekatanManajemen 20182018 Management Approach
103-1 Penjelasan topik material dan batasannyaExplanation of the material topic and its Boundary 25,110
103-2 Pendekatan manajemen dan komponennyaThe management approach and its components 110
103-3 Evaluasi pendekatan manajemenEvaluation of the management approach 116
GRI 404: Pelatihan dan Pendidikan 2016Training and Education 2016
404-2 Program untuk meningkatkan keterampilan karyawan dan program bantuan peralihanPrograms to upgrade employee skills and transition assistance programs
116
2020 Sustainability Report | PT ADHI KARYA (Persero) Tbk. 147
Overcoming Challenges, Attaining SustainabilityMengatasi Tantangan, Mencapai Keberlanjutan
Indikator Standar GRIGRI Standard Indicators
PENGUNGKAPANDisclosure
Hlm.Pages Omision
KEANEKARAGAMAN DAN KESEMPATAN SETARADIVERSITY AND EQUAL OPPORTUNITIES
GRI 103:PendekatanManajemen 20182018 Management Approach
103-1 Penjelasan topik material dan batasannyaExplanation of the material topic and its Boundary 25,110
103-2 Pendekatan manajemen dan komponennyaThe management approach and its components 110
103-3 Evaluasi pendekatan manajemenEvaluation of the management approach 113
GRI 405: Keanekaragaman dan Kesempatan Setara 2016Diversity and Equal Opportunity 2016
405-1 Keanekaragaman badan tata kelola dan karyawanDiversity of governance bodies and employees
113
NON DISKRIMINASINON DISCRIMINATION √
GRI 103:PendekatanManajemen 20182018 Management Approach
103-1 Penjelasan topik material dan batasannyaExplanation of the material topic and its Boundary 25,110
103-2 Pendekatan manajemen dan komponennyaThe management approach and its components 110
103-3 Evaluasi pendekatan manajemenEvaluation of the management approach 113
GRI 406: Non Diskriminasi 2016Non Discrimination 2016
406-1 Insiden diskriminasi dan tindakan perbaikan yang dilakukanIncidents of discrimination and corrective action taken 113
PEKERJA ANAKChild Labour
GRI 103:PendekatanManajemen 20182018 Management Approach
103-1 Penjelasan topik material dan batasannyaExplanation of the material topic and its Boundary 25,110
103-2 Pendekatan manajemen dan komponennyaThe management approach and its components 110
103-3 Evaluasi pendekatan manajemenEvaluation of the management approach 114
GRI 408: Pekerja Anak 2016Child Labor 2016
408-1 Operasi dan pemasok yang berisiko signifikan terhadap insiden pekerja anakOperations and suppliers at significant risk of incidents of child labor
114
KERJA PAKSA ATAU WAJIB KERJAFORCED OR MANDATORY WORK
GRI 103:PendekatanManajemen 20182018 Management Approach
103-1 Penjelasan topik material dan batasannyaExplanation of the material topic and its Boundary 25,110
103-2 Pendekatan manajemen dan komponennyaThe management approach and its components 110
103-3 Evaluasi pendekatan manajemenEvaluation of the management approach 114
GRI 409: Kerja Paksa atau Wajib Kerja 2016Forced or Compulsory Labor 2016
409-1 Operasi dan pemasok yang berisiko signifikan terhadap insiden kerja paksa atau wajib kerjaOperations and suppliers that are at significant risk of incidents of forced or compulsory labor
114
MASYARAKAT LOKALLocal Communities
GRI 103:PendekatanManajemen 20182018 Management Approach
103-1 Penjelasan topik material dan batasannyaExplanation of the material topic and its Boundary 25,91
103-2 Pendekatan manajemen dan komponennyaThe management approach and its components 91
103-3 Evaluasi pendekatan manajemenEvaluation of the management approach 92,94,95,96
PT ADHI KARYA (Persero) Tbk. | Laporan Keberlanjutan 2020148
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Indikator Standar GRIGRI Standard Indicators
PENGUNGKAPANDisclosure
Hlm.Pages Omision
GRI 413:Masyarakat Lokal 2016
413-1 Operasi dengan keterlibatan masyarakat lokalOperations with local community engagement. 92,94,95,96
413-2 Operasi yang secara aktual dan yang berpotensi memiliki dampak negatif signifikan terhadap masyarakat lokalOperations with significant actual and potential negative impacts on local communities
96
PRIVASI PELANGGANCUSTOMER PRIVACY
GRI 103:PendekatanManajemen 20182018 Management Approach
103-1 Penjelasan topik material dan batasannyaExplanation of the material topic and its Boundary 25,134
103-2 Pendekatan manajemen dan komponennyaThe management approach and its components 134
103-3 Evaluasi pendekatan manajemenEvaluation of the management approach 134,136
GRI 418: Privasi Pelanggan 2016Customer Privacy 2016
418-1 Pengaduan yang berdasar mengenai pelanggaran terhadap privasi pelanggan dan hilangnya data pelangganGrounded complaints regarding violations of customer privacy and loss of customer data
136
2020 Sustainability Report | PT ADHI KARYA (Persero) Tbk. 149
Overcoming Challenges, Attaining SustainabilityMengatasi Tantangan, Mencapai Keberlanjutan
Tautan Standar GRI Dengan SDGsGri Standard Links To SDGs
Logo Tujuan SDGsThe goals of the SDGs
Program/Kegiatan Perusahaan dalam laporan ini Company programs/activities in this report
Kesesuaian dengan Standar
GRI Compliance with
GRI Standards
Mengakhiri Kemiskinan Dalam Segala Bentuk di ManapunEnding Poverty in All Forms Everywhere
Kinerja EkonomiEconomic Performance 201-1
Penyediaan lapangan kerja/kepegawaianProvision of employment/staffing 102-8, 401-1
Penyediaan rantai pasokanSupply chain provision 102-9
Dampak Ekonomi Tidak Langsung/ Program CSR/PKBLIndirect Economic Impact/CSR Program/PKBL
203-1, 203-2
Menghilangkan Kelaparan, Mencapai Ketahanan Pangan dan Gizi yang Baik, serta Meningkatkan Pertanian BerkelanjutanEnd Hunger, Achieve Good Food Security and Nutrition, and Promote Sustainable Agriculture
Kinerja EkonomiEconomic Performance 201-1
Penyediaan lapangan kerja/KepegawaianProvision of employment/staffing 102-8, 401-1
Penyediaan rantai pasokanSupply chain provision
102-9
Dampak Ekonomi Tidak Langsung/ Program CSR/PKBLIndirect Economic Impact/CSR Program/PKBL
203-1, 203-2
Menjamin Kehidupan yang Sehat dan Meningkatkan Kesejahteraan Seluruh Penduduk Semua UsiaEnsure healthy lives and promote well-being for all at all ages
Kesehatan dan Keselamatan KerjaOccupational Health and Safety
403-2
Dampak Ekonomi Tidak Langsung/ Program CSR/PKBL Indirect Economic Impact/CSR Program/PKBL
203-1, 203-2
Menjamin Kualitas Pendidikan yang Inklusif dan Merata serta Meningkatkan Kesempatan Belajar Sepanjang Hayat untuk SemuaEnsure inclusive and equitable quality education and promote lifelong learning opportunities for all
Pelatihan dan PendidikanTraining and Education 404-2
Dampak Ekonomi Tidak Langsung/ Program CSR/PKBL Indirect Economic Impact/CSR Program/PKBL
203-1, 203-2
Mencapai Kesetaraan Gender dan Memberdayakan Kaum PerempuanAchieving Gender Equality and Empowering All Women and Girls
Keanekaragaman dan Kesempatan SetaraDiversity and Equal Opportunity 405-1
Penyediaan lapangan kerja/KepegawaianProvision of employment/staffing 102-8, 401-1
Privasi PelangganCustomer Privacy 418-1
Dampak Ekonomi Tidak Langsung/ Program CSR/PKBL Indirect Economic Impact/CSR Program/PKBL
203-1, 203-2
PT ADHI KARYA (Persero) Tbk. | Laporan Keberlanjutan 2020150
Tautan Standar Gri Dengan SDGsGri Standard Links To SDGs
Logo Tujuan SDGsThe goals of the SDGs
Program/Kegiatan Perusahaan dalam laporan ini Company programs/activities in this report
Kesesuaian dengan Standar
GRI Compliance with
GRI Standards
Menjamin Ketersediaan serta Pengelolaan Air Bersih dan Sanitasi yang Berkelanjutan untuk SemuaEnsure availability and sustainable management of water and sanitation for all
Air Water 303-1
Menjamin Akses Energi yang Terjangkau, Andal, Berkelanjutan dan Modern untuk SemuaEnsure access to affordable, reliable, sustainable and modern energy for all
EnergiEnergy
302-1, 302-4
Meningkatkan Pertumbuhan Ekonomi yang Inklusif dan Berkelanjutan, Kesempatan Kerja yang Produktif dan Menyeluruh, serta Pekerjaan yang Layak untuk SemuaPromote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all
Penyediaan lapangan kerja/KepegawaianProvision of employment/staffing
102-8, 401-1
Dampak Ekonomi Tidak Langsung/Program CSR/PKBL Indirect Economic Impact/CSR Program/PKBL
203-1, 203-2
Membangun Infrastruktur yang Tangguh, Meningkatkan Industri Inklusif dan Berkelanjutan, serta Mendorong InovasiBuild resilient infrastructure, promote inclusive and sustainable industrialization and foster innovation
Dampak Ekonomi Tidak Langsung/Program CSR/PKBL Indirect Economic Impact/CSR Program/PKBL
203-1, 203-2
Mengurangi Kesenjangan Intra dan Antar NegaraReduce inequality within and among countries
Kinerja EkonomiIndirect Economic Impact/CSR Program/PKBL 201-1
Penyediaan lapangan kerjaEconomic Performance 102-8, 401-1
Keanekaragaman dan Kesempatan SetaraProvision of employment 405-1
Dampak Ekonomi Tidak Langsung/Program CSR/PKBLDiversity and Equal Opportunity
203-1, 203-2
Menjadikan Kota dan Permukiman Inklusif, Aman, Tangguh dan BerkelanjutanMake cities and human settlements inclusive, safe, resilient and sustainable Dampak Ekonomi Tidak Langsung, CSR/PKBL
Indirect Economic Impact/CSR Program/PKBL 203-1, 203-2
2020 Sustainability Report | PT ADHI KARYA (Persero) Tbk. 151
Overcoming Challenges, Attaining SustainabilityMengatasi Tantangan, Mencapai Keberlanjutan
Logo Tujuan SDGsThe goals of the SDGs
Program/Kegiatan Perusahaan dalam laporan ini Company programs/activities in this report
Kesesuaian dengan Standar
GRI Compliance with
GRI Standards
Mengambil Tindakan Cepat untuk Mengatasi Perubahan Iklim dan DampaknyaTake urgent action to combat climate change and its impacts
EnergiEnergy 302-1
AirWater 303-1
EmisiEmission
305-1, 305-2, 305-5
Dampak Ekonomi Tidak Langsung/Program CSR/PKBL Lingkungan Indirect Economic Impact/CSR Program/Environmental PKBL
203-1, 203-2
Melindungi, Merestorasi dan Meningkatkan Pemanfaatan Berkelanjutan Ekosistem Daratan, Mengelola Hutan Secara Lestari, Menghentikan Penggurunan, Memulihkan Degradasi lahan, serta Menghentikan Kehilangan Keanekaragaman HayatiProtect, restore and promote sustainable use of terrestrial ecosystems, sustainably manage forests, combat desertification, and halt and reverse land degradation and halt biodiversity loss
EnergiEnergy 302-1
AirWater 303-1
Dampak Ekonomi Tidak Langsung/Program CSR/PKBL LingkunganIndirect Economic Impact/CSR Program/Environmental PKBL
203-1, 203-2
PT ADHI KARYA (Persero) Tbk. | Laporan Keberlanjutan 2020152
Tautan Standar Gri Dengan SDGsGri Standard Links To SDGs