ANALISIS MANAJEMEN RISIKO STRATEGIK DI PT TUGU PRATAMA INDONESIA

ALDY RIFIANTO, Wakhid Slamet Ciptono, MBA, MPM, Ph.D.

2017 | Tesis | S2 Manajemen

PT Tugu Pratama Indonesia merupakan perusahaan asuransi kerugian yang memiliki kompetensi terbaik dalam asuransi energi. Didirikan sejak tahun 1981 dan masih bertahan hingga saat ini membuktikan kekuatan finansial Tugu layak untuk menjamin penutupan asuransi besar. PT Tugu Pratama Indonesia berusaha untuk menjadi pemimpin pasar dengan meningkatkan pangsa pasar diatas rata-rata dan perlu menerapkan strategi perusahaan yang reaktif dan efektif dalam menghadapi persaingan. Ketatnya persaingan di industri asuransi umum mengharuskan untuk adaptif terhadap risiko strategik yang dihadapi melalui manjemen risiko strategik yang terkelola dengan baik Penelitian ini bertujuan untuk mengidentifikasi dan memetakan risiko strategik yang dihadapi di PT Tugu Pratama Indonesia. Menganalisis tindakan yang diambil oleh PT Tugu Pratama Indonesia untuk mengelola risiko strategik. Desain penelitian ini dilakukan dengan pendekatan studi deskriptif dengan teknik pengambilan data menggunakan teknik kualitatif berupa wawancara. Untuk mendapatkan data primer, terdapat 3 (tiga) informan dan wawancara dibagi menjadi 3 (tiga) sesi wawancara dengan jenis wawancara semi terstruktur. Pertanyaan disusun berdasarkan analisa SWOT dan PEST untuk mengetahui keadaaan internal dan eksternal perusahaan. Data sekunder didapat dari profil perusahaan, Peraturan Menteri BUMN dan artikel yang terkait dengan penelitian. Risiko yang teridentifikasi dari hasil wawancara dan data sekunder dimasukkan kedalam risk register dan kemudian dipetakan kedalam risk map. Kemudian diikuti dengan tindakan mitigasi dari risiko strategik yang muncul dan manajemen risiko strategik di PT Tugu Pratama Indonesia. Terdapat sepuluh risiko strategik yang teridentifikasi dalam penelitian risiko strategik PT Tugu Pratama Indonesia; Risiko politik yakni (1) Kehilangan bisnis Pertamina akibat peraturan menteri BUMN Nomor 15 Tahun 2012, risiko ekonomi yaitu (2) ketidakstabilan nilai tukar mata uang, (3) kompetisi yang ketat, (4) rendahnya harga minyak dunia, (5) minimnya pengalaman di asuransi kerugian bidang ritel, risiko sosial yaitu (6) budaya masyarakat Indonesia yang belum berasuransi, (7) kemungkinan dibajaknya tenaga ahli asuransi Tugu, (8) resistensi karyawan terhadap perubahan budaya perusahaan, risiko teknologi yaitu (9) kegagalan implementasi perubahan sistem informasi perusahaan, risiko etika yaitu (10) Kegagalan mempertahankan rating A- dari A.M. Best. Pemetaan risiko PT Tugu Pratama Indonesia menunjukkan bahwa risiko strategik dapat memberikan efek yang signifikan terhadap strategi bisnis dan pencapaian tujuan perusahaan jika proses mitigasi gagal dilakukan. Tingkat risiko strategik PT Tugu Pratama Indonesia berada pada tingkat sedang. Manajemen risiko strategik berada pada tingkat Dapat Diterima.

PT Tugu Pratama Indonesia operates as a general insurance company which focuses on providing insurance against risks in the energy industry. The company was established in 1981 and has over the years established a strong presence proves that the company's monetary strength to cover large risk insurance. PT Tugu Pratama Indonesia always strives to be a market leader by increasing market share above average and implements a reactive and effective corporate strategy in the face of competition. Fierce competition in the general insurance industry requires the company to be adaptive to the strategic risk faced, by implementing a good strategy risk management. This study aims to identify and map the strategic risk faced by PT Tugu Pratama Indonesia, analyzing the actions taken to manage it. The design of this study was conducted by descriptive study approach with data collection techniques using qualitative techniques in the form of interviews. To obtain the primary data, there were 3 (three) informants. The interviews were divided into 3 (three) sessions with semi structured interview type. Questions were prepared based on SWOT and PEST to analyze the internal and external circumstances of the company. Secondary data were obtained from the company's profile, State-Owned Enterprise (SOE) regulations, and articles related to this research. Identified risks from interviews and secondary data were put into the risk register and then mapped into the risk map. This was followed by the mitigation of emerging strategic risk and strategic risk management. There were ten strategic risks identified in this strategic risk research; Political risk which was (1) loss of Pertamina's business due to SOE Ministry's Regulation No. 15 of 2012, economic risks which were (2) exchange rate instability, (3) fierce competition, (4) low world oil price, (5) lack of experience in retail loss insurance, social risks which were (6) Indonesian culture (uninsured), (7) the company's employee expert that possibly taken over by the competitor (8) employees resistance to coorporate culture change, technology risk which was (9) implementation failure of the enterprise information systems change, ethical risk was (10) Failure to maintain the A- rating from AM Best. The result obtained from risk mapping in PT Tugu Pratama Indonesia showed that strategic risks could have a significant effect on the business strategy and the achievement of corporate objectives if the mitigation process failed. Strategic risk level's PT Tugu Pratama Indonesia was at a medium level. Strategic risk management was at the Acceptable Level.

Kata Kunci : risk, strategic risk, strategic risk management, strategic risk management process, strategic risk mitigation