Penerapan Manajemen Risiko Keuangan pada PT United Tractors Semen Gresik

Rosinta Royani Septrida, Dr. Erni Ekawati, MBA.

2013 | Tesis | S2 Magister Manajemen

Dalam menghadapi berbagai risiko yang muncul dalam industri pertambangan, PT United Tractors Semen Gresik (“UTSG”) sebagai anak perusahaan terbuka PT Semen Gresik (Persero) Tbk. (“PT Semen Gresik”) harus menerapkan prinsip Good Corporate Governance dan sebagai acuan dalam menerapkan serta mengelola risiko untuk menjaga keberlangsungan usaha dan pencapaian tujuan dan sasaran Perusahaan. UTSG belum serius dalam mengenali ataupun me-mitigasi risiko-risiko yang mungkin muncul per departemen ataupun secara korporat serta mendokumentasikan secara tertulis. Saat ini PT Semen Gresik, yang telah menerapkan Enterprise Wide Risk Management secara terintegrasi pada seluruh sistem manajemen perusahaan, akan mengarahkan UTSG dalam mendesain financial risk management di unit kerja akuntansi dan keuangan UTSG berdasarkan pada financial risk management yang berlaku di PT Semen Gresik dan upaya untuk mengelola risiko tersebut. Tahap-tahap financial risk management yang berlaku di PT Semen Gresik mengacu kepada framework of Australian/New Zealand Standard 4360 (AS/NZS) dan Committee of Sponsoring Organizations of The Treadway Commission (COSO), meliputi (1) komunikasi dan konsultasi dengan melakukan sosialisasi risk management baik secara internal Perusahaan maupun dengan PT Semen Gresik ataupun pihak ketiga yang mampu memberikan pemahaman proses risk assessment; (2) menetapkan sasaran dan KPI unit kerja akuntansi dan keuangan; (3) menetapkan risk appetite yang disesuaikan dengan kondisi Perusahaan (EBITDA) dan mempertimbangkan prinsip kehati-hatian serta disetujui Direksi; (4) menggali dan mengidentifikasi risiko yang berpotensi menghambat pencapaian tujuan dan sasaran; (5) mengukur dan menganalisis risiko dengan menggunakan risk appetite untuk menentukan prioritas risiko yang perlu segera ditangani lebih lanjut; (6) membuat model risiko dan mengelompokkan risiko dengan nilai tertinggi dan menetapkannya menjadi risiko korporat dan melakukan penanganan/mitigasi atas risiko serta menetapkan pengendalian internal yang tepat, efektif, efisien dan dapat diimplementasikan sehingga total risiko dapat menurun; (7) monitoring kinerja pengendalian internal dan keseluruhan proses serta membuat perubahan yang diperlukan karena sistem dapat bereaksi secara dinamik seiring dengan perubahan kondisi Perusahaan. Hasil penelitian menunjukkan 6 risiko terbesar di UTSG yaitu risiko suku bunga, valuta asing, kredit, likuiditas, supply chain, pencatatan tidak sesuai dengan Standar Akuntansi Keuangan. Risiko-risiko ini tidak dapat dihindari namun harus dikelola dan dikendalikan agar tidak menimbulkan kerugian bagi Perusahaan. Penerapan ERM dapat berjalan dengan sukses dengan mempertimbangkan Komitmen Manajemen; kesiapan dan ketersediaan infrastruktur yang memadai (kebijakan, SDM, Prosedur, dsb); peran dan partisipasi aktif dari Business Process Owner; sosialisasi secara periodik untuk menumbuhkan budaya risiko; monitoring dan evaluasi secara periodik.

In facing many risk in mining industry, PT United Tractors Semen Gresik (“UTSG”) as a subsidiary of a public company, PT Semen Gresik (Persero) Tbk. (“PT Semen Gresik”) must implement Good Corporate Governance and used it as guidance in implementing and controlling risk for the sustainability and achieving objectives and goal of the Company. UTSG has not seriously identifying or mitigating as well as documented possible risks that might appear in each department or in corporate level. Currently, PT Semen Gresik, which has implemented Enterprise Wide Risk Management integrated in all management system of the Company, will guide UTSG in designing financial risk management in accounting and finance division of UTSG based on financial risk management applied on PT Semen Gresik and the tools to control those risks. The financial risk management steps, which apply in PT Semen Gresik referring to the framework of Australian/New Zealand Standard 4360 (AS/NZS) and Committee of Sponsoring Organizations of The Treadway Commission (COSO), consisted of (1) communicating and consulting through sosializing the risk management using internal or PT Semen Gresik or third parties that able to give better understanding of the risk assessment process; (2) setting up the objectives and KPI of accounting and finance division; (3) determining the risk appetite in accordance to the Company’s condition (EBITDA) and considering prinsip kehati-hatian and approved by the board of directors; (4) searching and identifying potential risks that might impede the achievement of the Company’s goal and objectives; (5) measuring and analyzing the risks using the risk appetite to determine which risks prioritized to be managed immediately for further follow up; (6) making the risk matrix and categorizing the risks with the highest score as corporate risks and determine mitigating actions as well as effective, efficient and appropriate internal control and implementing it therefore the total risk could decline; (7) monitoring the performance of internal control and the whole process and made necessary changes, if needed because the system can dynamically change along with the changes of the Company’s condition. The result of this research showed 6 highest risks in UTSG, which are interest rate risk, foreign exchange risk, credit risk, liquidity risk, supply chain risk and risk for non compliance with Financial Accounting Standard. These risks can not be avoidable however these can be managed and controlled so that its will not cause loss to the Company. The implementation of Enterprise Risk Management can be successful by considering the management commitment; readiness and availability of appropriate infrastructure (policies, human resources, procedures, etc.); active role and participation of Business Process Owner; periodic socialization to increase the awareness of risk culture; periodic monitoring dan evaluation.

Kata Kunci : GCG, ERM, financial risk management