PT Wijaya Karya (Persero) Tbk 668 Ikhtisar Utama Performance Highlight Profil Perusahaan Company Profile Laporan Manajemen Management Report Analisis dan Pembahasan Manajemen Management Discussion and Analysis Laporan Tahunan 2023 | Annual Report 2023 No. Risiko Risk Penyebab Cause Rencana Mitigasi Mitigation Plan 2 Penalty atas performance guarantee dari new order book EPCC Penalty on performance guarantee of EPCC new order book Belum memiliki kompetensi yang cukup untuk proyek dengan basis performance guarantee. Don’t have sufficient competence for projects on a performance guarantee basis. 1. Proyek EPCC mengutamakan lingkup OSBL. 2. Menempatkan personil kompeten dan sumber daya yang handal 1. EPCC projects prioritize the OSBL scope. 2. Deploy competent personnel and reliable resources. Fokus pada peningkatan kompetensi terutama di bidang EPCC melalui pelatihan pirometalurgi dan hidrometalurgi yang telah dilaksanakan pada TW 1 2023. Untuk proyek EPCC WIKA Fokus pada Proyek konvensional, non lumpsum dan tidak terkait pada teknologi provider (jaminan output) selain itu Proyek EPCC yang disasar mengutamakan lingkup OSBL ( Outside Battery Limit) Focus on increasing competency, especially in the EPCC field through pyrometallurgical and hydrometallurgical training which has been implemented in Q1 2023. For the WIKA EPCC project, the focus is on conventional projects, non-lump sum and not related to provider technology (output guarantee). Apart from that, the targeted EPCC project prioritizes the OSBL (Outside Battery Limit) scope. 3 Cash in mengalami keterlambatan Cash in is delayed 1. Market yang terbatas untuk segmen owner dengan pola pembayaran monthly progres 2. Keterbatasan dana owner 1. Market limited to owner segment with monthly progress payment pattern 2. Limited owner funds 1. Selektif untuk project selection. 2. Melakukan negosiasi cara pembayaran pada fase pra kontrak. 1. Selective for project selection. 2. Negotiate payment terms in the pre-contract phase Fokus pada implementasi pemilihan pengguna jasa dan project selection sesuai dengan prosedur pemasaran (110 proyek yang diperoleh pembayarannya dilakukan secara monthly progress payment), Langkah strategis yang dilakukan untuk mengantisipasi risiko cash in yaitu melalui Pengajuan stand still tahap 2 dan akan disahkan dalam agenda RUPSLB serta pengajuan MRA ( Master Restructuring Agreement) Focus on the implementation of service user selection and project selection in accordance with marketing procedures (110 projects for received payments were conducted in monthly progress payment basis), The strategic steps taken to anticipate the cash in risk are through submission of stand still stage 2 and will be ratified on the EGMS agenda as well as submission of an MRA (Master Restructuring Agreement) 4 Proyek Terlambat Kenaikan Fixed Cost Karena Extention Of Time Project was Late Increase in Fixed Costs Due to the Extension of Time 1. Pembebasan lahan. 2. Perubahan kebijakan anggaran pada postur APBN/APBD. 3. Perubahan kebijakan keuangan (perpajakan) dari pemerintah. 4. Kemampuan financial owner sehingga proyek slowdown dan atau suspend. 1. Land acquisition. 2. Budget policy changes in the APBN/APBD posture. 3. Changes in financial policy (taxation) from the government. 4. Financial capability of the owner so that the project is slowdown and or suspend. 1. Menurunkan HPP 2. Mencari alternatif proyek pengganti 3. Melakukan percepatan (akselerasi) progres 4. Menyasar proyek dengan sumber pendanaan yang aman dan cara pembayaran monthly payment. 1. Lowering the COGS. 2. Look for alternative replacement projects. 3. Accelerate the progress. 4. Targeting projects with secure funding sources and monthly payment methods. Fokus pada pengembangan dan implementasi untuk Early Warning System menggunakan platform SAP, Droping selektif dan mengutamakan pembayaran subkon yang bisa mempercepat pengakuan progres fisik, Melakukan profiling vendor yang dapat menghasilkan percepatan pengakuan progres, Pengecekan proyek secara rutin pada progres 20%-50%-70% sesuai Prosedur Manajemen Proyek. Focus on development and implementation of the Early Warning System using the SAP platform, Selective dropping and prioritizing subcontribution payments which can speed up physical progress recognition, Conduct vendor profiling which can result in accelerated progress recognition, Regularly check projects at 20%-50%-70% progress according to Project Management Procedures. 5 Biaya tidak dapat di close dengan progress Kenaikan HPP Costs cannot be closed with the progress of the HPP increase Biaya tidak dapat di close dengan progress Kenaikan HPP Costs cannot be closed with the progress of the HPP increase 1. Pengembangan dan Implementasi SAP di WIKA, 2. Pembentukan unit baru setingkat divisi khusus untuk penyelesaian piutang. 3. Penetapan sistem dan prosedur pencatatan PDPK (pengetatan persetujuan & reverse PDPK) 1. Development and Implementation of SAP at WIKA, 2. Establishment of a new division-level unit specifically for receivable settlement. 3. Establishment of PDPK recording systems and procedures (approval tightening & reverse PDPK) Fokus pada perlakuan locking PDPK dan maksimal umur PDPK sesuai Prosedur Keuangan, Akuntansi dan Perpajakan Focus on PDPK locking treatment and maximum PDPK age in accordance with Financial, Accounting and Taxation Procedures
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