annual report ptsp 2011

Growing Constantly Through Excellent Service 1

ourvision&MISSION

Menjadi produsen makanan cepat saji dengan pelayanan dan kualitas terbaik di Indonesia.To become a fast food producer with the best quality products and services in Indonesia.

Mengembangkan eksistensi usaha dengan melahirkan produk berkualitas.To develop our business through the creation and the production of excellent quality products.

Meraih kepercayaan masyarakat melalui layanan berkualitas.To earn the trust of the public by providing quality services.

Menjadi pilihan utama bagi masyarakat.To become the public’s first choice.

Meningkatkan nilai-nilai Perusahaan dari segi keuangan dan sumber daya manusia.To enhance the values of the Company from financial and human resources stand point.

VisiVision

MisiMission

Laporan Tahunan Annual Report 2011 PT Pioneerindo Gourmet International Tbk 2

Hasil UsaHa dan KeUanganResults of Operation and Financial :

Pendapatan UsahaRevenues Laba KotorGross Profit Laba (Rugi) UsahaOperating Profit (Loss) Laba (Rugi) Sebelum PajakProfit (Loss) Before Tax Laba (Rugi) BersihNet Profit (Loss) Jumlah AsetTotal Assets Jumlah LiabilitasTotal Liabilities Jumlah EkuitasTotal Equity Jumlah Saham BeredarStock Issued

Posisi saHam (Rp. Penuh)Stock Position :

Laba Usaha Per SahamOperating Profit per Share Laba Bersih per SahamEarning per Share Harga Saham terhadap Laba Bersih per SahamPrice Earning Ratio (x)

Rasio KeUangan (%)Financial Ratios (%) :

Pertumbuhan Pendapatan UsahaRevenue Growth Pertumbuhan Laba UsahaOperating Profit Growth Pertumbuhan Laba BersihNet Profit Growth Beban Usaha terhadap Pendapatan UsahaOperating Expenses to Revenue Laba Usaha terhadap Pendapatan UsahaOperating Profit Margin Laba Bersih terhadap Pendapatan UsahaNet Profit Margin Laba Bersih terhadap Jumlah AsetReturn on Assets Laba Bersih terhadap EkuitasReturn on Equity Liabilitas terhadap EkuitasLiabilities to Equity Liabilitas terhadap AsetLiabilities to Total Assets

292.477.518.944

192.484.507.815

37.264.905.864

36.036.601.694

25.911.801.751

133.432.783.525

63.220.957.499

65.169.928.185

220.808.000

168,77

117,35

5,88

18,17

60,30

64,35

53,07

12,74

8,86

19,42

39,76

97,01

47,38

247.503.238.200

162.372.123.805

23.246.778.988

22.975.887.128

15.766.633.385

109.008.910.124

67.771.120.951

36.419.163.734

220.808.000

105,28

71,40

4,34

9,13

41,07

44,01

56,21

9,39

6,37

14,46

43,29

186,09

62,17

226.789.755.200

144.801.622.930

16.479.031.420

17.101.501.982

10.948.539.057

90.667.258.170

69.399.146.628

17.070.029.514

220.808.000

74,63

49,58

5,65

9,39

20,00

155,38

56,58

7,27

4,83

12,08

64,14

406,56

76,54

207.324.401.120

131.220.040.827

13.732.429.917

6.887.729.979

4.287.122.917

81.755.257.118

73.508.285.049

4.810.594.752

220.808.000

62,19

19,42

20,60

26,59

177,68

2.523,52

56,67

6,62

2,07

5,24

89,12

1.528,05

89,91

163.776.575.899

104.785.655.135

4.945.499.421

1.363.647.826

163.410.623

74.008.876.918

69.144.287.660

1.072.565.836

220.808.000

22,40

0,74

540,50

12,61

250,51

108,83

60,96

3,02

0,10

0,22

15,24

6.446,62

93,43

Financial Highlights (Rp. Penuh)

Ikhtisar Data Keuangan

2008

2008

2008

2007

2007

2007

2009

2009

2009

2010

2010

2010

2011

2011

2011

18.2% up 22.4% up

*Pendapatan Usaha Revenues

*Jumlah Aset Total Assets


Dalam Milyar RupiahIn Billion of Rupiah

Dalam Milyar RupiahIn Billion of Rupiah

163

,8 7

4,0

10

4,8

0,2

5,0

1,1

292,

513

3,4

192

,5 2

5,9

37,

3 6

5,2

207,

3 8

1,8

131

,24,

3

13,

74,

8

226

,890

,7

144

,8 1

1,0

16,5

17,1

247

,5 1

09.

0

162,

4 1

5,8

23,2

36,

4

Pendapatan Usaha

Jumlah Aset

Laba Kotor

Laba (Rugi) Bersih

Laba (Rugi) Usaha

Jumlah Ekuitas

Revenues

Total Assets

Gross Profit

Net Profit (Loss)

Operating Profit (Loss)

Total Equity

‘07‘08

‘09‘10

‘11

‘07‘08

‘09‘10

‘11

‘07‘08

‘09‘10

‘11

‘07‘08

‘09‘10

‘11

‘07‘08

‘09‘10

‘11

‘07‘08

‘09‘10

‘11

63.9% up

*Laba Bersih Net Profit

PGI pada tahun 2011 membukukan laba bersih sebesar Rp 25,9 milyar, meningkat sebesar Rp 10,1 milyar atau 63,9% dibandingkan dengan laba bersih tahun 2010 sebesar Rp 15,8 milyar.

PGI in 2011 posted a net profit of Rp 25.9 billion, increased by Rp 10.1 billion or 63.9% compared with a net profit of Rp 15.8 billion in 2010.


20%

25%

30%

Kebijakan DividenThe Policy on Dividends

Kebijakan dividen Perusahaan adalah sebagai berikut:The Company’s policy on dividends is as follows:

Analisa Harga SahamShare Price Performance

Catatan harga saham Perseroan yang diperdagangkan di lantai Bursa Efek Indonesia selama dua tahun terakhir adalah sebagai berikut:

Recorded share prices of the Company traded on the Indonesia Stock Exchange during the last two years were as follows:

LABA BERSIHNet Income

s/d Rp 5 milyarUp to Rp 5 billion

Rp 5 milyar s/d Rp 10 milyarRp 5 billion to Rp 10 billion

Lebih dari Rp 10 milyarMore than Rp 10 billion

DIvIDEN TUNAI TERHADAP LABA BERSIHof Cash Dividends to Net Income

2011 2010KuartalQuarter

I

II

II

IV

450

630

670

690

280

250

250

375

375

590

580

600

280

250

250

190

TertinggiHighest

TertinggiHighest

TerendahLowest

TerendahLowest

Persentase Pendapatan Usaha CFCCFC Percentage Operating Revenue

Persentase Pendapatan Usaha Cal DonatCal Donat Percentage Operating Revenue

Persentase Pendapatan Usaha Sapo Sapo Percentage Operating Revenue

Persentase Pendapatan UsahaPercentage Operating Revenue

91.6%

7.1%

1.3%


Management Report

PENDAPATAN USAHA

Pendapatan usaha PT Pioneerindo Gourmet International Tbk dan Perusahaan Anak (selanjutnya disebut “PGI”) pada tahun 2011 naik sebesar Rp 45 milyar atau 18,2% dari Rp 247,5 milyar di tahun 2010 menjadi Rp 292,5 milyar di tahun 2011. Kontribusi kenaikan penjualan disebabkan oleh penjualan dari gerai-gerai yang baru dibuka, pertumbuhan yang kuat dari gerai-gerai yang sudah dibuka sebelumnya, usaha pemasaran yang tepat sasaran, penambahan variasi produk dan layanan yang semakin baik.

Pendapatan dari penjualan CFC memberikan kontribusi terbesar yang menguasai 91,6,% dari seluruh pendapatan usaha dan sisanya pendapatan dari penjualan Sapo Oriental dan Cal Donut masing-masing 7,1% dan 1,3%.

BEBAN POKOK PENJUALAN

Sehubungan dengan semakin baiknya produktifitas dan tingkat efisiensi bagian operasional serta stabil tingkat inflasi, maka beban pokok penjualan tahun 2011 mengalami penurunan sebesar 0,4% bila dibandingkan dengan tahun sebelumnya dari 35,2% di tahun 2010 menjadi 34,8% di tahun 2011.

BEBAN USAHA

Beban usaha pada tahun 2011 adalah sebesar Rp 155,2 milyar naik sebesar Rp 16,1 milyar atau 11,6% dibandingkan pada tahun 2010 sebesar Rp 139,1 milyar. Peningkatan terbesar terjadi pada beban penjualan akibat adanya penambahan gerai-gerai baru dan kontribusi terbesar terdapat pada biaya gaji dan tunjangan, sewa gedung, utilitas dan biaya pemasaran.

Namun dilihat dari perbandingan beban usaha terhadap pendapatan usaha pada tahun 2011 terdapat efisiensi sebesar 3,1% dari 56,2% di tahun 2010 menjadi 53,1% di tahun 2011.

Efisiensi terjadi pada biaya sewa gedung dan utilitas ini mencerminkan semakin baiknya kontrol dan produktifitas di setiap gerai.

OPERATING INCOME

PGI’s operating income in 2011 increased by Rp 45 billion or 18.2% from Rp 247.5 billion in 2010 to become Rp 292.5 billion in 2011. Contribution to the increase in sales was due to sales of newly opened outlets, the strong growth of the existing outlets, marketing efforts are right on target, the addition in variety of products and the even better services.

Income from the sale from CFC contributed the most, dominating 91.6% of all operating income generated and the rest come from the sale from Sapo Oriental and Cal Donut each shared 7.1 % and 1.3 % respectively.

COST OF GOODS SOLD

Correspond to the ever better productivity and efficiency level of the operational division as well as the stable level of inflation, hence cost of goods sold in 2011 experienced a decrease of 0.4% compared with the previous year from 35.2% in the year 2010 to 34,8% in 2011.

OPERATING COST

Operating cost in 2011 was Rp 155.2 billion, up by Rp 16.1 billion or 11.6% compared in 2010 which amounting to Rp 139.1 billion. The largest increase occurred in sales expense due to the addition of new outlets and the biggest contribution is in the expense in salaries and allowances, building rental, utility and cost of marketing.

But seen from a comparison of operating cost against operating income in 2011, there are efficiencies of 3.1% from 56.2% in 2010 to 53.1% in 2011.

Efficiency arised in the cost of utilities and rent of building, this reflects the ever better control and productivity in every outlet.

LAPORAN MANAJEMEN

Pendapatan dari penjualan CFC memberikan kontribusi terbesar yang menguasai 91,6% dari seluruh pendapatan usaha dan sisanya pendapatan dari penjualan Sapo Oriental dan Cal Donut masing-masing 7,1% dan 1,3%.

Income from the sale from CFC contributed the most, dominating 91.6% of all operating income generated and the rest come from the sale from Sapo Oriental and Cal Donut each shared 7.1 % and 1.3 % respectively.


LABA SEBELUM PAJAK PENGHASILAN

Laba sebelum pajak penghasilan tahun 2011 sebesar Rp 36 milyar dan tahun 2010 sebesar Rp 23 milyar naik sebesar Rp 13 milyar atau 56,5%. Kenaikan ini disebabkan karena persentase kenaikan pendapatan usaha lebih tinggi dan pada beban pokok penjualan dan beban usaha dan ditambah lagi semakin turunnya beban biaya pinjaman serta sedikitnya gerai yang ditutup PGI sepanjang tahun 2011.

LABA BERSIH

PGI pada tahun 2011 membukukan laba bersih sebesar Rp 25,9 milyar, meningkat sebesar Rp 10,1 milyar atau 63,9% dibandingkan dengan laba bersih tahun 2010 sebesar Rp 15,8 milyar. Laba bersih per saham menjadi Rp 117,4 naik 64,4% dibandingkan tahun 2010 sebesar Rp 71,4.

EBITDA mengalami pertumbuhan sebesar 37,2% dari Rp 33,3 milyar di tahun 2010 menjadi Rp 45,7 milyar di tahun 2011.

TOTAL ASET

Total aset PGI meningkat 22,4% dari Rp 109 milyar di tahun 2010 menjadi Rp 133,4 milyar di tahun 2011. Aset lancar meningkat 22,2% atau sebesar Rp 10,7 milyar peningkatan signifikan terdapat pada kas dan setara kas, investasi jangka pendek, persediaan dan biaya dibayar di muka.

Aset tidak lancar naik 22,6% atau Rp 13,7 milyar peningkatan signifikan terdapat pada peralatan gerai baru dan renovasi gerai baru.

TOTAL LIABILITAS

Pada tahun 2011 total liabilitas PGI sebesar Rp 63,2 milyar mengalami penurunan Rp 4,6 milyar atau 6,7% bila dibandingkan dengan tahun 2010 sebesar Rp 67,8 milyar. Penurunan yang signifikan terjadi pada aset tidak lancar bagian pinjaman jangka panjang pihak ketiga sebesar Rp 8,9 milyar, penurunan ini disebabkan adanya pelunasan sebagian hutang jangka panjang tersebut. Pertumbuhan aset lancar yang lebih besar daripada pertumbuhan liabilitas lancar mengakibatkan peningkatan current ratio dari 124,4% di tahun 2010 menjadi 142% di tahun 2011.

Seiring dengan penurunan total liabilitas dan peningkatan aset, Debt to Assets Ratio juga mengalami penurunan menjadi 47,4% di tahun 2011 sebelumnya 62,2% di tahun 2010.

TOTAL EKUITAS

Ekuitas PGI meningkat sebesar Rp 29 milyar atau 70,3% di tahun 2011 bila dibandingkan dengan tahun 2010 sebesar Rp 41,2 milyar.

Kontribusi terbesar dari peningkatan ekuitas ini disebabkan perolehan laba PGI pada tahun 2011 dan kenaikan cadangan keuntungan atas harga pasar surat berharga yang belum direalisir.

Peningkatan ekuitas yang diiringi penurunan hutang menyebabkan rasio hutang terhadap modal turun menjadi 0,9 kali di tahun 2011 sedangkan di tahun 2010 1,6 kali.

EARNING BEFORE INCOME TAX

Earning before income tax in 2011 was Rp 36 billion and Rp 23 billion in 2010, rose by 56.5% or Rp 13 billion. This increase was due to the percentage increase in revenue was higher and on the cost of goods sold and operating cost and in addition to the decrease in cost of borrowings as well as the small number of outlets closed by PGI throughout the year 2011.

NET PROFIT

PGI in 2011 posted a net profit of Rp 25.9 billion, increased by Rp 10.1 billion or 63.9% compared with a net profit of Rp 15.8 billion in 2010. Net income per share was Rp 117.4 up 64.4% over the year 2010 which amounted to Rp 71.4.

EBITDA growth amounting to 37.2% from Rp 33.3 billion in 2010 to Rp 45.7 billion in 2011.

TOTAL ASSET

PGI’s total assets increased by 22.4% from Rp 109 billion in 2010 to Rp 133.4 billion in 2011. Current Assets increased by 22.2% or Rp 10.7 billion, a significant increase in cash and cash equivalents, short term investments, inventories and costs paid in advance.

Non Current Assets rose by 22.6% or Rp 13.7 billion, significant increase was on new outlets’ equipments and the renovation of the new outlets.

TOTAL LIABILITIES

In 2011 the total liability of PGI was Rp 63.2 billion decreased by Rp 4.6 billion or 6.7% compared with the year 2010 which amounted to Rp 67.8 billion. Significant declines occurring in the non current assets section of long term loans from third parties of Rp 8.9 billion, a decrease is due to the existence of partial repayment of this long term debt. The growth of current assets that is greater than the growth of current liability resulting in increase in current ratio from 124.4% in 2010 to be 142% in 2011.

Along with the decrease in total liabilities and an increase in assets, Debt to Assets Ratio also decreased to 47.4% in 2011 compared to 62.2% in 2010.

TOTAL EQUITY

PGI’s equity increased by Rp 29 billion or 70.3% in 2011 compared with 2010 amounting to Rp 41.2 billion.

The largest contribution from increase in equity is due to the acquisition of profit in 2011 and the increase in reserve for the unrealized gain over market price of the securities held.

The increase in equity accompanied by debt reduction causing the debt to capital ratio dropped to 0.9 times in 2011 whereas in 2010 stands at 1.6 times.


PROVIDETHE BEST

Kami tetap setia pada komitmen kami untuk menyediakan layanan terbaik dan kepuasan bagi jutaan konsumen kami.

We stay true to our commitment of providing best service and satisfaction for millions of our consumers.


TINJAUAN OPERASIOperation Overview

Pembukaan gerai yang bertipe free standing banyak memberikan dampak meningkatnya brand awareness, fleksibilitas operasi dan fasilitas yang lebih lengkap, seperti sarana outdoor yang memberi kemudahan bagi pelanggan yang ingin merokok, buka lebih awal dan tutup lebih malam dari jam operasional yang telah ditetapkan dan ada juga yang buka 24 jam.

Disamping itu PGI juga membentuk kemitraan yang kuat untuk membuka gerai dengan beberapa mitra usaha lokal maupun internasional sehingga tercipta aliansi strategis. Mitra usaha yang telah bekerja dengan PGI seperti Jogja Department Store, Borma Department Store, Aksara Supermarket, Naga Department Store, Ramayana Department Store, Matahari Food Court dan Lotte Mart. Kerjasama tersebut telah berlangsung pada tahun-tahun sebelumnya dan akan berkesinambungan pada tahun-tahun yang akan datang.

Penampilan gerai baru selalu direnovasi dengan desain interior yang menarik yang memprioritaskan kenyamanan pelanggan dan ini telah menjadi komitmen PGI dalam membangun gerai-gerai untuk sepanjang tahun 2011.

Untuk mengoptimalkan penjualan gerai-gerai yang sudah ada, PGI juga melakukan renovasi berskala kecil dan besar terhadap beberapa gerai untuk meningkatkan fasilitas maupun merubah suasana restoran yang lebih diminati konsumen dan melihat trend yang ada saat ini. Beberapa restoran yang sudah tidak layak beroperasi atau karena masa sewa telah berakhir dan tidak dapat diperpanjang karena satu dan lain hal, telah ditutup sementara menunggu lokasi berpotensi lainnya untuk direlokasi.

PGI tetap konsisten mengembangkan gerai dengan sistem franchise, dengan memonitor perkembangan gerai franchise yang sudah berjalan dan menambah calon franchise baru dengan mengikuti berbagai event pameran ataupun kegiatan usaha franchise.

Sesuai kebutuhan dan permintaan pelanggan, PGI tiada henti melakukan inovasi khususnya untuk meluncurkan produk-produk baru. Untuk memberikan variasi menu pada Januari 2011 PGI memperkenalkan produk baru yaitu Chicken Dramz yang berbahan dasar ayam. Produk ini kami buat dari sepasang sayap ayam yang dirubah bentuknya sehingga kelihatan sangat menarik dan rasanya gurih, renyah dan sangat cocok untuk pangsa pasar PGI. Untuk meningkatkan produk image yang baik maka pada bulan Maret-Juni

The opening of the free-standing outlet give much effect to increased brand awareness, flexibility of operation and a more complete facilities such as outdoor facilities that gives ease for customers who want to smoke, open earlier and close over night from the established operational hours and some are open 24 hours.

Furthermore, PGI also formed a solid joint-venture in opening some outlets with local and international ventures as to create a strategic alliances. Partners that have already worked with PGI are Jogja Department Store, Borma Department Store, Aksara Supermarket, Naga Department Store, Ramayana Department Store, Matahari Food Court and Lotte Mart. Such cooperation has been going on since a few years back and will be sustained for many years to come.

The appearance of new outlets has always been renovated with an interesting interior design that prioritize customer convenience and this has become the commitment of PGI in building outlets for the entire year of 2011.

To optimize the sales of existing outlets, PGI also carried out small and large scale renovations to some outlets to improve facilities as well as to change the atmosphere of the restaurant to more towards satisfying consumer interest and following trend that exists today. Some restaurants are already not worthy to operate or the lease period has ended and cannot be extended because one reason or otherwise, has been temporarily closed while waiting for potential locations for them to be relocated.

PGI remains consistent in developing outlets with the system of franchise, while monitoring progress for the franchise outlets that already running and adds new franchise candidates by attending various exhibition or activities for franchise business events.

To fulfill the needs and requests of the customers, PGI never stop to innovating particularly for launching new products. To give the variation on menu, in January 2011 PGI introduces a new product, namely Chicken Dramz a chicken base menu. This product is made from a pair of chicken wings that its shape was formed so that it looks very interesting and savory, crispy and perfectly suited to the market share of PGI. To increase the product’s good image, then in March-June

PGI meneruskan ekspansi jaringan restorannya sepanjang tahun 2011 dan tetap fokus membangun lebih banyak gerai yang bertipe free standing di lokasi-lokasi yang strategis seperti SPBU, rumah sakit, bandara udara dan stasiun kereta api.

PGI continued expansion of its restaurant network throughout 2011 and stay focused building more outlets that

are free standing types in strategic locations such as petrol stations, hospitals, airports and railway stations.


2011 produk Chicken Dramz kami tayangkan melalui iklan di Tv dengan Brand Ambasador Fitri Tropika. Karena mendapat sambutan dari pelanggan yang cukup baik maka produk ini kami iklankan kembali di bulan September-November 2011 dan produk ini telah menjadi menu tetap di seluruh restoran PGI. Disamping Chicken Dramz dan untuk memenuhi trend market yang lebih mengarah ke gaya hidup (life style) maka pada bulan November 2011 kami kembali meluncurkan produk baru yaitu pancake & strawberry jelly. Sedangkan produk unggulan antara lain ayam goreng, chicken strip, nasi goreng, chicken burger, cheese burger, corn soup, cal blend, avocado float, chicken teriyaki dan es campur tetap menjadi produk yang selalu ada di hati pelanggan setia PGI.

Untuk menarik pelanggan ke restoran pada jam operasi yang sepi disiang hari, paket BanPlit (Ceban Komplit) terus ditawarkan, paket ini terdiri dari produk nasi + ayam sayap + minum, Chicken Kranz + nasi + minum dan paket ini terbukti sukses memberikan kontribusi kenaikan penjualan dan semua paket ini kami mendapat dukungan penuh dari mitra usaha kami yaitu pepsi dan teh botol sosro.

Sedangkan untuk operasional store yang merupakan pilihan yang tidak kalah pentingnya PGI sepanjang tahun 2011 telah berhasil meningkatkan rata-rata nilai ROE (Restaurant Operation Evaluation) dari 78,4% di tahun 2010 menjadi 79,6% di tahun 2011. Standard ROE mencakup empat pilar penting yaitu Discipline, Quality, Service, Cleanliness. Penilaian dilakukan secara rutin setiap bulan oleh Tim QA (Quality Assurance) dengan cara sidak.

Berdasarkan perhitungan pembukaan dan penutupan gerai diatas, secara total gerai yang beroperasi hingga akhir 2011 adalah 244 dengan perincian 213 gerai CFC, 7 gerai Sapo dan 24 gerai Cal Donat. Untuk gerai CFC masing-masing 36 gerai franchise dan 177 gerai milik sendiri dan untuk Sapo Oriental 7 gerai milik sendiri sedangkan untuk gerai Cal Donat 24 semuanya milik sendiri.

Pada akhir 2011, jumlah karyawan PGI sebesar 2.133 orang.

2011 this product were aired through Chicken Dramz commercials on TV with Fitri Tropika as the Brand Ambasador. Because of the well acclaimed from the customers, then this product was advertised back in September-November 2011 and it has since become a fixed menu across the entire PGI restaurants. Alike Chicken Dramz and in order to take advantage of the market trend that is leading to a way of eating life style, then in November 2011 we again launched new products i.e. pancakes & strawberry jelly. While our superior products, among others fried chicken, chicken strips, fried rice, chicken burger, cheese burger, corn soup, cal blend, avocado float, chicken teriyaki and float ice mix remains to be products that always exist in the hearts of PGI’s loyal customers.

To attract customers to come to restaurant during quiet hours in the afternoon, BanPlit (Ceban Komplit) package continues to be offered, this package consists of rice + chicken wings + drink, Chicken Kranz + rice + drink and the package is proofed to be successful contributing to the sales increase and all this package has the full backing from our business partners, namely pepsi and teh botol sosro.

As for the operation of the store which is of no less importance, PGI throughout the year 2011 has been success to increase the average value of ROE (Restaurant Operation Evaluation) from 78.4% in 2010 to 79.6% in 2011. ROE Standard includes four essential pillars that is Discipline, Quality, Service, Cleanliness. The assessment is carried out regularly every month by a team of QA (Quality Assurance) by way of unplanned visits.

Based on the calculation of opening and closing outlets above, the total outlets in operation until the end of 2011 is 244 with the details of 213 CFC outlets, 7 Sapo outlets and 24 Cal Donut outlets. For CFC outlets, 36 are franchise outlets and 177 outlets are self-owned and for the all 7 outlets of Sapo Oriental as well as 24 Cal Donat outlets are owned by the Company.

At the end of 2011, the number of PGI employees is 2,133 people.

Gerai yang beroperasi hingga akhir 2011 adalah 244in total the number of outlets operate until the end of 2011 was 244


AKTIvITAS PEMASARAN

Guna meningkatkan brand image & brand awareness pada tahun 2011, PGI bekerja sama dengan Fitri Tropika sebagai brand ambassador. Berbagai aktivitas promosi baik above the line maupun below the line yang lebih agresif konsisten dijalankan. PGI melakukan program pemasaran melalui media televisi, radio dan kegiatan promosi lainnya seperti sponsorship, pameran dan event.

Disamping untuk memperbesar customer base dan brand awareness melalui program yang disebut diatas, program lain yang dilakukan sepanjang tahun 2011 adalah memperbanyak berdirinya wall sign, pole sign, dan giant billboard secara nasional di seluruh gerai milik PGI. Giant pole sign dapat kita lihat di sepanjang jalan Jakarta-Cikampek, Jakarta-Merak dan disetiap gerai yang dibuka PGI.

Semua program marketing yang di lakukan sepanjang 2011 telah menjadi tekad PGI untuk secara berkesinambungan akan dilanjutkan terus menerus untuk tahun-tahun yang akan datang.

Brand aktivasi secara konsisten dilakukan pada tahun 2011 seperti Event Jambore, Kawasaki Ninja Bekasi, Event SMK Theresia Jakarta, Event Mobil Peageot Jakarta-Jogja, Event Tumplek Blek Otomotive Jakarta, Event Pantura Lebaran.

Selain itu untuk memudahkan pelanggan mengenal lebih dekat PGI, pelanggan dapat mengunjungi website PGI di www.cfcindonesia.com dan fan page PGI di facebook di www.facebook.com/cfcindonesia yang pada saat ini sudah memiliki fans sebanyak 290.000. Kedua media ini sangat membantu PGI menjalin komunikasi dua arah antara PGI dengan konsumen setia PGI.

MARKETING ACTIVITY

In order to improve the brand image & brand awareness in 2011, PGI is working with Fitri Tropika as its Brand Ambassador. Various promotional activities both above the line and below the line with more aggressive consistently executed. PGI conducts marketing program via the media of television, radio and other promotional activities such as sponsorship, exhibition and event.

In addition to enlarge the customer base and brand awareness through a program mentioned above, other programs conducted throughout the year 2011 is by adding the establishment of wall signs, pole signs and giant billboards nationally at the outlets owned by PGI. Giant pole sign can be seen along the road of Jakarta-Cikampek toll road, Jakarta-Merak and at each outlet opened by PGI.

All marketing program which executed throughout 2011 has become PGI’s determination to continuously be followed for years to come.

Brand activation also consistently carried out in 2011 like Jambore Event, Kawasaki Ninja Bekasi, SMK Theresia Jakarta event, Peageot Jakarta-Jogja Event, Tumplek Blek Otomotive Jakarta Event, Pantura Lebaran Event.

In addition to facilitate customers get to know PGI closer, customers can visit the website of PGI at www.cfcindonesia.com and PGI fan page on facebook at www.facebook.com/cfcindonesia which currently has 290,000 fans. Both these media greatly help PGI to establish two-way communication between PGI with the loyal consumers of PGI.

PGI melakukan kerjasama dengan Fitri Tropika sebagai brand ambasador PGI makes a cooperation with Fitri Tropika as the Brand Ambassador


PGI mempunyai konsep dasar yang mengacu pada DQSC dalam memberikan layanan kepada konsumen. DQSC sudah merupakan budaya kerja PGI yang harus dijalankan oleh setiap karyawan.

PGI has a basic concept which refers to DQSC in providing services to consumers. DQSC is already a culture of work which should be adopted by each employee of PGI.

Kepuasan Pelanggan

Discipline, yang mencakup disiplin terhadap penampilan kebersihan diri, waktu jam kerja/istirahat dan prosedur (SOP pembuatan produk, SOP administrasi store).

Quality, yang mencakup kualitas produk (bau, warna, rasa bentuk, berat & porsi), kualitas penyajian (makanan panas harus disajikan panas dan makanan dingin harus disajikan dingin).

Service, yang mencakup pelayanan harus cepat, tepat, ramah, dan antusias.

Cleanl iness , yang mencakup kebersihan terhadap diri (badan dan pakaian), lingkungan kerja, equipment, dan kebersihan produk yang dijual.

Discipl ine, which includes discipl ines on the appearance on personal hygiene, working hour/rest hour and procedures (SOP on product making, SOP on stores administrative).

Quality, which includes product quality (smell, color, taste, shape, weight & servings), quality of presentation (hot food should be served hot and cold food should be served cold).

Service, which includes fast, accurate, friendly and enthusiastic services.

Cleanliness, which includes personal hygiene (body and clothing), work environment, equipment and hygiene on the products sold.

Customer Satisfaction

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Piagam “Pekanbaru Service Excellence Champion 2012“Kategori : Fast Food

Certificate “Pekanbaru Service Excellence Champion 2012“Category : Fast Food


Konsep DQSC ini sudah harus diorientasikan kepada karyawan pada saat mengikuti Program Orientasi Karyawan Baru.

Karena penting konsep DQSC ini, maka PGI membentuk satu departemen khusus yaitu Departemen Qual i ty Assurance (QA) yang tugasnya secara konsisten setiap bulan melakukan evaluasi/audit terhadap pelaksanaan konsep tersebut untuk setiap gerai, hasil evaluasi departemen tersebut akan dituangkan dalam bentuk laporan ROE (Restaurant Operation Evaluation) yang dinilainya akan dibahas/direview secara rutin setiap bulan pada saat operasional meeting. Bagi setiap gerai yang mendapatkan nilai ROE tertentu akan mendapatkan insentif setiap bulan.

PGI menginginkan agar konsumen mendapatkan layanan lebih dari yang diharapkan, dengan harapan konsumen akan kembali lagi untuk mendapatkan layanan seperti itu.

PENGEMBANGAN SUMBER DAyA MANUSIA

Diawal tahun 2011, PGI melakukan perubahan struktur organisasi dimana HRD dipisah menjadi dua departemen yaitu departemen HRD dan departemen Training Centre yang masing-masing dibawahi oleh seorang manager. Semenjak permisahan tersebut, efektifitas dari masing-masing departemen lebih kelihatan sehingga kendala-kendala yang terjadi dapat segera diatasi dan suplai tenaga kerja ke departemen operasional menjadi lebih lancar dan tepat waktu. Untuk merekrut tenaga operasional, Departemen HRD melakukan kerja sama dengan Sekolah Tinggi Pariwisata, aktif ikut acara Job Fair dan pasang iklan online di jobstreet.com dan karir.com.

Keberhasilan mempertahankan pegawai terbaik dalam jangka waktu yang lama juga semakin meningkatkan sustainability dari pertumbuhan perusahaan, konsep ini merupakan komitmen PGI dalam upaya memelihara dan meningkatkan kualitas sumber daya manusia.

PGI sangat sadar bahwa jaringan restoran dengan produk yang sepenuhnya di produksi sendiri, proses pemasaran produk sangat tergantung kepada faktor sumber daya manusia sebagai penghantar produk ke hadapan publik.

Sepanjang tahun 2011 PGI selalu konsisten dengan selalu melaksanakan program-program pelatihan terpadu, sehingga hasilnya dapat menunjang kelangsungan dan kelancaran operasional PGI secara efektif. Dalam hal ini, PGI telah melaksanakan suatu program yang berkesinambungan dari level crew sampai level manajemen.

PGI mengelola kekuatan sumber daya manusia melalui sistem manajerial yang menunjang ruang gerak karyawan menjadi optimal.

Adapun jenis-jenis pelatihan/program internal yang telah berjalan secara konsisten berupa

The concept of DQSC must be oriented to new employees during their session on New Employees Orientation Program.

Because of the importance of this DQSC concept, PGI formed one special department namely Department of Quality Assurance (QA) whose task consistently every month doing evaluations/audits of the implementation of the concept for each outlet, the result of this department’s evaluation will be documented in the form of ROE (Restaurant Operation Evaluation) report, whose marks will be discussed/reviewed regularly every month at an operational meeting. For each outlet that gets a particular value of ROE will get incentives each month.

PGI wants consumers to get more services than expected, hoping consumer will be back again to get service alike.

HUMAN RESOURCES DEVELOPMENT

Beginning in 2011, PGI made a change in organization structure where HRD were split into two departments namely Department of HRD and Department of Training Centre, each administered by a manager. Since that move, the effectiveness of each department is more visible so that the constraints that occur can be resolved immediately and supply of labor to the operational department becoming more smoothly and on time. To recruit operational personnel, HRD Department collaborated with Higher School of Tourism, actively participated in Job Fair events and advertise online at jobstreet.com and karir.com.

The success of maintaining the best staff in long periods of time also further improve the sustainability of the company’s growth, this concept has been the commitment of PGI in its effort to maintain and improve the quality of its human resources.

PGI is well aware that restaurants networks with products that are entirely produced inhouse, the product’s marketing process highly depends on the factor of human resources as the presenter of products to the public.

Throughout the year 2011, PGI consistently to always carry out integrated training programs, so it will benefit in supporting the continuity and smooth operation of PGI effectively. In this case, PGI has carried out a continuous program from crew to the management level.

PGI manages human resource strength through the managerial system that supports optimal employees movements.

The range of trainings or internal programs that has been running consistently in the form of


• Program Orientasi Karyawan Baru• Beauty Class• Service Excellent• Food Safety• Guest Satisfaction• Communication• English for Cashier• Greeter• Handling Complain• Management Lost Control

Untuk lebih memberikan motivasi bagi setiap karyawan, PGI juga memberikan kesempatan kepada setiap karyawan yang berprestasi untuk mendapatkan jenjang karir yang lebih baik yaitu melalui program percepatan promosi karyawan yaitu disebut dengan program “Fast Track” dan program Intensive Development Program (IDP). Melalui kedua program ini karyawan akan mendapatkan berbagai materi dan modul sesuai kurikulum yang telah ditetapkan PGI melalui proses seleksi yang ketat dengan mengikuti serangkaian test, wawancara dan praktek langsung di gerai. Peserta yang memenuhi persyaratan dalam proses seleksi tersebut akan dapat langsung menempati posisi sebagai Assistant Store Manager untuk program fastrack dan menjadi Area Manager untuk program Intensive Development Program (IDP). Program Fast Track dan IDP (Insentive Development Program) terus dilaksanakan secara berkesinambungan, sehingga setiap saat membutuhkan, PGI akan dengan cepat mendapatkan sumber daya yang sudah siap dan mampu untuk ditempatkan. Untuk level Store Manager secara berkala minimal 1 (satu) kali dalam setahun diadakan lokakarya yang biasanya dilakukan di luar kota, dengan materi atau program yang dibutuhkan.

Disamping itu PGI juga mengirimkan karyawan berprestasi ke pelatihan/lokakarya eksternal yang diselenggarakan oleh lembaga-lembaga pelatihan ternama. Berbagai program pelatihan/lokakarya selama tahun 2011 antara lain :

• Peak Performance Breakthrough oleh Nathalia Sunaidi

• Blueprint Kesuksesan oleh Tommy Siawira• Sistem Jaminan Halal Oleh Muti Arintawati. Msi• Cold Chain oleh Neville Clarke Team • Handling & Preparation of US Potato oleh

Mr. Jeffrey Lieuw• 8 Dragon Spirit for Success oleh Andre Wongso

• New Employees Orientation Program• Beauty Class• Service Excellent• Food Safety• Guest Satisfaction• Communication• English for Cashier• Greeter• Handling Complain• Management Lost Control

To further motivate every employee, PGI also provides an opportunity to all employees who excel in order to get a better career path which is through employee acceleration promotion program called “Fast Track” program and the Intensive Development Program (IDP). Through these two programs, employee will get various materials and modules according to the established curriculum set out by PGI through strict selection process by following a series of tests, interviews and practice directly in the outlet. Participants who meet the requirements in the selection process will be able to directly take a position as Assistant Store Manager for fastrack program and became Area Manager for the Intensive Development Program (IDP).

Fast Track Program and IDP (Intensive Development programs) continue to be implemented on an ongoing basis, so that every moment in need, PGI will quickly get a resource that is ready and able to be placed. For Store Manager level periodically at least 1 (one) times a year they have a workshop that is usually held outside the city, with the material or programs selected.

Beside that, PGI also sent employees that excelled to external training/workshops organized by famous training institutions. Various training courses/workshops for 2011 include:

• Peak Performance Breakthrough oleh Nathalia Sunaidi

• Success Blueprint by Tommy Siawira• Halal Assurance System by Muti Arintawati . Msi• Cold Chain oleh Neville Clarke Team • Handling & Preparation of US Potato by Mr. Jeffrey

Lieuw• 8 Dragon Spirit for Success by Andre Wongso


Program kemitraan dengan karyawan melalui program insentif yang secara menyeluruh dapat meningkatkan motivasi karyawan terus dijalankan dan ditingkatkan. Untuk penghargaan tingkat manajemen restoran, PGI melaksanakan suatu program insentif kepada semua karyawan yang terlibat dalam kegiatan gerai. Regional Manager, Area Manager, Store Manager dan seluruh tim yang terlibat yang berhasil menunjukkan prestasi secara konsisten berdasarkan kriteria yang diterapkan perseroan, termasuk mencapai target sales, food cost dan ROE (Restaurant Operation Evaluation) akan mendapatkan insentif dan hasil ini telah terbukti efektif dan berjalan dengan baik sepanjang tahun 2011.

Program karyawan terbaik sepanjang tahun 2011 telah menghasilkan kandidat-kandidat yang kuat dan kompeten sebagai calon supervisor di store, dimana mereka dipilih dengan supervise yang ketat yang harus secara berturut-turut sebanyak tiga kali menjadi karyawan terbaik di masing-masing gerai.

PROSPEK USAHA

Tahun 2011 PGI mencatat pertumbuhan kinerja yang sangat memuaskan seiring juga dengan pertumbuhan ekonomi Indonesia.

Mel ihat prospek 2012 , Indones ia dengan perekonomian yang berbasis konsumen dan besarnya jumlah penduduk yang mencapai lebih dari 240 juta orang, masih memiliki prospek pertumbuhan yang tinggi untuk industri ritel terutama sektor makanan. Daya percepatan pertumbuhan GDP sekitar 6,5% di tahun 2011 dengan tingkat inflasi stabil di tingkat 3,8%, akan menjadi daya tarik sebagai negara tujuan investasi.

Tren gaya hidup konsumen yang semakin modern dengan basis kelas menengah yang semakin luas dari total populasi saat ini menjadi motor penggerak utama bagi peluang investasi dan momentum positif untuk tahun-tahun mendatang.

Memasuki tahun 2012, melalui rencana ekspansi gerai-gerai baru dan peningkatan kualitas gerai-gerai yang sudah ada serta senantiasa meningkatkan kualitas sumber daya manusia, makanan produk-produk baru berkualitas tinggi, memberikan pelayanan terbaik bagi pelanggan, PGI berkeyakinan tahun 2012 akan mengalami pertumbuhan yang positif dan berkesinambungan.

Partnerships program with employees through incentive program overall can increase the motivation of employees, continues to run and been improved. For award at the management level of the restaurant, PGI implement an incentive program to all employees involved in the operational of the outlet. Regional Manager, Area Manager, Store Manager and the whole team involved that successfully demonstrate the achievements consistently based on the applied criteria by the Company, including reaching the sales target, food cost and ROE (Restaurant Operation Evaluation) will get incentives and these results have proven to be effective and running well throughout 2011.

The best employee programs throughout the year 2011 has resulted a strong and competent candidates as a potential supervisor in stores, where they were chosen with a tight supervision that must consecutively three times to become the best employees at each of the outlets.

BUSINESS PROSPECTS

PGI noted in 2011 the performance growth is very satisfactory in line with Indonesia’s economic growth.

Look at the prospect of 2012, with economy of Indonesia based on consumers and the size of the population which reached more than 240 million people, still have a high growth prospects for the retail industry sector especially for food sector. Accelerated GDP growth of 6.5% in 2011 with stable inflation rate at the level of 3.8%, will be an attractive investment destination country.

Consumer lifestyle trends that are more modern with a growing middle class base of total current population being the main drive motor for investment opportunities and a positive momentum for the coming years.

Entering 2012 , through expansion plan for new outlets and improving the quality of existing outlets and always improving the quality of human resources, new excellent quality of food products, give the best services for consumers, PGI believes in year 2012 will have a continuous positive growth.

Data-data fundamental sepanjang tahun 2011 telah memberikan gambaran optimistis untuk PGI di tahun mendatang.Fundamental data throughout 2011 have provided optimistic picture for PGI in the next coming year.


maintaining

the trust


Message From The Board Of Commissioners Sambutan Dewan Komisaris

Tahun 2011 perekonomian Indonesia masih tetap menunjukan arah perkembangan positif, dan tumbuh sebesar 6,5%. Sementara sektor konsumsi domestik masih tetap menjadi penggerak utama perekonomian kita. Peningkatan penilaian investor asing dan lembaga penilai lainnya tentang iklim usaha dan prospek pertumbuhan perekonomian Indonesia pada akhir akhir ini tentu saja akan lebih mendorong terciptanya peluang usaha lebih besar lagi untuk sektor industri distribusi dan konsumsi. Pertumbuhan perekonomian daerah diberbagai propinsi juga mengalami kemajuan pesat, bandara-bandara udara semakin dipadati penumpang, dan ini memberikan peluang usaha yang lebih besar bagi perusahaan yang bergerak dalam sektor makanan siap saji.

Oleh sebab itu kami akan tetap melanjutkan kebijakan pertumbuhan usaha yang sudah dijalankan sejak beberapa tahun terakhir ini dan memberikan dukungan kepada Direksi untuk secara lebih agresif meningkatkan kinerja dalam berbagai bidang serta memperluas pangsa pasar keberbagai pelosok tanah air. Kami juga mendorong Direksi dan karyawan untuk terus mengambil langkah langkah spesifik dan melakukan pembenahan internal dengan fokus pada peningkatan kualitas produk, penampilan gerai dan pelayanan terbaik untuk semua konsumen kami.

Kinerja PGI pada tahun 2011 menunjukan perbaikan berarti dibandingkan dengan hasil-hasil keuangan pada tahun sebelumnya, dan ini menunjukan pula bahwa semua komponen organisasi semakin mantap dapat bekerja sama dan saling menunjang guna melanjutkan arah pertumbuhan dan strategi perusahaan. Langkah-langkah penerapan strategi dan program perbaikan telah dapat dijalankan dengan baik dan ini tidak terlepas dari kepemimpinan dan kontribusi Direksi dan seluruh karyawan guna memajukan PGI mencapai tingkat kinerja yang lebih baik dan menciptakan nilai perusahaan yang memadai bagi para pemegang saham.

Pertumbuhan gerai, penampilan gerai, kualitas makanan dan pelayanan senantiasa menjadi fokus perhatian manajemen guna menjaga tercapainya sasaran strategi tersebut. Seiring dengan kondisi tersebut pendapatan usaha PGI meningkat menjadi Rp 292,5 milyar, tumbuh sebesar 18,2%. Untuk tahun buku 2011, PGI telah meraih laba bersih sebesar Rp 25,9 milyar dibandingkan Rp 15,8 milyar pada tahun sebelumnya atau menguat sebesar 63,9%. EBITDA mengalami pertumbuhan sebesar 37,2% dari Rp 33,3 milyar di tahun 2010 menjadi Rp 45,7 milyar di tahun 2011.

Sepanjang 2011, Dewan Komisaris dengan dibantu oleh komite audit aktif dalam memantau dan mengawasi perkembangan PGI serta kinerja Direksi dan tim manajemen dibawahnya guna memastikan perkembangan PGI sesuai dengan tujuan yang telah ditetapkan dan dalam setiap langkah operasionil dibarengi dengan kontrol yang cermat baik untuk meningkatkan efisiensi maupun untuk mengelola risiko dengan lebih baik. Realisasi program-program perbaikan dan peningkatan mutu terus dijalankan dengan langkah dan gerak yang menekankan pada kecepatan dan ketajaman eksekusi disetiap lini operasi dan pelayanan gerai kami.

In 2011 Indonesia’s economy continued to perform strongly achieving a growth rate of 6.5%. In the meantime, domestic consumption continued to be the main driving factor behind the Indonesian economy’s growth. Improved sentiments in foreign investors and other business groups will further encourage the development of greater business opportunities in the logistics and consumer related industries. Furthermore, the rapid economic growth in various regional provinces and rising passenger volumes at regional airports present greater business opportunities for companies in the ready-to-eat food sector.

For these reasons we will continue to follow the business growth policies that we implemented several years ago, and to support the Directors to more aggressively improve performance and expand our market share across every part of Indonesia. We also encourage our Board of Directors and employees to continuously strive to find new ways to improve our internal operations with the goal of improving product quality, store image, and customer service.

In 2011 PGI demonstrated significantly improved financial performance in comparison to 2010. This is proof that the various operating departments of the company are working together more cohesively to achieving common goals of growth and company strategy. The PGI’s business strategy and improvement plan has been successfully implemented thanks to the leadership and contribution of the Board of Directors and all employees to achieve higher performance levels and increase shareholder value.

Growth in number of store outlets, store appearance, and quality of food and service have always been the main areas of management focus and have allowed the PGI to achieve its strategic targets. This can be evidenced by year over year growth in 2011 of 18.2% in revenues to reach Rp 292.5 billion. In fiscal year 2011 the PGI achieved net profits of Rp 25.9 billion compared to Rp15.8 billion from the year before, an increase of 63.9%. EBITDA also grew by 37.2% from Rp 33.3 billion in 2010 to Rp 45.7 billion in 2011.

Throughout 2011 the Audit Committee has supported the Board of Commissioners to actively monitor and oversee the performance of the PGI’s Board of Directors and management team as they strive to achieve operational targets while ensuring that each management decision has the impact to increase operational efficiency or improve overall risk management. The PGI’s various quality improvement and quality assurance programs are an ongoing effort that emphasize speed and sharpness of execution in every aspect of the PGI’s operations and customer service at the store level.

Dewan Komisaris berpendapat bahwa target pertumbuhan yang ditetapkan telah merefleksikan prospek ekonomi Indonesia ke depan dan visi PGI untuk memberikan sumbangan bagi perkembangan Indonesia.

The Board of Commissioners believes that the growth target set by the Board of Director’s reflects the future economic prospects of Indonesia and PGI’s vision to contribute to the economic development of Indonesia.


Dari kiri ke kananfrom left to right Mr. Tjan Soen Eng

Presiden KomisarisPresident Commissioner

Mr. Suhanda WiraatmadjaKomisaris IndependenIndependent Commissioner

Mrs. Tjhin Leeris HarniKomisaris Commissioner

PGI berkomitmen pada standar tata kelola Perusahaan yang baik sebagai dasar untuk membangun kepercayaan dan profesionalisme dengan para pemangku kepentingan. Hal ini telah menjadi bagian integral dari pelaksanaan kegiatan dan interaksi PGI dengan para konsumen, mitra usaha, vendor, regulator dan pemegang saham. PGI juga sepenuhnya menaati semua ketentuan baru dan standard pelaporan keuangan yang mulai berlaku di tahun 2011.

Tanggung jawab pengawasan penerapan langkah strategis, taktis dan kegiatan perbaikan lainnya dilakukan melalui mekanisme rapat-rapat Dewan yang dihadiri oleh Direksi maupun Eksekutif Senior atau Internal Audit bila dirasakan penting. Selain rapat Dewan secara formal, kami juga memelihara jalur komunikasi yang terbuka dengan masing-masing individu anggota Direksi dan Eksekutif Senior.

PGI is committed to our standards of good governance as a basis for building trust and professionalism with our various stakeholders. This has become an integral part of how PGI operates and interacts with its consumers, business partners, vendors, regulators, and shareholders. PGI also is in full compliance with a all new financial reporting standards that are in effect as of 2011.

Oversight of the implementation of Company strategy, improvement and other tactical initiatives are conducted during board meetings attended by the Board of Commissioners, the Board of Directors, senior executives, and Internal Audit, where appropriate. In addition to formal board meetings the Board of Commissioners maintains an open line of communication with every member of the Board of Directors and senior executives.


Jakarta, Maret 2012 / March 2012Dewan Komisaris / Board of Commissioners

PT Pioneerindo Gourmet International Tbk

Tjan Soen EngPresiden Komisaris

President Commissioner

Suhanda WiraatmadjaKomisaris Independen

Independent Commissioner

Tjhin Leeris HarniKomisaris

Commissioner

Hal ini dilakukan untuk memungkinkan kami dan Direksi dapat bertindak proaktif dan cepat dalam menghadapi berbagai perubahan eksternal dan internal.

Langkah-langkah kebijakan yang telah dan akan terus dilanjutkan guna menjamin timbulnya pertumbuhan usaha yang cukup agresif dan berkesinambungan adalah sebagai berikut :

1. Inovasi produk dan pelayanan konsumenBeberapa keberhasilan telah dicapai dalam tahun 2011, dan ini memberikan kami keyakinan lebih besar akan perlunya percepatan program inovasi produk dan perbaikan pelayanan ditahun-tahun mendatang.

2. Fokus pada kesempatan regionalKonsolidasi langkah operasional dengan tujuan untuk mempercepat gerak langkah dalam menangkap peluang bisnis diberbagai daerah.

3. Perkuat kemampuan manajemenPemantapan kemampuan manajemen dalam berbagai bidang dengan membuka peluang timbulnya perubahan-perubahan dalam tim kerja dan kecepatan tim untuk mengisi peluang usaha serta membendung langkah kompetisi yang semakin semarak dalam industri ini.

4. Memaksimalkan pemanfaatan teknologi ITPemanfaatan teknologi informasi secara optimal, termasuk untuk pengambilan langkah-langkah taktis pemasaran dan operasional lainnya.

5. Sumber daya manusiaLangkah yang terpenting yang dapat menjamin agar langkah-langkah diatas terealisir dengan cepat dan tepat sasaran adalah pembenahan secara terus menerus sumber daya manusia yang menjadi modal utama perusahaan. Tantangan terbesar adalah perubahan bertahap pola pikir kolektif agar tidak canggung dengan perubahan, tantangan, dan langkah-langkah percepatan eksekusi berbagai program peningkatan nilai perusahaan.

Dewan Komisaris telah melaksanakan kajian atas rencana kegiatan PGI 2012 dari Direksi. Dewan Komisaris berpendapat bahwa target pertumbuhan yang ditetapkan telah merefleksikan prospek ekonomi Indonesia ke depan dan visi PGI untuk memberikan sumbangan bagi perkembangan Indonesia.

Sebagai penutup, Dewan Komisaris menyampaikan terima kasih atas dukungan konsumen, semua mitra bisnis atas kepercayaan dan dukungannya sepanjang tahun. Kami juga menyampaikan penghargaan setinggi-tingginya kepada Direksi dengan seluruh karyawan untuk seluruh dedikasi dan kontribusinya. Kepada pemegang saham kami menyampaikan juga rasa terima kasih kami atas dukungan dan kepercayaan yang diberikan kepada setiap unsur manajemen sampai sejauh ini. Perjalanan masih panjang marilah kita bekerja lebih giat untuk membangun masa depan dan mencapai hasil-hasil yang lebih memuaskan lagi.

This is done to allow the Board of Commissioners and Board of Directors to act swiftly and proactively in handling any external or internal challenges or issues that may arise from time to time.

In order to ensure the sustainability of the aggressive business growth that the Company has achieved over the past few years, PGI’s management has implemented and will continue to support the following initiatives:

1. Product innovation and customer serviceThe PGI has achieved a number of success in 2011 due to product innovation and improvements in customer service. As a result of this, we will further increase the speed of development and execution for product innovation and customer service.

2. Focus on regional opportunitiesFocus and consolidate operational initiatives to concentrate on capturing business opportunities in regional areas.

3. Strengthening of Management Core CapabilitiesDevelop the skills of the PGI’s management team by rotating work teams and increasing the speed at which they respond to business opportunities to further increase their competitive capabilities.

4. Optimized Use of Information TechnologyContinue to leverage our existing IT infrastructure to enhance capabilities in all areas of operations and tactical marketing.

5. Human ResourcesFurther enhance and develop the PGI’s human resources as a key asset in the drive to achieve the previously mentioned goals. One of the largest challenges is the ongoing drive to mold the PGI’s collective mindset to embrace the changes, challenges, and initiatives presented here that will ultimately work to increase PGI value.

The Board of Commissioners has reviewed the Board of Director’s 2012 business plan. The Board of Commissioners believes that the growth target set by the Board of Director’s reflects the future economic prospects of Indonesia and PGI’s vision to contribute to the economic development of Indonesia.

In closing, the Board of Commissioners would like to thank our customers and business partners for their continued trust and support over the years. We also offer our highest regards to the Board of Directors and all employees for their dedication and valued contribution. To our shareholders we would also like to express our gratitude for the trust and support we have received in all our management decisions thus far. The road ahead of us is still long. Let us work together as a team to build a future of which we can be proud.


talEnt SuStain ability

Setiap kesuksesan dibangun dari kepandaian untuk mengerjakan lebih baik dari yang baik.

Every success is built on the ability to do better than good enough.


LAPORAN Dewan DIREKSIReport From The Board Of Directors

Tahun 2011 merupakan tahun yang diwarnai dengan berbagai perubahan, dimulai terjadinya krisis hutang di Eropa yang menimbulkan kekhawatiran tentang masa depan Uni Eropa, lambatnya proses pemulihan ekonomi Amerika Serikat dan Jepang. Dibidang lingkungan, kita menyaksikan terjadinya bencana alam hebat akibat tsunami dan krisis nuklir di Jepang yang ikuti bencana banjir yang melumpuhkan Thailand. Kejadian tersebut telah memicu terjadinya gangguan signifikan terhadap rantai pasok industri manufaktur, yang juga mempengaruhi Indonesia walaupun dampaknya tidak separah yang dialami negara-negara lainnya.

Ditengah gejolak tersebut, Indonesia tetap berhasil meraih kinerja ekonomi positif dengan pertumbuhan ekonomi mencapai 6,5% dibandingkan 6,1% di tahun 2010. Inflasi mengalami penurunan hingga 3,8% di akhir tahun 2011 dari 6,9% di tahun 2010. Hal ini mendorong Bank Indonesia untuk menurunkan suku bunga menjadi 6,0% dari 6,5% di tahun 2010.

Indikator-indikator makro ekonomi yang baik ini telah menciptakan lingkungan yang sehat dan kondusif bagi semua industri termasuk sektor konsumsi.

Sejak lima tahun terakhir mulai tahun 2007 sampai dengan tahun 2012 PGI senantiasa menunjukan pertumbuhan yang kuat dan konsisten naik setiap tahun serta selalu dapat mempertahankan dan meningkatkan pangsa pasar yang ada.

Komitmen yang kami tanamkan kepada setiap karyawan PGI yaitu selalu memberikan pelayanan yang terbaik, cepat dan ramah serta menyiapkan produk dengan kualitas terbaik sehingga konsumen akan mendapat kepuasan yang tak terhingga.

Laba bersih setelah pajak mencapai Rp 25,9 milyar di tahun 2011, meningkat 63,9% dari Rp 15,8 milyar di tahun 2010, sehingga rasio ROA mencapai 19,4% dan ROE mencapai 34,9%.

Kinerja positif ini terutama didorong oleh pertumbuhan pendapatan usaha sebesar 18,2% mencapai Rp 292,5 milyar, yang menghasilkan peningkatan laba bruto sebesar 18,5% mencapai Rp 192,5 milyar.

The year 2011 is filled with many changes, the start of the debt crisis in Europe which had created worries about the future of the European Union, the slow process of the economic recovery in the United States and Japan. In the environment side, we saw of great natural disaster caused by tsunami and nuclear crisis in Japan that followed by the flood disaster that crippled Thailand. These incidents sparked a significant disruption to manufacturing industry supply chain, which also affect Indonesia although the effects were not as bad as like some other countries.

Amid the turmoil, Indonesia still managed to grab the positive economic performance with economic growth reached 6.5% compared to 6.1% in 2010. Inflation decreased to 3.8% at the end of 2011 from 6.9% in 2010. This prompted the Bank Indonesia to lower interest rates to be 6.0% from 6.5% in 2010.

These sound macro-economic indicators have created a healthy and conducive environment for all industries including the consumption sector.

Since the last five years starting in 2007 to 2012, PGI constantly showing strong growth and consistently higher every year and always been able to maintain and improve the existing market share.

The commitment that we want every employee of PGI to deliver is to always give the best service, fast and friendly as well as preparing products with the best quality so that consumers will get the infinite satisfaction.

Net profit after tax reached Rp 25.9 billion in 2011, an increase of 63.9% from Rp 15.8 billion in 2010, so the ROA ratio reaches 19.4% and ROE stands at 34.9%.

This positive performance was driven mainly by growth of operating income of 18.2% reaching Rp 292.5 billion, which resulted in increased gross profit of 18.5% reaching Rp 192.5 billion.

Kinerja positif ini terutama didorong oleh pertumbuhan pendapatan usaha sebesar 18,2% mencapai Rp 292,5 milyar.

This positive performance was driven mainly by growth of operating income of 18.2% reaching Rp 292.5 billion.


Sejalan dengan pertumbuhan pendapatan usaha yang signifikan, PGI juga berhasil membukukan pertumbuhan aset sebesar 22,4% menjadi Rp 133,4 milyar. Hal ini terutama didorong dari pertumbuhan investasi gerai baru. Jumlah ekuitas juga meningkat sebesar 70,3 % menjadi sejumlah Rp 70,2 milyar.

Program pengembangan sumber daya manusia sebagai aset PGI yang paling penting tetap dilanjutkan di tahun 2011. Sebagai wujud kepedulian akan pentingnya divisi ini, maka pada tahun 2011 kami memisahkan departemen ini dari Human Resources Department (HRD). Kami bentuk departemen sendiri departemen Training Centre yang dipimpin oleh seorang manajer yang bertanggung jawab kepada Presiden Direktur.

In line with significant growth in operating revenue, PGI also managed to grow their assets by 22.4% to Rp 133.4 billion. This is especially encouraged by growing in new outlets investment. The amount of equity is also increased by 70.3% to a figure of Rp 70.2 billion.

Human Resources Development Program as Pioneerindo Gourmet International’s most important asset still to be continued in 2011. As a form of awareness of the importance of this division, then in 2011 we separated the Human Resources Department (HRD). We formed a sole department namely Training Centre Department that is headed by a manager who is responsible to the President Director.

Dari kiri ke kananfrom left to right

Mr. Teh Kian Kun DirekturDirector

Mrs. Susanna Kusnowo DirekturDirector

Mr. Iskonda Japiar Budhi DirekturDirector

Mr. Kusuwandi Tamin Direktur UtamaPresident Director


Departemen Training Centre sebagai pusat pengembangan sumber daya manusia, yang terus melaksanakan program-program pelatihan untuk meningkatkan dan memperbarui keterampilan dan pengetahuan para karyawan.

PGI berkomitmen dan terus berupaya menciptakan lingkungan kerja yang profesional, transparan serta menantang di industri sektor konsumsi.

PGI memahami bahwa industri yang kami jalankan harus senantiasa meningkatkan brand image dan brand awareness sehingga konsumen setia PGI dapat secara berkesinambungan mengikuti seluruh aktivitas yang dijalankan.

Sebagai brand ambassador tahun 2011, PGI bekerja sama dengan saudari Fitri Tropica dengan meluncurkan beberapa paket menu makanan yang mendapat sambutan baik dari konsumen setia Pioneerindo Gourmet International. Program-program kerjasama tersebut telah kami iklankan baik di media cetak maupun media elektronik.

Selain itu untuk memudahkan pelanggan mengenal lebih dekat PGI, pelanggan dapat mengunjungi website PGI di www.cfcindonesia.com dan facebook di www.facebook.com/cfcindonesia yang mana pada saat ini sudah memiliki fans sebanyak 290.000. Khusus untuk facebook Pioneerindo Gourmet International, fans yang terdaftar termasuk cukup banyak dan menarik perhatian karena page ini baru di luncurkan atau aktif lebih kurang 1 tahun. Dengan adanya page ini PGI dapat menjalin komunikasi dua arah dengan konsumen setia Pioneerindo Gourmet International.

PGI memiliki komitmen untuk melaksanakan standar transparansi dan akuntabilitis yang tertinggi bagi seluruh pemangku kepentingan, pemegang saham, konsumen, karyawan, regulator, mitra usaha, vendor dan masyarakat luas. Kami percaya bahwa budaya tata kelola perusahaan yang kuat dan sehat memiliki manfaat bagi kegiatan usaha karena dalam jangka panjang dapat membangun kepercayaan dan profesionalisme dalam hubungan kami dengan para pemangku kepentingan.

Tahun 2012 masih tetap dibayangi ketidakpastian dengan berlanjutnya masalah di zone Eropa serta lambatnya pemulihan ekonomi di Amerika Serikat dan Jepang. Pasar keuangan dan pasar modal diproyeksikan akan terus bergejolak daya kekhawatiran masalah likuidasi yang akan mempengaruhi tingkat kepercayaan investor. Namun demikian di dukung besarnya pasar domestik, kekayaan alam dan lokasinya yang strategis, Indonesia diproyeksikan akan meraih kinerja yang relatif lebih baik.

The Training Centre Department as a centre for human resources development, which continuously implementing training programs to improve and update the skills and knowledge of the employees.

PGI is committed and continuously to attempt to create a work environment that is professional, transparent as well as challenging in the consumption sectors industry.

PGI understands that the industry they are running has to constantly improve the brand image and brand awareness so that Pioneerindo Gourmet International’s loyal consumers can continuously follow the whole laid-out activities.

As for brand ambassador of 2011, PGI teamed up with Fitri Tropica by launching several packages of food menu that gets warm reception from Pioneerindo Gourmet International‘s loyal consumers. These cooperation programs have been advertised either in print or electronic media.

In addition, to facilitate customers get to know PGI closer, customers can visit the website of PGI at www.cfcindonesia.com and facebook at www.facebook.com/cfcindonesia which at present already have fans as many as 290,000. Specifically for Pioneerindo Gourmet International’s facebook, registered fans turned out to be quite significant and grabbing much attention because this page was newly launched or just active for approximately 1 year. With the existence of this page, PGI may establish two-way communication with Pioneerindo Gourmet International’s loyal consumers.

PGI has a commitment to implement the highest standard of transparency and accountability for all stakeholders, shareholders, consumers, employees, regulators, partners, vendors and the public at large. We believe that the culture of corporate governance which are strong and healthy, benefits for business activities because in the long run it can build trust and professionalism in our relationships with stakeholders.

The year 2012 will still be overshadowed by uncertainty with continuing problems in European zone as well as slow economic recovery in the United States and Japan. Financial markets and capital market is projected to continue to be volatile, concerns issues that will affect the level of liquidity and in turn the investor’s confidence. Nevertheless, supported by size of the domestic market, natural resources and its strategic location, Indonesia is projected to grab a relatively better performance.


Jakarta, Maret 2012 / March 2012Dewan Direksi / Board of Directors


Teh Kian Kun DirekturDirector

Susanna Kusnowo DirekturDirector

Iskonda Japiar Budhi DirekturDirector

Kusuwandi Tamin Direktur Utama

President Director

Peningkatan peringkat Indonesia ke peringkat investment diharapkan akan mendorong investasi asing ke Indonesia yang akan mendukung perkembangan ekonomi Indonesia. Walaupun demikian kami harus tetap berhati-hati mencermati prospek ketidakpastian ekonomi dunia.

Sebagai Penutup kami sampaikan ucapan terima kasih kepada para pemegang saham, konsumen, regulator, mitra usaha, karyawan dan Dewan Komisaris PGI serta masyarakat luas yang telah memberikan dukungan dan kepercayaannya. Direksi dan juga manajemen senior berkomitmen memberikan yang terbaik untuk terus meningkatkan kinerja di tahun 2012 serta membangun masa depan yang lebih baik bagi PGI dan seluruh pemangku kepentingan di tahun-tahun mendatang.

An increase in Indonesia sovereign rating to the rank of investment is expected to encourage foreign investment into Indonesia, which will support the growth of the Indonesian economy. Nonetheless, we have to remain cautious closely monitoring the uncertainty prospect of the world economy.

In closing we pass on our thank you to the shareholders, consumers, regulators, business partners, employees and Board of Commissioners of PGI and the wider community who have given support and its confidence. The Board of Directors as well as senior management is committed to providing the best, to keep improving performance in 2012 as well as building a better future for PGI and the whole stakeholders in the coming years.


Desain baru interior Sapo Pondok Indah MallNew design interior Sapo Pondok Indah Mall


Founded in 1983, PT Pioneerindo Gourmet International Tbk (was PT Putra Sejahtera Pioneerindo) is one of the first-generation Company that introduced the concept of fast food retailing with main ingredient based on chicken. Holder of the trademark California Pioneer Chicken, franchisee of Pioneer Take Out from the United States of America, PGI has successfully won the heart of people with high quality products and services and also succeeded to make fried chicken serving as trendsetter in the world of fast food business in Indonesia.

After seven years gaining experiences and a proven market share, PGI in 1989 separated themselves from being a franchisee to become a full franchise holder that produce and market own product’s brand called California Fried Chicken (CFC). Business foundation was strengthened by using franchise system and later formed subsidiary companies, PT Putra Asia Perdana Indah and PT Mitra Hero Pioneerindo, to fully support PGI performance with an integrated partnership framework, run as a synergy power to stimulate business growth. PGI started to develop other opportunities in the market, by business diversification through production and marketing of Cal Donut product in 1993.

Gaining public trust is a very essential attainment for PGI growth, hence PGI is always encouraged to always maintain the stability and continuity of business that holding fast to quality commitment. The seriousness in giving added value to business entity or for public responsibility, evidenced by PGI listed itself as a public company in the Indonesia Stock Exchange (was the Jakarta Stock Exchange) in April 1994.

In 1996, an important step was again taken by PGI by opening Sapo Oriental, a family restaurant concept, which is the proof of PGI’s seriousness in developing themselves and using experience earned as well as field confidence.

Stability in business does not make PGI to stop learning, while there is a very rapid development in the middle of the world of fast food business scene. People development in an increasingly globalizing world community has always demanded updates and changes. With those reasons, in 2001 PGI open up to do a full revitalization. One of the result was the most

Didirikan pada tahun 1983, PT Pioneerindo Gourmet International Tbk (d/h PT Putra Sejahtera Pioneerindo) merupakan salah satu Perusahaan generasi pertama yang memperkenalkan konsep makanan cepat saji berbahan dasar ayam. Menjadi pemegang merek dagang California Pioneer Chicken, terwaralaba Pioneer Take Out dari Amerika Serikat, PGI telah sukses memenangkan hati masyarakat dengan produk dan layanan berkualitas, serta berhasil juga menjadikan sajian ayam goreng sebagai trendsetter dalam dunia usaha makanan cepat saji Indonesia.

Setelah tujuh tahun menempa pengalaman dan teruji dalam penguasaan pasar, pada tahun 1989 PGI melepaskan diri dari usaha terwaralaba menjadi pemegang waralaba penuh yang memproduksi dan memasarkan merek produk sendiri, yaitu California Fried Chicken (CFC). Basis usaha pun diperkuat dengan membentuk franchise dan mendirikan anak perusahaan, yaitu PT Putra Asia Perdana Indah dan PT Mitra Hero Pioneerindo, guna mendukung penuh kinerja PGI dengan pola kemitraan terpadu yang dijalankan sebagai sebuah kekuatan sinergi untuk memacu pertumbuhan usaha. PGI mulai menggarap peluang pasar berikutnya, yaitu diversifikasi usaha berupa produksi dan pemasaran produk Cal Donut pada tahun 1993.

Meraih kepercayaan publik adalah pencapaian yang sangat penting bagi pertumbuhan PGI, sehingga PGI terus terpacu untuk senantiasa menjaga stabilitas dan kontinuitas usaha yang berpegang teguh kepada komitmen kualitas. Kesungguhan dalam memberikan nilai tambah kepada badan usaha maupun dalam layanan masyarakat, dibuktikan PGI dengan mencatatkan diri sebagai Perusahaan publik di Bursa Efek Indonesia (d/h Bursa Efek Jakarta) pada bulan April 1994.

Pada tahun 1996, sebuah langkah penting kembali dilakukan PGI dengan membuka Sapo Oriental, sebuah restoran keluarga, yang menjadi bukti kesungguhan PGI dalam mengembangkan diri dan memanfaatkan pengalaman serta pengenalan medan.

Stabilitas usaha tidak membuat PGI berhenti belajar, sementara ditengah percaturan dunia usaha makanan cepat saji terjadi perkembangan yang sangat pesat. Perkembangan masyarakat dalam komunitas dunia yang semakin mengglobal selalu menuntut pembaruan dan perubahan. Dengan alasan tersebut, pada tahun 2001 PGI membuka diri untuk melakukan

Company ProfileProfil Perusahaan


important milestones of PGI, which was changing in company name to be PT Pioneerindo Gourmet International Tbk.

The success experience and increase in sustainable growth for 28 years, taking PGI stepped into (moving toward) to the dreamed vision. At the end of 2011, the Company operated some 244 outlets with 3 trademarks that shelter beneath it and is supported by 2.133 employees.

revitalisasi menyeluruh. Salah satu hasilnya adalah tonggak sejarah terpenting PGI yaitu perubahan nama Perusahaan menjadi PT Pioneerindo Gourmet International Tbk.

Pengalaman sukses dan peningkatan pertumbuhan yang berkelanjutan selama 28 tahun, membawa PGI melangkah menuju (moving toward) ke visi yang dimimpikan. Pada akhir tahun 2011, Perusahaan menjalankan 244 gerai dengan 3 merek dagang yang bernaung di bawahnya dan didukung oleh 2.133 karyawan.


Profile Of CommissionersPROFIL Dewan Komisaris

Dari kiri ke kananfrom left to right Mr. Tjan Soen Eng

Presiden KomisarisPresident Commissioner

Mr. Suhanda WiraatmadjaKomisaris IndependenIndependent Commissioner

Mrs. Tjhin Leeris HarniKomisaris Commissioner


Mr. Tjan Soen Eng Komisaris Utama / President Commissioner

Presiden Komisaris Perseroan sejak tahun 2007. Beliau lahir di Tondano, Sulawesi Utara, 28 Maret 1956. Pada saat ini beliau berkecimpung dan menangani berbagai tugas eksekutif serta bertindak sebagai pengambil kebijakan dan keputusan strategis pada berbagai perusahaan yang bergerak dalam bidang industri asuransi, jasa pembiayaan, sektor pariwisata dan properti. Pengalaman kerja lainnya adalah beliau berkarya sebagai konsultan keuangan dan partner pada Ernest & young selama 7 tahun, dan memiliki berbagai pengalaman memimpin tim dan langsung dalam menangani berbagai tugas merger/akuisisi, uji tuntas, penilaian badan usaha, strukturisasi keuangan dan korporasi, serta pembenahan strategi perusahaan.

Beliau memperoleh gelar Sarjana Manajemen dari Universitas Katolik Indonesia Atmajaya pada tahun 1981. Kemudian beliau melanjutkan studi di University of Nebraska, Lincoln, Nebraska, USA, untuk meraih gelar MBA di tahun 1984 dan PhD tahun 1988.

President Commissioner of the Company since 2007. He was born on 28 March 1956 in Tondano, North of Sulawesi. Currently he is involved and handling a variety of executive duties and act as a strategic policy and decision makers at various companies engaged in the insurance industry, financial services, tourism and property sectors. Other work experience is working as financial consultant and partner at Ernest & Young for 7 years, and has several experiences as team leader and directly involved in handling the various tasks of mergers/ acquisitions, due diligence, company valuation, financial and corporate restructuring and revamping of corporate strategy.

He earned a Bachelor’s degree from Atmajaya Catholic University of Indonesia in 1981. Then he continued his studies at the University of Nebraska, Lincoln, Nebraska, United States of America, in order to obtain an MBA degree in 1984 and PhD in 1988.

Mr. Suhanda Wiraatmadja Komisaris Independen / Independent Commissioner

Lahir di Jakarta pada tanggal 25 Maret 1954 sebagai Warga Negara Indonesia yang berhasil menyelesaikan pendidikan di Jurusan Akuntansi Fakultas Ekonomi, Universitas Indonesia pada tahun 1982, dan saat ini beliau adalah Komisaris Utama PT Towers Watson Purbajaga dan PT Dharma Nilaitama serta Komisaris Independen PT Pioneerindo Gourmet International, Tbk., PT Bayu Buana, Tbk., dan PT Towers Watson Indonesia.

Dan sebelumnya pernah menjabat sebagai Komisaris Utama PT Zurich Insurance, PT Maskapai Reasuransi Indonesia, Tbk. dan PT Asuransi Bina Dana Arta, Tbk.

Born in Jakarta on 25th March 1954 as an Indonesian Citizen, and who has successfully completed his studies for a degree in accountancy at the Faculty of Economics, University of Indonesia in 1982, and currently has held some positions as President Commissioner of PT Towers Watson Purbajaga & PT Dharma Nilaitama and as Independent Commissioner of PT Pioneerindo Gourmet International, Tbk., PT Bayu Buana, Tbk. and PT Towers Watson Indonesia.

And before that ever held some positions as President Commissioner of PT Zurich Insurance Indonesia, PT Maskapai Reasuransi Indonesia, Tbk., and PT Asuransi Bina Dana Arta, Tbk.

Mrs. Tjhin Leeris HarniKomisaris / Commissioner

Warga negara Indonesia, lahir di Jakarta, 5 Oktober 1967. Beliau diangkat sebagai Komisaris Perseroan sejak tahun 2011. Beliau menyelesaikan pendidikan Jurusan Akuntansi yayasan Administrasi Indonesia pada tahun 1986 dan AKSEK LPK Tarakanita di tahun 1989. Sebelumnya, beliau pernah menjabat sebagai sekretaris dari Presiden Direktur di Divisi Property PSP Group (1990), legal Officer di Divisi Property PSP Group (1991 - 1993), Chief Legal di Divisi Property PSP Group (1993 - 1997) dan sebagai Coorporate Secretary di PSP Group (1997 - 2000). Beliau juga menjabat sebagai Coorporate Legal dan Lisence di PT Triputra sejak tahun 2001 sampai dengan sekarang.

An Indonesian citizen, born in Jakarta on 5 October 1967. She was appointed as Company’s Commissioner since 2011. She completed her study at Accounting Faculty of Yayasan Administrasi Indonesia in 1986 and AKSEK LPK Tarakanita in 1989. Previously, she has held several positions, as Secretary to the President Director of PSP Group’s Property Division (1990), as Legal Officer of PSP Group’s Property Division (1991 - 1993), as Chief Legal at Property Division of PSP Group (1993 - 1997) and as Coorporate Secretary of PSP Group (1997 - 2000). She is currently holding a position as Coorporate Legal and License at PT Triputra since 2001.

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Dari kiri ke kananfrom left to right

Mr. Teh Kian Kun DirekturDirector

Mrs. Susanna Kusnowo DirekturDirector

Mr. Iskonda Japiar Budhi DirekturDirector

Mr. Kusuwandi Tamin Direktur UtamaPresident Director

Profile Of DirectorsPROFIL Dewan DIREKSI


Mr. Kusuwandi TaminDirektur Utama / President Director

Presiden Direktur Perseroan sejak tahun 2007. Lahir di Tanjung Pandan 46 tahun yang lalu. Beliau menyelesaikan pendidikan Sarjana Akuntansi pada Sekolah Tinggi Ilmu Ekonomi yayasan Administrasi Indonesia tahun 1990 dan meraih gelar Magister Management di IPMI Business School tahun 2002 dengan spesialisasi bidang Manajemen Internasional. Bergabung di perusahaan sejak tahun 1988 dengan menempati berbagai posisi mulai dari Chief Accountant, Finance Manager, Direktur Keuangan, Komisaris, Direktur Operasional, dan Managing Direktur.

President Director of the Company since 2007. Born 46 years ago in Tanjung Pandan, he finished his study for bachelor degree in Accounting at Sekolah Tinggi Ilmu Ekonomi Yayasan Administrasi Indonesia in 1990 and later obtained a Master degree in Management from IPMI Business School in 2002 specializing in International Management. He joined the Company in 1988 and occupied various positions, beginning with Chief Accountant, Finance Manager, Director of Finance, Member of Board of Commissioner, Director of Operations, and Managing Director.

Mr. Teh Kian KunDirektur / Director

Warga Negara Indonesia lahir di Pematang Siantar pada tahun 1968, menyelesaikan pendidikan Jurusan Akuntansi Fakultas Ekonomi di Sekolah Tinggi Ilmu Ekonomi yayasan Administrasi Indonesia pada tahun 1993. Sejak tahun 2007 beliau bergabung dengan PT Pioneerindo Gourmet International, Tbk sebagai Direktur Keuangan. Sebelumnya, beliau pernah menjabat sebagai assisten Direktur PT. ABDA Insurance, Tbk. Direktur PT. Putra Swareka Perdana, Direktur Utama PT BPR Kumara Abadi dan PT BPR Mitrakarya Aratamulia.

Indonesian citizen, born in Pematang Siantar in 1968, graduated from the Accounting School of the Faculty of Economics at the Tertiary School of Economics Education, Foundation of Administrative Indonesia in 1993. Since 2007, he joined PT. Pioneerindo Gourmet International Tbk as the Director of Finance. Previously, he served as Assistant Director of PT. ABDA Insurance Tbk, Director of PT Putra Swareka Perdana, President Director of PT. BPR Kumara Abadi and PT. BPR Mitrakarya Aratamulia.

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Mr. Iskonda Japiar Budhi Direktur / Director

Komisaris Perseroan sejak 2006. Beliau lahir di Bandung, 5 Januari 1958 dan lulusan Arsitektur di UK tahun 1982. Pada tahun 1985 - 1990 menjabat sebagai Managing Director di Putra Asia Perdana Indah. Kemudian menjabat juga sebagai Direktur Utama di Perusahaan yang sama sejak tahun 1990 - sekarang. Sejak 2006 - April 2011, beliau menjabat sebagai Komisaris di PT Pioneerindo Gourmet International, Tbk., dan sejak Mei 2011 - sekarang beliau sebagai Direktur Operasi PT Pioneerindo Gourmet International, Tbk.

Commissioner of the Company since 2006. Born in bandung on 5 January 1958, who in 1982 graduated from his studies in architecture in the UK. During the period 1985 – 1990 he held position of Managing Director of PT Putra Asia Perdana Indah, and later he became President Director, also at the same Company and which position he has been holding since 1990. Since 2006 - April 2011, He held as Commissioner of PT Pioneerindo Gourmet International, Tbk., and since May 2011 he has appointed as Operations Director of PT Pioneerindo Gourmet International, Tbk.

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Mrs. Susanna Kusnowo Direktur / Director

Direktur Perseroan sejak tahun 1998. Lahir di Jakarta, 11 Januari 1969. Beliau menyelesaikan pendidikan Bachelor of Science dalam bidang Finance pada Loyola Marymount University, Los Angeles, California, USA, tahun 1990. Selama memasuki dunia kerja sejumlah posisi telah diduduki olehnya, yaitu: 1989 – 1990 sebagai Floor Operation Supervisor di Wells Fargo Bank, Los Angeles, California, USA; tahun 1990 – 1991 sebagai Quality Control Supervisor di raksasa industri restoran McDonalds Corporation, Los Angeles, California, USA; tahun 1991 – 1993 Chief Financial Officer Asean Computer Technology, Walnut, California, USA. Audit Manager di PT Putra Sejahtera Pioneerindo tahun 1993 – 1994 dan tahun 1994 – October 1996 dipromosikan menjadi Direktur PT Putra Sejahtera Pioneerindo, dan tahun 1996 – 1998 menjadi Deputy General Manager Marketing PT Putra Surya Perkasa. Sejak bulan Juli 1998 - 2001 beliau menjabat sebagai Direktur PT Putra Sejahtera Pioneerindo, dan tahun 2001 - sekarang, menjabat sebagai Direktur PT Pioneerindo Gourmet International, Tbk. (sebelumnya dikenal sebagai PT Putra Sejahtera Pioneerindo).

Director of the Company since 1998. Born in Jakarta on 11 January 1969. She finished her study for Bachelor of Science in Finance degree at Loyola Marymount University, Los Angeles, California, USA, in 1990. Entering the business world, she held several positions during her career, which include: 1989 – 1990, as Floor Operation Supervisor at Wells Fargo Bank in Los Angeles, California, USA; 1990 – 1991, as Quality Control Supervisor at restaurant industry giant McDonalds Corporation, Los Angeles, California, USA; 1991 – 1993,as Chief Financial Officer, Asean Computer Technology, Walnut, California, USA. Audit Manager at PT Putra Sejahtera Pioneerindo for period 1993 – 1994 and subsequently promoted to become a Director of PT Putra Sejahtera Pioneerindo which position she held tor period 1994 – 1996. Following this, she held the position of Deputy General Manager Marketing at PT Putra Surya Perkasa for the period 1996 – 1998. Since July 1998 - 2001, she held position as Director of PT Putra Sejahtera Pioneerindo and since then (2001), she became The Director of PT Pioneerindo Gourmet International, Tbk. (previously known as PT Putra Sejahtera Pioneerindo).

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Significant Activities In 2011AKTIFITAS PENTING 2011

RUPs Tahunan,18 mei 2011, Citadines Hotel, Jakarta

Annual General Meeting,18 May 2011, Citadines Hotel, Jakarta

donor darah,20 Juli 2011, gedung Jaya, Jakarta

Blood Donor Program,20 July 2011, Gedung Jaya, Jakarta

Tur motivasi Karyawan manajerial,25 mei - 2 Juni 2011, Turki

Motivation Tour Managerial Staff,25 May - 2 June 2011, Turki

Buka Puasa bersama Anak-anak Panti Asuhan, 18 Agustus 2011, TMII, Jakarta

Breaking Fast Together with Orphanage, 18 August 2011, TMII, Jakarta

Rakernas ii, 26 - 28 september 2011, Bogor

Rakernas II, 26 - 28 September 2011, Bogor


natal,16 desember 2011, Bekasi

Christmast,16 December 2011, Bekasi

Rakernas supervisor,25 - 26 oktober 2011, Cipayung, Jawa Barat

Rakernas Supervisor,25 - 26 October 2011, Cipayung, West Java

Pameran Franchise,14 - 16 oktober 2011, JHCC, Jakarta

Franchise Exhibition,14 - 16 October 2011, JHCC, Jakarta

office outing, 9 - 10 desember 2011, Ciater, Jawa Barat

Office Outing, 9 - 10 December 2011, Ciater, West Java

Championship 2011,Tmii, Jakarta

Championship 2011,TMII, Jakarta


Sebagai Perusahaan publik, PGI berkomitmen untuk mewujudkan tata kelola perusahaan yang baik meliputi :1. Tanggung jawab menjaga stabilitas pertumbuhan

usaha.2. Transparan dalam menjalankan kegiatan usaha.3. Akuntabilitas dari anggota Dewan Komisaris dan

Direksi.4. Kemandirian dalam menjaga aset Perusahaan

dan nilai jangka panjang pemegang saham.

Pelaksana dan pengawas dari tata kelola perusahaan meliputi Karyawan, Dewan Komisaris, Dewan Direksi, Komite Audit, Internal Audit serta Sekretaris Perusahaan.

KARyAWANKaryawan merupakan struktur internal yang dituntut menjalankan prosedur standar pemenuhan tata kelola Perusahaan yang baik meliputi :

1. ETIKA KERJAEtika Kerja merupakan sistem nilai atau norma yang digunakan seluruh karyawan dalam menjalankan tugasnya masing-masing, seperti: memelihara dengan baik semua milik PGI, mengikuti petunjuk yang diberikan oleh atasan, menjaga kerahasiaan perusahaan, menjaga kualitas layanan kepada setiap konsumen, jujur, serta disiplin.

2. ETIKA USAHAEtika Usaha merupakan sistem nilai atau norma Perusahaan yang diwujudkan melalui seluruh karyawannya dalam menjaga hubungan dengan lingkungan usaha, seperti: menjaga hubungan yang saling menguntungkan dengan mitra usaha, mematuhi hukum dan peraturan yang berlaku, serta mementingkan kejujuran dan integritas dalam usaha.

DEWAN KOMISARISDewan Komisaris Perusahaan terdiri dari 3 anggota, merupakan para profesional yang dipilih melalui RUPS untuk masa jabatan 5 tahun dan bertanggung jawab kepada pemegang saham. Susunan Dewan Komisaris saat ini meliputi 1 Komisaris Utama dan 2 anggota Komisaris yang mana 1 anggota diantaranya merupakan merupakan komisaris independen.

Dewan Komisaris berfungsi mengawasi dan memberi nasihat atas kebijakan yang dijalankan oleh Direksi, melakukan pengawasan atas tindakan hukum yang dilakukan Direksi, menerima laporan Direksi atas semua peristiwa penting yang terjadi dalam proses jalannya usaha, serta memberikan laporan atas tugas pengawasan yang telah dilakukan selama tahun buku yang baru lampau kepada RUPS.

As a public company, PGI is committed to realizing good corporate governance that include:

1. The responsibility of maintaining the stability of business growth.

2. The Transparency in conducting business activities.3. The accountability of members of the Board of

Commissioners and Directors. 4. The self-sufficiency in keeping the Company’s assets

and long term shareholders’ value.

The executives and supervisor of corporate governance include employees, Board of Commissioners, Board of Directors, the Audit Committee, the Internal Audit as well as the Corporate Secretary. EMPLOYEESThe employee is the internal structure that is charged to implement the standard procedure of accomplishment of good corporate governance that include :

1. WORK ETHIQUEWork ethic is a system of values or norms used by all employees in exercising their respective duties, such as: keep well all property of PGI, follow the instructions given by his or her superior, maintain the confidentiality of PGI, maintain the service quality to every consumer, be honest as well as discipline.

2. BUSINESS ETHIQUE Business Ethics is a system of value or norms of a company that realized through all its employees in keeping the relationship with business environment, such as: maintaining mutually beneficial relationships with business partners, comply with applicable laws and regulations, as well as upholding honesty and integrity in conducting business.

BOARD OF COMMISSIONERSThe Board of Commissioners the Company consists of 3 members, are professionals that were chosen through the Annual General Shareholders Meeting for a term of 5 years and are responsible to shareholders. The current composition of the Board of Commissioners consists of 1 President Commissioner and 2 members of Commissioners where one of the members is an Independent Commissioner.

The Board of Commissioners work overseeing and advising on policy undertaken by the Directors, conduct supervision over legal action taken by the Directors, receive reports from the Directors on all the important events that happened in the course of the business activities, as well as providing reports on supervising duty that has been done over the recently passed year to the Annual General Shareholders Meeting.

Good Corporate GovernanceTATA KELOLA PERUSAHAAN


Dewan Komisaris mengadakan rapat berkala 2 mingguan dengan Direksi untuk membahas isu-isu penting yang terjadi dalam menjalankan kegiatan usaha, serta mendiskusikan langsung risalah Komite Audit apabila ada.

DEWAN DIREKSIDewan Direksi Perusahaan terdiri dari 4 anggota, yang terdiri dari 1 Direktur Utama dan 3 Direktur Bidang. Direksi bertanggung jawab dalam melaksanakan tugasnya untuk mencapai maksud dan tujuan daripada visi dan misi.

Rapat Direksi diadakan secara berkala kwartalan ( rakernas ) untuk membahas program kerja yang sudah dicapai dan menentukan rencana kerja kwartal berikutnya dan secara mingguan untuk mengevaluasi efektivitas pelaksanaan program kerja dan hal-hal penting lainnya dalam upaya mencapai maksud dan tujuan PGI.

KOMITE AUDITKomite Audit merupakan komite yang tugas dan fungsinya membantu Dewan Komisaris. Komite Audit merupakan pihak independen yang tugas dan fungsinya memenuhi Keputusan Direksi Bursa Efek Indonesia no. Kep-339/BEJ/01-2001 dan Peraturan Bapepam-LK No. IX.I.5 Lampiran Keputusan Ketua Bapepam-LK no. Kep-29/PM/2004.

Fungsi dan tanggungjawab Komite Audit adalah mengawasi sistem pengendalian internal perusahaan dan pertanggungjawaban atas laporan keuangan PGI. Untuk hal ini Komite Audit memiliki wewenang untuk mengakses catatan atau informasi Perusahaan dan membuat suatu risalah guna memberikan masukan kepada Dewan Komisaris.

The Board of Commissioners have regular biweekly meetings with the Directors to discuss the important issues that occured during conducting business activities and to discuss directly the Audit Committee’s minutes, if any.

BOARD OF DIRECTORSThe Company’s Board of Directors consists of 4 members, consisting of 1 President Director and 3 Division Director. The Board of Directors is responsible in doing their duties to achieve purpose and goal of the Company’s vision and mission.

Board of Directors meetings are held periodically every quarter (rakernas) to discuss the program of work already achieved and define the work plan for the next quarter and at weekly to evaluate the effectiveness of the implementation of the work program and other important things in order to reach the goals and purpose of PGI.

AUDIT COMMITTEE The Audit Committee is a committee whose tasks and functions are to help the Board of Commissioners. The Audit Committee is an independent party that task and function meet the Indonesia Stock Exchange Board of Directors Decision No. Kep-339/JSE/01-2001 and Bapepam-LK Rules No. IX.I.5 annexes Decisions of Chairman of Bapepam-LK No. Kep-29/PM/2004.

The functions and responsibilities of the Audit Committee is supervising the internal control system of the Company and the responsibility over financial reporting of PGI. For this, the Audit Committee has the authority to access the records or information of the Company and make a minute in order to provide input to the Board of Commissioners.

33333

4240393838

Daftar Kehadiran Rapat Dewan DireksiBoard of Directors’ Meeting Attendance List

NamaName

Jumlah KehadiranNumber of Attendance

Rapat KwartalanQuarterly Meeting

Rapat MingguanWeekly Meeting

Jumlah Rapat / Number of MeetingsBpk. Kusuwandi TaminBpk. Teh Kian Kun Ibu Susanna KusnowoBpk. Iskonda Japiar Budhi

Jumlah KehadiranNumber of Attendance

Daftar Kehadiran Rapat Dewan KomisarisBoard of Commissioners’ Meeting Attendance List

NamaName

Jumlah Rapat / Number of MeetingsBpk. Tjan Soen EngBpk. Suhanda WiraatmadjaIbu Tjhin Leeris Harni (mulai bergabung Mei 2011)

1916178


Adapun susunan Komite Audit sudah tertera pada Laporan Keuangan Konsolidasian.

Kegiatan Komite Audit yang telah dijalankan :1. Menelaah laporan keuangan yang dikeluarkan

PGI secara periodik.2. Menilai sistem akuntansi serta pengendalian

internal.3. Menelaah kepatuhan PGI terhadap peraturan

perundang-undangan di Pasar Modal dan peraturan lainnya berhubungan dengan kegiatan usaha.

INTERNAL AUDITDepartemen Internal Audit dimaksudkan untuk membantu Direksi untuk melakukan pengawasan internal untuk mencegah terjadinya penyimpangan dan penyalahgunaan wewenang dan kekayaan PGI serta memastikan efektivitas pengendalian internal operasional Perusahaan sudah sesuai dengan kebijakan dan sistem yang telah ditetapkan. Saat ini Kepala Unit Internal Audit adalah Bapak Simon Situmorang, SE.

Internal Audit melakukan audit atas catatan dan laporan keuangan yang dibuat dan dihasilkan kantor pusat dan cabang. Hasil daripada pemeriksaan audit, saran-saran dan rekomendasi diberikan kepada Direksi sebagai masukan untuk peningkatan efektivitas pengawasan internal.

Adapun kegiatan yang dilakukan sebagai berikut:1. Melakukan penelaahan atas informasi keuangan

yang akan dikeluarkan oleh PGI.2. Melakukan penelaahan atas ketaatan PGI

terhadap sistem dan prosedur yang telah ditetapkan oleh Perusahaan.

3. Melaporkan kepada Direktur Utama tentang berbagai resiko yang dihadapi PGI dan pelaksanaan manajemen resiko oleh Direksi.

4. Menerbitkan laporan kepada Direktur Utama atas hasil penelaahan serta memberikan rekomendasi dan saran untuk perbaikan.

SEKRETARIAT PERSEROANPGI membentuk dan menunjuk Sekretaris Perusahaan dimana tugas dan fungsinya mengacu pada Peraturan nomor IX.1.4 Lampiran Keputusan Badan Pengawas Pasar Modal (Bapepam) nomor Kep-63/PM/1996 tanggal 17 Januari 1996, tentang Pembentukan Sekretaris Perusahaan dan Keputusan Direksi PT Bursa Efek Jakarta nomor Kep-339/BEJ/07-2001 tanggal 20 Juli 2001 tentang Ketentuan Umum Pencatatan Efek Bersifat Ekuitas di Bursa.

As for the composition of the Audit Committee are already set forth in the consolidated financial statements.

Activities of the Audit Committee that have been performed:1. Reviewing financial statements issued periodically

by PGI.2. Assessing the accounting systems and internal

control. 3. Examining PGI’s compliance to laws and

regulations in the capital markets and other regulations related to business activities.

INTERNAL AUDITThe Internal Audit Department is meant to help Directors to perform internal oversight to prevent the occurrence of irregularities and abuse of authority and PGI’s wealth as well as to ensure the effectiveness of internal control of PGI’s operational is in compliance with the policies and systems that have been set. The current head of the Internal Audit Unit is Mr. Simon Situmorang, SE.

The Internal Audit implementing audit of the financial statements and notes created and produced the headquarter and branches. The results of the audit examination, suggestions and recommendations given to the Directors as input for enhancement of the effectiveness of internal control.

As for the activities conducted as follows:1. Examination of financial information to be issued

by PGI. 2. Examination on the obedience of PGI against

system and procedures that were predetermined by the Company.

3. Report to the President Director about the various risks faced by PGI and implementation of risk management by the Directors.

4. Publish report to the President Director of results of the examinations and provides recommendations and suggestions for improvement.

CORPORATE SECRETARYPGI form and appoint a Corporate Secretary in which tasks and functions refer to rule number IX.1.4 annexes Capital Markets Supervisory Agency (Bapepam) Decision number Kep-63/PM/1996 dated 17 January 1996, regarding the formation of the Corporate Secretary and the Decision of the Directors of PT Jakarta Stock Exchange number Kep-339/JSE/07-2001 dated 20 July 2001 on General Provision for Security Listing in the form of Equity in Exchanges.


PGI membentuk dan menunjuk Sekretaris Perusahaan sesuai dengan tujuan untuk melaksanakan prinsip-prinsip tata kelola perusahaan yang baik, transparan, solid dan dapat dipertanggungjawabkan.

Adapun pejabat Sekretaris Perusahaan sudah tercantum pada Laporan Keuangan Konsolidasian.

Tugas dan fungsi Sekretaris Perusahaan adalah sebagai berikut :1. Mengikuti perkembangan di Pasar Modal

khususnya untuk peraturan-peraturan yang berlaku.

2. Memberikan pelayanan kepada masyarakat atas informasi yang dibutuhkan tentang PGI.

3. Memberikan masukan kepada PGI untuk mematuhi ketentuan serta peraturan yang berlaku di Pasar Modal.

4. Sebagai penghubung / contact person antara PGI dengan Bapepam, Bursa Efek dan masyarakat.

The has formed and appointed a Coorporate Secretary with the objective of implementing the principles of good coorporate governance in transparant, solid, and responsible manner.

As for the Corporate Secretary incharge has been shown in the consolidated financial statements.

Duties and functions of the Corporate Secretary are as follows:1. Closely follow the developments in the stock

market especially to the regulations in force. 2. Provide services to the public who require for

needed information about PGI.3. Giving inputs for PGI to obey the rules and

regulations in the capital market.4. As liaison / contact person between PGI with

Bapepam, stock exchange and the public..

Karyawan Terbaik 2011Best Employee 2011


Sesuai Peraturan Bapepam-LK No. IX.I.5 dan Bursa Efek Indonesia mengenai pembentukan Komite Audit, PGI telah membentuk Komite Audit untuk membantu Komisaris dalam melaksanakan tugas pengawasan.

Tugas dari Komite Audit antara lain untuk memberikan pendapat independent dan professional kepada Komisaris terhadap laporan keuangan, pengendalian internal dan kepatuhan PGI terhadap peraturan di Pasar Modal dengan melibatkan audit internal dan eksternal.

Pada tahun 2011, Komite Audit telah melakukan penelaahan terhadap laporan keuangan PGI, ikut mengawasi program kerja dan secara berkala mengadakan rapat dengan Direksi. Setiap risalah rapat Komite Audit dilaporkan kepada Dewan Komisaris, disertakan pendapat dan usulan, jika terdapat hal-hal yang perlu mendapat perhatian Dewan Komisaris.

Untuk menyakinkan kepatuhan terhadap peraturan internal maupun eksternal, Komite Audit juga menghadiri pertemuan akhir dengan auditor internal maupun eksternal. Berdasarkan hasil penelaahan sebagaimana tersebut di atas : - Komite tidak menemukan hal-hal yang cukup material untuk dilaporkan dalam Laporan Tahunan tahun buku 2011.- Berdasarkan saran auditor eksternal, PGI telah menjalankan Penerapan Pernyataan dan Interpretasi Standar Akuntansi Keuangan yang direvisi (PSAK revisi dan ISAK)

As per Bapepam-LK Regulations No. IX.I. 5 and Indonesia Stock Exchange concerning the establishment of the Audit Committee, PGI has formed an Audit Committee to assist the Commissioner in performing the oversight duties.

The task of the Audit Committee, among others, to provide independent and professional opinions to the Commissioner with respect to financial reporting, internal control and in PGI’s compliance to regulations in capital market by involving internal and external audits.

In 2011, the Audit Committee has done a review of the financial statements of PGI, control the work programs too and regularly have meetings with Directors. Each minutes of meeting of the Audit Committee is reported to the Board of Commissioners, that include the opinions and recommendations, if there are things that need to get Board of Commissioners’ attention.

To ensure compliance with internal and external rules, the Audit Committee also attended the final meeting with internal or external auditors.

Based on the review of the study as described above :

- The Committee did not find enough material information that need to be reported in the Annual Report for the 2011 financial year. - Based on the suggestions from the external auditor, PGI has implemented the application of statement and interpretations of Financial Accounting Standards that was revised (PSAK revisions and ISAK)

LAPORAN KOMITE AUDIT

Jakarta, Maret / March 2012Komite Audit / Audit Committee


Suhanda Wiraatmadja Ketua

Chairman

Audit Committee’s Report


Under-standing

Tomorrow’sMarkets And Consumers

Tim GM & ManajerGM & Manager Team


Iskonda Japiar BudhiDirekturDirector

Dewan Komisaris | Board of Commissioners

Dewan Direksi | Board of Directors

PT PIONEERINDO GOURMET INTERNATIONAL Tbk

PT PIONEERINDO GOURMET INTERNATIONAL Tbk

Tjan Soen EngKomisaris Utama

President Commissioner

Kusuwandi TaminDirektur Utama

President Director

Suhanda WiraatmadjaKomisaris Independen

Independent Commissioner

Tjhin Leeris HarniKomisaris

Commissioner

Susanna KusnowoDirekturDirector

Teh Kian KunDirekturDirector

Laporan Tahunan ini telah disetujui dan ditandatangani oleh Dewan Komisaris dan Direksi PT Pioneerindo Gourmet International Tbk pada bulan Maret 2012.

This Annual Report have been approved and signed by the Board of Commissioners and Directors of PT Pioneerindo Gourmet International Tbk in March 2012.

42 Laporan Tahunan Annual Report 2011 PT Pioneerindo Gourmet International Tbk 42


Laporan Keuangan Konsolidasi dan Laporan Auditor Independen The Consolidated Financial Statements and Independent Auditor’s Report

PT Pioneerindo Gourmet International Tbk dan anak perusahaan untuk tahun-tahun yang berakhir pada

and susidiaries for the years ended

31 Desember 2011 dan 2010December 31st, 2011 and 2010

Financial Report

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8. Persediaan 8. Inventories &

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9. Biaya Dibayar di Muka& 9. Prepaid Expenses&&&



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34. Estimasi dan Pertimbangan Akuntansi yang Penting

34. Critical Accounting Estimates and Judgements

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36. Penyajian Kembali Laporan 36. Restatements of The Consolidated Keuangan Konsolidasian Financial Statements

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